SEAGO CEDS Turning Point by SouthEastern Arizona Governments Organization

SEAGO – TURNING POINT – CEDS 2010-2015

SouthEastern Arizona Governments Organization

SEAGO 2010 -2015 Comprehensive Economic Development Strategy (CEDS)

The Turning Point The Stars and Stripes serve as the symbol of our freedom. May the SEAGO logo be adopted as a symbol of refuge, resource, and reassurance. Supported by ALL Member Entities of SEAGO and SEAGO EDD stakeholders

SEAGO – TURNING POINT – CEDS 2010-2015 Dedication page With deep gratitude we wish to acknowledge the Director of the Area Agency on Aging (AAA), Kathleen Heard. Accepting the new person, especially one who expresses new-fangled ideas and one who challenges ‘the way things are done’ is never an easy task, yet Kathleen listened, considered and accepted our determination to consider all ideas. Much space is devoted to describing the AAA program and its immeasurable impact on the SEAGO Region because Kathleen made sure we were provided with the data. We wish to thank Luke Droeger, SEAGO Transportation Planner, for embracing the notion of partnering ideas, sharing data and promoting the concept of cross pollination between departments and working committees. One of Luke’s contributions can be found in the SEAGO Region TIP posted alongside the SEAGO Region Project List. Thanks are also due to Bonnie Williams, the SEAGO CDBG Planner and Chris Vertrees our Pathways out of Poverty Manager. This document reflects the enormous reinvestment the CDBG program has provided the SEAGO Region year after year. Chris and his team are literally changing lives through training, certification and job placement. This CEDS document would not be possible without the cooperation and participation of the dedicated volunteer members of the SEAGO CEDS Committee, who are listed in Appendix A. Each of you have made a difference in the long term progress of our amazing region. Along this same theme, the guidance, quality editing and critical feedback from people like Mary Dahl, Tom Reardon, Ilona Smerekanich, Alison Van Gorp and a pair of incomparably talented multi-media professionals – Gary Dillard and Margaret Dillard truly helped raise the standards and expectations of anyone who chooses to use this document as it is intended – as a resource, as an information guide and as a valuable roadmap for economic prosperity throughout the SEAGO Region. Concluding these dedicatory remarks, please note our deep appreciation for the positive support and continual encouragement of Randy Heiss, the SEAGO Executive Director. With keen insight Randy allowed us to explore, investigate and examine all areas of SEAGO programs, what worked well and even that which was considered a failure. This document is a testimony to strong leadership, moral certitude and the impressive speed of trust. A’kos Kovach, SEAGO Economic Development Planner “One term we use for far-reaching looks into the future is 'vision;' for visions give us more than simply a prediction of future events, they give us a target on which to aim, a path to follow. They do more than forecast the future: they influence it, giving hope, inspiration, and guidance to those who embrace it; they look past what we can reasonably infer from our knowledge of the past and of the present.” Tom Moody

SEAGO – TURNING POINT – CEDS 2010-2015 TABLE OF CONTENTS

SECTION I Page I.

Executive Summary

A. What is SEAGO? -----------------------------------------------------------

B. What does SEAGO do? 1. Area Agency on Aging------------------------------------------------

a. Social Services Block Grants------------------------------------

2. CDBG---------------------------------------------------------------------

3. Economic Development-----------------------------------------------

4. Environmental Planning----------------------------------------------

5. Housing-------------------------------------------------------------------

6. Pathways out of Poverty----------------------------------------------

7. Transportation---------------------------------------------------------

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION II II.

Introduction --------------------------------------------------------------------

A. EDA-Requirements --------------------------------------------------

1. Summary of Requirements -------------------------------------

2. Planning Organizations -----------------------------------------

3. Strategy Committee ----------------------------------------------

B. Technical Requirement -------------------------------------------------

1. Background ---------------------------------------------------------

2. Analysis of Problems and Opportunities

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3. CEDS Goals and Objectives -------------------------------------

4. Community and private participation --------------------------

5. Strategic Projects, Programs, Activities -----------------a. Suggested Projects -------------------------------------b. Vital projects ------------------------------------------------

39 39 39

6. CEDS Plan of Action-------------------------------------------------

7. Performance measures ----------------------------------------------

8. How SEAGO CEDS meets EDA Requirements ----------------

9. SEAGO Member Survey

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Member Survey Conclusion – Analysis 10. SEAGO CEDS GOALS

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III SEAGO REGION III.

SEAGO Region A. Current situation and trends – Regional analysis----------------

1. Major Employers ----------------------------------------------

a. b. c. d. e.

Cochise County ------------------------------------Graham County ------------------------------------Greenlee County ------------------------------------Santa Cruz County ------------------------------------San Carlos Apache Tribe ----------------------------

51 51 51 52 52

2. Employment by Industry ----Regional analysis-----------

SEAGO Region, employment by industry chart---------Cochise County--------------------------------------------------Graham County-------------------------------------------------Greenlee County------------------------------------------------Santa Cruz County---------------------------------------------3. Employment and Unemployment –Regional analysis--

53 53 55 56 57 58

a. Average wage per job ------------Regional analysis-Average wage per job - (chart) -------------------------Growth in average wage per job – (chart) ------------

59 61 61

b. Per capita personal income------Regional analysis-Per capita personal income – (chart) -----------------Growth in per capita income – (chart) ----------------

62 63 64

c. Median Family Income ----------Regional analysis-Median Family Income – (chart) ----------------------Growth in Median Family Income – (chart) ---------

65 66 66

4. Tourism ----------------------------------Regional analysis--

a. Recreation and Tourist attractions -------analysis---

b. Cochise County Tourist attractions Analysis and overview ----------------------------

d. Graham county Tourist attractions Analysis and overview ----------------------------

e. Greenlee County Tourist attraction overview ------

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 f. Graham and Greenlee Counties Attraction Analysis-

g. Santa Cruz County Tourist Attraction overview---

5. Housing

-------------------------------Regional Analysis-

6. Population statistics ------------------Regional Analysis -

7. Educational facilities -----------------Regional Overview

a. b. c. d.

Cochise County -------------------------------------------Graham County ------------------------------------------Greenlee County -----------------------------------------Santa Cruz County ---------------------------------------

B. Trade and Commerce ------------------------ Regional Analysis

92 95 97 98 100

1. Industries and Sales (chart) --------------------------------Cochise County Industry and Sales ----------------------Graham County Industry and Sales ---------------------Greenlee County Industry and Sales --------------------Santa Cruz County Industry and Sales ------------------

100 102 104 105 106

2. Retail sales ------------------------------Regional Analysis

107

3. Economic impact of border trade with Mexico Regional analysis ----------------------------------------------

109

C. Overview of Existing Economic Development Service Providers ------ 114 1. Local Economic Development groups a. b. c. d. e. f. g.

Douglas International Port Authority ------------------------- 114 Douglas Regional Economic Development Corporation --- 114 Nogales International Port Authority -------------------------- 115 San Carlos Apache Tribe, Economic Development --------- 116 Santa Cruz Community Foundation --------------------------- 116 Sierra Vista Economic Development Foundation ----------- 116 Southeast Arizona Economic Development Group --------- 117

2. Community resources and services that support the economy/ quality of life ----------------------------------------------- 118 a. b. c. d.

Benson Chamber of Commerce ---------------------------------- 118 Bisbee Chamber of Commerce ----------------------------------- 118 Bowie Chamber of Commerce ---------------------------------- 118 Douglas Chamber of Commerce --------------------------------- 118 6

SEAGO – TURNING POINT – CEDS 2010-2015 e. f. g. h. i. j. k. l. m. n. o. p. q. r. s.

Graham County Chamber of Commerce ---------------------- 118 Greenlee County Chamber of Commerce --------------------- 118 Nogales – Santa Cruz County Chamber of Commerce ---- 118 Pearce Sunsites Chamber of Commerce ----------------------- 118 Rio Rico Chamber of Commerce -------------------------------- 118 Sierra Vista Chamber of Commerce ----------------------------118 Sonoita-Elgin Chamber of Commerce ------------------------- 118 Tombstone Chamber of Commerce ---------------------------- 118 Tubac Chamber of Commerce ----------------------------------- 118 Wilcox Chamber of Commerce ---------------------------------- 118 Sierra Vista Arts and Humanities Council -------------------- 119 Bisbee Arts Commission -------------------------------------------119 Central School Project --------------------------------------------- 119 Cultural Council of Santa Cruz County ----------------------- 119 Eastern Arizona Museum & Historical Society ---------------of Graham County, Inc --------------------------------------------- 119 t. Greenlee County Historical Society ------------------------------ 119 u. San Pedro Valley Arts and Historical Society ------------------ 119 v. Bisbee Mining & Historical Museum ---------------------------- 119 w. Douglas Historical Society ------------------------------------------ 119 x. Rex Allen Arizona Cowboy Museum ----------------------------- 120 y. Sulphur Springs Valley Historical Society ----------------------- 120 z. Graham County Historical Society and Museum -------------- 120 aa. Pimeria Alta Historical Society ----------------------------------- 120 bb. Tubac Historical Society ----------------------------------------- 120 cc. Santa Cruz Valley Citizen‟s Council -------------------------- 120 3. Regional resources and services that support the economy/quality of life ------------------------------------------------ 121 a. Community Provider of Enrichment Services, Inc. (CPES) --------------------------------------------b. SE Arizona Community Action Program (SEACAP)-----c. Southeastern Arizona Behavioral Health Services, Inc., (SEABHS) ----------------------------------d. Portable, Practical, Educational Preparation, Inc. (PPEP) ----------------------------------------------------------e. Southeastern Arizona Community Unique Services (SEACUS) --------------------------------------------------------

121 121

122 123 123

4. State Economic Development Agencies – a. Arizona Commerce Authority ---------------------------------- 124 (formerly Arizona Department of Commerce) 5. Statewide Public-Private Economic Development Resources

124

a. Arizona Association for Economic Development ----------

124

SEAGO – TURNING POINT – CEDS 2010-2015 b. c. d. e. f.

Local First Arizona ----------------------------------------------Arizona Technology Council -----------------------------------Arizona Rural Development Council (AZRDC) --------Arizona Rural Policy Institute ------------------------------Arizona Telecommunications & Information Council (ATIC) g. APS Community Development ----------------------------h. Accion ------------------------------------------------------------

124 125 125 125 126

126 126

6. Federal Economic Development Agencies and other Federal Resources ------------------------------------------- 127 a. b. c. d. e. f. g. h. i. j. k.

EDA ------------------------------------------------------------USDA, Stronger Economies Together --------------------SBA ------------------------------------------------------------HUD ------------------------------------------------------------HHS ------------------------------------------------------------Department of Transportation ------------------------EPA ------------------------------------------------------------Department of the Interior, Bureau of Indian Affairs Federal Reserve Bank, San Francisco -------------------International Trade Administration --------------Border Environment Cooperation Commission (BECC) --------------------------------------------------l. North American Development Bank (NADB) -----------

127 128 128 129 129 130 130 130 131 131 132 132

7. Nationwide Economic Development resource entity/agency a. b. c. d. e. f. g.

NADO ------------------------------------------------------------Economist.com ------------------------------------------Entrepreneur Magazine ---------------------------------National League of Cities ---------------------------------National Federation of Independent Business -----Native American Business Alliance ------------------------World Economic Development Alliance (WEDA) ------

133 133 133 133 134 134 134

8. New Mexico – Economic Development at State, Regional, County and city levels ---------------- 134 a. New Mexico Economic Development Department (Region 1) --------------------------------------------------- 134 b. NW New Mexico Council of Governments ----------------- 135 c. SW New Mexico Council of Governments ------------------135

SEAGO – TURNING POINT – CEDS 2010-2015 9. Mexico – Federal and State government authorities and agencies ----------------------------------------------------- 136 a. Mexican Consulate, Douglas ---------------------------------- 136 b. Mexican Consulate, Nogales ---------------------------------- 136 c. U.S. Consulate, Nogales

---------------------------------

136

d. Economic Development Council for Sonora -------------- 137 0 e. Economic Development Committee of the Arizona-Mexico Commission. ----------------------------- 137 f. Pro Mexico Trade and Investment -----------------------

138

g. Camara Nacional de la Industries de Transformacion - 138 h. Collectron International

---------------------------------- 139

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION IV SEAGO REGIONAL STRATEGY A. Comprehensive Economic Development Strategy for SEAGO------

140

1. SEAGO, the past 2. SEAGO, the future a. Where SEAGO is today b. How SEAGO plans to move the region forward D. The Planning Process

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143

1. Development of the SEAGO CEDS Governance 2. Development of the SEAGO CEDS Policies and Procedures 3. Community Involvement E. Results ---------------------------------------------------------------------------

144

1. Drivers of the CEDS Process 2. Overview of Global/National Forces Impacting the SEAGO Region 3. SEAGO CEDS Process F. 2010-2015 Project Submission Lists -------------------------------------

145

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION V STAKEHOLDERS V. Our Stakeholders, Profiles

A. Cochise County

----------------------------------------------------

166

---------------------------------------------------------- 166

Benson ---------------------------------------------------------173 Bisbee ---------------------------------------------------------- 178 Bowie ---------------------------------------------------------- 182 Douglas ----------------------------------------------------------- 185 Huachuca City------------------------------------------------------------- 189 Pearce/Sunsites ----------------------------------------------------------- 193 Sierra Vista ---------------------------------------------------------------- 196 Tombstone ----------------------------------------------------------------- 200 Willcox ---------------------------------------------------------------------- 204 B. Graham County-------------------------------------------------------------- 209 Bylas ----------------------------------------------------------------------- 215 Pima ----------------------------------------------------------------------- 216 Safford ---------------------------------------------------------------------- 220 Thatcher -------------------------------------------------------------------- 224 C. Greenlee County Clifton/Morenci Duncan

---------------------------------------------------- 228 ---------------------------------------------------- 233 ---------------------------------------------------- 237

D. Santa Cruz County

---------------------------------------------------

241

Nogales Patagonia Rio Rico Tubac

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

248 251 254 257

E. San Carlos Apache Tribe

------------------------------------------

260

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION VI Implementation Plan VI.

Implementation Plan A.

CEDS Process ---------------------------------------------------1. CEDS Committee ------------------------------------------2. CEDS Goals ---------------------------------------------------3. Program Strategy-------------------------------------------------Implementation / Action Plan ---------------------------------

264 264 264 264 264

265

Program Strategy - Action steps, Project development ---. Monitoring & Evaluating Strategy - Program Implementation -----

Terminology

266

SEAGO – TURNING POINT – CEDS 2010-2015

SECTION VII APPENDIX VII. Appendix ------------------------------------------------------------------------A. SEAGO CEDS Strategy Committee members

268

---------------------

268

1. Committee Meeting schedule 2010/2011 -------------------2. Previous meeting schedule 2009/2010 ---------------------

269 269

B. SEAGO CEDS Administrative council members --------------------

270

C. SEAGO CEDS Executive Board members ----------------------------

274

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION I Executive Summary The following document includes the 2010 CEDS Annual Report for SEAGO (July 1 2009 to June 30, 2010) as well as further cataloguing the CEDS process for SEAGO occurring between July 1, 2010 and April 11, 2011. . This report is a compilation of efforts by consultants, volunteers and staff who helped research and inventory a comprehensive look at economic development activities throughout the SEAGO Region. All member entities were involved, engaged and each one was asked to submit their projects to the CEDS process. Nineteen pages of projects are listed in Section IV as a result. Since September, 2005 when the certification of the 2005-2010 SEAGO Comprehensive Economic Development Strategy document was accepted by EDA, much has changed in the region and within the structure of the member organizations. SEAGO Staff gratefully acknowledges contributions to the SEAGO CEDS 2010-2015 report by all of our member entities and they are: From Cochise County: Cochise County, Benson, Bisbee, Douglas, Huachuca City, Sierra Vista, Tombstone and Willcox. From Graham County: Graham County, Safford, Pima, and Thatcher. From Greenlee County: Greenlee County, Clifton, and Duncan. From Santa Cruz County: Santa Cruz County, Nogales, and Patagonia. From the San Carlos Apache Tribe: San Carlos Apache Tribal leaders and authorities The SEAGO EDD staff experienced turnover during part of the compilation phase, yet we persevered. Numerous volunteers and SEAGO staff members took part in the CEDS process, their contribution will have a great and lasting impact on the economic development/expansion of the SEAGO Region. For this reason alone each team member must be acknowledged and recognized for this achievement (see Dedication Page and Appendix A). Arguably, the most important piece of the CEDS document is contained in the Implementation Plan, however, valuable content, goals, strategies and action steps are located throughout this compendium of planning and research. The national economic downturn has continued to erode the resources of our state and region and has caused a negative effect on the planning and implementation of new projects. The region‗s population is cognizant of the downturn, as can be seen across the region in unemployment rates,

SEAGO – TURNING POINT – CEDS 2010-2015 documented in dozens of articles in local newspapers, in the high rate of commercial and office space vacancies, and loss of population. It is the intent of the CEDS authors that the information contained within this document be considered when evaluating SEAGO‘s renewal for continued EDA funding and also much needed expansion due to the harsh impact caused by high unemployment and the decrease of sales tax income. The SEAGO CEDS Process has been long and involved, seeking time and effort from many individuals, groups and organizations throughout the region. This CEDS document is a testament to successful collaboration, volunteerism and outreach. While SEAGO is home to only 3.6% of the State‘s residents many of the State‗s most important agri-businesses as well as manufacturing, industrial and vital military center is also located in the region. The economy is evolving from agrarian, towards commercial and industrial as we continue to adapt and evolve along with the rest of the United States. SEAGO is a region generously blessed with a clean environment, beautiful natural resources, a hardy workforce with an excellent work ethic and a broad range of diverse communities. The single largest city in SEAGO is Sierra Vista, 46,597. In the following pages the strengths of the SEAGO Region will be presented and explained. In this 2010 - 2015 CEDS document SEAGO intends to showcase what we collectively believe is a Turning Point for this region of the State – what happened in the past, how we have addressed those issues and what we plan to do in the future in order to place this region firmly on a path towards sustainable prosperity. In 1991 SEAGO was designated as an Economic Development District (EDD) and has served in that capacity since. Over the course of more than two years the CEDS process pulled together hundreds of individuals representing diverse backgrounds to help shape, compile, draft and finally complete the Comprehensive Economic Development Strategy for SEAGO that is presented here before you. This Final Report is submitted by SEAGO on behalf of its staff, volunteers and member entities who dedicated countless hours to the process. Since SEAGO was accepted and designated by the EDA, an ongoing process to annually update the CEDS Report was initiated. This made municipalities, organizations and institutions eligible to apply for grant funding. The report, as implied by its name, offers a comprehensive guide to economic development initiatives throughout the region. The unfortunate economic downturn has not defeated the SEAGO region, in fact we continue to document new projects and initiatives for 2011 and beyond. The following pages inventory the CEDS process for SEAGO. Each piece of the process and its corresponding information are included in the following sections, all of these sections are outlined in the Table of Contents.

SEAGO – TURNING POINT – CEDS 2010-2015 A.

What is SEAGO? The SouthEastern Arizona Governments Organization (SEAGO) is a regional planning agency which performs and coordinates a variety of functions. Established in 1972, SEAGO is a 501(c)3, nonprofit organization whose mission it is to assist local governments in seeking cooperative solutions to area wide problems; provide a forum for regional policy development, and to serve as a coordinating link between municipal, county, tribal, state, and federal agencies. SEAGO serves the four counties of Cochise, Graham, Greenlee, and Santa Cruz. SEAGO‘s programs focus on issues that often cross jurisdictional boundaries, such as water quality, community and economic development initiatives, transportation, aging, social service issues and the need for affordable, accessible housing. Originally a planning entity, SEAGO‘s operational scope has expanded considerably since its inception and now includes planning, project programming and implementation of activities. The majority of these activities are found in the areas of housing, economic development, social services, transportation, the environment, and public transit. SEAGO is one of six Arizona Councils Of Governments (COGs). In the pages that follow the reader will find in-depth information about the services SEAGO provides.

What Does SEAGO do? 1. AREA PLAN ON AGING FOR THE PERIOD JULY 2010 THROUGH JUNE 2013 AREA AGENCY ON AGING, REGION VI

The Area Plan on Aging is hereby submitted for Region VI for the period SFY 201 1 through FY 2013. It includes all assurances and plans to be followed by the SouthEastern Arizona Governments Organization, under provisions of the Older Americans Act, as amended during the period identified.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 The Area Agency identified will assume full authority to develop and administer the Area Plan on Aging in accordance with all requirements of the Act and related State policy. In accepting this authority the Area Agency assumes major responsibility to develop and administer the Area Plan for a comprehensive and coordinated system of services and to serve as the advocate and focal point for older people in the planning and service area. The Area Plan on Aging has been developed in accordance with all rules and regulations specified under the Older Americans Act, and is hereby submitted to the State Agency on Aging for approval. TABLE OF CONTENTS Part I - Introduction to the Area Plan on Aging Part II - Description of the Area Agency on Aging Part III - Needs Assessment Part IV - Goals, Objectives, and Action Plans Part V - Preference to Older Persons with Greatest Economic or Social Need Part VI - Key Changes to Service Delivery PART I - INTRODUCTION TO THE AREA PLAN An Area Plan is the document submitted by an Area Agency on Aging to the State Agency on Aging in order to receive awards or contracts from the State Agency's grant provided under the Older Americans Act, as amended. The Area Plan contains provisions required by the Act, the federal rules and regulations, state policies, procedures, and assurances and commitments that the Area Agency will administer activities funded under the plan in accordance with all federal and state requirements. The plan is the blueprint by which the Area Agency develops and administers a comprehensive and coordinated system of services and serves as the advocate and focal point for older people in the Planning and Service Area. Conceptually, the plan must represent a process, which translates needs assessment information into the establishment of priorities for funding and services. The Area Plan on Aging, as a planning document, has three major purposes, as follows: 1) The Area Plan serves as the planning document which identifies needs, goals, objectives, and the activities that will be undertaken by the Area Agency on Aging relative to programs for the older persons in the Planning and Service Area. 2) The Area Plan represents a formal commitment to the State Agency, which describes the manner in which the Area Agency on Aging plans to utilize the Older Americans Act funds, and how it will carry out its administrative responsibilities.

SEAGO – TURNING POINT – CEDS 2010-2015 3) The Area Plan is viewed as "the blueprint for action" which represents a commitment by the Area Agency on Aging that it will fulfill its role as the planner/catalyst/advocate on behalf of older persons in the Planning and Service Area. PART II DESCRIPTION OF THE AREA AGENCY ON AGING AND ITS NETWORK The Planning and Service Area The Planning and Service Area designated as Region VI consists of the four rural counties of Cochise, Graham, Greenlee, and Santa Cruz, and covers a territory of approximately 14,000 square miles. It is bordered on the east by New Mexico and on the south by Mexico. The region has fourteen incorporated cities and towns ranging from a population of 857 in Duncan to 46,697 in Sierra Vista, according to the July 2009 population estimates published by the Arizona Department of Commerce. The total population estimate for the entire region is 236,643, for a density of around 17 people per square mile. The economic base varies from one community to another, but most communities have been dependent on one major employer and little economic diversity; mining, ranching, border trade, agriculture, military, prisons, and tourism are the major industries. According to the 2000 Census 17.95 percent of the population was aged 60 or older, with the highest concentration of 19.97 percent in Cochise County and the lowest of 13.56 percent in Greenlee County. Hispanics comprised 62.57 percent of elders in Santa Cruz County, 43.76 percent in Greenlee County, 21.55 percent in Graham County, and 19.6 percent in Cochise County, for a regional concentration of 27.74 percent of elders. Of those aged 60 or older, 13.07 percent were below the federal poverty level. The SEAGO Area Agency on Aging The SouthEastern Arizona Governments Organization (SEAGO) was designated as an Area Agency on Aging (AAA) in 1974. The AAA is a separate organizational unit within SEAGO, which is a Council of Governments. Over the years AAA staff has worked with a variety of community organizations as partners, as well as with contract service providers in order to develop, and maintain community based systems of service that meet and fit the needs of the communities within the planning and service area. Every five years, the AAA issues a competitive Request for Proposals in order to select the best qualified service providers. Once a contract is awarded, the AAA monitors those services at least annually and ensures the efficient utilization of available funds to achieve the Goals and Objectives of the three-year Area Plan. The SEAGO AAA currently contracts with the agencies identified below. The AAA combines Older Americans Act, federal Social Service Block Grants, and state appropriations into one line in the providers‘ contract operating budgets. 18

SEAGO – TURNING POINT – CEDS 2010-2015 Providers identify all other funding sources that are not administered by the AAA, and these are also included in the contract budgets. Because of the vast distances between communities, elders in this region have always identified transportation as a high priority. Therefore, the AAA has worked closely with SEAGO‘s transportation planner, and has become knowledgeable about transit funding mechanisms. The AAA has assisted its contract providers to apply for SAFETEA-LU Section 5310 vehicles. Providers are encouraged to transport multiple population groups, because it is inefficient to only transport the elderly. Because of efforts at a state level to improve coordination of transit services, the AAA will be actively involved, along with its contract providers in state and regional planning efforts initiated by ADOT. SEAGO’s AAA Organizational Structure: All policy decisions related to the AAA are presented to the Advisory Council on Aging and to the Administrative Council for input before being presented to the Executive Board, which is the policy making body of SEAGO. The AAA director reports directly to the executive director of SEAGO and staff report directly to the AAA director. (See staff table below.) The Advisory Council on Aging meets quarterly and the Action Plans will be a regular agenda item at every quarterly meeting. In this way, the Action Plan will be used as a tool to track progress on meeting the Area Plan Goals and Objectives. Should changes to any goals or objectives be identified, the Advisory Council will revise the Area Plan and seek Executive Board approval for these changes. Several of the strategic objectives call for implementation in a different county each year. This allows for the lessons learned in one county to be applied in the next county, rather than attempt to spread staff too thinly by implementation region wide. Positions and duties within the SEAGO AAA are as follows: Position Duties AAA Director Full-Time Under administrative direction, plans, organizes and directs the operations and staff of the Area Agency on Aging for the SEAGO region; develops and implements the agency plan; negotiates contracts with provider agencies; monitors performance under these contracts; and ensures compliance with all federal and state laws and regulations. Office Specialist Full-Time Sets up and maintains computer records on clients, maintains program administrative files, responds to questions from providers and clients, and provides administration support. 19

SEAGO – TURNING POINT – CEDS 2010-2015 Health Insurance Counselor Full-Time The health insurance counselor provides counseling to seniors on Medicare and other benefit programs. Ombudsman Half-Time Coordinates the ombudsman program that represents and advocates for residents in nursing homes and assisted living facilities in the Sierra Vista, Bisbee, and Douglas area. Represents the Area Agency on Aging program with these facilities; recruits, trains, and oversees volunteers for each facility. Accounts Manager AAA supports ½ of this position Under limited supervision, establishes and maintains the central accounting system, all accounting records and financial controls; reconciles bank statements to general ledger and maintains agency cashbook; prepares monthly financial statements and quarterly reports; ensures that financial system is in compliance with applicable laws and regulations. Executive Assistant AAA supports 1/3 of this position The executive assistant is certified in nutrition sanitation and is responsible for monitoring the meal and transportation programs and for nutrition related provider training. She also assists with the contract process and provides secretarial support. The SEAGO AAA Network: The SEAGO AAA is tiny with only 3.5 dedicated staff. Without partnerships very little could be accomplished. Because SEAGO‘s focus over the years has been on in-home services, senior centers are not effective in reaching seniors, especially since participation in nutrition sites in those centers has declined over the years. A variety of agencies have been willing to provide space for SEAGO staff to meet with clients, or have agreed to co-host training events. The AAA currently has contracts with 18 different agencies, one of which is SouthEastern Arizona Community Unique Services (SEACUS). Headquartered in Safford, SEACUS has gone beyond the scope of its contract to schedule appointments for Medicare beneficiaries needing assistance from SEAGO‘s insurance counselor, and to sponsor ―Break the Silence‖ events. The insurance counselor also has established partnerships with libraries in Willcox, Sierra Vista, Huachuca City, and Clifton to serve as counseling sites. Health Fairs sponsored by hospitals, high schools, Eastern Arizona College, and senior and disability expos.

SEAGO – TURNING POINT – CEDS 2010-2015 SEAGO Area Plan on Aging July 2010 – 2013 AAA started the Cochise Elder Abuse Prevention Partnership, which has sponsored a Break the Silence event in Sierra Vista in 2008 and most recently helped promote the AG‘s Senior Anti-Crime University with Cochise College. Cochise College and the Sierra Vista Regional Health Center‘s (SVRHC) Wellness Depot have hosted workshops on Medicare, advanced directives, and selecting LTC policies. These agencies can attract participation from a different audience than the AAA would reach on its own. Cochise College and the United Way of Cochise County host an annual social service ―Synergy‖ event to promote networking and to provide training on topics of mutual interest such as grant writing. In Santa Cruz the public fiduciary hosts an elder abuse task force that holds a semi-annual conference, and SEAGO generally covers the cost of speakers‘ honoraria or travel costs. The Desert Southwest Chapter of the Alzheimer‘s Association has also been a partner for conducting training events in Sierra Vista, Nogales, and Safford. The SouthEastern Arizona Health Education Center (SEAHEC) in Nogales is about to co-sponsor the fifth annual Alzheimer‘s Mini-Conference on June 19, 2010. SEAHEC and the Mariposa Community Health Center sponsored an older adult work group in Nogales for a couple years, but attendance at networking groups throughout the region has tended to only work when a specific goal is being addressed. Distances have made it difficult to sustain these types of groups. The AAA director has established a distribution list of almost 200 addresses that is a statewide network to share information regarding benefits and other items of interest in the field of aging. When the AAA had a planner this individual attended all of the emergency management meetings in each of the four counties, and successfully established a seat at those meetings for an AAA representative. The AAA director has taken on this role, and fortunately, since each county has completed their emergency response plans, there are fewer meetings. Since Cochise, Greenlee, and Santa Cruz Counties each have case management contracts with SEAGO AAA, these counties have integrated systems for contacting clients who need assistance to evacuate into their emergency response plans. In Graham County, SEACUS is the case management provider and has participated in the county‘s planning meetings. In both Graham and Greenlee Counties, the SEAGO transportation planner has facilities memorandums of understanding between transportation providers and the county emergency services for the use of vehicles to be used in an evacuation. Each provider contract includes a description of that provider‘s emergency response plan.

SEAGO – TURNING POINT – CEDS 2010-2015 The SEAGO AAA has partnered with faith-based and community organizations to assist older individuals and their families meet home and community based needs by co-sponsoring training. As described above training for caregivers dealing with dementia has been provided with the assistance of the Alzheimer‘s Association and SEAHEC. The Faith Presbyterian Church in Sierra Vista, in addition to its nursing home ministry, has been very active in providing education about Alzheimer‘s disease, and the AAA has helped finance speakers for some of these events. This church has twice been the site for direct caregiver workforce training at no charge to SEAGO. The United Way financed ambassador training in December 2009 was held at this church, and 15 individuals learned how to use the Elder Resource Directory for Cochise County. Although only four of these individuals committed to becoming ambassadors for the SEAGO AAA, the 15 who attended are now able to help their friends, family, or congregation. For this training, individuals were recruited from the parish nurse program that the Sierra Vista Regional Health Center has established. PART III NEEDS ASSESSMENTS

It is important to understand that each area plan is based on plans that were developed in the past. Services will continue to be funded based on utilization, and clients can expect some consistency despite budget cuts. The SEAGO Advisory Council on Aging (ACOA) reviews all proposed funding allocations in detail, comparing them with those most recently approved. For this Area Plan, the ACOA reviewed the minimum goals and objectives that the state unit on aging and the Area Agencies on Aging had agreed to include in their respective plans, and during the January and April 2010 meetings brainstormed activities that the SEAGO AAA should undertake. At the April meeting, the results of the needs assessment questionnaires were also reviewed. The top problems identified were affordable dental care, cost of utilities, telemarketing/in-home sales, affordable assistive devices, and home maintenance and repair. Possible solutions considered included: support for the Governor‘s Advisory Council on Aging‘s Oral Health Committee, the Saint Elizabeth of Hungary and the Chiricahua Community Health Clinics‘ dental programs. Other solutions were increasing community awareness of resources available by training the ACOA membership to be Ambassadors, armed with SEAGO‘s Elder Resource Directories, and establishing links with a whole variety of community agencies. Therefore, the objectives were developed by the ACOA. The AAA needs assessment included a review of: A. Needs assessment questionnaires. B. Demographic and census data for the region. C. Service utilization.

SEAGO – TURNING POINT – CEDS 2010-2015 A. Needs Assessment Questionnaires: The AAA asked contract providers, local senior service programs, hospitals, health clinics, and our partners to distribute surveys in both English and Spanish throughout the region in the first quarter of calendar 2010. The Cochise College Center of Economic Research also created an electronic version of the questionnaire which was put on the SEAGO Web site. The questionnaires were distributed at senior housing complexes, nutrition sites, and other senior group meetings. Case managers and home delivered meals staff provided questionnaires to those who were homebound and helped individuals fill them out. Many of the individuals who are case managed are at risk of institutional placement. The Needs Assessment Questionnaires (Appendix E) were compiled and analyzed by the Cochise College Center for Economic Research, and the resulting document is attached in Appendix F. B. Demographic Data The 2000 Census was used to develop funding formulas for state funding and for Older Americans Act funding for county allocations. This same formula will be used for the term of this plan. The demographic pattern of individuals receiving services is compared at least annually to each county‘s census profile to ensure that minority and low income individuals are being served appropriately. C. Service Utilization Service utilization for case managed services is reviewed monthly to ensure that contract services are being used, and that case managers are authorizing service levels as budgeted. Where productivity and utilization have declined, a more in-depth review is made to determine whether the service in question is still relevant or whether a change in the service delivery process is needed. For example, because of under utilization of in-home respite in SFY 2009-10, funding levels for this service are being reduced in the upcoming year. PART IV GOALS STRATEGIC AND OPERATIONAL OBJECTIVES GOAL I To increase awareness and understanding of aging issues and help prepare Arizona for an aging population. Operational Objectives: O-1-1 To establish Web site links with health care providers and other appropriate agencies. O-1-2 To have information about the AAA in library newsletters.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 O-1-3 To periodically present information on radio stations throughout the region. Output: Web site links, articles in newsletters, and radio presentations. Outcome: Seniors and potential referral sources will be better informed of all services and programs offered in their respective area. Strategic Objective: S-1-1 To establish partnerships with strategic agencies including community college nursing programs to heighten awareness of AAA services. GOAL II To increase the ability of older adults to remain active, healthy, and living independently in their communities. Operational Objectives: O-2-1 To continue to fund transportation programs and work cooperatively with the SEAGO transportation planner on 5300 programs. Output: Participation in coordination meetings and planning efforts. Outcome: Transportation will continue to meet the needs of elders who would otherwise be isolated. O-2-2 To promote the Ambassador Program through the members of the Advisory Council on Aging, and train community ambassadors to use the resource directories. Output: List of active volunteer ambassadors. Outcome: Elders and their families will be aware of services that enable them to stay active in their home communities. O-2-3 To maintain home and community based programs that enable elders to remain at home. Output: Hours of Home Care and in-Home Respite will be provided to eligible individuals. Outcome: Individuals who receive these services will remain at home and avoid inappropriate institutionalization. Strategic Objectives: 24

SEAGO – TURNING POINT – CEDS 2010-2015 S-2-1 To develop partnerships throughout the region in order to implement evidence based prevention programs, including A Matter of Balance, Chronic Disease Self Management, and arthritis self help. S-2-2 To study best practices and alternative methods for preparing and delivering congregate and home delivered meals. GOAL III To increase the safety and well-being of older Arizonans. Operational Objectives: O-3-1 To promote fire department home inspections for smoke detectors. Output: Fire department reports on numbers of elder‘s homes checked for smoke detectors in operating condition. Outcome: Elders will have working fire detectors, and have fewer fires. O-3-2 To promote fall prevention, including A Matter of Balance. Output: Fact sheets on fall prevention and number of individuals who complete A Matter of Balance class. Outcome: Elders will have fewer falls. O-3-3 To explore having CPR certified staff at nutrition sites. Output: Number of CRP certified staff at nutrition sites. Outcome: Participants at nutrition sites will receive CPR when needed without having to wait for outside help to arrive. Strategic Objective: S-3-1 To establish referral systems with fire departments for individuals who frequently use the emergency services. S-3-2 To promote suicide prevention training throughout the region. GOAL IV To explore alternative ways of funding and of providing services. Strategic Objective: S-4-1 To study best practices in consumer directed care and consider the results of pilots or model projects implemented in other parts of Arizona.

SEAGO – TURNING POINT – CEDS 2010-2015 S-4-2 To study best practices and alternative methods for preparing and delivering meals. S-4-3 To study best practices and explore innovative projects for the delivery of legal assistance services. S-4-4 To develop a strategy for using cost sharing or sliding fee scales to supplement state and Older Americans Act funding, taking into consideration the level of effort as compared to the financial return. PART V - PREFERENCE GIVEN TO OLDER PERSONS WITH GREATEST ECONOMIC OR SOCIAL NEED Hispanics constitute the largest minority group in this region. Therefore, providers employ individuals who are bilingual and bicultural in Spanish and English. Providers use flyers and/or publications in both Spanish and English to reach elders and their families throughout the region. Demographic reports generated through AIMS and the Access data base that SEAGO uses to track congregate meals, transportation, and legal assistance document that low-income and minority elders are being served. In SFY 2008-09 in Cochise County, 55 percent of case managed clients were at or below 125 percent of poverty, in Graham County 44 percent were at this level, in Greenlee County 37 percent were at this level, and in Santa Cruz 67 percent were at this level. According to AIMS demographic reports, 57 percent of the individuals who were case managed in SFY 2008-09 were minority. During that same year, 54 percent of congregate meals participants in the region were at or below poverty, and 40 percent were minority. As for transportation services, 69 percent of riders in the region that year were at or below the poverty level and 44 percent were minority. SEAGO uses site codes to track where services are being provided, and these codes document that rural communities are being served. In order to identify individuals who are eligible for assistance, individual client assessments are completed by case managers on anyone who may qualify to receive home and community based services (HCBS). Through this assessment, services are targeted to those who lack a support system, those who are low income, and those who are most vulnerable, including adult protective service referrals. Many of the individuals who are case managed are at risk of institutionalization. The SEAGO AAA is participating in a food stamp outreach program funded by the United Way of Southern Arizona. The purpose of this program is to increase participation by elders in the SEAGO region. The SEAGO insurance counselor‘s efforts to find individuals who qualify for the Low Income Subsidy (LIS) for 26

SEAGO – TURNING POINT – CEDS 2010-2015 Medicare Part D and for Medicare Saving Programs have been very successful, because MIPPA targets for the number of LIS individuals to be served were met by January 2010. Many of the Medicare beneficiaries are disabled. SEAGO has a good working relationship with the DIRECT, which is a Center for Independent Living, with a branch named ―CochiseAbility.‖ In addition, SEAGO has worked with Southeastern Behavioral Health Services and with the local chapter of the National Alliance on Mental Illness. SEAGO‘s 18 contracted service providers plus its many community partners enable a very tiny Area Agency on Aging to function and to implement this Area Plan by collaborating, by making referrals, by jointly providing training opportunities, by sharing facilities, and most importantly by communicating and problem solving. PART VI KEY CHANGES TO SERVICE DELIVERY Congregate Meal Program in Bisbee Three years ago, because a congregate meals program no longer existed in Bisbee, the AAA piloted a voucher program that allowed seniors at or below 150 percent of poverty to use a SEAGO voucher to purchase a 7-day meals coupon. This coupon allowed these seniors to have a meal at the Copper Queen Hospital cafeteria. This has been such a successful pilot that because of capacity issues at the cafeteria, the hospital has limited the number of vouchers to 45 per month and as of May 1, 2010 to SEAGO coupons being limited to dinner and not lunch. The dinner is going to be enhanced with presentations on health and nutrition, and possibly some music. Health Promotion and Disease Prevention The AAA has conducted four A Matter of Balance classes to date, by using existing staff. Since this staff has very limited time to conduct these classes, they have not been systematic, or available throughout the region. In order to avoid this spotty coverage, SEAGO plans to contract with a consultant, who is a master trainer in a variety of evidence based programs. This individual will be charged with finding out what programs exist and developing a plan for providing A Matter of Balance and Chronic Disease Self Management throughout the region. The total Title III-D funding plus state match will be used to cover the consultant‘s time and travel. The consultant will seek additional funding from DES/DAAS or ADHS to actually implement the evidenced based programs. Cochise Health Systems has applied to ADHS to have a member of their staff plus a member of the Cochise County Health Department be trained as master trainers for CDSMP. These two new trainees plan to work with the SEAGO consultant to conduct the two classes that each must conduct in order to complete their certification as master trainers. 27

SEAGO – TURNING POINT – CEDS 2010-2015 By partnering with other agencies there should be sufficient master trainers to provide classes and develop a corps of lay coaches. New Willcox Senior Center Through Congresswoman Gabrielle Gifford‘s budget, has earmarked the City of Willcox to receive funding to construct a senior center. The City decided to award this funding to the Northern Cochise Community Hospital (NCCH). A 3,000 square foot modular building is being erected on the NCCH campus. It will have a manager‘s office, two class rooms, a large open community area, and an area to be used as a sleep lab at night. There will probably be a naming contest, and ―senior center‖ is not likely to be part of the name. Careful planning is underway to make this a center for lifelong learning, offering health education, classes on arts, travel, genealogy, and avoiding activities like bingo. The SEAGO AAA has a contract with NCCH to provide transportation in the Willcox area, and has a short-term contract with NCCH to provide A Matter of Balance classes in Willcox and Sunsites. The hospital has selected the same individual to manage this new facility, as will likely be chosen by SEAGO as the consultant to develop the health promotion activities described above. Benson Transportation In April 2009, Catholic Community Services (CCS) in Southeastern Arizona announced that they would no longer provide transportation services in the Willcox and Benson areas. When no other provider was found in the Benson area, CCS agreed to extend its contract with SEAGO AAA for another year. The City of Benson decided to work with ADOT and SEAGO‘s transportation planner to explore other options, and applied to operate a public transportation system under Section 5311. This new funding will begin October 1, 2010, and the AAA has issued a Request for Proposal (RFP) for a new transportation provider as of July 1, 2010. Since the City of Benson is the only agency that has requested an RFP, it is likely that the City will take over the operation of the senior transportation program in July, and then integrate it with the public transit system as the 5311 program is implemented. The AAA has contracts where its funding is integrated with 5311 programs in Bisbee and in Douglas. Because the Arizona Legislature has eliminated the Local Transportation Assistance Fund II (LTAF II) program that had been funded by the Power Ball, financing transportation is going to be a huge challenge throughout the SEAGO region. Therefore, AAA staff will be working very closely with the transportation planner and contractor to preserve the existing transportation systems.

SEAGO – TURNING POINT – CEDS 2010-2015 State Health Insurance Assistance Program (SHIP) In the summer of 2007, an insurance coordinator was hired at the AAA, instead of subcontracting this service. This has enhanced the information and benefits counseling that the AAA has traditionally provided. It has also increased the AAA‘s visibility throughout the region, because the insurance counselor circuit rides throughout the region, meeting with Medicare beneficiaries at libraries, wellness centers, community buildings, and even at times in individuals‘ homes. This service will be continued during the term of this Area Plan, and efforts will be made to strengthen this program. Aging and Disability Resource Centers (ADRC) The SEAGO AAA is very interested in the concept of an ADRC, but cannot afford to dedicate staff to this effort. Instead the AAA has focused on having case managers throughout the region be knowledgeable of benefit programs, and toward that end periodically updates a benefit chart. The AAA has focused on keeping the Cochise, Graham-Greenlee, and Santa Cruz Resource Directories up to date, and has been training community groups to use them. The ACOA has decided to embrace the Ambassador Program and help make this a region wide program. The AAA also is known as a source of information on how ALTCS works and on advanced directives. Case managers frequently refer individuals who need information about ALTCS to SEAGO. The provision of health insurance counseling with SHIP funding is another building block toward an ADRC some day in the future. Management Information Systems and Case Management Much as the AAA would like to see AIMS replaced, the financial reality is that SEAGO will continue to work with DAAS to maintain this system and work with case mangers to have client intake, needs assessment, care plans and service utilization that are appropriate and cost effective. SEAGO does not intend to provide case management services directly, and will continue to contract with a case management provider in each of the four counties. The financial support provided by Cochise, Greenlee, and Santa Cruz Counties to the case management program in their respective counties ensure the viability of these programs. Without this financial support the number of case managers in these three counties would be reduced from eight to four. Maintenance of Independence and Elder Abuse Prevention Home and community based programs help many to remain independent, and despite budget cuts, SEAGO is committed to continue to fund these programs. As described above, SEAGO is planning to develop implement evidence based health promotion programs and continue to partner with NCCH and with the Cochise College Center for Life Long Learning to promote well-being. SEAGO will continue to facilitate the Cochise Elder Abuse Task Force, assist with the semi29

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 annual Elder Abuse Conference in Santa Cruz County and assist with the annual Break the Silence conference in Graham County. These efforts promote awareness of the scams that exist and how to avoid them. Self-Directed Care As the comments from the ACOA reflect, this is an area that will require study for successful models elsewhere, before any plan for local implementation is seriously considered. Coordination with Health Care Systems As the comments from the ACOA reflect, there is real interest in working more closely with hospitals, clinics, and emergency responders. The SEAGO health insurance counselor has been working closely with the hospitals in Safford and Sierra Vista, and AAA director has been working closely with the ones in Bisbee and Willcox to establish partnerships. Home care providers are required to identify any services that could be changed to Medicare or insurance, and SEAGO is to be the payer of last resort. Case managers and Medicare certified home health agencies work closely together when clients qualify for services through their insurance. Hospitals will likely be partners in the implementation of evidence based prevention programs. Having Cochise Health Systems, which is the ALTCS program contractor for Cochise, Graham, and Greenlee Counties, partner in the implementation of CDSMP should help maximize resources for this effort.

a. Social Services Block Grants Purpose of Program To plan for the use of Local Social Services Block Grant funds for District VI. Planning involves focusing on the needs and problems of four "target" groups. These four target groups consist of: Adults, Families and Children; Elderly; Persons with Disabilities; and the Developmentally Disabled. Local programs are identified for each target group and included as part of the plan charts.

Primary Services SEAGO develops a yearly Social Services Block Grant for Title XX based on community input. The planning process involves SEAGO's member entities as well as local service providers in each of the four counties. Once the plan is developed DES issues RFPs for those services and contracts directly with the provider who is awarded the contract.

SEAGO – TURNING POINT – CEDS 2010-2015 1.

Community Development Block Grants (CDBG) The Community Development Planner assists member entities in applying to the Arizona Department of Housing for annual Community Development Block Grants (CDBG), which are funded by the Federal Housing and Urban Development department (HUD). Each of the 4 counties within SEAGO have elected to rotate the funding, rather than compete for this grant. For instance, Cochise County has eight local governments, of which four apply one year, and four the next. Other counties have chosen two, three, and four year rotation schemes. These rotation agreements ensure that communities can plan ahead and will not waste staff time applying for competitive grants that they may not win. Approximately $2.4 million is allotted to SEAGO each year, and shared per population and poverty formulations. Unfortunately, as with many other federal programs, the funding has been reduced each year. In addition to assisting member entities with the public participation, planning and budgeting processes, and with the writing of grant applications, each entity has the option of hiring SEAGO on a contract basis to administer their grant. This typically takes 2 years, and involves completing environmental reviews, providing the procurement of design and construction services, tracking all financial transactions, providing overall project management, and overseeing compliance with federal labor standards and a host of other federal regulations.

Economic Development SEAGO was designated as an Economic Development District (EDD) in 1991. As such the SEAGO EDD strives to provide crises-event support such as wild fire emergency updates on SEAGO-TV, short term solutions and long-range, regional planning among all SEAGO‘s member entities plus those who may join the EDD. The main focus for the foreseeable future is to create an environment that not only leads to the retention of skilled, high wage jobs but also support positions crucial to ongoing operations of retail, manufacturing, industry, mining, aerospace, and agriculture. The SEAGO EDD is driven by the goals and objectives set by member entities. The SEAGO EDD program assists all SEAGO Region distressed areas, planning regions, cities and counties. The SEAGO 31

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 EDD assists in providing significant economic development planning, policy making and implementation efforts. The high unemployment numbers throughout the SEAGO region speak for themselves, and with a concerted effort we will stem the tide of losing existing jobs, simultaneously expand businesses and attract new employers and investors to the area. This is a regional team effort, Thus all SEAGO Region member entities as well as businesses and operations within the SEAGO EDD designated area are encouraged to contact us, let us help in the process of recharging the local economy, saving existing businesses, and matching needs with the right financial resources.

