Coppermine-Recovery-Plan-Final.Pdf

Dedication

Dedicated to the thousands of Navajo people that had their "homes—indeed, their lives—frozen in place from 1966-2006 as a result of a federal government decision to address the Navajo- Hopi Land Dispute. May the Navajo Thaw Implementation Plan help you to realize your hopes and dreams. "

Coppermine Chapter Recovery Plan

June 2020

IMPLEMENTATION PLAN

This publication made possible through a grant from USDA Rural Development.

Prepared by: In Conjunction with:

Building Communities, Inc. Native Builders LLC 2101 Main St., Ste 202 Baker City, Oregon 97814 P.O. Box 3969, Tuba City, AZ 86045 (928) 814-3710 | www.BuildingCommunities.us (928) 660-9726 | www.NativeBuilders.net Table of Contents

Executive Summary ...... i The Genesis of the Navajo Thaw Implementation Plan ...... i About Native Builders and Building Communities ...... v Coppermine Chapter Navajo Thaw Implementation Plan Planning Participants ...... vi Voice of the Community Session ...... vii Navajo Thaw Philosophy ...... viii About the Navajo Thaw ...... ix Coppermine and the Bennett Freeze ...... xi Feedback and Update on Chapter Recovery Plan ...... xii 1. Plan Week Results ...... 1.1 Overview ...... 1.2 Strategy Selection Process ...... 1.2 SWOT Analysis ...... 1.4 Assets Key Success Factors...... 1.5 Capital Key Success Factors...... 1.6 Expertise Key Success Factors...... 1.7 Government Key Success Factors...... 1.8 Infrastructure Key Success Factors...... 1.9 Labor Key Success Factors...... 1.10 Location Key Success Factors...... 1.10 Community Thumbprint(TM) Denoting Selected Strategies...... 1.11 2. Quality-of-Life Initiatives ...... 2.1

3. Chapter Demographics ...... 3.1

4. Chapter Budget ...... 4.1

5. Capital Improvement Plan (CIP) ...... 5.1

6. Community Land Use Plan (CLUP) ...... 6.1

7. Housing Assessment ...... 7.1

8. Housing Escrow Funds ...... 8.1

9. WHPacific Plan ...... 9.1

10. Western Navajo Pipeline Project ...... 10.1

11. Swaback Partners Report ...... 11.1

Appendices ...... A.1 A. Prioritized Strategy Report ...... A.2 B. Planning Methodolgy ...... A.3 Executive Summary The Genesis of the Navajo Thaw Implementation Plan

The Bennett Freeze The Bennett Freeze was a development ban on 1.5 million acres of Navajo lands by the US Federal Government. It was put in place in 1966 in order to promote negotiations over a land dispute between the Navajo and the Hopi and lasted until 2009. It was named for the Commissioner of Indian Affairs at the time, Robert L. Bennett and meant that in the “frozen” area, no development at all could occur. This included fixing roofs, building houses, constructing gas and water lines, and repairing roads.

Creation of Navajo and Hopi Reservations The Bennett Freeze has its origins in the treaty of Bear Springs of 1868 that established a reservation for many Navajo. This was the result when the Navajo Tribe was at war with the US army. As part of this conflict,the Kit Carson Campaign sought to end the traditional Navajo way of life through a scorched earth policy. Unable to live on their land, many took the Long Walk of the Navajo to internment at Fort Sumner in New Mexico.

In 1868, the Navajo signed a treaty with the US government which established a reservation. The initial boundaries were a part of their traditional land base. Other areas were added to in 1878 and 1880.

In 1882, President Chester A. Arthur created an area of land designated for the Hopi tribe and other tribes the Secretary of the Interior might settle on Hopi lands. It was decided the Hopi allotment would be a rectangle framed by lines of latitude and longitude, exactly one degree by one degree, and it left out the significant Hopi village of Moenkopi. It also included areas used by Navajos.

Despite the legal uncertainties of property ownership in the overlapping portions of Navajo and Hopi land, the two tribes co-existed without incident for many decades to come. The sparsely-populated nature of the land in dispute and the differing traditional ways of life of the two tribes kept resource conflicts to a minimum.

The History of the Bennett Freeze As a result of the 1966 Hopi-Navajo Land Claims case, the Commissioner of Indian Affairs Robert L. Bennett created a development ban for Navajo living in the former Joint Use Area. The intent was to reduce tensions by essentially forcing Navajo families to leave the area. However, many Navajo people continued to reside in the contested area.

Mineral Rights The land that makes up the Navajo Reservation contains rich deposits of coal and uranium. Generally considered barren rangeland at the time of its creation, the subterranean mineral richness of the area was not fully known or appreciated when the Navajo Reservation was first allotted by the US government, nor when it established the Hopi Reservation.

In 1919, a mining consortium became interested in the coal potential of the western portion of the Navajo Nation. The uncertain nature of land ownership and the rights associated with it became a major issue for the Hopi, Navajo and private mining interests. Competition for the land continued, especially over large coal-containing areas under Black Mesa.

As part of World War II and the Cold War, uranium was mined on both Navajo land and later in the Joint Use Area.

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Joint Use Area In 1962, the Supreme Court ruled in Healing v. Jones that there should be a “Joint Use Area” for both tribes, but tensions continued. The Freeze was intended to be temporary incentive to make the two tribes negotiate over the land, but an agreement was never reached. Under it, Navajo and Hopi would have to “agree upon any proposed economic activity in the area prior to undertaking that activity”. This meant the start of many hardships for the thousands of Navajos and Hopi affected because the Freeze essentially halted all economic development in the area. Additionally, there was constant conflict revolving around access to sacred sites.

In 1966, Peabody Coal starting mining on Black Mesa. Revenues from the lease agreement were shared 2019 between the Navajo and Hopi. Appointment of Robert K. Black, Jr. as Executive Director of Navajo-Hopi Changes in the Joint Use Area Land Commission Office In 1972, Assistant Interior Secretary Harrison Loesch tried to decrease the severity of the situation by & “unfreezing” some of the areas. However, because these areas were primarily Hopi and therefore hardly Announcement of any more Hopi territory was affected by the Freeze, the Hopi essentially had unilateral veto power for the Navajo Thaw Implementation Plan proposed projects. Recognizing this problem, the Commissioner of Indian Affairs Morris Thomson gave his office the authority to override any improvement requests that the Hopi had rejected in 1976. The 2018 Election of President Jonathan Nez Navajo-Hopi Land Settlement Act of 1974 was a further attempt to reduce tensions by forcing Hopis off and Vice President Myron Lizer of lands reserved for Navajos and vice versa. Under this act, 6,000 Navajos had to leave their homes and once again, tensions were not reduced. Some claim that the primary beneficiary of this act were actually coal companies, specifically Peabody Coal, who would gain land access. They also posit that the conflict 2015 between the Navajo and Hopi was greatly exaggerated precisely to gain access to these resources. Naabik’iyati’ Committee meets in Tuba City and declares the Bennett Freeze and the “emergency” In 1980, the U.S. government tried to intervene again. However, as the government itself admitted in Senate Report 100-462, “the result [of past US actions] has been that the Native Americans living in the 2014 Bennett Freeze region reside in conditions that have not changed since 1966 and need to be improved.” Navajo people elect Begaye-Nez Administration In 2005, Senator John McCain (R-Arizona) introduced Senate Bill 1003: Navajo-Hopi Land Settlements of 2005. The bill passed the Senate and included provisions such as amendments to the “Joint Use Area” 1977 2010 established in 1880. Fences erected, dividing previously open land Arizona Representative Ann Kirkpatrick introduces legislation for funds for FBFA; bill not passed In 2009, the development ban was lifted by President Obama. 1974 Congress passes the Navajo-Hopi Land Settlement Act, 2009 In 2010, Representative Ann Kirkpatrick (D-Arizona) introduced legislation to allocate more funds to the authorizing partition of the joint use area Former Bennett Freeze Area, but the bill did not pass. Bennett Freeze development ban lifted by President Barack Obama 1972 Impact of Bennett Freeze 2006 Assistant Interior Secretary Harrison Loesch Unofficial end to the Bennett Freeze The ban, which lasted 40 years, affected the lives of nearly 10,000 Navajo people who lived in the attempts to “unfreeze” some areas affected area. Now, around 20,000 people live in the formerly frozen area. Although the development 1970 2005 Hopi Tribal Council creates ordinance declaring Navajo stock Senator John McCain introduces Senate Bill 1003: 1882 on Hopi land to be in trespass; subject to impoundment Navajo-Hopi Land Settlements of 2005 Navajo Thaw President Chester A. Arthur passes executive order establishing Hopi Reservation 1966 1987 400,000 acres of “New Lands” designated for Navajo relocation Recovery Period Beginning of the Bennett Freeze 1919 1962 1980 See page X for a 1868 detailed timeline A mining consortium becomes interested in the coal potential United States Supreme Court rules in Healing vs. Jones that there should be a Senate Report 100-462 states that “…Native Americans living in the Treaty of 1868 establishing the “Navajo Indian Reservation” of the western portion of the Navajo Nation “joint use area” for both Tribes Bennett Freeze Region reside in conditions that have not changed since 1966…”

1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 ii Coppermine Recovery Plan Executive Summary

freeze has been lifted since 2009, people in the area continue to suffer. Only 24% of the houses in the area are habitable, almost 60% do not have electricity, and the majority do not have access to potable running water. The legacy of the Bennett Freeze still looms over the region and deeply affects the day-to-day lives of its residents. In testimony before Congress, Nelson Gorman, Jr., Speaker of the Navajo Nation Council, likened it to “the deplorable conditions approximating those found only in underdeveloped third world countries.”

With the advent of the Atomic Age in the 1940s and the subsequent onset of the Cold War, uranium mining on the Navajo Nation began. This has left a legacy of high cancer rates and other adverse health impacts, such as tainted wells and aquifers, 2019 that is still affecting the current residents of the area. Appointment of Robert K. Black, Jr. as Executive Director of Navajo-Hopi Recent History Land Commission Office The beginning of the effort that is now known as the Navajo Thaw & Implementation Plan dates back to the final months of the Shelly Announcement of Administration with the release of a Request for Proposals (RFP) that was the Navajo Thaw Implementation Plan to develop a Regional Plan to address the Former Bennett Freeze Area. Although the RFP was released and proposals were submitted 2018 in response, including one from a newly-formed LLC, Native Election of President Jonathan Nez Builders, ultimately, the Shelly Administration did not and Vice President Myron Lizer select outside professional assistance to help develop and implement such a plan. 2015 In 2014, the Navajo people elected Russell Begaye as Naabik’iyati’ Committee meets in Tuba City and President and Jonathan Nez as Vice President. The declares the Bennett Freeze and the “emergency” Begaye-Nez Administration established an interagency Task Force which was formed to address the multiple 2014 problems stemming from the Bennett Freeze utilizing Navajo people elect Begaye-Nez Administration

1977 2010 Fences erected, dividing previously open land Arizona Representative Ann Kirkpatrick introduces 1974 legislation for funds for FBFA; bill not passed Congress passes the Navajo-Hopi Land Settlement Act, 2009 authorizing partition of the joint use area Bennett Freeze development ban lifted by President Barack Obama 1972 2006 Assistant Interior Secretary Harrison Loesch Unofficial end to the Bennett Freeze attempts to “unfreeze” some areas 1970 2005 Hopi Tribal Council creates ordinance declaring Navajo stock Senator John McCain introduces Senate Bill 1003: 1882 on Hopi land to be in trespass; subject to impoundment Navajo-Hopi Land Settlements of 2005 Navajo Thaw President Chester A. Arthur passes executive order establishing Hopi Reservation 1966 1987 400,000 acres of “New Lands” designated for Navajo relocation Recovery Period Beginning of the Bennett Freeze 1919 1962 1980 See page X for a 1868 detailed timeline A mining consortium becomes interested in the coal potential United States Supreme Court rules in Healing vs. Jones that there should be a Senate Report 100-462 states that “…Native Americans living in the Treaty of 1868 establishing the “Navajo Indian Reservation” of the western portion of the Navajo Nation “joint use area” for both Tribes Bennett Freeze Region reside in conditions that have not changed since 1966…”

