High Plateau Country Clueprint 11 9 15 by Northwest New Mexico Council of Governments

THE HIGH PLATEAU COUNTRY BLUEPRINT Northwest New Mexico Strategic Plan for Growth and Prosperity

2015 Comprehenive Economic Development Strategy (CEDS)

NO R T H WE S T N E W ME X IC O CO UN CI L O F GO VE RN M E N TS NM Council of Governments

Ta bl e of C O N T EN T S 1 Welcome to High Plateau Country

43 Economic Resiliency

7 Reenergizing Strategic Planning

45 Moving Forward

15 Current Conditions

47 Resources & References

19 Strategic Direction

Northwest New Mexico Council of Governments 106 West Aztec Avenue Gallup, NM 87301 505.722.4327 nwnmcog.com

The High Plateau Country Blueprint

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NM Council of Governments

WELCOME TO

WELCOME to High Plateau Country

Welcome to High Plateau Country, situated in beautiful northwest New Mexico. Our region borders Utah, Colorado, Arizona and includes the unique diversity of San Juan, Cibola and McKinley counties. Northwest New Mexico Council of Government (NWNMCOG) is proud to serve High Plateau Country and to support the region’s collaborative efforts to foster new growth and prosperity. NWNWCOG is an economic development district and one of seven members of the New Mexico Association of Regional Councils (NewMARC) developing and managing the comprehensive economic development strategy (CEDS) process in the area. The map on the adjacent page highlights High Plateau Country in relationship to our fellow NewMARC members. The Board of Directors of NWNMCOG serves as the primary oversight body responsible for approving submission of the 2015 - 2020 CEDS to the U.S. Economic Development Administration (EDA). The NWNMCOG also is the liaison between local communities and the EDA on developing, submitting and financing projects for grant funding from the EDA in support of economic development initiatives included within the CEDS.

The High Plateau Country Blueprint

HIGH PLATEAU COUNTRY PARTNERS The High Plateau Country Blueprint would not be possible without the tremendous support of our regional partners: • Greater Gallup Economic Development Corporation • Four Corners Economic Development • Cibola Communities Economic Development Organization • New Mexico Economic Development Department • New Mexico Interim Jobs Council • “Trail of the Ancients” Regional SET Network • New Mexico State University • U.S. Economic Development Administration

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NewMARC REGION Northwest New Mexico Council of Governments

Gallup

North Central New Mexico Economic Development District

Mid Region Council of Governments Albuquerque

Santa Fe

Eastern Plains Council of Governments Clovis

Southwest New Mexico Council of Governments

South Central Council of Governments Roswell Elephant Butte

Silver City

Southeastern New Mexico Economic Development District

Northewest New Mexico Council of Governments

QUALITY OF LIFE AND PLACE To be competitive in a rapidly accelerating global economy, Northwest New Mexico

It also simplifies the region’s vision that is now relevant and resonates with all

cannot continue to “do business as usual.” Our region must collaborate to pursue

residents, businesses, and local leaders. The Blueprint highlights our current

the best projects and programs that provide the highest returns on investment and

conditions which were used to shape our strategic direction and to prioritize the

create both a desirable place to live and a competitive and sustainable environment

major projects and programs showcased in this document. Lastly, the High Plateau

to work.

Country Blueprint is now a living document, intended to be updated on a regular basis enabling users to make informed decisions based on current data and latest

The High Country Plateau Blueprint (our 2015 - 2020 Comprehensive Economic

regional accomplishments and results.

Development Strategy) was crafted to provide a unified strategic direction for local governments, businesses, organizations and residents to follow to build a growing and prosperous Northwest New Mexico. It was developed in concert with our regional partners.

The High Country Plateau Blueprint was prepared using the latest EDA Content

T RY B LU E PnR INfoTr Growth and Prosperity N U O C U A E T LA P H Pla T H E H IG ico Strategic ew Mex Northwest N

Guidelines. It is designed to be a practical tool—website, cloud-based, digital files— used on a daily basis by economic development policy makers and practitioners to shape our High Plateau Country future. The Blueprint features the new “Ristra” framework developed by NewMARC to assess project stage readiness, criticality, economic significance and locus of funding in the region.

The High Plateau Country Blueprint

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Northewest New Mexico Council of Governments

The High Plateau Country Blueprint

Northewest New Mexico Council of Governments

REENE RGI ZI NG S t ra t e g i c P l a n ni ng NewMARC’s Innovative Ristra Framework With the task at hand to development the statewide comprehensive economic development strategy, NewMARC members mutually agreed it was time to rethink and reenergize the strategic planning process for the state. The NewMARC goals were to identify a new unified vision, create bold strategies and goals, and develop a simplified economic development planning process that would enable New Mexico to better plan, manage and measure economic performance and prosperity. NewMARC researched a number of statewide economic strategy efforts across the country, including Florida’s “6 Pillars,” drawing upon and customizing the various organizing concepts and best practices. For New Mexico, the model evolved to include new strategic paths, depicted metaphorically as “chiles” tied together in a traditional “ristra” – the bundle of chiles seen hanging on porches, windows and porticos across the Land of Enchantment. The NewMARC “Ristra” framework provides a blueprint for guiding strategic planning and action at local, regional and state levels. Clustered under these overarching elements, the individual strategic paths represent human inputs, catalytic systems, material resources, context and institutions comprising the blueprint for wealth creation and prosperity – captured metaphorically by the “Chiles”. The Ristra framework now includes a new unified vision centered on people, community and jobs/enterprises. It identifies seven top-level goals and 18 related strategies. The Northwest New Mexico Council of Governments has adopted and integrated the Ristra framework into our High Plateau Country blueprint. Summary charts illustrating the “Ristra” Framework for Economic Development are displayed on the following pages.

