HispanicBusiness

Henson touts the contract with Midland Memorial Hospital as one of the more indirectly successful efforts in business recruitment because availability of proper medical care is part of attracting employees and businesses.

The MDC provided the hospital $1.05 million for recruitment efforts that brought 34 doctors to town.

Russell Meyers, president and CEO at Midland Memorial Hospital, said it was of great benefit for the hospital because it brought in specialists including a dermatologist, neurosurgeon, plastic surgeon and ER physicians who were greatly needed.

"We're just very, very pleased with the results we've gotten," he said.

The deal with Apache Corp., which was approved in 2010, is an example of great expansion in Midland's chief industry, Rendall said.

Apache may have come to Midland without the incentive, but it has been a great partner, Rendall said. The company already has nearly four times the jobs it agreed to in its $250,000 contract and continues to work with the MDC to recruit new employees to Midland.

Rendall said MDC will continue looking to diversify but that contracts like Apache's will have a place in Midland because the energy sector -- whether oil, wind or solar -- always will be a staple.

"You have to recognize that is our bread and butter industry," he said.

In addition to projects, former chairman Jim Nelson said the 2007 TIPS strategies assessment was helpful in creating a clear direction for the MDC going forward.

"It got us focused," he said, adding they knew there were opportunities around the airport but were maybe less in tune with downtown and other regions.

The four opportunity zones identified were the central business district, which includes downtown; Midland International Airport and Interstate 20; and north-central Midland, which includes Midland College and the ClayDesta area. In addition, the five areas to be targeted were the energy industry, professional services, health care, transportation and warehousing and aviation.

Challenges

One of the main challenges for every board has been dealing with the uniqueness of Midland's economy, leaders said.

When oil is high, unemployment is low and it's difficult to attract businessesbecause there may not be enough people to hire. To recruit successfully when the economy dips requires networking when times are good.

"Economic development at its best is a challenge," Henson said. "Then you add in the cycles that we've been through, and it's really taken an effect on us."

Hatley said they're in position to "make the short lists" of companies. By continuing to recruiting even when oil activity is high, like it has been this year, MDC puts itself in the right position for when the national economy rebounds and companies start to expand, Rendall said.

"We can't just sit and say we're here when it happens," he said. "We're going to have to be proactive and aggressive."

Specific challenges also have come up with contracts and investments.

The contract with Countrywide Home Loans Inc. that was signed in December 2006 looked like one of MDC's bigger deals. The corporation had agreed to add 200 jobs in Midland; each employee would have an average salary of $30,000 a year.

Nelson said Countrywide "was on the bleeding edge" of the financial crisis and pulled out of Midland before fulfilling its contract. Like any investment, there is risk, and going in, MDC know not every investment can work perfectly, he said.