Strategic Plan

Mohave County Economic Development Strategic Plan / Comprehensive Economic Development Strategy (CEDS)

Mohave County is one of Arizona’s and the nation’s most iconic and distinctive counties. The County plays a compelling role in our nation’s cultural identity and abounds with rich natural resources, tribal character, and historical uniqueness. Geographically, it is the second largest county in Arizona and the fifth largest county nationally.

In collaboration with stakeholders and community leaders across the region and through a series of facilitated listening sessions called “Let’s Talk,” this plan serves as the first Economic Development Strategic Plan / Comprehensive Economic Development Strategy (CEDS). The Plan sets forth goals that will drive economic development work in the County over the next five years, building on many of the County’s existing program successes and creating goals for the future.

The purpose of the Economic Development Strategic Plan / Comprehensive Economic Development Strategy (CEDS) is to create direction for retaining and creating better paying jobs, fostering diversified economies, implementing processes for stable economies, and maintaining and improving the quality of life within Mohave County.

The County is not adopting a “one-size-fits-all” strategy; instead, it will invest in each community and support their diverse places and comparative advantages. Most importantly, the County will be intentional and inclusive in every program and collaboration. The CEDS will also help the County qualify for assistance through federal programs including EDA and USDA. Perhaps the greatest value lies in the development of synergy through convening a spectrum of stakeholders, enhancing county presence, and sustaining a climate of cooperation throughout the county.

Mohave County is starting to show signs of economic growth with new warehouse and distribution centers, smaller manufacturing companies, mining, and commercial businesses locating in the County. Interstate 40 (I-40), Interstate 15 (I-15), and US 93 (future I-11) all experience heavy truck traffic. The Kingman Industrial Park hosts rail spurs off the main line of Burlington Northern Santa Fe (BNSF), and all incorporated cities have industrial airports. Proximity to California, Nevada, Utah, and Phoenix also benefits companies looking to relocate.

Tourism is a strong economic driver in the County. Mohave County hosts Grand Canyon West, owned and operated by the Hualapai Tribe, along with the longest continuous road segment of Route 66, cowboy towns Oatman and Chloride, Lake Havasu, the Colorado River, Lake Mead, the London Bridge, sports parks, and many other outdoor recreational attractions.

Along with its many assets, however, the region faces significant challenges. These include entrenched problems such as generational diversity and poverty, inequities, and challenges exacerbated by inadequate infrastructure, lack of educated and skilled workforce, and fewer higher-paying employment opportunities, which are essential to an individual’s and community’s success and growth.

Poverty is high in many of the communities, with a lack of education being prevalent. Many schools in Mohave County continue to attain low educational scores in the K-12 schools long before COVID-19. Finding qualified teachers is also challenging for each of the districts. As well as finding specialized doctors and healthcare workers is also a struggle.

There are shared community concerns regarding their lack of trust for city and county governments and what lies ahead. The economic development staff has been working to develop trust and long-standing programs to support the businesses and residents to address these concerns.

The CEDS outlines six (7) Strategic Goals that:

1. New and Expanding Development
2. Business Retention and Expansion
3. Workforce and Education
4. Affordable Workforce Housing
5. Infrastructure
6. Collaboration
7. Tourism and Film

Each Goal then includes objectives and various action steps that can be undertaken by either County government or the communities themselves. Implemented alone or as a bundle, these strategies lay the framework for the economic development over the next 5 years.

The CEDS is a living document with movable parts as times and circumstances change from year to year and will adjust accordingly.

The Mohave County Economic Development Team is committed to pursuing and promoting the intents outlined in the document over the next five-year period. The primary challenge in doing so will be to maintain lines of communication established during the development of the Plan.

Mission Statement

To create a business environment that attracts quality investments that will provide high value jobs, foster growth, build community unity, generate an affordable cost of living and a great quality of life, as well as support and encourage visitors, tourism, and the film industry.

Vision Statement

Mohave County is recognized as the most desirable and business-friendly place in rural Arizona in which to locate and conduct business. Mohave County’s welcoming and attractive destination brings in visitors from all over the world.

Economic Development Focus

1. Increase, expand, educate, and provide resources to new and existing businesses.
2. Prioritize and align education to develop a skilled and educated workforce.
3. Identify and build coalitions that can support and provide stronger infrastructure.
4. Expand the tourism and film industry to use Mohave County’s natural and cultural wonders.
5. Develop and maintain partnerships with State, cities, and community organizations and be viewed as a main resource within the County.

Mohave County was one of four original Arizona Counties created by the first Arizona Territorial Legislature. Geographically it is the second largest county in Arizona and the fifth largest county in the nation with 13,461 sq miles.

