Phase 1 & 2 Report Archuleta Community Vision Work Group October 14, 2009 “It is not what the vision is; it’s what the vision does.” Peter Senge, author The Fifth Discipline: the Art and Practice of the Learning Organization
Introduction The County Commissioners are looking for guidance in various aspects of running the community. A vision is a community’s destination in the future. It inspires the community to make it happen. It provides direction on where to focus resources, money and people. In May, 2009, the commissioners charged the Archuleta Community Vision Work Group with a first step of investigating existing documentation to determine if indeed there already exists a vision for all to follow. In response to that charge, the Work Group developed a final summary of vision elements (Attachment A), culled from researching nine years of community reports and surveys (Attachment B) of resident and visitor attitudes, opinions, and interests. With over thirty hours of meetings and significant more time spent working on their own, the team of nine volunteers (Attachment C) captured some 300 pertinent data points (Attachment D), analyzed and interpreted the data , and produced the results described herein.
Word of Caution We want to point out that the results we now present reflect existing community documentation. At this stage of the project, the team’s efforts did not include an assessment of the current situation with a comparison to the vision elements articulated. We did not look at strengths, weaknesses, opportunities or threats (SWOT). Nor did we evaluate STEEP factors: social, technological, economic, environmental, and political dynamics that would influence the development of a vision. The Work Group recognizes that the vision for our community must be inspiring and must be embraced by the community in order to bring it to fruition. We feel the data provides a solid foundation to take the information to the next level, as we discovered ourselves brainstorming ideas throughout our endeavor. However, that was not our charge for the first two phases of the vision project. As described below, all such analyses should be undertaken as part of future steps in the vision planning process. (See Attachment E for an updated flow chart.)
Summary of Findings 1. What most people think of as a vision—a special character, persona, or unique identity that would distinguish Archuleta—did not come to light through any of the community documentation. 2. There is however a definite set of “vision elements” for what the people want in the near term. These vision elements meet the very basic requirements of a small town—any small town. Nothing exciting or energizing, but definitely clear direction for community leadership to incorporate into strategic and operational planning efforts. What we found would serve a broad spectrum of the community’s population.
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3. The area is seen as a beautiful, recreational destination and an escape from stress, congestion, and weather to a slower, more relaxed way of life. 4. The values people hold dear are very basic—mom & apple pie—mostly related to the beauty of the many natural resources, the small-town atmosphere, the age/socio-economic/cultural diversities, and the friendly people with a sense of community. Not much different from many other small towns in Colorado. 5. There is great focus on ensuring that infrastructure and basic services are available for residents and secondhome owners, a considerable number of whom will be retirement age in the coming years—from government and community buildings, roads, utilities, security and emergency services, waste treatment, parking, signage & way finding, etc. to affordable housing, health and education, transportation, and stewardship of the environment. 6. There is a strong desire for the community to offer workers employment that allows them “to thrive, not just survive,” and at the same time, that it be a “special,” unique destination (that persona that’s missing!). 7. For economic growth, the major force remains tourism, based on maintaining and enhancing hospitality offerings, the recreational aspects of the area, the hot springs and related health and wellness businesses, as well as adding other attractions. A focus on nurturing the many entrepreneurs that comprise our private industry would help to diversify the economy. Targeting customers (not just tourists) beyond our borders— currently an under-utilized strategy—would increase the health and vibrancy of government, the business community, and our economy. Arts and culture draw significant support from both locals and visitors (and holds potential growth opportunity for us, as it has for many communities across the nation). 8. This “rudimentary vision” is reflected for the most part in the Town’s Comprehensive Plan and Region 9’s 2008 Strategy, which could be used as the underpinning for the County’s planning effort. The team’s major concern—as it has been from the inception of the project—is that these documents have been placed on the shelf, and there has been little to no follow-through. The bottom line is that there is no need to start from ground zero to develop a vision—but rather to transform the existing one into something exciting. An exciting vision arises from leaders, not the general public.
