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A strategy for

WNY Regional Economic Development November 2011 Strategic Plan Acknowledgements Western Chair Robert J. Duffy New York Lieutenant Governor, New York State

Regional Co-chairs Regional Satish K. Tripathi Howard A. Zemsky President, University at Buffalo Managing Partner, Economic Larkin Development Group Development Members Aaron Bartley Strategic Executive Director, John R. Koelmel PUSH (People United for Sustainable President & CEO, Housing) Buffalo First Niagara Financial Group, Inc. Plan Jeff Belt Thomas A. Kucharski CEO, SolEpoxy President & CEO, Buffalo Niagara Enterprise Executive Summary 4 Robert T. Brady Chairman & CEO, Moog %UHQGD:0F'XIÀH Our Planning Process 12 President & CEO, Deanna Alterio Brennen Buffalo Urban League, Inc. President & CEO, WNY Assets and Challenges: 14 Niagara USA Chamber Jennifer J. Parker Existing Conditions and Opportunities CEO, Jackson Parker Paul Brown Communications, LLC Economic Development Strategy President, Buffalo Building & Making Smart Decisions: 16 Construction Trades David Porter Building strategic goals Plant Manager, Cummins, Inc. Colleen C. DiPirro Prepare Our Workforce 18 President & CEO, Duncan Ross Amherst Chamber of Commerce President, Implement Smart Growth 22 Arrowhead Spring Vineyards Foster a Culture of 28 Dr. Charles Edmondson Entrepreneurship President, Alfred University Andrew J. Rudnick President & CEO, WNY Industry Sectors 30 Robert Gioia Buffalo Niagara Partnership President, Advanced Manufacturing 32 The John R. Oishei Foundation Dr. Connie Vari Agriculture 34 Executive Vice President & COO, Dr. Rosa Gonzalez Kaleida Health Bi-national Logistics 35 President & CEO/Chair, Emergency Energy 37 Management & Fire Protection Dr. Raul Vazquez Technology/ Founder & CEO, Health|Life Sciences 38 RGonzalez Consulting Inc./Erie Urban Family Practice, P.C. Higher Education 41 Community College Professional Services 43 Pamela R. Henderson Tourism 44 Managing Partner, Henderson-Woods, LLC Promote the Region’s Assets 46 Reforms to Allow Businesses 47 Ex-Officio to Thrive

Byron Brown Greg Edwards Regional Implementation Agenda 49 City of Buffalo Mayor Chautauqua County Executive Closing Words 54 Chris Collins Michael O’Brien Erie County Executive Chair, Cattaraugus County Legislature Appendix Curtis Crandall William Ross Appendix A: 56 Chair, Allegany County Legislature Chair, Niagara County Legislature Work Groups S.W.O.T. Paul Dyster Sam Teresi City of Niagara Falls Mayor City of Jamestown Mayor Appendix B: 62 Public Feedback

Executive Director Christina P. Orsi Western New York Regional Director, Empire State Development

2 Western New York Regional Economic Development Council | Strategic Plan A Letter from the Co-chairs

Vision Statement What Went into the Plan

WesternWWesttern NewNNew YorkersYYo aspire to create a sustainable RegionalR i l CouncilC il Fellow citizens: A Regional prosperity by utilizing and Economic As co-chairs of the Western New York enhancing the strengths of WESTERN Development Regional Economic Development our people, by continuing REGIONAL Council led the COUNCIL creation of the Council, we are proud to present our rich tradition of human plan, working “A Strategy for Prosperity” – a innovation; by leveraging our with stakeholders to set WNY’s economic comprehensive plan to create a more development priorities to build realistic, region’s natural beauty and comprehensive, regional strategies for dynamic and sustainable economy for abundant natural resources; achieving our vision of a robust and our region and all its citizens. sustainable economic prosperity. and by taking full advantage The strategy is the product of an of our unique and strategic aggressive and broadly inclusive location in the world. We will Work Groups process involving stakeholders from create a region that is admired More than 200 ÀYHFRXQWLHVUHSUHVHQWDWLYHVRIDZLGH stakeholders from across worldwide, that attracts more 11 WNY volunteered their array of private, public, and not-for- Work people to live, learn, work and Groups time in topic and sector SURÀWRUJDQL]DWLRQVDQGOHDGHUVIURP focused work groups to important industry sectors. The work visit; where entrepreneurs and develop the details of has also engaged the broader public in a businesses want to invest their the plan. They brought important expertise and experience to series of interactive forums and through time and capital, and where the work of analyzing existing conditions, the Regional Council website. all our institutions reflect a formulating strategies for action, and WUDQVIRUPLQJVWUDWHJLHVLQWRVSHFLÀFDQG It is a truly home-grown plan that culture of inclusion, continuous doable projects and programs. UHÁHFWVWKHYDOXHVSHUVSHFWLYHVDQG improvement, adaptation and aspirations of the people of Allegany, excellence. Public Participation Cattaraugus, Chautauqua, Erie, and Niagara counties. And it is the product The community was an integral part of the of literally thousands of hours of work planning process. The from hundreds of volunteers – all of public was kept informed whom care deeply about the future of the communities of Western New York. through the media, stakeholder networks, and up-to-date The plan is submitted in response to Governor Cuomo’s challenge to chart a fresh content. They gave input online and through paper surveys and comment forms. Seven course for sustainable economic growth in New York State and to compete for grants public forums gave citizens an opportunity to and tax credits from a special billion dollar fund for development projects that can be speak directly to the Council. Overall, more transformative for our communities. than 1,000 citizens added their voices to the planning process. :HDUHFRQÀGHQWZHKDYHGHYHORSHGDKLJKO\FRPSHWLWLYHSODQZLWKJUHDWSRWHQWLDO for success. But the work we have done together to create a shared strategy for the continuing restructuring of the WNY economy is just as important -- and its potential to transform our region is just as great. We are all on the same page and we are working together as never before. The plan is, above all, practical. In order to have been included, strategies and more VSHFLÀFLQLWLDWLYHVPXVWEHERWKLPSDFWIXODQGIHDVLEOH:HDVNHGRIHDFKSURSRVDO

“can it move the needle?” in creating jobs and long-term prosperity in our region and $VWUDWHJ\IRU “can we get it done”? For each and every item in the plan these answers were “yes.” LQ:HVWHUQ1HZ

:1<5HJLRQDO 1RYHPEHU (FRQRPLF'HYHORSPHQW 6WUDWHJLF3ODQ Sincerely,

Satish K. Tripathi Howard A. Zemsky

Western New York Regional Economic Development Council | Strategic Plan 3 Executive Summary A strategy for prosperity

“A Strategy for Prosperity” aims to make fundamental improvement in the WNY economy, to ensure Where do we want to be? sustainable and long-term growth in jobs and income in our five-county region, and to contribute to the resurgence of the broader economy of New York State. Strengthen

The basic strategy is two-fold. And it sharpens basic tools -- fundamentals It addresses systemic issues marketing and promotion and The strategy focuses on three fundamental fundamental to the success regulatory reform -- to move all issues that -- if we address them of our entire economy -- like industry sectors ahead. appropriately -- can create the right environment for job growth and wealth workforce, infrastructure, and an The strategy justifies WNY REDC entrepreneurial culture. creation. With a stronger work force, more priority projects for special HIÀFLHQWLQIUDVWUXFWXUHDQGDYLEUDQW At the same time, it responds to state funding. Just as important, culture of entrepreneurship, we can turn our the needs of key industry sectors it provides a plan for us to work economy around. where our region has strength together in the coming years and can capitalize on comparative to achieve a truly sustainable advantages. prosperity. Job readiness. Jobs cannot EHFUHDWHGXQOHVVWKH\FDQEHÀOOHG Employers across WNY and in all A Participatory Process Where are we now? LQGXVWU\VHFWRUVVD\LWLVKDUGWRÀQG people who can do the jobs needed. The strategy was developed The strategy includes an array of through a broad-based, The bad news in our region is well- initiatives aimed at improving the match participatory known. Job growth here was sluggish between education and training and process when the national economy was jobs in the region and strengthening the engaging booming. A slow but long-term loss WESTERN connections between the “P-12” system, more than REGIONAL of population has yet to abate. Our COUNCIL higher education, and business. a thousand physical infrastructure - private and citizens. public - is too big and too old for our current needs. Businesses are burdened More than 200 11 Smart growth. While sprawling Work with taxes and regulation. community and Groups patterns of development have made business leaders Our good news is underreported. every city in America more costly and volunteered long We have made great strides in our OHVVHIÀFLHQWWKHLPSDFWKDVEHHQGRXEO\ hours in work economic restructuring, creating destructive in WNY where sprawl has groups to develop new jobs in health and life sciences, occurred without growth. The strategy the details of a education, professional services, and VSHFLÀHVKRZZHFDQUHLQYHVWLQRXU plan. tourism. urban centers, neighborhoods, and rural Many others participated in :HDUHPRUHFRQÀGHQWLQWDNLQJ villages to conserve energy and make public forums, submitted advantage of our natural assets -- land, JUHDWSODFHVWUDQVIRUPEURZQÀHOGV comments by e-mail or online, water, location, infrastructure, as from liabilities into assets; and reduce or sent letters with their views. well as strong institutions of higher the cost structure of local government education and a wealth of great by following smart growth principles in Because of all these efforts, infrastructure planning. the work before you is driven architecture, history, and culture that by the collective intelligence make WNY truly special. of our region and the shared We are determined to continue the Entrepreneurship. People who commitment to follow through transition toward a more balanced want to start businesses in our region in the months and years to economy, a more stable prosperity, consider New York State and WNY come. [See pages 12-13 for more and to meet our opportunities and hostile territory. The strategy calls for detail on participation in our challenges. [See pages 14-15 for an a new “ecosystem” that will nurture planning]. overview of Assets and Challenges.] innovation and risk taking by providing

4 Western New York Regional Economic Development Council | Strategic Plan better access to venture capital, granting Bi-national logistics. The region created at our universities and colleges relief from regulations that can sink a occupies a strategic position on the US- and it is also an important industry new enterprise, and offering a range of Canada border and on the southern edge sector in its own right and a supplier of practical services new businesses need. of a bi-national region of nearly 9 million skilled labor. people. There are almost 48,000 export Our 21 institutions of higher learning related jobs in WNY producing roughly produce a valuable service. Their Build target 12 percent of the region’s annual output. customers -- students -- spend money The potential to grow is substantial. in our community, and so do faculty industry sectors The plan proposes a bi-national logistics and staff. Initiatives to grow enrollment The strategy also puts forward ways to hub, development of manufacturing and and to market the region as a “college capitalize on opportunities in eight industry distribution centers, and investment in town” can help increase the $3.2 billion sectors where WNY is strongest. These are multi-modal infrastructure. Building estimated economic impact from this industries where we already enjoy high relationships with Canadian partners sector. concentrations of employment, potential growth in jobs and wages is greatest, and and working to remove regulatory we possess some kind of unique asset or barriers to cross-border trade will spur Professional services. This is advantage. the effort. “white collar” employment including OHJDOÀQDQFLDOLQIRUPDWLRQWHFKQRORJ\ Advanced manufacturing. Energy. WNY is already an DQGDGPLQLVWUDWLYHVXSSRUWÀHOGV While old style mass production important center of renewable energy Competitively priced space and our manufacturing has largely gone “off production by virtue of the hydropower KLJKO\TXDOLÀHGZRUNIRUFHJLYHV VKRUHµWKHUHJLRQUHWDLQVVLJQLÀFDQW facility in Niagara County. Our natural :1Millard Fillmore and an underachievement with average provides a new opportunity. The plan Children’s Hospital creating a critical spending at only $50 per day. calls for programs to spur innovation in mass of health science service, research The strategy encompasses initiatives to products, processes, and market links and commercialization. through applied research; to improve invest in the quality of tourism venues marketing and communicate the value of and the visitor infrastructure (hotels, WUDQVSRUWDWLRQZD\ÀQGLQJ DQGWR local food; and to join in efforts to reform Higher education. Higher regulatory processes for more effective ensure that trained workers are available education is a driver of the regional LQWKHÀHOG DQGHIÀFLHQWUHJXODWLRQ economy because of the knowledge

Western New York Regional Economic Development Council | Strategic Plan 5 Executive Summary A strategy for prosperity

Sharpen tools for How will we get there? growth Two other factors can also help grow our regional economy. Consider them tools for Making Smart Decisions: Setting Priorities promoting growth. One makes sure the With more than 1,000 voices contributing to the planning process, the WNY world knows what we have to offer. The other improves the conditions for all 5HJLRQDO(FRQRPLF'HYHORSPHQW&RXQFLOIRFXVHGRQVWUDWHJLHVWRUHÁHFWWKH businesses to thrive. TOOLS unique opportunities and needs in our community by developing criteria to determine what initiatives will have the greatest impact on economic growth in the region. Marketing. The region suffers from both a negative national image and low self-esteem. While regional marketing is Criteria for Projects understood as central to development of the tourism industry, the issue of image cuts across all sectors making it hard to The Council had three threshold questions for any project: attract companies, skilled workers, and university faculty and students as well Does it create, retain or fill jobs? as tourists. The strategy calls for a comprehensive Will it maximize return on investment? and coordinated approach to regional Is the project ready for implementation? marketing and promotion.

Reform. Businesses large and Beyond these vital factors, projects need to reflect the priorities small complain that high taxes and that are most important to address Western New York’s burdensome regulations inhibit job opportunities and challenges: FUHDWLRQDQGHVWDEOLVKPHQWRIQHZÀUPV Indeed, they encourage companies and Inclusive. people to seek easier circumstances in A project should promote diversity and reduce disparities within the region. other states. The regulatory picture, however, is Promotes Smart Growth. A project should adhere to smart growth principles to integrate complicated. There are many different economic development and job creation with community quality-of-life rules and they have different effects. by preserving and enhancing the built and natural environments. Some affect just one industry, others cut across the whole economy. Some Oriented to Young Adults. are unnecessary, others are just A project should try to attract and retain young adults (ages 18 to 35) unnecessarily time consuming. to counteract a lack of in-migration to the region. The regulatory environment must be Builds Upon Strengths. VLPSOLIHG&RQÁLFWVDQGFRQWUDGLFWLRQV A project should enhance the region’s existing strengths to achieve the largest impact with limited resources. must be resolved. Just as important, the delivery system for regulation Regionalgp Impact. PXVWEHPDGHPRUHHIÀFLHQWDQGPRUH The StrateStrategicgic Plan is intended to be regional in scope. A prprojectoject that transparent to protect the public without hhasas an impact (jobs,(jobs, investment or visitors) in three or more counties harming business. wwouldould be directldirectlyy alalignedigned with this criterion. ImprovesImproves RegRegion’sion’s Image. A projectproject should enhance the pperceptionerception ofof the rregionegion to ggrowrow businesses and attract and retain workerworkers.s.

6 Western New York Regional Economic Development Council | Strategic Plan How will we measure success?

Prepare Our Workforce Performance Measure

Degree to which the distribution of the unemployed population matches the distribution of the regional population Increase diversity in labor force by race, ethnicity and gender. Monitor trends of underrepresented groups in the workforce.

High school graduation 2 – 4 year college graduation Develop and cultivate the WNY talent pool that Local high school graduates attending includes workers with advancement potential, local colleges Five counties, underemployed, unemployed, and special Out-of-state students at local colleges populations 3URJUDPVIRUQRQ(QJOLVKSURÀFLHQWMRE but one region seekers

Placement in training programs Align education and skills training to a competency (Completion and placement in Charting our EDVHGMREPDUNHWIRUFXUUHQWQHZDQGIXWXUH employment) business/employers to increase productivity, labor progress Wages of incumbent trainees IRUFHFDSDFLW\DQGMREJURZWK The plan establishes a framework Wages of new entrants for measuring the impact of the

Engage students, parents, educators and Number of students retained plan and the region’s specific businesses in the P-12 system to build awareness Number of students going to higher strategies and goals. and promote the connection between schooling, education career & college readiness to increase timely high It proposes measures and benchmarks school and post-secondary completions IRUTXDQWLÀDEOHUHVXOWVLQWHUPVRI educational attainment, job training Implement Smart Growth Performance Measure completed, and workers placed in employment. Invest in infrastructure on “smart growth” (QHUJ\UHWURÀWV principles Likewise, the Council measures dollars invested, earned by workers, and spent by Invest in downtowns, villages, neighborhoods, New businesses in developed areas of the YLVLWRUV0RVWRIDOOLWZLOOPHDVXUHÀUPV EURZQÀHOGV UHJLRQ%URZQÀHOGVUHPHGLDWHG created or attracted and jobs created or Miles/feet/acres of protected and retained. Protect water resources, waterfronts and habitat enhanced through Local Waterfront The performance measurements are Revitalization Program (LWRP) designed, above all, to track results. They measure outcomes not inputs -- because Entrepreneurship Performance Measure while it may be important to measure our Business start-ups investment, it is much more important to Foster and support entrepreneurs Strategic partnerships track the return.

1HZÀUPV Fund entrepreneurs Angel investors Venture capital funds in the region

WNY Industry Sectors Performance Measure

Increase employment Jobs

Increase income Wages

Increase investment Firms

WNY Industry Sector: Tourism Performance Measure

Visitors Facilitate growth of quality tourism product Visitor spending

Western New York Regional Economic Development Council | Strategic Plan 7 Executive Summary A strategy for prosperity

Priority Projects and their Total Impact Impact 20 Projects and The Western New York Jobs Regional Economic their Impact on Created/ Development Council 1,524 Retained LGHQWLÀHGSULRULW\SURMHFWV Western New that it recommends for Capital immediate state support. York $284,706,642 Investment The projects represent critical opportunities to build upon the region’s strengths and competitive Trained for Jobs advantages, and immediately 1,700 accelerate job creation and economic growth. The projects encompass a regional approach, as there are some Total State projects with a regional impact, and $74,445,154 Assistance at least one project in each county. The projects collectively support direct creation/retention of more than 1,500 jobs with FOCUS Preparing the region’s workforce for key nearly $285 million in capital investment and $74 million industry sectors in state investment. Western New York’s priority Urban Automotive Center of Excellence projects support our regional capacity to drive innovation and The Urban Automotive Center of Excellence Buffalo is experiencing a will be a facility to provide training in the Economic VWDJJHULQJEODFNPDOHMREOHVV commercialization as a key driver Impact of economic development; train ÀHOGRIDXWRERG\UHSDLUDQGDXWRVHUYLFH rate upwards of 51%. This and prepare our workforce; attract technicians and mechanics. Students program will target those underserved and and retain more visitors; support will also receive GED and mentorship provide them training to place over 100 smart growth with investments in assistance. LQGLYLGXDOVLQDXWRWHFKMREVZLWKLQ\HDUV central business districts in Buffalo, Olean and Chautauqua County; and help renewable energy, advanced manufacturing and life sciences Buffalo Arts and Technology Center companies grow with Excelsior Jobs Two co-located programs: health care Fills a critical need in the Program tax credits. Economic industry training for unemployed and Impact KHDOWKVFLHQFHVÀHOGVRI underemployed adults and an after-school electronic medical records, arts and technology program that will medical assistants and pharmacy provide at-risk teens with the tools needed technicians. Increase the current 4-year to succeed in school and graduate. 47.4% graduation rate from Buffalo Public Schools.

8 Western New York Regional Economic Development Council | Strategic Plan FOCUS Investing in smart growth infrastructure to pave the way for private investment Olean East State Street Re-construction Reconstruct E. State St. (NYS Route 417) East State Street is home to include replacement of the water line, Economic WRDQGDPDMRUHQWUDQFHWR Impact sanitary sewer line, installation of new several of the City’s largest storm sewer and complete road base to employers including CUTCO Cutlery, enhance access to downtown Olean. DalTile, Olean Advanced Products and Cooper Industries. Renovating the key road infrastructure will enhance access to MREVVHUYLFHVDQGGRZQWRZQ

Olean Central Business District Redevelop several properties on N. Union and West Street along with the redesign of Union 6WUHHWDQGDGMRLQLQJVWUHHWVFDSHLPSURYHPHQWVLQ order to advance downtown revitalization and to encourage private investment at the site. The City of Olean seeks to redevelop the former Manufactures Hanover Building at 101 North Union, 107 North Union, 110 West State Street and 116 West State Street properties along Enhanced Economic streetscaping ZLWKWKHUHGHVLJQRI8QLRQ6WUHHWDQGDGMRLQLQJ Impact streetscape improvements. and public infrastructure investments Buffalo Central Business District in targeted, often distressed Central Business Districts Reestablish high quality multi-modal transportation JHQHUDWHDVLJQLÀFDQWUHWXUQ corridors that link Main Street, the Genesee on investment. It is followed Gateway and the Buffalo Niagara Medical Campus by decreased vacancy rates, located in Downtown Buffalo – the regional hub for increased assessment values business, culture, entertainment, government and and private investments. education - to strategically connect the Downtown Districts through investment in streetscape and LQIUDVWUXFWXUHGHYHORSPHQW7KHSURMHFWZLOOVXSSRUW WKHLQYHVWPHQWRIPRUHWKDQELOOLRQLQSURMHFWV currently proposed or planned for Downtown. The JRDORIWKHSURMHFWLVWRVHDPOHVVO\FRQQHFWWKHVH UHJLRQDOO\VLJQLÀFDQWLQYHVWPHQWVDQGFUHDWHD vibrant, walkable, mixed-use environment that UHWDLQVMREVDQGDWWUDFWVVWFHQWXU\ businesses and talented human capital that will drive the regional economy.

Small Business Green Retrofit Initiative Provide incentive grants to small With an initial investment of EXVLQHVVHVDQGQRQSURÀWRUJDQL]DWLRQV Economic less than a $1 million, 60 Impact WKURXJKRXWWKHUHJLRQIRUSUHUHWURÀW businesses assisted with repairs on commercial properties to help UHSDLUVDQGHQHUJ\UHWURÀWVZKLFKLV EXVLQHVVHVLQFUHDVHHQHUJ\HIÀFLHQF\DQG expected to leverage $4 million in private stabilize central business districts. investment. This will create at least 35 QHZJUHHQMREVDFFHVVLEOHWRORZLQFRPH residents. By the third year it is expected that 1,200 net new residential and FRPPHUFLDOHQHUJ\HIÀFLHQF\UHWURÀWVZLOO be completed in targeted areas throughout the region.

