Appendix A Master Distribution List for SET Meetings All ...

Middle Rio Grande Economic Development Association Rural Economic Development Plan

35

Appendix A

Master Distribution List for SET Meetings – All Invitees

Catron County Name Organization/Position e-mail address

Fletcher, Kate Catron County Manager [email protected]

Green, Bill Superintendent, Catron schools [email protected]

Hand, Anita Catron County Commissioner [email protected]

James, Melyssa Rancher [email protected]

Knapp, Kathy Pietown Restaurant [email protected]

Sierra County Name Org/Position e-mail address

Anderson, Christine Spaceport America [email protected]

Bartoo, Jared Bartoo Sand and Gravel Manager [email protected]

Bleth, Mark FTS Tours (Spaceport) [email protected]

Boyd, Joshua NMSU Extension Agent [email protected]

Boyle, Gabriel Elephant Butte Land Use [email protected]

Bufkin, David Walmart Manager [email protected]

Campbell, Gretchen Desert Lakes Realty [email protected]

Carlstedt, Suzanne Chamber Volunteer [email protected]

Cosper, Larry US Forest Service District Ranger [email protected]

Cummins, C Tor C Consolidated Schools [email protected]

Dahlrymple, Terry Manager, Lago Rico (Marinas at E.B) [email protected]

Davis, Colleen T or C Farmers' Market [email protected]

Deason, Donna Interim Director, Veterans Home [email protected]

DeMarino, Linda Main Street Director [email protected]

Diamond, Jack Beaverhead Outfitters [email protected]

Dobrott, Steve NM Ranch Properties - Sierra Co. [email protected]

Dow, Rebecca Appletree Education [email protected]

mailto:[email protected]















36

Sierra County Name

Organization/Position

e-mail address

Edmund, Don Chloride Ghost Town, Pioneer Store [email protected]

El-Emawy, Omar Themac Resources [email protected]

Finzen, Andrew City Manager, Elephant Butte [email protected]

Fletcher, Sherry Sierra County Commissioner [email protected]

Foerstner, Jake Owner, Riverbend [email protected]

Fuentes, Juan T or C City Manager [email protected]

Gallagher, Dan Adventure Partners - Turner EcoTours [email protected]

Gallagher, Jares Adventure Partners - Turner EcoTours [email protected]

Garcia, Jason Bank of the Southwest [email protected]

Gillis family Gillis Farms [email protected]

Golubski, Ron Owner, Davis Fleck Drugs [email protected]

Grantham, Alma Bank of the Southwest [email protected]

Green, Steve City Commissioner, Mayor Pro Tem [email protected]

Greer, C. Earl President, Board of Realtors - Sierra [email protected]

Hill, Forest Manager, Bullocks Grocery [email protected]

Kertesz, Mike President, TorC Chamber of Commerce [email protected]

Kight, Leah Sierra Health Care [email protected]

LaFont, Nathan Owner, Elephant Butte Inn & RV Resort [email protected]

Leffingwell, Jim Friends of the Box [email protected]

Lipps, Anna Manager, Holiday Inn Express [email protected]

Lopez, Chris Spaceport America [email protected]

Luna, Francis County Commsioner & Media Owner [email protected]

Lyon, Ken Sierra County Commissioner [email protected]

McNamara, Myra Sierra Grande Lodge & Spa [email protected]

Pope, Marilyn Geronimo Springs Museum [email protected]

Robinson, Bill Sierra County Chair /Arrey area Activist [email protected]

Root, Dan Rio Grande Motel owners [email protected]

Root, Wanpen (Penn) Village of Williamsburg trustee [email protected]

Skinner, Kim Elephant Butte Chamber of Commerce [email protected]
















37

Sierra County Name Org/Position e-mail address

Slettom, Bill Asst City Manager - City of T or C

Stubblefield, Deb Mayor, Village of Williamsburg [email protected]

Sullivan, Juliet Sierra Health Care [email protected]

Swingle, Bruce Sierra County Manager [email protected]

Townsend, Hans Sierra Co. Chamber of Commerce [email protected]

Trager, Edna Zia Kayak Outfitters [email protected]

Turner, Linda Monte Cristo Gallery [email protected]

Waddell, Tom Turner Ranches [email protected]

Wanek, Catherine Black Range B&B [email protected]

Wells, Teina Massage Specialist [email protected]

Williams, Mike GM, Turtleback Mountain Resort [email protected]

Zimmerman, Michael Sierra Vista Hospital- T or C [email protected]

Socorro County Name Organization/Position e-mail address

Aguilar-Garcia, Valentina Retired Army, Women's Vets, etc. [email protected]

Anselmo, Peter IP lead, New Mexico Tech (NMT) [email protected]

Armijo, Jerry NMT regent [email protected]

Armijo, Lillian NMT Continuing Education Director [email protected]

Armijo, William County Sheriff [email protected]

Bailey-Bowman, Karen Retired writer [email protected]

Begay, Melissa NMT- Director, Phys Ed & Student Act. [email protected]

Bhasker, Ravi Mayor, City of Socorro [email protected]

Black, Tony Black's Smuggler Winery [email protected]

Boyd, Don Consultant/ Facilitator [email protected]

Boykin, Doug Save our Bosque Task Force [email protected]

Brown, Linda Fite Ranch B&B - San Antonio [email protected]

Buckley, Pat Self employed [email protected]

Bursum, Cuatro First State Bank [email protected]

Caldwell, Deb Executive Director, Friends of the Bosque [email protected]

Cervantes, Richard NMT, VP Administration and Finance [email protected]























38

Socorro County Name

Chavez-Lopez, MaryAnn City Councilor, Housing Authority [email protected]

Cobble, Kevin Refuge Mgr, Bosque del Apache NWR [email protected]

Coontz, Carlos R BLM Rep-Planning and Env Specialist [email protected]

Cutchall, Lester Lee Jr. Mitigation Consultant/Project Mgr [email protected]

Dean, Deborah Business owner - Bodega [email protected]

DelloRusso, Gina SOBTF/ Ecology [email protected]

DeMaria, Catherine Magdalena Chamber; Artist [email protected]

Dikunova, Emilia Solaro Energy [email protected]

Duggins, Glen Middle Rio Grande Conservancy [email protected]

Edmondson, Steve Owner, MineCountry 102.1 Radio [email protected]

Ferranti, Bill Alamo Navajo Reservation Schools [email protected]

Gallegos, Amelia Socorro Electric [email protected]

Granillo, Kathy Mgr, Sevilleta National Wildlife Refuge [email protected]

Grey, Prescott Vertu Fine Arts, Chamber Board [email protected]

Grubb, Dennis Solaro Energy [email protected]

Guengerich, Colleen New Mexico Tech (NMT) [email protected]

Gutierrez, Juan Socorro County Commissioner

Hamilton, Tracey Socorro County grant writer [email protected]

Hanauer, Michael Friends of the Bosque NWR [email protected]

Hayes, Rocky VP Number Nine Media [email protected]

Hefner, Chris State Mining Inspector [email protected]

Hensley, Michael NMT [email protected]

Hanauer, Michael Friends of the Bosque NWR [email protected]

Hicks, Dan White Sands Missile Range [email protected]

Houston, Betty Realtor [email protected]

Jaramillo, Pauline Socorro County Commission Chair [email protected]

Jimenez, Richard EMRTC [email protected]

Kalish, Ronna NMT Director – Performing Arts Series [email protected]

Kappel, Theresa NMT Director - Events [email protected]



























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Socorro County Name

Kerns, Josh City of Socorro - Recreation & Tourism

Knight, Brian RPA-Fort Bliss Env Div. Chief [email protected]

Kohlbenschlag, Will Soil and Water Conservancy [email protected]

Landers, Jess Car and Property Rentals [email protected]

Larson, John El Defensor Chieftain, writer [email protected]

Leavitt, Vern Lions Club - Socorro & State Level [email protected]

Lommen, Penny President of Rotary, Volunteer [email protected]

Lopez, Chris and Monette Farmers

MacDonald, Kat Director, Socorro Co C of C [email protected]

Madrid, Marilyn Socorro Electric [email protected]

Martinez, Antonio Retired NMDOT, County Comm [email protected]

Matturro, Neata J Manager, Wells Fargo Bank [email protected]

McCabe, Nina Magdalena Chamber; Artist [email protected]

McNeil, James Barber Shop [email protected]

Mikkelson, Susann Socorro Chamber [email protected]

Moeller, Rebecca Hotel Mgr - Best Western, Holiday Inn [email protected]

Monette, Donald City Council, NMT Regent, City Mgr [email protected]

Monte, Rita Alamo Navajo School [email protected]

Montoya, Diego Mayor, Village of Magdalena [email protected]

Morrison, Jon Retired, Socorro Co. Kitchen [email protected]

Olguin, Bobby & Debby Owners, Buckhorn Tavern, San Antonio [email protected]

Olguin, Michael Jr. City Councilor, Insurance [email protected]

Olguin, Michael Sr. Insurance Agency owner [email protected]

Osborn, Dale Hollman AFB JLUS/ DOD Liaison [email protected]

Ostegren, Warren NMT VP of Academic Affairs [email protected]

Perry, Vannetta Magdalena Schools Superintendent [email protected]

Phillips, Fred NMT professor [email protected]

Pound, Veronica Socorro General Hosp, Head Admin. [email protected]

Rayl, Rachel NMT [email protected]

Richardson, Kathy Water & Ice Store, Alpacas del Sol [email protected]


























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Socorro County Name

Roibal, Joaquin NMT grad student, Chamber board [email protected]

Romero, Barb Rep for US Representative Steve Pearce [email protected]

Rosales, Linda Chile Farmer [email protected]

Ryan, Eileen Magdalena Ridge Observatory [email protected]

Salas, Martha & General County Comm & State Natl Guard [email protected]

Sichler, Paula & Chris Sichlers Snake Ranch Farm Stores [email protected]

Smith, Jessica Pgm Dir, NMSU extension [email protected]

Spring, Kathy Aerojet [email protected]

Stanley, Judy VLA [email protected]

Stone, Bill NMT professor [email protected]

Torres, David or Paul Gambles [email protected]

Turner, Scott El Defensor Chieftain, editor [email protected]

Walsh, Delilah Mgr, Socorro County [email protected]

Welch, Susie NMT Mining Museum [email protected]

Wheelock, Dave NMT [email protected]

Winders, Mike Chief of Police, Socorro [email protected]

Woelber, Holly HAW Farms, co-owner [email protected]

Valencia County Name

Abraham, Wayne Small Business Development Center [email protected]

Bittner, Laura NMSU Extension Agent [email protected]

Chalfant, Cort Coast Range Investments [email protected]

Chavez, Holly Resident [email protected]

Combs, Russell WESST [email protected]

Cordova, Jerah Mayor, City of Belen [email protected]

Covell, Jim Economic Developer [email protected]

Dziuk, Tina TMD Consulting, LLC [email protected]

Espinoza, Rhona Belen Chamber [email protected]

Foster, Jim Coast Range Investments [email protected]

