Chapter 3: Goals and Objectives –
Defining Regional Expectations
The first chapter of this Comprehensive Economic Development Strategy illustrated the
current situation faced by Steuben, Chemung, and Schuyler Counties. The data and
maps in Chapter 1 were used to promote general understanding of the Southern Tier
Central region. Chapter 2 contained an analysis of the forces currently affecting
development, growth, and employment in this area. A clear understanding of these
trends is required, to ensure that STCRPDB and other community partners respond
appropriately to forthcoming economic challenges.
In order to minimize negative forces and trends that have had strong effects on local
residents and business owners, the Economic Development Policy Committee sets forth
the following 8 goals to induce positive changes in this region and to prepare for the
effects of future trends. Each goal has several objectives to further clarify the necessary
steps to improve the regional economy. As a regional planning board, STC is
responsible for identifying the steps necessary for improving economic conditions in the
region and improving the standard of living for regional residents. Figure 3.1, below,
diagrams the iterative process recommended by STC for implementing these goals and
objectives.
Evaluate and
analyze the
current situation.
Understand
arising trends.
Take Action!
Plan for a
more ideal
future
Implement the
goals and
objectives.
Set goals and
objectives that
will result in
substantial
improvements.
Figure 3.1: Identifying goals and objectives is part of a
larger planning process
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Goal 1: Maximize the ability of local governments to meet current and
future municipal infrastructure needs in a cost effective and sustainable
way; educate taxpayers and residents about the infrastructure maintenance
costs and benefits and the effect of NYS mandates on local budgets. Physical
infrastructure can be an asset to future generations or a debt. Decisions made by IDA’s
and local government must balance the immediate benefits of building against the lifecycle costs of maintenance.
Objective 1: Work with communities and residents to determine the
optimal level of municipal services required by taxpayers; assist
communities to develop sustainable funding methods to collect adequate
tax revenue. Municipal taxes and services are intricately linked. It is very
important for local governments to understand the tax revenue generated by land
uses in their municipalities and what types of services are required by the taxpayers.
It would be wise to approach the current state budget crisis as an opportunity to
align local government service provision with predictable levels of taxation. Shared
services and municipal dissolution/consolidation may be utilized to reduce the tax
burden on residents, but there are also other ways to reduce taxes (primarily New
York State Mandate Reform). Now is the time to conduct a thorough local analysis
of the taxation problem, and now is the time for local governments to begin to
implement solutions.
An ideal situation from a community sustainability perspective would be a street
with many land-owners sharing the road frontage; if enough landowners were
located on the street, then yearly maintenance costs would be low for each tax-payer
and the street would be maintained in good condition. However, the situation in
many of STC’s local communities differs greatly from this ideal. Typically,
development density in rural communities is not dense enough to sustainably
support infrastructure maintenance; therefore maintenance costs in less dense areas
are subsidized by taxes collected in more dense areas. The goal of any infrastructure
construction or any rural-development activities should be an attempt at selfsupporting taxation. If a proposed development will generate a net tax loss, the
community should strongly re-consider the development proposal.
Objective 2: Facilitate the use of an asset management system (like the
Cornell Local Roads Program or the STC GIS warehouse) to fully account
for the existing infrastructure and the long term maintenance costs of
the infrastructure. Proper maintenance and upkeep of physical assets is needed
to prolong the usable life of roads, structures, pipelines, water mains, and other
systems. Generally, infrastructure maintenance costs are considered acceptable by
the tax-paying public.
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Objective 3: Educate engineering firms and communities on the
importance of life-cycle cost analysis before the decision to build is
made. Educating municipalities and engineering firms in the effectiveness and use
of life-cycle engineering will result in reduced long term project costs and increased
efficiencies. Life-cycle engineering is best implemented in the beginning of the
design process, so that any necessary changes can be applied to the whole project at
no additional cost.
Objective 4: Promote ‘green infrastructure1’ to the municipalities of the
STC region. On the whole, supplementing municipal projects with Green
Infrastructure (sometimes called GI) can be cheaper than increasing the capacity of
traditional ‘hard’ infrastructure, like stormwater treatment or tertiary treatment of
sanitary sewer effluent. It is important for communities to consider utilizing Green
Infrastructure where it can be cost effective for the community in the long-run.
