1. prepared in conjunction with our growing number of partners
Middle Rio Grande Economic Development Association — a progress report —
The Middle Rio Grande Economic Development Association (MRGEDA) is a regional non-profit organization whose purpose is to create, attract, retain, and expand sustainable economic-based businesses, and develop infrastructure to enhance economic development within our counties and our communities.
Please explore our website at and like our Facebook page at
regarding our strategic plan is best directed to routine should be sent to
Thank you for your time.
prepared in conjunction with our growing number of partners
Photo courtesy Tom Irion Photography

2. We Will Explain …
Why Sierra, Socorro, Valencia and Catron Counties have joined forces to form MRGEDA
The SET process
The SET advantage
What you can do to help
MRGEDA intends to be an active and engaged force for economic development in our four counties. We have modeled ourselves loosely after the Estancia Valley Economic Development Association, and have had a helping hand from them.
Our four counties have joined forces to bring MRGEDA to fruition because we believe there is considerable synergy to be gained from regional cooperation. An example might be a high-tech industry wanting to operate out of the Spaceport and realizing that New Mexico Tech offers a source of trained technical helpers. Or perhaps that same company could benefit from the rail system in Belen.
We also have a great opportunity to promote tourism, agribusiness and forest products within the region. We intend to accomplish all of this by developing and implementing a strategic plan that identifies goals achievable in a specified time period.
We need your help in spreading the word about what we plan to do and how we plan to do it. We need membership and leadership. And yes, of course we need money, and part of my task today is to convince you to help fund us.

3. Community Organizations — And YOU!
Our Many Partners
State and Federal Agencies, Local Governments, Universities, School Districts, Private Businesses,
Community Organizations — And YOU!

4. Specific Acknowledgment
Several Individuals deserve special recognition:
Terry Brunner, USDA NM State Director
Terry McDermott, USDA Rural Development State Officer
Dr. Michael Patrick, NMSU
Christine Logan, NM Economic Development Department

5. Middle Rio Grande Economic Development Plan
A Stronger Economies Together regional collaboration
Sierra County
Socorro County
Valencia County
Catron County

6. The SET Process
The Civic Forum provided a foundation from which the remaining sessions were built. The exploration of the region’s demographics, strengths, challenges, values and opportunities were the important initial steps to developing the regional plan.
Session one provided an overview of the region’s economy, resulting in the identification of a few areas within the region’s economy that warranted a deeper look
Session Two explored those identified areas within the region’s economy that resulted in identification of key regional economic advantages.
Session Three examined the assets and barriers unique to the region’s economic advantage, drawing from the information gathered at the civic forum.
Session Four stepped through the final planning stages and developed goals, actions and measures.
RD 101 identifies potential funding sources to facilitate the region’s work.

7. Listening To Constituents Bodega Burger Co. & Lounge, Socorro
Civic Forum
October 27, 2015
Bodega Burger Co. & Lounge, Socorro
54 attendees

8. Regional Strengths, Challenges, and Opportunities
Technology - Spaceport, Universities
Year-round outdoor opportunities
Tourism
Regional Challenges
Lack of trained Workforce
Lack of infrastructure (broadband, etc.)
Poor K-12 Education

9. Session 1 Exploring Regional Data
Laying The Foundation
Session 1 Exploring Regional Data
December 2, 2015
Civic Center, City of Truth or Consequences
53 attendees
We examined economic data related to the regions, so as to build on the foundational work of the forum.
The Civic Forum explored the population characteristics and other demographic elements which serve as the economic foundation of the region. This session explored more of the workforce and industry data to determine specific strengths and challenges in that area.

10. SET Stronger Economies Together
The regional team
develops and implements a
High Quality Regional Economic Development Plan
that builds on the region’s current and emerging economic strengths.
Communities face major challenges when it comes to creating or expanding local job opportunities, especially if these places have small populations or limited economic activities.
SET is designed to encourage counties and communities to join hands and begin carving out a sound regional economic development plan, one that builds on the region’s economic assets and strengths.
The process is designed to support collaboration among the stakeholders for the purpose of finding the distinct advantages they have as a region and to design economic activities that will position the region to effectively compete in state, national and/or international markets.
Each community has individual assets and strengths and each has goals and strategies that are specific to that community
Communities within the MRGEDA SET sometimes compete for the same resources or opportunities but that does not preclude us from working together on other issues.