Recommended Next Steps: A. Conduct an analysis of the current situation, including SWOT (strengths, weaknesses, opportunities and threats) and STEEP (social, technological, economic, environmental, political) factors to ground us in the reality of where we currently are. B. Pull together representatives from key groups and organizations (including elected officials, private industry, local civic organizations, key landowners, and investors) to participate in a one-day synectics session (a unique and creative problem-solving technique) to craft several compelling and energizing scenarios for an ideal future and identity. The basic vision elements we have presented, plus the results of analysis achieved through Step A, will be used to set the scene. C. Take the vision scenarios to the community for feedback; then modify them so all citizen groups can see themselves and their interests represented in a shared vision. D. Conduct an analysis comparing the present situation to the vision scenarios to determine the extent of the “gap.” E. Brainstorm strategies that could be implemented to bridge the gaps (i.e., move closer to the vision). F. Prioritize those strategies and incorporate them into the community strategic plan. 10/14/09
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ATTACHMENT A Archuleta Community Vision Elements
Resident and Visitor Values Beautiful scenery, mountains, rivers, wild life, open spaces, and other exceptional natural resources Year-round recreational activities and amenities Quaint/charming/small-town rural atmosphere Slower, more relaxed way of life Friendly/caring people Age/socio-economic /cultural diversities Sense of community Escape from a stressful world to a special place Planning for Government & Economic Development & Business Growth Town and County governments unite to continually plan for and implement the infrastructure, services, and attractions required to meet the needs of the community, using capital-budgeting and priority-based planning processes, with guidance from the community values. 1. We consistently coordinate with other agencies and surrounding regional jurisdictions. 2. We have a unique overall look for the community, which avoids an “Every Town USA” image. 3. We have developed a vibrant, sustainable and profitable economy where new and existing businesses fit with and preserve our community values and lifestyle. 4. Economic development is balanced with community development. 5. We have mastered the balance of Archuleta being a place to live, work, and play. 6. We recruit and nurture entrepreneurial businesses that fit our values and lifestyle, and which on a yearround basis, serve residents, visitors, and markets beyond our community boundaries. 7. We focus on tourism and diversify with clean, entrepreneurial industries, such as aviation, back office/call centers, eco-green, health & wellness, high tech/information, light manufacturing, and outdoor recreational education and training. 8. We have developed and improved the quality of the hospitality industry. 9. Our working citizens prosper in an environment that allows them to thrive, not just survive. Basic Services 1. We continually invest in and improve the infrastructure of our community and government buildings, roads, schools, utilities, security and emergency services, waste treatment, parking, signage & way finding, etc. 2. Appropriate and affordable products and services are in place to support a growing retirement population. Housing Our community is rich with housing alternatives that are safe, well-maintained, and compatible with the community’s character and the natural environment and priced for all our citizens, no matter age, income, or ethnicity. Transportation The community is built around an interconnected network of safe and efficient, well-maintained roads, trails, and public transportation.
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Green/Environment
Our community serves as a model for a sustainable environment and a clean energy future. We commit to stewardship and enhancing the beauty and health of our natural resources. Health High quality, affordable health care is available locally and regionally. Health & wellness is one of our leading economic growth opportunities. Education
Our community provides a wide range of opportunities for educational success, regardless of income or ethnic background, from pre-school through the golden years. Recreation We have enhanced and diversified the vast year-round recreational opportunities in the area; we have expanded public access to those opportunities; and we have broadened community offerings to include indoor-, evening-, and family/youth-related activities. Attractions 1. We continually improve and expand the amenities available for residents, visitors, and businesses. We have solved high priority needs for trails, parks, recreational facilities, hospitality and transportation, conference/meeting space, child care, teen programs, shopping, and leisure spaces. 2. Archuleta continually expands, fosters and actively promotes arts and culture in and outside the community, through the creation and implementation of a community cultural plan, dedicated venues, and special events. Tourism
1. Archuleta offers a wide range of year-round outdoor, as well as indoor, recreation and vacation opportunities to meet the needs and desires of multi-generational visitors. 2. We increase the draw to Archuleta through collaboration with other towns in the Four Corners area. 3. The hot springs and a host of related “healing/wellness� businesses are main attractions of our community. 4. We continually improve and enhance the quality of our tourism offerings, with special focus on hospitality.