The High Plateau Country Blueprint

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7 Regional Development Councils Working in Partnership for New Mexicoâ&#x20AC;&#x2122;s Future

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Northewest New Mexico Council of Governments

Vision The New Mexico economy will be transformed by growing individual, household and community prosperity, making the Region a great place to live, work, play and stay; and training and employing New Mexicoâ&#x20AC;&#x2122;s eligible workforce.

The High Plateau Country Blueprint

VISION: People

VISION: Community

VISION: Jobs / Enterprise

Growing Individual & Household Prosperity

Making the Region a Great Place to Live, Work, Play & Stay

Putting the Regionâ&#x20AC;&#x2122;s Workforce to Work

Goal 1 Participation in Prosperity

Goal3 Leadership

Goal6 Business Promotion & Support

Strategy 1.1 Asset-Building

Strategy 3.1 Institutional Leadership

6.1 Business Climate, Policy & Competitiveness

Strategy 1.2 Technical & Policy Support

Strategy 3.2 Social Capital

Strategy 6.2 Business Retention& Expansion Strategy

Goal2 Education & Talent Supply

Strategy 3.3 Leadership Training & Development

6.3 Innovation, Entrepreneurship & Startup

Strategy 2.1 Educational Excellence

Goal4 Quality of Life & Place

Goal7 Direct Job Creation

Strategy 2.2 Workforce Development & Deployment

Strategy 4.1 Live-Work-Play-Stay

Strategy 7.1 Economic-Base Recruitment

Strategy 4.2 Local Reinvestment

Strategy 7.2 Labor-Driven Employment

Strategy 2.3 Youth Retention

Strategy 4.3 Resiliency Goal5 Economic Infrastructure

Strategy 5.1 Built Capital Strategy 5.2 Financial Capital

Northewest New Mexico Council of Governments

Project Stage Readiness Triage Defined To enable all projects to be evaluated fairly at every stage of development, the Project Stage Readiness Triage was created to define each level of project completion. Stages include Initiation, Planning, Development, Validation and Execution. Using the five stages, projects residing in the same stage can be compared to each other to identify the best projects to allocate scare resources, regardless of project origination.

These five stages are also used by project managers as guides or templates to clearly identify project tasks that must be completed to advance projects into the next stage and to generate higher overall investability scores.

The High Plateau Country Blueprint

Stage 5 - Execution All necessary actions necessary for full project execution are complete, and the project is ready for funding investments from multiple sources, which are then utilized for project implementation.

• All necessary actions are complete • Project is ready for funding investments • Multiple funding sources identified

Stage 4 - Validation The project matures and continues the process of developing all necessary documents, funding investments and other actions to advance the project toward “Execution” stage.

• Life Span of Asset has been determined • Operations and maintenance costs identified and budgeted • Final project costs have been verified

Stage 3 - Development Design of the preferred action is approved in a detailed scope of work with identified costs; preliminary engineering reports are developed; and resolutions and commitments are garnered.

• Detailed scope of work • Studies and plans • Acquisitions • Design of the preferred action is approved • Resolutions and commitments garnered

Stage 2 - Planning A project plan is developed and basic questions about the project are addressed.

• Current conditions identified • Alternative solutions • Preferred action • Legislative language and support established

Stage 1 - Initiation Need or opportunity is identified and potential solutions/projects are put forward for further development.

• Project need is identified • Project profile is created • Potential action items outlined

Northewest New Mexico Council of Governments

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The High Plateau Country Blueprint

Project Stage Readiness Triage

Criticality

• Initiation • Planning • Development • Validation • Execution

• Vital • Capacity & Support • Alignment (Plans/Investments) • Synergy/Catalytic • Resiliency/Sustainability

Economic Significance Funding / Locus of Interest

• Participation in Prosperity • Education & Talent Supply • Leadership • Quality of Life & Place • Economic Infrastructure • Business Promotion & Support • Direct Job Creation

• Local • Regional • State • Federal • Other

Northewest New Mexico Council of Governments

CU RRE NT C on d i t i o n s AT A GLANCE INFOGRAPHIC HERE

The High Plateau Country Blueprint

Summary Background Overview This section provides the current economic conditions of High Plateau Country. It compares current conditions with benchmark economic goals set in the 2009 CEDS.

