# Second Mesa Culture Center Website 2016 (2021) > Briefs, arguments, decisions, and more. URL: https://www.frixlaw.com/law-library/documents/tribal%3Ahopi_arizona%3Ae102fa4b81bc83ae ## Record - **Collection:** Tribal code - **Document type:** Tribal code ## Text 1 1 Second Mesa Culture Center Website 2016 Hopi Comprehensive Economic Development Strategy The 2021 Hopi Tribe Comprehensive Economic Development Strategy U.S. Economic Development Administration Prepared by: Hopi Tribe Office of Community Planning and Economic Development and Land Information Systems OCPEDLIS 1 Hopi Comprehensive Economic Development Strategy About This Update This 2021 Hopi Tribe Comprehensive Economic Development Strategy is a modest modification from the similar documents that have been produced by the Hopi Tribe over the past few years. In other words, most of the content remains unchanged, with a few modifications and updates. First, the Resiliency section was revised and updated with additional information. Second, The Tribal Council Listing (as of 3.18.21) tourism, housing, and water sections has been updated. Third, New projects was added to the Strategic Projects section. Fourth, Information was added regarding jobs and investments (pages 9-10) Fifth, a section was added on the COVID-19 response and CARES Act spending (pages 34-37) Sixth, The Action Plan items (Evaluation of Progress on Action Plan and Goals) are on pages 127-133. Finally, minor edits were provided throughout the document to increase clarity. 2 Hopi Comprehensive Economic Development Strategy Hopi Tribal Council Executive Branch Timothy L. Nuvangyaoma, Hopi Tribal Chairman Clark W. Tenakhongva, Hopi Vice Chairman Barbara Lomayestewa, Tribal Secretary Wilfred L. Gaseoma, Tribal Treasurer Violet Sinquah, Sergeant at Arms Village of Bakabi Velma Kalyesva Clifford Qotsaquahu Dwayne Secakuku Village of Kykotsmovi David Talyumptewa Danny Honanie Phillip Quochytewa, Sr. Herman G. Honanie Upper Village of Moencopi Michael Elmer Robert Charley Philton Talahytewa, Sr. Hubert Lewis, Sr Village of Mishongnovi Village of Sipalouvi Vacant Alverna Poneoma Rosa Honanie Delores Coochyaptewa Mervin Yoyetewa Pansy K. Edmo First Mesa Consolidated Villages Albert T. Sinquah Dale Sinquah Wallace Youvella, Jr. THE FOLLOWING VILLAGES CHOOSE TRADITIONAL GOVERNMENT AND DO NOT HAVE VILLAGE REPRESENTATION ON THE TRIBAL COUNCIL. Village of Shungopavi Village of Oraibi Village of Hotevilla Village of Lower Moencopi 3 Hopi Comprehensive Economic Development Strategy Table of Contents Executive Summary .................................................................................................................................................5 Scope of Plan...............................................................................................................................................................9 Village-based Outreach and Economic Development Priorities ........................................................ 11 Project Implementation Phase ......................................................................................................................... 14 2019 SWOT Analysis ............................................................................................................................................ 14 Current State of Hopi............................................................................................................................................ 31 Background .............................................................................................................................................................. 31 Strategic Adjustments and Activity Relating to COVID-19 ................................................................... 34 Socio Economic ....................................................................................................................................................... 37 Education .................................................................................................................................................................. 59 Water .......................................................................................................................................................................... 62 Solid Waste ............................................................................................................................................................... 70 Public Utilities ......................................................................................................................................................... 71 Energy ........................................................................................................................................................................ 76 Transportation........................................................................................................................................................ 92 Economic Development ...................................................................................................................................... 95 Land .......................................................................................................................................................................... 104 Department of Natural Resources ............................................................................................................... 113 Economic Resilience .......................................................................................................................................... 114 First Mesa Consolidated Village Priority Projects ................................................................................. 126 Plan of Action for Implementation .............................................................................................................. 127 Appendix A ............................................................................................................................................................ 140 Reservation Vegetation Zones ..................................................................................................................... 142 Paavahu: Water Resources .......................................................................................................................... 146 Tutskwa niqw toko’at: Land and Mineral Resources.......................................................................... 152 Appendix B ............................................................................................................................................................ 164 Key Success Factors Categories. .............................................................................................................. 165 4 Hopi Comprehensive Economic Development Strategy Executive Summary The Hopi Comprehensive Economic Development Strategy (herein after known as “CEDS”) has been prepared by the Hopi Tribe to serve as a guide to assist the tribe in promoting greater economic development and economic self-sufficiency for the Hopi people and their reservation communities. The CEDS examines and evaluates the current state of the Hopi Tribe’s infrastructure and facilities as necessary components of the tribe’s overall plan to develop and maintain its reservation lands as a permanent sustainable homeland for the Hopi people. The CEDS will also identify the economic development challenges facing Hopi through an examination of the policies and procedures that either help or hinder Hopi in the pursuit of its strategic objectives, along with an analysis of proposed projects and their possible impacts on the Tribe’s present and future economic development and upon its members. The assertion of its sovereignty and establishing a strong strategic plan and organization, along with good leadership will enhance the ability of the Hopi Tribe to implement the CEDS framework. The framework or viewpoint of the CEDS will be to assess the Tribe’s current situation and offer recommendations and strategies for improving and to continuing a resilient and sustainable Tribal nation. The CEDS is a living document that reviews all projects whether under EDA or other Federal funding and actively annually updated by consultant Joelynn Ashley 2015 to 2017. The tribe intends to review and update the CEDS annually as a collaborative effort lead by OCPEDLIS. The CEDS had identified and reviewed the current external national and state policies regarding climate change and the economic challenges and threats posed by this issue for the Hopi Tribe through the Clean Air Act (CAA). The national movement has swayed the pendulum from fossil fuels to renewable energy, given the decline with natural gas. Having no tax base, the Hopi Tribe over the last 40 years has relied on its Black Mesa coal leases with Peabody Energy to produce the bulk of its governmental revenues. The coal revenues have been relied on historically to produce 88%2 of the Hopi Tribe’s General Fund – the revenues that are used to fund the essential governmental services provided by 2 Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010, Pg. 39. Prepared for the Hopi Tribe. ICF Resources, LLC, Fairfax, VA 22031 Letter Dated March 1, 2010 from Leroy Shingoitewa, Chairman, Hopi Tribal Council, to Jared Blumenfeld, EPA; Document number 0211 in the docent for the ANPRM: EPA-OAR-2009-0598. 5 Hopi Comprehensive Economic Development Strategy the Tribe to its people. Fueled by growing concerns over global climate change, dramatic changes in federal environmental policies with respect to coal-fired energy production pose huge economic challenges for the Tribe, which will essentially face a collapse of its economy if its coal sales were to end with a potential closure of the Navajo Generating Station (NGS) located in Page, Arizona. Note: NGS did close in December 2019. The Hopi Tribe is among the most underdeveloped and most vulnerable populations in the United States and has already suffered enough from stringent and inflexible environmental regulations.3 The shutdown of the Mohave Generating Station (MGS) has already imposed a highly disproportionate economic burden on the Tribe. The shutdown of NGS, the sole remaining buyer of Hopi coal after environmental regulations shut down MGS ten years ago, would devastate the Hopi Tribe…”4 The Hopi have suffered lost the revenues from MGS, a lost between $3.6 million to $6.8 million5, as a result of these challenges and that the loss of NGS will spell economic calamity in the absence of alternative revenue sources and a diversified economy that is not heavily dependent on a single revenue source. The CEDS will discuss how the climate change and the change in the energy industry continues to affect the tribe’s future finances and will review current tribal policies, plans and proposed projects in light of the challenges posed for the Hopi Tribe by climate change and the current state of the energy market. In order to deal with the continued challenges, the Hopi Tribe’s goal will be to increase jobs opportunities, housing, and overall economic growth by creating and developing a sustainable economy for the future generations of Hopi members. At the same time, the CEDS must be used to implement in a way that protects and respects the cultural and natural resources of the Hopi People, in particular, their land and water. The CEDS is comprehensive in nature and is intended to create a collective inventory of the critical needs, projects/problems, and opportunities for a resilient Hopi economic development plan. The CEDS focuses on the critical need for water, sewer and electrical infrastructure and need to strengthen the Tribe’s ability to organize and move a project moving forward towards completion, including actual construction. The strategy 3 Ibid at pg 7. 4 Ibid at pg 7. 5 Ibid at pg 7. 6 Hopi Comprehensive Economic Development Strategy will incorporate input and guidance from the Hopi Tribe’s Tribal Government, as well as from the autonomous Hopi Villages, and individual community members. The Village and Clan authority over lands and sacred sites are included as part of the CEDS. The CEDS will be utilized as a document not only for planning economic development, but also as a means of protecting the Village’s right to develop their own plans for future housing, small to major infrastructure improvements/developments and other initiatives within each village’s jurisdiction. The Villages are in control of planning and development, both by growth in housing, or by other economic development. Village efforts are included into the CEDS so that the document can create awareness for all members; even where no development is planned, leaving the village to handle its own growth, according to its own decisions as time goes forward. The Hopi Comprehensive Economic Development Strategy will be a guide for the Tribal Council, the Villages and the people to be utilized for applying for federal, state, and local funding opportunities that will assist the tribe in facing the challenges of building a sustainable homeland in a remote reservation environment with few direct links to the regional and national economies. 7 Hopi Comprehensive Economic Development Strategy 8 Hopi Comprehensive Economic Development Strategy Scope of Plan This plan has a ten – fifty-year scope and focuses on the essential framework of where the Tribe and its internal departments and programs will be over the years leading to the next 2017 CEDS summary through a strategic analysis utilizing the SWOT analysis, consisting of identifying the Strengths, Weaknesses, Opportunities and Threats. The 2017 CEDS SWOT analysis will then work on identifying the strategic direction and action plan, followed by an evaluation framework, through various public meetings and work sessions conducted over a period of time. Each section has identified tribal departments/programs, which have set a goal and list of priorities that will be setting the short or long terms plans through the CEDS. The recovery from the projected future loss of the tribe’s coal revenues will be critical in lessening the economic impacts on the Hopi Tribe and its members. This plan will serve as the foundation for both direct short term and future long range planning in that effort. The CEDS will compile the list or inventory for all major projects and identify the priority listing for key or necessary projects. Those projects will then be reviewed to determine their strengths, weaknesses, opportunities and threats (SWOT) through continued updates for the CEDS. A CEDS Plan is also concerned with the number of Jobs created/or retained, the number, types and amount of major investments undertaken in the region, the reduction in unemployment rates and the number of group business training sessions. This information has been impacted by the COVID-19 Pandemic, and by the fact that the Tribe was under strict lockdown for much of the time that the current CEDS update was put together. At the same time, there were investments made during this period: The HAMP (Hopi Arsenic Mitigation Project) which is a $20 million project funded by the federal EPA (Environmental Protection Agency) and IHS (Indian Health Services) to bring healthy drinking water to Hopi Villages (pages 30-34); the construction of the Kykotsmovi Travel Center (pages 65-66); and infrastructure and new modular office development at Turquoise Wells/ Tawa’ovi. The Hopi tribe is also in the process of finalizing a lease on Tribal fee simple land for the potential construction of a 100MW solar array. 