Application Guidance

APPLICATION GUIDANCE

APPALACHIAN REGIONAL COMMISSION

AREA DEVELOPMENT GRANTS PROGRAM

Fiscal Year 2014

New York State Department of State Appalachian Regional Development Program

April-September 2012 2 TABLE OF CONTENTS

I. Introduction ...... 3

II. Technical Assistance / Contacts ...... 5

III. Application Process / Schedule ...... 6

IV. Application Review & Scoring ...... 7

V. New York State Policies for FY 2014 Area Development Projects ...... 8

VI. Eligible Project Activities...... 11

ARC Goals & NY State Strategies:

General Goal 1: Increase Job Opportunities and Per Capita Income in Appalachia to Reach Parity with the Nation ...... 11

General Goal 2: Strengthen the Capacity of the People of Appalachia to Compete in the Global Economy...... 17

General Goal 3: Develop and Improve Appalachia’s Infrastructure to Make the Region Economically Competitive...... 22

3 I. INTRODUCTION

This document provides guidance to Local Development Districts (LDDs) and to sponsors of projects for which funding is requested under the Area Development Program of the Appalachian Regional Commission (ARC). It also assists sponsors in preparing applications for ARC funding in Fiscal Year (FY) 2014 and provides general information on program priorities, technical assistance contacts, the application process and schedule, and a detailed statement of New York State policies for ARC Area Development projects in FY 2014.

Appalachian Regional Development Organization and Authority

ARC was established by the federal Appalachian Regional Development Act of 1965 to improve the economy and quality of life in the thirteen-state Appalachian Region. Governors of the Appalachian States and a Federal Co-Chair appointed by the President comprise the Commission. Governor David A. Paterson of New York State (NYS) is the primary member of the Commission from NYS; Secretary of State Lorraine A. Cortés-Vázquez serves as his Alternate. The Department of State (DOS) is the official agent of the State of New York for cooperating with the Commission in administering the State’s Appalachian Regional Development Program, as specified in Article 6-B, Section 153 of the New York State Executive Law.

Each year New York State receives an allocation of resources from the Appalachian Regional Commission (ARC) to fund area development programs in the following 14 counties: Allegany, Broome, Cattaraugus, Chautauqua, Chemung, Chenango, Cortland, Delaware, Otsego, Schoharie, Schuyler, Steuben, Tioga, and Tompkins. The Southern Tier counties (“Appalachian New York”) are each represented by one of three LDDs: Southern Tier West Regional Planning and Development Board (STW), based in Salamanca, NY; Southern Tier Central Regional Planning and Development Board (STC), in Corning, NY and Southern Tier East Regional Planning Development Board (STE), in Binghamton, NY.

The investment of funds will be guided by ARC's Strategic Plan 2005-2010, which details four General Goals, with the first three covering three broad themes -- economic opportunity; workforce development; and infrastructure -- and the last (Goal 4) covering the completion of the Appalachian Development Highway System (ADHS). Development of the ADHS in New York is funded and administered by other Federal and State Agencies. DOS will focus this grants round on projects that address the ARC’s first three General Goals. Therefore, all projects must implement an identified New York State strategy for addressing only one of the first three ARC General Goals. Please refer to Section V for specific New York State Strategies.

4 Role of the LDDs

The LDDs identify priority needs of local communities, work with their board members and other local citizens to develop plans for their communities' economic development that target and meet their most pressing needs, and build community unity and leadership for the districts’ social and economic development. In this capacity, the LDDs serve as regional hubs for area-wide development planning. Each year they are charged with soliciting area development projects from local community groups and providing technical assistance to project sponsors applying for area development grants.

The LDDs of the Southern Tier are key agencies in New York State’s ARC project development and review process. They provide technical assistance to local project sponsors and recommend projects for consideration by the Department of State, which prepares an Annual Investment Package for transmission to ARC. The ARC application must be completed in close consultation with the LDD. The guiding document for Southern Tier Central priorities is the Comprehensive Economic Development Strategy Statement, or CEDS, for non-human services projects and the 2008 Areawide Action Plan (AAP) for human services projects. Both may be found at www.stcplanning.org under Document Library, with the AAP under the category, “Needs Assessments.”

If the project proposal involves construction, the LDD will assist in identifying a basic federal or State administering agency for the project. A key federal basic agency for many physical infrastructure projects is the U.S. Department of Agriculture/Rural Development (USDA). Other federal basic agencies include the U.S. Department of Commerce/Economic Development Administration (EDA) and the U.S. Department of Housing and Urban Development (HUD). State basic agencies include the Office for Community Renewal (for projects including HUD “Small Cities” funds administered by this office). LDDs will assist in working with the identified agency.

State Priorities for the FY 2014 ARC Cycle

During the FY 2014 program cycle, the State will place priority on projects and initiatives that demonstrate a positive economic impact in the State’s various regions. This year’s Guidance Document urges heightened emphasis on soliciting and ranking proposals that address this priority. In addition, this year’s program emphasizes that projects show they are advancing locally-generated regional development plans, building upon regional assets and economic development strategies, demonstrating widespread local and regional support and sustaining the endeavors after the initial ARC funding period is over. The investment of funds will be guided by New York State’s 2010 Appalachian Region Strategy Statement and Appalachian Development Plan 2007-2010. Both may be found at http://www.dos.state.ny.us/lgss/arc.htm.

5 II. TECHNICAL ASSISTANCE CONTACTS

A. Local Development Districts (LDDs) and the Counties They Serve

Allegany Southern Tier West Regional Planning and Development Board Cattaraugus 4039 Route 219, Suite 200 Chautauqua Salamanca, New York 14779 (716) 945-5301; Fax (716) 945-5550 www.southerntierwest.org EXECUTIVE DIRECTOR – Richard Zink PROGRAM CONTACT - Ginger Malak E-mail: [email protected]

Chemung Southern Tier Central Regional Planning and Development Board Schuyler 8 Denison Parkway East, Suite 310 Steuben Corning, New York 14830 (607) 962-5092; Fax (607) 962-3400 www.stcplanning.org EXECUTIVE DIRECTOR - Marcia D. Weber PROGRAM CONTACT – Victoria Ehlen E-mail: [email protected]

Broome Southern Tier East Regional Planning Development Board Chenango 375 State Street 2nd Floor Cortland Binghamton, New York 13901-2380 Delaware (607) 724-1327; Fax (607) 724-1194 Otsego www.steny.org Schoharie DIRECTOR – Erick Miller Tioga PROGRAM CONTACT - Lynn Cebula Tompkins E-mail: [email protected]

6 III. APPLICATION PROCESS/SCHEDULE

Prospective ARC Grant applicants must contact the appropriate Local Development District (LDD) at the beginning of the project development process and work closely with that LDD throughout the process. Applicants must obtain new application materials from the LDD. Application materials from previous years are unacceptable.

