Middle Rio Grande Development Council CEDS

Transcription

1 Middle Rio Grande Development Council CEDS COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGY

2 Table of Contents I. Acknowledgements... 4 II. Introduction... 6 III. Background... 8 a. Geography:... 8 b. Population Trends... 9 c. The Eagle Ford Shale d. Per Capita Income e. Sales Tax f. Educational Attainment g. Median Household Income h. Poverty i. Transportation Access j. Workforce Development for the Middle Rio Grande Region k. Unemployment Rate l. Mean Travel to Work m. Employment by Industry n. Employment by Sector IV. SWOT Analysis a. Business Climate b. Workforce & Infrastructure c. Geography & Natural Resources d. Leadership e. Economic Resilience: Strengths: Weaknesses: Opportunities: Threats: f. Strategic Direction g. Action Plan: Goals V. Infrastructure a. Housing: b. Water & Waste Water: P a g e

3 c. Educational Institutions: d. Industrial Parks: e. Social Services: f. Emergency Response: g. Hazard Mitigation Plans: h. Remote Response: i. Healthcare Facilities: j. Regional Projects: VI. Evaluation Framework Appendix a. Dimmit County b. Edwards County c. Kinney County d. La Salle County e. Maverick County f. Real County g. Uvalde County h. Zavala County i. Val Verde County P a g e

4 I. Acknowledgements Middle Rio Grande Development Council (MRGDC) Economic Development District (EDD) is determined to ensure the region s diversity echoes in the makeup of the Comprehensive Economic Development Strategy (CEDS) Committee. Public Sector: Ramsey Cantu, Mayor of City of Eagle Pass Private Interests: Henry Garcia Non-Profits: County Judge Joe Luna Educational: Dr. Hector Gonzales, President Southwest Texas Junior College Community Organization: Rachel A. Gonzales-Hanson, CEO Community Health Development Inc. The Middle Rio Grande Development Council Board of Directors (FY ) is composed of the following regional stakeholders that contribute to the development and implementation of the Comprehensive Economic Development Strategy (CEDS): Enrique (Henry) Garcia President, Kinney County Member-at-Large Hon. David R. Saucedo 1st Vice President, Maverick County Judge Hon. Frank Ponce 2nd Vice President, Dimmit County Judge Hon. Joe Luna 3rd Vice President, Zavala County Judge Hon. William R. Mitchell Secretary/Treasurer, Uvalde County Judge Hon. Joel Rodriguez, Jr. La Salle County Judge Hon. Ramsey Cantu Mayor of Eagle Pass Hon. W.B. Sansom, Jr. Real County Judge Hon. Jesus Chavez Real County Member-at-Large Joe A. Cardenas Uvalde County Member-at-Large Hon. Jose Javier Garcia Mayor of Cotulla Rodrigo Jaime Dimmit County Member-at-Large Hon. Frank Moreno Mayor of Crystal City Pres. Hector Gonzales Southwest Texas Junior College Otila Gonzalez Val Verde County Member-at-Large Hon. Andres Rodriguez Mayor of Brackettville Hon. Harry Schneemann Mayor of Leakey Mike Acosta Zavala County Member-at-Large Hon. Dina Ojeda-Balderas Mayor of Carrizo Springs Supt. Gilberto Gonzalez Eagle Pass ISD Hon. Efrain Valdez Val Verde County Judge Dr. Veronica Mendez Sul Ross Rio Grande College Hon. Pauline Gonzales Mayor of Rocksprings Hon. Sylvano Sanchez La Salle County Member-at-Large Andrew Barnebey Edwards County Member-at-Large Hon Tully Shahan Kinney County Judge 4 P a g e

5 Hon. Don McLaughlin, Jr. Mayor of Uvalde Hon. Bruno (Ralphy) Lozano Mayor of Del Rio Mr. Rowland Garza Place B, Councilperson-at-Large Jesus Sanchez Maverick County Member-at-Large Rodolfo (Rudy) Villalpando Place 2, Councilperson-at-Large MIDDLE RIO GRANDE DEVELOPMENT COUNCIL BOARD OF DIRECTORS MEETINGS SCHEDULE FOR FY DATE MEETING LOCATION December 13, 2017 Board of Directors Del Rio February 28, 2018 Board of Directors Uvalde April 25, 2018 Board of Directors Uvalde June 27, 2018 Board of Directors Uvalde August 29, 2018 Annual Board of Directors Eagle pass October 30, 2018 Board of Directors Uvalde December 12, 2018 Board of Directors Uvalde CEDS Committee Communication June 20, 2018 July 13, 2018 July 16, 2018 September 11, 2018 November 9, 2018 Review of 1st Draft Regional Projects Requested from MRGDC Feedback from CEDS Committee Incorporated Additional feedback request from MRGDC (Projects) All-Call CEDS Review and feedback 5 P a g e

6 II. Introduction As a Council of Governments, the MRGDC serves numerous key roles in the advancement of regional economic development. It and is positioned to support local initiatives and provide a mechanism for regional partners and stakeholders to meet, share information and explore issues they have in common as measures to propagate regionalism. Partnerships are encouraged and sought to promote regional sustainability for long-term strategic projects. To sustain long-term growth, the region must focus simultaneously on creating an educated and highly trained workforce while also developing financial resources to support innovation and entrepreneurship. The nine counties that comprise the Middle Rio Grande Development Council collaborate in order to identify and meet such evolving needs. While all counties involved are designated as rural counties with their own specific challenges, those challenges often share commonalities that are most effectively addressed by working together. The MRGDC Board and Staff work collectively to ensure the region is represented in a diverse manner. The CEDS Committee is comprised of individuals exemplifying major interests including public sector, educational institutions, non-profits, private interests and community organizations. These include small and regional, as well as ethnic minorities, women, economic development corporations, Chambers of Commerce, housing agencies, Workforce Commission, and Council of Governments. The CEDS Committee has developed a strong relationship with the decision makers of the MRGDC in creating this economic development strategy. This plan will guide the efforts of constituent communities in building capacity for improving their economies, providing greater housing and employment opportunities for their residents. The MRGDC Region is also designated as an Economic Development District, (EDD), by the Economic Development Administration, (EDA). To comply with this designation, a Comprehensive Economic Development Strategy (CEDS) is required at least every five years with interim updates as made necessary by any significant revisions. The CEDS serves as a guide for the region s development for the future to carry out the goals and objectives set within the strategies for growth and expansion. Strategies developed by the CEDS Committee to foster growth include: Enhance employment opportunities, especially for low-income, unemployed and underemployed residents Strengthen and protect the infrastructure regional water resources Enhance quality of life and community amenities Create community partnerships Combine public-private investments to leverage industry diversification Provide innovative training and financial opportunities for existing businesses including the agricultural sector 6 P a g e

7 Establish creative initiatives to attract new business and identify opportunities for entrepreneurship to create a sustainable economy 2018 MRGDC Organization Chart 7 P a g e

8 III. Background a. Geography: The Middle Rio Grande Development Council (MRGDC) region is comprised of 14,266 square miles southwest of metro San Antonio to the Texas-Mexico border, between Eagle Pass and Del Rio. The region is inclusive of the following nine counties: Dimmit, Edwards, Kinney, La Salle, Maverick, Real, Uvalde, Val Verde and Zavala. Natural amenities of the area, according to the US Department of Interior, reflect an overall percent of surface water of 0.6% compares to 2.5% for Texas. The regional topography is madeup of irregular plains and high hills. Counties like Dimmit and La Salle have taken advantage of the shale formation, where oil deposits can be found 4,000 to 12,000 feet below the surface. The MRGDC nine counties consist of 14,266 square miles with an estimated population of 173,171 persons resulting in an average density of residents per square mile. Comparative average density for Texas is 97 residents per square mile while the U.S. average density is residents per square mile. The two largest counties in the region based on area are Val Verde (3,145 square miles) and Edwards (2,118 square miles) counties. The two smallest counties based on area are Real (699 square miles) and Maverick (1,279 square miles). Independent of squared miles, Maverick County has the highest population density of the MRGDC EDD, with residents per square mile, while Edwards County has the least population density, at 0.9. County Area (Square Miles) 2016 Population Population Density Dimmit 1,329 10, Edwards 2,118 1, Kinney 1,360 3, La Salle 1,487 7, Maverick 1,279 57, Real 699 3, Uvalde 1,552 27, Val Verde 3,145 48, Zavala 1,297 12, MRGDC: 14, , Texas: 261,232 27,862, U.S.: 3,531, ,127, Source: US Census Bureau Quick Facts (2018) Population Density 8 P a g e