In 2022, the US Census Bureau stated the population in the county is 220,816 with much of the population in smaller rural cities and towns. The area is largely comprised of high desert landscape with scattered mountain regions. The median age in the County is 52.3, which is much higher than the national average of 38.4.

The overall poverty rate in the County is 18 percent, comparatively greater than the national average of 11.6 percent. Poverty for children is 30.45 percent compared to the national average of 15.3 percent. These higher poverty rates indicate limitations and lack of availability of needed social resources. There continues to be limited opportunities even in the higher populated areas.

Mental health, addiction recovery programs, and intergenerational poverty related programs are also needed. Income constraints (living wages), unemployment, and addictions are all common challenges. Affordable housing, food, childcare, and transportation are among issues which are in short supply and need to be addressed. A few addiction recovery and educational programs exist in the county but they cannot handle the needs of the entire County. The County is starting to see new programs coming online but there is still the need for financial support. Educational resources and programs to combat a poverty mentality seen especially low in the smaller communities within the county.

HEALTHCARE

The County has great potential for growth in the healthcare sector. When Kingman Regional Medical Center became the second member to join the Mayo Clinic Care network in 2011, it took an important step in that direction. Mohave County has four hospitals and several clinics to support the needs of the residents, especially, our aging, veterans, disabled, low income, and homeless.

HOUSING

The County is in the process of conducting a housing study to identify specific needs, locations, and resources for future housing. The County has limited low-income and affordable workforce housing options. Lake Havasu City is in the top ten cities with the fastest growing housing prices. With the high housing prices (both for sale and rentals) housing is even harder to find for workforce and low-income residents. The County also has a high percentage of short-term rentals; taking away from needed housing for the residents. With a high percent of homelessness, veterans, reentry, substance abuse, mental health, and senior residents, more housing solutions are needed.

Revitalizing and new housing is also a needed. In some areas, water and power are not available. Water has to be hauled in on trucks and generators are being used for power. Older mobile homes throughout the County are in places where basic needs are missing.

NEW COUNTY GROWTH

Many new companies are showing an interest in developing green energy with solar projects in the County, which is due to the area’s landscape and weather. The County’s top industries (by employees) are construction, retail trade, healthcare, and government. For those companies, it been a challenge to find a skilled and qualified labor market. The area finds that recruiting teachers/educators is extremely difficult due to lower wages, lack of affordable housing, and the rural setting. All of this leads to talented young people leaving the area due to lack of opportunities.

Telecommunication services are desperately needed throughout the County. The more populated areas are in the process of getting broadband fiber installed but even with funding, it will take a few years to get even basic services to rural areas.

Economic resilience is defined as the county’s ability to anticipate or withstand detriments in the business and overall economy. Business closures, lack of broadband, housing complexities, living wage availability, a skilled workforce for new and expanding businesses, and exporting youth are all issues that need to be addressed. Having the right assets in place is the first step in address each of these issues. Mohave County has some of the assets but needs to develop more to be a vibrant County.

TRANSPORTATION

Air, rail, and ground modes of transportation are available within the County, with freeways and highways being a huge asset. The County has I-40, US 93 (future I-11), and I-15 to attract new businesses or grow existing businesses along their corridors, however new infrastructure must be considered for other areas. The only commercial operating rail spur is at the Kingman Industrial Park. Existing rail spurs need restored or re-opened and/or built to support new growth. The four incorporated cities (Bullhead City, Colorado City, Kingman, and Lake Havasu) have cargo airports and a few of the unincorporated areas have smaller airports. It must be stressed that Mohave County is the largest rural transportation HUB in Arizona and the CEDS focuses on that asset.

Public transportation exists within the larger cities but many people in the more rural areas do not have any form of public transportation, and in some cases not even private transportation. In the more rural areas ongoing non-emergency medical, employment access, and retail shopping are needed. While public transportation is a large expense and funding is very limited in the County, it tends to limit the types of economic drivers that are willing to locate in the area. The County is challenged to provide investments to public transportation because it only receives property tax and no sales tax.

With the proximity to Phoenix, Las Vegas, Utah, and Southern California, new business and residential growth is seen throughout the County. Financial and physical resources are needed to keep up with the strain growth has placed on the county.

EDUCATION

A solution to creating an educated workforce begins in junior high, high school and college. By focusing on STEM coursework and certifications, K-12 can show higher test scores as well as enlighten students with future careers. Allowing students the ability to learn how to apply their education to their daily lives and needs helps students become more focused. Programs such as robotics engage students. More programs are needed for all age groups including pre-K to 12th grade to spear problem solving and critical thinking skills, leading to metacognition and growth mindset.

Access to higher education and applying increased efforts to add short-term career training and certification programs are a primary opportunity for the County. The County is fortunate to have Mohave Community College, with satellite campuses, that is starting to develop new career pathways to facilitate the needs of the County’s existing employers and the needs of new employers.

