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TRANSCRIPT
CEBA Interlocal Agency Economic Development
Strategic Plan
February 1, 2009
Funded by an appropriation from the Utah State Legislature
through the Governor’s Office of Economic Development
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CEBAIA Economic Development
Strategic Plan
Table of Contents
Introduction 2
Historic Perspective of CEBA 3
Statement of Need 4
Guiding Economic Principles 5
Plan Design 6
Key Elements
Target Area 1: Facilities Management and Design 7
Target Area 2: Post‐Secondary Education 8
Target Area 3: Entrepreneur Support and Business Development 10
Target Area 4: Arts and Culture 12
Target Area 5: Digital Media 14
Target Area 6: Physical and Life Science 16
Target Area 7: Natural Resource Based Technologies 18
Target Area 8: Animal Sciences 21
CEBA’s Role as a Support Partner 23
Acknowledgments 23
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CEBAIA Economic Development
Strategic Plan
Introduction
The Center for Education, Business and the Arts Interlocal Agency (CEBAIA) Economic Development Strategic Plan is a blueprint for developing economic diversity and beneficial growth in Kane County. CEBA recommendations are developed for implementation by CEBA, governmental entities, businesses, organizations, private individuals and other stakeholders within Kane County and the surrounding region. Goals and strategies identified in the plan are consistent with Governor Jon Huntsman Jr’s “10‐Point Economic Development Plan” as it relates to rural Utah.
Point 9 of Governor Huntsman’s
10‐Point Economic Development Plan
Energize economic development in rural communities.
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Historic Perspective of CEBA
Through‐out 2006, Kanab City’s master planning process was extensive and included three community involvement components. The first was a community wide open house to discuss the master plan update process and to solicit community input. The second was a community survey, which was distributed to 1,520 residents in Kanab. The third component was a two‐day planning Charrette which enabled the community to provide feedback regarding proposed plan options in open meetings (See “A Vision for Kanab” at http://www.kanab.utah.gov/charrette.html). The Kanab City Master Plan open house, the survey and the Charrette identified the need for a building that would provide a professional Conference Center as well as a multiple purpose facility addressing the community, arts and education needs. This vision evolved into “The Center for Education, Business and the Arts” (CEBA). (See “The Vision Continues” also at http://www.kanab.utah.gov/charrette.html.) During 2007, citizens, business owners, government officials, educational institutions, and regional organizations gathered in Kanab, Utah for the purpose of exploring ways to assist, expand, and implement economic development planning efforts being conducted by local government and regional organizations.
In February 2008, an interlocal agency (in accordance with the Utah Interlocal Co‐operation Act, Title 11, Chapter 13, Utah Code Annotated 1953) called Center for Education, Business, and the Arts Interlocal Agency (CEBAIA) was formed between Dixie State College of Utah, Kanab City, and Kane County. This act permits local governmental units including cities, counties, and political subdivisions of the State of Utah to make the most efficient use of their powers by enabling them to cooperate with other public agencies on the basis of mutual advantage and to create a legal entity to more efficiently provide governmental facilities, services, and improvements to the general public. CEBAIA was created for the purpose of enhancing the economy and quality of life in Kane County and the surrounding region.
CEBAIA is governed by a Governing Board, which is composed of seven (7) persons. Two are appointed by the Kane County Board of Commissioners, two are appointed by the Kanab City Council, and two are appointed by the Dixie State College of Utah Board of Trustees. One member‐at‐large from the business community is appointed by a majority vote of the representatives from the County, the City, and the College.
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Statement of Need
In June 2008, a report entitled “An Analysis of Long‐Term Economic Growth In Southwestern Utah: Past and Future Conditions” was released by the University of Utah’s Bureau of Economic and Business Research (BEBR). This report studied and analyzed the economic conditions impacting Kane County and supports the need for CEBAIA.
In contrast with the positive aspects of Kane County, its rural character can create some challenges for economic and industrial growth. The same qualities that attract residents and tourists create myriad problems for businesses and industries that must interact with the outside world.
Some of the best opportunities for area economic growth through the years have been due to the abundance of natural resources found in the area. However, most of these resources are located on lands administered by Federal agencies and access to these resources has diminished at an ever‐increasing rate since the 1970’s. Grazing, timber harvests, water, and mining opportunities have been reduced to the point they offer minimal economic benefit to the area, although they continue to be important to the area’s culture, customs, traditions, and quality of life.
