Region9_CEDS_2026_10-22-2026 by CROPS

R E G I O N

SOUTHWEST COLORADO’S

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

2026

R EGION

SOUTHWEST COLORADO’S

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

2026

PREPARED BY: Region 9 Economic Development District of Southwest Colorado, Inc. Tiffany Brodersen, Laura Lewis Marchino, Shak Powers WITH ASSISTANCE FROM: Donna K. Graves, Information Services, Inc. and Audrey Royem WITH FINANCIAL SUPPORT FROM: The Economic Development Administration U.S. Department of Commerce Planning & Technical Assistance Grant Federal Grant Number ED25DEN0G0234 WWW.REGION9EDD.ORG

Published by the Region 9 Economic Development District of Southwest Colorado, Inc. Copyright 2026 © Region 9 Economic Development District. All rights reserved. No part of this book may be reproduced, distributed or transmitted in any form including posting to the internet, photocopying, or other electronic or mechanical methods, without the written permission of the publisher. Printed in the United States of America.

Dear Community Stakeholders, Welcome to the seventh edition of our Southwest Colorado Comprehensive Economic Development Strategy (CEDS), which is a strategy-driven plan for regional economic development. This CEDS is designed to build capacity and guide the economic prosperity and resilience of our rural region. The CEDS provides a framework for individuals, organizations, local governments, and private industry to engage in meaningful conversation and identify the priorities of focus over the next five years. Our staff, Board of Directors, county and community economic development organizations, local governments, and the CEDS Committee shape the framework; the community provides the details. The CEDS takes into account other regional planning efforts across our five counties and two Tribal nations, which advance the region’s CEDS goals and objectives. The document provides an analysis of historical socio-economic trends along with a current inventory of needs, strengths, opportunities, and aspirations (SOAR) to inform the content. The Community Development Action Plan (CDAP) component of the CEDS identifies specific community projects targeted for accomplishment in the next two years. CDAPs have become essential in each county to highlight community plan priorities to funding partners. Economic development planning, implemented through the CEDS, is not only a cornerstone of Region 9 EDD as an economic development district, but serves as a means to engage community leaders, leverage the involvement of the private sector, and establish a strategic blueprint for regional collaboration. On behalf of Region 9 EDD, thank you for lending your voice to this process. I hope you find this update of the CEDS to be a useful and valuable document.

Sincerely, Laura Lewis Marchino Executive Director, Region 9 EDD and SW Colorado Council of Governments

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

CONTENTS

Introduction 7 Regional Priorities

Goal 1: Strengthen Infrastructure and Service Reliability. . . . . . . . . . . . . . . . . . . 11 Goal 2: Align Housing Supply with Workforce and Wage Realities. . . . . . . . . . 12 Goal 3: Stabilize Participation in the Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Goal 4: Advance Industry Competitiveness and Economic Diversification. . 14 Goal 5: Integrate Water and Hazard Resilience in Economic Planning . . . . . . 15 Tribal Sovereignty and Shared Opportunities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

SOAR Framework

Strengths. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Aspirations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Evaluation Framework

Resilience Pyramid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Economic Resilience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Performance Measures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Summary Background

Regional Data Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Archuleta County Priority Economic Goals and Key Data. . . . . . . . . . . . . . . . . . . 49 Dolores County Priority Economic Goals and Key Data. . . . . . . . . . . . . . . . . . . . . 55 La Plata County Priority Economic Goals and Key Data. . . . . . . . . . . . . . . . . . . . . 61 Montezuma County Priority Economic Goals and Key Data . . . . . . . . . . . . . . . . 67 San Juan County Priority Economic Goals and Key Data. . . . . . . . . . . . . . . . . . . .72 The Southern Ute Indian Tribe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79 The Ute Mountain Ute Tribe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Strategic Direction and Implementation by County

Community Action Development Plans (CDAPs). . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Archuleta County CDAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Dolores County CDAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 La Plata County CDAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Montezuma County CDAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114 San Juan County CDAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122

Appendices 128 Appendix A: CEDS Contributors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Appendix B: CEDS Strategy Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 Appendix C: Community Well-Being Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Appendix D: Mesa Verde Country CEDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 Appendix E: Evaluation Tools and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

W YO MING

NEBRASKA

Denver

COLORADO

UTA H

KANSAS

NEW MEXICO

D OLORES PUB LIC LANDS

SAN JUA N

MONTE ZUMA LA PLATA

UTE MOUN TA IN UTE TRIBA L LA N D

2026 Comprehensive Economic Development Strategy

SOUTHERN UTE TRIBAL LAND

A RCHULETA

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

INTRODUCTION This Comprehensive Economic Development Strategy (CEDS) is the result of a local planning process designed to guide the economic growth of an area. In July of 1995, the Region 9 Economic Development District of Southwest Colorado (Region 9) launched southwest Colorado’s initial CEDS process, offering county-level data, a strategic planning component with visions, goals, and specific strategies for reaching those goals, and community projects that have been identified. The purpose of the CEDS is to create direction for retaining and creating better-paying jobs and fostering stable and more diversified economies, as well as maintaining and improving the quality of life in southwest Colorado, which includes the five counties of Archuleta, Dolores, La Plata, Montezuma, and San Juan and the Ute Mountain Ute and Southern Ute Indian Tribes. The process is aligned with Colorado’s Comprehensive Economic Development Strategy (CEDS)1, and the Economic Development Administration (EDA) Investment Priorities.2 REGION 9 STRATEGIC GOAL

COLORADO STATEWIDE CEDS PRIORITIES

EDA INVESTMENT PRIORITIES

Goal 1: Strengthen Infrastructure and Service Reliability

Community Infrastructure + Resources; Quality of Life + Tourism

Critical Infrastructure; Economic Recovery & Resilience

Goal 2: Align Housing Supply with Workforce and Wage Realities

Housing; Quality of Life + Tourism; Job Creation + Business Development

Critical Infrastructure; Economic Recovery & Resilience

Goal 3: Strengthen Participation in the Workforce

Growing Key Industries; Job Creation + Business Development

Workforce Development; Economic Recovery & Resilience

Goal 4: Advance Industry Competitiveness and Economic Diversification

Growing Key Industries; Job Creation + Business Development

Workforce Development; Innovation & Entrepreneurship; Economic Recovery & Resilience

Goal 5: Integrate Water and Hazard Resilience into Economic Planning

Community Infrastructure + Resources; Quality of Life + Tourism

Critical Infrastructure; Economic Recovery & Resilience

The full CEDS is updated every five years; this 2026 document is the seventh full edition. Community Development Action Plans (CDAPs), which are the lists of identified projects for each county, are updated on a two-year cycle. Each county’s CDAPs reflect alignment to these larger efforts as well as the regional goals listed later in this document. This CEDS information is a result of public input, stakeholder meetings, personal interviews, and a systematic review of planning documents. While the document is a product of Region 9 and is required to qualify for EDA assistance, the CEDS document is meant to be a working plan for all local governments, community entities, and respective economic development organizations. CEDS Contributors assisting with this project are listed in Appendix A. The CEDS Strategy Committee is identified in Appendix B, and the Community Well-Being Survey with individual responses can be found in Appendix C. An independently prepared Mesa Verde Country CEDS is presented in Appendix D. Evaluation Tools and Resources are listed in Appendix E and the results of an online Community Survey are summarized in Appendix F.

edcconline.org/colorados-first-statewide-comprehensive-economic-development-strategy-ceds

www.congress.gov/crs-product/R46991

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

REGIONAL PRIORITIES REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGIONAL PRIORITIES The CEDS planning process identifies priorities that will guide regional economic development, encourage partnerships, and convene local governments, Tribal partners, businesses, and community organizations to align strategy, investment, and implementation. Reflecting the structural realities of a rural, multi-jurisdictional region with long travel distances and limited capacity, this strategy acknowledges the unique factors shaping economic competitiveness. Economic outcomes are driven not only by market conditions but by the reliability of the foundational systems that support daily life and workforce participation. Background – Southwest Colorado’s economy is supported by industries that bring income into the region, including tourism and outdoor recreation, agriculture, public lands, energy, and Tribal enterprise activity. These base sectors support businesses and services throughout the region. The economy is highly reliant on seasonal services such as visitor demand, federal land funding, and commodity markets. Economic leakage through commuting, supply chains, healthcare referrals, and spending outside the region reduces the local benefit of that activity. The region is experiencing slow, steady population growth, though growth is uneven across the region, with some communities expanding and others remaining stable or declining. This creates uneven service demand and infrastructure pressure. The population is also aging, with fewer younger working-aged populations, similar to the State of Colorado and the country as a whole. Population change is often driven by migration rather than natural increase, but in-migration does not consistently align with workforce needs. These trends reinforce the need to focus on economic stability, service capacity, and the retention of working-age households. Household prosperity across Southwest Colorado reflects a combination of wages and cost of living, with significant variation across counties and household types. Wages remain below the Colorado average in all five counties, while the cost of meeting basic needs, including housing, food, childcare, transportation, and healthcare, has increasingly aligned with statewide and national pricing. This creates a structural mismatch in which local earnings often do not keep pace with the cost of living. A substantial share of the population falls into the ALICE category, earning too much to qualify for assistance but not enough to reliably meet basic expenses (ALICE — Asset Limited, Income Constrained, Employed).3 Seasonal work, lower-wage service employment, and reliance on multiple income sources contribute to financial instability even where employment levels appear strong. 3

https://www.unitedforalice.org/

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

GOAL 1

Strengthen Infrastructure and Service Reliability Infrastructure is one of the most important factors of economic viability in southwest Colorado. Broadband, water, housing, healthcare, transportation, childcare, and emergency systems shape whether people can live in the region, participate in the workforce, start businesses, and access services. All five southwest Colorado counties have prioritized infrastructure needs, and aging public infrastructure in particular, as a limitation. Aging systems, capacity limitations, and hazard exposure create risks that constrain growth and business investment. Small populations, small tax bases, and limited staffing make it difficult to maintain and upgrade systems, even where need is high. Broadband infrastructure gaps remain between communities and high-cost corridors, limiting business development, remote work, telehealth, and education. Water and wastewater systems need upgrades, are financially constrained, and limit housing and business expansion. Healthcare access is uneven and shaped by workforce shortages, long travel distances, and limited emergency response capacity. Transportation is a major household cost and a barrier to employment and regional connectivity. These infrastructure challenges are compounded by the distance and geographic isolation between communities and the lack of rail, interstate, and air freight.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

GOAL 2

Align Housing Supply with Workforce and Wage Realities Housing availability and affordability are among the most significant constraints on workforce participation and economic stability in southwest Colorado. Over the past decade, housing costs have increased substantially faster than local wages, reshaping who can live in the region, where workers can locate, and whether communities can sustain essential services. These pressures are especially acute for workers whose wages do not align with local housing costs. As a result, many households face long commutes, shared housing arrangements, or displacement from the region. The region faces a combination of limited supply, rising demand, and rural development limitations. Rental vacancy rates remain low, a significant share of housing in some communities is seasonal or short-term, and new construction has not kept pace with demand, even with more focus and support for constructing affordable and workforce housing projects. Without enough housing, employers struggle to recruit and retain workers, and communities lose service capacity and stability.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

GOAL 3

Stabilize Participation in the Workforce Workforce participation is influenced by job availability, childcare access, healthcare, transportation, and the age of residents. In southwest Colorado, small labor markets, seasonal employment, caregiving responsibilities, and housing costs increase vacancies, turnover, and employer costs. Seasonal work and multi-job households are common, reducing workers’ long-term stability. Worker shortages in healthcare, education, childcare, trades, and hospitality reflect a lack of needed skills and pay scales. Labor force participation is consistently lower for women than for men, likely reflecting the importance of childcare and family-supportive conditions.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

GOAL 4

Advance Industry Competitiveness and Economic Diversification Business stability depends on access to space, workforce, public infrastructure, and capital. The availability of industrial land and facilities for companies to grow beyond a small scale, as well as transportation costs for goods, have been an ongoing challenge for the region, resulting in business closures and buyouts once a business reaches a scalable size. Though the region boasts a strong entrepreneurial ecosystem, businesses are increasingly struggling, with data showing higher bankruptcy rates and businesses closing. The region has diverse business sectors, but individual communities tend to be dependent on one or two industries, increasing vulnerability to economic shifts.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

GOAL 5

Integrate Water and Hazard Resilience in Economic Planning Economic stability depends on water reliability. Snowpack feeds rivers that are vital to agriculture, recreation, municipal systems, and ecosystem health. In recent decades, water availability has become less predictable due to climate variability. In rural and small system contexts, aging infrastructure, workforce succession, and drought increase exposure to service disruption and constrain long-term growth. State, Tribal, and agricultural water rights also add complexity, and coordinated stewardship will only improve efficiency, competitiveness, and protection of shared resources.

TRIBAL SOVEREIGNTY AND SHARED OPPORTUNITIES The Southern Ute Indian Tribe and the Ute Mountain Ute Tribe are central to the identity and economy of our region. Each is a sovereign nation with distinct histories, lands, governance structures, and economic systems that operate independently while intersecting with the broader regional economy. Tribal communities face many of the same opportunities and challenges as surrounding areas, including housing shortages, infrastructure needs, and workforce constraints, while also navigating distinct regulatory and funding conditions. Both tribes are advancing economic diversification and long-term planning to strengthen their communities and the broader regional economy. Respecting sovereignty, aligning initiatives with Tribal priorities, and building durable government-to-government relationships are essential to any successful regional strategy. REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

SOAR FRAMEWORK REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

E XT E R N AL

Strengths

Opportunities

Aspirations

Results

FU T U RE

P RESEN T

I N T E R N AL

SOAR FRAMEWORK Previous CEDS documents identified our regional SWOT — strengths, weaknesses, opportunities, and threats. The comparable SOAR acronym is being used in this update. This SOAR analysis reflects current data, observed conditions, and input from local governments, Tribal partners, and regional stakeholders across southwest Colorado. It is designed to guide strategic direction and is refined over time through continued public engagement. The analysis reflects conditions across Archuleta, Dolores, La Plata, Montezuma, and San Juan Counties at a single point in time. SOAR stands for: STRENGTHS: Assets, capabilities, and partnerships that support resilience and economic participation. OPPORTUNITIES: External trends, investments, and emerging conditions the region can leverage. ASPIRATIONS: Shared values and long-term outcomes communities seek to achieve. RESULTS: Measurable signals that indicate progress toward those aspirations.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

STRENGTHS Strengths look at what is already working that the region can build upon. Southwest Colorado’s core assets and advantages include existing natural, cultural, institutional, economic, and relational assets that support economic participation and long-term resilience.

Cultural Heritage The Southern Ute Indian Tribe and the Ute Mountain Ute Tribe provide critical cultural and economic leadership, including land stewardship, business enterprises, and water resource management that contribute to employment and intergovernmental collaboration. Past Indigenous people’s history is still visible in the numerous landmarks and destinations across our region, such as Mesa Verde National Park and Chimney Rock National Monument.

Strong Place Identity and Land Stewardship Southwest Colorado residents choose to live and work in our communities due to many factors, from securing a job, to family ties, to visiting the area and wanting to stay. Our communities all have a unique niche, and preserving the key reasons people choose a community should be prioritized. The landscapes support outdoor recreation, heritage tourism, and agriculture. This place-based identity supports small business formation, visitation economies, public lands, and cultural resources and strengthens economic stability and alignment across jurisdictions.

Business Resilience and Innovation The entrepreneurial spirit of southwest Colorado businesses is rooted in resilience, as businesses in our rural communities have repeatedly adapted to changing economic conditions, successfully navigating economic shifts from mining and timber to agriculture, tourism, and outdoor recreation. This ability to innovate in the face of limited resources and changing markets is one of the region’s greatest strengths. Businesses are more than employers; they are community leaders, catalysts for local improvement, and creative entrepreneurs.

Natural Amenities Southwest Colorado has the scenic assets that put communities on the map, from mountains to waterways and everything in between. The San Juan Mountains sustain recreation, snowpack, and regional watersheds, while the mesas, plateaus, and canyons to the south and west anchor agriculture, ranching, and cultural heritage. These natural features underpin the region’s economy, settlement patterns, infrastructure challenges, and sense of place.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

OPPORTUNITIES Opportunities are conditions that the region can leverage and are evaluated based on feasibility, timing, and alignment with systems such as water, housing, workforce, infrastructure, the “third sector” (not-for-profit organizations), and governance capacity. The region prioritizes those that stabilize and strengthen long-term economic participation.

Public–Private Partnerships Strong cross-sector trust supports partnerships and coordinated planning. Broadband redundancy, water and wastewater infrastructure, and housing are only a few of the efforts that need government, third sector, and private partners working together to achieve success.

Innovation through Education and Workforce Partners Strong connections among K–12 education, higher education, career and technical education, workforce organizations, employers, and Tribal enterprises create opportunities for applied innovation, career-connected learning, and data-driven industry support. Institutions and organizations such as Fort Lewis College (FLC@Work), Pueblo Community College Southwest, regional school districts, the Southwest Colorado Education Collaborative, and workforce partners are developing programs that connect learners to emerging industries, credentials, work-based learning, and career pathways. Strengthening these connections can accelerate innovation, improve education-to-workforce alignment, expand access to career opportunities, and help retain students, graduates, and emerging professionals in the region.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Stabilize Housing and Cost Burden Pressures Housing supply and affordability with local wages enables working-age households and families to remain in the region and build long-term stability. Strategic zoning, land availability, and infrastructure planning can create opportunities for scale-appropriate housing aligned with community character.

Workforce Stabilization Addressing housing, childcare, transportation, and healthcare all present opportunities for workforce retention, participation, and business retention. Job access is currently shaped by long travel distances, workforce shortages, and uneven service availability across counties and Tribal lands. Addressing upskilling, credential attainments, and “grow your own” talent strategies is underway.

Strengthen Water System Reliability Watershed-scale planning, agricultural water efficiency, soil restoration, compost systems, invasive species mitigation, and Tribal water coordination present integrated economic and ecological opportunities. With a lack of water systems in many communities and aging systems in others, investments in wildfire mitigation and infrastructure can reduce long-term systemic risk. Coordinated outdoor recreation development aligned with land use planning, infrastructure capacity, and housing availability offers significant economic growth potential while reinforcing stewardship and environmental management.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

ASPIRATIONS Aspirations are shared longer-term outcomes that reflect consistent themes expressed by local governments and regional stakeholders about what it means to thrive in a rural environment. These are conditions the region seeks to build and sustain over time. These aspirations emphasize stability, stewardship, participation, and intergenerational continuity rather than growth alone and provide direction for strategic prioritization and evaluation within the CEDS framework.

Strengthen Career Pathways Reliable and affordable access to childcare, education, healthcare, and behavioral health services close to home support long-term stability for families and employers. The region aspires to be a place where youth are central to workforce participation, education systems, and community design, graduates have viable local career pathways, and intergenerational wealth transfer supports long-term stability.

Build Diverse Innovative Economies Communities seek a diverse economy where dependence on one or two industries is mitigated. Agriculture, outdoor recreation, cultural heritage, and small business development are all integrated and entrepreneurs can adapt over time without displacement pressures. Communities are prepared for changing economic conditions and can respond quickly.

Enhance Public Trust and Civic Belonging Residents experience a strong sense of belonging, trust government processes, support leadership continuity, and feel both invited and inspired to participate in the work to make communities stronger.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

R E S U LT S This part of the SOAR includes measures that indicate progress towards the listed opportunities and aspirations. Several are included below and will be further defined in the Community Development Action Plans (CDAPs) completed for each county.

Expand Childcare Capacity Relative to Workforce Demand Increase licensed childcare slots in each county and reduce employer-reported childcare constraints.

Strengthen Water System Reliability Improve water system reliability in at least five communities through modernization, redundancy, or reduced compliance risk.

Strengthen Education-to-Workforce Alignment Increase participation in apprenticeships, career and technical education (CTE), and credential programs across the region.

Strengthen Entrepreneurship and Business Opportunities Track business retention and survival trends, as well as business optimism, in each county.

Add or Activate Industrial and Commercial Space Increase locations with infrastructure in place to support business commercial growth in each county.

Continue to Build on Housing Progress in the Region Meet Prop 123 housing requirements, in addition to individual community infrastructure needs.4 4

https://oedit.colorado.gov/proposition-123-colorado-affordable-housing-financing-fund

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

EVALUATION FRAMEWORK REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

EVALUATION FRAMEWORK The evaluation framework serves as a mechanism to gauge progress on the successful implementation of the overall CEDS while providing information for the annual CEDS Progress Report, as required by the EDA. These regular updates keep the strategic direction and action plan outlined in the CEDS current and the plan relevant. The evaluation framework should answer the questions “How are we doing?” and “What can we do better?”

RESILIENCE PYRAMID The pyramid below organizes the regional economy across seven interdependent economic and community functions to evaluate resilience. The concept is similar to Maslow’s Hierarchy of Needs 5 in that these functions are interconnected, as a weakness in one area increases strain on others, while stability across systems supports economic participation and long-term resilience. By organizing conditions across foundational systems, the pyramid identifies which constraints must be addressed before economic strategies can succeed. 5

health.clevelandclinic.org/maslows-hierarchy-of-needs

Belonging and Community: institutional trust, retention, and civic capacity.

Workforce: labor market stability and industry adaptability.

Childcare and Education: human capital development and workforce participation.

Shelter and Land Use: housing availability and development alignment.

Food Systems: reliable access and regional supply chain function.

Healthcare: supports population, workforce participation and continuity.

Water: the foundation for public health, economic activity, and development.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

LAYER 1: Water Water is foundational to southwest Colorado, shaping development, agricultural production, tourism, public health, and long-term investment confidence. Water reliability affects everything from housing and commercial expansion to population growth and industry diversification. Because water governance crosses municipal, county, district, and Tribal jurisdictions, it also introduces coordination and regulatory complexity that directly affects project timelines and capital deployment. Risk Profile: The region’s resiliency risk reflects late-season surface water variability, groundwater stress in select areas, aging infrastructure, limited operator redundancy, and high capital costs compared to local incomes. System problems can cascade into business disruption, delayed development approvals, and service instability. Local governments influence water resilience primarily through land use approvals, adopting multi-year capital improvement planning and rate sustainability strategies, strengthening intergovernmental coordination and mutual aid agreements, supporting watershed and source-water protection, and expanding technical assistance or shared operator models for small systems. Key indicators used to assess water conditions include service coverage, reliability, affordability, supply conditions, and wastewater capacity. Reliability is measured through outages and advisories, while affordability considers household cost burden. Water systems are generally stable in core service areas and larger municipal and Tribal areas. Climate variability and capital investment gaps further limit supply and growth.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

LAYER 2: Healthcare Healthcare is essential economic infrastructure in rural southwest Colorado. Beyond its role as a major employer, communities that cannot sustain consistent healthcare access face recruitment barriers across industries. Persistent staffing challenges, particularly in behavioral health, can further constrain system capacity. Risk Profile: The region’s healthcare reflects persistent staffing shortages across clinical, behavioral health, and emergency services resulting in long travel distances for specialty and inpatient care, limited on-call and emergency coverage, provider burnout, and financial constraints in rural facilities serving small or seasonal populations. In systems with limited scale, vacancy in a single critical role can impact service across the region. Healthcare resilience can be strengthened through workforce housing alignment, regional EMS stabilization efforts, coordinated behavioral health networks, transportation integration, and local match or administrative support that enables participation in state and federal funding. Performance is monitored through continuity indicators such as vacancy duration, provider turnover rates, EMS response reliability, service-hour stability, reduced reliance on emergency care for preventable conditions, and employer-reported absenteeism trends. These measures signal whether healthcare systems can support needed economic participation and population stability. Additionally, personal health across the region varies from elite athletes to those with a sedentary lifestyle. Key indicators used to assess healthcare access include insurance coverage and financial considerations, primary care staffing capacity, behavioral health availability, and system strain. Healthcare access is uneven across the region. Regional hospitals, clinics, and Tribal health systems provide essential services and function as anchors of community wellbeing. Cost barriers, staffing vacancies, and geographic isolation continue to limit timely access and increase reliance on emergency systems.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

LAYER 3: Food Security Reliable food access is foundational to workforce stability and public health. Food security is shaped by income variability, geographic distance, transportation access, and the structure of local food systems. It is worth noting that independent grocery stores are critical economic infrastructure (some of the larger employers in Ignacio, Dove Creek, and Dolores, for example) providing vital food access points and preventing rural food deserts. While the region has a strong agricultural base and local food initiatives, distance to food retail, limited competition, and rising costs create uneven conditions across counties, particularly for children, seniors, and low-income households. When access is reliable and affordable, workforce participation is steadier, healthcare burdens are lower, and local spending circulates within the region. When systems are volatile due to seasonality, distribution, or price escalation, economic participation declines. Risk Profile: Many communities rely on limited retail outlets, long-distance distribution routes, and seasonal supply patterns. Transportation costs, income volatility, and rising food prices relative to wages amplify vulnerability. Food insecurity increases absenteeism, worsens chronic health outcomes, and reduces workforce continuity, constraining economic performance over time. Local governments can influence food system resilience through land use, zoning and permitting flexibility, infrastructure, and coordination across jurisdictions. Food system resilience is being strengthened through supply-chain coordination and affordability-focused strategies that reduce the gap between wages and food costs. Performance is monitored through indicators such as increased participation in regional supply networks, improved market access for local producers, and strengthened health continuity outcomes tied to nutrition stability. Key indicators used to assess food security include household access and stability, year-round availability, reduced reliance on emergency food services, geographic location, affordability, and local production capacity. Food access is uneven across counties.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

LAYER 4: Shelter and Land Use Shelter and land use in the region are shaped by housing supply, land availability, rising costs, and regulatory complexity. Housing is foundational to workforce participation, business retention, and long-term community stability. Housing availability, alignment with local wages, and development directly determine whether employers can retain staff, whether families can remain in communities across life stages, and whether new investment can proceed. When housing is unavailable or unffordable, workers are unable to remain in the region, employers face persistent labor shortages, and economic activity is impacted. In high-amenity rural markets, housing scarcity and land constraints are often the primary limits on labor participation and industry expansion. Risk Profile: Regional housing faces persistent pressures, with prices rising faster than local wages and development approvals that can outpace service capacity. Small shifts in inventory or price can quickly change who is able to live locally. All communities in the region cite housing in particular as a continued high priority. Key levers include tying development approvals to verified infrastructure and emergency access capacity, enabling attainable housing types such as ADUs, modular, and infill units, managing short-term rental conversions, and coordinating policy across jurisdictions within shared labor markets. Housing resilience is being strengthened through capacity-first development review, workforce housing alignment strategies, regional coordination across markets, and clearer linkage between land use approvals and service readiness. Key indicators used to assess shelter and land use include housing availability and diversity, affordability, land development capacity, improved retention in essential workforce sectors, permit numbers, and stabilized school enrollment. While some communities have made progress, supply remains misaligned with workforce needs. Regulatory complexity, infrastructure limitations, and land constraints continue to slow production and drive costs.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

LAYER 5: Childcare and Education Childcare availability directly determines whether parents and caregivers can participate in the labor market, and education systems shape long-term skill development and workforce adaptability. In rural regions with limited labor pools, limited childcare and education capacity results in reduced productivity across sectors. Reliable care and education underpin both current workforce participation and the region’s long-term human capital base.

