Summary Facilitation Report

Summary Facilitation Report

for

Strategic Planning Session of the Deming-LunaCounty Economic Development Corporation on September 16-17, 2009

1.0Introduction

The Deming-Luna County Economic Development Corporation (EDC) has been in operation for more than 20 years. It has performed several roles: advisory to Luna County, the City of Deming and the Village of Columbus; collector and disseminator of economic data; contact point for new businesses interested in investment in the County or the municipalities; facilitating or coordinating meetings and/or strategies to accommodate new business; and, on-going liaison with existing businesses in the County and the municipalities.

The EDC recently took inventory of its role and activities and decided it was time to review what it does and how it does it; what it should be doing and how it should do it; and, what will be needed to accomplish its goals and objectives. A Strategic Planning Session was determined to be the best way to accomplish much of what was thought to be needed. The Strategic Planning Session took place over a period of one and one-half consecutive days on September16 and 17, 2009.

The Session was well attended by EDC members, Deming Chamber of Commerce, and Mimbres Valley Authority Committee members and others.

The major thrust of the Planning Session was a SWOT (strengths, weaknesses, opportunities and threats) analyses. Consideration of some basic EDC Board actions regarding purpose, organization and composition was also part of the Session.

The Planning Session covered three principal areas:

1. a general discussion of the EDC Strengths and Weaknesses together with external strengths and weaknesses and a listing of economic opportunities;
2. identification of seven (7) major areas of opportunity and an analyses of the strengths and weaknesses (EDC and external) of each opportunity and possible strategies for overcoming the weaknesses; and,
3. a basic action plan (objectives, strategies, responsibilities and time frame) for the EDC and for three (3) opportunities selected by the Group as the three priorities for the EDC to pursue.

The Planning Session was facilitated by Resources for Excellence Incorporated.

1.1EDC Commitment

The EDC is to be commended on its commitment to move ahead with a plan that involves much self-evaluation. The commitment to plan is the first major step in any strategic planning process and the EDC has made that commitment. The Strategic Planning Session that has now taken place was very intensive and the Group involved took a hard look at itself and at its strengths and weaknesses. The Group has come up with some reasonable strategies to overcome weaknesses and to move forward.

1.2Possible Mission Statement

A brief discussion took place with respect to a mission statement. The facilitators suggested that the Purpose of the EDC as set out in its Bylaws, with a small addition, be the basis for a mission statement so that a possible mission statement might be as follows:

“To stimulate economic development in Deming/Luna County through a program of organization, promotion, design and economic revitalization, and to receive, distribute and administer funds in connection with activities related to the above purposes for the benefit, economic and social, of the residents of Luna County.”

This is a suggested mission statement only and the statement may be modified as the EDC deems appropriate. It is to be kept in mind that a mission statement should answer 3 basic questions: what is it that we do, who we do it for and how we do it. The statement should be as short as possible, not have detailed information and usually have no more than 50 words.

NOTE (Facilitator Comment): At several points during the Session, comment was made that the Village of Columbus is excluded from the EDC name and that it is a separate entity with an identity of its own. Thought should be given to adjusting the EDC name to include Columbus and statements and strategies should refer to all three entities: City of Deming, LunaCounty and Village of Columbus.

2.0General Discussion: Economic Development Corporation Strengths and Weaknesses,External Strengths and Weaknesses, and Economic Opportunities-Current Situation

The group was asked to list all of the current strengths and weaknesses of the EDC as it was now comprised and as it now operated. The group was also asked to list all of the external strengths and weaknesses. The group then focused on developing a full list of economic opportunities without trying to distinguish between EDC opportunities and external opportunities. It was recognized that some of the external strengths might be considered opportunities.

All of this information appears in the table that follows.

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• Marketing efforts could be better – don’t always get the best message out

• Mexico – instability and violence

• Lack of Vision and Mission

• Polarization of community

• Individual roles

• Lack of use of technology (Notall tech. is available)

• Corporation roles

• Retirement Community – donot bring youth to community

• No strategic plan

• Unwillingness to change

• Sometimes too reactive

• Abject poverty – social service issue/health

• Consistency – structure, organization, meeting times

• Business taking money out of town

• Cultural gap (Hispanic businesses)

• Communication issues (Columbus to Deming is long distance telephone call)

• Little diversify in age of members

• High unemployment

• Accessibility to EDC

• Lack of primary businesses

• May not have all the players at the table

• Workforce: Diversity in skills and low wage may invite businesses we don’t want

• Lack of liability in by-laws

• Lack of workforce numbers

• Lack of coordination with other organizations and CountyEconomic organizations

• Lack of curb appeal – homeless

• Consistency in purpose and message

• Communication between workers and management – language barriers

• Unnecessary competition between political jurisdictions

• Communication – re: Tapping into funds for businesses

• Open restaurant facilities later in the evening or off hours

• Road block to new developments – get beat-out on projects

• Reliance on State Funding

• Responding quickly to newcomer needs for housing and jobs for spouses

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3.0Major Economic Opportunities

3.1The group was asked to review the list of opportunities identified in the previous exercise, Section 2.0, and set out in the previous table, and group these into broad categories of opportunities. The Group chose the following seven (7) general categories as best representing the range of opportunities that the EDC and the County and the municipalities could realistically pursue.