Contact the appropriate LDD as soon as possible for a copy of their application materials and for information on the submission process. For fiscal year 2014 funds, STC is only accepting final applications. the deadline for applying is Friday, September 20, 2013.

The appropriate LDD will review each Application in a competitive rating process and recommend funding priorities to NYS Department of State (DOS). DOS will review the list of recommended projects and prepare a draft Appalachian Regional Investment Package for review in the fall of 2013. A final Investment Package will then be submitted to ARC by NYS as soon as possible after the start of federal fiscal year 2014 (October 1, 2013). The LDDs will advise sponsors of preliminary and final State funding priorities.

During this grants cycle, NYS has articulated priorities across a broad spectrum of programs. Proposals that address these priorities will be encouraged, but all projects will be considered and competitively ranked based on the quality of the proposal and the criteria related to the regional and program strategies and objectives that the projects intend to address. This means that the overall proposal is expected to be well-linked to the State’s overall Appalachian Regional Development Plan and Strategy. The highest ranked projects will be recommended for ARC funding by NYS DOS. Sponsors of these projects may be requested to revise their applications according to comments provided by DOS and/or ARC prior to ARC’s consideration of final project approval. If a revised application is requested, sponsors are encouraged to work closely with the appropriate LDD and the State basic administering agency (if applicable) in developing an approvable application.

7 IV. APPLICATION REVIEW & SCORING

Because there are many worthy projects and organizations in need of funding, the prioritizing and awarding of grant proposals is subject to a review and scoring process at the LDD level and then at the state program manager level. As in prior ARC grant cycles, applications will be ranked based on an impartial scoring of the following three general factors:

1. Promotion of area development: a. documented need; b. outputs/outcomes. Weighted at 6/15ths of total score. (30 of 75 pts. max.) 2. Linkages to local/regional activities: a. support and track record with other participating agencies and organizations; b. documented community interest, support and commitment; c. private sector support; and, d. relationship to federal, state, regional, county, local, and LDD plans or policies. Weighted 4/15ths of total. (20 of 75 pts. max.) 3. Need for ARC support / self-sufficiency / management capability / project sustainability / budget. Weighted at 5/15ths of total. (25 of 75 pts. max.)

However, in order to align the state’s funding requests with the state’s economic priorities in this review cycle, the NYS DOS will give additional consideration to proposals that address one or more of the following state-wide priorities, four of which were discussed on the previous page: . Advancing locally-generated regional development plans . Building upon regional assets and economic development strategies . Demonstrating widespread local and regional support . Demonstrating sustainability after the initial ARC funding period is over . Fostering rehabilitation of local pockets of distress *

*NOTE: Local pockets of distress: The ARC evaluates the Appalachian region against national averages on poverty rate, per capita market income, and unemployment. Under this comparative system only Allegany County ranks in the “At Risk” category, and all other counties are designated as “Transitional,” ranking them substantially close to the national norms. However, the ARC also identifies census tracts that on their own are markedly distressed in comparison to the rest of the nation. A table of the region’s most distressed census tracts is provided below.

County LDD Census Tract ID Number (s) Broome STE 1, 3, 5, 6, 11, 12, 13, 18, 135, 139, 140 Chenango STE Tompkins STE 1 Chemung STC 1, 2, 6, 7, 8, 10, 108 Steuben STC 9608, 9625 Cattaraugus STW 9617 Chautauqua STW 301, 303, 305, 306, 354, 355, 357

8 V. NYS POLICIES FOR FY 2014 AREA DEVELOPMENT PROJECTS

New York State’s Plan for the Development of its Appalachian Region is based on developing local leadership and strategically funding proposals covering the entire broad range of the ARC’s social and economic development objectives. Given the relatively modest amount of federal funds available to carry out the ARC’s broad objectives, however, the key emphasis of the ARC program will be on establishing a regional approach to planning and fostering a comprehensive strategy that will lift the economy of the Southern Tier.

The following policies have been established by the New York State Department of State to guide the preparation of the New York State Appalachian Regional Investment Package for FY 2014. They were established in consultation with the three LDDs in Appalachian New York and with cooperating State agencies.

ELIGIBLE PROJECT ACTIVITIES

ARC's Strategic Plan 2011-2016 details four General Goals, the last (Goal 4) being the building of the Appalachian Development Highway System. While New York State recognizes this as a crucial goal, projects involving actual highway construction are funded through and administered by other Federal and State Agencies. Therefore, all projects must implement an identified New York State strategy for addressing one of only the first three ARC General Goals: General Goal 1 (Increase Job Opportunities and Per Capita Income in Appalachia to Reach Parity with the Nation), General Goal 2 (Strengthen the Capacity of the People of Appalachia to Compete in the Global Economy) and General Goal 3 (Develop and Improve Appalachia’s Infrastructure to Make the Region Economically Competitive). Please refer to Section V for specific New York State Strategies.

INELIGIBLE PROJECT ACTIVITIES

ARC resources may not be used to provide assistance for:

1. Relocating a business or industry; 2. Recruitment activities that place a state in competition with one or more other states; 3. Projects that promote unfair competition between businesses within the same immediate service area.

MAINTENANCE OF EFFORT

ARC funds cannot be used to carry out activities previously or currently undertaken with other federal, state, or local funds. Fully documented expansions of previous activities can be funded only to the extent of the expansion.

9 APPLICANT ELIGIBILITY

Eligible applicants include any municipality, governmental entity or non-profit (not for profit) entity that is public or private. Projects MUST serve a portion of the Appalachian Region: in New York State this encompasses the 14 Southern Tier Counties. Projects MUST support the State’s Appalachian Program’s priorities in the Region. Project sponsor does not need to be physically located in the Appalachian Region.

DOLLAR LIMITS FOR ARC FUNDING

There is a limit of $150,000 on the ARC portion of all projects in New York State.

MATCHING ARC RESOURCES

For the FY 2014 program year, all fourteen of the Appalachian Counties in New York State have been designated “transitional" by ARC. ARC’s county designations have important implications for legislatively mandated match requirements. For projects in the transitional counties, ARC financial assistance may not exceed 50% of the total eligible project cost. For projects in “at risk” counties, ARC financial assistance may not exceed 70% of the total eligible project cost.

