Southern Ute Indian Tribe (2023)

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CEDS 2023-25

Southern Ute Indian Tribe

Comprehensive Economic

Development Strategy

2023 - 2025

Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Acknowledgments

This Comprehensive Economic Development Strategy (CEDS) would not have been

possible without the contributions, extensive research, and input from a number of

Tribal members, Tribal Staff, and regional partners. We would like to extend a special

thanks to the following individuals whose support and insight contributed to the

successful creation of this plan:

Southern Ute Indian Tribal Council: Chairman Melvin J. Baker; ViceChairman Lorelei Cloud; Treasurer Marvin Pinnecoose; and Councilors

Vanessa Torres; Marge Barry; Dr. Stacey Oberly; and Linda K. Baker

Southern Ute CEDS Committee: Colton Black, Mike Olguin, Christine

Hudgens, Mikki Naranjo, Tina Velasquez, Andrea Taylor, Jeff Engman,

Shane Seibel, Meade Harbison, Gavin Martinez, Yumi Johnson, Mary

Eagle, Tyson Thompson, Andrew Frost, Linda Baker, and Marvin

Pinnecoose who all provided a wide range of unique perspectives and key

insights.

Region 9 EDD staff: Heather Otter and Laura Lewis-Marchino

Southern Ute Economic Development, Tribal Information Services, and

other Tribal departments and staff who conducted research and provided

critical data.

Staff Contact:

Colton Black

Economic Development Manager

(970) 563-2275

cblack@southernute-nsn.gov

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Table of

Contents

What is a CEDS?.....................4

Executive Summary................5

SWOT Analysis........................7

Strategic Direction...................10

Strategic Priorities.................11

Evaluation Framework..........11

Strategy Roadmaps…………12

Priority #1………..12

Priority #2………..13

Priority #3………..14

Priority #4………..15

Priority #5………..16

Economic Resiliency…………17

Summary Background…………17

Environment………………17

Economy……………………….18

Demographics……………….20

History &

Culture…………………..21

Housing……………………...24

Workforce…………………..25

Infrastructure &

Services.……………..….…….26

Education……………………27

Public Comments………………28

Community Development

Action Plan (CDAP)……..……..29

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

WHAT IS A CEDS?

“A CEDS is a strategy-driven plan for regional

economic development. A CEDS is the result of a

regionally-owned planning process designed to

build capacity and guide the economic prosperity

and resiliency of an area or region.” – U.S.

Economic Development Agency (EDA)

This Comprehensive Economic Development

Strategy (CEDS) identifies strategies to enhance and

improve the economic environment of the Southern

Ute Indian Reservation in the Four Corners region

of the United States. It is the result of an extensive

strategic planning process that engaged Tribal

members, Tribal staff, and regional partners to

conduct research and provide input.

The CEDS is submitted to and approved by the US

Economic Development Agency (EDA). A typical

CEDS would serve as a guide to the Tribe’s

economic development efforts for the next five

years. The EDA has asked that the Tribe limit the

scope of this CEDS update to a 2-year window. This

request is being made to help the EDA get all Tribes

on the same 5-year rotation for future CEDS

updates. To accommodate this request the action

plan items were filtered with a 2-year time horizon

in mind. However, the Strategic Priorities were set

with a longer 5-7 year outlook.

Having an EDA approved CEDS improves the

Tribe’s eligibility for various Federal grants.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Executive Summary

This Tribal Comprehensive Economic Development Strategy (CEDS) is based on the

unique needs of the Southern Ute Indian Tribe (Tribe) and is focused on enhancing and

improving the economic environment of the Southern Ute Indian Reservation (SUIR).

This is the first update to the Tribe’s original CEDS that was developed in 2018. This

update builds upon the work of the original, while incorporating new data and

introducing new concepts to address the needs of the Tribe in a post COVID-19

pandemic economic environment.

The economic impacts from the COVID-19 pandemic are still being felt today. High

inflation, low workforce participation, rising housing costs, and supply chain shortages

continue to create new economic challenges. In addition to these challenges two key

observations were made during the economic planning process:

First, the Tribe lacks an effective tax base. Most government entities rely on sales tax to

fund their investments into economic development. By using tax dollars governments

are able to subsidize and incentivize development that otherwise would not occur. In

return these subsidized developments improve the quality of life for community

residents by increasing the availability of local services and amenities, while

subsequently expanding the tax base needed to help fund future investments. The

taxing authority of the Tribe is limited to the sale of goods and services that occurs on

Tribal trust land within the boundaries of Southern Ute Indian Reservation. The

commercial infrastructure on that land is currently very limited with the casino and

Thriftway (gas station/C-Store) being the only two entities who collect and remit a

meaningful amount of Tribal sales tax. This lack of tax base and limited tax revenue

takes away the primary tool most other government entities use to fund economic

development efforts. This means for the Tribe to subsidize development in a similar

manner as neighboring governments it must draw funding from its private business

and investment revenues. Those business revenues are comparable to income from a

family-owned business, and they are intended to be used to provide income and

benefits for those family members. Those family members in this case are the Tribal

members, and if they are going to use their private business income in ways that also

benefit the broader local community that difference in funding mechanism deserves to

be acknowledged and appreciated. These generous contributions to the community by

the Tribe are key to sparking economic growth that will increase available amenities

and improve the quality of life for residents of the Southern Ute Indian Reservation.

Second, the Tribe is seeing increases in net migration of Tribal members off the

reservation with no plan or little incentive to return, especially amongst those members

under the age of 55. The factors that appear to be driving this are based predominately

on anecdotal evidence and interviews, however some of the recurring themes include:

The number and quality of jobs for Tribal Members is limited as most tribal business

expansion is off the reservation. The desire to live in a community with more amenities

(shopping, restaurants, entertainment, etc.) is increasing. A rise in households with one

or more non-tribal members is increasing the desire for non-trust land housing that

earns equity and can be easily passed on to a spouse or descendants regardless of their

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

membership eligibility or blood quantum. A lack of housing options on the reservation

that can meet those needs is pushing them to look elsewhere. This generational shift

and emerging trends are things that must be accounted for and contemplated in the

economic development planning process as they can have a significant impact on the

future. As these individuals and families move away with no plans to return, it reduces

the talent pool and workforce needed to grow the economy (“Brain Drain”). It also

decreases engagement in cultural activities and opportunities for those traditions to be

passed on to a younger generation.

These challenges are complex and unique. There is no perfect solution or strategy to

address them. A strategy is also only as good as its implementation. The best strategies

in the world have little value unless they are implemented, evaluated, and adjusted

continually over time. The strategies developed by this CEDS are designed to take those

first steps or actions to build a strong economic development foundation that

emphasizes economic resiliency.

The Southern Ute CEDS Committee identified five strategic priorities focused on

improving the foundation of the Southern Ute Tribal economy in areas that make it

stronger and more resilient. The priorities were developed directly from insights gained

through the SWOT analysis, internal surveys, interviews with Tribal Members/Staff,

and CEDS Committee discussions. The five main priorities identified are:

Strategic Priorities

1. Improve the Availability of Diverse Housing Options

2. Expand High-Speed Broadband Connectivity

3. Increase Commercial Infrastructure & Community Amenities

4. Improve Tribal Economic Development Capacity & Ability to Leverage

Underutilized Resources

5. Enhance Opportunities for Business Creation

These priorities along with their accompanying goals and objectives are designed to

facilitate implementation and action by identifying a range of opportunities from

conservative initial steps to higher reaching long-term goals. This range is captured in

the accompanying Community Development Action Plan (CDAP) which highlights

how each objective or project aligns with the strategic priorities and goals. The CDAP

projects were also linked to six resiliency strategies identified in the Colorado Resiliency

Framework, which addresses potential and interrelated economic, social, and

environmental risks and vulnerabilities. In addition to the CDAP each of the Strategic

Priorities has been organized into a one-page roadmap showing the desired outcome,

goals, action items/CDAP projects, and performance measures linked to each strategy.

The included Summary Background provides information and data on the

environment, economy, demographics, history & culture, workforce, and infrastructure

of the Southern Ute Indian Reservation. This data and information was used to inform

the economic development planning process and provide insights to the CEDS

Committee to develop the strategies covered within this plan document.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

This document will serve to guide the Tribe’s economic development efforts over the

next several years. A typical CEDS would serve as a guide for the next five years. The

US Economic Development Agency (EDA) has asked that the Tribe limit the scope of

this CEDS update to a 2-year window. This request is being made to help the EDA get

all Tribes on the same 5-year rotation for future CEDS updates. To accommodate this

request the action plan items, and performance measures were filtered with a 2-year

time horizon in mind. However, the Strategic Priorities were set with a longer 5–7-year

outlook. It is expected that this plan will be reviewed and evaluated on an annual basis,

with an update in two years (2025) and an overall reassessment every five years

thereafter (2030 and beyond).

