The Regional Action Matrix translates the six strategic priorities into an implementation structure. It identifies where regional coordination, technical support, shared information, or collaborative action can strengthen local efforts; it does not attempt to list every economic-development activity in Southeastern New Mexico.

21 Actions Across 6 Priorities

1. Economic Diversification & Business Growth

Strengthen Regional Business Retention and Expansion Coordination

Potential Lead Partners
Local EDOs, municipalities, counties, chambers, employers
SNMEDD Role
Convene, analyze, connect resources
Near-Term Action
Establish process for sharing major employer barriers and expansion opportunities
Progress Measure
Employer engagements; expansions supported; barriers addressed
Time Horizon
Ongoing

Identify Regional Supply-Chain Opportunities

Potential Lead Partners
Major employers, EDOs, small businesses, procurement organizations
SNMEDD Role
Research, convene, technical support
Near-Term Action
Identify purchasing categories with potential for increased local participation
Progress Measure
Suppliers identified; procurement connections; contracts supported
Time Horizon
1–3 Years

Expand Entrepreneurship and Small-Business Support Connections

Potential Lead Partners
SBDCs, chambers, lenders, EDOs, educational institutions
SNMEDD Role
Connect resources and identify service gaps
Near-Term Action
Develop regional inventory of entrepreneurship resources
Progress Measure
Businesses served; referrals; business starts; capital accessed
Time Horizon
1–3 Years

Target Industries Complementary to Existing Regional Assets

Potential Lead Partners
EDOs, state partners, industry leaders
SNMEDD Role
Data support and regional coordination
Near-Term Action
Refine regional target-industry opportunities using cluster and workforce findings
Progress Measure
Leads generated; projects advanced; investment
Time Horizon
2–5 Years

2. Workforce Alignment & Talent Development

Establish Recurring Employer-to-Workforce Alignment

Potential Lead Partners
Employers, colleges, schools, workforce organizations
SNMEDD Role
Convene and provide data
Near-Term Action
Develop structured regional employer workforce dialogue
Progress Measure
Employer participation; priority occupations identified
Time Horizon
Near Term

Expand Work-Based Learning and Career Pathways

Potential Lead Partners
Schools, colleges, employers, workforce partners
SNMEDD Role
Convene, connect funding opportunities
Near-Term Action
Identify scalable apprenticeship, internship, and CTE opportunities
Progress Measure
Participants; programs; credentials; employer partners
Time Horizon
1–3 Years

Develop Regional Talent Attraction and Retention Strategies

Potential Lead Partners
Employers, communities, chambers, EDOs
SNMEDD Role
Coordinate and support research
Near-Term Action
Identify highest-priority occupations requiring outside recruitment
Progress Measure
Vacancy trends; recruitment partnerships; talent initiatives
Time Horizon
1–3 Years

3. Infrastructure Modernization & Economic Capacity

Maintain a Regional Infrastructure Priority Pipeline

Potential Lead Partners
Cities, counties, utilities, transportation agencies
SNMEDD Role
Maintain pipeline and support funding
Near-Term Action
Establish standardized project inventory and readiness assessment
Progress Measure
Projects inventoried; grants submitted; projects funded
Time Horizon
Near Term/Ongoing

Advance Transportation and Freight Priorities

Potential Lead Partners
NMDOT, counties, municipalities, industry
SNMEDD Role
Coordinate regional priorities and advocacy
Near-Term Action
Identify transportation projects with multi-jurisdictional economic impact
Progress Measure
Projects advanced; funding secured; improvements completed
Time Horizon
2–5+ Years

Support Broadband Expansion

Potential Lead Partners
Providers, communities, state broadband partners
SNMEDD Role
Coordinate information and funding opportunities
Near-Term Action
Identify remaining service and adoption gaps
Progress Measure
Locations served; projects funded; access improved
Time Horizon
1–5 Years

Improve Development-Ready Infrastructure

Potential Lead Partners
Communities, utilities, EDOs, private developers
SNMEDD Role
Technical and funding support
Near-Term Action
Identify sites constrained by utility or infrastructure capacity
Progress Measure
Sites improved; infrastructure investment; projects enabled
Time Horizon
2–5 Years

4. Housing, Livability & Community Capacity

Improve Regional Understanding of Housing Needs

Potential Lead Partners
Communities, housing authorities, developers, employers
SNMEDD Role
Data analysis and convening
Near-Term Action
Develop/update regional housing needs and project inventory
Progress Measure
Housing projects identified; units advanced
Time Horizon
Near Term

Connect Housing Development to Workforce Growth

Potential Lead Partners
Employers, developers, local governments
SNMEDD Role
Convene and support project development
Near-Term Action
Incorporate housing impacts into major economic-development discussions
Progress Measure
Projects coordinated; workforce housing advanced
Time Horizon
1–5 Years

Strengthen Quality-of-Life Investments

Potential Lead Partners
Local governments, healthcare, childcare, schools, community organizations
SNMEDD Role
Funding and technical support
Near-Term Action
Identify community projects with direct workforce-retention value
Progress Measure
Projects advanced; investment secured
Time Horizon
Ongoing

5. Regional Collaboration & Implementation Capacity

Establish a Regional Project Pipeline

Potential Lead Partners
Cities, counties, EDOs, public partners
SNMEDD Role
Own and maintain regional tracking system
Near-Term Action
Create common project intake and status framework
Progress Measure
Projects tracked; milestones achieved
Time Horizon
Near Term

Improve Project Readiness

Potential Lead Partners
Local project sponsors, engineers, state/federal partners
SNMEDD Role
Technical assistance
Near-Term Action
Assess projects for readiness gaps such as engineering, match, site control, or feasibility
Progress Measure
Projects moving to higher readiness levels
Time Horizon
Ongoing

Coordinate Grant Opportunities

Potential Lead Partners
Local governments, nonprofits, institutions
SNMEDD Role
Funding research and application support
Near-Term Action
Create recurring regional funding-opportunity process
Progress Measure
Applications submitted; dollars awarded
Time Horizon
Ongoing

Strengthen Regional Communication

Potential Lead Partners
CEDS partners and stakeholders
SNMEDD Role
Convene and communicate
Near-Term Action
Establish regular implementation touchpoints
Progress Measure
Participation; collaborations initiated; issues resolved
Time Horizon
Ongoing

6. Economic Resilience & Long-Term Readiness

Develop Regional Economic Indicators Dashboard

Potential Lead Partners
SNMEDD and regional data partners
SNMEDD Role
Lead
Near-Term Action
Establish baseline indicators and update schedule
Progress Measure
Dashboard maintained; indicators updated
Time Horizon
Near Term

Monitor Concentrations and Emerging Vulnerabilities

Potential Lead Partners
Industry, workforce, communities
SNMEDD Role
Analyze and communicate
Near-Term Action
Identify indicators requiring periodic monitoring
Progress Measure
Risks identified; interventions initiated
Time Horizon
Ongoing

Maintain Economic Recovery Coordination Capacity

Potential Lead Partners
Local, state and federal partners
SNMEDD Role
Convene and coordinate
Near-Term Action
Define partner communication and resource pathways before disruption
Progress Measure
Response framework maintained; partners engaged
Time Horizon
Ongoing