HomeMy WebLinkAbout7967RESOLUTION NO. 7967
A RESOLUTION APPROVING THE PUEBLO ENTERPRISE
ZONE ECONOMIC DEVELOPMENT PLAN UPDATE AND
DIRECTING THE FILING OF SAID PLAN
BE IT RESOLVED BY THE CITY COUNCIL OF PUEBLO,
COLORADO, that:
The City Council of Pueblo hereby determine that it would be in the best
interest of the City of Pueblo and its citizens that an Enterprise Zone Economic
Development Plan Update be filed with the Department of Local Affairs, State of
Colorado, pursuant to the Urban and Rural Enterprise Zone Act. The Development Plan
and Enterprise Zone Map presented to the City Council is hereby approved, and the
City Manager is directed and authorized to participate in the preparation and filing of
an Enterprise Zone Economic Development Plan Update which includes portions of the
City.
INTRODUCED: SEPTEMBER 23, 1996
By Cathy Garcia
Councilperson
APPROVED:
ATTESTED:
City Clerk President of City Council
PUEBLO ENTERPRISE ZONE
ECONOMIC DEVELOPMENT PLAN
UPDATE
BY THE
COUNTY OF PUEBLO
AND
CITY OF PUEBLO
PREPARED FOR
LARRY KALLENBERGER, EXECU'TIVE DIRECTOR
DEPARTMENT OF LOCAL AFFAIRS
STATE OF COLORADO
SEPTEMBER 1, 1996
PUEBLO ENTERPRISE ZONE ,.
ECONOMIC DEVELOPMENT PLAN
INTRODUCTION
During the early 1980's, Pueblo's economy experienced a major transformation with the loss of
jobs associated with the local steel industry. This, coupled with secondary job losses, resulted in a
1982 annual unemployment rate of over 16 %. During the past twelve years, Pueblo has made
impressive strides in redeveloping its economy. The 1995 unemployment rate was 5.9 %; only
one -third of the 1982 rate. Both the Pueblo Economic Development Corporation (PEDCo), and
Pueblo County's Enterprise Zone program have been key players in the restructuring of the local
economy. In spite of the gains, many problems remain. Pueblo's rate of unemployment is 1.7
percentage points higher than the State of Colorado rate, according to 1995 annual statistics, and
the 1995 annual average wage is over $5,200 less than the Statewide average.
The purpose of this plan is to identify areas of continuing concern, and to quantify the economy's
progress in attaining the community's goals as developed in the Communities of Pueblo County
Strategic Plan. The City and County of Pueblo are dedicated to developing areas that are
currently underdeveloped and that are still suffering from economic distress. When the State
Enterprise Zone was first established in 1986, Pueblo submitted a zone boundary that contained a
population of only 7,171 even though 50,000 were eligible. It was important then, as it is today,
that the enterprise zone play a meaningful role in Pueblo's slow but steady economic recovery. It
is not the intent of Pueblo City and County to remain a designee of a State Enterprise Zone; we
know that a healthy economy with no incentives is preferable to a lagging economy with
incentives. And our optimum goal is to become that healthy community.
COMMUNITIES OF PUEBLO STRATEGIC PLAN
In the summer of 1992, the Pueblo City Council acknowledged the need for comprehensive,
long -range planning to assist with the decision - making process. Council determined that to most
effectively allocate the City's limited resources - both human and financial - a coordinated strategy
was needed. The development of a plan was placed in the hands of the citizens and a group of
320 stakeholders developed the Communities of Pueblo Strategic Plan. The Plan was recognized
and given the Governor's Smart Growth Award. The Plan is still being used today by the 2010
Commission and its seven task forces. The Vision Statement of the Business and Economic
Development Task Force is as follows:
In the year 2010, the Communities of Pueblo County are providing
quality business and economic resources, including a
highly - qualified work force with a work ethic that supports a broad
market -based economy, which nurtures opportunities for business
development and economic growth to benefit our communities.
1
The Goals and Objectives used in this Enterprise Zone plan have been taken directly from this
Communities of Pueblo County Strategic Plan. These goals and objectives were not written
specifically for the Enterprise Zone but instead for the overall economic development of Pueblo.
They have been in place since 1994 and the citizenry of Pueblo have followed them closely. Many
of the objectives relate directly to the Enterprise Zone, others relate indirectly to the Enterprise
Zone; there is an explanation of this following each objective.
OVERVIEW OF THE PUEBLO ECONOMY
Although Pueblo's economic development efforts have started to bear fruit, even the briefest
analysis of historic trends reveals that Pueblo County has experienced a very modest rate of
population increase. From 1980 to 1985, at the height of Pueblo's recession, population grew at
an average annual rate of -0.7 %. From 1985 - -1990, when Pueblo's economic development
efforts began to have an impact, population grew at an annual rate of 0.2 %. From 1990 - -1995, it
grew at an annual rate of 1.0% a growth rate substantially less than Colorado's growth rate of
2.6% per year. Although population growth in and of itself is not necessarily a desirable end, it is
symptomatic of economic vitality. In this sense, some growth is a worthwhile, and desirable goal.
Table 1 depicts these trends.
TABLE 1: HISTORIC AND PROJECTED POPULATION
YEARf
1980
1985
1990
1995
2000
20051
2010
Pueblo County
125,972
121,907
123,051
129,380
134,831
140,6181
147,116
State of Colorado
2,889,735
3,214,448
3,294,473
3,746,585
4,112,608
4,416,828
4,695,283
(Annual Average Percent ChanEe)
YEAR
1975 -1980
1980 -1985
1985 -1990
1990 -1995
1995 -2000
2000 -2005
2005 -2010
Pueblo County
0.1%
-0.7%
0.2%
1.0%
0.8%
0.8%
0.9%
State of Colorado
2.3%
2.2%
0.5%
2.6%
1.9%
.1.4%
1.2%
SOURCE: Colorado Division of Local Government.
Pueblo has experienced a substantial reduction in the rate of unemployment since the recession of
the early 1980's. The 1995 unemployment rate of 5.9% is slightly higher than the U.S. value of
5.6% unemployment. The level of unemployment remains substantially above the State of
Colorado rate, however. This is a long term trend that has persisted over many years, and
indicates that Pueblo has not experienced a level of economic prosperity comparable to the rest of
Colorado.
In recent years, there has been a major shift in employment within the various industry sectors in
Pueblo. Manufacturing now employs a smaller proportion of workers than in 1981, and the
relative importance of the Wholesale and Retail, and Services sectors of the economy has
2
correspondingly increased. The data in Table 2 reveals that from 1986 - -1990, Pueblo's job
creation efforts resulted in the improved employment outlook in the Manufacturing sector of the
economy. Manufacturing accounted for a reduced proportion of total Pueblo jobs during the
1990 - -1995 period, although the Wholesale - Retail and Services sectors have seen major
expansion.
TABLE 2: CHANGING EMPLOYMENT PATTERNS
(Percent of Persons Employed)
SOURCE: Colorado Dept. of Labor and Employment.
Wages of Puebloans remain below those of other Colorado residents. It has only been within the
last few years, with the onset of renewed economic prosperity that Pueblo has managed to show
growth in the level of wages relative to the State of Colorado. The figures shown on the graph
below indicate the success of Pueblo's economic development efforts in narrowing the wage gap
relative to the State as a whole, but reveal that the average Pueblo wage is still far below
corresponding Colorado wage levels.