Gallegos, Carl BNSF Railroad [email protected]

Griego, Charles Los Lunas Mayor [email protected]



























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Valencia County Name

Gwinn, Mark Rio Communities Mayor [email protected]

Henrie, Michelle Land/Water Attorney [email protected]

Hise, Jennifer CEMCO, Inc (int'l Mfg) [email protected]

Homan, Mary NM GAS [email protected]

Hyder, David County Commissioner [email protected]

Knowlton, Bob Bosque Farms Mayor [email protected]

Kuan Tikkun Rio Communities EDC [email protected]

Logan, Frank Rio Communities ED [email protected]

Martin, Greg Los Lunas Administrator [email protected]

Martinez, Jacobo VC Planner [email protected]

McCarty, Newt NMSU Extension Agent [email protected]

McCoy, Bill ABQ EPC [email protected]

Miller, Denise NM Farmers Market Association [email protected]

Mims, Ralph Los Lunas Econ Developer [email protected]

Monette, Danny County Manager [email protected]

Morgan, Steve Resident [email protected]

Musgrave, Cathy NM MEP [email protected]

Olguin, Bryan Peralta Mayor [email protected]

Radosevich, Carol PNM [email protected]

Rau, Henry Belen Mainstreet [email protected]

Ruybalid, Jay City Mgr, Belen [email protected]

Saiz, Gerard Los Lunas City Councilor

Sanderson, Tom Los Lunas Networks [email protected]

Sisneros, Joaquin Sisneros Bros (int'l Mfg) [email protected]

Taylor, John Resident [email protected]

Tomita, Steve Belen Econ Dev [email protected]

Trask, Randy ABC Trade Alliance [email protected]

Vigil, Hank UNM - Dir Student Affairs [email protected]

Walter, Jeff Valencia Co. News -Adv [email protected]






























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US & State Agencies-Name

Alarcon, Sandra USDA Rural Development (RD) [email protected]

Armijo, Jay South Central Council of Govts (COG) [email protected]

Brunner, Terry USDA RD State Director [email protected]

Connor, William Joint Land Use Study [email protected]

Contreras, Carlos USDA RD [email protected]

C'Debaca, Eric NM Partnership [email protected]

DiBartolomeo, Thelma USDA RD [email protected]

Driggers, Elizabeth US Senator Tom Udall Field Rep [email protected]

Fragoso, Ruben NM Transload [email protected]

Garcia, Arthur USDA RD Housing Pgm [email protected]

Goodman, Melanie US Senator Tom Udall's office [email protected]

Goolsby, Tiffany South Central COG [email protected]

Hays, Jeff USDA RD Regional Director [email protected]

Hudson, Clyde USDA RD [email protected]

Ice, Carolyn Sen. Tom Udall Field Rep [email protected]

Kostelnik, Kim NM Forestry [email protected]

Logan, Christine State Econ Dev Department [email protected]

Lopez, Diane USDA RD

McDermott, Terry USDA RD [email protected]

Maestas, Alicia USDA RD

Magallanes, Cecilia USDA - NMSU Comm Res [email protected]

Nuno-Whelan, Mario NM Wilderness Society [email protected]

Ornelas, Joseph USDA RD [email protected]

Ortega, Leanne USDA RD [email protected]

Parker, Dara Office of US Senator Heinrich [email protected]

Patrick, Michael NMSU Comm Resource & ED [email protected]

Porter, Leslie NM EDD [email protected]

Rael, Angela South Central Council of Governments [email protected]



























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US & State Agencies- Name

Reader, Megan

USDA RD

Richardson, Katie Office of US Senator Heinrich [email protected]

Sanchez, Rachel USDA – Loan Tech [email protected]

Tripp, Don NM State Rep- Speaker of the House [email protected]

Tripp, Rosie State GOP Chairperson [email protected]

Vierck, Steve NM Partnership [email protected]

Villalobos, Patricia USDA - Loan Specialist [email protected]

Watson, Ernie USDA RD [email protected]









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Appendix B

Sustainable Community Development

Sustainable “community development” is a regional economic opportunity not identified as an industry cluster in this process. However, it should

be considered of high importance throughout the region. Community economic development implies a system where communities become more

economically viable and grow from within. Community development is about building community assets, community institutions, and community

capacity. Community development aims to improve quality of life by providing; housing and transportation options, quality infrastructure and

institutions, social services, amenities, aesthetics, improved community access, economic diversity, security, and opportunity. Economic

development within a community suggests that certain institutions are in place and functional. If communities are deficient in some ways, such as

a transportation network, utility network, telecommunication network, health services, qualified labor, safe drinking water, etc. they may be

already missing tremendous economic opportunities. Correcting these community development deficiencies could facilitate economic activity

from within the regions’ communities, not currently being realized. For example providing adequate sewer systems can allow for expansion or

intensification of businesses.

Growth vs. development is often viewed as more jobs vs. quality of life. However, a better question would be: if the quality of life isn’t improved,

what is the benefit of more jobs? Balancing growth with community development is critical to sustained success in our region’s communities.

Extending infrastructure where it cannot be maintained or building infrastructure and not using it is a drain on the entire infrastructure system and

the community itself. Some communities in the region are currently losing people while they must maintain the same amount of infrastructure – a

trend that has become an ever-increasing burden during the last decade.

When we look at communities as organisms, the more resilient communities provide options, especially when it comes to businesses, housing, and

transportation. Opportunities for the elderly and children are good indicators of community development. If children and the elderly have access

to the community, desirable amenities, and are part of the social fabric, the community is likely marketable. Neither children nor many of the

elderly can drive. Communities that have walkable places are more marketable because they are attractive to more and different types of people.

Throughout the state and the world, the most valuable “place” in our communities is a well-kept pedestrian sidewalk with commercial frontage

generally considered a “place.” Improving pedestrian infrastructure and increasing available housing (the fuel) near or in pedestrian-oriented

development provides significant opportunity within the region’s communities. Good pedestrian infrastructure becomes extremely valuable with

three elements: good infrastructure (the sidewalks themselves), adjacent commercial (fronted commercial), and a substantial population within a

short distance to feed it (hence the need for housing in downtowns). Housing and lodging are opportunities in downtowns that can really improve

the local business economy.

The demographics of our nation reveal that the largest and most qualified workforce of all time is starting to retire. Attracting the “Baby Boomers”

who have recently started to retire is another opportunity that could enhance community development. Retiring doctors, engineers, attorneys, etc.


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are desirable citizens because they not only augment the communities’ intellectual and overall capacity, but because they also need services such

as health care. Finally, these retirees tend to fund and support businesses that focus on arts and culture. This, in turn, creates high paying jobs for

the region. Attracting these “boomers” is likely to become a major potential economic generator for years to come and a potential community

revenue stream. Both children and retirees desire access to the community: being able to walk or ride a bike to the school, the park, downtown,

the library, patio restaurants, river walks, and other “places.” The more access, the more inclusive the community is. Some communities have

created golf cart and ATV ordinances (Elephant Butte) as options to driving a vehicle in an effort to accommodate retirees.

The lack of qualified labor is a major issue throughout the regions’ communities. Community development and amenities that create a high

quality of life can attract labor and businesses. The region stands up nationally on certain issues, such as geography, ecology, culture, recreation,

reasonable cost of living, etc. However, our regions’ communities do not stand up nationally in community development and built environment. If

we improve our communities’ built environment and services, businesses and qualified labor (including those who left) will move back to the

region.

The most obvious community development issue across the region is antiquated development codes. These codes were instrumental in creating a

large portion of our communities. However, most development codes have been designed almost entirely around the vehicle and predominantly

single family housing. Traditional zoning was a response to the industrial revolution and its associated nuisances. Traditional zoning segregated

land uses but did not consider building a community in its inception. Because of this development pattern, communities spread out and currently

have high community infrastructure cost and low quality of infrastructure. The heavy financial burden of maintaining infrastructure impacts

development in our regions’ communities and sometimes even impacts major social economic issues. Because of the way in which our

communities have been built, transportation is often regressive. For example, poor families might not be able to afford to drive children to

schools, libraries, soccer practice, the pool, etc. Nationally, 60 percent walked or biked to school 30 years ago; currently only 13% do. This

unhealthy sedentary lifestyle has become common in America -- this is the lifestyle of more than 60% of the people in this country. Sedentary

lifestyles can have serious negative health impacts. They can lead children to obesity and to develop physical and mental health issues as well as

social and self-esteem problems. Sedentary lifestyles contribute to chronic health conditions, such as diabetes. Rural communities tend to have

higher obesity because of lack of access to places to walk and play.

Currently many of the communities in our region have limited transportation and housing options. Many retirees and young professionals prefer

not to have a yard, but instead prefer being able to walk out the front door and be in a “place.” Many of our communities lack places other than

traditional downtowns. These traditional downtowns created a pedestrian place: buildings with sidewalks and building facades interacting with the

street. These downtowns were created years before current development codes where crafted. These are great places, but generally have limited

housing options. Without nearby housing, they depend on people using their automobiles to get to them. In general, they are small in area, which

then makes them inefficient for operating a vehicle. Housing in walkable places, such as traditional downtowns, could provide a tremendous

community economic development opportunity. Communities should capitalize on redevelopment initiatives from the state statutes. Some

communities in the region have made some progress, like Truth or Consequences Metropolitan Redevelopment Plan, but much more could be

done.


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Development (zoning subdivision, etc.) codes in most communities in the region were written more than two decades ago. They are based on

traditional zoning that separated land-uses. It has been well documented that traditional zoning (Euclidian Zoning) created a transportation cost

for individuals and very high service and infrastructure cost for communities. Those costs have secretly burdened everyone from the individual to

the community in the region. The financial proof (which is regressive) is that: currently an average of 18 percent of the individual’s income in the

U.S. goes to transportation. This high cost is second only to housing. In addition to the individual cost of transportation, the amount of land used

for parking and roads has removed large areas of our community’s most valuable real-estate and made them unproductive and unattractive

(parking lots don’t generate GRT,they are ugly, and they should be hidden behind the buildings). Finally, there is a large amount of infrastructure

(roads, bridges, pipes, etc.) and associated maintenance required because of our development patterns. As a result, our development patterns have

resulted in high cost to maintain infrastructure for all communities. Regionally we rely on grants and state and federal money to build and

maintain infrastructure and much of the existing infrastructure is in service much beyond its expected life cycle.

We can see the pattern over and over simply by looking at existing development in our communities. The pattern is predictable: commercial built

around the vehicle (unless in traditional downtowns): with parking lots in front of businesses, large signs, gas stations, fast food, few to no

sidewalks, wide high-speed roads difficult for pedestrians to cross, etc. Our development is the face of our communities!! How do we change it?

In addition to the commercial development, housing is dominated by single-family residential, high percentages of which are mobile homes

(which is basically the affordable housing for the region). Looking at the region as a whole, there are large sections that look similar or exactly

like one another, both from an urban form and function prospective. Essentially each of the regions’ communities developed in the same manner:

pre-vehicle communities were overlaid by boiler-plate, vehicle-dominant development codes. These auto-dominant development codes were

adopted throughout the region more than two decades ago and have been responsible for what we see today. The irony is that if we wanted to

build additional downtown “places,” these codes or communities would not currently allow for it in most cases.

