Northwest Colorado Council of Governments
Comprehensive Economic Development Strategy September 2011
Prepared by: Northwest Colorado Council of Governments 249 Warren Ave., P.O. Box 2308 Silverthorne, CO 80498 970.468.0295 - www.nwccog.org
With Financial Support from:
U.S. Department of Commerce - Economic Development Agency State of Colorado - Department of Local Affairs
U.S. EDA Planning and Assistance Grant #05-86-04922
ACKNOWLEDGEMENTS
Principal Author & Researcher:
Rachel E. Lunney Research Project Manager NWCCOG
Contributing Authors & Researchers:
June M. Walters Jean Hammes
Director, Business & Economic Development, NWCCOG Director, Alpine Area Agency on Aging, NWCCOG
CEDS Advisory Committee: Ted Archibeque – Owner, Archibeque Land Consulting, Ltd. Hugo Benson – President, The Old Gypsum Printer Paul Chodkowski – CEO, St. Anthony’s Summit Medical Center Tom Clark – Owner, Buildings & Grounds Maintenance Stan Clauson – Owner, Stan Clauson Associates Jean Hammes – Director, Alpine Area Agency on Aging Ryan Hyland – Assistant to the Town Manager, Town of Silverthorne Rob Ittner – Pitkin County Commissioner Stan Jensen – President, Colorado Mountain College James Newberry – Grand County Commissioner Eddie O’Brien – Owner, O’Brien & Associates Rosemary Pettus – Regional Director, Colorado Workforce Center Jynnifer Pierro – Owner, Legacy Building Specialties John Rich – Owner, Richland Propane Peter Runyon- Eagle County Commissioner Karn Stiegelmeier – Summit County Commissioner John Zander – Vice President, Bank of the West Fraser Branch
Northwest Colorado Council of Governments - Executive Committee & Full Council
Northwest Colorado Council of Governments Comprehensive Economic Development Strategy
TABLE OF CONTENTS
I. INTRODUCTION A. CEDS Definition and Purpose I-1 B. CEDS Background and Requirements I-1 C. CEDS Planning Process – CEDS Advisory Committee I-3 D. Region 12 Economic Distress Factors I-4
II. NWCCOG ORGANIZATION A. NWCCOG Organization II-1 B. Economic Development District Organization I-2
III. REGION 12 DATA A. Description of the Region IIIA-1 A1. Area Description IIIA-1 A2. Location IIIA-1 A3. Brief Description of Each County IIIA-4 A4. Travel throughout the Region IIIA-9 A5. Geographic Setting IIIA-10 A6. Elevation IIIA-10 A7. Climate IIIA-10 A8. County Seats IIIA-13 A9. Land Ownership IIIA-13 A10. History IIIA-15 B. Population IIIB-1 B1. Population Trends IIIB-1 B2. Comparison to Other Regions in Colorado IIIB-2 B3. Components of Population Change IIIB-2 B4. Population Forecast IIIB-3 B5. Age and Gender IIIB-4 B6. Median Age IIIB-4 B7. Race and Hispanic Origin IIIB-5 B8. Language IIIB-5 B9. Population Movement and Mobility IIIB-6 B10. Other Population Characteristics IIIB-7 B11. The Aging of the Region’s Population IIIB-8 C. The Region’s Economy IIIC-1 C1. Income IIIC-1 C2. Cost of Living IIIC-3 C3. Labor Force IIIC-4 C4. Employment IIIC-4 C5. Unemployment IIIC-5
NWCCOG CEDS – TABLE OF CONTENTS
C6. Wages IIIC-6 C7. Main Industries IIIC-8 C8. Trends in Main Industries IIIC-12 D. Infrastructure IIID-1 D1. Housing IIID-1 D2. Transportation IIID-8 D3. Utilities IIID-18 D4. Telecommunications IIID-22 D5. Water Resources IIID-25 D6. Energy Efficiency and Sustainability IIID-27 E. Community Services and Resources IIIE-1 E1. Education and Training IIIE-1 E2. Health Services IIIE-7 E3. Safety and Emergency Services IIIE-11 E4. Recreational and Cultural Facilities IIIE-14 E5. Community Resources IIIE-19 E6. Financial Resources IIIE-29
IV. ECONOMIC DEVELOPMENT TOOLS & PARTNERS A. Economic Development Tools IV-1 B. Economic Development Partners IV-2
V. CURRENT & PROJECTED ECONOMIC CONDITIONS A. Population Trends V-1 B. Labor Force and Employment Trends V-3 C. Trends in Major Industry Sectors in Region 12 V-5 D. Trends in Environmental Factors V-8
VI. ANALYSIS OF ECONOMIC DEVELOPMENT PROBLEMS & OPPORTUNITIES A. Strengths VI-1 B. Weaknesses VI-2 C. Opportunities VI-5 D. Threats VI-6 E. Consistency with State of Colorado Economic Dev. Strategy VI-10 F. Regional Economic Clusters VI-12 G. Past, Present and Projected Economic Dev. Investments VI-17
VII. REGIONAL GOALS & OBJECTIVES A. Elements from Key Planning Documents in the Region VII-1 B. Summary of Stakeholder Input Meetings VII-2 C. Survey Results: Prioritization of Potential Activities VII-2 D. Regional Action Plan VII-3
VIII. EVALUATION PLAN Evaluation Plan VIII-1
NWCCOG CEDS – TABLE OF CONTENTS
IX. SOURCES Sources IX-1
X. APPENDICIES
A. NWCCOG Member Needs Assessment (2009) B. NWCCOG Resolution 09-01 Authorizing Application to EDA C. EDA Award Letter (4/1/2010) D. Summary of Key Economic Development Planning Documents in the Region E. Summary of CEDS Planning Process F. Solicitation for CEDS Advisory Committee Members G. CEDS Advisory Committee (CEDSAC) Roster H. Minutes from CEDSAC Kickoff Meeting: 7/19/2010 I. Minutes from CEDSAC Visioning Session/SWOT Analysis Meeting: 10/20/2010 J. Stakeholder Input Meetings: Invitation and Schedule K. Summary of Stakeholder Input Meetings L. Economic Development Stakeholder Survey Instrument and Results M. Minutes from CEDSAC Meeting: 3/30/11 N. CEDSAC Resolution 2011-01 Adopting the draft CEDS O. Colorado Governor-Elect Hickenlooper’s Transition Team Meeting Notes (11/13/10) P. Explanation of Gov. Hickenlooper’s Bottom-Up Economic Development Plan Initiative Q. Meeting Notes from Gov. Hickenlooper’s Initiative – Region 12 Meeting (1/14/11) R1. Eagle County R2. Grand County R3. Jackson County R4. Pitkin County R5. Summit County R6. Colorado Blueprint: Summary of 6 Focus Areas for State Economic Development S. Information on Public Comment Period for CEDS: Press Release, website posting T. Request for No-Cost Time Extension on Planning Grant #05-86-04922 U. EDA Letter Granting No-Cost Time Extension on Planning Grant #05-86-04922 V. NWCCOG Resolution #11-02 Approving CEDS W. NWCCOG Economic Development District Board Roster X. Letter from NWCCOG Chair Officially Requesting EDD Designation from the EDA
NWCCOG CEDS – TABLE OF CONTENTS
I. INTRODUCTION
A. CEDS Definition and Purpose
Northwest Colorado Council of Governments (NWCCOG) has prepared a Comprehensive Economic Development Strategy (CEDS) for the following five counties which make up State Planning and Management Region 12 in the State of Colorado: Eagle County, Grand County, Jackson County, Pitkin County and Summit County. These five counties are located in the northwest portion of the State of Colorado, and NWCCOG has been its designated regional association (Region 12) since 1972.
Region 12’s Comprehensive Economic Development Strategy (CEDS) is designed to bring together the public and private sectors in the region in the creation of an economic roadmap to diversify and strengthen the regional economy. Development of a CEDS is the first step for Region 12 to become an Economic Development District under the auspices of the EDA. It is NWCCOG’s hope that , based on the merit of this CEDS, the EDA will grant the region Economic Development District status, thereby making Region 12 towns and counties eligible for potential funding programs that will assist with economic development projects that will serve to bolster and diversify our economies.
B. CEDS Background and Requirements
NWCCOG’s Region NWCCOG’s Region is located in the northwest section of the State of Colorado. Most of the area is located among the high peaks of the Colorado Rockies. The region is bordered in the East by the Continental Divide, in the north by the State of Wyoming in Jackson County, to the west by Garfield County, and to the South by the Elk Mountain Range in Pitkin County. It is considered the "high country", as elevations range from a high point of 14,270 (Grays Peak in Summit County) to a low of 6,312 in the Town of Gypsum in Eagle County. The average elevation of the towns in Region 12 is 8,124 feet above sea level.
The mainstay of the region’s economy is tourism. The region has a large percentage of public lands, which serve as the basis for this tourism. The public lands attract millions of visitors from across the United States as well as internationally for skiing, hiking, mountain biking, camping, wildlife viewing, fishing, hunting, and simply enjoying the beautiful vistas, clean air, and overall enjoyment of the natural environment. Secondary industries have emerged from the tourism-based economy such as the construction of second homes, and the real estate industry generated from the buying and selling of real estate. Region 12’s economy lacks diversity, and this CEDS seeks to identify opportunities to make it more diverse and sustainable.
Impetus for Creating the CEDS The first sentence in NWCCOG's mission statement is to be responsive to our members' needs and interests. In the most recent member needs survey, conducted in July 2009, the number one need
NWCCOG CEDS - PAGE I-1
mentioned by NWCCOG member jurisdictions was "economic downturn and associated issues: budget constraints, reduced revenues, long term sustainable funding, unemployment (particularly in the construction industry), maintaining a quality workforce during difficult economic times, funding capital projects, and economic development and diversification away from dependency on resorts and tourism". (Appendix A)
In response to the member needs survey, staff began exploring requirements to become an Economic Development District (EDD) under the auspices of the U.S. Economic Development Administration (EDA). In October 2009, the NWCCOG Board of Directors passed Resolution 09-01 authorizing staff to apply for a planning grant from the EDA to develop a Comprehensive Economic Development Strategy (CEDS) (Appendix B). Creation of a CEDS is the first step a region takes in becoming an EDD. A CEDS is designed to bring together the public and private sectors in the creation of an economic roadmap to diversify and strengthen regional economies. The planning grant was submitted to the EDA in December 2009, and a grant award in the amount of $35,000 was made on April 1, 2010 with a deadline of submitting the CEDS and EDD designation materials to the EDA by May 31, 2011 (Appendix C). Due to needing extra time to amend the structure of NWCCOG’s board of directors and by-laws in order to meet EDA requirements, NWCCOG requested and was granted a no-cost time extension of 120 days, thereby extending the deadline for submitting the CEDS and EDD designation materials until September 30, 2011 (Appendix S).
The CEDS planning process has included broad community participation, and has incorporated existing plans and planning processes in the region. All partners in economic development were identified and asked to participate. All potential resources for economic development were identified and recruited during this process.
One of the requirements of an EDA-funded CEDS is the formation of a CEDS Advisory Committee (CEDSAC) to guide the CEDS planning process. NWCCOG created a CEDS advisory committee based on EDA requirements of at least 51% from the Private Sector, and no more than 49% from Other Economic Interests in the Region. NWCCOG did assemble the CEDSAC to meet EDA requirements, and this body has guided the process from the beginning
The CEDS created for Region 12 contains all data required by the EDA including:
• Data Research and Collection: NWCCOG staff researched the existing and projected economic conditions throughout the region. Data in the CEDS includes demographics, socioeconomic data, labor force characteristics, geography, climatic, environmental, and natural resources profiles, infrastructure of the project area including all transportation modes, water, sewer, communications, and electrical distribution systems, major sectors of the region's economy and their past, present, and projected contribution to employment, income and revenue.
• Broad community participation: Economic development stakeholders in each of the five counties in NWCCOG's region were identified and invited to participate in developing the CEDS. There was a 30-day public comment period prior to approval of the final CEDS.
Data in the CEDS also includes the following:
• Analysis of Project Area Economy - an analysis of the relationship of Region 12’s economy to the State with particular regard to the unemployed and underemployed, location advantages or
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disadvantages, factors that directly affect economic performance including state and local laws, financial resources, transportation costs, energy costs, business, personal and property taxes, bonding capacity, and land use patterns, other factors that directly affect economic performance including housing, health services, schools and educational facilities, public safety, recreational and cultural facilities, and environmental issues related to flood plains, air quality, wetlands, historic preservation, hazardous waste contamination, and growth initiatives. • Inventory of Economic Developments Tools in the Region: a great deal of consideration was taken of existing key planning document sin the region and the planning processes that went into them. (Appendix D). All partners in economic development were identified and invited to participate in the CEDS planning process. • An analysis of the present state of the region's economy including strengths and weaknesses. Growth sectors and clusters in the region have been identified and included in this CEDS. A vision statement, goals and objectives for Region 12 have been created in order to provide a temporal framework for public and private decision-making and served as the basis for the formulation of the action plan. • An evaluation plan has been created and is contained in the CEDS. Performance measures have been identified to evaluate the progress of activities in achieving the vision, goals, and objectives. This evaluation will be the responsibility of NWCCOG’s economic development professional staff under the guidance of the CEDS Advisory Committee.
C. CEDS Planning Process (Appendix E)
Creation of CEDSAC – NWCCOG assembled a CEDS Advisory Committee made up of at least 51% private sector, and no more than 49% public sector representatives from throughout the 5 county region to guide the process. The NWCCOG Executive Committee has served as the founding members. (Appendices F, G, H)
CEDSAC Visioning – NWCCOG facilitated a visioning session of the CEDSAC on October 20th, 2010 (Appendix I). NWCCOG staff reviewed key planning documents of individual member jurisdictions (i.e. master plans, comprehensive plans, community plans, economic development plans) and compiled a list of common threads and goals. It is recognized that a great deal of public input and local planning went into these planning documents. This discussion served as the foundation for the visioning session and SWOT analysis.
The following vision statement was drafted at that visioning session:
The NWCCOG Economic Development District will provide a toolbox of resources which our communities can use to create innovative public/private partnerships, and to assist our communities in maintaining and enhancing infrastructure, balancing the needs of land use, and enabling access to resources to create a strong, vibrant region that supports regional sustainable livability.
Data collection, compilation, analysis – Data collection and compilation has been on-going, and includes the following data: population, labor force, employment, industry sectors, infrastructure, community services and resources.
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Stakeholder Input Meetings – one stakeholder input meeting was held in each of the five NWCCOG counties throughout October 2010 to gather input from key economic development stakeholders in the region (Appendix J). Input was recorded and summarized (Appendix K). Based on this input, an on-line survey was sent out to the stakeholders inviting them to prioritize the nine economic development activities that emerged as the most frequently mentioned at the stakeholder input meetings.
Coordination with Governor Hickenlooper’s Bottom Up Economic Development Initiative - Governor Hickenlooper’s number one priority is to build an “Economic Development Plan” from the bottom-up and chart a course for economic revival county by county in Colorado. The Governor requested that each county develop and/or update its economic development plan upon receiving current input from every aspect of the county to include local citizens, businesses, civic groups, municipalities and other interested parties. The goal is to have the counties’ economic development plans rolled up into 14 regional economic development plans, which collectively will be rolled up into a statewide economic development plan.
The specific outcomes desired by this statewide initiative are to enhance local ownership of economic development; build stronger trust and relationships between government and communities; raise the degree of confidence within the business community; retain and create jobs for Colorado residents; identify innovative and/or “best practices” economic development ideas for implementation and replication respectively; and create a more competitive Colorado.
NWCCOG is serving as coordinator for our five counties for this statewide initiative. We will be including the five county economic development plans into this CEDS.
D. Region 12 Distress Factors
While Section VI: Analysis of Economic Development Problems and Opportunities of this CEDS provides more detail, the purpose of this section is to highlight the economic distress factors that are a threat to the economic sustainability of Region 12.
Under the Economic Adjustment Assistance Program of the EDA, it is stated that the EDA considers, in addition to unemployment and per capita income thresholds, several special need distress criteria (as defined in 13 C.F.R. § 300.3). NWCCOG has several of these special needs as explained below:
Substantial out-migration or population loss: Jackson County, the northernmost county in Region 12, has suffered greatly over the years due to population loss. Over the last 30 years, Jackson County lost 25% of its population, falling from 1,863 people in 1980 to 1,394 in 2010 (source: U.S. Census Bureau). For a small community like Jackson County, a 25% decline in population is devastating. This loss of population can be attributed to the county’s isolation, limited transportation systems due to its loss of rail rights of way in the 1980's, and loss of the coal mining and timber industry. Jackson County has a small, sparse population base that lacks the financial wherewithal to support further development of public infrastructure.
Pockets of Poverty The Town of Walden, which is the Jackson County seat and only population center, has a per-capita income of $16,602, which is below 80% of the national per capita income. (The U.S. per capita income is $27,041; 80% of that is 21,633.) Similarly, the Town of Kremmling in Grand County has a per capita
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income of 19,226, which is also below 80% of the national per capita income. The Town of Kremmling also had out-migration over the last decade, losing 8.5% of its population. (source for per capita income data: U.S. Census Bureau, American Community Survey 5-year estimates, 2006-10.)
Per Capita Income (source: U.S. Census, ACS 5-yr Est. (2006-10)
Town of Kremmling
Town of Walden
80% of U.S.
U.S.
$- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000
Underemployment; that is, employment of workers at less than full-time or at less skilled tasks than their training or abilities permit: Underemployment is prevalent in Region 12, where a highly educated workforce is being paid very low wages due to the large percentage of service level jobs. Underemployment is an issue in the region also because of its seasonal nature. Not only is it easier to hire part-time workers, but it is easier on employers to let part-time workers go at the end of the busy season. Underemployment has negative repercussions for the economy and the health of the business community by not allowing people to work to their full potential. This generates worker frustration, leading to dissatisfaction with a job or employer. This also leads to businesses suffering from the high costs associated with unemployment claims/benefits. It creates challenges for the seasonal workforce as well, as some have no access to employment benefits and have the potential to be laid-off much easier than an employee who works full- time year-round. The creation of more year-round, full- time jobs that better-utilize the highly skilled, educated population that Region 12 attracts is a strategy that this CEDS seeks to address.
To illustrate:
Region 12’s Educational Attainment is relatively HIGH compared to the U.S.: (source: U.S. Census Bureau, American Community Survey 5-Year Estimates (2006-10)
NWCCOG CEDS - PAGE I-5
% of Population 18+ with a Bachelor's Degree
45 40 35 30 25 20 15 10 5 0 Eagle County Grand County Jackson County Pitkin County Summit County U.S.
Yet wages are very LOW relative to the U.S.: (source: U.S. Bureau of Labor Statistics)
Average Weekly Wage - Q2, 2011 1000 900 800 700 600 500 400 300 200 100 0 Eagle Grand Jackson Pitkin Summit U.S.
Natural or other major disasters or emergencies and extraordinary depletion of natural resources: Since 1995, Northwest Colorado has experienced the most severe infestation of bark beetles in its history. More than 2 million acres has been affected by the beetles, killing entire landscapes of lodgepole pine. Region 12 mountain communities rely solidly upon these landscapes for their economic vitality. With nearly all lodgepole pine stands either dead or dying and an increased risk of a large-scale, catastrophic wildfire, there is a significant risk to economic values in the region.
The effect on the economy is devastating to the mountain communities in Region 12. The epidemic causes the following:
• concerns that the outbreak represents a significant, even catastrophic, fire hazard
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• lost aesthetics • reduced property values • loss of tourism and associated income and tax receipts • tree-fall hazard • pesticide spraying (costs, health effects, effectiveness, etc.) • urgent need for dead tree removal • need for preventive logging
Socio-Economic Impacts: Real and Perceived The West that depends on tourism, meanwhile, wonders what their customers will think about the dramatic change in scenery. For example, four million visitors a year come for sightseeing and recreation to Grand County in Colorado, where much of the forest is now dead. “What happens,” said Ray Jennings, director of emergency management for Grand County, “if this becomes an ugly place to be?” -New York Times 11/18/2008
The ski industry also feels at risk from forest change. The ski industry fears that bare slopes will not be able to maintain a snowpack as effectively as forested slopes, and that destination skiers will go to other western states without the beetle because of reduced aesthetics. One ski industry observer put it this way: “The resulting loss of shade will trigger an earlier spring melt… [large scale loss of trees means] fewer wind breaks, which will increase snow drift and, perhaps, snowmaking. Trees also buffer ski lifts, so there might be more wind closures.” (Tolme, 2009).
Over 70% of those forests are owned by the Federal Government and are managed by the USDA Forest Service, BLM, US Fish and Wildlife Service, and National Park Service. Government regulations make it very difficult to mitigate this epidemic due to the fact that the lands are not owned locally. All the towns in Region 12 derive their primary source of drinking water from creeks flowing through the dead and dying forests. To illustrate the devastation: • 7,000 acres in Grand and Summit County need treatment to protect Denver Water’s supply system. • 2,000 miles of roadways, many that would be utilized in evacuation scenarios, are in jeopardy due to dead standing trees in the right of way. • 1,500 miles of recreational trails on three national forests are in jeopardy of closure due to trees being toppled by the wind in dead lodgepole pine forests in which they are located. • 21,455 national forest developed recreation sites, not including ski areas, are in jeopardy of closure due to falling tree hazards. • 52 emergency communication sites are in jeopardy. • 633 miles of electric transmission lines are in jeopardy of falling trees and are not survivable in a wildfire. Major electrical transmission lines feeding the Western Grid, serving the entire West, run directly through the heart of these dying and dead forests.
Water is supplied to the major Western metropolitan areas of the Denver Front Range, Las Vegas, Phoenix, and Southern California from the Colorado River in which Grand County serves as the source (Grand Lake) and which rises and flows through the dead and dying forest. (source for much of the above: Retzlaff, Michael. RMC Consultants, Inc. Economic Values at Risk: Economic Indicators for Five Bark Beetle Infested Counties of Colorado (2008).
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Mountain Pine Beetle Progression: 1996 - 2011 Source: 2011 Report on the Health of Colorado’s Forests – Colorado State Forest Service
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Number of Acres Affected (cumulative: 1996 – 2010) by Mountain Pine Beetle Epidemic (source: Forest Health Conditions, 2009-2010, USDA Forest Service, Rocky Mountain Region)
Eagle County 185,000 Grand County 581,000 Jackson County 364,000 Pitkin County 21,000 Summit County 142,000 Total Acres Damaged by MPB in Region 12 1,293,000
Threat of Wildfire and Consequences to Water Supply of Colorado Plus Seven Downstream States and the Republic of Mexico
Will lead to….
Not only are Region 12 headwaters counties unique in the State in that each contains the headwaters of rivers that must support not only their in-basin county needs, but also are used to supply water to the Front Range and Eastern Plains of the State, and must deliver legally mandated quantities of water to seven other states plus the Republic of Mexico. (Source: Coley/Forrest, Inc. Water and its Relationship to the Economies of the Headwaters Counties. December 2011)
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Damage to Ten Mile Creek Watershed in Summit County, Colorado (source for following two maps of watersheds: presentation to the Colorado Bark Beetle Cooperative on 4/15/2011 – Effects of Beetles on Water Resources in North-Central Colorado, John Stednick, et al, Colorado State University, Watershed Science)
Damage to Willow Creek watershed in Summit County, Colorado
NWCCOG CEDS - PAGE I-10
Other distress factors include:
Heavy Reliance on One Industry (Tourism): The heavy reliance on tourism creates several problems including difficultly weathering economic fluctuations (like current global recession), abundance of low paying jobs, high cost of living due to desirability of the area to outside dollars, and a seasonal workforce. Region 12 depends heavily on tourism and the sales tax that it generates. Over fifty percent of the region’s jobs are related to tourism. This is problematic in that tourism is very dependent on discretionary dollars, which have been in short supply over the last several years due to the global recession. Tourism is also very seasonal and volatile. It is very important that the region work on diversifying its economic base such that the resulting economy can weather economic fluctuations. The reliance on tourism is not sustainable. Also, by diversifying, we can bring more year-round jobs to the region. By doing so, the region will be able to establish the infrastructure to balance the economic downturns such as we have experienced in the most recent years.
% Jobs in Tourism and All Other Industries
Summit County 59% 41%
Pitkin County 49% 51%
Grand County 51% 49% Tourism
Eagle County 50% 50% All Other Industries
Headwaters 48% 52% Combined
State of Colorado 8% 92%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
(Source for above chart: Coley/Forrest, Inc. Water and its Relationship to the Economies of the Headwaters Counties. December 2011)
Loss of Jobs and Businesses The region has been hard-hit by the global recession. From 2008 to 2010, the region lost 6,983 jobs in the top three key industries: Accommodations & Food Services, Construction, and Retail Trade.
To Illustrate: (source: Colorado Department of Labor & Employment – data presented for the most recent years for which a complete years’ worth of data is available)
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Region 12 Accommodations & Food Service Jobs: 2008-2010 # Jobs Lost: 1,894
28000
27500
27000
26500
26000
25500
25000
24500 2008 2009 2010
Region 12 Construction Jobs: 2008-2010 # Jobs Lost: 3,775
10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 2008 2009 2010
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Region 12 9000 Retail Trade Jobs: 2008-2010 # Jobs Lost: 1,314
8500
8000
7500
7000
6500 2008 2009 2010
A total of 581 businesses were lost during that same time frame (2008-2010).
Region 12 Total Number of Businesses: 2008-2010 # Businesses Lost: 581
9000 8900 8800 8700 8600 8500 8400 8300 8200 8100 8000 2008 2009 2010
After doing a quick tally, Pitkin County appraiser, Randy Gold calculated that there’s at least 40,000 square feet of retail space available in Aspen’s commercial core, and about 30,000 square feet of office space is sitting empty. (Source: Aspen Times Weekly. Empty Spaces in Aspen: Vacancy rate in Aspen’s commercial core reaches an all-time high. February 12, 2010)
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Dillon, Summit County, Colorado – Empty restaurant, retail and office space in downtown core. February 22, 2012
In addition to the jobs lost in tourism-supporting segments, as indicated above, the loss of jobs in the secondary economic segment of agriculture, in Region 12 headwaters counties, alone, have been devastating over the last decade, as indicated in the following chart.
Source: CO. Dept. of Labor and Employment, Colorado ES202 Wage and Employment Tables, Avg. Annual.
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The Reliance on an Uncontrollable Factor: “Mother Nature” The ski industry is the backbone of the Region’s tourism economy. Heavy reliance on this industry is very risky in that, the region has absolutely no control over a very large factor – ‘Mother Nature’. The success of this industry is heavily depended on a factor that no one can control, and that is snowfall.
The following is from Economic Impacts of Climate Change on Colorado - A Review and Assessment Conducted byThe Center for Integrative Environmental Research, University of Maryland, 2008.)
Colorado’s economy benefits immensely from skiing and ski-related tourism (CTO 2008; US GCRP 2000; BLS 2008). However, the state’s most popular tourist activity is at risk from climate change. Under a scenario of continued emissions (700 ppm of CO2 by 2100), the snowline could increase by 328-1,312 feet and the snow season could become 30 days shorter (Woodford et. al 1998). The rise in the snowline should be less of a concern given Colorado’s high altitude, but a shortening season could seriously imperil Colorado’s ski industry. Consider that the typical ski resort needs 100-105 days of skiing to secure the average industry profit margin of 6.5-7 percent (US GCRP 2000). This number indicates that regardless of increases in snowfall the bottom-line for ski resorts is heavily dependent on total days of skiing. Furthermore, less precipitation will fall as snow and the IPCC predicts that a 1.8° F increase in annual global temperatures will decrease snow pack by 20 percent in the Northern Hemisphere (IPCC 2007b). As an illustration of the economic impact of less snow, the Denver Post reported that the Vail Ski Resort recorded a $2 million loss in second quarter revenue earnings in 2008 relative to 2007 because of scarce snowfall (Shore 2008). Additionally, the 2006 Colorado College State of the Rockies Report Card highlights the significant losses predicted in snow pack for the state (See Table 1). Given all of these factors, skiing in Colorado will become less reliable and the industry as a whole will take a loss as the effects of climate change become more tangible. As a result of just a 1 percent annual decrease in the amount of tourists visiting Colorado’s ski resorts each year, we can expect a total economic loss of over $375 million by 2017 and over 4,500 jobs lost (RESI 2008).
Table 1. Projected Loss in Snow Pack by 2085 with no Greenhouse Gas Reductions - County Loss in Snow Pack & Resort Impacted Eagle County 57% Proj. Loss (Vail and Beaver Creek) Grand County 54% Proj. Loss (Winter Park) Summit County 50% Proj. Loss (Breckenridge and Copper Mountain)
Seasonal Nature of Economy – small businesses, the backbone of the Region 12 economy, must endure “mud season” every year – a time of year between the busy ski season and summer season when business becomes extremely slow due to lack of visitors. Businesses’ revenues are down, savings accounts dwindle, employees are laid off, and many businesses are forced to close their doors altogether for a few months. This is extremely hard on businesses, especially those businesses that rely on a well-trained workforce. These businesses are forced to reduce staff during the slow time, but when volume picks up again they are forced with the expense of recruiting and retaining a new group of employees. It is very difficult to keep a well-trained, motivated, mission-ready workforce if they have to let many of them go at the end of the busy season.
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To illustrate: the chart below shows the unemployment rate of the five Region 12 counties during the most recent “mud season” (spring 2011) in comparison to the state and the U.S. All but Jackson County reported double-digit unemployment rates during this time, far exceeding that of the State and the U.S. (source: Colorado Department of Labor & Employment).
May 2011 Unemployment Rate
16
14 13.4 12.3 11.5 12 10 10 9 8.5 8 6.4 6
4
2
0 Eagle Grand Jackson Pitkin Summit Colorado U.S. County County County County County
High cost of living, especially high cost of housing: The cost of housing in Region 12 is relatively high in comparison to other areas in the state and the nation. The region’s many amenities have made it an attractive location to live or own a second home. As a result, home market values in the region have been increasing at rates that far exceed the national average, resulting in a widening gap between local incomes and housing prices. Therefore, this has created a lack of affordable (or “attainable”) housing in Region 12. This is a problem because housing that is attainable to the workforce is a cornerstone for the region’s strong year-round community and a healthy economy. Housing that is available and affordable to the workforce, given the relatively low wages in this region due to the prevalence of services-level jobs is extremely important because it promotes:
• A reliable workforce in the region; • Opportunities for people to live where they work, thereby reducing adverse transportation impacts and growth pressures throughout the region; • A stable community that is invested in the future of the region; • A more diverse community, including singles, families and seniors.
To illustrate: The following presents data from a variety of sources on the high cost of living, particularly housing, in Region 12.
U.S. Census Bureau ACS Data The following data is from the U.S. Census Bureau, American Community Survey 5-year estimates (2006- 10).
NWCCOG CEDS - PAGE I-16
Selected Monthly Owners Costs (SMOC) – Median Monthly Mortgage Payment Three out of five Region 12 counties have higher median monthly mortgage payments than the U.S. On average, the region’s mortgage payments are higher than the U.S.
Avg. Median Montly Mortgage Payment
1800
1750
1700
1650
1600
1550
1500
1450
1400 U.S. Region 12
Percentage of Households Paying 35% or More for SMOC The high cost of living is reflected in this chart, which shows that, for all five Region 12 counties, the percentage of households paying 35% or more for selected monthly owners costs (i.e. housing) is higher than the national average.
% of Households Paying 35% or more of HH Income for SMOC
45 40 35 30 25 20 15 10 5 0 Eagle Grand Jackson Pitkin Summit U.S. County County County County County
NWCCOG CEDS - PAGE I-17
NWCCOG 2009 Cost of Living Study This study benched Denver to “Standard City U.S.A.” from the annual survey conducted by the American Chamber of Commerce Association. The methodology is that Denver is very close to standard city (only slightly above), so that comparing Region 12 towns to Denver, is in effect comparing them to standard city. The chart below shows how the town that houses each Region 12 county seat has a cost of living higher than Denver (thus standard city).
400
350
300
250
200
150
100
50
0
2009 Colorado School District Cost of Living Study The following data further exemplifies the issue of cost of living in Region 12. The data for chart below is from the 2009 (most recent) State of Colorado School District Cost of Living Study commissioned by the Colorado Legislative Council. It represents what a market basket of goods, which includes goods and services, housing, transportation and some miscellaneous items, costs in each of the 178 school districts in Colorado. The market basket was defined to include items available to a three-person household with an annual income of $47,500 (to represent the average teacher salary). Four out of six school districts in Region 12 ranked in the top ten in terms of cost of living. Region 12 is in fact home to the number one ranked in terms of highest cost of living in the state (Aspen School District in Pitkin County).
NWCCOG CEDS - PAGE I-18
Cost of a $47,500 Basket of Goods in each School District in Region 12
120,000
100,000
80,000
60,000
40,000
20,000
- Aspen 1 Summit RE Eagle East Grand West North Park Baseline (Pitkin) 1 (Summit) County RE 2 (Grand) Grand 1 R1 (State) 50 (Eagle) (Grand) (Jackson)
Lack of Funding for Education: The Governor of Colorado is proposing a $332 million net reduction next year in total spending for public schools, which is the largest ever cut to districts in dollar terms. These funding cuts, coupled with the increasing costs of K-12 education, are a serious threat to school districts in Region 12. Region 12 schools, as are all school districts in Colorado, are already in a threatened position as evidenced by the following: Out of 50 states in the U.S.: Colorado ranks 42nd in per pupil funding adjusted for regional cost differences; 40th in median student-teacher ratio in primary level schools; 41st in technology in our schools; 50th in teacher salaries as a percent of pay in comparable professions; 48th in funding for higher education per full-time student; 48th in state and local support for higher-Ed per capita. (source: Great Education Colorado – www.greateducation.org). This threat to education is a serious threat to economic development in this region in that education is such a key component.
This CEDS and subsequent establishment of an Economic Development District for Region 12 is a vital part of this effort to create a proactive economic strategy aimed at diversifying, balancing, and stabilizing the regional economy as we move forward in time. EDD status will give this region access to capital to further its goals of improving and expanding infrastructure, development of new industries, and to have capacity to attract entrepreneurs to bring new businesses into the area. This will make the region's economy more diverse and therefore more resilient in times of economic recession nationwide.
NWCCOG CEDS - PAGE I-19
II. NWCCOG ORGANIZATION
A. NWCCOG Organization
Northwest Colorado Council of Governments (NWCCOG) is a voluntary association of county and municipal governments in a 5-county region in northwest Colorado that believes that working together on a regional basis provides benefits that could not be obtained alone. The five counties which makeup the NWCCOG Region are: Eagle County, Grand County, Jackson County, Pitkin County, and Summit County. The organization has been in existence since 1972, when, by Executive Order, the Governor of Colorado created 14 planning and management regions for the purpose of regional planning and cooperation. The organization is guided by the NWCCOG Council made up of one representative (either an elected official or town manager) from each member town and county. Thus, the jurisdictions that make up Region 12 have a long history of working together to solve regional problems.
NWCCOG can be divided into four component parts: federal & state long-term grant programs administrator, member services, affiliated organizations, and regional initiatives.
Federal & State Long-Term Grant Programs Administrator – all the following programs are funded by federal funds. Thus, NWCCOG has a long history of federal grant program management and administration: • Alpine Area Agency on Aging provides an array of senior adult services under the Older Americans and Older Coloradans Acts. • Weatherization Program provides home energy-efficiency services to low-income Coloradans under the federal Energy Management and Conservation Act. • Watershed Services develops and administers the regional water quality plan under the National Clean Water Act. • Northwest All-Hazards Emergency Management Region provides coordination and fiscal services under the Homeland Security Act and the Law Enforcement Terrorism Prevention Program.
Member Services • Elevator Inspection Program issues new permits and provides on-going safety inspections. • Community Surveys gather statistically valid public opinion to provide insight on a variety of topics. • Meetings Facilitation provides professional facilitation services to groups seeking to meet desired outcomes effectively. • Geographic Information Services provides information mapping, analysis, and consulting. • Research and Data Services gathers and organizes information pertinent to specific issues. • Demographic Information Clearinghouse maintains current demographic statistics for member jurisdictions. • Grants Research and Writing assists in locating and applying for private, state and federal grants. • Health Insurance Pool offers group insurance to member jurisdictions. • Technical Assistance Grants fund small projects for member jurisdictions.
Affiliated Organizations • NWCCOG Water Quality and Quantity Committee provides legal and legislative services to headwaters jurisdictions. • NWCCOG Foundation provides member jurisdictions use of an IRS 501(c) (3) public foundation to facilitate fundraising.
NWCCOG CEDS - Page II-1 • Northwest Revolving Loan Fund provides small, low-interest loans for business expansions and start-ups to create and/or retain jobs. • Rural Resort Region maintains an open membership to address regional issues.
In its 39 years, NWCCOG has evolved into an organization that addresses a wide spectrum of issues and opportunities of interest to individual member jurisdictions and the region. Although NWCCOG remains flexible to address a changing menu of issues and opportunities, the mission of NWCCOG remains constant:
NWCCOG’s mission is to be responsive to our members’ needs and interests by providing guidance and assistance in problem-solving, information sharing, and partnership building, advocating members’ interests and needs with local, state and federal entities, and providing quality services to our membership that are relevant, effective and efficient.”
B. Economic Development District Organization
Region 12 has never been an Economic Development District (EDD) organization in its almost 40 years of history. The planning grant from the EDA has enabled NWCCOG to create this Comprehensive Economic Development Strategy (CEDS), and to apply to the EDA for EDD designation.
EDD Governing Body NWCCOG is proposing to amend its articles of association to allow for 2 side-by-side boards of directors: a NWCCOG/EDD board of directors which complies with EDA requirements that state that the EDD board must be comprised of the following:
• Government Representatives – at least 51%; no more than 65% It is proposed that the EDD board will be comprised of the following: 5 county representatives (one county commissioner from each of the five NWCCOG Counties); 6 municipal representatives elected from the NWCCOG Advisory Board
• Non-Government Representatives: Total is at least 35%; no more than 49% It is proposed that the non-governmental representatives on the EDD board will be comprised of the following: 5 stakeholder representatives selected by the individual counties; 1 healthcare industry representative; 1 resort industry representative; 1 Colorado Workforce Center representative; 1 Colorado Mountain College representative
The NWCCOG Council will remain intact.
EDD Organizational Structure NWCCOG will use existing staff to administer the Economic Development District. Specifically, the NWCCOG Executive Director will provide oversight to the EDD; the Director of Business and Economic Development will plan, coordinate, implement the programs of the EDD (as well as the Business Loan Fund and Forest Business Loan Fund); the Research Project Manager will provide program assistance to the EDD.
NWCCOG CEDS - Page II-2 III A. DESCRIPTION OF THE REGION
A1. Area Description
Northwest Colorado Council of Governments (NWCCOG) is located in the northwest portion Colorado just west of the Front Range, and includes the counties of Eagle, Grand, Jackson, Pitkin and Summit. NWCCOG is the region designated by the State of Colorado as State Planning and Management Region 12. It is in the heart of the Rocky Mountains and is characterized by its mountainous terrain and very high overall altitude.
The most recent population figure reported from the U.S. Census Bureau, Census 2010, is 113,576. The region consists of 6,779 square miles, for an overall population density of 16.8 persons per square mile.
The five inclusive counties of the region involve the following land area:
Eagle County– 1,701 sq. mi. (25% of region) Grand County– 1,869 sq. mi. (28% of region) Jackson County – 1,620 sq. mi. (24% of region) Pitkin County – 970 sq. mi. (14% of region) Summit County – 619 sq. mi. (9% of region)
Map of Region 12 (Figure A1)
A2. Location
Region 12 is located in the northwest section of the State of Colorado. Most of the area is located among the high peaks of the Colorado Rockies. The region is bordered in the East by the Continental Divide, in the north by the State of Wyoming in Jackson County, to the west by Garfield County, and to the South by the Elk Mountain Range in Pitkin County. It is considered the "high country", as elevations
NWCCOG CEDS - Page III A-1 range from a high point of 14,270 (Grays Peak in Summit County) to a low of 6,312 in the Town of Gypsum in Eagle County. The average elevation of the towns in Region 12 is 8,124 feet above sea level.
Travel Time to Denver, Colorado (Table A1)
From Denver, CO to….. # of miles one way Travel Time
Eagle County:
Vail 97.14 miles 1 hr. 44 mins.
Minturn 104.12 miles 1 hr. 53 mins.
Avon 106.88 miles 1 hr. 55 mins.
*Eagle 127 miles 2 hrs. 13 mins.
Grand County:
Kremmling 104.75 miles 1 hr., 59 mins.
Granby 86.53 miles 1 hr., 52 mins.
*Hot Sulphur Springs 96.84 miles 2 hrs. 6 mins.
Winter Park 68.86 miles 1 hr. 30 mins.
Jackson County:
*Walden 166.07 miles 3 hrs., 5 mins.
Pitkin County:
Basalt 180.39 miles 3 hrs. 14 mins.
Snowmass Village 197.13 miles 3 hrs. 36 mins.
*Aspen 198.50 miles 8 hrs. 38 mins.
Summit County:
Silverthorne 68.03 miles 1 hr. 16 mins.
*Breckenridge 80.75 miles 1 hr. 34 mins.
Frisco 72.19 miles 1 hr. 19 mins. *indicates County seat
Travel Time to Other Colorado and U.S. Cities (Table A2)
To Silverthorne, CO # of miles - one way from….
Denver, CO 68.03 miles
Colorado Springs, CO 134.18 miles
Grand Junction, CO 178.33 miles
NWCCOG CEDS - Page III A-2 Durango, CO 287.88 miles
Phoenix, AZ 740.74 miles
Los Angeles, CA 951.86 miles
Seattle, WA 1,284.13 miles
Kansas City, MO 668.95 miles
Dallas, TX 861.32 miles
Chicago, IL 1,068.89 miles
New York City, NY 1,843.00 miles
Miami, FL 2,136.72 miles
The Region has often been referred to the Rural Resort Region, given its relatively small population, rural character, and tourism-oriented economy.
Zip Codes in Region 12 (Table A3) Eagle County Avon 81620 Basalt (MCP) 81621 Eagle 81631 Gypsum 81637 Minturn 81645 Red Cliff 81649 Vail 81657 Edwards (Uninc. Area) 81632 Grand County Fraser 80442 Granby 80446 Grand Lake 80447 Hot Sulphur Springs 80451 Kremmling 80459 Winter Park 80482 Jackson County Walden 80480 Pitkin County Aspen 81611 Basalt (MCP) 81621 Snowmass Vg. 81615 Summit County Blue River 80424 Breckenridge 80424 Dillon 80435 Frisco 80443 Montezuma 80435 Silverthorne 80498
NWCCOG CEDS - Page III A-3 A3. Brief Description of Each County
Eagle County Eagle County covers 1,701 square miles and makes up 25% of the region. There are fifteen community centers in the County. Vail, Minturn, Red Cliff, Avon, Eagle, Gypsum, and Basalt are incorporated towns, and all, with the exception of Vail and Redcliff, have been actively annexing adjacent land in the past ten years to accommodate residential and commercial growth. Eagle-Vail and Beaver Creek are essentially unincorporated suburbs of the Town of Avon. The largest population center is unincorporated Edwards. The smallest centers, also unincorporated, are Burns, McCoy and
Bond, which serve ranches in the northern part of the county, and Wolcott, which is likely to see significant growth pressure in the foreseeable future given its location on the I-70 corridor. On the Roaring Fork River, unincorporated El Jebel lies near the Town of Basalt between the towns of Glenwood Springs in Garfield County and Aspen in Pitkin County. Finally, Dotsero is an emerging community center located west of Gypsum on the Colorado River where over 400 dwelling units and 20,000 square feet of commercial space have recently been approved.
Map of Eagle County (Figure A2)
NWCCOG CEDS - Page III A-4 Grand County
Grand County covers 1,869 square miles and makes up 28% of the region. It is known as Middle Park. Six incorporated Towns are located in Grand County: Town of Fraser, Town of Granby, Town of Grand Lake, Town of Hot Sulphur Springs, Town of Kremmling and Town of Winter Park. Unincorporated communities include: Parshall, Radium and Tabernash.
Map of Grand County (Figure A3)
NWCCOG CEDS - Page III A-5 Jackson County
Jackson County covers 1,628 square miles and makes up 24% of the region. It is known as North Park. It is made up of the incorporated Town of Walden, and the unincorporated communities of Cowdrey, Coalmont and Rand.
Map of Jackson County (Figure A4)
NWCCOG CEDS - Page III A-6 Pitkin County Pitkin County covers 975 square miles and is located in the heart of the White River National Forest, surrounded by the spectacular peaks of the Elk Range in the northern Rocky Mountains. Pitkin County includes the communities of Aspen, Snowmass Village, Old Snowmass, Woody Creek, portions of the town of Basalt, Meredith, Thomasville, the outskirts of Carbondale and the town of Redstone.
Map of Pitkin County (Figure A5)
NWCCOG CEDS - Page III A-7 Summit County Summit County covers 619 square miles and makes up 9% of the Region. The County is centrally located in Colorado, being only an hour’s drive from the Denver metropolitan area. Interstate 70 (I-70), the state’s main east-west transportation corridor, bisects the County, and enhances the proximity of the County to Denver/Front Range communities. Included within the county are six incorporated municipalities – the Towns of Blue River, Breckenridge, Dillon, Frisco, Montezuma, and Silverthorne. Summit County has four major ski resorts (Arapahoe Basin, Breckenridge, Copper Mountain, and Keystone), significant National Forest and Bureau of Land Management lands, and two Congressionally-designated Wilderness Areas (Eagles Nest and Ptarmigan Peak).
Map of Summit County (Figure A6)
NWCCOG CEDS - Page III A-8 A4. Travel throughout the Region
Mountain Passes in Region 12 Winter driving conditions, often hazardous, exist on the following mountain passes in NWCCOG's region. All or part of these passes are in the region. Use of snow tires, chains, and/or 4-wheel drive vehicles are frequently required for winter driving on these passes. Also, it is not uncommon for these passes to be closed due to adverse driving conditions in the winter.
Mountain Passes in Region 12 (Figure A4)
Pass/Mtn. County Elevation Highway Grade
Berthoud Grand/Clear Creek 11,315' US 40 N 6.1% - S 6%
Fremont Summit/Lake 11,318' US 91 5.7%
Gore Grand 9,527 CO 134 6.3%
Hoosier Summit/Park 11,541' CO 9 N 8%
Independence (seasonal) Pitkin/Lake 12,095' CO 82 6%
Loveland Summit/Clear Creek 11,992' US 6 6%
Tennessee Eagle/Lake 10,424' US 24 6%
Trail Ridge Road (seasonal) Grand 12,183' US 34 W 5.4%
Ute Summit/Grand 9,165' US 24 5.6%
Vail Summit/Eagle 10,666' I-70 7%
Scenic Byways in Region 12
The Colorado Scenic and Historic Byways program is a statewide partnership intended to provide recreational, educational, and economic benefits to Coloradans and visitors. This system of outstanding touring routes in Colorado affords the traveler interpretation and identification of key points of interest and services while providing for the protection of significant resources. Scenic and Historic Byways are nominated by local partnership groups and designated by the Colorado Scenic and Historic Byways Commission for their exceptional scenic, historic, cultural, recreational, and natural features.
Scenic Byways in Region 12 (Figure A5)
Scenic Byway Name County(ies) Highway Description
Cache la Poudre - North Jackson / Ft. Collins CO 14 Connects the historic towns of Fort Collins and Walden. Park 101 mile byway goes into Poudre Canyon, over Cameron Pass and into North Park.
Colorado River Eagle/Grand US 30 70 miles between Rocky Mountain National Park, Headwaters US 34 through Granby, Kremmling and State Bridge, US 40 and Grand CR 34 and Grand CR 1. Follows the course of the Colorado
NWCCOG CEDS - Page III A-9 1 River.
Top of the Rockies Eagle/Pitkin/Summit 115 miles of high mountain splendor connecting Leadville, Minturn, and the Copper Mountain Resort with Twin Lakes, Independence Pass and Aspen.
Trail Ridge Road - Rocky Grand / Estes Park CO 34 Connects Estes Park and Grand Lake going through Rocky Mountain National Park Mountain National Park on CO 34. Designated as an "All (seasonal) American Road"; impressive for engineering and stunning vistas; higher than any paved through-road in the country.
A5. Geographic Setting The region's topography is made up of broad mountain valleys flanked by high peaks. Vegetation found in the region is based primarily on elevation. In the lower elevation areas, sage meadows can be found. At around 9.000 feet and above coniferous forest predominates. Timberline is located at approximately 11,500 feet, with areas above that elevation comprised of snow, rock and alpine tundra.
A main section of the Region has I-70, the State's main east-west transportation corridor, running through it (Summit and Eagle Counties). This enhances the proximity of the Region to Denver/Front Range metropolitan communities. This proximity to a large metropolitan area has contributed greatly to the Region's popularity as a mountain recreational area.
A6. Elevation and Climate Region 12 is often referred to as the "high country", as elevations range from a high point of 14,270 (Grays Peak in Summit County) to a low of 6,312 in the Town of Gypsum in Eagle County. The average elevation of the towns in Region 12 is 8,124 feet above sea level.
Elevations in Region 12 (Table A6)
Eagle County Elevation
Avon 7,431
Basalt (MCP) 6,611
Eagle 6,601
Gypsum 6,312
Minturn 7,861
Red Cliff 8,671
Vail 8,189
Grand County
Fraser 8,553
Granby 7,966
Grand Lake 8,389
NWCCOG CEDS - Page III A-10 Hot Sulphur Spgs 7,730
Kremmling 7,364
Winter Park 8,776
Jackson County
Walden 8,097
Pitkin County
Aspen 7,890
Basalt (MCP) 6,611
Snowmass Vg. 6,847
Summit County
Blue River 10,036
Breckenridge 9,728
Dillon 9,111
Frisco 9,075
Montezuma 10,312
Silverthorne 8,756
A7. Climate
The rugged topography of western Colorado causes large variations in climate within short distances, and few climatic generalizations apply to the whole area. At the summits of mountains, temperatures are low, averaging less than 32° F over the year. Snow-covered mountain peaks and valleys often have very cold nighttime temperatures in winter, when skies are clear and the air is still – occasionally to 50° F below zero. Summer in the mountains is a cool and refreshing season. At typical mountain stations the average July temperature is in the neighborhood of 60° F. The highest temperatures are usually in the seventies and eighties, but may reach 90° F to 95° F. Above 7,000 feet, the nights are quite cool throughout the summer, while bright sunshine makes the days comfortably warm.
The lower western valleys of the State are protected by surrounding high terrain, and have a greater uniformity of weather than the eastern plains. They experience high summer temperatures, comparable to those of the eastern plains, while average winter temperatures are somewhat lower than at similar elevations in the plains, due largely to the relative infrequency of chinook of other warming winds.
Precipitation west of the Continental Divide is more evenly distributed throughout the year than in the eastern plains. For most of western Colorado, the greatest monthly precipitation occurs in the winter months, while June is the driest month. In contrast, June is one of the wetter months in most of the eastern portions of the State.
Thunderstorms are quite prevalent along the eastern slopes of the mountains during the spring and summer. These often become quite severe, and the frequency of hail is quite high. Tornadoes almost never occur in the mountains or in the west. Other severe storms include winter blizzards. Heavy snows
NWCCOG CEDS - Page III A-11 in the high mountains create the danger of avalanches, which are a hazard to residents and road maintenance crews.
A spring flood potential results from the melting of the snow pack at the higher elevations. In a year of near-normal snow accumulations in the mountains and normal spring temperatures, river stages become high, but there is no general flooding. In years when snow cover is heavy, or when there is a sudden warming in the spring at high elevations, there may be extensive flooding. Heavy thunderstorms may cause flash floods on the western slopes, but with relatively low frequency.
Climate: Select Reporting Areas in Region 12 (Table A7)
Temp. Temp. Avg. Precipitation Snowfall Avg. Max Min.
