Strategic Planning Public Planning Session February 26 2016

Strategic Planning: Public Planning Session February 26, 2016, 2: 00 p. m. – 4: 00 p. m. Columbia-Greene Community College

Next Steps • • • Survey Draft Strategy Board Review Present to Public Permanent President and CEO in place

Meeting Agenda 2: 00 Open Meeting • Welcome and Opening Remarks • Agenda Review 2: 10 Information Sharing • Where We Are • Strategic Planning Process • What We Know 2: 45 Information Gathering • SWOT • Targeted Issue Idea Generation 3: 55 Close Meeting • Wrap Up • Next Steps

Where we are: • Interim President and CEO engaged – DONE • By-laws amended and approved – DONE • 17 voting and 3 ex-officio board members (8 vacancies; 6 filled, 2 open) • Policies reviewed and updated. • Funding fully restored – DONE • Membership campaign – INITIATED AND ONGOING • Strategic Planning Process – INITIATED • Board and staff planning workshops – DONE • Public planning session – TODAY • Plan finalized and presented – April 19 • Permanent President and CEO search - INITIATED

Strategic Planning: Process Systematic process to envision the future and create a plan to realize that future. • Develop/affirm Mission Statement (why the organization exists) • Develop/affirm Vision Statement (what the organization strives for) • Engage diverse set of stakeholders to collect information • Identify strategic areas of focus • Define goals (stated outcome) and objectives (measurements) • Written strategic plan completed, reviewed, approved and introduced • Plan integrated to operations including budget and action planning

Mission The mission of the Columbia. EDC is to : • Strengthen the area’s tax base through economic development & job creation; • Assist businesses to locate & expand within the County; • Promote Columbia County as a premier spot for both business investment and personal opportunity.

Organizational Functions • • • General Administration Loans & Grants Economic Development Accounting & Finance Compliance & Reporting Marketing & Communications

Four Pillars of Focus 1. Entrepreneurship & Innovation 2. Infrastructure 3. Quality of Life & Sustainability 4. Workforce & Education

What we know: Review of Demographic Data • Population • Unemployment • Work Patterns • Income • Industries

Population: Age Columbia County Residents are slightly older than the US and New York averages, with a majority 45 years and older. 100% 90% 20, 31% 14, 41% 14, 14% 26, 83% 26, 28% 80% 70% 60% 32, 21% 45 to 64 50% 40% 65 and over 27, 09% 26, 35% 20, 79% 30% 25 to 44 18 to 24 10, 90% 9, 95% 23, 27% 20% 7, 75% 10% 18, 94% 21, 57% Columbia County NY 0 to 17 0% US Data from www. Clustermapping. US

Population: Education • Columbia County residents graduate from high school and earn bachelor’s degrees at close to the NY and US rates. • County residents include individuals with more military service than either NY or the US. High school graduate or higher 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 87, 20% Bachelor's degree or higher 86, 00% 85, 20% 28, 20% 33, 20% 8, 56% Columbia County Veterans 28, 80% 6, 67% 4, 62% NY US Data from Census Quickfacts

7 , 8 8 27 5, 6% n, 71 4 1, 73 6, 3% Re gio n, to ng as hi n, 2, 0 ar re 04 9 4, 6 , 2 9 5, 5% W y, ad ct en e , 5 6, 5% W Sc h ga to ra 02 5, 1% Sa , 3 er , 4 la ss e 81 6% Re n , 1 , 3 ne ee 6 5, 1% Gr 1, 46 6 , 6 0 5% a, bi m lu Co , 7 ny ba Al 2014 County Unemployment Rate and Persons Unemployed 7% 6, 0% 5, 6% 4, 8% 4% 3% 2% 1% 0%

Work Patterns: Labor Force Participation Based on NY and US averages, underemployment is roughly double unemployment. Thus, Columbia County at 5. 1% unemployment would have an estimated 10. 2%, or 2, 932 residents available to work or to work more. Columbia County New York United States Labor Force, % of Population 62. 0% 63. 5% 63. 9% Not in Labor Force 38. 0% 36. 5% 36. 1% Standard Unemployment Measure, 2015 Annual Average 5. 3% U 6 Unemployment, 2015 Annual Average 10. 6% 10. 4% Data from Census Quickfacts, Bureau of Labor Statistics

Work Patterns: Commuting County % Work in County % Commute Out Columbia 38% 62% Rensselaer 45% 55% Albany 81% 19% Columbia County New York United States Mean travel time to work (minutes), workers age 16+ 25. 7 31. 6 25. 7 Use Public Transportation 2. 5% 27. 4% 5. 1%

Income $200, 000 or more; 4% Less than $14, 999; 9% Median Income $100, 000 to $199, 999; 21% $50, 000 to $99, 999; 32% $15, 000 to $34, 999; 20% $35, 000 to $49, 999; 14% • Columbia County $58, 625 • New York State $58, 687 • United States $53, 482

