Orchard Park Economic Development Committee

Strategic Plan

Prepared by:

Orchard Park Economic Development Committee

and

May, 2008

StrategicPlan ParkEDC Orchard Blank page. Orchard Park EDC Strategic Plan

Orchard Park Economic Development Committee, 2008

John C. Bailey, Chair Jack Bertsch David Kaczor Justine LeFauve Ronald J. Michnick John Murray Ed Starosielec

Prepared by:

Elizabeth Cheteny, Director of Planning with

William Smith and Jajean Rose-Burney

StrategicPlan ParkEDC Orchard Blank page. Orchard Park EDC Strategic Plan

Table of Contents

Chapter 1: Study Purpose and Methodology 1.1: Study Purpose……………………………………………….…………1-1 1.2: Methodology…………………………………….…………….………..1-2

Chapter 2: Economic Base and Context 2.1: Regional Setting………………………….…….………………………2-1 2.2: Population and Housing………………………………….……………2-1 2.3: Economic Analysis……………………………….…………………….2-6 2.4: Industrial and Commercial Land Use…….………………….……..2-17 2.5: Tourism Development Potential………………………………….....2-39

Chapter 3: Strategic Considerations 3.1: Methodology…………………………………………………….………3-1 3.2: Strategic Considerations….……………………………………..…….3-2

Chapter 4: Strategic Plan Development 4.1: OPEDC Mission and Vision……………………………..…………...4-1 4.2: Defining the Goals…….……………………………………..…………4-2 4.3: Developing Objectives and Actions to Meet Goals…………………4-2

StrategicPlan ParkEDC Orchard Blank page. Chapter 1: Study Purpose and Methodology

1-1 Orchard Park EDCPlan Strategic

1.1: STUDY PURPOSE STUDY 1.1: Economic DevelopmentThe Orchard Park Committee (OPEDC) committee development in is a volunteer promotes economic that and Village of Orchard Park, New York. The com- both the Town from Orchard Park, of a business leaders mittee is comprised is and concerned residents and other Town and Village officials, government (current OPEDC any local with affiliated not directly A). members are listed in Appendix this strategic embark on preparation of The OPEDC decided to , after many felt a years of activities, plan because the group redefine its and/or how it can best reposition need to determine in promot- strategies to improve its effectiveness and role, goals, OPEDC consulted with the Ur- ing economic development. The The UDP (UDP) to complete this study. Project is a ban Design University at of New State University center at the Buffalo, the and Planning. York (UB), in the School of Architecture Chapter 1: Study Purpose and 1: Study Purpose Chapter Methodology

Chapter 1: Study Purpose and Methodology 1-2 StrategicPlan ParkEDC Orchard

frames arealsoidentified. achieve eachstrategicgoal. Key partnerorganizationsandrelative time tailed objectives andspecificactions addresstofor OPEDCto help Theplanrecommendsde- in Chapter4,“.Strategic Plan Development”. strategy,ispresented OPEDC asystematicorganizational development mittee identifiedinthevisioningphase. Thiswork plan,which givesthe follow topromote itsvisionandeachofthefour strategicgoals thecom- This chapter also sets forth aspecific step-by-step planforthe OPEDC to mission. for thecommitteetopursuefulfillitseconomic development fined asetof targetedgoals thatthe groupfeels are themostimportant nity’s economic base,and otherfactors, themembers oftheOPEDCde- based onthe strategic considerations thatwereidentified,the commu- tional factors including its internal strengths andlimitations. Finally, future effectiveness.ThechapteralsoaddressesOPEDC’sorganiza- mittee developedavision statementthatidentifies itsaspirations forits mission statement, whichdescribes its senseof purpose. Next,thecom- the groupconfirmedabout economic its developmentinthecommunity, stakeholdermented theexistingOrchardParkeconomyand perceptions clusions and findings.Drawing onthepreceding work, which docu- Chapter 4,“StrategicPlanDevelopment,”representstheOPEDC’s con- they believedwouldfoster economic also includes specific byparticipantsfor recommendations measures that outside localcontrol. factors omy from Stakeholderinputinthis phase ment thathavenotachievedtheirpotential,andthreats tothe localecon- opportunitiesvelopment perspective, forenhancedeconomicdevelop- chard Park’sinherentstrengths and weaknesses fromaneconomic de- cally, thesessions focused onthefollowingstrategic considerations: Or- stakeholders—about OrchardPark as aplaceto dobusiness. Specifi- laterwith a groupofbusinesscommittee membersand leaders and storming sessions led by UDPstaff facilitated discussions—first with process ofbuilding astrategic planfor theOPEDC.Inthisphase,brain- Chapter 3,“StrategicConsiderations,”represents thesecond stepinthe trial use. andtheavailabilityoflandfornew commercialorindus-tory environment ters andcorridors. The chapter also includesan theregula- overviewof and majoremployersbysector, a detailedprofile ofmajor retailcen- economic activity bysector(i.e.,re Orchard Park’spopulation andhousingcharacteristics, an overview of nomic trendsmustbeunderstood. This evaluation includes a profile of Orchard Park’scurrent recenteco- economy,economy and community’s be effectiveatpromotingandimprovingthe order fortheOPEDCto preparing a profile ofOrchardPark’ssocioeconomic characteristics. In first step, contained inChapter 2,“EconomicBaseandContext,”involves There werethreemajorstepsinthe process of creating this plan. The 1.2: METHODOLOGY

tail, manufacturing),existing landuse development inOrchardPark. development Chapter 2: Economic Base and Context 2-1 Orchard Park EDCPlan Strategic

