HomeMy WebLinkAbout07. CEDS-10.2021_FINAL-APPROVED-Amended-10.23.21-1Northwest Colorado Council of Governments Economic Development DistrictComprehensive Economic Development Strategy
October 1, 2021 –September 30, 2026
Eagle, Grand, Jackson, Pitkin, Summit counties in the State of Colorado
Acknowledgements
NWCCOG Council Members:
Jeanne McQueeney, Commissioner, Eagle County
Kris Mancuso, Commissioner, Grand County
Betsy Blecha, Commissioner, Jackson County
Patti Clapper, Commissioner, Pitkin County
Josh Blanchard, Commissioner, Summit County
Ward Hauenstein, Councilmember, City of Aspen
Tamara Nottingham Underwood, Councilmember, Town of Avon
William Infante, Councilmember, Town of Basalt
Michelle Eddy, Town Manager, Town of Blue River
Brian Waldes, Finance Director, Town of Breckenridge
Carolyn Skowyra, Mayor, Town of Dillon
Matt Solomon, Councilmember, Town of Eagle
Andy Miller, Councilmember, Town of Fraser
Andrew Aerenson, Councilmember, Town of Frisco
Jenn Ooton, Asst. City Manager, City of Glenwood Springs
Joshua Hardy, Councilmember, Town of Granby
Jonah Landy, Councilmember, Town of Grand Lake
Jeremy Rietmann, Town Manager, Town of Gypsum
Robert McVay, Mayor, Town of Hot Sulphur Springs
Dan Stoltman, Town Manager, Town of Kremmling
George Brodin, Councilmember, Town of Minturn
Leslie Davis, Trustee, Town of Montezuma
Bob Hill, Trustee, Town of Red Cliff
Ryan Hyland, Town Manager, Town of Silverthorne
Tom Fridstein, Councilmember, Town of Snowmass Village
Sonja Macys, Councilmember, City of Steamboat Springs
Scott Robson, Town Manager, Town of Vail
James Dustin, Trustee, Town of Walden
Keith Riesberg, Town Manager, Town of Winter Park
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
NWCCOG Economic Development District Board of Directors/
CEDS Strategy Committee
Jeanne McQuenney, Commissioner, Eagle County*
Kristen Manguso, Commissioner, Grand County*
Coby Corkel, Commissioner, Jackson County*
Patti Clapper, Commissioner, Pitkin County*
Josh Blanchard, Commissioner, Summit County*
Skippy Mesirow, Councilmember, City of Aspen*
Carolyn Skowyra, Mayor, Town of Dillon*
Andy Miller, Trustee, Town of Fraser*
Jenn Ooton, Asst. City Manager, City of Glenwood Springs*
John Crone, Town Manager, Town of Grand Lake*
Jeremy Rietmann, Town Manager, Town of Gypsum
Alyssa Shenk, Councilmember, Town of Snowmass Village*
Heather Sloop, Councilmember, City of Steamboat Springs*
Mia Vlaar, Economic Development Manager, Town of Vail
Sarah Wyatt, Town Clerk, Town of Walden
Chris Romer, President and CEO, Vail Valley Partnership
DiAnn Butler, Economic Development Director, Grand County
Whitney Milek, President, North Park Chamber of Commerce
Melanie Leaverton, Secretary, North Park Chamber of Commerce
Kathryn Dziedzic, Senior Manager, Aspen Chamber Resort Association
Kris Mattera, Executive Director, Basalt Chamber of Commerce
John Bristol, Economic Development Director, Steamboat Springs Chamber of Commerce
Corry Mihm, Project Manager, Summit Prosperity Initiative
Jessica Valand , Regional Director, NW/Rural Resort Regions, CO Dept. of Labor & Employment
Mark Hoblitzell, Business Services Coordinator (Eagle, Summit), CO Dept. of Labor & Employment
Christina Oxley, Business Services Coordinator (Grand, Jackson) CO Dept. of Labor & Employment
Carolyn Tucker, Business Services Coordinator (Pitkin), CO Dept. of Labor & Employment
Shane Larson, VP Student Affairs, Colorado Mountain College
Erin McKuskey, Director, Northwest CO Small Business Development Center
This report prepared by: Rachel Tuyn, Director, NWCCOG Economic Development District
This report is a culmination of the work of NWCCOG’s dedicated stakeholders including:
*NWCCOG Councilmember
Table of Contents Summary Background
The NWCCOG Economic Development District | 1
The CEDS Planning Process | 2
The NWCCOG Region | 4
The Region: Past, Present, and Future | 5
Demographic Overview | 6
Economic Conditions in the Region | 8
Community Profiles | 9
Key Industries | 24
SWOT Analysis
SWOT Summary | 31
Strengths | 33
Weaknesses | 34
Opportunities |35
Threats | 36
Strategic Direction/Action Plan
Goals & Objectives | 39
Workforce | 40
Economy | 43
Community | 46
Resiliency |49
Resilience
Region’s Key Vulnerabilities | 52
Resilience, Recovery and the COVID Pandemic | 53
Colorado Resiliency Framework| 56
Resiliency Goals in the CEDS | 57
Evaluation Framework
Things to Measure| 58
Appendices
Appendix A: Board Approval| 61
Appendix B: Proof of 30-Day Comment Period| 62
Appendix C: Local Planning Documents| 63
Appendix D: Stakeholder Engagement & Resources| 64
Appendix E: Data Sources| 65NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
The NWCCOG Economic Development District
What is Economic Development?
“Economic development creates the conditions for economic growth and an Improved quality of life by expanding the capacity of individuals,
businesses, towns/counties, and communities to maximize the use of their talents and skills to support innovation, lower transaction costs, and
responsibly produce and trade valuable goods and services. Economic Development requires effective, collaborative partners focused on advancing
mutual gain for the public and the private sector. Economic Development is essential to ensuring our economic future.” U. S. Economic Development
Administration
EDA Mission
EDA's mission is to lead the Federal economic development agenda by promoting innovation and competitiveness, preparing American regions for
growth and success in the worldwide economy. EDA will fulfill its mission by fostering entrepreneurship, innovation and productivity through
Investments in infrastructure development, capacity building and business development in order to attract private capital investments and new and
better jobs to Regions.
The NWCCOG Economic Development District
Northwest Colorado Council of Governments became an Economic Development District under the auspices of the U.S. Economic Development
Administration (EDA) in 2012. NWCCOG EDD is one of six in the State of Colorado, and one of 384 in the United States. The NWCCOG EDD receives
funding every year from the EDA’s Planning Partnership Program. The Comprehensive Economic Development Strategy (CEDS) is the cornerstone of
this program. The NWCCOG EDD is responsible for facilitating the development, implementation, and revision of our region’s CEDS.
NWCCOG’s first ever CEDS covered the period 2012-2016. A region’s CEDS must be updated every 5 years. This plan supports economic development
plans in the region and exists to promote long-term economic success of the region. One of the goals of the CEDS is to leverage funds in order to
implement local plans, build on and improve the region’s key sectors, encourage entrepreneurship and innovation, increase economic development
capacity, and maintain and improve our high quality of life. The NWCCOG EDD is governed by a Board of Directors.
NWCCOG Economic Development District exists to connect our communities with resources, build partnerships, and foster regional collaboration to
enhance the economic prosperity of our region.
About NWCCOG
Northwest Colorado Council of Governments (NWCCOG) is a voluntary association of county and municipal governments that believes in the benefits
of working together on a regional basis. NWCCOG serves 30 member jurisdictions in a 5-county region of northwest Colorado. Many of our programs
and services extend beyond the base region of our membership. Click on the button below to explore maps of each service area,or instead, explore
each program by looking through the What We Do Menu above. The Who We Are menu above has more information about our People, including the
Council, Admin Staff. It also is a place to access our plethora of recent communications. Each program page has a Client Profile or Success Story to help
‘put a face’ on what we do.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 1
The CEDS Planning Process
What is a CEDS?
The Comprehensive Economic Development Strategy (CEDS) is a locally-based, regionally-driven economic development planning process and document that
creates the space for our region to identify its strengths and weaknesses and brings together a diverse set of partners to generate good jobs, diversify the economy,
and spur economic growth. This CEDS planning process has engaged a range of partners, including town and county governments,community leaders, residents,
chambers of commerce, the private sector, educational institutions, federal and state partners, and other stakeholders in planning for our region’s future. Our CEDS
planning process identifies locally-grown strategies that will guide regional economic development, encourage partnerships and collaboration, and improve
economic outcomes and overall quality of life in the NWCCOG Region. This CEDS is written to allow the NWCCOG Region to maximize its economic development
potential, as well as engage with the U.S. Economic Development Administration (EDA) and other federal partners to receive infrastructure and technical assistance
grants, such as EDA’s Public Works and Economic Adjustment Assistance programs. The CEDS is a pre-requisite for federal designation as an EDD and must be
updated at least every five years. Economic development planning –as implemented through the CEDS –is not only a cornerstone of the U.S. Economic
Development Administration’s (EDA) programs, but successfully serves as a means to engage community leaders, leverage the involvement of the private sector, and
establish a strategic blueprint for regional collaboration.
The CEDS Planning Process for this 5-Year Update
The NWCCOG Region completed its first-ever Comprehensive Economic Development Plan (CEDS) (2012-2016) in December 2011. Per EDA requirements, a region’s
CEDS must be updated every 5 years. NWCCOG’s second CEDS covered the period 2017-2021, and this update covers the period 10/1/2021 –9/30/2021. The CEDS
planning process invited participation and input from a broad range of regional stakeholders (local governments, the business community, education providers,
workforce groups, non-profits, and other community groups). Normally we would have held several in-person community input meetings throughout the region,
however due to the COVID-19 pandemic prohibiting in-person gatherings for all of most of 2020 and the first half of 2021, we piggy backed on several stakeholder
engagement virtual sessions held throughout the region. In fact, there was an abundance of these sessions while our region grappled with the economic challenges
caused by the pandemic. Local planning is the cornerstone of the regional CEDS, so we analyzed existing local, state, and regional plans that are already in place.
NWCCOG engaged on a regular basis with the CEDS Strategy Committee both at regularly scheduled EDD board meetings, as well as additional meetings where we
focused on specific elements of the CEDS.
CEDS Planning Process –for 2021-2026 CEDS
CEDS Strategy Committee Engagement:
•Memo to CEDS Strategy Committee (11/23/2020)
•Memo to CEDS Strategy Committee (1/15/2021)
•Email to CEDS Strategy Committee (2/10/2021)
•Memo to CEDS Strategy Committee (3/15/21)
•SWOT Analysis (CEDS Strategy Committee Review 3/25)
•Memo to CEDS Strategy Committee (5/17/21)
•Strategic Direction/Action Plan (CEDS Strategy Committee Review 5/26)
•Follow up meeting to discuss Regional Action Plan (6/24/21)
•Review of draft CEDS to date (7/8/21 EDD board meeting)
•30 Day public comment period (July 26 –August 26)
•Present final CEDS/Approval (Aug. 26 EDD Board Meeting)
•Submit to EDA (Sept. 1)
•New CEDS in effect: Oct. 1, 2021 –Sept. 30, 2026
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 2
Summary Background
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 3
The NWCCOG Region Northwest Colorado Council of Governments (NWCCOG) region is located in the northwest portion Colorado just
west of the Front Range, and includes the counties of Eagle, Grand, Jackson, Pitkin and Summit. It is in the heart of the Rocky
Mountains and is characterized by its mountainous terrain and very high overall altitude. The region has a population of
120,637 living in 6,779 square miles, for an overall population density of 17.8 persons.