Environmental Planning SEAGO has always been responsive to the planning needs of its member entities, and the ability to provide environmental planning and assistance has existed since the establishment of SEAGO in 1972. SEAGO was established as a Designated Planning Agency (DPA) for Water Quality Planning by the Governor in 1976, under provisions of Section 208 of the Clean Water Act.

Housing SEAGO is an approved HUD Housing Counseling Agency and has adopted the National Industry Standards for Housing Counseling and Education. SEAGO's Housing Counseling Program provides an opportunity for low and moderate income households to receive assistance regarding their housing needs. The program provides counseling to renters, homeowners and potential homeowners through the following counseling services: Our Housing Program offers counseling to people in areas of: Homeownership Education, Post-Purchase Education; Rental Questions, Delinquency/Default Assistance, Foreclosure Prevention, Reverse Mortgages, Financial Education and Predatory Lending. Foreclosure is not a foregone conclusion! If you are struggling to pay your mortgage or falling behind on payments, our counselors may be able to help you by working with your lender. There are a variety of options that might be available to you. Contact us as soon as you 32

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 know that paying your mortgage payment is going to be an issue. The quicker you contact us, the more options are available to you! Pre-purchase counseling provides information on the homeownership process. Learn information on mortgage financing options and the availability of subsidy programs, hear how to accumulate funds for a down payment and closing costs, and individuals are taught how to budget and manage money. Post purchase counseling Issues discussed during this component of the Counseling program addresses the homeowners ongoing relationship with their financial institution, property maintenance and money management. Mortgage delinquency counseling Individuals or families requiring counseling under this sector will be counseled on how to restructure their debt and how to budget and manage their money. The main focus under this counseling program is to determine how and why the client became delinquent on their mortgage and to develop strategies to bring the client out of delinquency. The final goal of the program is to provide information to the client on how to prevent delinquencies from occurring in the future. Rental assistance counseling This service provides counseling to renters before, after, and during their rental of a housing unit. Rental counseling includes information on unit selection, fair housing laws, how to apply for subsidy programs, budgeting, money management, housing care and maintenance, and the rights and responsibilities of tenants. Financial fitness counseling This service is typically provided in association with any of the counseling programs mentioned above, but may be offered to a broad range of the population on an as needed basis. Financial Fitness Counseling focuses on reviewing income and expenses to determine how a family spends money. Learn how to develop a budget; the importance of savings; banking and investing; the value of insurance; and information on taxes.

Pathways out of Poverty SEAGO is a national demonstration site for building a "green" workforce. Eligible applicants to the program will receive training leading to certification in one of the target industries and job 33

SEAGO – TURNING POINT – CEDS 2010-2015 placement. Training may consist of technical courses, hands-on instruction, or college classes, depending on the best match for the participant. Opportunities and Benefits SEAGO, working with local partners, offers participants: • Job readiness and pre-employment support services; • Employment in weatherization, green building, solar or wind energy; • Classroom and on-the-job training in HVAC, building performance, materials reuse, solar and wind; • Green career pathways with industry standard professional development and certifications; and • Portable, nationally recognized, DOL Registered Apprenticeships. SEAGO Pathways is working with the National Association of Regional Councils (NARC), ICF Macro and Monster Worldwide, on a Pathways Out of Poverty grant awarded by the U.S. Department of Labor Employment and Training Administration, using American Recovery and Reinvestment Act funds. Through this award, four regions in Texas, Arizona and Ohio are receiving funding to ensure workers are prepared for future careers in environmentally sustainable industries. Our Partners in Education Cochise Community College - Community College- Green Building Certification- Center for Lifelong Learning Building Performance Institute - Nationally recognized credentialing organization for residential energy efficiency retrofit and eatherization professionals, we recognize that knowledge and skills are prerequisites for successful work. Foundations for Senior Living - Providing Training in Building Weatherization & Energy Efficiency

SEAGO – TURNING POINT – CEDS 2010-2015 Cochise County Workforce Development - Job/Basic Skills Training, Program for Vets, Job Seeker‘s Workshops, One Stop Shop, Client Referral

Transportation The SEAGO Transportation Program assists member entities with program elements administered through the Arizona Department of Transportation (ADOT). SEAGO provides transportation planning, grants and other services for communities within Cochise, Graham, Greenlee and Santa Cruz counties. Some of the services SEAGO‘s Transportation division provides are: Five-year Transportation Improvement Program or TIP Transportation Enhancement Grant Program LTAF II Distribution for Transit activities 5310 – 5311 – 5316 – 5317 Transit Grants Planning Assistance for Rural Areas (PARA) Grants and Awards Coordinating data collection efforts in developing, implementing, and monitoring a regional Five-Year Highway Construction plan Collection of performance data for the regional road and highway system (HPMS). Collection of population data for growth projections for the region

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION II INTRODUCTION

SEAGO Turning Point – CEDS 2010 – 2015 SEAGO‘s comprehensive economic development strategy (CEDS) brought together the public and private sectors in the creation of an economic roadmap to diversification and sustainability. In order to achieve our goals and strengthen regional economies, we herein demonstrate our dedication to the process of planning, actualization and confirmation. Our CEDS analyzes the SEAGO regional economy and stands to serve as a guide for establishing attainable regional goals and objectives, develop and implement a regional plan of action, while identifying investment priorities, and listing funding sources. Our CEDS integrates the SEAGO Region's human and physical capital planning in the service of economic development. Integrated economic development planning provides the flexibility to adapt to global economic conditions while complimenting the region's unique local advantages. Together with our members, partners and stakeholders SEAGO will maximize economic opportunities for the residents in the area by enriching and supporting existing public and private operations and place emphasis on attracting private investment. Private investment creates jobs, and new jobs mean increased opportunities for our region's residents. New jobs mean new dollars added to sales tax revenue to our member entities. This cumulative, positive effect is just one of the goals that will be attained through the efforts of the EDD in cooperation with member entities and EDD members. This SEAGO CEDS is a living document, the result of a continuing economic development planning process. This economic roadmap was developed with broad-based public and private sector participation. It is a daunting task to set forth goals and objectives necessary to solve the economic development problems of such an enormous and diverse region. However, as the reader will see SEAGO clearly defines the metrics of success. Finally, our CEDS provides a useful benchmarks by which this regional economy can evaluate opportunities within our region, adjacent to our region or even in other regions in our national economy that. Why reach beyond our SEAGO border? Because true regionalization erases borders. A city, county or area in need of support that SEAGO is able to furnish generates a long lasting, beneficial effect. In as much as the Public Works and Economic Development Act (PWEDA) of 1965, as amended, requires a CEDS in order to apply for investment assistance under EDA's PWEDA Programs, this Turning Point CEDS document fulfills that requirement.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION II A. EDA REQUIREMENTS COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES (CEDS) SUMMARY OF REQUIREMENTS Section 302 of the Public Works and Economic Development Act of 1965 (42 U.S.C. § 3162) and EDA's regulations at 13 C.F.R. part 303 provide requirements relating to the publication of a comprehensive economic development strategy (CEDS). A CEDS is designed to bring together the public and private sectors in the creation of an economic roadmap to diversify and strengthen regional economies. The CEDS should analyze the regional economy and serve as a guide for establishing regional goals and objectives, developing and implementing a regional plan of action, and identifying investment priorities and funding sources. A CEDS integrates a region's human and physical capital planning in the service of economic development. Integrated economic development planning provides the flexibility to adapt to global economic conditions and fully utilize the region's unique advantages to maximize economic opportunity for its residents by attracting the private investment that creates jobs for the region's residents. A CEDS must be the result of a continuing economic development planning process developed with broad-based and diverse public and private sector participation, and must set forth the goals and objectives necessary to solve the economic development problems of the region and clearly define the metrics of success. Finally, a CEDS provides a useful benchmark by which a regional economy can evaluate opportunities with other regions in the national economy.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION II A EDA-funded CEDS (SUCH AS SEAGO) Pursuant to 13 C.F.R. § 303.6, if EDA awards Investment Assistance to a Planning Organization to develop, revise, or replace a CEDS, the Planning Organization must follow the procedures set forth in paragraphs A.1 and A.2. 1. Planning Organization: A Planning Organization (as defined in 13 C.F.R. § 303.2), typically an Economic Development District (EDD) or Indian Tribe, may be eligible for EDA planning investment assistance. The purpose of such assistance is to develop a CEDS for a specific EDA-approved region. The Planning Organization is responsible for: • Appointing a Strategy Committee (CEDS Committee) • Developing and submitting to EDA a CEDS that complies with 13 C.F.R. § 303.7 • Making a new or revised CEDS available for review and comment by the public for a period of at least thirty (30) days prior to submission of the CEDS to EDA • Obtaining approval of the CEDS from EDA • After obtaining approval of the CEDS, submitting to EDA an updated CEDS performance report annually. The performance report, in addition to reporting progress on CEDS implementation, should also discuss community and private sector participation in the CEDS effort. Any performance report that results in a change in the technical components of the EDA-approved CEDS must be available for review and comment by the public for a period of at least thirty (30) days prior to submission of the performance report to EDA • Submitting a copy of the CEDS to any Regional Commission if any part of the EDAapproved EDD region is covered by that Commission • Submitting a new CEDS to EDA at least every five (5) years, unless EDA or the Planning Organization determines that a new CEDS is required earlier due to changed circumstances. 2. Strategy Committee: The Strategy Committee is the entity identified by the Planning Organization as responsible for developing, revising, or replacing the CEDS. The Strategy Committee must represent the main economic interests of the region, and must include Private Sector Representatives (defined in 13 C.F.R. § 300.3, with respect to any for-profit enterprise, as any senior management official or executive holding a key decision making position, or that person's designee) as a majority of its membership. In addition, the Planning Organization should ensure that the Strategy Committee also includes: 38

SEAGO – TURNING POINT – CEDS 2010-2015 • Public officials • Community leaders • Representatives of workforce development boards • Representatives of institutions of higher education • Minority and labor groups; and • Private individuals.

B. Technical Requirements Pursuant to 13 C.F.R. § 303.7, a Planning Organization must include the following information in a CEDS submitted to EDA.-1. Background: The CEDS must contain a background of the economic development situation of the region that paints a realistic picture of the current condition of the region. This background must include a discussion of the economy, population, geography, workforce development and use, transportation access, resources, environment, and other pertinent information. 2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth analysis of the economic development problems and opportunities that identifies strengths and weaknesses in the regional makeup of human and economic assets, and problems and opportunities posed by external and internal forces affecting the regional economy. This analysis must: • Incorporate relevant material from other government-sponsored or supported plans and demonstrate consistency with applicable State and local workforce investment strategies. • Identify past, present, and projected future economic development investments in the region. • Identify and analyze economic clusters within the region. 3. CEDS Goals and Objectives -- Defining Regional Expectations: The CEDS must contain a section setting forth goals and objectives necessary to solve the economic problems, or capitalize on the resources of the region. Any strategic project, program, or activity identified in the CEDS should work to fulfill these goals and objectives. • Goals are broad and goals contain primary regional expectations. • Objectives are more specific than goals, clearly measurable, and stated in realistic terms considering what can be accomplished over the five (5) year period of the CEDS.

SEAGO – TURNING POINT – CEDS 2010-2015 4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship between the community in general and the private sector in the development and implementation of the CEDS. Public and private sector partnerships are critical to the implementation of the CEDS. 5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional projects, programs and activities designed to implement the Goals and Objectives of the CEDS. This section should identify and describe:

Suggested Projects- All suggested projects, programs and activities and the projected number of jobs to be created as a result. - Lead organizations responsibilities for execution of the projects. Vital Projects- A prioritization of vital projects, programs, and activities that address the region's greatest needs or that will best enhance the region's competitiveness, including sources of funding for past and potential future investments. These can be overarching "themes" for regional economic development success and is expected to include components. Funding sources should not be limited to EDA programs. 6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of the CEDS in a manner that• Promotes economic development and opportunity • Fosters effective transportation access • Enhances and protects the environment • Maximizes effective development and use of the workforce consistent with any applicable State or local workforce investment strategy • Promotes the use of technology in economic development, including access to highspeed telecommunications • Balances resources through sound management of physical development, and • Obtains and utilizes adequate funds and other resources. The CEDS must also contain a section that discusses the methodology for cooperating and integrating the CEDS with a State's economic development priorities. 40

SEAGO – TURNING POINT – CEDS 2010-2015 7. Performance Measures: The CEDS must contain a section that lists the performance measures used to evaluate the Planning Organization's successful development and implementation of the CEDS, including but not limited to the: • Number of jobs created after implementation of the CEDS; • Number and types of investments undertaken in the region; • Number of jobs retained in the region; • Amount of private sector investment in the region after implementation of the CEDS; and • Changes in the economic environment of the region. These are not meant to be the only performance measures for the CEDS. Most Planning Organizations developing a CEDS will benefit from developing additional quantitative and qualitative measures that will allow them to evaluate progress toward achieving the goals identified as important in their regions. 8. How SEAGO CEDS meets EDA requirements In the following pages SEAGO meets EDA guidelines by: Addressing the CEDS process and stakeholder involvement Outlining the SEAGO Region‘s development strategy Showcasing SEAGO‘s plan for implementation. Listing SEAGO projects by County, Community and Tribe Describing SEAGO‘s administrative organization The SEAGO region and its economy is described in detail. An analysis of the SEAGO region‘s population growth centers and employment growth is included. Environmental considerations, what was considered in the past, did it work? What challenges do we face? Where do we want to be and or what do we wish to achieve? The inclusion of how Tourism impacts the region is an important component wrapped inside the SEAGO Economic Development Strategy. The SEAGO Region economic potentials and any constraints are also described.

SEAGO – TURNING POINT – CEDS 2010-2015 9. MEMBER SURVEY SEAGO ECONOMIC DEVELOPMENT SURVEY RESPONSE SUMMARY On June 24th, 2010 SEAGO created and e-mailed to its membership, a survey to determine how our Economic Development (ED) program has assisted its member entities in the past, or if it has failed to provide useful information. The survey was sent to a total of forty-five individuals; twenty-one Administrative Council members (or alternates) and twenty-four members of the Executive Board. Of the forty-five individuals receiving the survey, sixteen completed most questions, resulting in and overall response rate of 35.6%. Below is a summary of the responses to each of the questions in SEAGO ED survey: Question 1 The SEAGO region consists of Graham, Greenlee, Cochise, and Santa Cruz Counties, all incorporated municipalities within those counties, and a portion of the San Carlos Apache Reservation. Please rate the following statement: "The SEAGO region could benefit from a regionally focused, coordinated Economic Development Program that would address REGIONAL economic issues." Response: Of the sixteen individuals responding – Nine of them, or 56.3% ‗Strongly Agreed‘ with the statement. Seven of them, or 43.7% ‗Agreed‘ with the statement. None of them ‗Disagreed‘ with the statement. Other Comments: None. Analysis: Based on this response, SEAGO believes that there may be strong support from our membership for strengthening/reorganizing our ED program and possibly making it the core function of our planning efforts. Question 2 Please rate the following statement: "I have experience with the SEAGO Economic Development Program and understand the purpose and efforts of the ED Program." Response:

SEAGO – TURNING POINT – CEDS 2010-2015 Of the sixteen individuals responding – Four of them, or 25% ‗Agreed‘ with the statement. Nine of them, or 56.3% ‗Disagreed‘ with the statement. Three of them, or 18.7% ‗Didn't know SEAGO had an ED Program‘. Other Comments: a) ―I was involved in initial discussions about the program but did not see a final plan.‖ b) ―Very little however, attended 2 or 3 meetings in the past year and was becoming informed of possible benefits and programs, I will really be interested and involved in a concentrated effort by SEAGO in an organized ED Program.‖ Analysis: SEAGO‘s ED program has failed to effectively engage its membership and has done a poor job communicating the purpose of the program, our efforts to secure funding for projects, and potential benefits its membership could derive from the program. Question 3 In my opinion, the greatest obstacle to regional economic development efforts in the Southeastern Arizona region is: Response: Fourteen individuals, or 88% of the participants completed the question. Their answers appear below: a) ―No coordinated effort. Over the last year, I have been asked to participate in three different regional plans, all of which seemed to duplicate effort.‖ b) ―Lack of an agreement by regional governments on the importance of regional development along with no real connection with Mexican govt/business leaders.‖ c) ―Lack of a strategic plan to coordinate efforts on a regional basis.‖ d) ―Coming up with the right ideas to assist in the economic turmoil that we are currently in.‖ e) ―Lack of focus on what economic development should be.‖ f) ―A total lack of communication with either of the two member entities I have worked for.‖ g) ―Bringing the communities together and working toward a common goal.‖ h) ―Diversity of needs.‖ i) ―Coordinated communication between entities. No one takes the lead to have meetings, get information, share information, etc. An effort started for awhile with Cochise County, but faltered. It's not up to the cities and towns to do this, it is up to the regional agencies/government. And that's not happening.‖ j) ―Diversity of the economies in each of the Counties.‖ k) ―Personnel.‖ l) ―Rural transportation system. Fear of industry using water.‖ 43

SEAGO – TURNING POINT – CEDS 2010-2015 m)―Laziness.‖ n) ―The diverse interests and lack of coordination/shared vision between the region's ED professionals.‖ Analysis: SEAGO‘s ED program should take the lead in coordinating economic development efforts and facilitating discussions to strategically focus the diverse interests on common goals for the region. Question 4 In my opinion, the greatest opportunity for regional economic development in the Southeastern Arizona Region is: Response: Fifteen individuals, or 94% of the participants completed the question. Their answers appear below: a) ―Tourism.‖ b) ―Tourism? Mining? Retail? Manufacturing? Ranching/Agriculture? I don't know.‖ c) ―Tourism and import export.‖ d) ―Don't know.‖ e) ―Getting the big companies to look at the small rural communities as a way to stimulate the local economy.‖ f) ―Solar industry and other green technologies.― g) ―Its vastness; great natural resources and a rural area that can benefit from agriculture, tourism and other industries that are rural.‖ h) ‖The same, working toward a common goal and supporting ED in rural southern Arizona.‖ i) ―Sharing ideas, thoughts and needs.‖ j) ―Continued focus on attracting businesses related to the defense industry because of the Fort. Other high-tech firms are possibilities, but not necessarily going after the "big fish." Also, growing existing businesses is a HUGE opportunity that is being missed.‖ k) ― An information base of data and "strike teams to respond to opportunities.‖ l) ― Coordinated training of leadership.‖ m)―Look for industries that support each areas economy, mining, agriculture, Ft :Huachuca, tourism loops.‖ n) ― More funding.‖ o) ― Improved coordination/communication and creating a shared vision between the region's ED professionals and groups.‖ Analysis: These responses underscore the need for SEAGO‘s ED program to take the lead in coordinating economic development efforts, facilitating discussions to reach regional consensus and strategically focusing the diverse interests on common goals for the region.

SEAGO – TURNING POINT – CEDS 2010-2015 Question 5 SEAGO produces and updates a Comprehensive Economic Development Strategy (CEDS) funded by the Economic Development Administration designed to "bring together the public and private sectors in the creation of an economic roadmap to diversify and strengthen regional economies". Please select from the following: Response: Of the fifteen individuals responding – NONE of them, or 0% indicated ‗I have read the SEAGO-region CEDS and used it as a planning tool‘. Two of them, or 13.3% indicated ‗I have read the SEAGO-region CEDS but have not found it useful‘. Seven of them, or 46.7% indicated ‗I know about the regional CEDS but have never read it‘. Six of them, or 40% indicated ‗I did not know such a document existed‘. Other Comments: None. Analysis: SEAGO‘s ED program has failed to effectively communicate the need and purpose of the CEDS, how it may be used as a planning tool and the potential benefits its membership could enjoy from a strategy to address the ED needs of the region. Question 6 Please rate the following statement: "If a regional website and database were available containing demographics, GIS information, economically distressed zones, funding opportunities, regional statistics (income, unemployment rates, etc.), I/my organization would find it to be a useful tool and visit the site often. Response: Of the thirteen individuals responding – Nine of them, or 69.2% indicated that this is a ‗True‘ statement. NONE of them, or 0% indicated that this is a ‗False‘ statement. Four of them, or 30.8% indicated ‗I don‘t know‘. Other Comments: a) ―Some of this is already available through the Center for Economic Research.‖ b) ―Some of this already exists.‖ c) ―Not often but would use.‖

SEAGO – TURNING POINT – CEDS 2010-2015 d) ―Cochise College provides some of this information for Cochise and they would probably contract to do it for the region if asked and paid.‖ Analysis: SEAGO‘s ED program may benefit from a partnership with Cochise College CER and other organizations in the region that maintain this type of data, and establish a regional website and database as described in the question above. Question 7 If a regional economic summit was held annually, offering relevant speakers, training, funding information, and an opportunity to hear other communities in my region present their projects: Response: Of the sixteen individuals responding – Eight of them, or 50% indicated that ‗They would definitely attend‘. Six of them, or 37.5% indicated that ‗Someone from my organization would attend‘. Two of them, or 12.5% indicated ‗I don‘t know if I would attend‘. NONE of them indicated ‗I would not attend.‘ Other Comments: None. Analysis: An annual regional economic summit may be well received and beneficial to SEAGO‘s member entities. Question 8 The one most important thing SEAGO could be doing in the region with their Economic Development Program is: Response: Fifteen individuals, or 94% of the participants completed the question. Their answers appear below: a) ―Coordinating efforts.‖ b) ―?‖ c) ―Make the case for regional economic development by showing its benefits.‖ d) ―Help find and apply for Federal funding for economic development projects.‖ e) ―Training.‖ f) ―Provide staffing and assistance within the limits of the EDA grant.‖ g) ―Coordinate with members.‖ h) ―Bringing various entities to the table and having a strong concentrated effort.‖ i) ―Assist communities with strategic planning, assisting in identifying funding opportunities, and shepherding through the federal morass.‖ 46

SEAGO – TURNING POINT – CEDS 2010-2015 j) ―Pull cities, towns and counties together to have REGULAR discussions, and facilitate action. Also, be the conduit for economic development funding, developing a formal, written strategy, but most importantly...making sure that there is follow-through. Plans cannot just sit on the shelf. There needs to be outreach. "How can we help you?" And then actually DO something.‖ k) ―Information base - A search for opportunities, like with the State Dept of Commerce and then provide leads- help with availability of grants, not just with in EDA - developing regional marketing tools and methods.‖ l) ―Training local leadership.‖ m)―Start with getting a good data base that could be given to prospects on line with who to call for further information. Find organizations you could link to on web.‖ n) ―Hire quality staff.‖ o) ―Providing information and technical assistance/application preparation services to secure project funding.‖ Analysis: These responses indicate that SEAGO‘s ED program has done a poor job focusing on the Scope of Work submitted to the EDA, which includes tasks indicated in many of the opinions expressed above. Question 9 Last question... Is there any other information on Economic Development strategies, opportunities, obstacles, or efforts you feel the SEAGO staff should be made aware? Response: Ten individuals, or 62.5% of the participants completed the question. Their answers appear below: a) ―CER already compiles a lot of this information and should be a major resource.‖ b) ―I have had no interaction with SEAGO's ED program. My predecessor, Randy Heiss, may have greater insights regarding the value of such a program to Patagonia.‖ c) ―Sent separate email.‖ d) ―Cochise County and six cities in the county are undertaking a strategic planning effort for economic development.‖ e) ―Not to my knowledge.‖ f) ―No.‖ g) ―Diversity, distrust between organizations, lack of training, lack of information, failure to market the area.‖ h) ―Rural Development Council.‖ i) ―Have to think about it.‖ j) ―It may take considerable time and effort to overcome the dismal performance of the past ED program, but by building on small successes, SEAGO could take a leading role in coordinating and facilitating ED efforts.‖

SEAGO – TURNING POINT – CEDS 2010-2015 Analysis: SEAGO‘s ED program has a number of resources, including the expertise of the member entities themselves, which have not been properly utilized to the benefit of the region and could be tapped into for economic development purposes.

MEMBER SURVEY Conclusion/analysis: Based on the results of this survey, SEAGO‘s ED program has not provided a satisfactory level of assistance to our member entities. Particularly in recent years, the program has failed to provide information on potential funding sources, training, technical and grant writing assistance, marketing of the region, or an updated strategy to promote regional economic development. There has been little in the way of outreach to engage the member entities and various organizations involved in economic development and educate them on the benefits of a coordinated, regional effort. SEAGO continues to gather and analyze information in its efforts to revitalize the ED program and make it responsive to the needs of the region. Based upon these responses the goals of the SEAGO ED program are clear: 1. 2. 3. 4. 5.

provide information on potential funding sources provide training provide technical and grant writing assistance assist in marketing of the region update the economic development strategy to promote regional economic prosperity.

10. SEAGO CEDS GOALS These Goals can be accessed on the SEAGO YouTube channel Provide information to member entities regarding funding opportunities, sources Introduce member entities to boards, commissions and entities that offer grants Offer grant research and due diligence training Offer technical and grant writing training and assistance Maintain a roster of successful grant writers, grant administrators in the SEAGO Region Develop a region-wide marketing strategy that drives tourism into the region 48

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Develop a region-wide self-promotion system to attract tourists, visitors and the general population to attend local events Assist member entities in self-promotion via social media, television, radio, printed media, regional newsletter, an online regional five year calendar of events, and an effective web site design and interactive resource center.. Develop an outreach program that engages member entities to actively participate in round-table discussions, information sharing, pooling of resources, networking, and training activities for the public and private sector to enhance professionalism and appeal to the general public.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III SEAGO REGION A. Current situation and trends, Regional analysis During the economic expansion years of 2003 through 2007, Arizona‘s economy grew at a faster rate than that of the nation as a whole. In 2005 and 2006, Arizona was one of the top-three fastest growing states in the nation, economically. In 2007, Arizona fell to 28th and in 2008 Arizona‘s economy was 43rd in the nation, according to gross domestic product (GDP) growth rates published by the U.S. Bureau of Economic Analysis (BEA). Arizona‘s GDP fell by 0.6 percent in 2008. The decline in construction was the major cause of the slowdown, subtracting 0.98 points from the state‘s GDP in 2008. This was followed by finance and insurance, which subtracted 0.68 points, and retail trade, which subtracted 0.34 points, according to BEA. From August 2007 through August 2010, Arizona lost 284,000 jobs, according to the Arizona Department of Commerce (ADOC). The hardest hit industries were construction, which lost 112,800 jobs; professional and business services, which lost 58,500 jobs; and trade, transportation, and utilities, which lost 45,200 jobs. Within the trade, transportation, and utilities industry grouping, 70 percent of jobs lost were in retail trade. Arizona‘s unemployment rate rose from a low of 3.6 percent in July 2007 to a high of 9.7 percent in August 2010—its highest level since August 1983. As of late 2010, there was only a faint sign of improvement in the statewide employment situation, with September job numbers showing a 0.5 percent increase over September 2009, according to ADOC. During the expansionary years, Arizona‘s economic growth was fueled by population growth, which led to a boom in construction and ancillary industries. With the nationwide recession that began in December 2007, population and economic growth slowed considerably. Although the recession bottomed out in June 2009, the pace of the recovery remained slow through the end of 2010, as this document was being prepared. Areas within the SEAGO service area were impacted disparately. Of the four counties within the SEAGO region, Cochise County was least impacted by the economic downturn, largely due to the presence of Fort Huachuca and the large number of federal government jobs. The hardest hit county in the SEAGO region was Santa Cruz County. The counties within the SEAGO region that were hit hardest by the economic downturn saw the most improvement in 2010. Cochise County, which was spared the most damaging effects of the downturn, had not yet shown signs of significant improvement in the closing months of 2010. As of September 2010, Cochise County‘s unemployment rate remained high and economic activity remained unsupportive of a scenario of significant improvement in the immediate future. The trend in unemployment in Cochise County in the first 9 months of 2010 was generally upward, 50

SEAGO – TURNING POINT – CEDS 2010-2015 according to ADOC figures. Nonetheless, Cochise County‘s unemployment remained considerably below that of the SEAGO region overall, as well as that of the state and nation. In Santa Cruz County—the hardest hit area in the SEAGO region—the trend in unemployment was upward in the first 4 months of 2010, but beginning in May this reversed with the unemployment rate falling by 3.5 percentage points from May through September, according to ADOC figures. The monthly unemployment rate, however, remained uncomfortably high at 15.1 percent in September. It is important to note, however, that at peak employment in recent years, Santa Cruz County‘s unemployment rate did not dip below 6.7 percent. This is higher than the level economists consider the natural rate of unemployment (i.e., zero cyclical unemployment with combined structural and frictional unemployment between four and six percent [e.g., unemployment due to job skills becoming obsolete as a result of changes in the economy; persons between jobs; and new entrants to the labor force]. This suggests that, even in the best of times, Santa Cruz County suffers from a lack of available jobs to meet the needs of its labor force.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 1. Major employers a. Cochise County major employers include: Fort Huachuca Cochise County General Dynamics Information Technology Eurofresh Wal-Mart Sierra Vista Unified School District Sierra Vista Regional Health Center Arizona State Prison Complex Douglas Unified School District Cochise College United States Customs and Border Protection b . Graham County major employers include: Arizona State Prison Systems Eurofresh City of Safford Eastern Arizona College Federal Prison Facility Freeport McMoRan Copper & Gold Impressive Labels Mt. Graham Hospital Safford Unified School District Wal-Mart c. Greenlee County major employers include: Clifton Unified School District Copperoom Restaurant & Lounge Duncan Unified School District Greenlee County Kempton Chevrolet, Buick, Geo Morenci Health Care Center Morenci Water and Electric Co.

SEAGO – TURNING POINT – CEDS 2010-2015 Freeport McMoRan Copper & Gold Town of Clifton d. Santa Cruz County major employers include: DHS/CBP Border Patrol Nogales Unified School District #1 Wal-Mart Santa Cruz Unified School District #35 DHS/CBP Field Operations Santa Cruz County City of Nogales Mariposa Community Health Center Carondelet Health Network (Holy Cross Hospital) Tubac Golf Resort Esplendor Resort and Country Club Immigration and Naturalization Service K-Mart United Musical Instruments United States Customs and Border Protection e. San Carlos Apache Tribe major employers include: McCarthy San Carlos Apache Tribe Apache Gold Casino Apache Telecom San Carlos Housing Authority Bureau of Indian Affairs Indian Health Services San Carlos Unified School District Ft. Thomas School district (K-12), St. Charles Parochial School (K-6) Peridot Lutheran School (K-8).

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 SECTION III A 2. Employment by Industry, Regional analysis Within the SEAGO region, 89.5 percent of nonfarm jobs are in the service sector, with government employment accounting for 31.8 percent of all jobs, according to ADOC figures. The highest level of service-sector employment in the region is in Cochise County, where 94 percent of all jobs are in service-providing industries (including government). The lowest level of service-sector employment is in Greenlee County at 30.7 percent; most goods-producing employment in Greenlee County is the mining industry. The highest level of government employment in the region is in Graham County at 34.9 percent of all nonfarm employment, most predominantly in the state and federal prison facilities. The second highest level of government employment is in Cochise County at 33.2 percent due largely to the presence of Fort Huachuca, as well as Immigration and Customs Enforcement, including Customs and Border Protection.

SEAGO Region Employment by Industry, 2009 Number of Jobs Share of Total Nonfarm Jobs Total Nonfarm

62,125

Total Private

42,350

68.2%

Goods Producing

6,500

10.5%

Service-Providing

55,625

89.5%

Private Service-Providing

35,850

57.7%

Trade, Transportation, and Utilities

13,175

21.2%

Other Private Service-Providing

22,675

36.5%

19,775

31.8%

Federal Government

7,200

11.6%

State and Local Government

12,550

20.2%

Government

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015

Cochise County Employment by Industry, 2009 Number of Jobs Share of Total Nonfarm Jobs Total Nonfarm

37,550

Total Private

25,075

66.8%

Goods Producing

2,250

6.0%

1,600

4.3%

Manufacturing

675

1.8%

Service-Providing

35,300

94.0%

Private Service-Providing

22,825

60.8%

6,250

16.6%

Information

650

1.7%

Financial Activities

975

2.6%

Professional and Business Services

5,750

15.3%

Educational and Health Services

4,350

11.6%

Leisure and Hospitality

3,950

10.5%

900

2.4%

12,475

33.2%

Federal Government

5,200

13.8%

State and Local Government

7,275

19.4%

Mining and Construction

Trade, Transportation, and Utilities

Other Services Government

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Graham County Employment by Industry, 2009 Number of Jobs Share of Total Nonfarm Jobs Total Nonfarm

8,175

Total Private

5,325

65.1%

Goods Producing

1,050

12.8%

Service-Providing

7,125

87.2%

Private Service-Providing

4,275

52.3%

Trade, Transportation, and Utilities

1,450

17.7%

Other Private Service-Providing

2,825

34.6%

2,850

34.9%

425

5.2%

2,425

29.7%

Government Federal Government State and Local Government

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Greenlee County Employment by Industry, 2009 Number of Jobs

Share of Total Nonfarm Jobs

Total Nonfarm

3,425

Total Private

2,875

83.9%

Goods Producing

2,375

69.3%

Service-Providing

1,050

30.7%

500

14.6%

Trade, Transportation, and Utilities

225

6.6%

Other Private Service-Providing

300

8.8%

550

16.1%

Federal Government

0.7%

State and Local Government

525

15.3%

Private Service-Providing

Government

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Santa Cruz County Employment by Industry, 2009 Number of Jobs

Share of Total Nonfarm Jobs

Total Nonfarm

12,975

Total Private

9,075

69.9%

Goods Producing

825

6.4%

Service-Providing

12,150

93.6%

Private Service-Providing

8,250

63.6%

Trade, Transportation, and Utilities

5,250

40.5%

Other Private Service-Providing

3,000

23.1%

3,900

30.1%

Federal Government

1,550

11.9%

State and Local Government

2,325

17.9%

Government

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 3. Employment and Unemployment, Regional analysis The SEAGO region saw its unemployment rate more than double from 4.8 percent in 2007 to 10.4 percent in the first 9 months of 2010 (seasonally adjusted), according to ADOC figures. Unemployment in the region from January through September 2010 was considerably higher than state and nationwide levels (9.6 and 9.7 percent, respectively). Cochise County saw its unemployment rate double from 4.2 percent in October and November 2006 to 8.4 percent in March 2010, according to ADOC figures. From March through September 2010, the county‘s monthly unemployment rate fell only slightly to 8.3 percent. Despite the increase in unemployment, Cochise County had the lowest unemployment rate of Arizona‘s 15 counties for most of the economic downturn. In July 2010, Coconino County, located outside the SEAGO region, overtook Cochise County to achieve the lowest unemployment rate of counties statewide. Although Coconino County‘s monthly unemployment rate was lower than that of Cochise County from July through September 2010, Cochise County continued to have the lowest average monthly unemployment rate of Arizona‘s counties for the period covering the first 9 months of 2010, according to ADOC figures. Santa Cruz County saw unemployment rise from a low of 6.7 percent in May and June 2007 to a high of 18.6 percent in April 2010, according to ADOC figures. From April through September 2010, Santa Cruz County‘s monthly unemployment rate declined to 15.1 percent. In the first 9 months of 2010, Santa Cruz County had the second highest average monthly unemployment rate in the state at 16.6 percent. The highest was Yuma County, located outside the SEAGO region, which had an average monthly unemployment rate of 24.8 percent, according to ADOC figures. Graham County also saw a steady improvement in the employment situation beginning in early 2010, with the unemployment rate dropping from 14.8 percent in February to 12.5 percent in July; however, the seasonally adjusted monthly rate bumped back up to 13.3 percent in September 2010, according to ADOC figures. In Greenlee County, unemployment showed signs of steady and sustained improvement, with the monthly unemployment rate dropping from 13.9 percent in February 2010 to 9.3 percent in September—lower than the statewide average rate of 9.7 percent and the national rate of 9.6 percent. The number of unemployed people in the SEAGO region grew from 4,925 in 2005 to 10,625 in the first 9 months of 2010, according to ADOC figures. From January through September 2010, the numbers of unemployed people in Graham and Greenlee counties declined, while the numbers in Cochise and Santa Cruz counties increased, compared to 2009 year-end numbers. 59

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A3 a. Average wage per job, Regional analysis In 2008, according to the U.S. Bureau of Economic Analysis (BEA), the average wage per job in the SEAGO region was 89.8 percent of the United States average, but 122.8 percent of the nationwide nonmetropolitan average (note: Metropolitan areas are economically integrated areas, normally counties, with at least one city or town having a population of at least 50,000; nonmetropolitan areas do not meet the 50,000 population threshold). The average wage per job in the SEAGO region was 95 percent of the Arizona average and 108 percent of the statewide nonmetropolitan average. The average wage per job in each county in the SEAGO region, except Greenlee County, was below the national average in 2008; however, each county‘s average wage per job was higher than the U.S. nonmetropolitan average. From 2000 to 2008, the average wage per job in the SEAGO region and in each county within the region grew at a faster rate than state and national averages. The region and each county‘s average wage per job also grew faster than the nationwide and statewide nonmetropolitan averages, with the exception of Santa Cruz County, which grew at a slower rate than the Arizona nonmetropolitan average but ahead of nationwide nonmetropolitan areas. The fastest rate of growth in the average wage per job within the SEAGO region from 2000 to 2008 was in Greenlee County, while the slowest rate of growth was in Santa Cruz County, according to BEA figures.

SEAGO – TURNING POINT – CEDS 2010-2015 Average Wage per Job, 2008 Average Wage per Job ($)

% of U.S. Average

% of U.S. Average (Nonmetro)

United States

45,716

100.0

136.8

United States (Nonmetro)

33,417

73.1

100.0

Arizona

43,192

94.5

129.3

Arizona (Non-metro)

37,999

83.1

113.7

41,049

89.8

122.8

Cochise County

41,787

91.4

125.0

Graham County

34,479

75.4

103.2

Greenlee County

58,130

127.2

174.0

Santa Cruz County

36,828

80.6

110.2

SEAGO Region

Source: U.S. Bureau of Economic Analysis and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Growth in Average Wage Per Job, 2000-2008 2000 Average Wage per Job ($)

2008 Average Wage per Job ($)

Growth (%)

United States

35,054

45,716

30.4

United States (Nonmetro)

25,122

33,417

33.0

32,841

43,192

31.5

26,095

37,999

45.6

27,382

41,049

49.9

Cochise County

27,356

41,787

52.8

Graham County

22,169

34,479

55.5

Greenlee County

36,624

58,130

58.7

27,386

36,828

34.5

Arizona Arizona (Nonmetro) SEAGO Region

Santa Cruz County

Source: U.S. Bureau of Economic Analysis and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A3 b. Per capita personal income, Regional analysis The most recent personal income data available for comparisons at the time of this document were from 2008—the first full year of the worst economic downturn since the Great Depression in its length, depth, and breadth. In 2008, according to BEA, per capita personal income (PCPI) in the SEAGO region was nearly 25 percent below the national level; however, it was only 1.2 percent below the U.S. nonmetropolitan level and was higher than the Arizona nonmetropolitan level. Part of the reason for the generally favorable comparison to U.S. and statewide nonmetropolitan areas is that, although the SEAGO region does not currently include a metropolitan area, Cochise County is on the cusp of becoming a metropolitan area. The county‘s largest city is Sierra Vista, with a population of 46,597 as of mid-2009, according to ADOC estimates. According to ADOC projections, Sierra Vista‘s population will soon reach 50,000. When that occurs, Cochise County will transition from the Sierra Vista-Douglas Micropolitan Statistical Area to the Sierra Vista Metropolitan Statistical Area. In 2006, ADOC projected Sierra Vista‘s population would reach 50,000 in 2009; however, subsequent slowed population growth as a result of the national recession has delayed the transition. Because Cochise County is on the verge of becoming a metropolitan area, it shares economic characteristics of both metropolitan and nonmetropolitan areas. Since Cochise County accounts for nearly 60 percent of the SEAGO region‘s population, the regional economic picture is heavily influenced by it. To a lesser extent, higher PCPI in Greenlee County also contributes to a favorable comparison to U.S. nonmetropolitan areas. Greenlee County has a higher PCPI than Cochise County; however, due to the county‘s smaller population (only 3.7 percent of the SEAGO regional population) it has a lesser impact on regional PCPI. Moreover, from September 2007 through September 2010, Greenlee County lost 1,350 goods-producing jobs, most of which were in mining—the county‘s largest industry. The full effect of these job losses on PCPI is not yet reflected in the PCPI data, which were current only through 2008 as this document was being prepared. Graham County has the lowest PCPI in the SEAGO region at just 62.3 percent of the U.S. level and 80.5 percent of the U.S. nonmetropolitan level, according to BEA figures. Santa Cruz County has the second-lowest PCPI at 65.9 percent of U.S. PCPI and 85.1 percent of the U.S. nonmetropolitan PCPI. Although PCPI in the SEAGO region is lower than nationwide, the region experienced significant catch-up growth from 2000 to 2008, according to BEA figures. While U.S. PCPI grew by 32.5 percent from 2000 to 2008, with U.S. nonmetropolitan PCPI growth ahead of that 63

SEAGO – TURNING POINT – CEDS 2010-2015 at 38.4 percent, the overall SEAGO region saw PCPI increase by 64.3 percent—nearly twice the national rate of growth. Greenlee County saw the largest gain in PCPI in the SEAGO region at 80.6 percent, while Santa Cruz County saw the slowest rate of growth at 52.1 percent—still 60 percent greater than the U.S. level. Much of the PCPI growth in the SEAGO region followed trends at the state level for nonmetropolitan areas. While Arizona‘s statewide PCPI grew at a slightly slower rate than the U.S. and U.S. nonmetropolitan rates, the state‘s nonmetropolitan PCPI grew at nearly twice the rate of the overall statewide PCPI growth (metropolitan and nonmetropolitan combined). PCPI in the SEAGO region grew ahead of the statewide nonmetropolitan rate; PCPI in each county within the region also grew at a faster rate except Santa Cruz County, which grew 14.4 percent slower, according to BEA figures.

Per Capita Personal Income (PCPI), 2008 PCPI ($)

% of U.S. Average

% of U.S. Average (Non-metro)

United States

40,166

100.0

129.2

United States (Non-metro)

31,098

77.4

100.0

Arizona

34,339

85.5

110.4

Arizona (Non-metro)

27,562

68.6

88.6

30,727

76.5

98.8

Cochise County

33,259

82.8

106.9

Graham County

25,029

62.3

80.5

Greenlee County

38,779

96.5

124.7

Santa Cruz County

26,466

65.9

85.1

SEAGO Region

Source: U.S. Bureau of Economic Analysis and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Growth in Per Capita Personal Income (PCPI), 2000-2008 2000 PCPI ($) 2008 PCPI ($)

Growth (%)

United States

30,318

40,166

32.5

United States (Non-metro)

22,477

31,098

38.4

Arizona

26,262

34,339

30.8

Arizona (Non-metro)

17,125

27,562

60.9

18,705

30,727

64.3

Cochise County

20,123

33,259

65.3

Graham County

14,502

25,029

72.6

Greenlee County

21,476

38,779

80.6

Santa Cruz County

17,405

26,466

52.1

SEAGO Region

Source: U.S. Bureau of Economic Analysis and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 SECETION III A 3. c. Median family income, Regional analysis Median family income (MFI) in the SEAGO region is 16.5 percent below that at the state level and 20.2 percent below the national level, based on data from the U.S. Census Bureau‘s 20062008 American Community Survey (ACS). MFI in Cochise and Greenlee counties is above the regional level, while MFI in Graham and Santa Cruz counties is below. From 1999 to 2006-2008 (ACS data is collected over a 3-year period and expressed in 2008 dollars) MFI in the region grew at a faster rate than statewide and nationally. This is true for each county within the region except Santa Cruz County, which saw MFI grow at a rate one-tenth of a percentage point below the statewide rate, but ahead of the national rate. Although the region experienced strong growth in MFI from 2000 to 2006-2008, it also saw increases in family size over the same period, meaning the increased MFI supported a greater number of family members. The largest increase in family size in the SEAGO region was in Santa Cruz County, which saw families increase from an average of 3.66 to 4.63 persons. In Cochise County, the average family size grew from 3.07 to 3.13, while in Graham County the increase was from 3.47 to 3.50 persons. (Note: Family size data are not available for Greenlee County for 2006-2008). The growth in family size dampens the effect of increases in family income.