Funds used to match the ARC grant may include both cash and documented "in-kind" contributions. All such match must directly relate to and support specific project activities and represent new expenditures above and beyond ongoing activities of the project sponsor. (See "Maintenance of Effort" on previous page.)

In-kind contributions may involve equipment or other goods, paid personal services, or donated office space. However, in-kind "rental" charges for the following types of office space are not acceptable as match: (1) space presently rented by the project sponsor, (2) space in facilities constructed with any federal funds, (3) space in any facility owned by the project sponsor or by an entity closely related to the project sponsor, or (4) space in any public building. All in-kind matching contributions must otherwise be allowable charges to the ARC grant to be accepted as match. Further guidance can be provided by the appropriate documents of the U.S. Office of Management and Budget (OMB), including the OMB Common Rule (Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments) and OMB Circular A-110 (Grants and Agreements with Institutions of Higher Education, Hospitals and Other Nonprofit Organizations).

Other federal funds may be used as matching funds for ARC grants, except as specifically provided in federal statutes. Total federal funding from all sources for infrastructure, construction and equipment projects is limited to 80% of total project cost. Community Development Block Grant funds from the U.S. Department of Housing and Urban Development and all federal loans are considered to be local funds for the purposes of matching ARC projects.

There is a 20% cash match requirement relating to the equipment components of all projects involving equipment. "Equipment" is defined by ARC as tangible non-expendable personal property having both a useful life of more than one year and a unit acquisition cost of $5,000 or more. Any questions should be directed to the appropriate LDD.

10 TIME LIMITS FOR ARC FUNDING OF PROJECTS

Projects with an operations component are normally permitted funding for a reasonable start-up period plus at least 12 months of direct operations, not to exceed 18 months. Start-up activities may include hiring and training staff, setting up offices, developing administrative policies, renovations for child care or vocational education facilities, etc. Sponsors are encouraged to request realistic project periods. It is expected that most approved projects will receive one ARC grant for one program period (“program year”). In limited cases, at the request of the appropriate LDD, ARC grant funding for a second or third (continuation) program period may be permitted. In these cases a “second year” or “third year” application will be required and will compete with all other applications submitted. Evaluation of these applications will be based on project progress, demonstration of continued need, and sufficient resources available to New York State.

INDIRECT COSTS

Overhead and other indirect expenses of a project sponsor are generally not eligible as project costs for operating projects, either as part of the ARC portion or the match.

OVERRUNS AND UNDERRUNS

ARC funding for project cost overruns should not be anticipated. ARC funds are considered to be the last dollars spent on a given project. If a project is closed out having spent less than the originally approved budget amount, ARC funds in the amount of the underrun are subject to return to the administering agency (ARC or other basic agency) by the project sponsor.

PROJECT PERFORMANCE REPORTING

The Government Performance and Results Act mandates that ARC collect and report information, for at least three years, to the U.S. Office of Management and Budget (OMB) on project performance to judge effectiveness in meeting ARC goals. Output measures quantify a project's immediate products and activities, which have been identified in the project application. Outcome measures assess longer-term results of project outputs by gauging quantitatively project accomplishments. These measures, which are included under each eligible project category in Section V below, are designed to meet the need of ARC for reporting performance information to the OMB and congressional entities. There is generally a choice in the outcome measures for each eligible project category; they should be utilized as appropriate. Since OMB has indicated a desire for increased standardization of measures between agencies, the identified output and outcome measures are subject to change. Project sponsors are encouraged in all cases to consult the appropriate LDD for guidance.

11 VI. ELIGIBLE PROJECT ACTIVITIES

All Area Development projects must implement one of the New York State Strategies under one of the three ARC Strategic Goals (presented on the following pages). Under each Goal, there is at least one Strategic Objective. One or more NYS strategies address each objective. The strategies are the key statements of New York State policy for use of ARC resources. Under each strategy, categories of projects eligible for ARC funding are identified. Activities that are encouraged because they reflect particular State-local policy emphases are identified. Output and outcome measures of performance for individual projects are also included under each eligible project category. The LDDs will help sponsors determine under which Strategy their project fits.

Note: The best projects are those that implement parts of a well-conceived regional development strategy. Therefore one of the key ranking considerations will be how the proposed project conforms to and complements a regional plan for development.

ARC GENERAL GOAL 1: Increase Job Opportunities and Per Capita Income in Appalachia to Reach Parity with the Nation

In partnership with NYS, ARC will help local and state leaders diversify local economies, support entrepreneurship, increase domestic and global markets, and foster new technologies. Additionally local leaders will be encouraged to build upon opportunities presented by the Appalachian Development Highway System and to examine existing community strategic assets to create jobs, while preserving the character of the Region’s communities.

ARC STRATEGIC OBJECTIVE 1.1: FOSTER CIVIC ENTREPRENEURSHIP

NYS Strategy 1.1a: Support programs that foster broad-based civic engagement and support strategic readiness to take advantage of economic opportunities.

Technical Assistance projects promoting leadership development focusing on local development and implementation of economic development strategies. Provision of technical assistance to facilitate informed local decisions is expected in the implementation of these projects. These projects may involve: 1. Assistance in creating economic development strategies. Strategic planning to help direct and select appropriate development along completed and future segments of the Appalachian Development Highway System (ADHS). In New York, the ADHS includes Corridor T (I-86), Corridor U (NYS Route 328) and Corridor U-1 (NYS Route 15).

OUTPUT MEASURES:  NUMBER OF RECIPIENTS OF ASSISTANCE.  PRODUCT OF PROJECT ACTIVITIES, SUCH AS ECONOMIC DEVELOPMENT STRATEGIES OR STRATEGIC PLANS.

12 OUTCOME MEASURES:  NUMBER OF JOBS CREATED.  NUMBER OF BUSINESSES STARTED.

NYS Strategy 1.1b: Support regionally based local government capacity-building programs to foster sustainable economic development.

Training projects strengthening the skills of local government officials and/or civic leaders to address economic development and resource utilization concerns. These projects may include workshops, conferences and seminars that build the capacity to collaborate with all stakeholders by increasing skills in consensus building, communication, networking, knowledge and understanding of economic and social trends, and other elements of civic capacity.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS TRAINED. OUTCOME MEASURES:  PARTICIPANT-INITIATED PUBLIC IMPROVEMENTS  PROGRAMS RESULTING IN DOCUMENTED NEW JOBS.

NYS Strategy 1.1c: Encourage the establishment of new partnerships and initiation of new service delivery mechanisms on a multi-jurisdictional basis that promote economic development.