1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 Prepared by Building Communities, Inc. in Partnership with Native Builders LLC iii Executive Summary

existing Navajo Divisions, Departments Naabik’iyati’ Committee FBFA Recommendations - September 24, 2015 and Enterprises. While some information Grey Hills Academy | Tuba City, AZ was developed and collected, the lack of coordinated professional planning and 1. Technical Amendments implementation capacity left the region 2. Empowerment/Promise Zone without a comprehensive plan. 3. Inter-agency collaboration 4. Education of federal officials through technology On September 24, 2015, the Naabik’iyati’ 5. New market tax credit, economic development Committee of the Navajo Nation Council met 6. Incentives-private sector investments at the Grey Hills Academy in Tuba City to 7. Fund critical needs-housing, infrastructure, power lines/solar, etc. receive reports and make recommendations 8. Funding for water that has been contaminated related to improving the lives of the people 9. Development of Master Plans of the Former Bennett Freeze Area. The 10. Put all plans on the table Honorable Speaker LoRenzo Bates ensured 11. Recommend cluster housing that all the recommendations were 12. Renewable energy development for locations not near infrastructure recorded. Ultimately, the Navajo Nation 13. Tour the Bennett Freeze Area Council Delegates in attendance identified 38 14. Addressing 1434 homes recommendations to address the problems of the region. The sentiment of all the attending 15. Data for home site leases and power/water Delegates was to declare an emergency 16. Create line item for Bennett Freeze Area in order that immediate relief could be 17. Take TDHE back provided to the people of the region. Still, 18. Creation of Advisory Team demonstrable progress was not made. 19. Need training and orientation 20. Use Escrow FUnding to connect power lines to nearby homes The election of 2018 brought new hope 21. Need running list of progress and homes served (inventory) to the people of Western Navajo Nation 22. Redeveelopment plan map with the election of President Jonathan 23. OPVP to declare state of emergency for the FBFA Nez supported by Vice President Myron 24. Three Branch Chiefs to give directives to make FBFA a priority Lizer. The Nez-Lizer Administration named 25. $17.5 million emergency funds to be used as seed for FBFA addressing the Bennett Freeze issue as one 26. Involve former leaders of its top priorities and appointed Robert K. 27. Establish FBFA development office Black, Jr. as Executive Director of the Navajo 28. Matching funds to CDBG Hopi Land Commission Office (NHLCO). Executive Director Black issued an updated 29. Need inventory of land RFP with a deadline of June 6, 2019. In the 30. Involvement of all programs Fall of 2019, the Native Builders Team was 31. Involve community in development of plan selected to advance what is now known as 32. Water, power-line assessment the Navajo Thaw Implementation Plan. 33. Identify strengths and weaknesses from previous plans 34. Develop high-level advisory comimttee coppermine.navajochapters.org 35. Develop community-based coalition level task force committee 36. Develop Research and Analysis Committee 37. Develop a fiscal and oversight committee/taskforce 38. Restructure Navajo-Hopi Land Commission

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About Native Builders & Building Communities

Native Builders LLC was founded by President Thomas Tso in January 2015 to bring forward his years of Chapter management, grazing, natural resource management and community development skills for the betterment of the people of the Navajo Nation.

Initially focused on addressing the needs of the people of the Former Bennett Freeze Area (FBFA), Native Builders has also done work in Indian Country in other locations in the United States. Native Builders has completed a Comprehensive Economic Development Strategy (CEDS) Executive Summary for the Quinault Indian Nation and has developed a scenic byway project for the Seminole Nation of Oklahoma. In addition, Native Builders has served clientele at the Navajo Nation, including Navajo Nation Gaming Enterprise.

Native Builders teams with Building Communities in order to augment its services to provide community and economic development strategic planning and grant writing for the Navajo Nation and the 110 Chapters that comprise the Navajo Nation.

Native Builders is a 100% Navajo-owned company and certified as such as a Priority 1 company. In addition, Native Builders is registered with the Navajo Housing Authority (NHA) with an approved Indian Enterprises Qualification Statement. Finally, Native Builders is registered with the Navajo Nation Gaming Regulatory Office in order that it can provide services to Navajo Nation Gaming Enterprise (NNGE).

It is the vision of Native Builders and Building Communities, Inc. to bring the capacity, planning and project management skills needed to the Navajo Nation in order to improve the economic condition and quality of life for the people.

With roots in the FBFA and family members who have relocated to Nahata Dziil, this project is central to the skills and purpose of Native Builders. It is the intention of Native Builders and Building Communities to not only provide planning services, but also to assist the Nahata Dziil Commission Governance in order to conduct the long-term activities to implement the plan.

Thomas Tso, President Brian Cole, President Native Builders LLC Building Communities, Inc.

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Coppermine Chapter Navajo Thaw Implementation Plan Planning Participants

Coppermine Chapter Officials Steering Committee Members

Allen Fowler, Jr. Wilford Lane Fern Bigman-Green Chapter President

Floyd Stevens Mary Francis Lola A. Smith Vice President Linda Long Lola Smith

Delores Dempsey Secretary/Treasurer Regina Reid Calvin G. Begay

Stanley Fowler Allen Fowler, Jr. Grazing Committee Member

Planning and Zoning Other Participants in the Committee Members Planning Process

Wilford Lane Russell Williams Conrad Barber

Roylentia Begay Viola Fowler Lucinda Dejolie Housing Assessment Specialist

Sallie Barber Harry R. Begay

Chapter Officials 2017-2021 Sid Whitehair Lindsey Tisi Jones Tsinnijinnie Chapter President Lola A. Smith Vice President Harold Begay Betty Reid Valerie Fowlder Secretary/Treasurer Kobe Begay Kyra Etsitty Calvin G. Begay Grazing/Land/Farm Board

Anna Nez Cormick Benally

vi Coppermine Recovery Plan Executive Summary Voice of the Community Session

One of the hallmarks of the strategic planning process for each of the Navajo Thaw Region Chapters is community engagement. In order for the strategic plan to be developed, each of the chapters developed its own Steering Committee comprised of chapter officials, CLUP members, community volunteers, educators, business persons, ranchers, grazing officials, etc. Each of the steering committees then engaged in a 12-hour, seven-session process referred to as Plan Week. Virtually all of the information generated in this plan has come from the knowledge, wisdom and aspirations of people living in the chapter – with a special emphasis on persons living in the former Bennett Freeze Area portion of the chapter.

Each chapter is encouraged to continue to engage its steering committee over the three-year life of the Navajo Thaw Implementation Plan to ensure continued volunteer effort and communication within the community.

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NAVAJO THAW PHILOSOPHY

The philosophy of the Nez-Lizer Administration—consistent with the methodology of the Navajo Thaw Implementation Plan—is to pursue a “hand up,” not a “handout.” The Nez-Lizer Administration believes in the principle? of T’aa ho ajit’eego, a guiding concept for this initiative that is the traditional teaching of self- determination and self-reliance in improving one’s stage in life.

While a substantial case can be made that the federal government has an obligation to the Navajo people to address unmet promises from both the Relocation era and the Bennett Freeze, this planning and implementation project is not about “getting even.” Rather, the Navajo Thaw is about creating a new economic and governance paradigm for the nation’s largest Indian Nation. A “handout” would entail simply requesting a large sum of funding as a penalty for a previous injustice. While the Navajo Nation does believe that such an injustice was committed by the federal government, the Navajo Thaw is not based upon such a penalty. But rather, it is based upon an economic opportunity. By meeting this economic opportunity, funding received from the federal government will create a new, sustainable economic dynamic for that Navajo Nation.

This is why all nine Chapters are engaging in Recovery Plans that are based upon economic development strategic planning. By selecting and implementing economically viable strategies, initiatives and projects, the economic potential of the nation’s largest Indian reservation can be addressed. The Navajo Thaw, therefore, becomes a prototype—a pilot project—for a new governance and economic model.

Funding from the federal government is, therefore, not a penalty payment. Rather, the federal funding will become an investment in viable economic opportunities that ultimately support infrastructure, housing, community development and economic development investment without public subsidy in the future.

The one-time, large-scale request for federal funding from the Navajo Thaw Regional Plan, therefore, is a strategic economic stimulus. Replicating this approach throughout the Navajo Nation will be transformative to an entire Indian Nation.

IMPLEMENTATION PLAN

viii Coppermine Recovery Plan Executive Summary

ABOUT THE NAVAJO THAW

For generations, thousands of people in Western Navajo have felt the impact and injustice of the Bennett Freeze. Housing has been substandard, water infrastructure has been non-existent, public facilities have been insufficient and unemployment is unacceptably high.

Although previous attempts have been made to address this problem that was caused by the federal government issuing a moratorium on development throughout the 1.5 million-acre region, the problems persist.

On October 14, 2019, Navajo Nation President Jonathan Nez announced the Navajo Thaw Implementation Plan. This is the largest effort of its kind to truly reverse the impacts of the 40+ year moratorium on development and improvements.

A Commitment to Implement The Navajo Thaw Implementation Plan is not just another study that will sit on the shelf. It is a commitment by the Nez-Lizer Administration and the 24th Navajo Nation Council to listen to the people in all nine Chapters, formulate Chapter-based Recovery Plans and to create the Navajo Thaw Regional Plan. The result of this three-year Implementation Plan will be the opportunity for the federal government to meet its Promise to the Navajo Thaw Region to improve the housing, establish the infrastructure, build the public facilities and create economic conditions necessary to benefit the lives of the impacted Navajo people.

The Navajo Thaw Implementation Plan is an investment strategy. For the Navajo people to have the quality of life and economic opportunities that they envision, there must be an economic strategy that is based upon the strengths of the region and designed to be economically, socially and environmentally sustainable.

It Begins with Plan Week Plan Week is the 1.5 day, 12-hour strategic planning process designed to capture virtually all of the data, information, strategies, initiatives, projects and aspirations of each of the nine Navajo Thaw Region Chapters.

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Session Three of Plan Week, referred to as Navajo Homework, provides time to discuss and collect many of the “essentials” developed by Navajo Chapters including their Community Land Use Plan, Capital Improvement Plan and other documents critical for community development, economic development, housing improvements and infrastructure investment.

Navajo Thaw Regional Plan Simultaneously, projects envisioned at the Chapter level that can best be implemented regionally are incorporated into the Navajo Thaw Regional Plan. It is this Regional Plan that will be placed before the federal government in order that an investment can be made that supports the entirety of the Navajo Thaw Region.

PROJECT SUPPORT TEAM FUNDING AGENCIES

Thomas Tso, President [email protected] Navajo Hopi Land Commission Office (928) 660-9726

USDA Rural Development

Not “Cookie Cutter” Planning

At first glance, the Navajo Thaw Chapter Recovery Plans look somewhat similar. This is on purpose. For years, an attempt has been made to develop and implement a plan to benefit the Former Bennett Freeze Area. For the needs of the region to be addressed, there must be a common methodology for all nine of the impacted Chapters that respects their individuality, and yet provides a framework for a regional solution. Despite the similar formatting for the Chapter-based plans, the resulting action and activities defined in every plan is unique to the Chapter. In fact, just the selection of economic development strategies provides each Chapter virtually unlimited options for the content of its plan. Each plan, therefore, is as unique as its overall Chapter Thumbprint.

x Coppermine Recovery Plan Executive Summary

Coppermine and the Bennett Freeze

Getting our Voice Back The tragic period of American history known as the Bennett Freeze has now impacted three generations of people on the western Navajo Nation.

Navajo Nation President Jonathan Nez has declared that this be a time to work collectively for a positive future—not lamenting the name/word “Bennett,” but rather to focus upon strategies, projects and issues that will “Thaw the Freeze.”

For this reason, the Coppermine Chapter Recovery Plan only makes mention of the name/word Bennett as a point of history and geography. The southern portion of the Coppermine Chapter is within the geographic boundary of the Bennett Freeze, and this plan is to give voice for those impacted by this period of time while presenting a plan for the benefit of the entire Chapter.

This plan is dedicated to all of the people that have been impacted by this historic injustice and is a key element of the Navajo Thaw Implementation Plan designed to bring comprehensive benefits to the entire region, while identifying actionable strategies, projects and issues of specific benefit to the Coppermine Chapter.

Scope and Timeframe of the Plan The geographic scope for this plan is the Coppermine Chapter, and especially the portion of the Coppermine Chapter that is in the Former Bennett Freeze Area (now known as the Navajo Thaw Region). While this plan is designed to represent and benefit all of the Coppermine Chapter, it is also recognized that some of the resources that the plan may attract to benefit Coppermine will be applied only to the portion of the Chapter within the FBFA. The geographic limitation of such potential resources will be defined by the provider of such funding and assistance.

With respect to the time horizon of the plan, typically plans of this nature are designed to be implemented over a five-year period. As the Coppermine Chapter is a part of the Navajo Thaw Implementation Plan, the human and technical resources available to implement the plan through the Native Builders Team will extend through December 2022. The Native Builders Team is committed to assisting each of the nine Navajo Thaw Region Chapters to implement a priority local project and then to assist to secure large-scale funding.