SEAGO – TURNING POINT – CEDS 2010-2015

Median Family Income (MFI), 2006-2008 MFI ($)* % of U.S. Average % of Arizona Average 63,211

100.0

104.6

60,426

95.6

100.0

50,434

79.8

83.5

Cochise County

52,509

83.1

86.9

Graham County

48,138

76.2

79.7

Greenlee County**

56,246

89.0

93.1

Santa Cruz County

43,076

68.1

71.3

United States Arizona SEAGO Region

* In 2008 dollars **Data from 1999 adjusted for inflation to 2008 dollars Source: U.S. Census Bureau and Cochise College Center for Economic Research

Growth in Median Family Income (MFI) from 1999 to 2006-2008 1999 MFI ($) 2006-2008 MFI ($)* Growth (%) 50,046

63,211

26.3

46,723

60,426

29.3

36,582

50,434

37.9

Cochise County

38,005

52,509

38.2

Graham County

34,417

48,138

39.9

Greenlee County**

43,523

56,246

29.2

Santa Cruz County

32,057

43,076

34.4

United States Arizona SEAGO Region

* In 2008 dollars **Data from 1999 adjusted for inflation to 2008 dollars Source: U.S. Census Bureau and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 4. Tourism, Regional analysis Tourism is an important component of the economy of the SEAGO region. As an export-oriented industry, tourism brings dollars to the local area from other regions, which generates local sales, jobs, and tax revenue beyond that generated by the spending of local residents. According to a study by Dean Runyon & Associates, the travel industry is one of the top two export-oriented industries in Arizona as measured by its contribution to the state‘s Gross Domestic Product. As noted in the study, the jobs, earnings, and tax revenue generated by travel spending are relatively more important for the rural areas of Arizona, including the SEAGO region, than for the larger metropolitan areas of the state. The Arizona Office of Tourism (AOT) has dedicated funding and resources specifically designed to assist rural communities in marketing their tourism-related products and services. AOT has also developed a series of customer service and grant workshops to assist Arizona's rural communities in their tourism-related efforts. The Arizona Council for Enhancing Recreation & Tourism (ACERT) was formed to encourage federal, state, universities and notfor-profit organizations to work together to achieve the common goals of advancing the public's awareness of tourism and recreation opportunities on Arizona‘s public lands and rural and tribal areas, while marketing these opportunities in an environmentally and culturally sensitive way. Tourism is often broadly defined to encompass all travel-related activity, including both business and leisure travel. This broader industry is often referred to as tourism and travel. While both business and leisure travelers are included in the broadly defined tourism and travel industry, the distinction between them is useful for several reasons. One reason is that leisure travelers are likely to be more responsive to marketing efforts since they tend to have greater flexibility regarding such decisions as modes of travel, the amount of money to spend on lodging, and the duration of their stay. As of early 2011 there were indications that business travel nationwide was beginning to rebound from the recession of 200709. The SEAGO region is rich in tourism opportunities. In some cases, publicly held land is either potentially or actually constraining growth or affecting local plans, but in terms of recreation and tourism, public land can be generally considered to be a benefit. The region has large areas of public lands, natural scenery, and accessible recreational opportunities.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 The region offers numerous recreational opportunities through national forests, conservation areas, monuments, state and national parks plus historic sites. In addition, outdoor recreation opportunities are available for hiking, golfing, swimming, fishing, camping, hunting, picnicking, cycling, and birding. Throughout the SEAGO region there has been continued interest in recreational astronomy. With some of the clearest skies in the state, the region has embraced this niche.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 4. a. Recreation and Tourist Attractions, Regional analysis Tourism represents a key component of the economic development efforts in the region. The Arizona Office of Tourism (AOT) promotes travel to Arizona through advertising, branding, and marketing. AOT‘s primary target audience consists of ―empty nesters‖ and ―affluent boomers,‖ which it describes as those in the age group of 43 to 60 years old with an annual household income of $75,000 and up, and who have no children at home. Their secondary target audience is Generation X, which it describes as those in the age group of 27 to 42 years old with an annual household income of $75,000 and up, and who might or might not have children at home. AOT partners with other state and federal entities to promote tourism. Examples of these partnerships include National Geographic – Geotourism MapGuide; Arizona-Mexico Commission; CANAMEX; Border Governors Conference; Western Hemisphere Travel Initiative; US Travel Association; and Scenic Roads. In addition to efforts by AOT, individual communities in the SEAGO region forge partnerships to increase tourism and improve information flow to potential visitors. One such partnership is the Cochise County Tourism Council (CCTC). The marketing efforts of the CCTC, which are funded by the individual communities, Cochise County, and grant dollars from AOT, market Cochise County as a single entity. Another example is Arizona‘s Salsa Trail, which includes Safford, Pima, Thatcher, Solomon, Clifton, Duncan, Willcox, and York. The trail promotes Mexican restaurants along the scenic Old West Highway, combining regional travel and dining. Opportunities for a wide variety of recreational experiences are available in the SEAGO region for visitors and residents. The region has 5,200 square miles of land controlled by the U.S. Forest Service and Bureau of Land Management. Included in this land are scenic mountainous areas and several riparian areas suitable for backpacking and hiking. Recent tourism efforts have emphasized geotourism and ecotourism themes suitable to the region. The region is also rich in history, art, and culture. All of the communities maintain local parks that include opportunities for baseball, tennis, picnicking, and relaxing. The majority of the region‘s visitation occurs from December through May and popular activities include shopping, visiting historical attractions and museums, nature exploration, and guided tours.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 4. b. Cochise County Tourist Attractions, Analysis and Overview Cochise County offers a unique blend of the Old West combined with scenic attractions. Numerous activities are available, to include hiking, bird watching, boating, fishing, and golfing. Ramsey Canyon, with its famous hummingbird sanctuary, attracts visitors from around the world. Numerous mining camps designated as ghost towns provide tourists with an understanding of area history. Tombstone, the ―Town Too Tough to Die,‖ remains the most visited attraction in the county with its Tombstone Court House State Historic Park and O.K. Corral. Bisbee, home of the Copper Queen Mine Tour, Bisbee Mining and Historical Museum, and arguably the oldest, continually operated professional baseball field in America, boasts its artisans, mining history, and a well-preserved historic district. The City of Douglas offers the Gadsden Hotel as a landmark of historic significance. The Chiricahua and the Huachuca Mountains provide hiking and camping opportunities. The San Pedro National Riparian Conservation Area contains over 40 miles of desert offering a rare remnant of what was once an extensive network of riparian systems throughout the Southwest. Visitors interested in agricultural tourism can take advantage of ―u-pick‖ fruit and vegetable offerings in Willcox, featuring fresh local produce from the surrounding farms and orchards. Willcox is also home to the Rex Allen Museum, featuring exhibits on the area‘s ranching and farming history as well as Rex Allen, the local boy who ―made it‖ in Hollywood. Kartchner Caverns State Park opened in November 1999 and, despite declining visitation in recent years, remains one of the most visited state parks in Arizona. Other major attractions in Cochise County include: 1. the Fort Huachuca National Historic Landmark District 2. Coronado National Memorial 3. Coronado National Forest 4. Fort Bowie National Historic Site 5. Cochise Stronghold

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 6. Chiricahua National Monument 7. Lehner Mammoth Kill Site 8. Murray Springs Clovis Site 9. Amerind Foundation and Museum 10. Arizona Folklore Preserve 11. Historic John Slaughter Ranch 12. Texas Canyon 13. San Bernardino Wildlife Refuge 14. Kartchner Caverns State Park 15. Tombstone Court House State Historic Park 16. O.K. Corral, Tombstone 17. City of Tombstone 18. Queen Mine Tour 19. Bisbee Mining and Historical Museum (Member of the Smithsonian Museums) 20. Old Bisbee 21. Fort Huachuca National Historic Landmark District 22. Coronado National Memorial 23. Coronado National Forest 24. San Pedro Riparian National Conservation Area 25. Fort Bowie National Historic Site 26. Cochise Stronghold 27. Dragoons 28. Chiricahua National Monument 29. Lehner Mammoth Kill Site 30. Murray Springs Clovis Site 72

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 31. Amerind Foundation and Museum 32. Arizona Folklore Preserve 33. Ramsey Canyon 34. Historic John Slaughter Ranch 35. Ghost towns of Charleston and Dos Cabezas 36. Texas Canyon 37. San Bernardino Wildlife Refuge. The presence of Fort Huachuca in Cochise County and increased government travel provides an added benefit by providing a buffer against cyclical downturns. Military and Department of Defense civilian and contractor personnel travel to Fort Huachuca for training, attendance at conferences, or other military or defense-related activities. Cochise County is also an international gateway to Mexico via the city of Douglas and the unincorporated town of Naco. Visits to state and national parks provide a good indicator of tourism performance. Coronado National Memorial, which hosts about 120,000 visitors a year, saw visits increase by 27 percent in 2008, 14 percent in 2009, and 31.3 percent in 2010. Visits to the Chiricahua National Monument, which hosts about 58,000 visitors a year, were down 3.2 percent in 2008, up 7.6 percent in 2009, but down again by 8.9 percent in 2010. Visits to Fort Bowie National Historic Site, which hosts about 9,500 visitors a year, increased by 0.7 percent in 2008, but were down 4.5 percent in 2009 and 1.6 percent in 2010. Visits to Kartchner Caverns State Park, which hosts about 135,000 visitors a year, fell by 4.2 percent in 2008, 6 percent in 2009, and 14.8 percent in 2010. The Tombstone Courthouse State Historic Park, which hosts about 47,000 visitors a year, saw visits increase by 0.1 percent in 2008, but decline by 14.5 percent in 2009 and 0.8 percent in 2010. In January 2010, the Arizona State Parks Board voted to close 13 state parks, including the Tombstone Courthouse. The Tombstone city government, Tombstone Chamber of Commerce, and Arizona State Parks Board entered into an agreement to keep the park open, transferring management responsibilities to the city and chamber as of April 2010.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 According to research commissioned by AOT and conducted by Dean Runyon Associates, total travel-related spending in Cochise County was $331.2 million in 2009, down 5.6 percent from 2008. This followed a decline of less 0.3 percent in 2008. In 2009, overnight visitors who stayed in lodging establishments (including campgrounds) in Cochise County accounted for 43.6 percent of all spending by visitors. Those who stayed in private homes, including vacation homes, accounted for 20 percent, while day travelers accounted for 36.4 percent of total visitor spending. In 2009, 50.3 percent of spending by visitors to Cochise County was for leisure and hospitality services (arts, entertainment, recreation, accommodations, and food service). Spending on retail (including food stores) accounted for 38.6 percent and transportation (including gasoline) accounted for 11.1 percent. Approximately 4,340 jobs were generated in Cochise County in 2009 by travel-related spending, according to the Dean Runyon Associates study. More than 82 percent of those jobs were in leisure and hospitality services. Travel-related spending accounted for approximately $82.3 million in direct earnings and generated approximately $11.5 million in direct local government tax revenue in 2009. These are taxes levied on visitors rather than residents. This leaves more money in the hands of residents, increasing their purchasing power and, as a result, generating higher levels of local spending that also strengthen local area job growth.

Source: Dean Runyan Associates and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Cochise County Visitor Spending by Category, 2009 ($millions)

Transportation/Gas, 36.8

Leisure & Hospitality Services, 166.3

Retail/Food Stores, 127.4

Source: Dean Runyan Associates and Cochise College Center for Economic Research

Cochise County‘s lodging industry rebounded in 2010, according to Arizona Office of Tourism (AOT) lodging indicator data. In 2010, Cochise County‘s lodging occupancy rate increased by 4.9 percent, rising from 52.1 to 54.6 percent for the year. This followed declines of 11.4 and 17.3 percent in 2008 and 2009, respectively. Despite the increase, the county‘s lodging occupancy rate for 2010 was below the statewide rate of 55.7 percent and the nationwide rate of 57.6 percent. The average daily room rate in Cochise County increased by 1.9 percent from $67.82 to $69.09 in 2010. The average daily room rate was about 30 percent below the national rate and 25 percent below the statewide rate. Revenue generated per available room in Cochise County was up by 6.8 percent from $35.32 to $37.73 in 2010. Lodging room demand was up by 6.8 percent and supply was up 1.9 percent in 2010.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Cochise County communities have joined together forming the Cochise County Tourism Council (CCTC). The marketing efforts of the CCTC, which are funded by the individual communities, Cochise County, and grant dollars from Arizona Office of Tourism (AOT), market Cochise County as a single entity.

Graham County Graham County provides a myriad of recreational opportunities: The Mount Graham International Observatory offers tours to the public of both the observatory and the scenic mountain. Roper Lake and Riggs Flat Lake provide fishing, swimming, and camping activities. Aravaipa Canyon Wilderness and Cluff Ranch Wildlife Area provide opportunities for horseback riding and hiking. The Old West Highway designation of SR-70, between Apache Junction, Arizona, and Lordsburg, New Mexico, has encouraged visitors to include Graham County as part of their visit to Arizona. Discovery Park is a world-class science and cultural center built on 165 acres at the base of Mount Graham and offers a variety of interactive and astronomy exhibits. Other major attractions include: 1. Muleshoe Ranch Area and the Nature Conservancy's Muleshoe Preserve 2. San Carlos Apache Reservation 3. San Carlos Lake 4.

Gila Box Riparian National Conservation Area

5. Gila River 6. Black Hills Backcountry Byway 7. Stockton Pass 8. Fourmile Canyon 9. Round Mountain 10. Black Hills Rockhound Areas 11. Hot Well Dunes Recreation Area 76

SEAGO – TURNING POINT – CEDS 2010-2015 12. Coronado and Apache-Sitgreaves National Forests 13. Fishhooks 14. Peloncillo Mountains 15. Redfield Canyon 16. Santa Teresa 17. Galiuro wilderness areas 18. Coronado Trail Scenic Byway 19. Frye Mesa Reservoir 20. Bonita Creek 21. Turkey Creek 22. Riggs Flat Lake 23. Dankworth Pond 24. Point of Pines Lake 25. Multiple hot springs and mineral baths 26. And the highly favored Arizona‘s Salsa Trail

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Greenlee County Greenlee County offers visitors further natural experiences as the majority of the land is located in the Apache-Sitgreaves National Forest. Seventy-seven percent of the land in Greenlee County is controlled by the U.S. Forest Service and Bureau of Land Management. Camping, hiking, rafting, nature photography, wildlife viewing, and rock hounding opportunities are widely available. The famous Coronado Trail and the Gila River run through Greenlee County. Other major attractions include: 1. Blue Vista Rim Overlook 2. Blue River/Eagle Creek 3. Blue Range Primitive Area 4. Black River 5. San Francisco River 6. Limestone Canyon 7. Morenci Mine (Freeport McMoRan, formerly Phelps Dodge) 8. No. 5 Baby Gauge Locomotive 9. The Old Catholic cemetery 10. Smelter Hill 11. Copperhead Train 12. Town of Clifton 13. Clifton Cliff Jail 14. Clifton Train Depot 15. Town of Duncan 16. Duncan Centennial Park 17. Duncan Valley agricultural area 18. Chase Creek 78

SEAGO – TURNING POINT – CEDS 2010-2015 19. Arizona and New Mexico Railway Passenger Station 20. Greenlee County Courthouse 21. Greenlee County is also the birthplace of Apache Indian Chief Geronimo.

SEAGO – TURNING POINT – CEDS 2010-2015 Graham and Greenlee Counties Analysis Graham County has over 4 million acres of national forest and protected wilderness. In Greenlee County, 92 percent of land is government owned. The U.S. Forest Service controls nearly 64 percent, U.S. Bureau of Land Management controls almost14 percent, and the state of Arizona controls just under 15 percent. Roper Lake State Park, Graham County‘s only state park, hosts about 78,000 visitors a year, saw visits decline by 3.1 percent in 2008, increase by 11.9 percent in 2009, and decline by 29.4 percent in 2010. Overall, visits in 2010 were down 18.2 percent from 2007. There are no national parks in Graham County and no state or national parks in Greenlee County. According to research commissioned by AOT and conducted by Dean Runyon Associates, total travel-related spending in Graham and Greenlee counties combined was $35.7 million in 2009, down 25.5 percent from 2008. This followed a decline of 0.2 percent in 2008. In 2009, overnight visitors who stayed in lodging establishments (including campgrounds) in Graham and Greenlee counties accounted for 53.2 percent of all spending by visitors. Those who stayed in private homes, including vacation homes, accounted for 38.9 percent of total visitor spending, while day travelers accounted for 7.8 percent. In 2009, 58.8 percent of spending by visitors to Graham and Greenlee counties was for leisure and hospitality services (arts, entertainment, recreation, accommodations, and food service). Spending on retail (including food stores) accounted for 20.2 percent and transportation (including gasoline) accounted for 20.7 percent. Approximately 930 jobs were generated in Graham and Greenlee counties in 2009 by travelrelated spending, according to the Dean Runyon Associates study. More than 92 percent of those jobs were in leisure and hospitality services. Travel-related spending accounted for approximately $9.8 million in direct earnings and generated approximately $900,000 in direct local government tax revenue in 2009.

SEAGO – TURNING POINT – CEDS 2010-2015

Source: Dean Runyan Associates and Cochise College Center for Economic Research

Graham & Greenlee County Visitor Spending by Category, 2009 ($millions)

Transportation/Gas, 7.4

Retail/Food Stores, 7.2

Leisure & Hospitality Services, 21.0

Source: Dean Runyan Associates and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 Graham County‘s lodging industry rebounded in 2010, according to AOT lodging indicator data. In 2010, Graham County‘s lodging occupancy rate increased by 15.1 percent, rising from 31.7 to 36.4 percent for the year. This followed a decline of 48.8 percent in 2009. Despite the increase, the county‘s lodging occupancy rate for 2010 was considerably below the statewide rate of 55.7 percent and the nationwide rate of 57.6 percent. The average daily room rate in Graham County declined by 3.5 percent from $70.46 to $68.00 in 2010. Revenue generated per available room in Graham County was up by 11.1 percent from $22.31 to $24.78 in 2010. Lodging room demand was up by 14.7 percent and supply was down 0.4 percent in 2010.

SEAGO – TURNING POINT – CEDS 2010-2015 Santa Cruz County Tourist attraction analysis and overview Santa Cruz County offers visitors a colorful past and present. Several missions and presidios built by the Spanish explorers and settlers are located along the Santa Cruz River. One such mission— Tumacácori, built by Father Kino—is a National Historic Park. Tubac is Arizona‘s oldest Spanish settlement, it exists today with numerous art galleries, working studios, and gift shops. The Tubac Center of the Arts provides arts programming and seasonal exhibitions. Tubac Presidio State Historic Park is also a visitor magnet. The Nature Conservancy's Patagonia-Sonoita Creek Preserve, is a rare cottonwood and willow riparian area, which allows visitors to see over 200 bird species. The Circle Z Guest Ranch maintains Patagonia‘s long-standing ranching tradition. Sonoita and Elgin, the first viticulture sites in Arizona, enable visitors to explore over 100 miles of wine country, along with tasting at several wineries. The City of Nogales is home to the Pimeria Alta Historical Museum. Santa Cruz County is also a gateway to Mexico via the City of Nogales. Other major attractions include: 1. Patagonia Lake State Park, one of the most visited state parks in Arizona 2. Tubac Presidio State Historic Park 3. Tumacácori National Historic Park 4. Whipple Observatory 5. Historic Nogales Main Street 6. La Cienega National Conservation Area (formerly Empire Cienega Ranch) 7. Juan Bautista de Anza National Historic Trail 8. Ruby Ghost Town 9. Arizona Trail 10. Santa Rita Mountains Patagonia Lake State Park, which hosts about 200,000 visitors a year and is the state‘s third busiest state park, saw visits increase by 1.6 percent in 2008 and 16.1 percent in 2009, but decline by 19.2 percent in 2010. 83

SEAGO – TURNING POINT – CEDS 2010-2015 Visits to Tubac Presidio State Historic Park, which hosts about 9,200 visitors a year, were down 3.7 percent in 2008 and 26.8 percent in 2009, but were up by 3 percent in 2010. In January 2010, the Arizona State Parks Board voted to close 13 state parks, including Tubac Presidio State Historic Park. The Santa Cruz County government and Arizona State Parks Board entered into an agreement to keep the park open, transferring management responsibilities to the county as of May 17, 2010. The county concurrently transferred day-to-day operations responsibility to the Tubac Historical Society. Park visits in March 2011were nearly 27.8% higher than in March 2009. Visits to Tumacácori National Historic Park, which hosts about 40,000 visitors a year, increased by 0.7 percent in 2008, but were down 4.5 percent in 2009 and 1.6 percent in 2010. According to research commissioned by AOT and conducted by Dean Runyon Associates, total travel-related spending in Santa Cruz County was $269.6 million in 2009, up 4.9 percent from 2008. This followed an increase of 0.7 percent in 2008. In 2009, overnight visitors who stayed in lodging establishments (including campgrounds) in Santa Cruz County accounted for only 13.4 percent of all spending by visitors. Those who stayed in private homes, including vacation homes, accounted for 4.2 percent, while day travelers accounted for the overwhelming share at 82.4 percent of total visitor spending. In 2009, 20.4 percent of spending by visitors to Santa Cruz County was for leisure and hospitality services (arts, entertainment, recreation, accommodations, and food service). Spending on retail (including food stores) accounted for 75.3 percent and transportation (including gasoline) accounted for 4.3 percent. Approximately 1,960 jobs were generated in Santa Cruz County in 2009 by travel-related spending, according to the Dean Runyon Associates study. Forty-eight percent of those jobs were in retail and 39.8 percent were in accommodation and food services. Travel-related spending accounted for approximately $49.8 million in direct earnings and generated approximately $5.3 million in direct local government tax revenue in 2009. Other major attractions include; the Nature Conservancy's Patagonia-Sonoita Creek Preserve; the towns of Sonoita, Patagonia, and Tubac; and several Arizona wineries. Santa Cruz County is also a gateway to Mexico via the city of Nogales.

SEAGO – TURNING POINT – CEDS 2010-2015

Source: Dean Runyan Associates and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 Santa Cruz Visitor Spending by Category, 2009 ($millions) Transportation/Gas, 11.6

Leisure & Hospitality Services, 55.1

Retail/Food Stores, 202.9

Source: Dean Runyan Associates and Cochise College Center for Economic Research

Santa Cruz County‘s lodging industry rebounded in 2010, according to Arizona Office of Tourism (AOT) lodging indicator data. In 2010, Santa Cruz County‘s lodging occupancy rate increased by 13.2 percent, rising from 44.1 to 49.9 percent for the year. This followed declines of 10.5 and 26.7 percent in 2008 and 2009, respectively. Despite the increase, the county‘s lodging occupancy rate for 2010 was below the statewide rate of 55.7 percent and the nationwide rate of 57.6 percent. The average daily room rate in Santa Cruz County increased by 1 percent from $71.26 to $71.98 in 2010. Revenue generated per available room in Santa Cruz County was up by 14.4 percent from $31.43 to $35.94 in 2010. Lodging room demand was up by 19.1 percent and supply was up 5.2 percent in 2010.

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 5. HOUSING, Regional analysis Data on housing stock can be used to evaluate several factors including the relative affluence of a community as reflected by the median value of a home; housing affordability; the availability of housing available for a professional workforce; and the extent to which residents are willing and able to own homes rather than rent. Data in this section are from the American Community Survey (2007-2009 for all counties but Graham, and 2005-2009 for Graham County). The median value of homes in the SEAGO region varies widely from county to county. Cochise County has the highest median value at $163,300, which was 26.1 percent below the statewide median of $221,000. This was followed by $159,500 in Santa Cruz County (27.8 percent below the state median), $125,000 in Graham County (43.4 percent below the state median), and $64,800 in Greenlee County (70.7 percent below the state median). Monthly owner costs reflect the ability of current homeowners to afford mortgage and related costs, including property taxes, insurance, and utilities. In the SEAGO region, monthly homeowner costs are considerably lower than statewide, and homeowners generally pay a smaller portion of their income for housing (with the exception of Santa Cruz County). Monthly owner costs for housing are $1,510 statewide, $1,160 in Santa Cruz County, $1,137 in Cochise County, $966 in Graham County, and $783 in Greenlee County. In relation to monthly income, statewide 40.9 percent of homeowners pay 30 percent or more of their monthly income toward housing costs (30 percent of income is a common threshold above which housing is considered to be unaffordable). Within the SEAGO region, only Santa Cruz County has a larger proportion of homeowners paying more than 30 percent of their income for housing at 42.9 percent. This figure is 34.2 percent for Graham County, 32 percent for Greenlee County, and 29.7 percent for Cochise County. The homeownership rate in the SEAGO region is higher than statewide: 69.1 versus 67.6 percent. All counties in the SEAGO region have a higher ownership rate than statewide, with the exception of Greenlee County. Homeownership rates in the SEAGO region are: Santa Cruz County: 74.1 percent; Cochise County: 69.3 percent; Graham County: 68.1 percent; and Greenlee County: 50.2 percent. Greenlee County‘s lower homeownership rate may reflect housing provided by Freeport McMoRan Copper & Gold (formerly Phelps Dodge Company) for its employees. The total number of housing units increased by approximately 15.6 percent in the SEAGO region from 2000-2009, roughly in line with estimates of population growth. The largest increase was in Santa Cruz County, where housing stock increased by 32.7 percent, followed by Cochise County (13.1 percent), Graham County (11.9 percent), and Greenlee County (1.8 percent). Statewide, the 87

SEAGO – TURNING POINT – CEDS 2010-2015 housing stock increased by 24.2 percent, considerably faster than the rate of growth in the SEAGO region and in all SEAGO counties except Santa Cruz. Homeowner vacancy rates are an indicator of the supply and demand for housing. High vacancy rates can discourage new construction and place downward pressure on home values and prices if the vacant units are for sale. The homeowner vacancy rates in the SEAGO region are lower than that of the state overall in all counties except Santa Cruz. Statewide, the homeowner vacancy rate is 3.9 percent, compared to 1.2 percent in Graham County, 2.7 percent in Cochise County, 2.8 percent in Greenlee County, and 8.1 percent in Santa Cruz County. The region‘s seasonal employment patterns impact vacancy rates. Census vacancy rates for communities in which mining and agriculture, and their related industries, provide a majority of employment measure at a single point in time and thus may not accurately reflect the extent to which housing is chronically unavailable. This situation may be exacerbated by the influx of seasonal visitors or ―snowbirds‖ and is the case in many SEAGO communities. The housing stock also includes rental units. A high rental vacancy rate puts downward pressure on rental rates and discourages construction of new, multifamily housing. As with homeowner vacancy rates, the rental vacancy rates in the SEAGO region are lower than that of the state overall in all counties except Santa Cruz. Statewide, the rental vacancy rate is 11.1 percent, compared to 5.8 percent in Graham County, 8.1 percent in Greenlee County, 10.3 percent in Cochise County, and 26.7 percent in Santa Cruz County. Median gross rent (rent plus utilities) in the SEAGO region is lower than statewide. Gross monthly rate statewide is $858, compared to $720 in Cochise County, $644 in Santa Cruz County, $594 in Graham County, and $379 in Greenlee County. Affordability of rental units (rent in relation to income) is greater than statewide in all SEAGO counties except Santa Cruz. Statewide, 50.6 percent of renters pay 30 percent or more of their income for rent and utilities, compared to 9.2 percent in Greenlee County, 36.1 percent in Graham County, 43.9 percent in Cochise County, and 53 percent in Santa Cruz County.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 SECTION III A 6. Population statistics, Regional analysis ADOC prepares official population estimates and projections for Arizona, the individual counties, and sub-county areas. (Note: Estimates provide current and past population figures, while projections forecast future population). According to ADOC estimates and projections, the SEAGO region will grow by 10.8 percent between 2009 and 2015. Santa Cruz County is projected to have the highest rate of growth during that period at 17.2 percent, followed by Cochise County at 13.1 percent. Graham and Greenlee counties are projected to decline in population. A problem with the ADOC population projections is they were prepared in 2006 using estimates for the year 2005 as a baseline, while the most recent population estimates by that agency are for the year 2009. As a result, actual population growth for the years 2006-2009 is not factored into the projections. For those years, growth in Cochise and Santa Cruz counties was slower than projected by ADOC, while growth in Graham and Greenlee counties was faster than projected. This threatens the reliability of the ADOC projections, particularly for Graham and Greenlee counties since the faster rate of actual growth from 2006 to 2009 reverses the direction of the previous projections.

ADOC Population Estimates and Projections 2009

2015

Projected Growth Projected Growth (%)

236,643 262,289

25,646

10.8%

Cochise County

140,263 158,650

18,387

13.1%

Graham County

39,792

39,307

-485

-1.2%

Greenlee County

8,688

8,188

-500

-5.8%

Santa Cruz County

47,900

56,144

8,244

17.2%

SEAGO Region

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 To account for the 2006-2009 estimated population growth, the Cochise College Center for Economic Research (CER) prepared population projections for the SEAGO region applying Holt‘s Method of Exponential Data Smoothing to ADOC population estimates from 2001 through 2009. These projections suggest a faster rate of growth than the ADOC projections for the SEAGO region overall (13.2 vs. 10.8 percent) with slower rates of growth in the counties of Cochise (10.9 vs. 13.1 percent) and Santa Cruz (13.9 vs. 17.2 percent) and faster rates of growth in the counties of Graham (22.9 vs. -1.2 percent) and Greenlee (1.3 vs. -5.8 percent). According to CER projections, Graham County will grow at the fastest rate in the SEAGO region, followed by Santa Cruz, Cochise, and Greenlee counties. Cochise County is projected to add the largest number of new residents (15,295) followed by Graham County (9,106), Santa Cruz County (6,669), and Greenlee County (112).

ADOC Population Estimates and CER Projections 2009

2015

Projected Growth Projected Growth (%)

236,643 267,825

31,182

13.2%

Cochise County

140,263 155,558

15,295

10.9%

Graham County

39,792

48,898

9,106

22.9%

Greenlee County

8,688

8,800

112

1.3%

Santa Cruz County

47,900

54,569

6,669

13.9%

SEAGO Region

Source: Arizona Department of Commerce and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015

Population Growth, 2000-2009 July 1, 2009 ADOC Estimate

April 1, 2000

Growth

Growth (%)

U.S. Census 236,643

198,172

38,471

19.4%

140,263

117,755

22,508

19.1%

Benson

5,162

4,711

451

9.6%

Bisbee

6,423

6,090

333

5.5%

Douglas

17,758

14,312

3,446

24.1%

Huachuca City

1,955

1,751

204

11.7%

Sierra Vista

46,597

37,775

8,822

23.4%

Tombstone

1,720

1,504

216

14.4%

Willcox

3,926

3,733

193

5.2%

Unincorporated

56,723

47,879

8,844

18.5%

39,792

33,489

6,303

18.8%

Pima

2,442

1,989

453

22.8%

Safford

10,094

9,232

862

9.3%

Thatcher

5,819

4,022

1,797

44.7%

Unincorporated

21,437

18,246

3,191

17.5%

Greenlee County

8,688

8,547

141

1.6%

Clifton

2,618

2,596

0.8%

Duncan

857

812

5.5%

Unincorporated

5,213

5,139

1.4%

Santa Cruz County

47,900

38,381

9,519

24.8%

21,633

20,878

755

3.6%

934

881

6.0%

25,333

16,622

8,711

52.4%

SEAGO Region Cochise County

Graham County

Nogales Patagonia Unincorporated

Source: U.S. Census Bureau, Arizona Department of Commerce, and Cochise College Center for Economic Research

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III A 7. Educational facilities, Regional overview Economic development efforts depend heavily on an educated workforce. This section provides information on primary, secondary, and postsecondary educational institutions in the SEAGO region. Although debate is ongoing regarding the best methods to evaluate the quality of education, certain factors such as test scores and teacher student ratios are widely regarded as indicators of educational achievement and individual attention received by students, respectively. The dollar amount spent per pupil is an indicator of the ability and willingness of the state and districts to fund quality education, and the amount spent in the classroom is widely regarded as an indicator of focus on classroom instruction. Arizona Learns, a program within the Arizona Department of Education, evaluates each Arizona school and assigns a rating with respect to the school‘s ability to meet or exceed the Arizona Standards of Education. The ratings include: excelling, highly performing, performing plus, performing, underperforming, and failing to meet academic standards. Ratings are issued each fall term for the previous year.

SEAGO – TURNING POINT – CEDS 2010-2015 Cochise County Cochise County has 9 unified school districts; 11 elementary school districts, which include primary, elementary, middle, and junior high schools; 1 high school district; and 1 accommodation school district, which is located on Fort Huachuca. Additionally, eight of the county‘s districts have come together to form the Cochise Technology District, which shares resources for high-school career and technical education programs. Within the school districts are 9 high schools; 7 middle or junior high schools; 29 primary or elementary schools, some of which also offer preschool; 1 preschool; and 4 schools that transcend traditional grade divisions, including one K-12, one grades 5-12, and two grades K-8. In addition to the district schools, there are also 14 charter schools throughout the county covering all grades K-12 in various school-level grade ranges. There are also a number of private schools with religious affiliations. Under the federal No Child Left Behind Act, 26 percent of district public schools in Cochise County, or 13 of 50, failed to make adequate yearly progress in 2010. Of charter schools located in the county, 57.1 percent, or 8 of 14, failed to make adequate yearly progress. Under Arizona Learns for the 2010 school year, 1 Cochise County district public school (2 percent) was rated excelling; 7 schools (14 percent) were rated highly performing; 24 schools (48 percent) were rated performing plus; 15 schools (30 percent) were rated performing; and 3 schools (6 percent) were rated underperforming. None was rated failing. Of Cochise County‘s charter schools, 4 schools (28.6 percent) were rated performing plus; 9 schools (64.3 percent) were rated performing; and 1 school (7.1 percent) was rated underperforming. In fiscal year 2010, per pupil spending of public school districts in Cochise County was $8,051, compared to $7,609 at the state level and $10,297 nationally (U.S. data are from 2008). Per pupil spending in the classroom was $4,315 (53.6 percent of total spending) in Cochise County compared to $4,253 (55.9 percent) at the state level and $6,262 (60.8 percent) nationally. In fiscal year 2010, the average student-to-teacher ratio in Cochise County was 13.0, compared to 17.9 statewide. Cochise County also has a community college district—Cochise College—with campuses in Douglas and Sierra Vista and learning centers in Benson, Willcox, and Fort Huachuca. The college also offers classes in Bisbee and online, as well as in neighboring Santa Cruz County. Cochise College offers 2-year degrees in a variety of fields including: Administration of Justice, Early Childhood Care and Education, Elementary Education, Secondary Education in several teaching fields, Economics, Journalism and Media Arts, Mathematics, Political Science, Psychology, Social Work, Business Administration, Computer Information Systems, Allied Health, Computer Science, Engineering, Physics, Pre-Nursing, Agriculture, Automotive Technology, Avionics Technology, Building Construction Technology, Culinary Arts, Fire Science Technology, Hospitality Administration, Intelligence Operations, Interpretation and 93

SEAGO – TURNING POINT – CEDS 2010-2015 Translation (English/Spanish), Paramedicine, Professional Pilot Technology, Registered Nurse, Welding Technology, and several other arts and sciences fields. Cochise College also offers certificate programs in numerous fields, non-credit personal enrichment classes, GED, English Language Acquisition, workforce training, and numerous other learning opportunities through its Center for Lifelong Learning, Adult Education Center, and Small Business Development Center. The college‘s Center for Economic Research conducts community outreach activities, tracks trends in the local economy, and publishes local economic research. Cochise College is accredited by the Higher Learning Commission of the North Central Association and, in 2006, earned the maximum reaccreditation of 10 years as the result of an exceptional evaluation by the visiting accreditation team. In addition to Cochise College, other higher education institutions with campuses or centers in Cochise County include: University of Arizona (UA) South, which has a campus in Sierra Vista and offers classes on the Cochise College campus in Douglas. UA South offers upper division courses for students to complete undergraduate degree programs in cooperation with Cochise College and other Arizona community colleges. Graduate degrees are also offered in select disciplines. UA South is a commuter campus, with schedules designed to accommodate working adults and returning students. Students may also take advantage of UA South courses available online. University of Phoenix, which has learning center campus locations in Sierra Vista and on Fort Huachuca. The Southern Arizona Campus allows students to earn their college degree while maintaining their personal and professional commitments. University of Phoenix classes are scheduled in the evenings, and the university is committed to providing higher education to working professionals. University of Phoenix offers professional level undergraduate degrees in business, accounting, administration, information systems, management, and nursing, along with graduate degrees in business, counseling, information systems, technology management, management, nursing, and education. Wayland Baptist University, which has campus locations in Sierra Vista and on Fort Huachuca. Wayland is a private, coeducational Baptist university and seeks to educate students in an academically challenging and distinctively Christian environment. The majority of Wayland‘s undergraduate and graduate programs cater to the working adult student, to include military, border patrol, and other government employees. Undergraduate programs include a Bachelor of Science in Occupational Education degree; Bachelor of Science in Interdisciplinary Studies degree; and Bachelor of Christian Ministry degree. Graduate programs include a Master of Christian Ministry and a Master of Arts in Management. Embry-Riddle Aeronautical University, which began offering classes on Fort Huachuca in 2010. The university offers undergraduate degree programs in aviation business 94

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 administration, aviation maintenance, professional aeronautics, and technical management; and graduate degree programs in aeronautical science and business administration in aviation.

SEAGO – TURNING POINT – CEDS 2010-2015 Graham County Graham County has 4 unified school districts and 3 elementary school districts, which include elementary, and middle schools. Additionally, eight high schools in Graham and Greenlee counties, including one charter school, have come together to form the Gila Institute for Technology, which shares resources for high-school career and technical education programs. Within the Graham County school districts are 5 high schools; 2 middle schools; 9 elementary schools, some of which also offer preschool and grades 6-8; and one K-12 special education accommodation school. In addition to the district schools, there are also 5 charter schools covering all grades K-12 in various school-level grade ranges. There are also a number of private schools with religious affiliations. Under the federal No Child Left Behind Act, 11.8 percent of district public schools in Graham County, or 2 of 17, failed to make adequate yearly progress in 2010. Of charter schools located in the county, 40 percent, or 2 of 5, failed to make adequate yearly progress. Under Arizona Learns for the 2010 school year, 1 Graham County district public school (5.9 percent) was rated excelling; 2 schools (11.8 percent) were rated highly performing; 8 schools (47.1 percent) were rated performing plus; and 6 schools (35.3 percent) were rated performing. None was rated underperforming or failing. Of Graham County‘s charter schools, 2 schools (40 percent) were rated performing plus and 3 schools (60 percent) were rated performing. In fiscal year 2010, per pupil spending of public school districts in Graham County was $7,572, compared to $7,609 at the state level and $10,297 nationally (U.S. data are from 2008). Per pupil spending in the classroom was $4,374 (57.8 percent of total spending) in Graham County compared to $4,253 (55.9 percent) at the state level and $6,262 (60.8 percent) nationally. In fiscal year 2010, the average student-to-teacher ratio in Graham County was 13.9, compared to 17.9 statewide. Graham County also has a community college district—Eastern Arizona College—with campuses in Thatcher and Safford. The college also offers classes in neighboring Greenlee and Gila counties and online. Eastern Arizona College offers 2-year degrees in a variety of fields including: Agribusiness, Agriculture, Forestry, Business Administration, Computer Information Systems, Cosmetology, Early Childhood Care and Education, Elementary Education, Secondary Education in several teaching fields, Engineering, Mining and Industrial Technology, Languages, Biological Science, Wildlife Biology, Environmental Technology, Mathematics, Chemistry, Geology, Physics, Psychology, Administration of Justice, Fire Science, Anthropology, Political Science, Sociology, Electrical and Instrumental Technology, Industrial Plant Technology, Automotive Service Technology, Computer Assisted Design and Drafting Technology, Machine Shop Technology, Welding Technology, Graphic Design, Pharmacy Technician, Paramedicine, Pre-Medical Science, Pre-Pharmacy, Pre-Chiropractic, Pre-Physical Therapy, Nursing, Pre-Nursing, PreOptometry, and several other arts and sciences fields. Eastern Arizona College also offers certificate programs in numerous fields, personal enrichment classes, GED, English Language Acquisition, and numerous other learning opportunities through its Adult Education Center and Small Business Development Center. 96

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 As of early March 2011, a bill was working its way through the Arizona legislature to allow Eastern Arizona College to offer 4-year baccalaureate degrees in education, business, and mining technology. In addition to Eastern Arizona College, Northern Arizona University has an extension campus in Thatcher, collocated with Eastern Arizona College, and offers face-to-face undergraduate and graduate degree and certificate programs in education, and online programs in various fields.

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Greenlee County Greenlee County has 3 unified school districts and 2 elementary school districts. Additionally, eight high schools in Greenlee and Graham counties, including one charter school, have come together to form the Gila Institute for Technology, which shares resources for high-school career and technical education programs. Within the Greenlee County school districts are 2 high schools; 1 junior/senior high school; and 4 elementary schools, two of which serve students through grade 8 and one of which serves students through grade 12. Under the federal No Child Left Behind Act, all but one district public school in Greenlee County made adequate yearly progress in 2010. Under Arizona Learns for the 2010 school year, 1 Greenlee County district public school was rated highly performing, 2 schools were rated performing plus, 3 schools were rated performing, and 1 school was rated failing. In fiscal year 2010, per pupil spending of public school districts in Greenlee County was $8,158, compared to $7,609 at the state level and $10,297 nationally (U.S. data are from 2008). Per pupil spending in the classroom was $4,516 (55.4 percent of total spending) in Greenlee County compared to $4,253 (55.9 percent) at the state level and $6,262 (60.8 percent) nationally. In fiscal year 2010, the average student-to-teacher ratio in Greenlee County was 13.6, compared to 17.9 statewide. Eastern Arizona College, located in neighboring Graham County, offers classes at various locations in Greenlee County. Eastern Arizona College offers 2-year degrees in a variety of fields, including Agribusiness, Agriculture, Forestry, Business Administration, Computer Information Systems, Cosmetology, Early Childhood Care and Education, Elementary Education, Secondary Education in several teaching fields, Engineering, Mining and Industrial Technology, Languages, Biological Science, Wildlife Biology, Environmental Technology, Mathematics, Chemistry, Geology, Physics, Psychology, Administration of Justice, Fire Science, Anthropology, Political Science, Sociology, Electrical and Instrumental Technology, Industrial Plant Technology, Automotive Service Technology, Computer Assisted Design and Drafting Technology, Machine Shop Technology, Welding Technology, Graphic Design, Pharmacy Technician, Paramedicine, Pre-Medical Science, Pre-Pharmacy, Pre-Chiropractic, Pre-Physical Therapy, Nursing, Pre-Nursing, Pre-Optometry, and several other arts and sciences fields. Eastern Arizona College also offers certificate programs in numerous fields, personal enrichment classes, GED, English Language Acquisition, and numerous other learning opportunities through its Adult Education Center and Small Business Development Center. As of early March 2011, a bill was working its way through the Arizona legislature to allow Eastern Arizona College to offer 4-year baccalaureate degrees in education, business, and mining technology.

SEAGO – TURNING POINT – CEDS 2010-2015 Santa Cruz County Santa Cruz County has 2 unified school districts; 1 high school district; 3 elementary school districts, which include elementary and middle schools; and 1 accommodation school district providing alternative education. Within the school districts are 4 high schools, including 1 vocational high school; 4 middle schools; 12 elementary schools, some of which also offer preschool and some of which serve students through grade 8; and 1 alternative school serving grades 5-12. In addition to the district schools, there are also 4 charter schools throughout the county, three of which serve students through grade 8 and one of which serves grades 9-12. Two of the K-8 charter schools are Montessori schools. There are also a number of private schools with religious affiliations. Under the federal No Child Left Behind Act, 14.3 percent of district public schools in Santa Cruz County, or 3 of 21, failed to make adequate yearly progress in 2010. Of charter schools located in the county, 2 of 4 failed to make adequate yearly progress. Under Arizona Learns for the 2010 school year, 2 schools (9.5 percent) were rated highly performing; 14 schools (66.7 percent) were rated performing plus; 4 schools (19 percent) were rated performing; and 1 school (4.8 percent) was rated underperforming. None was rated failing. Of Santa Cruz County‘s four charter schools, one was rated performing plus and the others were rated performing. In fiscal year 2010, per pupil spending of public school districts in Santa Cruz County was $7,514, compared to $7,609 at the state level and $10,297 nationally (U.S. data are from 2008). Per pupil spending in the classroom was $3,920 (52.2 percent of total spending) in Santa Cruz County compared to $4,253 (55.9 percent) at the state level and $6,262 (60.8 percent) nationally. In fiscal year 2010, the average student-to-teacher ratio in Santa Cruz County was 13.8, compared to 17.9 statewide. Cochise College, in neighboring Cochise County, offers classes in Santa Cruz County. Cochise College offers 2-year degrees in a variety of fields, including Administration of Justice, Early Childhood Care and Education, Elementary Education, Secondary Education in several teaching fields, Economics, Journalism and Media Arts, Mathematics, Political Science, Psychology, Social Work, Business Administration, Computer Information Systems, Allied Health, Computer Science, Engineering, Physics, Pre-Nursing, Agriculture, Automotive Technology, Avionics Technology, Building Construction Technology, Culinary Arts, Fire Science Technology, Hospitality Administration, Intelligence Operations, Interpretation and Translation (English/Spanish), Paramedicine, Professional Pilot Technology, Registered Nurse, Welding Technology, and several other arts and sciences fields. Cochise College also offers certificate programs in numerous fields, non-credit personal enrichment classes, GED, English Language Acquisition, workforce training, and numerous other learning opportunities through its Center for Lifelong Learning, Adult Education Center, and Small Business Development Center. The college‘s Center for Economic Research conducts community outreach activities and track trends in the local economy. Cochise College is accredited by the Higher Learning Commission of the North Central Association. In 2006, Cochise College earned the maximum reaccreditation of 10 years as the result of an exceptional evaluation by the visiting accreditation team. 99

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 In addition to Cochise College, University of Arizona (UA) South has a campus in Nogales. UA South offers upper division courses for students to complete undergraduate degree programs in cooperation with Cochise College and other Arizona community colleges. Graduate degrees are also offered in select disciplines. UA South is a commuter campus, with schedules designed to accommodate working adults and returning students. Students may also take advantage of UA South courses available online. University of Phoenix also has learning center campus location in Nogales. The Southern Arizona Campus allows students to earn their college degree while maintaining their personal and professional commitments. University of Phoenix classes are scheduled in the evenings, and the university is committed to providing higher education to working professionals. University of Phoenix offers professional level undergraduate degrees in business, accounting, administration, information systems, management, and nursing, along with graduate degrees in business, counseling, information systems, technology management, management, nursing, and education.

100

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III B. Trade and Commerce, Regional analysis Industries Retail trade is the largest industry in the SEAGO area with 2,259 employer and non-employer establishments and $2.5 billion in annual sales in 2007, according to the U.S. Census Bureau‘s economic census. This is followed by other services (excluding government) at 1,971 establishments and $127.5 million in sales, and health care and social assistance with 1,640 establishments and $603.1 million in sales. Although the ―other services‖ industry grouping has 20 percent more establishments, health care and social assistance sales are nearly five times higher. Other large industries in the SEAGO region are professional, scientific, and technical services with 1,491 establishments; real estate and rental and leasing with 1,406 establishments; and administrative and support and waste management and remediation services with 1,066 establishments, according to the 2007 economic census. The manufacturing presence in the SEAGO region is exclusively in Cochise County with 180 firms and $185.2 million in sales. SEAGO Region Industries and Sales, 2007 Industry

Number of establishments

Total Sales

180 2,259 178 1,406 1,491 1,066

$185,219,000 $2,471,917,000 N/A N/A N/A N/A

317 1,640 563 671 1,971

N/A $603,065,000 N/A N/A $127,455,000

Manufacturing Retail trade Information Real estate and rental and leasing Professional, scientific, and technical services Administrative and Support and Waste Management and Remediation Services Educational services Health care and social assistance Arts, entertainment, and recreation Accommodation and food services Other services (except public administration)

N/A = Data not available Source: U.S. Census Bureau 2007 Economic Census and 2007 Nonemployer Statistics

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SEAGO – TURNING POINT – CEDS 2010-2015 Within the SEAGO region, Cochise County has the largest economy with much of the economic activity related to Fort Huachuca, an active U.S. Army installation located in Sierra Vista. As of late 2009, approximately 3,200 active duty military personnel were assigned to the fort. There are also approximately 4,000 military trainees (students) temporarily assigned to the fort at any given time for training. In January 2010, the Department of the Army announced the planned relocation of the 86th Signal Battalion from Fort Huachuca to Fort Bliss, Texas. This action represents a decrease of 487 military authorizations and one civilian authorization at Fort Huachuca. Implementation of these changes is scheduled to be complete in July 2011. Fort Huachuca is Cochise County‘s top employer, according to the Cochise College Center for Economic Research‘s (CER‘s) annual Top 75 Employer Survey. Fort Huachuca has been the top employer in Cochise County every year since the CER began conducting the survey in 1999. According to Arizona Daily Star‘s annual ―Star 200‖ employer survey, the fort was the seventh largest employer in Southern Arizona in 2009. As of the CER‘s 2009 top employer survey, conducted in July 2009, Fort Huachuca employed 10,146 fulltime equivalent (FTE) employees, which included 3,266 active duty military personnel permanently assigned to the fort, 2,842 Department of the Army civilian employees, 127 part-time civilian employees directly employed by the fort, and about 3,974 military students present at the fort for training. Although the fort trains more than 15,000 students each year, students arrive and depart at various times throughout the year, with approximately 3,974 present on any given day, as of the CER‘s most recent survey. An FTE employee is equal to one fulltime or two part-time employees. The fort‘s number of FTE employees includes only those workers employed directly by the fort. Not included in the fort‘s numbers are workers who report to work on Fort Huachuca but are not employed directly by the fort. These include employees of defense contracting firms in the Sierra Vista area, who are reported by the contracting firms that directly employ them. These include Northrop Grumman Corporation, which is the county‘s fifth largest employer, and NewTec, LLC, which is the county‘s 12th largest employer. In 2009, seven of Cochise County‘s top 75 employers were professional and business service firms whose customer base, in whole or part, was Fort Huachuca. This included Northrop Grumman, NewTec, Science Applications International Corporation (SAIC), ManTech Telecommunications and Information Systems Corporation, L3 Communications Command & Control Systems and Software (C2S2), Integrated Systems Improvement Services (ISIS), and All Star Technical Services. Combined, these seven firms employed 2,301 FTE employees in 2009, or 9 percent of the total workers employed by the county‘s 75 largest employers. Not all of these employees work in direct support of the fort as several of the firms have customer bases well beyond Fort Huachuca. For example, Northrop Grumman and SAIC serve customers across the United States and internationally from their sites in Sierra Vista, but also do a small portion of business in support of the fort. Also not included in the fort‘s numbers are employees of the Fort Huachuca Accommodation Schools (FHAS), which reports its employees separately and was the county‘s 35th largest employer in 2009. Although located on Fort Huachuca, FHAS schools are Arizona public schools that fall under the Arizona Department of Education. The FTE numbers also do not include employees of the AAFES Post Exchange (PX), U.S. Post Office, colleges and universities, and concessionaires located on post. 102

SEAGO – TURNING POINT – CEDS 2010-2015 In 2008, the Maguire Company, in collaboration with ESI Corp, released the results of its Economic Impact of Arizona‘s Principal Military Operations study, commonly referred to as the Maguire Report. According to the study, the direct, indirect, and induced employment impact of Fort Huachuca on Cochise County was 26,921 FTE jobs, which includes the fort‘s direct employees, as well as those employed due to government contracts and spending by the fort and its employees. Nearly 83 percent of the indirect and induced employment generated by Fort Huachuca occurred in the county‘s retail trade and services industries. The total economic impact of the fort on Cochise County was estimated at $2.4 billion annually. Nearly 42 percent of this impact was the result of indirect and induced economic activity in the county‘s retail trade and services industries. The report also estimated that the direct, indirect, and induced economic activity of Fort Huachuca generated $23.2 million per year in local sales tax and $17.3 million in local property tax in Cochise County. In recent years, water use by the fort, as well as water use that results from Fort Huachuca‘s indirect and induced employment, and any resultant population increases, has been an environmental issue. A June 2007 biological opinion issued by U.S. Fish and Wildlife Service (FWS) examined the environmental impact and concluded that the proposed ongoing and future military operations and activities at Fort Huachuca were not likely to adversely affect endangered species. The biological opinion noted that Fort Huachuca has been a recognized leader in energy and water reduction initiatives for more than a decade; water use had been reduced by over 50 percent, or over half a billion gallons per year; the fort had been below the federal energy conservation goals for more than a decade; and the fort had increased the use of renewable energy in the form of solar and wind, neither of which consume water in the production of electricity. Perhaps most important to the future of Fort Huachuca, the FWS biological opinion determined that Fort Huachuca can accommodate additional growth, accomplish the mission, and continue to meet water conservation measures. Other industries of importance in Cochise County are tourism (particularly the cities of Tombstone and Bisbee) and agriculture, discussed in detail in separate sections of this document, as well as services that support the existing population (government, educational services, retail trade, and accommodation and food services). Cochise County has the highest proportion of privately owned land on Arizona‘s 15 counties at 40 percent and is one of only three counties in the state without an Indian reservation.