Western New York Regional Economic Development Council | Strategic Plan 9 Executive Summary Leveraging Western New York’s research FOCUS capacity to drive innovation and commercialization

Roswell Park Cancer Institute Genome Consortium Build a robust approach to personalized PHGLFLQHEDVHGRQGHWDLOHGGHÀQLWLRQ and study of genetic sequences, the health information data associated with individuals, genetic sequences and a powerful informatics approach to enable analysis and discovery to inform more personalized medicine. Buffalo Niagara Economic Medical Campus Hauptman Woodward Impact Crystallization Laboratory (BNMC) currently has more than 8,000 employees Expand the high throughput crystallization that will grow to more than laboratory biotech services at this research 12,000 with the move of the institution to expand services and offer UB School of Medicine, Millard competitive, revenue-generating and Fillmore and Children’s Hospital sustainable research. creating a critical mass of health science service, research Center for Innovation in and commercialization. These Medicine SURMHFWVEXLOGRQWKDWPRPHQWXP This will be a center for innovation and to enhance the research and entrepreneurship, which will include a commercialization capacity all cutting-edge, state-of-the-art medical driving to better health outcomes. device prototyping facility. It will be the only U.S. center for entrepreneurship in the heart of a clinical facility and will include a fabrication center, machine shop, and clean room, to create new devices and techniques and a training center for physicians to test them.

High–Temp Materials Characterization Laboratory Alfred University will purchase equipment Alfred’s high temperature and renovate facilities for testing Economic lab currently provides critical Impact applications of high-temperature materials, research support to many New LQFOXGLQJODERUDWRULHVLQZLQGHQHUJ\ÁXLG York State companies including Delphi, mechanics; thermal science/solar energy; Tam Ceramics, Corning, GE, Saint Gobain, photovoltaic solar energy; alternative fuels; Lockheed Martin and many small fuel and power conversion. cell technology development companies. This expansion will increase their support of private sectors companies in NYS leading in fuel cell storage technology development, a key to renewable energy growth.

10 Western New York Regional Economic Development Council | Strategic Plan FOCUS Attracting and retaining more visitors Hospitality and Tourism Center Renovate nearly 90,000 square feet of the Focused on training former Rainbow Centre for the Hospitality Economic underserved with 54% Impact and Tourism Center. NCCC will train economically disadvantaged students for employment in the growing students. Assistant to entrepreneurs ÀHOGRIKRVSLWDOLW\DQGOHLVXUHLQDIDFLOLW\ through extension of the Small Business that will include 8 teaching kitchens / Development Center at the Center and classrooms, student restaurant, culinary an estimated 206,780 extended visits in theatre, Barnes & Noble college bookstore Niagara Falls. and retail center, bakery, deli, wine boutique and exhibition space.

Niagara Experience Center The plan calls for an 80,000-square-foot, Attract over 500,000 annual state-of-the-art “experiential museum” Economic visitors and generate $10 Impact utilizing masterful story-telling techniques million in annual gross to present the true story of Niagara—its revenues. NEC would induce an estimated importance to nature, history, technology, $177 million in private development; the development of two nations and create 1,900 direct, indirect, and induced more—all using the best of technology and MREVGXULQJFRQVWUXFWLRQDQGGLUHFW showmanship to create a setting that is LQGLUHFWDQGLQGXFHGSHUPDQHQWMREV,Q enlightening to the scholar and the six- turn, as a half-day attraction, the NEC is year-old alike. At the same time the Center anticipated to extend visitors’ stay by about will inform visitors about the many other three hours, inducing additional room cultural destinations throughout the region nights and associated visitor expenditures. encouraging visits to those locations.

COMPANIES Excelsior Tax Credits The Excelsior Jobs Program provides 7KH3URJUDPLVOLPLWHGWRÀUPVPDNLQJD Ascion MREFUHDWLRQDQGLQYHVWPHQWLQFHQWLYHV substantial commitment to growth, either WRÀUPVLQVXFKWDUJHWHGLQGXVWULHVDV LQHPSOR\PHQWRULQYHVWLQJVLJQLÀFDQW Calspan biotechnology, pharmaceutical, high- capital. Several of the WNY strategic Computer Task Group tech, clean-technology, green technology, industry sectors including health|life DuPont ÀQDQFLDOVHUYLFHVDJULFXOWXUHDQG sciences, advanced manufacturing Hebeler Expansion Project manufacturing. The Program encourages and renewable energy are priorities for Immco Diagnostics, Inc businesses to expand in and relocate Excelsior tax credits. Sentient to New York while maintaining strict accountability standards to guarantee that WATT Fuel Cell Corporation EXVLQHVVHVGHOLYHURQMREDQGLQYHVWPHQW commitments.

Working together The regional planning process was thousands of hours in the planning initiated with a participatory process and will be pivotal to move the region The plan is just the and will continue to be inclusive by forward into implementation, continued beginning. keeping the key stakeholders, the priority setting and evaluation. Regional Council, Work Groups, and the The work going forward will involve a public engaged going forward. robust process of consensus-building, Producing the plan together has been collaboration, not only among levels of a catalyst for an integrated approach, government, but between public and and the Council is prepared to capitalize private and within industry sectors. $VWUDWHJ\IRU on this collective energy to build a But if we continue to work together and better future in our region. Community LQ:HVWHUQ1HZ

Western New York Regional Economic Development Council | Strategic Plan 11 Our Planning Process A Collaborative, Community Driven Process Western New York’s strategic plan was created through a collaborative, Public and Stakeholder Engagement community-based engagement with the region’s public and private partners. The process provided the region an opportunity for stakeholders and citizens to specify community values, describe our g situation, and prioritize our shared goals.

The stakeholder engagement Ways the Public Got Involved...... Getting Informed included the Regional through: Economic Development The community was an integral part of the decision making process. The public Council, strategic work was informed through the media, Use of existing groups and ongoing public communications through stakeholder networks networks and up-to-date website resources engagement through multiple Articles in through nyworks.ny.gov. The public was able newsletters communications outlets. to fully participate through online surveys, public forums and by commenting through Interviews with Regional key media Council email, mail and phone. members from 5 counties of WNY

What the Council Does... NYS Governor appoints a 30- WESTERN WESTERN The Council partners with stakeholders to align funding member council REGIONAL REGIONAL COUNCIL COUNCIL with WNY’s economic development priorities by building realistic, collaborative strategies, eliminating barriers, and maximizing the efficiencies of service and programmatic delivery in concert with the State.

members representing 30 across private business, 5 counties including... Council Creates the 11 Work Groups...

small business Work groups are made up of strategic members of the public who minority and augment Council knowledge and expertise. With guidance from the women-owned businesses Council, the work groups made recommendations and contributed content non-profit economic for the strategic plan. development organizations Each group chambers of commerce and addresses a trade organizations distinct focus organized labor area of the higher education region Job Smart Entrepreneur/ Advanced Agriculture Readiness Growth Business Mfg. community-based Development organizations agricultural community

Road to Develop a baseline of existing Develop strategies to the conditions, critical issues that capitalize on the identified Strategic must be overcome and the drivers and address issues Plan principal regional economic impeding economic growth. drivers to advance growth.

12 Western New York Regional Economic Development Council | Strategic Plan The Council, work groups and the community worked together to coordinate strategies to achieve Western New York’s collective goals. The plan represents a culmination of thousands of hours of dedicated service by stakeholders through months of decision making and public engagement. The inclusive process was also designed to develop realistic economic development strategies ZLWKFOHDULGHQWLÀFDWLRQRIDFWLRQVUROHVDQGPHWULFVWRPHDVXUHSURJUHVVRYHUWLPH7KHUHVXOWZLOOLQIRUPSXEOLFSROLF\DQG regional program initiatives, target investment in effective collaborative strategies, leverage current assets and build regional capacity for implementation.

304 online surveys ...Getting submitted ...Getting Informed and Engaged in Person Informed and Engaged Online PUBLIC FORUMS 646 People Website Public participants offer feedback through an interactive Attended nyworks.ny.gov public comment process to help shape the drafting of the strategic plan. - social media Oct 25 - online surveys 59 7 Public Public Meeting: - online reports online Meetings reports Public Review of Sep 8 Sep 12 Sep 13 Sep 14 Sep 15 Sep 29 Draft Strategic Plan Allegany Cattaraugus Chautauqua Erie Niagara Erie ...and Engaged through: County County County County County County Phone & Mail Meetings in each county underscore that a regional DRAFT 97 approach is the only way to succeed. ~70 Letters phone from the contacts public

The Council reached out to residents, public and private stakeholders, local organizations, A strategy for businesses and higher education institutions to build a unified vision for the strategic plan. in Western New York Regional Council meetings open to the public... Aug 16 Sep 6 Oct 3 Oct 18 Nov 1 Nov 9

WNY Regional November 2011 Economic Development Strategic Plan

208 Work Group Members

Bi-national/ EnergyHealth|Life Higher Tourism/ Professional Logistics Sciences Education Marketing Business Services

Generate a regional Identify priority projects Incorporate Council implementation agenda and develop ways to and public feedback to ensure timely progress measure and monitor the into final draft of implementing the strategies. effectiveness of the strategic plan. strategic plan. Draft strategic plan.

Western New York Regional Economic Development Council | Strategic Plan 13 Our region’s economy is blessed with a wealth of assets, natural and human-made, including Niagara Falls, celebrated architecture WNY and border location. Great colleges and universities provide a foundation for a thriving knowledge economy. Affordability makes Assets the region an attractive place to run a business and raise a family.

Located 500 miles If regions are from 41% of the STRENGTHS & GHÀQHGLQ U.S. population Montreal OPPORTUNITIES part, by their and 59% of Ottawa geographic Canada’s. location, then Our Strategic Location the story of Toronto Boston Our strategic location -- with the natural Western New Yorkork Niagara Falls

power and attraction of Niagara Falls, an 1 is one of opportunity. 0 Buffalo 0 abundance of fresh water from the Great Detroit M I Lakes, our border location, and geographic Notwithstanding the fact Chicago LES Philadelphia NYC proximity to markets in the Midwest that this region continues to Cleveland and Northeast -- was repeatedly cited by XQGHUJRVLJQLÀFDQWHFRQRPLF Pittsburgh stakeholders and citizens as a strength and Indianapolis opportunity for growth. and demographic transformation, one constant remains -- its Washington, D.C. Our Historic Assets strategic location. From the 1825 50 Many in our work groups pointed to our completion of the Erie Canal to the 0 M historic assets – unique cultural heritage, ILES building stock and architecture, natural international border with Canada to environments and prime agricultural current connectors such as major railroads, opportunities, cultural sites and industrial international bridges, state and federal highways, heritage – as attributes that contribute to our quality of life and economic competitiveness. international airports and ports, the region continues to play a critical role in moving goods, expanding global trade and creating prosperity. Access to key population Collective Brain Power centers also is important to the region’s success. Located 500 miles from 41 percent The collective brain power in the region of the US population and 59 percent of Canada’s with access to 25 percent of the – represented by the 21 universities and colleges and an increasingly educated world’s fresh water, Western New York is poised to take advantage of its many workforce – is also a strength the region assets and strengths – such as a tourism sector with international acclaim; relatively believes we need to continue building upon low costs of living and doing business; an educated and skilled workforce; and to advance economic prosperity. strong aggregate household income.

The region boasts an extraordinary array of cultural assets.

With a wide array of galleries, Chautauqua Institution museums and cultural institutions, has been named one of the most Buffalo ranks as the livable small communities in the Arts Destination world by the International Awards #1 for mid-sized cities in the U.S. for Livable Communities.

Niagara Falls, one of the world’s WNY includes wonders, million attracts six Frank Lloyd Wright 12 visitors {designed homes each year. the highest concentration outside of Illinois & of public parks acres Ellicottville, NY, renowned as the designed by renowned “Aspen of the East,” is home to landscape architect NYS’s largest ski resort. Frederick Law Olmsted

14 Western New York Regional Economic Development Council | Strategic Plan The long-term decline in population is the result of Western New York’s ongoing economic restructuring. If the region is to reverse WNY that trend, repair its image, and draw new businesses and residents, it will have to improve the business climate, build on its assets, and Challenges create a culture of collaboration.

The five-county WNY region is the only one in NYS to decline over the past 10 years. WEAKNESSES & WNY Population Trends, 1940-2010 THREATS 7KHÀYHFRXQW\WNY Region has been gradually The Region’s Battered shedding population since 1970 Image and Population Decline 1,800,000 Many of the working groups cited the 1,600,000 1,443,743 region’s battered image and decline in population as a weakness that makes it 1,400,000 KDUGHUWRDWWUDFWÀUPVVNLOOHGZRUNHUV students and visitors, and discourages our 1,200,000 1,399,677 own residents. Coordination and 1,000,000 DECLINE Collaboration 800,000 IN POPULATION Coordination and collaboration are keys 600,000 -3.0% to the knowledge-driven economy. The region needs to foster a culture that 2000-2010 400,000 supports working together. One example is our failure to embrace regional 200,000 planning, leading often to uncoordinated development and decision-making. 0 Business Climate 19401950 1960 1970 19801990 2000 2010 Stakeholders across the working groups Source: U.S. Census, 1990 - 2010 say high taxes and burdensome regulations make the state and regional business climate distinctly unfriendly. WNY has experienced a slow steady decline of its population base since 1970, taking a toll on the region’s tax base, talented labor force, external image and collective psyche. Population growth is not a means for improving the region’s economy but it will be a measure of success. Strategies that help the region retain and attract individuals will be important to the region’s future economic prosperity. POPULATION, 2010 1,399,677

WNY’s population loss has been driven WNY is losing its young people and not attracting new people. by a decline in residents in their 20s and 30s. All regions experience an out- WNY Population Change Ages 20-39 In-Migration Rates as a Percent migration of young people; our region and 40-59, 1990-2010 of the Population, 2008 has declined because of a failure to attract other young in-migrants. Meanwhile, the 456,840 rest of the population ages in place. We need to create opportunities and build 450,000 AGES 20-39 406,954 a quality of life that is most desired by youth drawn to creative and knowledge- NYS AVG. 400,000 2.3% based sectors. Migration trends suggest our inability to attract new residents to 339,992 WNY is core to our population struggles. 350,000 313,435 1.5% Strategies must seek to not only keep WNY AVG. AGES 40-59 skilled WNY’ers in the region, but also 300,000 attract new talent to the region across 1990 2000 2010 Source: EMSI Strategic Advantage Model, 2008 WNY’s industry sectors. Source: U.S. Census, 1990 - 2010

Western New York Regional Economic Development Council | Strategic Plan 15 Economic Development Strategy Making Smart Decisions Building the Strategic Goals for WNY

With more than 1,000 voices contributing to the planning process, the WNY Regional Economic Development Council built the Strategy for Prosperity by focusing on DFWLRQVEDVHGRQSULRULWLHVWKDWDUHUHJLRQDOO\VSHFLÀFDQGXQLTXH7KH&RXQFLO developed a criteria to determine what will have the greatest impact to stimulate economic growth and vitality in Western New York.

DECIDING ON THE STRATEGIES & PROJECTS

Criteria for As the region assessed opportunities and challenges, the Council developed Projects a set of criteria to make informed decisions specific to the needs of WNY.

Inclusive. A project should promote diversity and reduce disparities Creates/Retains/Fills Jobs within the region. A project with a goal or objective of increasing the The project should result in new jobs being created, participation of members of underserved populations in the workforce existing jobs being retained or unemployed/ ZRXOGKDYHDVLJQLÀFDQWLPSDFW$SURMHFWWKDWFRQIRUPVWRHVWDEOLVKHG underemployed being placed in jobs. The number of 6WDWHGLYHUVLW\SUDFWLFHVE\XWLOL]LQJFHUWLÀHGPLQRULW\RUZRPHQRZQHG MREVFUHDWHGUHWDLQHGRUÀOOHGDVWKHUHVXOWRIDSURMHFW EXVLQHVVHQWHUSULVHV 0:%(V ZRXOGIXOÀOOWKLVFULWHULRQ$SURMHFWZLWKQR should be considered within the context of the size commitment to diversity would not meet the criterion. of the business and the amount of funding required. Promotes Smart Growth. A project should adhere to smart ,GHDOO\WKHSURMHFWVKRXOGFUHDWHUHWDLQRUÀOOMREVWKDW growth principles to integrate economic development and job creation pay wages above the median average wage for the with community quality-of-life by preserving and enhancing the built and region. Also, the project should have a high “multiplier QDWXUDOHQYLURQPHQWV6PDUWJURZWKSULQFLSOHVLQFOXGH´LQÀOOµGHYHORSPHQW effect” through indirect job creation. Or a project preservation of natural and cultural resources, reuse of buildings and should result in placing a number of unemployed or EURZQÀHOGVDQGHQHUJ\VXVWDLQDELOLW\$SURMHFWWKDWPHHWVRQHRUPRUH underemployed residents in jobs. VPDUWJURZWKSULQFLSOHVZRXOGIXOÀOOWKHFULWHULRQZKLOHDSURMHFWWKDW encourages sprawl would not. Maximizes Return on Investment A project should try to attract and All projects are expected to leverage private investment Oriented to Young Adults. retain young adults (ages 18 to 35 years) to counteract a lack of in-migration and/or non-state public investment. A ratio of 4:1 is to the region by people in that age cohort. generally accepted by the State. The more leverage of non-state dollars, the better. Other factors that might Builds Upon Strengths. A project should enhance the region’s improve a project’s score include leverage of non- existing strengths to achieve the largest impact with limited resources. A state public funds, the value of products and services SURMHFWWKDWLQYROYHVRQHRUPRUHRIWKHHLJKWWDUJHWLQGXVWULHVLGHQWLÀHG exported from the region, the value of purchases within by the Council would be aligned with this criterion. Similarly, a project that the region. builds on natural resource assets, such as fresh water and renewable energy, would be aligned. A project in an industry unrelated to a target industry or And finally, is the project ready for that does not build upon a natural resource asset would not be aligned. implementation? Regional Impact. The Strategic Plan is intended to be regional in scope. A project that has an impact (jobs, investment or visitors) in three or more counties would be directly aligned with this criterion. Projects impacting two counties would be aligned with the criteria, while a project Jobs, investment and implementation within a single county would be only somewhat aligned. A project that has criteria are considered “deal breakers” only local impact does not meet the criterion. whose impact must be met in order to Improves Region’s Image. A project should enhance public TXDOLI\IRUIXQGLQJ perception of the region to grow businesses and attract and retain workers. $SURMHFWZLWKDJRDORILPSURYLQJUHJLRQDOLPDJHZRXOGKDYHDVLJQLÀFDQW impact. A project not likely to change regional image does not meet the criterioncriterion..

16 Western New York Regional Economic Development Council | Strategic Plan The strategy employs two interrelated approaches to achieve our vision: 1. Strengthen fundamentals by building on the assets of human capital through workforce development and promoting entrepreneurship and placemaking by applying smart growth principles 2. Acknowledging these core fundamentals will set the stage for business growth and development across all WNY’s strategic industries. In addition to these core strategies, two tools for change emerged as key elements to bring these goals to fruition: reform which encourages business growth and marketing to promote the region’s assets.

HOW WE ORGANIZED THE STRATEGIES

An integrated approach...... to determine regional strategies existing conditions, strategies and performance measures. Strengthen Prepare Our Workforce fundamentals... Implement Smart Growth Where are we now?

Describes assets, economic development Foster a Culture of opportunities and critical issues through an Entrepreneurship overview of existing conditions.

Where do we want to be ... to build Advanced Manufacturing and how will we get there? target industry Agriculture Includes the strategies and goal setting for sectors. WKHUHJLRQDODJHQGDZLWKVSHFLÀFSURMHFWV and programs with an eye toward how best Bi-national Logistics to use assets, capitalize on opportunities and address issues.

Energy How will we measure success? Health|Life Sciences To address the question “How are we doing?,” the plan includes performance measurements Higher Education by strategy to provide an assessment tool of progress over time. Professional Services

Tourism

SharpenSharpen ttoolsool s forf or growthgrowth

Promote the Region’s Assets RReformseforms to AllowAllow BBusinessesusinesses to ThrivThrivee

Western New York Regional Economic Development Council | Strategic Plan 17 Economic Development Strategy Prepare Our Workforce

Prepare our workforce for jobs in regional strategic sectors and emerging markets through curriculum and resource alignment, skills development, partnerships and promoting career and related opportunities.

Where are we now? 8 of 10 WNYers with at least a 4-yr college degree are in the workforce while fewer than half without a HS diploma are employed. Western New York industry and educational leaders agree that the 3DUWLFLSDWLRQLQWKH:RUNIRUFHE\(GXFDWLRQDO$WWDLQPHQWRI3RSXODWLRQ region is at a crossroads with regard to Age 25+, 2010 development of the labor force. A changing economy has placed new demands on the labor market, requiring An educated an adjustment in skills development workforce is at all levels, and stronger partnerships crucial for among educators and with industries individuals as well BACHELOR’S OR and employers. Yet this transition also HIGHER as for industry. % presents the region with an opportunity 78 Labor force to expand the supply of human capital, participation rates ASSOCIATE’S build sustainable career paths for DEGREE vary dramatically disadvantaged populations and fuel % by level of 72 emerging industries. SOME educational COLLEGE % At the same time, greater awareness of attainment. 69 job opportunities in growing industries More education can help the region retain and recruit is consistently % top-notch talent and further enhance 63 better than less. HS DIPLOMA the diversity and competitiveness of the Those who hold WNY knowledge workforce. bachelor’s degrees 47% The region can “move the economy are far more NO HS DIPLOMA through people” by improving the likely to be in the Source: NYS Department of Labor, 2010 P-12 pipeline, reforming struggling labor force than urban schools, expanding access to those who never scholarships, and realigning secondary ÀQLVKHGKLJK Labor Force and higher education with industry school. 708,100 (2010 annual average) needs for skills and knowledge. 7KHUHJLRQQHHGVWRIRVWHUDÁH[LEOH and entrepreneurial workforce by cultivating these values in high school to expose students to potential careers in GLYHUVHSURIHVVLRQDOVHUYLFHV ÀQDQFLDO and continuing through college and agriculture where the future viability of services, business support services professional development. the sector depends on recruiting a new and IT operations) and an emerging Industry leaders in many sectors identify generation of farmers. Continued growth clean energy industry. Transportation a strategic need to promote awareness of the region’s health/life sciences will and logistics requires educational of career opportunities in emerging require a constant supply of talent from partnerships that span the region’s industries in the region. For instance, both within and beyond the region’s international border. And the region’s the region still offers promising careers borders. tourism industry depends upon in manufacturing. They build upon Several industries point to the need to improved training of front-line staff traditional trades and skills and add forge links between higher education capable of making WNY venues truly innovations in technology and processes. and industry to ensure graduates visitor-ready. Western New York also needs new ways are career-ready. These include the

18 Western New York Regional Economic Development Council | Strategic Plan WNY’s workforce is relatively homogeneous. 5HJLRQDO/DERU)RUFHE\5DFH NATIVE 1% AMERICAN ASIAN Ethnic Composition, 2009 2% 0.3% 1% 7% 5% OTHER 1% HISPANIC 2% 1% 1% BLACK 11% While the region’s central cities 15% tend to be racially and ethnically 8% diverse, WNY’s workforce WHITE 14% 87% remains relatively homogenous 15% compared to the state and nation. As demonstrated in the work group process, WNY recognizes WNY NYS U.S. that a diverse workforce can advance our economic 68% competitiveness and reduce 63% inequality in the region. Source: American Community Survey 2005-2009; includes civilian labor force, age 16+; White cohort represents non-Hispanic ZKLWHSRSXODWLRQ¶2WKHU·UHIHUVWRDOORWKHUUDFHVDQGSHUVRQVLGHQWLÀHGDVPRUHWKDQRQHUDFH

Where do we want to be and how will we get there?