√ √ √ √ √

Increase household income Increase per capita income Decrease percent of people living in poverty Increase educational attainment Create a net gain of 5,000 jobs

INCOME: High Plateau Country median household income in 2013 (Census data) was $36, 171, 14% lower than the state average of $42,127. When compared to the baseline 2009 CEDS median household income of $37,486, there was a drop of 3.5%. The region’s average per capita income was $28,253 in 2013 (BEA data), $9,352 less than the New Mexico total of $37,605, this reflects a rate 25% less than the state’s average. However, when compared to the 2009 CEDs per capita income baseline of $15,374, an increase of 84% exists. POVERTY: Statewide poverty levels for New Mexico rose from 18.4% in 2007 to 20.6% in 2012, a 12% increase. During that same period, the counties in High Plateau Country also experienced high poverty levels. McKinley County poverty levels were highest, climbing from 34.2% in 2007 to 37.7% in 2012 (10.2% change). Cibola County’s poverty level increased from 23.1% in 2007 to 28.8% in 2012 (24.7%

EDUCATIONAL ATTAINMENT: In 2007, the percentage of high school graduates or higher in High Plateau Country was 78%. In comparison, New Mexico’s rate was 81.7%. When looking at bachelor’s degree or higher (graduate or professional), the educational attainment rate for the region is 10.8%. In comparison, statewide bachelor’s degree or higher is 24.9%, 130.5% higher than High Plateau Country. EMPLOYMENT: The goal of the 2009 CEDS was to create a net gain in regional jobs by 5,000 people. According to 2007 Census, there were 91,200 people employed in High Country Plateau at that time. In 2013, there were 86,382 people employed, down 4,819 jobs. INTERIM JOBS COUNCIL: The Interim Jobs Council (IJC) was tasked by New Mexico legislature to determine the number of economic base jobs each region must create by target economic clusters to bring regional and statewide employment levels back to pre-recession figures. The following table shows the number of E-base jobs High Plateau Country must create by sector over the next 10 years. The High Plateau Country Blueprint adopts the IJC target numbers as employment goals for the region.

change). Lastly, San Juan County poverty rose as well, rising from 17.6% in 2007 to 20.3% in 2012 (15.3% change).

Northewest New Mexico Council of Governments

NEW ECONOMIC-BASE JOBS - 10 YEAR TARGET High Plateau Country - Top Industrial Clusters Energy & Extractive + Transportation/Logistics***

1,600

Manufacturing

1,500

Visitor/Tourism/Arts

750

Ag./Food Systems/Forestry

575

E-Base Services

2,430

Total E-Base Jobs

6,855

***Jobs included in Energy & Extractives Source: 2015 Revised Job Creation Assessment - Interim Jobs Council

GROSS RECEIPTS TAXES ($000)

GROSS RECEIPTS TAXES: Comparing High Plateau Country Gross Receipts Taxes for the years 2007 and 2014 reveals a decrease in taxable gross receipts of 2.3%. On a statewide level, New Mexico GRT climbed 9.4% for the same period. LODGERS TAXES: Because of the importance of Tourism and Artisan Trade to High Plateau Country, Lodgers Taxes is a good indicator of visitation to the region. During the periods of 2009 and 2014, lodgers taxes increased slightly from $2.7 million to $2.8 million, a 4.5% change. For the same duration in New Mexico, total lodgers taxes increased 14.6%. Similarly, Santa Fe, New Mexico, a world-class travel destination, saw its lodgers tax skyrocket by 30.8%

LODGERS TAX CALCULATION 2009-2014 ($000)

2007

2014

% Chg

$448,898

$546,895

21.8%

McKinley

$2,276,367

$2,370,484

San Juan

$8,110,902

Total New Mexico

Cibola

POPULATION: The estimated population of High County Plateau in 2014 is 225,232, an increase of 5,485 people from 2007, a growth rate of 2.5%. During the same time period, New Mexico population grew at a faster rate of 7.34%.

2009

2014

%Chg 2009

Farmington

$1,220.80

$1,204.10

-1.4%

4.1%

Gallup

$1,106.30

$1,253.90

13.3%

$7,665,312

-5.5%

Grants

$371.20

$360.90

2.8%

$10,836,167

$10,582,691

-2.3%

Total

$2,698.30

$2,818.90

4.5%

$48,852,000

$53,430,000

9.4%

$4,562.70

$5,967.30

30.8%

$34,877.30

$39,978.20

14.6%

Santa Fe New Mexico

The High Plateau Country Blueprint

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Northewest New Mexico Council of Governments

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The High Plateau Country Blueprint

Northewest New Mexico Council of Governments

Str ategic D I R ECT I O N In fashioning the High Plateau Country Blueprint, the Statewide “Ristra” model framework has been utilized to prioritize our strategic focus for the next five years.

High Plateau Country Vision

The “Ristra” framework begins with the articulation of a regional vision parsed into three vision elements: People, Community and Jobs/Enterprise.

Ristra” provides an over-arching structure for the regional strategy providing seven

High Plateau Country economy will be transformed by

growing individual, household and community prosperity,

broad economic development goals (7 Chiles) which are supported and fulfilled by 18 strategies. making the Region a great place to live, work, play and In alignment with “SMART Goal” principles, for each Vision Element a regional Goal statement has been formulated, following by a discussion of Challenges and

stay; and training and employing Northwest New Mexico’s

Opportunities related to that Goal. Strategies are then put forward with Objectives followed by key Tactics & Actions, Champions & Stakeholders, and Metrics & Performance Measures to be tracked to monitor progress during implementation.

The High Plateau Country Blueprint

eligible workforce.

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Northewest New Mexico Council of Governments

Vision Element: PEOPLE â&#x20AC;&#x201C; Growing Individual & Household Regional Prosperity

GOAL 1: Participation in Prosperity Empower individuals and families to build economic assets and participate more fully as beneficiaries and contributors in the regional economy.

OPPORTUNITIES

The High Plateau Country Blueprint

CHALLENGES

Stragegy 1.1 Asset-Building

1.2 Technical & Policy Support

Objectives

Tactics

Increase investments in programs and services that empower individuals and families to reduce debt, increase savings, manage personal, family and business finances, acquire property, and improve access to quality education and healthcare.