With the distance between communities and the desire from each community to take responsibility for their own areas for current and future growth, the County held community meetings. The information collected is a result of fourteen “Let’s Talk” meetings, as well as additional meetings that were held throughout the County.

Each community identified at least one goal with working committees to support their goals. The community meetings started dialogue with the residents, and showed support to the people, no matter how small the community. The smaller, unincorporated communities were very gracious for the meetings and support from the County. Three of the incorporated cities had much less participation but city governments were included. It was evident the residents in the cities rely on their own city government to mold their future. Public and private economic development organizations were consulted as well.

The Mohave County Economic Development team (Team) continues to work with each city to support its economic development needs and has incorporated each of the cities concerns into the Plan. The Team also works within the County for cross-departmental collaboration within the government structure. By collaborating with different departments, the Team can offer stronger resources to the communities as needed to support each of their needs. Upon conclusion of hosting each of the “Let’s Talk” meetings, the Economic Development Team began holding quarterly meetings with the committee leaders to offer support, introduce other communities with the same goals, and maintain continued focus and energy for communities to move forward on their goals.

This Plan will help the County qualify for assistance for federal programs including EDA and USDA programs. Perhaps the greatest value lies in the development of synergy through convening a spectrum of stakeholders, enhancing the County’s presence, and sustain a climate of cooperation throughout the County.

Much success will be depend upon the level of synergy achieved by the regional stakeholders, each community taking ownership for their own goals, and other collaborative commitments to pursue the objectives outlined in this document.

Social and economic factors, such as income, education, employment, and social supports can significantly affect the economic decisions made for the county as well as in each smaller community. Creating a 2021 benchmark will provide the starting point to understanding and tracking our progress as well move forward over the next five years.

Population 217,692           
Growth since 2010 Census 8% 
Median Household Income $48,169 
Poverty Rate 18%

Housing

Most of the housing in Mohave County is single family homes and owner occupied. The majority of renter occupied are single family homes.

Short-term rentals have increase dramatically over the past few years and have taken away many of the needed workforce housing units. Currently, It is estimated there is a need for over 10,000 units and over 58,000 in the next twenty years. This does not allow for the anticipated growth that comes with new businesses locating in the County.

Mohave County and each city has a strong focus on finding solutions for the growing need.

Education

Education attempts to teach people how to become better citizens, get a better- paying job, and provides skills to become productive citizens. Thus, we can shape a better society to live in by knowing and respecting rights, laws, and regulations.

Having an educated, skilled, and trained workforce is the first step in supporting the community and our residents. As our communities become more educated, our County becomes stronger. Arizona’s Achieve60 Plan encourages 60% of the workforce ages 24 – 64 to have at least a certificate to qualify for a job that actually pays a livable wage within the County.

Business Disbursement

Annual Industry Distribution of Establishments 2021 (NAICS)

Source: U.S. Bureau of Labor Statistics (BLS) 
D = Not shown to avoid disclosure of confidential information. 
N/A = This item is not available. 
Note: Average wage may not match published numbers due to rounding.

Economic Development can be considered a foundation of community development and is a “Building Block”. Each block in the foundation supports subsequent blocks. Obviously, the more stable the base, the more stable the economic development program. As you scan the block titles, you can readily see that economic development is much more than enticing businesses … it’s building a community to support and grow businesses.

All economic development starts with the desire of local people to improve their economic conditions. The dissatisfaction with “the way things are” becomes the catalyst for communities to face their problems. A basic premise to all economic development work is that when people agree on the problem and see that they can benefit from solving the problem, it is easy to gain their support and investment toward a solution.

There is no simple formula for economic development growth. Each community has their own strengths and weaknesses. Fourteen Let’s Talk meetings were conducted throughout the County. Different techniques were used to engage participants that attended the “Let’s Talk” meetings in each community. Each community discussed their strengths, challenges, and what they would like to see differently including future growth. It was reiterated to each community of the lack of staff and funding on the County level and how each community needs to take ownership for its own area. The amount of involvement initiated by local citizens, shows the development and growth that will come in the future to its own area.

In each community, the Building Block model was used to strengthen the bottom block and build on higher blocks in the model. At each meeting, the communities were encouraged to take ownership for their area by setting goals, creating committees, and take action.

The following SWOT Analysis was created combining information from all communities.   
The purposes of the SWOT Analysis are to identify:  

• Major economic development strengths and opportunities on which the County can capitalize.  
• Competitive weaknesses that should be corrected and obstacles that must be compensated for.
• Threats or issues shaping the County’s economic development future.                                          

Those topics that were mentioned most frequently in the “Let’s Talk” meetings, discussions with 
elected officials, and economic developers are considered to be of most importance:  

A cluster-based approach starts with the industries and assets that are already present in the county to pursue initiatives to make those industries better. An approach for creating entirely new clusters in a region is a strategy to improve overall business environment conditions, by upgrading skills, providing access to finance and infrastructure, streamlining government rules and regulations, supporting local demand, and being open to foreign investment and competition.