Its central location and excellent excellent and location Its central major is a highway access for asset development economic direct and Easy community. the makes markets regional to access location a desirable Park Orchard easy and provides retailers for workersaccess for and the of goods receiving and shipping industrial to related materials and activities. commercial and Erie- , illustrates Orchard Park’s 2.2: POPULATION AND HOUSING 2.2: POPULATION Town of Orchard Park was 27,637 the population of In 2000, the Orchard Park for available data latest is the this residents (note: of a population Village had the U.S. Bureau of the Census). The Or- Town total. of the about 11 percent 2000, in 3,294 residents Town population community—the 2000 chard Park is a growing to a 7 This compares was up 12 percent from 24,632 in 1990. of Erie County as a whole, from in the population percent drop in 2000. to 950,265 968,532 in 1990 the 2000 U.S. Census, median household income According to and Village, respectively, in the Town was $59,762 and $51, 520 for all of Erie County. Thus, Town and Vil- and $38,567 overall, and 33 percent more, respectively, than earned 54 lage residents Niagara Framework for Regional Growth in position historic current and Erie County from a land develop- ment perspective. As the map shows, Orchard Park, a com- 1900 is pletely rural township in in a transitional now positioned areas to area between urbanized west and rural areas the north and east. and to the south 2.1: REGIONAL SETTING REGIONAL SETTING 2.1: Park, NY is centrally located Map1, below, Orchard As shown in of Erie County — in the Southtowns by and the Towns bordered Hamburg, Elma, Aurora, Colden, Boston, of West Seneca, and highway that 219, a limited access . US the City of Lackawanna Thruway (I-90) andthe New York State connects to beyond, pro- community the Town. The access to is with easy vides the region US 20 including by major arterial routes also accessible (Quaker Street), NYS 179(Southwestern Boulevard), US 20A (Milestrip Road), NYS 240 and NYS 277 (Buffalo Road), in the western runs north-south (Chestnut Ridge Road). US 219 the village at Milestrip, town and has interchanges portion of the (US 20A), and Armor-Deuells Corners. Map 2, below, from the Context Base and Economic 2: Chapter 2: Economic Base and Context

2-2 2-2 StrategicPlan ParkEDC Orchard Blank page. Chapter 2: Economic Base and Context 2-3 Town of Lancaster Elma Town of Town of Orchard Park EDCPlan Strategic Aurora Colden Town of Town of Town of Town of Regional Context Orchard Park, NY Boston Town of Town of Town of Town of Southtowns and proximity to the metro proximity and Southtowns Town of Orchard Park Town of Town of Cheektowaga West Seneca City of City Lackawanna Lackawanna Town of Town of Eden Hamburg Town of Town of City of Buffalo of Buffalo City Orchard Park’s central location in the Park’s Orchard

Lake Erie Map 2-1. area.

Chapter 2: Economic Base and Context

2-4 2-4 StrategicPlan ParkEDC Orchard Blank page. Chapter 2: Economic Base and Context

2-5

Town of Town Town of Town Orchard Park Orchard Park Orchard Park Orchard Park Erie County, NY Erie County, Orchard Park EDCPlan Strategic

the County’s expanding urbanized area. urbanized expanding the County’s Expansion of Developed Areas, 19th Century-Present Town of Town Town of Town Orchard Park Orchard Park Orchard Park Orchard Park Erie-Niagara Framework for Regional Growth, October 2006 October Growth, Regional for Framework Erie-Niagara The Town of Orchard Park in relation to in Park Town of Orchard The Source: Source: Map 2-2.

Chapter 2: Economic Base and Context

2-6 2-6 StrategicPlan ParkEDC Orchard 2.3.1 Overview oftheLocalEconomy 2.3: ECONOMICANALYSIS thelabor force areemployedoutsideoftheTown. that manyin 22.4 minutes(19.2forVillage residents). Thisindicates towork time ofTownresidents was 16 yearsandover travelling places ofwork beyondthetown.In2000,meancommute majority oftheworkforcelivinginOrchardPark commute to Orchard ParkistheCentralSchool District.The ofCommerce,thelargestAccording to theChamber employerin percent). dents (50percent) wastwice ashigh astheCountyrate(24.5 proportion of four-yearcollegegraduates amongVillageresi- Village, comparedto83 percent inErie County.Moreover,the age andover)was90percentinthe Town and95percentin the of highschool graduatesamongtheadultpopulation 25yearsof chard Parkthan theCountyasawhole.In2000, thepercentage Educational attainment isalsohigher amongresidentsofOr- the wholeCounty($88,000). higher inthe Village($147,200) andtheTown($140,000)thanin value ofowner-occupied housingin the2000Censuswas much the 12.1percent figurefor theCountyasawhole.Themedian dents hadincomes below line,significantlylessthan thepoverty 4.3 percent of Villageresidents and 3.2 percent of Townresi- the averageCountyresident.The2000 Censusindicatedthat to lightinTable 2-2isthat sixto11 percent ofarts, entertain- the following Table2-2. Another interestingstatistic that comes break downofemployment byeconomicsector can beseen in health care and social assistance (employing 1,467).Afurther 1,868)and the year2002,followed by retailtrade(employing source ofjobs intheTown ofOrchardPark,employing2,114 in In termsofemployment,manufacturingprovides thegreatest respectively. $378.08 millionand2.8 percent ofErieCountymanufacturing Third wasmanufacturing, inwhich50 establishments generated withheld). million (wholesaletrade data forErieCountywas wholesale trade, inwhich69establishmentsgenerated$427.08 5.9 percent of theErieCountytotalrespectively.Secondwas trade inwhich 106establishments generated $578.97million and the economicsectors, in termsofsalesandreceipts,wasretail that takesplacewithinOrchardPark.Erie County Largestamong Italsogives thepercentageand County. ofeconomic activityin available economicdatabrokendownbetweenVillage,Town, U.S. EconomicCensusreleasedin 2002. Table 2-1showsthe Major economicsectorsinOrchardParkwereidentifiedusing the regional averages. above are values housing highly educated; and and affluent are residents growing; is population market perspective:its from a retail demographics desirable has Park Orchard

Chapter 2: Economic Base and Context

Total Total 662 662 532 130 4.9% 4.9% $32,749,764 $1,601,166 $1,446,613 $154,553 3.8% 17247

2-7

ministration) ministration) 65 $11,442 $14,407 857,445 1.7 1.7 857,445 $14,407 $11,442 65 $2,9 3.3 1,841 60 47 13

(except public ad- public (except

Other services services Other

and food services services food and 12 47 59 2,072 2.8 $2,519 wi $2,519 2.8 2,072 59 47 12 thheld $2,519 $1,213,115 0.2 0.2 $1,213,115 $2,519 thheld

Accommodation Accommodation

and recreation recreation and 3 14 17 311 5.5 $5,637 wi $5,637 5.5 311 17 14 3 thheld $5,637 $438,792 1.3 1.3 $438,792 $5,637 thheld