(a) Identify existing programs, services, agencies and funding streams serving the assetbuilding mission in the region.

Establish a regional partnership of agencies and programs that assists communities to develop and gain access to asset-building programs, policies and funding streams.

(a) Empowerment Fund. Create a regional nonprofit corporation designed to establish an Empowerment Fund and promote public policy initiatives that increase asset opportunities for individuals and families and reduce barriers to prosperity.

(b) Convene a regional assetbuilding conference to share information and build momentum in the implementation of assetbuilding in the region.

Contributors & Stakeholders

Metrics & Performance Measures

• ProsperityWorks • State Human Services offices in the region • State Workforce Connection offices in the region • Community-based nonprofit organizations identified in regional survey

• Numbers of individuals enrolled in Individual Development Accounts. • Numbers of individuals enrolled in Children’s Savings Accounts. • Numbers of financial literacy courses offered in the region, and numbers enrolled. • New bank accounts opened. • Changes in total savings.

• Northwest New Mexico COG, in consultation with North Central New Mexico EDD • Northwest New Mexico Enterprise Loan Fund and community lending partners

• Establishment of an Empowerment Fund in support of asset-building investments.

Northewest New Mexico Council of Governments

Vision Element: PEOPLE – Growing Individual & Household Regional Prosperity

GOAL 2: Education & Talent Supply OPPORTUNITIES

CHALLENGES

The region does however possess positive elements that if proper utilized can tackle the issues stated above. The residents of the region are starting to value education more and households are, as a unit, seeing the benefits of education and talent development. This kind of shift in life style and well-being is becoming more and more desirable. The residents of the region are naturally artistic and creative, hard-working, and easily trainable, all traits that could create a robust talent development system.

The region is often hampered with challenges when it comes to educating the region’s population. For many school districts in the region obtaining average statewide scores is often impossible and being ranked at the bottom of the list is becoming far too familiar for many. The educational shortfalls are not only present in K-12 but are also present in adult education. There is a lack of support for this group of individuals and often program completion does not occur. On the opposite side of the spectrum, early childhood education in the region is limited and expensive. Due to minimal competition, these institutions can drive up the price of education, and the many single parents or young families cannot afford the tuition. These challenges within the education system contribute to ineffective talent development of the region.

The existing educational facilities in the region are being built or are being retrofitted to encompass all facets of 21st century education. The facilities offer classrooms that allow students to experience alternative ways of learning and innovative teaching methods are now being implemented throughout the region. These institutions are also developing programs that are tailored to the region’s economy. The education system within the region is slowly changing for the better, but speeding up the process and offering students more opportunities to succeed and obtain a better quality of life is still at the forefront of the region’s educational shortfall.

The High Plateau Country Blueprint

The community conditions of the region are not set up for success and achievement. The region is challenged by high crime rates within juvenile and adult age groups, and drug & alcohol abuse plagues our population. Many of these issues are a direct cause of poverty, rurality, & unemployment. These community conditions greatly affect the individual development of our region. The individuals that do develop talent and skill often flee to metropolitan areas of the state and neighboring states. These individuals often leave seeking higher wages, better quality of life, and opportunity to expand and grow their careers.

Stragegy

Objectives

Tactics

Contributors & Stakeholders

Metrics & Performance Measures

2.1 Educational Excellence

Support inter-institutional collaborations in the region that target dramatic systemic improvements in educational processes and outcomes, and strengthen the connection between school and economic livelihood.

(a) Research and implement alternative types of educational models; (b) Strengthen Leadership and Policy (c) Stabilize Funding

• School Board Districts • Education Institutions ( K-12, Secondary/Post-Secondary) & Educators • Policy Officials • Regional Communities/Parents & Students

• High School Graduation Rates • Schools overall grade through NM PED • Grade 8 Math, Reading& Science Performance • STEM Talent • Kindergarten Readiness • Certifications

2.2 Workforce Development & Deployment

Improve the quality, flexibility, employability and placement of the regional workforce in relation to employers’ labor needs and opportunities.

(a) Connect opportunities with students outside of school (b) Alternative Job Training Approaches (c) Improve & Expand Existing Job Training Programs (d) Implement the Northern Area Local Workforce Development Board strategic plan to build a collaborative regional workforce system.

• School Board Districts • Education Institutions & Educators • Policy Officials • NM Workforce Connection agencies and offices • Northern Area Local Workforce Development Board • Regional Industries with Demand • Existing & Upcoming Regional Workforce

• Educational Attainment • High School Graduation Rates • Schools overall grade through NM PED • # of students receiving local scholarships • # of regional jobs filled by regional people

2.3 Youth Retention

Create incentives, amenities and career opportunities for the region’s youth, encouraging them to remain in or return to the community to apply their education and training in the regional economy.

(a) Deployment & Placement Programs (b) Cultivate youth leadership and participation in local Quality of Life improvement initiatives (c) Target Educated Youth with employment opportunities, including specific assistance to certified and degreed youth still out of work.

