Navajo Nation Division of Economic Development Community Economic … · 2018-09-18 · Economic Development Planning Process In an effort to improve the community and economic conditions

NAVAJO NATION COMPREHENSIVE ECONOMIC

DEVELOPMENT STRATEGY STRATEGIC ECONOMIC GROWTH

PREPARED BY:

www.FourthWorldDG.com

APRIL 2018

|Comprehensive Economic Development Strategy 1

Comprehensive Economic Development Strategy| 2

TABLE OF CONTENT ACKNOWLEDGEMENTS 3

LETTER FROM THE ECONOMIC DEVELOPMENT 4 DIVISION DIRECTOR

EXECUTIVE SUMMARY 5

NAVAJO NATION THREE BRANCH PRIORITIES 11

NAVAJO NATION EXECUTIVE BRANCH FOUR PILLARS 12

NAVAJO NATION DIVISION OF ECONOMIC DEVELOPMENT 13

NAVAJO NATION OVERVIEW 15

NAVAJO NATION ECONOMIC OVERVIEW 16

NAVAJO NATION DEMOGRAPHICS 27

ECONOMIC DEVELOPMENT SWOT ANALYSIS 48

ECONOMIC DEVELOPMENT STRATEGIC DIRECTION 51

EVALUATION AND PERFORMANCE MEASUREMENT 60 PROJECT PLANNING & DEVELOPMENT: 61 PRIORITIZED PROJECTS

NAVAJO NATION INDUSTRIAL PARKS 65

UNDEVELOPED CHAPTER COMMERCIAL TRACTS 66

IMPLAN ANALYSIS 71

REGIONAL GROWTH AREA MAP 75

PRIMARY GROWTH AREAS 76

SECONDARY GROWTH AREAS 82

NAVAJO NATION REGIONS, AGENCIES AND CHAPTERS 102

REFERENCES 105


ACKNOWLEDGEMENTS The Navajo Nation Division of Economic Development (DED) is one of fourteen divisions within the Executive Branch of the Navajo Nation Government. The DED is the primary entity of the Navajo Nation to advance the economic development initiatives of the Navajo Nation.

The DED’s objective is to promote, support and encourage business development in the commercial, small business, tourism, industrial and other sectors of the Navajo Nation economy thereby improving the overall quality of life for the Navajo people.

The DED consist of the following Departments:

§ Administration § Business Regulatory Department § Project Development Department § Tourism Department § Real Estate Department § Support Services Department § Small Business Development Department/Regional Business Development Offices

The Comprehensive Economic Development Strategy (CEDS) could not have been done without the support and participation of the Navajo Nation Division of Economic Development leadership and management team, which consist of the following representatives.

§ Crystal Deschinny, Division Director Division of Economic Development § Anthony Perry, Department Manager Project Development Department § Elaine Young, Department Manager Small Business Development Dept. § Clarence Chee, Department Manager Business Regulatory Department § Bertha Aguirre, Department Manager Real Estate Department § Arval T. McCabe, Department Manager Tourism Department § Henry C. Silentman, Sr. Economic Development Specialist Shiprock RBDO § Raymond Nopah § Kim Kanuho, President and Planner Fourth World Design Group § Alesha Sloan, Intern Planner Fourth World Design Group

The Navajo Nation Division of Economic Development and Fourth World Design Group generated the following report, content and photos unless otherwise cited. The Division of Economic Development provided all the IMPLAN data and analysis.

Navajo Nation Division of Economic Development

P.O. Box 663 Window Rock, Arizona 86515

www.navajobusiness.com

“The greatest motivation is the Navajo people we serve.”


LETTER FROM THE ECONOMIC DEVELOPMENT DIVISION DIRECTOR

Yá’átééh,

The Division of Economic Development (DED) presents the 2018 Navajo Nation Comprehensive Economic Development Strategy. Throughout the past year, this working document evolved as access to information and data became more readily available and as new tools were secured. Significant changes in the Nation’s economic climate also led to the need and development of a more robust strategy.

The Comprehensive Economic Development Strategy will serve as a locally based guideline for planning, emphasize the development and implementation plan of action in which to improve the Nation’s economic environment, highlight goals and objectives, identify economic funding priorities and provide direction on future strategic pathways. The strategic pathway is designed to diversify and strengthen the local economy, take advantage of new opportunities and position the Nation for growth.

Timing provided an opportunity for DED to take advantage of 2016 IMPLAN data and 2016 Community Survey data. In conjunction with existing data, the two sets of data sources provide for a more in-depth look into the Nation’s economy, offers insight to target specific opportunities per region and improves what we know about the impact of major changes within the Nation. IMPLAN also allows an ability to explore “what-if” scenarios, identify industry opportunities per zip code and is a widely used, credible resource of information.

The Comprehensive Economic Development Strategy was completed with the assistance of a Navajo woman-owned small business, limited funding, and an idea to generate the document internally. This is a document driven by DED, which represents the work product, plans and ideas of the staff and myself.

DED is introducing an approach representative of the paradigm shift that needs to occur within DED, the Navajo Nation and its approach to economic development. Infused with economic theory, strategy, and historical events, the need for the paradigm shift will be introduced and why this serves as the foundation for growth.

The paradigm shift also represents a strategic pathway highlighting the Nation’s best assets: themselves.

Consider this is only one view and perspective of economic development. Let this help guide yours.

Ahéhee’,

Crystal J. Deschinny, MBA/MA Division Director


EXECUTIVE SUMMARY

“Economic Development Planning is a process that guides the re-organization and growth of an economy to improve the economic well-being of a region, community and in this case, a Tribal Nation.”

Kim Kanuho, Fourth World Design Group, LLC

Introduction

Today, more and more Tribes are reclaiming their lands and effectively utilizing community and economic development planning processes to strategically organize, manage and develop their land toward economic self-sufficiency for their Tribal Nations.

The Navajo Nation Division of Economic Development (DED) has prepared the Comprehensive Economic Development Strategy (CEDS) to guide the economic development initiatives of the Tribe for the future economic growth and prosperity of the Navajo Nation, while reflecting the values and beliefs of the Navajo people. The CEDS includes a review of existing economic conditions, issues, challenges, priorities, strategies and future opportunities that will benefit the economic interest of the Navajo Nation, people, and communities. The CEDS has been created to correlates with the Navajo Nation DED’s mission, vision, values and overall strategic direction. The last update of the CEDS was in 2010.

What is a CEDS?

“The Comprehensive Economic Development Strategy (CEDS) contributes to effective economic development in America’s communities and regions through a locally-based, regionally driven economic development planning process. Economic development planning – as implemented through the CEDS – is not only a cornerstone of the U.S. Economic Development Administration’s (EDA) programs, but successfully serves as a means to engage the community leaders, leverage the involvement of the private sector, and establish a strategic blueprint for regional collaboration.

Simply put, a CEDS is a strategy-driven plan for regional economic development. A CEDS is the result of a regionally-owned planning process designed to build capacity and guide the economic prosperity and resiliency of an area or region.”

U.S. Economic Development Administration


Economic Development Planning Process

In an effort to improve the community and economic conditions of the Navajo Nation, the DED wanted to take the CEDS economic development planning approach in identifying the Navajo Nation’s economic vision, goals, objectives and action plans in developing an impactful strategic direction toward economic growth. The following CEDS economic development planning process was used:

Planning Process, Vision, Mission and Values Overview

A project kick-off meeting was held with the DED leadership and management team to discuss the economic development planning process, approach, project objective, existing vision, mission and values. The following studies and plans relating to the Navajo Nation’s economic development were also collected, reviewed and assessed through the process:

§ 2004 Strategic Plan of the Business Regulatory Department § 2009-2010 Comprehensive Economic Development Strategy of the Navajo Nation § 2011 Navajo Nation Visitor Survey § 2015 Executive Summary Comprehensive Economic Development Strategy § 2015-2019 Navajo Tourism Strategic Plan § 2016-2021 Navajo Nation Division of Economic Development Five-Year Plan

Navajo Nation Overview, Economic Overview and Demographics

A Navajo Nation overview, economic overview and general demographics were generated to give an overview of the current and existing economic conditions. The demographics were updated according to the available data from the US Census, IMPLAN, American Community Survey and Navajo Nation Division of Economic Development.

Planning Process, Vision, Mission and Values Overview

Navajo Nation Overview, Economic Overview and Demographics

Economic Development Strengths, Weaknesses, Opportunities and Threats

Economic Development Strategic Direction

Evaluation and Performance Measurement


Economic Development Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

An economic development SWOT Analysis was conducted with the DED leadership and management team to examine the existing economic development conditions across the Navajo Nation at the regional and local community levels. Through the SWOT Analysis, a range of issues, challenges and opportunities regarding the existing and future economic conditions of the Navajo Nation were identified and discussed.

Economic Development Strategic Direction An economic development strategic direction was established by identifying an economic vision, key priorities, goals, objectives and action plans for the Navajo Nation’s Division of Economic Development. The following economic vision statement and key priorities were identified as a guiding principle and areas of focus for the Navajo Nation. Through the economic development planning process, DED was able to acknowledge the Navajo Nation’s greatest asset is the Navajo People. It is the People who are the foundation toward improving and self-sustaining the Navajo Nation’s economy.

Economic Vision

“To empower the Navajo People to envision and create a self-sustaining economy that enhances a high quality of life on the Navajo Nation.”

Economic Key Priorities

STRENGTHS Internal Positive

WEAKNESSES Internal Negative

OPPORTUNITIES External Positive

THREATS External Negative

SWOT

1 •  Human Capital 2 •  Naat'áanii Development Corporation 3 •  Tourism 4 •  Healthcare 5 •  Technology 6 •  Small Business 7 •  Women Small Business 8 •  Natural Resources


Evaluation and Performance Measurement The Navajo Nation Division of Economic Development is responsible for providing annual evaluation of the existing Comprehensive Economic Development Plan to ensure future success. Measurement to evaluate implementation includes, but is not limited to job creation, workforce development, small business development, infrastructure development and the overall quality of life. Any recommendations or changes to this plan will be presented to the Division of Economic Development for consideration.

Next Steps

The Navajo Nation is exploring new economic development technology and methodology such as IMPLAN, an economic modeling program for regional economic impact analysis, to analyze existing economic conditions as well as model future economic projections, both regionally and locally, throughout the Navajo Nation. IMPLAN data and analysis have been incorporated into the CEDS as another resource for economic development data and information. Through the CEDS economic development planning process, the economic vision, key priorities, goals, objectives and action plans outlined in the CEDS require a collaborative effort on the part of the Navajo Nation, DED, community leaders, members, and stakeholders. This plan is a holistic, collaborative, regional, solutions-based approach to enable the Navajo Nation’s ability to achieve economic development success and self-sufficiency. The CEDS serves as a roadmap for the DED to pursue their economic development initiatives and fulfill the vision of future economic growth and prosperity for the Navajo Nation.



“The Navajo Nation Division of Economic Development (DED) has prepared the Comprehensive Economic Development

Strategy (CEDS) to guide the economic development initiatives of the Tribe for the future economic growth and prosperity of the Navajo Nation, while reflecting the values and beliefs of

the Navajo people.”


NAVAJO NATION THREE BRANCH PRIORITIES The Division of Economic Development interprets these priorities to correlate with the overall economic development direction of the Navajo Nation.

Infrastructure Improvement & Development We remain committed to growth and development of a comprehensive long-term vision that prepares communities for the future.

Economy By cultivating a more thorough understanding of Navajo Nation’s economic environment, we will have better tools to value, analyze, review and interpret data that is critical to strategic, long-term, sustainable development. We also recognize we have to partner and participate with others to ensure support, success and viability of the Navajo Nation economy.

Water Rights As water is essential for any development, those who actively manage water services and infrastructure within the local communities will generate a comprehensive plan.

Housing & Public Facility Housing and public facilities are critical to caring for our veterans, accommodating the youth and elderly and to grow the economic environment. Economic development goes “hand-in-hand” with housing along with public facilities to accommodate the needs of these growing populations.

Education Offering educational opportunities locally will also help retain a much needed cultural and language-rich workforce that possess valuable insight to help drive the success of a thriving economy.

Human Services Promoting healthy lives and strengthening families comes with creating services with honor of our veterans, respect for our elderly in anticipation of the needs of our youth.

Natural Resources Carefully managing, restoring and preserving our natural resources contributes to economic development via job creation.

Public Safety and Judicial Support Public Safety and Judicial endeavors and remain committed to providing assistance when and where needed to preserve the health, safety and welfare of the Nation.

Governance Partnering with the local governments and with each other garners support and promotes a unified approach to improving planning and project development. Doing so is conducive to engaging in a robust collaborative effort with colleagues, staff, the community and leadership.


NAVAJO NATION EXECUTIVE BRANCH FOUR PILLARS The Navajo Nation’s overall economic strategic direction is founded on the Executive Branch’s four pillars, which are:

A. To plan, create, and implement sound infrastructure to build stronger, sustainable economic development opportunities and to prepare for the future by laying a foundation that will remain agile within an ever-changing economic environment.

B. To create quality jobs with the respect to the Nation’s veterans. Providing for the veterans will be the guiding marker to create quality employment opportunities out of respect for their service.

C. The foundation for economic development will be based upon the respect for the strength

and sacrifices of the elderly in anticipation of the needs of the youth. This approach encourages growing from within to prepare for the future.

D. To create quality sustainable jobs that will maximize the talent, skills, and education of our

most valuable asset: our own Navajo People. The economic strategic direction encompasses and promotes a solutions-based approach to manage thereby empowering staff with skills and tools to be value-orientated, independently driven yet willing to readily access available expertise, and to expect a return. Beginning this internally plants the expectations of what we need to create for others: quality job opportunities.


NAVAJO NATION DIVISION OF ECONOMIC DEVELOPMENT The Navajo Nation Division of Economic Development (DED) is one of fourteen divisions within the Executive Branch of the Navajo Nation Government. The DED is the primary entity of the Navajo Nation to advance the economic development initiatives of the Navajo Nation.

The DED’s objective is to promote, support and encourage business development in the commercial, small business, tourism, industrial and other sectors of the Navajo Nation economy thereby improving the overall quality of life for the Navajo people.

Mission

“Achieve self-sufficiency for the Navajo Nation by promoting economic opportunities”

Vision

“Create a self-sustaining economy that supports a high quality of life for our Navajo people”

Values People We strive to improve the economic wellbeing and quality of life of the people of the Navajo Nation.

Community We support Navajo communities in developing and being responsible for their own growth.

Public Trust We will ethically uphold public trust through accountability, transparency, and resourcefulness by adhering to a higher degree of standards.

Leadership We will engage in exerting innovative managerial skills by taking a solution-based approach to leadership.

Service We will deliver services while maintaining the utmost respect to all people.

Respect We respect, honor and value the elderly and veterans and will create a sustainable economic environment to serve their needs.

Value We value our community members and our Nation to provide the best of our expertise, experience and service in the best interest of all shareholders.


NAVAJO NATION DIVISION OF ECONOMIC DEVELOPMENT The Navajo Nation Division of Economic Development (DED) consist of the following Departments:

Administration The purpose of the Department is to provide overall management of the Division in terms of both administrative and program functions.

Business Regulatory Department The duties of the Business Regulatory Department are to administer and implement the Navajo Business Opportunity Act, the Navajo Nation Corporation Code, Navajo Nation Uniform Commercial Code, and the Weights and Measures Program on behalf of the economic interests of the Navajo Nation.

Project Development Department The responsibilities of the Project Development Department are to develop shopping centers in the primary and secondary growth centers of the Navajo Nation, securing studies, land clearances, recruiting and negotiating tenant leases; securing financing from Tribal, Federal, state and other sources for economic development projects; Monitor grants and comply with funding conditions; Seek and implement new business opportunities and economic development projects for the Navajo Nation.

Tourism Department The duties of the Tourism Development Department are to develop and implement a strategy to increase the number of tourist destinations within the Navajo Nation; Carry out activities resulting in the creation of Navajo businesses to prevent leakage of tourism dollars off the Navajo reservation; Promote economic development opportunities.

Real Estate Department The department’s role is to implement the Navajo Nation Business Site Leasing Regulations of 2005 by assuming the authorities of the Bureau of Indian Affairs on management and enforcement of business site leases. The department ensures compliance with the Navajo Nation Business site leasing regulations.

Support Services Department The purpose of the Department is to provide technical assistance on matters; such as contractual arrangements, business operating procedures, management, capital requirements, financing arrangements, economic planning, research, feasibility studies, economic plans, marketing, training and data management.

Small Business Development Department/Regional Business Development Offices

The Small Business Development Department maintains a network of six Regional Business Development Offices (RBDO’s) across the Navajo Nation. Each RBDO serves each agency to provide assistance to individuals, small businesses, chapters and other organizations in developing business plans; reviewing and processing business plans; negotiating and processing business site leasing transactions; obtaining finances; obtaining preference certifications; administering educational seminars and addressing other business management matters.


NAVAJO NATION OVERVIEW

Navajo Nation

The Navajo Nation is the largest federally recognized tribe in the United States with a total population of approximately 375,804 members and 162,208 members residing on the reservation. The Navajo Nation has a land base of approximately 17 million acres of land, which covers over 27,000 square miles within the states of Arizona, New Mexico and Utah. The Navajo Nation consists of 5 agencies and 110 chapter communities. The Navajo Nation was established as a sovereign nation in the Treaty of 1868 between the Navajo Nation and the United States. The Navajo Nation is governed by a three-branch government system, which consists of the Legislative Branch, Executive Branch, and Judicial Branch. In the Executive Branch, there is a President and Vice-President, who are elected to represent the people of the Navajo Nation. Within the Legislative Branch, the Tribal Council is comprised of 24 council delegates elected to represent 110 chapter communities across the Navajo Nation. The Judicial Branch consists of a Chief Justice who is appointed by the President then confirmed by the Navajo Nation Tribal Council.

The Navajo Nation is facing extraordinary challenges, including health and social disparity, poverty, as well as language and cultural pressures. Yet, as the Navajo Nation evolves the Navajo people continue to balance culture, tradition, language and modernism. Despite the hardships, the Navajo people continue to strongly practice, respect and value their cultural teachings, traditions, language and way of life.

The Navajo Nation has many opportunities to boost the economic growth for future generations. The Tribe continues to move forward on projects that are profitable, viable, increase employment, improve infrastructure for development, target untapped resources, provide assistance and support for small businesses, improve existing enterprises, and capitalize on new economic prospects such as technological advancements, sustainability practices and a community development corporation.