9 Hopi Comprehensive Economic Development Strategy These investments created mostly temporary construction jobs. The Kykotsmovi store, however, will create about seven full-time jobs. Of note is that the Hopi Tribe decided not to lay-off staff as a result of the coal revenue cutback or COVID-19. There have been some temporary lay-offs from private businesses on the Reservation during the lockdowns. The most up-to-date unemployment data that could be found is for 2019 (pages 22-23). No business workshops were scheduled due to the COVID-19 Pandemic and the lockdowns. Looking to the Future The Hopi Tribe’s elected officials will set the policies and plans that will guide the departmental staff in implementing strategies aimed at diversifying the tribe’s economy away from dependency on coal revenues through development of other forms of revenue income. By diversifying the tribe’s economy through strategically planned and implemented economic development, the Hopi Tribal Council will have the opportunity to create a self-sustaining economy that reflects the core Hopi traditional and cultural values that have sustained the Hopi in their homeland over many hundreds of years. The approach will be to set goals/recommendations to implement the work. Community and Economic Development Strategies  Energy and Renewable Energy Development  Businesses such as Solar and/or Wind Development  Eco and Cultural Tourism “Center of the World” concept  Tawa’ovi as a main destination  Traveling Tourists visit to a Hopi Visitor Center  Traditional Hopi Farming  Light industrial and manufacturing  Hopi Constitution and creating a tax base  Hopi Tribe Gaming  Hopi Business Council  Hopi Tribe Elections and Terms Improvement to the Quality of Life 10 Hopi Comprehensive Economic Development Strategy  Safe Drinking Water  Housing  Veterans Center  Senior Citizen Center  Youth Center and/or Boys and Girls Club  Self-Sustaining Hopi Tribal Utility Authority  Utility infrastructure (water, sewer and energy The vision statement, goals and objective should respond to the analysis of the area’s development potential and problems (i.e., SWOT analysis). The goals should reflect the desires of most regional stakeholders and should also be realistic and limited to a manageable number.6 Some should address things that can be realized within a short period of time, while others require a longer period for implementation. The vision, goals, and measurable objectives will provide a strategic framework for public and tribal decision-making and serve as the basis for the formulation and focus of the action plan. Village-based Outreach and Economic Development Priorities The Hopi Tribe engaged the services of consultants to assist Hopi Villages to identify and implement projects that address the pending jobs and budgetary crisis stemming from the probable closure of the Peabody Mine. This work was conducted from December 2017 through September 2018. In total, over 40 face-to-face meetings were held with Village leaders, staff and volunteers. The table on the next page shows the meeting activity for the 11 Villages/Communities that chose to participate in the process. Outreach Meetings Village/Community December 5-7, 2017 January 23-26, 2018 March 12-15, 2018 April 17-19, 2018 May 15-18, 2018 June 11-15, 2018  July 24-26, August 1, 2018                         Bacavi Lower Moencopi Kykotsmovi  Mishongnovi Sichomovi Sipaulovi  Shungopavi Spider Mound Tewa 6   August 27, 2018     CEDS Content Guidelines FY 2015 pdf. 11 Hopi Comprehensive Economic Development Strategy Upper Moenkopi Walpi       When the outreach process ended in September of 2018, the 11 Villages were in various stages with respect to project selection and implementation. In addition, the respective priority projects would require a variety of economic development services as shown in the table below (business/marketing, capacity building, engineering analysis, grant writing, housing assessment, land use planning, project development, strategic planning and Village outreach.) Prioritization of Projects (as of September 2018) Bacavi Hotevilla Kykotsmovi Lower Moencopi Village Mishongnovi Shungopavi Sichomovi Sipaulovi Spider Mound Tewa Upper Moenkopi Village Walpi Multiple-Village Services Five projects are in the preliminary discussion stages Outreach efforts to engage the Village have yet to result in a meeting. Land Use Plan including community mapping and land ownership Poosiwlelena project development Hydroponics project development The first meeting with Mishongnovi Village took place in July 2018 Grinding Mill project Tourism Development Strategy Mesa geologic analysis and recommendations Marketplace Project Update Master Land Use Plan Eight projects are in the preliminary discussion stages X X X X X X X X X X X X X X X X X X X X X X X Administrative office space project X X Outhouse system Joint Village Strategic Plan Hopi Tourism Strategic Plan X X X X Although funding was not available to extend the Village outreach effort into a project implementation phase, many of the priority projects still remain intact and could benefit from such economic development expertise. The table below shows the type of activity necessary to advance Village-based priorities. Phase Three Workplan 12 Village Outreach Strategic Planning Project Development Land Use Planning Housing Assessment Grant Writing Engineering Analysis Action Item Capacity Building Village/ Community Business/Marketing Type of Service Hopi Comprehensive Economic Development Strategy Village Priority Bacavi Yet to officially designate priority project Hotevilla Kykotsmovi Lower Moenkopi Village Still awaiting invitation for first meeting; no projects identified Land use plan including community mapping and land ownership identification Poosiwlelena project development Hydroponics project development Mishongnovi Shungopavi Yet to officially designate priority project Grinding Mill Business Plan Tourism development strategy Sichomovi Mesa geological analysis Sipaulovi Marketplace project Spider Mound Updated Land Use Plan Tewa Eight projects are under consideration as the priority project for Tewa. Projected Activity Offering business planning assistance to the Community Service Administrator for a preliminary/confidential agriculture-related business development project. To be determined. Drone-based mapping services were completed; final Land Use Plan yet to be delivered Existing project documentation has been reviewed; initial work has been completed to refine the project location parameters. Continued development of the project should be conducted as a part of a broader commitment to address the land and infrastructure requirements for the project. Funding from the Economic Development Administration (EDA) Assisting Coal Communities (ACC) has been committed to the Hopi Tribe for this project. Feasibility analysis will be completed in calendar year 2019. To be determined. The project priority was changed in the Summer of 2018 from “water filtration project” to “grinding mill.” The next step for the project might be the development of a business plan. This project has been funded by the Economic Development Administration (EDA) Assisting Coal Communities (ACC) program. The Tourism Strategic Plan is anticipated to be completed during calendar year 2019. Outreach has been conducted to the United States Geological Survey (USGS). Pending the response from USGS and potentially from universities, this analysis may proceed. Up through August 2018, it was presumed that this project would be positioned for a grant request for Indian Community Development Block Grant (ICDBG) funding. Potential conflicts amongst Villages and Clans caused the project not to be submitted for ICDBG funding in early 2019. This situation is in flux at the moment. The drone-based mapping activity has been completed and a report is in process for Yuwehloo Pahki Community. This will enable their engagement with the Joint Village Strategic Plan (JVSP) to be more successful. Awaiting invitation by Village to focus upon project selection and implementation. 13 Hopi Comprehensive Economic Development Strategy Upper Moenkopi Village Administrative office space project Walpi Outhouse system The Village is coordinating with the Tribe to gain consensus on the historic ownership situation of the building and any current environmental hazards (asbestos, for example). Grant writing services for the project can begin once preliminary issues are resolved. Assistance is being provided to understand outhouse system alternatives and funding sources. Grant writing services can then be offered. Project Implementation Phase Given that considerable groundwork has been accomplished in collaboration with Hopi Villages and Communities, it is recommended that “Phase Three/Implementation” commence once funding sources are available for the project. Although the 2018 USDA Rural Development Communities Facilities Technical Assistance and Training Grant (CF TAT) was not approved, a 2019 application would enable this Implementation Phase to commence. Other funding sources might also be available for the project Implementation Phase. 2019 SWOT Analysis The Comprehensive Economic Development Strategy (CEDS) content guidelines require that a SWOT Analysis be completed. A SWOT Analysis is defined as “an indepth analysis of regional strengths, weaknesses, opportunities and threats.” The Hopi Tribe utilized an enhancement to the traditional SWOT Analysis which is referred to as the Key Success Factor Analysis (KSFA). The KSFA recognizes that all communities have 88 Key Success Factors that are relevant to the successful implementation to one or more of 25 economic development strategies. These economic development strategies are options that tribes, communities and regions can select to improve their economic condition and overall quality of life. On Thursday, April 18, 2019, the Hopi Office of Community Planning and Economic Development and Land Information Services (OCPEDLIS) participated in a session with the Community Service Administrators (CSAs) to conduct the KSFA. Although Village members and leaders may have differing viewpoints from the CSAs, the CSAs provide an informed audience in which to conduct the analysis. In general, CSAs are aware of the opportunities, challenges and priorities of their Village, and have administrative skills to support such priorities. 14 Hopi Comprehensive Economic Development Strategy Each of the CSAs in attendance were furnished an electronic response card (i.e. “clicker”) and presented with a 285-slide presentation which basically asks one question relevant to each Key Success Factor: “does Hopi have a relative comparative advantage or disadvantage with respect to x.” Each of the CSAs weighed in with their individual response to this question which was asked for each of the 88 Key Success Factors. The 88 Key Success Factors are divided into seven KSF Categories: Assets, Capital, Expertise, Government, Infrastructure, Land and Location. The results of the KSFA are presented in the following table. The most frequent (modal) response is bolded and shaded. Results of Key Success Factor Analysis Legend: A = Strong Comparative Advantage; B = Slight Comparative Advantage; C = No Comparative Advantage or Disadvantage; D = Slight Comparative Disadvantage; E = Significant Comparative Disadvantage. Category # 1 Assets 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Key Success Factor Quality Residential Neighborhoods Accurate, long-term analysis of infrastructure needs and costs Availability of energy resources Available, desirable housing Desirable climate Existence of recreational amenities Existing or prospective cultural attraction Expandable educational institution Financially sound existing health care facility High availability of urban services Local recreational and visitor attractions Proximity and access to forests and forest products Proximity to fisheries commodities Proximity to large volumes of agricultural commodities Proximity to nationally recognized attractions Proximity to raw materials and minerals Proximity to travel routes Proximity to urban populations and workforce centers Recognizable central business district/downtown Sufficient base of local businesses Sufficient local entrepreneurial base A 0 B 0 C 8 D 42 E 50 0 0 0 33 67 36 0 33 0 50 18 0 0 9 0 0 9 0 58 10 42 36 9 9 46 27 0 9 0 8 0 8 0 9 0 0 0 0 18 27 25 75 0 0 40 50 0 0 0 46 55 27 27 64 27 18 9 64 0 100 27 0 9 46 18 36 42 10 46 17 10 9 17 10 9 8 10 0 17 60 0 0 9 18 73 0 0 27 0 0 37 0 0 9 0 100 36 64 18 9 15 Capital Hopi Comprehensive Economic Development Strategy 22 Insulation from industrial business annoyances Ability to secure long-term contracts for forest 23 materials 24 Ability to secure power-purchase agreements 25 Access to small business financing 26 Access to large-scale capital 27 Access to long-term infrastructure loans and grants 28 Availability of appropriated funds 29 Competitive recruitment incentives Dedicated local financial resources for staffing 30 recruiters 31 Local funding for downtown development Sufficient marketing, promotion, or public relations 32 budget 33 34 35 36 37 38 39 Expertise 40 41 42 43 44 45 46 47 48 49 50 51 52 53 Ability to build a team comprised of energydevelopment experts Ability to compete in a global market Ability to identify product and service gaps Ability to network and attend relevant trade shows Ability to successfully market materials Ability to understand industry trends and opportunities Capable, experienced economic development professionals Competent, strategic-minded hospital and health care executives Cooperation of economic development staff and educational community Cultural development and advocacy organization Dedicated business