Rural Economic Blueprint Program 2025 Report

Background

Proud,independent,andastrongsenseofidentity thisiswhatmakesruralUtahspecial

Utah’sruralcommunitieshavemotivatedstakeholderswhowanttohelptheircommunitiesprosperand havegreatideastodoso However,thesecommunitiesdon’talwayshavethecapacitytoturnideasinto action Localgovernmentstaffwearmanyhatsandlackthetimeandexpertisetocollect,document,and prioritizeeconomicdevelopmentstrategies

TheGovernor’sOfficeofEconomicOpportunity(GOEO)leadershipvisitedallofUtah’s24ruralcounties in2024.Duringthistour,communitiesrequestedsupportforeconomicdevelopmentplanning.Asa result,GOEOcreatedanewresourcetoaddressthisneed TheRuralEconomicBlueprintProgram.

InhisStateoftheStateaddressonJan 23,2025,Gov CoxexpressedthatUtahneedsto“BuildHere”in ordertofacethechallengesofthemoment Manycommunitiesarereadytoputtheirshovelsintothe dirt However,othersneedtodrawupblueprintsbeforetheycanstarttobuild

Forthesecommunities,it’stimetoPlanHere

Executive Summary

Objective:

Facilitateaplanningprocessinrural communitiestoreinvigorateeconomic developmentactivities.

Outcome:

Communitiesareempoweredbytheirnew blueprintandtakeactiontomaketheirvisiona realitywiththeongoingsupportoftheirregional GOEOoutreachmanager

Communitiesarebetterpositionedtotake advantageofGOEORuralOpportunityProgram funds.

Benefit:

Theplanningprocessencouragescommunity leaderstodiscusslocalprioritiesandexplore howtheirgoalsalignwithregionalandstate initiatives

Eachparticipatingcommunitywillhavealistof actionableandprioritizedprojectsthatitcan workon.

Deliverables:

ARuralEconomicBlueprintProgramstrategic economicdevelopmentplanthatcontainsthe following:

EconomicData SWOTAnalysis Strategicgoalsandprojects

Timeline:

Produceblueprintsforninecommunitiesbythe endof2025

Eligibility:

Thecommunitymustbearuralcountyor municipality.

Thecommunitymusthavealocalchampionfor economicdevelopment.

Thecommunitymustdemonstrateaneedfor economicdevelopmentplanningsupport

Thecommunitymustbeenthusiasticabout engaginginaplanningprocess

GOEOProjectTeam:

ColetteCox|DirectoroftheCenterforRural Development&CommunityOutreach

JamesDixon|DirectorofCommunityGrants

BekaCall|Grants&DataManager

AugustGranath|TechnicalOutreachManager

ForestTurner|OutreachManager

LoriHaslem|OutreachManager

SherryStevens|OutreachManager

DebraMcKee|OutreachManager

OliviaMidgley|DataManager

BlueprintProcess

1 ApplicationandSelectionProcess

2 InitialAssessment

Formsteeringcommittee

Oneononeinterviewswitheconomicdevelopmentstakeholders

Gathercommunityinputviasurvey

Reviewpre-existingplansandrelevantresearch

Compileeconomicdataforthecommunity

ConductaSWOTanalysis

SteeringcommitteereviewsandrevisesInitialAssessment

3 StrategicPlanning

Developvisionforanidealfutureeconomy

Identifygoals,strategies,andprojectsforthecommunity

SteeringcommitteereviewsandrevisesStrategicPlan

4 ReviewandAdoptionofBlueprintbyElectedBody

5 BlueprintImplementationwithOngoingSupportfrom RegionalGOEOOutreachManager

PlanHere. BuildHere.

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommitteeorsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● DebraMcKee|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● JordanLeonard|EmeryCountyCommission

SteeringCommittee

● DennisWorwood|EmeryCountyCommission

● KevenJensen|EmeryCountyCommission

● LeonardNorton|HuntingtonCityMayor

● ShawnaHorrocks|ClevelandCityMayor

● JackFunk|EmeryTownMayor

● ShaunBell|OrangevilleCityMayor

● TrentJackson|FerronCityMayor

● DannyVanWagoner|CastleDaleCityMayor

● RenHatt|GreenRiverCityMayor

● RandyWinn|ElmoTownMayor

● GaryPrice|ClawsonTownMayor

AdditionalInterviewees

● PatsyStoddard|EmeryCountyBusinessChamber

● NicoleSteele|DepartmentofWorkforceServices

● BrockJohansen|EmeryTelcom

● LarenHuntsman|Pacificorp

● GeriGamber|SoutheasternRegionalDevelopmentAgency

● JadePowell|SoutheasternRegionalDevelopmentAgency

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisno-cost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. EmeryCountywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirstround oftheprogram.TheworkingteamfirstmetinMarchof2025,followedbymeetingswiththe steeringcommitteeinMayandJuneofthatsameyear.InEmeryCounty,commissioners electedtohavetheCouncilofGovernments(COG),abodyofallcountyandcityelected leadershipinEmeryCounty,serveasthesteeringcommitteefortheBlueprintprocess.GOEO staffperformedone-on-oneinterviewswith16keystakeholders,compiledeconomicdata f i d i d h 2016 l l I di id l k h ld

CourtesyofMarcPiscotty/UtahOfficeofTourism

EmeryCountyEconomicDataSnapshot

Population:10,161

AccordingtoCensusBureaupopulationestimates,EmeryCountyhasgrownby335people (0 9%annualized)fromApril1,2020toJuly1,2024sincethelastdecennialcensusin20201 ThestatewidepopulationgrowthratehasdoubledEmeryCounty’sat1.8%annuallyduring thesameperiod,whilenationwidegrowthhasslowedto 7%annually Thisishigherthanthe 0.3%annualgrowthrateforthe20-yearperiodfrom1990-2010thatprecededthepopulation dropoffthattookplacebetween2010and20202.Duringthissameperiod,EmeryCountywas growingslowerthanthestateandthenationwideaverage3

MedianAge:39.1years

ThemedianageofEmeryCountyisinlinewiththecountry'smedianageof38.7butitis relativelyolderthanthestate’smedianageof31 74

1 U.S.CensusBureau.(2025,March).AnnualestimatesoftheresidentpopulationforcountiesinUtah:April1, 2020toJuly1,2024(CO-EST2024-POP-49).https://www.census.gov/programs-surveys/popest.html

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableS0101:Ageandsex 2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedSeptember12,2025,from https://data.census.gov/table/ACSST5Y2023.S0101?q=Emery+county,+Utah&g=010XX00US_040XX00US49

EmploymentRate:56%

Approximately4,208ofthe7,573EmeryCountyresidentsaged16+wereemployedduringthe five-yearperiodof2019-2023.Thisisbehindthecountry’srateof60%andthestate’srateof 67%5 .

MedianHouseholdIncome:$70,000

EmeryCounty’smedianhouseholdincomeis$23,000belowUtah’smedianhouseholdincome of$93,000and$8,000belowthenationalmedianhouseholdincomeof$78,0006 .

EducationalAttainment(Age25+):17%holdaBachelor’sDegreeorhigher

EmeryCounty’spopulationage25andoverpossessesahighschooldiplomaandhasattained somecollegeeducationatarategreaterthanthestateorthenation.However,upon examiningeducationalattainmentofabachelor’sdegreeorhigher,EmeryCountydropsto abouthalfthatofthestateandthenation7 .

tageof

5 U.S.CensusBureau.(2024).TableDP03:Selectedeconomiccharacteristics.2019-2023AmericanCommunity Survey5-YearEstimates.RetrievedSeptember12,2025,from https://data.census.gov/table/ACSDP5Y2023.DP03?g=010XX00US_040XX00US49_050XX00US49015

6 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars) 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedSeptember12,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49_050XX00US49015

7 U.S.CensusBureau.(2024).TableS1501:Educationalattainment 2019-2023AmericanCommunitySurvey 5-YearEstimates.RetrievedSeptember12,2025,from https://data.census.gov/table/ACSST5Y2023.S1501?g=010XX00US_040XX00US49_050XX00US49015

MajorIndustries

AmajorityofemploymentinEmeryCountyisowedtothetopsixindustriesinthecounty, accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile8.Construction andeducationalserviceseachcontribute~12%ofthejobs,whileretailtrade,healthcare, publicadministration,andresourceextractionjobsallprovidebetween7-9% Intermsof locationquotients9,resourceextractionjobsstandoutrelativetotherestoftheUnitedStates, withascoreof23 7,asdoutilitieswithascoreof6 Agriculture,construction,public administration,andinformationjobsallsithighabovethenationalaverageaswell.

8 ESRI.(2025).EmeryCounty,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

9 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.ForEmeryCounty,220peopleareemployedinUtilities, representing5.4%ofalljobs.Nationwide,Utilitiesjobsmakeup0.9%ofalljobs.5.4/0.9=6whichallowsustosay that,inEmeryCounty,6timesasmanypeoplehaveUtilitiesjobsthanthenationalaverage.

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool10.Becausethedataiscollectedbyemploymentsite,Pacificorp’stwopowerplants arelistedseparatelyinsteadofcombinedunderthecompanyname

10 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedMay30,2025,from https://jobs.utah.gov/wi/data/library/firmfinds.html

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seetheEmeryCountyEconomicDataSnapshot)and conversationswithstakeholdersledtothedevelopmentofaSWOTanalysisthatprovidesan initialassessmentofeconomicconditionsinEmeryCounty.

Strengths

MajorEmployersandIndustryinNaturalResourcesandEnergy

● Proximitytonaturalresourcesandtransmissioninfrastructureprovidesastrategic advantageforEmeryCounty Asaresult,resourceextraction,powergeneration,and relatedactivitiesmakeupthebackboneofEmeryCounty’seconomy.

StrongSystemsinPlaceforWaterConservationandDistribution

● EmeryWaterConservancyDistrictandCastleValleySpecialServiceDistricthavea longhistoryofeffectivewaterresourcemanagementthathasallowedEmeryCountyto flourish.

StrategicLocationandLogisticsAdvantages

● TheproximitytoI-70,US-191,andUS-6highwaysandtheUnionPacificRailroad systemprovidesaccesstoamenitiesforlocalresidentsandlogisticalconveniencefor businesses

UtahInlandPortAuthority(UIPA)

● TheCastleCountryProjectAreaincludesparcelsinEmeryCountythatgenerate revenueviaapropertytaxdifferentialthatcanbeusedtoinvestineconomic developmentprojects

OutdoorRecreation

● Accesstooutdooractivitiesonpubliclandsinthedesert,river,andmountains providesqualityoflifeandtourismopportunities.

StrongSenseofCommunityandRuralSmallTownFeel

● Peoplefeelsafe,aresurroundedbypeopletheyknow,andappreciatethepeaceful qualityoflifeinEmeryCounty.

Weaknesses

EconomicDependenceonEnergySector

● Whileresourceextractionandenergyproductionprovidemanyhigh-payingjobs,the community'sheavyrelianceonthisindustryexposesittovolatilityinits boom-and-bustcycle Additionally,alargeamountofwaterresourcesaretiedupin powerproductionand,asaresult,can’tbeutilizedforotherindustries.

LimitedJobDiversity

● Thereisaconcernthatthelackofdiverseemploymentopportunitiesoutsideofthefew strongindustriesandemployersisdrivingyoungpeopletoleavethecommunityfor betterwagesandjobsthataren’tavailableinthecommunity.

Housing

● Thereisalackofattainablehousingfornewcomerstothecommunity.Thislimitsthe abilitytoattractandretainapermanentworkforceandgrowtheeconomyfromwithin

LimitedAmenities

● ResidentsoftentraveloutsideofthecommunitytoPriceorSpanishForkforamenities suchasshopping,dining,andentertainment.

Opportunities

InnovationandChangeinExistingEnergyIndustries

● EmeryCountyiswellpositionedtoutilizetheSanRafaelEnergyResearchCenterto becomeahubfornext-generationenergytechnologies Thiswillallowforfuture baseloadgenerationfromexistingplantsornewplantsusingexistingtransmission infrastructure,regardlessofenergysource,anddevelopaworkforcetrainedto maintainfutureenergysectoremployment.

EconomicDiversification

● EmeryCountycanexpandbeyonditscoreindustriesbyfocusingontheretention, expansion,creation,andattractionofawidervarietyofsmallandmedium-sized businesses.

RemoteWork

● Theappealofasmall-townlifestyle,affordability,andimprovedinternetaccesscould drawremoteworkers.Fortheexistingworkforce,remoteworkbringsthepotentialfor highersalariesandmorediverseindustriesthanwhatisotherwiseavailablelocally

TourismandOutdoorRecreationExpansion

● ContinuingtoleverageEmeryCounty’sproximitytoamenitiesliketheSanRafael Swell,GoblinValley,HuntingtonStatePark,Joe’sValley,andtheGreenRivermayhelp growthelocaltourismeconomy

Threats/BarrierstoProgress

DecreasingRelianceonCoalforPowerGeneration

● Marketandregulatoryconditionsaredrivingaforecasteddecreaseinrelianceoncoal forpowergenerationandposeaseriousthreattojobsandtaxrevenuesforthe community

WaterAvailability

● Thisisapotentialfactorlimitingfuturegrowthdespitetheverythoughtfuland forward-thinkingplanningandresourcemanagementbyEmeryWaterConservancy District

FundingLimitations

● Thereisincreaseduncertaintyregardingsourcingfundingforprojects Specifically,the decreasingavailabilityofCIBfundsanddecreasedpropertytaxesfrompowerplants duetotheirlowerassessedvaluearedrivingthistrend.

ResistancetoChange/Growth

● IfEmeryCountydoesnotplanforfuturegrowthinawaythatmaintainsitssmall-town feelandruralqualityoflife,residentsmayopposenewdevelopments.

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholders,thefollowingthemeswereidentifiedas guidepostsforthefutureofeconomicdevelopmentinEmeryCounty.

MaintainingCoreIndustriesandBuildingaMoreDiversifiedEconomy

● Mostpeoplefeltthatitwasimportanttosupportthesurvivalandgrowthofenergy, extraction,andutilityindustrieswhileinvestinginthegrowthofothertypesofsmall andmediumbusinesses.

Sustainable,Controlled,andReasonableGrowth

● Whileopportunitiesforgrowthweresupportedbymoststakeholders,manyhighlighted thatresidentsofEmeryCountyprioritizeruralsmall-townqualityoflifeanddon’twant tojeopardizethatwithrapidanduncontrolledgrowth.

VibrantCommunitieswithIncreasedShopping,Dining,andEntertainmentOptions

● Localsdon’twanttohavetodrivetoPriceorSpanishForkforamenities.Ifpossible, theywouldliketobeabletofindtheseopportunitieslocally

MoreYouthStayorReturntoEmeryCounty

● Stakeholdersnotedthatthedevelopmentofdiverseopportunitiesandamenitiescould driveyouthtostaylocallyaftergraduatinghighschoolorreturntoEmeryCountyafter gettinghighereducationorothercareerexperienceselsewhere

ContinuetoLeverageOutdoorRecreationandCulturalAssets

● Therewasaconsensusthatresponsibleuseofpubliclandsprovidestremendousvalue forlocalsandvisitorsalike.Investinginexpandedoutdoorrecreationinfrastructure andeventsdrivesqualityoflifeforresidentsandmayincreasetourismspending

CourtesyofMichaelKunde/UtahOfficeofTourism

StrategicPlan

EconomicDevelopmentintheGeneralPlan(2016)

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforEmeryCounty.Thenew strategicplanbuildsonthisexistingplanandprovidesadditionalspecificityandbreadth

Theentiretyoftheeconomicdevelopmentsectionofthe2016generalplanisincludedbelow:

8.15EconomicDevelopment

Inadditiontomaintainingastrongeconomicbaserelatedtomineralextraction,energy,coal mining,gasandoildevelopment,andpowerproduction,EmeryCountystrivestodiversifyits economyandbuildabroademploymentandindustryprofile.TheCountywillexplore opportunitiesfordiversifyingeconomicdriverswithinthecountyassuchopportunitiesarise; includingtraditionalandemerginginnovativeindustrial,manufacturing,production, extraction,andservice-providingarenas Thisincludestraditionalenergyproductionand development,aswellasrenewables,suchaswind,solarandyet-to-be-developedenergy productionatlargeandsmallscales,forgeneratingelectricityforsaleoruseonsiteonpublic andprivatelandsthroughoutthecounty.TheCountysupportseconomicdevelopmentinall areasofthecountyandwillactivelyworktopromoteopportunities.

