2014 mid-region council of governments annual report

The Mid-Region Council of Governments continues to provide essential and sustaining assistance to the varied public agencies of Bernalillo, Sandoval, Torrance and Valencia Counties … in effect, valuable service to the public servants in our communities. We all understand that many government responsibilities and tasks know no boundaries and require consultation, coordination and cooperation

from many separate participants. These are functions that MRCOG performs so well. In addition, with its reputation for staff excellence and professionalism, the State of New Mexico calls upon MRCOG to address and advise on regional planning, transportation, water resource, and economic development challenges.

As an elected official of the Village of Corrales, a small member with very limited resources, I have particularly appreciated the willingness of the MRCOG staff to address my concerns. And, I have been flattered by the encouragement I received from elected and appointed officials from the much larger county and city governments of our region. Thank you all for the opportunity to serve as Chair in 2013-2014. Philip Gasteyer

As we reflect on the past year, there are many reasons to take pride in MRCOG’s mission and the vital resources it provides its member communities. From transportation planning to economic development – the COG was instrumental in facilitating many key partnerships.

Of particular importance, I believe, is in the area of “Scenario Planning.” This valuable tool allows MRCOG to expand its approach to long-range planning by assessing various ways in which we might grow, while examining the impacts that growth will have on our transportation infrastructure, land consumption, and air quality.

MRCOG is also forging new ground in its transportation studies: currently, the COG is involved in three “Bus Rapid Transit” (BRT) studies in the region , all aimed at improving service, increasing access and addressing capacity on our roadways.

Rio Metro has made progress on many projects over the past year including a partnership with the City of Albuquerque and the NM Department of Transportation to open the Montaño Transit Center — a new station providing bus and Rail Runner connections to Albuquerque’s North Valley. Rio Metro also introduced us to “Trax”, the Rail Runner’s new mascot dedicated to promoting safety.

The Workforce Connection of Central New Mexico has held over 50 on-site job recruiting events which resulted in aiding employers to recruit for more than 2,000 job openings. There has also been a renewed focus on helping youth transition into the workforce to ensure a successful future.

An major effort to develop a regional brand in order to better promote the region brought all of our regional partners to the table in the past year. The COG has also been instrumental in assisting the University of New Mexico in applying for and receiving funds for “Innovate Albuquerque” – a project to create space where artists and engineers can work together to grow business.

So, there is much MRCOG can be proud of this past year. Of course, none of this could have been accomplished without the support of our elected officials, our member agencies, and our loyal MRCOG Staff – all had a hand in the benefits that these efforts offer to all who live and work here in the Central Region.

Sincerely,

A Message from the Outgoing MRCOG Board Chair

A Word of Welcome from MRCOG Executive Director, Dewey V. Cave

Moriarty City Councilman Steven Anaya has an extensive history of public service at the local, state and federal levels. Additionally, he served as MRCOG Chair once. He currently is Chief Executive Officer of the 6,000 member REALTORS® Association of New Mexico (RANM) headquartered in Santa Fe. Steven has been involved in housing policy for

over twenty years, serving as Director of FannieMae’s NM office and prior to that serving as State Director of USDA Rural Development. Steven’s number one issue as MRCOG Chair is economic development. His vision is sustainable job growth, in the entire region, through public and private partnerships.

About the IncomingMRCOG Board Chair

MRCOG 2014 Annual ReportPage 2

Futures 2040Metropolitan Transportation Plan

Scenario PlanningScenario planning allows us to develop a more proactive approach to long-range planning in our region by comparing different ways we might grow and assessing the impacts that these different growth patterns will have on issues such as transportation infrastructure costs, land consumption, and air quality. There is not one certain future; rather, we need to start planning for what we would like to see happen in the future. Scenario planning not only allows for better quantitative analysis of potential futures, but it also helps improve collaboration among municipalities, and can be a framework for regional discussions on the trade-offs of different growth patterns and the development of new land use policies and transportation investments.The Mid-Region Metropolitan Planning Organization (MRMPO) is working

on updating the region’s long-range transportation plan for the Albuquerque Metropolitan Planning Area, Futures 2040. The plan covers all of Bernalillo County, Valencia County and parts of Sandoval County including Rio Rancho. It has a 20-plus year horizon and looks at projected population and employment growth to anticipate future transportation needs. The plan is important not only because it helps direct spending of transportation funds, but also because it affects how our region will develop in the future.

Futures 2040 helps our region take a careful look at our needs so we can determine our transportation priorities and which projects best meet our needs. In this plan update, scenario planning, including climate change considerations and analyses, is being incorporated into the plan. In addition, the plan is being developed with an awareness of changing conditions, such as the trend for people to drive less, shifting demographics and market preferences as well as the connections between transportation and land use, public health and economic development. Through the scenario planning process, greater coordination is being fostered between land use and transportation planning in our region.

Metropolitan Transportation Plan Futures 2040Futures 2040

A Land Use and Transportation Integration committee (LUTI) was formed in 2013 to discuss regional challenges and coordinate among jurisdictions where projects and planning efforts have regional implications. This committee includes land use and transportation planners and engineers from local municipalities, including Rio Rancho, City of Albuquerque, Los Lunas, Belen, Valencia County, Bernalillo County, the NM Department of Transportation, Rio Metro, and ABQ Ride. This group meets monthly and is the steering committee for integration of scenario planning into Futures 2040.

MRCOG 2014 Annual Report

To start the scenario planning process, MRMPO reached out to a variety of stakeholders to identify the most pressing challenges facing our region. The list of six issues shown are a result of that outreach, which included conversations with health, housing, economic and land use development professionals as well as the general public and policy makers.

Once these challenges were identified, three conceptual scenarios were developed to test the effectiveness of various growth strategies in addressing regional needs: 1. Continuing Historic Trends, 2. Emerging Lifestyles, and 3. Balancing Housing and Jobs (see next page).

The last step is for MRMPO, along with other regional stakeholders, to evaluate the performance of each modeled growth scenario, select a preferred scenario, and develop strategies to move towards that preferred scenario. Integrating this type of analysis is key to developing core regional strategies for the Metropolitan Transportation Plan and creating a more economically viable and environmentally sustainable future.

Main Challenges Identified for the Region

1. Water Sustainability and Environmental Impacts Improve water conservation through reuse, delivery and development patterns. Better understand current water resources and future availability and how transportation decisions impact our environment.

2. Economic Development Identify the best ways to achieve economic vitality that take health and quality of life into consideration. Develop a sustainable, diversified, attractive, and resilient local economy. Work to retain families and the younger generation.

3. Diverse Housing and Transportation Options Improve roadway and trail connectivity and design. Create a transportation network that allows safe and convenient options to walk, bicycle, take transit and drive. Support a variety of housing options for people of all ages and incomes.

4. Balance of Jobs and Housing Effectively use compact development and infill to balance housing and jobs and decrease travel distances to services and transit stations. Reduce pressure on the transportation system by limiting sprawl development.

5. Focus on Activity Centers Support public spaces that foster social life with a mix of housing, retail, and workspace. Improve existing centers and strategically locate new activity centers. Provide a unique variety of great places accessible by transit for entertainment and arts, to gather, or to run errands

6. Historic and Rural Preservation Preserve cultural heritage, balance rural character with urban growth, and respect and acknowledge the difference between our local neighborhood and regional identities. Ensure historic preservation in main streets and original town sites. Address agriculture preservation issues.


Allowable Uses and IntensityThis scenario is derived from existing zoning and comprehensive plans across the region. In effect, this scenario depicts what type of development can be pursued over the next 25 years under existing plans and policies. Aggregated zoning categories were developed based on information about allowable dwelling units per acre, floor-to-area ratio, and land use types. Policy information from various plans throughout the region were also included, from the City of Albuquerque/Bernalillo County Comprehensive Plan, the Rio Rancho Development Vision, and the Valencia County Comprehensive Plan, with particular attention to identified centers and corridors.