Risk Profile: All five counties have identified childcare as a growing need. The region faces elevated risk due to insufficient childcare slots relative to workforce demand, low wages contributing to provider and educator turnover, licensing barriers, misalignment between school schedules and work patterns, funding reduction trends, and transportation barriers. Childcare and education resilience is being strengthened through shared facility models, employer and provider partnerships, workforce pipeline alignment, and coordinated funding strategies. Performance is monitored through indicators such as increased childcare capacity relative to labor demand. Key indicators used to assess childcare and education include childcare availability and capacity, affordability, improved parent workforce participation, and education outcomes. Education systems provide a stable foundation for long-term workforce development. However, childcare availability, affordability, and workforce capacity remain significant constraints.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

LAYER 6: Workforce Workforce capacity is the integrating layer of the regional economy. It reflects whether the foundations of water, healthcare, food access, shelter, and childcare are functioning well enough to support consistent labor participation. The region attracts residents through quality of life. Workforce conditions are shaped by a limited labor pool, aging population, housing constraints, and a high concentration of service-based and seasonal employment. Workforce affects business expansion, service delivery, and regional competitiveness. Regional coordination across jurisdictions is necessary to strengthen workforce pipelines, improve alignment between employers and training providers, and support long-term economic resilience. There are a variety of activities and programs underway in the region to address identified needs. Risk Profile: Persistent vacancies, high turnover, seasonality, wage pressures relative to cost of living, and a small population increase system fragility. The loss of a small number of workers in critical occupations can disrupt service delivery and business operations. Attraction strategies alone do not resolve these dynamics if daily-life constraints remain unaddressed. When instability persists, employers delay expansion, reduce service levels, automate prematurely, or exit markets. Workforce resilience is being strengthened through retention-focused strategies, crosstraining and reskilling pathways such as Project RUN and FLC@Work (already supporting learners in La Plata, Montezuma, and Archuleta Counties, including Tribal partners), employer collaboration, and business continuity support during economic volatility. Elevating strategies around retaining young people, college graduates, and emerging professionals who want to build careers in the region are also underway. Reducing barriers to participation, including housing costs, childcare access, and transportation, is essential to expanding the available workforce. Key indicators used to assess workforce conditions include labor force participation, workforce supply, skills alignment, turnover rates, and sustained industry employment across seasonal cycles.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Layer 7: Belonging and Community Belonging and community cohesion serves as retention infrastructure in rural economies. In southwest Colorado, labor, leadership, and capital are highly place-attached. People remain, and invest, when they feel connected to place and believe change will be managed predictably. Social connection, economic stability, access to services, and the ability of residents to remain in their communities over time is shaped by their connection to community. Belonging influences whether individuals and families can sustain participation in the workforce, civic life, and local economies. Where belonging weakens, out-migration accelerates, civic participation declines, and policy instability increases, raising perceived risk for employers and investors. Risk Profile: Communities face exposure to rapid demographic shifts, economic transition, and political polarization. Erosion of trust between residents and institutions can quickly impede permitting, infrastructure projects, land use decisions, and public investment. When civic cohesion weakens, projects face slower implementation and higher costs. Local governments exert strong influence over this layer by maintaining transparent and predictable decision processes, investing in shared civic infrastructure such as parks, libraries, and community facilities, and supporting cultural institutions. Community resilience is strengthened when engagement processes are stable and accessible, cross-sector partnerships are sustained, leadership succession is intentional, and communication during periods of change is clear and consistent. Key indicators used to assess belonging include population stability, stable volunteer and board leadership, continued use of shared public spaces, increased collaboration across sectors, and participation in local business and civic organizations.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

ECONOMIC RESILIENCE The pyramid layers provide a structure for identifying gaps and prioritizing action to increase economic resilience. This CEDS defines economic resilience as the ability to sustain essential community and economic function through change. Traditional resilience models focus on episodic shocks. In southwest Colorado, the greater challenge is maintaining daily function under chronic pressure, which can include staffing shortages, rising costs, aging infrastructure, and fluctuating visitation demand. Communities that treat resilience as an ongoing operating condition are better positioned to absorb shocks, adapt without burnout, and pursue growth. Change readiness is the ability to adapt to evolving conditions while maintaining system continuity. In southwest Colorado, climate variability, funding uncertainty, demographic shifts, and workforce constraints require systems to continually adjust without disruption. Rather than reacting to isolated crises, change-ready systems rely on coordinated decision-making, shared indicators, iterative planning, and clear communication. These practices reduce uncertainty and enable continuous adjustment. Business continuity is one measure that provides a real-time signal of economic resilience. Small and locally owned firms operate with limited capital reserves and staffing and are directly affected by instability in the pyramid described earlier. Long-term prosperity also depends on the ability to maintain reliable systems while adapting to changing conditions. Local governments, Tribal nations, and regional partners play a central role in reducing risk through their decision making and preparation. The Resilience Pyramid helps us picture and identify the conditions that support long-term economic stability. The Strategic Framework and Action Plan section later in this document translates these changing conditions into priorities, measurable objectives, and implementation strategies. Through regular review, Region 9 and its partners will use the CEDS to refine strategies, respond to changing conditions, and maintain alignment with regional and statewide priorities. The successful implementation of this CEDS will depend on Region 9 maintaining sustained coordination among economic development organizations, local governments, Tribal nations, private-sector partners, and community organizations. By strengthening foundational systems, aligning investment with regional capacity, and advancing shared priorities, southwest Colorado is positioned to improve economic participation, reduce structural constraints, and support long-term regional resilience.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

PERFORMANCE MEASURES There are many different types of projects and actions listed in the numerous strategic plans and planning documents developed by each county, each requiring either a qualitative or quantitative evaluation strategy. Staying informed of each community’s “plans” (i.e.: Silverton Community Compass, Housing Action Plans, and Visit Durango’s Tourism Climate Action Plan) and documenting the progress/completion of individual county CDAP projects is an ongoing process and occurs for each county every two years. The “Outcome, Impacts, and Jobs” column of the CDAPs sets the stage for specific performance measures. Many of the listed projects are multi-year, so completion can also be measured in phases. CDAP progress is reported annually to EDA through the Annual Comprehensive Economic Development Strategy (CEDS) & EDA Progress Report. Other evaluation tools are included in Appendix E.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

SUMMARY BACKGROUND REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

SUMMARY BACKGROUND REGIONAL VISION — Southwest Colorado is a region where households, workers, and businesses participate in a durable rural economy, supported by reliable infrastructure, accessible housing, strong workforce systems, youth-centered pathways, thriving enterprises, and stewardship-aligned land and water management.

Southwest Colorado is defined by rural scale, distance, and landscape. These realities shape economic participation, service capacity, and long-term resilience in the five-county area known as Region 9. The region includes seventeen government jurisdictions and encompasses 6,584 square miles, or 6.3% of the total land area in Colorado. The region is defined by small population centers, long travel distances, and dispersed service systems. Most residents live in and around Durango, Cortez, Pagosa Springs, and Tribal headquarters, while much of the region remains rural or frontier.

The economy of southwest Colorado has evolved through successive eras of Indigenous stewardship, resource extraction, agriculture, tourism, and ongoing diversification. For thousands of years, Indigenous peoples have called the Four Corners region home, with the Ute Mountain Ute Tribe (UMUT) and Southern Ute Indian Tribe (SUIT) as sovereign nations integral to the region’s present and future. The SUIT and UMUT are sovereign governments and major economic contributors. Tribal enterprises, infrastructure investments, and long-term planning play a critical role in regional stability. Tribal communities face many of the same housing, workforce, and infrastructure challenges as neighboring counties, alongside additional environmental and regulatory constraints.

Southwest Colorado’s economy and communities are inseparable from the land. The landscape provides economic strength while simultaneously imposing limits on growth and service delivery. It also shapes where people can live, how infrastructure is built, and how far residents must travel to reach jobs and services. From the late nineteenth century onward, mining, timber, and oil and gas industries drove settlement and economic expansion, often accompanied by cycles of boom and bust. Agriculture and ranching offered greater stability, supported by irrigation projects like the Dolores Project and Navajo Reservoir.

Water is the region’s most critical shared resource. Snowpack functions as the natural reservoir for communities and agriculture, but drought, earlier runoff, and climate variability are creating new uncertainty. Water and wastewater systems across the region are aging, expensive to maintain, and constrained by small rate bases.

Rural scale constrains local governments’ ability to fund infrastructure and services. Small tax bases, TABOR limitations, and high per-capita costs make it difficult to maintain aging systems or pursue large projects. While many state and federal programs exist, communities often lack the staff and match funding needed to compete for them.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGIONAL DATA OVERVIEW Population A look at the average annual percentage rate of change for each county gives an idea of population trends in Region 9 from 1970 to 2025. 7% 6% 5% 4%

Region 9

Archuleta

Dolores La Plata

Montezuma

San Juan

-1% -2% -3% 1970–1980

1980–1990

1990–2000

2000–2010

2010–2020 Source: Colorado Source: ColoradoState StateDemography Demography Office Office

Southwest Colorado is growing slowly — roughly 0.3–0.7% per year — and is projected to reach about 108,000 residents by 2045. Growth is concentrated in certain areas (such as Pagosa Springs and unincorporated La Plata County), while other communities are flat or declining. Two demographic realities stand out: The region is aging faster than it is replenishing its workforce Future growth will depend largely on in-migration rather than local births This means workforce stability and household retention matter more than overall population expansion.

Projected Population Growth Comparison

REGION 9 2025

101,287

+0.7%

2030

102,680

+0.3%

2035

104,811

+0.4%

2040

106,398

+0.3%

2045

107,861

+0.3%

COLORADO 5,888,599

+0.7%

6,125,049

+0.8%

6,426,769 6,687,343 6,904,317

+1.0% +0.8% +0.6%

Source: Colorado StateState Demography Office 12-2-25 Source: Colorado Demography Office 12-2-25

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

EMPLOYMENT SECTORS Employees in the region often commute long distances across state and county lines to take advantage of better job opportunities, better shopping, or lower real estate prices. The resulting interconnected economy extends to the entire “Four Corners” area, including southwest Colorado, northwest New Mexico, northeast Arizona, and southeast Utah. While some people move to the region for economic reasons, such as the availability of jobs, others come for quality of life, which is strongly influenced by the public lands in the region. Public lands are an economic driver and are greatly affected by policy decisions. Workforce participation is shaped by housing affordability, food access, childcare availability and cost, transportation availability and distance, healthcare access, and seasonal employment patterns. Female labor force participation is consistently lower than male participation, particularly in counties where childcare options are limited. Many households rely on multiple part-time or seasonal jobs to remain financially stable, creating income volatility and high turnover for employers.

Region 9 Job Sectors — 2024 (Sorted bySorted by most to fewest jobs per sector) SECTOR

TOTAL JOBS

% OF TOTAL

Local Government

7,593

13%

Retail Trade

6,585

11%

Health Care and Social Assistance

6,307

11%

Accommodation and Food Services

6,093

10%

Construction

5,149

Professional, Scientific, and Technical Services

4,262

Agriculture, Forestry, Fishing, and Hunting

3,227

Other Services (except Public Administration)

2,449

Administrative Support, Waste Management, and Remediation Services

2,355

Real Estate and Rental and Leasing

2,311

Arts, Entertainment, and Recreation

2,098

Manufacturing

1,460

Transportation and Warehousing

1,437

State Government

1,327

Finance and Insurance

1,283

Wholesale Trade

1,049

Educational Services

811

Federal Government

767

Information

644

Mining, Quarrying, and Oil and Gas Extraction

613

Utilities

271

0.5%

Management of Companies and Enterprises

130

0.2%

0.0%

58,230

100%

Unclassified TOTAL ALL SECTORS

Source: Colorado Demography Office 12-3-25

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

EMPLOYMENT SECTORS

CONTINUED

Unemployment Rates — 2024 In 2024, some counties saw higher unemployment rates than the state (4.3%) and nation (4.0%).

5.2% 4.5% 4.2%

4.3%

4.1%

4.0%

3.6%

Archuleta

Dolores

La Plata Montezuma San Juan

Colorado

USA

Per Capita Income (PCI) — 2024 All income in a region is added together (TPI) and then divided by the number of residents. In 2024, only La Plata County was on par with national incomes.

$83,055

$81,031

113%

98%

of USA

of CO

88%

111%

$62,563

of USA

75%

$55,437

85%

67%

of CO

of USA

$42,287

of CO

76%

51%

$73,204 of CO

$59,114 71% of CO

81%

of USA

of CO

58%

of USA

Archuleta

Dolores

La Plata Montezuma San Juan

Colorado

USA

Source: Bureau of Economic Analysis

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

EMPLOYMENT SECTORS

CONTINUED

Average Annual Wages by Employment Category — 2024 Average wages in all five counties remain below the Colorado average, while the cost of living increasingly reflects statewide prices. A large share of households are “working but struggling.” Many earn too much to qualify for assistance yet too little to reliably meet basic costs. ARCHULETA

DOLORES

LA PLATA

MONTEZUMA

SAN JUAN

COLORADO

Accommodation and Food Services

$29,798

$38,873

$29,434

$24,475

$29,664

$33,765

Administrative, Support, Waste Management, and Remediation

$37,646

$49,359

$51,781

$38,302

$48,466

$61,502

Agriculture, Forestry, Fishing, and Hunting

$63,045

$31,035

$40,293

$35,588

Not Available

$49,285

Arts, Entertainment, and Recreation

$25,221

$30,398

$30,436

$38,542

$30,398

$49,911

Construction

$64,558

$53,380

$66,337

$46,578

$45,227

$81,393

Educational Services

$68,992

$74,226

$50,166

$68,992

$53,848

Federal Government

$83,249

$52,889

$96,245

$80,552

$71,096

$105,373

Finance and Insurance

$70,386

$110,857

$125,082

$68,367

$110,857

$133,538

Health Care and Social Assistance

$41,080

$42,773

$67,693

$46,803

$32,630

$66,519

Information

$38,166

$103,101

$111,855

$70,079

$103,101

$154,760

Local Government

$66,275

$33,711

$66,526

$43,486

$45,607

$64,636

Management of Companies and Enterprises

$122,100

Not Available

$133,968

$95,728

Not Available

$174,853

Manufacturing

$41,951

$54,626

$60,105

$43,882

$32,630

$89,794

Mining, Quarrying, and Oil and Gas Extraction

$61,570

$105,852

$111,121

$77,056

Not Available

$154,951

Other Services (except Public Administration)

$43,161

$40,695

$41,859

$37,698

$19,453

$56,921

Professional, Scientific, and Technical Services

$97,930

$66,475

$105,622

$76,865

$81,783

$135,018

Real Estate and Rental and Leasing

$44,686

$49,619

$53,524

$43,104

$41,552

$80,446

Retail Trade

$35,163

$29,452

$39,537

$37,703

$26,274

$44,236

State Government

$64,951

$63,767

$63,947

$62,767

$52,110

$118,941

Transportation and Warehousing

$49,785

$46,960

$74,115

$88,503

Not Available

$77,488

Utilities

$109,747

Not Available

$113,403

$82,558

Not Available

$138,445

Wholesale Trade

$109,438

$77,338

$81,140

$61,694

$77,338

$114,241

Average Annual Wage in 2024

$49,064

$41,482

$61,965

$46,173

$37,264

$80,291

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

EMPLOYMENT SECTORS

CONTINUED

Regional Total Personal Income (TPI) TPI is a measure of all sources of income in the region. The four main components of TPI are employment earnings; residency adjustments; dividends, interest, and rent; and transfer payments.

Employment Earnings Dividends, Interest & Rent

Total

$3,488,010,000 (48%)

$2,221,793,000 Estimated TPI $7,211,417,000 (31%) Transfer Payments $1,418,354,000 (20%) Source: Bureau of Economic Analysis

Residency Adjustment

Between 1970 and 2020, there was a regional trend of decreasing employment income and increasing income from dividends, interest, and rent. Transfer payments were shrinking, though this trend has seen a reversal as baby boomers retire and receive retirement benefits. COVID-19 conditions also increased transfer payments in 2020.

$83,260 (1%)

The five counties in southwest Colorado vary in their composition. Most income is job based (employment), though significant amounts of income enter our regional economy from other sources, such as transfer payments and dividends, interest, and rents.

Total Personal Income by County — 2024 ARCHULETA

DOLORES

LA PLATA

MONTEZUMA

SAN JUAN

REGION 9

COLORADO

Employment Earnings

41%

43%

52%

43%

54%

48%

63%

Residency Adjustment

0.2%

15%

-1%

0.4%

Dividends, Interest & Rent

32%

15%

34%

23%

22%

31%

23%

Transfer Payments

27%

15%

28%

18%

20%

14%

$882,848,000

$122,789,000

Total

$4,567,563,000 $1,586,333,00

$51,884,000

$7,211,417,000 $496,647,787,000

For a growing number of U.S. households, financial stability is out of reach, no matter how hard they work. These households are ALICE — Asset Limited, Income Constrained, Employed — earning above the Federal Poverty Level yet struggling to afford basic expenses.6

www.unitedforalice.org

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

HOUSING Since 2020, median home prices have risen dramatically in every county, while local wages have not kept pace. Rental availability is tight, and a significant share of housing stock is seasonal or second homes. The impacts are visible across the economy. Specifically, employers struggle to recruit and retain workers, school enrollment fluctuates, many workers cannot live near their jobs, and family households leave the region. Using housing costs specific to each community, data demonstrates that many families across the region are unable to afford a median priced home. The provision of workforce housing is a critical issue in every community in the region. Detailed housing data is available in separate reports located on the Region 9 website at www.region9edd.org. These include housing needs assessments, second homeowner studies, and housing issues as they pertain to economic stability.

Median Home Prices — 2020 Compared to 2025 $1,000,000 +62.5% $837,000

$800,000

2020

2025

Archuleta

2020

2025

Dolores

2020

2025

La Plata

2020

2025

Montezuma

$312,000

$410,000

$276,000

$170,000

$200,000

$515,000

$650,000

+73.5%

+48.6%

$295,000

$400,000

$427,500

$600,000

+111.5% $660,000

+52.0%

2020

2025

San Juan

Source: Colorado Association of Realtors

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

L I VA B L E WAG E S In Colorado, the amount needed to be economically self-sufficient varies by geographic location. Using housing and childcare costs specific to each community, Region 9 determined Montezuma County is the least expensive ($86,195 annually) and La Plata County is the most expensive place to live ($97,386 annually) for a family of four. The 2024 Colorado minimum wage was $14.42 per hour, which amounts to $29,993 per year working full time (2,080 hours).

Colorado’s statewide minimum wage in 2026 is

$15.16 per hour

for standard non-tipped employees, and

$12.14 per hour for tipped employees.

Livable Hourly Wage by Area — 2024 Adult

Adult + one child

2 Adults (1 working) + two children

Archuleta County

$23.82

$40.74

$43.91

Dolores County

$22.03

$38.69

$41.79

La Plata County

$25.24

$44.54

$46.82

Montezuma County

$21.86

$38.79

$41.44

San Juan County

$24.17

$44.06

$45.22

Colorado

$25.47

$47.11

$45.74

When housing costs are compared to the salaries of essential workers such as teachers, purchasing a home is out of reach.

Annual Wages vs. Livable Wages — 2024 ..Avg. Annual Wage*..

. . . . . . . . . . . . . . . . . . . Livable Wages**. . . . . . . . . . . . . . . . . . . . . Adult

Adult + one child

2 Adults (1 working) + two children

Archuleta County

$49,064

$49,546

$84,739

$91,333

Dolores County

$41,482

$45,822

$80,475

$86,923

La Plata County

$61,965

$52,499

$92,643

$97,386

Montezuma County

$46,173

$45,469

$80,683

$86,195

San Juan County

$37,264

$50,274

$91,645

$94,058

Colorado

$80,291

$52,978

$97,989

$95,139

* LMI — 2024 Quarterly Census of Employment and Wages (QCEW) — all industries ** MIT — 2025 Livable Wage Calculator livingwage.mit.edu

What this means for the CEDS Effective strategies must focus on: Housing affordability and availability Workforce attachment through childcare and transportation Broadband and water/wastewater/irrigation infrastructure Support for small businesses and existing industries Tribal and regional collaboration Building local government capacity

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

A R C H U L E TA C O U N T Y P R I O R I T Y EC O N O M I C G OA L S A N D K E Y DATA Archuleta County functions as an amenity-driven community within the region, experiencing strong population growth driven primarily by in-migration rather than local job expansion. This phenomenon, known as "amenity migration," has produced wide-ranging economic impacts on the community. Growth is concentrated among retirees, second-home owners, and lifestyle migrants, increasing service demand without proportionate growth in the working-age population. Archuleta’s employment base is anchored in tourism, construction, accommodation and food service, retail, and local government. Key structural pressures include: Housing affordability and limited long-term rental availability Childcare capacity constraints Seasonal business and cost of living outweighing income of the service industry workforce A limited labor pool

Economic Priorities Throughout the public input process of the CEDS, participants were asked what economic priorities were top of mind. In Archuleta County, the most mentioned priorities included: Aging and constrained public infrastructure Sewage capacity, broadband fiber cuts, and significant road and infrastructure upgrades throughout downtown Pagosa Springs made this priority highly visible. Being business friendly There was strong interest in supporting, recruiting, and retaining businesses. Worker training and childcare Training support for workers and additional childcare slots were mentioned together when identified as priorities. Drought/water impacts The 2026 Rio Blanco Fire and 2025 flooding of the San Juan River, both during the development of the CEDS update, put this topic at the forefront. Housing infrastructure There was recognition of the progress made and additional work needed in addressing this priority. The priorities identified match specific projects listed in the Archuleta County Community Development Action Plan (CDAP). The Archuleta CDAP is extremely robust, including several community partnership projects in addition to town- and county-led projects. In the previous CEDS, Archuleta feedback highlighted needs around the availability of affordable and attainable housing, expansion of broadband capacity, improving public infrastructure, and fostering natural resources. Over the past five years, significant work in housing and broadband have resulted in measurable progress in those areas, though their prioritization continues.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

A R C H U L E TA C O U N T Y DATA P R O F I L E Archuleta County developed as a combination of natural resources and natural attributes (i.e., geothermal hot springs located in Pagosa Springs). Initially these resources were "traditional west" commodities such as timber, cattle, and minerals. Since the 1970s, Archuleta County has been in transition to a more urban environment in which tourism is the number one industry.

Archuleta County Population Growth 15,000

+1.32% +1.1%

12,000 11,852

14,137 13,429

From 2000 to 2010, the population of Archuleta County grew by 2% annually. From 2010 to 2020, the estimated average annual rate of growth slowed to about 1%. The last four years have seen similar percentages.

12,389

9,000

6,000

3,000

+2.7% 1,577

1,748

2020

2025

Pagosa Springs

2020

2025

Unincorporated

2020

2025

COUNTY-WIDE TOTAL Source: Colorado State Demography Office

These population figures do not reflect the large number of seasonal visitors, many of whom own second homes in the area. The unincorporated southwestern portion of the county includes Southern Ute Indian Tribal lands and the community of Arboles (pop. 30).

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Archuleta County Job Sectors — 2024 (Sorted by most to fewest jobs per sector) TOTAL JOBS

% OF TOTAL

AVG. ANNUAL WAGE

WAGE CATEGORY

Construction

1,184

15%

$64,558

High

Accommodation and Food Services

1,092

14%

$29,798

Low

Retail Trade

919

12%

$35,163

Low

Local Government

829

11%

$66,275

High

Health Care and Social Assistance

568

$41,080

Mid

Real Estate and Rental and Leasing

505

$44,686

Mid

Agriculture, Forestry, Fishing, and Hunting

462

$63,045

High

Professional, Scientific, and Technical Services

446

$97,930

High

Other Services (except Public Administration)

403

$43,161

Mid

Administrative Support, Waste Management, and Remediation Services

371

$37,646

Low

Arts, Entertainment, and Recreation

191

$25,221

Low

Finance and Insurance

137

$70,386

High

Manufacturing

$41,951

Mid

Wholesale Trade

$109,438

High

Transportation and Warehousing

$49,785

Mid

Federal Government

$83,249

High

Educational Services

$68,992

High

State Government

$64,951

High

Information

$38,166

Low

Management of Companies and Enterprises

0.4%

$122,100

High

Mining, Quarrying, and Oil and Gas Extraction

0.4%

$61,570

High

Utilities

0.3%

$109,747

High

Unclassified

0.01%

$29,457

Low

7,654

100%

$49,064

Average

TOTAL ALL SECTORS

Source: Colorado Demography Office 12-3-25

About 68% of total employment comes from wage earners, while 32% is through proprietors (owners). Construction (15%), accommodation (14%), and retail (12%) sectors have the highest job numbers. In 2024, county unemployment rates (4.1%) were lower than the state (4.3%) and higher than the nation (4.0%). The county average annual wage ($49,064) is 61% of the state average annual wage ($80,291). In 2022 (latest available) there were 1,421 workers (18% of the workforce) commuting out of the county for work, primarily to adjacent La Plata County and San Juan County, NM. In contrast, 1,156 people were commuting in for work, primarily from adjacent La Plata and Rio Grande Counties. (Source: lehd.ces.census.gov). REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

Archuleta County Employment Share by Wage — 2024 Archuleta County Livable Wage — $91,333 Two adults, one working, with two children (MIT)

LOW

MID

HIGH

< 80% of AAW

> 80% and < 120% of AAW

>120% of AAW

<$39,251

$39,251–$58,876

>$58,877

34%

21%

45%

2026 Comprehensive Economic Development Strategy

Archuleta County Average Annual Wage (AAW) — $49,064

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Archuleta County Base Industries — 2024 Base analysis distinguishes which industries are responsible for overall growth and change. The 2023 base analysis is used as a proxy for more recent years, as the U.S. Bureau of Economic Analysis (BEA) is currently not compiling the information needed to update the analysis comparable to previous years. The percentages have remained stable since our last CEDS and thus are included.

Manufacturing 1%

Households 39%

Mining 1% Government 3%

Total Jobs

Agribusiness 9%

5,511

Regional Services 14%

Tourism 33%

In Archuleta, 72% (5,511) of the total number of jobs (7,654) are in base industries. The largest base employment industries are tourism and households that spend money earned elsewhere (i.e., second homeowners and retirees). Please refer to the Base Analysis Summary provided by the Colorado State Demography Office for more information.7

Archuleta County Total Personal Income (TPI) — 2024 Total Personal Income (TPI) is the sum of all income paid to residents of Archuleta County from various sources. Dividends, Interest & Rent $285,094,000 (32%)

Total Estimated TPI

$882,848,000

Employment Earnings $366,683,000 (42%)

Transfer Payments Source: Bureau of Economic Analysis

$231,112,000 (26%)

$83,055

Archuleta County Per Capita Income (PCI) Comparison — 2024 Per Capita Income (PCI) of Archuleta County is 85% of the National PCI and 75% of Colorado’s PCI.

113% of USA

$73,204 88%

$62,563

of CO

75% of CO

ENTERPRISE ZONES — Region 9 administers the Southwest Colorado Enterprise Zone program. All of Archuleta County is a designated Enterprise Zone and is currently listed as an Enhanced EZ based on income and employment criteria through 2026. www.region9edd.org/enterprise-zone.

85%

of USA

Archuleta Colorado 7

demography.dola.colorado.gov/assets/html/economy.html

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

USA

Source: Bureau of Economic Analysis

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

D O LO R E S C O U N T Y P R I O R I T Y EC O N O M I C G OA L S A N D K E Y DATA Dolores County remains one of the least populated counties in Colorado. Small changes from households leaving or seasonal shifts have immediate effects on school enrollment, labor availability, and service continuity. The population is aging, with limited in-migration and fewer young families. An aging population increases demand for healthcare and other public services. Core sectors include agriculture and ranching, construction and skilled trades, and seasonal tourism, particularly in Rico. Residents frequently combine wage employment with agriculture, seasonal labor, contracting, or informal economic activity. Key structural pressures include: Population: Small; declining; aging; highly sensitive to minor household changes Housing: Older stock and limited amount Workforce: Small labor pool; aging workforce; high reliance on seasonal, informal, and multi-job labor Infrastructure: Very small-scale systems with high per-capita costs Fiscal capacity: Narrow tax base; limited commercial activity, resulting in limited tax base for staff capacity

Economic Priorities Throughout the public input process of the CEDS, participants were asked what economic priorities were top of mind. In Dolores County, the most mentioned priorities included: Public infrastructure Water in Dove Creek and sewer in Rico were repeatedly identified. Drought Water resources, wildfire danger, and ongoing drought conditions impacting agriculture were common themes. Childcare Sustainability of childcare centers and the limited number of childcare slots was also a growing concern. Some of these priorities align with projects listed in the Dolores County Community Development Action Plan (CDAP), especially public infrastructure, which covers everything from roads and wet infrastructure to broadband and capital projects. There are no CDAP projects calling out drought or childcare, though they were mentioned under the agribusiness and activities of the Dolores County Development Corporation, a county-wide volunteer-based economic development organization. While public campgrounds and trail improvements are listed in the CDAP, they were not high priorities, due to being outside of local control in many cases. In the previous CEDS, Dolores County feedback highlighted the lack of local healthcare services and the need for improving public infrastructure and diversifying the economy.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

D O LO R E S C O U N T Y DATA P R O F I L E In Dolores County, the population is dispersed within two topographically distinct areas. Dove Creek, the county seat, is primarily within an agricultural area located on the west side of the county, and Rico, located on the east side of the county, is in mountainous terrain with roots in mining. From 1990 to 2000, the population of the county grew by 2.3% annually. Since then, growth has slowed, with a negative growth rate of 0.03% from 2010 to 2020 in Dove Creek and negative 0.04% county-wide. Unincorporated areas, particularly around Cahone, saw declining population from 2010 to 2019.

Dolores County Population Growth 2500

+1.6% 2000

2,078

2,209

1500

+1.8% 1,152

1000

1,233

+0.4% 635

500

646

+3.4%

2020

2024

Dove Creek

291

330

2020

2024

Rico

2020

2024

Unincorporated

2020

Rico continues to see the highest growth rates, from 2.9% growth annually from 2000 to 2010, to 3.4% over the past four years. Overall, the county population is expected to have a low growth rate through 2040.