• Existing Institutions & Places of Service • NM Workforce Connection agencies and offices • Northern Area Local Workforce Development Board • High occupational demand Regional Industries • Upcoming Entrepreneurs (to cater to the younger generations) • Regional & Local Economic Development Organizations • Downtown Districts • Local Government Agencies

• Educational Attainment • Employment per Sector • Labor Force Data • Unemployment Rates • Diversity of the Economy • Migration and Out-Migration

Northewest New Mexico Council of Governments

Vision Element: COMMUNITY – Making the Region a Great Place to Live, Work, Play & Stay

GOAL 3: Leadershhip Grow the region’s social and political capital to produce broad-based, informed and cooperative economic leadership into the future. OPPORTUNITIES The region in general, especially local communities, have a strong sense of

community and a strong sense of identity that support the greater social good. Local residents have strong ties to the region and many of them will stay long-term and many of them do want to see positive changes within their region. Although communities may be small and rural, social media connections are vibrant among rural communities. The region also has five colleges that could help provide a well-trained and professional workforce for emerging industries. Colleges, local business, and industries can begin collaborating in producing a more knowledge-based workforce for the region. One major collaborative, regional project that will benefit the region in the near future is the Navajo-Gallup Water Project, which will help establish critical infrastructure for economic development. Initiatives like this demonstrate strategic coordination, strong leadership, good planning, sound investments, and tenacious commitment for successful implementation.

CHALLENGES Our region is not positioned to be globally, professionally, nor academically competitive. There are several factors that contribute to this issue. Institutions in the region are not strategically aligned to produce more knowledge-based employees. The region’s low graduation rates is a challenge to producing a highly qualified, innovative, knowledgebased workforce. The educational institutions in our region are limited to a handful of degree programs beyond an Associate’s Degree. Educational programs across the region are not geared towards or aligned with building a regional workforce that would readily meet the demands of a qualified workforce. In order to maintain a competitive edge in today’s global economy, it demands an innovative and knowledge-based workforce. Today’s innovation economy is driven by ideas rather than the industrial economy of the past (e.g. Silicon Valley vs. City of Detroit). The lack of collaboration among institutions in the region is deficient. This may be related to jurisdictional issues dealing with multiple governmental entities and institutional policies, which includes federal, state, local, and tribal jurisdictions. Local entities often view other entities as competitors for scarce resources, inhibiting on regional collaboration. Most regional plans and projects require consistent, long-term commitment, but most institutional leadership tenure is often short-lived. In addition, there is no unified vision or leadership in place to help achieve regional economic goals and priorities. Most local governments are too focused on their localities and regional collaboration is not a priority. Most planning and project initiatives are based on reactive scenarios rather than a proactive approach. There is a dire need for more social capital across the region. Continual out-migration from the region often leaves remaining residents with fewer social, economic, and human resources needed to build strong, resilient communities. Distances between communities are far in between, this makes the sharing of these resources among entities a lot more challenging. Smaller communities are often isolated and lack the population density and infrastructure to support local economic development. Investments in quality education and community infrastructure in rural communities, most in poverty, are places where adequate resources are not a priority, leading to disinvestment and disintegration.

The High Plateau Country Blueprint

Stragegy

Objectives

3.1 Institutional Leadership

Provide transparent, proactive, coordinated, sustained and accountable leadership of the comprehensive regional strategy.

3.2 Social Capital

Develop, support and expand activities and initiatives that build bridges between communities, sectors and agencies and that strengthen collaborative partnerships at the local and regional levels.

3.3 Leadership Training & Development

Expand upon and customize programs and initiatives to develop local and regional economic leadership.

Tactics (a) Invest in and recruit strategic partners that will actively contribute to a collaborative approach to leadership development and training (e.g. colleges, governmental entities & business that provide opportunities for internships, professional development, apprenticeship, etc.). (b) Institutional collaboration and leaders addressing local economies as a system, rather than as individual jurisdictions and political mandates. (c) Strategic coordination, proactive planning, efficient/targeted investments, and systemic implementation of regional projects that support and sustain regional economic development over the long-term. (a) Connecting communities with valuable resources throughout the region via networking, professional training, workshops, etc. as to build capacity. (b) Provide more opportunities for collaboration, inclusive roundtable discussions, idea-sharing, etc. This may build trust with rural communities and thus, better cooperation and confidence in participating. (c) Involve more community members into the decision-making process. (a) Invest in programs that align with emerging industries preparing qualified workforce. (b) Collaborate with educational institutions and local industries/ businesses to design curriculum that will help train and develop competent workforce. (c) Connect regional residents with professional development workshops, training opportunities and educational institutions.

Contributors & Stakeholders

Metrics & Performance Measures

• Federal, State, & Tribal Governmental Institutions. • Colleges & Universities. • Local Businesses & Regional Industries. • Community leaders and community members.

• High School Graduation Rates • Schools overall grade through NM PED • Grade 8 Math, Reading& Science Performance • STEM Talent • Kindergarten Readiness • Certifications

• Federal, State, & Tribal Governmental Institutions • Local Community Members • Community Leaders • Community Organizations • Local Business and colleges

• Number of neighborhood/ community associations, community organizations, charitable clubs, churches, etc. • Voter participation numbers. • Number of community volunteers or active community groups. • Attendance numbers at local government/community meetings and public participation.

• Federal, State, & Tribal Governmental Institutions. • Colleges & Universities. • Local Businesses & Regional Industries. • Community members

• Number and frequency of leadership development workshops, conferences, and training sessions. • Number of internships & apprenticeships available and how many people these programs recruit and graduate. • Number of educational programs that are geared towards local emerging industries.