Jan Apr July Oct Annual Jan Apr July Oct Annual Avg. Ann. Avg. Ann. Total (in) Total (in)
Eagle County
Basalt (MCP) 37.7 59.2 86.6 63.0 61.1 7.4 25.6 46.9 25.8 26.9 15.10 66.3
Eagle 34.4 58.3 85.4 63.9 60.0 3.4 24.8 45.6 24.6 25.1 10.88 48.0
Vail 29.2 49.8 77.8 54.2 52.3 5.8 23.6 41.1 24.6 23.4 22.28 183.2
Grand County
Fraser 30.2 50.3 76.5 54.7 52.4 -1.8 18.9 36.6 19.6 17.5 19.48 141.8
Grand Lake 31.1 49.5 76.2 56.9 52.9 2.3 19.3 38.1 22.4 20.0 18.98 137.2
Hot Sulphur Spgs 30.1 51.5 80.2 60.5 55.0 2.1 20.1 39.2 21.0 19.9 10.86 89.8
Kremmling 28.2 54.2 81.5 59.9 55.1 -0.6 23.5 43.4 22.5 21.9 11.86 52.0
Winter Park 30.4 49.9 76.1 53.8 51.9 -0.9 17.2 37.0 20.2 17.2 26.74 226.3
Jackson County
Walden 28.9 49.9 78.4 56.2 52.6 3.8 21.2 40.1 22.2 21.5 10.51 57.3
Pitkin County
Aspen 35.2 52.4 78.2 57.5 55.5 8.9 26.2 47.1 29.4 27.8 24.61 176.4
Summit County
Breckenridge 29.6 44.3 70.2 51.8 48.9 0.4 16.6 37.3 20.2 18.1 20.15 163.5
Dillon 31.2 47.7 74.3 55.2 51.7 -1.0 17.3 37.2 20.2 18.0 16.01 126.8 Climate: Western Regional Climate Center. Period of Record - Avon (1981-89); Basalt (1965-72); Eagle (1904-1994); Fraser (1989-2010); Grand Lake (1907-2010); Hot Sulphur Springs (1897-2010); Kremmling (1908-2010); Winter Park (1942-2010); Walden (1897-2010); Aspen (1980-2010); Breckenridge (1893-2010); Dillon (1893-2010)
NWCCOG CEDS - Page III A-12 A8. County Seats
The county seats in each of the five Region 12 Counties are as follows:
Eagle County - Town of Eagle Grand County - Town of Hot Sulphur Springs Jackson County - Town of Walden Pitkin County - City of Aspen Summit County - Town of Breckenridge
A9. Land Ownership
Land Ownership in Region 12 (Figure A7)
A majority of the land in Region 12 is publically owned. To illustrate:
Eagle County U.S. F.S. - 55.3% BLM - 24.2% Bureau of Reclamation - 1.3% State Land Board - 1.2% DOW - 0.5% CDOT - 0.2% Private - 17.3% Source: Eagle County Comprehensive Plan (2008)
Grand County 75% of land is public and managed by the USFS, National Park Service, BLM, CDOW and Colorado State Board of Land Commissioners. Private lands are generally located in the valleys and/or adjacent to county road, highways, river corridors and drainages.
Jackson County - 1,041,920 acres of land (1,628 square miles) U.S. Forest Service - Arapaho National Forest & Routt National Forest) – 334,212 acres BLM – 188,247 acres U.S. Arapaho National Wildlife Refuge – 23,267 Colorado State Forest – 71,408 acres Colorado State School Lands – 51,388 acres Colorado DOW – 3,041 acres Private Lands – 370,357 acres
Pitkin County - 975 square miles 85% of the land in Pitkin County is publicly owned.
NWCCOG CEDS - Page III A-13 Summit County: White River National Forest owns approximately 313,977 acres. Other Private and Public Lands - 82,265 acres Total Lands in Summit County - 396,245 acres % owned by White River National Forest - 79% Source: Summit County Comprehensive Plan, 2009
Public Lands in Region 12 (Figure A8)
NWCCOG CEDS - Page III A-14 A10. History
The Region's history has included several waves of settlement and activity. The first wave, prior to early to mid 1800's, was the use of the Region by Ute and Arapahoe Indians for hunting grounds. The discovery of valuable materials such as gold and silver in the area in the mid-1800's brought fortune hunters and settlers from the east in droves. The first town to discover gold was Breckenridge in 1859, and thus the Town of Breckenridge was the first permanent town in Region 12 as well as on Colorado's western slope.
While mining was the prominent economic activity in the late 1800's early 1900's, ranching was established in the valley areas of the Region. Because of the high elevations throughout the Region, ranching was limited to primarily cattle and hay.
As mining claims dried up in the early to mid-1900, the seeds of developing ski areas were planted in the minds of 10th Mountain Division soldiers training at Camp Hale near Red Cliff, Colorado. These 10th Mountain Division soldiers training in the High County of Region 12 returned to the area after World War II and became the pioneers of the ski industry which continues to be the mainstay of this region's economy.
The Ski Industry was officially born in 1940 with the opening of Winter Park Resort in Grand County. Soon to follow were Arapahoe Basin (1946), Aspen Mountain (1946), Aspen Highlands (1957), Breckenridge Ski Resort(1961), Vail (1962), Snowmass (1967), Keystone Resort (1970), Copper Mountain (1972), and Beaver Creek (1980). These resorts provided a new industry to replace mining in the four resort counties of Eagle, Grand, Pitkin and Summit while ranching and agriculture remained the mainstay of the economy in Jackson County.
The ski industry lead to a thriving tourism economy and today's economy is based primarily on the Region's recreational amenities. This has also lead to another mainstay of the economy - the construction and servicing of second/vacation homes. Historical Opening Dates for Ski Areas in Region 12 (Table A8)
Resort Opening Year
Arapahoe Basin 1946
Aspen Mountain 1946
Aspen Highlands 1957
Beaver Creek 1980
Breckenridge 1961
Copper 1972
Keystone 1970
Snowmass 1967
Vail 1962
Winter Park 1940
NWCCOG CEDS - Page III A-15 III B. POPULATION
Note on Sources: The source for the most recent population count for 2010 is U.S. Census Bureau Census 2010 official results. The source for population characteristics is U.S. Census Bureau American Community Survey 5-year estimates (2005-09). This ACS data represents a 5-year range, not a point in time, and is the most current characteristic data available from the Census Bureau for small geographic areas (under 20,000). The source for the most current population forecasts is the State of Colorado Demography Office (SDO). The SDO develops its own population estimates and forecasts on a yearly basis with the input of local governments.
B1. Population Trends (source: Census 2010)
Total population for Region 12 is 113,576 as reported by the U.S. Census Bureau. This population figure has just been recently released as the official Census 2010 count. The region grew by 20.7%, which represents a growth rate that outpaced both the State of Colorado (16.9%) and the United States (9.7%). Eagle County grew the fastest (25.3%), followed by Grand County (19.3%), Summit County (18.8%) and Pitkin County (15.3%). Jackson County lost population (-11.6%).
Population of Region 12: 2000-2010 (Table B1) Population Change, 2000 to 2010 2000 2010 Number Percent Eagle County 41,659 52,197 10,538 25.30% Avon 5,561 6,447 886 15.93% Basalt 2,681 3,857 1,176 43.86% Eagle 3,032 6,508 3,476 114.64% Gypsum 3,654 6,477 2,823 77.26% Minturn 1,068 1,027 -41 -3.84% Red Cliff 289 267 -22 -7.61% Vail 4,531 5,305 774 17.08% Unincorporated 21,572 22,309 737 3.42% Grand County 12,442 14,843 2,401 19.30% Fraser 910 1,224 314 34.51% Granby 1,525 1,864 339 22.23% Grand Lake 447 471 24 5.37% Hot Sulphur Springs 521 663 142 27.26% Kremmling 1,578 1,444 -134 -8.49% Winter Park 662 999 337 50.91% Unincorporated 6,799 8,178 1,379 20.28% Jackson County 1,577 1,394 -183 -11.60% Walden 734 608 -126 -17.17% Unincorporated 843 786 -57 -6.76% Pitkin County 14,872 17,148 2,276 15.30% Aspen 5,914 6,658 744 12.58% Snowmass Village 1,822 2,826 1,004 55.10% Unincorporated 6,407 7,664 1,257 19.62% Summit County 23,548 27,994 4,446 18.88% Blue River 685 849 164 23.94% Breckenridge 2,408 4,540 2,132 88.54% Dillon 802 904 102 12.72% Frisco 2,443 2,683 240 9.82% Montezuma 42 65 23 54.76% Silverthorne 3,196 3,887 691 21.62% Unincorporated 13,972 15,066 1,094 7.83% Total Region 12 94,098 113,576 19,478 20.7% Colorado 4,301,261 5,029,196 727,935 16.9% United States 281,421,906 308,745,538 27,323,632 9.7%
NWCCOG CEDS - Page III B-1 Several towns in Region 12 had significant growth well over 50%:
• Town of Eagle – 114.6% • Town of Breckenridge – 88.5% • Town of Gypsum – 77.3% • Town of Snowmass Village – 55.1% • Town of Montezuma – 54.8% • Town of Winter Park – 50.9%
B2. Comparison to Other Regions in Colorado and the U.S. (source: Census 2010)
Region 12 is growing faster than every other region in Colorado except two (Region 2 – Larimer/Weld Counties and Region 11 in the upper northwest corner of the State), as well as the nation and state as whole. To illustrate, Region 12 grew 20.7% from 2000-2010, whereas the State of Colorado grew 16.9% and the U.S. grew 10%.
Region 12 Population Compared to Other Regions 2000-2010 (Table B2)
2000 2010 Population Percent Census Census Change Change Region 1 (Northeast) 69,669 72,546 2,877 4.1% Region 2 (Larimer/Weld) 432,430 552,455 120,025 27.8% Region 3 (Denver Region) 2,414,649 2,798,757 384,108 15.9% Region 4 (Colorado Spgs) 552,007 661,819 109,812 19.9% Region 5 (Eastern Plains) 36,201 38,659 2,458 6.8% Region 6 (Southeast) 52,449 48,890 -3,559 -6.8% Region 7 (Pueblo) 141,472 159,063 17,591 12.4% Region 8 (San Luis Valley) 46,190 46,027 -163 -0.4% Region 9 (Southwest) 80,071 91,716 11,645 14.5% Region 10 (Gunnison) 86,348 100,190 13,842 16.0% Region 11 (Northwest) 198,906 247,082 48,176 24.2% Region 12 (NWCCOG) 94,098 113,576 19,478 20.7% Region 13 (Upper Arkansas) 73,702 76,198 2,496 3.4% Region 14 (South Central) 23,069 22,218 -851 -3.7% Colorado 4,301,261 5,029,196 727,935 16.9%
B3. Components of Population Change (source: State Demography Office)
The Colorado Demography Office applies a basic "components of change" method in establishing population estimates and forecasts: take previous years' population, add births, subtract deaths, add net migration and change in group quarters to arrive at the population estimate for that particular year. Birth and death data are provided by the Colorado Department of Public Health and Environment. Net migration data are from the U.S. Census Bureau (IRS, Medicare and Immigration Statistics). Changes in Group Quarters facilities (such as dormitories and barracks) are provided by local governments and other agencies through an annual survey that the SDO conducts.
NWCCOG CEDS - Page III B-2 For the Region as a whole, most of the increase in population in analyzing the past 2 decades and the 2 decades to come is due to in migration. Specifically, from 1990-2000 almost 70% of population increase was due to in migration. From 2000-2009, 54% was due to in migration. The forecast for the next two decades show 63% from in migration from 2010-2020 and 58% from 2020-2030. Thus the majority of the growth in the region has been, and will continue to be due to in migration rather than natural increase.
Components of Population Change (Table B3)
Total Natural % Total Net % Total Population Births Deaths Increas Change Migration Change Change Eagle County 2020-2030 12,193 2,721 9,472 66.9% 4,676 33.1% 14,148 2010-2019 9,921 1,538 8,383 47.8% 9,164 52.2% 17,547 2000-2009 8,169 882 7,287 47.4% 8,073 52.6% 15,360 1990-1999 13,906 1,529 12,377 32.9% 25,252 67.1% 37,629
Grand County 2020-2030 2,544 1,352 1,192 20.8% 4,543 79.2% 5,735 2010-2019 1,645 701 944 21.4% 3,475 78.6% 4,419 2000-2009 1,523 574 949 36.1% 1,677 63.9% 2,626 1990-1999 1,104 400 704 18.8% 3,039 81.2% 3,743
Jackson County 2020-2030 241 182 59 41.3% 84 58.7% 143 2010-2019 187 139 48 32.0% 102 68.0% 150 2000-2009 124 117 7 -5.4% (137) 105.4% (130) 1990-1999 178 121 57 -79.2% (129) 179.2% (72)
Pitkin County 2020-2030 2,802 905 1,897 37.6% 3,142 62.4% 5,039 2010-2019 1,747 519 1,228 32.4% 2,559 67.6% 3,787 2000-2009 1,660 418 1,242 46.7% 1,420 53.3% 2,662 1990-1999 1,477 326 1,151 48.5% 1,224 51.5% 2,375
Summit County 2020-2030 4,271 1,503 2,768 25.1% 8,263 74.9% 11,031 2010-2019 2,831 688 2,143 25.7% 6,187 74.3% 8,330 2000-2009 3,457 435 3,022 45.4% 3,635 54.6% 6,657 1990-1999 2,159 288 1,871 19.0% 7,995 81.0% 9,866
Total Region 12 2020-2030 22,051 6,663 15,388 42.6% 20,708 57.4% 36,096 2010-2019 16,331 3,585 12,746 37.2% 21,487 62.8% 34,233 2000-2009 14,933 2,426 12,507 46.0% 14,668 54.0% 27,175 1990-1999 18,824 2,664 16,160 30.2% 37,381 69.8% 53,541
B4. Population Forecast (source: Colorado State Demography Office)
The region is forecasted to continue to grow over the next 25 years, with a growth rate expected to exceed the State of Colorado. The Region is forecasted to grow from 117,512 in 2009 to 205,413 by 2035, or a 70% increase. This is in comparison to the expected growth of the State of Colorado as a whole from 5.2 million in 2009 to 7.7 million in 2035, or a 48% increase. Grand County is forecasted to have the most growth over the next 25 years, as the county is expected to grow by 82%. Even Jackson County, who has experienced population declines over the last 2 decades, is expected to grow at a rate of 23% over the next 25 years. The region's growth will continue, but the rate will slow. Specifically, the
NWCCOG CEDS - Page III B-3 region grew 65% from 1990 to 2000, 28% the following decade (2000 to 2010), and is expected to grow 28% and 21% for the next 2 decades respectively.
Region 12 Population Forecast (Table B4)
1990 2000 2010 2020 2030 2035 2010-2035 Eagle County 21,928 41,659 56,674 72,824 85,489 94,803 67% Grand County 7,966 12,442 14,996 19,763 24,919 27,260 82% Jackson County 1,605 1,577 1,462 1,626 1,744 1,793 23% Pitkin County 12,661 14,872 17,445 21,478 26,064 28,341 62% Summit County 12,881 23,548 29,951 38,788 48,769 53,216 78% Colorado 3,294,473 4,338,995 5,160,189 6,171,730 7,193,036 7,658,215 48% Total Region 12 57,041 94,098 120,528 154,479 186,985 205,413 70%
B5. Distribution by Age and Gender (source for B5–B12: U.S. Census Bureau ACS Data, 2005-09 estimates)
The latest Census figures for the Region show that 54.08% of the region's population is male, and 45.92% is female. The largest age group is 35-39, with 10.79% of the population in that group. 20.91% of the region's population is between the ages of 35 and 44.
Region 12 Age and Gender Distribution 2011 (Table B5)
Age Group Total Number % Male Number Female Number 0 to 4 7,983 6.53% 4,084 3,899 5 to 9 8,306 6.79% 4,244 4,062 10 to 14 7,337 6.00% 3,685 3,652 15 to 19 6,527 5.34% 3,453 3,074 20 to 24 5,673 4.64% 2,904 2,769 25 to 29 5,447 4.45% 2,863 2,584 30 to 34 8,971 7.34% 5,296 3,675 35 to 39 13,195 10.79% 7,815 5,380 40 to 44 12,378 10.12% 7,060 5,318 45 to 49 10,383 8.49% 5,620 4,763 50 to 54 10,059 8.23% 5,238 4,821 55 to 59 9,037 7.39% 4,768 4,269 60 to 64 7,411 6.06% 3,990 3,421 65 to 69 4,169 3.41% 2,227 1,942 70 to 74 2,648 2.17% 1,476 1,172 75 to 79 1,456 1.19% 772 684 80 to 84 792 0.65% 424 368 85 to 89 324 0.26% 135 189 90+ to 94 178 0.15% 75 103 Total 122,274 66,129 56,145 % 54.08% 45.92%
B6. Median Age
Median age will continue to increase in the region over the next 2 decades. Eagle County's median age in 1990 was 30.6, and is expected to rise to 39.8 by 2030. The following are median ages for the other four counties in the region: Grand County: 1990 - 33.4, expected to rise to 41.9 in 2030; Jackson
NWCCOG CEDS - Page III B-4 County: 1990 - 36.2, expected to rise to 39.0 in 2030; Pitkin County: 1990 was 35.0, expected to rise to 40.0 in 2030; Summit County: was 30.4 in 1990, expected to rise to 44.0 in 2030.
Region 12 Median Age: 1990 – 2030 (Table B6)
1990 2000 2010 2020 2030 Eagle 30.6 31.3 36.6 39.8 39.8 Grand 33.4 37.0 41.3 42.1 41.9 Jackson 36.2 40.7 46.5 38.5 39.0 Pitkin 35.0 38.5 43.0 43.2 40.0 Summit 30.4 30.8 38.2 43.5 44.0
B7. Race & Hispanic Origin
The vast majority (93.2%) of Region 12’s population is white.
Region 12 Race & Hispanic Origin (Table B7)
RACE Eagle Grand Jackson Pitkin Summit Region % Colorado U.S. White 47,164 13,216 1,252 14,931 24,755 101,318 93.2% 4,055,379 86.3% 230,197,321 74.6% Black or African American 189 71 - 52 297 609 0.6% 186,598 4.0% 39,643,472 12.8% American Indian and Alaska Native 535 265 15 116 181 1,112 1.0% 46,018 1.0% 4,587,931 1.5% Asian 708 105 - 298 473 1,584 1.5% 125,336 2.7% 14,930,099 4.8% Native Hawaiian and Other Pacific Islander 37 - - - 22 59 0.1% 5,030 0.1% 852,179 0.3% Some Other Race 2,675 203 43 186 902 4,009 3.7% 282,239 6.0% 18,434,903 6.0% Totals 51,308 13,860 1,310 15,583 26,630 108,691 100.0% 4,700,600 100.0% 308,645,905 100.0% HISPANIC ORIGIN Eagle Grand Jackson Pitkin Summit Region % Total % Total % Hispanic or Latino (of any race) 14,036 761 60 1,296 3,642 19,795 18.5% 955,664 19.7% 45,476,938 15.1% Not Hispanic or Latino 36,578 12,789 1,245 14,018 22,604 87,234 81.5% 3,887,547 80.3% 255,984,595 84.9% Total Population 50,614 13,550 1,305 15,314 26,246 107,029 100.0% 4,843,211 100.0% 301,461,533 100.0%
B8. Language
The vast majority of the Region 12 population (78.2%) speaks English only.
Region 12 Language Spoken at Home (Table B8)
Eagle County Grand County Jackson County Pitkin County Summit County Total Region 12 Total % Total % Total % Total % Total % Total % Population 5 yrs and over 46,435 100.0% 12,829 100.0% 1,268 100.0% 14,616 100.0% 24,389 100.0% 99,537 100.0% English only 32,380 69.7% 11,901 92.8% 1,190 93.8% 12,290 84.1% 20,050 82.2% 77,811 78.2% Language other than English 14,055 30.3% 928 7.2% 78 6.2% 2,326 15.9% 4,339 17.8% 21,726 21.8% Speak English less than "very well" 7,993 17.2% 382 3.0% 8 0.6% 1,021 7.0% 2,207 9.0% 11,611 11.7% Spanish 12,218 26.3% 640 5.0% 49 3.9% 1,491 10.2% 3,476 14.3% 17,874 18.0% Speak English less than "very well" 7,615 16.4% 286 2.2% 8 0.6% 892 6.1% 1,982 8.1% 10,783 10.8% Other Indo-European languages 1,494 3.2% 254 2.0% 29 2.3% 706 4.8% 556 2.3% 3,039 3.1% Speak English less than "very well" 157 0.3% 96 0.7% - 0.0% 77 0.5% 143 0.6% 473 0.5% Asian and Pacific Islander languages 289 0.6% 11 0.1% - 0.0% 80 0.5% 307 1.3% 687 0.7% Speak English less than "very well" 221 0.5% - 0.0% - 0.0% 52 0.4% 82 0.3% 355 0.4% Other languages 54 0.1% 23 0.2% - 0.0% 49 0.3% - 0.0% 126 0.1% Speak English less than "very well" - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
NWCCOG CEDS - Page III B-5 B9. Population Movement and Nationality
Of the total population in Region 12, 84.3% have lived in the same house one year ago. Eighty-three percent of the total population is native to the United States. Of those native to the U.S., more than half (53.6%) were born in a different state. Of the foreign born population, 82.4% are not U.S. citizens. Further, of the foreign born population, the vast majority, or 77.1% come from Latin America.
Region 12 Population Movement and Nationality (Table B9)
Eagle County Grand County Jackson County Pitkin County Summit County Total Region 12 RESIDENCE 1 YEAR AGO Total % Total % Total % Total % Total % Total % Population 1 year and over 49,766 100.0% 13,494 100.0% 1,305 100.0% 15,024 100.0% 25,907 100.0% 105,496 100.0% Same House 42,264 84.9% 11,612 86.1% 1,161 89.0% 12,221 81.3% 21,657 83.6% 88,915 84.3% Different House in the U.S. 6,798 13.7% 1,696 12.6% 144 11.0% 2,476 16.5% 4,109 15.9% 15,223 14.4% Same county 3,099 6.2% 979 7.3% 53 4.1% 1,344 8.9% 1,732 6.7% 7,207 6.8% Different county 3,699 7.4% 717 5.3% 91 7.0% 1,132 7.5% 2,377 9.2% 8,016 7.6% Same state 2,038 4.1% 470 3.5% 23 1.8% 476 3.2% 939 3.6% 3,946 3.7% Different state 1,661 3.3% 247 1.8% 68 5.2% 656 4.4% 1,438 5.6% 4,070 3.9% Abroad 704 1.4% 186 1.4% - 0.0% 327 2.2% 141 0.5% 1,358 1.3% 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% PLACE OF BIRTH 0.0% 0.0% 0.0% 0.0% 0.0% - 0.0% Total Population 50,614 100.0% 13,550 100.0% 1,305 100.0% 15,314 100.0% 26,246 100.0% 107,029 100.0% Native 40,531 80.1% 12,801 94.5% 1,295 99.2% 13,198 86.2% 22,741 86.6% 90,566 84.6% Born in the U.S. 39,698 0.78 12,630 0.93 1,275 0.98 12,866 0.84 22,455 0.86 88,924 83.1% State of residence 14,750 0.29 5,965 0.44 668 0.51 3,533 0.23 6,679 0.25 31,595 29.5% Different state 24,948 0.49 6,665 0.49 607 0.47 9,333 0.61 15,776 0.60 57,329 53.6% Born outside U.S. 833 0.02 171 0.01 20 0.02 332 0.02 286 0.01 1,642 1.5% Foreign born 10,083 0.20 749 0.06 10 0.01 2,116 0.14 3,505 0.13 16,463 15.4% - U.S. CITIZENSHIP STATUS - Foreign-born population 10,083 100.0% 749 100.0% 10 100.0% 2,116 100.0% 3,505 100.0% 16,463 100.0% Naturalized U.S. citizen 1,634 16.2% 154 20.6% 7 70.0% 403 19.0% 700 20.0% 2,898 17.6% Not a U.S. citizen 8,449 83.8% 595 79.4% 3 30.0% 1,713 81.0% 2,805 80.0% 13,565 82.4% - WORLD REGION OF BIRTH - Europe 634 6.3% 156 20.8% 10 100.0% 526 24.9% 370 10.6% 1,696 10.3% Asia 388 3.8% 58 7.7% - 0.0% 141 6.7% 446 12.7% 1,033 6.3% Africa 80 0.8% 22 2.9% - 0.0% - 0.0% 56 1.6% 158 1.0% Oceania 172 1.7% 36 4.8% - 0.0% 286 13.5% 55 1.6% 549 3.3% Latin America 8,763 86.9% 346 46.2% - 0.0% 1,070 50.6% 2,508 71.6% 12,687 77.1% Northern America 46 0.5% 131 17.5% - 0.0% 93 4.4% 70 2.0% 340 2.1%
NWCCOG CEDS - Page III B-6 B10. Other Population Characteristics
The majority of households in Region 12 are family households (58.3%). Average household size for the counties in the region range from a high of 3.07 in Eagle County to a low of 2.09 in Jackson County. Average family size varies from a high of 3.5 in Eagle County to a low of 2.45 in Jackson County.
Region 12 Living Arrangements (Table B10)
Eagle County Grand County Jackson County Pitkin County Summit County Total Region 12 Colorado U.S. Total % of Total Total % of Total Total % of Total Total % of Total Total % of Total Total % of Total Total % of Total Total % of Total Total Households 16,475 100.0% 5,252 100.0% 624 100.0% 7,152 100.0% 9,856 100.0% 39,359 100.0% 1,869,276 100.0% 112,611,029 100.0% Family Households (families) 10,135 61.5% 3,122 59.4% 456 73.1% 3,671 51.3% 5,566 56.5% 22,950 58.3% 1,203,585 64.4% 75,082,471 66.7% with own children under 18 5,576 33.8% 1,177 22.4% 168 26.9% 1,807 25.3% 2,377 24.1% 11,105 28.2% 577,503 30.9% 34,883,550 31.0% Married Couple Family 8,065 49.0% 2,526 48.1% 389 62.3% 3,179 44.4% 4,538 46.0% 18,697 47.5% 946,419 50.6% 55,974,600 49.7% with own children under 18 4,277 26.0% 836 15.9% 127 20.4% 1,483 20.7% 1,844 18.7% 8,567 21.8% 421,414 22.5% 24,103,862 21.4% Male HHder (no wife present) 673 4.1% 228 4.3% 23 3.7% 204 2.9% 567 5.8% 1,695 4.3% 78,663 4.2% 5,115,232 4.5% with own children under 18 290 1.8% 139 2.6% 10 1.6% 168 2.3% 271 2.7% 878 2.2% 42,348 2.3% 2,522,043 2.2% Female HHderr, (no husband present) 1,397 8.5% 368 7.0% 35 5.6% 288 4.0% 461 4.7% 2,549 6.5% 178,503 9.5% 13,992,639 12.4% with own children under 18 1,009 6.1% 202 3.8% 31 5.0% 156 2.2% 262 2.7% 1,660 4.2% 113,741 6.1% 8,257,645 7.3% Nonfamily Households 6,340 38.5% 2,130 40.6% 168 26.9% 3,481 48.7% 4,292 43.5% 16,411 41.7% 665,691 35.6% 37,528,558 33.3% Householder living alone 4,143 25.1% 1,600 30.5% 151 24.2% 2,812 39.3% 2,760 28.0% 11,466 29.1% 527,599 28.2% 30,770,470 27.3% 65 years and over 433 2.6% 333 6.3% 42 6.7% 348 4.9% 285 2.9% 1,441 3.7% 137,529 7.4% 10,466,313 9.3% HHs with 1 or more people under 18 5,965 36.2% 1,289 24.5% 176 28.2% 1,826 25.5% 2,555 25.9% 11,811 30.0% 623,912 33.4% 38,540,411 34.2% HHs with 1 or more people 65 yrs + 1,540 9.3% 868 16.5% 212 34.0% 1,045 14.6% 1,014 10.3% 4,679 11.9% 347,649 18.6% 26,520,535 23.6% Average household size 3.07 2.56 2.09 2.14 2.62 2.53 Average family size 3.50 3.12 2.45 2.85 3.1 3.13
Region 12 Marital Status, Grandparents as Caregivers, Veteran Status (Table B11)
Eagle County Grand County Jackson County Pitkin County Summit County Total Region 12 Colorado U.S. MARITAL STATUS Total % Total % Total % Total % Total % Total % Total % Total % Males 15 yrs and over 22,053 100.0% 5,832 100.0% 559 100.0% 7,043 100.0% 12,605 100.0% 48,092 100.0% 1,928,026 100.0% 117,166,601 100.0% Never married 9,871 44.8% 1,870 32.1% 113 20.2% 2,496 35.4% 5,568 44.2% 19,918 41.4% 639,193 33.2% 39,992,869 34.1% Now married, excpt. separated 9,718 44.1% 2,869 49.2% 377 67.4% 3,662 52.0% 5,425 43.0% 22,051 45.9% 1,028,552 53.3% 61,307,484 52.3% Separated 411 1.9% 138 2.4% 10 1.8% 130 1.8% 173 1.4% 862 1.8% 28,067 1.5% 2,140,050 1.8% Widowed 322 1.5% 139 2.4% 19 3.4% 18 0.3% 36 0.3% 534 1.1% 37,918 2.0% 2,960,562 2.5% Divorced 1,731 7.8% 816 14.0% 40 7.2% 737 10.5% 1,403 11.1% 4,727 9.8% 194,296 10.1% 10,765,636 9.2% Females 15 yrs and over 18,329 100.0% 5,411 100.0% 532 100.0% 6,181 100.0% 9,374 100.0% 39,827 100.0% 1,916,759 100.0% 122,980,334 100.0% Never married 6,230 34.0% 1,580 29.2% 46 8.6% 1,733 28.0% 3,216 34.3% 12,805 32.2% 498,911 26.0% 34,028,805 27.7% Now married, excpt. separated 9,375 51.1% 2,599 48.0% 411 77.3% 3,235 52.3% 4,970 53.0% 20,590 51.7% 993,958 51.9% 59,472,071 48.4% Separated 190 1.0% 16 0.3% 3 0.6% 108 1.7% 142 1.5% 459 1.2% 37,570 2.0% 3,099,710 2.5% Widowed 686 3.7% 270 5.0% 42 7.9% 312 5.0% 165 1.8% 1,475 3.7% 140,865 7.3% 12,112,643 9.8% Divorced 1,848 10.1% 946 17.5% 30 5.6% 793 12.8% 881 9.4% 4,498 11.3% 245,455 12.8% 14,267,105 11.6% GRANDPARENTS # Grndprnts living w/ own grndchldrn under 18 yrs 433 100.0% 137 100.0% 15 100.0% 61 100.0% 107 100.0% 753 100.0% 79,846 100.0% 6,207,179 100.0% Responsible for grandchildren under 18 yrs 137 31.6% 33 24.1% 7 46.7% - 0.0% 69 64.5% 246 32.7% 35,392 44.3% 2,541,364 40.9% who are female 100 73.0% 16 48.5% 3 42.9% - 0.0% 28 40.6% 147 59.8% 21,463 26.9% 1,598,084 25.7% who are married 103 75.2% 33 100.0% 7 100.0% - 0.0% 10 14.5% 153 62.2% 26,208 32.8% 1,796,713 28.9% VETEREN STATUS - Civilian population 18 yrs and over 38,644 100.0% 10,689 100.0% 1,063 100.0% 12,779 100.0% 21,273 100.0% 84,448 100.0% 3,619,435 100.0% 226,148,027 100.0% Civilian veterens 2,191 5.7% 1,223 11.4% 181 17.0% 1,047 8.2% 1,248 5.9% 5,890 7.0% 411,402 11.4% 22,894,578 10.1%
NWCCOG CEDS - Page III B-7 Region 12 Voter Registration (Table B12) Total Reg Total Total Total Total Voters Active Inactive Total Dem % Dem Repub % Repub Total Other % Other Unaffl % Unaffl Eagle 30,190 15,466 14,724 8,659 29% 8,478 28% 307 1.0% 12,746 42% Grand 11,753 6,901 4,852 2,743 23% 5,005 43% 89 0.8% 3,916 33% Jackson 1,213 795 418 155 13% 880 73% 4 0.3% 174 14% Pitkin 13,880 7,654 6,226 4,971 36% 2,667 19% 137 1.0% 6,105 44% Summit 23,362 10,643 12,719 6,536 28% 5,735 25% 244 1.0% 10,847 46% Total Region 12 80,398 41,459 38,939 23,064 29% 22,765 28% 781 1.0% 33,788 42%
B11. The Aging of Region 12 From the Alpine Area Agency on Aging, Four Year Area Plan
Like other communities in Colorado, Region 12’s fastest growth in the decade after 2010 will be among residents older than 60. The region’s population is projected to almost double between 2010 and 2035, while the number of adults aged 65 and older in the region is predicted to more than quadruple from approximately 17,000 to 71,000. The largest area of growth is expected in the 75 and older group. The increase in seniors in these mountain communities is expected to show larger increases than will be seen nationally or statewide. The growth in the older adult population will bring both opportunities and challenges to this mountain region.
Percent Change in Population in Regions The baby boomers, an age group born between 1946 and 1965 and representing the largest generation in American history, have started to turn 60. The Colorado State Demographer has provided 2012 and 2015 population projections. During this four-year period, Colorado’s total population will increase by 5%. In comparison, ‘young old’ adults (60-74) will increase by 16%; and ‘old old’ adults (75 and over) will increase 11%. On the regional level, some increases are even more significant.
2012 - 2015: Population Increases in: Colorado - "Young Old" (60-74) - 16% Colorado - "Old Old" (75+) - 11% Region 12 - "Young Old" (60-74) - 25% Region 12 - "Old Old" (75+) - 36%
In fact, Region 12's 60+ Population increase is expected to far exceed any other region in Colorado:
NWCCOG CEDS - Page III B-8 Percent Change in Population by Area Agency on Aging Region: 2012 – 2015 (Table B13) (forecasts & estimates provided by Colorado Department of Local Affairs, State Demography Office)
Total Total % Chg Pop Pop % Population Population % Population Population 60+ 60+ Change 75+ 75+ Change (all ages) (all ages) 2010 2010 2012 2015 2012 2012
Northeast 74,042 77,996 5% 15,771 17,203 9% 5,729 5,951 4%
Larimer Co 309,520 327,242 6% 54,253 63,240 17% 16,668 18,349 10%
Weld Co 277,100 302,254 9% 38,061 44,449 17% 11,494 12,869 12%
DRCOG 2,659,925 2,788,626 5% 431,009 502,271 16% 120,518 133,479 11%
Boulder Co 312,205 324,285 4% 50,700 60,673 20% 12,879 14,115 10%
Pikes Peak 684,355 720,104 5% 110,473 129,376 11% 30,041 34,285 14%
East Central 41,163 46,215 12% 8,584 9,357 9% 2,270 2,444 8%
Lower 51,146 52,325 2% 8% 4,153 4,308 Arkansas 11,757 12,739 4%
Pueblo Co 167,375 174,936 4% 34,635 37,956 10% 12,615 13,733 9%
San Luis Valley 50,589 52,900 4% 10,723 11,857 11% 3436 3692 7%
San Juan Basin 97,631 105,445 8% 20,896 24,413 17% 9,228 10,595 15%
Central Mtns 110,061 119,424 8% 23,462 26,095 11% 7,736 8,456 8%
Northwest 261,558 280,916 7% 48,336 55,400 15% 15,656 17,014 9%
Region 12 - 125,722 135,972 8% 18,550 23,212 25% 3,093 4,206 36% NWCCOG
Upper 82,563 88,822 7% 19,194 21,343 11% 6,381 7,091 10% Arkansas
Huerfano-Las 26,131 27,830 6% 6,744 7,405 10% 2,414 2,555 6% Animas
COLORADO 5,338,062 5,632,137 5% 902,641 1,046,9 16% 260,847 289,304 11% 89
Percent Change in Populations Among Region 12 Counties
On the Region 12 level, the growth forecast of older adults continues for 2012-2105. The chart below shows projected growth numbers for all ages, “young-old” (60-74), and “old-old” (75 and over) for 2012 and 2015. For the five counties of Region 12, there are growth percentages for all three age classifications.
For all ages the forecasted growth in Region 12 is 8%. During the next four-year period Region 12 will especially experience substantive changes in its demographic characteristics: for 2012-2015 the most
NWCCOG CEDS - Page III B-9 growth in all five counties is in the 60+ and 75+ age groups. Among the five counties Summit County will experience the largest growth percentages in both the 60+ and 75+ age groups during this period.
Percent Change in Population in Region 12: 2012 – 2015 (Table B14) (forecasts & estimates provided by Colorado Department of Local Affairs, State Demography Office)
Region 12 Total % Population % Population % counties Population Change 60+ Change 75+ Change (all ages)
2012 2015 2012 2015 2012 2015
Eagle 59,756 64,639 8% 7,154 9,370 24% 1,079 1,474 37%
Grand 15,550 16,852 8% 3,018 3,723 23% 566 765 35%
Jackson 1,502 1,535 2% 379 411 8% 115 129 12%
Pitkin 18,003 19,240 7% 3,831 4,310 12% 780 938 20%
Summit 30,911 33,706 9% 4,168 5,398 29% 553 900 63%
Region 12 125,722 135,972 8% 18,550 23,212 25% 3,093 4,206 36%
Proportion of 60+ Population and 75+ Population by County Within Region 12, the over three-fourths of the region’s primary residents age 60+ and 75+ are located in Eagle, Pitkin and Summit counties.
Comparison of Region 12 Counties: 2012 Projected Population 60+ (Figure B1)
NWCCOG CEDS - Page III B-10 Comparison of Region 12 Counties: 2015 Projected Population 60+ (Figure B2)
The charts above illustrate 2012 and 2015 projections of the 60+ population to the total population for each of the counties in Region 12. While Summit County will experience the largest growth percentage in the 60+ age group, Eagle County will have the largest proportion of the 60+ age group to the Region 12 total. Pitkin and Summit counties will switch order for having the second largest proportion of 60+ primary residents. Comparison of Region 12 Counties: 2012 Projected Population 75+ (Figure B3)
Comparison of Region 12 Counties: 2015 Projected Population 75+ (Figure B4)
NWCCOG CEDS - Page III B-11 The charts above illustrate 2012 and 2015 projections of the 75+ population to the total population for each of the counties in Region 12. While Summit County will experience the largest growth percentage in the 75+ age group, during the next-four year period Eagle County will have the largest proportion of the 75+ age group to the Region 12 total. By 2015, Pitkin and Summit counties will be nearly equal in proportions of 75+ primary residents.
In addition to the growth expected older adulthood is changing in the region. • The number of older adults is increasing rapidly, and those turning 60 are living longer than ever before. • Four of the five counties in Region XII [Eagle, Grand, Jackson, Summit] are among seven counties that share the nation’s longest average life expectancy 81.3 years [source: Harvard School of Public Health; Sept. 2006]. The number of older ‘old’ people is increasing rapidly – the group most in need of long-term support. • Baby Boomers: The aging of America is creating new challenges and opportunities for our nation’s system of care for older adults. Colorado, and in particular Region 12, has never had many older people. The persons that moved in during the 1970s are finally starting to hit 60. “Aging in place” and the older ‘old’ are new issues to Colorado and Region 12. • Second Homeownership: An analysis of population projections developed by the Colorado State Demography office show another cause for the surge in the number of seniors in Region 12. Many second homes in Region 12 are owned by baby boomers. The ski counties may see an influx of seniors as some move here for retirement, others convert their second homes to permanent residences, and the current primary residents age in place.
NWCCOG CEDS - Page III B-12 III C. THE REGION’S ECONOMY
Overview Region 12’s economy has transformed over time from a combination of mining and agriculture in its early history (1800’s) to a combination of destination tourism, construction and second homes today. While tourism will continue to be a primary economic driver, some speculate that the next shift in the economy will be towards the knowledge and creative economy with many jobs and activities related to technology, research, design, and entrepreneurialism.
The quality of life, the mix of local businesses, a skilled work force, a beautiful natural setting, and the international name recognition provided by world-class ski resorts are invaluable underpinnings unique to the region’s economy. The region’s counties and towns should agree to support the expansion and growth of existing enterprises, all the while remaining vigilant to the fact that new economic drivers could be on the horizon. A stable, well educated workforce is critical to a knowledge/information economy, and the region should promote the creation of advanced learning and skill development programs and institutions. Safe neighborhoods and affordable, high-quality childcare, transportation, and housing are all considered necessary infrastructure to positive economic development, and should therefore be available in all communities. Finally, the environment is an extremely vital part of the region’s economy, and as such all economic development should be done in a manner that protects the integrity of the region’s natural resources and scenic beauty.
C1. Income
The region has a healthy median household income and per capita income relative to the state and the nation. This is not characteristic, however, of a region such as Region 12 that has most of its jobs based in low-paying service sector industries tied to tourism (i.e. the biggest industry sector in Region 12 is Accommodations and Food Service.) This relatively high MHH and PCI can be explained when looking at where that income is coming from. To illustrate: Of the personal income of the region in 2008, 66.1% was from earnings, 2.1% was from retirement and disability, a very low 1.1% from Medicare, Medicaid and Veteran’s benefits, and a relatively high 29.7% from dividends, interest and rent. Thus, almost 30% of personal income is derived from non-earned income. Thus, the entre’ of trust fund residents in economically distressed, but amenity-rich areas in the region (for example, one new resident in Jackson County reporting multi-millions in non-earned personal income, spread over 1,300 working county residents greatly distorts the county statistic), causing the skewing these figures higher and thus depriving the area of much-needed support from other state and federal agencies.
Region 12 Median Household and Per Capita Income (Table C1) Median Household Income Per Capita Personal Income
Eagle $ 73,482 $ 52,684
Grand $ 58,895 $ 41,164
Jackson $ 40,413 $ 41,371
Pitkin $ 72,088 $ 92,680
Summit $ 64,813 $ 45,355
Colorado $ 57,184 $ 55,430
United States $ 52,029 $ 40,16
NWCCOG CEDS – Page III C-1 Personal Income
From 2001 to 2008, per capita personal income increased 4.2% per year.
Region 12 Personal Income (Table C2) Personal Income for Region 12 Counties (2008) Region 12 Eagle Grand Jackson Pitkin Summit Per Capita Personal Income $ 55,012 $ 52,684 $ 41,164 $ 41,371 $ 92,680 $ 45,355 Total Personal Income $ 6,022,401 $ 2,740,563 $ 567,035 $ 55,437 $ 1,447,296 $ 1,212,070 Earned Income by Residents $ 3,983,069 $ 1,983,207 $ 387,237 $ 33,673 $ 812,617 $ 766,335 Earnings by Place of Work $ 4,723,264 $ 2,172,506 $ 380,616 $ 34,666 $ 1,201,113 $ 934,363 -Contributions for Social Ins. $ (478,832) $ (216,541) $ (36,535) $ (2,555) $ (122,940) $ (100,261) Residency Adjustment $ (261,363) $ 27,242 $ 43,156 $ 1,562 $ (265,556) $ (67,767) Transfer Payments $ 249,486 $ 92,441 $ 47,189 $ 7,796 $ 45,373 $ 56,687 Retirement & Disability $ 126,750 $ 45,430 $ 21,981 $ 3,375 $ 25,945 $ 30,019 Medical: Medicare, -aid, VA $ 65,261 $ 20,692 $ 15,906 $ 3,013 $ 12,256 $ 13,394 Other $ 57,475 $ 26,319 $ 9,302 $ 1,408 $ 7,172 $ 13,274 Dividents, Interest, and Rent $ 1,789,846 $ 664,915 $ 132,609 $ 13,968 $ 589,306 $ 389,048
Region 12 Poverty Rate: Percentage of Families Below the Poverty Level (Table C3) (source: ACS 5-Yr Est. 05-09)
All Families All Families with Married Couple children under 5 Families with children under 5 Eagle County 5.2% 3.2% 3.2% Grand County 6.9% 6.2% 7.4% Jackson County 12.9% 64.7% 64.7% Pitkin County 4.1% 5.5% 2.6% Summit County 2.4% 2.6% 0.0% Colorado 8.2% 14.6% 6.4% U.S. 9.9% 16.6% 6.3%
Jackson County is above both the state and national poverty level.
Number of Children Living in Poverty (Table C4) Number of Children Living in Poverty (under 18) 2000 2008 # % # % Eagle 628 6.8% 1,130 9.3% Grand 200 7.9% 266 9.9% Jackson 89 22.5% 71 26.6% Pitkin 107 4.4% 125 5.1% Summit 162 4.3% 446 9.5% Colorado 115626 10.8% 171,707 14.4% United States 13,240,870 18.2% Source: U.S. Census Bureau - Small Area Income & Poverty Estimates (SAIPE)
K-12 Free and Reduced Lunch by District (2009) (Table C5)
NWCCOG CEDS – Page III C-2 County Total Enrollment # Free & Reduced % Free & Reduced Eagle County 6,031 2,183 36.20% Grand County 1,832 506 27.62% Jackson County 199 106 53.27% Pitkin County 1,649 99 6% Summit County 2,943 863 29.32% State Total 802,667 311,888 38.86%
Region 12 has one county (Jackson County) well above the state average.
C2. Cost of Living Region 12 has a very high cost of living. This can be illustrated by 2 studies conducted on the cost of living in the Region.
A. Colorado Legislative Council School District Cost of Living Study
Every two years, the Colorado Legislative Council conducts a cost of living study in order to determine school funding. The most recent study was conducted in 2009. Out of a total of 178 school districts in the State of Colorado, 4 out of the 6 school districts in Region 12 were in the top 10 with respect to cost of living. In fact, Region 12 is home to highest cost of living school district in the State – Aspen ranked #1:
Cost of Living Rank: Colorado School Districts (Table C6)
178 School Districts in Colorado School District County Rank in State Eagle County RE 50 Eagle 6 West Grand 1-JT Grand 26 East Grand 2 Grand 7 North Park R-1 Jackson 103 Aspen 1 Pitkin 1 Summit RE-1 Summit 3
B. NWCCOG Cost of Living Study (2009)
The 2009 NWCCOG Study develops cost of living indices for three different family profiles by comparing the cost of a “basket of goods” in different towns in Region 12 to the cost of that same basket of goods in Denver. The “basket of goods” includes things such as grocery items, housing, utilities, transportation, healthcare, and other miscellaneous goods and services. The NWCCOG study uses Denver as a baseline. For comparison sake, Denver has a cost of living index of 103 when compared to "Standard City USA” in the 2007 Cost of Living Index developed by the American Chamber of Commerce Research Association (ACCRA), and published in the 2009 Statistical Abstract of the United States (published by the U.S. Census Bureau). Nationwide average is 100; each index is read as a percentage of the national average.
In the NWCCOG cost of living study, the following shows the cost of living index for each county seat town in Region 12 for the following family profile: family of 4, household income of $72,000, owners of a single family home:
NWCCOG CEDS – Page III C-3
Eagle County (Town of Eagle) – 134.5 Grand County (Town of Hot Sulphur Springs) – 114.4 Jackson County (Town of Walden) – 107.8 Pitkin County (City of Aspen) – 393.3 Summit County (Town of Breckenridge) – 141.3
Thus, the cost of living index in all 5 Region 12 counties exceeds the national average of 100.0. By far, the largest contributor to the high cost of living in Region 12 is the high cost of housing. The region’s many amenities have made it an attractive location to live or own a second home. Further, the supply of private land is very scarce, as in some counties only 20% of the land is privately-owned, developable, and 80% is publically owned. These public lands are also what contribute to the desirability of the area. Also, construction costs tend to be higher in Region 12 due to higher cost materials, more stringent building requirements due to environmental factors, winter building conditions, more expensive design requirements, higher water and sewer tap fees, and the assessment by local governments of impact fees. This high cost of living makes it difficult for businesses to recruit and retain employees.
C3. Labor Force
Region 12 represents 2.6% of the State’s total labor force of 2.6 million.
Labor Force & Employment: December 2010 (Table C7)
Total Labor Force Unemployment Rate
Eagle 31,625 8.0%
Grand 8,869 8.1%
Jackson 1,065 6.6%
Pitkin 11,226 6.8%
Summit 17,333 6.6%
Colorado 2,657,159 8.6%
C4. Employment
Region 12 had 69,875 jobs in the first quarter of 2010. The largest portion of these was in tourism- related sectors: Accommodations and food services (18,477 or 20.7%), construction (9,083 or 10.2%), retail trade (8,695 or 9.7%) and recreation (8,219 or 9.2%).
The recent recession significantly impacted employment in Region 12. From 2008 to 2010 (first quarter), 10,959 jobs were lost (-13.6%). Construction shed the most jobs, losing 3,276 (-40.8%). Tourism-related sectors all lost jobs over this two year period: arts and entertainment (-17.1%), accommodations and food service (-6.6%) and retail trade (-16.2%). Some sectors gained jobs: education services (9.5%), utilities (4.8%) and healthcare and social assistance (4.6%).
Total Jobs in Region 12: 1st Quarter 2008 * 2010
NWCCOG CEDS – Page III C-4 Industry Group Establishments Employees Change in Change in 2008 2008 # of Estblshmnts # of Jobs 2010 2010 2008-2010 2008-2010 Total All Industries 8,751 80,834 -5.1% -13.6% 8,306 69,875 Accommodations & Food Service 774 22,841 -0.8% -6.6% 768 21,330 Retail Trade 1,086 9,795 -6.1% -16.2% 1,020 8,204 Arts, Entertainment, Recreation 159 7,844 1.3% -17.1% 161 6,504 Construction 1,808 8,020 -10.8% -40.8% 1,612 4,744 Healthcare & Social Assistance 318 3,595 9.4% 4.6% 348 3,759 Public Administration 90 4,460 7.8% 1.8% 97 4,541 Administration, Support, Waste Mgmnt 556 4,036 2.5% -26.8% 570 2,954 Real Estate & Rental & Leasing 1,025 5,257 -11.9% -15.1% 903 4,462 Profess., Scient. & Tech. Services 1,102 3,309 -0.2% -22.0% 1,100 2,581 Other Services (except Public Admin.) 621 2,597 -4.5% -12.0% 593 2,285 Finance & Insurance 306 1,334 -9.2% -6.5% 278 1,247 Wholesale Trade 229 710 -4.8% -8.2% 218 652 Transportation & Warehousing 187 1,490 -2.7% -15.0% 182 1,267 Information 116 950 -7.8% -16.7% 107 791 Manufacturing 139 768 -21.6% -34.5% 109 503 Utilities 35 433 2.9% 4.8% 36 454 Management of Companies & Enterprises 62 263 0.0% -4.9% 62 250 Agriculture, Forestry, Fishing & Hunting 64 274 -4.7% -18.2% 61 224 Mining 9 33 11.1% -12.1% 10 29 Education Services 65 2,825 9.2% 9.5% 71 3,094
C5. Unemployment
The unemployment rate in Region 12 has been on a sharp rise since 2007, climbing from 2.4% in 2007 to 8.6% in 2011. The trend in Region 12 has followed both the state and the nation, however it appears
NWCCOG CEDS – Page III C-5 that most recently the national and state trend has been a decrease in unemployment, but it is on the increase still in Region 12. Unemployment Rate: 2000 – 2011(Figure C1)
C6. Wages
Wages in Region 12 2nd Qtr 2010 (Figure C2)
Due to the majority of jobs in the region in the typically low- paying, tourism-related industry sectors such as accommodations and food services, retail trade, and arts and entertainment, Region 12 average hourly wage is considerably lower than the state average:
Region 12 Wages – 2nd Qtr 2010 (Table C9) 2nd Qtr 2010
NWCCOG CEDS – Page III C-6 Total Avg. Employment Avg. Hourly Wage Avg. Weekly Avg. Annual Wage Wage
Eagle 26,046 $ 18.25 $ 730 $ 37,960
Grand 6,074 $ 14.18 $ 567 $ 29,484
Jackson 581 $ 12.05 $ 482 $ 25,064
Pitkin 13,976 $ 20.40 $ 816 $ 42,432
Summit 15,791 $ 16.18 $ 647 $ 33,644
Colorado 2,181,395 $ 21.75 $ 870 $ 45,240
Region 12 Employment and Average Hourly Wage (Table C10) 2nd Qtr 2010
Total Avg. Avg. Hourly Avg. Weekly Avg. Annual Employment Wage Wage Wage
NWCCOG's 62,468 $ 17.75 $ 710 $ 36,920 Region
Colorado 2,181,395 $ 21.75 $ 870 $ 45,240
NWCCOG CEDS – Page III C-7 C7. Main Industries The Region’s overall economy is made up of the following industry sectors:
Industry Sectors in Region 12 (Figure C3) (From Quarterly Census of Wages and Employment, 2nd Qtr 2010):
Accommodations & Food Service
Retrail Trade
Arts, Entertainment, Recreation
Construction
Healthcare & Social Assistance
Public Administration
Administration, Support, Waste Mgmnt
Real Estate & Rental & Leasing
Professional, Scientific & Technical Services
Other Services (except Public Admin.)