Develop and Cultivate AGENDA the WNY Talent 1. Expand apprenticeship models in organizational settings. Pool that Includes Apprenticeship and pre-apprenticeship programs provide a bridge to employment for many Workers with special populations. Expand models like Helmets to Hard Hats, which serves returning veterans in Advancement Potential, construction trades, to new settings such as arts, health care, manufacturing and agriculture. Underemployed, 2. Establish a sourcing portal for job and training opportunities. Unemployed, and Enhance existing one-stop centers (with web-based access or kiosks in non-traditional locations) IRUXQHPSOR\HGDQGXQGHUHPSOR\HGZRUNHUVZKHUHWKH\FDQÀQGDVVHVVPHQWFDUHHUSODQQLQJMRE Special Populations listings and training opportunities. Improvements like “Interpretalk” can help overcome language barriers for non-English speaking foreign-born populations. 3. Increase support and accessibility for on-the-job training. &RQWLQXRXVRQWKHMREWUDLQLQJIXQGVZLOOUHLPEXUVHWUDLQLQJH[SHQVHVE\EXVLQHVVHVWKDWKLUHDQG train minorities, women, low-income individuals, ex-offenders and veterans. The funds can also support apprenticeship programs and help businesses establish career ladders for incumbent or dislocated workers.

PROJECT/PROGRAM Urban Automotive Center of Excellence $VSDUWRIWKH)UXLW%HOW(DVWVLGH5HGHYHORSPHQW3URMHFWWKH6W-RKQ)UXLW%HOW&RPPXQLW\'HYHORSPHQW&RUSRUDWLRQ(ULH&RPPXQLW\&ROOHJH (&& General Motors and the Niagara Frontier Auto Dealers Association have entered into partnership for the planning, design, development, construction and operation of a new, modern, state-of-the-art, fully-equipped Urban Automotive Center of Excellence (UACOE). This showcase facility will be situated on an eight-acre site at 490 Broadway intersecting Spring Street in the heart of downtown Buffalo in close proximity to the Fruit Belt and East Side communities and Erie Community College’s downtown campus. 7KHMRERXWORRNLQDXWRPRWLYHWHFKQRORJ\DQGDXWRERG\UHSDLULVSURPLVLQJWKURXJKRXW1<6DQGORFDOO\LQWKH%XIIDOR1LDJDUDDUHDVRI:HVWHUQ New York. Starting salaries for graduates could be between $17,000 and $21,000 and onwards to $50,000 as they gain experience. The NYS 'HSDUWPHQWRI/DERUDQWLFLSDWHVLQWKHQXPEHURIDXWRWHFKQRORJ\UHODWHGMREVZLOOQXPEHUZLWKDQDQQXDOLQFUHDVHRIQHZ SRVLWLRQVDQGDQDGGLWLRQDORSHQLQJVGXHWRHPSOR\HHWXUQRYHU6LPLODUO\WKHQXPEHURIDXWRERG\UHSDLUUHODWHGMREVZLOOQXPEHU ZLWKDQDQQXDOLQFUHDVHRIQHZSRVLWLRQVDQGDQDGGLWLRQDORSHQLQJVGXHWRHPSOR\HHWXUQRYHU,Q:1<WKHMRERXWORRNIRUDXWRVHUYLFH WHFKQLFLDQVDQGPHFKDQLFVLVGHVLJQDWHG´IDYRUDEOHµE\WKH1<6'2/ZLWKRSHQLQJVSURMHFWHGDQQXDOO\ZLWKDZRUNIRUFHRI Features of the proposed facility include a vehicle display area replicating a sales/showroom, a conference center, bay entrances, an automotive paint and body shop, a compressors area, a welding lab, a painting lab, a machining area, an auto body lab, general education and technology course classrooms, equipment storage rooms and a cafeteria. Students will also receive GED and mentorship assistance. (&&LVFRPPLWWHGWRHVWDEOLVKVDWHOOLWH681<1<6('DSSURYHGRQH\HDUDFDGHPLFFUHGLWFHUWLÀFDWHSURJUDPVLQ$XWRPRWLYH7HFKQRORJLHVDQG$XWR Body Repair to provide credit-bearing education, training and support services for students in the new facility. Students/trainees will be recruited through partnering faith-based organizations in Buffalo and feeder high schools including Burgard in collaboration with ECC’s recruitment staff. ECC ZLOODOVRRIIHUDFRPSUHKHQVLYHFRPSHQGLXPRIVWXGHQWVXSSRUWVHUYLFHV(&&ZLOOZRUNVSHFLÀFDOO\WRZDUGVMRESODFHPHQWRIVWXGHQWVWUDLQHHVZKR HDUQFHUWLÀFDWHVWKURXJKWKHFROOHJH·V&DUHHU5HVRXUFHV&HQWHUVWDII,WLVDQWLFLSDWHGWKDWWKHVHSURJUDPVZLOOMRLQWO\SURYHFDSDEOHRIVHUYLQJDQ initial cohort of 72 full-time matriculated students/trainees when the building is ready for operations, anticipated for Fall 2014.

Western New York Regional Economic Development Council | Strategic Plan 19 4. Focus job and training opportunities on local workers. $OOSXEOLFO\IXQGHGSURMHFWVVKRXOGVXEPLWD:RUNIRUFH,PSDFW6WDWHPHQWWKDWZLOOLGHQWLI\ZRUNIRUFH VNLOOVQHHGHGIRUWKHSURMHFWSURYLGHDVNLOOVLQYHQWRU\RIDYDLODEOHZRUNHUVZLWKLQDPLOHUDGLXV and establish a strategy -- including roles for strategic partners -- for hiring or retraining workers to PHHWWKHGHPDQGVRIWKHSURMHFW

Align Education and AGENDA Skills Training to a 1. Create transferable skill training programs. Competency Based Create transferable skills training programs that address current and future needs of target industry Job Market for Current, VHFWRUVWKDWFDQEHGHOLYHUHGZLWKÁH[LEOHVWDIIDEOHDQGDOWHUQDWLYHGHOLYHU\PHWKRGV6SHFLÀFDFWLYLWLHV New & Future Business/ within this initiative are: (i) Create multi-skills-set training programs that address current and future employment opportunities Employers to Increase and develop “soft skills.” Productivity, Labor LL ,QVWLWXWHÁH[LEOHPRGHOVIRUGHOLYHU\RISRVWVHFRQGDU\HGXFDWLRQ FRPSUHVVSRVWVHFRQGDU\WUDLQLQJ Force Capacity and Job into shorter timeframes and/or develop other out-of-classroom models to develop competencies in Growth alternate settings). LLL -REUHODWHGXVHRIWHFKQRORJ\WRIDFLOLWDWHWUDLQLQJLQFUHDVHSURGXFWLYLW\RQWKHMREDQGLQFUHDVH skills.

Engage Students, AGENDA Parents, Educators and Business in the 1. Invest in career talent pipeline initiatives. Invest in career talent pipeline initiatives in the strategic industry sectors such as Dream It Do It for P-12 System to Build the manufacturing industry and iSciWNY, a program designed for career readiness in the health care Awareness to Promote industry. the Connection Develop internship and training career pathways to expand training opportunities for high school and FROOHJHVWXGHQWVWKURXJKRXWWKHÀYHFRXQW\UHJLRQ Between Schooling, Engage business and industry representatives in the school district (such as to work with teachers Career & College and add rigor and practicality to programs; this is the goal of STEM (Science, Technology, Engineering Readiness to Increase & Mathematics) and BOCES (Board of Cooperative Educational Services). Timely High School and Post-secondary PROJECT/PROGRAM Completions Say Yes Buffalo Say Yes Buffalo is a proven education-based economic revitalization initiative that will create DUDFLDOO\GLYHUVHDQGMREUHDG\WDOHQWSRROIRUWKH:HVWHUQ1HZ

20 Western New York Regional Economic Development Council | Strategic Plan 1. Invest in career talent pipeline initiatives, cont’d.

PROJECT/PROGRAM PROJECT/PROGRAM Dream It Do It Buffalo Arts & Technology Center Dream It Do It (DIDI) is a national initiative to promote careers in Planning and capital build-out of the Buffalo Arts and Technology advanced manufacturing. DIDI was developed by the Manufacturing Center (BATC) will be modeled on the Manchester Bidwell Institute in Washington, DC, in response to manufacturers throughout Corporation (MBC), directed by Bill Strickland, in Pittsburgh, PA. the U.S. reporting a shortage of skilled workforce. DIDI was launched 7KHSURSRVHGSURMHFWLQFOXGHVWZRFRORFDWHGSURJUDPVLQGXVWU\ in Chautauqua County in 2009 and in Cattaraugus and Allegany determined training for unemployed and underemployed adults that Counties in 2011. over three years of implementation will lead to local employment for Dream It Do It is based on four principles: 160-200 persons and an after-school arts and technology program that will provide about 400 at-risk teens with the tools needed to •Align Resources: Bringing together key stakeholders within a system succeed in school and graduate. Grant funds will be matched with that is results-driven as well as sustainable, and meets the needs of up to $5 million, in cash, over four years. the employer. In 2010, The John R. Oishei Foundation commissioned the National •Identify Program Development Needs: Through primary school Center for Arts and Technology to conduct a feasibility study to V\VWHPVDQGWHFKQLFDOVFKRROVWKHLQLWLDWLYHLGHQWLÀHVDQGDGYLVHVWKH determine if the Manchester Bidwell Corporation model could be development of necessary training and education opportunities that successfully replicated in the City of Buffalo. Study respondents help sustain manufacturing. LQFOXGHGOHDGHUVIURPDPRQJWKHFLW\·VEXVLQHVVÀQDQFLDO •Implement a Comprehensive Communication Strategy: Dream It Do communities, private medical practitioners, health service It will spread its message throughout the region promoting a clear agencies, social service organizations and career training providers understanding of high-value, advanced, hi-tech manufacturing and its as well as youth and arts organizations. The study found that enormous contribution to innovation, productivity, economic growth, career training programs based on the MBC design would positively ZHDOWKEXLOGLQJDQGKLJKTXDOLW\MREV LPSDFWWKHUHJLRQDOMREPDUNHWE\EXLOGLQJWKHORFDOZRUNIRUFHDQG helping citizens become contributing members of the community. • Coordinate Activities: Implement grassroots activities including: The feasibility study also determined that skills-based arts and industry tours, manufacturing camps and outreach to school systems. technology classes would encourage at-risk youth to graduate These functions will be structured as learning activities that expose on-time from high school and consider post-secondary education. young people to the world of manufacturing. Armed with study results, The John R. Oishei Foundation, with 7KLVSURMHFWVHHNVWRH[SDQG',',WR(ULHDQG1LDJDUD&RXQWLHVWR the support of First Niagara Bank, the Community Foundation form Dream It Do It Western New York (DIDWNY); build capacity to for Greater Buffalo, Kaleida Health and the Buffalo City School support the initiative in the WNY region; implement a marketing District, resolved to establish the Buffalo Arts and Technology communications plan to promote advanced manufacturing careers; Center. After exploring various venues that might be economically provide internships and expand apprenticeship programs; and feasible, accessible to target populations, and of required size, develop a tuition reimbursement program for students who want to in consultation with the National Center for Arts and Technology, stay in WNY to pursue careers in advanced manufacturing. LWZDVGHWHUPLQHGWKDW´$UWVSDFH%XIIDOR/RIWVµZLWKVXIÀFLHQW planning and build-out, would be an appropriate home for the Buffalo Arts and Technology Center.

How will we measure success?

Prepare Our Workforce Performance Measure Benchmark Source

Degree to which the distribution of the unemployed Currently, minorities American population matches the distribution of the regional represent 14% of the Increase diversity in labor force Community Survey population by race, ethnicity and gender. Monitor overall population, but 25% WIBs trends of underrepresented groups in the workforce. of unemployed population

High school graduation 80%, 2010 Develop and cultivate the WNY talent pool 2 – 4 year college graduation To be determined that includes workers with advancement Local high school graduates attending local colleges 66% (SUNY) NYSED, SUNY potential, underemployed, unemployed, Out-of-state students at local colleges 11% (SUNY) and special populations 3URJUDPVIRUQRQ(QJOLVKSURÀFLHQWMREVHHNHUV 180 “Seniors” with ELL status

Align education and skills training to a Placement in training programs (completion and FRPSHWHQF\EDVHGMREPDUNHWIRUFXUUHQW placement in employment) Baseline data to be NYS DOL One Stop new and future business/employers to JHQHUDWHGGXULQJÀUVW\HDU Operating System Wages of incumbent trainees increase productivity, labor force capacity of training programs DQGMREJURZWK Wages of new entrants

Engage students, parents, educators and businesses in the P-12 system to build Number of students retained awareness and promote the connection Baseline data to be Number of students going to higher education NYSED between schooling, career & college determined readiness to increase timely high school and post-secondary completions

Western New York Regional Economic Development Council | Strategic Plan 21 Economic Development Strategy Implement Smart Growth

Implement smart growth by creating infrastructure conducive to sustainable, healthy and attractive development and enhanced quality of life to grow opportunities and bring in new visitors, residents and business to the region.

Where are we now?

The region is endowed with a wealth of Even as the population declined, the region has been indigenous assets -- its people, natural sprawling in a way that burdens taxpayers. resources, strategic location and historic buildings and neighborhoods. At the +LVWRU\RI'HYHORSHG$UHDVXSWRDQGXSWR same time, the region is challenged by the legacies of sprawl and population 7UHQGVRYHUD\HDUWLPHSHULRG decline, including poverty, urban decay, LQHIÀFLHQWLQIUDVWUXFWXUHDQGUHODWHG Key to Areas health and environmental challenges. Developed

Western New York leaders believe, Developing NIAGARA NIAGARA COUNTY COUNTY however, that by building on its existing Rural resources and pursuing the principles of smart growth and sustainable development, the region has the opportunity to reverse these trends, grow the overall economy, attract New Households New Households up to 1960 ERIE 1960 to 2000 ERIE residents, businesses and visitors, and COUNTY COUNTY enhance the health and quality of life of the community. Smart growth encompasses a focused approach to development that concentrates investments in areas where infrastructure already exists. This involves preserving historic buildings and districts, reviving downtowns and main streets and reinvesting in established neighborhoods and former industrial lands. For new infrastructure Between 1960 and 2000, Erie and Niagara counties shed 10.5 percent of investments, smart growth advocates its population but more than doubled its developed footprint. Sprawl without projects that enhance walkability and growth has resulted in too much infrastructure, with local governments and taxpayers bearing multiple modes of transportation, the cost. According to the Framework for Regional Growth, if we can locate at least 70 percent connect disadvantaged communities of future households in areas where infrastructure currently exists (developed areas on the with employment clusters and foster maps to the left), the two counties can save $800 million in costs of new roads, sewer/septic mixed use private investment. It also V\VWHPVVFKRROVDQGRWKHULQIUDVWUXFWXUH([SDQGLQJWKLVPRGHODFURVVÀYHFRXQWLHVZLOO supports protection of existing open create further cost savings. space, natural resources and water

6RXUFH%DVHGRQSURMHFWLRQVDQGVFHQDULRPRGHOLQJSHUIRUPHGLQWKHErie-Niagara Framework for Regional Growth. Population SURMHFWLRQVFRQGXFWHGE\WKH*%157&SUHGLFWDSHUFHQWLQFUHDVHLQWKHQXPEHURIKRXVHKROGVRYHUWKHQH[W\HDUV,IWKHVH new households are sited according to existing development trends, only 25 percent will be located in developed areas and the RYHUDOOFRVWLQQHZLQIUDVWUXFWXUHLVSURMHFWHGDWPLOOLRQ,IZHFDQWHPSHUGHYHORSPHQWSDWWHUQVDQGORFDWHSHUFHQWRIQHZ households in developed areas, costs for new infrastructure will total $112, yielding a savings of nearly $800 million.

22 Western New York Regional Economic Development Council | Strategic Plan WNY has the second highest concentration of remediation sites among the ten regions of the state. Remediation sites in WNY, 2011 supplies while building on the unique opportunities they present for economic Brownfield Cleanup development and quality of life. Program Making smart growth a strategic Environmental approach to development will require regional stakeholders to adopt and Restoration Program remain committed to a regional vision on State Superfund how and where we grow in the future. Program Through our planning process, a series Voluntary Cleanup of strategies were devised that lay the Program groundwork for a Western New York vision for smart growth. These strategies will allow us to greatly reduce costs of building new infrastructure, make development decisions predictable, invest in our greatest resources and HVWDEOLVKFRPPXQLWLHVDFURVVWKHÀYH counties to attract creative talent driving today’s economy.

Source: New York State Department of Environmental Conservation, 2011

Over 300 sites in WNY experience some form of contamination as defined by the state Department of Environmental Conservation. Reinvestment in these VLWHVLQDOLJQPHQWZLWKVPDUWJURZWKSULQFLSOHVFDQUHYLWDOL]HGLVWUHVVHGDUHDVFUHDWHMREV attract investment and reverse urban blight and decline. Currently, the costs and regulatory burdens associated with remediation present serious barriers to redevelopment.

Western New York Regional Economic Development Council | Strategic Plan 23 Where do we want to be and how will we get there?

Invest in AGENDA Infrastructure on “Smart Growth” 1. Create a Regional Smart Growth Coordinating Council. :LWKUHSUHVHQWDWLRQIURPDOOÀYHFRXQWLHVWKHFRRUGLQDWLQJFRXQFLOZLOOZRUNWRHPEUDFHEHVW Principles SUDFWLFHVJXLGHGHYHORSPHQWDQGFRRUGLQDWHSURMHFWVRIUHJLRQDOLPSRUWDQFHWKDWGULYHVXVWDLQDEOH development in transportation, housing and land use. The council would work to: regionally implement the NYS Smart Growth Public Infrastructure Policy Act and guide the development of a :1<5HJLRQDO6XVWDLQDELOLW\3ODQGHYHORSSURMHFWSULRULWL]DWLRQFULWHULDWRDGYDQFHVPDUWJURZWK principles; advance transportation investments that offer multi-modal options for regional travelers; create data-based innovative tools that assist local communities with managing vacant properties and reinvesting along smart growth principles; offer educational modules on smart growth zoning and planning to local municipalities; and monitor the performance of the region in creating a more sustainable WNY. 2. Establish the region as a center of green innovation. Establish the region as a center of innovation by establishing select neighborhoods and anchor LQVWLWXWLRQVDVVXVWDLQDELOLW\GHPRQVWUDWLRQVLWHVVHWWLQJZRUOGFODVVVWDQGDUGVIRUHQHUJ\HIÀFLHQF\ renewable energy production and green transportation. This initiative will integrate sustainability HIIRUWVLQPL[HGXVHGGLVWULFWVDQGDQFKRULQVWLWXWLRQVWKURXJKRXWWKHUHJLRQWKDWFUHDWHMREV DFFHVVLEOHWRDEURDGUDQJHRIVNLOOOHYHOVLQVHFWRUVLQFOXGLQJJUHHQEXLOGLQJUHWURÀWVVRODU geothermal and green infrastructure.

PROJECT/PROGRAM Small Business Green Retrofit Initiative *UHHQ-REV*UHHQ1< *-*1< 1<6(5'$·VQHZHQHUJ\HIÀFLHQF\UHWURÀWSURJUDPKDVWKH potential to transform economic conditions in communities across New York State by reducing FRVWVIRUEXVLQHVVHVDQGQRQSURÀWVDQGFUHDWLQJKXQGUHGVRIJUHHQMREVLQWKHUHWURÀWVHFWRU 7KH*UHHQ5HWURÀW,QLWLDWLYHZLOOSURYLGHLQFHQWLYHJUDQWVWRVPDOOEXVLQHVVHVDQGQRQSURÀW RUJDQL]DWLRQVWKURXJKRXW(ULH1LDJDUDDQG&KDXWDXTXDFRXQWLHVIRUSUHUHWURÀWUHSDLUV WKHUHE\UHGXFLQJEDUULHUVWRSURJUDPSDUWLFLSDWLRQ%\DVVLVWLQJZLWKSUHUHWURÀWH[SHQVHV such as roof, foundation and building shell repairs, the Initiative will enable small businesses DQGQRQSURÀWVWRXQGHUWDNHJUHHQXSJUDGHVRQWKHLUEXLOGLQJVLQFOXGLQJLQVXODWLRQIXUQDFH and window replacement and weather sealing, thereby leveraging approximately $4 million LQSULYDWHLQYHVWPHQWLQWKHVHFWRUDQGFUHDWLQJDWOHDVWQHZJUHHQMREVDFFHVVLEOHWR low-income residents. By offering incentive grants to approximately 60 small businesses DQGQRQSURÀWVIRUSUHUHWURÀWZRUNVXFKDVURRIUHSDLUVKD]DUGDEDWHPHQWDVZHOODV complementary investments such as green and living roofs, the Initiative will drive demand and SULYDWHLQYHVWPHQWLQ1<6(5'$·V*-*1<SODFLQJ:1

Invest in AGENDA Downtowns, Villages, 1. Develop more sustainable neighborhoods. WNY proposes to establish programming and a dedicated funding source to support comprehensive Neighborhoods and investments in select neighborhood districts. Modeled after national best practices in community development, the initiative provides comprehensive assistance in housing and commercial building Brownfields UHKDELOLWDWLRQJUHHQEXLOGLQJUHWURÀWDFWLYLWLHVDQGLQIUDVWUXFWXUHGHYHORSPHQWWRVSXUVXVWDLQHG private investment in neighborhoods challenged by poverty and urban decay. 8QGHUWKLVSURJUDPDWOHDVWRQHQHLJKERUKRRGZRXOGEHVHOHFWHGIURPHDFKRIWKHÀYHFRXQWLHV of WNY. Expected results include an increase in private investment, a reduction of tax burdens DQGFRVWVDVVRFLDWHGZLWKYDFDQF\MREFUHDWLRQDQGDFXOWXUHRIHQWUHSUHQHXUVKLSWDUJHWHGDW neighborhood residents and an improved quality of life in communities across the region.