Emerging LifestylesThis scenario reflects a range of trends in housing preferences and travel behavior across the region. Emphasis is placed on compact development in targeted locations near transit to meet the demands of a range of age demographics, and from a transportation perspective, an increased preference for alternative modes and increased spending on public transportation. Parcels within a ¼ and ½ mile of existing and future high frequency transit stops were designated for medium-density and high-density mixed-use development and multi-family.

• Focuses development on activity centers and corridors near premium transit• Multi-family housing near transit• Greater emphasis on mixed-use development• More transportation options and increased preference for proximity to services and entertainment

Balancing Housing and JobsStakeholders across the region have expressed a desire to see a balanced approach to development. In this scenario new job growth and commercial development is the focus in Rio Rancho, west Albuquerque, village and town centers, and unincorporated Bernalillo County. In addition to bringing job sites to predominantly residential areas, housing is targeted around existing employment sites. New centers also emerge in Valencia County around Belen intermodal facility and UNM campus.

• Additional jobs created in predominantly residential areas, in particular Rio Rancho and along the Westside• More high-density housing options near existing employment centers• Funding shares for transportation modes stays the same over time, allowing for a greater level of investment in new roadways


Addressing the Impacts of Climate ChangeThe Central New Mexico Climate Change Scenario Planning Project is a partnership undertaken by various federal agencies to integrate climate change impacts into the development of the Futures 2040 Metropolitan Transportation Plan. In particular, the project considers the effectiveness of transportation investments and land use strategies in reducing greenhouse gas emissions and reducing the risks of climate impacts (e.g., droughts, wildfires, and flooding) on the built environment.

The project has helped build collaboration among agencies in the region and has provided insight into local climate change impacts. Over the last four decades, average temperatures in the middle Rio Grande basin have increased at twice the global rate. The trend toward higher temperatures is expected to continue, with implications including increased energy demands and roadway infrastructure maintenance needs, to name a few. Precipitation patterns are also likely to be affected. Overall rainfall levels may not change significantly, but the timing and intensity of rainfall events can affect the incidence rates of droughts, wildfires, and flooding. These changes in temperature and precipitation patterns can also impact the availability of water resources through both the timing and quantity of water delivered to the Mid-Region via the Rio Grande and the San Juan-Chama Project.

One particular way in which the project integrates new analysis into long-range planning is by calculating water resource availability and projecting potential water demand. A recent study by the Bureau of Reclamation indicates surface water resources will indeed decline over time as a result of changing climate conditions. Through careful planning and innovative efforts such as the San Juan-Chama project, the region can ensure sufficient water resources for many decades to come. However, long-term conservation efforts are still critical, and it is important to recognize that water is consumed at different rates depending on the land use, such as office parks or major industries, and housing types, including single-family and multi-family. Through Futures 2040 scenario planning efforts that consider the different forms that growth may take, we can better understand how much water may be required for different types of commercial and residential uses, and plan accordingly.

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Temperature, Precipitation, Rio Grande Flow, and San Juan/Chama AllocationHistorical Averages (1950-1999) vs Forecasted 2040 Levels

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*Precipitation data shows the highest level of uncertainty. Whereas all forecasts show temperature increases, only some show precipitation decreases.

Temperature, Precipitation, Rio Grande Flow, and San Juan/Chama AllocationHistorical Averages (1950-1999) vs Forecasted 2040 Levels


Public InvolvementMRMPO is undertaking a concerted public outreach approach with the 2040 Metropolitan Transportation Plan, Futures 2040. Although MRMPO is still holding public meetings and visiting neighborhood coalitions, this plan update includes newsletters, focus groups, public surveys, tabling at events, Facebook and capitalizing on mass media contacts. Key to this effort is Travel Times, MRMPO’s monthly eNewsletter. This newsletter provides regular contact with the public which provides a great foundation for continued engagement.

This plan update has also rolled in a wide variety of focus groups including public agencies, elected officials, rural representatives and public health officials to aid with the plan’s future scenario development. In order to get broad perspectives on both scenario development and transportation in general, two public surveys have been implemented that help to answer and evaluate the challenges and trade-offs. In addition, MRMPO is working on reaching out to new people through social media and tabling at local events.

To date, two major rounds of public outreach for the MTP in general have been held: during the fall of 2013, and during the spring of 2014. The fall meetings announced the beginning of the plan update, and asked people what they thought the largest challenges facing this region are.

The second round of public outreach updated the public on public survey results and challenges identified. Feedback on was also sought on the draft scenario concepts. During spring 2014, a second public survey was distributed, with questions geared toward refining the draft scenario concepts.

The fall of 2014 will see the release of a review draft of Futures 2040, as well as another public outreach in order to gather feedback on the draft plan, including the preferred scenario. In the meantime, MRMPO will be giving presentations to interested groups, evaluating its outreach to underserved and underrepresented communities, and work on a short video about the MTP to augment its regular outreach efforts.

New Mexicans’ Views on TransportationPublic Questionnaire, Oct. 2013 - Jan. 2014 (1,371 respondents)


TransportationStudies

MRCOG is a professional planning agency that performs transportation studies on an ongoing basis. Some of these studies generate data which is then used as an input into developing our transportation plans for the region. Examples are our ongoing traffic data collection efforts in the four-county area, trail traffic data collection program, surveys and questionnaires.

Staying up to data on the latest technologies and best practices where it comes to transportation planning is key. The Adaptive Signal Control Study MRMPO conducted on Alameda Boulevard shows that new technologies can not only improve our traffic flow and the efficiency of our existing transportation infrastrucutre, it can save the region money by making it unnecessary to build more lanes.

Three Bus Rapid Transit (BRT) studies currently underway are establishing the framework for an enhanced system of transit service to provide connections between many of the region’s key destinations. This system would provide the transit amenities employers and area residents are looking for in the place they call home.

Bus Rapid Transit (BRT) StudiesBus Rapid Transit or BRT combines many features of rail transit with the flexibility of buses. BRT is the most cost-effective technology for the City of Albuquerque’s current population and future ridership estimates.

Some key elements of BRT include:

• Dedicated road, lane or mixed traffic route• Frequent service• Prioritized signaling at intersections• Pre-boarding ticketing• Level boarding• Stops that are anywhere from 1/4 to 1/2 mile or more apart

Bus Rapid Transit provides quick and efficient bus service with increased dependability and timeliness. By purchasing fare tickets at nearby kiosks, BRT can reduce dwell time — the amount of time a bus is standing still to pick up passengers — which greatly improves service speed. This, combined with advanced signal timing and a dedicated lane, allows the BRT to move more easily through traffic. BRT, while designed to look and operate like trains, is a considerably less costly alternative to light rail.


The route would originate in the area of Southern and Unser Boulevards in Rio Rancho, travel to Paseo del Norte via Unser, and continues east on to the North I-25 corridor. From there it runs south on Jefferson Boulevard to UNM and CNM.

MRCOG is working with local agencies to develop an implementation strategy for the route, including timeline, sources of construction and operating funds, timing of federal funding applications, and other issues. Since land use patterns are one of the principle obstacles to transit achieving its full potential, a critical element of the study is promoting transit-supportive land use patterns.

2. UNM/CNM/Sunport Transit StudyThe UNM/CNM/Sunport transit study identified a Locally Preferred Alternative. A technical analysis aa well as stakeholder and general public input identified a Bus Rapid Transit route running along University Boulevard between Menaul Boulevard and the Sunport as the alternative that best meets the area’s transportation challenges – and opportunities. Most of the route would consist of bus-only lanes to bypass traffic congestion and improve travel times. Preliminary ridership projections estimate that approximately 17,000 people per day would use the service, making it the highest ridership route in the City. The operation concept calls for buses running every 5-10 minutes in the core service area during weekdays, and every 15 minutes on weekends.

In December, the Rio Metro Regional Transit District (RMRTD) passed a resolution establishing itself as the project sponsor and as such will take the lead on obtaining federal funding for the project. The RTD is currently working with project stakeholders to assemble the local funds needed and with ABQRide to coordinate federal funding requests.