9 b. Population Trends In 2016, the total population for the 9-county Middle Rio Grande Development Council EDD was an estimated 173,171; a 1.4% increase from the 2010 Census population count of 170,723. The MRGDC region represents 0.6% of the Texas population, for the 2016 calendar year. Key MRGDC Municipalities Population (2010) Population (2016) Dimmit- Asherton 1,084 1,118 Dimmit- Big Wells Dimmit- Carrizo Springs 5,368 5,800 Edwards- Rockspring 1,177 1,124 Kinney-Bracketville 1,688 1,674 Kinney- Spofford La Salle- Cotulla 3,603 4,209 La Salle- Encinal Maverick- Eagle Pass 26,248 28,834 Real- Camp Wood Real- Leakey Uvalde- Sabinal 1,697 1,709 Uvalde- Uvalde 15,779 16,540 Val Verde- Del Rio 35,591 35,998 Zavala- Batesville 1,068 1,068 Zavala- Crystal City 7,138 7,359 Zavala- La Pryor 1,643 1,643 Total Key Municipalities: 104, ,655 Key Municipality Count: MRGDC Population: 170, ,171 Source: US Census Bureau Quick Facts (2018) Population Clustering Population clustering patterns in the region reveal that over 63% of the region s population is clustered in and around 17 of its municipalities. This means that 37% of the region s population resides outside of its larger cities and even outside of its small Census Designated Places. Nearly half of the region s 173,171 residents live in the three cities of Del Rio, Eagle Pass, and Uvalde. Del Rio is the region s largest city with a population of 35,998. Eagle Pass and the City of Uvalde have populations of 28,834 and 16,540, respectively. The population of these three municipalities totals 81,372 or, 46.99% of the area s population. Of note, Del Rio and Eagle Pass are major points of entry to and from Mexico. What this means is that economic development planners cannot focus their efforts solely upon the more urban areas but, must also attend to the needs of more than one third of the population which resides in more rural areas. International 9 P a g e

10 relationships, already of growing importance, promise to become even more so, as oil and gas extraction activities in Mexico increase. County 2016 Population 2016 < 18 years years 2016 > 65 years Dimmit 10, % 54.9% 15.2% Edwards 1, % 52.5% 26.1% Kinney 3, % 57.0% 24.5% La Salle 7, % 65.5% 13.9% Maverick 57, % 56.4% 11.7% Real 3, % 53.8% 29.0% Uvalde 27, % 55.7% 16.7% Val Verde 48, % 57.0% 14.3% Zavala 12, % 56.6% 13.3% MRGDC: 173, % 56.7% 14.4% Texas: 27,862, % 61.8% 12.0% U.S.: 323,127, % 62.0% 15.2% Source: US Census Bureau Quick Facts (2018) Population by Age In demographic terms, the MRGDC area is both younger and older than the state as a whole. A greater proportion of the residents are below 18 and 65 and over, compared to statewide numbers. In addition, the income generating population within the 18 to 64-age range in the region is proportionally less than the state average, and this is reflected in the economic environment of the region. This implies that people who have grown up in this region cannot find employment here, thus move away during their income producing years, and return to the area only during their retirement years. This results in communities with more consumers of public services, particularly in public education, pediatric and geriatric health services, and fewer income generating producers. Some consequences are that the region s schools, hospitals and health care facilities are severely stressed, and local taxpayers are unfairly burdened. Forecasting population levels more than a few years presents many challenges. For Texas, a major factor is what is termed net migration, which itself has myriad influences. Among these are relative national economic conditions as well as immigration and guest worker policies. The Texas State Data Center and the Office of the State Demographer (housed at the University of Texas at San Antonio) nevertheless develops long-range population estimates using "migration scenarios." Each projection includes three scenarios resulting in alternative sets of population values for the State and each county. These scenarios assume the same set of mortality and fertility assumptions in each scenario but differ in their assumptions relative to net migration. The net migration assumptions made are derived from patterns, which have been 10 P a g e

11 adjusted relative to expected future population trends. This is done by systematically and uniformly altering the adjusted net migration rates by age, sex and race/ethnicity. The scenarios so produced are referred to as the zero migration (0.0) scenario, the onehalf migration (0.5) scenario, and the one migration (1.0) scenario. The recommended scenario for most county estimates is the "0.5 scenario." This scenario is an approximate average of the zero (0.0) and the one (1.0) scenarios and it assumes rates of net migration equal to one-half (0.5) of those experienced during the period For many reasons, it is assumed that many counties in the State are unlikely to continue to experience the high levels of growth of the early 2000s. (For a more detailed discussion see MRGDC Population Projections and Percent Change Since 2000 (0.5 Scenario) Year Total Change Anglo Change Black Change Hispanic Change Other Change , % 28, % 1, % 123, % 1, % , % 28, % 1, % 134, % 1, % , % 25, % % 138, % 1, % , % 25, % 1, % 148, % 2, % , % 24, % 1, % 159, % 2, % , % 24, % 1, % 170, % 2, % , % 23, % 1, % 181, % 2, % , % 22, % 1, % 191, % 2, % , % 22, % 1, % 201, % 2, % , % 21, % 1, % 211, % 2, % , % 20, % 1, % 222, % 2, % Source : Socrates, Texas Workforce Solutions ( c. The Eagle Ford Shale The 2017 UTSA study entitled, Economic Impact of the Eagle Ford Shale, Business Opportunities and the New Normal examined 21counties within the Eagle Ford Shale (EFS) play. The study provides a detailed image of the challenges and opportunities emerging from oil and gas drilling and production activities in South Texas. For the purposes of this section however, it should be noted that four MRGDC counties (Edwards, Kinney, Real and Val Verde) were excluded from the 2017 study because the impact from EFS operations was determined at the time, to be minimal. The 2015 impacts upon the 21-county area translated into over 173,000 Eagle Ford related jobs, and then slightly above 108,000 in The 2017 UTSA study sums up the EFS climate in the following way: After several years of unprecedented growth, the Eagle Ford Shale economy has suffered a setback due to a sharp decline in oil prices. This decline has negatively affected businesses and jobs in the area, but even in this situation, the current scenario offers more job opportunities in the region when compared to past decades of declining population and jobs in several shale area counties. Since August 2014, the West Texas Intermediate (WTI) oil price has 11 P a g e

12 dropped from more than $100 per barrel to $43.4 by March 2015, and by February 2016, it was close to $26.2 per barrel. Since then, the price has recovered and by January 2017, it had reached $53.0 per barrel, signaling important opportunities for future growth, in less than a year the price more than doubled, (Tunstall et al., 2017). d. Per Capita Income Total personal income is widely used as a measure of regional economic health while per capita income is generally use to compare the relative well-being of residents across areas (without taking into account cost of living). The weighted average per capita personal income for the 2016 MRGDC EDD was $18,035 while Texas statewide had a per capita income of $27,828. County 2016 PCI 2016 Population % of U.S. PCI Dimmit $ 19,528 10, % Edwards $ 27,333 1, % Kinney $ 17,818 3, % La Salle $ 23,939 7, % Maverick $ 16,086 57, % Real $ 21,135 3, % Uvalde $ 18,294 27, % Val Verde $ 19,522 48, % Zavala $ 13,393 12, % MRGDC Weighted Avg PCI: $ 18, , % Texas: $ 27,828 27,862, % U.S.: $ 29, ,127, % Source: US Census Bureau Quick Facts (2018) Per Capita Income While the entire state of Texas has a per capita income (PCI) that is only 93% of the national PCI, the MRGDC region as a whole reaches 60% of the national average. One of the nine MRGDC counties has PCI less than half of the national average. Eight of the nine counties have recognized colonias* including Maverick County which has one of the state s largest colonia populations. * Colonia is a specially defined residential area, typically along the Texas-Mexico border. The precise definition within Texas varies by location, funding source, purpose and implementing agency. Common features of most definitions include significant poverty, lack of housing and/or access to adequate water supply P a g e