The County has several cluster industries, the CEDS focuses on four of the top industries. This makes the focus of business retention and expansion a stronger focus for the Team. The top clusters are:

1) Healthcare and Social Services.  
2) Manufacturing and Transportation.  
3) Retail, Restaurants, and Hospitality.  
4) Construction. 

It was discovered through the “Let’s Talk” meetings the County needs to also focus on Aerospace, Energy, Mining, and Tourism. Tourism was the top industry in each community discussions, but the stakeholders felt a focus on strengthening companies with higher paying jobs and the supportive services for tourism, specifically, retail, restaurants, and hospitality would be more beneficial.

Tourism and film are not traditionally considered one of the top industry clusters but is in an economic group of its own. Tourism and film are one of the strongest economic drivers in Mohave County and all of Arizona. This industry is much harder to identify the impact on its own but is much easier to identify when a larger event takes place. Following the event, tracking taxes, total employment, and hotel stays are the primary identifier. Retail sales usually increase, and supportive services become busier.

The tourism and film industries are closely interconnected with several global industries and sectors ranging from trade to ecological conservation. Drawing visitors from far and wide has substantial benefits. When tourists travel to a community, they bring opportunities for local business owners and the hard-working individuals who hold the area together. Ultimately, tourism paves the way for positive change.

Over the decades, tourism and film have experienced continued growth and deepening diversification to become one of the fastest growing economic sectors in the world. Tourism and film contribute towards complete growth and development of a country: one, by bringing numerous economic values, and benefits; and second, helping to build county's brand value, image & identity. Tourism and film industries goes beyond attractive destinations, to being an important economic growth contributor.

One of the real challenges in marketing tourism and film in the County is the lack of funding and staff. Utilizing creative ways of marketing are needed. Collaboration within the cities and tourism and film organizations is imperative to the success in growing the industries.

Whether one is in favor of economic incentives or against them as a tool for economic development, the reality is state and local communities need to have them to compete. While some have a perception that government is simply handing out cash grants to win new business, most economic incentives are offered to bridge the gap that exists as to one of the more traditional site considerations such as construction costs, real estate costs, or qualified workforce needs.

The County understands the value of taxes and uses funds through its general fund with vigilance. Arizona’s gift clause also limits how funding is dispersed to companies. All funds offered as incentives must show how equal to the amount of the funding being offered will benefit the community. Instead of focusing on cash incentive funding, the County focuses on what it can do through already prepared programs.

One-stop-shop. Coordination between County departments for follow-up and support for companies to go through processes such as Planning and Zoning, Permitting, Water, Job Services, etc., is conducted through the Economic Development Department.

Business Retention and Expansion programs are in place to support new businesses once they are established and existing businesses to receive the resources to be successful and grow.

Arizona@Work is the local Job Service office. Some of the economic tools used to support new and local businesses include job training grants, support with recruitment, job fairs, and collection of applications. For qualitied employees, Arizona@Work will help pay for clothing and equipment needed for them to work.

Mohave Community College will create specialized short-term stackable certificates showing a long-term pathway training needed for cluster industries. Manufacturing and transportation industry training is already in place, along with intern and apprenticeship programs being available.

The Economic Development Administration (EDA) website states, “Goals and objectives provide the basis for formulating the action plan and serve as milestones to evaluate regional progress. Goals are broad outcomes or general intentions that build upon the vision and are often intangible. Objectives are more specific, measurable, concrete, and support the obtainment of the goals. Goals and objectives provide benchmarks by which area officials, economic development stakeholders, and the community can measure performance. The goal and objectives should be consistent with community aspirations for economic prosperity.”

The goals created and designed in this Plan will identify better performance, enhance communication, improve trust, and increase accountability from the Team. Each goal was created to be achievable within five years. The Team with meet quarterly to review the goals and will update accordingly.

Specifically, this plan is presented with six goals with the following areas of priority:

1. Mohave County is attractive to new businesses with higher paying jobs and large capital investments.
2. Local companies are supported through the County business retention and expansion program, including entrepreneurs and small businesses. Needed resources to grow and expand companies are offered increasing jobs and taxes.
3. A Strong educated and trained workforce is present throughout Mohave County.
4. Mohave County has an abundance of affordable workforce housing.
5. County-wide organizations as well as counties and states that touch the county collaborate to encourage strong economic growth.
6. Mohave County is a top tourism and film destination.

Goal 1. New and Expanding Development 

Mohave County Is Attractive to New Businesses with Higher Paying Jobs and Bring Large Capital Investments. 