Arts, entertainment, entertainment, Arts,

social assistance assistance social 22 102 124 2,650 4.7 $8,173 $8,173 4.7 2,650 124 102 22

Orchard Park EDCPlan Strategic 2.2 $4,482,200 $97,593 $89,420

Health care and and care Health

services services 1 6 7 156 4.5 withheld $1,139 $1,139 withheld NA NA withheld $1,139 $1,139 withheld 4.5 156 7 6 1

Educational Educational

remediation service service remediation 8 39 47 1,179 4.0 withheld 4.0 1,179 47 39 8 $18,195 $18,195 $1,401,991 1.3 1.3 $1,401,991 $18,195 $18,195

management and and management

support and waste waste and support

Administrative and and Administrative

20 66 86 2,064 4.2 $7,646 $7,646 4.2 2,064 86 66 20 $30,920 $38,566 withheld NA NA withheld $38,566 $30,920 tific, and technical technical and tific,

Professional, scien- Professional,

rental and leasing leasing and rental 13 21 34 798 4.3 $16,516 $16,516 4.3 798 34 21 13 $21,726 $38,242 $1,023,645 3.7 3.7 $1,023,645 $38,242 $21,726

Real estate and and estate Real

Information Information 2 8 10 360 2.8 NA NA NA withheld NA NA withheld NA NA NA 2.8 360 10 8 2

Retail trade trade Retail 23 83 106 3,457 3.1 $26,530 $55 $26,530 3.1 3,457 106 83 23 2,445 $578,975 $9,838,147 5.9 5.9 $9,838,147 $578,975 2,445

Wholesale trade trade Wholesale 13 56 69 1,213 5.7 $84,567 $34 $84,567 5.7 1,213 69 56 13 2,519 $427,086 withheld NA NA withheld $427,086 2,519

Manufacturing Manufacturing 0 50 50 1,146 3.8% $0 $378, $0 3.8% 1,146 50 50 0 807 $378,807 $13,494,429 2.8% 2.8% $13,494,429 $378,807 807

Park Park County County Park Park Park Park County County Park Park Park Park Park Park

Park Park

Park Park

Orchard Orchard Erie Erie Orchard Orchard Orchard Orchard Erie Erie Orchard Orchard Orchard Orchard Orchard Orchard

Orchard Orchard

Orchard Orchard

Total Total Town of of Town Total Total of of Town of of Town Village of of Village

in in

Revenue in in Revenue

Village Village

ments ments

Receipts, or or Receipts,

Establish-

Sales, Sales,

($1,000) ($1,000)

County County

Establishments Establishments

Sectors Sectors

Erie County County Erie

Receipts, or Revenue Revenue or Receipts,

Erie Erie

Number of of Number Economic Economic Percent of of Percent

Sales, Shipments, Shipments, Sales, Percent of of Percent

Table 2-1. 2-1. Table Economic Sectors in Orchard Park and Erie County (2002) (2002) County Erie and Park Orchard in Sectors Economic

Chapter 2: Economic Base and Context

2-8 2-8 economicniche intheoverallcommunity’s region. Orchard Parkdatainorder toanalyzeandbetter understand the localbusiness In addition,the corresponding datafor ErieCounty hasbeenplacedbeside the ponent asa part ofthe whole economic sector. trade. Eachofthecorresponding tables providethe percentage ofeach com- nomic sectors inOrchardPark—manufacturing, wholesale trade, andretail The following section looks atthe specific components ofthe threelargest eco- Databy Economic 2.3.2 Sector tional servicesjobsinOrchardPark. the westernedgeofTown.Thereis also arelatively highpercentageof educa- mainly tothepresence of RalphWilsonStadium(hometheBuffaloBills)on ment, andrecreationjobs inErieCountyareOrchardPark.This is due StrategicPlan ParkEDC Orchard Manufacturing Manufacturing Total administration) public (except services Other services food and Accommodation recreation and entertainment, Arts, assistance social careand Health Educational services service and remediation management port, waste and sup- Administrative services and technical scientific, Professional, and leasing rental and Real estate Information Retail trade Wholesale trade Economic sector sector Economic

Orchard Park, Orchard 909 -1,216 909 -1,216 Village Village 0-4 33 4-9 3,4 1.3-1.8% 33,249 443-592 343 100-249 20-99 53 73-152 1,000 - 2,499 6.0 - 7.3% 6.0-7.3% 1,000-2,499 73-152 53 2.0-3.0% 10,425 20-99 203-282 183 20-99 110 500-999 610 -1109 35,300 1.7 - 3.1% 1.7-3.1% 6.7-11.3% 35,300 5,451 610-1109 500-999 370-619 250-499 110 120 2.3% 64,793 1,467 1,321 146 2.0-6.0% -24,999 10,000 596 487 3.5% 53,521 1,868 1,734 134 109 25 262 287 12,506 2.3% 2.3% 12,506 287 262 25 1.5-4.0% -24,999 10,000 393 339 54 3.5% 6,078 210 139 71 0 2,114 2,114 57,645 3.7% 3.7% 57,645 2,114 0 2,114 Table 2-2. Employment byEconomic Town outside Town Orchard Park Orchard 7,725 - 8,473 7,725 -8,473 Village Village Number of Employees Employees of Number Orchard Park, Orchard 8,294 - 9,689 8,294 -9,689 Total Town Erie County ErieCounty Town Total 299,968 - 331,465 -331,465 299,968 Sector inOrchard Park (2002) Employment as a as Employment Orchard Park Orchard % of County % ofCounty 2.7 -3.0% Total Total Chapter 2: Economic Base and Context

2-9

100.0% 100.0% Table 2-3. 1,146 1,146 Orchard Park EDCPlan Strategic 100.0% 100.0% Manufacturing Establishments, 2002 2002 Establishments, Manufacturing Town of Orchard Park and Erie County, NY Park and Erie Orchard of Town the 2002 U.S. Economic Census con- 1 2.0 106 9.2 106 1 2.0 0.7 8 0 0.0 0.5 6 1.7 0 0.0 19 1.5 2 4.0 17 0 0.0 0.6 7 2.6 0 0.0 30 1.9 2 4.0 22 12.0 138 1 2.0 1.0 3 6.0 12 3.9 0 0.0 45 5.2 1 2.0 60 3.9 3 6.0 45 1.4 4 8.0 16 1 2.0 10.4 119 5 10.0 4.7 54 5 10.0 1.4 16 3.8 2 4.0 44 3.0 3 6.0 34 9.9 113 1 2.0 4 8.0 12 24.0 235 20.5 20.5 235 24.0 12 50 50 Orchard Park Park Orchard Erie County Number Number Total of % Number Total of % The economic tables utilize data from sector in the Town of Or- per economic number of establishments cerning the of the Village). is inclusive Town in this section data for the chard Park (all clarity availability as well as better greater was chosen due to the This category Total