1. Paseo del Norte StudyArguably the most critical transportation challenge facing the metropolitan area is its limited river crossing capacity. While no additional river crossings are currently being considered, the number of people needing to cross the river is projected to double by 2035. The Paseo del Norte High Capacity Transit Study identified that BRT can play a critical role in meeting this increased demand by increasing the number of people – not the number of cars – that can cross.

3. Central Avenue Bus Rapid TransitABQ RIDE and the Rio Metro RTD are coordinating on the planning of the design, operations and funding options to help ensure that the region’s future BRT system seamlessly meets the many of the region’s transportation, land use and economic development needs.The City of Albuquerque is looking at providing BRT service along Central Avenue. ABQ RIDE began the evaluation process with a feasibility study to determine the operational and financial possibility of a BRT system.

Recently, ABQ RIDE reached a milestone in the process by receiving permission from the Federal Transit Administration (FTA) for entry into Project Development. That is, it will now study the physical and environmental factors and impacts of instituting a BRT system. A potential second BRT route could link the Central Avenue area with a University Blvd corridor BRT. The initial BRT would be located along Central Avenue where many of Albuquerque’s most important destinations are located, including Downtown, UNM, CNM, Presbyterian Hospital, Old Town, the BioPark, libraries and retail centers.


Innovation Central TIGER Grant ApplicationThe City of Albuquerque and the RMRTD collaborated on the development of the “Innovation Central” TIGER grant application, a proposal to use transit to create jobs and education opportunities. The goal of Innovation Central is to improve pedestrian connections between the Alvarado Transportation Center/Rail Runner station and the surrounding employment, education, and service destinations - notably Innovate ABQ, CNM’s “STEMulus Center” and the Convention Center. To reconnect Downtown with the EDo neighborhood, the proposal also includes a grade separated pedestrian crossing of the Rail Runner tracks at Copper Avenue and at-grade pedestrian improvements at Central Avenue and the rail road tracks. The application also includes improvements to the Rail Runner tracks, signalization and communications systems, and the station will reduce the travel times of trains by five minutes, improve on-time performance, and provide additional rider amenities.

The total cost of Innovate Central is $20.6 million, of which the application requests $15.2 million in TIGER funds. The remaining funds will be provided by the City and RMRTD.


Trail Traffic StudyAlbuquerque, New Mexico is one of twelve urban areas participating in the Rails-to-Trails Conservancy’s Trail Modeling and Assessment Platform (T-MAP). T-Map will establish the first-ever national network of trail traffic monitoring stations in the U.S. to gather data on activity on trails systems in 12 urban locations across the country.

T-MAP will, for the first time, use mathematical models to assess the broad impact of future trail components, and calculate the return on investment of a proposed trail facility. “This is the kind of forecasting tool that has been used in roads planning for decades,” says Tracy Hadden Loh, RTC’s Director of Research and the chief architect of T-MAP. “That’s why we’ve come to see roads projects as ‘needs’ – because we can firmly calculate their impact. Decision-makers give credence to quantitative methods for prioritizing transportation investments. The goal of T-MAP is to provide that rigorous, quantitative evidence of the impact of trails projects.”

The two new locations for trails counts are at the Paseo del Nordeste Trail along the Hahn Arroyo near San Mateo, and the Paseo del Norte Trail near the Journal Center/Los Ranchos Rail Runner Station.

The Paseo del Nordeste Trail was chosen because it provides great immediate connections between Montgomery Park, Palo Duro Senior Center and Erna Fergusson Library as well as important connections to the North Diversion Channel trail. We are eager to observe if this trail has more pedestrians

and activity on weekends since it is in a very urban area. From historical Bike to Work Day counts this trail has also had among the highest number of observed cyclists. Given the urban nature of this setting we are also seeing much higher pedestrian use in this location.

The Paseo del Norte Trail, as its name implies, runs parallel to Paseo del Norte, one of the region’s most important roadways for commuter traffic. Trail counts here will help monitor how people use alternative modes for commutes and to see how the completion of the Paseo del Norte-I-25 interchange will affect trail volumes. This location also provides an important link between the nearby Rail Runner Station and the Journal Center employment area.

The counters work by a combination of passive infrared and inductive loop technology that separately monitor pedestrian and bicycle traffic (see photo showing equipment installation to the left).

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Paseo del Nordeste Trail (near Erna Fergusson Library)

Weekday Trail Users by Hour Monday June 9 – Friday June 13, 2014

Paseo del Norte Trail

Weekday Trail Users by HourMonday June 9 - Friday June 13, 2014


Alameda Blvd. Travel Time StudyWith funding for transportation projects becoming increasingly limited, agencies are turning to creative solutions to provide reliable transportation options and improve conditions for commuters across the Rio Grande. An emerging strategy to improve travel times is the use of technology to respond to real time traffic conditions and adjust traffic signal patterns in a flexible manner.

In fall 2013, MRCOG conducted a study on the impacts of a series of adaptive traffic signal control devices installed by Bernalillo County along a two-mile stretch of Alameda Blvd between Loretta Drive and 2nd Street. Adaptive signal control technology offers a flexible approach to traffic management by adjusting the duration of the traffic signal according to the observed traffic patterns. This serves to distribute signal “green time” equitably for all travelers through measures such as lengthening signal lengths when traffic is heavy and reducing wait times at signals when traffic is light. Ultimately these adjustments can serve to reduce congestion and create smoother traffic flows.

The MRCOG study offered a chance to test this technology locally to determine how effective such a system might be in addressing transportation challenges in the Mid-Region. The study compared driving conditions for multiple days when the previous traffic signal timing plan was in place to multiple days one week later when the adaptive signals were activated. The study also calculated the impacts on side streets to investigate whether or not the adaptive signals had an impact on vehicles trying to cross or turn onto Alameda Blvd.

Remarkably, the study showed clear improvements for travelers on both Alameda Blvd and along the side streets analyzed (i.e., Rio Grande Blvd, 4th St, and 2nd St). The system proved most effective in the peak direction and in the peak commuting periods, the times and the direction when the greatest numbers of vehicles are on the roads. Although the system had less impact in other times of day, such as mid-day, this was generally due to the fact that average speeds were already at reasonably high levels.

Impact of adaptive traffic signals along Alameda Blvd•Reduction in travel time in eastbound direction (AM peak period): 25%•Reduction in travel time in westbound direction (PM peak period) : 20%•Average reduction in travel time for all Alameda Blvd travelers: 10%

Another way to consider the benefits is the time savings per person. Travelers along Alameda Blvd moved east through the corridor almost two minutes faster per person in the morning and about one minute faster per person traveling west in the afternoon. When you consider the thousands of travelers just during the AM and PM peak periods, the travel time savings for all travelers is more than 75 hours per day!

The most surprising finding was that at the same time travel times improved on Alameda Blvd, drivers on side streets in the study area spent on average 11 fewer seconds waiting to cross Alameda Blvd when the adaptive traffic signals were activated than under the previous signal timing plan.

The study demonstrates that the use of such technology is a promising and cost effective strategy for improving travel conditions and getting the most out of the existing roadway system.

Recreate this image and combine with pic of Alameda bewtween Loretta Dr. and 2nd St.

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Mid-Region Travel SurveyThe last time travel behavior was thoroughly studied in the MRCOG region was in 1993. A lot has changed since then. In 1993, the four-county area was home to less than 400,000 people, compared to almost 900,000 today. Transit played only a tiny role in regional travel, bicycle facilities were far less developed, and the Big I did not yet exist. What is more, the early 1990s was a time when New Mexicans were driving longer distances every year, whereas today the number of miles driven per person each year is declining.

Consumer preference surveys indicate that travel behavior is indeed changing across the country, with increased desire for alternative modes of transportation and shorter trips, and large variations in travel patterns from generation to generation. But travel behavior has not been studied in much detail in central New Mexico until now.

The Mid-Region Travel Survey asked 5,000 people from nearly 2,500 households across Bernalillo, Sandoval, and Valencia Counties to record all the trips taken during one weekday in the fall/winter of 2013. Residents of 500 of those households were also asked to carry a GPS device to record not just their destinations, but the routes they took and the time required to make their trips.