24 Western New York Regional Economic Development Council | Strategic Plan 2. Accelerate brownfield redevelopment. $FFHOHUDWLQJWKHUHGHYHORSPHQWRIEURZQÀHOGVVLWHV WKDWKDYHKLVWRULFDOO\WDNHQ\HDUVWRJHW ready) will provide more shovel-ready sites in areas already served by infrastructure. Promoting WKLVW\SHRIIRFXVHGUHGHYHORSPHQWFDQHQKDQFHVPDUWJURZWKUDWKHUWKDQFRQWLQXHGJUHHQÀHOG development that contributes to sprawl. 7RWKLVHQGZHDUHGHYHORSLQJDUHJLRQDOEURZQÀHOGGHYHORSPHQWIXQGWKDWFDQDXJPHQWH[LVWLQJ SURJUDPVOLNHWKH%URZQÀHOG2SSRUWXQLW\$UHD %2$ WRH[SDQGRXUDELOLW\WRDFTXLUHDQGUHPHGLDWH contaminated sites and buildings. We are designing how that fund would function and identifying the NH\EURZQÀHOGVLWHVWKDWZLOOEHSULRULWL]HGWKURXJKRXWWKHUHJLRQ

3. Encourage redevelopment of downtowns and main streets. WNY seeks to establish a fund aimed at reinvesting in our central business districts, village centers and main streets in accordance with local comprehensive plans. This initiative will build off the NYS Main Street Program to promote reinvestment in public spaces and the reuse of vacant RUXQGHUXWLOL]HGEXLOGLQJVKLVWRULFSUHVHUYDWLRQZDONDELOLW\HQHUJ\HIÀFLHQF\WUDQVLWRULHQWHG development, and mixed use, live/work development. The fund should encourage residential uses and assist in attracting emerging entrepreneurs to locate in these areas. There will be at least one SURMHFWVHOHFWHGIURPHDFKRIWKHÀYHFRXQWLHVLQWKHUHJLRQ This initiative will enhance the competitiveness and long-term sustainability of these central areas by creating environments that: • Encourage private investment (PSOR\HUVDQGHPSOR\HHVÀQGDSSHDOLQJ • People want to live in and visit • Leverage urban strengths • Create a sustainable “24/7 sense of vibrancy and economic vitality”

PROJECT/PROGRAM Buffalo Central Business District 7KHSURMHFWZLOOEHORFDWHGLQ'RZQWRZQ%XIIDOR²WKHUHJLRQDOKXEIRUEXVLQHVV culture, entertainment, government, and education to strategically connect the Downtown Districts through investment in streetscape and infrastructure development in accordance with the City of Buffalo’s national award winning plan for 'RZQWRZQWKH4XHHQ&LW\+XE3ODQ7KH4XHHQ&LW\+XEUHFRJQL]HVÀYHVHSDUDWH districts in downtown. They include the Erie Canal Harbor and Waterfront District, Downtown Education and Public Safety Campus, Financial District and Government &HQWHU7KHDWUH'LVWULFWDQGWKH%XIIDOR1LDJDUD&DPSXV7KHIRFXVRIWKLVSURMHFW will be reestablishing high quality multi-modal transportation corridors that link Main Street, the Genesee Gateway and the Buffalo Niagara Medical Campus. 7KHSURMHFWEXLOGVXSRQDPDWFKRIPLOOLRQLQLQIUDVWUXFWXUHLQYHVWPHQWWKDW ZLOOEHH[SHQGHGRYHUWKHQH[WWZR\HDUV3URMHFWVLQFOXGHGDUH&DUVRQ0DLQ Street -- 600 Block, Pearl Street Conversion and Chippewa Street Improvements, *HQHVHH*DWHZD\3URMHFW%XIIDOR1LDJDUD0HGLFDO&DPSXV3KDVH,%XIIDOR1LDJDUD Medical Campus Phase II and Elmwood Avenue -- Chippewa-Church streetscape and pedestrian enhancements. Funds requested will also be used towards the Main 6WUHHW5HYLWDOL]DWLRQ1RUWKRI*RRGHOO3URMHFW,QDGGLWLRQWKHUHKDVEHHQELOOLRQLQ private and public investment that has occurred in Downtown over the past 5 years. 7KHSURMHFWZLOOVXSSRUWWKHLQYHVWPHQWRIPRUHWKDQELOOLRQLQSURMHFWVFXUUHQWO\ SURSRVHGRUSODQQHGIRU'RZQWRZQ7KHJRDORIWKHSURMHFWLVWRVHDPOHVVO\FRQQHFW WKHVHUHJLRQDOO\VLJQLÀFDQWLQYHVWPHQWVDQGFUHDWHDYLEUDQWZDONDEOHPL[HG XVHHQYLURQPHQWWKDWUHWDLQVMREVDQGDWWUDFWVVWFHQWXU\EXVLQHVVHV and talented human capital that will drive the regional economy. Infrastructure investment and improvement along critical gateways and corridors will improve FRQQHFWLRQVEHWZHHQGLVWULFWVGRZQWRZQZLWKDGMRLQLQJGLVWUHVVHGQHLJKERUKRRGVLQ RUGHUWRLPSURYHHTXLWDEOHMREDFFHVVZRUNIRUFHFRQQHFWLRQVDQGUHFUHDWLRQDODQG shopping opportunities. 7KHRXWFRPHVZLOOEHWKHUHWHQWLRQRIH[LVWLQJMREVDQGEXVLQHVVHVLQWKHUHJLRQDO core; increased vibrancy, tax base and image; growth, investment and development in sustainable and regionally accessible areas; equitable access and direct FRQQHFWLRQVWRUHJLRQDOMREJURZWKDQGHFRQRPLFRSSRUWXQLWLHVWKHUHXVHRIH[LVWLQJ infrastructure; increased transportation choice; the reinvigoration of regionally VLJQLÀFDQWDVVHWVDQGODQGPDUNVH[SDQGLQJ&RPSOHWH6WUHHWVLQ'RZQWRZQDQG a more connected and dynamic urban core that attracts talented human capital, DQGIRVWHUVUHJLRQDOO\VLJQLÀFDQWEXVLQHVVJURZWKDQGGHYHORSPHQW7KHSURMHFWZLOO effectively leverage and bolster Downtown Buffalo.

Western New York Regional Economic Development Council | Strategic Plan 25 3. Encourage redevelopment of downtowns and main streets, cont’d.

PROJECT/PROGRAM PROJECT/PROGRAM Olean Central Business District Olean East State Street Reconstruction 7KHRYHUDOOUHGHYHORSPHQWSURMHFWSURSRVHGIRUWKH Reconstruction of E. State Street (NYS Route 417) from Front Street to King North Union/West State Street corner properties Street, 0.5 miles, to include replacement of the water line, sanitary sewer line, located in the core of the City’s Central Business installation of new storm sewer and complete road base to include new curb and District aligns with local and regional smart growth gutter. The existing street is in deplorable condition due to a lack of storm drainage strategies and principles. Failure to execute this DQGLPSURSHUVXEEDVH7KHSURSRVHGSURMHFWZRXOGÀ[WKHVWUHHWLQDSHUPDQHQW SURMHFWZLOOUHVXOWLQIXUWKHUVSUDZOZHVWRIWKH manner instead of putting on a Band-Aid, as done in the past. Reconstruction City of Olean and a reduction in investment in the RIWKLVVHFWLRQRI(DVW6WDWH6WUHHWZLWKÁRZUHODWHGLPSURYHPHQWVLVD´À[LWµ Central Business District. Failure to recover the investment strategy that not only addresses a public safety concern, but also under developed land and existing buildings that are increases capacity, thus spurring development in this concentrated area and currently vacant will contribute to slum and blight, and EULQJLQJMREVDQGLQFUHDVHGLQFRPHVWRDGLVWUHVVHGQHLJKERUKRRG discourage the mixed use development that can create small-scale employment opportunities. 7KHSURMHFWLVORFDWHGWKUHHEORFNVHDVWRIWKH&LW\·VGRZQWRZQEXVLQHVVGLVWULFW and less than one mile west of four local industries that collectively employ more The City of Olean seeks to redevelop the former WKDQZRUNHUV:HVWRIWKHSURMHFWDORQJWKHQRUWKVLGHRI(DVW6WDWH6WUHHW Manufactures Hanover Building at 101 North Union, is a municipally owned park/recreation complex and on the south side, Bradner 107 North Union, 110 West State Street and 116 West Stadium. East State Street has an average volume of 17,000 vehicles per day and State Street properties along with the redesign of currently a portion of the street has been reduced from 3 lanes to 2 because of 8QLRQ6WUHHWDQGDGMRLQLQJVWUHHWVFDSHLPSURYHPHQWV the extremely dangerous conditions. Due to improper drainage, the curb lane is QRZEH\RQGUHSDLUDQGSHGHVWULDQVKDYHEHHQLQMXUHGGXHWRÁ\LQJURDGGHEULV 7KHUHIRUHWKH&LW\ZDVREOLJDWHGWRFORVHWKHFXUEODQHIRUQRWRQO\YHKLFXODUWUDIÀF safety but pedestrian safety as well. This action was not a situation of deferred maintenance. Along with repaving the Street numerous times, the City continues to invest in this Street, taking care to seal cracks, patch potholes and keep drains open over the year to the best of it ability with limited resources. However, the City is unable to adequately respond to this pressing need because its resources are DOUHDG\DOORFDWHGWRRWKHULQIUDVWUXFWXUHSURMHFWVLQFOXGLQJZRUNQHFHVVLWDWHGE\ DFRQVHQWRUGHURQDQHZSXPSVWDWLRQSURMHFWLQWKLVVDPHJHQHUDODUHD 3KDVH ,RIWKDWSURMHFW )XUWKHULQ$SULORIWKH&LW\UHTXHVWHGDVVLVWDQFHIURP WKH2IÀFHRI&RPPXQLW\5HQHZDOIRU3KDVH,,WRUHSODFHXQGHUVL]HGVWRUPZDWHU infrastructure and repair/reline sanitary sewer lines in the neighborhood abutting WKHSURSRVHG(DVW6WDWH6WUHHWUHFRQVWUXFWLRQSURMHFW

26 Western New York Regional Economic Development Council | Strategic Plan Where do we want to be and how will we get there?

Protect Water AGENDA Resources, Waterfronts and 1. Restore and protect water resources, open spaces and habitat. 3ULRULWL]LQJSURMHFWVWKDWSURYLGHIRUWKHGLUHFWDQGORQJWHUPUHVWRUDWLRQDQGSURWHFWLRQRIZDWHU Habitat quality and quantity, and preservation of open spaces and habitat can create sustained economic EHQHÀWVIRUWKHUHJLRQ WNY has access to 25 percent of the world’s fresh water. In a global climate that is rapidly changing and where the scarcity of water will only increase, protecting and conserving our water resources can be an economic development strategy that prepares the region for sustained growth over the VWFHQWXU\1DWXUDOKDELWDWDQGRSHQVSDFHSUHVHUYDWLRQFDQSURYLGHHFRQRPLFEHQHÀWVDVZHOOE\ enhancing quality of life, advancing our agriculture industry and increasing property values of existing developed lands.

2. Enhance public access to waterfront areas. Providing, protecting and improving public access to waterfront areas can enhance quality of life for residents of the region while expanding our nature-based tourism industry. Greenway trails through- RXWWKHÀYHFRXQW\UHJLRQDQGLQIUDVWUXFWXUHLQYHVWPHQWVWKDWDOORZWKHSXEOLFWRHDVLO\DFFHVVWKH water’s edge using a variety of transportation modes can advance this agenda.

How will we measure success?

Implement Smart Growth Performance Measure Benchmark Source

UHWURÀWV Invest in infrastructure on “smart growth” principles (QHUJ\UHWURÀWV NYSERDA (11/10 - 11/11)

Percent of current NYS DOL Quarterly Census New businesses in developed businesses in developed Invest in downtowns, villages, neighborhoods and of Employment and areas of the region areas to be measured EURZQÀHOGV Earnings %URZQÀHOGVUHPHGLDWHG through 2012 Regional NYSDEC Sustainability Plan

Miles/feet/acres of protected and enhanced through Local 26 waterfront revitalization Protect water resources, waterfronts and habitat NYS DOS Waterfront Revitalization Program plans in the region (LWRP)

Western New York Regional Economic Development Council | Strategic Plan 27 Economic Development Strategy

Foster a Culture of Entrepreneurship

Foster a culture of entrepreneurship to grow from within and leverage the region’s research & industry strengths by reducing burdens on small business & creating an ecosystem that supports entrepreneurs.

Where are we now? Research & Commercialization

Buffalo-Niagara Falls MSA... Entrepreneurs create jobs and, by doing and commercialization of so, create the future. Today, Western businesses in all industry ...ranks in the top 15 MSAs in Academic New York is poised to leverage its sectors – including energy- Research & Development funding. capacity to create new ideas, connect related businesses. In the these ideas with people and industry, advanced manufacturing ...ranks 7th in National Institutes and spur economic growth. Our leaders sector, leaders can develop of Health funding dollars and 4th in believe that by fostering a culture of and fund research centers Science & Engineering graduates. entrepreneurship, partnering with focused on our particular higher education institutions to better strengths. The life sciences bring technologies to the marketplace, ...rates last in net ÀUPFUHDWLRQ per industry, too, is poised to 100,000 inhabitants and ranks 37th in and enacting regulatory reform, the stimulate business creation venture capital invested as a share of region has the opportunity to grow the and job growth. The long- overall economy and thrive in the 21st term viability of one of gross metropolitan product. century economy. the most critical regional The regional capacity to develop economic sectors -– agriculture -- for applying new research on entrepreneurialism is vast. Leveraging depends on generating new ideas and agricultural production and supporting regional advantages like low-cost attracting new people to the industry, business development. energy will lead to the development with incubators serving as a mechanism

Where do we want to be and how will we get there?

Foster and Support AGENDA Entrepreneurs 1. Create an Entrepreneur Academy. $QDGMXQFWWRWKH8QLYHUVLW\DW%XIIDOR·V&HQWHUIRU(QWUHSUHQHXULDO/HDGHUVKLS &(/ FUHDWHDQ LQWHQVLYHOHDGHUVKLSRULHQWHGIXOOWLPHFXUULFXOXPWRLQFOXGHÀQDQFHFRPSOLDQFHOHDGHUVKLS technology and marketing modules -- targeted toward pre-entrepreneurs. CEL Core would remain targeted toward working entrepreneurs.

2. Establish a Business Advocate in the Office of the Executive. (VWDEOLVKD%XVLQHVV$GYRFDWHLQWKH2IÀFHRIWKH([HFXWLYHZKRZLOODVVLVWDOO1HZ

3. Develop best practice incubators throughout WNY. Incubators to include: (QWUHSUHQHXULQUHVLGHQFHIRUPHQWRULQJ LQFROODERUDWLRQZLWK-XPS6WDUW1<3URMHFW 2. Shared services and common areas to promote cross-pollination of ideas 6SHFLDOL]HGVSDFHIDFLOLWLHVWRORZHUÀ[HGFRVWVRIVWDUWXSV

28 Western New York Regional Economic Development Council | Strategic Plan PROJECT/PROGRAM 4. Support Jump Start for WNY. Jump Start WNY Launch New York is a new 501c3 created to a) accelerate formation 5. Establish a Certified Startup status for new businesses formed in of new high-growth businesses New York State. and b) create an entrepreneurial environment or ecosystem that will drive &HUWLÀHG6WDUWXSVZRXOGEHSHUPLWWHGWR´OHDUQWKHLUZD\LQWRFRPSOLDQFHµZLWKJUDFHSHULRGV entrepreneurship and high-potential training and assistance from experts -- beginning at the date of formation with the Secretary of State: start-up companies in the region. Launch 1-year grace period to participate in Unemployment Insurance and Workers Comp Insurance New York represents the implementation 2-year status as eligible for deductible, pro-bono professional services of a business plan developed through Required online training & testing for tax and regulatory compliance plus basic business skills WKH-XPS6WDUW1<3URMHFWZKLFKLVD training (accounting, forecasting, hiring & supervision) SODQQLQJSURMHFWIXQGHGLQE\D grant from the Economic Development Administration to Erie County Industrial 6. Support success of Women & Minority Business Enterprises. Development Agency in collaboration Accelerate the development and increase the success rate of WMBE by monitoring compliance with nationally-recognized JumpStart and ensuring prompt pay. Studies show that WMBEs remain underrepresented in the marketplace, Inc, in Cleveland, Ohio. In addition to including State procurements, earn less and are more likely to be denied credit than other businesses. driving new businesses, Launch New Regional stakeholders have developed a working group focused on these issues and remain committed York will measure the performance to developing strategies to enhance the growth and success rates of regional MWBEs. and economic impact of these businesses. Programming also encompasses an inclusion focus to reach underrepresented populations.

Fund Entrepreneurs AGENDA 1. Establish a “Forgivable Loan for Jobs” working capital loan fund for small businesses. The role model is the Cattaraugus County Casino Loan Fund. Western New York entrepreneurs are starving. There are very low rates of investment in start-ups and although our banks top the list of SBA lenders, this is largely symptomatic of their unwillingness to loan without government guarantees. %XVLQHVVRZQHUVZLOOÀOHDWKUHH\HDUSODQWRFUHDWHMREVDQGERUURZSHUQHZ)7(XSWRD maximum of $100,000. After three years they would report net new employment using NYS-45 data. 7KHORDQZRXOGEHIRUJLYHQDWWKHUDWHRISHUQHZMRE8QIRUJLYHQDPRXQWVZRXOGHQWHUD ÀYH\HDUUHSD\PHQWSODQ7KHORDQZRXOGEHVXERUGLQDWHWREDQNOHQGLQJEXWSHUVRQDOO\JXDUDQWHHG Funds could be used for any working capital need. Transaction cost and time is minimized. Public DFFHSWDQFHLVPD[LPL]HGEHFDXVHWKHVHIXQGVZLOOHLWKHUFUHDWHMREVRUWKH\ZLOOEHUHFRYHUHGIURP the entrepreneurs.

2. Angel Investor Tax Credit. Early stage investments are very risky, often taking years to either pay off or fail utterly. Patterned after a program run by the State of Arkansas, our proposed program will provide an immediate tax credit to prompt potential Angel Investors to place money now. Given the current poor performance of traditional investments, there may be pent-up interest in angel investing which could be inspired by the announcement of this tax credit. The WNY Venture Association, together with incubators, will perform the marketing of this credit by providing events where potential Angel Investors will meet entrepreneurs and other investors.

How will we measure success?

Entrepreneurship Performance Measure Benchmark Source

Business start-ups 3,200 new reporting units Foster and support entrepreneurs (2010) Research Organizations Strategic partnerships To be measured

1HZÀUPV 3,200 in 2010 NYS DOL Quarterly Census Angel investors Baseline data on angel Fund entrepreneurs of Employment and Venture capital (VC) funds in the investors and VC funds yet Earnings region to be calculated

Western New York Regional Economic Development Council | Strategic Plan 29 Economic Development Strategy WNY stakeholders identify eight ADVANCED distinct industry sectors that MANUFACTURING will be key to our future growth. AGRICULTURE Strongholds of our industrial past like manufacturing WNY BI-NATIONAL remain important, but so are LOCATION/ LOGISTICS Industry knowledge-based sectors like higher education and health ENERGY Sectors & life sciences. Fields that capitalize on regional assets like HEALTH | LIFE SCIENCES tourism, agriculture and energy also remain critical throughout HIGHER EDUCATION the five-county region. This diversity has proven to be a stabilizing force for WNY during downturns in the national and global economy. PROFESSIONAL SERVICES 612,102 TOURISM Number of Jobs (2010 preliminary annual average) WNY’s job base is a composition that The region’s labor market is changing. currently mirrors the nation. &KDQJHLQ-REV0D\WR0D\ 'LVWULEXWLRQRI1RQIDUP-REV0D\

WNY saw EDUCATION AND HEALTH SERVICES 11,048 NATURAL RESOURCES, a shift MINING AND CONSTRUCTION 2% 1% INFORMATION DZD\IURP PROF. AND BUSINESS SERVICES 7,972 OTHER SERVICES 5% manufacturing 10,000 % % GOVERNMENT LQDELJZD\ LEISURE AND HOSPITALITY 5 19 5,375 FINANCIAL ACTIVITIES FINANCIAL ACTIVITIES 806 % 0 10 LEISURE & NATURAL RESOURCES & MINING HOSPITALITY -267 OTHER SERVICES -1,054 -10,000 % 18% CONSTRUCTION 10 TRADE, -2,043 MANUFACTURING TRANSPORTATION INFORMATION & UTILITIES -2,666 -20,000 TRADE, TRANSPORTATION % AND UTILITIES PROF. AND 12 -11,934 BUSINESS SERVICES 17%EDUCATION & HEALTH SERVICES -30,000 Source: NYS Department of Labor, 2011

MANUFACTURING -39,609 As opposed to 34,042 -40,000 decades past when Source: NYS Department of Labor, 2001 - 2011 Number of Firms WNY’s economy (2010 preliminary annual avg.) Contrary to the region’s reputation as a Rust Belt region with a was heavily based blue collar economy, most of WNY’s job growth is in white collar in manufacturing, and service-based industries. While traditional production-based WRGD\WKHHFRQRP\UHÁHFWVDGLYHUVHDQGEDODQFHG industries remain important to the region’s economy, WNY has mix of jobs similar to the composition of employment placed increasing focus on education and health, professional and nationwide. Manufacturing remains important, EXVLQHVVVHUYLFHVOHLVXUHDQGKRVSLWDOLW\DQGÀQDQFLDOVHUYLFHV providing one job in 10 in the region, but we are no as areas to invest in for future growth. While manufacturing has longer more dependent on manufacturing than the H[SHULHQFHGVLJQLÀFDQWMREORVVHVLQOLQHZLWKQDWLRQDODQGJOREDO rest of the nation. This greater balance in the WNY trends, the sector remains critical to the regional economy, with economy has protected the region in the face of periodic annual payrolls far outpacing other sectors. downturns in the national and global economy.

30 Western New York Regional Economic Development Council | Strategic Plan Eight targeted industries represent a more diverse regional economy.

Builds Off Unique High Job Growth Area High Wages Geographic Eight select industries Concentration Assets serve as focal points for our economic future (represents at least (experienced job (average industry wage (capitalizes on 10% of all jobs in growth between 2000- is greater than regional geographic or natural and have been targeted region) 2010) average wage) resources unique to for an array of reasons. the region) Some are experiencing Advanced growth and projected Manufacturing DD to expand in the future. Agriculture Those not experiencing D growth either rely on Energy geographic assets unique D to the region like our Higher Education international border DD location, agricultural Health | Life lands or natural Sciences DDD resources, or represent Professional Services a large concentration DDD of jobs and employers Tourism in WNY. In total, these DD D industries comprise over Transportation & half of all jobs in WNY Logistics D DQGUHÁHFWWKHGLYHUVLW\ of the region’s economy. Source: Based on analysis from NYS Department of Labor, Quarterly Census of Employment and Earnings, 2000 - 2010

To assess change across all eight sectors, a set of performance measures will be used to gauge progress over time.