Other communities (like the City of Syracuse) have worked with green and achieved
great success. These trail-breaking communities are identifying infrastructure and
clean water problems with effective Green Infrastructure solutions. STC is well
placed to inform communities within this region about successful green
infrastructure projects.
Objective 5: Pursue re-development in this region’s urban areas. If there
is no substantial renovation or reconstruction in the built-up areas (like cities and
villages), then the taxable value of the housing stock will decline substantially over
time in the affected municipalities. A sharp decline in the value of a municipality’s
housing stock will have a corresponding and drastic effect on tax rates; if the tax levy
remains steady while the assessed value declines then increased tax rates are needed
to make up the difference. Creating conditions conducive to construction and
restoration within urban areas will be important to maintaining the value of local
housing stock in the next 50 years.
Objective 6: Assist rural towns with the provision of effective
water/sewer/telecommunications infrastructure. There is a significant
absence of water/sewer/telecommunications infrastructure in the rural communities
of this region. Although the Southern Tier Network is beginning to address the
telecommunications infrastructure issue, it has not been cost-effective to develop
water and sewer infrastructure in all of this region’s rural areas. Even in places
where septic systems are use to address waste-water issues; the soil characteristics in
some communities are so poor that septic systems do not work effectively. Rural
communities need extra assistance with the funding and implementation of
infrastructure projects.
1 According to the EPA Green Infrastructure is: An adaptable term used to describe an array of products,
technologies, and practices that use natural systems – or engineered systems that mimic natural
processes – to enhance overall environmental quality and provide utility services.
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Goal 2: Fully enable residents of the STC region to reach their maximum
potential. Fully preparing children for productive work in the ‘economy of
the future’ is a regional priority. The workforce of the future is composed of
today’s 18-25 year olds and children aged 0-17; these young residents will be the
primary wage earners and parents throughout Steuben, Chemung, and Schuyler
counties from 2020 through 2050. The physical health, mental health, educational
attainment, life skills/work ethic, and employment prospects of this generation are
being formed right now. The educational opportunities and human services available to
these residents will undoubtedly shape the economy of the future.
Objective 1: Fully support projects which improve the health of regional
residents, particularly children. STC has prioritized the health of residents, as
essential to economic prosperity and as a basic component of human well-being. As
much as possible, STC will work with health agencies and organizations to secure
grant funding and to maximize the effectiveness of current health programs. It has
been shown, time and again, that early intervention is key to a lifetime of good
health. Other projects in this region, like the S2AY Mobile Dental Clinic, have
already had excellent success at providing early health intervention/education. The
importance of healthcare in this region goes beyond individual health-promoting
projects. Healthcare and health insurance are ‘on everyone’s mind.’ Healthcare was
mentioned in almost every interview conducted for the CEDS. Residents in the
region are concerned; they want to ensure that care will be available when needed at
a reasonable cost. Employers (private & governmental) are concerned about the cost
of health insurance and healthcare mandates. These are significant concerns. STC
has no capacity to address the cost of healthcare or any issues relating to insurance.
However, STC is very well situated to disseminate information to local governments
and human service agencies. In so far as STC is able, we will inform our constituents
of major changes and effects of these changes on the economy.
Objective 2: Promote the effectiveness of day-care and early childhood
education programs as a ‘safety net,’ to ensure that children receive
adequate medical attention and special needs assistance (as needed).
Providing adequate care and attention to children at an early age is a highly effective
method of detecting learning difficulties, health issues, and abuse. Early
intervention is known to be highly effective at reducing long term negative impacts.
Establishing redundancy of care and adult involvement for the most at risk children
through day-care and early childhood education is a priority.
Objective 3: Support efforts to reduce/prevent drug use in the STC
region. The use and abuse of drugs in this region has a chilling effect on
employment. Recent reports show that 30% of job applicants will fail a drug
screening test. A 30% failure rate shows endemic drug abuse throughout these three
counties. Even beyond the costs of lost wages, drug users waste a great deal of
money into a non-productive, non-taxed, black market sector of the economy. STC
will support efforts to reduce drug use in this community; all efforts must address
the drug problem on several fronts: education, screening, and enforcement.
