Resolution - 2019 - 19-31 - Adopt The 2020-2025 Economic Development Stategic Plan - 12/18/2019 RESOLUTION NO. 19-31
A RESOLUTION OF THE EAGLE CITY COUNCIL EAGLE, ADA COUNTY, IDAHO,
ADOPTING THE 2020-2025 EAGLE ECONOMIC DEVELOPMENT STRATEGIC PLAN;
AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, on October 24, 2017 the Eagle City Council approved the repeal of the 2015
Eagle Comprehensive Plan and adoption of the 2017 Eagle is HOME Comprehensive Plan; and
WHEREAS, the Mayor and City Council recognizes economic development is important
to the City to ensure the financial viability and quality of life of the City; and
WHEREAS, the 2020-2025 Eagle Economic Development Strategic Plan supports the
City's 2017 Eagle is HOME Comprehensive Plan; and
WHEREAS, the proposed 2020-2025 Eagle Economic Development Strategic Plan will
guide Eagle's economic growth over the next five years and provides a focus for current and
future economic development efforts; and
WHEREAS, the strategy outlines a set of goals and action items which form an
integrated framework by which the City should approach and fulfill its economic development
role and responsibilities; and
WHEREAS, adoption of the 2020-2025 Eagle Economic Development Strategic Plan
will guide the City and other agencies in developing plans, programs, projects and policy
changes for future implementations.
NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE CITY
OF EAGLE, IDAHO.
Section 1: The Eagle City Council hereby adopts the 2020-2025 Eagle Economic
Development Strategic Plan.
Section 2: This resolution shall be in full force and effect immediately upon its adoption
and approval.
ADOPTED by the Council of the City of Eagle, Idaho, this 18th day of December 2019.
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https://cityofeagle.sharepoint.com/sites/CityCouncilDocuments/Shared Documents/Council Packets/CC-12-18-19/19-31 Adoption of
Eagle 2020-2025 Economic Development Strategic Plan.doc
ATTEST:
1.4 ;
- -SHARON K. BERGMAN,
CITY CLERK/TREASURER
https://cityofeagle.sharepoint.com/sites/CityCouncilDocuments/Shared Documents/Council Packets/CC-12-18-19/19-31 Adoption of
Eagle 2020-2025 Economic Development Strategic Plan.doc
EAGLE ECONOMIC DEVELOPMENT
Strategic Plan 20-202
The #1 regional destination of choice for quality of place .
BEPQUFE230290312:
Connect.
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Achieve.
TABLE OF CONTENTS
Introduction
Executive Summary
Regional Map
Plan Desciption -1
Community Conditions & Market Analysis 1-3
Competitive Assessment 3-4
Target Industry Report/Analysis -
Strategic Plan -1
Attachment A: Highlights of Market Analysis 1-1
Strategic economic development plans are integral to
“The economic
achieving sustainable and measurable economic
growth, as well as quality of place. With a formal
development
strategy, communities can take control of their
economic development, set clear and attainable
plan provides a
economic development objectives, and design
policies and programs to achieve them. Without one,
comprehensive
the City’s economic future is reactive at best.
overview of the
This document represents the Economic
Development Strategic Plan (EDSP) for the City of
economy, sets
Eagle, Idaho. The Plan is intended to set forth the
policy direction
core objectives, strategies, and actions for the future
economic growth and development of the City over
for economic
the next five (5) years (2020-2025). As a guiding
document, the Plan provides an analysis of the
growth, and
present economic conditions, along with the
opportunities, strengths and challenges in Eagle. It
identifies
gives targeted direction for future investment needs
strategies,
with a focus on attracting, retaining, and growing
talent and businesses within Eagle. The Plan is
programs, and
written to compliment the goals and policies already
set in place through the City’s Comprehensive Plan,
projects to
and is meant to coordinate with the visions, goals and
objectives of the Eagle Urban Renewal Agency and
improve the
the Eagle Chamber of Commerce.
economy.”
The Plan is ultimately a tool for Eagle to take
proactive steps towards economic development
policies and programs, and successfully meet the
challenges of the local economy.
1
EXECUTIVE SUMMARY
The City of Eagle is a vibrant and growing city located in southwest Idaho; nestled
between the Boise River and the foothills. Located a short distance northwest of the
capital city of Boise, Eagle uniquely blends both urban and rural to create an environment
that provides its residents, commuter workforce, and visitors all the quality of life
amenities and conveniences needed without the hustle and bustle of big city living.
Historically, Eagle has been a “bedroom community”, but the tremendous growth over the
past decade in the metropolitan area and Eagle has created new opportunities for growing
and diversifying our local economy, thus increasing the community’s overall economic
health. Eagle is now at a crossroads for commerce in North Ada County. Bringing in
more industry and business will help increase and diversify the tax base.
The City of Eagle has recognized the opportunities that lie ahead and have made great
efforts in planning for a complete community as they look forward, as shown in the most
recent “Eagle is HOME” Comprehensive Plan completed in 2017.
Even though more and more companies are recognizing the high quality of life factors
and benefits of investing in Eagle, their still exists a large percentage of residents
commuting out of the city for employment. This out commuting is due to the absence of
land and industry needed to support the number of workers in specific occupations. In
addition to residents traveling out of Eagle for work, there exists a large number of non-
residents traveling into Eagle for work, particularly in the service-producing industry
sector. This reverse-commuting is likely due to the lack of housing options to
accommodate varying income levels and to meet the needs of personal housing
preferences. A more detailed analysis of occupations, education and industry clusters
are included within the plan.
Residents, workers and visitors enjoy the beautiful well-designed neighborhoods,
excellent schools, abundant recreational choices, attractive retail and commercial
developments, and all of the other quality of life amenities Eagle has to offer, but many
residents spend their discretionary income elsewhere, which has resulted in a large
amount of retail leakage.
The challenges associated with expedient growth of a community was and continues to
be a concern to city government, citizens and local businesses. Therefore, in response
to the many discussions and expressions of concern voiced on the issue and through the
comprehensive planning process, the decision was made to hire a full-time economic
development person, with one of the priority goals being to develop an Economic
Development Strategic Plan for Eagle.
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City of Eagle, Idaho
Regional Setting
3
Plan Purpose
This document serves as a framework for understanding both the City’s current economic
climate and the means by which the City can sustain and enhance its economic success.
The Economic Development Strategic Plan (EDSP) acts as an extension to the City of
Eagle Comprehensive Plan. It shares the community vision presented in the
Comprehensive Plan but provides more definitive goals and expectations for the
Economic Development Department and the City of Eagle, while still aligning itself to the
Comprehensive Plan.
The EDSP should guide the City’s staff, committees and stakeholders for a period of five
years with a goal of increasing the impact of economic development on the city and the
region by 2025. It serves as a blueprint for city policy makers and the public at large. It
functions as a guide for the development of new economic development activities and
policies that will serve to benefit the City of Eagle, its businesses, and its residents.
Plan Preparation
Development of an economic development strategic plan requires an understanding of
the community and its local conditions, and analysis of the demographics and trends
related to the targeted growth sectors. This data creates a profile of the City’s economy
and the influences that shape the Economic Development Strategic Plan (EDSP).
The Community Conditions section presents a detailed look at the community’s context
and provides a baseline assessment of the existing conditions that drive the economy in
Eagle. A SWOT analysis highlights the City’s strengths, weaknesses, opportunities and
perceived threats. Information obtained throughout the plan preparation and research
process has been used to develop a set of strategic recommendations that address the
community’s challenges and opportunities and helps build upon the City’s strengths.
Opportunities and challenges that come from both its internal economic and
demographic transitions, as well as the influence of neighboring Meridian to the south,
Star to the west, and Garden City and Boise to the east are also addressed in the plan.
Plan Content
The Core Goals and Objectives section outlines the goals of the Economic Development
Strategic Plan (EDSP). Each goalis discussed with potential opportunities for long-range
support of current and future economic development approaches and strategies to meet
each goal. Individual action steps are listed to address every plan strategy. Actions are
described in categories and are in short-term (1-2 years) and long-term (2-5 years) ranges
based on the plan’s five-year outlook.
In short, the City of Eagle’s EDSP presents implementation steps that are broad as well
as focused. Broad implementation steps benefit the entire community and its economic
success as a whole. Focused steps are based on specific targeted areas where future
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growth is anticipated or where needs have been identified. The implementation steps are
intended to provide development recommendations to facilitate the future economy and
balance community needs at the present and for future economic growth.
Plan Context
This plan encompasses the realization that change is inevitable; by establishing a
planning and economic development program that is broad-based and long-term, and
that addresses a range of conditions and possibilities, growth can be managed.
Traditionally, economic development programs have concentrated on business attraction
(primarily industrial recruitment), business retention, and job creation. However, because
economies and trends have changed considerably compared to 20 or 30 years ago,
economic development professionals have redefined their focus to increasing the
capacity of their community by identifying and using resources for long-term growth.
How to Read the Plan
The Economic Development Strategic Plan offers an honest evaluation of Eagle’s
economic challenges and opportunities, informed by quantitative analysis, reviews of
national best practices, and qualitative input from stakeholders.
The Economic Development Strategic Plan is not designed to be utilized as a detailed
work plan or a binding document for any of the partners referenced, but rather as a
blueprint for greater economic prosperity. It provides a holistic set of goals and
strategies designed to ensure economic vitality through new investment, job creation,
and enhancement of the City’s quality of place (the physical characteristics of a
community; the way it is planned, designed, developed and maintained). However, it is
not expected that every strategy will be implemented. Instead, the document provides
latitude in prioritizing how and what specific strategies are chosen based on those with
the greatest impact as economic conditions change. The document is meant to have
flexibility in order to adjust the general strategies including adding or subtracting from
the strategies contained in this document to respond to economic changes and
opportunities as they arise based on the guiding principles and the vision of the EDSP.
The Economic Development Strategic Plan is not the responsibility of any single
organization to implement. It is a strategy for the entire community and will require many
engaged partners for it to be successful.
The EDSP should not be seen as a static document, but as one that invites revisions and
amendments as conditions change. For this reason, Eagle should take a dynamic
approach to implementation—one that revisits this plan on an annual basis to ascertain
progress and to reprioritize strategies and actions as needed.
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City Vision
In 2017, the Eagle City Council established a vision for the community through their
comprehensive planning process, along with strategic priorities that define that vision.
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Eagle is our HOME; WE ARE A COMMUNITY THAT envisions our future as:
M ulti-E conomically
H ealthy: O ptimistic:
faceted: Viable:
LIVABLE:A highly livable City CHILDREN & FAMILIES: A MAINTAIN A RURAL AREA: STRONG ECONOMY:
that successfully balances new community committed to its A unique community that An economically strong and
growth with the rural and support of children and maintains a rural residential balanced community.
natural features that make our families. and agricultural area within the
DISTINCT DOWNTOWN:
City unique. community. Establish a clear
DIVERSIFIED EMPLOYMENT: A mixed use City center that
rural edge that we wish to
TRANSPORTATION: A system of Provide diversified includes both residential and
maintain.
well-connected and user-employment opportunities for commercial uses to provide a
all citizens. DIRECT GROWTH:
friendly roadways and center for commerce, culture,
pathways that balance regional Assign and direct growth into and social/citizen interaction. A
HOUSING OPPORTUNITIES:
transportation needs with appropriate areas and true main street with small
Provide housing opportunities
densities as designated by this
livability and the needs of local town charm.
for all demographic groups.
and non-motorized users. plan.
BALANCED COMMUNITY:
ECONOMIC SUSTAINABILITY:
ENVIRONMENTAL WELL- DESIGNED ACTIVITY A community that balances
A community focused on
STEWARDSHIP: An CENTERS:
residential and commercial
economic sustainability, the
environmentally aware Create nodes that benefit the growth and encourages mixed
ability for the city to continue
community with distinctive community and help create use activity centers.
to fund, improve and support
policies for the foothills, the meaningful places.
LOCAL:
itself, including infrastructure,
Boise River and the community
parks, and trails without the MULTI-GENERATIONAL: Foster and support local
at large.
A multi-generational
use of building permit fees, businesses. Ensure significant
ACTIVE COMMUNITY: A community planning for the non-residential land area to
impact fees and zoning fees.
community focused on needs of our citizens from allow businesses to grow within
recreation, open space, and youth to retirement. the City.
parks.
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Table taken from the 2017 Eagle is HOME Comprehensive Plan
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In keeping with the vision in the comprehensive plan, the Economic Development
Department’s vision will be to:
“Support and promote Eagle asthe premier
community of the Treasure Valley; embracing
a new and rapidly changing economy and
turning the challenges of today into
opportunities to create positive change for
tomorrow”
Economic Development Department Mission
The Eagle Economic Development Department exists to foster an environment that
supports and encourages the maintenance, growth, and enhancement of a high
quality of life and economic vitality of the community.
Economic Development Department Values
We view economic development as a collaborative process, resulting in an
atmosphere that benefits the community and businesses alike. We place a high
value on relationships, trust, and support of our residents, employers and
employees within our community.
The Opportunity
Eagle has grown nine-fold since the year 1990, from 3,327 to an estimated 31,270
in 2019, and according to the Community Planning Association of Southwest Idaho
(COMPASS), Eagle is projected to reach over 73,000 by the year 2040. This
growth has fostered the demand for more retail and services to support the
residential population of the community, along with daytime workers.
Eagle has natural wealth in its strong sense of heritage and quality of place. It
provides a quality of life that is rich in outdoor recreation and the beauty of landscape
from the Boise River to the Eagle Foothills. Eagle also has a long history of
leadership in the preservation of open space and high architectural design standards,
which continue to shape the built and natural environment, making Eagle an attractive
place to live, work, play and visit.
Strict adherence to plans and policies in the City are needed to accommodate
projected growth while preserving Eagle’s quality of life. To accomplish this, private
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landowners and public entities should use land efficiently and productively,
recognizing, that decisions made today will affect many generations to come.
The Challenge
Situated in southwest Idaho and within the Boise Metropolitan Area, Eagle is part of
a regional economy, and as such, competes with other communities that have
better access to major interstate corridors and possess much larger fully serviced
sites, existing buildings that end users desire, and more streamlined development
processes. As these competing communities continue to grow, developers will most
likely invest their dollars in these cities by building more office and industrial space
to accommodate the future demand. Eagle will need to meet the fundamental
challenge with its own fully serviced sites and existing buildings in order to capture
some market share. Eagle will also need to embrace the very competitive growing
market by implementing policy to streamline and expedite development processes,
along with aligning zoning ordinances to coincide with the target industries the City
is trying to attract.
Unlike some communities, the City does not have control of sewer, irrigation, streets
or all of the water within the incorporated limits. This along with limited revenue
resources creates a challenge when it comes to funding infrastructure in advance of
growth. Street improvements and/or major expansions in order to improve vehicular
circulation or continuity is under the control of Idaho Transportation Department and
Ada County Highway District. To foster economic development, public investment
must be prioritized to support job creation and aimed at a variety of infrastructure
projects, which will then set the stage for private sector investment/development to
follow.
Eagle has implemented a new comprehensive plan in 2017 that allows for higher
density in specified target areas throughout the City, along major corridors and within
their downtown, however; zoning ordinances need to be updated to support the
comprehensive plan vision. The Urban Land Institute (ULI) often recommends
higher density development around the town center or downtown core and a greater
diversity in housing types to accommodate empty nesters and a younger, well-
educated workforce that does not want to own a single-family dwelling unit.
If Eagle desires to attract professional services, high-tech industry and highly skilled
knowledge economy workers into the community, shifting the climate to appeal to the
younger professionals will be advantageous. This can be done through investing in
quality of life amenities, such as; parks, pedestrian and bicycle connectivity,
entertainment, arts and cultural venues, downtown revitalization, and allowing for a
diversity ofhousing choices that result in varying price points.
Related Planning Efforts
The City of Eagle has completed several land use plans that are important for
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Eagle’s economic development activities. These plans have all been consideredin
the development of this Economic Development Strategic Plan. Key land use plans
of particular relevance include:
Eagle is HOME Comprehensive Plan (2017)
Eagle Pathways and Trails Master Plan (2019)
The City’s plans are vital to inform the Economic Development Strategic Plan, and to
ensure that the contents of the plan aligns with other community goals and visions.
The Comprehensive Plan was updated in November of 2017 and provides guidance
as to the future vision for land uses within Eagle and the area of impact. The City’s
Plan incorporates the downtown within the comprehensive plan; however, a
Downtown Strategic Plan is recommended to compliment the City’s Comprehensive
Plan and the Eagle Urban Renewal Plan.
The City sub-contracts for City Engineering services and therefore does not have a
master infrastructure or capital improvement plan. It is recommended the City work
on the formation of a formal capital improvement plan. The plan should encompass
short-term and long-term goals for infrastructure and capital improvements, such as;
parks, trails, public buildings, sidewalks, streetscape, and utilities. The City should
partner with outside agencies to ensure they are on board and support a plan for
future infrastructure improvements in areas where growth is projected.
Transportation is directed by two (2) outside agencies; the Idaho Transportation
Department and Ada County Highway District in partnership with the City of Eagle.
Eagle has worked closely with both agencies to plan for the needs of the community,
to include; pedestrian connectivity across Eagle Road and across Highway 44, along
with infrastructure improvements within the downtown.
Implementation Planning and Next Steps
This document provides a road map for Eagle’s economic development
program, but the ultimate success of the recommendations will depend on the
level of commitment from the City and partners in executing the strategies laid out
in this plan. New investments from the City and the Eagle Urban Renewal Agency
will be required to move this plan from concept to action, including the potential
increase in staffing and financial resources to carry out the primary economic
development goals and objectives.
The City is not responsible for every activity outlined in this plan but is the lead entity
to implement the plan and initiate actions in order to accomplish the goals and
objectives. Other local and regional partners (as shown within Attachment A) play
critical roles in growing and strengthening the City of Eagle’s economy. This work will
take dedication, leadership, collaboration, patience, and political will across the City
and in coordination with multiple partners.
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With the foundation and framework of this plan in place, the City will be positioned to
transition to a more formalized, robust, and comprehensive economic development
program that will empower them to influence their own future and boldly and
purposefully chart a course to become a unique and thriving community within the
Boise metropolitan area.
Strategic Action Plan Framework
The strategies and actions within this plan are based on input received from the
comprehensive planning process and from the analysis of demographic, economic
and market data, multiple community site visits and windshield tours, and key
findings from a review of relevant plans and overall economic development
experience.
This strategic plan will guide the City of Eagle’s economic development efforts over
the next 5 years. This plan sets out a common purpose, a set of guiding principles,
goals, and specific strategies to grow the City’s economy. This document provides
a road map for the City of Eagle’s economic development program, but the ultimate
success of the recommendations will depend on the level of commitment from both
internal and external departments/agencies, elected officials, external agencies,
partners and stakeholders in executing the strategies and actions laid out in this
strategic plan.
Over the years, the City of Eagle has realized the development of several large
mixed-use centers and the continued emergence of residential developments as an
economic driver. Strategically aligning its resources to diversify the economy and
create high wage jobs within the City is a focus of this strategic plan.
The economic development strategy is designed around five (5) broad economic
development goals. The strategies and actions associated with the goals will build
on the City’s strengths to ensure long
-term economic vitality and enhancement of the
quality of life.
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COMMUNITY CONDITIONS
& MARKET ANALYSIS
Understanding the community and local, regional and national conditions
A critical step in the process of developing an economic development strategic plan is
understanding the community and local, regional and national conditions.
This section provides background information on economic development factors,
including the overview of the City’s demographics, and trends related to the targeted
industry sectors.
Collectively, this information creates a profile for the City’s economy and the influences
that shape the Economic Development Strategic Plan (EDSP).
ECONONOMIC DATA, ANALYSIS AND TRENDS
An analysis of the existing economy of the City was needed in order to gain an
understanding of population and employment gains, socio-economic characteristics
and workforce migration patterns. Data provided within this chapter comes from a
variety of sources including the decennial U.S. Census, the American Community
Survey (ACS), Boise Valley Economic Partnership (BVEP), Idaho Department of
Commerce, Idaho Department of Labor, Community Planning Association of
Southwest Idaho (COMPASS), excerpts from the Eagle Comprehensive Plan, and
ESRI Business Analyst.
Eagle’s labor force and demographic benchmarks, along with other economic data,
demonstrate strong local capacity for economic development. The data indicates the
degree to which the strengths of the local population can strengthen the economic
development opportunities for Eagle businesses, as well as areas of potential
vulnerability.
Some conclusions that can be drawn from the data include:
The community’s strong income base provides market support for local serving
businesses and can be used to maintain Eagle’s competitiveness in the region.
The high educational attainment by Eagle’s residents provides an attractive
labor force for growing businesses and represents a strong selling point to
businesses considering Eagle as a business location.
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Eagle’s low unemployment rate indicates high demand for the skills and
education of local residents.
Eagle’s high housing costs indicate the desirability of the community as a place
to live, as well as a potential challenge to local businesses for labor force
recruitment.
The percentage of residents commuting out of the City for work indicates the
need for a more diverse industry base.
The percentage of workers commuting into the City for work indicates the need
for more diverse housing options, both that accommodate varying income
levels, but also that appeal to the individual’s specific needs and wants.
A Growing Population
Eagle is one of the fastest growing cities in the Boise Metropolitan Area. The
average annual growth rate between 2010-2016 was 4.26%, and that growth rate
has increased to an average rate of 4.5%. The rapid growth brings many new
opportunities to the City and surrounding areas and provides a solid population
base to support future economic growth.
Excellent Road Connectivity
Eagle is the transportation hub of North Ada County, situated with four (4) major
transportation corridors running through its City; U.S. 20/26, State Highway 16,
State Highway 55 and State Highway 44. The completion of Highway 16 will
provide a direct connection to Interstate 84. Direct access to a strong road network
is a major advantage that is unique to Eagle.
A Great Place to Live
Eagle has been recognized several times in the last five (5) years as being one of
the Best Places to Live in Idaho and one of the Best Places to Raise a Family. The
extraordinary high quality of life in Eagle is a source of pride for the City and its
residents, and creates an opportunity to attract talent, high wage jobs, and service-
providing industries to the City, with a potential to attract some targeted goods-
producing industries.
Agriculture and Viticulture
The City of Eagle has a large agriculture and viticulture area within its planning
boundaries, which encompasses the Eagle AVA, a sub-AVA of the Snake River
Valley AVA. The City of Eagle’s previous and current Comprehensive Plan
recognizes and supports the emerging agricultural and viticulture industry within
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and just north of the City’s planning area boundary. While the location of the 3-
Horse Ranch Winery & Vineyards, along with other grape growers in the area, are
not located within the City’s planning area, the City, in its Comprehensive Plan,
created of an overlay district to highlight this geographic region, which included
language addressing ancillary uses, signage, massing and scaling of buildings, and
other complimentary land uses.
The City of Eagle recognizes the economic, cultural and artistic value of the local
wine industry.
The economic impact is seen at three levels; direct, indirect and induced. Direct
impacts are the jobs, wages and economic output attributed to the industry,
including wine grape growers, wineries, wholesalers, retailers, trade associations,
research and educational organizations, and wine-related tourism. Indirect (or
supplier) effects result from firms in the wine industry purchasing goods and
services from other industries. These suppliers produce the machinery, tools, parts,
processing materials and other materials used in vineyards to grow grapes and in
wineries to produce wine, as well as to distribute and sell wine. This category also
includes different types of services: agricultural, personnel, financial, advertising,
consulting and transportation services, as well as people who are responsible for
governmental regulation of the wine industry. Induced impacts, also known as the
multiplier effect, are the responses “by the economy that occur through re-spending
of income received by payments made to employees and business owners
measured in the direct and supplier parts of the economy. That impact includes the
spending by employees of the industry and that of indirect firms whose jobs are
dependent on the wine industry.
The cultural impact is seen in the growing, making, and selling of wine (wine
production), which leads to vineyard landscapes, which are both physical and
cultural landscapes, thus preserving precious agricultural land and farming.
Vineyards serve as motives for art and could include educational and scenic trails,
along with outdoor public open spaces for memorable and attractive human
experiences like weddings and special events, or for utilization as a strong identity-
creating landscape representing cultural heritages.
For more than 100 years, Idaho has made a name for itself as an agricultural state
with abundant natural resources and it is still flourishing today. In fact, agriculture is
the single largest contributor to Idaho’s economy, accounting for 20% of Idaho’s
gross state product each year. Many are unaware of the amount of agriculture that
still exists within Eagle, but Eagle has an opportunity to capitalize on boutique and
small-scale urban agriculture developing a farm-to-table network within the
community.
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Top-Rated Schools
Public schools within Eagle are located in the West Ada School District. West Ada
School District is ranked as one of the Top 10 Schools in Idaho, and Eagle has
been recognized as having some of the Best Public Schools in Idaho. North Star
Public Charter School is ranked as one of America’s Most Challenging High
Schools and was ranked as the #2 Top Ranked High Schools in Idaho by U.S.
News & World Report outranking all other high schools in the Boise Metropolitan
area. Both Eagle High School and North Star Public Charter School were
recognized with the College Success Award for doing an exemplary job getting
students to enroll in and stick with college. Eagle’s Gallileo Stem Academy was the
1st AdvancED STEM certified school in Idaho. Great schools benefit the entire City
and help draw young families to the community in addition to having a positive
competitive advantage for recruiting new industry into the community.
Workforce Housing
High home values produce revenues for the City but can lead to affordability
challenges. With the 2019 median housing value in Eagle at $450,000, there is
concern about the ability for young and emerging professionals to locate within the
City. The City should ensure that adequate housing options are available for
moderate income residents (retail workers, teachers, police, firefighters, etc.),
particularly first-time home buyers, seniors, entrepreneurs, college students who
want to remain in Eagle after graduation, and young business professionals.
In order to protect the character and stability of residential and business areas,
preserve property values and to correct and prevent housing conditions that
adversely affect or are likely to affect the life, safety, general welfare, and health of
residents, the adoption of a property maintenance code for rental units should be
considered.
Population and Households
Eagle’s total population is growing. The City has increased by 2,085 residents
since 2000 and is projected to increase by another 9,449 by 2025. By comparison,
the Boise Metropolitan Statistical Area (MSA) is projected to grow by 110,856
during the same time period. It is estimated, based on an annual average growth
rate of 4.5% that the City’s planning boundary will reach build out by approximately
2050, with a population of approximately 95,000.
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Age Distribution
According to the 2012-2016 American Community Survey, the median age in Eagle
was 45. In 2017, the median age in Eagle was 41 and the estimated median age in
2019 is holding at 41, which remains higher than both Ada County and the U.S.
Average of 38. However, the largest increase in population from 2010-2018 was in
the 25-34-year-old age group, indicating growth in young and emerging
professionals within the community.
Eagle has seen a steady increase in population in all age distribution categories, and
even though the largest increase in population has been those in the ages of 65+,
Eagle has also seen an increase in ages 20-39, with age group 10-19 being the
highest percentage of the population. The decrease in the median age from 2017
(45 years) to 2019 (41 years) is telling of a younger population moving into Eagle,
however, we could see the median age fluctuate up and down as new members of
the community continue to move in and the current population ages.
A steady year-over-year growth in the older population is a good indication that residents
are either seeking to stay in the community and “age in place”, or people are migrating to
the community from other areas. The increase in the 20-39 age category could be
indicative of students leaving the community to attend college, but returning to Eagle to
live, or the attraction of young business professionals, or a combination of both. In any
case, Eagle is seeing a larger percentage of younger families investing and moving into
Eagle.
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2
Table 1: Housing and Economic Profile
HOUSING PROFILEEAGLEMETROUSA
Total Households10,125274,902118,825,921
Total Families7,833187,70277,538,296
Owner-Occupied Housing Units82.52%70.09%63.80%
Renter-Occupied Housing Units17.48%29.91%36.20%
Vacant Housing Units2.34%3.24%11.40%
Median Home Sale Price (2018)$469,450 $265,450 $193,500
Labor Force Participation57.20%64.40%63.30%
Prime-Age Labor Force Participation Rate and Size (25-54)78.30%81.20%81.60%
Armed Forces Labor Force0.00%0.20%0.40%
Veterans, Age 18-644.70%6.20%4.90%
Poverty Level of all People6.80%13.80%14.60%
Household Receiving Food Stamps/SNAP4.80%11.00%12.60%
AGE DISTRIBUTION (Eagle Only)PERCENT (2010)PERCENT (2018)
0-45.50%4.80%
5-98.90%7.30%
10-1918.40%17.30%
20-296.10%6.50%
30-3910.10%10.90%
40-4917.60%16.00%
50-5915.00%14.10%
60-646.20%6.80%
65+12.10%16.30%
Race and Ethnicity
Although the race and ethnic composition of Eagle is primarily White, the numbers
indicate the racial composition of Eagle residents may be becoming more diverse.