As would be expected, the recent growth in wage rates in Pueblo relative to the State of Colorado
suggest that retail sales have also experienced growth. This is in fact the case, as shown in Figure
3, where retail sales have experienced an accelerated increase during the past few years. The data
in the graph represent retail establishment sales, which probably gives a better indication of retail
activity than total retail sales, since total sales includes some categories of sales not normally
considered as retail.
IDENTIFICATION OF DISTRESSED AREAS
In 1996, of the 48 census tracts in Pueblo County, 28 met the test of having either a median per
capita income of under $11,116, or an unemployment rate of 7.17 %, or both. All but two census
tracts within the Pueblo City limits meet the test of a distressed area. Of the remainder census
tracts that do not meet this test, most are in the rural areas and do not contain enough population
to qualify. Patterns of social mobility suggest that Pueblo does not have a single, ghetto type
3
1981
1986
1990
1995
Mining
—
--
—
—
Construction
4.1%
5.1%
4.2%
5.3%
Manufacturing
17.5%1
10.7%
12.8%
10.5%
Transport,, Comm., Utilities
7.4%
5.9%
4.9%
4.6%
Wholesale & Retail
21.7%
24.6%
23.4%
26.5%
Finance, Ins. Real Est.
4.3%
4.6%
3.8%
3.7%
Services
20.9%
24.1%
27.6%
28.4%
Government
24.0%
25.0%
23.2%
20.9%
TOTAL
100.0%1
100.0%
100.0-/.T
100.0%
SOURCE: Colorado Dept. of Labor and Employment.
Wages of Puebloans remain below those of other Colorado residents. It has only been within the
last few years, with the onset of renewed economic prosperity that Pueblo has managed to show
growth in the level of wages relative to the State of Colorado. The figures shown on the graph
below indicate the success of Pueblo's economic development efforts in narrowing the wage gap
relative to the State as a whole, but reveal that the average Pueblo wage is still far below
corresponding Colorado wage levels.
As would be expected, the recent growth in wage rates in Pueblo relative to the State of Colorado
suggest that retail sales have also experienced growth. This is in fact the case, as shown in Figure
3, where retail sales have experienced an accelerated increase during the past few years. The data
in the graph represent retail establishment sales, which probably gives a better indication of retail
activity than total retail sales, since total sales includes some categories of sales not normally
considered as retail.
IDENTIFICATION OF DISTRESSED AREAS
In 1996, of the 48 census tracts in Pueblo County, 28 met the test of having either a median per
capita income of under $11,116, or an unemployment rate of 7.17 %, or both. All but two census
tracts within the Pueblo City limits meet the test of a distressed area. Of the remainder census
tracts that do not meet this test, most are in the rural areas and do not contain enough population
to qualify. Patterns of social mobility suggest that Pueblo does not have a single, ghetto type
3
problem area. Instead, it has four separated areas in the shape of a "Y ". Each of these areas has
its own identity, and each can be described as a "neighborhood." With the exception of the
downtown "core area ", each of these areas is primarily residential in its composition. Despite
improvement in each neighborhood over the past several years, the areas are still impacted by
deep and pervasive poverty. Of the 28 census tracts that define the neighborhoods, ten have
poverty levels above 30 percent.
REGIONAL NEED FOR RETAIL
There are areas in the enterprise zone which are predominately retail. The lack of retail continues
to be a concern in Pueblo; this becomes more critical as Pueblo strengthens its position as a
regional business and service center. In a recent market analysis, A Business Plan for Downtown
Pueblo, Colorado, 1996, surveys and inventories revealed that Pueblo County is underserved in
almost every area of retail trade.
FIG. 1: AVERAGE ANNUAL UNEMPLOYMENT RATE
Pueblo, Colorado State, & U.S.
20.0%
15.0%
w
F-
> 10.0%
O
a.
a
UJ
w
Z
5.0%
O.0%
1977 1978 1979 1980 1981 1982 1983 1984 19% 1986 1987 1988 1969 1990 1991 1942 1993 1994 1995
YEAR
a Pueblo o Colorado f U� .
SO URCE: Cob. Dept. of Labor & Employment. and
U. S Brew of Labor Statistics
4
FIG. 2: AVERAGE ANNUAL WAGE RATES
Pueblo compared to Colorado
81.5%
w
F-
81.0%
LL
O 80.5%
0
v)
80.0%
w
O
79.5%
O
J
W 79.0%
a
78.5%
Pueblo as % of Colo.
1989 1990 1991 1992 1993 1994 1995
YEAR
SOURCE: Cob. Dept. of labor & Employment,
Labor Market Information
=1G. 3: PUEBLO COUNTY RETAIL ESTAB. SALES
1986 -1995
$1.2
$1.1
m
$1.0
w
J $0.9
O
N $0.8
W
Im J �
$0.6
1986 1987 1988 1989 1990 1991 1992
YEAR
-w Pueblo County Ret. Estab. Sales
NOTE Retail establishments sales excludes some types of sales by non - retail fims.
SOURCE: Colo. Dept. of Revenue.
1993 1994 1995
OVERALL BARRIERS TO DEVELOPMENT
Listed below are some of the overall impediments that continue to restrict Pueblo's economic
development; more specific barriers are listed after each goal statement:
• Image problem Pueblo continues to have problems of a negative image. The
community has traditionally been viewed not only by outsiders, but also by its residents,
as somehow an undesirable place to live. This attitude is hard to erase, and has an
effect on the community's ability to sell itself. Since it continues to be viewed as a less
desirable community, Pueblo must offer incentives to lure new industries.
• Lack of attractions For a city of its size, Pueblo needs more major attractions to draw
visitors all year long. Seasonal and temporary attractions such as the State Fair and Lake
Pueblo draw many visitors, however, more year around attractions are needed to grow
Pueblo's tourism industry.
• Lack of suitable air transportation Pueblo has a very fine airport, yet it is only served by
one commercial airline. Pueblo is presently in danger of losing its Federal subsidy for
airport improvements, if air passenger traffic should fall below 10,000 enplanements
annually. If this should occur, the City of Pueblo would stand to lose a minimum of
$370,000 annually for airport improvements. It would be very difficult to raise this
revenue from alternative sources.
■ Lack of available commercial space Pueblo has only a limited reserve of suitable space
for new industries that desire to relocate. Any new industrial facility would probably
have to be built. A similar situation exists with respect to office space. Suitable office
space is at a premium.
• Limited housing availability A new firm that intended to relocate a large work force
to Pueblo would be faced with the problem of finding adequate housing for its personnel.
While housing costs in Pueblo are relatively inexpensive, they have seen substantial
increases in the past few years. The 1995 median sales price for a three- bedroom home
in Pueblo was $73,750, over $8,800 greater than in 1994. Though the costs may be low
relative to some other Colorado communities, considering that Pueblo's wage structure
is only about 80% of the State of Colorado average, this places a hardship on persons
intending to relocate here. The incentives to develop new residential subdivisions within
the City of Pueblo are constrained by the lack of available tax revenue to develop the
infrastructure.
• Lack of day -care facilities Pueblo has seen a major expansion of the female labor
force participation rate and the number of woman- headed households having children.
This segment of the population may have relied on public assistance in the past,
but restructuring of public assistance programs are intended to emphasize job placement,
which results in a need to develop adequate day -care facilities for their children.
C
GOALS AND OBJECTIVES
Goal 1: For Pueblo to achieve its business and economic development vision,
the Communities of Pueblo County need to emphasize and support small
business development and retention.
Objectives and how they help achieve the goal:
• Provide and distribute information on technology assistance and training resources.
To support small businesses and prevent Pueblo from experiencing the high rate of small
business turnover that is experienced nationally, businesses must be competitive and
informed on business trends in both technology and the marketplace.