Finance & Insurance
Wholesale Trade
Transportation & Warehousing
Information
Manufacturing
Utilities
Management of Companies & Enterprises
Agriculture, Forestry, Fishing & Hunting
Mining
Education Services
Tourism Tourism and recreation dominate the region’s economy. Considering the direct industries related to tourism alone (accommodations and food service, retail trade, and arts, entertainment and recreation), these industries make up over 53% of the region’s economic base. However, if construction and real estate is included in this tourism-related industry group, which is appropriate considering the majority of construction and real estate activity is related to second/vacation homes spurred by the tourism industry, the percentage of tourism-related jobs is 65% of the region’s economic base. These figures show the region’s dependence on the tourism sector.
Pitkin and Summit Counties have over 60% of their direct basic jobs as a result of the tourism in the region. These counties rank number 1 and 2 in the state for tourism-related employment. Approximately 56% of the region's economic activity is generated from tourism. This compares to 10% for the state as a whole.
NWCCOG CEDS – Page III C-8 Region 12 Share of Total State Travel Related Earnings (Figure C4)
Approximately 15% of total travel earnings in the state of Colorado is generated in the NWCCOG region. In 2009, according to Dean Runyan Associates, the region generated $586 million dollars from tourism- related activities. This has been as high as $656 million, or 16.5% of the state's total earnings in years past. Due to the Denver International Airport and convention travel that centers in Denver, the region's impact in travel spending is a smaller percentage of the state at 13.9% but in 2009, it still represented $1.8 Billion dollar across the five county region.
Ski Areas in Region 12 (Table C11)
Resort # of Acres County Base Summit trails Elevation Elevation The Region is home to 12 ski Arapahoe Basin 105 900 Summit 10,780 13,050 areas that are visited by Aspen Mountain 76 675 Pitkin 7,945 11,212 national as well as international visitors. The Aspen Highlands 118 1,028 Pitkin 8,040 11,675 primary season for tourists is Beaver Creek 149 1,815 Eagle 8,100 11,440 the winter ski season. There are twelve ski resorts within Breckenridge 155 2,378 Summit 9,600 12,998 the region and they comprise Buttermilk 44 470 Pitkin 7,870 9,900 some of the best skiing in the United States as well as the Copper 134 2,465 Summit 9,712 12,313 world. Over 1,500 ski trails Keystone 135 3,148 Summit 9,280 12,408 covering nearly 25,000 acres attract skiers from December Snowmass 91 3,132 Pitkin 8,104 12,510 to April to the mountain Solvista Basin 35 406 Grand 8,202 9,202 communities.
Vail 193 5,289 Eagle 8,120 11,570 This region is the premier Winter Park 145 3,078 Grand 9,000 10,700 resort and tourism region in the state. While other
NWCCOG CEDS – Page III C-9 counties have tourism activity as high as the region, as a region, this five county area stands alone. Every year the region plays host to at least one major televised international winter event giving the region a world stage. Summertime activities are becoming almost as popular with world class whitewater, hiking and mountain climbing.
Approximately 25% of the tourism dollars to the state of Colorado is generated in the mountain resort counties of which the predominant generators are in the NWCCOG region. In 2009, according to the Dean Runyan Associates study, Region 12 generates $890 million dollars in tourism related earnings.
Region 12 Travel Spending in 2009 (Figure C5)
Additionally, the ski resorts have reached out to the snowboarders and extreme sports enthusiast with terrain parks, moguls, half pipes, and jumps to meet their desires as well. There are an estimated ______skier visits per year in Region 12 ski resorts.
Once the snow melts, usually in June, other outdoor activities take center stage. Mountain biking, whitewater rafting, camping, hiking, mountain climbing, golf, fishing and in the fall, hunting take over the drivers for tourism visits and continue to attract visitors from all over the world. Rocky Mountain National Park in Grand County attracts thousands of visitors each year. Additionally, the ski resort work at attracting conferences and programs that keep their available rooms occupied. The many towns and cities in the region also put on special events such as a variety of festivals, athletic events and competitions, and concerts to attract the weekend visitor. It is much more difficult to track the impact of the outdoor visitor as there is not a gate fee or admission but the summer sales number seem to suggest that summer activity is continuing to grow in its impact on the region.
In addition to the visitor who travels to the region, stays in some sort of rental accommodations and returns home, 55% of all housing in the region is a second home to someone who travels routinely to the area to enjoy the region's offerings. While their winter use may be tracked, their summer impacts are more difficult to determine.
NWCCOG CEDS – Page III C-10
Fourteeners in Region 12 (Table 12)
Mountain Range Elevation Growing market segment include extreme sports Eagle County Mt. of the Holy Sawatch such as mountain climbing (the region boasts 12 of Cross Range 14,005 the state's 53 14,000 foot peaks), backcountry skiing and trail riding. Outfitters, sporting goods Pitkin County stores, and guides all benefit from the growing Castle Peak Elk Mountains 14,265 market. Maroon Peak Elk Mountains 14,156 Capitol Peak Elk Mountains 14,130 Snowmass Mountain Elk Mountains 14,092 Conundrum Peak Elk Mountains 14,060 Pyramid Peak Elk Mountains 14,018 North Maroon Peak Elk Mountains 14,014
Summit County
Grays Peak Front Range 14,270
Torreys Peak Front Range 14,267 Ten Mile Quandary Peak Range 14,265
Tourism is an economically volatile industry as it is dependent on discretionary spending. Unemployment, recessions, and travel prices such as airline travel costs and gas costs can and have dramatically affected visitor traffic. The recent economic difficulties are clearly shown in the chart below. Tourism Trends in Region 12 (Figure C6)
NWCCOG CEDS – Page III C-11
According to the Dean Runyan report, price pressure continues to be a concern for the next few years. As people return to traveling, they will only come if they perceive themselves to be getting a "good deal." This need to provide outstanding value for the lowest possible dollar creates pressure in the region on employees and companies trying achieve a satisfactory bottom line.
C8. Trends in Main Industries
Accommodations and Food Service (Figure C7)
The accommodations and food service sector represents the largest percentage of jobs in the region, with a 32% share and is a key sector to the tourism-based economy. These types of jobs are necessary to support the tourism industry, but tend to pay relatively low wages. There has been a sharp decline in the number of these jobs over the last two years due to the global recession, lack of discretionary income of typical destination visitors, and therefore overall downward impact on the tourism industry. The Region lost 1,196 jobs in this sector from 2000 to 2009.
Construction (Figure C8)
The construction of second homes has been a large economic driver in this region spurred by tourism. Over the last two years this region has seen a substantial decline in construction sector jobs due to the global recession. The region lost 2,399 construction jobs from 2000 to 2009.
The economic foundation and drivers in the region will continue to be dominated by recreation-based tourism, and associated economic growth related to construction and servicing for second homeowners.
NWCCOG CEDS – Page III C-12 Real Estate (Figure C9)
The major byproduct of tourism in the region has been the real estate industry, both commercial and residential. A major driver of real estate activity is the second/vacation home market.
The number of jobs in the real estate industry jumped 32 percent from 2004 to 2006. Those jobs have been in sharp decline since 2007, and the region has lost approximately 700 jobs in this sector from 2006 to 2009.
Activities related to real estate development, rental, and leasing has contributed significantly to the region’s economy over the last decade. Physically this is apparent through the high concentration of offices of real estate agents and brokers and residential property managers on main streets throughout the region.
Arts, Entertainment and Recreation (Figure C10)
One of the largest industries in Region 12 is the tourist trade. Visitors are attracted by the recreational activities afforded by the Rocky Mountains, the twelve ski areas, Rocky Mountain National Park and the large portions of the region that is mountainous and large percentage of National Forests lands that provide abundant camping grounds and trails. There are also multiple special events that attract visitors to the region, as well as cultural activities such as concerts, live theatre, and art festivals. The numerous streams and lakes offer excellent fishing, and the mountain areas off excellent wild
game hunting. Overall, even given the downward trend in 2004 and upward trend from 2004 to 2008, the region had a net gain of 402 jobs in this sector from 2000 to 2009.
NWCCOG CEDS – Page III C-13 Agriculture and Timber (Figure C11)
The heavy winter snow in the mountains, which can accumulate 10 to 20 feet or more, provides a year- around source of water for streams and rivers. Many large reservoirs conserve the heavy spring runoff and often furnish power, in addition to serving irrigation purposes.
As a result of its varied climate, Colorado has a highly diversified agriculture. The portion of Colorado from the mountains west is so varied in terrain and climate that no overall description of the agriculture of the region is practicable. At the higher western elevations, livestock raising is the most important agricultural activity. Cattle raising predominates, but
large herds of sheep are also found, especially in the semiarid northwestern portion of the State.
All counties, except Pitkin, have over 10% of total acres in farms: Eagle 11.4%, Grand 17.4%, Jackson 37.3%, Pitkin 4.6%, Summit 18.4%. The timber industry has been in decline due to a lack of forest products industry infrastructure. The pine beetle epidemic that is occurring in the region has brought to light the benefit of reviving the timber industry in that it would serve to clear dead trees and therefore reduce the risk of catastrophic fire. This would serve to diversify the dying forest, and thus expedite the generation of the “next forest". It would also serve to develop new industries that use the beetle-killed wood (i.e. bio fuel/renewable energy.
Mining (Figure C12)
Mining, once a mainstay of the Region’s economy, now represents 0.07% of the total jobs in the region. The number of jobs greatly fluctuates with the opening and closing of operations of the area’s mines such as Climax Molybdenum mine between Summit and Lake Counties and Henderson Mill in Grand County. These openings/closings fluctuate with the prices of the particular commodities the mines are extracting.
NWCCOG CEDS – Page III C-14 Manufacturing (Figure C13)
Manufacturing jobs represent a very small portion of the total jobs in Region 12 and account for less than 1%. There has also been a downward trend in manufacturing jobs over the last decade, with a loss of 188 jobs in this sector since 2000. The major manufacturing companies in the region are American Gypsum in Eagle County (Gypsum), Rocky Mountain Pellet Plant in Jackson County (Walden), and Confluence Energy Pellet Plant in Grand County (Kremmling).
Healthcare and Social Assistance (Figure C14)
The number of jobs in the healthcare and social assist ace sector has been on a steady rise over the last decade. The region has added 1,072 jobs in this sector since 2000. The construction of a new hospital in the Region - St. Anthony’s Summit Medical Center in Summit County in 2005 - has contributed to this increase. With the aging of Region 12’s population, and the attractiveness of the region to retirees, jobs in this sector are projected to continue to rise.
Education (Figure C15)
The number of jobs in the education sector has risen steadily over the last decade. The region has added 1,050 education jobs since 2000. This increase is projected to continue, due to trends such as the quest of Colorado Mountain College to offer bachelor’s degrees at its Summit County campus. CMC has obtained preliminary authorization from the Colorado Commission on Higher Education to offer two bachelor’s degrees: a B.S. in business administration and a B.A. in sustainable studies. The college is awaiting approval from the Higher Learning
NWCCOG CEDS – Page III C-15 Commission before the degrees can be made official, but CMC hopes to begin offering these 4-year programs in the fall of 2011. Currently, CMC has legislative authority to add five baccalaureate degrees to its roster, and may seek to add programs in K-12 teaching certification as well as nursing.
Small Businesses
The Region’s economy is dominated by small businesses as show here:
Number of Employers with Under 10 Employees in Region 12 (Table C13)
1-9 10+ Total % under 10 ees Eagle 3,240 823 4,063 80% Grand 1,296 219 1,515 86% Jackson 125 18 143 87% Pitkin 1,806 448 2,254 80% Summit 2,201 488 2,689 82% Total Reg 12 8,668 1,996 10,664 81%
Self-Employment (Figure C16)
Region 12 has a higher percentage of self-employed workers than Colorado and the U.S.
NWCCOG CEDS – Page III C-16 Major Employers in Region 12 (Table C14)
EAGLE COUNTY GRAND COUNTY JACKSON COUNTY PITKIN COUNTY SUMMIT COUNTY
50-99 Employees
Avon Elementary School Allegiant Management Llc Rocky Mountain Pellet Abcd Soderberg Llc A Cut Above Forestry B & B Excavating Alpine Peaks Inc Plant Ajax Tavern Backcountry Brewery Basalt Elementary School Alpine Resort Properties Ajax Whitewater Best Western-Lake Dillon Basalt Middle School C Lazy U Ranch Inflatable Lodge Battle Mountain High School Deno's Mountain Bistro Ashcroft Ski Touring Breckenridge Brew Pub Beano's Cabin First Transit Aspen Alps Gas Lines Breckenridge Grand Beaudin-Ganze Consulting Fraser River Valley Lions Aspen Elementary Vacation Engrs Club School Breckenridge Mining CO Beaver Creek Chophouse Fraser Recreation District Aspen High School City Market Dillon Beck & Assoc. Inc Granby Medical Clinic Aspen Meadows Resort Coppertop Cafe & Lounge Blue Moose Pizza Grand County Sheriff Dept Aspen Recreation Ctr Dillon Dam Brewery Christie Lodge Henderson Mill Aspen Skiing CO Dillon Valley Elementary City Market Hi Country Haus Aspen Airport Business Schl City Market Condominiums Ctr Downstairs At Eric's Colorado Mountain Medical Iron Horse Resort Aspen Tile & Bath Everist Marterials Llc Pc Kremmling Memorial Gallery Gourmet Cabby Colorado Mountain News Hospital Black Saddle Bar & Grille Hearthstone Restaurant Media Lodge At Sunspot Blazing Adventures Holiday Inn-Summit County Cordillera Metro District Middle Park High School Blazing Trails Jeep Tours Inn Keystone Eagle County Charter Mountain Parks Electric Boogie's Retail Kenosha Steakhouse Academy Inc Bumps Restaurant Keystone Center Eagle County Sheriff Office National Park Service Cafe Suzanne Keystone Sports Eagle County Sheriff Patrol (Rocky Mountain National Chamonix Kickapoo Tavern Eagle River Fire Dist Park) Condominiums & Cnfrnc MI Casa Mexican Eagle River Fire Protection Pole Creek Golf Club City Market Restaurant Eagle River Water & Pole Creek Turf Clark's Market Neils Lunceford Nursery Sanitation Maintenance Crestwood Lodge Ord Svc Eagle Springs Golf Club Ranch House Restaurant Frias Properties of Aspen Raven Golf Club At Three Eagle Swimming Pool Safeway Full Circle Massage & Peaks Eagle Vail Pavilion Ski Depot Sports Yoga Red Mountain Grill Llc Eagle Valley High School St. Anthony’s Medical Grand Hyatt-Aspen Red/White/Blue Fire Dept Edwards Elementary School Centers (7 Mile & Granby Gwyn's High Alpine Ruby Tuesday Encore Electric Clinics) Restaurant Safeway Evergreen Lodge State of Colorado (CDOT Hansen Construction Inc Silverthorne Recreation Ctr Fiesta's New Mexican Cafe & Justice Dept.) Hickory House Summit County Ambulance First Bank Vail Thomas A Mason CO Inc High Alpine Restaurant Summit County Sheriff Gerald R Ford Amphitheater Town of Winter Park Inn At Aspen Summit Stage Gore Range Brewery US Forestry Dept Krabloonik Restaurant & Valdoro Mountain Lodge Gorsuch Limited Vacations Inc Kennel Vista Chrysler Jeep Suburu Grouse Mountain Grill Vintage Hotel LA Cantina Water Dance Townhomes Hotel Gasthof Gramshammer West Grand School Little Annie's Eating Western Slope Utilities Inc Instant Software Inc District House Wooden Canoe Johnie's Garden Ctr Winter Park Ski Area Maroon Creek Club June Creek Elementary School Winter Park Vacation Matsuhisa Land Designs By Ellison Rentals Mezza Luna Lion Square Lodge & Morris & Fyrwald Conference Sothebys Intl Los Amigos Mountain Photo M C Enterprises Obermeyer Film-Video Maximum Comfort Pool & Spa Prdctns Mom's Best Friend Pine Creek Cook House Mountain Beverage CO Llc Pinons Restaurant Mountain Grille Pitkin County Public Mountain Haus Works Condominiums Remede Spa Myers-CO Architectural Sam's Smokehouse Metals Sky Hotel
NWCCOG CEDS – Page III C-17 Nova Guides Snowmass Club R & H Mechanical Snowmass Whitewater Ray's Restaurant & Lounge Raft Trips Rtp Llc Sport Obermeyer Ltd Rudd Construction Thrift Shop Sandstone Creek Club Woodrun Place Shc Nursery & Landscape Condominiums Sheriff Office Sheriff Sub Station Sheriff Ski & Snowboard Club Vail Slifer Designs Steadman Hawkins Clinic Summit Daily Sweet Basil Tcc Contractors Terra Bistro Thul Electronics Inc Timberline Tours Transportation Manager Vail Golf Club Vail Mountain School Vail Police Dept Vail Public Works Vail Racquet Club Vail Recreational District Vail Transportation Vail Valley Jet Ctr Vail Valley Medical Ctr Vail's Mountain Haus Vail-Summit Orthopaedics Vendetta's Italian Restaurant Vendetta's Italian Restaurant Village Market Walmart Supercenter West Vail Lodge Western Seasons Corp Western Slope Laundry CO
100-249 Employees
Allegria Spa Camp Chief Ouray YMCA None Aspen Club and Spa Arapahoe Basin Ski Area American Gypsum Company City Market Aspen Mountain Town of Breckenridge Aria Club and Spa Devil’s Thumb Ranch Aspen’s Work Force Breckenridge Hospitality Avon Recreation Center Resort Aspenwood Condos Breckenridge Medical Avon Transportation East Grand School District Big Burn Bears Center Department Grand Lake Metro Rec. Buttermilk Ski School Breckenridge Public Works Avon/Beaver Creek Transit Grand County Gant Breckenridge Recreation B&B Excavating Inc. Government Hotel Jerome Center Beaver Creek Lodge Inn at Silver Creek Interlude Condos City Market Charter at Beaver Creek YMCA Lichenhearth Condos Colorado Mountain Express City Market Names & Numbers Grand Timber Lodge Colorado Mountain Express Ritz Carlton Club Great Divide Lodge Gallegos Corp. – Plaster & Roaring Fork Transit Heartland Stucco Agency Resort Quest International Manor Vail Lodge Roaring Fork Summit County Sherriffs Mid-Vail Dining Court Transportation Office Mirador Ski & Snowboard School Town of Silverthorne Red Canyon High School – Aspen St. Anthony’s Summit Red Lion Restaurant Ski.com Medical Center Roaring Fork Club Snowmass Mountain Stan Miller Inc. Roaring Fork Club Pro Shop Condos Summit High School Spa at Vail Mountain Lodge Sonnenblick Target Total Merchant Service Townhouses Wal-Mart Town of Avon Tamarack Condos Wildernest Property
NWCCOG CEDS – Page III C-18 Vail Athletic Club Terracehouse Condos Management Vail Mountain Lodge & Spa Village Property Vogelman West Associates Management Inc. Willows Condos The Westin
250-499 Employees
Colorado Mountain College Solvista Basin at Granby Aspen Valley Hospital Beaver Run Resort & Eagle County Fair and Rodeo Ranch Little Nell Hotel Conference Center Eagle County Government Montagna Breckenridge Ski Resort Gallegos Corp. Silvertree Hotel Keystone Lodge Lodge at Vail St. Regis Aspen Keystone Resort Property Marriot Vail Mountain Resort Wildwood Lodge Management Park Hyatt Beaver Creek The Village at Breckenridge Resort Ritz Carlton Bachelor Gulch Sonnenalp Resort at Vail Vail Plaza Hotel and Club Vail Valley Medical Center The Westin
500-999 Employees
Eagle County Regional Airport Sage Catering at Everest Materials Lodge & Spa at Cordierra Snowmass Club Keystone Resort Ski and Rocky Mountain Martial Arts Ride School Vail Cascade Resort & Spa
1,000-5,000 Employees
None Winter Park Resort None None Copper Mountain Resort source: Colorado Department of Labor and Employment, LMI Gateway
NWCCOG CEDS – Page III C-19 III D. INFRASTRUCTURE
Infrastructure, including housing for the workforce, adequate and accessible healthcare services, efficient and reliable transportation systems, utilities, telecommunications, water resources, schools, training opportunities, and community resources are all key components of a region’s economic development strategy. All these elements serve to make a region attractive to businesses in that they are serve to attract and retain the workforce.
D1. Housing
Total Housing Units (Table D1) A broad variety of housing types can be found in Region 12. Many homes support traditional family units. Some are single family homes that serve as the homes to the workforce in the community such as teachers, healthcare workers, police officers, and property managers. Some serve as vacation/second homes to part time residents or those that may just come for two weeks to ski or spend a week of the summer. Still others are made up of seasonal workers renting and living together. Some homes are deed restricted to remain affordable due to the progressive programs of housing authorities in the region recognizing the need to create attainable housing opportunities in this resort region due to the high cost of housing.
According to the State Demography Office’s 2009 estimates, there are a total of 94,032 housing units in Region 12. Of those, 45,995 were occupied (48.9%), and 48,037 were vacant (51.1%). Thus, over half of the housing units in Region 12 are vacant. This is due to the resort-oriented nature of the area and the prevalence of second homes. The region added 25,585 housing units since 2000. There are 2.51 persons per household, which is on track with the state as a whole which is 2.55.
From this point forward, this data uses the U.S. Census Bureau ACS Data: 5-year estimates (2005-09). The total number of housing units reported by this source is 81,615, which is 12,416 less than what SDO reports. The switch to use the Census numbers from this point forward is because DOLA does not go to the level of detail on the following elements of housing as the ACS goes to. Therefore, the remainder of this analysis is based on ACS data, and the figure derived by the ACS for total housing units (81,615).
Type and Age of Housing Of the 81,615 total housing units in Region 12, 52.1% are single family homes. The next most prevalent type of housing in the region are structures with 20 or more units (13.5%), which shows again the resort- nature of the region and the prevalence of condominium-type housing which suits vacation rentals. The majority of the housing was built between 1970-1979 (28.3%) or 1990-1999 (27.8%), which coincides with the boom from the birth of the ski industry in the 1970’s and the relatively healthy economy and interest in second home development in the 1990’s. Thus, the housing stock in the region is somewhat dated in the 1970’s era boom, but relatively new in the 1990’s boom.
Seasonal Workforce Housing Due to the seasonal nature of the region and the demand for service workers during the busy months the ski resorts are in operation (October through April generally), there is a need in the Region for temporary seasonal housing for these workers. Local governments and private resort owners have responded to this need by creating seasonal employee rental housing. Most ski areas in the region have
NWCCOG CEDS - Page III D1 employee rental units. Many counties and towns have incorporated requirements into their permitting structure requiring developers to build employee housing units if their business will generate a need for new employees, or pay fees in lieu of building these units.
Single Family Homes for the Local Workforce Family - Community Workforce Housing
The traditional family unit in the Region – i.e. those families that are in the workforce that contribute to the essential basic services in the Region including teachers, healthcare workers, childcare workers, police officers, emergency medical workers, etc. (i.e. middle-income professional wage earners)– often have the biggest challenge finding housing that suits their needs. Often the high cost of housing makes it extremely difficult for these local workforce families to afford a single family home. To illustrate, the bulk of the housing in Region 12, or 55.9%, is priced between $300,000 and $999,999. This price range is very difficult for a family of 4 earning a household family income of $70,000 to afford (approximate average in Region 12). To further show the high cost of housing in the region, 15% of the housing in Region 12 is priced over $1 million.
To respond to this need, local governments have responded, through housing departments and housing authority programs, by creating opportunities for the local workforce family to afford a single family home. These opportunities come from the development of deed-restricted housing, which refers to housing for local residents or employees, and has some type of restriction attached to: occupancy standards, appreciation or resale value, or incomes.
Some examples:
• Eagle County: Miller’s Ranch in Eagle County offers deed restricted single family homes. The current listing price for a 2,291 square foot single family home is $355,000.
• Grand County: Miller’s Inn Condominiums in Grand County offers …..
• Pitkin County: the Aspen Area Housing Program in Pitkin County is funded through City of Aspen sales tax and Real Estate Transfer Tax; and is run by the Aspen/Pitkin County Housing Authority (APCHA). Aspen’s program currently has over 2,800 units of deed-restricted housing. Community Workforce Housing is a cornerstone for Pitkin County’s strong year-round community and a healthy workforce and economy.
• Summit County: The Wellington Neighborhood in Summit County offers deed-restricted single family homes with a price range of
It is vital that the Region continues to pursue programs that provide community workforce housing because it promotes a reliable workforce in the region, opportunities for people to live where they work, thereby reducing adverse transportation impacts and growth pressures throughout the region, environmental and economic sustainability, a better visitor experience, resulting in an appreciation of our local identity; a more diverse community, including singles, families and seniors, ; and a stable community that is invested in the future of the region.
NWCCOG CEDS - Page III D2 Second Homes Given the many amenities of the region, many households are inhabited by non-workers (retirees or second homeowners) that generally have higher incomes than the households inhabited by workers. Many have needs and desires that include great views, open spaces, wildlife, and privacy but also seek the full range of lifestyle amenities one might find in a more urban area. They frequently can afford personal services and generally create low-paying, service level jobs.
While second homes are a large economic driver in the region, they also impact the social fabric and long-term sustainability of the community by significantly reducing the housing inventory available for local residents. This is primarily caused by inflated real estate prices that are unaffordable for local residents. Thus, as the number of second homes in the region increases a dilemma is created. Second homes generate the need for more workers, but the rise in property values and subsequent housing costs make it difficult for the workers to live within a reasonable distance of their place of work. This trend has been thwarted somewhat due to the recent national recession; however there are still a relatively high number of second homes as show by Census figures showing 51% of total housing units as vacant.
Rental Housing According to ACS 5-year estimate data, the average median monthly rent paid in Region 12 is $1,044/month. Thirty-six percent of the population pays a monthly rent between $1,000 - 1,499, and 25% pays $1,500/month or more. This is relatively high in that the median monthly rent for the State of Colorado is $835 and for the nation is $817. In Region 12, 48% of renters pay 30% or more of their household income for rent.
Median Monthly Rent in Region 12 (Figure D1)
1200 $1,044
1000 $835 $817
800
600
400
200
0 Region 12 Colorado U.S.
NWCCOG CEDS - Page III D3
Home Ownership Census home values show that median home values in 4 out of 5 of the Region 12 counties are higher than the State and the Nation.
Region 12 Median Home Values (Figure D2)
Median Home Values source: U.S. Census Bureau, ACS 5-yr Estimate (2005-09)
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
Senior Housing
Demand for Senior Housing: Seniors are a fast growing segment of the region’s population. Growth has continued in the region, with the rate of growth in the senior population out pacing the population as a whole.
NWCCOG CEDS - Page III D4 HOUSING IN REGION 12: Occupancy, Tenure, Units in Structure, Year Built (Table D1)
NWCCOG CEDS - Page III D5 Building Permits in Region 12 (Table D2)
2005 2006 2007 2008 2009 2010 Eagle 643 640 576 551 369 414 Grand 1,095 1,140 924 695 532 490 Jackson 46 33 35 34 34 30 Pitkin 531 457 447 415 320 325 Summit* 443 427 508 559 489 491 Total Region 12 2,758 2,697 2,490 2,254 1,744 1,750
*Summit County figures include not only new home construction, but all construction activity such as additions, remodels, decks, hot tub installations and garages.
Total Building Permits Issued in Region 12: 2005 – 2010 (Figure D3)
Total Building Permits Issued in Region 12
3000
2500
2000
1500
1000
500
0 2005 2006 2007 2008 2009 2010
NWCCOG CEDS - Page III D6 Value of Owner Occupied Units (Table D3) Rental Costs (Table D4) Gross Rent as a Percentage of Household Income (D5)
Value of Owner Occupied Units
Eagle Grand Jackson Pitkin Summit Total Reg 12 % Colorado U.S. Total Owner Occ. Units 10,822 3,904 453 4,284 6,670 26,133 100.0% 100.0% 100.0% Less than $50,000 311 215 60 69 256 911 3.5% 4.4% 8.3% $50,000-$99,999 494 202 72 78 46 892 3.4% 5.0% 15.5% $100,000-$149,999 122 275 107 96 161 761 2.9% 9.9% 15.8% $150,000-$199,999 181 606 37 357 291 1,472 5.6% 18.2% 14.0% $200,000-$299,999 1,074 1,069 61 644 718 3,566 13.6% 29.3% 17.0% $300,000-$499,999 3,401 958 75 352 2,463 7,249 27.7% 21.8% 16.8% $500,000-$999,999 3,557 518 22 977 2,282 7,356 28.1% 9.2% 10.3% $1,000,000 or more 1,682 61 19 1,711 453 3,926 15.0% 2.2% 2.4% Median (dollars) $ 490,400 $ 257,700 $ 144,100 $ 717,700 $ 450,700 $ 412,120 $ 234,100 $ 185,400
Rental Costs
Eagle Grand Jackson Pitkin Summit Total Reg 12 % Colorado U.S. Tot. Occ. Units Paying Rent 5,226 1,235 118 2,381 2,836 11,796 100.0% 100.0% 100.0% Less than $200 - 57 - - 6 63 0.5% 2.3% 2.5% $200 - $299 98 8 33 63 - 202 1.7% 2.2% 3.5% $300 - $499 177 81 7 100 49 414 3.5% 7.6% 10.7% $500 - $749 662 313 59 436 295 1,765 15.0% 27.9% 26.1% $750 - $999 866 398 9 216 728 2,217 18.8% 26.7% 24.3% $1,000 - 1,499 1,927 333 7 923 1,022 4,212 35.7% 24.4% 22.3% $1,500 - or more 1,496 45 3 643 736 2,923 24.8% 8.9% 10.6% Median (dollars) $ 1,254 $ 851 $ 656 $ 1,277 $ 1,181 $ 1,044 $ 835 $ 817
Gross Rent as a % of Household Income
Eagle Grand Jackson Pitkin Summit Total Reg 12 % Colorado U.S. Occ. Units Paying Rent 5,070 1,235 118 2,381 2,836 11,640 100.0% 100.0% 100.0% Less than 15% 579 212 46 295 355 1,487 12.8% 10.8% 12.7% 15% - 19.9% 470 163 1 391 628 1,653 14.2% 12.8% 12.7% 20% - 24.9% 990 220 8 285 284 1,787 15.4% 13.5% 12.9% 25% - 29.9% 488 59 9 382 151 1,089 9.4% 12.2% 11.7% 30.0% - 34.9% 425 168 16 244 336 1,189 10.2% 9.2% 9.1% 35% or more 2,118 413 38 784 1,082 4,435 38.1% 41.4% 41.0%
NWCCOG CEDS - Page III D7 D2. Transportation Region 12's residents and visitors depend upon a reliable transportation system in order to access recreation, shopping, services, and places of employment. As the population and visitation grow in the future, it will be important to continue to provide safe and efficient transportation systems. These transportation systems should at a minimum be maintained at the current level of service. Having an efficient transportation system is critical in order for the Region to remain competitive with other communities that rely heavily on tourism.
Highways and Roads I-70: The Interstate 70 Mountain Corridor, from Denver to Grand Junction (Silverthorne to Gypsum is in Region 12), is not meeting the transportation needs of Colorado. For Region 12 residents, visitors and businesses, I-70 is a gateway to recreation, to commerce and to everyday necessities. But this stretch of highway has become so overburdened that it can't support these demands today, and it's only going to get worse in the future. Colorado's I-70 Mountain Corridor is like a clogged artery leading right to the heart of Colorado. A transportation infrastructure through the northern and central mountain communities that is efficient, safe and environmentally sound, for this and future generations is crucial to economic development in this region.
The I-70 Mountain Corridor must increase its capacity and efficiency in the following ways: • Diversify the modes of transportation from Denver to Grand Junction. The solution must include other alternatives than to just add more asphalt. Solutions to the I-70 problem must include transit. • Spread out the demand: implement measures that take vehicles off the road during the peak traffic times - when I-70 looks more like a parking lot than an interstate highway. Provide incentives for vehicles to get on the road at times when there isn't any traffic. • Develop a funding mechanism to pay for these solutions. • Respect Colorado's history and natural environment while meeting transportation needs along the corridor.
Eagle County Eagle County has 60 miles of interstate highway; 34 miles of interstate with a 75 mph speed limit. Major highways include I-70, Highway 6, and Highway 82. Several road segments in Eagle County are reaching or exceeding the capacity for which they were designed. Improvements to the Edwards Spur Road, the airport interchange project, and the Highway 6 Corridor Feasibility Study are all projects meant to address existing and anticipated areas of higher traffic volume. Reliable transportation is important, and the generally linear development and lack of alternate travel routes in Eagle County creates the potential for significant problems when accidents, mudslides or avalanches result in road closures. Accidents have become more frequent as traffic on I-70 and State Highway 82 has increased, and Vail Pass is frequently closed in the winter due to jack-knifed trucks or snow avalanches. Traffic delays between the Front Range and Eagle County has the potential to negatively impact the local economy, and maintenance on the County’s main travel routes is therefore a high priority for Colorado Department of Transportation.
NWCCOG CEDS - Page III D8 Grand County U.S. Highway 40 & State Highways 9 and 34 are the major roadways through Grand County.
At the junction of State Highway 9 (Highway 9) and US Highway 40 (US 40) is the Town of Kremmling. East of Kremmling, US 40 (Colorado River Headwaters Scenic Byway) parallels the Colorado River approximately 14 miles upstream through Byers Canyon and into the Town of Hot Sulphur Springs. This river corridor east of Kremmling is characterized by abundant open lands, primarily used for agriculture and recreation. South of Parshall, County Road 3 crosses the Colorado River near the Kemp/Breeze State Wildlife Area, and continues past Williams Fork Reservoir and up and over Ute Pass and intersecting State Highway 9 in Summit County.
Heading north of Kremmling, US 40 continues past the intersection of State Highway 134 and Wolford Mountain Reservoir, a Colorado River Water Conservation District project, generally following the Muddy Creek drainage north to Rabbit Ears Pass and eventually into Routt County and the City of Steamboat Springs. State Highway 134 intersects US 40 and heads west past “Old Park” and over Gore Pass to Toponas in Routt County.
State Highway 9 heads south out of Kremmling and into Summit County along a scenic corridor, adjacent to the Blue River. Just south of Kremmling, the Trough Road (County Road 1), also designated as a Colorado River Headwaters Scenic Byway, branches off of Highway 9 proceeding generally southwest toward State Bridge in Eagle County. Right before the county line (at Sheephorn Creek), there is a junction with County Road 11 that connects to the small railroad community of Radium on the Colorado River. This area adjacent to the Trough Road is known as the Upper Colorado River and is a popular rafting and fishing destination.
U.S. Highway 40 branches off from I-70 and climbs to an elevation of 11,307 feet over Berthoud Pass and the Continental Divide to serve as the southeast gateway into Grand County. Being located only 45 minutes west of the Denver metro area, improvements to U.S. 40 over the last several years has provided easy access to Grand County for tourists, skiers, second-homeowners and residents. Once over the pass, US 40 descends into the town of Winter Park and past the Mary Jane and Winter Park Resort ski area entrances. US 40 provides access to the Fraser Valley and serves as a main street to the town centers of Winter Park and Fraser, both of which provide resort tourism and seasonal services tempered by the historic influence of the railroad and the Moffat Tunnel, particularly in Fraser. US 40 continues north of Fraser, through Tabernash, heading toward Granby. US 40 enters the North Subarea at the top of Red Dirt Hill, near the entrance of YMCA of the Rockies / Snow Mountain Ranch.
From here US 40 precedes north and into the Town of Granby. On the west of Granby, State Highway 34 intersects US 40 and heads north to Grand Lake and is designated as the Colorado River Headwaters Scenic Byway (Scenic Byway). US 40 and the Scenic Byway continues west past Windy Gap and through the agricultural valley along the Colorado River into the historic town of Hot Sulphur Springs. At Windy Gap, State Highway 125 intersects US 40 and continues north, up and over Willow Creek Pass to Rand and Walden in Jackson County.
Jackson County
NWCCOG CEDS - Page III D9 The road network that serves Jackson County includes Roads 12E and 36, Colorado State Highway 125 and State Highway 14. The municipal road network includes a combination of paved streets, as well as improved, unimproved, and “paper” roads. Paper trails are historical road easements that have not been developed by the County.
Colorado State Highway 125 extends south from the Colorado/Wyoming border to its intersection with U.S. Highway 40 west of Granby. The Colorado Department of Transportation classifies this roadway as a minor arterial. The highway segment through the Town of Walden is, a two-lane, paved highway that bisects the east and west sides of the community.
Traffic Volumes and Highway Capacity - In 2007, available vehicular traffic data from the Colorado Department of Transportation reveals that average annual daily traffic volumes in the vicinity of Walden ranged between 1,500 vehicles at the intersection of State Highway 125 and State Highway 14 West to 3,600 vehicles per day at the intersection of State Highway 125 and Fifth Street (Colorado Department of Transportation, 2008).
In 2007, about 90 percent of all vehicular traffic in the vicinity of Walden represented passenger automobiles, including light trucks. The remaining traffic was derived from larger trucks, e.g. semi-trucks and trailers.
By the year 2035, the Colorado Department of Transportation forecasts that future vehicular traffic volumes in the vicinity of Walden will range between 3,000 and 5,000 vehicles per day. When these volumes are correlated with available highway capacity, no traffic congestion is expected to occur along the State Highway 125 corridor between 2008 and 2035 (Colorado Department of Transportation, 2008).
Highway Surface Condition - The Colorado Department of Transportation periodically rates the condition of state highway surfaces via its pavement management system. In 2005, CDOT rated the surface condition of State Highway 125 as “poor”. This rating indicates that the highway surface has a remaining surface life of less than six years (Colorado Department of Transportation, 2008). This rating likely influenced the decision to re-pave a 14-mile segment north of the State Highway 125/U.S. Highway 40 intersection.
Highway Bridge Condition - The Colorado Department of Transportation also monitors and rates the condition of state highway bridges. CDOT’s bridge management system considers the structural condition and functional integrity of each bridge on the state highway system and assigns a sufficiency rating that ranges from 0 to 100. CDOT determined that the Michigan River Bridge that crosses State Highway 125 is functionally obsolete” and eligible for funding to replace the bridge. The Michigan River Bridge was also assigned a sufficiency rating of 55 which indicates that the bridge is also eligible for rehabilitation. The policy of CDOT is to make bridge replacements in conjunction with other road upgrades (Colorado Department of Transportation, 2008)
Planned Highway Improvements - The 2035 Regional Transportation Plan recognizes that the State Highway 125 corridor is important to sustain agriculture, tourism, and forest management. CDOT’s planning objectives focus primarily upon continued efforts to improve public safety. The Plan identifies various highway improvement needs such as improving highway geometrics, adding road shoulders, and improving roadway surfaces, as well as bridge repairs and replacement (Colorado Department of
NWCCOG CEDS - Page III D10 Transportation, 2008). However, the Plan does not outline a schedule for future improvements to State Highway 125. In this context, it is important that this municipal master plan incorporate strategies to encourage future implementation of the highway improvements outlined in the Regional Transportation Plan for northwest Colorado.
Pitkin County
State Highway 82 is an 85.29 mile (137.26 km) long state highway that provides the principal transportation artery of Pitkin County and the Roaring Fork Valley. The Roaring Fork Valley is defined by the valley of the Roaring Fork River and its tributaries, including the Crystal and Fryingpan Rivers, and includes the communities of Aspen, Snowmass Village, and Basalt in Pitkin County, and the neighboring communities of Glenwood Springs and Carbondale in Garfield County.
Highway 82 runs from Interstate 70 at Glenwood Springs southeast past Carbondale and Basalt and through the City of Aspen. Southeast of Aspen it climbs to 12,095 ft (3,687 m) on a 6% grade at Independence Pass (open late May–October). At its northwestern end it furnishes the principal vehicle access between most of Colorado and the City of Aspen and Snowmass Village and the world-class ski resorts located in these communities. Recently widened to four-lanes along the 50 mile (80 km) section between Glenwood Springs and Aspen, it is heavily used commuting route for day workers between bedroom communities in the lower valley and the resort community of Aspen. The highway roughly follows the Roaring Fork River along its entire route, offering scenic views of Mount Sopris in the lower end of the valley. The Roaring Fork Transit Authority (RFTA) provides well-used public transportation along the highway between Glenwood Springs and Aspen.
Summit County
Interstate 70 (I-70) runs east to west, bisecting the County and moving thousands of vehicles on a daily basis through the County. In addition, state highways 6 and 9 provide major movement arterials connecting the communities of Keystone, Dillon, Silverthorne, Frisco, and Breckenridge. County roads such as the Swan Mountain Road and Dillon Dam Road provide additional critical links between the County’s urban areas. Other county and town roads serve as collectors providing access to local roads. The mountainous geography of the County precludes most possibilities for alternative routes between major urban areas. Therefore, the existing system of roads will continue to serve as the primary routes in the County. Some opportunities for widening of lanes exist. Hwy 6 was recently expanded to four lanes between Dillon and Summit Cove. Expansion of Hwy 9 to four lanes between Frisco and Breckenridge is currently being completed.
Public Transit
Eagle County ECO Transit provides bus service 21.5 hours per day, 7 days per week, and 365 days per year throughout the Eagle Valley and beyond. ECO Transit maintains a fleet of 34 buses. Grant revenue for ECO Transit totaled over $1.2 million in 2009 for facilities and bus replacement. ECO Transit completed its first full year of providing ticketing services for Greyhound Lines from the Vail Transportation Center in 2009,
NWCCOG CEDS - Page III D11 earning approximately $50,000 for the year. Eighty percent of the transit system revenue is derived from sales tax. Due to the recession, the drop in collections amounted to a $1.6 million budget shortfall. In response, the ECO Board and staff underwent a rigorous budget process. The entity ultimately cut service from approximately 180 trips per day during the 2008-09 winter season to 110 trips per day for the 2009-10 season and instituted a fare increase to balance its budget.
Quick View – ECO Transit 2009 Staff: 67 2010 Staff: 58 2009 Budget: $9,681,960 2010 Budget: $7,200,040 Funded through: Eagle Valley Transit Fund, Fares, Grants Purpose: To provide multi-modal, environmentally sensitive public transportation choices that are safe, efficient and reliable.
The Eagle County Transit Authority currently provides service between Dotsero, Gypsum, Eagle County Airport, Eagle, Avon, and Vail. The existing bus transportation services offered in Eagle County include the Eagle County Regional Transportation Authority, Roaring Fork Regional Transportation Authority, Town of Avon Transit System, and the Town of Vail Transit System. Eagle County Regional Transportation Authority and Roaring Fork Transportation Authority both offer extensive regional service. The town transit systems serve locals and visitors within town boundaries and act as feeders to the regional systems. The search is on-going to find suitable locations for public transit facilities, transit hubs and park- and-ride locations.
Grand County For years, the community has been served by “The Lift,” a bus system that provides transportation from the ski area through Winter Park and Fraser, with some routes as far as Granby. “The Lift” is funded by the ski area and the Towns of Fraser and Winter Park. Intrawest contracts with First Transit (a private transit management company) to operate the service. This transit system has posed challenges in the past, and may be subject to restructuring as the current operator of the ski area, Intrawest, reviews its operations. The County recognizes the need for a community transit system as a component of a means of transporting guests to the ski area and other destinations and transporting the workforce to the county after working hours. Funding challenges and lack of ridership could hinder the viability of a sustainable year-round public transportation system to serve Grand County.
The County does currently have Greyhound bus service.
The Grand County Council on Aging operates 6 vehicles (3 minivans & 3 minibuses) that provides some scheduled trips and some "demand response" trips for seniors for medical appointments, nutrition sites, grocery shopping, recreational and social activities.
Jackson County The Jackson County Council on Aging operates an 11-passenger van to provide a demand response service for County residents who are 60 years and older, and persons with disabilities. This service provides transportation to medical appointments and other services that are available in Granby, Kremmling, and Steamboat Springs, Colorado; as well as Laramie and Cheyenne, Wyoming.
Aside from this service, there are no regional private or public transportation services in Jackson County that provide any bus transportation service to nearby communities that provide some medical,
NWCCOG CEDS - Page III D12 professional and technical services to other Walden residents. The lack of this service also impacts the ability of the County’s primary working age population to seek employment opportunities in communities such as Steamboat Springs, Granby and Laramie without relocating and moving away from the County.
In order to sustain the social and economic viability of Jackson County, expanded public transportation alternatives are needed to provide greater connectivity to Steamboat Springs, Granby, and Laramie. This is particularly true if energy prices remain at higher levels and various medical, professional and technical services remain unavailable in the community. In this regard, the County should participate in any regional coalition of public agencies, non-profit organizations, and private companies that may be organized in the future to implement regional public transportation solutions in northwest Colorado.
Pitkin County
The Roaring Fork Transportation Authority has been in operation since 1983, and functions as a Regional Transportation Authority. The RTA includes the communities of Aspen, Snowmass Village, Pitkin County, Basalt, a portion of Eagle County, Carbondale, Glenwood Springs and our newest member New Castle. RFTA provides commuter bus service from Aspen to Glenwood Springs (Roaring Fork Valley), Glenwood to Rifle (Hogback), intra city service in Aspen and Glenwood Springs, ski shuttle service to the four Aspen Skiing Company ski areas, Maroon Bells Guided Bus Tours, and a variety of other seasonal services.
RFTA currently operates a fleet of over 82 vehicles and carries over 4.1 million passengers per year. RFTA uses Biodiesel fuel in all of its fleet of diesel power vehicles including its hybrid buses, and ethanol in its gasoline vehicles.
RFTA's Regional Bus Rapid Transit (BRT) Project -BRT is a rubber tire transit service that combines stations, vehicles, running ways, a flexible operating plan, and technology into a high quality, customer focused service that is fast, reliable, comfortable and cost efficient. The new BRT service is called VelociRFTA. The goal of the VelociRFTA BRT project is to improve RFTA's operations and facilities to be faster, more convenient, and more comfortable. BRT combines the flexibility and cost savings of buses with the efficiency, speed, reliability, and amenities of rail. RFTA is implementing the first phase of VelociRFTA which is anticipated to be in place by 2013.
Summit County
The Summit Stage provides free bus service between all major urban areas of the County. Other bus systems are operated by the Town of Breckenridge and the resorts of Keystone, Copper Mountain, and Breckenridge. Utilizing one or a combination of these transit systems, it is possible for persons to travel between the urban areas of the County. Because each of these systems is run independently, there could be a better coordination between the different systems to integrate service and increase efficiencies. Moreover, the local school district has an entire fleet of buses that are generally not in operation on weekends or during part of each weekday. Cooperation with the school district could increase opportunities as well.
Airports and Air Service
NWCCOG CEDS - Page III D13 Eagle County Regional Airport is located south of Interstate 70 just off Highway 6 between the towns of Eagle and Gypsum, Colorado. The airport was dedicated on Sept. 14, 1947 and provided general aviation services for many years. In 1989, there were 277 commercial passengers.
In 1996, a $9 million, 36,000 sq. ft. passenger terminal was unveiled, accommodating a 73 percent increase in passengers during that season. The demands on the new terminal prompted an additional 30,000 sq. ft. expansion in 2001, to accommodate the growing popularity of commercial air service to EGE.
The airport is served by four major airlines: American, Continental, Delta, and United, with non-stop service to 13 hub airports in 12 major cities: Atlanta, Chicago, Cincinnati, Dallas, Denver, Detroit, Houston, Los Angeles, Miami, Minneapolis, New York (JFK and La Guardia), and Newark.
Since 1994 annual airport operations have increased 214 percent and since 1993 annual passenger enplanements have increased 47 fold. This growth has earned the Eagle County Regional Airport the ranking of third busiest airport in Colorado based on annual airline passenger traffic numbers. In 2008, a study commissioned by the Colorado Department of Transportation Aeronautics Division found that the total quantifiable impact on the local economy from the airport in that year totaled $982,170,400. In addition, the Eagle County Regional Airport created 10,467 jobs, paying $293,886,700 in wages. Runway: 9.000 feet long x 150 feet wide
Aspen / Pitkin County Airport - The airport is served by two airlines operating daily, year-round scheduled service. The airlines serving the airport are United Express (operated by SkyWest Airlines) and Republic Airlines (operated by Frontier Airlines). The airlines occupy ticket counters, baggage facilities and offices at the airport for full services to the flying public. The runway at Aspen-Pitkin County Airport was lengthened and widened in 1983 to its present size, 7,006 feet long by 100 feet wide. The entire terminal area was redeveloped in 1986 and 1987, which included new vehicular access roadways and the expansion of the terminal to its present size of 37,500 square feet. In 1999, the aircraft-parking area was again expanded to allow for more aircraft parking.
Expansion Plans: Aspen/Pitkin County Airport - Due to the current length of the runway, many flights leaving Aspen cannot takeoff with full passenger loads. Therefore, the airport is extending the runway toward Buttermilk by 1,000 feet. This extension will allow existing flights to accommodate more passengers, will result in greater efficiency and passenger convenience and will NOT result in larger jets flying into/out of the airport, which is prohibited by Pitkin County regulations. The Federal Aviation Administration will cover approximately 95% of costs. Construction is scheduled to begin in 2011. Runway: 7,006 feet long x 100 feet wide
Granby Airport - Located in open terrain atop the Granby Mesa in Granby, Colorado. The airport is an easy-in, easy out mountain airfield that has a County-plowed runway in winter and no fees. The airport accommodates up to medium twin turbo-props and light business jets (ARC B-II) The field elevation is 8203 MSL. The runway is 5,000 x 75 feet. Currently, 30 aircraft are hangared at Granby (GNB), in a combination of privately-owned and county-owned hangars. At this time, all of the existing hangars are full; however, Grand County (the airport sponsor) is open to contact by individuals or companies desiring to build hangars at GNB. Runway: 5,000 feet long x 75 feet wide
NWCCOG CEDS - Page III D14 Mc Elroy Airfield-20V (Kremmling, Colorado) – located in the Town of Kremmling and owned and maintained by Grand County. McElroy Airfield has two runways, both 5,540 x 75 feet long. The capacity of both runways is 46,000 pounds for single wheel gear and 68.000 pounds for double wheel gear. Additional services supported by the airport include air freight, air ambulance, crop dusting, charter flights and flight instruction. There are currently 15 T-Hangars and 4 box hangars located on the airport.
Total Enplanements: Eagle County Airport & Aspen Pitkin County Airport (Figure D4)
Rail Service Grand County – The railroad played a prominent part in the development of Grand County as mining activities were not significant. The development of the Moffat Tunnel was fundamental to the establishment of the Winter Park Resort Association (Ski Area) and water diversions to serve Denver. The railroad provided transportation for the lumber industry and linked the region’s people and products (including dairy, lettuce and mountain amenities) to Denver. Changes in the use of the rail line and other issues have made local access to it extremely difficult. Revitalization and connection to this historic economic link offers significant economic development potential.
Traveling through Grand County, the railroad bisects the heart of Fraser. The at-grade crossing, combined with federally mandated whistles, have a huge impact on the residents and businesses in Fraser. The Town of Granby has AMTRAK service twice a day (east and west). The AMTRAK also stops in Fraser. There is also freight moving through Grand County via rail (MgCl and Tar).
Non-Motorized Transportation It is the goal of most communities in Region 12 to promote development that reduces the need to use personal vehicles. Certain design features including pedestrian and bike paths, sidewalks, and compact development encourage walking or biking.
NWCCOG CEDS - Page III D15 Other Examples: The Eagle County trails programs were established in 1996 following the passage of the half-percent sales tax to finance mass-transportation improvements. Revenues collected in the Roaring Fork River Valley of Eagle County are managed by the Roaring Fork Transportation Authority (RFTA). In the Eagle River Valley, revenues are managed by the Eagle County Regional Transportation Authority (ECO). In 1993 a trails plan for the Roaring Fork side of the County was completed and 2001 saw the adoption of the Eagle Valley Regional Trails Plan. The Roaring Fork Mid-Valley Trails program focuses on construction of a core pedestrian and bicycle trail on the former Rio Grande Railroad corridor, now owned by RFTA, and on various spur trails with the intent of linking the communities of Pitkin, Eagle and Garfield counties within the Roaring Fork River valley. The Eagle Valley Trails program serves the larger population of the County, and is currently focused on the construction of a 63 mile long paved trail from the top of Vail Pass to the mouth of Glenwood Canyon. As of 2005, 30 miles are complete, including sections built prior to the tax but incorporated into the core trail alignment. The ECO Trails program activities include trail planning, trail construction, special events, public relations, and advocacy on regional and national bicycle and pedestrian issues and backcountry trail projects.