SWOT Analysis

This SWOT analysis assesses the state of the Tribal economy, including the

opportunities and threats posed by internal and external trends and forces, and the

availability of resources for economic development.

The SWOT analysis is a process that

identifies an organization's strengths,

weaknesses, opportunities, and

threats. Using environmental data to

evaluate the position of an organization,

a SWOT analysis determines what

assists the organization in

accomplishing its objectives, and what

obstacles must be overcome or

minimized to achieve desired results:

where the organization is today, and

where it may be positioned in the

future.

A subcommittee made up of members of the Southern Ute CEDS Committee reviewed

and updated the SWOT Analysis from the 2018 CEDS. The work by the subcommittee

found that approximately 75% of the prior analysis was still relevant to the current

Tribal economic environment, so that information was retained with some minor

revisions. Additional information was then added to fill any gaps and account for any

changes since the prior analysis was conducted. The updated SWOT Analysis was then

reviewed and adopted by the full CEDS Committee in March of 2023.

The Strengths, Weaknesses, Opportunities, and Threats identified in that updated

SWOT Analysis are as follows:

Strengths

•

Southern Ute cultural identity and attachment to place

Passion for Tribal best interest and future sustainability

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

•

Tribal sovereignty with recognition of a system of governance based on selfdetermination

Natural resources of the Reservation

Priority Tribal water rights

Human capital with knowledge and expertise on energy, development, finance,

technology, and natural resources.

Successful financial track record – Southern Ute Growth Fund diversified

holdings, Tribe’s AAA credit rating, and Permanent Fund endowment

Tribal campus telecommunications infrastructure

Access to a growing Regional Airport

Education model which has the Tribal Montessori Academy incorporating Ute

culture and language

Tribal financial support and willingness to fund higher education access and

completion for Tribal Membership

Tribal air and water quality programs

Weaknesses

•

Emigration of Tribal members off reservation – particularly within the younger

and more educated population (“Brain Drain”)

Over reliance on oil and gas revenues

Lack of on Reservation business development and diversification

Consumer retail leakage - Internet and off-reservation sales into neighboring

economies

Lack of available housing – limited diversity of housing options

Limited Tribal infrastructure for internal and regional economic growth

Lack of funding and framework for on-Reservation economic development

Limited community development and amenities

Lack of local workforce – high percentage of Tribal employees commute from

off-Reservation.

Limited Tribal engagement with regional partners to create diversified

economies of scale and economic infrastructure

Limited collaboration among Tribal entities for economic diversification and

growth

Limited Tribal member skilled workforce on reservation

Limited Tribal member entrepreneurial spirit

Lack of Tribe marketing brand and intellectual property

Lack of a Tribal Master Land Use Plan

Underutilized land and water rights

Cumbersome bureaucratic processes and lack of administrative authority

delegation within Tribal Government (Permanent Fund)

Limited Tribal member business and legal knowledge

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

•

Limited Tribal member financial literacy and capacity with poor credit ratings,

lack of capital, highly risk adverse

Lack of Master Water Plan

Limited local food supply chain – lack of a food sovereignty program

High turnover and lack of succession planning (laddering) in Tribal employment

Decline of Reservation agricultural sector

Current dividend income of Tribal members may disqualify 8a disadvantaged

business certification and other Federal incentives

Aging population and declining cultural and historical knowledge

Opportunities

•

Significant support for entrepreneurs through existing tribal, regional, federal,

and state organizations

Ability to develop and utilize relationships with regional economic development

entities

Ability to develop and utilize relationships with Colorado Commission of Indian

Affairs, Colorado state agencies, Federal agencies, and local political entities in

the region

Strong public higher education and training availability in the region

Availability of commercial and general aviation service with proximity of

regional airport to Reservation

Rural regional hub for value-added industry creation, light manufacturing or

communications center

Expanded First Net communication for first responders, lending to resiliency

Comprehensive regional health care services for Tribal members, employees, and

general public

Business growth opportunities in medical industries and medical tourism

Expanded regional airline and air freight services

Public lands accessibility- National forests, BLM, national parks, and state lands

in close proximity to the Reservation

Increased tourism utilizing off and on reservation experiences that leverage the

major tourist attractions in the Region

Eco/cultural/educational tourism opportunities for Tribal member business

creation

Underutilized Reservation land and water

Access to federal and state funding and resources

Expanding resources for Native American economic development regionally and

nationally

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Threats

•

Decreasing Tribal member population on the Reservation – increased net

migration of Tribal members off-Reservation.

Rising non-tribal member population on the Reservation – increasing number of

split (member/non-member) households

Limited acknowledgement of the value and impact non-tribal members have on

the Reservation economy – lack of inclusion of non-tribal members in the Tribal

community

Tribal Sovereignty (false sense of independence and impediment to partnerships)

Limited collaboration locally and regionally negating economies of scale and

investment cooperation

Volatility in energy and financial markets risks impact on Growth Fund

investments

Limited Tribal investment in local development

Rising costs of land and home ownership in the region

Region offers low entry-level compensation and relatively few “living wage”

employment opportunities

Federal and state funding cuts in higher education, transportation, public health

and human service programs

Limited multi-modal transportation options (ex. rail service) in region negatively

impacting economic growth

Distance from major interstates and rail lines limiting access to larger markets

such as Albuquerque, Denver and Phoenix

Limited distribution centers in proximity for transportation of goods

Shortage of competitive telecom and broadband with higher costs/limited

infrastructure

Difficulty for risk mitigation due to lack of regional collaboration

Electrical grid constraints

Natural disaster – lack of resiliency in current regional economic structure to

counteract economic ramifications

Regional economy is seasonal and highly dependent on recreation and tourism

Local, State, and Federal regulations can present regulatory barriers to economic

diversification and sustainable growth

Limited technical education opportunities from local colleges (blue collar AND

white-collar skills)

Strategic Direction

The Southern Ute CEDS Committee identified five strategic priorities focused on

improving the foundation of the Southern Ute Tribal economy in areas that make it

stronger and more resilient. The strategic priorities identified were developed over the

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

course of several months, in a number of strategy sessions, with participation from

members of the Tribal Council, Tribal Staff, and the Southern Ute CEDS Committee.

These priorities are designed to leverage and respond to various aspects of the SWOT

analysis that was conducted as part of the CEDS process.

Strategic Priorities

1. Improve the Availability of Diverse Housing Options

2. Expand High-Speed Broadband Connectivity

3. Increase Commercial Infrastructure & Community Amenities

4. Improve Tribal Economic Development Capacity & Ability to Leverage

Underutilized Resources

5. Enhance Opportunities for Business Creation

Each of these priorities has been organized into a one-page roadmap outlining the

strategic direction developed through this CEDS process. Each roadmap details the

desired outcome, goals, action items/CDAP projects, and performance measures linked

to each strategy. They also identify the parties primarily responsible for implementing

and executing each strategy and highlight the known resources and partners available

to aid in the process.

Evaluation Framework

Each of the Strategic Priority roadmaps were specially designed to incorporate the

evaluation framework directly into the one-page document. The action items and

performance measures listed provide key benchmarks to evaluate the progress and

effectiveness of each strategy. Had this been a typical 5-year CEDS a timeline would

have been added to assess progress toward key milestones. Given the short 2-year

scope of this CEDS milestones were omitted in favor of a focus on setting performance

measures that were realistic and attainable within the 2-year window.

In addition to the roadmap framework the Tribe has also adopted the Community

Development Action Plan format utilized by neighboring governments. Some

modifications to the format were made to make it more relevant and better suited to the

unique aspects of the Tribe. However, the goal is that the use of this more common

format will aid in collaboration, as well as provide a mechanism to gauge progress on

the successful implementation of the CEDS by tracking the completion of CDAP

projects over time.

The Community Development Action Plan (CDAP) is included with this CEDS and

highlights how each objective or project aligns with the strategic priorities and goals of

the Tribe. The CDAP projects were also linked to six resiliency strategies identified in

the Colorado Resiliency Framework, which addresses potential and interrelated

economic, social, and environmental risks and vulnerabilities.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Improve the Availability of

Diverse Housing Options

Desired Outcome – “Where Do We Want to Go?”