• Develop a One Stop Capital Shop as proposed by the Small Business Administration.
This program, set up by the Small Business Administration, was proposed in 1994; Pueblo
was not selected to participate.
• Provide incentives for the commercialization of technology at the local level. In order
to meet the goal of small business retention, businesses must be able to compete at a
global level which means a strong local support of technologies such as internet
technologies, and other means of decentralized marketing technology.
• Establish a collaborative technology transfer operation between various institutions
and companies. Using technology to give Pueblo businesses a competitive edge is
critical to business retention. Strategies for increasing technology transfers include the
use of a Procurement Assistance Program accessing government contract opportunities for
small business.
• Promote networking of emerging and established companies . This objective is
addressed by Pueblo's two chambers of commerce. It is an objective that helps meet the
goal of retaining small businesses both in and out of the enterprise zone.
• Promote development of retail and service industry activity in Pueblo This objective is
linked to the goal of developing new small businesses and increasing Pueblo's capacity to
be a tourist destination.
• Create a regulatory and governmental environment (city and state) which provides
an incentive for the growth and development of area industries. Small businesses
account for almost 90% of Pueblo's jobs and yet small businesses often receive the least
amount of support. The enterprise zone will provide incentives for small businesses which
will in turn encourage both the development and retention of small businesses.
• Ensure the existence of a comprehensive entrepreneurial training program at the
elementary and secondary and post- secondary levels. This is currently being discussed
in meetings between the Business and Economic Development Task force and the
Education Tusk force of the 2110 Commission.
BARRIERS TO ACHIEVING THE OBJECTIVES:
• Collapse of funding for the technological transfer of information at the college level;
• Loss of small business support networks such as the Small Business Development Center;
• Loss of small business incentives such as the State Enterprise Zone incentives and EPIC
loans for small businesses;
• Shortage of a qualified workforce;
• Lack of investment by the City and County resulting in a slowdown of market growth;
7
GOALS AND OBJECTIVES
MEASUREMENTS AND BENCHMARKS:
Using the above objectives, Pueblo will meet this Goal when it can meet and sustain
a one percent annual growth in the number of small businesses located in Pueblo County over a
period of 7 continuous years.
year
number of
% growth from
small
previous year
businesses
(under 50)
1986
2700
- --
1987
2689
-0.4
1988
2636
-2
1989
2663
1
1990
2601
-2.3
1991
2620
0.7
1992
2639
0.7
1993
2692
2
*1994
2746
2
1995
2813
2.4
L 1996
2841.
1
1997T
F i
- 2870 � - -. 1 -
199
- 9
28981 1
! 1
2927 1
2000,
29.7 1
2001
._ 2986 l
—_... i .. I �
I
20021
3016` ]
200' 1
2004 3077 1
2005! 3108; 1
20061 - -- 313 9; 1 -
L__2 3170 1
2008! 3202 1
r 2 009 1 323 41 1
L
2010; 3 266' 1
�--- - -- - -- L - - - --
* Figures for 1994 -1995 are estimated;
1996 -2010 represent projected annual 1.0% growth rate.
E:3
GOALS AND OBJECTIVES
Goal 2: For Pueblo to achieve its business and economic development vision,
the Communities of Pueblo County need to emphasize and support primary
job recruitment, development, and retention.
• Establish, through Pueblo Development Corporation (PEDCo), an aggressive
program to attract three hundred primary jobs and associated investments to the
communities of Pueblo County annually. This objective is owned by PEDCo and is to
be achieved by the year 2010. The Enterprise Zone will assist PEDCo in meeting its
objective by providing incentives to qualifying companies who choose to locate in
Pueblo's Enterprise Zone.
• Support the creation of primary jobs through entrepreneurial activities and support.
Entrepreneurial support helps develop and retain primary jobs. The Enterprise Zone
incentives will add support to creating primary jobs by offering qualifying entrepreneurs
incentives for hiring employees and expanding their businesses.
• Provide pro- active support for the retention and expansion of existing primary
employers in the Communities of Pueblo County. Takingpro- active steps to support
employers is the most effective way to retain businesses which provide primary jobs.
Enterprise Zone incentives provide one of the most effective ways of offering pro - active
help to businesses thus increasing their stability and likelihood of success.
• Enhance the tools necessary to advance the economic competitiveness for the
Communities of Pueblo County. This objective meets the goal by building the capacity
both in marketing skills and in physical space to support new employers. The airport was
a successful venture in this area Pueblo would like to expand on this success and commit
to other areas where successful businesses would be located.
BARRIERS TO ACHIEVING THE OBJECTIVES:
• Discontinuance of the Economic Development one -half cent sales tax;
• Downturn in the economy that prevents PEDCo from reaching its objective;
• Loss of economic development incentives such as the State Enterprise Zone incentives;
• Lack of qualified work force.
we
GOALS AND OBJECTIVES
MEASUREMENTS AND BENCHMARKS:
Using the above objectives listed under Goal 2, Pueblo will meet this Goal when it can meet and
sustain a 4% annual growth, averaged over five years, in the number of primary jobs located in
Pueblo County for two, five year averages beginning in 1996.
year
number of
total
number of
% change
5 -year
new business
primary
added
average of
jobs
primary jobs
primary job
growth
1986
8
12417
1553
14.2
1987
2
13128
711
5.7
1988
1
13142
14
0.1
7.6%
1989
1
14992
1850
14
1990
1
15642
650
43
1991
4
16612
970
6.2
1992
2
16624
12
0.07
1993
4
18370
1746
10.5
3.88%
1994
4
18513
143
0.77
1995
4
18862
349
1.88
19961
31
18892
3 0 ;
- - - - - -
0.15
i
1
1997!
19981
I - -�
- - --
� -- - -- 4%
- -
-- -- -�-
--
--
� - - - - --
20001
i 200
-- -- --
- -
; - -- — ---
� -2002 - -- � -- ---------- - - - - -- i ------ - ---
2003 ? I 40ro
r .
200 5: I
' 2 006 i
2 007;
20081 i 4%
2009
—�- - --
2010
Figures from the Pueblo Economic Development Corporation.
10
GOALS AND OBJECTIVES
Goal 3: For Pueblo to achieve its business and economic development vision,
the Communities of Pueblo County need to continue to promote Pueblo as a
first class community.
• Facilitate actions that make Pueblo feel like a first class community. This objective
consists of ongoing commitments to improve the quality of life in Pueblo by both the
private and the public sectors.
• Enhance the image of Pueblo by continuing and expanding the promotion of tourism.
The amount of tourism a city attracts is a test of how "first class" that community is. At
the same time, tourism helps build a strong economy by supporting additional businesses
and keeping a city continuously aware of how attractive it is to outsiders. Strategies for
expanding tourism in Pueblo include the development of the Historic Arkansas Riverwalk
Project, the Heart of the West outdoor theater production, the Pueblo County Historic
Museum relocation as well as full development of Pueblo's convention market
• Enhance the image of Pueblo by promoting Pueblo as a unique and successful
location in which to operate businesses of all sizes. This objective addresses the need to
continue the diversification of Pueblo's economy in order to remain a first class
community.
• Enhance the image of Pueblo by encouraging newcomers to make their homes in
Pueblo. Pueblo must be an inviting place to live, not only to provide a future here for our
children but to attract others with a variety of skills and talents.
BARRIERS TO ACHIEVING THE OBJECTIVES:
• Slowdown or discontinuance of private investments in businesses;
• Slowdown or discontinuance of public investments in municipal projects;
• Slowdown or cancellation of the development of major city attractions;
• Rise in unemployment, slowdown in the economy,
• Limited offerings of services or retail choices which encourages sales leakage to Colorado
Springs.