MRGEDA has recognized the need for communities to review and improve existing development regulations as one of many community

development steps. The goal for new development should be to improve the efficiency, function, marketability, and attractiveness of our

communities in addition to creating jobs. In order to attract both businesses and people to our communities, each community will need to change

how it develops and thereby improve its appearance as well as the infrastructure and services it can provide. This, in large part, starts with the

development codes.

Another issue with many existing development codes is the predictability of the process and the time it takes to get through the process. In the

business community, time is money!! Clear process times and predictability are imperative in any development code process. Many development

regulations should be tailored to the community’s desire. How much review that is required is a balancing act and should be dynamic over time.

Plans and regulations require maintenance and review, as does infrastructure. Just like infrastructure, they can fail or become outdated. The

region’s communities need to shift community development to a more robust inclusive mechanism. Identifying current needs in housing and land-

use should be a priority. Barriers should be removed and incentives created for desired community development.


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Appendix C

SET Meeting Attendees and Dates Contact Information on Attendees Attendance SET meetings (signified by X) Name County Title email 10/29

2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Fletcher, Kate Catron

Catron County

Manager [email protected] X

Knapp, Kathy Catron

Pie Town Rising

Stars [email protected] X

Bartoo, Jared Sierra

Bartoo Sand and

Gravel [email protected] X

Boyd, Joshua Sierra

NMSU County

Ext Agent [email protected] X

Boyle, Gabriel Sierra

Elephant Butte

Land Use [email protected] X X

Carlstedt,

Suzanne Sierra

Chamber

Volunteer [email protected] X

DeMarino,

Linda Sierra Main St Dir [email protected] X

Dow, Rebecca Sierra

Appletree

Education [email protected] X X X

Edmund, Don Sierra

Chloride Ghost

Town, Pioneer

Store [email protected] X X X

El-Emawy,

Omar Sierra

Themac

Resources

oelemawy@

themacresourcesgroup.com X

Finzen, Andrew Sierra

City Manager,

Elephant Butte

citymanager@

cityofelephantbutte.com X X

Fletcher, Sherry Sierra

Sierra County

Commissioner [email protected] X X X X X

Fuentes, Juan Sierra

TorC City

Manager [email protected] X X X X

Garcia, Jason Sierra

Bank of the

Southwest [email protected] X X

Green, Steve Sierra

Councilman,

Mayor Pro Tem [email protected] X X X X












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Name County Title email 10/29

2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Greer, C. Earl Sierra

Pres, Board of

Realtors - Sierra [email protected] X X X X X X X X

Kertesz, Mike Sierra TorC Chamber [email protected] X X

Kight, Leah Sierra

Sierra Health

Care [email protected] X

LaFont, Nathan Sierra

Owner, Elephant

Butte Inn & RV

Park

[email protected]

X

Lopez, Chris Sierra Spaceport [email protected] X X

Lyon, Ken Sierra

Sierra Co.

Commission [email protected] X X

Pope, Marilyn Sierra

Geronimo

Springs Msm [email protected] X

Robinson, Bill Sierra

Molly B's Dry

Dock [email protected] X

Root, Dan Sierra

Rio Grande

Motel owner [email protected] X X X X

Root, Wanpen

(Penn) Sierra

Village of

Williamsburg

trustee [email protected] X X X X

Skinner, Kim Sierra

City of Elephant

Butte [email protected] X X X

Stubblefeld, Deb Sierra

Mayor, Village

Williamsburg [email protected] X

Swingle, Bruce Sierra

Sierra County

Manager [email protected] X X X X X X X X X

Townsend, Hans Sierra

T or C /Sierra

Chamber [email protected] X X

Turner, Linda Sierra

Pioneer Store/

Museum [email protected] X X

Trager, Edna Sierra

Zia Kayak

Outfitters [email protected] X X X

Wanek,

Catherine Sierra

Black Range

B&B [email protected] X X

Williams, Mike Sierra

GM, Turtleback

Mountain Resort [email protected] X

Lopez, Chris Sierra Spaceport [email protected] X X

















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2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Armijo, Lillian Socorro

NMT Continuing

Educ Director [email protected] X X X X

Bailey-Bowman,

Karen Socorro Retired Writer [email protected] X

Boyd, Don Socorro Consultant [email protected] X X X X

Caldwell, Deb Socorro

Exec Dir,

Friends of the

Bosque [email protected] X X X X X X X X X

Chavez-Lopez,

MaryAnn Socorro

City Councilor,

Housing Auth

[email protected]

X

Cobble, Kevin Socorro

Refuge Manager,

Bosque del

Apache NWR [email protected] X

Cutchall, Lester

Lee Jr. Socorro

Mitigation

Consultant,

Project Manager [email protected] X X

Dean, Deborah Socorro

Business owner -

Bodega [email protected] X

Dellorusso, Gina Socorro

Consultant/

Facilitator [email protected] X

DeMaria,

Catherine Socorro

Magdalena

Chamber; Artist [email protected] X

Edmondson,

Steve Socorro

KRYN Socorro

Radio [email protected] X

Grey, Prescott Socorro

Vertu Fine Arts,

MRGEDA Board [email protected] X X X X X X X X

Gutierrez, Juan Socorro

County

Commissioner X

Guengerich,

Colleen Socorro NMT [email protected] X

Hamilton,

Tracey Socorro

Socorro County

grant writer [email protected] X X X X

Hanauer,

Michael Socorro

Dev Dir, Friends

of Bosque [email protected] X

Hensley,

Michael Socorro NMT [email protected] X

Kalish, Ronna Socorro NMT PAS Dir [email protected] X X


















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2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Larson, John Socorro

El Defensor

Chieftain [email protected] X

Lommen, Penny Socorro

Pres Rotary,

CoC, Library

Board [email protected] X

Matturro, Neata Socorro

Manager, Wells

Fargo Bank [email protected] X

McCabe, Nina Socorro

Magdalena

Chamber; Artist [email protected] X X

McDonald, Kat Socorro

Dir, Socorro Co.

Chamber [email protected] X

Martinez,

Antonio Socorro

County

Commissioner [email protected] X

Mikkelson,

Susann Socorro

El Defensor

Chieftain Mktg. [email protected] X X X X

Monette, Donald Socorro

NMT Regent,

City Mgr [email protected] X

Morrison, Jon Socorro

Retired, Socorro

Co. Kitchen [email protected] X X X

Olguin, Michael

Jr. Socorro

City Councilor,

Insurance [email protected] X X X X X X

Olguin, Michael

Sr. Socorro

Insurance

Agency owner [email protected] X X

Morrison, Jon Socorro

Retired, Socorro

Co. Kitchen [email protected] X X X

Phillips, Fred Socorro NMT Prof [email protected] X X

Richardson,

Kathy Socorro

Water & Ice

Store, Alpacas

del Sol [email protected] X X

Romero, Barb Socorro

Rep for US Rep

Steve Pearce [email protected] X X

Smith, Jessica Socorro

Pgm Dir, NMSU

extension [email protected] X X X X

Stone, Bill Socorro NMT Dean [email protected] X

Walsh, Delilah Socorro

Socorro County

Mgr [email protected] X X X X X

Wheelock, Dave Socorro NMT [email protected] X X



















51


2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Woelber, Holly Socorro HAW Farms [email protected] X X X X X X X X

Abraham,

Wayne Valencia

Small Business

Dev Center [email protected] X X X X X X X X

Chavez, Holly Valencia Academic Solns [email protected] X

Dendinger, Julia Valencia

Valencia News

Bulletin [email protected] X

Dziuk, Tina Valencia

TMD

Consulting, LLC [email protected] X X X X

Garcia, Chris Valencia

SBDC, UNM

Valencia [email protected] X

Griego, Kathleen Valencia

CB Legacy

Realty [email protected] X

Gwinn, Mark Valencia

Rio

Communities

Mayor [email protected] X X X X

Homan, Mary Valencia NM GAS [email protected] X X X X

Hyder, David Valencia

County

Commissioner [email protected] X

Logan, Frank Valencia

Rio

Communities ED [email protected] X X X X X X X X X

Martin, Greg Valencia

Los Lunas

Administrator [email protected] X

McCarty, Newt Valencia

NMSU

Extension Agent [email protected] X X

Mims, Ralph Valencia Los Lunas ED [email protected] X X X X

Monette, Danny Valencia County Mgr [email protected] X X X

Saiz, Gerard Valencia

Los Lunas City

Councilor X X

Tikkun, Kuan Valencia

Rio

Communities

EDC [email protected] X X

Tomita, Steve Valencia Belen Eco Devo [email protected] X X

Vigil, Hank Valencia

UNM Dir

Student Affairs [email protected] X

Walter, Jeff Valencia

Valencia Co.

News -Adv [email protected] X X X

Alarcon, Sandra N/A USDA RD [email protected] X



















52


2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Brunner, Terry N/A

USDA RD State

Director [email protected] X X

Contreras,

Carlos N/A USDA RD [email protected] X

DiBartolomeo,

Thelma N/A USDA RD [email protected] X X X

Fragoso, Ruben N/A NM Transload [email protected] X X

Garcia, Arthur N/A

USDA RD

Housing Pgm [email protected] X

Goodman,

Melanie N/A

US Senator

Udall Field Rep

[email protected].

gov X

Goolsby, Tiffany N/A

South Central

COG [email protected] X

Hays, Jeff N/A

USDA RD Reg

CED Coord [email protected] X

Hudson, Clyde N/A USDA RD [email protected] X

Ice, Carolyn N/A

US Senator

Udall Field Rep [email protected] X

Logan, Christine N/A

State Econ Dev

office [email protected] X X X X X X

Lopez, Diane N/A USDA RD [email protected] X

McDermott,

Terry N/A USDA RD [email protected] X X X X X X X

Maestas, Alicia N/A USDA RD [email protected] X X

Magallanes,

Cecilia N/A

USDA - NMSU

Comm Res [email protected] X X

Ornelas, Joseph N/A USDA RD [email protected] X

Parker, Dara N/A

Office of US

Senator Heinrich [email protected] X

Patrick, Michael N/A

NMSU Comm

Resource & ED [email protected] X X X X X X X X

Porter, Leslie N/A NMEDD [email protected] X

Reader, Megan N/A USDA RD [email protected] X

Sanchez, Rachel N/A USDA-loan tech [email protected] X

Tripp, Don N/A

NM State Rep –

Speaker of

House [email protected] X

























53


2015

12/2

1/6

2016

2/3 3/2 4/6 5/11 6/1 8/3

Vierck, Steve N/A NM Partnership [email protected] X

Villalobos,

Patricia N/A

USDA - Loan

Specialist [email protected] X

Watson, Ernie N/A USDA RD [email protected] X

Plenary Sessions Held during the SET process from October 2015 – August 2016

1. Civic Forum – October 29, 2015 : Bodega Burger Co. and Lounge, City of Socorro

2. SET V-MRGEDA Session 1 - December 2, 2015: Civic Center, City of Truth or Consequences

3. SET V-MRGEDA Session January 6, 2016: Transportation Center, Village of Los Lunas

4. SET V-MRGEDA Session February 3, 2016: Sevilleta National Wildlife Refuge Visitor Center, Socorro County

5. SET V-MRGEDA Session March 2, 2016 : Albert Lyons Event Center, Truth or Consequences

6. SET V-MRGEDA Session April 6, 2016 :UNM – Valencia Campus, Tome

7. SET V-MRGEDA Session May 11, 2016: Bosque del Apache (BdA) National Wildlife Refuge Visitor Center, Socorro County

8. SET V-MRGEDA Session June 1, 2016: Albert Lyons Convention Center, Truth or Consequences

9. SET V-MRGEDA Session August 3, 2016: UNM-Valencia Campus, Tome

Strategic Plan Writing Sessions Held during the SET process from October 2015 – August 2016