coaching staff Downtown organization and staff Existing excellence in local health care Implementation of national Main Street Four-Point Approach Local ability to identify and advance a funding proposal Relationship with site selectors Relative sophistication in coordinating and marketing local events Sophisticated tourism development promotion Sophisticated use of the internet for marketing Staff focused on attracting retirees and/or lone eagles Support from local education professionals at all levels 50 8 17 17 8 0 9 9 0 82 10 0 0 0 10 0 10 10 0 10 10 0 0 20 0 0 0 0 30 30 36 30 30 10 50 40 64 60 50 90 0 0 0 0 100 0 0 0 9 0 0 0 0 100 0 10 30 10 50 0 0 8 0 0 8 8 9 0 0 0 18 27 17 25 18 73 75 59 55 0 9 9 18 64 0 20 0 40 40 0 0 0 9 91 0 8 8 34 50 9 8 0 0 18 0 0 0 9 0 0 0 18 0 20 10 46 92 80 90 0 0 0 10 90 0 10 30 20 40 0 0 0 9 91 0 9 18 55 18 0 0 0 0 11 0 0 22 0 40 56 11 60 11 89 0 9 0 18 73 16 91 Hopi Comprehensive Economic Development Strategy 54 55 56 57 58 Government 59 60 61 62 63 64 65 66 67 68 69 Labor Infrastructure 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 Supportive post-secondary education training program Team approach to infrastructure finance Active engagement of downtown buildings and business owners Community acceptance of the visitor industry Community support for needed infrastructure rate increases Favorable state policies with respect to office locations Local focus on revenues from visitors Local government support Local pro-business climate Projected growth in government budgets Strong community support Strong relations between economic development organization and local businesses Strong state and/or federal legislative delegation Support for attracting retirees Support from local businesses Local policies and ordinances supporting quality neighborhood development Supportive state energy policies and incentives Adequate housing for labor force Adequate telecommunications infrastructure Availability of brownfield sites Availability of industrially-zoned land for industrial park development Availability of land for business prospects Availability of local buildings Availability of local infrastructure Excess water and sewer infrastructure capacity High-speed Internet Land/Buildings/Campus for education development Proximity to transmission lines with excess capacity Local, available, low-skill labor pool Local, available, high-skill labor pool Advantageous location for government or education expansion Prospect of an expanded geographic market for health care Proximity and access to markets Proximity to scheduled air service Strategic location for distribution centers 0 0 0 44 56 0 9 0 18 73 0 0 0 10 90 8 17 25 25 25 8 25 8 0 59 0 0 8 42 50 0 0 0 0 8 8 9 8 0 34 8 9 0 0 25 25 27 17 10 8 59 55 75 90 25 0 9 0 27 64 0 0 0 0 8 17 0 0 8 10 33 42 90 59 33 0 0 8 0 82 0 0 0 0 0 0 0 58 0 0 0 0 0 100 9 91 50 50 25 17 0 55 9 18 18 8 0 0 0 0 18 0 42 0 42 17 10 0 0 46 0 42 10 0 0 20 9 8 0 0 8 30 17 8 30 9 50 0 9 0 40 33 75 40 82 42 36 91 8 20 9 46 0 18 27 9 55 18 9 9 0 0 0 9 0 0 9 0 10 9 73 0 100 10 80 17 Hopi Comprehensive Economic Development Strategy As described in the Hopi Tribe Prioritized Strategy Report (PSR), each of the 25 economic development strategies (which are described in Appendix B) have been scored on a scale of 0-100 based on the results of the KSFA administered to the Community Service Administrators. The scores range from ‘0’ for two strategies (Downtown Development and Infrastructure Development) to ‘58’ for Cultural Tourism. In general, strategies that score ‘75’ points and above as “recommended,” scores between ‘60’ and ‘74’ as “borderline” and scores under ‘60’ as “challenging.” As such, all 25 of the economic development strategies are scored as “challenging.” This may not be surprising given the remote location of Hopi as well as the absence of infrastructure and many of the other attributes necessary for successful economic development activities. Three of the strategies score in the ‘50s,’ including Cultural Tourism, Valueadded Mining and Local/Regional Tourism. Successful implementation of these strategies may prove to be “less challenging” than others based upon the KSFA. A fourth strategy, Destination Tourism, scores a ’40.’ Based upon the international reputation of the Hopi Tribe and tribes of the southwestern United States, Hopi may have an opportunity to successfully implement this strategy. All of the other strategies score 34 points or lower. This result, especially when combined with the effects of many of the traditional ceremonial practices and beliefs of the Hopi Tribe, underscores the challenge of successful economic development at Hopi. Hopi Tribe Prioritized Strategy Report Strategy Score Strategy Group Cultural Tourism 58 Tourism Value-added Mining 55 Value-added Local/Regional Tourism 50 Tourism Destination Tourism 40 Tourism Energy Development 34 Sector-specific Environmental Restoration 34 Sector-specific Health Care Expansion 29 Community Development Logistics Centers 28 Sector-specific Attracting Government Jobs 22 Other Attracting Funding 21 Other Value-added Agriculture 20 Value-added Education Development 20 Community Development 18 Hopi Comprehensive Economic Development Strategy Bedroom Community Development 20 Community Development Business Recruitment 19 General Business Pass-through Visitor Services 19 Tourism Entrepreneurial Development 18 General Business Business Cultivation 14 General Business Leading-edge Development 14 Sector-specific Attracting Lone Eagles 14 Other Business Retention and Expansion 13 General Business Value-added Fisheries 13 Value-added Value-added Forest Products 12 Value-added Attracting Retirees 10 Other Downtown Development 0 Community Development Infrastructure Development 0 Other *An analysis of this report, showing the “categories” of Key Success Factors is shown in Appendix B at the back of this CEDS document. Strategy-based SWOT Analysis. The “SWOT Analysis” performed through the KSFA process is somewhat different than the traditional approach. Rather than identifying the strengths, weaknesses, opportunities and threats to the Tribe in general (or to communities in general), such strengths, weaknesses, opportunities and threats are considered specific to the 25 strategies available to communities for economic development. For example, the table shows the “strengths” and “challenges” with respect to the Hopi Tribe implementing a Business Recruitment strategy. The table shows that the number of strengths (three) is significantly smaller than the number of challenges (15). So, of the 18 Key Success Factors necessary for the Tribe to successfully implement a Business Recruitment strategy, fully 15 of the factors are comparative disadvantages. And of those 15, 10 of them are “major” comparative disadvantages. In short, the Hopi Tribe will have a significant challenge implementing a traditional Business Recruitment approach. This information not only suggests the overall challenge of implementing the strategy, but it also targets the factors that must be overcome in order to proceed with successful strategy implementation. A similar table can be made available for all strategies. 19 Hopi Comprehensive Economic Development Strategy Business Recruitment STRENGTHS TO BUILD UPON Major Comparative Advantages Slight Comparative Advantages  Local, available, low-skill labor pool  Availability of land for business prospects  Strong community support CHALLENGES TO OVERCOME Major Comparative Disadvantages Slight Comparative Disadvantages  Sophisticated use of the internet for marketing  Capable, experienced economic development professionals  Support from local businesses  Availability of local infrastructure  Local, available, high-skill labor pool  Access to large scale capital  Dedicated local financial resources for staffing recruiters  Proximity and access to markets  Proximity to scheduled air services  Ability to compete in a global market  Competitive recruitment incentives  Relationship with site selectors  Local government support  Ability to network and attend relevant trade shows  Availability of local buildings 20 Hopi Comprehensive Economic Development Strategy Introduction The Hopi Tribe’s Office of Community Planning and Economic Development (OCPED) has secured a grant through the U.S. Department of Economic Development Administration. The objective of the grant has been to help the Hopi Tribe update the Hopi Tribe Comprehensive Economic Development Strategy (CEDS). The Hopi Tribe has faced a series of events that have led the Hopi Tribe’s Tribal Revenue to dwindle due to national and local policies surrounding the sale of the Hopi coal. With the close of the Mohave Generating Station (MGS) in 2005, the Hopi Tribe suffered a devastating economic loss of many millions of dollars previously generated by coal sales to MGS. The Black Mesa mining operation supplied coal to the Mohave Generating Station from 1970 until December 2005, when the Black Mesa mining operation ceased delivering coal due to the suspension of Mohave Generating Station operation.7 The Hopi Tribe is the tribe most dependent on a single source of coal revenues in the United States.8 The Hopi Tribe must emphasize once more: the shut-down of NGS, the only remaining buyer of Hopi coal after environmental regulations shut down the Mohave Generating Station, would devastate the Hopi Tribe and greatly harm the Navajo Nation.9 The Hopi Tribe has never recovered from the economic impacts of the lost MGS revenues. Since 2010, the Hopi Tribe’s comments on Climate Change Legislation and to the U.S. Environmental Protection Agency In Re the Environmental Protection Agency’s Advanced Notice of Proposed Rulemaking Regarding Best Available Retrofit Technology for Nitrogen Oxide Emissions at the Navajo Generating Station Docket Number EPA-R09OAR-2009-0598, have stressed the economic relationship of the Tribe to the Navajo Generating Station (NGS). The March 2010 report prepared by the Hopi Tribe, and the ICF International Report on the Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a 7 Black Mesa Project EIS, ES-3 Executive Summary, November 2008. 8 Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010, Pg. 38. Prepared for the Hopi Tribe. ICF Resources, LLC, Fairfax, VA 22031. Letter Dated March 1, 2010 from Leroy Shingoitewa, Chairman, Hopi Tribal Council, to Jared Blumenfeld, EPA; Document number 0211 in the docent for the ANPRM: EPA-OAR-2009-0598. 9 Ibid at pg. 38 21 Hopi Comprehensive Economic Development Strategy Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010 10 provided an overview of the tribe’s historical economic relationship to the NGS plant. National Climate Change Policy has hit the Hopi Tribe once with the closure of MGS; the next chapter may well see those negative economic impacts magnified many times over if, as may be likely, the NGS plant eventually faces the same fate as MGS back in 2005. NGS closed in December 2019. The Hopi Tribe will directly lose 544 jobs and indirectly between 816-1,360 jobs. That will total 1,360 – 1,904 of jobs lost from the NGS plant closure. The total in payroll and benefits will be a total in 2009 dollars $8 million dollars for the Hopi Tribe. NGS and Federal Resource Planning Volume 1: Sectoral, Technical and Economic Trends Report by NREL, November 2016 states: (1) Electricity produced at NGS is currently more expensive than electricity purchased on the wholesale spot market; (2) Loss of revenue from surplus NGS power sales could harm water delivery and economic development, which is called the Arizona Water Banking Authority (AWBA), affecting future Federal Indian Water Rights Settlements; (3) Renewable energy, both utility scale wind and solar is in decline; (4) Arizona does have some productive solar resource potential in the U.S.; and (5) However, the State of Arizona continues to push for new developments of solar, wind and geothermal generation, which could all be used as part of the NGS transition strategy. A recent report titled, Navajo Generating Station (NGS) and Federal Resource Planning Volume 1: Sectoral, Technical, and Economic Trends prepared by National Renewable Energy Laboratory (NREL), November 2016 was generated to work with stakeholders to develop a Navajo Generating Station roadmap.11 The NGS Working Group intends to work with stakeholders, including NGS plant owners, Navajo Nation, Hopi Tribe, CAP, Gila River Indian Community and other Arizona Indian tribes who receive water from CAP, non-Indian CAP water users, and environmental and community groups, to develop a roadmap for accomplishing the goals described above.12 The roadmap should include action recommendations and initial steps to begin implementing key 10 Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010. Prepared for the Hopi Tribe. ICF Resources, LLC, Fairfax, VA 22031 Letter Dated March 1, 2010 from Leroy Shingoitewa, Chairman, Hopi Tribal Council, to Jared Blumenfeld, EPA; Document number 0211 in the docent for the ANPRM: EPA-OAR-2009-0598. 11 Navajo Generating Station & Federal Resource Planning Volume 1: Sectoral, Technical, and Economic Trends. November 2016 Prepared by National Renewable Energy Laboratory (NREL) pg. iv. 12 Ibid at pg. iv. 22 Hopi Comprehensive Economic Development Strategy recommendations.13 It should be consistent with Federal trust responsibilities to federally recognize Indian tribes in the region1. 14 The discussion with the stakeholders had met on January 4, 2013, the Department of the Interior, Department of Energy, and the Environmental Protection Agency formed a working group and released a Joint Federal Agency Statement that committed to a broad set of long-term goals for ‘producing clean, affordable, and reliable power, affordable and sustainable water supplies, and sustainable economic development, while maximizing negative impacts on those who currently obtain significant benefits from NGS, including tribal nations.”15 July 1, 2017, the NGS agreements to allow for decommissioning after 2019 must be executed by the Navajo Nation and delivered to NGS participants. December 1, 2017, all necessary approvals of those agreements must be received, including any compliance required by U.S. December 22, 2019, unless agreements have been executed and all necessary approvals obtained to transfer ownership and operation of NGS to the Navajo Nation or other parties, decommissioning activities will commence. The Navajo Generating Station (NGS) is a three-unit, 2,250 megawatt (MW) coalfired power plant located on tribal trust lands lease from the Navajo Nation (Nation) near Page, Arizona. 