The traditional way of recruiting new businesses is through expensive magazine advertisement, mailings, and working with state agencies. New tools to recruit companies have proven to be more successful with networking and relationship building as the strongest and most successful way to recruit. Social media, trade shows and third-party validation are also stronger recruitment tools.

Objective: Research, analyze, understand, and pitch Mohave County’s potential by recruiting targeted industry clusters with companies. All companies should pay higher wages and offer insurance to their employees as well as give back to the community.

Action Steps:

1. Identify companies within industry clusters to recruit through current and new data bases. Utilize local companies to identify specific vendor needs.
2. Design marketing materials using various media to reach out to new and local companies.
3. Establish a Foreign Trade Zone (FTZ) which opens new opportunities for business expansion and new development.
4. Create a resource guide for new companies locating to Mohave County.
5. Leverage state and federal utility programs to install broadband throughout the County. Look for additional grants to ensure all of the County has reliable and strong broadband / internet services.
6. Create an educational plan on water conservation. Communicate to businesses the value and need for water conservation.

Goal 2. Business Retention and Expansion 

Support Local Companies Through the County Business Retention and Expansion (BR&E) Program

Business Retention and Expansion (BR&E) programs area well-recognize best practice that consistently provides a high return on investments for economic development organizations. Effective retention and expansion results require building face-to-face relationships and proving superior resources with regional partners and customer service to existing businesses.

Objective: Proactively connect with existing businesses to understand and respond to local business’s needs. The BR&E program will sustain and increase local jobs, preserve and increases local tax revenue, maintain or diversify the local economy, and maintain or diversify access to goods and services.

Action Steps:

1. Create strong relationships with local businesses through community walks, roundtables, one-on-one interactions, and other communication.
2. Educate and offer needed resources. Be available to change direction and put BR&E program on steroids during an economic downturn.
3. Discover current business gaps in cluster industry sectors and recruit businesses to fill gaps.
4. Support/established business incubators with a formulated plan for education, training, and resources needed to prepare entrepreneurs to build their companies and give them the tools to become successful.
5. Create a long-term plan to establish a Revolving Loan Fund.
6. Create a volunteer ecosystem to strengthen startups and the community.

Goal 3. Workforce and Education

A Strong Educated and Trained Workforce Is Present Throughout Mohave County.

A highly competitive regional labor market has made attracting and retaining a reliable and talented workforce a top business concern throughout the County. The focus is designed to collaborate with local, state, and federal partners to ensure employers have access to the skilled and reliable workforce and workers have access to meaningful, well-paying career pathways with strong benefits. Some of the partners include Mohave Community College, Arizona State University, K-12 school districts, Chamber of Commerce’s, non-profit’s, etc.

Objective:

Create an environment that successfully supports diverse, geographically dispersed, and globally competitive industries. As a support to industry, provide access to career pathways, workforce resources, and training facilities to create a knowledge-based and educated workforce.

Action Steps:

Workforce:

1. Create a committee from different industries to discuss concerns and barriers within the workplace. Businesses throughout the County will be invited to participate. Meetings would be held at least quarterly.
2. Using the Business Retention and Expansion program, focus on business and community engagement to stay connected, informed, and aware of essential industry workforce and training needs.
3. Partner with Arizona@Work to support talent recruitment of major employers by providing them with marketing resources that effectively promote Mohave County to potential employees.
   
   Education:
4. Collaborate with Arizona@Work, Mohave Community College (MCC), Arizona State University (ASU), and non-profits, to offer affordable courses specific to the needs of companies.
5. Support MCC in identifying businesses and needs to utilize the training services of the new Advanced Manufacturing Innovation Center at the Kingman Industrial Park opening in 2024.

Goal 4. Affordable Workforce Housing

Mohave County has an Abundance of Affordable Workforce Housing.

It is no secret that the country’s housing market is suffering from a crucial supply and demand imbalance. Supply has lagged for decades of under-building adding up to a severe shortage. Affordable housing plays a substantial and reinforcing role in local economic development. The development of affordable housing increases spending and employment in the surrounding economy, acts as an important source of revenue for local governments and reduces the likelihood of foreclosure and its associated costs. Without a sufficient supply of affordable housing, employers—and entire regional economies—can be at a competitive disadvantage given the subsequent difficulty to attract and retain qualified workers.” K Wardrip, 2011.

Objective: Expand affordable workforce housing to support local needs and encourage growth throughout Mohave County.

Action Steps: 

1. Utilize and implement elements of the Housing Study that identify strong areas and properties for new housing developments and market to developers.
2. Create marketing material to recruit developers and residents.
3. Recruit housing developers utilizing different marketing strategies.

Goal 5. Infrastructure

Mohave County has greenfield sites for new development in each District.