NAVAJO NATION ECONOMIC OVERVIEW Navajo Economy

To enhance the Navajo Nation’s economic climate, a paradigm shift is needed to better understand, develop and expand a sustainable economy for the Navajo Nation. Better access and analysis of data, sound knowledge of economics, incorporation of technological tools and innovative approaches to strategic development serve as the platform to begin engaging in a paradigm shift. Status quo has led to a stagnant economy lending to the heavy emphasis on barriers versus opportunity, lack of capital versus creative financing and tedious processes versus determination.

A few dedicated, daring entrepreneurs and small business owners have already laid the groundwork for new economic activity. A few individuals chose to turn their hopes into reality not only once but multiple times. One of the most notable being a Navajo woman who turned a nominal investment into a thriving company and another who continues to overcome obstacles to expand their business in multiple communities. Despite the challenges, a few small businesses owners have stayed the course and proved that if they could be the risk taker and become successful, then so could others.

The same holds true within the Nation. In order for there to be long-term stability of the economic environment there must be sustainable development. The challenge now becomes positioning the Navajo Nation to join in and become an active participant in a paradigm shift as it applies to economic development.

In the context of economic development, a paradigm shift would support changing the way we engage, create, develop and implement development. There will always be a need to pursue basic service development projects such as convenience stores and gas stations simply based on the sheer size of the Nation. But, these service development projects don’t have the capacity to change the economy, which will be explained nor do they have the ability to improve the overall standard of living. In order for there to be real economic growth, we have to begin to think differently about exploring new kinds of development, envision where we want to be and understand how we each play a vital role in propelling the Nation forward.

The following is an examination of what must be considered to begin to understand how to transform the Nation’s economy. IMPLAN data has been utilized in the examinations provided in the economic overview.

Capacity and Gross Domestic/ Regional Product

In order to increase capacity and improve Gross Domestic Product (GDP) or Gross Regional Product (GRP), there are two factors that must be considered: the first being identification of inputs such as capital, labor and raw materials used in the production process and the second being innovative or technological advancements that make the production process more efficient thereby producing more with the same level of input. It also has to be understood that diminishing marginal productivity provides for recognizing that adding more labor doesn’t always necessitate sustainable growth. And, the growth rate of the Nation should be targeted to exceed that of the national growth rate to narrow the gap.

For the purposes of this analysis, the GRP is being used to measure activity on the Nation. The Gross Regional Product is a value of all goods and services being produced by firms, businesses and corporations within an economic area. What is not included is the artisan economy unless the artisan


declared sales for tax purposes. This particular area remains undocumented and would provide valuable insight on establishing a clearer representation of economic activity within the Nation.

The border towns are defined as: Blanding, Cortez, Farmington, Flagstaff, Gallup, Grants, Holbrook, Page, and Winslow. Data was isolated per town and segregated from on the Navajo Nation versus off of the Navajo Nation. Those results were summarized and are presented on the following:

Source: 2014 - 2016 IMPLAN

According to data derived from tax sources, Border towns combined and on average have a GRP four times more than Navajo. There is a 6.92% decline in Gross Regional Product on a 3-year basis within the Navajo Nation and a .36% decline in the Border Towns, which implies the Border Towns are facing a regionally based decline but have been able to mitigate GRP decline through an increase of 3.8% in the number of businesses.

Source: 2014 - 2016 IMPLAN

Border town population has also increased slightly compared to an increase in the Navajo Nation population.

Source: 2014 – 2016 IMPLAN

The Number of Households also shares a similar trend:

Source: 2014 – 2016 IMPLAN The number of households grew and has an inverse relationship with the Border Towns, which might indicate more are choosing to move to live on the Nation versus choosing to reside in the Border Towns. Another consideration is that of the Navajo Nation’s Import/Export levels compared to the Border Towns Import/Export levels. Imports are categorized as the level of goods and services purchased from other regions. Exports are the goods and services sold to other regions. While the numbers for Navajo are

GRP 2014 2015 2016Growth/Decline

NavajoNation 2,923,552,585 2,868,639,317 2,721,386,309 -6.92%BorderTown 12,326,762,361 12,615,637,751 12,282,633,425 -0.36%

#ofIndustries 2014 2015 2016Growth/Decline

NavajoNation 2,731 2,824 2,830 3.63%BorderTown 2,446 2,430 2,526 3.80%

Population 2014 2015 2016Growth/Decline

NavajoNation 139,620 140,302 139,735 0.08%BorderTown 242,720 242,225 242,792 0.03%

TotalHouseholds 2014 2015 2016

Growth/Decline

NavajoNation 39,666 40,079 39,987 0.81%BorderTown 85,246 85,019 85,177 -0.08%


less on an absolute basis, this is reflective of a population difference. The same would be true for exports between the two regions. More relevant is the trade deficit for both regions.

Source: 2014 – 2016 IMPLAN From this leakage is also introduced and is a strong factor. Leakage is the amount of spending that leaves or “leaks off of” the Nation as consumers demand goods and services not being produced on the Nation. Leakage can be seen in the Import figures to which Navajo’s imports are far less than the Border town imports. When compared to the amount of personal income, Imports represent the amount of money that is spent off of the Nation that are being used to produce goods and services or meet demand by the Nation. Given the level of Personal Income and the level of the Nation’s Imports, a direct leakage rate is approximately $.53 of every dollar. Considering a federal tax withholding due on income, less than $.35 of every dollar is spent on the Nation. Close attention must be made to the difference between the Nation’s ability to offset its Imports with Exports as compared to the Border Town’s ability to offset its Imports with Exports. The variance indicates a larger “deficit” for the Border Town’s. It is also clear that the Border Towns offer a larger selection of goods and services and may indicate a certain degree of confidence in their ability to meet the needs of its consumers and they do. The deficit also contributes to an environment where job creation becomes difficult because many of the jobs are outside of the region. As a result, the Nation is at an advantage due to a lesser trade deficit on a comparative basis. Demand largely stems from Households followed by State and Local Governments. A net impact, which includes Imports/Exports, reveals heavier reliance imports and state funded resources. On a per capita basis, the Nation’s per capita demand is on average $10K less than those that reside in the Border Towns and increases from 2014 to 2016. The per capita income is nearly entirely consumed by the per capita demand.

Source: 2014 – 2016 IMPLAN Data

IMPLAN introduces economic diversity improves economic performance by protecting a region from major economic impacts or downturns and by indicating locally supplied demand which helps to reduce leakage. The Diversity Index is used as a means to measure the breadth of employment opportunities with the assumption that opportunities are spread equally amongst all industries in a particular economic region: the closer to 1 indicates a more diverse economy and is an indication of how well a region is positioned to slow the leakage of money out of its economy.

2014 2015 2016NNImport -4,730,844,704 -4,733,084,986 -4,751,345,470NNExport 2,895,977,341 2,868,042,701 2,424,808,248BorderImport -14,470,936,734 -13,969,586,399 -13,980,829,566BorderExport 2,895,977,341 2,868,042,701 2,424,808,248

Demand 2014 2015 2016Growth/Decline

NavajoNation 2,923,552,585 2,868,046,732 2,424,812,281 -20.6%BorderTown 12,326,762,381 12,615,637,750 12,282,633,425 -0.4%


DiversityIndex 2014 2015 2016

NavajoNa#on 0.37 0.38 0.39BorderTown 0.57 0.57 0.57

Source: 2014-2016 IMPLAN

While neither the Navajo Nation nor Border Town index equals 1, it can be interpreted such that the Border Towns offer more diverse employment opportunities than the Navajo Nation. The Border Towns are also more responsive to the immediate needs of the business developer due to access to land and resources despite the wider disparity between Import/Export flows. Of the Border Towns considered, Cortez is the most diverse while Flagstaff is the least diverse with an index of .437 compared to Cortez’s index of .68. The least diverse border town is greater than all of Navajo combined. The previous information provided insight on the Nation’s capacity to grow and how it is positioned for growth compared to the Border Towns. Other insight comes in the form of the relevance in the labor demand curve. The Labor Demand Curve: A Necessary Shift

By taking stock of capital resources, human capital, technology, tourism, health care, and infrastructure, the Nation can begin to consider the shift needed in the Labor Demand Curve.

A

Wage Wage

B

# of Jobs # of Jobs

Figure 1 Figure 2

Figure 1 is a drawing of a standard Labor Demand Curve. The horizontal axis is the wage rate or hourly pay and the vertical axis is the # of jobs. At point A, there are a fewer number of jobs at a higher wage and at point B, there are a greater number of jobs at a lower hourly wage. Sliding along this curve says that if the number of jobs increases, the wage rate decreases and so the opposite also becomes true: if the wage rate increases then the number of jobs decreases. Examples of these industries might be convenience stores, shopping centers, eateries and hotels. Other methods to shift the curve is the introduction of more jobs due to increased demand for goods and services, an increase in prices of those goods and services as well as a change in the cost of capital.

Figure 2 represents a shift in the curve that needs to occur if the economic environment is to change. A shift in the blue curve to the red curve would indicate there are more jobs available at a higher wage.


One method of shifting this curve is to create better quality employment opportunities in industries and fields that command a higher salary. Those fields might be in Healthcare, Software & IT services, Consumer Goods, Manufacturing, and Corporate Services as examples. Incorporating technological change also causes a shift in the curve; as technology replaces human capital more output can be produced for a lower cost. Rather than adversely impact labor, this augments the labor pool.

As a result of this shift, there would be real improvement in the amount of money circulating within the Nation, the poverty level begins to decrease, and needs for goods and services increase as more disposable income becomes available. Consider that higher paying jobs means that for an average family, more disposable income becomes available to purchase more goods and services leaving a greater impact on the overall health of the economy.

Consumers also play a critical role to help to drive a shift in the through demand. If consumers drive an increase in demand of local goods and services, this causes an increase in the price, which encourages firms to produce more goods and services resulting in an increase in labor or jobs.

Naat’áanii Development Corporation

The Naat’áanii Development Corporation (NDC), a Tribal Section 17 Corporation, has the ability to allow more involvement in the business development arena. The Division of Economic Development (DED) is designed to provide assistance, support and resources for economic or business development, but is prohibited from engaging in the operating and management of businesses. As a governmental entity, it is also challenging to pursue, attract and retain partners willing to develop on the Nation. The NDC provides the Nation an ability to actively engage in business development, to create operating and management companies of Navajo controlled corporations and enterprises and while offering significant tax benefits to interested entities. The Section 17 Corporation also provides a layer of insulation between politics and business.

One of the distinct advantages for DED is that NDC allows for the limited involvement in business development. It is poorly understood that DED can’t engage in business development; job creation only comes as a response from a small business owner, entrepreneur, Chapter, or Community. Many of the jobs are limited to the short-term impact of infrastructure development; the long-term jobs are up to the business owners and operators. Even more difficult is the ability to recruit outside capital investors if their capital is not protected from the political landscape. These few obstacles have made it difficult for DED to engage in business activity whereas the NDC provides another strategic pathway to create long-lasting strategic partnerships.

Returning to the shift in the labor supply and demand curve, the NDC serves in the capacity as an innovative and technological input necessary for change to occur.

As a result, DED can begin to shift slightly from the current governmental approach of economic development via Project Management to Business Development. Or, it can focus more on policy, the provision of technical expertise, support services and expansion of capacity for small business development. In either case, the most benefit arises when DED works with the NDC.

Women in Business: An Intuitive Approach to Change

One of the Most Successful small business owners with a true entrepreneurial spirit on the Nation is that of a Navajo woman. This small business owner took a small capital investment and developed it into a million dollar a year business. Another woman has expanded her business into a complimentary service


unmet by any other business on the Nation. As the number of women who own small businesses begins to increase, so does the capacity for incentive, motivation and encouragement for others to follow. Resourceful and agile, women often have the skills to think outside the box and look for creative ways to budget, access capital and build upon existing resources.

Youth: A Role For the Most Innovative and Creative Entrepreneurs

Understandably so, the youth possess the most innovative and creative approach to the idea generation for the world around them by providing insightful solutions to meet daily demand. Divergent thinking is at its height in the Youth who are able to explore ideas without the learned restraints possessed by adults. Over time, this ability is stifled due to economic, societal or educational boundaries. Methods to overcome this are to encourage the Youth to continue to be creative and solution driven. Think tanks or areas in which the most outrageous ideas can become real through conversation or peer support enhance idea generation. Allowing for ideas to be challenged or explored without constraint along with encouragement for alternative and complimentary solutions may lead to a viable solution for a valid challenge. Educational tools are also important so that in the event an idea fails, the ability to overcome or to explore alternate solutions is doable. Small Business: Job Growth and Development

The growth of small businesses is ripe for development. With Imports capturing approximately $.53 of every dollar earned on the Nation, it is clear there is a real need for small businesses. Even more compelling is the amount of the Import industry, which is a $4.7B industry on an annual basis. The largest area of demand is that of housing followed closely by healthcare services. Retail trade and restaurants are also top ranking areas of demand, which speaks more to the individual consumer. The benefits of small businesses are many but the most important is that small businesses are independent of major economic changes within the Nation. Small business also brings slow and gradual change to an economy, which are focused more on localized labor pools, and are more creative in how they fit into their economic environment or community. Small businesses are indicative of the economic movement in Communities. Small business on the Nation has struggled often due to a lack of support, services and assistance. A majority of business plans received and reviewed indicate a lack of thoroughly understanding the forecasted performance, and expectations of the business. Along with this comes a lack of investment capital by the small business owner, which displaces ownership and is given to an outside funding entity. More thorough knowledge of business financial needs and the business cycle need to be better understood, independence from the Government should be considered, and more emphasis needs to be placed on the small business contribution to the overall health of the economy. The right kind of support also needs to be in place to create a sound plan for overall success; education, awareness and outreach to plant the idea of small business ownership, promotion of entrepreneurship, and provision of services to the small business owner remain key tools for success.


Growth & Sustainability: A Call for a Plan of Action

The presentation of the Gross Regional Product or GRP is an important indicator of how well the economic environment is performing. The GRP could be considered as a return similar to the return provided by an investment. GRP also assumes what the Nation could produce if labor and capital are fully employed and measures the production value of final goods and services. Income generation is also factored into production and contributes to the determination of a standard of living along with the affordability of goods and services. As a result, the Nation’s sustainable rate of economic growth is measured by the rate of increase in GRP.

The relevance of understanding and monitoring the GRP is to provide insight on how well the Nation is positioned for growth and if the growth rate is sustainable. To better understand the GRP, the following must be considered:

1. Growth sources or underlying elements; 2. Stability of the growth sources; 3. Sustainability of the growth sources; and 4. Capacity for expansion of the growth sources.

Capital, raw materials, labor and technology are critical determinants of GRP. Technological capacity helps to determine how adept an economy is to be able to produce output given availability of inputs. If technological capacity is developed, it allows for a greater chance of securing capital to expand economic development.

There are several growth determinants that underlie the ability of an economy to be able to produce goods, services or products. Those determinants are:

• Labor Force: the population of those eligible to work. • Labor Productivity: the higher the productivity, the more goods and services can be produced

with the same number of workers thereby increasing GRP. • Human Capital: levels of education, skill and knowledge of the labor force. • Natural & Renewable Resources: raw materials, forestry products, and solar. • Physical Capital: buildings, equipment, machinery, plants, & property. • Technology: IT, fiber optic, innovative capacity. • Land: availability of land. • Small Business Development & Entrepreneurship.

When planning for long-term growth and sustainability, a call for action requires being able to understand, monitor and measure Gross Regional Product.

Unemployment Rate:

According to the 2016 American Community Survey Data (ACS), the unemployment rate for Navajo Nation is 20.4% with a slight margin of error (Exhibit A). The computation of the unemployment rate considers all those who are 16 years and over, able to work less those in the military. Those in the labor force are self-identified as being employed whether they are institutional, governmental, private sector employees or self-employed.


Exhibit A:

Employment Status Population 16 years and over 127,561 (+/- 1358) In labor force 56,212 (+/- 890) Civilian labor force 56,190 (+/- 892) Employed 44,730 (+/- 772) Unemployed 11,460 (+/- 445) Armed Forces 22 (+/- 22) Not in labor force 71,349 (+/- 1027) Civilian labor force - 16+ employed and not in military 56,190 (+/- 892) Unemployment Rate = unemployed/civilian labor force 20% (+/- 0.7) * 2016 American Community Survey 5-Year Estimate

This method assumes the 16 and over population has access to employment opportunities, there are available employment opportunities, and that all 16 and overs are eligible to or seeking work. This does not consider whether or not transportation is available nor does this differentiate industries of employment.

The Civilian Labor Force is used as the metric for measuring those that have jobs or who are seeking jobs. Of that number, the employed are subtracted to determine the unemployed then divided by the civilian labor force to determine the unemployment rate.

It is difficult to measure whether the job seekers are seeking employment solely on the Navajo Nation or in the surrounding border towns. It is also important to consider the unaccounted for population and number of entrepreneurs who market, sell and engage in the money supply chain through the selling of their goods and or services.

While this remains a low unemployment rate estimate, given what is known about the economic environment and employment opportunities on Navajo it was determined a more realistic rate needed to be considered.

If selecting those 16 and over, we needed to determine the 16-18 year olds given the ACS population estimates. We then added that number to the 18 and over population to capture more of the 16 and overs. The Armed Forces number, the 65 and overs, along with the Disabled were subtracted from the 18 and over population assuming those groups would not be seeking active employment. A clearer Eligible Civilian Labor Force was determined.

The same considerations apply in that the revised unemployment rate is being determined independent of factors such as available jobs, distance, and availability of transportation or industry.

IMPLAN data offers a truer number used in determining Total Employment, which is 11% lower than what is reported by the ACS data (Exhibit B). IMPLAN uses data based off of tax filings. However, this overlooks those self-reported workers who rely upon the exchange of hand made goods and services that may not be reporting their sales for tax related purposes. These groups of individuals still play a critical role in the economic environment.


Exhibit B:

Navajo Nation 2016 Total Employment 39,591 *2016 IMPLAN Data

The revised unemployment rate drives a larger Eligible Civilian Labor Force with a smaller number of those employed (Exhibit C). The revised unemployment then becomes: 57.6%. Exhibit C:

Unemployment Rate: 16 & Over

127,561

18 & Over Less 121,235 16 - 18 Yr. olds.