16 The plant operates pursuant to the “Navajo Project Indenture Lease” (1969 Lease), which expires in December 2019.17 In February 2017, the non-Federal NGS Participants (utility owners known as the Lessees) announced they no longer intend to operate NGS after December 2019.18 The 1969 Lease generally requires the retirement19 of certain NGS facilities after operations end, and the Lessees expect that retirement activities will require two or more years to complete.20 The NGS Lessees are in ongoing discussions with the Nation for a land use arrangement to allow NGS operations to continue through December 2019, and have retirement activities begin in 2020.21 Without such an Ibid at pg. iv. Ibid at pg. iv. 15 Ibid at pg. iv. 16 Memorandum: Public Scoping for an Environmental Assessment Covering Navajo Generating Station Operations Through December 2019 and Retirement Activities Beginning in 2020 (Action by June 9, 2017), May 23, 2017 Pages 1-3. 17 Ibid at pg. 1 18 Ibid at pg. 1 19 “Retirement” in this document refers to all work that will occur on the NGS lease site after power generation ends, including: decommissioning, demolition, and removal of facilities, restoration of lands, post-closure monitoring, and access. Retirement does not include reclamation activities associated with the Kayenta Mine, as required by the Surface Mining Control and Reclamation Act and as detailed the approved reclamation plan. 20 Memorandum: Public Scoping for an Environmental Assessment Covering Navajo Generating Station Operations Through December 2019 and Retirement Activities Beginning in 2020 (Action by June 9, 2017), May 23, 2017 Pages 1 21 Ibid at pg. 1. 13 14 23 Hopi Comprehensive Economic Development Strategy agreement, NGS would need to stop generating electricity by December 2017, so that retirement could be completed before the 1969 Lease expires in December 2019.22 The NGS Lessees and the Navajo Nation are considering options that would allow NGS operations to continue through December 2019, and provide for retirement beginning in January 2020. 23 Associated transmission uses also are being considered. 24 These matters are the subject of ongoing negotiations between the Navajo Nation and the NGS operator, the Salt River Project Agricultural Improvement, and Power District (SRP).25 The form and terms of a potential agreement, are unknown at this time. Regardless of the form and terms of a potential agreement, the current Lessees do not plan on to generate coal-fired electrical energy at NGS after December 2019. 26 Note: NGS did close in December 2019. National coal fired energy sales and national climate policy will eventually affect a major key aspect of the Hopi economy – the reliable source of electrical energy currently delivered to the reservation from the Arizona Public Service (APS) coal-fired power plant located in Joseph City, Arizona. This energy supply is delivered to the Hopi Tribe through a single 64 KV line to a small substation located in Keams Canyon Arizona. This substation then feeds one single line, with many spurs off the line from Keams Canyon to Third Mesa. National policy will take a heavy toll on the Hopi tribe, creating both the challenge and the urgency to create and implement an independent economic development strategic plan over the course of the next ten – fifty years. The Hopi Tribal Government and its elected officials recognize that the urgency to commit the Tribe to reviewing and considering other options that will either diversify its coal revenues through developing avenues into other markets for its coal, -knowing well the foreseen closure of NGS at the end of December 2019 through the development of other economic development revenue sources through renewable energy such as solar and/or wind. Proposed projects will be identified with a necessity to set priorities for implementation in the near future. The Hopi Tribe CEDS will identify possible future Ibid at pg. 1. Ibid at pg. 1. 24 Ibid at pg. 1. 25 Ibid at pg. 1. 26 Ibid at pg. 1. 22 23 24 Hopi Comprehensive Economic Development Strategy projects to increase employment and create a quality of life for all ages of Hopi Tribal members. Hopi Tribal Organization Hopi Tribal Government existed for many hundreds of years before the founding of the United States. Hopi governmental authority was traditionally exercised at the local village level through the religious leadership. In 1934 the Hopi chose to organize under a constitutional form of government under federal legislation known as “the Indian Reorganization Act of 1934”. The Hopi Constitution established the Hopi Tribal Council as the governing body for all issues affecting the Tribe as a whole, while local matters were largely left to the village governments. Hopi Traditional Sovereignty As stated in one report concerning traditional Hopi government structure, “They remained largely self-sufficient communities, an agricultural and pastoral society under the leadership of village governments, each village continuing to exist as an independent sovereignty. Being a profoundly religious people, each Hopi Village government was headed by its principal spiritual leader, the Kikmongwi. The Kikmongwis and other religious leaders chosen by the various clans governed the religious and secular life of the village as their ancestors had for centuries before. Under the Hopi system, property rights were determined village by village, according to clan membership as determined by a system of matrilineal descent.”27 Hopi Tribal Constitutional Government Following a vote by the Hopi people adopting a constitution, on December 19, 1936, (As Amended on August 1, 1969; February 14, 1980 and December 7, 1993); the U.S. Secretary of the Interior approved a constitution for the Hopi Tribe under the Indian Reorganization Act of 1934. The Hopi Constitution established the Hopi Tribal Council and gave it the responsibility to protect traditional Hopi lands and its people, and to carry Report to the Hopi Kikmongwis and other Traditional Hopi Leaders on Docket 196 and the Continuing Threat to Hopi Land and Sovereignty. (1979). Indian Law Resource Center: Washington, D.C. 27 25 Hopi Comprehensive Economic Development Strategy out the tribe’s government-to-government relationship with the United States. The Hopi Constitution provides in Article III – Organization, that the following (list) villages are recognized: First Mesa (consolidated villages of Walpi, Shitchumovi, and Tewa); Mishongnovi, Sipaulavi, Shungopavi; Oraibi, Kykotsmovi, Bakabi, Hotevilla and Moenkopi.28 By organizing the Hopi Tribal Council, the Traditional Villages did not accept the modern form of government as reported back to the U.S. Federal Government. The traditional long-standing sovereignty of each village by way of the Kikmongwi had been challenged. Today, as recognized in the current Hopi Tribal Council organizational chart: the First Mesa Consolidated Villages: Walpi, Sichomovi, Tewa; Village of Shungopavi; Village of Oraibi; Village of Hotevilla and the Village of Lower Moencopi remain constant to historical and cultural religious beliefs of the traditional Kikmongwi. Villages All Hopi villages seem to be experiencing annual population growth. The traditional villages must deal with land ownership issues, of which are complicated in nature when it comes to clan, farm, home and/or village lands. However, under the Hopi Tribal government, some lands are being set aside for future communities that do not fall under strict land classifications per the traditional Kikmongwi. With this parallel plan for future economic development, the difficult dilemma facing the Hopi people is the task of maintaining Hopi values and other community values, while living and operating within a larger, more dominant society characterized by an entirely different set of values. 29 Finding a delicate balance to co-exist within the two worlds is difficult but necessary to achieve the Tribe’s vision for the future without having to sacrifice the Hopi way.30 However, as such, the Hopi constitution’s concept of the “majority rule” defined by the U.S. Government, can sometimes lead to tensions between the council’s leadership and that of the village leaders. The western principle of “majority rule”, by empowering the Council to make decisions by majority vote, rather than through the traditional religious Constitution and By-Laws of the Hopi Tribe Approved 19, 1936 and as Amended on August 1, 1969, February 14, 1980 and December 7, 1993. United States Department of Interior Office of Indian Affairs. 29 Hopi Potskwaniat, November 29, 2011, pg 11. 30 Ibid at pg 1. 28 26 Hopi Comprehensive Economic Development Strategy leadership, was viewed by many Hopi as undercutting the rightful authority of the traditional Kikmongwi. Meanwhile, the “two world” concept is developing as a new way for villages to move forward into the future with ideas in developing new housing, schools, and small to large economic ventures, while at the same time remaining true to fundamental religious practices and teachings. Today, many villages continue to practice the traditional form of leadership and do not have elected individuals representing them on the Hopi Tribal Council. The “majority rule” western perception continues to be a point of contention when long time respect and understanding for the Kikmongwi traditional knowledge and ways have been in existence for hundreds of years prior to the “majority vote”.31 Village Government The Hopi Constitution states under Article VII – Land, Section 1. Assignment of use of farming land within the traditional clan holdings of Villages, as recognized by the Constitution, shall be made by each village according to its established custom, or such rules as it may lay down under a village Constitution adopted according to the provisions of Article III, Section 4. Unoccupied land beyond the clan and village holdings mentioned shall be open to the use of any member of the Tribe, under the supervision of the Tribal Council. 32 Each village has either a Community Service Administrator or appointed individual(s) as representatives to handle daily village matters. Tribal Government As the Hopi Constitution reads in the Preamble: This Constitution, to be known as the Constitution and By-Laws of the Hopi Tribe, is adopted by the self-governing Hopi and Tewa villages of Arizona to provide a way of working together for peace and agreement between the villages, and of preserving the good things of Hopi life, and to provide a way Note: The Hopi Tribal Government and its relationship to the various sovereign villages continue to have a variety of interpretations when dealing with who is a representative from a traditional village; either through a majority vote ruling or a kikmongwi appointment. This causes government to move slowly in its need to create a self-reliant government and economy. Voting is a challenge when many do not even come out to vote in Tribal elections. 32 Constitution and By-Laws of the Hopi Tribe Approved 19, 1936 and as Amended on August 1, 1969, February 14, 1980 and December 7, 1993. United States Department of Interior Office of Indian Affairs. 31 27 Hopi Comprehensive Economic Development Strategy of organizing to deal with modern problems, with the United States Government and with the outside world generally.33 The Hopi Tribal Council votes to make tribal law/tribal ordinances and policy and conducts the day-to-day tribal business for both tribal village matters to the governmentto-government relationships with the state and federal entities before the Hopi Tribal Council. The Tribal Council includes a Chairman, Vice Chairman, Secretary, and Treasurer and Village representatives based on the population of each village. The Hopi Tribal Council recently adopted the Hopi Tribal Government Organizational Chart and Hopi Tribal Council Policy Statement Establishing Hopi Tribal Government Organizational Structure and Function, including appropriate funding to fully implement the new Organization Plan to become effective January 1, 2016; and hereby rescinds Resolution H-017-2001 and shall supersede and replace all prior resolutions that are inconsistent or in conflict with the intent, purpose and provisions of this Resolution.34 Constitution and By-Laws of the Hopi Tribe Approved 19, 1936 and as Amended on August 1, 1969, February 14, 1980 and December 7, 1993. United States Department of Interior Office of Indian Affairs. 34 Hopi Tribe Memorandum dated November 30, 2015, Approval of Hopi Tribal Government Organizational Chart and Hopi Tribal Council Policy Statement – A.I. #142-2015/Resolution H-118-2015. 33 28 Hopi Comprehensive Economic Development Strategy Hopi Tribal Council Resolution H-118-201535 November 30, 2015, the Hopi Tribal Council approved the Hopi Tribal Resolution H-1182015. The proposed reorganizational changes had been set below in two phases where the Hopi Tribal Government, worked to implement over time. Each of the phases has been completed with the approved H-118-2015 resolution. Phase I:   The Vice Chairman has no direct authority over the departments/programs that were under the office from the last reorganization of 1988/1989. The Council in the reorganization has created the Chief Executive Officer/Executive Director (CEO/ED) as the direct line of authority/supervision/accountability of all Department Managers and Directors. Departments include: Department of Natural Resources; Department of Community Health; and Department of Social Services; 35 Note: Exhibit A: Currently the Hopi Tribal Council Reorganizational Chart is being reviewed for policy changes to implement Phase II of the organizational chart. 29 Hopi Comprehensive Economic Development Strategy Two Departments were abolished: Department of Human Services (DHS) and Tribal Department Manager.  