13 e. Sales Tax It is clear from the table above that the slow-down of the Eagle Ford Shale oil and gas operations have begun to have a significant economic impact. While the new normal for South Texas far outweighs the last decades of stagnant economic activity, there are considerable negative economic trends when it comes to gross sales tax collection. With two counties (Zavala & Dimmit) losing over 50% of their sales tax collected from the last CEDS reporting period (2013), La Salle and Maverick both show a decrease of over 35% in sales tax. Every other county in the MRGDC region shows a significant decrease of at least 17% decline, with the exception of Kinney County, reporting less than 1% decrease. Gross Sales Gross Sales 2012 Subject 2017 Subject to % Subject % Subject County Decrease to Sales Tax Sales Tax Decrease to Tax 2012 to Tax 2017 Dimmit $ 738,359,683 $ 358,355, % $ 222,453,157 $ 111,015, % 30.1% 31.0% Edwards $ 22,221,855 $ 18,131, % $ 8,253,571 $ 7,261, % 37.1% 40.0% Kinney $ 48,558,938 $ 48,107, % $ 18,135,447 $ 15,357, % 37.3% 31.9% La Salle $ 404,743,423 $ 260,831, % $ 128,750,705 $ 91,621, % 31.8% 35.1% Maverick $ 1,095,943,952 $ 709,824, % $ 386,509,464 $ 302,667, % 35.3% 42.6% Real $ 26,589,573 $ 33,378, % $ 13,630,267 $ 16,771, % 51.3% 50.2% Uvalde $ 927,441,025 $ 724,123, % $ 255,910,206 $ 195,916, % 27.6% 27.1% Val Verde $ 802,695,137 $ 659,957, % $ 314,700,469 $ 244,271, % 39.2% 37.0% Zavala $ 127,155,630 $ 58,964, % $ 38,243,871 $ 24,203, % 30.1% 41.0% MRGDC $ 4,193,709,216 $ 2,871,675, % $ 1,386,587,157 $ 1,009,085, % 33.1% 35.1% Source: MRGDC Gross Sales and Sales Subject to Tax, 2012 Versus 2017 County f. Educational Attainment In 2016, the population over the age of 25 who completed high school was estimated at 24.7%, for the MRGDC region, sitting just below the State of Texas at 25.1%. The gap continues to widen when comparing completion of Bachelor s degrees in the MRGDC region and the State of Texas. When comparing completion rates for Graduate degrees in the 9-County region, the difference is almost three times less than the national average and less than half of the State of Texas. At the same time, the Associate s Degree completion rate for this segment of the 2016 Age 25+ Population Less Than 9th Grade 9th Grade to 12th Grade High School Diploma Some College Associate's Degree Bacherlor's Degree Graduate Degree and Higher Dimmit 6, % 11.9% 31.4% 21.3% 3.4% 6.1% 4.4% Edwards 1, % 6.5% 28.9% 16.0% 6.2% 21.3% 2.7% Kinney 2, % 13.6% 28.0% 20.9% 5.1% 10.9% 2.3% La Salle 4, % 16.2% 35.5% 11.7% 1.9% 9.9% 4.7% Maverick 31, % 14.7% 21.0% 18.9% 7.0% 8.3% 3.4% Real 2, % 8.2% 26.2% 27.2% 3.8% 16.8% 6.4% Uvalde 16, % 13.2% 22.2% 22.1% 10.1% 11.1% 3.9% Val Verde 29, % 11.5% 25.5% 17.9% 6.1% 12.5% 5.0% Zavala 6, % 20.0% 27.8% 14.4% 7.9% 6.6% 2.5% MRGDC: 102, % 13.5% 24.7% 18.9% 6.7% 10.2% 4.0% Texas: 17,085, % 8.8% 25.1% 22.4% 6.8% 18.5% 9.6% U.S.: 213,649, % 7.4% 27.5% 21.0% 8.2% 18.8% 11.5% Source: US Census Bureau American Community Survey Educational Attainment, Age 25+ (2016) 13 P a g e

14 population and region is almost on par with the State of Texas average, highlighting the fact that most jobs in the region may only require an Associate s Degree or less, utilizing on-the-job training for the local workforce. g. Median Household Income The MRGDC weighted average for median household income stands at $38,484, a 29.7% less than the State of Texas average of $54,727. The county with the highest median household income is Val Verde with $44,170 and Zavala had the lowest with $26,639. County Median Household Income 2016 Population Median Household Income (in 2016 dollars) Dimmit 10,794 $ 32,204 Edwards 1,911 $ 39,457 Kinney 3,590 $ 34,398 La Salle 7,613 $ 40,094 Maverick 57,685 $ 37,155 Real 3,389 $ 37,059 Uvalde 27,285 $ 39,011 Val Verde 48,881 $ 44,170 Zavala 12,023 $ 26,639 MRGDC: 173,171 $ 38,484 Texas: 27,862,596 $ 54,727 U.S.: 323,127,513 $ 55,322 Source: US Census Bureau Quick Facts (2018) 14 P a g e

15 h. Poverty The story told by MRGDC regional and constituent poverty levels is even more striking. While the State of Texas has 15.6% of its population below the poverty level, the MRGDC area has 24.2% of its population below the poverty level, nearly double the U.S. poverty level (US Poverty level is 12.7%). Furthermore, there are three MRGDC counties that experience greater than double the U.S. poverty rate; they include Dimmit, La Salle & Zavala counties. County 2016 Population 2016 Population Below Poverty % of U.S. Poverty Level Dimmit 10, % 217.3% Edwards 1, % 183.5% Kinney 3, % 157.5% La Salle 7, % 206.3% Maverick 57, % 191.3% Real 3, % 144.9% Uvalde 27, % 199.2% Val Verde 48, % 163.0% Zavala 12, % 270.9% MRGDC: 173, % 190.7% Texas: 27,862, % 122.8% U.S.: 323,127, % 100.0% Source: US Census Bureau Quick Facts (2018) Poverty i. Transportation Access The Middle Rio Grande region is comprised of approximately 14,266 square miles and, based on information provided by the Census, has a population density of (Population Density table) residents per square mile. These numbers do not accurately represent the increase in transient population since the Eagle Ford Shale oil and gas exploration new normal. This new transient population of workers and oil and gas vehicles were once seen as the largest disruption to the growth of the region and are now credited with the new normal economic growth in portions of the Middle Rio Grande EDD. During a 2018 quarterly meeting in LaSalle County put on by the Eagle Ford Consortium, Inc., community leaders revealed anecdotally that South Texas has a new normal, when referring to upward trends of the regional economy, after the oil boom and bust. Referencing the last 30 years, the economy in South Texas did not offer many opportunities for the up-and-coming working class and many sought better opportunities for their families elsewhere, sometimes following the oil business in and out of the state. In recent years, the oil industry took off in the region as it did in other parts of the world. The impact was local High School graduates being hired with starting salaries of $80,000 + and companies unable to hire people fast enough. When the price of oil started to slow-down and drastically decrease, many oil firms sold assets and moved out of the region, taking with them jobs and leaving many stranded. Over the last two years, the price of oil has started to rise and stabilize to 15 P a g e

16 the point that application for drill permits and hiring started to rise once more, this time at a more sustainable pace. The result is a new economy that offers more well-paying jobs for the region. Hotels in Cotulla are operating at about 70% capacity (Eagle Ford Consortium, Inc.), an important measure for the Hotel Capital of the Eagle Ford, home to 24 hotels. All this signifies an increase in truck traffic along some of the major interchanges, once again. These roads were not designed for this type of overuse. Small rural towns have been unprepared for the dramatic effects of the truck and commercial vehicle traffic and are seeking help from the state to assist in the planning and rebuilding of certain areas. Numerous main streets that act as major routes for local transportation have been converted into busy oil and gas transport bypass junctions that are routinely worn down and then in need of being rebuilt by the Texas Department of Transportation. The congestion in the urbanized areas where these roads intersect has led not only to deterioration in road surfaces and roadbed, but also to accidents and traffic fatalities. Senate Bill 1747 passed in 2013, to provide for the creation and support of a trust fund for county road maintenance projects. Subsequently, Senate Bill 1788 was introduced in 2015 to dedicate oil and gas revenue to maintain these roads, but did not pass. In 2017, House Bill 2861, a measure that would have allowed the Texas Department of Transportation to use tolls to fund the construction, renovation or widening of several highways was also defeated. The Middle Rio Grande region is in need of an injection of oil and gas tax revenues to offset the increased cost of road construction. Although some major operators have partnered with counties and cities to provide alternative solutions on exclusive routes, there are many areas that will continue to deteriorate and thereby lead to a downturn in local tourism and land development efforts. Without a systematic change in the redistribution of oil and gas tax revenues, communities in the Middle Rio Grande region run the risk of meeting a tipping point that may not be reversible. Major state and US highways that bisect the region include IH35, US83, US90, US57, US277, and TX85 place the MRGDC region at the crossroads of most of the significant transportation related economic activity in Texas and Northern Mexico. Amtrak train services are offered for individuals that are interested in train transportation from the Del Rio, Texas train station. Destinations served include San Antonio, Texas to the East and Sanderson, Texas to the West. Passenger transportation is available to main cities all over the United States from Del Rio. Unfortunately, there is no other station within the MRGDC EDD. In January 2019, Kinney County will break ground on the Harbor Rail Project, with plans of adding more routes to the existing network of rail lines utilized by the oil & gas industry. Map of Amtrak Train Stations within 1-Stop from Del Rio, Texas Source: 16 P a g e