Most of the area is located among the high peaks of the Colorado Rockies. The region is bordered in the East by the
Continental Divide, in the north by the State of Wyoming bordering Jackson County, to the west by Garfield County bordering
Eagle and Pitkin Counties, and to the South by the Elk Mountain Range bordering Pitkin County. It is considered the "high
country", as elevations range from a high point of 14,270 (Grays Peak in Summit County) to a low of 6,312 in the Town of
Gypsum in Eagle County. The average elevation in the region is 8,124 feet above sea level.
Eagle County covers 1,701 square miles and makes up 25% of the region. There are several communities in the County,
including the towns of Vail, Minturn, Red Cliff, Avon, Eagle, Gypsum, and Basalt. The largest population center is
unincorporated Edwards. The smallest centers, also unincorporated, are Burns, McCoy and Bond, which serve ranches in the
northern part of the county, and Wolcott on the I-70 corridor. On the Roaring Fork River, unincorporated El Jebel lies near the
Town of Basalt between the towns of Glenwood Springs in Garfield County and Aspen in Pitkin County. Eagle County is home
to Vail and Beaver Creek Ski Areas.
Grand County covers 1,869 square miles and makes up 28% of the region. It is known as Middle Park. Six incorporated Towns
are located in Grand County: Fraser, Granby, Grand Lake, Hot Sulphur Springs, Kremmling, and Winter Park. Unincorporated
communities include Parshall, Radium and Tabernash.
Jackson County covers 1,628 square miles and makes up 24% of the region. It is known as North Park. It is made up of the
incorporated Town of Walden, and the unincorporated communities of Cowdrey, Coalmont and Rand.
Pitkin County covers 975 square miles and is located in the heart of the White River National Forest, surrounded by the
spectacular peaks of the Elk Range in the northern Rocky Mountains. Pitkin County includes the communities of Aspen,
Snowmass Village, Old Snowmass, Woody Creek, portions of the town of Basalt, Meredith, Thomasville, the outskirts of
Carbondale and Redstone.
Summit County covers 619 square miles and makes up 9% of the region. The county is centrally located in Colorado, being
only an hour’s drive from the Denver metropolitan area. Interstate 70, the state’s main east west transportation corridor,
bisects the County, and enhances its proximity to Denver/Front Range communities. Included within the county are six
incorporated municipalities: Blue River, Breckenridge, Dillon, Frisco, Montezuma, and Silverthorne. Summit County has four
major ski resorts (Arapahoe Basin, Breckenridge, Copper Mountain, and Keystone), significant National Forest and Bureau of
Land Management lands, and two Congressionally-designated Wilderness Areas (Eagles Nest and Ptarmigan Peak).
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 4
The NWCCOG Region: Past, Present, Future
The Region's history has included several waves of settlement and activity.
The first wave, prior to early to mid 1800's, was the use of the Region by Ute
and Arapahoe Indians for hunting grounds. The discovery of valuable
materials such as gold and silver in the area in the mid-1800's brought
fortune hunters and settlers from the east in droves. The first town to
discover gold was Breckenridge in 1859, and thus the Town of Breckenridge
was the first permanent town in Region 12 as well as on Colorado's western
slope.
While mining was the prominent economic activity in the late 1800's early
1900's, ranching was established in the valley areas of the Region. Because
of the high elevations throughout the Region, ranching was limited to
primarily cattle and hay.
As mining claims dried up in the early to mid-1900, the seeds of developing
ski areas were planted in the minds of 10th Mountain Division soldiers
training at Camp Hale near Red Cliff, Colorado. These 10th Mountain Division
soldiers training in the High County of Region 12 returned to the area after
World War II and became the pioneers of the ski industry which continues to
be the mainstay of this region's economy.
The Ski Industry was officially born in 1940 with the opening of Winter Park
Resort in Grand County. Soon to follow were Arapahoe Basin (1946), Aspen
Mountain (1946), Aspen Highlands (1957), Breckenridge Ski Resort(1961),
Vail (1962), Snowmass (1967), Keystone Resort (1970), Copper Mountain
(1972), and Beaver Creek (1980). These resorts provided a new industry to
replace mining in the four resort counties of Eagle, Grand, Pitkin and Summit
while ranching and agriculture remained the mainstay of the economy in
Jackson County.
The ski industry led to a thriving tourism economy and today's economy is
based primarily on the Region's recreational amenities. This has also lead to
another mainstay of the economy -the construction and servicing of
second/vacation homes.
Region 12’s economy has transformed over time from a combination of mining and
agriculture in its early history (1800’s) to a combination of destination tourism,
construction and second homes today. While tourism will continue to be a primary
economic driver, some speculate that the next shift in the economy will be towards
the knowledge and creative economy with many jobs and activities related to
technology, research, design, and entrepreneurialism.
The quality of life, the mix of local businesses, a skilled work force, a beautiful
natural setting, and the international name recognition provided by world-class ski
resorts are invaluable underpinnings unique to the region’s economy. The region’s
counties and towns should agree to support the expansion and growth of existing
enterprises, all the while remaining vigilant to the fact that new economic drivers
could be on the horizon. A stable, well-educated workforce is critical to a
knowledge/information economy, and the region should promote the creation of
advanced learning and skill development programs and institutions. Safe
neighborhoods and affordable, high-quality childcare, transportation, and housing
are all considered necessary infrastructure to positive economic development and
should therefore be available in all communities. Finally, the environment is an
extremely vital part of the region’s economy, and as such all economic development
should be done in a manner that protects the integrity of the region’s natural
resources and scenic beauty.
What does the future hold for the NWCCOG Region? The Covid-19 global pandemic
which began in March 2020 brought a significant economic shock to the region. The
region’s tourism sector suffered significant economic losses due to the shutdown of
businesses. Travel was abruptly shut down, significantly impacting our destination
resort communities. While travel was impacted, the lure of our region’s high
amenity mountain communities was strong, attracting significant in-migration from
families who could both work remote and have children attend school remote,
thereby creating a surge in population. Our mountain communities are becoming
“zoom towns”, projecting to increase year-round population. The travel industry
has bounced back strongly, but this significant increase on utilization of the region’s
outdoor recreational amenities comes strain and overuse. Thus, the region’s
communities are looking for strategies to balance tourism with quality of life for
both visitors and year-round residents.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 5
Demographic Overview
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Regional Demographic trends compare to state and U.S.
5-Year Population Trend: County, Region, State, Nation
2015 Population 2020 Population # Change % Change
NWCCOG Region 117,914 120,637 2,723 2.3%
Colorado 5,453,996 5,763,976 309,980 5.7%
U.S.320,635,163 330,591,441 9,956,278 3.1%
2015 Population 2020 Population # Change % Change
Eagle County 55,837 54,929 (908) -1.6%
Grand County 14,726 15,794 1,068 7.3%
Jackson County 1,352 1,389 37 2.7%
Pitkin County 17,948 17,894 (54) -0.3%
Summit County 30,051 30,631 580 1.9%
Population Forecasts
2020 Population 2030 Forecast # Change % Change
Eagle County 54,929 61,862 6,933 12.6%
Grand County 15,794 17,675 1,881 11.9%
Jackson County 1,389 1,272 (117) -8.4%
Pitkin County 17,894 17,909 15 0.1%
Summit County 30,631 34,416 3,785 12.4%
Colorado 5,763,976 6,544,594 780,618 13.5%
| 6
The Regional Economy
Q1 2021
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Year over Year Changes:
Q1 2021 vs. Q1 2020
•Jobs: -7,236
•Establishments: +336
•Labor Force: -3,483
•UE Rate: -3.4%
Annual Wage:
•Eagle: -0.3%
•Grand: +4.7%
•Jackson: +4.7%
•Pitkin: +4.1%
•Summit: +6.8%
•Jobs: 81,637
•Establishments: 9,252
•Labor Force: 75,168
•UE Rate: 4.6%
Annual Wage:
•Eagle: $49,764
•Grand: $39,324
•Jackson: $38,064
•Pitkin: $56,212
•Summit: $44,356
| 7
Economic Conditions in the Region
The NWCCOG region’s resilience has been tested immensely over the last 18 months. Our region has experienced a global pandemic,devastating
wildfires, and the effects of these economic shocks and natural disasters on our tourism-based economy. In March 2020, the COVID-19 pandemic
forced the region’s economy to abruptly shut down in the face of containing the spread of the virus. This resulted in ski areas to shut down during
one of the busiest times of year; lodging to shut down; restaurants, small businesses, and retail establishments to shut their doors; schools shut
down and caregivers were tasked with facilitating on-line school for children; and events that had been planned to be cancelled.
The immediate result was loss of revenue for our local businesses, and the loss of jobs for our workforce. There was a level of fear and uncertainty
which blanketed the region, creating mental health challenges for our community. Local business owners struggled to pivot to new ways of doing
business, and the workforce struggled to make ends meet while not getting a paycheck. Thanks to quick, aggressive action by the federal, state, and
local governments, financial support was provided in the way of PPP loans, Energize Colorado Gap Fund grants, and enhanced pandemic
unemployment benefits to keep businesses and the workforce afloat.
After the “storm” began to clear, and vaccines were widely available, and the economy began to reopen, the aftereffects of the pandemic began to
be revealed. The region experienced a flood of in-migration as remote work and school emerged as the norm. Many of these newcomers were
coming from urban areas, and brought with them relatively higher salaries and wealth, allowing these newcomers to wildly outbid locals for housing,
thereby driving up the cost. Our region’s communities became “Zoom Towns”, luring remote workers with high quality of life. Businesses, while
being allowed to open, were forced to do so with reduced capacity. A large portion of the workforce left the region due to being unable to find
affordable housing. This created a sever workforce shortage. One member of the NWCCOG EDD board described it as “displacement of people,
culture, and character”.
Now, our region is focused on our economic recovery, and building our capacity and resiliency as we move into the future. We have a great
opportunity in front of us, as we learn from the challenges over the last 18 months and implement the regional action plan set forth in this
Comprehensive Economic Development Strategy. Our priority must be investment in our people, our human capital, our workforce. This CEDS
emphasizes the challenges our workforce faces, and the opportunity our regional leaders have to overcome and meet these challenges. Local
businesses need local employees; there are important advantages to businesses that are owned by and largely employ local residents. More dollars
spent at those businesses stay in the local community. They provide jobs and opportunities and, importantly, amenities for local residents. And, of
course, local businesses add to the character of their communities, creating the types of places where a globally mobile (location neutral) workforce
and, therefore, high-wage businesses want to locate.
As stated by Chris Romer, President and CEO of the Vail Valley Partnership and member of the NWCCOG EDD board of directors, “Our economic
development approach must continue to prioritize the startup and growth of locally owned businesses. The core of this effort is removing barriers to
their success by developing an ecosystem to ensure that entrepreneurs have access to the training, funding, and staffing they need. In order to grow
and retain business, we need to remain focused on housing and other cost of living challenges. A focus on people development and removing
barriers to retention is the roadmap forward to building back better. “
| 8NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
EAGLE COUNTY, COLORADO
Eagle County, Colorado offers ten unique community experiences
to suit all sorts of people, businesses and lifestyles. The county is home
to two world-class ski resorts, a hospital, a community college,
accessible and abundant arts and cultural opportunities, a regional
airport and jet center, countless recreational opportunities, a vibrant
tourism economy and much more. Eagle County is a wonderful place
to call home whether that’s year-round, seasonally or as a second
home. Its unique mix of urban amenities and small town charm,
coupled with a sizable and globally-sourced tourism base, make Eagle
County an ideal spot for entrepreneurs and small business owners
looking to craft the business and lifestyle of their dreams.