The broadest view of the project horizon relates to the proposed FBFA Relocatee Settlement Initiative (FRSI) which is a part of the Indirect Initiatives scope of work for the Navajo Thaw Implementation Plan. This time horizon would likely be as long as two decades to implement all of the infrastructure, transportation, housing, public facilities and economic development initiatives necessary in order that the Promise by the federal government is met to those impacted by the Bennett Freeze.

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Feedback and Updates on Chapter Recovery Plan

March 1, 2020 - Update The Chapter Recovery Plan was posted on the Navajo Thaw website in order to provide broad access to all of the people of the Chapter, and to receive feedback. The website had a special tab for people to submit such feedback, and also included a “Suggestion Box” for such input.

April 21, 2020 - Plan Review and Additional Content

During an April 20, 2020 teleconference, Chapter officials and staff provided feedback and additional content for the Coppermine Chapter Recovery Plan. The content below is intended to “add to” the strategies/ initiatives/projects already identified in the plan.

Top Projects for Clinic Masterplan Project One of the top priorities for the Coppermine Chapter is the complete funding, construction and operation of the health care complex and residential area to be developed at the southern portion of the Chapter. During the April 2020 discussion, three elements of the project were highlighted as being “very high priority:” • A 25-unit housing complex • Senior living center (60 units) • Laundromat and gas station

Chapter officials noted that while Le Chee does have a senior center, there are no similar facilities convenient for the people of the Coppermine Chapter.

Chapter officials do have a general idea of the elements of a master planning project including the health care center/staff quarters, the location for the grocery store and gas station, sewer infrastructure and a new cemetery.

Other priorities include the development of a fire hall/public safety building, improvements to broadband and improvements to N21 (to Kaibeto).

Yet another priority is the completion and certification of the Chapter Community Land Use Plan.

May 11, 2020 - Project Update

A Coppermine Board member, CLUP member and member of the Staff attended a special meeting with Thomas Tso to review and finalize the Coppermine Chapter Recovery Plan. Approval of the Plan came with the notation of the top Priority Projects as follows: 1. Housing Project including 25 NHA Homes and 20 Scattered Homes 2. Senior Citizen Center 3. Economic Development Project including Convenience Store and Gas Station 4. Fire and Public Safety Building 5. Broadband Improvements 6. Road improvements including the N21 Road to Kaibeto and the 6226 to 6210 Road to Hwy 89 originating at the Chapter House (currently a bus route)

xii Coppermine Recovery Plan Section 1: Plan Week Results Section 1 - Plan Week Results

Plan Week Results

Overview To gather the information from which to begin formulating Coppermine’s Coppermine Plan Week strategic plan, the Steering Committee participated in a multi-session planning process called Plan Week, which is outlined in detail in Appendix B. November 11-12 In addition, these Quality-of-Life Initiatives were selected for advancement: December 10 • Bennett Freeze Area-based Community Facility December 19 • Bike Trails/Horseback Riding/Echo Cliffs and Big Cut Walking Trails • Chapter Certification • Chapter House Building • Echo Cliffs Health Center • Feral Horses • Gas Station/Laundromat/Convenience Store • Grazing and Range Management • Housing • Irrigated Agriculture Opportunity Prioritized Strategy Report • Local and Regional Tourism • N-20 Rest Stop STRATEGY SCORE STRATEGY GROUP • Nursing Home Environmental Restoration 71 Sector-specific • Post Office Value-added Agriculture 69 Value-added • Public Safety/Fire Station/Police Cultural Tourism 62 Tourism Facility and Services/Emergency Health Care Expansion 61 Community Development Response Pass-through Visitor Services 60 Tourism • Roads and Road Maintenance • Rural Addressing Education Development 58 Community Development • Youth and Wellness Center Destination Tourism 56 Tourism Local/Regional Tourism 55 Tourism Attracting Funding 54 Other Strategy Selection Process Bedroom Community Development 49 Community Development Logistics Centers 39 Sector-specific The Coppermine Steering Committee Value-added Mining 38 Value-added participated in an objective assessment of the most viable economic development Infrastructure Development 38 Other strategies for a given community—the Business Cultivation 27 General Business Key Success Factor Analysis. Using this Attracting Government Jobs 27 Other rating and scoring system, the Steering Value-added Forest Products 26 Value-added Committee considered a host of strategy- Attracting Retirees 26 Other specificKey Success Factors, rating Business Recruitment 25 General Business Coppermine’s comparative advantage for Entrepreneurial Development 25 General Business each factor, relative to other communities. Value-added Fisheries 24 Value-added Each of the Key Success Factors was scored Leading-edge Development 23 Sector-specific on a scale of ‘A’ to ‘E’. Where the Steering Attracting Lone Eagles 21 Other Committee determined that Coppermine Energy Development 19 Sector-specific has a significant comparative advantage Business Retention and Expansion 16 General Business relative to its competition, that factor was scored an ‘A’. Where a particular Key Downtown Development 10 Community Development

1.2 Coppermine Recovery Plan

Success Factor was determined to be relatively absent in Coppermine, it Enhanced Strategy Report was given a score of ‘E’. Intermediate STRATEGY SCORE WANT STRATEGY GROUP scores from ‘B’ to ‘D’ were given for Business Recruitment General Business factors in the middle of the range. Business Retention and Expansion General Business The scores provided by the Steering Business Cultivation General Business Committee were then integrated with Entrepreneurial Development General Business each of the 25 strategies on a weighted basis. The result is the Prioritized Energy Development Sector-specific Strategy Report which presents all 25 Environmental Restoration Sector-specific strategies scored from 0 to 100, with Logistics Centers Sector-specific the higher scores showing a greater Leading-edge Development Sector-specific likelihood of successful strategy Value-added Agriculture Value-added implementation. Value-added Forest Products Value-added This initial Prioritized Strategy Report Value-added Fisheries Value-added provided the Steering Committee Value-added Mining Value-added with a solid foundation from which it could begin considering which of the Destination Tourism Tourism 25 strategies the community should Cultural Tourism Tourism ultimately pursue. As the Building Local/Regional Tourism Tourism Communities approach recognizes that Pass-through Visitor Services Tourism making wise choices in a representative Downtown Development Community government requires not only capable leaders but an involved citizenry, the Education Development Community views of the community were also Health Care Expansion Community sought, in order that the collective Bedroom Community Development Community voice of the community could be heard Infrastructure Development Other and given weight in the decision- Attracting Retirees Other making process. This began in the Voice of the Community Meeting in Attracting Lone Eagles Other which the community at large was Attracting Government Jobs Other asked whether or not it would like to KeyAttracting Funding Other see the community advance each of 3 = Selected Strategy the 25 strategies. Score = Total Score which adds the Prioritized Strategy Report score to the findings of the Voice of the Community Session (“Does the community want to implement theCheckmarks strategy,” ( 4and) indicate “Does theselected strategies. community think that the strategy could be successfully implemented?”) The results of the Voice of the Want = The percentage of the Voice of the Community attendees desiring to implement the Community Meeting were then strategy Can = The percentage of the Voice of the Community attendees that believe this strategy can be weighed, factored and combined with successfully implemented the results of the Key Success Factor Strategy Group = One of six types of strategies Analysis to produce the Enhanced Strategy Report. This report provided the Steering Committee with a more complete view about the desires and confidence level of both leaders and citizens with respect to each of the 25 potential strategies. This information, along with the Prioritized Strategy Report, served as the foundation for the final strategy selection process.

With these various analyses and assessments in place, the Steering Committee’s task was to choose the strategies which the community would ultimately advance.

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 1.3 Section 1 - Plan Week Results

SWOT Analysis The Building Communities economic development strategic planning approach does not utilize a conventional strengths, weaknesses, opportunities and threats (SWOT) analysis as a starting point for the process. Instead, it presents Key Success Factors for community and economic development.

The table below presents a brief description of each category and the average score of the community (on a scale of ‘0’ as low and ‘100’ as high) in each of those categories.

AVG Key Success Factor Categories SCORE Assets Industry-specific or activity-specific conditions or dynamics critical to certain strategies. 44

Capital Business debt and equity funding as well as consistent funding for development organizations to succeed. 10

Expertise The skills, connections and abilities of local professionals. 28

Government The citizenry and government agencies/committees, whose decisions and opinions shape the community's actions. 30

Infrastructure The land, buildings and infrastructure necessary to advance many of the business development strategies. 36

Labor The labor force of a community. 63

Location The relative proximity of the community to the marketplace. 55

Scores reflect the community's relative capacity in each category on a scale from 0 to 100.

The table below shows graphically the relative strength of each of the Key Success Factor categories.

As shown in the table and the bar chart, scores in the key success factor categories range from a low of 10 to a high of 63. The lowest scoring categories, Capital and Expertise, underscore the need for Coppermine to

1.4 Coppermine Recovery Plan

network with Navajo Nation resources and the Navajo Thaw Implementation Plan in order gain the funding and know-how to successfully advance projects. The score of ‘44’ in the Assets Category reflects several high scoring factors and many low scoring factors. It is the Asset Category that may provide the greatest number of clues as to the ability to successfully advance economic development projects.

Scores in the Labor and Location Categories are relatively high reflecting the availability of labor and proximity to Page, Arizona.

Assets The “Assets” category generally presents Key Success Factors unique to particular strategies. For example, the “availability of energy resources” is a unique Key Success Factor to the Energy Development strategy.

Assets Desirable climate 4 4 Existing or prospective cultural attraction 4 4 Local recreational and visitor attractions 4 4 Proximity to large volumes of agricultural commodities 4 4 Insulation from industrial business annoyances 4 4 Expandable educational institution 3 3 Financially sound existing health care facility 3 3 Proximity to nationally recognized attractions 3 3 Proximity to travel routes 3 3 Proximity to urban population and workforce centers 3 3 Sufficient local entrepreneurial base 3 3 Proximity to raw materials and minerals 1 1 Quality residential neighborhoods 0 0 Accurate, long-term analysis of infrastructure needs and costs0 0 Availability of energy resources 0 0 Available, desirable housing 0 0 Existence of recreational amenities 0 0 High availability of urban services 0 0 Proximity and access to forests and forest products 0 0 Proximity to fisheries commodities 0 0 Recognizable central business district/downtown 0 0 Sufficient base of local businesses 0 0

Twelve of the 22 key success factors in the Assets Category score above average, with five of the factors receiving a top score. Of the factors receiving the top score, two relate to tourism development, one relates to agricultural development, and the other two support quality of life initiatives.

The large number of “positive” Assets offers Coppermine a variety of economic strategies to implement.

Conversely, there are 10 of the 22 factors that scored a ‘0.’ These factors help Coppermine to “rule out” several of the strategies that are virtually impossible to successfully implement.

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Capital Access to—and consistent availability of—capital is significant in two general respects. First, businesses must be able to secure sufficient debt and/or equity capital for their formation, operations, retention and expansion. Second, development organizations must have reliable sources of funding in order to regularly engage in activities consistent with their mission.

For businesses, access to capital is the lifeblood of the business itself. For small businesses that can demonstrate loan repayment capability, programs to provide such capital can be very traditional (bank and credit union lending), or they can be government-supported loan, loan guarantee or credit enhancement measures designed to supplement traditional lending.

For development organizations, reliable funding is necessary so the board and staff can engage primarily in activities consistent with the organizational mission, rather than regularly chasing funding sources for the preservation of the organization itself.

Capital Ability to secure power-purchase agreements 2 2 Access to long-term infrastructure loans and grants 1 1 Availability of appropriated funds 1 1 Ability to secure long-term contracts for forest materials 0 0 Access to small business financing 0 0 Access to large-scale capital 0 0 Competitive recruitment incentives 0 0 Dedicated local financial resources for staffing recruiters 0 0 Local funding for downtown development 0 0 Sufficient marketing, promotion, or public relations budget 0 0

The low scores in the Capital Category reflect the inability of the Coppermine Chapter to access funding to support both business development and government operations. Only one key success factor scored “average,” while the remainder scored below average.

The most notable low-scoring categories include the lack of local funding to promote business development activities, the lack of funding for local staffing to focus on community and economic development, and the lack of funding for business development.

1.6 Coppermine Recovery Plan

Expertise In this information age, it should be no surprise that one of the broadest and most important categories of Key Success Factors is expertise. The successful implementation of virtually every strategy requires expertise from a broad array of professionals in any community.