Housing is a critical need. A lack of available housing in all categories is driving an increase in net

migration away from the reservation, and making it difficult to recruit and retain workforce including

Tribal employees, teachers, and first responders. Several proposed projects have significant momentum.

Seeing that momentum turn into results that increase the supply and diversity of the housing options

available is critical to future economic growth and stability.

Goals

•

Increase Available Workforce Housing

•

Develop Housing that Prioritizes Tribal Member Equity Creation and Growth

Action Items (CDAP Projects)

•

Construct Additional Units at Quichas

Apartments

Construct New Rental Homes at Tranquillo Ct

Performance Measures – “What Does Success

Look Like?”

In the 2-year outlook of this CEDS the following

would be the vision of a successful outcome:

•

Construct Multi-Family Units at Rock Creek

on Town-owned 5.7-acre Parcel

•

Completion of plan documents & designs for

50% or more of the proposed projects

•

Construct Additional Rental Homes on

Buckskin Charlie Dr

•

Construction of six or more new housing units

•

Creation of ten or more new fee-land lots

•

Completion of a LIHTC feasibility analysis

•

Complete Cedar Point Infrastructure Project

•

Evaluate use of Low-Income Housing Tax

Credits (LIHTC) to Develop a Larger (40+

Unit) Multi-Family Apartment Complex

•

Update Rock Creek Subdivision Plan for

Tribe-owned 54-acre Parcel

•

Develop New Lots in Rock Creek Subdivision

•

Construct New Homes on Lots in Rock Creek

Subdivision

Responsible Parties:

•

Economic Development

•

Growth Fund Properties Group

•

Tribal Housing

Resources/Partners:

•

Town of Ignacio

•

La Plata County

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Expand High-Speed Broadband

Connectivity

Desired Outcome – “Where Do We Want to Go?”

Reliable broadband infrastructure is critical in a modern world and key to the future economic growth of

the Southern Ute Indian Reservation (SUIR). Two major projects are currently underway to improve the

broadband infrastructure and capacity within the SUIR. Seeing those projects finished and become

operational will play a major role in keeping the SUIR a competitive place to live and work, as well as a

key factor in the Tribe’s ability to recruit and retain new businesses.

Goals

• Increase Access to High-Speed Broadband Internet Service Across the Reservation

•

Provide Fiber Optic Internet to every Tribal Member Home

Action Items (CDAP Projects)

•

SUSS Broadband Modernization

Project, Phase I

•

SUSS Broadband Modernization

Project, Phase II

•

Tribal Backbone

Fiber/Middle Mile

Fiber to the Home of 95% of

Tribal Members & Native

Americans on the SUIR

Fiber to an additional 1,000

non-native residents

Identify Funding & Develop Plan to

Expand Network to all Homes &

Businesses within the SUIR

Performance Measures – “What Does Success Look

Like?”

In the 2-year outlook of this CEDS the following would be

the vision of a successful outcome:

•

Completion of the Phase I Fiber Backbone

•

Phase II underway and on-track for completion by

December of 2025

•

Activate the business and operation capability of the

new network

Seek additional funding to expand the network to all

homes and businesses within the SUIR

•

Responsible Parties:

•

Southern Ute Shared Service (SUSS)

Resources/Partners:

•

Bonfire Engineering & Construction

•

Bonfire Fiber Operations

•

National Telecommunications & Information

Administration (NTIA)

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Increase Commercial

Infrastructure & Community

Amenities

Desired Outcome – “Where Do We Want to Go?”

Surveys of Tribal members and employees ranked increased shopping, businesses, and restaurants as their most

desired amenities to develop in the Ignacio area. A lack of commercial infrastructure on Tribal land also limits the

sales tax base of the Tribe. Increased commercial development would benefit both categories while subsequently

improving quality of life for Tribal members, employees, and the community.

Goals

•

Diversify the Tribal Economy by Investing in Commercial Development that Expands the

Tribal Tax Base and Improves the Availability of Local Products & Services

•

Develop Commercial Infrastructure that can be Leased to Potential Businesses

Action Items (CDAP Projects)

•

Update Site Plans & Designs for

Development of Commercial

District

•

Renovate & Remodel SUIT

Fueling Station & C-Store

(Thriftway)

•

Substance Use Disorder Healing

Village

•

Develop a Retail Plaza

•

Southern Ute Veterans Resource

Center

•

Renovate Casino Mini-Golf

Course

•

Expand Casino RV Park

•

Casino Combined Heat & Power

Project

•

Electric Vehicle Charging

Stations

•

Performance Measures – “What Does Success Look

Like?”

In the 2-year outlook of this CEDS the following would be the

vision of a successful outcome:

•

Grand Re-Opening of a renovated fueling station & C-Store

•

Completion of site plans and designs for Commercial District

•

Complete design phase & start construction phase of SUD

Healing Village

•

Complete design & initiate construction of Phase I of Retail

Plaza development

•

Identify location & complete a feasibility study for a business

park

Responsible Parties:

•

Economic Development

•

Sky Ute Casino Resort

•

Tribal Health

Resources/Partners:

•

Thriftway Marketing Corp.

Develop a Business Park

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Improve Tribal Economic Development

Capacity & Ability to Leverage

Underutilized Resources

Desired Outcome – “Where Do We Want to Go?”

The Tribe has a very successful business unit in its Southern Ute Growth Fund. However, it would

benefit from an entity dedicated to on-reservation development. Efforts to create a Tribal Economic

Development Corporation were started in 2019. Completion of those efforts, along with updates to the

Tribe’s Comprehensive Land Use Plan and other planning documents would provide the foundational

structure and capacity needed to leverage underutilized resources in ways that strengthen the Tribal

economy and improve quality of life for residents of the Southern Ute Indian Reservation.

Goals

•

Revitalize Efforts to Form and Fund a Tribal Economic Development Corporation

Create and Update Tribal Comprehensive Plans & Master Plans - i.e. Land Use, Water, Roads, etc.

•

Create Program to Improve Tribal Food Sovereignty and Supply Chains

Action Items (CDAP Projects)

•

Establish a Tribal Economic

Development Corporation (EDC) to

Serve as the Primary Implementation

Entity for the CEDS

Develop a Food Sovereignty

Program

Commercial Greenhouses

Meat Processing Plant

Update Comprehensive Land Use

Plan

Performance Measures – “What Does Success Look

Like?”

In the 2-year outlook of this CEDS the following would be

the vision of a successful outcome:

•

Complete & Adopt a Business Plan for a Tribal

Economic Development Corporation

•

Issue an RFP and execute a contract with a consultant to

perform a Comprehensive Land Use Plan update in

phases

Responsible Parties:

•

Economic Development

Phase I – Ignacio Corridor

•

Department of Natural Resources

Phase II – rest of SUIR

•

Tribal Planning

•

Create Water Utilization Plan

•

Construction & Project Management

•

Update Campus Roads Master Plan

Resources/Partners:

•

USDA

•

EDA

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Enhance Opportunities for

Business Creation

Desired Outcome – “Where Do We Want to Go?”

Fostering local talent and entrepreneurial spirit is key to economic growth and creating new career

opportunities. By providing, training, resources, and space to aspiring entrepreneurs we hope to see an

increase in the number of businesses operating within and from the reservation.

Goals

•

Encourage and Support Tribal Member Entrepreneurship

• Improve Access to Capital for Small Businesses on the Reservation

Action Items (CDAP Projects)

•

SERC - Southern Ute Entrepreneurial

Resource Center

Co-working Space

Maker Lab

Business Training &

Workshops

Entrepreneur Fellowship &

Mentoring

Develop & Launch a Small Business

Lending Program

Performance Measures – “What Does Success Look

Like?”

In the 2-year outlook of this CEDS the following would be

the vision of a successful outcome:

•

Complete SERC Business Plan

•

Launch virtual SERC programs & resources

•

Identify location and funding source to construct SERC

facility

•

Launch new business loan program through Tribal

Credit

Responsible Parties:

•

Economic Development Staff

•

Tribal Credit Division Staff

Resources/Partners:

•

Colorado Small Business Development Center (SBDC)

•

Fort Lewis College

•

Region 9

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Economic Resiliency

The history of the Tribe is discussed in the CEDS document and is intended to not

only provide a history of the Ute people and culture but also to relate the Southern

Ute Indian endurance and success in adapting to change and the surrounding

environment. The Tribe provides real examples of vision, strength, and resiliency

which serve to continue to move the Tribe into the future.