54,929 Population (2020)
5.6%Poulation Change since 2010
75,402 Population Forecast (2050)
+37%Forecasted Population Change: 2020 to 2050
$89,268 Median Household Income
7.9%Poverty Rate
88.3%High School Diploma or more (25+)
47.2%Bachelor's Degree or more (25+)
18,171 Total Number of Households
32,461 Total Number of Housing Units
36.0%% Housing Units Vacant for Seas/Rec Use
3.0 Average Household Size
37.0 Median Age
29.6%% Hispanic
30,525 Total Employment (Q4 2020)
-2,725 Employment Change( since Q4 2019)
3,710 Total Establishments (Q4 2020)
+122 Change in Establishments since Q4 2019
59,852$ Average Annual Wage
13.4%Change in Average Annual Wage (since Q4 2019)
31,151 Total Labor Force (April 2021)
-1,569 Change in Labor Force year over year
6.7%Unemployment Rate (April 2021)
-16.5 Change in UE Rate year over year
Eagle County
Community Assets
•Home to Vail and Beaver Creek Ski Ares,
two internationally known resorts
•White River National Forest and Gore
Range Mountains surround the Vail
Valley, offering abundant year-round
outdoor recreation activities
•Eagle County Regional Airport
•ECO Transit System
•Eagle County School District: 11
Elementary Schools; 7 Middle Schools; 5
High Schools
•Colorado Mountain College Campus in
Edwards, CO
•Vail Health Hospital; Steadman Clinic
•County Seat: Eagle, CO
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
| 9
EAGLE COUNTY, COLORADO
The Eagle County economy is dominated by the tourism and outdoor
recreation sector, accounting for 45% of all jobs. The largest
occupation is food preparation and serving related, which tends to be
a lower paying job. The number one growing occupation, however, is
healthcare practitioners and technical, which tends to be higher paying
jobs, and is indicative of the county’s growing healthcare sector.
Industry Mix
Total Jobs: 30,525
Average Annual Wage: $59,852
Tourism &
Outdoor
Recreation
45%
Construction
11%
Healthcare
9%
Public
Administration
5%
All Others
15%
Prof, Tech,
Scien, Info
6%
Mft
1%
Admin &
Waste Svcs
8%
Largest Occupations
Growing Occupations
Industry Annual Wage
Total, All Industries 59,852$
Accommodation and Food Services 38,740$
Arts, Entertainment, and Recreation 33,488$
Retail Trade 44,564$
Real Estate and Rental and Leasing 78,104$
Construction 74,256$
Health Care and Social Assistance 92,872$
Professional and Technical Services 104,988$
Information 63,388$
Public Administration 70,200$
Manufacturing 60,320$
Agriculture, Forestry, Fishing & Hunting 54,704$
Administrative and Waste Services 45,240$
Educational Services 52,988$
Finance and Insurance 103,844$
Management of Companies and Enterprises 194,324$
Mining 74,620$
Other Services, Ex. Public Admin 50,700$
Utilities 86,892$
Transportation and Warehousing 54,756$
Wholesale Trade 82,784$
Annual Average Wage by Industry
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 10
EAGLE COUNTY, COLORADO
Eagle County Population and Workforce
Eagle County has a very young population, with the largest portion
being in the 25-44 age group (32%), and a median age of 37. The
county has an above average amount of millennials, and a below
average amount of those retiring soon.
Population Mix
Total Population: 54,929
Median Age: 37
Age 0-4
5%Age 18-24
8%
Age 45-64
28%
Age 25-44
32%
Age 65+
11%
Age 5-17
16%
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 11
GRAND COUNTY, COLORADO
Grand County, Colorado offers opportunity for business growth with
surprising affordability.It is home to world-class destinations like
Winter Park Resort, Rocky Mountain National Park, and Grand Lake,
which is Colorado’s largest natural body of water. Communities in Grand
County include the incorporated towns of Kremmling, Hot Sulphur
Springs, Granby, Grand Lake, Fraser, Winter Park and the
unincorporated communities of Parshall and Tabernash.
15,794 Population (2020)
6.4%Poulation Change since 2010
23,129 Population Forecast (2050)
+46%Forecasted Population Change (2020 to 2050)
$71,029 Median Household Income
8.1%Poverty Rate
94.6%High School Diploma or more (25+)
38.0%Bachelor's Degree or more (25+)
5,884 Total Number of Households
16,780 Total Number of Housing Units
57.4%% Housing Units Vacant for Seas/Rec Use
2.5 Average Household Size
42.9 Median Age
8.8%% Hispanic
6,737 Total Employment (Q4 2020)
-720 Employment Chagne (since Q4 2019)
942 Total Establishments (Q4 2020)
+43 Change in Establishments (since Q4 2019)
$47,060 Average Annual Wage
14.8%Change in Average Annual Wage (since Q4 2019)
7,673 Total Labor Force (April 2021)
-274 Change in Labor Force year over year
6.6%Unemployment Rate (April 2021)
-15.3%Change in UE Rate year over year
Grand County Community Assets
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 12
GRAND COUNTY, COLORADO
The Grand County economy is dominated by the Tourism and Outdoor
Recreation industry, accounting for 51% of all jobs. Given this sector’s
dominance, the largest occupation in the county is food preparation
and serving related, which tends to be a lower paying occupation. The
fastest growing occupation in the county is educational instruction.
Largest Occupations
Growing Occupations
Annual Average Wage by IndustryIndustry Mix
Total Jobs: 6,737
Average Annual Wage: $47,060
Tourism &
Outdoor
Recreation
51%
Construction
12%
Healthcare
6%
Public
Administration
8%
All Others
14%
Prof, Tech,
Scien, Info
3%
Mft
2%
Admin &
Waste
Svcs
3%
Industry Annual Wage
Total, All Industries 47,060$
Accommodation and Food Services 30,888$
Arts, Entertainment, and Recreation 32,552$
Retail Trade 44,512$
Real Estate and Rental and Leasing 59,124$
Construction 56,732$
Health Care and Social Assistance 65,208$
Professional and Technical Services 80,288$
Information 50,752$
Public Administration 66,196$
Manufacturing 41,288$
Agriculture, Forestry, Fishing & Hunting 71,760$
Administrative and Waste Services 39,728$
Educational Services 40,404$
Finance and Insurance 72,852$
Management of Companies and Enterprises 73,424$
Mining 50,128$
Other Services, Ex. Public Admin 43,368$
Transportation and Warehousing 52,624$
Utilities 86,632$
Wholesale Trade 64,480$
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 13
GRAND COUNTY, COLORADO
Grand County Population and Workforce
The largest portion of Grand County’s population is in the 45-64 age
group. %). This age group tends to be wealthier with more disposable
income, thereby contributing wealth to the county’s economy. Grand
County also has a significant portion of the population in the 25-44
year old age group, which is an about average amount of millennials.
Population Mix
Total Population: 15,794
Median Age: 42.9
Age 0-4
4%Age 18-24
7%
Age 45-64
31%
Age 25-44
27%
Age 65+
17%
Age 5-17
14%
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 14
JACKSON COUNTY, COLORADO
Also known as North Park, Jackson County is remote, raw, and
tucked deep in Colorado’s rugged Rocky Mountains. Walden is the
county seat, and the only incorporated municipality in the county.
Holding true to rough and rugged times when native hunters,
trappers, prospectors, and early ranchers survived off its lands and
forged its history, Jackson County is the real West, where travelers
can embrace “what once was”, while happily escaping “what now
is”. This basin opens north into Wyoming and is rimmed on the
west by the Park Range, on the south by the Rabbit Ears Range and
the Never Summer Mountains, and on the east by the Medicine
Bow Mountains. Jackson County is home to the headwaters of the
North Platte River.
1,389 Population (2020)
-0.4%Poulation Change since 2010
1,161 Population Forecast (2050)
-16%Forecasted Population Change (2020 to 2050)
$53,577 Median Household Income
12.6%Poverty Rate
87.4%High School Diploma or more (25+)
20.0%Bachelor's Degree or more (25+)
558 Total Number of Households
1,319 Total Number of Housing Units
36.6%% Housing Units Vacant for Seas/Rec Use
2.2 Average Household Size
51.6 Median Age
17.4%% Hispanic
571 Total Employment (Q4 2020)
7 Employment Change (since Q4 2019)
94 Total Establishments (Q4 2020)
5 Change in Establishments (since Q4 2019)
$44,356 Average Annual Wage
5.4%Change in Average Annual Wage (since Q4 2019)
892 Total Labor Force (April 2021)
25 Change in Labor Force year over year
4.4%Unemployment Rate (April 2021)
-3.1 Change in UE Rate year over year
Jackson County
Community Assets
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 15
JACKSON COUNTY, COLORADO
The Jackson County economy is relatively speaking the most diverse
of the 5 counties in the NWCCOG Region. Tourism is still the most
dominate industry (26%), but is followed closely by Pubic
Administration (22%) and Agriculture (17%). The most prevalent
occupations in Jackson County are sales, management, and farming,
fishing, and forestry.
Largest Occupations
Growing Occupations
Annual Average Wage by IndustryIndustry Mix
Total Jobs: 571
Average Annual Wage: $44,356
Tourism & Outdoor
Recreation
26%
Construction
15%
Healthcare
7%
Public
Administration
22%
Ag
17%
All
Others
6%
Prof, Tech,
Scien, Info
5%
Admin &
Waste
Svcs
2%
Industry Average Wage
Total, All Industries 44,356$
Accommodation and Food Services 25,376$
Arts, Entertainment, and Recreation 29,432$
Retail Trade 33,228$
Real Estate and Rental and Leasing conf.
Construction 59,644$
Health Care and Social Assistance 44,720$
Professional and Technical Services 81,328$
Public Administration 39,468$
Manufacturing conf.
Agriculture, Forestry, Fishing & Hunting 43,368$
Administrative and Waste Services 25,428$
Educational Services conf.
Finance and Insurance conf.
Mining 114,088$
Other Services, Ex. Public Admin conf.
Transportation and Warehousing 38,688$
Utilities conf.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 16
JACKSON COUNTY, COLORADO
Population Mix
Total Population: 1,389
Median Age: 51.6
Age
0-4
3%
Age
18-24
8%
Age 45-64
30%
Age 25-44
19%
Age 65+
28%
Age 5-17
12%
Jackson County Population & Workforce
Jackson County is the “oldest” county in the region, with more
than half of the population over the age of 45, and 28% in the
65+ age group. Jackson County has the highest median age of
the 5 county region (51.6). It has a higher than average portion
of the population retiring soon, and a below average portion of
millennials.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 17
PITKIN COUNTY, COLORADO
Pitkin County, Colorado named after former Colorado governor Frederick
Pitkin, is located in west-central Colorado, spanning 973 square miles of
mountains and the Roaring Fork River valley. It is bordered
by Garfield and Eagle Counties to the North,Lake and Chaffee Counties to the
east,Gunnison County to the south, and Mesa County to the west. The county
is one of the most popular tourist destinations in the Rocky Mountains.
Aspen, the county seat, was founded during a silver boom during the 1870s
and is now a popular ski destination, as well as the cultural hub of the Western
Slope.