There are some opportunities for increasing capacity on the Region’s roadways. However, opportunities for construction of new arterials and roadways connecting the Region’s urban areas are almost nonexistent because of geographic limitations and other factors. In addition, the cost of constructing and maintaining new roadways is tremendous. As a result, we will need to rely more heavily in the future on alternatives to the automobile. There are already time periods when traffic volumes are unacceptable to many residents and visitors. An example is driving through the Town of Breckenridge in the late afternoon on a busy skier weekend. In order to avoid more gridlock and “urban traffic problems” the Region will need to be aggressive in providing an array of transportation options to area residents and visitors. A comprehensive approach to transportation needs to be taken, coordinating the various alternative modes into a network that connects residences to commercial and employment areas, recreation, and schools.
Parking In order to serve as a destination for residents and visitors, parking needs to be available and convenient. An increase in mass transit usage will increase the need for additional park and ride lots. Parking availability within mixed-use areas should be improved to support the infill and redevelopment strategies in this plan. Policy T1.5 details a number of strategies to improve parking conditions in the downtown area.
Cooperation with Colorado Department of Transportation (CDOT) A major player in discussion of highway issues in the Region is the Colorado Department of Transportation (CDOT). CDOT is responsible for construction and maintenance of I70, as well as the Region’s 10 state highways. The construction and maintenance practices used by CDOT have a huge impact on the efficiency and safety of the Region’s roads and can also have direct impacts on the environment (e.g., noise berms, road sanding and runoff). Future road and highway issues must be carefully coordinated with CDOT. The challenge is that Region 12 is currently in three different CDOT regions.
Region 12 Roadway Statistics Source: Colorado Department of Transportation
NWCCOG CEDS - Page III D16
Municipal Roads (Table D6) CLM – Center Line Miles; LM – Lane Miles
Total CLM Paved CLM Unpaved CLM Total LM Paved LM Unpaved LM Avon 23.73 23.73 0.00 50.74 50.74 0.00 Basalt 20.46 20.30 0.16 41.10 40.94 0.16 Eagle 35.76 35.19 0.57 72.38 71.24 1.14 Gypsum 40.58 39.15 1.43 83.40 80.60 2.80 Minturn 4.49 3.86 0.63 7.81 6.85 0.96 Red Cliff 2.56 2.31 0.25 4.31 4.06 0.25 Vail 30.82 30.68 0.14 61.52 61.24 0.28 Total Eagle County 158.40 155.22 3.18 321.26 315.67 5.59 Fraser 14.17 14.13 0.04 28.35 28.27 0.08 Granby 10.16 9.57 0.59 20.03 18.85 1.18 Grand Lake 12.32 8.15 4.17 23.36 16.23 7.13 Hot Sulphur Springs 8.60 3.09 5.51 16.26 6.18 10.08 Kremmling 14.45 12.72 1.73 28.73 25.27 3.46 Winter Park 13.26 13.13 0.13 25.62 25.36 0.26 Total Grand Couny 72.96 60.79 12.17 142.35 120.16 22.19 Walden 6.37 4.94 1.43 12.46 9.68 2.78 Total Jackson County 6.37 4.94 1.43 12.46 9.68 2.78 Aspen 30.57 30.26 0.31 60.02 59.52 0.50 Snowmass Village 33.26 30.12 3.14 60.54 54.26 6.28 Total Pitkin County 63.83 60.38 3.45 120.56 113.78 6.78 Blue River 15.55 5.00 10.55 29.90 10.00 19.90 Breckenridge 45.84 45.35 0.49 91.52 90.54 0.98 Dillon 7.26 7.06 0.20 15.34 19.94 0.40 Frisco 17.37 17.23 0.14 34.74 34.46 0.28 Montezuma 0.00 0.00 0.00 0.00 0.00 0.00 Silverthorne 27.76 27.68 0.08 56.11 55.95 0.16 Total Summit County 113.78 102.32 11.46 227.61 210.89 21.72 Total Region 12 415.34 383.65 31.69 824.24 770.18 59.06 Total Lane Miles in Region 12 (Table D7)
CO Hwys (NHS) County Roads Muni Roads Total Eagle 255.18 894.13 321.26 1,470.57 Grand 225.21 1637.26 142.35 2,004.82 Jackson 9.46 1038.94 12.46 1,060.86 Pitkin 74.75 475.65 120.56 670.96 Summit 112.18 473.99 227.61 813.78 Total Region 12 676.78 4519.97 824.24 6,020.99
NWCCOG CEDS - Page III D17 D3. Utilities
Water
There are 42 public water providers in the five county region which serve a population as small as 75 households to over 20,000 households. The seasonal nature of the region creates great fluctuation in the average usage and peak usage. Recent growth has led to over half of the responding water departments to be in some sort of expansion environment. All are currently meeting their average demand without issue but storage and treatment for the peak services for several providers is above the 80% demand percentage usually used as the threshold for safe practices.
While the providers are evenly split between the use of groundwater and surface water as the source of their supply, surface water is overwhelmingly used to support the vast majority of the population. Approximately 140,000 in population is served from surface water while only 40,000 of the population is served via groundwater wells. Several of the public providers are metro districts which have banded together to form larger management organizations. Most providers are municipal corporations. The largest providers are listed in Table D5.
From current research it appears that adequate treated water supplies exist to provide for the expansion of economic activity. Recognizing water as a precious commodity, most the of providers use an increasing block rate or conservation rate and encourage the wise and judicious use of water resources. They would not likely look favorably towards a business that did not share that ideology.
Water Providers in Region 12 (Table D8)
County Permit Holder Population Served Source Type
Summit Breckenridge, Town of 29,365 Surface
Eagle Eagle River WSD 28,650 Surface
Pitkin Aspen, City of 18,300 Surface
Eagle Upper Eagle Regional 14,202 Surface
Summit Snake River WD 9,900 Ground
Pitkin Snowmass Village WSD 6,353 Surface
Eagle Eagle, Town of 6,050 Surface
Eagle Gypsum, Town of 5,400 Surface
Grand Grand County Water No 1 5,400 Surface
Grand Winter Park WSD 5,110 Surface
Summit Copper Mountain Consolidated MD 5,000 Ground
Summit Frisco, Town of 4,426 Surface
Summit Silverthorne, Town of 3,520 Ground
Eagle Red Cliff, Town of 3,367 Surface
NWCCOG CEDS - Page III D18 Grand Winter Park Ranch WSD 3,177 Ground
Summit Dillon, Town of 2,992 Surface
Summit Dillon Valley District 2,700 Surface
Summit East Dillon WD 2,501 Ground
Summit Buffalo Mountain MD 2,465 Ground
Eagle Basalt, Town of 2,400 Ground
Jackson Walden, Town of 465 Ground
Grand Town of Kremmling 1,684 Surface
Grand Town of Hot Sulphur Springs 633 Surface
Grand Town of Granby 1,864 Surface
Grand Town of Grand Lake 471 Ground
Grand Town of Fraser 1,224 Ground
Grand Town of Winter Park 999 Surface
Water Storage Facilities (Table D9)
Colorado River Basin Green Mountain Reservoir (BLM Owned) – Summit County Wolford Mountain Reservoir (Colorado River District/Denver Water Owned) – Grand County Williams Fork Reservoir (owned by Denver Water) - Grand County Lake Granby Reservoir – Grand County Shadow Mountain Reservoir – Grand County Willow Creek Reservoir (owned by Northern Colorado Water Conservancy District) – Grand County Windy Gap Reservoir – Grand County Dillon Reservoir (owned by Denver Water) – Summit County Eagle River Basin Homestake Reservoir – Eagle County Eagle Park and Robinson Reservoir Black Lakes – Eagle County Nottingham Lake – Eagle County Sylvan Lake – Eagle County Lede Reservoir – Eagle County Roaring Fork River Basin Ruedi Reservoir (owned by BLM) – Pitkin County Spring Park Reservoir – Pitkin County Twin Mountain System – Pitkin County
Sanitary Sewer Services
There are 29 public wastewater entities in the region. Collectively they have approval to discharge XX Millions of gallons per day into the local streams and rivers. On average their average daily flow is approximately half of their design capacity and about 1/3 of them are currently in some type of
NWCCOG CEDS - Page III D19 expansion mode. They predominately use a flat rate as opposed to a metered rate for sewer services. They all require the normal practices of Industrial pre-treatment.
Solid Waste, Landfills, and Recycling
The geography and sensitivity to the impact of solid waste on the natural environment has engendered a high regard to the need to deal with solid wastes in the region.
Solid Waste Facilities in Region 12 (Table D10)
County Type of facility Estimated Life
Eagle Landfill 20+ years
Grand Transfer Station to Front Range Landfill Long term contract
Jackson Transfer Station to Larimer County Landfill Long Term Contract
Pitkin Landfill 20 - 25 years
Summit Landfill 60+ years
Eagle County's master plan did acknowledge that their landfill will be impacted in a number of ways when the construction of a reservoir on Alkali Creek just north of Wolcott becomes a reality. Even if the actual high water mark is below the level of the landfill, a diversion tunnel may have to run through the area, and Highway 131 will need to be rerouted through the Ute Creek Industrial Park. The cut scar of the landfill may then become much more visible to passing motorists. They are poised to deal with this issue as it become necessary. This does not look to become a reality within the next five years.
Grand County does not have a long term contract for its solid waste transfer station. It is privately run by Waste Connections without a contract that would ensure price or service in the future. Grand and Jackson counties do not have household and small quantity generator hazardous waste collection points, pharmaceutical collection or educational programs that encourage reduction of toxics and proper disposal. In Grand County, recycling services are extremely limited with a pricing arrangement between the two major haulers (Waste Management and Waste Connections) which makes it more expensive to deposit materials for recycling, $105 per ton, than for land filling at $85 a ton. This pricing scheme continues despite the fact that it is inconsistent with the market prices for these services on the front range where the material is hauled.
Pitkin County - It is estimated that the landfill will reach capacity between 2033 and 2038, unless new programs and technologies produce less waste. The county is currently working on a management plan that will address capacity issues and that will continue to allow aggregate recovery and composting, even when the landfill reaches capacity.
NWCCOG CEDS - Page III D20 Electric Utilities
A combination of Western Area Power Administration, the Municipal Energy Agency of Nebraska, and Tri-State Generation supplies electrical power from all traditional sources: hydro, coal, and wind generation for the electrical suppliers in the region. The five counties are served by the following providers.
Electric Providers (Table D11)
Eagle County Holy Cross Electric
Grand County Mountain Parks Electric Xcel Energy
Jackson County Mountain Parks Electric
Pitkin County City of Aspen Electric System Holy Cross Electric
Summit County Xcel Energy
Gas Utilities in Region 12 (Table D12)
Eagle County Xcel Energy Source Gas Grand County Ferrellgas Independent Propane Co. Xcel Energy Jackson County Walden Gas Utility Ferrellgas Pitkin County Holy Cross Energy
Summit County Xcel Energy Ferrellgas
Xcel Energy Edwards to Minturn Gas Line Replacement Project Xcel Energy is proactively replacing 7.8 miles of 6-inch, high pressure natural gas line with a 16-inch pipe along U.S. Highway 6 between Edwards and Minturn to meet expected growing customer demand and improve natural gas reliability in the region for many years.
About Walden Gas: Rocky Mountain Natural Gas provided natural gas to the Town of Walden between 1956 and 1995. Three local gas wells, which supplied the Walden gas utility, faltered in 1994 when an influx of water into the wells depleted production of a gas supply. The Town of Walden assumed ownership and responsibility for the operation and maintenance of the gas utility in 1995. Subsequently, Pinedale Natural Gas designed and constructed a 46-mile aluminum pipeline to Laramie, Wyoming. The Town of Walden continues to provide operation and maintenance services through its contractor, Pinedale Natural Gas. Walden Gas served approximately 885 metered customers
NWCCOG CEDS - Page III D21 in Colorado and Wyoming in July 2008. Roughly two-thirds of the customer base is located in Colorado; the remaining customers are in Wyoming.
Cable TV / Internet Service (Table D13)
Qwest Direct TV Comcast Sattleitetrend.com Wild Blue FullSattelite.com Net Zero Ensignal Verizon Wireless Grand County Internet Service (Grand County) Centurytel (Jackson County) Resort Broadband (Jackson County) Sky Beam (Pitkin County)
D4. Telecommunications
Access to telecommunications infrastructure today is as important, and perhaps more important, than a link to a good highway system. The region is varied in access to high speed broadband, categorized currently by the FCC as 4 megabits upload speed and 1 megabit download speed. There are several different providers of services, including Qwest, Comcast, and several smaller DSL , Ethernet over copper, cable providers and in some specific areas Wi-Max technology is available.
There have been several projects to provide the rural region with the necessary speed and capacity. It appears that the backbone has been provided to all counties. Rural residents or businesses that are located more than 1/2 mile off of the main highway may have difficulty acquiring the necessary speeds. The most current broadband project is called Eaglenet and proposes to get high speed technology to every school and library in the state. This would then ensure that the capacity is also there for economic development. Whether this opportunity can be deployed as part of serving the economic development needs of the region is still unknown.
Due the availability in most of the region to the middle mile of connectivity, the issue is not about the technology being available but instead the price to deploy it. In some rural regions where there is no density of population, work-at-home businesses have difficulty obtaining adequate connection speeds. But generally it is cost to deploy the desired speeds in comparison to the business's competitors in a urban area. The goal of the broadband efforts in Northwest Rural Colorado must be the competitive access to adequate connection speeds at a reasonable cost.
The maps below show the region access by different types of technology. There are no indications of Fiber to End User Technology identified and no Symmetrical DSL.
NWCCOG CEDS - Page III D22 Region 12 Access to Different Types of Technology (Figure D5)
NWCCOG CEDS - Page III D23
From Colorado Economic Development Databook (2010-11): The passage of the American Recovery and Reinvestment Act (ARRA) has created a new sense of urgency around spurring broadband deployment and adoption. In particular, ARRA calls for an investment of $7.2 billion in broadband programs, requiring the NTIA to award $4.7 billion in grants and RUS to award $2.5 billion in grants and loans over the next 18 months. Given Colorado's ongoing broadband initiative, our State is well- positioned to make the most of this opportunity.
Recent legislation provides for statewide broadband mapping, to be completed by November 2009 that will identify gaps in coverage and facilitate applications for ARRA funding to projects that will have the most impact. Colorado’s high-speed fiber-optic network includes 65 points of service (Aggregated Network Access Points throughout Colorado). Total state contribution was $23 million, with private investment of $60 million.
The Colorado Office of Information and Technology’s five-year strategic plan is building on this foundation to help enable statewide broadband connectivity by partnering with the private sector to assure availability to all Coloradans. A number of initiatives from both the public and private sectors are underway to bring affordable broadband to all Coloradans. They range from a $1.5 million award to Peetz Telephone in rural north central Colorado to EAGLE-Net, a $150 million application to bring broadband to all 178 school districts across the state. The State of Colorado has received a $2.1 million grant to map the availability of broadband services across the state.
NWCCOG CEDS - Page III D24 D5. Water Resources
The Colorado River, known as “America’s Nile”, springs from its headwaters high in the NWCCOG region and flows through seven states, supporting millions of acres of irrigated agriculture and otherwise-arid communities from Colorado to northern Mexico, finally flowing into the Gulf of California. All the rivers on Colorado’s West Slope, including the Blue, Eagle, Fraser and Roaring Fork Rivers tie into this system, making it the greatest source of water available to the entire state, and most tapped by the more populous East Slope. The longest major water delivery tunnel in the world – Roberts Tunnel at 23.3 miles - originates in the NWCCOG region and is owned by the Denver Water Board, which diverts approximately 63,000 acre/feet (the equivalent of 20,528,613,000 gallons) of water per year.
ALL of Colorado’s major Transmountain Diversion Projects originate in this Colorado River basin area, and support downstream recipients’ irrigation, power, recreational and municipal uses, while the headwater areas suffer environmental and economic impacts associated with these diversions. Environmental impacts in the headwater area include, but are not limited to, loss of assimilative capacity due to wastewater treatment plants and acid mine drainage, water quality degradation, loss of wetlands values and functions. Impacts to the receiving basin include channel issues of scouring, flooding and loss of habitat. Economic impacts throughout the basin are increases in treatment costs, carriage and other costs to agricultural system users, losses of return flows and losses in recreational income, particularly to the West Slope’s recreation-based economy and, lastly, the deterioration of crucial water delivery infrastructure. Water infrastructure improvement needs in Summit County, alone, total $91 million, plus.
(From the 208 Regional Water Quality Management Plan)
This NWCCOG 208 Plan is adopted pursuant to Section 208 of the Federal Clean Water Act as implemented through Colorado Water Quality Control Act. The Colorado General Assembly adopted the Colorado Water Quality Control Act "[t]o protect, maintain, and improve where necessary and reasonable, water quality for public water supplies, for protection and propagation of wildlife and aquatic life, for domestic, agricultural, industrial, and recreational uses" (CRS 25-8-102). The purpose of Section 208 of the Federal Clean Water Act is to require plans for coordinated regional approaches to water quality management. This Regional Water Quality Management Plan, or 208 Plan, is a comprehensive revision of the NWCCOG 208 Plan that was last approved in 1998 by Governor Romer.
In Colorado, the Colorado Water Quality Control Commission (WQCC) is responsible for regulating water quality through the establishment of water quality classifications, designations, standards, and control regulations to protect the beneficial uses of the streams and lakes in the state. To maximize efficient use of resources, Section 208 of the Act established an area-wide approach to planning for the abatement of pollution. Section 208 provided criteria to design local plans, based on an integrated and comprehensive planning process. The state of Colorado has continued to use regional planning agencies as defined in the Act.
The Northwest Colorado Council of Governments (NWCCOG) was designated the area-wide waste treatment management planning authority, under Section 208, in February 1976 by the governor of Colorado. NWCCOG develops and maintains the Area-wide Water Quality Management Plan (208 Plan)
NWCCOG CEDS - Page III D25 as a means of preserving and enhancing state water quality standards and classifications for both surface and groundwater.
The Northwest Colorado Council of Governments' planning region includes Eagle, Grand, Jackson, Pitkin and Summit Counties. These counties include portions of two river basins: the Colorado River Basin and the North Platte River Basin. The state is divided into seven geographic divisions for the administration and distribution of water in Colorado, under the Office of the State Engineer and the Division of Water Resources. These divisions do not neatly correspond to the planning regions with respect to the Water Quality Management Plans.
The Colorado River Basin - The Colorado River basin extends from Loveland and Berthod Passes on the east to the state line on the west, an east-west length of approximately 200 miles. The north-south boundaries are generally between 50 to 100 miles wide. The major tributaries include the Fraser, the Williams Fork, the Blue, the Eagle, and the Roaring Fork rivers. The basin, including the Gunnison basin, which is not part of this plan, encompasses 13,132 square miles (8,404,480 acres). Agriculture is still the dominant water user, with diversions of 2,415,950 acre-feet per year for the irrigation of 359,800 acres. Industrial diversions total approximately 2,392,400 acre-feet. The greatest expansion in industrial use during recent years has been for snow making at ski areas and there has been increasing pressure for instream flows for other recreational uses such as fishing and rafting.
The 2000 ten-year average of trans-basin water diversions total 479,194 acre-feet per year from the Colorado River basin to Front Range cities and agriculture [Colorado Division of Water Resources Division 5 2000 Annual Report]. Currently the Colorado- Big Thompson and the Windy Gap projects supply approximately 200,000 to 250,000 acre-feet of water (Denver Water Department records show these projects supply 218,632 acre-feet) for agriculture and municipalities on the Front Range. The Roberts and Moffat tunnels supply approximately 110,000 to 150,000 acre-feet of water per year to the Denver metropolitan area (the 2001 ten-year average is 109,774, according to Denver Water records). The Boustead, Twin Lakes, Busk-Ivanhoe and Homestake tunnels and diversions supply approximately 75,000 to 122,000 acre-feet of western slope water to Colorado Springs, Aurora, and agriculture in the Arkansas River basin.
Other Continental Divide diversion such as the Columbine, Ewing and Wurtz ditches increase the diversion of water to the Arkansas River to a ten-year average of 139,472 acre-feet.
Most of the annual stream flow in the perennial streams results from snowmelt during the months of May, June and July, when the high elevation deep snow pack melts. Stream flow characteristics have changed significantly from natural conditions due to reservoir storage. Stream flow is highly variable, both within any given year and between individual years. Low flows on perennial streams are sustained by flows from groundwater, gradual melting of perpetual snow fields and reservoir releases.
Surface water storage (including the Gunnison basin) exceeds 2.3 million acre-feet, with most of this storage in a few large reservoirs. This storage capacity is approximately 60 percent of the average annual stream flow in the basin. The storage capacity in Colorado basin portion of NWCCOG's region is 1,208,080 acre-feet.
The Northwest Colorado Council of Governments is responsible for producing the Water Quality Management Plan for the upper portion of the Colorado River basin. Essentially, the planning area includes all the major tributaries previously mentioned, but excludes the area downstream of Eagle
NWCCOG CEDS - Page III D26 County (this includes the confluence of the Roaring Fork and Colorado River at Glenwood Springs). The drainage area for this basin, the Upper Colorado River basin, is approximately 6,010 square miles (3,846,400 acres).
The North Platte River Basin - The headwaters of the North Platte River basin are located in Jackson County. Ranching, mining, and logging are the predominant economic activities in the County. The population of Jackson County in 1990 was 1,597 persons and 1,577 in 2000. A significant aspect of the North Platte River in Colorado is the Nebraska versus Wyoming Decrees (325 US 589 (1945), and 345 US 981 (1953)) which limits the State of Colorado from diverting more water than that needed to irrigate 145,000 acres of land in Jackson County, prohibits storing more than 17,000 acre feet of water in any year for irrigation purposes, and prohibits the export of more than 60,000 acre feet of water out of basin in any ten year period.
Regional Water Quality Assessment Summary - Most of the streams in Region XII are very high quality, supporting all desired uses (although not in every stream reach). This general assessment is supported by the “Reconnaissance Evaluation of Surface Water Quality in Eagle, Grand, Jackson, Pitkin, Routt and Summit Counties” prepared in 1979 by the USGS for NWCCOG and by the assessment of water quality of each watershed in Chapter 8 of this Volume. Additional water quality data and analyses over the past twenty years continues to show that, in general, waters of the region are of better quality than required by State standards.
The emphasis of water quality planning in Region XII is largely directed toward preserving this existing high quality. There are some areas, however, where improvement of water quality is necessary and reasonable to restore beneficial uses, particularly with regard to acid rock drainage from historic mining areas.
D6. Energy Efficiency and Sustainability
Grand County Business and Economic Development Association said it very well on their website: A prosperous and resilient economy is built in part, on businesses and families who have the knowledge and ability to control their energy costs. Our regional prosperity and personal security are linked to our ability to pay for heat, electricity, transportation and water. We as a region need to develop solutions to the following: How can we take personal control of energy costs to ensure that we have dollars left to spend or save as we choose? How can we protect ourselves from future fluctuations in global energy prices? The cyclical nature of energy pricing masks the increasing costs of energy and complicates budget planning. The desire for predictable energy costs provides an opportunity for business people and innovators; Appliance retailers sell energy star rated appliances. Lighting specialists re-lamp commercial buildings. Insulation companies increase attic R-values. Energy auditors track wayward energy. Manufacturers develop convenient wood burning boilers. Solar contractors harness the power of the sun. Pellet manufacturers ship to regions dependent on fuel oil for heating. Ingenious entrepreneurs develop technology to produce electricity, heat and liquid fuel from beetle kill and biomass. From nanotechnology to common sense, the opportunities are bounded only by the laws of physics, the market place and our imagination.
NWCCOG CEDS - Page III D27 Each county is working on various renewable energy projects. Below is a brief description of initiatives/projects going on in each county(please note this list is not meant to be all-inclusive, it is simply a sampling of projects/initiatives from throughout the region):
Eagle County
Eagle County Energy Resource Center - Eagle County opened its Energy Smart Colorado Resource Center in January 2010, marking the launch of the Energy Smart Colorado for Homes program. The center is located on the second floor of the Miller Ranch Community Center, located at 25 Mill Loft St. in Edwards.
Homeowners are able to sign up for free energy assessments and low-cost improvements aimed at reducing energy bills, as well as learn about Energy Smart rebates, project financing and how to get free advice from trained energy professionals.
Contractors are encouraged to get involved in this program by signing up for Energy Smart training and taking advantage of partners’ promotions and scholarships for continuing education.
A certified energy rater program is being offered which is an Energy Smart partnership with Colorado Mountain College to offer Building Performance Institute (BPI) classes.
The Energy Smart Program is funded through a grant from the U.S. Department of Energy and is a partnership between Eagle, Pitkin and Gunnison counties. Vail and Eagle County selected for sustainability program by University of Colorado Denver - The Town of Vail and Eagle County are among five areas in Colorado to receive a matching grant to inventory energy use and to prioritize future sustainability actions to drive economic and environmental benefits. The $30,000 in total grants comes from the Wal-Mart Foundation in partnership with the University of Colorado Denver Center for Sustainable Infrastructure Systems and the Colorado Municipal League. Vail and Eagle County will each receive a $6,000 grant, with matching funds provided by each entity.
The grant will be used for community-wide energy analysis, carbon footprint measurement and sustainable energy benchmarks for Vail, all unincorporated areas of Eagle County, and the incorporated areas where utility data such as water, sewer and electricity overlap. The grant will also provide future scenario models and recommended actions.
The project builds upon the university’s research and outreach conducted over the last five years with other Colorado cities including Denver, Broomfield, Arvada, Aurora, Central City and Durango and the previous round of communities: Eagle, Dillon, Steamboat Springs, Routt County and Golden. Feedback from previous participants has indicated substantial benefits in showing communities where to refocus their efforts and the substantial payoffs, both environmental and monetary that can be gained.
Next steps include several months of data gathering and evaluation for building and outdoor energy use, guest travel data including mileage attributed to flights and vehicle travel, followed by a final report and community workshop.
Grand County
NWCCOG CEDS - Page III D28 Grand County BEDA has been awarded a Community Energy Coordinator grant from the Colorado Governor’s Energy Office to provides resources to Grand and Jackson counties to develop a strategic approach to energy use and to support energy related economic development. A regional advisory committee has worked to draft an Energy Strategy. Immediate activities resulting from the plan are six model demonstrations to be completed by April 2012. The activities are designed to: The activities are designed to: Increase the energy literacy of energy consumers, managers and contractors; Demonstrate the building assessment and upgrade process; Demonstrate energy management and benchmarking; Provide accessible models for the local community and for peer groups. Other goals include the installation of biomass pellet heating appliances in the region to spur the transition to local forest based renewable heating fuel and working to re-establish the ski train.
This strategic approach seeks to come up with solutions to the following: What types of support do business owners and entrepreneurs in our region need to make the most of these opportunities? How can existing businesses reduce their energy costs without incurring substantial capital costs? BEDA will administer the grant for two years, providing service to Jackson and Grand County.
Community Power Corporation - Can woody biomass from our forests be turned into energy effectively in Grand County – i.e. to local power and jobs? Community Power Corporation (www.gocpc.com ) (CPC) is one of a number of businesses that seeks to answer this question. The company makes wood chip gasification units that are designed to be located at facilities to provide heat and electricity.
Working through a jointly funded Grant with the U.S. Forest Service, CPC has completed an initial assessment of potential installations throughout Grand County. Their BioMax units would operate using local woodchips. CPC's efforts in Grand County have been coordinated with the help of Mountain Parks Electric, Inc. who hosted the kick-off meeting for their work in Grand County. Assessment team members will provide an overview of their findings, discuss specific grant opportunities which are being pursued to advance the work and to answer questions from members of the community. Grand County has also amended its zoning regulations to allow for small wind energy systems throughout unincorporated Grand County.
Jackson County
Rocky Mountain Pellet Company is a state of the art wood pellet manufacturer located in Walden, Colorado. The facility produces top quality super premium pine wood pellets that uses 100% pine killed by the mountain pine beetle. The company is very proud that it can help Colorado Forests by utilizing the dead trees. Rocky Mountain Pellet Company chose to locate in Walden, Colorado to help solve the problem of over 1.5 million acres of dead lodgepole pine trees. The infestation of the Colorado Forests by the mountain pine beetle has created a fire hazard for land owners as well as impeding the re-growth of new forests. Rocky Mountain Pellets are a true renewable fuel. Wood pellets have a zero carbon foot print and can be used in private stoves as well as commercial applications. Wood pellets can reduce our reliance on fossil fuels and help in reducing greenhouse emissions.
Pitkin County
NWCCOG CEDS - Page III D29 Hydroelectric Energy - In 1885, Aspen became the first American municipality west of the Mississippi to use hydroelectric power. Today, the City of Aspen electric system uses over 70% renewable energy.
The current Maroon Creek hydroelectric plant was built in the late 1980s. Its maximum output is 450 Kilowatts. The Ruedi power plant was built in 1984 and has a capacity of 5.0 megawatts. The City owns the generator building and the water rights, but the dam is controlled by the Bureau of Reclamation. Both power plants sell their energy to the grid, whereas the new Castle Creek plant will directly deliver power to municipal buildings. The City of Aspen is also looking into several micro hydro projects around town.
The long-term goal is to have city-owned facilities run with 100% renewable energy by 2020, and eventually extend this to all Aspen residents. By showing the economic viability of renewable energy integration, the City hopes this model will be adapted worldwide.
Castle Creek Energy Center and Hydroelectric Project - The Castle Creek Energy Center Plan is a key component in providing renewable energy sources to the Aspen community. The Energy Center will be a hydroelectric facility, renewable energy model, education center and museum, producing approximately 8.5% of the annual energy for Aspen's electric customers and reducing CO2 emissions by about 5,000 tons.
Geothermal Energy - Geothermal energy is produced from heat from the Earth’s core and is renewable and carbon-free. Geothermal temperatures vary from place to place and depending on the temperature, it can be used to generate electricity, heat and cool buildings, and run heat snowmelt systems and greenhouses (U.S. DOE 2008). The Aspen geothermal district heating and cooling system will tap into this heat from deep below the Earth’s surface through geothermal exchange by employing a heat pump. Geothermal heat pump systems are made up of networks of pipes buried just below the ground’s surface, a heat exchanger unit, and ductwork into the building. These systems connect to a well, accessing geothermal energy from deep below the ground’s surface. When winter temperatures drop, the relative temperature from this well is warmer and the heat travels through the heat exchanger into the buildings. In summer months, hot air from the buildings is pulled through the heat exchanger into the relatively cooler well, making buildings cooler .
Solar - The City of Aspen has installed the first phase of a solar electric PV system at the water treatment plant. So far, the system is about 21 kilowatts with another 42 kilowatts planned for 2010. Since October 2008, the system has produced almost 36,000 kilowatt hours or the amount of electricity that four average homes use in a year. This has avoided 22.3 tons of greenhouse gas emissions. The City's plan is to install enough PV to offset all the coal-fired power in the electricity mix that the water plant uses to treat and pump water.
Solar thermal, or solar hot water, is another useful technology. The Burlingame affordable housing neighborhood was designed with solar thermal systems to help preheat hot water in the homes. The Aspen Recreation Center is also exploring solar thermal to heat the water for the pool.
Wind - The City of Aspen’s Electric Utility purchases wind power from wind turbines located in Kimball, Nebraska. Wind power accounts for 27% of the fuel mix used to make our electricity and is carbon free.
Hydrogen - Hydrogen is the most abundant element in the world, but does not provide energy by itself. Hydrogen is often referred to as an energy storage medium, much like a battery, gasoline, or
NWCCOG CEDS - Page III D30 oil. Hydrogen can be burned to provide fuel for an engine or used in a fuel cell to create electricity and heat. The City of Aspen is exploring the use of hydrogen fuel cells in the medium to long-term to provide heat and electricity for buildings and the water treatment plant rather than using conventional natural gas or electricity provided by the grid. Today most hydrogen is made by reforming natural gas. Aspen is exploring the possibility of producing hydrogen renewably by splitting water using excess power produced by the Castle Creek Hydroelectric plant.
Summit County
High Country Conservation Center - HCCC works to administer programs and promote advocacy for waste reduction, energy conservation, green living and green building for Summit County. Efforts over the last 30 years have recently resulted in Summit County Government institutionalizing the nonprofit’s recycling operations into a stable government department.
The Summit Sustainable Building Program seeks to encourage construction of efficient and healthy buildings by considering the entire life cycle of a building, reducing its overall resource consumption, eliminating or reducing use of toxic materials, and significantly reducing the operating costs of buildings.
The Sustainable Building Program addresses all residential construction and additions. The program is a points-based system in three sections: Mandatory Measures; Secondary Measures, which includes Intensive Energy Measures; and the Sustainable Building Menu.
Governor's Energy Office Rebates: In 2010, the towns of Frisco, Breckenridge, Silverthorne and Summit County Government contributed $35,000 in funds, matched by the Governor's Energy Office, to ensure that Summit County residents would have funding for insulation, duct sealing and boilers. Much of this money was spent by local residents who received rebates. Over 45 local residents reserved insulation rebates. That is 45 more homes weatherized for the winter.
NWCCOG’s Energy Management (Weatherization) Program
NWCCOG’s Energy Management Program, also known as Weatherization, weatherizes low and moderate income homes to reduce their fuel consumption and heating costs. Services include insulation, caulking, weather-stripping, and the installation of storm windows, and new energy-efficient furnaces and refrigerators. NWCCOG is a local administering agency under the Weatherization Assistance Program, and is under contract to the Colorado Governor's Office Weatherization Program. Weatherization has helped preserve affordable housing units in the region. By reducing a household's energy consumption and heating costs, these families have more income available to spend within their local communities.
On July 1, 2009, Weatherization's funding was significantly increased due to ARRA (the Stimulus). This has allowed a corresponding production increase. In the entire previous grant cycle (Weatherization uses the State of Colorado fiscal year of July through June) Weatherization worked on 200 homes; this figure was matched the last week of December 2009, when Weatherization recorded their 200th completion since July 1, 2009.
Old, inefficient furnaces are replaced with 95%-efficient models. Also, refrigerator electricity usage is measured as part of the initial energy audit and refrigerators using excessive amounts of electricity are
NWCCOG CEDS - Page III D31 replaced with a new Energy Star-rated refrigerator. All old refrigerators are returned to an appliance recycling facility in Denver.
Many of the homes, particularly mobile homes, weatherized in the High Country Weatherization Region have pre-existing health and safety problems. In addition to reducing energy consumption and heating costs, the weatherization process corrects any health and safety problems found, such as gas leaks and carbon monoxide problems. Every home that uses propane or natural gas receives a minimum of two safety inspections.
Weatherization has a main office in Silverthorne and a field office in New Castle. In addition to weatherizing homes within the NWCCOG region, NWCCOG also weatherizes homes in Chaffee, Clear Creek, Garfield, Lake, Moffat, Park, Rio Blanco, and Routt Counties.
NWCCOG CEDS - Page III D32 III E. COMMUNITY SERVICES AND RESOURCES
E1. Education and Training
There are six public school districts in the region with a current total enrollment (K – 12) of 12,997. This total enrollment is down slightly from the previous year by 153 students.
Public Schools: Public School Enrollment 2010-11 (Pre-K – 12) (Table E1)
Eagle County Eagle County RE 50 6,181
Grand County East Grand 2 1,325 West Grand 1-JT 429 Jackson County North Park R-1 211
Pitkin County Aspen 1 1,727
Summit County Summit RE 1 3,124
Total Region 12 12,997
Total enrollment over the last 10 years has been steadily rising, with a show of a slight decline for the most recent year by 153 students. There has been a decline in enrollment in 4 out of 6 school districts in the region (Eagle, East Grand, West Grand, and North Park), and an increase in enrollment in 2 out of 6 (Pitkin and Summit). This overall decline may be an indicator of families moving out of the region due to loss of jobs, mainly in the construction and real estate industries.
Region 12 Enrollment Trends (2000-2010) (Table E2)
Fall of…. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Eagle 4,649 4,912 4,958 5,067 5,157 5,365 5,426 5,679 6,007 6,244 6,181 Grand - East 1,345 1,374 1,349 1,338 1,304 1,338 1,338 1,415 1,464 1,438 1,325 Grand - West 547 528 517 511 520 512 482 480 457 451 429 Jackson - North Park 304 301 289 279 263 245 248 218 232 230 211 Pitkin - Aspen 1,236 1,411 1,542 1,554 1,604 1,612 1,605 1,633 1,656 1,698 1,727 Summit 2,748 2,770 2,775 2,831 2,909 2,918 2,998 3,062 3,067 3,089 3,124 Total Region 12 10,829 11,296 11,430 11,580 11,757 11,990 12,097 12,487 12,883 13,150 12,997
NWCCOG CEDS - Page III E1 Region 12 Enrollment Trends (2000-2010) (Figure E1)
Region 12 Graduation Rates 2010 (Table E3)
Final Grad Base Total Graduates Graduation Rate Eagle - Eagle 417 341 81.8% Grand – East Grand 120 115 95.8% Grand – West Grand 36 30 83.3% Jackson – North Park 10 9 90.0% Pitkin - Aspen 132 125 94.7% Summit – Summit 237 202 85.2% Colorado 63,585 47,549 74.6%
Region 12 Educational Attainment (Table E4)
Eagle Grand Jackson Pitkin Summit Colorado U.S. Pop 25+ 34,314 9,229 985 11,553 18,362 3,155,677 197,440,772 Less than 9th Gr 6.4% 2.4% 3.4% 2.2% 2.8% 141,473 12,550,193 9th – 12th, no dipl. 6.2% 3.4% 4.9% 2.3% 2.7% 209,887 17,894,984 HS Grad (incl. equiv.) 19.5% 32.5% 36.4% 12.0% 20.8% 747,570 57,861,698 Some College, no degree 15.8% 23.5% 27.7% 18.9% 17.3% 696,662 40,105,283 Associate’s Degree 5.2% 10.9% 5.3% 5.5% 7.5% 241,317 14,663,437 Bachelor’s Degree 35.9% 20.0% 17.1% 41.9% 35.1% 721,374 34,384,717 Graduate or Prof. Degree 11.1% 7.3% 5.3% 17.1% 13.8% 397,394 19,980,460 % HS Grad or Higher 87.4% 94.2% 91.8% 95.5% 94.5% 88.9% 84.6% % Bachelor’s Degree or higher 47.0% 27.3% 22.3% 59.1% 48.9% 35.5% 27.5%
The NWCCOG Region has a very educated population, as indicated by the percentage of high school graduates being above the national and state average for all 5 counties, and 4 out of 5 counties have a percentage of 25+ population that have a B.A. or higher degree.
NWCCOG CEDS - Page III E2 Colorado Mountain College
Colorado Mountain College (CMC) serves nine counties in north-central Colorado: Chaffee, Eagle, Garfield, Grand, Jackson, Lake, Pitkin, Routt and Summit. The 12,000-square-mile district includes international resorts, ranches, wilderness areas and former mining towns. Each year, nearly 20,000 students take classes at our 11 locations or on the internet. There are four CMC campuses in NWCCOG’s region: Eagle County (Eagle), Pitkin County (Aspen), and Summit County (Breckenridge and Dillon).
Eleven learning locations and a “Virtual Campus” provide liberal arts and science degrees, career and technical training, basic and lifelong learning, and custom business training. CMC prepares Region 12’s workforce through apprenticeships, internships and experiential learning. CMC is accredited by the Higher Learning Commission and is a member of the North Central Association of Colleges and Schools.
CMC Facts: • Founded in 1967 • College type: public associate degree-granting institution • District and service area: 12,000 square miles • Service area includes 15 of the top 25 ski areas in Colorado • Number of all students attending annually: over 25,000 • College-wide student/teacher ratio: 12:1 • 2009-20010 annual operating budget: $48,413,500 • Number of sites: 11 • Counties served: 9 (Eagle, Grand, Jackson, Lake, Garfield, Pitkin, Summit, Chaffee, Routt) • Full-time college faculty and staff: 767 • Return on Investment: Every local tax dollar for CMC returns $6/84 to the local economy. • Public Associates-Degree granting institution • Highest elevated college campus in the U.S. (Timberline Campus, Elevation 10,152 Ft.) • 4,100 students enrolled in CMC English as a second language course in 2009-2010. • Largest interactive videoconferencing system in Colorado (coverage area). • Community participation rate of 13%, nearly five times the state benchmark of 2.7%. • First Ski & Snowboard Business retailing program in the U.S. • Number of states from which full-time students originate: 45. • America's only certification in ski life & ropeway maintenance.
Enrollment, Program and Graduation Statistics • Top degree programs by enrollment: Associate in Arts and Associate in Science for transfer • 4,633 full-time students in 2009-10 • Average part-time student: 35-year-old female student enrolled in Associate of Arts in Business Program. • Average full-time student: 25-year-old male or female enrolled in Associate of Arts in Outdoor Education program. • Financial aid awarded to CMC students in 2008-2009: over $7 million • In 2009-10 Customized Business Services trained over 4,224 people in: supervisory skills, workplace Spanish, safety, computers, and more.
Community campus classes are scheduled for the convenience of the local residents. Degree and certificate programs are offered, but not residential facilities or traditional campus life opportunities.
NWCCOG CEDS - Page III E3
Colorado Mountain College Seeking to Offer Bachelor's Degrees In December 2010, the CMC elected board of trustees passed a resolution, supporting the pursuit of bachelor's degrees in business and sustainability at the college. Just over a year before that, the board started the process to offer a limited number of four-year degrees. In the spring of 2010, the Colorado State Legislature voted enthusiastically in support of Senate Bill 10-101, allowing CMC to offer up to five different bachelor's degrees. Colorado Gov. Bill Ritter signed the bill into law on May 27, 2010.
Since the bill's signage, teams of faculty, staff and administrators at the college having been working to complete the many tasks and milestones required to officially offer bachelor's degrees. The college is currently pursuing program accreditation through the Higher Learning Commission (HLC) and approval through the Colorado Department of Higher Education (CDHE). With these approvals, the college will be able to begin offering bachelor's degree programs – a first for Colorado Mountain College.
CMC’s Customized Business Services Colorado Mountain College’s Customized Business Services Program offers local businesses services to improve employees’ performance by providing high-quality, affordable training and development opportunities. Founded on the belief that learning should be available wherever people work, at the time they need to learn, CMC’s Customized Business Services team provides training for businesses and organizations of all sizes customized for each individual business, from front-line staff to executive leaders. These programs are offered either on-site or on-campus. CMC CBS program aims to help businesses retain employees that are motivated, skilled, productive, and satisfied.
CMC’s Customized Business Services include training and development solutions for business, industry, and government organizations within our service area boundaries. We offer a wide range of services designed to help employers maximize their profitability and sustainability, assisting everyone from executive level leaders to front-line workers. Our services are designed to help employers address common workplace start-up challenges as well as long-term growth opportunities. Training and Development include:
Customized Competency-based Training Custom training is offered in a wide range of topics and is delivered by expert trainers and consultants, contracted by CMC’s Customized Business Services, in response to a particular training request. Effective training solutions may vary in length from two-hour sessions to full-day sessions, to sessions that meet several hours per week over many weeks.
Leadership Development CMC offers over twenty half-day training programs which, taken individually, pinpoint improvement areas or, taken as a series, strengthen overall performance in job-related competencies. These sessions are highly interactive, using video presentations, role play, participant booklets, and learning tools. Programs include, “Getting Started as a New Leader”, “Coaching for Success” and “Managing Performance Problems,” just to name a few.
Safety Training Certified CMC trainers deliver on-site safety training in first aid/CPR/AED and other requested safety programs. Participants receive the appropriate certification card at the completion of the training. The
NWCCOG CEDS - Page III E4 first aid/CPR/AED training is typically a seven-hour class and is provided in English or Spanish. OSHA trainings vary in length. Also, CMC has purchased a series of standard safety presentations for companies or organizations choosing to address topics on a quarterly basis for insurance compliance.
Foreign Language and ESL (English as a Second Language) While CMC offers on-going Spanish classes at various levels, employers often request a customized training program that can be offered on site at the times that work best for their staff. These programs are instructor-led, typically 16 to 18 contact hours, and meet once a week for two hours. A training manual with a corresponding CD is provided to each participant. Note that ESL classes are provided at the CMC campuses, at no charge, through grant funding, while the on-site ESL classes require a fee.
Online Professional Development Courses CMC has over 300 online, instructor-led, non-credit courses each month to choose from. Participants are given six weeks to complete a course, which includes an assessment of the acquired skills. A CMC certificate is awarded for each session completed.
Consulting Services Employers may contract with us for Business coaching or Executive coaching. We match the consultant to the employer’s needs. Our consultants are also available to facilitate executive board meetings and retreats. Needs Analysis A needs analysis and assessment instrument is available, at no cost, to help determine training needs. There is a needs assessment designed for executives and another for the workforce.
CMC Classroom Rental Classrooms and other facilities at CMC locations may be rented for meetings, seminars, performances. Use of classroom computers, LCD projector, and TV/VCR is included in the rental rate.
Job Training Grants Administered jointly by the Colorado Office of Economic Development and International Trade (OED) and the Colorado Community College System (CCCS), the Colorado First and Existing Industry grants assist employers with grant funding for short-term, fast-track custom training. Employers may choose to use their own trainers or those provided by the college. CMC administers all grants awarded to employers within its service area.
Below is a sample of the types of training and development services CMC’s Customized Business Services provides:
• Corporate Universities • Customized Seminar Series • Consulting • Computer Skills Development and Software Training • “Reality Spanish” and “Reality English” • English as Second Language – “ESL” • Lunch ‘n Learn Forums • Workplace Safety • Certifications
NWCCOG CEDS - Page III E5 • Training Manuals • Translation Services • Testing Lab Proctor • “Train-the-Trainer” • Small Business Strategies for Success • Marketing Your Business • Work Zone Safety • First Aid/CPR/AED/Blood-borne Pathogens • OSHA • Customer Service • Listening Skills • Team Building; Executive Coaching; Supervisory and Leadership Skills Development • Professional Retreats to Build Successful Teams • New Employee Orientation • Hot Products: “Six Sigma” and “Q-Skills” • Internet Training Courses
Colorado Workforce Centers
Workforce Centers provide a variety of free services to assist employers and job seekers alike. These include: job listings, computer & internet access, career counseling & training for job seekers; and recruitment of workers, pre-screening & referral services, tax credits, and training reimbursement for employers. Customers can choose either self-service or staff-assisted options to meet their employment needs. There are three workforce centers in Region 12:
• Eagle County - Edwards • Grand County - Granby • Summit County - Frisco
Education and Training The three Colorado Workforce Centers, and website, give job seekers or those to enhance their skills access to a Colorado's Workforce Investment Act (WIA) Eligible Training Provider List. These are the providers that are qualified to train WIA participants. Workforce centers also provide information on schools, other educational facilities, and training opportunities in the region, and assist potential employees with matching up occupation or fields of interest with appropriate educational and training programs.
NWCCOG CEDS - Page III E6 E2. Health Services
St. Anthony Summit Medical Center – Summit County (Frisco) St. Anthony Summit Medical Center has provided health care services to Summit County residents for over 30 years. The facility was established in 1978 to serve the high country and the surrounding area as a 24-hour emergency facility. St. Anthony Summit Medical Center opened a new 111,788 square foot facility on December 7, 2005, and is now a full-service hospital with a Level III trauma designation, 24- hour emergency department, 35 medical beds, surgical intensive care, intensive care unit, spine and joint orthopedics, cardiovascular services, digital mammography and maternity beds. The state-of-the- art Birth Place at St. Anthony Summit Medical Center eliminates the need for families to travel outside the county for delivery and care of their babies. For more information about St. Anthony Summit Medical Center, please visit us at www.summitmedicalcenter.org.
The hospital includes:
• A total of 35 beds including medical, surgical, pediatric, maternity and special care (ICU) beds • Dedicated C-section suite within the labor and delivery unit • A state-of-the-art emergency department with 16 private treatment rooms and Level III trauma designation • Imaging services to include x-ray, CT scan, mammography, ultrasound and MRI • Two state-of-the-art operating suites for inpatient surgical services • Laboratory and pharmacy services • Dietary services including a full-service cafeteria • Helipad to accommodate 2 helicopters adjacent to the emergency department • 200 parking spaces available for patients, physicians, staff and visitors
Vail Valley Medical Center – Eagle County (Vail) Vail Valley Medical Center is a private not-for-profit organization dedicated to providing quality health care for 50,000 residents in 6 counties. Since its founding in 1962, this hospital has grown with local energy and determination. The original facility provided accommodations for 4 patients, and a few ancillary services. In 1978 a long awaited dream was realized with the construction of a new section of the hospital.
Today, the hospital provides comprehensive medical care with over 190 physicians, 58 acute beds, and professional and support staff of over 700. Sponsored by patient revenue and philanthropy, this hospital is one of the most important assets of this community.
Facts and Statistics: • Founded: 1962 • Licensed Beds: 58 o Maternity beds: 11 o LDRP (labor, delivery, recovery and postpartum) beds: 11 o ICU (Intensive Care Unit) beds: 4 o Operating Rooms: 5 • Accreditations: o Level III Trauma Center , designated by the State of Colorado o JCAHO certified (3 year)
NWCCOG CEDS - Page III E7
• Regular Employees : Approximately 584 • Seasonal Employees : Approximately 100
Medical Staff: 172 fulltime and affiliated physicians o Primary Care Physicians : 30 o Emergency Medicine Physicians : 21 o Specialists provide care in internal medicine, sports medicine, cardiology, neurology, obstetrics/ gynecology, general surgery, radiology, and anesthesia. o Other specialties include urology, ophthalmology including laser surgery, facial, oncology, pain management, rheumatology, plastic and cosmetic surgery. o Vail Valley Medical Center is also home to the internationally noted orthopedic group, The Steadman Clinic.
Aspen Valley Hospital – Pitkin County (Aspen) Aspen Valley Hospital is a twenty-five bed community hospital that represents the best of two worlds — the warmth and friendliness of a small town, and the technical expertise of a major medical center. Although orthopedics and sports medicine are a primary focus of AVH, a full range of services is offered. AVH has board-certified specialists in twenty-five different fields of medicine. AVH is fully accredited by The Joint Commission, and is affiliated with VHA (a nationwide organization comprised of non-profit community hospitals) and the Aspen Valley Medical Foundation. AVH is also designated a "Critical Access Hospital."
Facts: • Emergency Department with 100% of the physicians board-certified specialists in emergency medicine • Level III trauma center • Immediate-response ambulance system • FAA-approved helipad • Diagnostic Imaging Department with CT scanning, MRI, dedicated mammography equipment, nuclear medicine, state-of-the-art ultrasound, and a digital connection to Denver • 24-hour lab and blood bank • Progressive physical therapy services • New birth center with nine private rooms • Three-bed intensive care unit • Fully-supported, state-of-the-art, digital operating rooms (inpatient and ambulatory) • Outpatient specialty clinics (neurology, gastroenterology, oncology, urology, rheumatology, allergy, pulmonology, psychiatry, cardiology and pain management) • Cardiopulmonary rehabilitation program
Kremmling Memorial Hospital – Grand County (Kremmling) Kremmling Memorial Hospital District is a 19 bed acute care hospital located in Kremmling, Colorado. Kremmling Memorial Hospital District is a special taxing district, which means it is supported in part through property taxes paid by those who reside within the district. It is an independent facility that is not owned or managed by a large hospital corporation which allows it to staff at a level unheard of in a big urban hospital. Kremmling Memorial Hospital is state licensed for 19 beds, with eight of those beds being long-term care beds. Trauma certified physicians staff the emergency room 24-hours per day. The
NWCCOG CEDS - Page III E8 hospital provides outpatient general surgery as well as numerous outpatient clinical procedures. Mountain Valley Medical Center, located on the hospital campus, houses our staff physicians as well as hosts our specialists. The hospital has 82 employees and is one of the largest employers in west Grand County.
Specialty Services: dietetics stress-tests cardiac rehabilitation podiatry orthopedics chemotherapy women's clinics physical therapy fluoroscopy ear-nose & throat pulmonology laboratory cardiology echocardiograms radiology surgery gastroenterology mammography EKG's urology ultrasound wellness center psychiatry
Middle Park Medical Center – this new 27,000 square foot medical facility is under construction in Granby, Colorado and is expected to open in early 2012. It is anticipated that this new medical center will offer the following services: 23-hour observation beds, operating room, physical therapy, full laboratory, radiology, family practice, specialty clinic and an emergency department.