Environmental restraints placed on federally managed lands have effectively reduced high‐paying, quality jobs, which has lowered economic expectations for many people in the region. Promotion of tourism in rural Utah has been a major state and federal initiative meant to further economic development and replace jobs lost in traditional resource‐based industries, but tourism alone lacks the stability of a diversified and sustaining economy.
Since the shift away from resource industries, the regional economy affecting Kane County relies heavily on tourist sector activity. Services and hospitality account for the majority of the tourism segment of the economy. Seasonal fluctuations characterize tourism in the area leading to high unemployment rates when the weather cools and some of the National Parks close down for the winter. Year round sustainability in this economic sector will be realized with a strong diversified economy. Most of the jobs found in these business sectors are low paying and provide no benefits. While tourism is an important element of the local economy, it is critical that the economic base of this area be developed as a diversified economy achieving economic stability for Kane County and the surrounding region. With the changes that have occurred in Kane County it is increasingly important to seize economic opportunities that are promising for the future, yet consistent with the desires of the local community.
Further information regarding Kane County is included in “An Analysis of Long‐Term Economic Growth in Southwestern Utah: Past and Future Conditions” and “Internal CEBA Economic Analysis” available online at http://cebakanecounty.blogspot.com.
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Guiding Economic Principles
The CEBAIA Economic Development Strategic Plan is directed by several guiding economic development principles including:
Economic Diversity
• Creating new jobs through retention and expansion of existing businesses and attracting targeted, new industries will diversify the economy
Family‐Sustaining Wages
• Increasing payroll wages allows residents to improve their quality of life and standards of living
Targeted Economic Development
• Building on regional strengths and desires will lead to successful and direct development of the economy
Year‐Round Employment
• Consistent employment opportunities during all months of the year not just during the time of highest visitation will result in a more stable economy
Preservation of Culture and Heritage
• The CEBAIA strategy recognizes the need to include the area’s culture and heritage in future economic development efforts. Sensitivity to this need is a focal point in the CEBAIA strategy
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K Hill
Plan Design
The CEBAIA Economic Development Strategic Plan is designed as a working document to be used by the CEBAIA Board of Directors and respective advisory committees in every meeting. An understanding of plan design will lead to more effective implementation.
• The plan identifies basic strategies, but does not specify specific action items. Government officials, associations, organizations, businesses, and individuals with lead responsibility should have the flexibility to implement each strategy as they deem most appropriate.
• The plan designates a “lead” for each strategy, but does not specify every potential partner. By designating only a “lead” individual or agency, the CEBAIA Board of Directors will be able to more effectively manage the implementation process.
• In determining priorities the CEBAIA Board will not make decisions solely on short time frames or the availability of funds. These factors are important in identifying projects with the greatest potential for short‐term success, but it is important to not discount critical long term projects and projects for which resources may be identified by the designated “lead”.
In many cases, more in‐depth thought went into the development of a strategy than could be represented in this document. “Leads” may want to review “CEBAIA Economic Development Strategy: Supplemental Information” to gain further insights. This document is available online at http://cebakanecounty.blogspot.com. Key Element Target Areas, which are listed numerically, are not intended to indicate priority within the perspective nor plan design.
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Measure of Success
Opening of CEBA Facilities by December, 2014
Goal
December, 2014
Timeline Strategy 1.1A December, 2009 Strategy 1.1B December, 2009 Strategy 1.1C July, 2012 Strategy 1.1D December, 2012 Strategy 1.1E December, 2014/ongoing Strategy 1.2A January, 2010 Strategy 1.2B July, 2011 Strategy 1.2C December, 2013
Target Area 1
Facilities Development and Management
CEBA will deliver world‐class programming relating to education, business development, entrepreneurship and the arts in a multi‐functional facility with 1) classrooms and laboratories for post‐secondary education programs; 2) space to provide for entrepreneur and other business support initiatives; and 3) multi‐purpose space for conferences and business retreats as well as cultural arts programs.
Goal 1.1: Construct the CEBA Facilities
Strategy 1.1A: Acquire property for the facilities within the Kanab City area. (Lead: CEBAIA Governing Board) Strategy 1.1B: Complete comprehensive CEBA facility programming analysis and cost report. (Lead: MESA Consulting Group) Strategy 1.1C: Secure funding to build the CEBA facilities (Lead: CEBAIA Governing Board) Strategy 1.1D: Complete architectural and engineering designs (Lead: CEBAIA Governing Board) Strategy 1.1E: Complete construction of the CEBA facilities (Lead: CEBAIA Governing Board)
Goal 1.2: Design and implement a sound marketing and management plans for the CEBA Facilities.