Type of Manufacturing of Manufacturing Type Establishments Food Machinery Beverage and tobacco products products tobacco and Beverage Textile mills Textile product mills Apparel products allied Leather and Wood products Paper activities support related Printing and products coal Petroleum and Chemical products rubber Plastics and Nonmetallic mineral products metal Primary metal Fabricated products products electronic and Computer com- and appliance, Electrical equipment, ponent equipment Transportation related products and Furniture Miscellaneous

Chapter 2: Economic Base and Context

2-10 2-10 StrategicPlan ParkEDC Orchard Total agents and brokers Wholesale electronic markets, wholesalers Nondurablemerchant goods, salers Durable goods, merchant whole- 2.3.2.2 Wholesale Sector WholesaleSector 2.3.2.2 compared toonlyonepercentofErie County. which makesupfourpercent ofOrchardPark’s manufacturing, of electrical equipment, appliance,and componentmanufacturing Orchard Parkhasarather strongregional presence inthearea Orchard Parkisnearlytwice thatof Inaddition,Erie County. cent ofcomputerandelectronicmanufacturing establishments in Park isconsistent withErie County’sindustrial setting, theper- cated metalproductsand machinerymanufacturing inOrchard of manufacturinginOrchardPark.Whilethepercent offabri- and computerelectronic products arethethree largestareas As shownin Table2-3, fabricated metalproducts, machinery, Sector Manufacturing 2.3.2.1 and security. concerning sales andreceipts iswithheld forreasons ofprivacy of thatdata. Asseeninthe previoustables,muchofthedata percentage the percent inErieCounty,asseenTable2-4. market asapartofthetotal wholesale ismore than doublethe otherhand, thepercent On the omy. of thewholesaleelectronics wholesale, this isa common characteristicof the regional econ- rable merchantgoodscomposethemajorityofOrchard Park’s into thewholesalesector ofOrchardPark’seconomy. Whiledu- The strength inelectronics seen in manufacturing alsocontinues Type ofWholesale Town ofOrchardTown Parkand ErieCounty, NY Wholesale Trade Establishments,2002 Orchard Park No. 69 18 26.1 169 11.8 10 14.5 348 24.4 41 59.4 911 63.8 Town of Town 100.0% Establishments Total No. % of % of 1,428 Erie County Table 2-4 100.0% Total % of % of Chapter 2: Economic Base and Context 2-11 65.6% 34.5% 100.0% 100.0% 100.0% 100.0% 100.0% Table 2-5. — — Orchard Park EDCPlan Strategic 2,266 2,266 3,457 1,191 1,191 Retail Establishments, 2002 65.6% 34.4% 100.0% 100.0% 100.0% 100.0% 100.0% Town of Orchard Park and Erie County, NY County, NY Park and Erie Orchard of Town 8 12.7 191 191 8 12.7 8.4 5.6 128 4 6.3 11.1 252 2 3.2 22.5 509 8 12.7 211 7 11.1 9.3 6.4 146 2 3.2 14.7 334 9 14.3 159 8 12.7 7.0 7 21.2 324 27.2 27.2 324 7 21.2 26.0 310 9 27.3 15 23.8 336 14.8 14.8 336 23.8 15 17 51.5% 17 46.8% 557 63 63 96 33 33 — — Number Number Total of % Number Total of % Town of Orchard Park Park Town of Orchard Erie County dealers and parts Motor vehicle Furniture and home furnishings home furnishings and Furniture stores Electronics and appliance stores stores and appliance Electronics Building material and garden dealers supplies equipment and clothing accessories Clothing and stores and book, hobby, Sporting goods, music stores stores merchandise General retailers store Miscellaneous retailers Non-store Total Retail Trade Total Retail Trade Subtotal, Comparison Goods Goods Subtotal, Comparison of a % Goods as Comparison Total Retail Trade Goods Subtotal, Convenience of a Goods as % Convenience Total Retail Trade Type of Retail Type Establishments Food and beverage stores stores Food and beverage Health and personal care stores stores care Health and personal Gasoline stations Gasoline stations

Chapter 2: Economic Base and Context

2-12 2-12 StrategicPlan ParkEDC Orchard ple whoprovidegoodsviatheinternetorthroughacatalogue. there islarger percentage ofnon-store retailers in OrchardPark.Thesearepeo- centage of Orchard Park’sretailtrade, incomparisontoErieCounty.Inaddition, motor vehicledealersand homefurnishingsuppliers makeuparatherlarge per- comparison retaileconomy serveaspecific items such as food.The dataalsoshowthatcertainelementsOrchardPark’s chase comparison goods suchas furniture than they dotopurchaseconvenience such asmotor vehicles and clothing. Ingeneral, shopperstravel furthertopur- between conveniencegoods,such as foodand gasoline, and comparisongoods, 2.3.2.3 RetailSector 2.3.2.3

In Table2-5, above,theretailsector divided of OrchardPark’seconomy hasbeen

• • • • • • • • • • • • • • • • • The StateofNewYorkidentifiesthe following15 “strategic industries” statewide: ing ofclusters isanimportant ta productivity withwhichcompanies that arepresentinanation orregion. Clustersarise because theyincreasethe ized suppliers, serviceproviders, andassoci Clusters are geographic concentrations ofinterconnected companies, special- Overview 2.3.3.1 Clusters 2.3.3 Industry finds six“industry clusters” inWestern NewYork: The BuffaloNiagaraEnterprise,aregional economic development organization, Agribusiness Advanced manufacturing transportation equipment software andrelatedservices optics &imaging medical technology materials processing industrial machinery &systems forest products industry food processing financial services fashion, apparel andtextiles electronics manufacturing distribution communications &mediaservices business services biotechnology andpharmaceuticals sk for economic development organizations sk for economicdevelopment can compete.Thedevelopmentandupgrad- niche intheregion.Forexample,both ated institutions inaparticular field