TheCountysupportswiseutilizationofallexistingandpotential(ie renewableenergy,rare earthelements)naturalresourceswithinthecounty.Thiswillbeaccomplishedinaccordance withproperplanningprocessesandadequateandeffectiveopportunitiesforpublicinput

TheCountyseeksandsupportsjobsthatarefamilysustainingandthathavepositive environmental,social,andpublicserviceimpacts.

NewGoals,Strategies,andProjects

AugustGranath

TechnicalOutreachManager agranath@utah gov

DebraMcKee

OutreachManager dkmckee@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

BuildHere.

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteam,steeringcommittee,orsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● DebraMcKee|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● EdwardBennett|GreenRiverCityManager

● RyanEnglund|BetterCity

SteeringCommittee

● RenHatt|GreenRiverCityMayor

● GuyWebster|GreenRiverCityCouncil

● DavidWilson|GreenRiverPlanningandZoningSupervisor

● RobinHunt|GreenRiverEventsCoordinatorandMarketingSpecialist

● MariaSykes|Epicenter

● BryceHardy|NRVLLC

AdditionalInterviewees

● BenLehnhoff|GreenRiverCityCouncil

● KentNelson|GreenRiverCityCouncil

● BryanMeadows|GreenRiverPublicWorksDirector

● AnnDeeMead|EmeryCountyTravelBureau

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisno-cost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. TheCityofGreenRiverwasoneofseveralapplicantsthatwasselectedtoparticipateinthe firstroundoftheprogram.TheworkingteamfirstmetinAprilof2025followedbyameeting withthesteeringcommitteeinAugustofthatsameyear Inthattime,GOEOstaffperformed one-on-oneinterviewswith12keystakeholders,compiledeconomicdatafromvarious sources,andreviewedthe2021GreenRiverEconomicDevelopmentStrategicPlanUpdate. Individualstakeholdercontributionstothisreporthavebeenkeptanonymous

CourtesyofSandraSalvas/UtahOfficeofTourism

CityofGreenRiverEconomicDataSnapshot

Population:887

AccordingtotheCensusBureau,theCityofGreenRiverhasgrownby33people(1.0% annualized)fromApril1,2020toJuly1,2024sincethelastdecennialcensusin20201 During thesameperiod,statewidepopulationgrowthratehasnearlydoubledGreenRiver’sgrowthat 1 8%annuallyduringthesameperiod,whilenationwidegrowthhasslowedto 7%annually Thisishigherthanthe0.3%annualgrowthrateforthepreceding20-yearperiodfrom19902010thatprecededthepopulationdropoffthattookplacebetween2010and20202.During thissameperiod,GreenRiverwasgrowingslowerthanthestateandnationwideaverage3

MedianAge:42.1years

ThemedianageofGreenRiverisolderthanthecountry'smedianageof38.7andnearlya decadeolderthanthestate’smedianageof31.74 .

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableS0101:Ageandsex 2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedAugust5,2025,from https://data.census.gov/table/ACSST5Y2023.S0101?&g=010XX00US_040XX00US49_160XX00US4931670

EmploymentRate:66.5%

Approximately425ofthe639GreenRiverresidentsaged16+wereemployedduring20192023.Thiswasaheadthecountry’srateof60%andinlinewiththestate’srateof67%5 .

MedianHouseholdIncome:$46,000

GreenRiver’smedianhouseholdincomeislessthanhalfofUtah’smedianhouseholdincome of$93,000andnearly$30,000belowthenationalmedianhouseholdincomeof$78,0006 .

EducationalAttainment(Age25+):10%holdaBachelor’sDegreeorhigher

GreenRiverCity’spopulationaged25andoverpossessesaHighSchooldiplomaatarate similartothestateandthenation.However,uponexaminingeducationalattainmentof bachelor’sdegreeorhigher,GreenRiverdropstoaboutathirdofthestateandthenation7 . Similarly,thosewithaneducationleveloflessthanahighschooldiplomaisabouttriplethe statelevelanddoublethenationallevel.

5 U.S.CensusBureau.(2024).TableDP03:Selectedeconomiccharacteristics.2019-2023AmericanCommunity Survey5-YearEstimates.RetrievedAugust5,2025,from https://data.census.gov/table/ACSDP5Y2023.DP03?g=010XX00US_040XX00US49_160XX00US4931670

6 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars) 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedAugust5,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49_160XX00US4931670

7 U.S.CensusBureau.(2024).TableS1501:Educationalattainment 2019-2023AmericanCommunitySurvey 5-YearEstimates.RetrievedAugust5,2025,from https://data.census.gov/table/ACSST5Y2023.S1501?g=010XX00US_040XX00US49_160XX00US4931670

MajorIndustries

ThemajorityofemploymentinGreenRiverisowedtothetopthreeindustriesinthecity, accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile8 . Accommodationandfoodservicescontributesthebulkofemploymentwith37%ofthejobs andalocationquotient9 of5 5,followedbyconstructionandpublicadministrationjobsthat combineforjustunder30%oftheremainingjobswithlocationquotientsof2.4.Although agriculturejobsareasmallernumberonthistable,theyarestillaspecializedindustryfor GreenRiverwithalocationquotientof1.8.

8 ESRI.(2025).GreenRiver,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

9 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.ForGreenRiver,146peopleareemployedinAccommodation/Food Services,representing37.2%ofalljobs.Nationwide,jobsinthatindustrymakeup6.8%ofalljobs.37.2/6.8= 5.47whichallowsustosaythat,inGreenRiver,about5.47timesasmanypeoplehaveAccomodation/FoodService jobsthanthenationalaverage.

CityofGreenRiverRuralEconomicBlueprint|6

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool10 Thesestatisticsareorganizedbyemploymentsite,whichiswhyGreenRiverHigh SchoolandBookCliffElementaryarelistedseparatelyratherthanundertheoftheschool district

10 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedMay30,2025,from https://jobs.utah.gov/wi/data/library/firmfinds.html

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeGreenRiverEconomicDataSnapshot)in conjunctionwiththeconversationswithstakeholdersledtothedevelopmentofaSWOT analysisthathelpedprovideaninitialassessmentofeconomicconditionsinGreenRiver.

Strengths

StrategicGeographicLocationwithInfrastructuretoMatch

● GreenRiverisahistorichubforcrossingitsnamesakewaterwayandcontinuestobe animportantnodeatthecrossroadsoftheWestwithlogisticsinfrastructuretomatch SituatedimmediatelyadjacenttoI-70,US-6,andUS-191roadways,UnionPacificand BurlingtonNorthernfreightrailwayswithAmtrakpassengerservice,andairservicevia theGreenRiverMunicipalAirport,GreenRiverisamulti-modaltransportation powerhouse.

AbundantNaturalCapital,theRightstoDevelopIt,andAccesstoEnjoyIt

● Thecityholdstherighttoapproximately1,200acre-feetofavailablewaterrightsand has21squaremilesofundevelopedlandwithinitsincorporatedboundary These combinedassetsdistinguishGreenRiverfromothersimilarlypositionedruraltowns andpresentacompellingreasonforindustrytolocatethere Additionally,accessto worldclassoutdoorrecreationassetsintheBookCliffs,theSanRafaelSwell, Canyonlands,andtheGreenRiveritselfmakeitagreatplacetoliveandtovisit

ResilientCommunityFabric

● GreenRiverisRuralandProud Residentsrepeatedlycitethesafety,quiet,friendly atmosphereandclose-knitnatureofthesmalltownasthebestpartoflivingthere. Thisisacrucialpartofthetown’sstrategicappealtoretainingcurrentresidentsand attractingpotentialresidentsandfutureentrepreneurswhoareseekinganalternative tothecongestionofurbanlife.

ANewEraofLeadershipandAction

● Whilethepreviousthreeelementshavebeenmoreorlessconsistentcomponentsof GreenRiver’sstrategicpositioninrecenthistory,themostsignificantandrecent strengthistheemergenceofeffective,determined,andproactivelocalleadership.The currentMayor,Council,andStaffandcontractedconsultantsatBetterCityhavebeen describedbystakeholdersininterviewsas“visionary”,“pro-growth”,and“highly competent” Tangiblewinssuchasa$3 6MRAISEgrantforInlandPortaccessroad design,$600kRCOGgrantfromGOEOforBroadwaydistrictimprovementsandother EPA,CDBG,andUDOTgrantshavemovedtheneedleinmeaningfulways

Weaknesses

AChronicHousingCrisis

● Theseverelackofavailability,deterioratingquality,andagingnatureofthetown’s housingstockwasidentifiedinthe2014GeneralPlanandcitedbynearlyevery stakeholderduringtheBlueprintprocessasacriticalconstrainttoGreenRiver’s success Thisposesathreattothepotentialforfutureworkforceexpansionand thereforeindustryrecruitment.

ALackofHighPayingCareerOpportunities

● EmploymentinGreenRiverisconcentratedinseasonal,low-wagesectorssuchas foodservice,accommodation,andretailresultinginamedianhouseholdincomethat isapproximatelyhalfthatofthestateasawhole.Thisdriveslocalyouthtopursue highereducationandcareeropportunitieselsewherewhileofferingmostlylowwage opportunitiesforthosewhochoosetoremainordon’thavetheresourcestoleave.

AHistoryofUnderinvestmentandPersistentBlight

● MainStreetandBroadwaycommercialareasaremarredbynumerousdilapidatedand abandonedstructuresaswellaspublicinfrastructuresuchasroadsandsidewalksthat havesufferedatthehandsofdeferredmaintenanceandimprovement.Thishascaused afirstimpressionproblemthatimpedestourismgrowthandinvestorinterest

EntrenchedResistancetoChange

● GreenRiverisaproudcommunitywithastrongsenseofplace Assuch,residentsare resistanttochangeanddon’twanttosufferthesamefateasMoabbybecomingan “unplannedvictimofitsownsuccess”asonestakeholderputit.Thishascreated internalpoliticalhurdlesforrevitalizationeffortstoclear.Whetheritisoppositionto increasedcodeenforcement,newtourism-focuseddevelopment,ortheintegrationof newresidentsintodecisionmakingandleadershiproles,thisphenomenoncreatesa self-reinforcingcycleofstagnation.

Opportunities

EconomicDiversificationviaIndustrialRecruitment

● DevelopmentoftheWestEndIndustrialParkandattractionofnewbusinessescapable ofprovidingameaningfulnumberofhigh-wageyearroundjobshasalreadystartedto seesuccesswithinterestfromProjectEverest,WesternUraniumandVanadium,A1 LithiumandademonstrationsiteconfirmedforAirbuild.

FromRecreationWaypointtoDestination

● GreenRiverhastheopportunitytobenefitmoresignificantlyfromitstourismeconomy viatargetedproductdevelopmentandmarketingtonichesegmentsthatare underservedelsewheresuchasOHVusergroups,riverfrontactivationintown,and developinganeventsandrecreationcenter

ContinuetoCultivateaVibrantCommunityCore

● ByaddressingtheblightonMainStreetandBroadway,GreenRiverhasanopportunity toimprovequalityoflife,communitypride,andcreateanattractiveenvironmentfor newbusinesses Twokeyinitiativesthatareinprocessincludetheredevelopmentof theBroadwayareawiththehelpofanRCOGgrantandEPAfundedbrownfield assessmentgranttoclearthewayforproductiveredevelopmentofabandoned properties.Additionally,thecitycanmakeslowbutsteadyimprovementsto commercialandresidentialinfrastructuresuchascurbandgutterasfundsare available.

StrategicHousingInitiatives

● Addressingoneofthemainconstraintstogrowth,thestateofthehousingstock, representsanopportunitytounlockgrowthforGreenRiver.Buildingoffoftheinertia ofEpicenter’sCanalCommonsproject,partneringwithprivateornon-profit developerstobuildnewhousing,andstreamliningzoningandordinanceregulationsto createamoredeveloperfriendlyenvironmentandencouragenewresidential constructionareallgreatopportunitiesforprogressinthisarea

StrengthenRelationshipswithPartnersandLeverageUnderutilizedResources

● Developingstrongerrelationshipswithpartnerorganizationslikeneighboring municipalities,EmeryCountyandSERDAmayleadtogreateraccesstoresources. Additionally,utilizingresourceslikeCIBfundsinnewwaysanddrivingUtahInlandPort moniesintoeconomicdevelopmentinfrastructuremayaccelerateGreenRiver’s growth

Threats/BarrierstoProgress

MoreBoomandBust

● Whilethegreatestopportunityforgrowthatthemomentisviatherecruitmentof industry,stakeholdersvoicedconcernthatifsuchamovejustcreatesatemporary boomforaperiodofdecades,itcouldleavethecommunity“rightbackherein50 years”afteraneventualbust Growthwithoutsufficientdiversificationcouldfailto buildatruelongtermresilienteconomy.

ImpendingclosureoftheCrescentJunctionUMTRAsite

● Astakeholderidentifiedthisthreatandpointedoutthatthesiteemploysbetween 25-30GreenRiverresidentsinwellpaying“headofhouseholdjobs” Thosejobsare onatickingclockastheUMTRAprojectwindsdown.Alossofthatmanyfamily supportingjobsatthesametimewouldbeanaddedchallengetoschoolenrollment andlocalbusinessrevenue.

PotentialLossofUnusedWaterRights

● GreenRiverhastosubmitawaterutilizationplantothestatebytheendofOctober 2025.Ifthisprocessresultsinthelossofunusedwaterrights,itcoulddecreaseGreen River’scompetitivenessinindustrialrecruitment.

RailroadUnderpass/TruckTrafficConstraint

● Expansionoftheroadthatpassesunderneaththerailroadwestoftownhasbeen identifiedasnecessarytoimprovefreighttrafficaccesstotheindustrialpark.

LandownersUnwillingtoDeveloporSell

● Residential,commercial,andindustrialdevelopmentreliesonprivatelandowners' willingnesstosell,develop,orleaselandatreasonableprices.Currently,many propertyownersareholdingoutonsellingordevelopingproperty,hopingto“strikeit richonceindustrycomesknocking,”whichperpetuatesexistingblightwhilewaitingfor aspeculativepayday

RiskofUnmanagedGrowth

● Whilecommunityresistancetochangerepresentsathreattogrowth,thepotentialfor aperiodofovergrowththatchangesthecharacterofthetowninawaythatmakesit

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholders,thefollowingthemeswereidentifiedas guidepostsforthefutureofeconomicdevelopmentinGreenRiver

ADiversifiedEconomywithHigh-WageCareers

● Movefromaseasonaltourismeconomytoonethatisbuoyedby“industriesoffering high-payingjobs”sothatlocalyouthhavecareerpathsbeyondbeinga“stateroad workerorschoolteacher”

ManagedGrowththatPreservesSmall-TownCharacter

● Whileeconomicgrowthiskeytoavoidstagnation,stakeholderswanttoensurethat “thegrowthisn’tsofastthatthosethatgrewupandliveherefeelliketheyareno longerpartofthecommunity ”

FromWaypointtoaDestinationtoLiveandVisit

● DevelopGreenRiver’squalityoflifeviaexpandedevents,trailbuilding,andriverfront development.Thisenhancesqualityoflifeforlocalsanddevelopsacompellingreason toexploreGreenRiverforvisitors

ARevitalizedandAppealingCommunityCore

● AddressblightconcernsbycleaningupMainStreetandBroadwaycorridorswith improvedinfrastructure.

ACommunityofOpportunityforAllResidents

● Create“avibrantcommunitywhereeveryonehaseconomicstabilityandoptionsfor typesofjobsandhousing”andanenvironmentthatcan“holdthekids,theyounger generation,sotheycanbuildtheirfuturesintheirhometown.”

StrategicPlan

EconomicDevelopmentinthe2021StrategicPlanUpdate

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforTheCityofGreenRiver. Thenewstrategicplanbuildsonthisexistingplanandprovidesadditionalspecificityand breadth.

Asnapshotofthe2021strategicplanisincludedbelow:

NewGoals,Strategies,andProjects

AugustGranath

TechnicalOutreachManager agranath@utah gov

DebraMcKee

OutreachManager dkmckee@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

PlanHere. BuildHere.