Three Departments realigned as separate departments are: Department of Education; Department of Social Services and Community Health Services. Phase II:     Two new Departments include: Public Works and Public Safety & Emergency Services. The CEO/ED has oversight of Administrative and Technical Services offices: the Offices of Finance, Human Services (Personnel), Management Information Systems (MIS) under the Hopi Office of Community Planning and Economic Development (OCPED). The Office of Realty Services; reporting as a department to the CEO/ED. (Phase II is currently being reviewed by Hopi Tribal Council task team.) Hopi Tribal Council H-118-2015 effective January 1, 2016 The Hopi Tribe, Executive Branch is accountable for implementing the laws, policies and ordinances approved and/or adopted by the Tribal Council. The Chairman and/or in his absence the Vice Chairman is responsible to conduct the day-to-day business of the Hopi Tribal government. The Executive Director is responsible for overseeing all tribal departments and programs. The Executive Director reports to the Hopi Tribal Council. The executive branch approvals include but are not limited to economic development, health, education, administrative services and support, natural resources and financial management. With approved H-118-2015, the various committees reside under the Tribal Council consisting of: Hopi Tribal Housing Authority (HTHA), Hopi Education Endowment Fund (HEEF), Hopi Tribe Economic Development Corporation (HTEDC), Hopi Telecommunications, Inc, (HTI), Hopi Three Canyon Ranch, LLC, Hopi Credit Association, Hopi Board of Education, Election Board, Veterans Affairs, and Tutuveni. The Hopi Tribe, Legislative Brach consists of the Standing Committees, Sergeant-atArms, Tribal Treasurer with the Revenue Commission and Tribal Council Secretary. The Standing Committees consist of: Land Committee (H-13-98; H-30-2016), Water and Energy Committee, Transportation Committee, Law and Order Committee and the Health and Education Committee. 30 Hopi Comprehensive Economic Development Strategy The Hopi Tribe, Judicial Branch and court system interpret the Hopi Tribe’s Constitution and enforce the tribe’s ordinances and laws. Current State of Hopi The current state of the Hopi Tribe’s investments has created a base or foundation to begin creating jobs. Hopi continues to lag behind other surrounding communities, such as neighboring communities on the Navajo Nation and other bordering towns. The possibilities and need for economic growth are clearly apparent when driving through the Hopi reservation, where only a few restaurants, grocery stores or even gas stations exist. The Hopi Government and surrounding villages rely heavily on federal funds for support. The Hopi government maintains all Indian Education and Self-Determination Act Public Law (P.L.) 93-638 funds that are in the form of contracts for various projects for Hopi. Other funds from the federal government constitute valuable sources of tribal revenues; however, the key revenue income comes from the coal sales to Peabody Energy. Background The Hopi Tribe is located in northeastern Arizona estimates about 90 miles oneway from Flagstaff through, Coconino County, Navajo County, through the Navajo Nation lands along Indian Route 2. The main Hopi “1882 reservation” is isolated and entirely surrounded by the Navajo Nation. The location is remote and extremely rural, with the closest large economic centers being about 90 – 100 miles away from the main reservation. This isolation creates economic challenges for purchasing basic food and necessities when the people are forced to regularly travel to communities such as Flagstaff, Winslow and Gallup, just to shop and conduct the basic business activities of life. The Hopi Tribe’s total membership is approximately 14,39036 of which only an estimated 7,815 live and work on the reservation. The Hopi Reservation, approximately 3,000 square miles in area, is comprised of lands surrounding the main population center (District 6), the adjoining Hopi Partitioned Lands (HPL), and the separated Moenkopi District37 Additionally, Hopi lands are located 36 Hopi Tribal Enrollment Office, May 26, 2017 pdf file 31 Hopi Comprehensive Economic Development Strategy within two non-contiguous geographic areas referred to in this report as the 1882 Executive Order Reservation and the 1934 Act Reservation. 38 Lands within the 1882 Executive Order Reservation consist of areas known as District 6 and Hopi Partitioned Lands. 39 The 1882 Executive Order Reservation consists of approximately 2.5 million acres and was established by an Executive Order dated December 16, 1882 issued by President Chester A. Arthur. 40 The 1882 Executive Order Reservation is surrounded by the Navajo Reservation. 41 Lands within the 1934 Act Reservation consist of Moenkopi Village (sometimes referred to as Moenkopi Island) and allotted lands.42 Approximately 14,390 43 residents live on /off the Hopi Reservation within 14 residential communities or villages.44 The majority of these residents live along the State Highway 264 corridor in villages near First, Second, and Third Mesas.45 However, three outlying communities exist – Spider Mound and Keams Canyon to the east, and to the west the Villages of Moenkopi located adjacent to the Navajo community of Tuba City.46 The remote location creates challenges for responding to job opportunities, due to the one-way driving route of 90+ miles, take for example from Flagstaff driving to and from a job either living on the reservation or driving to the main Hopi headquarters. If housing for workers is not available on the reservation, commuting by the Hopi Senom Transit System is an option from any Hopi Village to, for example, the City of Flagstaff totaling a 180-mile round trip. This sort of commute is often mandatory if one wants to either find a job off reservation or work at a job on the reservation. This is a loss as far as travel time, and it is a double loss when the only large economic centers for groceries, clothing and other amenities are located in these various non-Indian communities. Because of this lack of a vibrant economy of businesses on the reservation, the Hopi Tribe and its members contribute a steady stream of tribal dollars to the economies of these surrounding non-Indian communities – all at the expense of much need on-reservation development. 38 Final Hydrographic Survey Report for the Hopi Indian Reservation: In re The General Adjudication of the Little Colorado River System and Source. Arizona Department of Water Resource. December 2015. Pg.1-1. 39 Ibid at pg 1-2 40 Ibid at pg 1-2 41 Ibid at pg 1-2 42 Ibid at pg 1-2 43 Hopi Tribal Enrollment Office, May 26, 2017 pdf file 44 2010 Hopi Comprehensive Economic Development Strategy Prepared by The Office of Planning and Evaluation under an award from the U.S. Department of Economic Development Administration Project #07-84-06439. 45 Ibid at pg 5 46 Ibid at pg 5 32 Hopi Comprehensive Economic Development Strategy This economic loss is a significant loss to the Hopi Tribe; in that, a high percentage of a person’s paycheck is spent off reservation for daily living necessities, such as food, clothing, and other household needs. The Hopi cultural traditions and beliefs are intricately intertwined into the decisionmaking process when it comes to allocating land for use in economic development projects. The November 29, 2011 Hopi Potskwaniat (Hopi Strategic Plan) defines Hopi Values as: Preservation, practice and protection of the religion and ceremonies, cultural customs and practices; language, arts and crafts, etc., of the Hopi.47 Because of its importance in Hopi culture, land use issues can sometimes present challenges (due to approvals and permits) to economic development by way of capital construction for housing, commercial buildings and other types of infrastructure. Traditional Hopi practices have strong ties to the land and natural resources. For example, the ongoing traditional practice of dry farming in an arid homeland continues to be a very visible aspect of Hopi life. Land practices and relations to clans and clan lands create binding limits for each village as they work to create their own economic development ventures through land approvals for housing and small commercial business sites. Across the main reservation as a whole, land use will continue to be constrained by traditional land values. The Hopi Tribe will continue to face case-by-case decision-making resolution of land use issues when it comes to deciding locations for future economic development. Since at least the late 1990’s, the Hopi tribal government has worked to generate economic development through the purchase of commercial developments off the main reservation, as a source of revenue and as an investment for the tribe. The ranch lands located on I-40, the Hart & Drye Ranch, the Clear Creek and Chevelon Ranch, and Aja Ranch; 26 Bar ranch near Springerville, AZ. There are also the agricultural lands in La Paz County, the Cibolla property. Additionally, Hopi lands that have been purchased include: commercial properties in Flagstaff, Sedona, Winslow, and Holbrook. The purchase of all these assets will help the Tribe improve and diversify the tribal government revenues. 47 Hopi Potskwaniat, November 29, 2011 pg 10 33 Hopi Comprehensive Economic Development Strategy The Tribal government will continue to look to increase and diversify economic revenue through commercial land purchases for the Tribe through Hopi development corporations overseen by a Board of Directors. The Tribal government has created the Hopi Tribe Economic Development Corporation (HTEDC) to examine future investments and other types of economic ventures that will allow the Tribe to increase its revenue. The Tawa’ovi Project is a master planned project overseen by the Hopi Tribal Council looking at creating a “new community” where tribal and non-tribal individuals can live, work and create other economic venues, such as small retail, visiting centers and tribal government expansion. The Hopi Tribal Planning Ordinance No. 55, along with the Hopi Tribe Strategic Land Use and Development Plan give some indication for planning new proposed communities. The Hopi Tribe has proposed planned community developments such as: Yu Weh Loo Pahki known as Spider Mound; Tawa’ovi; Side Rock Well and Hollow Mesa East. The new communities could include: housing, commercial, government/institutional buildings, recreation, tourism/museum facilities and other small light industrial developments. These new developments would all be located on the main Hopi reservation lands. Off reservation community planned locations can be found on the Hopi ranch lands or at the Hopi Industrial Park location in Winslow, Arizona. Strategic Adjustments and Activity Relating to COVID-19 The Hopi Tribe designed a public health protocol that successfully curbed COVID-19 on the Reservation. From April to June 2020, the Hopi were hit hard, with 1015 new cases per day at one point in a population of just 7,500. Overall, 136 tribe members developed COVID-19 with 27 hospitalized through June 15.48 In response, the Hopi Tribe Department of Health and Human Services (DHHS) partnered with the Hopi Health Care Center and the CDC to deploy a team of community health workers to every household in the villages with high case counts. Community health representatives went door to door, tested exposed individuals, and provided educational materials to families. 48 Elizabeth Hlavinka, COVID on the Reservation: How the Hopi Have Fared, November 5, 2020. 34 Hopi Comprehensive Economic Development Strategy Each village was canvassed at least once between July and October. Community health representatives also recorded interviews with Hopi residents who contracted COVID-19 and included their testimonies in flyers dispersed to the community as well as part of radio segments that aired on local stations. The Reservation's COVID-19 response emphasized sharing community stories to keep the Tribe connected spiritually and emotionally while still promoting physical distancing. The Hopi Tribe was the first to coordinate with the CDC to build a surveillance program like this on a reservation. Hopi best practices have since been shared with other Tribes across the country. The Hopi Emergency Response Team (HERT created a set of objectives and key operations as a part of the Hopi Tribe’s COVID-19 Emergency Response and Preparedness Plan and the Emergency Operations Center (EOC) was activated on March 18, 2020. HERT identified a Community Service Administrator (CSA) to serve as a point of contact (POC) for the villages. The POC served as the designated CSA representative to bridge, and coordinate communication with HERT, the Hopi Foundation and the collective village CSAs. Every Village CSA was ultimately responsible to their respective village Board of Directors in providing their communities with information, protocols or guidance received through the Hopi Tribe and the EOC. Required information was requested of each village CSA to provide an account of information regarding the needs of their respective Village members. On July 2, of 2020 the Council passed a Reservation-wide lockdown for all residents to limit and control the Spread of the COVID-19 virus. On 18 May 2020, a team from the US Center for Disease Control and Prevention (CDC) was deployed on the request of the Tribe in response to increases in COVID-19 cases. Team efforts, as well as community adherence to mitigation measures, helped to drive down cases in August. As cases increased in September–November, the improved capacity gained during the first wave of the pandemic enabled Hopi leadership to have real-time awareness of the 35 Hopi Comprehensive Economic Development Strategy changing epidemiological landscape. This prompted rapid response coordination, swift scale-up of health communications and redeployment of the community surveillance program. The Hopi experience in strengthening their public health systems to better confront COVID-19 may be informative to other indigenous peoples as they also respond to COVID-19.49 Overall, the multipronged Hopi approach, informed by local data and tailored to the unique cultural context of the Hopi helped the Tribe drive down cases and interrupt community transmission. Although economic development activities were limited, there were notable instances, such as the Tribes’ response to the Hopi Reservation closure, and how it impacted the villages. A portion of CARES funds received by the Tribe in response to the Pandemic were distributed to villages to help them deal with health and economic issues of residents due to the Pandemic. Additional CARES monies were used for economic development purposes. Federal CARES were received by tribe from the U.S. Treasury. The CARES Act Committee created and authorized by the Hopi Tribal Council distributed the funds. CARES funds were used for needed infrastructure and to build new Tribal modular offices. A new water well was built at Old Oraibi where the Tribe is working on plans to put in the infrastructure for water lines from the well. A right-of-way crossing is being developed to bring power across Highway 264. The Tribe is working with Arizona Public Service to put the right of way lines under the highway. Tawa’ovi is a planned government, commercial and residential community for Hopi. CARES monies were used to install office modulars and use existing water wells with diesel generators for electricity. At least eight tribal buildings, including offices for natural resources, social services and health programs have been built at Tawa’ovi, partly under the auspices of the Office of Community Development. Eventually larger buildings will be constructed for Tribal and government programs. CARES Act funds paid for most 49 COVID-19 response by the Hopi Tribe: impact of systems improvement during the first wave on the second wave of the pandemic; BMJ Health Journal, Volume 6, Issue 5. 