Resiliency is inherent in Southern Ute culture as they have adapted and thrived

through the Spanish conquest and the reduction of their land which in 1868 covered

the western half of Colorado consisting of 56 million acres to the roughly 681,000

acres it consists of today. Also, in 1895 the Hunter Act enabled lands within the Ute

Strip to be allotted to tribal members, and the surplus lands homesteaded and sold to

non-Indians further reducing the lands held by the Tribe. It is the ability of the

Southern Ute Indian Tribe to overcome this history, create the necessary pathways,

and move into the future successfully, which underscores the CEDS development to

continue this legacy.

C.S. Holling (2001) writes relative to resiliency that “periods of success carry the

seeds of subsequent downfall, because they allow stresses and rigidities to

accumulate. Organizations and institutions often fail to cope with these slow changes,

either because the changes are invisible to them, or they are so complex and highly

contested that no action can be agreed upon.” Ideas regarding resiliency as a platform

for Native American economic development (Wilkerson 2014) have been addressed

in the strategic goals and the objectives created through this planning process.

The CDAP projects were also linked to six resiliency strategies identified in the

Colorado Resiliency Framework, which addresses potential and interrelated

economic, social, and environmental risks and vulnerabilities.

Summary Background

The summary background includes information and data on the environment,

economy, demographics, history & culture, workforce, and infrastructure of the

Southern Ute Indian Reservation. Data sovereignty is something that the Southern Ute

Indian Tribe holds in high regard. Due to the public nature of this CEDS document some data

and information used in the economic planning process has been omitted from this CEDS

document to honor and respect the sovereignty of the Tribe and its data. Insights from that data

are still captured within other parts of the plan including the SWOT Analysis and Strategic

Direction.

Environment

The Southern Ute Indian Reservation (SUIR) extends across the southern tier of

southwest Colorado, and is situated in Archuleta, Montezuma, and La Plata Counties.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

The Tribal headquarters are located near Ignacio, CO (La Plata County). The reservation

is located near the juncture of four states (Colorado, Arizona, New Mexico, and Utah –

the Four Corners). The topography includes high mountain peaks and valleys, towering

mesas, deep canyons, and deserts. The Southern Ute reservation consists of timberlands

on high mountains with elevations over 9,000 feet in the eastern portion, and flat arid

mesas on the west.

The present-day Southern Ute Indian Reservation roughly forms a rectangle 75 miles

east to west by 15 miles north to south and is slightly more than 681,000 acres in total

area. Often referred to as a "checkerboard" for its irregular pattern of land ownership,

the reservation lands are divided among many interests, including primarily Tribal

trust lands, allotted trust lands, U.S. Forest Service and Bureau of Reclamation lands,

and fee simple lands. Much of the Tribe's lands, with the exception of the Pine River

valley, are rugged, upland and foothill areas, while non-Indian fee lands predominantly

occur on the arable mesas within the reservation. U.S. Forest Service lands are those of

the San Juan National Forest, while Reclamation lands are those immediately

surrounding Navajo Reservoir and Lake Nighthorse.

Southern Ute Indian Tribe Economy

The Southern Ute Indian Tribe is the largest employer in La Plata County, Colorado,

providing jobs for an estimated 1,600 people from across the region in its various

governmental offices and business enterprises. The Tribe has been recognized as a

leader in providing economic vitality with the development of the Southern Ute

Growth Fund and the Sky Ute Casino Resort. The Southern Ute Cultural Center &

Museum along with the SunUte Community Center round out the economic base of the

Tribe’s headquarters near Ignacio, CO. In 2001 the Tribe received (and still maintains) a

AAA credit rating from S&P and Fitch.

The Growth Fund was formed in 2000 to operate and manage the Southern Ute Indian

Tribe’s businesses and business investments. The Growth Fund is charged with

managing the Tribe’s businesses effectively, building new businesses prudently, paying

dividends and elder’s pensions while reinvesting money to grow the businesses to

provide for future prosperity for the Tribal Membership. The intent was to provide

supplemental income to assure that no Tribal member would be in a state of poverty.

Over the last 23 years the Growth Fund has grown substantially with assets and/or

operations spread out over fourteen states and the Gulf of Mexico. It is a substantial, but

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

quiet economic driver for southwest Colorado serving the membership of the Southern

Ute Indian Tribe.

Sky Ute Casino Resort employs more than 400 people in various capacities and offers

competitive wages and excellent benefits (delivering nearly $14 million annually back

into the regional economy through employment). Approximately one-third of the

workforce is composed of local Native Americans. While purchasing requirements are

generally so large that local vendors cannot compete, the Casino Resort uses local

vendors to the greatest extent possible for such needs as printing & advertising,

equipment rental, cleaning services, electrical needs, vehicle purchases etc. Regional

purveyors for food products see well over $2.5 million in annual sales for resort’s

restaurant and banquet needs. The Casino Resort’s impact on the surrounding

community is often under-estimated. As the region’s only sizeable conference center

with the convention and banquet capacity for 500+ attendees, the property can attract

conferences to the area that would otherwise have to find accommodations elsewhere.

The property also doubles as a concert venue that has offered various genres of musical

talent over the past several years. Local and regional entertainment can use this

property as a “step-up” venue to expand their notoriety, performing as opening acts for

larger scale entertainers.

The reservation is also home to the Southern Ute Cultural Center & Museum. The

museum is a southwest cultural resource and regional tourist attraction. Designed by

Jones & Jones Architects in Seattle, Washington, who fashioned the Smithsonian’s

National Museum of the American Indian, the exceptional architecture and beauty of

the building and landscape incorporate cultural symbolism and a connection to the

land. Visitors first encounter the beauty of the landscape when walking past plants

important to native subsistence and when crossing a flowing stream. The symbolic Bear

Dance corral sits below the iconic cone entrance. Once inside, guests are awed by

Ponderosa pine poles rising 60 feet through a second story tipi-like loft and ending at a

Circle of Life glass ceiling. Light floods the welcoming atrium where guests are greeted

by seasonally relevant displays. All gallery spaces are self-guided so visitors can

meander through the museum at their leisure. The Permanent Gallery chronicles the

story of the Ute people, from prehistory to modern times.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

In 2001 SunUte Community Center opened its doors. It houses a gymnasium, fitness

center, rock climbing wall, and swimming pools. It also has plenty of areas outside that

members can enjoy from trails, playgrounds, and open field space to an archery range, a

softball field, and a baseball field. It even has a skatepark and a disc golf course that

snakes through a wetland area by the river. SunUte provides an exceptional recreational

facility to the Ignacio community and surrounding area. Memberships are provided at

no charge to the tribal members, and at reasonable cost to the community at large. The

center also houses meeting spaces, and the Southern Ute Boys and Girls Club.

Demographics

Southern Ute Indian Tribe Population – In 2018, the total population of enrolled

Southern Ute Tribal Members was 1,506 and in 2023 the total population was 1,471

based on data from Southern Ute Tribal Information Services (TIS). This reflects a

decline of 35 members or 2.3% over the five-year period. A closer look at the three age

groups shows a striking trend. The number of members aged 0-17 declined by 21% and

the number of members aged 18-54 declined by 1.45%. The number of members aged 55

and older, however, increased by 17.2%. The only age cohort that is growing is the 55

and older group. As this population continues to age, the Tribal population will likely

continue to decline. This trend is the most pronounced among those living on

Reservation where those aged 0-17 declined by nearly 15.28% and those members aged

18-54 declined over 2%. The number of members aged 55 and older living on

Reservation, however, increased 14.2%.

Regional Population – The Southern Ute Indian Reservation (SUIR) stretches across

Archuleta, La Plata County, and Montezuma Counties. La Plata County is the most

populous with a total population of 56,278 based on the most recent estimates from the

Colorado State Demography Office (SDO). The population for La Plata County

increased by 2.21% compared to 3.7% for the state of Colorado over the five-year period

from 2017-2021.

Ignacio Colorado is the only incorporated town within the boundaries of the SUIR. The

total population of Ignacio was 811 in 2017, and the total population rose to 852 in 2021

based on estimates from the SDO. This reflects a population increase of 4.81% over the

five-year period, above both the state and county.