Not only must sufficient expertise be possessed by the individuals on the front lines of community and business development, but such capability is also important in various professional sectors of the local economy, for the advancement of targeted tourism and downtown development strategies and in the professionals backing up the front-line community and business developers (city managers, public works directors, county commissioners, etc.).

Expertise Ability to identify product and service gaps 3 3 Ability to successfully market materials 3 3 Ability to understand industry trends and opportunities 3 3 Competent, strategic-minded hospital and health-care executives3 3 Existing excellence in local health care 3 3 Local ability to identify and advance a funding proposal 3 3 Team approach to infrastructure finance 3 3 Capable, experienced economic development professionals1 1 Cooperation of economic development staff and educational1 community 1 Cultural development and advocacy organization 1 1 Dedicated business coaching staff 1 1 Relative sophistication in coordinating and marketing local events1 1 Ability to build a team comprised of energy-development experts0 0 Ability to compete in a global market 0 0 Ability to network and attend relevant trade shows 0 0 Downtown organization and staff 0 0 Implementation of national Main Street Four-Point Approach™0 0 Relationship with site selectors 0 0 Sophisticated tourism development & promotion 0 0 Sophisticated use of the internet for marketing 0 0 Staff focused on attracting retirees and/or lone eagles 0 0 Support from local education professionals at all levels 0 0 Supportive post-secondary education training program 0 0

Six of the 23 Expertise Category factors score above average, while fully 10 of the 23 factors are ranked as a ‘0’ by the Coppermine Steering Committee (CSC).

Notable “positive” key success factors were related to the ability of the community to network to gain information to support business development activities, the leadership associated with the medical clinic project, and the ability to collaborate to receive funding for Chapter projects.

The fact that 16 of the 23 Expertise factors scored below average underscores the need for the Coppermine Chapter to positively engage with the Navajo Thaw Implementation Plan in order to successfully implement local projects and to participate at the regional level. While the Expertise Category factors scored low, the willingness of the Chapter to utilize outside expertise will help to overcome the challenges within this category.

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Government Increasingly people argue that “if only government would get out of the way” our communities and businesses would thrive. In reality, however, it is through government (federal, state and especially local) that key strategies are envisioned, defined and implemented.

Governmental bodies not only establish policies and funding programs, but establish cultures and attitudes that are either pro-development or anti-development. Strong collaboration between government and the private and volunteer sectors is an essential ingredient for success.

Government Local government support 4 4 Community acceptance of the visitor industry 3 3 Strong state and/or federal legislative delegation 3 3 Community support for needed infrastructure rate increases2 2 Local pro-business climate 1 1 Projected growth in government budgets 1 1 Strong relations between economic development organization1 and local businesses 1 Support for attracting retirees 1 1 Support from local businesses 1 1 Local policies and ordinances supporting quality neighborhood1 development 1 Active engagement of downtown building and business owners0 0 Favorable state policies with respect to office locations 0 0 Local focus on revenues from visitors 0 0 Strong community support 0 0 Supportive state energy policies and incentives 0 0

Of the 15 Government Category key success factors, only three score above average and one scores at average.

Most notably, the positive key success factor relates to “local government support” for community and economic development. That is, there is a desire by Chapter leaders and civic volunteers to see the positive growth and development at Coppermine. The other two positive factors include support for the development of the visitor industry and the ability to coordinate with a strong leadership delegation at the Navajo Nation, state and federal levels.

Five of the 15 key success factors score at the lowest level. Of these factors, the most notable challenges relate to a lack of engagement by the community and a lack of focus on capturing expenditures from tourists as they pass by on N-20.

1.8 Coppermine Recovery Plan

Infrastructure In order for communities to be attractive and appropriate for the implementation of many strategies, they must possess sufficient land, infrastructure, buildings and housing. Building Communities uses the term infrastructure in a very broad sense in this context (beyond just sewer, water and power facilities).

Infrastructure Availability of brownfield sites 4 4 Availability of industrial-zoned land for industrial park development4 4 Availability of land for business prospects 4 4 Land/Buildings/Campus for education development 3 3 Proximity to transmission lines with excess capacity 1 1 Adequate housing for labor force 0 0 Adequate telecommunications infrastructure 0 0 Availability of local buildings 0 0 Availability of local infrastructure 0 0 Excess water and sewer infrastructure capacity 0 0 High-speed internet 0 0

The four high-scoring factors in the Infrastructure Category provide a definite direction for the Coppermine Chapter as to the most viable economic development strategies.

The “availability of brownfield sites” references the Old Trading Post (OTP). The site of the Old Trading Post offers a commanding view to the scenic topography in all directions, especially toward the north. Redevelopment of the brownfield site offers Coppermine a distinct opportunity for advancement. All four of the high-scoring Infrastructure Category factors relate to the availability of land. This land can be developed for business development, education or commerce.

One of the more notable low-scoring factors relates to “proximity to transmission lines with excess capacity.” The Chapter, bisected by such transmission lines, would seem to be an ideal location for energy development given the closure of the Navajo Generating Station and the opportunity to reallocate the transmission line capacity to other sources of energy production. The Chapter, however, believes that such an opportunity is highly challenging, and that local benefits may not be received.

Low scoring factors relate to traditional infrastructure needs such as water, transportation, buildings, and telecommunications.

Labor It takes a deeper bench than simply the “experts” to successfully implement many strategies. The availability and skills of the local labor force are critical to the implementation of many strategies.

Labor Local, available, low-skill labor pool 3 3 Local, available, high-skill labor pool 2 2

Similar to other Chapters in the Navajo Thaw Region and throughout the Navajo Nation, there is the belief that there is the availability of low-skill labor at the Coppermine Chapter. The Coppermine Steering Committee ranked the availability of “high-skill” labor as average.

Location The location of the community is of great significance to many strategies. For example, communities strategically located to provide access to markets have a comparative advantage versus relatively isolated communities.

Location Prospect of an expanded geographic market for health care4 4 Proximity to scheduled air service 3 3 Proximity and access to markets 2 2 Advantageous location for government or education expansion1 1 Strategic location for distribution centers 1 1

Three of the Location Category factors scored at or above average. The most notable “positive” factor relates to the location of the Chapter for expanded health care offerings. This relates to the effort by the Coppermine Chapter to develop the health clinic near Gap.

The proximity of Coppermine to Page does offer a comparative advantage with respect to proximity to scheduled air service. This could be a positive factor for tourism development and business development opportunities.

The Coppermine Steering Committee believes that the Chapter is not ideally situated for the establishment of government or educational facilities. Many of these services can be accessed at Page or neighboring Chapters.

1.10 Coppermine Recovery Plan

Community ThumbprintTM Denoting Selected Strategies Building Communities has developed the Comunity ThumbprintTM which, in effect, presents the “DNA” of the community in terms of how the Key Success Factor scores predict the likelihood of successful implementation for each of the 25 strategies.

In the figure below, each of the 25 strategies are represented by a spoke. The length of the spoke correlates to the likelihood of successful strategy implementation. Longer spokes denote higher scores while shorter spokes represent smaller strategy scores.

There are several observations that can be made from the graphic. The graphic illustrates that there are several relatively-high scoring Strategies with virtually all the same score (many of the spokes are the same length). All four of the Tourism Strategies perform relatively well, and three of the four Community Development Strategies score well. The graphic also illustrates how only one of the Value-Added Strategies, Agriculture, performs well.

Attracting Funding Business Recruitment

Attracting Government obs Business Retention Expansion

Attracting Lone Eagles Business Cultivation

Attracting Retirees Entrepreneurial Development

Infrastructure Development Energy Development

Bedroom Community Development Environmental Restoration

Health Care Expansion Logistics Centers

Education Development Leading-edge Development

Downtown Development alue-added Agriculture

Pass-through isitor Services alue-added Forest Products

Local/Regional Tourism alue-added Fisheries

Cultural Tourism alue-added Mining

Destination Tourism

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 1.11 Section 2: Quality-of-Life Initiatives

Quality-of-Life Initiatives • Bennett Freeze Area-based Community Facility • Bike Trails/Horseback Riding/Echo Cliffs and Big Cut Walking Trails • Chapter Certification • Chapter House Building • Echo Cliffs Health Center • Feral Horses • Gas Station/Laundromat/Convenience Store • Grazing and Range Management • Housing • Irrigated Agriculture Opportunity • Local and Regional Tourism • N-20 Rest Stop • Nursing Home • Post Office • Public Safety/Fire Station/Police Facility and Services/Emergency Response • Roads and Road Maintenance • Rural Addressing • Youth and Wellness Center Quality-of-Life Background/Issues • Chapter Revenue Sources • Civic Engagement • Community Cemetery • Glen Canyon National Recreation Area Planning • Greenhouse • Renewable Energy Development Possibilities Section 2 - Quality-of-Life- Initiatives

Quality-of-Life Initiatives

Background For most communities, economic development is not just about creating jobs. Many communities are Coppermine Fast Facts recognizing that they must take proactive measures • There are 60 homes in the FBFA portion to sustain and improve the quality of life for their of the Coppermine Chapter residents and future generations. • Approximately 50% of the homes at Building Communities approaches this by asking the Coppermine Chapter have running Steering Committee members and Voice of the water Community Meeting attendees the following question: “What is impacting the quality of life in your • Because of a lack of services, the entire community?” community makes a routine trip to Page for banking and mail and other services Invariably, a thoughtful discussion ensues. Typically, between 10-40 issues are identified. Where logical • There are no businesses located on the and convenient, many of the issues/projects are then Coppermine Chapter combined into manageable efforts that could be handled by the community in order to improve its quality of life.

Ultimately, the Steering Committee discusses all of the potential Quality-of-life Initiatives and selects a subset of such initiatives for implementation.

Coppermine Session

Twenty-three persons from the Bennett Freeze portion of the Coppermine Chapter attended a session on December 19, 2019 to focus upon the specific needs of the Bennett Freeze portion of the Chapter.

Attendance was remarkable given the time of the season (right before Christmas) and the remote nature of the area. Nonetheless, the strong attendance underscores the desire by the people within the Navajo Thaw Region to finally realize the promise that they have been offered for many years. In fact, many of the attendees mentioned that consultants had been parading through Coppermine for years collecting their information and paychecks and offering their reports. But, nothing has ever happened that actually benefitted the people. For this reason, the people created a long list of Quality-of-Life Initiatives that they expect action on.

Quality-of-Life Actions Selected by Coppermine Ultimately, Coppermine selected 19 Quality-of-Life Initiatives for implementation. Below is a brief description of each of these selected initiatives.

The people in the Bennett Freeze portion of the Coppermine Chapter identified many initiatives that will improve the quality of life of the area.

Bennett Freeze Area-based Community Facility Other than the local church, there are no public buildings for community congregations, events or other activities. People living in the Bennett Freeze portion of the Coppermine Chapter feel socially isolated, and yet feel a need to connect with one another. A community center building would allow for quilting and sewing and the ability to teach one another how to cook and benefit from other quality of life activities.

2.2 Coppermine Recovery Plan Section 2 - Quality-of-Life Initiatives

Bike Trails/Horseback Riding/Echo Cliffs and Big Cut Walking Trails Although recreational trails development was not placed as a high priority by the people who live in the Bennett Freeze portion of the Coppermine Chapter, people in the northern portion of the Chapter strongly desire to see this type of trails development.

Chapter Certification The Coppermine Chapter has never been a certified Chapter, although there is currently a desire to become certified. The top current activity to become certified is an update of its Community Land Use Plan (CLUP). In addition, the Chapter continues to strive to improve its Five Management System operations.

There is some question as to whether or not Coppermine will continue to seek certified Chapter status. It is understood that the potential regionalization of the Navajo Chapters might eliminate the distinction between certified and uncertified Chapters.

Chapter House Building The Chapter House building, which was constructed in the 1950s, needs substantial upgrades or replacements in order to meet the public facility and services needs of the people at Coppermine Chapter.

Echo Cliffs Health Center Physically located on the Coppermine Chapter, the proposed Echo Cliffs

Health Center is making significant progress in the planning and funding stages. Phase 1, assessment documentation, is complete. Phase 2, on-the-ground feasibility study analysis is well underway. Project advocates are optimistic that the Phase 2 analysis will conclude that the site being studied will be approved. An alternate site location, if necessary, has been identified at Cedar Ridge.

The working name for the medical clinic is the Bodaway Gap Health Center. It is anticipated that the name of the facility might change to Echo Cliffs Health Center once it becomes operational. The next step for the project will be increased lobbying and advocacy for construction for the development of the health clinic. Some of the larger anticipated problems to resolve are the soil stability, power extension and sewage pond issues.

Various options are being considered for ownership and administration including a possible 638 contract.