2024

COUNTY-WIDE TOTAL Source: Colorado State Demography Office

Dolores County Employment Share by Wage — 2024 Dolores County Livable Wage — $86,923 Two adults, one working, with two children (MIT)

LOW

MID

HIGH

< 80% of AAW

> 80% and < 120% of AAW

>120% of AAW

<$33,186

$33,187–$49,778

>$49,779

41%

38%

16%

2026 Comprehensive Economic Development Strategy

Dolores County Average Annual Wage (AAW) — $41,482

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Dolores County Job Sectors — 2024 (Sorted by most to fewest jobs per sector) TOTAL JOBS

% OF TOTAL

AVG. ANNUAL WAGE

WAGE CATEGORY

Agriculture, Forestry, Fishing, and Hunting

332

30%

$31,035

Low

Local Government

194

17%

$33,711

Mid

Accommodation and Food Services

$38,873

Mid

Retail Trade

$29,452

Low

Construction

$53,380

High

Health Care and Social Assistance

$42,773

Mid

Transportation and Warehousing

$46,960

Mid

Administrative Support, Waste Management, and Remediation Services

$49,359

Mid

Professional, Scientific, and Technical Services

$66,475

High

Manufacturing

$54,626

High

Real Estate and Rental and Leasing

$49,619

Mid

Other Services (except Public Administration)

$40,695

Mid

Wholesale Trade

$77,338

High

Educational Services

$68,992

High

Federal Government

$52,889

High

State Government

$63,767

High

Finance and Insurance

$110,857

High

Arts, Entertainment, and Recreation

$30,398

Low

—

$103,101

High

Mining, Quarrying, and Oil and Gas Extraction

Not Disclosed

—

$105,852

High

Utilities

Not Disclosed

—

Not Disclosed

—

Management of Companies and Enterprises

Not Disclosed

—

Not Disclosed

—

Unclassified

Not Disclosed

—

Not Disclosed

—

1,030

—

$41,482

Average

Information

TOTAL ALL SECTORS

Source: Colorado Demography Office 12-3-25

About 65% of total employment is by wage earners, while 35% is through proprietors (owners). Agriculture is a strong employment sector in the county (32%). Government is also a strong employment sector, accounting for 21% of jobs. In 2024, county unemployment rates (3.7%) were lower than the state (4.3%) and the nation (4.0%). The county average annual wage ($41,482) is 52% of the state average annual wage ($80,291). In 2022 (latest available), almost half of workers (48%, or 498 workers) commute out of the county for work, primarily to adjacent Montezuma County and San Miguel County. In contrast, 255 people were commuting in for work, primarily from adjacent Montezuma and San Miguel Counties, putting net commuters at -214 (Source: lehd.ces.census.gov).

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

Dolores County Base Industries — 2024

Government 5% Manufacturing 2% Mining 1%

Tourism 8% Regional Services 11% Total Jobs

Households 40%

927

Base analysis distinguishes which industries are responsible for overall growth and change. The 2023 base analysis is used as a proxy for more recent years, as the U.S. Bureau of Economic Analysis (BEA) is currently not compiling the information needed to update the analysis comparable to previous years. The percentages have remained stable since our last CEDS and thus are included. In Dolores, 90% (92) of the total 1,030 jobs are in base industries. The largest base employment industries are agribusiness and households that spend money earned elsewhere (i.e., commuters).

Agribusiness 33%

Please refer to the Base Analysis Summary provided by the Colorado State Demography Office for more information.8

Dolores County Total Personal Income (TPI) — 2024

Transfer Payments $32,734,000 (27%)

Total Estimated TPI

Dividends, $122,789,000 Interest & Rent

Employment Earnings $52,686,000 (43%)

$18,901,000 Residency (15%) Adjustment Source: Bureau of Economic Analysis

Total Personal Income (TPI) is the sum of all income paid to residents of Dolores County from various sources. Between 1970 and 2020, there was a regional trend of decreasing employment income and increasing income from dividends, interest, and rent. Transfer payments were shrinking, though this trend has seen a reversal as baby boomers retire and receive retirement benefits. COVID-19 conditions also increased transfer payments in 2020. Since 2020, employment earnings have been growing.

$18,468,000 (15%)

Dolores County Per Capita Income (PCI) Comparison — 2024

$83,055

Per Capita Income (PCI) of Dolores County was 60% of the National PCI and 51% of Colorado’s PCI in 2022.

113% of USA

$73,204 88% of CO

ENTERPRISE ZONES – Region 9 administers the Southwest Colorado Enterprise Zone. All of Dolores County is a designated Enterprise Zone and is currently listed as an Enhanced Enterprise Zone based on employment and income criteria through 2024. www.region9edd.org/enterprise-zone.

$42,287 51% of CO

58%

of USA

Dolores

Colorado

USA

Source: Bureau of Economic Analysis 8

https://demography.dola.colorado.gov/assets/html/economy.html

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

PHOTO: KENDRA COOK

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

L A P L ATA C O U N T Y P R I O R I T Y EC O N O M I C G OA L S A N D K E Y DATA La Plata County continues to experience modest population growth, driven increasingly by in-migration rather than natural increase. Growth is concentrated in Durango. The population is aging, and the current workforce is not expanding fast enough to replace retiring workers. Housing affordability is the most significant constraint on long-term workforce stability. Home prices and rents have risen faster than wages for more than a decade. Like many neighboring counties, La Plata County faces a growing childcare crisis that directly impacts families, workforce stability, business growth, and economic development. Insufficient childcare capacity results in an annual economic loss of up to $34 million due to lost wages and business disruptions, while families struggle to find care that meets their needs.9 As the region’s service hub, La Plata County supports regional services through Common Spirit Mercy Hospital, the Durango/La Plata County Airport, and Fort Lewis College. The County also hosts the region’s largest and most diverse employment base. While this diversity strengthens economic stability, much of employment remains service-oriented, with wages that lag behind the rising housing and living costs. A smaller number of higher-wage professional roles elevate county averages but do not reflect typical earnings. Key structural pressures include: Housing affordability and availability near employment centers Childcare cost and availability Transportation distance and costs for in-commuting workers Declining school-age populations

Economic Priorities Throughout the public input process of the CEDS, participants were asked about their top economic priorities. In La Plata County, the priorities mentioned most often included transportation and public infrastructure projects of all types and concerns over rising costs impacting families’ ability to stay in the area. These included: Childcare availability Housing costs Overall cost of living Hiring and retention of workforce The listed priorities align with many of the projects listed in the current La Plata County Community Development Action Plan (CDAP), though there are some shifts from the priorities listed even two years ago. In the previous CEDS, La Plata feedback highlighted the availability of affordable housing; expansion of broadband capacity; improving public infrastructure, including roads; and improving workforce participation through substance recovery programming and services.

https://demography.dola.colorado.gov/assets/html/economy.html

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

LA PLATA COUNTY DATA PROFILE Historically, La Plata County developed as a result of “traditional west” commodities such as mining, cattle, and timber. Since the 1970s, La Plata County has been in transition to a more urban environment with outdoor recreation as a key industry. People moving in for quality-of-life issues or “amenity migration” drove population growth in the 1990s, a trend continuing today. Between 2020 and 2024, La Plata County grew 0.5% annually, with most of the growth occurring in Bayfield and Durango. Ignacio experienced population decline during this time period. Unincorporated areas include the Southern Ute Indian Tribe, headquartered near Ignacio. 70,000 La Plata County Population Growth 60,000

+0.5% 55,673

50,000

56,841

40,000

+1.0%

20,000 32,064

33,324

15,000

+0.9% 20,000

19,062

19,756

10,000

–0.2%

+0.6% 2,847

2,918

2020

2024

Bayfield

2020

2024

850

843

2020

2024

Durango

Ignacio

2020

2024

Unincorporated

2020

2024

COUNTY-WIDE TOTAL Source: Colorado State Demography Office

These population figures do not reflect the large number of seasonal visitors, many of whom own second homes in the county. The State Demographer estimates an increase of about 1,529 residents in the county through 2030.

La Plata County Employment Share by Wage — 2024 La Plata County Livable Wage — $97,386 Two adults, one working, with two children (MIT)

LOW

MID

HIGH

< 80% of AAW

> 80% and < 120% of AAW

>120% of AAW

<$61,965

$49,573–$74,358

>$74,359

34%

50%

16%

2026 Comprehensive Economic Development Strategy

La Plata County Average Annual Wage (AAW) — $61,965

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

La Plata County Job Sectors — 2024 (Sorted by most to fewest jobs per sector) TOTAL JOBS

% OF TOTAL

AVG. ANNUAL WAGE

WAGE CATEGORY

Local Government

4,255

12%

$66,526

Mid

Health Care and Social Assistance

3,913

11%

$67,693

Mid

Retail Trade

3,809

11%

$39,537

Low

Accommodation and Food Services

3,672

10%

$29,434

Low

Professional, Scientific, and Technical Services

3,017

$105,622

High

Construction

2,887

$66,337

Mid

Arts, Entertainment, and Recreation

1,639

$30,436

Low

Administrative Support, Waste Management, and Remediation Services

1,526

$51,781

Mid

Real Estate and Rental and Leasing

1,382

$53,524

Mid

Other Services (except Public Administration)

1,360

$41,859

Low

Agriculture, Forestry, Fishing, and Hunting

1,257

$40,293

Low

State Government

1,115

$63,947

Mid

Transportation and Warehousing

1,035

$74,115

Mid

Manufacturing

943

$60,105

Mid

Finance and Insurance

930

$125,082

High

Wholesale Trade

668

$81,140

High

Educational Services

535

$74,226

Mid

Information

513

$111,855

High

Mining, Quarrying, and Oil and Gas Extraction

493

$111,121

High

Federal Government

355

$96,245

High

Utilities

161

$113,403

High

Management of Companies and Enterprises

100

$133,968

High

$51,097

Mid

35,573

100%

$61,965

Average

Unclassified TOTAL ALL SECTORS

Source: Colorado Demography Office 12-3-25

About 78% of total employment is from wage earners, while 22% is through proprietors (owners). Local government (12%), retail trade (11%), and healthcare (11%) are strong employment sectors. In 2024, county unemployment rates (4.1%) were lower than the state (4.3%) and higher than the nation (4.0%). The county average annual wage ($61,965) is 77% of the state average annual wage ($80,291). In 2022 (latest available), there were 5,841 workers commuting out of the county for work, primarily to adjacent San Juan County, NM. In contrast, 7,836 people (22% of those employed) were commuting in for work, primarily from San Juan County, NM, making net commuters 1,995. (Source: lehd.ces.census.gov).

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

La Plata County Base Industries — 2024 Regional Services 21%

Manufacturing 1% Mining 2%

Government 12% Agribusiness 8%

Total Jobs 21,700

Tourism 30%

Households 26%

Base analysis distinguishes which industries are responsible for overall growth and change. The 2023 base analysis is used as a proxy for more recent years, as the U.S. Bureau of Economic Analysis (BEA) is currently not compiling the information needed to update the analysis comparable to previous years. The percentages have remained stable since our last CEDS and thus are included. In La Plata, 61% (21,700) of the total number of jobs (35,573) are in base industries. The largest base employment industries are tourism and households that spend money earned elsewhere (i.e., second homeowners and retirees). Please refer to the Base Analysis Summary provided by the Colorado State Demography Office for more information.10

La Plata County Total Personal Income (TPI) — 2024 Residency Adjustment ($36,860,000) (-1%)

Transfer Payments $700,624,000 (15%) Total Dividends, Estimated TPI Employment Interest $4,567,563,000 Earnings & Rent $2,364,266,000 $1,539,533,000 (52%) (34%)

Total Personal Income (TPI) is the sum of all income paid to residents of La Plata County from various sources. A negative residency adjustment means that more people are commuting into the county for employment than are commuting out.

Source: Bureau of Economic Analysis

$81,031 98% of CO

$83,055 113% of USA

$73,204 88%

111%

of CO

of USA

La Plata County Per Capita Income (PCI) Comparison — 2024 Per Capita Income (PCI) of La Plata County is 111% of the National PCI and 98% of Colorado’s PCI. ENTERPRISE ZONES – Twenty-three of the 36 census blocks and tracts in the county are designated enterprise zones. www.region9edd.org/enterprise-zone 10

https://demography.dola.colorado.gov/assets/htmlecomomy.html/

2026 Comprehensive Economic Development Strategy

La Plata

Colorado

USA

Source: Bureau of Economic Analysis

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

M O N T E Z U M A C O U N T Y P R I O R I T Y EC O N O M I C G OA L S A N D K E Y DATA The employment base is one of the region’s most diverse, comprised of extractive industries, healthcare, education, government, retail, agriculture, and Tribal enterprises. Cortez functions as the primary employment center. The County offers unique cultural resources and international visitation destinations such as Mesa Verde National Park, Hovenweep National Monument, and Ute Mountain Ute Tribal Park. Mesa Verde Country, the Area Tourism Office, provided their own CEDS document (Appendix D) to highlight Montezuma County priorities from the organization’s perspective. Montezuma County’s population has remained relatively stable, with modest growth in Cortez and Mancos. However, with the population aging, demand for healthcare and services has increased. Key structural pressures include: Limited job diversity outside core sectors Housing availability and long-term rental stability Childcare access Transportation distances to employment

Economic Priorities Throughout the public input process of the CEDS, participants were asked what economic priorities were top of mind. In Montezuma County, the most mentioned priorities included: Public infrastructure Ongoing maintenance for aging roads was specifically mentioned, with broadband being less of a concern. Housing The state’s attention to housing was identified as a reason that this topic remains a priority, as available funding resources are being leveraged by municipalities to increase housing stock and retain workforce. Drought/water The ongoing low snowpack along with wildfire activity were concerns of participants, as well as how drought will impact agriculture and tourism numbers. Agricultural sustainability Recognition that this important sector is impacted by an aging workforce and volatile markets. These economic priorities align with many projects listed in the Montezuma Community Development Action Plan (CDAP). Montezuma is the region’s primary agricultural producer, and capital investment in local cold storage, food aggregation, and processing infrastructure is a potential niche to bridge the gap between local growers, large regional buyers in neighboring La Plata County, and smaller buyers throughout the region. In the previous CEDS, Montezuma feedback highlighted economic diversification away from oil and gas; availability of affordable housing; expansion of broadband capacity; improving public infrastructure including roads; and preserving rural healthcare, including addressing the opioid epidemic. With ongoing work on broadband infrastructure and the Southwest Opioid Response District (SWORD), those priorities are receiving less public attention.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

MONTEZUMA COUNTY DATA PROFILE Historically, Montezuma County provided mining towns in the San Juan Mountains with supplies. By the turn of the 20th century, the mining boom had played out, and the remaining settlers turned to subsistence agriculture and the export of agricultural and timber products. In the 1980s, the construction of McPhee Reservoir (the Dolores Project) and its extensive irrigation systems allowed increased agricultural production and enhanced recreational opportunities for locals and tourists.

Montezuma County Population Growth Between 2020 and 2024, Montezuma County grew 0.9% annually, with most of the growth occurring in Cortez (1.1%).

35,000

+0.9%

30,000 25,891

26,861

25,000

20,000

+0.7% 15,047

15,000

15,494

+1.1%

10,000 8757

9,146

5,000

+1.8%

+1.4%

2020

2024

888

936

1,199

1,285

2020

2024

2020

2024

Cortez

Dolores

Mancos

2020

2024

Unincorporated

2020

2024

COUNTY-WIDE TOTAL Source: Colorado State Demography Office

Unincorporated areas of the county include the Ute Mountain Ute Tribe, headquartered in Towaoc, located 12 miles southwest of Cortez.

Montezuma County Employment Share by Wage — 2024 Montezuma County Livable Wage — $86,195 Two adults, one working, with two children (MIT)

LOW

MID

HIGH

< 80% of AAW

> 80% and < 120% of AAW

>120% of AAW

<$36,938

$36,938–$55,407

>$55,408

17%

67%

18%

2026 Comprehensive Economic Development Strategy

Montezuma County Average Annual Wage (AAW) — $46,173

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Montezuma County Job Sectors — 2024 (Sorted by most to fewest jobs per sector) TOTAL JOBS

% OF TOTAL

AVG. ANNUAL WAGE

WAGE CATEGORY

Local Government

2,229

17%

$43,486

Mid

Health Care and Social Assistance

1,740

13%

$46,803

Mid

Retail Trade

1,684

13%

$37,703

Mid

Agriculture, Forestry, Fishing, and Hunting

1,176

$35,588

Low

Accommodation and Food Services

1,091

$24,475

Low

Construction

967

$46,578

Mid

Professional, Scientific, and Technical Services

685

$76,865

High

Other Services (except Public Administration)

651

$37,698

Mid

Administrative Support, Waste Management, and Remediation Services

385

$38,302

Mid

Manufacturing

385

$43,882

Mid

Real Estate and Rental and Leasing

384

$43,104

Mid

Federal Government

336

$80,552

High

Transportation and Warehousing

295

$88,503

High

Wholesale Trade

288

$61,694

High

Finance and Insurance

209

$68,367

High

Arts, Entertainment, and Recreation

204

$38,542

Mid

Educational Services

184

$50,166

Mid

State Government

138

$62,767

High

Mining, Quarrying, and Oil and Gas Extraction

$77,056

High

Information

$70,079

High

Utilities

$82,558

High

Management of Companies and Enterprises

Not Disclosed

—

$95,728

High

Unclassified

Not Disclosed

—

Not Disclosed

Mid

13,296

—

$46,173

Average

TOTAL ALL SECTORS

Source: Colorado Demography Office 12-3-25

About 77% of total employment is by wage earners, while 23% is through proprietors (owners). Local government (17%), healthcare (13%), and retail trade (13%) are strong employment sectors. In 2024, county unemployment rates (5.2%) were higher than the state (4.3%) and the nation (4.0%). The county average annual wage ($46,173) is 58% of the state average annual wage ($80,291). In 2022 (latest available), data shows similar commuter numbers commuting in and out of the County for work. There were 3,743 workers commuting out of the county, primarily to adjacent La Plata County and San Juan County, NM. In contrast, 3,323 people were commuting in, primarily from adjacent La Plata County and San Juan County, NM. (Source: lehd.ces.census.gov).

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

Montezuma County Base Industries — 2024

Government 5%

Regional Services 22% Total Jobs

Manufacturing 1% Mining 1%

Tourism 16%

Agribusiness 12%

21,700 Households 41%

Base analysis distinguishes which industries are responsible for overall growth and change. The 2023 base analysis is used as a proxy for more recent years, as the U.S. Bureau of Economic Analysis (BEA) is currently not compiling the information needed to update the analysis comparable to previous years. The percentages have remained stable since the 2021 CEDS and thus are included. In Montezuma, 73% (9,706) of the total number of jobs (13,296) are in base industries. The largest base employment industries are regional services and households that spend money earned elsewhere (i.e., commuters and retirees). Please refer to the Base Analysis Summary provided by the Colorado State Demography Office for more information.11

Montezuma County Total Personal Income (TPI) — 2024 Transfer Payments Dividends, Interest & Rent

$444,456,000 (28%)

Total $367,010,000 Estimated TPI (23%) $1,586,333,000 Residency Adjustment $98,342,000 (6%)

Employment Earnings $676,417,000 (43%)

Total Personal Income (TPI) is the sum of all income paid to residents of Montezuma County from various sources. Between 1970 and 2020, we see a regional trend of decreasing employment income and increasing income from dividends, interest, and rent. Transfer payments were shrinking, though this trend has seen a reversal as baby boomers retire and receive retirement benefits. COVID-19 conditions also increased transfer payments in 2020. Since 2020, employment earnings have been growing.

$83,055 113% of USA

88%

Montezuma County Per Capita Income (PCI) Comparison — 2024 Per Capita Income (PCI) of Montezuma County is 76% of national PCI and 67% of Colorado’s PCI.

$73,204 of CO

$55,437 67% of CO

76%

of USA

ENTERPRISE ZONES – All of Montezuma County is a designated Enhanced Enterprise Zone through 2026. www.region9edd.org/enterprise-zone Montezuma Colorado

USA

Source: Bureau of Economic Analysis 11

https://demography.dola.colorado.gov/assets/html/economy.html

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

SAN JUAN COUNTY PRIORITY ECONOMIC GOALS AND KEY DATA San Juan County has a small population that fluctuates significantly with the seasons. At this scale, the addition or loss of even a few households materially affects school enrollment, emergency staffing, and local government capacity. The economy is heavily concentrated on tourism, hospitality, construction, and local government. Economic activity is strong during peak seasons but does not consistently translate into stable, yearround employment. Many workers commute into Silverton during peak periods, reducing local attachment and increasing vulnerability to weather events, road closures, or housing shifts. Infrastructure systems operate at a very small scale with high per-capita costs and minimal redundancy. Water, wastewater, roads, and broadband must support large seasonal demand spikes despite a limited year-round rate base. Key structural pressures include: Population: Aging; highly seasonal Housing: Limited, with a high number of second homeowners and part-time residents Workforce: Small labor pool; heavy in-commuting Infrastructure: High per-capita cost; limited redundancy

Economic Priorities Throughout the public input process of the CEDS, participants were asked what economic priorities were top of mind. In San Juan County, the most mentioned priorities included: Housing Even though there has been much progress, more construction is planned and underway. Drought The unknown impacts on water supply, the high alpine ecosystem, and tourism are creating a lot of concern, while wildfires in surrounding counties are resulting in direct impacts to tourism numbers. Public infrastructure There is funding and momentum to prioritize town water and sanitation needs. Childcare The importance of supporting young families and workforce has highlighted this priority. Economic diversification The focus on a more year-round economy and less dependence on tourism is an on-going goal. These listed priorities align with the majority of projects listed in the updated San Juan County Community Development Action Plan (CDAP). Childcare and water/sewer infrastructure is seeing increased momentum and funding prioritization, while broadband has lessened from five years ago. Though not specifically mentioned as a priority, retaining essential food infrastructure, such as the local independent grocer, is vital to workforce stability, even more so because of San Juan County’s geographic isolation and weather-related pass closures. In the previous CEDS, San Juan feedback highlighted economic diversification away from summer tourism; availability of affordable housing; fiber redundancy; workforce housing; and downtown revitalization.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

SAN JUAN COUNTY DATA PROFILE The discovery of gold in the county by Charles Baker in 1860 was followed by a gold rush in the 1870s. With the dedication of the "Million-Dollar Highway" in July of 1924, the transportation of gold, silver, lead, copper, and zinc began to shift from narrow-gauge train to trucks using Highway 550, which connects Silverton to Montrose and Durango. After World War II, the rail line began to carry less freight and more tourists up from Durango to enjoy the spectacular scenery.

San Juan County Population Growth 1,000

+1.1%

+3.76%

800

818

+3.3% 724

600

711

628

400

200

+3.8% 0

2020

2025

Silverton

2020

2025

2020

Unincorporated

2025

COUNTY-WIDE TOTAL Source: Colorado State Demography Office

In 2024, the county's resident population was 818. The resident population is expected to increase slightly (by 44) by 2030. In the summer, there is usually an influx of seasonal residents, many of whom have purchased second homes in the area to enjoy the rural amenities of life in the high country. This phenomenon, known as "amenity migration," has produced wide ranging economic impacts on the community.

San Juan County Employment Share by Wage — 2024 San Juan County Livable Wage — $94,058 Two adults, one working, with two children (MIT)

LOW

MID

HIGH

< 80% of AAW

> 80% and < 120% of AAW

>120% of AAW

<$29,811

$29,811–$44,716

>$44,717

35%

45%

San Juan County Average Annual Wage (AAW) — $37,264

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

About 78% of total employment is by wage earners, while 22% is through proprietors. Confidentiality concerns (ND) related to the small numbers in this county limit the publicly available information about jobs and income in some sectors. In 2024, county unemployment rates (3.6%) were lower than the state (4.3%) and lower than the nation (4.0%). The county average annual wage ($37,264) is 46% of the state average annual wage ($80,291). In 2022 (latest available data), there were 169 workers commuting out of the county for work, primarily to adjacent La Plata County and Montrose County. In contrast, 156 people were commuting in for work, primarily from the same communities. Net commuters numbered 13. (Source: lehd.ces. census.gov).

San Juan County Job Sectors — 2024 (Sorted by most to fewest jobs per sector) TOTAL JOBS

% OF TOTAL

AVG. ANNUAL WAGE

WAGE CATEGORY

Accommodation and Food Services

146

21.6%

$29,664

Low

Retail Trade

13.4%

$26,274

Low

Local Government

12.7%

$45,607

High

Professional, Scientific, and Technical Services

12.6%

$81,783

High

Arts, Entertainment, and Recreation

8.9%

$30,398

Mid

Construction

7.2%

$45,227

High

Administrative Support, Waste Management, and Remediation Services

5.6%

$48,466

High

Health Care and Social Assistance

5.2%

$32,630

Mid

Real Estate and Rental and Leasing

3.2%

$41,552

Mid

Educational Services

2.8%

$68,992

High

Other Services (except Public Administration)

2.8%

$19,453

Low

State Government

1.6%

$52,110

High

Manufacturing

1.5%

$32,630

Mid

Wholesale Trade

0.7%

$77,338

High

Federal Government

0.1%

$71,096

High

Agriculture, Forestry, Fishing, and Hunting

Not Disclosed

—

Not Disclosed

—

Mining, Quarrying, and Oil and Gas Extraction

Not Disclosed

—

Not Disclosed

—

Utilities

Not Disclosed

—

Not Disclosed

—

Information

Not Disclosed

—

$103,101

High

Finance and Insurance

Not Disclosed

—

$110,857

High

Management of Companies and Enterprises

Not Disclosed

—

Not Disclosed

—

Unclassified

Not Disclosed

—

$57,296

High

Transportation and Warehousing

Not Disclosed

—

Not Disclosed

—

677

—

$37,264

Average

TOTAL ALL SECTORS

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

San Juan County Base Industries — 2024

Government 3%

Regional Services 14%

Tourism 54% Total Jobs

515

In San Juan, 76% (515) of the total number of jobs (677) are in base industries. The largest base employment industries are tourism Households 27% Agribusiness and households that spend money earned elsewhere (i.e., second 1% homeowners and retirees). Manufacturing 1%

Please refer to the Base Analysis Summary provided by the Colorado State Demography Office for more information.12

San Juan County Total Personal Income (TPI) — 2024

Residency Adjustment $3,351,000 (6%)

Dividends, Interest & Rent

Transfer Payments

$11,255,000 (22%)

$9,320,000 (18%)

Total Estimated TPI $51,884,000 Employment Earnings

Source: Bureau of Economic Analysis

Total Personal Income (TPI) is the sum of all income paid to residents of San Juan County from various sources. Between 1970 and 2020, we see a regional trend of decreasing employment income and increasing income from dividends, interest, and rent. Transfer payments were shrinking, though this trend has seen a reversal as baby boomers retire and receive retirement benefits. COVID-19 conditions also increased transfer payments in 2020. Since 2020, employment earnings have been growing.

$27,958,000 (54%)

San Juan County Per Capita Income (PCI) Comparison — 2024 $83,055

Per Capita Income (PCI) of San Juan County is 81% of national PCI and 71% of Colorado’s PCI.

113% of USA

$73,204 88%

ENTERPRISE ZONES – All of San Juan County has been designated as an Enhanced Enterprise Zone through 2026. www.region9edd.org/enterprise-zone

of CO

$59,114 71% of CO

81%

of USA

More information is available in the Town of Silverton Compass Master Plan. The Master Plan identifies priorities for policies and physical improvements to guide public and private investments by the Town of Silverton, San Juan County, the development community, and stakeholders for the next 10+ years. A link to this plan is found in Appendix E – Evaluation Tools and Resources. San Juan 12

https://demography.dola.colorado.gov/assets/html/economy.html

2026 Comprehensive Economic Development Strategy

Colorado

USA

Source: Bureau of Economic Analysis

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

PHOTO: DIVINE WINDY BOY. © SOUTHERN UTE DRUM

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

THE SOUTHERN UTE INDIAN TRIBE The present-day Southern Ute Reservation covers 75 miles east to west by 15 miles north to south and is slightly more than 681,000 acres in total area. Often referred to as a "checkerboard" for its irregular pattern of land ownership, the reservation lands are divided among many interests, including primarily Tribal trust lands, allotted trust lands, U.S. Forest Service and Bureau of Reclamation lands, and fee simple lands. Much of the Tribe's lands, except for the Pine River Valley, are rugged, upland, and foothill areas, while non-Indian fee lands are on the arable mesas within the reservation. U.S. Forest Service lands are those of the San Juan National Forest, while Reclamation lands are those immediately surrounding the Navajo Reservoir.