Location

Southern Ute

Total

La Plata, CO

Bayfield

Durango

Ignacio

Unincorporated

Total

Montezuma, CO

Cortez

% Change 5yr

2018

2,713

18,262

811

33,248

55,034

2023

1,471

2021

2,885

19,271

852

33,270

56,278

8,600

8,923

1,506

2017

-2.32%

5.96%

5.24%

4.81%

0.07%

2.21%

3.62%

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Dolores

Mancos

Unincorporated

Total

Archuleta, CO

Pagosa Springs

Unincorporated

Total

Total 3 County Region

Total in Unincorporated areas

% in Unincorporated Areas

896

1,268

14,793

25,556

905

1,219

15,182

26,229

0.99%

-4.02%

2.56%

2.57%

1,593

1,645

3.16%

11,165

12,162

8.2%

12,758

13,807

7.6%

93,348

96,314

3.18%

60,799

60,614

-0.3%

65%

63%

-2%

Source: Southern Ute TIS and Colorado SDO

History & Culture

(Source: www.southernute-nsn.gov/history)

The Ute people are the oldest residents of Colorado, inhabiting the mountains and vast

areas of Colorado, Utah, Wyoming, Eastern Nevada, Northern New Mexico and

Arizona. According to tribal history handed down from generation to generation, Ute

people lived here since the beginning of time.

Tribes living in this area, ancestors of the Utes were the Uto-Aztecs, who spoke one

common language; possessed a set of central values, and had a highly developed

society which are traits commonly attributed to people possessing a civilization. The

Ute civilization spoke the same language, shared values, observed the same social and

political practices, in addition to inhabiting and holding a set territory. The language of

the Utes is Shoshonean, a dialect of that Uto-Aztecan language.

The Utes settled around the lake areas of Utah, some of which became the Paiute, other

groups spread north and east and separated into the Shoshone and Comanche people,

and some traveled south becoming the Chemehuevi and Kawaiisus. The remaining Ute

people became a loose confederation of tribal units called bands. The names of the

bands and the areas they lived in before European contact are as follows:

The Mouache band lived on the eastern slopes of the Rockies, from Denver south to

Trinidad, Colorado, and further south to Las Vegas, New Mexico.

The Caputa band lived east of the Continental Divide, south of the Conejos River and in

the San Luis Valley near the headwaters of the Rio Grande. They frequented the region

near Chama and Tierra Amarilla. A few family units also lived in the shadow of

Chimney Rock, now a designated United States National Monument.

The Weenuchiu occupied the valley of the San Juan River and its north tributaries in

Colorado and Northwestern New Mexico. The Uncompahgre (Tabeguache) were

located near the Uncompahgre and Gunnison, and Elk Rivers near Montrose and Grand

Junction, Colorado.

The White River Ute (Parianuche and Yamparika) lived in the alleys of the White and

Yampa river systems, and in the North and middle park regions of the Colorado

Mountains, extending west to Eastern Utah. The Uintah lived east of Utah Lake to the

Uinta Basin of the Tavaputs plateau near the Grand and Colorado River systems.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Today, the Mouache and Caputa bands comprise the Southern Ute Tribe and are

headquartered near Ignacio, Colorado. The Weenuchiu, now known as the Ute

Mountain Utes are headquartered at Towaoc, Colorado. The Tabeguache, Grand,

Yampa and Uintah bands comprise the Northern Ute Tribe located on the UintahOuray reservation next to Fort Duchesne, Utah.

As the Utes traveled the vast area of the Great Basin, large bands would breakup into

smaller family units that were much more mobile. Camps could be broken down faster

making travel from one location to another a more efficient process. Because food

gathering was an immense task, the people learned that by alternating hunting and

food gathering sites the environment would have time to replenish. The Nuche only

took what they required, never over harvesting game or wild plants. These principles

were closely adhered to in order for the people to survive.

A primary event that marked the beginning of spring was the annual Bear Dance. The

Bear Dance is still considered a time of rejuvenation by the tribe. It is in essence, the

Tribes’ New Year, when Mother Earth begins a new cycle, plants begin to blossom,

animals come out of their dens after a long cold winter. The Bear awakens from his

winter’s sleep and celebrates by dancing to welcome the spring and this dance was

given to the Ute people by the bear. The Bear Dance is the most ancient dance of the Ute

people and continues to be observed by all Ute bands.

The routes the Utes established were used by other Native American tribes and

Europeans. The Ute Trail became known as the Spanish Trail used by Spanish explorers

as early as the fifteenth century when Alvar Nunez Caveza de Vaca (1488-1558) and

Juan de Onate (1550-1630) were sent from Spain to explore the uninhabited areas of

Texas and New Mexico, claiming vast lands for their Spanish rulers. During the

sixteenth century Spaniards began to colonize New Mexico, establishing their

domination wherever possible. As the Spanish advanced northward into Ute territory,

the customs, livestock, and language they brought began to influence the Ute’s way of

life. When Santa Fe was established as the northern capital of the Spanish colonists they

captured Utes and other Native Americans as slave laborers to work in their fields and

homes. Around 1637 Ute captives escaping from the Spanish in Santa Fe fled, taking

with them Spanish horses, thus making the Utes one of the first Native American tribes

to acquire the horse.

Already skilled hunters, the Utes used the horse to become expert big game hunters.

They began to roam further away from their home camps to hunt buffalo that migrated

over the vast prairies east of their mountain homes and explore the distant lands. The

Utes began to depend upon the buffalo as a source for much of their needs. It took only

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

one buffalo to feed several families, and fewer hides were required to make structures

and clothing.

As westward expansion increased and eastern tribes were displaced and relocated to

barren lands in the west, pioneers began to travel west. Gold and silver were discovered

in the San Juan Mountains and the Utes soon found themselves in a losing battle to

retain their homelands.

On December 30, 1849 a peace treaty was signed between the United States and the Utes

at Abiquiu, New Mexico. The treaty forced the Utes to officially recognize the

sovereignty of the United Sates and established boundaries between the U.S. and the

Ute nation. In 1863 another treaty was signed at Conejos terminating all Ute claims to

mineral rights and lands in the San Luis Valley that had been settled by Europeans. In

1868 the U.S. government began another treaty to terminate the rights of the

Confederated Ute Indians to other lands; however, this effort failed as the Utes refused

to relinquish their rights to the lands in question.

In 1873 the government began new efforts to negotiate for these lands and a new

commission was appointed by the Interior in 1873 to enter into negotiations for a new

agreement. The Brunot agreement of 1873 was negotiated with the Confederated Utes

and the U.S. government, represented by Felix R. Brunot, at the Los Pinos Agency on

September 13, 1873. Ute chiefs, headmen and other members of the Tabeguache,

Mouache, Caputa, Weenuchiu, Yampa, Grand River and Uintah bands of Ute Indians

were present when the Agreement was signed.

The Brunot Treaty was ratified by the United States in 1874 and is most often

remembered by Utes as the agreement when their land was fraudulently taken away.

The Utes were led to believe that they would be signing an agreement that would allow

mining to occur on the lands located only in the San Juan Mountain area, the site of

valuable gold and silver ore. About four million acres of land not subject to mining

would remain Ute territory under ownership of the tribe. However, they ended up

forcibly relinquishing the lands to the U.S. government.

In 1895 the Hunter Act was passed opening up the Ute strip to homesteading and sale

to non-Indians. The Utes residing on the small strip of reservation land north of the

New Mexico state boundary and into the four corners area became divided. The

Weenuchiu under the leadership of Chief Ignacio agreed that land could not be owned

individually, but instead was owned in commonality by the tribe. The Weenuchiu

moved westward and settled on a dry arid piece of land now known as Towaoc. The

Southern Utes (Mouache and Caputa bands) agreed to take land into ownership under

the allotment process. Unfortunately, many allotments were either sold to non-Indians

as well as the Tribe. Around the 1940s about 300 allotments were owned by Southern

Ute Tribal heads of household. This number has dwindled considerably at present.

The tribe is governed by a seven-member Tribal Council elected by the membership.

Principle officers include the Chairman, Vice-Chairman and Treasurer, with all council

members serving three-year staggered terms. Tribal government is based on a Tribal

Constitution adopted November 4, 1936, that was revised in September 1975. Although

the tribe strives to provide strong social welfare and education programs, they also

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

emphasize the importance of the traditional way of life. They sponsor the annual Sun

Dance and Bear dance. Tribal members of all ages participate in Pow-wows. Tribal

Council recognized the importance of traditional healing and has incorporated this

method into the health services program.