Minority populations are projected to continue increasing their population share
through 2025.
2
Source: US Census, American Community Survey, 2013-2017 and GIS Planning
16
3
Table 2: Race Distribution
RACEPERCENT (2017)PERCENT (2019)
White95.00%86.19%
Black or African American0.30%1.39%
American Indian and Alaska Native0.20%0.80%
Asian1.30%2.26%
Native Hawaiian and Pacific Islander0.00%0.20%
Other0.80%5.83%
Multi-Race2.40%3.33%
4
Table 3: Ethnicity Distribution
RACEPERCENT (2017)PERCENT (2019)
Non-Hispanic95.10%86.00%
Hispanic4.90%14.00%
5
Diagram 1: Age Distribution
3
Source: US Census and GIS Planning
4
Source: US Census and GIS Planning
5
Source: US Census and GIS Planning
17
Social Characteristics
The social characteristics of a population helps to track the increases or decreases
in diversity within the population and gives insight on where the foreign-born
population is coming from. This data also helps identify the needs of the
population. For instance, 94.8% of the population in Eagle speak English only, and
1.3% of the population that speak a language other than English, speak English
less than “very well”. The population with the most difficulty in speaking English is
the Spanish speaking population, followed by Asian and Pacific Islander. Providing
translated documents for populations that do not speak English well would
encourage more community participation and show the community is welcoming to
all.
6
Table 4: Population Social Characteristics
US CITIZENSHIP STATUSPERCENT
Naturalized U.S. Citizen53.10%
Not a U.S. Citizen46.90%
LANGUAGE SPOKEN AT HOMEPERCENT
English Only94.80%
Spanish2.40%
Indo-European0.90%
Asian/Pacific Islander1.50%
Other0.30%
FOREIGN BORN POPULATIONPERCENT
Europe21.00%
Asia34.20%
Oceania6.00%
Latin America31.20%
Northern America7.70%
SOCIALPERCENT
Enrolled in Grade 12 (% of population)2.00%
Disconnected Youth2.40%
Children in Single Parent Families (% of all children)16.80%
With a Disability, Age 18-645.80%
With a Disability, Age 18-64, Labor Force Participation Rate and Size46.90%
Foreign Born3.50%
Speak English Less Than Very Well1.30%
Income
The City’s median household income in 2019 is estimated at $81,196, down slightly
from 2018; most likely a result of the demographic shift from older boomers being
6
Source: US Census, American Community Survey 2013-2017
18
experienced workers to being retirees pushing the median household income down.
Consequently, the demographic shift ofmillennials being small children toyoung
workers also pushes the median household income down. Even with this slight
decrease, households in Eagle earn 24% more than the Ada County median, 45%
more than the Idaho median and 27% more than the national median. When
looking at higher income earners in Eagle, over 38% have annual earnings greater
than $100,000. Note: Individuals who become adults or enter retirement age are
not typically experiencing actual economic hardship; they are just showing up in the
numbers differently.
7
Table 5: Income Comparison
EAGLEADA COUNTYUSA
Median Household Income$81,196 $65,363 $57,652
Average Household Income$115,329 $80,990 $81,283
8
Table 6: Household Income Distribution
HOUSEHOLD INCOME DISTRIBUTIONEAGLEREGION
<$10K4.92%6.17%
$10 - $20K4.16%7.49%
$20 - $30K6.07%9.60%
$30 - $40K6.96%9.75%
$40 - $50K5.27%9.17%
$50 - $60K8.22%9.30%
$60 - $75K10.65%11.29%
$75 - $100K15.10%14.35%
>$100K38.64%22.90%
9
Consumer Spending Characteristics
Eagle’s average household disposable income is $84,055 with a median disposable
income of $68,997. Household expenditures average $79,973 per year.
Esri reports from 2018 indicated a retail gap or leakage of over $209 million in retail
trade and food and drink. This essentially means that Eagle is losing out on the
potential of $209 million in retail sales that are being spent in other communities by
residents who live in Eagle. This data reveals a need more local retail and restaurant
establishments to serve the population within Eagle.
7
Source: GIS Planning and US Census 2013-2017 Community Survey
8
Source: GIS Planning and US Census 2013-2017 Community Survey
9
Source: ESRI Business Analyst
19
Further in-depth analysis of the retail marketplace helps determine consumer
spending characteristics, consumer profiles, and the supply and demand of specific
retail industry groups. When looking at the consumer characteristics for residents of
Eagle, data presented specific key features of consumers in Eagle as; tech savvy,
vacation (domestic and abroad), active and health focused, highly educated
professionals, child-related purchases, home furnishings purchases, spa and
personal services purchases, and entertainment and recreation spending. A retail
gap analysis provides details on the supply and demand for various retail industry
groups and indicates the retail gap or leakage. A positive retail gap means residents
are spending money in other communities in those particular industry groups and
thus the City has leakage. A negative value represents a surplus of retail sales where
customers are drawn into Eagle from outside the area. A complete retail gap analysis
can be found within the Target Industry Report/Analysis.
10
Educational Attainment
Eagle’s residents have a high level of educational attainment; higher than any other
community within the region. The majority in Eagle have, at a minimum, a college
degree (54.60%). This is higher than the metropolitan statistical area (40.52%) and
the state of Idaho (37.08%). The percent of population in Eagle with a bachelor’s
degree is 28.35%, and the percent of population with a graduate degree is 15.14%.
Again, this is higher than the MSA (21.25% and 10.20%) and the State (18.61%
and 8.84%).
The educational attainment of a community’s population is an important factor for
business retention and expansion and business attraction. Educational attainment
in Eagle can also be attributed to the quality local public schools.
11
Commuting Characteristics
The current concentration and projected growth of population and workforce in the
region and within Eagle ushers the demand for understanding the commuting
landscape of the area. Commuting patterns are one of many factors that impact
economic development, infrastructure, public finance and fiscal policy, emergency
preparedness, education, and workforce development. Therefore, it is important to
understand how the shape, size, make-up, and dynamics of Eagle and the region
are changing as population and workforce grows.
2017 U.S. Census, On the Map and LEHD Origin-Destination Employment Statistics
data shows that over 7,200 (89.2%) people living outside of Eagle, commute daily
10
Source: GIS Planning
11
Source: US Census, On the Map Application and LEHD Origin-Destination Employment Statistics
20
into Eagle for work, and over 90% of residents living in Eagle, commute daily outside
of Eagle for work. A large percentage of workers in an area that live outside the area
is generally, but not always, indicative of one or more of the following scenarios:
1. Housing is too expensive for the wages being earned;
2. There is not enough diversity in housing options for those working in Eagle but
living elsewhere;
3. There are not enough jobs in the occupancy fields needed to employ all
residents living in Eagle.
When examining the characteristics of worker inflow and outflow, a greater
percentage of Eagle residents out commute to higher wage jobs. People who are in-
commuting to Eagle for employment are by and large younger than out commuters.
Those that live and work in Eagle represent a much smaller cohort at only 720
residents.
A complete analysis of the inflow and outflow characteristics and worker data is
provided in the “Target Industry Analysis Report”.
Labor Force and Employment
Employment data as of 2018Q1 indicated a net “leakage” of 1,514 occupations. The
leakage represents residents who travel outside of Eagle for work and the
occupations in which they are employed. This net leakage is a result of either a lack
of a particular type of industry or an insufficient number of jobs available in our
community to support the number of residents who work in these occupations (as
shown in Table 7 and listed below).
A positive number of net leakages represents those non-residents traveling into
Eagle for work. This is most likely indicative of either people commuting into Eagle
for work but having to live elsewhere because they are currently priced out of the
market, or due to a lack of diverse housing options to accommodate the housing
trends of today, where more people, regardless of age, are looking to downsize or
simplify their lifestyle by living in a place that affords lower maintenance and upkeep,
and/or that is located in an area where necessary services are within walking
distance.
Table 7 shows the top jobs by occupation in Eagle are:
Office and Administrative Support
Sales and Related
Executive, Managers and Administrators
Personal Care and Service
21
Food Preparation and Serving.
12
Table 7: Employment Data Based on Occupation Type
OCCUPATIONPEOPLE EMPLOYED PEOPLE WHO LIVE IN NET INDUSTRY LINK
IN EAGLEEAGLE, REGARDLESS OF “LEAKAGE”BY 2-DIGIT
WHERE THEY WORKSECTOR CODE
Total - All Occupations 8,4089,921-1,514
Management 507655-14855
Business & Financial Operations 401550-14954
Computer & Mathematical 189338-14954
Architecture & Engineering 125237-11154
Life, Physical & Social Science 48100-5254
Community & Social Service 85182-9762
Legal 4988-3954
Education, Training & Library 6315834861
Arts, Design, Entertainment, Sports & Media 1961831271/51
Healthcare Practitioners & Technical 307587-28062
Healthcare Support 172259-8662
Protective Services 91166-7592
Food Preparation and Serving Related 1,05476329072
Building and Grounds Cleaning & 288334-4756
Maintenance
Personal Care & Service 4453994681
Sales and Related 9201,082-16244-45/42
Office & Administrative Support 1,2171,600-38356
Farming, Fishing & Forestry 1841-2311
Construction & Extraction 75851824023/21
Installation, Maintenance & Repair253335-8281
Production 302437-13531-33
Transportation & Material Moving 354482-12848-49
The negative net leakage shown in Table 7 also indicates Eagle has an insufficient
amount of jobs for the following occupations:
Management Occupations
Business & Financial Occupations
Computer & Mathematical Occupations
Architecture & Engineering Occupations
Life, Physical & Science Occupations
Community & Social Service Occupations
12
*Source: JobsEQ 2018Q1
When determining the types of employment in Eagle based on the occupations of residents vs. non-residents, the
most updated data was available through a software program called JobsEQ instead of utilizing the US Census
OnTheMap 2015 data, as the data from JobsEQ has been updated as of 2018, Quarter 1. Due to different data
collection methodologies, the total number of jobs listed in Table 8 will not match the total number of jobs listed
22
in Table 9.
Legal Occupations
Healthcare Practitioners & Technical Occupations
Healthcare Support Occupations
Protective Services Occupations
Building and Grounds Cleaning & Maintenance Occupations
Sales and Related Occupations
Office & Administrative Support Occupations
Farming, Fishing & Forestry Occupations
Installation, Maintenance and Repair Occupations
Production Occupations
Transportation & Material Moving Occupations
When comparing the occupations of >100 people to the industry link, the data
indicates a shortage of the following industry sector jobs in Eagle to employ the
residents. Note: This data does not always mean the industry should be a primary
target industry, but it provides information that should be included in a target industry
analysis.
Professional, Scientific and Technical Services Industry
o (500 people commuting elsewhere for these jobs)
Administrative and Support and Waste Management and Remediation
Services Industry
o (383 people commuting elsewhere for these jobs)
Health Care and Social Services Industry
o (366 people commuting elsewhere for these jobs)
Management of Companies and Enterprises Industry
o (148 people commuting elsewhere for these jobs)
Retail Trade and Wholesale Trade Industry
o(162 people commuting elsewhere for these jobs)
Manufacturing Industry
o (135 people commuting elsewhere for these jobs)
Transportation and Warehousing
o (128 people commuting elsewhere for these jobs)
According to the Idaho Department of Labor, the unemployment rate of Eagle in
July of 2019 was 2.8%. The unemployment rate is defined as the percentage of
workers who are unemployed and actively looking for a job. A low unemployment
rate indicates the number of people actively seeking work is low relative to the
population of active workers.
A low unemployment rate could signal to businesses there aren’t enough workers to
satisfy the demand, which could in turn, slow economic growth. However, the
unprecedented growth within Eagle and the region has allowed us to stay ahead of
23
the curve. Even with a low unemployment rate, we are adding new workers to the
workforce every day.
Much like the population, the labor force within the region has continued to grow; from
2013-2018, jobs increased by 18.6% in Ada County. This change outpaced the national
growth rate of 8.5%. As the number of jobs increased, the labor force participation rate
increased from 62.4% to 66.5% between 2013 and 2018 within the region. Eagle saw a
job growth rate of 10% from 2017 to 2019, compared to Ada County at 9.8% and the
State at 3.63%. Labor force, as defined by the U.S. Bureau of Labor Statistics, is people
over the age of 16 that are employed or unemployed; they must be working, receiving
13
unemployment benefits or actively seeking employment.
Occupation Snapshot
The largest major occupation group in the City of Eagle is Office and Administrative
Support Occupations, employing 1,224 workers. The next-largest occupation
groups are Food Preparation and Serving Related Occupations (1,058 workers) and
Sales and Related Occupations (934). High location quotients (LQs) indicate
occupation groups in which a community or region has high concentrations of
employment compared to the national average. The major groups with the largest
LQs in Eagle are Construction and Extraction Occupations (LQ = 2.05), Food
Preparation and Serving Related Occupations (1.39), and Personal Care and
Service Occupations (1.30).
Occupation groups in the City with the highest average wages per worker are
Management Occupations ($90,500), Legal Occupations ($84,200), and Healthcare
Practitioners and Technical Occupations ($80,900). The unemployment rate in the
region varied among the major groups from 0.7% among Healthcare Practitioners
and Technical Occupations to 3.4% among Food Preparation and Serving Related
Occupations.
Over the next year, the fastest growing occupation group in the City of Eagle, ID is
expected to be Healthcare Support Occupations with a +3.1% year-over-year rate of
growth. The strongest forecast by number of jobs over this period is expected for
Food Preparation and Serving Related Occupations (+16 jobs) and Construction and
Extraction Occupations (+15). Over the same period, the highest separation demand
(occupation demand due to retirements and workers moving from one occupation to
another) is expected in Food Preparation and Serving Related Occupations (189
14
jobs) and Office and Administrative Support Occupations (145).
13
Source: GIS Planning, Idaho Department of Labor and US Bureau of Labor Statistics
14
Source: JobsEQ®
24
Industry Snapshot
Eagle has a diverse representation of industries employing a growing labor force,
including all workers who work in the City of Eagle. A review of the most recent
industry breakdowns by the North American Industry Classification System (NAICS)
reveals there are three sectors that employed over 1,000 employees and comprise
the largest industries in Eagle. These include Accommodation and Food Services,
Construction and Health Care and Social Assistance. These industries are
followed by employers in RetailTrade, Educational Services; and Professional,
Scientific and Technical Services.
Sectors in the City with the highest average wages per worker are Manufacturing
($106,474), Management of Companies and Enterprises ($105,901), and Utilities
($76,564). Sectors with the best job growth (or most moderate job losses) over the last 5
years are Construction (+401 jobs), Administrative and Support and Waste Management
and Remediation Services (+300), and Health Care and Social Assistance (+228).
Over the next year, the fastest growing sector in Eagle is expected to be Health Care and
Social Assistance with a +3.0% year-over-year rate of growth, followed by Professional,
Scientific and Technical Services at a +2.0% year-over-year rate; Finance and Insurance,
and Administrative and Support and Waste Management and Remediation Services at
+1.8%.
The strongest forecast by number of jobs over this period is expected for Health Care and
Social Assistance, Construction, Professional Scientific and Technical Services,
Accommodation and Food Services, and Administrative and Support and Waste
15
Management and Remediation Services.
Like many areas of the country, Eaglewill face challenges related to an aging workforce.
A number of the high-demand occupations highlighted in this analysis have a significant
Data as of 2019Q1 unless noted otherwise
Note: Figures may not sum due to rounding.
1. Data based on a four-quarter moving average unless noted otherwise.
2. Occupation wages are as of 2018 and should be taken as the average for all Covered Employment
Occupation employment data are estimated via industry employment data and the estimated industry/occupation
mix. Industry employment data are derived from the Quarterly Census of Employment and Wages, provided by the
Bureau of Labor Statistics and currently updated through 2018Q3, imputed where necessary with preliminary
estimates updated to 2019Q1. Wages by occupation are as of 2018 provided by the BLS and imputed where
necessary. Forecast employment growth uses national projections from the Bureau of Labor Statistics adapted for
25
regional growth patterns.
15
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
share of older workers. Industries that will be facing a wave of retirement in the future
include healthcare and professional services. Given the importance of healthcare and
professional services to the City’seconomy, ensuring the availability of a talent pipeline
in these areas should be a priority.
Top Employers
The Top 10 employers in Eagle are represented by the following industries:
Educational; Corporate, Subsidiary and Regional Managing Offices; Retail;
Administrative and Support and Waste Management and Remediation Services;
Construction; Health Services and Local Government, followed by; Accommodation and
16
Food Service, Professional Scientific and Technical Services and Health Services.
Wage Trends.
The average worker in the City of Eagle, ID earned annual wages of $49,003 as of
2019Q1 compared to $46,508 in the Boise Metropolitan Area. Average annual wages
per worker increased 3.1% in the region over the preceding four quarters. For
comparison purposes, annual average wages were $55,825 in the nation as of
17
2019Q1.
Salaries and Cost of Living
The Cost of Living Index estimates the relative price levels for consumer goods and
services. When applied to wages and salaries, the result is a measure of relative
purchasing power. The cost of living is 0.2% lower in City of Eagle, ID than the U.S.
18
average.
16
Source: Idaho Department of Labor, Quarterly Report of Employment & Wages, 4 quarter average (2018Q2 to
2019Q1). Note: Only employers that have given the Department permission to release employment range data
are listed with local additions/adjustments
17
Annual average wages per worker data are derived from the Quarterly Census of Employment and Wages,
provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with
preliminary estimates updated to 2019Q1.
26
18
Cost of Living per C2ER, data as of 2019q1, imputed by Chmura where necessary.
Table 8: Top Eagle Employers, Sorted by Employment Range
COMPANYEMPLOY RANGEINDUSTRY
West Ada School District400-499Local Government- Education
Intuit400-499Professional, Scientific & Technical
Albertsons200-299Retail
Mav Event Services200-299Administrative and Support and Waste Management and
Remediation Services
Lamb Weston200-299Corporate, Subsidiary, and Regional Managing Offices
Staker Paving and Construction100-199Construction
All Care Health Solutions100-199Health Services
North Star Public Charter School100-199Local Government - Education
Forte Construction Services100-199Construction
PETIQ50-99Corporate, Subsidiary, and Regional Managing Offices
Wright Brothers, the Building Company50-99Construction
Aggregate Construction50-99Construction
St Lukes Regional Medical Center50-99Health Services
Bardenay50-99Accommodation and Food Service
Two Rivers Salon and Spa50-99Personal Care
Integrated Employer Solutions50-99Professional, Scientific & Technical
City of Eagle50-99Local Government
Signature Roofing50-99Construction
Paramount Health Care10-49Health Services
Bella Aquila10-49Accommodation and Food Service
Costa Vida10-49Accommodation and Food Service
Miracle Ear10-49Personal Care
ClickFunnels10-49Corporate, Subsidiary, and Regional Managing Offices
Freeman Digital Ventures10-49Professional, Scientific & Technical
Wells Fargo Bank10-49Finance and Insurance
KeyBank10-49Finance and Insurance
U.S. Bank10-49Finance and Insurance
Human Resource Management10-49Professional, Scientific & Technical
Dickinson Frozen Foods10-49Professional, Scientific & Technical
Funnel 330-9Professional, Scientific & Technical
Bionomics Environmental0-9Professional, Scientific & Technical
Downtown Eagle
A comparison was made of Downtown Eagle using the 20 most common
ingredients in successful downtowns, developed by The Destination Development
Association, led by Roger Brooks International. They surveyed 400 successful
downtowns and downtown districts (big and small) throughout the U.S., Canada,
and Western Europe. Using the 80-item list of criteria, they found the 20 most
common ingredients that led to success.
Next to the items are checkboxes with either a or indicating whether
Eagle has this and does it well or does not have it or does not do it well.
1. They all began with a plan.
27
Successful communities start with a plan. They bring together partners and
stakeholders and work together so that everyone’s efforts are towards common goals
and a defined direction.
Every community has different features, so each community needs its own special
Branding, Development & Marketing Action Plan.
Identify what sets your community apart from everyone else. Make that the focus
of your executive summary and your detailed vision statement. That will be your
strongest sales tool.
Your Action Plan needs to include your brand and brand promise, product
development plan, and marketing plan.
Your Action Plan needs to be a detailed “to-do list.”
2. They defined a strong brand and retail focus.
Downtown Eagle has an image, but not a strong brand or retail focus.
Branding is perhaps the most misunderstood concept in the world, yet here we are
smack dab in the middle of the “Era of the Brand.” Outstanding destinations have a
strong brand and a successful, vibrant retail core.
Brands are perceptions
Brands are built on product
Brands are earned: Good or Bad
Brands are built using public relations and word of mouth
Brands must be experiential
Branding is the art of differentiation
Jettison the generic
3. They orchestrated recruitment of “critical mass” or “clustering”
Successful downtowns need to have a critical mass of like businesses. This would
include a minimum in three lineal blocks:
Ten places that sell food: soda fountain, coffee shop, bistro, café, sit-down
restaurant, wine store, deli, confectionery.
Ten destination retail shops: galleries, antiques (not second-hand stores),
collectibles, books, clothing, home accents, outfitters, brand-specific businesses,
garden specialties, kitchen stores, cigars, etc.
Ten places open after 6:00 pm: entertainment, theater (movies, performing arts),
bars & bistros, specialty shops, dining, open air markets, etc.
28
4.They all had anchor tenant(s)
An anchor tenant is your primary lure –what makes you worth a special trip.
Like every mall, every town relies on anchor businesses to attract customers, and
all the other businesses benefit.
To be a successful community, you must have at least one or two anchor
businesses, ones that people would drive an hour –or more –to visit.
Always promote your anchor tenants –your primary lures. Create a “best of”
brochure for your community that highlights your very best attractions and
businesses.
5. Lease agreements included defined operating hours and days
70% of all consumer spending (both locals and visitors) takes place after 6:00 pm.
People spend the night where there are things to do after 6:00 pm. Visitors don’t
like sitting in a hotel room after dinner watching TV.
Conferences and conventions are booked around things to do AFTER the
meetings adjourn that day.
The majority of the businesses must be open after 6:00, not just a few.
Start by staying open on Friday and Saturdays until 7:00 pm the first year, then
add Thursday, then Wednesday.
Bring nighttime music and entertainment downtown to provide incentives for
people to go.
6. They all had people living and/or staying downtown
The reinvention of downtowns also includes residential upper-story development:
condos, loft apartments, downtown hotels and a business mix to support them.
Residential drives retail. What comes first? A downtown that people will want to
live in. This includes businesses open AFTER 6:00, entertainment, all in a
pedestrian-friendly, attractive downtown setting – a “Third Place:” the place we
want to live and hang out.
Hotel development downtown is another great mix that provides “new” customers
nearly every day. Hotel development helps restaurants and destination retail shops
flourish.
7. Pioneers with Patient Money Were Convinced to Invest
Every downtown revitalization effort requires property owners with patient money,
the will to “make a difference” and the ability to think long-term.
Reduce rental rates until you develop the critical mass so that key merchants can
stay alive until you become a destination downtown.
29
Incentives need to happen from the property owners in terms of rent abatements,
reduced lease rates, and a focus on the tenant mix: the critical mass.
It takes one-third of theproperty owners, working together, to “reinvent” downtown
in terms of business mix, curb appeal, upper story living units, etc.
Every downtown effort requires tireless pioneers and those who will champion the
cause. Enthusiasm in contagious and is an essential ingredient for every
revitalization effort.
8. They all started with just one or two blocks – a “demonstration project”.
Begin revitalization in a very small area – concentrate your efforts so they make a big
impact fast – just one or two blocks.
Where to start? Where the property owners are most willing to help with the efforts.
Concentrate the focus of creating critical mass in those blocks. Work with property
owners on lease agreements, choice of tenants, facades, beautification.
Timeline: Three years. The rest of downtown will see the results and follow along
–driven by the market.
9.Solving the Parking Dilemma
Two-hour parking in a pedestrian-friendly downtown restricts spending.
If you insist on two-hour parking, then identify WHERE the all-day or extended hour
parking is located.
It doesn’t have to be free but needs to be reasonable.
Consider incentive parking programs:
o Spend $20 or more and get the parking free
o Have local banks and businesses “sponsor” free-parking days or
evenings
o Reduce the parking fees the longer they park downtown
Angle-in parking generates increased sales over parallel parking. Additionally,
you’ll get a third more spaces in the same area.
10. Public Washrooms
The number one reason passers-by stop ina town is to use restroom facilities.
Restrooms should be in the heart of spending districts. Once visitors get out of the
car, you have a four-times greater chance of getting them to spend money.
Make sure they are open 24-hours a day
11. Development of Gathering Places
Exists, but it is a small gathering space. Should be expanded with activity generators added.
30
Turn parks into plazas. Common ingredients include:
o Permanent home for an outdoor open market with permanent structures.
Open air (Farmers) markets should be placed in the heart of spending
districts.
o Interactive water features
o Multiple stages
o Pocket parks or small venue plazas
o Amphitheaters
o Trees and raised planters
o Public art
o Night lighting and walking areas
o Music
12. Creation of Good First Impressions: Community Gateways
Look at all gateway signage: does it reflect well on downtown?
Always place your gateway signs where you make the first, best impression.
Signage at city limits should include directional signage to key downtown districts.
For instance, “Downtown Eagle –1 mile.”
Place gateways at your downtown or district entrances. These can span the street,
include decorative crosswalks, pole banners and other identifiers creating a “sense
of arrival.”
13. Design, Fabrication and Installation of a Wayfinding System
The downtown has wayfinding signage; however, this should be enhanced and larger in size.
Wayfinding should be decorative to fit the brand.
It should include both vehicular wayfinding as well as pedestrian wayfinding
signage.
Never put more than five items on any one sign.
Use 1” tall letters for every 12’ of viewing distance.
Use “identifier” kiosks or maps to showcase district boundaries and key amenities
and/or attractions.
Every community should develop and implement a signage plan and program:
wayfinding, gateways and entries, billboards and marketing displays, amenity
identifiers. Nationally, less than 5% of visitors stop at visitor information centers –
IF they can find that.
Wayfinding also educates local front-line employees of what you have to offer and
where it’s located.
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14.A Good First Impression: Downtown or District Gateways
Downtown gateways create a “sense of place” and arrival. They can also promote
a sense of group pride among the merchants downtown, helping tofoster group
cooperation with beautification and marketing.
They should always be attractive and reflect the ambiance of the town, promoting
a feeling that you have arrived at a special destination.
Decorative crosswalks are an excellent way to separate the district and increase
pedestrian safety at the same time.
15. 20/20 Signage: Retail Signage Rules & Regulations
Develop perpendicular or “blade signs” in core downtown districts.
Typical guidelines: no lower than 7’, no higher than 9’, no wider than 42”. Keep
them consistent in height and width so you don’t create sign clutter.
Create a merchant-driven signage review committee. This would include retail
signage, the use of sandwich boards, extension of window displays into exterior
spaces.
Businesses need to promote, on signage, their key “lure” more than the name of
the business.
Get rid of the “Closed” signs and instead use “We’ll be open” signs.
Never use “restrooms are for customers only” or “no public restrooms” signage.
Instead, tell customers WHERE they can find restrooms.
16. Sidewalk Cafes and Intimate Surroundings
The biggest trend in successful downtowns is the creation of intimate
surroundings:
o Narrower streets
o Wider sidewalks
o Street trees every 30’ to 35’
o Buffers between sidewalks and traffic or parking
o Decorative crosswalks
o Decorative night-lighting
o Architectural lighting
Other common ingredients include:
o Water features
o Sidewalk cafes and exterior dining
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17.They all invested heavily in retail beautification
Extension of window displays to exterior spaces, NOT outdoor merchandising.
Folding tables, boxes of goods, shopping carts piled with goods, are NOT good
examples of curb appeal and should be discouraged or not allowed.
The most important element of curb appeal is the softening of the transition of
building facades and the sidewalk, not curbside street trees and landscaping.
Besides word of mouth, shoppers typically have only curb appeal to help determine
whether or not a shop is worth visiting. Curb appeal can account for 70% of new
visitor sales at restaurants, retail shops, and hotels and lodging.
18. They all provide activities and entertainment: Bring Downtown to Life
The City of Eagle does well bringing events and entertainment to the downtown, but the downtown does not have
constant “activity”. Activities are brought about by furnishings such as; interactive musical equipment, lawn games,
interactive public art, outdoor seating areas with shade.
Bring downtown to life!
o Open air markets should operate for at least three days a week, during at
least a 24-week season (depending on location).
o Invite street musicians and street artisans on weekends.
o Recruit outside events into plaza areas.
19. They all gave their downtown districts a name
Give downtown a name. This will make it a destination, as opposed to just a place.