17,894 Population (2020)
4.4%Poulation Change since 2010
18,743 Population Forecast (2050)
+4.7%Forecasted Population Change (2020 to 2050)
$92,820 Median Household Income
6.2%Poverty Rate
96.9%High School Diploma or more (25+)
60.8%Bachelor's Degree or more (25+)
7,467 Total Number of Households
14,016 Total Number of Housing Units
34.8%% Housing Units Vacant for Seas/Rec Use
2.3 Average Household Size
41.8 Median Age
10.1%% Hispanic
14,811 Total Employment (Q4 2020)
-1,399 Employment Change (since Q4 2019)
1,952 Total Establishments (Q4 2020)
+63 Change in Establishments (since Q4 2019)
$69,732 Average Annual Wage
+16.6%Change in Average Annual Wage (since Q4 2019)
11,193 Total Labor Force (April 2021)
+52 Change in Labor Force year over year
6.8%Unemployment Rate (April 2021)
-16.9%Change in UE Rate year over year
Pitkin County
Community Assets
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 18
PITKIN COUNTY, COLORADO
Largest Occupations
Growing Occupations
Annual Average Wage by IndustryIndustry Mix
Total Jobs: 14,811
Average Annual Wage: $69,732
Tourism &
Outdoor
Recreation
51%
Construction
5%
Healthcare
6%
Public
Administration
9%
Ag 1%
All Others
14%
Prof, Tech,
Scien, Info
6%
Mft
1%Admin &
Waste
Svcs
7%
Industry Annual Wage
Total, All Industries 69,732$
Accommodation and Food Services 43,888$
Arts, Entertainment, and Recreation 47,216$
Retail Trade 56,004$
Real Estate and Rental and Leasing 106,184$
Construction 88,660$
Health Care and Social Assistance 86,008$
Professional and Technical Services 123,500$
Information 75,400$
Public Administration 75,348$
Manufacturing 49,920$
Agriculture, Forestry, Fishing & Hunting 50,076$
Administrative and Waste Services 47,008$
Educational Services 62,608$
Finance and Insurance 166,192$
Management of Companies and Enterprises 392,132$
Other Services, Ex. Public Admin 60,372$
Transportation and Warehousing 50,128$
Utilities 71,656$
Wholesale Trade 118,352$
The Pitkin County Economy is dominated by the Tourism & Outdoor
Recreation Industry, which comprises 51% of all jobs. Subsectors in this key industry
include Accommodations and Food Services, Arts, Entertainment, and Recreation; Real
Estate Rental and Leasing; and Retail Trade. The top four occupations are in food
preparation and serving; sales; office and administrative support; and building and
grounds cleaning and maintenance. These tend to be lower-paying jobs. There is
projected growth in higher paying jobs such as in business and financial operations, and
architecture and engineering, which tend to be higher paying jobs.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 19
PITKIN COUNTY, COLORADO
Population Mix
Total Population: 17,894
Median Age: 41.8
Age
0-4
5%
Age
18-24
8%
Age 45-64
30%
Age 25-44
28%
Age 65+
18%
Age 5-17
11%
Pitkin County Population & Workforce
The largest portion of the population in Pitkin County is in the 45-64
age group (30%). This age group tends to be wealthier with more
disposable income, thereby contributing wealth to the county’s
economy. Pitkin County is also very attractive to the 25-44 year old
age group given its abundant outdoor recreation opportunities and
quality of life. The area has also been an attractive area for second
homes and retirees. The county has an above average number of the
population retiring soon.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 20
SUMMIT COUNTY, COLORADO
Summit County, Colorado is centrally located in the State of Colorado among
the high peaks of the Rocky Mountains. The county is located immediately west of
the Continental Divide. The county seat of Breckenridge is 80 miles west of downtown
Denver via Interstate 70, the state’s main east-west transportation corridor.
Included within the county are six municipalities (Blue River, Breckenridge, Dillon,
Frisco, Montezuma, and Silverthorne), four major ski areas (Arapahoe Basin,
Breckenridge, Copper Mountain, and Keystone), portions of the White River National
Forest, some Bureau of Land Management lands, and two Congressionally designated
wilderness areas (Eagles Nest and Ptarmigan Peak). About 80% of the land in the
county is federal public land. Summit County’s dry, high-alpine climate yields long,
snowy winters conducive to winter sports, and pleasantly warm summers that are
ideal for hiking, biking, fishing, backpacking, kayaking and other forms of recreation.
Thus, the county’s main industry is Tourism & Outdoor Recreation.
Summit County
Community Assets
•80% Public Lands
•White River National Forest
•Dillon Reservoir
•Four World-Class Ski Areas: Breckenridge,
Keystone, Copper Mountain, Arapahoe Basin
•Silverthorne Performing Arts Center
•Riverwalk Center
•St. Anthony’s Summit Medical Center
•Access to airports: 90 miles from Denver
International Airport; 70 miles from Eagle
County Regional Airport
•Summit Stage Free Public Transit System
•Abundant outdoor recreational opportunities
including skiing, hiking, biking, fishing, hunting,
sailing, wildlife viewing
30,631 Population (2020)
9.4%Poulation Change since 2010
42,298 Population Forecast (2050)
+38.1%Forecasted Population Change (2020 to 2050)
$86,570 Median Household Income
6.4%Poverty Rate
92.9%High School Diploma or more (25+)
52.4%Bachelor's Degree or more (25+)
10,641 Total Number of Households
31,220 Total Number of Housing Units
63.7%% Housing Units Used for Seas/Rec Use
2.8 Average Household Size
39.1 Median Age
14.3%% Hispanic
20,174 Total Employment (Q4 2020)
-2,284 Employment Change (since Q4 2019)
2,429 Total Establishments (Q4 2020)
+45 Change in Establishments (since Q4 2019)
$51,792 Average Annual Wage
+19.4%Change in Average Annual Wage (since Q4 2019)
17,675 Total Labor Force (April 2021)
-1,232 Change in Labor Force year over year
6.6%Unemployment Rate (April 2021)
-19.6%Change in UE Rate year over year
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 21
SUMMIT COUNTY, COLORADO
Tourism &
Outdoor
Recreation
57%
Construction
7%
Healthcare
6%
Public
Administration
7%
All Others
12%
Prof, Tech,
Scien, Info
5%
Mft
1%
Admin &
Waste
Svcs
5%
Largest Occupations
Industry Annual Wage
Total, All Industries 51,792$
Accommodation and Food Services 34,840$
Arts, Entertainment, and Recreation 26,260$
Real Estate and Rental and Leasing 84,292$
Retail Trade 37,908$
Construction 78,832$
Healthcare 65,052$
Professional and Technical Services 96,928$
Information 72,280$
Public Administration 64,064$
Administrative and Waste Services 45,188$
Manufacturing 52,260$
Agriculture, Forestry, Fishing & Hunting 40,768$
Educational Services 51,168$
Finance and Insurance 116,376$
Management of Companies and Enterprises 202,488$
Mining conf
Other Services, Ex. Public Admin 47,424$
Transportation and Warehousing 55,848$
Utilities 103,792$
Wholesale Trade 101,348$
Annual Average Wage by IndustryThe Summit County Economy is dominated by the Tourism & Outdoor Recreation
Industry, which comprises 57% of all jobs. Subsectors in this key industry include
Accommodations and Food Services, Arts, Entertainment, and Recreation; Real Estate Rental
and Leasing; and Retail Trade. The top four occupations are in food preparation and serving;
sales; office and administrative support; and building and grounds cleaning and
maintenance. These tend to be lower-paying jobs. There is projected growth in higher
paying jobs such as in the construction, financial, and architecture and engineering sectors,
which tend to be higher paying jobs.
Growing Occupations
Industry Mix
Total Jobs: 20,174
Average Annual Wage: $51,792
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 22
SUMMIT COUNTY, COLORADO
Summit County Population & Workforce
The largest portion of the population in Summit County is in the 25-44 age group
(35%). Summit County has historically attracted young people to the area, due to its
outdoor recreation assets, outdoor lifestyle, and quality of life. The area has also been
an attractive area for second homes and retirees. Thus the county has a robust
portion of the population available for the workforce. The fastest growing segment of
the population is the 65+ population, which is expected to grow 12% over the next 20
years.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 23
Key Industries
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 24
The NWCCOG Region is an international hub of tourism and outdoor
recreation, supported by its world class ski resorts, large amounts of
public lands, lakes and rivers, and breathtaking landscapes. The
tourism and outdoor recreation industry includes a variety of
subsectors ranging from accommodation and attractions to
entertainment and heritage tourism. Specifically, the tourism and
outdoor recreation industry includes ski resorts, providers of
recreation both outdoor and indoor; companies that produce,
promote or participate in live performances, sporting events or
exhibits. Additionally, companies in this industry operate facilities or
provide services that enable patrons to participate in recreational
activities or pursue amusement, hobby and leisure-time interests,
such as amphitheaters, golf courses, fitness and recreation centers
and other amusement and recreation-related services. Companies
that provide customers with accommodations and food services are
also included.
Tourism & Outdoor Recreation
# Jobs: 36,062
% of all Jobs: 50%
Total Establishments: 3,290
5-Year Job Growth: -10.5%
Accommodations & Food Services
•Jobs: 16,479 (23% of all jobs)
•Establishments: 869 (10% of all establishments)
•Average Annual Wage: $34,746
Arts, Entertainment, Recreation
•Jobs: 6,620 (9% of all jobs)
•Establishments: 257 (3% of all establishments)
•Average Annual Wage: $33,790
Retail
•Jobs: 8,509 (12% of all jobs)
•Establishments: 991 (11% of all establishments)
•Average Annual Wage: $43,243
Real Estate Rental & Leasing
•Jobs: 4,454 (6% of all jobs)
•Establishments: 1,173 (13% of all establishments)
•Average Annual Wage: $65,540
Major Employers
•Vail Resorts
•Winter Park Ski Area
•Aspen Skiing Company
•Breckenridge Grand Vacations
•Wildernest Property Management
•Keystone Resort Property
Management
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 25
Construction
The construction industry includes businesses that provide a full spectrum of
planning, design, development, operations and maintenance of critical
structures, machinery, equipment and other systems. These businesses provide
engineering services for all types of industries ranging from construction and
transportation to manufacturing and energy. Specifically, the industry includes
businesses that construct buildings and civil engineering projects ranging from
utility, water and solid waste systems to highways, streets and bridges.
Contractors specializing in steel and concrete, site preparation, installing and
servicing building equipment, and other specialized trades are also included.
Companies in the infrastructure engineering industry manufacture asphalt,
coating materials, brick, cement, concrete, and machinery and wholesale, rent,
and lease construction and mining machinery and equipment. Infrastructure
engineering companies implement complex projects from initial concept to
delivery and operation, which includes consultancy services and building services
ranging from architectural, drafting, mapping and surveying to inspection,
evaluation, testing, remediation and related services during the construction or
installation phase of engineering projects.
•# Jobs: 6,422
•% of all Jobs: 9%
•Total
Establishments:
1,352
•5-Year Job Growth:
7.3%
•Average Annual
Salary: $71,625
Major Employers
•RA Nelson & Associates
•Gallegos Corporation
•Pinnacle Mountain Homes
•Peak Materials, LLC.2016 2017 2018 2019 20202015
5,980
6,143
6,419
6,504
6,579
6,422
5,800
5,900
6,000
6,100
6,200
6,300
6,400
6,500
6,600
6,700
1 2 3 4 5 6
Construction Jobs: 5-Year Trend
2015-2020
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 26
Healthcare
•# Jobs: 5,366
•% of all Jobs: 9%
•Total Establishments: 450
•5-Year Job Growth: 17.4%
•Average Annual Salary: $70,772
Businesses in the healthcare industry includes the offices of physicians, dentists,
chiropractors, optometrists, mental health practitioners, physical and speech therapists,
podiatrists and other health practitioners. The industry includes hospitals ranging from
general medical, surgical and psychiatric to substance abuse and specialty care, and
includes centers focused on family planning, outpatient mental health and substance
abuse, kidney dialysis, diagnostic imaging and emergency care. Businesses focused on
nursing care, assisted living and long-term care, and businesses that provide services for
individuals, families and the elderly, are also included. The industry includes home health
equipment rental, fitness and recreation facilities, diet and weight reducing services, and
massage and yoga services. Companies that manufacture ophthalmic goods, and retailers
engaged in vitamins and nutrition supplements, are also included.