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015

Cochise County Industries and Sales, 2007 Industry

Number of establishments

Total Sales

180 1,308 110 848 940 642

$185,219,000 $1,343,104,000 N/A $102,030,000 $669,293,000 $118,175,000

214 897 381 407 1,314

$6,491,000 $392,885,000 $21,084,000 $177,628,000 $71,628,000

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SEAGO – TURNING POINT – CEDS 2010-2015 In Graham County, important industries are agriculture, tourism, mining, government (particularly the state and federal prisons in Safford), along with services that support the existing population (educational services, retail trade, and health care and social assistance). Eurofresh Farms, which is physically located in Graham County but is headquartered in Willcox in Cochise County (and also has a site in Snowflake in Navajo County outside the SEAGO region) is ―America‘s largest greenhouse spanning 318 acres of facilities growing hydroponic tomatoes, cucumbers and bell peppers in many varieties‖ according to the firm‘s website. In Graham County, less than 10 percent of land is privately owned and 36 percent of land is Indian reservation.

Graham County Industries and Sales, 2007 Industry

Number of establishments

Total Sales

253 32 139 142

$393,529,000 N/A N/A $13,163,000

130

N/A

51 307 45 84 234

$988,000 $108,382,000 N/A $36,556,000 $35,162,000

Retail trade Information Real estate and rental and leasing Professional, scientific, and technical services Administrative and Support and Waste Management and Remediation Services Educational services Health care and social assistance Arts, entertainment, and recreation Accommodation and food services Other services (except public administration)

N/A = Data not available Source: U.S. Census Bureau 2007 Economic Census and 2007 Nonemployer Statistics

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SEAGO – TURNING POINT – CEDS 2010-2015 In Greenlee County, mining remains one of the most important industries. Copper was discovered in the county in the 1860s and by the early 20th century the Arizona Copper Company ran several mines. Phelps Dodge eventually purchased the Arizona Copper Company and, in 2007, Phelps Dodge was acquired by Freeport McMoRan Copper and Gold, making Freeport the largest publically traded copper producer in the world. Other important industries are agriculture and tourism, along with services that support the existing population (government, educational services, retail trade, and health care and social assistance). According to Greenlee County‘s comprehensive plan prepared in 2003, ―Economic development in Greenlee County has been focused on the Morenci mine. Mining and mineral processing are the cornerstones and main economic forces in the county. Farming remains the second economic force in the county.‖ In Greenlee County, only 8.1 percent of land is privately owned and 77.1 percent of land is controlled by the U.S. government (U.S Forest Service and U.S. Bureau of Land Management).

Greenlee County Industries and Sales, 2007 Industry

Number of establishments

Total Sales

61 6 8 23 1

$36,499,000 N/A N/A $1,194,000 N/A

43 18 16

$7,033,000 N/A N/A

Retail trade Information Real estate and rental and leasing Professional, scientific, and technical services Administrative and Support and Waste Management and Remediation Services Health care and social assistance Arts, entertainment, and recreation Accommodation and food services N/A = Data not available Source: U.S. Census Bureau 2007 Economic Census and 2007 Nonemployer Statistics

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SEAGO – TURNING POINT – CEDS 2010-2015 International trade and tourism are important aspects of Santa Cruz County‘s economy. Nogales—the county‘s largest city—serves as a major gateway between the U.S. and Mexico. According to research by the University of Arizona (UofA), Mexican visitors account for 23.6 percent of all jobs in the county. According to the Arizona-Mexico Commission, 60 percent of all winter produce consumed in the U.S. and Canada passes through and is processed in Nogales. Other important industries are wholesale trade, transportation and warehousing in support of international trade, and services that support the existing population (government, retail trade, and health care and social assistance). Santa Cruz is Arizona‘s smallest county and 37.5 percent of land is privately owned.

Santa Cruz County Industries and Sales, 2007 Industry

Number of establishments

Total Sales

637 30 411 386 293

$698,785,000 N/A $68,491,000 N/A $39,194,000

52 393 119 164 423

N/A $94,765,000 $5,078,000 $70,285,000 $20,665,000

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III B 2. Retail Sales Retail sales are a good indicator of the overall health of the economy, providing specific insight into the ability and willingness of residents to spend money, driving local economic activity. When retail sales decline, it may be the result of declining incomes (overall or at the individual household level), declining consumer confidence, declining tourism, declining population, higher taxes, or higher savings rates. Although retail sales in the SEAGO region declined considerably from 2008 through 2010 as a result of the global recession, the declines were not as steep as at the state level. Statewide, retail sales in 2009 were down 19.9 percent from 2005 levels, after adjusting for inflation. In the SEAGO region, the decline was only about half that, at 10.7 percent. Graham County was the only county in the SEAGO region to see retail sales in 2009 that were above the level of 2005; however, the 0.3 percent growth over the total period was mostly the result of strong growth in 2006 and 2007, after which sales declined for two consecutive years and into the first 9 months of 2010. Cochise County saw sales in 2009 that were 6.2 percent below 2005 levels, after the inflation adjustment. The hardest hit county in the SEAGO region was Santa Cruz County, with 2009 sales that were 22.9 percent below the level in 2005. This was followed by Greenlee County, which saw sales in 2009 down by 19.4 percent compared to 2005; however, the period of 2005 to 2009 was characterized by great instability with drastic swings between positive and negative growth, which may mask the true trend in Greenlee County‘s retail sales. In the first 9 months of 2010, retail sales statewide and within the SEAGO region were down, but the declines had moderated from those seen in 2009. Cochise County was the only exception, where retail sales in the first three quarters of 2010 underperformed those in the same period of 2009.

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SEAGO – TURNING POINT – CEDS 2010-2015 Retail Sales, Inflation-adjusted Annual Growth (%) 2006

2007

2010*

2005-2009**

8.0%

-2.2%

-12.4% -11.6%

-5.5%

-19.9%

3.6%

6.7%

-1.0%

-17.2%

-4.5%

-10.7%

Cochise County

2.9%

1.1%

-6.1%

-3.4%

-7.0%

-6.2%

Graham County

24.5%

14.5%

-4.7%

-25.4%

-4.0%

0.3%

Greenlee County

-46.6% 107.6%

84.9%

-59.3% 23.3%

Arizona SEAGO Region

Santa Cruz County

8.5%

-0.4%

2008

2009

-12.5% -16.3%

-6.4%

* January-September only; comparison to same period one year prior **Total growth over entire period Source: U.S. Bureau of Economic Analysis and Cochise College Center for Economic Research

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-19.4% -22.9%

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III B 3.

Economic Impact of border trade with Mexico

The SEAGO region‘s economy is significantly impacted by that of Mexico. The shared border between Cochise and Santa Cruz counties and Sonora, Mexico serves as a crossover point for millions of visitors from Mexico each year, ranging from day shoppers and workers who cross legally through the designated ports of entry at Douglas, Naco, and Nogales, to drug and illegal alien smugglers who cross illegally through the Sonoran desert. A 2007-2008 study conducted by the UofA measured the economic impact of Mexican visitors to Arizona. The study found that Mexican visitor spending accounts for 48.6 percent of the total taxable sales in Santa Cruz County, and 5.3 percent of taxable sales in Cochise County. In 2007-2008, Mexican visitors spent $491.3 million in Santa Cruz County, up 102.6 percent from 2001, according to the UofA study. All spending by Mexican visitors to Santa Cruz County occurred in Nogales, according to the study. Fifty-eight percent of expenditures by Mexican visitors to Santa Cruz County occurred in retail stores, 24.6 percent occurred in grocery stores, and 6.7 percent occurred in restaurants. According to the study, the direct spending by Mexican visitors to Santa Cruz County resulted in 3,762 jobs and $75.2 million in local income. Accounting for indirect and induced impacts, Mexican visitors were responsible for $560.4 million in sales, 4,496 jobs, and $96.6 million in income countywide. Direct expenditures in Arizona by Mexican visitors crossing through the Nogales POE in Santa Cruz County totaled $1.3 billion in the 2007-08 study. This was up 155.1 percent from the study conducted in 2001. Each party entering the United States through the Nogales port spent an average of $173 in Arizona, according to the study. Although Mexican visitors entering through Nogales spent $1.3 billion, only $491.3 million of that was actually spent within Santa Cruz County. This indicates that Santa Cruz County captures only 38.3 percent of the spending of Mexican visitors entering through its borders. In 2007-2008, Mexican visitors spent $186.4 million in Cochise County, up 92.6 percent from 2001, according to the UofA study. More than two-thirds of spending by Mexican visitors to Cochise County occurred in Douglas, according to the study. Fifty-five percent of expenditures by Mexican visitors to Cochise County occurred in retail stores, 24.1 percent occurred in grocery stores, and 7.3 percent occurred in restaurants. According to the study, the direct spending by Mexican visitors to Cochise County resulted in 1,498 jobs and $28.8 million in local income. Accounting for indirect and induced impacts, Mexican visitors were responsible for $211.8 million in sales, 1,763 jobs, and $36.5 million in income countywide. Direct expenditures statewide by Mexican visitors crossing through the Douglas POE in Cochise County totaled $466.4 million in the 2007-08 study. This was up 372.1 percent from a similar study conducted in 2001.

110

SEAGO – TURNING POINT – CEDS 2010-2015 The increase was the largest of all of Arizona‘s POEs. Each party entering the United States through the Douglas port spent an average of $253 while in Arizona, according to the study. Direct expenditures in Arizona by Mexican visitors crossing through the Naco POE, also in Cochise County, totaled $98.4 million in the 2007-0808 UofA study. This was up 219.6 percent from the study conducted in 2001. Each party entering the United States through the Naco port spent an average of $277 in Arizona, according to the study. Although direct expenditures in Arizona reported by Mexican visitors at the Douglas and Naco ports totaled $564.8 million, only $186.4 million was spent within Cochise County. This indicates that Cochise County captures only one-third of the spending of Mexican visitors entering through its borders. Of the $186.4 million spent in Cochise County, $123.3 million was spent in Douglas. Trends in the numbers of shoppers from Mexico and the amounts they spend are likely impacted by the exchange rate between the U.S. Dollar and the Mexican Peso. A strong peso makes U.S. goods and services less expensive for Mexican visitors, encouraging shoppers to visit the United States, while a weak peso makes U.S. goods and services more expensive. According to a study by the Federal Reserve Bank of Dallas, cited in the 2007-2008 UofA study on the impact of Mexican shoppers on Arizona, real exchange rate have a statistically significant impact on total retail sales in all metropolitan areas in Texas, except El Paso. Strong correlations were observed in Laredo, McAllen, and Brownsville. A study in California, cited in the UofA study, showed that a 10 percent decline in the value of the peso lowers total taxable sales by 1 percent in San Diego County and 2.2 percent in Imperial County. In the summer of 2008, the exchange rate was just over 10 pesos to the dollar, according to the International Monetary Fund (IMF). Since then, the peso has weakened considerably, trading at over 12 pesos to the dollar in October and 13 pesos to the dollar in November 2008. The exchange rate hit 14 pesos to the dollar in January 2009 and 15 pesos to the dollar in February 2009. Since February 2009, the peso has strengthened, trading at just over 13 pesos to the dollar in all but one month from May 2009 through January 2010, and just under 13 pesos from February through July 2010. In August 2010, the Peso weakened to just over 13 pesos to the dollar, according to the IMF. Although the peso has generally strengthened since early 2009, it remains considerably weaker than in previous years, making U.S. goods and services more expensive to Mexican shoppers. This is likely to continue to discourage Mexican shoppers from visiting the United States. Another factor influencing Mexican shoppers is the inflation rate in Mexico. As prices rise in Mexico, relative to prices in the United States, this encourages Mexican shopping in the United States. In 2009, consumer prices in Mexico rose 5.3 percent while declining 0.4 percent in the United States. The inflation rate in the United States has historically remained considerably lower than in Mexico. The two largest ports of entry (POEs) in Arizona are in the SEAGO region: Nogales and Douglas. The Nogales POE is one of the busiest in the nation and, at the time of this document, was in the process of a $200 million expansion. The first phase of the expansion was completed in late 2010, and the projected completion of the entire project is scheduled for 2014.

111

SEAGO – TURNING POINT – CEDS 2010-2015 In 2008, the Douglas International Port Authority, Inc. (DIPA) was incorporated making it the state‘s third port authority (the other two are the Greater Nogales/Santa Cruz County Port Authority and the Greater Yuma Port Authority—the former is also located within the SEAGO region). DIPA incorporated as a nonprofit, private organization. It comprises and is directed by area executives representative of the trade/logistics business service sector, cross-border manufacturing, and agribusiness industries, as well as community and economic development. The primary mission of DIPA is to promote trade and commerce. High on its priority list is the expansion and further development of the Douglas Port of Entry (POE), which it views as essential to further growth and prosperity of the region on both sides of the border. According to DIPA, increased amounts of logistical traffic to the port will expand economic activity for both U.S. and Mexico and increase the potential for more jobs and growth for their respective communities. A feasibility study of expansion of the Douglas POE by the U.S. General Services Administration (GSA) was completed in 2010. The current schedule calls for port design in 2012-2013 and construction of $60 million of infrastructure for 2014. In 2010, the Arizona Department of Transportation approved $3.5 million to extend Chino Road in Douglas approximately one quarter of a mile to the south to provide connectivity to the commercial port of entry as proposed by GSA, as well as to perform a Design Concept Report (DCR) and an environmental assessment to consider the needs and alternatives to upgrade Chino Road to its ultimate configuration. According to the 2007-2008 UofA study on the impact of Mexican shoppers, the maquiladora program established in the 1960s led to population growth in border cities on the Mexican side, thereby increasing the consumer base for retail sales on the U.S. side. The UofA study cites other recent studies that show maquiladora employees became a significant component of cross-border shopping, particularly food and clothing. The UofA study also notes that the North American Free Trade Agreement (NAFTA), implemented in 1994, has led to the expansion of chains such as Costco, Wal-Mart, Home Depot and Office Depot in areas south of the border, diminishing the need to obtain goods sold by these chains on the U.S. side. The study also notes, however, that U.S. retailers still have a competitive advantage attributable to a greater variety of items, more recent styles, and lower prices, but this may eventually diminish due to tighter border security, the inconvenience of border crossing, and the eventual increase in competitiveness of retailers south of the border. In addition to visitors from Mexico, the ports in Douglas, Naco, and Nogales also serve as crossover points for more millions of U.S. visitors traveling to Mexico each year. The Janos Highway (which begins in Douglas) is the shortest paved route from the western United States to Mexico City and Guadalajara. In early 2008, a provision of the Western Hemisphere Travel Initiative (WHTI) took effect, which required U.S. citizens returning from Mexico to show a government-issued identification card (e.g., a driver‘s license) and proof of citizenship (e.g., a birth certificate). This likely contributed to the decline in the number of U.S. citizens crossing the border. In Naco, U.S. citizen crossings were down 3.1 percent in the first 3 months of 2008; in Douglas, the decline was much steeper at 25.2 percent.

112

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 In 2008, shortly after the provisions of the WHTI took effect, U.S. Customs and Border Protection discontinued reporting the numbers of U.S. visitors to Mexico crossing back into the United States; thus, data on those crossings are no longer available. Beginning June 1, 2009, most U.S. citizens entering the United States from Mexico must now have a passport, passport card, or other travel document approved by the U.S. Department of Homeland Security. Another factor potentially contributing to a decline in border crossings of U.S. residents into Mexico is concern over violence resulting from clashes between drug cartels and Mexican government officials in some Mexican border towns. U.S. media outlets have reported various statistics on the numbers of drug and gang-related killings throughout Mexico, and most note that such killings more than doubled from 2007 to 2008 and reached an all-time high in 2009. The violence has been much more prevalent in Mexican cities sharing borders with Texas and California (particularly Ciudad Juarez and Tijuana, respectively) than in those areas sharing a border with Arizona. The shared border between Cochise and Santa Cruz counties and Mexico also generate costs. According to a 2007 UofA study, there were more than 180,000 apprehensions of illegal border crossers in Cochise and Santa Cruz counties in 2006, accounting for 45 percent of all illegal immigrant apprehensions statewide. Approximately 100,000 of the apprehensions were made in Santa Cruz County, with the remaining 80,000 made in Cochise County. According to the study, the costs to county-level resources for investigation, detention, and prosecution associated with crimes involving illegal immigrants were $2.2 million for Santa Cruz County and $1.7 million for Cochise County. Sheriff and detention departments bear the greatest impact, according to the study. This does not measure the total cost of law enforcement efforts associated with the problem of illegal immigration, but only that portion of the total cost directly levied on county-level resources and funded from the countyâ&#x20AC;&#x2DC;s general fund. It also does not measure other costs, including private property damage, private property loss, and environmental degradation, nor does it measure the opportunity costs associated with the redirection of county income toward enforcement efforts. The costs measured in the UofA study also do not consider costs to local law enforcement agencies below the county level. The police departments of the incorporated cities of Douglas, Bisbee, and Nogales, for example, incur costs responding to incidents of trespassing and other property crimes committed by illegal immigrants, as well as more serious crimes against residents. Although the U.S. Border Patrol has jurisdiction over instances of illegal border crossings, county sheriff and city police departments are often the first responders to incidents involving illegal immigrants. This raises the cost to local residents for law enforcement while diminishing the level of service provided to residents. Another cost absent from the UofA study was that of private medical services provided to illegal immigrants. A 2002 study by MGT of America indicated that uncompensated medical costs for services provided to illegal immigrants totaled $365,000 in Santa Cruz County and $1.7 million in Cochise County in 2000. Moreover, many Mexican nationals cross the border legally through 113

SEAGO – TURNING POINT – CEDS 2010-2015 what is termed ―compassionate entry,‖ whereby ambulances transport uninsured Mexican nationals to the U.S. border where they are met by ambulances in the United States and transported to area hospitals. These uncompensated services lead to higher costs for medical services provided to local residents. In 2010, the Arizona legislature passed the controversial Senate Bill 1070, which requires law enforcement agencies statewide to take a more active role in fighting illegal immigration, to include determining the immigration status of people they encounter in the course of law enforcement activities when there is a reasonable suspicion that the person is in the country illegally. At the time this document was prepared, a federal court had issued an injunction delaying implementation of the most controversial provisions of the legislation.

114

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 SECTION III C. OVERVIEW OF EXISTING ECONOMIC DEVELOMENT SERVICE PROVIDERS 1. Local Economic Development Groups h. Douglas International Port Authority The expansion and configuration of the Douglas Port of Entry will continue to be a major project for Douglas and the region in the year to come. A feasibility study by the U.S. General Service Administration has been completed. Current schedule calls for port design in 2012-2013 and construction of $60 million of infrastructure for 2014. The new Douglas International Port Authority has been formed to serve as the leading agency for port infrastructure development. DIPA, a nonprofit public/private entity is representative of the Douglas-Agua Prieta port users, City of Douglas and Cochise County. Recently Arizona Department of Transportation (ADOT) Board, unanimously approved $3.5 million to extend the existing Chino Road, approximately .25 miles further south to provide connectivity to the commercial port of entry as proposed by U.S. General Services Administration (GSA) as well as to perform a Design Concept Report (DCR) and an Environmental Assessment (EA) to consider the needs and alternatives to upgrade Chino Road to its ultimate configuration. i. Douglas Regional Economic Development Corporation. Facilitating business expansion - Local Business Outreach REGIONAL LEADERSHIP Engage Cochise County, Cochise College and regional interest groups. Regional Strategic Plan and implementation initiatives supported by a collaboration of regional interest. Demonstrating a return on dollars invested in the organization through service contract agreements. COMPETITIVENESS The REDC lead the Public Policy agenda to ensure Regional Competitiveness. Workforce Development. Commercial Development. Industrial Development. PARTNERSHIPS 115

SEAGO – TURNING POINT – CEDS 2010-2015 Special emphasis is placed within bi-national and cross border partnershipa through an international economic development program. www.douglasredc.com j. Nogales International Port Authority With participation from regional stakeholders and partners, a Strategic Plan was developed by the Board of Directors of the Greater Nogales – Santa Cruz County Port Authority with the goal of providing a roadmap for the next five years for the organization. This roadmap clarifies the Port Authority‘s mission, defines the Port Authority‘s values and provides a strategic framework for the substantial decisions that will set the course for its investment in the regional economy. The Strategic Plan includes input from government, industry and business partners and community stakeholders. The Board has listened to the opinions shared at the public meeting held on Wednesday, August 20, 2008 and those provided by e-mail or fax. The Board has taken seriously the comments and suggestions of the community as the Port Authority recognizes that community consensus will only help achieve momentum to grow the regional economy. This Strategic Plan has undergone revision pursuant to the feedback received and the Board feels that the document reflects a commonsense and collaborative view of how the Port Authority can utilize its specialized assets and alliances to assist in the region‘s long-term economic development. The final plan was reviewed and approved by the Board of Directors on January 9, 2009. The next five-year period is a critical time for the Port Authority. As the reconfiguration of the Mariposa Port of Entry is completed and needed modernization and improvements are made to the other three ports of entry, the economic opportunities for Nogales and the County as well as Mexico will be limitless. The new port of entry infrastructure will better connect the region to the world economy, provide a stronger anchor for the regional economy to grow and help spur tourism development. The region must be prepared to leverage and maximize these opportunities to their full advantage. The Port Authority is in a key position to lead the charge. Given the Port Authority‘s ability to work across business, governmental and political boundaries as well as cultural and border barriers, the organization is positioned to provide a unifying role in a complex local environment.

116

SEAGO – TURNING POINT – CEDS 2010-2015 The Strategic Plan outlines a five-year plan to build the organizational infrastructure and capacity the Board believes is imperative for supporting the vision for the Port Authority expressed by the stakeholders and partners. Communication, outreach efforts and staffing will be key elements for leveraging the advocacy role that the Port Authority has so successfully achieved over the last four years. Strong, consistent leadership with staffing assistance will be necessary to fully achieve the goals and objectives laid out in the Port Authority‘s Five Year Strategic Plan. The Port Authority Board is dedicated to fulfilling an important public objective. It takes this role seriously and is committed to creating value for the citizens of the community. The Port Authority Board recognizes that it must conduct its planning and decision-making in an open and transparent manner. As all Port Authority Board meetings are open to the public, the board intends to expand its interface with the public and strengthen two-way communication. In addition, the Port Authority will interact with the public through an annual review process to measure its progress and communicate its planning for the following year. The Board sees the Port Authority as an important and collaborative extension of both community and border partners in helping strengthen and grow the entire region‘s economy by making all ports of entry more efficient and effective for generations to come.

k . San Carlos Apache Tribe, Economic Development San Carlos Apache Tribe Planning Office oversees all planning and economic development activities, and generally serves as the first point of contact for applicants seeking business leases. l. Santa Cruz Community Foundation We serve Santa Cruz County, Arizona and Nogales Sonora by making transformational grants to area nonprofits; providing training and technical assistance to strengthen local nonprofits; investing in our future through scholarships for youth; building a strong, permanent philanthropic base; and providing leadership and advocacy on community issues. m. Sierra Vista Economic Development Foundation (SVEDF) SVEDF actively promotes and preserves the economic strength of the City through actions focused on business recruitment, expansion and retention, and international business development and alliances.

117

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 SVEDF offers services and technical assistance to businesses interested in relocating or expanding in Sierra Vista, including: confidential consultations, site location information and assistance, customized research on specific business questions, representation in Sierra Vista's zoning and building permit approval process, private and public financing and job training assistance, support of local business expansions, and international trade and joint venture partnerships. n. Southeast Arizona Economic Development Group (SAEDG) SAEDG was created in 2007 in Benson to work with existing and prospective business-owners and other stakeholders to identify, develop, and expand opportunities within the region. SAEDG believes the prosperity of Southeast Arizona depends on the stability and vitality of all area businesses, big and small. Expanding and strengthening economic activity throughout the region which helps to ensure healthier communities, improving the quality of life. Our organization works closely with private and public partners to promote business ownership and related support channels in Southeast Arizona.

118

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III C 2. Community resources and services that support the economy/ quality of life a. Benson Chamber of Commerce – http://www.benson-chamber.com/ b. Bisbee Chamber of Commerce – http://www.bisbeearizona.com/ c. Bowie Chamber of Commerce – http://www.bowietxchamber.org/ d. Douglas Chamber of Commerce – http://www.douglasazchamber.org/ e. Graham County Chamber of Commercechamber.com/

http://www.graham-

f. Greenlee County Chamber of Commerce Victoria Harriman - victoriazh@vtc.net g. Nogales – Santa Cruz County Chamber of Commerce http://www.thenogaleschamber.com/portal/ h. Pearce Sunsites Chamber of Commerce http://www.pearcesunsiteschamber.org/portal/ i. Sierra Vista Chamber of Commerce http://sierravistachamber.org/home/ j. Sonoita-Elgin Chamber of Commerce http://www.sonoitaelginchamber.org/index.php k. Tombstone Chamber of Commerce http://www.tombstonechamber.com/ l. Tubac Chamber of Commerce http://www.tubacaz.com/ m. Wilcox Chamber of Commerce http://www.willcoxchamber.com/ 119

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 n. Sierra Vista Arts and Humanities Council The Sierra Vista Arts and Humanities Commission exists to serve the greater Sierra Vista Community and its visitors by promoting a cultural climate which stimulates arts and arts education, fosters cultural events, encourages local arts organizations and furthers the Art in Public Places program for creating an aesthetic environment. o. Bisbee Arts Commission The BAC (Bisbee Arts Commission) is dedicated to promoting the arts and the artists in Bisbee. We organize and/or promote events, studio tours, festivals, and other events. We also offer artists mini grants and other resources that allow them to pursue their goals. http://www.bisbeearts.com/ p. Central School Project, Bisbee Central School Project is a cooperatively-run non-profit community arts center located in the heart of the Bisbee, Arizona Historic District. http://www.centralschoolproject.org/ q. Cultural Council of Santa Cruz County We envision a vibrant Santa Cruz County, where individual and collective artistic expression thrives, and where the arts are a valued part of all aspects of our diverse culture, economy and everyday life. http://www.ccscc.org/ r. Eastern Arizona Museum & Historical Society of Graham County, Inc http://www.easternarizonamuseum.org/ s. Greenlee County Historical Society http://www.arizonahistoricalsociety.org/mdirectory/southernregio n/greenlee_county.html t. San Pedro Valley Arts and Historical Society http://bensonmuseum.com/ u. Bisbee Mining & Historical Museum http://www.bisbeemuseum.org/ v. Douglas Historical Society http://www.douglashistoricalsociety.org/

w. Rex Allen Arizona Cowboy Museum 120

SEAGO – TURNING POINT – CEDS 2010-2015 http://www.rexallenmuseum.org/ x. Sulphur Springs Valley Historical Society http://cip.lib.az.us/Institution.aspx?InsID=7 y. Graham County Historical Society and Museum http://www.grahammuseum.org/ z. Pimeria Alta Historical Society http://www.nogaleshistory.com/

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION III C 3. Regional resources and services that support the economy/quality of life a.

Community Provider of Enrichment Services, Inc. (CPES) CPES was co-founded by Dr. David Harvey and Dr. Thomas G. Schramski in February 1980. The original mission of CPES (originally called ―Counseling & Consulting Services‖) was to create community services for adults with developmental disabilities, many of whom lived in institutions managed by the State of Arizona. Immediately prior to the founding of CPES, the State of Arizona had entered a consent decree in Griswold v. Riley, which led to the rapid growth of community support for individuals with disabilities (or consumers) and their families. The CPES mission has expanded to support for many other individuals with varying needs, including serious mental illness. http://cpes.com/

SE Arizona Community Action Program (SEACAP) Serving low-income residents in Graham, Greenlee, Santa Cruz and Cochise counties benefit through the SEACAP weatherization program. Our mission is to help economically disadvantaged Arizonans by providing programs and tools to help them reach self-sufficiency and enhance their quality of life. Our values

     

Respect each individual. Serve with integrity. Collaborate and communicate. Be responsible stewards. Encourage innovation and creativity. Be personally responsible. sacati1001@qwestoffice.net

Southeastern Arizona Behavioral Health Services, Inc., (SEABHS) 122

SEAGO – TURNING POINT – CEDS 2010-2015 Southeastern Arizona Behavioral Health Services, Inc., a Not-forProfit Community Mental Health and Substance Abuse Prevention and Treatment Agency serving Southeastern Arizona with an array of services for you, your family and community since 1976. SEABHS provides accessible and affordable behavioral health services to individuals and families residing in Graham, Greenlee, Cochise and Santa Cruz Counties. A limited sliding fee scale is available to qualified individuals. Private insurance is accepted. SEAHBS also offers many community based services free of charge. http://www.seabhs.org/ d.

Portable, Practical, Educational Preparation, Inc. (PPEP) PPEP, Inc. was founded by Dr. John David Arnold aboard a 1957 Chevy bus named ―La Tortuga (tortoise)‖ with a $19,000 grant from the Tucson Committee for Economic Opportunity on August 24, 1967. Its mission was to ―improve the quality of rural life.‖ Four decades later PPEP remains dedicated to carrying out the dreams of its first Bracero migrant farm workers students for a better way of life. Click on the link for an update on PPEP‘s progress. Si Se Pudo! Encompass - The ENCOMPASS Program enhances the lives of individuals with disabilities throughout Arizona by enabling individuals with developmental disabilities to maintain or move toward economic and social self sufficiency through an integrated service delivery system. PMHDC - PMHDC offers financial services and technical assistance on business management to rural very small home-based business and many small businesses.. PPEP TEC High School - PPEP TEC High School provides programs and services to meet the needs of all students enrolled in our school. PPEP TEC High School provides a computer-based curriculum that is aligned with the Arizona Academic Standards and is individualized to meet the unique learning needs of our students. http://www.ppep.org

Southeastern Arizona Community Unique Services (SEACUS)

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SEAGO – TURNING POINT – CEDS 2010-2015 SEACUS is a local non-profit dedicated to improving the quality of life for our aging and disabled community members. SEACUS does case management, home care, in home respite in Graham County and both congregate and home delivered meals in Graham and Greenlee counties. The director is Royce Hunt, and her phone number is 928-428-3229.

4. Arizona State Economic Development Agencies – Arizona Commerce Authority (formerly AZ Department of Commerce) Our Mission Through leadership and collaborative partnerships, our mission is to create vibrant communities and a globally competitive Arizona economy. Innovation and Global Business Development promotes Arizona as a premier location for business expansion and location. Commerce markets Arizona globally, promotes inward investment, and provides resource assistance to grow your company. Commerce supports entrepreneurs, small businesses, minority and women-owned enterprises and industry sectors. We offer Workforce solutions powered by One-Stop centers throughout the state. Commerce supports technology-oriented businesses, and links them with resources and ideas from innovative leaders throughout Arizona. The agency maintains foreign trade offices in Asia, Europe and Mexico. The Rural Economic Development Initiative (REDI) program and Arizona Main Street program assist Arizona‘s rural communities in achieving sustainable economies and foster economic development. Commerce is also home to the $4.8 million Military Installation Fund and the Arizona Military Regional Compatibility Project. The unique qualities abounding in Arizona are addressed through our Regional Managers who provide localized economic and workforce assistance throughout Arizona‘s rural and tribal regions. The Energy Office encourages energy efficiency and renewable energy deployment, provides energy information and policy advice, and supports reduced utility costs and improved comfort for Arizona‘s low-income residents. Energy staff implement and facilitate programs for the

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SEAGO – TURNING POINT – CEDS 2010-2015 residential and commercial sectors in partnership with local governments, tribes utilities, and other public and private organizations. Staff also provides hands-on education programs, including energy conferences, publications and training seminars. Strategic Investment and Research serves as the state‘s clearinghouse for economic information and strategic research related to Arizona‘s economy. Detailed data and information is available for all incorporated communities and counties. http://www.azcommerce.com

5. Statewide Public-Private Economic Development Resources a.

Arizona Association for Economic Development AAED is a working organization that utilizes volunteers from its membership to form committees and achieve objectives. It is through this active involvement that the volunteer member recognizes the real benefit of association in this important organization. Committees - the heart and soul of volunteer organizations - allow members to demonstrate leadership and management skills. By actively participating in AAED members help the organization remain the top professional economic development association in the State of Arizona. http://www.aaed.com

Local First Arizona Local First Arizona (LFA) is a non-profit organization working to strengthen communities and local economies through supporting, maintaining, and celebrating locally owned businesses throughout the state of Arizona. We educate citizens, stakeholders, business leaders, and legislators about the significant environmental, economic, and cultural benefits of strong local economies. We build vibrant communities that make residents proud to call home http://www.localfirstaz.com

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Arizona Technology Council (ATC) Arizona Technology Council (ATC) is a private not for profit trade association with a mission to connect, represent, and support the state‘s expanding technology industry. ATC produces over 100 events each year that drive networking, promote continued education, and offer opportunities for new business growth for our members. Be sure to check out the plethora of upcoming events we have throughout the state http://www.aztechcouncil.org

Arizona Rural Development Council (AZRDC) The Arizona Rural Development Council (AZRDC) is Arizona‘s official, federally-recognized State Rural Development Council in the National Rural Development Partnership. State Rural Development Councils are composed of the agencies and organizations that play a part in developing the rural areas of their state. As a result, federal, regional, tribal, state and local governments, along with non-profits and for-profit sectors, all play an important role in the work of each council. http://azrdc.org/

Arizona Rural Policy Institute Established in 2006, the Arizona Rural Policy Institute (ARPI) at The W. A. Franke College of Business is a University Center, authorized and funded in part by the US Department of Commerce Economic Development Administration (EDA). University Centers improve the economies and economic development capacity of their service areas, with emphasis on economically distressed communities. RPI fulfills this charge by leveraging the vast capabilities of NAU staff, students, facilities, research entities, and other resources. RPI is also a unit of the Center for Business Outreach (CBO), and collaborates extensively with the CBO's other divisions: the Center for American Indian Economic Development, the Computer Training Center, and the Bureau of Business & Economic Research. RPI also receives funding and support from the City of Flagstaff, Coconino County, and the NAU President's Office. MISSION: The Arizona Rural Policy Institute (ARPI) helps improve the quality of life in Arizona's rural communities by 126

SEAGO – TURNING POINT – CEDS 2010-2015 conducting policy analysis and research on a wide spectrum of essential issues and topics. ARPI publishes research outcomes in policy reports for local, regional, and statewide dissemination and provides technical assistance to communities for policy implementation. f.

Arizona Telecommunications & Information Council (ATIC) Arizona's recognized and authoritative apolitical source of information and expertise on telecommunications and information technology infrastructure for enhanced economic development and quality of life in the New Economy. http://www.arizonatele.com/atic/

APS Community Development Grants, community planning and numerous services. http://www.arizonaecodevo.com/

Accion Established in 1961 and has been a leader in microfinance since 1973. ACCION has over 45 years of experience in the field of international economic development. http://www.accion.org

6. Federal Economic Development Agencies and other Federal Resources a.

Economic Development Agency (EDA) Mission: "To lead the federal economic development agenda by promoting competitiveness, preparing American regions for growth, and success in the worldwide economy.‖ EDA is an agency within the U.S. Department of Commerce that partners with distressed communities throughout the United States to foster job creation, collaboration and innovation the federal economic development agenda by promoting innovation and competitiveness,

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SEAGO – TURNING POINT – CEDS 2010-2015 preparing American regions for growth and success in the worldwide economy. http://www.eda.gov b.

United States Department of Agriculture (USDA) Stronger Economies Together The Stronger Economies Together (SET) Program is sponsored by USDA Rural Development (USDA RD), in partnership with the Regional Rural Development Centers, for interested counties that desire to work together to develop and implement a regional economic development strategy or plan. Eight states have been selected for this pilot program: AZ, KY, LA, MO, NM, OH, PA, and WV. State Partner Teams will provide training and technical assistance to largely rural counties that are interested in working together on a regional basis or wish to strengthen the effectiveness of an existing regional development effort. Your current or potential region can cross state lines, but it must meet one of the ―rural‖ definitions provided in the application. http://ruralcommunitybuilding.fb.org/2010/04/19/strongereconomies-together-set-program/ http://www.usda.gov/wps/portal/usda/usdahome

U.S. Small Business Administration (SBA) The SBA was created in 1953 as an independent agency of the federal government to aid, counsel, assist and protect the interests of small business concerns, to preserve free competitive enterprise and to maintain and strengthen the overall economy of our nation. The SBA recognizes that small business is critical to our economic recovery and strength, to building America's future, and to helping the United States compete in today's global marketplace. Although SBA has grown and evolved in the years since it was established in 1953, the bottom line mission remains the same. The SBA helps Americans start, build and grow businesses. Through an extensive network of field offices and partnerships with public and private organizations, SBA delivers its services to people

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SEAGO – TURNING POINT – CEDS 2010-2015 throughout the United States, Puerto Rico, the U. S. Virgin Islands and Guam. http://www.sba.gov/ d.

Housing and Urban Development (HUD)

HUD‘s mission is to create strong, sustainable, inclusive communities and quality affordable homes for all. HUD is working to strengthen the housing market to bolster the economy and protect consumers; meet the need for quality affordable rental homes: utilize housing as a platform for improving quality of life; build inclusive and sustainable communities free from discrimination; and transform the way HUD does business. http://portal.hud.gov/portal/page/portal/HUD e.

Health and Human Services (HHS)

The Department of Health and Human Services (HHS) is the United States government's principal agency for protecting the health of all Americans and providing essential human services, especially for those who are least able to help themselves. The Department includes more than 300 programs, covering a wide spectrum of activities. Some highlights include: Health and social science research Preventing disease, including immunization services Assuring food and drug safety Medicare (health insurance for elderly and disabled Americans) Medicaid (health insurance for low-income people) Health information technology Financial assistance and services for low-income families Improving maternal and infant health Head Start (pre-school education and services) Faith-based and community initiatives Preventing child abuse and domestic violence Substance abuse treatment and prevention 129

SEAGO – TURNING POINT – CEDS 2010-2015 Services for older Americans, including home-delivered meals Comprehensive health services for Native Americans Medical preparedness for emergencies, including potential terrorism. http://www.hhs.gov/ f.

Department of Transportation (DOT)

The mission of the Department is to: Serve the United States by ensuring a fast, safe, efficient, accessible and convenient transportation system that meets our vital national interests and enhances the quality of life of the American people, today and into the future. http://www.dot.gov/

Environmental Protection Agency (EPA)

Our Mission: EPA's mission is to protect human health and to safeguard the natural environment — air, water, and land — upon which life depends. For 30 years, EPA has been working for a cleaner, healthier environment for the American people. Also view EPA's Strategic Plan and policy resources. http://www.epa.gov/

Department of the Interior, Bureau of Indian Affairs (BIA) Indian Affairs (IA) is the oldest bureau of the United States Department of the Interior. Established in 1824, IA currently provides services (directly or through contracts, grants, or compacts) to approximately 1.9 million American Indians and Alaska Natives. There are 565 federally recognized American Indian tribes and Alaska Natives in the United States. Bureau of Indian Affairs (BIA) is responsible for the administration and management of 55 million surface acres and 57 million acres of subsurface minerals estates held in trust by the United States for American Indian, Indian tribes, and Alaska Natives. Bureau of Indian Education (BIE) provides education services to approximately 42,000 Indian students. BIA and BIE‘s missions are: 130

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 The BIA mission is to: Enhance the quality of life, to promote economic opportunity, and to carry out the responsibility to protect and improve the trust assets of American Indians, Indian tribes, and Alaska Natives. http://www.bia.gov/

Federal Reserve Bank, San Francisco The mission of the Community Development function of the Federal Reserve System is to support the economic growth objectives of the Federal Reserve Act by promoting community development and fair and equal access to credit. To this end, the Community Development Department seeks to promote: The active engagement of depository institutions in traditionally underserved markets for credit and other banking services; Cooperation between community organizations and financial institutions to their mutual benefit; Greater public understanding of financial services products, their intrinsic benefits and risks, and the consumer's rights and responsibilities as expressed in pertinent regulations; A better understanding, on the part of policy-makers, community leaders, and private decision-makers, of the process of community development, the factors critical to success, and best practice models of community development programs; and A better understanding of the effect of Federal Reserve policies on the less advantaged segments of the economy. http://www.frbsf.org/

International Trade Administration With offices throughout the United States and in U.S. Embassies and consulates in nearly 80 countries, the U.S. Commercial Service of the U.S. Department of Commerceâ&#x20AC;&#x2DC;s International Trade Administration utilizes its global network of trade professionals to connect U.S. companies with international buyers worldwide.

http://www.commerce.gov/ http://www.trade.gov/ http://www.buyusa.gov

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Border Environment Cooperation Commission (BECC) The Border Environment Cooperation Commission (BECC) and the North American Development Bank (NADB) were created in 1993 under a side-agreement to the North American Free Trade Agreement (NAFTA) for the purpose of enhancing the environmental conditions of the US-Mexico border region and advancing the well-being of residents in both nations. The institutions fulfill an essential role in effectively applying binational policies and programs that support the sustainable development of environmental infrastructure in the border region. The scope of their mandate and the specific functions of each institution are defined in an agreement between the two governments (the ―Charter‖), as amended in August 2004. BECC and NADB work closely with other border stakeholders including federal, state, and local agencies, the private-sector and civil society to identify, develop, finance and implement environmental infrastructure projects on both sides of the US-Mexico border. BECC focuses on the technical, environmental, and social aspects of project development, while NADB concentrates on project financing and oversight for project implementation. Both entities offer various types of technical assistance to support the development and longterm sustainability of these projects. Created as interdependent institutions, BECC and NADB function as a team, working with communities and project sponsors in the U.S.Mexico border region to develop, finance and build affordable and self-sustaining projects that address a human health or environmental need. Within this project development process, each institution is charged with specific responsibilities: http://www.cocef.org/english/index.html

North American Development Bank (NADB) The NADB is a bi-national financial institution capitalized and governed equally by the United States and Mexico for the purpose of financing environmental projects certified by the Border Environment Cooperation Commission (BECC).

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 The two institutions work together with communities and project sponsors in both countries to develop and finance infrastructure necessary for a clean and healthy environment for border residents. http://www.nadbank.org/

Nationwide Economic Development resource entity/agency a.

National Association of Development Organizations (NADO) provides advocacy, education, research and training for the nation's regional development organizations. Building on nearly four decades of experience, the association offers its members exclusive access to a variety of services and benefits -all of which are designed to enhance the ability of regional development organizations to foster "regional solutions" to local government, business and community needs. http://www.nado.org/

Economist.com Mission statement: First published in September 1843 to take part in "a severe contest between intelligence, which presses forward, and an unworthy, timid ignorance obstructing our progress." http://www.economist.com

Entrepreneur Magazine

Entrepreneur is a publication that carries news stories about entrepreneurialism, small business management, and business opportunities. http://www.entrepreneur.com/

National League of Cities NLC is committed to providing city leaders with resources that help blaze pathways toward exceptional leadership and professional and personal advancement. Take advantage of the many resources and opportunities provided by NLC to discover solutions for your city's challenges and help you move your city forward. http://www.nlc.org/ 133

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National Federation of Independent Business NFIB has grown from an entrepreneurial vision in 1943 to a national organization supporting small business interests through education and activism. http://www.nfib.com/

Native American Business Alliance To facilitate mutually beneficial relationships between private and public businesses with Native American owned companies. To educate the communities on Native American culture, paving the way for future generations. http://www.native-american-bus.org/

World Economic Development Alliance (WEDA) WEDA offers strategic consulting services to expanding or relocating companies, confidentially and free. http://www.wedanet.com/

New Mexico – Economic Development at State, Regional, County and city levels a.

New Mexico Economic Development Department Region 1 Whether you are interested in relocating a company to New Mexico or growing your business right here in the state, the New Mexico Economic Development Department is here to help open doors. New Mexico has a talented, diversified workforce; is home to leading institutes of education and research; and has weather, culture and natural beauty that make for a quality of life that is hard to beat. Rural to metro, manufacturing to agriculture, high-tech to customer service ...see how New Mexico can provide what you are looking for. The Community Business and Rural Development Team (aka Regional Representatives) aid New Mexico‘s economic development organizations, community-based groups, businesses, and entrepreneurs who are creating jobs. 134

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 The Reps live in the regions they serve and work hand-in-hand with companies to introduce them to tax incentives, the Job Training Incentive Program, and community development programs. The Team assists at every stage of an economic development program, from goal-setting to marketing. Based on a one-on-one business call, our team members can produce a free analysis of tax incentives and state programs, customized for your business. http://www.edd.state.nm.us/ b.

NW New Mexico Council of Governments The Northwest NM Council of Governments (COG) builds from a foundation of planning, institutional context, and expertise to incorporate strategic innovation and propel regional competitiveness. The COG has supported the planning and development needs of Northwest NM for close to forty years. The COG has a dual designation as a quasi-governmental and regional planning agency for the State of NM Local Government Division and the US Economic Development Administration as a Planning and Development District and a Economic Development District, respectively. The COG assists with local and regional planning and development initiatives in Northwest NM, encompassing the counties of San Juan, McKinley, and Cibola. The COG works on behalf of its members governments and their customized annual work plans to uplift the region through coordination. http://www.nwnmcog.com/1/category/all/1.html

SW New Mexico Council of Governments The Southwest New Mexico Council of Governments ("SWNMCOG") is a regional planning commission whose members are county and municipal entities, school districts, soil and water conservation groups and others located in Catron, Grant, Hidalgo and Luna Counties. The purpose of SWNMCOG is to help its members improve the life of people in southwestern New Mexico by securing funding and partnerships for community and economic development, 135

SEAGO – TURNING POINT – CEDS 2010-2015 transportation, housing, and other infrastructure needs. SWNMCOG staff are active in a wide array of regional and community organizations. Services include assistance and participation in comprehensive planning, preparation of Infrastructure Capital Improvement Plans, grant writing and administration, organizing regional meetings, legislative outreach and education, assistance to new staff in meeting grant requirements, training, and more. http://swnmcog.org/

Mexico – Federal and State government authorities and agencies a. Mexican Consulate, Douglas http://consulmex.sre.gob.mx/douglas/ http://www.vec.ca/english/10/consulates-usa.cfm b. Mexican Consulate, Nogales Our priority is the quality of our services, focusing especially on strengthening the work of consular protection and assistance, as well as in the areas of documentation and attention to Mexican communities and cultural promotion. Visit our facilities, located at 135 W. Cardwell St., Nogales, Arizona, for their procedures or consultations on weekdays or days announced for day Saturday, with the assurance that they will be treated with care and dedication. Similarly, you are invited to forward their comments and suggestions, your opinion matters to us and encourages us to continue improving. http://consulmex.sre.gob.mx/nogales/

c. US Consulate, Nogales http://nogales.usconsulate.gov

d. Economic Development Council for Sonora The Economic Development Council for Sonora has its origin in the state government period 1997-2003; it was created by Executive 136

SEAGO – TURNING POINT – CEDS 2010-2015 Decree. This organism emerged as a response of the State Public Administration to formalize a firm and lasting alliance with the various economic sectors of the entity, with the fundamental and special vision of proposing joint strategies to respond efficiently and effectively to the challenges, threats, weaknesses and opportunities presented to Sonora nationally and internationally. The conditions that led to the creation of this public entity was to provide support for the achievement of goals set by the various economic sectors, acting for this purpose as a liaison between the Government of Sonora and state producers through the development and implementation of a long-range strategic project for growth and development of the State of Sonora. The main considerations for creating this organism was to obtain better results in economic promotion activities of the State Government, in defining not only an overarching strategy, but also specific and detailed strategies for each of the productive branches that are developed nowadays and some others that have a great potential. VISION: “BE A QUALITY ADVISORY ORGANISM IN CONSTANT IMPROVEMENT AND INNOVATION RECOGNIZED BY THE PERFORMANCE OF ITS PROCESSES THROUGH THE ASSESSMENT AND RESULTS OF ITS PROMOTION AND ITS CONTRIBUTION TO ECONOMIC DEVELOPMENT THROUGH THE WORLD OF INVESTMENT PROMOTION AND ADVICE FOR EXPORT TO PRODUCERS IN SONORA.” MISSION: “PROMOTE THE STATE OF SONORA TO ATTRACT INVESTMENT AND ADVICE SONORAN PRODUCERS FOR EXPORT, BY THE QUALITY ASSURANCE OF ITS PROCESSES, ALLOWING THEM TO PARTICIPATE ACTIVELY IN ECONOMIC DEVELOPMENT OF THE STATE OF SONORA.‖ http://copreson.sonora.org.mx/index.php e. Economic Development Committee of the Arizona-Mexico Commission. AMC advocates for smart, sustainable economic growth through development of bi-national investment initiatives, creation of opportunities that stimulate the border-region economy and expansion of trade between Arizona and Mexico.