Poverty Area % Population in Poverty % Children in Poverty Hudson 23. 2% 31. 8% Schenectady 23. 9% 41. 9% Albany 25. 2% 32. 2% Troy 28. 3% 46. 4% US Average, Metro Areas 15. 1% 21. 1% US Average, Non-Metro Areas 18. 1% 25. 2% Source for Regional Data: American Community Survey, Census Quickfacts US Averages from www. ers. usda. gov/topics/rural-economy-population/rural-poverty-wellbeing/poverty-overview. aspx#childpoverty

Top 7 Industries by Wages Establishments Average Employment Health Care and Social Assistance 171 182 Retail Trade 251 680 Manufacturing 78 556 Total wages 4, $ 166, 329, 850 2, $ 70, 125, 805 1, $ 69, 553, 538 Wholesale Trade 59 775 $ 36, 971, 150 Construction Agriculture, Forestry, Fishing and Hunting Professional, Scientific, and Technical Services 246 903 $ 34, 860, 937 69 885 $ 32, 530, 038 165 520 $ 27, 557, 921 2 digit NAICS Sector

Columbia County’s Industry Segments • • Agribusiness • Arts, Culture, Tourism & • Hospitality • • Education • • Financial Services • Government • • Health Care • • Creative Economy • Manufacturing & Technology Professional Services Recreation Second Home Real Estate Small Business Not for Profits Other

Traded and Local Industries Traded industries sell products or services across & beyond regions, bringing revenue into the county Increasing Business services Education and knowledge creation Livestock processing Biopharmaceuticals Non-metal mining Decreasing Financial services Heavy machinery Recreational & small electric Metalworking “Fired” materials (e. g. ceramics)

Traded and Local Industries Local industries primarily serve local markets and residents (within the county) Increasing Health services Real estate construction/ development Food & beverage processing/ distribution Logistical services Hospitality (restaurants, hotels) Decreasing Clothing & general retail Utilities Commercial services Entertainment & media Motor vehicle products/service

Creative Economy as an Industry The businesses, non-profit organizations, and selfemployed individuals involved in the origination, production, and distribution of goods and services in which artistic and cultural content gives the product or service value in the marketplace: • Design • Media • Visual Arts and Handcrafted Products • Performing Arts • Heritage and Preservation

Creative Economy: Regional View of its Economic Importance Employment in the Creative Industries is one of the most important sectors of the Capital Region’s economy.

Creative Economy: Columbia Co: Very High Concentration WARREN 1. 01 RENSSELAER Location Quotient 1. 06 Location Quotient SARATOGA 1. 26 COLUMBIA Location Quotient 1. 81 Location Quotient GREENE 1. 06 Location Quotient Capital Region 23, 936 Jobs in Creative Industries 3. 65% Share of Area Employment 1. 01 Location Quotient Only two U. S. counties—Kings County, NY (Brooklyn) & Taos County, NM— have a higher concentration of independent artists than Columbia County.

Common Economic Development Issues • • • Broadband Business Attraction Business Climate Business Retention & Growth Clean Energy & Climate Change Economy Education Environment Health & Human Services Housing • • • Infrastructure Investment Jobs Land Use Public Safety Shovel Ready Sites Transportation Gas & Electric Water & Sewer Other

Columbia Co Business Environment: Themes and Issues • Business environment/ culture tourism • Business marketing/attraction • Workforce readiness challenges; new businessversus retention education partnerships under • Economic development versus development community development • Funding model (private versus • Bifurcation of County (rural vs public support) main street) • Need for organizational • Regional collaboration direction, capacity • Industries of focus: agbusiness, • Regulatory Compliance creative economy, technology,

SWOT Analysis An important part of the environment assessment - participants identify Strengths, Weaknesses, Opportunities, and Threats of the organization. Most effective when input is gathered from a variety of stakeholders who hold diverse perspectives and perceptions (aka YOU).

SWOT Analysis • Strengths (internally focused): Attributes that make the organization a strong organization • Weaknesses (internally focused): Weak areas within the organization that need to be fixed or addressed • Opportunities (externally focused): External opportunities to consider • Threats (externally focused): External threats or forces working against the organization SWOT – Consider CEDC’s ability to: • Foster economic development & job creation; • Assist businesses to locate & expand within the County; • Promote Columbia County as a premier spot for both business investment and personal opportunity

Idea Generation – Engagement and Connections • How do we retain and attract young people to Columbia County? • How do we get those who left to attend college to come back to Columbia County? • How do we engage the 2 nd homeowner community? • How do we get tourists to explore more? • How do we connect Agbusiness outside the county?

Next Steps • • • Survey Draft Strategy Board Review Present to Public Permanent President and CEO in place

THANK YOU!