Strategy 1.2A: Complete a CEBA Marketing, Management and Operations plans for the CEBA Facilities (Lead: CEBAIA Governing Board) Strategy 1.2B: Secure startup and ongoing funding sources to implement the Management and Operations Plan
(Lead: CEBAIA Governing Board) Strategy 1.2C: Hire or contract for staff and service providers as identified in the Marketing, Management and Operations Plans and open the facilities for business. (Lead: CEBAIA Governing Board)
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Kanab Middle School circa YEAR
Target Area 2 Post‐Secondary Education
Success, competitiveness, and well‐being in future years are dependent on post‐secondary educational opportunities being available, accessible, and affordable in Kane County and the surrounding region. CEBA post secondary education and training is focused on meeting community needs in accessibility, transferability and workforce development.
Goal 2.1: Create a “one stop shop” for post‐secondary education in Kane County.
Strategy 2.1A: Identify available locations and work with educational institutions to create a “one stop shop” for post secondary education in Kane County. (Lead: Dixie State College)
Strategy 2.1B: Coordinate with institutions of higher education regarding the feasibility of an articulated transferability of credits policy system between education institutions participating in the “one stop shop.”(Lead: Dixie State College) Strategy 2.1C: Support DSC’s efforts to develop a new service delivery model tailored to CEBA’s mission that is agreed upon by all participating institutions of higher education. (Dixie State College)
Goal 2.2: Mitigate post‐secondary education barriers created by state boundaries.
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Measure of Success
Percentage increase in degree, technical certifications and course completion
Goal
10% increase by December, 2014
Timeline Strategy 2.1A August, 2010 Strategy 2.1B November, 2009 Strategy 2.1C July, 2009 Strategy 2.2A July, 2010 Strategy 2.3A July, 2010 Strategy 2.3B December, 2010 Strategy 2.4A December, 2010 Strategy 2.4B Ongoing Strategy 2.4C December, 2009
Strategy 2.2A: Support DSC’s efforts to enter into a reciprocal agreement with Mojave Community College and Coconino Community College to reduce out‐of‐state tuition for Arizona students. (Lead: Dixie State College)
Goal 2.3: Launch a 24‐hour education channel
Strategy 2.3A: Support DSC’s efforts to form a partnership with South Central Communications to offer educational, cultural, and other suitable programming offered by all CEBAIA partners on a 24‐hour education channel. (Lead: Dixie State College) Strategy 2.3B: Secure funding for the equipment necessary (i.e. circuits and encoders) to transmit programming from all participating partners to remote communities within the CEBA regional area. (Lead: Dixie State College – see marketing plan for more details)
Goal 2.4: Deliver post‐secondary business education, professional development, career development to Kane County businesses and their employees. Strategy 2.4A: Coordinate with Dixie State College to implement a delivery mechanism for delivering training to communities within the CEBA regional area. (Dixie State College) Strategy 2.4B: In conjunction with the local area Chambers of Commerce, develop a prioritized list of desired business‐related training courses and deliver as needed. (Lead: Kanab Area Chambers of Commerce, Dixie State College).
Strategy 2.4C: Engage a partner or partners to develop a hospitality management and customer service curriculum for service sector owners and employees. (Lead: Workforce Development Advisory Committee)
10“Center Street” by Matt Brown
Target Area 3
Entrepreneur Support and Business Development
CEBAIA will play an important role in efforts to expand existing businesses, enhance new opportunities for assisting local entrepreneurs and in attracting new industries to Kane County and the surrounding region. Goal 3.1: Diversify the economy through the attraction new business and entrepreneurs.