Chapter 2: Economic Base and Context 2-13 Orchard Park EDCPlan Strategic

Table 2-6

echnology product/

, and manufacturing services medi- , and manufacturing to Buffalo-Niagara Cluster Life Sciences ent consulting for t for ent consulting re ulcer management products used to to used products management ulcer re sores), and temperature management sys- Companies Located in Orchard Park, 2007 in Orchard Located Companies

oducts to consumers worldwide. worldwide. oducts to consumers

Buffalo-Niagara Enterprise Enterprise Buffalo-Niagara Source: Polymer Conversions, Inc. Polymer 5732Rd. Big Tree www.polymerconversions.com Custom injection molding, mold making and value added services for plastic products including engineeringdesign, and decorating, joining, component as- prototypes and packaging sembly, SciBiz International Dr. Henning 56 www.scibiz.com developm and business marketing Provides Matrx by Midmark by Midmark Matrx Dr. Country Mid 145 www.matrxmedical.com products anesthesia and analgesia, medical, of emergency Provider MINRAD Inc. Dr. 50 Cobham anesthesia and radiology interventional neurosurgery, orthopedics, in Specializes elCON Enterprises 62Wildwood Ln. as well as development and growth their in organizations assists Strategically assist companies to resources external key bringing in Accellent Endoscopy Endoscopy Accellent 3902 California Rd. www.accellent.com development product engineering, Provides companies cal device Inc. Industries Gaymar Dr. Centre 10 www.gaymar.com of pressu manufacturer Medical device ulcers (bed pressure prevent treat and temperatures body patients' regulating for tems marketplace biopharmaceutical the in companies service The Mentholatum Company Inc. The Mentholatum Dr. Sterling 707 www.mentholatum.com pharmaceuti- non-prescription providing company, and wellness health A global healthcare,cal, and cosmetic pr ValueCentric Dr. 11 Cobham www.valuecentric.com phar- to analytics performance and analysis data services, information Provides maceuticalmanufactures and bio technology companies

Chapter 2: Economic Base and Context

2-14 2-14 StrategicPlan ParkEDC Orchard • vanced manufacturing (Enidine).vanced manufacturing one inthelife sciencescluster(Gaymar)andoneinad- ents intheBuffalo-Niagara MetropolitanArea—including manufacturers areonthe listofthe top producers ofpat- above). AsshowninTable2-7,three OrchardPark is wellrepresented inOrchardPark(see Table2-6, equipment forthehealth careindustry. Thissub cluster laboratory, surgical,medical,dental, and ophthalmic The medicalproductssub clusterincludesproducersof Hauptman-Woodward MedicalResearchInstitute. formatics and LifeSciences, UniversityatBuffaloand tute, theNewYorkStateCenterofExcellenceinBioin- cal institutions, including theRoswellParkCancerInsti- of theregion's premierclinicalcare, researchand medi- isa Campus (BNMC)indowntownBuffalo, consortium gion’s lifesciencesindustry, theBuffaloNiagaraMedical maceuticals. Intermsofresearch,the heartofthe re- sub clusters—research, medical products, and phar- The lifesciences industry clustercontains three related batch, and Pfizer Global. lished companies asGlaxoSmithKline, WilsonGreat- nies andresearchinstitutions, including suchestab- 650 medicalindustrycompa- there areapproximately granted eachyear.Withina90-mileradiusofBuffalo number ofscienceand engineering degrees per capita falo Niagararanked4thinthenation in terms ofthe ences degrees annually. Inarecent national report, Buf- 6,500 workers.Regionalinstitutions grant 1,000lifesci- than 130life sciences companies employingsome ment, andbioinformatics.WesternNewYorkhasmore cology, medicaldevices, drugdiscovery anddevelop- Buffalo Niagaraisacenter formolecularmedicine, on- Cluster LifeSciences 2.3.3.2 • • • tourism, hasgreatpotential toexpandinthetown. nificant presence inOrchard Park.Athird,hospitality/ machinery—havesig- vanced manufacturing/industrial Two oftheseindustryclusters—life sciences and ad- Logistics Life Sciences Hospitality/Tourism Back Office Chapter 2: Economic Base and Context 2-15 h 2004 Orchard Park EDCPlan Strategic g Table 2-7 Table 2-7 Total Patents Total 2000 throu2000

Patents by Organization by Patents

Buffalo-Niagara Falls, NY Metropolitan Area Metropolitan Falls, NY Buffalo-Niagara * * * TOTAL

RESEARCH FOUNDATION OF STATE OF NEWUNIVERSITY YORK 51 SAINT-GOBAIN ABRASIVES TECHNOLOGY COMPANYTOTal 12 1,010 123 INC. TECHNOLOGY, PRAXAIR 4 INC. TECHNOLOGIES, DELPHI WILSON GREATBATCH LTD.5 MATTEL INC.678 CORPORATION OCCIDENTAL CHEMICAL 9 INC. ALLIED-SIGNAL HONEYWELL INTERNATIONAL INC. EASTMAN KODAK COMPANY 202 126 123 41 33 73 32 36 1011 MOORE BUSINESS FORMS INC. HEALTH RESEARCH, INCORPORATED1212 COMPANY AND I. DU PONT NEMOURS E. DE 12 MOORE U.S.A. INC.15 MULTISORB TECHNOLOGIES, INC.16 MOORE NORTH AMERICA, INC. INC. MCGARD, 1618 WILSONGREATBATCH INC. TECHNOLOGIES, 19 REICHERT, INC. INDUSTRIES, INC. GAYMAR 20 20 22 CORP. MECHANICAL GENERAL-ELECTRO 20 30 2222 LEICA MICROSYSTEMS INC.22 15 UOP 20 NATIONAL PROPERTIES, GYPSUM LLC2526 19 MANUFACTURING CORPORATION DERRICK 27 ENIDINE INCORPORATED28 TECHNICOR, INC. 20 28 12 ELECTROSYNTHESIS COMPANY, INC. PAUL KRISTEN, INC.28 13 INTERNATIONAL IMAGING MATERIALS, INC. 15 10 11 14 11 7 7 9 11 8 7 Rank Organization Company located in Orchard Park located in Orchard Park Company