It is estimated that the new clinic will employ 280 individuals. The project also includes housing development for employees.

Feral Horses Feral horses are coming into the Coppermine Chapter “from all directions.” Recently, over 200 horses were shipped out from the Chapter, but the problem still persists. The availability of water is a serious issue for horses. Feral horses tend to compete for the very limited vegetation that is necessary for the livestock industry.

Gas Station/Laundromat/Convenience Store People in the Bennett Freeze portion of the Coppermine Chapter are very distant from daily services and products that would be offered by a convenience store, gas station and laundromat. This would be the top form of business development sought by the Chapter.

Grazing and Range Management Years of drought combined with marginal land and soils has left the Navajo Thaw Region with poor grazing and forage conditions. The Coppermine Steering Committee would value the opportunity to be more proactive about rotational grazing and other practices that would heal the land and bring increased prices for livestock. One example would be the EQIP-funded project being coordinated in the Leupp area.

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Housing For years, consultants and Navajo Housing Design/Clan Pods government representatives have stated that “if you will only People in the Bennet Freeze portion of the Chapter are participate in this planning session familiar with the housing design concept of “Clan Pods.” These and/or fill out this particular form, housing arrangements are family-centered, with multiple your housing problems will be houses clustered in one area. The benefit of Clan Pods is that resolved.” Although this promise it facilitates the desire by Navajo families to live together, and has been issued over and over again, yet is distinct from the type of clustered housing that tends to there have been no coordinated increase crime and other unwanted activities. efforts to improve housing in the Bennett Freeze portion of the Coppermine Chapter.

There is hope, given that the Chapter has demonstrated uncommon capacity to conduct its housing assessment and then translate those results into the utilization of the Housing Escrow Fund. More information on this is found in both the Housing Assessment and the Housing Escrow Fund sections of this Recovery Plan.

In addition to housing improvements, needed water infrastructure must be delivered to the area. Currently, people are utilizing livestock water troughs for human water consumption. This is a very unsatisfactory/short- term solution that has been in place now ever since the institution of the Bennett Freeze in 1966.

Irrigated Agriculture Opportunity Chapter officials believe there is an opportunity to develop an irrigated agriculture system which would allow alfalfa and other crops (corn and wheat) to be grown in large volumes on the Coppermine Chapter. Alfalfa grown at higher elevations (above 5000 feet above sea level) tends to generate higher value, quality and pricing. Historically, the Natural Resources Conservation Service (NRCS) examined the land at the Chapter and developed a conservation plan. It is believed that a pivot system with sprinklers may be the best way to irrigate the land at Coppermine. This would allow for large-scale commercial development and marketing.

Local and Regional Tourism Although Coppermine does not currently have an event, the top goal would be to “bring back” the First Windmill Rodeo which was coordinated by World War II veteran Byron Tsinigine. Tsinigine established the rodeo in 1945 with a 75-year lease for such operations. It is anticipated that the lease will probably expire next year. Mr. Tsinigine’s son has applied to renew the lease. Coppermine Chapter is very supportive of the proposed development and would like to see additional development in the neighboring area.

N-20 Rest Stop The Coppermine Chapter is very supportive of the development of a rest stop/rest area along N-20 between Gap and Page. This rest area could be combined with vending activity in order to support local artisans.

Nursing Home Coppermine residents desire to see the development and operations of a nursing home to facilitate the needs of the aging population.

Post Office Currently, people living throughout the Coppermine Chapter must travel to Page for post office services. Developing a local post office would be a tremendous convenience for area residents.

Public Safety/Fire Station/Police Facility and Services/Emergency Response The residents of the Bennett Freeze portion of the Coppermine Chapter see a need for a public safety facility that would address police, fire, and emergency response. The design and operations of the public safety building at the Twin Arrows Casino is seen as an excellent model for development at Coppermine.

2.4 Coppermine Recovery Plan Section 2 - Quality-of-Life Initiatives

Roads and Road Maintenance The two priority roads for Coppermine Chapter are N-20 and N-21. N-20 is the primary route from Gap to Page. N-21 runs east-west, and reaches out to the Bennett Freeze portion of the Coppermine Chapter.

N-20 received a substantial improvement when traffic was rerouted due to the slide near the Big Cut back in 2014. With the emergency road project, people at Coppermine received a major ($40 million) transportation infrastructure investment.

Unfortunately, however, N-21 did not receive such favorable treatment. To this day, N-21 is basically a wide, dirt road that becomes virtually impassable during times of significant rain or snow. Residents of the Bennett Freeze portion of the Coppermine Chapter are unanimous in their resolve that the road should be improved and paved, and bus turnouts should be designed and constructed.

Historically, the Bureau of Indian Affairs has been responsible for the maintenance of N-21. The lack of dedicated funding and human resources has prevented the type of maintenance and investment desperately needed on this road. The people in the Bennett Freeze portion of the Coppermine Chapter desire to see “wide asphalt pavement” improvements on N-21.

Coppermine officials and local residents recognize that the Bureau of Indian Affairs is very slow to respond to road maintenance issues, especially snow plowing. The preference by Coppermine officials would be that the Arizona Department of Transportation or even the Navajo Nation Department of Transportation take over maintenance responsibilities.

Rural Addressing Similar to other Chapters throughout the Navajo Thaw Region, the lack of a rural addressing system is a significant inconvenience and even a public safety concern for area residents. The Coppermine Chapter needs assistance to successfully develop its rural addressing system.

Telecommunications and Fiber Optic Infrastructure There are no hard-line telephone lines serving the Bennett Freeze portion of the Coppermine Chapter. Instead, people have hit-and-miss cellular receptivity that is entirely unsatisfactory, especially in times of emergency services. 21st-century telecommunications capacity must be instituted for the Bennett Freeze portion of the Chapter.

Youth and Wellness Center The Navajo Nation provides funding to all Chapters through the “junk food tax” which can be programmed by Chapters for facilities and services that benefit health and wellness. The Chapter would like to establish a Youth/Wellness Center facility that would provide both unorganized and pre-programmed activities to benefit the health and wellness of the area residents.

Quality-of-Life Background/Issues While there is a desire to “act” on most of the Quality of Life Initiatives, there were several items that the planning participants simply want notated — written about. These issues are summarized below.

Chapter Revenue Sources With the closure of the Navajo Generating Station, budgets are tightening on the Navajo Nation. This is certainly true for Chapter budgets.

Historically, the Coppermine Chapter has had three “local” revenue-generating sources: water sales, local

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 2.5 Section 2 - Quality-of-Life- Initiatives showers, and garbage collection. The residents in the Bennett Freeze portion of the Chapter agree with Chapter Priority Issues for officials that proactive measures must be taken to identify Bennett Freeze Portion of Chapter and create new funding sources for Chapter operations. The projects/issues of top importance Civic Engagement to the residents that live in the Bennett Chapter officials are frustrated that they are not receiving the Freeze portion of the Chapter include: type of attendance and civic condition from area residents. • Bennett Freeze Area-based It is only when meals are served that large gatherings take Community Facility place. Something to stimulate greater civic commitment would be desired by the Chapter. • Chapter House Building • Feral Horses Community Cemetery The Coppermine Chapter does not have a cemetery within • Gas Station/Laundromat/ its Chapter boundaries. Given that the Navajo Nation is Convenience Store being more proactive and restrictive in terms of “private • Grazing and Range Management cemeteries” the Chapter is looking for a long-term solution. • Housing Glen Canyon National Recreation Area Planning • N-20 Rest Stop Coppermine officials are participating in efforts for the planning for the future of the Glen Canyon National • Nursing Home Recreation Area. The goal is that the quadrilateral discussions • Post Office involving four federal agencies will ensure that the local needs and priorities are being considered in this process. • Public Safety Facility The Navajo Thaw Implementation Plan would like to give • Roads/Road Maintenance additional voice to the Navajo priorities in this federal planning process. • Rural Addressing • Telecommunications Greenhouse Chapter officials see the possible development of a • Youth and Wellness Center 1200-square foot (40’ x 30’) greenhouse on the grounds with the Chapter House and administrative facilities. Youth participating in the Summer Youth Program would learn career skills in helping to support the greenhouse operations.

Renewable Energy Development Possibilities At first glance, given the closure of the Navajo Generating Station (NGS) the opportunity to utilize the excess transmission capacity seems like an immediate opportunity for renewable energy development for Coppermine.

Navajo Nation has established the Hayoolkaal Committee which is responsible for identifying a diversified energy portfolio. The Navajo Nation has received an allocation of 500 megawatts of transmission capacity. The Hayoolkaal Committee will be responsible to make recommendations and determinations for the use of that capacity.

Although Coppermine has examined the possibility of a utility-scale solar array, the Steering Committee has made a preliminary determination that this opportunity is challenging and perhaps impossible for the Chapter.

An earlier proposal to develop renewable energy at Coppermine was not met with local support because there was no benefit being offered to the Chapter or its residents.

2.6 Coppermine Recovery Plan Section 3: Chapter Demographics Section 3 - Chapter Demographics

Chapter Demographics

Census Data Article One of the United States Constitution directs the population be enumerated at least once every 10 years and the resulting counts used to set the number of members from each state and the House of Representatives, and, by extension, the Electoral College. The Census Bureau conducts a full population count every 10 years (in years ending with a 0) and uses the term ‘decennial’ to describe the operation. Between censuses, the Census Bureau makes population estimates and projections.

American FactFinder is a service of the United States Census Bureau and provides access to the Census Bureau Data. The information below is summarized from the American FactFinder.

3.2 Coppermine Recovery Plan Section 3 - Chapter Demographics

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3.4 Coppermine Recovery Plan Section 3 - Chapter Demographics

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3.6 Coppermine Recovery Plan Section 4: Chapter Budget Section 4 - Chapter Budget

Chapter Budget

Program Budget Summary Information Each of Navajo Nation’s 110 Chapters provide Program Budget Summary Information to the Navajo Nation Division of Community Development. The table below provides information for Fiscal Year 2020.

4.2 Coppermine Recovery Plan Section 5: Chapter Budget Section 4 - Chapter Budget

Chapter Budget

5.2 Coppermine Recovery Plan Section 5: Capital Improvement Plan (CIP) Section 5 - Capital Improvement Plan (CIP)

Capital Improvement Plan (CIP)

Overview Navajo Nation Chapters as well as other Top priorities for the Coppermine Chapter include three entities (Divisions, Departments, Programs waterline extensions. These projects are known as the: and even Non-profit Entities) can participate in the Navajo Nation Infrastructure Capital • KOKO Project Improvement Plan (CIP) process. • Phase 1 Project • Phase 2 Project These plans relate to the needed infrastructure for Navajo Nation In total, these three waterline extensions will serve 60 communities and entities to support the homes which are all in the Former Bennett Freeze Area. Navajo people. The project will include kitchen and bath additions. IHS will be doing the plumbing for bathrooms. The Chapter The CIP is a six-year plan which is updated will provide matching funds both from their Housing every year. Projects that are identified in Escrow Fund as well as Chapter discretionary funds. the CIP process typically have a high-dollar value, and are not a part of the annual Another infrastructure project, this one not in the operating budget for Navajo governmental Coppermine CIP, is the Highway 89 Waterline Extension units. As such, the projects identified project. This project is being coordinated by Indian within the CIP plans are not annual Health Services. expenses and not the responsibility of local governments and their provision of services to the people.

The type of infrastructure projects that are typically identified include roads, bridges, water infrastructure, wastewater infrastructure, power and telecommunications.

The Navajo Thaw Implementation Plan seeks to integrate the priorities identified by each of the nine Navajo Thaw Region Chapters in order that such projects compete more effectively for Navajo Nation and federal funding.