6,326

18 Years and Over

121,235 16 - 18 Yr. olds. Add 6,326 Armed Forces Less 22 65 years & over Less 18,791 Disabled Less 14,595 Eligible Civilian Labor Force

94,153

Employed per IMPLAN Less 39,951 Unemployed

54,202

Unemployment Rate Unemployed/Elig

Civilian Labor Force 57.6% *2016 IMPLAN Data There are a number of factors that potentially increases this rate and are not considered in the computation. Those factors would be: available jobs, available jobs that are easily accessible to all those seeking employment, jobs that match the skill and education levels of the applicant as well as ability to find a job in the industry in which they are skilled. This analysis remains independent of these factors. Outlook

While there may be multiple challenges that face the Navajo Nation, it is clear opportunity also arises and the outlook is positive. Perception and status quo reflect the need for a paradigm shift in an effort to create a more robust economic climate for the Navajo Nation. Education, outreach, awareness and recognition of the contributions of the small business owners will only contribute to the larger economic environment. Taking advantage of and supporting the Naat’áanii Development Corporation, encouraging consumers to shop on Navajo, incorporating of the Youth in the idea generation arena, engaging in technological advancement of industries, and increasing the number of small business owners are important to the promotion of a paradigm shift. Most importantly is recognizing that we have to empower our own best assets, ourselves, Together. While there may be multiple challenges that face the Navajo Nation, it is clear the Navajo Nation is positioned for growth and the outlook is positive.



“To empower the Navajo People to envision and create a self-sustaining economy that

enhances the high quality of life on the Navajo Nation.”


NAVAJO NATION DEMOGRAPHICS Overview

The U.S. Census has recently released new 2016 American Community Survey (ACS) 1-year and 5-year data estimates. The following Navajo Nation Demographics will be utilizing the newly updated 2016 ACS 1-Year Estimates focused on the “Navajo Nation Reservation and Off-Reservation Trust Land” and within population grouping “All Race Population.” The U.S. Census profiles the Navajo Nation population in following three groups:

§ “Navajo Nation Tribal Grouping Alone” – Navajo Alone § “Navajo Nation Tribal Grouping Alone or In Any Combination” – Navajo in Combination § “All Race Population Includes All Races” – All Race

Given the large geographical size of the Navajo Nation, the 2016 ACS 1-year Estimates were used vs. 5-year Estimates, which are generally used for smaller geographical locations such as communities.

Population

Navajo Population in the United States The 2010 U.S. Census calculated 332,129 Navajos in the Total Population in the U.S. based on population grouping “Navajo Tribal Grouping Alone or in Any Combination.”

SOURCE: U.S. CENSUS 1980, 1990, 2000, AND 2010.

Figure 1. The graph Navajo Total Population in the United States shows the Navajo Nation total population was 110,443 in 1980 and increased to 332,129 in 2010.

110,443

225,298

298,197

332,129

100,000

150,000

200,000

250,000

300,000

350,000

1980 1990 2000 2010

POPU

LATI

ON

YEAR

NAVAJO TOTAL POPULATION IN THE U.S.


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SELECTED POPULATION PROFILE IN THE UNITED STATES”.

Figure 2. The graph Navajo Population in the United States shows that in 2016 the Navajo population was 375,804 in “tribal grouping alone or in any combination” and 314,679 in “tribal grouping alone”.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE DEMOGRAPHIC ESTIMATES”.

Figure 3. The graph Total Population Living on the Navajo Nation includes all races and shows a decline in population between 2012 and 2016.

312,039 304,744

320,603 323,757 314,679

371,735 364,273

379,540

390,606

375,804

290,000

310,000

330,000

350,000

370,000

390,000

410,000

2012 2013 2014 2015 2016

POPU

LATI

ON

YEAR

NAVAJO POPULATION IN THE U.S. NAVAJO NATION TRIBAL GROUPING ALONE NAVAJO NATION TRIBAL GROUPING ALONE OR IN ANY COMBINATION

181,429 181,656

177,161

176,302

175,108

174,000

175,000

176,000

177,000

178,000

179,000

180,000

181,000

182,000

183,000

2012 2013 2014 2015 2016

POPU

LATI

ON

YEAR

TOTAL POPULATION LIVING ON THE NAVAJO NATION


U.S. CENSUS, 2011-2015 AMERICAN COMMUNITY SURVEY SELECTED POPULATION TABLES “UNIVERSE: TOTAL POPULATION”.

Figure 4. The graph Navajo Population Living on the Navajo Nation indicated that in 2015 there were 162,208 “tribal grouping alone or in combination” and 159,173 “grouping alone living on the Navajo Nation”.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 5-YEAR ESTIMATES “TOTAL POPULATION”.

Figure 5. The graph Most Populated Navajo Communities shows that in 2016 the most populated community on the Navajo Nation was Tuba City, Arizona with 9,221 people.

159,

173

162,

208

NAVAJO NATION TRIBAL GROUPING ALONE NAVAJO NATION TRIBAL GROUPING ALONE OR IN COMBINATION

POPU

LATI

ON

NAVAJO POPULATION LIVING ON THE

NAVAJO NATION

8,135

5,420

4,022

4,838

9,221

3,355

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000

SHIPROCK, NM

CHINLE, AZ

FORT DEFIANCE, AZ

KAYENTA, AZ

TUBA CITY, AZ

WINDOW ROCK, AZ

POPULATION

MOST POPULATED NAVAJO COMMUNITIES


LAND:

SOURCE: 2015 NAVAJO LAND DEPARTMENT.

Figure 6. The graph Land Area by Type shows the different types of Navajo Nation land in Arizona, New Mexico, and Utah.


Figure 7. The pie chart Land Area in Acres shows the amount of Navajo Nation land within Arizona, New Mexico, and Utah.

10,

159,

563

585

,250

81,

964

270

,928

174

,000

345

,032

2,7

95,5

03

357

,689

671

,204

122

,556

155

,078

91,

839

1,2

23,9

34

1,8

25

9,7

42

NAVAJO NATION TRUST

NAVAJO NATION FEE

INDIVIDUAL INDIAN ALLOTMENT

STATE LANDS LEASE BLM LEASES U.S. FOREST SERVICE PERMIT

GOVERNMENT E.O., PLO & SCHOOL

TRACT

NEW LANDS

ACRE

S

TYPES OF LAND

LAND AREA BY TYPE

ARIZONA NEW MEXICO UTAH

TOTAL: 17,046,113 ACRES

11,616,736 4,193,869

1,235,507

LAND AREA IN ACRES ARIZONA NEW MEXICO UTAH




Figure 8. The pie chart Land and Leases shows the different types of land that make up the Navajo Nation.

PEOPLE:

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE DEMOGRAPHIC ESTIMATES”.

Figure 9. The pie chart Male and Female Population shows that in 2016 there were 175,108 people with 51.3 percent being female and 48.7 percent being male.

14,179,000

944,764 762,909

393,484 155,078

174,000 91,845

345,032

LAND AND LEASES

NAVAJO NATION TRUST

NAVAJO NATION FEE

INDIVIDUAL INDIAN ALLOTMENT

STATE LANDS LEASE

BLM LEASES

U.S. FOREST SERVICE PERMIT

GOVERNMENT E.O., PLO & SCHOOL TRACT NEW LANDS


48.70%

51.30%

MALE AND FEMALE POPULATION

MALE

FEMALE

TOTAL POPULATION: 175,108


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “AGE AND SEX”.

Figure 10. The graph Population by Age shows that the largest age group in 2016 was 15 to 19 year olds. The 15 to 19 year old population makes up 8.8 percent of the population.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE SOCIAL CHARACTERISTICS”.

Figure 11. The graph School Enrollment shows the population 3 years and over enrolled in school in 2016 and 47.5 percent of the population 3 years and over is enrolled in elementary school (grades 1 to 8).

7.40%

8.20%

8.70%

8.80%

7.80%

7.20%

5.90%

5.70%

5.10%

5.50%

6.20%

6.20%

5.60%

3.60%

2.90%

2.10%

1.50%

1.50%

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%

UNDER 5 YEARS 5 TO 9 YEARS

10 TO 14 YEARS 15 TO 19 YEARS 20 TO 24 YEARS 25 TO 29 YEARS 30 TO 34 YEARS 35 TO 39 YEARS 40 TO 44 YEARS 45 TO 49 YEARS 50 TO 54 YEARS 55 TO 59 YEARS 60 TO 64 YEARS 65 TO 69 YEARS 70 TO 74 YEARS 75 TO 79 YEARS 80 TO 84 YEARS

85 YEARS AND OVER

PERCENT

POPULATION BY AGE

TOTAL POPULATION: 175,108 MEDIAN AGE: 31.3

4.10%

6.60%

47.50%

26.40%

15.30%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

NURSERY SCHOOL, PRESCHOOL

KINDERGARTEN

ELEMENTARY SCHOOL (GRADES 1-8)

HIGH SCHOOL (GRADES 9-12)

COLLEGE OR GRADUATE SCHOOL

PERCENT

SCHOOL ENROLLMENT

POPULATION 3 YEARS AND OVER ENROLLED IN SCHOOL: 51,015



Figure 12. The graph Educational Attainment for the Population 25 Years and Over shows that the Navajo Nation has a high level of high school graduates (including equivalency) at 34.5 percent and a low level of bachelors or graduate or professional degrees at 3.6 percent.


Figure 13. The graph Household by Type shows that in 2016 there were 46,340 households on the Navajo Nation with 71.4 percent of them being family households.

11.90%

13.50%

34.50%

23.40%

7.90%

5.40%

3.60%

0% 5% 10% 15% 20% 25% 30% 35% 40%

LESS THAN 9TH GRADE

9TH TO 12TH GRADE, NO DIPLOMA

HIGH SCHOOL GRADUATE (INCLUDES EQUIVALENCY)

SOME COLLEGE, NO DEGREE

ASSOCIATE'S DEGREE

BACHELOR'S DEGREE

GRADUATE OR PROFESSIONAL DEGREE

PERCENT

EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER

POPULATION 25 YEARS AND OVER: 103,382

9.30%

26.00%

28.60%

11.00%

26.60%

2.90%

9.00%

11.90%

35.80%

25.80%

71.40%

0% 10% 20% 30% 40% 50% 60% 70% 80%

65 YEARS AND OVER

HOUSEHOLDER LIVING ALONE

NONFAMILY HOUSEHOLDS

WITH OWN CHILDREN OF THE HOUSEHOLDER UNDER 18 YEARS

FEMALE HOUSEHOLDER, NO HUSBAND PRESENT, FAMILY


MALE HOUSEHOLDER, NO WIFE PRESENT, FAMILY


MARRIED-COUPLE FAMILY


FAMILY HOUSEHOLDS (FAMILIES)

PERCENT

HOUSEHOLD BY TYPE

TOTAL HOUSEHOLDS: 46,340 AVERAGE HOUSEHOLD SIZE: 3.76 AVERAGE FAMILY SIZE: 4.69


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “HOUSEHOLD INCOME IN THE PAST 12 MONTHS”.

Figure 14. The graph Household Income in the Past 12 Months shows that in 2016, 10,953 households made less than $10,953.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE HOUSING CHARACTERISTICS”.

Figure 15. The pie chart House Tenure shows that in 2016 there were 46,340 occupied housing units on the Navajo Nation and of those housing units 25.6 percent were renter occupied with the other 74.4 percent were owner occupied.

10,953 4,143

3,508 3,048

2,686 2,554

2,183 2,334

1,693 2,729

2,996 3,365

2,051 1,079

752 266

0 2,000 4,000 6,000 8,000 10,000 12,000

LESS THAN $10,000 $10,000 TO $14,999 $15,000 TO $19,999 $20,000 TO $24,999 $25,000 TO $29,999 $30,000 TO $34,999 $35,000 TO $39,999 $40,000 TO $44,999 $45,000 TO $49,999 $50,000 TO $59,999 $60,000 TO $74,999 $75,000 TO $99,999

$100,000 TO $124,999 $125,000 TO $149,999 $150,000 TO $199,999

$200,000 OR MORE

POPULATION

HOUSEHOLD INCOME IN THE PAST 12 MONTHS

TOTAL HOUSEHOLDS: 46,340

74.40%

25.60%

HOUSE TENURE

OWNER-OCCUPIED

RENTER-OCCUPIED

OCCUPIED HOUSING: 46,340 AVERAGE HOUSEHOLD SIZE OF OWNER OCCUPIED UNIT: 3.75 AVERAGE HOUSEHOLD SIZE OF RENTER OCCUPIED UNIT: 3.79



Figure 16. The graph House Value shows that in 2016, 42.8 percent of homes were worth less than $50,000.


Figure 17. The graph Mortgage Status shows that of the 34,493 owner occupied units 87.4 percent were housing units without a mortgage and 12.6 percent were housing units with a mortgage.

42.80%

34.40%

10.30%

3.00%

6.00%

0.90%

2.40%

0.30%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

LESS THAN $50,000

$50,000 TO $99,999

$100,000 TO $149,999

$150,000 TO $199,999

$200,000 TO $299,999

$300,000 TO $499,999

$500,000 TO $999,999

$1,000,000 OR MORE

PERCENT

HOUSE VALUE OWNER-OCCUPIED UNITS: 34,493 MEDIAN (DOLLARS): 57,300

12.60%

87.40%

MORTGAGE STATUS

HOUSING UNITS WITH A MORTGAGE

HOUSING UNITS WITHOUT A MORTGAGE

OWNER-OCCUPIED UNITS: 34,493


ECONOMY:

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS”.

Figure 18. The graph Employment Status for the Population 16 Years and Over shows that in 2016, 57.2 percent of the population 16 years and over were not in the labor force.


Figure 19. The graph Class of Worker for the Civilian Employed Population 16 years and Over shows that 52 percent of the civilian employed population 16 years and over were private wage and salary workers.

42.80%

42.80%

34.70%

8.10%

0.00%

57.20%

0% 10% 20% 30% 40% 50% 60% 70%

IN LABOR FORCE

CIVILIAN LABOR FORCE

EMPLOYED

UNEMPLOYED

ARMED FORCES

NOT IN LABOR FORCE

PERCENT

EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER

POPULATION 16 YEARS AND OVER: 129,336

52.00%

45.00%

3.00%

0.10%

0% 10% 20% 30% 40% 50% 60%

PRIVATE WAGE AND SALARY WORKERS

GOVERNMENT WORKERS

SELF-EMPLOYED IN OWN NOT INCORPORATED BUSINESS WORKERS

UNPAID FAMILY WORKERS

PERCENT

CLASS OF WORKER FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER

CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER: 44,934



Figure 20. The graph Occupation for the Civilian Population 16 Years and Over shows that in 2016, 30.2 percent of the civilian employed population 16 years and over were in the management, business, science, and arts occupations.


Figure 21. The graph Occupation Comparison for the Civilian Employed Population 16 Years and Over shows the fluctuation of occupations from 2012 to 2016.

12.20%

11.90%

18.30%

27.50%

30.20%

0% 5% 10% 15% 20% 25% 30% 35%

PRODUCTION, TRANSPORTATION, AND MATERIAL MOVING OCCUPATIONS

NATURAL RESOURCES, CONSTRUCTION, AND MAINTENANCE OCCUPATIONS

SALES AND OFFICE OCCUPATIONS

SERVICE OCCUPATIONS

MANAGEMENT, BUSINESS, SCIENCE, AND ARTS OCCUPATIONS

PERCENT

OCCUPATION FOR THE CIVILIAN POPULATION 16 YEARS AND OVER


0% 5% 10% 15% 20% 25% 30% 35%

PRODUCTION, TRANSPORTATION, AND MATERIAL MOVING OCCUPATIONS

NATURAL RESOURCES, CONSTRUCTION, AND MAINTENANCE OCCUPATIONS

SALES AND OFFICE OCCUPATIONS

SERVICE OCCUPATIONS

MANAGEMENT, BUSINESS, SCIENCE, AND ARTS OCCUPATIONS

PERCENT

OCCUPATION COMPARISON FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER

2012 2013 2014 2015 2016



Figure 22. The graph Industry for the Civilian Employed Population 16 Years and Over shows the Navajo Nation employment by industry in 2016 and has 41.3 percent of the civilian employed population 16 years and over working in the educational services, health care, and social assistance industry.


Figure 23. The graph Industry Comparison for the Civilian Employed Population 16 Years and Over shows that from 2012 to 2016 the education service, health care, and social assistance industry has had the most civilian employed population 16 years and over.

10.60%

2.50%

11.00%

41.30%

3.40%

2.50%

0.20%

5.50%

8.20%

0.60%

3.00%

8.50%

2.80%

0% 10% 20% 30% 40% 50%

PUBLIC ADMINISTRATION

OTHER SERVICES, EXCEPT PUBLIC ADMINISTRATION

ARTS, ENTERTAINMENT, AND RECREATION, AND ACCOMMODATION AND FOOD SERVICES

EDUCATIONAL SERVICES, AND HEALTH CARE AND SOCIAL ASSISTANCE

PROFESSIONAL, SCIENTIFIC, AND MANAGEMENT, AND ADMINISTRATIVE AND WASTE MANAGEMENT SERVICES

FINANCE AND INSURANCE, AND REAL ESTATE AND RENTAL AND LEASING

INFORMATION

TRANSPORTATION AND WAREHOUSING, AND UTILITIES

RETAIL TRADE

WHOLESALE TRADE

MANUFACTURING

CONSTRUCTION

AGRICULTURE, FORESTRY, FISHING AND HUNTING, AND MINING

PERCENT

INDUSTRY FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER


0% 10% 20% 30% 40% 50%

PUBLIC ADMINISTRATION

OTHER SERVICES, EXCEPT PUBLIC ADMINISTRATION

ARTS, ENTERTAINMENT, AND RECREATION, AND ACCOMMODATION AND FOOD SERVICES

EDUCATIONAL SERVICES, AND HEALTH CARE AND SOCIAL ASSISTANCE


FINANCE AND INSURANCE, AND REAL ESTATE AND RENTAL AND LEASING

INFORMATION

TRANSPORTATION AND WAREHOUSING, AND UTILITIES

RETAIL TRADE

WHOLESALE TRADE

MANUFACTURING

CONSTRUCTION

AGRICULTURE, FORESTRY, FISHING AND HUNTING, AND MINING

PERCENT

INDUSTRY COMPARISON FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER

2012 2013 2014 2015 2016



Figure 24. The graph Comparative Unemployment Rate compares the unemployment rate for the Navajo Nation, Utah, New Mexico, Arizona, and the United States in 2016 and the Navajo Nation has the highest rate of unemployment at 18.9 percent.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “POVERTY STATUS IN THE PAST 12 MONTHS”.

Figure 25. The graph Comparative Poverty Status in the Past 12 Months shows the percent of the population for whom poverty status is determined. The Navajo Nation has the highest percentage of poverty status at 39.3 percent.