36 Hopi Comprehensive Economic Development Strategy of the buildings, sewer and waterlines. The workers practiced Pandemic protocols including social distancing.50 According to the Realty Office Director, Micah Lomaomvaya, his office wants to work more with the villages on infrastructure and getting utilities to business or residential sites. Lomaomvaya said during the next year, he hopes to work more with business development projects since new revenue is needed because of the loss of Peabody Coal income. One consideration is developing Hopi land along the I-40 corridor.51 Socio Economic The information gathered on the current 2017 Hopi population and economy is evolving and thus a best estimate may have to suffice for purposes of the CEDS used from the online Census.gov website that shows the latest from 2010-2015 census data for the Hopi Tribe. The Tribe collects data from various entities such as: U.S. Bureau of Indian Affairs (BIA), U.S. Bureau of Census, Arizona Department of Commerce Navajo and Coconino County offices as well as from other recent or ongoing projects utilizing recently collected statistics on household income, unemployment, labor force and other economic movement. The census data, tribal enrollment records and tribal database are all ways to collect the data, however, due to the demographics; the definitions to analyze the data must accommodate the current living conditions. This results in varying data and how to understand and utilize the data creates a unique analytical result. Population Census data has always been problematic for Hopi especially for the Tribe’s use for applying for federal or other types of funding for proposed projects. There are traditional Hopi members who will decline to participate in any type of survey or count 50 Stan Bindell, Navajo--Hopi Observer, Hopi Realty office wants to help as virus numbers continue to increase, January 26, 2021. 51 Stan Bindell, Navajo--Hopi Observer, Hopi Realty office wants to help as virus numbers continue to increase, January 26, 2021. 37 Hopi Comprehensive Economic Development Strategy that may be conducted by the U.S. Census Bureau or the Tribe/Village. This reluctance to take a survey is due to historical trans-generational trauma from outsiders, especially from the people representing the U.S. federal government. There are other aspects, such as having a Hopi home on the reservation but, living and working off the reservation for part of the year, making it difficult to include such part-time residents in the count, and difficult to qualify for residential purposes. A varying percentage of Hopis live and work off the main reservation; however, return for ceremonies and other family obligations. Population In 2018, Hopi Reservation and Off-Reservation Trust Land, AZ had a total population of 9,268–4,865 (52.5 percent) females and 4,403 (47.5 percent) males. The median age was 30.3 years. An estimated 30.7 percent of the population was under 18 years, 36.1 percent was 18 to 44 years, 21.6 percent was 45 to 64 years, and 11.7 percent was 65 years and older. Population by Age and Sex for Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 % Male % Female Under 5 9.5 10.6 5 to 9 8.4 9.5 10 to 14 8.7 6.7 15 to 19 8.6 6.8 20 to 24 6.0 6.7 25 to 29 8.5 8.9 30 to 34 6.4 6.0 35 to 39 4.4 8.0 40 to 44 5.7 3.9 45 to 49 6.8 3.9 38 Hopi Comprehensive Economic Development Strategy 50 to 54 % Male % Female 5.1 4.5 55 to 59 7.0 6.1 60 to 64 5.2 4.9 65 to 69 3.4 5.5 70 to 74 2.4 3.4 75 to 79 1.5 1.6 80 to 84 1.6 1.1 85 and over 0.8 1.8 Source: US Census Bureau, American Community Survey 2013-2017 Hopi Enrollment Data According to the Hopi Enrollment Office, the following data was current as of January 2020. 010 1120 2130 3140 4150 5160 6170 7180 8190 91100 100+ Total Bacavi 75 117 112 108 93 87 62 27 15 2 1 699 Hotevilla 165 274 302 261 240 195 157 99 39 10 0 1742 Kykotsmovi 111 211 241 199 218 147 149 97 33 9 2 1417 Mishongnovi 185 211 278 214 155 147 102 39 20 5 1 1357 Moenkopi 202 397 377 383 252 305 214 103 53 10 0 2296 Oraibi 55 70 95 70 65 64 48 27 17 3 2 516 Shungopavi 277 382 352 318 193 232 156 70 35 10 1 2026 Sichomovi 151 196 247 247 209 194 156 77 32 13 2 1524 Sipaulovi 89 122 129 108 100 81 65 36 11 0 1 742 Tewa 174 240 299 235 183 160 131 70 34 3 1 1530 Walpi 93 143 134 96 95 73 64 44 14 4 0 760 Village 39 Hopi Comprehensive Economic Development Strategy TOTAL 1577 2363 2566 2239 1803 1685 1304 689 303 69 11 14609 Households and Families In 2018, there were 2,242 households in Hopi Reservation and Off-Reservation Trust Land, AZ. The average household size was 4.12 people. Families made up 77.2 percent of the households in Hopi Reservation and OffReservation Trust Land, AZ. This figure includes both married-couple families (33.6 percent) and other families (43.6 percent). Female householder families with no husband present and own children under 18 years are 10.9 percent of all households. Nonfamily households made up 22.8 percent of all households in Hopi Reservation and Off-Reservation Trust Land, AZ. In Hopi Reservation and Off-Reservation Trust Land, AZ, 47.2 percent of all households have one or more people under the age of 18; 36.8 percent of all households have one or more people 65 years and over. Types of Households in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Percent Married-couple families 33.6 Other families 43.6 People living alone 19.9 Other nonfamily households 2.9 Source: US Census Bureau, American Community Survey 2013-2017 Marital status Among persons 15 and older, 33.4 percent of males and 30.2 percent of females are currently married. Population 15 years and over Never married Males 50.6 Females 45.3 40 Hopi Comprehensive Economic Development Strategy Population 15 years and over Males Females Now married, except separated 33.4 30.2 Separated 3.0 3.1 Widowed 3.8 8.9 Divorced 9.3 12.5 Grandparents and Grandchildren In Hopi Reservation and Off-Reservation Trust Land, AZ, 818 grandparents lived with their grandchildren under 18 years old. Of those grandparents, 34.6 percent were responsible for the basic needs of their grandchildren. Nativity and Foreign Born In 2018, an estimated 99.0 percent of the people living in Hopi Reservation and Off-Reservation Trust Land, AZ were U.S. natives. 91.2 percent of the Hopi Reservation and Off-Reservation Trust Land, AZ population were living in the state where they were born. Approximately 1.0 percent of Hopi Reservation and Off-Reservation Trust Land, AZ residents in 2013-2017 were foreign-born. 26.1 percent of foreign born were naturalized U.S. citizens and an estimated 67.4 percent entered the country before the year 2010. Hopi’s Current Socio Overview The current socio economic outlook set forth for the Hopi Tribe and its membership with the closure of NGS at the end of December 2019 will be re-evaluated to show even more changes in population migration to border towns to seek employment, or even further locations to seek housing, schools and employment. The population of the Hopi Tribe grew moderately at 3.4% in the 2010 Census when compared to the previous ACS report 2000 Census. This increase in tribal members, however, may not truly reflect the actual change in the tribe between the census periods, 41 Hopi Comprehensive Economic Development Strategy because this rate reflects growth by birthrate alone and not growth through migration, as is the case with both the State and the County. The American Community Survey (ACS) data accounts for only the population within the exterior boundaries of the tribal lands. Both the State (24.6%) and the County (10.2%) grew at much faster rates between the 2000 and 2010 Censuses.52 The 2010 – 2015 census data below from the table below states the current population of 14,390.53 Table 1. Total Population & Trends Total Population and Arizona Navajo County The Hopi Tribe Trends Total Population 1990 3,665,228 77,658 8,258 Total Population 2000 5,130,632 97,470 10,571 Total Population 2010 6,392,017 107,44954 13,53255 56 Total Population 2014 6,479,703 108,101 13,532 57 58 Total Population 2015 6,817,565 108,277 14,15259 60 61 Total Population 2016 6,931,071 110,026 14,28262 Total Population 2017 6,392,01763 107,65664 14,39065 Change in Population 24.6% 10.2% 3.4% 2000-2010 Source: Census 1990, 2000, 2010 (census data spanning 10-year timeframes) The average growth rate the Hopi Tribe utilized was the 2.5% increase in population over the course of 10 years. The 3.4% population increase clearly shows an increase in population growth over the last 5 years from 2010 to 2016. As such, the new percentage supports the need to increase planning and for key improvement projects both in the villages and within the tribe overall. Demographic Analysis of the Hopi Tribe Using 2010 Census and 2010 American Community Survey Estimates. Completed by: Arizona Rural Policy Institute, Center for Business Outreach, W.A. Franke College of Business Northern Arizona University. 52 Hopi Tribe Office of Enrollment, May 26, 2017 pdf file US Census Bureau website for Navajo County, Arizona 2010 census. 55 Hopi Tribal Enrollment office statistics by year. 56 US Census Bureau website for Navajo County, Arizona 2014 estimate. 57 Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2016 census.gov 58 Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2016 census.gov 59 Hopi Tribal Enrollment office telephone conversation June 2015. 60 Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2016 census.gov 61 2016 census.gov population estimate as of July 1, 2016. 62 Hopi Tribal Enrollment Office, July 2016 email. 63 2010 Census Annual Estimates of the Resident Population: April 1, 2010 to July 1, 2016 census.gov 64 2015 census.gov ACS 5-year population estimate. 53 54 65 Hopi Tribe Office of Enrollment, May 26, 2017 pdf file 42 Hopi Comprehensive Economic Development Strategy The Hopi on-reservation population is scattered throughout the 12 Hopi villages and other populated areas across the Hopi reservation. The main reservation is located along Arizona state highway 264 running between the Moenkopi villages in the west to Keams Canyon on the eastern side of the reservation. Another community is east, past Keams Canyon about 16 miles is the recent community named Spider Mound. While most homes are located within or near the villages; some families obtain land leases located totally outside of the villages’ land boundaries. Known as scattered-site housing, these home site locations are becoming important alternative places for the Hopi to build and live. If a home is outside village boundaries, then they either live near their livestock or near farmlands. Other locations include: Hopi Trust Lands in Winslow, on which are located 33 low income-housing units; all of which are occupied. Employment Status and Type of Employer In Hopi Reservation and Off-Reservation Trust Land, AZ, 44.3 percent of the population 16 and over were employed; 52.3 percent were not currently in the labor force. An estimated 28.9 percent of the people employed were private wage and salary workers; 54.9 percent were federal, state, or local government workers; and 16.2 percent were self-employed in their own (not incorporated) business. Class of worker Number Private wage and salary workers Federal, state, or local government workers 860 28.9 1,632 54.9 480 16.2 Self-employed workers in own not incorporated business Industries In 2013-2017, the civilian employed population 16 years and older in Hopi Reservation and Off-Reservation Trust Land, AZ worked in the following industries: Percent by Industry in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Agriculture, forestry, fishing and hunting, and mining Percent Percent 0.8 43 Hopi Comprehensive Economic Development Strategy Percent by Industry in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Percent Construction 6.1 Manufacturing 6.6 Wholesale trade 0.0 Retail trade 10.5 Transportation and warehousing, and utilities 3.3 Information 0.0 Finance and insurance, and real estate and rental and leasing 3.9 Professional, scientific, and management, and administrative and waste management services 2.3 Educational services, and health care and social assistance 35.4 Arts, entertainment, and recreation, and accommodation, and food services 8.2 Other Services, except public administration 2.4 Public administration 20.6 Source: US Census Bureau, American Community Survey 2013-2017 Occupations Occupations for the Civilian Employed Population 16 Years and over in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Civilian employed population 16 years and over Number Percent 1,057 35.6 Service occupations 725 24.4 Sales and office occupations 544 18.3 Management, business, sciences, and arts occupations 44 Hopi Comprehensive Economic Development Strategy Civilian employed population 16 years and over Number Percent Natural resources, construction, and maintenance occupations 272 9.2 Production, transportation, and material moving occupations 374 12.6 Source: US Census Bureau, American Community Survey 2013-2017 Commuting to Work An estimated 60.5 percent of Hopi Reservation and Off-Reservation Trust Land, AZ workers drove to work alone in 2013-2017, and 9.9 percent carpooled. Among those who commuted to work, it took them on average 20.2 minutes to get to work. The data in Exhibit B shows the latest enrollment figures per an interview with the Hopi Tribe Enrollment Office66. According to the Hopi Tribe Enrollment Office, due to a lack of housing and other employment opportunities, many Hopi move off the reservation to seek housing and employment in the surrounding communities such as Holbrook, Winslow, Flagstaff and/or Phoenix, Arizona, or as far as Gallup or Albuquerque, New Mexico, where many off-reservation tribal members live. Table B (2017) Village Population Population Population 2015 2016 201769 67 Moenkopi Island 68 2,231 2,263 2,285 Bacavi 684 694 693 Hotevilla 1,700 1,718 1,719 Kykotsmovi 1,367 1,379 1,399 505 506 512 711 725 733 1,289 1,312 1,321 Upper Moenkopi Lower Moencopi Third Mesa Oraibi Second Mesa Sipaulovi Mishongnovi Hopi Tribal Enrollment Office, Data as of June 1, 2015. Note: 2015 data from Hopi Tribal Enrollment Office. 68 Hopi Tribal Enrollment Office, July 2016 email. 