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteam,steeringcommittee,orsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● DebraMcKee|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● TaliaHansen|SanJuanCountyEconomicDevelopmentManager

SteeringCommittee

● DonnaBlake|USUBlandingInterimAssociateVicePresident

● ChristineFitzgerald|SanJuanSchoolDistrictSuperintendent

● ReaganWytsalucy|USUBlandingAgExtensionAreaDirector

● KendallLaws|PublicLandsPolicyCoordinatingOffice

● HerbertStash|WarmElders

● JolynPerkins|DepartmentofWorkforceServices

● TaraBenaly|ResidentRepresentative

AdditionalInterviewee

● CarmaClaw|AnethChapterPresident

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisnocost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. SanJuanCountywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirst roundoftheprogram.TheworkingteamfirstmetinJulyof2025,followedbyameetingwith thesteeringcommitteeinOctoberofthesameyear.Inthattime,GOEOstaffperformed one-on-oneinterviewswithninekeystakeholders,solicitedsurveyresponsesfromnine membersofthecommunity,compiledeconomicdatafromvarioussources,andreviewedthe 2018GeneralPlanupdate Individualstakeholdercontributionstothisreporthavebeenkept anonymous.

SanJuanCountyEconomicDataSnapshot

Population:14,601

AccordingtotheCensusBureau,SanJuanCountyhasgrownby93people(0.2%annualized) fromApril1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Thisisasmall decreasefromthe0.5%annualgrowthrateforthepreceding30-yearperiodfrom199020202 Comparingthesameperiods,statewidepopulationgrowthhasdroppedfrom3%to 1.8%annualgrowth,whilenationwidegrowthhasslowedfrom1.1%to0.7%annualgrowth3 .

San

MedianAge:34.6years

ThemedianageofSanJuanCountyisolderthanUtah’smedianageof32,butyoungerthan thecountry’smedianageof394 .

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforcountiesinUtah:April1,2020 toJuly1,2024(CO-EST2024-POP-49).https://www.census.gov/programs-surveys/popest.html

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableB01002:Ageandsex.2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedOctober28,2025from https://censusreporter.org/data/table/?table=B01002&geo_ids=05000US49037,04000US49,01000US

EmploymentRate:48%

Approximately5,272ofthe11,037SanJuanCountyresidentsaged16+andinthelaborforce wereemployedduring2019-2023.Thisfallsbelowboththenationalemploymentrateof60% andthestaterateof67%5 .

MedianHouseholdIncome:$54,8906

SanJuanCounty’smedianhouseholdincomeisroughly$38,000lowerthanUtah’smedian householdincomeof$93,000and$15,000lowerthanthenationalmedianof$78,0007 .

EducationalAttainment(Age25+):20%holdaBachelor’sDegreeorhigher

AgreaterproportionofSanJuanCounty’spopulationpossesseslessthanahighschool diplomaoronlyahighschooldiplomawhencomparedwiththestateofUtahorthecountryas awhole Theproportionofresidentswithsomecollegeoranassociatedegreeleadsthestate andthenation.Thosewithbachelor’sdegreeorhighertrailsbehindthestateandthenation.8

5 U.S.CensusBureau.(2024).TableB23025:Employmentstatusforthepopulation16yearsandover.2019-2023 AmericanCommunitySurvey5-YearEstimates.RetrievedOctober21,2025,from https://censusreporter.org/data/table/?table=B23025&geo_ids=05000US49037,04000US49,01000US

6 U.S.CensusBureau.(2024).TableB19019:Medianhouseholdincomeinthepast12months(in2023 inflation-adjusteddollars).2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober21, 2025,fromhttps://censusreporter.org/data/table/?table=B19019&geo_ids=05000US49037

7 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars). 2019-2023AmericanCommunitySurvey5-YearEstimates RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49

8 U.S.CensusBureau.(2024).TableB15003:Educationalattainmentforthepopulation25yearsandover 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober28,2025,from https://censusreporter.org/data/table/?table=B15003&geo_ids=05000US49037,04000US49,01000US

MajorIndustries

InSanJuanCounty,themajorityofemploymentcomesfromthecommunity’stopfour industries,accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile9 . Education,healthcare,construction,andpublicadministrationprovide55%ofalljobsinthe community Intermsoflocationquotients,10 mining-relatedindustriesaresignificantlymore concentratedinSanJuanCountythanthenationalaverage,withascoreof8.5,asdoesthe recreationindustrywithascoreof2 3andeducationwithascoreof2 0

IndustryBreakdownbyPercentageofLaborForce(2024)

9 ESRI.(2025).SanJuanCounty,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusiness Analyst].

10 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.InSanJuanCounty,1,175peopleareemployedineducation representing19.0%ofalljobs.Nationwide,9.4%ofalljobsareineducation.19/9.4=2whichallowsustosay that,inSanJuanCounty,2timesasmanypeoplehaveeducationjobsthanthenationalaverage.

SanJuanCountyMajorEmployers(September2024)

TheUtahDepartmentofWorkforceServices(DWS)collectsthesestatisticsviapaperwork thatemployerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughits FirmFindtool11.Thesestatisticsareorganizedbyphysicalemploymentsite,whichiswhy entitiessuchasSanJuanHighSchoolandtheSanJuanSchoolDistrictappearasseparate entries.

11 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedOctober21,2025,from https://jobs.utah.gov/wi/firmfind/download/ffind_other.csv

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeSanJuanCountyEconomicDataSnapshot), combinedwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinSanJuanCounty.

Strengths

DiverseEconomicFoundation

● SanJuanCounty'seconomyissupportedbyanchoremployersineducation, healthcare,tourism,andminingindustries Thiseconomicdiversityprovidesresilience duringfluctuationsinthetourismandenergyindustries.

WorkforceDevelopment

● Oneofthecounty'sinstitutionalassetsisUtahStateUniversity(USU)Blanding.It functionsasaworkforcedevelopmentenginebyprovidingalocalpathforpractical certifications(e.g.,CDL,Welding,Nursing)alignedwithlocalemployerneeds.

AgriculturalHistoryandFuture

● Thecounty’scommunitiesweredevelopedwithagricultureastheirfoundation,with roomtogrow.TheGeneralPlan'sResourceManagementsectionconfirmsthat supportingagricultureand"multipleuse"ofpubliclandsisalong-standingcounty priority.Manystakeholdersidentifiedthisasabasetodevelopmorelocalizedfood systems

CommunityCulture

● Stakeholderinterviewsandsurveyrespondentsconveyadeepappreciationforthe socialfabricofSanJuanCounty.Namely,asmalltownqualityoflifeanda"close-knit community"thatisresourceful,resilient,andtakescareofeachother

RichNaturalAssets

● ThecountyishometogloballyrecognizednaturallandscapesincludingCanyonlands, BearsEars,theSanJuanRiver,LakePowell,andMonumentValley,whichserveasthe bedrockofthetourismeconomy.Geologicaldepositsofuranium,oil,potash,copper andothercriticalmineralsdrivethelocalenergyandminingindustries.

HighEntrepreneurialDesireandSuccessfulFamilyBusinesses

● Stakeholdersidentifiednumerousaspiringentrepreneurs(e.g.,barbers,bakers, fabricators)whoare"readytogo"butareconstrainedbyalackofcommercialspace andessentialinfrastructureneededtostartorgrowtheirbusinesses Additionally, familybusinessesinthecountyhaveproventoberesilientandstrongcomponentsof theeconomiclandscape,oftenabletofindreliableworkforcewhenotherscan’t

Weaknesses

WaterQualityandScarcity

● Thisisthemostfrequentlycitedbarrier,appearingininterviews,thesurvey,and regionalreportsasanexistentialthreat.Astakeholdermentionedananecdoteofa communitygardenfailingspecificallybecausetheycouldnotacquirewaterrights, whichmakesthisaconcrete,immediateproblem,notjustafuturerisk.Additionally, documentedwatercontaminationconcernsinsomeareasfurtherexacerbatethisrisk.

CriticalHousingShortageandAffordabilityCrisis

● Nearlyeverystakeholderandplanningdocumentidentifiesaseverelackofattainable housingasaprimarybarriertoworkforceattractionandthereforegrowth Accordingto the“DwellingontheFuture”report,60%ofhouseholdsinSanJuanCountycannot affordanaverage-pricedhomeifbuying“fromscratch ”

BroadbandandCellServiceNeeds

● TheNavajoNationCEDSandmultipleinterviewshighlightlimitedserviceinmany areas,makingremotework,onlineeducation,andmodernbusinessoperationsdifficult foralargeportionofthecounty Thereareexceptionstothis,asEmeryTelcomhasrun fiberlinestosomepartsofthecounty,providingfastandreliablebroadbandtothose communities Additionally,communitycentersprovideaccesstoWi-Fiandareaswith

limitedorinconsistentservice.Commissionerssometimesreceivepushbackfromthe publicwhenprojectsthatcanimproveservice,suchasnewsignaltowers,are proposed.Publiceducationisneededtoaddresstheseconcernsandensurethat progresscontinuestobemadeonissuesofequitablebroadbandandcellservice access.

ALackofCommercialSpace

● Thisisaprimarybarriertogrowingthelocaleconomy.Stakeholderscommunicatethat thereisalackofaffordableoffice,retail,orlightindustrialspaceforrent Thisis stoppingthecounty's"ready-to-go"entrepreneursbeforetheycanevenstart.

GeographicRemoteness

● Stakeholdersnotedthatthecounty'svast,"frontier"geographycreateshightraveland supplycosts Thispushesmanycommunitymemberstoseekcheapergoodsinlarger neighboringeconomichubssuchasCortez,CO;Farmington,NM;orGrandJunction, CO.Thisphenomenonalsorepresentsachallengeforthedevelopmentandsupportof mainstreetretailestablishments

MinimalPrivateProperty

● ThisisastructuraleconomicweaknessforSanJuanCountythatisdetailedinthe GeneralPlan:asthevastmajorityoflandinthecountyiscontrolledbyfederaland tribalentities,theprivatepropertytaxbaseisexceptionallysmall,whichlimitsthe county’sabilitytofundpublicservicesandinfrastructure.Thisalsolimitstheamount ofdevelopmentthatcanoccuronprivatelandwithoutnavigatingfederalortribal regulatoryprocesses.

Opportunities

MajorIndustrialExpansionintoRareEarths

● TheclearestandmostfrequentlycitedeconomicopportunityforSanJuanCountyis thepotentialexpansionofEnergyFuels,whichstakeholdersbelievecouldadd hundredsofnew,highwage,headofhouseholdjobsandstrengthenthelocal economy.TheWhiteMesaMill’sabilitytoprocessandrecycleuraniumpositionsthe localeconomytogrowwiththestate’sdesiretoexpandnuclearenergygeneration

However,futuregrowthremainshighlydependentonmarkettrends,regulatory approvals,andcontinuedengagementwithaffectedcommunities,includingrobust monitoringandtransparentcommunication.

ExpandLocalAgriculture

● Stakeholdersdiscussedtheneedformoregrocerystoresandadesiretogrowmore foodlocally Onestakeholderhadastrongvisionforbecominga“localmarkethub” thatincorporatestraditionalfarmingpracticesandcansupplyfoodtolocal communities Additionally,thereisanopportunitytostrengthenthelocalagriculture industry’sabilitytoprocessanddistributeproductsgrownlocallyandregionally.

CarefullyGrowTourismEconomy

● Developlocallyorientedbusinessesthatalsocatertovisitorsandprovideservicesand goodsthatresidentscurrentlytraveloutsidethecountytoaccess Visitorinterest continuestogrowinunique,experience-basedactivitieshostedbylocalresidents, whereguestscanparticipateinhands-ondemonstrations,traditionalskills,cultural storytelling,ranchorfarmactivities,agri-tourismexperiences,andotherplace-based opportunitiesrootedintheheritageofSanJuanCounty.Bluff’sDarkSkydesignation createsstrongpotentialforastro-tourismandnighttimeprogramming Additionally, opportunitiesforrespectfulpartnershipwithNavajoNationChapterHousesandTribal parksmaysupportexpandedculturalinterpretation,community-ledtourism,and experiencesthathonorlocaltraditionsandthenaturallandscape.

LeverageBroadbandforaDigitalEconomy

● Expandingbroadbandisatoppriority,consistentlyidentifiedineveryCEDS,the GeneralPlan’sCapitalImprovementssection,andstakeholderinterviews Broadband infrastructureisakeyenablerforaremoteworkforce.Withrobust,reliableinternet access,residents,especiallyontheNavajoNationandinruralcommunities,could accesshigh-wagejobsintechnologyandprofessionalserviceswithoutleavingthe county.Thiscouldhelpreversethetrendofyouthandworking-ageresidentsleaving forjobopportunitieselsewhere Torealizethispotential,theCountyshouldpair broadbandexpansionwithworkforcedevelopmentandcontinued-educationprograms thatbuilddigitalskills,remote-workreadiness,andcomputerliteracy Forexample, tailoredtrainingprogramsinremoteworktools,onlinecommunication,andvirtualjob pathwayswouldensureresidentscanfullytakeadvantageofnewconnectivity.

SupportEconomicDevelopmentThroughEntrepreneurship

● Ensurethathome-basedbusinessesareabletothrive,indigenousculturalartisansare supported,andthatlightmanufacturinghasroomtogrow.Extendutilityinfrastructure toappropriatecommercialsitestoenableprivatedevelopment.

Threats/BarrierstoProgress

WaterConstraints

● Wateravailabilityremainsthemostsignificantbarrier,citedacrossalldatasources Successfulmanagementofalimitedwatersupplywilldeterminetheceilingonfuture development

“BrainDrain”andPopulationStagnation

● Asonesurveyrespondentstated:"ourgreatestexportisourchildren" Thisfearis validatedbythe"DwellingontheFuture"assessment,whichforecastspopulation decline Unlessaddressed,thisdemographicchangerepresentsaslowdiminishingof thecommunity'sfutureworkforceandtaxbase.

ExternalPolicyonPublicLands

● SanJuanCounty’seconomyishighlysensitivetofederallandpolicies,including nationalmonumentdesignations,grazingregulations,andmineralextractionrules Becausesomuchlandismanagedbyfederalagencies,localbusinesses,particularlyin energy,mining,andranching,faceuncertaintytiedtodecisionsoutsidecounty control Thisdynamicaffectslong-termplanningandinvestment,makingitimportant forthecountytoremainadaptableandengagedinfederalprocesses.

ResistancetoChange

● Stakeholderssharedthatsomeresidentsfearthatgrowthmaychangetherural characterandclose-knitidentityoftheircommunities Thisfeelingisrootedina genuinedesiretoprotectwhatmakesSanJuanCountyunique.Atthesametime,this hesitationcansloworstallimportantprojects,makingitharderforthecountytostay competitivewithneighboringareas.Whenopportunitiesaredelayedordeclined, residentsoftentraveltoGrandCountyandtoregionalcentersinArizona,Colorado,

andNewMexicoforjobs,goods,andservices.Thiscreatessignificanteconomic leakageandshiftsbenefitstosurroundingcommunitiesinsteadofkeepingtheminSan JuanCounty.Theresultisachallengingtradeoffbetweenmaintainingcommunity identityandensuringlong-termeconomicresilience

Jurisdictional,Political,andSocialDivisions

● Accordingtostakeholders,gettingthingsdoneinSanJuanCountyrequiresthe navigationofnumerousgovernmentalbureaucraciesincludingthoseattheFederal, State,County,Local,andTriballevel Thishascreatedchallengesthathavestrained relationshipsbetweenallpartiesandlimitseconomicprogress.Severalstakeholders alsoemphasizedthatcollaborationhasbeenimprovinginrecentyears,offeringa foundationforstrongerregionalprogressmovingforward.

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentinSan JuanCounty.

ADiverseEconomyofFamily-SustainingJobsThatProvidesEconomicMobility

● Theidealfutureisa"strongerandmorediverse"economythatretainsitshigh-wage industrialbaseinhealth,education,andminingandfostersmorelocalbusinessesthat provideyear-roundemploymentwhileallowingforresidentstoclimbtheeconomic ladder

AnEconomyWhereYouthCanReturnHome

● Stakeholdersemphasizedafuturewhereyoungpeoplecanpursueeducation,develop skills,andreturnhometomeaningfulcareers.Residentshopeforacommunitywhere youngadultscanaffordhousing,raisefamilies,andbuildtheirfutureslocally.

AnEconomyBuiltonAuthenticity

● ResidentsofSanJuanCountywanteconomicgrowththatstaystruetothe community’sroots.Asonestakeholdersaid“Ipictureacommunitywherepeoplecan thriveeconomicallywhilestayingconnectedtotheirtraditionsandenvironment.”