17 j. Workforce Development for the Middle Rio Grande Region According to the Texas Department of Workforce Commission, Texas Career Check, the table below shows the top 25 occupations with salaries above the Texas median wage of $35,484 found in the Middle Rio Grande region. This table highlights the type of jobs that are available in the region with General Operations Manager leading the chart with a salary of $99,477 ranging all the way to Social Work with a salary of $37,567. Well-paid employment in the healthcare industry offers a diverse set of opportunities for the residents of the MRGDC counties, far beyond what the table below lists. Top 25 Occupations Making Above Texas Median Wage of $35,484, Ranked By Highest Projected Number of Jobs Added Due To Growth For The Period Rank Title Annual Salary Projected TX Annual Openings 1 Farmers, Ranchers, and Other Agricultural Managers $ 51, Elementary School Teachers, Except Special Education $ 48, Secondary School Teachers, Except Special and Career/Technical Education $ 51, Registered Nurses $ 77, Heavy and Tractor-Trailer Truck Drivers $ 39, Licensed Practical and Licensed Vocational Nurses $ 40, Middle School Teachers, Except Special and Career/Technical Education $ 49, Police and Sheriff's Patrol Officers $ 46, General and Operations Managers $ 99, First-Line Supervisors of Office and Administrative Support Workers $ 51, Clergy $ 50, Accountants and Auditors $ 65, Educational, Guidance, School, and Vocational Counselors $ 53, Insurance Sales Agents $ 53, Education Administrators, Elementary and Secondary School $ 72, Firefighters $ 48, Kindergarten Teachers, Except Special Education $ 47, Child, Family, and School Social Workers $ 37, Loan Officers $ 55, Social and Community Service Managers $ 74, Detectives and Criminal Investigators $ 76, Managers, All Other $ 97, Operating Engineers and Other Construction Equipment Operators $ 37, First-Line Supervisors of Construction Trades and Extraction Workers $ 66, Aircraft Mechanics and Service Technicians $ 53, Source: Texas Career Check, Occupation Trends by The Labor Market & Career Information (LMCI) Department of Workforce Commission 17 P a g e

18 k. Unemployment Rate The annual unemployment rate as of March 2018, for the State of Texas is 4.1%, per the Texas Workforce Commission. The Historical Unemployment Rates show that the Middle Rio Grande region has typically had a higher unemployment when compared to the US and Texas rates. Maverick (7%) and Zavala (9.1%) have among the highest unemployment rates in the state of Texas while Edwards, Dimmit and La Salle counties all surpass Texas. It should be noted that Dimmit and La Salle counties are regional outliers, due in great part, to the Eagle Ford Shale economic impact. Source: Texas Workforce Commission ( 18 P a g e

19 l. Mean Travel to Work Overall time traveled to work for the Middle Rio Grande region workers age 16+ is under the State of Texas average of 25.9 minutes. This table is reflective of local rural communities and does not take into account transient population that in some cases reported travel times of up to two hours per trajectory, daily. It is important to note that many of the MRGDC residents have longer mean travel times than the table below shows. Many live and work across county lines. Mean Travel to Work for Workers Age 16 yrs+, County Time (minutes) Dimmit 16.3 Edwards 18.0 Kinney 17.5 La Salle 19.8 Maverick 21.2 Real 16.1 Uvalde 17.2 Val Verde 19.7 Zavala 15.3 MRGDC: 17.9 Texas: 25.9 U.S.: 26.1 Source: US Census Bureau Quick Facts (2018) m. Employment by Industry Source: Texas Workforce Commission 19 P a g e

20 n. Employment by Sector Source: Texas Workforce Commission 20 P a g e

21 IV. SWOT Analysis a. Business Climate STRENGTHS Oil and natural gas business is stabilizing at a more sustainable rate Alternative energies emerging Tourism New Construction Agriculture WEAKNESSES Lack of marketing plan for entire region Quality of life not attractive to young people Limited quality housing Lower wages OPPORTUNITIES Strengthening of business recruitment Growing energy reserves Planned alternative energy plants Planned oil industry refinery Regional tourism branding Region efforts to promote and market area with assistance of site locators THREATS Fuel costs limiting independent oil and gas support businesses Limited broadband access in rural municipalities 21 P a g e

22 b. Workforce & Infrastructure STRENGTHS Location-Interstate 35, U S Highway 90 and 83 TxDOT expansion planned Union Pacific railroad access Regional airports Large capacity road systems Healthcare WEAKNESSES Lack of skilled workers for energy jobs Size of communities limits industry development of the rural areas Limited number of affordable housing units Lack of new housing developments Lack of quality infrastructure to meet population growth Lack of technology centers in the rural areas to support expansion of distance learning Telecommunications connectivity limited in entire region Transportation OPPORTUNITIES Development of oil industry training programs Planned expansion of intermodal system in La Salle County Regional plan for economic development due to partnership with UTSA IED Identify resources to provide access to high-speed telecommunications THREATS Competitiveness of other energy exploration areas luring skilled workers from region Growth outpacing infrastructure repair and development 22 P a g e

23 c. Geography & Natural Resources STRENGTHS Abundance of land Attainment Area; No major pollutants Water supply for industry Stable weather condition Beautiful natural parks Agriculture & Tourism WEAKNESSES Undeveloped land prices have increased OPPORTUNITIES Oil and gas reserves in neighboring Mexico Sustain effort to provide access to environmental data within the county with environmental agencies, ex. TCEQ THREATS Extended drought conditions throughout the region 23 P a g e

24 d. Leadership STRENGTHS Private and public partnerships strong Regional leadership summits Strong relationships between communities WEAKNESSES Lack of community administrative capacity Lack of funds to support dedicated economic and community development staff Lack of appropriate leadership development OPPORTUNITIES Partnerships with State and Federal agencies Growing tax base due to energy assessment Diversification of economic base due to energy revenue THREATS Reduced State and Federal funding Decreasing tax base due to energy assessment 24 P a g e

25 e. Economic Resilience: Strengths: In the MRGDC region, there is an abundance of strategic advantages including proximity to major roadways, railways and other transportation modes, multiple regional airports, access to oil and gas, water and other natural resources. The formation of public and private partnerships has allowed for multiple regional projects to be implemented. The MRGDC s strategic intent is to build on these strengths by supporting both the oil & gas and alternative energy sectors, by taking steps to safeguard and enhance regional water supply and air quality. By taking advantage of the transportation corridors the region must enhance non-oil & gas industry clusters such as automotive and other advanced manufacturing, logistics, and, where the region s development warrants it, other clusters such as petroleum refining and chemical products, which could become a larger factor of the regional economy if Mexican petroleum exploration yields as expected. In addition, the healthcare and education sectors have seen a significant increase in the region, particularly in the counties of Uvalde, Dimmit and Maverick. In those counties, educational and healthcare institutions are typically able to sustain stable and well-paid employment for their residents over time. The City of Del Rio International Airport recently started offering direct flights to Dallas Fort Worth, via American Airlines. This will bring much desired business opportunities to the area. Weaknesses: A lack of skilled workers continues to be a major factor in the region. The MRGDC region does not currently have access to advanced telecommunications connectivity, which is a baseline requirement for economic development in the 21 st century. The MRGDC will address these and other perceived weaknesses by allocating spending priorities toward education and skills training, infrastructure improvement and maintenance, and improving the administrative capacity of local governments. With recent court decisions affirming the legality of the Connect America Fund, The MRGDC will explore obtaining federal support for telecommunication infrastructure upgrades to support broadband access in the MRGDC rural areas. These advances should allow us to deploy technology centers to remote communities, with the possible outcome of reversing the drain of youth leaving the community for better opportunities elsewhere (brain drain). Technology and the necessary training will better prepare the youth for next generation jobs that will provide better salary competitiveness. The MRGDC will also become more aggressive in branding and marketing the region as a tourism destination and home base. Opportunities: The MRGDC has begun to strengthen business recruitment and will continue this emphasis with a strategic intent of diversifying the economic base due to increased energy revenue. In partnership with Federal and State agencies, as well as with the Institute for Economic Development at the University of Texas at San Antonio, the MRGDC will support and enhance developments such as refinery projects, intermodal transportation facilities, alternative energy projects, and housing developments for new and existing community members. Oil industry training programs will help young people to find employment in the region and oil & gas 25 P a g e