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 AMC focuses on innovation and technology in schools and universities, exchange of arts and cultural activities, development of programs for community health, establishment of communication protocols in the event of an urgent public health occurrence, protection of food sources through pest eradication and vaccination programs, and implementation of greenhouse gas emissions reduction projects. AMC facilitates expansion and improvement of Arizona's ports of entry, which attracts business to the region, encourages business retention and promotes tourism and travel. And most importantly, AMC supports border security through enhanced communications and advanced uses of technology. Individuals, institutions and companies engaged in the manufacturing industry including suppliers, fabricators, assembly operations and other production operations, and individuals involved in buying, selling, and supplying services (including utilities) to the manufacturing industry. This committee also serves individuals, institutions and companies engaged in small business enterprises, retail and franchise operations, and individuals involved in buying, selling and supplying services to small business enterprises. http://azmc.org/committees/economic-development.asp f. Pro Mexico Trade and Investment Our main objectives: * Attract Foreign, Direct Investment into MĂŠxico * Promote Mexican products and services worldwide http://www.promexico.gob.mx/ g. Camara Nacional de la Industries de Transformacion National Chamber of Transformation Indsutries Our Mission Strong representation, within the framework of ethical values, business interests, effectively influencing competitiveness and integration of companies, sectors and regions, meeting partners through quality services. 138

SEAGO – TURNING POINT – CEDS 2010-2015 Our Vision "Being the agency business model, with effective representation and highly competitive. http://www.canacintra.mx/

h. Collectron International Management, Inc. Explore the benefits of doing business in the State of Sonora and becoming involved in the maquiladora industry under our Shelter Plan Program. Collectron will give you a tour of our Nogales, Sonora headquarters and tour other various facilities in Mexico without any obligation. While visiting, you can speak directly to Plant Managers about the benefits of manufacturing in Mexico and find out just how effectively and efficiently your operation can run under Collectron‘s Shelter Plan Program. http://www.collectron.com/

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A. Comprehensive Economic Development Strategy for SEAGO 1.

SEAGO, the past: As the member survey clearly demonstrates, the Economic Development Department at SEAGO has not functioned well or properly supported the Region. Other SEAGO departments have, however, provided superior service and support to those in need throughout the SEAGO Region. In particular, the Area Agency on Aging (AAA) has consistently provided much needed services. The SEAGO CDBG program has channeled millions of dollars of much needed funding into virtually every corner of the region providing infrastructure, rehabilitation and new bricks and mortar construction money into seriously economically depressed areas. For many years the SEAGO Housing Department has been at the forefront of assisting SEAGO residents with home buyer assistance, counseling, emergency rental funding, foreclosure assistance and dozens of services that have innumerable families and individuals. Our SEAGO Transportation Department has earned consistently high marks for service delivery, project supervision, grant oversight and sorely bended infrastructure enhancements. Newly created, the SEAGO Pathways out of Poverty program has helped pay for training, and for many, to obtain crucial certifications that will forever change and improve the lives of program participants. Environmentally conscious and ever-vigilant, the 208 Areawide Water Quality Management Plan (WQMP) provides fresh environmental study information and environmental planning operations year in and year out. The newest 208 140

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 WQMP (April, 2011) is now in the hands of the Arizona Department of Environmental Quality (ADEQ). 2.

SEAGO, the present: With tremendous support and expertise provided from the research team at Cochise College Center for Economic Research (CER). Most of the Regional analysis found in Section III including: Current situation and trends; Employment by Industry; Employment and Unemployment; Average wage per job; Per capita personal income; Median Family Income; Tourism, Tourist attractions; Regional Housing; Regional population statistics; Regional Educational facilities overview; Trade and Commerce; Industry and Sales; Retail sales and the significant analysis of the economic impact of border trade with Mexico were all provided by the CER. a. Where SEAGO is today? As documented by the CER, the SEAGO Region finds itself in the confluence of dwindling population figures stemming from unemployed and under-employed residents leaving in search of a better economy. Yet, the SEAGO Region also remains vital, with mining, military and manufacturing operations yielding prospects for sustainable stabilization and even expansion.

SEAGO, the future: The broad-based support for the final phases in the production of the SEAGO CEDS is indicative of the sense of urgency cities, towns and counties are feeling. The theme of leveraging and pooling resources is beginning to advance throughout the region. Improved communication streams, including the newly created SEAGO News and Digest monthly newsletter (incepted January, 2011), an online Five Year Regional Calendar of Events, plus periodic emails informing member entities of site selector opportunities, favorable chances to improve job creation, and overall heightened awareness of products, goods, 141

SEAGO – TURNING POINT – CEDS 2010-2015 services, meetings, training and networking sessions that continue to add value to all member entities day-to-day operations. The sense of support, the enhanced meaning of having a „go to‟ department for challenges to economic stability has been recognized and discussed region-wide. a. How does SEAGO plan to move the Region forward? Through technology, by using a multi-media approach towards self promotion and self advancement, by being attentive to the needs and requests of member entities, providing a continuous stream of valuable content including grant and funding sources, offering training and technical support, partnering with Tourism and Transportation, while keeping a keen eye on the horizon of economic targets and benefits being employed by the State to attract and expand core industries and segments of our economy.

142

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION IV B. THE PLANNING PROCESS 1.

Development of SEAGO CEDS Governance SEAGO has implemented the new Comprehensive Economic Development Strategy (CEDS) governance structure as prescribed by the EDA. The creation of a CEDS Strategy Committee, which makes recommendations to the CEDS Administrative Council, and finally to the CEDS Executive Board. The overall governance of both the SEAGO Region and the SEAGO EDD will mirror each other. The Administrative Council and Executive Board have final approval over the CEDS process and content. (see Appendix B & C for a list of members).

Development of SEAGO CEDS Policies and Procedures SEAGO CEDS Policy and Procedures Purpose - To clarify and quantify CEDS implementation, benchmarking and overall results tracking. Revision History – original document 4-18-11 - revisions to date: None Persons affected – SEAGO EDP, SEAGO member entities, SEAGO EDD members Policy - For the sake of consistency, the SEAGO CEDS Policy, unless otherwise noted, will conform to the existing SEAGO Bylaws, procurement policies and employment standards as amended approved by the SEAGO Administrative Council and Executive Board, unless superseded by EDA requirements. Definitions – The protocol for using abbreviations and or acronyms will be as follows: the name of an entity, program, or other text thereafter to be referred or exemplified by alpha or numerical characters shall first be written out in full with the abbreviation or acronym flowing the text within parenthesis. Example: Southeastern Arizona Governments Organization

143

SEAGO – TURNING POINT – CEDS 2010-2015 (SEAGO). Hereafter the term SEAGO would be used to denote the longer version of the full name or title. Thus, after the first use of the full name, full text, etc. references to the previously identified name, program, title, etc. shall be designated by use of the abbreviation or acronym. Responsibilities Administrative – The Economic Development District (EDD) Administrator, or Economic Development Planner (EDP) may be the same person. This person(s) coordinate activities and employees within the office setting. The EDD administrator or EDP is responsible for implementing and ensuring that basic organizational functions are performed. The administrator or EDP coaches and educates all staff, member entities and EDD members regarding SEAGO EDD policy and procedures. The EDD administrator or EDP responsibilities include the maintenance of day-to-day financial and accounting records, coordination and overall management of office policies. Administrative tasks also include scheduling of work time, events, field visits, site visits, procedures and assignments to staff, interns, or other office volunteer workers. The EDD administrator or EDP will design and implement staff communication programs to ensure ongoing, positive communication, throughout the organization. The EDD administrator or EDP is responsible for encouraging the growth and assisting in the evaluation process of EDD staff. The main task of the EDD administrator or EDP is to provide administrative support to all member entities and official members of the EDD. Financial - The financial director shall act as the source of financial information, support and provide financial advice for member entities, clients and customers. The objective is to provide useful and helpful information which in turn helps the entity, client or customer be able to make better choices in regard to financial decisions, borrowing, lending. It is the responsibility of the financial director to manage the financial sector of the revolving loan fund, with assistance from the SEAGO Finance Director.

144

SEAGO – TURNING POINT – CEDS 2010-2015 Governmental – As a result of funding from EDA the EDD administrator, EDP is a government worker, as such this person has responsibility to be truthful and honest in their work while carrying out all government job responsibilities. They have to be free from any sort of corruption and be ready to serve with all sincerity. Government workers are expected to impart their knowledge to the public. Government workers keep account of all dealings carried out with the public they serve. Government job responsibilities include that a government worker is expected to follow the rules and regulations that have been laid down by the government. They must also ensure that all funds allocated for carrying out various work is used as originally intended unless authorization to amend the use is granted by the SEAGO Executive Director or Executive Board whichever has purview. . Procedures The rules and regulations of SEAGO, the State of Arizona, EDA and the Federal government apply. Adherence to these rules and regulations is mandatory. 3.

Community Involvement Each member entity as well as private citizens throughout the region have had an opportunity numerous times to provide input and feedback. Over the past two years several public meetings have taken place. In addition the Administrative Council and Executive Board are regularly updated by correspondence as well as in-person reports during Council and Board meetings as indicated by Council and Board Minute entries. As appropriate, within budget allowances and whenever scheduling allows, the EDD Administrator or EDP will take an active role in meeting with member entities and existing economic development organizations throughout the region upon their request. As time allows a rotating meeting cycle across the region will be established, additionally online meeting capability will be offered to save time and money on travel. Membership on boards, commissions, professional organizations, etc. by the EDD Administrator or EDP is not mandatory but is recommended. 145

SEAGO – TURNING POINT – CEDS 2010-2015 IV C. Projects submitted by member entities and The Region-wide Transportation Improvement Plan SEAGO Region Transportation Improvement Plan 2011-2016 PROJECT SPONSOR

PROJECT NAME

TIP YEAR

TYPE OF IMP - WK - STRU

FED AID TYPE

FEDERAL FUNDS

LOCAL MATCH

TOTAL COST

2011 City of Sierra Vista

Oakmont Traffic Signal Install

Design

HSIP

$45,041

City of Sierra Vista

Oakmont Traffic Signal Install

Construction

HSIP

$404,959

City of Safford

Main Street Traffic Signals

Replace existing traffic signals Design/Environment al

HSIP

$120,000

City of Douglas

Joe Carlson Safe Routes to School

Sidewalks, Crosswalks, Striping and ADA Ramps

SRTS

$300,000

Cochise County

Davis Rd. Reconstruction

Construction of Safety & Drain Improvements

STP

$1,000,000

STP

$10,000

LTAP TOTAL FOR 2011

$1,880,000

$60,445

$1,060,445 $10,000

$60,445

$1,940,445

2012 City of Safford City of Douglas

Main Street Traffic Signals Chino Road Extension Project

Replace existing traffic signals Construction

HSIP

$600,000

Construction

CBI

1,862,200

STP

$10,000

LTAP TOTAL FOR 2012

$600,000

$112,561

$1,974,761 $10,000

$2,472,200

$112,561

$2,584,761

HPP

$2,375,736

$143,602

$2,519,338

STP

$10,000

2013 Cochise County

Davis Rd. Reconstruction

Construction of Safety & Drain Improvements

LTAP TOTAL FOR 2013

$2,385,736

146

$10,000 $143,602

$2,529,338

SEAGO – TURNING POINT – CEDS 2010-2015 2014

City of Douglas Santa Cruz County * Placeholder No programmed Funds

E 3rd St Extension Project

Palo Parado Road

STP

Roadway/Bridge/Rai l crossing improvements

LTAP TOTAL FOR 2014

$800,000

HPP STP

$48,356

$848,356

$9,100,000

$10,000

$810,000

$9,148,356

$9,958,356

TE PROJECTS City of Willcox

Ft. Grant Road

TE Multi-Use Pathway

TE 13

$393,943

$23,812

$417,755

City of Sierra Vista

Coronado MUP

TE Multi-Use Pathway

TE 14

$375,991

$22,727

$398,718

City of Sierra Vista

Avenida Del Sol MUP

TE Multi-Use Pathway

TE 15

$500,000

$30,223

$530,223

City of Sierra Vista

Path to Higher Education

TE Shared Use Path

TE 16

$500,000

$30,223

$530,223

City of Safford

Golf Course Highline Canal

TE Shared Use Path

TE 16

$299,403

$18,098

$317,501

City of Bisbee

Historic Glass Sidewalk Pres

Design TE Sidewalk Preservation

TE 17

$4,715

$285

$5,000

City of Bisbee

Historic Glass Sidewalk Pres

Construction TE Sidewalk Preservation

TE 17

$60,669

$3,668

$64,337

City of Sierra Vista

Savanna Springs Extension

TE Shared Use Path

TE 17

$500,000

$30,223

$530,223

Town of Thatcher

Reay Lane SUP

TE Shared Use Path

TE 17

$500,000

$30,223

$530,223

City of Safford

Copper Heights Phase VI SUP

TE Shared Use Path

TE 17

$363,383

$21,965

$385,348

City of Safford

Main Streetscape Improvements

Design

TE 18

$87,700

$5,300

$93,000

City of Safford

Main Streetscape Improvements

Construction

TE 18

$572,106

$34,582

$606,688

147

SEAGO – TURNING POINT – CEDS 2010-2015

City of Sierra Vista

SUP Connectivity Project SUP Connectivity Project

City of Willcox

Arizona Ave Sidewalks Phase I

Design TE Sidewalk Preservation

TE 18

$95,148

$5,752

$100,900

City of Willcox

Arizona Ave Sidewalks Phase I

Construction TE Sidewalk Preservation

TE 18

$446,791

$27,007

$473,798

Graham County

Golf Course Road SUP

Design TE Shared Use Path

TE 18

$186,997

$11,303

$198,300

Graham County

Golf Course Road SUP

Construction TE Shared Use Path

TE 18

$454,752

$27,488

$482,240

$5,881,628

$355,520

$6,237,148

$1,911,093

$13,947,792

City of Sierra Vista

Design TE Shared Use Path

TE 18

$128,720

$7,781

$136,501

Construction TE Shared Use Path

TE 18

$411,310

$24,862

$436,172

TOTAL TE PROJECTS BRIDGE PROJECTS Graham County Graham County TOTAL BRIDGE PROJECTS

Safford Bridge

Construction

HPP/BR

$12,036,69 9

Safford Bridge

Bridge Design

SEC 115

$1,000,000

$13,036,69 9

$1,911,093

$14,947,792

$26,466,26 3

$11,731,57 8

$38,197,841

STP

$2,423,321

$146,479

$2,569,800

STP

$10,000

TOTAL FOR FOUR YEAR PROGRAM

2015 Cochise County

Davis Rd. Reconstruction

Construction of Safety & Drain Improvements

LTAP TOTAL FOR 2015

$2,433,321

ARRA READY TO GO PROJECTS FOR POSSIBLE ARRA II FUNDING PLACEHOLD ONLY - NOT PROGRAMMED BUT RANKED BY TAC ON FEB 4, 2010

148

$10,000 $146,479

$2,579,800

SEAGO – TURNING POINT – CEDS 2010-2015

Santa Cruz County

Pendleton/Coat imundi Intersection Improvement

Cochise County

Construction of left and right turn lane on Pendleton

ARRA II

$250,000

Davis Rd. ARRA Resurfacing

Overlay

ARRA II

$3,000,000

Town of Thatcher

Reay Lane Overlay Phase II

Overlay

ARRA II

$600,000

Greenlee County

Duncan Virden Road

Reconstruction

ARRA II

$1,500,000

TOTAL FOR ADDITIONAL ARRA II PROJECTS

$5,350,000

FUNDING OBLIGATED IN 2010 City of Safford

20th Ave. Sidewalks

TE Sidewalks

TE 10

$486,712

$27,743

$514,455

City of Douglas

Paseo De La Amistad

TE Multi-Use Pathway

ARRA

$690,478

City of Douglas Town of Thatcher Town of Thatcher

Fountain Restoration

Enhancement

ARRA

$164,100

Reay Lane

2" AC Overlay

ARRA

$600,000

Reay Lane

2" AC Overlay

STP

$288,085

Charleston Rd. Widening

Widening, signal upgrades, drainage, improvements, curb, sidewalk, Multi-Use Pathway on S side.

ARRA

$2,195,080

City of Sierra Vista

Charleston Rd. Widening

Widening, signal upgrades, drainage, improvements, curb, sidewalk, Multi-Use Pathway on S side.

STP

$1,290,969

$78,033

$1,369,002

City of Sierra Vista

Fry Blvd. Overlay

Partial Mill and Overlay

STP

$1,800,000

$200,000

$2,000,000

City of Bisbee

Arizona Street Sidewalks

TE Sidewalks

TE 15

$500,000

$30,223

$530,223

City of Bisbee

Arizona Street Reconstruction

Reconstruction

STP

$2,200,000

$132,980

$2,332,980

Santa Cruz County

Traffic Sign Replacement

HSIP

$100,000

City of Douglas

Traffic Sign Replacement

HSIP

$90,000

City of Sierra Vista

149

$600,000 $17,413

$305,498

$2,195,080

SEAGO – TURNING POINT – CEDS 2010-2015 Cochise County

Traffic Sign Replacement

HSIP

$260,000

City of Willcox

Traffic Sign Replacement

HSIP

$150,000

City of Douglas

Chino Rd. Extension Project

Design

CBI

$137,800

$8,329

$146,129

TE = Enhancemen t Projects

ARRA = American Recovery and Reinvestment Act

UPDATED April 2010

HSIP = Highway Safety Improvement Projects

SEAGO Region Project Lists As submitted by member entities 2010-2015 SEAGO REGION PROJECT LIST Project

Category

Cost

Source

Establish Regional CEDS Infrastructure, Build Econ Dev Capacity in the Region, SEAGO TV

Capacity Building

FY12-13

150,000

EDA

Research expansion of Import-Export trade, identify business clusters

Sector Cluster research

FY11-12

75,000

EDA

Expansion of Naco, Az border crossing

Infrastructure Dev

FY11-12

$ 1,300,000

EDA, SBA, USDA

Water Storage Capacity Water Reuse System (Town of Tombstone)

Infrastructure Dev

FY12-13

$ 1,500,000

EDA, USDA, EPA

Regional Landfill Design (SEAGO Solid Waste District)

Infrastructure Dev

FY13-14

$ 6,520,000

EDA, USDA, EPA

Broadband Applications for Businesses and Government

Technology Dev

FY12-13

150

75,000

EDA, USDA

SEAGO – TURNING POINT – CEDS 2010-2015 COCHISE COUNTY PROJECT LIST Project

Category

Taxiways Rehab Phase I

Airport Cap Imp.

FY11-12

157,000

FAA, ADOT-AG

Runway Lighting Upgrade

Airport Cap Imp.

FY10-11

346,000

FAA, ADOT-AG

Taxiways Reconstruction

Airport Capl Imp.

FY12-13

800,000

FAA, ADOT-AG

Taxiway Reconstruction

Airport Cap Imp.

FY12-13

800,000

FAA, ADOT-AD

Water System

Airport Capl Imp.

FY11-12

$ 3,500,000

Extrication Equipment

Fire Dept Equip.

FY12-13

25,000

CDBG/HUD

Emergency Home Repair

Housing

FY10-11

357,823

CDBG/HUD

Master Plan Update

Planning

FY13-14

275,000

FAA, ADOT-AG

Master Plan Update

Planning

FY13-14

275,000

FAA, ADOT-AG

Public Facilities

FY12-13

50,713

County Mutual Aid narrowbanding

Public Safety

FY12-13

350,000

HSA

Upgrade all radio channels to the hardware platform for County Mutual Aid narrowbanding

Public Safety

FY12-13

750,000

HSA

Interoperability between CC’s VHF radio system and other agency’s 800MHz systems using 800MHz <-> VHF gateway devices (DPS and others are moving to 0800MHz platforms)

Public Safety

FY12-13

500,000

HSA

Expansion of County Mutual Aid + SO1 to the northwestern county

Public Safety

FY13-14

200,000

HSA

Public Safety

FY13-14

175,000

HSA

Fry Fire Station Imprv.

Expand County Mutual Aid + SO1

Cost

151

Source

USDA Comm. Fac. Loan

CDBG/HUD

SEAGO – TURNING POINT – CEDS 2010-2015 to Sugarloaf Mountain New tower construction

Public Safety

FY13-14

$ 1,000,000

HSA

Microwave network upgrade

Public Safety

FY13-14

$ 1,000,000

HSA

CITY OF BENSON PROJECT LIST Project

Category

Cost

Source

Apache Park Improvements

Economic Dev

13-14

225,000

Funding Unknown

Senior Center (CDBG)

Economic Dev

14-15

500,000

CDBG

Drainage Study, Intercity Phase I

Technical Assistance

11-12

50,000

Funding Unknown

Union St. Wash Crossing

Transportation

11-12

90,000

Funding Unknown

Wal-Mart Site Drainage

Public Infrastructure

13-14

545,000

Funding Unknown

Pavement Management

Transportation

10-14

$ 7,500,000

Funding Unknown

Housing

13-14

34,000

CDBG

Public Safety/Land Acquisitions

Economic Dev

11-15

945,000

Funding Unknown

Lions Park Phase I

Economic Dev

13-15

$ 1,400,000

Funding Unknown

Lions Park Phase II

Economic Dev

14-15

185,000

Funding Unknown

Veterans Memorial Park Addns

Economic Dev

12-13

25,000

Funding Unknown

Rodeo/ Events Arena

Economic Dev

14-15

120,000

Funding Unknown

Union St Park Playground

Economic Dev

13-14

15,000

Funding Unknown

Ocotillo Phase I 4th to Union

Transportation/Publ Inf

12-15

$ 3,300,000

Funding Unknown

Ocotillo Phase II 4th to I-10

Transportation/Publ Inf

12-13

$ 2,750,000

Funding Unknown

Ocotillo Phase III Union to Javalina

Transportation/Publ Inf

14-15

Funding Unknown

Affordable Housing (CDBG)

11-12 Allignment Study

300,000 $

Technical

152

180,000

Funding Unknown

SEAGO – TURNING POINT – CEDS 2010-2015 Frontage Road

Assistance

Energy Upgrades

Economic Dev

12-15

70,000

Funding Unknown

Ocotillo Gas Line Replacement

Public Infrastructure

10-12

75,000

Funding Unknown

Pomerene Road Gas Line Replacement

Public Infrastructure

10-12

60,000

Funding Unknown

Survey 4th Street

Technical Assistance

10-11

12,000

Funding Unknown

Street Sign Upgrades

Transportation

11-12

100,000

Funding Unknown

West End Pressure Reducing Sta.

Public Infrastructure

10-12

100,000

Funding Unknown

5th Street & Ocotillo Water Line

Public Infrastructure

10-12

325,000

Funding Unknown

Ocotillo Sewer Line Replacement

Public Infrastructure

10-12

450,000

Funding Unknown

Gas Planning Model

Public Infrastructure

11-14

55,000

Funding Unknown

Hwy 80 Utility Relocation

Public Infrastructure

13-15

285,000

Funding Unknown

Benson Gas Regulator System Upgrade

Public Infrastructure

11-12

120,000

Funding Unknown

Gas Telemeter

Public Infrastructure

10-15

270,000

Funding Unknown

SKP Line Extension

Public Infrastructure

11-12

50,000

Funding Unknown

Water Upper Storage to SKP

Public Infrastructure

11-15

900,000

Funding Unknown

Water Telemeter

Public Infrastructure

10-14

300,000

Funding Unknown

Water Cochise Storage Tank

Public Infrastructure

13-15

950,000

Funding Unknown

Hydrological Studies Update

Public Infrastructure

12-13

45,000

Funding Unknown

Water Planning Model

Public Infrastructure

12-13

25,000

Funding Unknown

SKP Well Arsenic Removal

Public Infrastructure

11-12

250,000

Funding Unknown

4th St Water Upgrade

Public Infrastructure

11-12

300,000

Funding Unknown

11-12

50,000

Funding Unknown

Hillcrest Water

Public

153

SEAGO – TURNING POINT – CEDS 2010-2015 Upgrade

Infrastructure

Union St Water Line

Public Infrastructure

11-12

150,000

Funding Unknown

Sue Juan Well Cap & Close

Public Infrastructure

11-12

50,000

Funding Unknown

Planning Area WW Skeletal Model

Public Infrastructure

11-14

100,000

Funding Unknown

Reclaimed System model

Public Infrastructure

11-15

45,000

Funding Unknown

Prickly Pear Wastewater

Public Infrastructure

14-15

25,000

Funding Unknown

High Pressure Jet Router

Economic Dev

10-11

65,000

Funding Unknown

WW Plant Roaders Upgrade

Public Infrastructure

11-12

100,000

Funding Unknown

WW Plant Software Upgrade

Public Infrastructure

11-12

80,000

Funding Unknown

CITY OF BISBEE PROJECT LIST Project

Category

Cost

Source

Airport Industrial/Business Park Feasibility Study

40,000

Unidentified

San Jose Recreational Site Feasibility Study

30,000

Unidentified

Recycling Program Expansion

$150,000 - $500,000

Mule Gulch Drainage

200,000

CIP

Main Street Lighting

20,000

Unidentified

City Hall Elevator and ADA Bathrooms

250,000

CDBG

City Hall Heating and Cooling

250,000

CIP

City Library Roof Replacement

50,000

CIP

40,000

CIP

City Library Fire

154

Unidentified

SEAGO – TURNING POINT – CEDS 2010-2015 Escape Fire Truck Replacement

170,000

Unidentified

Police Station Remodel

100,000

CIP

QMT Bathroom

50,000

QMT Reserve

QMT Landscaping

100,000

QMT Reserve

Street Sweeper

100,000

Unidentified

Fire Suppression Upgrades

150,000

CIP

OK Street Infrastructure Repairs

355,000

CIP

Municipal Swimming Pool Roof Replacement

25,000

CIP

Cemetery Irrigation

20,000

Unidentified

City Parking Lot Development

50,000

Unidentified

Business incubator

11-12

$ 1,200,000

EDA

HUACHUCA CITY PROJECT LIST Project

Category

Cost

Source

Gila Rd Extension

Transportation

$ 1,000,000

Funding Unknown

Annexation

Planning

50,000

Funding Unknown

Road Engineering

Technical Assistance

50,000

Funding Unknown

Sewer ponds

Public Infrastructure

$ 2,000,000

Funding Unknown

Water, sewer relocation

Public Infrastructure

Funding Unknown

100,000

CITY OF TOMBSTONE PROJECT LIST Project

Category

Fremont Street Transportation Enhancement

Transportation

FY12

Cost $ 1,000,000

155

Source

SEAGO – TURNING POINT – CEDS 2010-2015 Project Old City Hall Restoration

Historic preservation

300,000

Tombstone Courthouse State Park Maintenance and Renovation

Historic Preservation

400,000

City Water System Upgrade

Public Infrastructure

500,000

Wastewater Treatment Plant Upgrade

Public Infrastructure

400,000

CDBG Projects

Housing

Airport Runway repaving and system improvement

Transportation

New Police quarters and holding facility

Public safety

Highway construction and maintenance

FY10-15

$ 1,500,000

$ 1,000,000

Transportation

400,000

$ 1,000,000

CITY OF WILLCOX PROJECT LIST Project Industrial Park

Quail Park

Category

Cost

ID Public Infrastructure

Willcox Fish Ponds

Planning

Side Walks

Transportation

156

Source

SEAGO – TURNING POINT – CEDS 2010-2015 GRAHAM COUNTY PROJECT LIST Project

Category

Housing

FY1115

Education

FY1115

ADOT By-Pass from SR191 to SR70

Transportation

FY1115

Golf Course Road Shared-Use Path

Transportation

FY1115

Replace Fort Thomas River Crossing

Transportation

FY1115

Reconstruct 8th Avenue and Airport Road Intersection

Transportation

FY1115

Overlay Safford Bryce Road Between Reay Lane and 8th Avenue

Transportation

FY1115

Install Culvert Crossings Along Safford Bryce Road at Talley Wash, Watson Wash, and Butler Wash

Transportation

FY1115

Update County Comprehensive Plan

Planning

FY1115

Wireless Wide area network (WAN)

Technical Assistance

FY1115

County jail (500 spaces)

Public Infrastructure

FY1115

Park Playground Equipment, Ramadas and Soccer Fields

Public Infrastructure

FY1115

Low-Moderate Income Housing Assistance, Including Miramonte (100 House Development) Expansion of EAC Campus, Including Event Center, Gym, and Additional Health Buildings Solar Power Facilities and FMI’s Sulfuric Acid Facilities

157

Cost

$ 650,000

Source

SEAGO – TURNING POINT – CEDS 2010-2015 CITY OF SAFFORD PROJECT LIST Project

Category

Cost

69Kv reconductoring project

Public Infrastructure

FY1011

$ 1,000,000

Phase II primary

Public Infrastructure

FY1011

80,000

Complete above Phase II

Public Infrastructure

FY1011

225,000

Electric building doors

Public Infrastructure

FY1011

14,000

Wire trailer

Public Infrastructure

FY1011

6,500

New pole trailer

Public Infrastructure

FY1011

12,000

Begin Phase III COOP takeover (Engineering)

Public Infrastructure

FY1011

50,000

Replace old underground Conquistador 25th St in alleys

Public Infrastructure

FY1011

61,000

Rejuvinate old underground primary @ Sunshine Valley Apts

Public Infrastructure

FY1011

75,000

Phase III - Start construction of distribution - COOP takeover

Public Infrastructure

FY1011

380,000

Hydraulic wire pulling machine

Public Infrastructure

FY1011

50,000

Replace three old junction poles with engineered poles

Public Infrastructure

FY1011

150,000

Complete Phase III distribution - COOP takeover

Public Infrastructure

FY1011

380,000

Replace three old junction poles w/engineered poles

Public Infrastructure

FY1011

150,000

Replace three old junction poles with engineered poles

Public Infrastructure

FY1011

150,000

Final transfer to COOP into trust

Public Infrastructure

FY1011

$ 1,250,000

SPPR project development payments

Public Infrastructure

FY1011

Upgrades and replacements of acquired COOP assets

Public Infrastructure

FY1011

25,000

Upgrade Pecan Addition 4000 ft steel to PE

Public Infrastructure

FY1011

115,000

Ongoing replacement of steel to PE

Public Infrastructure

FY1011

115,000

158

TBD

Source

SEAGO – TURNING POINT – CEDS 2010-2015 Renewal of services

Public Infrastructure

FY1011

15,000

ACC Compliance issue

Public Infrastructure

FY1011

6,500

Rebuild 1st Ave regulation station building

Public Infrastructure

FY1011

6,000

Ongoing replacement of steel

Public Infrastructure

FY1011

118,000

ACC Compliance issue

Public Infrastructure

FY1011

6,500

Renewal of old services

Public Infrastructure

FY1011

15,000

Ongoing replacement of steel pipe

Public Infrastructure

FY1011

120,000

ACC compliance issues

Public Infrastructure

FY1011

6,500

Renewal of old services

Public Infrastructure

FY1011

15,000

Service line upgrades

Public Infrastructure

FY1011

17,500

Leak Survey

Public Infrastructure

FY1011

6,500

Main replacement and upgrades

Public Infrastructure

FY1011

60,000

10" Bonita upgrade San Jose to Carrasco

Public Infrastructure

FY1011

412,000

Johnson/Reay Lane Upgrade

Public Infrastructure

FY1011

75,000

TB Tank replacement

Public Infrastructure

FY1011

125,000

TMT renovation 803,000 WIFA - 197,000 CDBG

Public Infrastructure

FY1011

$ 1,000,000

Hillcrest Phase I Airport Rd

Public Infrastructure

FY1011

140,000

Bonita 10" replacement/upgrade

Public Infrastructure

FY1011

400,000

12" Reroute Meadow Lane/Relation St

Public Infrastructure

FY1011

76,500

Morris Cluster/8th Ave Bridge upgrade/replacement

Public Infrastructure

FY1011

330,000

Valve excersiser

Public Infrastructure

FY1011

67,000

Continue 10" Bonita repalcement/upgrade

Public Infrastructure

FY1011

400,000

159

SEAGO – TURNING POINT – CEDS 2010-2015 Fire Suppresion, water storage tank at Airport

Public Infrastructure

FY1011

750,000

Phase II Hillcrest Airport Rd/Wye Rock to HC booster

Public Infrastructure

FY1011

184,000

Filter plant demolition

Public Infrastructure

FY1011

25,000

Continue 10" replacement/upgrade

Public Infrastructure

FY1011

420,000

Solomon system upgrade. 10,000 ft. May be eligible for RD grant as colonia

Public Infrastructure

FY1011

250,000

New water source exploration

Public Infrastructure

FY1011

100,000

Central Road 2" to 8" upgrade 4000 ft - compliance issues, tap moratorium

Public Infrastructure

FY1011

160,000

Continued 10" Bonita main upgrade into Safford

Public Infrastructure

FY1011

430,000

New water source exploration

Public Infrastructure

FY1011

500,000

Sanchez Bridge crossing tie Kempton wells to Bonita

Public Infrastructure

FY1011

185,000

Webster Hill upgrade/replacement - tap moratorium, compliance

Public Infrastructure

FY1011

120,000

Reline sewer mains - 8th Ave & Hiway 70 WIFA

Public Infrastructure

FY1011

20,000

Manhole rehab - FCI mains - WIFA

Public Infrastructure

FY1011

546,000

Lone Star sewer connections - WIFA

Public Infrastructure

FY1011

50,000

Continue manhole rehab

Public Infrastructure

FY1011

100,000

Continue video sewer system

Public Infrastructure

FY1011

30,000

Repair/reroute sewer main 14th Ave & 18th St alley

Public Infrastructure

FY1011

50,000

Ongoing video of sewer system

Public Infrastructure

FY1011

30,000

Ongoing manhole rehab (approx 40 count)

Public Infrastructure

FY1011

100,000

Rebuild sewer main 20th St east of Central - remove bottleneck

Public Infrastructure

FY1011

75,000

Start East Valley Sewer towards San Jose

Public Infrastructure

FY1011

500,000

Continue manhole rehab

Public Infrastructure

FY1011

100,000

160

SEAGO – TURNING POINT – CEDS 2010-2015 Continue video sewer system

Public Infrastructure

FY1011

30,000

Continue East Valley Sewer project to San Jose

Public Infrastructure

FY1011

250,000

Ongoing video CMOM compliance

Public Infrastructure

FY1011

30,000

Continue manhole rehab system wide

Public Infrastructure

FY1011

100,000

Complete East Valley Sewer project

Public Infrastructure

FY1011

500,000

Rebuild sand filter

Public Infrastructure

FY1011

380,000

Misc. capital improvements ie. Pumps, motors, etc.

Public Infrastructure

FY1011

100,000

Possible debt service

Public Infrastructure

FY1011

130,000

Belt Press

Public Infrastructure

FY1011

280,000

Replace aging equipment

Public Infrastructure

FY1011

85,000

Replace aging equipment

Public Infrastructure

FY1011

50,000

Plant expansion to 4 MGD

Public Infrastructure

FY1011

$ 7,000,000

Replacement of aging equipment, pumps, motors

Public Infrastructure

FY1011

75,000

Relocate monitoring well #5

Public Infrastructure

FY1011

10,000

Posishell purchase

Public Infrastructure

FY1011

27,000

Install two vent wells @ MMW 5r

Public Infrastructure

FY1011

Semi-load of posishell 2000

Public Infrastructure

FY1011

28,000

ADC purchase

Public Infrastructure

FY1011

30,000

ADC purchase ongoing

Public Infrastructure

FY1011

30,000

20th Avenue from Relation Street to Golf Course Road

Transportation

FY1011

$ 1,200,000

Graveyard Wash FRS (Planning/Design/Rehabilitation)

Transportation

FY1011

Graveyard Wash FRS Construction

Transportation

FY1011

$ 3,500,000

161

11,000

500,000

SEAGO – TURNING POINT – CEDS 2010-2015 Frye Mesa Dam Study

Transportation

FY1011

100,000

Relation Street from 20th Avenue to 14th Avenue (ROW acquisition)

Transportation

FY1011

350,000

Relation Street from 20th Avenue to 14th Avenue (Design & Construct)

Transportation

FY1011

$ 1,500,000

26th Street from 12th Avenue to 20th Avenue

Transportation

FY1011

$ 2,500,000

Improvements to the Sunflower Ditch

Transportation

FY1011

14th Avenue from Relation Street to 8th Street

Transportation

FY1011

$ 3,500,000

E. 8th Street from US 191 to US 70

Transportation

FY1011

750,000

Hollywood Road from US 70 to City Limits

Transportation

FY1011

500,000

Discovery Park from 20th Avenue to US 191

Transportation

FY1011

$ 3,000,000

20th Avenue from Discovery Park to Gold Course Road

Transportation

FY1011

$ 1,750,000

Downtown Infastructure Improvements

Transportation

FY1011

$ 3,000,000

Safford Industiral Park Infrastructure Development

Transportation

FY1011

$ 1,500,000

Safford Insustrial Park Tenant Development (Sun Pumps, DRG, Elko, TBD)

Transportation

FY1011

$ 1,500,000

50,000

TOWN OF THATCHER PROJECT LIST Project

Category

Cost

Source

Quail Ridge Subdivision

$ 10,000,000

Private, Local

Curtis Subdivision

10,000

Private

Highway 70 Surface Improvements

800,000

State

162

SEAGO – TURNING POINT – CEDS 2010-2015 GREENLEE COUNTY PROJECT LIST Project

Category

FY12

Reconstruct Skyline View Road

Transportation

FY13

$ 1,500,000

Milling/Paving of Fairgrounds Loop and Stevens Loop

Trasnportation

FY14

500,000

Miling/Paving Old Virden Road

Transportation

FY14

500,000

Milling/Paving Franklin Road

Transportation

FY14

$ 1,000,000

Milling/Paving Virden Road

Transportation

FY14

$ 1,000,000

Milling/Paving Sheldon Loop, Cosper Loop, Carroll Loop

Transportation

FY14

$ 1,000,000

Rehabilitate Stevens Road Wood Bridge, Fairgrounds Road Wood Bridge, Sheldon Road Wood Bridge

Transportation

FY1520

$ 2,000,000

Milling/Paving Ward Canyon Road

Transportation

FY1520

$ 2,500,000

Install Guard Rail on Ward Canyon Road

Transportation

FY1520

Grade/Drain/Pave Guthrie Road

Transportation

FY13

$ 2,500,000

Sheep Wash Hardened Crossing

Transportation

FY13

Grade/Drain/Pave Carlisle Road

Transportation

FY14

$ 2,000,000

Fairground Road and Chaparal Road Intersection

Transportation

FY1520

$ 1,500,000

New Public Wroks Maintenance Facility

Infrastructure

FY12

$ 4,500,000

New South County Courthouse Annex

Infrastructure

FY12

$ 1,500,000

Kitchen for County Jail

Infrastructure

FY12

Construct 3rd Floor County Courthouse Annex

Infrastructure

FY15

$ 2,500,000

Airport Fixed-Wing Hanger Project

Cost

Source

450,000

500,000

750,000

150,000

TOWN OF CLIFTON PROJECT LIST Project Table Top and South Infrastructure

Transportation

Category

Cost

Source

Housing

FY1011

$ 1,500,000

USDA/WIFFA/EDA

Transportation

FY1213

PARA/Local/Grants

163

250,000

SEAGO – TURNING POINT – CEDS 2010-2015 Land Use

FY1213

150,000

Local/ Commerce/ USDA

Clifton Urban Forest

Industrial/recreational

FY1112

150,000

USDA

Vocational Technical

Educational

FY1213

300,000

Commerce

Transportation

FY1011

$ 5,000,000

Planning

FY1314

350,000

FMI/EDA

Sanitary Sewer improvement

Technical Assistance

FY1314

500,000

WIFFA

Chase Creek Redevelopment

Public Infrastructure

FY1213

$ 7,000,000

Clifton 20 year

River Trail system

Local/Regional Economic

Local/ADOT/TE

Local/FMI/USDA/EDA

SANTA CRUZ COUNTY PROJECT LIST Project

Category

Cost

Source

Palo Parado Rd Extension: Pendleton Drive to I-19

Transportation

FY13

$ 10,000,000

fed,state, local, other

Rio Rico Drive: Pendleton Drive to I-19

Transportation

FY16

$ 10,000,000

fed, state, local, private

Rio Rico Dr. & Pendleton Dr. Intersection Improvement

Transportation

FY13

Pendleton Drive Extension: Northern terminus to Tubac

Transportation

FYFY

$ 15,000,000

fed, state, local, private

West Frontage Rd Improvements: Yavapai Dr. to Peck Canyon Dr.

Transportation

FY18

$20,000,000

fed, state, local

Calle Calabasas Improvements: W. Frontage Road to Paseo Venado

Transportation

FY18

$ 6,000,000

fed, state, local

Rio Rico Dr. & Camino Caralampi Intersection Improvements

Transportation

FY12

$ 2,000,000

fed, state, local, private

West Frontage Rd Extension: Camino Caralampi to Yavapai Dr.

Transportation

FY15

$ 8,000,000

fed, state, local, private

Paseo Mexico Improvements: Pendleton Dr. to Camino San Xavier

Transportation

FY15

$ 6,000,000

fed, state, local

Camino Caralampi Improvements: Yavapai Drive to Paseo Venado

Transportation

FY15

$ 6,000,000

fed, state, local

Elgin Rd Improvements

Transportation

FY18

$ 7,000,000

fed, state, local

Rio Rico Maintenance Yard

Public Infrastructure

FY14

$ 2,000,000

fed, state, local

Fleet Maintenance Yard

Public Infrastructure

FY15

$ 2,000,000

fed, state, local

Fleet Maintenance Yard Property Acquisition

Public Infrastructure

FY16

fed, state, local

164

400,000

300,000

fed, state, local, other

SEAGO – TURNING POINT – CEDS 2010-2015 Rio Rico Drive Drainage Improvements/Erosion Control

Public Infrastructure

FY16

400,000

fed, state, local, other

Old Tucson Road/Nogales Wash Embankment protection (Pickrell Bridge to South River Road)

Public Infrastructure

FY18

$ 1,500,000

fed, state, local, other

Rio Rico Area Roadside Drainage Master Plan

Planning

FY12

250,000

fed, state, local, other

Rio Rico Area Roadside Drainage Master Plan Construction

Public Infrastructure

FY13 23

$ 1,000,000

fed, state, local, other

County-wide Watershed Master Plan

Planning

FY15

400,000

fed, state, local

County-wide Master Trail Plan

Planning

FY13

50,000

fed, state, local

Public Infrastructure

FY15

300,000

fed, state, local, other

FY13

$ 4,000,000

private, BECC

County Complex Second Floor Renovation

Public Infrastructure

FY13

$ 2,200,000

fed, state, local

County Complex AC Upgrade

Public Infrastructure

FY14

500,000

fed, state, local

Central Bulk Fuel Island

Public Infrastructure

FY13

500,000

fed, state, local

VOIP at County Complex

Public Infrastructure

FY13

270,000

fed, state, local

FY15

$ 1,000,000

fed, state, local, private

Flood Control Remote Event Observation Capability

Public Infrastructure

FY16

100,000

fed, state, local

Facilities Maintenance Building

Public Infrastructure

FY15

100,000

fed, state, local

Planning

FY13

225,000

fed, state, local

Airport Fuel Farm

Public Infrastructure

FY14

400,000

fed, state, local

Erosion Mitigation at Airport

Public Infrastructure

FY15

150,000

fed, state, local

Apron Reconstruction at Airport (design)

Public Infrastructure

FY15

150,000

fed, state, local

Apron Reconstruction at Airport (construction)

Public Infrastructure

FY16

800,000

fed, state, local

1904 Historic Courthouse Restoration Methane Gas-to-Energy Project

Airport Industrial Park Development

Airport Master Plan Update

165

SEAGO – TURNING POINT – CEDS 2010-2015 SECTION V OUR STAKEHOLDERS PROFILES Cochise County Cochise County was named for the renowned Apache chief in 1881, when it was established during the 11th Territorial Assembly. Archeological finds date civilization along the San Pedro River to 9000-6000 b.c., when members of the Clovis civilization inhabited the area. Tombstone, one of the largest cities in the western United States in 1881, was designated the first county seat. Tombstone‘s silver mines flooded in 1887, devastating the community, but the county seat stayed in Tombstone, the "town too tough to die," until 1929 when Bisbee became the county seat. Like Tombstone, Bisbee was a mining town – site of the Copper Queen Mine and famous Lavender Pit, discovered in 1877. Mining continued there through much of the 20th century. Today Bisbee is a popular artist community and tourist destination. Benson, founded in 1880, is on I-10 at the gateway to Kartchner Caverns State Park. Some 30 miles south are the thriving communities of Sierra Vista, by far the largest city in the county, and Huachuca City. Both are economic neighbors of Fort Huachuca, one of the largest civilian employers in southern Arizona. Fort Bowie, Coronado National Memorial and the Chiricahua National Monument are national park facilities. Cochise County also is an important agricultural area. With 6,219 square miles, Cochise is as big as Rhode Island and Connecticut combined. Once known as the Cattle Capital of the nation, Willcox is the home of the largest weekly cattle auction in Arizona. Specialty crops and livestock, including exotic animals, play an important role in the local economy. Douglas, once dependent upon mining and agriculture, has developed a manufacturing base because of its location on the U.S.-Mexico border. All of Cochise County has been designated as an Enterprise Zone, except the southwest corner of the county. Cochise is one of only three counties in Arizona without an Indian reservation. Individual and corporate ownership account for 40 percent of the land; the state of Arizona, 35 percent; the U.S. Forest Service and Bureau of Land Management, 22 percent; and other public lands comprise the remaining 4 percent.