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ATTACHMENT B Archuleta Community Vision Work Group Documents Analyzed
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2008 AEDA Annual Report 2008 Targeted Industry Study 2006 Downtown Master Plan 2006 Impact Fee Analysis 2008 Affordable Housing Needs Assessment 2008 Colorado data & trends 2006 CEDS 2003 Pagosa Springs Sports Complex Master Plan 2004 Community Survey 2006 Town Parks & Recreation Survey 2003 & 2009 Second Home Owner Study 2008 Archuleta School District 50 Joint Facilities Master Plan 2008 TTC-Market Planning/Discovery/Assessment Phase (Barnhart Report) 2009 Ski Colorado 2005 Big Box Study 2007 & 1999 Town & County Parks, Recreation, Open Space & Trails Master Plan 2003 Upper San Juan Basin Biological Assessment 2007 Archuleta County Strategic Plan 2006 Town of Pagosa Springs Comprehensive Plan/Fehr & Peers Transportation Plan 2005 CO Dept. of Ed Annual Report/Archuleta County 2008 Visitor Conversion Study 2007 Visitor Overnight Study 2005 Town Economic Development Plan 2008 Post-Secondary Education Report 2008 Ken Salazar’s List 2004 CVC Visioning Process 2004 Rick Hill Retail Strategy 2005 CCRA Pagosa Springs Community Revitalization 2009-2014 USJHD Strategic Plan 2007 Archuleta County Citizen Survey Archuleta County Child Care Needs 2005 Operation Healthy Communities Education Report 2001 Archuleta County Community Plan 2007 Archuleta County Strategic Plan 2008 Archuleta County Community Fire Plan 2005 Region 9 Regional Transportation Plan 2008 SW Transit & HS Plan 2006 Stollsteimer Creek Master Plan 2006 Downtown Wayfinding & Signage Plan 2007 Community Arts Center Report 2007 History of County Facilities
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ATTACHMENT C Archuleta Community Vision Work Group Team Members
Rick Bellis Thaddeus Cano Paula Craig Larry Fisher Leanne Goebel Patsy Lindblad* Wen Saunders Cindy Schultz Bill Weiland
*Team Leader
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ATTACHMENT D
Data Points Culled From Community Documentation
Key Values 1. Small mountain town, relaxed atmosphere, comfortable neighborhoods, friendly people, regular community events 2. Small town atmosphere with unique character 3. Small town culture 4. Small town character 5. Maintain small town character 6. Strong, cohesive communities where engaged citizens from all ethnic and social backgrounds work together to preserve our lifestyles 7. Neighborhoods thrive 8. Most memorable experiences: natural setting, mountains, scenic views & beauty, hot springs, Chimney Rock, small town atmosphere 9. Scenic, mountains, clean air are desired future conditions 10. Exceptional natural resources 11. Year round recreation 12. Proximity to nature/wilderness, beauty/vistas, small town in middle of national forest are some of first things that come to mind about Pagosa 13. Close community 14. Slower, quaint, charming, family-oriented, quiet, friendly/caring people 15. Quality of life 16. Escape from corporate world; exceptional environment; safe, exciting adventure; relaxing and soothing 17. Pagosa attracts a certain type of individual who longs for life off the beaten path and is willing to endure some ruggedness to live in a wholesome beautiful place and enjoy wide open spaces 18. Heritage and community-oriented character are important 19. Small town, rural, agriculture, ranching, mix of cultures and diversity of life styles 20. Residents rate the county best for air quality, recreation opportunities, and sense of community 21. Second homeowners buy property in Pagosa for scenery/surroundings; recreational amenities; small town atmosphere 22. Residents purchased property in Pagosa for small town atmosphere, scenery, climate, recreational amenities 23. Protect environmental amenities and natural resources (open space, agriculture uses, cultural/ historic sites, view corridors, wildlife) 24. Preserve small-town rural lifestyles 25. Support & expand our legacy of parks and open spaces 26. County stakeholders: residents of all socio-economic and age groups
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Planning for Economic Development 1. Economic development that preserves small town and traditional heritages 2. Build on the traditional character of Pagosa Springs—authenticity is important to residents and part of the appeal to visitors 3. Most important priorities: better aesthetics/improved gateway; open space acquisitions & preservation 4. There must be a balance between economic development (labor force, business attraction, business expansion, tourism) and community development (housing, education, infrastructure, community facilities) 5. Healthy, balanced life: highest average income of any rural community in SW Colorado that takes advantage of vast recreational opportunities 6. Attract the kind of people to Pagosa who are compatible with the lifestyle and amenities of our community. 