1. Writing Session June 17, 2016: New Mexico Tech Campus, Socorro

2. Writing Session July 13, 2016: New Mexico Tech Campus, Socorro

3. Writing Session August 31, 2016: Boyd-Caldwell Home, Socorro





54

Invitees & Attendees for Strategic Planning/ Writing Meetings Name County Title email 6/17/2016 7/13/2016 8/31/2016

Boyd, Don Socorro Consultant [email protected] X X X

Boyle, Gabriel Sierra

Land Use Mgr –

Elephant Butte [email protected] X X

Caldwell, Deb Socorro

Exec Director, Friends of

Bosque del Apache [email protected] X X X

Fletcher, Kate Catron County Manager [email protected]

Fletcher, Sherry Sierra County Commissioner [email protected] X X

Franklin, Joe Socorro NMT IT manager [email protected] X X

Greer, Earl Sierra

President, Sierra Co.

Board of Realtors [email protected] X

Grey, Prescott Socorro

Vertu Fine Art Gallery –

owner [email protected] X X

Logan, Christine State agency NM Econ Dev Dept [email protected] X X X

McDermott, Terrence US agency USDA RD Director [email protected] X X

Monette, Danny Valencia County Manager [email protected]

Patrick, Michael

State

University

NMSU Cooperative

Extension Service [email protected] X X

Stone, Bill Socorro

New Mexico Tech –

Dean of Arts & Sciences [email protected] X X

Swingle, Bruce Sierra County Manager [email protected] X X

Woelber, Holly Socorro HAW Farms owner [email protected] X X X

Total Attendees 12 11 6










55

Appendix D

Solicitation of Comments and Persons Providing Comments to the Plan

Comments and/or edits were received from the following people during the Review Period.

Note that all individuals and agencies who submitted Letters of Support had no further comments to add to the plan.

The following submitted comments August-September, 2016.

Lillian Armijo, MA (Socorro County- NMT Director, Community Education and Outreach)

Don Boyd (Socorro County - Independent consultant)

Deb Caldwell, MA (Socorro County - Executive Director of Friends of the Bosque del Apache NWR)

Catherine de Maria (Socorro County - Artist and Gallery Owner in Magdalena)

Joe Franklin (Socorro County- Director of NMT IT Department)

Prescott Grey (Socorro County - Vertu Fine Art Gallery Owner)

Georgette Grey (Socorro County - Vertu Fine Art Gallery & working artist)

Ronna Kalish (Socorro County - NMT Performing Arts Series manager & musician)

Christine Logan (New Mexico Economic Development Department)

Priscilla Lucero (Southwest NM Council of Governments, Exec Director)

Nina McCabe (Socorro County - Artist, Enchanted Skies Star Party in Magdalena)

JoyAnn and Leon Miler (Socorro County - Alamo Gallery managers, Artist)

Dr. David Pitcher (Bernalillo County-UNM Director of Telemedicine; Executive Physician- UNM Health Systems)

Kim Skinner (Sierra County - Elephant Butte Mayor Pro Tem; Southwest Tourism Council member)

Edna Trager (Sierra County - Zia Kayaks Owner; Southwest Tourism Council member)


56

The following article was published by Number Nine Media: El Defensor Chieftain and the Valencia News Bulletin.


57

Appendix E

Letters of Support


58

Don Boyd

and Associates . . . bringing light to communication & conflict

September 1, 2016

Dear USDA Representative:

Don Boyd and Associates, a communication, conflict and leadership consulting and

training firm, has reviewed the strategic plan developed by the Middle Rio Grande

Economic Development Association (MRGEDA). I believe that this plan will

greatly strengthen the economic opportunities available in our four county region. As

a participant in the plan development, I am grateful for having had the opportunity to

be introduced to the New Mexico State USDA RD leadership and for their support in

development of the plan. Also, I believe the opportunities to meet and work with

other people committed to the economic health of the area will pay strong dividends

going forward.

I think the plans inclusiveness and the actions taken to reach out to area businesses,

non-profits and government entities has resulted in a plan balanced for the needs of

our region and one that will be a valuable tool that can be accessed by many people

who want to contribute to economic vitality in their communities.

I strongly support this plan for our region. Please feel free to contact me should you

have any questions.

Yours truly,

Don Boyd

Don Boyd and Associates

www.danceswithopportunity.com 575-202-5971 [email protected]

http://www.danceswithopportunity.com/


59

HAW Farms

PO Box 909

Belen, NM 87002

September 1, 2016


I am in receipt of the strategic plan developed by the Middle Rio Grande Economic

Development Association (MRGEDA) to strengthen our region’s economic vitality. HAW

Farms is a family owned dairy and forage agricultural business located in Socorro County.

It is only in coming together to work on issues affecting our communities will we be able

to solve these issues and move forward.

Collaborating with USDA Rural Development’s Stronger Economies Together (SET)

program and New Mexico State University since October 2015, MRGEDA representatives

from the four county region (Sierra, Socorro, Valencia, and Catron) have met eleven times

and developed action plans for five economic clusters. It is our understanding that the

strategic plan will go forward to USDA Rural Development on October 1, 2016 for

approval. Once approved, the strategic plan will prepare the region to apply for grants and

other funding streams where regional collaborations are given preference.

MRGEDA’s year-long process was highly collaborative and inclusive. Representatives

from local government, state and federal agencies, universities, school districts, private

businesses, and community organizations attended 11 SET program sessions. Throughout

these sessions, attendees discussed regional strengths and challenges, received regional

economic data, and then decided which industry clusters were best to focus on. Further,

after the strategic plan draft was created, MRGEDA held a series of stakeholder group

meetings over the course of three months. MRGEDA’s strategic plan focuses on five key

industry clusters where goals, strategies and action plans have been set, reviewed, and

agreed upon. The following industry clusters are being addressed:

Agriculture

Arts, Recreation, Entertainment, and Visitor Industries

Health Care and Social Assistance Services

Renewable Energy and Forest Products

Technology

We have reviewed and are in support of this plan for our region. Should you have any

questions, we may be contacted via email at [email protected].

Sincerely,

John Woelber

Partner HAW Farms


60

September 8, 2016


The Cooperative Extension Services Sierra County is in receipt of the strategic plan

developed by the Middle Rio Grande Economic Development Association (MRGEDA) to

strengthen our region’s economic vitality.








MRGEDA’s year-long process was highly collaborative and inclusive. Representatives from

local government, state and federal agencies, universities, school districts, private








Agriculture




Technology


questions, we may be contacted at Cooperative Extension Service:

Sierra County Extension Office

2101 S. Broadway Truth or Consequences, NM. 87901

(575)894-2375 ext. 6 [email protected]

Sincerely,

Joshua Boyd,

Agricultural Agent/County Director



61

United States Department of the Interior

FISH AND WILDLIFE SERVICE

Bosque del Apache National Wildlife Refuge

P.O. Box 280

San Antonio, NM 87832

(575) 835-1828

September 6, 2016


The Bosque del Apache National Wildlife Refuge has a copy of the strategic plan developed by the

Middle Rio Grande Economic Development Association (MRGEDA) to strengthen our region’s

economic vitality.

Collaborating with USDA Rural Development’s Stronger Economies Together (SET) program and

New Mexico State University since October 2015, MRGEDA representatives from the four county

region (Sierra, Socorro, Valencia, and Catron) have met eleven times and developed action plans for

five economic clusters. It is our understanding that the strategic plan will go forward to USDA Rural De

velopment on October 1, 2016 for approval. Once approved, the strategic plan will prepare the

region to apply for grants and other funding streams where regional collaborations are given

preference.

MRGEDA’s year- long process was highly collaborative and inclusive. Representatives from local

government, state and federal agencies, universities, school districts, private businesses, and

community organizations attended 11 SET program sessions. Throughout these sessions, attendees

discussed regional strengths and challenges, received regional economic data, and then decided which in

dustry clusters were best to focus on. Further, after the strategic plan draft was created, MRGEDA

held a series of stakeholder group meetings over the course of three months. MRGEDA’s strategic

plan focuses on five key industry clusters where goals, strategies and action plans have been set,

reviewed, and agreed upon. The following industry clusters are being addressed:

Agriculture




Technology

We have reviewed and are in support of this plan for our region. Should you have any questions,

we may be contacted at 575-835-1828.

Sincerely,

Kevin Cobble

Refuge Manager, Bosque del Apache NWR


62

September 6, 2016


The Elephant Butte Chamber of Commerce is in receipt of the

strategic plan developed by the Middle Rio Grande Economic Development Association

(MRGEDA) to strengthen our region’s economic vitality.








MRGEDA’s year-long process was highly collaborative and inclusive. Representatives

from local government, state and federal agencies, universities, school districts, private








Agriculture




Technology


questions, we may be contacted at 575-744-4708.

Sincerely,

Jerry Foster

President

Elephant Butte Chamber of Commerce


63

September 6, 2016


The Geronimo Trail National Scenic Byway and Visitors Center is in receipt of the

strategic plan developed by the Middle Rio Grande Economic Development

Association (MRGEDA) to strengthen our region’s economic vitality.

Collaborating with USDA Rural Development’s Stronger Economies Together

(SET) program and New Mexico State University since October 2015, MRGEDA

representatives from the four county region (Sierra, Socorro, Valencia, and Catron)

have met eleven times and developed action plans for five economic clusters. It is

our understanding that the strategic plan will go forward to USDA Rural

Development on October 1, 2016 for approval. Once approved, the strategic plan

will prepare the region to apply for grants and other funding streams where regional

collaborations are given preference.

MRGEDA’s year-long process was highly collaborative and inclusive.

Representatives from local government, state and federal agencies, universities,

school districts, private businesses, and community organizations attended 11 SET

program sessions. Throughout these sessions, attendees discussed regional strengths

and challenges, received regional economic data, and then decided which industry

clusters were best to focus on. Further, after the strategic plan draft was created,

MRGEDA held a series of stakeholder group meetings over the course of three

months. MRGEDA’s strategic plan focuses on five key industry clusters where

goals, strategies and action plans have been set, reviewed, and agreed upon. The

following industry clusters are being addressed: Agriculture




Technology

We have reviewed and are in support of this plan for our region. Should you have

any questions, we may be contacted at 575-894-1968.