Population In 2018, the total population of enrolled Southern Ute Tribal Members was 1,506 and in 2023, the total population was 1,471, based on data from Southern Ute Tribal Information Services (TIS). This reflects a decline of 35 members or 2.3% over the five-year period. A closer look at age groups shows a striking trend. The number of members aged 0-17 declined by 21%, and the number of members aged 55 and older increased by 17.2%. This trend is the most pronounced among those living on the reservation, where those between 0-17 declined by nearly 15.28% and those aged 18-54 declined over 2%. The number of members aged 55 and older living on the reservation, however, increased by 14.2%.

Economic Outlook The Southern Ute Indian Tribe (SUIT) is the largest employer in La Plata County. Tribal government and other enterprises currently employ about 1,500 people. The Tribe’s economic success comes from its land, mineral estate (the Tribe’s reservation straddles the northern third of the San Juan Basin – underlain by gas-bearing geological formations, including coal beds), the extraordinary vision of its leaders, and the efforts and achievements of its employees. Early efforts to develop minerals under the supervision of the Bureau of Indian Affairs provided moderate economic benefits to the Tribe. However, beginning in the 1980s, the Tribe assumed an active role in managing its own resources. The Tribe created its own Department of Energy to audit and manage the royalty and severance taxes paid by other operators within the reservation. In 1992, the Tribe started its own exploration and production company – Red Willow Production Company – and later, its own midstream company – Red Cedar Gathering Company (a joint venture with Kinder Morgan). In the late 1990s, the Tribe estimated that on-reservation gas production would peak within the next decade and determined that other sources of revenue were necessary to sustain the Tribe’s future. In 1999, the SUIT adopted a financial plan that was unique in Indian country. The plan separated the government functions of the Tribe (a quasi-sovereign nation) from the business functions. The governmental division was named the Permanent Fund and was set up to receive a portion of the royalties and severance taxes to fund an endowment to operate off of the interest earned on the endowment.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

The Growth Fund was formed in 2000 to operate Tribal for-profit businesses both on and off the reservation. It is a substantial, but quiet, economic driver for southwest Colorado, serving the membership of the SUIT. The Growth Fund is charged with managing SUIT businesses effectively, building new businesses prudently, and paying dividends and elder’s pensions while reinvesting money to grow the businesses to provide for future prosperity for the Tribal membership. The Growth Fund started small but has grown over the last 20 years, with holdings and/or operations in 14 states and the Gulf of Mexico. The Growth Fund now consists of companies operating in oil and gas exploration and production on the reservation and in the Permian Basin, Powder River Basin, and deep water Gulf of Mexico (Red Willow Production Company); gas gathering on-reservation (Red Cedar Gathering Company); gas gathering and treating off-reservation (Aka Energy); real estate investment in hotels, apartments, industrial buildings, office buildings, and horizontal and vertical development (GF Properties Group); and private equity fund investment (GF Private Equity Group). Additional on-reservation enterprises include the Sky Ute Casino Resort, which opened in 2008 offering casino gaming, as well as other amenities and entertainment. In addition, the resort offers full convention and banquet facilities and can host many mid-size conferences (500+). The concert venue can seat 1,350. As the region’s only sizable conference center, the property can attract events to the area that would otherwise have to find accommodation outside of the region.

Sky Ute Casino Resort

Comprehensive Economic Development Strategy The Tribe updated its Comprehensive Economic Development Strategy (CEDS 2023-2025) and identified five strategic priorities focused on improving the foundation of the Southern Ute Tribal economy:

CEDS 2023-25

1. Improve the Availability of Diverse Housing Options 2. Expand High-Speed Broadband Connectivity 3. Increase Commercial Infrastructure & Community Amenities 4. Improve Tribal Economic Development Capacity & Ability to Leverage Underutilized Resources 5. Enhance Opportunities for Business Creation

Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023 - 2025

www.southernute-nsn.gov/wp-content/uploads/sites/15/2023/10/2023-FINAL-SUITCEDS-w-Resolution-10_10_23.pdf .

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

PHOTO: DIVINE WINDY BOY. © SOUTHERN UTE DRUM

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

PHOTO: ANTHONY TWO MOONS

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

THE UTE MOUNTAIN UTE TRIBE Today, the homelands for the Weeminuche, or Ute Mountain Ute Tribe (UMUT), are 600,000 acres. The Tribal lands are on what is known as the Colorado Plateau, a high desert area with deep canyons carved through the mesas. The UMUT is headquartered in Towaoc, Colorado and White Mesa, Utah in an area known as the Four Corners Region, where the states of Arizona, Colorado, New Mexico, and Utah come together. Towaoc is southwest of Mesa Verde National Park and northeast of scenic Monument Valley. he UMUT’s reservation homelands of 600,000 acres include over 106,000 acres in T San Juan County, New Mexico and also have a presence in southeastern Utah on allotted trust land. These lands, or allotments, cover 2,597 acres and are located at Allen Canyon and the greater Cottonwood Wash area, as well as on White Mesa and in Cross Canyon. Some of the allotments in White Mesa and Allen Canyon are individually owned and some are owned by the Tribe as a whole. The Tribe also holds fee patent title to 41,112 acres of land in Utah and Colorado.

Population The UMUT has an enrolled membership of about 2,100. The majority (969) live on the reservation in Towaoc, with a smaller population (242) in the White Mesa community. The remaining members live off the reservation. For residents of Towaoc, the nearest city with a population of more than 50,000 is more than 175 miles away. For those in White Mesa, the nearest city with a population of 50,000 or more is about 200 miles away. Tribal lands include the Ute Mountain Tribal Park, which covers 125,000 acres of land along the Mancos River. Hundreds of surface sites, cliff dwellings, petroglyphs, and wall paintings of Ancestral Puebloan and Ute cultures are preserved in the park. Ute tour guides provide background information about the people, culture, and history of the park lands. National Geographic Traveler chose it as one of “80 World Destinations for Travel in the 21st Century,” one of only nine places selected in the United States.

Economic Outlook The Ute Mountain Ute Tribe is a major contributor to the regional economy. In 2019, the Tribe was one of the largest employers in Montezuma County, with ~1,300 jobs in all aspects of Tribal government and operations and at their Ute Mountain Casino and RV Park. The Colorado Ute Water Settlement Act of 1988 mandated, through the building of the Dolores Project and McPhee Reservoir, that drinking and irrigation water be provided to the reservation. This has dramatically expanded farming and ranching operations. Other Tribal resources include income from oil and gas wells and Tribal enterprises that revolve around tourism, such as the Tribe’s Ute Mountain Ute Tribal Park. The Tribe has prepared a Comprehensive Economic Development Strategy (CEDS) detailing its strategic roadmap for success. The Tribe’s latest CEDS can be viewed at: www.nuchuplanning.org/publications. REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

Culture Culture and language preservation have been at the heart of many of the Tribe’s recent programs. They have produced six award winning intergenerational films and won more than 50 Telly Awards, as well as film awards from the Colorado Film Commission, L.A. Skins Fest, and Garifuna International Indigenous Film Festivals. The UMUT films have been screened at the TCL Chinese Theater in Los Angeles, as well as at a Tokyo film festival in Japan. The Tribe has also produced two Anthem Award winning books for purpose- and mission-driven work called Growing Ute, Volume I and Volume II. Both books aim to preserve the culture and language of the Ute Mountain Ute Tribe. The latest books can be viewed at: www.centerforruraloutreach.org/films-book, including a cookbook by youth and Ute Wissiv Kaava Tuvupua — a book with stories of elders about the land changes on the Ute reservation.

Education

PHOTO: ANTHONY TWO MOONS

Kwiyagat Community Academy opened in fall 2021 with 27 students in kindergarten and first grade, marking the beginning of a new educational opportunity in Towaoc, Colorado, home of the Ute Mountain Ute people. As the first public charter school located on Native land in Colorado, KCA is guided by Ute language and culture, social-emotional learning, and academic excellence. The school adds one grade level each year and is on track to serve kindergarten through fifth grade by the 2025–2026 school year, with a goal of enrolling 100 students and maintaining class sizes of 18–20. More information regarding the UMUT can be found at www.utemountainutetribe.com.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

PHOTO: ANTHONY TWO MOONS

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

STRATEGIC DIRECTION AND IMPLEMENTATION BY COUNTY

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

COMMUNITY DEVELOPMENT ACTION PLANS (CDAPS) Each community’s priorities, goals, and objectives are part of the County Profiles in this document and were self-determined through broad-based community input. The Community Development Action Plans (CDAPs) address priority economic and community development projects at a county level. Though project lists are not a requirement of EDA or the CEDS, southwest Colorado communities use the CDAPs as a central location for listing and tracking the projects prioritized by community groups, governments, citizens, and stakeholders, which are then approved by the appropriate County Board of Commissioners. Region 9 updates and monitors the CDAPs for each county in an ongoing cycle every two years. The CDAP categories include, but are not limited to:

Public Infrastructure Gas, electricity, water, sewer, solid waste, and recycling Transportation Telecommunications

Services Arts and culture Education Childcare Fire protection Health and human services

Land use Public lands Parks and recreation Public safety Historic preservation

Housing Housing availability Development of affordable housing Fair housing programs

Economic Development Business expansion and retention Capital for business expansion, i.e. revolving loan funds Development of infrastructure, i.e. industrial parks Tourism Workforce development/training Agriculture Categories have been added throughout the years in response to community feedback. The CDAP also provides a column for each County Commission to rank each project as “high," “medium,” or “low” priority based on the County as a whole, keeping in mind: Even a low-priority project will be completed before a high-priority project if funding is available. Some projects have several phases, and listing a project on the CDAP keeps it top of mind for elected officials during election cycles. Region 9 uses the CDAPs to track and measure progress around regional priorities. Many state and federal funding sources need projects to be listed in an approved Community Action Plan.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

PAGOSA SPRINGS 1

Pagosa Springs Parks & Trails

Medium Public Quality of Life + Infrastructure Tourism & Services

Town PARC County

Town Conservation trust funds Lodging dollars

Enhance community pride and town culture through the upkeep of parks, trails, open spaces, and right of way through proper staffing levels, equipment, and community partnerships. • Develop designs for the built environment that factor in limited water for irrigation and adequate maintenance for upkeep. • Develop resource recommendations to address staffing in Public Works, Parks Maintenance Division, and Parks and Recreation Department, including alternative options such as interns and volunteer networks. • Develop resource recommendations to address projects for beautification, safety, and cleanliness. • Explore Countywide Recreation District or other means to fund a Regional Parks and Recreation management organizational structure. • Support the Pagosa Area Recreation Coalition (PARC) for completing master plan, funding facility improvements (parking, signage, trail improvements, etc), and long-term sustainable strategy for management of our regional recreation areas.

Reservoir Hill Expansion

Medium Public Community Infrastructure Infrastructure + & Services Resources Quality of Life + Tourism

Town PARC

Town State and private grants Forest Legacy grant

• Secure matching funds for the purpose of purchasing approximately 300 acres, which includes popular trails and community events venue.

Pagosa Springs Road Projects

Medium Public Community Infrastructure Infrastructure + & Services Resources: Goal 9 — Enhance connectivity and mobility

Town County CDOT Main St. Advisory Board Pagosa Area Tourism Board Downtown Businesses PLPOA Aspen Springs

State County to explore lodging tax initiative on ballot to use portion for roads S. Ute Forest Service CDOT 10-Year Plan/STIP State transportation funding Local match or local support as needed

Ensure safe and efficient roadways, while exploring opportunities to increase road and parking networks that support a robust economy. • Update Access Control Plan with CDOT. • Support Streets Division of Public Work through staffing and equipment. • Update the Pavement Plan. • Complete Piedra Rd. Project. • CDOT 10-Year Plan Project ID 1339 includes: Pagosa Springs Main Street Reconstruction and Multimodal Improvements. • Seek funding to improve N. Pagosa Blvd service and safety, including access modifications for Country Center shopping complex and a new western access to Village Drive. • Master Parking Plan for downtown Pagosa.

Downtown Riverwalk Master Plan

High

Town CDOT

County Town GoCO CDOT Impact fees CTO Tourism Management grant

• Continue the buildout and improvements of the River Walk along the San Juan River between the southwestern and the northeastern Pagosa Springs boundary.

Public Quality of Life + Infrastructure Tourism & Services

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PARTNERS

FUNDING / PROJECT READINESS

Public Quality of Life + Infrastructure Tourism & Services

Town County CDOT Private homeowners & HOAs

Town County CDOT Pagosa Lakes Property Assoc. GoC

• Continue working with CDOT on design options for financially feasible future Town-to-Lakes Commuter Trail segment design and construction. • Seek grant funding for completing the TTL Commuter Trail. • 10th to Great West Ave commuter trail under design. Additional funding needed to complete construction. • Town installing a pedestrian crosswalk at Piedra Rd/Hwy 160/Harman Park Dr intersection in 2026.

Low

Public Community Infrastructure Infrastructure + & Services Resources

Town Visit Pagosa

CTO Tourism Grant

• Seek engineering and design funding for the East End Multimodal Transportation Plan (completed in 2024).

Cemetery Improvements

Low

Public Community Infrastructure Infrastructure + & Services Resources

Town

Town County

• Complete archaeological assessment, update sign, and install new fence and gate at Pioneer Cemetery. • Provide covered seating areas for events at Hill Top Cemetery.

Public River Launch Sites

Medium Public Quality of Life + Infrastructure Tourism & Services

Town

CTO Tourism Grant

• Improve Second Street river access and parking. • Complete 1040 E. Hwy 160 new River Access Park improvements.

Drainage/ Culvert Drainage

Medium Public Community Infrastructure Infrastructure + & Services Resources

Town

Town State and private grants

• Address “Dog Alley” (Lewis/5th Alley) drainage/ culvert issue. • Seek funding to improve West McCabe Creek culverts at 10th Street and Hwy 160.

10 Street Maintenance

Low

Town

Large investments occurring on side street interfaces with the Main Street reconstruction project

• Perform street maintenance on select town streets (crack sealing, seal coating), mill and overlays or reconstruction on select streets.

11 Public Works/ Sanitation

Medium Public Community Infrastructure Infrastructure + & Services Resources

Town PAWSD PSSGID

Voter-approved 1 cent tax increase

• Replace deteriorated lift/pump stations and facilities, drainage, and sanitation infrastructure. • Proceed with process for the design, engineering, and construction of new downtown waste water treatment facility with reclaimed water system.

12 Expand Capacity of County Landfill

Medium Public Community Infrastructure Infrastructure + & Services Resources

County CDPHE Private property owners Adaptive Wildfire Town Fire Dept.

County Town Waste disposal service providers USDA Solid waste management grants

• Expand the current acreage through land acquisition. • Explore opportunities for recycling and biomass partnerships. • Utilize roto chopper (brush hog) to assist with fire mitigation.

13 County Road Projects

High

County CDOT PLPOA Aspen Springs Arboles

State County to explore lodging tax initiative on ballot to use portion for roads S. Ute Forest Service

• Establish global right of way with S. Ute Tribe for maintenance, gravel, and culverts. • Develop plan to complete CR 500 beyond mile marker 9 and CR 700. • Encourage CDOT funding for East End highway projects — traffic circle, highway reconstruction, etc. • Secure gravel pit and operator.

PROJECT

RANK

Trail System Work from Pagosa Lakes to Downtown Pagosa Springs

High

East End Multimodal Transportation Plan

CATEGORY

STATEWIDE CEDS ALIGNMENT

CONTINUED

Public Community Infrastructure Infrastructure + & Services Resources

OUTCOMES & IMPACTS (JOBS)

COUNTY-WIDE

Public Community Infrastructure Infrastructure + & Services Resources: Goal 9 — Enhance connectivity and mobility

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

14 Transit Services

Medium Public Community County Infrastructure Infrastructure + Town & Services Resources: Goal CDOT 9 — Enhance connectivity and mobility

Federal grants CDOT Private donations County Human Services Area Agency on Aging Town County Region 9 EDD

Increase safety and accessibility of public transportation. • Procure materials and build four bus stop shelters and wayfinding kiosks. • Improve emergency and nonemergency medical transportation services for Arboles. • CDOT 10-Year Plan Project ID 2523: bus service between Pagosa Springs and Durango. Continue supporting regional transit connections between Archuleta County, Pagosa Springs, and Durango, including coordination with CDOT, Region 9, local governments, and human service transportation partners. • Explore EV charging infrastructure. • Launch new transit app that will provide route schedule and bus location data.

15 Relocate Recycling Center

High

Public Community Infrastructure Infrastructure + & Services Resources: Goal 9 — Enhance connectivity, mobility

County

Federal, state, and local funding opportunities

• Relocate current facility set-up off of CR 500. • Install or construct needed elements in new location.

16 County Administration Building

High

Public Community Infrastructure Infrastructure + & Services Resources

County

• Explore public private partnerships for development. • Explore potential property for a new building. • Explore cost options to build or purchase building.

Public Community Infrastructure Infrastructure + & Services Resources: Goal 10 — Access to community services and resources

Axis Health System Archuleta County Public Health Archuleta County Town of Pagosa Springs Pagosa Springs Medical Center Healthcare and human service providers

Federal/state healthcare funding Medicaid/Medicare 340B Pharmacy Program Grants Axis Health System

• Continue and expand integrated healthcare through Archuleta Integrated Healthcare and Pagosa Springs Comprehensive Primary Care. • Integrate urgent care and primary care services to improve same-day access and continuity of care. • Expand behavioral health services within primary care settings. • Increase access for uninsured and under-insured residents through FQHC and sliding-fee services. • Expand affordable pharmacy services through the federal 340B program. • Expand telehealth access to medical, behavioral health, psychiatric, and care coordination services. • Continue collaboration with Archuleta County Public Health on prevention, immunizations, screenings, and community health needs.

REGIONAL PARTNERSHIPS 17 Expand Integrated Healthcare Access

High

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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18 Increase Workforce Housing Inventory

High

Housing

19 Broadband

High

20 Opioid Abatement

High

STATEWIDE CEDS ALIGNMENT

Housing Job Creation + Business Development

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED

OUTCOMES & IMPACTS (JOBS)

Town/County Federal Housing Division State Pagosa Springs Local Community Development Corp. (CDC) Habitat for Humanity Archuleta Housing Authority Housing Solutions Archuleta Housing Corp.

• 10 lots to be developed in phase 2 by the CDC and 4 lots by Habitat for Humanity. • Complete Housing Action Plan. • Continue to work with developers to attract multifamily housing development. • Pursue middle income rental and ownership housing projects. • Develop organization structure to manage community matters related to affordable housing through existing or new Housing Authority. • Create conditions to encourage and speed up private investment in affordable housing. • Village Pointe condos 64 units — Town top bidder. • Encourage and support housing organization collaborations.

Public Community Infrastructure Infrastructure + & Services Resources: Goal 9 — Enhance connectivity and mobility Job Creation + Business Development

County Town Pagosa Springs CDC Region 9 EDD La Plata Electric Telecom Providers Southern Ute Indian Tribe Visionary Communications/ Local ISPs Colorado Broadband Office CDOT Region 10 Archuleta County Broadband Office San Luis Valley Rural Electric Cooperative/ Region 8 Community anchor institutions Public safety partners

Expansion of Middle Mile Broadband Infrastructure to connect all Region 9 EDD municipalities per 2023 SW Colorado Broadband Roadmap • Town and County continue to support broadband efforts through Pagosa Springs CDC. • Collaborate with Region 9 EDD and neighboring regions to complete the Alpine Loop, which includes Denver to Grand Junction to Durango to Walsenburg back to Denver. • Explore fiber deployment funding throughout the county, with ISPs to complete mesh design for reliability. • Complete buried fiber backbone along US Hwy 160 from US Hwy 84 Intersection through downtown Pagosa Springs and west along Hwy 160 to Vista Blvd. • Build community-owned fiber to Pagosa Springs Fire Protection District locations to allow for more economical builds to neighborhoods and fire stations. • Build redundant fiber to primary Archuleta cell tower sites that don’t have fiber backhauls so cell services remain functional when fiber feed is taken offline. • Secure/activate a 20-year IRU for two strands of CDOT fiber over Wolf Creek Pass between Pagosa Springs and South Fork. Deploy optical equipment to light the Wolf Creek route. • Support successful deployment of BEAD-funded projects serving 1,853 BEAD locations, including at least 860 unserved and approximately 993 underserved locations.

Public Community Infrastructure Infrastructure + & Services Resources: Goal 10 — Access to community services and resources

Colorado Opioid County Abatement Funds Town SWORD Region 9 EDD Axis Health System Pagosa Springs Medical Center Behavioral health and recovery providers

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

CBO Advance Local Middle-Mile grant for Wolf Creek Pass Middle-Mile IRU/Optical Equipment Activation ($828,323) BEAD awards include: CM61-BEAD-APP-000431, 000764, 000356, 000778, and APP-000601 Visionary App-000431$2.46M BEAD/$0.86M match/607 locations and App-000764 — $0.46M BEAD/$0.15M match/162 locations SUIT App-000778 — $12.17M BEAD/ $11.03M match/803 locations; App-000601 — $1.38M BEAD/$0.46M match/201 locations; and App-000356 — $1.04M BEAD/$1.19M match/80 locations

• Provide representation on the Southwest Opioid Response District (SWORD) Council per the MOU with the State of Colorado. • Provide input on Archuleta priorities and gaps to address recovery and treatment including jail-based medication-assisted treatment, access to treatment, behavioral health services, recovery support, prevention, and care coordination.

2026 Comprehensive Economic Development Strategy

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21 Forest Health

High

Public Quality of Life Infrastructure + Tourism: Goal & Services 8 — Natural Resources Growing Key Industries

State Forest Service Colorado Parks & Wildlife US Forest Service BLM Forest health businesses San Juan Headwaters Forest Health Partnership Wolf Creek Ski Area Upper San Juan Watershed Enhancement Partnership (WEP) Wildfire Adapted Partnership Emergency managers

US Forest Service BLM All Hazards (Homeland Security) Federal, state, and local funding opportunities WEP applying for Watershed Resiliency Assistance program funds

Improve forest health through: • Reduction of hazardous fuels. • Addressing beetle infestation. • Reducing risk to life and property and protecting watershed/community water supplies. • Defensible space education for property owners resulting in defensible space created around residences. • Biomass utilization.

22 San Juan Basin Integrated Water Management Plan, Phase III

High

Public Quality of Life Infrastructure + Tourism: Goal & Services 8 — Natural Resources

County Town Upper San Juan Watershed Enhancement Partnership (WEP) Mountain Studies Institute (MSI) San Juan Conservation District Trout Unlimited Natural Resources Conservation Services (NRCS) Western Wildscapes Lotic Hydrological SW Headwaters CO Dept. Homeland Security and Emergency Management

County Conservation Trust Fund Town Tourism Board Infrastructure Fund MSI Nature Conservancy Trout Unlimited Southwestern Water Conservation District San Juan Water Conservancy District NRCS funding for flood recovery Homeland Security and Emergency Management funding Watershed Resilience Assistance grants

The Upper San Juan Watershed Enhancement Partnership (WEP) is partnering with Pagosa Springs for two San Juan River restoration projects and the S. Yamaguchi River Project. • Pagosa Gateway Project (PGP) completed 2 miles of ecological and recreation improvements on San Juan River upstream of Hwy 84 intersections, including post-2025 flood recovery efforts. • Yamaguchi River Improvement project completed 1/4 mile of ecological and recreation improvements on San Juan River. • WEP and San Juan Headwaters Forest Health Partnership pursuing funds for watershed resilience plan. • WEP is working with area irrigation ditch companies to identify improvements that will benefit agricultural water users.

23 US 160 Priority Culverts

Medium Public Community County Infrastructure Infrastructure + Town & Services Resources: Goal CDOT 9 — Enhance connectivity and mobility

CDOT Town County

Repair and/or replacement of culverts along US 160. • MP 143, just east of Pagosa Springs Elementary School. • MP 147, three miles east of Pagosa Springs.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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24 CO 151 Emergency Culvert North of Arboles

Medium Public Community Infrastructure Infrastructure + & Services Resources: Goal 9 — Enhance connectivity and mobility

CDOT County American West Construction

CDOT

Emergency repair work is critical for the traveling public by ensuring safe roadways and proper water drainage systems. • Install two new concrete box culverts, restore the integrity of the roadway, and re-establish proper water drainage in the area.

25 Community Food Hub & Food Hall

High

Economic Development

Community Infrastructure + Resources: Goal 10 — Access to community services and resources

Healthy Archuleta Grants Pagosa Springs CDC Town County Ford family

Increase the use of local food, support local food producers, and reduce food insecurity. • Construct or secure a commercial kitchen space and cold and dry storage. • Develop shared use facility and business incubator space for food businesses and producers to start and scale their businesses. • Support entrepreneurs and create jobs by providing a retail outlet for local growers and producers.

26 Expand Childcare Options in County

High

Services

Community Infrastructure + Resources: Goal 10 — Access to community services and resources

Town County Pagosa Springs CDC Childcare providers

State, federal, and private grants Town provided funding to childcare in 2026 for operational assistance

• Establish a Boys & Girls Club. • Increase number of childcare slots for infants and young children. • Develop a strategic childcare plan for additional childcare slots in the community.

27 Secure Power Supply

High

Public Community Infrastructure Infrastructure + & Services Resources

LPEA County Emergency managers Town Pagosa Medical Center

CDBG 4CORE

• Back up generators needed for potential public safety power shutoffs (PSPS) impacting hospital or critical community infrastructure. • Expand power to Aspen Springs. • Explore future power and alternative sources (biochar, state’s nuclear initiative, S. Ute as a natural gas provider, deep well geothermal for electric generation, solar EV array installations on public buildings, improving Town’s geothermal heating district infrastructure, etc.) to serve current and future utility customers. • Extend 3 phase electric to Cloman Business Park. • Uptown LPEA electric substation needed for existing planned development growth, including affordable housing projects and economic development opportunities. • LPEA beginning construction of new Truillo Rd substation next to the Transfer Center.

28 Water Service Expansion and Infrastructure Improvements

High

Public Community Infrastructure Infrastructure + & Services Resources

PAWSD County Town

Federal, state, and private grants

• Explore expansion of utilities such as Aspen Springs water station and Metro District on Buttercup, including surface water storage or other facilities, to ensure resilient, sustainable, and reliable water supply for existing residents and future growth.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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29 Historic Preservation of Western Heritage Historic Structures

Medium Public Community Infrastructure Infrastructure + & Services Resources Quality of Life + Tourism

Town County Ford family

Federal, state, and private grants

Seek projects to highlight history and historic landmarks. • Complete Western Showcase Building upgrades at the Fairgrounds and relocate water tower. • Restore and pursue planning for waterworks site at rear of Museum for public access. • Re-establish Historic Preservation Board to oversee regulations and pursue historic survey updates. • Explore Historic District Facade improvement program.

30 Explore Viability of Recreation Center

Medium Public Community Infrastructure Infrastructure + & Services Resources: Goal 10 — Access to community services and resources

County Town

Federal, state, and private grants

• Explore partnerships and viability for a multipurpose venue that includes some basic needs such as affordable daycare and meals, as well as recreation and entertainment options. • Develop plan.

31 Establish Emergency Housing Infrastructure

Low

Public Community Infrastructure Infrastructure + & Services Resources: Goal 10 — Access to community services and resources

Rise Above Violence Friends and Neighbors in Need (FaNiN)

Federal, state, and private grants Pagosa Outreach Connection

• Develop plan and timeline for a safehouse for families experiencing domestic violence. • Explore warming shelter and homeless shelter options.

32 Complete Medium Public Community Residence for Infrastructure Infrastructure + Adults with & Services Resources: Goal Developmental 10 — Access Disabilities to community services and resources

Aspen Services Community members

Grants EZ Project designation

• Complete construction of home for adult persons with developmental disabilities. • Secure services to support adult persons with disabilities.

33 Regional Healthcare Workforce Pipeline

Axis Health System Project RUN Fort Lewis College Southwest Colorado Education Collaborative La Plata Economic Development Alliance Regional healthcare providers Pagosa Springs CDC Archuleta School District

Colorado Opportunity Now • Connect Archuleta County residents with Grant healthcare career navigation, training, scholarships, and employment opportunities. OEDIT • Create pathways into healthcare careers that do Healthcare employers not require prior experience or a college degree. Education and workforce • Support recruitment and retention for behavioral partners health, dental, patient services, administrative, and other high-demand healthcare positions. • Strengthen the regional healthcare workforce and expand access to quality local careers.

Medium Workforce Development

Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

A R C H U L E TA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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34 Stevens Field Airport Expansion

Medium Economic Development

Community County Infrastructure + Town Resources: Goal 9 — Enhance connectivity and mobility Job Creation + Business Development Grow Key Industries

Federal, state, and local funding

• Complete safety improvements, including lighting and repaving of runway. • Pursue hanger expansion for private pilots.