Cochise County At-A-Glance – incorporated and unincorporated areas County Seat: Bisbee 166

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 2008 Population: 139,434 2008 Labor Force: 58,425 Unemployment Rate: 5.1% Major Industries:* Public Administration, Educational Services, Retail Trade, Accommodation and Food Services Sources: Population Estimates July 2008, Strategic Investment and Research, Department of Commerce; December 2008 Special Unemployment Report, OES Report, Arizona Department of Commerce, Strategic Investment and Research. 1990 2000 2008 Arizona 3,665,228 5,130,632 6,629,455 Cochise County 97,624 117,755 139,434 Major Cities/Communities Benson 3,824 Bisbee 6,288 Douglas 12,822 Huachuca City 1,782 Sierra Vista 32,983 Tombstone 1,220 Willcox 3,122

4,711 6,090 14,312 1,751 37,775 1,504 3,733

5,030 6,389 18,207 1,952 45,908 1,709 3,904

Source: U.S. Census Bureau and Arizona Department of Commerce, Strategic Investment and Research. Population Composition* Race % of total White Black Native American Asian or Pacific Islander Other Total

76.7% 4.5% 1.1% 1.6% 15.8% 100.0%

Hispanic Heritage* 30.7% Source: U.S. Census Bureau, April 1, 2000 Census Persons of Hispanic heritage may be of any race 2008 Civilian Labor Force Labor Force Unemployment Rate Arizona 3,132,667 Cochise County 58,425

5.5% 5.1%

Major Cities/Communities 167

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Benson Bisbee Douglas Huachuca City Sierra Vista Tombstone Willcox

2,517 3,497 6,464 980 19,046 909 1,997

2008 Employment by Sector Mining and Construction Educational & Health Services Financial Activities Government Leisure & Hospitality Manufacturing Information Professional & Business Services Trade, Transportation & Utilities Other Services 2008 Total All Occupations Employment Hourly Compensation Median Wage Average Wage Entry Wage * Experienced **

9.4% 5.9% 8.2% 7.8% 3.2% 3.5% 8.1%

2,075 4,150 900 12,375 4,050 850 525 4,775 6,650 775

37,140 14.44 $18.05 $8.44 $22.85

2008 Employment by Occupation Average Wages Employment Avg. Wages Office & Administrative Support Construction & Extraction Food Preparation & Serving Related Education, Training & Library Sales & Related Transportation & Material Moving Healthcare Practitioner & Technical Installation, Maintenance & Repair Protective Service Management Building & Maintenance Production Personal Care & Service

6,290 2,240 3,490 2,790 3,560 1,830 1,790 1,380 2,730 1,560 1,440 770 550

168

$13.58 $15.85 $8.53 $17.63 $12.60 $13.62 $27.30 $18.62 $20.55 $38.76 $10.08 $14.57 $9.93

SEAGO – TURNING POINT – CEDS 2010-2015 Source: Prepared by the Arizona Department of Commerce, Strategic Investment and Research in cooperation with the U.S. Department of Labor, Bureau of Labor Statistics, July 2009 * 10th percentile ** 75th percentile Major Employers Employer Employment Type Fort Huachuca Government Sierra Vista School District Education Cochise County, Bisbee Government Sierra Vista Regional Health Center Health Services Arizona Department of Corrections, Douglas Government Aegis, Sierra Vista Customer Support Center Douglas Unified School District Education Homeland Security: Douglas Border Patrol Station Government City of Sierra Vista Government Wal-Mart - Douglas/Sierra Vista Trade Sierra Southwest Cooperative Services, Inc., Benson Utility New Tech, Ft. Huachuca Aerospace F.C. Business Systems Lawley Automotive Southeastern AZ Behavioral Health Services Health Service Cochise College - Douglas/Sierra Vista Colleges/Universities City of Douglas Government New Mexico Technology Group, LLC KE&G Construction Northrup Grumman, Sierra Vista Aerospace ILEX, Sierra Vista Defense Contractors Signal Solutions Ft. Huachuca Accommodation School District Education Arizona Family Care Associates Health Service Copper Queen Community Hospital Health Service Source: Cochise College Center for Economic Research, 2005 – 2006 Electric Service Major Suppliers: APS (Bisbee/Douglas/Tombstone) (800) 253-9405 Sulphur Springs Valley Electric Co-op. (Benson) (520) 586-2238 Sulphur Springs Valley Electric Co-op. (Huachuca City/Sierra Vista) (520) 458-4691 Sulphur Springs Valley Electric Co-op. (Willcox) (520) 458-4691 Natural Gas Service 169

SEAGO – TURNING POINT – CEDS 2010-2015 Major Suppliers: Southwest Gas Corp. (Bisbee/Douglas/Huachuca City/ Sierra Vista/Tombstone/Willcox) (800) 766-9722 Water and Sewer For information, see specific community profile and contact the community or the local chamber of commerce directly. Telephone Major Suppliers: Qwest Communications (800) 244-1111 Valley Telephone Cooperative, Inc. (Willcox) (520) 384-2231 Major Hospitals: Benson Hospital, Benson (520) 586-2261 Copper Queen Community Hospital, Bisbee (520) 432-5383 Northern Cochise Community Hospital, Willcox (520) 384-3541 Sierra Vista Regional Health Center, Sierra Vista (520) 458-4641 Southeast Arizona Medical Center, Douglas (520) 364-7931 Cochise College, Douglas, Sierra Vista (520) 364-7943 University of Arizona, Sierra Vista, Douglas (520) 458-8278 Highways Interstate 10, U.S. 191, state Highway 80, state Highway 82, state Highway 90, state Highway 92, state Highway 181, state Highway 186 Bus Lines Autobuses Crucero, Greyhound Bus Lines, Kit Shuttle, Angel Transportation Rail Service AMTRAK (800) 872-7245 Union Pacific Railroad (888) 870-8777 Transload Spur for San Pedro Southwestern (520) 586-2266 Railroad Trucking Service Roadway Express Inc., C.F. Motor Freight, Maddux and Sons, Inc., Echo Trucking Co., Dunagan‘s Trucking, Harrington Trucking Co., Inc.

Air Service Major Airports 170

SEAGO – TURNING POINT – CEDS 2010-2015 Airport Name: Benson Municipal Airport (520) 586-3262 Functional Class: Business Service Elevation: 4,151' Ownership: Public Use: Public Nav-Aids: T-VOR Runway: 10/28 Length: 4,000' Width: 75' Surface: Asphalt Airport Name: Bisbee-Douglas International Airport (520) 364-2771 Functional Class: Business Service Elevation: 4,151' Ownership: Public Use: Public Nav-Aids: T-VOR Runway: 17/35 Length: 7,292' Width: 150' Surface: Asphalt Runway: 11/29 Length: 3,200' Width: 120' Surface: Dirt Airport Name: Bisbee Airport (520) 432-6030 Functional Class: Community Service Elevation: 4,780' Ownership: Public Use: Public Nav-Aids: None Runway: 17/35 Length: 5,900' Width: 60' Surface: Asphalt Runway: 02/20 Length: 2,900' Width: 160' Airport Name: Cochise College (800) 966-7943 Location: Douglas Functional Class: Community Service Elevation: 4,120' Ownership: Public Use: Public, Education Nav-Aids: None Runway: 05/23 Length: 4,803' Width: 75' Surface: Asphalt Airport Name: Cochise County (520) 384-2908 Location: Willcox Functional Class: Community Service Elevation:4,181' Ownership: Public Use: Public Nav-Aids: None Runway: 03/21 Length: 6,110' Width: 77' 171

SEAGO – TURNING POINT – CEDS 2010-2015 Surface: Asphalt Airport Name: Douglas Municipal (520) 364-3501 Functional Class: Community Service Elevation: 4,181' Ownership: Public Use: Public Nav-Aids: DUG-VOR 125 Radio 10NM Runway: 03/21 Length: 5,760' Width: 60' Surface: Asphalt Runway: 18/36 Length: 4,146' Width: 98' Surface: Dirt Airport Name: Sierra Vista Municipal (520) 459-8575 Functional Class: Commercial Service Elevation: 4,664' Ownership: Public Use: Public Nav-Aids: VOR/NDB Runway: 11/29 Length: 5,365' Width: 100' Surface: Asphalt, concrete Runway: 08/26 Length: 12,000' Width: 150' Surface: Asphalt, concrete Runway:02/20 Length: 4,300' Width: 75' Source: Arizona Department of Transportation, Arizona Airports Land Use Compatibility Study

172

SEAGO – TURNING POINT – CEDS 2010-2015 Benson Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Benson serves as the western gateway to the scenic and historic attractions of Cochise County and has copyrighted the name ―Home of Kartchner Caverns State Park.‖ Located in the historical San Pedro Valley, it offers proximity to both Tucson and Sierra Vista. Its rugged mountains, grassy valleys, moderate climate, and proximity to many historical sites makes it a popular tourist attraction. The City of Benson was founded in 1880, when the Southern Pacific Railroad came through southern Arizona. Until 1910, Benson was the railroad hub of southern Arizona. It was named for Judge William B. Benson of California, a friend of Charles Crocker, then-president of the railroad. Basic Information Sources: Arizona Department of Commerce and US Census Bureau NOTE: Local sources estimate the trade area population to be 10,000. Principal Economic Activities Benson is situated along several trade routes – Interstate 10, U.S. 80, state Highway 90 and the main line of the Union Pacific Railroad. AEPCO and Apache Nitrogen Products are major employers. Many residents work in Tucson or Sierra Vista. Both retail chain and specialty stores are available. The city supports a large retired population and is a winter refuge for people from colder climates. Its nearby historic and scenic sites are increasingly popular with tourists. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). A REDI accredited community Founded: 1880 Incorporated: 1924 Elevation: 3,685 Located in Cochise County Distance to Major Cities: Phoenix: 156 miles Tucson: 45 miles Nearby Highways: HWYS SR-90, SR-80, I-10 Enterprise Zone available Population Benson Cochise County

1990 3,824 97,624

2000 4,711 117,755

2008 5,030 139,434

Arizona

3,665,228

5,130,632

6,629,455

173

SEAGO – TURNING POINT – CEDS 2010-2015 County Employment 2008 Government Trade, Transportation, and Utilities Professional and Business Services Educational and Health Services Leisure and Hospitality Mining and Construction Financial Activities Manufacturing Other Services Information

12,375 6,650 4,775 4,150 4,050 2,075 900 850 775 525

Private Employers AEPCO Apache Nitrogen Benson Hospital Gas City SEABHS Public Employers Benson Unified School City of Benson Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 1990 New building permit data incomplete: One or more months not available. No report issued in 2008. Scenic Attractions Cochise County, land of the great Apache chief Cochise and the notorious renegade Geronimo, was truly ―the last frontier,‖ subject to raids by the Chiricahua Apaches until the late 1880s. Nearby is the world famous "Kartchner Caverns State Park" and "Old Tucson's" Mescal movie site. Other attractions include: Tombstone, 20 miles from Benson; "Gammon's Gulch" Movie Set & Museum; historic Fort Huachuca, with its 1880's buildings and an Indian war days museum; the Amerind Museum which features remnants of prehistoric Indian cultures; and the Holy Trinity Monastery along the San Pedro Riparian Area are all "must see" local attractions. In addition, there are numerous mountain ranges that provide rock hounding, photography, picnicing, hiking, camping, bird watching and hunting opportunities. 174

SEAGO – TURNING POINT – CEDS 2010-2015

Civilian Labor Force Unemployed Unemployment Rate

1990 1,329 104 7.8%

2000 2,008 163 8.1%

2008 2,517 237 9.4%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

1990 67 32.5 million 10.8 million

2000 105 69.3 million 20.3 million

2008 42 138.9 million 45.3 million

Copyright © 2009 Arizona Department of Commerce. All Rights Reserved. Community Facilities Benson offers a broad range of community facilities including two parks, one golf course, four tennis courts, an Olympic-size pool, a bowling alley, a library, senior citizens center, many baseball, football, track and soccer fields. There is also a museum/gallery. Financial Number of banks: 4 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Benson Municipal Airport (E-95/elevation 3829) (Runway 10/28) (4,000 ft. x 75-ft.) (paved/lighted) (Jet A/100LL fuel available 24/7) Medical One community hospital. Hotel & Lodging Number of Rooms: 398 Meeting Rooms: 5 175

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Capacity of Largest Facility: 150 Industrial Properties: Several sites with all utilities, railroad and freeway access are available. For more information contact the Benson Economic Development Committee. Educational Institutions Public Private Elementary Y Middle School Y High School Y Vocational/Technical College N Community College Y

Y N N Y N

Utilities Y Electricity Sulphur Springs Valley Electric Cooperative 520.586.2238 Natural Gas Benson Municipal Natural Gas 520.586.2245 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Benson Municipal Water & Sewer 520.586.2245 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Y Y Y N Y

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu . Period of record 1894-1975. Average Total Snowfall 1.8". This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Benson-San Pedro Valley Chamber of Commerce P.O. Box 2255 Benson, AZ 85602 176

SEAGO – TURNING POINT – CEDS 2010-2015 Phone: 520.586.2842, Fax: 520.586.1972 Email: info@bensonchamberaz.com Website: www.bensonchamberaz.com Benson Economic Development Committee, Inc P.O. Box 2223 Benson, AZ 85602 Phone: 520.586.2842, Fax: 520.586.3375 Email: mroush@cityofbenson.com Website: www.cityofbenson.com 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals

Sales Tax 2008 City/Town County State

1990 6.27 0.47 6.26 13.00

2.50% 0.50% 5.60%

177

2000 8.99 0.62 5.70 15.31

2008 5.62 0.51 4.79 10.92

SEAGO – TURNING POINT – CEDS 2010-2015 Bisbee Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Bisbee is the picturesque county seat of historic Cochise County.This Old West mining camp was one of the world‘s richest mineral sites, producing nearly 3 million ounces of gold & over 8 billion pounds of copper. By the early 1900s, Bisbee‘s 20,000 population made it the largest & most cultured city between St. Louis & San Francisco. Despite its culture, the mining camp‘s rough edges showed in notorious Brewery Gulch with its saloons & shady ladies. Those activities slowed as the mines played out, the population shrank, & Prohibition was enforced. Bisbee today is an artist and retirement community known for special events such as concerts, live theater, art shows, and historic home tours. Basic Information Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Bisbee‘s diverse economy includes government, light manufacturing, tourism, and retirement. Phelps Dodge Corporation still maintains a presence in Bisbee and played a major economic factor in Bisbee's past. "Historic Bisbee" is a registered National Historic District. Seven miles from the international border, Bisbee serves as the major transportation link for the twin plant manufacturing operations in Naco and Cananea, Sonora, Mexico. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1880 Incorporated: 1902 Elevation: 5,350 Located in Cochise County Distance to Major Cities: Phoenix: 205 miles Tucson: 94 miles Nearby Highways: HWYS St. Route 80 Enterprise Zone available Population 1990 2000 2008 Bisbee 6,288 6,090 6,389 Cochise County 97,624 117,755 139,434 Arizona 3,665,228 5,130,632 6,629,455 County Employment 2008 Government

12,375 178

SEAGO – TURNING POINT – CEDS 2010-2015 Trade, Transportation, and Utilities Professional and Business Services Educational and Health Services Leisure and Hospitality Mining and Construction Financial Activities Manufacturing Other Services Information

6,650 4,775 4,150 4,050 2,075 900 850 775 525

Private Employers Arizona Southern Distributors Copper Queen Community Hospital Copper Queen Hotel Freeport-McMoRan Copper Safeway Public Employers Bisbee School District City of Bisbee Cochise County Scenic Attractions Located in southeast Arizona, Bisbee resembles a European hamlet more than an 1880s Old West town. Originally called the ―Queen of the Copper Camps,‖ Bisbee has a rich history from humble beginnings as a mining camp to boom town in the 1880s. Bisbee was rebuilt in 1908 after being destroyed by a fire, & its homes/downtown area retain a Victorian charm. The old saloons, office buildings & other landmarks still stand. Bisbee today is rich in architecture & culture with numerous art galleries, antique stores, gourmet restaurants, crafts shops, museums, & bed and breakfasts & hotels. The Queen Mine Tour annually attracts thousands of visitors who ride into the old mining tunnels on a train. The Bisbee Mining & Historical Museum, a Smit is also a featured attraction as well as hiking & birding.

Civilian Labor Force Unemployed Unemployment Rate

1990 2,657 176 6.6%

2000 2,803 140 5.0%

2008 3,497 205 5.9%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

1990 79 34.6 million 13.8 million

2000 0 47.7 million 20.4 million

2008 8 75.5 million 39.9 million

179

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Bisbee Community Profile Community Facilities The City of Bisbee offers community and cultural facilities including one library, 25 art galleries, 17 antique stores, 20 restaurants (gourmet to fine dining), three museums, 13 parks, a swimming pool, tennis courts, an 18-hole golf course and many baseball, football, basketball and Little League facilities. Cultural activities include historical home tour, Spring Arts Celebration, Farmer's Market (May to October), musical events, an annual Thanksgiving weekend Home Tour, annual wine festival, several art openings each month, a fiber arts festival, performances by local theater groups and the annual Vuelta de Bisbee bicycle race. Financial Number of banks: 3 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Bisbee Municipal Airport-Three runways (primary) 5,990 ft./taxiway with pilot activated lights/beacon. Medical One community hospital. Hotel & Lodging Number of Rooms: 240 Meeting Rooms: n/a Capacity of Largest Facility: 990 Industrial Properties: Several properties are available with all utilities including the Bisbee Airport Industrial Park. There are also several commercial properties suitable for light industry. One industrial park, located in Naco, Sonora, Mexico, operates on the "twin plant" concept which allows U.S. companies to operate in Mexico. Educational Institutions Elementary Middle School High School Community College

Public Private Y N Y N Y N Y N

Utilities Electricity APS (Statewide) 800.253-9405 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Sewer Bisbee Municipal 520.432.5446 180

SEAGO – TURNING POINT – CEDS 2010-2015 Telephone Qwest (statewide) 800.244.1111 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Y Y Y Y Y

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: City of Bisbee 118 Arizona St. Bisbee, AZ 85603 Phone: 520.432.6000, Fax: 520.432.6069 Email: information@cityofbisbee.com Website: www.cityofbisbee.com Bisbee Chamber of Commerce P.O. Box Drawer BA Bisbee, AZ 85603 Phone: 520-432-5421, Fax: 520-432-3308 Email: chamber@bisbeearizona.com Website: http://www.bisbeearizona.com Bisbee Visitor Center 2 Copper Queen Plaza/PO Box 1642 Bisbee, AZ 85603 Phone: 520.432.3554, Fax: 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals Sales Tax 2008 City/Town County State

1990 5.73 1.54 6.26 13.53

2.50% 0.50% 5.60%

181

2000 6.97 2.48 5.70 15.15

2008 5.54 2.22 4.79 12.55

SEAGO – TURNING POINT – CEDS 2010-2015 Bowie Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Bowie is named for nearby Fort Bowie, whose ruins are designated an Historic Site. It came to life in 1880 through the combined effort of the Southern Pacific Railroad and frontiersman, James Tevis. The Chiricahua Apache, Fort Bowie, John Butterfield‘s mail and passenger stage coaches are part of the area‘s history. Nestled in the San Simon Valley of southeastern Arizona, Bowie is surrounded by mountain ranges: 10,717-foot Mt. Graham; the Peloncillo range; 8,363-foot Dos Cabezas Range; and 9,796-foot Chiricahua Mountains, with 300 miles of hiking trails and cool forests of pine, fur and spruce. Apache Pass, a four-mile mountain corridor, separates the Chiricahua and Dos Cabezas Ranges. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau Note: Local sources last estimated population at 450. U.S. Census Bureau and AZ Dept. of Econ. Sec. do not report on population figures for this area. Principal Economic Activities Retirees comprise much of Bowie‘s populace; however, a varied economy of ranching, farming, and orchards of pistachios, pecans and grapes form today‘s economic staples. Small businesses include automotive repair, gas stations, two RV parks, grocery stores, restaurants, a wine and nut outlet and a barber shop. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1880 Incorporated: No Elevation: 3,700 Located in Cochise County Distance to Major Cities: Phoenix: 210 miles Tucson: 81 miles Nearby Highways: HWYS I-10 Enterprise Zone available Bowie N/A N/A N/A Cochise County Arizona

1990

2000

2008

97,624 3,665,228

117,755 5,130,632

139,434 6,629,455

Scenic Attractions Butterfield Stage Route, Bascom Camp Site, Siphon Canyon and Apache Spring are popular attractions along this old stage coach route. Fort Bowie National Historic Site features ruins of an 1800s cavalry fort. Chiricahua National Monument and Wonderland of Rocks contain high wilderness areas, hiking trails, and campgrounds. Camp Rucker, Lake Rucker, Roper Lake State Park and Cochise 182

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Stronghold offer camping, hiking and fishing. Also in the area are a world-famous bird sanctuary, a natural mineral hot spring and sand dunes popular with ATV and fourwheel drive enthusiasts. Coronado National Monument commemorates the 1540s expedition of Spanish conquistador, Francisco Vasquez de Coronado, on his quest for the city of gold. The Amerind Foundation Museum displays Southwestern Indian artifacts. 1990

2000

2008

Growth Indicators Net Assessed Value

($)

2.7 million

2.2 million

3.2 million

Bowie Community Profile Community Facilities Bowie offers a range of community facilities. There are two parks, one with outdoor grills, picnic tables and playground equipment. A library, pool, gym, tennis courts and athletic fields are available at the high school, along with picnic grounds. Bowie also has a post office and county library. Nearby Willcox has a movie theater and supermarket. Financial Government Fire Department: Volunteer Law Enforcement: Sheriff's Office Medical Complete medical facilities are available in nearby Willcox and Safford. Hotel & Lodging Number of Rooms: n/a Meeting Rooms: n/a Capacity of Largest Facility: n/a Industrial Properties: Information available upon request. Contact the Bowie Chamber of Commerce. Educational Institutions Elementary Middle School High School Community College

Public Private Y N Y N Y N N

Utilities Electricity Sulphur Springs Valley Electric Cooperative (statewide) 800.422.9288 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 183

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Sewer Individual septic tanks Telephone Valley Telephone Cooperative, Inc. 520.384.2231 Water Bowie Water Improvement District 520.847.2422 Cable Providers: N Digital Switching Station: N Internet Service Provider: N Cable Internet Service Provider: N Fiber Optics: N Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 18992005. Average Total Snowfall 1.8." This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Bowie Chamber of Commerce P.O. Box 287 Bowie, AZ 85605 Phone: 520.253.0930, Fax: 520.847.2603 Email: b2caz@vtc.net Website: www.bowiechamber.com

184

SEAGO – TURNING POINT – CEDS 2010-2015 Douglas Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Douglas, on the Mexican border, is 118 miles southeast of Tucson, and is reached via Interstate 10 to U.S. 80. Across the border from Douglas is Agua Prieta, Sonora, Mexico, with a population of 110,000. The Janos Highway, the shortest route to Mexico City and Guadalajara by paved roads from the western United States, begins in Douglas. Douglas, at an elevation of 3,990 feet, was founded in 1901 as a site for a copper smelter and was incorporated in 1905. Originally, it was an annual roundup spot for ranchers. Agriculture and ranching are still important segments of the area's economy. Basic Information Sources: Arizona Department of Commerce and US Census Bureau Revised 1990 Census population figure (original: 12,822). Principal Economic Activities Because of its location on the U.S.-Mexico border, international commerce is an important part of the local economy. Douglas has three manufacturing plants; and Agua Prieta has 33, many of the latter operating under the twin-plant concept. The lure of shopping and sightseeing in ―Old Mexico‖ and nearness to several outdoor recreation areas have made tourism and retirement significant to Douglas' economy. Brief visits to Agua Prieta do not require visas or special documents. August 30, 2006: The City of Douglas was awarded a Growing Smarter Planning Grant of $10,000 for fiscal year 2007. Founded: 1901 Incorporated: 1905 Elevation: 3,990 Located in Cochise County Distance to Major Cities: Phoenix: 229 miles Tucson: 118 miles Nearby Highways: HWYS SR 80 Enterprise Zone available Population Douglas Cochise County Arizona

1990 13,137 97,624 3,665,228

County Employment 2008 Government Trade, Transportation, and Utilities Professional and Business Services Educational and Health Services

12,375 6,650 4,775 4,150 185

2000 14,312 117,755 5,130,632

2008 18,207 139,434 6,629,455

SEAGO – TURNING POINT – CEDS 2010-2015 Leisure and Hospitality Mining and Construction Financial Activities Manufacturing Other Services Information

4,050 2,075 900 850 775 525

Private Employers Safeway Southeastern Arizona Medical Center Wal-Mart Public Employers Arizona State Prison City of Douglas Cochise College Douglas Unified School District US Border Patrol Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 2008 New building permit data incomplete: one or more months not available Scenic Attractions Douglas‘ nationally registered historic landmarks include the Southern Pacific Depot, Gadsden Hotel, Church Square, Library, Douglas Municipal Airport, Downtown Historical District and Sonoran District. Many points of interest are nearby, among them the historic John Slaughter Ranch, Agua Prieta, the frontier mining town of Tombstone, ghost towns of Charleston and Dos Cabezas, historic Old Fort Bowie, Fort Huachuca, Coronado National Memorial, Cochise Stronghold, Texas Canyon, San Bernardino Wildlife Refuge, Chiricahua National Monument, Coronado National Forest, and Chiricahua Mountains for bird study and sports. Scenic drives include Bisbee and Cave Creek Canyon. Historic Arizpe is a short drive into Sonora. Hunting and fishing areas, in both the U.S. and Mexico, are also nearby.

Civilian Labor Force Unemployed Unemployment Rate

1990 4,334 584 13.5%

2000 5,164 362 7.0%

Growth Indicators New Bldg. Permits Taxable Sales ($)

1990 150 99.6 million

2000 2008 123 20 162.7 million 214 million

186

2008 6,464 528 8.2%

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Net Assessed Value ($)

22.9 million

33.1 million

57 million

Douglas Community Profile Community Facilities Douglas offers a broad range of community facilities. There is an art gallery, a library, two city recreation centers, an Olympic-size swimming pool, a new indoor aquatic center, seven parks, golf course, several handball, raquetball and tennis courts and one indoor theater. Other athletic facilities are available at Cochise College and Douglas High School. Financial Number of banks: 4 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Douglas International Municipal Airport with two lighted runways (6,400-st. paved/unpaved). US Custom Services available. Medical Southeast Arizona Medical Center has 25 beds, 11 active staff 15 courtesy staff/consultants. Hotel & Lodging Number of Rooms: 325 Meeting Rooms: 12 Capacity of Largest Facility: 160 Industrial Properties: Three industrial parks (Cochise Industrial Park with 75 acres, Douglas IDA Park with 33 acres and Phelps Dodge Industrial Park with 30 acres) are available. All utilities accessible upon request. Air and truck transportation available. For further information, contact the City of Douglas Economic Development Office (520) 364-7501. Educational Institutions Public Private Elementary Middle School High School Community College Utilities Electricity APS (Statewide) 800.253-9405 187

Y Y Y Y Y

N Y Y N N

SEAGO – TURNING POINT – CEDS 2010-2015 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Douglas) 520.364.7501 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Y N Y N N

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue For further information contact: City of Douglas, Economic Development 425 10th St. Douglas, AZ 85607 Phone: 520.805.4047, Fax: Website: www.douglasaz.gov Douglas Chamber of Commerce 345 16th Str. Douglas, AZ 85607 Phone: 520.364.2477, Fax: 520.364.6304 Douglas Visitors Center 345 16th Str. Douglas, AZ 85607 Phone: 520.364.2478, Fax: 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request of the Arizona Department of Commerce. Prepared on 9/10/2009 Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals Sales Tax 2008 City/Town County State

1990 4.38 1.10 6.26 11.74

2.50% 0.50% 5.60% 188

2000 7.80 1.09 5.70 14.59

2008 5.21 1.02 4.79 11.02

SEAGO – TURNING POINT – CEDS 2010-2015 Huachuca City Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Huachuca City, also known as the Sunset City, is on state Highway 90, 64 miles southeast of Tucson. The community originated as a stop on the now-abandoned Southern Pacific Railroad between Tombstone and Patagonia. It is located in the southeast corner of Arizona in Cochise County, noted for its historical, recreational and scenic features. The rugged mountains and broad grassy valleys were once dominated by the Apaches whose chief gave his name to the county. The struggle between the Chiricahua Apaches and the U.S. Cavalry is reflected in numerous sites throughout the county. The Chiricahua Mountains and Coronado National Forest are popular with nature lovers and hunters. Basic Information Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Huachuca City‘s economy is closely tied to the U.S. Army's Fort Huachuca, headquarters for the Army's Information Systems Command, Intelligence Center and School, Electronic Proving Ground and Communications Electronic Installation Agency. At 20 miles from Mexico‘s border, the city has potential for the twin plant industrial concept. The 40-acre Huachuca Commercial Center (for improved industrial/commercial sites) is being constructed. Undeveloped land with city utilities available is abundant. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1954 Incorporated: 1958 Elevation: 4,345 Located in Cochise County Distance to Major Cities: Phoenix: 190 miles Tucson: 64 miles Nearby Highways: HWYS State Route 90 Enterprise Zone available Population Huachuca City Cochise County Arizona

1990 1,782 97,624 3,665,228

County Employment 2008 Government 12,375 Trade, Transportation, and Utilities 6,650 Professional and Business Services 4,775 189

2000 1,751 117,755 5,130,632

2008 1,952 139,434 6,629,455

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Educational and Health Services Leisure and Hospitality Mining and Construction Financial Activities Manufacturing Other Services Information

4,150 4,050 2,075 900 850 775 525

Private Employers Chevron Gas Station Circle K Coca-Cola Distributing Center Public Employers City of Huachuca City Fort Huachuca Army Base Huachuca City Public Library US Postal Service Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 1990, 2000 New building permit data incomplete: one or more months not available. N/R:Not report. Scenic Attractions Within an hour drive of Huachuca City, visitors can see historic Cochise Stronghold, where Cochise sought refuge from the U.S. Cavalry and is buried. Fort Huachuca, established in 1877 as a cavalry post to safeguard settlers, now has an excellent museum. Kartchner Caverns State Park is only 15 miles north of Huachuca City. These live caves are voluminous and arrayed in gorgeous colors. Other attractions include old Cochise County Court House, now a state Historical Museum, and Amerind Foundation Museum with displays of Indian culture and artifacts. Agua Prieta, Nogales and Naco, Mexican cities across border, offer shops, restaurants, and night clubs.

Civilian Labor Force Unemployed Unemployment Rate

1990 633 59 9.3%

2000 783 52 6.6%

2008 980 76 7.8%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

1990 14 4.9 million 3.7 million

2000 36 8.1 million 4.8 million

2008 N/R 14.6 million 9.1 million

Huachuca City Community Profile 190

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Community Facilities Huachuca City offers a range of community facilities including a community center that has a meeting room and kitchen, one library, a senior citizens center, and four parks with a Little League field, practice fields, tennis, basketball courts, and a soccer field. To the south of Huachuca City, Huachuca Recreation Area offers outdoor activities including water sports at Park Canyon Lake. Patagonia Lake is a favorite recreational site for residents and visitors as well.

Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Nearby Sierra Vista Municipal Airport with three paved runways (two lighted) 12,000 ft/5,300-ft/4,700-ft, UNICOM radio Medical Three hospitals: 110-beds; 55-beds; 36-beds respectively, 45 physicians, two nursing homes. Hotel & Lodging Number of Rooms: 47 Meeting Rooms: 9 Capacity of Largest Facility: 200 Industrial Properties: There is one park with 46 acres, utilities, and state Highway 90 access. Contact the Town of Huachuca City. Educational Institutions Public Private Y N Elementary Y N Utilities Electricity Sulphur Springs Valley Electric Cooperative (statewide) 800.422.9288 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Solid Waste Municipal (Huachuca City) 520.456.1354 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Huachuca City) 520.456.1354 Cable Providers: Y Digital Switching Station: N Internet Service Provider: N Cable Internet Service Provider: Y Fiber Optics: Y Taxes Source: Arizona Tax Research Association 191

SEAGO – TURNING POINT – CEDS 2010-2015 Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue For further information contact: Town of Huachuca City 500 N Gonzales Blvd. Huachuca City, AZ 85616 Phone: 520.456.1354, Fax: 520.456.2230 Website: www.huachucacity.org 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request of the Arizona Department of Commerce. Prepared on 9/10/2009 Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals

1990 4.88 1.42 6.26 12.56

Sales Tax 2008 City/Town County State

1.50% 0.50% 5.60%

192

2000 7.40 1.56 5.70 14.66

2008 3.65 0.82 4.79 9.26

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Pearce/Sunsites Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Pearce/Sunsites, in historic Cochise County, is a community of both working and retired residents, 85 miles southeast of Tucson and 28 miles southwest of Willcox. Established in 1961, Sunsites is growing into a completely self-supporting community. Surrounding the village are the communities of Sunizona and Richland as well as other rural development. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau Note: Local sources last estimated population at 1,200. U.S. Census Bureau and Dept. of Econ. Sec. do not report on population figures for this area. Principal Economic Activities Located in a scenic agriculturally oriented valley, Pearce-Sunsites is experiencing steady growth with many new privately owned businesses opening yearly. The communities provide residential support to Willcox, Douglas, Benson and Tucson where employment is found in communications, transportation, utility and service facilities. The majority of Pearce-Sunsites residents are retired, though younger people are moving here also. Tourism is also economically important. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1961 Incorporated: No Elevation: 4,500 Located in Cochise County Distance to Major Cities: Phoenix: 196 miles Tucson: 85 miles Nearby Highways: HWYS US 191 Enterprise Zone available Scenic Attractions Pearce, a mining town of 1,500 people in 1919, is the site of the Commonwealth Mine, which produced $15,000,000 in gold during its heyday. The historic Pearce Store and several ruins remain today. Sunsites is located along the Cochise Trail, a route beginning at Willcox and hitting numerous points of historical interest: Bisbee, Tombstone, Sierra Vista, Fort Huachuca, Douglas and Agua Prieta, Sonora, Mexico. Ghost towns of former mining camps dot the trail. Cochise Stronghold, once the hideout for Apache Chief Cochise and his band, is now a camping and picnic ground. Also nearby are Chiricahua National Monument, the Wonderland of Rocks, and the Amerind Foundation, Inc., is a nonprofit archaeological research center and museum specializing in Southwest Native American culture. Growth Indicators 1990 2000 2007 193

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Net Assessed Value

($)

4.9 million

7 million

11.8 million

Pearce/Sunsites Community Profile Community Facilities Pearce-Sunsites offer a wide range of community facilities including an arts-and-crafts center, library, two parks, one swimming pool, and one 18-hole championship golf course with practice driving range. Financial Number of banks: 1 Government Fire Department: Volunteer Law Enforcement: Sheriff's Office Medical A clinic with a physician associate and an MD from Willcox, specialists visits monthly. Hotel & Lodging Number of Rooms: 22 Meeting Rooms: 2 Capacity of Largest Facility: 200 Industrial Properties: There is one 800-acre park with utilities and railroad/highway access. Contact Arizona Electric Co-op, P.O. Box 670, Benson, AZ 85602 or phone (520) 586-3631. Educational Institutions Public Private Elementary Y N High School Y N Utilities Electricity Sulphur Springs (Pearce/Sunsites) 520.384.2221 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Propane Amerigas (Pearce/Sunsites) 520.384.2292 Telephone AT&T (statewide) 800.222.0400 Telephone Valley Telephone Cooperative, Inc. 520.384.2231 Trash Pick-up H&K Disposal, Inc. 520.826.3634 Water & Sewer Clear Springs Utility Co. 520.826.3370 Cable Providers: N Digital Switching Station: N Internet Service Provider: N Cable Internet Service Provider: N Fiber Optics: N 194

SEAGO – TURNING POINT – CEDS 2010-2015 Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1950-2005. Average Total Snowfall 1.0". This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Pearce/Sunsites Chamber of Commerce/Visitors Center P.O. Box 536/ 225 N. Frontage Rd. Pearce, AZ 85625 Phone: 520.826.3535 Website: www.pearcesunsiteschamber.org

195

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Sierra Vista Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Sierra Vista is the major population center for southeastern Arizona. Located 70 miles southeast of Tucson, Sierra Vista serves as the main commercial, cultural and recreational hub of the area. Easily accessible via Interstate 10 and SR 90 and at an elevation of 4,623 feet, Sierra Vista's abundant sunshine and clean air combine for great livability and comfort. The town's name means "Mountain View" in Spanish and accurately describes its picturesque setting. Located within the city is Fort Huachuca, a national historic landmark and a modern army post that is headquarters of the U.S. Army Intelligence Center and School, Army Communications Command and Army Electronic Proving Ground. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Sierra Vista's economy is closely related to Fort Huachuca, with more than 11,000 military and civilian employees. The total impact on Sierra Vista and Cochise County was over $729 million dollars in FY 1998. City and county officials along with business and academic leaders are pursuing an aggressive program of economic diversification. This program has been instrumental in opening a 400,000 square foot enclosed mall with more than 40 businesses and a large telephone information service. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). A REDI accredited community Founded: 1927 Incorporated: 1956 Elevation: 4,623 Located in Cochise County Distance to Major Cities: Phoenix: 189 miles Tucson: 70 miles Nearby Highways: HWYS SR 90, I-10 Enterprise Zone available 1990 2000 2008 Sierra Vista 32,983 37,775 45,908 Cochise County 97,624 117,755 139,434 Arizona 3,665,228 5,130,632 6,629,455 County Employment 2008 Government 12,375 Trade, Transportation, and Utilities 6,650 Professional and Business Services 4,775 196

4,150 4,050 2,075 900 850 775 525

Private Employers Aegis Communications KE & G Construction llex Systems Sierra Vista Regional Health Center Wal-Mart Public Employers City of Sierra Vista Cochise County Sierra Vista Unified School District U.S. Army, Fort Huachuca U.S. Border Patrol Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 2000 New building data incomplete: One or more months not available Scenic Attractions Sierra Vista is the hub of a visitor's delight of sights and sounds. A short drive north is the world's newest "living" cave. Kartchner Caverns State Park is a "must see" item. It's only 16 miles to legendary Tombstone, the "Town Too Tough to Die." On the way you will pass through the San Pedro National Riparian Conservation Area, an unspoiled refuge for birds, mammals, reptiles and plants. 26 miles east takes to quaint Bisbee, the mountain side county seat of Cochise County, site of the awesome Lavender Pit, source of Bisbee Blue Turquoise. The Arizona Forklore Preserve is located in Ramsey Canyon, destination of bird watchers from around the world and only a short drive south of town. Historic Fort Huachuca is part of the city and has two museums that will delight the visitor.

Civilian Labor Force Unemployed Unemployment Rate

1990 13,119 677 5.2%

2000 15,334 414 2.7%

2008 19,046 604 3.2%

Growth Indicators

1990

2000

2008

197

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

135 294 188 239.9 million 566.3 million 1 billion 94.9 million 143.5 million 341.9 million

Sierra Vista Community Profile Community Facilities Sierra Vista offers a broad range of community facilities: a community center, a library, a bowling alley, 16 parks (five in Ft. Huachuca), five swimming pools (three military), three museums (two military), two rodeo arenas (one military), two riding clubs (one military), two racquetball clubs (one military), 11 public ball fields (three military), 18 cinemas (one military), two golf courses (one military), one tennis club with 12 lighted courts, three health clubs (one with 40-ft. pool), nine Little League diamonds (three military), seven public tennis courts (two lighted), a military skeet and archery range and a 400,000 sq. ft. enclosed mall with 40 stores, shops and restaurants.

Financial Number of banks: 10 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Sierra Vista Municipal Airport with three paved runways (two lighted) 12,000 ft/5,300-ft/4,700-ft, UNICOM radio & ground transportation. Medical One regional health center; one Army/VA Health Center. Hotel & Lodging Number of Rooms: 1,375 Meeting Rooms: 62 Capacity of Largest Facility: 475 Industrial Properties: There are two parks (50 acres) with Foreign Trade Zone opportunities and all utilities available. Contact the Sierra Vista Economic Development Foundation, 520-458-6980. Sierra Vista is a Foreign Trade Zone Grantee. Educational Institutions Public Private Elementary High School Community College Utilities 198

Y Y Y Y

N Y N N

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Electricity Sulphur Springs V. Elec. Coop. (SV) 520.458.4691 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Telephone Qwest (statewide) 800.244.1111 Water Arizona Water Company (Sierra Vista) 520.458.5660 Water Bella Vista Water Company 520.458.5470 Water Pueblo Del Sol Water Co. 520.458.3742 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Y Y Y Y Y

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue For further information contact: City of Sierra Vista, Communications and Marketing 1011 N. Coronado Dr. Sierra Vista, AZ 85635 Phone: 520.458.3315 x336, Fax: 520.458.0584 Email: pio@ci.sierra-vista.az.us.com Website: http://www.ci.sierra-vista.az.us Sierra Vista Economic Development Foundation P.O. Box 2380 Sierra Vista, AZ 85636 Phone: 520.458.6948, Fax: 520.458.7453 Email: ceo@svedf.org Website: www.svedf.org Greater Sierra Vista Area Chamber of Commerce 21 E. Wilcox Drive Sierra Vista, AZ 85635 Phone: 520.458.6940, Fax: 520.452.0878 Email: president_ceo@sierravistachamber.org Website: www.sierravistachamber.org 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request of the Arizona Department of Commerce. Prepared on 9/10/2009 Property Tax Rate Elementary/High Schools City/Fire District

1990 7.75 0.45 199

2000 6.71 0.01

2008 2.84 0.13

SEAGO – TURNING POINT – CEDS 2010-2015 Countywide Totals Sales Tax 2008 City/Town County State

6.26 14.46

1.75% 0.50% 5.60%

200

5.70 12.42

4.79 7.76

SEAGO – TURNING POINT – CEDS 2010-2015 Tombstone Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Tombstone is probably the most famous mining town in America.In the 1870s, prospector Ed Schieffelin left Ft. Huachuca in search of silver in an area heavily populated by Apaches. He was told all he would find would be his tombstone, meaning the Indians would surely get him. Thus, he named his first silver mine Tombstone, & became the town name. Notorious for saloons, gambling houses & the Earp-Clanton shoot-out at OK Corral, Tombstone grew quickly & was known as the most cultivated city in the West. This boomtown came to an end in 1911. Having survived the Great Depression & removal of the County Seat to Bisbee, Tombstone in the 1930s became known as the ―Town Too Tough To Die.‖ Basic Information Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Tombstone's economy has changed drastically since its days as a mining town. Its colorful history is the key factor for steady growth. In 1962, the Department of the Interior designated Tombstone a Registered Historical Landmark. A restoration zone was established and a commission organized for the preservation of its landmarks. Tourism is a mainstay of the economy. The mild year-round climate and low humidity make Tombstone an attractive place for retirement. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1879 Incorporated: 1881 Elevation: 4,540 Nearby Highways: HWYS ST 80, I-10 Enterprise Zone available

Tombstone Cochise County Arizona

1990 1,220 97,624 3,665,228

County Employment 2008 Government Trade, Transportation, and Utilities Professional and Business Services Educational and Health Services Leisure and Hospitality Mining and Construction Financial Activities Manufacturing

12,375 6,650 4,775 4,150 4,050 2,075 900 850 201

2000 1,504 117,755 5,130,632

2008 1,709 139,434 6,629,455

SEAGO – TURNING POINT – CEDS 2010-2015 Other Services Information

775 525

Scenic Attractions Cochise County, including Tombstone, is the site of a fascinating chapter in American history. It was home to the notorious Apache Indians, Cochise & Geronimo. Chiricahua Natl. Monument, the Cochise Stronghold, Ft. Huachuca & the 1877 Calvary Post Museum preserve Indian and pioneer heritage. Tombstone‘s historic buildings include the Courthouse, built in 1882 & now a state park; the Rose Tree Museum, three churches, Bird Cage Theater, Crystal Palace Saloon, & Big Nose Kate‘s Saloon. Tombstone offers daily historic stagecoach tours. Tombstone's early days are re-enacted in October during the Helldorado Celebration. Daily shows, shoot-outs depicts the town's western heritage at the OK Corral, Helldorado Town and Six Gun City.

Civilian Labor Force Unemployed Unemployment Rate

1990 484 28 5.8%

2000 731 22 3.0%

2008 909 32 3.5%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

1990 25 9.6 million 3.7 million

2000 26 19.9 million 6.8 million

2008 19 29.1 million 16.5 million

Tombstone Community Profile Community Facilities Tombstone offers a wide range of community facilities including a library, four museums, three parks, two lighted tennis courts, a swimming pool, and a lighted baseball field. Financial Number of banks: 2 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Tombstone Municipal Airport with a 4,500-ft. hard runway, 14 tie-down locations and UNICOM radio Medical Closest facility is in Sierra Vista (17 miles)

202

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Hotel & Lodging Number of Rooms: 200 Meeting Rooms: 4 Capacity of Largest Facility: 240 Industrial Properties: For more information contact the City of Tombstone or the Tombstone Chamber of Commerce. Educational Institutions Elementary Middle School High School Community College

Public Private Y N Y N Y N Y N

Utilities Electricity APS (Statewide) 800.253-9405 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Tombstone) water & sewer 520.457.3562 Cable Providers: Y Digital Switching Station: Y Internet Service Provider: Y Cable Internet Service Provider: Y Fiber Optics: N Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Tombstone Visitor Center P.O. Box 1314 Tombstone, AZ 85638 Phone: 520.457.3929, Fax: 520.457.2458 Tombstone Chamber of Commerce P.O. Box 995 Tombstone, AZ 85638 Phone: 520.457.9317, Fax: 520.457.2458 Email: execdir@tombstonechamber.com 203

SEAGO – TURNING POINT – CEDS 2010-2015 Website: www.tombstonechamber.com 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals

1990 4.88 1.39 6.26 12.53

Sales Tax 2008 City/Town County State

2.50% 0.50% 5.60%

204

2000 7.40 1.33 5.70 14.43

2008 3.65 6.75 4.79 15.19

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Willcox Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE Willcox is in the northern part of the Sulphur Springs Valley, which cuts through Cochise County for nearly 100 miles and averages more than 15 miles in width. The town was established in 1880 and incorporated in 1915. Located on I-10 halfway between Phoenix and El Paso, Texas, Willcox serves as the major trade and service center for agriculture and tourism within the county. With a mild, year-round climate, relatively inexpensive land and housing, and a pleasant rural lifestyle, Willcox is a desirable retirement community. Basic Information Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Willcox was once known as the Cattle Capital of the nation. Cattle are still important to the economy and a large livestock auction is held there. While row crops such as cotton and small grains are significant, agricultural diversification has resulted in apple orchards, pistachio and pecan groves, grape vineyards and two hydroponic tomato green houses. The community is home to several corporate headquarters and numerous support industries. Tourism is also of economic importance. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1880 Incorporated: 1915 Elevation: 4,182 Located in Cochise County Distance to Major Cities: Phoenix: 192 miles Tucson: 81 miles Nearby Highways: HWYS I-10 Enterprise Zone available 1990 2000 2008 Willcox 3,122 3,733 3,904 Cochise County 97,624 117,755 139,434 Arizona 3,665,228 5,130,632 6,629,455 County Employment 2008 Government Trade, Transportation, and Utilities Professional and Business Services Educational and Health Services Leisure and Hospitality Mining and Construction Financial Activities

12,375 6,650 4,775 4,150 4,050 2,075 900 205

SEAGO – TURNING POINT – CEDS 2010-2015 Manufacturing Other Services Information

850 775 525

Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 2008 New building permit data incomplete: one or more months not available

Scenic Attractions Cochise County features historical, cultural, scenic and recreational opportunities, including the rugged Dos Cabezas Peaks and Chiricahua Mountains and Cochise Stronghold in Dragoon Mountains (part of Coronado National Forest). These mountains and deserts were once home to the Chiricahua Apache Indians, and the county is named for the great chief Cochise. ―The Magic Circle of Cochise‖ is a journey through the area that brings alive its rich history. Willcox, home town of TV, movie and radio star Rex Allen, celebrates ―Rex Allen Days‖ in October with a parade, country fair, rodeo, concert, golf tournament and dance. Willcox also hosts a Wings Over Willcox/Sandhill Crane Celebration in January and the Christmas Apple Festival in December.

Civilian Labor Force Unemployed Unemployment Rate

1990 1,362 56 4.1%

2000 1,595 111 7.0%

2008 1,997 162 8.1%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

1990 10 33 million 11 million

2000 114 57.6 million 13 million

2008 N/R 83.9 million 22.7 million

Willcox Community Profile Community Facilities Willcox offers a broad range of community facilities including a library, Olympic-size swimming pool, bowling alley, community center with meeting facilities, historic Railroad Avenue, a nine-hole golf course, and tennis courts. There are also five parks with ramadas and playground equipment, and athletic facilities that include lighted baseball/softball fields, a basketball court and a soccer field. There is also the Willcox Cowboy Hall of Fame, and Rex Allen memorabilia is on display in the Rex Allen Arizona Cowboy Museum, located in downtown Willcox. The Chiricahua Regional Museum is located in downtown Willcox. Financial Number of banks: 3 Government 206

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Fire Department: Volunteer Law Enforcement: City Police Department Airports Nearby Cochise County Airport has one lighted/paved 6,100-ft. runway, UNICOM radio, fuel and maintenance. Medical Willcox has one hospital. Hotel & Lodging Number of Rooms: 531 Meeting Rooms: 8 Capacity of Largest Facility: 400 Industrial Properties: One industrial park with utilities, served by rail and truck routes is available. Contact the Economic Development Division of the Willcox Chamber of Commerce or the City Manager's Office, City of Willcox. Educational Institutions Elementary Middle School High School

Public Private Y Y Y Y Y Y

Utilities Butane Cochise County Farmers Assn. 520.384.2242 Electricity Sulphur Springs (Willcox) 520.384.2221 Natural Gas City of Willcox 520.384.4271 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Propane M&P Propane 520.384.9150 Telephone Qwest (statewide) 800.244.1111 Telephone Valley Telephone Cooperative, Inc. 520.384.2231 Water & Sewer City of Willcox 520.384.4271 Cable Providers: Y Digital Switching Station: Y Internet Service Provider: Y Cable Internet Service Provider: Fiber Optics: Y Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Cochise Technical District (CTD). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue

207

SEAGO – TURNING POINT – CEDS 2010-2015 This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Willcox Chamber of Commerce & Agriculture 1500 N. Circle I Rd. Willcox, AZ 85643 Phone: 520.384.2272, Fax: 520.384.0293 Email: chamberdir@vtc.net Website: www.willcoxchamber.com Willcox Economic Development Division 1500 N. Circle I Rd. Willcox, AZ 85643 Phone: 520.384.2995, Fax: 520.384.0293 Email: chamberdir@vtc.net Website: www.willcoxchamber.com 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals Sales Tax 2008 City/Town County State

1990 5.07 2.16 6.26 13.49

3.00% 0.50% 5.60%

208

2000 7.32 1.73 5.70 14.75

2008 4.01 1.02 4.79 9.82

SEAGO – TURNING POINT – CEDS 2010-2015 Graham County Incorporated and unincorporated areas Graham County, formed in 1881 by the 11th Territorial Legislature, was created from parts of Apache and Pima counties. The Legislature broke with the tradition of naming Arizona counties after local Indian tribes when the new county called "Graham" was named after the 10,516-foot Mount Graham, the highest peak in the area. The mountain, in turn, had been named "Graham" after Lt. Col. James Duncan Graham, a senior officer in Brig. Gen. Stephen W. Kearney‘s U.S. Army Corps of Topographical Engineers. Graham County‘s early history was one of exploration rather than settlement – there were no notable Spanish or Mexican communities. Most of its inhabitants were Apaches. Camp Goodwin was established in 1866, but abandoned when the troops moved to establish Fort Apache in 1871. In the 1870s, farming communities began to appear along the Gila River, which traverses the county from east to west. Munsonville, now San Jose, was established in 1873; Safford followed in 1874; Solomonville in 1876; Smithville, now known as Pima, in 1879. In the next decade, Thatcher, Eden, Central, and Bryce were settled – all within a few miles of each other. This was, and is today, a rich agricultural area. Safford was the first county seat, but it was moved to Solomonville after two years. In 1915, after an election, the county seat was returned to Safford where it remains. Graham County was almost twice its present size prior to the formation of Greenlee County. The county now measures 4,630 square miles, of which 22 square miles are water. The San Carlos Indian Reservation covers approximately one-third of the land, with San Carlos Lake a popular site for its excellent fishing and camping. Recreation and tourism follow farming and ranching as the principal industries in Graham County. Individual or corporate ownership accounts for 9.9 percent of land ownership; the U.S. Forest Service and Bureau of Land Management, 38 percent; the state of Arizona, 18 percent; Indian reservations, 36 percent. All of Graham County is an Enterprise Zone.