Sincerely,

LaRena Miller

LaRena Miller, Executive Director

Geronimo Trail Scenic Byway Inc.


64

Socorro General Hospital 1202 Highway 60 West P.O. Box 1009 Socorro, NM 87801 Phone (505) 835-1140 www.phs.org

September 6, 2016


Socorro General Hospital is in receipt of the strategic plan developed by the Middle Rio Grande

Economic Development Association (MRGEDA) to strengthen our region’s economic vitality.

Collaborating with USDA Rural Development’s Stronger Economies Together (SET) program and

New Mexico State University since October 2015, MRGEDA representatives from the four county

region (Sierra, Socorro, Valencia, and Catron) have met eleven times and developed action plans for

five economic clusters. It is our understanding that the strategic plan will go forward to USDA Rural

Development on October 1, 2016 for approval. Once approved, the strategic plan will prepare the

region to apply for grants and other funding streams where regional collaborations are given

preference.

MRGEDA’s year-long process was highly collaborative and inclusive. Representatives from local

government, state and federal agencies, universities, school districts, private businesses, and

community organizations attended 11 SET program sessions. Throughout these sessions, attendees

discussed regional strengths and challenges, received regional economic data, and then decided which

industry clusters were best to focus on. Further, after the strategic plan draft was created, MRGEDA

held a series of stakeholder group meetings over the course of three months. MRGEDA’s strategic

plan focuses on five key industry clusters where goals, strategies and action plans have been set,

reviewed, and agreed upon. The following industry clusters are being addressed:

Agriculture




Technology

We have reviewed and are in support of this plan for our region. Should you have any questions, we

may be contacted at 575-835-8700.

Sincerely,

Veronica Pound, RN, MBA

SGH Hospital Administrator

(575) 835-8700

[email protected]

http://www.phs.org/



65

September 6, 2016


The Sierra County Recreation & Tourism Advisory Board is in receipt of the
























Technology



Sincerely,

Kim Skinner Chairman

Sierra County Recreation & Tourism Advisory Board


66

September 6, 2016


The Southwest Region Board of the New Mexico Tourism Department is in receipt

of the strategic plan developed by the Middle Rio Grande Economic Development























Technology



Sincerely,

Kim Skinner Chairman Southwest Region Board NMTD


67

21 September 2016

Dear USDA Representative,

The Sierra County Board of REALTORS is in receipt of the strategic plan developed by the

Middle Rio Grande Economic Development Association (MRGEDA) to strengthen our region's

economic vitality.

Collaborating with USDA Rural Development's Stronger Economies Together (SET) program

and New Mexico State University since October 2015, MRGEDA representatives from the four

county region (Sierra, Socorro, Valencia and Catron) have met eleven times and developed action

plans for five economic clusters. It is our understanding that the strategic plan will go forward to

USDA Rural Development on November 1, 2016 for approval. Once approved, the strategic plan



Representatives from local government, state and federal agencies, universities, school districts,

private businesses, and community organizations have attended the SET program sessions.

Throughout the sessions, attendees have discussed regional strengths and challenges and

received the regional economic data to decide which industry clusters were best to focus on. The

strategic plan focuses on five key industry clusters where goals, strategies and action plans have

been set. The following areaga are being addressed:

• Agriculture

• Arts, Recreation, Entertainment and Visitor Industries

• Health Care and Social Assistance Services

• Renewable Energy and Forest Products

• Technology

We have reviewed and are in support of this plan for our region. Should you have any questions

we may be contacted at 575.744.5140, or [email protected].

Regards,

C. Earl Greer

SIERRA COUNTY BOARD OF REALTORS

P.O.BOX 1082

ELEPHANT BUTTE NM 87935



68

President

September 8, 2016


Sierra Vista Hospital is in receipt of the strategic plan developed by the Middle Rio

Grande Economic Development Association (MRGEDA) to strengthen our region’s

economic vitality.






















Technology


any questions, we may be contacted at (575) 894-2111.

Sincerely,

Michael P. Zimmerman, Chief Executive Officer

Sierra Vista Hospital


69

2 September 2016


Vertu Arts LLC, dba Vertu Fine Art Gallery, Socorro, NM is in receipt of the


Association (MRGEDA) to strengthen our region's economic vitality.

Collaborating with USDA Rural Development's Stronger Economies Together

(SET) program and New Mexico State University 'since October 2015, MRGEDA





will prepare the region to apply for grants and other funding streams where

regional collaborations are given preference.

MRGEDA's year-long process was highly collaborative and inclusive.



program sessions.

Throughout these sessions, attendees discussed regional strengths and challenges,

received regional economic data, and then decided which industry clusters were

best to focus on. Further, after the strategic plan draft was created, MRGEDA

held a series of stakeholder group meetings over the course of three months.

MRGEDA's strategic plan focuses on five key industry clusters where goals,

strategies and action plans have been set, reviewed, and agreed upon. The

following industry clusters are being addressed:

• Agriculture

• Arts, Recreation, Entertainment, and Visitor Industries ·



• Technology


questions, we may be contacted as below.

Sincerely,

Prescott C. Grey, General

Manager Vertu Fine Art Gallery

[email protected]

cell 505-264-0045

http://www.vertuarts.com/


70


71

September 7, 2016


Dairy Farmers of America is in receipt of the strategic plan developed by the Middle Rio Grande Economic

Development Association (MRGEDA) to strengthen our region’s economic vitality.

Collaborating with USDA Rural Development’s Stronger Economies Together (SET) program and New

Mexico State University since October 2015, MRGEDA representatives from the four county region

(Sierra, Socorro, Valencia, and Catron) have met eleven times and developed action plans for five

economic clusters. It is our understanding that the strategic plan will go forward to USDA Rural

Development on October 1, 2016 for approval. Once approved, the strategic plan will prepare the region

to apply for grants and other funding streams where regional collaborations are given preference.

MRGEDA’s year-long process was highly collaborative and inclusive. Representatives from local

government, state and federal agencies, universities, school districts, private businesses, and community

organizations attended 11 SET program sessions. Throughout these sessions, attendees discussed

regional strengths and challenges, received regional economic data, and then decided which industry

clusters were best to focus on. Further, after the strategic plan draft was created, MRGEDA held a series

of stakeholder group meetings over the course of three months.

MRGEDA’s strategic plan focuses on five key industry clusters where goals, strategies and action plans

have been set, reviewed, and agreed upon. The following industry clusters are being addressed:

• Agriculture

• Arts, Recreation, Entertainment, and Visitor Industries



• Technology

We have reviewed and are in support of this plan for our region. Should you have any questions, we may

be contacted at 817-410-4524.

Sincerely,

Melissa Gleinser

Communications Manager Southwest Area


72


73


74


75


76


77


78


79


80

Greater Albuquerque Association of REALTORS® 1635 University Blvd. NE Albuquerque, NM 87102 September 21, 2016


The Greater Albuquerque Association of REALTORS®, Inc. is in receipt of the strategic plan

developed by the Middle Rio Grande Economic Development Association (MRGEDA) to

strengthen our region’s economic vitality.

Collaborating with USDA Rural Development’s Stronger Economies Together (SET) program

and New Mexico State University since October 2015, MRGEDA representatives from the four

county region (Sierra, Socorro, Valencia and Catron) have met eleven times and developed

action plans for five economic clusters. It is our understanding that the strategic plan will go

forward to USDA Rural Development on November 1, 2016 for approval. Once approved, the

strategic plan will prepare the region to apply for grants and other funding streams where

regional collaborations are given preference.

Representatives from local government, state and federal agencies, universities, school districts,

private businesses and community organizations have attended the 11 SET program sessions.

Throughout the sessions, attendees have discussed regional strengths and challenges and

received regional economic data to decide which industry clusters were best to focus on. The

strategic plan focuses on five key industry clusters where goals, strategies and action plans have

been set. The following areas are being addressed:

Agriculture

Arts, Recreation, Entertainment and Visitor Industries

Health Care and Social Assistance Services *Renewable Energy and Forest Products

Technology

In as much as our REALTOR® members have a significant presence in these counties, we have

reviewed and are in support of this plan for our region. Should you have any questions, we may

be contacted at 505.842.1433.

Kind Regards,

Kent Cravens, Executive Vice President


81


82


83


84


85


86


87


88


89

Appendix F

Additional Smart Goals and Evaluation Plans

Group 1 (G1): Agribusiness, Food Processing, and Technology:

Goal 1B: To address the workforce needs of the agriculture industry.

Strategy 1B: To identify and create industry required training in ag or ag-related

businesses. Objective 1B: Create three skill/technical programs in Middle Rio Grande region

that support agricultural business by December 2018.

Regional Economic Benefit By training residents with the skill set identified by agriculture employers, economic development growth

will occur in the region due to expansion of agriculture-related businesses, the opening of new

agricultural businesses, offer job opportunities to youth and adult residents, provide residents with

transferable skills, and provide residents with employment at above living wage rates.

Actions Responsible Resources Timeline 1B.1. Identify employers’

requirements and

needs

Ag chair, Holly

Woelber

Industry

associations, tax

rolls to identify

businesses

June 2017- Aug

2017

1B.2 Identify existing

programs

MRGEDA

committee chair,

Holly Woelber

High school and

public/private

college program

lists

June 2017- Aug

2017

1B.3 Create/modify

programs from these

gaps

MRGEDA

committee chair,

Holly Woelber

Curriculum

developer in public

or private sector

Dec 2017

1B.4 Identify skilled/

technical instructors

MRGEDA

committee chair,

Holly Woelber,

schools

Schools, employers Dec 2017

1B.5 Offer summer

training to HS

students in the region

MRGEDA

committee chair,

Holly Woelber,

high school

counselors,

principals

Schools June 2018


90

1B.6 Offer training to adult

population

MRGEDA

committee chair,

Holly Woelber

County programs Jan 2018

Target Outcomes:

Short term (Year 1)

Identify required skills needed by agriculture employers

Identify existing training programs that provide these skill sets

Create new training programs where gaps exist

Recruit qualified instructors and applicants

Secure training facility and funding

Intermediate (Year 2-3)

Offer programs

Monitor students' progress/graduation rates

Monitor employment and job retention

Continue recruitment

Continue monitoring programs for relevancy

Monitor employer satisfaction

Determine if new programs are needed

Maintain funding and integrate into existing public education programs

Less than 50% open job positions

Long Term (Year 4 and beyond)

Programs are integrated into public education systems

Graduates are finding employment

Less than 10% open job positions

GOAL 1C: Increase sales and market share of regionally produced and

manufactured ag products.

STRATEGY 1C: Create brand recognition for regional ag products.