66 67 69 Hopi Tribe Office of Enrollment, May 26, 2017 pdf file 45 Hopi Comprehensive Economic Development Strategy Shungopavi 1,942 1,958 1,986 Sichomovi 1,504 1,514 1,516 Tewa 1,463 1,476 1,485 Walpi 731 737 741 ON 7,815 7,803 7,800 Currently living OFF 6,312 6,479 6,590 14,127 14,282 14,39070 First Mesa Currently living HOPI HOPI Total Hopi Enrollment Population Adjustment The Hopi Tribal data base shows an upward trend in population growth, increasing by 3.4% between 2000 and 2010, with little change in 2017 from 2016. As of June 2015, the Hopi total population is 14,127 with 7,815 living on the reservation and 6,312 living off the reservation. As of May 2017, the Hopi total population in one year has increased to 14,390 with 7,800 living on the reservation and 6,590 living off the reservation. Within one year the on reservation of membership shows a slight decrease by 12 members; where the number for the off reservation increased significantly by 167 members. An additional 650 non-tribal members live and work on the reservation for a total population living on the reservation 8,465. In the past, the Tribe will utilize the growth rate of 2.5% to project Hopi population figures. Due to the increase of 3.4% in population growth within a fiveyear time frame, the Tribe should use the current percentage of 3.4%. The tribal members that live off the reservation seek other job opportunities as well as higher secondary education by way of obtaining a post-secondary college degree or vocational certification. Other reasons for living off the reservation may be seeking housing and other common household amenities that are not available on the reservation due to lack of water, sewer and electrical infrastructure. Enrollment 70 Hopi Tribe Office of Enrollment, May 26, 2017 pdf file 46 Hopi Comprehensive Economic Development Strategy The Hopi Constitution provides under Article II, the membership qualifications all Hopi have to meet. In some instances, some Hopis are not officially enrolled due to the membership requirements, although they speak Hopi fluently and live on/off the Hopi reservation. The Hopi tribal requirements for enrollment depend on documentation of parents and grandparents and the degree of Indian Hopi blood. Tribal membership provides individual eligibility of the various tribal programs such as: tribal housing, land assignments and grazing permits, scholarships, jobs and other various social service programs of the tribal government. Population Change The regional population change during the 2000’s Arizona grew by 29% to over 6.6 million people.71 The region grew ranging from Flagstaff’s leading 22% growth to Winslow’s less than 7%. The only area included in the region’s trade area that shrank was Gallup, New Mexico with a 2% decrease.72 POPULATION CHANGE73 April 2010 April 2014 Change ARIZONA 5,130,632 6,629,455 29.20% Apache County 69,423 76,156 9.70% Coconino County 116,320 135,613 16.60% Navajo County 97,470 114,780 17.80% Flagstaff, AZ 52,894 64,693 22.30% Holbrook, AZ 4,917 5,611 14.10% Winslow, AZ 9,520 10,194 7.10% Gallup, NM 20,209 19,979 -2.13% Hopi Reservation 6,312 7,815 6.68%74 With net 9.7% increase of a -5,407 in Apache County to the east and net 17.8% for Navajo County (which contains most of the Hopi Reservation) and 16.6% for Coconino County to the west, the region not only lags the state in population growth, it is losing 2010 Hopi Comprehensive Economic Development Strategy Prepared by The Office of Planning and Evaluation under an award from the U.S. Department of Economic Development Administration Project #07-84-06439. 72 Ibid at pg 12. 73 Ibid at pg 12. 74 Census.gov 2017 update with percentage 71 47 Hopi Comprehensive Economic Development Strategy people relative to Arizona’s population growth. 75 Given the region’s relatively poor economic performance and low-income levels, it seems clear that lack of economic opportunity is a key factor driving this regional population loss.76 The population trends is slight with a few percentages in different with the regional population statistics from 2016 to 2017. The numbers and percentages continue to stay steady with 2017 comparison numbers from 2010 to 2017, only slightly increasing by 1%. As the economy continues to grow, the population growth will continue to increase to catch up with regional population loss. Trade Area Population The relatively small population base of the Hopi Reservation at about 8,465 persons, even with the additional 10,194 population of Winslow, comprises a fairly small local trade area and labor market. The regional trade area grows to nearly 33,000 with the inclusion of neighboring Navajo towns such as Tuba City, adjacent to the Hopi village of Moenkopi, which occupies the southwest corner of the intersection of State Route 264 and US Route 160 on the northwestern portion of the reservation. Adding Flagstaff, Arizona and Gallup, New Mexico as well as bordering Navajo Census Designated Place (CDP), the trade area expands to just over 120,000. TRADE AREA POPULATION Hopi Reservation Holbrook, AZ Winslow, AZ Flagstaff, AZ Gallup, NM Total Neighboring Places Dilkon CDP Jeddito CDP Pinon CDP Tuba City CDP Hard Rock CDP Total Trade Area April 2013 8,435 5,611 10,194 64,693 20,209 12,326 1,265 390 1,190 8,225 1,256 121,468 75 Ibid at pg 13. 76 Ibid at pg 13. 48 Hopi Comprehensive Economic Development Strategy Given the importance of family to the Hopi culture, for Hopis not living on their homelands and participating in their religious ceremonies, the population out-flow has special meaning that far exceeds the economic impact. 77 The greatest impact for the economically displaced off reservation could be reality of a situation where their children and grandchildren will not be able to interact with their elders and are not exposed to the Hopi language or the guidance of learning the Hopi traditional ways on a daily basis. Among people at least five years old living in Hopi Reservation and OffReservation Trust Land, AZ in 2013-2017, 64.2 percent spoke a language other than English at home. Spanish was spoken by 1.4 percent of people at least five years old; 13.1 percent reported that they did not speak English "very well." Percent of the Population 5 years and over who Speak a Language other than English in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Percent Spanish 1.4 Other Indo-European languages 0.0 Asian and Pacific Islander languages 0.9 Other languages 62.0 Source: US Census Bureau, American Community Survey 2013-2017 Employment Area Population The main reservation population of 7,800 members travel to local bordering towns, both out on the Navajo Reservation such as Tuba City and Jeddito as well as communities likes Winslow, Holbrook, Gallup and Flagstaff in order to satisfy the demand for jobs and other amenities that cannot be purchased on the main Hopi reservation. Driving long distances to these bordering communities on a daily basis is not unusual for Hopi tribal members. 77 Ibid at pg 13 49 Hopi Comprehensive Economic Development Strategy Income The median income of households in Hopi Reservation and Off-Reservation Trust Land, AZ was $37,148. An estimated 18.0 percent of households had income below $10,000 a year and 0.8 percent had income over $200,000 or more. Household Income in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Percent Less than $10,000 18.0 $10,000 to $14,999 6.6 $15,000 to $24,999 13.0 $25,000 to $34,999 9.7 $35,000 to $49,999 15.3 $50,000 to $74,999 16.5 $75,000 to $99,999 8.7 $100,000 to $149,999 7.3 $150,000 to $199,999 4.1 $200,000 or more 0.8 Source: US Census Bureau, American Community Survey 2013-2017 Median earnings for full-time year-round workers was $32,087. Male full-time year-round workers had median earnings of $35,504. Female full-time year-round workers had median earnings of $30,884. Median Earnings for Full-Time Year-Round Workers by Sex in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Dollars Male 35,504 Female 30,884 Source: US Census Bureau, American Community Survey 2013-2017 50 Hopi Comprehensive Economic Development Strategy An estimated 73.7 percent of households received earnings. An estimated 31.1 percent of households received Social Security and an estimated 28.4 percent of households received retirement income other than Social Security. The average income from Social Security was $13,332. These income sources are not mutually exclusive; that is, some households received income from more than one source. Proportion of Households with Various Income Sources in Hopi Reservation and Off-Reservation Trust Land, AZ in 2013-2017 Percent Earnings 73.7 Social Security 31.1 Retirement income 28.4 Supplemental Security Income (SSI) 7.0 Cash public assistance income 1.3 Source: US Census Bureau, American Community Survey 2013-2017 The percentage of families living below poverty on the national level has increased, making the local Hopi poverty rate increase across the reservation. Many Hopi are selfemployed, earning varying incomes in the local arts, crafts and jewelry business. The data on levels of income from the ACS (American Community Survey) source is inconclusive. Occasional sales of crafts generate an estimate of $1.9 million, which is probably not only unreported but also unrecorded as it is used almost immediately to purchase needed items.78 The 2001 Tribal database shows an average annual on-reservation household income was between $8,637 to $15,776. Between 11% -13.6 of the households’ income exceeds the Housing Urban Development (HUD) standards for poverty. By Hopi Health Services (HHS) standards, 61% of the households are below poverty level. By HUD standards, another 23% are in the Low and Very Low Income categories and 6% are in the 2010 Hopi Comprehensive Economic Development Strategy Prepared by The Office of Planning and Evaluation under an award from the U.S. Department of Economic Development Administration Project #07-84-06439. 78 51 Hopi Comprehensive Economic Development Strategy moderate category. 79 The median family income on the Reservation has increased from $15,875 in 1999 to as much as $41,250 in 2007,80 which continues to fluctuate with the new mean income of $43,778, yet the median is $37,754, still below the national average of $53,889.81 The census reported the median family income for Hopi residents in 2005 as $15,875, which is less than one-half the median family income for Navajo County, Coconino County, and the state of Arizona. In 2005, the median family income for Hopi residents living in Moenkopi was substantially higher (more than double) than on the Reservation; this disparity is because Moenkopi residents have better income opportunities, i.e., working for Peabody Western Coal Company (currently Peabody Energy).82 Expenses such as mortgage payments, rental payments, utility and public service fees are not considered in determining poverty levels. Half the households are living in other forms such as rental housing or shelter. Of the owner-occupied housing, 33.8% have no mortgage payments and only 2.4% are paying more than 30% of their income on mortgage payments. Hopi Reservation and Off-Reservation Trust Land, AZ Source: 2011-2015 American Community Survey 5-Year Estimates ACS Income and Benefits Margin (In 2015 inflation-adjusted dollars) Estimate of Error Total households 2,042 (+/- 123) Less than $10,000 304 (+/- 73) $10,000 to $14,999 158 (+/- 50) $15,000 to $24,999 278 (+/- 79) $25,000 to $34,999 218 (+/- 63) $35,000 to $49,999 360 (+/- 77) $50,000 to $74,999 449 (+/- 85) $75,000 to $99,999 131 (+/- 45) $100,000 to $149,999 100 (+/- 45) $150,000 to $199,999 34 (+/- 26) 10 (+/- 12) $200,000 or more Median household income (dollars) 79 $37,754 (+/- 3,347) Ibid. at pg 10 80Hopi Indian Reservation Socioeconomic Study prepared by SWCA, April 30 , 2008 81 census.gov 82 Hopi Indian Reservation Socioeconomic Study prepared by SWCA, April 30 , 2008 52 Hopi Comprehensive Economic Development Strategy ACS Income and Benefits Margin (In 2015 inflation-adjusted dollars) Estimate of Error Mean household income (dollars) $43,778 (+/- 3,049 - See more at: https://www.census.gov/tribal/application/#sthash.Mu2JKLYR.dpuf The 2017 Hopi median household income is $37,75483, with an average $43,77884 for the Navajo County, which continues to be lower than the average U.S. income of $53,88985 utilizing the 2011-2015 American Community Survey 5-year estimates. The challenges for jobs on the Hopi given the median income summary of the 5-year estimate. The Hopi reservation’s major employment centers are through governmental agencies and/or government funded programs. The government jobs are dependable with the better salaries, health/insurance and retirement packages. The list includes: Hopi Tribal Government, the various schools (contract/grant), the Indian Health Services (IHS), the Bureau of Indian Affairs (BIA) and Bureau of Indian Education (BIE). The table below shows the Hopi Tribe’s major employers are: Business/Employment 2015 2016 2017 Hopi Tribal Administration 491 564 561 U.S. Indian Health Service 261 260 262 Moencopi Legacy Inn/Denny’s Restaurant/ 113 112 110 McGee’s Trading Post/affiliates 50 50 49 Hopi Cultural Center Hotel/Restaurant 49 48 50 U.S. Department of Interior Law Enforcement 43 43 43 Kykotsmovi Village Store 39 38 38 U.S. Bureau of Indian Affairs (BIA) 20 20 20 Hotevilla Co-op Store 14 13 12 1,080 1,148 1,145 affiliates Services* Total Census.gov Census.gov 85 Census.gov 83 84 53 Hopi Comprehensive Economic Development Strategy *The responsibility for law enforcement services was transferred in 2019 from the US Department of Interior to the Hopi Tribe. As such, the 2009 update for this employment level is ‘0’. There are 9 schools that start kindergarten through 12th grade in high school located within the Hopi Reservation. There are pre-kindergarten, Hopi Head start with facilities located throughout the Hopi communities. K-12 Schools 2015 Jeddito Public School (Arizona Public 2016 2017 40 40 41 Keams Canyon, (Grant School) 26 25 26 Hopi Jr. – Sr. High School (Grant school) 85 80 81 Hopi Mission (Parochial School) 20 20 20 Hopi Day School (Grant School) 41 40 40 First Mesa Day School (Grant School) 40 40 40 Second Mesa Day School (Grant School) 52 52 52 Hotevilla-Bacavi 14 13 13 42 42 42 360 352 355 school) Community School (Grant School) Moencopi Day School (Grant School) Total Note: 86 The Hopi Tribe has recently faced revenue decreases due to the last 3 years of national to local economic reductions by hiring freezes, wage cutbacks, and other aspects that affect hiring and income revenue projections. This prediction of hiring freezes and/or budget restrictions due to budget cuts may occur over the next projected fiscal year of the Hopi Tribe. Current discussions by the Hopi Tribal Council indicate that there may be budget cuts and or restrictions. This proposed action would affect many in the way of reduction in force (RIF) and/or salary adjustments. The major employment sectors on the Reservation in 2000-2017, according to the Strategic Land Use Development plan were: Manufacturing at 40%; Educational, Health and Social Services at 33%; Public Administration sectors that include Hopi Governmental 86 Note: Many of the schools mentioned in the table are going through changes from being under Bureau of Indian Education (BIE) to grant schools. 