35 Explore Creation of Land Trusts

Low

Economic Development

Job Creation + Business Development Housing Quality of Life + Tourism

Town County Land Trusts

Federal, state and local funding Chama Peak Land Alliance La Plata Open Space Conservancy

• Allow Town and County to ensure affordable housing says affordable in perpetuity. • Create mechanism for acquiring and holding park land. • Explore Land Trusts to support economic development priorities around housing and business growth.

36 Pagosa Springs Community Development Corporation Initiatives

High

Economic Development

Community Infrastructure + Resources Job Creation + Business Development Growing Key Industries Housing

County Town Businesses Community Organizations Region 9 EDD Pagosa Springs Chamber Regional Workforce Center

County Town Businesses Grants EZ Project Designation Colorado Health Foundation -application of $300K

Provide support for accomplishing priority community projects • Manage middle mile broadband infrastructure projects for partners. • Manage the Main Street Program and implement its projects. • Support housing projects with partners. • Support workforce development projects with partners. • Explore Business Incubator/Navigator Program per the Build Better Places Workshop.

37 Archuleta School District Initiatives

High

Public Community Infrastructure Infrastructure + & Services Resources Job Creation + Development Grow Key Industries

School District Colorado Dept. of Education ASD Students and Families Pagosa Springs CDC Build Pagosa Town County Businesses Pueblo Community College

Archuleta School District Grants $3,500 to assist in set up of Aviation career track EDA

Improve and expand facilities, technology, and equipment. • Identify and allocate available general fund dollars into recurring salaries and benefits for all staff. • Reapply for $50M BEST grant. • Determine next steps in building an elementary/ middle school campus on west side of Pagosa. • Develop vocational training opportunities at Pagosa Springs High School such as Aviation training program • Complete Phase One of Build Pagosa Workforce Training Facility Project now under design. Secure additional construction funding, Build facility and develop operational sustainability plan. • Retain 18–27 year old population.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

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DOVE CREEK 1

Address Municipal Water Concerns

High

Public Community Infrastructure Infrastructure + Resources

Town of Dove Creek Engineers State USDA

Town grants CO Water Board

• Add a second reservoir by obtaining approvals from CDPHE, completing the design phase, and beginning construction. • Upgrade existing water mains from wood. • Replace fire hydrants (those in front of schools are a priority).

Road Infrastructure Upgrades

Medium Public Community Infrastructure Infrastructure + Resources

Town of Dove Creek Dolores County

Town Federal and state grants

• Upgrade road infrastructure in conjunction with water upgrades. • Review sidewalk initial engineering and decide next steps.

Wastewater Treatment

High

Public Community Infrastructure Infrastructure + Resources

Town of Dove Creek CDPHE

Town Federal and state grants Candy Burbridge RCAC Epic Funding

• Upgrade the plant with automation. • Engage in a pilot project for use of nano bubble technology. • Implement insulated covers for treatment ponds. • Sludge removal required by CDPHE.

Public Community Infrastructure Infrastructure + Resources

Town of Rico San Miguel Power Association

San Miguel Power Association Town of Rico Potential: DOLA, IIJA, USDA Rural Utility Service, DOE Grid Resilience & Innovation Partnership (GRIP)

• Construction of 1500 kWh battery energy storage backup for electric power to reduce winter vulnerability. Expected completion in 2027.

• Project is engineered and partially funded. • Construction expected in 2027.

RICO 4

Microgrid Power System

High

Storm Drainage in Rico

Medium Public Community Infrastructure Infrastructure + Resources

Town of Rico DOLA

Town County Federal and state grants

Sewer Collection System and Wastewater Treatment Plant

High

Town of Rico DOLA CDPHE

• Design is underway. Town • Obtain easement for system collection. County Federal and state grants • Need to secure $23M for construction; due to size, scope, and complexity, project timeline is State Rural Water Fund ongoing. Congressionally directed spending ($2.5M)

Increase Rico’s Access to Revenue

Medium Business Development

Community Infrastructure + Resources

Town of Rico Consultants

N/A

• Put out RFP for consultant to create and update Rico Master Plan. • Explore business opportunities and childcare facility feasibility, town technology upgrades, and other goals as identified.

Multimodal Planning and Design along Highway 145

Medium Public Community Infrastructure Infrastructure + Resources

Town of Rico CDOT SWTPR

$163,343 in MMOF funding

• Pursue planning, survey, and design of multimodal improvements as part of the CO 145 Rico and Norwood AD Multimodal project and include work in two non-adjoining areas in Rico between approximately mile points 46.9 and 47.2.

Public Community Infrastructure Infrastructure + Resources

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

D O LO R E S C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N STATEWIDE CEDS ALIGNMENT

PARTNERS

Public Community Infrastructure Infrastructure + Resources Quality of Life + Tourism

Rico Geothermal Coalition Rico Land Collaborative Teverra

Grants and private foundations (Telluride, Gates, etc.) Colorado Energy Office grant of $220K in 2025

• Determine possible uses for subsurface geothermal reservoir based on mapping and studies, including greenhouse, community hot springs, snow melt, etc. • Geothermal case study completed. • Initial monitoring well in place to map temperature, flow, and behaviors.

10 Invasive Thistle Treatment on Burnett Connector Trail

Public Lands

Quality of Life + Tourism

Dolores County Montelores Coalition Rico Trails Alliance Town of Rico Southwest Conservation Corps. Rico Land Collaborative

GOCO/CYCA grant or other grants including Regional Partnership Initiative (Montelores Coalition-led)

• Control invasive thistle infestations along a popular trail and prevent further spread into backcountry with high quality habitat. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Recreation Experiences and Topic 3 — Conservation of Natural and Heritage Resources.

11 Rico Derelict Fence Removal

Parks & Recreation

Quality of Life + Tourism

Montelores Coalition Rico Land Collaborative Southwest Conservation Corps.

Regional Partnership Initiative

• Remove derelict fence for willing landowners along Iron Draw and Burnett Creek to improve wildlife connectivity and recreational experience. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Recreation Experiences and Topic 3 — Conservation of Natural and Heritage Resources.

High

Public Community Infrastructure Infrastructure + Resources

Rico Colorado Water Conservation Board SW Water Conservancy District Town of Rico DOLA USDA Rural Development CDPHE

Rico CWCB SWCB Rocky Mt. Health Foundation state & federal grants County USDA DOLA State Rural Water Fund

• A water system analysis and design and engineering for water system upgrade has been completed. • Pursue funding to reactivate Silver Creek. • Construct improvements including water tank rehabilitation.

High

Agriculture

Dolores County Development Corporation (DCDC) Town of Dove Creek Dolores County CSU Extension Landowners Montezuma County Dolores Water Conservancy District

DOLA CSU Extension USDA DCDC Economic Development Administration (EDA) Office of Economic Development (OEDIT) Rural Jumpstart Enterprise Zones National disaster funds Bureau of Reclamation

• Recruit at least one agricultural product processing facility. • Support local farmers' markets. • Increase agriculture job numbers. • Enhance agricultural water supply through exploration of small reservoirs being built. • DCDC to support business grants per Board direction. • Support programs around drought impacts and resiliency.

PROJECT

RANK

Rico Geothermal Project

High

12 Silver Creek Water System Upgrade in Rico

CATEGORY

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

COUNTY-WIDE 13 Agribusiness Opportunities in Dolores County

Growing Key Industries Quality of Life + Tourism

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

D O LO R E S C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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14 Expand Integrated Healthcare Access in Dolores County

Medium Health & Human Services

15 Transportation Safety Measures

STATEWIDE CEDS ALIGNMENT

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FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

Community Infrastructure + Resources

Axis Health System Southwest Memorial Hospital Dolores County Town of Dove Creek Town of Rico Dolores County Senior Services Dolores County Social Services Local emergency responders Healthcare Transportation providers

Axis Health System State and federal healthcare funding County SWORD Colorado Department of Health Care Policy and Financing Private foundations

• Expand integrated primary care, behavioral health, dental, pharmacy, and care coordination services through Dove Creek Integrated Healthcare. • Expand telehealth and virtual access to psychiatry, specialty care, chronic-disease management, and care coordination. • Maintain and expand pharmacy services as the only pharmacy in Dolores County. • Improve access for residents facing transportation, distance, cost, or other barriers to care. • Strengthen crisis response, substance use treatment, recovery, and prevention services. • Support the stability of emergency medical and ambulance services.

High

Public Community Infrastructure Infrastructure + Resources

Dolores County San Juan County, UT CDOT

State, federal, and local funding as applicable

• Analyze feasibility study findings and install a chain-up station at the state line between Dolores County and San Juan County, UT. • Install Variable Message Signs (VMS) for traffic management and driver safety. • Update traffic study regarding speed limit through Dove Creek.

16 County/ Judicial District Court Facility

Low

Public Community Infrastructure Infrastructure + Resources

Dolores County Judicial District judges and staff

State, federal, and private foundations

• Ensure access to safe courthouses that allow for the efficient and effective administration of justice. • Move, remodel, and expand the court facility located in Dove Creek.

17 Bradfield Campground

Low

Public Lands

Community Infrastructure + Resources Quality of Life + Tourism

Dolores County BLM

County State, federal, and private foundations Regional Partnership Initiative (Montelores Coalition-led)

• Explore funding options with the BLM and other sources to explore opportunities for promoting increased visitation to Bradfield Campground. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Recreation Experiences and Topic 2 — Equitable Access to Outdoor Recreation.

18 Cabin Camp Day Use Area

Medium Public Lands

Quality of Life + Tourism

Dolores County Forest Service Montezuma County

County State, federal, and private foundations Regional Partnership Initiative (Montelores Coalition-led)

• Explore funding options to improve spaces and promote visitation to the Cabin Camp Day Use Area. • Determine ways to increase ROI to County. • Wheelchair accessibility/maintenance important. Aligns with Montelores Coalition ORC Plan Topic 1— Exceptional Outdoor Recreation Experiences and Topic 2 — Equitable Access to Outdoor Recreation.

19 Designated Trails around Dove Creek & Western Dolores County

Medium Public Lands

Quality of Life + Tourism

Property owners Dolores County Bureau of Land Mgmt. Forest Service Town of Dove Creek Dolores County Dev. Corp. Montelores Coalition

Lodging tax Grants State, federal, and private foundations Regional Partnership Initiative (Montelores Coalition-led)

• Maintain and enhance existing trails throughout Dolores County. • Explore funding for amenities such as toilets, road improvements to trailheads, and trash collection. • Encourage visitor overnight stays and local spending. Aligns with Montelores Coalition ORC Plan Topic 1— Exceptional Outdoor Recreation Experiences and Topic 2- Equitable Access to Outdoor Recreation.

100

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

D O LO R E S C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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20 National Conservation Area (NCA) for Lower Dolores River

Low

Public Lands

Community Infrastructure + Resources Quality of Life + Tourism: Goal 8 — Natural resources

Dolores County Pending legislation Montezuma County San Miguel County Senator Bennet's Office Senator Hickenlooper’s Office BLM

• Maintain current uses and recreational opportunities provided by the lower Dolores River. • Protect water rights for all users. • Prevent the Wild and Scenic designation on the lower Dolores River and continually advocate in election cycles.

21 Dolores County Development Corporation

High

Business Development

Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool Growing Key Industries

Dolores County Dev. Corp. Region 9 EDD CSU Extension SBDC Dolores County

Dolores County Dev. Corp. Region 9 EDD Federal, state grants

• Recruit businesses to fill existing business park buildings. • Provide financial tools and funding as appropriate for business recruitment and expansion. • Increase the number of manufacturing jobs throughout Dolores County. • Work with Region 9 EDD on efforts to expand timber and wood fiber business opportunities. • Replace entry sign and continue town beautification efforts through DCDC grant program. • Explore ways to promote visitation in County. • Leverage World Mt. Bike Championships in 2030.

Public Community Infrastructure Infrastructure + Resources Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool

Region 9 EDD Dolores County Municipalities Colorado Broadband Office FTI WiFi Telecom providers Empire Electric Emery

DOLA County Municipalities Rural electric cooperatives Rural Utility Service funds USDA BEAD — project CM61BEAD-CO-APP-000336 /App-000336 with $3.22M in BEAD subsidy, $3.18M in matching funds

• Continue building out fiber to residents and businesses throughout Dolores County. • Extend the fiber installed within a three mile radius around the Town of Dove Creek. • Secure Rico's access to the regional route by connecting Rico and Town of Dolores — CM61BEAD-CO-APP-000336/App-000336 on the SH 145 corridor between Rico and Dolores. Outcomes include service to approximately 248 BEAD locations, including 137 unserved locations. • Collaborate with Region 9 EDD as needed on the work with neighboring regions to complete the Alpine Loop to link Denver, Grand Junction, Durango, and Walsenburg.

Public Lands

Quality of Life + Tourism: Goal 8 — Protect natural resources and respond to natural disasters

Montezuma County Dolores County Onward! A Legacy Foundation Towns of Mancos, Cortez, Dolores, Rico, and Dove Creek

Regional Partnership Initiative grants Other state, local, and federal grants

• Complete the Outdoor Recreation and Conservation Plan. • Complete Strike Team projects including: Hawkins Preserve Cleanup, Mancos River Restoration, and Derelict Fence Removal Near Rico. Sustain Montelores Coalition capacity to serve ongoing community needs.

Workforce Development

Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool

Axis Health System Project RUN Fort Lewis College Southwest Colorado Education Collaborative Regional healthcare providers Region 9 EDD

Colorado Opportunity • Connect Dolores County residents with healthNow Grant care career navigation, training, scholarships, and employment opportunities. OEDIT • Create entry-level pathways that do not require Healthcare employers prior healthcare experience or a degree. Education and workforce • Increase the regional workforce available for behavpartners ioral health, dental, patient services, administration, and other high-demand healthcare occupations. • Help local healthcare providers recruit and retain qualified workers.

REGIONAL PARTNERSHIPS 22 Broadband Redundancy

High

23 Montelores Coalition (Regional Partnership Initiative for Montezuma and Dolores Counties) 24 Build Regional Healthcare and Workforce Pipeline

High

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

2026 Comprehensive Economic Development Strategy

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L A P L ATA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N PROJECT

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BAYFIELD 1

Complete Bayfield Priorities in Downtown Colorado Inc. Plan

Medium Business Expansion and Retention

Community Infrastructure + Resources

Town of Bayfield Downtown Business Association Department of Local Affairs (DOLA) Bayfield Farmers’ Market

State historical funds • Continue to improve appearance and pedestrian safety throughout business district. Bayfield Complete Phase 3 street and sidewalk renewal DOLA between east and west Mill St. Colorado Main St. • Install historic plaques on Mill Street as part of Program the beautification project. Bayfield Chamber United States Department of Agriculture (USDA) Business and Industry Loans Downtown Colorado Inc.

Recruit National Chain Retail Stores to Bayfield

Low

Job Creation + Business Development

Town of Bayfield Region 9 Economic Development District (EDD) Bayfield Chamber Area businesses

Bayfield Alliance State and federal funding sources/incentives CDOT Private landowners

Increase Town tax revenue and address substantial source of retail marketing leakage. • Hire a consulting company to conduct a leakage and commercial property evaluation. • Develop marketing strategy and action plan to entice recruitment.

Construct Medium Housing Cinnamon Heights Housing Units

Housing

Town of Bayfield

Department of Housing (DOH) $2M La Plata Economic Alliance Catalyst Fund

• Public infrastructure installed and deed restrictions filed. • Sell property to developer to build 15 deed restricted units and 15 market priced units.

Construct Pine River Commons Housing Units

High

Housing

Town of Bayfield Brad Blake Bayfield Haga LLC

DOLA $1.1M

• The project will bring 66 deed restricted townhomes to Bayfield. • The units will address homebuyers earning 120% area median income.

Bayfield Storm Drainage Improvements Phase 1 — North Bayfield Drainage Main Conveyance System Phase 2 — South Mesa Drainage Main Conveyance System

Medium Public Infrastructure

Community Infrastructure + Resources

Town of Bayfield

Bayfield Colorado Water Conservation Board (CWCB) Federal Emergency Management Agency (FEMA) DOLA USDA

• Complete feasibility and engineering for Phase 1 — North Bayfield Drainage Main Conveyance System. • Begin construction in late 2027. • Complete feasibility and preliminary engineering on Phase 2 — South Mesa Drainage Main Conveyance System in 2029.

Implement Water System Capacity Upgrade

High

Quality of Life + Tourism: Goal 8 — Protect natural resources and mitigate impact

Town of Bayfield

Bayfield DOLA USDA Colorado Water Conservation Board (CWCB)

• Expand the river intake and increase raw water pumping capacity by 2028. • Add new storage at Tamarack and Highlands tank sites, upgrade key pipelines, and acquire more reservoir storage by 2029.

102

Business Expansion and Retention

Housing

Public Infrastructure

2026 Comprehensive Economic Development Strategy

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STATEWIDE CEDS ALIGNMENT

Pursue Road Medium Economic Housing Annexation into Development Community Town of Bayfield Infrastructure + Resources

Intersection and Road Improvements for Parkway/ US 160 East and West of Bayfield

FUNDING / PROJECT READINESS

PARTNERS

CONTINUED OUTCOMES & IMPACTS (JOBS)

Town of Bayfield CDOT

Bayfield

Annex Bayfield area roads to ensure logical municipal boundary alignment, consistent regulatory oversight, and the coordinated management of critical transportation infrastructure. • Annex County islands consistent with Town Comprehensive Plan to strengthen community connectivity and maintain harmonious land use relationships between Town jurisdiction and unincorporated La Plata County by 2027. • Annex approximately 80 acres of transportation corridors, including segments of Highway 160, Bayfield Parkway, County Road 501, and County Road 521 (Buck Highway).

High

Transportation

Community Infrastructure + Resources Job Creation + Business Development

Town of Bayfield Colorado Department of Transportation (CDOT) Private land owners

Bayfield Bayfield Municipal Schools CDOT Federal Build grant Private landowners

• Final design completed for Phase 1. • Construct intersections for Bayfield Parkway/ US Hwy 160 East and West of Bayfield by end of 2028. • Design Phase 2, Oak Road Extension, and East US 160 Frontage Extension. • Construction estimated for completion in 2029.

Build Phase I Durango Crossings

High

Housing

City of Durango Developer Community members

Durango

• Design completed. • Revised conceptual plan approved and negotiations with partners ongoing. • Construction of the new street and the intersection modifications.

10 Design the Camino Crossing

Low

Multimodal Transportation

Community Infrastructure + Resources

City of Durango

La Plata County Durango Federal and state funds

The Camino Crossing Design Project will design a below-grade separated crossing (underpass) of Camino del Rio near 12th Street for pedestrians and cyclists. • Continue coordination with the Durango Fire Protection District and the design of the Community Emergency Response Center. • Complete public meetings and the design phase.

11 Improve MidTown Safety and Connectivity

Medium Multimodal Transportation

Community Infrastructure + Resources

City of Durango CDOT

2015 half-cent sales and The MidTown Safety and Connectivity project use-tax funds will design improvements to create a safer connection into downtown Durango from the north for pedestrians and bicyclists. • Complete the design phase.

12 Create Medium Multimodal Pedestrian and TransportaBicycle Facilities tion along Roosa Connect

Community Infrastructure + Resources

City of Durango

Transportation Alternatives Program grant $948,644 Local Match Total (halfcent sales and use tax funds): $951,356

DURANGO 9

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

The Roosa Connect project is creating pedestrian and cycle facilities along Roosa Avenue, from 9th Street to El Paso Street, to improve safety and connectivity. • Complete the design phase. • Begin the construction phase.

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OUTCOMES & IMPACTS (JOBS)

RANK

CATEGORY

13 32nd Street Traffic Calming

Low

Public Services: Multimodal Transportation

Community Infrastructure + Resources

City of Durango

2015 half-cent sales and This project is designing traffic-calming use-tax funds elements on 32nd Street from E 2nd Avenue to Holly Avenue to create a safer corridor for pedestrians and cyclists. It integrates with improvements for County Roads 250/251. • Complete the final art design in coordination with the design team, city staff, and artist. • Begin the construction phase (anticipated 2027).

14 Improve North Main ADA Compliance

Medium Multimodal Transportation

Community Infrastructure + Resources

City of Durango CDOT La Plata County

Senate Bill 260 $2,500,000 Senate Bill 267 $2,000,000 Local match from 2015 half-cent sales and use tax $1,125,000

This project will improve ADA compliance and accessibility to transit stops along the US Hwy 550 (North Main Avenue) corridor between 17th Street and Animas View Drive. • Complete the design phase. • Begin the construction phase.

15 Design Junction Street Traffic Calming

Low

Multimodal Transportation

Community Infrastructure + Resources

City of Durango

Durango Project Design Budget: $400,000 Project funding: 2015 half-cent sales and use tax funds

This project is aimed at slowing speeds along the Junction Street corridor from West 3rd Avenue to County Road 204/Dalla Mountain Park. Along with slowing speeds, the project will address accessibility, pedestrian infrastructure connectivity, and cycling facilities. • Complete the design phase.

16 Implement Animas View Drive Improvements

Medium Multimodal Transportation

Community Infrastructure + Resources

City of Durango Animas View Drive residents

Durango Grants

Improve safety for vulnerable road users on Animas View Drive. • Continue to implement identified near-term improvements and engage the neighborhood and community for direction on mid-term improvements.

17 City Hall and Police Department Remodel and Multimodal Connectivity Project

Medium Multimodal Transportation

Community Infrastructure + Resources

City of Durango

2015 half-cent sales and Provide pedestrian, cycling, and accessible use-tax fund connectivity around the City Hall/Police Department project area. Project design will integrate into: • MidTown Connectivity Scope. • Camino Crossing Scope. • Buckley Park Master Plan community input. • Surrounding businesses and residential uses.

18 Implement Annual Infrastructure Improvement Plans and Water Utility & Wastewater Utility Master Plans

High

Community Infrastructure + Resources

City of Durango

Durango utility rates & 2019 sales tax measure revenues

104

Transportation Utilities

PARTNERS

CONTINUED

2026 Comprehensive Economic Development Strategy

• Evaluate streets, alleys, sidewalks, water infrastructure, and wastewater infrastructure needs. • Engineer and construct improvements to public infrastructure, including rehabilitation and replacement. • Develop water utility and wastewater utility hydraulic models. • Conduct infrastructure condition assessments. • Develop short-term and long-range CIP recommendations. • Develop rate recommendations.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

L A P L ATA C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

19 Sustain and Expand DuranGO! Evening Microtransit Service

Medium Multimodal Transportation

Community Infrastructure + Resources

20 Rivergate Workforce Housing Partnership Project

High

Housing

High

Business Job Creation Development + Business Development Grow Key Industries Quality of Life + Tourism

PROJECT

RANK

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

City of Durango CDOT SWTPR

Multimodal Transportation and Mitigation Options Fund (MMOF): $234,000 Durango local match: $234,000 Total project cost: $468,000 SB230 CTE: $43,244 Durango local match: $10,811 Total project cost: $54,055

• Sustain and expand the DuranGO! on-demand evening microtransit service, providing curbto-curb public transportation from 5:00 p.m. to midnight, seven days a week, within the Durango city limits and a ¾-mile buffer. The service supports evening-shift workers, lowincome residents, and other transit-dependent populations.

City of Durango Southwest Community Partners, LLC Durango Renewal Partnership

Durango Possible Urban Renewal Authority TIF participation La Plata Economic Alliance Catalyst Fund

Deliver up to approximately 50 deed-restricted for-sale workforce townhomes across Lots 4 and 5 of the Rivergate Planned Development. • Lot 4 site secured. • Developer selected. • Lot 5 acquisition funded via CHFA Land Banking. • Market study analysis to determine site design and unit mix that best meets community needs. • Advance site planning and entitlements. • Begin vertical construction within the CDAP cycle.

Town of Ignacio CreIgnacio ative District Federal, state, and local Ignacio Chamber of funding opportunities Commerce Education, Literacy, Health and Inspiration (ELHI) Ignacio School District Southern Ute Indian Tribe (SUIT) La Plata Economic Development Alliance SW Colorado Accelerator Program for Entrepreneurs (SCAPE) Southwest SBDC and FLC Innovation Center Region 9 EDD Local organizations and businesses Southern Colorado Community Action Agency (SOCCAA)

• Implement revitalization and beautification projects, outlined in the Ignacio Community Plan, to promote community gathering and attract visitors, residents, and businesses. • Conduct feasibility study on centrally located property that the Town has identified as a “community anchor,” a focal point for the potential uses of civic activity, economic vitality, and local identity. • Hire consultant to assess market conditions, site constraints, infrastructure capacity, zoning alignment, and community vision to inform a land use recommendation for the anchor parcel. • Evaluate whether housing (standalone or integrated into a mixed-use development) is appropriate and financially viable at this location, alongside other potential uses.

IGNACIO 21 Revitalize Ignacio Downtown/ Community Anchor

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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22 Ignacio Parks, Open Space Trails & Recreation Expansion

Low

23 Rock Creek Housing Tract A

High

24 Ignacio Land Use and Comprehensive Plan Update (LUDC)

High

25 Maintain Road Runner Transit In-House Maintenance Capacity for Bustang Outrider

Medium Multimodal Transportation

106

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

Quality of Life + Tourism

Town of Ignacio Ignacio Chamber of Commerce SUIT Colorado State Trails Program

Federal, state, and local • Explore additional sidewalk needs downtown funding opportunities and in neighborhoods, including Candelaria Great Outdoors Colorado Heights. (GOCO) • Explore trails along the river connected to art installations in partnership with the SUIT, Ignacio Creative District, and/or cultural history displays. • Explore park and open space for recreational needs, sensitive landscapes such as water quality, habit improvement, and wildlife standards. • Further coordinate outdoor recreation, tourism, events marketing, and regional partner collaboration to increase visitation.

Housing

Town of Ignacio Regional Housing Authority Homes Fund Housing Solutions of Southwest Ignacio School District DOLA DOH USDA SUIT La Plata Economic Alliance Habitat for Humanity

DOLA State, federal, and private foundations

• Complete development of Rock Creek Tract A with an outside developer. • Provide at a minimum 25 units of workforce housing.

Housing Community and Business Development

Housing Job Creation + Business Development

Town of Ignacio

Ignacio

• Secure qualified planning and land use consulting firm to conduct a comprehensive feasibility study across all Town-owned landbanked properties. • Evaluate each property and produce actionable recommendations for development scenarios that serve community needs, including: 100% affordable housing, mixed-income residential, and mixed-use (residential combined with commercial or civic uses) • Explore relocation of public works building and town hall to open more desirable locations for housing and other uses. • Assess and address the human resources to maintain needed planning activities and Town finances.

Community Infrastructure + Resources

Southern Colorado Community Action Agency (SoCOCAA) – Road Runner Transit CDOT SWTPR

Multimodal Transportation and Mitigation Options Fund (MMOF): $48,125 SoCOCAA Local Match: $48,125 Total project cost: $96,250

• Purchase four heavy-duty columnar vehicle lifts capable of servicing 60,000 pound coaches, essential maintenance tools, and a startup parts inventory for Bustang Outrider vehicles. • The project will allow Road Runner Transit to perform more maintenance in-house, reduce dependence on outside vendors, shorten vehicle downtime, and improve the reliability of Bustang Outrider service between Bayfield and Grand Junction.

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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FUNDING / PROJECT READINESS

PARTNERS

CONTINUED OUTCOMES & IMPACTS (JOBS)

COUNTY-WIDE 26 Initiate La Plata County Fairgrounds Master Plan and Related Improvements

Medium Public Services

Community Infrastructure + Resources

La Plata County Community members

Conservation Trust Fund • Phased improvements occurring at the /lottery fairgrounds site, including HVAC, safety improvements to arena, and extension building. • Complete parking lot and site work, to include new asphalt, pavilion shade replacement, bucking chutes, and lead up alley replacement.

27 Complete Housing Framework and Code Audit

High

Housing

La Plata County Regional Housing Alliance Housing partners including landowners, and realtors Fire Districts

Passing of 1A step in right direction Federal, state, and local funding opportunities

Public Infrastructure

Community Infrastructure + Resources Growing Key Industries

La Plata County Federal, state and local funding opportunities City of Durango Manna Housing Solutions of the Southwest Community Compassion Outreach Volunteers of America Axis Health System Neighbors in Need Alliance Common Spirit Mercy Hospital

29 Utilize the Land Use Code to Guide Designation of Economic Development Areas throughout the County

Medium Public Infrastructure: Water

Community Infrastructure + Resources Quality of Life + Tourism: Goal 8 — Natural resources

La Plata County Town of Bayfield Town of Ignacio City of Durango Multiple special districts

State and federal funding sources

• Coordinate with appropriate federal, state, and local agencies to address current and future economic development demands and prioritizing sustainable infrastructure.