26 industry partners to find our region to be a profitable location for business. The MRGDC will promote and market the region through the use of site locators. Federal investment in the security arena have recently benefited the City of Del Rio, through moneys allocated toward Border Patrol and Laughlin Air Force Base. Threats: While no one can predict the future course of state and federal funding, it seems prudent to assume it will be level at best. If this funding declines, the MRGDC will turn more to publicprivate partnerships and solicit greater participation from industry. Even if funding generally declines, the MRGDC believes that the region will be competitive due to the likelihood of being able to demonstrate greater efficiency of funds used for specific projects and funding areas than other regions. Having been an underserved region for quite some time, the MRGDC has learned to do more with less. Other energy plays, particularly if the Cline Shale in West Texas or Mexican exploration intensifies, could, if global energy prices remain high, lure skilled workers away from the region. The MRGDC can reduce this threat by ensuring that MRGDC s workforce is well-trained and well-compensated, so that the quality of life can increase in the region. To do this, among other things, the MRGDC must ensure that infrastructure repair and development keeps pace with growth. To limit the impact of fuel cost on local businesses, the MRGDC should encourage shifting of vehicle fuel toward abundant natural gas. While the development of shale oil & gas created thousands of jobs in the MRGDC area, the large profits from the find did not make it into the pockets of area residents, and, unfortunately, there have been many negative consequences affecting the majority of the local population. For example, Section 8 housing has become practically non-existent because homeowners are realizing they can ask for and receive top dollar for rentals, thus displacing Section 8 recipients. In 2015, Eagle Ford Shale operators began decreasing production due to the world market trends, which led to mass layoffs. While management positions at the Eagle Ford Shale remained, many area residents who were at the bottom of the hierarchy chain found themselves unemployed and unable to find jobs in the area that paid the high salaries they had become accustomed to earning. f. Strategic Direction The role and relationship of the Strategy Committee with existing local, regional and state institutions is one of recommending an economic development plan at the regional level. The CEDS, or economic development plan, will lead to communities building capacities to improve their economies and provide greater employment opportunities. The economic development process, the vision under which the CEDS is developed, looks to: Support quality of life improvements Create community collaboration and networking Leverage public sector investments to support private sector investments Create a favorable business environment/climate Support existing business growth in all sectors Look at the economy with a systems approach 26 P a g e

27 Upon reviewing specific action items and a list of projects by the various communities and agencies in the local areas or region, the CEDS committee should recommend an Action Plan that represents a holistic approach driven by goals that work systematically. Once the committee has reviewed the action items they will make their recommendations to the District Board s Source: "Small, Towns, Big Ideas," p.238 Community and Economic Development committee who would in turn report to the District Board as a whole with their recommendations. In this model, the goals of creating positive outcomes, both economic and social are achieved through recruiting businesses from outside, strengthening and expanding existing businesses, and promoting the development of new business. Traditional economic development strategies and tools have been, and will continue to be pursued because of their direct, short-term positive impact on these activities. In addition, however, the Strategy Committee will pursue alternative economic development strategies and tools, because of their likely positive impact on indirect, long-term elevation of the general capability of MRGDC communities. 27 P a g e

28 The Strategy Committee will also single out for particular emphasis Community Development strategies and tools such as leadership development and capacity building, organizational support, and support for transportation and broadband communication upgrades. In these efforts, the Strategy Committee hopes to be supported by the Institute for Economic Development at UTSA, which has already assisted MRGDC communities substantially. g. Action Plan: Goals 1. Systematically pursue community infrastructure improvements through state and federal assistance programs and grant opportunities to further community development. This goal is directed towards achieving infrastructure improvements. In order to attract more business to the region, as a whole, there are much needed improvements that have to be made to basic infrastructure including roadways, sewer, and water, in all the communities. The main problem that remains is that most of the local communities do not have the means of addressing these problems on their own without federal and/or state assistance that is typically slow in coming. Oftentimes, when a problem is finally addressed there are numerous others created that it continues to be a vicious cycle. Therefore, with regards to addressing the many infrastructure needs of MRGDC communities there needs to be more long range planning in a systematic and proactive manner. The inability to adequately address the infrastructure needs of MRGDC communities adversely affects economic development, including the likelihood of the region s ability to increase homeownership for low- to moderate-income persons, entrepreneurship, or to effectively develop the tourism industry. Projects spearheaded by Cotulla City Manager, Larry Dovalina incorporating a free trade zone, will bring additional resources and diversify the local economy as the area seeks more sustainable alternatives to oil jobs. 2. Increase homeownership and rental opportunities for low- to-moderate income persons to foster community development. This goal is directed towards achieving a stable community development foundation by helping low-to-moderate income citizens afford the basics of life. A recent HUD sponsored Eagle Ford Shale Housing study conducted by the UTSA s Mexico Center and Institute for Economic Development covering Dimmit, La Salle and Zavala counties made the following recommendations to improve housing for low-to-moderate income locals: 1. Encourage Local Entrepreneurship 2. Market Rate Increase for HUD Housing Choice Vouchers 3. Incentivize Communities for Environmental Resilience 4. Modify HUD Disaster Relief Resources. Goals 1 & 3 are more attainable at the local government level while goals 2 & 4 rely on HUD to 28 P a g e

29 implement changes to its own program before local government can take advantage and improve local housing. 3. To promote tourism and visitor service industry development to expand economic development opportunities. The passage of the El Camino Real de Los Tejas Historic Trail Bill along with the opening of International Trade Center in Eagle Pass (early 2006) will make the region uniquely poised to take advantage of the inherent beauty and historic significance of many regional tourist attractions to include hunting and bird-watching. Uvalde County alone has had $83.4 million in direct visitor spending for This kind of tourism impact has yielded $2 million in direct local tax receipts for the same year. Therefore, this goal is directed at taking advantage of existing attractions and leveraging the historical significance of those not previously exploited. 4. To educate elected officials on the benefits of the economic development tools available to their communities in the region. This goal is directed toward achieving immediate results. Local government officials must be educated on the tools that the federal, state and local governments have at their disposal for economic development. Not only must they be presented with the tools, but they must be educated on the how to use those tools for their advantage. MRGDC must be the repository of this knowledge by providing the necessary skills for local government officials to tap into these economic development tools. MRGDC must become the expert in the use of these tools to guide local governments when the opportunity to use these tools arrives. Only through the education of the local government officials can regional cooperation be developed to ensure the prosperity of the entire region. 5. To develop regional economic development opportunities that pertain to the identified industry clusters supported by the Governor s Office by creating one seamless network to support and facilitate entrepreneurship region wide to create sustainable economic development. This goal is directed toward achieving immediate and long-term results. MRGDC must work with local Economic Development Corporation leaders to disseminate leads, market the region as a viable location for new industry, develop regional commitments to attract industry, and seek out potential companies looking to relocate or expand. 6. To develop the education and skills infrastructure necessary to attract industries in the clusters supported by the Governor s Office by creating an alliance between secondary and post-secondary institutions, workforce development, business development, and community and economic development entities for the advancement of vocational education and training to enhance economic development. 29 P a g e

30 This goal is directed at improving the skill base of the region s overall attractiveness to employers both existing and those wishing to relocate to the region in an overall effort to diversify both the labor pool and the industry mix of regional employers by increasing the number of college graduates and post-graduate degrees in the region on an immediate and longterm basis. In order to attract more industry to the region the level of skills, degrees and high school graduates must be increased. The current state of the region s educational system is a challenge to industry professionals looking for a highly skilled workforce. MRGDC must be the catalyst in developing a short-term and long-term plan for skills development in the region through four-year undergraduate institutions, graduate programs, technical schools and other available avenues including Academy and Charter schools at the K-12 levels. In order to achieve these goals, the Middle Rio Grande Development Council and the Comprehensive Economic Development Strategy Committee will continue to leverage resources and focus planning emphasis on the following key areas: Workforce and Education Development, Transportation and Infrastructure, Housing, Industry Diversification, Regional Marketing and Emergency Preparedness. Regional partnerships with community leaders will become even stronger by forming a true Economic Development Group to meet on a regular basis to concentrate on timely interests. Public-Private-Partnerships, or P3s, are highly supported by the state and federal government. In fact, the Office of the Governor and the Economic Development Administration have led the charge in supporting such initiatives that are tied to community development and job creation. An example of this currently taking place is the City of Eagle Pass establishing the Business & Economic Development Committee (BEDC), an initiative focused on collaborative efforts to support local and regional economic growth. Over 40 local business, community, education, government, industry, and workforce leaders representing a cross-section of the Eagle Pass Community have been invited to participate in the kick-off. The City of Eagle Pass is determined to engage our community leaders and seek their direct input, as we work towards forming Public-Private-Partnerships with multiple groups and organizations to improve local economic conditions, -Art Rodriguez, Eagle Pass City Manager ( ) 30 P a g e