• Business Development

• Tourism
• Housing
• Renewable Energy
• Infrastructure
• Retirement Community (Planning)
• Education

3.2Seven (7) Major Economic Opportunities: Strengths & Weaknesses, and Strategies to Overcome the Weaknesses-Summary Table

The Group was divided into four working groups for the purpose of performing a basic strengths and weaknesses analyses. This was done for each of the 7 major economic opportunities and it was done from the points of view of the EDC and External issues. For each opportunity, the strengths and weaknesses of the EDC, as it is presently constituted, to accomplish the specific opportunity were listed. Then, for each weakness identified the working group prescribed a strategy for overcoming that weakness. The same process was followed for External strengths and weaknesses for each opportunity.

Each working group described its findings and the Group as a whole then discussed the findings and added to them as appropriate.

This analysesare set-out in detail in the table that follows.

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• Lack of coordination of efforts among all organizations

• Certified Community

• Establish a Revolving Loan Fund

• No “Recruitment” Team

• “Doing Business…” Booklet

• Partner with SBDC and (Scope??) (Serve as Educational Resource)

• Increased visibility with elected officials

• Available Industrial land

• P & Zoning/Code Enforcement – City & County participation

• Ability to influence spending money

• NorthIndustrial Park for “Big Business”

• Coordination with Realtors/marketing spaces

• Reactive rather than Proactive – No target Industries

• Land

• Limit recruitment to one large water user and prudent future planning

• By-Laws

• Retiree Demographic:

• Sports events

• I-10 proximity/traffic

• Wine and Music Festival

• Weather

• Approach PRC with access to fiber optics

• Local Events are well done

• Outreach to existing businesses

• Infrastructure:

• New Venues Planned

• Coordination - Lack of a paid coordinator

• Four (4) State Parks

• Funding for an assistant paid coordinator

• Focus on business development versus other economic opportunities

• One (1) StateMuseum

• Promote Chamber calendar of events (all inclusive)

• Outreach:

• Climate

• Develop outreach plan to include inter-state events, conferences, trade shows, media

• Wineries

• Southern hub – Interstate – Gateway

• Great accommodations

• Great American Duck Race

• Adequate facilities for events

• History – Buildings, Farming, Ranching, etc

• Golf Course – lowest fees

• Lodger’s tax is lower

• Market knowledge

• Affordability

• Talk to investors – collaborate with developers/builders

• Communication with Government Agencies

• Available Land

• Increase trades programs

• Water

• Aggressive code and clean-up enforcement

• USDA Funding (rural)

• Zoning regulations for the County

• Low cost of living

• LocalState inspectors

• Talk to water companies about Deming

• New Concepts are underutilized because of price

• Energy is fundamental to economic development

• Evaluation criteria to see the benefit of the project

• Lack of knowledge technology

• Pay property tax

• LEDA Training

• Lack of participation at conferences

• Abundance of sun

• IRB Training

• Lack of paid Coordinator

• Flat land

• Anti-Donation Training

• Tax credits

• Water Plan – completed

• WNMU – looking at providing certifications in this field

• Develop Water-Source Protection Plan

• Develop Drought Mitigation Plan

• Partnerships for training:

• Direct incoming companies to proper entities-political jurisdictions

• Not aware of City and County plans

• Invite appropriate City and CountyRepresentative to join EDC

• Forward thinking

• Knowledge of workforce funding and programs

• More members needed

• Membership drive

• Shared costs with developers

• Strong Leadership

• Motivated City

• City and CountyPartnerships

• Grant writing

• Quality and quantity of water

• Experience

• Add Senior or SeniorCenter representation to EDC Board

• Lack of Retirement Facilities (Housing & Healthcare)

• Members concern

• Representative from Hospital on EDC

• Assisted Living

• Recruit Industry Specialists

• Lack of Identity (Marketing)

• Work Force

• 24/7 Pharmacy

• Border Violence

• We recognize the importance of education

• Outreach to the business community

• Lack of Awareness

• Support the technology job center

• People with marketing background

• Recruit school cabinet member to EDC

• Poor marketing

• Supportive of educators

• Recruit vocational programs or assist with transportation to Las Cruces

• Strengthen the relationship with the schools

• Can react to market needs

• Trades apprenticeship program

• High drop-out percentage

• Lack of Vocational Training

• Low pay

• Language

• Lowered expectation

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4.0Strategic Plan

The following EDC Board-related items were identified from the discussion and analysis set out in tables 2.0 and 3.2 with regard to board organization/composition.

Board Development Items:

Coordination of efforts among all organizations (Bus Dev)