How will we measure success?

WNY Industry Sectors Performance Measure Benchmark Source

NYS DOL Quarterly Census of Employment Change in number created or Increase employment Jobs and Earnings; USDA, Ag/Mkts and Farm retained Bureau

NYS DOL Quarterly Census of Employment Increase income Wages Change in number and Earnings NYS DOL Quarterly Census of Employment Increase investment Firms Change in amount and Earnings

Western New York Regional Economic Development Council | Strategic Plan 31 STRATEGY WNY Advanced Manufacturing Industry Sectors

Where are we now? technology products and processes that The region’s research universities are characterized, not by type, but by the provide a crucial resource for advanced way that research, product development, manufacturing, in terms of the supply of Advanced manufacturing is crucial to design, labor and management need highly skilled workers as well as access the future of the WNY economy. No U.S. to be closely integrated in a process of to cutting edge knowledge produced by region in decline has ever reversed its continuous innovation. Such jobs are university faculty. fortunes without growth in the advanced GLIÀFXOWWR´RIIVKRUHµDQGWKH\GHSHQG The connections between industry and manufacturing sector. And our region heavily on proximity to sources of academia need to be strengthened. Career KDVVLJQLÀFDQWVWUHQJWKRQZKLFKWR “intellectual capital.” paths need to be illuminated. And a build — in medical devices, precision Firms in this category, however, general awareness of the value of this instruments, advanced materials and continue to be challenged in meeting sector needs to be expanded. energy storage, among others. But the their needs for skilled labor, research time to take advantage of these assets is and technical expertise and access to passing. venture capital. They are also beset by From January 2010 This sector doesn’t include conventional burdensome regulation and a general to April 2011 alone, mass-production manufacturing, much misunderstanding of what advanced WNY brought 157 new of which has moved away. Rather, it manufacturing has to offer the regional manufacturers, and 2,634 new encompasses a wide range of high- economy. manufacturing jobs to the region.

Where do we want to be and how will we get there?

Leverage Research AGENDA Capacity to Attract and Accelerate 1. Make research more available to manufacturers. Streamline the process and rationalize the incentives for translating research by university faculty the Development into new products and processes by entrepreneurs, start-up companies and existing manufacturers. Resolve intellectual property issues and consider fee-for-research arrangements to provide incentives of Advanced to grow both research and investment in companies. Manufacturing

32 Western New York Regional Economic Development Council | Strategic Plan 2. Create or strengthen university centers for advanced manufacturing. Authorize funding for research centers, departments and their host organizations building on the model of Centers for Advanced Technology (CATs). CATs at Alfred and UB and 13 others around the state have been among the most effective tools for economic development in New York for nearly 30 years. Consider the Brookings-Rockefeller recommendations to establish virtual advanced manufacturing centers that can build on existing R&D strengths, support research to develop relevant QHZWHFKQRORJLHVDQGHGXFDWHÀUPVWKURXJKRXWWKHVXSSO\FKDLQWRDSSO\WKHVHWHFKQRORJLHV

PROJECT/PROGRAM High-Temperature Materials Characterization Laboratory Alfred University is seeking funding to complete the High-Temperature Materials Characterization Laboratory, initially created in cooperation with Corning, Inc., but now providing a number of industries across New York State with high-temperature analytical and characterization services including Corning, General Electric, Delphi, Lockheed Martin, Saint Gobain, as well as several smaller companies. The additional funding would allow the university to complete the suites of specialized characterization equipment, as well as to purchase equipment and renovate facilities for testing applications of high-temperature PDWHULDOVLQFOXGLQJDZLQGHQHUJ\ÁXLGPHFKDQLFVODEDWKHUPDOVFLHQFHVRODUHQHUJ\ODE a photovoltaic solar energy lab; an alternative fuels laboratory; and a power conversion and controls laboratory. The facilities and equipment will give Alfred University — and therefore New York State industries — unique capabilities to analyze and characterize materials that are processed RUH[SHFWHGWRIXQFWLRQDWYHU\KLJKWHPSHUDWXUHVWKHUHE\HQKDQFLQJWKHLUHIÀFLHQF\FRVW HIIHFWLYHQHVVDQGGXUDELOLW\7KHVHDUHSDUWLFXODUO\LPSRUWDQWFRQVLGHUDWLRQVLQWKHÀHOGRI renewable energy, including, but not limited to, development of batteries for the storage of energy. Engineered materials, particularly ceramics, are an enabling technology, often hidden in other applications, but absolutely critical to making those applications and products function. This proposal will allow Alfred University to: • Expand the analytical, characterization and processing capabilities of Alfred University’s High- Temperature Materials Characterization Laboratory. The facility is unique in the United States, providing researchers with the tools needed to analyze and characterize materials at very high temperatures. This is a particularly valuable resource in the development of materials for solar energy applications and battery storage. • Build upon Alfred University’s strength and therefore the capabilities of New York State LQGXVWULHVLQWKHGHYHORSPHQWDQGDQDO\VLVRIPDWHULDOVWKDWDUHFUXFLDOWRWKHHIÀFLHQF\FRVW and durability of renewable energy systems. *LYH1HZ

3. Provide information on research resources. Compile and maintain a current inventory of research strengths in the region, coordinating with efforts such as Knowledge NY and regional economic development entities but maintaining a focus on manufacturing.

Boost AGENDA Competitiveness 1. Build awareness of careers in manufacturing. through Career Expand the implementation of “Dream It, Do It” a national program designed to introduce young people to career opportunities in advanced manufacturing. The program shows students that careers Awareness LQWKHÀHOGFDQEHH[FLWLQJDQGUHZDUGLQJDQGFDQKHOSGHOLYHUDPHVVDJHWRWKHEURDGHUSXEOLFDERXW the value of advanced manufacturing to the regional economy.

PROJECT/PROGRAM Dream It Do It

see pg 21

Western New York Regional Economic Development Council | Strategic Plan 33 STRATEGY WNY Agriculture Industry Sectors Agriculture is an important industry Total WNY Farms, throughout the five counties. 2007 Distribution of Farm Sales, 2007 5,707 Where are we now? 13% 20% 42% 36% 59% Crops Farms account for... 87% 80% Agriculture is a vital industry sector in 64% WNY 58% in businesses New York State and remains one of the 41% Livestock 1 7 region’s most viable enterprises. WNY has a reputation for the highest quality Total Farm Sales, fruit, vegetable and dairy products, and Allegany Cattaraugus Chautauqua Erie Niagara 2007 SURGXFHVVLJQLÀFDQWTXDQWLWLHVRIRWKHU million products, such as grains. Source: United States Department of Agriculture, 2007 $480 It is an important contributor to WNY prosperity but it could be more so with the value of local food, such as wine, to connect farmers with researchers better access to markets, new products cheese and yogurt, with a goal of to improve techniques for growing, and processes and a less burdensome increasing sales across the sector. Industry processing, packaging and distribution, regulatory regime. Because the sector is leaders calculate that a focus on marketing and to introduce new products and large, even modest increases in sales or will result in a 20% increase in sales over create new market linkages to increase reductions in cost can translate into many ÀYH\HDUVFUHDWLQJPRUHWKDQQHZ sector competitiveness. new jobs and additional income. agricultural production jobs in our region. The plan calls for creation of a new Innovation in agriculture is also key. The marketing strategy focused on promoting plan proposes a broad-based program

Where do we want to be and how will we get there?

Make Agriculture AGENDA More Competitive 1. Collaborate to create and promote a regional brand for local through Branding, food and agriculture products. Innovation and Collaborate to create and promote a regional brand and marketing program to educate the public on the value and availability of locally produced food and agricultural products with the goal of Career Awareness increasing sales for local producers. Industry leaders calculate that a 20 percent increase in sales RYHUÀYH\HDUVFDQERRVWVDOHVE\PLOOLRQDQGFUHDWHDWKRXVDQGQHZMREVLQRXUUHJLRQ

2. Increase innovation to improve products, processes, market links. Organize an innovation council to promote connections among farm businesses and research institutions to develop and promote innovative practices to lower costs and increase the value of farm products. Increased investment in research and translation can help farmers increase product quality, reduce energy use, promote workforce quality and motivation, develop new linkages between producers and consumers, and share information across the industry and research universities.

3. Promote careers in agriculture. Developing a new generation of farmers is crucial to sustaining agriculture as an industry sector in our region. Work with secondary education and others to promote agricultural career choices through creation of coursework, including business management as well as agriculture topics, and development of internship opportunities.

34 Western New York Regional Economic Development Council | Strategic Plan STRATEGY WNY Bi-national Logistics Industry

Sectors Buffalo-Niagara As a global gateway, exports play an Falls MSA is Erie important role in the regional economy. and Niagara &RXQW\ Buffalo-Niagara Falls MSA Where are we now? RANKING (Top 100 Exporting Export Jobs, 2008 MSA’s in U.S.) Western New York is well-positioned In part driven by our border to develop as a primary international location and status as one of the hub for transportation, logistics and largest foreign trade gateways 47,962 #45 distribution. The region enjoys a in North America, exports play ([SRUWV$QQXDOO\ prime geographic location, robust an important part of the region’s transportation network, a strong base economy. Exports from the Buffalo- of professional knowledge and skilled Niagara Falls MSA total $7.2 billion $7.2 #40 workforce. Strategic investments in this annually (11.6% of our GMP) and billion VHFWRUDUHOLNHO\WRSURGXFHVLJQLÀFDQW DFFRXQWIRUQHDUO\MREV%XLOGLQJ UHWXUQVLQMREVÀUPVDQGLQFRPH on our export base can create further Export Share of GMP, 2008 economic and employment opportunities The region perches on the U.S.-Canada for the region. % border within one day’s drive of three- 11.6 #38 ÀIWKVRIWKH&DQDGLDQDQGWZRÀIWKV of the US population. It is part of an Source: Brookings Institution, 2010 expanding bi-national market of nearly nine million people encompassing banking and other key specializations on coordinated, cross-border planning Toronto, Buffalo and Rochester. We as well as expertise in supply chain for key investments in transportation possess strong links and multi-modal management at area universities. and logistics infrastructure as well as connections for truck, rail, ship and With timely and concerted strategic improved operational relationships air transport and plentiful sites for action, WNY can capitalize on this and effective promotion of WNY as an assembly, storage, processing and important — but time-sensitive — attractive locational option. distribution. The region hosts a cluster opportunity to take a primary position of professionals in customs brokerage, in the global trade, transportation and international trade law, insurance, logistics network. Action is needed now

Where do we want to be and how will we get there?

Leverage our AGENDA International Border 1. Create a bi-national logistics council. Location Create a bi-national logistics council to coordinate planning for key investments; advocate for public policy action on taxation, regulation, and infrastructure; build operational relationships among key stakeholders; and mount a marketing and promotion strategy and program to reinforce the region as a primary hub in the global logistics network. The council could be led by an existing economic GHYHORSPHQWHQWLW\DQGZRXOGHQFRPSDVVUHSUHVHQWDWLYHVIURPÀYH:1

Western New York Regional Economic Development Council | Strategic Plan 35 Enhancement AGENDA of Multi-modal Capabilities 1. Develop key transport and logistics facilities. Develop key transport and logistics facilities to expand regional multi-modal capacity to move, store DQGSURFHVVJRRGV6XFKSURMHFWVZRXOGLQFOXGHPDVWHUSODQQLQJIRUWKHGHYHORSPHQWRI1LDJDUD Falls International Airport and reuse of the Niagara Falls Army Reserve Center. The U.S. Department of Defense will be conveying the former Niagara Falls Army Reserve Center site to the Town of Niag- ara Local Redevelopment Authority for the purpose of economic development. An analysis has been FRQGXFWHGRIWKHDFUHVLWHDQGDFFRPSDQ\LQJEXLOGLQJV7KHVLWHZKLFKLVORFDWHGDGMDFHQWWR Niagara Falls International Airport, contains nearly 150,000 square feet of leasable space including a 65,000 square feet of airplane hangar. A reuse plan has been prepared for the site recommending a mix of light industrial uses for the property with an emphasis on aviation and aerospace activities, LQFOXGLQJDLUFDUJRRSHUDWLRQV5HXVHRIWKHVLWHZLOOFUHDWHQHZMREVDQGSULYDWHLQYHVWPHQW

PROJECT/PROGRAM Niagara Falls International Airport Master Plan The NFIA is a reliever airport in Niagara County, located on a 1,006-acre footprint. It provides JHQHUDODYLDWLRQPLOLWDU\DQGFRPPHUFLDOFKDUWHUÁLJKWVHUYLFH7KH1),$KDVWKUHHDFWLYH runways and 13 supporting taxiways. The 10,825-foot main runway is the fourth longest in New York State. This capacity, in combination with 24-hour-a-day operations, competitive landing fees and no noise curfew, makes the NFIA ideal for international travel by the world’s largest DLUFUDIW7KH1),$RSHUDWHVXQGHUDMRLQWXVHDJUHHPHQWZLWKWKH8QLWHG6WDWHV0LOLWDU\7KH Niagara Falls Air Reserve Station is located on airport property and is home to the Air Force Reserve Command’s 914th Airlift Wing. The 107th Air National Guard, Army Reserve and 0LOLWDU\(QWUDQFH3URFHVVLQJ6WDWLRQDUHDOOVWDWLRQHGWKHUHHQFRPSDVVLQJWKHÀYHEUDQFKHVRI the United States Armed Forces. The NFIA is at a critical point on its path to becoming an economic catalyst. In 2009, the NFTA opened a $31.5 million state-of-the art passenger terminal as part of the $43.9 million NFIA ,PSURYHPHQW3URMHFWLQFOXGLQJPLOOLRQLQDSURQDQGODQGVLGHLPSURYHPHQWV7KHQHZ terminal’s 69,430 square feet design and dual gates triples the size of the old terminal, and FDQVLPXOWDQHRXVO\VHUYLFHGRPHVWLFDQGLQWHUQDWLRQDOÁLJKWV&RQVHTXHQWO\WKH1),$·VDQQXDO SDVVHQJHUFRXQWLQFUHDVHGIURPMXVWWRPRUHWKDQVLQFHSURYLQJWKDW both air carriers and passengers value modern aviation facilities. According to the 2010 New York State Department of Transportation Economic Impacts Report, the NFIA has an annual economic impact of $158 million and an employment impact of 2,000 MREVEDVHGRQGDWD7KHUHSRUWDOVRVWDWHVWKDWRQHDLUOLQHSDVVHQJHULQ8SVWDWH1HZ

2. Invest in regional facilities for light manufacturing and distribution. Invest in regional facilities for light manufacturing and distribution to establish state-of-the-art PDQXIDFWXULQJZDUHKRXVLQJPRWRUIUHLJKWDQGGLVWULEXWLRQIDFLOLWLHVWKDWPD[LPL]HSURGXFWÁRZDQG VWRUDJH6XFKSURMHFWVFRXOGLQFOXGHGHYHORSPHQWRIDSURSRVHG5LSOH\*DWHZD\&HQWHURQDFUHV in Chautauqua County and development of a water-rail-truck facility on 1,000 acres of the former %HWKOHKHP6WHHOVLWHZLWKSRWHQWLDOWRFUHDWHXSWRMREV

3. Convene New York State/Ontario Leaders Summit Convene a summit between New York State Governor Cuomo and Ontario Premier McGuinty with the goal of advancing cross-border trade and tourism to highlight the substantial positive impact that our cross-border commerce has on our economies and to shine a spotlight on the vital services and infrastructure WNY has in support of this commerce.

4. Finalize the Peace Bridge plaza. Create greater physical and operational capacity at a renovated Peace Bridge plaza, at a key international crossing, ideally building on emerging agreements for pre-inspection of commercial carriers on the Canadian plaza, while recognizing the importance of the Olmsted Park and historic 1HLJKERUKRRGWKDWDUHDGMDFHQWWRWKH86&XVWRPV3OD]D(QKDQFHGFRRUGLQDWLRQDPRQJWKHÀYH Niagara river crossings will further facilitate commerce and tourism.

36 Western New York Regional Economic Development Council | Strategic Plan STRATEGY WNY Energy Industry Sectors productivity (downtime, scrap, lost The electric power research, etc). Taking a holistic approach sector is the fastest to energy captures the fully supply chain growing share of the Where are we now? from generation to consumption and energy economy in New York, all points in between supporting the the United States, and most of premise that each component adds to the the world. This growth requires With a primary, overarching goal of value of the whole integrated process. considerable investment and making WNY a global energy hub, The WNY Global Energy Hub will planning by power generating the region can reclaim its status as an utilize the broad spectrum of industry companies and state agencies. international leader by melding its in a living lab format seeking research rich industrial heritage, the birthplace that will explore the impact of grid of electricity, Smart Growth, targeted modernization as a strategic advantage alternatives. Each component within industrial segments and the coordination in enhancing reliability/power quality, the energy supply chain holds promise of research and development to advance HIÀFLHQWO\DWWDFKLQJUHQHZDEOHVRXUFHV for innovation and coupling this with a consortium to capitalize on the to complement other grid connected the strength of a coordinate educational strengths of our regional colleges and generation, as well as, exploring the format, future entrepreneurs will universities. A number of industries in EUHDGWKDQGVFRSHRIGHÀQLQJVPDUWJULG effectively tap into a student workforce WNY have roots to original allocations in practical and replicable terms. As a that is an integral part of creating the of hydropower and are energy intensive, function of Smart Growth, Smart Grid future, here in WNY. other industries rely on reliable and Sustainable Communities in general, transmission (notably those targeted the consortium will also explore the in Advanced Manufacturing and Life effective integration of alternative fuel Sciences) of electricity to enhance vehicles as one of many demand side

Where do we want to be and how will we get there?

Position WNY as a AGENDA Global Energy Hub 1. Create the “WNY Global Energy Hub.” A consortium to advance energy hub strategic advantage in a coordinated way. The consortium ZLOOLGHQWLI\DQGKLUHDZRUOGFODVVGLUHFWRUZKRVHEDFNJURXQGPXVWLQFOXGHVLJQLÀFDQWLQGXVWU\ experience relative to energy generation, distribution and storage (with a Ph.D. in energy sciences or engineering preferred). This consortium will be expected to leverage and expand existing education collaboration between key partners (e.g. UB, Buffalo State, Alfred, Syracuse). &RRUGLQDWHHQHUJ\HGXFDWLRQVPDUWJULGHQHUJ\HIÀFLHQF\ZLWKDIRFXVRQWUDQVPLVVLRQDQG distribution, end use, energy storage and power quality and reliability. Develop an implementation SODQZLWKIRFXVRQFRRUGLQDWLRQRIUHVHDUFKHGXFDWLRQDQGFRPPHUFLDOL]DWLRQHIIRUWV,QÁXHQFH workforce development through regional educational institutes for programs that focus on the energy economy.

Energy Efficient AGENDA Transportation 1. Create a robust market driven strategy for energy efficient Investment and transportation. Support Structure &UHDWHDUREXVWPDUNHWGULYHQVWUDWHJ\IRUHQHUJ\HIÀFLHQWWUDQVSRUWDWLRQDQGKDYHLQIUDVWUXFWXUH in place, region wide, to support alternative fuel models for personal and commercial vehicles. 7KHSURMHFWZRXOGLQFOXGHVWDNHKROGHUHGXFDWLRQZRUNVKRSVDQGVWXGLHVWRFUHDWHDEOXHSULQWIRUD public/private investment to foster pilot programs.

Western New York Regional Economic Development Council | Strategic Plan 37 STRATEGY WNY Health|Life Sciences Industry Sectors Life sciences is a vital, growing sector of the regional economy. Where are we now? /LIH6FLHQFHV,QGXVWU\&RPSRVLWLRQE\RI)LUPVDQGRI(PSOR\HHVLQ

Investments made by the State of New # OF # OF York in the region’s life science industry SUBSECTOR FIRMS EMPLOYEES have begun paying dividends in the Research & Development 67 4,096 form of job growth, increased synergies across multiple domains and sparks of Medical Devices Mfg. 114 3,892 entrepreneurship around cutting-edge Source: Quarterly Pharmaceutical & Medicine Mfg. 82 5,000 Census of Employment medical technology. and Wages, 2009; data TOTAL 263 12,988 also includes Genesee, Orleans and Wyoming Building off counties these strategic Western New York is investments home to a flourishing

are a series of life sciences industry, NIAGARANIAGGARAG A tactics that can encompassing /LIH6FLHQFHÀUPV elevate our life hundreds of companies sciences industry involved in research to the next level. and development, E\VL]HRIÀUP Size of firm, by Included are the manufacturing # of employees projects that of medical devices 0 100 500 1,000 provide support and the production of ERIE for bringing pharmaceuticals and ...and by degree of ideas born in medicines. The industry concentration the region’s has grown over 7% in the laboratories to the past decade, spurring the LOW HIGH global market, development of close to recruitment tools QHZMREVSULPDULO\LQ CHAUTAUQUAHAUTAUQHAUUTAAUQUAQUA CATTARAUGUSCATC TTAARAA AUGUG ALLEGANYALLLEGAL GA aimed at the research and development, type of talented between 2001 and 2008. In professionals who 2009 Western New York’s life are magnets for sciences industry employed Source: Reference USA, 2010 additional talent about 13,000 workers and and investment, LQYROYHGÀUPV and a globally unique research asset that will make the region a global destination for research and the cultivation of new (PSOR\PHQW&KDQJHLQ/LIH6FLHQFHV6HFWRUV medical products. Research & Development From a healthcare delivery perspective, the region proposes an approach Medical Devices Mfg. to planning that can reduce costs, Pharmaceutical & Medicine Mfg. putting the region ahead of the curve in responding to national reforms in 0 100 200 300 400 500 600 healthcare and providing measurable cost savings to the region’s citizens and Source: Quarterly Census of Employment and Wages, 2001 and 2008; employers. data also ncludes Genesee, Orleans and Wyoming counties

38 Western New York Regional Economic Development Council | Strategic Plan Where do we want to be and how will we get there?

Stimulate Business AGENDA Creation and Job Growth in the Life 1. Establish the Center for Innovation in Medicine on the Buffalo Sciences Industry Niagara Medical Campus.