5.2 Coppermine Recovery Plan Section 4 - CIP Review and Status

CIP Review and Status $0 $0 $0 $0

Overview $562,500 $1,687,500 $1,125,000 $16,250,000 $19,625,000 [email protected] g Total for next 6 years Total Not Yet Funded Wednesday, July 10, 2019 Wednesday, July 10, 2019 Wednesday, July 10, 2019 Wednesday, July 10, 2019 Date Received $0 $0 $0 $0 $250,000 $815,000 $800,000 $1,000,000 $1,000,000 $1,000,000 Amount Y6 Amount Y6 $0 $0 $0 $0 WPKWP51104-002292 Contact Email: $1,000,000 $1,000,000 Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $1,000,000 $1,000,000 Amount Y4 Amount Y4 $0 $0 $0 $0 Project ID: (928) 691-1109 Applied For? No No No No $1,000,000 $1,000,000 Amount Y3 Coppermine $250,000 $815,000 $800,000 $0 $0 $0 $0 Amount Y3 $1,000,000 Capital Project Description $1,000,000 $1,000,000 Amount Y2 $0 Amount Y2 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $562,500 $1,687,500 $1,125,000 $11,250,000 $14,625,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 2 KOKO Waterline Project Extension Phase I U54-40 Homes Wilford Lane Proposed Kitchen/Bathroom additions for 40 homes in the former Bennett Freeze Area. Chapter Former Bennett Freeze Area restricted from home improvement for more than 40 years is need of waterlines and impr ovement healthy living standards. Coppermine Area Funding Source IHS IHS IHS IHS Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.3 Funding Type Federal Federal Federal Federal Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $562,500 $1,687,500 $1,125,000 $16,250,000 $19,625,000 [email protected] g Total for next 6 years Total Not Yet Funded Wednesday, July 10, 2019 Wednesday, July 10, 2019 Wednesday, July 10, 2019 Wednesday, July 10, 2019 Date Received $0 $0 $0 $0 $250,000 $815,000 $800,000 $1,000,000 $1,000,000 $1,000,000 Amount Y6 Amount Y6 $0 $0 $0 $0 WPKWP51104-002292 Contact Email: $1,000,000 $1,000,000 Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $1,000,000 $1,000,000 Amount Y4 Amount Y4 $0 $0 $0 $0 Project ID: (928) 691-1109 Applied For? No No No No $1,000,000 $1,000,000 Amount Y3 Coppermine $250,000 $815,000 $800,000 $0 $0 $0 $0 Amount Y3 $1,000,000 Capital Project Description $1,000,000 $1,000,000 Amount Y2 $0 Amount Y2 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $562,500 $1,687,500 $1,125,000 $11,250,000 $14,625,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 2 KOKO Waterline Project Extension Phase I U54-40 Homes Wilford Lane Proposed Kitchen/Bathroom additions for 40 homes in the former Bennett Freeze Area. Chapter Former Bennett Freeze Area restricted from home improvement for more than 40 years is need of waterlines and impr ovement healthy living standards. Coppermine Area Funding Source IHS IHS IHS IHS Completed No No No No No

5.4 Coppermine Recovery Plan Funding Type Federal Federal Federal Federal Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $180,000 $540,000 $360,000 $3,600,000 $4,680,000 [email protected] g Total for next 6 years Total Not Yet Funded $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 SHDF51104-002340 Contact Email: Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 Project ID: (928) 691-1109 Amount Y3 Coppermine $0 $0 $0 $0 Amount Y3 Capital Project Description $1,800,000 $1,800,000 Amount Y2 $0 Amount Y2 2021 - 2026 Contact Phone: $180,000 $540,000 $360,000 $1,800,000 $2,880,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 $0 $0 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 3 Scattered Housing Development- FBFA Wilford Lane To plan, design and construct scattered housing in the FBFA within Coppermine Chapter. Adequate housing will upgrade the health, living standards of families that do not have convenience proper needs . Coppermine Chapter Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.5 Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $0 $0 $560,000 $560,000 [email protected] g Total for next 6 years Total Not Yet Funded $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 ESBAACFR51104-002299 Contact Email: Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 Project ID: (928) 691-1109 Amount Y3 Coppermine $0 $0 $0 $0 $0 $0 Amount Y3 Capital Project Description Amount Y2 $0 $0 $0 $0 Amount Y2 2021 - 2026 Contact Phone: $560,000 $560,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 4 Environmental Surveys, Biological Assessments, Archeological Clearances for Roads Duane S. Tsinigine A. N6210, B. 6211, C. N21, D. N6226, E. N201 Roads need improvements & upgrades holistically for safety of community, local school bus routes, departments and travelers. Coppemrine Chapter Completed No No No No No

5.6 Coppermine Recovery Plan Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000 [email protected] g Total for next 6 years Total Not Yet Funded Date Received $0 $0 $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 DCAEDP51104-002403 Contact Email: Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 Project ID: (928) 707-5896 Applied For? No No Amount Y3 Coppermine $100,000 $100,000 $0 $0 $0 $0 $0 $0 Amount Y3 Capital Project Description Amount Y2 $0 $0 $0 $0 Amount Y2 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $200,000 $200,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 $0 $0 $0 $0 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 5 Develop Community and Economic Development Plan Duane S. Tsinigine Coppermine Chapter Funding Source NN CIP General Funds Legislative Funds Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.7 Funding Type Navajo Nation Arizona Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $25,000 $50,000 $125,000 $2,500,000 $2,700,000 [email protected] g Total for next 6 years Total Not Yet Funded Date Received $0 $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 MPBCPSF51104-002322 Contact Email: Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 Project ID: (928) 691-1109 Applied For? Yes Amount Y3 Coppermine $200,000 $0 $0 $0 $0 $0 $0 Amount Y3 Capital Project Description Amount Y2 $0 Amount Y2 2021 - 2026 Contact Phone: $25,000 $50,000 Potential Funding Amount applied for; or to be for: $125,000 $2,500,000 $2,700,000 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 6 Multi-Purpose Building (Community Public Safety Facilities) Duane S. Tsinigine The Coppermine Chapter is in dire need to facilitate the community with a Multi-Purpose Building adequately contain; Seni or Center, Head Start, Youth Veterans Center and Fitness Health Center. Preplanning, Architectural & Engineering Design. This project will facilitate to the community as a One Stop Shop accomm odate needs of Coppermine Chapter Community. chapter compound Funding Source Sihasin Completed No No No No No

5.8 Coppermine Recovery Plan Funding Type Navajo Nation Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $1 $0 $0 $0 $0 $0 $20,000 $50,000 $70,001 [email protected] g Total for next 6 years Total Not Yet Funded $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 WDWCAW51104-002291 Contact Email: Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 Project ID: (928) 691-1109 Amount Y3 Coppermine $0 $0 $0 $0 $0 $0 Amount Y3 Capital Project Description Amount Y2 $1 $0 $0 Amount Y2 2021 - 2026 Contact Phone: $20,000 $50,000 $70,001 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 $0 $0 $0 $0 $0 Amount Y1 Amount Secured (Entity Responsibility) . Rehabilitation of Earthen Dams . Community Watering Points . Agriculture (Livestock) Waterline 2020 - 7 Agricultural Water Development Duane S. Tsinigine 1 2 3 within Chapter Area (Well) Water Development will upgrade the water system for a healthy Agricultural sustainability through and upgrading o f earthen dams. This prepare an organized system of waterflow, water development and possibly for Economic Development in the fields of: AgriBusiness, Livestoc k, Irrigation Fields. Coppermine Area Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.9 Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $7,139 $172,988 $898,944 $1,079,071 [email protected] g Total for next 6 years Total Not Yet Funded Date Received $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 $0 $0 $0 PDCSPAWHW51104-001287 Contact Email: Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 $0 $0 $0 Project ID: 928 691-1109 Applied For? No No No No Amount Y3 Coppermine $0 $0 $0 $0 Amount Y3 $0 $0 $0 Capital Project Description $521,114 $521,114 Amount Y2 $0 $0 Amount Y2 $7,139 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $0 $0 $0 $172,988 $377,830 $557,957 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 8 Pln/Dsgn/Const Scattered Pwrln along with House wiring Bessie Armajo, CSC To plan, design, and construct scattered power lines throughout the Coppermine Chapter, along with house wiring to homes that a re proposed get on grid. This will be the last power line project for Coppermine Chapter then will move on to other Projects. Electrical facilities will upgrade the health, living standards of families that do not have convenience electrical powe r in their homes. Scattered Locations Funding Source Chapter Other NN CIP General Funds NTUA CDBG Completed No No No No No

5.10 Coppermine Recovery Plan Funding Type Navajo Chapter Navajo Nation Other Federal Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $0 $0 $50,000 $50,000 [email protected] g Total for next 6 years Total Not Yet Funded Date Received $50,000 Amount Y6 Amount Y6 PAEB51104-002481 Contact Email: Amount Secured Amount Y5 Amount Y5 Amount Y4 Amount Y4 Project ID: (928) 691-1109 Applied For? Yes Amount Y3 Coppermine $50,000 Amount Y3 Capital Project Description Amount Y2 Amount Y2 2021 - 2026 Contact Phone: $50,000 $50,000 Potential Funding Amount applied for; or to be for: Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2020 - 9 Purchase and Equip Backhoe Daune Tsinigine Chapter Tract Funding Source Sihasin Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.11 Funding Type Navajo Nation Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $0 $60,000 $215,000 $275,000 coppermine_chapterhouse@yah oo.com Total for next 6 years Total Not Yet Funded Date Received $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 $0 $0 $0 CPL51104-000113 Contact Email: Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 $0 $0 $0 Project ID: 928-691-1109 Applied For? No No Amount Y3 Coppermine $0 $0 $0 Amount Y3 $0 $0 $0 Capital Project Description $60,000 $215,000 $275,000 Amount Y2 $0 $0 $0 $0 $0 $0 Amount Y2 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $0 $0 $0 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2021 - 1 Chapter Parking Lot Chapter President chapter parking lot is an essential componant to better serve the community members since Chapter has enormous pavement pro jects. All arch. clearance and environmental assessement has been completed. Navajo Route 20 Funding Source NN Fuel Excise Tax Funds NN CIP General Funds Completed No No No No No

5.12 Coppermine Recovery Plan Funding Type Navajo Nation Navajo Nation Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Construction Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 4 - CIP Review and Status $0 $0 $0 $0 $0 $0 $0 $500,000 $500,000 [email protected] Total for next 6 years Total Not Yet Funded Date Received $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y6 Amount Y6 $0 $0 $0 $0 $0 $0 $0 $0 $0 CCT51104-000232 Contact Email: Amount Secured Amount Y5 Amount Y5 $0 $0 $0 $0 $0 $0 $0 $0 $0 Amount Y4 Amount Y4 $0 $0 $0 $0 $0 $0 $0 Project ID: 928-691-1109 Applied For? No No $500,000 $500,000 Amount Y3 Coppermine $0 $0 $0 $0 $0 $0 Amount Y3 $0 $0 $0 Capital Project Description Amount Y2 $0 $0 $0 $0 $0 $0 Amount Y2 2021 - 2026 Contact Phone: Potential Funding Amount applied for; or to be for: $0 $0 $0 Amount Y1 INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN FY 2021 - 2026 Amount Y1 Amount Secured (Entity Responsibility) 2021 - 2 Coppermine Chapter Telecommunication CSC To plan, design and construct a telecommunication system for Coppermine Chapter. Coppermine Chapter has no type of communication system. Coppermine Chapter Area Funding Source ARRA Private Funds Completed No No No No No

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 5.13 Funding Type Federal Other Year Rank: Project Title: Contact Name: Project description: Statement of Need: Project Location: Secured and Potential Funding Budget Proposed Budget Land Planning / Predesign Architecture / Engineering Other Other Total Annual Operating Budget: Operating / Maintenance Operating Revenues Total Section 6: Community Land Use Plan (CLUP) Section 6 - Community Land Use Plan (CLUP)

Community Land Use Plan (CLUP)

For Navajo Chapters, the purpose of their Comprehensive Land Use Plan (CLUP) is to guide the future development and preservation of their land while establishing policies for future land use. The CLUP document is intended to help Chapter officials and members to make better decisions regarding budgeting, capital improvements and land use in order to reach the community’s vision for its future.

The CLUP document contains information from Navajo Nation, the Chapter, federal, state and local government. The focus of the CLUP is to provide direction for housing, coordinating infrastructure development, protecting open space, designating comme/rcial areas, and identifying and prioritizing community facility improvements.

Ideally, the CLUP is developed and approved based upon community involvement and feedback during the planning process. Ultimately, the CLUP serves to establish a set of policies to guide future land use decisions regarding residential subdivision plans, capital improvement projects, recreation and infrastructure plans, zoning districts and variance appeals.

6.2 Coppermine Recovery Plan Section 7: Housing Assessment Section 7 - Housing Assessment

Housing Assessment

Overview Over the past five years, the Navajo Nation has taken a coordinated, but somewhat decentralized, approach to assessing the housing conditions and needs. For the Navajo Thaw Region, this resulted in differing reports and analyses for each of the nine Chapters. Some of the Chapters completed a comprehensive and organized analysis of housing needs, while other Chapters did not have the capacity to conduct such an analysis. Ideally, the result of the Housing Assessment would: 1) allow for the release and utilization of Housing Escrow Funds for local Chapter housing priorities, and 2) position the Chapter for additional financial resources for housing improvements.