The purpose of this study is to understand how behavior varies based on age, income, household size, vehicle ownership rates, home location, and other factors. For example, the survey demonstrated that distance traveled varies greatly by age group, even if the number of trips per person does not. Persons age 16-31, roughly equivalent to the Millennial generation, travel just over 22 miles per day. That total is 40 percent lower than persons age 32-49, which corresponds to Generation X. Persons over age 50 also tend to travel shorter distances each day, due in part to the fact that not as many of them are

commuting to work.

Ultimately this data will enable more accurate forecasting of future travel demand and will help agencies prioritize transportation investments to best serve regional needs. A copy of the survey final report is available on the MRCOG website.

County Participating # Trips Miles Traveled Households per Day per Day

Bernalillo 1658 4.0 22.8Sandoval 464 3.8 32.6Valencia 349 3.6 40.4


Rio MetroRegional Transit District

The Rio Metro Regional Transit District is much more than the New Mexico Rail Runner Express. It is in fact the primary transit provider for Bernalillo, Sandoval and Valencia counties in central New Mexico, offering transit service between municipalities and across county lines. Rio Metro manages the New Mexico Rail Runner Express commuter rail and select bus routes in the three county area. The agency’s top priority is providing service that enables customers to access regional destinations, a critical transportation need since tens of thousands of trips occur each day between different cities, towns, tribal communities and counties in the service area.

Rio Metro’s fleet includes nine locomotives and 22 rail cars for the New Mexico Rail Runner Express as well as 23 buses for Valencia County operations and 10 buses for Rio Rancho operations. In addition, Rio Metro contracts with All Aboard America for operations of six buses for routes in rural Sandoval and Bernalillo counties. Rio Metro also helps fund a portion of ABQ RIDE bus routes in the city that primarily connect with the Rail Runner Express.

Montaño Station Open2014 saw the opening of the newest New Mexico Rail Runner Express station. Located within the Montaño Transit Center, the Montaño station officially opened on April 7, 2014 with a ribbon cutting and dedication ceremony. The station is open seven days a week and serves residents of Albuquerque’s North Valley and the Montaño/Montgomery river crossing corridor.

The Montaño Transit Center provides both bus and rail connections to Albuquerque’s North Valley area. The $7.1 million center (78% federal money, 22% local funding) features a pueblo-revival style rail platform and a 291-space parking lot to handle transit riders using the New Mexico Rail Runner Express and ABQ RIDE buses. The center also features bus bays, bicycle racks and lockers, and free Wi-Fi service.

“The Montaño Transit Center is a foundation for planning for future transit service in the North Valley and east/west connections such as Montaño-Montgomery, as well as connections to a Rail Runner station,” said Bruce Rizzieri, Director of ABQ RIDE. “And its green features, such as LED lighting and solar panels, will serve as a template for similar construction in the future.”

MONTANO TRANSIT CENTER OPEN IMAGE FROM MICHAEL JIRON


Google Trip PlanningPlanning your trip on the New Mexico Rail Runner Express is now easier than ever. Web mapping service provider, Google, added Rio Metro’s Rail Runner and commuter buses to its transit database in March 2014. Passengers are now able to type their destination location and arrival or departure times into the web based program, and their computers or smart phones will map out a step by step transit route to take.

“Google Maps provides a real benefit to Rio Metro customers, not only through ease of use, but also to be able to locate all of their trip information in one place”, says Terry Doyle, Director of Rio Metro Regional Transit District. “We’re very excited about being able to engage our customers in the latest technology that will help make their journeys that much easier.”

Whether it’s a connection through ABQ RIDE, Amtrak or various other transit agencies, Google’s mapping service provider can plan your connections. Google can even calculate total fare, including transfer fees.

Additionally, Rio Metro developed a special trip planner module for the front page of the website. Passengers can enter their start and end points, and the trip planner will calculate their route using public transportation, including the New Mexico Rail Runner Express, Rio Metro, ABQ RIDE and NM Park ‘n Ride buses.

National Train DayThe Rio Metro Regional Transit District hosted its 4th annual National

Train Day event on May 10, 2014 at the Alvarado Transportation Center in downtown Albuquerque. More than 5,000 attendees enjoyed an afternoon of family fun. National Train Day featured exciting and educational activities for people of all ages, focusing on the history of the railroad in New Mexico and

rail safety. It also showcased the many great public transportation services in New Mexico, including the New Mexico Rail Runner Express.

Some of the activities at this year’s National Train Day included mini train rides, bluegrass music, model railroad displays, train tours, transportation and

safety exhibits, hands-on science activities and more. The event was a huge success thanks to the hard work of the Rio Metro staff and more than 40

volunteers from various organizations and museums throughout New Mexico.


Introducing Trax, the Rail Runner MascotThe Rio Metro Regional Transit District Marketing Department developed a new mascot this year. Trax, a friendly red roadrunner, was unveiled at the May 2, 2014 Albuquerque Isotopes game to a crowd of thousands. The mascot was developed to promote rail safety and to be a recognizable face for the New Mexico Rail Runner Express.

Since his debut, Trax has been busy visiting with people at baseball games and special events, riding the train and making appearances at the stations. He has also participated in rail safety presentations at area schools. Trax will be a continued part of the RMRTD marketing plan in FY15.

Rio Metro Marketing AwardsThe Rio Metro Regional Transit District Marketing Department took home 17 marketing awards during FY14. The awards came from the Southwest Transit Association, the American Public Transportation Association and the International Academy of Visual Arts. Rio Metro was honored with two Grand Prize awards, eleven First Place awards and four Second Place awards.

The two Grand Prize awards came in the Overall Marketing category from the Southwest Transit Association and the Overall Campaign award from the American Public Transportation Association for the Next Generation of Riders campaign.

Rio Metro was honored to receive awards not only for our overall campaigns, but in other categories including television, print, mixed media, website, social media and advertising.


Workshops andPlanning Assistance

MRCOG’s mission is to strengthen individual communities by identifying and initiating regional planning strategies through open dialogue and collaboration between the member governments. One of the ways that MRCOG accomplishes this is by providing specialized technical assistance to member communities, including the review and revision of land use ordinances, comprehensive land use planning and CDBG application support. These workshops and trainings are attended by communities and organizations throughout state.

This year, MRCOG coordinated with the New Mexico Department of Finance Administration (DFA) to host several ICIP workshops providing overall instruction and hands-on computer training. Additional technical assistance includes planning commissioner workshops. With this year’s workshop discussing the legal framework for land use decisions, rural economic development and redevelopment led by local experts. This summer, specialized training was offered through a partnership with the Department of Energy. This workshop helped communities learn about their solar options for individual and community based alternative initiatives.

Solar WorkshopMRCOG worked with the Department of Energy (DOE) SunShot Solar Outreach Partnership (SolarOP) to host a free interactive workshop for local governments in Central New Mexico interested in creating local-level solar programs. The workshop provided actionable information to create local solar policies, navigate the permitting process and convened a local panel working in solar implementation.

The solar workshop also addressed these topics: 1. The benefits and barriers of solar development in Central NM2. Understanding the regulatory landscape of solar3. Getting communities in Central NM solar ready4. Innovative financing options for solar projects

Attendees included administrators, planners, elected officials, code officials, solar experts, academic representatives and community members. The workshop ended with a solar policy development activity in which attendees were asked to work together to discuss potential strategies to implement a local solar policy. A number of key “best practice” areas were identified to bolster solar locally including: integrating solar in plans, zoning, and guidelines, expedite solar permits, expanding solar financing options and implementing a solarize program. Lastly, attendees were asked to make a pledge to furthering solar locally. The SolarOPs team will follow-up with MRCOG to identify local governments interested in further training that would include targeted technical assistance to develop a solar policy in Central New Mexico.


Dan Burden Walkability WorkshopMRCOG provides staff support for the New Mexico Complete Streets Leadership Team whose mission is to improve the health and safety of New Mexicans by increasing active transportation options via Complete Streets policies and practices by state, local and tribal governments. Complete Streets are streets that are designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities.