5.8%

6.5%

7.5%

4.1%

18.9%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

UNITED STATES

ARIZONA

NEW MEXICO

UTAH

NAVAJO NATION

PERCENT

COMPARATIVE UNEMPLOYMENT RATE

14.0%

16.4%

19.8%

10.2%

39.3%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

UNITED STATES

ARIZONA

NEW MEXICO

UTAH

NAVAJO NATION

PERCENT

COMPARATIVE POVERTY STATUS IN THE PAST 12 MONTHS



Figure 26. The graph Comparative Per Capita Income (Dollars) shows the per capita income of the Navajo Nation, Utah, New Mexico, Arizona, and the United States. The Navajo Nation has the lowest per capita income at $12,161.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER”.

Figure 27. The graph Male and Female Population 16 Years and Over shows that in 2016 there were 61,607 males and 67,729 females 16 years and over.

$31,128

$27,997

$25,146

$26,993

$12,161

$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000

UNITED STATES

ARIZONA

NEW MEXICO

UTAH

NAVAJO NATION

INCOME (DOLLARS)

COMPARATIVE PER CAPITA INCOME (DOLLARS)

67,729

61,607

MALE AND FEMALE POPULATION 16 YEARS AND OVER

FEMALE

MALE

TOTAL: 129,336


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE”.

Figure 28. The graph Sex by Age shows that in 2016 there were the most males and females from 10 to 14 years old.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “MEDIAN AGE BY SEX”.

Figure 29. The graph Median Age by Sex shows that in 2016 the median age for males was 29.9 and 33.7 for females.

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000

UNDER 5 YEARS 5 TO 9 YEARS

10 TO 14 YEARS 15 TO 17 YEARS

18 AND 19 YEARS 20 YEARS 21 YEARS

22 TO 24 YEARS 25 TO 29 YEARS 30 TO 34 YEARS 35 TO 39 YEARS 40 TO 44 YEARS 45 TO 49 YEARS 50 TO 54 YEARS 55 TO 59 YEARS

60 AND 61 YEARS 62 TO 64 YEARS

65 AND 66 YEARS 67 TO 69 YEARS 70 TO 74 YEARS 75 TO 79 YEARS 80 TO 84 YEARS

85 YEARS AND OVER

POPULATION

SEX BY AGE FEMALE MALE

TOTAL FEMALE: 89,747 TOTAL MALE: 85,361

29.9

33.7

MALE FEMALE

AGE

(YEA

RS)

MEDIAN AGE BY SEX TOTAL MEDIAN AGE: 31.3



Figure 30. The graph Female Employment Status 16 Years and Over shows that in 2016 female individuals 45 to 54 years old were mostly in the labor force, civilians, and employed.


Figure 31. The graph Male Employment Status 16 Years and Over shows that in 2016 male individuals 45 to 54 years old were mostly in the labor force and civilians.

0 2,000 4,000 6,000 8,000 10,000 12,000

16 TO 19 YEARS

20 AND 21 YEARS

22 TO 24 YEARS

25 TO 29 YEARS

30 TO 34 YEARS

35 TO 44 YEARS

45 TO 54 YEARS

55 TO 59 YEARS

60 AND 61 YEARS

62 TO 64 YEARS

65 TO 69 YEARS

70 TO 74 YEARS

75 YEARES AND OVER

POPULATION

FEMALE EMPLOYMENT STATUS 16 YEARS AND OVER

NOT IN THE LABOR FORCE

UNEMPLOYED

EMPLOYED

CIVILIAN

IN ARMED FORCES

IN LABOR FORCE

TOTAL

TOTAL: 129,336

0 2,000 4,000 6,000 8,000 10,000

16 TO 19 YEARS

20 AND 21 YEARS

22 TO 24 YEARS

25 TO 29 YEARS

30 TO 34 YEARS

35 TO 44 YEARS

45 TO 54 YEARS

55 TO 59 YEARS

60 AND 61 YEARS

62 TO 64 YEARS

65 TO 69 YEARS

70 TO 74 YEARS

75 YEARES AND OVER

POPULATION

MALE EMPLOYMENT STATUS 16 YEARS AND OVER


UNEMPLOYED

EMPLOYED

CIVILIAN

IN ARMED FORCES

IN LABOR FORCE

TOTAL

TOTAL: 129,336


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER”.

Figure 32. The graph Sex by Educational Attainment for the Population 25 Years and Over shows that most male and females were high school graduates (including equivalency) in 2016.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “CLASS OF WORKER BY SEX FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER."

Figure 33. The graph Class of Worker by Sex for the Civilian Employed Population 16 Years and Over shows that most male and females were self-employed in own not incorporated business workers and unpaid family workers in 2016.

0 5,000 10,000 15,000 20,000 25,000

NO SCHOOLING COMPLETED NURSERY TO 4TH GRADE

5TH AND 6TH GRADE 7TH AND 8TH GRADE

9TH GRADE 10TH GRADE 11TH GRADE

12TH GRADE, NO DIPLOMA HIGH SCHOOL GRADUATE (INCLUDES EQUIVALENCY)

SOME COLLEGE, LESS THAN 1 YEAR SOME COLLEGE, 1 OR MORE YEARS, NO DEGREE

ASSOCIATE'S DEGREE BACHELOR'S DEGREE

MASTER'S DEGREE PROFESSIONAL SCHOOL DEGREE

DOCTORATE DEGREE

POPULATION

SEX BY EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER

FEMALE MALE TOTAL FEMALE: 54,195 TOTAL MALE: 49,187

0% 20% 40% 60% 80% 100%

SELF-EMPLOYED IN OWN NOT INCORPORATED BUSINESS WORKERS AND UNPAID FAMILY WORKERS

FEDERAL GOVERNMENT WORKERS

STATE GOVERNMENT WORKERS

LOCAL GOVERNMENT WORKERS

PRIVATE NOT-FOR-PROFIT WAGE AND SALARY WORKERS

SELF-EMPLOYED IN OWN INCORPORATED BUSINESS WORKERS

EMPLOYEE OF PRIVATE COMPANY WORKERS

PRIVATE FOR-PROFIT WAGE AND SALARY WORKERS

PERCENT

CLASS OF WORKER BY SEX FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER

MALE FEMALE

TOTAL: 44,934


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “MEDIAN EARNINGS IN THE PAST 12 MONTHS BY SEX BY WORK EXPERIENCE IN THE PAST 12 MONTHS FOR THE POPULATION 16 YEARS AND OVER WITH EARNINGS IN THE PAST 12 MONTHS”.

Figure 34. The graph Median Earnings in the Past 12 Months by Sex by Work Experience in the Past 12 Months for the Population 16 Years and Over with Earnings in the Past 12 Months shows that in 2016 males and females that worked full time, year-round in the past 12 months made $35,814 (male) and $34,134 (female).

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “POVERTY STATUS IN THE PAST 12 MONTHS BY SEX BY AGE”.

Figure 35. The graph Income in the Past 12 Months Below Poverty Level by Sex and Age shows that in 2016 males 6 to 11 years old along with females 25 to 34 years old had the highest number of people below the poverty level.

27,0

58

35,8

14

10,9

37 23

,753

34,1

34

10,9

89

TOTAL (DOLLARS) WORKED FULL-TIME, YEAR-ROUND IN THE PAST 12 MONTHS (DOLLARS)

OTHER (DOLLARS)

DO

LLA

RS

MEDIAN EARNINGS IN THE PAST 12 MONTHS BY SEX BY WORK EXPERIENCE IN THE PAST 12 MONTHS FOR THE POPULATION 16 YEARS AND OVER WITH EARNINGS IN

THE PAST 12 MONTHS MALE FEMALE

TOTAL: $25,544

0 1,000 2,000 3,000 4,000 5,000 6,000

UNDER 5 YEARS 5 YEARS

6 TO 11 YEARS 12 TO 14 YEARS

15 YEARS 16 AND 17 YEARS

18 TO 24 YEARS 25 TO 34 YEARS 35 TO 44 YEARS 45 TO 54 YEARS 55 TO 64 YEARS 65 TO 74 YEARS

75 YEARS AND OVER

POPULATION

INCOME IN THE PAST 12 MONTHS BELOW THE POVERTY LEVEL BY SEX BY AGE

FEMALE MALE

TOTAL FEMALE: 35,261 TOTAL MALE: 33,375


SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER”.

Figure 36. The graph Female by Age by Veteran Status for the Civilian Population 18 Years and Over shows that in 2016 most female veterans were 35 to 54 years old.

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER”.

Figure 37. The graph Male by Age by Veteran Status for the Civilian Population 18 Years and Over shows that in 2016 most male veterans were 18 to 34 years old.

0 5,000 10,000 15,000 20,000 25,000

18 TO 34 YEARS

35 TO 54 YEARS

55 TO 64 YEARS

65 TO 74 YEARS

75 YEARS AND OVER

POPULATION

FEMALE BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER

NONVETERAN VETERAN

TOTAL FEMALE: 63,893

0 5,000 10,000 15,000 20,000 25,000

18 TO 34 YEARS

35 TO 54 YEARS

55 TO 64 YEARS

65 TO 74 YEARS

75 YEARS AND OVER

POPULATION

MALE BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER

NONVETERAN VETERAN

TOTAL MALE: 58,390


NAVAJO NATION TRIBAL

ENTERPRISES

PRIVATE SECTOR

LODGING FACILITIES

• Navajo Agricultural Products Industry (NAPI) • Navajo Arts and Crafts Enterprise (NACE) • Native Broadcast Enterprise (NBE) • Navajo Engineering and Construction Authority (NECA) • Navajo Housing Authority (NHA) • Navajo Nation Gaming Enterprise (NNGE) • Navajo Nation Hospitality Enterprise (NNHE) • Navajo Nation Oil & Gas Company (NNOGC) • Navajo Nation Shopping Centers, Inc. (NNSCI) • Navajo Times • Navajo Tribal Utility Authority (NTUA)

• Four Corners Power Plant • Frontier Company • Navajo Generating Station • Navajo Mine • Peabody Energy's Arizona Mines • Raytheon Missiles Systems Company Diné Facility • Tooh Dineh Industries, Inc.

• Best Western Canyon De Chelly Motel Inc., Chinle - 104 Rooms • Holiday Inn, Chinle – 108 Rooms • Thunderbird Lodging, Chinle – 74 Rooms • Anasazi Inn, Kayenta – 58 Rooms • Hampton Inn, Kayenta – 73 Rooms • Holiday Inn, Kayenta – 163 Rooms • Wetherill Inn Motel, Kayenta – 54 Rooms • Many Farms Inn, Many Farms – 32 Rooms • Navajoland Inn & Denny's, St. Michaels – 70 Rooms • Greyhills Inn, Tuba City – 32 Rooms • Quality Inn Navajo Nation, Tuba City – 80 Rooms • Diné Inn Motel, Tuba City – 21 Rooms • Quality Inn Navajo Nation Capital, Window Rock – 56 Rooms


“The Navajo Nation’s greatest asset is the Navajo People.”


ECONOMIC DEVELOPMENT SWOT ANALYSIS

Economic Development Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

The Division of Economic Development leadership and management team participated in an Economic Development SWOT Analysis workshop, which identified the Strengths, Weaknesses, Opportunities and Threats regarding economic development across the Navajo Nation, including at the regional and local community levels. Through the SWOT Analysis, a range of issues, challenges and opportunities regarding the existing and future economic conditions of the Navajo Nation were identified and discussed. Discussion topics included tourism opportunities, political issues, contract process delays, lack of policy, budget constraints, lack of infrastructure, and land availability. There were a consistent number of concerns provided for each of the categories and an overall understanding of the existing economic conditions from the management team. Based on the feedback provided, the Navajo Nation’s economic needs, assets, and priorities were analyzed as a basis for the economic development strategic direction.


STRENGTHS

WEAKNESSES

• Culture • Technology • Qualified Professionals • Workforce • Experience • Scenery • Bilingual Staff • Division • Departments • Land • Sovereignty • Navajo Nation Laws • Policies

• Regulations • Transportation • Railway • Investments • Navajo Nation Fair • Federal Incentives • New Market Tax

Credits • Small Business • Government Loans • Government Structure • Judicial Court • Peacemaking Solutions

• Largest Tribal Population

• Treaties • Bill of Rights • Ké Clan System • Leadership • Water Rights • Wildlife • Corporate Activity • Home • Rural • Tourism • Livestock • E-Commerce

• Border Town • Budget • Lack of Training • Lack of Infrastructure • Workforce • Qualifications • Customer Service • Lack of Technology • Mismanagement • Bureaucracy • Bureau of Indian Affairs • Trump Administration • No Compliance

Enforcement • Entitlement • Cash Leakage

• Perception • Cash Flow • No Investments • Lack of Knowledge • No Zoning • High Unemployment • Tribal Entities • Competition • Small Business • Lack of Economic

Development Sector (Commercial/Industrial/Tourism/Small Business)

• Regulatory Requirements • Lengthy Contract Approval

Processes • No Jobs • No Motivation

• Social Issues • Brain Drain • Change • Leadership • Government Structure • Administrative Terms &

Platforms • Politics • Land Restrictions • Cultural Changes • Loss of Culture • Long-Term Planning • Business Attraction • Lack of Marketing


OPPORTUNITIES

THREATS

• Tourism • Culture and Language • Scenic Natural

Landscapes • Eco-Tourism • Navajo-Owned

Companies • Branding and Marketing • Native American

Education • Business Opportunities

(8(a), Joint Ventures, etc.)

• Wireless Technology • Promote Investment • Renewable Energy

• Community Improvement • Financial Investments • Farming • Agri-Business • Manufacturing • Transportation • Airport • Retail • Coffee Shops • Hunting • Forestry • Recreational • Exporting Opportunities • Hotels • Restaurants • Visitor Center

• Hotel Accommodations • E-Commerce • Arts and Crafts • Tax Base • Water Management

(CAP, APS, SRP) • Politics • Sovereignty • Workforce • Education (K-12, Higher

Ed, Vocational, College) • Collaboration • Partnership • Update Policies • Community Development

Corporation

• Jobs • Technology • Budget • Funding • Politics • Unemployment • Micro-Management • New Administration • Follow Through with

Plans • No Collaboration • Streamline Policies &

Processes • War and Terrorism

• DOJ Laws and Policies • Restrictive Land Policy • Land Suitability • Floodplain • Grazing Permits &

Holders • Sacred Land • Infrastructure • Water • Natural Resources • Closing of Coal Mine &

Power Plant • Sovereignty Rights

• Abandoned Towns (Mines, Mills, Uranium)

• Depend on Outside Companies

• Environmental Impacts (Uranium, Water, etc.)

• Continuation of Cash Leakage

• Education • Qualifications • Lack of Technology to

Improve Economic • School Closures • Threat of Unfavorable

Business


ECONOMIC DEVELOPMENT STRATEGIC DIRECTION Overview The Comprehensive Economic Development Strategy (CEDS) serves as a guiding doctrine for the Division of Economic Development to pursue their economic development initiatives and fulfill the vision of future economic growth and prosperity for the Navajo Nation. The overall goal of the CEDS is to establish the Navajo Nation’s DED as an agile, resourceful and well-versed team capable of developing the Nation’s economy. The Nation’s abundant natural resources, untapped business prospects, need for sound infrastructure, and essential job opportunities predicate the need for a robust strategic plan. The CEDS will also serve as a platform requiring an adherence to a higher degree of standards that will guide the DED for the upcoming years. Economic Vision

Vision Statement

“To empower the Navajo People to envision and create a self-sustaining economy that enhances a high quality of life

on the Navajo Nation.” Economic Key Priorities

Based on the Economic Development Vision, SWOT Analysis and discussions, the following key priorities were identified as DED’s focus areas toward progressing and self-sustaining the Navajo economy. The Navajo Nation’s greatest asset is the Navajo People. It is the People who are the foundation for the following key priorities.

1 •  Human Capital 2 •  Naat'áanii Development Corporation 3 •  Tourism 4 •  Healthcare 5 •  Technology 6 •  Small Business 7 •  Women Small Business 8 •  Natural Resources


Navajo Nation Economic Goals, Objectives and Action Plans Based on the Navajo Nation’s Economic Key Priorities, the DED identified the following economic goals, objectives and action plans for a collaborative strategic direction toward accomplishing the Navajo Nation’s community and economic development initiatives.

The Navajo people are valuable assets and the foundation to improving and self-sustaining the economy, collectively as a people, within the Navajo Nation.

Goal: § To grow and nurture the existing untapped assets, the Navajo People, toward self-

empowerment and self-sustaining economy. Objective:

§ To create education and employment opportunities to maintain the skilled workforce of Navajo employees on the Navajo Nation.

§ To explore innovative solutions in technological advanced opportunities in creating a better competitive advantage.

§ Invest in sustainable, long-term development through education and workforce development opportunities.

Action Plans: § Invest in a Fabricating Lab with the Navajo Technical University (NTU). § Enhance job opportunities on the Navajo Nation based on existing occupation, workforce

and industry trends. § Explore job creation on the Navajo Nation based on future economic market feasibility

studies at the regional and community level. § Partner with NTU and Diné College to better understand the needs of the student body.

1 •  Human Capital


The Navajo Nation must explore, create and diversify the business climate to strengthen the economy and foster a more vibrant business friendly environment. Goal:

§ To allow the Navajo Nation to engage and create diverse business and economic development opportunities on the Navajo Nation.

Objective: § To obtain net income from large businesses and enterprises to increase revenue streams &

profitability for the Navajo Nation. § To incorporate business development and shift from solely acting as a project manager.

Action Plans:

§ Fund seed capital to establish the Naat’áanii Development Corporation. § Establish new policy, structure and requirements to obtain net income from large businesses

and enterprises to benefit and strengthen the economic foundation for the Navajo Nation. § Set up one of two hotel operations and management companies on the Navajo Nation. § Encourage staff to engage in business development and entrepreneurship.

2 •  Naat'áanii Development Corporation

Project Management

Business Development


The Navajo Nation has the opportunity to educate, create and share a unique cultural visitor experience within the global tourism industry. Goal:

§ To enhance and improve the Navajo experience, emerge as a leader in the tourism industry, and attract the global tourism market.

Objective:

§ To share and educate the uniqueness of the Navajo Nation, while remaining sensitive and respectful to the Navajo people, tradition, language and culture.

Action Plans:

§ Develop a series of Navajo-owned hotels highlighting the unique Navajo communities across the Navajo Nation driven by a community-based approach. Hotels are being planned in the communities of Shonto, Shiprock, Cameron, Crownpoint, Tuba City and LeChee.