11
GOALS AND OBJECTIVES
MEASUREMENTS AND BENCHMARKS:
Community Quality Index: In order to evaluate Pueblo's success in achieving the goals of the
community's Strategic Plan, an index of community quality was constructed, as shown in the
subsequent table. One of the goals of the plan was that Pueblo should strive to become a
"first -class community." Three criteria were established that can be used to measure this
admittedly subjective goal. These include the promotion of tourism; the enhancement of
economic diversity; and encouraging newcomers to make their homes in Pueblo. An index was
constructed using three components to measure the above criteria: The Tourism component is
measured by the annual number of hotel room - nights, Lake Pueblo visitors, and average daily
Colorado State Fair attendance. The Economic Diversity component is measured by the
percentage of total employment represented by the Wholesale- Retail and Services sectors of the
local economy. As Pueblo's economy has diversified, these sectors comprise an increasing
proportion of total jobs. The Housing component is evaluated by the annual number of new
single - family starts. The overall community index is a weighted average of the separate
components listed above.
In addition to evaluating the historic trends of the above indicators, it was deemed desirable to
develop projections to the year 2010, since the goals of the Pueblo Strategic Plan are based on
this year. The following assumptions were used in developing the projections of each of the
components:
• Tourism -- Estimated Hotel Room Nights: Hotel room - nights for the
1986 - -1996 period were estimated indirectly using the annual revenue
generated from the City of Pueblo's lodging tax and the average room rate.
The projections from 1997 - -2010 were derived by applying a 3.0% growth
factor to the 1996 base figure. The annual average growth for 1986 - -1995
was 1.0 %; however, it is assumed that as Pueblo becomes more attractive
to tourism, the growth rate in hotel room - nights will be higher. In view of
the downtown convention center (currently under construction) and the
hotel that is anticipated to be built in conjunction with this project, the
assumption appears reasonable at this time.
• Tourism -- Colorado State Fair Daily Attendance: Average daily
attendance was used as the measure, since the State Fair's duration was
extended from eleven to seventeen days beginning in 1991. The annual
growth rate for 1994- -1995 (2.8 %) was used as the basis for the
projections to 2010.
• Tourism- -Lake Pueblo State Park Visitation: Annual figures on the
number of visitors to Lake Pueblo State Park from 1986 to 1996 on a
fiscal year basis were used as the basis for developing the projections of
this component. For this time - period, the average annual growth was
3.1 %. This value was extrapolated to 2010 to develop visitor projections.
12
GOALS AND OBJECTIVES
• Economic Diversity As Pueblo's economy has diversified,
Wholesale - Retail and Services Sector jobs have assumed greater
importance, and Manufacturing's predominance has decreased. The
proportion of Wholesale- Retail and Services jobs in Pueblo is increasing at
an annual average rate of 1.4 %, relative to total employment.
• Housing: According to a report on the Pueblo housing market,
prepared by David Bamberger & Associates, Pueblo can be expected to
witness an annual growth of 900 to 1,020 new single family homes over the
next three years. For purposes of this report, an estimated 950 new single
family homes are anticipated to be built over the next fifteen years. Pueblo
is in the expansion phase of a long -term building cycle. Although the
housing market will eventually enter the absorption phase of the cycle, an
annual growth of 950 units seems reasonable in the lack of any other
long -term projections of the housing market.
In 1996, the Overall Community Quality Index stands at 229.5, by 2010, the Index is expected to
have a value of 258.7. Although it is obvious that this index is "unscientific ", and has no
predictive value, it at least provides a means of evaluating Pueblo's ability to achieve the stated
goals of its Strategic Plan, and can be modified to take account of changing socioeconomic
variables as the years progress.
13
C
U
C
F
U
a
L
C
z
0
U
W
W)
ON
c
0
c4
C
.O
bA
L
O
U
w
00
00
C�
ti
c3
N
c3
U
v' O,h17 V Ih o
o01N n
n MIN Mj�h VjM' OONI� O,h �
�n
L u
, O
N
00 Q
C-9
00
0o
c�
—'
-I 0
Q,
x
O
O
N
O
00
F
'V
O,
V'
C,
Q�
• 00
v)
' O
01 M
N E
V'
C.,
Q�
N
M
M
M
M
V'
M
1 00
Cl)
O
N
t7
[—
O,
•�
�--�
M
�C
100
N•a :' O ?
?,. - 00 : 00 - Q1 : O : C N
N c
cc v
N
N
N
N
N
N
N
I
N
7
N
N
N
W) :
N
Ln
I fN
N
Cl
N
N
• wj
I O
O
100
M
-
h
- �
C � -o 00
i M I l0 m
M' N
I C, � M,
7
O
00
•--
! 00
00
17
_
100 1 00
X
I O
-i_i
I O
00
h
l r-! 1 0 O�c
V,
I'D
7
1 7
7
00
7
00
7
00
7
00
7
00
7
00
7
00
7
00
! 00 00
1 7 7 7 7
tS� Q
p
i
I
i
NiMl7i
77'771717
1
I
7I7�7i7I7
7I7 �
I to
IN
N
O
N
7IN1-o
h
v)
' CD: 0
v l 7 ! N
C,:oo
Vl N
7O�
`J
V'1
O,O
V7
I
V 7
CD
V'1
CD
V")
V'1
Oi0
O
N
ty
.•.,
_
.--, i ^ N
M Vl
I h
C�
C�
CN
C�
CN
C,
I C\
C\
C�
Q\
C,
,
I G1 G1 C\
C1
O
iz
iOIoO
1C)
MIND
OOl
^'o0
�'n
CD; OO
N,� I
CSI C,
OOi
C�Iin!
N
7 I
Vr
\UjN�D,v'iN
h
C'!CjN
7
Q\
v)
t��CSI
�'^"iD`•oOl�j�
-.
t
WOIO
�
N
NI
NIMiMr�i;.r�icY�i
h .I
Ic w w
I
I
I
,
•� O
h
O
O N
!
N V)
M
O
001
I
v'i
M
--
a\
00
O\ [ I
O
N
O
M
Q\
M
h V'1
7 v) V^ I
h
vi L Fn
7
7
7
v) v'1 V
! V7
h I
v'�
N
h
V'1 !
V'1
vl
l0
�O
\O
V'
V o ! "I
I'D
I
*
p;��- ;71X0':.7
l
0000
�' D i N
��
O�
[�
v�
v�It�'Oh
C% O; C h!