7. Avoid ―Every Town USA‖ image 8. Develop an overall look for the community that communicates ―a special place‖ 9. Small town character: economic diversity, multicultural population, varied life styles, community spirit, walkable downtown, local merchants (as opposed to formula merchants), support for schools, multiple generations, range of housing 10. Preserve distinct qualities of the community: diversity in age and income, affordability, quality education, safety, small town character, caring community 11. Growth and development are managed to preserve and enhance the quality of life that attracted original settlers, more recent arrivals, and tourists 12. Economic development takes care of our natural resources 13. Encourage a diverse economic base 14. Provide attractive and inviting gateways, corridors, civic centers and public spaces 15. The overwhelming majority (88%) of interviewees felt that future development should respect the area’s established architectural scale, small town character, and historic identity 16. Manage growth responsibly 17. Promote development patterns that support and protect the Town’s character 18. Have a balance of businesses that provide services and shopping for local residents’ needs, as well as tourists 19. Diverse and sustainable economy that pays livable wages and offers meaningful work 20. Downtown is a lively mix of activities that engage people of all generations and income levels 21. Provide a variety of neighborhoods that contain a mix of housing, attainable by all our citizens, no matter age, income, ethnicity 22. Volunteer burn-out 23. Maintain the scenic beauty of the natural environment 24. Open space acquisition and preservation is single most important priority 25. Preserve mature and significant trees and forested areas 26. Sustain and enhance the beauty and health of the natural environment, open space, and rural character
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Planning for Economic Development (continued) 27. Native Americans are a local resource. An important component to healing and unique compared to some other activities 28. Enhance Native American treasures and attractions, Ute reservations 29. Preserve and promote historic downtown and community heritage (rural landscape and ranching/agriculture) 30. Good design and architecturally compatible with community character, cultural heritage, and natural environment 31. Downtown has blossomed into a cultural hub of activity that serves the region and is nationally recognized for its diverse offerings 32. Retain rural landscape and agricultural heritage; promote continued ranching & agriculture 33. Support programs that showcase our heritage 34. Residents rate Pagosa lowest for education, jobs, shopping, sheriff services, access to affordable housing
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Environment/Green 1. Regular interaction and coexistence with wildlife 2. Maintain clean air 3. Conserve water quality and the habitat of the San Juan River and other streams, lakes and wetlands 4. Conserve water resources 5. Water quality is important to second home owners 6. Serve as a model for green building, energy efficiency, recycling 7. Geothermal resources are easily accessible and offer numerous places to learn about the resource 8. Ensure significant and sustained progress toward a clean-energy future 9. Push for renewable energy in SW Colorado: promote bio-diesel facilities in Pagosa & Ute Mtn. Reservation; explore potential geothermal projects; support development of solar power; support rural electric coops on use of renewable sources 10. Promote stewardship of the land 11. Protect open space 12. Keep our air and water clean 13. Advocate for balanced energy and mineral development and land rights issues in HD Mountains of Archuleta and LaPlata counties. 14. Be a leading force in public education as to the importance of the Stollsteimer Creek watershed protection and how steps can be taken to protect and improve the watershed 15. Develop a Stollsteimer Creek watershed policy to quantify and prioritize water quality goals 16. Assess health of Stollsteimer Creek and tributaries and inventory and assess private & public land conditions
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Health 1. Position our primary service area as one of the healthiest counties in Colorado 2. Offer high quality health care that is focused on prevention, provides a continuum of primary & emergency care, includes alternative approaches 3. Health services & facilities are a high priority—appreciate that we’ve created a local hospital, currently perceived below norm. 4. Improve access to adequate health care 5. Integrate alternative wellness providers into patient care 6. A collection of clinics will provide the first level of healthcare to patients in the UJHSD 7. Hospital services will include at the basic level: emergency room, inpatient/swing-bed capability, lab & diagnostics & imaging services, other outpatient services, transportation via ambulance to appropriate facilities 8. Make health care affordable with critical access hospitals and rural health care clinics 9. Implement health education programs as first-line preventive measures