AnEconomySupportedbyImprovedInfrastructure

● Stakeholdersseeaclearbottleneckandenvisionafuturewherefoundationalneeds aremet.Thismeansinvestmentinaffordablehousing,broadband,childcareservices, andavailablecommercialspacesoentrepreneurscanlaunchandexpandtheir businesses

AnEconomyThatisBuiltonEffectiveCommunication

● Akeycomponentoftheidealfutureisaneweraofcommunicationandcooperation amonggovernment,triballeaders,businessowners,andcitizens.Stronger coordinationacrossjurisdictionsisessentialforaligningprioritiesandsupporting sustainableeconomicprogress.

StrategicPlan

EconomicDevelopmentintheGeneralPlan(2018)

Beforepresentingthegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforSanJuanCounty.The newstrategicplanbuildsonthisexistingplanandprovidesadditionalspecificityandbreadth.

Theexistingfiveyearvisionforeconomicdevelopmentinthe2018updatetothegeneralplan isincludedbelow:

Broadband-AkeyinfrastructurehurdleforbusinessesisthecostofBroadbandinruralUtah. Akeygoalwouldbeidentifyingawaytoreducecostofserviceandcreatingcompetitiveprices comparabletotheWasatchFront

Transportation-Akeygoalwouldbetohavearrivedatamaintenancescheduleforcounty roads.Additionally,implementingatransitplaninpartnershipwiththereservation.Further developmentwouldincludeshowingincreasedCalBlackAirportusageandcountyvisitation byairutilizingaviationairtrafficanalysis.

BusinessExpansionandRetention-Deployacountywideindustryspecificsurvey(including industriesidentifiedintheASAPprocess)inordertoidentifychallengesandopportunitiesfor growth.WorkingwithBEARandEDCUtahtodevelopaCountyplantoaddresschallengesand opportunitiesidentifiedinthesurvey.

Diversification-ASAPindustriesnarrowedtospecificNAICScodes,andcountyactively pursuingcompanyrelocation IdentifyexistingbusinesseswithinASAPidentifiedindustriesto assistinexpansionanddevelopment.Identifiedareasofworkforcedevelopmentandinitiating theprocessofaddingprogramsforworkforceeducation.

CelebrationofCultureandHistory-Visitorswillexperiencelocalcultureandhistory(local foodsinrestaurants,NativeAmericanDarkSkyinterpretation,NativeandWesternartisan productsavailable,Culturaltours) Hózhóeducationandpromotionimplementedthroughout thecounty.

NewGoals,Strategies,andProjects

Goal1-Retain,expand,andrecruitbusinessesinSanJuanCounty

Goal2-Supportthedevelopmentofthelocalworkforce

Goal3-Maintainandimprovetheinfrastructurenecessaryforeconomicdevelopment

Goal4-Improveeconomicdevelopmentdepartmentoperationsandsustainability

Goal5-ImplementtheSanJuanCountyRuralEconomicBlueprint

AugustGranath

TechnicalOutreachManager agranath@utah gov

DebraMcKee

OutreachManager dmckee@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommitteeorsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● DebraMcKee|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● KaedenKulow|MonticelloCityManager

SteeringCommittee

● Bayley Hedglin | Monticello City Mayor

● Kirk Crowley | Monticello City Council

● Lee Bennett | Monticello Planning Commission

● Kevin Francom | Monticello Mercantile

● Bill Boyle | San Juan Record

● Pam Fuller | Backyard Gold

AdditionalInterviewees

● DerrylJack|ZionsBank

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisnocost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. MonticelloCitywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirst roundoftheprogram.TheworkingteamfirstmetinJulyof2025,followedbyameetingwith thesteeringcommitteeinOctoberofthesameyear.Inthattime,GOEOstaffperformed one-on-oneinterviewswithsevenkeystakeholders,compiledeconomicdatafromvarious sources,andreviewedthe2001generalplanasrevisedin2018.Individualstakeholder contributionstothisreporthavebeenkeptanonymous

ThefollowingreportistheresultofacollaborativeeffortledandfacilitatedbyGOEOstaffwith directionfromMonticelloCitystakeholders.Thegoalofthisprogramistoensurethatthis effortrepresentsthedesiresofthecommunityasawhole.

MonticelloEconomicDataSnapshot

Population:1,757

AccordingtotheCensusBureau,Monticellohasshrunkby72people(-1.0%annualized)from April1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Thisisashiftfromthe 0%annualgrowthrateforthepreceding30-yearperiodfrom1990-2020.2 Comparingthe sameperiods,statewidepopulationgrowthhasdroppedfrom3%to1 8%annualgrowth, whilenationwidegrowthhasslowedfrom1.1%to0.7%annualgrowth3 .

MonticelloCity,Utah,andUSAPopulation(1990-2024)

MedianAge:37.6years

ThemedianageofMonticelloCityisolderthanUtah’smedianageof32,andjustyounger thanthecountry’smedianageof394

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableB01002:Ageandsex.2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedOctober28,2025from https://censusreporter.org/data/table/?table=B01002&geo_ids=16000US4951580,04000US49,01000US

EmploymentRate:46%

Approximately697ofthe1,525Monticelloresidentsaged16+wereinthelaborforceduring 2019-2023.Thiswasbehindofthecountry’srateof60%andbehindthestate’srateof67%5 .

MedianHouseholdIncome:$63,7506

Monticello’smedianhouseholdincomeisabout$30,000belowUtah’smedianhousehold incomeof$93,000andisabout$15,000belowthenationalmedianhouseholdincomeof $78,0007 .

EducationalAttainment(Age25+):23%holdaBachelor’sDegreeorhigher

NearlyallofMonticello’spopulationpossessesatleastahighschooldiploma.Morepeoplein MonticellohavesomecollegeoranAssociate’sdegreewhencomparedtothestateandthe nation However,theproportionofresidentswithabachelor’sdegreeorhighertrailsbehind thestateandthenationby14and12percentagepointsrespectively.8

EducationalAttainmentforMonticello,Utah,andUSA asaPercentageofPopulationAge25+(2019-2023)

5 U.S.CensusBureau.(2024).TableB23025:Employmentstatusforthepopulation16yearsandover.2019-2023 AmericanCommunitySurvey5-YearEstimates.RetrievedOctober28,2025,from https://censusreporter.org/data/table/?table=B23025&geo_ids=16000US4951580,04000US49,01000US

6 U.S.CensusBureau.(2024).TableB19019:Medianhouseholdincomeinthepast12months(in2023 inflation-adjusteddollars).2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober28, 2025,fromhttps://censusreporter.org/data/table/?table=B19019&geo_ids=16000US4951580

7 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars). 2019-2023AmericanCommunitySurvey5-YearEstimates RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49

8 U.S.CensusBureau.(2024).TableB15003:Educationalattainmentforthepopulation25yearsandover 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober28,2025,from https://censusreporter.org/data/table/?table=B15003&geo_ids=16000US4951580,04000US49,01000US

MajorIndustries

InMonticello,themajorityofemploymentisowedtothetopfourindustriesinthecommunity, accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile9.HealthCare, PublicAdministration,Accommodation/FoodServices,andConstructionprovide54%ofall jobsinthecommunity Intermsoflocationquotients10,Mining/Quarrying/Oil&Gasstandsout relativetotherestoftheUnitedStateswithascoreof10.5,asdoesUtilitieswithascoreof 3 7,PublicAdministrationwithascoreof3 0,andWholesaleTradewithascoreof2 4

9 ESRI.(2025).MonticelloCity,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

10 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.InMonticello,101peopleareemployedinpublicadministration, representing15.2%ofalljobs.Nationwide,publicadministrationjobsmakeup5%ofalljobs.15.2/5=3which allowsustosaythat,inMonticello,3timesasmanypeoplehavepublicadministrationjobsthanthenational average.

MonticelloMajorEmployers(September2024)

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool11.Thesestatisticsareorganizedbyemploymentsite,whichiswhytheSanJuan CountyRoadShopandtheSanJuanCountyJailarelistedseparatelyratherthanallunderSan JuanCounty

11 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedOctober21,2025,from https://jobs.utah.gov/wi/firmfind/download/ffind_other.csv

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeMonticelloEconomicDataSnapshot),in conjunctionwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinMonticello.

Strengths

QualityofLifeandCommunity

● StakeholderinterviewsconsistentlyreferredtoMonticelloasa"tight-knitcommunity," a "greatplacetoraiseafamily,"andhavinga“Mayberry”-likequality Thissentiment ismirroredintheGeneralPlan,whichlistsprotectingthe"small-towncharacter"asa primaryvalue.

StableEconomicBaseinGovernmentandHealthcare

● Asthecountyseat,Monticello'seconomyisanchoredbyastablebaseofgovernment employment(County,BLM,ForestService,State,andSchoolDistrict),andthe presenceofSanJuanHealthprovidesarelativelystableemploymentfloor.

KeyCommunityandInfrastructureAssets

● Monticellopossessesseveralunique,high-valueassetsthatdifferentiateitfromother ruralsmalltownsinUtah StakeholdersandtheGeneralPlanidentifythe nationally-rankedHideoutGolfCourseasamajordraw.Otherkeyassetsincludea high-performingelementaryschool,amunicipalairport,andanadequatesewer systemwithcapacityforadditionalgrowth.

WaypointforFreightandRecreationTraffic

● Thecity'slocationatthecrossroadsofUS-191andUS-491isalogisticalstrength, identifiedbystakeholdersasbeingonamajorfreightroutewithaPortofEntryjust eastoftown.Thissamelocationservesasapassengercargatewaytorecreationon publiclandswhichcreatessignificanttourismtraffic

EngagedandEvolvingLeadership

● Stakeholderinterviewsnotedthatthereisanewenergyamongstresidentswhoare "muchmorewillingtoengageandtrythingsout".Thisemergingenergy,combined withactivecityandcountyeconomicdevelopmentstaff,createsapositive environmentforpursuingnewinitiatives

Weaknesses

CriticalHousingScarcityandAffordability

● Stakeholdersandsurveyrespondentshighlightedacriticallackofbothrental propertiesandhomesforpurchase,makingitdifficulttoattractnewworkersortokeep youngfamiliesintown The"DwellingontheFuture"(2024)reportstatesthatnearly 48%ofhouseholdscannotaffordanaverage-pricedhomeinMonticello.Additionally, thehousingstockispredominantlyolder(mostbuiltbefore2010),withmanyunits needingsignificantrepairs,abarrierfornewbuyers.

LimitedAmenitiesandEconomicLeakage

● Aconsistentcomplaintfromstakeholdersandthecommunitysurveyisthatthetown hasminimalretailbusinesses,somediningestablishments(oftennotedthatithas morethanBlanding),andlittleinthewayofentertainmentoptions Residentsoften orderfromAmazonortraveltoCortezorGrandJunctionfor"majorshopping"suchas clothingorlargegroceryruns

WorkforceandWageConstraints

● StakeholdersdescribedMonticelloashavingalargedemographicgap,withlarge populationsofretireesandyouthbutasmallprimeworking-agepopulation. Businessesreportdifficultyfindingworkers,andresidentsreportalackof "decent-payingjobs".Whilemedianincomeishigherthanthecountyaverage,itlags significantlybehindthestate

KeyServiceGapsinChildcare

● Thelackofavailable,affordablechildcarewasidentifiedinbothinterviewsandthe surveyasaspecificbarriertoeconomicgrowth,asitpreventsparents(especially women)fromenteringorre-enteringtheworkforce.

InfrastructureandRegulatoryHurdles

● StakeholdersnotedthatMainStreet(US-191)iscontrolledbytheUtahDepartmentof Transportation(UDOT),whichseverelylimitsthecity'sabilitytoimplementdesired changeslikepedestrian-friendlybump-outsorreducedspeedlimits,directly conflictingwiththecommunity'svisionforawalkabledowntown

PopulationStagnation

● The2018GeneralPlanwasforcedtoreviseits20-yearpopulationprojection downwardfrom3,500to2,500,citingadecadeofpopulationdeclineorstagnation. Thistrend,whichrunscountertotherestofUtah,isafundamentalweaknessthat strainsthetaxbase,limitsthecustomerbaseforlocalbusinesses,anddecreases workforceavailability

Opportunities

AttractRemoteWorkers

● Stakeholders andtheGeneralPlanseeapathtoattractinglocation-neutralremote workers,andincreasingthelocaleconomicbase,bymarketingthecommunity’s qualityoflifeandleveragingexistingfiberopticbroadbandinfrastructure.

StrategicHousingDevelopment

● The"DwellingontheFuture"reportprovidesaroadmaptoincreasingmoderate incomehousingbyidentifyingobjectivesinthe2018GeneralPlansuchasexpanding areaszonedasR-1andR-2andofferingincentivesforthedevelopmentof multiple-familyrentalunits Stakeholdersenvisionnewsubdivisionsthatprovidea diversityofhousingtypes,"affordablehomesforourkids,"andpotentiallya master-plannedretirementcommunitytoattract"Boomer"wealth

RevitalizeMainStreet

● Thereisacleardesiretocreatea"goodwalkabledowntown" Thisinvolvesproactively addressingblightedproperties,recruitingbusinessesthatfillspecificlocalneeds (e.g.,clothing,diversefoodofferings),andimplementingtheGeneralPlan'sgoalto createa"DowntownMasterPlan"and"StreetscapePlan"tomakeMainStreeta destinationforbothlocalsandtourists.

EnhanceandCapturemoreoftheVisitorEconomy

● Monticelloiscurrentlya"pass-through"town.Theopportunityexiststobecomea "stop-over"destination Stakeholdersseepotentialincapturing"Moabspillover"and otherpubliclandrecreationtrafficbydevelopingmorequalitylodging,restaurants, andoutfitterservices

IndustrialandCommercialDiversification

● Stakeholdersseeanopportunitytorecruitlightmanufacturingthatdoesnotusemuch watertoamoresuitableindustrialparktocreatemore"decent-payingjobs"and diversifytheeconomybeyondgovernment,healthcare,andagriculture

Threats/BarrierstoProgress

WaterConstraints

● Thisisthemostcriticalthreatmentionedbynearlyeverysource Itisthe"underlying limittowhatMonticellocando".Thisthreatjeopardizesallfuturegrowth,especially thehousingandindustrialdevelopmentthecommunitydesires.TheGeneralPlan (Goal3.9)acknowledgesthisthreatwithanobjectiveto"expandwaterresources... independentofsnowpackvariations."

CommunityResistancetoChange

● Asignificantculturalthreat,identifiedbymultiplestakeholders,isthe"statusquo" mentality Avocalsegmentofthepopulationresistsgrowth,oftenoutofa"fearof becomingMoab."Thisresistancecanslowdownorstopessentialprojectsthatare necessaryforthetown'seconomicviability

ExternalCompetitionandEconomicLeakage

● Theconvenienceandpricingof"bigbox"storessuchasWalmartinCortez,COprovide heftycompetitiontolocal"momandpop"retailers.Thisisanenduringstructural threattothegrowthofahealthyMonticelloMainStreet.

ExternalLandandRegulatoryControl

● Thehighpercentageofsurroundingfederallandphysicallyconstrainsthetown'sability toexpand.Thismakeslargeinfrastructureprojects,likeanewreservoir,exceptionally difficult,costly,andtimeconsumingduetofederalregulations

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentin Monticello.

ABalancedandDiversifiedEconomy

● Thefutureeconomyisnotreliantonasingle"silverbullet."Itisaresilientmixofsmall tomediumsizedbusinesses,a remotetechworkforce,lightmanufacturing,anda strongervisitor/serviceindustry allbuiltuponthestablebaseofgovernmentand healthcare

AVibrantandFunctionalMainStreet

● Arevitalized"goodwalkabledowntown"with"bettercentralparking",fewerempty buildings,andmoreessentialbusinesses(restaurants,clothing,services)thatare supportedbylocalcustomers.

Housing-LedStrategicGrowth

● Inordertodevelopthebusinessesandservicesitwants,itmustfirstgrowits population.Thisvisionprioritizesthecreationof"affordablehomesforourkids"and diversehousingoptions(rentals,starterhomes,retirementcommunities)toattract newfamiliesandworkers

ProgressthatPreservesTownCharacter

● Anyeconomicchangeandplanningforthefutureshouldbemanagedtoprotectthe characteristicsthatmakeMonticello“Monticello”whileaddingamenitiesand economicprogress

SecureWaterResources

● Monticello’sidealfuturehasasecuresupplyofwaterthatallowsforvariationsin annualsnowpack.