North Park Medical Center The North Park Medical Center Committee (NPMCC) worked aggressively to plan, design, and build a new North Park Medical Center facility. This 7,500 square foot facility, located at 350 McKinley Street, brings together a combination of medical treatment, emergency medical services, public health services, and other social services in one central location. Aside from the Medical Center operations, this facility houses the offices of the Jackson County Nurse, Jackson County Mental Health, Jackson County Social Services and North Park Physical Therapy. This facility represents a significant community asset. The availability of medical services in a new facility is important to retain existing residents in the community, promote improved public health, as well as attract prospective investors that seek to purchase new homes and/or establish a new small business.
The North Park Hospital District operates a small emergency medical and ambulance service from a facility that is situated on the north side of the North Park Medical Center. This operation is managed by one full-time employee who is supported by over 20 volunteers in Walden and the unincorporated area of Jackson County.
Shaw Regional Cancer Center – Eagle County (Edwards) The Shaw Regional Cancer Center is a service of Vail Valley Medical Center. The Shaw is the only cancer center based in the mountain community of the central Rockies, primarily serving a six county region including; Eagle, Garfield, Pitkin, Lake, Summit and Routt counties. The Shaw Regional Cancer Center is fully accredited by the American College of Surgeons’ Commission on Cancer. The Shaw Center offers the best in cancer care with state of the art radiation treatment including IMRT (intensity modulated radiation therapy) and brachytherapy treatments for many types of cancer. Physicians offer both radiation and medical oncology services. The center also incorporates supportive cancer care to
NWCCOG CEDS - Page III E9 accompany standard of care oncology, such as exercise and physical recovery programs for cancer survivors, weekly yoga classes, and social and nutritional support groups.
The Shaw Cancer Center Features:
• Full Service Medical and Radiation Oncology Services • Treatment of all cancer sites • Specialized programs for treating cancers of the prostate and breast as well as gynecological cancers • A multimedia Educational Oncology Resource Library for patients and healthcare providers • Intensity Modulated Radiation Therapy (IMRT), the most advanced form of radiation therapy available, which treats cancer while maximizing the ability to spare normal, healthy tissue • GE Advantage CT-Scan Simulator for accurate and efficient treatment planning • Multidisciplinary approach to clinical treatments • Complementary Medicine and Supportive Cancer Services • On-site laboratory services • A therapeutic environment, psychosocial rehabilitation and patient/family counseling • Community outreach programs, cancer screenings and educational seminars The cancer center contributes to cancer treatment research and follows national treatment protocols
The Stedman Clinic – Eagle (Vail) and Summit (Frisco) Counties
The Steadman Clinic (formerly Steadman-Hawkins) is a world-renowned orthopedic clinic with facilities located in Vail and Frisco. Specializing in knee, hip, shoulder, elbow, hand, spine, foot and ankle injuries, the clinic’s experience and research have led to significant advances in the fields of orthopedics and sports medicine. The clinic treats patients from all walks of life, including recreational and professional athletes from all over the world.
NWCCOG CEDS - Page III E10 E3. Safety and Emergency Services
Law Enforcement
Eagle County Eagle County Sherriff - Patrol deputies provide law enforcement services 24 hours a day, 7 days a week to the residents of unincorporated Eagle County including Eagle-Vail, Burns, Edwards, El Jebel, Bond, McCoy and Dotsero, as well as to the towns of Gypsum and Red Cliff. Members of Patrol Services strive to control crime and improve the quality of life within our community.
Law enforcement agencies in Eagle County: • Eagle County Sheriff’s Office • Avon Police Department • Basalt Police Department • Eagle Police Department • Minturn Police Department • Vail Police Department • Colorado State Patrol (District 4C) – Glenwood Springs
Grand County
Law enforcement agencies in Grand County: • Grand County Sheriff’s Office • Kremmling Police Department • Granby Police Department • Fraser/Winter Park Police Department
Jackson County • Jackson County Sheriff
Pitkin County The Sheriff of Pitkin County employs 25 sworn Peace Officers dedicated to the patrol function of a geographic area that is approximately 1,000 square miles. Much of it is mountainous and contiguous with National Forest and Wilderness lands.
Deputies perform the universal law enforcement functions such as pro-active neighborhood patrol, traffic enforcement, response to crimes in progress, initial investigation of crime scenes and response to mass casualty accidents. Additional responsibilities with a Colorado mountain flair such as search and rescue, wildfire mitigation, response to snow emergencies, avalanches/landslides, floods, river accidents and mining accidents round out a varied, challenging and rewarding employment.
Blessed with a relatively peaceful community, crimes of violence receive special attention when they do occur. Sheriff's Deputies are trained initially at one of the state law enforcement training academies and receive certification as a Colorado Peace Officer. Patrol Deputies are also trained in American Heart Association CPR and First Aid. All Deputies are well versed in the Incident Command System and have various levels of training and specialized certifications.
NWCCOG CEDS - Page III E11 Law enforcement agencies in Pitkin County:
• City of Aspen Police Department • Town of Basalt Police Department • Town of Snowmass Village Police Department
Summit County
The Summit County Sheriff's Office, located in Breckenridge, has 73 employees. The office is divided into 2 divisions; Operations and Detentions. The Operations Division is comprised of Patrol, Search & Rescue, Water Rescue, Special Operations, S.W.A.T., the Explorer Program, School Resource Officer and D.A.R.E. programs, TRAK-IT, Records management, Concealed Handgun Permits and Administrative Services. The Detentions Division includes the Jail, Community Service, Civil Process Service, court security and extradition. The detention facility can accommodate up to 95 inmates each day and frequently houses inmates from neighboring counties.
Law Enforcement agencies in Summit County: • Town of Breckenridge • Town of Dillon • Town of Frisco • Town of Silverthorne
Fire Protection
Eagle County • Basalt Rural Fire Protection District • Eagle River Fire Protection District – Avon • Gypsum Fire Protection District • Greater Eagle Fire Protection District – Eagle • Vail Fire & Emergency Services – Vail • Rock Creek Volunteer Fire – McCoy
Grand County • East Grand Volunteer Fire Department • Grand Lake Fire Protection District (970) 627-8428 • Kremmling Fire Protection District (970) 724-3795 • Granby Fire Protection District (970) 887-3380 • Hot Sulphur Springs Fire Protection District (970) 725-3698
Jackson County • Walden Fire Department
Pitkin County • Basalt Fire Dept 970-704-0675 • Aspen Fire Dept 970-925-5532
NWCCOG CEDS - Page III E12 • Carbondale Fire Dept 970-963-2491 • Snowmass Village Fire Dept 970-923-2212
Summit County • Lake Dillon Fire Protection District • Red, White and Blue Fire Protection District
Emergency Management
Eagle County Emergency Management Department - Emergency Management works to protect lives and property in Eagle County through effective emergency management practices and procedures. The office coordinates with local response agencies to prepare for, mitigate, respond to and recover from natural or human-caused emergency situations.
Grand County - The Grand County Communications center is the primary answering point for 911 calls in Grand County. They dispatch emergency and non-emergency calls for service and provide support for the Grand County Sheriff’s Department, Fraser Winter Park Police Department, Granby Police Department, Kremmling Police Department, Grand County EMS, Fire and Rescue, Search and Rescue, Road and Bridge and also handle air traffic control for Flight for Life and Airlife medical helicopters while in Grand County.
Grand County Office of Emergency Management - The Grand County Office of Emergency Management is dedicated to developing plans of action for the prevention, response, and mitigation to natural and manmade disasters. It is our goal to keep the community safe and provide information to the public on how to protect and plan for emergencies. The Grand County Office of Emergency Management works closely with the State of Colorado Division of Emergency Management, FEMA, (Federal Emergency Management Agency), and is a member of the Northwest All-Hazards Emergency Planning Region.
Pitkin County Office of Emergency Management - Pitkin County has an emergency management system and coordinator in place to help plan, prepare, mitigate, and recover from natural and human-caused emergencies and disasters. The communities and individuals within the county must also take a proactive approach and prepare their residents, employees, households and families for emergencies. This web page provides information and links that will help you protect yourself, your family, property, and animals.
The Public Safety Council - The Public Safety Council (PSC) was created to bring together all first response agencies (such as Law and Fire Departments) and other supporting agencies (such as American Red Cross and Community Health) every other month to discuss public safety issues in the Roaring Fork Valley.
Summit County Office of Emergency Management - Summit County OEM’s mission is to provide coordination of elected offices and county departments in planning, response and recovery to emergencies and disasters.
NWCCOG CEDS - Page III E13 Alert Systems
Many counties employ an alert system which provides timely and accurate emergency notifications and warnings to residents and visitors. These systems provide text based information and warnings especially to wireless devices. These systems provide alerts for events such as traffic delays/accidents, school delays, as well as emergency messages such as evacuation in the event of a wildfire, etc. The counties in Region 12 that have alert systems (Eagle, Pitkin, Summit) are continuing to explore ways to integrate information from other alert systems around the state in a way that provides useful information
Northwest All Hazards Emergency Management Region - The Northwest All-Hazards Emergency Management Region (NWAHEMR) is a ten-county region located in the northwest corner of the state. It is comprised of all five counties in Region 12, as well as the contiguous and neighboring counties of Garfield, Mesa, Moffat, Rio Blanco, and Routt counties. An Executive Board/Steering Committee, made up of each county's emergency manager as well as discipline representatives, meets on a regular basis to develop strategies to improve the preparedness of the region through the use of homeland security grant funds. NWCCOG provides fiscal management and program coordination for the NWAHEMR. Each year, the NWAHEMR applies for funding from the State of Colorado Governor's Office of Homeland Security for various projects that improve the region's capability to be prepared for emergencies and terrorist attacks. This funding ultimately comes from the U.S. Department of Homeland Security.
E4. Recreation & Cultural Facilities
Recreational amenities such as access to recreation, events, social opportunities, golf courses, museums and concerts abound in Region 12. It is these recreational facilities and opportunities that give the region a very high quality of life which is a key theme in the marketing of the area and thus of economic opportunity... There are many private purveyors of opportunities from skiing to whitewater rafting to classical concerts. But the municipalities have not just left recreation to the private industries and Mother Nature. Most communities have recognized how important subsidized recreational opportunities are to the quality of life in the area. Lacking a climate that makes summer swimming a possibility, many communities have invested in recreation centers that include aquatic parks, lap swimming areas, and children's water features.
The extreme living of the region is carried into the municipal recreation offerings with many communities providing skateboarding parks, whitewater rafting, gymnastics, and climbing walls as part of its regular recreational facilities. Nature trails, fishing ponds, marinas, public access to fishing area are also part of the public recognition of the natural recreational opportunities which encompass the region.
Over 450 holes of golf exist in 21 golf courses in the region, six of which are publicly owned. Some of the private courses can be accessed by the public, others require than non-members be accompanied by a member. Jack Nicklaus designed many of the region's courses and some are among the most challenging in the country.
NWCCOG CEDS - Page III E14 Concerts and theater offerings are widely available in the region with most communities having outdoor amphitheaters and offering a wide range of repertory theater productions, classical music concerts, country music entertainment, and specialty events of all descriptions.
Many museums exist in the region from the Ski Museum and Mining Museums to Art and Botanical Gardens. These amenities exist to capture the tourist and the local’s imagination and sense of curiosity. Overall, they add to the quality of life in the region.
Recreational Facilities in Region 12 (Table E5)
Eagle Grand Jackson Pitkin Summit Frisco Silverthorne Muncipality Avon Basalt Eagle Edwards Gypsum Minturn Vail Fraser Granby Grand Lake Springs Sulphur Hot Kremmling Winterpark Walden Aspen Snowmass Village Breckenridge Dillon Playgrounds x x x x x x x x X x x x x x x x x x x x Ampitheater/Bandstand x x x x x x x x x x x x x Baseball Fields x x x x x x x x x x x x x x x Tennis Courts- Outdoor x x x x x x x x x x x x Soccer Fields x x x x x x x x x x x Basketball courts - Outdoor x x x x x x x x Climbing Wall x x x x x x x x Fitness Room x x x x x x x x x Rentable Community Rooms x x x x x x x x x x Sand Volleyball Courts x x x x x x X x Skateboard Park x x x x x x x x x Aquatic Center - Indoor x x x x x x x x Fishing access/ponds x x x x x x x x Golf Course x x x x x x x x x Gymnasium x x x x x x Nordic Skiing x x x x x x x Paved Rec Path x x x x X x x Rental Pavilion x x x x x x Sledding hill x x x x x Ice Rink x x x x x x Nature Preserve/Trails x x x x x Outdoor Ice Skating x x x x x x Gymnastics x x x Indoor Running Track x x x x Lazy River x x x x Marina x x X x Aquatic Center - Outdoor x x x Batting Cages x x Dog Park x x Racquetball courts x x x Whitewater Park x x Archery Range x Disc Golf x x x Soccer Field - Indoor x Tennis court - Indoor x
NWCCOG CEDS - Page III E15 Key Recreational Amenities in Region 12 (Table E6) This list is meant to be a sampling and not all-inclusive
Name County Town Museums Colorado Ski Museum Eagle Vail George Rowe Museum Eagle Gypsum Eagle County Historical Society Museum Eagle Eagle Cozens Ranch and Stage Coach Museum Grand Fraser Pioneer Village Museum Grand Hot Sulphur Springs Heritage Park Museum Grand Kremmling Kauffman House Museum Grand Grand Lake North Park Pioneer Museum Jackson Walden Holden-Marolt Mining & Ranching Museum Pitkin Aspen Edwin Carter Museum Summit Breckenridge Barney Ford House Museum Summit Breckenridge Summit Ski Museum Summit Breckenridge Breck Heritage Museum Summit Breckenridge Frisco Historic Park Summit Frisco Mountaintop Children's Museum Summit Breckenridge Golf Courses Vail Golf Club Eagle Vail Club at Cordillera Eagle Cordillera Sonnenalp Golf Club Eagle Edwards Red Sky Ranch Golf Club Eagle Wolcott Gypsum Creek Golf Course Eagle Gypsum Country Club of the Rockies Eagle Edwards Grand Lake Golf Course Grand Grand Lake Pole Creek Golf Club Grand Fraser Headwaters Golf Course Grand Granby Grand Elk Golf Course Grand Granby Eagle Ranch Golf Course Eagle Eagle Snowmass Club Golf Course Pitkin Snowmass Village Aspen Golf & Tennis Club Pitkin Aspen Maroon Creek Club Pitkin Aspen Roaring Fork Club Pitkin Basalt Keystone Ranch Golf Course Summit Keystone Breckenridge Golf Club Summit Breckenridge Raven Golf Club at Three Peaks Summit Silverthorne Recreation Centers Avon Recreation Center Eagle Avon Gypsum Recreation Center Eagle Gypsum Grand Park Community Rec Center Grand Fraser Aspen Recreation Center Pitkin Aspen Red Brick Recreation Center Pitkin Aspen Aspen Golf & Tennis Club Pitkin Aspen Snowmass Village Recreation Center Pitkin Snowmass Village Breckenridge Recreation Center Summit Breckenridge Silverthorne Recreation Center Summit Silverthorne
NWCCOG CEDS - Page III E16 Other Recreational Amenities Dobson Ice Arena Eagle Vail Eagle Pool and Ice Rink Eagle Eagle Eagle County Fairgrounds Eagle Eagle Winding River Disc Golf Grand Grand Lake Hot Mineral Springs Grand Hot Sulphur Springs Old Historic Fraser Tubing Hill Grand Fraser Colorado Adventure Park Grand Fraser Kremmling Fairgrounds Grand Kremmling Headwaters Marina Grand Grand Lake Grand Lake Marina Grand Grand Lake Beacon Landing Marina Grand Granby Highland Marina Grand Granby Indoor Pool Jackson Walden Arapahoe National Wildlife Refuge Jackson Walden Lake John Resort Jackson Walden Grass Creek Yurt Jackson Walden Jackson County Fairgrounds Jackson Walden Lewis Ice Arena Pitkin Aspen Aspen Ice Garden Pitkin Aspen Stephen C. West Ice Arena Summit Breckenridge Breckenridge Nordic Center Summit Breckenridge Frisco Nordic Center Summit Frisco Keystone Nordic Center Summit Keystone Silverthorne Nordic Center Summit Silverthorne Tubing and Sledding Hill Summit Frisco Frisco Bay Marina Summit Frisco Lake Dillon Marina Summit Dillon Heeney Marina at Green Mountain Reservoir Summit Heeney Cultural Amenities Villar Performing Arts Center Eagle Vail Betty Ford Alpine Gardens Eagle Vail Rocky Mountain Repertory Theatre Grand Grand Lake Flying Heels Arena Grand Granby John Work Arena Grand Fraser Wheeler Opera House Pitkin Aspen Aspen Institute Pitkin Aspen Theatre Aspen Pitkin Aspen Riverwalk Center Summit Breckenridge National Reparatory Orchestra Summit Breckenridge Dillon Amphitheater Summit Dillon Lake Dillon Theatre Summit Dillon Backstage Theatre Summit Breckenridge Speak Easy Theatre Summit Breckenridge Special Events World Cup Ski Race (Winter) Eagle Beaver Creek Teva Mountain Games (June) Eagle Vail Beaver Creek Rodeo (Summer) Eagle Avon
NWCCOG CEDS - Page III E17 Quiznos Pro Challenge Bike Race (August) Multiple Multiple America Cup Int'l Fly Fishing Tourn. (Summer) Eagle Vail Vail International Dance Festival (Summer) Eagle Vail Granby Rodeo Series (June) Grand Granby Wells Fargo Disabled Skier Cup (March) Grand Winter Park U.S. Alpine Championships (April) Grand Winter Park Kremmling Days Celebration (June) Grand Kremmling Middle Park Fair and Rodeo Grand Kremmling North Park Fair (Fall) Jackson Walden Never Summer Rodeo (Summer) Jackson Walden North Park Snowcross (Winter) Jackson Walden Frosty Pines Golf Tournament (Winter) Jackson Walden X Games (Winter) Pitkin Aspen Jazz Aspen Snowmass Festival (September) Pitkin Aspen/SMV Aspen Santa Fe Ballet (July) Pitkin Aspen Ullr Fest (January) Summit Breckenridge International Snow Sculpture Championships (Jan) Summit Breckenridge Breckenridge Festival of Film (June) Summit Breckenridge Dew Tour (December) Summit Breckenridge Frisco Barbeque Challenge (June) Summit Frisco
Ski Areas in Region 12 (Table E7)
Resort # of trails Acres County Base Elevation Summit Elevation
Arapahoe Basin 105 900 Summit 10,780 13,050
Aspen Mountain 76 675 Pitkin 7,945 11,212
Aspen Highlands 118 1,028 Pitkin 8,040 11,675
Beaver Creek 149 1,815 Eagle 8,100 11,440
Breckenridge 155 2,378 Summit 9,600 12,998
Buttermilk 44 470 Pitkin 7,870 9,900
Copper 134 2,465 Summit 9,712 12,313
Keystone 135 3,148 Summit 9,280 12,408
Snowmass 91 3,132 Pitkin 8,104 12,510
Solvista Basin 35 406 Grand 8,202 9,202
Vail 193 5,289 Eagle 8,120 11,570
Winter Park 145 ,3078 Grand 9,000 10,700
NWCCOG CEDS - Page III E18 E5. Community Resources
Agencies and Programs responding to family, social, physical, and life cycle needs:
County Departments of Health and Human Services
Eagle County Department of Health & Human Services - comprised of Public Health, Economic Services, Children and Family Services and Administrative Services. The HHS mission is to make Eagle County "The best place to raise a child, lead a healthy life, and grow old by reducing poverty, improving health, building community, and strengthening families and aging well.
• Aging Services - dedicated to serving those over 60 with nutrition, transportation, social activities and programs that help to maintain the independence of older adults. Programs and services are designed to meet and enhance the physical, nutritional, mental, emotional and social needs of Eagle County senior citizens, so that they may remain independent and in their own homes for as long as they desire to do so. • Child Care Assistance - Low-income working families can qualify for help with child care expenses for children under the age of 13 while parents are at work. Economic Services works with all licensed child care providers and can also approve care of children by an unlicensed individual. • Low Income Energy Assistance Program (LEAP) - This program is for families and individuals with limited incomes who need help in paying their heating bills. The program is open from Nov. 1 through April 30 and can provide up to $700 to help eligible families with heating costs. Crisis Intervention Program (CIP) operates year-round and provides assistance with furnace repair/replacement or replacement of broken windows. • Colorado WORKS - for families with children under the age of 18. Provides a monthly cash benefit or a one-time diversion benefit. Parents must participate in a plan to become employable. Families requesting diversion payments must be able to establish that they are capable of self-support in subsequent months. Only children who are U.S. citizens and legal resident aliens are eligible for Colorado WORKS. • Aid to the Needy Disabled - For adults age 18 or over who have a disability which lasts six months or longer that keeps them from working and who do not receive SSI. Monthly cash benefits are provided until such time as a person is eligible for disability under the Social Security Administration. • Old Age Pension - For adults over the age of 60. Monthly cash benefits are provided to adults whose income is below the State's standard of $699 per month. Only those who are U.S. citizens or legal resident aliens are eligible. • Aid to the Blind - For adults who are legally blind and who do not receive SSI. Monthly cash benefits are provided until such time as a person is eligible for disability under the Social Security Administration. Only those who are U.S. citizens and legal resident aliens are eligible. • Early Head Start is a comprehensive home visitation program for low-income, pregnant women and families with children younger than three. Weekly home visits, parent-child play groups, and child care provide information and support to enhance a child's development. Families must be able to provide transportation to child care. • Nurse-Family Partnership is a program in which specially-trained nurses provide home visits to first time, low-income mothers beginning early in pregnancy, continuing through the first two years of life.
NWCCOG CEDS - Page III E19 • Bright Beginnings offers all new parents with children younger than three a free packet of powerful parenting tools designed for infants and toddlers during an individual home visit or at a group parenting meeting. • Parenting Classes are offered in both English and Spanish. Various ten-week courses are offered in several locations throughout the year. • Family Child Care Licensing is an option for many individuals in our county. Information, assistance and incentives to become a licensed home child care provider can be found by calling our main office. • Protective Services for Children - focus on the safety of the child and help families develop the strengths needed to assure the safety of all family members. Services include child and family assessments; counseling and parenting services, substance abuse treatment, and family life skills mentoring.
Grand County Department of Health and Human Services:
Programs for Children: Free Newborn Home Visits by a Grand County Public Health Nurse Reach Out and Read (ROR) programs make early literacy a standard part of pediatric primary care. Presumptive Eligibility site for: Medicaid: insurance program for children from low income families. and CHP+ (Child Health Plan Plus). A comprehensive insurance program for Colorado children who do not qualify for Medicaid.
Referrals to Early and Periodic Screening Diagnosis and Treatment Program - Assists Medicaid clients (up to age 21) with medical, dental and vision referrals.
WIC - Nutrition Education (Women, Infants and Children Program) - Nutritious foods and education for income eligible women who are pregnant or breastfeeding and children ages 0-5; Lactation Management Consultant: breastfeeding information and support.
Health Care Program for Children with Special Needs - Assistance in finding resources to address medical, developmental, emotional, and physical disorders. There is no income qualification and no medical diagnosis required.
Developmental Concerns • Peak Pediatrics 726-1135 • Horizons 887-1141 • Early Childhood Connections 726-3838 • Healthcare program for Children with Special Needs 725-3288 • Children's Hospital (800) 624-6553 • Free Developmental Screens ages 0-5, 2 times during the year (spring and fall) Contact Early Childhood Connections for schedule 726-3838 Injury Prevention: Car Seat Check Station - Grand County EMS 887-2732
Childcare: Grand Beginnings - Information, Resources, Referrals, Training and advocacy for Childcare and other Children issues and programs
Grand County Public Health - Grand County Public Health is dedicated to protecting and promoting the health and well- being of Grand County communities, families, and individuals.
NWCCOG CEDS - Page III E20 • Women’s Health- referrals & case management • Women, Infants, & Children (WIC) food supplement program • Adult Immunizations • Child Health Services – immunizations, referrals & case management • Health Care Program for Children with Special Needs (HCP) • Public Health Outreach & Education • Public Health Emergency Preparedness for all-hazards • Communicable Disease control, investigation, and education.
Jackson County – Jackson County provides the following services to the community:
• Jackson County Mental Health • Jackson County Nursing Service • North Park Medical Clinic • North Park Physical Therapy Center • North Park Child and Family Center
Pitkin County Department of Health and Human Services – advocate for health and wellness and provides responsive programs for the benefit of the entire community. Goals include working in partnership with the community to reduce poverty, strengthen families, improve health, age well, and build community. Services provided:
• Economic Services • Youth and Family Services • Senior Services o Exercise and Wellness classes o Lunches 3 days per week o Bike, snowshoe and cross country, and downhill ski outings o Community events o Overnight trips o Transportation o After-lunch entertainment and educational programs o Support groups o Referrals for many types of assistance o Computer corner • Public Health • Community Grants • Veteran's Services
Summit County Social Services - provides a variety of programs for people of all ages from prenatal through senior citizens. Social services focus principally on vulnerable and at-risk populations, such as low-income families, children in need of protection, the aged, and the disabled. The departmental mission is to assist eligible families/individuals in achieving core needs, such as shelter, food and health care, while working toward the goals of self-sufficiency and independence.
NWCCOG CEDS - Page III E21 • Financial Assistance Programs: Aid to Needy Disabled (AND); Colorado Works – Temporary Assistance to Needy Families (TANF); Colorado Child Care Assistance Program (CCCAP); Food Assistance (SNAP); The Emergency Food Assistance Program (TEFAP); Low Income Energy Assistance (LEAP); Old Age Pension (OAP) • Child Support Enforcement • Foster Care Licensing • Child Care Licensing • Veteran’s Services • Adult Protection • Children and Family Services • Child Protection • Child Abuse/Neglect Reporting
Summit County Public Health provides the following services:
• Child Care Consultation • Children With Special Needs • Communicable Disease • Emergency Preparedness • Environmental Health • Immunizations • Nurse Home Visitors • Women Infants and Children (W.I.C.)
In addition to the services provided by each county’s department of health and human services, the Region has an abundance of non-profit and community-based organizations that provide a plethora of services to the community. The table below provides a listing of some of those organizations and their focus (note this list is not all inclusive).
NWCCOG CEDS - Page III E22 Childcare Resources
There are a variety of childcare resources throughout the region including day care facilities, pre-school programs, and in-home daycare providers. There are non-profits in the region as well providing information and referral services. For instance, Summit County has a program called Early Childhood Options, whose mission is to promote a collaborative system that improves the quality, affordability and availability of early childhood programs in Summit County. Early Childhood Options (ECO) was established as the Summit County Child Care Resource and Referral Agency in 1991. In 2001, ECO became charged with becoming a community based governing body responsible for overseeing the administration of long-term strategies to improve the quality of capacity of early care and learning in Summit County. Today ECO is governed by a 15-person Board of Directors, representing Policy Makers Business Leaders, Summit School District, Public Nursing, Parents and Community Early Childhood Programs.
Childcare cost in Region 12 is relatively high and availability is often scarce. This, coupled with the high unemployment in the Region, presents a significant challenge to families that are in great need of childcare, due to the large number of families in which both parent works full time.
NWCCOG CEDS - Page III E23 Childcare Centers in Region 12 (Table E8) Source: www.childcarecenter.us, county websites
Name Town Capacity Age Accepted Eagle County Family Learning Center Edwards 102 2.6 yrs - 6 yrs Avon Elementary Preschool Avon 50 2.5 yrs - 13 yrs Brush Creek Elementary School Eagle 30 2.5 yrs - 6 yrs Children's Garden of Learning Vail 43 2.5 yrs - 6 yrs Eagle Montessori Eagle 30 2.5 yrs - 12 yrs Growing Years School Basalt 15 2.5 yrs - 5 yrs Gypsum Christian Academy LLC. Gypsum 35 2.5 yrs - 6 yrs Gypsum Elementary Preschool Gypsum 32 2.5 yrs - 6 yrs June Creek Elementary Edwards 55 0 - 6 yrs Laugh and Learn Preschool Gypsum 30 2.5 yrs - 6 yrs Prater Lane Play School Avon 59 2.5 yrs - 16 yrs Rumpelstiltskin Nursery School Avon 45 2.5 yrs - 12 yrs Vail Academy Preschool Avon 32 3 yrs - 6 yrs Solara El Jebel 50 2.5 yrs - 6 yrs Mountain Montessori Avon 30 2.5 yrs - 6 yrs Mountain Tots Preschool Eagle 30 2.5 yrs - 12 yrs Mountain Valley Lutheran Preschool Eagle 20 2.5 yrs - 6 yrs Red Sandstone Elementary Preschool Vail 30 2.5 yrs - 5 yrs St. Mary's Preschool Eagle 15 2.5 yrs - 6 yrs Sunshine Mountain Preschool Eagle 15 2.5 yrs - 10 yrs Miller Ranch Childcare Center Edwards 40 2.5 yrs - 6 yrs Montessori Children's House Edwards 30 2.5 yrs - 12 yrs Red Hill Play School Gypsum 15 2 yrs - 6 yrs Red Table Early Learning Center Gypsum 32 2.5 yrs - 6 yrs TLC Preschool Gypsum 14 2.5 yrs - 6 yrs Pooh Corner Preschool Minturn 30 1 yr - 5 yrs Pre Kamp Vail I Daycare Vail 25 2.5 yrs - 6 yrs Pre Kamp Vail Red Sandstone Childcare Ctr Vail 18 2.5 yrs - 5 yrs Vail Childcare/Eagle Valley Childcare Assn. Vail 22 2.5 yrs - 6 yrs Grand County East Grand Preschool Granby 32 2.5 yrs - 6 yrs Eternal Hills Christian Preschool Tabernash 30 2.5 yrs - 10 yrs Fraser Creative Learning Center Fraser 30 2.5 yrs - 10 yrs Granby Play Days Preschool Granby 15 2.5 yrs - 6 yrs Grand Beginnings Granby Grand Kids Childcare Center Fraser 5 2 mos - 1 yrs Kremmling Preschool Kremmling 34 3 yrs - 6 yrs Learning Hands Childcare, Inc. Granby 16 2.5 yrs - 6 yrs Jackson County North Park Child & Family Center Walden 15 2 yrs - 8 yrs Walden Preschool Walden 15 3 yrs - 6 yrs Pitkin County Aspen Community School Woody Creek 10 1 yr - 13 yrs
NWCCOG CEDS - Page III E24 Aspen Country Day School Aspen 30 2.5 yrs - 6 yrs Aspen Mountain Totz Aspen 10 2 mos - 6 yrs Aspen Sprouts Aspen 20 2.5 yrs - 6 yrs Aspen School District Preschool Aspen 10 1 yr - 3 yrs Early Learning Center Aspen 50 2.5 yrs - 7 yrs Little Red School House Snowmass Village 10 1 yr - 3 yrs Roaring Fork Kids Aspen 36 2.5 yrs - 6 yrs Wildwood School Aspen 57 2.5 yrs - 8 yrs Summit County Carriage House Learning Center Breckenridge 104 2.5 yrs - 10 yrs Timberline Learning Center Breckenridge 18 2 mos - 1 yr 6 mos Little Red School House Breckenridge 39 2.5 yrs - 6 yrs Upper Blue Elementary Breckenridge 15 3 yrs - 13 yrs Lake Dillon Preschool Dillon 94 6 wks - 6 yrs Dillon Valley Elementary Dillon 30 2.5 yrs - 6 yrs Summit Cove Elementary Dillon 15 2.5 yrs - 6 yrs Frisco Elementary Frisco 15 2.6 yrs - 6 yrs Silverthorne Elementary Silverthorne 15 2.6 yrs - 6 yrs
In-Home Daycare Providers in Region 12 (Table E9) Source: www.childcarecenter.us
# of Providers Capacity Eagle 27 180 Grand 15 96 Jackson n/a n/a Pitkin 6 36 Summit 21 226 Total 69 538
NWCCOG CEDS - Page III E25 Nonprofit Organizations in Region 12 (Table E10) Source: Colorado Non-Profit Association website, county websites This list is a sampling and not meant to be all-inclusive
Organization Name Purpose/Mission Brief Mission Eagle County Betty Ford Alpine Gardens Cultural, Recreational, Teaching and celebrating the value of plants in our lives Educational, Arts The Bright Future Foundation Family and Youth Well-Being Empower individuals and families affected by domestic violence & abuse Can Do Multiple Sclerosis Physical Health Comprehensive programs that empower people and families living with MS Colorado Municipal Judges Cultural, Recreational, Continuing judicial education for Colorado Municipal judges Association Educational, Arts Eagle River Youth Coalition Family and Youth Wellbeing Assess and meet changing needs of Eagle River youth Eagle Valley Alliance for Sustainability Environment & Community Fosters alignment of community and environment through leadership, education, advocacy The Literacy Project Cultural, Recreational, Literacy education to youth and families Educational, Arts Mountain Valley Horse Rescue Animals Rescue and rehabilitation of abused and neglected horses Roundup River Ranch Family and Youth Well-Being Enrich the lives of children with life-threatening illnesses by providing free camping experiences SOS Outreach Family and Youth Well-Being Inspires positive decision making in youth for successful life experiences Spellbinders Cultural, Recreational, Nurture literacy character and intergenerational community Educational, Arts through the art of oral storytelling Vail Valley Foundation Philanthropy / Grant making Provides leadership in community-based endeavors to enhance Foundation and sustain quality of life The Youth Foundation Family and Youth Well-Being Preparing children in need for success in life through education and recreational opportunities Grand County Advocates Victim Assist Team of Family and Youth Well-Being To end domestic and sexual violence in the Grand County Grand County community Grand Beginnings Family and Youth Well-Being Promotes early development for children Grand County Historical Association Cultural, Recreational, Research and Educational resources to preserve and promote Educational, Arts Grand County community heritage Grand County Rural Health Network Physical Health Improve and direct the future of healthcare in Grand County Grand Foundation Philanthropy / Grant making Enhance quality of life for residents and guests of Grand County. Foundation Grand Huts Association Cultural, Recreational, Enhance back country recreational facilities in the forest of Educational, Arts Grand County Grand Lake Area Historical Environment & Community Preserve, protect and promote history of the Grand Lake area Association
NWCCOG CEDS - Page III E26 Headwaters Trails Alliance Environment & Community Identify, maintain and expand accessible, interconnecting trail system in Grand county Middle Park Land Trust Environment & Community Help land owners preserve Grand County's scenery, agriculture, wildlife and biodiversity Mountain Family Center Family and Youth Well-Being Improve the quality of life in Grand County by providing services that strengthen families Northwest Rocky Mountain CASA Family and Youth Well-Being Advocates for the best interest in abused and neglected children Planned Parenthood of the Rocky Physical Health Provides reproductive healthcare, assists women/men/teens Mountains make responsible reproductive choices Shadowcliff Environment & Community Eco-friendly mountain sanctuary where together we are creating a climate for a restorative world Shining Stars Foundation Physical Health Provide outreach programs for children with cancer and life threatening diseases Snow Mountain Ranch - YMCA Cultural, Recreational, Offers a wholesome environment where families and groups Educational, Arts can enjoy activities together Jackson County North Park Arts Council Cultural, Recreational, Promoting the Arts in Jackson County Educational, Arts Pitkin County Aspen Community Foundation Philanthropy / Grant making Connects donors to community needs, brings people together Foundation to solve community problems Aspen Historical Society Cultural, Recreational, Preserve Aspen's History and History Structures and Places Educational, Arts Challenge Aspen Physical Health Provides experiences for individuals with cognitive and/or physical disabilities Chris Klug Foundation Physical Health Promotes lifesaving donations for donors and families, organ transplant candidates & recipients Grassroots Asia International & Foreign Affairs Identify and empower grassroots projects in Asia which offer a high social return on investment Shining Stars Foundation Physical Health Provide outreach programs for children with cancer and life threatening diseases Wyly Community Art Center Cultural, Recreational, Foster creative expression in the visual arts for learners of all Educational, Arts ages and abilities Summit County Advocates for Victims of Assault Family and Youth Well-Being Advocates for victims of domestic and sexual violence in Summit County CASA of the Continental Divide Family and Youth Well-Being Court appointed special advocates for children who are victims of abuse, neglect, domestic conflict Continental Divide Land Trust Environment & Community Preserve and protect irreplaceable natural areas in and around Summit County
NWCCOG CEDS - Page III E27 Domus Pacis Family Respite Family and Youth Well-Being Provide individuals who have suffered traumatic medical event with homelike environment Early Childhood Options Family and Youth Well-Being Improve the quality, affordability and availability of early childhood programs Family and Intercultural Resource Family and Youth Well-Being Promotes independence and caring environment for families in Center our diverse community Friends of the Dillon Ranger District Environment & Community Promote stewardship of the WRNF through partnerships, volunteer service, education High County Conservation Center Environment & Community Provide practical solutions to resource conservation to create a more sustainable community Keystone Symposia Science, Technology, Research Serve as a catalyst for the advancement of biomedical and life Molecular/Cellular Biology sciences Mountain2Mountain Community Improvement, Invests in the region's most underutilized resource: women and Capacity Building girls on the fringe Mountain Mentors Family and Youth Well-Being Matches local youth with responsible adult volunteers who act as positive role models Summit Foundation Philanthropy / Grant making Community foundation - improving the quality of life for Foundation residents and quests of Summit County Summit Prevention Alliance Mental Health Promote healthy behaviors and lifestyles by providing education and prevention services Swan Center Outreach, Inc. Cultural, Recreational, Provide a safe and loving environment for previously abused Educational, Arts and neglected animals
NWCCOG CEDS - Page III E28
E6. Financial Resources
Private Financial Resources Banks in Region 12 (Table E 11)
Eagle County Avon (81620) Academy Bank Alpine Bank American National Bank Community Banks of Colorado U.S. Bank Wells Fargo Bank Basalt (81621) Alpine Bank Bank of Colorado Community Banks of Colorado Wells Fargo Bank Eagle (81631) Alpine Bank American National Bank Cobiz Bank Community Banks of Colorado Firstbank Wells Fargo Bank Gypsum (81637) Alpine Bank U.S. Bank
Minturn (81645) Firstbank
Red Cliff (81649) None Vail (81657) Alpine Bank Firstbank Millenium Bank U.S. Bank Edwards (81632) Alpine Bank American National Bank Cobiz Bank Colorado Capital Bank Community Banks of Colorado Firstbank Millenium Bank U.S. Bank Wells Fargo Bank Grand County Fraser (80442) Bank of Colorado Millenium Bank Granby (80446) Grand Mountain Bank U.S. Bank
NWCCOG CEDS - Page III E29 Grand Lake (80447) None
Hot Sulphur Springs (80451) None
Kremmling (80459) Bank of the West
Winter Park (80482) Wells Fargo Bank Jackson County
Walden (80480) Mountain Valley Bank Pitkin County Aspen (81611) Alpine Bank American National Bank Community Banks of Colorado Timberline Bank U.S. Bank Vectra Bank Wells Fargo Bank Snowmass Village (81615) Alpine Bank Vectra Bank Summit County
Blue River (80424) None Breckenridge (80424) Alpine Bank Bank of the West Firstbank Millenium Bank U.S. Bank Wells Fargo Bank Dillon (80435) Alpine Bank U.S. Bank Wells Fargo Bank Frisco (80443) Alpine Bank Bank of the West Firstbank U.S. Bank Wells Fargo Bank
Montezuma (80435) None
Silverthorne (80498) Firstbank
NWCCOG CEDS - Page III E30 Property Tax Revenues and Mill Levies
Property Tax Revenues: Assessed Valuation and Mill Levies (Table E12)
Average Average Average Total 2009 Total County Municipal School Special Average Assessed Valuation Revenue Mill Levy Levy Levy Levy County Levy Eagle County $ 3,614,440,890 $ 205,427,763 8.499 5.778 20.35 2.986 56.835 Grand County $ 972,885,010 $ 53,413,797 15.155 5.649 19.695 3.264 54.902 Jackson County $ 39,313,500 $ 1,737,194 15.586 12.155 23.041 2.139 44.188 Pitkin County $ 3,667,491,080 $ 110,776,843 5.677 5.004 9.815 1.081 30.205 Summit County $ 1,937,699,990 $ 99,381,654 12.602 4.582 20.93 2.903 51.288 Total Region 12 $ 10,231,830,470 $ 470,737,251
Region 12 Assessed Valuation (2009) (Figure E2)
Region 12 Property Tax Revenue (2009) (Figure E3)
NWCCOG CEDS - Page III E31 Sales Tax Revenues Sales Tax Revenues (Figure E4)
NWCCOG CEDS - Page III E32 Region 12 Sales Tax Revenues (Table E13) Source: Colorado Department of Revenue, 2010 Annual Report
Net % Reg 12 % County Sales Tax Collected Net Sales Gross Sales Retail Sales Retail Sales Collected Tax Collected Eagle County $ 1,988,607,958 $ 1,842,191,111 100% $ 32,841,371 41.5% Avon $ 334,200,240 $ 322,437,012 17.5% $ 6,285,181 Basalt (MCP) $ 150,010,779 $ 143,246,844 7.8% $ 1,888,176 Eagle $ 166,041,664 $ 141,338,783 7.7% $ 1,732,574 Gypsum $ 261,288,884 $ 197,356,286 10.7% $ 2,798,004 Minturn $ 29,643,823 $ 27,624,561 1.5% $ 378,291 Red Cliff $ 2,478,930 $ 2,388,047 0.1% $ 45,805 Vail $ 523,798,634 $ 517,398,437 28.1% $ 10,304,061 Remainder of County $ 521,145,004 $ 490,401,141 26.6% $ 9,409,279 Grand County $ 463,998,991 $ 425,506,714 100% $ 6,554,692 8.3% Fraser $ 54,706,755 $ 53,721,967 12.6% $ 762,822 Granby $ 101,956,265 $ 98,564,246 23.2% $ 1,264,009 Grand Lake $ 24,919,429 $ 24,246,006 5.7% $ 551,950 Hot Sulphur Spgs $ 5,463,477 $ 4,993,289 1.2% $ 46,251 Kremmling $ 38,714,977 $ 28,770,811 6.8% $ 422,496 Winter Park $ 122,670,391 $ 121,482,010 28.5% $ 1,854,654 Remainder of County $ 115,567,697 $ 93,728,385 22.0% $ 1,652,510 Jackson County $ 25,033,866 $ 24,317,981 100% $ 357,619 0.5% Walden $ 13,505,824 $ 13,170,179 54.2% $ 227,481 Remainder of County $ 11,528,042 $ 11,147,802 45.8% $ 130,138 Pitkin County $ 1,219,123,999 $ 1,172,770,739 100% $ 16,450,222 20.8% Aspen $ 629,177,426 $ 612,705,612 52.2% $ 11,231,626 Basalt (MCP) $ 313,285,222 $ 299,902,877 25.6% $ 817,972 Snowmass Vg. $ 127,741,239 $ 122,549,075 10.4% $ 2,490,130 Remainder of County $ 148,920,112 $ 120,843,602 10.3% $ 1,910,494 Summit County $ 1,602,424,165 $ 1,290,167,367 100% $ 22,869,637 28.9% Blue River Breckenridge $ 361,210,810 $ 352,566,276 27.3% $ 7,252,145 Dillon $ 376,852,247 $ 121,389,737 9.4% $ 1,825,943 Frisco $ 311,903,883 $ 305,432,472 23.7% $ 3,360,654 Montezuma Silverthorne $ 309,009,947 $ 279,823,921 21.7% $ 5,540,682 Remainder of County $ 243,447,278 $ 230,954,961 17.9% $ 4,890,213 Total Region 12 $ 5,299,188,979 $ 4,754,953,912 $ 79,073,541 Total Region 12 (2000): Eagle $ 1,530,147,000 $ 1,413,461,000 $ 27,290,000 38.6% Grand $ 296,988,000 $ 277,038,000 $ 5,648,000 8.0% Jackson $ 21,695,000 $ 20,595,000 $ 251,000 0.4% Pitkin $ 858,110,000 $ 828,224,000 $ 15,979,000 22.6% Summit $ 1,066,975,000 $ 1,008,683,000 $ 21,441,000 30.4% Total Region 12 (2000) $ 3,773,915,000 $ 3,548,001,000 $ - $ 70,609,000
Change (2000 - 2010) $ 1,525,273,979 $ 1,206,952,912 $ 8,464,541 40.4% 34.0% 12.0%
NWCCOG CEDS - Page III E33 Transfer and Federal Payments
Transfer Payments in Region 12: 2000 – 2009 (Table E 14)
Eagle Grand 2000 2009 % chg 2000 2009 % chg Personal Current Transfer Receipts $ 38,952 $ 118,581 204.4% $ 23,563 $ 55,846 137.0% Government Payments to Individuals $ 30,702 $ 108,776 254.3% $ 21,109 $ 53,304 152.5% Retmnt & Disability Insurance Benes $ 16,736 $ 52,219 212.0% $ 11,572 $ 24,396 110.8% Old Age Survivors, Disability Insurance$ 16,331 $ 46,102 182.3% $ 11,350 $ 22,831 101.2% Medical Benefits $ 6,818 $ 23,406 243.3% $ 6,571 $ 17,292 163.2% Medicare Benefits $ 4,890 $ 19,534 299.5% $ 5,109 $ 14,318 180.3% Public Assistance Medical Care $ 1,752 $ 3,308 88.8% $ 1,292 $ 2,597 101.0% Income Maintenance Payments $ 3,389 $ 7,002 106.6% $ 1,470 $ 3,076 109.3% Spplmntl Security Income (SSI) $ 448 $ 612 36.6% $ 313 $ 329 5.1% Supplemental Nutrition Asst. $ 120 $ 893 644.2% $ 109 $ 468 329.4% Other Income Maintenance Benes $ 2,658 $ 5,121 92.7% $ 940 $ 1,753 86.5% Unemployment Insurance Comp. $ 1,490 $ 18,321 1129.6% $ 515 $ 5,266 922.5% State Unemployment Insurance Comp$ 1,469 $ 18,258 1142.9% $ 502 $ 5,229 941.6% Veterans Benefits $ 635 $ 1,551 144.3% $ 497 $ 1,404 182.5% Veterans Pension & Disability Benes $ 597 $ 1,339 124.3% $ 496 $ 1,319 165.9% Education and Training Assistance $ 1,528 $ 3,924 156.8% $ 454 $ 1,016 123.8% Current Transfer Receipts of Nonprofit $ 3,498 $ 5,767 64.9% $ 1,040 $ 1,495 43.8% Receipts from the Fed Gov $ 1,092 $ 2,106 92.9% $ 325 $ 546 68.0% Receipts from State & Local Gov $ 811 $ 1,362 67.9% $ 241 $ 353 46.5% Receipts from businesses $ 1,595 $ 2,299 44.1% $ 474 $ 596 25.7% Transfer Receipts from Businesses $ 4,752 $ 4,038 -15.0% $ 1,414 $ 1,047 -26.0%
Table E 14 (cont.)
Jackson Pitkin Summit 2000 2009 % chg 2000 2009 % chg 2000 2009 % chg Personal Current Transfer Receipts $ 4,902 $ 8,877 81.1% $ 21,867 $ 54,273 148.2% $ 24,393 $ 70,422 188.7% Government Payments to Individuals $ 4,593 $ 8,626 87.8% $ 18,960 $ 51,341 170.8% $ 19,737 $ 65,444 231.6% Retmnt & Disability Insurance Benes $ 2,473 $ 3,670 48.4% $ 12,288 $ 28,880 135.0% $ 11,674 $ 34,124 192.3% Old Age Survivors, Disability Insurance $ 2,355 $ 3,558 51.1% $ 12,248 $ 26,616 117.3% $ 11,408 $ 31,236 173.8% Medical Benefits $ 1,404 $ 3,313 136.0% $ 4,252 $ 12,620 196.8% $ 4,300 $ 14,853 245.4% Medicare Benefits $ 884 $ 2,304 160.6% $ 3,679 $ 11,538 213.6% $ 3,153 $ 12,291 289.8% Public Assistance Medical Care $ 508 $ 988 94.5% $ 507 $ 972 91.7% $ 765 $ 1,555 103.3% Income Maintenance Payments $ 379 $ 737 94.5% $ 771 $ 1,249 62.0% $ 1,604 $ 3,386 111.1% Spplmntl Security Income (SSI) $ 79 -100.0% $ 105 $ 164 56.2% $ 177 $ 209 18.1% Supplemental Nutrition Asst. $ 63 $ 138 119.0% $ 109 #DIV/0! $ 137 $ 798 482.5% Other Income Maintenance Benes $ 214 $ 445 107.9% $ 617 $ 923 49.6% $ 1,160 $ 2,239 93.0% Unemployment Insurance Comp. $ 133 $ 476 257.9% $ 564 $ 5,735 916.8% $ 580 $ 8,713 1402.2% State Unemployment Insurance Comp. $ 129 $ 458 255.0% $ 550 $ 5,679 932.5% $ 573 $ 8,683 1415.4% Veterans Benefits $ 144 $ 223 54.9% $ 511 $ 789 54.4% $ 657 $ 1,123 70.9% Veterans Pension & Disability Benes $ 139 $ 223 60.4% $ 372 $ 706 89.8% $ 605 $ 978 61.7% Education and Training Assistance $ 56 $ 99 76.8% $ 537 $ 1,174 118.6% $ 862 $ 1,991 131.0% Current Transfer Receipts of Nonprofits $ 131 $ 148 13.0% $ 1,233 $ 1,724 39.8% $ 1,974 $ 2,928 48.3% Receipts from the Fed Gov $ 54 #DIV/0! $ 385 $ 630 63.6% $ 616 $ 1,069 73.5% Receipts from State & Local Gov #DIV/0! $ 286 $ 407 42.3% $ 458 $ 692 51.1% Receipts from businesses $ 60 $ 59 -1.7% $ 562 $ 687 22.2% $ 900 $ 1,167 29.7% Transfer Receipts from Businesses $ 178 $ 103 -42.1% $ 1,674 $ 1,208 -27.8% $ 2,682 $ 2,050 -23.6%
NWCCOG CEDS - Page III E34 Table E 14 cont.
Total Region 12 2000 2009 % Chg Personal Current Transfer Receipts $ 113,677 $ 307,999 170.9% Government Payments to Individuals $ 95,101 $ 287,491 202.3% Retmnt & Disability Insurance Benes $ 54,743 $ 143,289 161.7% Old Age Survivors, Disability Insurance $ 53,692 $ 130,343 142.8% Medical Benefits $ 23,345 $ 71,484 206.2% Medicare Benefits $ 17,715 $ 59,985 238.6% Public Assistance Medical Care $ 4,824 $ 9,420 95.3% Income Maintenance Payments $ 7,613 $ 15,450 102.9% Spplmntl Security Income (SSI) $ 1,122 $ 1,314 17.1% Supplemental Nutrition Asst. $ 429 $ 2,406 460.8% Other Income Maintenance Benes $ 5,589 $ 10,481 87.5% Unemployment Insurance Comp. $ 3,282 $ 38,511 1073.4% State Unemployment Insurance Comp. $ 3,223 $ 38,307 1088.6% Veterans Benefits $ 2,444 $ 5,090 108.3% Veterans Pension & Disability Benes $ 2,209 $ 4,565 106.7% Education and Training Assistance $ 3,437 $ 8,204 138.7% Current Transfer Receipts of Nonprofits $ 7,876 $ 12,062 53.1% Receipts from the Fed Gov $ 2,418 $ 4,405 82.2% Receipts from State & Local Gov $ 1,796 $ 2,814 56.7% Receipts from businesses $ 3,591 $ 4,808 33.9% Transfer Receipts from Businesses $ 10,700 $ 8,446 -21.1%
Gallagher and Tabor Revenue and Spending Constraints
The Gallagher Amendment, passed by Colorado voters in 1982 in an effort to limit property taxes, limits the assessed value of residential property to 45% of the total assessed value of all property in Colorado. Gallagher is intended to maintain the 45:55 ratio between property taxes by residential and business taxpayers. Since the real value of residential property has not grown to over 65%, the amendment effectively subsidizes residential property owners at the expense of commercial property owners for this reason; the fixed property tax ration in Gallagher has deterred business development in mainly residential counties such as are characteristic of Region 12.