Objective 1C. Develop and promote brand for regionally-grown and manufactured

food (value added) products by December 2021

Regional Economic Benefit:

Branding regionally produced/manufactured food can create a niche, and perhaps, an upscale

market for these products garnering additional revenue for the producer/manufacturer.


91

Actions Responsible Resources Timeline 1C.1 Convene affected

parties to discuss

regional brand

concept

Ag chair, Holly

Woelber

Industry association

groups (dairy, grains,

beef, hay, truck crops),

farmer's markets

Current-

June 2017

1C. 2 Develop brand

with input

Ag chair, Holly

Woelber

State Econ Dev Dept,

USDA, SBDC

Current-

Aug 2017

1C. 3 Market brand to

producers

Ag chair, Holly

Woelber

NMDA, NM True

models, NMEDD

Current-Dec

2017

1C. 4 Market brand to

commodity

buyers, consumers

Ag chair, Holly

Woelber

NMEDD, NMDA Current-Dec

2017

Target Outcomes: Short term (Year 1)

Development of brand

10% producers/manufacturers using brand

10% buyers/consumers recognize brand







Group 2 (G2): Arts, Entertainment, Recreation, and Visitor

Industries "From the Cowboy Way to the Milky Way"

Goal 2B: Improve economy and quality of life of the MRGEDA region via Arts,

Entertainment, Recreation, and Visitor industries.

Strategy 2B: Increase knowledge of regional visitor industry assets and customer

service skills.

Objective 2B: Train (5% per year for next 5 years) workforce to gain knowledge of

regional assets and the ability to properly serve the public.



92

Increased knowledge and training on regional assets and customer service by regional workforce

will enhance the visitor experience such that people want to stay and enjoy all we have to offer

and perhaps come back to our region to spend time and money again in the future.

Actions Responsible Resources Timeline 2B.1 Gather materials

created in actions

listed under Goal

2A.

Arts, Rec Industry

chairs, Deb Caldwell

and Earl Greer

NM True, VLA,

Spaceport, NM

Game and Fish,

National Wildlife

Refuges, BLM,

Catron County

Health Council,

Forest Service, El

Camino Real,

MRGEDA, Save

Our Bosque Task

Force, NMT

Performing Arts

Series

YE 2018

2B.2 Collaborate across

regional tourism

departments and

Chambers of

Commerce to

create training.

Arts, Rec Industry


and Earl Greer

Same as above

(2B.1)

June 2019

2B.3 Create rollout plan

and calendar

Arts, Rec Industry


and Earl Greer

Chambers of

Commerce,

Tourism councils,

MRGEDA

October 2019

2B.4 Identify Trainers Arts, Rec Industry


and Earl Greer

Chambers of

Commerce,

Tourism

Councils,

MRGEDA

YE 2019

2B.5 Train the Trainers Arts, Rec Industry


and Earl Greer

Chambers of

Commerce,

Tourism

Councils,

MRGEDA

1Q/ 2020

2B.6 Begin rolling out

the trainings to

workforce around

the region.

Arts, Rec Industry


and Earl Greer

Chambers of

Commerce,

Tourism

Councils,

MRGEDA

2Q/2020


93

Target Outcomes: Short term (Year 1)

Database with all existing materials collected by YE2017.

Include Google Mapmaker education to keep our local maps up to date to help tourists

find our attractions.

Local efforts to create training sessions in communities.


Local community efforts integrated to create regional training.

Training is being rolled out – holding 4 bookings per year in each MRG county.

200 tourist industry workers are trained across MRG region.


400 tourist industry workers are trained across MRG region

Goal 2C: Improve economy and quality of life of the MRGEDA region via Arts,

Entertainment, Recreation, and Visitor industries.

Strategy 2C: Improve the visibility and marketing of MRG artists and art venues.

Objective 2C: Market our vibrant art communities to increase sales and

sponsorships by 20% by 2022.

Regional Economic Benefit

Increased arts of all genres – fine arts, performing arts, fiber arts - will enhance the visitor

experience such that people want to stay and enjoy all we have to offer and perhaps come back to

our region to spend time and money again in the future or relocate. With more support from

tourism and local monies, artists will benefit financially.

Actions Responsible Resources Timeline 2C.1 Poll artists around

the MRG region to

create a listing of

what’s available.

Prescott Grey

MRGEDA Exec

Committee

Art galleries,

Performing Arts

Series, restaurants

and bars that host

music, Tourism

Councils,

Chambers

March 2017

2C.2 Create a

comprehensive

database with

contact

Prescott Grey

MRGEDA Exec

Committee

Catherine de

Maria

June 2017


94

information on all

artists (all

disciplines –

visual, performing,

etc.) in our area

2C.3 Create a Facebook

page to highlight

MRG artists of all

kinds

Prescott Grey

MRGEDA Exec

Committee

Prescott Grey YE 2017

2C.3a Collect and

document baseline

data from

participating

artists

MRGEDA Exec

Committee

Prescott Grey YE 2017

2C.4 Investigate grants

for helping artists

rework their

websites and

marketing

MRGEDA Exec

Committee

Nina McCabe

Ronna Kalish

YE 2017

2C.5 Tie art events to

the yearly calendar

of events and

venues discussed

in 2A.2

MRGEDA Exec

Committee

Ronna Kalish

SW Regional

Tourism Board

YE 2017 (for

use starting in

2018)

2C.6 Create a website

(clearinghouse to

tie to others’

websites) for

artists of all kinds

MRGEDA Exec

Committee

Nina McCabe

YE 2018

2C.7 Encourage

communities to

install temporary

and permanent

public art

installations.

Include the

installations on a

map of the area.

MRGEDA Exec

Committee

Catherine

Demaria

(Nina McCabe

has already

initiated a group

doing this in

Magdalena.)

YE 2018

2C.8 Pursue the

expansion of the

developing film

industry in the

MRGEDA region

Arts, Rec Industry

chairs; Deb Caldwell

and Earl Greer

Counties,

MRGEDA, AW

Regional Tourism

Board

June 2018


95

Target Outcomes:

Short term (Year 1)

Database and Facebook page operational by July 2017.

Artists report increased contacts as a result of database and Facebook page.


Art sales and performing art bookings of MRG talent increased by 10% by 2020.

One public art installation completed in one location in our region.

Information and a list of contacts for the film industry available now to pursue

opportunities.


New Mexico True segment created on the MRG art & performing art scene by 2021.

One public art installation completed in at a minimum three of four counties.

Secure one film contract for the region by 2021.

Group 3 (G3): Health Care And Social Assistance Services No additional Objectives

Group 4 (G4): Renewable Energy and Forest Products

Goal 4B. Improve coordination between public and private entities regarding

potential renewable energy opportunities and forest products.

Strategy 4B: Identify the private and public participants and the process to engage

in meaningful participation in federal land planning process.

Objective 4B.1: Compile and distribute comprehensive data for renewable energy

development and deployment within the next 2 years.

Objective 4B.2: Become the repository and source for Obj. 4B.1.


Communities and businesses have a voice in the federal land planning process and should have

an understanding of the regulatory, planning issues, and potential economic opportunities for

renewable energy and forest products.


96

Action Responsible Resources Timeline

4B.1.1 Review existing

federal land plans

Christine Logan

and MRGEDA

committee

Counties

Oct 2017

4B.1. 2 Participate in

community updates to

existing federal land

plans.

Christine Logan

and MRGEDA

committee

Counties

On-going

4B 1.3 Identify private

businesses to include

in the federal land

planning process.

Christine Logan

and MRGEDA

committee

Cities and

Counties

Oct 2017

4B.1.4 Encourage private

businesses to

participate in the

federal land planning

process.

Christine Logan

and MRGEDA

committee

Cities and

Counties

On-going

4B 2.1 Notify all relevant

parties of MRGEDA’s

data and willingness

to become repository

of comprehensive data

Christine Logan

and MRGEDA

committee

Cities and

Counties, private

businesses,

relevant state and

federal agencies

Feb 2018

Target Outcomes:

Short term (Year 1) Review pertinent plans for federal land agencies for each county and identify

potential issues

Intermediate (Year 2-3) Compile data on renewable energy potential in the region including

associated businesses.

Long Term (Year 4 and beyond) Participate (public and private) in all federal land planning

processes and encourage updated plans to allow for the use of forest products and renewable

energy sites.

Group 5 (G5): Technology

Information Technology, Telecommunications, Workforce, Defense and

Security

Goal 5B: Grow information technology and workforce industries in the region.


97

Strategy 5B: Develop a program for creating and maintaining a technology-trained

workforce by August 2019

Objective 5B: In collaboration with local high schools, regional colleges, and other

stakeholders, develop a workforce training program by August 2019 that provides

employers with a technology-skilled workforce. The training will include an

introduction to workplace interpersonal relationships, accounting, basic

management tools, ethics, social media and computer literacy (to include Microsoft

Office, at least one programming language, and introductory web site maintenance

and design), and small business law.


A technically skilled, work-ready workforce will attract technology businesses considering the

area for relocation or who need these skills for their start-up enterprises in the region. Existing

businesses, technology-focused or not, will benefit by hiring employees who can develop and

maintain a social media presence for them and introduce their employers to the value of up-to-

date technology due to: increased efficiency, new clients, reduced costs due to vendor

competition, customer satisfaction surveys, etc. Establishing a “workforce ready” reputation for

the region will serve as a model for follow-on programs in the region such as vocational

technology training, and will demonstrate the practical, fiscal benefits of strong relationships

between institutions of higher learning, businesses, governments, and local communities. Non

college-bound high school students will see an employment path that can result in their entering

the workforce at an earlier age. The local tax base will increase as a result of businesses

employing program graduates.

Actions Responsible Resources Timeline 5B.1 Clarify viability and extent of

NMT participation

Tech cluster co-

chairs

NMT -Bill Stone

&

Lillian Armijo

March

2017

5B.2 Develop a stakeholder group Tech cluster co-

chairs

MRGEDA Tech

Group,

NMT,

Region H.S.,

West. NMU,

Workforce

Solutions,

SDBC

July 2017

5B.3 Stakeholder group to develop

curriculum

Tech cluster co-

chairs

Region HS,

WNMU, NMT,

Workforce

Solutions

August

2018


98

5B.4 Identify and acquire funding for

program, including a paid

administrator position.

(Administrator to manage 5C

program as well.)

Tech cluster co-

chairs, MRGEDA

NMEDD, USDA

RD, foundations

January

2019

5B.5 Program begins. Prgm Admin.,

MRGEDA

MRGEDA

funding parties,

region H.S.

August

2019

Target Outcomes

Short Term (Year 1)

Identify stakeholder group, goals and resources needed

Compile an inventory of all relevant workforce training programs in the region

Convene a stakeholder group and develop a working team for program

implementation.

Interview potential employers and identify desired employee technical skills

Intermediate Term (Year 2-3)

Working team identifies needed resources and create a curriculum.

Identify and write grants for start-up and program maintenance costs.

Conduct presentations to potential students at region high schools and Workforce

Solutions-hosted sites.