; OI O
N M
NO
M
M 7, 7
�n
SDI
V' I
hl
o0
h 00! 00 C
I
I
I I
I
! I
I
.Y
U]i
O
Obi 01I� hi �'vl Q1I
t� O
7!.7'
- IDDIN
C',
.h 0�17N
O V7I 7'MI[�
M
N I
Oio0lty',
Vl!. - .•I
-; V, pl
C� 7!M N
iNI�Iv�IO,,t�O:
1
O
O��Vil.i..•,O
00 N 1
h
rz
IN'NI—
vl It kl- 100
O�
N
001110010
O\ 100
�I V1Io0
rJ
1 O,OMI'�tlM.ttIM�ON
v1 ii V'1 — +
crn' 'C�h
h:oo�C�IC)lO!O
-- i —ININ
—
NNir�7'�n:
00 V'1
N
NIN�
CZ
I
I
C
U
C
F
U
a
L
C
z
0
U
W
W)
ON
c
0
c4
C
.O
bA
L
O
U
w
00
00
C�
ti
c3
N
c3
U
In 7 OIL O 7; 7:C�'D,;vllh W) D v eo o0I
CS h ! 7 1 �- ; N � ' O V . I� v1 � 7 : M I M 1 7 v� '. I �D ': O kn ! - CC V)
j C ! 00 7 001 [— : h C` N M V> n — : M V'1 h D\
! �. '', .� `^. Q, !. N 'U" c c 'ti
I i 00 i 0 01 00 C, C c o� l p l °
o Z I V M
E 1 o o
o. _
C. �
h 00 N, v'i' [� Q1
G L
O I O� ; C�! Vl '. vj l : -- to D1 , [� 1 O '� 7 i t� - 17 i 00 1 N ! �D j O . 7 j C� M 00 1 N N N M ^OO
u QO1O0 O'.O,jC�.O�G� O ^ ^i , NNINiMIM��T 7;wn '`J
,Z - I - a
7 oc. N (�; N' M; � CN' : 00
0!oO: O', O. Q,'v)I, �7 NI NI �I h h o0 ',NIO,O
V' vl M V C� Cl co V 7 �' (� M ! C� V' M O I-- ! y .u.
7: N O. oo , toy 7i L DD
o'ooi0lO'O�Ihh hloo' -,O O!O' ^I N'M 71
, ,'�'� -'N'N. •_ -.N.N N'',NIN N'NII 7! � C cC cC N
1 i i ! - I j I N�N'Ni NN NI N' N NI Mi X K�
i
i 1
I I _ + I w
Q� �O h 00 j O\ O N M �f V7 [� 00 O� O ! .r I N M 7 � h 00
00 00 00 00 O\ O\ ! O\ O� O� O� O� O� O� O\ O O O O O O O O O O .-•i
� W' ON �I �I �' �` aN! 0 O
'^ �--i .� .•� ,.r . .-. I ...� .., ..� , ,.r .r ti N N N N N N N N N: N I N Z
14
v' O,h17 V Ih o
o01N n
n MIN Mj�h VjM' OONI� O,h �
�n
L u
, O
Ovj,niO!,n
00 Q
V' C': C, O'O, -
-I 0
Q,
Q -
N N
N N
ci
_ G
G _
_
.
N•a :' O ?
?,. - 00 : 00 - Q1 : O : C N
N c
cc v
v C" 7 '' h t� :. Ln N O 15
14
GOALS AND OBJECTIVES
Goal 4: For Pueblo to achieve its business and economic development vision,
the Communities of Pueblo County need to work with education to develop
quality schooling and job skills which are responsive to local business and
economic demand.
• Direct Pueblo Community College to convene a meeting of educational leaders within
forty -five days of completing the strategic planning process to form a task force
responsible for designing and effecting changes in the educational system to increase
the technology proficiency of the work force through innovative programs. As of
August, 1996, this objective was in process.
• Create a climate for lifelong learning that uses all education resources to develop a
technologically proficient work force. Pueblo Community College, the University of
Southern Colorado, and the Pueblo College of Business and Technology have all
participated in furthering life -long learning. Paramount to the effectiveness of these
programs will be their ability to stay informed and teach new technologies as they are
developed
• Provide employable- skills training which includes, but is not limited to : basic
literacy; work ethic; business economics; appearance; and technical skills training.
Like the previous objective, the continuation and expansion of these programs are critical
if a qualified workforce is to be available for Pueblo's employers.
BARRIERS TO ACHIEVING THE OBJECTIVES:
• Reductions in funding at the primary and secondary education level;
• Reductions in funding at the college and university levels;
• Lack of commitment to learning and teaching new technologies.
15
GOALS AND OBJECTIVES
MEASUREMENTS AND BENCHMARKS:
Providing measurements and benchmarks that track the effectiveness of education as it applies in
the work force is a very difficult task. For this measurement we have used the Annual Report on
Occupational Supply/Demand Outlook for Pueblo County. This report uses symbols to measure
the over and under supply of applicants for various occupations. Four +'s (1 1 r+ ) represents a
high under supply of applicants while four -'s ( ---- ) represents a large over supply of applicants for
that occupation. How well we are training and educating adults for these occupations should be
reflected by how closely our demand of job openings meets our supply of applicants.
To measure the progress towards reaching Goal 4 we must show a balance between job openings
and applicants. The following chart show the number of occupations in each category. When the
annual Occupational Supply Demand Report for Pueblo County Colorado shows less than 20% of
jobs in excessive surplus or demands (numbers under categories - - -- and ++++) we will have
reached our goal.
Year
- _ _ _
---
_ _
_
+
++
+ ++
+ + ++
% of jobs in
high surplus/
demand
1993
24
14
15
13
14
16
12
6
26%
1993
22
17
14
15
15
16
15
8
24.5%
1995
18
12
15
10
13
13
13
7
25%
� - 1996 .
1997
I
-
1998
I
i
---,
199
`- - - - 199
-
—
- - --
- - -- -
Source: Colorado Occupational Supply/Demand Report. (fiscal years 1993, 1994).
16
GOALS AND OBJECTIVES
Goal 5: For Pueblo to achieve its business and economic development vision,
the Communities of Pueblo County need to provide a nurturing environment
for business.
• Produce a catalog that lists all sources of business support available in Pueblo. This
objective will be explored during F796-97 as apart of an Economic Development
Administration planning grant for the development of internet technology.
• Provide a One Stop Permit and Licensing Shop. This objective has been approved by
the Pueblo Area Council of Governments. Implementing the idea is now awaiting the
funds for a new building.
BARRIERS TO ACHIEVING THE OBJECTIVES:
• Shortage of implementation funds;
• Shortage of Capital Improvement Funds to build a One Stop Permit and Licensing Shop.
MEASUREMENTS AND BENCHMARKS:
Using the above objectives, Pueblo will meet this Goal when a business support catalog has been
developed in print or electronically and when a One Stop Permit and Licensing Shop has been
built and is in operation.
17
ZONE BOUNDARY PHILOSOPHY IDENTIFICATION
The boundaries of the Pueblo Enterprise Zone were selected to promote economic development
which is consistent with the communities of Pueblo County Strategic Plan. In particular, the
boundaries of the Zone were selected to:
• Support and maintain an economically viable central business district;
• Encourage the development and expansion of opportunities for employment in
the private sector
• Provide more employment opportunities for Pueblo residents;
• Overcome conditions of unemployment and underemployment which result in
out - migration of population, chronic economic distress and community
deterioration;
• Concentrate resources and emphasis within the Enterprise Zone to maximize the
productivity of economic development activities.
The rational for selection of specific sub -areas in the Enterprise Zone is to both
encourage and control growth..