30 Detention Center Expansion/ Replacement

Medium Public Safety Community Infrastructure + Resources

La Plata County La Plata County Sheriff Office

County State and federal agencies

• Expand and replace detention center to meet updated justice requirements. • Create flexibility to manage incarcerated population needs. • NiC review completed. • Commencing planning activities.

31 Commercial Business Park Development

High

La Plata Economic Alliance La Plata County City of Durango

Federal and state funding sources

• Support opportunities for commercial and light industrial business expansion. • Complete Animas Air Park feasibility study and determine next steps.

28 Upgrade Rural Roads Servicing Mancos Shale Development

Business Expansion and Retention

Job Creation + Business Development

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

• Complete Housing Action Plan for County. • Review, refine and include housing specific code amendments as necessary. • Engage public around short-term rentals and other housing policies and code development. La Plata County will have sustainable revenue streams to ensure continued service delivery to provide for the health, safety, and welfare of the community. • Increased public safety. • Promote economic development. • Complete design by 2028.

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32 Support Medium Environmen- Quality of Life + Initiatives tal Resources Tourism: Goal 8 that Maintain/ Improve the County's Natural Resources and Encourage Responsible Management

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

La Plata County Municipalities Private land owners State and federal agencies

State and federal agencies Public-private partnerships

• Protect, preserve and restore environmental resources as opportunities arise. • Support of Battery Energy Storage system permits for commercial scale applications. • Solar array on 10 Burnett facility resulting in 50% electric savings and 11 year payback. 3) Xeriscaping of Sheriff Office to reduce irrigation water resources.

PARTNERS

REGIONAL PARTNERSHIPS 33 Expand Regional Crisis and Behavioral Healthcare Services

High

Health and Human Services

Community Infrastructure + Resources

Axis Health System La Plata County City of Durango CommonSpirit Mercy Hospital Southwest Memorial Hospital Animas Surgical Center Law enforcement and emergency responders Regional healthcare and human service providers

Axis Health System Medicaid and Medicare State and federal behavioral health funding Opioid settlement funds Rural Hospital Transformation funds Grants and private foundations

• Launch a redesigned Regional Crisis Center in Durango with a 24/7 walk-in center, 23-hour observation, and respite services. • Expand rapid-access psychiatry and medication-assisted treatment for opioid and alcohol use disorders. • Increase crisis stabilization, peer support, recovery services, and coordinated care. • Reduce unnecessary emergency department use, hospitalization, incarceration, and travel outside the region.

34 Maximize the Creation of Affordable Workforce Housing Across La Plata County

High

Housing

La Plata Economic Alliance Housing Solutions of the SW Region 9 EDD/SWCCOG Regional Housing Alliance Habitat for Humanity La Plata County City of Durango Town of Ignacio Town of Bayfield S. Ute Indian Tribe

State grant for HOWL County municipalities DOLA CHFA

• Prepare housing projects to be more competitive for state and federal resources, especially new funds under Proposition 123 programs. • Sustain HOWL (Housing our Workforce Locally) program, which provides rental assistance, budget counseling, and housing resources. • Sustain the Regional Housing Alliance. • Continue and grow La Plata Economic Development Alliance’s Catalyst Fund and Revolving Loan Fund for workforce housing projects.

35 Create Interdistrict Career Opportunities Network (ICON) Workforce Development Center

Medium Education

Community Infrastructure + Resources

Durango School District 9R Bayfield School District Ignacio School District SWCEC Pueblo Community College Colorado Fort Lewis College La Plata Economic Alliance

Durango School District 9R Bond money and Florida Mesa facility Congressionally directed spending Federal, state, and local grant opportunities

Bring together career and technical education (CTE) resources under one facility, creating expanded career pathway programs and workforce training opportunities for high school students and adult learners, in partnership with industry and higher education. • Complete construction of Three Springs Elementary School to replace Florida Mesa Elementary. • Complete renovation design and permitting for Florida Mesa building (including childcare facility). • Formalize inter-district staffing, credit-sharing, and revenue-sharing agreements. • Building renovation and construction. • Industry-grade equipment installation. • Staff hiring and credentialing partnerships finalized.

108

Workforce Development

Job Creation + Business Development

2026 Comprehensive Economic Development Strategy

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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36 Support Career Pathways for Students through Regional Alliances

CATEGORY

STATEWIDE CEDS ALIGNMENT

FUNDING / PROJECT READINESS

PARTNERS

CONTINUED OUTCOMES & IMPACTS (JOBS)

Workforce Job Creation Development + Business Development Goal 2: Skilled Talent Pool

La Plata Economic Alliance Fort Lewis College Southwest Colorado Education Collaborative Regional healthcare providers Area school districts San Juan BOCES Community stakeholders Industry partners

Private foundation support of $500K for Project RUN State grants School districts

Build capacity for regional career development and workforce recruitment, retention, and advancement. • Deliver high caliber, tailor-made microcertifications. • Continue Project Rural Upskill Network (RUN) initiative providing paid internships and job placements for high school and older. • Provide career navigation, mentorship, training, scholarships, and job-readiness support. • Create accessible pathways into healthcare careers, including positions that do not require prior experience or a college degree. • Connect residents with employers seeking behavioral health, dental, patient-service, administrative, and other healthcare workers. • Support school-to-career opportunities for high school students across the region through career pathway, shared courses, and shared equipment. • Support industry workforce needs through sector partnerships and tools that connect industry with our region’s students to promote workforce development.

Workforce Job Creation Development + Business Development Education

Early Childhood Council of La Plata County La Plata Economic Alliance City of Durango 1st Southwest Bank Industry partners

Child Care Capital & Infrastructure Fund ($2M) Congressionally directed spending ($2M) for Bayfield childcare

This effort brings together public, private, and philanthropic partners to make systemic changes to early childcare as an industry in La Plata County. • Provide childcare provider wage stipends ($500K). • Expand BEEP Early Childcare Center in Bayfield.

La Plata West Water Authority (LPWWC) Southwest Water Conservancy District (SWWCD) Animas La Plata Water Conservation District (ALPWCD) La Plata Water Conservancy District (LPWCD) Southern Ute Indian Tribe Ute Mountain Ute Tribe Lake Durango Water Authority (LDWA)

Colorado Water Conservation Board USDA Southern Ute Indian Tribe Ute Mountain Ute Tribe San Juan Resource Conservation and Development State water fund CDBG DoLA Colorado Water Resources and Power Development Authority LPWWC SWWCD ALPWCD

• Create rural water system supplying water from Hesperus to the New Mexico state line. • Completed special district formation. Complete project design and associated agreements providing for LDWA to provide treated water for initial LPWWA users. • Complete phased distribution system design for the LPWWA distribution system.

37 La Plata Early Childcare Strategic Investment Fund Implementation

High

38 Create a Rural Water System for the West Side of La Plata County

Medium Public Infrastructure

Community Infrastructure + Resources

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PARTNERS

Public Infrastructure & Services

Community Infrastructure + Resources Quality of Life + Tourism

City of Durango La Plata County FAA Community stakeholders

DRO operates as an en- • Add two new airline gates and passenger hold terprise fund of the city rooms, a new and expanded TSA passenger of Durango — no city or screening checkpoint, new food and beverage county funds are utilized concession areas, and a new and expanded for airport operations or baggage claim area. capital projects • The expansion will facilitate the efficient FAA AIP and BIL grant movement of passengers and baggage to funds + CDOT matching bring the airport into conformity with modern grant funds airport design standards, expand the existing terminal by 19,728 square feet, and renovate Airport retained another 19,000 square feet of existing space. earnings Airport financing

Public Infrastructure & Services

Community Infrastructure + Resources

La Plata County Municipalities Region 9 EDD Axis Health System SWORD Treatment, recovery, and prevention providers

Colorado opioid abatement funds

41 Broadband Expansion 550 North

Medium Broadband

Community Infrastructure + Resources

Colorado Broadband Office NTIA Clearnetworx

BEAD funding NTIA pass • Fiber to the Premise project following through the Highway 550 North of Durango to the County line serving 964 residents (642 currently CBO- BEAD Appunderserved and 322 currently unserved). 000817 Clearnetworx

42 Broadband Expansion to Red Mesa, Marvel, and Cherry Creek Areas on West Side of County

Medium Broadband

Community Infrastructure + Resources

Colorado Broadband Office NTIA Southern Ute Indian Tribe Bonfire Construction

BEAD funding NTIA pass through the CBO — BEAD App-000778

• Fiber to the Premise Project for the dry side of the County including Cherry Creek, Red Mesa, and Marvel, serving 803 residents (currently 159 underserved and 644 unserved).

43 Broadband Medium Broadband Expansion to the Top of Wildcat West of County Road 141

Community Infrastructure + Resources

Colorado Broadband Office NTIA Southern Ute Indian Tribe Bonfire Construction

BEAD funding NTIA pass through the CBO — BEAD App-358

• Fiber to the Premise Project for the top of Wildcat Canyon, serving 155 residents (currently 90 underserved and 65 unserved).

44 Broadband Expansion SW of Rattlesnake Hill

Community Infrastructure + Resources

Colorado Broadband Office NTIA Southern Ute Indian Tribe Bonfire Construction

BEAD funding NTIA Pass • Fiber to the Premise Project South of County through the Road 318 and West of State Highway 172, serving 83 residents (currently 6 underserved CBO — BEAD and 77 unserved). App-000357

PROJECT

RANK

CATEGORY

39 Complete Durango-La Plata County Airport Terminal Expansion

High

40 Opioid Abatement

High

110

Medium Broadband

2026 Comprehensive Economic Development Strategy

FUNDING / PROJECT READINESS

CONTINUED

OUTCOMES & IMPACTS (JOBS)

• Provide representation on the Southwest Opioid Response District (SWORD) Council per the MOU with the State of Colorado. • Support implementation of regional funding allocations and projects to build recovery ecosystem. • Support regional prevention, treatment, recovery, harm-reduction, and workforce initiatives. • Expand rapid-access medication-assisted treatment and psychiatric services for opioid and alcohol use disorders.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

Colorado State Forest Service Colorado State University US Forest Service BLM Fire protection districts Southern Ute Indian Tribe Wildfire Adapted Partnership Wildfire and Watershed Protection Group (WWPG) Mountain Studies Institute Rocky Mountain Restoration Initiative (RMRI) Private property owners Office of Emergency Management (OEM) Businesses

National Fire Plan funds Fire hazard mitigation contractors Southwest Conservation Corps Region 9 EDD Southern Ute Indian Tribe Timber industry Federal and state agencies including USDA

Address forest health, water, and wildfire risks through adopted Wildfire Resource Center Plan, including but not limited to: • Reduce fire risk to life and property through mitigation efforts to protect wildlife-urban interface. • Strengthen biomass removal.. • Improve forest health. • Address beetle infestation. • Protect the watersheds and community water supplies. • Provide defensible space education. • Ensure emergency preparedness planning and emergency services continue to meet/ exceed the growing demands of the County’s constituents and visitors. • Continue to collaborate with emergency service providers to identify hazardous areas, utilizing current technologies, and determine appropriate mitigation requirements for development in those areas. • Establish a system of measurement in order to regularly assess and evaluate level of service standards for public safety and emergency services within the County. • Explore business opportunities (biochar).

PARTNERS

45 Address Forest Health, Drought, and Wildfire Risks

High

46 Outrider Improvements Across the County Connecting Mancos to Durango to Bayfield, Ignacio, and Pagosa Springs

Medium Multimodal Transportation

Community Infrastructure + Resources

CDOT SW Regional Transportation Planning Region (SWTPR) Regional Transit Coordinating Council Area governments

CDOT — State strategic funds (SB-1, SB-267, and SB-260, federal stimulus, and IIJA)

• Outlined in the Southwest Regional Transportation Plan and currently in the planning phase.

47 Expand Durango Medium Multimodal Transit Zone Transporta7 Routes from tion City Limits to Durango/La Plata County Airport, Hermosa, Durango West, Hesperus, and Edgemont

Community Infrastructure + Resources

CDOT SW Regional Transportation Planning Region (SWTPR) Regional Transit Coordinating Council Area governments Region 9 EDD/ SWCCOG

Transit providers Area governments Transit funding sources Region 9 EDD/SWCCOG CDOT

• Outlined in the Southwest Regional Transportation Plan.

Public Quality of Life Services: + Tourism: Goal Public Safety 8 — Protect natural resources and mitigate impact

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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112

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CATEGORY

STATEWIDE CEDS ALIGNMENT

48 Develop (or Implement) Regional Solid Waste Master Plan

Medium Public Infrastructure Waste Management

49 Upgrade Invest in strategies outlined in the 2020 DurangoLa Plata County Strategic Plan on Homelessness Development

Medium Housing Housing Public Service: Public Safety

Community Infrastructure + Resources

FUNDING / PROJECT READINESS

PARTNERS

CONTINUED

OUTCOMES & IMPACTS (JOBS)

La Plata County Municipalities Southern Ute Indian Tribe

Federal, state, and local funding opportunities User fees

• Long term environmental stewardship and resilience of public infrastructure. • Define project to commence planning.

La Plata County City of Durango Manna Housing Solutions of the Southwest Community Compassion Outreach Volunteers of America Axis Health System Neighbors in Need Alliance Common Spirit Mercy Hospital Region 9 EDD/SWCCOG

Mutual support from Durango and County via joint sales tax Federal and State funds Private grants and donations

• Support continuation of warming center and services for unhoused population. • Ensure participation in annual Homeless Count to secure needed funding.

50 Rural Paving CO Medium Transporta151 Between tion Ignacio and US 160

Community Infrastructure + Resources

CDOT User fees SW Regional Transportation Planning Region (SWTPR) Regional Transit Coordinating Council Local governments

• Outlined per the SW Regional Transportation Plan. • Currently in design phase.

51 US 160: Dry Creek Passing and Mobility Improvements

Medium Transportation

Community Infrastructure + Resources

CDOT SWTPR

CDOT Local match USDOT

• CDOT project number 1338 — Addition of two eastbound lanes, making it a divided 4-lane highway, with two new structures on mainline in each direction and realignment of CR 223. The project also includes shoulder widening and access consolidation. • Design/build to begin by 2027.

52 US 550 P-05-G Bridge Replacement

Medium Transportation

Community Infrastructure + Resources

CDOT SWTPR

CDOT Local match USDOT MMOF funding — June 2025

• CDOT project number 3332 — $61 million replacement of CDOT bridge P-05-G on US 550 over Hermosa Creek, in the Animas Valley north of Durango.

Healthcare

Community Infrastructure + Resources: Goal 10 — Enable and increase access to community services

Southwest Colorado Cares/Community Connections Colorado Social Health Information Exchange (CoSHIE) 211 Colorado — Mile High United Way Regional healthcare providers

CDPHE/CoSHIE Federal, state, and local funding opportunities

• Implement Southwest Colorado Cares, a pilot project to reduce duplication and increase efficiency of service delivery across social service providers. • Launch a local social service resource directory (swcoloradocares.org) to connect residents and providers to regional resources and update statewide 211 resources. • Provide local care coordination and navigation, especially for highest-need residents. • Support residents during Medicaid disenrollment. • Support coordinated referrals across service providers.

53 Improve Coordination of Care and Social Service Delivery Across the Region

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

CORTEZ 1

Cortez Business Retention & Expansion

Medium Economic Development

Growing Key Industries Job Creation + Business Development

City of Cortez Cortez Retail Enhancement Cortez Chamber and businesses Developers

Cortez Regional Partnership Initiative (Montelores Coalition-led)

Strengthen Cortez as a business-friendly community. • Use the housing needs assessment and action plan to guide housing decisions. • Reconsider an Urban Renewal Authority. • Pursue funding for a 2027–28 economic development strategic plan. Aligns with Montelores Coalition ORC Plan Topic 4 — Capacity, Workforce, and Funding for Conservation and Outdoor Recreation Management and Infrastructure and Topic 5 — Outdoor Recreation Business Support.

DOLORES 2

Dolores Water Infrastructure

Low

Public Community Infrastructure Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

Town of Dolores DOLA

DOLA/Energy/Mineral Assistance Fund Town

Complete Phase II water and wastewater upgrades from 1st through 6th Streets. • Procure construction following the DOLA award, targeting 2027. • Improve water system capacity, pressure, and reliability.

Dolores Attainable Housing

Low

Housing

Town of Dolores DOLA Colorado Office of Economic Development & International Trade

Town Prop 123 funding via DOLA, OEDIT

Implement the Dolores Comprehensive Housing Plan. • Procure and select a contractor. • Finalize Phase I development plans. • Construct project.

CO 145 Dolores East CDOT Planning Project ID 2778

Low

Transportation

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

CDOT SWTPR

CDOT

• Resurface CO 145 east of Dolores, approximately MP 11.5–34.

Dolores Comprehensive Plan Update

Low

Community Capacity

Quality of Life + Tourism: Goal Six — Support development of livable communities

Town of Dolores DOLA

Town DOLA

Update the Dolores Comprehensive Plan to preserve community character and support economic development. Expected approval is 2027. • Establish character districts. • Use the completed inventory of vacant and underused commercial space.

Low

Public Services

Quality of Life + Tourism: Goal 7 — Outdoor recreation and arts/creatives

Mancos Creative District Town Town of Mancos State and private Mancos Valley Chamber funding opportunities of Commerce

MANCOS 6

Strengthen Mancos as an Arts, Culture, Heritage, and Events Destination

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• Coordinate downtown marketing, events, and revitalization efforts. • Improve community communications. • Increase local and visitor spending. • Promote civic engagement. • Better understand and serve visitors and customers. • Reconsider State Main Street Designation.

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RANK

CATEGORY

Advance Mancos Community & Economic Development

Low

Economic Development

Mancos Opera House Renovation

Low

Mancos Public Works-Sewer and Water Treatment

Low

10 Mancos Street Maintenance

11 Mancos Administration Facilities

STATEWIDE CEDS ALIGNMENT

FUNDING / PROJECT READINESS

PARTNERS

OUTCOMES & IMPACTS (JOBS)

Growing Key Industries Job Creation + Business Development

Town of Mancos Mancos Creative District Mancos Valley Chamber of Commerce DOLA Region 9 EDD

Quality of Life + Tourism: Goal 7 — Outdoor recreation and arts/creatives

Mancos Valley Enterprise Zone Project Resources Status Mancos Creative District Federal, state, and private funding Mancos

• Renovate and reactivate the historic Opera House as a community, arts, cultural, and economic development asset.

Public Infrastructure

Community Infrastructure

Mancos CDPHE

Mancos

• Maintain safe drinking water and compliant wastewater treatment. • Correct WWTP performance and discharge issues. • Replace the West Mancos raw water transmission line. • Replace the Jackson Reservoir transmission line and related infrastructure.

Low

Public Infrastructure

Community Infrastructure + Resources: Goal 9 — Community-prioritized infrastructure

Mancos CDPHE

Mancos

Maintain reliable utilities, streets, and publicworks facilities. • Implement paving and gravel street grading plans. • Replace Grand Avenue sidewalks with CDOT ADA work. • Replace priority water/sewer mains and manholes, including Main Street. • Purchase inspection equipment and video-inspect systems. • Complete Mesa Street water, bridge, paving, and parking improvements. • Add a heated public-works shop bay and equipment doors.

Low

Public Services

Community Infrastructure + Resources — Goal 9: Community-prioritized infrastructure

Mancos

Mancos Federal, state, and private funding opportunities

Improve municipal administration and facilities. • Implement a fleet maintenance and replacement schedule. • Repair Town Hall HVAC, stucco, drainage, roof damage, asbestos, and crawl space issues.

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

Mancos OEDIT Enterprise Zone Tax Credits

CONTINUED

• Recruit businesses and fill vacant space, grow sales tax, use Creative District designation, and prepare a fiscal-health plan. • Expansion: recruit an OHV-parts business and satellite hardware store to reduce leakage and create jobs. • Consider a school district youth liaison to the Board. • Assess a light-industrial park within Town limits. • Explore expansion of Town limits through strategic development and annexation. • Be responsive to development opportunities.

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STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED

OUTCOMES & IMPACTS (JOBS)

PROJECT

RANK

12 Mancos Planning & Land Use

Low

Public Services

Community Infrastructure + Resources: Goal 9 — Community-prioritized infrastructure

Mancos CDOT

• Implement the US 160 Access Control Plan, including access, pedestrian crossings, and signals within Town limits, with emphasis on Monte Street.

13 Mancos Business Loop Resurfacing CDOT Project ID 3132

Low

Transportation

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

CDOT SWTPR Mancos

CDOT 10-Year Plan Project 3132; estimated $2.5 million in FY31 + requested strategic funding

• Resurface CDOT highways and frontage roads within Mancos to preserve roadway condition.

14 Mancos Parks and Open Space

Low

Public Services

Quality of Life + Tourism: Goal 6 — Vibrant, livable communities

Mancos

Mancos GOCO Grants

Maintain and improve parks and open space. • Repair the Community Center roof, insulation, and moisture damage. • Complete Boyle Park Phase 2. • Improve river access near the school using the Mancos Conservancy District concept. • Evaluate hiring a Parks Manager. • Plan skate park upgrades.

15 Drought Management and Mitigation Plan (DMMP)

High

Public Quality of Life Infrastructure + Tourism: Goal 8 — Protect natural resources and respond to natural disasters

Region 9 EDD Montezuma County Municipalities CSU Extension Offices Drought Management Task Force Colorado Water Conservation Board Dolores Water Conservancy District (DWCD) B. Montezuma County Water District #1 (Blue Door) Montezuma Valley Irrigation Company (MVI) Ute Mountain Ute Tribe McElmo Mutual Ditch Company Mesa Verde Country Dolores Watershed Collaborative

Federal, state, and local funding opportunities as projects identified

Implement the Drought Management and Mitigation Plans, including water conservation, preparedness, and economicimpact mitigation. • Expand water-efficient, drought-tolerant, and regenerative farming. • Visitor marketing that provides accurate and helpful information. • Inform resilient land management actions and community risk reduction.

16 Solar Development

Medium Business Development

Montezuma County Empire Electric Ute Mountain Ute Tribe TriState

County Private investment & businesses Federal, state, and local funding opportunities

Advance utility-scale solar development in Montezuma County. • Secure private partners and investment. • Complete feasibility and site evaluation. • Leverage available land and solar capacity.

COUNTY-WIDE

116

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STATEWIDE CEDS ALIGNMENT

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

RANK

CATEGORY

17 Lake McPhee Recreation Plan

Low

Public Lands

Quality of Life + Tourism: Goal 7 — Outdoor recreation and arts/creatives

Montezuma County County Recreation Committee Town of Dolores US Forest Service CPW-USFWS Dolores Water Conservation District Colorado State Parks Dolores County Montelores Coalition

GOCO USFS CPW-USFWS USDA Regional Partnership Initiative (Montelores Coalition-led)

Implement the Lake McPhee Recreation Plan to improve access, amenities, ADA infrastructure, recreation, tourism, marina services, and sustainable use. • Recruit marina services. • Pave surrounding campgrounds. • Upgrade campground power. • Improve ADA access at Ferris Canyon and Cabin campgrounds. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Rec Experiences and Topic 2 — Equitable Access to Outdoor Rec.

18 Countywide Trails Plan

Medium Parks and Recreation

Quality of Life + Tourism: Goal 6 — Vibrant, livable communities

Montezuma County County Recreation Committee Municipalities Greater Dolores Action US Forest Service Bureau of Land Management

DOLA GOCO Donations Private businesses Regional Partnership Initiative (Montelores Coalition-led)

Develop a countywide trail system connecting communities and attractions. • Identify and mark hiking and mountain biking routes. • Promote bicycling and other non-motorized use. • Produce maps and coordinate promotion through visitor centers, chambers, and recreation businesses. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Rec Experiences and Topic 2 — Equitable Access to Outdoor Rec.

19 Planned Forest Service Road Projects

High

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

US Forest Service Bureau of Land Management Montezuma County

Cooperative agreement between USFS & area counties BLM Federal Highway Administration

Complete priority Forest Service road work. • Resurface and brush Taylor Creek Road (NFSR 545). • Repair and resurface House Creek Road. • Fund resurfacing of Dolores–Norwood Road. • Address roads serving the McPhee area.

20 Forest Health, Water & Wildfire Risks

Medium Public/Private Quality of Life Lands + Tourism: Goal 8 — Protect natural resources and respond to natural disasters

US Forest Service Bureau of Land Management Colorado State Forest Service Colorado State Extension Office Wildfire Adapted Partnership County Federal Lands Program County Recreation Committee Fire protection districts Timber industry Ute Mountain Ute Tribe Dolores Watersheds Collaborative

County National Fire Plan funds Fire hazard mitigation contractors USDA (if private land) USFS BLM Regional Partnership Initiative (Montelores Coalition-led)

Improve forest and watershed health and reduce wildfire risk. • Reduce threats to life, property, watersheds, and infrastructure. • Support the timber products industry. • Expand defensible space education and implementation. • Address insect damage. • Complete priority USFS projects. • Participate in the Rocky Mountain Restoration Initiative and Collaborative Forest Landscape Restoration Program. Aligns with Montelores Coalition ORC Plan Topic 3 — Conservation of Natural and Heritage Resources and Wildfire Ready Action Plan (WRAP).

Public Lands

PARTNERS

CONTINUED

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CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

21 Workforce Housing Projects

Medium Housing

Housing

Montezuma County HomesFund Habitat for Humanity Housing Manufacturers Town of Mancos Region 9 EDD City of Cortez Evergreen Development

County State incentives Municipalities State DOLA, Prop 123 funding with CHFA and OEDIT CDFI CDBG Private contributions

Expand workforce housing. • City of Cortez pursuing Park Village on 7th 70-unit development for 40-80% AMI. Applied for LIHTC and CDS funding. • Coordinate municipal incentives, land-use changes, and housing initiatives. • Expand HomesFund homebuyer education. • Complete or update local housing needs assessments. • Include additional Mancos housing consistent with town goals.

22 Low-elevation Public Shooting Ranges

Low

Parks and Recreation

Quality of Life + Tourism: Goal 7 — Outdoor recreation and arts/creatives

CPW BLM USFS

CPW Regional Partnership Initiative (Montelores Coalitionled)

• Develop safe, designated, year-round public shooting ranges for recreation and competitions, supporting retail and hospitality activity. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Recreation Experiences, Topic 2 — Equitable Access to Outdoor Recreation, and Topic 3 — Conservation of Natural and Heritage Resources.

23 Road G to State Line

High

Transportation

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

Montezuma County CDOT

County

Improve Road G from mile markers 0–13. • Explore a Reconnecting Communities master plan. • Complete priority site and roadway improvements.

24 Agriculture & Food Security

Medium Agriculture

Growing Key Industries: Goal 4 — Support regional target industries Quality of Life + Tourism

CSU Extension Office CSU Research Center Local area growers Mesa Verde Country Chambers of Commerce Montezuma Food Coalition Montezuma Orchard Restoration Project Good Food Collective Montezuma Land Trust Conservancy

USDA Value-Added Producer Grants Regional Partnership Initiative (Montelores Coalition-led)

Promote sustainable water and agricultural resource use. • Grow markets for local food products and improve food access and security. • Increase participation in regional food hubs and distribution networks. Reference: Montezuma Regional Community Roadmap Plan and Montelores Coalition ORC Plan Topic 3 — Conservation of Natural and Heritage Resources.

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RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

25 Workforce and Medium Economic Education Development

Job Creation + Business Development: Goal 2 — Training of adaptable talent pool

Regional school districts SW Colorado Education Collaborative (SWEC) Colorado Education Initiative (CEI) Colorado Succeeds Industry partners Axis Health System Fort Lewis College Pueblo Community College Southwest Healthcare employers

Regional school districts SWEC State/CDWC OEDIT Axis Health System Healthcare employers Colorado Community College System PCCSW Project RUN Regional Partnership Initiative (Montelores Coalition-led)

Align education and workforce programs with regional economic needs. • Expand regional CTE and hands-on learning. • Support job shadows, mentorships, internships, and capstones. • Convene education, business, and workforce partners. • Strengthen the education-economy connection (“Educonomy”). • Reduce barriers to workforce and higher education. • Connect residents to healthcare career navigation, training, scholarships, job readiness, and employers. • Expand entry pathways into high-demand healthcare careers, including jobs not requiring prior experience or a degree. • Implement PCC’s updated Strategic Plan (2026). Reference: Montezuma Regional Community Roadmap Plan and Montelores Coalition ORC Plan Topic 4 — Capacity, Workforce and Funding for Conservation, Outdoor Rec Management, and Infrastructure.