Strategy 3.1A: Become a member of, and build a stronger relationship with, the Economic Development Corporation of Utah. (Lead: CEBAIA Governing Board) Strategy 3.1B: Receive Sure Site designation from EDCU and link to Sure Site profile from CEBA website. (Lead: CEBAIA Governing Board) Strategy 3.1C: Work with others to develop a local incentive policy to define a suite of incentive that can be offered new companies and the conditions under which such incentives will be offered. (Lead: CEBA Business and Entrepreneur Development Advisory Committee) Strategy 3.1D: Collaborate with EDCU staff to acquaint them with local target industries within which Kane County can compete favorably with other communities in the region. Develop a regional assist inventory web –based program specific to our region and not to be in competition with EDCU that will help in providing to prospective businesses the necessary information in helping them to relocate to our region. (Lead: CEBAIA Governing Board) Strategy 3.1E: Create a network of individuals who have lived in or have connections to Kane County and the surrounding region who will work to bring industry to the area. (Lead: CEBA Business and Entrepreneur Development Advisory Committee)
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Measure of Success
Decrease in rate of individuals living at or below the poverty level.
Goal
Five percent of residents will be above the poverty level decreasing the number from 10.4% to 9.9% by
December, 2014
Measure of Success
Increase in total number of visitor days.
Goal
1000 visitor days by December, 2014
Timeline Strategy 3.1A June, 2009 Strategy 3.1B April, 2010 Strategy 3.1C June, 2010 Strategy 3.1D April, 2010 Strategy 3.1E February, 2011 Strategy 3.2A Ongoing Strategy 3.2B Ongoing Strategy 3.3A June, 2009 Strategy 3.3B Ongoing Strategy 3.3C December, 2014 Strategy 3.3D Ongoing
Goal 3.2: Increase total number of visitor days in Kane County by attracting conferences and educational retreats.
Strategy 3.2A: Facilitate and host the CEBA Rural Economic Development Summit as an annual event to draw visitors to Kane County as well as educate local citizens, entrepreneurs, and business owners. (Lead: CEBA Director and CEBAIA Governing Board) Strategy 3.2B: Facilitate and host small business or education retreats every year in any of the following areas: animal sciences, visual arts and western literature, digital media, physical and life science, and natural resource‐based technologies. (Lead: CEBA Director and CEBAIA Governing Board)
Goal 3.3: Help local businesses and entrepreneurs gain better access to available resources.
Strategy 3.3A: Develop and maintain a current regional business organization list and a business resource directory. (Lead: Entrepreneur Forum) Strategy 3.3B: Develop and implement a regular direct mail, email or media campaign to inform local business about incentive programs such as the Enterprise Zones, the Rural Fast Track Program, Economic Development Zone Tax Increment Financing and Custom Fit Job Training Funds. (Lead: Entrepreneur Forum) Strategy 3.3C: As need arises enter into memorandums of understanding with Dixie Angels, the Five County Association of Governments Revolving Loan Fund, the SUU Business Resource Center, the Utah Small Business Development Center and the Utah Department of Workforce Services to create the CEBA Business Alliance along the same lines as the Dixie Business Alliance. (Lead: CEBAIA Governing Board) Strategy 3.3D: Co‐host and facilitate speakers each year in conjunction with the local area Chambers of Commerce. (Lead: CEBA Business and Entrepreneur Development Advisory Committee)
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Symphony of the Canyons on the North Rim of the Grand Canyon
Target Area 4
Arts and Culture
Kane County and the surrounding region has a rich cultural heritage with a high number of artists, artisans, writers and performers. The needs of these individuals include business and artistic technique training and an appropriate venue for displaying their art or performing. CEBA will assist local artisans, artists; performers, and writers take the next steps required for them to more effectively pursue and market their aspirations and to showcase their talents, art, and products locally.
Goal 4.1: Provide enrichment courses in the arts through college extension and community education programs, including local school districts.
Strategy 4.1A: Provide courses and conferences for artists to focus on enhancing business, technical, and artistic skills. (Lead: CEBA Arts and Culture Advisory Committee) Goal 4.2: Facilitate the development of venues, resources, and events for artists, artisans, performers, and writers to showcase their talents, arts, and products.
Strategy 4.2A: Enhance arts programs by providing for technical needs such as a sound system for use at community performances and events. (Lead: CEBA Arts and Culture Advisory Committee)
Strategy 4.2B: Develop and support local and regional events such as the Jacob Hamblin Days and Western Legends Roundup. (Lead: CEBA Arts and Culture Advisory Committee)
Strategy 4.2C: Pursue private donations for a CEBA indoor performance venue and outdoor amphitheater as part of the CEBA Facilities. (CEBA Arts and Culture Advisory Committee)
Goal 4.3: Increase visitor days in Kane County by attracting conferences and educational retreats that foster support for writers of Western Literature both locally and throughout the region.