Major Employers
•Vail Health Hospital
•St. Anthony’s Summit Medical
Center
•Aspen Valley Hospital
•Middle Park Medical Center
•Steadman Clinic
•Vail-Summit Orthopedics
2016 2017 2018 2019 20202015
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 27
Professional, Technical, Scientific, Information
Technology and information businesses are high-knowledge, human capital-based businesses that are
expanding globally. The technology and information industry includes businesses that may develop,
produce or provide software, hardware, telecommunications, data management, Internet-based
services and other information services. Specifically, companies included in this industry help deliver
voice, data and video to end users, and includes landline and wireless telephone communications
companies, radio and television communications services, and cable and Internet service providers.
Companies in this industry are also involved in activities ranging from the development of off-the-
shelf software products to customer computer programming, computer facilities management,
computer systems design and data processing services. The technology and information industry also
includes companies manufacturing computers, computer storage solutions to manage and protect
business information, storage media, and circuit boards. Computer training and electronic and
precision equipment repair and maintenance services are also included.
•# Jobs: 3,867
•% of all Jobs: 5.3%
•Total Establishments: 450
•5-Year Job Growth: 10%
•Average Annual Salary: $92,081
2016 2017 2018 2019 20202015
Major Employers
•Vail Architecture Group
•Beaudin Ganze Consulting
Engineers
•SGM Inc.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 28
The Public Administration sector consists of establishments of federal,
state, and local government agencies that administer, oversee, and
manage public programs and have executive, legislative, or judicial
authority over other institutions within a given area. These agencies also
set policy, create laws, adjudicate civil and criminal legal cases, provide for
public safety and for national defense. In general, government
establishments in the Public Administration sector oversee governmental
programs and activities that are not performed by private establishments.
Government establishments also engage in a wide range of productive
activities covering not only public goods and services but also individual
goods and services similar to those produced in sectors typically identified
with private-sector establishments.
•# Jobs: 5,088
•% of all Jobs: 7%
•Total
Establishments: 99
•5-Year Job Growth:
7.9%
•Average Annual
Salary: $63,055
Public Administration
Major Employers
•Eagle County Government
•Grand County Government
•Jackson County Government
•Pitkin County Government
•Summit County Government
•All Town Governments in the
region
•US Forest Service
•US Bureau of Land
Management
•US Bureau of Reclamation
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 29
The NWCCOG Region has a strong heritage in farming and ranching, as well as
great depth in natural and organic foods and craft beverages. Businesses in the
agriculture industry include crop production and services, livestock, food
processing, agricultural machinery and equipment, agricultural chemical
manufacturing, and food and beverage wholesalers, as well as food and
agricultural-related transportation, warehousing and storage. The agriculture
industry includes all types of food processing businesses encompassing everything
from meat packing plants, and tortilla manufacturing to companies that produce
cheese, pet food, and baked goods. While the industry only accounts for 1% of all
jobs in the whole region, it accounts for 17% of all jobs in Jackson County.
Region
•# Jobs: 332
•% of all Jobs: 1%
•Total Establishments: 62
•5-Year Job Growth: 15.3%
•Average Annual Salary:
$52,135
Agriculture, Forestry, Fishing & Hunting
Major Employers
•Forest Products Inc.
•Wamsley Cattle Company
•Big Creek Ranch
•Grand Elk Ranch & Club
•US Forest Service
•Colorado State Forest Service
Jackson County:
•# Jobs: 84
•% of all Jobs: 17%
•Total Establishments: 15
•5-Year Job Growth: -4.5%
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 30
SWOT Analysis
| 31NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Weaknesses ThreatsOpportunitiesStrengths
•Community & Stakeholder Engagement
•Summit County REDI Community Survey (2019)
•Summit County Business Impact Surveys
•Vail Valley Partnership Business Retention Survey (March 2021)
•NWCCOG Regional Business Survey (April 2021)
•Colorado Outdoor Recreation Industry Office COVID-19 Impact Survey (April
2020)
•Town of Minturn Community Survey (2020)
•Town of Eagle Community Survey (2021)
•Jackson County Town Hall with State. Rep. Amabile and Sen. Rankin –Jan. 27
•Grand County Town Hall with State Rep. Amabile and Sen. Rankin –Jan. 27
•Summit County BOCC Town Halls
•Breckenridge Tourism Office Community Update –Jan. 14
•Mountain Roundtable Town Hall with Senator Michael Bennet –Jan. 8
•Pitkin County Growth Management Plan Public Outreach (ongoing)
•Input from NWCCOG CEDS Strategy Committee (SWOT session 3/25/21)
•Summit County Housing Needs Presentation (4/29/21)
Informed by:
•Local and State Plans / Local and State planning efforts
•Eagle County Comprehensive Plan Update/ Vista Community
Engagement Project (2021)
•Eagle County Economic Development Plan (2016)
•Basalt Strategic Plan (2018)
•Elevate Eagle Comprehensive Plan (2020)
•Gypsum Comprehensive Master Plan (2017)
•Grand County Economic Resurgence & Resiliency Action Implementation
Plan (2017)
•Town of Grand Lake Comprehensive Plan (2020)
•Fraser Valley Strategic Economic Development Plan (2015)
•Town of Winter Park Master Plan (2018)
•Jackson County Craft Studio 101 Plan (2019)
•Pitkin County Strategic Plan
•City of Aspen Policy Agenda (2021)
•Town of Snowmass Village Comprehensive Plan (2018)
•Summit Prosperity Initiative Community Assessment (2019)
•Breckenridge Destination Management Plan (2018)
•Town of Frisco Strategic Plan (2020-2021)
•NWCCOG Regional Assessment of Childcare Industry (2021)
•Colorado Resiliency Framework (2020)
•NWCCOG/CAST Mountain Migration Study (June 2021)
•Colorado Rural Economic Blueprint
•Colorado Dept. of Labor & Employment / Office of the Future of Work /
A Path Forward
NWCCOG Economic Development District
CEDS 5-Year Update
SWOT –last update 5.13.21
| 32NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Strengths
•Public lands & open space: amenity for residents and attracts visitors, fuels tourism (National Forests; BLM Land; Rocky Mountain National Park; State
Parks)
•Abundant outdoor recreation opportunities and amenities
•Mountain towns are attractive places to live for location neutral workers
•Natural beauty
•Natural Resources (timber; oil and gas)
•Agriculture
•World-class, internationally known ski areas that offer year-round recreational opportunities
•Strong tourism sector
•Sense of Community
•Small Town Character
•Easily accessible from the more urban Colorado Front Range cities
•Safe Communities
•Educated workforce
•Proximity to metro area/population center (Denver, Colorado Springs)
•Quality of place: desirable place to live; attracts talent, visitors, wealth
•Local government commitment to invest in workforce housing
•Quaint, historic downtowns
•Healthcare (hospitals, cancer treatment center, surgery centers, orthopedic care)
•Cultural amenities (theaters, events)
•Broadband (Project THOR)
•Airports (Eagle County Regional Airport; Aspen/Pitkin County Airport; DIA)
•Social services support infrastructure
•Numerous and diverse local non-profit organizations
•Small businesses; entrepreneurial spirit
•Higher Education: Colorado Mountain College (3 campuses in the region)
•Private investment in communities
| 33NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Weaknesses
•Region’s economy dominated by a single, low-paying sector (tourism)
•High cost of living: housing, healthcare, childcare
•Infrastructure for a growing region: Inadequate transportation systems create congestion; safety issues (I70); lack of adequate parking in towns
•Infrastructure and support for entrepreneurs
•Infrastructure for businesses: broadband; utilities
•Lack of mental health and substance abuse services
•Lack of career pathways for much of the workforce; lack of professional careers (esp. for women)
•Home ownership out of reach for many families looking to put down roots in the region
•Poor forest health may lead to wildfire
•Social/wealth inequity
•Draw for new business
•Differing opinions on what is just big enough
•Deed-restricted workforce housing prevents local families to build equity to move up to the next level
•Inadequate services to address increasingly culturally-diverse population
•Lack of strong support system typically found in economies with dynamic entrepreneurial ecosystems; access to capital is an especially key issue
•Lodging shortage (Jackson County)
•Three counties in one valley (Pitkin County)
•Lack of an economic development group in either town or county (Jackson County)
•Inadequate water resources/infrastructure
•Lack of indoor recreation offerings
•Lack of young adult age group (25-34) in some of the region’s communities
| 34NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Opportunities
•In-migration driven by remote work, urban exodus
•Rising interest from location neutral workers to relocate to the mountain communities has the potential to bring more economic diversification
•Growth in location neutral opportunities; “Zoom” towns
•More wealth moving in
•Move away from tourism/large events = diversification
•Visitors may always anchor the resort economy, but as these communities add year-round residents, tourism may become a less dominant economic driver.
•The new wave of incoming locals provides a more stable local economy by broadening the base of employing industries
•Cancellation of large events provides opportunity to recalibrate size and purpose of events
•Growth in new sectors (Healthcare, Professional/Technical)
•New residents are taking advantage of flexible work schedules to ski and recreate midweek which creates a smoother, more consistent business cycle.
•Surge in development inquires in “sleepy” towns like Walden, Hot Sulphur Springs, Grand Lake
•Thoughtful growth
•Entrepreneurship
•Job growth in higher paying sectors (Healthcare; Professional/Technical)
•Responsible tourism measures put into place during pandemic may continue
•Increased recreation usage on public lands, a major economic driver in the NWCCOG Region
•“Structurally Unemployed”-automation leads to reduced need for low wage workers, opportunity for retraining into higher paying job sectors
•Continuing to grow relationships between local Chambers of Commerce
•Immigration policy –creation of quest worker program could be an opportunity
•Increased air service at airports in the region as well as new airport development –leveraging distribution opportunities with airports
•New recreational opportunities in some communities (Bluebird Backcountry in Jackson and Grand Counties); Opportunity to comme rcialized new
recreational opportunities
•Affordable land (in some of region’s communities like Jackson and Grand counties)
•Community support for growth
•Labor shortage OR “Great Reassessment of Work”?
| 35NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Threats
•Pandemic: continued economic effects; long term recovery from; possibility of more in the future
•Finding employees to fill resident and visitor service jobs necessary to maintain a community will likely become even more challenging
•Incoming location-neutral workers will not be filling local jobs and will outcompete local workers for housing. This hurts the ability for local businesses to find, keep, and attract
employees, lowering the level and quality of services they can provide to residents and visitors alike
•Housing: in migration driving up housing prices; Impacts of increase in short-term rentals (loss of workforce housing); We are seeing the effects of gentrification, as most (people) with
the flexibility to work remotely are in higher income brackets. A new local can often out-compete a longtime local for a place to live.
•Loss of workforce due to pandemic
•Rising cost of living
•Rising construction costs
•Small businesses closing their doors due to inability to survive the pandemic
•Possible surge in permanent, year-round population due to pandemic (driven by remote work; remote school, internet connectivity)–could lead to increased demand in public services
•Overcrowding on public lands
•Climate Change
•Shift in environmental conditions and effects on travel demand and occupancy management
•Continued uncertainty impacts travel demand, especially international travel
•Ongoing inability of our service businesses and tourist economy to accommodate professionally and in a timely manner the demands of the ever-increasing number of tourist and
second homeowners.