Coppermine Housing Assessment The Coppermine Chapter has done significant work to complete a housing assessment which ultimately yielded a list of 20 names/individuals in a prioritized housing waiting list that describes the scope of work needed (including floor plans and needed materials). The work was the result of a door-to-door outreach effort that reached “most homes” in the Bennett Freeze portion of the Chapter. Information that was collected includes, but is not limited to, a description of the site, a description of the house, the demographics and incomes of home occupants, home type (Hogan, trailer, etc.), type of bathroom, water availability, cisterns, and the availability of home site leases. Photographs of each of the homes were taken. New home site lease documentation is being developed for new homes, including archeological clearances and surveys. Information on 50 such potential projects has been provided to the Navajo Nation Land Department. The next step of the process, according to Coppermine officials, is to provide this information to the Navajo Nation Division of Community Development where projects could be bid out in order to meet procurement requirements. Coppermine hopes to have all of this planning and organization completed in February 2020.

7.2 Coppermine Recovery Plan Section 8: Housing Escrow Funds Section 8 - Housing Escrow Funds

Housing Escrow Funds

Coppermine Housing Escrow Funds Coppermine Chapter has $216,408.48 available in its Housing Escrow Fund. These funds are limited to the purchase of housing materials. Coppermine Chapter has requested $100,000 for labor in order to make use of the materials to improve local homes. Recently, Coppermine Chapter tried to make improvements to three homes by issuing a Request for Proposals. Unfortunately, the bids came in above budget and the process needs to start over. On July 25, 2013, the Navajo-Hopi Land Commission unanimously passed resolution NHLCJY-27-13, approving a NHLCO Proposal to Distribute the Escrow Funds Earmarked for FBFA Housing to FBFA Chapters Based on Percentage of Chapter Population in the FBFA Formula and Directing the NHLCO and the Division of Finance to Implement the Distribution.

The Navajo-Hopi Land Commission approved an Escrow Funds Use Plan in June 2011. The plan allocated funds for several projects, including a housing allocation of $4.0 million for housing. Subsequently, NHLC approved a drawdown of $1.073 million to acquire 17 manufactured homes for the benefit of 17 recipients needing replacement homes on an emergency basis.

The available funding as of July 2013 was $3,606,808. The NHLCO met on July 23, 2013 with representatives from four of the nine FBFA Chapters after proper notification and proposed to them a plan to distribute the funds to each Chapter based on their Chapter population in the FBFA. The representatives were in consensus to the proposal.

The July 27, 2013 resolution approved the distribution plan and authorized NHLCO to proceed to distribute the funding.

The resolution also stipulated that the Navajo-Hopi Land Commission Escrow Fund Policy would limit the available funding to $30,000 per family.

The table below shows the available funding that is to be distributed to each of the Chapters.

8.2 Coppermine Recovery Plan Section 8 - Housing Escrow Funds

The Coppermine Chapter has “beat the odds” in comparison A Coppermine Success Story to the other Navajo Thaw Region Chapters in The Coppermine Chapter has been able to “crack the code” establishing and implementing in terms of planning for and utilizing Housing Escrow Funds. a plan for the utilization of the Although monies have not been spent, they soon will be thanks Housing Escrow Funds. to some very proactive work by Chapter officials and staff. The Chapter has been Coppermine was able to complete a door-to-door housing allocated $216,408.48 from assessment in the Bennett Freeze portion of the Chapter. This this fund. As of November work allowed the Chapter to understand the overall housing 2019, $6,593.94 has been needs, and to program Housing Escrow Funding to benefit the spent. (The Chapter received a refund of approximately people. $978.) The Chapter is coordinating with the Navajo Hopi Land The pending success began Commission office to coordinate/“hire” the skilled contractors with the positive response to perform the work. In addition, the Chapter is coordinating made by the Coppermine with the Navajo Nation Division of Community Development Chapter during the Begay- for technical assistance. Finally, the Chapter is working with the Nez administration when Department of Personnel Management for additional assistance. a challenge was made for Chapters to coordinate and Consistent with the vision of the Nez-Lizer Administration to to collect comprehensive inspire “sweat equity,” the Chapter asked the people themselves information about housing to develop their floor plans and then to develop a materials list conditions and relative income consistent with the improvements that they would like for their levels of people in the Former homes. Then the Chapter members went to area lumber and Bennett Freeze Area. hardware stores such as Page Lumber, Home Depot, and True A local team was formed, a Value. The result has been accurate materials lists for all of the housing assessment template affected homes. was created, and an organized, comprehensive approach to A decision was made by the Chapter to apportion the Housing information collection was Escrow Funds equally to all of the eligible recipients. As such, conducted. As a result, the each residence was provided an $10,800 budget. If any project Coppermine Chapter “leads were to “fall through,” an “alternate projects list” was also the class” in terms of having developed. actionable data in order to invest its Housing Escrow Ultimately, it is the people themselves who have identified what Funds. housing improvements they need and how they would allocate their funding. They did this by doing their own “homework” Like other Chapters, (sweat equity). Coppermine was confronted with the problem that Housing The three key local professionals that accomplished this work Escrow Funding could only are Roylentia Begay, Regina Reid and Valerie Fowler. be used for the purchase of materials, and not to pay for labor. While this policy has been well intentioned, the lack of construction estimators and general contractors has left most of the region unable to successfully invest its Housing Escrow Funds. This is not the case for Coppermine.

Prepared by Building Communities, Inc. in Partnership with Native Builders LLC 8.3 Section 8 - Housing Escrow Funds

Coppermine Chapter officials challenged residents within the Navajo Thaw Region portion of the Chapter to do their own analysis and create their own materials lists. With this list in hand, the area residents then traveled to local hardware stores to “price out” the needed materials to form a finalized materials list.

In order to solve the problem related to the inability to use Housing Escrow Funds for labor, the Chapter then successfully received a $100,000 award from the Sihasin Fund to address this challenge. These funds have been allocated and the Chapter is ready to successfully move forward in early 2020 with housing improvements. This will be the first successful example of the utilization of Housing Escrow Funds in the Navajo Thaw Region which have sat dormant for over five years.

Coppermine officials look to the successful expenditure of Housing Escrow Funds as an example of how there is sufficient capacity to receive additional, new sources of funding to extend this much-needed work. The work conducted by the Coppermine team is so exceptional that the Navajo Thaw Support Team recommends exploring how this local team’s talent might benefit other Chapters throughout the Navajo Thaw Region.

HEF Policy

Recognizing the challenge that chapters are having in expending Housing Escrow Fund moneys, the NHLC and NHLCO have amended the policy to allow for the expenditure of HEF funding on personnel/labor.

8.4 Coppermine Recovery Plan Section 9: WHPacific Plan Section 9 - WHPacific Plan

WHPacific Plan

Overview Between May and September of 2008, WHPacific, Inc. was contracted by the Navajo Nation’s Design and Engineering Services (DES) to develop a Regional Recovery Plan for the Former Bennett Freeze Area (FBFA). This effort included information-gathering within the FBFA, but also throughout the rest of nine Chapters affected by the freeze, for purposes of comparison in terms of the impact and resulting needs of residents. This plan consolidated the priority capital projects of nine Chapters affected by the former Bennett Freeze – Bodaway/Gap, Cameron, Coalmine Canyon, Coppermine, Kaibeto, Leupp, Tolani Lake, Tonalea, and Tuba City – to create a strategic implementation plan, which could have been reshaped for eventual submittal as a special appropriation request from Congress. WHPacific Inc., gathered information using three main methods over the four and a half month planning process: 1) from residents, officials, and Chapter staff at two community workshops in each Chapter; 2) from research and analysis of existing plans and ongoing project efforts at Chapter, Tribal, and Federal agencies and departments; and 3) from field teams using a Global Positioning System (GPS) to take data points at houses, roads, and other man-made features, and assess each feature’s condition, whether very good, good, fair, poor, or very poor based on particular criteria. WHPacific, Inc., produced three deliverables: 1) a recovery plan identifying top priority capital projects, including estimated costs and recommendations for implementation, 2) updated land-use plans for each Chapter to proceed with certification, and 3) all gathered GPS data and maps in the form of a Geographic Information System (GIS) database.

9.2 Coppermine Recovery Plan Section 10: Western Navajo Pipeline Project Section 10 - Western Navajo Pipeline Project

Western Navajo Pipeline Project

Brown and Caldwell Report In September 2013, Brown and Caldwell was authorized by the Navajo Nation to prepare the Tuba City Regional Water Plan (Plan). This plan was developed for the “Tuba City Nine Chapters (now known as the Navajo Thaw Region),” and included water planning for the Bodaway-Gap, Cameron, Coalmine Canyon, Coppermine, Inscription House, Kaibeto, LeChee, Red Lake #1/Tonalea, and Tuba City Chapters. (Note: The region is slightly different from the Navajo Thaw Region).

The plan summarized existing and anticipated water needs within that region, reviewed water resources available to serve those demands, evaluated alternatives to address supply deficiencies, and recommended a preferred alternative for implementation to address short- and long-term water supply deficiencies.

Brown and Caldwell is a part of the Navajo Thaw Support Team, working to develop and implement the Navajo Thaw Implementation Plan.

10.2 Coppermine Recovery Plan Section 11: Swaback Partners Report Section 11 - Swaback Partners Report

Swaback Partners Report

Planning and Design Manual In 2012, the Navajo Housing Authority (NHA) engaged the services of Swaback Partners to develop a Planning and Design Manual which would serve as a roadmap to assist Chapters with the best practices of planning and community development. While not intended to be a substitute for Chapter Plans, the documentation was intended to provide better choices for housing types and needs.

The master planning effort introduced a new form of scattered housing focusing on rural settings with an emphasis on conservation resources. Workshops and open houses were utilized to receive public input.

Ultimately, the planning activities involved in this “Sustainable Community journey” were intended to guide the potential development of 34,000 new dwellings across the Navajo Nation.

Three stages of analysis work were completed:

• Stage One—Site Reconnaissance and Evaluation • Stage Two—Programming Confirmation and Refinement • Stage Three—Prototypical Plans and Sustainable Community Master Plans

11.2 Coppermine Recovery Plan Appendices

A. Prioritized Strategy Report B. Planning Methodology Appendix

Appendix A

Prioritized StrategyStrategy Report Report STRATEGY SCORE WANT CAN STRATEGY GROUP Value-added Forest Products 78 21% 9% Value-added Entrepreneurial Development 70 90% 89% General Business Value-added Agriculture 70 97% 93% Value-added Infrastructure Development 69 91% 89% Other Education Development 68 88% 92% Community Development Leading-edge Development 62 44% 40% Sector-specific Business Cultivation 59 98% 84% General Business Logistics Centers 59 29% 30% Sector-specific Business Recruitment 58 98% 97% General Business Destination Tourism 57 47% 47% Tourism Business Retention and Expansion 55 96% 95% General Business Bedroom Community Development 55 72% 73% Community Development Attracting Lone Eagles 51 72% 70% Other Value-added Mining 47 59% 56% Value-added Value-added Fisheries 45 13% 2% Value-added Downtown Development 45 88% 90% Community Development Health Care Expansion 45 89% 89% Community Development Cultural Tourism 43 38% 48% Tourism Energy Development 41 93% 89% Sector-specific Attracting Retirees 41 63% 66% Other Attracting Government Jobs 41 63% 56% Other Environmental Restoration 36 40% 41% Sector-specific Local/Regional Tourism 35 90% 87% Tourism Attracting Funding 28 96% 98% Other Pass-through Visitor Services 26 86% 90% Tourism

A.2 Coppermine Recovery Plan Appendix

Appendix B

Planning Methodology

In order to maximize community participation in the planning process, and to quickly transition the community to plan implementation, Coppermine engaged Building Communities to employ its unique strategic planning methodology in the development of this plan. The Building Communities approach to strategic planning bypasses traditionally used planning and research components—such as lengthy demographic studies, which often add little to a plan in terms of usefulness over time and focuses instead on the development of action-oriented projects and initiatives. The Building Communities planning approach is objective, comprehensive and expeditious.

• Objective: Communities select community and economic development strategies and initiatives based on a logical analysis of the factors most relevant to community advancement • Comprehensive: Communities consider a host of possible strategies and initiatives to improve local economic conditions, and to sustain and advance overall quality of life • Expeditious: The process is fast-paced (typically 12 hours total) and excludes discussion unrelated to the development and implementation of the strategic plan

Vision and Mission The development of vision and mission statements has long been “standard procedure” in traditional community and economic development strategic planning processes. These statements are crafted to inspire, convey core values, and to indicate the direction communities desire to head as they implement their plans. These are all important ingredients in any strategic plan. In the Building Communities planning methodology, vision and mission statements assume a different form. In fact, vision and mission statements appear to be absent in the planning process and final plan, at least as traditionally seen. But they are anything but missing.