Local government assistance demonstrations directed towards intermunicipal cooperation and more effective delivery of programs and services on a multi-jurisdictional basis. Projects institutionalizing a partnership by formal agreement or implementing small-scale demonstrations are encouraged. Projects should be coordinated with the LDDs, which in some cases can serve as initial conveners and catalysts of local action.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS INVOLVED IN NEW COOPERATIVE SERVICE DELIVERY MECHANISM.  ESTABLISHMENT OF PARTNERSHIP. OUTCOME MEASURES:  INCREASED SERVICE DELIVERY, BY RECIPIENT AND SERVICE TYPE, AS A RESULT OF MULTI-JURISDICTIONAL AGREEMENT.

ARC STRATEGIC OBJECTIVE 1.2: DIVERSIFY THE ECONOMIC BASE

NYS Strategy 1.2a: Encourage the development and implementation of new and innovative approaches to build diverse and sustainable local economies that provide employment and entrepreneurial opportunities to all citizens. Business development and assistance projects focusing on local development and implementation of projects that assist business development and expansion of existing businesses. These projects may involve: 1. Strengthening of organizations and networks supporting small business development and/or inter-firm sharing and cooperation;

13 2. Provision and coordination of new technical assistance services to businesses related to management and marketing; 3. Facilitation of technology transfer; 4. Activities supporting export-related technical assistance, sector related strategies and innovative entrepreneurship.

OUTPUT MEASURES:  NUMBER OF RECIPIENTS OF TECHNICAL ASSISTANCE OR BUSINESS SERVICES.  ESTABLISHMENT OF TECHNICAL ASSISTANCE NETWORKS.  SECTOR RELATED STRATEGIC PLANS. OUTCOME MEASURES:  NUMBER OF JOBS CREATED OR RETAINED.  NUMBER OF BUSINESSES STARTED AND/OR ENTERPRISES ESTABLISHED  INCREASE IN EXPORT DOLLARS.

NYS Strategy 1.2b: Support innovative efforts to deliver entrepreneurial and management skills training to small- and medium-sized firms.

Entrepreneurial and managerial skills training projects designed to improve the economic viability, productivity, and competitiveness of small- and medium-sized enterprises (less than 250 employees). Assisted enterprises should have the documented potential for substantial local economic impact and job creation/retention. Innovative training projects involving distance learning and/or Internet use as well as traditional classroom-based educational activities will be considered. Training activities leading to expanded markets for goods and services through export-related technical assistance, sector-based e-commerce, and innovative entrepreneurship are encouraged.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS IN TRAINING PROJECT. OUTCOME MEASURES:  NUMBER OF JOBS CREATED AND/OR RETAINED.  INCREASED EXPORT TRADE.  OTHER MEASURES OF LOCAL ECONOMIC IMPACT ATTRIBUTABLE TO PROJECT EDUCATION/TRAINING ACTIVITIES CAN SUPPLEMENT THE ABOVE MEASURES, SUCH AS PRODUCTIVITY IMPROVEMENTS, NEW PRODUCTS AND SERVICES, ETC. ARC STRATEGIC OBJECTIVE 1.3: ENHANCE ENTREPRENEURIAL ACTIVITY

NYS Strategy 1.3a: Support the provision of entrepreneurial training and education for youths, students and business persons.

Education and training projects developed to stimulate entrepreneurship through the introduction of entrepreneurial content into the curriculum of primary and secondary school

14 courses. At the middle and high school education level, nonprofit organizations, as well as business and trade groups, can assist in the initiation and development of alternative educational venues, including mentoring programs. In addition, by providing hands-on activities that expose students to entrepreneurial environments, permit them to explore the tasks and challenges of enterprise development. Post-secondary educational institutions, as well as other agencies, also play an important role as colleges and universities can offer more advanced educational and training courses, technical assistance and information to established entrepreneurs and those who wish to start businesses.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS IN TRAINING PROGRAMS. OUTCOME MEASURES:  NUMBER OF JOBS CREATED/RETAINED.  NUMBER OF NEW BUSINESS START-UPS/EXPANSIONS.  NUMBER OF PARTCIPANTS WITH IMPROVED SKILLS OR COMPLETED PROGRAM (i.e. course with certified skills)

NYS Strategy 1.3b: Develop technical assistance networks through business incubators, business associations and private-sector resources to nurture new businesses.

Development of formal and informal networks of professional and trade service providers linking entrepreneurs and firms to various business, technical, educational, training and information services. Such service provider networks can realize synergies in providing a one- stop shop for their customers, even though all the providers may not be under one roof. An entrepreneurial business network can coordinate the provision of services to customers and supply specific resources including legal services; protection of intellectual property services in support of the acquisition and use of advanced technology; and consultation on strategic planning, marketing and advertising. Moreover, collaboration among service providers often generates unique technical assistance resources for entrepreneurs. Creation of business networks that provide the sharing of information and knowledge between entrepreneurs that can stimulate new types of business collaborations and new market opportunities are also eligible.

OUTPUT MEASURES:  NUMBER OF BUSINESSES ASSISTED.  ESTABLISHMENT OF TECHNICAL ASSISTANCE NETWORKS. OUTCOME MEASURES: NUMBER OF JOBS CREATED/RETAINED.  NUMBER OF BUSINESS START-UPS/EXPANSIONS.

NYS Strategy 1.3c: Improve access to debt and equity capital by such means as facilitating the establishment of development venture capital funds.

Projects that identify initial debt and equity capital for new businesses. Often the most daunting hurdle for an entrepreneur to clear is the identification of start up capital, particularly equity capitalization. Other financing problems include finding seed capital for new technological innovation, loan packaging assistance and long-term debt financing for newer companies or businesses that are seeking to expand. A wide range of private and public institutions play a role

15 in servicing these financial needs, but the role of development finance institutions is particularly important for rural regions like Appalachia, as these organizations often provide both finance and technical assistance to new and expanding small businesses.

OUTPUT MEASURES:  ANTICIPATED NUMBER OF LOANS PROVIDED AND ENTERPRISES ASSISTED. OUTCOME MEASURES:  NEW BUSINESS START-UPS/EXPANSIONS  JOBS CREATED/RETAINED ATTRIBUTABLE TO PROJECT.

NYS Strategy 1.3d: Recapitalize existing regional revolving loan funds to aid business development.

Business development projects providing funds to recapitalize existing regional revolving loan funds are eligible. These funds may support facilities, construction, or equipment for private firms satisfactorily documenting need. Only existing ARC-recognized revolving loan funds will be eligible for funding in each LDD region. Project sponsors must demonstrate and satisfactorily document effective past usage, immediate present need, and potential usage for the recapitalization resources to encourage quality jobs. ARC's Revolving Loan Fund Guidelines must be followed.

