In the Hispanic villages of northern New Mexico a quest for
the development of culturally appropriate and economically sustainable hubs has
created new methodologies. It was a push
to move the villages from a colonial area design to something new and more
progressive. The author Kristina Fisher (2008) discusses how business
development and agricultural improvement can be fostered through non-profits.
The War on Poverty and The New Deal created much activity in
the region but communities soon when back to their traditional ways of
life. Some questioned the logic of these
programs and the ability to raise local Hispanic communities out of poverty. In
25 years since the non-profit Ganado del Velle was created it used the hub and
spoke model to create interrelated economic development projects that led to
higher levels of local development.
The model used incubation with hub and spoke model to
develop the natural and cultural resources of the valley. Some of their works
included concepts such as weave making, marketing outlets, time sharing, resource
sharing, entrepreneurship, better farming, and showcasing artistic and food
products. They were able to bring
products and services to the local market while raising the income of
residents.
The previous and traditional practices of the local people
were no long sufficient for the modern economy. The locals were left in poverty
and unable to compete. Success came through four principles:
-Invest in people and empower them to do the work they love.
-Utilizing and sustaining the natural and cultural resources
of the area.
-Change the economic structure to reduce dependency and
increase opportunity.
-Provide financial support for research, marketing,
businesses, and development.
The Ganados model was seen as a success through its balance
of leaders, financing, and hub and spoke non-profits that coordinated entrepreneurial
activities. Each non-profit focused on the development of skills and bringing
the proper financial resources to the forefront so that individuals could
develop businesses. They focused on developing off of the existing culture and
methods of the area, created money making avenues, connected their products to
the market, and attempted to diversify their productions. A major problem
learned in the process is that success did not reach its full potential due to
inter-conflict that drew resources away from group members.
The model was seen as successful to the local people and
their financial growth. They were able to take simple farmers and small
artisans and find greater outlets for their work by opening a retail outlet
within a metropolitan area and showcasing their work. Each component of the hub was built to
enhance the other businesses. Even
though the model used a non-profit it is not confined to that type of entity
alone. Any type of business, committee, or other organization may engage in hub
development for philanthropic or revenue generating purposes. It was a process of teaching people how to
maximize their profits and providing the outlets to market their products
effective. Some businesses may find
value in raising local value of products by bringing them to market and earning
a percentage from this increased value making both the individual artisan and
the business more financially successful.
Fisher, K. (2008). Reclaiming Querencia: The quest for
culturally appropriate environmentally sustainable economic development in
Northern New Mexico. Natural Resources
Journal, 48 (2).