Strategy 4.3A: Plan and develop regional and/or national western writing conferences and retreats for aspiring writers of western literature. (Lead: Arts and Culture Advisory Committee)
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Measures of Success
Number of artists, artisans and performers directly involved
Goal
100 participants per year each year
Measures of Success
Increase in total number of visitor days
Goal
500 more visitor days within five years of completion of CEBA Campus.
Timeline Strategy 4.1A Annually Strategy 4.2A Annually Strategy 4.2B June, 2009 Strategy 4.2C Annually Strategy 4.3A January, 2011 Strategy 4.3B December, 2014 Strategy 4.3C December, 2014
Maynard Dixon “White Butte, Utah” Thomas Moran “Zion Valley South Utah”
Strategy 4.3B: Explore collaborations with western literature organizations such as: Western Writers of America, Inc., Zane Grey West Society and Western Literature Association. (Lead: Arts and Culture Advisory Committee)
Strategy 4.3C: Include a western writing focus during the heritage component of all western heritage events in Kane County and the surrounding region. (Lead: CEBA Arts and Culture Advisory Committee)
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Rat Pack members Dean Martin, Frank Sinatra, and Sammy Davis Jr.
Dean Martin signing autographs
Target Area 5
Digital Media
Since the early 1900’s there were more than 100 motion pictures filmed in the area with more Westerns filmed here than anywhere outside of California. CEBA will make a major contribution to restoring Kane County to its historic role in filmmaking. CEBA will also look to the future in exploring ways new digital media technologies can benefit Kane County’s economy. Goal 5.1: Coordinate with the Kane County Office of Tourism and Film Commission to provide and distribute promotional material concerning the historical significance, distinct landscape diversity and ideal locations for filming opportunities within Kane County and the surrounding region.
Strategy 5.1A: In partnership with the Kane County Office of Tourism and Film Commission market Kane County and the surrounding region to movie production companies and other interested groups through the distribution of the documentary “Return to Little Hollywood” and other promotional materials. (Lead: CEBA Digital Media Advisory Committee)
Goal 5.2: Support legislation for increased film‐incentives
Strategy 5.2A: Contact the Governor, key members of the Utah State Legislature and statewide media to indicate support for a proposed State Legislative amendment for increased financial incentives meant to bolster Utah’s chances of capturing big budget movies and television series. (Lead: CEBA Director, CEBAIA Governing Board, Kane County Office of Tourism and Film Commission, and local elected officials)
Goal 5.3: Visit existing Kane County digital media firms to assess needs.
Strategy 5.3A: Use established business visitation tools to meet with film production firms and other digital media businesses in Kane County and the surrounding region. (Lead: CEBA Director and Digital Media Advisory Committee) Strategy 5.3B: Meet with local businesses engaged in digital media other than filmmaking such as Adventure Crossing to assess needs and develop CEBA content. (Lead: CEBA Director and Digital Media Advisory Committee)
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Measures of Success
Digital media employment
Goal
30 new jobs by December, 2014
Measures of Success
Increase in total number of visitor days
Goal
500 more visitor days by December, 2014
Timeline Strategy 5.1A Ongoing Strategy 5.2A March, 2009 Strategy 5.3A Ongoing Strategy 5.4A Ongoing Strategy 5.5A December, 2014
Filming of “Return to Little Hollywood” documentary.
Goal 5.4: Develop the capacity of young aspiring filmmakers.
Strategy 5.4A: Continue to promote the Southern Utah Student Film Incentive. (Lead: Kane County Office of Tourism and Film Commission and CEBA Digital Media Advisory Committee)
Goal 5.5: Facilitate the development of a venue and resources for digital media.
Strategy 5.5A: Secure public and/or private funding for digital media venue and resources as part of CEBA facilities. (Lead: CEBA Digital Media Advisory Committee – see marketing plan for more details)
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Photo by Barry Glazier
Target Area 6
Physical and Life Science
CEBA will identify related opportunities and capitalize on those opportunities which present the greatest potential for short and long term economic benefit utilizing lands of various ownership including public, state, county, and private lands within Kane County and the surrounding region. This is an important component of a diversified economy and is essential to maintaining the area’s rural way of life.
Goal 6.1: Conduct interviews to identify opportunities to economically benefit from lands of various ownership within Kane County and the surrounding region utilizing physical and life science study, analysis, programs, and available funding.