PROJECT/PROGRAM Center for Innovation in Medicine The Jacob’s Institute Center for Innovation in Medicine will be a full-service resource to promote innovation and entrepreneurship including a cutting-edge, state-of-the-art medical device prototyping facility. The facility will occupy 20,800 square feet of a BNMC building also housing PROJECT/PROGRAM the University at Buffalo’s Clinical and Translational Research Center (CTRC) and Kaleida Health’s Global Vascular Institute (GVI). This initiative will leverage an $18.8 million grant from Hauptman Woodward Crystallization Toshiba, $1.5 million donations from local private companies and nearly $30 million from the Laboratory Jacob’s Institute, local foundations and other private donors. 7KLVSURMHFWVHHNVWRFUHDWHMREVDWWKH The Center for Innovation in Medicine will be the only U.S. center for entrepreneurship located Hauptman Woodward Medical Research in the heart of a clinical facility. It will include: a fabrication center, machine shop and clean Institute (HWI) located at 700 Ellicott room to create new devices and techniques and a training center for physicians to test them; Street in Buffalo, New York. Funds will a simulation and robotics center for minimally-invasive vascular surgery; a medical education be used to expand the high throughput FHQWHUIRUVFLHQWLÀFSXEOLVKLQJDQGEURDGFDVWLQJDKHDOWKDQGZHOOQHVVDUHDFROODERUDWLYH crystallization laboratory biotech services VSDFHVDQGDGPLQLVWUDWLYHRIÀFHV,GHDVJHQHUDWHGLQRXUYDVFXODUFHQWHUZLOOEHKDUYHVWHG DWWKLVUHVHDUFKLQVWLWXWLRQ7KHSURMHFW through this resource and will lead to medical device and pharmacology business opportunities proposes updating aging laboratory EHQHÀWLQJ:1<$QWLFLSDWHGUHVXOWVLQFOXGHWKHFUHDWLRQRIQHWQHZMREVDQGZLOOVSDZQ equipment ($100,000 in year 3, 4 and 5) new companies by Year 5. and leveraging the $6 million in Federal R&D funds the institute receives annually by expanding research capabilities and DGGLQJMREVWRVDWLVI\HYHULQFUHDVLQJ demands for crystallization services. 2. Create the Western New York Genomics and Health Consortium Hauptman Woodward Medical Research - PILOT Project. Institute intends to expand its High Throughput Crystallization Laboratory (HTCL) by: PROJECT/PROGRAM - Updating and replacing aging robotic Western New York Genomics and Health Consortium laboratory equipment used to carry out crystallization Leveraging investments made in the New York State Center of Excellence (CoE) in Bioinformatics and the world class supercomputer at the University at Buffalo Center for - Sharpening marketing and business &RPSXWDWLRQDO5HVHDUFK &&5 WKLVSURMHFWSURSRVHVWRHVWDEOLVKWKHLQIUDVWUXFWXUHIRUEXLOGLQJ development to attract targeted DUREXVWDSSURDFKWRSHUVRQDOL]HGPHGLFLQHEDVHGRQGHWDLOHGGHÀQLWLRQDQGVWXG\RIJHQHWLF pharmaceutical companies, biotechnology sequences, the health data associated with this information and a powerful informatics companies, academic institutions and approach to enable analysis and discovery to proceed. This information will be obtained others interested in drug development through the interaction of our citizens with healthcare providers, scientists and technical (one marketing director) experts after obtaining detailed informed consent. Genetic sequences will be stored in a - Adding research and technical support KLJKO\FRQÀGHQWLDOZD\WRJHWKHUZLWKFULWLFDOGHPRJUDSKLFGDWD7KHVHGDWDDQGDVVRFLDWHG needed for crystallization services VHTXHQFHVZLOOEHDYDLODEOHLQDFRPSOHWHO\GHLGHQWLÀHGDQGSRROHGPDQQHUVXFKWKDWFULWLFDO (seven research scientists and two lab GLVFRYHU\DQGFRQÀUPDWRU\UHVHDUFKPD\EHGRQHWRWKDWZLOOKHOSGHOLQHDWHWKHFDXVHVRI technicians) common and unusual diseases. These genomic sequences, ideally available from a large proportion of WNY citizens once the consortium is fully developed, will provide an extraordinarily rich resource for research. 6WXG\RIWKHVHJHQHSURÀOHVZLOOLQIRUPZLWKZKDWGUXJVDQGDWZKDWGRVHVLQGLYLGXDOV should be treated and what approaches are most appropriate in what groups of individuals for disease prevention and disease screening — cancers, diabetes, hypertension, stroke, cardiovascular disease, infections, immune diseases and essentially all other diseases. The individual sequences will be available to each person and their health care provider as information regarding the use of these sequences is developed. This consortium will require the cooperation of essentially all those involved in health care, education, biomedical research and technology development in WNY.

Western New York Regional Economic Development Council | Strategic Plan 39 Attract and Retain AGENDA Top-level Talent 1. Attract “game changing” talent in health and life sciences. in Health & Life Sciences PROJECT/PROGRAM Attract “game changing” talent. Recruiting talent to the region is a critical strategy for economic development. Academic faculty DQGVWDIIIRUPDFULWLFDOPDVVWKDWLVPDJQHWLFIRUDGGLWLRQDOWDOHQWHGLQGLYLGXDOVQHZSURMHFWV DQGH[WHUQDODQGLQWHUQDOLQYHVWPHQW7KHVHNH\SHRSOHGHYHORSUHVHDUFKSURMHFWVFOLQLFDOFDUH activities, intellectual property and educational activities that contribute to development in WNY while providing growth and mentoring opportunities for existing staff. Many of these activities depend on will rather than direct dollars. Recruitment of managerial talent to lead spin-off companies is also an integral strategy for economic development and must also be addressed.

Healthcare delivery costs are increasing at a rate of 8 percent $41,868 annually, stifling workers and employers.

Healthcare Costs for American Families, Projections to 2021 $31,589

$19,393 $28,706 (2011) With escalating healthcare costs, communities that find a way to bend the cost curve will emerge as economic Projections at current rate of cost increase (8%) winners, producing returns that benefit If we can bend the cost curve to 5% increase annually the region and the state. Building off our If we can bend the cost curve to 4% increase annually experience in collaboration and digitization $9,235 of healthcare processes, WNY is working on healthcare planning to stem rising costs

regionally through enhancing community 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 ZHOOQHVVDQGFUHDWLQJHIÀFLHQFLHVLQWKHZD\ZH deliver healthcare services. 6RXUFH0LOOLPDQ0HGLFDO,QGH[GDWDUHÁHFWVQDWLRQDOSURMHFWLRQV

Reducing the Cost AGENDA Burden (Increasing 1. Advance the Western New York Community Health Affordability) of Planning Institute. Healthcare on Employers and Consumers PROJECT/PROGRAM Western New York Community Health Planning Institute Coordinated by the P2 Collaborative of Western New York, Western New York Community Health Planning Institute (WNYCHPI) is a health planning vehicle for community stakeholders to examine our population’s health status, the performance of the health care delivery system and to make recommendations that match health care resources with regional needs. A planning process can yield on-the-ground, up-to-date information about local health needs DQGWUHQGVDQGUHVRXUFHVWRLQIRUP&HUWLÀFDWHRI1HHGGHFLVLRQVDWWKHVWDWHOHYHOWRSURPRWH investment in needed health care resources, and discourage investment in unnecessary or duplicative resources. WNYCHPI will help to strategically facilitate the creation of an environment in Western New York where health care costs are lower, freeing up monies for LQYHVWPHQWLQPRUHMREVDQGSRSXODWLRQKHDOWKDQGTXDOLW\DQGDFFHVVWRFDUHDUHLPSURYHG thereby creating a more attractive and healthy environment for all. Currently, WNYCHPI is building upon a planning capacity already in place through HEAL 9 state funding awarded to the P2 Collaborative of Western New York. Additionally, WNYCHPI will leverage NYS’s investment in the HEALTHeLINK by employing its aggregated data and collaborating to formulate strategies to expand and increase its use in the region.

40 Western New York Regional Economic Development Council | Strategic Plan STRATEGY WNY Higher Education Industry Sectors

Higher education plays a profoundly Where are we now? In short, higher education important role in the WNY economy. as both fundamental economic driver and as Higher education plays a profoundly an important sector of 7RWDO6WXGHQWV Degree Granting important role in the WNY economy. It economic activity, occupies Institutions is a crucial supplier of the regional labor a keystone position in the force, an important driver of innovation WNY economy. Growth 105,000 21 through research and a major sector of in the region in general (PSOR\HHV $QQXDO,PSDFW activity with an estimated $3.2 billion in depends on the success of annual economic impact (2006). our colleges and universities billion With 105,000 students and 14,000 in producing well-educated 19,500 $3.2 and appropriately-trained employees at 21 different institutions, Source: UB Regional Institute, Better by Degrees: The Impact of Higher Education higher education is one of the largest workers for the 21st century in Western New York, 2008, prepared for the Western New York Consortium of Higher Education. areas of economic activity in the region economy. Growth in WNY — and one of the most stable. Our target sectors like advanced colleges and universities are here to stay manufacturing, logistics, Kindergarten through college. agriculture and tourism also depends and won’t be moving to the Sunbelt or Meanwhile, the connections between not only on the educated people they Asia. research institutions and the community produce but on the new knowledge they An overwhelming majority of WNY’s — especially businesses – are not as generate through faculty research. doctors, dentists, lawyers, pharmacists, strong as they could or should be. The architects, managers and other Unfortunately, employers increasingly plan includes initiatives for improving professionals graduated from colleges report that even college graduates don’t awareness of and access to the knowledge and universities here in the region. DOZD\VSRVVHVVWKHVSHFLÀFMREVNLOOV resources of higher education. It also or general work and life skills needed RIIHUVDSSURDFKHVWRLQFUHDVLQJWKHÁRZ And, increasingly, innovation in health to succeed in the workplace. Many of research dollars to faculty working and life sciences, advanced materials, others never make it to — or through on issues relevant to the development of precision instruments and other high — college. Thus, the strategies included the regional economy in life and health WHFKQRORJ\ÀHOGVLVGULYHQE\UHVHDUFK in this plan focus on improving the sciences, advanced manufacturing, produced at the region’s institutions of educational “pipeline” from pre- logistics and other regional target sectors. higher learning.

Despite the region’s strength in Only a quarter of people in the region have a college degree. higher education, only a quarter of adults (age 25+) possess a Percent of Adults with at Least a Percent of Adults with a bachelor’s degree or better. Bachelor’s Degree Graduate Degree, 2009 WNY lags behind both state and nation in this measure. This presents a challenge AT LEAST A BACHELOR’S DEGREE GRADUATE DEGREE WRÀHOGLQJDQHGXFDWHGZRUNIRUFH6R do high dropout rates in our urban 28% 10% secondary schools. Investing in the 25% 11% education “pipeline,” the continuum that extends from pre-Kindergarten 32% 14% through post-secondary education will be critical to building a sustainable regional Source: American Community Survey 2005-2009; adults include population age 25+ economy equipped to meet the demands of global competition.

Western New York Regional Economic Development Council | Strategic Plan 41 Where do we want to be and how will we get there?

Bring Knowledge to AGENDA the Community 1. Make higher education resources more available to the community. Create a regional protocol to improve access to the expertise, facilities, research and resources of colleges and universities in support of WNY economic development for both retention and growth of existing enterprises and to create the “ecosystem” to support ongoing commercial activity. a) Develop an “Economic Development Portal” for the exchange of needs and interests between industry and higher education to support regional economic development initiatives. Connect with the statewide website database — Knowledge NY — currently under development by the Commission on Independent Colleges and Universities (cIcu). E $VVHVVWKHH[LVWLQJVXSSRUWDQGQHHGHGVXSSRUWIRUQHZÀUPVWDUWXSVFRPPHUFLDOL]DWLRQ business planning, workforce preparation, facilities, etc. in Western New York to best deploy FXUUHQWKLJKHUHGXFDWLRQUHVRXUFHVDQGGHYHORSWKHFDSDFLW\WRÀOOJDSVLQQHHGHGVXSSRUW

2. Expand research funding. Collaborate on opportunities to increase the amount of external funding for research, innovation and entrepreneurial initiatives to strengthen and respond to the regional economic priority areas such as clinical and translational research to improve health outcomes; entrepreneur ecosystem; and SURMHFWVFHQWHUHGRQWKHDUWVDVDMREVJHQHUDWRU

Better Align AGENDA Education with the Demands of the 1. Strengthen the “P-16” educational “pipeline.” An effective “P-16” continuum (Pre-Kindergarten through college graduation) is important for Labor Market developing the human capital of the region. Higher education representatives seek to improve this continuum by collaborating with their counterparts in the P-12 system, holding regular forums to help align core requirements and curricula, while also enlisting teaching tools and methods that will improve student progress. The goal is to reduce the number of students requiring remedial programs at the college level thereby improving graduation rates while also reducing length of time to graduation. This will create a more seamless educational pipeline.

2. Align programs and support with industry needs. Regionalize supportive services for students and parents to increase their knowledge of career JURZWKDUHDVÀQDQFLDOUHVRXUFHVDQGLQWHUQVKLSRSSRUWXQLWLHV7KLVZLOOEHGRQHLQSDUWWKURXJKD database and more information on the following topics: a) Job growth areas and future regional hiring needs so students and parents, P-12 and higher education organizations can make informed decisions, b) Student internships that could improve higher education’s relationship with industry, boost student retention and result in more hiring of students upon graduation. c) College expenses and scholarship opportunities Additionally, higher education institutions will collaborate regionally in advocating for continued state and federal public policies relating to tuition assistance programs, including PELL and TAP.

42 Western New York Regional Economic Development Council | Strategic Plan STRATEGY WNY Professional Services Industry Sectors The professional and business services sector employs more than 75,000 people. Regional employers Where are we now? surveyed were satisfied with the available supply To create a forum of qualified labor due to a large number of two- for strategically and four-year colleges and the restructuring of addressing common Western New York’s rapidly growing regional manufacturing employers. interests across the professional sector includes the diverse sector, industry LQGXVWULHVRIÀQDQFLDOVHUYLFHVEXVLQHVV leaders will form a support services and IT operations Professional Services LQGXVWU\LVÀHUFHWKHUHJLRQKDV such as data centers. The sector is Council. In addition to serving as a VLJQLÀFDQWFRPSHWLWLYHDGYDQWDJHVWKDW distinguished by several success stories forum for regular communication, the FDQEHOHYHUDJHGWRDWWUDFWEDFNRIÀFH including the presence of several council will pursue priority actions operations from higher-cost metros ÀQDQFLDOLQVWLWXWLRQKHDGTXDUWHUVDQG such as identifying gaps in market across the U.S. and Canada. administrative operations across the intelligence, pursuing new research, region, as well as the recent location of sharing best practices and coordinating a Yahoo! data center here. The region outreach and advocacy. has developed a distinct industry cluster that has the potential to build cohesion Another opportunity for the industry within and among industries to create relates to new market opportunities. jobs and spur investment. While global competition in the

Where do we want to be and how will we get there?

Leveraging AGENDA Existing Assets and Fostering Synergies 1. Form a WNY Professional Services Council. )URPÀQDQFLDOVHUYLFHVWR,7RSHUDWLRQVDGLYHUVHDUUD\RIVHFWRUVPDNHXSWKHSURIHVVLRQDOVHUYLFHV between Industries industry in Buffalo Niagara. These sectors have common needs in terms of labor, education and and Education training and infrastructure support. At this point, however, the region lacks a forum for industry leaders from these diverse sectors to convene and collaborate in a regular, coordinated fashion. Industry leaders from across the professional services believe a formal council for the industry could create opportunities to share best practices, determine common workforce development needs, identify and support new business development efforts, streamline investments and coordinate research, advocacy and related outreach efforts. Ultimately, this council will help the industry create MREVDQGVSXULQYHVWPHQW7KH3URIHVVLRQDO6HUYLFHV&RXQFLOZRXOGEHIRUPHGDVSDUWRIWKH%XIIDOR Niagara Partnership’s current roster of sector-based councils.

Western New York Regional Economic Development Council | Strategic Plan 43 STRATEGY WNY Tourism Industry

Sectors Tourism spending exceeds $2.2 billion annually.

Economic Impact of Visitor Spending in 2009

Where are we now? ERIE Visitors to WNY region $1.3b Western New York is a unique place generate over $2.2 Billion with offerings for visitors like nowhere per year, spending dollars NIAGARA $450.3m else in the world. But currently, quality at our hotels, parks, tourism products are underdeveloped, cultural and entertainment CHAUTAUQUA $227.7m and as a result, WNY largely remains a attractions, retail outlets hidden gem in an industry sector that is and more. The natural wonder CATTARAUGUS $175.9m ripe for growth. that is Niagara Falls may be our Strategies for increasing visitation to anchor attraction, but the region ALLEGANY $51.3m Western New York, therefore, must is rich with assets that draw VWDUWZLWKWKHUHDOL]DWLRQWKDWRXUÀYH visitors from around the globe. Source: Tourism Economics, 2009 county region has offerings that are Capitalizing on these assets is an competitive in a global market. Few important part of a prosperous regions can boast the arts, culture, economic future for WNY. history, architecture, natural resources 11.9 million and world wonders like Niagara Falls Total attendance at that are unique to this part of New York to an international the region’s 24 parks State. tourism destination Strategies to move tourism forward requires maximum $50 average spending require collaboration and coordination use of existing assets. per day by visitors on a new scale, with inter-county A key component of support structures to promote a successful tourism culture of hospitality and tourism. development is Shared research, technology and ease of access Tourism spending in NYS has significantly communications outlets will all be to international lagged behind other states, despite the strong required to advance this agenda. markets. Niagara array of tourism assets. Falls International The sector’s focus on increasing Airport needs to visitorship and extending length of 6WDWH7RXULVP2IÀFH Select Metro Area develop an aggressive stay also requires dedicated resource Budget, 2009-10 Tourism Budget, 2008 route development commitment to quality tourism product. campaign geared Western New York has outstanding (in millions) to establishing the world-class attractions, but lacks NY $8 million airport as a ‘long a consistency in quality of visitor BUFFALO NIAGARA $3.25 haul’ gateway to H[SHULHQFH:D\ÀQGLQJHQKDQFHG upstate New York. MO gateways and capital investment in LEXINGTON, KY $4.9 It will serve as a $16.7 million our regional assets are all fundamental complimentary to enhancing the quality of visitor CINCINNATI, OH development to $6.7 experience to encourage longer stays, Buffalo Airport MI $18.7 million cultivate repeat customers and improve servicing the demand MILWAUKEE, WI $7.1 our image in the global tourism market. for ‘short haul’ The strategic objective to transform operations. IL $48.9 million PITTSBURGH, PA $11.1 Niagara Falls from a visitor attraction

Source: U.S. Travel Association.

44 Western New York Regional Economic Development Council | Strategic Plan Where do we want to be and how will we get there?

Facilitate Growth AGENDA of Quality Tourism 1. Improve visitor “gateway” experience/physical sense of entry to Product the Nation/State/Region. Improve visitor “gateway” experience by developing physical (hardscape/landscape, signage) standards for various types of entry gateways to the state/region (NYS Thruway, Interstates, International Bridges, airports) and add centralized 800 number and website to “welcome” signage. PROJECT/PROGRAM 3URMHFWVVXFKDVWKH5LSOH\*DWHZD\LQ&KDXWDXTXD&RXQW\ZRXOGZHOFRPHYLVLWRUVDWWKH1HZ

How will we measure success?

WNY Industry Sectors Performance Measure Benchmark Source

Visitors To be determined Facilitate growth of quality tourism product U.S. Travel Association Visitor spending $2.2 billion

Western New York Regional Economic Development Council | Strategic Plan 45 TOOL Promote the Region’s Assets

Attract and retain visitors, residents, skilled labor, business leaders and corporations by coordinating among marketing entities to better leverage and increase existing resources for enhanced marketing to recruit businesses in our strategic industries, visitors and talent to support growth in target industries.

Branding a region — much like a Building on existing efforts, this initi- product – is an increasingly important tive would include a comprehensive element in regional planning. That is coordinated regional marketing /public why Western New York leaders strongly relations strategy around industry clus- believe that a coordinated marketing ters including advanced manufacturing, strategy that attracts, engages and agriculture, energy, higher education, retains companies and talent is integral life and health sciences, professional to a vibrant region and economic services, tourism and logistics. This is development success. the opportunity to develop a compelling Rich in key resources such as distinct narrative to differentiate WNY from its and complementary economic sectors, competitors. incomparable art and architectural treasures, natural and cultural assets and a distinctive image and identity, Western Actions would include: New York leaders can strategically brand and market the region to internal - Develop a centralized process and tool to share and direct and external audiences. information for use by all WNY destination marketing organizations. A region-wide campaign must celebrate our entrepreneurial heritage and - Cross-promote and collaborate through a digital marketing draw on our rich history as a center of strategy to increase both tourism and business marketing manufacturing; market our regional attraction. assets, like higher education institutions, - Develop appropriate messages for different sectors, affordable but highly skilled workforce acknowledging the unique audiences and needs for each and relatively inexpensive land; and industry. highlight the uniqueness of our local 8QGHUVWDQGWKHOD\HULQJRIEUDQGUHÁHFWDXWKHQWLFLW\RIWKH food movement while distinguishing region. Western New York as a global region with vast energy resources situated on - Conduct a brand assessment to determine attitudes and an international border. knowledge about WNY as a destination and business community. In the end, people drawn from the SXEOLFSULYDWHDFDGHPLFDQGQRQSURÀW - Target international markets in implementation, particularly sectors are committed to a marketing the Canadian market, as well as regional communities to help strategy that results in a bright future GHÀQHWRXULVPDVDQLQGXVWU\ORFDOO\ for all Western New York residents and businesses.

46 Western New York Regional Economic Development Council | Strategic Plan TOOL Reforms to Allow Businesses to Thrive

Create a 21st century environment that allows businesses to compete and thrive by promulgating and implementing tax and regulatory reform, re-engineering state agencies and processes, and reducing cost burdens.