Mohave County has very little buildings and Greenfield’s inventory available. Developers are looking in multiple states for available buildings and buildable land. For Mohave County to be competitive with other communities, we must have infrastructure in place or near developable land. Power, gas, water (our precious resource), sewer, broadband, roads, etc. are all important to developers.

Objective: Identify available land in each District and needed infrastructure and marketing material to each site.

Action Steps:

1. Create relationship with realtors and utilize them to identify land and available buildings. 
2. Identify at least one parcel in each District to use for marketing. Work with utility providers to obtain distance to bring infrastructure to each site. Obtain a general estimate of cost for utilities.
3. Identify one large site and prepare to be certified as a Mega Site, through the Arizona Commerce Authority.
4. Create marketing materials for each identified site.

Goal 6. Collaboration

County-Wide Organizations as Well as Other Counties and States Collaborate to Encourage Strong Economic Growth. 

Competition to attract employers can be fierce. While competition between neighboring cities and counties may spark economic activity, avoiding the rivalry that pits communities against one another can make it easier for cities to promote sustainability and improve their fiscal bottom line. Sustainable economic development strategies can generate growth by demonstrating that the best ways to increase jobs, incomes, productivity, fiscal stability, and competitiveness over the long term involve innovation, efficiency, and conserving resources — both natural and fiscal. As organizations work together with the same focus for economic growth, the community becomes much stronger.

Objective: Maintain and improve relationships through collaboration to promote economic development, tourism, and film and advance sustainability within the County.  

Action Steps:  

1. Generate energy and focus for Mohave County by supporting organizations within the County and surrounding communities, making the whole region stronger. 
2. Develop a three-county regional organization. Allow adjoining states and counties to collaborate, contribute, and partner with the region to make the region’s economics stronger.

Goal 7. Tourism and Film

Mohave County is a Top Tourism and Film Destination in the Western United States.  

The tourism and film industries are closely inter-connected with several global industries and sectors from trade to ecological conservation. In 2021, the direct travel spending in Mohave County was $766.7M. This spending was up and increased by 47% since 2020, and overall, since 2012 up by 3.3%.

Objective: Utilize the impact of our natural and local resources to grow Mohave County through tourism and film. Increase awareness of tourism and film locations for idiosyncratic excursions within the County and neighboring communities.

Actions Steps:

1.  Identify tourism and film attractions to use for marketing in recruiting outside visitors and money coming into Mohave County.  
2. Become a Destination Management Organization (DMO) in the unincorporated parts of Mohave County, allowing the ability to apply for grants and other funding to market the county.
3. Develop excursions to encourage visitors to stay in the County additional days, spend more money, and utilizing hotels and restaurants.
4. Make Mohave County a film destination for producers. Input locations, photos, and contacts into the Arizona Commerce Authority Office of Film website to encourage filming.
5. Develop a dedicated County tourism and film website with the intention to market to businesses and individuals to come to Mohave County as a one-stop-shop concept for visitors.

The Capital Improvement Plan (CIP) is a roadmap for creating, maintaining, and paying for Mohave County’s present and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed and giving the County the ability to prioritize projects and funding. The County has very limited funding and many of the projects must be put on hold until financial resources are found.

Mohave County is committed to supporting needed infrastructure throughout the county including roads, waterways, and beautification. By including the Mohave County’s CIP in the Strategic Plan, the County is able to work together to focus on current and future goals and growth for the county. It is the intent of this Plan, to support additional funding through possible grants for projects in the CIP’s which will add improved infrastructure to make it easier to recruit businesses to the County.

The City of Kingman gave a copy of their CIP to be added to this document. Other cities will add their CIP at a later date.

See Appendix “A” for Capital Improvement Plans 

Overview of Community Let’s Talk Meetings  

This Plan shows how each community was given the opportunity to identify their strengths and weaknesses and as well as growth potentials and vision within their specific areas. Let’s Talk meetings were conducted in fourteen communities throughout the County. Goals were identified and committees formed for the top one to three goals.

MOHAVE COUNTY COMMUNITY MEETING OVERVIEW

At the end of each “Let’s Talk” meeting, each community was guided through a process to create committees to work on at least one goal. By doing so, the communities started to take ownership for their own areas. Each community appointed a community lead. The lead meet with their committees, give encouragement and listen to challenges and need. The lead is also the catalyst to energize and unite the committees. The leads then report quarterly to the Economic Development team. During the quarterly meetings, the Economic Team offer resources and support to the communities. Communities are given time to network with other communities, share their successes, and work together on needed resources. The leads then take information back to their own communities for implantation.