Graham County At-A-Glance County Seat: Safford 2007 Population: 37,338 2007 Labor Force: 14,167 Unemployment Rate: 4.2% Major Industries:* Educational Services, Retail Trade, Health Care & Social Assistance Best Paying Industries:* Utilities, Health Care & Social Assistance, Wholesale Trade Sources: July 2007, Population Estimates, Population Statistics Unit, Arizona Department of 209

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Commerce; and 2007 Preliminary Special Unemployment Report, OES Report, Arizona Department of Commerce. 1990 3,665,228 26,554

Arizona Graham County

2000 5,130,632 33,489

2007 6,500,194 37,338

Major Cities/Communities Pima 1,725 1,989 2,233 Safford 7,359 9,232 9,460 Thatcher 3,763 4,022 5,235 Source: U.S. Census Bureau and Arizona Department of Commerce, Population Statistics Unit. Age Distribution % of total 0-14 24.8% 15-24 17.3% 25-44 27.3% 45-64 18.7% 65+ 11.9% Source: U.S. Census Bureau, April 1, 2000 Census Population Composition* Race % of total White 67.1% African American 1.9% Native American 14.9% Asian or Pacific Islander 0.6% Other 15.4% Totals 99.9% Hispanic Heritage* 27.0% Source: U.S. Census Bureau, April 1, 2000 Census Persons of Hispanic heritage may be of any race 2007 Civilian Labor Force Labor Force Unemployment Rate Arizona 3,029,090 3.8% Graham County 14,167 4.2% Major Cities/Communities Pima 1,070 3.4% Safford 4,161 2.8% Thatcher 2,062 2.8% 2007 Employment by Sector 210

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Goods Producing 1,100 Government 2,800 Other Private Service-Providing 2,925 Trade, Transportation and Public Utilities 1,600 2007 Total All Occupations Employment 7,740 Hourly Compensation Median Wage $12.88 Average Wage $15.94 Entry Wage * $7.13 Experienced ** $19.34 2007 Employment by Occupation Average Wages Education, Training, & Library Occupations 1,130 $20.05 Office & Administrative 1,200 $12.77 Installation, Maintenance & Repair 440 $17.51 Healthcare Practitioners & Technical 450 $32.07 Transportation & Material Moving 490 $11.24 Sales & Related N/A $13.76 Management 320 $29.22 Construction & Extraction 220 $15.29 Community & Social Services N/A $21.80 Source: Prepared by the Arizona Department of Commerce, Research Administration in cooperation with the U.S. Department of Labor, Bureau of Labor Statistics, July 2008 * 10th percentile ** 75th percentile Public/Private Employers Employer Employment Type Arizona State Prison Systems, Correctional Institutions Safford Eurofresh, Bonita Hydroponic Tomato Nursery City of Safford City Government Eastern Arizona College, Thatcher Colleges and Universities Federal Prison Facility, Safford Correctional Institution Freeport McMoRan Copper & Gold Inc. Mining Impressive Labels, Safford Manufacturing Mt. Graham Hospital, Safford General Medical, Surgical Hospital Safford Unified School District Educational Facility Wal-Mart, Thatcher Discount Department Store Source: Graham County Chamber of Commerce Electric Service Major Suppliers: 211

SEAGO – TURNING POINT – CEDS 2010-2015 City of Safford (928) 348-3143 Graham County Electric Cooperative, Inc. (928) 485-2451 Thatcher Municipal Utilities (928) 428-2290 ext. 1 Natural Gas Service Major Suppliers: City of Safford (928) 348-3143 Graham County Electric Cooperative, Inc. (928) 485-2451 Griffen Propane (928) 428-0071 Matlock Gas Co. (928) 428-0641 Water and Sewer For information, see specific community profile or contact the local chamber of commerce directly. Telephone Major Suppliers: Qwest Communications (800) 244-1111 Major Hospitals: Mt. Graham Regional Medical Center (928) 348-4000 1600 20th Avenue Safford, AZ 85546 Educational Facilities: Eastern Arizona College, Thatcher (928) 428-8322 NAU - Thatcher (928) 428-8344 Highways U.S. 70, U.S. 191, state Highway 170, state Highway 266, state Highway 366 Bus Lines Greyhound Bus Lines (800) 231-2222 Rail Service Arizona Eastern Roadway Co. (Claypool) (928) 473-2447 Trucking Service Bingham Transfer & Storage Co. 805 S 6th Ave. Safford, AZ 85546-2940 (928) 428-3532 Air Service Major Airports Airport Name: Safford Municipal Airport (928) 428-7670 Functional Class: Community Service Elevation: 3,176' 212

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Ownership: Public Use: Public/Commercial Nav-aids: None Runway: 12/30 Length: 4,815' Width: 100' Surface: Asphalt Runway: 8/26 Length: 4,800' Width: 75' Surface: Asphalt Source: Arizona Department of Transportation, Arizona Airports Land Use Compatibility Study Industrial Development Authorities Industrial Development Authority of Graham County Mr. Gherald Hoopes, President 502 S. 12th Avenue Safford, AZ 85546 (928) 428-6346/Fax: (928) 428-9310 Industrial Development Authority of Graham County Mr. Martin Ryan, Statutory Agent Martin F. Ryan, Ltd. 6262 N. Swan Road, Suite 290 Tucson, AZ 85718-3600 (520) 299-8117/Fax: (520) 299-7860 Note: This information is as current as the date of this publication and was taken from reliable sources; however, we do not guarantee its completeness nor does the Arizona Department of Commerce endorse any particular individual. This information is provided as a service only. Commercial Banks Bank of America Wells Fargo National Bank of Arizona State Corporate Income Tax Corporate income tax rate is 6.968 percent effective for taxable years beginning from and after December 31, 2000. Source: Arizona Department of Revenue 2007 Property Tax Community School District City/Fire Countywide Total Pima 3.22 0.18 3.87 7.27 Safford* 6.27 0.45 3.87 10.59 Thatcher* 5.66 0.00 3.87 9.53 Source:Arizona Tax Research Foundation, 2007 (Rate is per $100 of assessed value) Districts pay an additional secondary rate of for Gila School for Technology District. Sales Tax The state imposes a 5.6 percent transaction privilege (sales) tax on most 213

SEAGO – TURNING POINT – CEDS 2010-2015 business activities. Graham County has a .05% general sales tax. Pima and Thatcher have a 2.00% city sales tax. Safford has a 2.50% city sales tax. Thatcher has an additional 5.00% hotel/motel tax. Safford has an additional 5.50% hotel/motel tax. Source: League of Arizona Cities and Towns Payroll Tax Payroll taxes in Arizona are computed based on federal filing by employers and employees. Generally, withholding for state payroll taxes is between 10 and 32 percent of federal withholding based on employees' income. Source: Arizona Department of Revenue Graham County Chamber of Commerce 1111 Thatcher Blvd. (928) 428-2511 Safford, AZ 85546 FAX (928) 428-0744 http://www.graham-chamber.com/ Email: info@graham-chamber.com County profiles are produced by Janet Napolitano Marco A. López Jr., Director Governor of Arizona Arizona Department of Commerce Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request to the Arizona Department of Commerce. 10-08

214

SEAGO – TURNING POINT – CEDS 2010-2015 Bylas – Community profile Bylas is an unincorporated community in Graham County, Arizona, United States, within the San Carlos Apache Indian Reservation. The community has a medical clinic, a police substation, and a market. Bylas is located in Graham County. Bylas is 2,610 feet [795.53 m] above sea level.<1> Time Zone: Bylas lies in the Mountain Standard Time Zone (MST) and does not observe daylight saving time. The population of Bylas is approximately 1,219 (1990). The approximate number of families is 307 (1990). The amount of land area in Bylas is 10.748 sq. kilometers. The amount of surface water is 0 sq kilometers. The distance from Bylas to Washington DC is 1971 miles. The distance to the Arizona state capital is 120 miles. (as the crow flies) Bylas is positioned 33.13 degrees north of the equator and 110.11 degrees west of the prime meridian. Bylas location: in southeastern Arizona between San Carlos and Safford.

215

SEAGO – TURNING POINT – CEDS 2010-2015 Pima Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Pima is on the Gila River in north-central Graham County. Mormon settlers seeking a canal site in the Gila Valley laid out a town site, naming it Smithville for Mormon leader Jesse Smith. The town was later renamed Pima after the Indian tribe. The Gila River was one of the main waterways followed by fur trappers and mountain men in the 1820s and 1830s. The lands aside the river became the Gila Trail along which General Stephen W. Kearny brought his ―Army of the West‖ in 1846. From Tucson, the route to Pima is east on Interstate 10 to U.S. 191, turning north to Safford, then northwest on U.S. 70. From Phoenix, Pima is reached via U.S. 60 to Globe, then U.S. 70. Basic Information Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Agriculture is the predominant economic activity in Graham County. Pima historically has been an agricultural center, with irrigation water coming from the Gila River. As a farm trade center, Pima serves surrounding agricultural areas. It is also becoming a popular retirement community. Increases in tourism and winter visitors have boosted wholesale and retail trade. County, state and federal offices and the community college in Thatcher also provide employment. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). A REDI accredited community Founded: 1879 Incorporated: 1916 Elevation: 2,846 Located in Graham County Distance to Major Cities: Phoenix: 153 miles Tucson: 151 miles Nearby Highways: HWYS I-10; US 70; US 191 Enterprise Zone available 1990 2000 2007 Pima 1,725 1,989 2,233 Graham County 26,554 33,489 37,338 Arizona 3,665,228 5,130,632 6,500,194 County Employment 2007 Other Private Service-Providing Government Trade, Transportation, and Utilities Goods Producing

2,925 2,800 1,600 1,100

Labor Force Data 216

SEAGO – TURNING POINT – CEDS 2010-2015 Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 2000 New building permit data issued no report; 2007 data incomplete: One or more months not available Scenic Attractions Pima is about 15 miles north of the Coronado National Forest, which provides numerous recreational facilities. Two of the most popular areas are the Pinaleno Mtns. and 10,720-foot Mt. Graham. The 36-mile long Swift Trail goes to Mt. Graham‘s summit and features many picnic and camping sites. Forty-nine miles away is the ranger station at Columbine and Riggs Lake, which has facilities for fishing, boating and other wateroriented activities. U.S. 70 connects Pima to recreation areas at San Carlos Lake and Coolidge Dam, as well as Cluff Ranch, the frontier fortifications of Fort Thomas and Geronimo, and the historic cattleshipping point of Calva. Other attractions include Hot Wells Dunes, Gila Box Riparian National Conservation Area, Black Hills Back Country Byway and Discovery Park. 1990 2000 2007 Civilian Labor Force 625 922 1,070 Unemployed 53 40 36 Unemployment Rate 8.5% 4.3% 3.4% Growth Indicators 1990 2000 2007 New Bldg. Permits 44 0 22 Taxable Sales ($) 4.9 million 7.4 million 12.1 million Net Assessed Value ($) 2.7 million 4.1 million 5.1 million Copyright © 2008 Arizona Department of Commerce. All Rights Reserved. Pima Community Profile Community Facilities The Town of Pima has a museum, a library, two city parks (41 acres), a swimming pool, a roping arena, several handball, tennis and racquetball courts, and four softball/baseball fields. Financial Banking services are available in nearby Safford, 7 miles southeast Government Fire Department: Volunteer Law Enforcement: City Police Department Airports Safford Airport, 7 miles southeast, has two lighted/paved 4,800-ft. runways, UNICOM radio, rental car and charter plane services are available. Medical 217

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Safford, less than 10 miles east, has complete facilities available. Hotel & Lodging Number of Rooms: 1 Meeting Rooms: n/a Capacity of Largest Facility: n/a Industrial Properties: For more information contact the Pima Chamber of Commerce, Pima Town Hall or the Graham County Chamber of Commerce. Educational Institutions Elementary High School

Public Private Y N Y N

Utilities Electricity Graham County Elec. Coop. 928.485.2451 Natural Gas Graham County Elec. Coop. 928.485.2451 Propane Griffen Propane 928.428.0071 Propane Matlock Gas Co. 928.428.0641 Sewer Town of Pima 928.485.2611 Telephone Qwest (statewide) 800.244.1111 Water Graham County Elec. Coop. 928.485.2451 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Y Y Y Y Y

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Gila Institute for Technology (GIFT). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue For further information contact: Graham County Economic Development Commission 1111 Thatcher Blvd. Safford, AZ 85546 Phone: 928.428.2511, Fax: 928.428.0744 Email: info@graham-chamber.com Website: www.graham-chamber.com Pima Chamber of Commerce P.O. Box 364 Pima, AZ 85543 Phone: 928.485.3032 218

SEAGO – TURNING POINT – CEDS 2010-2015 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request of the Arizona Department of Commerce. Prepared on 10/20/2008 Property Tax Rate Elementary/High Schools City/Fire District Countywide Totals Sales Tax 2007 City/Town County State

1990 3.29 0.27 4.79 8.35

2000 4.40 0.21 4.32 8.93

2.00% 0.50% 5.60%

219

2007 3.22 0.18 3.87 7.27

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Safford Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Safford is in the southeastern portion of the state on the south bank of the Gila River. The foothills of the Pinaleno Mountains begin about five miles southeast of the City. Mount Graham, the highest peak in the mountain range, and its companion peaks have a marked effect on the local climate by reducing winter precipitation. Safford, the county seat of Graham County, was established in 1874 and almost immediately became an agricultural area. Water is drawn from the Gila River to create 40,000 acres of irrigated agriculture. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau The City of Safford estimates current population between 9,800 and 9,900. Principal Economic Activities Safford serves as the retail center for this part of AZ, serving 65,000. Agriculture has been the mainstay of the Safford & Graham County economy, with cotton the principal commodity. Remaining acres are used for hay and small grains. A 20-acre greenhouse produces tomatoes grown under glass. Ranching & Mt. Graham Internatl. Observatory also play a role in the local economy. Retail trade and services continue to play a significant role in the economy of the area. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). A Main Street and REDI accredited community Founded: 1874 Incorporated: 1901 Elevation: 2,844 Located in Graham County Distance to Major Cities: Phoenix: 164 miles Tucson: 130 miles Nearby Highways: HWYS I-10; US 70; US 191 Enterprise Zone available 1990 7,359 26,554 3,665,228

Safford Graham County Arizona County Employment 2007 Other Private Service-Providing 2,925 Government 2,800 Trade, Transportation, and Utilities 1,600 220

2000 9,232 33,489 5,130,632

2007 9,460 37,338 6,500,194

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Goods Producing

1,100

Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. Scenic Attractions Safford, 10 miles north of the Coronado Natl. Forest, is an area that provides many recreational facilities. Popular spots are 10,720-ft. Mt. Graham and Pinaleno Mtns. Swift Trail, a 36-mile tour & one of many scenic drives in the area, provides a route to the summit & features many picnicking & camping sites. Discovery Park is a 160-acre, world class attraction, that includes Natures Hideaway Riparian Wetllands, a Narrow Gauge 1880s Railroad & Gov. Aker Observatory. BLM administers 740,800 acres of land within Graham County. Some of the unique recreational opportunities are Hot Wells Dunes, Gila Box Riparian Natl. Conservation Area & Black Hills Back County Byway. Roper Lake State Park, south of Safford, has overnight camping & day use picnic areas, plus mineral water hot springs. 1990 Civilian Labor Force Unemployed Unemployment Rate

2,910

2000 3,581

178 6.1%

Growth Indicators New Bldg. Permits Taxable Sales ($) Net Assessed Value ($)

2007 4,161

129 3.6%

1990 159 76.3 million 19.7 million

115 2.8%

2000 2007 117 208 127.8 million 253.7 million 31.3 million 41.5 million

Safford Community Profile Community Facilities The City of Safford offers a broad range of community facilities including two historic museums, a community center, fine arts center, library, a bowling alley, two indoor theaters, an Olympic-size swimming pool, one 18-hole golf course, one 36-hole miniature golf course, batting cages, several tennis and paddleball courts, seven parks (five acres with play equipment; one 120-acre county regional park south of town), numerous picnic areas at Mt. Graham, Roper Lake and county parks, 12 baseball diamonds (six lighted), and one rodeo arena. Financial Number of banks: 5 Government Fire Department: Volunteer Law Enforcement: City Police Department Airports

221

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Safford Airport has two lighted/paved 6,000-ft./4,800-ft. runways, UNICOM radio, rental car and charter plane services are available. Medical One 59-bed hospital with 18 physicians, a 128-bed convalescent home and a counseling center. Hotel & Lodging Number of Rooms: 350 Meeting Rooms: 9 Capacity of Largest Facility: 150 Industrial Properties: There are two industrial parks with 645 acres. Municipal utilities available; air, rail, and highway access. Educational Institutions Elementary Middle School High School Community College

Public Y Y Y Y

Utilities Electricity City of Safford Utilities 520.348.3143 Natural Gas City of Safford Utilities 520.348.3143 Propane Griffen Propane 928.428.0071 Propane Matlock Gas Co. 928.428.0641 Telephone Qwest (statewide) 800.244.1111 Water & Sewer City of Safford Utilities 520.348.3143 Cable Providers: Digital Switching Station: Internet Service Provider: Cable Internet Service Provider: Fiber Optics:

Private Y Y Y N

Y N Y Y Y

Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Gila Institute for Technology (GIFT). Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Graham County Economic Development Commission 1111 Thatcher Blvd. Safford, AZ 85546 222

SEAGO – TURNING POINT – CEDS 2010-2015 Phone: 928.428.2511, Fax: 928.428.0744 Email: info@graham-chamber.com Website: www.graham-chamber.com City of Safford Economic Development 808 S. 8th Avenue Saffore, AZ 85546 Phone: 928.348.8514, Fax: 928.348.8515 Email: pstasiak@ci.safford.az.us Website: www.saffordeconomicdevelopment.com 1700 W. Washington St., Suite 600, Phoenix, AZ 85007 Phone: 602.771.1100 - Fax: 602.771.1200 Web: www.azcommerce.com Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request of the Arizona Department of Commerce. Prepared on 10/20/2008 Property Tax Rate 1990 2000 2007 Elementary/High Schools 7.64 6.89 6.27 City/Fire District 1.27 0.43 0.45 Countywide 4.79 4.32 3.87 Totals 13.70 11.64 10.59 Sales Tax 2007 City/Town County State

2.50% 0.50% 5.60%

223

SEAGO – TURNING POINT – CEDS 2010-2015 Thatcher Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Located in the heart of the Gila Valley, Thatcher is the geographic center of a growing and vibrant economic region. Within the Town limits sits the tree-lined campus of Eastern Arizona College. Founded in 1888, Eastern Arizona College has a distinguished history as Arizona‘s oldest community college. Additionally, the regional 18-hole golf course may be found within the municipal limits. Combining geographic location and transportation access, Thatcher boasts some of the region‘s prime retail locations. Sales for the regional market exceed $840 million annually and growing. The Town of Thatcher is a regional economic hub and is emerging as the upscale community of the Gila Valley.A REDI accredited community Founded: 1888 Distance to Major Cities: Incorporated: 1899 Phoenix: 160 miles Elevation: 2,929 Tucson: 134 miles County: Graham County Nearby Highways: I-10; US 70; US 191 Enterprise Zone available POPULATION 1990 Thatcher 3,763 Graham County 26,554 Arizona 3,665,228 Sources: AZ. Dept. of Commerce and U.S. Census Bureau

2000 4,022 33,489 5,130,632

2007 5,235 37,338 6,500,194

PRINCIPAL ECONOMIC ACTIVITIES Agriculture, once a mainstay of the Thatcher economy, is being eclipsed by higher education and the retail sector as the community‘s economic drivers. Although not directly located within the municipal limits, Freeport McMoRan Copper & Gold Inc.‘s major North American copper facility is less than a dozen miles from Town Hall. This facility is pumping over $60 million dollars annually into the local economy and is expected to continue to do so for the next quarter century. With its hub location, Thatcher is seeing retail trade and the service sector emerging as major players in their economic outlook. Once agricultural lands are being converted to residential and retail uses. County Employment 2007 Other Private Service-Providing 2,925 Government 2,800 Trade, Transportation, and Utilities 1,600 Goods Producing 1,100 Source: Arizona Department of Commerce Private Employers Bashas‘ 224

SEAGO – TURNING POINT – CEDS 2010-2015 Freeport McMoRan Copper & Gold Inc. Mount Graham Regional Medical Center Safeway Thatcher Building Supply Wal-Mart Public Employers Eastern Arizona College Thatcher Public Schools Thatcher Town Government LABOR FORCE DATA 1990 Civilian Labor Force 1,509 Unemployment 73 Unemployment Rate 4.8% Source: Arizona Department of Commerce

2000 1,775

2007 2,117

65 3.7%

59 2.8%

Growth Indicators 1990 2000 2007 New Bldg. Permits 67 67 219* Taxable Sales ($) 39.2 mil 89.7 mil 80 mil** Net Assessed Value ($) 7.7 mil 11.8 mil 18.6 mil Sources: Arizona State University; AZ Dept. of Revenue; AZ Tax Research Foundation. * Source: Town of Thatcher ** Note: (not reflected in figure) Thatcher receives 30% of the sales tax revenue in a 2006 -2007 revenue sharing agreement with Safford. SCENIC ATTRACTIONS Coronado National Forest provides many recreational opportunities. Southwest of the Town are the Pinaleno Mountains and the 10,720-foot Mount Graham. Swift Trail provides a route to the summit and features picnic and camping sites. At alpine elevations above Thatcher is Riggs Lake, an excellent camping and fishing destination. Scenic U.S. 70 connects Thatcher with recreation areas at San Carlos Lake and Coolidge Dam. To the west are Klondyke and Aravaipa Canyon, a designated primitive area. To the south, Roper Lake State Park features natural mineral water hot springs along with developed camping sites and excellent fishing. Other recreational opportunities are Hot Wells Dunes, Gila Box Riparian National Conservation Area and Black Hills Back Country Byway. Thatcher is on the famous ―Salsa Trail‖. Thatcher Community Profile TAXES Property Tax Rate 1990 Elementary/High School $ 6.07 City/Fire District $ 0.18 Countywide $ 4.79 Totals $11.04 Source: Arizona Tax Research Foundation. 225

2000 2007 $ 5.98 $ 5.66 $ 0.01 $ 0.00 $ 4.32 $ 3.87 $10.31 $ 9.53

SEAGO – TURNING POINT – CEDS 2010-2015 Note: Tax rate per $100.00 assessed valuation. * School district participates in the Gila Institute for Technology (GIFT). Sales Tax Rate City/Town 2.00% County 0.50% State 5.60% Source: League of Arizona Cities and Towns COMMUNITY FACILITIES A variety of recreational facilities are available in Thatcher ranging from tree filled parks and ball diamonds to the regional municipal golf course. Residents also enjoy the comprehensive facilities of Eastern Arizona College with its gymnasium, wellness center, conference facilities, and swimming pool. In addition to its academic and vocational courses, EAC offers a wealth of diverse cultural events from concerts to a summer arts program. Bachelors and Masters Degree programs are offered through Northern Arizona University located on the EAC campus. Educational Institutions Elementary Middle School High School Community College

Public Private Y N Y N Y N N

Financial Full banking and financial services are available within 3 miles of Thatcher Town Hall Government Fire Department: Volunteer Law Enforcement: Town Police Department Medical The Mount Graham Regional Medical Center is located on Thatcher‘s eastern boundary providing Life-Flight services, CAT-SCAN facilities and a new state-of-the-art cancer and heart center. Airport The Regional Airport is located within 10 miles of the Town and hosts two lighted/paved jet capable runways. Full services are available. Hotel & Lodging Number of Rooms: 210 Meeting Rooms: 21 Capacity of Largest Facility: 1,000 Industrial Properties 226

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 For more information contact the Town of Thatcher or the Graham County Chamber of Commerce. Utilities Electricity: Thatcher Municipal Utilities 928.428.2290 Natural Gas: Graham County Utilities 928.485.2451 Propane: Griffen Propane 928.428.0071 Propane: Matlock Gas Co. 928.428.0641 Sewer: Thatcher Municipal Utilities 928.428.2290 Telephone: AT&T (statewide) 800.222.0400 Telephone: Qwest (statewide) 800.244.1111 Water: Safford Municipal Utilities 928.348.3100 Cable Providers: Yes Cable Internet Service: Yes Digital Switching Station: Yes Fiber Optics: Yes Internet Service Provider: Yes NOTE: Full high-speed wireless internet and phone services by all major providers For further information, contact: Town of Thatcher 3700 West Main Street Thatcher AZ 85552 Phone: (928) 428-2290 Website: www.thatcheraz.com Contact: Mr. Terry Hinton, Town Mgr. Graham County Economic Development Commission 1111 Thatcher Blvd. Safford, AZ 85546 Phone: (928) 428-2511 Website: www.graham-chamber.com This profile was prepared by the Arizona Department of Commerce in cooperation with local sources. 1700 W. Washington St., Ste. 600 Phoenix, AZ 85007 602.771.1100/FAX: 602.771.1200 http://www.azcommerce.com

227

SEAGO – TURNING POINT – CEDS 2010-2015 Greenlee County Incorporated and unincorporated areas

Greenlee County, Arizona‘s 14th county, was created in 1909 by an act of the 25th Territorial Assembly. The county was formed from the eastern portion of Graham County and named for Mason Greenlee, an early settler in the Clifton area. There was significant resistance to the formation of the new county because Graham County would lose considerable revenue as a result. As a compromise, Greenlee County was considerably smaller than originally proposed. Clifton is, and has always been, the county seat. Copper ore was discovered in the Clifton area in 1869, and claims and mines were established two years later. By 1918, most of the early copper mines – the King at Metcalf, the Longfellow claim near Clifton, the Shannon Copper Company holdings at Morenci – had been absorbed by the Arizona Copper Company. Later, Arizona Copper was purchased by Phelps Dodge Corp., which had developed its own mining and smelting interests in Morenci. In 2007, Phelps Dodge was acquired by Freeport McMoRan, which remains a major employer in the county. The topography consists of high mountain ranges, river valleys and desert terrain. The famed Coronado Trail (U.S. 191) twists and turns 117 miles from Clifton (elevation 3,466) north to Springerville in Apache County (elevation 6,856 feet) and affords breathtaking, panoramic views. In addition to the major contribution copper makes to the county‘s economy, ranching, agriculture and tourism are factors as well. Apache National Forest in the northern half of the county is home to deer, elk, antelope and bear. Hannagan Meadow, at 9,092 feet, and the Blue Range Primitive Area are popular for hunters and campers. Greenlee County covers 1,837 square miles. The vast majority of land is government-owned. The U.S. Forest Service controls 63.5 percent; the U.S. Bureau of Land Management, 13.6 percent; the state of Arizona, 14.8 percent; and individual or corporate ownership, only 8.1 percent. All of Greenlee County is an Enterprise Zone. Greenlee County At-A-Glance County Seat: Clifton 2008 Population: 8,950 2008 Labor Force: 4,400 Unemployment Rate: 4.5% Major Industries: Construction, Wholesale Trade, Retail Trade Best Paying Industries: Construction, Wholesale Trade, Retail Trade Sources: July 2008 Population Estimates, Strategic Investment and Research, Arizona Department of Commerce; and 2008 Preliminary Special Unemployment Report, Arizona Department of Commerce. 1990 2000 2008 Arizona 3,665,228 5,130,632 6,629,455 Greenlee County 8,008 8,547 8,950 Major Cities/Communities 228

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Clifton 2,840 2,596 2,616 Duncan 662 812 845 Morenci 1,799 1,879 N/A Source: U.S. Census Bureau and Arizona Department of Commerce, Strategic Investment and Research. Population Composition* Race % of total White 74.2% African American 0.5% Native American 1.7% Asian or Pacific Islander 0.2% Other 23.5% Totals 100.1% Hispanic Heritage* 43.1% Source: U.S. Census Bureau, April 1, 2000 Census Persons of Hispanic heritage may be of any race 2008 Civilian Labor Force Labor Force Unemployment Rate Arizona 3,132,667 5.5% Greenlee County 4,400 4.5% Major Cities/Communities Clifton 1,331 6.8% Duncan 353 5.1% Morenci 1,143 2.7% 2008 Employment by Sector Trade, Transportation, and Utilities 250 Goods Producing 4,075 Other Private Service-Providing 275 Government 550 2008 Total All Occupations Employment 5,490 Hourly Compensation Median Wage $20.45 Average Wage $21.46 Entry Wage * $15.13 Experienced ** $24.63 2008 Employment by Occupation Average Wages Employment Avg. Wages Office & Administrative 200 $16.31 Management 200 $ 40.40 229

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Food Preparation & Serving Related 30 $8.60 Transportation and Material Moving 70 $17.02 Business and Financial Operations 10 $20.49 Source:Prepared by the Arizona Department of Commerce, Strategic Investment and Research in cooperation with the U.S. Department of Labor, Bureau of Labor Statistics, July 2009 Major Employers Employer Employment Type Clifton Elementary Elementary and Secondary Clifton Education Clifton High School Elementary and Secondary Clifton Education Copperoom Restaurant & Lounge Restaurant Morenci Duncan Public Schools Elementary and Secondary Duncan Education Fairbanks School Elementary and Secondary Morenci Education Greenlee County Government Clifton Kempton Chevrolet, Buick, Geo New and Used Car Dealers Clifton Morenci Health Care Center Medical Doctors Office Morenci Morenci High School Elementary and Secondary Morenci Education Morenci Public Schools Elementary and Secondary Morenci Education Morenci Water and Electric Co. Electric Services Morenci Freeport McMoRan Copper & Gold Mining and Processing Morenci Town of Clifton Government Clifton Sources: Greenlee County Chamber of Commerce, Greenlee County Economic Development Electric Service Major Suppliers: Duncan Valley Electric Cooperative, Inc. (928) 359-2503 Morenci Water & Electric Co. (928) 865-2229 Natural Gas Service Major Suppliers: Duncan Valley Cooperative (800) 669-2503 Southwest Gas Corporation (800) 428-7324 Water and Sewer For information, see specific community profile or contact the local chamber of commerce directly. 230

SEAGO – TURNING POINT – CEDS 2010-2015 Telephone Major Suppliers: Copper Valley Telephone Co. (928) 865-2881 Qwest (800) 244-1111 Major Hospitals: Morenci Health Care Center, Morenci (928) 865-4511 Highways U.S. 70, U.S. 191, state Highway 75, state Highway 78 Bus Lines Greyhound Bus Lines (800) 231-2222 Rail Service Union Pacific Railroad (888) 870-8777 Air Service Major Airports Airport Name: Greenlee County (928) 865-4762 Location: Clifton-Morenci Functional Class: Community Service Elevation: 3,811' Ownership: Public Use: Public/Commercial Nav-aids: None Runway: 07/25 Length: 4,995' Width: 75' Surface: Asphalt Source: Arizona Department of Transportation, Arizona Airports Land Use Compatibility Study An 80-acre Greenlee County Industrial Park is located contiguous to the Town of Duncan. O‘Conner Field, a regional airport, is an excellent facility, midway between Phoenix and El Paso. First class regional highways and a major branch of the Union Pacific Railroad provide superb transportation facilities to Duncan and the upper Gila River area. For more information, call the Duncan town manager at (928) 359-2791. Industrial Development Authorities Industrial Development Authority of Greenlee County Mr. John Cuthbertson, President HCR Box 308 Duncan, AZ 85534 (928) 687-1532 Industrial Development Authority of Greenlee County Mr. Robert J. Hackett, Statutory Agent 3003 N. Central Ave., Suite 2600 Phoenix, AZ 85012-2913 (602) 916-5336/Fax: (602) 916-5999 Email: rhackett@fclaw.com

231

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Note: This information is as current as the date of this publication and was taken from reliable sources; however, we do not guarantee its completeness nor does the Arizona Department of Commerce endorse any particular individual. This information is provided as a service only. Commercial Banks National Bank of Arizona State Corporate Income Tax Corporate income tax rate is 6.968 percent effective for taxable years beginning from and after December 31, 2000. Source: Arizona Department of Revenue 2008 Property Tax Community School District City/Fire Countywide Total Clifton 6.19 2.83 0.62 $ 9.64 Duncan 8.71 0.77 0.62 $ 10.1 Morenci 1.82 0.00 0.62 $ 2.44 Source: Arizona Tax Research Foundation, 2008 (Rate is per $100 of assessed value) Sales Tax The state imposes a 5.6 percent transaction privilege (sales) tax on most business activities. Greenlee County imposes a .50% general sales tax. The community of Clifton has a 3.00% sales tax and the community of Duncan has a 2.00% sales tax. Source: League of Arizona Cities and Towns Payroll Tax Payroll taxes in Arizona are computed based on federal filing by employers and employees. Generally, withholding for state payroll taxes is between 10 and 32 percent of federal withholding based on employees' income. Source: Arizona Department of Revenue Greenlee County Economic Development P.O. Box 908 (928) 865-2072 Clifton, AZ 85533 FAX: (928) 865-4417 http://www.co.greenlee.az.us/ Email: kgale@co.greenlee.az.us Greenlee County Chamber of Commerce P.O. Box 1237 (928) 865-3313 Clifton, AZ 85533 Email: maryabeager@vtc.net County profiles are produced by Jan Brewer Donald E. Cardon, Director Governor of Arizona Arizona Department of Commerce

232

SEAGO – TURNING POINT – CEDS 2010-2015 CLIFTON/MORENCI Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Clifton and Morenci were established during the late 1800s as mining towns. They are in eastern Arizona, near the New Mexico border. Clifton incorporated in 1909, is the seat of Greenlee County and the birthplace of Geronimo, famous Apache warrior chief. Morenci boasts the largest open pit copper mine in the U.S. Elevations range from 3,464 feet in Clifton to 4,838 feet in Morenci, which is still unincorporated. FOUNDED: Late 1800s INCORPORATED: Clifton, Yes - 1909 COUNTY: Greenlee County INCORPORATED: Morenci, No ELEVATION: CLIFTON 3,464 ft. MORENCI 4,710 ft. DISTANCE TO PHOENIX: 207 miles DISTANCE TO TUCSON: 159 miles HIGHWAYS: US 70; US 191; SR 75 Enterprise Zone available POPULATION 1990 2000 2008 Clifton 2,840 2,596 2,616 Morenci 1,799 1,879 N/A Clifton/Morenci 4,639 4,475 N/A Greenlee County 8,008 8,547 8,950 Arizona 3,665,228 5,130,632 6,629,4554 Sources: AZ. Dept. of Economic Security and U.S. Census Bureau N/A: Not available PRINCIPAL ECONOMIC ACTIVITIES Mining and mineral processing dominate the economic picture in the Clifton/Morenci area, employing upwards of two-thirds of the workforce. The government and educational sectors are also major employers with about 200 employees. Clifton and Morenci are trade centers for tourists driving the popular Coronado Trail or touring the historic Chase Creek business district. While there are a large number of retail and service firms, they are not major employers. County Employment 2008 Goods Producing 4,075 Government 550 Other Private Service-Providing 275 Trade, Transportation, and Utilities 250 Sources: Arizona Department of Economic Security Figures are organized under the North American Industrial Classification System (NAICS). Major Private Employers Phelps Dodge/Morenci Major Public Employers 233

SEAGO – TURNING POINT – CEDS 2010-2015 Clifton Unified School District #3 Greenlee County Morenci Unified School District #18 LABOR FORCE DATA 1990 Clifton Civilian Labor Force 1,163 Clifton Unemployment Clifton Unemployment Rate 5.2% Morenci Civilian Labor Force Morenci Unemployment Morenci Unemployment Rate Source: Arizona Department of Economic Security Growth Indicators New Bldg. Permits Taxable Sales Net Assessed Value

($)

2000 1,156

2008 1,331

73 6.3%

91 6.8%

792 59 7.4%

1,127 84 7.5%

1,143 27 2.4%

1990 25*

2000 19*

2008 N/R 18.5 mil 7.1 mil

8.2 mil 5.1 mil

8.4 mil 4.6 mil

Sources: Arizona State University; AZ Dept. of Revenue; AZ Tax Research Foundation. * Incomplete data: One or more months not available NOTE: Morenci is an unincorporated community and does not have New Bldg. Permits, Taxable Sales or Net Assessed Value information. SCENIC ATTRACTIONS At the heart of the Clifton Townsite Historic District is Chase Creek with some of the bestpreserved examples of Arizona‘s Territorial Period architecture. In its heyday, Chase Creek‘s numerous saloons and gambling halls gave Clifton a reputation as the ―town tougher than Tombstone.‖ The spirit of those days remains, but with modern amenities. A museum and walking tour enhance the experience. The Coronado Trail cuts a path north through the Apache Sitgreaves National Forest which rises to 9,000 feet at the Mogollon Rim. The San Francisco River meanders through Clifton while the Gila River runs south through the grass-covered meadows of the Gila and Duncan valleys. Eagle Creek, the Blue and Black Rivers form local recreation sites. Popular activities are hunting, fishing and rock hounding. Morenci CLIFTON/MORENCI Community Profile TAXES Property Tax Rate Clifton Elementary/High School Clifton City/Fire District Countywide Totals $ 9.10 Morenci Elementary/High School Morenci City/Fire District Countywide 234

1990 $ 7.89 $ 0.00 $ 1.21 $ 9.33 $ 4.90 $ 0.00 $ 1.21

2000 2008 $ 8.42 $ 6.19 $ 0.00 $ 2.83 $ 0.91 $ 0.62 $ 9.64 $ 3.84 $ 1.82 $ 0.00 $ 0.00 $ 0.91 $ 0.62

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Totals $ 6.11 $ 4.75 $ 2.44 Source: Arizona Tax Research Foundation. Note: Tax rate per $100.00 assessed valuation. Sales Tax Rate Clifton 3.00% Morenci 0.00% County 0.50% State 5.60% Source: League of Arizona Cities and Towns, Arizona Dept. of Revenue. COMMUNITY FACILITIES The community offers a broad range of facilities. There are a variety of dining establishments, two libraries, one historical museum, two swimming pools, six parks, a gold course, a bowling alley, several tennis courts and two community centers. Educational Institutions Public Private Elementary Y N High School Y N Middle School Y N Financial Number of banks: 1 Government Fire Department: Volunteer Law Enforcement: Town Police Department/Greenlee County Sheriff Medical 24-hour urgent care available. Airport Residents of the Clifton/Morenci area have access to a local municipal airport with a lighted 4,900-foot runway. Hotel & Lodging Number of Rooms: 63 Meeting Rooms: 1 Capacity of Largest Facility: 75

Industrial Properties For more information contact the Greenlee County Chamber of Commerce. 235

SEAGO – TURNING POINT – CEDS 2010-2015 Utilities Electricity: Morenci Water & Electric Co. 520.865.3681 Natural Gas: Southwest Gas Corp. (statewide) 800.766.9722 Sewer: Clifton-Town of Clifton 520.865.4146 Telephone: Copper Valley Telephone 520.865.2881 Water: Morenci Water & Electric Co. 520.865.3681 Cable Providers: Yes Cable Internet Service: Yes Digital Switching Station: Yes Fiber Optics: Yes Internet Service Provider: Yes For further information, contact: Greenlee County Chamber of Commerce P.O. Box 1237 Clifton, AZ 85533 928.865.3313/FAX: 928.865.3313 Email: chamberdirector@vtc.net Web address: www.greenlee-chamber.com Greenlee County Economic Development P.O. Box 908 Clifton, AZ 85533 928.865.2027/FAX: 928.865.4417 Email: kgale@co.greenlee.az.us Web address: www.co.greenlee.az.us

236

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Duncan Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Duncan, astride the beautiful Gila River in scenic & historic Greenlee County, lies five miles from the AZ/New Mexico border.US Hwy. 70, the Old West Hwy. between Lordsburg, NM &Apache Junction, AZ, is the major route through Duncan. AZ 75 connects Duncan with Clifton, the County Seat, and Morenci, a major copper-producing town. Founded in 1883 with the coming of what is now Union Pacific Railroad is named after James Duncan Smith, a director of the Scottish based AZ Copper Co. (now Phelps Dodge), that began mining in the Clifton area in 1882. Duncan is now a small town ideally suited for families and retirees. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities Duncan is in the heart of Greenlee County's principal agricultural area, the verdant and fertile Duncan Valley. Some 10,000 acres are under irrigation and produce about 5,000 bales of cotton annually. Other crops are grains, potatoes, melons and chilis. Cattle continues to play an important role in the economy, both on dairy farms and on cattle ranches. The commercial sector consists of small retail and service establishments. Mining is also significant to the economy. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1883 Incorporated: 1938 Elevation: 3,535 Located in Greenlee County Distance to Major Cities: Phoenix: 204 miles Tucson: 166 miles Nearby Highways: HWYS US 70; SR 75 Enterprise Zone available Duncan Greenlee County Arizona

1990 662 8,008 3,665,228

County Employment 2008 Goods Producing 4,075 Government 550 Other Private Service-Providing 275 Trade, Transportation, and Utilities 250 Private Employers Freeport-McMoRan Copper & Gold 237

2000 812 8,547 5,130,632

2008 845 8,950 6,629,455

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Inc. Lunt's Dairy Union Pacific Railroad Public Employers Duncan Unified School District No. 3 Duncan Valley Electric Coop Greenlee County State of Arizona Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. 1990 New building permit data incomplete: One or more months not available; No report issued in 2000. Scenic Attractions The Old West Hwy. provides a historic and scenic drive through the nearby towns of Safford, Clifton and Morenci. On the Lazy B Ranch, near Duncan, is the largest fire-agate field in the nation. Surrounding hills are covered with geodes & other rocks to satisfy the most avid rockhound. Indian writings and other artifacts can be found in many of the box canyons and cliffs in the area. The Lazy B Ranch was the childhood home of Sandra Day O'Connor, the 1st woman appointed to the US Supreme Court. Also nearby is Swift Trail, which goes through the Pinaleno Mtns. capped by Mt. Graham at an elevation of 10,700 feet. Scenic Coronado Trail in the Apache Natl. Forest is also nearby as well as Morenci's open pit mines and Clifton's historic Chase Creek. Hunting & fishing are also popular pastimes. 1990 2000 2008 Civilian Labor Force 241 307 353 Unemployed 38 15 18 Unemployment Rate 15.8% 4.9% 5.1% Growth Indicators New Bldg. Permits Taxable Sales Net Assessed Value

($) ($)

1990 4 3.1 million 1.2 million

2000 0 3.8 million 1.3 million

2008 9 4.6 million 1.6 million

Duncan Community Profile Community Facilities Duncan has a library, parks, municipal swimming pool, senior center, golf course, racetrack and numerous tennis courts. School facilities include volleyball, basketball, track, baseball and softball fields, archery and tennis. Also available are stables and roping arenas.

238

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Financial Number of banks: 1 Government Fire Department: Volunteer Law Enforcement: Sheriff's Office Airports Greenlee County Municipal Airport with lighted/paved 5,000-ft. runway is 32 miles northwest. Medical One medical center, one hospital in Safford. Hotel & Lodging Number of Rooms: 6 Meeting Rooms: 4 Capacity of Largest Facility: 100 Industrial Properties: There is an 80 acre industrial park that is ready for development. This is located at O'Connor Field and undeveloped Airport. It is owned by the Town of Duncan. The Broadway of America Historic route 70 and AZ 75 run through Duncan. Duncan is centrally located between El Paso, Phoenix, and Tucson. Rail is available in Duncan. Educational Institutions Public Private Elementary Y N Middle School Y N High School Y N Utilities Electricity Duncan Valley Electric Cooperative 928.359.2503 Natural Gas Duncan Rural Service Cooperative 928.359.2442 Telephone Copper Valley 928.865.2881 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Duncan) 928.359.2791 Cable Providers: Y Digital Switching Station: Y Internet Service Provider: Y Cable Internet Service Provider: Y Fiber Optics: N Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation NOTE: School district participates in Gila Institute for Technology (GIFT). 239

SEAGO – TURNING POINT – CEDS 2010-2015 Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1901-2005. Average Total Snowfall 0.7". This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Town of Duncan P.O. Box 916 Duncan, AZ 85534 Phone: 928.359.2791, Fax: 928.359.9146 Email: alan.baker@town.duncan.az.us Website: www.townofduncan.com

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SEAGO – TURNING POINT – CEDS 2010-2015 Santa Cruz County Incorporated and unincorporated areas Santa Cruz County is Arizona‘s smallest, encompassing only 1,236 square miles. Created by the 20th Territorial Assembly in 1899, the county is named after the river that flows into Mexico from Arizona before winding back into Santa Cruz and Pima counties. The river was named Santa Cruz, which means Holy Cross in Spanish, by Father Kino in the 17th century. The fertile Santa Cruz Valley was populated by friendly Pima Indians when the Spaniards first arrived in the 1690s and established several missions, one of which, Tumacácori, is a national historical park. Nogales, which means walnuts in Spanish, was chosen the county seat and remains such today. There are strong commercial, religious and cultural ties between Nogales, Arizona, and its sister city across the border, Nogales, Sonora. It serves as one of the major gateways between the U.S. and Mexico and is expected to grow in importance as the North American Free Trade Agreement continues to be implemented. Tubac, founded in 1752 when the Spaniards built a presidio or fort, began as an early outpost for exploration and evolved to silver and gold mining and ranching in the 1800s. Recognized as Arizona‘s first European settlement, it was here that The Weekly Arizonian, the first newspaper of what became the territory of Arizona, was published. It is also home to Arizona‘s first state park – Tubac Presidio State Historic Park. Since the late 1940s, the community has gained a reputation as one of the premier artisan communities in the state, with more than 120 shops, studios and galleries in Tubac and neighboring communities of Amado and Tumacácori. Given its border location, tourism, international trade, manufacturing and services are the county‘s principal industries. All of Santa Cruz County is an Enterprise Zone. The U.S. Forest Service and Bureau of Land Management own 54.6 percent of the land; the state of Arizona, 7.8 percent; individual or corporate ownership, 37.5 percent. Santa Cruz County At-A-Glance County Seat: Nogales 2008 Population: 47,471 2008 Labor Force: 17,422 Unemployment Rate: 9.3% Major Industries:* Retail Trade, Public Administration, Wholesale Trade Best Paying Industries:* Health Care & Social Assistance, Public 241

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Administration, Wholesale Trade Sources: July 2008, Population Estimates, Strategic Investment and Research, Arizona Department of Commerce; and 2008 Preliminary Special Unemployment Report, OES Report, Arizona Department of Commerce.