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Goal 3: Increase the effective pairing of workers and employers in the STC
region; a large, well trained, and well prepared workforce could be one of
the most attractive assets of this region. As shown in the prior two chapters,
residents of this region have a wide range of education levels, skills, and work
experience. As of April 2012, the vast majority 91.2% of this region’s labor force was
employed. Of the 92,700 people in the labor force approximately 84,500 workers are
employed, a small drop of 1,500 employees from last April. Although the
unemployment rate of 8.8% is only slightly higher than the New York State
unemployment rate of 8.1%, it is also true that only 46%2 of the residents in this region
participate in the labor force (compared to almost 50% for New York State). Increasing
the size and preparedness of the labor force must be a key preliminary economic
development step for this region. The greatest social and economic improvement in this
community could be achieved by attracting businesses to employ a great variety of
workers at all levels of skill and education and by motivating and attracting additional
residents into the labor force.
Objective 1: Improve the employability of ‘marginalized’ job seekers
through literacy education, drug screenings, drug abuse education, and
basic job skills training. Conduct polling of regional employers to
identify the needed skills and training. A lack of basic skills has kept a small
(but significant) percentage of job seekers from securing permanent employment.
Employers, IDA’s, and developers throughout this region have observed a
fundamental disconnect between the
skills and abilities possessed by entry
level workers and the skills needed by
businesses. The inability of some
businesses to hire reliable entry-level
workers has had a dampening affect on
the economy of the region. Preparing
the current workforce to meet the needs
of employers is a regional priority that
will have profound positive effects on
the economy.
Objective 2:
Support/maintain/expand
Figure 3.2: CSS Workforce NY staff and a
job seeker
effective educational
infrastructure for adults and children to achieve a literacy rate and
graduation rate consistent with the national average. Basic proficiency in
reading, writing, and math is a pre-requisite for success in the job market.
Employers in this region report that their ability to fill employment vacancies is
limited by a lack of basic literacy skills among job applicants. Substantially
increasing the literacy rate for children and adults and promoting the improvement
would be an effective way to attract businesses that currently struggle to find literate
employees.
2
Based on NYS Department of Labor data and Census 2010 data.
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Objective 3: Attract businesses to the region that are able to fully utilize
the available time and skill-set of job seekers in the region. There exists in
these three counties a vast and untapped source of high quality labor: older workers
and parents who desire part time work. Life changes can push workers from the full
time workforce; those people have many years of experience, they may have
advanced degrees, and they may have a strong desire to continue working. A
substantial pool of residents would be able to fill professional part-time or flexible
positions, were more of these positions available throughout the region. Work-fromhome/telecommuting opportunities are also highly valuable in this region, given the
high costs of transportation from rural communities.
Objective 4: Begin a discussion with businesses about the mix of wages
and benefits that are most attractive to workers. Wages and health benefits
vary dramatically between employers; often, employees will accept a job with a poor
fit for their skills and experience in order to gain access to health insurance. By
offering health insurance to part-time employees (without a net change in cost to the
employers), local businesses may find that the pool of eligible applicants
dramatically improves.
The financial need for a two-earner household has effectively pushed some workers
in this region out of the search for a career and into finding a ‘job.’ Some parents
accept full-time employment for the resulting job security when a part-time, ‘shared
work,’ or ‘work from home’ career would result in higher quality work and fewer
interruptions.
Employers are facing a greater demand from employees for work-life balance.
Employees may be willing to accept wage reductions in exchange for greater freedom
(i.e. part time work). It is very likely that the increased desire for flexibility and
freedom at work will become part of the ‘new normal’ after 2008-2009 recession.
Employees perceive wages and benefits together when evaluating job prospects, flexbenefit plans, flexible hours, and flexible work policies are very attractive to potential
employees.