It will also get downtown on highway signage.
Popular downtown district names include;
o Pearl District in Portland, Oregon
o Bricktown in Oklahoma City, Oklahoma
o Gastown in Vancouver, British Columbia
o Pioneer Square in Seattle, Washington
o Gaslamp Quarter in San Diego, California
o Baker Street in Nelson, British Columbia
o The Rail District in Snoqualmie, Washington
o Bourbon Street, The French Quarter in New Orleans, Louisiana
20. They all made their marketing experiential
Focus on activities, not buildings
Perceptions create a brand in multiple ways:
o Visual cues
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o The people and attitudes
o Word of mouth
o Publicity, social media, peer reviews
Always sell a feeling: not buildings and the physical environment
Visitors are far more interested in the things to do than in the location
Develop an activity guide that promotes what there is to do in your community
Although Downtown Eagle has several of the ingredients listed above, there are also
many areas that fall short and could be enhanced.
The direct impact of downtown revitalization on local and state economies is well
documented. Investment in revitalization creates jobs, increases property values and
attracts tourists. In addition, a revitalized and vibrant downtown has become one of the
most important economic development tools. As companies are looking to locate their
business and attract talent, one of the most important attributes that makes a community
stand out among the crowd is “character”. As Richard Florida describes in book, “The
Rise of the Creative Class”, one of the key indicators of a community’s economic success
in today’s economy is the ability to attract and retain the creative class, “a fast-growing,
highly educated, and well-paid segment of the workforce on whose efforts corporate
profits and economic growth increasingly depend.” Florida further states that “the creative
class values places that are authentic and unique, and that that authenticity comes from
several aspects of the community –historic buildings, established neighborhoods, a
unique music scene, or specific cultural attributes; all of which a revitalized downtown can
offer.”
Corporate CEO’s whose success depends upon the talents of the creative class (i.e. high-
tech, bio-sciences, law, engineering, etc.), understand that they are more likely to
increase their pool of talented recruits if their company is located in a place that offers an
authentic and unique sense of place. So, more and more, they are instructing their site
selectors to seek out locations for business expansion or relocation that meet those
criteria. When we (the City of Eagle) ask businesses what they are looking for when they
inquire about a community, they will tell you; they want a talented labor pool, good
schools, cultural and recreational amenities — an authentic and unique place. Economic
development programs should not put their primary focus and time on developing
industrial parks or business parks and offering cash payments to try to lure companies.
The reality is that those things are only of secondary importance. A community may not
even get the chance to show off the new industrial or business park or offer a cash
incentive if it does not first make the cut by scoring high in quality of life amenities
essential to which includes a healthy, vibrant downtown. Therefore, in order to truly
maximize the benefits of downtown revitalization a community must understand its
revitalization program in the context of its overall economic development program. In
short, downtown revitalization is economic development.
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That is why investing in downtown revitalization is an important strategy for the City of
Eagle’s Economic Development Program and should not be a completelyseparate
function. The City of Eagle Downtown Revitalization Program should be under the same
umbrella as the economic development program.
This EDSP provides some basic strategies for downtown; however, it is recommended
that a separate and distinct strategic plan for Downtown be developed.
COMPETITIVE ASSESSMENT
In assessing Eagle’s competitiveness, an assessment was conducted of the
Strengths, Weaknesses, Opportunities and Threats (SWOT) utilizing several sources
of information, including information from the comprehensive planning process, input
from City staff, interviews with City Council members and key community
stakeholders, and examination of other City documents and reports that are relevant
to this planning effort. In addition, specific key data points help to identify areas of
competitiveness based on education, infrastructure, available sites and buildings,
and economic incentives.
Education
Competitive economies require a workforce that has the necessary educational
attainment and technical skills. Building a healthy and sustainable economy
requires both educating people and ensuring that high-paying jobs are available to
meet the needs of the occupational category and that reward them for their time
and investment in education.
The local labor market and skills development are assessed in terms of workforce
skill levels and production of graduates. Measuring these systems includes
preparation (Pre-K- 12), advancement (college and university), and skills
enhancement (continuing education, workforce training, and retraining).
Eagle has a variety of Pre-K-12 public and private school facilities to choose from.
Families can choose their neighborhood school, or a school with specialized
curriculum like art or science, technology, engineering and math.
Career Technical Education (CTE) Programs – High School
Eagle high schools provide Career & Technical Magnet Programs, which are head
start college and career training classes leading to industry certifications,
postsecondary credits, and/or industry extern or internships. A CTE Magnet
program is a series of related and relevant classes, designed to help students learn
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the technical and professional skills, knowledge and attitudes necessary to succeed
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in today's workforce. These programs strive to meet the needs of local
employers. Currently, there are 15 different programs offered in the following fields:
Certified Nursing Assistant (CAN) & EMT
Culinary Arts
Fire Services & EMT
Law Enforcement, Detention and Corrections
Pharmacy Technician
Pre-Engineering
Residential Construction
Animal Sciences
Automotive Technology
Collision Repair
Diesel Technology
Plant Sciences/Natural Resources
Small Gasoline Engines
Welding Fabrication
Computer Science
Career and Technical Education (CTE) Advanced Opportunities links approved
technical and academic high school courses to certificate and degree programs at a
technical college. Students have the choice of either dual credit for technical
coursework or the ability to earn a technical competency credit. Dual Credit is a
program allowing high school students to simultaneously earn credit toward a high
school diploma and a postsecondary degree or certificate. Dual Credit is awarded to
a student on his or her postsecondary and high school transcript for the successful
completion of a single course. Students may enroll in dual credit courses taught at
the high school, online, or on the college campus. Technical Competency Credit
(TCC) allows high school students to document proficiency in the skills and abilities
they develop in approved high school CTE programs and translate that into technical
college credits. For CTE high school programs that are SkillStack aligned, students
are given an opportunity to earn a SkillStack badge. In addition to the magnet
programs, additional CTE classes are offered for Business, Marketing and Office
Technology, Family and Consumer Services, Health Professions, and Media
Technology. Transportation is provided by the schools for most of the CTE classes,
however some do require self-transportation.
The Fast Forward program provides every student attending an Idaho public school
an allocation of $4,125.00 to use towards Advanced Opportunities in grades 7-12.
The program was expanded by the Legislature in 2016 through the passing of Senate
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West Ada School District website
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Bill 1292. Career and Technical Education (CTE) students canuse the funding to
pay for certain CTE exams.
Dual Credit programs are a collaborative partnership between Idaho’s
colleges/universities and high schools to deliver college-level courses to high school
students. Dual Credit programs give these students the opportunity to receive both
high school and college credits for pre-approved courses. Students who register for
Dual Credit courses receive a letter grade based on work completed during the
duration of the class which will be reflected on a college transcript. Credits are
transferable to Idaho colleges and universities, and many other institutions outside
the state. Programs offered through the Dual Credit program are:
Department of Science, Technology, Engineering & Math (STEM) – 31
Courses
Department of Language & Art – 18 Courses
School of Social Sciences & Public Affairs – 25 Courses
CTE programs provide students with the ability to earn industry certification, college
credit and internship opportunities. Often times these programs are supported by
business and industry, equipping students with relevant skills and working industry
knowledge, propelling them in their future careers and higher learning endeavors.
Infrastructure
WATER: The City of Eagle is currently served by three (3) different water
providers; City of Eagle Water, Eagle Water Company and Suez Water.
WASTEWATER: The Eagle Sewer District administers the collection and treatment
system for the majority of its incorporated area, however, a small portion of the
community with large lots utilize septic systems.
Treatment: The Eagle Sewer District WWTP provides initial wastewater treatment
prior to discharge to the City of Boise’s West Boise WWTF for additional treatment
and disinfection before discharge to the Boise River. Eagle Sewer District does not
maintain an NPDES discharge permit. The existing facility includes a headworks with
influent pumps, screening, grit removal and flow monitoring followed by treatment by
aerated lagoons. This section includes details of the major equipment currently used
at the facility, their capacities, and condition. An effluent pump station lifts treated
effluent from a settling pond to the West Boise WWTF.
VEHICULAR TRANSPORTATION: Eagle is located directly off Eagle Road (SH-55),
which is a main thoroughfare that connects directly to Interstate 84. In addition, State
Highway 44 runs in an east-west direction through Eagle connecting to State Highway
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20
55 and highway 16. In the future, State Highway 16is planned to connect north-
south from west Eagle to Interstate 84. This will be a 7.49 mile limited-access
expressway. Interchanges at Franklin Road, Ustick Road, U.S. 20/26 and Idaho 44
will provide motorists access to Idaho 16. A network of local roads will provide access
to and from local neighborhoods and businesses.
Currently, highway 16 begins at the junction of US-20/US-26. It meets at a junction
with State Highway 44, with Star to the West, and Eagle to the East continuing north
to Emmett. This highway is proposed to be extended south to Interstate 84.
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The US-20/ US-26 corridor is one of east-west commuter routes that connects to
I-84 in Boise all the way to I-84 in Caldwell, traveling directly through Eagle. The road
is currently a two-lane, suburban and rural roadway. The Idaho Transportation
Department (ITD) is continuing work to develop a long-range plan for U.S. 20/26 from
Eagle Road west to I-84. The plan will include recommended roadway improvements
and identify right-of-way needs for the corridor between now and 2040. If these
improvements are approved, the highway would ultimately be widened to a six-lane
20
Idaho Transportation Department Projects Website
21
Idaho Transportation Department Projects Website
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divided highway from Eagle Road west to Interstate 84. The plan would be to do this
in phases, with construction to widen to four-lanes between Eagle Road and State
Highway 16 in 2020-2021, and to six lanes by 2040.
State Highway 44 starts at the junction of Interstate 84 north of Caldwell. The highway
heads eastward staying mostly to the north of the Boise River. The highway goes
through the cities of Middleton and Star, meeting its junction with SH-16. Highway 44
continues east through Eagle and intersects with State Highway 55.
From Eagle eastward, the highway is also known as State Street and continues
toward Boise before ending at US-20/US-26. The widening of State Highway 44
between State Highway 16 and Linder Road is budgeted and will be constructed as
a four (4) lane road. ITD has selected a half continuous flow intersection design for
the Eagle Road/Idaho 44 intersection as the preferred improvement. Construction is
expected to begin as early as 2021.
State Highway 55 is an Idaho highway from Marsing to New Meadows, connecting
with US-95 at both ends. US-95 starts with the junction of US-95, approximately two
miles west of Marsing. The highway heads eastward to Nampa, where it meets
Interstate 84 and US-30. The highway is cosigned with those routes as it heads
eastward to Meridian. Highway 55 turns northward at Eagle Road and crosses the
Boise River. East of Eagle, Highway 55 turns northward and climbs over the Spring
Valley Summit into Horseshoe Bend and continues through until it reaches US-95 in
New Meadows.
FREIGHT RAIL: The City of Eagle does not have freight rail within its boundaries.
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AVIATION:The Boise Airport (BOI) is located 15.4 miles southeast of Eagle, with
access provided via Interstate 84. The Boise Airport handles more than three million
travelers each year and is served by seven major airlines which offer nonstop flights
to 21 major cities, including Chicago, Denver, Dallas/Fort Worth, Houston, Las
Vegas, Los Angeles, Minneapolis, Oakland, Phoenix, Portland, Lewiston, Reno-
Tahoe, San Diego, San Jose, Sacramento, Seattle, and Spokane.
The Boise Airport has two parallel runways, 10R/28L and 10L/28R. The primary
instrument runway, Runway 10R/28L is 9,763 feet long and 150-feet wide. The
runway has a category III instrument Landing System with minimums to 400 feet
visual range. This gives the Boise Airport one of the safest and most efficient landing
systems in the nation. Runway 10L/28R is 10,000 feet long and 150-feet wide.
GENERAL AVIATION: FedEx and UPS both operate out of the Boise airport
providing access to fast shipping. In addition, almost 50 motor freight trucking
companies, 30 air freight and package express companies, and several air courier
services operate from the facility.
TRANSIT: The City of Eagle is not served by rail-transit service currently. However,
Public Transportation is provided by ValleyRide (Valley Regional Transit) and
Commuteride (Ada County Highway District). ValleyRide provides public bus
transportation throughout the Boise Valley and Commuteride provides van and
carpooling services in the area. Starting in the spring of 2020, transit service will be
provided along State Highway 44 to downtown Eagle, from Boise City to the East.
SEA ACCESS: The furthest that sea cargo can transit into the western coast of the
United States is located on the Columbia River at the Port of Lewiston, Idaho. The
port has full intermodal capabilities and provides the largest crane, warehouse, and
grain storage facility on the inland river system.
NON-VEHICULAR TRANSPORTATION AND CONNECTIVITY: The City has invested
significant resources in the design and implementation of a comprehensive and
connected system of parks, trails and open space.
FIBER SERVICE: The ability to connect to a fiber network allows companies (and
individuals) to expand their network and bandwidth, allowing them to connect their
facilities with direct access to all major datacenters and carrier network access points.
There are four diverse fiber routes that go from Salt Lake City through the Boise Metro –
three underground and one aerial. There are also four facilities-based fiber providers in
the Boise Metro: Syringa Networks, Integra Telecom, Zayo and CenturyLink. All of these
providers build fiber in rings. All fiber routes go west to Seattle and Portland and South to
Salt Lake City then on from there. However, certain areas within Eagle could benefit
tremendously from active fiber, especially within the downtown.
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ELECTRIC SERVICE: The City is served with electricity by Idaho Power Company. Idaho
Power obtains energy from a diverse set of generation resources, long-term power
purchase agreements, and short-term market purchases. The estimated fuel mix for
Idaho Power's resource portfolio (2014) is: 43% hydropower, 8% Natural Gas, 11% Wind,
35% Coal, & 3% Geothermal & Other. Idaho Power provides service to businesses for
40 percent less than the national average and sources over half of its resource portfolio
from clean, reliable hydropower, making them a consistent, reliable energy provider.
NATURAL GAS/PROPANE SERVICE: Intermountain Gas Company is the primary
distributor of natural gas in the Eagle. As the first utility in the Northwest to offer choice of
transportation to industrial customers, Intermountain Gas Co. continues to offer several
alternatives tailored to meet natural gas energy needs. Where existing service is not
available, Suburban Propane, Ferrellgas, Ed Staub & Sons and Amerigas may provide
tanked propane service.
Sites and Buildings
The ability to be successful in economic development hinges upon having available
buildings and fully improved sites that meet the needs of new business prospects
and existing businesses looking to expand.
According to the 2019, Q2 Market Review by Collier’s International, Office vacancy
continues to remain low both locally and nationally. Over 60% of the U.S. office markets
have a vacancy rate below the national average of 10.2%; 46% percent of those markets
are below 10%. The office market continues to be dominated by tech and coworking firms
that continue to expand. Full-service average asking rates in Eagle are lower than most
of Boise and Meridian, however; the total available square footage in Eagle is extremely
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low compared to other communities.
Retail asking rates in Eagle area comparable to
surrounding communities, but vacancy rates are low. All of the manufacturing space in
Eagle is occupied leaving Eagle with a vacancy rate of 0.0%. However, we continue to
see inquiries for manufacturing or flex type space.
When it comes to attracting new users or accommodating existing business that would
like to expand, the deficiency of office, retail, and flex space will continue to place Eagle
at a disadvantage against its competitor communities.
22
2019, Q2 Market Review by Collier’s International
41
23
Table 9: Sites and Buildings
OFFICEVACANCY RATESFS AVG ASKING RATETOTAL AVAIL SF
SF/SUBMARKET
Airport10.75%$11.77 367,90639,545
Central Bench7.44%$14.19 2,576,385191,564
Downtown Boise8.84%$21.89 6,975,103616,894
Eagle2.87%$16.01 843,71324,221
Meridian6.45%$18.36 3,596,205231,922
Garden City/Northend/Northwest8.74%$15.48 839,15873,353
Southeast Boise3.71%$17.20 1,639,08560,837
Southwest Boise6.94%$16.89 1,041,86772,294
West Bench7.98%$13.97 3,765,104300,629
RETAILVACANCY RATESFS AVG ASKING RATETOTAL AVAIL SF
SF/SUBMARKET
Airport0.91%$14.00 165,5171,510
Central Bench13.88%$13.64 1,477,031204,952
Downtown Boise5.33%$18.50 1,732,23892,403
Eagle2.93%$17.56 946,02627,682
Meridian6.32%$19.27 3,616,321228,672
Garden City1.65%$9.00 752,91012,426
Northwest Boise8.74%$13.40 815,85871,306
Northend Boise1.24%$15.62 179,9802,232
Southeast Boise1.68%$16.42 1,252,62021,086
Southwest Boise3.66%$15.82 1,724,47363,201
West Bench6.51%$16.47 3,003,811195,454
MANUFACTURING/FLEXVACANCY RATESAVG NNN ASKING RATETOTAL AVAIL SF
SF/SUBMARKET
Airport2.19%$0.56 4,499,74498,581
Central Bench1.51%$0.59 2,645,08539,844
Downtown Boise0.00%$-1,000,748-
Eagle0.00%$-351,896-
Meridian4.94%$0.72 4,155,439205,446
Garden City/Northend/Northwest1.65%$0.68 2,191,63436,267
Southeast Boise1.20%$0.85 5,904,91471,014
Economic Incentives
The City of Eagle currently does not have a formal incentive & investment program.
A local policy should be implemented addressing local incentives with eligibility
requirements. This program can be used to guide City Staff and City Council
decision-making when evaluating the expenditure of public funds for eligible
development projects. The policy should establish general procedures and
requirements to govern the fair, effective and judicious
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2019, Q2 Market Review by Collier’s International
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use of incentives by the City in order to help meet its economic development goals,
such as;
Job growth in excess of population growth
Increasing the share of the tax base coming from nonresidential growth;
Increasing the market presence of services and products currently lacking in
the community; and
Increasing career opportunities by attracting well-paying jobs for residents
and expanding industries.
These investment programs should be designed to promote growth within target
industries and to help Eagle be competitive with other cities. Below are some
recommended guidelines for an incentive and investment policy.
Eligible projects should meet one or more of the following criteria:
Economic Development will be substantially furthered by waiving of fees or
reduction of expended funds.
Expansion of the local tax base.
Project will generate revenue for municipal services.
Creation of permanent employment opportunities. The number and types of
jobs to be created or retained (full-time vs. part-time) and whether or not
benefits for employees will be provided.
Project is within one of the City’s targeted industry clusters.
Project is within the City’s established Redevelopment Area.
Project will contribute to the long-term environmental sustainability of the City,
example LEED certified projects.
Project will produce a unique or competitive economic advantage for the City.
The benefits the City will receive from the project clearly outweighs the costs
of the incentives.
The project induces private economic activity where it might not have
otherwise occurred.
Note: Start-up businesses and small businesses should be considered on a case
by case basis.
The City of Eagle may consider the following project investments subject to a
thorough analysis of the project:
Waive any or all of the following fees required to be paid in connection with a
non-residential project – Planning & Zoning fees, engineering review fees, plan
review fees, application fees, connection fees (where applicable), and building
permit fees.
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Enter into a written agreement whereby the City shall contribute to the costs of
public infrastructure, as determined by the Mayor and City Council, which are
required to be constructed in connection with a commercial or industrial
project. (financial assistance for curb cuts, driveways in the public right-of-way,
water/sewer extensions, drainage improvements, etc.)
Initiate the process of applying for federal and state economic development
grants, low interest loans and job training programs through partner agencies.
Financing through Improvement Districtsor Community Facilities Districts.
Expediteplan review andpermit issuance, including commitments for permits
at foundation stage.
Streamlining development processes (where allowed by law).
Entering into a written agreement to use available state incentive programs.
Partnering with the local urban renewal agency to provide financial assistance
for infrastructure improvements as an incentive for the company.
Consider the following policy changes:
Create policies whereby if a project meets one or more of the above criteria,
the Mayor is authorized to waive any or all of the following fees required to be
paid in connection with a commercial or industrial project: plan review fees,
inspection fees, planning and land use fees, application fees, city connection
fees, and the like.
Create policies whereby if a project meets one or more the above criteria, the
Economic Development Director may request expediting of the building
permitting process.
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SWOT Analysis
Strengths: Your community’s strengths demonstrate an economic advantage over
an alternate location and present an opportunity for which you can build upon and
leverage.
STRENGTHS
Exceptional quality of life; community amenities; availability of recreational opportunities
Educational attainment of the population exceeds the national average; highest in the region
Small town feel and charm
Eagle’s location within the southwest Idaho region that includes Boise, Idaho, affords excellent market positioning.
Lack of inventory tax
Availability of skilled labor (human capital)
Entrepreneurial spirit
Rigorous design standards
Strong income base provides market support for local serving businesses
Eagle’s population and median household income is forecasted to grow over the next five years; current median income
exceeds the national average
Eagle’s location at the intersection of Four (4) major transportation corridors traversing through the city
Top rated schools; quality of local elementary and secondary education
Access to strong post-secondary education institutions and workforce development training
Redundant, reliable and low-cost utilities; availability of infrastructure (sewer, fiber, water, gas, electric, wastewater)
Low labor costs; wage rates
Success and growth of existing major employers
Industry clusters in the City are in professional and business services, finance activities, construction, retail and healthcare
and social assistance
City administration’s commitment to economic development
Low Crime Rates
Attractive neighborhoods and gateways
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Weaknesses:Weaknesses are economic development characteristics that place
your community at a disadvantage relative toother communities. It is important to
recognize and understand any weaknesses that exist within your community and
identify actions for mitigation.
WEAKNESSES
Economic base currently overly dependent on residential
Lack of up-to-date zoning ordinances
Lack of economic development growth strategies and policies
High priced housing and rental rates; lack of diversity of housing choices for varying income levels; The amount of affordable housing may
not be enough to accommodate an influx of younger residents
Lack of shovel-ready land for employment uses and target industries
Lack of downtown business improvement district; lack of downtown strategic plan
Undefined image; no real brand
Community Perception; elitist, only for the wealthy, unfriendly, difficult to get through development process; The City has a reputation as
not business friendly
Unfavorable perception of the business climate
High percentage of out-commuters
Retail leakage
City departments have a lack of knowledge of economic development and their role in it
Traffic congestion; north-south connectivity
Aging population; older median age
The City’s development process is inadequately described on the City’s website; lack of flow-charts describing the development processes
and timelines
The City is missing the level of urban environment sought by many younger workers.
Limited economic development capacity; one-person staff
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Opportunities: Opportunities are economic development related assets or
circumstances which demonstrate a potential for growth, improvement or support of
other economic development related activities. Opportunities may provide the
community with a competitive advantage and should be explored to determine the
level of potential.
OPPORTUNITIES
Expansion and diversification of existing businesses, especially those in growth sectors through business attraction and business retention
and expansion efforts
Additional retail, restaurant and service business opportunities
Downtown revitalization and investment
Work with agency partners to develop a master infrastructure and growth plan to facilitate development
Access funding to facilitate development of new community amenities (cultural facilities, community center, downtown streetscape)
Preserve land for employment uses and target industries
Develop a plan and policies for affordable and workforce housing
Create marketing strategy and talent attraction campaign to increase the availability of experienced and capable young employees
(succession planning)
Provide incentives for property within the impact area to annex when they are qualified
Creation of jobs in the City that match the skill base of City residents thereby helping to reduce out-commuting, which in turn will help
alleviate some of the traffic congestion
Create an institutionalized process for reviewing and streamlining the development process that is dependable and followed by all
departments; There is a need for the continued political will to change the City’s development regulations and procedures; Land use
regulations and process need to be streamlined
Look at what the University of Idaho and Boise State University is graduating students in and build clusters around those areas
Growing agriculture and viticulture sectors
Threats: Threats refer to internal and external forces with the potential to threaten
the local area’s resources, opportunities, or values. It may not be possible to resolve
all identified threats, however, there are often actions and strategies to mitigate the
impacts. Threats are typically categorized as political, economic, competitive, and
technological.
THREATS
Intense regional and national competition
Impacts of economic recession
Changes to the regulatory environment that negatively impacts specific industries
Perception as a difficult city for businesses
Aging population
Limited government financial resources
Political climate / conflicts over growth
Continued tax base reliance on residential properties
Slowing regional growth
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TARGET INDUSTRY ANALYSIS
Identifying opportunities for Eagle to foster a sustainable local economy
The identification of existing and potential industry clusters is a critical element of a
strategic plan for economic development. Industry clusters are strategic groupings of
businesses and industries that locate within close proximity of each other, or near a
strategic resource, to gain economic benefits.
A target industry analysis is an analytical methodology used to identify business clusters
that best fit and would likely benefit from a community’s assets. If the business clusters
succeed, the resulting economic activity provides stimulus to the community.
The analysis also considers the local community and region’s values and desires;
existing industry base; local and regional resources and assets; area economic trends;
and forecasted industry trends (locally, regionally and nationally).
All of these components together when matched with emerging trends and technology,
can create a clear road map and a coordinated course of action across all local assets
and resources to facilitate the development, attraction, and cultivation of innovative
businesses and associated job creation to position the economy for sustained, directed
growth, raising the quality of living for the citizensof Eagle.
Introduction
Under the leadership of the Mayor, there is a new focus on economic development
for the City of Eagle. The Target Industry Analysis (TIA) is part of a larger economic
development program to support local businesses and attract new complimentary
companies for long-term sustainable economic growth in Eagle. Before an action
plan for implementation can be developed, it is important to understand Eagle’s
target market.
A target industry analysis is an analytical method to identify a community’s best fit
with traded-sector industries – those industries that would most benefit from the
community’s assets and be willing to expand and/or relocate to the area – and those
industries that bring value to the community in the form of investment, jobs, payroll
and local purchasing.
The purpose of this report is to document the methodology and conclusions of a
target industry analysis to identify favorable industries for Eagle to pursue for
business recruitment. It is especially important for to understand what industries are
most likely to be successful and prosper in in Eagle in order to focus limited resources
48
on recruiting industries that are likely to prosper in Eagle’s business climate. With
limited resources (time, money and personnel), it is important to be strategic in the
focus of marketing.
Methodology
A targeted industry analysis begins with the geographic identification of the study
area. Eagle is situated in the southwest valley of metropolitan Boise on the far
northeastern edge.
Viable industry clusters will be identified for the City based on a variety of factors
including workforce availability and high educational attainment levels, industry
growth trends (local, regional and national), available land to accommodate this
growth, community conditions and market analysis, and success in the City’s current
economic development focus.
Other factors that play into the final compilation of industry targets are retail supply
and demand, in-flow and out-flow commute patterns of the residents and local
workforce, occupations of Eagle residents.
A database was compiled of business and industry within Eagle and within the region
to gain a deeper understanding of the major industry sectors, as well as their growth,
local and regional concentration, and their importance to the area economy. Several
factors are utilized when evaluating the various industry sectors, including the relative
employment concentration, known as the location quotient (LQ), the number of jobs
linked to each industry sector, employment growth, and change in the LQ (relative
concentration of the industry).
Location quotients are used to identify the relative concentration of local employment
within a given business sector. For the purpose of this analysis the LQ for the Eagle
was examined against the region. Industries were examined at the two-digit NAICS
level. A location quotient is computed for each industry, using the following
mathematical formula:
An industry with a LQ equal to 1.0 has the same share of total employment as the
industry’s share of the regions employment. If a LQ is greater than 1.0, that signifies
that the industry is more concentrated within Eagle than the region. Likewise, if a LQ
is less than 1.0 that means it is less concentrated than the region.
Location quotient tells a much different story than merely job numbers or job growth.
Industries with high LQ are typically (but not always) export-oriented industries, which are
important because they bring money into the community or region, rather than simply
circulating money that is already in the community or region (as most retail stores and
49
restaurants do). Industries which have bothhigh LQ and relatively high total job numbers
typically form a community or region’s economic base. Note:Attention should be given
to these industries not only for the jobs they provide, but also for their multiplier effect—
the jobs they create in other dependent industries like retail trade and food services.
LQ is augmented by two other pieces of information: size of industry/cluster/occupation
in terms of jobs, and percent change in LQ over a given time period. An example would
be an area like Sun Valley, Idaho will show high-LQ industries in hospitality sectors like
hotels/motels and food services. This again quantifies Sun Valley’s economic
dependence on tourism, hospitality, and recreation—one of its major “export” industry
clusters. Another large, high-LQ industry in Sun Valley is private households, which
quantifies the concentration of wealthy home-owners who have out-of-region sources of
income and employ workers like cooks, maids, groundskeepers, chauffeurs, etc.—and
whose presence is another major driver of the local economy, though it is not what we
typically think of as an “export.”
The end result of the target industry analysis will be to determine the primary industry
targets and any emerging industry targets that are most appropriate for Eagle.