Housing

In April of 2022, the Tribe through its Tribal Council, requested GF Properties Group

(GFPG), the real estate business entity of the Southern Ute Growth Fund, in

collaboration with the Southern Ute Permanent Fund’s Executive Office, to oversee a

new Ignacio Area Housing Needs Study. The study commenced in July of 2022 and

involved the compilation and analysis of new demographic and GIS data, surveys of

Tribal membership and employees, interviews with key Tribal Members, staff, and

community leaders, and review of other recent regional housing studies conducted by

others.

The final report completed in March of 2023 details the outcome of those findings and

provides a set of recommendations to help the Tribe develop and implement solutions

that will address the housing needs of its membership, workforce, and community

residents. The key findings from the study are as follows:

1. The housing shortage in the Ignacio area is the single biggest factor impacting the ability

to buy or rent a home.

2. All age cohorts and populations are in need of housing both rental and for sale, and the

problem is not exclusive to one specific type of housing.

3. The existing stock of housing in the Ignacio area is old and outdated.

4. Housing affordability is another factor impacting the ability to buy or rent a home.

5. Housing costs (buying and renting) are outpacing median income.

6. Creating home equity is important to Tribal Members and employees alike.

7. People would move to Ignacio if suitable housing were available and affordable.

8. A challenge is identifying developable land with desirable lot sizes where affordable

housing can be constructed.

9. A variety of desired amenities in Ignacio, especially shopping/business/restaurants,

points to the opportunity for economic development, community engagement, and job

growth.

The conclusion from the study is that a long-term investment (20+ years) in the Ignacio

community is needed to address the items above. Additionally, the 2009 GFD Ignacio

Master Plan should be updated to help identify suitable land parcels that can be feasibly

developed for affordable housing. Last, opportunities exist to partner with other local,

regional, and state agencies and organizations to obtain grant funding that supports

housing development in the greater Ignacio area.

The following recommendations from the study are intended to help the Tribe improve

on its existing land use, identify appropriate areas for new housing development, and

ensure sound economic growth through a diversified and affordable housing stock. The

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

recommendations focus on a short-term plan (1 year), a mid-term plan (1-3 years), and a

long-term plan as a pragmatic and timely approach to address the existing needs of

Tribal Members, employees, and Ignacio area residents.

•

Initiate Short-Term Plan (1 year):

o Finding: There is a critical lack of quality rental housing. Recommendation: Add

rental units at Quichas Apartments.

o Finding: High quality homes are lacking in the area. Recommendation: Build

units on remaining lots in Tranquilo Court.

o Finding: Building homes for Tribal Members is a high priority. Recommendation:

Continue Cedar Point home development projects.

Initiate Mid-Term Plan (1-3 years):

o Identify developable land with desirable lot size. Explore housing development

opportunities with the Town of Ignacio at Rock Creek III (Town-owned 5.7-acre

parcel) and Southern Ute Housing Authority.

o Identify developable land with desirable lot size. Explore housing development

opportunities with the Town of Ignacio and Southern Ute Housing Authority at

the Tribe-owned Rock Creek parcel (54 acres).

Strategize for Long-Term Plan (now-20 years):

Update the current Tribal Comprehensive Plan and the 2009 GFD Ignacio Master Plan in

coordination with the Southern Ute Housing Authority, the Town of Ignacio, and other

organizations as appropriate.

o Address needs for apartments, single-family homes, townhomes, large lots, and

other alternative housing.

o Address other items: commercial property for shopping, restaurants, and other

amenities.

Workforce

The number and quality of jobs on the reservation for Tribal Members is perceived as

an issue as most tribal business expansion is currently outside the region. The future for

Tribal Members jobs may be maximized if the outside business earnings and Tribal

Member dividends remain strong, and if Tribal Members reach their educational goals.

Making sure Tribal Members have access to good jobs remains a leadership priority and

concern.

The changing dynamic now observed is that tribal members are increasingly less

motivated for education and careers with a perceived income for life. This perception

leads to less tribal engagement in individual business or job attainment, tribal society

and cultural involvement.

To help Tribal Members achieve their educational and career goals the Tribe offers an

Academic Advising and Scholarship program. The program provides full-tuition

scholarships, living stipends, and mileage reimbursements for enrolled members of the

Southern Ute Indian Tribe to attend a non-profit college or university.

The Southern Ute Indian Tribe’s Tribal Employee Rights Office (TERO) provides job

placement for qualified Southern Ute Tribal Members as well as local Native

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Americans. The Tribe’s Human Resources Department also offers apprenticeship

programs to support employment and career development.

When it comes to workforce development the largest obstacle is the lack of available

housing. A recent survey of Tribal employees found that the majority make long

commutes from other communities to work for the various Tribal entities in the Ignacio

Area. Of the employees surveyed 62% responded that they would move to Ignacio if

housing were available and affordable. Opportunities and needs for additional

workforce development programs exist. However, limited resources should be

concentrated on the housing needs first as that is where they can have the greatest

impact on growing and retaining the local workforce.

Infrastructure & Services

The available built infrastructure varies by community across the region, making

some areas more, or less, attractive to potential economic growth and development.

The Tribe owns and operates its own utilities division providing water and

wastewater treatment, and natural gas service to the Ignacio Area. Its Southern Ute

Shared Services (SUSS) provides information technology-related services to the

Tribe’s business and governmental entities. It is currently leading a large

broadband project that will significantly improve capacity and telecommunications

infrastructure for the Southern Ute Indian Reservation.

Location

Archuleta, CO

Pagosa Springs

Unincorporated

La Plata, CO

Bayfield

Durango

Ignacio

Unincorporated

Montezuma, CO

Cortez

Dolores

Mancos

Unincorporated

San Juan, NM

Aztec

Farmington

Bloomfield

Kirtland

Unincorporated

Electric

Telecom

LPEA

Various

LPEA

Regional Infrastructure

Natural Gas

SourceGas

Propane

Water

Waste Water

Solid Waste

PAWS

Wells

PAWS

Septic

Various

Various Atmos, Propane

Various

Atmos

Various

SUIT

Various Atmos, Propane

Municipal

SUIT

RWD

Municipal

SUIT

RSD

Various

Municipal

Various

Empire

Various

Atmos, Propane

RWD, Wells

Municipal

RSD, Wells

Municipal

Various

AEU

FEUS

Various

NMG,Propane Municipal,RWD, Wells

NMG,Propane

RWD, Wells

NMG,Propane

RWD, Wells

Municipal

RSD

Aztec Electric Utility (AEU); Farmington Electric Utility Service (FEUS); La Plata Electric Association

(LPEA); Empire Electric Association (EEA); San Miguel Power Association (SMPA)

Atmos Energy; New Mexico Gas

Rural Water District (RWD); Southern Ute Indian Tribe (SUIT)

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Rural Sanitation District (RSD); Southern Ute Indian Tribe (SUIT)

Waste Management (WM); Transit Waste (TW)

Education

The Southern Ute Indian Montessori Academy opened in August 2000. The Academy is

a private school that provides education and day care for enrolled Tribal Members and

1st Descendants from the ages of six months to the sixth grade. Its curriculum includes a

comprehensive Ute language program to engage Southern Ute children in Ute culture

and language.

Southern Ute Indian youth living on or near the reservation are enrolled in middle and

high school primarily in the Ignacio School District, with some attending neighboring

schools in Bayfield and Durango School Districts. The Tribe also provides Ute language

classes within the Ignacio School District. Data for the three school districts shows that

Ignacio falls significantly below its neighboring counterparts:

Ignacio

Durango

Bayfield

High School Graduation Rate

63%

95%

85%

Avg. SAT Score

822

1054

986

Source: GreatSchools.org

This data is linked to and prominently listed on popular real estate websites like Zillow

and others. These sites are often some of the first sources of information people view

when looking to move or accept a job in area. The impression this information leaves

can have a significant impact on the ability to recruit those potential employees and

residents to the area/reservation.

Post-secondary education is offered locally in the region through the accredited Fort

Lewis College (a public four-year college in Durango, CO) San Juan College (a two-year

community college in Farmington, NM), and Pueblo Community College Southwest

Center (a two-year community college in Durango and Mancos, CO).

Fort Lewis College and San Juan College are both qualified Native American-serving,

nontribal institutions which provides additional benefits to each institution for Native

American students. The qualification for this distinction is that the institution must

have a minimum of twenty-five per cent of its enrolled students as enrolled Tribal

members. The existence of a four-year and two-year qualified Native American-serving

nontribal institutions within the region has negated the need for the Tribe to pursue its

own Tribal college. Fort Lewis College also has, through the State of Colorado, a

provision for providing any enrolled Tribal member a tuition waiver regardless of

which state they reside.