Objective 5: Assist and support communication between employers and
existing workforce development organizations. The role of Workforce
Investment Board, CSS Workforce NY, and the Economic Opportunity Program
(EOP), can be somewhat of a mystery to developers and employers. A closer
connection between businesses that need employees and groups promoting access to
employment is vital. As a regional planning board, STC is well placed to foster
connections between economic development groups (like the members of the EDPC)
and workforce development agencies.
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Objective 6: Increasing the size of the labor force and improving the
ability of entry-level workers to advance to higher positions should be a
key preliminary economic development step for this region. The
workforce of this community represents only 45% of residents. Age, education level,
disability status, worker skill-set, and the presence of children are all factors which
can separate people from the workforce. These factors can be overcome through
regional initiatives. There is also a tendency for the entry-level job openings to
‘churn’ through employees, which can limit the potential earnings of employees.
Take the example of an employee who takes a position for several months, then
leaves the job due to low wages or lack of advancement. If that same person finds
new entry-level employment at a different company; other young/unemployed jobs
seekers will be kept out of the job market. In contrast, if a job-ladder were
available in the first position, the employee may have been promoted, received
additional wages, and the entry level position would have been open for a new
entry-level employee.
Objective 7: Prepare residents of the STC region for success in the
workplace through training opportunities at locations within the region
for workers with varying skill levels (see goal 4, obj. 1). Hiring new
employees is very emotionally challenging, daunting, and sometimes costly process.
As a result, employers are very selective about the work experience, habits, dress
code, skills, work ethic, and drug screening results of job applicants. Taking regionwide steps to improve the employability of persons not currently in the workforce
and the underemployed will increase the pool of qualified applicants for jobs in STC
counties. Assistance with workforce training and entry to the workforce will increase
the pool of qualified applicants and make hiring easier throughout this region.
Objective 8: Increase access to
flexible, affordable, high-quality
child-care opportunities. Making
the decision to enter/re-enter the
workforce after becoming parents is
challenging, financially and
emotionally. Parents are faced with
the need to earn income outside the
home and with the high cost and
limited availability of child care in this
region. Parents who do ‘shift work’ are
at the greatest disadvantage; it is very
difficult to find late evening and
overnight care in this region. Parents
that work part time are also
disadvantaged in the search for childcare.
Full time
Part-Time
Nights/Weekends
Figure 3.3: Illustration of childcare availability
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Objective 9: Facilitate programs throughout the region to reduce the
high-school drop out rate and to effectively teach life-skills to students
and adult learners. According to data from the United States Department of
Labor, Bureau of Labor Statistics, in 2012 the unemployment rate was very closely
tied to educational attainment as illustrated on Table 3.1 below. High school
dropouts face a lifetime of economic difficulties. In order to advance economic
development in this region, the baseline education of the workforce must be, at the
bare minimum, a high school diploma and basic literacy. Activities undertaken to
reduce the high school dropout rate should be considered economic development
and asset based development.
Table 3.1: Unemployment Rate by Educational Attainment
High School
Drop-outs
National
Unemployment
Rate
12.4%
High School
Graduates
8.3%
Completed
Some College
7.1%
Completed
a B.S. or
Higher
4.0%
Objective 10: Assist in the establishment of both at work and vocational
training programs to improve the skills of employees; promote the
importance of ‘the trades’ and a BOCES education. A disconnect exists
between the skills needed by businesses and the skills taught in high school /college.
Vocational training is an effective way to resolve any disconnect between the skills
needed by employers and the skills that workers possess. At-work training initiatives
were implemented in the STC region in 1980’s funded by ARC. Updating and reinvigorating these programs should be a top economic development priority
throughout the region. Skilled technical workers, such as machinists, fabricators,
and pipefitters are in very high demand; students throughout this region and NYS
must be made aware of the potential benefits of enrolling in a trade-school.
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Goal 4: Maximize quality of life and livability for residents and visitors to
the STC region. While wages in this area are lower than in more urban communities,
the potential quality of life in this region is quite high. Quality of life is one of the STC
region’s great advantages, particularly due to the variety of residential environments
(woodland cabins, farm houses, lake-front retreats, suburban homes, single- and multifamily city homes, and downtown apartments) which are available to residents. IDA’s,
governments, and developers must understand the value of ‘quality of life’ as an
economic development tool and preserve quality of life throughout the region.