*

Source: Prof. Michael Porter, E. Cluster Project, Mapping Institute and for Strategy Competitiveness, Harvard Business School. Chapter 2: Economic Base and Context

2-16 2-16 StrategicPlan ParkEDC Orchard tech equipmenttoproduce itemsfor various use ofhigh-tech processesinthemanufacturing plant. Inother words,it is using high- As definedby ofLabor,“AdvancedManufacturing”isthe theDepartment accelerated Cluster Machinery andIndustrial AdvancedManufacturing 2.3.3.3 • • • • • • • • • • • • • • • • • • • • • The 41OrchardParkcompanies inthis cluster include: manufacturing facilities. is aleader in integrating sophisticated technologies into least 300Master+degrees inengineering yearly.Enidine associates degrees, over400Bachelordegrees, and at workers. WesternNewYorkschools graduate over200 industrial machinery companies employingsome17,400 York hasmorethan575advancedmanufacturingand processing and packagingoffoodstuffs. Western New industrial chemicals, advancedplastics andnew polymers; producers and theirsuppliers; aerospaceanddefense;

Industrial Processing Systems Inc Hydraulic & Motor Control Hesse Industrial Sales Inc Hale Systems Company Of WNY,Inc Graphcon Inc Americas Corp Genius Tools Flow SafeSupplyInc Enidine Incorporated Engineered Lifting Technologies, Inc East Coast Tool &Manufacturing Inc Inc E-Structures, Drive Systems Inc Cobham Holdings Inc Carleton Technologies, Inc Buffalo Industrial Products Applied Fabric Technologies, Inc Amot Controls Corporation Alton AChilcott AirInc Advanced Advan-Tech Manufacturing, Inc

industries.Thisincludesautomotive part • • • • • • • • • • • • • • • • Werth America Inc Transport National Development Inc The Cunningham Co Techleader Tooling Inc Robert Lally R MHeadlee Co Inc R EWilliams CoInc Progentex Inc Products ofAmerica Paratus Industries Pioneer Adhesive Nibsco Supply Inc Niabco-Florida Inc Niabco Equipment AndIndustrial Sales Inc Metrepco Inc Lesco, Jaccard Corporation JH Buscher Inc

The Buffalo-Niagara region region The Buffalo-Niagara degrees per capita granted granted per capita degrees ranks 4th in the nation in in nation in the 4th ranks science and engineering engineering and science terms of the number of number terms ofthe each year. year. each Chapter 2: Economic Base and Context

Land 2-17 Land

Uses

Industrial Industrial

Land

Other Active Vacant Orchard Park EDCPlan Strategic 21.34% 21.3 % 21.3 % of the industrial zoning district is used for is district zoning of the industrial 10.4 % 10.4 % 10.41% Drive, Cobham and Mid County Drive, Road and are currently available for development. for currently available and are Figure 2-1. Land Use Breakdown, Orchard Park I1 zone, 2007 68.3 % 68.3 % 68.25% Only 10.4% of the Town’sthe Only 10.4% of limited inventoryof industrially zoned land is active industrial, with 21.3% available68.3% and used for non-industrial activities. The Town of Orchard Park’s I1 district totals 1,164 acres or 4.7% of the Town’s 24,704 total acres, while active industrial land is only 174 acres, or 0.7% of the Town’s total land. either office, retail, health and technical services, residential, or is vacant (see Figure 2-1). (see Figure or is vacant residential, and technical services, retail, health either office, within manufacturing purposes of land being used for There are currently 16 major parcels total- and size in to 34.5 acres ranging from under an acre the Town and Village combined, properties those The map also identifies Table 2-8) . (See Map 2-3 and ing 173.92 acres I1 district the in use within which are not of which have been sub- some of land, large tracts consist of mostly These vacant parcels of Mid County Road). Vacant to the west properties in parcels (as seen smaller divided into is currently feet. There 2,500 to 1,806,175 square from the I1 district range greatly in size (I1) in Orchard Park’s Industrial for development available land acres of a total of 248.26 total area. I1 district’s of the or 21.34% district, of Orchard Park the Town I1 district in of the outside There are also a number of parcels spe- at three parcels are located Multiple of manufacturing. for purposes which are used of the Town on corner are in the northwest Orchard Park. They throughout locations cific of the Town at its corner at the southwest Village, and the California Road, the west side of border with the Town of Hamburg. The Town’s industrial (I1) zoning district covers about 1,164 acres along US 219 in the US along acres 1,164 covers about zoning district industrial (I1) The Town’s as roads — such a number of secondary accessible by Town. It is of the northeast portion California Road, Centre South Taylor Road, US20, US20A, and and connect major routes, including — which intersect NYS179. There over 10 percent 121acres, just totaling in the I1 district, parcels are 13 active manufacturing zoned area. The remainder of the total industrially Land Use Commercial and 2.4 Industrial and Manufacturing Industrial 2.4.1 Chapter 2: Economic Base and Context

2-18 2-18 StrategicPlan ParkEDC Orchard Map 2-3. Location and Use of Industrially Zoned Land in OrchardPark UseofIndustriallyZonedLandin Map 2-3.Locationand Non IndustrialUses Land Vacant Industrial Industrial Uses (Note: Numbers refer to firms listed in Table(Note: Numbersrefertofirmslistedin 2-8) Industrially Zoned Land in OrchardPark Landin Industrially Zoned Land Use,2007

Chapter 2: Economic Base and Context 2-19 Table 2-8 Table 2-8 Orchard Park EDCPlan Strategic Automotive and aerospace parts and tools ucts isolation and motion control products ments and plastic Fabricated rubber products. Town of Orchard Park, 2007 Park, 2007 Orchard of Town Selected ManufacturingSelected by Location Companies Company Type of Manufacturing Manufacturing of Type Company Manufacturing Industrial machinery Manufacturing Industrial and Murphy Inc Highway construction bell Plastics and electronics North American Carbide North American Pyko Inc (sq. ft.) (sq. ft.)