31 V. Infrastructure a. Housing: All major municipalities in the Economic Development District operate and maintain public housing facilities. These facilities are for the most part for existing residents with need for them. Emphasis will be placed on achieving more public/private partnerships in order to meet the growing need for oil and gas workers in order to reduce the reliance upon man camps and other temporary housing. Accessibility of housing for non-oil & gas workers has been of great concern, as it is an issue that continues to burden residents throughout MRGDC region. There have been reports of waiting lists for sections 8 vouchers, as the demand for this service has dramatically increased over the years. More of the private home owners in the MRGDC region that typically participated in the HUD voucher program have opted out, in hopes of obtaining higher rents from oil & gas workers. This has led to a larger issue regarding property taxes. MRGDC residents are seeing their property values spike up and some are losing their homes because they simply cannot afford the newly imposed property taxes. b. Water & Waste Water: Adequate water delivery and wastewater treatment facilities exist in all but a few small enclaves where septic tanks are still utilized. The MRGDC EDD has a hazard mitigation plan that has been in effect since This plan addresses drought, flooding, hurricanes, tornados, hail and tropical storms as well as man-made hazards like fuel pipeline release, hazardous material spills, wild fires and damn failures. It provides regional mitigation actions and lists federal, state and local partners as a means to guide local leadership in the event of disaster. It is important to note that the stress of water infrastructure brought on by oil & gas industry in certain communities, was, in many instances, only alleviated by local residents installing septic tanks in their properties. Landfills were stressed to the point of surpassing their tonnage requirements early on and were closed to avoid further issues. Instances like these, left MRGDC residents stranded in extra waste which led to illegal dumping or burning of trash. c. Educational Institutions: The two postsecondary educational institutions in the District are Sul Ross State University Rio Grande College, a branch of Sul Ross State University, and South West Texas Junior College. Both are located in Uvalde, but both have satellite campuses in Del Rio, and Eagle Pass. Through an education collaborative, SWTJC offers a two year associated degree, residents in the area can receive a variety of four-year degrees in a dozen fields as well as master s degrees in education and business administration through Sul Ross Rio Grande College without leaving the region. Additional degrees to be offered are Bachelor of Science degrees in nursing, chemistry and biology and a bachelor of business administration in management information systems. The MRGDC region benefits from other degrees including LVN, RN, X-Ray technicians, dental assistant, pre-hospital care such as EMT, paramedics and advances medics as well as a law enforcement academy. The courses are offered in campuses including Del Rio, Eagle Pass and Uvalde. Both Southwest Texas Junior College and Sul Ross Rio Grande Campus are key players 31 P a g e

32 in the workforce development system in providing just in time training in various vocational and technical fields. d. Industrial Parks: The District has numerous industrial Parks. Del Rio, Uvalde, and Carrizo Springs each have one. Eagle Pass has two. The City of Cotulla presently has an area designated as an industrial area. Federally designated empowerment zones that included the five (5) counties of La Salle, Dimmit, Zavala, Uvalde, and Maverick expired in December 2009 and are no longer available within the MRG region. e. Social Services: The Middle Rio Grande Development Council collaborates with the Area Agency on Aging (AAA) that is housed in the MRGDC administration offices in Carrizo Springs. AAA supports the following services: Congregate Meals, Home Delivered Meals, One Way Trips, Health Maintenance Vision Care, Legal Awareness Contacts, Elder Abuse Publicity Efforts, Health Education Programs, and Legal Assistance Services. In Uvalde, there has been an effort to promote strong networking within social services. Standalone entities such as Southwest Area Regional Transit District (SWART), the Food Bank, and local religious church groups often work together with the MRGDC to promote good stewardship and bring needed services to rural communities. Access to this type of social and health services is further enhanced by the MRG Information and Referral Program. The Texas program, is a program of the Texas Health and Human Services Commission, that is committed to helping Texas citizens connect with the services they need. Whether by phone or internet, the goal is to present accurate, well-organized and easy-to-find information from state and local health and human services programs. MRG is one of a Network of 25 Area Information Centers (AICS) across the State of Texas Texas is a free, anonymous social service hotline that is available 24 hours a day, 7 days a week, 365 days a year. f. Emergency Response: Each county/community in the MRGDC Region provides fire protection and 911 emergency responses. The Communities of Del Rio, Eagle Pass and Uvalde have paid, full time fire departments supplemented by volunteers and a regional Office of Emergency Management in Uvalde. Due to the severe and extreme drought levels identified by Texas Commission on Environmental Quality, (TCEQ) the U.S. Forest Service maintains a local presence during the high fire dangers months of May through August. All counties ensure Emergency Medical Services, (EMS), through County based, contract firms or trained volunteer teams. The counties have strong partnerships to cover all areas regardless of jurisdictional lines. During emergency 32 P a g e

33 scenarios, the 211 staff are used to augment the State Operation Center (SOC). This is yet another example of inter-agency partnerships throughout the MRGDC region. g. Hazard Mitigation Plans: In 2012, under the leadership of the Rio Grande Institute, MRGDC worked with stakeholders across the region to create hazard mitigation plans based on the previous work embodied in Cover the Border: Hazard Mitigation Plan. 0PLAN_ pdf Customized versions of this plan were created by stakeholders in and for each of the following jurisdictions: City of Del Rio Dimmit County Edwards County Kinney County La Salle County Maverick County Real County Uvalde County Val Verde County Zavala County These plans were created by an open process involving multiple public hearings and public comment. The completed plans were submitted to the State of Texas, comments by the State were incorporated, and the plans were then submitted to FEMA. Each plan incorporated strategies and procedures for responding to and mitigating multiple classes of hazards, including: Severe thunderstorms Flooding Hazardous materials incidents Wildland fire Drought Tornadoes Fuel pipeline failure Dam or levee failure The approval letters and approved plans may be obtained directly from the individual jurisdictions. 33 P a g e

34 h. Remote Response: Each of the nine counties provides a volunteer force for remote areas. The municipalities of Eagle Pass, Uvalde, and Del Rio have full or paid fire protection teams. Brackettville uses Kinney County Fire & Rescue for their remote response. Crystal City, Carrizo Springs, Big Wells, Cotulla, Rock Springs, Sabinal, Utopia, Concan, Leakey, and Encinal each have a volunteer force. In addition to fire protection, a majority provide EMT & EMS services including the counties of La Salle, Dimmitt, Kinney, Zavala, Uvalde, Val Verde, and Maverick. While the remaining counties either have a volunteer staff or have to rely upon service from a neighboring county, everyone has access to services. Emergency response is a very important issue in the rural region due to sporadic climate changes that cause flooding, and hail damage to homes and businesses throughout the region. i. Healthcare Facilities: In many communities, there are private sector physicians and dentists that are available to MRGDC residents. In addition, skilled nursing facilities (nursing homes) are available for the aging population, where rehabilitation services are in many cases offered. The following municipalities maintain either a hospital or clinic: Community Healthcare Centers Hospitals/Districts Uvalde Eagle Pass Camp Wood Leakey Cotulla Brackettville Crystal City La Pryor Carrizo Springs Source: Community Health Development, Inc. Uvalde, Texas Uvalde Eagle Pass Carrizo Springs Del Rio 34 P a g e

35 j. Regional Projects: (1) Texas Department of Agriculture Community Development Block Grant(s) County Grant Amount Project Description Status Dimmit $36,810 Planning Studies Compete Dimmit $255,276 Street Improvements Complete Dimmit $207,800 Sewer Improvements Complete Dimmit $150,000 Infrastructure Improvements in Downtown Revitalization Complete Dimmit $310,000 Water System Improvements Complete Dimmit $500,000 Water Improvements Catarina On Going Edwards $144,797 Park, Recreational Facilities Completed Edwards $500,000 Water Improvements for Colonia of Camp Wood Hills Completed Edwards $500,000 First Time water in Barksdale and on-site sewer in other colonias Completed Edwards $138,697 Water System Improvements Completed Edwards $150,000 Sidewalk and Drainage Improvements in Downtown Revitalization Completed Edwards $350,000 Street Improvements On going Edwards $275,000 Park, Recreational Facilities Upgrades Award in Process Kinney $194,094 Street Improvements Complete Kinney $350,000 Street Improvements Complete Kinney $350,000 Street Improvements Debris Removal Complete Kinney $500,000 Water Improvements and first-time water/sewer to Macie Rd and Leona Rd Estates Complete Kinney $462,000 Water and Sewer Improvements for Kinney Co Ranch Estates and Macie Rd On Going Kinney $197,474 Fire Station Improvements Complete Kinney $350,000 Water System Improvements Complete Kinney $275,000 Water Improvements On Going La Salle $160,250 Street Improvements Complete La Salle $500,000 Water/Sewer System Improvements in Fowlerton, Gardendale, Artesia Wells, Los Angeles and Millet On Going La Salle $469,300 Water Improvements Gardendale On Going La Salle $150,002 Water and Street Improvements in Cotulla Complete Maverick $403,785 Street and Drainage Improvements Complete Maverick $800,000 Park Improvements On-Going Maverick $1,000,000 Colonia Self help center On-Going Maverick $350,000 Drainage Improvements Complete Maverick $450,000 Street Improvements on Ranchito Road and Fresno On-Going Maverick $437,292 First Time Sewer for Loma Linda On-Going Maverick $450,000 Road Improvement On-Going 35 P a g e