Arizona Santa Cruz County

1990 3,665,228 29,676

2000 5,130,632 38,391

2008 6,629,455 47,471

Major Cities/Communities Nogales 19,489 20,878 21,709 Patagonia 888 881 934 Rio Rico* 1,4071 10,4132 N/A Tubac 902 949 N/A Source: U.S. Census Bureau and Arizona Department of Commerce, Strategic Investment and Research. * Local sources estimate Rio Rico 2000 population at 12,800 based on residential utility connections. 1 - 1990 Census included Rio Rico East as the only Census Designated Place (CDP) 2 - 2000 Census, included Rio Rico Northeast, Northwest, Southeast, Southwest CDPs Age Distribution % of total 0-14 28.2% 15-24 13.6% 25-44 26.6% 45-64 20.8% 65+ 10.7% Source: U.S. Census Bureau, April 1, 2000 Census Population Composition* Race % of total White 76.0% African American 0.4% Native American 0.7% Asian or Pacific Islander 0.6% Other 22.3% Totals 100.0% Hispanic Heritage* 80.8% Source: U.S. Census Bureau, April 1, 2000 Census Persons of Hispanic heritage may be of any race

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 2008 Civilian Labor Force Labor Force Unemployment Rate Arizona 3,132,667 5.5% Santa Cruz County 18,250 9.3% Major Cities/Communities Nogales 9,171 12.1% Patagonia 467 7.3% Rio Rico Northeast CDP 1,425 10.7% Source: Arizona Dept. of Commerce, Strategic Investment and Research, December 2008 Special Unemployment Report. 2008 Employment by Sector Goods Producing 950 Private Service-Providing 3,650 Government 3,700 Trade, Transportation & Utilities 6,125 Source:Prepared in cooperation with the U.S. Department of Labor, Bureau of Labor Statistics, Arizona Department of Commerce, Strategic Investment and Research. Figures are organized under the North American Industrial Classification System (NAICS). 2008 Total All Occupations Employment 15,250 Hourly Compensation Median Wage $12.08 Average Wage $16.15 Entry Wage * $7.82 Experienced ** $20.32 2008 Employment by Occupation Average Wages Employment 3,090 230

Avg. Wages $12.14 $14.66

Office & Administrative Support Construction & Extraction Food Preparation & Serving Related 1000 $8.66 Sales & Related 3,190 $13.98 Transportation & Material Moving 1,310 $12.16 Healthcare Practitioner & Technical 160 $26.54 Installation, Maintenance & Repair 430 $15.63 Protective Service 1,070 $24.36 Management 790 $38.59 Building & Maintenance 570 $10.35 Production 520 $10.39 Personal Care & Service n/a $13.34 Source:Prepared by the Arizona Department of Commerce, Strategic Investment and Research in cooperation with the U.S. Department of Labor, Bureau of Labor Statistics, July 2009 243

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 * 10th percentile ** 75th percentile Major Employers Employer Employment Type Canchola Foods Company, Nogales Retail Carondelet Holy Cross Hospital, Nogales Health Services Immigration and Naturalization Service, Nogales Government City of Nogales, Nogales Government District 35 Public Schools, Tubac School Nogales Unified School District, Nogales School Santa Cruz County, Nogales Government Wal-Mart Discount Cities, Nogales Trade United Musical Instruments, Nogales Manufacturing United States Customs Service, Nogales Government Source: Nogales/Santa Cruz County Chamber of Commerce Electric Service Major Suppliers: Citizens Utilities Co. (520) 281-1212 Natural Gas Service Major Suppliers: Citizens Utilities Co. (520) 281-1212 Water and Sewer For information, see specific community profile or contact the local chamber of commerce directly. Telephone Major Suppliers: Qwest (800) 244-1111 Major Hospitals: Carondelet Holy Cross Hospital, Nogales (520) 285-3000 Tucson, in Pima County, has many additional hospitals. Highways Interstate 19, state Highway 82, state Highway 83, state Highway 289 Bus Lines Citizens Express Lines (520) 398-2100

Rail Service Union Pacific Railroad (freight only) (888) 870-8777

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SEAGO – TURNING POINT – CEDS 2010-2015 Trucking Service Arkansas Best Freight Systems (ABF) Freight System Inc., C-Bar Hauling, Con-Way Western Express, Consolidated Freight Ways, Medina‘s Trucking, Orion Transystems LLC, Roadway Express Inc., Yellow Freight System Inc. Air Service Major Airports Airport Name: Nogales International (520) 761-7886 Functional Class: Business Service Elevation: 3,932' Ownership: Public Use: Public/Commercial/Military Nav-Aids: TVOR/NDB Runway: 03/21 Length: 7,200' Width: 100' Extension to 7,200‘ Surface: Asphalt Source: Arizona Department of Transportation, Arizona Airports Land Use Compatibility Study Nogales There are five industrial parks (500 acres) with utilities and transportation available. For information, contact the Nogales/Santa Cruz County Chamber of Commerce, (520) 2873685. Rio Rico Rio Rico has one industrial park with 256 acres available for light industry, warehousing and produce distribution. All utilities are available, and there is easy access to the Southern Pacific Railroad and I-19. A neighborhood business park with 47.5 acres is available for light industry, warehousing and neighborhood-type businesses. Contact the Nogales/Santa Cruz County Chamber of Commerce, (520) 287-3685. Industrial Development Authorities Industrial Development Authority of Santa Cruz County Sherman Montgomery, President 128 Paseo de Golf Green Valley, AZ 85614 (520) 399-9356 Mr. Gregory Droeger, Statutory Agent 274 West Viewpoint Drive Nogales, AZ 85621 (520) 281-1886/Fax: (520) 281-1820 Note: This information is as current as the date of this publication and was taken from reliable 245

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 sources; however, we do not guarantee its completeness nor does the Arizona Department of Commerce endorse any particular individual. This information is provided as a service only. Commercial Banks Bank of America Wells Fargo Bank Chase State Corporate Income Tax Corporate income tax rate is 6.968 percent effective for taxable years beginning from and after December 31, 2000. Source: Arizona Department of Revenue 2008 Property Tax Community School District City/Fire Countywide Total Nogales* 6.50 3.25 3.71 13.46 Patagonia 5.53 0.00 3.71 9.24 Rio Rico 6.70 2.92 3.71 13.33 Tubac 6.70 2.64 3.71 13.05 * The Nogales Suburban F.D. has a rate of 3.25. Source: Arizona Tax Research Foundation, 2008 (Rate is per $100 of assessed value) Sales Tax The state imposes a 5.6 percent transaction privilege (sales) tax on most business activities. Santa Cruz County has a 1% general sales tax. Nogales has a 2.00% city sales tax. Patagonia has a 3.00% city sales tax. Patagonia has an additional 3.00 percent hotel/motel tax. Source: League of Arizona Cities and Towns Payroll Tax Payroll taxes in Arizona are computed based on federal filing by employers and employees. Generally, withholding for state payroll taxes is between 10 and 32 percent of federal withholding based on employees' income. Source: Arizona Department of Revenue Nogales/Santa Cruz County Chamber of Commerce 123 W. Kino Park Nogales, AZ 85621 (520) 287-3685/FAX: (520) 287-3688 www.nogaleschamber.com info@thenogaleschamber.com Patagonia Area Business Association (PABA) P.O. 241 Patagonia, AZ 85624 www.patagoniaaz.com 246

SEAGO – TURNING POINT – CEDS 2010-2015 Tubac Chamber of Commerce P.O. Box 1866 Tubac, AZ 85646 (520) 398-2704 www.tubacaz.com carol@tubacaz.com County profiles are produced by Reproduction of this publication for commercial use is prohibited by A.R.S. 39-121. Permission to reprint may be granted upon written request to the Arizona Department of Commerce. 12/09

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Nogales Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Nogales, Arizona, and its twin city, Nogales, Sonora, Mexico, are on the international border separating the United States and Mexico. The Arizona city serves as both the economic capital and the county seat of Santa Cruz County, the smallest and southernmost of Arizona's counties. The city is in a mountainous setting at an elevation of 3,865 feet. Nogales was established in 1880 by Jacob and Isaac Isaacson, who built a trading post along the border. Two years later, Nogales was the site of the first rail connection between Mexico and the United States. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau Principal Economic Activities International commerce is important to Nogales‘ economy. Over 60 percent of Nogales' sales tax comes from Mexican shoppers crossing the border daily. Nogales and its sister city, Nogales, Sonora, Mexico, are home to one of the largest cooperative manufacturing (maquiladora) clusters. Maquiladoras enable American manufacturing plants located on both sides of the border to take advantage of favorable wage and operating costs and excellent transportation and distribution networks. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). A Main Street and REDI accredited community Founded: 1880 Incorporated: 1893 Elevation: 3,865 Located in Santa Cruz County Distance to Major Cities: Phoenix: 179 miles Tucson: 67 miles Nearby Highways: HWYS I-19; SR 82 Enterprise Zone available 1990 2000 2008 Nogales 19,489 20,878 21,709 Santa Cruz County 29,676 38,381 47,471 Arizona 3,665,228 5,130,632 6,629,455 County Employment 2008 Trade, Transportation, and Utilities 6,125 Government 3,700 Other Private Service-Providing 3,650 Goods Producing 950 Private Employers 248

SEAGO – TURNING POINT – CEDS 2010-2015 Home Depot Wal-Mart Supercenter Public Employers USPS - Postal Service Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. N/R: Not report. Scenic Attractions Santa Cruz County and the city of Nogales have 200 properties listed in the National Register of Historic Sites, two of which are Tumacacori National Monument, visited by Father Kino in 1691; and Tubac Presidio, established by the Spanish in 1752 on an Indian village site. Other sites are the Old Tubac Schoolhouse, Old Nogales City Hall, Santa Cruz County Courthouse, and Patagonia Railroad Depot. The PatagoniaSonoita Creek Sanctuary, 19 miles east, attracts worldwide visitors to see its diverse bird life. Nogales‘ original city hall houses Pimeria Alta Historical Society Museum. Nearby are Parker Canyon, Pena Blanca Lake and Patagonia Lake State Park. Visitors also enjoy area ghost towns and mining camps. Nogales, Sonora, offers curio shops, first-class restaurants and night clubs. 1990 2000 2008 Civilian Labor Force 8,471 7,406 9,171 Unemployed 1,535 752 1,111 Unemployment Rate 18.1% 10.2% 12.1% Growth Indicators 1990 2000 2008 New Bldg. Permits 193 N/R N/R Taxable Sales ($) 291.4 million 419.8 million N/R Net Assessed Value ($) 65.1 million 94.2 million 9.7 million Copyright © 2009 Arizona Department of Commerce. All Rights Reserved. Nogales Community Profile Community Facilities The City of Nogales has a wide range of community facilities including nine parks, a museum, an art gallery, four recreation centers, four swimming pools, eight athletic fields, a library, six tennis courts and four nearby golf courses. Financial Number of banks: 6 Government Fire Department: Staffed City/Local Fire Department Law Enforcement: City Police Department Airports Nogales International Airport: 7,200-ft. runway. Terminal has: customs facility/passenger waiting and coffee shop. Medical Three regional health care facilities. 249

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Hotel & Lodging Number of Rooms: 900 Meeting Rooms: 30 Capacity of Largest Facility: 500 Industrial Properties: There are five industrial parks (500 acres) with utilities and transportation available. Contact the Nogales/Santa Cruz County Economic Development Foundation, Inc. Educational Institutions Public Private Elementary Y N Middle School Y N High School Y N Utilities Electricity Citizens Utilities Co. (Nogales area) 520.281.1212 Natural Gas Citizens Utilities Co. (Nogales area) 520.281.1212 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Nogales) 520.287.6574 Cable Providers: Y Digital Switching Station: Y Internet Service Provider: Y Cable Internet Service Provider: N Fiber Optics: Y Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1952-2005. Average Total Snowfall 0.4". This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Nogales/Santa Cruz County Chamber of Commerce 123 W. Kino Park Nogales, AZ 85621 Phone: 520.287.3685, Fax: 520.287.3687 Email: info@thenogaleschamber.com Website: www.nogaleschamber.com City of Nogales 777 Grand Ave. Nogales, AZ 85621 Phone: 520.287.6571, Fax: Nogales Community Development Corp. 124 B North Terrace Ave Nogales, AZ 85621 250

SEAGO – TURNING POINT – CEDS 2010-2015 Phone: 520.397.9219, Fax: 520.397.9217 Email: yvonne@mchsi.com Website: www.nogalesusa.com

Patagonia Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE Patagonia, approximately 18 miles north of the international border, lies in a narrow valley surrounded by the Santa Rita Mountains to the north and the Patagonias to the south. This contemporary town was founded in 1898 by Rollin R. Richardson. Both the town and the mountains take their name from the Patagonia Mine. Principal Economic Activities Wholesale, retail trade and services are the major economic activities in Santa Cruz County. Patagonia‘s largest employment sector is retail trade and services. The business district is concentrated around state Highway 82, which passes through the town‘s center. Extensive mineral exploration is being conducted in the area. Construction activity is expected to increase with the building of numerous planned communities within 15 miles. The area has some of the finest ranches in the Southwest. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1898 Incorporated: 1948 Elevation: 4,044 Located in Santa Cruz County Distance to Major Cities: Phoenix: 174 miles Tucson: 61 miles Nearby Highways: HWYS I-19; SR 82 Enterprise Zone available 1990 2000 2008 Patagonia 888 881 934 Santa Cruz County 29,676 38,381 47,471 Arizona 3,665,228 5,130,632 6,629,455 County Employment 2008 Trade, Transportation, and Utilities 6,125 Government 3,700 Other Private Service-Providing 3,650 Goods Producing 950 Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. NOTE: No report for 2000 New building permit data; 2008 New building permit data incomplete: One or more months not available. Scenic Attractions Nearby points of interest include recreational areas of the Coronado National Forest, the Santa Rita Mountains and the Patagonia Mountains. Lake Patagonia and Parker Canyon Lake provide facilities for fishing, boating, camping and picnicking. Patagonia‘s five art galleries feature many local artists. The

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Patagonia-Sonoita Creek Sanctuary features 300 species of birds. Santa Cruz County has many National Register sites, two from the Spanish colonial period: Tumacacori National Monument and Tubac Presidio, a State Historic Park. Another National Register site is the 1885 Old Tubac Schoolhouse. Other nearby historic sites are Calabasas, an Indian village, and Guevavi Mission Ruins, the center of Jesuit mission activities in Arizona. Within 20 miles are numerous ghost towns.

Civilian Labor Force Unemployed Unemployment Rate

1990 417 24 5.8%

2000 380 23 6.1%

2008 467 34 7.3%

Growth Indicators New Bldg. Permits Taxable Sales Net Assessed Value

1990 22 2.4 million 3.1 million

2000 0 5.3 million 2.6 million

2008 0 8.1 million 4.5 million

($) ($)

Patagonia Community Profile Community Facilities The Town of Patagonia offers a range of community facilities including a library, swimming pool, parks, art galleries, restaurants, book stores, a winery, jewelry and gift stores, florists, food stores, an RV park, Post Office, service station, coin-laundry, and three churches. Financial Banking services are available in nearby Sonoita, 12 miles northeast Government Fire Department: Volunteer Law Enforcement: City Police Department Airports Nogales International Airport with a 7,200-ft. runway is located 11 miles southwest of Patagonia Medical The local Family Health Center Clinic, with two physicians and volunteer EMTs.

Hotel & Lodging Number of Rooms: 43 Meeting Rooms: 3 Capacity of Largest Facility: 100 Industrial Properties: For more information contact the Town of Patagonia, the Patagonia Community Association or the Nogales-Santa Cruz County Chamber of Commerce. Educational Institutions Public Private 252

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Elementary Middle School High School

Y Y Y

N N N

Utilities Electricity Sulphur Springs (Patagonia) 520.394.2051 Natural Gas Citizens Gas (Patagonia) 520.281.1212 Propane Amerigas (Patagonia) 520.281.1418 Propane Barnett Gas 800.722.2302 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Municipal (Patagonia) 520.394.2229 Cable Providers: N Digital Switching Station: N Internet Service Provider: N Cable Internet Service Provider: N Fiber Optics: N Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1910-2005. Average Total Snowfall 5.4". Nearest data available from Canelo 1 NW, AZ. This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Nogales/Santa Cruz County Chamber of Commerce 123 W. Kino Park Nogales, AZ 85621 Phone: 520.287.3685, Fax: 520.287.3687 Email: info@thenogaleschamber.com Website: www.nogaleschamber.com Patagonia Area Business Association (PABA) P.O. Box 241 Patagonia, AZ 85624 Phone: 520.394-2524, Fax: Website: www.patagoniaaz.com

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SEAGO – TURNING POINT – CEDS 2010-2015 Rio Rico Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Rio Rico (―rich river‖) is a planned community located in Santa Cruz County, 57 miles south of Tucson and 12 miles north of Mexico. The community's 39,000 acres roll gently down from the Santa Rita Mountains through the San Cayetano Foothills westward to the Santa Cruz River. The area around and including Rio Rico was once part of the Baca Float, a tract of approximately 100,000 acres granted by the U.S.Congress to the heirs of Luis Maria Baca as the result of an early, unclear grant from the Spanish government. The community had its beginnings in 1969 and has continued to grow at a steady pace with the influx of tenants to the Rio Rico South Industrial Park. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau 1990 Rio Rico East CDP, 2000 Rio Rico NE/NW/SE/SW CDP. N/A: Population estimates for this community are not available. Principal Economic Activities Rio Rico's South Industrial Park has 256 acres, with 100 acres serving produce and distribution warehouses and manufacturing firms. The Rio Rico commercial area is 544 acres, which includes Rio Rico Resort (with tennis and 18-hole championship golf course) and a commercial center containing a supermarket, restaurant and specialty shops. Because of its proximity to Mexico, Rio Rico has become a stopping place, increasing the importance of tourism. A new active adult community is being planned. Source: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). Founded: 1969 Incorporated: No Elevation: 3,481 Located in Santa Cruz County Distance to Major Cities: Phoenix: 168 miles Tucson: 57 miles Nearby Highways: HWYS I-19 Enterprise Zone available 1990 2000 2007 Rio Rico 1,407 10,413 N/A Santa Cruz County 29,676 38,381 46,907 Arizona 3,665,228 5,130,632 6,500,194 County Employment 2007 Trade, Transportation, and Utilities 5,800 Other Private Service-Providing 3,975 254

SEAGO – TURNING POINT – CEDS 2010-2015 Government 3,675 Goods Producing 1,000 Labor Force Data Source: Arizona Department of Commerce Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. Scenic Attractions Rio Rico is in an area where Spanish and Indian families lived generations before the American Revolution and where Arizona history began. Area attractions include Tumacacori National Monument, visited by Father Kino in 1691; Tubac Presidio, established in 1752 by the Spanish; the walking/equestrian ―Anza trail‖ along Juan Bautista de Anza‘s route; Aliso Springs, a Mexican ranch site and the site of prehistoric occupation; Salero Mine; and Santa Rita Hacienda, a mining/ranching center during Spanish and Mexican periods. Also nearby are Fort Crittendon, Duquesne and Washington Camp ghost towns, Pena Blanca and Patagonia Lakes, Madera Canyon, Mt. Wrightson and Coronado National Forest. The Calabasas Mission Ruins, located in Rio Rico, were dedicated to the National Park Service in 1997. 1990 2000 2007 Civilian Labor Force 764 3,166 4,616 Unemployed 21 318 329 Unemployment Rate 2.7% 10.0% 7.1% Growth Indicators 1990 2000 2007 Net Assessed Value ($) 22.3 million 35.1 million 64 million Copyright © 2008 Arizona Department of Commerce. All Rights Reserved. Rio Rico Community Profile Community Facilities Rio Rico offers a broad range of community facilities including a park, a recreation center, children's playground, riding stables, one swimming pool, one 18-hole golf course, a little league baseball park, and several basketball, tennis, shuffleboard and racquetball courts. The Rio Rico Shopping Plaza has a supermarket, two restaurants, a video store, flower and gift shop, travel agency, insurance agency, and beauty salon. Rio Rico also has a new Senior Citizens' Center. Financial Government Fire Department: Volunteer Law Enforcement: Sheriff's Office Medical Complete facilities available in Nogales. Hotel & Lodging Number of Rooms: 180 Meeting Rooms: 5 Capacity of Largest Facility: 500 Industrial Properties:

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 There is one industrial park with 256 acres available for light industry, warehousing and produce distribution. All utilities are available, and there is easy access to the Southern Pacific Railroad and I-19. A neighborhood business park with 47.5 acres is available for light industry, warehousing and neighborhood-type businesses. Educational Institutions Public Private High School Y N Utilities Electricity Citizens Utilities Co. (Nogales area) 520.281.1212 Natural Gas Citizens Utilities Co. (Nogales area) 520.281.1212 Telephone Qwest (statewide) 800.244.1111 Water & Sewer Rio Rico Utilities 520.281.7000 Cable Providers: Y Digital Switching Station: N Internet Service Provider: Y Cable Internet Service Provider: N Fiber Optics: N Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1952-2005. Average Total Snowfall 0.4". Nearest data available from Nogales 6 N, AZ. This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Nogales/Santa Cruz County Chamber of Commerce 123 W. Kino Park Nogales, AZ 85621 Phone: 520.287.3685, Fax: 520.287.3687 Email: info@thenogaleschamber.com Website: www.nogaleschamber.com

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Tubac Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

Tubac, in south central Arizona, is 23 miles north of the international border at Nogales & 50 miles south of Tucson. It lies in the Santa Cruz River Valley & is bordered by Santa Rita, Tumacacori & San Cayetano mountains. Tubac has been home to at least five distinct cultures: Hohokam (300-1400 AD);O'odham (Pima and Papago) in the 1500s; Spanish (1752-1821); Mexican (1821-1853); & American ( 1853-present). Tubac's fortunes rose & fell with the establishment & withdrawal of military forces from 1752 through the surrender of Geronimo in 1866. Today, it is a thriving artist center. It's motto, "Where Art & History Meet," can be found throughout the community. Basic Information Population Sources: Arizona Department of Commerce and US Census Bureau N/A: Population estimates for this community are not available. Principal Economic Activities Art, tourism & retirees are important to Tubac's economy. This internationally known artists colony & historic site hosts a variety of special events annually including: Festival of the Arts (Feb.); Art Walk (March); Anza Days (Oct.); Tubac-An Art Experience (Nov.); Las Fiesta de Tumacacori & Luminaria/Fiesta Navidad (Dec.). The Tubac Festival of the Arts is the oldest art fair in the state & hosts artists & craftspeople from all over the country during the 9-day event. Source: Arizona Department of Commerce Figures are organized under the North American Founded: 1752 Incorporated: No Elevation: 3,200 Located in Santa Cruz County Distance to Major Cities: Phoenix: 160 miles Tucson: 50 miles Nearby Highways: HWYS I-10, I-19 Enterprise Zone available

Tubac Santa Cruz County Arizona

1990 N/A 29,676 3,665,228

County Employment 2008 Trade, Transportation, and Utilities 6,125 Government 3,700 Other Private Service-Providing 3,650 257

2000 949 38,381 5,130,632

2008 N/A 47,471 6,629,455

SEAGO – TURNING POINT – CEDS 2010-2015 Goods Producing 950 Labor Force Data Source: Arizona Department of Commerce 1990 Labor Force data unavailable Sources: Arizona State Univ., AZ Dept. of Revenue, AZ Tax Research Assoc. Scenic Attractions Tubac, where Spanish & Native American families lived long before the American Revolution, is home of the Tubac Presidio State Historic Park, Arizona's first state park. Site of the first European settlement in Arizona, the Tubac Presidio was established in 1752 & features a museum & preserved structures tracing the history of Tubac from prehistoric times to the present. Los ubaquenos, the on-site living history group, can be seen every Sunday afternoon from Oct. to April. Contact (520)398-2252 for more info. Nearby are Tumacacori Natl. Historical Park, Fred Lawrence Whipple Observatory & Smithsonian Institution at Amado, ruins of old Ft. Crittendon & mining camps such as Duquesne & Washington Camp-now ghost towns. 1990 2000 2008 Civilian Labor Force 0 326 399 Unemployed 0 11 17 Unemployment Rate 0.0% 3.4% 4.3% Growth Indicators 1990 2000 2008 Net Assessed Value ($) 21.9 million 40.4 million 113.3 million Copyright © 2009 Arizona Department of Commerce. All Rights Reserved. Tubac Community Profile Community Facilities The community of Tubac offers a broad range of community facilities including two museums located at the Tubac Presidio State Historic Park & the Tumacacori Natl. Historic Park (3 miles south of Tubac), Tubac Golf Resort, Tubac Center of the Arts (with workshops and exhibits). Tubac Historical Society & Research Library, Santa Cruz County Public Library, the Tubac Community Center. Financial Government Fire Department: Staffed City/Local Fire Department Law Enforcement: Sheriff's Office Medical Full facilities available in nearby towns. Hotel & Lodging Number of Rooms: 92 Meeting Rooms: 5 Capacity of Largest Facility: 75

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Industrial Properties: For more information contact the Tubac Chamber of Commerce. Educational Institutions Public Private Elementary N Y Utilities Electricity Citizens Utilities (Tubac) 520.281.1212 Natural Gas Citizens Utilities (Tubac) 520.281.1212 Sewer Septic tanks Telephone Qwest (statewide) 800.244.1111 Water Citizens Utilities (Tubac) 520.281.1212 Cable Providers: Y Digital Switching Station: Y Internet Service Provider: Y Cable Internet Service Provider: N Fiber Optics: Y Taxes Source: Arizona Tax Research Association Note: Tax rate per $100 assessed valuation Sources: League of Arizona Cities & Towns, Arizona Dept. of Revenue Weather Source: Western Regional Climate Center Western Regional Climate Center, wrcc@dri.edu. Period of record 1948-2004. Average Total Snowfall .7". Nearest data available from Tumacacori Natl. Monument, AZ. This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. For further information contact: Tubac Chamber of Commerce P.O. Box 1866 Tubac, AZ 85646 Phone: 520.398.2704, Fax: Email: carol@tubacaz.com Website: www.tubacaz.com

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SEAGO – TURNING POINT – CEDS 2010-2015 E. San Carlos Apache Tribe SAN CARLOS APACHE RESERVATION Community Profile Prepared by the ARIZONA DEPARTMENT OF COMMERCE

San Carlos Apache Reservation San Carlos Apache Indian Reservation spans Gila, Graham and Pinal counties in southeastern Arizona. It was first established as a reservation by President Grant's Executive Order in 1871. Apaches are descendants of the Athabascan family, which migrated to the Southwest in the 10th century. Many bands of Apache, as well as Mohave and Yuma Indians, were relocated from their traditional homelands, extending through wide areas of Arizona and New Mexico, to the reservation. Later, separate reservations were created for Mohave and Yuma tribes. FOUNDED: 1934 DISTANCE TO PHOENIX: 110 miles HIGHWAYS: ST 70, ST 60 INCORPORATED: No ELEVATION: 2,500 feet DISTANCE TO TUCSON: 120 miles COUNTY: Gila County POPULATION 1990 2000 2008 Gila County Arizona 7,294 40,216 3,665,228 9,385 N/A 51,335 5,130,632 57,361 6,629,455 Reservation San Carlos Apache Sources: Arizona Department of Commerce and U.S. Census Bureau. N/A: Population estimates for this community are not available. PRINCIPAL ECONOMIC ACTIVITIES Government agencies are the major employers on the San Carlos Indian Reservation. The federal government employs many residents in its delivery of health, education and economic services. Numerous tribal enterprises, the tribal administration, and the San Carlos Unified School District also provide employment. The Apache Gold Casino Resort offers approximately 450 jobs to tribal members and non-members in surrounding communities. Other industry include umbering, tourism and recreation.

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 County Employment 2008 Goods Producing 2,550 Government 5,000 Other Private Service-Providing 4,625 Trade, Transportation, and Utilities 2,375 Sources: Arizona Department of Commerce Figures are organized under the North American Industrial Classification System (NAICS). The San Carlos Reservation is a scenic adventure ranging from desert to alpine meadows. The area is blessed with a wide variety of geological, historical and recreational attractions. U.S. 60, the direct route between Show Low and Globe, cuts through the Salt River Canyon, often referred to as the mini Grand Canyon. Whitewater rafting, kayaking and canoeing are popular as the snow melt fills the river. Also on the reservation are found more than 100 small ponds, called tanks, and many other lakes and streams. Talkalai Lake is fully stocked and fishing for trout, bass, channel catfish, crappie and bluegill is excellent throughout the reservation (permits are required). The temperate climate makes hunting for big and small games, such as elk, bighorn sheep, javelina and antelope. SCENIC ATTRACTIONS LABOR FORCE DATA 1990 2000 2008 Civilian Labor Force Unemployed Unemployment Rate 1,811 382 21.1% 2,418 N/A 450 N/A 18.6% N/A Sources: Arizona Department of Commerce. SAN CARLOS APACHE RESERVATION Community Profile The State of Arizona does not tax Indian lands and Indian owned property on reservations. Incomes of Indians residing on reservations are not taxed by the State if wholly derived from reservation sources. The Federal Government does not exempt individual Indians from income or other federal taxes. Indian people of Arizona are also exempt from state and local sales taxes on consumer goods purchased on the reservation, unless such taxes are imposed by the tribal government. However, the State of Arizona collects taxes from reservation residents on sales of gasoline, electricity, natural gas, and telephone service. TAXES COMMUNITY FACILITIES The San Carlos Apache Tribe offers a wide range of community facilities including a library, four Chapter Houses, two rodeo arenas, six ball fields, a community swimming pool, one convenience store, Bashas' Supermarket, Texaco, Apache Gold Casino, and a Laundromat. 261

SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 Educational Institutions Public Private Elementary Y N High School Y N Number of Banks: 0 Financial Fire Department: Volunteer Law Enforcement: San Carlos Apache Reservation Airports: See Gila County profile for detailed information on airports. Hotel and Lodging Facilities Number of Rooms: Meeting Rooms: Capacity of Largest Facility: 400

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Medical There is a Public Health Service Hospital with 32 beds, seven doctors and two dentists. Governmental Agencies Airports There is one industrial park with water and natural gas available. The Southern Pacific Railroad, U.S. 70 and an airstrip are nearby. Contact the Planning & Economic Development Office at (928) 475-2331 for more information. Utilities Industrial Properties Electricity APS (Statewide) 800.253-9405 Graham County Utilities 928.485.2451 San Carlos Irrigation Proj. (Apache) 928.475.2214 Natural Gas Southwest Gas Corp. (statewide) 800.766.9722 Telephone San Carlos Apache Telecomm. Utility 928.475.2433 Cable Providers: Yes Cable Internet Service Provider: No Digital Switching Station: No Fiber Optics: Yes Internet Service Provider: Yes 1700 W. Washington, Suite 600 Phoenix, AZ 85007 602.771.1100 FAX: 602.771.1200 http://www.azcommerce.com/ For further information, contact: This profile was prepared by the Arizona Department of Commerce Communications Division in cooperation with local sources. San Carlos Apache Tribe, Planning & Economic Development Office P.O. Box "O" San Carlos, AZ 85550 262

SEAGO – TURNING POINT – CEDS 2010-2015 928.475.2331 Fax: 928.475.2451 Prepared on 9/2009 Western Regional Climate Center, wrcc@dri.edu Period of record 1948-2004. Average Total Snowfall 0.2". Nearest data available from San Carlos Reservoir, AZ.

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION VI Implementation plan A. CEDS PROCESS 1. A CEDS Strategy Committee has been meeting for over two years and decided, over the course of several meetings and discussions to update the Project Implementation Plan for 2010-2015 and seek broad support from the member entities. . 2. Please note that not all projects were evaluated formally and their connection (or lack thereof) to local priorities is omitted. GOAL A: Facilitate/Build Regional Competitiveness Strategy A1- Promote workforce development/training for a high performance economy; Strategy A2- Promote infrastructure readiness for quality job retentionjob creation; Strategy A3- Facilitate state-local development review process to enhance fairness and predictability; Strategy A4- Promote access to affordable early-stage capital for regional businesses – particularly for start-up businesses; and Strategy A5- Facilitate a climate of business development support throughout the entire SEAGO Region. GOAL B: Define the Competitive Difference in SEAGO Region: Strategy B1- Promote job retention to solidify the regional job base; Strategy B2- Promote strategic business expansion and recruitment to diversify the regional job base; Strategy B3- Facilitate technology and business incubator-centers of innovation with strategic partners to encourage entrepreneurship; Strategy B4- Develop options to enhance work force housing throughout the SEAGO region; and Strategy B5- Preserve and enhance regional quality of life.

3. PROGRAM STRATEGY IMPLEMENTATION ACTION PLAN A. CEDS Process Qualitative-Implementation Indicators  1.

Complete the necessary steps to establish a permanent and flexible CEDS planning process and have the essential elements of this permanence in place by the end of CEDS operating year #1.

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SEAGO – TURNING POINT – CEDS 2010-2015

Establish a permanent CEDS Committee, by December 31, 2011.

Complete first year CEDS work plan by December 31, 2011

Establish a protocol process (e.g. similar to an RFP process but internal to the CEDS) along which all projects proceed from idea, to concept, to definition, to funding planapplication, including EDA and other funding sources.

Establish/formalize a communication plan for the SEAGO CEDS process.

Establish an on-going process/system for bringing together CEDS project champions and stakeholders with individuals and groups that are potential non-federal/non-EDA funding sources for identified projects. (by the end of CEDS operating year #1).

Complete the planning for and convene a funding workshop or similar event (by the end of CEDS operating year #1).

Establish an initial database of funding source contacts (by the end of CEDS operating year #1)

Submit at least 2 full EDA applications by the end of operations year #1.

Program Strategy - Action steps, Project development The CEDS Strategy Committee was charged with verifying that each of the projects listed in the Implementation Plan are either EDA eligible (based on EDA criteria) or fundable through other resources public or private. These projects have the highest level of readiness; or fundable through grants, match or public – private initiative. These projects strongly support economic development both in the short term and within the scope of long range goals and strategies, as well as strategies developed by CEDS Strategy Committee, citizen or member entity input. These projects respond to our need to build a high tech infrastructure that supports good paying jobs which will provide our region with a competitive edge or difference that distinguishes the SEAGO Region as an attractive place to work, live and do business. 265

SEAGO – TURNING POINT – CEDS 2010-2015 Committee members also agreed that additional projects (not yet identified) might surface in the near term that will require our region‗s immediate attention.

Monitoring & Evaluating Strategy - Program Implementation Measuring the outcome of the SEAGO CEDS will be tracked in multiple ways. Although benchmarking to measure the implementation progress or success of this CEDS is an EDA requirement, best practice approaches in strategic economic development planning through the years indicate that good strategic economic development plan must make a concerted effort to measure the outcomes of implementing their plans. As a result, even if benchmarking was not a CEDS requirement, the CEDS Strategy Committee, member entities and Executive Board members involved with the SEAGO CEDS effort determined it was important to develop a set of realistic benchmarks or measurements against which the success of the implementation of the CEDS plan could be gauged over time. There are many reasons for establishing a proposed system of benchmarks for evaluating any strategic economic development plan. In the case of our CEDS planning effort, the primary objective for establishing a system of benchmarks is to enable the CEDS Strategy Committee to periodically and objectively monitor the implementation and progress of the CEDS toward a defined set of desired outcomes for the region. Benchmarks to be used reflect a combination of: (1) an understanding of the long-term economic performance and economic structural issues that impact the region, (2) a broad understanding of the global competitive environment as it pertains to businesses and operations in the SEAGO regional economy, and (3) the previously referenced strategies and projects, plus the standards set forth in the SEAGO Mission and Vision statements. The SEAGO CEDS plan broadly reflects the Mission and Vision statements as articulated below: 266

SEAGO – TURNING POINT – CEDS 2010-2015 Mission “SEAGO stimulates economic and social progress in our four-county region.”

Vision Statement “SEAGO, as a highly motivated, energetic team, commits to being a respected, credible source of leadership, information, funding, planning, technical expertise, and services.”

Terminology –

“Operating year” to avoid confusion, the operating year of the EDD is identical to the State of Arizona operating year July 1 to June 30. This also corresponds to the contract year between SEAGO and the EDA. “Benchmarking” is an evaluation by comparison to a standard or to external criteria. For the purposes of SEAGO CEDS performance, comparisons to past performance, business retention, job growth, and historical economic investments will be measured against current activity and progress.

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SEAGO â&#x20AC;&#x201C; TURNING POINT â&#x20AC;&#x201C; CEDS 2010-2015 SECTION VII APPENDIX A CEDS Strategy Committee members CEDS Strategy Committee members as of 3-3-11 Alison VanGorp; Alison.VanGorp@cpic-cas.org, Cochise County Workforce Development Becky Nutt becky@azcommerceexchange.com; Greenlee County Chamber of Commerce Carlos Valenzuela; carlos@getcarlos.com; Tourism and Economic Development Consultant, small business owner Dama Gonzalez; dgonzalez@ppep.org

Portable Practical Educational Preparation, Inc.

David Gomez; dgomez@co.greenlee.az.us Greenlee County Supervisor, Dist 1 Donna Matthews Donna.Matthews@az.usda.gov U.S.D.A. Dustin Welker; dwelker@ci.safford.az.us Planner, City of Stafford George Scott; saedg09@gmail.com Executive Director, Southeast Arizona Economic Development Group Gussie Motter GMotter@cochise.az.gov ; Tourism Director, Cochise County Jeanne Shaw; jvshaw@cox.net

Private citizen

John Charley; jcharley@cityofbisbee.com Planner, City of Bisbee Kathy Smith chamberdirector@vtc.net

Director, Willcox Chamber of Commerce

Kay Gale; kgale@co.greenlee.az.us Deputy Administrator, Greenlee County Lisa Westrick; westrickl@cochise.edu Program Specialist, Cochise Community College Mark Apel; mapel@cals.arizona.edu Area Extension Agent, Community Resources Development, University of Arizona Mary Dahl; mdahl@co.santa-cruz.az.us Director Santa Cruz County Department of Community Development Planning Division Nancy Jacobson chamber@bisbeearizona.com Executive Director, Bisbee Chamber of Commerce Randy Heiss; rheiss@seago.org

Executive Director, SEAGO 268

SEAGO – TURNING POINT – CEDS 2010-2015 Robert Carreira carreirar@cochise.edu Director, Cochise College Center for Economic Research Vickie Simmons; Vickie.Simmons@cpic-cas.org Deputy Director, Cochise County Workforce Development Victoria Harriman; victoriazh@vtc.net Director, Copper Community Partners, nonprofit A‘kos Kovach; akovach@seago.org Economic Development Planner, SEAGO 1. CEDS Committee meeting schedule 2010/2011 December 16, 2010

1:00 PM

January 13, 2011

1:00 PM

February 10, 2011

1:00 PM

March 10, 2011

1:00 PM

April 14, 2011

1:00 PM

2. Previous CEDS Committee meeting schedule 2009/2010 May 14, 2009 May 28, 2009 Dec 17, 2009 Jan 21, 2010 Feb 10, 2010 Feb 17, 2010 Feb 25, 2010 Mar 31, 2010 Apr 7, 2010 May 19,2010 June 9, 2010 Sep 1, 2010 October 7, 2010

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION VII APPENDIX B CEDS Administrative Council members SEAGO Administrative Council Roster Benson Glenn Nichols, Manager 120 West 6th St. P.O. Box 2223 Benson, AZ 85602 Phone: (520) 586-2245 Fax: (520) 586-3375 Email: ggomez@cityofbenson.com www.cityofbenson.com

Bisbee Stephen Pauken, Manager CHAIRMAN 118 Arizona Street Bisbee, AZ 85603 Phone: (520) 432-6000 Fax: (520) 432-6069 Email: ggonzales@cityofbisbee.com www.cityofbisbee.com

Clifton Alan Baker, Manager 510 North Coronado Blvd. Box 1415 Clifton, AZ 85533 Phone: (928) 865-4146 Fax: (928) 865-4472 Email: castaneda@townofclifton.com

Douglas Curtis Shook, Manager 425 10th Street Douglas, AZ 85607 Phone: (520) 417-7300 Fax: (520) 417-7143 Email: Brenda.aguilar@douglasaz.gov www.douglasaz.gov

Duncan John Basteen, Manager 506 SE Old West Highway P.O. Box 916 Duncan, AZ 85534 Phone: (928) 359-2791 Fax: (928) 359-9146 Email: jbasteen@powerc.net www.townofduncan.com

Huachuca City Manager, position vacant 500 North Gonzales Blvd. Huachuca City, AZ 85616 Phone: (520) 456-1354 Fax: (520) 456-2230 Email:

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SEAGO – TURNING POINT – CEDS 2010-2015 Nogales Shane Dille, Manager 777 North Grand Avenue Nogales, AZ 85621 Phone: (520) 287-6571 Fax: (520) 287-9159 Email: sdille@nogalesaz.gov www.cityofnogales.net

Patagonia David Teel, Manager 310 McKeown Avenue Box 767 Patagonia, AZ 85624 Phone: (520) 394-2229 Fax: (520) 394-2861 Email: patagoniagov@qwestoffice.net

Pima Gerald Schmidt, Manager 110 West Center Box 426 Pima, AZ 85543 Phone: (928) 485-2611 Fax: (928) 485-9230 Email: gschmidt@graham.az.gov

Safford David Kincaid, Manager 717 Main Street Box 272 Safford, AZ 85548 Phone: (928) 432-4000 Fax: (928) 348-3111 Email: gluster@ci.safford.az.us www.cityofsafford.us

Sierra Vista Charles P. Potucek, Manager 1011 North Coronado Drive Sierra Vista, AZ 85635 Phone: (520) 458-3315 Fax: (520) 458-0584 Email: jilladams@ci.sierravista.az.us www.ci.sierra-vista.az.us

Thatcher Terry Hinton, Manager 3700 West Main Street Box 670 Thatcher, AZ 85552 Phone: (928) 428-2290 Fax: (928) 428-7061 Email: lduncan@graham.az.gov www.thatcheraz.com

Tombstone George Barnes, Manager 107 E. Toughnut Street Box 339 Tombstone, AZ 85638 Phone: (520) 457-2202 Fax: (520) 457-3516 Email: cityhall@cityoftombstone.com www.cityoftombstone.com

Willcox Patrick McCourt, Manager 101 S. Railroad Ave., Suite B Willcox, AZ 85643 Phone: (520)766-4203 Fax: (520) 384-2590 Email: cwhelan@willcoxcity.org www.cityofwillcox.org

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SEAGO – TURNING POINT – CEDS 2010-2015 Cochise County County AdministratorMichael Ortega 1415 W. Melody Lane Bldg. G Bisbee, AZ 85603 Phone: (520) 432-9200 Fax: (520) 432-5016 E-Mail: mortega@cochise.az.gov www.cochise.az.gov Greenlee County County Manager – Deborah ‗Kay‘ Gale VICE CHAIRMAN 223 5th Street P.O. Box 908 Clifton, AZ 85533 Phone: (928) 865-2072 Fax: (928) 865-9332 Email: kgale@co.greenlee.az.us

Graham County County Manager - Terry Cooper 921 Thatcher Blvd., Safford, AZ 85546 Phone: (928) 428-3250 Fax: (928) 428-5951 Email: tcooper@graham.az.gov www.graham.az.gov

Santa Cruz County County Manager - Carlos Rivera 2150 N. Congress Drive Nogales, AZ 85621 Phone: (520) 375-7800 Fax: (520) 761-7843 Email: glucero@co.santa-cruz.az.us

The San Carlos Apache Tribe Barney Bigman, Trans. Planner P.O. Box "0" San Carlos, AZ 85550 Phone: (928) 475-3222 Fax: (928) 475-2567 Email: bigmanb7@hotmail.com Website

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SEAGO – TURNING POINT – CEDS 2010-2015 SECTION VII APPENDIX C CEDS Executive Board Officers SEAGO Executive Board Officers

Graham County County Supervisor Drew John Chair 921 Thatcher Blvd., Safford, AZ 8554 Phone: (928) 428-3250 Fax: (928) 428-5951 Email: djohn@graham.az.gov www.graham.az.gov

Cochise County Mayor Gerald "Sam" Lindsey First Vice Chair 101 S. Railroad Ave., Suite B Willcox, AZ 85643 Phone: (520) 384-4271 x 4207 Fax: (520) 384-2590 Email: sam1@vtc.net www.cityofwillcox.org

Santa Cruz County County Supervisor Rudy Molera Second Vice Chair 2150 N. Congress Drive Nogales, AZ 85621 Phone: (520) 375-7800 Fax: (520) 761-7843 Email: rmolera@co.santa-cruz.az.us

Greenlee County County Supervisor David Gomez Treasurer P.O. Box 908 Clifton, AZ 85533 Phone: (928) 865-2072 Fax: (928) 865-9332 Email: dgomez@co.greenlee.az.us

CEDS Executive Board Members SEAGO Executive Board members Cochise County Benson Mayor Mark Fenn 120 West 6th St. P.O. Box 2223 Benson, AZ 85602 Phone: (520) 586-2245 Fax: (520) 586-3375 mfenn@cityofbenson.com

Bisbee Mayor W. J. Jack Porter 118 Arizona Street Bisbee, AZ 85603 Phone: (520) 432-6000 Fax: (520) 432-6069 www.cityofbisbee.com 273

SEAGO – TURNING POINT – CEDS 2010-2015 Douglas Mayor Michael Gomez 425 10th Street Douglas, AZ 85607 Phone: (520) 417-7300 Fax: (520) 417-7143 Email: michael.gomez@douglasaz.gov

Huachuca City Mayor Byron Robertson 500 North Gonzales Blvd. Huachuca City, AZ 85616 Phone: (520) 456-1354 Fax: (520) 456-2230 Email: mayor.@huachucacity.org

Tombstone Councilman Steve Troncale 107 E. Toughnut Street Tombstone, AZ 85638 Phone: (520) 457-2202 Fax: (520) 457-3516 Email: k2ands2@aol.com Email: cityhall@cityoftombstone.com www.cityoftombstone.com

Sierra Vista Councilman Tom Reardon 1011 North Coronado Drive Sierra Vista, AZ 85635 Phone: (520) 458-3315 Fax: (520) 458-0584 Email: thomas.reardon@sierravistaaz.gov www.ci.sierra-vista.az.us

Willcox Mayor Gerald "Sam" Lindsey Second Vice Chair 101 S. Railroad Ave., Suite B Willcox, AZ 85643 Phone: (520) 384-4271 x 4207 Fax: (520) 384-2590 Email: sam1@vtc.net www.cityofwillcox.org

Cochise County County Supervisor Ann English 1415 W. Melody Lane Bisbee, AZ 85603 Phone: (520) 432-9200 Fax: (520) 432-5016 Email: aenglish@cochise.az.gov www.cochise.az.gov

Cochise County Private Representative

Rebecca Orozco Cochise College 4190 W. Hwy.80, Douglas, AZ 85607 Phone: (520) 417-4772 Email: orozcor@cochise.edu

Bernadette Polley P.O. Box 22 Bisbee, AZ 85603 Phone: (520) 432-1464

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SEAGO – TURNING POINT – CEDS 2010-2015 Graham County Pima Mayor George Lemen 110 West Center Box 426 Pima, AZ 85543 Phone: (928) 485-2611 Fax: (928) 485-9230 Email: pimatown@graham.az.gov Thatcher Mayor Bob Rivera 3700 West Main Street Box 670 Thatcher, AZ 85552 Phone: (928) 428-2290 Fax: (928) 428-7061 Email: brivera@thatcher.az.gov www.thatcheraz.com

Safford Councilperson Jacque Attaway 717 Main Street Box 272 Safford, AZ 85548 Phone: (928) 432-4000 Fax: (928) 348-3111 Email: jattaway@ci.safford.az.us www.cityofsafford.us San Carlos Apache Tribe Terry Rambler P.O. Box 394 Bylas, AZ 85530 Phone (928) 475-4398 Fax: (928) 475-2567 Email: trambler@scatui.net

Graham County Private Representative Jacqueline Brown 2923 S. Heather Lane Safford, AZ 85546 Phone: (928) 428-6600 Email: jrjones@bop.gov

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SEAGO – TURNING POINT – CEDS 2010-2015 Greenlee County Clifton Mayor David McCullar 510 North Coronado Blvd. Box 1415 Clifton, AZ 85533 Phone: (928) 865-4146 Fax: (928) 865-4472 Email: castaneda@townofclifton.com

Duncan Mayor M. C. Holliday 506 SE Old West Highway P.O. Box 916 Duncan, AZ 85534 Phone: (928) 359-2791 Fax: (928) 359-9146 Email: mcholliday@powerc.net www.townofduncan.com

Greenlee County Private Representative Gail Hackney P.O. Box 605 Duncan, AZ 85534 Phone: (928) 965-1610 Email: gahackney_az@yahoo.com

Santa Cruz County Nogales Councilman Ramon Felix 784 East Skyline Drive Nogales, AZ 85621 Phone: (520) 287-6571 Fax: (520) 287-9159 Email: lrobinson@nogalesaz.gov www.cityofnogales.net

Patagonia Councilman Kevin McKay 310 McKeown Avenue Box 767 Patagonia, AZ 85624 Phone: (520) 394-2229 Fax: (520) 394-2861 Email: mckay810@msn.com

Santa Cruz County Private Representative

Non Voting member

Robert T. Phillips 1520 Cove Lane Nogales, AZ 85621 Phone: (520) 761-4531 Email: rtp9@earthlink.net

Randy Heiss 118 Arizona Street Bisbee, AZ 85603 Phone: (520) 432-5301 Email: rheiss@seago.org

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