“Primary Target Sectors” represent those sectors that are currently concentrated to some
degree in Eagle and the surrounding region, exhibit strong growth potential, and currently
benefit from some existing assets from which existing and prospective companies derive
some competitive advantage(s).
“Emerging or Developmental Sectors” represent those sectors for which Eagle is not
currently competitive but may have potential with adequate investment in the community’s
asset base. Although these sectors may not drive significant job creation in the short-
term, they align with other desired attributes of the community and its residents as
identified through this analysis and during the City’s comprehensive planning process.
Such desired attributes include greater economic diversification, more local jobs for
residents that commute out for work, and the development of an economic identity outside
of a “bedroom community”.
Industry Short List
Utilizing the master list of all industries, a filtering approach was employed to short
list industries for Eagle that meet certain criteria.
1. The first step is to calculate the employment growth over a five-year time
horizon at the two-digit NAICS code and delete any industries that had zero
employment.
50
2.The second step is to calculate the location quotient for each industry against
the region and eliminate those industries that did not have a LQ greater than
1.0.
3. The last step is to identify desired industry that did not meet the criteria, yet is
important to the City’s economic development efforts, and include those
industries within the targeted industry list.
Once a complete list of recommended target industries is determined, research on
each proposed industry cluster is performed in order to clarify and inform on the
needs for each cluster. With this information, Eagle’s economic development efforts
can be more focused on the value proposition that Eagle offers companies in these
target industries.
As mentioned earlier in the summary, five (5) primary employment sectors were
identified in the economic development chapter of the comprehensive plan (2017). A
formal study of industry sectors was not conducted to identify these targets.
Technology
Light/Custom Manufacturing
Recreational Technology
Boutique/Specialty Food Processing
Corporate/Back Office
Key Concepts
Key Concepts related to target sector development are clusters and targets.
CLUSTERS:Clusters represent groups of interrelated businesses that choose to
collocate for one reason or another. Clustering can occur among competing or
cooperative firms with a variety of different catalysts supporting these
agglomerations. A group of suppliers may choose to locate in proximity to a major
manufacturer for research and development efficiencies and reduced transportation
costs. Other firms may co-locate in a specific area in order to take advantage of a
specialized labor pool or to be in close proximity to specific infrastructure. As the
cluster grows, so too do the benefits afforded to the companies within the cluster: the
available workforce grows, the potential for collaboration expands, competition may
drive down costs, buyer and supplier networks expand, among other potential
impacts.
TARGETS:A targeted sector – or simply a “target”– is any type of business activity
that is strategically pursued by an economic development organization and its
partners for growth and development; a “target” is an area where financial and staff
51
resources, and the programs and policies they support, are specifically focused.
“Targets” are ideally those segments of an economy where competitive advantages
exist, prospects for future growth are greatest, and return on investment is likely
highest. A “target” can be a single business sector with high growth potential or a
“cluster” of businesses in related sectors. But many choose to target business sectors
that are not presently concentrated in their community. This may be because such
activities are rapidly expanding, exhibit potential to become clusters in the years and
decades to come or align with other strategic objectives of the community.
Critical Site Selection Factors
24
Businesses looking to relocate or expand evaluate the community’s welcoming
climate, along with many other critical factors in order to make the final decision.
Those factors include:
Demographics
Educational Attainment
Proximity to Post-Secondary Education or Training
Historic Unemployment
Location, Size and Wages of Competitors
Local Employment Drivers
Recent Expansions/Recent Closures
Availability of Skilled Labor
Wage Rates
Infrastructure Conditions (roads, utilities, fiber, etc.)
Highway Accessibility
Quality of Life
Logistics Costs
Real Estate Availability
Labor Costs
Tax Rates
Proximity to Major Markets
State and Local Incentives
Energy Availability and Utility Costs
Development Process Timelines
Results of Employer Interviews
Industry Related Competitive Assessment
To determine Eagle’s target sectors, a solid understanding of the community’s asset
24
Area Development Articles on Site Selection and Site Selection Group
52
base was required. This involves knowing the strengths and weaknesses, as they
relate to the needs of varying business sectors. The factors that medium to large
companies consider when evaluating a community as a potential location for a new
facility are often referred to as site location factors, site selection factors, or site
considerations. These factors vary tremendously by sector. For example,
Corporate headquarters typically seek locations with a well-educated workforce,
exceptional passenger air connectivity, and abundant quality of life amenities.
Identifying positive characteristics that correspond with specific industry sectors will
help position Eagle for competitiveness; likewise, understanding the challenges will
help Eagle identify areas that need further investment if Eagle wishes to transform
such challenges or deficiencies into assets. It is important to note that the list of
community assets and weaknesses below varies by sector; some industry sectors
might consider something that is listed as an asset to actually be a weakness for
their particular business.
Positive Location Considerations: (Community assets that enhance
competitiveness for certain industry sectors and economic activities)
Part of one of the fastest growing metropolitan areas in the nation
Appealing climate with plenty of outdoor recreation opportunities; ability to test
products right out back door
Affordability and reliability of electricity; one of the lowest in the Pacific Northwest
Quality of life amenities that may appeal to well-educated or those from larger
metros
High percentage of workforce with bachelor’s degree or higher
Some existing class A office space; small square footages
Strong training pipeline supported by College of Western Idaho, Boise State
University and University of Idaho
Relatively low wages for many occupations in comparison to other metro areas;
provides a labor cost advantage
Four (4) major transportation corridors traverse through and around Eagle
providing connection to the entire metro area (Hwy 55, Hwy 44, Hwy 16 and US
20/26)
Direct connection to Interstate 84 via Hwy 55
Abundance of workers in certain professional skill sets
Proximity to four-year degree opportunities/four-year campus
Passenger air connectivity via Boise Airport to major destinations; non-stop flights
to 20 locations
Cost of living is lower than the national average
High quality design standards (buildings, landscaping, open space)
Agribusiness (wineries, fruits, vegetables)
Ability to test products outdoors
53
NegativeLocation Considerations: (Community weaknesses that inhibit
competitiveness for certain industry sectors and economic activities)
Lack of accessibility and connectivity of rail network; no rail in Eagle
Lack of available land or buildings for industrial uses; sites and zoning
Lack of larger existing buildings for commercial; >10,000 sf
Lack of shovel-ready land for commercial; west of Eagle Road
Lack of larger parcels for commercial development; >1 acre
Somewhat difficult and redundant development processes
Traffic congestion
Perception of the community
>10 minutes from the interstate
No rail
The aforementioned findings from the Competitive Assessment illustrate Eagle could
be competitive for recreation technology and somewhat competitive for small custom
manufacturers, but suggest Eagle is particularly competitive for many “white-collar”
jobs (professional services, information technology, corporate headquarters,
technology, etc.), and retail development.
Eagle is uncompetitive for medium and heavy manufacturing or large distribution type
facilities, especially those that require rail, and uncompetitive for large food
processing or large warehouse type facilities.
The detailed analysis that follows presents a more comprehensive evaluation of the
factors influencing the competitiveness of specific activities that reflect the
recommendations for target business sectors in Eagle. These recommendations are
based on a review of sector performance, workforce attributes, and site location
considerations.
All sectors, primary target and emerging/developmental, represent Eagle’s past,
present and future identity, with an end goal of diversifying the economy to relieve
some of the tax burdens from residents, and to enhance quality of life amenities within
Eagle in order to become a “complete” community. A complete community
represents a community where residents can live, work and play; and provides for
shopping, dining and entertainment without having to travel outside of the community.
Each of the industry sectors that will be identified includes a variety of subsectors for
which Eagle may be particularly competitive. These subsectors will help guide the
discussion and planning for proactive targeting.
54
25
Historical Growth Industries and Trends
It is important to not only look locally for growth industries but also to understand
regional and national trends. According to the Bureau of Labor Statistics, total
employment is projected to grow nationally by 11.5 million jobs over the 2016-2026
decade.
By 2026, the service-providing industry sectors are projected to account for more
than 81 percent of all wage and salary jobs in the economy and for most of the job
growth. The health care and social assistance sector will account for more than one-
third of the jobs added over the projections decade. The real output of the total
service-providing sectors is projected to grow slightly faster than that of the overall
economy from 2016 to 2026. Although employment in the goods-producing sectors
is expected to grow by an annual rate of 0.1 percent from 2016 to 2026, real output
in those sectors is expected to grow 2.1 percent annually over the decade.
Occupational employment is expected to increase by 7.4% between 2016 and 2026.
All occupational groups are expected to add jobs over the projection’s decade except
for the production occupations; and farming, fishing and forestry occupations.
Healthcare support occupations (23.6 percent) and healthcare practitioners and
technical occupations (15.3 percent) are projected to be among the fastest growing
occupational groups during the 2016–26 projections decade. These two occupational
groups—which account for 13 of the 30 fastest growing occupations from 2016 to
2026—are projected to contribute about one fifth of all new jobs by 2026. Factors
such as the aging baby-boom population, longer life expectancies, and growing rates
of chronic conditions will drive continued demand for healthcare services.
Several other occupational groups are projected to experience faster than average
employment growth, including personal care and service occupations (19.1 percent),
community and social service occupations (14.5 percent), and computer and
mathematical occupations (13.7 percent).
The largest employment sector in the City of Eagle is Construction. The next-largest
sectors are Retail Trade and Accommodation and Food Services. High location quotients
(LQs) indicate sectors in which a region has high concentrations of employment
compared to the national average. The sectors with the largest LQs in the region are Arts,
Entertainment, and Recreation (LQ = 2.58), Construction (2.29), and Real Estate and
Rental and Leasing (1.66).
Sectors in the City with the highest average wages per worker are Manufacturing
($106,474), Management of Companies and Enterprises ($105,901), and Utilities
25
Bureau of Labor Statistics
55
($76,564). Regional sectors with the best job growth (or most moderate job losses) over
the last 5 years are Construction (+401 jobs), Administrative and Support and Waste
Management and Remediation Services (+300), and Health Care and Social Assistance
26
(+228).
Over the next year, employment in Eagle is projected to expand by 147 jobs. The fastest
growing sector in the region is expected to be Health Care and Social Assistance with a
+3.0% year-over-year rate of growth. The strongest forecast by number of jobs over this
period is expected for Health Care and Social Assistance (+25 jobs), Construction (+20),
and Accommodation and Food Services (+15).
The largest sector in the Boise Metro is Health Care and Social Assistance. The next-
largest sectors in the region are Retail Trade and Manufacturing. High location quotients
(LQs) indicate sectors in which a region has high concentrations of employment
compared to the national average. The sectors with the largest LQs in the region are
Agriculture, Forestry, Fishing and Hunting (LQ = 1.65), Construction (1.36), and
Administrative and Support and Waste Management and Remediation Services (1.20).
Sectors in the Boise Metro with the highest average wages per worker are Management
of Companies and Enterprises ($100,202), Utilities ($85,458), and Manufacturing
($84,798). Regional sectors with the best job growth (or most moderate job losses) over
the last 5 years are Construction (+8,139 jobs), Health Care and Social Assistance
(+6,840), and Accommodation and Food Services (+6,627).
Over the next year, employment in the metropolitan area is projected to expand by 5,486
jobs. The fastest growing sector in the region is expected to be Health Care and Social
Assistance with a +2.7% year-over-year rate of growth. The strongest forecast by number
of jobs over this period is expected for Health Care and Social Assistance (+1,297 jobs),
Construction (+510), and Retail Trade (+501). Table 4 represents a comparison of the
historical and projected growth of industries within the Boise Metro and Eagle. Overall,
Eagle has been experiencing a much higher percentage of non-residential growth than
27
the metro.
26
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
27
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
56
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
28
Table 1: National Projected Percent Change in Industry Employment, 2016-2026
INDUSTRY ANNUAL RATE OF CHANGE
Health Care and Social Assistance1.90%
Mining1.40%
Educational Services, Private1.30%
Construction1.20%
Professional and Business Services1.00%
Leisure and Hospitality0.80%
Transportation and Warehousing0.70%
Financial Activities0.60%
Other Services0.50%
State and Local Government0.40%
Retail Trade0.30%
Wholesale Trade0.20%
Information0.20%
Utilities0.10%
Federal Government-0.20%
Manufacturing-0.60%
29
Table 2: National Projected Employment Percent Change, By Occupational Groups, 2016-2026
OCCUPATIONS U.S. ANNUAL RATE OF CHANGE
Healthcare Support23.60%
Personal Care and Service 19.10%
Healthcare Practitioners and Technical15.30%
Community and Social Service 14.50%
Computer and Mathematical 13.70%
Construction and Extraction 11.00%
Business and Financial Operations9.60%
Life, Physical, and Social Science 9.60%
Education, Training, and Library 9.40%
Food Preparation and Serving Related 9.30%
Building and Grounds Cleaning and Maintenance9.30%
Legal 9.10%
Management8.50%
Architecture and Engineering 7.50%
Installation, Maintenance and Repair 6.60%
Transportation and Material Moving 6.20%
Arts, Design, Entertainment, Sports and Media 6.10%
Protective Service 4.50%
28
Bureau of Labor Statistics
29
Bureau of Labor Statistics
57
30
Table 3: Boise MSA Industries with High Employment Growth and High GrowthOutput (GDP)
HIGH EMPLOYMENT GROWTH HIGH OUTPUT GROWTH
ConstructionConstruction
Transportation and WarehousingLeisure and Hospitality
Leisure and HospitalityRetail Trade
Other Services (Except Public Professional and Business Services
Administration)
Financial ActivitiesEducation and Health Services
Professional and Business ServicesManufacturing
ManufacturingOther Services (Except Government and
Government Enterprises)
Educational and Health ServicesGovernment and government enterprises
Retail TradeNatural Resources and Mining
31
Table 4 provides data showing the industry’s in Eagle with location quotient (LQ) over
1.00. Those industriesare:
Arts, Entertainment and Recreation (LQ 2.58)
Construction (LQ 2.29)
Real Estate and Rental and Leasing (LQ 1.66)
Finance and Insurance (LQ 1.41)
Administrative and Support (LQ 1.39)
Professional, Scientific and Technical Services (LQ 1.26)
Accommodation and Food Service (LQ 1.24)
Other Services (except Public Administration) (LQ 1.23)
Educational Services (LQ 1.18)
Retail Trade (LQ1.08)
Out of the Ten (10) Industry’s with an LQ > 1.00, Table 5 shows the industry’s with strong
historical growth rates (in order by growth) and a strong projected growth rate (in order
by growth).
30
Idaho Department of Labor
31
Source: JobsEQ®
58
32
Table 4: Industry Snapshot for Boise Metro & Eagle, Sorted by Largest 5-Year Growth
BOISE METRO5-YEAR 1-YEAR EAGLE5-YEAR 1-YEAR
GROWTHFORECASTED GROWTHFORECASTED
GROWTHGROWTH
LQIndustryAnnual %Annual %LQIndustryAnnual %Annual %
1.20Administrative and Support and 2.4%1.8%1.39Administrative and Support and 9.9%1.80%
Waste Management and Waste Management and Remediation
Remediation ServicesServices
0.88Arts, Entertainment, and 4.6%1.6%2.58Arts, Entertainment, and Recreation9.8%1.6%
Recreation
1.36Construction7.5%1.9%2.29Construction8.9%1.8%
0.76Transportation and Warehousing5.9%1.4%0.14Transportation and Warehousing7.6%1.1%
0.97Finance and Insurance4.2%1.7%1.41Finance and Insurance6.6%1.8%
0.97Health Care and Social Assistance3.1%2.7%0.67Health Care and Social Assistance6.5%3.0%
0.87Real Estate and Rental and Leasing3.7%1.4%1.66Real Estate and Rental and Leasing5.7%1.3%
0.85Professional, Scientific and 6.1%2.0%1.26Professional, Scientific and Technical 5.4%2.0%
Technical ServicesServices
0.82Utilities0.5%1.4%0.49Utilities5.4%1.7%
0.92Other Services (except Public 3.2%1.4%1.23Other Services (except Public 5.2%1.7%
Administration)Administration)
0.94Accommodation and Food Services5.3%1.6%1.24Accommodation and Food Services5.0%1.5%
1.07Retail Trade2.5%1.3%1.08Retail Trade4.9%1.1%
1.03Manufacturing3.6%0.4%0.28Manufacturing2.8%0.1%
0.90Management of Companies and 3.5%1.4%0.15Management of Companies and 2.4%1.4%
EnterpriseEnterprise
0.85Educational Services2.2%1.3%1.18Educational Services1.8%1.3%
1.10Wholesale Trade2.2%1.1%0.7Wholesale Trade0.2%1.0%
1.20Public Administration1.2%1.0%0.34Public Administration-0.9%1.3%
0.14Mining, Quarrying, and Oil and Gas -1.4%0.9%0.41Mining, Quarrying, and Oil and Gas -4.5%0.6%
ExtractionExtraction
0.68Information-0.7%1.1%0.41Information-6.3%1.4%
1.65Agriculture, Forestry, Fishing and 1.1%1.3%0.16Agriculture, Forestry, Fishing and -7.8%0.6%
HuntingHunting
33
Table 5: Top Industry in Eagle by Historical and Projected Growth
Top Industry’s by Historical Growth Rate Top Industry’s by Projected 1-Year Growth Rate
Health Care and Social Assistance
Administrative and Support Services
Arts, Entertainment and RecreationProfessional, Scientific and Technical
ConstructionFinance and Insurance
Finance and InsuranceConstruction
Real Estate and Rental and LeasingAdministrative and Support
Professional, Scientific and Technical Services Utilities
Other Services (except Public Administration)Other Services (except public administration)
Accommodation and Food Service Arts, Entertainment and Recreation
Retail TradeAccommodation and Food Service
32
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
33
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
59
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
The compilation of datathus far would suggest the primary target industry’s for Eagle
should be:
Professional and Business Services super sector
o Professional, Scientific and Technical Services Sector: NAICS 54
o Back Office/Shared Services Sector: NAICS 55
o Managementof Companies and Enterprises Sector: NAICS 56
Finance Activities super sector
o Finance and Insurance Sector: NAICS 52
Leisure and Hospitality super sector
o Arts, Entertainment, and Recreation Sector: NAICS 71
o Accommodation and Food Service Sector: NAICS 72
Trade, Transportation, and Utilities super sector
o Retail Trade Sector: NAICS 22
Although Health Care and Social Assistance does not have an LQ > 1.00, the historical
growth rate and the projected growth rate for Eagle is high, and the growth rate for the
region and nationally suggest growth across the nation in this industry. With Eagle having
an older population, and with the nation getting older as a whole, it would be
recommended that Health Care and Social Services should at a minimum be an emerging
industry.
Manufacturing for Eagle has a low LQ of 0.28 suggesting that Eagle would not be a
competitive target market for certain types of manufacturers. This is coupled with the low
historical growth rate, the very low projected 1-year growth rate of 0.1%, and the distance
to interstates and rail. However, Eagle currently has seen an emerging interest in custom
manufacturing and recreation technology companies. It is recommended that
manufacturing is not a primary target but should be an emerging industry target for
“custom” manufacturers or entrepreneurial start-ups. The suggested emerging industry
34
targets should be: Recreational Technology and Custom Light Manufacturing.
34
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary. Data are updated through 2018Q3 with preliminary estimates
updated to 2019Q1. Forecast employment growth uses national projections adapted for regional growth patterns.
60
35
In-Flow and Out-Flow Commuting Patterns
An analysis of the U.S. Census Bureau’s Longitudinal-Employer Household Dynamics
program helps illustrate the extent of Eagle’s labor shed. As of 2017data,
approximately 8,060 people were living in Eagle, but employed outside the area, which
equates to over 90% of theresidents commuting out of the City for work. Further
analysis of the commuting patterns by occupational data identifies the net leakage of
occupational skill setsin Eagle.
When examining the
characteristics of worker inflow
and outflow, a greater
percentage of Eagle residents
out commute to higher wage
jobs, primarily in the “all other
services” classification such as
health care, and professional,
technical and educational
services. People who are in-
commuting to Eagle for
employment are by and large
younger than out commuters
and are primarily employed in the “all other services” classification as well. Those that
live and work in Eagle represent a much smaller cohort at only 872 residents. These
workers are primarily between the ages of 30 to 54 and are nearly equally divided in
their earnings, though notably the percentage of residents who work in Eagle making
$1,250 per month or less has decreased slightly from 34.0% in 2015 to 33.6% in
2017. The vast majority of residents employed in Eagle are employed in the “all other
services” classification. More than 51% of Eagle residents commuting out for work
earn greater than $3,333 per month compared to those that commute into Eagle for
work at 36.2%.
When examining the place of work as provided in Table 7, nearly 51% of Eagle
residents work in Boise, followed by other locations such as Meridian and Nampa. In
commuters to Eagle primarily come from Boise, followed by Meridian, Nampa and
Caldwell.
As mentioned earlier, 2017 data showed that 8,060 Eagle residents out commute to
work in a number of cities throughout the valley. Likewise, there are 7,206 workers
35
Source: US Census, On the Map Application and LEHD Origin-Destination Employment Statistics
61
who commute into Eagle for employment, which isan increase of over 2,000 workers
commuting into Eagle since 2015.
Table 6: Eagle Inflow Outflow Worker Characteristics, 2017
OUTFLOWINFLOWINTERNAL
(Jobs filled elsewhere (Jobs filled in Eagle (Jobs filled by
by residents)by outside workers)residents)
WORKERS-ALL8,0607,206872
Age 29 or younger18.60%27.40%27.80%
Age 30-5455.90%54.60%50.90%
Age 55 or older25.50%18.00%21.30%
WAGES
$1,250 per month or less21.70%27.80%33.60%
$1,251 to $3,333 per month27.00%35.90%27.10%
More than $3,333 per month51.20%36.20%39.30%
INDUSTRY
Goods Producing13.60%17.00%11.80%
Trade, Transportation & Utilities19.70%16.50%14.80%
All Other Services66.70%66.50%73.40%
Table 7: Where Eagle Residents are Employed
WHERE EAGLE RESIDENTS WORK PERCENT %
Eagle, Idaho9.80%
Boise, Idaho50.80%
Meridian, Idaho14.30%
Nampa, Idaho4.30%
Garden City, Idaho2.50%
Caldwell, Idaho2.10%
Twin Falls, Idaho0.90%
Idaho Falls, Idaho0.80%
Pocatello, Idaho0.40%
Star, Idaho0.40%
All other locations13.70%
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Table 8: Where Eagle Workers Are Coming From
WHERE WORKERS IN EAGLE ARE COMING FROMPERCENT %
Eagle, Idaho10.80%
Boise, Idaho30.70%
Meridian, Idaho14.60%
Nampa, Idaho6.90%
Caldwell, Idaho3.60%
Star, Idaho2.80%
Garden City, Idaho2.40%
Kuna, Idaho1.60%
Emmett, Idaho1.10%
Middleton, Idaho1.00%
All other locations24.50%
Recommended Industry Targets
Based on the data provided within the target industry analysis coupled with the
“Community Conditions and Market Analysis”, the following sectors have been identified
as successful targets for the local market.
Six (6) strategic economic development super sectortargets have been identified:
1. Professional and Business Services
2. Finance Activities
3. Leisure and Hospitality
4. Trade, Transportation, and Utilities
5. Education and Health Services
6. Manufacturing
Within the super sectorslisted above, eight(8) sectors have been identified as primary
target sectors:
1. Professional, Scientific and Technical Services
2. Administrative and Support Services
3. Regional/Corporate Offices
4. Finance and InsuranceServices
5. Arts, Entertainment and Recreation
6. Accommodation and Food Service
7. Retail Trade
8. Outdoor Products and Recreation Technology
63
In addition, three(3) emerging or developmental sectorswere identified:
1.Educational Services
2. Health Care and Social Assistance
3. Boutique and Light Manufacturing
PRIMARY INDUSTRY TARGET #1: Professional and Business Services
36
TARGET PROFILE
The professional and business services super sector is part of the service-providing
industries super sector group. The professional and business services super sector
consistof these sectors:
Professional, Scientific, and Technical Services: NAICS 54
Management of Companies and Enterprises: NAICS 55
Administrative and Support and Waste Management and Remediation Services:
NAICS 56
The Professional, Scientific, and Technical Services sector comprises
establishments that specialize in performing professional, scientific, and technical
activities for others. These activities require a high degree of expertise and training. The
establishments in this sector specialize according to expertise and provide these services
to clients in a variety of industries and, in some cases, to households. Activities performed
include legal advice and representation; accounting, bookkeeping, and payroll services;
architectural, engineering, and specialized design services; computer services;
consulting services; research services; advertising services; photographic services;
translation and interpretation services; veterinary services; and other professional,
scientific, and technical services.
The professional, scientific, and technical services sector consists of a single subsector,
Professional, Scientific, and Technical Services: NAICS 541. The subsector consists of
these industry groups:
Legal Services: NAICS 5411
Accounting, Tax Preparation, Bookkeeping, and Payroll Services: NAICS 5412
Architectural, Engineering, and Related Services: NAICS 5413
Specialized Design Services: NAICS 5414
36
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
64
Computer Systems Design and Related Services: NAICS 5415
Management, Scientific, and Technical Consulting Services: NAICS 5416
Scientific Research and Development Services: NAICS 5417
Advertising and Related Services: NAICS 5418
Other Professional, Scientific, and Technical Services: NAICS 5419
Industries in the Professional, Scientific, and Technical Services subsector group
establishments engaged in processes where human capital is the major input.
Professional, Scientific and Technical Services operations have minimal infrastructure
requirements. Office space and high-speed internet are usually the basic requirements
for a firm to operate. Instead, talent availability is more important. The distinguishing
feature of the Professional, Scientific, and Technical Services subsector is the fact that
most of the industries grouped in it have production processes that are almost wholly
dependent on worker skills. In most of these industries, equipment and materials are not
of major importance, unlike health care, for example, where "high-tech" machines and
materials are important collaborating inputs to labor skills in the production of health care.
Thus, the establishments classified in this subsector sell expertise. Much of the expertise
requires degrees, though not in every case.
If they are to thrive, Professional Services firms must be able to attract and retain talent.
Quality of life is another critical location factor, as it facilitates the ability of Professional
Services firms to recruit and retain the best talent.
Professional, Scientific and Technical Services in Eagle is one of the top 10 industry
sectors. This industry has seen an annual growth of 5.4% over the past five-year history,
with a 2.0% annual growth projected in the next year. The location quotient is 1.26, which
indicates a concentration greater than the national average. Current annual wages for
occupations within this industry sector is $61,471 based on employment data derived
from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor
Statistics and imputed where necessary.
The Management of Companies and Enterprises sector comprises (1) establishments
that hold the securities of (or other equity interests in) companies and enterprises for the
purpose of owning a controlling interest or influencing management decisions or (2)
establishments (except government establishments) that administer, oversee, and
manage establishments of the company or enterprise and that normally undertake the
strategic or organizational planning and decision making role of the company or
enterprise. Establishments that administer, oversee, and manage may hold the securities
of the company or enterprise.
65
The Management of Companies and Enterprises sector in Eagle is also asector that has
seen good growth over the past five-years at 2.4%. This industry is projected to continue
growth through the next year at an annual rate of 1.4%. The location quotient is under
1.0, which indicates Eagle has less of a concentration than the national average;
however, this industry is noted as a “target” industry for Eagle due to the competitive
assets of the community, and the clusters that already exists within the community.Eagle
is a viable location for small and medium sized, regional headquarters projects, and has
the asset base to compete for larger corporate headquarters relocations.
Current annual wages for occupations within this industry sector is $105,901 based on
employment data derived from the Quarterly Census of Employment and Wages,
provided by the Bureau of Labor Statistics and imputed where necessary.
Choosing the right corporate headquarters is an intensely individualized and crucial
decision for a company. A primary site location consideration is the cost of doing
business, which involves real estate costs, labor costs, variable operating costs, taxes
and utilities—all the things that go into operating a business. That being said, there are
a lot of other components that will drive what makes a particular community attractive as
compared to another: labor availability, the skillsets within the workforce and growth in
the workforce and population. Another factor is proximity to an airport. Incentives and
inducements from state and local jurisdictions to entice companies to locate in the
community are also considered—income-tax credits, abatements, free training resources,
etc. Still other factors are the quality of the municipal government on a local and state
level and the quality of services, as well as the character and quality of secondary and
post-secondary education. But the number one factor when choosing a headquarters
37
location is talent and recruitment.
The Administrative and Support and Waste Management and Remediation Services
sector comprises establishments performing routine support activitiesfor the day-to-day
operations of other organizations. These essential activities are often undertaken in-
house by establishments in many sectors of the economy. The establishments in this
sector specialize in one or more of these support activities and provide these services to
clients in a variety of industries and, in some cases, to households. Activities performed
include office administration, hiring and placing of personnel, document preparation and
similar clerical services, solicitation, collection, security and surveillance services,
cleaning, and waste disposal services.