StrategicPlan

EconomicDevelopmentintheGeneralPlan(2018)

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforMonticello.Thenew strategicplanbuildsonthisexistingplanandprovidesadditionalspecificityandbreadth.

Theexistingeconomicdevelopmentgoalsofthe2018updatetothegeneralplanisincluded below:

● AnalyzeexistingA-1,C-1,C-2,andI-1zones,reviseasneededtofosterbusiness growth.

● Develop&implementabusinessrecruitmentplan

● Develop&implementadowntownmasterplan.

● Develop&implementamarketingplanforMonticelloasayear-rounddestinationfor tourists.

● CoordinatewiththeManti-LaSalNationalForesttomaintainthevegetationfeature calledHorsehead.

● Prepare&implementaneconomicdevelopmentplan.

● Recruitavarietyofnewbusinessesandinstalltheinfrastructuretosuitinanew industrialpark.

● Retaintheservicesofabuildinginspectorforresidentialandcommercialconstruction

● Review&reviseasneeded,Citycodestofavorbusinessgrowthandretention.

● Review&reviseasneeded,Citysignordinancetomaximizeabusinessowner'soptions formakingthebusinesseasilyseen.

● Waivesignandfencepermitfeesfornewbusinessesandexpansionofexisting businesses

NewGoals,Strategies,andProjects

Goal1-Maintainandimproveinfrastructurenecessaryforeconomicdevelopment

Goal2-Continuetoprovideessentialcityservices

Goal3-Investinqualityoflifeforresidentsandqualityofexperienceforvisitors

Goal4-ImplementtheMonticelloCityRuralEconomicBlueprint

AugustGranath

TechnicalOutreachManager agranath@utah gov

DebraMcKee

OutreachManager dmckee@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommittee.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● DebraMcKee|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● BenMuhlestein|BlandingCity

SteeringCommittee

● PrattRedd|BlandingCityManager

● TrevorOlsen|BlandingCityMayor

● KellenNielson|BlandingCityCouncil

● ChrisEwald|BlandingCityCouncil

● DonnaBlake|USUBlandingInterimAssociateVicePresident

AdditionalInterviewees

● CherylBowers|BlandingCityCouncil

● LoganMonson|UtahHouseofRepresentatives-District69

● CoryActon|EnergyFuels

● KendallLaws|UtahPublicLandsPolicyCoordinatingOffice

● JaredBerrett|PrivateDeveloper

● JeannaGrover|SanJuanSchoolDistrictCTEDirector

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisno-cost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. BlandingCitywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirstround oftheprogram.TheworkingteamfirstmetinMayof2025,followedbyameetingwiththe steeringcommitteeinOctoberofthesameyear.Inthattime,GOEOstaffperformed one-on-oneinterviewswith11keystakeholders,compiledeconomicdatafromvarious sources,andreviewedthe2024generalplan.Individualstakeholdercontributionstothis reporthavebeenkeptanonymous

ThefollowingreportistheresultofacollaborativeeffortledandfacilitatedbyGOEOstaffwith directionfromBlandingCitystakeholders.Thegoalofthisprogramistoensurethatthiseffort representsthedesiresofthecommunityasawhole

BlandingCityEconomicDataSnapshot

Population:3,216

AccordingtotheCensusBureau,Blandinghasshrunkby168people(-1.2%annualized)from April1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Thisisashiftfromthe smallbutpositive0.2%annualgrowthrateforthepreceding30-yearperiodfrom19902020 2 Comparingthesameperiods,statewidepopulationgrowthhasdroppedfrom3%to 1.8%annualgrowth,whilenationwidegrowthhasslowedfrom1.1%to0.7%annualgrowth3 .

Blanding,

MedianAge:30.4years

ThemedianageofBlandingCityisyoungerthanUtah’smedianageof32,whichismuch youngerthanthecountry’smedianageof394

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableB01002:Ageandsex.2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedOctober21,2025from https://censusreporter.org/data/table/?table=B01002&geo_ids=16000US4906370,04000US49,01000US

EmploymentRate:64%

Approximately1,529ofthe2,388Blandingresidentsaged16+wereinthelaborforceduring 2019-2023.Thiswasaheadofthecountry’srateof60%andbehindthestate’srateof67%5 .

MedianHouseholdIncome:$63,3336

Blanding’smedianhouseholdincomeisabout$30,000belowUtah’smedianhousehold incomeof$93,000andisabout$15,000belowthenationalmedianhouseholdincomeof $78,0007 .

EducationalAttainment(Age25+):30%holdaBachelor’sDegreeorhigher

AsimilarproportionofBlanding’spopulationpossesseslessthanahighschooldiplomaora highschooldiplomawhencomparedagainstthestateofUtahorthecountryasawhole. However,theproportionofresidentswithabachelor’sdegreeorhighertrailsbehindthestate andthenationbyafewpercentagepoints.8

5 U.S.CensusBureau.(2024).TableB23025:Employmentstatusforthepopulation16yearsandover.2019-2023 AmericanCommunitySurvey5-YearEstimates.RetrievedOctober21,2025,from https://censusreporter.org/data/table/?table=B23025&geo_ids=16000US4906370,04000US49,01000US

6 U.S.CensusBureau.(2024).TableB19019:Medianhouseholdincomeinthepast12months(in2023 inflation-adjusteddollars).2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober21, 2025,fromhttps://censusreporter.org/data/table/?table=B19019&geo_ids=16000US4906370

7 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars). 2019-2023AmericanCommunitySurvey5-YearEstimates RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49

8 U.S.CensusBureau.(2024).TableB15003:Educationalattainmentforthepopulation25yearsandover 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedOctober21,2025,from https://censusreporter.org/data/table/?table=B15003&geo_ids=16000US4906370,04000US49,01000US

MajorIndustries

InBlanding,themajorityofemploymentisowedtothetopthreeindustriesinthecommunity, accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile9.Educational services,healthcare,andaccommodation/foodservicesmakeupabout55%ofalljobsinthe city Intermsoflocationquotients10,educationrelatedjobsstandoutrelativetotherestof theUnitedStateswithascoreof2.8,asdoesminingandextractiveindustryjobswithascore of1 9,accommodation/foodserviceswithascoreof1 5,thehealthcareindustrywithascore of1.3,constructionwithascoreof1.2,andpublicadministrationandrecreationrelatedjobs bothwithascoreof1 1

BlandingCityIndustryBreakdownbyPercentageofLaborForce(2024)

9 ESRI.(2025).BlandingCity,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

10 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.ForBlanding,458peopleareemployedineducationrelatedjobs, representing25.7%ofalljobs.Nationwide,educationjobsmakeup9.4%ofalljobs.25.7/9.4=2.8whichallowsus tosaythat,inBlanding,2.8timesasmanypeoplehaveeducationrelatedjobsthanthenationalaverage.

BlandingMajorEmployers(September2024)

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool11 Thesestatisticsareorganizedbyemploymentsite,whichiswhyBlanding ElementaryandAlbertRLymanMiddleSchoolarelistedseparatelyratherthanunderthe schooldistrict

11 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedOctober21,2025,from https://jobs.utah.gov/wi/firmfind/download/ffind_other.csv

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeBlandingCityEconomicDataSnapshot),in conjunctionwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinBlanding.

Strengths

RuralSmallTownQualityofLife

● Auniversallyexpressedthemeacrossallstakeholderinterviewsandplanning documentsisthevalueofthe"smalltownatmosphere"inBlanding Residentsvalueits tightknit,familyfriendlycommunitywherepeoplearesupportiveandcourteous.

KeyEconomicAnchors

● Theeconomyisstabilizedbyseverallarge,highwageemployerswithincoreindustries suchashealthcare,education,mining,andpublicadministration.BlueMountain HospitalandBlandingFamilyPractice,EnergyFuels’WhiteMesaMill,USUBlanding, andothergovernmententitiessuchasBlandingCityandtheSanJuanSchoolDistrict standout

CityOwnedUtilities

● Asignificantoperationalstrength,notedbycityleadershipandinplanningdocuments, isthatBlandingCityownsandmanagesitselectric,water,andnaturalgasutilities. Thisgivesitdirectcontroloverservice,rates,andtheabilitytostrategicallyextend infrastructuretoincentivizedevelopment.

AlignedandForwardThinkingCityLeadership

● Multiplestakeholdersincityleadershiphighlightedastrongalignmentbetweenthe citycouncil,staff,andcommunity Thereisashifttowardsincreasedengagementbya youngerdemographicintheirlate30sandearly40sthatarecommittedtomoving Blandingforward

Natural,Cultural,&RecreationAssets

● Thecityissurroundedbyworldclassnaturalbeautyandculturalsites Thisdrives qualityoflifeforresidentsandisthemainforcebehindBlanding’stourismeconomy.

Weaknesses

RemoteLocationandLimitedAccesstoAmenities

● TheremotenatureofBlandingCitycreateshightravelandlogisticscostsforresidents, limitsaccesstoamenitieswhichforcessignificantsalestaxleakagetoothertowns, makesrecruitmentforhighskilljobsmoredifficult,andincreasescostofdoing business.

CriticalHousingShortageandAffordabilityCrisis

● Nearlyeverystakeholderandplanningdocumentidentifiesaseverelackofhousing, especiallyaffordablerentals,asaprimarybarriertogrowth Planningdataconfirms thathomevalueshaverisensignificantlyfasterthanlocalwages,creatingacritical affordabilitygap

ConstraintsonAvailablePrivateLandandLandUseIssues

● Duetosurroundingfederallands,Blandinghasalimitedamountofprivateland availableforgrowth.Insomecases,peoplethatwanttodevelopavailableprivateland maybeconstrainedbyoutdatedPlanningandZoningcodes Additionally,the downtowncorridorhasbeenidentifiedasinneedofreinvestmenttobuildings, sidewalkinfrastructure,andunderutilizedlots.

WorkforceandBusinessRecruitmentandRetentionGaps

● Stakeholdersreportdifficultyinrecruiting,especiallyforserviceindustryjobs Thisis compoundedbyidentifiedgapsinkeysupportsystemslikedaycareandpublic transportation.Thecity's"drycommunity"statuswascitedbymultiplestakeholders asadeterrenttoattractingnew,qualityrestaurants

RecreationandConnectivityGaps

● TheRecreationPlannotesthatparkdistributionisuneven,leavingsomeareas underserved,andthatthecitycurrentlymaintainsnoofficialtrails.TheDowntownplan highlightsmissingpedestrianconnections.Additionally,thereisalackofresources andactivitiesforyouththatdon’tplayorganizedsportsandagingseniors.

Opportunities

MajorIndustrialExpansionintoRareEarths

● TheclearestandmostfrequentlycitedeconomicopportunityforBlandingistosupport theEnergyFuelsexpansion,whichstakeholdersbelievecouldaddhundredsofnew, highwage,headofhouseholdjobs,fundamentallystrengtheningthelocaleconomy

StrategicCodeRevisionsandInfrastructureDevelopmenttoBuildHousing

● ThereisamajoropportunitytoupdateP&Zcodestobemorebusiness-friendly,align withtheGeneralPlan,and"makeiteasiertobuild."Thisallowsthecitytoleverageits ownedutilitiestode-riskandguidethedevelopmentofnewhousingsubdivisions

TargetedRecreationandAmenityDevelopment

● Thereisastrongconsensusamongstakeholdersthatdevelopingtrailsystemsand otherrecreationinfrastructuretoallowBlandingtogetmoreoutofitsproximityto Recaptureandothernearbyreservoirswillbepositiveforresidentqualityoflifeand additionaltourismdollars.

DowntownRevitalization

● TheDowntownImprovementplanandstakeholderfeedbackpointtoaclear opportunitytocreateastrongercitycenter,improvewalkability,addstreetamenities suchassignage,seating,andlandusepolicylikemixed-usezoningtospur reinvestment.

DevelopmentofBlandingMunicipalAirport

● Blanding’sairportisapublicassetthathasthepotentialtodrivecommercialgrowth onadjacentprivateparcelsandlocalworkforcedevelopmentopportunitiesinaviation.

UtahInlandPortAuthority(UIPA)AncientSkyProjectArea

● Therecentlyapprovedprojectareaincludesparcelstothenortheastandsouthof Blanding.Thecitycannowutilizeapropertytaxincentivethatcomeswiththis designationtorecruittargetedbusinesses.Additionally,thisdesignationcreatesan annualbudgetforinfrastructuredevelopmentthatisfundedbypropertytaxdifferential generatedbyparcelsintheprojectarea.

ExpansionofRetailRestaurantEntrepreneurship

● Anopportunityexiststocapturemorelocalspendingandtourismdollarsbysupporting entrepreneurstoopennewrestaurantsandretail Thiscouldbeaidedbyre-evaluating Blanding’s"drytown"statusandbyleveragingproximitytoparksandmonumentsfor managedtourismgrowth

Threats/BarrierstoProgress

CriticalWaterConstraints

● Limitedandpotentiallyvolatilewatersupplyisthesinglemostcitedthreatacrossall interviewsandisacknowledgedinplanningdocuments.Blanding’svulnerabilityto changesinwateravailabilityisseenbyallastheprimarypotential"cap"onanyfuture growth,regardlessofdesireoropportunity.

CulturalResistancetoChange

● Afrequentlymentionedbarrierisaculturalresistancetochange.Manylocalssay “theydon’twanttobecomeanotherMoab”whileotherspointoutthatsomeresidents are “stuckintheiroldways”.Thisiscoupledwiththepracticalpoliticalchallengethat anynewdevelopmentcoulddrawcitizenpushback,whichmayleadtostaffandelected officialturnover,threateningimplementationofpotentialavenuesforgrowth

TheUncertaintyofFederalPublicLand

● Stakeholderscitedsignificant"anxietyanduncertainty"fromthepolitical "flip-flopping"surroundingtheBearsEarsNationalMonumentdesignation,which makeslongtermplanningdifficult Federallandrestrictionsandslowpermitting processesarealsoseenasexternalthreats.

HighCostsandFinancialRiskforPrivateDevelopment

● The"costsarereallyhightododevelopment"inaremotearea This,combinedwith SanJuanbeing"oneofthepoorestcountiesinthestate"andfundingchallenges identifiedinplanningdocuments,makeslarge-scaleprivateinvestmentdifficultand risky.

PlanningFatigue

● Akeysocialthreatisresidentfrustrationwithalackofactiononpreviousplans, summedupbyonestakeholderasbeing"sickandtiredofspendingmoneyonstudies" thatdonotleadtotangibleresults

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentin Blanding.

SlowandSteadyStrategicGrowth

● Stakeholdersrejecteda"nogrowth"or"boomgrowth"binary.Theidealfuture incorporatesslowandsteadygrowththatismanagedtoexplicitlypreserveBlandings cherished"smalltownatmosphere"andruralcharacter.

BuildaBalancedEconomyBetweenMajorIndustryandMainStreet

● Blanding’sidealeconomywasdescribedashavingastrongindustrialbaseanchored byexistingindustries,thehighwagejobgrowthpotentialofEnergyFuels’expansion, andavibrantMainStreetwithmoreamenities,"morerestaurants,"a"newgrocery store,"andsuccessfullocalbusinessesthatreduceeconomicleakage.

SolvetheFoundationalConstraintsinHousingandWater

● Blanding’sidealfutureeconomyisimpossibletoachievewithoutsolvingitstwo biggestconstraints.Thevisionrequirestheavailabilityofsufficientandaffordable housingoptionsforitsworkforceandastableandsufficientwatersupply.

EnhanceQualityofLifethroughLocalRecreation

● Investmentsinhigh-priorityamenitiessuchasthedevelopmentofnewtrailsystems, additionalrecreationresourcesatthereservoirs,andintowngatheringspacessuchas parksandlocaleventsthatdrivequalityoflifeforresidents.

FosteraProactive“Can-Do”Community

● Theidealfutureinvolvesagovernmentandculturethatactivelyenablesopportunity andallowfor“theyouthofBlandingtocomebackandmakeopportunitiesfor themselves.”

StrategicPlan

EconomicDevelopmentinthe2024GeneralPlan

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforBlandingCity.Thenew strategicplanbuildsonthisexistingplanandprovidesadditionalspecificityandbreadth.