26 Paths to Mesa Verde Trail

High

Parks and Recreation

Quality of Life + Tourism: Goal 7 — Strengthen tourism /travel

Montezuma County Mancos Cortez National Park Service Mesa Verde National Park Bureau of Land Management CDOT

CDOT 2022 MMOF award: $2,016,269 toward the $9.9 million Segments C–D project State and federal funding opportunities Regional Partnership Initiative (Montelores Coalition-led)

Develop the 17-mile multi-use trail linking Mancos, Cortez, and Mesa Verde National Park. • Construct the Mancos segment. • Secure Denny Lake trailhead access. • Complete design, clearances, and procurement of seven miles of trail. • Coordinate a Segment B trail underpass with wildlife-crossing improvements, if feasible. Aligns with Montelores Coalition ORC Plan Topic 1 — Exceptional Outdoor Rec Experiences and Topic 2 — Equitable Access to Outdoor Rec.

27 Expand Middle-Mile and Last-Mile Broadband Infrastructure and Connection

High

Public Community Infrastructure Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

Region 9 EDD Montezuma County Municipalities Colorado Broadband Office Local internet service providers

DOLA County Municipalities Rural electric cooperatives Rural utility service funds USDA Federal Broadband Funding, Colorado Broadband Office

• Complete the Mancos CNL and fiber connection; establish a CNL in Dolores. • Finish CPF projects and use BEAD to address remaining gaps. • Complete BEAD projects: Clearnetworx 000818 ($8.08M subsidy; 640 locations), Emery 000731 ($8.06M; 1,127 locations), and FTI WiFi 000336 ($3.22M; 248 locations across Montezuma and Dolores counties). • Advance the Alpine Loop and Denver–Grand Junction–Durango–Walsenburg IRU. • Establish regional CNL governance. • Support reliable telehealth and telepharmacy connections.

Job Creation + Business Development

REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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28 Utility Infrastructure Upgrades and Improvements

STATEWIDE CEDS ALIGNMENT

RANK

CATEGORY

High

Business Development

Community Infrastructure + Resources — Goal 9: Communityprioritized infrastructure Sustainability

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

Montezuma County Cortez Sanitation District Empire Electric

County Secure up to $9 million for sanitation upgrades Utility companies Region 9 EDD Federal, state, and private funding opportunities

• Define priority utility segments and improvements and determine costs permitting and right of way needs. • Convert CR 31 from single- to three-phase power. • Pursue grants, loans, utility funds, and private investment. • Explore undergrounding power lines in high risk fire areas, prioritizing Dolores River Canyon. • Prepare for Cortez Sanitation District plant upgrades, including possible phosphorus treatment.

PARTNERS

REGIONAL PARTNERSHIPS 29 Outrider Improvements at Mancos, Cortez, and Dolores

Low

Transportation

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

CDOT Montezuma County Dolores County Municipalities

CDOT

• Improve outrider stops and shelters in Mancos, Cortez, Dolores, and Rico along the Durango–Grand Junction route.

30 Wildlife Mitigation on US 160 Between Cortez, Mancos, and Durango Near CR 30.1

Medium Transportation

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

CDOT Montezuma County Mancos City of Cortez

CDOT 10-Year Plan Project 2089; estimated $5.7 million in FY31+ requested strategic funding Regional Partnership Initiative (Montelores Coalition-led)

Improve safety and resiliency on US 160 between Cortez and Mancos with wildlife fencing, an underpass, brush removal, and sight-distance improvements near CR 30.1. Aligns with Montelores Coalition ORC Plan Topic 3 — Conservation of Natural and Heritage Resources.

31 Intersection Medium TransportaImprovements tion at US 160 and CR 30.1 near Phil’s World CDOT Planning Project ID 2087

Community Infrastructure + Resources: Goal 9 — Communityprioritized infrastructure

CDOT Montezuma County Municipalities

CDOT

• Improve the US 160/CR 30.1 intersection serving Phil’s World, potentially adding turn, deceleration, and acceleration lanes.

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M O N T E Z U M A C O U N T Y C O M M U N I T Y D E V E LO P M E N T AC T I O N P L A N FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

County Hospital District Southwest Health System Southwest Memorial Hospital Foundation Colorado Rural Health Center City of Cortez Colorado Department of Public Health and Environment USDA Rural Development DOLA EMS partners Regional healthcare providers Axis Health System

Five-year capital need: approximately $8.23 million ($8.56 million NPV) Hospital district Hospital Foundation USDA, DOLA, and additional federal and state funding sources (Colorado Rural Health Center, CDPHE, EMS/ public-safety funds, SWORD and opioid funds, behavioral-health, and telehealth grants and philanthropy)

• Sustain Southwest Memorial Hospital as a primary rural provider and employer. • Maintain Medicaid access and prepare for 2027 eligibility/work-reporting changes with DSS and workforce partners. • Meet growing older adult needs through specialty care, Medicare education, and senior supports. • Continue Axis televideo crisis, psychiatric, ED, and specialty behavioral-health services; expand telehealth where feasible. • Track the hospital’s regional economic and employment impacts. • Complete prioritized facility, efficiency, and equipment upgrades to protect patient care, EMS readiness, safety, diagnostics, and service continuity. • Secure items listed in five-year capital needs for hospital including: imaging, EMS, monitoring, nurse call, IT, pharmacy, inpatient/ED, surgery, laboratory, facilities, and other equipment. • Evaluate additional specialty services.

Medium Public Community Infrastructure Infrastructure + & Services Resources: Goal 10 — Increase access to community services

Montezuma County Municipalities Southwest Opioid Response District (SWORD) Region 9 EDD Axis Health System Southwest Memorial Hospital Treatment, recovery, public-safety, and human service providers

Colorado Opioid Abatement Funds SWORD funds Medicaid and Medicare State and federal behavioral health grants Philanthropy and local match

• Participate in SWORD and implement approved regional projects. • Develop a telehealth hub-and-spoke model for medication-assisted treatment. • Expand rapid-access psychiatric and MAT services for opioid and alcohol use disorders. • Improve crisis response, consultation, care coordination, recovery support, and medication access. • Strengthen coordination among healthcare, public safety, human services, and recovery partners. • Reduce overdose risk, ED delays, treatment barriers, and travel.

Low

Montezuma County Dolores County Onward-fiscal agent Towns of Mancos, Cortez, Dolores, Rico, and Dove Creek

Regional Partnership Initiative grants, other state, local, and federal grants

CATEGORY

STATEWIDE CEDS ALIGNMENT

CONTINUED

PROJECT

RANK

32 Southwest Memorial Hospital

High

Community Infrastructure + Resources: Goal 10 — Increase access to community services

33 Opioid Abatement & Substance Use Treatment

34 Montelores Coalition (Regional Partnership Initiative for Montezuma and Dolores Counties)

Health & Human Services

Public Lands

Quality of Life + Tourism: Goal 8 — Protect natural resources and respond to natural disasters

PARTNERS

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STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

Powerhouse Artist Collective

High

Business Development

Quality of Life + Tourism: Goal 8 — Natural resources Job Creation + Business Development

Silverton Chamber San Juan Development Association (SJDA) Silverton Creative District

OEDIT SJDA Creative district Private foundations

• Seek to purchase/own Powerhouse property. • Sustain organization. • Foster relationship with the Powerhouse with a focus on maintaining the location as the base for the Artist Collective.

San Juan Development Association

High

Economic Development

Job Creation + Business Development Growing Key Industry Sectors

San Juan County Silverton Colorado Main Street Silverton School District Region 9 EDD Silverton Chamber

R9 EDD Town County DOLA — REDI Lodgers tax State and private funders EZ Project status

• Grow SJDA micro loan program and support Silverton businesses. • Coordinate economic development efforts throughout the county. • Deliver Silverton Business District Beautification Projects per the Main Street Program designation and grant criteria. • Sustain SJDA as an organization.

Long Range High Management Plan for UpperAnimas River & Corridor

Public Lands

Quality of Life + Tourism: Goal 8 — Natural resources

San Juan County Silverton Mountain Studies Institute Animas River Community Forum BLM US Forest Service Colorado Department of Health County Health Dept. Upper Animas River Protection Durango & Silverton Narrow Gauge Railroad (DSNGRR) Environmental Protection Agency (EPA)

EPA Animas River Community Forum MSI Forest Service BLM Silverton County DSNGRR State & Federal Grants (DOLA, EPA, GoCO, CDPHE, Bureau Reclamation)

• Provide education, advocacy, and communication around mining impacts and acid mine drainage. • Monitor Bonita Peak Superfund efforts. • Meet water quality standards over the next 20 years. • Preserve historic features in the process of reclamation. • Secure water rights. • Help create a healthier ecosystem by addressing Upper Animas Water Shed water quality and the effects of reclamation on historic features. • Restore and mediate wetlands and riparian habitat along corridor. • Implement a five-acre engineered wetland to address Cement Creek pollution loading.

Summer School & Enrichment Programs

High

Education

Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool

Silverton School District San Juan County Silverton Youth Center Community members Business owners

County TANF Fees Grants Parents Community members

• Fill critical summer childcare needs. • Sustain Silverton workforce by providing youth programing and supervision. • Sustain education and enrichment opportunities. • Sustain outdoor leadership programs.

Stanley Placer Education Complex Phase I

Low

Education

Job Creation + Business Development: Goal 2 — Support the attraction, retention, and training of an adaptable, skilled talent pool

Silverton School District San Juan County Silverton

DOLA Donations & fees MSI acquisition-escrow Public/private partnerships County Town

• Secure funding to construct a multi-use community education complex on school owned property, serving K-12, families, non-profits, colleges, and artists, including adjoining dormitory with capacity for 30-50 people. • Create space for meetings, classrooms, conferences, performances, and emergency response. • Relocate Silverton Youth Center from Visitor Center when complex is constructed.

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RANK

Local Farm to School/ Community Programs

Sustain High and Grow Healthcare and Mental Health Services

Lackawanna Mill & Bridge

Continue to Expand Workforce Housing Opportunities

CATEGORY

Medium Education Health & Human Services

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

Growing Key Industries

Silverton School Colorado Health District Foundation Grant Senior Center Local contributions County Public Health

• Expand the community greenhouse and garden. • Carry out experiments for growing food and vegetables year-round at 9,318 feet elevation. • Expand offering/supplementing WIC and local food share programs.

Health & Human Services

Community Infrastructure + Resources: Goal 10 — Increase access to community services, healthcare, and mental health

County Public Health County Social Services San Juan County Silverton Silverton School District Regional health care organizations (e.g., Innovation Medical Group, Mercy Medical Center) Apricity Pathways Axis Health System CommonSpirit Mercy Hospital Regional healthcare providers Emergency responders SWORD Council

State, federal, and private grants Partnerships w/ regional health providers, e.g., Innovation Administration donated by County for providers SWORD County and Town support Private foundations

• Support community-based healthcare regional medical group. • Find sustainable funding for community behavioral health services. • Support partnerships to sustain and expand mobile dentist, pharmacy, local medical providers, and mental health services. • Target health programming and support for most vulnerable residents (especially older adults, youth, and Spanish speaking community). • Incorporate Southwest Opioid Response District (SWORD) priorities into health services as needed for mitigating opioid misuse. • Provide representation on the Southwest Opioid Response District (SWORD) Council per the MOU with the State of Colorado and utilize as a funding resource.

Low

Historic Preservation

Community Infrastructure + Resources

County Historical Society BLM San Juan Development Association Silverton

State Historical Fund Town County BLM CDPHE Brownfields Program State and federal funds Grants and donations

• Complete Brownfields assessment and begin cleanup based on findings and recommendations. • Secure vehicle bridge across Animas to access mill. • Restoration of Lackawanna Mill Building. Note: Project had CDOT money but due to failed bond issue to provide match, funding was lost.

High

Housing

San Juan County Silverton Housing organizations Businesses Citizens State Bank

County Town Regional housing groups Private sector State and federal grants (DOLA, USDA) Citizens State Bank Housing solutions

• Increase number of affordable housing units available in Silverton through Anvil, Boxcar, and Zanoni developments • Maintain availability of limited local rental stock. • Explore land banking opportunities through partnerships with SJDA and the Town for the purpose of supporting workforce housing efforts. • Explore opportunities to support long-term viability of the Silverton Housing Authority and efforts. • Sustain HOWL (Housing Our Workforce Locally) program, which provides rental assistance, budget counting, and housing resources.

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CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

10 Conveyance of High Bureau of Land Management Parcel to Town

Parks & Recreation

Quality of Life + Tourism: Goal 8 — Natural resources

BLM San Juan County Silverton

Silverton County CDPHE Colorado Brownfields Foundation GoCO

11 Eureka Low Campground & Facilities Improvements

Parks & Recreation

Quality of Life + Tourism: Goal 8 — Natural resources

San Juan County BLM US Army Corps of Engineers

Existing gravel pit near • Ensure water quality. proposed site • Provide facility improvements as funding available. Road & Bridge Dept. expertise and equipment Army Corps of Engineers

12 Molas Lake Master Plan

Low

Parks & Recreation

Quality of Life + Tourism: Goal 8 — Natural resources

Silverton San Juan County San Juan Development Association Silverton Wild

Silverton Federal, state, and local funding opportunities Dark Skies Initiative funding

• Eliminate camping on the overlook site. • Establish a “marriage shelter” overlook — event shelter. • Establish full RV hook-up in designated area adjacent to 550 in rock outcropping. • Get Dark Sky designation for Molas Lake. • Explore trail development to support communityorganized endurance events. • Install additional restrooms to meet day and night use.

13 Restoration, Repair & Maintenance of Community Buildings

Low

Public Community Infrastructure Infrastructure + Resources

Silverton Governor’s Energy Office

Forest Service BLM Silverton County DSNGRR State and federal grants (DOLA, EPA, GoCO, CDPHE)

• Preserve historic integrity and repair of community buildings. • Weatherize Town Hall and improve energy efficiency of municipal buildings to decrease utility bills and provide reliable heat. • Town Hall brought into full ADA compliance. • Repair roof at Kendall Mountain Lodge and make other improvements as needed, such as new ski lift.

Public Community Infrastructure Infrastructure + Resources

San Juan County Silverton SW Water Conservation District BLM State

Silverton County BLM USDA DOLA SW Water Conservation District Historical Society

• Culvert improvements to Greene Street/Hwy 550 to increase flow conveyance to improve drainage and prevent potential flooding to adjacent residential units. • Storm water intercepts and flows. • Boulder Creek head gate. • Relocate Bear Creek Raw Water. • Loop dead-end portions of Town’s water system to improve fire flows and reduce water line freeze problems. • Complete Infrastructure Plan for street water looping and drainage. • Run water/sewer line to power house. • Construct new sewer system.

14 Improve Drainage & Water Flow in Silverton

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• 93-acre parcel to be conveyed to Town via BLM for continued operation of Kendall Mountain Recreation Area (KMRA). • Advocate with federal delegation to get this project “unstuck and completed.”

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CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

CONTINUED

FUNDING / PROJECT READINESS

OUTCOMES & IMPACTS (JOBS)

15 Baker’s Park Trail System

High

Parks & Recreation

Quality of Life + Tourism: Goal 8 — Natural resources Growing Key Industries

Silverton Single Track Society (SSS) San Juan County Silverton CPW International Mountain Bike Association (IMBA)

Ben Nighthorse Campbell match State Historical Society Firemen DOLA GoCO EPA Private businesses Compass Master Plan

• Development of 30-mile stacked-loop single-track trails system directly adjacent to Town. • Seven miles completed and 24 miles flagged as of 2026. • 10 miles scheduled for completion by end of 2026. • Provide beginner and intermediate level riding opportunities for locals and visitors. • Create a youth and family friendly bike park. • Provide health and wellness benefits to community.

16 Promotion of Silverton & County

High

Tourism

Quality of Life + Tourism: Goal 8 — Natural resources

Silverton Chamber San Juan County Silverton San Juan Development Association

Silverton County Colorado Tourism Office R9 EDD EPA

• Continue partnerships with regional agencies to promote tourism and outdoor recreation for an economically and environmentally sustainable future. • Recruit families with wage earners who can telecommute to move into the area. • Address proposed changes for lodging tax dollars. • Leverage 2030 World Mt. Bike Championships visitation into Silverton/San Juan County. • Leverage ice skating trail when completed. • Support tourism and local spending; help retain small businesses and jobs tied to Silverton’s visitor economy.

17 Blair Street Improvement District Projects

Low

Tourism

Community Infrastructure + Resources Quality of Life + Tourism: Goal 8 — Natural resources

Blair St Improvement District San Juan Historical Society Silverton San Juan Development Association CDOT

Ben Nighthorse Campbell match State Historical Society Firemen DOLA GoCO EPA Private businesses Compass Master Plan MMOF

• Utilize funding from DOLA for Downtown Colorado Inc projects. • Wayfinding signage throughout Town, focused on Blair Street. • Blair Street Revitalization 11th Street to 12th Street — Improve pedestrian safety, ADA accessibility, and walkability for residents, visitors, employees, and customers.

Public Community Infrastructure Infrastructure + Resources

Silverton CWCB SWCD SJCHS

Silverton State and federal grants

• Install test wells for potential municipal water use. • Provide a redundant municipal water supply. • Improve water intake structure for redundant municipal water supply. • Construct delivery system for redundant municipal water supply.

Medium Public Community Infrastructure Infrastructure + Resources

Silverton USDA DOLA SRF

Town • Ensure federal water standard compliance. • Improve water quality. USDA • Rehabilitate and maintain WWTP lagoon system. DOLA SRF Congressionally directed spending

18 Municipal Low Water Security

19 Wastewater System Rehabilitation

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RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

20 Broadband High Redundancy Fiber Path Into and Out of Silverton

Broadband

21 Pedestrian Bridges and Road Maintenance

High

Public Community Infrastructure Infrastructure + Resources

22 School to Career Pathways

Medium Education

23 Energy Security

24 Develop Shooting Range

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PARTNERS

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

San Juan County Silverton Region 9 EDD San Miguel Power Century Link Corporation Colorado Department of Transportation (CDOT) Vero/Clearnetworx

Region 9 EDD Colorado Broadband Office Town County

• Clearnetworx planning to design and build 6 miles from San Miguel substation to Silverton with CBO Middle-mile funds if awarded. • San Miguel Power installing fiber from Ouray to substations 6 miles from Silverton. • Support collaboration with CDOT regarding fiber in ROW between Ouray and Silverton.

San Juan County Silverton CDOT

GoCo BLM land transfer cash match CDOT CDPHE — Natural Resource Damage Fund Congressionally directed Spending

• Add/improve pedestrian bridges near courthouse. • Add two bridges near the confluence at Lower Cement Creek. • Improve public safety for pedestrians. • Increase pedestrian access to town. • Address safety issues for Cement Creek bridge. • Chip seal CR2 to address air quality.

Job Creation + Business Development

Silverton School District Southwest Education Collaborative (SWEC) Local contractors San Juan Development Association

Axis Health System Project RUN Fort Lewis College La Plata Economic Development Alliance Regional healthcare employers

• Develop career-pathway programs with regional education and industry partners. • Sustain building-trades programs, internships, apprenticeships, and work-based learning. • Provide youth and adults with career exploration, mentorship, training, scholarship, and job-readiness support. • Connect residents with the regional Healthcare Workforce Pipeline and employment opportunities in behavioral health, dental, patient services, administration, and other healthcare occupations. • Create entry points into healthcare careers that do not require prior experience or a college degree. • Convert the school barn into a safe and functional maker space.

High

Public Growing Key Infrastructure Industries & Services

San Juan County Silverton San Miguel Power Association EcoAction Partners Sneffles Energy San Juan Development Association

Department of Energy DOLA

• Explore potential strategies and funding for various renewable energy solutions. • Create resiliency plan for County. • Acquire funding for solar farm. • Install microgrid for government buildings. • Explore feasibility of microgrid battery energy storage system.

Low

Economic Development

San Juan County

Private funds State and private foundation grants

• Secure property. • Construct Shooting Range. • Develop funding program to maintain shooting range.

Quality of Life + Tourism: Goal 8

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25 Ice Skating Rink Trail Development — Winter Recreation

RANK

CATEGORY

STATEWIDE CEDS ALIGNMENT

PARTNERS

FUNDING / PROJECT READINESS

CONTINUED OUTCOMES & IMPACTS (JOBS)

High

Public Community Infrastructure Infrastructure + & Services Resources Quality of Life + Tourism: Goal 8 — Natural resources

San Juan County Silverton San Juan Development Association Silverton Chamber

State, federal, and private foundation grants

• Develop ice skating park and trails to enhance winter recreational activities. • Provide additional winter activities to attract visitors and increase the winter economy.

26 Construct New High Emergency Command Center/ Ambulance Building

Public Community Infrastructure Infrastructure + & Services Resources

San Juan County

State, federal, and private foundation grants

• Complete planning process for new facility. • Construct facility that will provide for the current and future needs of the Ambulance Association and Emergency Command Center.

27 Install Toilets on San Juan Scenic Byway

High

Public Community Infrastructure Infrastructure + & Services Resources

High Country Sanitation

State, federal, and private foundation grants

• Install toilet at Eureka. • Install toilet at Gladstone.

28 Sunnyside 1,000-Acre Property

High

Public Quality of Life Infrastructure + Tourism: Goal & Services 8 — Protect natural resources

San Juan County

State, federal, and private foundation grants

• Analyze the property. • Identify potential uses. • Develop property reuse/preservation plan.

29 Reuse of High Mayflower Mill Superfund Site Tailings Pond

Public Quality of Life Infrastructure + Tourism: Goal & Services 8 — Protect natural resources

San Juan County

State, federal, and private foundation grants

• Complete EPA Reuse Assessment Process. • Complete Solar Farm Feasibility Assessment. • Construct trails for summer and winter use. • Construct county shop building.

30 Sustain Silverton Childcare Center and Silverton Family Learning Center

High

Education

Community Infrastructure + Resources

Silverton School District San Juan County Silverton

County State, federal, and private foundation grants

• Create sustainable, affordable, dependable care for zero to five year olds. • Provide well-trained, quality staff. • Ensure ongoing maintenance needs for aging building (new roof) are met.

31 Forest Health, Drought & Wildfire Risks

High

Public/Private Quality of Life Lands + Tourism: Goal 8 — Protect natural resources and respond to natural disasters

San Juan County US Forest Service Bureau of Land Management Colorado State Forest Service Colorado State Extension Office Wildfire Adapted Partnership Fire Protection Districts

County National Fire Plan funds Fire hazard mitigation contractors USDA (if private land) USFS BLM

• Improve high alpine health and reduce drought impacts. • Reduce threats to life, property, watersheds, and infrastructure. • Address Wildfire Resiliency Code compliance.

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APPENDIX A

CEDS CONTRIBUTORS

REGIONAL Colorado Department of Transportation Community input survey participants Hayley Leonard Saunders, Axis Health System Kami Collins, Rural Resiliency Office, OEDIT Laura Lewis Marchino, Region 9 EDD Lauren Ames, Good Food Collective

Mary Shepherd, Southwest Small Business Development Center

Patrick Fredricks, Southwest Colorado Education Collaborative

Region 9 EDD/SWCCOG Board of Directors Shak Powers, Region 9 EDD

ARCHULETA COUNTY Archuleta County Commission meeting (June 2026)

James Dickhoff, Town Planner

Archuleta County staff

Jeff Sams, Multijurisdictional Housing Coordinator

Community Conversations sponsored by Pagosa CDC, School facilities, hospital

Community Conversations: Archuleta School District facilities (May 21, 2026); Pagosa Medical Center (June 1, 2026); Lodgers Tax (May 2026)

Community Forums: Commissioner John Ranson (March 25, 2026); Commissioner Medina in Arboles (May 27, 2026)

David Harris, Town Administrator Emily Lashbrooke, Executive Director Pagosa Springs CDC

(MHC)

Jennie Green, Director, Visit Pagosa Springs La Plata Electric Association Longinos Gonzalez Jr., Ed.D., Archuleta County Manager Rural Energy Resilience Forum (April 6, 2026) Shari Pierce, Mayor, Town of Pagosa Springs Town of Pagosa Springs (June 2026) Veronica Medina, Archuleta County Commissioner Wildfire Resiliency Meeting (May 2026)

Healthy Archuleta

DOLORES COUNTY Allyn Svoboda, Rico

Jim Ostrem, Rico Trails Alliance

Chauncey McCarthy, Administrator, Rico

Lorraine Hancock, Town of Dove Creek

Dolores County Dev. Corporation Board (July 8, 2026)

Teal Stetson-Lee, Rico Geothermal Project

Dolores County Commissioners (April 2026, August 2026)

Town of Rico Trustees (May 2026)

Gus Westerman, Colorado Extension Office

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MONTEZUMA COUNTY Audrey Royem, Eagle Eye Consulting Bernadette Cuthair, Ute Mt. Ute Tribe

James Dietrich, Natural Resources Planning and Public Lands Coordinator

Beth Cascadden, Consultant

Jan Nelson, Cortez Sanitation District

Brian Bartlett, Mesa Verde Country

Jason Armstrong, City of Cortez

Cara Gildar, Montelores Coalition

Joe Theine, Southwest Health System

Cortez City Council (May 2026)

Josh Dellinger, Empire Electric

Haley Leonard Saunders, Axis Health Systems

Katie McClure, Mancos United

Heather Alvarez, Town of Mancos

Leadership Montezuma

Helen West, City of Cortez

Leigh Reeves, Town of Dolores Mancos Valley Resources Montezuma County Commissioners (May 2026)

LA PLATA COUNTY Allison Wall, Southern Ute Indian Tribe

Michael French, City of Durango

Colton Black, Southern Ute Indian Tribe

Nate Peach, PhD, Fort Lewis College

Danya Kranker, Southwest Colorado Cares

Robert Whitson, Express Employment

Derrick Slokum, Town of Bayfield

Sarah Hill, City of Durango

Doug McCarthy, Southwest Colorado Cares

Sarah Tober, La Plata Economic Alliance

Gilda Yazzie, past Mayor, City of Durango

Scott Shine, City of Durango

Janae Hunderman, Fort Lewis College

Shawna Legarza, PsyD, La Plata County Manager

Jeff Hughes, Assistant La Plata County Manager

Tommy Crosby, City of Durango

John Waters, Administrator, Town of Bayfield

Town of Ignacio Board (July 2026)

Karen Cheser, Superintendent, Durango School District 9-R

Janae Hunderman, Fort Lewis College

Marsha Porter-Norton, Commissioner

Weylin Ryan, Town of Ignacio and staff

SAN JUAN COUNTY Dayna Kranker, past Mayor, Silverton

San Juan Development Association (May 2026)

DeAnne Gallegos, Silverton Chamber and Visit Silverton

Sarah Moore, San Juan Development Association

Elizabeth Barszcz, Superintendent and Principal,

Silverton Town Board of Trustees

Silverton Schools

Silverton Town Staff

Elizabeth Stuffings, Town Administrator

Town of Silverton (June 2026)

San Juan County Commission (May 2026, August 2026)

William Tookey, San Juan County Administrator

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APPENDIX B

C E D S S T R AT EG Y C O M M I T T E E

The Comprehensive Economic Development Strategy (CEDS) Committee guides the update process of the CEDS document by providing input on document drafts, vetting strategy direction, and ensuring implementation capacity. The Committee ensures diverse perspectives are included and ensures Region 9 EDD’s accountability in this process. In addition to the stakeholders and representatives below, the Region 9 EDD Board of Directors are also included in the CEDS Committee and approve the final document. NAME

AREA OF INTEREST/SECTOR

GEOGRAPHIC REPRESENTATION

Economic Development

Southern Ute Tribe

Beth Cascadden

Business

Montezuma

Brian Bartlett

Tourism and Visitation

Montezuma

Cindi Galabota

CSU Extension

Archuleta

Donna Graves

Data

Regional

Elizabeth Salkind

Housing

Regional

Emily Lashbrooke

Economic Development

Archuleta

Gus Westerman

Ag. Economic Development, CSU Extension

Dolores

Helen West

Economic Development

Cortez/Montezuma

James Dietrich

Land Resources Management

Montezuma

Janae Hunderman

Workforce

La Plata/Regional

Jason Armstrong

Government, Planning

Montezuma

Rural

State

Nate Peach, PhD

Economics/Fort Lewis

Regional

Rachel Landis

Food Systems

Regional

Sarah Moore

Economic Development

San Juan

Sarah Tober

Economic Development

La Plata

Shak Powers

Broadband, Housing, Transportation

Regional

Tiffany Brodersen

NonprofitGrant Writing

La Plata

Tommy Crosby

Economic Development

Durango/La Plata

Allison Wall

Kami Collins

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A 24-question Community Well-Being Survey was developed and promoted for six months through March 2026. There were 139 respondents across the region, and the feedback helped inform the strategic priorities, goals, and implementation framework of the overall CEDS 2026 document. A complete list of responses are available by emailing Region 9 at contacts@region9edd.org.