Development activities should not diminish the quality of life available in these three
counties; ‘livability’ of this community should remain a substantial and attractive asset
to development.
Objective 1: Encourage the development of increased housing
opportunity for all residents of Schuyler, Steuben, and Chemung
Counties. Greater variety in residential costs and styles is needed in this region. It
is also important to improve overall quality of housing stock available and to
increase the variety of unit sizes available within the region. The demographics of
New York State and these three counties are changing dramatically; regional housing
needs are shifting with demographic changes. Specifically, the average family size is
shrinking and the demand for small (studio/1 bedroom) apartments is growing. STC
will work with communities, developers, and not for profits to provide information
and adjust local zoning to encourage the creation of small residential units. STC will
also work with existing organizations to encourage the creation of ‘flexible’
residential units in response to the housing needs of Marcellus Shale drillers.
Objective 2: Promote increased connections between STC region
residents and nature, for general well-being and enhanced public health.
As discussed in the Susquehanna-Chemung Action Plan and the South-East Steuben
Rivervision, connections to the natural environment are beneficial to residents; these
connections promote increased involvement in community and environmental
activities.
Objective 3: Work with municipalities to revitalize local waterfronts with
flood-safe development. Proximity to rivers and lakes has always been an
attractive land feature; local communities were founded around access to water
sources. These waterfronts remain very attractive for visitors and residents
interested in experiencing the natural beauty of this region. However, building and
insurance requirements have changed since these communities were founded (17901900). Now development must balance two conflicting forces 1) buildings must be
flood proof in the floodplain and usually located out of the floodway 2) owners with
waterfront property usually want to build very close to the shoreline. Landowner
education and local laws can be used to ensure that development is ‘flood safe’ while
still ensuring than owners are able to enjoy the use of their property.
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Objective 4: Assist communities to cultivate a distinct ‘sense of place.’
Towns, villages, and Cities with a distinct ‘feel’ are very memorable to visitors;
Communities that cultivate a ‘sense of place’ attract greater repeat tourism and
greater involvement from local residents (young and old). Those communities that
have developed a specific ‘feel’ tend to work with local heritage and historic
structures to create a positive identity for a community. One distinct element of a
‘sense of place’ can come from distinct architectural styles. Local laws can mandate
the construction of buildings with similar design elements, size, and materials.
Objective 5: Promote a walkable, livable environment whenever
possible. Compact development, mixing land uses, and the construction of
sidewalks are some of the first steps toward creating highly walkable communities.
Density and sidewalks are two of the most pivotal to creating an area that draws foot
traffic. Communities in this region can implement changes to zoning to increase
density, and local laws are often used to institute the creation of sidewalks. While
mixed land uses are not required for an area to be attractive to pedestrians, a variety
of uses will make a community substantially more walkable. Mixing land uses is a
way to maximize convenience of visiting a community. Retail and restaurant uses
that are located near public spaces and residential areas will draw increased foot
traffic, which is good for businesses.
Objective 6: Educate local governments about the impacts of New York
State’s Smart Growth Law. The New York State Smart Growth Law, in effect,
limits the ability of State agencies to fund and support projects that violate the
principals of ‘smart growth.’ It is important to educate communities and local
organizations about the impact of this law on development throughout the STC
region.
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Goal 5: Support sustainability and environmental awareness in Steuben,
Chemung, and Schuyler counties, particularly where local action would be
very effective. These communities have rich histories based on resource extraction.
Promoting a sustainable approach to resource extraction, production, and use will result
in much greater rewards in the long run than a clear-cutting or strip mining approach.
Objective 1: Encourage farmers in the STC region to make this area a
leader in the supply of organic/local farm products, produce, crops,
meat, and dairy. Work to bring a greater percent of food profits back to
the farmer. This region is very well placed to provide farm goods to New York City,
Washington D.C., and Toronto. These large cities have a significant and growing
demand for niche farm products3. Farms in this region would benefit from an
organized large-scale attempt to provide farm goods in big urban areas. A key
component of any new attempt to distribute farm goods must be increased profits for
farmers; profits to farmers will increase if the farm products are routed to the
consumer more directly.