The Taxpayer Bill of Rights (TABOR) Amendment adopted by voters in 1992 established tax and spending limits on state and local governments. TABOR limits spending of revenue to the prior fiscal year's expenditures and reserve increases grown by inflation and population growth. Referendum C, approved by voters in 2005, allows the state to retain and spend money from existing revenue sources above the TABOR limit each year beginning in FY 2005-06. The state may spend all revenue subject to TABOR for five years through FY 2009-10. Beginning in FY 2010-11, the state may spend revenue above the TABOR limit up to a capped amount known as the "Referendum C cap." The Referendum C cap grows from the prior year's cap instead of the prior year's spending by inflation plus population growth. In effect, Referendum C eliminated the "ratchet down" 3 effect, where spending decreases when revenue falls below the TABOR limit.
TABOR essentially limits the growth of Region 12 governments’ budgets to the increase in population from year to year, plus an allowance for inflation as calculated by the consumer price index. This
NWCCOG CEDS - Page III E35 formula fails to take into account a number of important factors that affect the cost of government including: • Changes in school enrollment, highway usage, or other services that may exceed the growth rate of the overall population. • Growth in the wages and salaries paid to government employees, or in the cost of contracted services exceeding the rate of inflation. • Health care inflation greater than the general rate of inflation, and other factors.
Other TABOR provisions that greatly affect Region 12 local governments’ ability to provide adequate services to the community include: • Any revenue collected above the spending limits has to be refunded to taxpayers, unless voters specifically authorize spending it. Such votes have come to be known as “de-Brucing elections” (after the bill’s author, Douglas Bruce).
• Municipalities can no longer engage in the creation of any multiple-year direct or indirect debt or other financial obligation without adequate present cash reserves, which tend to be in short supply in most counties. • TABOR also requires a reserve of 3% or more of the fiscal year spending for emergency spending, but emergencies are not defined. As a consequence, the reserves which have built up are not being used where they are needed for economic and infrastructure development projects. To maintain this ratio, the state issues a new statewide assessment formula for the two classes of property every two years.
Thus, both the Gallagher and Tabor amendments greatly limit local governments’ ability to fund necessary and vital community services.
NWCCOG CEDS - Page III E36 IV. ECONOMIC DEVELOPMENT TOOLS AND PARTNERS
A. Economic Development Tools
Economic Development has been described as activities that promote job creation, job retention, job training programs, public and private capital investments, and business and community capacity- building. To that end, NWCCOG serves to link member communities and businesses with a variety of economic development tools to assist businesses and communities.
Access to Small Business Capital
Northwest Loan Fund – One of the state’s 14 rural region revolving business loan funds
Northwest Forest Business Loan Fund – Small business loan fund specifically for businesses that will remove, utilize, and/or create a market for beetle-killed, blue-stained pine
Colorado Enterprise Fund – Small to medium-sized business financing throughout Colorado
Accion – Provides micro-loans and counseling support to small businesses throughout Colorado, New Mexico and Arizona
Local Commercial Lenders – Mainstream financing through regional and national banks
Colorado Housing and Finance Authority – State-legislated business lending partner and Colorado Credit Reserve loan loss mitigation program
Governor’s Energy Office – Revolving loan program specifically for renewable energy and energy efficiency upgrade financing and Green Colorado Credit Reserve program
Venture Capital Authority – State-legislated seed- and early stage-investments in Colorado companies
Access to Small Business Counsel
Small Business Development Center – Initially free business development counseling and technical assistance, including referral to appropriate regional financers, operating throughout the Colorado Mountain College network
Roaring Fork Small Business Resource Center – Virtual incubator and business resource center serving the corridor from Aspen to Parachute
Steamboat Springs Small Business Resource Center and Bogue Enterprise Center – Business incubator and business resource center serving Steamboat Springs and surrounding area
SCORE – Small Business Administration’s resource partner supporting entrepreneurs and small businesses, Denver and Steamboat Springs chapters
NWCCOG CEDS - Page IV_1 Access to State Programs
Community Economic Development Assessment – An established process between industry professionals and community leaders who draft a community SWOT Analysis and recommendations to assist a community’s economic development future
Business Retention and Expansion Programs – E-synchronist system bundles advanced business retention strategies, interview design, assistance tracking/service delivery management, competitive intelligence, etc., along with a comprehensive resource library.
Colorado First and Existing Industry Job Training Programs - Training incentive program to attract and/or retain companies within Colorado
Tax Credits: Innovation Investment program - designed to encourage, promote, and stimulate investments in new businesses primarily involved in R & D or manufacturing of new technologies, products, or processes. Job Growth Incentive program - Provides income tax credits for businesses that creates and maintains net new jobs with above average wage rates.
Enterprise Zone – Incentive program to encourage businesses and in some cases, individuals, to undertake and complete specific activities in designated economically distressed areas (enterprise zones) of the state in the form of income tax credits, manufacturing/mining sales and use tax exemption, etc.
Public Infrastructure Grants – Provision of funding to eligible cities/counties to construct or improve public infrastructure needed by job-creating business (es).
Planning and Feasibility Study Grants – Provision of funding to determine feasibility of a project that will be located in primarily rural Colorado.
Colorado Creative Industries – Variety of programs designed to help individuals, communities, non-profit organizations and creative businesses to succeed in bringing creative expression throughout the state.
Workforce Centers
B. Economic Development Partners
NWCCOG has been in existence for 40 years, and has developed successful partnerships with federal and state government agencies through its programs. Below is a description of these partnerships:
Federal Funding Partners:
U.S. Department of Health and Human Services – Older Americans Act: through the Alpine Area Agency on Aging, NWCCOG receives and administered funds from the Older American’s Act for senior services throughout Region 12 including home delivered and congregate meals, transportation services, long term care ombudsman services, legal services, and caregiver support services.
NWCCOG CEDS - Page IV_2 U.S. Department of Energy – funding from DOE comes through the Governor’s Energy Office, and then onto NWCCOG’s Energy Management Program for weatherization of homes for low to moderate income families. These weatherization services including conducting an energy audit, then following up with insulation, energy-efficient furnaces, calking, weather stripping, and new storm windows.
U.S. Department of Homeland Security – funding from this federal department comes to the State of Colorado to the Governor’s Office of Emergency Management, and then to the Northwest All Hazards Emergency Management Region (NWAHEMR), which is administered by NWCCOG. The NWAHEMR administers these federal funds on behalf of Region 12 counties for equipment, training and exercise related to emergency preparedness.
U.S. Housing and Urban Development – via a Community Development Block Grant (CDBG)that comes from HUD to the Colorado Department of Local Affairs, the Northwest Loan Fund (NLF), NWCCOG’s revolving business loan fund, receives funding to make loans to small businesses that generate jobs in Region 12.
U.S. Economic Development Administration – NWCCOG is fortunate to have started a positive working relationship with the EDA through obtaining a planning grant for the creation of this CEDS. NWCCOG looks forward to continuing this relationship as an Economic Development District.
U.S.D.A. Forest Service – for Forest Business Loan Fund
State Funding Partners:
• Office of Economic Development and International Trade – for Northwest Loan Fund • Department of Local Affairs – NWCCOG has received an annual technical assistance grant from the Department of Local Affairs to provide mini-grants to member jurisdictions for community and economic development projects, technical assistance, data dissemination, grant research and writing assistance, and special projects. This source of funding has been discontinued as of 2011. NWCCOG plans to seek other sources of funding, including funding through being designated as an EDD, to keep these vital activities going. • Governor’s Energy Office – for the Weatherization (Energy Management) Program. • State Unit on Aging – for the Alpine Area Agency on Aging. • Colorado Housing and Finance Authority – loan loss reserve programs for the Northwest Loan Fund. • Colorado State Forest Service – for the Forest Business Loan Fund. • Governor’s Office of Emergency Management – for the Northwest All Hazards Emergency Management Region.
As part of the CEDS planning process, economic development partners and stakeholders were identified throughout Region 12 and invited to participate. The following is a list of economic development partners and stakeholders that have been part of the planning process, and will continue to be partners with NWCCOG as we pursue the economic developments goals and strategies set forth in the CEDS.
NWCCOG CEDS - Page IV_3 Region 12 Economic Development Partners (Table IV_1)
Economic Development Partners International Economic Development Council (IEDC) U.S. Economic Development Administration (EDA) National Association of Development Organizations (NADO) National Association of Regional Councils (NARC) Colorado Association of Regional Organizations (CARO) Economic Development Council of Colorado (EDCC) State of Colorado – Office of Economic Development & International Trade State of Colorado Department of Local Affairs Governor’s Energy Office Economic Development Group Eagle Valley Chamber of Commerce Economic Council of Eagle County Vail Chamber & Business Association Vail Valley Partnership Grand County Chamber of Commerce Grand County Business & Economic Development Assoc. Grand County Businesses Without Borders Granby Chamber of Commerce Grand Lake Area Chamber of Commerce Hot Sulphur Springs Chamber of Commerce Kremmling Area Chamber of Commerce Winter Park & Fraser Valley Chamber of Commerce Walden/North Park Chamber of Commerce Aspen Chamber Resort Association Aspen Young Professionals Association Summit County Chamber of Commerce Summit Convention & Visitors Bureau Breckenridge Marketing Advisory Committee Breckenridge Resort Chamber Dillon Business Association Frisco Chamber of Commerce Silverthorne Economic Dev. Advisory Committee Summit Independent Business Alliance (SIBA) Dillon Economic Revitalization Advisory Comm(DERAC) Small Business Development Center Town of Vail Economic Development Department Public Sector - Towns and Counties 5 Counties in Region 12 23 Municipalities in Region 12 Healthcare Vail Valley Medical Center Kremmling Memorial Hospital Middle Park Medical Center Aspen Valley Hospital North Park Medical Clinic
NWCCOG CEDS - Page IV_4 St. Anthony's Summit Medical Center Breckenridge Medical Clinic Denver Health East Grand (Winter Park) Granby Medical Center Gypsum Urgent-Emergent Care Workforce Edwards Workforce Center Frisco Workforce Center Granby Workforce Center Health and Human Services / Public Health Eagle County Public Health Grand County Public Health Jackson County Public Health Jackson County Board of Health Pitkin County Public Health Summit County Public Health Grand County Dept. of Social Services Pitkin County Dept. of Health & Human Services Summit County Dept. of Social Services Cliffview Assisted Living Center Education Eagle County School District West Grand School District East Grand School District North Park School District Aspen School District Summit County School District Colorado Mountain College Housing Authorities Eagle County Housing Valley Home Store Grand County Housing Authority Aspen Pitkin County Housing Authority Summit Combined Housing Authority Private Sector Small Businesses on CEDSAC Aspen Skiing Company Vail Resorts Arapahoe Basin Ski Area Copper Mountain Resort Winter Park Resort Sol Vista Resort Renewable Energy CORE - Community Office for Resource Efficiency Energy Office - Pitkin County Forest Energy Systems Ghostwood Interiors Federal Partners
NWCCOG CEDS - Page IV_5 U.S. EDA National Association of Regional Councils (NARC) National Association of Development Organizations (NADO) International Economic Development Council (IEDC) State Partners Office of Economic Development & International Trade (OEDIT) Colorado Association of Regional Organizations (CARO) Colorado Demography Office Colorado Department of Local Affairs Colorado Division of Water Resources Governor’s Energy Office State Unit on Aging Community Resource Center Colorado Rural Development Council
NWCCOG CEDS - Page IV_6 V. CURRENT AND PROJECTED ECONOMIC CONDITIONS
A. Population Trends
Census 2010 population figures recently were announced on February 23, 2011. The following provides an overview of population trends in Region 12:
The total population for Region 12 is 113,576. This is an 20.7% increase over the last 10 years. Region 12 has outpaced both the State of Colorado as well as the United States in population growth since 2000, with the State reporting a 16.9% increase, and the U.S. reporting a 9.7% increase.
Total Population: 2000 – 2010 (Table V1)
2000 2010 Eagle 41,659 52,197 Grand 12,442 14,843 Jackson 1,577 1,394 Pitkin 14,872 17,148 Summit 23,548 27,994 Region 12 94,098 113,576
Eagle County grew the fastest, reporting a 25.3% increase. This is followed by Grand County (19.3%), Summit County (18.9%), and Pitkin County (15.3%). Jackson County lost over 10% of its population (-11.6%).
Population Growth: 2000 – 2010 (Figure V1)
Several towns in Region 12 had significant growth well over 50%: • Town of Eagle + 114.6% • Town of Breckenridge + 88.5% • Town of Gypsum + 77.3% • Town of Snowmass Village + 55.1% • Town of Montezuma + 54.8% • Town of Winter Park + 50.9%
NWCCOG CEDS - Page V_1 Some towns in Region 12 lost population: • Town of Walden –17.2% • Town of Kremmling – 8.5% • Town of Red Cliff – 7.6% • Town of Minturn – 3.8%
Population 18 Years and Older Region 12’s population 18 years and older is 89,615, or 78.9% of the total population. This is slightly higher than the State’s percentage, which is 75.6%. Summit County has the highest percentage of the population 18+, which reports 82.6%. Eagle County was the county with the fastest growth in this age sector, and reported an increase in 18+ population at 23.6%.
Population 18 Years and Older: 2000 – 2010 (Table V2) 2000 2010 2000-10 Total 18+ yrs % 18+ yrs Total 18+ yrs % 18+ yrs # Inc. % Inc. Eagle 41,659 31,871 76.5% 52,197 39,397 75.5% 7,526 23.6% Grand 12,442 9,731 78.2% 14,843 11,825 79.7% 2,094 21.5% Jackson 1,577 1,174 74.4% 1,394 1,134 81.3% (40) -3.4% Pitkin 14,872 12,394 83.3% 17,148 14,149 82.5% 1,755 14.2% Summit 23,548 19,459 82.6% 27,994 23,110 82.6% 3,651 18.8% Total 94,098 74,629 79.3% 113,576 89,615 78.9% 14,986 20.1% Colorado 4,301,261 3,200,466 74.4% 5,029,196 3,803,587 75.6% 603,121 18.8%
Hispanic Origin Overall, the population of Hispanic origin increased in Region 12, going from 14.5% of the population to 19.8% of the population. Eagle County had the largest increase in the percentage of the total population that is of Hispanic origin, going from 23.2% of the population in 2000 to 30.1% in 2010. The percentage of population that is of Hispanic origin increased in all five of Region 12 counties. Overall, Region 12’s population is 19.8% of Hispanic origin, which is very comparable to the state as a whole that has a Hispanic population of 20.7%.
Hispanic Origin: 2000 – 2010 (Table V3) 2000 2010 Total Hispanic % Hisp. Total Hispanic % Hisp. Eagle 41,659 9,682 23.2% 52,197 15,689 30.1% Grand 12,442 543 4.4% 14,843 1,116 7.5% Jackson 1,577 103 6.5% 1,394 150 10.8% Pitkin 14,872 973 6.5% 17,148 1,561 9.1% Summit 23,548 2,306 9.8% 27,994 3,989 14.2% Total 94,098 13,607 14.5% 113,576 22,505 19.8% Colorado 4,301,261 735,601 17.1% 5,029,196 1,038,687 20.7%
Median Age Region 12’s population is aging. The median age has increased in each of the five Region 12 counties since 2000, and is projected to continue to increase over the next 10 years in all counties but Jackson.
Region 12 Median Age: 2000-2010 (Table V4) 2000 2010 2020 Eagle 31.3 36.6 39.8 Grand 37.0 41.3 42.1 Jackson 40.7 46.5 38.5 Pitkin 38.5 43.0 43.2 Summit 30.8 38.2 43.5
NWCCOG CEDS - Page V_2 B. Labor Force and Employment Trends
Labor Force The total labor force in Region 12 has gone from 65,962 in 2000 to 72,203 in 2010. This is an increase of 6,241, or 9.5%. As the trend line below shows, the labor force grew steadily from 2003 to 2008 where it reached the high during the last 10-year period of 75,638. It has been on the decline since 2008.
Region 12 Labor Force Trends: 2000-2010 (Figure V2)
Total Labor Force Region 12 Month of March 78000 76000 74000 72000 70000 68000 66000 64000 62000 60000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Unemployment The unemployment rate for the region was reported at 6.7% in March 2010. This is the highest it has been in the last 10-year period. Unemployment has increased significantly in the region since 2007 when it was reported at 2.4%. The only year that it was reported lower was 2000. This increase in the unemployment rate can be attributed to lost jobs in the construction and tourism sectors due to the economic recession over the last 2 to 3 years.
Region 12 Unemployment Rate (month of March) (Figure V3)
8.0
6.0
4.0
2.0
0.0 2000 2002 2004 2006 2008 2010
NWCCOG CEDS - Page V_3 Total Jobs The region reported 74,817 total jobs in the first quarter of 2010. This is in comparison to 76,326 total jobs reported in the first quarter of 2000, which is a loss of 1,509 jobs (2% decrease) over the last 10 years. The following shows the trend in total jobs from 2000 – 2010 (1st quarter reported).
Total Jobs in Region 12: 2000-2010 (Figure V4) Total Jobs Region 12 1st Qtr 86,000 84,000 82,000 80,000 78,000 76,000 74,000 72,000 70,000 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source: LMI Gateway, Colorado Department of Labor and Employment
Recent Trends: 2008 – 2010
Over the last 2 years, job loss in the region has been significant. In the first quarter of 2008, a total of 84,078 jobs were reported. In 2010, 74,817 total jobs were reported, which is a loss of 9,261 jobs (11% decrease).
As the trend line shows, there was a steady rise in number of jobs from 2004 to 2008, where it reached its high. Since 2008, there has been a steady decline in total jobs.
Total Jobs in Region 12: 2007-2010 (Figure V5)
NWCCOG CEDS - Page V_4
C. Trends in Major Industry Sectors
In the last 2-3 years, the national economy has significantly impacted revenues and jobs throughout the region. This economic downturn has impacted tourism-based recreation and visitor spending and has had a direct effect on the region's economy, which relies heavily on outside dollars. Tourist related sectors, including but not limited to accommodations and food service, recreation, retail, construction and real estate have been hardest hit. This impact has resulted in significant reductions in sales tax revenue for the region.
Although the number of visitors to the region has not been impacted that significantly, the duration, spending and type of visitor have changed. Destination visitors that typically spend more dollars while staying for an extended period of time have shifted to day visitors from close proximity to the Denver Metro area and Front Range. These day visitors tend to spend less money than destination visitors, thus leading to reduction in sales tax revenue.
Construction (Figure V6)
Construction has been a mainstay of the regional Construction Jobs economy in the last decade. Due to the national 10,000 recession, this sector of the economy has been hard 9,000 hit. There has been a significant loss of construction 8,000 7,000 jobs in the region. The region has lost 2,399 6,000 construction jobs from 2000 to 2009, which is a 27% 5,000 reduction. 4,000 3,000 2,000 1,000 - 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Accommodations and Food Service (Figure V7)
This is the largest sector of the region’s economy Accomodations and Food Service given the fact that tourism is a major economic 19,500 driver. The number of jobs in this sector has fluctuated, but there has been a loss of 1,195 jobs 19,000 from 2000 to 2009, or a 6.3% reduction. 18,500 18,000 17,500 17,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
NWCCOG CEDS - Page V_5
Real Estate (Figure V8)
The number of real estate jobs has fluctuated Real Estate, Rental and Leasing over the last 10 years, but the net loss of jobs reported from 2000 to 2009 is 319. 4,800 4,600 4,400 4,200 4,000 3,800 3,600 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
NWCCOG CEDS - Page V_6 Recent Trends in Total Jobs: 2008-2010 (compare 1st Qtr) Table V5 Industry Group Establishments Employees Change in Change in 2008 2008 # of Estblshmnts # of Jobs 2010 2010 2008-2010 2008-2010 Total All Industries 8,751 80,834 -5.1% -13.6% 8,306 69,875 Accommodations & Food Service 774 22,841 -0.8% -6.6% 768 21,330 Retail Trade 1,086 9,795 -6.1% -16.2% 1,020 8,204 Arts, Entertainment, Recreation 159 7,844 1.3% -17.1% 161 6,504 Construction 1,808 8,020 -10.8% -40.8% 1,612 4,744 Healthcare & Social Assistance 318 3,595 9.4% 4.6% 348 3,759 Public Administration 90 4,460 7.8% 1.8% 97 4,541 Administration, Support, Waste Mgmnt 556 4,036 2.5% -26.8% 570 2,954 Real Estate & Rental & Leasing 1,025 5,257 -11.9% -15.1% 903 4,462 Profess., Scient. & Tech. Services 1,102 3,309 -0.2% -22.0% 1,100 2,581 Other Services (except Public Admin.) 621 2,597 -4.5% -12.0% 593 2,285 Finance & Insurance 306 1,334 -9.2% -6.5% 278 1,247 Wholesale Trade 229 710 -4.8% -8.2% 218 652 Transportation & Warehousing 187 1,490 -2.7% -15.0% 182 1,267 Information 116 950 -7.8% -16.7% 107 791 Manufacturing 139 768 -21.6% -34.5% 109 503 Utilities 35 433 2.9% 4.8% 36 454 Management of Companies & Enterprises 62 263 0.0% -4.9% 62 250 Agriculture, Forestry, Fishing & Hunting 64 274 -4.7% -18.2% 61 224 Mining 9 33 11.1% -12.1% 10 29 Education Services 65 2,825 9.2% 9.5% 71 3,094
NWCCOG CEDS - Page V_7 As the above chart shows, the economic recession has greatly affected Region 12’s economy. This is evident when comparing the 1st Quarter jobs in 2010 to 2008. First quarter was chosen because that is the time of year when there are the maximum number of jobs, given ski season.
The hardest –hit industry in the region was construction, which reported a 40% decline in number of jobs over the last 2 years. Other industries were hit hard as well: manufacturing had a 34% decline in jobs, administrative, support and waste management a 26% decline, and professional, scientific and technical services a 22% decline. Overall, the region lost over 10,000 jobs, or a 13.6% decline.
D. Trends in Environmental Factors
State and National Parks: Eagle County – Sylvan Lake State Park (Eagle, CO) Grand County – Rocky Mountain National Park Jackson County – State Forest State Park (Walden, CO)
National Wildlife Refuges:
Arapaho National Wildlife Refuge – Walden, Colorado Arapaho National Wildlife Refuge (NWR), situated at an elevation of 8,200 feet, is located in an intermountain glacial basin in north-central Colorado. The Refuge offers several ways to enjoy the area, including activities such as fishing, hunting, wildlife observation, and photography.
To reach the Refuge visitor center and headquarters, travel 8 miles south of Walden, Colorado, on Highway 125, turn east off the highway on County Road 32 and travel 1 mile. The auto tour route is 4 miles south of Walden, Colorado, on Highway 125. Turn west off the highway to begin the tour.
National Forests in the Region:
The Arapaho and Roosevelt National Forests and Pawnee National Grassland (ARP) is located in north central Colorado (see map). The forests and grassland encompasses 1.5 million acres and extends north to the Wyoming border, south of Interstate 70 to Mount Evans, west across the Continental Divide to the Williams Fork area and includes short grass prairie east of I-25. The forests and grassland is head- quartered in Fort Collins, with district offices in Boulder, Fort Collins, Idaho Springs, Granby and Greeley.
White River National Forest - Nestled in the heart of the Rocky Mountains, the 2.3 million acre White River National Forest is the top recreation Forest in the nation. Home to world-renowned ski resorts and the birthplace of Wilderness, the White River has something to offer every outdoor enthusiast.
Medicine Bow - Routt National Forest - The Medicine Bow-Routt National Forests cover nearly 2.9 million acres and are located in western and southern Jackson and northern Grand counties in Region 12. The national forests encompass portions of many mountain ranges, including Gore Range, Flat Tops, Parks Range, Elkhead, Medicine Bow Mountains, Sierra Madre, and Laramie Range. Elevation ranges from 5,500 to 12,940 feet.
NWCCOG CEDS - Page V_8 Wilderness Areas in the Region In 1964, the Congress of the United States passed a law known as the Wilderness Act, which created a National Wilderness Preservation System to provide an "enduring resource of wilderness" for future generations. President Lyndon Johnson signed the Wilderness Act into law on September 3, 1964. Wilderness, according to the Wilderness Act, "...in contrast with those areas where man and his own works dominate the landscape, is hereby recognized as an area where the earth and its community of life are untrammeled by man, where man himself is a visitor who does not remain." The Wilderness Act goes on to describe wilderness as a place "retaining its primeval character and influence" where there are "outstanding opportunities for solitude". There are 36 wilderness areas in Colorado, 14 of which touch at least one of the five counties that make up Region 12. These 14 wilderness areas make up a total of 1,366,032 acres, and represent 39% of the total wilderness acres in the state. The following are the wilderness areas in Region 12:
Wilderness Areas in Region 12 (Table V6) Source: www.wilderness.net
WILDERNESS NAME CONTIGUOUS COUNTY TOTAL ACREAGE YEAR DESIGNATED Byers Peak Wilderness Grand 8,095 1993 Collegiate Peaks Wilderness Pitkin 167,414 1980 Eagles Nest Wilderness Summit 133,471 1976 Flat Tops Wilderness Eagle 235,214 1975 Holy Cross Wilderness Eagle 122,884 1980 Hunter-Fryingpan Wilderness Pitkin 82,026 1978 Indian Peaks Wilderness Grand 77,711 1978 James Peak Wilderness Grand 14,000 2002 Ptarmigan Peak Wilderness Summit 13,175 1993 Maroon Bells-Snowmass Wilderness Pitkin 181,512 1964 Never Summer Wilderness Grand 21,090 1980 Rocky Mountain National Park Grand 250,000 2009 Sarvis Creek Wilderness Grand 47,140 1993 Vasquez Peak Wilderness Grand 12,300 1993
Wild and Scenic Rivers There are no wild or scenic rivers under the Wild and Scenic Rivers Act (16 U.S.C. § 1271 et seq.) in NWCCOG’s region.
Endangered Species The following are endangered or threatened species in the region under the Endangered Species Act of 1973 ((16 U.S.C. § 1531 et seq.)
Eagle County Fish – Humpback Chub, Colorado Pike minnow, Bonytail Chub, Razorback Sucker Insects – Uncompahgre Fritillary Butterfly Mammals – Black Footed Ferret, Canada Lynx
NWCCOG CEDS - Page V_9 Grand County Fish – Humpback Chub, Colorado Pike minnow, Bonytail Chub, Razorback Sucker Insects – Uncompahgre Fritillary Butterfly Mammals – Black Footed Ferret, Canada Lynx
Jackson County Birds – Whooping Crane Plants – North Park Phacelia
Pitkin County Fish – Humpback Chub, Colorado Pike minnow, Bonytail Chub, Razorback Sucker Insects – Uncompahgre Fritillary Butterfly Mammals – Black Footed Ferret, Canada Lynx
Summit County Fish – Humpback Chub, Colorado Pike minnow, Bonytail Chub, Razorback Sucker Insects – Uncompahgre Fritillary Butterfly Mammals – Black Footed Ferret, Canada Lynx
Prime/Unique Agricultural Lands (www.nrcs.usda.gov) There are no prime/unique agricultural lands designated by the U.S. Dept. of Agriculture under the Farmland Protection Policy Act (7 U.S.C. §§ 4201 – 4209) in Region 12.
Environmentally Challenged Areas / Elements (consulting with QQ staff on this)
• Superfund sites (Colorado Dept. of Public Health &Environment) There is one in Region 12:
Eagle County: Eagle Mine State Highway 24 between Gilman and Minturn, CO
• Comprehensive Environmental Response sites? NWCCOG understands these sites to be the same as superfund sites (see bullet above).
• Compensation and Liability Act (CERCLA) (42 U.S.C. S.C. § 9601 et seq)? NWCCOG understands these sites to be the same as superfund sites (see first bullet).
• Resource Conservation and Recovery Act (RCRA) (42 U.S.C. 6901)
• Leaking underground storage tanks, or brownfield (abandoned, contaminated) sites in the area? None.
• Hazardous chemical manufacturers or users or any facilities that store hazardous chemicals? None.
• Major manufacturers or users of pesticides? None.
NWCCOG CEDS - Page V_10
• Have all sole source aquifers for drinking water in the project area been identified? There are no sole source aquifers for drinking water in the State of Colorado.
• Identify any wellhead protection areas for protecting drinking water in ground water wells? There are no wellhead protection areas identified in the NWCCOG region.
• Nonattainment Areas for criteria pollutants under the Clean Air Act (42 U.S.C. § 7401 et eq)? None.
• 100-year flood plains in your area? How will future development affect these areas?
Eagle County – FEMA map available Grand County –FEMA map available Jackson County – No current FEMA map Pitkin County – No current FEMA map Summit County – Preliminary FEMA map available
Any project proposed by the EDD that requires construction, development, etc. will consider flood hazard, if it is proven to exist by current FEMA flood hazard mapping. The appropriate planning process of the county and/or town in which any EDD project is located will be adhered to.
Historic Sites The following table displays the national and state registered historical places in Region 12. These places are actively being preserved by historical societies and organizations in each county in the region. These historic places are protected as sensitive areas to be restored and preserved.
National and State Registry of Historic Places in Region 12 (Table V7)
Town/Community Site Date National Registry State Registry Eagle County 11/30/06, Avon Nottingham Power Plant 1928 5EA.2371 Basalt Archaeological Site 5/10/82, 5EA.484 10/15/02, Dotsero Dotsero Bridge 1935 5EA.1604 10/15/02, Eagle Eagle River Bridge 1933 5EA.1608 Gypsum First Evangelical Lutheran Church 1890 6/24/93, 5EA.647 McCoy Waterwheel 1930 4/11/77, 5EA.21 Radium Yarmony Archaeological Site 5/28/91, 5EA.799 Red Cliff Camp Hale 1965 4/10/92, 5EA.197 Red Cliff Red Cliff Bridge 1940 2/4/85, 5EA.636 State Bridge State Bridge 1890 6/24/85, 5EA.637 Thomasville Woods Lake Resort 1933 8/11/88, 5EA.887 10/15/02, Wolcott Wolcott Bridge 1916 5EA.1614
NWCCOG CEDS - Page V_11 Grand County Fraser Cozens Ranch 1874 6/9/88, 5GA.196 Rocky Mtn National Park Dutchtown 1879 1/29/88, 5GA.807 Rocky Mtn National Park East Inlet Trail 1930s 2/28/05, 5GA.3377 Rocky Mtn National Park North Inlet Trail 1868 3/5/08, 5GA.3714 Rocky Mtn National Park LuLu City Site 1881 9/14/77, 5GA.302 Rocky Mtn National Park Milner Pass Road Camp House 1926 7/20/87, 5GA.1795 Rocky Mtn National Park Grand Lake Lodge 1919 7/22/93, 5GA.1750 Rocky Mtn National Park Grand River Ditch / Specimen Ditch 1890 9/29/76, 5GA.301 Rocky Mtn National Park Holzworth Historic District 1919 12/2/77, 5GA.299 Rocky Mtn National Park Shadow Mountain Lookout 1933 8/2/78, 5GA.300 Rocky Mtn National Park Shadow Mountain Trail 1930 3/5/08, 5GA.3376 Rocky Mtn National Park Timber Creek Campground #245 1939 1/29/88, 5GA.1238 Rocky Mtn National Park Timber Creek Campground #246 1939 1/29/88, 5GA.286 Rocky Mtn National Park Timber Creek Campground #247 1939 1/29/88, 5GA.285 Rocky Mtn National Park Timber Creek Road Camp Barn 1930 7/20/87, 5GA.3619 Rocky Mtn National Park Tonahutu Creek Trail 1880 3/5/08, 5GA.3823 Rocky Mtn National Park Trail Ridge Road 1939 11/14/84, 5GA.307 Grand Lake Kauffman House 1892 11/21/74, 5GA.304 Grand Lake Little Buckaroo Ranch Barn 1942 7/8/09, 5GA.3895 8/11/93, Grand Lake Grand Lake Community House 1922 5GA.1743 6/10/88, Hot Sulphur Springs Denver & Rio Grand Railroad Snowplow 1918 5GA.2293 Kremmling McElroy Barn 1904 12/9/92, 5GA.817 Kremmling E.C. Yust Homestead 1885 10/29/82, 5GA.193 Winter Park Rollinsville Middle Park Wagon Road 1928 9/30/80, 5GA.82 Jackson County 12/13/95, Coalmont Coalmont Schoolhouse 1915 5JA.1264 Cowdrey Hog Park Guard Station 1910 9/25/03, 5JA.561 Gould Lake Agnes Cabin 1925 9/26/07, 5JA.1716 Walden Baily Residence Walden First National Bank Walden Hankins Residence Walden Rock House Walden Town of Walden Light House Walden Wilkins Residence Walden Mosman Residence Walden Jackson County Courthouse 1913 9/10/97, 5JA.888 Pitkin County Ashcroft Ashcroft, Colorado 1880 5/12/75, 5PT.37 Aspen Armory Hall / Fraternal Hall 1892 6/5/75, 5PT.36 Aspen Aspen Community Church 1891 5/12/75, 5PT.33 Aspen Boat Tow 1937 6/22/90, 5PT.560 Aspen Bowles-Cooley House 1889 3/6/87, 5PT.525 Aspen Mathew Callahan Log Cabin 1880 3/6/87, 5PT.149 Aspen Collins Block-Aspen lumber & Supply 1893 3/6/87, 5PT.113.40 Aspen Dixon-Markle House 1888 3/6/87, 5PT.162
NWCCOG CEDS - Page V_12 Aspen D.E. Frantz House 1909 3/6/87, 5PT.251 Aspen Samuel L. Hallett House 1885 3/6/87, 5PT.262 Aspen Holden Mining and Smelting Co. 1893 6/22/90, 5PT.539 Aspen Hotel Jerome 1889 3/20/86, 5PT.113.2 1/18/85, Aspen Hyman-Brand Building 1891 5PT.113.36 Aspen Thomas Hynes House 1885 3/6/87, 5PT.113.15 Aspen La Fave Block 1888 3/6/87, 5PT.113.7 Aspen Maroon Creek Bridge 1887 2/4/85, 5PT.136 Aspen The Brick Saloon 1892 3/6/87, 5PT.113.5 Aspen Pitkin County Courhouse 1890 5/12/75, 5PT.34 Aspen Riede's City Bakery 1885 3/6/87, 5PT.116.20 Aspen Judge Shaw House / Newberry House 1922 3/6/87, 5PT.116.20 Aspen Sheely Bridge 1911 2/4/85, 5PT.23 Aspen Shilling-Lamb House 1890 3/6/87, 5PT.528.6 1/19/89, Aspen Smith-Elisha House 1890 5PT.114.19 Aspen Smuggler Mine 1879 5/18/87, 5PT.479 Aspen Ute Cemetery 1880 4/1/02, 5PT.122 Aspen Davis White House 1888 3/6/87, 5PT.528.7 Aspen Henry Webber House/Pioneer Park 1885 3/6/87, 5PT.115.10 Aspen Wheeler Opera House 1888 8/21/72, 5PT.35 Aspen Wheeler-Stallard House 1888 5/30/75, 5PT.32 Independence & Independence Mill Independence Site 1881 4/11/73, 5PT.18 Redstone Osgood Castle / Cleveholm 1903 6/28/71, 5PT.553.2 Redstone Osgood Gamekeeper's Lodge 1901 7/19/89, 5PT.556 Redstone Osgood Kuhnhausen House 1901 8/18/83, 5PT.443 Redstone Redstone Coke Oven Historic District 1899 2/7/90, 5PT.451 Redstone Redstone Historic District 1903 7/19/89, 5PT.553 Redstone Redstone Inn 1902 3/27/80, 5PT.553.1 Summit County Breckenridge Boreas Railroad Station Site 1883 10/28/93, 5ST.585 Breckenridge Breckenridge Historic District 1859 4/9/80, 5ST.130 Dillon Porcupine Peak Site 8/1/80, 5ST.98 Frisco Frisco Schoolhouse 1890 9/15/83, 5ST.258 Frisco Staley-Rouse House 1909 5/31/07, 5ST.1074 Frisco Wildshack's Grocery Store - Post Office 1920 5/16/85, 5ST.326 Montezuma Montezuma School House 1884 1/9/07, 5ST.1043 Slate Creek Slate Creek Bridge 1924 6/24/85, 5ST.324
Coastal Zone NWCCOG’s region is not in a designated coastal zone, nor in a coastal state.
Other Questions to Answer in the CEDS To the extent practicable, does the CEDS identify the obvious constraints to economic development such as:
NWCCOG CEDS - Page V_13 • Lack of public utilities or other infrastructure and indicate an estimate of the local schedule for eliminating such constraints? As indicated in Section III., Item D., Numbers 1 through 6, of this CEDS, the only constraint to economic development is the incomplete accessibility to highspeed broadband service, the resolution of which is an economic development goal listed in Section VII., Item D “Regional Goals”. • Discuss current and potential public controversies that may hinder development in the region? There are no current public controversies that hinder development in the region. A potential public controversy may arise if aging infrastructure that effects delivery of water to the more populous East Slope and Front Range of the state is not fixed. A wildland fire in the dead, beetle-killed pine forests of Region 12 would cause detrimental effect to the water delivery system, as well as to communication and other energy delivery systems that benefit the East Slope and Front Range. • Are the social impacts with respect to environmental justice issues included in accordance with Executive Order 12898, “Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations” (59 Fed. Reg. 7629, February 11, 1994)? Yes, as indicated in Section III and Section V., Item D. “Trends in Environmental Factors”.
To the greatest extent practicable and permitted by law, and consistent with the principles set forth In the report on the National Performance Review, each Federal agency shall make achieving environmental justice part of its mission by identifying and addressing, as appropriate, disproportionately high and adverse human health or environmental effects of its programs, policies, and activities on minority populations and low-income populations in the United States and its territories and possessions, the District of Columbia, the Commonwealth of Puerto Rico, and the Commonwealth of the Marian islands.
• How will proposed development adversely affect minority and low income populations in the region? Environmental Justice is the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies.
Any project that is proposed by the EDD that requires construction, development, etc. will go through the appropriate planning process of the county and/or town in which it is located. All Region 12 jurisdictions have public participation built into their planning processes, which allows for fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income. It is safe to say that most planning processes in Region 12 towns and counties take environmental laws, regulations and policies into account, and consider compliance with these environmental regulations as very high priority.
NWCCOG CEDS - Page V_14
Figure V9
NWCCOG CEDS - Page V_15 VI. ANALYSIS OF ECONOMIC DEVELOPMENT PROBLEMS AND OPPORTUNITIES
Overview
Region 12’s economy has transformed over time from a combination of mining and agriculture in its early history to a combination of destination tourism, construction and second homes today. While tourism will continue to be a primary economic driver, some speculate that the next shift in the economy will be towards the knowledge and creative economy with many jobs and activities related to technology, research, design, and entrepreneurialism.
The economy is a vital aspect of any community, and the region needs to be proactive in the economic development of the region. Economic planning should provide clear direction for decision-making, with a resulting economy that is able to weather economic fluctuations, and provide its residents and visitors with a healthy and happy lifestyle. The region’s economy should result in the creation of vibrant communities and a comfortable standard of living for all who live and work here. Given past trends and future projections, the regional economy will certainly grow, but absent strategic guidance it may become something different than the local community desires. All residents, business operators, employees, and governing entities should be made aware of present and future economic factors and the important role that each entity can play in the region’s economic success. Thus, this CEDS, and subsequent establishment of an Economic Development District for Region 12 is a vital part of this effort to create a proactive economic strategy or plan aimed at diversifying, balancing, and stabilizing the regional economy as we move forward in time. All parties have been and will continue to be invited to the table for economic discussion. Strategies employed should be consistent with the development of the community at large, as one will certainly affect the other. Reducing the impacts of the seasonal nature of our resort economy through economic diversification would be an example of a measure that could be actively pursued by all involved players. The creation of a CEDS and eventual designation as an EDD will give this region access to capital to develop the infrastructure necessary for the development of new industries, and to have capacity to attract entrepreneurs to bring new businesses into the area. This will make the region's economy more diverse and therefore more resilient in times of economic recession nationwide.
A. Strengths
Abundant Tourism Amenities: Natural Environment, Recreational Amenities, Active, livable communities
The natural environment - majestic mountains, beautiful rivers and lakes, abundant sunshine, clean air, scenic vistas, abundant open spaces, and public lands - is one of the biggest economic draws for Region 12 and has made it a highly desirable tourism destination that attracts people from across the country and around the world. Region 12 depends on the natural beauty and healthy functioning of the environment to attract tourism to the area. The protection of the region’s natural resources also
NWCCOG CEDS - Page VI_1 ensures that those investing here part time, living here full time, or visiting here short term have a certain quality of life that is not offered elsewhere.
Many who visit the region are highly educated and affluent. Many are involved in industries that are in the “knowledge economy” and are increasingly attracted to living and working in places like Region 12 on a full-time basis. The area provides the great lifestyle that cutting edge entrepreneurs often seek. This presents opportunities for improving the long-term strength and health of the economy. A vital element of keeping the region’s amenities attractive is protecting those unique natural assets that make this region so attractive.
Lifestyle enhancements such as recreation, transportation, open space, and creating livable neighborhoods and affordable communities, should continue to be viewed as critical components of successful economic development in Region 12. In creating these lifestyle enhancements, policymakers should always keep protection of the natural environment as a key priority, as it is the natural environment that is this region’s number one economic driver.
Highly educated, skilled population
As section E in this CEDS described, Region 12 has a relatively highly educated population. Graduation rates in all five counties exceed state and national averages by significant amounts. The percentage of the population over 25 years of age that are high school graduates or more also exceeds state and national averages in all five Region 12 counties. The region attracts a large number of retirees who have led successful careers due to its many amenities. Many of these skilled retirees are active in community services, serving on town councils, boards of hospitals and non-profits, and volunteering in the community. Further, there are a large number of younger, highly educated people that move to this region not necessarily for a good paying job, but for the amenities and the active lifestyle the region has to offer. Thus, there is a highly skilled, educated labor force in Region 12.
Healthcare Services and Infrastructure
Region 12 has a well-developed healthcare industry, which will serve to position the region in a good economic position particularly due to the aging of the population. The region has three Level III trauma centers, and a plethora of advanced healthcare services including the Shaw Regional Cancer Center in Eagle County, state of the art orthopedics and sports medicine, birthing centers, cardiopulmonary services, surgical intensive care, cardiovascular services, digital mammography, MRI and other diagnostic testing capabilities, and 24-hour emergency care. The access to these healthcare services are extremely important to the economy of the region in that it alleviates the need to travel to other regions to obtain these services. Further, it creates jobs in the healthcare field, a sector on the rise most likely due to the aging of the population. For these reasons, the region is more attractive to retirees. Also, good access to healthcare is essential to keeping the region’s workforce healthy, and one of the one of the keys to economic development is having a good, healthy workforce. A healthy workforce is a productive one.
B. Weaknesses
Non-diversified economy / Dependence on one industry: Tourism
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Region 12 depends heavily on tourism and the sales tax that it generates. Over fifty percent of the region’s jobs are related to tourism. This is problematic in that tourism is very dependent on discretionary dollars, which have been in short supply over the last several years due to the global recession. Tourism is also very seasonal and volatile. It is very important that the region work on diversifying its economic base such that the resulting economy can weather economic fluctuations. The reliance on tourism is not sustainable. Also, by diversifying, we can bring more year-round jobs to the region. By doing so, the region will be able to establish the infrastructure to balance the economic downturns such as we have experienced in the most recent years.
Lack of infrastructure to support knowledge-based economy – especially broadband communications
A shift is happening in the economy towards the knowledge and creative economy with many jobs and activities related to technology, research, design, and entrepreneurialism. This region has much to offer a skilled, educated population in the way of amenities that would attract this type of workforce to the region. However, the region is lacking significantly in broadband capabilities and capacity. This is a major deterrent for entrepreneurs to locate in this region as it is a significant hindrance to efficient business operations.
High cost of living, especially high cost of housing
The cost of housing in Region 12 is relatively high in comparison to other areas in the state and the nation. The region’s many amenities have made it an attractive location to live or own a second home. As a result, home market values in the region have been increasing at rates that far exceed the national average, resulting in a widening gap between local incomes and housing prices. Therefore, this has created a lack of affordable (or “attainable”) housing in Region 12. This is a problem because housing that is attainable to the workforce is a cornerstone for the region’s strong year-round community and a healthy economy. Housing that is available and affordable to the workforce, given the relatively low wages in this region due to the prevalence of services-level jobs is extremely important because it promotes:
• A reliable workforce in the region; • Opportunities for people to live where they work, thereby reducing adverse transportation impacts and growth pressures throughout the region; • A stable community that is invested in the future of the region; • Increased citizen participation; • A more diverse community, including singles, families and seniors.
The housing inventory in the region should bolster economic and social diversity, reinforce variety, and enhance the sense of community by integrating attainable housing into the fabric of the communities that make up Region 12.
Rental housing costs: According to ACS 5-year estimate data, the average median monthly rent paid in Region 12 is $1,044/month. Thirty-six percent of the population pays a monthly rent between $1,000 - 1,499, and 25% pays $1,500/month or more. This is relatively high in that the median monthly rent for the State of Colorado is $835 and for the nation is $817. In Region 12, 48% of renters pay 30% or more of their household income for rent.
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Inadequate transportation systems and lack of funding at the state/federal level to address
Region 12's residents and visitors depend upon a reliable transportation system in order to access recreation, shopping, services, and places of employment. As the population and visitation grow in the future, it will be important to continue to provide safe and efficient transportation systems. These transportation systems should at a minimum be maintained at the current level of service. Having an efficient transportation system is critical in order for the Region to remain competitive with other communities that rely heavily on tourism.
Lack of access to capital for local businesses
The lack of access to capital for local businesses was mentioned over and over in stakeholder input meetings as a major hindrance to economic development in the region. This lack of access to capital is preventing new businesses to get started, and existing businesses from becoming stronger financially which would allow them to grow and begin hiring again.
Jackson County: isolation, loss of rail, loss of coal and timber industries, loss of population
Jackson County has been economically depressed for several years, due to its isolation, limited transportation systems due to its loss of rail rights of way in the 1980's, and loss of the coal mining and timber industry. Jackson County has a small, sparse population base that lacks the financial wherewithal to support further development of public infrastructure. The county has lost its bulk commodities industries including coal and timber.
Underemployment and Seasonal Workers
The term underemployment refers to a situation in which someone with excellent job qualifications is working in a position which requires lesser qualifications. This is prevalent in Region 12, where a highly educated workforce is being paid very low wages due to the large percentage of service level jobs. Underemployment is an issue in the region also because of its seasonal nature, because not only is it easier to hire part-time workers, but it is easier on employers to let part-time workers go at the end of the busy season. Underemployment has negative repercussions for the economy and the health of the business community because by not allowing people to work to their full potential, it can generate worker frustration, leading to dissatisfaction with a job or employer. This also creates a challenge for businesses in the high costs associated with unemployment claims/benefits. It can create challenges for the seasonal workforce as well as some have no access to employment benefits and have the potential to be laid-off much easier than an employee who works full time year round. The creation of more year-round, full time jobs that better-utilize the highly skilled, educated population that Region 12 attracts is a strategy that this CEDS seeks to address.
NWCCOG CEDS - Page VI_4 Ability to Adequately Serve Immigrant Populations
Region 12 is very diverse, and has attracted immigrant families, particularly from Latin America, Eastern Europe and West Africa. Many of these immigrants were attracted to the area due to the large amount of seasonal service level jobs. These populations are often willing to work for the lower wages offered by these service sector jobs. The challenge is that immigrant workers find it nearly impossible to reside anywhere near the communities where they work due to the extremely high cost of housing. Other challenges exist due to the fact that many immigrant groups prefer to sustain their own culture, language, and identity, and the potential is there for these groups to feel isolated, and not fully integrated into the community. Although there are some organizations serving these populations, the region needs to ensure that there are adequate services to serve this population in terms of offering English as a second language programs, early childhood education programs to help non-English speakers integrate successfully with the public school system, and workforce training programs.
C. Opportunities
Retirees / Baby Boomers – the active, livable communities in Region 12 have an abundance of natural and man-made amenities that make them attractive to retirees and baby boomers, and this population segment is growing at a rapid rate in Region 12.
Entrepreneurism - The region should embrace the entrepreneurial spirit by promoting new enterprises where ideas advance into new products and new businesses. State-of-the-art communication, transportation and educational systems will be required, and the Region should work to maintain a regulatory and tax environment that encourages the kind of creativity and risk taking that entrepreneurship requires. All industries in the Region will benefit from the economic enthusiasm, diversification, infrastructure and support the new knowledge-based economy will bring. Renewable Energy – there is an opportunity to develop industries that can utilize the millions of acres of dead lodgepole pine trees as a result of the pine beetle epidemic
Tourism- Tourism will continue to be a strong base in Region 12. The abundant amenities and beautiful natural setting will continue to make Region 12 a desirable place to visit and vacation. The region has an opportunity to continue to protect and enhance those amenities and to bolster tourism by adding more.
Main Street / Downtown projects
Vibrant, pedestrian friendly downtowns are a key to economic development in a region. There are many area s in the region are ripe for development and redevelopment. This presents an economic development opportunity to the region as vibrant downtowns serve to bolster economic activity. NWCCOG should pursue opportunities such as working with organizations like Downtown Colorado that focus on small communities on downtown revitalization programs. Partnerships with these types of organizations could provide resources for economic development technical assistance which could result in bettering communities by providing assistance to Region 12 downtowns, commercial districts and town centers.
NWCCOG CEDS - Page VI_5 Education – The Region has an opportunity to expand its educational offerings to respond to the shift in the economy towards knowledge-based, innovative industries. There is an opportunity in the Region in that the educational infrastructure is in place, and is seeking to expand. For example, Colorado Mountain College has obtained initial approval to offer four-year bachelor degrees in business and sustainability. This will provide a key opportunity to the Region in that several industries are realizing high levels of job loss: the construction industry, real estate industry, and retail sales. This will provide an opportunity for these unemployed workers to get retrained in another field.
Healthcare – with the 65+ population segment growing, and the attractiveness of Region 12 to this segment, there is an opportunity in the healthcare industry to provide needed services to an older population. A PACE Program – Program for All Inclusive for the Elderly - may be an opportunity.
Trends in Region 12 that make healthcare a viable economic opportunity: In addition to the growth expected older adulthood is changing in the region. • The number of older adults is increasing rapidly, and those turning 60 are living longer than ever before. • Four of the five counties in Region XII [Eagle, Grand, Jackson, Summit] are among seven counties that share the nation’s longest average life expectancy 81.3 years [source: Harvard School of Public Health; Sept. 2006]. • The number of older ‘old’ people is increasing rapidly – the group most in need of long- term support. • Baby Boomers: The aging of America is creating new challenges and opportunities for our nation’s system of care for older adults. Colorado, and in particular Region 12, has never had many older people. The persons that moved in during the 1970s are finally starting to hit 60. “Aging in place” and the older ‘old’ are new issues to Colorado and Region 12. • Second Homeownership: An analysis of population projections developed by the Colorado State Demography office show another cause for the surge in the number of seniors in Region 12. Many second homes in Region 12 are owned by baby boomers. The ski counties may see an influx of seniors as some move here for retirement, others convert their second homes to permanent residences, and the current primary residents age in place. • Eagle County is working with a provider of a Continuing Care Retirement Community to explore the feasibility of placing a facility in the county.
D. Threats
Dependence on One Industry: Tourism – Non-Diversified Economy - Global recession – this has greatly reduced the discretionary income of potential travelers across the world, thus having a huge impact on tourism. Region 12 has been extremely hard-hit by the downturn in the economy. The lack of discretionary income nationwide, as well as internationally, has resulted in drastic reductions in the amount of visitors to the area, and thus drastic reductions in sales tax revenue. These economic times have made it increasingly clear that this region needs to develop economic diversification away from tourism. Also hard hit due to the reduced tourism is the reduction in the construction industry.
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Pine Beetle Epidemic (M. Retzlaff Paper)– Since 1995, Northwest Colorado has experienced the most severe infestation of bark beetles in its history. More than 2 million acres had been affected by the beetles, killing entire landscapes of lodgepole pine. Region 12 mountain communities rely solidly upon these landscapes for their economic vitality. With nearly all lodgepole pine stands either dead or dying and an increased risk of large-scale wildfire, there is a significant risk to economic values in the region. Over 70% of those forests are owned by the Federal Government and are managed by the USDA Forest Service, BLM, US Fish and Wildlife Service, and National Park Service. Government regulations make it very difficult to mitigate this epidemic due to the fact that the lands are not owned locally.