36 Continued County Grant Amount Project Description Status Real $149,000 Sewer System Improvements Complete Real $350,000 Water Improvements Complete Real $250,000 Side Walk Improvements On going Real $161,743 Water Improvements Complete Real $500,000 Water Improvements in Colonias of Chula Vista and Bruce Lane On going Real $79,892 Street Improvements Complete Uvalde $150,000 Sidewalk Improvements under Downtown Revitalization Complete Uvalde $363,952 Water System Improvements Complete Uvalde $350,000 Water System Improvements Complete Uvalde $55,000 Planning Studies Complete Uvalde $360,145 Water Improvements Complete Uvadle $500,000 On-site Sewer Facilities in two colonias Complete Uvalde $350,000 Water Improvements Complete Uvalde $491,850 Water and Sewer Improvements in Colonia of Knippa On Going Uvalde $350,000 Street Improvements Complete Uvalde $350,000 Pumper Truck Award in Process Val Verde $228,684 Street Improvements On Going Val Verde $249,235 Flood and Drainage Improvements Complete Val Verde $350,000 Water System Improvements Complete Val Verde $249,235 Water Improvements Complete Val Verde $380,083 Neighborhood Facilities Complete Val Verde $500,000 Water Improvements for San Felipe Pastures and Cienegas Terrace On Going Val Verde $500,000 Water System Improvements for Escondido Estates Complete Val Verde $600,000 Colonia Self Help Center Complete Val Verde $228,684 Water System Improvementsfor Comstock and San Felipe Pasture Complete Val Verde $350,000 Water System Improvements Complete Val Verde $500,000 Water Improvements Rancho Del Rio and San Felipe On Going Val Verde $450,000 Water and Sewer Improvements Award in Process Zavala $194,286 Street Improvements Completed Zavala $500,000 Sewer Improvements Completed Zavala $275,000 Street Improvements Loma Linda Subdivision On Going 36 P a g e

37 (2) Texas Workforce Commission & Education Coverage Area Grant Amount Project Description Status MRG Workforce $ 689,555 CFDA Workforce Innovation and Opportunity Act -Adult Completed MRG Workforce $ 141,254 CFDA Workforce Innovation and Opportunity Act-Adult Ongoing MRG Workforce $ 729,792 CFDA Workforce Innovation and Opportunity Act- Youth Ongoing MRG Workforce $ 806,120 CDFA Workforce Innovation and Opportunity Act- Youth Ongoing MRG Workforce $ 406,157 CDFA Workforce Innovation and Opportunity Act- Dislocated Worker Ongoing MRG Workforce $ 88,282 CDFA Workforce Innovation and Opportunity Act-Dislocated Worker Ongoing South West Texas Junior College $ 309,760 State Grant - Texas Workforce Commission- Jobs and Education for Texans Completed Brackettville ISD $ 53,037 State Grant- Texas Workfroce Commission- Jobs and Educaiton for Texans Completed 37 P a g e

38 (3) Texas Department of Transportation Construction County Work Description Completion Date Amount Maverick $ 6,794,302 Adding Passing Lanes & Surfacing Ongoing Maverick $ 193,908 Texturizing Shoulders and Centerline Ongoing Maverick $ 1,323,170 Adding Passing Lanes & Surfacing Ongoing Maverick $ 1,707,467 Resurface of Existing Highway 2/22/2018 Maverick $ 99,324 Texturizing Shoulders and Centerline Ongoing Maverick $ 56,143 Improve Traffic Signals 7/2/2018 Maverick $ 34,030 Interconnect Signals Ongoing Maverick $ 46,894 Interconnect Signals Ongoing Maverick $ 89,706 Improve Traffic Signals Ongoing Maverick $ 270,006 Resurface of Existing Highway Ongoing Maverick $ 7,395,969 Reconstruction of Existing Highway Ongoing Maverick $ 68,090 Improve Traffic Signals 7/2/2018 Maverick $ 5,807,691 Reconstruction of Existing Highway Ongoing Maverick $ 5,787,204 Widening of Existing Highway Ongoing Maverick $ 415,654 Resurface of Existing Highway Ongoing Maverick $ 79,642 Resurface of Existing Highway 5/16/2018 Maverick $ 450,736 Replacement of Bridge and Approach Rail Ongoing Maverick $ 2,977,434 Resurface of Existing Highway 2/22/2018 Maverick $ 88,400 Improve Traffic Signals 7/2/2018 Maverick $ 13,565 Improve Traffic Signals Ongoing Real $ 108,248 Centerline and Shoulder Texturing Ongoing Real $ 74,366 Centerline and Shoulder Texturing Ongoing Real $ 34,391 Centerline and Shoulder Texturing Ongoing Real $ 607,819 Seal Coat 10/1/2018 Real $ 266,732 Seal Coat Ongoing 38 P a g e

39 Continued County Construction Work Description Amount Completion Date Val Verde $ 476,632 Rehabilitation of Existing Roadway 11/22/2018 Val Verde $ 107,360 Improve Traffic Signals Ongoing Val Verde $ 35,189 Improve Traffic Signals Ongoing Val Verde $ 26,987 Improve Traffic Signals Ongoing Val Verde $ 40,736 Improve Traffic Signals Ongoing Val Verde $ 154,641 Install Traffic Signal Ongoing Val Verde $ 21,872 Improve Traffic Signals Ongoing Val Verde $ 33,152 Improve Traffic Signals Ongoing Val Verde $ 130,988 Conceate Paving Diamond Grinding 5/16/2018 Val Verde $ 426,681 Resurface of Existing Highway Ongoing Val Verde $ 761,128 Resurface of Existing Highway Ongoing Val Verde $ 428,808 Resurface of Existing Highway Ongoing Val Verde $ 373,741 Resurface of Existing Highway 2/22/2018 Val Verde $ 862,129 Resurface of Existing Highway 2/22/2018 Val Verde $ 248,968 Resurface of Existing Highway Ongoing Val Verde $ 123,939 Texturizing Shoulder and Centerline Ongoing Val Verde $ 1,941,327 Adding Passing Lanes Ongoing Val Verde $ 42,059 Concrete Pavement Diamond Grinding 5/16/2018 Val Verde $ 2,785,000 New Location Two Lane Highway Ongoing Val Verde $ 5,023,548 Rehabilitation of an Existing Highway 8/2/2018 Val Verde $ 2,667,536 Rehabilitation of Existing Highway Ongoing Val Verde $ 8,650,817 Rehabilitation of Existing Highway Ongoing Uvalde $ 621,431 Seal Coat and Pavement Markings 5/15/2019 Uvalde $ 281,346 Intersection Improvements Ongong Uvalde $ 287,427 Seal Coat and Pavement Markings 6/30/2018 Uvalde $ 4,809,679 Overlay & Pavement Markings 1/2/2019 Uvalde $ 164,158 Seal Coat and Pavement Markings Ongoing Uvalde $ 163,482 Install Advance Warning Sigals/chevrons,high friction surface tratment on Grove & Edge/Centerline Markings 3/16/2018 Uvalde $ 235,126 Seal Coat and Pavement Markings 6/30/2018 Uvalde $ 726,621 Seal Coat and Pavement Markings Ongoing Uvalde $ 12,095,104 Rehab Existing Roadway Ongoing Uvalde $ 26,947 Seal Coat and Pavement Markings Ongoing Uvalde $ 110,427 Seal Coat and Pavement Markings Ongoing Uvalde $ 190,540 Seal Coat and Pavement Markings Ongoing Uvalde $ 642,940 Seal Coat and Pavement Markings Ongoing Uvalde $ 91,666 Seal Coat and Pavement Markings 6/30/2018 Uvalde $ 25,392 Seal Coat and Pavement Markings 5/15/2019 Uvalde $ 239,102 Seal Coat and Pavement Markings Ongoing Uvalde $ 61,261 Seal Coat and Pavement Markings 5/15/ P a g e