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Education 1. Child care poorly supported 2. Establish the Archuleta County Ed Center as a locus for post-secondary and continuing education 3. Support lifelong learning through continued educational opportunities for all citizens— young & old 4. Long-term fiscal stability for the School District 5. Reduce the achievement gap for targeted populations on CSAP tests 6. Vision for educational excellence in SW Colorado 7. Assist with funding and development for career technical training programs 8. Offer higher education opportunities 9. Enable all students to meet or exceed federal/state/local standards 10. Every person in our community has access to effective educational programs 11. Every student has the opportunity for success 12. Educate our children in schools that are effective, involve parents, and respect each child’s cultural and social diversity 13. Provide adequate funding for school programs & infrastructure 14. Schools are a top 3 rated priority for allocation of public dollars 15. Maximize community partnership for education 16. Maximize student achievement
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Transportation 1. Facilitate adequate regional access by air and highway 2. Provide a balanced transportation system that accommodates the movement of residents, tourists, and goods throughout the region, using telecommunications, expanded air travel and an enhanced road system 3. Create alternative routes to Hwy 160 4. We have efficient transportation 5. Roads are improved and maintained to provide safe and efficient transportation 6. Provide transportation options that are well-integrated into the neighborhoods 7. The community is built around a system of connected and continuous streets, sidewalks, and trails 8. Fight for federal funds for transportation include: Hwy 160, funding for public transport to and Public transit connects major population centers 9. Provide public transportation that will serve the growing residential areas 10. Currently have little or no public transportation 11. Public transportation is a challenge for the community from hospitals and clinics 12. Public transportation to events and between uptown and downtown 13. Residents’ ease-of-use ratings on car and bus are ―fair‖; for walking and biking, ―poor‖ 14. A network of trails provides opportunities for non-motor travel and recreational transportation
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Basic Services (Infrastructure) 1. Improve infrastructure to enhance downtown parking, public transit, way finding, public signage, and interpretive signs 2. Focus on community development to improve our economic opportunities. Improve roads, water, sewer and drainage. Improve community amenities in the form of parks, libraries, schools, shopping, affordable housing, arts and culture. 3. Renovate and revitalize existing downtown building properties 4. Target development where infrastructure already exists 5. Second home population wants higher quality facilities 6. Push for development of in state TV facilities for our County 7. Build more telecommunication opportunities in our County 8. Help law enforcement create safe secure communities 9. Citizens want new courthouse, jail, roads, parks and trails 10. Citizens want communication systems to improve public safety and first responder agencies 11. Improve commercial opportunities in community 12. Town wants sewer plant, recreation center, roads, parks 13. Citizens want County facilities, recreational facilities, roads, high speed internet, transportation 14. Facilitate nonprofit capacity buildings 15. Want and need new County facility 16. Want County wild fire district 17. Develop protective fire safety plans with Homeowner Associations and at-risk subdivisions with San Juan Public Lands, including recruitment and training of neighborhood ambassador programs, reduction of fire between wild and urban areas, fire mitigation projects in the Archuleta community, support and promote private contractors who do fire wise mitigation projects on homeowner properties 18. Facilities master plan top priority at the high school are a larger boiler, an expansion tank, school stucco and roof repair, handrails, security fence, exit lighting, security for classroom doors 19. Facilities master plan top priority at the junior high school are ceiling repair on stage, kitchen grease trap, guard rails, improve ventilation 20. Facilities master plan wants walkways from lower parking lot at elementary school 21. Road construction and maintenance are important priorities 22. Ensure public facilities while balancing costs 23. Improve land fill area. Have better recycling service 24. Improve facilities and infrastructure in order to compete with other State/County areas 25. Stakeholders in County – government employees, School District, Town, Forest Service, Public Service providers, retailers 26. Diversify Visitor Center—invest in capital infrastructure 27. Government services and facilities are adequate in serving all areas without an excessive tax burden.