The Complete Streets Leadership Team in partnership with AARP, and the UNM Center for Injury Prevention Research and Education brought walkability expert and co-founder of the Walkable and Livable Communities Institute (WALC), Dan Burden, and Safe Routes to Schools expert, Robert Ping, to Albuquerque. Mr. Burden’s visit included a presentation about economic development and Complete Streets to the Metropolitan Transportation Board, and a technical workshop and walkability audit at Mark Twain Elementary School with the Fair Heights and Mark Twain Neighborhood Associations as well as staff from the City of Albuquerque, MRCOG, Bernalillo County, and Albuquerque Public Schools in order to consider travel conditions for all users along San Pedro from Constitution to Lomas.

A Dan Burden walking audit is a form of street theater. He is famous for throwing a tape measure into the street, or making a “human roundabout” in the middle of an intersection. Dan does these things to make a point and to explain why the design leads to bad driver behavior.

In regard to San Pedro, an economically depressed corridor, Mr. Burden’s proposed solution includes a road diet: taking the current four-lane high-speed traffic lanes to three lanes (one in each direction with a center turn lane) and including bike lanes on each side. The current design makes it difficult to access businesses on San Pedro, and a road diet would make this access easier and safer, thus boosting local commerce.

Dan Burden event planning team. Left to right: Councilor Diane Gibson (City of ABQ), Chris Sylvan (City of ABQ), Tara Cok (MRCOG), Valerie Hermanson (MRCOG), Kelly Morphy (WALC), Jeanne Anthony (AARP), Dan Burden (WALC), Robert Ping (WALC),

Dan Majewski (UrbanABQ) and Julie Luna (MRCOG)


ICIP TrainingWorking with the State of New Mexico Department of Finance Administration, Local Government Division, the MRCOG helped to coordinate and host four half-day Infrastructure Capital Improvement Plan (ICIP) training sessions for local governments across the state. A local Infrastructure Capital Improvement Plan (ICIP) is a plan that establishes planning priorities for anticipated capital projects. The state-coordinated ICIP process encourages entities to plan for the development of capital improvements so that they do not find themselves in emergency situations, but can plan for, fund, and develop infrastructure at a pace that sustains their activities.

Not only was the development of a prioritized improvement list discussed, the training sessions also provided hands-on, real-time database input training. Local government staff were given the opportunity to access and update the state database with a representative from the Department of Finance Administration to help guide them. As funding becomes more and more scarce, this training provides invaluable assistance to not only our regional communities but to the state as a whole as a means to further the possibility of receiving state funding.

Planning Commissioners WorkshopLast December, Planning Commissioners throughout the MRCOG Region were invited to the Annual Planning Commissioners Workshop held at the MRCOG office. Over 25 participants attended, ranging from the seasoned planning commissioner to the newly appointed municipal clerk. Topics included The Legal Framework for Land Use Decisions presented by Anita Miller, a leading land use practitioner who represents New Mexico municipalities and counties on land use, subdivision, growth management and environmental matters; and Rural Economic Development and Redevelopment presented by Gabriel Rivera, a Senior Redevelopment Planner for the City of Albuquerque Planning Department.


Middle Rio Grande Regional Water Plan UpdateWith direction from the Office of the State Engineer, Interstate Stream Commission, the MRCOG is currently in the process of assisting in the Regional Water Plan Update for the Middle Rio Grande Region. The update, broken into two phases, will address developing a common technical platform from which all regions throughout the state will utilize. From this platform of statewide and regional supply and demand issues, the state will develop a technical report that updates background information and summarizes current supply, projected demand, gaps between supply and demand, and legal issues and constraints. These completed reports will provide the regions with the technical and legal portions of the plan updates, which will then inform the specific regional steering committee.

Through the support of the Water Resource Board, within MRCOG, staff and stakeholders are currently developing a list of important steering committee members to help guide the update process beyond the development of the technical platform. This steering committee will specifically assist in the public involvement in the planning process, the development of the description of the planning region, implementation strategies to meet future water demand, and a representative list of goals and objectives to help meet the needs of all water users in the region.

Salt Missions Trail Scenic BywayMRCOG’s transportation planning staff provides technical support to the Salt Missions Trail Scenic Byway Committee. In 2013, the Committee adopted a brand for promotional materials and signs. The New Mexico Department of Transportation approved this brand for installation along the 150-mile Byway. Since the sign’s approval, MRCOG and the Committee have been working to secure funds to purchase and install 36 Byway signs. Currently, there is funding to purchase 30 of the 36 Byway signs and it is anticipated that funds for the remaining six signs will be obtained in the summer of 2014 with anticipated installation in the fall of 2014.


Salt Missions Trail Scenic BywayMRCOG’s transportation planning staff provides technical support to the Salt Missions Trail Scenic Byway Committee. In 2013, the Committee adopted a brand for promotional materials and signs. The New Mexico Department of Transportation approved this brand for installation along the 150-mile Byway. Since the sign’s approval, MRCOG and the Committee have been working to secure funds to purchase and install 36 Byway signs. Currently, there is funding to purchase 30 of the 36 Byway signs and it is anticipated that funds for the remaining six signs will be obtained in the summer of 2014 with anticipated installation in the fall of 2014.

Community Development Block Grant (CDBG) The Community Development Block Grant (CDBG) program is administered by the State of New Mexico Department of Finance Administration, Local Government Division. Eligible activities and categories include community infrastructure projects, housing projects, public facility projects and Colonias projects. Each of these projects must meet one of the national objectives outlined by the U.S. Department of Housing and Urban Development (HUD).

These project objectives include: 1. Benefit principally low and moderate income families2. Aid in the prevention of slum or blight3. Meet urgent community development needs where an existing condition poses a threat to the health and welfare of the community and other financial resources are not available. Most communities throughout New Mexico fall into the low and moderate income objective requirement.

Throughout the year, the MRCOG has been assisting our communities in the development of applications and analysis and calculation of low to moderate income requirements for a wide variety of projects. Many projects pertain mostly to infrastructure projects, however, successful projects have also been funded for the development of new or updates to comprehensive planning, economic development planning, and water planning.

This year, applications have been submitted for Torrance County (Comprehensive Plan Update), Valencia County (Blight Prevention and Clean Up), the Town of Bernalillo (Comprehensive Plan Update) and the Town of Estancia (Road Improvement).

RETRO Relive the Route: Route 66 Committee Most people know that the old historic U.S. Route 66 runs through Albuquerque, yet few realize that the route continues east. To promote the historic route, the RETRO 66 – Relive the Route Committee was created to promote the communities of Moriarty, Edgewood and Tijeras. The committee is made up of Bernalillo and Torrance County residents and is dedicated to promoting businesses, attractions, and historic buildings along the route. The committee actively encourages the installation of nostalgic signage at historic landmarks along the route, like the Whiting Bros. gas station and the Sunset Motel in Moriarty, and organizes Route 66 events. The RETRO 66 – Relive the Route committee has also sponsored an initiative to paint murals on businesses in Moriarty commemorating the historic route. This private/public partnership has worked diligently to promote the Route 66 communities and welcome people who come from all over the world to travel on the historic Route.

Whiting Bros. Sign Restoration In Progress

Whiting Bros. Grand Opening Event


Maximizing the Middle Rio Grande Water Supply In response to N.M. Senate Memorial 8, passed by the New Mexico State Senate during the 2013 Session of the State Legislature, the MRCOG partnered with the Middle Rio Grande Conservancy District to convene a roundtable workshop discussion with representation from all the governmental jurisdictions and agencies within the Middle Rio Grande valley. Attendees also included representatives from acequias, Indian pueblos and others with special expertise. The role of this workshop was to list accomplishments over the past ten years and to evaluate the current state of the Middle Rio Grande water supply and develop options to maximize this supply.

State Senator Michael Padilla, sponsor of the Memorial directed the roundtable group to develop three to five major tasks that not only maximized the water supply, but also effectively touched upon community involvement, education and economic development. The subsequent report not only attempts to synthesize the ideas identified by the diverse group that attended the roundtable workshop, but also attempts to link each one of following suggestions to the three guidelines suggested by Senator Padilla.