Objective 2: Promote growth from existing businesses and attract
companies that will meet the long-term needs of the region. Small
businesses are very often the growth drivers of a local economy. If ten (10) small
businesses each add ten (10) new positions in a year, the growth would have the
same positive impact as attracting one (1) new one hundred (100) employee
company from outside the region. Given that most of the land within the urban
centers of this region has already been developed, there is a greater chance of being
able to meet the incremental growth needs of existing businesses vs. finding a
satisfactory site to meet the needs of new large employers.
Objective 3: Maximize the potential benefits of abundant local natural
gas (n.g.) by supporting the conversion/installation of n.g. power
generators, and n.g. appliances. Natural Gas is abundant in Northern
Appalachia. This resource must be fully utilized for the benefits of locals, which
includes the use of n.g. appliances and n.g. power generation. As of late, discussions
of natural gas have mostly focused on the Marcellus shale; however, there are many
shale formations throughout this region that bear n.g. Natural gas extraction will
remain commercially viable in this region for decades, if not hundreds of years. It
would be wise to begin fully utilizing this resource locally.
Objective 4: Support alternative energy developments such as noninvasive wind farming, small scale solar installations, small-scale hydroelectric, and geothermal heating and cooling, along with energy
conservation to promote energy independence. Utilizing the energy
creating resources available in this region will reduce energy costs, increase local
employment, and re-invest in the local economy, while simultaneously reducing
pollutants and emissions. Any shift to local energy production would make this
region more self-sufficient, and insulate these three counties from dramatic
increases in energy prices.
3
http://www.ers.usda.gov/briefing/organic/demand.htm
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Objective 5: Promote the transition from traditional
industrial/manufacturing methods to sustainable and ‘green’ methods.
Fundamental changes to manufacturing methods are only accomplished to reduce
cost, meet new governmental regulations, and satisfy consumer preferences.
NYSERDA/Cleaner Greener Southern Tier Consortium should work with
manufacturing organizations and business groups to foresee these types of changes.
The consortium will be able to assist businesses with long term planning for
sustainability and green manufacturing methods; like utilizing post-consumer
recycled material. Long term planning for businesses can also reduce the costs of
any mandated systemic changes to manufacturing and production in this region.
Cooperating with businesses is one of the most important ways to reduce negative
impacts on the environment.
Objective 6: Work with local organizations and employers to attract and
retain ‘young people’ in our local communities. Also, promote tolerance
and the benefits of diversity (age, ethnicity, gender, education, disability,
and orientation) within the existing economic development framework.
Upstate New York faces ongoing ‘brain drain’ of young, well-educated people from
our colleges/universities to bigger cities in states with greater employment
opportunities. This loss of young professionals has a marked impact on our region,
the population pyramid in chapter one, figure 1.8, shows that there is a small but
measureable decrease in the population 18-35. These young people are building
families and making homes for themselves. As long as these youths continue to leave
the area, our community will be deprived of the economic growth and population
growth generated by young professionals.
Figure 3.5: We Live NY Summit, hosted by Pipeline 4 Progress
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Goal 6: Identify and safeguard developable sites for current development
needs; preserve and ‘groom’ developable sites for future development
needs. Assist existing economic development organizations to pursue a
cluster-based economic development strategy across the region. Availability
of land is a major factor contributing to successful economic development. Given the
current restrictions on land in the STC region (floodplain, steep slopes, and built up
areas), it is important to conduct a forward thinking analysis of available sites for use in
the next 20 to 100 years.
Objective 1: Utilize the planning process to identify highly developable
sites in the STC region that are 1) greenfields, 2) greyfields, or 3)
brownfields. Any sites that are identified for economic development through the
planning process should be incorporated into the local master plan and the County
IDA strategy (ies) accordingly. STC will assist IDA’s and communities in identifying
these sites and ensuring that each site can be developed to its highest and best use,
for the community and the region.
Objective 2: Solicit the knowledge of economic development
professionals to make recommendations on the preparation and
marketing of these sites. Site preparation and marketing can be used to attract
the specific types of businesses that will have the greatest benefit in this region.