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Arts & Culture 1. Foster visual, educational and performing arts opportunities that preserve our cultural identities & enhance our quality of life 2. Broaden community cultural events and venues 3. High priority to increase arts and history culture 4. Arts & culture is one of top two areas local residents participate in 5. Second-home owners participate in arts & cultural events and are a prospective audience for an arts facility 6. In 72 local arts performances, there were 24,950 attendees 7. Develop and support a community cultural plan 8. Further study development of a new community arts center 9. A single organization must guide the community in an arts facility planning process 10. Arts organizations must unite 11. Support of local government, business community, private citizens, and the public required 12. Support public art suitable for small towns 13. Integrate public art into public land & private development 14. An outdoor amphitheatre for the performing arts is important to many
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Amenities 1. 2. 3. 4. 5.
Provide teen programs and activities area Pagosa lacks adequate meeting space Need multipurpose space for meetings Need community meeting spaces, event space and conference space Improve shopping, movie theaters, transportation to shops, later store hours, night time entertainment 6. Establish Pagosa niche as a healing center 7. Encourage additional spa build-out on municipal land 8. Stronger focus on parks
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Residents 1. Residents feel County is below average in providing affordable housing, quality child care, quality health care, and affordable food. 2. We need balance in planning strategic housing for everyone 3. Families and individuals of all income levels live in adequate and affordable housing 4. Promote housing that is attainable 5. Housing is typically 30% of income 6. 20% of renters pay more than 50% of income for rent 7. Prepare for growth—workforce housing 8. Need subsidized low income housing 9. Need affordable housing for retail service workers, teachers, tellers, cops 10. Local residents give poor ratings to the availability of affordable housing in Pagosa 11. Lack of jobs preventing young families from staying in SW Colorado 12. Residents rate Pagosa extremely low as a place to work 13. Lifestyle is difficult to raise kids due to inability to earn a good living 14. Residences bring in 43% of income and 39% of jobs for the community 15. Current housing requires 2.5 jobs per household at current average level of income or 80% of household income. 16. Pagosa Springs has been discovered and will experience substantial growth in retirement and second home development 17. Adequate and alternate forms of childcare are high priority 18. Housing stock is safe, well-maintained, and compatible with community character and the natural environment. Wide price and rental range adequate to house all income levels and age groups. 19. Create a mix of housing 20. Second home owners give poor ratings to job opportunities, health services, and shopping opportunities 21. A housing forum is needed to coordinate housing policy 22. Opportunities for existing residents and businesses are balanced with the potential for growth and diversification 23. Employee turnover is high, especially for restaurants, construction, and health care. 24. Requirement for residents to have multiple jobs equates to burn out. 25. 80% of all new start-ups will be created by a life-style entrepreneur (people who’ve gone into business to take more control over their own lives and to build a life style that suits them) 26. Land ownership is heavily weighted to out-of-towners 27. Second home owners primarily originate from TX, CO, CA, NM, and AZ 28. Most second home owners are aged 55-64 with college degrees and empty nesters. 29. Second home owners willing to purchase a large percent of goods locally if they are available
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Residents (continued) 30. Second homes provide the number one source of direct based employment income ($11.9M) for Archuleta, followed by regional services, resorts and tourism, agribusiness, and government 31. The local economy, scenic/visual quality and water quality/quantity are top priorities for second home owners 32. Second home owners spend somewhere between two weeks and two months in the county per year 33. County and municipal governments need to plan adequate infrastructure and services for ultimate transition of second-home owners to full time residents. 34. There is virtually no difference in the average price ranges of properties owned by locals and non-locals 35. Most second home owners have owned their homes in Archuleta County for less than 10 years. 36. Local residents tend to use the internet to shop for clothing and sports equipment 37. Local residents feel their taxes are a good value, 38. Residents rate the lifestyle here as normal or above normal for its beauty, great neighborhood feelings, a place to retire, great quality of life, feel safe 39. Residents rate sheriff, fire, ambulance a fair to good value, 40. Residents give an average rating for leisure services, open space, trails and library; 41. Residents rate county planning and codes, zoning, code enforcement and animal control a poor value