•Growth in wealth/permanent population creates more demand for low-paying service jobs to support growing permanent population (i.e. restaurant, recreation services, retail jobs)
•Continued capacity limits on large gatherings negatively impacting events which bring visitors which fuel tourism-based economy
•Drought; Wildfires and subsequent threat of mudslides, flooding
•Mental health and substance abuse
•“Structurally Unemployed” –some low wage jobs will not come back due to automation; may lead to chronically unemployed portion of the workforce
•Differing visions for the community
•Immigration policy and its affect on the ability to get worker visas
•Federal & State legislation affecting some key industries in the region (SB19-181 affects oil and gas industry), PAUSE Act (Protect Animals from Unnecessary Suffering and Exploitation
affects ranching industry); wolf reintroduction (affects hunting and ranching); Fed 30x30 Initiative (affects AG/cattle ranching industry)
•Declining/stagnant population in some remote communities in the region
•Dependance on oil & gas revenues
| 36NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Strategic Direction/Regional Action Plan
| 37NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
| 38NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
VISION:
NWCCOG Economic Development District is a regional leader, working cooperatively with
its partners and stakeholders to enhance the economic conditions and cultivate resilience
and vitality to position the region for a prosperous future.
| 39NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
NWCCOG Economic Development District Goals & Objectives
Workforce
Goal: Support our workforce such that their needs are met, and the workforce needs of businesses are met
Objectives:
•Increase the availability of affordable and attainable housing for the workforce
•Build capacity in and support the needs of our workforce
•Attract and develop a well-trained workforce to meet current and future employment demands
Economy
Goal: Cultivate a diversified, stable, balanced, sustainable, vibrant economy
Objectives:
•Build capacity in our existing businesses in all sectors
•Support a thriving tourism & outdoor recreation industry while maintaining quality of life and experience for residents and visitors
•Foster the creation of high-quality jobs with career pathways
Community
Goal: Enhance the region’s quality of life and unique community character
Objectives:
•Promote a wide range of attainable housing opportunities for all facets of the community
•Strive to establish a minimum standard of living for all and increase the standard over time
•Support the development and enhancement of community assets and infrastructure
•Practice good stewardship of the region’s natural environment and natural assets
Resiliency
Goal: Bolster the long-term economic durability of the region
Objectives:
•Foster a regional economy that has the capacity to recover from, withstand, and avoid adverse conditions
•Prepare for and develop recovery strategies for natural disasters, economic shocks, and their aftermaths
Priority Area: WORKFORCE
Strategies Lead & Stakeholders TF Actions Status
Support the region’s programs, policies, and
incentives which aim to increase the availability and
affordability of housing for the workforce
Lead: NWCCOG EDD Board
Stakeholders: Towns and Counties in
the NWCCOG and neighboring
region
ST •Assist towns and counties navigate and utilize new funding sources now available
via recent legislation passed. To name a few: HB 1271 and/or HB 1329, which
allocates $550 million from the American Rescue Plan Act to create the affordable
housing and home ownership case fund at the State Treasury; HB 1271 builds a
menu of offerings that provides more opportunities for affordable housing
builders and reduces costs associated with development; HB 1028 creates a
transparent report for tracking new and current investments to increase
affordable housing options, helping to ensure that state and federal investments
are going to the entire housing continuum.
•Continue to monitor state, federal and local legislation as it pertains to affordable
and attainable housing
Provide information to stakeholders regarding
programs, funding opportunities, success stories and
best practices in affordable workforce housing
Lead: NWCCOG EDD
Stakeholders: Stakeholders: Towns
and Counties in the NWCCOG and
surrounding region
OG •Update Regional Workforce Housing Report –2022 Update
•Explore solutions to Short-term rentals and their effect on the availably of
affordable workforce housing
Collaborate with community partners to expand the
reach of the region’s workforce housing efforts.
Lead: NWCCOG EDD; NWCCOG
Stakeholders: Towns and Counties in
the NWCCOG and neighboring
region
OG •Convene regional think tanks on key issues like housing, workforce
•Bring attention to the unique needs of our region; advocate for designated funds
for the NWCCOG Region
Goal: Support our workforce such that their needs are met, and the workforce needs of
businesses are met
Objective: Increase the availability of affordable and attainable housing for the workforce
Priority/Timeframe: ST: Short-term (Year 1); MT: Medium-term (Year 2-4); LT: Long-term (Year 5); OG: On-going (throughout the 5-year period)
| 40NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: WORKFORCE
Strategies Lead &
Stakeholders
TF Actions Status
Support efforts that seek to provide affordable health
insurance options as well as other benefits such as
retirement for individual wealth building
Lead: Chambers of
Commerce
Stakeholders: workforce,
businesses
OG •Assist towns and counties navigate funding sources and new programs which seek to
connect the workforce with benefits such as affordable health insurance and retirement
plans
Support efforts to develop and improve workforce needs
and services including broadband, transportation, childcare,
education, training, healthcare, and mental health services
Lead: NWCCOG EDD;
NWCCOG
Stakeholders: workforce,
businesses
OG •Support actions in NWCCOG Regional Assessment of Child Care Industry Report (Feb.
2021)
•Continue Project THOR to improve broadband in the region
•Provide information on funding sources for improvements to workforce needs such as
broadband, childcare, healthcare, mental health services, transportation, education and
training
Goal: Support our workforce such that their needs are met, and the workforce needs of
businesses are met
Objective: Build capacity in and support the needs of our workforce
| 41NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: WORKFORCE
Strategies Lead &
Stakeholders
TF Actions Status
Network, support and partner with
other organizations on workforce
development efforts
Lead: CDLE;
Workforce Centers;
CMC; K-12
Stakeholders:
businesses,
workforce
OG •Support local and regional and statewide workforce development efforts
which seek to providing training, education, and career pathways
•Work with partner organizations to provide small business development
training and education throughout the region
Cultivate career pathways in the trades Lead: CDLE;
Workforce Centers;
K-12; CMC
Stakeholders:
businesses,
workforce
LT •Engage K-12, CMC, CDLE, Workforce Centers on resources –mapping career
pathway opportunities; promote these programs
•Explore regional training programs for the trades
•Promote on the job training programs within businesses in the region
Goal: Support our workforce such that their needs are met, and the workforce needs of businesses
are met
Objective: Attract and develop a well-trained workforce to meet current and future
employment demands
| 42NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: ECONOMY
Strategies Lead &
Stakeholders
TF Actions Status
Support, strengthen, build capacity in our region’s
key industries and existing businesses
Lead: SBDC; NWCCOG EDD;
Chambers; CDLE
Stakeholders: businesses; workforce
OG •NWCCOG EDD Resources Bulletin
•NWCCOG EDD website: nwccog.org/edd
•Establish Regional Business Retention and Expansion program/position –to support
existing businesses and all key industries in the region
•Provide access to capital for existing businesses
•Provide education and workshops on succession planning and exit planning for
businesses
Connect economic development stakeholders with
resources and information
Lead: NWCCOG EDD
Stakeholders: Towns, counties,
businesses, workforce
OG •NWCCOG EDD Resources Bulletin
•NWCCOG EDD Website
Partner with other organizations to provide business
training opportunities
Lead: NWCCOG EDD, Chambers,
CDLE, SBDC
Stakeholders: businesses; workforce
OG •Provide business training program
Goal: Cultivate a diversified, stable, balanced, sustainable, vibrant economy
Objective: Build capacity in our existing businesses in all sectors
Priority/Timeframe: ST: Short-term (Year 1); MT: Medium-term (Year 2-4); LT: Long-term (Year 5); OG: On-going (throughout the 5 year period)
| 43NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: ECONOMY
Strategies Lead & Stakeholders TF Actions Status
Tell the region’s success stories through
newsletters, website, and other modes of
communication to promote a positive vision for
the region
Lead: NWCCOG EDD
Stakeholders: the region’s
communities
OG •NWCCOG EDD Resources Bulletin
•NWCCOG EDD website
•CEDS
Support our communities’ efforts towards
responsible tourism
Lead: Towns and Chambers
Stakeholders: the region’s
communities; visitors and
residents
ST •Support local strategies outlined in local destination management plans and
other plans dealing with responsible tourism (e.g. Breckenridge Destination
Management Plan; Aspen Chamber Resort Association’s responsible tourism
campaign; Vail Destination Stewardship Plan [coming 2022], etc.)
Goal: Cultivate a diversified, stable, balanced, sustainable, vibrant economy
Objective: Support a thriving tourism & outdoor recreation industry while maintaining
quality of life and experience for residents and visitors
| 44NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: ECONOMY
Strategies Lead & Stakeholders TF Actions Status
Advocate for efforts that enable existing and
new businesses to pay a wage on par with the
region’s cost of living
Lead: NWCCOG EDD
Stakeholders: Workforce,
Businesses
ST •Develop entrepreneurial resources in the region including
mentorship programs, investors, venture capital, angel investment
networks, accelerators incubators, events, cowork spaces, training
programs
Support the development of an entrepreneurial
ecosystem in the region
Lead: NWCCOG EDD
Stakeholders: Entrepreneurs;
Businesses
ST •Develop a Regional Entrepreneur Resource Center-website,
quarterly workshops, work with SBDC, develop a regional angel
investment network with West Slope Angels, possibly create a
position for this (i.e. not just a website)
•Monthly call on workforce, sbdc, cmc, business support
community, chambers; organizations working on entrepreneurship
Encourage the development of higher-paying
jobs outside of the tourism industry
Lead: NWCCOG EDD
Stakeholders: Residents,
businesses
OG •Support the Digital Workforce Development program currently
underway in Grand County (pending EDA funding)
Goal: Cultivate a diversified, stable, balanced, sustainable, vibrant economy
Objective: Foster the creation of high-quality jobs with career pathways
Priority/Timeframe: ST: Short-term (Year 1); MT: Medium-term (Year 2-4); LT: Long-term (Year 5); OG: On-going (throughout the 5 year period)
| 45NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: COMMUNITY
Strategies Lead & Stakeholders TF Actions Status
Serve as a resource for best practices, solutions,
efforts, initiatives, and funding for attainable
workforce housing
Lead: NWCCOG EDD
Stakeholders: Towns and
Counties
OG •NWCCOG EDD Resources Bulletin
•Research on attainable and affordable housing strategies
Support our communities’ attainable housing
efforts
Lead: NWCCOG EDD
Stakeholders: Towns and
Counties
ST •Monitor federal, state, and local land use policies and legislation pertaining to
workforce housing
Ensure the region stays knowledgeable about
the cost of living in the region
Lead: NWCCOG EDD
Stakeholders: Towns and
Counties
OG •Disseminate and present information in the Colorado Self-Sufficiency Standard;
Colorado Legislative Council Cost of Living Study (every other year); have more
participation in the development process so that the numbers accurately
reflect the conditions in our region; make data readily available and as useful as
possible to be used as a benchmark
•Host economic summit to evaluate common data sources and best practices;
sharing knowledge and insights
Goal:Enhance the region’s quality of life and unique community character
Objective: Promote a wide range of attainable housing opportunities for all facets of the community
Objective: Strive to establish a minimum standard of living for all and increase the standard over time
| 46NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: COMMUNITY
Strategies Lead & Stakeholders TF Actions Status
Cultivate placemaking creating desirable places
to live, visit, and recreate
Lead: NWCCOG EDD
Stakeholders: Towns and
counties in the NWCCOG Region
OG •Partner with organizations to offer resources on placemaking
Support efforts to strengthen community
infrastructure including broadband,
transportation systems, healthcare facilities,
mental health services, educational
opportunities, and community amenities
Lead: NWCCOG EDD
Stakeholders: towns, counties,
businesses, workforce
OG •Help communities navigate and take full advantage of new funding
available (Federal –American Rescue Plan; State -HB 21-1271 Innovative
Affordable Housing Strategies; HB 21-1253 Renewable and Clean Energy
Infrastructure; HB 21-1289 Broadband Development.)