IDA’s will communicate with municipalities and landowners to ensure that
developable sites in this region undergo the appropriate site preparation. If
communities in this region take the right steps in site preparation and advertising,
the long term needs of the community will be met effectively.
Objective 3: Utilize “lease of development rights4” process and strong
local zoning to protect valuable land specifically for future development.
There are also instances where a specific parcel is the only site available that will
meet the criteria for locally significant developments (usually transportation related
developments, development tied to the availability of utilities, and the presence of
large acreage). In these cases, it is appropriate for development agencies and
municipalities to use the voluntary ‘lease of development rights’ process to ensure
that the site is available to meet future economic development needs. Strong zoning
(with a supporting Master Plan) can also be used to a similar effect. These two tools
can be used to ensure that the best and most compatible building sites are available
for future use.
4
The ‘lease of development rights’ is an open space protection tool. An interested party (land trust or IDA) agrees
to ‘lease the development rights’ of a property for a defined period (usually 10-30 years). An example of ‘lease of
development rights’ would be an IDA leasing the development rights of a field adjacent to a new industrial park. At
the end of the ‘lease,’ economic conditions and existing infrastructure may support high-density (or high intensity)
development. During the time of the lease (10-30 years), that land is protected from developing into a strip mall or a
gas station. When the lease expires, the IDA may want to expand the adjacent industrial park; if the farmer’s field
was never developed, construction costs will be minimized and the cost to route the necessary infrastructure to the
adjacent parcel is low, due to the close proximity.
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Objective 4: Educate developers, residents, and communities about
respecting the floodwaters. Floodwaters can pose a danger to life and property.
Following the 40th anniversary of the devastating Agnes Flood; flood education
throughout the region is vital. Focusing development away from the floodplain is an
important first step to minimizing potential losses in a flood event. When buildings
and infrastructure must be located in the floodplain, the design should minimize the
potential for flood damage (preferably above and beyond minimum regulatory
requirements) flood proof construction must be utilized when building in the
floodplain. Implementing good site design to manage runoff up stream of the
floodplain is also an important way to reduce the impacts of floods. The costs of
flooding can be catastrophic for businesses and families within the region. It is good
economic development policy to avoid those potential losses with regional land use
planning, floodplain management, stormwater management, and good site design.
The activities of STC’s Floodplain Mitigation Specialist are pivotal to reducing the
impacts of storms and flooding in these three counties.
Objective 5: Pursue funding to remediate and prepare former industrial
sites for re-use. Assist local governments with any Planning/Zoning
changes necessary to redevelop vacant industrial sites. Many
abandoned/underutilized industrial sites throughout this region have onsite
infrastructure, relatively large urban parcels (near other parcels that could be resubdivided together), easy access to major roadways, and a nearby pool of potential
workers. These historic locations were once highly prized for industrial
development. STC will work with local governments and IDA’s to promote the reuse of industrial land whenever feasible.
Objective 6: Assist existing economic development organizations to
pursue a cluster-based economic development strategy across the
region. Align existing organizations and programs with the Cluster
Based strategy promoted by the EDA5. According to the EDA, an Economic
Cluster is more than the sum of its parts. For example, the presence of a strong
biomedical cluster may attract a supplier to the area, thereby reducing
transportation costs for raw materials delivered to businesses in the cluster.
Several clusters exist in this region. STC will work with IDA’s to promote the use of
cluster-based development strategies whenever possible by encouraging the IDA’s
to: pursue cluster based workforce training to maximize the effectiveness of the
workforce, utilize Cluster Targeted Business Attraction as an economic development
tool, and promote research & development as a driving economic force and attract
cluster targeted R&D firms.
5
Visit www.knowyourregion.org for more information about cluster based development.
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Goal 7: Encourage communities to maximize the benefits of Natural Gas
development while minimizing the costs and negative externalities borne by
the municipalities. Regardless of the fate of horizontal hydro-fracturing (fracking) in
the New York State Legislature, this region is already feeling the effects of Marcellus
shale development in Pennsylvania. It is the role of STC to assist local communities to
understand the impacts, municipal concerns, and benefits of large-scale natural gas
drilling activities.