11. The Labor Force

12. Session 2 Evidence Based Planning
Selecting Industry Clusters
Session 2 Evidence Based Planning
January 6, 2016
Los Lunas Transportation Center, Valencia County
37 attendees

13. Selecting A Cluster
While “publically acceptable” was a central focus of the civic forum, Session 2 data focused on the scientific compatibility as well as some evidence of financial viability.
Those decisions that are placed at the intersection of each of the circles have the greatest chances of surviving and thriving.

14. Industry Cluster Bubble Chart
The vertical axis of this chart displays the change of in employment in our region over the period 2009 to The horizontal axis displays the change from 2009 to 2014 in a a metric named “location quotient”. A location quotient is the relative concentration of an industry compared to the national average. LQs greater than one are more concentrated than the national average. LQs less than one are less concentrated that the national average. Be aware that industries with a high LQ could be vulnerable to changes in market conditions or other disruptive events.
The first number after each cluster represents its location quotient while the second number represents the number of total jobs (full and part time by place of work) in that cluster in the region in 2014.
This data was provided to this SET region by Purdue University.

15. Interpreting The Bubble Chart
Emerging
Bottom right
(weak but advancing)
Stars
Top right (strong and advancing)
Mature
Top left (strong but declining)
Transforming
Bottom left
(weak and
declining)
MATURE
Contains clusters that are more concentrated in the region but are declining (negative growth). These clusters typically fall into the lower quadrant as job losses cause a decline in concentration.
STARS
Contains clusters that are more concentrated in the region and are growing. These clusters are strengths that help a community stand out from the competition. Small, high-growth clusters can be expected to become more dominant over time.
EMERGING
Contains clusters that are under-represented in the region but are growing, often quickly. If growth trends continue, these clusters will eventually move into the top right quadrant. Clusters in this quadrant are considered emerging strengths for the region.
TRANSFORMING
Contains clusters that are under-represented in the region (low concentration) and are also losing jobs. Clusters in this region may indicate a gap in the workforce pipeline if local industries anticipate
a future need. In general, clusters in this quadrant show a lack of competitiveness.

16. The C.A.R.E. Model
The CARE model demonstrates four specific kinds of strategies that regions can use to grow their economies:
Creation – fostering the growth of new businesses to help support existing industry cluster
Attraction – seeking to recruit a specific business into the region to support an existing industry cluster
Retention – addressing key concerns or advancing relevant opportunities to retain existing businesses
Expansion – assisting existing businesses overcome barriers to expansion
All of these rest on a foundation of economic growth which includes the environmental factors that may influence the success of any economic growth efforts, such as healthcare, education, infrastructure, etc.

17. Clusters We Focus On
Agribusiness, Food Processing and Related Technology
Arts, Entertainment, Recreation, and Visitor Industries
Health Care And Social Assistance Services
Renewable Energy and Forest Products
Technology, IT, Telecommunications, Workforce, Defense and Security

18. Session 3.1 Goals: Getting Started
SMART Goals
Session 3.1 Goals: Getting Started
February 3, 2016
Sevilleta National Wildlife Refuge, Socorro County
31 attendees

19. SMART Goals at Work Specific Measurable Attainable Relevant
Time Framed

20. Five SMART Goals
Support and increase agriculture business in the region.
Improve economy and quality of life of MRGEDA region via Arts, Recreation and Visitors Industries.
Grow healthcare industry in MRGEDA region.
Support and increase renewable industries, such as renewable energy and forest products.
Grow technology and workforce industries in the region.
Those who are alert will recognize that these five primary goals do not appear to be “SMART”. When reading the plan, you should recognize that each goal, with its associated strategies, objectives and actions do meet all the criteria of a SMART goal.

21. Session 3.2 Assets and Community Capitals
Community Capital and Barriers
Session 3.2 Assets and Community Capitals
March 2, 2016
Civic Center, City of Truth or Consequences
31 attendees

22. Identifying & Locating Resources
The Seven Community Capitals framework allows the community to identify and mobilize the assets of individuals, associations, and institutions already present in the community to realize its economic development oppor- tunities and address its needs first …. before pursuing outside resources – financial and technical.

23. Session 4.1 Finalizing The Plan
Designing Strategies and Actions
Session 4.1 Finalizing The Plan
April 4, 2016
UNM Valencia Campus
24 attendees

24. The ABCs of Successful Planning
Figure out what you define as success, what conditions are necessary to get there, what behaviors to effect to achieve those conditions, and what attitudes, knowledge or skills can support those behaviors.