All the towns in Region 12 derive their primary source of drinking water from creeks flowing through the dead and dying forests. 7,000 acres in Grand and Summit County need treatment to protect Denver Water’s supply system. 2,000 miles of roadways, many that would be utilized in evacuation scenarios, are in jeopardy due to dead standing trees in the right of way. 1,500 miles of recreational trails on three national forests are in jeopardy of closure due to trees being toppled by the wind in dead lodgepole pine forests in which they are located. 21,455 of national forest developed recreation sites, not including ski areas, are in jeopardy of closure due to falling tree hazards. 52 emergency communication sites are in jeopardy. 633 miles of electric transmission lines are in jeopardy of falling trees and are not survivable in a wildfire. Major electrical transmission lines feeding the Western Grid, serving the entire West, run directly through the heart of these dying and dead forests.
Water is supplied to the major Western metropolitan areas of the Denver Front Range, Las Vegas, Phoenix, and Southern California from the Colorado River in which Grand County serves as the source (Grand Lake) and which rises and flows through the dead and dying forest. Further, dead forests across Region 12 as a result of the pine beetle epidemic have changed the beautiful green landscapes which affect the natural beauty of the region therefore severely threatening the region’s economy mainstay: tourism.
Lack of Affordable Housing - Today, it is estimated that a third of Aspen area employees live in government-supported affordable housing, 55 percent commute via Highway 82, and only about 13 percent of total employees actually live in local free market housing. ERA believes this latter percentage will continue to decline, and given anticipated significant workforce competition from the oil and gas fields, and the run-up in housing prices in Basalt, Carbondale, and other communities to the west, and a steady increase in the number of retirees living in Aspen area affordable housing, the local labor shortage will likely intensify.
I-70 Congestion and Lack of Funding for Transportation
The Interstate 70 Mountain Corridor, from Denver to Grand Junction, is not meeting the transportation needs of both the Region and the State as w whole. For Region 12 residents, visitors and businesses, I- 70 is a gateway to recreation, to commerce and to everyday necessities. But this stretch of highway has become so overburdened that it can't support these demands today, and it's only going to get worse in the future. Colorado's I-70 Mountain Corridor is like a clogged artery leading right to the heart of Colorado. A transportation infrastructure through the northern and central mountain communities that is efficient, safe and environmentally sound, for this and future generations is badly needed. Solutions have been proposed, but there is a substantial lack of funding to carry any of these solutions out.
NWCCOG CEDS - Page VI_7 Decline in Property Values
Projections indicate counties in Region 12 will face 20-30% reductions in property values beginning in 2012. This will result in huge reductions in property tax revenues, which fund vital community services.
Lack of Access to Capital for Businesses
Region 12’s economy is dependent upon the success of its small businesses. In Region 12, small businesses (those with fewer than 10 employees) provide jobs for 80% of its workforce. Small businesses, likewise, are dependent upon access to capital for start-up and expansion. Access to capital for small businesses disappeared at the beginning of the recession. Small businesses, especially in rural areas such as Region 12, are struggling. Many people are still out of jobs and opportunities for small businesses to access capital continue to dwindle. Without this access to capital, small businesses are less willingness to expand, hire new workers, invest in capital assets in their businesses, and are avers to borrowing money, at least in the near term. Thus, this lack of access to capital presents a major threat to small businesses, the backbone of Region 12’s economy, because it threatens their ability to retain a quality work force and remain competitive in the global economy. Further, the lack of access to capital may stifle the progress of successful entrepreneurs and potential entrepreneurs because these grow out of an ecosystem that connects idea generators, entrepreneurs, investors, mentors, and business experts with one another. Local civic, business, and education leaders often play a leading role in creating these ecosystems. This all takes capital to make it all happen, and it is vital to the economic recovery in this region because small businesses make crucial contributions to the economy through innovations and the creation of jobs, enterprises, and entire new industries, and will be the key in the economic recovery of Region 12.
Lack of Funding for Education
The Governor of Colorado is proposing a $332 million net reduction next year in total spending for public schools, which is the largest ever cut to districts in dollar terms. These funding cuts, coupled with the increasing costs of K-12 education, are a serious threat to school districts in Region 12. Region 12 schools, as are all school districts in Colorado, are already in a threatened position as evidenced by the following: Out of 50 states in the U.S. : Colorado ranks 42nd in per pupil funding adjusted for regional cost differences; 40th in median student-teacher ratio in primary level schools; 41st in technology in our schools; 50th in teacher salaries as a percent of pay in comparable professions; 48th in funding for higher education per full-time student; 48th in state and local support for higher-ed per capita. (source: Great Education Colorado – www.greateducation.org). This threat to education is a serious threat to economic development in this region in that education is such a key component.
Prevalence of Second Homes: Potential threat to the region’s vitality, health, and sustainability - Due to the attractiveness of the region to baby boomers, etc. there may be a trend towards an increase in more second homes and a decrease in permanently occupied homes in the region. This could be fueled by local residents selling their properties to owners who are in all likelihood going to be a second homeowner, due to existing market conditions and prices. A potential trend in the region could be that with this trend, there would be fewer permanent residents in the region due to outmigration of existing local residents. Such trends could be problematic to the region’s vitality, health and ultimately its sustainability.
NWCCOG CEDS - Page VI_8 Maintaining and enhancing the number of permanent residents in the region is critical to sustaining primarily the “social” and “economic” fabric of the entire region. Local residents make this region function, are responsible for many of our entrepreneurial businesses in the region, and meet many of the local employment demands or needs. Local residents contribute significantly to the identity of the region and make the region a more meaningful place to live. Perhaps this notion is best embodied by the quote often heard, “it takes real people to make a real community”. It is these real people residing in the community that volunteer at community events and serve on local boards or advisory committees. Inversely, one can look to other resort communities, similar to Region 12, to better understand some of the negative social and economic consequences that result from having significantly more second homes than permanently occupied homes. One social consequence of significant second home ownership being “dark neighborhoods”, as second home residences often remain vacant for extended periods of time or serve as retreats for a couple weeks a year for owners, extended family, friends or renters. Examples of some of the possible economic consequences of significant second home ownership to the community include: difficultly in retaining employees, not enough employees to fill needed jobs to service the community, and increased traffic congestion from large number of in- commuters. Therefore, in the spirit of community social and economic sustainability or vitality, the region should strive to maintain, as well as increase, its permanent resident population base.
Climate Change (source: High Country Conservation Center, www.highcountryconservation.org)
Although climate change is a global phenomenon, with profound effects and implications for people and natural systems everywhere, Region 12 is uniquely dependent upon its climate to sustain both its economy and population. Summer and winter outdoor recreation, resort communities, agriculture and ranching, wildlife habitats and forest health are all critically dependent upon the interplay of temperature, precipitation, evaporation, snowmelt and runoff.
As temperatures continue to increase over time, these other climate variables will be affected in many important ways. Clearly the length of the snow season will contract, the depth of mountain snowpack will diminish, and the snowmelt will advance earlier into springtime. In turn, the peak river flow may diminish somewhat and occur earlier in the season. Warmer temperatures will also increase evaporation from streams and reservoirs and lower the oxygen content of streams.
These climatic changes will have important impacts and will require various adaptations for Region 12’s economy and populations. Outdoor recreation, including the length of the winter resort season; fishing conditions in rivers, lakes and reservoirs; and river rafting and boating will face significant changes. Agricultural production will be affected by warmer temperatures, increased evaporation of soil moisture and changing water flows for irrigation. Projected decreases in runoff will complicate water supply distributions for the Colorado and other rivers; and decreases in runoff coupled with increased evaporation will affect water supplies from reservoirs.
NWCCOG CEDS - Page VI_9 E. Consistency with the State of Colorado Economic Development Strategy
Governor John Hickenlooper took office on January 11, 2011 and immediately directed the Office of Economic Development and International Trade (OEDIT) to undertake a Statewide Bottom Up Economic Development Initiative. Governor Hickenlooper understands that the number one priority of the residents of the State of Colorado is to rebuild the economy and create jobs. To do this, the Governor’s Office and the Colorado Office of Economic Development & International Trade undertook an effort to engage Coloradoans in a statewide conversation about Economic Development. Governor Hickenlooper asked residents across the State, county by county, to share their stories, challenges, and strengths by developing a strategic economic development plan for their county. These county plans were then rolled up into 14 regional economic development plans, which collectively were rolled up into a statewide economic development plan – “The Colorado Blueprint”.
NWCCOG was actively involved in this process from the beginning, as it coincided with the CEDS planning process. It very much parallels what we accomplished with the development of this CEDS in that both processes’, and resulting strategic planning documents’ (i.e. both the Colorado Blueprint and the NWCCOG CEDS) aim to retain and create jobs for Colorado residents, identify innovative economic development ideas for implementation, result in engaged and on-going conversations with business and industry, and create a more competitive region.
Throughout the statewide imitative, NWCCOG assisted the OEDIT with meeting coordination and facilitation throughout the 5 county NWCCOG region. We used the input received and county assessment survey results as additional stakeholder input as an addition to the input we already received during the CEDS stakeholder input meetings held in October 2010. Further, we analyzed the input from the Governor’s initiative meetings to ensure that the main broad goals and themes that emerge are consistent with the nine goals we developed from the CEDS planning process. Now that the statewide strategy is completed, it is clear that Region 12’s main goals are consistent with the State’s goals. To Illustrate:
NWCCOG CEDS Goals: Colorado Blue Print Focus Areas:
1. Support and Strengthen Existing Businesses 1. Create a Business Friendly Environment
2. Attract New Businesses/Industries to Create 2. Recruit, Grow and Retain Businesses Vibrant, Resilient Economies
3. Focus on Projects that Bolster Tourism 3. Increase Access to Capital
4. Protect the Natural Environment 4. Create and Market a Stronger Colorado Brand
5. Focus on supporting investment in core 5. Educate and Train the Workforce of the Future infrastructure and community resources improvements that will help expand local economies 6. Energy: Focus on existing and renewable 6. Cultivate Innovation and Technology energy resources to include development of
NWCCOG CEDS - Page VI_10 additional energy sources; assist with identification of funding.
7. Create Sustainable Main Street / Downtown Projects
8. Workforce Development: create and/or expand workforce development / training / educational opportunities to focus on training and education programs across all economic sectors 9. NWCCOG Economic Development District (EDD) to be point of contact for economic development activities: technical assistance, information, data, capacity building, etc.
NWCCOG CEDS - Page VI_11 F. Regional Economic Clusters
The Location Quotient Calculator is a tool developed by the Bureau of Labor Statistics that presents information about private sector employment data, by industry, as measured by the Quarterly Census of Employment and Wages (QCEW) program. Location quotient data provides information on relative employment levels in a region as compared nationally. LQs are calculated by first, dividing regional industry employment by the all industry total of local employment. Second, national industry employment is divided by the all industry total for the region. Finally, the regional ratio is divided by the national ratio.
If an LQ is equal to 1, then the industry has the same share of its area employment as it does in the reference area (i.e. the U.S.) An LQ greater than 1 indicates an industry with a greater share of the local area employment than is the case in the U.S.
The data provided below in Table VI 1 shows the following: for number of establishments, the following have LQ’s above 1, and therefore have a larger share of the region’s total number of establishments than it does for the nation as a whole: Arts, Entertainment, Recreation & Visitor Industries (2.05); Forest & Wood Products (1.91); Business & Financial Services (1.18); Mining (1.13); Printing and Publishing (1.08); Energy (Fossil & Renewable) (1.03).
For employment, the following have LQ’s above 1, and therefore have a larger share of the region’s total employment than it does for the nation as a whole: Arts, Entertainment, Recreation & Visitor Industries (3.75).
For annual wages, the following have LQ’s above 1, and therefore have a larger share of the region’s total share of annual wages than it does for the nation as a whole: Arts, Entertainment, Recreation & Visitor Industries (3.96).
Region 12 Industry and Employment Clusters (Table VI 1) source: www.statsamerica.org/innovations
QCEW Cluster - Industry Cluster QCEW Cluster - Industry Cluster QCEW Cluster - Industry Cluster Description Establishments Establishment LQ Employment Employment LQ Wages Annual Wages LQ Total All Industries 8,690 1 69,410 1 $2,592,375,783 1 Agribusiness, Food Processing & Technology 63 0.45 281 0.17 $8,899,923 0.18 Manufacturing Supercluster 24 0.18 24 0.01 $1,227,911 0.01 Glass & Ceramics 8 0.39 0 0 $0 0 Transportation Equipment Mfg N/A N/A N/A N/A N/A N/A Computer & Electronic Product Mfg 1 0.06 0 0 $0 0 Education & Knowledge Creation 101 0.53 510 0.07 $20,295,968 0.08 Advanced Materials 25 0.18 12 0.01 $1,537,692 0.01 Chemicals & Chemical Based Products 17 0.26 0 0 $0 0 Printing & Publishing 204 1.08 449 0.36 $20,617,768 0.32 Business & Financial Services 1,572 1.18 4,937 0.82 $257,916,084 0.65 Primary Metal Mfg N/A N/A N/A N/A N/A N/A
Electrical Eqpt., Appliance & Component Mfg 3 0.42 0 0 $0 0 Forest & Wood Products 341 1.91 839 0.75 $37,372,372 0.94 Information Technology & Telecom 365 0.87 672 0.21 $42,003,709 0.2 Energy (Fossil & Renewable) 592 1.03 1,251 0.31 $51,400,502 0.23 Mining 13 1.13 23 0.23 $1,072,802 0.23 Fabricated Metal Product Mfg 20 0.35 24 0.03 $1,227,911 0.05 Machinery Mfg N/A N/A N/A N/A N/A N/A Apparel & Textiles 74 0.96 58 0.11 $2,653,773 0.15 Transportation & Logistics 138 0.71 560 0.28 $22,756,202 0.31 Biomedical/Biotechnical (Life Sciences) 210 0.95 1,309 0.52 $85,257,531 0.78 Defense & Security 194 0.65 534 0.15 $29,334,461 0.16 Arts, Entertment, Recreation & Vistor Indstrs 524 2.05 10,336 3.75 $303,243,223 3.96
NWCCOG CEDS - Page VI_12 Industry Cluster Analysis
Regional Innovation Clusters (RICs) are a proven way to create jobs and grow the economy. They are geographic concentrations of firms and industries that do business with each other and have common needs for talent, technology, and infrastructure. RICs are a geographically-bounded, active network of similar, synergistic or complementary organizations which leverage their region’s unique competitive strengths to create jobs and broader prosperity.
They create a transition path from unemployment or underemployment to high-skill jobs. On average, jobs within clusters pay higher wages. Regional industries based on inherent place-based advantages are less susceptible to off-shoring, and create many new job opportunities for American workers. They connect disenfranchised communities to new career and educational opportunities. They stabilize communities by re-purposing idle manufacturing assets, engaging underutilized human capital, and contributing to improvements in the quality of life.
Five Key Components to Consider When Defining Unique Regional Assets
• Economic Base: What you make, including your existing & prospective industry clusters • Talent: What you do: your workforce skills & human capital base • Entrepreneurship: Your capacity to create companies wholly new or from existing firms • Innovation & Ideas: Your capacity to innovate and generate new ideas • Location, Infrastructure, Amenities, Factor Costs, Natural Resources: The basic conditions defining the economic milieu of the region This is a new framework for economic development, and investing in RICs is critical to our nation's future economic competitiveness. Whether the investment comes from the federal or state government, or the private sector, or-ideally-all of the above, those dollars would be best put to use if they serve a well-developed regional strategy that leverages core regional strengths.
Economic growth is closely related to education/workforce, energy, climate change, environmental, natural resource and geopolitical issues -
Education Policy: identifying skill shortages and training needs for re-skilling or up-skilling and investing in skill development programs.
Evidence of RIC Results: • Higher wages for employees • Increased numbers of business spin-offs • Labor less likely to be outsourced • Increase Regional prosperity
NWCCOG CEDS - Page VI_13 Regional Industry Clusters (RIC) – Potential Opportunities for Region 12:
Tourism – This is an already well-established industry cluster in Region 12, however efforts should be made to strengthen this cluster as it is the mainstay of the region’s economy. Tourists and the dollars they spend in a community can bolster area tax receipts, bring business to local stores, attractions, and restaurants, and lead to the development of amenities that benefit existing residents’ quality of life as well. Making a locality attractive for tourists has the corresponding effect of augmenting the area’s appeal for relocating businesses and workers. After all, every visitor to an area is also a potential resident, business owner, or marketing tool advertising the community’s strengths to friends, relatives, and co-workers.
Region 12 has many amenities, both natural and man-made, that make it an attractive place for tourists. The regional action plan in this CEDS addresses the need to focus on programs that continue to bolster tourism assets, as well as protect the natural environment, which is this region’s most valuable tourism asset. Examples of potential projects to focus on and seeking funding for include:
• Protect and enhance unique or interesting natural amenities; create and enhance man-made amenities, recreational features, and facilities that enhance the visitor experience. . • Enhance existing/create new amenities that create an attractive quality of life. • Develop and enhance existing quality hotel, restaurant, entertainment, cultural, and recreational facilities. • Develop programs and facilities that foster an available, customer-oriented labor force. • Develop Worker training programs in specialty areas.
Tourism, not unlike health care, should be thought of as an export sector because it attracts people, and their money, to a region. The money tourists spend often stays in the local economy and can help support many of an area’s service-oriented businesses. Locations that are successful tourist destinations can also serve as marketing tools towards other prospective businesses. Because businesses looking to relocate or expand are progressively more concerned about quality of life factors, such as recreational and cultural activities, an area that is a popular tourist destination will innately sell itself as a location where people want to be.
While this is a large cluster with regard to employment, it is a relatively low-paying sector, because many jobs are service-oriented and are part-time positions. Regardless of the reasons, low wages indicate that this is a sector in which its immediate benefits to the Region will not be revealed in the number of jobs created. By potentially drawing frustrated jobseekers back into the labor force, these positions increase local incomes, ease the burden on social service agencies and give formerly displaced workers a much-needed boost of confidence and self-esteem. These jobs also provide reliable summer work for local teenagers, hold the potential to support an area’s immigrant and bilingual communities, and can often serve as entry points for future advancement in tourism-related companies.
Tourism and recreation will continue to be the driving force behind this region’s economy. This industry cluster is well-established in Region 12, and should continue to remain one of the priorities in terms of investment and workforce development. The most valuable, unique regional asset that attracts so many visitors, both nationally and internationally, to this region is the natural environment. Thus, protecting the environment should remain a high priority. One strategy to strengthen the tourism cluster is to capitalize on the concentration of tourism-related businesses and facilities in the region to create
NWCCOG CEDS - Page VI_14 synergy. This region has a competitive strength in attracting visitors given its abundance of public lands and the recreational opportunities these lands as well as other natural amenities such as rivers, lakes, trails, etc. offer. How to create jobs and broader prosperity in this cluster? How investment in this cluster will connect disenfranchised communities to new career and educational opportunities? Some strategies identified within this cluster include coordinating marketing efforts among counties to target new international as well as national markets to attract shoulder and summer events, etc. Also identified: funding of both private and public recreation facilities including performance venues, community infrastructure improvements, sports facilities, outdoor recreation facilities, etc.
Renewable Energy
Renewable energy has emerged as one of the most topical subjects in investment strategies. This may be a potential RIC opportunity for Region 12, given the potential for renewable energy production from woody biomass resulting from millions of acres of dead trees due to the pine beetle epidemic.
Rapid changes in social, technological and market factors have all converged to create an attractive investment opportunity that can change the way the world is powered. Today, there is a huge demand for clean energy in a smart and efficient new way. NWCCOG’s region is in a unique position to capitalize on what is viewed as a huge threat to our economy – i.e. the mountain pine beetle epidemic – and turn it into a potential opportunity in the use of it for biomass for energy. According to a 2009 survey done by the USFS Rocky Mountain Region and the Colorado State Forest Services, there are 1.3 million acres of standing dead trees in the region’s public lands. Much of this wood is not usable for building materials, and also presents a major threat of catastrophic wildfire. The utilization of this dead wood for clean energy, such as in the development of biomass boiler systems, would not only reduce the threat of a catastrophic wildfire, but would also create an alternative energy source that is clean and more affordable, as well as create jobs in the construction of such a facility as well as the operation of the facility once it is built. NWCCOG’s region has the opportunity to use this abundant natural resource, in combination with the latest technologies and most innovative processes, to create clean energy solutions in the region. The opportunity is here now to create jobs, markets for biomass, emerging technologies, and research to utilize this valuable resource before it is lost.
Education
Region 12 has an opportunity to further develop education as a RIC. Specifically, the region is home to Colorado Mountain College (CMC), which has four campuses within the region, as well a virtual campus available on-line. CMC provides liberal arts and sciences degrees, career and technical training, basic and lifelong learning, and custom business training. The investment in the education cluster will lead to the investment/building of human capital and innovation
CMC recently was authorized by the State Board of Education to begin offering 4-year Bachelor degrees in the areas of Business Administration and Sustainability at the Summit County campus this fall. This presents a great opportunity to develop new fields for 4-year degrees such as Green Jobs, Healthcare (in demand due to the growing aging population), and K-12 education. Other potential areas to focus on are development of workforce training in the areas of hospitality management and customer service to support the tourism sector. Offering 4-year degrees may also lead to more on-site residency for students, which would be an economic boon to the region’s economy.
NWCCOG CEDS - Page VI_15 School districts in the region could greatly benefit from exploring the possibility of bringing a STEM program (Science, Technology, Engineering, and Math) to K-12 schools. Investment in a STEM program for K-12 schools in the region would be a boon to workforce skills and the goal for this investment in the human capital base is to create higher-skilled, higher paying, year round jobs in this region.
Health and Wellness / Healthcare
Region 12 is uniquely positioned to create a new premium space in the burgeoning health and wellness markets. This can be a new sector with the potential to replace some of the lost jobs of the recession with new, high-paying jobs. The increase in the 60+ population in the region and the nation, along with the fact that a larger and larger percentage of the national GDP has been pointed to health are two factors which contribute to this opportunity.
For a rural region, NWCCOG’s region has a well-established geographic concentration of healthcare facilities that all have common needs for talent, technology, and infrastructure. Facilities in the region include three Level –III hospitals: Vail Valley Medical Center (Eagle County); Aspen Valley Hospital (Pitkin County); and St. Anthony’s Summit Medical Center (Summit County). The region also is home to the Shaw Cancer Center (Eagle County) and Stedman Hawkins Clinic that is world-renowned for Orthopedics (Eagle and Summit County).
With the aging of the “Baby Boom” in the coming years, many anticipate a strain on the nation’s health care system. However, communities that anticipate and prepare for this demographic phenomenon will be able to generate economic activity based on the increase in demand for medical services; hospital, nursing, and at-home care; as well as the purchase of trillions of dollar’s worth of medications, medical devices, and other health related products.
Targeting health care services as part of an economic development strategy is a coming sea change that (as an idea) is still gaining traction. The health care sector affects the economy in much the same way heavy industry did by bringing money in through third party payments, providing jobs and wages to residents, and providing an opportunity to keep health care dollars circulating within the Region’s economy. Health care is a suitable cluster to develop because the jobs it offers are an excellent avenue to create wealth in a region’s economy.
The health services sector is primed for surging growth both at the national and local levels as seniors increasingly depend on medical products and services. U.S. health care consumption rose from 10.9 percent of national Gross Domestic Product (GDP) in 1988 to more than 14 percent in 2002. Forecasts indicate that figure will reach 17 percent of GDP by the year 2011. (DeVol, Ross C. and Rob Koepp. “America’s Health Care Economy.” Milken Institute, August 2003, p. 2.) It is already a powerful economic sector, representing about 10 percent of the nation’s total employment. The U.S. Bureau of Labor Statistics predicts that employment in health care services will grow by 25.5% from 2000 to 2010, compared to 16.5% growth in jobs overall. Additionally, nine out of the 20 fastest-growing occupations nationwide will be in this category.
Growth opportunities in the health care sector are not limited to health care service providers. The industry ranges from health services, such as health practitioners and hospitals, to drugs and pharmaceuticals, medical instruments and supplies, medical service and health insurance, and research and testing services, where much of the emerging biotechnology sector is recorded.
NWCCOG CEDS - Page VI_16 Healthcare for Seniors and Attraction for Baby Boomers The Nursing and Residential Care Facilities (NAICS 623) sub-sector is also growing rapidly as the notion of “retirement homes” changes to reflect the more active, independent lifestyles of today’s seniors. A new type of professional-care facility called a Continuing Care Retirement Community (CCRM) offers a range of health and social support to older adults at all levels, ranging from healthy, active elders who need some assistance with daily needs to those who require twenty-four-hour nursing and/or memory care. Currently, there is a CCRC being proposed for Eagle County. Services identified to be offered at the Eagle County CCRC include independent living, assisted living, memory care, and skilled nursing.
Building a CCRC in Eagle County will offer many benefits. First and foremost of these is the number of jobs the facility will bring to the area. It is estimated that approximately 60 to 80 people may be needed to construct the facility. Once the facility opens there could be approximately 70 to 90 ongoing jobs available, including positions in nursing, dietary services, activities, maintenance, administration, housekeeping and social services. While older adults in need of long-term care have, in the past, had to leave the area, they could now find services close by at a local CCRC Keeping elders in the community also provides economic benefits as they tend to shop, bank and use other health care providers locally.
Communities that have such facilities and other amenities that attract older populations can bring more retirees, and their dollars, to the area. Health care service jobs also feature higher than average wages. With NWCCOG’s older population already growing, the community has the opportunity to capitalize on this demographic phenomenon to expand its health care services sector.
Seniors: Retirees, Baby Boomers, Second Homeowners that become primary homeowners, longtime residents aging in place
Migrating retirees can be another significant economic asset to communities that are able to attract them. Retirement recruitment can be a boost to local tourism, as retirees are more than likely to visit an area several times before selecting one. According to the American Association of Retirement Communities (AARC), the average retired couple moving to a community has an average annual retirement income of over $30,000, brings with them over $250,000 in total assets, and has an economic impact equaling 3.7 new jobs.
G. Past, Present and Projected Economic Development Investments and Activities in the Region
NWCCOG has been in existence for almost 40 years. During the past 4 decades, it has operated many programs, and has been involved in many projects and activities that aim to further the economic development goals of the region. These include:
Programs of NWCCOG:
Northwest Loan Fund – this is a program of NWCCOG that specializes in financing for startup and young, expanding small businesses that are unable to obtain conventional funding due to the high risk associated with such businesses. The Fund focuses on projects which diversify the economy, create new jobs, and provide lasting community benefits. Funding comes from the U.S. Department of Housing and Urban Development (HUD) through the Community Development Block Grant. It comes to the Loan
NWCCOG CEDS - Page VI_17 Fund via the State of Colorado Office of Economic Development and International Trade. The Northwest Loan Fund has been in existence for over 30 years.
Energy Management Program - The Energy Management Program, also known as Weatherization, weatherizes low and moderate income homes to reduce their fuel consumption and heating costs. Services include insulation, caulking, weather-stripping, and the installation of storm windows, and new energy-efficient furnaces and refrigerators. NWCCOG is a local administering agency under the Weatherization Assistance Program, and is under contract to the Colorado Governor's Office Weatherization Program. Funding for the program comes from the U.S. Department of Energy. Weatherization has helped preserve affordable housing units in the region. By reducing a household's energy consumption and heating costs, these families have more income available to spend within their local communities.
On July 1, 2009, Weatherization's funding was significantly increased due to the American Recovery and Reinvestment Act (ARRA) funds. This has allowed a corresponding production increase. In the entire previous grant cycle (Weatherization uses the State of Colorado fiscal year of July through June) Weatherization worked on 200 homes; this figure was matched the last week of December 2009, when Weatherization recorded their 200th completion since July 1, 2009. This increased production allowed NWCCOG to create approximately 12 jobs in construction-related trades, which are greatly needed due to the economic downturn and resultant decrease in construction activity and loss of jobs in this sector in the region.
Technical Assistance Grants to Members – for many years, NWCCOG has received a technical assistance grant from the Colorado Department of Local Affairs’ Energy and Mineral Impact Assistance Fund. With these funds, NWCCOG developed a mini-grant program whereby it makes grants to member jurisdictions for a variety of community development programs and projects. Some of these projects have included…. The investment of these funds has greatly benefitted the region. This state fiscal year, the EIAF funding was not granted to regions throughout Colorado. This funding has allowed NWCCOG to make cash grants as well as used to provide technical assistance, grant assistance, research and studies, and serve as the regional data affiliate for members. NWCCOG seeks to revive this grant program with other sources of funding in the future as it was such an economic development benefit.
Alpine Area Agency on Aging – The Older Americans Act (OAA) of 1965 established the Administration on Aging (AoA) at the federal level in the U. S. Department of Health and Human Services. The Act is intended to assist older Americans to live independently and with dignity, in their own communities, by removing barriers and providing continual care for vulnerable older adults. AoA awards funds to the State Units on Aging (Division of Aging and Adult Services in Colorado), based on Census Bureau estimates of the number of people age 60 and over. States are divided into Planning and Services Areas (PSAs), so programs can be effectively developed to meet the unique needs of older adults in each area. Colorado allocates funds to 16 Area Agencies on Aging, which, in turn, fund local service providers - an interconnected stream of funds and programs known as the "aging network". Programs authorized under the OAA are intended to serve all persons over the age of 60, especially those with the greatest social or economic need.
The NWCCOG began sponsorship of the Alpine Area Agency on Aging (Alpine AAA) in 1978. The Alpine AAA is the designated regional planning and service agency for senior services in Eagle, Grand, Jackson, Pitkin, and Summit Counties. The Alpine AAA Regional Advisory Council (RAC), mandated by the OAA,
NWCCOG CEDS - Page VI_18 was formed in 1980 and acts as the Alpine AAA's primary advisory and advocacy group. A voluntary group of citizens, the RAC represents all counties within the NWCCOG region. Agencies, service providers, and individuals with expertise in aging interests are recruited as "Optimal Representatives" to the RAC. The RAC meets six times a year. Meetings are open to the public. Funding to the Alpine AAA and program objectives is based on the State Fiscal Year (July - June).
NWCCOG Foundation – The NWCCOG Foundation is a 501(c) (3) organization created to facilitate multi- jurisdictional projects, allowing local governments to work with non-profits and community members. Projects administered through the NWCCOG Foundation benefit several communities simultaneously, and allow for all the funds raised to be applied directly to the designated project. The mission of the NWCCOG Foundation is to provide a financial mechanism for NWCCOG member jurisdictions to work collaboratively with not-for-profit organizations, citizen-based groups, and individuals on projects of regional interest and benefit.
Regional Initiatives – NWCCOG responds to the needs of the region as they arise. Consequently, NWCCOG was the impetus for the following organizations and initiatives to get started: I70 Coalition in response to the challenges of I-70 through the region, the Colorado Bark Beetle Cooperative in response to the mountain pine beetle epidemic, and Seniors in Our Mountain Communities, an initiative in response to the growing senior population in the region.
Data/research/grants assistance – NWCCOG serves as a clearinghouse for data, demographics, studies and research for the region. NWCCOG also provides assistance researching sources of funding and writing grant proposals. NWCCOG would like to expand its capacity in this area through designation as an Economic Development District.
Projected Investments in the Region:
The following is a summary of some projected economic development investments in the region:
Regional – Broadband Summit to be first project of NWCCOG EDD; Possible 2022 Winter Olympics Bid– events to be held in the mountains and ski resorts of Region 12; US Pro Cycling Championship, an international cycling race broadcast to over 100 counties, will return in 2012 – this international bike race traveled through all five NWCCOG counties in the region, and specifically traveled through the towns of Avon, Vail, Kremmling, Aspen, Silverthorne, Dillon, and Breckenridge.
Eagle and Summit County – Vail Resorts is planning on investing $128 million in upgrades to its ski resorts in Eagle and Summit Counties to include a new high speed lift at Beaver Creek (Eagle County), and new restaurant in Vail (Eagle County).
Eagle County – Continuing Care Retirement Community; possible biomass facility in Gypsum; Town of Vail plans to build a new conference center; improvements to Ford Amphitheater planned; Colorado Mountain College Edwards Campus is planning a 33,000 expansion;
Grand County – Middle Park Medical Center proposed in Granby.
NWCCOG CEDS - Page VI_19 Pitkin County – Aspen Airport to gain non-stop service from American Airlines to 2 major cities; Roaring Fork Transit Authority to implement Bus Rapid Transit System in 2013 – long term would like to develop a link to ECO Transit in Eagle County; Town of Basalt to get Whole Foods.
Summit County – Colorado Mountain College to offer 4 year degrees; Vail Resorts to make investments for upgrades to Keystone and Breckenridge Ski Areas; Town of Silverthorne to get Lowes Home Improvement Store.
NWCCOG CEDS - Page VI_20 VII. REGIONAL GOALS AND OBJECTIVES
A. Summary: Economic Development Elements from Key Planning Documents in the Region
NWCCOG recognizes the amount of research and local input that goes into key planning documents of each municipality and county in Region 12. These key documents include countywide comprehensive plans, master plans, community plans, downtown revitalization plans, and economic development plans. NWCCOG staff reviewed these key documents and pulled out elements that related to economic development goals and objectives in each community. This summary served as a basis for developing goals and strategies that make up the Regional Action Plan contained in this CEDS (Appendix D). The broad elements that were gleaned from the key planning documents include the following:
VISION - Common Threads:
• Vibrant • Balanced • Diversified • Stable • Sustainable • Adaptive • Resilient • Job opportunities • Cross-jurisdictional boundaries • Build Partnerships • Collaborate with our neighbors
GOALS - Common Themes:
• Support small businesses • Support/encourage entrepreneurs – business incubators • Pursue funding: State/federal grants, encourage private sector investment (venture capital) • Workforce/talent development • Strengthen non-resort based recreational tourism (hunting, fishing, wildlife viewing) • Tourism will always remain a main economic driver - Marketing – make the community a desirable place to vacation and live – continue to enhance the attractiveness of the community • Attract business that (a) pay high wages and (b) are year-round • Track/monitor economic trends, data, progress, etc. • Expand retail diversity to reduce sales tax leakage • Develop Economic development infrastructure: Water, Sewer, Power, Telephone, Roads, Air Service, High-speed Internet Access, Seamless mobile telephone capabilities, Parks, Recreational amenities, Educational and training facilities, Affordable housing, Healthcare
NWCCOG CEDS - Page VII_1 Using this summary of goals and objectives as a basis, the CEDS Advisory developed the following vision statement:
The NWCCOG Economic Development District will provide a toolbox of resources which our communities can use to create innovative public/private partnerships, and to assist our communities in maintaining and enhancing infrastructure, balancing the needs of land use, and enabling access to resources to create a strong, vibrant region that supports regional sustainable livability.
B. Summary of Stakeholder Input Meetings
Broad community participation was a key part of the CEDS planning process. This planning process incorporated input from key economic development stakeholders from throughout the region in addition to drawing heavily on existing planning documents already in place throughout the 5-county region. As such, NWCCOG held five Economic Development Stakeholder Input Meetings in October of 2010 - one in each of the five NWCCOG counties. These meetings were attended by local government representatives, economic and business development organizations, the healthcare, education and social services sectors. The meetings were held as follows:
Eagle County: Tuesday, Oct. 12 - 3:00 p.m. – 4:30 p.m. Eagle County Courthouse - Eagle County Room - 500 Broadway, Eagle, CO 81631
Grand County: Tuesday, Oct. 19th - 11:00 a.m. – 12:00 p.m. Grand County Courthouse - 308 Byers Ave. - Hot Sulphur Springs, CO 80451
Jackson County: Friday, October 15th - 1:00 p.m. – 2:30 p.m. Walden Town Hall - 513 Harrison St., Walden, CO 80498
Pitkin County: Wed., Oct. 13th - 10 a.m. – 11:30 a.m. Aspen City Hall - Council Chambers - 130 S. Galena St., Aspen, CO 81611
Summit County: Thurs. Oct. 14 - 10 a.m. – 11:30 a.m. Colorado Mountain College- Breckenridge Campus - 107 Denison Placer Rd., Breckenridge, CO 80424
See Appendix K for a full summary of the input received at the stakeholder input meetings.
C. Survey Results: Prioritization of Potential Activities
Based on (1) the SWOT analysis conducted by the CEDS Advisory Committee; (2) Summary of common goals and objectives from key planning documents in Region 12; and (3) input received at the five county stakeholder input meetings, NWCCOG developed a list of nine economic development goals. We then developed an on-line survey (Appendix L) that was sent to the economic development stakeholders in the region, inviting each to prioritize the list of goals. Based on the survey results, the CEDS Advisory Committee developed the following action plan.
NWCCOG CEDS - Page VII_2 D. Regional Action Plan
The Regional Action Plan will be based on the following eight goals that emerged from the stakeholder input meetings, CEDS Advisory Committee SWOT analysis, and prioritization survey. These goals are in priority order (based on the survey results). Note: The following is a description of several acronyms that are used throughout the regional action plan:
Federal Agencies: EDA – Economic Development Administration DOT – Department of Transportation USDA – Department of Agriculture USDARD – Department of Agriculture Rural Development HUD – Department of Housing and Urban Development CDBG – Community Development Block Grant SBA – Small Business Administration DHHS – Department of Health & Human Services USFS – US Forest Service FAA – Federal Aviation Administration FHA – Federal Highway Administration
State Agencies: OEDIT – Office of Economic Development & International Trade CTO – Colorado Tourism Office CDLE – Colorado Department of Labor & Employment DOLA – Department of Local Affairs SDO – State Demography Office DORA – Department of Regulatory Agencies DOR – Department of Revenue GEO – Governor’s Energy Office GOIT – Governor’s Office for Information Technology CDOT – Colorado Department of Transportation DNR – Department of Natural Resources DOE – Department of Education GOCO – Great Outdoors Colorado CSFS – Colorado State Forest Service CEF – Colorado Enterprise Fund
Local Agencies: NWCCOG EDD – NWCCOG Economic Development Administration NLF – NWCCOG Northwest Loan Fund NFBLF – NWCCOG Forest Business Loan Fund CMC – Colorado Mountain College LEDO – Local Economic Development Organizations (chambers, marketing boards, business associations, etc.)
Other: IEDC – International Economic Development Council
NWCCOG CEDS - Page VII_3 NADO – National Association of Development Organizations EDCC – Economic Development Council of Colorado
CEDS Goal #1: Support and Strengthen Existing Businesses
Strategy 1A: Align Businesses and Communities with Access to Capital
Actions: • Recapitalize, promote and maintain the NWCCOG business loan fund • Implement new sources of capital, i.e., EDA revolving loan fund program • Assist communities seeking grant funding, both federal and private, for small business financing projects • Seek funds for historic preservation and heritage alliance projects • Develop and distribute a regional capital infrastructure directory
Priority: (high, medium, low) High
Possible Funding Sources: NLF via CBDG, EDA, USDARD, CEF, Accion CO, private sector lending institutions
Lead Agency: NWCCOG EDD
Primary Partners: NLF, Northwest Forest Business Loan Fund, EDA, USDA, HUD, Office of Economic Development, venture capital firms, local banks, Colorado Enterprise Fund, Accion CO, Colorado Mountain College
Needed Resources: Staffing of coordination, collaboration, grant-writing and funding efforts
Barriers or Issues: Stringent lending policies as a result of global recession, bureaucratic requirement differences between partners, authorization of funding to federal resources
Expected Outcomes: Increase in # of businesses awarded loans; increased # of businesses enabled to stay in business; increased knowledge by regional businesses of accessible funding resources; increased # of jobs in existing and new businesses
Timeline (over 5-year period): 1 – 2 years
Strategy 1B: Business Expansion and Retention: Develop Programs that Help Keep Small Businesses in Business; Develop programs which assist businesses to grow and expand from within
Actions: • Develop a formal economic gardening project fostering local business retention and support and technical assistance for existing businesses • Assist in developing workforce and affordable workforce housing • Support local workforce training efforts and engage local higher educational institutions
NWCCOG CEDS - Page VII_4 • Explore all incentive options with LEDOs
Priority: (high, medium, low) High
Possible Funding Sources: HUD, USDA, OEDIT, CMC, EDA, LEDOs, CTO, GEO,
Lead Agency: NWCCOG EDD
Primary Partners: CMC, EDA, Downtown Colorado, Inc., SBA, OEDIT, GOIT, LEDOs, industry associations, CO Business Development Representative
Needed Resources: Funding, Program Development, Partnership development, current affordable housing accessibility assessment
Barriers or Issues: Time for small businesses to participate; training
Expected Outcomes: Less churning of small businesses; more new jobs created by existing businesses, increased sales tax revenue, trained/skilled workforce, affordable housing projects implemented, expansion of existing businesses
Timeline (over 5-year period): 1-3 years
Strategy 1C: Help Create More Business-Friendly Communities
Actions: • Streamline regulations and permitting such that communities in the region are more business- friendly and allow for shortening the time needed to get things done; reduce bureaucracy; create a level playing field for all businesses. • Advocate for amendments to current tax structure to make it more equitable for businesses such that the tax structure does not overburden businesses – e.g. encourage and support current efforts to review and revise TABOR, Amendment 23 and Gallagher amendments at the state level. • Balance regulatory requirements with economic development - help create a fair, accessible and predictable regulatory compliance environment with cohesiveness within agencies and between state and federal levels so that new industries do not have so many barriers to development • Review tax provisions and limitations on local businesses and municipalities which hinder business and public services. • Maintain an efficient, timely, predictable and customer-focused development review process. • To the greatest extent possible, encourage regulatory consistency between governmental jurisdictions in order to encourage new business development. Support efforts to streamline governmental permitting processes. • Consolidate governmental services wherever possible in order to lessen the tax burden of new and existing businesses. • Advocate for inter and intra-agency accountability • Expand affordable access to high-speed broadband and cellular technology
NWCCOG CEDS - Page VII_5 Priority: (high, medium, low) Medium
Possible Funding Sources: Needed: Personal one on one communication between EDD board members and state and federal legislators
Lead Agency: NWCCOG EDD
Primary Partners: Business owners, town and county governments; Colorado and Federal Delegation; DORA; Governor’s Legislative Counsel
Needed Resources: Staff to assess, monitor, coordinate between local elected and state agencies
Barriers or Issues: Bureaucracy of state and federal government; duplication of efforts dilutes available funding resources; lack of willingness to self- examine
Expected Outcomes: Less stringent government regulations, increased local government revenue, expanded businesses, entry of new businesses to region and state
Timeline (over 5-year period): 3-5+ years
CEDS Goal #2: Attract New Businesses/Industries to Create Vibrant, Resilient Economies
Strategy 2A: Create programs that encourage and assist entrepreneurism
Actions: • Develop Business Incubators: Encourage the development of public or private incubator facilities where entrepreneurs can grow their businesses and receive specialized assistance during the early phases of their operations. • Develop programs to assist home occupations and "solopreneurs” • Develop training and education programs for entrepreneurs • Develop funding sources for infrastructure that supports entrepreneurs including telecommunications, office space, etc. • Enhance and maintain the amenities of the region that attract entrepreneurs (open spaces, recreational opportunities, cultural faculties, good restaurants, etc.) • Establish entrepreneurial support network to enable businesses to compete with the Front Range
Priority: (high, medium, low) High
Possible Funding Sources: EDA, Association for Independent Consultants, GOCO, Towns and Counties
Lead Agency: NWCCOG EDD
Primary Partners: EDA, LEDOs, CMC
NWCCOG CEDS - Page VII_6 Needed Resources: Information and outreach; funding and coordination; partnerships to cross-pollinate ideas
Barriers or Issues: Finding the partners for the partnerships
Expected Outcomes: More entrepreneurs locating in the region
Timeline (over 5-year period): Year 1
Strategy 2B: Development/expansion of Healthcare / Health and Wellness Industries
Actions: • Expand CMC offerings in the healthcare industry • Develop and host international conferences and meetings on an annual basis built around both the business and policies of health care; Develop medical continuing education program: target advertising in medical publications and web sites; Active recruiting targeting medical continuing education programs by the lodging community; Active sales program to sell conferences to medical industry clients; Alliances and partnerships with medical institutions for developing consumer-based multi-day health based programs • Develop business to consumer activities: personal medical services, spa activities, wellness programs, nutrition programs, spiritual programs, sports performance, high altitude training • Develop business to business activities: medical conferences, medical education, medical product training, medical product sales, medical product manufacturing and testing • Develop a medical education campus that creates a compelling center of gravity with year- round medical education and product sales/training, realizing this would require development of specialized educational, office, lodging and extended residential facilities. • Provide market expansion opportunities for Vail Valley Medical Center to bring new health services to the region.
Priority: (high, medium, low) Medium
Possible Funding Sources: DHHS, EDA, Counties, healthcare sector, CMC, pharmaceutical foundations
Lead Agency: Eagle County
Primary Partners: NWCCOG EDD, EDA, All hospitals and health care providers in the region; CMC, towns and counties
Needed Resources: Research and funding
Barriers or Issues: Coordination and funding, engagement of more rural communities
Expected Outcomes: Development of health and wellness businesses / industry; increased number of above average wage jobs; increased # of medical events/symposiums/conferences
Timeline (over 5-year period): 2-4 years
NWCCOG CEDS - Page VII_7 Strategy 2C: Develop New Industry: Destination Health & Medical Education
Actions: • Create new programs centered around nutrition and wellness that can be extended into existing resort and spa infrastructure • Attract affiliated health businesses such as non-traditional, holistic and spiritual wellness businesses. • Host special events with health and wellness related themes from exercise to healthy eating. • Affiliate with major hospital education program(s) with year round presence. • Provide venues for commercial education by national medical products and pharmaceutical companies who maintain full-time training and product centers.
Priority: (high, medium, low) Medium
Possible Funding Sources: Healthcare industry; pharmaceutical foundations
Primary Partners: NWCCOG EDD, EDA, Healthcare industry; CMC, towns and counties, LEDOs
Lead Agency: Eagle County
Needed Resources: Research and funding; feasibility study
Barriers or Issues: Funding; market development
Expected Outcomes: Development of destination health and medical education in the region; increased # of industry-specific jobs;
Timeline (over 5-year period): 2-4 years
Strategy 2D: Development/expansion of Industries that result from an aging population - retirees, baby boomers
Actions: • Assisted Living Center – would (1) allow older adults to stay in this community and (2) create jobs in this sector • Bring a Continuing Care Retirement Community (CCRC) to this area; will bring entry-level healthcare jobs • Industries/facilities, etc. that will support our aging parents so we can bring them here if necessary • Create new tier of senior care services including assisted living, memory care and skilled nursing
Priority: (high, medium, low) Low
Possible Funding Sources: DHHS
Lead Agency: NWCCOG Alpine Area Agency on Aging
NWCCOG CEDS - Page VII_8 Primary Partners: All providers of Senior Services in the region; County departments of senior services
Needed Resources: Research and funding; feasibility studies
Barriers or Issues: Funding
Expected Outcomes: Development of businesses that cater to the aging population; increased # of industry-specific jobs
Timeline (over 5-year period): 3-5 years
Strategy 2E: Development of renewable energy industry / green energy economy
Actions: • Train the unemployed construction industry workforce in green jobs • Create a Green Business incubator • LEED Certified jobs/industry • Develop programs to encourage energy efficiency in local buildings - this serves two purposes: 1 - lowers energy costs and helps environment and 2 - helps construction industry get back to work • Create Programs that assist businesses with re-tooling to meet renewable energy requirements/benchmarks (training and education, financial) • Explore the creation of renewable energy options from woody biomass from beetle-killed wood
Priority: (high, medium, low) Medium
Possible Funding Sources: GEO, DOE, USDARD
Lead Agency: GEO
Primary Partners: NWCCOG EDD, EDA, USFS, private industry, LEDOs, towns and counties
Needed Resources: Research, funding, coordination
Barriers or Issues: Coordination; USFS regulations
Expected Outcomes: Green jobs incubator; decreased out-migration of construction workers; increased # of re-employed construction industry jobs
Timeline (over 5-year period): 2-4 years
Strategy 2F: Explore a variety of new industries including, but not limited to software, meat packing, timber industry, truck stop in NWCCOG’s Region
Actions: • Explore the development of a truck stop in Jackson County • Explore the development of a meat packing facility in Walden
NWCCOG CEDS - Page VII_9 • Explore the development of new tourism industries including ag-tourism, heritage tourism, think tank tourism and arts tourism • Re-develop timber industry to remove, reuse, create a market for blue-stain pine (i.e. from pine beetle-killed lodgepole pine forests)
Priority: (high, medium, low) Low
Possible Funding Sources: Private industry, NFBLF,
Lead Agency: Counties and their LEDOs
Primary Partners: NWCCOG EDD; EDA; USFS, CSFS, towns and counties, LEDOs
Needed Resources: Feasibility studies; needs assessment
Barriers or Issues: Funding; Environmental impacts
Expected Outcomes: Development of businesses in new industries in the region that are not related to tourism; increased # of jobs outside tourism/recreation
Timeline (over 5-year period): 3-5 years
CEDS Goal #3: Focus on Projects that Bolster Tourism
Strategy 3A: Focus on Adding and Enhancing the Amenities that make this Region attractive to Visitors
• Action: Recreational In stream Channel Diversion (RICD) – there are two of these projects in the planning stages – huge economic component because it invites tourism into the area (an example: kayak park) • Action: Enhance, maintain, improve and capitalize on the many tourism amenities in the region: Rocky Mountain National Park in Grand County (develop a plan whereby the entire region benefits from the 350,000 visitors to the area); Expanded sports fields with better optimized concession and grandstands; Improved mountain bike trailheads and trail signs; enlarged/upgraded performance venues (i.e. community infrastructure improvements)
Strategy 3B: Market the Region to Visitors; Develop a Coordinated Marketing Effort; Maintain, Enhance, Develop new Special Events
Actions: • Brand and promote the region nationally as well as internationally • Seek/ advocate for more special events marketing • Determine what each town’s niche is; stop competing with neighboring communities; explore an agreement by all towns as to what their most appropriate and strategic role is in the region. Jointly sponsor facilitated strategic planning/visioning for the region with elected officials participating. • Encourage State to increase funding for tourism to key markets.
NWCCOG CEDS - Page VII_10 • Continue to work in partnership with chambers, tourism boards, marketing advisory committees, etc. to coordinate advertising and marketing investments by both private and public entities (e.g. go after Latin American markets to broaden international ski destination sales; broaden reach into Front Range markets to attract shoulder and summer events and tournaments); Explore the formation of a regional committee to coordinate with Denver Sports Committee regarding Winter Olympics; coordinate to carryout marketing programs that promote the attractions and cultural amenities of the region; Expand the marketing of special events; seek funding for the development of adequate infrastructure for cultural activities and special events.
Priority: (high, medium, low) High
Possible Funding Sources: Private Foundations, Great Outdoors Colorado (GOCO), EDA, DOLA, CTO, DNR, Colorado State Parks, Rocky Mountain National Park , Towns and Counties
Lead Agency: NWCCOG EDD
Primary Partners: NWCCOG EDD, OEDIT, EDA, Towns and Counties in the region, LEDOs, NWCCOG Foundation, Private businesses, resort industry, CDOT, Colorado Historical Society; organizers of 2015 World Championships in Vail; US Olympic Organizing Committee for 2022 Winter Olympics
Needed Resources: Public and private grant funding; local matching funding from towns and counties
Barriers or Issues: Tendency for neighboring communities to compete for tourist dollars; Front Range territorial ego
Expected Outcomes: Increased number of special events; increased attendance at special events; more tourist amenities; increased number of visitors; increased sales tax revenue; submission of 2022 Winter Olympics bid
Timeline (over 5-year period): 1-2 years
Strategy 3D: Assistance for Tourism-Related Businesses
Actions: • Develop customer service improvement programs: training programs to promote the all-in-one guest experience; • Develop programs that retain the loyal customer base, because there are not many new ski customers (i.e. it is a flat industry, not growing) • Capitalize on / develop access to historic preservation and heritage alliance funds and sites. • Create an inventory of all tourism in the region: think tank tourism, arts tourism, agri-tourism, heritage tourism • Assist Communities to Create Fair, Accessible and Predictable Regulatory Requirements: In particular for tourism related to the use of public lands - hunting, fishing, motorized use, etc. -
NWCCOG CEDS - Page VII_11 balance regulatory requirements with economic development - help create a fair, accessible and predictable regulatory compliance environment with accountability and cohesiveness within agencies and between state and federal levels
Priority: (high, medium, low) Medium
Possible Funding Sources: NLF, Local banks, EDA, Colorado Historical Society, resort industry, towns and counties, CTO
Lead Agency: NWCCOG EDD
Primary Partners: Colorado Mountain College, EDA, resort industry training departments, Colorado Historical Society, arts commission’s/boards/groups in the region
Needed Resources: Training programs, funding, non-transient workforce
Barriers or Issues: Funding
Expected Outcomes: Better guest experience from tourist surveys; increased # of visitors, increased sales tax revenue
Timeline (over 5-year period): 2-5 years
Strategy 3E: Create and Enhance Infrastructure that Supports Tourism
Actions: • Support the development of Convention Centers and facilities in communities that desire to support such venues. • Support the development and/or upgrade of infrastructure that improves mobility between tourist attractions. • Identify and assist with obtaining funding for private and public recreation facilities.