The Building Communities methodology recognizes that communities embrace similar values, missions, objectives and visions for the future—leadership, integrity, health, quality services, safe environments, responsible use of resources, economic growth and quality living, to name a few. Fully recognizing that these values and ideals are both common to, and important in, nearly all communities (if not all!), the Building Communities methodology integrates vision and mission statements seamlessly into the strategic plan, both expanding their content and application, and making them unique to the community.

As part of the Building Communities planning approach, Coppermine’s vision—”what we aim to become based on who and where we are”—is presented in a lengthier format than just a sentence or two. It is found under the header “Our Community and Vision” in the Executive Summary. The plan itself can also be considered an extension of Coppermine’s vision—a palpable manifestation of its values and desires—while the strategies and initiatives which constitute the bulk of the plan define Coppermine’s mission—”what we want to do to enact our vision.”

Defining a community’s vision and mission is at the core of the Building Communities planning approach. For Coppermine, these elements emerged as participants were guided through a planning process that had two over arching objectives—improving local economic conditions and enhancing quality of life in the community.

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Objectives of Methodology The Building Communities approach is firmly grounded in the belief that the objectives of community and economic development strategic planning (like the values and aims of visions and missions) are also common among communities—improving economic condition and enhancing quality of life. These two high-level objectives can be directly related, indirectly related, or almost completely insulated from one another, depending on the development projects being pursued by the community. For example, development of value-added projects offers the potential for significant improvement to a community’s economic condition, but may only indirectly improve the quality of life enjoyed by its citizens. In like manner, strategic positioning as a bedroom community can dramatically improve general community conditions for residents in the form of residential amenities and aesthetic elements, but may only indirectly contribute to the economy. And some initiatives, such as well-developed tourism campaigns, may result in enhancements to both quality of life and the local economy.

The relationship between these two objectives works in both directions. That is, while improvements in one category may have a positive effect on the other, neglect in one—or overemphasis on it—may have a drag-down effect on the other. In order to maximize the benefit of community projects and initiatives, the Building Communities methodology emphasized analysis and planning in both of these categories during the planning process.

Major Components of Planning Approach The Building Communities planning approach brings together three important components to produce a strategic plan—people, analysis and action. These components were carefully combined and organized for Coppermine in order to minimize time spent on relatively fruitless planning activities, while maximizing the power that each of the components brings to the process:

• People: The Plan Director, Plan Facilitator, Building Communities Support Staff, Steering Committee—and the Community at large • Analysis and Action: Plan Week, which included these analyses and action-assignment sessions: ▪ Key Success Factor Analysis ▪ Quality-of-Life Initiatives (QOLIs) Session ▪ Civic Condition Assessment ▪ Voice of the Community Meeting ▪ Strategy & QOLIs Selection Session ▪ Assigning Essential Action Steps ▪ Elevator Speech Session

The People This strategic plan is a road map to better the individual and collective lives of its people. As such, the Building Communities methodology places high value on involvement of the people. In fact, perhaps more than any other strategic planning process currently in use, the Building Communities approach invites—no, requires!—community members themselves to do the analyses and evaluations, determine the strategic projects and initiatives to be pursued, develop the content which constitutes the “meat” of the completed strategic plan and conduct follow-up activities to ensure that it is implemented, with Building Communities guiding the process.

Contrast this to traditional approaches in which often “detached” hired consultants do most or all of the analyses, interpret local conditions, write the plan, and community members accept the resulting plan as “their own.” Though this is the common formula, it in many cases leads to strategic plans being little more than expensive dust collectors. This is no future, and the Building Communities methodology does not use this model.

A.4 Coppermine Recovery Plan Appendix

The Building Communities methodology employed the services of the following people:

• Plan Director: Wilford Lane - Serves as the liaison between Building Communities and Coppermine; oversees community outreach efforts; assists in creating the Steering Committee; coordinates all planning and implementation efforts over the life of the plan. • Plan Facilitator: Brian Cole, President. Building Communities Inc. - Deploys the Building Communities Strategic Planning methodology, tools and software; provides guidance and assistance to the Plan Director; conducts planning, analysis and content-development sessions; delivers the plan in its various drafts and forms. • Building Communities Support Staff: Though rarely visible to the community, Building Communities’ support staff works behind the scenes to provide communities with effective and efficient planning tools, and to deliver a polished plan they can be proud of and use effectively. • Steering Committee: Includes the Plan Director and represents the interests of Coppermine in the planning process; participates in all Plan Week work sessions; invites community participation in the planning process; weighs all community input; selects strategies and initiatives for implementation; reviews and provides feedback on the draft final plan; leads implementation efforts during the life of the plan. • Citizens of Coppermine: Includes all citizens and elected officials; provides crucial input during the Voice of Community Meeting and during plan review and adoption proceedings; assists and supports the Steering Committee during planning and implementation.

Overview of Plan Week The bulk of the analysis and data gathering needed to build the strategic plan were accomplished during Plan Week—a term actually coined by a Building Communities client to describe the series of rapid-fire Building Communities planning sessions.

Data-gathering and analysis sessions were first in the process. Evaluation sessions followed, in which collected data and information were assessed and weighed. Next were decision-making sessions during which Steering Committee members determined the strategies and initiatives which would define Coppermine’s mission during the life of the plan. Initial plan implementation steps were also determined by the Steering Committee in the later sessions, and finalization of theseEssential “ Action Steps” is underway. In the final session of Plan Week, Steering Committee members were invited to reflect on the results of the preceding sessions, and to merge these with Coppermine’s identity and aspirations to create an expanded statement of its vision and direction.

The seven sessions of Plan Week are designed to capture the “full body” of community and economic development considerations:

• A logical assessment of what the community should do based on the likelihood of success (the “mind”) • The passion the community has to advance in a desired direction, or what itwants to do (the “heart”) • The capacity of the community to advance based on its human, financial and technical resources, or what it can do (the “muscle”)

Prior to Plan Week: Community Organizer Assessment One part of community and economic development strategic planning often ignored is determining the capacity of the community to implement its plan. Capacity relates to the human, financial and technical resources needed to generally engage in community and economic development activities, and considers such things as unity of vision, land-use policy, community attitude and organizational stability.

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The Building Communities planning approach addressed this critical element in Session 3—the Community Organizer Assessment—in which were presented a series of questions specific to the community and business development development aspirations of the community. This yielded a report detailing specific recommendations about how Coppermine can increase its capacity in order to successfully implement its strategic plan. The results of the Community Organizer Assessment can be found in Section 5 of this plan.

Session 1: Key Success Factor Analysis Plan Week began with a fast-paced analysis of Coppermine’s comparative advantage for a host of Key Success Factors—conditions, assets, abilities, etc. possessed by the community—related to 25 community and economic development strategies the community could pursue to improve economic condition and enhance quality of life.

The graphic below shows in “thumbprint” showing all the strategies the Steering Committee considered in this first session, and that the broader community also considered in a later session. Strategies ultimately selected appear as dark spokes, with the length of the spoke indicating the strategy’s potential for successful implementation.

Attracting Funding Business Recruitment

Attracting Government obs Business Retention Expansion

Attracting Lone Eagles Business Cultivation

Attracting Retirees Entrepreneurial Development

Infrastructure Development Energy Development

Bedroom Community Development Environmental Restoration

Health Care Expansion Logistics Centers

Education Development Leading-edge Development

Downtown Development alue-added Agriculture

Pass-through isitor Services alue-added Forest Products

Local/Regional Tourism alue-added Fisheries

Cultural Tourism alue-added Mining

Destination Tourism

The input from this session yielded Coppermine’s Prioritized Strategy Report—a ranking of the 25 strategies on a scale of 0 to 100 based on the likelihood of successful implementation. This report, along with a more detailed explanation of its content, can be found in Section 1 of this plan.

Session 2: Quality-of-Life Initiatives Unlike the 25 strategies, which are presented as a finite list,Quality-of-life Initiatives are an “open book” whose main purpose is to address quality-of-life issues of concern to the community. In Session 2 members of the Steering Committee were asked the question, “What would improve the quality of life in your community?” and invited to consider major issues or concerns they have about the livability in Coppermine.

These initiatives were presented to the broader community in a later session for their consideration and input, before the final selection of initiatives to pursue was completed by the Steering Committee. A more detailed treatment of the Quality-of-life Initiatives follows in Section 4 of this plan.

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Session 3: Navajo Homework Each of the Chapter Recovery Plans serves to assemble a lot of the data and existing planning that already exists for the chapter. The intention is to create a “one stop shop” for most of the high-level information needed by the chapter in order to successfully implement its plan.

The Navajo Homework includes Chapter Demographics, Chapter Budget, Capital Improvement Plan, Community Land Use Plan, Housing Assessment, Housing Escrow Funds, WHPacific Plan, Western Navajo Pipeline Project and Swaback Partners Report.

Session 4: Voice of the Community Meeting The entire community was invited to Session 4, a town-hall-style meeting carefully designed to receive broader input about the same strategies and initiatives being considered by the Steering Committee. During this meeting, two overall objectives were met.

First, the community was asked to consider the 25 strategies earlier presented to the Steering Committee and answer the following questions in relation to each:

• Would you like to see this strategy implemented in Coppermine? • Do you believe that Coppermine can successfully implement this strategy? The second objective was to present the results of the Steering Committee’s work on Quality-of-life Initiatives (from Session 2) and to receive feedback and other input on these topics. The results of the Voice of the Community Meeting were added to those of the Key Success Factor Session and presented to the Steering Committee in a later session as the Enhanced Strategy Report. This report can be found in Section 2 in this plan.

Session 5: Strategy and Quality-of-Life Initiatives Selection After the Steering Committee considered the “full body” of community and economic development considerations it made a final selection of strategies and Quality-of-life Initiatives in Session 5. For the strategies, this was accomplished during a detailed review of all strategy-related information from previous sessions. Where consensus could not immediately be reached about how to treat specific strategies, they were “held” and reviewed again later. This pattern continued until an acceptable subset of “selected” strategies was complete.

Additionally, the Steering Committee reviewed all previously considered Quality-of-life Initiatives, along with all related information collected in previous sessions. From the original list of topics, the Committee chose to “act on,” “write about” or “ignore” the concern or issue. Topics selected for action became full-fledged initiatives and were slated, along with the selected strategies, for further development in Session 6.

Session 6: Assigning Essential Action Steps Deciding what to do is almost always easier than determining how to get things done. Making decisions about how to begin implementation of selected strategies and initiatives, about who will lead these efforts for each strategy/initiative and determining exactly what steps need to be taken along the way is challenging work in the Building Communities methodology. And, equally important (perhaps even more so) is community members assuming ownership of making these implementation decisions. The “Achilles heel” of many strategic plans is the disconnect between community members and their plan when implementation consists of little more than “the consultant says this is what we should do.”

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With these points in mind, during Session 6, each selected strategy and initiative was individually assigned to Steering Committee members or community organizations to act as “lead.” Committee members were then introduced to an online tool designed by Building Communities to help them identify Essential Action Steps (EASs) for each strategy/initiative and “Tasks” for each EAS. Essentially, designated Steering Committee members were assigned to detail “who will do what by when, and with what resources” for each strategy and initiative.

Session 7: Elevator Speech The final session returned to the heart of the matter: why are we doing strategic planning in the first place? Steering Committee members were asked to reflect on why they care about their community and what they desire for the future. During this time, the group explored and discussed what is unique about Coppermine and what they expect as a result of conducting the strategic planning process. The result of this last session became the opening message in the plan and makes a unique statement about the heart of the community and what to expect in the plan—and during the years to come.

Objectivity of Planning Methodology Great care was taken during Plan Week to avoid traditional strategic planning pitfalls. One of the most common of these pitfalls is the tendency in communities for the “loudest voice” or “most important person in the community” to dominate discussions and to silence (intentionally or otherwise) those who might disagree or, quite frankly, have better ideas. The Building Communities methodology used by Coppermine employed a system which collected participants’ public responses to important questions anonymously in real-time. Because initial responses were given privately and silently, results were very likely genuine and representative of participants’ true positions. This ensured that discussions were fruitful, and that the issues, initiatives and concerns discussed were representative of the group rather than reflective of the opinion of one or two people. In other words, this provision for anonymity made what is, by its nature, very subjective work as objective as possible.

A.8 Coppermine Recovery Plan Coppermine

Community Thumbprint™ by Building Communities, Inc.