54 Hopi Comprehensive Economic Development Strategy Services, Bureau of Indian Affairs (BIA) and Indian Health Services at 26%; Wholesale and Trade at 7%; Transportation and Utilities at 4%, Construction and Agriculture at 11% each; and Finance, Insurance and Real Estate at 1%. 87 A majority of the jobs and the income are from income earned from the public administration sector; tribal government jobs, Indian Health Service and social services. In 2016 the centers for major employment have not changed, showing that the percentages may have only changed slightly. From 2016 to 2017, the major employment centers continue to stay steady with job employment. Exhibit II-288 87 Socioeconomic Study in Support of a Hydrographic Survey Report for the Hopi Indian Reservation Socioeconomic Study April 30, 2008. Prepared by SWCA Environmental Consultants for Arizona Department of Water Resources. Pg. at 16 88 Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010, Pg. 39. Prepared for the Hopi Tribe. ICF Resources, LLC, Fairfax, VA 22031 Letter Dated March 1, 2010 55 Hopi Comprehensive Economic Development Strategy The Hopi Tribal government loss of jobs was projected in this Exhibit II-2 to show the devastation if NGS revenue should either decrease or be eliminated for the 2016 CEDS. The concern today will be the decision announced NGS Lessees and the Navajo Nation are considering options that would allow NGS operations to continue through December 2019 and provide for retirement beginning in January 2020.89 According to an Economic Base Analysis prepared by the Arizona Department of Commerce, total employment on the Hopi Reservation is estimated to have been approximately 3,064 in 2010.90 The employment was a low 149 per 1,000 residents, which is the lowest of all Arizona unincorporated areas. The number of jobs located on the Hopi Reservation (in 2001) was less than the 2,964 employed residents counted in the 2010 census, indicating that some residents commute to work in other communities.91 The 2017 labor force was 2,876, with 2,507 employed and 369 unemployed.92 Between 2001 and 2004, the Hopi Reservation’s employment fell nearly 25%, one of the largest declines in the state.93 A gain was registered in utilities, but retail trade, accommodation and food services, and real estate and rental posted declines.94 There was also a large drop in other general merchandise stores.95 Hopi Reservation and Off-Reservation Trust Land, AZ Source: 2011-2015 American Community Survey 5-Year Estimates Employment Status Population 16 years and over ACS Margin Estimate of Error 5,947 (+/- 418) In labor force 2,876 (+/- 282) Civilian labor force 2,876 (+/- 282) Employed 2,507 (+/- 256) from Leroy Shingoitewa, Chairman, Hopi Tribal Council, to Jared Blumenfeld, EPA; Document number 0211 in the docent for the ANPRM: EPA-OAR-2009-0598. 89 Memorandum: Public Scoping for an Environmental Assessment Covering Navajo Generating Station Operations Through December 2019 and Retirement Activities Beginning in 2020 (Action by June 9, 2017), May 23, 2017 Pages 1-3. 90 Analysis of Economic Impacts on the Hopi Tribe and Navajo Nation of a Stringent NOx BART Decision for the Navajo Generating Station, March 1, 2010, Pg. 39. Prepared for the Hopi Tribe. ICF Resources, LLC, Fairfax, VA 22031 Letter Dated March 1, 2010 from Leroy Shingoitewa, Chairman, Hopi Tribal Council, to Jared Blumenfeld, EPA; Document number 0211 in the docent for the ANPRM: EPA-OAR-2009-0598.Ibid at pg 14 91 Ibid at pg 14 92 See more at: https://www.census.gov/tribal/application/#sthash.Mu2JKLYR.dpuf 93 Ibid at pg. 14 94 Ibid at pg. 14 95 Ibid at pg 14 56 Hopi Comprehensive Economic Development Strategy Employment Status Unemployed Armed Forces ACS Margin Estimate of Error 369 (+/- 119) 0 (+/- 17) Not in labor force 3,071 (+/- 319) Civilian labor force 2,876 (+/- 282) Unemployment Rate 12.8% (+/- 3.8%) Commuting to Work Workers 16 years and over Car, truck, or van -- drove alone ACS Margin Estimate of Error 2,500 (+/- 259) 1,432 (+/- 199) Car, truck, or van -- carpooled 207 (+/- 73) Public transportation (excluding taxicab) 53 (+/- 49) Walked 190 (+/- 66) Other means 23 (+/- 20) Worked at home 595 (+/- 132) Mean travel time to work (minutes) 17.3 Occupation Civilian employed population 16 years and over (+/- 1.8) ACS Margin Estimate of Error 2,507 (+/- 256) Management, business, science, and arts occupations 924 (+/- 154) Service occupations 527 (+/- 131) Sales and office occupations 481 (+/- 102) Natural resources, construction, and maintenance occupations 194 Production, transportation, and material moving occupations 381 (+/- 104) Industry Civilian employed population 16 years and over (+/- 70) ACS Margin Estimate of Error 2,507 (+/- 256) Agriculture, forestry, fishing and hunting, and mining 60 (+/- 50) Construction 93 (+/- 47) Manufacturing 159 (+/- 70) Wholesale trade 0 (+/- 17) Retail trade 256 (+/- 87) Transportation and warehousing, and utilities 112 (+/- 48) Information 9 (+/- 13) Finance and insurance, and real estate and rental and leasing 50 (+/- 47) Professional, scientific, and management, and administrative and waste management services 102 (+/- 67) Educational services, and health care and social assistance 911 (+/- 137) Arts, entertainment, and recreation, and accommodation and food services 248 (+/- 87) Other services, except public administration 43 (+/- 31) 57 Hopi Comprehensive Economic Development Strategy Employment Status Public administration ACS Margin Estimate of Error 464 (+/- 100) Class of Worker Civilian employed population 16 years and over ACS Margin Estimate of Error 2,507 (+/- 256) Private wage and salary workers 685 (+/- 138) Government workers 1,373 (+/- 190) Self-employed in own not incorporated business workers 449 (+/- 107) Unpaid family workers 0 (+/- 17) - See more at: https://www.census.gov/tribal/application/#sthash.va0uc7Cz.dpuf The U.S. Department of Interior listed a labor force at only 6,123 in 2010, current 2017 labor force is 5,987 with the potential unemployment rate to increase up to 86.0% for the Hopi Reservation in 2017. The Center for Economic Advancement at the Arizona Department of Commerce lists the following unemployment figures for the first quarter of 2010.96 Moenkopi CDP97 First Mesa CDP Second Mesa CDP Hotevilla-Bacavi CDP Kykotsmovi CDP Shongopovi CDP Keams Canyon CDP Jeddito CDP 21.5% 16.0% 24.7% 14.2% 20.9% 45.3% 18.6% 28.3% The Hopi Tribe showed an increase in job losses experienced throughout the reservation. The data collected shows the percentages for unemployment for Navajo County only; not including the national average. The Hopi Tribe continues to remain far below current national, state and county unemployment rates. The Hopi Tribe continues to remain at the percentages set in 2010-2017 with no increase in economic development, therefore no jobs. The statistics show various perceptions for the Hopi Tribe and where the current job centers may be located; however, the challenges that continue would be the lack of jobs 96 97 Ibid at pg 14 Note: CDP stands for Census Designated Place. 58 Hopi Comprehensive Economic Development Strategy for all that live on the Hopi reservation. The Hopi Tribe and its government will need to identify the main goal and set policies or plans on increasing the standards of living and close the income gap. Goal: Increase public facilities and generate jobs along with the local Hopi economy. Objectives: 1. 2. 3. 4. 5. The Tribe will identify all Hopi investments and assets that can create jobs. The Tribe shall continue to pursue funding opportunities for small to large commercial start up projects from small commercial to large tribal projects. Include educational programs and work force workshops for all ages. Provide support for increased law enforcement and other public safety awareness. Support an on-going fire safety program, including local schools for inspections to make buildings fire safe. This includes having the water infrastructure to ensure fire protection for all private, schools, public and other tribal infrastructures throughout Hopi. Education In 2013-2017, 87.2 percent of people 25 years and over had at least graduated from high school and 10.9 percent had a bachelor's degree or higher. An estimated 12.8 percent did not complete high school. The total school enrollment in Hopi Reservation and Off-Reservation Trust Land, AZ was 2,403 in 2013-2017. Nursery school enrollment was 232 and kindergarten through 12th grade enrollment was 1,966. College or graduate school enrollment was 205. Educational Attainment of People in Hopi Reservation and OffReservation Trust Land, AZ in 2013-2017 Percent Less than High school diploma 12.8 High school diploma or equivalency 42.6 Some college, no degree 22.8 Associate degree 10.9 Bachelor's degree 7.1 59 Hopi Comprehensive Economic Development Strategy Educational Attainment of People in Hopi Reservation and OffReservation Trust Land, AZ in 2013-2017 Graduate or Professional degree Percent 3.9 Hopi’s current education system includes 7 elementary schools, Moenkopi Day School, Hotevilla-Bacavi School, Hopi Day School, Second Mesa Day School, First Mesa Day School, and Hopi Mission School, Keams Canyon Elementary School. These 6 of the 7 schools receive full funding from the Bureau of Indian Education (BIE); Hopi Mission School is privately funded. The Hopi Board of Education, made up of Members from each school, is regulated entity that reports directly to the Hopi Tribal Council. The purpose is to develop a more consistent education policy. The existing education ordinance was developed under the BIA, now known as the Bureau of Indian Education. The Department’s goal is to structure the ordinance to meet the education needs of the Hopi people according to the current Arizona State Standards on providing a quality education. The Hopi Tribe’s Education office indicated, through direct conversation with Director, Dr. Noreen Sakiestewa, the changes that will be required in order to meet the challenges of education on Hopi. According to Dr. Sakiestewa, the needed change will be in the form of having the Hopi Tribal Education Department take control of the grant schools. These schools would then be under the direct supervision and oversight of the Hopi Education Department. The purpose or strategy behind this change would be to provide a quality education that incorporates strengthening the Hopi language, culture and history into the curriculum and strengthens nation building through K-12 education. The core values of Hopi would be able to be translated to the children through western teachings through academia; however, strengthening the Hopi’lavayi into the K-12 core curriculum would enhance values of sovereignty at an early age of 5. Education has been a high priority for the Hopi people. In 2000 the tribal council established a Hopi Education Endowment Fund (HEEF) of $10 million. HEEF was created 60 Hopi Comprehensive Economic Development Strategy by tribal ordinance, through a tribal resolution, to preserve and protect the education fund. The Hopi Endowment Education Fund receives most of its annual funding from Peabody Energy (formally Peabody Western Coal Company) – based coal revenues.98 The Hopi Tribe’s goal is to help Hopi members further their education through the education fund. The Hopi Tribe’s Higher Education program works with graduating seniors and other tribal members who want to further their education. As a result of the Mohave Generating Station closure in 2005, funding has been cut dramatically for Hopi education, including individual scholarships.99 For example, in 2005 the Hopi Tribe received just over $1.9 million in educational funding from Peabody Western Coal Company stated in a letter from Hopi Vice Chairman Honyaoma, Letter to OSMRE, February 6, 2007. In 2006 the figure dropped to $169,000 and in 2007 the figure remained at $170,000100 due to the shutdown of Mohave Generating Station. The future scholarship funds will continue to decline given the current situation of the NGS power plant and imminent closure at the end of 2019. All vocational training programs are off-reservation in Flagstaff or even as far as Albuquerque and Phoenix. The training options are limited to demand occupations where graduates can get jobs. There are options for local training provided by Northland Pioneer College (NPC). Northland Pioneer College is located in a separate permanent structure. It has issued Certificates of Proficiency in Restaurant Operations, accounting, Emergency Medical Training (EMT) and Medical Assistant; all of which are careers needed on Hopi. The 2010 tribal database shows, 68.2% of the Hopi population over the age of 18 are high school graduates. Of the 68.2%, 27.7% have attended at least some college and 18.6% have earned a college/university degree; 2.1% have attended business school and 12.7% have attended a vocational school. The Hopi Opportunity Youth Initiative (HOYI) has a recent report from 2014, titled Itam Lomapootavyani: Working together to build positive pathways for our future generations, updated April 2015. This recent event had a variety of participants from 18 local organizations and agencies to come together to discuss issues and challenges heard 98 Socioeconomic Study in Support of a Hydrographic Survey Report for the Hopi Indian Reservation Socioeconomic Study April 30, 2008. Prepared by SWCA Environmental Consultants for Arizona Department of Water Resources. Pg. at 27 99 100 Ibid at pg 27 Ibid at pg 27 61 Hopi Comprehensive Economic Development Strategy from the youth. The Hopi Schools have now all changed from Bureau of Indian Education to grant school. Goal: Continue education K-12 through post-secondary incorporating the Hopi’lavayi program of Hopi language and culture curriculum. Objectives: 1. Continue working on Hopi core curriculum for all K-12 schools throughout the Hopi reservation. The Tribe will work on incorporation of the Hopi language and culture in the core curriculum. The Tribe will work with all schools to sup [Text truncated at 120,000 characters. The full text is on the page linked above.] --- Source: Frix Law Library, https://www.frixlaw.com/law-library/documents/tribal%3Ahopi_arizona%3Ae102fa4b81bc83ae. Public record. Not legal advice.