§ Create, develop and implement a comprehensive tourism strategy that will be designed to increase visitor count, re-brand the Navajo Nation and create the Navajo experience with respect and sensitivity to the Navajo People using technology and data analytics.

§ Expand tourism staff to include a marketing specialist to better develop marketing campaigns, data analytics and track tourist activity on the Nation.

3 •  Tourism


The Navajo Nation needs advance, quality and compassionate health care services and facilities for the overall health, safety and wellbeing of the Navajo people and communities. Goal:

§ To provide health care services for the overall wellbeing, healing, recovery and quality of life for the Navajo people.

Objective:

§ Create a community-based approach in caring for the elderly, sick and non-critical patients.

§ Re-instill traditional teachings and beliefs into the healing and recovery process for people and community to take an active role in their personal health care.

§ Establish health care facilities in Navajo communities to create a healthy environment that promotes healing and recovery within traditional Navajo values.

Action Plans:

§ Establish compassionate elderly care, cancer centers and assisted living facilities on the Navajo Nation.

§ Establish a self-care health center to promote self-care, recovery and healing within a traditional and culturally relevant setting.

§ To promote and create educational opportunities and training in the health care related fields.

4 •  Healthcare


The Navajo Nation has various innovative technological opportunities to explore in developing our Nation to foster economic development. Goal:

§ To provide technological based employment to retain the talented, skilled and brightest within the Navajo Nation.

§ To create competitive wage paying jobs to encourage the Navajo workforce to stay on the Nation.

§ To position the Nation to become an active competitor in the fast growing ever changing advanced manufacturing industry.

Objective:

§ Develop and expand advance manufacturing by promoting and collaborating with the Navajo Nation’s educational institutions.

§ Develop and expand environmental sustainable technology, such as renewable energy, solar, wind and biofuel.

Action Plans:

§ Work collaboratively with the Navajo Technical University to create and promote educational opportunities and training in the technology related fields.

§ Expand the Navajo Technical University Fab Lab as a commercial and educational facility. § Create a new Operating & Management Facility on the Navajo Nation.

5 •  Technology


Navajo-owned small businesses are vital toward economically self-sustaining our communities within the Navajo Nation for future generations. Goal:

§ To promote and support Navajo-owned small businesses to build a self-sufficient economy on the Navajo Nation.

Objective:

§ Promote and support Navajo-owned small businesses to create jobs, keep money in the local communities and decrease dollar leakage into the surrounding border towns.

§ Update the streamlining process, incentives, financing and policies to establish and maintain Navajo-owned small businesses.

§ Provide educational training and technical assistance in starting and maintaining small local business on the Navajo Nation.

Action Plans:

§ Organize the Annual Navajo Nation Economic Summit to promote Navajo business strategies, celebrate entrepreneurs and create networking opportunities toward enhancing the Navajo business environment.

§ Allow small business owners to actively create, develop and facilitate a workshop series during the Economic Summit.

§ Promote the Business Opportunity Act by utilizing Navajo Priority One Businesses for goods and services within the Navajo Nation.

§ Provide Navajo entrepreneurs’ an opportunity to generate new ideas, new business models, and new ways of selling goods and services.

§ Increase outreach, training, and educational forums to promote the idea of small business ownership and entrepreneurship.

§ Develop a youth orientated small business program that will provide incentives for the youth to consider a career in business.

6 •  Small Business

“The most valuable asset in enhancing economic development on the Navajo Nation is the Navajo-owned small businesses and owners.”

Karen Bedonie, Owner, Oops A Daisy, LLC


Traditionally, the Navajo Nation is a matrilineal society and Navajo women are the center of the families, communities and Nation. Goal:

§ To promote and support the growing number of Navajo-women owned small businesses across the Navajo Nation.

Objective:

§ Advance and empower Navajo women entrepreneurs to increase economic growth opportunities for women.

Action Plans:

§ Provide the Navajo Women Chamber of Commerce a platform to organize, strategize, support and promote women businesses on the Navajo Nation.

§ Explore opportunities for Navajo Women Business to be benefit from the Business Opportunity Act and Navajo Priority One Businesses procurement processes.

§ Establish a Navajo Women Business of the Year Award at the Navajo Nation Economic Summit.

7 •  Women Small Business


Historically, the Navajo Nation’s abundant amount of Natural Resources has largely contributed toward the Navajo Economy. Goal:

§ Explore future Natural Resource opportunities through innovative technology and renewable energy development.

Objective:

§ Explore large-scale renewable energy development in the southwest. § Develop local community and regional Natural Resource projects throughout the Navajo

Nation. § Develop and expand environmental sustainable technology, such as renewable energy,

solar, wind and biofuel/biomass.

Action Plans: § Research impacts on the closure of the Navajo Generating Station. § Examine and analyze continued usage of the train as a tourism venture. § Incorporate parks and recreational opportunities in the comprehensive marketing strategy. § Invest in the expansion of the park system.

8 •  Natural Resources


EVALUATION AND PERFORMANCE MEASUREMENT The Navajo Nation Division of Economic Development is responsible for providing annual evaluation of the existing Comprehensive Economic Development Plan to ensure future success. Measurement to evaluate implementation includes, but is not limited to job creation, workforce development, small business development, infrastructure development and the overall quality of life. Any recommendations and/or changes to this plan will be presented to the Division of Economic Development for consideration.


PROJECT PLANNING & DEVELOPMENT: PRIORITIZED PROJECTS Project Development Department The DED Project Development Department manages a number of economic development projects throughout the Navajo Nation, which promotes business development, employment and revenue toward the Navajo economy. The following is DED’s Priority Project List for years one and two, which are alphabetized by location:

Year Task Location Project Brief Description

1 1 Development Alamo Batch Plant Construction

2 1 Construction Aneth Montezuma Creek Eatery Development & Construction

3 1 Infrastructure Aneth Mini Mall; Whitehorse Site Main Infrastructure, Development &

Construction

4 1 Study Birdsprings Business Site Feasibility Study & Agriculture Project

5

1 Development Bodaway/ Gap Vendor Site Development Develop a Vending Site for Local Vendors. Waterless Restroom, Pull Out Along Rte89/ Marble Canyon & Signage

6 1 Infrastructure Bodaway/ Gap Vendor Site Development Marble Canyon/Big Cut; 2 Waterless

Restrooms

7 1 Study Cameron Museum/ Cultural Center Market Feasibility Study

8 1 Infrastructure Chichiltah Infrastructure Development, 10

acres Infrastructure Design & Construction

9 1 Redevelop Chinle Church's Chicken Business Site Demolition and Clean Up of Existing Site

10 1 Infrastructure Chinle Business Site @ Intersection Hwy

191/Rt. 7 Infrastructure

11 1 Redevelop Chinle Valerie Allen Business Site Demolition, Clean Up & Redevelopment

12 1 Infrastructure Chinle Chinle Industrial Park

Improvements Construct Drainage System for the Industrial Park

13 1 Infrastructure Chinle Canyon De Chelly Install Waterless Restroom

14 1 Redevelop Chinle Former Jim Draper Site Demolition, Clean Up & Redevelopment

15 1 Redevelop Chinle ACE Hardware and Lumber Demolition & Redevelopment

16 1 Redevelop Chinle Baldwin Business Site Tract I, Redevelopment

17 1 Study Chinle Canyon De Chelly Feasibility Study & Design

18 1 Redevelop Chinle Ben Smith Business site Demolition, Site Clean Up &

Redevelopment

19 1 Infrastructure Church Rock Church Rock Industrial Park Construct Drainage System

20 1 Infrastructure Church Rock Church Rock Industrial Park Install Safety Lights for Industrial Park

21 1 Redevelop Church Rock Church Rock Industrial Site Demolition, Site Clean Up &

Improvements

22 1 Development Church Rock Church Rock Convenience Store Development & Infrastructure

23 1 Infrastructure Coalmine Canyon/

Tuba City Kerley Valley Commercial Site Site Work-Water/Sewer, Access Road,

Drainage & Construction

24 1 Development Cornfields Deer Point Commercial

Development Develop Shopping/Retail Center, A/E Service

25 1 Redevelop Counselor Counselor Business Site Pre-Development

26 1 Development Crownpoint Advance Manufacturing Plant Develop & Construct Manufacturing

Facility

27 1 Redevelop Crownpoint Crownpoint Convenience Store Development, Facility & Infrastructure

28 1 Development Crownpoint Crownpoint Hotel & Convention

Center Development, Facility & Infrastructure

29 1 Construction Dennehotso Dennehotso Retail Center Construction; Gas Station, Convenience

Store, Food Service & Laundromat



30 1 Promotion Domestic AZ Office of Tourism Partnership Promo Ads

31 1 Development Fort Defiance Visitor Center and Park Planning, Design & Construction

32 1 Construction Ganado Ganado Shopping Center Construct 35,000s.f. Commercial Facility

& Infrastructure

33 1 Development Ganado Hotel/ Restaurant Development Clearances, Development & Construction

34 1 Infrastructure Ganado Broken Arrow Plan, Design, Infrastructure & Site Work

35 1 Renovate Ganado Ganado Plaza Commercial Development & Site Prep

36 1 Study Greasewood Greasewood Commercial Site Market Feasibility Study

37 1 Development Indian Wells Business Site, 25 Acres Development

38 1 Study Iyanbito Inland Port Feasibility Study for Port Application

39 1 Study Kinlichee Bed/Breakfast & RV Park A/E Services & Site Work

40 1 Infrastructure LeChee LeChee Commercial Site Market Feasibility Study; Infrastructure &

Development

41 1 Study LeChee Navajo Generating Station Study

42 1 Development LeChee Antelope Point Hotel Design

43 1 Infrastructure Leupp Young Tours Design & Construct Access Road

44 1 Renovate Lukachukai Picnic Areas (3) Renovation

45 1 Development Lupton Tea Pot Pull Out and Trail Plan, Design & Construct

46 1 Infrastructure Montezuma Creek 2 Commercial Sites (9 and 24

acres) Infrastructure (Water, Sewer and Access Road) & Development

47 1 Construction Nahat'a'Dziil Nahat'a'Dziil Shopping Center Construct 30,000 SF Commercial Facility

& Infrastructure.

48 1 Construction National Byway Signage Construct Welcome Signs at NN

boundary

49 1 Redevelop Nazlini Former Nazlini Store Demolition, Clean Up & Redevelopment

50 1 Study NM I-40 NM I-40 Corridor Study Market Feasibility Study

51 1 Renovate Oljato Former Oljato Trading Post Demolition, Clean Up & Renovation

52 1 Demolish Pinon McGee Site Demolition & Business Site Clean-Up

53 1 Redevelop Pueblo Pintado Convenience Store, Gas Station Fuel station

54 1 Redevelop Pinon Chee's Store Site Demolition, Site Cleanup, &

Redevelopment

55 1 Redevelop Red Valley Daryle George Business Site Pre-Development; Auto Repair Shop

56 1 Development Saint Michaels Navajo Nation Bank Pre-Development

57 1 Development Saint Michaels Window Rock Administrative

Area Window Rock Master Plan

58 1 Infrastructure Saint Michaels Tse Bonito Commercial Strip A/E Services & Infrastructure Construction

59 1 Study Saint Michaels DED Development - Feasibility, Consulting,

Project Management

60 1 Development Shiprock Virginia Johnson Business Site Pre-Development (Survey, Arch, Environ)

61 1 Infrastructure Shiprock Shiprock Hotel Design, Development & Construct

Infrastructure

62 1 Redevelop Shiprock Bond and Bond BSL Clean-up Demolition, Site Clean Up &

Redevelopment

63 1 Development Shiprock Red Rock Realtor Pre-Development (Survey, Arch, Environ)

64 1 Development Shiprock Former Talk's Café Site Pre-Development

65 1 Infrastructure Shiprock Waterline Extension East of US 491

66 1 Renovate Shiprock Shiprock Industrial Park Tribal Industrial Building Renovations

67 1 Clean Up Shiprock Shiprock Industrial Area Clean Up

68 1 Development Shonto Commercial Development Hotel Development



69 1 Renovate Tohatchi Former Child Care Site Building Renovation & Site Work

70 1 Study Tohatchi Master Plan Tourism/Economic Development,

Collaboration w/UNM

71 1 Construction Toko'i/ Cudei Visitor Outlook Establish Landmark & Visitor Kiosk

72 1 Study Toyei Toyei Industrial Site Market Feasibility Study

73 1 Development Toyei Commercial Development Pre-Development

74 1 Construction Tsealnaoste'l Visitor Outlook Establish Landmark & Visitor Kiosk

75 1 Redevelop Tselani/

Cottonwood Gorman's Convenience Store Development

76 1 Infrastructure Tuba City Cavesa's Car Wash, Laundromat Utilities, Earthwork & Access Road

77 1 Redevelop Tuba City Former Redd LeChee Site Demolition & Clean Up, Redevelopment-

Hotel

78 1 Study Tuba City Former Blue Sage Ventures, LLC Appraisal, Land Survey, Development-

Hotel

79 1 Clean Up Tuba City Former Ferrell Gas Site Demolition & Site Clean Up

80

1 Infrastructure Tuba City Terraform Development -Apartments, Offices, Wellness Center, Restaurant

Infrastructure Development

81 1 Infrastructure Tuba City TC Auto Tec. (Barney Enterprises) Parking Lot & Access Road

82 1 Infrastructure Tuba City Terraform Dev., LLC Design, Construct, & Infrastructure

83 1 Infrastructure Tuba City Kerley Valley Commercial Site

(25 Acres) Infrastructure Design/Construction

84 1 Clean Up Tuba City Former Desert Memorial Funeral

Home Demolition and Site Clean Up

85 1 Clean Up Upper Fruitland Industrial Park Warehouse Expansion

86 1 Redevelop Upper

Greasewood Red Mesa Trading Post Convenience Store Redevelopment

87 1 Development Window Rock Window Rock Veterans Park Design & Construction Improvements

88 1 Construction WR Signage N12 Design & Construct

89

2 Development Aneth Whitehorse Commercial Development

Development, Construction, Grocery/General Store, Car Wash, & Laundromat

90 2 Construction Bodaway/ Gap Antelope Trail Vending Site Improvement & Construction

91 2 Infrastructure Bodaway/ Gap Cedar Ridge Business Site Ethnographic Study-Historic, Building, &

Infrastructure Design Construction

92 2 Infrastructure Chinle Chinle Restaurant Infrastructure Construction

93 2 Predevelop Chinle Silver Coin Carwash, Laundromat Survey

94 2 Infrastructure Church Rock Church Rock Industrial Park Site Improvement, Install Drainage

System, Wastewater Line Extension.

95 2 Infrastructure Chinle Hotel Development Infrastructure

96 2 Development Cornfields Junction Commercial

Development A/E Services, Water, Sewer, & Building Construction

97 2 Renovate Counselor Counselor Convenience Store Renovation & Construction

98 2 Development Crownpoint Advance Manufacturing Plant Develop & Construct Manufacturing

Facility

99 2 Development Crownpoint Indian Market Develop & Construct Facility

100 2 Infrastructure Crownpoint Indian Market Parking Lot Site Clearance Storm Water Items.

101 2 Development Crownpoint Checkerboard Refuse Disposal Development

102 2 Development Crownpoint Eastern Navajo Office Complex A/E Services, Multi-Use Development, &

Construction

103 2 Study Dennehotso Dennehotso Industrial Park Master Plan, Lot Division, & Utility

Designation



104 2 Development District 5 Agricultural Cooperative Farm Site Development/ Preparation

105 2 Demolish Forest Lake Former Ute Pass Convenience

Store Site Remove Storage Tank, Demolition, & Cleanup

106 2 Infrastructure Fort Defiance Fort Defiance Industrial Park

Improvement Design & Construct Access Road

107 2 Development Ganado Lincoln Electric Co. Preliminary Planning, Master Plan

108 2 Infrastructure Indian Wells Indian Wells Commercial Site (10

Acres) Infrastructure Development

109 2 Development Jeddito Junction US 254/N6 Site Commercial Development

110 2 Development Kaibeto 80 Acres Commercial Site Development: Mix Commercial & Light

Industrial

111 2 Infrastructure Kaibeto TB Tire Shop & Tour Business Design, Construct Infrastructure & Access

Road

112 2 Infrastructure Kaibeto 8 & 10 Acres Commercial Site Infrastructure, Access Roads & Parking Lot

113 2 Development LeChee Navajo Generating Station Commercial & Industrial Development

114 2 Infrastructure LeChee Navajo Generating Station Infrastructure Development

115 2 Study Leupp Industrial Park Master Plan, Lot Division & Utility

Designation

116 2 Demolish Lukachukai Former Upper Greasewood

Store Site Demolition & Clean Up

117 2 Redevelop Lukachukai Former Kennedy Store Site Demolition, Clean Up & Redevelopment

118 2 Redevelop Many Farms Emmett Bia Business Site Archaeological Clearance &

Redevelopment

119 2 Infrastructure Mexican Water Micro Cabins Infrastructure

120 2 Development Naschitti Naschitti Gas Station &

Convenience Store Development & Building/ Infrastructure Construction

121 2 Infrastructure Navajo Mountain Navajo Mountain Business Site Infrastructure Design, Development,

Construct; C-Store, Laundromat

122 2 Redevelop Prewitt/Baca Convenience Store, Gas Station Construction, Site Work & Infrastructure

123 2 Redevelop Red Lake Navajo NM Industrial Park

(Former NFPI) Environmental Remediation & Rehabilitation.