TheeconomicdevelopmentgoalsdescribedinBlanding’s2024GeneralPlanarebelow:

Goal5.1

● Provideplanningandzoningprotectionsforbusinessinvestment(preventing unplannedresidentialencroachmentonmixed-useandcommercialproperties)

Goal5.2

● PartnerwiththeCountyandneighboringcitiestoidentifyandprioritizeeconomic opportunityareasforlong-termdevelopment.

Goal5.3

● Developadeliberatestrategyforgrantsandotherfundingsupporttopursue.Regularly reviewtheCity’spolicyondevelopmentincentives.

Goal5.4

● Encourageopportunitiesforcommercialdevelopmenttoincorporatesharedaccess and/orsharedparkingintotheirdesign

Goal5.5

● Supporthome-basedbusinessesandexpandemploymentopportunitieswithintheCity througheffectiveplanningandzoningsupportingeconomicdevelopmentactivities.

NewGoals,Strategies,andProjects

Goal1-Diversifythelocaleconomyandsupportexistingbusinesses

Goal2-Supportthedevelopmentofthelocalworkforce

Goal3-Maintainandimproveinfrastructurenecessaryforeconomicdevelopment

Goal4-Improvequalityoflifeforresidentsandqualityofexperienceforvisitors

CourtesyofRosieSerago/UtahOfficeofTourism

AugustGranath

TechnicalOutreachManager agranath@utah gov

DebraMcKee

OutreachManager dmckee@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommitteeorsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● ForestTurner|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● WayneJackson|FillmoreCity

● AbbyIvory|R6RegionalCouncil

SteeringCommittee

● CurtHare|CityCouncil

● DennisAlldredge|CityCouncil

● JohnIverson|PlanningCommission

● DonnaStarley|PlanningCommission

● JackLee|GreatLakesCheese

● IanAdams|FillmoreFeedstore

● JordanRoper|RoperLumberCompany

● DanielWardle|Filly’sCarHop

● StephanieAleman|LibraryDirector

● TressaCranney|FarmersInsuranceandFill-MoreFit

● AliciaJudd|Citizen

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisnocost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. FillmoreCitywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirstround oftheprogram.TheworkingteamfirstmetinAprilof2025,followedbymeetingswiththe steeringcommitteeinJuneandJulyofthesameyear.Inthattime,GOEOstaffperformed one-on-oneinterviewswitheightkeystakeholders,solicitedsurveyresponsesfromtwelve membersofthecommunity,compiledeconomicdatafromvarioussources,andreviewedthe 2019generalplan Individualstakeholdercontributionstothisreporthavebeenkept anonymous.

FillmoreCityEconomicDataSnapshot

Population:2,788

AccordingtotheCensusBureau,Fillmorehasgrownby196people(1.9%annualized)from April1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Duringthesame period,statewidepopulationgrowthhasbeenvirtuallyidenticalat1.8%annuallyduringthe sameperiod,whilenationwidegrowthhasslowedto 7%annually Thisisslightlyhigherthan the1.1%annualgrowthrateforthepreceding30-yearperiodfrom1990-2020.2 Duringthis sameperiod,Fillmorewasgrowingasfastasthenationwideaveragebutathirdasquicklyas thestateofUtahasawhole3 .

MedianAge:32years

ThemedianageofFillmoreCityisinlinewithUtah’smedianageof32,whichismuchyounger thanthecountry’smedianageof39.4

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableS0101:Ageandsex 2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S0101?q=Fillmore+city,+Utah&g=010XX00US_040XX00US49

EmploymentRate:63%

Approximately1174ofthe1860Fillmoreresidentsaged16+wereemployedduring 2019-2023.Thiswasaheadofthecountry’srateof60%andbehindthestate’srateof67%5 .

MedianHouseholdIncome:$77,000

Fillmore’smedianhouseholdincomeis$16,000belowUtah’smedianhouseholdincomeof $93,000butisrightinlinewiththenationalmedianhouseholdincomeof$78,0006 .

EducationalAttainment(Age25+):19%holdaBachelor’sDegreeorhigher

AsimilarproportionofFillmore’spopulationpossessesahighschooldiplomaorsomecollege whencomparedagainstthestateofUtahorthecountryasawhole.However,asignificantly largershareofitspopulationhaslessthanahighschooldiploma threetimestherateof Utahandtwicethenationalaverage Additionally,theshareofresidentswithabachelor’s degreeorhigherisabouthalfthatofboththestateandthenation.7

5 U.S.CensusBureau.(2024).TableDP03:Selectedeconomiccharacteristics.2019-2023AmericanCommunity Survey5-YearEstimates.RetrievedMay30,2025,from https://data.census.gov/table/ACSDP5Y2023.DP03?g=010XX00US_040XX00US49_160XX00US4925510

6 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars) 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49_160XX00US4925510

7 U.S.CensusBureau.(2024).TableS1501:Educationalattainment 2019-2023AmericanCommunitySurvey 5-YearEstimates.RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1501?g=010XX00US_040XX00US49_160XX00US4925510

MajorIndustries

InFillmore,60%ofemploymentisowedtothetopfiveindustriesinthecommunity,according toproprietarydataprovidedbyESRI’sCivilianLaborForceProfile8 PublicAdministration, Manufacturing,Agriculture/Forestry/Fishing,OtherServices(ExcludingPublic),andRetail Tradeallprovideanequalamountofjobs(roughly11 5%each) Intermsoflocation quotients9,Agriculture/Forestry/FishingstandsoutrelativetotherestoftheUnitedStates withascoreof10.4,asdoesUtilitieswithascoreof3.4,OtherServices(ExcludingPublic) withascoreof2.5,andPublicAdministrationwithascoreof2.4.

8 ESRI.(2025).FillmoreCity,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

9 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.ForFillmore,151peopleareemployedinPublicAdministration, representing11.8%ofalljobs.Nationwide,manufacturingjobsmakeup5%ofalljobs.11.8/5=2.4whichallows ustosaythat,inFillmore,2.4timesasmanypeoplehavePublicAdministrationjobsthanthenationalaverage.

Fillmore

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool10.Thesestatisticsareorganizedbyemploymentsite,whichiswhyFillmore ElementarySchoolandFillmoreMiddleSchoolarelistedseparatelyratherthanunderthe schooldistrict.

10 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedMay30,2025,from https://jobs.utah.gov/wi/data/library/firmfinds.html

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeFillmoreEconomicDataSnapshot),in conjunctionwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinFillmore.

Strengths

I-15Corridor

—————————————————————————————————

● Fillmore’sproximitytotheinterstateprovideslocalswithaccesstoamenitiesand representsalogisticalstrategicadvantageforbusinesses Additionally,Fillmore’s centrallocationwithinthestateiswhyitwasonceconsideredtheterritorialcapitolof Utah.ItisexactlyhalfwaybetweenSaltLakeCityandStGeorge.

MajorEmployers/Industries

● Ahandfulofstrongindustriesandemployersmakeupthebackboneofthelocal economy.Inparticular,GreatLakesCheese,MountainViewMushrooms,Sunrise Engineering,FillmoreHospital,agriculture,andtheinterstatefood,gas,andhotel businessmakeupthebulkofprivateemployment Jobsinschools,city,county,and federalgovernmentmakeupasizableportionofpublicjobs.

StrongandDependableWorkforce

● Fillmore’sresidentssupplyahigh-qualityworkforcetothosemajoremployersand industries Additionally,closeproximitytoSnowCollegeandSUUallowsforcontinuing trainingandeducationoftheworkforce.

StrongSenseofCommunityandRuralSmallTownFeel

● PeopleinFillmorefeelsafe,surroundedbypeopletheyknow,andenjoyapeaceful qualityoflife

Land

● Thereisalargeamountofundevelopedpublicandprivatelyheldlandavailablefor futureresidentialandindustrialdevelopmentandongoingagriculturalactivities.

OutdoorRecreation

● Easyaccesstooutdooractivitiessuchaspowersports,hunting,fishing,biking,hiking, andcampingprovidesqualityoflifeandtourismopportunities

Weaknesses

EnergyInfrastructure

● Aginginfrastructurehasputaconstraintontheabilitytoprovidepowertosupply residential,commercial,andindustrialgrowth.

WaterAvailability

● Limitedresources,droughtconditions,andcompetingusesmakewateravailabilitya constraintonfuturegrowth.

Limitedjobdiversity,lowerthanaverageearningsperjob,and“braindrain”

● Thereisaconcernthatthelackofdiverseemploymentopportunitiesoutsideofthefew strongindustriesandemployersisdrivingyoungpeopletoleavethecommunityfor betterwagesandjobsthataren’tavailableinthecommunity.

Housing

● Althoughhomeownershipisastrongindicatorofhouseholdwealthandtherefore economichealth,itwasnotedtimeandtimeagainthatthereisalackofaffordable and/oravailablehousingsupplyforthosenewtothemarket.Thislimitstheabilityto attractandretaintheworkforceandgrowtheeconomyfromwithin

Limitedshopping,dining,andentertainmentoptions

● ResidentsoftentraveloveranhouroutsideofthecommunitytoRichfieldorSpanish Forkforamenities.

Opportunities

ManufacturingandIndustryGrowth

● Thereispotentialtoexpandexistinglargeemployersortoleveragelocalstrategic advantagesandindustryclusterstoattractadditionalemployers.

SmallBusinessGrowth,Retention,andExpansiononMainStreet

● AlthoughFillmorestruggleswithawide,car-oriented,highwaythoroughfare-likemain streetthatisstandardinruralUtah,FillmorehasenrolledintheUtahMainStreet Programtoleveragethevibrancyofthiscentralcommercialcorridor

TourismDevelopment

● FillmorecanleverageitsproximitytoI-15,localhistory,andoutdoorrecreation opportunitiesviapublicinvestmentsinaconvention/eventscenter,sportsfields,or localevents Thiscouldyieldanincreaseinprivatebusinessandpublictaxrevenue

RemoteWork

● Theappealofasmall-townlifestyle,affordability,andimprovedinternetaccesscould drawhigher-salariedremoteworkerstoFillmore.Fortheexistingworkforce,remote workcanbringhighersalariesandmorediverseindustries

Logistics/Infrastructure

● ThepotentialtodevelopinfrastructurethatcouldstrengthenFillmore’slogistical advantageincludesanadditionalI-15interchangethatwouldconnecttothecenterof town,arailspurfromthatinterchangethatwouldconnecttofreightraillinesinDelta, andareservoirtopreservewaterresources.

Threats/BarrierstoProgress

FundingforInfrastructure

● ThereisalargehurdletobeovercomeforFillmoretofindthenecessaryfundingto addresspower,water,andhousingconstraintsonfuturegrowth.

ResistancetoChange/Growth

● FillmoreCitywillhavetogetcommunitybuy-intosupportthegrowththatitenvisions foritsfuture.

WorkforceChallenges

● Thelackofaffordableoravailablehousingandthelackofjobdiversitymakeitdifficult torecruitandretainaworkforce.

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentin Fillmore.

ManagedGrowth

● ThereisaconsistentlycommunicateddesireforFillmoretobalancetheneedfor reasonablegrowthwiththegoalforthecommunitytoretainitsruralsmalltowncharm.

DiverseJobMarketandIndustries

● Thereisadesireforthelocaleconomytooffermoretypesofjobstotheworkforceand tobuildmoreresiliencytotheeconomyviadiversification.

IncreasedShopping,Dining,andEntertainmentAmenities

● Localsdon’twanttohavetodrivetoRichfieldorSpanishForkforamenities.They wouldliketofindtheseopportunitieslocallyifpossible.

MoreYouthStayinorReturntoFillmore

● Developmorediverseopportunitiesandamenitiestoincentivizeyouthtostayin Fillmoreaftergraduatinghighschool.ThismayencourageyouthtoreturntoFillmore aftergettinghighereducationorexploringothercareerexperienceselsewhere.

StrategicPlan

EconomicDevelopmentinthe2019GeneralPlan

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforFillmoreCity Thenew strategicplanbuildsonthisexistingplanandprovidesadditionalspecificityandbreadth.

TheCommunityVisionandEconomicDevelopmentgoalsandstrategiesfromthe2019general planisincludedbelow:

NewGoals,Strategies,andProjects

AugustGranath

TechnicalOutreachManager agranath@utah gov

ForestTurner

OutreachManager ffturner@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommitteeorsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● SherryStevens|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● KateBecker|MorganCounty

SteeringCommittee

● SteveGale|MorganCityMayor

● AndreaBrooks|MorganSchoolBoard

● DarrenRogers|DepartmentofWorkforceServices

● JohnBarber|MorganCountyEconomicOpportunityBoardChair

● AndrewWillis|MorganCountySmallBusinessDevelopmentCenterDirector

● TracaWardell|MorganChamberofCommercePresident

● MercerOwen|EastCanyonStateParkandLostCreekStateParkManager

● JustinRees|MorganCountyTourismDirector

● BeccaNelson|MorganCountyTourismSocialMedia

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisnocost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. MorganCountywasoneofseveralapplicantsthatwereselectedtoparticipateinthefirst roundoftheprogram.TheworkingteamfirstmetinJuneof2025,followedbymeetingswith thesteeringcommitteeinNovemberofthesameyear.Inthattime,GOEOstaffperformed one-on-oneinterviewswith10keystakeholders,compiledeconomicdatafromvarious sources,andreviewedthe2021economicdevelopmentstrategicplan.Individualstakeholder contributionstothisreporthavebeenkeptanonymous

ThefollowingreportistheresultofacollaborativeeffortledandfacilitatedbyGOEOstaffwith directionfromMorganCountystakeholders.Thegoalofthisprogramistoensurethatthis effortrepresentsthedesiresofthecommunityasawhole.

MorganCountyEconomicDataSnapshot

Population:13,093

AccordingtotheCensusBureau,MorganCountyhasgrownby796people(1.6%annualized) fromApril1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Thisisabouthalf oftheaboveaverage4.1%annualgrowthrateforthepreceding30-yearperiodfrom19902020 2 Comparingthesameperiods,statewidepopulationgrowthhasdroppedfrom3%to 1.8%annualgrowth,whilenationwidegrowthhasslowedfrom1.1%to0.7%annualgrowth3 .

MedianAge:32.5years

ThemedianageofMorganCountyisjustbarelyolderthanUtah’smedianageof32,andjust youngerthanthecountry’smedianageof394 .

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableB01002:Ageandsex.2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedNovember2,2025from https://censusreporter.org/data/table/?table=B01002&geo_ids=05000US49029,04000US49,01000US

EmploymentRate:65%

Approximately5,631ofthe8,839MorganCountyresidentsaged16+wereemployedduring 2019-2023.Thiswasaheadofthecountry’srateof60%andbehindthestate’srateof67%5 .

MedianHouseholdIncome:$126,0926

MorganCounty’smedianhouseholdincomeisabout$33,000aboveUtah’smedianhousehold incomeof$93,000andisabout$48,000abovethenationalmedianhouseholdincomeof $78,0007 .

EducationalAttainment(Age25+):39%holdaBachelor’sDegreeorhigher

MorganCounty’spopulationexceedsaverageeducationalattainmentrates.MorganCounty hasmorepeoplewithabachelor’sdegreeorhigherwhencomparedwiththestateandthe nation Thistrendcontinuesdowntothosewithsomecollegeoranassociatedegree The proportionofthepopulationwithahighschooldiplomatrailsthenationalratebutexceedsthe state’slevels VeryfewpeoplehavelessthanahighschooleducationinMorganCounty8

EducationalAttainmentforMorganCounty,Utah,andUSA asaPercentageofPopulationAge25+(2019-2023)

5 U.S.CensusBureau.(2024).TableB23025:Employmentstatusforthepopulation16yearsandover.2019-2023 AmericanCommunitySurvey5-YearEstimates.RetrievedNovember2,2025,from https://censusreporter.org/data/table/?table=B23025&geo_ids=05000US49029,04000US49,01000US

6 U.S.CensusBureau.(2024).TableB19019:Medianhouseholdincomeinthepast12months(in2023 inflation-adjusteddollars).2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedNovember2, 2025,fromhttps://censusreporter.org/data/table/?table=B19019&geo_ids=05000US49029

7 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars). 2019-2023AmericanCommunitySurvey5-YearEstimates RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49

8 U.S.CensusBureau.(2024).TableB15003:Educationalattainmentforthepopulation25yearsandover 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedNovember2,2025,from https://censusreporter.org/data/table/?table=B15003&geo_ids=05000US49029,04000US49,01000US

MajorIndustries

InMorganCounty,amajorityofemploymentisowedtothetopfiveindustriesinthe community,accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile9 . Constructionprovides13.5%,whilehealthcarejobsmakeup12.9%,andthefollowingthree industries(professionalscienceandtechjobs,education,andpublicadministration)all provideanequalamountofjobs(roughly9%each).Intermsoflocationquotients10,mining andquarryingjobsstandoutwithascoreof3,agriculturaloccupationsscore2 4,while constructionscoresa2,andpublicadministrationcomesinat1.7.