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Business 1. The keys to success lie with the attractiveness of Pagosa first as a place to live and second as a place to work 2. Businesses to be locally owned, reflect local character 3. Job opportunities are available year round. 4. Increase ability to pay higher rents by attracting sales from outside the local market, by increasing internet & catalog sales 5. Stakeholders are businesses, agriculture, developers, utilities 6. Support new businesses that are compatible with and complement our distinct character and community values 7. Encourage businesses that provide good pay, non-polluting products/services. 8. Companies should bring tax revenues in locally vs. out-of-state 9. Businesses that could thrive in Pagosa: outdoor education & training; internet-focused, spa & wellness; specialty manufacturing 10. There should be a balance of housing for workforce, seniors, and lifestyle-appropriate 11. Economy has diversified beyond tourism, recreation, and agriculture, attracting well-pay economic sectors compatible with the community character and the natural environment 12. In order to draw from a wider geographic area and higher income demographics, the quality of the hospitality and retail facilities will need to improve. 13. The introduction of a ―big box‖ retailer would generate a modest increase in annual tax revenues. 14. A ―big box‖ retailer would reduce sales leakage to larger markets, but with significant impacts on local retailers and the potential for other store growth 15. Support a strong agricultural economy for SW Colorado 16. Target enterprises that are more aligned with the values of the community. 17. Focus on smaller entrepreneurial companies and clean industries 18. A large portion of the future employment in the region will be derived from entrepreneurs drawn to the region for its quality of life; in particular, from the entrepreneurial talent to the abundant local natural resources of the region. 19. 79% of businesses have zero employees (2008) 20. Sole proprietors account for 60% of jobs 21. Focus on needs of Lone Eagles & High Fliers 22. Future growth will be concentrated in construction, retail trade and services, and individual entrepreneurships 23. Ensure our workforce is up to speed and available 24. Business owners feel a sense of unity 25. Nurture a diverse, local, year-round economy that supports the needs, values & quality of life of our community 26. Attract businesses and industries that diversify and sustain the local economy and level out seasonal fluctuations 27. Retain, grow, promote, support, and help expand unique and independent local businesses 28. Job opportunities would exist related to wellness/spa vacations
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Business (Continued) 29. Partnership opportunities related to hot springs and other compatible businesses 30. Seven appropriate industries for diversification: aviation, light manufacturing, health & wellness, back office/call centers, renewable energy, high tech/information technology, and professional services 31. Provide economic development that provides opportunities for our children to stay in SW Colorado 32. Diversify our economy: commercial development in Arboles, Aspen Springs, Chromo, etc. 33. Provide tax incentives to diversify our economy 34. Local residents give poor assessments for job opportunities in Pagosa 35. An estimated 423 jobs are attributed to second homes 36. Second homes are a source of direct-based income jobs 37. Encourage development of private, small diameter wood products businesses, including biomass technology
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Tourism 1. 2. 3. 4. 5. 6.
Promote SW Colorado region as a center for tourism, hunting, fishing, and recreation Link Pagosa to Colorado and the Four Corners First thing that comes to mind about Pagosa: mountains No. 1 thing that comes to mind regarding Pagosa Springs: hot springs Pagosa’s tourism differentiator from other mountain destinations is hot springs and pool Reasons for vacationing in Pagosa: weather/climate, hot springs/spa, recreation (fishing, hiking, etc.) spiritual retreat, new place 7. Pagosa image/emotional Value – relaxation/slower pace/escape from stress, nature, community friendliness, hot springs, affordable vacation 8. Assets: exceptional visitor center, willingness to cooperate, businesses appreciate & support events, natural environment, proximity to Wolf Creek, Four Corners location, cultural & heritage diversity, organic arts movement, opportunities for public art display 9. Tourism brings in 39% of jobs 10. Create a destination resort district around Hot Springs Boulevard, that incorporates the river, retail space, restaurants, and cinema 11. Link spa activity with healing events – unique asset—national appeal to aging, wealthy, boomers 12. Events – focus on new events, shoulder season, & region’s branded activities 13. Need to consolidate event information, manage events 14. Visitor activities while here: Chimney Rock, dining, scenic drive, shopping, hot springs, fishing, museums/galleries 15. Visitors – Mostly empty-nesters, 55+, families, less affluent, ~1/3 first timers, from surrounding states & CA 16. Current visitor market needs: historical, natural, wellness 17. Younger visitor: motivated by hot springs, recreational activities, weather; higher spender, escape from stress, reenergize, new adventure 18. August 25, 2009Timeshare 43%, hotel/motel 21% of visitors. 36% are staying with family/friends or camping/RV-ing 19. Visitors should join in sharing the mix of activities in downtown 20. First-time visitor perceptions of Pagosa: lack of activities, confusing town layout, low ratings on lodging/dining/night life/kid activities 21. Non-visitors: singles and couples without kids, <44 years old, less affluent 22. Diversify the existing audience for the spa; attract a different demographic & income group, add new upper end resort (Springs) 23. Diversify visitor base with special events, programs, activities 24. Maintain & expand downtown as a community asset & tourism attraction 25. Need for all-inclusive, non-commercial brochure 26. Most important river improvements: fishing habitat, river trail system 27. What we should say to target audience: Try it, you’ll like it; affordable, the best of everything, most snow, trophy waters; will be welcome
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Recreation 1. 2. 3. 4. 5.