124 2 Development Rock Springs Rock Springs Business Site Development & Equine Services

125 2 Development Round Rock Round Rock Trading Post Demolition & Clean Up

126 2 Development Saint Michaels Navajo Nation Bank Development

127 2 Construction Shiprock Towing Yard-Buck's Site Grading

128 2 Clean Up Shiprock Former JG Business Site Demolition & Clean Up

129 2 Infrastructure Shiprock Shiprock Mini-Mall Infrastructure Plan

130 2 Infrastructure Shiprock Desert View Funeral Home Parking Lot Paving

131 2 Infrastructure Shiprock Shiprock Indian Market Construct Restrooms

132 2 Infrastructure Shiprock Office Building Sewer Line Extension

133 2 Renovate Toadlena Toadlena Trading Post Roof Repair

134 2 Infrastructure Tonalea 9 Acres Commercial Site Utilities & Access Roads

135 2 Development Tse Da Kahn Omni Tse Daa Kan Linen Develop Regional Laundry Facility

136 2 Construction Tuba City WRBDO Building Project Construction

137 2 Development Tuba City Dinosaur Track Development

138 2 Development Tuba City/Gap Northwest Corridor Development C-Store & Motel Development

139 2 Study White Cone White Cone Commercial

Development Market Feasibility Study

Source: Navajo Nation Division of Economic Development


NAVAJO NATION INDUSTRIAL PARKS Project Development Department The DED Project Development Department also manages a number of industrial park projects throughout the Navajo Nation, which also promotes business development, employment and revenue toward the Navajo economy. The following is DED’s Industrial Parks Project List, which are listed by project location:


Project Brief Description Acres1 Chinle, Arizona Park is full, no lots available. 30 Acres

2 Fort Defiance, ArizonaLot 3 (4.074 acres): Lot is available for lease.Located at the intersection of Navajo Route 12and Navajo Route 5 in Fort Defiance, Arizona. 50 Acres

3 Dennehotso Yazzie AcresFifty-five (55) acres available for lease. Located just 20 miles east of Kayenta, Arizona and adjacent to State Highway 160. 55 Acres

4 Leupp Industrial Park

Ninety-nine (99) acres available for lease. Located 1 mile from the Highway 99 and adjacent to Navajo Route 15, just 20 miles north of Interstate 40 in Leupp, Arizona. 100 Acres

5 Church Rock Industrial ParkThirty (30) acres available for lease. Adjacent to Interstate 40 and NM Highway 118 in Church Rock, New Mexico. 76 Acres

6 Shush Be Toh Industrial Park No acres available for lease, Park is full. 320 Acres

7 Shiprock Industrial Park

Forty (40) acres available for lease. Locatedadjacent to NM Highway 491 and 30 miles westof Farmington, New Mexico in Shiprock, NewMexico. 50 Acres

8 NAPI Industrial Park

One (1) Lot available for lease, 27.95 Acres.Located 7 miles south of Farmington, New Mexico,off of BIA Route 54 (frontage road) adjacent toNM Highway 371, NAPI, New Mexico. 250 Acres

9 NFPI Navajo Industrial ParkOne Hundred (100) acres available for lease. Located in Navajo, New Mexico adjacent to Navajo Route 12. 100 Acres

10 Newlands Industrial Site No acres available for lease. 20 Acres

11 Thoreau Industrial SiteThree Hundred and Five (305) acres available for lease. Located in Thoreau, New Mexico 1 mile south of NM Highway 371. 305 Acres


UNDEVELOPED CHAPTER COMMERCIAL TRACTS Small Business Development Department The DED Small Business Development Department manages a number of Business Site Leases throughout the Navajo Nation, which promotes business development, employment and revenue toward the Navajo economy. The following is DED’s Undeveloped Chapter Commercial Tracts, which are listed by Agencies and Chapters:

Chinle Agency

Chapter Status Acreage

1 Hard Rock 1-BSL Active 5.50 2 Forest Lake 1-BSL Non-Active 1.17 3 Black Mesa No BSL - 4 Blue Gap 1-BSL Active 4.63 5 Pinon 2-BSL Abandoned - Needs Clean Up 2.73 6 Whippoorwill 1-BSL Active 20.00 7 Indian Wells 1-BSL Needs Site Prep 25.00 8 Chinle 7-BSL Non-Active 17.40 9 Nazlini 1-BSL Non Active - Needs Clean-Up 2.14

10 Cottonwood 1-BSL Un-developed 2.00 11 Many Farms 4-BSL Un-developed 4.54 12 Round Rock 3-BSL Abandoned - Needs Clean-Up 7.00 13 Lakachukai 2-BSL Abandoned - Needs Clean-Up 9.00 14 Tsaile/Wheatfields 4-BSL Undeveloped - Needs Clean-Up 7.00 15 Rough Rock 1-BSL Abandoned - Needs Clean-Up 6.70 16 Low Mountain 2-BSL, 1-BSL - Needs Clean-Up 8.50

Eastern Agency


1 Pueblo Pintado Inactive 4.93 2 Crownpoint Inactive 0.68 3 Crownpoint Inactive 0.35 4 Crownpoint Inactive 0.41 5 Mariano Lake Inactive 3.39 6 Standing Rock Inactive 3.00

Northern Agency


1 Aneth 3 Sites - Land Withdrawn 24.00 / 9.20 / 5.83 / 1.98

2 Teec Nos Pos 1 Expired BSL - 1 Land Withdrawn 16.88 / 8.41 3 Red Mesa 2 Sites - Land Withdrawn 17.67 / 5.00 4 Dennehotso, AZ 2 Sites - Land Withdrawn / 1 BSL - Expired 10.00 / 55.00 5 Oljato 1 Expired BSL - 2 Cancelled BSL 3.90 / 4.00 / 6.00


Ft. Defiance Agency


1 Cornfields 3 Sites 25.00 / 100.00 / 25.00 2 Ft. Defiance 2 Sites 6.00 3 Ganado 2 Sites 7.94

4Lower Greasewood

1 Site -

5 Sawmill 1 Site - 6 St. Michaels 1 Site - 7 Tohatchi 1 Site -

Shiprock Agency


1 Upper Fruitland Undeveloped 5.99 2 Shiprock New Lease - Undeveloped 1.74 3 Shiprock Lease Terminated - Undeveloped 3.03 4 Shiprock Lease Terminated - Undeveloped 7.995 5 Shiprock Lease Terminated - Undeveloped 2.81 6 Shiprock Lease Terminated - Undeveloped 2 7 Shiprock Lease Terminated - Undeveloped 2.855 8 Shiprock Lease Terminated - Undeveloped 32.25 9 Shiprock Lease Terminated - Undeveloped 2.996

10 Shiprock Lease Terminated - Undeveloped 1 11 Shiprock Lease Terminated - Undeveloped 2.77 12 Shiprock Lease Terminated - Undeveloped 1.66 13 Shiprock Development Expired - Undeveloped 10 14 Shiprock Lease Terminated - Undeveloped 2 15 Shiprock Lease Terminated - Undeveloped 3.6 16 Shiprock Expired Lease -Undeveloped 1.28 17 Shiprock Expired Lease -Undeveloped 2.983 18 Shiprock Expired Lease -Undeveloped 1.51 19 Shiprock Expired Lease -Undeveloped 1.05 20 Shiprock Expired Lease -Undeveloped 0.5 21 Shiprock Lease Terminated - Undeveloped 2.59 22 Shiprock New Lease - Undeveloped 0.806 23 Sanostee Lease Terminated - Undeveloped 1.86 24 Newcomb Lease Terminated - Undeveloped 1.36 25 Cove Expired Lease -Undeveloped 1.82


Western Agency


1 Bodaway/Gap Water & waste water lines and access road have been constructed with various outside grant funds.

4acres

2 Bodaway/Gap Previously a T.P. site, now vacant. Needs waste water disposal system (sewer lagoon.)

4acres

3 Bodaway/Gap Identified as Chapter property but there is some interest from business people.

12 acres

4 Bodaway/Gap

Barney Enterprise, LLC received Chapter resolution for a Laundromat but lacks land approval for an access road. Undeveloped.

3 acres

5 Bodaway/Gap

Land identified for gravel site, land survey, archaeological and environmental assessment completed but needs plans for a spring to get compliance determination from NN Fish & Wildlife.

50 acres

6 Bodaway/Gap

NN approved land withdrawal, needs master plan, engineering plan & design for infrastructure & construction of infrastructure.

100 acres

7 Cameron

Chapter approved supporting resolution for land withdrawal. Contract for land survey is pending approval at NN Risk Management. Hotel Development being proposed by DED.

12 acres

8 Cameron

Chapter approved supporting resolution for land withdrawal. Contract for land survey is pending approval at NN Risk Management. Chapter is interested in a Visitor and Cultural Center.

40 acres

9 Coalmine Canyon Commercial site needs engineering plan & design for infrastructure and construction of the infrastructure.

13 acres

10 Coalmine Canyon

Light industrial site needs engineering plan & design for infrastructure and construction of the infrastructure. This site is lower than the community sewer lagoon so on-site waste disposal system will be required.

18 acres

11 Coalmine Canyon

Dinosaur Track tourism site. Land withdrawal completed. Meetings in process to put in a waterless restroom and additional tourism development.

4 acres



12 Coalmine Canyon

Commercial & Light Industrial Site. Land withdrawal completed. Engineering plan & design completed. Need funding for infrastructure development and groundwork.

27 acres

13 Chilchinbeto Land has approved land withdrawal. Engineering plan and design completed. Need funding to construct the infrastructure.

10 acres

14 Kaibeto

Commercial & Light Industrial Site. Land withdrawal completed. Some engineering plan & design completed by Chapter. Need infrastructure.

120 acres

15 Kaibeto

Commercial Site. Land withdrawal completed. Some engineering plan & design completed by Chapter. Need infrastructure.

80 acres

16 Kaibeto

Commercial Site. Land withdrawal completed. Some engineering plan & design completed by Chapter. Market Feasibility Study completed. Needs final engineering plan & design and construction of all infrastructure with access road.

10 acres

17 Kaibeto

Commercial Site. Land withdrawal completed. Some engineering plan & design completed by Chapter. Market Feasibility Study completed. Needs final engineering plan, design and construction of all infrastructure with access road. There is a 3 acre Business Site Lease within the 8 acres.

8 acres

18 Kaibeto

Old Bennett’s Corner, first original lease was terminated, 2nd lease was terminated again. There was in interest from another individual, Chapter approved resolution but client has not started working on the BSL.

3 acres

19 LeChee

Land withdrawal completed and approved. Site is for mix commercial use. Needs engineering plan & design of infrastructure and construction of infrastructure.

3 acres



20 Navajo Mountain, UT

Commercial tract has no infrastructure but engineering. Plan & design for infrastructure is completed. BIA Road constructed 2 access roads.

4 acres

21 Tuba City (To’nanees-Dizi)

Former Davis Chevrolet business site. All infrastructure is available. USEPA completed its clean up of underground gasoline contamination. Khangura Development, LLC is interested in developing a Marriott Hotel.

3.5 acres

22 Tuba City (To’nanees-Dizi)

Site was a home site lease and has been converted into a commercial site. Western RBDO working on land withdrawal.

2 acres

23 Tonalea

Commercial tract has an approved land withdrawal. Engineering plan & design are completed. Need funding for construction of infrastructure with access roads. Chapter has funding for Market Feasibility Study.

9 acres



IMPLAN ANALYSIS Introduction to IMPLAN

IMPLAN is an input–output economic modeling program for regional economic impact analysis. The system was developed in 1984 and is now maintained by the Minnesota IMPLAN Group (MIG). It combines sets of extensive databases of economic data from various sources. The modeling measures the interdependencies between different branches of different regional economies. IMPLAN’s regional economic research data for the United States, is available at every regional level, spans multiple data years, and offers up to 536 sectors for analysis. IMPLAN’s impact data and analytical software provides analysts with a comprehensive picture of economic impacts and their effects.

Advantages of IMPLAN Limitations of IMPLAN

§ Ease of Use – IMPLAN is a user-friendly economic modeling system.

§ Adaptability – Users can modify production functions and trade flow assumptions and introduce new industries/initiatives to the region being analyzed.

§ Multi-Region Modeling – IMPLAN can study the effects of changes in one region on the economy of another region.

§ Small Geographies – Analysis can be done at zip code level, the smallest geographic unit, not just counties or states.

§ Breakdown of Impacts – IMPLAN shows breakdown of impacts by industry, direct, indirect, and induced impacts on one screen

§ Transparency – IMPLAN is a modeling system that does not require the user to manually apply economic effects. The process may appear to be less transparent to reviewers who are not experienced in IMPLAN.

§ Fiscal Impacts – IMPLAN models fiscal (tax) impacts, however, Navajo Nation impacts may not be completely realized since tribal impacts may not be included in IMPLAN data.

§ Static – IMPLAN multipliers reflect industry linkages in a local economy at a given time. Does not account for price elasticity’s, changes in consumer or industry behavior based on a direct effect, etc.

IMPLAN Methodology1

Input-output (I-O) analysis is a means of examining inter-industry relationships within an economy. It captures all monetary market transactions between industries in a given time period. The resulting mathematical formulae allow for examinations of the effects of a change in one or several economic activities on an entire economy (impact analysis).

IMPLAN expands upon the traditional I-O approach to also include transactions between industries, institutions and between institutions themselves, thereby capturing all monetary market transactions in a given time period. IMPLAN can thus more accurately be described as a Social Account Matrix (SAM) model, though the terms I-O and SAM are often used interchangeably. Although IMPLAN V3 provides a framework to conduct an analysis of economic impacts, each stage of an analysis should be carefully scrutinized to make sure it is logical. Procedures and assumptions need to be validated. Please review IMPLAN and Input-Output analysis' assumptions.

1 IMPLAN. (n.d.). Key Assumptions of IMPLAN & Input/Output Analysis. Retrieved April 06, 2018, from https://implanhelp.zendesk.com/hc/en-us/articles/115009505587-Key-Assumptions-of-IMPLAN-Input-Output-Analysis


Gross Domestic Product (GDP) – The Gross Domestic Product (GDP) is defined as the total market value of all final goods and services produced within a region in a given period of time (usually a quarter or year)2. GDP is the sum of value added at every stage of production (the intermediate stages) of all final goods and services produced within a country in a given period of time. In other words, GDP is the wealth created by industry activity. In a social accounting matrix (SAM) model such as IMPLAN, this is the sum of value added. Furthermore, in a balanced SAM model, total value-added = total final demand.

GDP is not a measure of the overall standard of living or wellbeing of a country. Although changes in the output of goods and services per person (GDP per capita) are often used as a measure of whether the average citizen in a country is better or worse off, it does not capture things that may be deemed important to general wellbeing.

Social Accounting Matrix (SAM) - A Social Accounting Matrix (SAM) represents flows of all economic transactions that take place within an economy (regional or national). It is at the core, a matrix representation of the accounts for a given region or area. SAMs refer to a single year providing a static picture of the economy. SAM is, thus, a comprehensive accounting framework within, which the full circular flow of income from production to factor incomes, household income to household consumption and back to production is captured. The SAM used in the IMPLAN analysis may not represent a matrix specific to the Navajo Nation and the culturally-specifics of consumption by the average Navajo. For example, Navajo consumers have lower housing cost and disproportionate spending on transportation.

Shannon-Weaver Index3 - The Shannon-Weaver Index of Economic Diversity is a method that measures the economic diversity of a region against a uniform distribution of employment where the norm is equal employment in all industries. A value of zero (complete specialization) occurs when the economic activity of a region is concentrated in only one industry. A value of one (perfect diversity) occurs when all industries are present in the region, with employment spread equally among them.

IMPLAN Data Sources4

IMPLAN data come from many sources and in different formats. Constructing a database means gathering data from the various sources, estimating the missing pieces, and converting them all to a consistent format, all the while controlling estimated values to known totals or other more accurate or recent data to maintain accuracy. IMPLAN adds value to the available data by:

1. Providing estimates for non-disclosed data. 2. Providing estimates for non-census years. 3. Providing estimates at a finer geographic scale (i.e., at the local level.) 4. Providing inter-county trade flow data, which allows for Multi-Regional I/O analysis. 5. Reconciliation of multiple data sources. 6. Bringing it all together in a consistent format.

2 Callen, T., & IMF. (2017, July 29). Gross Domestic Product: An Economy’s All. Retrieved April 06, 2018, from http://www.imf.org/external/pubs/ft/fandd/basics/gdp.htm 3 IMPLAN. (n.d.). The Shannon-Weaver Index of Economic Diversity: An Overview and Descriptive Analysis. Retrieved April 06, 2018, from https://implanhelp.zendesk.com/hc/en-us/articles/115009505687-The-Shannon-Weaver-Index-of-Economic-Diversity-An-Overview-and-Descriptive-Analysis 4 IMPLAN. (n.d.). IMPLAN Data Sources. Retrieved April 06, 2018, from https://implanhelp.zendesk.com/hc/en-us/articles/115009674448-IMPLAN-Data-Sources


BLS Quarterly Census of Employment and Wages (QCEW) data provide the county-level industry structure for the IMPLAN database. The Census Bureau's County Business Patterns (CBP) data are used to estimate non-disclosed values, while the BEA Regional Economic Accounts (REA) data are used for control totals to incorporate proprietors and non-covered sectors. For the U.S., data for the foreign trade of commodities come from the Department of Commerce import and export trade data, which includes a concordance that maps the data to NAICS codes.

IMPLAN's annual datasets provide a complete set of balanced Social Accounting Matrices (SAMs) for every zip code, county, and state in the U.S. These SAMs provide a complete picture of the economy and can be used to generate predictive input-output (I-O) multipliers for estimating economic impacts.

Constructing IMPLAN's annual databases requires gathering data from a large variety of sources, converting them to a consistent sectoring scheme and year, estimating the missing components, and controlling the newly formatted data against other known data to sources to maintain accuracy.

Geographical Notes

The Navajo Nation is comprised of 110 chapter communities, divided into five agencies across more than five counties in three U.S. States. Navajo Nation chapter boundaries are laid out in imperfect economic boundaries for analysis. Chapter community boundaries have been defined by the U.S. Census. This analysis includes the 2010 chapter boundaries as provided by the U.S. Census Bureau. The U.S. Census Bureau conducts the Boundary and Annexation Survey (BAS) annually to collect information about selected legally defined geographic areas in consultation with local governments5.

Navajo Nation chapter communities are also located in the vicinity of border towns. Border towns are population and economic centers located in close proximity to the boundaries of the Navajo Nation. Border towns are centers of economic activity within the region. The effects of border town’s contributions to the economic activity of the Navajo Nation and vice versa are markedly symbiotic with workforce, economic and cultural activity across our Navajo Nation borders. Analysis of economic and demographic activity within chapters near border towns is problematic because of different factors, including the Navajo population’s use of U.S. Post Offices for mail delivery and extended commuting. A significant portion of economic activity of the Navajo Nation population takes place within borders towns. This economic analysis is based on chapter population and does not discern economic activity based on any social factors such as easier access to public transportation in border towns or limited opportunities for racial biases in management positions, for example.