Participants identified five specific areas for the legislature to consider as priorities. Overarching themes included state funding and authorization support. All of the subsequent items will need resources from a myriad of sources for implementation. The group recommends a dedicated source of funding be identified for a secure and well-supported effort in years to come, as well as exploration of public-private partnerships.

Some of the resulting items will require authorizations, regulations or other forms of implementation support. The group chose to focus on new areas that need state support, understanding that the state is already contributing in significant ways to the health of the Rio Grande Basin, including the Endangered Species Act Collaborative Program. These initiatives have the full support of the group. However, there is a need for the continuing role for water managers and stakeholders. Participants request that a group similar to this one continue to work with legislators as legislation and budgets are developed, for maximum coordination and effectiveness.

State Senator Michael Padilla speaks to the press at the event at MRCOG


Workforce andthe Economy

MRCOG is the administrative entity for the New Mexico Workfore Connection - Central Region. It operates offices in Bernalillo, Valencia, Torrance, and Sandoval counties. These offices provide quality resources for people exploring career opportunities, as well as for employers needing some assistance in their search for skilled workers. Due to the hard work of the Board, staff and our many Partners, the Central Region has continued to be the predominant region for New Mexico workforce and business opportunities.

The New Mexico Workforce Connection’s Central Region has experienced tremendous successes. The relationships built with our service providers, partners and the local business community have yielded many opportunities for our customers. These relationships have resulted in the development of a system that both enhances the workforce through the provision of wrap around service and skill upgrades, and serves the local business community by matching individual job seekers with the appropriate businesses.

National Emergency GrantThe Central Region was the only region in New Mexico granted funding under the National Emergency Grant (NEG) for 2013 - 2014. The NEG is a grant that provide benefits for dislocated workers who are considered “prolonged unemployed”, through On-the-Job training opportunities: allowing them to build skills for occupations that are in demand. In addition, the grant will provides an incentive for employers apprehensive about expanding and/or hiring during uncertain economic conditions. Through this effort, staff in the Business and Career centers worked closely with the Re-Employment Act (REA) program and other Partners, conducting specialized outreach to individuals, to act as a catalyst for those long-term unemployed who may have felt lost and unable to find viable employment opportunities.

Reemployment Eligibility Assessment Program (REA) The REA Program specifically aimed at getting people back to work by delivering enhanced employment services to individuals who are receiving unemployment insurance and are highly qualified and highly skilled, but have not been able to find employment, and have been on unemployment for five weeks or more. This program has proven to be highly beneficial, not only to the job-seeker but to the businesses that are looking for that “highly qualified individual.” Due to its success, the program will be expanded to include Santa Fe, Las Cruces, Clovis and Roswell, with plans to go statewide next year.


Job Fairs and Employer RecruitmentTwo large semi-annual “Partnering for Success” job fairs were held at the Bernalillo County Business and Career Center. These job fairs are only available to employers that have a minimum of ten active open recruitments – for these job fairs between forty and forty-five employers have participated at each event.

The first “Partnering for Success” job fair was held in September 2013 and a total of 1,442 job seekers attended and there was over 900 job openings by 39 employers. Employer feedback was very positive and they stated that the organization of the event, staff assistance and job seeker attendance exceeded their expectations.

The second “Partnering for Success” event was held in April 2014. This event included 45 employers and was attend by 966 job seekers. At this event Innovate/Educate hosted a breakfast and a WorkKeys presentation for employers to help them understand the potential benefits in the hiring and retention process. Brian Horner, Cannon USA - Albuquerque Site Supervisor, stated “I’ve been to three job fairs in the last few weeks and this event has been very successful for recruiting qualified candidates.”

In addition to job fairs, the WCCNM has held over 50 onsite events for Central Area employers to recruit for 2000 plus job openings. Employers receiving this support included Bernalillo County, Gorman’s, Cannon USA, WOW Personnel, Staffing Solutions, National Distributing and many others.


Titan Aerospace in Torrance CountyTitan Aerospace is a small avionic manufacturing company in the research and development stages of High Altitude Long Endurance solar atmospheric satellites capable of carrying telecom, reconnaissance, atmospheric sensors and other payloads. With its 164 ft./50 m wingspan and thousands of high efficiency solar cells, the SOLARA is capable of staying aloft for months or years at a time at an altitude of 65,000 ft./20 km. During the day, solar energy powers propulsion and payload and charges battery banks for use at night.

The SOLARA promises to open the door for stationing payloads near the edge of earth’s atmosphere. Unlike space satellites, the SOLARA is far less expensive to buy and launch, has a larger launch window, and most importantly, can easily be brought back for maintenance or payload upgrades. This allows the flexibility of flying different missions with the same serviceable airframe.

Headquartered in Moriarty, NM, with presence in the Bay Area, New York, and Washington, DC, Titan Aerospace brings together a group of high technology jobs such as of aerospace engineers, high technology composite workers, electrical and mechanical engineers and solar power specialists committed to enabling the atmospheric satellite revolution. Titan is the only such company in the United States with the proprietary patents.

In 2013, the local NMWC office in Moriarty initiated a partnership to develop Titan’s workforce. Titan was in need of highly skilled and educated workforce, but was challenged with a limited pool of local candidates due to the rural

setting of Moriarty. NMWC’s local expertise was able to immediately provide candidates and fill all positions that became available, via networking with local community agencies, local Chambers of Commerce, prospecting candidates within our Central office locations, providing subsidized workforce services and hosting jobs fairs exclusively for Titan.

To date, the local NMWC office in Moriarty has successfully placed five subsidized On-the-Job training participants at Titan since July of 2013. All five individuals continue to work for Titan and three individuals are soon going to successfully complete their training. In addition to the five subsidized positions, staff has been able to refer many candidates to Titan that have subsequently been hired. Nick Renold, Chief Operating Officer with Titan stated the NMWC services, “far exceeded his expectations” and “was highly successful.” Titan will be hiring five additional employees within the next two months and the NMWC will continue to play a vital role in the implementation of Titan’s workforce training and continued expansion.

Titan Aerospace has recently become a subsidiary of Google, Inc.


NM Man Witnesses Historic Moment in D.C. A New Mexico man who credits his job success to assistance he received from a government-funded local workforce program witnessed history as President Obama signed new legislation authorizing the “Workforce Innovation and Opportunity Act” in July of 2014. This new legislation replaces the Workforce Investment Act of 1998.

After being laid off from his job as a fence erector in 2012, Sergio Olivas received On-the-Job retraining assistance through New Mexico Workforce Connection under the federal Workforce Investment Act. Today, Sergio has become a valued employee at a local company that provides reclamation and erosion control services.

“Workforce Connection of Central NM is happy to be able to provide job related training and assistance to Sergio and the hundreds of other New Mexicans that have found themselves in similar situations without work resulting in loss of family income.” says Odes Armijo-Caster, Chairman of the Board of the NM Workforce Connection. “We are also proud to be able to assist small businesses in the training of their existing workforce that will allow them to be competitive, securing more work, which allows them to retain more of those employees who would’ve been laid off.”

Sergio Olivas is shown to the right of President Obama wearing a white shirt.


Youth InitiativesThe youth program enrolls over 200 new youth into the program each year, with the total program case load exceeding 600 annually. Recently, over 250 new worksites were recruited and over 500 participants were placed to work! Participants were recruited from local high schools, community colleges, and other community organizations that work with youth and deal with youth issues.

In May 2013, the Central Region’s Youth Provider received a Face Forward grant from the US Department of Labor to improve long-term labor market prospects for youth involved in the juvenile justice system. The program serves youth ages 16 through 24 that currently reside in select Bernalillo County zip codes and are currently involved or have been involved in the juvenile justice system. The main goal of the program is to work with local nonprofit legal services to assist in expunging court records and other legal services including license restoration, child support orders, restraint orders, and obtaining identity documentation. Other program services include mentoring, GED instruction and testing, service-learning, workforce training, occupational skills training, parenting classes, case management, and post-program support and follow-up. Throughout the two year grant period, 125 youth will complete their education and transition into post-secondary education or the workforce.