Strategy 6.1A: Meet with public land managers and private land owners to identify physical and life science research and education opportunities. Identify contracting opportunities relating to those physical and life science research and education opportunities. (Lead: CEBA Physical and Life Science Advisory Committee) Strategy 6.1B: Meet with those already conducting research and educational activities on lands of various ownership to determine how future activities could fit in with CEBA’s mission. (Lead: CEBA Physical and Life Science Advisory Committee) Strategy 6.1C: Broker opportunities for local entrepreneurs to capitalize on current or potential contracting opportunities relating to physical and life science. (Lead: CEBA Physical and Life Science Advisory Committee) Strategy 6.1D: Support DSC’s efforts to develop a field –based training program for earth science to include: (1) Introduction to scientific principles and practices through earth systems discovery and
hands‐on learning experiences. (2) Blended delivery model. (3) Field training. (4) Multi‐user instrumentation facility. (Lead: CEBA Physical and Life Science Advisory Committee)
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Measure of Success
Increase in total number of visitor days associated with research and CEBA sponsored
events.
Goal
1000 more visitor days by December, 2014
Timeline Strategy 6.1A January, 2010 Strategy 6.1B January, 2010 Strategy 6.1C Ongoing Strategy 6.2A Beginning Summer 2013 Strategy 6.3A Annually Strategy 6.3B Annually Strategy 6.4A January, 2012 Strategy 6.4B March, 2012
Goal 6.2: Facilitate the development of a venue and resources for science programs.
Strategy 6.2A: Secure public and/or private funding for a science venue and resources as part of the CEBA facilities. (Lead: CEBA Physical and Life Science Advisory Committee)
Goal 6.3: Identify and deliver conferences, retreats and seminars relating physical and life science to increase the number of visitor days in Kane County and the surrounding region.
Strategy 6.3A: Work with federal land management agencies, NRCS, Cooperative Extension Agents, private industry, industry associations, physical and life science departments at institutions of higher education and local school districts to plan and implement conferences, retreats, exhibits, and summer science programs/camps. (Lead: CEBA Physical and Life Science Advisory Committee)
Goal 6.4: Facilitate physical and life science research of the Colorado Plateau in order to capitalize on the economic benefit of natural resources and the region’s rural way of life.
Strategy 6.4A: Create a CEBA Physical and Life Science Electronic Research Library to store research findings from multiple researchers. This library will be available to researchers and educators interested in physical and life science on the Colorado Plateau. (Lead: CEBA Physical and Life Science Advisory Committee)
Strategy 6.4B: Identify dedicated short term housing or barracks to provide accommodations to both students and researchers who come to Kane County and the surrounding region to conduct research on lands of various ownership within the region. (Lead: CEBA Physical and Life Science Advisory Committee)
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Target Area 7
Natural Resource Based Technologies and Development
The economic viability of natural resource development in a global marketplace depends on the use of the most effective technologies available today. CEBA will play an important role in identifying, accessing and promoting technologies to help advance natural resource utilization and recreation opportunities within Kane County and the surrounding region. We recognize overlaps will occur with natural resource based technologies and physical and life sciences which may facilitate or require coordination. Goal 7.1: Establish the Colorado Plateau Natural Resource Technology Assessment Center
Strategy 7.1A: Facilitate a consortium involving the natural resource departments of regional colleges and universities for the purpose of assessing natural resource utilization opportunities on the Colorado Plateau. The consortium will review current technologies used in natural resource harvesting, extraction and transportation, economic limitations, and identify new technologies that could make regional natural resource utilization more economically viable. (Lead: Dixie State College and the CEBA Natural Resources Technology Advisory Committee Chair, or their designee)
Strategy 7.1B: Share this information with private industry partners, regional agricultural practitioners, and other members of the public through open meetings and the creation of an electronic information library. (Lead: CEBA Natural Resource Based Technology Advisory Committee) Strategy 7.1C: Facilitate seminars and tours for elected officials, government administration, business leaders and other influential decision makers for the purpose of educating them regarding findings of the Center. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
Goal 7.2: Explore the balanced, economically viable use of traditional and alternative energy resources on the Colorado Plateau.