Currently, resources including funding is almost nonexistent. It is hard for the County to offer limited resources, especially, the lack of financial resources. The communities are preparing to partner with non-profit organizations for the ability to apply for grants and request donations. A large challenge is finding local volunteers in support of their goals. Some of the communities are getting excited, even with the very small successes they are seeing. One of the benefits of having community committees, is the community is taking responsibility and ownership for what happens in their own area and not expecting the County or city to provide everything for their area.

Beaver Dam Community Area

Areas include Beaver Dam, Littlefield, and Scenic (by alphabetical order).

This area is sandwiched between Mesquite, NV, and the southwestern border of Utah. Limited retail is within the three communities so other than convenience stores, all shopping must be done either in Nevada, Utah, or online. The residents love their open space and larger lots. Approximately half of the residents called “snowbirds” reside during the winter months usually November to March and have their main home in colder climate areas during the summer months. The community welcomes growth in the area but is very vocal about where it can be located. The area has a possibility for enhanced outdoor recreational programs and activities. Toy haulers are frequently seen with OHV’s, motorbikes, and mountain bikes. Tourism is one industry that should be a first focus for development.

Community Needs

Bullhead City Community Area

Areas include Bullhead City.

Bullhead City is the second largest city in Mohave County and is on the far western border of the county, bordering the Colorado River and Laughlin, Nevada. Many residents from Bullhead City work across the river in neighboring Laughlin and reside in Bullhead City. Bullhead City is the retail hub for the Colorado River communities. Tourism is the main economic driver for the city and hosts something for everyone. With water sports, sports teams, golf courses, and desert sports as well as community activities, Bullhead City is always inviting. Bullhead City is also becoming a film destination.

The city is ready to support new growth with processes in place to incentivize and speed the permitting process. The City does have a problem with homelessness and look additional services for lower income families.

Community Needs

Colorado City Community Area

Area includes:  Cain Beds, Centennial Park, Moccasin, Pipe Springs, Town of Colorado City Arizona and Apple Valley and Town of Hildale, Utah. (in alphabetical order) 

The Colorado City Community Area resides on the border of Arizona and Utah in an area known locally as Short Creek Valley, rich in pioneer heritage and a storied past. The primary municipalities are Hildale City, Utah, and the Town of Colorado City, Arizona. The area is surrounded by Canaan Mountain Wilderness and Kaibab National Forest, which includes Pipe Spring National Monument. As outdoor enthusiasts look for places to test themselves, hiking activities such as rock climbing, mountaineering, hillwalking, and scrambling have quickly drawn tourism to the area. Furthermore, the community looks forward to developing economic opportunities such as camping and RV parks.

Community Committees And Goals

Dolan Springs and Chloride Community Area

Dolan Springs is a pass-through community for tourists going to Grand Canyon West, the Joshua Tree Forest, or to dock their boat on the Colorado River. It is a community that wants to grow and by having amenities the same as other communities including a grocery store, health clinic, and attractions it will give tourists a reason to stop. Chloride is an old mining town and boast a restaurant, antique stores, Historical Society and Chamber of Commerce. They feel tourism is and will be their main economic driver. Both communities house mostly families on a fixed income. Chloride has mostly elderly residents.

Community Committees And Goals

Fort Mohave Community Area

Highway 95 is the main corridor for the communities. Mostly agriculture is found in much of the land with surrounding smaller communities. Fort Mohave hosts most of their businesses and much of the land is tribal and from the Fort Mojave Tribe out of Needles, California. The area is divided by the Colorado River from California and Nevada. Golden Shores boasts the community center is the gathering place for the community. There isn’t a lot of leadership within each small community. Finding people to step up and become leaders needs to be a huge focus before a lot of growth and move forward. Water rights are also limited from the Colorado River.

Community Committees And Goals

Golden Valley Community Area

Area includes:  Golden Valley, SoHi and Walnut Creek. (in alphabetical order) 

The community of Golden Valley lies in the Sacramento Valley separated from the larger neighboring cities of Kingman and Bullhead City by the surrounding mountain ranges. State Route 68 runs through the heart of Golden Valley. They do have some small local businesses that they patronize. The community has larger land parcels, but lacks needed infrastructure. Many people still must haul water to their homes. The community has several new larger companies locating in the southern part of the community but does not have the retail infrastructure to support the growth. This is a community large enough to make huge changes but needs to become unified and find leaders to support their efforts.

Community Committees And Goals

Kingman Community Area

Area includes:  Butler and Kingman. (in alphabetical order) 

The City of Kingman and surrounding area is constantly growing. Even though Kingman is the County Seat, it is the third largest city in the County. Kingman is just over 100 miles south of Las Vegas and just over 120 miles from Phoenix, making this a prime transportation and tourist destination. The Kingman Industrial Park and Airport is the largest industrial park in rural Arizona and host over 70 employers and over 2,000 employees working at the site. With Route 66 going through the heart of the city, tourists are attracted to the area year-round. The city shows growing pains with the increase in business and residents relocating. Building additional infrastructure is a financial hardship as well as the lack of trained employees. Mohave Community Colleges main campus is in Kingman, and they are preparing to build an Advance Manufacturing Training Center at the industrial park.