Hire program administrator (Administrator also supervisees 5C program)

Workforce Training Program established and in action by August. 2019.


Program is self-sufficient economically sustainable.

Student employment data collection and evaluation started – by employment in

and out of region.

Goal 5C: Grow information technology and workforce industries in the region.

Strategy 5C: Develop, by Dec. 2019, a workforce training program that prepares

entry level employees for jobs in the construction, trades, and solar installation

industries.

Objective 5C: Working with vocational educators in the region, leverage

opportunities for high-school students (and beyond, as may be appropriate) to help

rehabilitate and refurbish buildings or assist with building new structures. The

object is to bring on-the-job training and experience to as many trades as possible.


99


Having a skilled vocational technology workforce is essential for regional economic

development. Construction and renovation projects currently on the region’s ICIP lists, along

with anticipated new construction in Health Care facilities [as outlined in the Health Care

cluster] and anticipated affordable housing projects, will provide both OJT and traditional

employment opportunities in the region. Having a non-degree, vocational certificate career path

will provide students with an avenue to early employment, lifelong vocational skills, and allow

the region to meet its growing construction labor needs.

Actions Responsible Resources Timeline 5C.1 Identify all city, county,

state, federal,

commercial, and

residential construction

projects currently

scheduled or anticipated

in the region.

MRGEDA

SET, Tech and

Health Groups,

City & County

Managers,

Administrators, planning

offices,

June 2017

5C.2 Develop a stakeholder

group. Establish a

workforce training

partnership

w/Workforce Solutions;

region high schools,

colleges; Santa Fe

Community College

Solar Energy Certificate

Prgm, WNMU, and NM

Tech.

MRGED SET,

Tech co-chairs

High School Vocational

Ed Programs, Workforce

Solutions, Santa Fe

Community College,

Trade Unions, NM Tech

and other area colleges,

Employment and

Economic Information

Center of NM

January 2018

5C.3 Develop a curriculum

and recruitment program

for the training through

region high schools and

Workforce Solutions.

NM Tech and Santa Fe

CC for solar ed.

MRGED SET,

Tech co-chairs

Region HS, WNMU,

NMT, Workforce

Solutions

August 2018

5C.4 Write and have funded

at least one (1) grant for

youth and trades training

using regional

construction projects as

“learning campuses”to

include a paid

Administrator position

(Admin. also manages

5B program).

MRGEDA,

Tech co-chairs

Region County Econ.

Dev. Mgrs, County and

City and volunteer grant

writers

August 2018


100

5C.5 Program startup MRGEDA,

Administrator

High schools and

colleges.

Dec. 2019

Target Outcomes

Short Term (Year 1)

Compile master list of all planned and anticipated construction projects to

be initiated in the region by Dec. 2019.

Convene a stakeholder group and develop a working team for program

implementation.

Intermediate Term (Year 2-3)

Working team will identify needed resources and create a curriculum.

Identify and write grants for at least one (1) high priority construction project

that could utilize program students, and that will cover a paid Administrator cost.

Identify non-grant necessary construction projects appropriate for Workforce OJT

training in each city and county community in the region.


Workforce Training Program established and in action by December 2019.

Grant funded projects underway.

Student employment data collection and evaluation started – by employment in

and out of region.

Evaluation Plan

G1 Agribusiness Agribusiness, Food Processing and Technology

Number of technical programs offered that meet employers' skill needs

Number of persons participating in training programs

Number of filled/unfilled open positions in these areas

Number of producers/manufacturers who are using adopted regional brand on products

Number of buyers, consumers who recognize regional brand

G2 Arts, Entertainment, Recreation, and Visitor Industries Make presentation at 4 classes held per year at the MRG region level or each major

regional town (population centers) to teach employees about regional attractions and

customer service

200+ employees trained about regional visitor attractions and customer service

All artists who desire a website have one

Regional Facebook page which promotes all kinds of arts / number of hits to show its

popularity


101

Net increase in sales/booking by art galleries, performance venues in MRG region.

Have information and a list of contacts for the film industry to pursue future opportunities

G3 Health Care

None

G4 Renewable Energy and Forest Products Improved coordination between public and private entities for public land as evidenced

by 50% or more participation in community meetings and comments

A comprehensive data base of renewable energy deployment and development

Recognition of MRGEDA as the repository for current database of renewable energy

deployment and development

G5 Technology Number of students participating in and graduating from the technology training

program.

Number of students participating in and graduating from the vocational training program.

Number of students employed within 12 months of participating in the technology

training program.

Number of students employed within 12 months of participating in the vocational training

program.

Increased competition between broadband providers.

Complete and affordable broadband service to entire region


102

Appendix G

Regional Demographic Data

Age Data

Age Comparison Y2000 vs Y2014

0

10

20

30

40

50

60

below 20 20-59 yrs 60+

age

y2000 y2014

Data Sources: US Dept. of Commerce. 2014. Census Bureau, American Community Survey Office,

Washington, DC.

Health Care

2010-2014 Catron Sierra Socorro Valencia

With a disability, under

65

8.5%* 8.5%* 22.6% 8.5%*

No health insurance,

under 65

12.0%* 12.0%* 23.6% 12.0%*

Number of healthcare

establishments (2014)

6 21 33 88

Number of employees

(2014)

114 698 500-999 1905

Total receipts/revenue

(2012)

$2,725,000 $40,197,000 $48,740,000 $117,544,000

Data Sources: US Census Quick Facts. 2014. Census Bureau, * This geographic level of health estimates is not comparable to other geographic levels of these

estimates.


103

Income and Poverty

% Households Receiving Earnings by Source-2013

66.8

37.6

21.8

7.7 4.3

18.5

0

10

20

30

40

50

60

70

80

Labor

Earn

ings

Socia

l

Security

Retir

em

ent

Supple

menta

l

Security

Incom

e

Cash p

ublic

ass't

pro

gra

m

Food

Sta

mps/S

NA

P


Washington, DC.

Educational Attainment

Educational

Attainment

Sierra

County

Catron

County

Socorro

County

Valencia

County

Region

No high

school degree

16.0% 11.9% 21.3% 19.3% 17.12%

High school

degree only

58.2% 63.8% 53% 57.1% 58.03%

Associates

degree

4.7% 5.8% 6.3% 7.0% 5.95%

Bachelor or

higher

21.1% 18.5 19.4% 16.6% 18.88%

Data sources: US Department of Commerce 2014, Census Bureau, American Community Survey Office,

Washington, DC


104

2009-2013 Educational Attainment

0

10

20

30

40

50

60

70

Sierra Catron Socorro Valencia Region

no HS HS degree only Associates Bachelor or higher


Washington, DC.


105

Appendix H

Regional Economic Data

Employment by Industry-2013 Middle Rio Grande region

Civilian employed population>16 years

% of Total Sierra Catron Socorro Valencia Region US

Ag, forestry,

fishing, hunting,

mining

8.5% 13.8% 6.3% 2.7% 4.2% 1.9%

Construction 6.6% 12.1% 4.7% 9.9% 8.8% 6.2%

Manufacturing 2.1% 3.6% 1.3% 5.7% 4.6% 10.5%

Wholesale trade 0.8% 1.9% 0.5% 2.0% 1.6% 2.8%

Retail trade 9.7% 15.8% 10.2% 13.0% 12.4% 11.6%

Transportation,

warehousing,

utilities

3.6% 5.2% 4.9% 7.0% 6.3% 4.9%

Information 0.9% 0.3% 1.0% 1.1% 1.1% 2.2%

Finance,

insurance, real

estate

4.9% 5.1% 4.1% 4.6% 4.6% 6.7%

Prof, scientific,

mgmt, admin,

and waste mgmt

7.5% 6.5% 10.4% 8.0% 8.3% 10.8%

Education,

healthcare, and

social assistance

26.7% 15.7% 38.2% 23.0% 25.5% 23.2%

Arts,

entertainment,

recreation,

accommodation,

food

10.3% 7.4% 8.6% 8.0% 8.3% 9.3%

Other services,

except public

admin

4.5% 3.8% 3.2% 4.9% 4.5% 5.0%

Public admin 13.8% 8.7% 6.7% 10.1% 9.9% 5.0%

Total employed

Civilian

3761 1181 6224 28,774 39,940 141,864,697

Total employed

government

5005 1816 7485 24,511

Total employed 8766 2997 13709 53,285 Data Sources: US Dept. of Commerce. 2014. Census Bureau, American Community Survey Office,

Washington, DC.


106

Leakage Analysis

Agriculture-2013

0 10 20 30 40 50 60

Animal prod and Aquaculture

Animal Food mfg

Crop production

Freight, trucking

Cheese mfg

$ Millions

in region out of region

Energy-2013

0 2 4 6 8 10 12 14

crude petroleum

and nat gas extr

Support activites

for oil/gas

heavy equip

rental/leasing

$ Millions


Forest and Wood Products-2013

0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4

saw mills

logging

ready mix concrete

Eng Services

$ Millions



107

Technology -2013

0 2 4 6 8 10

w ired telecom

carriers

motion pic and

video prod

Law yers

Temp Help

Services

$ Millions


The charting of the Arts, Entertainment, etc. industry cluster did not provide any information.

Healthcare is depicted in the following chart.

3

Biomedical/Biotechnical (Life Science) Cluster

Top 15 Inputs by Dollars: Middle Rio Grande Region, NM

Source: EMSI Class of Worker 2015.4 (QCEW, non-QCEW, self-employed and extended proprietors).

section 03

Note: ** industry sector is not present in the region .


108

1

section 03Source: EMSI Class of Worker 2015.4 (QCEW, non-QCEW, self-employed and extended proprietors).

Biomedical/Biotechnical (Life Science) Cluster

Industries Jobs 2014

National

Trend,

2009-2014

Industry

Trend,

2009-2014

Cumulative

Expected

Growth

Actual Job

Growth,

2009-2014

Regional

Performance,

2009-2014

A B C=A+B D D-CHome Health Care Services 613 130 342 472 -1,410 -1,882

Nursing Care Facilities (Skilled Nursing

Facilities)374 24 -22 2 5 3

General Medical and Surgical Hospitals 292 20 -13 7 -26 -33

Research and Development in the Physical,

Engineering, and Life Sciences (except

Biotechnology)

237 23 -11 12 -126 -138

Pharmacies and Drug Stores 130 10 -12 -2 -27 -25

Other Residential Care Facilities 74 3 -6 -3 20 23

Assisted Living Facilities for the Elderly 69 5 8 13 -6 -19

Outpatient Mental Health and Substance

Abuse Centers46 4 9 13 -22 -35

Medical Laboratories 45 2 4 6 13 7

Cosmetics, Beauty Supplies, and Perfume

Stores36 2 3 5 9 4

Residential Mental Health and Substance

Abuse Facilities26 2 3 5 -13 -18

All Other Miscellaneous Ambulatory Health

Care Services20 1 3 4 2 -2

Ambulance Services 19 1 0 1 0 -1

Food (Health) Supplement Stores 18 1 2 3 6 3

All Other Outpatient Care Centers 16 1 3 4 6 2

Shift-Share Analysis by Top Industry Sectors: Middle Rio Grande Region, NM

Note: Upward arrow ( ) indicates regional competitiveness.