Stakeholders in the Council working number of agencies involved in the with an allocation (5 MW) of clean groups and members of the general process. power to be allocated to companies in public alike were loud and clear about NYS Department of Environmental the region making green products in the need for easing the regulatory Conservation. Adopt the Federal EPA accordance with smart growth policy burdens on businesses and making regulations for agricultural materials, and existing infrastructure. NYS agencies more responsive to the such as pesticides. NYS lags all other •Proceeds estimated to be at least $8.5 constituents they serve. states, including California, by months million from NYPA’s out-of-area sales %XWZKDWVHHPHGDWÀUVWOLNHD to years for approval of safer materials. of unallocated and unused Replacement unanimous plea for help turned out to Local building ordinances in and Expansion Power which, by law, be more complicated. There are all kinds agricultural districts must be must be used in WNY, has not been of rules and regulatory processes with superseded by state codes for farms. used for economic development in the a wide variety of impacts on economic As sprawl continues to eat away at region. NYPA should comply with the activity. IDUPODQGIDUPVÀQGWKHPVHOYHVDWRGGV intent of the 2010 law, as to be amended, Some regulations affect almost with town boards more frequently. and release the proceeds collected (and every kind of business while others Process delays cost time and money. to be collected) from temporary out-of- area sales of power, such proceeds to be impact particular industries, often Health/Life Sciences with unintended effects. Sometimes used to support economic development federal, state, and local regulations are Roswell Park Cancer Institute. State- projects in the region. duplicative or even contradictory. negotiated and mandated labor costs Higher Education & Job now consume 90 percent of diminishing Other times, regulations seem to Readiness State aid to Roswell Park. It is urgent be misaligned with certain public that these labor obligations and legacy University accreditation. Institutions policy goals. In still other cases, costs be reengineered to provide of higher education and units within regulatory processes are necessary but resources for improved patient care and them are typically accredited by national unnecessarily slow or time consuming research to sustain this internationally specialized and regional accrediting for the regulated. Sometimes regulatory recognized Cancer Center. bodies. New York State accreditation issues are peculiar to a particular state- requirements are duplicative of these FUHDWHGHQWLW\ZLWKVSHFLDOVLJQLÀFDQFH Energy reviews and eliminating them is a for the regional economy. New York Power Authority VLJQLÀFDQWSRWHQWLDOFRVWVDYLQJVIRU In any case, most of these issues must colleges and universities and NYSED. •Allocations of low-cost Niagara be resolved at the State level and will hydropower are a critical factor for many Education program approval. Changing be carried by the Co-chair’s to the of the region’s largest employers and are demands for high-level training and State-wide Chairman’s Committee for a key factor in the future development technology require that educational discussion. This is Western New York’s and growth of the Western New York institutions move quickly to meet new agenda for reform. economy. The WNY Advisory Group needs. State Education Department to NYPA has served in an advisory approvals may be necessary but Reforms to support growth of capacity to NYPA regarding the turnaround time is too long to keep our WNY’s Strategic Industries allocation of Replacement and Expansion schools truly competitive. Power in the region. The role of the Advanced Manufacturing Agriculture WNY Advisory Group should be revised Intellectual property. University claims Create and participate in a state-wide and updated in the MOU with NYPA to on intellectual property produced by committee. Review existing agricultural SURYLGHDPRUHVLJQLÀFDQWWUDQVSDUHQW faculty often inhibit the translation regulations to evaluate whether they role in the review and allocation of this of new knowledge into job-creating are relevant and necessary. Make energy resource to ensure allocations are products and processes. Consider a UHJXODWLRQVDFWLYLW\VSHFLÀFLQVWHDGRI consistent with the region’s priorities. fee-for-research model to better leverage GHSDUWPHQWVSHFLÀFWRUHGXFHFRVWDQG •In addition to the current Replacement university R&D capacity. burden on agricultural businesses with and Expansion power programs, the end result of streamlining licensing/ NYPA should incentivize WNY green Broaden criteria for State business permitting processes and reducing the manufacturing and green energy parks

Western New York Regional Economic Development Council | Strategic Plan 47 incentives. To improve access to capital, out — to entrepreneurs more quickly and more. the State should revise its incentive and in greater supply. Support for asbestos remediation. structure to put more equal weight on Technology tax credits. 7KH4XDOLÀHG Buildings with asbestos constitute vertical job creation and retention that provide Emerging Technology Company (QETC) EURZQÀHOGV7KHEURZQÀHOGFOHDQXS a return on investment as well as Tax Credits are set to expire. Extend bill should include a provision to cover emphasis on supporting university- the program to help small, high-tech asbestos remediation for structures in industry collaboration. companies leverage the tax credits distressed census tracts and capped at the Bi-National Trade/Logistics WRLQFUHDVHHPSOR\PHQWTXDOLÀHG cost of the remediation. LQYHVWPHQWVDQGTXDOLÀHGUHVHDUFK Ballast water. Discharge of ballast ([SDQG7,)ÀQDQFLQJ Tax increment expenses. water by ships in the Great Lakes — ÀQDQFLQJLVEDVHGRQRQO\WKHPXQLFLSDO an important link in the multi-modal State Small Business Innovation portion of tax revenue. But school taxes system — is regulated to protect Research. Support continuation of the constitute 60 percent of local tax income. ecosystems from invasive species. But SBIR Program to encourage high-tech Senate bill 2446 would allow TIFs to ships in New York waters are governed ÀUPVWRUHORFDWHWR1HZ

48 Western New York Regional Economic Development Council | Strategic Plan Regional Implementation Agenda How do we get there?

Prepare Our Workforce

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Urban St. John Fruit Needed: additional Finalize formal Lease agreement with )LQDOL]HÀQDQFLQJ Belt Community capital to be raised via Erie Community College construction planning and Automotive Development new market tax credit Finalize construction Financing land acquisition Center of Corporation ÀQDQFLQJEDQNÀQDQFLQJ )LQDOL]H:RUNIRUFH'HYHORSPHQWSURMHFW 2013- Begin Construction and other charitable and resources ÀQDOL]HFRQVWUXFWLRQ Excellence foundation support. Transfer Real Estate to CDC and equipment purchase In-Hand: private bank Building Construction and procure FFE fall of 2014- initial ÀQDQFLQJDQG6WDWH Market Program and recruit students enrollment process support Partnership with 2015- Classes begin Erie Community College, City of Buffalo, General Motors Corp., Niagara Frontier Automobile Dealers Association

Dream It Do It Dream It, Do It Regional Manufacturers Implement comprehensive On-going; the program was Western New York Councils & Associations communication strategy; implement started in Chautauqua (DIDI WNY) Initiative (Lead Org.),Chambers LGHQWLÀHG',',:1

Buffalo Arts & Private sector, Buffalo Approximately $3.5 million Unemployed and high school students Oct. 11 – Process begun to Public Schools from private sector and in need of mentorship and motivation secure local funding Technology Superintendent and local foundations with to remain in high school. Oct. 11 – Plan in place Center District, foundations, additional support sought Adults: Workforce development leading Jan. 2013 – Scheduled community based through local campaign WRHPSOR\PHQWLQKHDOWKUHODWHGÀHOGV to open organizations Approximately 80 adults enrolled . annually. Youth: After school/summer arts studios engaging 160 at-risk youth annually. Center will employ approximately 10 FT and 3 PT staff by year three.

Say Yes Buffalo Cross-sectoral Requested State Support: Years 1-5: Decrease in 9th grade Begin implementation First Collaborative $5,000,000 (total over dropout rates, align k-12 with local Quarter 2012. Ongoing Governance Model 5 years) Leveraged With: career pathways, increase test scores, through 2032. to include: Business, $22 million in committed increase high school graduation rates, City of Buffalo, Erie private support from the increase post secondary enrollment. County, Buffalo School region. retention and completion. District, Teachers 8QLRQ1RQSURÀWV Parents. Community Foundation will administer scholarship. WNY Higher Ed. Consortium will house Say Yes Buffalo program.

Western New York Regional Economic Development Council | Strategic Plan 49 Implement Smart Growth

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Small Business Buffalo Neighborhood Requested State Outreach to small businesses located Begin implementation First Stabilization Support: $800,000; in CBDs, commercial retail districts and Quarter 2012. Ongoing Green Retrofit Company, Inc. To be leveraged with village main streets to assess energy through 2013 Initiative approximately $4 million HIÀFLHQF\FDSLWDOQHHGVDSSURYDORI in private investment by LQFHQWLYHJUDQWVIRUSUHUHWURÀWUHSDLUV small businesses and IRUVPDOOEXVLQHVVHVDQGQRQSURÀWV QRQSURÀWRUJDQL]DWLRQV receiving comprehensive energy enrolled in NYSERDA's HIÀFLHQF\LPSURYHPHQWVWKURXJK*UHHQ new Green Jobs/Green NY Jobs/Green NY; completion of pre- program UHWURÀWUHSDLUVDQGHQHUJ\HIÀFLHQF\ improvements, including insulation and furnace replacement, for 60 approved VPDOOEXVLQHVVHVDQGQRQSURÀWV

Buffalo Central City of Buffalo City of Buffalo - Improved connection between $2,500,000 of requested $3,270,000 CBD and Buffalo Niagara Medical SURMHFWIXQGVEHWRXVHG Business District Campus; enhanced Genesee Gateway in the spring of 2012 and State - $1,920,000 LPSURYHPHQWVSURYLGLQJEHWWHUÀUVW spring 2013 towards: Federal - $12,160,000 impression of downtown; retain Cars on Main Street – 600 DQGFUHDWHPRUHMREVDWWUDFWPRUH CFA Request - $8,000,000 Block EXVLQHVVHVZLWKLQSURMHFWDUHDEHWWHU &LW\VWDIÀQJFRPPLWPHQW automobile circulation; improved Pearl Street Conversion IRUSURMHFWLPSOHPHQWDWLRQ pedestrian and cycling amenities; and Chippewa improved streetscape; improve image Improvements of downtown Genesee Gateway BNMC Phase I BNMC Phase II Elmwood Chippewa $5,500,000 of requested SURMHFWIXQGVWREHXVHG in 2013 – 2014 for new VWUHHWVFDSHSURMHFW slated for design and construction on Main Street North of Goodell.

Olean Central City of Olean & City of Requested State Support: Eliminate the environmental risks Environmental abatement: Olean Urban Renewal $1,200,000; Leveraged associated with the anchor building; Begin 11/2011 – Finish Business District Agency with: Applicant has provide the developer with a building 8/2012; Window & $300,000 committed shell suitable for redevelopment; Roof Replacement: and the developer has design of North Union Street to include Begin 3/2012 – Finish $6,000,000 committed. Smart Growth initiatives; installation 9/2012; Renovation/ of streetscape improvements; Reconstruction: Begin redevelopment of 101 N. Union, 107 6/2012 – Finish 4/2013; N. Union, 110 West State & 116 West Design of N. Union: State for retail and commercial tenants. Begin 11/2011 – Finish 10/2012; Reconstruction of N. Union: Begin 5/2013 – Finish 10/2013

Olean East City of Olean Requested State Support: Design of reconstruction; Bidding Final Design Completed: $1,000,000; Leveraged & Award; Full depth reconstruction 1/2012; Construction: State Street with: Applicant to fund to include installation of new storm Begin 5/2012 - Finish Reconstruction $2,352,400 (Bond & Fund sewers, curb and gutter, waterline, 10/2012 Balance) sanitary sewer line, road base, and blacktop.

50 Western New York Regional Economic Development Council | Strategic Plan Foster a Culture of Entrepreneurship

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Jump Start WNY -XPS6WDUW1<3URMHFW 7RWDO\USURMHFWFRVW 1HZKLJKJURZWKFRPSDQLHVQHZMREV Business Plan completed (incorporated as = $3.5M with $1M regional investment, and established Nov ‘11; fundraising LaunchNY) requested from NYS entrepreneurship program post- completed Q1 ‘12; leveraging $2.1M of funding: operational Q2 ‘12 private sector grants, ---Yrs 1-3: 15-20 new companies including Oishei employing 150-300, plus net Foundation, National Grid, $30M-$50M in non-state investment in JumpStart Inc. and others WKHQHZÀUPV and $400K University support ---Post-funding program: 2 of the original start-ups yield 350 additional MREVSOXVHDFK\HDURIRSHUDWLRQRIWKH program yields 5-10 additional new companies employing 10-15 people per company in 1-3 years and 350 more MREVLQ\HDUVSOXVRULJLQDOSRUWIROLR yields >$400M in long term regional investment. These forecasts are based on the experience of similar efforts in Cleveland and Pittsburgh combined with Western New York data

Industry Sector: Advanced Manufacturing

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

High- Alfred University Requested state support: Year 1-2: Facility renovation, equipment Begin construction $6.5 million; SUNY acquisition, development of marketing process, equipment Temperature Construction Fund plan and materials to highlight new VHOHFWLRQÀUVWTXDUWHU Materials commitment for New York capabilities. Year 1 and forward: 2012. Completion State College of Ceramics Outreach with companies; Year 3 and scheduled February 2014. Characterization at Alfred University forward: Engage more NYS materials- Laboratory facility: $9 million; Alfred based companies in collaborative University contribution: DQDO\WLFDODQGUHVHDUFKSURMHFWV $675,500, includes ÀYHRUPRUHSHU\HDUGHYHORSMRLQW faculty and staff time for applications for federally funded planning, marketing and UHVHDUFKSURMHFWVHJ6%,5ZLWKIRXU working with companies or more NYS companies per year. to develop research proposals

Industry Sector: Bi-national Logistics

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Niagara Falls Niagara Frontier $1.4 million with a Acquisition of funding, completion 3URMHFWFRPSOHWHGE\ Transportation contribution of $100,000 of RFP, Hiring of Consultants, Data 12/2013 International Authority (NFTA) from the Niagara Falls acquisition, forecasting, public Airport Master Bridge Commission and participation, strategic plan and Plan $210,900 from NFTA implementation

Western New York Regional Economic Development Council | Strategic Plan 51 Industry Sector: Health|Life Sciences

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Center for Jacobs Institute 7RWDO3URMHFW&RVW

Western New RPCI and UB Medical RESOURCES Years 1 & 2

Western New P2 Collaborative of 7RWDO3URMHFW&RVW Year 1: Hire 6-7 staff; engage Begin implementation First Western New York, $9,000,000: $1,800,000 membership and work groups; Quarter 2012. Ongoing York Community Western New York annually develop performance monitoring and through 2032. Health Planning Community Health Match provided by dashboards; evaluate proposals for Institute Planning Institute, foundations, community, realignment of healthcare system; Upstate New York GRQRUVSURMHFWUHYLHZ deliver at least 2 recommendations to Health Planning fees, service contracts, community. Coalition, Center for and federal grants. Match Year 2: Develop scorecard to Health and Social by year: propose to other regions in state; Research at Buffalo continue reviewing proposals and State College Year 1-$600,00; Year 2-$800,000; Year 3-$1 recommendations; identify future million; Year 4-$1.2 training needs and recommend million; Year 5-$1.5 VWUDWHJLFMREFUHDWLRQHVWDEOLVKZHEVLWH million. Years 3-5: Develop strategy for slowing Request to REDC growth of health care costs; continue Economic Development reviewing proposals and providing Purposes Grants by year: recommendations; provide scorecards to key NYS policy makers; obtain two Year 1- $1.2 million; Year grants per year to fund recommended 2- $1 million; strategies Year 3- $800,000; Year 4- $600,000; Year 5- $300,000

52 Western New York Regional Economic Development Council | Strategic Plan Hauptman Hauptman Woodward $25,000 for expansion Year 1: Establish expansion team; 5 Year Medical Research team salary year, 1, 2 Evaluate current lab fee structure and Woodward Institute and 3 redesign; Develop operational plan and budget; Establish reporting structure Crystallization $6,000 year 3, 4 and 5 for Marketing Director; Establish and to acquire computers for Laboratory ÀOO0DUNHWLQJ'LUHFWRUSRVLWLRQ3RVW new staff DQGÀOOQHZODEWHFKQLFLDQSRVLWLRQ $100,000 in year 3, 4 and Evaluate and plan for laboratory 5 to purchase updated lab service expansion; Conduct S.W.O.T. equipment analysis; Develop strategic marketing plan; Analyze discounts and referral $10,000 to establish and incentive; Research and acquire ÀOO0DUNHWLQJ'LUHFWRU target market database; Research position key networking events; Update $70,000 each, year 3, website; Create collateral material DQGWRSRVWDQGÀOO highlighting expansion of services; research scientists as ,GHQWLI\NH\LQÁXHQFHUV HJVFLHQWLÀF needed advisors in pharma industry); Cultivate relationships with key $5,000 to research and LQÁXHQFHUV,PSOHPHQWFRPSUHKHQVLYH acquire target market communications strategy; Evaluate database extension of services

Industry Sector: Tourism

PROJECT/ WHO RESOURCES MILESTONES SCHEDULE PROGRAM (Lead (Needed & In-hand) Organization)

Hospitality and Niagara County Federal: $600,000, Enroll 800 to 1,000 students in the Demolition and abatement Community College, New York State Culinary Arts, Hospitality and Tourism of Rainbow Centre began Tourism Center USA Niagara $13,800,000, Niagara SURJUDPV2SHUDWHIXOOVHUYLFHÀQH in August, 2011. Phase Development County: $1,500,000, dining restaurant, pastry production two Construction begins in Corporation, City City of Niagara Falls: kitchen, Pastry Shoppe, Deli, Barnes & December 2011. Facility Niagara Falls NY, $10,300,000, Private Noble Bookstore, Wine Boutique, Small completed August 2012. Niagara County Foundations: $715,000, Business Development Incubator, Public opening and classes Sponsorships: Tourist Kitchen Center, Culinary begin September 2012. $1,500,000. Total: Theatre. $28,500,000

Niagara Niagara Experience $8 million required for 6 months: procure architectural/ Phase I : acquisition, Center, Inc. (501 (c) Phase I engineering and legal services; 1 design, and site Experience (3)) with support Currently have $3 million year: acquire site; 1.5 years: complete preparation 2011-2014 Center from City of Niagara in hand. SUHOLPLQDU\ÀQDOGHVLJQDQGÀQDQFLQJ Falls and USA package; 2 years raze/clear and prep Niagara Development site for development Corporation

Western New York Regional Economic Development Council | Strategic Plan 53 Closing Words The Work Continues

Any plan is only as good as the effort and discipline that goes into its implementation.

The good news is we have a regional economic development strategy with clear direction for taking action, a method for measuring our progress, and a mechanism for making adjustments as we go. Even more importantly, we also have a cadre of FLWL]HQVFRPPLWWHGWRIXOÀOOPHQWRIWKHSODQ

A strategy for

in Western New York

The members of the Western New York Regional Economic Development Council will continue to lead the next steps in the planning process, monitoring its implementation, measuring progress, and updating the plan as needed. The working groups that developed the details of the plan in eleven subject-matter areas will continue to meet. Among their key responsibilities will be to monitor the LPSOHPHQWDWLRQRIVSHFLÀFSURMHFWVZLWKLQWKHSXUYLHZRIWKHLUJURXSRQDUHJXODU basis, working to ensure that each project delivers the intended results and problem- solving when they do not. Council, work groups, and staff will work to update the plan on a continuing basis, starting next year. As projects are implemented and begin to make an impact, priorities will evolve. As State policies and programs for supporting economic development change, new opportunities will open up. In this way, “A Strategy for Prosperity” is a truly living document, especially as the citizens of Western New York breathe life into it.

54 Western New York Regional Economic Development Council | Strategic Plan Appendix

Appendix A: Work Groups S.W.O.T.

Appendix B: Public Participation

Western New York Regional Economic Development Council | Strategic Plan 55 Appendix A: Work Groups S.W.O.T. Work Groups S.W.O.T.

Drilling down on critical issues In assessing where we stand today, a series Focus Areas of 11 Work Groups of critical themes emerged that shape our economy today and for the future. To drill ADVANCED HIGHER EDUCATION down further on these themes, 11 distinct MANUFACTURING work groups were assembled drawing on a wide range of public and private stakeholders AGRICULTURE JOB READINESS from across our 5 county region. BI-NATIONAL An initial charge of each group was to LOCATION/ PROFESSIONAL perform a SWOT (Strengths, Weaknesses, LOGISTICS SERVICES Opportunities and Threats) analysis that delineated the assets or challenges to their ENERGY SMART GROWTH VSHFLÀFIRFXVDUHD(DFKLQGXVWU\RUUHJLRQDO strategic strength has its own unique issues, ENTREPRENEURSHIP/ TOURISM/ BUSINESS MARKETING yet across the groups, several common threads DEVELOPMENT repeatedly emerged in the characterization of the WNY economy. HEALTH|LIFE SCIENCES

ADVANCED MANUFACTURING S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES WHY IT’S CRITICAL $GYDQFHGPDQXIDFWXULQJLVHVVHQWLDOWRWKHVWDWH·VHFRQRPLFUHFRYHU\DVLW Productive workforce Rust Belt image/ negative perception will contribute to a region which is export-oriented, innovation-fueled and Manufacturing RSSRUWXQLW\ULFK7KHVHFWRULVGHÀQHGE\DGYDQFHGSURGXFWVWHFKQRORJLFDOO\ history Consolidate duplicative programs VRSKLVWLFDWHGPDQXIDFWXULQJSURFHVVHVDQGE\UHOLDQFHRQKLJKO\WUDLQHG Connection to ZRUNHUVLQQRYDWLRQLQGHVLJQDQGSURGXFWLRQDQGWKHQHHGIRUSUR[LPLW\ trades/skills Not capitalizing on university research between research, design and labor. Low cost power Inability to bring in (IÀFLHQW outside talent Two pillars of advanced manufacturing in the manufacturing process. Critical transportation are a skilled labor force and educational issues for the future begin with the tax corridor Lack of funding opportunities / complex that contributes knowledge structure and the overall tax burden attracting outside to manufacturing processes through as well as a regulatory environment OPPORTUNITIES capital technology and renewal of the labor seen as unnecessarily onerous. The Shrinking vendor base force. There remains a connection to reduction in “critical mass” in the regional Incentivize innovation Regulatory constraints “almost forgotten trades and skills” that manufacturing economy in which the Supply chain to green can contribute to the ongoing process ORVVRIÀUPVYHQGRUVHQWUHSUHQHXULDO technologies of improvement and innovation in leadership, and people weakens the Campaign to get THREATS advanced manufacturing. Partnerships sector. A lack of vision, coordination, young people in with colleges and universities provide and tendency toward “silo thinking” advanced manf’g. Lack of belief in the future of a means to continuously upgrade make it harder to chart a path forward. Access to manufacturing labor skills and inform innovation The image of the region as a “rust belt” international markets %UDLQGUDLQÁHHLQJ is an obstacle. Key challenges include Capitalize on our bi- youth and an aging keeping and rewarding entrepreneurial national location From January 2010 talent and attracting and retaining skilled population to April 2011 alone, engineers. Reducing costs through Unfair global trade WNY brought 157 new government consolidation, cutting “red Falling HS,college manufacturers, and 2,634 new tape” (including simplifying SEQR), and graduation rates manufacturing jobs to the region. increasing the supply of seed capital Lack of interest would all help improve the picture. in careers in manufacturing

56 Western New York Regional Economic Development Council | Strategic Plan AGRICULTURE S.W.O.T. ANALYSIS

STRENGTHS WEAKNESSES WHY IT’S CRITICAL WNY can position agriculture as an economic driver, cultivate next-generation Strategic location Need to leverage market opportunities IDUPVDQGVXVWDLQORFDOIRRGV\VWHPVE\GLYHUVLI\LQJSURGXFWVDQGPDUNHWV Natural resources and improve FUHDWLQJDVXSSRUWLYHSROLF\HQYLURQPHQWDQGSXUVXLQJDSSOLHGUHVHDUFK Critical mass consumer education Human capital Regulatory barriers )URPYLQH\DUGVDQGÀHOGFURSVWRGDLU\ SULPHGIRUGLYHUVLÀFDWLRQDQGH[SDQVLRQ Lack of funding Buffalo Niagara is a rich agricultural in food processing, value-added products, for research and region within one of the nation’s top- tourism and untapped local and external programs to support OPPORTUNITIES producing states. Its moderate climate, markets. These opportunities are business fertile soils, entrepreneurial farmers particularly important with growing Need next generation Integrate and access to and solid infrastructure give the region concerns over local food system development into agricultural labor a competitive edge. The industry is sustainability and community health. agriculture Meanwhile, rising costs, outdated and Expand/brand cumbersome state regulatory policies products through THREATS WNY has a strong, well- and global competition challenge farm marketing developed production sustainability, inhibit growth and threaten Increase specialty Expand market agriculture product base in both animal next-generation farming. Innovative Improve image of (mainly dairy, ranking 3rd in programs can overcome these barriers Expand food agriculture production processing the nation in the volume of and seize growth opportunities. New Overcome trade issues Attract more visitors milk produced in 2007) and investment models are needed to support Better educate crop (primarily fruits and often risky agricultural ventures. Applied Develop an regulatory agencies agriculture workforce vegetables) production. The research can improve awareness of ,QFUHDVHSURÀWDELOLW\ production system has devel- sustainable practices and new market or Overcome sprawl to oped with strong links to the product opportunities. And marketing protect agriculture specialized needs of number of and advocacy efforts can build public and increase urban awareness, develop an agricultural development local markets. workforce, correct misperceptions of the Increase tax base industry and push policy change.