Northewest New Mexico Council of Governments

Vision Element: COMMUNITY â&#x20AC;&#x201C; Making the Region a Great Place to Live, Work, Play & Stay

GOAL 4: Quality of Life & Place

Develop catalytic, strategic physical and financial infrastructure that is based on sound and coordinated planning and that creates capacity for long-term, multi-sector development. OPPORTUNITIES

CHALLENGES

The region has made big strides to help residents achieve and participate in the 21st century lifestyle, but the region naturally has had elements that have appealed to existing & incoming residents such as: small communities & personal relationships, culture & heritage, local attractions and weather & natural beauty.

The region does not offer residents and potential residents the quality of life needed to fulfill the 21st century lifestyle. Many factors that affect quality of life such as: the existing built environment, Business & Industry, Education Systems, Healthcare Institutions, Amenities, and the Overall Image of the Region, all contribute to the happiness of the residents within the region.

The regionâ&#x20AC;&#x2122;s existing institutions and places of services are slowly but surely increasing capacity and innovation. The region has various education, healthcare and other institutions located in all three counties. These institutions have been established in the region for decades and change is coming. The region is also home to 3 economic development organizations and 1 regional planning organization. These organizations assist with the development of the region is various aspects and they are major contributors to the wealth & health of the region. The region as a whole, is not resilient but there are however unseen economic activities that take place in the region which in a sense, creates some form of resiliency. The region is very talented and creative and the population has used those talents to establish an informal economy like no other. Now this can be viewed as a negative issue, but there are opportunities that can capitalized on.

The High Plateau Country Blueprint

From the Local Reinvestment standpoint, the region faces challenges that related to the people of the region and their ability to increase personal assets. The rurality of the region is a major factor as the majority of employment opportunities are located in the highdensity areas of the region. These individuals do not have the resources to participate in the 21st century lifestyle and are often left out of the picture when it comes to quality of life initiatives. This population also faces hardship that include: high poverty rates, limited to no education, healthcare accessibility, housing options, employment opportunities, and othersâ&#x20AC;Ś The region is heavily supported by the energy, healthcare, and government industry clusters which has led to the region not being diverse in economy. The lack of diversity in the economy keeps the region from becoming resilient and if one or more of these clusters takes a hit, major implications will be dealt.

Stragegy

Contributors & Stakeholders

Metrics & Performance Measures

Objectives

Tactics

4.1 Live-Work-Play-Stay

(a) Provide Asset Building Programs (b) Improve the Regional Image& The Built Environment (c) Provide more amenities for populations of various income

• Federal, State, Tribal& Local Governments • Downtown Associations • Planning Organizations in the Region • Regional Communities

• Per Capita Income • Uninsured Residents • Employer Health Coverage • Youth & Adult Health • Home Ownership • Home Affordability • Real GDP per Capita • Life Expectancy

4.2 Local Reinvestment

Reduce economic leakage by stimulating business start-ups and expansions that provide goods and services within the region that were formerly supplied from outside the region.

(a) Identify and/or create a regional nonprofit corporation designed to establish an Empowerment Fund and promote public policy initiatives that increase asset opportunities for individuals and families and reduce barriers to prosperity. (b) Focus Enterprise Loan Fund investments on businesses that fill regional reinvestment/ leakage gaps.

• Northwest New Mexico COG and Enterprise Loan Fund • NMSU-Cooperative Extension • Community Lenders • Local economic development organizations

•New startups that close the leakage gap. • Increase in inter-business exchange in communities.

4.3 Resiliency

Build local and regional resiliency through economic diversification, natural resource stewardship and the application of sustainability principles and practices.

(a) Assist Small Business Entrepreneurs (b) Attract and Recruit businesses within the emerging category of the industry/cluster chart created by Purdue University. (c) Provide Additional Programs to be offered at incubators located in the region

• Federal, State, Tribal & Local Governments • Planning Organizations in the Region • Regional Business owners • Inspiring Entrepreneurs • Existing & Potential Industries • Participants of the regional informal economy

• # of Jobs per industry sector/ cluster • # of industry sectors/cluster in the region • Per Capita Income • Real GDP Per Capita (Real Gross Domestic Product) • Real GDP Growth

Northewest New Mexico Council of Governments

Vision Element: COMMUNITY â&#x20AC;&#x201C; Making the Region a Great Place to Live, Work, Play & Stay

GOAL 5: Economic Infrastructure

Develop catalytic, strategic physical and financial infrastructure that is based on sound and coordinated planning and that creates capacity for long-term, multi-sector development. OPPORTUNITIES

The High Plateau Country Blueprint

CHALLENGES

Stragegy

Objectives

Tactics

Contributors & Stakeholders

Metrics & Performance Measures

5.1 Built Capital

Prioritize and invest in the development and long-term sustainability of infrastructure assets that solve gaps in the factors of production needed to attract and retain high-quality businesses and jobs

a) Increase basic capacity of the region’s infrastructure to help attract industries. b) Increase and expand the broadband network of the region c) Develop an initiative or agreement to increase the collaboration between Federal, State, Local, and Tribal Governments

• Local economic development organizations: Cibola Communities EDF; Greater Gallup EDC; Four Corners Economic Development

• # of infrastructure projects in the region (by type) • Amount of funding dedicated for infrastructure projects in the region (by type) • # of ROW acquisitions and average length of time to complete • Broadband capacity Data • # of industries recruited to the region

5.2 Financial Capital

Develop, innovate and expand access to financial resources and instruments responsive to the characteristics, needs and opportunities of regional businesses, communities, downtowns and entrepreneurs.

a) Convene regional lenders forums. b) Consult with tribal agencies to remove barriers to lending and investment in Native American communities. c) Establish a regional business lending collaborative.