The following is descriptive of those areas shaded on the attached map, and are specific
areas within the City of Pueblo and Pueblo County which are designated as part of the
Enterprise Zone:
• Downtown Pueblo
• Midtown Shopping Center
• Union Avenue Historic District
• Mesa Junction Commercial Areas
• Northern Avenue Commercial Areas (to approximately Prairie Avenue)
• State Fair Grounds
• CF &I Industrial Park
• Industrial Parks of Minnequa, Blende, and Graneros
• Airport Industrial Park
• Pueblo Mall Area
• University of Southern Colorado Technical Center
• Fountain Creek Commercial Center
• Pueblo Motor Sports Park
• Department of Transportation
• Pueblo Depot Activity
• Pueblo West Industrial Park
• Colorado City Industrial
W
�_ NORTH
PUEBLO
11-�
UI All
t
�L I CCLORADO Ci
ENT'ERPRISE ZON FE
k I Rr.(D R'7
7
B c 0 E
��~
94
r 0
DL C(—"
1 -1/
THE PUEBLO
URBAN
ENTERPRISE ZON
SCALE: - 1 8 Miles
f) 4 Viles 8 Miles
19
FCRT
?Ila
PUEBLO
11-�
UI All
t
�L I CCLORADO Ci
ENT'ERPRISE ZON FE
k I Rr.(D R'7
7
B c 0 E
��~
94
r 0
DL C(—"
1 -1/
THE PUEBLO
URBAN
ENTERPRISE ZON
SCALE: - 1 8 Miles
f) 4 Viles 8 Miles
19
CONTRIBUTIONS
The Pueblo Urban Enterprise Zone Administration has certified eight projects prior to
May, 1996; the Sangre de Cristo Arts & Conference Center, Pueblo Community College,
USC Sports Complex & School of Business, the YWCA, the State Fair Projects,
Historical Arkansas River Projects, Runyon Field Complex Upgrade and Pueblo
Economic Development Corporation (PEDCo). Each project is described on the
following attachments.
20
Sangre de Cristo Arts & Conference Center
Approved on January 1, 1994
Description of Project:
The Sangre de Cristo Arts and Conference Center is a part of the Pueblo Urban Enterprise Zone.
The Arts Center impacts the Enterprise Zone by attracting 200,000 visitors yearly to its present
facilities, and with the building of a new children's museum, expects to increase that number by
an additional 25,000.
The new children's museum, designed by HGF Architects of Pueblo, will be a 10,000 square
foot, two story building constructed on our grounds and connected to the Helen T. White Gallery
building. The complete cost of the facility and finished exhibits will be $1,850,000.
The construction of this new children's museum fits in nicely with the goals of the city's
economic development plan because it is within walking distance of the new, under construction,
convention center, the revitalized Union Avenue District and HARP (Historical Arkansas River
Project).
The Arts Center has served as a strong anchor for the downtown area for over 20 years. Its
original purpose was based on economic development for downtown and was awarded a near $1
million dollar grant from the United States Office of Economic Development Administration to
initiate its original construction. This new children's museum will ultimately strengthen this
position.
The Enterprise Zone will benefit through the hiring of architects, designers, contractors,
sub - tractors and normal suppliers needed for construction. In addition, the new building will
require job creating through the addition of at lease one curator, five to seven new docents and at
least one new maintenance employee and night watchman.
Potential contributions raised from foundations, corporations and individuals will be about
$850,000. We have already been awarded a $1 million grant from the Buell Foundation in
Denver
Their plan is to break ground in 1997 and open no later than June of 1999. The Enterprise Zone
is significant leverage in our ability to attract donors for this important project.
21
Pueblo Communi College (PCQ
Approved on December 11, 1995
Description of Project:
Pueblo Community College is currently engaged in remodeling its student center. The
project cost, including equipment, will be approximately $4 million. When completed,
this center will include a new child care facility, a fitness center, and result in relocating
some of our administrative functions to that location. By the time the center is fully
operational, it will result in the creation of up to fifteen new jobs. In addition to this
center, future plans at PCC include the construction of a 120,000 sq. ft. Advanced
Technology Center costing approximately $15 million, along with an additional $15
million in equipment to be installed within the facility. When concluded, this facility
will create between 15 -20 new jobs.
Additional plans include the construction of a Health Science Building, as well as the
remodeling of existing facilities. These projects will not only create new jobs but enable
the College to work closely with local economic development efforts in attracting
industry to the community. At the same time, this facility will be used by area employers
with the purpose of training existing workers to become more productive by using
advanced manufacturing technologies.
22
University of Southern Colorado (USC)
Description of Project:
The University of Southern Colorado has two existing projects which are classified as Enterprise
Zone Pro'e� cts These Projects are as follows:
1.
Rawlings Sports Center:
Approved December, 1992
1.
This project consists of an outdoor recreation facility including a baseball stadium,
softball fields, a soccer field, tennis courts, and a ropes course. This facility is used as a
community resource and will create new jobs, will enhance tourism, and will promote
economic development.
School of Business Building: Approved September 18. 1995
The University is planning to construct a new School of Business building on the USC
campus. The building will be primarily funded through the State's capital construction
program, but the University is also expecting to apply donated funds to the project. The
building will house the School of Business which:
A. delivers education programs for business and industry in the region;
B. provides specialized training and seminars for area business;
C. cooperates with the Pueblo Economic Development Corporation in the operation
of the small business incubator program; and
D. provides consulting, through faculty and students, to regional business.
23
Y`VCA
Approved on December 22, 1995
Description of Project:
The YWCA positively impacts the Pueblo community by helping homeless families rebuild and
strengthen personal and community supports. This is done by providing immediate shelter,
clothing and medical referrals which will prevent future physical and mental harm coming to the
women and children seeking safe shelter.
Our Case Managers help women develop permanent housing, education and employment plans.
The YWCA is developing a job resource center to be used by the women staying with us, and
women in the community who are unemployed or under employed. The YWCA Child Care
Center, at 1201 E. 7th, provides a stable care - taking environment that enables parents to increase
their education or employment opportunities.
1. Project need:
Support is needed for adequate funding of administrative support, operational expenses
and program costs of the Family Crisis Shelter and the Child Care Center. Justification
of this need is found in the 454 arrests made by the Pueblo Police and the 114 arrests by
the Sheriffs Department for domestic violence in 1995. Without the Family Crisis
Shelter, women and children lacking sufficient financial resources caught in these
abusive situations would have nowhere to turn.
The police, sheriff, and judicial system rely on the YWCA to provide shelter, legal
advocacy, and counseling to prevent abuse and needless deaths. When the women and
children make the courageous decision to escape, they need the YWCA programs to
provide them with the safety and support. The YWCA is a safe haven where their needs
for counseling, housing, child care, medical and job referral can be found.
The YWCA Child Care Center is the only facility in Southern Colorado to serve the
special needs of homeless children. The need for this care is great. The YWCA's child
care approach provides crucial support for families with multiple needs by coordinating
services, forming linkage with existing community agencies and programs and
establishing or rebuilding support systems.
24
2. Project Impact in the Pueblo Community
The impact of the YWCA programs is that they work to alleviate the devastating and
Ion g term effects of domestic violence. This is done by providing immediate shelter,
clothing, legal advocacy, and medical referrals which will prevent further physical and
mental harm to women and children.
Women are also required to attend counseling and parenting classes and to develop
individualized safety plans. Individual counseling with case managers and the Essential
Service Case Managers and the Essential Services Case Manager helps women develop
housing, education and employment plans.
The Child Care Center positively impacts families by providing a safe, clean and
nurturing environmental through an enriched early childhood curriculum for preschool
age children. This stable care - taking environment enables parents to increase their
education or employment opportunities which will lead to greater self - determination. the
Center's counseling and parenting classes gives the staff the opportunity to help families
rebuild and strengthen personal and community supports so that these families may
become participants in a self - sufficient lifestyle.
3. Goals and Objections
The goal of the Family Crisis Shelter is to provide crisis intervention services to women
and their children who are homeless due to domestic violence, a unique personal tragedy,
or sexual assault. The objectives of this goal are to continue to provide crisis
intervention and emergency shelter to 300 women and 375 children; to continue to
provide individual and group counseling to 2275 residents and 200 non - residents in order
to provide life skills that lead to self - sufficiency; to continue to provide legal advocates
who will meet with 200 residents and 75 non - residents to provide legal assistance; and to
continue a 24 hours Crisis Hotline by providing training staff who are available to
receive 400 crisis calls and 600 counseling and 200 advocacy calls.