Who responded

Aged 18–34 13%

The largest percentage of responses came from Pagosa Springs in Archuleta County (33.8%) and Durango in La Plata County (25.9%). Repeating Patterns:

Aged 55+ 48.6%

Total Respondents 139 Aged 35–54 38.4%

• Safety and community attachment scored better than major affordability systems. • Housing, healthcare, childcare, and workforce issues recur across multiple questions. • Comments sharpen the story: cost, distance, staffing, and trust are the main stressors.

What appears to be working relatively well (Share rating of "Good/Strong" or equivalent) Safety in community

63.2%

Public safety quality

58.4%

Basic needs overall

58.7%

Food quality

52.2%

What the comments add Residents often describe neighbors, volunteer responders, churches, nonprofits, and local public safety personnel as dependable when systems are under strain.

54.3%

Belonging

What is not working as well (Share rating of "Very Weak/Weak" or equivalent) Childcare availability

61.6%

Housing availability

60.9% 52.9%

Workforce training

47.1%

Employment opportunities Healthcare access

What the comments add Residents repeatedly say the issue is not just whether services exist, it is whether they are affordable, nearby, staffed, and reachable in time.

43.5%

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Themes that cut across the survey comments These themes explain why multiple survey categories moved together.

AFFORDABILITY

ACCESS

GEOGRAPHY

TRUST

Housing cost is the dominant stressor.

Services may exist, but still feel unavailable.

Distance and rural travel multiply costs.

Many comments blur service issues with process frustration.

Residents tie wages, rent, food, utilities, and insurance together.

Capacity, wait times, provider turnover, and qualification rules block use.

People mention long drives for groceries, specialists, and training.

Residents cite transparency, favoritism, and poor coordination.

Many say they could not move into their own community today.

Healthcare and childcare are the clearest examples.

Remoteness turns small gaps into major burdens.

Takeaway Residents still believe in their communities more than they believe in the systems around them. The strongest positives are social cohesion, safety, and place attachment. The biggest negatives are unaffordable living, thin service capacity, and weak workforce pathways.

Survey-based SWOT for Region 9

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Residents feel comparatively safe.

Housing, healthcare access, childcare, and workforce training score poorly.

Make housing the organizing issue across the CEDS.

Affordability could hollow out the workforce and push out younger households.

Core utilities are stronger than other infrastructure sytems.

Many jobs are low-wage, seasonal, or lacking benefits.

Coordinate around healthcare access and workforce pipelines.

Tourism seasonality and investor pressure weaken resilience.

Belonging and neighbor-toneighbor support remain meaningful assets.

Roads, internet, and collaboration capacity are weaker than desired.

Use Region 9's convener role to connect governments, businesseses, and nonprofits.

Distrust of public process can slow implementation.

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Five Indications for Region 9

L ead with housing as the central regional issue. It connects directly to workforce, business retention, and family stability.

2. 3. 4. 5.

Treat healthcare access as an economic development issue, not only a human services issue. Frame workforce work around wage quality and career pathways, not just job openings. Expect implementation friction. Trust, transparency, and local process are part of the strategy challenge. se Region 9 EDD's neutral convener role to align U local governments, businesses, education, and nonprofits around shared priorities.

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APPENDIX D

MESA VERDE COUNTRY CEDS

MESA VERDE COUNTRY CEDS Mesa Verde Country’s Concept of What is Needed in Montezuma County Prepared by Mesa Verde Country — Beth Cascaddan, J.D.

Building a resilient future rooted in heritage, innovation, and sustainability

Vision Statement It is the dream of Mesa Verde Country that Montezuma County will become a resilient, year-round economic destination that honors its agricultural heritage, tribal partnerships, natural landscapes, and cultural identity while building a diversified economy capable of adapting to changing climate conditions, evolving tourism trends, and future workforce needs.

Executive Overview Mesa Verde Country realizes that Montezuma County stands at a pivotal moment in its economic history. For generations, the region has relied heavily on seasonal tourism, agriculture, outdoor recreation, and natural resource-based industries to sustain local communities and businesses. Today, changing climate conditions, prolonged drought, declining seasonal tourism trends, workforce shortages, infrastructure limitations, and economic shifts across rural America require the County to strategically redefine and diversify its economic future. This Comprehensive Economic Development Strategy (CEDS) provides a roadmap for sustainable economic growth, infrastructure revitalization, tourism reinvention, environmental resiliency, and regional collaboration throughout Montezuma County and the Four Corners region.

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The strategy focuses on transforming economic challenges into long-term opportunities by investing in: • • • • •

Rural resiliency. Climate adaptation. Tourism diversification. Small business growth. Redevelopment of blighted properties.

• • • • •

Infrastructure modernization. Workforce development. Tribal and regional partnerships. Entrepreneurial expansion. Sustainable economic corridors.

History of Montezuma County — Ancient Indigenous History The history of Montezuma County stretches back thousands of years and is deeply rooted in Indigenous culture, trade, agriculture, and settlement throughout the Four Corners region. The area is best known as the ancestral homeland of the Ancient Puebloan peoples, often referred to as the Ancestral Puebloans or Anasazi, who built sophisticated cliff dwellings, farming communities, ceremonial structures, and trade networks throughout the region between approximately A.D. 600 and 1300. The most internationally recognized archaeological site in the county is Mesa Verde National Park, established in 1906 to preserve the remarkable cliff dwellings and cultural history of the Ancestral Pueblo people. Mesa Verde later became one of the first UNESCO World Heritage Sites in the United States due to its global cultural significance. The area contains thousands of archaeological sites, including villages, kivas, towers, petroglyphs, and agricultural systems that demonstrate advanced engineering and social organization. Following the migration of many Ancestral Pueblo communities from the Mesa Verde region around the late 1200s, the area continued to be inhabited and traveled by numerous Indigenous peoples, including the Ute, Navajo, and Pueblo tribes, who maintained cultural, trade, hunting, and spiritual connections to the region for centuries.

Spanish Exploration & Early Trade Beginning in the 1500s and 1600s, Spanish explorers and settlers entered the broader Southwest region. Spanish influence introduced new trade routes, livestock, horses, and cultural exchange throughout what is now Colorado, New Mexico, Arizona, and Utah. However, the Montezuma County area remained largely rural, isolated, and Indigenous-controlled for much of this period.

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The Old Spanish Trail and later regional trade routes contributed to movement through the Four Corners region, though permanent non-Indigenous settlement remained limited until the late 1800s.

Formation of Montezuma County Montezuma County was officially created by the Colorado legislature in 1889 and named after the Aztec emperor Montezuma, reflecting the romanticized archaeological fascination common during that period, even though the ancient Mesa Verde inhabitants were not connected to the Aztec Empire. The early economy of the county was based primarily on: • Agriculture • Ranching • Dryland farming • Irrigation development

• • • •

Mining Timber harvesting Railroad expansion Trade and supply services

The arrival of irrigation systems and agricultural settlement transformed portions of the region into productive farmland, despite the arid climate. Communities such as Cortez, Dolores, and Mancos emerged as regional agricultural and trading centers.

Ute Mountain Ute Tribe & Tribal Presence The region remains historically and culturally tied to the Ute Mountain Ute Tribe, whose reservation lands extend across portions of Colorado, New Mexico, and Utah. The Ute people have lived throughout the Rocky Mountain and Four Corners regions for generations and continue to play a major role in the area’s economy, culture, governance, tourism, and land stewardship. The Tribe operates significant enterprises including: • Tourism attractions • Tribal government services • Agricultural operations • Retail enterprises

• Travel centers • Hospitality businesses • Energy and economic development initiatives

The cultural influence of the Ute Mountain Ute Tribe remains central to the identity and future development of the county and broader Four Corners region.

Tourism & Archaeology Era The discovery and preservation of the Mesa Verde cliff dwellings in the late 1800s and early 1900s transformed Montezuma County into an internationally recognized tourism destination. Tourism became a major economic driver as visitors traveled to experience: • Archaeological tourism • Cultural heritage • National parks

• Outdoor recreation • Scenic landscapes • Hunting and recreation opportunities

Tourism expanded throughout the 20th century with development of highways, lodging, museums, cultural centers, and outdoor recreation industries.

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Today, Montezuma County’s economy is shaped by a combination of: • Tourism and hospitality • Agriculture and ranching • Healthcare • Tribal enterprises • Retail trade

• • • •

Construction Government services Outdoor recreation Small business entrepreneurship

However, the county also faces modern challenges including: • Severe drought conditions • Climate change impacts • Seasonal tourism fluctuations • Affordable housing shortages

• • • •

Workforce shortages Aging infrastructure Economic diversification needs Rural population retention challenges

These evolving conditions are driving efforts toward long-term regional planning through initiatives such as Comprehensive Economic Development Strategies (CEDS), infrastructure revitalization, broadband expansion, renewable energy exploration, brownfield redevelopment, and year-round tourism diversification.

A Region Defined by Heritage & Resilience Mesa Verde Country realizes that the history of Montezuma County is ultimately a story of resilience, adaptation, and cultural continuity. From the Ancestral Pueblo civilizations and Indigenous stewardship of the land to ranching communities, tribal enterprise, tourism development, and modern economic transformation, the county continues to evolve while maintaining a strong connection to its cultural heritage, landscapes, and rural identity. Today, Montezuma County stands as one of the most culturally and historically significant regions in the American Southwest, serving as both a gateway to ancient history and a community actively planning for its economic future.

Demographic Overview of Montezuma County Montezuma County is a rural and geographically large county located in the Four Corners region of Southwest Colorado. The county’s demographics reflect a unique blend of agricultural heritage, tribal influence, rural communities, retirees, tourism-based economies, and working-class households. These demographic characteristics directly influence economic development priorities, workforce needs, housing demand, healthcare services, infrastructure planning, and long-term sustainability strategies.

Population & Rural Character Montezuma County has an estimated population of approximately 26,000 residents, with the majority of the population living in rural areas rather than urban centers. Roughly two-thirds of the county’s population resides in rural or unincorporated areas, while the city of Cortez serves as the primary commercial and service hub for the region.

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The county has relatively low population density, averaging approximately 13 people per square mile, which creates both opportunities and challenges related to infrastructure costs, broadband access, transportation, healthcare access, and workforce recruitment.

Age Distribution & Aging Population Montezuma County has an older-than-average population compared to both Colorado and national averages. The median age is approximately 44–45 years old, significantly higher than Colorado’s statewide median age. Approximately 25% of county residents are age 65 or older. This aging demographic creates: • Increased healthcare demand • Growing need for senior services • Workforce replacement challenges • Demand for retirement and “snowbird/sunbird” economic opportunities • Opportunities for healthcare, wellness, and assisted living industries At the same time, younger working-age residents often leave the region due to limited career opportunities and affordable housing shortages.

Racial & Cultural Diversity Montezuma County has a diverse population strongly influenced by Native American and Hispanic cultural heritage. According to census estimates: • Approximately 70% of residents identify as White • Approximately 12% identify as Native American or Alaska Native • Approximately 12–13% identify as Hispanic or Latino • The county has a significantly higher Native American population than state and national averages due largely to the presence and influence of the Ute Mountain Ute Tribe and nearby tribal communities

This cultural diversity contributes significantly to: • Heritage tourism • Tribal enterprise development • Artisan and cultural economies

• • • •

Regional identity Workforce diversity Agricultural traditions Community resilience

Income & Economic Conditions Median household income in Montezuma County is estimated between approximately $63,000– $66,000 annually, which remains below many Colorado urban counties.

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Key industries include: • Healthcare and social services • Agriculture and ranching • Tourism and hospitality • Retail and trade services

• Tribal enterprises • Government employment • Construction and skilled trades

While income levels have improved in recent years, economic disparities remain significant in rural and tribal areas.

Poverty & Housing Challenges Approximately 13% of the population lives below the poverty line, with child poverty rates exceeding 20% in some estimates. Poverty impacts are often concentrated among: • Elderly residents • Single parent households • Tribal communities

• Rural families • Service-sector workers

Montezuma County is also experiencing a severe affordable housing shortage that negatively impacts economic development, workforce recruitment, and long-term population stability. Rising housing costs and limited rental inventory make it difficult for employers to attract and retain workers across healthcare, education, tourism, retail, agriculture, and public service sectors. The county has high homeownership rates—over 70%—but limited workforce housing development and aging housing stock remain major concerns. However, the county also has growing opportunities in: • Remote work relocation • Renewable energy • Outdoor recreation • Heritage tourism

• • • •

Agritourism Healthcare expansion Artisan manufacturing Small business entrepreneurship

Economic Development Implications The demographics of Montezuma County strongly support the need for a proactive Comprehensive Economic Development Strategy (CEDS) focused on: • Economic diversification • Workforce housing • Climate resiliency • Tourism reinvention • Brownfield redevelopment

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• • • • •

Rural infrastructure Tribal collaboration Small business support Healthcare expansion Year-round economic activity

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The county’s aging population, rural geography, cultural diversity, tourism dependency, and housing shortages create both economic vulnerabilities and strategic opportunities that require coordinated long-term planning and investment.

Key Economic Challenges Climate & Drought Impacts Severe and prolonged drought conditions are significantly affecting agricultural production, ranching operations, irrigation systems, and long-term water sustainability throughout Montezuma County. Climate change is also altering traditional tourism cycles, seasonal visitation patterns, hunting activity, and outdoor recreation opportunities. Minimal snowfall and changing weather patterns are reducing traditional winter tourism opportunities historically associated with mountain- and snow-based recreation economies across Colorado and the Four Corners region. Seasonal Tourism Dependency Montezuma County remains heavily dependent on summer tourism connected to: • Mesa Verde National Park • Heritage tourism • Archaeological tourism

• Outdoor recreation • Limited fall hunting seasons

Current national tourism declines and shorter visitor seasons create economic vulnerability for local businesses, lodging providers, restaurants, retailers, artisans, and service industries.

Strategic Economic Opportunities Reposition Montezuma County as Both a “Snowbird” & “Sunbird” Destination As traditional snow tourism declines, Montezuma County has an opportunity to become a yearround destination for: • Retirees • Remote workers • Seasonal residents • Cultural travelers

• Wellness tourism • Outdoor recreation visitors • Long-term winter visitors seeking mild climates and affordable living

Potential development opportunities include: • Wellness retreats • RV destination infrastructure • Artisan and cultural markets • Heritage tourism experiences • Agritourism

• • • •

Culinary tourism Outdoor recreation hubs Remote worker co-working facilities Winter events programming

These infrastructure developments would also serve for the “sunbirds” desiring to escape the heat in the summer months coming in from southern Arizona, Nevada, and Texas.

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Brownfield Redevelopment & Gateway Revitalization EDA funding opportunities under the Public Works and Economic Adjustment Assistance (PWEAA) Program could support: • Acquisition of blighted properties • Redevelopment of abandoned gas stations and junk yards • Environmental assessment and remediation activities • Infrastructure modernization • Gateway beautification

• Tourism corridor redevelopment • Mixed-use commercial revitalization projects • Entrepreneurial incubator spaces • Artisan marketplaces • Workforce housing • Sustainable redevelopment initiatives

Transforming distressed corridors into productive economic assets will strengthen tourism appeal, improve community image, increase tax revenues, and stimulate private investment. Infrastructure Priorities Priority infrastructure investments may include: • Broadband expansion • Water and wastewater improvements • Renewable energy infrastructure • Transportation corridor enhancements • Tourism signage and gateway improvements • Workforce housing infrastructure

• Business park development • Agricultural resiliency systems • Irrigation modernization • Electric vehicle infrastructure • Outdoor recreation infrastructure

Housing Crisis & Workforce Stability Montezuma County is also experiencing a severe shortage of affordable and workforce housing that is increasingly impacting long-term economic development, business recruitment, employee retention, and community sustainability throughout the region. The lack of attainable housing options for working families, healthcare employees, teachers, hospitality workers, agricultural laborers, first responders, tribal members, and young professionals has created growing pressure on local employers and public services. Rising housing costs, limited rental inventory, aging housing stock, and insufficient workforce housing development have made it difficult for businesses to recruit and retain the necessary employees to sustain economic growth. The affordable housing shortage directly affects nearly every major economic sector in Montezuma County. Housing instability also limits opportunities for business expansion, entrepreneurship, population retention, and long-term workforce development. Many employees are forced to commute long distances, leave the region entirely, or decline employment opportunities due to the lack of affordable housing availability. As Montezuma County works to diversify its economy and reposition itself as a year-round destination, addressing workforce housing must become a core component of the County’s Comprehensive Economic Development Strategy. Sustainable economic growth cannot occur without adequate housing infrastructure to support residents, workers, families, and future business investment.

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APPENDIX D

MESA VERDE COUNTRY CEDS

Potential strategies within the CEDS may include: • • • • •

Workforce housing development incentives Public-private housing partnerships Adaptive reuse of underutilized properties Mixed-use redevelopment projects Infrastructure expansion supporting new housing developments • Rural housing grant opportunities

• Employer-assisted housing initiatives • Tribal and regional housing collaboration • Redevelopment of blighted properties into housing opportunities • Housing strategies tied to workforce recruitment and retention

Addressing affordable housing challenges will be essential to strengthening economic resiliency, stabilizing the workforce, attracting new businesses, supporting young families, and ensuring longterm sustainability throughout Montezuma County and the Four Corners region. Regional & Tribal Collaboration Strong partnerships will be essential to achieving long-term economic resiliency and regional sustainability. Mesa Verde Country will serve as a coordinating ambassador for stakeholder engagement, regional branding, tourism integration, economic outreach, and collaborative planning efforts throughout the CEDS development process. Mesa Verde Country believes that Montezuma County’s future depends on its ability to honor its heritage while embracing innovation, sustainability, and economic transformation. Through collaborative planning, strategic investment, and regional partnerships, the County can build a resilient economy that supports future generations while preserving the cultural, environmental, agricultural, and historical identity that defines the Four Corners region.

SWOT Analysis — Montezuma County STRENGTHS Strategic Location & Tourism Assets • Home to Mesa Verde National Park, a UNESCO World Heritage Site and internationally recognized tourism destination. • Located in the Four Corners region with access to Colorado, Utah, Arizona, and New Mexico markets. • Strong cultural, archaeological, heritage, and outdoor recreation tourism appeal. • Scenic landscapes, public lands, and year-round recreation opportunities. Rich Cultural & Tribal Heritage • Strong partnerships and economic influence from the Ute Mountain Ute Tribe. • Diverse cultural identity rooted in Native American, Hispanic, ranching, and agricultural traditions. • Strong artisan, heritage, and cultural tourism potential.

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Agriculture & Natural Resources • • • •

Established agricultural and ranching economy. Strong local food systems and agritourism opportunities. Renewable energy and water infrastructure opportunities. Large amounts of undeveloped land suitable for strategic development.

Small-Town Quality of Life • • • •

Lower cost of living compared to many Colorado communities. Rural lifestyle attractive to retirees, remote workers, and entrepreneurs. Strong sense of community and local identity. Growing interest in outdoor lifestyle migration.

Economic Development Potential • • • •

Eligibility for federal rural development and EDA funding opportunities. Opportunities for brownfield redevelopment and gateway revitalization. Potential to expand year-round tourism and “snowbird and sunbird” economy. Growing interest in remote work and rural relocation.

WEAKNESSES Heavy Dependence on Seasonal Tourism • Economies are highly dependent on summer tourism and limited fall hunting activity. • Seasonal fluctuations negatively impact local businesses and employment stability. • Limited winter tourism economy due to declining snowfall and climate shifts. Affordable Housing Shortage • • • •

Significant lack of affordable and workforce housing. Rising housing costs negatively impacting workforce recruitment and retention. Limited rental inventory and aging housing stock. Housing shortages affect healthcare, tourism, education, agriculture, and public services.

Workforce Challenges • • • • • • • • •

Aging workforce and youth outmigration. Difficulty attracting skilled labor and professional talent. Limited higher-wage employment opportunities. Workforce shortages across multiple industries. Infrastructure limitations. Broadband gaps in rural areas. Aging water, wastewater, and transportation infrastructure. Limited public transportation. Insufficient industrial and commercial development infrastructure.

Blighted & Underutilized Properties • Abandoned commercial properties, gas stations, and junk yards along gateway corridors. • Brownfield and environmental liability concerns discouraging private investment. • Deteriorating commercial corridors impact tourism perception and community image. REGION 9 ECONOMIC DEVELOPMENT DISTRICT OF SW COLORADO

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APPENDIX D OPPORTUNITIES

Year-Round Tourism Development • Reposition Montezuma County as a “snowbird and sunbird” destination. • Expand wellness tourism, cultural tourism, agritourism, and remote work tourism. • Develop winter festivals, RV tourism, artisan markets, and outdoor recreation infrastructure. • Increase shoulder-season tourism activity. Brownfield Redevelopment & Revitalization • • • • • •

Redevelopment of abandoned and blighted commercial properties. Gateway beautification and mixed-use redevelopment. Adaptive reuse of distressed sites for housing, retail, tourism, and entrepreneurship. Remote work and entrepreneurial growth. Increasing national migration toward rural communities. Potential to attract remote workers and retirees seeking affordable living and quality of life. • Expansion of coworking, broadband, and innovation hubs. Renewable Energy & Sustainability • • • •

Solar and renewable energy opportunities. Climate adaptation infrastructure projects. Agricultural resiliency and water conservation initiatives. Sustainable tourism and eco-tourism development.

THREATS Climate Change & Drought • Severe drought negatively impacts agriculture, ranching, water supply, and wildfire risk. • Declining snowfall reduces winter recreation opportunities. • Changing weather patterns disrupt tourism cycles and outdoor economies. Declining Rural Tourism Trends • National declines in discretionary travel and rural tourism. • Increased competition from other tourism destinations. • Overdependence on a limited tourism season. Housing Crisis • Continued lack of workforce housing may discourage new employers and residents. • Potential displacement of local workforce due to rising housing costs. • Increased commuting and workforce instability. Population & Workforce Decline • Aging population and outmigration of younger residents. • Difficulty sustaining schools, healthcare systems, and workforce pipelines. • Potential long-term decline in economic productivity.

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Infrastructure & Funding Gaps • Rising infrastructure replacement costs. • Limited local tax base to support major capital improvements. • Difficulty competing for infrastructure investment without coordinated planning.

Conclusion Mesa Verde Country, located within Montezuma County, possesses extraordinary cultural, natural, agricultural, and tourism assets that position it for long-term economic resiliency and sustainable growth. However, the critical challenges, including housing shortages, workforce decline, climate impacts, infrastructure limitations, and dependence on seasonal tourism, must be addressed. A coordinated Comprehensive Economic Development Strategy (CEDS) focused on diversification, infrastructure investment, brownfield redevelopment, housing expansion, climate adaptation, and year-round economic activity will be essential to ensuring long-term prosperity and resiliency throughout the region.

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APPENDIX E

E VA LUAT I O N TO O L S A N D R E S O U R C E S

Region 9 Snapshot Report — This report presents the data and progress of five counties in southwest Colorado. Measurements include such data as population growth or decline, employment and income, labor force statistics, retail sales, total personal income, and per capita income for each county in the region. This report is updated every other year, with the last update in 2024. www.region9edd.org/uploads/Economic_Snapshot_2024%20-%20Copy%201.pdf Data Dashboard — The Region 9 website hosts a dashboard that provides updated information on regional logistics and accessibility, industry advantages, the current business climate, workforce data, and a demographic map. www.region9edd.org/dashboards Colorado Economic Outlook — This annual publication by the Leeds School of Business (University of Colorado Boulder) serves as a forecasting tool for decision makers. It provides international, national, statewide, and regional context in which to analyze changes that have occurred in all economic sectors and looks at the opportunities and challenges that shape the overall economy. Region 9 contributes to this publication each year to furnish details regarding southwest Colorado. cber.co Regional Transportation Plans — The Colorado Department of Transportation (CDOT) has just completed the 2050 Transportation Plan, which is informed by the Southwest Regional Transportation Planning Region and Regional Transit Coordinating Council. Both entities, administered by Region 9, have approved plans and identified priority transportation and transit projects. The completion of the listed priorities will be used to track regional progress in transportation. www.codot.gov/programs/yourtransportationpriorities/2050regionalplans Enterprise Zone Annual Report — Region 9 administers the Southwest Enterprise Zone program. Accordingly, targets are established for the number of jobs created and dollars invested through the EZ program. Region 9 will continue to set and measure these targets with communities. The information provides a concrete tool for measuring the success of goals related to job creation and business expansion. This report is done annually and is filed with the Colorado Office of Economic Development and International Trade. www.region9edd.org/enterprise-zone. Colorado CHIPS Community Support Program Market Study (2026) — Results of the CHIPS Market Study will be available on Region 9’s website (www.region9edd.org). The study will look at opportunities around advanced manufacturing, which includes sectors like outdoor recreation, aerospace, and clean energy, with an emphasis on leveraging the region’s lifestyle advantages. Timber/Biomass Business Development Zone Report (2025) — Southwest Colorado’s potential for timber/biomass projects through the Biofuel Development Opportunity (BDO) Zone is included in this report. 88 Risk Indicators from the US Standards for Biomass Supply Chain Risk (BSCR) are evaluated for a BDO Zone rating. The BDO Zone rating is based on an aggregation of the scores assigned to each BDO Zone Risk Indicator (RI) assessed in this report. region9edd.org/pdfs/swco_wood_biomass.pdf.

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APPENDIX E

Montezuma County Outdoor Recreation Use and Economic Impact Study (2025) — The Montezuma County Outdoor Recreation Use and Economic Impact Study describes the quantity and type of outdoor recreation and heritage site visitation in Montezuma County and estimates visitor spending and other economic impacts. montezumacounty.gov/outdoor-recreation-plan Region 9 Livable Wage Report (2024) — Since 1999, Region 9 has provided a report on livable wages. A livable wage addresses the essential financial needs for basic living tools such as shelter, healthcare, childcare, and nutrition. This is the required amount needed to be economically self-sufficient. The wage amount varies in each community and is provided in this report. www.region9edd.org/uploads/Final_Report_Livable_Wages_Upd_.pdf High Alpine Recreation Study (2024) — This report was initiated by the Central San Juan High Alpine Resiliency and Recovery Roadmap stakeholder group to improve the outdoor recreation economy while preserving the natural resources and beauty in the high alpine areas of Dolores, San Juan, Hinsdale, Gunnison, Ouray, and San Miguel counties. This study provides a geospatial analysis of recreation use, an assessment of environmental sensitivity to recreation pressure, and an aggregation of recreation infrastructure data across the six-county area. This information is used to visualize where recreation pressures are high and may threaten surrounding natural resources and where infrastructure may need to be inventoried or reassessed to suit the needs of recreation use. www.region9edd.org/uploads/High_Alpine_Recreation_Study_2.pdf La Plata Early Childcare Strategic Investment Plan (2024) — This report is the result of over 300 La Plata County community members—including 80% of the licensed childcare providers, 40 major employers, and more than 150 families across Durango, Bayfield, and Ignacio—that examins every facet of the childcare crisis through multiple lenses. The Childcare Plan outlines immediate solutions to stabilize the workforce and improve business competitiveness while laying the groundwork for long-term economic vitality. yeslpc.com/alliance-programs/childcare-strategy Climate Action Plan for Tourism in La Plata County (2024) — This report was produced to assist Visit Durango in minimizing environmental impacts while maximizing socio-economic benefits. The focus is on actionable steps that Visit Durango can directly influence within operations and among tourism-related businesses and community. The plan aligns with the city of Durango’s Sustainability Plan and Destination Management Master plan. livelaplata.org/en/projects/cap/6 Montezuma Regional Community Roadmap Plan (2022) — Montezuma was one of 16 Regional Community Teams in rural Colorado with the opportunity to work together through a two-year planning and implementation process to support diversifying and strengthening their economies while also building regional resiliency. The recommendations prioritize regionally aligned objectives, actionable strategies, and implementation for a range of different issues related to economy and workforce development, climate and natural resources, essential infrastructure, food and agriculture, housing, and building community capacity. www.region9edd.org/uploads/Final_Montezuma_Roadmaps_Plan_02.2023.pdf

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CEDS PRODUCTION TEAM

Beverly Santicola 281.224.1443 bevsanticola@outlook.com santicola.com Phone: (925) 275-9700 Fax: (925) 275-9702 9 Ridgeview Court San Ramon CA 94582 LeeAnn Nelson nelsondesign@mindspring.com

925.640.3223

nelsondesign2@comcast.net issuu.com/leeannn/stacks