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Public Comments

Public comments and input were sought throughout the strategic planning process in various

surveys and interviews. An official public comment period on the final draft of the CEDS was

open and advertised from August 25th through September 25th. Requests for comment were

advertised via the Tribe’s social media, website, and email, as well as published in the Southern

Ute Drum.

Comments Received:

1) “Glad to see housing is a top priority. We need housing for workers most. Tribal

employees do jobs that benefit the membership but to get them we need places for them

to live.”

2) “The Tribe spent money on the intake structure from Lake Nighthorse. How are we

using that investment and water. Would like to see more plans for development on west

side of reservation and ways to use that water.”

3) “We are always asked about a project, and nothing is ever done. Or we start a project,

and someone leaves, and it just sits there until someone decides to bring the project back

again. This is a great area to live in. You are about 8 hours away or less from Denver,

Phoenix, Albuquerque, Amarillo, or even Salt Lake City. If the Tribe would open up

housing for everyone, they could make good money. But they have to build keeping in

mind this is not just for the membership, but for others as well.”

4) “We need more local stores, restaurants, and boutiques. Build a space for artists, jewelry

makers, and other vendors to sell their creations like some of the other tribes have

done.”

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Southern Ute Indian Tribe Comprehensive Economic Development Strategy 2023-2025

Southern Ute Indian Tribe Community

Development Action Plan (CDAP)

The Community Development Action Plan (CDAP) is a list of short-term projects (defined

as two years or less). Initial drafts of the CDAPs are developed through review of

current projects, planning documents, small group discussions and interviews with

Tribal departments and stakeholders. The CDAPs are useful tools for organizations

working with communities and have evolved into being the central source for listing

the full range of projects that are in process or are desired. The CDAPs are used as the

official community plan required for eligibility for many federal and state funding

sources.

The 2023 Southern Ute Indian Tribe CDAP has a total of 29 proposed projects at various

stages in the development process.

The CDAP projects were aligned with the Tribe’s Strategic Priorities; and,

The CDAP projects were also linked to six resiliency strategies identified in the

Colorado Resiliency Framework, which addresses potential and interrelated economic,

social, and environmental risks and vulnerabilities. Numbers representing the resiliency

strategies supported are listed next to each project in the CDAP. Please refer to the

Colorado Resiliency Framework document for details.

Future Ready Economy & Workforce

Climate & Natural Hazard Resiliency

Building & Infrastructure Sustainability

Agriculture & Food Security

Housing Attainability

Community Capacity

Internal to Community

Currently, the CDAP list displays: Project #, Rank, Strategic Priority Link, Economic

Goal Category, Colorado Resiliency Link, Funding Resources, Cost Estimate, Primary

Partners, and Outcomes & Impacts.

CDAP Project Ranking Criteria

•

Is relevant to economic or community development – aligns with community master

plans and/or Tribal economic priorities.

Is relevant to economic or community resiliency

Is within the Tribe’s and primary partners ability to influence.

Is feasible and sustainable

Opportunities exist to partner with other entities (towns, counties, region, state, federal)

Metrics address progress and impact.

Rank

High

Medium

Low

Must meet at least 5 criteria

Must meet at least 3 criteria

Must meet at least 2 criteria

29 | P a g e

Southern Ute Indian Tribe

Comprehensive Economic Development Strategy (CEDS) 2023-2025

#1 - Improve Availability of

Diverse Housing Options

Strategic Priorities

Goals

#2 - Expand High-Speed

Broadband Connectivity

“A CEDS is a strategy-driven plan for regional economic development. A

CEDS is the result of a regionally owned planning process designed to build

capacity and guide the economic prosperity and resiliency of an area or

#3 - Increase Commercial Infrastucture &

Community Amenities

#4 - Improve Tribal Economic Development

Capacity & Ability to Leverage Underutilized

Resources

#5 - Enhance Opportunities for Business

Creation

> Develop Housing that Prioritizes > Increase Access to High- > Diversify the Tribal Economy by Investing in

Tribal Member Equity Creation and Speed Broadband

Commercial Development that Expands the Tribal

Internet Service Across

Tax Base and Improves the Availability of Local

Growth (EH)

the Reservation (IA)

Products & Services(LS)

> Revitalize Efforts to Form & Fund a Tribal

Economic Development Corporation (EDC)

> Encourage and Support Tribal Member

Entrepreneurship (SE)

> Increase Available Workforce

Housing (WH)

> Create and Update Tribal Comprehensive Plans

& Master Plans - i.e. Land Use, Water, Campus,

Roads, etc. (CP)

> Improve Access to Capital for Small

Businesses on the Reservation (AC)

> Provide Fiber Optic

Internet to every Tribal

Member Home (FTH)

> Develop Commercial Infrastructure that can be

Leased to Potential Businesses (CI)

> Create Program to Improve Tribal Food

Sovereignty and Supply Chains (FS)

Southern Ute Indian Tribe Community Development Action Plan (CDAP) 2023

CDAP #

Project

Rank

Strategic Priority

Link

Economic

Goal

Category(s)

Colorado Resiliency

Framework Link

Tribal Economic Development

Corporation (EDC)

High

#4 - Capacity

EDC, LS, CI, LC,

EH, WH

1,4,5,7

Quichas Apartments Additional Units

High

#1 - Housing

1,5

Construct New Rental Homes at

Tranquillo Ct

High

#1 - Housing

1,5

Rock Creek Multi-Family Units on

Town-owned 5.7-acre Parcel

High

#1 - Housing

1,5,6

SUSS Brodband Project Phase I

High

#2 - Broadband

1,3,7

Funding Resources

Cost Estimate

Tribal Investment, EDA,

OEDIT

Outlined per Biz Plan

Primary Partners

Outcomes & Impacts

Outlined per Biz Plan

Dedicated capacity, structure, and funding for onreservation development

Prop 123, Tribal Investment $2.25MM

GF Properties

Add 6 new rental units to Ignacio Area housing

supply

Prop 123, Tribal Investment $1.06MM

GF Properties

Add 2 new rental units to Ignacio Area housing

supply

Congressionally Directed

Spending(CDS)

$7.5MM

GF Properties, Town of

Ignacio

Add 25 new rental units to Ignacio Area housing

supply

State of Colorado HB21$15MM

1289 ($10MM), and other

ARPA and Tribal Investment

Bonfire Engineering and

Construction,

Bonfire Fiber Operations

Tribal backbone fiber routes. Target completion

date Summer 2023, except for allotment routes.

$43.7MM

Bonfire Engineering and

Construction,

Bonfire Fiber Operations

Connectivity to 95% of Tribal Member homes.

2000 additional homes/businesses connected

for non-Tribal Members. ~400 miles of fiber.

New business capability for the Tribe. Target

completion is Dec 2025.

TBD

Tribal Housing

Design and construct up to 6 workforce housing

units

SUSS Brodband Project Phase II

Med

#2 - Broadband

FTH

1,3,7

NTIA Tribal Broadband

Connectivity Program

($43.7MM)

Construct Additional Rental Homes

on Buckskin Charlie Dr

High

#1 - Housing

WH, LC, LS,

1,5,7

Prop 123, Stronger

Communities Grant

Substance Use Disorder Healing

Village

High

#3 - Amenities

6,7

Renovate & Remodel SUIT Fueling

Station & C-Store (Thriftway)

High

#3 - Amenities

LS, CI

1,7

Update Commercial District

Development Plan

High

#3 - Amenities

LS,CI

1,3,7

Update Rock Creek Subdivision Plan

High

#1 - Housing

EH, WH

1,2,3,5

Evaluate use of Low-Income Housing

Tax Credits (LIHTC) to Develop a

Larger (40+ Unit) Apartment

Complex

High

#1 - Housing

1,2,3,6

Develop a Tribal Food Sovereignty

Program

High

#3 - Amenities

1,4,7

SERC - Southern Ute Entrepreneurial

Resource Center

Med

#5 - Business

1,6,7

Develop & Launch a Small Business

Lending Program

Med

#5 - Business

AC, SE

1,6,7

Create SUIT Water Utilization Plan

High

#4 - Capacity

2,3,5,6

Update SUIT Comprehensive Land

Use Plan

High

#4 - Capacity

2,3,5,7

Develop New Lots in Rock Creek

Subdivision

Med

#1 - Housing

1,3,5,6

Construct New Homes on Lots in

Rock Creek Subdivision

Med

#1 - Housing

1,3,5,7

Retail Plaza

Med

#3 - Amenities

LS, CI, SE

1,3,7

Commercial Greenhouses

Med

#4 - Capacity

FS, LS, CI

1,2,4,7

Southern Ute Veterans Resource

Center

Med

#3 - Amenities

3,6,7

Cedar Point Infrastructure Project

Med

#1 - Housing

WH, LC, LS

1,5,6,7

Opiod Settlement

$55.4MM

Tribal Health

Provide local culturally inclusive substance use

treatment

Outside Contract

$1.8MM

Thriftway Marketing Corp.