Economic analysis by IMPLAN is presented and discussed here at a zip code level and it should be considered approximations of geographies and communities. Zip codes represent postal routes defined by the U.S. Postal Service (USPS), not the U.S. Census Bureau, and their boundaries can and do change frequently. The U.S. Census Bureau builds its own proprietary approximations of zip codes called Zip Code Tabulation Areas (ZCTAs) from census blocks once after each Decennial Census. This analysis includes data tabulated by both zip code and ZCTA: Two of the underlying variables (those from Business Patterns) are defined by zip code and five (those from the American Community Survey) are defined by ZCTA. Since ZCTAs are static over each decade but zip codes may change, it is important to interpret the findings of this analysis as general trends for an approximate area rather than discrete developments within a clearly-defined set of lines. In addition, Business Patterns data are subject to errors that the

5 US Census Bureau. (n.d.). Boundary and Annexation Survey (BAS). Retrieved April 06, 2018, from https://www.census.gov/programs-surveys/bas.html


Census Bureau does not go back to correct. Both boundary changes and these errors may affect change over time calculations.

Zip code-level estimates were used to create regional and chapter-level estimates for change in population. Zip code values were aggregated up to the chapter level using ZCTA-to-place relationship files provided by the Census Bureau6. In instances where zip code boundaries cut across chapter and border town boundaries, zip code portions were attributed to Navajo Nation chapters according to the share of the associated ZCTA’s population falling within the boundaries of the larger geography using relationship files provided by the U.S. Census. Relationship files were also used to report the share of a chapter community’s population residing in these zip codes.

Regional Growth Areas

Customary long-term planning includes the determination of areas where business activity is increasing in size and developing quicker that the larger region. Navajo Nation is no different. The designation of growth areas assists policymakers in the allocation of resources to areas where patterns for growth are evident either through population growth, increased business activity or increased traffic.

The Navajo Nation Division of Community Development published the Navajo Nation Long Range Comprehensive Transportation Plan7 through the Transportation Planning Program under its Department of Transportation, in September 1998. The transportation plan designated growth areas based on population. The following Navajo Nation communities are identified as primary and secondary growth areas for the purpose of IMPLAN analysis based on previous growth area designation as well as current business activity:

Primary Growth Areas

Kayenta (Toh' Di'neesh zhee) Chapter Tuba City (Tonaneesdizi) Chapter Chinle Chapter Ft. Defiance (Tse hootsooi) Chapter

St. Michaels (Ch'ihootsooi) Chapter Window Rock (Tségháhoodzání) NOT A CHAPTER Crownpoint (T'iis ts'ooz nideeshgiizh) Chapter Shiprock (Tse' bi t'ai) Chapter

Secondary Growth Areas

Aneth (T'aabiich'iidii) Chapter - Montezuma Creek Oljato (Ool jee'to) Chapter Cameron (Na ni' ah'hasani) Chapter Leupp (Tólchíí kooh) Chapter LeChee (Lichii'ii) Chapter Dilkon (To al chi'di) Chapter Shonto Chapter Ganado (Lok'aah niteel) Chapter Pinon (Be'ak'id Baa Ahoodzani) Chapter Nahata Dziil Chapter

Teec Nos Pos (T'iis nazbas) Chapter Many Farms (Da'ak'e Halani) Chapter Tsaile (Tsehili) and Wheatfields (To Dzis'a) Chapters Ramah (Tłoh chiiní) Chapter Tohajiilee and Canoncito Chapters Church Rock (Kinlitsoh sinili) Chapter Tohatchi (To Haach'ih) Chapter Upper Fruitland (Doo'al k'aii) Chapter Tse Daa K'aan (Hogback) Chapter Alamo (T'iistsoh sikaadi) Chapter

6 US Census Bureau Geography. (2012, September 01). ZIP Code Tabulation Areas (ZCTAs). Retrieved April 06, 2018, from https://www.census.gov/geo/reference/zctas.html 7 Transportation Planning Program, Navajo Department of Transportation, Division of Community Development, Navajo Nation. (1998). Navajo Nation Long Range Comprehensive Transportation Plan (Rep. No. CTN00T78055).


REGIONAL GROWTH AREA MAP Primary and Secondary Growth Areas



PRIMARY GROWTH AREAS Kayenta (Toh' Di'neesh zhee) Chapter

POPULATION

GROSS REGIONAL PRODUCT (GRP)

Source: Navajo Nation Division of Economic Development Source Data is driven by IMPLAN


Tuba City (Tonaneesdizi) Chapter

POPULATION




Chinle Chapter

POPULATION




Ft. Defiance (Tse hootsooi) Chapter, St. Michaels (Ch'ihootsooi) Chapter and Window Rock (Tségháhoodzání)

POPULATION




Crownpoint (T'iis ts'ooz nideeshgiizh) Chapter

POPULATION




Shiprock (Tse' bi t'ai) Chapter

POPULATION




SECONDARY GROWTH AREAS Aneth (T'aabiich'iidii) Chapter - Montezuma Creek

POPULATION




Oljato (Ool jee'to) Chapter

POPULATION




Cameron (Na ni' ah'hasani) Chapter

POPULATION




Leupp (Tólchíí kooh) Chapter

POPULATION




LeChee (Lichii'ii) Chapter

POPULATION




Dilkon (To al chi'di) Chapter

POPULATION




Shonto Chapter

POPULATION




Ganado (Lok'aah niteel) Chapter

POPULATION




Pinon (Be'ak'id Baa Ahoodzani) Chapter

POPULATION




Nahata Dziil Chapter

POPULATION




Teec Nos Pos (T'iis nazbas) Chapter

POPULATION




Many Farms (Da'ak'e Halani) Chapter

POPULATION




Tsaile (Tsehili) and Wheatfields (To Dzis'a) Chapters

POPULATION




Ramah (Tłoh chiiní) Chapter

POPULATION




Tohajiilee and Canoncito Chapters

POPULATION




Church Rock (Kinlitsoh sinili) Chapter

POPULATION




Tohatchi (To Haach'ih) Chapter

POPULATION




Upper Fruitland (Doo'al k'aii) Chapter

POPULATION




Tse Daa K'aan (Hogback) Chapter

POPULATION




Alamo (T'iistsoh sikaadi) Chapter

POPULATION




NAVAJO NATION REGIONS, AGENCIES AND CHAPTERS

Western Agency

1. Be ́e ́sh lichii’ii Haage ́e ́d - Coppermine 2. Chiiłchin Bii’to ́ - Chilchinbeto 3. Denna’ho ́o ́tsoh - Dennahotso 4. K’ai bii to ́ - Kaibeto 5. Łichi ́i ́’ii - LeChee 6. Na’ni ́’a’h Hasa ́’ni’ or Ha ya ́zhi ́ - Cameron 7. Naatsis’a ́a ́n - Navajo Mountain 8. Oolje ́e ́’ To ́ - Oljato 9. Sha ̨́a ̨́t’oho - Shonto 10. To ́ Di’neeshzhee - Kayenta 11. To Naneesdizi ́ - Tuba City 12. To’ Ła ́ni ́ - Tolani Lake 13. To ́neheli ̨́i ̨́h - Tonalea 14. Ts’ah bii’kin - Inscription House 15. Tse ́ Ko ́ Ha ́sa ́ni ́ - Coal Mine Canyon 16. Tsi ́dii to’i ́ - Birdsprings 17. Tsiizizii - Luepp 18. Tsinnaabaas Habitiin/Ba’a ́di ́ wei - Bodaway/Gap


Chinle Agency 1. Be’ek’id Baa Ahoodza ́ni ́ - Pinon 2. Ch’i ́ni ́li ́ - Chinle 3. Da ́’a ́k’eh Hala ́ni ́ - Many Farms 4. Hoshdo ́dii To - Whippoorwill Springs 5. Kits’illi’ or Dziłijiin - Black Mesa 6. Lo ́k’a’ch’e ́gai - Luckachukai 7. Na ́zli ́ni ́ - Nazlini 8. Bis Do ́o ́tl’izh Ni ́deeshgiizh - Tachee/Blue Gap 9. To ́ dzi ́z’a ́/Tsehili/Tse zhini - Wheatfield/Tsaile/Black Rock 10. Tsé Dildó’i ́ -Hardrock 11. Tse Ch’i ́zi ́ - Rough Rock 12. Tse ́ Lani or Tse ́ Łigai Deez’ai ́ - Tselani/Cottonwood 13. Tse ́ Nika ́ni ́ - Round Rock 14. Tsiyi Be’ek’id - Forest Lake

Eastern Agency

1. Aya ́ni ́ Bito’ - Iyanbito 2. Ba ́a ́h Ha ́a ́l ̨́ - Bread Springs 3. Be’ek’id Halgaii - Lake Valley 4. Be’ek’id Ho ́teeli ́ - Mariano Lake 5. Biliga ́anaa’ Sne ́e ́z - Counselor 6. Che ́ch’iltah - Chichiltah 7. Dlo ̨́’i ́ya ́zhi ́ - Thoreau 8. Dził Na ́’oodiłii or Hana ́a ́dli ̨́ - Huerfano 9. Kin Ho ́zho ́ni ́ - Manuelito 10. Kin Łigaii - Baca/Prewitt 11. Kinłitso’ Sinili ́/Tse ́daat’e ́e ́si ́ - Church Rock 12. Łi ̨́i ̨́łgaii Bito’/Łi ̨́i ̨́łgaii Be’ekid - White Horse Lake 13. Na’neelzhiin - Star Lake/Torreon 14. Naayi ́si ́/Naayi ́zi ́ Sika ́a ́d - Nageezi 15. Niho ́deeshgiizh - Nahodishgish 16. Nihodeeshgiizh Ch’i ́ni ́li ́ni ́ - Pueblo Pintado 17. T’iis Tsoh - Alamo 18. T’iists’o ́o ́z Ni ́deeshgizh - Crownpoint 19. Tł’oo Tsin/Ja ́di ́ Ha ́di ́t’iih - Becenti 20. Tłoh’chini ́ - Ramah 21. To ́ a ́łch’i ̨́di ́ - Little Water 22. To ́ Be ́e ́hwi ́isgani ́ - Pindale 23. To ́ Hajiileehe ́ - Canoncito 24. Tse ́ ch’i ́zhi ́ - Rock Springs 25. Tse ́ chil Dah Łichi ́’i ́/ Tse ́ch’iizh Bii’ To ́ - Ojo Encino 26. Tse ́ dah Łichi ́i ́ - Red Rock 27. Tse ́’i ́i ́’a ́hi ́ - Standing Rock 28. Tse ́łgaii - White Rock 29. Tse ́ta’ To ́’ak’oli - Casamero Lake 30. Tse ́yaa To ́’i ́ - Tsayatoh 31. Tsin Na ́zbas Si’a ̨́ - Smith Lake


Fort Defiance Agency 1. Be’ek’id Baa’a’oogeed - White Cone 2. Be’ek’id Halchi ́i ́’ - Red Lake #18 3. Ch’i ́hootso - Saint Michaels 4. Diwo ́zhi ́i ́ Bii To ́ - Greasewood Springs 5. Ho ́ye ́e ́’ - Steamboat 6. Ja ́di ́ To’ - Jeddito 7. Jeeh Deez’a ́/Ta’ sahdi Dahsikani ́ - Low Mountain 8. K’iiłtso itah - Cornfields 9. Kin Dah Łichi ́’i ́ - Kinlichee 10. Kin Niteel - Wide Ruins 11. Lo ́k’aah Nite ́e ́l - Ganado 12. Łrryi To ́ - Klagetoh 13. Ma’i ̨́i ̨́ Te ́e ́h Yi ́tłizhi ́ - Coyote Canyon 14. Ma’i ́i ́ To’i ́ - Houck 15. Na’ashch’idi ́ - Naschitti 16. Naakaii Bito’ - Mexican Springs 17. Nahata ́’ Dziil - Newlands 18. Ni’deetiin - Teesto 19. Ni’iij’i ̨́hi ́ - Sawmill 20. Teeł Ch’i ́ni ́t’i/T’iis’i ́i ́’a ́hi ́ - Oak/Pine Springs 21. To Ał Chi ̨́’di or Tse ́zhin Dilko ̨́o ̨́h - Dilkon 22. To Ha’hadle ́eh - Indian Wells 23. To Niłts’i ́li ́ - Crystal 24. To ́ha ́a ́ch’I - Tohatchi 25. Tse ́ Hootsooi ́ - Fort Defiance 26. Tse ́ Na ́ha ́dzoh/Bahastł’ah - Twin Lakes 27. Tse ́ Si ́’a ́ni ́ - Lupton

Shiprock Agency 1. Bitł’a ́a ́h Bito ́’ - Beclabito 2. Da Is Kani ́ - San Juan 3. Doo’ Alk’anii - Upper Fruitland 4. Gad’i ́i ́’a ́hi ́ - Cudeii 5. K’aabizhii ́ Nastłah - Cove 6. Naakaii To ́ - Mexican Water 7. Naat’a ́anii Ne ̨́e ̨́z - Shiprock 8. Ni ̨́i ̨́na’ niza ́a ́d - Nenahnezad 9. T’a ́a ́ Bi ́i ́ch’i ́dii - Aneth 10. T’iis Na ́zba ̨́aas - Teec Nos Pos 11. T’iis Nideeshgiizh/Bis Deez’a ́hi ́ - Newcomb 12. T’iistsoh Sikaad - Burnham 13. To Łikan - Sweetwater 14. Toh Hał tsooi ́ or Biko ́h Hootso’i ́ - Sheep Springs 15. Tohaali/Bis Dah Łitso - Toadlena/Two Grey Hills 16. Tse ́ Ałnaozt’i’i ́ - Sanostee 17. Tse ́ Ntsaa Deez’a ́hi ́ - Rock Point 18. Tse ́’taak’a ́ - Hogback 19. Tse ́łichi ́i ́ Da’azka ́ni ́ - Red Valley 20. Tse ́łichi ́i ́ Dah Azka ́ni ́ - Red Mesa


REFERENCES Documents:

Building Communities. “2015-2019 Navajo Tourism Strategic Plan.” 2019.

Building Communities. “Executive Summary Comprehensive Economic Development Strategy.” 2015.

Choudhary, Trib. “Comprehensive Economic Development Strategy of the Navajo Nation.” 2010.

Navajo Nation Division of Economic Development. “2016-2021 Navajo Nation Division of Economic

Development Five Year Plan.” 2017.

Navajo Nation Division of Economic Development. “2018 Budget & Strategic Development Plan.” 2017.

Navajo Nation Division of Economic Development. “Division of Economic Development Organizational

Chart.” 2017.

Navajo Nation Division of Economic Development. “Priority Projects List Years One and Two.” 2017.

Navajo Nation Division of Economic Development. “Strategic Plan of the Business Regulatory

Department.” 2004.

Navajo Nation Division of Economic Development. “SWOT Analysis Project Development Department.”

2017.

Navajo Nation Division of Economic Development. “SWOT Analysis Tourism Department.” 2017.

Navajo Nation Land Department. “Navajo Nation Land and Leases.” 2015.

Northern Arizona University. “2011 Navajo Nation Visitor Survey.” 2012.

Demographic Sources: U.S. Census (1980, 1990, 2000, and 2010)

U.S. Census, American Community Survey 1-Year Estimates (2016)

U.S. Census, American Community Survey 5-Year Estimates (2016).

U.S. Census, American Community Survey Selected Population Tables (2011 to 2015)

Websites:

United States Census Bureau - www.census.gov

U.S. Economic Development Administration – www.eda.gov


Tables:

TABLE 1: NAVAJO TOTAL POPULATION IN THE U.S. 1980 110,443 1990 225,298 2000 298,197 2010 332,129

SOURCE: U.S. CENSUS 1980, 1990, 2000, AND 2010.

TABLE 2: NAVAJO POPULATION IN THE U.S.

NAVAJO NATION TRIBAL GROUPING ALONE

NAVAJO NATION TRIBAL GROUPING ALONE OR IN ANY COMBINATION

2012 312,039 371,735 2013 304,744 364,273 2014 320,603 379,540 2015 323,757 390,606 2016 314,679 375,804

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SELECTED POPULATION PROFILE IN THE UNITED STATES.” TABLE 3: TOTAL POPULATION LIVING ON THE NAVAJO NATION 2012 181,429 2013 181,656 2014 177,161 2015 176,302 2016 175,108

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE DEMOGRAPHIC ESTIMATES.” TABLE 4: NAVAJO POPULATION LIVING ON THE NAVAJO NATION NAVAJO NATION TRIBAL GROUPING ALONE

NAVAJO NATION TRIBAL GROUPING ALONE OR IN COMBINATION

159,173 162,208 U.S. CENSUS, 2011-2015 AMERICAN COMMUNITY SURVEY SELECTED POPULATION TABLES “UNIVERSE: TOTAL POPULATION.” TABLE 5: MOST POPULATED NAVAJO COMMUNITIES CHINLE, AZ 5,420 FORT DEFIANCE, AZ 4,022 KAYENTA, AZ 4,838 TUBA CITY, AZ 9,221 WINDOW ROCK, AZ 3,355 SHIPROCK, AZ 8,135

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 5-YEAR ESTIMATES “TOTAL POPULATION.”


TABLE 6, 7, AND 8: LAND AREA BY TYPE, LAND AREA IN ACRES, AND LAND AND LEASES TYPES OF LAND ARIZONA NEW MEXICO UTAH TOTAL NAVAJO NATION TRUST 10,159,563 2,795,503 1,223,934 14,179,000 NAVAJO NATION FEE 585,250 357,689 1,825 944,764 UINDIVIDUAL INDIAN ALLOTMENT 81,964 671,204 9,742 762,909 STATE LANDS LEASE 270,928 122,556 0 393,484 BLM LEASES 0 155,078 0 155,078 U.S. FOREST SERVICE PERMIT 174,000 0 0 174,000 GOVERNMENT E.O., PLO & SCHOOL TRACT 0 91,839 0 91,845 NEW LANDS 345,032 0 0 345,032 11,616,736 4,193,869 1,235,507 17,046,113

SOURCE: 2015 NAVAJO LAND DEPARTMENT. TABLE 9: MALE AND FEMALE POPULATION TOTAL POPULATION 175,108 MALE 48.70% FEMALE 51.30%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE DEMOGRAPHIC ESTIMATES.” TABLE 10: POPULATION BY AGE TOTAL 175,108 UNDER 5 YEARS 7.40% 5 TO 9 YEARS 8.20% 10 TO 14 YEARS 8.70% 15 TO 19 YEARS 8.80% 20 TO 24 YEARS 7.80% 25 TO 29 YEARS 7.20% 30 TO 34 YEARS 5.90% 35 TO 39 YEARS 5.70% 40 TO 44 YEARS 5.10% 45 TO 49 YEARS 5.50% 50 TO 54 YEARS 6.20% 55 TO 59 YEARS 6.20% 60 TO 64 YEARS 5.60% 65 TO 69 YEARS 3.60% 70 TO 74 YEARS 2.90% 75 TO 79 YEARS 2.10% 80 TO 84 YEARS 1.50% 85 YEARS AND OVER 1.50%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “AGE AND SEX.” TABLE 11: SCHOOL ENROLLMENT POPULATION 3 YEARS AND OVER ENROLLED IN SCHOOL 51,015 NURSERY SCHOOL, PRESCHOOL 4.10% KINDERGARTEN 6.60% ELEMENTARY SCHOOL (GRADES 1-8) 47.50% HIGH SCHOOL (GRADES 9-12) 26.40% COLLEGE OR GRADUATE SCHOOL 15.30%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE SOCIAL CHARACTERISTICS.”