OUTPUT MEASURES:  AMOUNT OF RECAPITALIZATION.  ANTICIPATED NUMBER OF LOANS PROVIDED AND ENTERPRISES ASSISTED. OUTCOME MEASURES:  NEW BUSINESS START-UPS/EXPANSIONS AND/OR  JOBS CREATED/RETAINED ATTRIBUTABLE TO PROJECT.

ARC STRATEGIC OBJECTIVE 1.4: DEVELOP AND MARKET STRATEGIC ASSETS FOR LOCAL ECONOMIES

NYS Strategy 1.4: The communities of Appalachian New York will identify and leverage their local cultural, heritage, natural and community assets for economic development.

Asset-based projects that integrate conservation and economic development in the Region, advancing the idea that economic development should not only be fiscally sound, but environmentally responsible, aesthetically pleasing and should create a balanced, livable community. Appalachian communities offer what an increasing number of Americans value: a quality of life that offers a clean environment, safe streets and a friendly, small town atmosphere. Many of Appalachia's communities also have tremendous social, environmental and cultural values that define the region and make it unique from anywhere else in America. This approach to development recognizes and builds on indigenous resources, experience, wisdom, skills and capacity in Appalachian communities. Creating local homegrown economic opportunity is central to this asset-based approach.

16 Asset-based development projects will identify local and regional assets for development, support public involvement and participation in strategic planning; provide access to information necessary to make sound decisions; provide access to capital to promote sustainable business or to finance the infrastructure necessary to stimulate public and private investment; and, support collaborations of the necessary partners to make a balanced, livable community, help existing and new local businesses capitalize on indigenous assets, and support efforts to maximize the economic benefits of the Appalachian heritage tourism and crafts industries through awareness and marketing opportunities.

OUTPUT MEASURES:  NUMBER OF RECIPIENTS OF TECHNICAL ASSISTANCE.  PRODUCT OF ACTIVITIES, SUCH AS ECONOMIC DEVELOPMENT STRATEGIES OR STRATEGIC PLANS. OUTCOME MEASURES:  NUMBER OF JOBS CREATED.  NUMBER OF BUSINESS START-UPS.  LEVERAGED PRIVATE INVESTMENT

ARC STRATEGIC OBJECTIVE 1.5: INCREASE THE DOMESTIC AND GLOBAL COMPETITIVENESS OF THE EXISTING ECONOMIC BASE

NYS Strategy 1.5: Assist communities in job creation by helping local firms find and take advantage of new markets at home and abroad.

Projects will embrace both new domestic and global opportunities to promote increased international business activity. Taking advantage of new markets and promoting foreign direct investment are effective approaches that can generate job opportunities and help communities enhance their competitive advantage. Projects should support research opportunities in global and domestic development, and provide technical assistance and ongoing business consultation to help medium and small businesses connect to national and international markets.

OUTPUT MEASURES:  NUMBER OF BUSINESSES ASSISTED.  PRODUCT OF PROJECT ACTIVITIES, SUCH AS BUSINESS DEVELOPMENT STRATEGIES. OUTCOME MEASURES:  NUMBER OF JOBS CREATED.  NUMBER OF NEW MARKETS DEVELOPED.  AMOUNT OF FOREIGN DIRECT INVESTMENT

ARC STRATEGIC OBJECTIVE 1.6: FOSTER THE DEVELOPMENT AND USE OF INNOVATIVE TECHNOLOGIES.

NYS Strategy 1.6: Support and promote opportunities to close the job gap in Appalachia New York through high value-added industries such as telecommunications and computing

17 services.

Information technology projects will build partnerships with federal and private-sector research labs, research universities and other technology organizations to help create and retain technology-related jobs. Efforts will focus on assisting in the creation of telecommunications and computing enterprises; providing assistance for expanding existing high-technology operations in the Region; promoting partnerships with and leveraging research opportunities generated by government-sponsored and private-sector research labs; expanding and creating technology research initiatives in the Region’s colleges and universities; and increasing support for public-sector science and technology programs.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS IN PARTNERSHIPS.  NUMBER OF BUSINESSES ASSISTED. OUTCOME MEASURES:  NUMBER OF JOBS CREATED.  NUMBER OF NEW BUSINESS START-UPS/EXPANSIONS. ______

ARC GENERAL GOAL 2: Strengthen the Capacity of the People of Appalachia to Compete in the Global Economy

To compete in the twenty-first century economy, the people of Appalachia must have the skills and knowledge required to develop and work in globally competitive businesses. Appalachian residents must also have adequate health care to promote socially and economically competitive communities, and opportunities to make all Appalachian citizens productive participants in the global economy.

NYS Strategy 2.1: Appalachian New York will develop strong leaders, organizations and communities to promote the Region’s competitiveness.

Projects promoting leadership development, civic involvement and community improvement. Capacity-building activities that strengthen collaborative relationships among all community stakeholders that encourage innovative and achievable first steps and that provide an increase in awareness of, and dialogue on, strategic opportunities contributing to improved community responsibility and use of resources. Projects implementing specific small-scale community development activities or a community visioning process are encouraged. Where feasible, such projects should utilize self-help approaches. Youth initiatives improving local civic education and training opportunities supporting greater involvement of young people in community activities are also eligible. Appropriate projects should be coordinated with the LDDs.

18 OUTPUT MEASURES:  NUMBER OF PROGRAM PARTICIPANTS.  NUMBER OF NEW PROGRAMS  PRODUCT OF CAPACITY-BUILDING OR VISIONING PROCESS (DEVELOPMENT PLAN, ETC.), PARTICULARLY IF INSTITUTIONALIZED OR PARTICIPANT-INITIATED PUBLIC IMPROVEMENTS OUTCOME MEASURES:  NUMBER OF PARTICIPANTS COMPLETING TRAINING AND ACTIVELY INVOLVED IN LEADERSHIP POSITIONS  NUMBER OF COMMUNITIES IMPLEMENTING PLANS  INCREASE IN ORGANIZATION’S EFFICIENCY, EFFECTIVENESS, DIVERSITY

ARC STRATEGIC OBJECTIVE 2.2: ENHANCE WORKFORCE SKILLS THROUGH TRAINING

NYS Strategy 2.2: Residents of Appalachian New York will have access to a range of basic and advanced skills development and vocational educational programs to enhance employment prospects.

Workforce training projects to improve the job prospects of people in Appalachian New York, including vocational education projects, customized training and skills upgrading projects, and innovative skills training partnerships and consortia. The intent of these projects is to build a competitive and productive workforce through development of skills and proficiency relevant to the existing and anticipated regional job market, increase worker productivity and build the capacity of workforce training institutions and regional skills partnerships.