Strategy 7.2A: Identify economically viable uses of all available energy sources and resources on the Colorado Plateau with a special focus on applications for remote communities such as Ticaboo. (Lead: CEBA Natural Resource Based Technology Advisory Committee) Strategy 7.2B: Identify funding sources for all available energy industry demonstration projects. (Lead: CEBA Natural Resource Based Technology Advisory Committee) Strategy 7.2C: Increase the number of visitor days and facilitate conferences or seminars each year focused on all available energy strategies. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
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“Cedar Mountain” Photo by Tanya Milligan
Goal 7.3 Identify technologies and strategies to mitigate the impacts of resource and energy utilization on wildlife, vegetation and other resources on private and public lands.
Strategy 7.3A: Facilitate annual meetings of natural‐resource based business leaders, agricultural leaders, representatives of wildlife programs at regional colleges and universities, the Utah Department of Wildlife, and regional public land managers in an effort to increase in the number of visitor days. (Lead: CEBA Natural Resource Based Technology Advisory Committee) Strategy 7.3B: Explore with industry leaders their experience in handling mitigation of these species and vegetation. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
Goal 7.4: Support endeavors to work with the Kane County Water Conservancy District and other water conservancy districts and irrigation companies in developing water resources through the latest technological advancements.
Strategy 7.4A: Meet with local irrigation companies, land management officials, representatives of the Utah State University Water Resource Laboratory and others to explore the development of water resource research and other development projects tailored to the needs of the Colorado Plateau and transfer of technology to the region. Areas of focus might include irrigation efficiency technologies, water management technologies and riparian/steam bed impact mitigation technologies. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
Strategy 7.4B: Host Colorado Plateau Water Conferences that spotlight applications of water‐related technologies. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
Goal 7.5: Engage Utah State University Extension as an active CEBA partner in encouraging the use of value‐added technologies and strategies by local farmers and ranchers.
Strategy 7.5A: Identify funding sources for value‐added research and pilot projects. (Lead: USU Extension)
Strategy 7.5B: Co‐host value‐added agribusiness seminars each year. Host the USU Diversified Agriculture Conference after completion of the CEBA Campus (Lead: USU Extension)
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Measure of Success
Increase in natural resource based jobs.
Goal
200 new jobs by 2014
Goal
Increase in total number of visitor days
Measure of Success
1000 more visitor days by December, 2014
Timeline Strategy 7.1A January, 2011 Strategy 7.1B Ongoing Strategy 7.1C Ongoing Strategy 7.2A Ongoing Strategy 7.2B Ongoing Strategy 7.2C Annually Strategy 7.3A Annually Strategy 7.4A June, 2010 Strategy 7.4B Annually Strategy 7.5A Ongoing Strategy 7.5B Annually Strategy 7.6A December, 2014 Strategy 7.6B January, 2010 Strategy 7.7A Ongoing Strategy 7.7B December, 2014
Goal 7.6: Promote increased timber harvesting and production in Kane County and the surrounding region.
Strategy 7.6A: Support small diameter timber technology that brokers small timber applications with local timber‐based entrepreneurs. (Lead: Vermillion Services) Strategy 7.6B: Gather data on the quality and quantity of timber resources presently available for offerings from the Kaibab and Dixie National Forests. Identify projects and sales of timber anticipated in the future. (Lead: Vermillion Services)
Goal 7.7: Support efforts to promote value‐added recreation opportunities such as OHV trail systems and tours, bicycling, canyoneering, hiking, rock climbing and equestrian activities. Strategy 7.7A: Develop multiple long‐term recreation opportunities within Kane County and the surrounding region with other natural resource based uses. (CEBA Physical and Life Sciences Advisory Committee, Natural Resource Based Technology Advisory Committee, and Kane County Office of Tourism and Film)
Strategy 7.7B: Identify and deliver conferences, retreats and seminars relating to recreational opportunities and the abundance of natural resources to increase the number of visitor days in Kane County and the surrounding region. (Lead: CEBA Natural Resource Based Technology Advisory Committee)
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Photo by Barry Glazier
Photo by Barry Glazier
Target Area 8
Animal Sciences
Livestock, wildlife and domestic pets are a traditional part of Kane County’s customs, culture, and rural way of life. CEBA will implement strategies to add value in each of these three important areas. Goal 8.1: Develop domestic livestock programming opportunities and increase the number of visitor days