The Child Care Center will provide a safe, clean and nurturing environment with an
enriched early childhood education curriculum and counseling to 90 children who are
victims of family violence and homelessness and to 20 community children; with the
child care needs met, parents may then seek, refrain, or train for employment. The long
term benefit to be achieved would be non - subsidized self - sufficiency. The Child Care
staff will continue to provide individuals and group counseling sessions to 100 children
above 5 years of age; these children are victims of physical or sexual abuse, family
violence or homelessness.
25
4. Project's target population (age, sex, special interests, neighborhoods, etc.).
The population to be served by the YWCA Family Crisis Shelter Program includes
women and their children who have victims of domestic violence, sexual assault and
homelessness. Historically, the majority of our clients (98 %) have been below poverty
level; 45 -50% While, 40 -45 Hispanic, 10 -15% Black, Asian and Native American. Ages
range from birth to 70 years. Being homeless due to domestic violence, sexual assault or
a unique personal tragedy is the only eligibility requirement. However, specific
situations that result in denial of services include the facility is full; or that an adult male
or minor child requested service.
Clients may also be deemed inappropriate due to extraordinary medical, psychiatric, or
personal care requirements that the YWCA cannot meet.
5. Number of unduplicated individual units served or provided in Pueblo County
area:
3 years ago- 1993/94 - 606
2 years ago - 1994/95 - 671
1995 -96 for 9 months - 555/740 projected.
26
Colorado State Fair & Exposition
Approved on Nlav 16. 1994
Description of Project
A new addition to the Colorado State Fair and Exposition is the S7 million Colorado
State Fair Events Center. The Events Center is particularly important in that it is a
year -round multi - purpose facility that offers one of the most intimate concert settings in
Colorado.
The Events Center opened in April, 1995 with a sold -out performance by country
superstar George Straight. Since then, Liza Minelli, Trisha Yeanvood, Hootie and the
Blowfish and David Copperfield have headlined at the facility. During the 1995
Colorado State Fair Brooks & Dunn, Mary Chapin - Carpenter and Tom Jones were
among the many big -name performers. The Events Center has also hosted horse shows,
ice shows, basketball games and graduation ceremonies.
The 95,350 square foot Events Center has a seating capacity of over 8,000 and is
climate - controlled. It is located in the northwest corner of the Fairgrounds where access
and parking are optimal. The new structure ensures a quality entertainment experience
year -round to Southern Colorado residents and protects State Fair concerts and other high
dollar entertainment events from weather factors. The Colorado State Fair Events Center
meets the need for a large capacity indoor arena in Southern Colorado.
Although the events center is completed, the State Fair, as a project , has ongoing
additions and improvements to the facility.
Goals and Objectives
For pueblo to achieve its business and economic development vision, the Communities of
Prreblo Counn, need to continue to promote Pueblo as a first class Community.
• Enhance the image of Pueblo by continuing and expanding the promotion of
touris 1. The amount of tourism a city attracts is a test of how "first class" that
community is. At the same time, tourism helps bring a strong economy by
supposing additional businesses and keeping a city continuously aware of how
attractive it is to outsiders. Strategies for expanding tourism in Pueblo include
the development of the Historic Arkansas Riverwalk Project, the Heart of the
Nest outdoor theater production, the Pueblo Historic � luseum relocation as well
as full development of Pueblo's convention market.
27
Expected Benefit to Zone
Sales tax revenue generated by tourism.
Estimate of Potential Contributions
5200,000 per year.
28
Historical Arkansas River Project (HARP)
Approved on January 11, 1994
The Historical Arkansas Riverwalk Project, referred to as HARP, is a community project that
was initiated and nurtured by a visionary group of Pueblo citizens. The project brings the
Arkansas River to its historic channel that flows throuvh the center of downtown Pueblo. When
completed, the project will integrate the beauty of water with trails sidewalk cafes, commercial
and retail development opportunities, and public spaces for art and entertainment. It will create
a public open space; a place to picnic or take a nature hike. HARP will also be a place to go for
lunch at a sidewalk cafe or simply a place to shop, browse around and watch people. HARP will
also have a grassy amphitheater that will be used for celebrations, concerts, or theater
productions. HARP holds many unique investment opportunities for entrepreneur and private
developers.
The HARP, Pueblo's Downtown Waterfront, will be a culmination of four district areas, each
representing a variety: of investment and job opportunities:
Lake Elizabeth
Residential development is planned for this area, providing alternative housing in
a unique downtown setting along the lakefront. A waterfront promenade will
provide a natural separation between parking and the passive park use.
Urban Waterfront
Primarily three to four stony buildings, providing retain shops on the first floors
which are below street level and commercial office space or residential on the
upper floors. A unique place for shopping, dining and enjoying civic or public
performances such as plays or concerts.
Historic/Intem- retive Park
An o ^en, passive area designed to allow for natural and historic interpretation. A
relaxi a place and open space to walk, ride a bike, or just observe nature. The
area -:will also be designed with the classroom in mind, i.e., environmental
education, water analysis, or other nature studies.
Downtown Linkage
Canal and adjoining private or commercial development connecting downtown
and the Hotel; Convenstion Center with the main LA-R.P Channel and the Historic
Union Avenue District.
29
Project's Relationship to Economic Development Plan Goals
The elected officials of the City and County of Pueblo asked a croup of citizens to
develop a Strategic Plan for their agencies to use for guidance in their future planning.
The result was the publication in 1994 of the "Communities of Pueblo County Strategic
Plan ". An integral part of the Strategic Plan is a chapter on Business and Economic
Development which defines the goals to be met no later than the year 2010. The vision
statement for this chapter reads:
"In the year 2010, the Communities of Pueblo County are
providing a highly qualified work force with a work ethic that
supports a broad -based economy, which nurtures opportunities for
business development and economic growth to benefit our
communities."
Some of the specific goals of this plan are education, small business, primary job
development, promote Pueblo as a "First Class" community, and to provide a nurturing
environment for business."
HARP will help meet all of the above goals by providing a natural area for education,
new business opportunities and job development, and will contribute to development of
Pueblo as a first class community. By drawing people to HARP, it will contribute to the
establishment of Pueblo as a true tourist destination.
Expected benefit to the Zone
During the construction of HARP, up to 300 employees will be required to do a
multitude of jobs. The HARP will take approximately four years to complete. The result
will be 20 -acres of residential, retail, commercial, and park area. It will attract new
businesses, tourists, and result in additional jobs. It is anticipated that HARP will have
78,000 square fee of residential space and over 115,000 square feet of retail and
commercial space, which will generate revenue from the sale or leasa of the land and
buildings. This will also result in additional revenue from sales tax, vending fees etc.
Estimate of Potential Contributions
We estimate contributions to HARP of approximately $20 million over a 5 year period
with up to S5 million during the first year.
30
aw
Runyon Sports Complex
Approved on December 7, 1994
Description of Project
The Runyon Sports Complex is a historic yet contemporary baseball complex with four
functional fields accommodating players from age 6 to professional players. The
complex is the focal point for youth baseball in the summer time and for special
attractions such as Colorado Sky Sox and other exhibition games. Project improvements
include upgrading the field lighting systems to enable nighttime play on all four fields;
future landscaping, safety screening for foul ball protection; a children's playground;
construction of a new multipurpose building to serve as a historic baseball museum,
(recognizing Pueblo's past with such greats as Babe Ruth, etc.) locker room, rest rooms,
pro -shop, and storeroom. Funds and in -kind labor, equipment, and materials are solicited
to match funding from the city, county and Runyon Sports Complex to make these
improvements happen.