Generic training projects under the umbrella of public or not-for-profit training institutions, such as community colleges, Boards of Cooperative Educational Services (BOCES), and other eligible providers of training services are encouraged because of their capacity-building potential. Eligible project activities include vocational education operations/equipment projects and customized employer-specific training/ skills upgrading projects, as supported by the appropriate Local Workforce Investment Board. Employer-specific training must be administered by these or similar training institutions.

Projects sponsored by the above-cited organizations and other innovative skills training partnerships and consortia that encourage collaboration among businesses, educational institutions, labor, and State and local governments are also eligible for ARC funding. These may include training/skills needs assessments, training program development, and apprenticeship programs.

OUTPUT MEASURES:  NUMBER OF TRAINEES ENROLLED OR OTHERWISE PARTICIPATING IN TRAINING PROGRAMS AND RELATED ACTIVITIES.

19 OUTCOME MEASURES: o NUMBER OF TRAINEES SUCCESSFULLY COMPLETING TRAINING PROGRAM; o NUMBER OF TRAINEES OBTAINING OR ENHANCING EMPLOYMENT.

ARC STRATEGIC OBJECTIVE 2.3: INCREASE ACCESS TO QUALITY CHILD CARE AND EARLY CHILDHOOD EDUCATION

NYS Strategy 2.3: Support the development of comprehensive, community-based quality child care and early education programs for children and families.

Child care programs, with early education components addressing defined community needs. All projects should meet New York State requirements and standards for licensing, include well- thought-out educational elements, address the need for qualified staff, and demonstrate strong community support. Projects established or adapted to meet the needs of specific industries and their employees are encouraged. These types of projects can stimulate employment and job retention for working families and eliminate dependent care requirements as an obstacle to economic growth.

Educational components of child care projects should be focused on ensuring that children arrive at school ready to learn. School-age child care projects that have strong educational components and facilitate the success of welfare-to-work initiatives will be considered. Eligible activities may include surveys/ evaluations of child care and early childhood education needs, start-up costs, operations, and incidental/ancillary renovation, such as painting and carpets.

OUTPUT MEASURES:  NUMBER OF INDIVIDUALS SERVED BY DAY CARE PROJECT.  NUMBER OF CHILDREN RECEIVING EARLY CHILDHOOD EDUCATIONAL SERVICES DURING PROGRAM YEAR. OUTCOME MEASURES:  NUMBER OF CHILDREN ENTERING GRADE SCHOOL "READY TO LEARN."  NUMBER OF JOBS FOR WORKING FAMILIES CREATED AND/OR RETAINED BECAUSE OF ARC-SUPPORTED AVAILABILITY OF CHILD CARE.

ARC STRATEGIC OBJECTIVE 2.4: INCREASE EDUCATIONAL ATTAINMENT AND ACHIEVEMENT

NYS Strategy 2.4a: Support local and regional efforts to better prepare students, out-of- school youths and adults for post-secondary level training.

Basic skills projects for adults to improve reading, writing, arithmetical, or basic computer literacy skills in direct preparation for training or employment. Individual projects should enhance the capacity of the sponsoring institution to continue basic skills training programs following completion of the ARC grant. The skills developed should be relevant to the current

20 and anticipated regional job market. The new curricular standards of the New York State Education Department (SED) should be followed where applicable.

OUTPUT MEASURES:  NUMBER OF STUDENTS ENROLLED IN PROGRAM.  NUMBER OF COURSES AND INSTRUCTORS MADE AVAILABLE. OUTCOME MEASURES:  NUMBER OF STUDENTS SUCCESSFULLY COMPLETING PROGRAM WHO SUBSEQUENTLY GAINED OR ENHANCED EMPLOYMENT OR ENGAGED IN ADVANCED EDUCATION/TRAINING.

NYS Strategy 2.4b: Maintain support for and seek expansion of the Appalachian Higher Education Network and other programs that increase college-going rates.

College preparation projects should support efforts to promote the benefits of a college education and prepare students for college entrance, with a focus on those students who would not otherwise go onto college.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS. OUTCOME MEASURES:  INCREASE IN NUMBER OF STUDENTS ENTERING COLLEGE AS A DIRECT RESULT OF PROJECT.

NYS Strategy 2.4c: Build the capacity of local school districts, BOCES, community colleges and other institutions to provide basic workforce readiness skills to help all students find and hold jobs.

Educational excellence projects such as dropout prevention efforts, school-business partnerships, and math-science-technology programs with business and government to prepare secondary- level (middle and high school) students for the 21st century. These projects should be part of a broader strategy to address well-defined educational needs. Cooperative (preferably multi- jurisdictional and agency collaborations) efforts maximizing use of public and private resources to address the defined problem are encouraged. The applicable curricular standards of the New York State Education Department (NYSED) should be followed.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS ENROLLED IN PROGRAM. OUTCOME MEASURES:  NUMBER OF PARTICIPANTS SUCCESSFULLY COMPLETING PROGRAM WHO GRADUATED FROM HIGH SCHOOL, OBTAINED A GENERAL EDUCATION DIPLOMA, OR PROGRESSED TO EMPLOYMENT OR POST- SECONDARY EDUCATION ONE YEAR AFTER PROGRAM COMPLETION.  NUMBER OF PARTICIPANTS ACHIEVING TARGET LEVELS OF PROFICIENCY. ARC STRATEGIC OBJECTIVE 2.5:

21 PROVIDE ACCESS TO HEALTH-CARE PROFESSIONALS

NYS Strategy 2.5: Work to eliminate gaps in the delivery of primary health care and mental health services by developing or expanding health/mental health care programs in Appalachian New York, particularly those areas with a shortage of health professionals, and promoting health professional recruitment, training, and retention, and facilitating emergency medical services training in rural areas.

Health (including mental health) projects developing or expanding licensed primary health care (including dental) and mental health programs in areas with a shortage of health professionals. These programs must address well-defined service delivery needs, include detailed self- sufficiency plans, and demonstrate support by the New York State Health Department if appropriate.

Rural health projects promoting rural health professional** recruitment and retention. These projects may involve technical assistance to rural communities in areas with a shortage of health professionals to design appropriate practice opportunities, improving in-state medical training curricula to support practice in rural areas in Appalachian New York, and/or expanding appropriate rotations and residencies in Appalachian New York. This includes emergency medical services training. In all cases there must be close coordination with and support from the New York State Department of Health, which cooperates with the New York State Department of State in making recommendations for ARC's J-1 Visa Waiver Program for foreign physicians providing primary care and certain other services in Health Professional Shortage Areas (HPSAs) in Appalachian New York.