•NWCCOG Project THOR; Support efforts to strengthen high-speed internet
in the region
•Provide letters of support, grant writing and technical assistance as
requested
Serve as a community development and
planning resource to our region
Lead: NWCCOG EDD
Stakeholders: Towns and
counties in NWCCOG region and
neighboring communities
OG •Provide data, research, and other resources to inform policymaking and
planning
•Develop and maintain a regional data clearinghouse on the EDD website
•Disseminate regional economic and demographic data on a regular basis
•Respond to data requests
•Conduct studies and prepare reports on topics of regional interest and
value
•Collect, present, analyze, and disseminate regional data for use in policy
making and business development (Qtrly Economic Updates;
community profiles; website)
Goal: Enhance the region’s quality of life and unique community character
Objective: Support the development and enhancement of community assets and infrastructure
| 47NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: COMMUNITY
Strategies Lead & Stakeholders TF Actions Status
Promote and encourage sustainable resource
use and production
Lead:
Stakeholders: All communities in
NWCCOG Region
ST •Monitor and disseminate information on new legislation and funding sources to
fund sustainable resource use and production
Encourage installation of renewable energy
technologies
Lead:
Stakeholders: All communities in
NWCCOG Region
OG •Monitor and disseminate information on new legislation and funding sources to
fund renewable energy technologies
•Create a clearinghouse of plans in the region which encourage use of energy
efficiency technologies and share best practices (such as Summit County
Climate Action Plan and Sustainable Building Code)
Goal: Enhance the region’s quality of life and unique community character
Objective: Practice good stewardship of the region’s natural environment and natural assets
| 48NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: RESILIENCY
Strategies Lead & Stakeholders TF Actions Status
Encourage diversity in industry and jobs Lead: CDLE; Chambers; NWCCOG
EDD
Stakeholders: region’s
workforce; businesses
ST •Support efforts to grow new industries not tourism-related
•Support workforce development and training programs which seek
to train the workforce in in-demand skills for higher paying jobs in
new industries
Cultivate entrepreneurship as a strategy
towards economic recovery and long-term
resilience
Lead: Organizations working to
build entrepreneurial
ecosystems; SBDC
Stakeholders: entrepreneurs
ST Provide access to capital for startups
Provide equitable access to opportunity
Maintain strong partnerships between regional
stakeholders to share problems, data, stories,
and solutions
Lead: NWCCOG EDD
Stakeholders: towns, counties,
businesses, workforce, visitors,
residents, state and federal
agency partners
OG •Maintain frequent communication between federal, state, regional,
and local partners
Provide a forum for regional communication,
collaboration, and information sharing
Lead: NWCCOG EDD
Stakeholders: towns, counties,
businesses, workforce, visitors,
residents, state and federal
agency partners
OG EDD Board of Directors meetings (in conjunction with NWCCOG Council
meetings)
Regional Economic Forum –bring back Spring 2022
Conduct studies/surveys/prepare reports on economic development
topics of regional interest and value
Goal: Bolster the long-term economic durability of the region
Objective: Foster a regional economy that has the capacity to recover from, withstand,
and avoid adverse conditions
| 49NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Priority Area: RESILIENCY
Strategies Lead & Stakeholders TF Actions Status
Collaborate with the region’s counties on
economic recovery and resiliency plan
development
Lead: NWCCOG EDD
Stakeholders: towns and
counties in the region
ST •Partner with counties on DOLA Regional Resiliency Roadmaps (Eagle, Grand,
Pitkin, Summit –all submitted applications)
•Carry out all projects/activities/deliverables of the EDA CARES Act grant
($400,000) -report out on county-level projects; COVID lessons learned/best
practices report from RBRC
•help coordinate best practices for the region on recovery plans
Encourage opportunities for community
collaboration with respect to wildfire
preparedness and mitigation
Lead: NWCCOG EDD
Stakeholders: towns and
counties in the region
ST •Climate Change: Gather all county plans together. Convene regional climate
change forum
•Disseminate information on funding opportunities and support local efforts for
wildfire mitigation and forest health management
•Explore working with Colorado Climate Corps, which will work in 55 of the 64
counties in Colorado to clear trees and ground cover in wildfire mitigation
projects as well as clear and contour land to avoid floods and mudslides.
Utilize the work of the Mountain Migration
Project -strategies
Lead: NWCCOG EDD
Stakeholders: towns and
counties in the region
ST •Present strategies and identify those the region’s stakeholders want to focus on
which will bolster the long-term economic durability of the region
Goal: Bolster the long-term economic durability of the region
Objective: Prepare for and develop recovery strategies for natural disasters, economic
shocks, and their aftermaths
Priority/Timeframe: ST: Short-term (Year 1); MT: Medium-term (Year 2-4); LT: Long-term (Year 5); OG: On-going (throughout the 5 year period)
| 50NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026
Resilience
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 51
Resilience: The Region’s Key Vulnerabilities
Threats identified in the SWOT fall into four main themes:
Adapting to our changing climate
•Wildfires
•Drought
•Loss of snowpack runoff affects water supply and water-based recreation
•Climate change affect on daily life and tourism: smoky skies from wildfires more prevalent; campfire bans; burned forests; low rivers and lakes; shortened ski
season
Understanding risks from natural and other hazards
•Pandemic: continued economic impacts; long-term recovery from; threat of more in the future
•Drought: wildfires and subsequent threat of mudslides and flooding
Addressing social inequities and unique community needs
•Incoming location-neutral workers will not be filling local jobs and will outcompete local workers for housing. This hurts the ability for local businesses to find,
keep, and attract employees, lowering the level and quality of services they can provide to residents and visitors alike
•Overcrowding on public lands
•Possible surge in permanent, year-round population due to pandemic (driven by remote work; remote school, internet connectivity)–could lead to increased
demand in public services
•Rising cost of living overall
•Declining/stagnant population in some remote communities in the region
•Rising mental health challenges and substance abuse
Pursuing economic diversity and vibrancy
•Housing: in-migration driving up housing prices making it difficult for workforce to afford housing; Impacts of increase in short-term rentals (loss of workforce
housing)
•Loss of workforce due to pandemic
•Growth in wealth/permanent population creates more demand for low-paying service jobs to support growing permanent population (i.e. restaurant, recreation
services, retail jobs)
•Finding employees to fill resident and visitor service jobs necessary to maintain a community will likely become even more challenging
•Small businesses closing their doors due to inability to survive the pandemic
•Ongoing inability of our service businesses and tourist economy to accommodate professionally and in a timely manner the demands of the ever-increasing
number of tourist and second homeowners.
•Dependence on oil and gas revenues in some of the region’s counties
•Federal and State legislation negatively affecting some key industries in the region (e.g. hunting and ranching)
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 52
Resilience, Recovery and the COVID Pandemic
What is Resilience?
Resilience is the ability of a region or community to anticipate, withstand, and bounce back from any type of shock, disruption,or stressor. These shocks can include natural
disasters, hazards, and the impacts of a changing climate, but also man-made economic disruptions such as the closure of a region’s large employer, the decline of an
important industry, changes in the workforce, and shifts in population trends. The NWCCOG Region experienced all of these over the last 18 months. The power of
resilience planning is that it focuses both on emergency response –how to deal with the immediate impact of a disruptive event –as well as how to prepare and organize in
advance and rebuild afterwards with a coherent framework.
The Effect of COVID pandemic on the NWCCOG Region
In March 2020, the global COVID pandemic hit the NWCCOG region at the height of the ski season, which is the busiest economic time of the year for our counties. The
pandemic caused a huge economic shock: ski areas were mandated to abruptly shut down; lodging facilities were closed to visitors; restaurants were forced to shutter, and
retail businesses to shut down as well. This caused several devastating shocks to the NWCCOG Region’s economy.
Massive job loss in the tourism sector
Lack of diversity in the region’s economy, and reliance on one dominant industry (tourism and outdoor recreation) has always been a challenge for the NWCCOG region. This
challenge rose to the level of crisis during the COVID pandemic. Our region’s economy depends on visitors traveling to the region from other states and countries for ski
vacations, events like concerts and weddings, eating in restaurants, participating in outdoor recreational activities, and enjoying the beautiful Rocky Mountains. The
pandemic caused travel to halt, restaurants and hotels to close, and ski areas to shut down. Once things started to open up, businesses still had to operate at reduced
capacity. This resulted in massive job loss in the tourism and outdoor recreation sector, which includes the Accommodations and Food Services, Arts, Entertainment, and
Recreation, and Retail sectors. In the first quarter of 2019, when COVID wasn’t even a thought in the region, there were a total of 88,138 jobs in the region, 44,000 of those
in the tourism and outdoor recreation sector. In contract, in Q1 2021, there were 81,637 total jobs, 40,000 of which are in the tourism sector. This illustrates what a
dominate driving factor tourism jobs are in the region.
Loss of Workforce
With the shutdown of tourism and related businesses, thousands of workers in the region were without employment. The loss of jobs, along with the rapidly escalating cost
of housing, caused many workers to leave the areas. While many industries continued to operate via remote work, the tourism sector had no choice to shut down given the
fact that the industry involves face to face contact provided by service workers. In February 2020 (pre-pandemic), which is the time of year the ski season is at its peak in
terms of visitors, total labor force was 87,000. In February 2021, it was 84,500. This is a loss of 2,500 from the workforce. This loss of workforce is having a detrimental
effect on businesses being able to operate, especially as we embark on the ski season, which requires thousands of seasonal workforce to fill jobs.
Escalating Cost of Housing
Some new terms were circulating during the pandemic including “urban exodus”, “zoom towns", "mountain migration”. All of these terms refer to a trend we saw during the
pandemic: the shuttering of businesses leading to remote work, enabling the workforce to “work anywhere” allowed the migration of people from urban areas to high
quality of life areas such as the mountain towns encompassing the NWCCOG region. Many workers who have the ability to work remotely have jobs that pay a higher than
average salary. These newcomers with wealth sought to purchase homes in this region, and could easily outbid local residents and workforce for housing, which caused a
spike in real estate prices. This, along with a growing trend of investors purchasing housing for use as short-term rentals that traditionally had been used as rental housing
for the workforce, drastically reduced the housing stock available to the region’s workforce, causing a housing crisis.
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 53
Resilience, Recovery and the COVID Pandemic
NWCCOG Economic Development District -Comprehensive Economic Development Strategy -2021-2026 | 54
Local Communities Provide Direct Financial Support to Businesses
When the pandemic crisis hit, the local communities in the NWCCOG immediately stepped up by offering emergency assistance grants to the businesses
hardest hit by closures and capacity reduction mandates. It is estimated that over $500,000 of direct financial assistance from local governments was offered
to the region’s businesses.