In the youth program, about 22 percent of the participants are youth offenders who face numerous barriers to obtaining education and employment. The Face Forward program will work with these participants to remove legal barriers, complete their education, to receive certifications and provide occupational skills that may increase their opportunity for long-term employment.

Success Story: Dominique RomeroDominque is an example of a successful co-enrollment from our youth WIA program into our Adult WIA program. Dominique dropped out of high school in the 10th grade. One year later she entered into the Youth Provider’s GED program, which she successfully completed. Dominique was determined to make a better life for her and her young child. As a single mother at age 18, Dominique decided to make a career choice that would allow for growth specifically in the healthcare industry. Through the youth WIA program, she successfully completed the dental assistant program. The dental office where she performed her clinical internship liked her positive attitude and work ethic and decided to offer her permanent employment. The Adult WIA program facilitated an on-the-job training contract with Celebrate Dental where she will be working and training to advance her skills and move her career opportunities forward. Her ultimate goal is to become a dentist.


A Regional Brand to Boost the Economy Silicon Valley, Research Triangle, Sin City! There are a lot of ways to draw attention to a region to attract economic development but we have yet to do so for the MRCOG Region. Given our sluggish economic recovery, perhaps it’s time to start.

Developing a regional brand can be helpful in attracting business, companies and individuals. It can also instill local pride in what we do best; what makes us unique to any other place in the country; and helps to answer why we all want to live and work here.

The MRCOG has been working with multiple public and private economic development partners including the City of Albuquerque, Sandoval and Bernalillo Counties, the Cities of Belen, Los Lunas and Rio Rancho, the Estancia Valley Economic Development Association, Albuquerque Economic Development, and PNM. All have come together with the goal of finding a common way of speaking about ourselves.

What we know is that we are a confluence of science and the arts, ingenuity and entrepreneurship, and on the frontier of possibilities, where great ideas come to start, where sparks catch fire. Some would even say that the rules of gravity don’t apply here! Stay tuned for the brand unveiling later this summer.

Innovate ABQAn artist and an engineer walk into a bar…or rather, the Innovation Academy at the soon to be developed Innovate ABQ. Who knows how the rest of the story plays out but it’s bound to be something really exciting.

MRCOG was instrumental in using its relationship with the Austin Regional Office of the Economic Development Administration (EDA) to assist the University of New Mexico apply for and receive $1.5 million for the Innovate project. Local funds came from the City of Albuquerque, Bernalillo County, UNM via the Board of Regents, and a private donor via the New Mexico Educators Federal Credit Union.

This project is exciting because it will catalyze many of the efforts underfoot to cultivate a more robust entrepreneurial ecosystem. Efforts such as entrepreneurial boot camps, a new incubator on Broadway called FatPipe, a branch of CNM called the STEMulus center at the Galleria, and other efforts. The Innovate project hopes to create a space where artists, scientists, engineers, and others can come up with great ideas and ways to work together, solve problems, and find funding and tools to grow a business. This focus on the startup is an economic development strategy we can all support.


MRCOG’s Agriculture CollaborativeThe Agriculture Collaborative is as popular as ever. Perhaps it’s because local food entrepreneurs, like other entrepreneurs, need a place to go to network and problem solve with fellow local foodies. Or perhaps the programming is really hitting a target! The Agriculture Collaborative is the only venue where all issues affecting local food are raised and discussed. Issues such as, how to plug into the best funding sources, opportunities around craft beer, how to sell to restaurants, navigating the Farm Bill, best marketing practices, and how to improve the local food economy and address food insecurity at the same time!

MeetingsThe Agriculture Collaborative is also one of the best places to network. The monthly meetings draw a diverse group of people together from producers to distributors to buyers to folks in support organizations. This cross section make up the local food system and assures a richness of discussion and approach to problems. Examples are numerous. This year, a Santa Fe entrepreneur developing a new hard cider business connected with a Gala apple cider maker in Albuquerque who had just made a significant capital investment to develop his product. They were able to share experiences and develop a working relationship. Another example includes a jam maker who had outgrown her processing facility and was able to use the South Valley’s community kitchen, the Mixing Bowl, through an introduction at one of the meetings.

Resources and LandLinkIn addition to monthly meetings, the Agriculture Collaborative provides resources — land matching services through LandLink, opportunity listings, a free legal referral network, and even a platform for tool sharing, excess produce listings, and farm to restaurant resources. The LandLink program in particular is a hidden gem. This unique tool is an on-line venue for land preservation. It allows community members to list properties they are hoping to keep in agricultural production. This may be because of aging parents, interest in retaining water rights, inability to manage the agriculture parcel, or any number of reasons. Once listed, the MRCOG staff help to connect eager producers, new and young farmers, with these opportunities. The goal is to provide a business opportunity to any agricultural entrepreneur who wants one.

Annual Local Food FestivalLast, the Ag Collaborative knows how to party. Every year for the last five years we have brought together thousands of people to enjoy local food in its most elemental setting, a family farm — at the Bernalillo County Open Space Property in the South Valley: the Gutierrez-Hubbell House. Enjoy pictures from the 2013 Local Food Festival on the next page and make sure to come out for the next one, scheduled for October 12th 2014.


MRCOG Board of DirectorsBernalillo CountyCommissioner Debbie O’MalleyCommissioner Wayne JohnsonCounty Manager Tom Zdunek

Sandoval CountyCommissioner Nora M. ScherzingerCommissioner Glen Walters

Torrance CountyCommissioner Lonnie Freyburger

Valencia CountyCommissioner Mary AndersenCommissioner Lawrence Romero

City of AlbuquerqueRobert Perry, Chief Administrative OfficerAlbuquerque City CouncilCouncilor Rey GarduñoCouncilor Isaac BentonCouncilor Diane GibsonCouncilor Don HarrisCouncilor Klarissa PeñaCouncilor Dan Lewis

City of BelenMayor Jerah Cordova

City of MoriartyMayor Ted HartCouncilor M. Steven Anaya, Vice-Chair

City of Rio RanchoMayor Greggory D. HullCouncilor Lonnie Clayton

Town of BernalilloMayor Jack Torres

Town of EdgewoodMayor Brad Hill

Town of PeraltaCouncilor Leon Otero

Village of Bosque FarmsMayor Robert KnowltonCouncilor Wayne Ake

Village of CorralesCouncilor Philip Gasteyer, Chair

Village of CubaMayor Mark HatzenbuhlerVandora Casados, Clerk/Treasure

Village of EncinoMayor John G. Phillips III

Village of JemezMayor Edmond Temple

Village of Los LunasMayor Charles GriegoChristina Ainsworth, Dir. Of Community Development

Village of Los Rancho de AlbuquerqueMayor Larry AbrahamTrustee Donald Lopez

Village of TijerasMayor Gloria Chavez

Village of WillardMayor Robert ChavezEmily Sanchez, Clerk

Albuquerque Public SchoolsKathy Korte

Los Lunas Public SchoolsRon Williams

Rio Rancho Public SchoolsRichard Bruce

University of New MexicoMarc Saavedra, Director of Government Relations

Pueblo of LagunaWilbur Lockwood

Albuquerque Metropolitan Arroyo Flood Control AuthorityDanny Hernandez

Middle Rio Grande Conservancy DistrictAdrian Oglesby

Southern Sandoval County Arroyo Flood Control AuthorityDr. Donald Rudy


Metropolitan Transportation Board

Mayor Larry AbrahamCouncilor Rey GarduñoCouncilor Klarissa PeñaCouncilor Diane GibsonCouncilor Dan LewisCouncilor Don HarrisCouncilor Isaac Benton, ChairMayor Richard BerryRobert PerryRon BrownKathy KorteMayor Jack TorresCommissioner Debbie O’MalleyCommissioner Maggie Hart Stebbins, Vice-ChairCommissioner Art De La CruzEnnio Garcia-MieraMayor Charles GriegoKaren DunningTimothy ParkerElias ArchuletaMayor Jerah CordovaCouncilor Lonnie ClaytonCommissioner Don ChapmanCharles ThomasMerrill J. YazzieKathy TrujilloBrandon Herrera