37
“What You Need to Know About Corporate HQ Site Selection” by GlobeSt.com/Collier’s International
66
The administrative and support and waste management and remediation services sector
consists of these subsectors:
Administrative and Support Services: NAICS 561
Waste Management and Remediation Services: NAICS 562
The Administrative and Support and Waste Management and Remediation Services
sector in Eagle is one of the top 10 industry sectors. This sector has seen exceptional
growth over the past five-years at 9.9% annually. This industry is projected to continue
growth through the next year at an annual rate of 1.8%. The location quotient is 1.3,
which indicates Eagle has a greater concentration than the national average.
Current annual wages for occupations within this industry sector ($34,524) are less than
the county average wage of $46,066, based on employment data derived from the
Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics
and imputed where necessary. However, these positions are necessary to support
industry some of the targeted industry sectors.
Eagle is currently home to and competitive for a variety of business support services
(payment processing, outsourced or back office/shared services, etc.) and higher-wage
corporate and professional services. This industry sector could provide employment
opportunities for future generations so they can remain in Eagle following graduation from
college.
Eagle has marketable assets that could support new business recruitment and expansion
of existing businesses within Eagle. Some of those assets include:
A well-educated workforce with ample business and financial-related bachelor’s
degrees or higher
Quality of life amenities that appeal to the highly educated and the young
professional
Direct service to major markets across the country via Boise Airport
High-quality design standards which affords high-quality office space
Supporting infrastructure (fiber, power, sewer, water, etc.)
67
PRIMARY INDUSTRY TARGET #2: Finance Activities
38
TARGET PROFILE
The financial activities super sector is part of the service-providing industries super sector
group. The financial activities super sector consists of these sectors:
Finance and Insurance: NAICS 52
Real Estateand Rental and Leasing: NAICS 53
The Finance and Insurance sector comprises establishments primarily engaged in
financial transactions (transactions involving the creation, liquidation, or change in
ownership of financial assets) and/or in facilitating financial transactions.
The subsectors, industry groups, and industries within the Finance and Insurance sector
are defined on the basis of their unique production processes. As with all industries, the
production processes are distinguished by their use of specialized human resources and
specialized physical capital.
The finance and insurance sector consist of these subsectors:
Monetary Authorities - Central Bank: NAICS 521
Credit Intermediation and Related Activities: NAICS 522
Securities, Commodity Contracts, and Other Financial Investments and Related
Activities: NAICS 523
Insurance Carriers and Related Activities: NAICS 524
Funds, Trusts, and Other Financial Vehicles: NAICS 525
The Finance and Insurance sector in Eagle is one of the top 10 industry sectors. This
sector has seen exceptional growth over the past five-years at 6.6%. This industry is
projected to continue growth through the next year at an annual rate of 1.8%.
Current annual wages for occupations within this industry sector ($69,314) are
significantly more than the county average wage of $46,066, based on employment data
derived from the Quarterly Census of Employment and Wages, provided by the Bureau
of Labor Statistics and imputed where necessary.
The Real Estate and Rental and Leasing sector comprises establishments primarily
engaged in renting, leasing, or otherwise allowing the use of tangible or intangible assets,
and establishments providing related services. The major portion of this sector comprises
38
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
68
establishments that rent, lease, or otherwise allow the use of their own assets by others.
The assets may be tangible, as is the case of real estate and equipment, or intangible,
as is the case with patents and trademarks.
This sector also includes establishments primarily engaged in managing real estate for
others, selling, renting and/or buying real estate for others, and appraising real estate.
These activities are closely related to this sector's main activity, and it was felt that from
a production basis they would best be included here. In addition, a substantial proportion
of property management is self-performed by lessors.
The main components of this sector are the real estate lessors’ industries (including
equity real estate investment trusts (REITs)); equipment lessors’ industries (including
motor vehicles, computers, and consumer goods); and lessors of nonfinancial intangible
assets (except copyrighted works).
The real estate and rental and leasing sector consist of these subsectors:
Real Estate: NAICS 531
Rental and Leasing Services: NAICS 532
Lessors of Nonfinancial Intangible Assets (except Copyrighted Works): NAICS 533
The Real Estate and Rental and Leasing sector in Eagle is one of the top 10 industry
sectors. This sector has seen above average growth over the past five-years at 5.7%.
This industry is projected to continue growth through the next year at an annual rate of
1.3%.
Current annual wages for occupations within this industry sector ($46,710) is slightly
higher than the county average wage of $46,066, based on employment data derived
from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor
Statistics and imputed where necessary.
PRIMARY INDUSTRY TARGET #3: Retail Trade
39
TARGET PROFILE
The retail trade sector is part of the trade, transportation, and utilities super sector. The
Retail Trade sector comprises establishments engaged in retailing merchandise,
generally without transformation, and rendering services incidental to the sale of
merchandise.
39
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
69
The retailing process is the final step in the distribution of merchandise; retailers are,
therefore, organized to sell merchandise in small quantities to the general public. This
sector comprises two main types of retailers: store and non-store retailers.
1. Store retailers operate fixed point-of-sale locations, located and designed to attract
a high volume of walk-in customers. In general, retail stores have extensive
displays of merchandise and use mass-media advertising to attract customers.
They typically sell merchandise to the general public for personal or household
consumption, but some also serve business and institutional clients. In addition to
retailing merchandise, some types of store retailers are also engaged in the
provision of after-sales services, such as repair and installation.
2. Non-store retailers, like store retailers, are organized to serve the general public,
but their retailing methods differ. The establishments of this subsector reach
customers and market merchandise with methods, such as the broadcasting of
"infomercials," the broadcasting and publishing of direct-response advertising, the
publishing of paper and electronic catalogs, door-to-door solicitation, in-home
demonstration, selling from portable stalls (street vendors, except food), and
distribution through vending machines.
The retail trade sector consists of these subsectors:
Motor Vehicle and Parts Dealers: NAICS 441
Furniture and Home Furnishings Stores: NAICS 442
Electronics and Appliance Stores: NAICS 443
Building Material and Garden Equipment and Supplies Dealers: NAICS 444
Food and Beverage Stores: NAICS 445
Health and Personal Care Stores: NAICS 446
Gasoline Stations: NAICS 447
Clothing and Clothing Accessories Stores: NAICS 448
Sporting Goods, Hobby, Book, and Music Stores: NAICS 451
General Merchandise Stores: NAICS 452
Miscellaneous Store Retailers: NAICS 453
Non-store Retailers: NAICS 454
The Retail Trade sector in Eagle is the 2nd largest industry sector and is one of the
sectors with the best job growth regionally over the last five (5) years. Eagle has seen
above average growth over the past five-years in this sector at 4.9%. This industry is
projected to continue growth through the next year at an annual rate of 1.1%. The location
quotient is 1.08, which indicates Eagle has a slightly greater concentration than the
national average.
70
Current annual wages for occupations within this industry sector ($32,849) are less than
the county average wage of $46,066, based on employment data derived from the
Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics
and imputed where necessary, but higher than some other industry sectors.
Recent data from ESRI Business Analyst reports indicate a positive value in retail gap of
over $209 million. A positive value represents “leakage” of retail opportunity outside the
trade area. A negative value represents a surplus of retail sales, a market where
customers are drawn into Eagle from areas outside of Eagle. The retail gap of $209
million represents the difference between the Retail Potential (Demand) and the Retail
Sales (Supply). The Demand estimates the expected amount spent by consumers at
retail establishments and the Supply estimates sales to consumers by establishments. In
the table below, positive retail gap equals lost opportunity that Eagle should focus
targeted resources to recruit.
Eagle’s residents would benefit from an increase in the retail trade sector as it would
provide local options for residents instead of having to drive to neighboring communities
to shop or dine. Additional retail options would also provide more amenities to workers
within the community.
Table 6 provides information on specific types of retail industry groups, the retail potential
for Eagle (Demand), the actual retail sales in Eagle (Supply), and the leakage to areas
outside of Eagle (Retail Gap). A positive retail gap indicates a shortage of those types of
retail industries within the community. A negative retail gap indicates residents from
outside of Eagle are purchasing within our community.
As you can see from the table the highest retail leakage is occurring in the following retail
industry groups (top six (6) listed only):
1. General Merchandise Stores
2. Motor Vehicle & Parts Dealers
3. Food & Beverage Stores
4. Gasoline Stations
5. Food Service & Drinking Places
6. Clothing & Clothing Accessories Stores
71
40
Table 6: Retail Gap Analysis
INDUSTRY GROUPDEMANDSUPPLYRETAIL GAP
Motor Vehicle & Parts Dealers$85,624,330 $31,197,940 $54,426,390
Automobile Dealers$64,269,018 $26,634,781 $37,634,237
Other Motor Vehicle Dealers$12,286,510 $1,033,883 $11,252,627
Furniture & Home Furnishings Stores$13,236,806 $5,334,121 $7,902,685
Furniture Stores$8,203,455 $1,511,974 $6,691,481
Home Furnishings Stores$5,033,351 $3,822,147 $1,211,204
Electronics & Appliance Stores$12,549,894 $4,293,111 $8,256,783
Bldg. Materials, Garden Equip. & Supply Stores$28,209,494 $29,868,372 ($1,658,878)
Bldg. Material & Supplies Dealers$25,365,516 $27,219,502 ($1,853,986)
Lawn & Garden Equip. & Supply Stores$2,843,978 $2,648,870 $195,108
Food & Beverage Stores$60,999,549 $35,405,127 $25,594,422
Grocery Stores$54,560,677 $30,224,639 $24,336,038
Specialty Food Stores$3,407,117 $1,331,604 $2,075,513
Beer, Wine & Liquor Stores$3,031,755 $3,848,884 ($817,129)
Health & Personal Care Stores$18,633,729 $23,381,154 ($4,747,425)
Gasoline Stations$44,805,397 $22,589,090 $22,216,307
Clothing & Clothing Accessories Stores$15,153,529 $4,370,326 $10,783,203
Clothing Stores$9,351,869 $2,299,078 $7,052,791
Shoe Stores$1,997,479 $1,071,199 $926,280
Jewelry, Luggage & Leather Goods Stores$3,804,181 $1,000,049 $2,804,132
Sporting Goods, Hobby, Book & Music Stores$15,901,107 $5,608,374 $8,542,578
Sporting Goods, Hobby, Musical Instrument Stores$14,150,952 $5,608,374 $8,542,578
Book, Periodical & Music Stores$1,750,155 $252,020 $1,498,135
General Merchandise Stores$81,871,511 $22,999,503 $58,872,008
Department Stores, excluding Leased Depts$58,091,713 $20,576,878 $37,514,173
Other General Merchandise Stores$23,779,798 $2,422,625 $21,357,173
Miscellaneous Store Retailers$16,668,071 $14,229,553 $2,438,518
Florists$647,009 $263,093 $383,916
Office Supplies, Stationary & Gift Stores$3,607,699 $1,975,642 $1,632,057
Used Merchandise Stores$2,970,556 $542,931 $2,427,625
Other Misc. Store Retailers$9,442,807 $11,447,887 ($2,005,080)
Non-Store Retailers$3,062,311 $4,021,385 ($959,074)
Electronic Shopping & Main-Order Houses$1,793,230 $3,557,830 ($1,764,600)
Vending Machine Operators$224,658 $0 $224,658
Direct Selling Establishments$1,044,423 $463,555 $580,868
Food Service & Drinking Places$43,965,767 $27,188,199 $16,777,568
Special Food Service$291,347 $56,469 $234,878
Drinking Places – Alcoholic Beverages$11,491,047 $354,170 $794,937
Restaurants & Other Eating Places$42,525,313 $26,777,560 $15,747,753
Out of the six (6) retail industry groups listed in Table 6 , the following subsectors show
the highest retail leakage:
1. Automobile Dealers
2. Department Stores, excluding leased departments
3. Grocery Stores
4. General Merchandise Stores
5. Restaurants & Other Eating Places
40
ESRI Business Analyst
72
6.Other Motor Vehicle Dealers
7.Sporting Goods, Hobby, Musical Instrument Stores
8. Clothing Stores
9. Furniture Stores
10. Jewelry, Luggage and Leather Goods Stores
PRIMARY INDUSTRY TARGET #4: Leisure & Hospitality
41
TARGET PROFILE
The leisure and hospitality super sector are part of the service-providing industries super
sector group. The leisure and hospitality super sectorconsist of these sectors:
Arts, Entertainment, and Recreation: NAICS 71
Accommodation and Food Services: NAICS 72
Although the Arts, Entertainment and Recreation sector within Eagle does not represent
the highest number of employees, it does historically over the past five (5) years represent
one of the fastest growing sectors with an annual growth rate of 9.8% and a projected
growth rate of 1.6% over the next year. In addition, with a location quotient of 2.58, the
Arts, entertainment and recreation’s share of the total region’s employment is more than
two times that of the average American community.
The Arts, Entertainment, and Recreation sector includes a wide range of
establishments that operate facilities or provide services to meet varied cultural,
entertainment, and recreational interests of their patrons. This sector comprises (1)
establishments that are involved in producing, promoting, or participating in live
performances, events, or exhibits intended for public viewing; (2) establishments that
preserve and exhibit objects and sites of historical, cultural, or educational interest; and
(3) establishments that operate facilities or provide services that enable patrons to
participate in recreational activities or pursue amusement, hobby, and leisure-time
interests.
Some establishments that provide cultural, entertainment, or recreational facilities and
services are classified in other sectors.The arts, entertainment, and recreation sector
consist of these subsectors:
Performing Arts, Spectator Sports, and Related Industries: NAICS 711
Museums, Historical Sites, and Similar Institutions: NAICS 712
Amusement, Gambling, and Recreation Industries: NAICS 713
41
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
73
The Arts, Entertainment, and Recreation sector in Eagle is one of the top 10 industry
sectors. This sector has seen exceptional growth over the past five-years at 9.8%. This
industry is projected to continue growth through the next year at an annual rate of 1.6%.
The location quotient is 2.58, which indicates Eagle has a twice the concentration than
the national average.
Current annual wages for occupations within this industry sector ($21,641) are less than
the county average wage of $46,066, based on employment data derived from the
Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics
and imputed where necessary. However, Eagle’s residents would benefit from enhanced
offerings in the Arts, Entertainment and Recreation sector. In addition, specific targeting
within this industry sector could result in a destination for tourism visitors, thus bringing
more wealth into the local economy.
The Accommodation and Food Services sector comprises establishments providing
customers with lodging and/or preparing meals, snacks, and beverages for immediate
consumption. The sector includes both accommodation and food services establishments
because the two activities are often combined at the same establishment.
The accommodation and food services sector consist of these subsectors:
Accommodation: NAICS 721
Food Services and Drinking Places: NAICS 722
Industries in the Accommodation subsector provide lodging or short-term
accommodations for travelers, vacationers, and others. There is a wide range of
establishments in these industries. Some provide lodging only; while others provide
meals, laundry services, and recreational facilities, as well as lodging. Lodging
establishments are classified in this subsector even if the provision of complementary
services generates more revenue. The types of complementary services provided vary
from establishment to establishment.
Industries in the Food Services and Drinking Places subsector prepare meals, snacks,
and beverages to customer order for immediate on-premises and off-premises
consumption. There is a wide range of establishments in these industries. Some provide
food and drink only; while others provide various combinations of seating space,
waiter/waitress services and incidental amenities, such as limited entertainment. The
industries in the subsector are grouped based on the type and level of services provided.
The industry groups are full-service restaurants; limited service eating places; special
food services, such as food service contractors, caterers, and mobile food services; and
drinking places.
74
The food services and drinking places subsector consists of these industry groups:
Full-Service Restaurants: NAICS 7221
Limited-Service Eating Places: NAICS 7222
Special Food Services: NAICS 7223
Drinking Places (Alcoholic Beverages): NAICS 7224
The Accommodation and Food Services sector in Eagleis one of the top 5 industry
sectors. This sector has seen above average growth over the past five-years at 5.0%
annually. This industry is projected to continue growth through the next year at an annual
rate of 1.5%. The location quotient is 1.24, which indicates Eagle has a greater
concentration than the national average.
Current annual wages for occupations within this industry sector ($18,191) are less than
the county average wage of $46,066, based on employment data derived from the
Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics
and imputed where necessary. However, Eagle’s residents would benefit from enhanced
offerings in the Accommodation and Food Services sector as it would provide local
options for residents instead of having to drive to neighboring communities to dine. In
addition, providing additional lodging within the City would benefit visitors or companies
that may be having corporate events or conferences.
EMERGING INDUSTRY TARGET #1: Education and Health Services
42
TARGET PROFILE
The education and health services super sector are part of the service-providing
industries super sector group. The education and health services super sector consist of
these sectors:
Educational Services: NAICS 61
Health Care and Social Assistance: NAICS 62
The Educational Services sector comprises establishments that provide instruction and
training in a wide variety of subjects. This instruction and training are provided by
specialized establishments, such as schools, colleges, universities, and training centers.
These establishments may be privately owned and operated for profit or not for profit, or
they may be publicly owned and operated. They may also offer food and/or
accommodation services to their students.
42
Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
75
Educational services are usually delivered by teachers or instructors that explain, tell,
demonstrate, supervise, and direct learning. Instruction is imparted in diverse settings,
such as educational institutions, the workplace, or the home, and through diverse means,
such as correspondence, television, the Internet, or other electronic and distance-learning
methods. The training provided by these establishments may include the use of
simulators and simulation methods. It can be adapted to the particular needs of the
students, for example sign language can replace verbal language for teaching students
with hearing impairments. All industries in the sector share this commonality of process,
namely, labor inputs of instructors with the requisite subject matter expertise and teaching
ability.
The educational services sector consists of a single subsector, Educational Services:
NAICS 611. Data published under either the sector or subsector classification are
included in the tables below. The subsector consists of these industry groups:
Elementary and Secondary Schools: NAICS 6111
Junior Colleges: NAICS 6112
Colleges, Universities, and Professional Schools: NAICS 6113
Business Schools and Computer and Management Training: NAICS 6114
Technical and Trade Schools: NAICS 6115
Other Schools and Instruction: NAICS 6116
Educational Support Services: NAICS 6117
The Educational Services sector in Eagle is one of the top 10 industry sectors for
employment. This sector has not seen as much growth over the past 5-years as other
industries, but still saw an increase of 1.8%. This industry is projected to continue growth
through the next year at an annual rate of 1.3%.
Current annual wages for occupations within this industry sector ($37.879) is significantly
less than the county average wage of $46,066, based on employment data derived from
the Quarterly Census of Employment and Wages, provided by the Bureau of Labor
Statistics and imputed where necessary. However, the addition of technical schools or
trade schools, or a technology hub would be a huge asset to Eagle and its ability to attract
talent.
The Health Care and Social Assistance sector comprises establishments providing
health care and social assistance for individuals. The sector includes both health care
and social assistance because it is sometimes difficult to distinguish between the
boundaries of these two activities. The industries in this sector are arranged on a
continuum starting with those establishments providing medical care exclusively,
continuing with those providing health care and social assistance, and finally finishing
76
with those providing only social assistance. The services provided by establishments in
this sector are delivered by trained professionals. All industries in the sector share this
commonality of process, namely, labor inputs of health practitioners or social workers with
the requisite expertise. Many of the industries in the sector are defined based on the
educational degree held by the practitioners included in the industry.
The health care and social assistance sector consists of these subsectors:
Ambulatory Health Care Services: NAICS 621
Hospitals: NAICS 622
Nursing and Residential Care Facilities: NAICS 623
Social Assistance: NAICS 624
The Health Care and Social Services sector in Eagle is one of the top 10 industry sectors.
This sector has seen exceptional growth over the past five-years at 6.5% and is the
industry sector projected to have the highest growth in the next year; locally, regionally
and nationally. This industry is projected to continue growth through the next year in
Eagle at an annual rate of 3.0%.
Current annual wages for occupations within this industry sector ($49.829) are slightly
more than the county average wage of $46,066, based on employment data derived from
the Quarterly Census of Employment and Wages, provided by the Bureau of Labor
Statistics and imputed where necessary.
Saint Alphonsus and St. Luke’s currently have a presence in Eagle. The location and
size of their facilities represent a significant opportunity for Eagle to strengthen its position
with continued growth in this sector, as well as the support services associated with the
healthcare industry. St. Luke’s, in their current location, could act as an anchor for
continued growth of this sector. Currently, one of the highest net leakage of occupations
is in the healthcare and technical occupations. Growth within this sector would help to
supply residents with local jobs and better-than-average wages, along with helping
reduce the number of out-commuters. Access to healthcare, both primary and
emergency care, is viewed as a quality of life amenity for residents and an economic
driver for communities as this sector has historically been well insulated from economic
cycles. In addition, the presence of adequate healthcare facilities is seen as a key factor
in location decisions for most large companies.
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EMERGING INDUSTRY TARGET #2: Manufacturing
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TARGET PROFILE
The manufacturing sector is part of the goods-producing industries super sector group.
The Manufacturing sector comprises establishments engaged in the mechanical,
physical, or chemical transformation of materials, substances, or components into new
products.
Establishments in the Manufacturing sector are often described as plants, factories, or
mills and characteristically use power-driven machines and materials-handling
equipment. However, establishments that transform materials or substances into new
products by hand or in the worker's home and those engaged in selling to the general
public products made on the same premises from which they are sold, such as bakeries,
candy stores, and custom tailors, may also be included in this sector. Manufacturing
establishments may process materials or may contract with other establishments to
process their materials for them. Both types of establishments are included in
manufacturing.
The manufacturing sector consists of these subsectors:
Food Manufacturing: NAICS 311
Beverage and Tobacco Product Manufacturing: NAICS 312
Textile Mills:NAICS 313
Textile Product Mills: NAICS 314
Apparel Manufacturing: NAICS 315
Leather and Allied Product Manufacturing: NAICS 316
Wood Product Manufacturing: NAICS 321
Paper Manufacturing: NAICS 322
Printing and Related Support Activities: NAICS 323
Petroleum and Coal Products Manufacturing: NAICS 324
Chemical Manufacturing: NAICS 325
Plastics and Rubber Products Manufacturing: NAICS 326
Nonmetallic Mineral Product Manufacturing: NAICS 327
Primary Metal Manufacturing: NAICS 331
Fabricated Metal Product Manufacturing: NAICS 332
Machinery Manufacturing: NAICS 333
Computer and Electronic Product Manufacturing: NAICS 334
Electrical Equipment, Appliance, and Component Manufacturing: NAICS 335
Transportation Equipment Manufacturing: NAICS 336
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Source: JobsEQ®
Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of
Labor Statistics and imputed where necessary; U.S. Bureau of Labor Statistics and NAICS Association
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The Manufacturing sector in Eagle is not one of the top industry sectors, but it has seen
good growth in the past 5-year history of 2.8%. This industry shows a low projected
future growth rate of 0.1%. However, Eagle has seen quite a few small, boutique type
manufacturers entering the Eagle market. In an effort to continue support of the existing
industry and support entrepreneurial start-ups, this industry sector should be listed as an
emerging industry, therefore, resources will not be primarily focused on attracting
manufacturing type industries.
Current annual wages for occupations within this industry sector ($106,474) are
significantly higher than the county average wage of $46,066, based on employment data
derived from the Quarterly Census of Employment and Wages, provided by the Bureau
of Labor Statistics and imputed where necessary. This is representative of the change
in manufacturing processes from a production line to automation of equipment, thus
requiring more advanced skills and education of equipment manufacturers and operators.
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Eagle Economic Development
Strategic Plan (2020-2025)
Providing the Framework for Future Growth
Eagle supports a vibrant and diverse economy by
encouraging entrepreneurship, quality jobs, a strong mix of
residential and commercial services, and economic
development. Eagle will continue to strengthen its
downtown and non-residential zones to serve as the
region’s choice for business, innovation, and high quality of
Introduction
living. The preservation and enrichment of Eagle as a
unique, premier place to live in the region is vital to the
City’s long-term economic health and success.
Preface
An economic development strategic plan enables an organization to set clear and
attainable economic development goals and objectives, design policies and programs to
achieve them, prioritize initiatives, measure progress, and carefully allocate limited time,
resources and attention.
An Economic Development Strategic Plan (EDSP) is intended to guide economic
development decisions and policies in a community and provide direction to the local
jurisdiction to focus marketing and recruitment efforts on specific targeted industries.
Introduction to the Plan
The economic development strategic plan provides the framework for aligning
decisions amongst departments and directing investment necessary to grow
employment in the City. It is a living document which should change over time to take
advantage of a transforming environment. While the aims of the plan will most likely
remain the same, the world and market in which the City operates is forever changing,
requiring some flexibility in approach in order to adapt.
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The planning process for the creation of this strategic plan identified several
opportunities for the City to pursue, as well as challenges that need to be overcome.
Economic Diversification. Diversification of the economy helps a community shield
itselffrom the effects of a potential economic downturn.
A diversified economy creates a sustainable cycle of economic activity where businesses
continually feed off of one another and grow larger as the economy grows.As more and
more businesses open their doors, it leads to the growth of supporting industries.
One of the top benefits of a diversified economy is that it is flexible and not fixed. A
community's economic health is not tied to a single industry or market sector. This means
that should the price of oil drop or the price of grain plummet, the region's economy will
remain insulated from the chilly economic conditions that are blowing. This helps protect
the economic viability of other industries and prevents massive layoffs and sharp declines
in property values. Over time, communities can absorb the impact and continue moving
forward towards the future.
Another benefit of a diversified economy comes in the form of innovation. Not only do
companies feed off one another for financial gain, they feed off one another in the form
of new ideas and product generation. As one business grows, the business beside it just
might develop the widget, gadget, or gizmo they need to enhance their operations and
boosts their profitability.
A healthy economy contains a mix of small, medium, and large businesses. Each tier
supports one another and provides the services and goods the others depend
Attracting base industry to Eagle is a strategic opportunity for the City. Anchor industries
such as agriculture, healthcare, and education provide a solid foundation that supports
medium-sized businesses, such as grocery stores and clothing retailers. In turn, these
both provide solid anchors that support smaller businesses such as specialty food stores,
books stores, florists, housecleaning services, etc. Each business supports one another
and provides the services and goods the others depend upon.
As the economy expands and more businesses within different sizes open their doors,
the stronger this support network becomes. As the network grows and expands it creates
additional room for similar sized businesses to find a niche within the economy that needs
to be filled. This can help small businesses grow larger as they open additionalstorefronts
within the community.
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Key assets that make Eagle a viable and attractive location for industry include a high
educational attainment, local and regional workforce, strong industry clusters, low cost-
reliable electricity, superior quality of place, and proximity to major markets.
A Target Industry Analysis was prepared to identify the industry clusters and associated
business targets that are the most suitable for Eagle over the next five years. The
analysis identified six (6) strategic economic development super sector targets. Within
the super sector targets eight (8) sectors have been identified as primary industry
targets for Eagle. In addition, three (3) emerging or developmental sectors were
identified. Primary, emerging and developmental industry targets are discussed in
detail under the Industry Target section of this strategic plan.
Trails, Parks and Open Space. Over the years there have been numerous economic
studies prepared by communities to understand and document the economic value of
trails, greenways, parks, open space, hunting, fishing and wildlife watching to the local
economy. These studies have concluded that rivers, trails, and greenway corridors (linear
open spaces connecting recreational, cultural and natural areas) have the potential to
create jobs, enhance property values, expand local businesses, attract new or relocating
businesses, increase local tax revenues, decrease local government expenditures, and
promote a local community.
Providing alternate transportation routes and easy commuting to and from work via active
transportation helps individuals and families offset impacts of gasoline inflation and
soaring healthcare costs. With increased financial resources due to transportation and
healthcare savings, other purchases that fuel retail spending, home buying and
associated economic development projects return to the private sector.
Trail networks can also connect residential developmentto commercial development.
Many younger, skilled workers prefer locations that offer live-work-play residential
options, options often found in urban or downtown settings. Suburban, commercial
developments may find themselves at a competitive disadvantage if they lack amenities
that provide workers with the ability to exercise during their lunch break or bike-commute
to work safely. Local parks and recreation can narrow the amenity gap by collaborating
with commercial property owners to create more direct access to trail networks.
In May of 2018, the George Mason University Center for Regional Analysis prepared a
report for the National Recreation and Park Association titled “Promoting Parks and
Recreation’s Role in Economic Development”. The study builds on previous NRPA
research on the economic importance of local park and recreation agencies by exploring
the role that quality park amenities play in 21st century regional economic development.
It reviews the impact that a community’s quality of life has on its ability to attract and
retain business and a talented workforce.