TABLE 12: EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER POPULATION 25 YEARS AND OVER 103,382 LESS THAN 9TH GRADE 11.90% 9TH TO 12TH GRADE, NO DIPLOMA 13.50% HIGH SCHOOL GRADUATE (INCLUDES EQUIVALENCY) 34.50%

SOME COLLEGE, NO DEGREE 23.40% ASSOCIATE'S DEGREE 7.90% BACHELOR'S DEGREE 5.40% GRADUATE OR PROFESSIONAL DEGREE 3.60%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE SOCIAL CHARACTERISTICS.” TABLE 13: HOUSEHOLD BY TYPE TOTAL 46,340 65 YEARS AND OVER 9.30% HOUSEHOLDER LIVING ALONE 26.00% NONFAMILY HOUSEHOLDS 28.60% WITH OWN CHILDREN OF THE HOUSEHOLDER UNDER 18 YEARS 11.00% FEMALE HOUSEHOLDER, NO HUSBAND PRESENT, FAMILY 26.60% WITH OWN CHILDREN OF THE HOUSEHOLDER UNDER 18 YEARS 2.90% MALE HOUSEHOLDER, NO WIFE PRESENT, FAMILY 9.00% WITH OWN CHILDREN OF THE HOUSEHOLDER UNDER 18 YEARS 11.90% MARRIED-COUPLE FAMILY 35.80% WITH OWN CHILDREN OF THE HOUSEHOLDER UNDER 18 YEARS 25.80% FAMILY HOUSEHOLDS (FAMILIES) 71.40%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE SOCIAL CHARACTERISTICS.” TABLE 14: HOUSEHOLD INCOME IN THE PAST 12 MONTHS TOTAL 46,340 LESS THAN $10,000 10,953 $10,000 TO $14,999 4,143 $15,000 TO $19,999 3,508 $20,000 TO $24,999 3,048 $25,000 TO $29,999 2,686 $30,000 TO $34,999 2,554 $35,000 TO $39,999 2,183 $40,000 TO $44,999 2,334 $45,000 TO $49,999 1,693 $50,000 TO $59,999 2,729 $60,000 TO $74,999 2,996 $75,000 TO $99,999 3,365 $100,000 TO $124,999 2,051 $125,000 TO $149,999 1,079 $150,000 TO $199,999 752 $200,000 OR MORE 266

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “HOUSEHOLD INCOME IN THE PAST 12 MONTHS.”


TABLE 15: HOUSE TENURE OCCUPIED HOUSING UNITS 46,340 OWNER-OCCUPIED 74.40% RENTER-OCCUPIED 25.60% AVERAGE HOUSEHOLD SIZE OF OWNER-OCCUPIED UNIT 3.75 AVERAGE HOUSEHOLD SIZE OF RENTER-OCCUPIED UNIT 3.79

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE HOUSING CHARACTERISTICS.” TABLE 16: HOUSE VALUE OWNER-OCCUPIED UNITS 34,493 LESS THAN $50,000 42.80% $50,000 TO $99,999 34.40% $100,000 TO $149,999 10.30% $150,000 TO $199,999 3.00% $200,000 TO $299,999 6.00% $300,000 TO $499,999 0.90% $500,000 TO $999,999 2.40% $1,000,000 OR MORE 0.30% MEDIAN (DOLLARS) $57,300

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE HOUSING CHARACTERISTICS.” TABLE 17: MORTGAGE STATUS OWNER-OCCUPIED UNITS 34,493 HOUSING UNITS WITH A MORTGAGE 12.60% HOUSING UNITS WITHOUT A MORTGAGE 87.40%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE HOUSING CHARACTERISTICS.” TABLE 18: EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER POPULATION 16 YEARS AND OVER 129,336 IN LABOR FORCE 42.80% CIVILIAN LABOR FORCE 42.80% EMPLOYED 34.70% UNEMPLOYED 8.10% ARMED FORCES 0.00% NOT IN LABOR FORCE 57.20%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 19: CLASS OF WORKER FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 44,934 PRIVATE WAGE AND SALARY WORKERS 52.00% GOVERNMENT WORKERS 45.00% SELF-EMPLOYED IN OWN NOT INCORPORATED BUSINESS WORKERS 3.00% UNPAID FAMILY WORKERS 0.10%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.”


TABLE 20: OCCUPATION FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 44,934 MANAGEMENT, BUSINESS, SCIENCE, AND ARTS OCCUPATIONS 30.20% SERVICE OCCUPATIONS 27.50% SALES AND OFFICE OCCUPATIONS 18.30% NATURAL RESOURCES, CONSTRUCTION, AND MAINTENANCE OCCUPATIONS 11.90% PRODUCTION, TRANSPORTATION, AND MATERIAL MOVING OCCUPATIONS 12.20%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 21: OCCUPATION COMPARISON FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 2016 2015 2014 2013 2012 CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 44,934 47,239 46,939 43,108 45,491

MANAGEMENT, BUSINESS, SCIENCE, AND ARTS OCCUPATIONS 30.20% 26.60% 26.10% 26.20% 27.20%

SERVICE OCCUPATIONS 27.50% 25.00% 29.10% 29.10% 26.80% SALES AND OFFICE OCCUPATIONS 18.30% 20.90% 19.10% 17.10% 18.00% NATURAL RESOURCES, CONSTRUCTION, AND MAINTENANCE OCCUPATIONS 11.90% 13.70% 12.60% 14.60% 15.60%

PRODUCTION, TRANSPORTATION, AND MATERIAL MOVING OCCUPATIONS 12.20% 13.80% 13.00% 13.00% 12.40%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 22: INDUSTRY FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 44,934 AGRICULTURE, FORESTRY, FISHING AND HUNTING, AND MINING 2.80%

CONSTRUCTION 8.50% MANUFACTURING 3.00% WHOLESALE TRADE 0.60% RETAIL TRADE 8.20% TRANSPORTATION AND WAREHOUSING, AND UTILITIES 5.50% INFORMATION 0.20% FINANCE AND INSURANCE, AND REAL ESTATE AND RENTAL AND LEASING 2.50%

PROFESSIONAL, SCIENTIFIC, AND MANAGEMENT, AND ADMINISTRATIVE AND WASTE MANAGEMENT SERVICES 3.40%

EDUCATIONAL SERVICES, AND HEALTH CARE AND SOCIAL ASSISTANCE 41.30%

ARTS, ENTERTAINMENT, AND RECREATION, AND ACCOMMODATION AND FOOD SERVICES 11.00%

OTHER SERVICES, EXCEPT PUBLIC ADMINISTRATION 2.50% PUBLIC ADMINISTRATION 10.60%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.”


TABLE 23: INDUSTRY COMPARISON FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 2016 2015 2014 2013 2012 CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 44,934 47,239 46,939 43,108 45,491

AGRICULTURE, FORESTRY, FISHING AND HUNTING, AND MINING 2.80% 3.80% 3.40% 3.70% 3.80%

CONSTRUCTION 8.50% 9.60% 7.80% 8.90% 10.70% MANUFACTURING 3.00% 3.30% 3.20% 3.00% 3.00% WHOLESALE TRADE 0.60% 1.00% 1.00% 1.20% 1.00% RETAIL TRADE 8.20% 10.00% 10.40% 7.70% 9.20% TRANSPORTATION AND WAREHOUSING, AND UTILITIES 5.50% 4.90% 4.40% 5.40% 4.80%

INFORMATION 0.20% 0.60% 0.60% 0.70% 1.10% FINANCE AND INSURANCE, AND REAL ESTATE AND RENTAL AND LEASING 2.50% 2.10% 1.90% 1.80% 2.00%


3.40% 3.60% 2.80% 3.60% 3.50%

EDUCATIONAL SERVICES, AND HEALTH CARE AND SOCIAL ASSISTANCE 41.30% 39.00% 41.50% 39.50% 41.90%

ARTS, ENTERTAINMENT, AND RECREATION, AND ACCOMMODATION AND FOOD SERVICES 11.00% 10.60% 10.30% 10.70% 9.20%

OTHER SERVICES, EXCEPT PUBLIC ADMINISTRATION 2.50% 2.30% 2.50% 3.20% 2.70% PUBLIC ADMINISTRATION 10.60% 9.20% 10.40% 10.50% 7.30%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 24: COMPARATIVE UNEMPLOYMENT RATE 2016 UNITED STATES 5.8% ARIZONA 6.5% NEW MEXICO 7.5% UTAH 4.1% NAVAJO NATION 18.9%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 25: COMPARATIVE POVERTY STATUS IN THE PAST 12 MONTHS

TOTAL POPULATION FOR WHOM POVERTY STATUS IS DETERMINED

UNITED STATES 315,165,470 14.0% ARIZONA 6,771,098 16.4% NEW MEXICO 2,039,449 19.8% UTAH 3,004,148 10.2% NAVAJO NATION 174,456 39.3%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “POVERTY STATUS IN THE PAST 12 MONTHS.”


TABLE 26: COMPARATIVE PER CAPITA INCOME (DOLLARS) UNITED STATES $31,128 ARIZONA $27,997 NEW MEXICO $25,146 UTAH $26,993 NAVAJO NATION $12,161

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “COMPARATIVE ECONOMIC CHARACTERISTICS.” TABLE 27: MALE AND FEMALE POPULATION 16 YEARS AND OVER TOTAL 129,336 FEMALE 67,729 MALE 61,607

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER.” TABLE 28: SEX BY AGE MALE FEMALE TOTAL 85,361 89,747 UNDER 5 YEARS 7,302 5,626 5 TO 9 YEARS 7,441 6,980 10 TO 14 YEARS 7,514 7,790 15 TO 17 YEARS 4,714 5,458 18 AND 19 YEARS 2,531 2,780 20 YEARS 1,785 1,609 21 YEARS 1,531 1,581 22 TO 24 YEARS 3,356 3,728 25 TO 29 YEARS 6,681 5,852 30 TO 34 YEARS 5,649 4,741 35 TO 39 YEARS 4,760 5,290 40 TO 44 YEARS 4,652 4,363 45 TO 49 YEARS 4,276 5,277 50 TO 54 YEARS 5,132 5,748 55 TO 59 YEARS 5,116 5,717 60 AND 61 YEARS 2,183 2,636 62 TO 64 YEARS 2,202 2,786 65 AND 66 YEARS 1,286 1,299 67 TO 69 YEARS 1,520 2,248 70 TO 74 YEARS 2,305 2,783 75 TO 79 YEARS 1,565 2,158 80 TO 84 YEARS 951 1,645 85 YEARS AND OVER 909 1,652

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE.”


TABLE 29: MEDIAN AGE BY SEX TOTAL MEDIAN AGE 31.3 MALE 29.9 FEMALE 33.7

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “MEDIAN AGE BY SEX.” TABLE 30: FEMALE EMPLOYMENT STATUS 16 YEARS AND OVER

16 TO 19 YRS

20 & 21 YRS

22 TO 24 YRS

25 TO 29 YRS

30 TO 34 YRS

35 TO 44 YRS

45 TO 54 YRS

55 TO 59 YRS

60 AND 61 YRS

62 TO 64 YRS

65 TO 69 YRS

70 TO 74 YRS

75 YRS & OVER

TOTAL 6,616 3,190 3,728 5,852 4,741 9,653 11,025 5,717 2,636 2,786 3,547 2,783 5,455 IN LABOR FORCE 825 777 1,844 3,147 2,777 5,499 6,782 2,923 1,410 985 764 269 117

IN ARMED FORCES 0 0 0 0 0 0 0 0 0 0 0 0 0

CIVILIAN 825 777 1,844 3,147 2,777 5,499 6,782 2,923 1,410 985 EMPLOYED 461 425 1,484 2,315 2,095 4,671 6,302 2,775 1,336 985 742 240 101 UNEMPLOYED 364 352 360 832 682 828 480 148 74 0 22 29 16 NOT IN THE LABOR FORCE

5,791 2,413 1,884 2,705 1,964 4,154 4,243 2,794 1,226 1,801 2,783 2,514 5,338

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER.” TABLE 31: MALE EMPLOYMENT STATUS 16 YEARS AND OVER

16 TO 19 YRS

20 & 21 YRS

22 TO 24 YRS

25 TO 29 YRS

30 TO 34 YRS

35 TO 44 YRS

45 TO 54 YRS

55 TO 59 YRS

60 & 61 YRS

62 TO 64 YRS

65 TO 69 YRS

70 TO 74 YERS

75 YRS & OVER

TOTAL 5,748 3,316 3,356 6,681 5,649 9,412 9,408 5,116 2,183 2,202 2,806 2,305 3,425 IN LABOR FORCE 999 1,652 1,621 3,748 3,548 5,044 5,232 2,834 1,000 736 371 286 199

IN ARMED FORCES 0 0 0 0 0 0 0 0 0 0 0 0 0

CIVILIAN 999 1,652 1,621 3,748 3,548 5,044 5,232 2,834 1,000 736 EMPLOYED 405 1,103 820 2,934 2,364 4,055 4,281 2,613 891 723 348 266 199 UNEMP-LOYED 594 549 801 814 1,184 989 951 221 109 13 23 20 0


4,749 1,664 1,735 2,933 2,101 4,368 4,176 2,282 1,183 1,466 2,435 2,019 3,226

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY EMPLOYMENT STATUS FOR THE POPULATION 16 YEARS AND OVER.”


TABLE 32: SEX BY EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER MALE FEMALE TOTAL 49,187 54,195 NO SCHOOLING COMPLETED 1,575 3,397 NURSERY TO 4TH GRADE 674 1,141 5TH AND 6TH GRADE 1,083 1,277 7TH AND 8TH GRADE 1,662 1,457 9TH GRADE 1,265 1,325 10TH GRADE 2,184 2,168 11TH GRADE 2,895 2,623 12TH GRADE, NO DIPLOMA 964 488 HIGH SCHOOL GRADUATE (INCLUDES EQUIVALENCY) 19,309 16,321 SOME COLLEGE, LESS THAN 1 YEAR 1,504 1,663 SOME COLLEGE, 1 OR MORE YEARS, NO DEGREE 9,602 11,375 ASSOCIATE'S DEGREE 3,072 5,054 BACHELOR'S DEGREE 1,966 3,639 MASTER'S DEGREE 1,056 1,898 PROFESSIONAL SCHOOL DEGREE 178 242 DOCTORATE DEGREE 198 127

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY EDUCATIONAL ATTAINMENT FOR THE POPULATION 25 YEARS AND OVER.” TABLE 33: CLASS OF WORKER BY SEX FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER FEMALE MALE TOTAL 44,934 CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER 53.3% 46.7% PRIVATE FOR-PROFIT WAGE AND SALARY WORKERS: 45.1% 54.9% EMPLOYEE OF PRIVATE COMPANY WORKERS 45.6% 54.4% SELF-EMPLOYED IN OWN INCORPORATED BUSINESS WORKERS 21.0% 79.0% PRIVATE NOT-FOR-PROFIT WAGE AND SALARY WORKERS 70.7% 29.3% LOCAL GOVERNMENT WORKERS 60.7% 39.3% STATE GOVERNMENT WORKERS 63.0% 37.0% FEDERAL GOVERNMENT WORKERS 63.7% 36.3% SELF-EMPLOYED IN OWN NOT INCORPORATED BUSINESS WORKERS AND UNPAID FAMILY WORKERS 20.3% 79.7%

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “CLASS OF WORKER BY SEX FOR THE CIVILIAN EMPLOYED POPULATION 16 YEARS AND OVER.” TABLE 34: MEDIAN EARNINGS IN THE PAST 12 MONTHS BY SEX BY WORK EXPERIENCE IN THE PAST 12 MONTHS FOR THE POPULATION 16 YEARS AND OVER WITH EARNINGS IN THE PAST 12 MONTHS MALE FEMALE TOTAL $25,544 TOTAL (DOLLARS) 27,058 23,753 WORKED FULL-TIME, YEAR-ROUND IN THE PAST 12 MONTHS (DOLLARS) 35,814 34,134

OTHER (DOLLARS) 10,937 10,989 SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “MEDIAN EARNINGS IN THE PAST 12 MONTHS BY SEX BY WORK EXPERIENCE IN THE PAST 12 MONTHS FOR THE POPULATION 16 YEARS AND OVER WITH EARNINGS IN THE PAST 12 MONTHS.”


TABLE 35: INCOME IN THE PAST 12 MONTHS BELOW THE POVERTY LEVEL BY SEX BY AGE MALE FEMALE TOTAL 33,375 35,261 UNDER 5 YEARS 3,259 2,922 5 YEARS 703 964 6 TO 11 YEARS 4,830 4,111 12 TO 14 YEARS 2,278 2,447 15 YEARS 566 657 16 AND 17 YEARS 1,467 2,092 18 TO 24 YEARS 3,669 3,014 25 TO 34 YEARS 4,052 4,128 35 TO 44 YEARS 3,816 3,773 45 TO 54 YEARS 3,322 3,446 55 TO 64 YEARS 2,974 3,709 65 TO 74 YEARS 1,452 2,059 75 YEARS AND OVER 987 1,939

SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “POVERTY STATUS IN THE PAST 12 MONTHS BY SEX BY AGE.” TABLE 36: FEMALE BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER

18 TO 34 YEARS

35 TO 54 YEARS

55 TO 64 YEARS

65 TO 74 YEARS

75 YEARS AND OVER

TOTAL

VETERAN 72 378 205 18 0 63,8993 NONVETERAN 20,219 20,300 10,934 6,312 5,455 SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER.” TABLE 37: MALE BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER

18 TO 34 YEARS

35 TO 54 YEARS

55 TO 64 YEARS

65 TO 74 YEARS

75 YEARS AND OVER

TOTAL

VETERAN 351 663 1,084 1,010 642 58,390 NONVETERAN 21,182 18,157 8,417 4,101 2,783 SOURCE: U.S. CENSUS, 2016 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES “SEX BY AGE BY VETERAN STATUS FOR THE CIVILIAN POPULATION 18 YEARS AND OVER.”