Objective 1: Support training of locals to fill positions in the Natural Gas
Workforce. Natural gas drilling and support services are growing industries. It is
important that local workers are prepared to compete in this fast growing sector of
the economy. The use of local labor should be cost effective for the natural gas
companies; natural gas employment may be a very good career for some members of
STC’s workforce.
Objective 2: Promote the conversion of local electricity generators from
coal to natural gas. The estimated environmental impact of natural gas is limited
when compared to conventional coal mining and combustion. The expected
environmental impacts from natural gas are typically from drilling and extraction
activities. To ensure that local resources are used effectively, natural gas should be
used within this region to generate electric power.
Objective 3: Assist municipalities by outlining for residents and natural
gas companies in the STC region the powers and limitations of
municipalities in addressing Marcellus Shale drilling and natural gas
development (clarifying the development process). Marcellus shale natural
gas drilling is regulated as mining in NY State and across the nation; the powers of
municipalities to allow, review, and regulate natural gas drilling may be limited.
Recent court cases in NY (particularly in the Town of Dryden, NY) seek to challenge
the earlier interpretation of the law. In “home rule” states (like NY) some
municipalities have prevented drilling activities (as an exercise of the ‘police power’
of zoning). This zoning based argument was upheld by the lower court and the case
is currently before the NYS Supreme Court Appellate Division. A judgment is
expected shortly. Towns, villages, and residents should understand the role of the
municipality in any natural gas drilling issue. As a regional planning board, STC has
direct contact with the Energy Task Force in each county; these task forces are an
excellent vector for disseminating information about the powers and responsibilities
of local governments. STC will also share information about the rights of neighbors
and residents.
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Goal 8: Reduce costs of transportation and increase transportation
efficiency within the STC region, for all modes of transportation. The
movement of raw materials, products/components, and labor is a driving force behind
economic growth. In order to facilitate greater movement of materials and labor, it is
important to reduce the cost of transportation in this region.
Objective 1: Analyze the regional transportation network. Does the
network meet current and projected needs? How do the modes of
transportation inter-connect? The ability of the transportation network to meet
the needs of this community is paramount. Obtaining good outcomes from transit
development projects requires good data and good planning. STC will assist local
organizations with understanding the current and future use of the transportation
network.
Objective 2: Promote rail development, so that companies throughout
the region can cheaply access major markets. Rail is a highly cost effective
transportation method that is widely available in this region. As such, STC will
promote and support rail development (long-haul, short-line, and passenger) for the
benefit of local businesses and residents.
Objective 3: Upgrade existing roadways and build new roads to meet
current and future demands for safety, speed, ease of access, and the
Complete Streets6 criteria. The major roadways through this region tend to
follow a very efficient route between destinations; in some cases, road surface
conditions and design specifications may not meet current standards. There are
roadways which require re-construction to meet the current and future needs of
residents. As much as possible, STC will support projects to upgrade existing
roadways. STC supports the construction of new roadways, which will result in a
long-term net benefit for the community and also meet the needs of many users (not
just car-drivers).
Objective 4: Maximize the effectiveness of human-powered
transportation (for short trips). Work with regional transportation
agencies to connect pedestrians and bicyclists to other modes of
transportation (see goal 7). These communities began as ‘dense and walkable’
because walking was the major form of transportation available to residents between
1790 and 1930. Communities in the STC region have a distinct advantage regarding
“walkability,” it is important from a regional economic development perspective that
we cultivate this advantage. STC will work with the local MPO, the Elmira Chemung
Transportation Council, and the Schuyler County Transportation Council to increase
the safety and ubiquitousness of human powered transportation in these three
counties.
“The DOT policy is to incorporate safe and convenient walking and bicycling facilities into
transportation projects. Every transportation agency, including DOT, has the responsibility to improve
conditions and opportunities for walking and bicycling and to integrate walking and bicycling into their
transportation systems.” U.S. D.O.T. Policy Statement on Bicycle and Pedestrian Accommodation,
3/11/2010
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