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Parksand recreation departments support environmentalstewardship and promote
health and wellness in communities. Moreover, local parks shape perceptionsof and
enhance the quality of life in communities. Corporate executives often include quality-of-
life considerations when making site location decisions. Arecent notable example is
Amazon, which specifically lists quality of life as a key factor in its search for a second
headquarters location.
“We want to invest in a community where our employees will enjoy living, recreational opportunities,
educational opportunities, and an overall high quality of life. Tell us what is unique about your community.”
\[Amazon HQ2 RFP\]
Ultimately, a wide array of factors—the availability of skilled talent, interstate highway
access, proximity to key markets, for example—determines site location decisions.
Places that possess a high quality of life—including a wealth of recreational amenities—
are more likely to attract highlyskilled, educated and entrepreneurial workers. The
presence of these workers, in turn, attracts companies.
Many factors drive corporate site-location decisions, butquality-of-life factors (e.g., school
quality, access to amenities, cultural opportunities) increasingly have become critical
ones. According to Area Development magazine’s annual survey of corporate
executives, 76% of corporate executives identify quality-of-life factors as “Very important”
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or “Important” in their site location decisions—up from 55% in 2005.
Interviews with several site-selection consultants reaffirm that talent attraction and
retention considerations determine how companies prioritize quality of life. Firms that
hire primarily from a local labor force (e.g., manufacturing, distribution, call centers) are
less likely to prioritize quality of life; they assume that current residents—the existing
potential workforce—are satisfied with the current quality of life in their communities. In
contrast, companies looking to locate office operations (e.g., headquarters, technology
driven firms, regional shared-service centers or professionaland business services) often
recruit regionally, nationally, or even internationally. These companies want their offices
and facilities in locales where their future employees want to live.
Site selectors also emphasize the short- and long-terminfluence of quality of life. In the
short term, quality-of-life factors are important to firms relocating their headquarters or
significant numbers of skilled and educated workers. To retain these workers, however,
companies mustconsider factors ranging from school quality to cultural and recreational
amenities.
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http://www.areadevelopment.com/Corporate-Consultants-Survey-Results/Q1-2016/corporate-executive-site-
selection-facility-plans-441729.shtml
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Small-and medium-sized, entrepreneurial or family-ownedcompanies are even more
likely to put emphasis on theavailability of these factors, as they want the communities
in which they locate to reflect their corporate culture or values. For example, companies
that emphasize outdoor recreation—whether because they specifically produce/sell
products for this market or their brand is well aligned with an active outdoor lifestyle—
tend to prefer places with extensive outdoor recreational opportunities. Over the longer
term, companies need locations that will not only make their current workers happy, but
what will make their locations attractive to future workers.
Companies and site selectors also note sustained positive changes in a community.
Established or on-going investments, such as upgrades in downtown parks, public spaces
or other public facilities can impress company relocation representatives. Such changes
work to a community’s benefit over the long run.
Recommendations:
1. Eagle’s Economic Development Department should work hand-in-hand with the
City’s Parks and Recreation Department and the Pathways and Trails Department
to proactively pursue a partnership that creates new and greater opportunities for
its residents to participate in outdoor activities and to demonstrate to visitors and
prospective companies alike that Eagle’s lifestyle and culture centers on outdoor
activity and environmental stewardship. This in turn would be used by the
economic development department to help shape the community’s marketing
message. The City should position itself as a city that “Nurtures a culture of
outdoor activity”.
2. The economic development staff, parks staff and trails/pathways staff should have
quarterly meetings at a minimum to enable greater communication, coordination
and collaboration.
3. Eagle should look at further enhancing public spaces within the City, to include;
along trails and pathways. These public spaces should include a diverse array of
amenities and activities.
4. Eagle should look at the creation of a regional park where local, regional and
national events could be held. Creating a location for regional and national events
helps Eagle not provide more amenities to its residents, but provides a location to
host local, regional and national events.
Placemaking. Strengthening the connection between people and the places they share
is known as “Placemaking.” Defined, it is a multi-faceted approach to the planning, design
and management of public spaces. It capitalizes on community assets, inspiration, and
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potential with the intent of promoting people’s health, happiness and well-being. Public
art is a component of Placemaking, and Eagle has an opportunity to stand out from other
communities by incorporating public art at key locations. Public art can be visually
transformative by adding beauty, identity and character to an area. It has the potential to
embrace the history, values and needs of a community, and foster a new breed of
entrepreneur and business owner.
Recommendations:
5. Eagle should go through a formal branding process; discover what is unique about
Eagle and market it consistently; using colors and style.
Housing Diversity. Housing Diversity refers to the range of housing options available to
residents of Eagle. Offering a diverse mix of housing, in cost, unit types, and
neighborhood settings is important to meet the needs and preferences of all residents.
Closely related to housing diversity is housing affordability. There is a significant shortage
of affordable housing in Eagle. The shortage is particularly prevalent due to new
residential construction primarily consisting of large, detached single-family units offered
at prices out of reach for moderate-income families. In addition, housing trends indicate
that more people, regardless of the generational age, are looking for housing with less
maintenance, and at lower price points.
Encouraging housing diversity offers the following benefits:
Economic Stability: Housing that is affordable to the workforce is critical to the local
economy, and directly impacts the ability of employers to recruit and retain staff.
Businesses, commercial establishments, school districts, universities, and municipal
governments that employ workers at moderate-income levels will benefit from more
diverse housing choices.
Commuting and Traffic Advantages: The shortage of affordable housing causes young
professionals and families to locatein outlying areas, requiring lengthy commutes to and
from their jobs. Transportation costs and traffic congestion can be reduced when diverse
housing options, close to employment centers, are provided.
Accommodating our Aging Population: The growing population of seniors living longer,
healthier lives, suggests that demands for diverse housing options will increase. Housing
that addresses the spectrum of income levels and lifestyle choices or limitations will allow
seniors to remain in their homes and contribute to their local communities.
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Sustaining Families:Diverse, affordable housing is critically important to the health and
well-being of children and families. When housing needs are appropriately met, children
are more likely to be healthy and perform well in school, and parents are more likely to
be productive members of a strong workforce.
Recommendations:
1. There is an opportunity for the City to lay the groundwork that encourages
developers to build more dense neighborhoods within the downtown planning
areas and within strategic locations in Eagle, but still maintain the firm design
guidelines that has made Eagle what it is today. Density is appropriate also along
major corridors, that encourage street level activity and provide for parks, plazas,
public art and connectivity to adjacent properties. Subdivisions could achieve
small increases in density where there is a transition between single family larger
lots and smaller lots,multi-family or non-residential areas.
2. The 2017 Eagle Comprehensive Plan provides guidelines for not only density but
for height allowances within certain areas in the City. Supporting the allowance of
buildings to be built vertical in accordance with the Comprehensive Plan can prove
to be beneficial as floor area square footage can be increased and still provide
ample area for open green space.
Local Opportunities and Challenges
Competitive Market. Situated in the valley of the Metropolitan Boise area, Eagle is
part of a regional economy and as such competes with other communities which have
better proximity to major freeway corridors and possess fully serviced sites and
existing buildings that end users desire. As these competing communities continue
to grow, developers will invest their dollars in these cities by building more office and
commercial space to accommodate the future demand. Eagle will need to meet this
fundamental challenge by providing its own fully serviced sites and existing buildings
in order to capture some market share.
Recommendations:
1. Eagle should develop strong local incentives and express permitting policies
to increase the competitiveness of the Eagle market.
Sites and Buildings. One of the first steps in the site selection process is the
identification of existing buildings or shovel ready sites. According to Boise Valley
Economic Partnership (BVEP), the regional economic development association, 95%
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of their prospects are looking for existing spaceinitially, however, a small number
(10%) of projects will come back and consider a build to suit option after they evaluate
the market and realize there is no existing space available that meets their needs.
The majority of industrial projects are seeking space greater than 50,000 square feet,
but there is a lot a variability in this market, for instance, over the last three (3) years,
25% of the industrial projects looked for buildings greater than 100,000 square feet.
For office users, 80% are looking for space between 10,000-60,000 square feet, with
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only 10% of office users looking for space less than 10,000 square feet.
The City is missing out on prospect activity due to the lack of existing buildings to
accommodate office, retail or other commercial prospects. In terms of vacant fully
serviced parcels, the City has four (4) fully improved commercial developments that
have vacant land that is shovel-ready, and one (1) development that is close to being
shovel-ready. Most of the land within these developments is smaller in size and could
not necessarily accommodate a larger facility unless it was built vertically, which
could be challenging in Eagle’s political climate where lower height buildings are
preferred.
In addition, Eagle has a large number of developers within these commercial areas
that prefer to build and lease the structure and are not necessarily open to selling the
property. This can be beneficial, but also be limiting to those companies that want to
invest permanently within the community and purchase.
For employment type uses, Eagle is limited in areas appropriately zoned for these
types of industries. Eagle should preserve the land devoted for these types of
employment and business park uses and hold firm to the Comprehensive Plan future
designations.
Recommendations:
1. The City could incentivize developers that are willing to build speculative
buildings or create shovel-ready sites, especially on the west end of Eagle.
2. Because Eagle does not have a large supply of land for commercial
development within its core, the City should look at preserving and annexing
land to the west of Linder, along major corridors, such as; State Highway 44
and State Highway 16. Other corridors to consider for commercial
development are; along Beacon Light, between N. Palmer and Hwy 16; along
W. Floating Feather, between N. Palmer and Hwy 16; along N. Palmer
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Boise Valley Economic Partnership (BVEP), data is based on only projects that their regional organization has
worked on
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between Hwy 44 and W. Floating Feather. Properties to the East of Linder
along Hwy 44should also be slated for mixed-use development.
3. The City should look into the potential of creating a second urban renewal
district within the area that encompasses Hwy 44 to Beacon Light and Hwy 16
to N. Palmer. This process would first require a valuation of the revenue
allocation area base values to ensure they do not exceed ten percent (10%) of
the current assessed valuation of all taxable property within the municipality.
4. Other areas with opportunity for commercial development and revitalization is
the downtown core and properties within the East End/Parkinson Area. These
areas lie within the Eagle Urban Renewal (EURA) District Boundaries. The
City should partner with the EURA to invest in beautification efforts within these
areas. Specifically, along E. State Street between E. McGrath Road and N.
Parkinson Street; the area that is currently being used as a trailer park is prime
commercial land for development.
5. Eagle currently has a small industrial park, located off of E. State Street in the
East End/Parkinson Area, that consists of four (4) buildings with rentable
spaces for smaller manufacturing and industrial uses. These buildings are at
full capacity and the City is still getting many requests for industrial space.
Industrial space in Eagle would include spaces that accommodate custom
furniture manufacturers, custom cabinet and door manufacturers, outdoor
products manufacturers, leather product manufacturers, and similar light
manufacturing type industries where manufacturing is done completely within
the enclosed building and produces no loud noises, smells or odors that are
disruptive to the surrounding neighborhoods. It would be beneficial for Eagle
to invest in additional land and buildings for industrial space, as these spaces
could also be used by entrepreneurial start-ups or be used as maker spaces.
Infrastructure. The City has done a remarkable job in planning for infrastructure
improvements and coordinating these efforts with outside agencies. But as a small
community with finite resources, it’s challenging to fund water and sewer
infrastructure in advance of growth, especially when the City does not control the
sewer or all of the water infrastructure within the City. In addition, with streets being
under the authority of Ada County Highway District and Idaho Transportation
Department, it is difficult to get specific street improvements and/or major expansions
funded or put on the priority list when you are in competition with other needs in the
county and the state. Servicing future employment centers, such as the land on the
west side of Eagle, east of Highway 16, between State Highway 44 and Beacon Light
Road, and along State Highway 44, will require a commitment to prioritization of
public investment that is in support of job creation. This will set the stage for private
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sector investment/development to follow and will make Eagle more competitive for
the larger employment uses.
Recommendations:
1. It is recommended that Eagle develop an economic development committee
to discuss potential growth, infrastructure, and how best to prioritize and
partner for investments. The decisions or recommendations from the
committee should then be incorporated into the City’s Capital Improvement
Plan. This committee should have representation form ACHD, ITD, Eagle
Sewer Company and all water providers.
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Site Selection and Development Processes. When a company is looking for a
location to locate their business, one of the first things they do is start collecting
information via the internet. The internet is a key tool for the site selection world; that
is why it is important for a community to have an economic development presence
on their website with readily available, high-quality information. Over the years, the
timeline for economic development projects has changed; in the past it was not
unusual to see a "regular" project (i.e., no unusual site requirements, abnormally
large in scope, etc.) take 12 months from start to finish for a location to be selected.
For a large, complicated project, it could take 18-24 months for a company to decide
as to where to locate a facility or longer. Those timelines still remain true in some
cases, but the one thing that has changed is the speed at which these projects want
to move, and that impacts the location decision.
Companies not only look at the labor market, wages, operating costs, and the
community’s welcoming climate; companies look at how long and how difficult is it to
get through the government processes, the friendliness of city staff, the willingness
of the community to go above and beyond, and of course, incentives. But, at the end
of the day, time can kill any project, and when this happens, it often leads to missed
opportunities and could have a negative impact on the perception of a community to
do business.
Eagle has a desire to have stringent design guidelines to ensure the quality and
aesthetics of the community. This shows that Eagle knows who they are and what
they want to be as a community. However, complex rules with redundant processes
could make it difficult to advance worthy projects. Each of the communities within
the Boise Metro area have their own processes for approving development projects,
zoning changes, and other land-use actions; all have to comply with the Idaho Land
Use Planning Act, but some add additional steps beyond what is minimally required
by law. And, yet all of these processes have one thing in common; developers
complain that approvals take far too long and the process is unpredictable.
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Area Development Site Selection Factors/Strategies
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Discussions with financial providers, developers, external economic development
agencies, and other economic developers within the region, along with the evaluation
by the City of Eagle’s economic development director regarding Eagle’s development
processes has revealed some redundancies and inefficiencies that could negatively
impact economic development but could be easily corrected. The information below
provides a summary of the issues and potential opportunities to streamline the
processes.
Design Review. In the past, Eagle’s design process involved the applicant
going before the Design Review Board for approval of building architecture,
design, landscaping, colors, etc. Not too long ago, the process was changed
to require applicants to go before the Design Review Board for a
recommendation, and then go before City Council for either approval or denial.
The City Council could then approve the applicant’s design, or the City Council
could recommend changes, in which case, the applicant would then have to
go back before the Design Review Board. This process is redundant and
leaves the applicant feeling frustrated due to the timeline constraints and the
unpredictability. In addition, the approval of an applicant’s design is very
subjective due to the fact the architectural standards are outdated and do not
reflect all of materials and architectural styles used in the today’s market.
Recommendations:
1. Eagle has the opportunity to improve the processes through an update of their
architectural standards with feedback from the community, designers and
developers.
2. Eagle could also streamline the process by either going back to the original
way of processing design review applications by having just the Design Review
Board with necessary experience approve the application and that would be
the final action; or, if the City’s elected officials want to be the deciding factor,
then adjust the process to have the City Council act as the Design Review
Board making the only decision.
Another option would be to revisit the entire design review process to create
some thresholds in which: some applications can be approved at staff level;
some go to the Design Review Board only, and some larger developments or
buildings would go through both.
Comprehensive Plan. The City of Eagle has done a great job updating their
Comprehensive Plan to help them set out a policy framework that informs, rather than
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reacts to, development projects as they are proposed. This strategic plan should
work in partnership and as an additional component of the Comprehensive Plan.
Recommendations:
1. The City needs to work at updating their zoning ordinances to reflect the
updated Comprehensive Plan.
2. The City should regularly update all boards and commissions on the
comprehensive plan and its contents to provide clear direction for future
planning and development projects. This EDSP recommends going through
one chapter of the Comprehensive Plan each month at a City Council Meeting.
Chapters do not have to be addressed in order and should start with the most
important and critical chapter that corresponds to any current issues. The
presentation to the City Council should include reviewing the action plans
associated with the chapter and an update on where the City is within the
action timeline (things completed, in process, unachievable, needing more
resources).
Zoning Ordinances. Eagle has done a great job creating zoning ordinances to
match what the City wants to look like and who they want to be; however, a large
percentage of the zoning ordinances were done many years ago and need updated.
In addition, some of the ordinances need to be modernized to accommodate the city’s
desire for economic development.
The City should consider amending the following ordinances:
1. Home Occupations
2. Landscaping and Buffer Area Requirements
3. Design Requirements, Objectives and Considerations
The Home Occupation section of the code is very limiting and does not help support
entrepreneurism and small business start-ups in the community.
Recommendations:
1. Amend the ordinances to allow a limited number of clients/customers the ability
to come to the home to do business.
Landscaping and Buffer Area Requirements within the City ordinances require the
retention of existing trees or the replacement of existing trees within all areas within
the City, including the downtown. Downtowns are very unique and different from
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other parcels of land within a community. Downtown development is meant to be
conducive to pedestrian traffic and not vehicular traffic. In creating this safe, walkable
environment, buildings should have the ability to be built up to the property lines, and
landscaping should not be required at the rear or side property lines within the
downtown areas.
An overall recommendation would be to create an ordinance chapter specifically to
address design and streetscape for the downtown areas.
Recommendations:
1. Amend the ordinances to establish and urban treeenvironment where trees
are placed in specific locations.
2. A specific landscaping/streetscape plan should be developed for the downtown
areas. The different areas within downtown could have options for streetscape
based on the theme of the area, or the City could have one (1) theme for all of
downtown that is different from the rest of the City. It is recommended the City
create different streetscapes based on the location within the downtown areas,
but that all streetscapes should complement each other, yet give the visitor
(whether local or non-local) the feeling of leaving one area and entering into
another.
The “Design Requirements, Objectives and Considerations” section of the code
currently has specific requirements for the Downtown Development Area (DDA) that
addresses off-street parking. Within a downtown core, it is beneficial for businesses
to have the ability to have a building that stretches from the front and back lot lines to
the side lot lines. This allows again for the more pedestrian oriented development
and allows for more boutique style retail/office and residential to fit on a parcel, as
downtown parcels are generally smaller in size. Density should be encouraged in a
downtown in order to make a downtown a “destination”; a destination for local
residents, employees and visitors. Over the years, strategies for parking in a
downtown have changed significantly. This is also as a result of downtowns being
revitalized as pedestrian-oriented neighborhoods instead of vehicular-oriented.
Eagle City Code currently requires off-street parking within the downtown. Although
the parking requirement in downtown is reduced by 50%, off-street parking in
downtowns should be allowed, but not required. Eliminating the requirement for off-
street parking will open up the opportunity for businesses to expand and new
businesses to build in downtown.
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Recommendations:
1. The City in partnership with the EURA should hire an outside consultant to
conduct a parking study.
2. The City in partnership with the EURA should invest in outreach materials,
directional signage and maps of public downtown parking areas, to include;
side streets where parking is permitted.
3. The City should begin discussions with ACHD about striping parking spaces
within the downtown, and about providing more right of way area east of 2nd
Street, along both sides of State Street for parking.
4. The City and the EURA should strategically invest in property downtown that
could serve a dual purpose. Strategic investments within downtown could
provide for more parking availability and address economic growth and quality
of life amenities as well.
Connectivity. Eagle is currently working with ACHD and ITD to address some of
the connectivity needs within the community. This includes; the connection of Hwy
16 to I-84, the widening of Linder Road, a pedestrian connection across Eagle Road
and State Hwy 44, and the quadrant alternative at Eagle Road and E. State Street.
Recommendations:
1. It is recommended the City have further in-depth conversations about
additional north-south connectivity over the Boise River and helping to create
the pedestrian-oriented redevelopment of downtown through more
transportation alternatives beyond the quadrant alternative.
INDUSTRY TARGETS
Eight (8) primary industry targets have been identified for Eagle that will foster diverse
job creation, complement the City’s existing strengths and assets, and generate
wages for area residents. Some, but not all of the target sectors listed below have
strategic considerations to leverage the growth of these clusters.
PRIMARY TARGET INDUSTRY SECTOR #1:
Professional, Scientific and Technical Services
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The professional, scientific, and technical services sector consists of a single
subsector, Professional, Scientific, and Technical Services: NAICS 541. The
subsector consists of these industry groups:
Legal Services: NAICS 5411
Accounting, Tax Preparation, Bookkeeping, and Payroll Services: NAICS 5412
Architectural, Engineering, and Related Services: NAICS 5413
Specialized Design Services: NAICS 5414
Computer Systems Design and Related Services: NAICS 5415
Management, Scientific, and Technical Consulting Services: NAICS 5416
Scientific Research and Development Services: NAICS 5417
Advertising and Related Services: NAICS 5418
Other Professional, Scientific, and Technical Services: NAICS 5419
Professional, Scientific and Technical Services operations have minimal
infrastructure requirements. Office space and high-speed internet are usually the
basic requirements for a firm to operate. Instead, talent availability is more important.
If they are to thrive, Professional Services firms must be able to attract and retain
talent. Quality of life is another critical location factor, as it facilitates the ability of
Professional Services firms to recruit and retain the best talent.
Site Location Considerations:
Availability and access to labor
High Educational Attainment
Close proximity to interstates and highways
Access to regional airport
o Direct service to major markets across the country via Boise Airport
Existing Buildings
Build-to-suit options
High-quality design standards which affords high-quality office space
Adequate power and telecom with redundancy
State and local incentives
Existing cluster within Eagle and the region
Strong industry growth expected over the near term
High Quality of life attributes, such as;
o Quality schools
o Lower taxes
o Ability to get MBA/Advanced degrees
o Cultural and recreational options
o Specialized health care services
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o Other quality of life amenities that appeal to millennials, young
professionals, and business executives
Strategic Considerations:
1. The lack of existing larger office space and the need for shovel-ready sites
should be addressed through strategic future planning and developer
initiatives.
PRIMARY TARGET INDUSTRY SECTOR #2:
Headquarters Operations
Headquarters Operations includes both corporate, regional and other headquarters
operations. Companies (both public and private) must deal with the challenges of
placing their headquarters where it provides a strategic advantage while managing
costs, being where it is attractive to top talent and meets the personal needs of the
top executives.
Eagle possesses several assets that indicate it would be an ideal location for
headquarters operations. A key requirement for headquarters locations is air travel.
One of the advantages for Eagle is that it is within close proximity to the Boise Airport
(BOI). The airport currently provides departures to 20 non-stop locations.
Since upper level management positions are typically recruited for a headquarters
location, quality of life becomes a key consideration. While quality of life is always
subjective, it is important to look at certain considerations such as education,
available healthcare and cultural and recreational activities. Many of the schools
within Eagle are recognized for quality education. Eagle also has a strong healthcare
system with two major hospital systems: St. Luke’s and Saint Alphonsus. The City
of Eagle also has many other quality of life amenities, including Ada/Eagle Sports
Complex, the Eagle Foothills, the Boise River, Championship Golf Courses, and
many restaurants, among other amenities.
Site Location Considerations:
A highly educated and skilled workforce
o Lower level staff
o Senior staff
Close proximity to interstates and highways
Access to regional airport
o Direct service to major markets across the country via Boise Airport
Multi-tenant buildings in a high-end location for smaller operations
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Build-to-suit options or single-tenant buildings in a high-end location for larger
operations
Access to business support services, such as; shipping services, catering for
special events, printing, consulting, marking, advertising, etc.
State and local incentives
Quality of life attributes, such as;
o Quality schools
o Lower taxes
o Ability to get MBA/Advanced degrees
o Cultural and recreational options
o Specialized health care services
o Spousal employment
o Other quality of life amenities that appeal to executives and young
professionals
Strategic Considerations:
1.Target companies with headquarters operations in cities that are within a direct
flight of the Boise Airport.
2.Market what Eagle has to offer for young professionals, educated executives
and families.
3.Use LinkedIn and various other platforms to connect with corporate executives
4. Promote the need for shovel-ready sites and more existing buildings of larger
size, particularly Class A office space.
PRIMARY TARGET INDUSTRY SECTOR #3:
Back Office and Administrative Support Services
This sector includes client or contract services, administrative processing (human
resources, accounts, etc.), back office, building maintenance services, web & other
design services, data entry, and information tech support services.
The sector is in an office environment with predominantly college-trained employees
in skills such as: computer software/information technology, accounting/finance,
human resources, marketing, paralegal, employee benefits, insurance, investments,
etc.
Site Location Considerations:
Access to regional airport
o Direct service to major markets across the country via Boise Airport
Close proximity to interstates and highways
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Adequate power and telecom with redundancy
A well-educated workforce
Access to business support services (shipping, printing, etc.)
State and local incentives
Quality of life attributes, such as;
o Quality schools
o Lower taxes
o Ability to get MBA/Advanced degrees
o Cultural and recreational options
o Specialized health care services
o Other quality of life amenities that appeal to millennials and young
professionals
PRIMARY TARGET INDUSTRY SECTOR #4:
Financial Services and Insurance
The Finance and Insurance sector consist of these subsectors:
Monetary Authorities - Central Bank: NAICS 521
Credit Intermediation and Related Activities: NAICS 522
Securities, Commodity Contracts, and Other Financial Investments and
Related Activities: NAICS 523
Insurance Carriers and Related Activities: NAICS 524
Funds, Trusts, and Other Financial Vehicles: NAICS 525
Site Location Considerations:
Eagle has marketable assets that could support new business recruitment and
expansion of existing businesses within the Financial Services and Insurance sector.
Some of those assets include:
Educated workforce with technical backgrounds
Access to regional airport
o Direct service to major markets across the country via Boise Airport
Close proximity to interstates and highways
Adequate power and telecom with redundancy
Access to business support services (shipping, printing, etc.)
State and local incentives
Quality of life attributes, such as;
o Quality schools
o Lower taxes
o Cultural and recreational options
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o Specialized health care services
o Other quality of life amenities that appeal to millennials and young
professionals
Strategic Considerations:
1. Communicate the lack of larger office space to developers. Explore areas to
incentivize developers to build speculative space.
2. Promote the need for shovel-ready sites and existing buildings.
PRIMARY TARGET INDUSTRY SECTOR #5:
Retail Trade
The retail trade sector is part of the trade, transportation, and utilities super sector.
The retail trade sector comprises establishments engaged in retailing merchandise,
generally without transformation, and rendering services incidental to the sale of
merchandise. The retail trade sector consists of these subsectors:
Motor Vehicle and Parts Dealers: NAICS 441
Furniture and Home Furnishings Stores: NAICS 442
Electronics and Appliance Stores: NAICS 443
Building Material and Garden Equipment and Supplies Dealers: NAICS 444
Food and Beverage Stores: NAICS 445
Health and Personal Care Stores: NAICS 446
Gasoline Stations: NAICS 447
Clothing and Clothing Accessories Stores: NAICS 448
Sporting Goods, Hobby, Book, and Music Stores: NAICS 451
General Merchandise Stores: NAICS 452
Miscellaneous Store Retailers: NAICS 453
NonstoryRetailers: NAICS 454
Recent data from ESRI Business Analyst reports indicate a positive value in retail
gap of over $209 million. A positive value represents “leakage” of retail opportunity
outside the trade area. A negative value represents a surplus of retail sales, a market
where customers are drawn into Eagle from areas outside of Eagle. The retail gap
of $209 million represents the difference between the Retail Potential (Demand) and
the Retail Sales (Supply). The Demand estimates the expected amount spent by
consumers at retail establishments and the Supply estimates sales to consumers by
establishments.
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Site Location Considerations:
Population and rooftops
Flexible commercial options
Access to workforce
Low cost of doing business
Quality of life
Retail supply, demand and gap
Eagle’s residents would benefit from an increase in the retail trade sector as it would
provide local options for residents instead of having to drive to neighboring
communities to shop or dine and would provide more amenities to workers within the
community. In addition, increasing the retail marketplace in areas where extreme
leakage is occurring would provide more local dollars within the community to local
businesses.
Strategic Considerations:
1. Market what Eagle has to offer for retailers; develop a marketing brochure
specific to retail (daytime population, trade area population, consumer
spending characteristics, retail supply and demand, income, households).
2. Research site location requirements for retail companies and target those
where Eagle meets or is close to the threshold.