World-class recreational opportunities year-round Vast recreational opportunities contribute to a healthy, balanced life Recreational opportunities important to 2nd home owners, need more One of the country’s most notable hot springs Top-rated activities: national forest, Chimney Rock, Jeep tours/4-wheeling, hot springs, river activities 6. The San Juan River is the ―jewel‖ of downtown, and offers a network of trails 7. Downtown Pagosa Springs will be known as a pedestrian-friendly, vibrant hub for regional activities 8. Regional trail plan is high priority 9. Provide indoor as well as outdoor recreation opportunities 10. Support & expand our legacy of parks and open spaces 11. Important priorities: multipurpose recreation center with indoor pool; trail/bike path between uptown & downtown 12. Important priorities re San Juan River: improved access for public; tubing areas; improved fishing boat & raft access; improved parking; ADA/handicap accessibility to river and parks 13. Most important recreational activities to a. Retirees: trails, biking, fishing, paddle sports, hunting, scenery/wildlife, parks, events, recreation center, organized sports, safe walks b. Families & Individuals: trails, biking, fishing, paddle sports, hunting, scenery/wildlife, parks, events, recreation center, organized sports, safe walks, motor cross/ snowmobiles c. Second-Home Owners: Trails, biking, fishing/paddle sports, hunting, scenery/wildlife, parks, events d. Other tourists: scenic driving, backpacking/camping, spas/hot springs, shopping, dining, skiing, sports competitions 14. Create a destination resort district: indoor water park (family traffic generator)
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Government 1. Combine governmental center for Town and County 2. Build quality attractive developments appropriate to the neighborhoods 3. Mix downtown with retail, big restaurants, outdoor cafes, art galleries, new public plaza for gathering and events 4. Higher intensity growth and development should occur within urban area 5. Balance commercial development in the uptown and downtown areas. Downtown to support specialty retail, restaurants and entertainment. Uptown to support community serving retail uses 6. New development should â&#x20AC;&#x2022;fitâ&#x20AC;&#x2013; with existing areas 7. Coordinate with other agencies and surrounding jurisdictions regionally 8. Balance the major activity centers 9. Efficiently use the land within urban service area 10. Plan growth and development to fit with unique requirements of different areas 11. Encourage the reduction of commercial development sprawl along the highways 12. Big box store sizes should be balanced with current local store economies 13. Developers should provide a more clearly defined financial expectation vs. unknown improvements 14. High priority to expand water storage and increase water treatment capacity 15. High priority to increase treatment plant to accommodate expanding growth 16. Mitigate off-site impacts from new development 17. Responsibly fund essential services based on priorities through a capital planning process 18. Encourage different retail zones for differing needs. Create group-compatible merchants 19. Community challenges â&#x20AC;&#x201C; better gateway signage, especially on the west end of town 20. Ensure that the cost of needed facilities are borne proportionately by each new development proposal 21. Continue adding layers to the County Community base map database to assist in emergency management and planning 22. Majority of people were against building new County facilities and accepting Home rule 23. Secure and improve County financial future. Enhance County revenue streams.
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ATTACHMENT E
Vision for Archuleta â&#x20AC;&#x201C; Planning Process 10/15/09
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