Improve Tribal image and tax base

TBD

$50k

TBD

Create a plan to develop valuable highway

frontage near Ignacio to expand the Tribe's tax

base & incubate new businesses

TBD

$50k

TBD

Increase available fee land building sites near

Tribal headquarters in Ignacio

TBD

$50k

TBD

Increase available rental housing options to

support workforce

USDA

TBD

Improve local food supply chains and resiliency.

Encourage agricultural business development

and growth

EDA, SBA, OEDIT, USDA

Outlined per Biz Plan

Fort Lewis College, SBDC

Provide resources and space to help launch &

incubate small businesses. Support Tribal

Member entrepreneurs both on & off the

Southern Ute Indian Reservation

Tribal Investment, EDA,

USDA

TBD

Expand access to capital and encourage

investment in Tribal trustland that is difficult to

collateralize

USDA, BIA

TBD

Develop a plan to best use and preserve the

Tribe's water rights

USDA, BIA

TBD

Reaffirm prior land use designations, and add

new designations to better facilitate future

growth and development

IHS, Prop 123, IIJA, Tribal

Investment

TBD

Increase available fee land building sites near

Tribal headquarters in Ignacio

Prop 123, Tribal Investment TBD

TBD

Increase the availability of quality homes that

create and build home equity near Tribal

headquarters in Ignacio

USDA, Tax Credits, OEDIT,

Enterprise Zone, Tribal

Investment

TBD

Develop retail space to incubate small

businesses & artisans that increase local

shopping & dining options

USDA, Tribal Investment

TBD

Congressionally Directed

Spending(CDS), USDA, VA

$2.5MM

TBD

Stregnthen local food supply chains & resiliency.

Encourage agricultural business development

and growth. Create a path for the creation of a

Tribal brand of products.

Support Tribal and local area Veterans

Prop 123, Stronger

Communities Grant, IHS

funding

TBD

Tribal Housing

Extend services to exiting lots to make lots

developable/buildable

Casino RV Park Expansion

Med

#3 - Amenities

1,7

Renovation of Casino Minature Golf

Course

Med

#3 - Amenities

1,7

Casino Combined Heat and Power

Project

Med

#3 - Amenities

1,2,3,7

Electric Vehicle Charging

Med

#3 - Amenities

1,2,3

Meat Processing Plant

Med

#4 - Capacity

FS, LS

1,4,7

Business Park

Med

#3 - Amenities

LS, CI, SE

1,3,4,7

The CDAP projects were also linked to six resiliency strategies identified in the Colorado

Resiliency Framework, which addresses potential and interrelated economic, social, and

environmental risks and vulnerabilities. Abbreviations are listed next to the strategies in the

CDAP along with a number representing the supporting strategy. Please refer to the Colorado

Future Ready Economy & Workforce (EW)

Climate & Natural Hazard Resiliency (CN)

Building & Infrastructure Sustainability (BI)

Agriculture & Food Security (AF)

Housing Attainability (HA)

Community Capacity (CC)

Internal to Community (IC) - this was added for projects aligned more closely with local resiliency strategies

TBD

$3MM

Sky Ute Casino

Increase accommodation capacity of the casino

resort

TBD

Sky Ute Casino

Increase/improve the local avalailabilty of familyfriendly activities

IRA

$2.2MM

Sky Ute Casino

Improve the effieciency and resileincy of the

casino resort

TBD

Support clean energy expansion and adoption

USDA

TBD

Support Tribal ag producers, improve local

supply chains

TBD

Expand business and career opportunities on the

Southern Ute Indian Reservation

RESOLUTION NO. 2023-17 O

RESOLUTION

OF THE

COUNCIL OF THE SOUTHERN UTE INDIAN TRIBE

October 10,2023

WHEREAS, authority is vested in the Southern Ute Indian Tribal Council by the

Constitution adopted by the Southern Ute Indian Tribe, and approved November 4, 1936, and

amended October I,1975, and August 27, 1991, to act for the Southern Ute Indian Tribe; and

WHEREAS, under Article VII, Section 1(hX1) of the Tribal Constitution, "[a]ll

appropriations of tribal funds shall be expended in conformity with annual budgets subject to

approval by the Secretary ofthe Interior, or his authorized representative;" and

WHEREAS, on January 15, 1999, Tribal Council adopted Resolution No. 99-07

approving a Financial Plan for the Tribe; and

WHEREAS, the Tribal Council previously authorized the creation of the Southern Ute

Economic Development Program via an Internal Needs Assessment on October 3,2017 to evaluate

and implement projects related to small business development and Tribal commercial

development; and

WHEREAS, the Tribal Council previously authorized the creation of the Comprehensive

Economic Development Strategy Committee (CEDS Committee) to provide guidance to the

Economic Development Program as required by the Federal Economic Development

Administration (EDA); and

\ilHEREAS, in September 2018, via Resolution No. 2018-179, the Tribal Council

approved the Southern Ute Indian Tribe's first Comprehensive Economic Development Strategy

(CEDS) to act as the framework and planning tool for economic development for the Southern Ute

Indian Tribe; and

WHEREAS, on April 27,2021, Tribal Council approved, via Resolution No. 2021-060,

the application for an EDA Partnership Planning Grant to continue work on the Tribe's CEDS;

and

WHEREAS, an update to the Tribe's CEDS is required in2023 to meet the requirements

and maintain federal grant eligibility under the program administered by the EDA; and

\ilHEREAS, the CEDS Committee and the Manager of Economic Development have

satisfied all the prerequisites for EDA approval of the updated CEDS, including completing an

extensive strategic planning process that engaged Tribal Members, Tribal stafÏ, and regional

partners in a number of surveys, interviews and strategy sessions to conduct research and provide

input regarding the contents and goals of the CEDS; and the CEDS was made available for the

RESOLUTION NO. 2023.17 O

Page2

October 10,2023

EDA mandated 30-day public comment period with all comments received incorporated into the

final version of the CEDS; and

\ilHEREAS, the Tribal Council finds it in the Tribe's best interest to approve the CEDS

document.

NOW, THEREFORE, BE IT RESOLVED, that the Southern Ute Indian Tribal Council

approves and adopts the Southern Ute Indian Tribe Comprehensive Economic Development

Strategy to be effective October 2023 through September 2025, or until such time as a new CEDS

is approved and adopted. A copy of the CEDS is attached as Exhibit A to this resolution.

BE IT FURTHER RESOLVED, the Southern Ute Indian Tribal Council authorizes the

Economic Development staff to take all necessary action to evaluate and pursue projects related

to the Tribe's economic development goals as outlined in the CEDS.

BE IT FURTHER RESOLVED, the Economic Development staff will submit new

programs andlor projects related to implementing the CEDS to the Southern Ute Indian Tribal

Council for approval prior to taking any additional action.

BE IT FURTHER RESOLVED, that the Chairman of the Southern Ute Indian Tribal

Council or, in his absence, the Vice Chairman, or, in the absence of both the Chairman and the

Vice Chairman, a duly appointed Acting Chairman is hereby authorized to sign the necessary

documents and take all necessary actions to carry out the intent of this resolution.

This resolution was duly adopted on the 1Oth day of October,2023.

Mr.

Southem Ute Indian Tribal Council

RESOLUTION NO. 2023-17 O

Page 3

October 10,2023

CERTIFICATION

This is to certifu that there were ( 5 ) of the regularly elected Southern Ute Indian Tribal

Council members present at the above meeting, at which ( 4 ) voted for, and ( 0 ) against, it being

a quorum and the above resolution was passed, the Chairman not being permitted to vote in this

instance due to a Constitutional provision.

Secretary

Southern Ute Indian Tribal Council

This is a copy of a public record, reproduced as it was published. It is not legal advice, and it may not be the version a court would rely on. Check the official source before you cite it.