ICCMA

120 percent of its guaranteed energy savings. Following the success of this initial partnership, in 2007, the county partnered with Siemens for a second energy performance project,which included a significant solar component. Economic condi- tions postponed the solar project until 2010,when county officials decided to use funds that had been reserved for capital projects to build a solar array at their SandyMush correctional facility.Merced Coun- ty selected Siemens as the primary contractor to implement the solar energy project. County officials “hit the switch” and the system began delivering power to the facility in December 2011. Siemens estimated that the solar array sys- tem helped save Merced County approximately $312,000 in energy expenses in the first year,with total estimated savings of $14 million over the next 25 years.Through this solar energy project,Merced County will become eligible for up to $1.5 million in utility rebates. SOUTHERN IDAHO ECONOMIC DEVELOP- MENT ORGANIZATION One outstanding example of how smaller, pro- fessionallymanaged communities can join forces with other small jurisdictions and the private sector to support growth can be found in Southern Idaho where the region struggled to attract and retain business. Funds for economic development were limited, and there was little knowledge about how to market the region and coordinate various com- munities’ efforts. In 2001, the cities of Twin Falls and Jerome of- fered funding to help launch a regional public-pri- INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION vate venture, the Southern Idaho Economic De- velopment Organization (SEIDO). Since then, eight other cities in the region have joined the partner- ship. SIEDO participants also include local, regional, and state governments; community economic de- velopment leaders; business support organizations; chambers of commerce; the College of Southern Idaho; and Business Plus, a nonprofit organization of private businesses that support regional growth. Fifteen years later, Southern Idaho’s “Magic Valley” has attracted capital investments exceeding $1 billion frommore than 35 new and existing busi- nesses and has created more than 5,000 direct and indirect jobs.Major companies such as Chobani Yogurt, Clif Bars,Mulhollland Manufacturing,DOT Foods, and others have moved into the area. In 2015, the U.S. Department of Commerce recognized Southern Idaho as one of 12 Federal Manufacturing Communities in the country, opening new sources of federal funding and giving the region’s efforts national prominence. nnn P3s are nontraditional approaches that require new thinking, according to ICMA’s “Public-Private Partnerships (P3s),” and they can present local gov- ernments with unique challenges that need to be carefullymanaged.While all local governments can use these creative approaches to decrease operat- ing costs, increase efficiency and productivity, and improve the overall economic health of the commu- nity; professionallymanaged communities are par- ticularly adept at utilizing these financing options.