Community Committees And Goals

Meadview Community

Meadview is a quiet community retirement community with 63% of the population 65 or older and only ½% children 17 or younger. The residents are very supportive of each other and work to make their community a better place. Meadview is just off of Peirce Ferry Road, a tourist destination to launch boats on the Colorado River. This is a small community with very little amenities. Residents must drive to Kingman for health care services, shopping, or other needs. Las Vegas is the next closest location for personal needs at 115 miles from Meadview. The distance makes expanding their community a necessity and a challenge.

Community Committees And Goals

Oatman Community

The community is in the Black Mountains with Route 66 running through town. The town is an old mining community and is heavily visited by tourists. The community takes pride in their rich history, the burros, and the scenic mountain views. Tourism is the main economic driver. At least once a day, the town shuts down the street for a gun fight show. Tourist come by the bus loads to visit the old town and pet the burros that walk the street and try to come shopping with you in the shops. Route 66 is narrower and windier on the east side of town. Precaution should be used for larger vehicles such as busses and RV’s. Instead, they should enter and leave on the west side of town.

Additional information is not available on this community from the US Census.

Community Committees And Goals

Peach Springs/Hualapai Tribe Community

Peach Springs and Truxton 

Peach Springs is the last community on Route 66 before entering Coconino County and 50 miles north- east of Kingman, Arizona. This area is primarily occupied Hualapai Tribal land and occupied and is governed by the Hualapai Tribal Council. The community attributes are small class sizes in the schools, opportunity for businesses to establish and expand and employment opportunities for the residents. There are lots of recreational options and is a good spot for tourism expansion. Mohave Community College has just placed a business incubator in Peach Springs to offer training and support for entrepreneurs. They own and run Grand Canyon West which is their main economic driver for the Tribe.

Community Committees And Goals

Valle Vista Community Area

Area includes:  Hackberry, Valentine, and Valle Vista. (in alphabetical order) 

The communities are northeast of Kingman, along Route 66 in central Mohave County. The community of Valle Vista’s Golf Course attracts not only the local residents but also people from outside the County. With wineries in the area, people can come in, play a round of golf, and enjoy wine in the afternoon. The communities are primarily retirees with some younger families in the Hackberry and Valentine areas. Valle Vista is primarily a residential area and with a few small stores and restaurants frequented by residents.

Community Committees And Goals

White Hills Community

The White Hills area forms the eastern boundary of the Detrital Valley along Highway 93 in northwestern Arizona. The White Hills are prime for economic growth because of its proximity to major cities, highway access, and available land. The community is 45 minutes from Kingman and 45 minutes from Las Vegas giving choices for health care, shopping, and recreational activities. Many of the residents move to White Hills because they can live off the grid. They are a very close-nit community and support their neighbors. Retail is on Highway 93 and is ready to expand. Tourists enjoy off the grid RVing, UTV/bike trails, and walking trails. Someone new coming in should bring a map and let local people know where they will be exploring in case a search party needs to go out to find them.

Community Committees And Goals

Wikieup Community

Wikieup is a small area southeast of Kingman along Highway 93 towards Phoenix. Wikieup has a cute K- 8 school, a few restaurants and community that pulls together and supports each other. In 2018, the census reported there was a population of 118. In 2021, the census reports there are only 32. This community is preparing for the future I-11 to go through their town and is concerned their community will completely be bypassed. They understand there is much work to do, to grow. They would like to see additional RV parks, a hotel, and someone to start a manufacturing business for people to go to work without traveling over 45 minutes to Kingman.

Population By Age

Not Provided by US Census Bureau

Education 25 and Older

Not Provided by US Census Bureau

Community Committees And Goals

Yucca Community Area  

Area includes:  Desert Hills and Yucca (in alphabetical order) 

Yucca is a very small community directly off I-40 just 25 miles north of the California border. Although it is small, they have a strong community support and pride. The community works well together with Havasu Heights and Desert Hills. One of the joint projects they are working on is an alternative route from Havasu Heights to I-40 through Yucca. Land sizes are larger with limited infrastructure. New businesses must be willing to install all infrastructure to their land. This is a challenge for smaller businesses wanting to come in and support the residents. The largest tourist attraction is the Alien Museum in a large building in the air that looks like a large golf ball.

Community Committees And Goals

Mohave County

Approved by the Mohave County Board of Supervisors on July 5, 2022

Projects Shaded in Green Denote Federally Funded Projects

*Santa Fe Ranch Road and Butch Cassidy Road require County Highway declaration, which is prerequisite to hard surfacing.