• WESST • Northwest New Mexico COG and Enterprise Loan Fund • NMSU-Cooperative Extension • Community Lenders • Local economic development organizations

• Dollars loaned to small business. • Dollars in the business lending pool.

Northewest New Mexico Council of Governments

Vision Element: JOBS & ENTERPRISE – Putting the Region’s Workforce to Work

GOAL 6: Business Promotion & Support

Develop catalytic, strategic physical and financial infrastructure that is based on sound and coordinated planning and that creates capacity for long-term, multi-sector development. OPPORTUNITIES

The High Plateau Country Blueprint

CHALLENGES

Stragegy

Objectives

6.1 Business Climate, Policy & Competitiveness

Promote the design and shaping of a local and regional regulatory environment that proactively supports the attraction, start-up and growth of enterprise in the region.

6.2 Business Retention & Expansion

Develop, support and expand activities and initiatives that build bridges between communities, sectors and agencies and that strengthen collaborative partnerships at the local and regional levels.

6.3 Innovation, Entrepreneurship & Start-Up

Invest in programs and services that foster and support new entrepreneurship, with particular attention to moving the region into the global “innovation economy” through developing, commercializing and adapting new technologies responsive to both the global marketplace and the unique needs and challenges of the region’s population.

Tactics a) Promote rural investment tax credit bill in the Legislature.

Contributors & Stakeholders

Metrics & Performance Measures • New NM Rural Investment Tax Credit.

Northewest New Mexico Council of Governments

Vision Element: JOBS & ENTERPRISE – Putting the Region’s Workforce to Work

GOAL 7: Direct Job Creation

Target growth in businesses and industrial clusters to produce new jobs for the region’s workforce. OPPORTUNITIES

The High Plateau Country Blueprint

CHALLENGES

Stragegy

Objectives

7.1 Economic-Base Jobs

Invest in activities that resolve factor-of-production gaps and target the creation of jobs in economic-base industrial sectors and clusters with the greatest potential to grow in the region.

7.2 Local-Driven Employment

Identify and create employment opportunities that tap the skills sets of the existing regional workforce.

Tactics

Contributors & Stakeholders

Metrics & Performance Measures

Northewest New Mexico Council of Governments

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The High Plateau Country Blueprint

Vital Projects Top Action Strategies of Regional Significance This table identifies seven vital projects currently underway in High Plateau Country designed to advance regional growth and prosperity. A short description of each project follows. A link to learn more about each vital project is provided.

Gallup Energy Logistics Park The Gallup Energy Logistics Park is a 2000-acre masterplanned business park anchored by a 9,000-ft. rail loop, that will enhance northwest New Mexico’s position in the global economy by offering businesses operating in the San Juan Basin a more flexible, long-term, and economical option to ship and import product to/from destination markets throughout the East, West and Gulf Coasts. Read more: Link here Manufacturing Materials & Services Needs Assessment To reduce high leakage rate for material and service needs for the manufacturing cluster in the region, the identification of the material and service needs for the manufacturing cluster in the region will offer the opportunity for “local” businesses and potential entrepreneurs to reduce the gap between materials and services bought in the region and materials and services bought outside the region. The identification of the needs will provide the “local” businesses and potential entrepreneurs the ability to tailor their product to fit the needs of the region. Read more: Link here

Light & Advanced Manufacturing Partnership (LAMP) LAMP is a collaborative enterprise of business, academia, and government. The cluster represents a broad crosssection of manufacturers and service suppliers engaged in raw goods processing, electronic assembly, fabricated metal products, and industrial machinery supporting a diverse set of markets. Read more: Link here Navajo Inland Port Establish a rail-served Inland Port on the Navajo Reservation, within the three Chapter communities of Manuelito, Rock Springs, and Tsayatoh. Read More: Link here Tourism & Artisan Enterprises To plan, design, and construct an Artisan Business Development Center to improve sales and profitability through management training, market development and cooperative buying and selling. The Artisan Business Development Center will offer the opportunity for the artisan community to own and operate their own businesses or join a cooperative to increase the profitability of their trade. Read more: Link here

Agriculture & Food Systems To plan, design and construct an Agribusiness Accelerator and Food Processing & Distribution Hub. This center will support value-added agri-business activities and offer the opportunity for “local” producers to understand the mechanisms needed to get their product from the farm, to the store, and finally to the table; act as a “one-stop-shop” where the value-added products can then be shipped to regional communities and institutions (via the regional transportation system) to be consumed by the region’s population. Read More: Link here Capacity Building: 21st Century Skilled Workforce To address the region’s lack of workforce skills necessary to retain, create, and attract 21st century industries, the establishment of a workforce training partnership with industry, educational institutions, and existing training programs will address the issue of the unskilled regional workforce. The partnership will bring opportunities of policy change, program development, sustainable training practices and create collaborative relationships between industries and educational institutions within the region offering employment opportunities for the region. Read more: Link here

Northewest New Mexico Council of Governments

Synergistic Projects Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut velit lectus, suscipit et mi ut, tempor tincidunt ex. Quisque in lectus at mauris hendrerit pretium sit amet ac magna. Nulla elementum libero a rhoncus lacinia.