Address Address Area Parcel Map reference numbers apply to Map 2-3. 6650 E Quaker Street 6650 E Quaker Map

Ref. # Ref. # 1 Drive 50 Cobham 2 Drive 707 Sterling 296,847 3 Oxygen Buffalo 5720 Ellis Road 496,100 Mentholatum Company The 224,976 Pharmaceuticals National Development, Transport Medical gas supply

10 10 Centre Drive 11 10 Cobham Drive 647,541 12 606,110 100 Centre Drive Gaymar Industries Carleton Technologies 13 3875 California Road 693,100 14 Mail-Well Corporation 824,076 145 Mid County Road 15 Medical technology Pneumatic components 75 Bank Street (Village) McGard, LLC 203,715 70,278 Matrx Holdings LLC Printing Holmes 3370 N Benzing Rd Security technology Medical technology Amot Controls Corporation Electrical measuring instru- 4 5732 Big Tree Road 5 3333 California Road 6 305,748 6860 So. Abbott Road 344,829 Polymer Conversions 7 1,535,998 Control Diversified 4222 So. Taylor Road 8 Valley Boston Pottery 279,540 7 Centre Drive Thermoplastic molded prod- BonCraft 9 20 Centre Drive 478,151 Security technology Structural clay products Enidine 218,184 Cur Printing Energy absorption, vibration 16 1 Bank Street (Village) 46,736 3465 California Road PM Plastics Inc Note: Advan-Tech Injection molded plastics

Chapter 2: Economic Base and Context

2-20 2-20 StrategicPlan ParkEDC Orchard 84 Lumber, Taylor Road area. area. Road Taylor 84 Lumber, Listing of Taylor Road businesses. Roadbusinesses. ofTaylor Listing vices. Theyinclude: —building materials andtechnicalTaylor Road ser- California Roadaresimilarbusinessestothose on Continuing northwest acrossWebster Roadandonto of enterprises locatedalong TaylorRoad,including: as alargewelcome sign thatlists a diverse collection Lumber withanadjacent selfstorage facilityaswell US 219(seeMap2-4).Atthiscorner thereisan 84 western boundaryoftheVillageonUS20Aandnear wholesalers. offices, service establishments, contractors,and industrial (I1) useand contains amixofcommercial • • • • CaliforniaRoadsArea Taylor and andService Wholesale 2.4.2 • • • • • • • • • • • • The TaylorandCaliforniaRoadcorridorbegins at the The TaylorandCaliforniaRoadAreaiszonedfor Repp Construction Kern Construction World Wide Stone Inc.(marble andgranite) contractor) Scott D.Humphrey(building masonry supplies) masonry supplies) ofOrchardPark (building/ Thruway Builders Professional LaundrySystems LA Hazard’s(plumbingsupplies) Center Care Mercy Ambulatory Supply NIABCO Equipment Lehigh Construction WNY DialysisCenter National OverheadDoor Lesco Corporation technologies)Matrx (environmental Peter Bruin(collisionrepair) Boncraft Inc.(printing)

Chapter 2: Economic Base and Context 2-21 Orchard Park EDCPlan Strategic (2007) Commercial Land Use Taylor and California Roads AreaTaylor Map 2-4. Taylor andMap 2-4. California Area Roads Offices and Banks California /Taylor Road Area Wholesale and Services

Chapter 2: Economic Base and Context

2-22 2-22 StrategicPlan ParkEDC Orchard 2000 U.S. Census data. Census 2000 U.S. and Expenditure Surveys Consumer Labor Statistics of on2002 Bureau based is analysis The 2004. Institute, andTraining Employment Wisconsin-Milwaukee of University Source: aeois$2,5,3 $3,104,378 $37,200 $123,057,537 $165,852 $1,474,612 $93,311 $6,574,371 $3,698,861 $87,816 $57,167 $3,481,042 $104,418 $20,482 $2,266,098 $4,139,116 categories $811,902 Total for 16 $155,032 $16,946 $62,694 commodities Home repair $48,886 Personal products $6,145,461 $671,740 $2,485,195 supplies $32,118 Housekeeping $173,591 $1,937,825 drugs andsupplies Non-prescription $1,273,167 $442,783 $6,881,146 household equipment Miscellaneous $17,551,917 and software Computer hardware housewares Small appliancesand $1,131,114 $474,968 Major appliances Floor coverings $44,837,359 Furniture $18,827,725 Household textiles CDs, tapes Audio equipment, tapes disks Television equipment, services Apparel andrelated Food away fromhome Food atHome Category Expenditure pages below. description of thecommunity’sshopping areasfollows onthe two storesthe sizeofthe Topsstore inEastAurora.A 110,000 to130,000 grosssquarefeet ofsupermarketspaceor purchasing power. Foodathomesalesalonewould support As shownbelowinTable2-9,OrchardParkhas considerable 2.4.3 Retail Retail Purchasing Power Profile, Orchard Park, NY Park, Orchard Profile, Power Purchasing Retail Est. Annual Expenditures Zip Code14127 Expeditures per SquareMile Table 2-9

Chapter 2: Economic Base and Context 2-23 Orchard Park EDCOrchard Strategic Plan The commercial : Along North Buffalo Street (NYS : Along North Buffalo Street (NYS The historic commercial heart of Orchard heart of The historic commercial : The growing shopping district located at district located : The growing shopping

Southwestern Corners: Boulevard/Five U.S. Route with NYS corridor along 20 near its intersection 179 and NYS 240. Milestrip Road of US 219. Road (NYS 179) interchange the Milestrip Park, located in the center of the Village at the “Four Cor- “Four of the Village at the center in the Park, located Street (NYS 240)Buffalo of and ners,” the intersection 20A).Quaker Street (US North Buffalo Street and Southwestern Boulevard 240) between the Village Village Center: Village Center: Local businesses at the Village of Orchard Park’s “Four Corners”. The Village Center (NYS 20A) andThe intersection of Quaker Street Street Buffalo (NYS 240) — commonly Four Corners —forms the known as (see Map 2-6). The Village Center concentration center of this of- Village government to a number of Town and is also home Post Office,U.S. Middle School, and the Park fices, the Orchard employment and draw potential shop- which provide sources of mainly Village Center are in the Businesses district. pers into the small, locally owned, and Many are specialized. in de- housed minimum with a setback from the tached mixed use structures sidewalk. • • • • defined concentrations, Town’s retail the analyzes This section in located and service establishments of retail stores as clusters village cen- a traditional location such as geographic a specific on Map 2-5, As shown center. or shopping ter, an intersection, areas commer- of concentrated four primary Orchard Park has cial activity: Chapter 2: Economic Base and Context