IndustryBreakdownbyPercentageofLaborForce(2024)

9 ESRI.(2025).MorganCounty,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusinessAnalyst].

10 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.InMorgan,885peopleareemployedinconstruction,representing 13.5%ofalljobs.Nationwide,constructionmakesupabout7%ofalljobs.13.5/7=1.93whichallowsustosay that,inMorganCounty,1.93timesasmanypeoplehaveconstructionjobsthanthenationalaverage.

MorganCountyMajorEmployers(September2024)

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool11.Thesestatisticsareorganizedbyemploymentsite,whichiswhyMountainGreen ElementaryandMountainGreenMiddleSchoolarelistedseparatelyratherthanunderthe schooldistrict.

11 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedOctober21,2025,from https://jobs.utah.gov/wi/firmfind/download/ffind_other.csv

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeMorganCountyEconomicDataSnapshot),in conjunctionwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinMorganCounty.

Strengths

CommunityCohesion

● Stakeholdersconsistentlyidentifythe“small-townfeel”andneighborlysupportasthe county’sgreatestasset Thecommunityishighlyengaged,patriotic,andvaluesits ruralheritage.

HighQualityRecreationAssets

● ThecountyhostsSnowbasinSkiResortwhichisslatedtobeanOlympicvenuein2034, EastCanyonandLostCreekStateParks,andtheWeberRiver.Althoughprivateand notopentothepublic,WasatchPeaksRanchisanotherqualityrecreationassetthat alsocontributessignificantemploymenttothearea.

HighIncomeEarningandWellEducatedResidentBase

● Thecounty’smedianhouseholdincomeis~$126,000,whichissignificantlyhigher thantheUtahaverageof$93,000,and39%ofresidentsholdaBachelor’sdegreeor higher.Thisindicatesahighlycapable,wealthyresidentbasethatcansupport higher-endamenities

High-PerformingIndustryClusters

● Despitebeinga"bedroomcommunity,"Morganhasstronglocalspecializationin Mining(LQ2.96),Agriculture(LQ2.37),andConstruction(LQ1.93).Majoremployers likeHolcimUSandWardellBrothersConstructionanchorthesesectors

StrategicLocation

● SituatedbetweentheWasatchFrontandParkCity,Morganoffersa"bestofboth worlds"locationforrurallivingwith30-minuteaccesstomajormetroeconomichubs.

AgriculturalHeritage

● Astronglegacyoffarmingandranchingprovidesthecultural"soul"ofthecommunity andpotentialforagri-tourism

Weaknesses

LackofRetailandCommercialActivity

● RetailTradeaccountsforonly5.5%oflocaljobs(withaLocationQuotientof0.53)and residentsspendapproximately$214Mannually"downbelow"inWeberandDavis counties.Additionally,thecountyreliesheavilyonresidentialpropertytaxduetoa lackofcommercialbusinesses

● TherealityisthatMorganCountyisacommunityinwhichapproximatelytwothirdsof itsworkforcecommutesoutofthecountydailyforjobsthatpayhigherwages.Manyof thebusinessesinthelocalserviceindustrycan’tcompetewithwagesinnearby communitiesandrecruitemployeesfromoutsidethecountytocommuteintowork.

LackofAccessiblePublicLandorAffordablePrivateLand

● Because~93%oflandisprivatelyowned,visitorsandresidentscanseethemountains andmaydesiretorecreateandexplorebutultimatelyfindthattheycannotaccess thoseareas.Thislackofaccessiblepubliclandoraffordableprivatelandstiflesthe growthoftourismopportunitiesandlimitsthecounty’sabilitytostimulatecommercial growthordeveloppublicamenities Ifprivatelandownersdecidetoopenupaccessvia easementsorpubliclyaccessibledevelopment,thiscouldbelessofaweaknessfor MorganCounty

SlowingPopulationGrowth

● Annualpopulationgrowthhasdroppedfromahistorical4 1%(1990-2000)tojust 1.6%(2020-2024).Stakeholdersattributethistohousingaffordabilityandalackof "starter"inventory,whichisresultingindecreasingschoolenrollmentnumbers

Opportunities

CommercialLandInventory

● Identifyingandzoningspecificparcelsforlightmanufacturingorcommercialactivity couldattractbusinesseslookingforaccesstotheWasatchFrontbutlookingforsmall ruraltownqualityoflife.

MountainGreenTownCenter

● ThedevelopmentofadesignatedcommercialtowncenterinMountainGreen representsthesinglelargestopportunitytocaptureleakingsalestaxandcreatea walkablecommunitynode.

FromDayTriptoDestination

● WithSnowbasinasahostvenue,the2034Olympicsprovideacatalysttosecure federal/statefundingfortheI-84interchangeandtodevelopmorehotelsanddining opportunities.Additionally,buildingupamenitiesalongtheWeberRiver,intheState Parks,andleveraginglocalagriculturalassetstodevelopmoreagri-tourismcouldturn alargelydaytriptouristbaseintoovernightrevenue-generatingvisitors.

TheRemoteWorkerEconomy

● Professional,Scientific,andTechnicalServicesalreadymakeup9.5%oflocaljobs(LQ 1 14),whichishigherthanthenationalaverage Theriseofremoteworkallows high-incomeresidentstostayinthecountyduringtheday,potentiallyincreasing daytimespendingatlocallunchspotsandservicebusinessesifamenitiesexist.

Threats/BarrierstoProgress

HousingAffordabilityCrisis

● Themedianhomepriceandlackofdensityare"taxingseniorsout"andpreventing youngfamilies/teachersfromlivinginthecommunity,creatingalaborshortagefor localservices.

UncheckedUrbanSprawlandLossofAgriculturalFeel

● Withoutintentionalplanning,thecountyrisksbecomingagenericsuburbofWeber County,losingtheruralcharacterthatattractsresidentsanddrivingupservicecosts. Asfarmersageoutandlandvaluesrise,thereisariskoflargeamountsofagricultural landbeingsoldforresidentialsubdivisionsandlosingtheopportunitytopreserve someofthatlandforagriculturaloragri-tourismuseintothefuture.

ExternalEncroachment

● NeighboringSummitCountyispurchasinglandwithinMorganCountyboundaries, effectivelyremovingthatlandfromMorgan’staxbaseandshiftingtheserviceburden forthoseparcelstoMorganresidents.

CommunityResistanceToChange

● ApervasiveculturalresistancetogrowthinMorganthreatenstoblockthevery commercialdevelopments,likeaTownCenterinMountainGreen,neededtosubsidize theresidentialtaxburden.

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentin MorganCounty.

BalancedTaxandHousingEcosystem

● AthrivingcommercialtaxbaseinMountainGreenoffsetstheresidentialpropertytax burden Thisrevenuefundsthelong-desiredCommunityCenterandpublictrails,while diversehousingoptionsstabilizeschoolenrollmentnumbersbyallowingyoungfamilies toreturntothecounty

FromDayTripstoDestination

● MorganCountytransformsfroma"drive-through"corridorintoa"stay-and-play" destination.TheWeberRiverisactivatedwithpublicaccesspointsanddining,andthe countyservesastheprimarylodgingandhospitalityhubforvisitorsskiingat SnowbasinorvisitingEastCanyonStatePark.

AHigh-ValueHomegrownEconomy

● Leveragingthe$126kmedianincome,higheducationalattainment,andincreased recreationamenities,Morgantransformsfromacommuterbedroomcommunityintoa "RemoteWorkCapital "Robustbroadbandandlocalprofessionalservicesallow residentstoworkwheretheylive,keepingdaytimespendingwithinthelocaleconomy. Theselocalprofessionalshelptodriveentrepreneurialactivityandsupportmainstreet establishments.

DevelopmentFocusedinMorganCityandMountainGreen

● GrowthisconcentratedinMorganCityandMountainGreenratherthanexpandinginto asuburbansprawl Thesehigh-densitynodessupportthecommercialactivityneeded tocapturesalestaxandreduceresidentialtaxburden,whilepreservingthevastopen spacesandagriculturallandsbetweenthem.

StrategicPlan

EconomicDevelopmentinthe2021StrategicPlan

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforMorganCounty.Thefive yearobjectivesdescribedinthe2021EconomicDevelopmentStrategicPlanareparaphrased below.Thenewstrategicplanbuildsonthisexistingplanandprovidesadditionalspecificity andbreadth

1) Infrastructure-MountainGreenInterchange

2) HighSpeedInternet-IncreaseProvidersforBusinessandResidents

3) RegionalPlanningOrganization-IncreaseprojectsthatarefundedandontheSTIP

4) Water-Supporttheplanninganddevelopmentofnewwaterprojects,water conservation,optimizationofexistingsupplies,whilepreservingthewatershedsin MorganCounty;Protectexistingfundingavailabletopublicagenciesand municipalitiesthatsupportfinancingwaterprojects;Supportlegislationwhich simplifiesstreamflowprocesswhileprotectingwaterrights

5) Sewer-FuturegrowthplanningandprotectionoftheWeberRiverWatershed;Workto furtherpublicprivatepartnerships

6) BusinessDevelopment-Attractoutdoorrecreation,technicalrecreation,andrelated companiestothecounty;PartnerwiththeOfficeofOutdoorRecreationandEDCUtah

7) Tourism-SupportplanningforthenewLostCreekstatepark;Taggart’sRiverAccess andWeberRiver;DevelopspecificordinancestoconservelandandkeepMorgan’s ruralappeal,utilizeUtahOfficeofAgriculturetodeveloprequirements,andprovide resourcesforfarmandagriculturalproducers;ExpandEastCanyonStatePark

8) Education-Alignbusinesssectorwithhighereducationandcertificatebased education;Verticalintegrationofcertificate/skillseducation;Internshipopportunities within-demandemployers

9) QualityofLife-Addresstheneedforhealthcareoptionsinthecounty;Identify locationforhospital/UrgentCarefacilityinMorganCounty;Identifyanddevelopsite fornewfirestation;Providemore911serviceslocally.

10)EnvironmentalProtection-WorkwithDWR/DNRstakeholdersandlandownersto conserve,protectandmanagetheWeberRiverandagriculturalland.

NewGoals,Strategies,andProjects

Goal1-Diversifytheeconomywithnewindustrytooffsetresidentialtaxburden

Goal2-Maintainandimproveinfrastructurenecessaryforeconomicdevelopment

AugustGranath

TechnicalOutreachManager agranath@utah gov

SherryStevens

OutreachManager sherrystevens@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

PlanHere. BuildHere.

Acknowledgments

TheGovernor’sOfficeofEconomicOpportunity(GOEO)extendsitsgratitudetotheelected officials,staff,businessowners,andcommunitymemberswhocontributedtothisprocessby participatingontheworkingteamorsteeringcommitteeorsubmittingaresponsetothe communitysurvey.

WorkingTeam

● AugustGranath|Governor’sOfficeofEconomicOpportunity

● LoriHaslem|Governor’sOfficeofEconomicOpportunity

● OliviaMidgley|Governor’sOfficeofEconomicOpportunity

● PeggyWhite|DaggettCounty

● JordynnHewitt|DaggettCounty

● JessePlatt|DaggettCounty

● ButchJohns|DutchJohn

● AmyMcDonald|DutchJohn

AdditionalInterviewees

● KathiKnight|ManilaMayor

● MattTippets|DaggettCountyCommissioner

● ChadReed|DaggettCountyPlanningandZoningCommission

● AdamRicks|RedCanyonLodge

● WoodyBair|FlamingGorgeResort

● JohnnySpillane|TroutCreekFlies

● EmilyForbes|TheForbesFamilyFarm

● ZacWhitwell|DepartmentofWorkforceServices

OverviewoftheRuralEconomicBlueprintProgramProcess

TheRuralEconomicBlueprintProgramoffersUtah’sruralcommunitiesanopportunityto leveragestate-providedtechnicalsupporttoadvancetheireconomicdevelopmentgoals The programisnocost,community-driven,andprovidesasimpleyeteffectiveeconomic developmentstrategicplan.Withaneconomicdevelopmentstrategicplaninplace, communitieswillbebetterpositionedtocommunicatetheirgoalstofunders,getbuy-infrom residents,acquirecapital,anddeployresourcestowardstargetprojects.

Theprogramisinitsfirstyearandisworkingwithninecommunitiesduringthispilotperiod. DaggettCountyandDutchJohnwereamongtheapplicantsthatwereselectedtoparticipate inthefirstroundoftheprogram.TheworkingteamfirstmetinOctober2025andthenmet twiceinNovemberof2025.Inthattime,GOEOstaffperformedone-on-oneinterviewswith13 keystakeholders,compiledeconomicdatafromvarioussources,andreviewedthe community’sgeneralplans.Individualstakeholdercontributionstothisreporthavebeenkept anonymous

ThefollowingreportistheresultofacollaborativeeffortledandfacilitatedbyGOEOstaffwith directionfromDaggettCountyandDutchJohnstakeholders.Thegoalofthisprogramisto e

DaggettCountyEconomicDataSnapshot

Population:956

AccordingtotheCensusBureau,DaggettCountyhasgrownby20people(.5%annualized) fromApril1,2020,toJuly1,2024,sincethelastdecennialcensusin20201 Thisisabouthalf ofthe1.2annualgrowthrateforthepreceding30-yearperiodfrom1990-2020.2 Comparing thesameperiods,statewidepopulationgrowthhasdroppedfrom3%to1 8%annualgrowth, whilenationwidegrowthhasslowedfrom1.1%to0.7%annualgrowth3.Meanwhile,Dutch John’spopulationhasremainedflatwhileManila’spopulationhasnotfluctuatedmuchsinceit increasedby100between1990and2000

DutchJohn,Manila,DaggettCounty,Utah,andUSAPopulation(1990 2024)

MedianAge:45years

ThemedianageofDaggettCountyissignificantlyolderthanUtah’smedianageof32,and justyoungerthanthecountry’smedianageof394 .

1 U.S.CensusBureau.(2025,May).AnnualestimatesoftheresidentpopulationforincorporatedplacesinUtah: April1,2020toJuly1,2024(ReportNo.SUB-IP-EST2024-POP-49).PopulationDivision.

2 U.S.CensusBureau.(2012,July).Utah:2010populationandhousingunitcounts(CPH-2-46).U.S.Government PrintingOffice.

3 U.S.CensusBureau.(2024,December).AnnualestimatesoftheresidentpopulationfortheUnitedStates, regions,states,DistrictofColumbia,andPuertoRico:April1,2020toJuly1,2024(ReportNo. NST-EST2024-POP).https://www.census.gov/programs-surveys/popest.html

4 U.S.CensusBureau.(2024).TableB01002:Ageandsex.2019-2023AmericanCommunitySurvey5-Year Estimates.RetrievedNovember2,2025from https://censusreporter.org/data/table/?table=B01002&geo_ids=04000US49,01000US,05000US49009

EmploymentRate:52%

Approximately309ofthe594DaggettCountyresidentsaged16+wereemployedduring 2019-2023.Thiswasbehindthecountry’srateof60%andthestate’srateof67%5 .

MedianHouseholdIncome:$58,7506

DaggettCounty’smedianhouseholdincomeisabout$34,000belowUtah’smedianhousehold incomeof$93,000andisabout$19,000belowthenationalmedianhouseholdincomeof $78,0007 .