25. Session 4.2 Finalizing The Plan
Assuring Success
Session 4.2 Finalizing The Plan
May 11, 2016
Bosque del Apache National Wildlife Refuge
20 attendees

26. Tracking Success
As you read our draft plan, you’ll notice that our action plans meet these criteria as we identify how we expect to meet our goals, strategies and objectives.

27. Event Center in Truth or Consequences
Review USDA Resources
Session 5
Finalizing The Plan
June 1, 2016
Event Center in Truth or Consequences
18 attendees

28. Business Matching
From
“CBM offers a comprehensive process for measuring community development goals and asset availability and a procedure for matching these community goals and assets with the benefits and requirements of businesses. Those industry sectors identified as both desirable and compatible are natural choices for targeted business recruitment. However, some sectors desired by the community members may not be compatible because of a lack of existing community assets. These desirable but currently incompatible sectors may become part of a long-run economic plan predicated on community asset improvement.
In the CBM process two indices, desirability index and compatibility index, are calculated to rank business matches for the community. The desirability index measures how well a business matches with the community members’ preferences pertaining to economic development goals such as improved employment, higher income levels, environmental protection, increased tax base, and support for community activities.
Calculation of the desirability index incorporates four primary goals: Economic Efficiency, Employment Opportunities, Protection of the Environment, and Quality of Life for local residents. Economic Efficiency measures the potential for business revenues and worker wages to remain in the local economy. Employment Opportunities measures both the quantity and the quality of jobs offered by a business. Environmental Protection measures a business’s stewardship of natural resources, including air and water quality. Existence, or quality of life, describes the impact of available jobs on the well-being of the community. Quantifiable indicators are used to identify the underlying characteristics of each goal. Each goal and associated indicators are ranked by communities and compared to individual business sector responses to current operations and needs. Figure 2 and Table 1 describe the framework to determine the desirability index.”

29. Drafting a High Quality Plan 2 Writing Team Sessions, 100s of Hours
Writing the Draft Plan
Drafting a High Quality Plan 2 Writing Team Sessions, 100s of Hours
June 17 & July 13, 2016
NMT Campus
12 attendees
Plus many off-site hours from lead writers

30. All The Components

31. Session 6 Refining our High Quality Plan
Achieving Our Goals
Session 6 Refining our High Quality Plan
August 3, 2016
UNM Valencia Campus

32. Agribusiness, Food Processing and Related Technology
Support existing agricultural businesses in the region by December 2017.
Create three skill/technical programs in Middle Rio Grande region that support agricultural business by December 2018.
Develop and promote brand for regionally-grown and manufactured food (value added) products by December 2021.
Note that in this and the following slides we present a selection of strategies and objectives that support our primary goals. Some of these bullet points will be found in the Appendix A “Additional SMART Goals and Evaluation Plan” of the draft plan.

33. Arts, Entertainment, Recreation, and Visitor Industries
Increase visitors in MRGEDA region by 5% per year over the next 5 years.
Train 5% of the workforce per year for next 5 years to gain knowledge of regional assets and on the ability to properly serve the public.

34. Health Care and Social Assistance Services
Increase the region's health care and social assistance industry cluster by five service providers by December

35. Renewable Energy and Forest Products
Share information about all major existing businesses and government entities engaged in renewable energy and forest products in the Middle Rio Grande region by YE 2019.
Coordinate a private-public process for forest management and enlist active participation of at least 50% in process in 2017.

36. Technology
Determine broadband requirements in the region by July 30, 2017, and write and submit applicable grants by March 31, 2018.
Develop a program for creating and maintaining a technology trained workforce by August 2019.
Develop, by Dec. 2019, a workforce training program that prepares entry level employees for jobs in the construction, trades and solar installation industries.

37. Finally: A High Quality Regional Economic Development Plan
Next Steps
Stakeholder Meetings & Plan Refinements
USDA Plan Submittal & Acceptance
Implementation (requires MRGEDA)
Research & Apply for Grants
Monitor and Maintain
Promote & Sustain MRGEDA

38. Beyond The Plan: MRGEDA
Each of you, please: help market MRGEDA
Keep momentum going
Give presentation to major stakeholders
Solicit paid memberships
Today: set meeting time, date, venue to discuss
November 30th?
Establish Board of Directors
Seek funds
Executive Director
The plan indicates that MRGEDA will be the vehicle that moves it forward. So please help by joining, giving presentations, attending an organizational meeting, thinking about grants.