S.W.O.T. ANALYSIS BI-NATIONAL LOCATION/LOGISTICS STRENGTHS WEAKNESSES WHY IT’S CRITICAL Leveraging the geographic location of Buffalo-Niagara as a binational region Geographically Antiquated customs ZLWKPRGHUQLQIUDVWUXFWXUHDQGJOREDOVXSSO\OLQNVLQFORVHSUR[LPLW\WR positioned to become border facilities and a global gateway aging infrastructure Toronto can attract investment from around the world. Trade infrastructure Unfair fair tax including: intermodal structure and Along the 5,500 mile border between international airport and two interstate/ capacity, knowledge regulations base and available the US and Canada- the world’s provincial highway systems, a North Need consensus on a land longest common border between American transportation corridor, and regional/bi-national the world’s largest bilateral trading continental rail links. These assets are Tourism assets plan partners-WNY’s binational region is augmented by intellectual capital, with distinct. Among urban regions along a concentration of trade, logistics and the border with more than one million cross-border professionals in the legal, OPPORTUNITIES THREATS residents, it is the largest, with a 2009 banking, insurance, trucking, freight population of 8.6 million. It also is forwarding and higher education. Create a bi-national Lack of focus in the KRPHWRÀYHEULGJHVVSDQQLQJWKHWZR regional plan community to the These strengths create the opportunity EHQHÀWVRIERUGHU Develop an countries, three regional airports, one location to develop a multimodal transportation international and global supply chain and logistics marketing program Aging infrastructure The region’s hub for the region and the world. to promote all assets is becoming a However, antiquated border facilities liability border location and Overcome aging and aging infrastructure are in need infrastructure on Lack of long-term infrastructure make the of updating with dwindling border borders planning limiting region a shipping and logistics investment in the infrastructure funding. The lack of region hub Eight international ports attention by local and state politicians of entry (auto, rail, and water) UHJDUGLQJWKHEHQHÀWVRIWKHERUGHU facilitate roughly $80 billion in is a leading threat. In the meantime, annual trade between Canada stiff competition from other regions and the U.S. in creating logistics hubs is not just looming – it is here.

Western New York Regional Economic Development Council | Strategic Plan 57 ENERGY S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES WHY IT’S CRITICAL Low Cost Hydro Politicized low cost Energy can leverage the region’s natural resources as an economic driver through Power power allocation process sustainable development. Proximity to Natural Gas Uncoordinated efforts WNY once led the nation and the world economic revival. Education Lack mechanisms to in innovation in the development system/Research assure diverse energy One of WNY’s greatest regional infrastructure sources and long distance transmission of strengths is in its natural and human electrical energy, particularly using resources. The area is poised for Strong Bureaucracy (state hydropower, and in the development Manufacturing base agencies) innovative collaborations focusing upon & skilled workforce of oil and natural gas as energy sources, smart grid, renewable energy resources thus creating one of the strongest including, wind, solar, biomass, biofuel, economies in the U.S. Re-harnessing the and importantly hydroelectric power THREATS PPORTUNITIES region’s natural and human resources spurred by our abundance of clean O through the use of renewable energy, fresh water. The area has and can conservation, smart grid and new Lack of funding and create collaborations among the many Innovation/new ideas prioritization energy technology will spur sustainable research and training institutions in Power to businesses Policies that can the area to once again become a leader at low cost inhibit government- The electric power in energy innovation, production, Prepare Student sanctioned water protection sector is the fastest WUDQVPLVVLRQDQGHQHUJ\HIÀFLHQF\7KH Curriculum -ready workforce installation Others becoming growing share of the UHJLRQZRXOGEHQHÀWIURPWKHFUHDWLRQ Ability to build a experts/energy energy economy in New York, of a sound statewide energy plan leaders that supports smart grid and energy diverse energy the United States, and most of usage, conservation, and research and resource network for Regulation impedes the world. This growth requires region innovation development across all sectors, all fuels, considerable investment and and all production types. The absence planning by power generating RIDVWDWHZLGHSODQWKDWUHÁHFWVUHJLRQDO companies and state agencies. strengths has led to disjointed decision PDNLQJDQGDODFNRIXQLÀHGYLVLRQ

ENTREPRENEURSHIP/ S.W.O.T. ANALYSIS BUSINESS DEVELOPMENT STRENGTHS WEAKNESSES

WHY IT’S CRITICAL Well-educated and Ferocious regulatory (QWUHSUHQHXUVGULYHMREJURZWKEXWLW·VULVN\1HZFRPSDQLHVDUHPRUH hard-working people environment YXOQHUDEOHWKDQHVWDEOLVKHGÀUPV2XUUHJLRQUDQNVGHDGODVWDPRQJÀIW\ODUJH Market access with ,QVXIÀFLHQWDFFHVVWR metros when measuring rates of business formation. This demonstrates the proximity to the east capital for start-ups & crucial need to foster a strong culture of entrepreneurship and provide direct coast, Toronto & growing businesses Niagara Falls assistance to those who have the courage to grow a business and create jobs. /RZVHOIFRQÀGHQFH Affordability intolerance of failure We need to foster both start-ups and 2. Fund start-ups and small business growth. When small businesses grow, with working capital – both through they gain the capacity to export products public programs and by leveraging OPPORTUNITIES THREATS and services, reach beyond our region policies to spur private investment. and provide better jobs and satisfying 3. Foster a strong culture of Re-use of old Failing to compete careers. buildings & other effectively with other entrepreneurship through training, infrastructure regions We have strengths including access incubators and public awareness. Increase diversity in Deteriorating to nearby large markets, a huge business ownership national Image and LQÁX[RIWRXULVWVDQGJUHDWFROOHJHV Entrepreneurship needs to become a pillar of our economy or we will fall by streamlining lack of a positive and universities. But today, these are processes regional brand further behind other regions. encouraging more overwhelmed by weaknesses. New Lack of collaboration York’s ferocious regulatory environment, small business Rewrite regulations a dearth of working capital for small Out of 200 companies businesses and intolerance of business to level the playing that partner with the ÀHOGIRUEXVLQHVV failures all hold us back. University at Buffalo on “make it easier” Our strategies are clear and succinct: commercialization of 1. Simply Entrepreneurship by research, small businesses ameliorating the regulatory burden. dominate, with ¾ having less than 25 employees.

58 Western New York Regional Economic Development Council | Strategic Plan HEALTH|LIFE SCIENCES S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES

WHY IT’S CRITICAL Academic/research Early stage funding 7HFKQRORJ\GHYHORSHGLQWKHOLIHVFLHQFHVVXSSRUWVHIÀFLHQWDQGHIIHFWLYH institutions at including a lack of GHOLYHU\RIFDUHWRSDWLHQWVLQWKHKHDOWKVFLHQFHVZKLOHQHHGVSUREOHPV the BNMC and venture capital and throughout the state tax credits for LGHQWLÀHGLQWKHGHOLYHU\RIFDUHFDQEHGULYHUVRIUHVHDUFK GHVLJQLQWR region R&D solutions through life sciences. Existing capacity Need for more Buffalo Niagara has in informatics, collaboration and Life and Health Sciences encompasses including the communication two interrelated industries - healthcare the 19th highest “supercomputer” at among healthcare (hospitals, primary and specialized care, concentration of Life UB stakeholders etc.) and life sciences (academic and Sciences jobs of the 50 largest Leader in employing Shortage of talent clinical research, pharmaceutical and metro areas in the U.S. About healthcare in key areas device manufacturing and commercial 23% of Life Sciences businesses information (i.e. research-to- research). Connecting the dots across employ more than 10 people; technology commercialization, regionally clinical specialties) these related disciplines will provide the the medical laboratories sector best opportunity for sparking innovation includes the largest number of and creating jobs. businesses. Building off investments NYS and the OPPORTUNITIES HREATS region has made at the Buffalo Niagara T Medical Campus, collaboration has shortages of talent continue to pose Proximity to begun to take off among the health challenges. Healthcare stakeholders need Canadian market Incentives offered in other states targeting and life science institutions in WNY. to collaborate better, but the region’s for patients and renowned advancements in healthcare biosciences biosciences Universities, research institutions like collaboration Roswell Park Cancer Institute and many IT prove the culture is changing. National healthcare others are working together to produce Continued collaboration and innovation National healthcare reform cutting edge research, human capital, are needed for the region to position reform itself as a national leader in responding Skyrocketing cost and spin-off commercial enterprises Translational of healthcare as a to solve medical maladies facing the to looming changes to our national research and burden to employers region and world. Seed funding and healthcare system. commercialization and consumers

HIGHER EDUCATION S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES WHY IT’S CRITICAL Bringing new dollars Regulations that +LJKHU(GXFDWLRQLVDGULYHURIHFRQRPLFGHYHORSPHQWDVWDEOHHPSOR\HU to WNY and attracting hinder institutions in DQHGXFDWRURIHPSOR\HHVDQGFLWL]HQU\DUHVHDUFKLQGXVWU\WKDWSURGXFHV people from outside meeting marketplace the region demands LQQRYDWLRQDQGDFRPPXQLW\DQGFXOWXUHWKDWDWWUDFWVNQRZOHGJHZRUNHUV Educating our current ,QVXIÀFLHQWUHVRXUFHV and future workforce; and funding The region’s 21 colleges and universities do challenges we face in educating providing support for are a driving force in the region’s our youth prior to college. Increased K-12 pipeline Students ill-prepared economy. They employ thousands of competition from peer regions, distance to achieve success in our workers, educate our youth for 21st learning and educational institutions Offering many higher ed options, serving Century jobs and attract new people into abroad further challenge the region’s diverse student the region to attend school, and in many higher educational institutions. To populations cases, stay beyond graduation. Western overcome these challenges, we need to New York is committed to leveraging continue extending our geographic reach this key resource to strengthen our to draw talent to the region. OPPORTUNITIES THREATS collective brain power and produce innovation to fuel all aspects of the Collaborating to build Keeping higher regional economy. WNY’s reputation as a ed accessible and university region affordable for Collaboration among institutions and The region’s educational students As an anchor industry with community partners can advance institutions produce these efforts and enhance our reputation for WNY, Higher Ed Attracting more 30,000+ labor market institutions could as a university region. This will allow us out-of-region and entrants every year, mostly attract more talent international to attract more outside dollars, students and increase dollars students and faculty, and harness our research to college grads, which more coming into the region create increased opportunities for spin- than offset the 10,000 that Competing with retire annually. Leveraging higher ed international off commercial development. research and business institutions and those Regulations and a lack of resources support programs for offering distance maximum economic learning pose obstacles to these efforts, as impact

Western New York Regional Economic Development Council | Strategic Plan 59 JOB READINESS S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES WHY IT’S CRITICAL -REUHDGLQHVVDQGWKHZRUNIRUFHGHYHORSPHQWV\VWHPVVXSSRUWLQJKXPDQ 21 colleges and Do not embrace capital are critical for economic development, as business success is bolstered universities change E\WKHDYDLODELOLW\RISHRSOHKDYLQJWKHVNLOOVQHHGHGE\FRPSDQLHVWRRSHUDWH Support for Lack of parent DQGEHFRPSHWLWLYHQDWLRQDOO\DQGJOREDOO\-REUHDGLQHVVLVDOVRNH\WR entrepreneurs engagement in career development UHGXFLQJSRYHUW\DQGLPSURYLQJTXDOLW\RIOLIHLQUHJLRQV Strong work ethic Involving more Quality of life businesses to partner With 21 colleges and universities, a grades K-12. Without strategic action, Businesses willing with schools to work with strong environment for entrepreneurs labor shortages will persist, poverty Communicating organizations and residents who want to work and and unemployment could grow, and jobs available to job live here, the region should be a place companies may leave for places where seekers where most residents are employable LW·VHDVLHUWRÀQGWKHVNLOOVDQGWDOHQW and employers have ready access to they need. OPPORTUNITIES human capital. Yet it’s not happening THREATS consistently enough. At the same time Fully engage K-12 on as unemployment remains, employers Analysis of vacancies at careers Government’s VWUXJJOHWRÀOOJRRGMRERSHQLQJVERWK major regional employers Involve more duplication of from the regional pool and with talent reveals a concentration of businesses/employers services from the outside. Exacerbating this labor shortages in knowledge Increase educational State taxes and misalignment are populations excluded economy growth areas. attainment mandates from the region’s workforce due to lack Employers identified 159 Remove stigma of Convincing of skills and training for jobs that do hard to-fill vacancies in 11 BOCES companies to locate exist. What’s needed is greater alignment in WNY occupational fields including Develop new training and communication between educators opportunities Focus on at all levels, businesses and job seekers. healthcare, management, engagement, not Also, the region’s “pipeline to poverty” computers, financial services isolation needs to be replaced with a talent and and administrative support. career development pipeline, starting in

PROFESSIONAL SERVICES S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES

WHY IT’S CRITICAL Extensive higher High taxes/too much %XIIDOR1LDJDUDFDQFRPSHWHJOREDOO\LQSURIHVVLRQDOVHUYLFHVE\OHYHUDJLQJ education system government UHFHQWVXFFHVVHVORZRSHUDWLQJFRVWVDQGWHFKQRORJ\LQIUDVWUXFWXUHDQGE\ Experienced, skilled Excessive downstate tapping new markets and driving innovation in partnership with education. workforce pool focus in NYS Lower cost of Negative image/ The professional services industry education partnerships are needed operations, including perception of area real estate includes a wide range of sectors WRÀQHWXQHZRUNIRUFHGHYHORSPHQW Failure to align Headquarters for education with LQYROYLQJOHJDOÀQDQFLDOLQIRUPDWLRQ particularly for disadvantaged major companies employer/industry technology, administrative support and populations, and push research- needs other “white collar” services. The sector based service innovations. Successful depends upon a talented, specialized businesses should be ambassadors. workforce, and is regarded for its on-the- OPPORTUNITIES THREATS job skills development. In supporting FOLHQWVXFFHVVLWVÀUPVDUHFHQWHUVRI Higher education Hierarchical decision- The professional and innovation and best practices. Regional and business to align making process and business services sector supply and demand political environment success stories include the headquarters employs more than in labor RIPDMRUÀQDQFLDOLQVWLWXWLRQVOLNH0 7 Highest taxes (state, 75,000 people. Regional Attraction of county) compared to Bank and First Niagara Financial Group. employers surveyed were companies from rest of country :KLOHJOREDOFRPSHWLWLRQLVÀHUFH Canada/downstate satisfied with the available Competitive :1

60 Western New York Regional Economic Development Council | Strategic Plan SMART GROWTH S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES WHY IT’S CRITICAL :KLOHWKHV\PSWRPVRIVSUDZODUHQRWXQLTXHWR:HVWHUQ1HZ

TOURISM/MARKETING S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES

WHY IT’S CRITICAL Infrastructure/ Need for uniform Geography marketing and 7RXULVPFUHDWHVMREV,WLVDQH[SRUWLQGXVWU\EDVHGRQLQIUDVWUXFWXUHSURGXFW promotion Cultural Assets DQGPDUNHWLQJ7RXULVPLVDZD\RIPDUNHWLQJWKHODUJHUHFRQRP\WKURXJK Funding for Environment/Nature image and branding to all sectors: visitors, residents, and business. marketing and development The relationship between tourism and This wealth of tourism assets creates Infrastructure PDUNHWLQJLVLQWHUWZLQHGLQGHÀQLQJ tremendous opportunities for collective OPPORTUNITIES Need attractions to the image of the region. The major marketing efforts and strategic be tourist-ready economic drivers in attracting visitors to investments to promote product Growth of local the region could focus around the prime development and infrastructure economy through geographic location of Western New improvements to boost the sector. industry) THREATS York as a bi-national gateway within Improve branding / With these all these assets, the biggest identity/attitude 500 miles of 40% of the continental threat to successful tourism is the need Funding & planning Create products that North American population. Lack of positive for cooperation on visitor readiness support branding, regional brand The region’s competitive edge beyond and cross-promotion of our assets and educate community geography is based on a rich foundation destinations throughout the region. about value of Collaboration (need of cultural and natural assets with tourism industry for transcending the status-quo) unique people, food, art, architecture, historic sites and diverse opportunities Canadian-American The economic impact of issues (border to access natural beauty. visitor spending in WNY crossing & Homeland Security) in 2009 was projected to be more than $2.2 billion. The sector also employs more than 46,000 people.

Western New York Regional Economic Development Council | Strategic Plan 61 Appendix B: Public Feedback Listeningg to Our Community

NIAGARA The WNY Regional Economic Niagara Falls Public Participation Development Council provided several outlets for the community to directly Buffalo NEW YORK engage in this planning process: public CANADA ERIE forums with interactive discussions; online surveys; s and written comments online U.S.

and on paper. The Council hosted seven meetings across the counties to provide a CATTARAUGUS ALLEGANY CHAUTAUQUA forum for interactive discussion to listen to the community’s ideas. More than 640 Alfred Jamestown people came to join the discussion. Surveys were conducted online to assess the Olean community’s priorities. More than 300 people took the survey. The Council also PENNSYLVANIA received 59 comments online, 70 phone calls, and 97 in writing. Western New York is a community that cares about the future and with more than 1,000 people from the community, Council and work groups lending their voice to the process, the opportunity to build on the power of the collective is paramount.

PUBLIC FORUMS

The Council asked people to participate WHAT THEY SAID... in a ranking exercise and discussion to The top three by county identify the most important sector-based E\VHFWRU E\HQDEOHU strategy. Across the forums, advanced manufacturing was at the top, followed #1 #2 #3 #1 #2 #3 by agriculture, tourism, life/health sciences and professional services at the AlleganyA lowest. When asked what was the most important “enabler”, across the forums, people ranked “reduce the tax burden” Cattaraugus the highest, followed by “promoting entrepreneurship “and “advancing smart growth.” Chautauqua

Insights across counties: • Health|Life sciences ranked high only in Erie and Cattaraugus Erie • Tourism ranked #1 only in Niagara • Advanced manufacturing was strong across all counties • All counties see agriculture is a key Niagara industry sector • “Global gateway” was an Erie + Niagara priority but not elsewhere • Reducing the tax burden ranked highest in all but Erie Key to...... sectors ...enablers • Reducing gov’t regulation was Advanced Manufacturing Reduce Tax Burden important in Allegany, Cattaraugus, & Chautauqua Agriculture Reduce Gov’t. Regulation • Erie ranked smart growth highest Tourism Make Higher Education an • Promoting entrepreneurship was a high Economic Driver priority in forums in Erie & Chautauqua Health & Life Sciences Promote Entrepreneurship • Developing the workforce was on the radar screen in Cattaraugus, Niagara Advance Smart Growth and Chautauqua Develop Workforce Become a Global Gateway

= Denotes a tie

62 Western New York Regional Economic Development Council | Strategic Plan SURVEY FEEDBACK High taxes (personal & business) 190 MOST VOTES FOR: Top Five Challenges for Western New York Too many layers of government 176 Lack of regional cooperation/planning 166 Aging infrastructure 134 Declining population 112

Focus on developing renewable and sustainable energy resources 184 MOST VOTES FOR: Develop and promote the waterfront 166 Top Five Opportunities for Promote the availability of low cost real estate and affordable housing 165 Western New York Promote regional tourism and Niagara Falls 144 Exploit universities and colleges “infrastructure” 124

Our location from an economic standpoint 214 MOST VOTES FOR: (international border and access to 40% of continental N.A. population within 500 miles) Top Five Assets for Fresh water 196 Western New York Attractive living environment/quality of life 188 Our location from a residential standpoint (historic neighborhoods, waterfront, architecture, etc.) 160 Quality and value of our workforce 138

/RRNLQJDFURVVDOOWKHIHHGEDFNIURPWKHFRPPXQLW\ WHAT WE HEARD OVERALL DIHZNH\WKHPHVHPHUJHG

We need to plan as a 5 county How we define economic The impact of education on region. Even as different counties may development matters. When workforce development is vary in priorities and assets upon which VWUDWHJLHVLQFOXGHVSHFLÀFODQJXDJH crucial and far-reaching. The WREXLOGRXUSODQQLQJQHHGVUHÁHFW the public wants to know what the public was clear that developing our the needs of the 5 county region as a FRQWH[WLVWKDWGHÀQHVWKHWDFWLF:KHQ current and future workforce requires whole to build on the unique, collective the region says we want to bring in coordinated, targeted efforts from the strength we have in Western New York. more jobs, do we mean any jobs? Or are earliest stages of education. It is not just ZHWDUJHWLQJVRPHWKLQJPRUHVSHFLÀF about getting a college degree. It is about Fix the basics. Reforms are needed. like higher wage jobs? What do we setting our children on the right path for 3URFHVVHVQHHGWREHVLPSOLÀHGDQG mean by “renewable energy”? What is success from the beginning and granting streamlined. At the same time, while included in the category of “advanced them every opportunity through every people want to see the government manufacturing”? The forums provided phase of their development so career PD[LPL]HHIÀFLHQFLHVDQGHOLPLQDWH lively discussion on these topics and decisions can be made with a strong cumbersome burdens, the community LWZDVFOHDUWKDWWKHVHGHÀQLWLRQVZLOO foundation of support. wants to ensure that reform does not EHLPSRUWDQWWRÀQGRXWWKHOHYHOVRI remove vital protections that ensure community support the region will the health, safety and quality of life that provide for different initiatives. exists in the region.

Western New York Regional Economic Development Council | Strategic Plan 63