Rio Metro Board

Mayor Larry Abraham, ChairCouncilor Rey Garduño, Vice ChairCouncilor Klarissa PeñaCouncilor Diane GibsonCouncilor Don HarrisCouncilor Isaac BentonMayor Richard BerryMayor Jerah CordovaMayor Jack TorresCommissioner Maggie Hart StebbinsCommissioner Debbie O’MalleyCommissioner Lonnie TalbertCouncilor Wayne AkeCouncilor John AlsobrookMayor Charles GriegoCouncilor Lonnie ClaytonCommissioner Darryl MadalenaCommissioner Mary Andersen

Rural Transportation Planning Organization Committee

Mayor Ted HartMayor Mark HatzenbuhlerKay Davis McGillTed BarelaGovernor Vincent Toya Sr.George VisioMayor Steve LuceroDavid DeutsawePete NietoLeanne TapiaJuliet PinoFrank AnayaMayor John G. Phillips IIIMayor Edmond TempleMayor Robert ChavezMyra PancrazioDaniel Antonio HerreraSally Davis


Water Resources Board

Mark SanchezBruce Thomson, Vice ChairBilly GallegosDale TafoyaMayor Jack TorresCommissioner Wayne JohnsonCouncilor Patricia ClauserRita-Loy SimmonsTed BarelaMayor Larry AbrahamAdrian Oglesby, ChairArt SwenkaLarry WebbStuart McRaeDarryl MadalenaDonald RudyJacobo R. MartinezSteve GlassLynn MontgomeryDebbie Ortiz

Workforce Connection of Central New Mexico Board

Councilor M. Steven AnayaOdes Armijo-CasterPaul BacaDiane BurkeSecretary Celina BusseyDoug CalderwoodReyes GonzalesMarni GoodrichStephanie HanoshVictoria HernandezMichelle JonesMindy KochSamuel KopaloPaul KressDiane M. LacenPatricia LincolnRita LoganAntonio MedinaRalph MimsVirginia MurphyDebbie OrtizNorman RationAlex O. RomeroLeslie SanchezPaul SanchezRandy SanchezSenator John SapienMike SwisherSherry TenClayMayor Jack TorresCarolyn VandeGiesenBarbara WallaceBob WaltonIsaac Zamora


MRCOG 2014 Staff Listing

Yoshiro Akutagawa, Facility MaintenanceJoe Aragon, RTD Driver, Los LunasLloyd Aragon, Workforce PlannerJim Armijo, RTD Driver, Los LunasH. Ramon Baca, RTD Driver, Los LunasMichael Baca, WCCNM Computer SpecialistArasely Baldonado, Clerk, Los LunasWendy Ball, RTD Driver, Rio RanchoWilfred “JR” Barela, Facilities MaintenanceKelly Benavidez, Customer Service, NM RailrunnerGerald Bowe, Transit Services SurveyorJames Breiterman, Train DispatcherMichael Bricenio, Facility MaintenanceGrant Brodehl, Special Projects PlannerVeronica Campbell, RTD Driver, Los LunasWendy Candelaria, Human Resource ManagerElizabeth Carter, Transit Operations ManagerIsaac Castle, Traffic Counter Dewey V. Cave, Executive DirectorAllyne Clark, Advertising/Sales ManagerTara Cok, Transportation PlannerJanice Convery, Train DispatcherGary Cowles, RTD Driver, Rio RanchoRoss Cummings, RTD Driver, Los LunasShohreh Day, GIS/Systems AnalystTerry Doyle, RMRTD DirectorDanny Duran, Facility Maintenance Kirk Estrada, Train DispatcherJay Faught, Marketing ManagerJames Foty, Transportation InternCarol Fowkes, Train DispatcherVangie Gabaldon, Special Projects PlannerSandra Gaiser, Regional Planning ManagerFrank Gallegos, RTD Driver, Los LunasKenneth Garcia, RTD Driver, Los LunasSamuel Garcia, Traffic CounterKim Gardner, Procurement OfficerDavid Gardnier, RTD Driver, Rio Rancho

Martha Garley, RTD Driver, Los Lunas Ted Gaudette, Information Systems OfficerAndrew Gingrich, GIS/Data AnalystRobert Gonzales, Operations Manager NM Railrunner Esteban Gonzalez, RTD Driver, Rio RanchoJared Grant, Research AnalystChristy Greenwood, RTD Driver, Los LunasEric Gutierrez, Accountant Tom Gutierrez, Facility Maintenance Manager Scott Gwatkin, IT SpecialistValerie Hermanson, Regional PlannerLarry Horan, AttorneyAmber Isselhard, Train DispatcherCharlene Jaramillo, RTD Driver, Los LunasJennifer Jimenez, Planner, TANFMichael Jiron, Graphic DesignerCandice Johnson, RTD Driver, Los LunasDaniel Krow, RTD Driver, Los LunasDenise Kurtz, RTD Driver, Los LunasBerna Lovato, RTD Driver, Los LunasThaddeus Lucero, Transportation DirectorJulie Luna, Transportation PlannerBrandon MacEachen, Marketing CoordinatorSylvia Maestas, AccountantGuadalupe Maltos, Customer Service, Los LunasJohn Mares, Accountant Virginia Marquez, RTD Driver, Los LunasArthur Martinez, Workforce Operations Manager Jocelyn Martinez, Program Support CoordinatorRiann Martinez, Marketing SpecialistNathan Masek, Transportation PlannerCarol Mathews, RTD Dispatcher, Rio RanchoConnie Meadowcroft, Contract and Grants ManagerMartha Mendoza, Office ManagerAugusta Meyers, Communications Manager Adrienne Molinar, Program Support Coordinator Steven Montiel, Transportation PlannerDominic Montoya, Special Projects Planner

Ernest Montoya, One Stop MaintenanceRaymond Montoya, RTD Driver, Los Lunas Marie Morra, Marketing CoordinatorEric Murphy, Customer Service, NM RailrunnerAmy Myer, Finance Manager Nicole Ortiz, Workforce SecretaryStephanie Paiz, Community Outreach/Safety CoordinatorDave Pennella, Transportation Program Manager David Rankin, Transit Rail Manager, Rio RanchoMaida Rubin, Transportation PlannerIrma Ruiz, Transit Rail Manager, Los LunasJerilynn Sans, Administrator, WCCNMBayard Scadden, RTD Driver, Rio RanchoLisa Sedillo, Customer Service, NM RailrunnerMarla Segura, Special Projects CoordinatorCarl Seif, RTD Driver, Rio RanchoChowdhury Siddiqui, Land Use ModelerAnn Simon, Economic Development Program ManagerJoel Steinhauser, RTD Driver, Rio RanchoMatthew Stone, Operations Supervisor / DispatcherAaron Sussman, Data Analyst Anthony Sylvester, Special Projects ManagerSocorro Telles, RTD Dispatcher, Los LunasSheila ter Bruggen, Communications CoordinatorTiffany Terry, Planner, Agriculture CollaborativeBarbara Thomas, Program Support CoordinatorCaerllion Thomas, Transportation PlannerWinifred Tinney, RTD Dispatcher, Rio RanchoRamona Torres, RTD Driver, Los LunasNicole Trujillo, Customer Service NM Railrunner Jesse Turley, WCCNM Accounting ManagerConnie Vigil, Senior Finance Manager RTDJosephine Vigil, Accounting Manager RTDPaul Wacek, Train DispatcherKendra Watkins, Senior Socio-Economic Program ManagerDerrick Webb, Regional PlannerMatthew Wylie, Quality Assurances Coordinator

Mid-Region Council of Governments809 Copper Ave. NW

Albuquerque, NM 87102Ph: (505) 247-1750 www.mrcog-nm.gov

2014 mid-region council of governments annual report

Documents