Energy, Logistic & Manufacturing (ELM)

The High Plateau Country Blueprint

Re-Energizing Regional Tourism

Northewest New Mexico Council of Governments

Agricultural & Regional Food Systems

The High Plateau Country Blueprint

5 Year Horizon Need description here about moving forward and with new project to meet vision, Chile goals and strategies.

Moving Forward (2016-2020)

Northewest New Mexico Council of Governments

Ec onomic RE S I L I E N C Y

The High Plateau Country Blueprint

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NATURAL DISASTERS

REGIONAL DISRUPTIONS

NATIONAL AND INTERNATIONAL DISRUPTIONS

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Northewest New Mexico Council of Governments

Mo ving F ORW AR D

The High Plateau Country Blueprint

Northewest New Mexico Council of Governments

Resource and Reference Guide NAME

LINK

New Mexico Transportation Plan窶年orthwest Regional Transportation Plan

NWRTP_Draft

New Mexico Water Plan

TBD

Seizing Our Energy Potential: Creating a More Diverse Economy in New Mexico New Mexico Energy Policy & Implementation Plan -2015

EMNRD_2015EnergyPolicy

New Mexico Progress Report

2015-nm-progress-report

2015 Revised Job Creation Assessment/Interim Job Council (IJC) - Northwest New Mexico

http://nmdashboard.thecelab.org/data/nw

Northwest New Mexico Council of Governments - Regional Data Links

http://www.nwnmcog.com/regional-data.html

Northwest New Mexico Fact Book 2012

factbook_2012_final_july2012

Northwest New Mexico Comprehensive Economic Development Strategy Five Year Regional Plan: 2009 - 2014

File Name: CEDS_NWNM_2009-2014_FINAL

The Prosperity Collaborative/ Stronger Economies Together (SET)

http://www.theprosperitycollaborative.com/set-documents.html

Assets/Gaps/Strategies Summary Northwest Region 12/20/13 Assets/Gaps/Strategies Summary McKinley County 12/20/13 Assets/Gaps/Strategies Summary San Juan County 12/20/13 Assets/Gaps/Strategies Summary Cibola County 12/20/13

Gaps-Strategies_NWNM Region_12.19.13 Gaps-Strategies_McKinley_12.19.13 Gaps-Strategies_San Juan_12.19.13 restructure Gaps-Strategies_Cibola_12.19.13 restructure

New Mexico Taxation & Revenue Department Gross Receipts

http://tax.newmexico.gov/all-nm-taxes.aspx http://tax.newmexico.gov/quarterly-rp-80-reports-gross-receipts-by-geographic-area-and-2-digit-naics-code.aspx

New Mexico Finance Authority: GRT Total 2014 Calendar Year $52,014,665,187

Gross Receipts Annual Totals: http://www.nmfa.net/investors/general-information/new-mexico-gross-receipts-data/

New Mexico Department of Finance & Administration Lodgers Tax Report

http://nmdfa.state.nm.us/Financial_Distribution.aspx File Names:

The High Plateau Country Blueprint

Resource and Reference Guide NAME

LINK

What is our rank today vs earlier years

Lodgers_Tax_FY09 Fiscal_Year_2011_Lodgers__Tax_Reports_of_Revenue Lodger_s_Tax_Report_FY14 Lodgers Tax Calculation 2009 - 2014

Northwest Innovation Index Report

File name: Innovation Index

NWNM Trail of the Ancients Strategic Plan (draft) SET

File name: NWNM Trail of the Ancients Strategic Plan draft

New Mexico Cultural Economy Analysis

File name: NM Cultural Economy 7 7 15 (2)

Vision-Goals-Strategies Matrix

File name: Vision Plan Summary_NW CEDS_v 12

Vital Project 1 - Gallup Energy Logistic Park Vital Project 2 - Navajo Inland Port Vital Project 3 - Agriculture and Food Systems Vital Project 4 - Tourism and Artisan Enterprise Vital Project 5 - Light & Advanced Manufacturing (LAMP) Vital Project 6 - Manufacturing Materials Services Needs Assessment Vital Project 7 - Capacity Building

Vital Project 1 - Gallup Energy Logistic Park Vital Project 2 - Navajo Inland Port Vital Project 3 - Agriculture and Food Systems Vital Project 4 - Tourism and Artisan Enterprise Vital Project 5 - LAMP Vital Project 6 - Manufacturing Material Services Needs Assessment Vital Project 7 - Capacity Building

Strategic Paths Write Ups Population NM Total Population estimated for 2015:2,208,450 2007: 1942944

https://www.jobs.state.nm.us/vosnet/analyzer/results.aspx?session=populat

Department of Workforce Solutions: Civilian Labor Force: Employment and Unemployment

http://www.dws.state.nm.us/Portals/0/DM/LMI/TC2010-2014_for_ten-year_sets.pdf

Income

https://www.jobs.state.nm.us/vosnet/analyzer/results.aspx?session=INCOME

Northwest New Mexico Council of Governments Annual Report 2015

Annual Report Final 3-32

City of Gallup Growth Management Master Plan Update | Economic Development Element- Medical

GallupMedicalCluster_v2

NewMARC Website

http://www.reachthenewmarc.com

Ristra Project Website

http://www.ristraproject.com

Northewest New Mexico Council of Governments

Northwest New Mexico Council of Governments 106 West Aztec Avenue Gallup, NM 87301 505.722.4327 nwnmcog.com