** IMPORTANT NOTE: Health care professionals may include, but are not limited to, physicians, nurses, physician assistants, dentists, dental hygienists, paramedics, emergency medical technicians, etc.

OUTPUT MEASURES:  NUMBER OF RECIPIENTS OF PRIMARY HEALTH CARE SERVICES IN SUPPORTED CLINICS DURING OPERATIONAL PHASE OF PROJECT.  NUMBER OF PHYSICIANS/HEALTH PROFESSIONALS PLACED IN SHORTAGE AREAS THROUGH PROJECT ACTIVITIES. OUTCOME MEASURES:  INCREASED ACCESS TO PRIMARY HEALTH CARE IN RURAL AREAS, DOCUMENTED BY NUMBER OF PATIENT VISITS IN ARC-SUPPORTED PRIMARY HEALTH CARE CLINICS.  REDUCTION IN NUMBER OF AREAS WITH A SHORTAGE OF HEALTH PROFESSIONALS.  NUMBER OF PHYSICIANS AND OTHER HEALTH PROFESSIONALS RECRUITED TO PROJECT AREA AND CONTINUING TO SERVE AFTER 4 YEARS.

ARC STRATEGIC OBJECTIVE 2.6: PROMOTE HEALTH THROUGH WELLNESS AND PREVENTION

22 NYS Strategy 2.6: Residents of Appalachian New York will lead healthy lives. Health and Wellness projects will educate Appalachians on positive health behaviors, key to developing a stronger workforce and ensuring the long-term viability of the Region. Appalachia suffers from disproportionately high rates of chronic diseases such as cardiovascular disease, cancer, and diabetes that have a significant adverse effect on workforce participation and productivity, and impedes opportunity for economic growth. Projects will promote nutrition education, physical activity and early screening as a means of eliminating or reducing the incidence of obesity, diabetes, cancer and heart disease; and/or encourage the development of initiatives and investments that promote healthy lifestyles.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS IN PROGRAM. OUTCOME MEASURES:  IMPROVEMENT IN THE HEALTH OF PARTICIPANTS. ______

ARC GENERAL GOAL 3: Develop and Improve Appalachia’s Infrastructure to Make the Region Economically Competitive

Appalachian Communities will have the physical infrastructure necessary for self-sustaining economic development and improved quality of life. This includes water and sewer systems, telecommunications systems, inter-modal transportation systems and the region’s environmental infrastructure.

NYS Strategy 3.1: Produce visionary leaders and effective organizations that are able to strategically mobilize communities toward their goals in developing the regional infrastructure necessary to make Appalachian New York competitive.

Infrastructure related strategic development and technical assistance projects should build the organizational capacity required to meet increasing demands related to technology, environmental standards and changing revenue sources. Projects should provide training, consultation and financial support for local leaders and organizations to build their capacity to address infrastructure challenges and opportunities; and support partnerships and regional efforts among local and state governments, nonprofit agencies, and citizens engaged in infrastructure development. Eligible projects will also include the creation of strategic planning initiatives to prioritize infrastructure development.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS.  PRODUCT OF STRATEGIC PLANNING PROCESS (INFRASTRUCTURE STRATEGY).

23 OUTCOME MEASURES:  NUMBER OF JOBS CREATED/RETAINED.  NUMBER OF BUSINESSES ASSISTED.

ARC STRATEGIC OBJECTIVE 3.2: BUILD AND ENHANCE BASIC INFRASTRUCTURE

NYS Strategy 3.2a: Provide basic and/or supplemental funding assistance for the basic physical infrastructure necessary for creation or retention of jobs.

The development and improvement of water and wastewater systems supporting job creation or retention. The goal of these projects should be the creation and retention of jobs in Appalachian New York. Local infrastructure projects should implement LDD strategic plans. Projects linked with Appalachian Development Highway Corridors and all existing and proposed Interstate Highways in Appalachian New York are encouraged.

OUTPUT MEASURES:  PHYSICAL RESULT OF PROJECT, SUCH AS WATER TREATMENT FACILITY, PUMPING/TREATMENT FACILITY, INCREASE IN CAPACITY OR STORAGE (MEASURED BY MGD) OR LINEAR FEET OF PIPE INSTALLED. OUTCOME MEASURES:  NUMBER OF JOBS CREATED OR RETAINED.  NUMBER OF ADDITIONAL OR CURRENT BUSINESSES AND ANCILLARY HOUSEHOLDS SERVED BY INFRASTRUCTURE PROJECT.  LEVERAGED PRIVATE INVESTMENT

NYS Strategy 3.2b: Help rural communities in distressed areas/“pockets of poverty” (as defined by ARC) to work with public and private agencies to address documented critical health issues.

The development and improvement of water and wastewater systems addressing fully documented critical health needs in distressed areas/“pockets of poverty” (as defined by ARC). ** Projects under this Strategy that also have anticipated positive economic impacts or involve multi-jurisdictional approaches and/or partnerships with the private sector are more likely to receive funding consideration and are strongly encouraged.

** IMPORTANT NOTE: “Policy for Residential Infrastructure Projects” - The ARC Program is primarily an economic development program. ARC will provide grants for basic residential infrastructure projects only for communities in ARC designated distressed counties except that such assistance may be provided in a transitional county upon a special showing of compelling need, such as the location of the project in a distressed area of the county or as disaster relief or to address a mandate of the Federal EPA or a New York State health or environmental agency (i.e. Order of Consent), or other confirmed imminent public health threat justified by these agencies. Self-help projects for basic residential infrastructure may also be funded in transitional counties.

24 OUTPUT MEASURES:  PHYSICAL RESULT OF PROJECT, SUCH AS WATER TREATMENT FACILITY, PUMPING/TREATMENT FACILITY, INCREASE IN CAPACITY OR STORAGE (MEASURED BY MGD) OR LINEAR FEET OF PIPE INSTALLED.  MULTI-JURISDICTIONAL AGREEMENTS REACHED. OUTCOME MEASURES:  DOCUMENTED REMEDIATION OF CRITICAL HEALTH ISSUE.  NUMBER OF ADDITIONAL OR CURRENT RESIDENTIAL UNITS (AND BUSINESSES IF ANY) SERVED BY PROJECT.  NUMBER OF JOBS CREATED OR RETAINED (IF ANY).  LEVERAGED PRIVATE INVESTMENT (IF ANY).