EducationalAttainment(Age25+):12%holdaBachelor’sDegreeorhigher

DaggettCountyhasasmallerproportionofpeoplewithabachelor’sdegreeorhigherwhen comparedwiththestateandthenation.Theproportionofthepopulationwithahighschool diploma,somecollegeeducation,oranAssociatedegreeexceedsstateandnationalrates8

Educational as

5 U.S.CensusBureau.(2024).TableB23025:Employmentstatusforthepopulation16yearsandover.2019-2023 AmericanCommunitySurvey5-YearEstimates.RetrievedNovember12,2025,from https://censusreporter.org/data/table/?table=B23025&geo_ids=05000US49009,04000US49,01000US

6 U.S.CensusBureau.(2024).TableB19019:Medianhouseholdincomeinthepast12months(in2023 inflation-adjusteddollars).2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedNovember2, 2025,fromhttps://censusreporter.org/data/table/?table=B19019&geo_ids=05000US49009

7 U.S.CensusBureau.(2024).TableS1901:Incomeinthepast12months(in2023inflation-adjusteddollars). 2019-2023AmericanCommunitySurvey5-YearEstimates RetrievedMay30,2025,from https://data.census.gov/table/ACSST5Y2023.S1901?g=010XX00US_040XX00US49

8 U.S.CensusBureau.(2024).TableB15003:Educationalattainmentforthepopulation25yearsandover 2019-2023AmericanCommunitySurvey5-YearEstimates.RetrievedNovember2,2025,from https://censusreporter.org/data/table/?table=B15003&geo_ids=05000US49009,04000US49,01000US

MajorIndustries

InDaggettCounty,themajorityofemploymentisowedtothetopfourindustriesinthe community,accordingtoproprietarydataprovidedbyESRI’sCivilianLaborForceProfile9 . PublicAdministration,Agriculture/Forestry/Fishing,EducationalServices,and Transportation/Warehousingallprovideanequalamountofjobs(roughly14%-16%each) Intermsoflocationquotients10,Agriculture/Forestry/Fishingstandsoutrelativetotherestof theUnitedStateswithascoreof13 9,asdoesextractiveindustrieswithascoreof6 8,Public Administrationwithascoreof3.2,andTransportation/Warehousingwithascoreof2.8.

IndustryBreakdownbyPercentageofLaborForce(2024)

9 ESRI.(2025).DaggettCounty,Utah:Civilianlaborforceprofile[ReportgeneratedfromArcGISBusiness Analyst].

10 Thelocationquotientisfoundbydividingtheshareofemploymentforanindustryinoneareabythesame numberforthesameindustryinanotherarea.ForDaggett,93peopleareemployedinpublicadministration, representing16.2%ofalljobs.Nationwide,jobsinthisindustrymakeup5%ofalljobs.16.2/5=3.2whichallows ustosaythat,inDaggett,3.2timesasmanypeoplehavepublicadministrationjobsthanthenationalaverage.

DaggettCountyandDutchJohnRuralEconomicBlueprint|

Daggett

CountyMajorEmployers(September2024)

TheUtahDepartmentofWorkforceServicescollectsthesestatisticsviapaperworkthat employerssubmiteachtimetheyhireanewemployee,andsharesthedatathroughitsFirm Findtool11 Thesestatisticsareorganizedbyemploymentsite,whichiswhyManila ElementaryandManilaHighSchoolarelistedseparatelyratherthanundertheumbrellaof DaggettSchoolDistrictasawhole

11 UtahDepartmentofWorkforceServices.(2025,February).FirmFind.RetrievedOctober21,2025,from https://jobs.utah.gov/wi/firmfind/download/ffind_other.csv

InitialAssessment

Strengths,Weaknesses,Opportunities,andThreatsAnalysis

Areviewofrelevanteconomicstatistics(seeDaggettCountyEconomicDataSnapshot),in conjunctionwithconversationswithstakeholders,ledtothedevelopmentofaSWOTanalysis thatprovidedaninitialassessmentofeconomicconditionsinDaggettCounty.

Strengths

NaturalAssets

● Thecounty'sprimarystrengthisitsuniquenaturalsetting,definedbytheFlaming GorgeReservoir,theGreenRiver,andtheUintaMountains TheGreenRiveriswidely consideredaworldclassBlueRibbontailwaterfishery,andthereservoirisamajor drawforboatingandfishingforKokaneesalmonandtrophylaketrout.

QualityofLife

● Stakeholdersconsistentlydescribetheareaasbeautiful,safe,andremote,witha strongsenseofcommunity.Thereisastrongsenseofprideandintergenerational engagementinlocalmatters.Communitymembersarequicktohelpeachotherin timesofneed

KeyIndustries

● Theeconomyisanchoredbyseveralestablishedindustries Tourismrelated businessesleveragethearea’suniquenaturalassetsandprovidethemaineconomic driverforthecounty TheenergyandextractionindustryinsouthwestWyoming providesjobsthatDaggettCountyresidentscommuteto.TheClayBasinnaturalgas storagefacilityisoneoftheonlylargeindustrialprivateoperationsinthecountythat providesasourceofpropertytax.Agricultureandranchingactivityprovidesastrong baseofculturalheritageandongoingeconomicactivitythatcontributessubstantial propertytaxandemploymentinDaggettCounty.

LandandWaterforDevelopmentinDutchJohn

● DaggettCountypossessessignificantlandsurroundingDutchJohnthrougha RedevelopmentAgencyandalsoownssufficientwaterrightstodevelopthatland.

Weaknesses

ExtremelySeasonalEconomy

● Theeconomyisheavilyreliantonseasonalvisitation.Businessesreportbeing incrediblybusyfromAprilthroughOctoberwitha"hugedryspell"inthewinter.This makesyear-roundbusinessoperationsextremelydifficult,especiallyforrestaurant andretailbusinesses,withmanyclosingoroperatingwithaskeletoncrewthroughthe off-season.

WorkforceandHousingConstraints

● Businessesreportdifficultyfindingtalentedandreliableworkforce.Additionally,there isacriticallackofqualityaffordablehousingwhichisdriveninpartbyhighratesof secondhomeownership.Thishasmadeitdifficultforyoungfamiliestosucceed economicallyonlocallyavailablejobsandhousing,ascostsoftenexceedwages Due totheseasonalnatureoftheeconomy,andalackofavailableoraffordablehousing, manybusinessesprovideemployeehousingandrecognizethisasakeyoperating expense

LackofCommercialandCommunityAmenities

● Manystakeholdersidentifiedalackofcertainamenities,mostnotablyafull-service grocerystore,asadifficultythatcomeswithlivinginthearea.Residentsdriveto Vernal,RockSprings,orGreenRiver,WYtodomostoftheirshopping Therearealso nobanksorcreditunions,thereisnolibrary,andtherearefewcommunitygathering spaces,especiallyforindooreventsinthewintertime

InfrastructureIssues

● InManila,maintainingandupdatingwaterandsewerinfrastructurewasnotedasa significantbarriertogrowth.InDutchJohn,accesstohighspeedinternetisnotas goodandprovidersarecurrentlycompetingtoexpandthoseservices

PoliticalandRegulatoryFriction

● TheprocessofDutchJohn’sprivatization,incorporation,andlongtermmanagement hascreatedhistoricalfrictionbetweencountyandtownleadershipinthepast.Itwas notedthatthisrelationshipseemstobeimprovingandthatworkingtogetheriskeyto

thearea’sfuturesuccess.Additionally,businessownershavecitedadesiretoimprove theeaseofdoingbusinessintheCounty,andemphasizedthatessentialregulations areimportantbutfeltthatsomecomponentsofcompliancefeltburdensomeand unnecessary

ResidentialandCommercialDevelopmentinDutchJohn

● TheCounty'sRDAownsapproximately2,000acresofdevelopablelandinandaround DutchJohn.Severallarge-scale,long-termprivateresidentialdevelopmentsareinthe planningprocesswhichcouldsignificantlyincreasetaxbaseandrooftopsforthearea.

DevelopingAdditionalTourismAssets

● Severallocalstakeholdersidentifiedtheimprovementofservicestoreservoiroriented visitationasapriority.Namely,expandingandpotentiallyprivatizingtheLucerne MarinaanddevelopingastateparkatAntelopeFlatswerenotedasopportunities. Additionally,developingtrailsystemsthatattracttrailrunning,mountainbikingand OHVusersoffthewatercouldincreaseanddiversifyvisitationtotheareaand potentiallygrowtheshoulderseasons ThedevelopmentofaskiresortonForestLand couldexpandthetourismseasonintothewinter.Lastly,theCountyhasidentified developingagri-tourismandastro-tourismasanopportunityforgrowth

InfrastructureInvestment

● InManila,theDaggettCountyHealth,Business,andCommunityCenterisanticipated toopeninJuneof2026.Itwillprovideanewclinic,mentalhealthservices,exercise space,anda120-personconferenceroom,whichcouldhelpattractoff-season events.Anewin-townbikepathisalsofundedandsetforconstruction.

● InDutchJohn,improvedbroadbandisreportedlyonitsway,andproposalstofurther developtheairportandbuildaclinicarebeingworkedon Additionally,improvements towatertreatmentfacilitiesarenearingcompletionandimprovementstosewer treatmentfacilitiesarescheduledtostartsoon

SecondHomeownersTurnedPrimaryResidentsandRemoteWorkforceAttraction

● Thearea'shighqualityoflifemakesitanideallocationtoattractsecondhomeowners whothenbecomeprimaryresidentsandcontributetothelocalworkforceand

community.Additionally,attractingremoteworkerswho"exporttheirlabor"viaonline economies,bringsinhouseholdincometothecommunitythatisn’tavailablethrough localjobs.

Threats/BarrierstoProgress

ExternalLand&RegulatoryControl

● Ofthe460,078acresinDaggettCounty,370,377acresarefederallyowned(80.5%), 40,188arestateowned(8 7%),andtheremaining49,513acres(10 8%)areprivately held.WhilePaymentinLieuofTaxes(PILT)andSecureRuralSchool(SRS)programs provideneededresources,thequantityoffederallandseverelylimitsthecounty'stax base,complicatesdevelopment,andmakesthelocaleconomyvulnerabletoregulation thataffectthelocaleconomy.

DemographicChallenges

● Schoolenrollmentis"decliningprettysignificantly",droppingfromadistrictwide enrollmenthighof210in2020-2021to174in2025-26andisforecastedtodropto150 by2030.Thisthreatensthelong-termviabilityofthecommunityanditsabilityto retainyoungfamilies Thisiscompoundedandpotentiallydrivenbytheavailabilityof affordablehousingandlimitedfulltimeheadofhouseholdjobopportunities.

CommunityHesitanttoChange

● Asegmentoftheexistingpopulationisconcernedthatadditionaldevelopmentor growthwillaltertheuniquecharacteroftheircommunity Unlessdevelopersor governmententitiesgetbuy-infromthecommunity,proposalsmayfaceentitlement risk

GeographicIsolation

● ThecommunityisanhourormorefrommajorservicehubslikeVernalandRock Springs,creatingchallengesfortransphealthcareaccess,localretailbusiness success,andsupplychainweaknessesforprospectivecommercialorindustrial business.Accessisfurtherthreatenedinwinterbylimitedsnowplowingonthe Wyomingsideoftheborder.

IdealVisionforaFutureEconomy

Throughone-on-oneconversationswithstakeholdersandareviewofsurveyresponses,the followingthemeswereidentifiedasguidepostsforthefutureofeconomicdevelopmentin DaggettCountyandDutchJohn.

StrategicInvestmentinNewRecreationandTourismAssets

● Thevisionincludesstrategicinvestmentstocreatenewreasonsforpeopletovisitand stay Thismeansdevelopingnewtrailsystemstoattractdifferenttypesofvisitorsand developingkeyinfrastructurelikethemarinas.

ADiverse,Year-Round,andEntrepreneurialEconomy

● Thereisadesiretobreaktheextremeseasonalcycleanddiversifybeyondtourism. Thisincludesdevelopingnewindustries,suchaslightmanufacturing,industrial supportbusinessfortheminingsector,orsupportingmainstreetbusinessgrowth.

ProgressthatPreservesCharacterandPrioritizesQualityGrowth

● Anyeconomicchangeandplanningforthefutureshouldbemanagedtoprotectthe characteristicsthatmaketheareaspecialwhileaddingamenitiesandeconomic progress.

APro-BusinessEnvironmentthatMinimizesBarriers

● Theidealfutureincludeslocalandcountygovernmentsthatactaspartnersfor,not barriersto,business.Stakeholderswantastreamlined,commonsenseregulatory environmentthatencourageslocalentrepreneurshipandremovesunnecessary burdensthathinderprogress.

ACommunitywiththeFoundationalAmenitiesforGrowth

● Stakeholdersenvisionafuturewhereresidentialgrowthissupportedby,andfollowed by,criticalcommercialandsocialinfrastructure Thisincludesnotjusthousing,but grocerystores,clinics,andgatheringspaces.

StrategicPlan

EconomicDevelopmentinLocalGeneralPlans

Beforesettingforththegoals,strategies,tactics,andprojectsestablishedinthisplan,itis worthreviewingthepreviouseconomicdevelopmentpolicyonfileforDaggettCounty,Manila, andDutchJohn.Theeconomicdevelopmentobjectivesdescribedinthesecommunities’ generalplansaredescribedbelow Thenewstrategicplanbuildsonthisexistingplanand providesadditionalspecificityandbreadth.

ExistingObjectivesinDaggettCounty’sGeneralPlan(2008)

Objective4 2 1:LeverageandtapintoavailablefundingsourcestostrengthenDaggett County’sabilitytoimproveandprovidemoreservices.

Objective4.2.2:Studyandprovideappropriateassistancetoareasinneedofredevelopment oreconomicdevelopmentassistance

Objective4.2.3:Eliminateblightedandunsightlyareaswithinthecounty,whileencouraging appropriateeconomicgrowthoftheseareas.

Objective4 3 1:DevelopanenvironmentbetweenexistingbusinessesandtheCountywhich fostersgrowthanddevelopmentandismutuallybeneficialtotheCountyandthebusinesses.

Objective4.3.2:ExpandtheCounty’staxbasebyencouragingincreasedrecreationand tourismcalendarevents.

Objective4.3.3:Exploresolutionsto1stand4thquarterlowsinbusinessprofitability.

Objective4.4.1:Workwithcitizensandstate/federalagenciestoensurecontrollablesmart growthpracticescanbeputinplacefortheCounty’sfuture

ExistingObjectivesinDutchJohn’sGeneralPlan(2022)

Goal1.MaketheTownofDutchJohncommunityanattractiveenvironmentforeconomic developmentbymaintainingandimprovingthequalityoflifeinthecommunity

Objective1.1:Sustain,enhanceandmaintaintheTownofDutchJohnasanattractive communitythatcreatesapositivepublicimageandencouragesindividuals,families,and businessestolocateandinvestinthecommunity.

Goal2:ImprovethequalityoflifefortheTownofDutchJohnresidentsthroughenhanced shoppingopportunities,alternativehousingoptions,year‐roundemployment,highpaying jobs,andincreasedlocaltaxrevenuesasaresultofexpandingthecommunity'seconomy.

Objective2.1:Enhanceandencouragetheretentionofexistingbusinessesandestablishment ofnewentrepreneurialbusinesses

Objective2 2:Encourageregionaleconomicdevelopmentandredevelopmentwhichis dedicatedtorecruitingandattractingabalancedmixofprofessional,energy,lightindustrial, recreational,andretailjobs.

Objective2.3:Encouragethedevelopmentof"anchor"projectsthatencourageretail, commercial,andrelatedmixeduses–includingresidentialunits,whichwillsupportthe existingbusinessandresidentialareasofthecommunity.

Objective2.4:Increasevocational,technological,recreationalandentrepreneurial employmentopportunities.

ExistingObjectivesinManila’sGeneralPlan(2022)

Goal4 1 ExpandemploymentopportunitieswithintheTownthrougheffectiveplanningand zoningthatsupportseconomicdevelopmentactivities.

Goal4 2 Provideplanningandzoningprotectionsforbusinessinvestments(i e preventing residentialencroachmentonbusinessandmanufacturingproperties).

Goal4.3.Supportandexpandtherecreationandtourismbaseandprovidethehighestquality visitorexperiencethroughproperplanning,zoning,anddesign

Goal4.4.RecognizeeconomicopportunityareasidentifiedbytheCountyandprioritizethem forlong-termdevelopment

NewGoals,Strategies,andProjects

Goal1-Attractnewbusinessandsupportexistingindustry

Goal2-Supportthedevelopmentofthelocalworkforce

Goal3-Maintainandimproveinfrastructurenecessaryforeconomicdevelopment

Goal4-Improvequalityofexperienceforvisitorsandqualityoflifeforresidents

Goal5-ImplementtheDaggettCountyandDutchJohnRuralEconomicBlueprint

AugustGranath

TechnicalOutreachManager agranath@utah gov

LoriHaslem OutreachManager lorihaslem@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV

AugustGranath

TechnicalOutreachManager agranath@utah.gov

ColetteCox

DirectoroftheCenterforRuralDevelopment &CommunityOutreach ccox@utah.gov

BUSINESS.UTAH.GOV