Strategy 8.1A: Meet with regional Farm Bureaus, grazing associations, local ranchers, and USU Extension to determine CEBA’s role in support of domestic livestock programming aimed at preserving the sustainability of domestic livestock grazing as an economic benefit to Kane County and the surrounding region. (Lead: CEBAIA Governing Board and Animal Sciences Advisory Committee) Strategy 8.1B: Host annual wildlife/livestock science retreats, seminars or conferences each year to develop information and technology and increase visitor days benefiting the local economy. (Lead: CEBA Animal Science Advisory Committee)
Goal 8.2: Develop wildlife programming opportunities
Strategy 8.2A: Meet with regional public lands managers and private land owners to determine if there are unique, world‐class animal science research projects that could be performed by private or non‐profit research teams centered in Kane County. (Lead: CEBA Animal Science Advisory Committee) Strategy 8.2B: Explore partnerships that could be developed to provide state‐of‐the‐art domestic and wild animal rescue and rehabilitation services. (Lead: CEBA Animal Science Advisory Committee) Strategy 8.2C: Host annual wildlife science retreats, seminars or conferences each year. (Lead: CEBA Animal Science Advisory Committee)
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Measures of Success
Number of new animal science jobs
Goal
50 new jobs by 2014
Measures of Success
Increase in total number of visitor days
Goal
1000 more visitor days by December, 2014
Timeline Strategy 8.1A June, 2010 Strategy 8.1B Annually Strategy 8.2A June, 2010 Strategy 8.2B December, 2010 Strategy 8.2C Annually Strategy 8.3A June, 2010
Goal 8.3: Develop animal sciences programming opportunities for economic benefit and quality of life for people adopting, living with, and taking care of domestic pets.
Strategy 8.3A: Coordinate with organizations such as Best Friends Animal Society to co‐host pet science retreats, seminars or conferences. (Lead: CEBA Animal Science Advisory Committee) Strategy 8.3B: Coordinate with domestic pet specialists to develop better understanding and techniques regarding people to domestic pet relationships, including human/animal physiology, training, pet population issues, unwanted pets, pet medical issues and advances. (Lead: CEBA Animal Science Advisory Committee)
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CEBA’s Role as a Supporting Partner
One of the good things about living in rural America is the degree to which people support one another. CEBA’s mission could not be fulfilled without extensive collaboration with others. While its primary mission, we recognize the importance of supporting a wide range of community efforts that contribute to the area’s economic growth, stability, and sustainability that benefits the rural way of life. The following list includes examples that may not fit in CEBA’s Target Areas but are important areas in which CEBA will play a supportive role.
• CEBA will support the Kane County School District in efforts to maintain proper balance between extracurricular activities participation/exposure and academic performance.
• CEBA will support the Southwest Applied Technology in efforts to establish a mentoring program for local students involving retirees.
• CEBA will support Kanab City in the development of a regional industrial park in Kanab.
• CEBA will support efforts to secure adequate infrastructure for Kane County’s future, including but not limited to the Lake Powell Pipeline, extending natural gas to Kane County, and improvements to data communications to our region.
• CEBA will support Kane County, the Utah Department of Transportation (UDOT), and local jurisdictions in the development of the area’s highways, roads and streets assuring safe, convenient public travel within Kane County and the surrounding region.
• CEBA will support, business organizations, i.e., local area Chambers of Commerce, in efforts to increase membership, develop joint business promotions, offer monthly programming for meetings, create pro‐consumer education programs and develop “buy local” programs.
• CEBA will support local celebrations promoting the arts and culture of Kane County.
• CEBA will support efforts to refurbish existing historical movie sets and expand a film museum exhibit.
• CEBA will support beneficial land exchanges and uses of SITLA land for responsible development.
• CEBA will support efforts by the Utah and Arizona congressional delegations and with local forest management agencies to increase the number and frequency of projects and timber sales.
• CEBA will support efforts by regional elected officials and with local industry officials to promote and expand responsible natural resource extraction activities in Kane County and the surrounding region.
• Acknowledgements
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The CEBA Board of Directors is grateful for the thousands of hours that have gone into bringing CEBA to this point. We are especially grateful to Governor Huntsman, the Utah State Legislature, Kanab City and Kane County whose financial support and encouragement have been essential.
Our thanks also go out to more than 1,000 people who contributed and assisted with the development of the CEBA plan in some manner. Equally important are those people who in the past have participated in efforts to improve economic conditions and the quality of life in Kane County and the surrounding region.