ARC STRATEGIC OBJECTIVE 3.3: INCREASE THE ACCESSIBILITY AND USE OF TELECOMMUNICATIONS TECHNOLOGY

NYS Strategy 3.3a: Support telecommunications network development, technical assistance, and training for educational, business, governmental, and other users.

Telecommunications projects consistent with New York State and Local Development District (LDD) priorities and plans, including the ARC-supported Strategic Telecommunications Initiative in the Southern Tier. These projects might involve (1) telecommunications equipment and network development activities creating, expanding, or enhancing telecommunications networks in Appalachian New York and facilitating access to and utilization of new technologies and applications or (2) technical assistance and training for the education, business, government, and health sectors. Where possible, projects should be coordinated with the telecommunications activities of the LDDs, and serve multiple categories of beneficiaries in the above-cited sectors.

Equipment and network development projects funded under this strategy should be developed in accordance with principles of open network architecture to foster interconnectivity and interoperability with other telecommunications networks. Projects utilized by consortia involving multiple sectors are encouraged. Projects should also promote telecommunications development that coincides with other public infrastructure development.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS IN TELECOMMUNICATIONS-FACILITATED ACTIVITIES, OR RECIPIENTS OF TECHNICAL ASSISTANCE AND TRAINING BY CATEGORY OF BENEFICIARY. OUTCOME MEASURES:  NUMBER OF NEW TELECOMMUNICATIONS ACCESS SITES SERVING 50 OR MORE STUDENTS, BUSINESSPEOPLE, WORKERS, OR GOVERNMENT OFFICIALS PER WEEK.  NUMBER OF INSTITUTIONS, BY CATEGORY OF BENEFICIARY, UTILIZING TELECOMMUNICATIONS OVER PERIOD OF TIME AS RESULT OF PROJECT.  COST SAVINGS THROUGH USE OF TELECOMMUNICATIONS.

25 NYS Strategy 3.3b: Support telemedicine as a means of universal access to comprehensive health care and as a tool for health education and training.

Telecommunications projects focusing on telemedicine and telehealth consistent with New York State and Local Development District (LDD) priorities and plans, including the ARC-supported Strategic Telecommunications Initiative in the Southern Tier. Projects involving telemedicine equipment, the creation, expansion, and enhancement of telemedicine networks in Appalachian New York, and associated telehealth education and training activities are eligible. Projects supported under this strategy should, to the maximum extent possible, be developed in accordance with principles of open network architecture to foster interconnectivity and interoperability with other telecommunications networks. Sponsors of all projects under this strategy are encouraged to include educational or training components.

OUTPUT MEASURES:  NUMBER OF HEALTH CARE PROFESSIONALS, STUDENTS, AND OTHERS PARTICIPATING IN TELEMEDICINE AND/OR TELEHEALTH ACTIVITIES. OUTCOME MEASURES:  NUMBER OF TELEMEDICINE SITES SERVING “CLIENTS” REGULARLY.  INCREASED ACCESS TO HEALTH CARE THROUGH USE OF TELEMEDICINE EQUIPMENT AS INDICATED BY NUMBER OF CONSULTATIONS OR PROCEDURES FACILITATED.  NUMBER OF HEALTH PROFESSIONALS AND OTHERS TRAINED DURING TELEHEALTH PROJECT.

ARC STRATEGIC OBJECTIVE 3.4: BUILD AND ENHANCE ENVIRONMENTAL ASSETS

NYS Strategy 3.4a: Develop and support regional planning and economic development policies that promote good stewardship of the Region’s natural resources and encourage eco-industrial development.

Infrastructure projects promoting the responsible stewardship and use of Appalachian New York’s natural assets and the development of environmentally sensitive industries. Typically, the term infrastructure is thought of as the roads, sewers and utility lines. However, the region as a whole has not planned for and managed our environmental infrastructure to the economic benefit of the region. This includes our interconnected network of waterways, woodlands, wildlife habitats, parks and conservation lands, working farms and ranches that sustain air and water resources and contribute to the health and quality of life for America's communities and people. These resources can all play a vital part in putting the Region on an equal economic footing with the rest of the nation.

OUTPUT MEASURES:  NUMBER OF BUSINESSES ASSISTED. OUTCOME MEASURES:  NUMBER OF JOBS CREATED.  NUMBER OF BUSINESSES STARTED.

26 NYS Strategy 3.4b: Provide basic/and or supplemental funding assistance for the physical infrastructure necessary for creation or retention of jobs, including support for re-use of former industrial sites

Infrastructure projects assisting in development and rehabilitation of industrial/business sites and business incubators encouraging the creation of new enterprises and the expansion of existing businesses. This includes reclamation and reuse of brownfields properties in industrial areas. Projects may have more speculative job commitments, but a formally organized and experienced economic development organization must be involved in project administration and oversight.

OUTPUT MEASURES:  NUMBER OF SITES RE-USED.  NUMBER OF BUSINESSES LOCATED TO SITE OR FACILITY.  NUMBER OF SQUARE FEET OR ACRES AVAILABLE FOR BUSINESS/INDUSTRIAL DEVELOPMENT MEETING REGIONALLY DEFINED QUALITY CRITERIA. OUTCOME MEASURES:  NUMBER OF JOBS CREATED OR RETAINED.  NUMBER OF BUSINESSES CREATED OR GRADUATED FROM BUSINESS INCUBATOR.  LEVERAGED PRIVATE INVESTMENT

ARC STRATEGIC OBJECTIVE 3.5: PROMOTE THE DEVELOPMENT OF AN INTERMODAL TRANSPORTATION NETWORK

NYS Strategy 3.5: Support the development of intermodal transportation systems with fast, efficient and dependable access to worldwide suppliers and markets.

Projects strengthening support for intermodal transportation strategies designed to improve access to the Region’s transportation network (including aviation, local transit systems, railway systems and inland waterways) as well as to increase the responsiveness of that network to the needs of businesses, communities and residents. Projects may also support strategic planning initiatives for local organizations and agencies to capitalize on economic development opportunities created by the Appalachian Development Highway Systems (ADHS). Activities may include: studies on enhancing economic development opportunities presented by intermodalism; analysis of strategic locations for inland ports; regional forums to discuss the potential for intermodal development; and construction of local access roads in support of the creation of jobs that link economic development opportunities to the ADHS and other major highways.

OUTPUT MEASURES:  NUMBER OF PARTICIPANTS.  PRODUCT OF STRATEGIC PLANNING INITIATIVES (STUDY, STRATEGIC PLAN).  ACCESS ROADS. OUTCOME MEASURES:

27  NUMBER OF JOBS CREATED.  NUMBER OF NEW BUSINESSES STARTED.