40 Continued County Construction Work Description Amount Completion Date Dimmit $ 107,965 Install Intersection Flashing Beacon 7/2/2018 Dimmit $ 30,181 Install Intersection Flashing Beacon 7/2/2018 Dimmit $ 42,640 Modernize Flashing Beacon Ongoing Dimmit $ 9,637,842 Rehabilitation of Existing Highway 11/7/2018 Dimmit $ 52,778 Profile Edgeline Mrkings, Profile Centerline Markings 11/7/2018 Dimmit $ 7,121,347 Rehabilitation of Existing Highway Ongoing Dimmit $ 9,061,863 Rehabilitation of Existing Highway Ongoing Dimmit $ 672,492 Resurface of Existing Highway Ongoing Dimmit $ 68,865 Interconnect Signals Ongoing Dimmit $ 713,043 Resurface of Existing Highway Ongoing Dimmit $ 3,301,882 Resurface of Existing Highway 5/16/2018 Dimmit $ 28,994 Milled Edgeline and Center Line Rumble Strips 5/16/2018 Dimmit $ 16,585 Modernize Flashing Beacon Ongoing Dimmit $ 12,607,041 Rehabilitation of Existing Highway Ongoing Dimmit $ 49,570 Resurface of Existing Highway Ongoing Dimmit $ 208,851 Resurface of Existing Highway Ongoing Dimmit $ 159,611 Resurface of Existing Highway Ongoing Zavala $ 360,260 Resurface of Existing Highway Ongoing Zavala $ 433,745 Resurface of Existing Highway Ongoing Zavala $ 854,425 Resurface of Existing Highway Ongoing Zavala $ 27,882 Install Intersection Flashing Beacon 7/2/2018 Zavala $ 28,688 Install Intersection Flashing Beacon, Safety Lighting at Int. 7/2/2018 Zavala $ 141,233 Resurface of Existing Highway Ongoing Zavala $ 29,527 Resurface of Existing Highway Ongoing Kinney $ 5,717,523 Resurface of Existing Highway 5/16/2018 Kinney $ 10,169,598 Adding Passing Lanes & Surfacing Ongoing Kinney $ 149,826 Texturing Shoulders and Centerline Ongoing Kinney Edwards $ 428,372 Seal Coat Ongoing Edwards $ 93,814 Centerline and Shoulder Texturing Ongoing Edwards $ 315,741 Seal Coat 10/1/2018 Edwards $ 851,532 Seal Coat Ongoing 40 P a g e

41 Continued County Construction Amount Work Description Completion Date LaSalle $ 405,349 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 233,462 RESTORATION OF EXISTING ROADWAY COMPLETED MILL, WIDEN, OVERLAY, STRUCTURES, PAV LaSalle $ 4,688,877 MARKINGS AND SIGNS COMPLETED LaSalle $ 4,534,330 RESTORATION OF EXISTING ROADWAY COMPLETED LaSalle $ 320,617 CABLE BARRIER COMPLETED LaSalle $ 566,392 FOR THE CONSTRUCTION OF CABLE MEDIAN BARRIER COMPLETED LaSalle $ 214,778 CABLE BARRIER COMPLETED LaSalle $ 429,245 CABLE BARRIER COMPLETED LaSalle $ 367,415 CABLE BARRIER COMPLETED LaSalle $ 25,242 INTERSECTION IMPROVEMENTS COMPLETED LaSalle $ 48,128 RAILROAD REPLANKING COMPLETED LaSalle $ 23,891 INTERSECTION IMPROVEMENTS COMPLETED LaSalle $ 33,312 INTERSECTION IMPROVMENTS COMPLETED LaSalle $ 1,268,832 RESTORATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 544,712 RESTORATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 272,166 RESTORATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 6,547,938 RESTORATION OF HIGHWAY COMPLETED LaSalle $ 6,495,308 RESTORATION OF HIGHWAY COMPLETED LaSalle $ 6,380,043 RESTORATION OF HIGHWAY COMPLETED LaSalle $ 5,320,000 RESTORATION HIGHWAY COMPLETED LaSalle $ 2,459,303 RESTORATION OF HIGHWAY COMPLETED LaSalle $ 9,336,219 RESTORATION OF HIGHWAY COMPLETED LaSalle $ 12,520,000 REHABILITATION OF HIGHWAY COMPLETED LaSalle $ 206,322 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 54,034 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,455,450 RESTORATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 572,719 CABLE BARRIER COMPLETED LaSalle $ 814,477 CABLE BARRIER COMPLETED LaSalle $ 69,701 CABLE BARRIER COMPLETED 41 P a g e

42 Continued County Construction Work Description Amount Completion Date LaSalle $ 3,430,660 BRIDGE DECK REPLACEMENT (4 BRIDGES) COMPLETED LaSalle $ 1,018,309 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,068,735 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 230,735 INSTALLATION OF RAILROAD SIGNALS COMPLETED LaSalle $ 228,577 INSTALLATION OF RAILROAD SIGNALS COMPLETED LaSalle $ 12,852 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 67,289 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 32,342 TEXTURIZE SHOULDERS AND CENTERLINE COMPLETED LaSalle $ 1,242,510 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 139,792 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 5,000 PLANT TREES ON B35 WITHIN CITY LIMITS OF ENCINAL LANDSCAPE TYPE WORK COMPLETED LaSalle $ 1,734,373 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 2,149,226 RECONSTRUCTION OF EXISTING HIGHWAY COMPLETED LaSalle $ 624,438 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 11,400 TEXTURING SHOULDERS AND CENTERLINE COMPLETED LaSalle $ 1,186,924 OVERLAY COMPLETED LaSalle $ 30,080 RR REPLANKING COMPLETED LaSalle $ 30,080 RR REPLANKING COMPLETED LaSalle $ 965,664 INTERSECTION IMPROVEMENTS COMPLETED LaSalle $ 1,192,123 CONCRETE INTERSECTION COMPLETED LaSalle $ 832,126 REHABILITATION OF EXISITNG HIGHWAY COMPLETED LaSalle $ 4,767,532 OVERLAY COMPLETED LaSalle $ 30,080 RR REPLANKING COMPLETED LaSalle $ 1,232,164 REPLACE BRIDGE AND APPROACH RAIL OR ADD SAFETY END TREATMENT OR REPLACE GUARDFENCE COMPLETED LaSalle $ 3,972,084 REHABILITATION OF EXISITNG HIGHWAY COMPLETED LaSalle $ 30,080 RR REPLANKING COMPLETED LaSalle $ 30,080 RR REPLANKING COMPLETED LaSalle $ 3,104,932 FOR THE CONSTRUCTION OF THE REPLACEMENT OF AN EXISTING BRIDGE & 300 FT APPROACHES ONLY COMPLETED LaSalle $ 1,791,898 FOR THE CONSTRUCTION OF THE REPLACEMENT OF AN EXISTING BRIDGE & 300 FT APPROACHES ONLY COMPLETED LaSalle $ 3,418,711 FOR THE CONSTUCTION OF THE REPLACEMENT OF AN EXISTING BRIDGE & 300 FT APPROACHES ONLY COMPLETED 42 P a g e

43 Continued Construction County Work Description Completion Date Amount LaSalle $ 258,076 INSTALLATION OF RAILROAD SIGNALS COMPLETED LaSalle $ 88,948 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 463,611 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 435,844 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,382,248 THIN OVERLAY MIXTURE COMPLETED LaSalle $ 5,240,014 INSTALLATION OF RAILROAD SIGNALS COMPLETED LaSalle $ 4,289,218 THIN OVERLAY MIXTURE COMPLETED LaSalle $ 1,355,672 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 6,908,417 WIDENING AND REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 136,618 RIGHT OF WAY ACQUISITION AND UTILITIES COMPLETED LaSalle $ 447,670 RESURFACE OF EXISTING HIGHWAY COMPLETED FOR THE CONSTRUCTION OF SIDEWALK LaSalle $ 242,635 IMPROVEMENTS COMPLETED LaSalle $ 341,114 INSTALL TRAFFIC SIGNAL COMPLETED LaSalle $ 1,477,057 REHABILITAITON OF EXISTING HIGHWAY COMPLETED LaSalle $ 145,803 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,149,458 NEW LOCATION TWO LANE HIGHWAY COMPLETED LaSalle $ 8,751,319 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 309,543 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,075,623 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 1,518,810 REHABILITATION OF EXISTING HIGHWAY COMPLETED LaSalle $ 5,687,629 RESURFACE OF EXISTING HIGHWAY COMPLETED LaSalle $ 567,073 REPLACEMENT OF BRIDGE AND APPROACH RAIL COMPLETED LaSalle $ 10,878,130 REHABILITATION OF EXISTING HIGHWAY CONSTRUCTION 43 P a g e

44 VI. Evaluation Framework MRGDC and the CEDS Committee will use the following performance measure to evaluate performance and compliance with the CEDS on an annual basis. This CEDS will undergo continuous process improvement effort to ensure that it remains a living and learning document, which both prompts and documents the region s progress. Middle Rio Grande has an Economic Development Administration funded planning organization that will also submit annual reports to EDA. Reports will contain any adjustments or updates that need to be made to the CEDS in the future. They will also evaluate the previous year s economic development activities and any significant changes in the region s economic conditions to include number of jobs created and retained types of private and public investments undertaken, and changes in the economic environment of the region. Finally, the Committee will evaluate the effectiveness of meeting goals of the strategy. 44 P a g e

45 Appendix a. Dimmit County 45 P a g e

46 b. Edwards County 46 P a g e

47 c. Kinney County 47 P a g e

48 d. La Salle County 48 P a g e

49 e. Maverick County 49 P a g e

50 f. Real County 50 P a g e

51 g. Uvalde County 51 P a g e

52 h. Zavala County 52 P a g e

53 i. Val Verde County 53 P a g e

54 Middle Rio Grande Development Council 307 W. Nopal Carrizo Springs, Texas (830) P a g e