Project Purpose
The purpose of this complex is to improve the quality of life in Pueblo. In addition to
the obvious benefits of involving youth in America's summer pastime, this baseball
program provides an amenity for families, corporate citizens, and the community at large
to enjoy in their leisure time. With a strong emphasis on youth development through
sports, this complex is providing an opportunity for coaches to become mentors and role
models to youth. About one thousand youth are served annually with interest growing
each year for more participants. The complex employs approximately 125 people in the
summer. Tournaments are organized attracting many teams from outside Pueblo and the
State of Colorado of play, but it is preserving 125 jobs each year and bringing tourism
and tourism dollars into Pueblo. With the growth in players each year jobs are being
enhanced. Attached, please note an economic development study that documents
economic impact in 1995 at $1,446,160 from the tourism effect on attracting tournaments
into Pueblo This study also documents the projected creation of 29 jobs using figures
provided by the U. S. Travel Data Center. The location of this complex is in the heart of
Pueblo, downtown, just a short walk on our river trail system from Runyon Lake to the
south and from the Historic Arkansas River Project being planned to the north. New and
existing business and industry in Pueblo care about how we provide four our youth and
they consider this complex ant its purpose an important part of their quality of life in
Pueblo.
Expected Contributions:
The expected enterprise zone contributions for improvements to this complex are
estimated at $150,000 for 1996, $125,000 for 1997 and $100,000 for 1998.
Relationship to Economic Development Plan Goals
This project directly contributes to the plan goals of preserving and enhancing jobs in
Pueblo, attracting tourism dollars that stimulate the economy and have the economic
impact of creating jobs which all add to the quality of life that attracts and retains
business and industry in Pueblo.
31
Runvon $ P orts Complex Commission Inc.
'
Serving Youth Development Through SflostS
ECONOMIC DEVELflPNIE". FROM BASEBALL IN PUEBLO
1995 Data
Tournament No. of Teams Total Number Days In Income
Name Visiting Pueblo of Visitors* Pueblo Denved—
State High School
7
665
2 Days
567,830
Triple Crown
12
1140
2 Days
116,280
Andenucio (age 15 -18)
11
1045
4 Days
213,180
Andenucio (age 12 -14)
23
2185
3 Days
334,305
June Tourney
4
380
1 Day
19,380
Memorial Day
8
760
2 Days
77,520
Babe Ruth State
6
570
5 Days
145,350
Sub - totals
%,100
5973,84
Economic Income
- Multiplier -*
z 1.435
TOTAL ECONOMIC L TACT FOR PUEBLO 51.446.160
TOTAL NUMBER OF JOBS CREATED 29
Total number of visitors is based on a traveling team of 20 people (1- players, 5
coaches /managers). Each player, on average, is accompanied by a traveling party of five "fans"
(mom, dad, grandparents, siblings, friends)
It It Income derived is calculated based on 1992 data from the Colorado Tourism Board and the
Pueblo Chamber of Commerce showing that each visitor to Pueblo spends S51 per day.
** The economic income multiplier has been derived by the Colorado University Business
School - Research Division. The economic sectors (where visitors spend money in Pueblo) are
personal services, amusements, hotels, restaurants, and retail businesses. The effect of spending
money in one sector pays employees, who in turn, spend money in Pueblo thereby
multiplying the impact of outside dollars coming into Pueblo. Upon averaging the income
multiplier for each sector, a factor of 1.48- was applied in the above figures.
** The total number ofjobs created is one job per S50,000 of tourism /visitor income according to
figures provided by the U.S. Travel Data Center.
32
The following projects have been certified to receive contributions:
Pueblo Economic Development Corporation (PEDCo)
Approved on August 31. 1990
Description of Project:
PEDCo is a private, not for profit organization dedicated to the promotion of the Pueblo area to
businesses and industries considering expansion or relocation. PEDCo was founded in 1981. Its
mission is to attract, retain and expand primary jobs in the community. Primary jobs are defined
as those that "export" goods and services outside the community and "import" new wealth to the
community in the form of increased payroll, taxes and other economic benefits.
Since 1984, PEDCo has successfully recruited over 31 companies - vyhich have expanded or
relocated their operations to Pueblo. The efforts of PEDCo led directly to the creation of
primary jobs for 831 Puebloans in 1995. So far in 1996, another 900 primary jobs have been
created through the efforts of PEDCo. The continued attraction of primary jobs to Pueblo will
foster the growth of the total economy of the Citv of Pueblo and Pueblo County. For every
primary job attracted through the efforts of PEDCo, between 1.5 and - other full -time jobs will
be created in the Pueblo area. Every dollar of new payroll paid provides approximately 56.00 in
benefits to the community. As the economic base of the community expands, so do the
prospects for success for other individuals and businesses in the community. Furthermore, the
attraction of primary jobs to Pueblo means there are more public and private financial resources
available to accomplish other objectives such as the continued development of cultural facilities,
schools and public works projects such as streets, water, sewer and recreational facilities, among
many others. In turn, these projects will lead to the creation of new jobs and the preservation of
existing jobs in the community.
A Statement of PEDCo project goals follow. These goals set forth a framework of how PEDCo
works to create and preserve jobs in the community. Furthermore, the Pueblo Enterprise Zone
Development Plan specifically lists PEDCo as one of the measures taken by the community to
bring about an economic recovery in Pueblo. PEDCo operates the Business and Technology
Center as a small bus illess "incubator" as an incentive to assist in the creation of new jobs in the
community.
33
PEDCo Project Goals
A. INIarketine PEDCo will continue to enhance and expand its marketing program which
is designed to attract primary jobs to the community. The marketing program shall be
aggressive, focused and personal in that PEDCo will aggressively seek out and work with
prospects, and design a specific marketing program personally tailored to the
requirements of each individual prospect.
B. Retention/Expansion PEDCo will continue to maintain ongoing, positive, personal
relationships with companies currently located in the community. By maintaining such
relationships, PEDCo will be able to work with such companies to retain current jobs and
attract additional jobs through the expansion of such companies.
C. Workforce Development PEDCo will continue to collaborate with local educational
institutions such as the Pueblo Community College and the University of Southern
Colorado to develop appropriate educational training and retraining programs. By acting
in this regard, PEDCo hopes to continue to meet the needs of primary employers by
developing and insuring the continued availability of a quality workforce.
D. Membership and Financial Support PEDCo will continue to seek to expand the
financial support of the Corporation by increasing the membership in PEDCo, with the
ultimate goal being an increase in private funding for the Corporation.
E. Business and Technology Center PEDCo will continue to increase the effectiveness of
the Business and Technology Center as an incubator and entrepreneurial job generator
through efforts such as its cooperative agreement with the University of Southern
Colorado.
F. Communications PEDCo will continue to aggressively and positively communicate the
mission, vision, philosophy and goals of the Corporation to the Pueblo Community in
order to attain and retain the community's continued understanding and support of
PEDCo and its program.
G. Leadership PEDCo shall continue its efforts to increase the involvement of community
leaders in Corporate activities in order to increase community understanding of and
involvement in PEDCo and its program.
34
Administration
The City and County of Pueblo has designated, by resolution, the Economic Development
Coordinator for Pueblo County, to administer the Pueblo Urban Enterprise Zone.
Administration will be conducted to insure compliance of statutory requirements and
Department of Local Affairs policies and procedures.
35