Priority: (high, medium, low) High
Possible Funding Sources: CDOT, EDA, private foundations, towns and counties, Great Outdoors Colorado
Lead Agency: NWCCOG EDD
Primary Partners: Towns and counties, LEDOs, CDOT, private foundations
Lead Agency: NWCCOG EDD
Needed Resources: Funding and coordination
Barriers or Issues: Funding availability, especially for transportation
Expected Outcomes: Better guest experience, increased # of visitors, increased sales tax revenue, increased lodging tax revenue, increased number of new businesses opening in the region
NWCCOG CEDS - Page VII_12 Timeline (over 5-year period): 1 – 2 years
CEDS Goal #4: Protect the Natural Environment
Strategy 4A: Support protection of the natural environment, the region’s most basic asset for health, vitality and tourists.
• Create programs that protect and enhance the unique environmental amenities that attract visitors to this region such as: open space, public access to trails, rivers and other waterways, aquatic habitat restoration projects and watershed protection projects, clean air, clean water, forest health, and an overall clean environment, as well as, ample recreational opportunities. • Create programs that support wildlife and wildlife habitat. • Work with local, state, and federal natural resources agencies to coordinate efforts to ensure the protection of resources and enhance recreational opportunities. • Create programs that ensure air and water quality. • Develop innovative, participatory and educational visitor initiatives that involve: heritage tourism projects, agri-tourism, arts and cultural tourism. • Create and enhance local educational programs focused on preservation of natural resources.
Priority: (high, medium, low) High
Possible Funding Sources: GOCO, EDA, Towns and counties, Environmental foundations
Lead Agency: Environmental groups in the region
Primary Partners: LEDO’s, environmental stewardship groups and stakeholders in the region, towns and counties
Needed Resources: Funding, public support
Barriers or Issues: Balance development with environmental / open space protection and reducing use of the forest
Expected Outcomes: Protection of open spaces; clean air, clean water; increased tourists due to preserved beauty of the region
Timeline (over 5-year period): Throughout (1-5 years)
CEDS Goal #4: Focus on supporting investment in core infrastructure and community resources improvements that will help expand local economies
Strategy 4A: Enhance Transportation Systems in the Region because transportation is the connective tissue that links local, regional, and international commerce to this Region.
Actions for I-70: • Monitor progress of AGS Feasibility Study on I-70.
NWCCOG CEDS - Page VII_13 • Continue to advocate for solutions to and funding for I-70 problem; work with CDOT to develop funding sources for Early Action items in PEIS; work with CDOT to reduce closures; seek funding for I-70 improvements • Potential new interchanges: Eagle Airport interchange • Potential interchanges needing to be replaced: Eagle • Support long-term design changes to Dowd Junction (Eagle County) • Work with CDOT to develop funding sources for Early Action items in PEIS. • Undertake Strategic Land Use Planning initiative in staged format (local towns, then county-wide then regional – with Eagle and Clear Creek counties).
Actions for Roads & Bridges: • Funding for road and bridge Infrastructure – road and bridge issues will grow, due to the poor financial state of the State’s economic outlook • Funding to fix obsolete roads and bridges in Jackson County • Maintain and enhance public transit systems including commuter bus systems; connect local circulator bus systems to other systems in the region • Create manageable parking strategies • Budget for on-going local road repair • Create alternate route north of I-70 into Grand County (e.g. bore tunnel from Front Range to Grand County)
Actions for Mass Transit: • Encourage transit oriented development where practical • Cooperate with our neighbors on regional transportation projects • Continue work with Regional Coordinating Council on transportation to pursue regional transit solutions. • Bring back the Winter Park ski train • Expand rail service throughout the region to transport people and products • Develop regional rail point serving the west slope (perhaps in Kremmling) • Transportation options for Amtrak passengers that stop in Fraser – currently there are no options for getting passengers around from there • Commuter rail from the Front Range to Grand County – would help revitalize real estate market
Actions for Airports: • Secure consistent year-round air service • Study the feasibility of creating an international terminal at Eagle County Airport – the FAA awards points for regional innovation and investment • Upgrade airport facilities for safety and passenger comfort
Priority: (high, medium, low) High
Possible Funding Sources: CDOT, FAA, FHA, towns and counties
Lead Agency: CDOT
Primary Partners: NWCCOG EDD, towns and counties, I-70 Coalition, transit agencies in the region, NWCCOG Regional Coordinating Council (RCC),
NWCCOG CEDS - Page VII_14 airports in the region
Needed Resources: Funding
Barriers or Issues: Lack of funding
Expected Outcomes: Alleviation of congestion on I-70; increased safety on I-70; more efficient transportation systems
Timeline (over 5-year period): 1-2 years
Strategy 4B: Telecommunications - Continue to support technology and telecommunications infrastructure services to make available dependable, affordable broadband and cellular service for businesses, residents and visitors.
Actions: • Develop infrastructure that supports telecommuting – technological infrastructure – high-speed internet • Aggregate demand in both the public and private sectors. • Invite competition to the market to drive down costs and improve service • Pursue public/private partnerships to improve broadband infrastructure and service delivery
Priority: (high, medium, low) High
Possible Funding Sources: EDA, GOIT, USDARD, Communications foundations
Lead Agency: NWCCOG EDD
Primary Partners: GOIT, LEDOs, ISP/broadband service providers, towns and counties, public safety departments, Colorado Association for Manufacturing and Technology, congressional delegation, NW Colorado Local Technology Planning Team
Needed Resources: Collaboration and partnership building with service providers; identification of aggregate demand
Barriers or Issues: Difficulty building collaborative partnerships, established “monopoly” of service provision
Expected Outcomes: Enhanced broadband speeds at affordable prices for equal access, increased amount of business conducted from within region, increased sales and property tax revenue
Timeline (over 5-year period): 1-2 years
Strategy 4C: Collaborate with Regional Housing Authorities to Develop and Fund Affordable Housing
Actions: • Develop affordable housing near places of work to maximize employee retention • Develop rental housing in Jackson County
NWCCOG CEDS - Page VII_15 • Maintain and enhance programs supporting affordable housing grants.
Priority: (high, medium, low) Medium
Possible Funding Sources: HUD, towns and counties
Lead Agency: Housing Authorities in the region
Primary Partners: Towns and counties, HUD, DOLA
Needed Resources: Financing
Barriers or Issues: Funding and coordination; building regulations; NIMBY attitude
Expected Outcomes: More affordable housing developed for the workforce in the region
Timeline (over 5-year period): 2-4 years
Strategy 4D: Enhance and Fund Education Systems
• Action: Explore and/or Develop alternatives for school funding as state funding for education continues to decline
Priority: (high, medium, low) Low
Possible Funding Sources: State and Federal Government
Primary Partners: School Districts throughout the region; towns and counties
Lead Agency: School Districts
Needed Resources: Funding
Barriers or Issues: Funding and bureaucracy
Expected Outcomes: More school funding
Timeline (over 5-year period): 4-5 years
Strategy 4E: Enhance, Upgrade, Maintain Water and Sewer Systems
Priority: (high, medium, low) Medium
Possible Funding Sources: EPA, rate payers, Army Corps of Engineers
Lead Agency: Towns and Sanitation Districts
Primary Partners: NWCCOG EDD, towns, sanitation districts and water providers
Needed Resources: NWCCOG EDD to be a resource for funding opportunities
NWCCOG CEDS - Page VII_16 Barriers or Issues: Expensive land, siting processes
Expected Outcomes: Increased capacity in water and sewer plants
Timeline (over 5-year period): 3-4 years
CEDS Goal #5: Energy: Focus on existing and renewable energy resources to include development of additional energy sources; assist with identification of funding.
Strategy 5A: Develop Locally Available Alternative Energy Resources and Infrastructure
Actions: • Implement Smart Energy Program • Explore and develop economically feasible alternative energy sources;: biomass (woody or other), wind, solar, geothermal, hydrothermal • Develop modern regional sawmill for beetle-killed wood • Develop Biomass generator facilities – school may be a good candidate for this– perhaps generate power for the pellet mill utilizing biomass (Walden and Kremmling) – this would generate (1) demand for wood chips and (2) incentive to loggers to clear beetle-killed wood • Support biomass facility proposed for the Town of Gypsum
Priority: (high, medium, low) High
Possible Funding Sources: Private Sector investors; federal government agencies
Lead Agency: GEO and Private Sector
Primary Partners: NWCCOG EDD, USFS, CSFS, EDA, DOE, USDARD, utility companies
Needed Resources: Coordination with USFS
Barriers or Issues: Coordination with USFS; discrepancy between contract length offered by USFS and financing period offered by mainstream financers
Expected Outcomes: More uses for beetle-killed wood; reduced energy consumption and costs; diversification of energy resources; increased exportation of Colorado timber product; decreased importation of timber product
Timeline (over 5-year period): 1-2 years
NWCCOG CEDS - Page VII_17 Strategy 5B: Create Training and Education Programs for Green Energy Economy Jobs
Actions: • Work with Colorado Mountain College to train people to work in the emerging industries
Priority: (high, medium, low) Medium
Possible Funding Sources: EDA, USDARD, DOE
Lead Agency: CMC and NWCCOG EDD
Primary Partners: GEO, EDA, CMC
Needed Resources: Funding and coordination
Barriers or Issues: Funding
Expected Outcomes: More offerings at CMC in green energy industries
Timeline (over 5-year period): 2-4 years
CEDS Goal #6: Create Sustainable Main Street / Downtown Projects
Strategy 6A: Develop plans for and seek funding for Main Street / Downtown improvements in communities in Region 12 to make towns more attractive to residents, businesses and visitors
Actions: • Develop specific strategies to reduce "retail leakage". (Chambers, Main Street Communities) • Enhance gateways into towns in Region 12 to draw in visitors; create economic gravity to downtown areas • Pursue funding opportunities for main street/downtown projects • Develop plans for and seek funding for Main Street infrastructure development projects – sidewalks, curb and gutter, building facades, planters, streetlights, etc. - seek methodologies and projects that improve the downtowns and main streets making them attractive locations for new businesses.
Priority: (high, medium, low) Medium
Possible Funding Sources: Colorado DOLA’s Sustainable Main Street Communities project; Downtown Colorado, Inc., Colorado Creative Industries, State Historic Fund
Primary Partners: NWCCOG EDD, Colorado DOLA, Downtown Colorado Inc. , Towns and Counties, LEDOs, Colorado Historical Society
Lead Agency: LEDOs
Needed Resources: Grant writing, funding, coordination
NWCCOG CEDS - Page VII_18 Barriers or Issues: Funding: competition for fewer dollars
Expected Outcomes: Revitalized downtowns and Main Streets, establishment of Creative Districts in towns in the region; increased # of new and retained jobs
Timeline (over 5-year period): 2 – 4 years
CEDS Goal #7: Workforce Development: create and/or expand workforce development / training / educational opportunities to focus on training and education programs across all economic sectors
Strategy 7A: Create, Expand, Enhance Educational Opportunities
Actions: • Expand curriculum at Colorado Mountain College for new emerging industries such as healthcare (e.g. home health aides, nursing), renewable energy, energy conservation, green building techniques, business, forestry • Bring entrepreneurial courses to the region • Work with CMC to offer professional certification programs • Work with / encourage school districts in the region to develop/offer STEM (Science, Technology, Engineering, Math) curriculum and programs • Businesses (either through chambers or individually) should evaluate, participate and fund opportunities in the region's schools that enhance core curriculum and provide students with wider view of the world and a broader set of learning skills. • Encourage continued expansion of Colorado Mountain College with more four-year degree programs and on-site residency for students. • Affiliate with major universities to develop and deliver 2-6 week executive graduate programs in different disciplines. • Create a campus for a small private college in the region. • Develop specialized workforce training/education programs such as a training facility/program for emergency disciplines (i.e. biohazard, nuclear, fire, natural disasters). • Support for facilities and programs and organizations that provide educational services for non- English speaking populations that are abundant in the region including but not limited to Eastern European, Latin American, and West African families. • Focus on Early Childhood Education to provide a good educational foundation • VOTec – VOAg – Education
Priority: (high, medium, low) Medium
Possible Funding Sources: State and federal agencies
Primary Partners: NWCCOG EDD, Colorado Mountain College, all school districts in Region 12, EDA
NWCCOG CEDS - Page VII_19 Lead Agency: CMC
Needed Resources: Funding
Barriers or Issues: Funding
Expected Outcomes: Better educational opportunities; development of a STEM program (Science, Technology, Engineering, Math) in school districts throughout region; increased # of jobs in education; increased # of jobs in all enhanced fields
Timeline (over 5-year period): 2-4 years
Strategy 7B: Create, Expand, Enhance Workforce Training Opportunities
Actions: • Build partnerships (workforce center, EDD, education, business community)to create new training programs; include businesses to determine their training and education needs of both business and workforce (needs to be business-driven)- i.e. business needs gap analysis • Develop new workforce development training/education programs for new emerging industries • Expand job training and educational opportunities for new business owners. Learn about what other places or entities are doing in this topic area. Explore other regional best practices. • Develop improved technology training and education facilities and programs that can train or re- train workers and employers in the region for emerging technology jobs (a.k.a. the training of "knowledge workers"). • Better understand workforce so as to match employers’ needs with qualified employees. Improve retention, promote employees’ skills, and provide "new economy" training opportunities. Address personal needs such as child care, affordable housing and transportation. • Be an active participant of the Workforce Center Board(s) and assist in identifying workforce issues, needs and action steps. • Develop and improve technology training facilities and programs. • Develop training for employers and employees on better understanding the needs of the current workforce and available programs for assistance. • Increase utilization of workforce centers, and state programs by area employers.
Priority: (high, medium, low) Medium
Possible Funding Sources: Colorado Workforce Center
Primary Partners: NWCCOG EDD, Colorado Workforce Center, Colorado First, Small BizWorks, other state employment programs; LEDOs; private businesses; resort industry; CMC Customized Business Solutions; school districts in the region
Lead Agency: Colorado Workforce Center
Needed Resources: Coordination
NWCCOG CEDS - Page VII_20 Barriers or Issues: Lack of staff time; funding
Expected Outcomes: Expanded workforce training opportunities
Timeline (over 5-year period): 2-4 years
CEDS Goal #8: NWCCOG Economic Development District (EDD) to be point of contact for economic development activities: technical assistance, information, data, capacity building, etc.
Strategy 8A: NWCCOG EDD to Serve as a Resource / Point of Contact for Potential new business and industries seeking to relocate to the Region
Actions: • Encourage cooperation and coordination between local and regional governments and economic development agencies or boards to implement regional economic development goals and policies. • Analyze what criteria businesses review before relocating to a region – EDD to become the point of contact for this information and knowledge • Develop an informational relocation kit for new businesses and market the region to potential businesses • Assist communities in the region in carrying out community-wide action steps and processes for bringing in new businesses. (Chambers, Main Street Communities) • Partner with the State Enterprise Zone program, the Office of Economic Development and local economic development groups on trade shows, prospecting trips and statewide marketing/advertising campaigns to attract new businesses to the region. • Create and maintain a consistent regional/state brand • Continue to operate the Enterprise Zone program as a tool for improving the economies of economically distressed areas: Operate and promote the program according to State’s guidelines; Advocate policy changes when appropriate; Establish benchmarks to measure program progress. • Assist in the exploration of land banking initiatives and strategies for industrial, business, commercial, service-commercial or housing opportunities in light of open space program(s) acquisition and protection goals. • Promote redevelopment and revitalization of existing commercial areas in order to encourage new business to locate in our area. • Review open space policies from all counties in the region for unintended adverse consequences on economic sustainability. • Establish NWCCOG EDD as partners to NWCCOG Alpine Area Agency on Aging Single Entry Point
Priority: (high, medium, low) High
Possible Funding Sources: EDA
Primary Partners: NWCCOG EDD, EDA, NLF, OEDIT, LEDOs, towns and counties,
NWCCOG CEDS - Page VII_21 economic development stakeholder groups in region, EDCC, IEDC, NADO, NWCCOG Alpine Area Agency on Aging
Lead Agency: NWCCOG EDD
Needed Resources: Coordination, cooperation, data gathering, research capacity, funding
Barriers or Issues: Coordination of multiple partners to avoid duplication of efforts; competition between municipalities within the region
Expected Outcomes: Development of a toolkit for potential new businesses; readily- available data and economic indicator information for potential new businesses
Timeline (over 5-year period): 1-2 years
Strategy 8B: Provide Technical Assistance
Actions: • Increase technical assistance services for businesses locating to Northwest Colorado through an “entrepreneurial garden” to facilitate access to capital, marketing, business planning, help with bookkeeping knowledge, etc. • Assist communities in expanding, starting or "filling up" their professional buildings by providing development, marketing and capital assistance. • Increase business technical assistance for existing businesses. This includes developing CEO and CFO networks and creating an “entrepreneurial garden” to identify and support potential growth companies. • Serve as the hub of information for economic sustainability and development in Region 12. • Define the type of diversity desired; define the types of new businesses/industries desired in the region
Priority: (high, medium, low) High
Possible Funding Sources: EDA, USDARD, towns and counties, private foundations
Lead Agency: NWCCOG EDD
Primary Partners: EDA, LEDOs, towns and counties, CMC, SBA, SBDC
Needed Resources: Funding and coordination
Barriers or Issues: Funding; need to eliminate region-wide duplication of efforts, need to understand all best practices
Expected Outcomes: Development of business incubators; development of economic gardening program
Timeline (over 5-year period): 1-2 years
NWCCOG CEDS - Page VII_22 Strategy 8C: Capacity Building; Provide Regional Data and Research
Regional Data and Research Actions: • Create an Economic Indicators Report for the region. Update quarterly and send out to stakeholders. Make available on website. • Conduct research, studies on topics of interest as requested by communities to assist with economic development activities. Provide data services as an on-going economic and community development tool. Monitor economic indicators applicable to local businesses and entities. Analyze what criteria businesses review before relocating to a region (e.g., EDD to become the point of contact for this information and knowledge). • NWCCOG EDD to provide economic/demographic, etc. information to businesses looking to locate in the region. • Utilize direct base economic analysis to better understand the components of tourism based employment and target marketing efforts to areas of tourism that are more sustainable. • Conduct Retail Studies for the region; generate other data for the region. • Conduct studies on the Social and Economic Impacts of 2nd Homeowners in order to evaluate the primary and secondary impacts of this industry on the economy. • Maintain the CEDS - keep up to date; prepare CEDS update every 2 years and CEDS redo every 5 years per EDA requirements; handle mid-year and annual reporting as required by EDA • Monitor economic indicators - maintain an up-to-date database of economic indicators including sales tax, building permits, employment data, new businesses locating in region, businesses closing, etc. Make this data readily available to region through website, eNewsletters, quarterly reports, social media outlets, etc. • Areas for Research: Funding for infrastructure: review current methods of funding for housing, transportation, and technology; Mass transit: develop a matrix for understanding how projects, activities, and physical development effect mass transit and its ability to serve regional needs; Housing: review policies for housing development in association with the ability for mass transit to serve; Energy Conservation - create an inventory of resources available for energy conservation education; Identify current local green businesses • Partner with CRHC and DORA in effort to collect accurate and timely health care provider data (STRIDE Initiative).
Capacity Building Actions: • Create a clearinghouse of funding opportunities for various economic development projects and activities. Assist communities with grant proposal writing and obtain funding. • Build the capacity (ies) of the county-level economic development groups by providing organizational, technical and financial assistance, where possible and needed. • Assist county-level economic development groups in accomplishing specific priority projects. Action: Link non-profit community to move toward business planning and expansion. Have NWCCOG/EDD be a vehicle for those conversations. • NWCCOG EDD to serve as clearinghouse for regional demographic and economic data and funding opportunities (state/federal grant programs); EDD to serve as a resource for matching programs/services to funding opportunities • Develop an inventory of the current educational opportunities in the region
NWCCOG CEDS - Page VII_23 Priority: (high, medium, low) High
Possible Funding Sources: EDA; State and federal grants; private foundation grants
Primary Partners: NWCCOG EDD; EDD, SDO, Community Resource Center (Colorado Grants Guide subscription); OEDIT; CDLE, Towns and Counties in the region; CMC; NWCCOG Foundation ; non-profits in the region; Chambers of Commerce and other economic development stakeholders in the region; CRHC; DORA
Lead Agency: NWCCOG EDD and EDA
Needed Resources: State and Federal grant funding; private foundation funding
Barriers or Issues: Funding, staffing
Expected Outcomes: Enhanced NWCCOG website with up to date demographics, etc.; periodic e-alerts on funding opportunities; increased number of grants obtained for towns/counties
Timeline (over 5-year period): 1-2 years
NWCCOG CEDS - Page VII_24 VIII. EVALUATION PLAN
A. Outline of Process
A review of the accomplishments being made in carrying out the Regional Action Plan and its effectiveness in meeting goals will be made on an annual basis by the CEDS Advisory Committee. Staff will prepare an annual CEDS report for presentation to the committee, which will outline accomplishments made, changes in economic conditions, changes in resources and funding, and other factors. Staff will also prepare an annual report to the U.S. EDA, per planning grant requirements. B. Performance Measures
For each economic development goal, the regional action plan in this CEDS details actions, expected outcomes (with measurable results), and a timeline. The annual report will provide progress on each of these items. These performance factors are subject to refinement and revisions as part of the on-going CEDS process. These performance factors will include:
• Number of jobs created as a result of CEDS implementation • Number of jobs retained as a result of CEDS implementation • Number of new businesses in the region; new emerging industries in the region • Number of new businesses/jobs in the region that are year-round and not tourism-related • Amount of capital existing businesses have accessed/acquired as a result of CEDS program implementation • New capital-accessing programs implemented • Amount of private sector investment in the region as a result of CEDS implementation • Amount of jobs / businesses created in the renewable energy industry • Amount/value of new infrastructure built in the region as a result of CEDS implementation • New workforce development /training programs initiated in the region as a result of CEDS implementation • Recommendations concerning changes, revisions, deletions needed for goals, objectives, and strategies that are not producing the desired level of outcomes or no longer relevant • Recommendations regarding new goals, objectives, and strategies needed to pursue new opportunities
The NWCCOG EDD staff will collect, monitor, analyze and present data and information on economic conditions in the region in an on-going manner and share this information as a resource to stakeholders in the region. This data and information will include economic indicators such labor force, jobs, unemployment, wages, changes in industries, retail sales, population, real estate activity, as well as national and state trends.
NWCCOG CEDS - Page VIII_1 IX. SOURCES
TABLES # What Source A1 Travel Time to Denver MapQuest A2 Travel Time to Other Colorado and U.S. Cities MapQuest A3 Zip Codes in Region 12 Zip Codes.com A4 Mountain Passes in Region 12 Colorado Department of Transportation A5 Scenic Byways in Region 12 Colorado Department of Transportation A6 Elevations in Region 12 Various town/county websites & planning documents A7 Climate in Region 12 Western Regional Climate Center A8 Historical Opening Dates for Ski Areas in Region 12 Colorado Ski Hisotry B1 Population of Region 12 U.S. Census Bureau - Census 2010 B2 Region 12 Population Compared to Other Regions Colorado Demography Office B3 Components of Population Change Colorado Demography Office B4 Region 12 Population Forecast Colorado Demography Office B5 Region 12 Age and Gender Distribution Colorado Demography Office B6 Region 12 Median Age U.S. Census Bureau - ACS Data (2005-09 estimates) B7 Region 12 Race & Hispanic Origin U.S. Census Bureau - ACS Data (2005-09 estimates) B8 Region 12 Language Spoken at Home U.S. Census Bureau - ACS Data (2005-09 estimates) B9 Region 12 Population Movement & Nationality U.S. Census Bureau - ACS Data (2005-09 estimates) B10 Region 12 Living Arrangements U.S. Census Bureau - ACS Data (2005-09 estimates) B11 Region 12 Other Population Characteristics U.S. Census Bureau - ACS Data (2005-09 estimates) B12 Region 12 Voter Registration U.S. Census Bureau - ACS Data (2005-09 estimates) B13 Percent Change in 60+ and 75+ Population in Colorado Regions(Alpine Area Agency on Aging Four Year Area Plan B14 Percent Change in 60+/75+ Population in Region 12 (2012 - 15) Alpine Area Agency on Aging Four Year Area Plan C1 Median Household and Per Capita Income U.S. Census Bureau / Stats America C2 Region 12 Personal Income U.S. Bureau of Economic Analysis C3 Region 12 Poverty Rate U.S. Census Bureau - ACS Data (2005-09 estimates) C4 Number of Children Living in Poverty U.S. Census Bureau - Small Area Income & Poverty Estimates C5 K-12 Free and Reduced Lunch by District Colordo Department of Education C6 Cost of Living Rank: Colorado School Districts Colorado Legislative Council C7 Labor Force & Employment (Dec. 2010) Colorado Department of Labor and Employment C8 Total Jobs in Region 12 (1st Qtr 2008, 2010) Colorado Department of Labor and Employment C9 Region 12 Wages (2nd Qtr 2010) Colorado Department of Labor and Employment C10 Region 12 Employment & Average Hourly Wage (2nd Qtr 2010) Colorado Department of Labor and Employment C11 Ski Areas in Region 12 Colorado Tourism Office C12 Fourteeners in Region 12 14ers.com C13 Number of Employers with Fewer than Ten Employees Colorado Department of Labor and Employment C14 Major Employers in Region 12 Colorado Department of Labor and Employment D1 Housing in Region 12: Occupancy, Tenure, Units in Structure U.S. Census Bureau - ACS Data (2005-09 estimates) D2 Building Permits in Region 12 Individual County Building Departments D3 Value of Owner Occupied Units U.S. Census Bureau - ACS Data (2005-09 estimates) D4 Rental Costs U.S. Census Bureau - ACS Data (2005-09 estimates) D5 Gross Rent as a Percentage of Household Income U.S. Census Bureau - ACS Data (2005-09 estimates) D6 Municipal Roads Statistics in Region 12 Colorado Department of Transportation D7 Total Lane Miles in Region 12 Colorado Department of Transportation D8 Water Providers in Region 12 NWCCOG Survey of Members
NWCCOG CEDS - SOURCES IX. SOURCES
D9 Water Storage Facilities in Region 12 D10 Solid Waste Facilities in Region 12 NWCCOG Survey of Members D11 Electric Providers in Region 12 county websites; various community information websites D12 Gas Utilities in Region 12 county websites; various community information websites D13 Cable TV/Internet Providers in Region 12 county websites; various community information websites E1 Public School Enrollment in Region 12 Colorado Department of Education E2 Region 12 Enrollment Trends Colorado Department of Education E3 Region 12 Graduation Rates Colorado Department of Education E4 Region 12 Educational Attainment U.S. Census Bureau - ACS Data (2005-09 estimates) E5 Recreational Facilities in Region 12 websites of Region 12 towns; conversations with Region 12 towns E6 Key Recreational Amentities in Region 12 websites of Region 12 towns; marketing brochures from Region 12 E7 Ski Areas in Region 12 Colorado Tourism Office E8 Childcare Centers in Region 12 ChildcareCenter.us; County websites E9 In-Home Daycare Providers in Region 12 ChildcareCenter.us E10 Nonprofit Organizations in Region 12 Colorado Non-Profit Association E11 Property Tax Revenues Colorado Department of Local Affairs - Division of Property Taxation E12 Sales Tax Revenues in Region 12 Colorado Department of Revenue IV1 Economic Development Partners County websites; various websites throughout the region V1 Total Population in Region 12: 2000-2010 U.S. Census Bureau - Census 2010 V2 Population 18 years and Older: 2000-2010 U.S. Census Bureau - Census 2010 V3 Hispanic Origin: 2000 - 2010 U.S. Census Bureau - Census 2010 V4 Median Age: 2000 - 2020 U.S. Census Bureau - Census 2010 V5 Recent Trends in Total Jobs: 2008 - 2010 Colorado Department of Labor and Employment V6 Wilderness Areas in Region 12 Wilderness.net V7 National and State Registry of Historic Places Colorado Historical Society
NWCCOG CEDS - SOURCES IX. SOURCES
FIGURES # What Source A1 Map of Region 12 NWCCOG A2 Map of Eagle County Eagle County Comprehensive Plan A3 Map of Grand County Grand County Master Plan A4 Map of Jackson County Google Maps A5 Map of Pitkin County Pitkin County Comprehensive Plan A6 Map of Summit County Coogle Maps A7 Land Ownership in Region 12 County Comprehenisve & Master Plans B1 Projected Population 60+ in Region 12 Counties in 2012 Alpine Area Agency on Aging Four Year Area Plan B2 Projected Population 60+ in Region 12 Counties in 2015 Alpine Area Agency on Aging Four Year Area Plan B3 Projected Population 75+ in Region 12 Counties in 2012 Alpine Area Agency on Aging Four Year Area Plan B4 Projected Population 75+ in Region 12 Counties in 2015 Alpine Area Agency on Aging Four Year Area Plan C1 Region 12 Unemployment Rate (2000-11) Colorado Department of Labor and Employment C2 Wages in Region 12 (1st Qtr 2010) Colorado Department of Labor and Employment C3 Industry Sectors in Region 12 Colorado Department of Labor and Employment C4 Region 12 Share of Total State Travel Earnings Dean Runyan Associates C5 Region 12 Travel Spending in 2009 Dean Runyan Associates C6 Tourism Trends in Region 12 Dean Runyan Associates C7 Accommodations and Food Service Sector Trends Colorado Department of Labor and Employment C8 Construction Sector Trends Colorado Department of Labor and Employment C9 Real Estate Sector Trends Colorado Department of Labor and Employment C10 Arts, Entertainment & Recreation Sector Trends Colorado Department of Labor and Employment C11 Agriculture and Timber Sector Trends Colorado Department of Labor and Employment C12 Mining Sector Trends Colorado Department of Labor and Employment C13 Manufacturing Sector Trends Colorado Department of Labor and Employment C14 Healthcare and Social Assistance Trends Colorado Department of Labor and Employment C15 Education Sector Trends Colorado Department of Labor and Employment C16 Percentage of Self-Employed Workers Colorado Department of Labor and Employment D1 Median Monthly Rent in Region 12 U.S. Census Bureau - ACS Data (2005-09 estimates) D2 Median Home Values in Region 12 U.S. Census Bureau - ACS Data (2005-09 estimates) D3 Building Permits Issued in Region 12 Building Departments in Region 12 Counties D4 Total Enplanements at Regional Airports Eagle County Reginal Airport; Aspen/Pitkin County Regional Airport D5 Region 12 Access to Types of Technology Colorado Office of Information Technology E1 School Enrollment Trends in Region 12 Colorado Department of Education E2 Region 12 Assessed Valuation Colorado Department of Local Affairs - Division of Property Taxation E3 Region 12 Property Tax Revenue Colorado Department of Local Affairs - Division of Property Taxation E4 Sales Tax Revenue Colorado Department of Revenue V1 Population Growth: 2000-2010 U.S. Census Bureau - Census 2010 V2 Total Labor Force in Region 12: 2000-2010 Colorado Department of Labor and Employment V3 Unemployment Rate in Region 12: 2000-2010 Colorado Department of Labor and Employment V4 Total Jobs in Region 12: 2000-2010 Colorado Department of Labor and Employment V5 Total Jobs in Region12: 1st Qtr 2007 & 2010 Colorado Department of Labor and Employment V6 Jobs in Construction Sector: 2000-09 Colorado Department of Labor and Employment V7 Jobs in Accommodations & Food Service Sector: 2000-09 Colorado Department of Labor and Employment V8 Jobs in Real Estate Sector: 2000-2009 Colorado Department of Labor and Employment
NWCCOG CEDS - SOURCES IX. SOURCES
V9 U.S. Forest Service Lands in Colorado U.S. Forest Service VI1 Region 12 Industry and Employment Clusters Stats America
NWCCOG CEDS - SOURCES X. APPENDICIES
A. NWCCOG Member Needs Assessment (2009) B. NWCCOG Resolution 09-01 Authorizing Application to EDA C. EDA Award Letter (4/1/2010) D. Summary of Key Economic Development Planning Documents in the Region E. Summary of CEDS Planning Process F. Solicitation for CEDS Advisory Committee Members G. CEDS Advisory Committee (CEDSAC) Roster H. Minutes from CEDSAC Kickoff Meeting: 7/19/2010 I. Minutes from CEDSAC Visioning Session/SWOT Analysis Meeting: 10/20/2010 J. Stakeholder Input Meetings: Invitation and Schedule K. Summary of Stakeholder Input Meetings L. Economic Development Stakeholder Survey Instrument and Results M. Minutes from CEDSAC Meeting: 3/30/11 N. CEDSAC Resolution 2011-01 Adopting the draft CEDS O. Colorado Governor-Elect Hickenlooper’s Transition Team Meeting Notes (11/13/10) P. Explanation of Gov. Hickenlooper’s Bottom-Up Economic Development Plan Initiative Q. Meeting Notes from Gov. Hickenlooper’s Initiative – Region 12 Meeting (1/14/11) R1. Eagle County R2. Grand County R3. Jackson County R4. Pitkin County R5. Summit County R6. Colorado Blueprint: Summary of 6 Focus Areas for State Economic Development S. Information on Public Comment Period for CEDS: Press Release, website posting T. Request for No-Cost Time Extension on Planning Grant #05-86-04922 U. EDA Letter Granting No-Cost Time Extension on Planning Grant #05-86-04922 V. NWCCOG Resolution #11-02 Approving CEDS W. NWCCOG Economic Development District Board Roster X. Letter from NWCCOG Chair Officially Requesting EDD Designation from the EDA
NWCCOG CEDS - Page X_1
APPENDIX Y Disaster and Economic Recovery and Resiliency Strategy
NWCCOG Economic Development District (NWCCOG-EDD) created its first-ever CEDS over the course of 2 years (2009-2011). The CEDS was officially approved by the EDA in November 2011. Since that time, the EDA has made a new requirement that districts include Disaster Preparedness guidelines as an appendix to their CEDS. This appendix addresses those guidelines and serves as an Addendum to the CEDS.
A disaster can be defined as any event that threatens to, or actually does, inflict damage to people or property that cannot be dealt with using only internal and mutual aid resources. In the event of a disaster, the NWCCOG-EDD will play a support role to other partners in the planning and recovery efforts as outlined in the following strategy document. This brief summary of strategy is in no way intended to undermine or replace existing federal, state, or local disaster plans, but simply establishes NWCCOG-EDD’s role in both pre- and post- disaster planning and recovery. Pre-disaster strategies are based on an awareness and support of already existing partnerships and emergency plans. Post-disaster strategies rely on a decision- making process consistent with local economic comprehensive plans.
In the event of a disaster, NWCCOG-EDD is committed to:
• Providing local officials, business leaders, and other community partners with access to regional demographic, economic, and hazard vulnerability data. • Establishing collaborative relationships with local government officials and non- government organizations that may provide data, funding, technical expertise, and other resources essential to intermediate and long-term economic recovery following a disaster event. • Offering grant writing expertise and technical assistance to regional and local entities, both for pre-disaster resiliency initiatives as well as post-disaster recovery efforts. • Establishing familiarity with traditional economic and community recovery funding sources, including resources for business development assistance programs, such as EDA’s Revolving Loan Fund (RLF) programs as well as private, nonprofit, and philanthropic resources. • Providing technical support to impacted businesses. • Encouraging concepts and principles of economic resiliency strategies into the existing planning and development plans and activities within the region. • Offering a neutral forum to convene diverse stakeholders and facilitate discussion and planning initiatives around the issues of economic resiliency preparedness and recovery.
Phase I: Pre-disaster Preparedness NWCCOG-EDD will work in collaboration with the State of Colorado, the Northwest All Hazards Region, county and town governments in the region on the following pre-disaster preparedness items:
• Engage in pre-disaster recovery and mitigation planning. • Know the community’s risks and vulnerabilities (contained in the NWAHEMR Strategic Plan) • Inventory and organize the community’s recovery resources (people, businesses, public services, etc.) APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines • Engage in business continuity planning. • Ensure there are resources available for the elderly and those with special needs. • Identify shelters, and recovery partners (Federal, state, local, and private sector), type of assistance and resources they can provide. • Identify what recovery activities will take place immediately, short-term, intermediate, and long- term. • Develop and disseminate a community evacuation plan. • Establish a communication chain. • Engage the community. Take advantage of opportunities to communicate the process and protocols to follow in the event of a disaster and what recovery efforts will be undertaken.
Knowing where to prioritize spending requires some basic knowledge of what is covered under insurance policies, which projects will be eligible for federal reimbursement through the Public Assistance Program, which projects can be funded through grant programs, and what financial reserves can be targeted for grant matching funds or local investment. When a community begins to address its infrastructure issues as part of the initial planning process or as a pre- disaster implementation action, it can launch an assessment of county or municipal insurance policies to determine which facilities are covered and for what extent of damage. They can then use this assessment to make decisions about increasing coverage or financing repairs to uninsured structures. They can also determine whether mitigation enhancements would be covered under current policies and Public Assistance or whether additional funding would be needed.
Regional Planning: Northwest All Hazards Emergency Management Region
The 5 counties within the NWCCOG-EDD region (Eagle, Grand, Jackson, Pitkin, Summit) are all within the 10- county Northwest All Hazards Emergency Management Region (NWAHEMR) [additional counties outside NWCCOG EDD borders include Garfield, Mesa, Rio Blanco, Moffat, and Routt]. NWAHEMR is one of 9 such regions in the state. This group is governed by a steering committee made up of emergency managers from each of the 10 counties as well as representatives from functional groups including communications, hazardous materials, fire services, emergency medical services, health-care, public works, law enforcement, and public health.
Beginning in 2010, the Colorado Governor’s Office of Homeland Security required that each of the 9 All- Hazards Emergency Management Regions submit a regional strategy that aligns with and complements the state strategy. Therefore, NWAHEMR developed the Northwest All-Hazards Emergency Management Region (NWAHEMR) Homeland Security Strategy for the period 2010 – 2013. This regional strategy is more focused on local needs and priorities, based on the risks and threats that have been identified through an assessment process as most salient to this region. This Regional Homeland Security Strategy was prepared by NWAHEMR to develop, implement and maintain a viable planning capability. This strategy complies with applicable state, regional and local requirements and supports the State Homeland Security Strategy and recommendations by the Department of Homeland Security to initiate a capability-based planning process. This homeland security strategy has been distributed internally and reviewed within the NWAHEMR to agencies and disciplines that may be affected by its implementation.
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines Elements of the NWAHEMR Homeland Security Strategy:
Description of Region
Regional Attributes The Northwest All Hazards Emergency Management Region (NWAHEMR) is comprised of 10 counties in the northwest corner of Colorado, bordering Utah and Wyoming. The five NWCCOG- EDD counties (Eagle, Grand, Jackson, Pitkin, Summit) are included within this 10-county region (the other five counties are Garfield, Mesa, Rio Blanco, Routt, Moffat).
1. Most of the major resort areas in Colorado are located within the northwest regional borders, presenting unique challenges related to domestic, as well as international, guests and travelers, and the issues they bring. The ski areas in the NWAHEMR include Winter Park, Sol Vista, Vail, Beaver Creek, Arrowhead, Aspen Highlands, Ajax Mountain, Buttermilk, Snowmass, Steamboat, Powderhorn, Copper Mountain, Arapahoe Basin, Keystone and Breckenridge. Three of the major incidents that occurred in Colorado in the last 10-12 years were in the NWAHEMR, specifically in the NWCCOG-EDD five county region. The Two Elk fire at a Vail Resorts facility in 1998, started by an extreme environmental group (Eagle County); the Granby bull-dozer incident in 2004 that seriously damaged a number of buildings in the town (Grand County); and the 2008 Aspen New Year's Eve multiple-bomb incident (Pitkin County) demonstrate that many types of terrorist events are possible in this region. While the Threat and Vulnerability Assessment scores do not reflect a high level of risk, the NWAEHMR has had to deal with more terrorist events than any other region in the state of Colorado.
2. Several major water sources that service large metropolitan areas lie within the boundaries of the region as well. These facilities have all been analyzed and recognized as potential targets of a CBRNE event in the regional assessments.
3. A third critical issue for the NWAHEMR is its proximity to the Front Range. If a major disaster were to occur anywhere in that area, a large number of evacuees could be transported to the NWAHEMR. Local resources would be greatly impacted and quickly depleted. This would in turn make the region very vulnerable to a secondary CBRNE attack or incident.
4. A major interstate (I-70) runs through the region and functions as a vital east-west route for both tourists and commercial vehicles as well as providing easy access to many of the region's counties. This I-70 corridor is highly traveled, with a number of vulnerable points (tunnels, high mountain passes).
5. In addition to these potential WMD disasters, there is the definite possibility for a number of natural/manmade disasters to occur. Most of the counties in the NWAHEMR have been dramatically impacted by forest health issues, resulting in an increase in wildfire danger in the region. Several counties have lost approximately 70-90 percent of their lodgepole pine forests to the pine beetle, most of which is still standing as dead timber. This problem is likely to get worse before it begins to improve.
6. Oil and gas exploration, while currently in a temporary slowdown, has boomed in the NWAHEMR, bringing with it the potential for major oil/gas-related events.
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines Regional Coordination An Executive Board, made up of each county's emergency manager (EM), meets monthly to work together on regional issues, concepts, and planning. A Steering Committee meets monthly and is comprised of the EM's and a representative from each of the following functional groups: - Communications - Coroners - Emergency Management - Emergency Medical Services - Fire Services - Geographic Information Systems (GIS) - Governmental Administration - HazMat - Health Care - Information Technology - Law Enforcement - Public Health - Public Works
Each year, the NWAHEMR holds an annual Summit Meeting to discuss the region’s strategic plan and identify specific projects within the region.
Vision The Northwest All-Hazards Emergency Management Region will be a leader for efficient, capable, effective, and collaborative emergency response planning.
Values Statements: We are committed to open and truthful communication.
We respect the integrity and diversity of all participants always with a focus on improving the regions capacity.
We are committed to the protection and safety of the people we serve and the responders who serve them.
We are good stewards of the tax payer’s dollars with our financial responsibility always in mind.
We respect the diversity, experience and authority of local governments, and the mission of private partners. Mission The Northwest All-Hazards Emergency Management Region exists to promote and develop target capabilities that exceed the capacity and capability of public and private entities which will enhance the safety and well-being of all of its citizens.
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines Planning Scenarios for NWCCOG-EDD Region At the 2009 Improvement Planning Conference, each region completed a threat assessment, using a matrix of probability versus consequence for each of the National and State Planning Scenarios. This provided an illustrative tool for determining which scenarios pose the greatest threat to each region based on individual local criteria. Each region submitted a list of their top four priority planning scenarios to GOHS. For the purposes of the regional strategies, regions will focus their efforts on building their capabilities around the two most probable scenarios for that region. The two most probable scenarios for our region are Major Wildland Fire and Chemical Attack/ Toxic Industrial Chemical. Both scenarios represent a moderate to high threat to our region and would be met with potentially devastating consequences for our communities.
Planning Scenario 1: Major Wildland Fire. The probability of a major wildland fire occurrence in this region is frequent. A large portion of the topographical terrain is wooded (National and State forests). Most of the counties in the NWAHEMR have been dramatically impacted by the mountain pine beetle infestation, resulting in wildfire danger never before seen in the region or the state. Several counties have lost approximately 70-90 percent of their lodgepole pine forests to the pine beetle, most of which is still standing as dead timber. This problem is likely to get worse before it begins to improve. Due to beetle kill and slower efforts in mitigation (clearing dead/dying trees due to infestation), the region is bracing for the potential of a catastrophic wildland fire if the conditions are ripe. The consequences of a catastrophic wildland fire in this region are extensive. We would face the potential total loss of several communities contained within the fire zone, causing the displacement of hundreds of households and the loss of millions of dollars in public infrastructure damage. Several major water sources that service large metropolitan areas lie within the boundaries of the region as well, and a major wildland fire is likely to contaminate the water for large population areas such as Denver and Colorado Springs, in addition to many smaller communities. Major power transmission lines and communication towers are also located within the region and the fire zone. The impact of fire damage to these assets would not only affect the region, but also the State of Colorado and beyond.
Planning Scenario 2: Chemical Attack/Toxic Industrial Chemical: The probability of a Toxic Industrial Chemical occurrence in this region is occasional. Oil and gas exploration, while currently in a temporary slowdown, has boomed in the NWAHEMR, bringing with it the potential for major oil/gas-related events. A major interstate (I-70) runs through the region and functions as a vital east-west route for both tourists and commercial vehicles as well as providing easy access to many of the region's counties. This I-70 corridor is highly traveled, with a number of vulnerable points (tunnels, high mountain passes), and is a primary transportation route for a wide range of toxic industrial chemicals via commerical motor carrier or rail. Several major water sources that service large metropolitan areas lie within the boundaries of the region as well, and a chemical attack or spill is likely to contaminate the water for large population areas such as Denver and Colorado Springs, in addition to many smaller communities.
The regional strategies developed and adopted by NWAHEMR, and accepted by the NWCCOG-EDD, are an integral part of the State of Colorado’s approach to capabilities-based planning. It will provide a calculated prioritization of local needs based on real threats and an assessment of the gaps in the capacity of local responders and communities to address the real challenges faced by each region. This strategy should be used as a guide upon which to build projects that will build not only local capability, but also contribute to a larger statewide infrastructure of capability APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines enhancements that will assist the state in accomplishing its goals and objectives. The development of the initial regional strategies was a result of a yearlong multi-stage planning process.
State Emergency Operations Plan Colorado has prepared a State Emergency Operations Plan (2013). The purpose of the State of Colorado Emergency Operations Plan (SEOP) is to identify the roles, responsibilities and actions of State government in disasters. Emergency operations plans address the ability to direct, control, coordinate and manage emergency operations. Each level of government should respond to an incident using its available resources, to include the use of mutual aid, and may request assistance from the next higher level of government, if required (i.e., municipality to county; county to State, State to Federal government). When local government capabilities are taxed, state government has resources and expertise available to provide emergency or disaster assistance. The State will modify normal operations and redirect resources to assist and support local governments in saving lives, relieving human suffering, sustaining survivors, protecting property, and reestablishing essential services. Federal government resources and expertise can be mobilized to augment emergency or disaster efforts beyond the capabilities of state government. NWCCOG-EDD will adhere to this statewide plan in the event of a disaster. This plan can be found here: http://dhsem.state.co.us/emergency-management/operations/state-emergency-operations-plan
Phase II: Post Disaster Planning and Implementation This phase will include disaster assessment, the development of a recovery timeline, and the implementation of a long-term recovery plan.
The assessment phase will involve partners at the local, state and possibly federal level. Local officials have authority under their local ordinances and resolutions and Colorado Revised Statutes to take responsible and appropriate actions in the direction and control of disaster recovery activities. The role of affected state and local governments in defining and addressing risk reduction and long term recovery priorities is recognized. If an effective recovery is beyond a local jurisdiction’s capability, State assistance may be required.
If the situation is beyond State and local capability, the Governor may ask for Federal assistance by requesting a Presidential Declaration of an “emergency” or “major disaster”. The declaration triggers the implementation of Federal disaster assistance programs, which are coordinated by the Federal Emergency Management Agency (FEMA), in cooperation with the Division of Emergency Management (DEM). Response and recovery operations in both State- and Federally-declared disasters will be conducted in accordance with the standards set forth by the National Incident Management System (NIMS) and the National Response Framework (NRF). These authorities should provide oversight for the following assessments:
• Assess the nature and magnitude of the disaster. • Assess the impact on the economy (business, industry sectors, labor market, etc). • Assess the impact on transportation and public infrastructure. • Assess the impact on housing, schools, and health care facilities.
Once these assessments have been made, NWCCOG-EDD will provide a forum for convening
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines regional partners, including all emergency management county teams, as well as NWAHEMR steering committee/incidence management teams, in order to develop and implement a recovery timeline:
• Convene all Emergency Managers in the 5-county region, NWAHEMR steering committee, any other emergency response teams in the region • List and prioritize recovery activities to be performed. • Identify resources (Federal, state, local, private sector) needed for each activity. • Determine the level and type of assistance needed. • Identify roles and responsibilities. • Determine the timeframe for each recovery activity. • Establish recovery benchmarks.
NWCCOG-EDD will provide a forum for convening regional partners in order to determine long- term recovery and mitigation needs, and to determine what efforts are needed, which will be based on a variety of factors and priorities, including public safety, economic development, environmental protection, and preservation of social, cultural and historical resources:
• Identify business, economic and entrepreneurial rebuild initiatives. • Identify workforce initiatives to employ workers and rebuild economy. • Describe the Federal, state and local funding programs and management plans to ensure the most effective use of Federal, state, local, and private sector funds.
NWCCOG-EDD’s Role in Economic Recovery As a regional economic development organization, NWCCOG-EDD is particularly concerned with post-disaster economic recovery. Long-term recovery efforts focus on redeveloping communities and restoring the economic viability of disaster areas, including:
• Restoring the economic base of disaster-impacted communities, including lost jobs and employment opportunities. • Identifying hazard mitigation opportunities and implementing long-term hazard mitigation plans, projects and measures (e.g., land use plans, hazard-zone restrictions and building codes).
Post-disaster Relationships There are many agencies, jurisdictions, and stakeholders involved in providing infrastructure, public facilities, and utility services. Before and after a disaster, these private and public entities need to establish communication and coordination procedures to ensure that long-term recovery and redevelopment occurs in an efficient and organized manner. Each agency or company should have its own recovery plan; however, if any opportunities for directing redevelopment are to be pursued then coordination and communication are critical.
Limited time, funds, and materials are going to make simultaneous redevelopment of all damaged areas difficult. In some circumstances, opportunities may arise after a disaster to move forward with planned physical economic development projects or to create new projects that take advantage of post-disaster funding, available land, or public will. Communities may want to encourage redevelopment in areas that correspond to their vision for the future and those less
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines vulnerable to disasters by providing incentives for development in these areas. For instance, local comprehensive plans include many policies that determine where and to what extent redevelopment can, or ideally should, occur. As a starting place, affected communities can use their locally developed Comprehensive Plans, including this CEDS document, to identify specific land use codes and regulations.
During the recovery process, NWCCOG-EDD will work closely with the Colorado Office of Economic Development and International Trade (OEDIT), Colorado Department of Local Affairs, as well as other identified partners to provide technical assistance to business owners and operators impacted by a disaster concerning economic redevelopment plans, investment strategies, small business development, and available resources and assistance to facilitate economic recovery.
When a community starts to make decisions about which structures to relocate after a disaster or which mitigation projects it should invest in pre-disaster, they should consider funding availability. NWCCOG-EDD will support the Department of Local Affairs and other applicable funding sources and technical assistance partners to provide the needed technical assistance to local officials and help to identify and apply for state and federal grants that may be available.
It is essential that cultural resources be considered during recovery efforts. Engaging state and local historic preservation organizations in the planning and implementation process can ensure that the unique considerations involved with preserving and restoring historic structures and sites are included in a community’s recovery plan. The loss of historic resources due to a disaster can have a major impact on the community. Some losses may be unavoidable, but others could occur accidentally during recovery operations if procedures are not in place to watch for these concerns. Historic structures are particularly vulnerable to damage due to their age, and repair of these structures must meet certain requirements to maintain their character and historic designation. There may also be funding opportunities before or after a disaster for implementing mitigation measures to prevent further damage to historic resources.
In conclusion, this brief strategy is in no way intended to undermine or replace existing federal, state, or local disaster plans. This document simply establishes NWCCOG-EDD’s role in both pre- and post-disaster planning and recovery.
APPENDIX Y NWCCOG – Economic Development District CEDS Disaster Preparedness Guidelines