PRIMARY TARGET INDUSTRY SECTOR #6:
Leisure and Hospitality
The leisure and hospitality super sectorare part of the service-providing industries
super sector group. The leisure and hospitality super sector consist of these sectors:
Arts, Entertainment, and Recreation: NAICS 71
o Performing Arts, Spectator Sports, and Related Industries: NAICS 711
o Museums, Historical Sites, and Similar Institutions: NAICS 712
o Amusement, Gambling, and Recreation Industries: NAICS 713
Accommodation and Food Services: NAICS 72
o Accommodation: NAICS 721
o Food Services and Drinking Places: NAICS 722
Full-Service Restaurants: NAICS 7221
Limited-Service Eating Places: NAICS 7222
Special Food Services: NAICS 7223
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Drinking Places (Alcoholic Beverages): NAICS 7224
Site Location Considerations:
Population
Low cost of doing business
Adequate public infrastructure
Access to workforce
Retail supply, demand and gap
Quality of life
Tourism
Eagle’s residents would benefit from enhanced offerings in the Accommodation and
Food Services sector as it would provide local options for residents instead of having
to drive to neighboring communities to dine. In addition, providing additional lodging
within the City would benefit visitors or companies that may be having corporate
events or conferences.
Strategic Considerations:
1. Market what Eagle has to offer for restaurants; develop a marketing brochure
specific to retail (daytime population, trade area population, consumer
spending characteristics, retail supply and demand, income, households).
2. Research site location requirements for restaurants and hotel companies and
target those where Eagle meets or is close to the threshold.
3. Survey residents.
PRIMARY TARGET INDUSTRY SECTOR #7:
Outdoor Recreation/Rec Tech
The City of Eagle recognize that the outdoor recreation industry contributes to a
high-quality of life, which helps attract, support, and foster business growth.
Outdoor and adventure products can be defined as apparel, equipment, footwear,
gadgets, or other manufactured goods that are designed specifically for use in one
or more of the following activities: boating (powered or unpowered), camping,
backpacking, hiking, bicycling, jogging, fishing, hunting, skiing, snowboarding, or
the use of off-road all-terrain vehicles (ATV’s). Key drivers of consumer spending
on outdoor products are disposable income, time spent on leisure and sports, and
participation in sports.
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Site Location Considerations:
Access to regional airport
o Direct service to major markets across the country via Boise Airport
Close proximity to interstates and highways
Adequate public infrastructure
Availability of semi-skilled labor, as well as white-collar professionals such as
design technicians; students with outdoor centric business skills
Access to business support services (shipping, printing, etc.)
State and local incentives
Ability to test products right outside your back door
Household and disposable income
Active population
Strategic Considerations:
1. Grow the Eagle’s outdoor recreation sector and target “rec tech” (recreational
technology) and other outdoor product manufacturers by leveraging both
existing industry referrals and the growing national reputation of Eagle and the
region as an outdoor destination.
2. Recruit more companies by promoting Eagle and Eagle’s outdoor industry
firms.
3. Seek out niches in the market that are underserved to actively recruit.
4. Advocate for the development of more existing buildings to house industrial
type uses or flex space.
EMERGING AND DEVELOPMENTAL TARGET INDUSTRY SECTOR #1:
Health and Wellness
The Healthcare and Wellness cluster includes a dynamic and growing group of
industries that provide preventive, curative, and rehabilitative services offered by
healthcare providers, medical and specialty hospitals, kidney dialysis centers, and
other healthcare and wellness organizations. Wellness refers to the healthy condition
a person obtains through reaching a balance in lifestyle, whether through fitness, diet,
emotional, social, and/or spiritual pursuits. This sector includes establishments
providing health care for individuals, including ambulatory health care services and
hospitals as well as recreation, sports training, and physical rehabilitation. The
services provided by establishments in this sector are delivered by trained
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professionals. All industries in the sector share thiscommonality of process, namely,
labor inputs of health practitioners with requisiteexpertise
The healthcare sector functions as both a significant economic driver and a vital
quality of life asset. In addition, healthcare occupations include a number of high-
wage positions, with a robust career ladder offering multiple points of entry.
Furthermore, projections for continued growth, fueled by a wide range of trends—
including the aging Baby Boomers and continued emphasis on medical testing and
advanced technologies—makes this sector an attractive target for expansion across
the country. Locally, the presence of major healthcare facilities (St Luke’s and Saint
Alphonsus) make it a fit for Eagle.
Site Location Considerations:
Access to markets/customers
Access to primary healthcare facilities
Availability of medical and professional office space
Availability of trained or trainable healthcare workforce
Proximity to institutions of higher learning and medical schools
Proximity to outdoor recreational opportunities
Proximity to population growth center and/or retiree destinations
Quality of place
Reliable communications infrastructure
Strategies for the recruitment and expansion of firms in this sector often differ from
traditional approaches. For some industries, such as hospitals, the focus is likely to
be on the retention of existing facilities and the development and recruitment of talent.
Recruitment strategies for other industries, including doctors’ offices and
testing facilities are closely tied to the availability of appropriate office space.
Strategic Considerations:
1. Work with St. Luke’s, Saint Alphonsus and other medical organizations to
target service providers, suppliers, and other related companies for relocation
or expansion in Eagle.
2. Promote the large concentration of high-skill occupations to various healthcare
industry prospects.
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3.Coordinate with higher education entities to match graduates to available
positions within Eagle.
4. Focus business retention and expansion activities on existing healthcare
facilities to ensure they stay and grow in Eagle.
5. Ensure an adequate supply of office space for the development and expansion
of doctor’s offices, labs, testing facilities, and related.
6. Pursue the growth of medical specialties to serve Eagle’s demographics and
population.
EMERGING AND DEVELOPMENTAL TARGET INDUSTRY SECTOR #2:
Manufacturing
The manufacturing sector is part of the goods-producing industries super sector
group. Although Eagle may not be a competitive market for many of the medium to
heavy manufacturing subsectors, Eagle is advancing its competitiveness for specific
types of light and advanced manufacturing.
Small, growing clusters of manufacturing currently exist in Eagle with Hydrus Board
Tech, Woodlab, Bardenay Distillery, 3-Horse Ranch Winery, Global Energy &
Lighting, Bentley Door Company, Camille Beckman, Telongo LLC, High Desert
Hardwood, Bagmaker, Eagle Woodwright, Sweet Valley Cookie Co., Great Harvest
Bread Co., and more.
Although the target industry analysis resulted in manufacturing as a whole being more
of an emerging industry, for the purposes of the strategic plan, the recreation
technology/Outdoor Products subsector is a primary target sector. Other types of
light manufacturing industries could become primary target industries as the City
continues to grow and advance its economic development competitiveness.
In addition, with a high location quotient for manufacturing in the region, Eagle could
be a market for suppliers of larger companies. Eagle has a strong transportation
network and proximity to a large customer base.
Site Location Considerations:
Access to markets/customers
Access to primary healthcare facilities
Availability of entry-level and skilled workforce
Proximity to workforce training and apprenticeship programs
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Proximity to outdoor recreational opportunities
Quality of place
Reliable communications infrastructure
Strategic Considerations:
1. Advocate for the development of more existing buildings to house industrial
type uses or flex space.
CORE OBJECTIVES, GOALS, STRATEGIES
AND PRIORITY ACTIONS
The strategic goals and potential implementation approach for Eagle addresses both
market opportunities and finding ways of building from and enhancing existing
strengths in Eagle’s business base and labor force while leveraging assets. These
goals also address current practices and suggest initiatives that will improve the City
of Eagle’s approach to economic development. Lastly, the strategic goals address
future business opportunities and the monitoring of regional and national trends that
can potentially impact Eagle’s economy.
The strategic goals and recommended implementation approaches are intended to
provide an actionable program that the City can use to address its short- and long-
term economic development challenges and opportunities. Taken together, these
goals and implementation measures will help Eagle maintain its strategic advantages
while addressing market opportunities and useful changes to existing practices in
order to enhance their competitive position. Actions are described in categories and
are in short-term (1-2 years) and long-term (2-5 years). Actions that are immediate
and on-going are also shown under the short-term category.
The success of this ambitious strategy requires alignment of goals and funding
priorities between City departments and outside agencies and organizations. The
City will need to collaborate with public and private sector partners throughout the
community/region to carry out the actions recommended by the strategy. Oversight
of the implementation of the strategy will be managed by the Economic Development
Department at the direction of the Mayor. Additional staffing for economic &
community development should be considered to help execute as many of the actions
as possible within the five (5) year time frame. Increasing the staff level of economic
and community development sooner than later will also prove beneficial when the
City reaches a population of 50,000 and becomes and entitlement city that can
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receive Community Development Block Grant Funds (CDBG) from the federal
government.
Without adequate staffing and resources this economic development plan will not be
successful. This strategy requires reliable multi-year operating support for the key
initiatives, including work that supports job growth, capital improvements that foster
economic development, and marketing and promotion that brands and propels the
community forward.
Goal 1: Business Development & Vitality
Grow and promote a business-friendly culture that fosters a vibrant city economy through business attraction,
expansion, retention and entrepreneurial programs with a refined industry framework.
Underlying Circumstances: In the context of an ever-changing and adapting global
economy, it is incumbent upon Eagle to utilize a holistic, proactive economic
development model, with a long-range vision and carefully managed goals and
strategies that place a premium on flexibility, agility, and a willingness to toss old
habits aside. In addition, some of the City’s current policies regarding zoning,
landscaping, parking, and other related issues must be re-aligned with today’s rapidly
changing economic environment.
Strategies and Actions
Strategy #1: Strengthen Eagle’s business climate and foster a solution-based
culture of customer service across all City departments.
Short-Term Actions (1-2 years)
1.1 Educate all City’s departments and the City Council about the
interrelationships of what they do with economic development and plan how to
best integrate efforts for greater mutual efficiencies and support.
1.2 Ensure regulatory and city policies are supportive of business attraction and
expansion, especially as they affect existing businesses and target markets,
and recommend necessary changes that advance related government
efficiencies.
1.3 Further streamline the development processes and improve the customer
interface, where appropriate.
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a.Work with the Planning & Zoning Department, Building Department,City
Engineer, ACHD, ITD, Health Department, Police Department and Fire
Department to implement a permit process that proactively streamlines
processes, precludes problems and is consistent across the board, from
preliminary steps to final inspections.
1.4 Support efforts to accelerate development projects that will have the most long-
term impact on the economy, employment growth, quality of place amenities
and tax-base diversity; Implement a policy for fast-tracking of commercial
and/or industrial projects that meet a certain criterion for capital investment, #
of jobs created, or necessity.
1.5 Simplify and clarify regulatory processes for real estate development and
businesses; publish on website.
a. Use technology to make processes simpler for staff and customers.
b. Create a streamlined permit application and tracking systems.
c. Continue to improve Eagle’s website to be simpler and more interactive
for residents, small businesses, and developers.
d. Assist in the development of flowcharts and more descriptive checklists
that describe the permitting and land use processes and add these
flowcharts and checklists to the City’s website.
1.6 Monitor the competitive positioning of the City in regard to business attraction,
expansion and retention. Identify issues that negatively influence its economic
development potential and overcome these issues with creative solutions.
1.7 Employ a voluntary “conceptual plan review” process.
a. Allows applicants to schedule a time to meet with representatives from
various departments involved in the development and permitting
process to discuss the concept of a project early in the process.
b. Staff provides feedback and points out critical issues seen at the
concept phase
i. Planning
ii. Building
iii. Fire
iv. Water (if in City water area)
v. Economic Development
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Long-Term Actions (2-5 years)
1.8 Plan well in advance to mitigate negative effects during capital projects in order
to support businesses; e.g., additional signage, parking relief and other tactics.
1.9 Advocate for a software program and process for tracking and storing of all
land use applications, and all related plans, findings, approvals, amendments
and permits in one location.
1.10 Update city codes where necessary to create positive change that will
encourage more diverse growth of quality non-residential development;
Reduce barriers to economic growth, while recognizing regulatory function.
1.11 Identify additional resources/staffing to aid in economic development.
1.12 Build support for economic development among residents and businesses
through a public education and awareness campaigns that raises the profile of
the City’s successful business community and its contributions to the
community and the City’s economic development efforts, as well as the
importance of improving the business climate.
1.13 Build consensus on the process by which economic development incentives
are offered, negotiated, and approved, grounded in the principles of ensuring
responsiveness to opportunities while maintaining fiscal responsibility.
Strategy #2: Cultivating a robust entrepreneurship ecosystem and innovative
culture.
Supporting entrepreneurship and innovation is a critical part of this economic
development strategic plan. Many successful businesses in Eagle started as
entrepreneurs in their garages and have grown into large nationally known
companies, such as; Intuit.
Many of the necessary ingredients are already in place for Eagle to become a hub
for innovation and entrepreneurship. Nonetheless, a more proactive approach is
needed. The City’s support for entrepreneurial and innovative companies should
include three vital components: (1) identifying and promoting networking
opportunities, (2) encouraging the development of attractive collaborative space,
and (3) ensuring access to capital.
Embracing a focused entrepreneurship strategy as a core component of this
economic development plan is essential to Eagle’s future prosperity.
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Short-Term Actions (1-2 years)
2.1 Attract innovative, high-growth, early stage companies and entrepreneurs.
a. Create a database of early stage target companies for attraction efforts
through various sources.
b. Develop an outreach template to connect with target companies.
c. Promote investment opportunities in local SBIR and STTR awardees.
Use this to attract other early-stage companies to the City.
d. Engage experienced or serial entrepreneurs with a track record of
starting and growing companies.
2.2 Support the growth of microenterprise and small businesses.
2.3 Identify and incorporate local outreach partners within the City and within the
region for increased collaboration and resource sharing of vital information;
Partner with local and regional business resource agencies and organizations
to bring education and networking opportunities to Eagle.
2.4 Explore the creation of an Eagle Entrepreneurs Network group that could offer
meetups, mentoring, and an entrepreneurial chat forum.
2.5 Encourage high schools and higher education providers in the City to develop
entrepreneurship education programs and to incorporate entrepreneurship into
academic curricula.
2.6 Create and maintain a calendar of education and networking events on the
City’s website and on social media.
2.7 Actively recruit coworking spaces in Eagle.
Long-Term Actions (2-5 years)
2.8 Consider removing Eagle City Code some of the barriers to in-home
businesses to help foster entrepreneurship and small-business start-ups.
2.9 Consider and support the creation of a program that allows small shed-type
structures to be located and rented out to entrepreneurs seasonally at a
reduced rate to help them grow their business until they can afford to lease a
commercial space.
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2.10Advocate for the development of an incubator, makerspace or innovation hub
within Eagle.
2.11 Design a reverse-pitch competition to engage major corporations and other
organizations with needs for innovation. A reverse pitch is a program where
local businesses or industry groups can issue a request for proposal (RFP) for
specific products and services that local entrepreneurs and businesses can bid
on to provide solutions.
Strategy #3: Build and foster relationships with existing businesses.
A vibrant Business Retention and Expansion (BRE) program should be the
cornerstone of any economic development program. Endeavors to support the City’s
existing companies can promote job creation in a way similar to business recruitment
programs and can help create and maintain a healthy business climate. Ensuring the
long-term success of existing companies also benefits business attraction efforts, as
companies often talk to existing firms in communities before making their final
location decision.
In addition to creating a supportive business climate, a strong BRE program must
also help alleviate risks and vulnerabilities facing existing employers. This includes
identifying businesses that are at risk of downsizing or relocating for various reasons.
Eagle’s economic development program must continue gaining a strong
understanding of the needs of local businesses; not only gaining knowledge of the
problems or risks a business might be experiencing, but potentially gaining
information that could lead to growth from other sources, such as the recruitment of
suppliers and service providers.
Eagle’s existing clusters of professional and business services, corporate
headquarters, financial activities, and healthcare employers are the backbone of
Eagle’s economy. Eagle must make every effort to extend the same support provided
to prospects (including incentives), to its existing employers that meet target industry
thresholds.
The actions below represent a baseline of BRE activities that are needed to serve
the existing business community.
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Short-Term Actions (1-2 years)
3.1 Actively support existing business needs through a business retention and
expansion program. The program should include all existing businesses within
Eagle but have a priority focus on high-growth employers in target sectors.
The local business visits should be structured to achieve certain outcomes and
include data collection and testimonial collection.
3.2 Develop a questionnaire to capture critical information from business
executives and owners during visits. The information captured during the visit
should be routinely entered into the CRM database for future reporting and
decision-making.
3.3 Identify and incorporate local outreach partners within the City and within the
region for increased collaboration and resource sharing of vital information.
3.4 Prepare and administer an annual online business survey as a means for
keeping in touch with local businesses and documenting specific needs or
expansion plans.
3.5 Assist local businesses in finding appropriate development sites or buildings
for expansion.
3.6 Assist existing businesses with marketing; participate in Small Business
Saturday using the Small Business Administration’s free marketing materials.
3.7 Provide information to existing businesses such as; market research and
industry intelligence, financial resources for business expansion, technical
assistance, and workforce training.
3.8 Identify companies in target industries at risk of relocating or downsizing.
3.9 Identify companies in target industries with the potential for a major expansion.
3.10 Build an understanding of the major employers within each of the City’s target
industries and emerging opportunities.
3.11 Develop a set of internal and external BRE performance measures.
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Long-Term Actions (2-5 years)
3.12 Institute an intensive business appreciation week where "ambassadors"
(economic development partners and government officials) visit employers to
thank them for doing business in the City, offer assistance, and gather
information about the City’s business community.
3.13 Explore the creation of “business round table” meetings and a year-end
business summit. Business round table discussions allow business leaders to
interact in person with local partners in the areas of economic development,
small business assistance, talent recruitment, and education.
Strategy #4: Workforce Development and Talent Attraction.
Access to a skilled workforce consistently ranks at or near the top of the list of site-
selection factors. Communities capable of attracting, retaining, and developing a
skilled workforce have an advantage in today’s economy. Ensuring a pipeline of
workers to support the needs of current and future employers will require targeted
workforce development initiatives.
The competition for talent includes not only being able to develop and retain the City’s
brightest workers, it means attracting them from other locations. It is a competition
the City must win to ensure its economic success. While many talent strategies focus
exclusively on millennials, the recommended approach for Eagle is to engage
talented people of all ages.
Short-Term Actions (1-2 years)
4.1 Support and promote workforce development programs and initiatives in the
region to sustain growth of existing businesses.
4.2 Connect individuals to jobs, apprenticeships, and other on the-job training
opportunities available through the private sector, educational institutions, and
not-for-profit entities.
4.3 Create and promote a user-friendly online informational system to allow easy
access to labor market forecasts. Utilize the site to publicize the regions high-
demand jobs and career opportunities to help drive students towards the fields
of study that support those careers.
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4.4Use employer surveys, interviews, information from the industry alliances, and
state and local labor market information to continuously project which
occupations will be needed in short- and long-term.
4.5 Assist in facilitation of hiring events with local companies (providing location,
marketing the event, facilitating the coordination of agencies, and attendance
at the event).
4.6 Identify workforce education strategies; work with the high schools to ensure
proper career technical education programs to support Eagle’s businesses.
4.7 Evaluate and advocate for educational, vocational, and technical training
opportunities to match needs of new and existing employers and employees.
4.8 Meet periodically with representatives of educational institutions and workforce
development organizations to discuss long-range planning for improving
education and training opportunities for the benefit of Eagle businesses.
4.9 Promote collaboration between secondary and higher education institutions to
provide advanced training and educational opportunities for students.
4.10 Engage the youth and inspire them to stay in, or return to, the community after
graduation. Prepare them for becoming productive members of Eagle’s
workforce.
a. Facilitate business speaking engagements in classrooms, in addition to
job shadowing, internship, and apprenticeship programs.
b. Work with the local businesses to organize tours that showcase the
advanced technologies and skills used in modern operations.
c. Advocate for a Mayor’s Teen Council program.
Long-Term Actions (2-5 years)
4.11 Consider the creation of a campaign promoted by local elected officials that
encourages every business in the City to offer work-based learning
opportunities (i.e. job shadowing, internships, on the job training,
apprenticeships, etc.) to youth and adults.
4.12 Research the creation of an electronic registration system where businesses
can list their work-based learning offerings that is accessible to students and
job seekers. Create a feedback mechanism to collect information on the
experience from both the business and the individual to improve the program.
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4.13Work with industry alliances, education providers, and other partners to define
high-demand career pathways for strategic industries.
4.14 Develop a campaign to expand awareness and change perceptions among
local youth regarding career opportunities that require more than a high school
diploma but less than a four-year degree, and work-based learning
opportunities.
Strategy #5: Grow and diversify the City’s economy through the attraction or
recruitment of specific targeted industries that complement the City’s assets.
Beyond supporting Eagle’s existing employers and entrepreneurs, the City must also
attract new investment and job growth through business recruitment. The question is
not whether Eagle can continue to grow absent a more aggressive posture. It will
grow, to some degree, organically. The more pertinent question is whether high-
profile recruitment opportunities, those that generate national and global press and
attract both investment and high-paying jobs, will bypass Eagle. New business
attraction efforts focused on a set of target industries will help Eagle compete
successfully for expansions and relocations.
Eagle’s business attraction program, including both the marketing initiatives and the
City’s regulatory environment, must prioritize the recruitment of responsible, high-
quality businesses that will contribute to the local economy and enhance the
community’s overall appeal as a place to live, work, and do business.
Unless the community makes a wholehearted commitment to compete for projects,
growth will be driven by residential development and haphazard commercial
development. Taxes will then experience upward pressure.
Short-Term Actions (1-2 years)
5.1 Refine primary targeted business recruitment efforts within the Professional
and Business services, Finance and Insurance, Leisure and Hospitality,
Outdoor Products/Rec Tech, and Retail Trade industries. Emerging
opportunities may also exist in the custom light manufacturing and Education
and Health Services industries, but the primary focus of resources should be
on the primary targeted industries.
5.2 Join trade organizations or associations relevant to the target industry clusters
to network with industry professionals and learn about any local or national
trends that affect the industry’s outlook and ability to expand in the region.
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5.3Forge relationships with employers in the target industry clusters through
business retention and expansion visits. Maintain open communication
channels with these companies to ensure they are informed of assistance
available to them and they view Eagle as their partner. These positive
relationships with other companies or employers will help ensure their industry
peers hear positive information about doing business in the City.
5.4 Design marketing materials around Eagle’s primary target industries; Create
buzz about the vitality of Eagle through public relations in local and national
news outlets and in target industry cluster publications.
5.5 Maintain a database of industry contacts and follow up with these contacts
through personalized email(s) and phone call(s) as appropriate, depending on
probability of the contact’s expansion or relocation.
5.6 Generate leads for economic development prospects from nontraditional
sources.
a. Utilize LinkedIn to generate leads and connect with industry leaders
b. Utilize Google Alerts as an online lead generation tool
5.7 Recruit satellite offices of firms based in nearby large markets and
suppliers/service providers with existing business ties to the region’s major
employers.
5.8 Partner with the Chamber of Commerce, Boise Valley Economic Partnership
and Idaho Department of Commerce on strategies for marketing our region
and local communities to companies.
5.9 Promote the area to prospective businesses and site consultants.
a. Attendance at trade shows and conventions (i.e., IAMC, ICSC, CoreNet)
b. Recruitment trips in partnership with other agencies
c. Set up one-on-one meetings with companies and site selectors
d. Send out attraction packets to targeted companies
e. Connect with Companies and Site Selectors via LinkedIn
f. Cold Calling
5.10 Serve as the City’s main liaison for new businesses locating in Eagle; help
companies or developers navigate through the processes.
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5.11Provide link onCity website to a local online directory of commercial and
industrial properties.
a. Ensure available property and buildings are put into Idaho Gem State
Prospector and updated regularly.
5.12 Actively participate in regional programs and events that affect the City’s
economy, workforce, and infrastructure.
5.13 Develop a competitive and business friendly environment.
5.14 Establish and maintain relationships, communication and collaboration
between the City of Eagle and outside agency partners.
5.15 Work with regional economic development partners to build relationships with
commercial real estate developers, brokers, site location consultants, and
other corporate real estate “influencers” in the Boise metro area, Idaho, across
the nation, and around the world.
Long-Term Actions (2-5 years)
5.16 Build consensus on the process by which economic development incentives
are offered, negotiated, and approved.
5.17 Foster the development of a diverse mix of commercial space to meet the
different needs of start-ups and established companies.
a. Encourage the development of new commercial space at a range of
scales.
b. Design land use flexibility and adaptability into zoning districts and the
planning ordinances.
c. Incentivize the development of new tech incubator spaces.
5.18 Position Eagle as a desirable landing spot for emerging companies in the
region.
a. Target additional firms, such as successful startups in the region’s
business incubators/accelerators, that are on the cusp of outgrowing
their existing space and could be positioned for expansion/relocation
into Eagle.
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b.Track and work with venture capital (VC) firms in the region and
nationally that have recently funded high-growth, innovative businesses.
Leverage business and personal relationships to encourage
international business investment.
Strategy #6: Tourism Development
Support and promote businesses and opportunities designed to serve people who come to Eagle temporarily
or repeatedly for a specific activity or overnight stay.
Economic opportunity existsthrough tourism in Eagle. Tourism is about bringing
money into the City. It can be a strong asset in terms of economic development and
business retention and a pleasant side effect is that when a community offers new
and different experiences, local residents will spend more of their money at home.
This helps to stop the leakage – the cash residents spend someplace else.
The benefit of tourism is the multiplier effect as tourist expenditures are recycled
through the local economy. The economic activity generated by tourism benefits
direct and indirect industries such as restaurants, hotels, wineries, guiding &
outfitter businesses, tour operators, gas stations, retail stores, art galleries and
more. Economic impact models are used to estimate the overall employment gains
in services and goods consumption resulting from the touristic multipliers. Their
touristic benefits are local and state revenues derived from taxes on tourism, and
increased employment opportunities in restaurants, hotels, transportations and
retail establishments.
What is attractive to visitors can also be attractive to residents and investors, thus
providing a quality of life and business development component to the strategy.
Maintaining and enhancing Eagle’s quality of life is clearly a factor in every decision
the City makes. This should be no different as Eagle moves forward with a vision for
tourism.
Eagle’s current tourism product is Downtown – other activities include Ada/Eagle
Sports Complex, Eagle Island State Park, parks, the tennis club – may appeal to
specific groups of potential visitors but they do not provide an opportunity for people
to spend money. Visitors in downtown will spend money if businesses are open and
there is a mix of options from retail and dining to shopping for that unique gift.
Eagle’s downtown is a great start at what will eventually be a vibrant active
downtown. Continued recruitment of unique, boutique type businesses will help
provide the foundation for success. Mix that with activity generators and events that
draw not only the local residents, but pull from the region, and you have just
developed tourism.
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Ideally, the City should have a stated Tourism goal. That goal should be to attract
visitors who comes from outside of Eagleand spends moneyat retail, dining and/or
lodging establishments within the City limits, and to provide the services and
amenities within the community to ensure local residents spend money in Eagle.
Part of encouraging visitors to stay longer and come back sooninvolvesgiving
them information about other things to see and do while they are already in town or
out of their cars walking around Downtown. The longer they stay, the more money
they spend. The City should make it easy for people to stay a few more hours until
an event starts or inform them about upcoming opportunities so they can plan to
attend and possibly stay longer or spend the night. Visitors will be disappointed if
they arrive home and later learn that they missed something happening in Eagle
because no information was available
Short-Term Actions (1-2 years)
6.1 Champion the Value of Tourism: A destination is its people—they make up the
culture and the experience the visitor engages with during their visit. Therefore,
a tourism product is only as good as the people who support it and its value.
Eagle needs to ensure the value of tourism is understood by the local
community so that the community can get behind these efforts and create an
authentic experience.
6.2 Work with the local chamber of commerce, the state tourism office and local
partners to participate in cooperative marketing opportunities to promote Eagle
as a tourist destination for specific events or activities.
6.3 Work with the chamber, city departments, and other businesses in Eagle to
promote and develop festivals, events, services and activities of interest to
tourists and residents.
6.4 Identify other towns with similar characteristics and tourism-based economies
which successfully support a growing full-time population and study their
methodologies.
6.5 Work with the chamber of commerce to encourage their application of tourism
grant funds through the Idaho Tourism office.
6.6 Identify areas within the City where additional wayfinding signs should be
positioned.
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6.7Capitalize on the agriculture and viticulture areas identified in the 2017
Comprehensive Plan. Foster and support the industries within these areas
and encourage partnership for events and activities within Eagle.
6.8 Celebrate Idaho Wine month in June of every year. Create events and
activities to coordinate with the local wineries within the viticulture area of
Eagle.
6.9 Support and help grow the Eagle Food & Wine Festival to become a regional
event.
6.10 Support and encourage the development of a regional park that could be
utilized for regional and national events.
6.11 Develop a free public Wi-Fi in downtown and other public areas. Wi-Fi options
encourage people to linger. The longer they stay, the higher the probability
that they will grab something to eat or go shopping. Wi-Fi is another piece of
the overall exemplary customer service experience Eagle is striving to create.
6.12 Consider adding a wireless sound system throughout Heritage Park. It would
provide an easy way to create ambiance. It will enhance the experience and
the music can vary depending upon the area and time of day and year. Some
communities have been successful at dispersing groups of teenagers by
playing classical music in the places where they gather.