109

Appendix I

Broadband

How much broadband is needed?

Note: The term “broadband” is used in this document to describe the ability to access the internet and

exchange information at a speed that is in the upper 20% of the nation. Currently, this speed is

approximately 50-100 Mbps (million bits per second). See Chart 1. This rate of speed is an ever-

increasing value as the number of internet-connected devices increases, each device’s demand increases,

and individuals’ personal demands increase. It should not be considered a static value.

The term broadband does not refer to the technology of delivery (e.g., Digital Subscriber Line [DSL],

Metropolitan Optical Ethernet [MOE], etc.) or the infrastructure of delivery (e.g., copper phone

lines, fiberoptic cables, coaxial cables, etc.). Broadband simply describes the prevailing speed of the

connection to the internet.

A few points of clarification are necessary. Broadband is also the speed the end-user actually attains,

even at times of peak usage within the community. It is not the speed that the equipment or infrastructure

is capable of attaining or the speed that the Internet provider advertises. Additionally, broadband assumes

“low latency.” Latency is the time it takes for a signal to get from its starting point to its ending

point. Wireless and satellite connections are prone to higher latency. Fiberoptic connections have the

lowest latency. This can be seen when a news anchor is talking to a correspondent on the other side of the


110

world “via satellite.” There is a noticeable lag between the time a question is asked and the time the

correspondent hears the question. That is latency. Latency causes “chatty” communications to be slow.

As stated above, targeting the upper quintile (upper 20%) of prevailing speeds nationally is

the currently desired target. This represents broadband speeds of 50-100 Mbps.

A sampling of residential Internet speeds and costs in the central NM region.

Important Note: Not all locations within a city are provided with service from any given carrier

Location Provider Speed

Mbps

Cost

Albuquerque, Los Alamos, Las Cruces,

Los Lunas, Belen

Comcast 10 29.99


Los Lunas, Belen

Comcast 25 39.99


Los Lunas, Belen

Comcast 75 49.99


Los Lunas, Belen

Comcast 150 59.99

Truth or Consequences Windstream 10 49.99

Truth or Consequences Windstream 6 49.99

16th St., Albuquerque CenturyLink 60 39.95





Mission Rd, Las Cruces CenturyLink 7 29.95

Crestview Dr., Los Lunas CenturyLink 1.5 29.95

Main Street, Belen CenturyLink 7 29.95

Church Socorro CenturyLink 12 29.95

Church Socorro CenturyLink 7 29.95

Mustang Dr. Socorro CenturyLink 3 29.95

Melody Ln, Socorro CenturyLink 1.5 29.95

Callede Lago, Socorro CenturyLink 5 29.95

Sean St., Socorro CenturyLink 3 29.95

Allen Court, Socorro CenturyLink 7 29.95

Where available in Catron County WNM

Communications

6 64.95


Communications

4 52.95


Communications

1.5 39.95

The problem.


111

Generally, residential Internet service in Albuquerque is being delivered by two types of

infrastructure. Comcast is using coaxial cable and Century Link is leveraging their copper phone wiring.

While coaxial cable offerings are in the low 100Mbps range, the technology can currently support an

increase into the gigabit (1000+ Mbps). This has not been true with the older copper phone wiring. The

service offerings by Century Link reflect these infrastructure capabilities. Even in the Albuquerque

metropolitan area Century Link’s sampled residential maximum offering is 60Mbps as compared with a

Comcast maximum of 150Mbps and that varies with the distance from an aggregation point and the

quality of the copper wire installation. For years there have been new technologies introduced to increase

the capabilities of the copper phone wire infrastructure. To date, none have been cost effective enough

for general deployment.

The counties of Catron, Sierra, and Socorro have the lowest concentration of non-copper phone wire

infrastructure in the immediate region. This is reflected in the lack of true high-speed offerings. The

maximum offering is 12 Mbps close to the Century Link offices in Socorro.

Without a new technology that permits true high-speed over copper phone wiring, an upgrade to existing

coaxial infrastructure in Socorro and Truth or Consequences or the installation of a new infrastructure

(e.g., fiber or coaxial) the opportunity to attain the broadband service levels desired does not exist.

Not Just Our Problem

Circumstances like this exist throughout the nation, particularly in the more rural locations. Communities

need to be rewired with high-capacity infrastructure. However, the cost of rewiring a small rural town

can be several million dollars and the number of customers serviced per mile of infrastructure is

substantially lower than urban areas. This causes the break-even point to be prohibitively distant for most

telecommunications companies. An additional complication is the cost of connecting rural cities to each

other and to major aggregation points. Again, the great distances involved mean that initial investments

are great and the payback is long.

Many communities have solved or are attempting to solve this problem. Some have become their own

telecommunications companies by either stepping in where the telecommunications companies have not,

or have built the infrastructure themselves and then allowed telecommunications companies to use it for a

fee.

In “Community-Based Broadband Solutions, the benefits of competition and choice for community

development and high-speed internet access”1 President Obama addresses the problem and provides

several example cities that have undertaken solutions. The cities examined are:

1. Chattanooga, TN. In 2007, Chattanooga’s Electric Power Board (EPB), a municipally-

owned utility, announced a 10-year plan to build out a fiber network to serve all of

Chattanooga. In 2009 EPB began offering Internet, phone and cable TV. Their efforts have

encouraged other telecom firms to improve their own service. Most importantly, EPB is its most

important customer of the fiber network. It has created a smart electric grid that is able to meter

every resident over the network and respond to electrical service problems. Note that the

Socorro Electric Coop is exploring an alternate smart metering system. (El Defensor Chieftain,

June 30, 2016).

2. Wilson, NC. In November of 2006, Wilson’s City council voted unanimously to build a

fiber-to-the-home (FTTH) network through the town’s electricity provider, Greenlight. The City

Council issued $28 million in debt to start construction. Greenlight began offering its 14 services

in 2008 and expanded its network to include triple-play (television, phone, and internet) services

citywide by January 2009. In 2010, the city took another $4.5 million loan from Wells Fargo to

improve its network. The subscription base grew steadily in its first few years and numbers over

7000 today –more than a third of Wilson’s 21,000 households.


112

3. Lafayette, LA. The residents of Lafayette have a long history of supporting local

infrastructure initiatives. Recognizing the need to modernize its broadband infrastructure in the

early 2000’s, the community voted in 2005 to approve construction of a fiber-to-the-home

(FTTH) network. After overcoming serious opposition from local broadband service providers,

the publicly-owned Lafayette Utilities System (LUS) started connecting homes and businesses to

its LUS Fiber network in 2009. The network seeks to provide equitable access to all of

Lafayette’s citizens, and the system was rolled out across high-income and low-income

neighborhoods equally. LUS Fiber now offers 100 Mbps speed for all subscribers.

4. Scott County, MN. In the early 2000s, Scott County started exploring options for

increasing broadband services for county government buildings and schools. In 2007, the County

issued $3.5 million in bonds to install a high-speed middle-mile network. The network connects

all county-owned facilities, including schools, libraries, city halls, police and fire departments,

and public safety towers. It also connects with the state’s high- capacity backbone network and

with multiple private providers. From the beginning, the project was a joint effort between local

and state government and the private sector. While the county paid the upfront costs, the state

pays for the network’s operating costs in exchange for use of the network. The open architecture

of the system allows private companies to offer their own services; private providers, in turn,

cover the network’s maintenance costs.

5. Leverett, MA. In 2008, Massachusetts Governor Deval Patrick created the Massachusetts

Broadband Initiative (MBI). MBI was charged with bringing broadband to all residents and

businesses in MA within three years. The Broadband Act provided MBI with initial $40 million

in state bond funds. Over the last six years, Massachusetts has built 1,200 miles of new fiber

optic cable that provide access to more than 120 communities in Western and North Central

Massachusetts.

6. Choctaw Nation Tribal Area, OK. In early 2009, much of the ten Southeastern

Oklahoma counties encompassed by the Choctaw Nation’s Tribal Area lacked access to reliable

broadband service. The low population density (8.3 to 19.7 people per square mile), the high

poverty rate (25 percent of the population below the poverty line), and the rugged terrain made

the economics of broadband infrastructure very challenging. Initial capital costs to deploy

broadband meant that broadband service was limited only to commercially viable areas. 17 Pine

Tele, the service provider offering voice, video, cell, long distance, and high-speed broadband in

SE OK applied for and received 4 American Recovery and Reinvestment awards in 2009 and

2010. One grant was to build out fiber to the home in the area already covered by landlines, and

the other three were for wireless – advanced 3G technology – to completely unserved areas. As

of September 2014 Pine Tele had deployed 324 miles of fiber, 5,500 fiber drops, and 54 tower

sites. New or improved broadband service had been made available to 1,757 fiber customers and

1,194 wireless customers. Today, Pine Telephone provides a variety of broadband packages over

both their fiber and wireless facilities ranging from 1.5 Mbps to 5 Mbps for download speeds and

384 Kbps to 5 Mbps for upload speeds.

Other examples of community-based solutions include:

1. UTOPIA. From “About UTOPIA”2 UTOPIA (Utah Telecommunication Open

Infrastructure Agency) is not an Internet service provider. UTOPIA operates on an open access

model, which means we own and manage the infrastructure, but lease the lines to private Internet

Service Providers, who then deliver services to subscribers. This allows you to choose the

provider that best meets your needs. UTOPIA represents the future of Internet. Information is

carried through the fiber optic lines at the speed of light. Literally. It’s transmitted to each home

or business on a dedicated line, which eliminates the slowdown caused by shared

connections. UTOPIA is a fiber optic infrastructure that utilizes light to transfer information,

making it the fastest communication technology on the planet. Most current networks operate on

copper wire infrastructure that limits the speed and amount of information that can be transferred.


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But with UTOPIA, you can reach speeds 200 times faster than your current

connection. UTOPIA also allows you to choose your own service providers so your options are

not limited to just one provider. The connection to your home is also yours alone, meaning that

when using UTOPIA’s infrastructure, you never lose speed through a shared connection with

other homes or businesses. UTOPIA is the next step in communication technology. Not only

does UTOPIA deliver at blistering speeds, but our network is also built for extremely high

volume. UTOPIA can provide a minimum of at least 10Mbps connection to every home and up

to 10Gbps connection to businesses. These connection speeds are base speeds that can increase

according to individual needs.

2. Rural Internet Cooperatives in Minnesota.3 A new trend is emerging in rural communities

throughout the United States: Fiber-to-the-Farm. Tired of waiting for real Internet access from

big companies, farmers are building it themselves. Communities in and around Minnesota’s rural

Sibley County are going from worst to best after building a wireless and fiber-optic cooperative.

While federal programs throw billions of dollars to deliver last year’s Internet speeds, local

programs are building the network of the future.

3. NextCenturyCities.org Excellent website covering innovative communities and their

efforts to acquire broadband capabilities.

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