Federal and State Financial Assistance
The Federal and State government also stepped up to the plate early and proactively, offering financial assistance to businesses in the way of the Paycheck
Protection Program loans (PPP), Economic Injury Disaster Loans (EIDL),enhanced unemployment benefits, Energize Colorado Gap Fund grants and loans. The
EDA provided a supplemental award to the NWCCOG EDD through the EDA CARES Act grant to provide additional capacity to the staff for providing loans to
businesses through NWCCOG’s Northwest Loan Fund. NWCCOG EDD partnered with SBDC, and our local EDOs to disseminate all information about all the
various funding programs via EDA, OEDIT, DOLA, CDLE, and other federal and state agencies.
Proactive Actions by Local Communities to address Workforce Housing Crisis
Recognizing that the availability of affordable, attainable housing for the workforce is a vital element in the resiliency of our regional economy, local
governments accelerated efforts to increase the availability of affordable housing for the workforce. Some communities declared a “housing crisis” to fast-
track projects. Workforce housing became a topic of discussion on almost every local government agenda. Local leaders began to think “outside the box” for
solutions, in addition to continuing to build workforce housing. Some of these solutions being developed right now include offering incentives to property
owners to convert short-term vacation rental properties into long-term rentals for the local workforce and encouraging the development of accessory
dwelling units by waiving development and tap fees. The work continues daily on these efforts to provide affordable housing to our region’s workforce.
Resiliency Planning Efforts
Several planning efforts, including the update to the region’s CEDS, have been underway to address how our region can work towards being more resilient In
the wake of the COVID pandemic.
Comprehensive Economic Development Strategy
Resilience is the ultimate goal of the regional action plan outlined in this CEDS. All priority areas contribute to the resilience of our region. If we support our
workforce, they will have their basic needs met such as affordable housing, healthcare, childcare, and services to support their mental health. If their basic
needs are met, they will be more likely to be happy, healthy, productive, and stay in our region which reduces costly turnover and need to recruit. The
regional action plan in this CEDS seeks to foster the development of quality, career-focused jobs that pay wages comparable to cost of living in our region
such that basic needs can be met. If we support our economy, we support our key industry of tourism and outdoor recreation, as well as encourage the
growth of businesses in new industries through fostering an entrepreneurial ecosystem. This increases the diversity in our economy which increases
resiliency. If we support our community, we strive to support the needs of all members of the community (full time residents; part time residents; seasonal
workforce; visitors); strive to improve quality of place and quality of life by enhancing the community assets that make our region a wonderful place to work,
live and play including a variety of housing types for different demographic segments of our region; public spaces such as parks, trails, cultural amenities; and
protection and stewardship of our public lands.
Resilience: Planning
Northwest Colorado All Hazards Emergency Management Region
purpose is to allow the NWAHEMR to strengthen the Counties’ ability to prepare for, mitigate the impacts of, respond to, and
recover from a disaster. After September 11, 2001, FEMA created this grant funding source so all the states could prepare for
terrorist attacks, natural weather disasters, and or human-caused incidents. The States were required to establish Regions for
distributing grant funds and to enhance regional collaboration. FEMA and the Department of Homeland Security allocate each
States SHGP funds to share with the State Regions. NWCCOG acts as the fiscal agent for the grant and employs the Coordinator
for the program via contract. A committee provides strategic direction for the program, and votes to approve all projects for
funding. The NWAHEMR is an inclusive organization open to bringing in new partners who bring beneficial relationships.
County Emergency Management Departments
Each County has an Office of Emergency Management accessed through the County’s website. These sites have links to sign up
for alert notifications, information/checklist on preparing for a disaster, on-going information regarding an active disaster that
impacts the community, and other resources. Additionally, the Colorado Division of Homeland Security and Emergency
Management has information for citizens to prepare for and recover from a disaster and report suspicious activities. Another
resource is the Colorado Red Cross.
DOLA Regional Recovery Roadmaps -COVID-19 represents one of the greatest disruptions of our lifetimes, requiring our
communities to partner across jurisdictional boundaries in order to effectively respond to change and elevate community assets
to solve shared problems. In response, The Department of Local Affairs (DOLA), the Office of Economic Development and
International Trade (OEDIT), and the Colorado Department of Labor and Employment (CDLE), along with Community Builders,
partnered to provide an opportunity for regional community teams to form to develop their own “Rural Colorado COVID-19
Economic Recovery and Resiliency Roadmap Plan” (“Recovery Roadmap” for short. Four of our region’s counties have been
awarded technical assistance to complete a two-year economic and regional resiliency planning process (Eagle, Grand, Pitkin,
and Summit). The technical assistance award provides paid consulting, along with administrative and data support to each
team. At the end of the two-year planning period, the goal is for each team to have an actionable plan to address key issues
necessary to diversify and strengthen the region’s economy and resiliency. One of the intentions of pursuing this award is to
identify and prioritize as a community key areas for possible future funding as it may be made available and leverage the
technical assistance for funding analysis and strategy to implement the roadmap. NWCCOG will be an active participant in all
these planning efforts, and they will be incorporated into the CEDS.
Colorado Division of Homeland Security and Emergency Management
The vision for DHSEM is A prepared, safe and resilient Colorado; the mission is to lead and support Colorado’s effort to prevent,
protect, mitigate,respond to and recover from all-hazards events. To that end, DHSEM has created the Colorado DHSEM
Strategic Plan (2019-2021) which aims to increase local jurisdiction capability and preparedness.
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Resilience: Colorado Resiliency Framework
The Colorado Resiliency Framework -In the wake of the 2012 wildfires and 2013 flooding events, the State
of Colorado recognized the need to proactively and holistically address future shock events and stressors to
protect lives, property, and livelihoods. The original 2015 Colorado Resiliency Framework showcased
Colorado’s ability and determination to build back in a way that moves the State forward from adversity with
a resiliency strategy.
The updated 2020 Colorado Resiliency Framework (Framework) serves as the State’s roadmap to a more
resilient future. It lays out the State’s resiliency vision and goals and explores risks and vulnerabilities across
four themes: adapting to our changing climate, understanding risks from natural and other hazards,
addressing social inequities and unique community needs, and pursuing economic diversity and vibrancy. The
Framework provides 29 strategies across six priority focus areas that the State will implement to reduce risk
and vulnerabilities and be adaptive to changing environmental, social, and economic conditions.
Throughout the Framework, risks and vulnerabilities are analyzed and specific strategies are identified that
will strengthen the State’s capacity to adapt and support local communities on their path toward resiliency.
Two overarching strategies —establishing a statewide resilient and sustainable community/regional program
and attracting and leveraging resiliency funding opportunities —are foundational activities that will connect
and strengthen all the resiliency priorities.NWCCOG will align our resilience section with this framework as a
way to be in line with the state’s resiliency goals.
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Resilience: Goal in NWCCOG CEDS
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Evaluation Framework
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Evaluation Framework
CEDS Goals Things to Measure
Workforce
Goal: Support our workforce such that their needs
are met, and the workforce needs of businesses are
met
•Annual Average Wage
•Workforce housing availability and cost
•Healthcare availability and cost
•Childcare availability and cost
•Mental health services in the region
•Unemployment rate
•Graduation rates
Economy
Goal: Cultivate a diversified, stable, balanced,
sustainable, vibrant economy
•% of jobs in tourism industry vs. other industries
•Growth in new industries
•Number of business loans made
•Support for entrepreneurs
•Number of jobs created
Community
Goal: Enhance the region’s quality of life and unique
community character
•Monitor community surveys to determine sentiment of
residents and visitors regarding services, visitor experience
•The amount and types of funding leveraged
•Amount of public and private investment in the region
Resiliency
Goal: Bolster the long-term economic durability of
the region
•Level of diversity in the region’s economy
•Number of disaster preparedness plans in place
•Monitor progress on goals in local climate action and
sustainability plans
•The level and frequency of participation by regional
stakeholders in projects, EDD board meetings
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Appendices
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Appendix A: Board Approval
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Appendix B: Proof of 30-Day Public Comment Period
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Posted on NWCCOG.org/EDD website Published in NWCCOG eNews; this publication goes to every newspaper in the NWCCOG Region
Appendix C: Local Planning Documents
The following planning documents were reviewed and analyzed to inform the CEDS 5-Year Update:
Mountain Migration Report (June 2021)
Colorado School District Cost of Living Study (2019)
Eagle County Comprehensive Plan (2021)
Eagle County Strategic Plan (2015-2020)
Eagle County Economic Development Plan (2016)
Aspen City Council Goal Setting Retreat (7.20.21)
Basalt Master Plan (2020)
Basalt Strategic Plan (2018)
Elevate Eagle Comprehensive Plan (2020)
Gypsum Comprehensive Master Plan (2017)
Grand County Economic Resurgence & Resiliency Action Implementation Plan (2017)
Town of Grand Lake Comprehensive Plan (2020)
Fraser Valley Strategic Economic Development Plan (2015)
Town of Winter Park Master Plan (2018)
Jackson County Craft Studio 101 Plan (2019)
Pitkin County Strategic Plan
City of Aspen Policy Agenda (2021)
Aspen Snowmass Arts & Culture Economic Impact Study (2019)
Town of Snowmass Village Comprehensive Plan (2018)
Summit County Housing Needs Update (2020)
Summit Prosperity Initiative Community Assessment (2019)
Breckenridge Destination Management Plan (2018)
Town of Frisco Strategic Plan (2020-2021)
NWCCOG Regional Assessment of Childcare Industry (2021)
Colorado Resiliency Framework (2020)
Colorado Rural Economic Blueprint
Colorado Dept. of Labor & Employment / Office of the Future of Work / A Path Forward
Colorado Department of Homeland Security & Emergency Management Strategic Plan (2019-2021)
Links to these documents can be found HERE. (http://nwccog.org/edd/data-center/comprehensive-
economic-development-strategy/ceds-5-year-update/)
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Appendix D: Stakeholder Engagement Meetings and Resources
The following stakeholder engagement meetings and other resources were participated in,
reviewed and analyzed to inform the CEDS 5-Year Update:
Breckenridge Tourism Office Resident Sentiment Survey (5/25/21)
Summit County Economic Impact Survey Results (June 2021)
Basalt Public Engagement Survey (2021)
Basalt Forward 2030 Community Engagement Initiative
Aspen Resort Chamber Association –Business Outlook Forum (5/25/21)
Entrepreneurship in the Roaring Fork Valley –Regional Needs Assessment (May 2021)
Small Business Legislative Stakeholder meeting with Sen. Hickenlooper (5/19/21)
Mountain Region Town Hall with Federal and State Legislators (5/17/21)
Mountain Region Town Hall with State Legislators (5/3/21)
Summit County REDI Community Survey (2019)
Summit County Business Impact Survey (Nov. 2020)
Summit County Business Impact Survey (July 2020)
Colorado Outdoor Recreation Industry Office COVID-19 Impact Survey (April 2020)
Town of Avon Community Survey (2021)
Town of Minturn Community Survey (2020)
Jackson County Town Hall –Jan. 27
Grand County Town Hall –Jan. 27
Work in Grand meeting –Jan. 21
Breckenridge Tourism Office Community Update –Jan. 14
Mountain Roundtable Town Hall with Senator Michael Bennet –Jan. 8
Pitkin County Growth Management Plan Pubic Outreach (ongoing)
NWCCOG Member Needs Survey (2021)
Links can be found HERE (http://nwccog.org/edd/ceds-5-year-update-stakeholder-engagement/)
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Appendix E: Data Sources
Colorado State Demography Office
Colorado Department of Labor and Employment, LMI Gateway
Colorado Department of Labor and Employment, Emsi Q2 2021 Data Set| www.economicmodeling.com
U.S. Bureau of Labor Statistics
U.S. Census Bureau American Community Survey
StatsAmerica.com
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