6.13 Partner with local businesses to help sponsor or promote public events or
activities. Some examples could be:
Restaurant week
Scavenger hunts
Sidewalk chalk competitions
Moveable murals
Art walk and wine
Goal 2: Identity and Marketing
Create a strong identity for Eagle and elevateits profile and positive perception among local, regional,
national and international audiences.
A successful marketing program requires highly targeted messaging that is directed
at specific audiences. Generic marketing and promotional efforts that position Eagle
as a “great place to live, work, and play” or “Eagle is HOME” are not sufficient to
differentiate the City for external business development. New marketing initiatives
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that use local assets to tell Eagle’s story internally (among Eagle residents),
throughout the Boise Metro area, nationally, and internationally will help enhance the
community’s image over time. The internal component of Eagle’s marketing will rely
on a greater level of engagement with young professionals and emerging business
leaders.
The City struggles against internal and external perceptions. Internally, the residents
are not fully aware of the City’s economic assets or the benefits of diversifying the
economy. The City’s economic development efforts should be clearly promoted as a
community relations tool. The City’s existing external image does not adequately
reflect the quality, culture or climate of the City’s economic, civic or social assets.
Additionally, some in the general public hold negative perceptions of Eagle because
of the upscale housing and the higher household income levels compared to the rest
of the metropolitan area. Others are misinformed on the need for diverse housing
options (multi-family) and the impact these types of developments have on a
community. This perception cannot be addressed through branding and taglines
alone. Actively endorsing and supporting an open, forward-looking attitude with a
focus on engagement with various internal and external audiences will reinforce the
positive benefits of economic development and diverse growth.
In addition, the globalization of the economy and the advance of technology have
made geographic boundaries less important. An increasingly mobile workforce can
live almost anywhere, which intensifies the jockeying for economic activity among
cities and regions throughout the world. Eagle must recognize its unique assets,
clearly define them, understand how to capitalize on and continually refine them, as
well as clearly communicate them to the world in order to compete successfully in
today’s economy.
Being that the Economic Development Department is new, there has not been a
marketing and promotion for the City of Eagle in relation to economic development
efforts. With the newest comprehensive plan that was adopted in 2017, the City came
up with a vision of “Eagle is HOME”. The Eagle is HOME provides for a great vision
and mission statement but lacks a discernable brand and positioning statement for
overall economic development and for each targeted industry, to include downtown.
Advertising should be leveraged for its specific purpose.
The “Eagle is HOME” should still be incorporated into all marketing material for Eagle
but should also include an actual “brand” and a tagline or statement that specifically
addresses what Eagle has to offer that is unique. This identity branding will help
Eagle to stand above and separate from other communities in the Valley and display
the uniqueness that Eagle has to offer to residents, companies and visitors.
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For Eagle to be competitive, Eagle must be perceived as business-friendly with a pro-
business climate; ready to assist, and willing to go above and beyond to help
companies be successful in locating their business in Eagle and helping them to
grow. This requires a two-prong approach; (1) City staff’s willingness to “make it
happen”, along with support from the elected officials; and (2) A multi-faceted
outreach and marketing strategy targeted to internal government, businesses, local
residents, and the external global marketplace.
Strategies and Actions
Strategy #1: Establish a strong brand and identity that reflects the City of
Eagle’s unique value proposition, dispels negative perceptions, and builds
awareness of the opportunities.
Short-Term Actions (1-2 years)
1.1 Conduct a thorough community branding exercise.
a. Conduct a brand audit to determine where you stand in the market
b. Establish a unique value proposition and messaging statements
c. Develop the brand’s creative elements (look, feel and voice)
d. Implement strategies to establish the brand identity; grow awareness
and strengthen the brand
e. Analyze and refine the brand identity
f. Ensure brand conveys a strong positive image to local, regional, state,
national and international audiences
1.2 Develop a style and branding guide to be distributed across City departments
and made available to the community. This allows for consistency and a
broader participation in marketing and use of the brand.
1.3 Use the brand and messaging statements/taglines on all website, social media,
and marketing materials.
1.4 Promote the City’s brand to key-decision makers in the local, state, national
and international spheres of influence (real estate, corporate and site selection
consultants, developers and company executives). Position Eagle as a
destination for quality future non-residential growth and attraction of younger
talent for the workforce.
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1.5Ensure internal audiences have an adequate understanding of the City’s
assets, are educated about the important role of economic development to the
City’s future and have an awareness of the opportunities for positive change.
1.6 Partner with the Idaho Department of Commerce and Boise Valley Economic
Partnership to help promote Eagle in order to gain more local, regional,
national and international attention.
Long-Term Actions (2-5 years)
1.7 Partner with the state to promote more things to do and places to stay in Eagle
on the VisitIdaho.org site.
Strategy #2: Develop and implement a citywide marketing plan to encourage
existing business to invest in expansions, to attract new businesses, and to
facilitate tourism.
Short-Term Actions (1-2 years)
2.1 Develop an internal outreach and marketing strategy that serves to educate
and provide data as needed to all City departments and the City Council as to
how best support economic development initiatives and integrate efforts for
greater mutual efficiencies and support of commercial activity.
2.2 Develop and maintain robust economic development web pages, partly for
internal education and reference, and partly for those businesses seeking
resources to start or expand a business, especially to clarify the City’s
regulatory processes to businesses and private investors. Optimizing
business’ experience with the City will better foster the growth of quality
businesses in the City.
2.3 Develop an external outreach and marketing strategy that serves to educate
and provide information to residents, businesses, and visitors.
2.4 Create and actively engage on economic development social media accounts
to highlight local quality of life amenities, events, business spotlights, new
businesses coming to Eagle, available land and buildings, new developments,
local success stories, economic development data, regional and state news
that impacts the local economy, entrepreneurial events, business educational
or training offerings, and overall marketing of why Eagle is the “Diamond of the
Treasure Valley”.
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2.5Create media kits to assist local media in writing stories about the City’s
economic development efforts, strategic plan, public outreach initiatives, the
role of economic development in the community, and success stories.
2.6 Engage young professionals and emerging business leaders as target
audiences in the economic development program.
2.7 Develop an economic development annual report that showcases Eagle’s
economy and growth, and forecasts economic conditions for the next year. To
save on costs, print a limited number and consider creating a video or utilizing
a platform to produce an interactive online version. Provide this publication to
key partners to share and promote this publication at the annual summit.
2.8 Create customized marketing content for each of the recommended target
industries.
2.9 Develop an external hashtag campaign, such as #Eagleisforyou, or an internal
hashtag campaign, such as #Weloveeagle, and encourage local residents and
ambassadors to tell positive stories.
2.10 Include more diverse imagery on the website and emphasize that Eagle is
welcoming to people of all backgrounds.
Long-Term Actions (2-5 years)
2.11 Support and encourage the maintenance of a computerized Geographic
Information System (GIS) to support economic development in Eagle.
2.12 Implement a quarterly e-newsletter that highlights economic development
achievements, organization news, new projects, existing project updates, and
various community events. Encourage economic development partners to
devote a portion of their existing newsletters to the City’s economic
development efforts
Strategy #3: Launch an annual Eagle Economic Development Summit.
Long-Term Actions (2-5 years)
3.1 Ensure that City residents and economic development partners understand
and talk about Eagle’s economic development activities in a consistent,
positive way.
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a.Host a public roll out event that introduces the Eagle Economic
Development Strategic Plan to the public.
b. Develop a vision for the City’s economic growth, utilizing the plan’s
guiding principles.
c. Educate key audiences on about Eagle’s economic development
department’s roles and efforts.
d. Tell stories of local successes to instill a sense of community pride
e. Encourage local media to attend the rollout event and showcase the
plan.
f. Showcase the City’s economic development efforts at chamber events.
Goal 3: DowntownRevitalization
Creating a vibrant urban experience that is inviting, attractive and safe
Downtowns represent the image and character of a city to the rest of the world.
Downtowns are iconic and powerful symbols for a city and often contain the most
iconic landmarks, distinctive features, and unique neighborhoods. They are also
often the hotbeds of business creativity, neighborhood activism, non-profit
entrepreneurs, economic diversity, and an attraction for visitors, seniors, and young
talent.
A city’s downtown area has an important and unique role in economic and social
development. Downtowns create a critical mass of activities where commercial,
cultural, and civic activities are concentrated. This concentration facilitates business,
learning, and cultural exchange. The direct impact of downtown revitalization on local
and state economies is well documented. Investment in revitalization creates jobs,
increases property values and attracts tourists. All of which are economic benefits to
the cities making those investments.
As Richard Florida describes in “The Rise of the Creative Class”, one of the key
indicators of a community’s economic success in today’s economy is the ability to
attract and retain what Florida calls the creative class, “a fast-growing, highly
educated, and well-paid segment of the workforce on whose efforts corporate profits
and economic growth increasingly depend.” Florida argues that the creative class
values places that are authentic and unique and states that “authenticity comes from
several aspects of a community – historic buildings, established neighborhoods, a
unique music scene, or specific cultural attributes.” All of which a revitalized
downtown can offer.
Corporate CEOs, whose success depend upon the talents of the creative class (i.e.
high-tech, bio-sciences, law, engineering, etc.), understand that they are more likely
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to increase their pool of talented recruits if their company is located in a place that
offers an authentic and unique sense of place. So, more and more, they are
instructing their site selectors to seek out locations for business expansion or
relocation that meet those criteria. That is why investing in downtown revitalization is
an important strategy in Eagle’s economic development program.
Strategies and Actions
Strategy #1: Retain and Grow the Mix of Businesses and Activity within
Downtown.
Short-Term Actions (1-2 years)
1.1 Develop a strategic plan specific to downtown.
1.2 Support development of collaborative co-working spaces to bring additional
workspaces to the downtown and provide alternatives to traditional office
space in the downtown core.
1.3 Retain existing commercial industry with business support activities such as a
survey of business needs and concerns, and state and federal training and
loan resources.
1.4 Explore the creation of a business improvement district (BID) to provide for
long-term sustainability of the downtown and its economic success; facilitate
the creation of an Eagle Downtown Business Association (EDBA).
1.5 Market the downtown as a place to live, work and play in a pedestrian-oriented
neighborhood.
1.6 Encourage reuse and redevelopment of underutilized sites to achieve
economic development goals and stimulate additional growth and
revitalization.
a. Baptist Church Property on E. State St.
b. Property at the SW corner of State and Plaza Drive
c. Properties at the SW corner of State and Eagle
d. Properties along E. State Street with frontage on Hwy 44 (trailer park)
e. Vacant parcels within the downtown
f. Parcels for sale or in distress
g. Transform office spaces for other uses
h. Champion adaptive reuse of older structures
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1.7Support downtown housing development(both market rate and workforce
housing) to provide affordable options for the working class, the help facilitate
talent attraction, and to help alleviate in-commuting of service sector
employees.
a. Maintain a range of housing options from studio apartments and
condominiums to townhomes/row housing in order to provide live-work
options; encourage mixed-use development in the downtown areas
b. Identify suitable downtown housing sites and create a promotional
brochure with information on size, zoning, ownership, broker
representation (if any), and contact information
1.8 Work with the Idaho Department of Commerce on CDBG and other grant
opportunities to help fund infrastructure and public facilities in downtown.
1.9 Support and help facilitate a revitalization program for downtown Eagle.
a. Incentives for downtown revitalization projects
b. Allocate a portion of city revenues towards downtown revitalization
c. Establish a façade improvement program
d. Consider a downtown revitalization loan program
e. Establish more lenient zoning regulations for parking within downtown
f. Establish themes within specific areas of downtown
1.10 Raise awareness within Eagle to the advantages of integrating downtown
revitalization with economic development.
1.11 Support continued public investment in downtown that will benefit current
infrastructure, residents, and firms, but also generate outsized returns to the
greater community.
1.12 Support and assist in facilitation of activities and events within downtown.
Long-Term Actions (2-5 years)
1.13 Explore the adoption of form-based codes, using place-making principles to
achieve a particular character of built-environment; prescribing the height and
placement of a building, the direction of windows and doors, etc. through the
use of diagrams and images that clearly set out the standards to allow more
streamlining of the approval process. This should include streetscape that is
specific to the downtown and its varying sub-districts.
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1.14Explore feasibility of community wide wireless computer networks, or Wi-Fi
(wireless fidelity).
1.15 Support the creation of a larger public gathering space in downtown for events
and activities. Activities could include; interactive musical instruments,
interactive and visual art/sculptures, water features, tables and chairs, and
shade facilities.
1.16 Support the enhancement and completion of pedestrian connectivity features;
such as, sidewalks, pedestrian only areas, bike racks, public plazas, and more.
1.17 Work with the planning department to create re-use goals and policies for the
downtown area on the east side.
1.18 Consider employing form-based codes to facilitate more growth within the
downtown planning areas.
Goal 4: Real Estate Development
Encourage commercial development in specific target areas, support appropriate mixed-use development,
and accelerate the development and preservation of vital quality-of-place amenities.
Eagle offers available greenfield land that is ripe for development, a portion of which
is optimally situated along key transportation corridors. However, there are three
significant challenges regarding this land: (1) it has a high price point, driven by
upward pressure from residential home values; (2) in some cases, the land is
fragmented or too small for a large commercial development; and (3) a large
percentage of the available land is not “shovel-ready”.
Real estate development is one of the most important factors for Eagle’s future
growth and should be based on a combination of strategies: (1) annexation of
developable land within the City’s impact area; (2) strategic development of the
remaining undeveloped sites to ensure they support new opportunities for business
and employment growth; and (3) employment of incentives and tools to support highly
desired projects. Implicit in these approaches is the understanding that the City’s
commercial tax base can grow only by maximizing the value and impact of the City’s
real estate.
Strategies and Actions
Strategy #1: Provide an adequate supply of vacant, shovel-ready land for
commercial and business park use.
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Short-Term Actions (1-2 years)
1.1 Advocate for the annexation of growth areas, as necessary and as possible,
to ensure adequate supply of developable land and to control development in
the fringe areas of the city; waive fees for those willing to annex into the city.
1.2 Support efforts to improve and enhance infrastructure, such as; sewer, water,
irrigation, communication networks, transit, vehicular and pedestrian
connectivity, sidewalks, streetscapes, wayfinding signage; Work with City staff
on the development and maintenance of a Capital Improvement Plan and
Master Infrastructure Plan.
1.3 Promote redevelopment of existing vacant, underutilized, and brownfield
properties.
1.4 Promote utilization of shovel-ready sites.
1.5 Evaluate potential commercial and business park development sites, based on
the future land use map.
1.6 Protect development potential of commercial and business park sites.
1.7 Seek creative and alternative funding sources for eligible capital improvement
projects.
1.8 Promote capital improvements that will influence the pace and placement of
growth and development.
1.9 Invest in downtown public improvements.
Long-Term Actions (2-5 years)
1.10 Coordinate with ACHD, ITD and relevant agencies to expand and enhance the
overall transportation network in Eagle in order to provide improved access to
commercial and business park locations.
1.11 Facilitate infrastructure improvements which support base sector target
industries; leverage private investment.
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Strategy #2: Support efforts to accelerate real estate development projects that
will have the highest long-term impact on business development opportunities,
employment growth, quality-of- place amenities, and tax base balance.
Short-Term Actions (1-2 years)
2.1 Promote the development of more high-quality, mixed-use space, including
Class A office, coworking, retail, and a range of diverse housing options.
2.2 Prioritize efforts on the west end of Eagle, where closer proximity to growth
is driving development potential.
2.3 Encourage development and redevelopment within the downtown planning
areas to attract investment and tourism.
2.5 Consider location within Eagle that could be a destination for possible mixed-
use development with a large convention/conference center, or a business
incubator/maker space as an anchor.
2.6 Provide an expedited permitting process and possible fee waivers as an
incentive to support and accelerate development projects that are of high
benefit to Eagle’s economy.
2.7 Consider the creation of a committee that includes Realtors, developers, and
business owners who makes recommendations to the City Council on changes
to the City’s ordinances affecting development.
2.8 Explore the possibility of rezoning some optimally located residential land for
industrial or commercial purposes.
Goal #5: Community Development and Placemaking
Building on and enhancing the existing amenities in Eagle with the goal of being the regional destination for
providing the places and quality of life amenities desired by employers, employees and residents.
A shift of economic focus from resources to people has been accompanied by a
change in what motivates talented workers to locate and stay in communities. Now,
more than ever, attractiveness and livability dictate workers’ location decisions. The
knowledge worker wants to live in a place that offers transportation and housing
choices, recreational and cultural opportunities, vibrancy, authenticity, and
inclusiveness. The strength of neighborhoods, connectivity among different districts
of the community, and urban amenities are what make communities attractive to
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talented individuals and to dynamic businesses in today’s economy. As a result,
placemaking has emerged as an important tool in economic development.
In addition, access to talent is a chief site location criterion for businesses. A
community’s ability to compete for new investment is strongly correlated to its
attractiveness to talent, because communities that can offer a multitude of amenities
are the ones best able to attract and retain skilled and talented workers, especially
younger workers between 20-35. Similarly, a community that is attractive to talent
will in turn be more likely to attract companies. Thus, enhancing quality of place
amenities such as arts, culture, entertainment, transit, agricultural lands, parks and
recreation, and green space is a growing economic development priority across the
nation.
Enhancing Eagle’s quality of place is a way to help Eagle position itself for talent
attraction, business expansion, and innovative economic activity. Placemaking is a
multi-faceted approach to the planning, design and management of public spaces
and amenities. Placemaking capitalizes on local assets, inspiration, and potential,
with the intention of creating public spaces that promote people's health, happiness,
and well-being.
Quality of place is a vital component of a successful economic development strategy,
and Eagle is already ahead of the game with their beautiful parks, Eagle Island State
Park, Ada/Eagle Sports Complex, established open green space, the greenbelt, and
many pathways and trails. However, several improvements could be enacted to
enhance Eagle’s overall attractiveness and livability.
Strategies and Actions
Strategy #1: Champion and source potential placemaking and infrastructure
projects that create community amenities needed for young professionals and
families.
Short-Term Actions (1-2 years)
1.1 Identify and invest in “gateway corridors” throughout Eagle and its impact area.
Enhance the curb appeal of areas that are highly traveled and visible to
outsiders. This effort will require direct coordination and partnership with
property owners, ACHD and ITD.
1.2 Continue to support efforts to expand Eagle’s recreational infrastructure (hiking
and biking trails, community centers, regional parks, multipurpose event
venues, etc.).
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a.Explore tactics to connect the foothills trails all the way through Eagle to
Highway 16
b. Support the development of a new or expanded park space that allows
for regional and national events
c. Support the development of a performing arts center or a multi-purpose
event center that would draw people from the region.
d. Support the development of a YMCA facility in Eagle
1.3 Build an understanding among key stakeholders about the connection
between quality of place and economic health.
1.4 Continue collaboration and partnership with COMPASS and VRT regarding
diverse transportation options.
1.5 Encourage alternative forms of transportation (public transit, bicycle, and
pedestrian services and facilities).
1.6 Raise the public awareness of the benefits of alternative transportation modes
for traffic reduction and mitigation, clean air and resource conservation.
Long-Term Actions (2-5 years)
1.7 Support and advocate for the development of pedestrian connectivity across
Highway 44, connecting the north side of Eagle to the south side.
1.8 Support and advocate for the extension of Highway 16 to Interstate 84.
1.9 Support and advocate for additional north-south connections across the Boise
River to help facilitate connectivity and ease of commuting.
1.10 Explore the installation of alternative transportation modes in public and private
developments, including; car, bike and scooters, bicycle storage and parking,
electric charging and hydrogen stations.
Strategy #2: Encourage a range of housing options to meet the needs of
Eagle’s workforce and to accommodate the diverse needs of Eagle’s
households.
The City can directly support economic development by serving as a resource for
employers needing assistance with identifying housing options for their employees.
Data and knowledge related to the City’s housing market that can be utilized for
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business attraction and retention purposes. Eagle can work withIdaho Housing and
Finance, Idaho Housing Authority, and the real estate community to access relevant
data for site location purposes as well as to connect existing employers needing
assistance.
Although Eagle has one of the highest median household incomes in the region, there
still exists many workers within Eagle that have incomes ranging lower than 80
percent of the median income level. In addition, Eagle’s poverty level is low (6.8%)
comparatively, however poverty is still present in the community. A moderate
percentage (27%) of the residents make less than $50,000 annually, which equates
to a maximum affordable rent/payment rate of $1,250 per month. At $1,250 per
month, the current market would afford a studio and some one-bedroom apartments.
Over 37% of the population in Eagle make less than 80% of the median income,
placing them in a category of “low income” and needing more affordable housing.
In addition to residents, the City needs to address the employees of local businesses
who are commuting into Eagle from other communities. This number equates to over
30% of Eagle’s workforce commutes from other places in the region, mainly because,
(1) They cannot afford to live in Eagle, or (2) Eagle does not provide a diversity of
housing options that appeal to their housing choices.
Affordable housing also is important to the economic vitality of communities.
Affordable homes can attract and retain employees to your community- a selling point
and a competitive advantage for area employers. Affordable homes also support the
local workforce so they can live close to their jobs. Shorter commutes allow workers
to spend more time with their families while the community benefits from reduction in
traffic congestion, air pollution, and expenditures on roads. A healthy mix of housing
options, from market- rate and affordable rental housing, single- family homes,
duplexes, as well as developments for seniors, ensures opportunities for all
individuals to improve their economic situation and contribute to their communities.
Short-Term Actions (1-2 years)
2.1 Educate the public on the benefits of mixed-use and mixed-income
communities in accommodating projected growth.
2.2 Promote livable neighborhoods with a mix of housing types, quality design and
a scale and character that respects unique residential neighborhoods in the
City.
Long-Term Actions (2-5 years)
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2.3Promote a more equitable distribution of workforce housing opportunities
throughout the City. Target housing resources, policies and incentives to
include workforce housing in residential development, particularly in mixed use
development, Transit Oriented Districts, downtown and within designated
centers.
2.4 Consider development policies that incorporate zoning incentives for
developers to provide a percentage of new multi-family units at rents affordable
to households at 80% of the median family income.
Strategy #3: Foster a diverse and balanced community that meets the needs
of tomorrow while preserving the quality and character Eagle values today.
3.1 Support mixed-use master plan developments to guide long-term, place-
based economic and community development in defined geographic areas.
3.2 Promote neighborhood-focused retail development as way of improving quality
of place and stimulating local economic vitality.
3.3 Encourage the development and connectivity of high-quality public spaces.
a. Inventory potential public spaces that could be included in public and
private development projects and encourage the inclusion of these
areas in private development applications for private spaces and
Eagle’s Capital Improvement Plan.
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Attachment A – Highlights of the 2019 Economic Market Analysis
This attachment contains the highlights of Eagle’s 2019 economic market analysis.
The full report will be available on the City of Eagle’s website at
http://www.cityofeagle.org.
Demographic and Workforce Profile
Eagle has experienced moderate population growth (20,185), increasing from 11,085 to 31,270 during 2000-2019.
Eagle has an older population than the surrounding region with a median age of 41, however, the median age has decreased by five
years from 45 as seen in the 2012-2016 American Community Survey.
The largest increase in population from 2010-2018 was in the 25-34-year-old age group.
Approximately 57.2% of Eagle’s working age population (16 years and over) is actively participating in the labor force.
Eagle has a highly educated population with the majority (54.6%) having a college degree and over 43% having a bachelor’s degree or
higher.
Occupations of the resident workforce are not necessarily associated with jobs located within Eagle – the majority of Eagle’s
employed residents work outside the city, with approximately 91% commuting to jobs elsewhere in Ada County or the region.
Eagle is becoming more diverse with the percentage of the white race population decreasing from 95% in 2017 to 86% in 2019.
The City’s median household income in 2019 was estimated at $81,196, with over 38% of the households earning greater than
$100,000 annually.
Eagle’s labor force grew by 10% from 2107 to 2019 compared to Ada County (9.8%) and the State (3.63%)
The fastest growing occupation group in Eagle over the next year is expected to be Healthcare Support Occupations with a 3.1% year-
over-year rate of growth.
Employment Forecast
Employment in Eagle is projected to expand by a minimum of 147 jobs or 1.7%.
The top three industry sectors with the highest concentration of employment compared to the national average are; Arts,
Entertainment and Recreation, Construction, and Real Estate and Rental and Leasing.
Sectors in Eagle with the highest wages per worker are Manufacturing, Management of Companies and Enterprises and Utilities.
The strongest forecast by number of jobs is projected to be for Health Care and Social Assistance, Construction, Professional
Scientific and Technical Services, Accommodation and Food Service, and Administrative Support.
Retail Market Information
Eagle’s average disposable income in 2019 is $84,055.
Eagle is losing out on $209 million in retail sales that are being spent in other communities by residents who live in Eagle
The highest retail leakage is occurring in the category of “General Merchandise Stores”
The Meridian and Boise area is Eagle’s largest retail competitor.
The projected future growth in population of 4.5% annually will increase the potential of attracting retailers to Eagle.
Residential Market Information
Eagle has a total of 10,125 households, with 82.52% being owner-occupied units.
Eagle’s Comprehensive Plan projects the City’s planning boundary to reach build out by approximately 2050, with a population of
95,000.
Eagle has seen an increase in the development or interest in the development of multi-family housing projects or mixed-use
developments with a multi-family housing component.
Single-family housing prices average higher in Eagle due to the large number of larger custom homes.
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Office Market Information
Eagle has several office locations; The Bridges @ Lakemoor, Eagle River, Eagle Lakes, East End Marketplace, Stillwater
Office demand is driven by employment trends in office-related employment sectors. As baby-boomers retire and millennials enter
the workforce, the office workspace will be reshaped.
Co-working space and open office environments will take hold.
Trends toward shared office space and office space with high-quality amenities and efficient floor plans capable of handling more
dense employee layouts have started to drive the demand.
The largest employment based on occupation type within Eagle is: management occupations; business and financial operations;
education, training and library; and office and administrative support.
Rental rates have been moving upwards as vacancies decline due to strong demand. Eagle has a very low vacancy rate in office.
Eagle’s skilled workforce, quality of life and location provides a competitive advantage for attracting a diversity of businesses.
Healthcare, professional services, financial services, and regional/corporate offices have competitive strengths for Eagle.
Primary Target Industries
Professional, Scientific and Technical Services
Administrative Support Services
Regional/Corporate Headquarters Offices
Finance and Insurance
Arts, Entertainment and Recreation
Accommodation and Food Service
Retail Trade
Outdoor Products and Recreation Technology
Emerging and Developmental Industries
Healthcare and Social Assistance
Manufacturing (Maker/craft industries)
Community Assets that Enhance Competitiveness
Eagle is part of one of the fastest growing and most desirable metropolitan areas
Eagle is one of the fastest growing communities in the region
Appealing climate with plenty of outdoor recreation opportunities; ability to test products right out back door
Affordability and reliability of electricity
Quality of life amenities that appeal to well-educated, young professionals and those from larger metros
High educational attainment
Strong training pipeline supported by College of Western Idaho, Boise State University and University of Idaho
Relatively low wages for many occupations in comparison to other metro areas; provides a labor cost advantage
Four (4) major transportation corridors traverse through and around Eagle (Hwy 55, Hwy 44, Hwy 16 and US 20/26)
Direct connection to I-84 via Eagle Road; Future direct connection to I-84 via Hwy 16
Abundance of workers with professional skill sets
Passenger air connectivity via Boise Airport to major destinations; non-stop flights to 20 destinations
Cost of living is lower than the national average
High quality design standards (buildings, landscape, open space)
Agribusiness (wineries, fruits, vegetables)
Entrepreneurial environment
High household Income
Smaller community within a larger metropolitan area; feeling of separate and distinct
Friendly and welcoming pro-business environment
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Economic Development Partners
City of Eagle Planning Department
City of Eagle Building Department
City of Eagle Parks & Trails
City of Eagle Engineering Consultants (Heco Engineers)
City of Eagle Water Department
Eagle Urban Renewal Agency
Eagle Chamber of Commerce
Boise Valley Economic Partnership
Idaho Department of Commerce
Idaho Department of Labor
Idaho Workforce Development Council
West Ada School District
College of Western Idaho
Boise State University
University of Idaho
Idaho Small Business Administration (SBA)
Idaho Small Business Development Center (SBDC)
Ada County Highway District (ACHD)
Idaho Transportation Department (ITD)
Community Planning Association of Southwest Idaho (COMPASS)
Eagle Sewer District
Suez Water
Idaho Power Company
Intermountain Gas Company
Fiber Network Providers
Real Estate Brokers
Eagle Community
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