Priority 2 · Delivery Brief

Workforce Alignment and Talent Development

Build employer-led pathways with paid work experience and practical support. Prioritize healthcare, early childhood education, and construction/trades alongside county-specific industry needs.

Suggested coordinating lead
EAWDB and employer-led partnerships, with SNMEDD convening
First delivery milestone
Convene three sector partnerships and document occupations, entry requirements, wages, and advancement routes. Month 6.
Outcome to track
Credential attainment; employment in quarters 2 and 4 after exit; median earnings; advancement and retention
Read the Goal and Measurable Objectives →Compare Milestones and Planning Resources →

Sector-Based Workforce and Talent Pipeline Initiative

Build employer-led workforce pathways that connect residents to good jobs and connect employers to skilled talent in the region’s priority industries.

Why It Matters

Workforce development is one of the most important levers for economic resilience. Employers need reliable pipelines of skilled workers, and residents need pathways that lead to stable employment, advancement, and family-sustaining wages.

This CEDS identifies both strengths and gaps in the region’s workforce system. Southeastern New Mexico has an impressive network of education and training partners, including:

  • ENMU-Roswell
  • ENMU-Ruidoso
  • New Mexico Junior College
  • Southeast New Mexico College
  • New Mexico Military Institute
  • CTECH
  • NMSU-Alamogordo

The region also has populations ready for targeted training, including residents with some college but no credential, workers needing to upskill, high school students entering technical pathways, and adults who need GED/basic skills support.

Employer-led sector partnerships connect training with jobs that offer useful skills and stronger earnings. The initiative tracks both program delivery and employment outcomes, so training activity can be understood alongside the opportunities it creates for residents.

County-Specific Strategic Direction

Chaves County

Focus on aviation, agriculture, welding, healthcare, manufacturing, education, public service, and logistics pathways. ENMU-Roswell and New Mexico Military Institute should be central partners. Workforce strategies should also support adult education, credential completion, and pathways for residents facing poverty or underemployment.

Eddy County

Focus on energy, mining, logistics, industrial safety, environmental compliance, CDL, healthcare, construction, and business services.

Southeast New Mexico College, Carlsbad and Artesia employers, and industry partners should help shape training that meets immediate and long-term needs.

Lea County

Focus on energy, construction, CDL, industrial maintenance, automation, safety, renewable energy, logistics, and youth career pathways.

New Mexico Junior College and CTECH should be central partners. Because Lea has a young population and a higher share of adults without a degree, the county should prioritize high school-to-career pathways, GED completion, and bilingual access to training.

Lincoln County

Focus on healthcare, hospitality, tourism, emergency response, forestry, outdoor recreation, senior services, small business management, and remote work. ENMU-Ruidoso and the One-Stop Career Center serving Lincoln County and the Mescalero Apache Tribe should be key partners. Workforce strategies should reflect the county’s older population, tourism economy, and need for year-round service capacity.

Otero County

Focus on aerospace, defense, aviation, tourism, healthcare, education, public service, and skilled trades. NMSU-Alamogordo, Holloman AFB-related partners, White Sands-related partners, school districts, healthcare providers, and tourism employers should be engaged in shaping workforce pathways.

Key Activities

  1. Establish sector partnerships in energy, skilled trades, healthcare, logistics, agriculture, aerospace/defense, tourism, and public service.
  2. Conduct employer-led skill gap assessments by sector and county.
  3. Expand dual credit, CTE, apprenticeships, internships, work-based learning, CDL training, and short-term credentials.
  4. Support GED/basic skills, English-language access, digital literacy, and credential completion programs where needed.
  5. Connect workforce programs to childcare, transportation, housing, broadband, and wraparound support needs.
  6. Develop an annual regional workforce scorecard that tracks enrollment, completion, placement, retention, wages, and employer satisfaction.
  7. Encourage incumbent worker training to help existing employees advance and help employers retain talent.

Lead and Supporting Partners

Potential Lead Partners

  • Education And Workforce Partners
  • Employers
  • SNMEDD

Potential Supporting Partners

  • ENMU-Roswell
  • ENMU-Ruidoso
  • New Mexico Junior College
  • Southeast New Mexico College
  • New Mexico Military Institute
  • NMSU-Alamogordo
  • CTECH
  • Local School Districts
  • Workforce Boards
  • New Mexico Department Of Workforce Solutions
  • Chambers
  • Major Employers
  • Apprenticeship Partners
  • Community-Based Organizations
  • Childcare Providers
  • Transportation Partners
  • Nonprofit Service Providers

Estimated Cost Range

Costs will vary based on whether the activity involves planning, employer coordination, training delivery, equipment, scholarships, staffing, or wraparound support.

Activity Type Examples Estimated Range
Workforce Planning and Sector Partnership Coordination $150,000–$400,000
Training Program Development or Expansion $250,000–$1 million+
Equipment, Labs, Simulators, or Instructional Capacity $500,000–$3 million+
Scholarships, Stipends, or Wraparound Supports $100,000–$750,000
Workforce Data Tracking and Outcome Evaluation $50,000–$200,000

Potential Funding Sources

  • Workforce Innovation And Opportunity Act Funds
  • Department Of Labor Grants
  • EDA Workforce-Related Opportunities Where Eligible
  • State Workforce Funds
  • Employer Contributions
  • Apprenticeship Funding
  • Higher Education Appropriations
  • Philanthropic Support
  • Local Match
  • Private-Sector Training Partnerships

Performance Measures

  • Number of employers participating in sector partnerships.
  • Number of participants enrolled in training.
  • Number of credentials earned.
  • Number of apprenticeships, internships, or work-based learning placements.
  • Training completion rate.
  • Job placement rate.
  • Employment retention rate.
  • Wage gains.
  • Employer satisfaction.
  • Number of incumbent workers upskilled.
  • Number of participants receiving wraparound supports.

Timeline

  1. Year 1: Identify priority occupations, convene sector partners, and define skill gaps.
  2. Years 2-3: Launch or expand training pathways, apprenticeships, and credential programs.
  3. Years 4-5: Scale successful models, track employment and wage outcomes, and update programs based on employer demand.