2-24 2-24 Plan Strategic Orchard ParkEDC Milestrip Road Retail and Services and Services Retail Commercial Concentrations Concentrations Commercial Office andBanks Map 2-5. Commercial Activity in OrchardPark,NY(2007) CommercialActivityin Map 2-5. Orchard Park,NY (2007) Commercial LandUse Concentrations of North BuffaloStreet Village Center Boulevard/Five Southwestern Corners Corners Chapter 2: Economic Base and Context 2-25 Orchard Park EDCOrchard Strategic Plan Quaker Country Home Furnishings Country Quaker occupies one of the Village Center’s unique buildings. Sidewalks of North Buffalo St. Sidewalks

Joe’s Barber Joe’s Barber Park Salon Salon Patrick Joseph Salon Sass Law Offices of Bender and Paul Canestrari Insurance Agency G.E. Commercial Finance Morgan Stanley Realty USA National Property Management Accents Lemon Tree Gift Shop Al Hemer Music Quaker Country Home Furnishings FurnishingsW.G. Arthur’s Hardware and Home Lamplight Gallery and Frames In-Style Boutique Jewelers Studio Runner’s Roost Village Togs Mangia David’s Grille Exquisite Taste Cinco de Mayo Jemiolio’s Village Brew House Two Sisters Neighborhood Services: Miscellaneous Shopping Goods Stores: Goods Shopping Miscellaneous Eating and Drinking Places: Places: Eating and Drinking the fall within in this area of businesses The majority eating and accessories, and apparel of categories mis- furnishings, and home furniture places, drinking neighborhood stores, and shopping goods cellaneous in the is a sampling of businesses services. Below Village Center: Apparel and Accessories: Furniture and Home Furnishings: Home Furnishings: Furniture and Chapter 2: Economic Base and Context

2-26 2-26 Plan Strategic Orchard ParkEDC Retail and Services and Services Retail Village Center Area Area Center Village Office andBanks Map 2-6.TheVillageCenterofOrchardPark Commercial LandUse Village Center(2007) Chapter 2: Economic Base and Context 2-27 Orchard Park EDCOrchard Strategic Plan of residences converted into of residences converted

Saville’s, an Orchard Park fixture since 1952. North Buffalo Street business in a converted residence. and lar- centers, plazas, There are also a number of shopping is most recent addition this strip. The along ger office buildings North Buffalo Street, on a center at 3995-4005 the shopping farm market. The center contains specialized site of a former 53,000- and the a restaurant/café retail (mainly clothing), Buffalo Street former grocery store at 4050 North square-foot new home of the Orchard Park Veterinary Medi-that is now the cal Center. and Outdoor Saville’s Florist The family owned and operated Power Equipment. Saville’s in business since 1952, Florist, plants in the green- arrangements and grows prepares floral Equipmenthouses. Saville’s Outdoor Power been has also serving Western New York for over 30 years. Street North Buffalo 240) between Street (NYS of North Buffalo The stretch the Vil- in mixed use corridor an interesting Five Corners, is lage and Street North Buffalo (see Map 2-7). of Orchard Park the Town a primarily by is characterized variety of multi-purpose struc- number a large tures, especially businesses. businesses. Chapter 2: Economic Base and Context

2-28 2-28 Plan Strategic Orchard ParkEDC Retail and Services and Services Retail Office andBanks North Buffalo Street Corridor Corridor North BuffaloStreet North BuffaloStreet(2007) Map 2-7.NorthBuffaloStreetCorridor Commercial LandUse Chapter 2: Economic Base and Context 2-29 Orchard Park EDCOrchard Strategic Plan Furniture is one of Orchard Park’s retail niches.

Chico’s The Loft Talbot Independent Funding Funding Independent Michael’s Studio The Executive Center Attorney Susan S. Hogan The Clothes Horse The Clothes Horse Jos. A. Bank Capelli’s Panera Bread Rix Home and Office Unfinished Furniture and Gallery Rider’s Frames Invisible Fence Shanor Lighting Rite-Aide Drugstore Rite-Aide Drugstore and Equipment Saville’s Florist Eating and Drinking Places: Home Furnishings: Furniture and Convenience Goods: Miscellaneous Neighborhood Services: A new mixedA new retail and service center at 3995 North Buffalo Street. fall mainly Buffalo Street along North Businesses eat- accessories, and of apparel categories within the home furnish- furniture and places, drinking ing and goods, and convenience ings, miscellaneous is A representative listing services. neighborhood found below: Apparel and Accessories: Chapter 2: Economic Base and Context

2-30 2-30 Plan Strategic Orchard ParkEDC scape. stantly changingretailland- unique ambienceinacon- establishment retainsits noisseurs, thislocally-owned residents andfrankfurtercon- Corners. A favoriteoflocal the southeastcornerofFive beenafixtureon Red Hotshas dog stand.Since1949,Taffy’s the FiveCornersisTaffy’s hot chains whichpredominateat An exceptiontothenational at the Five Corners. Corners. at theFive sitsunchanged Hots, Red favorite,Taffy’s local A long-time fic onthemajorarterials. the surrounding retail stores as well as drive-bytraf- other convenienceretailersservebothpatrons of hood services.Fast-food retailers,gas stations, and miscellaneous convenience goods, and neighbor- ture andhomefurnishings,general merchandise, ware, eatinganddrinking places,food stores,furni- of auto-related trade,buildingmaterialsandhard- Corners fall Blvd. /Five mainly withinthecategories 179 andNYS240.Businessesalong Southwestern of OrchardPark,nearits convergencewithNYS 20intheTown commercial activityalongU.S.Route mile corridorping districtisanapproximately2.5 of Corners shop- The SouthwesternBoulevard/Five Boulevard/FiveCorners Southwestern with one-stop shoppingfor newandusedvehicles. suppliers. The district provides regionalcustomers now oneofWesternNew York’slargest auto- tween bothedgesofSouthwestern Boulevardandis be- Mall hasgrownintoapproximately37acres locate inthe areaabout 20 yearsago.The Auto- Road andMilestripRoad. Vehicledealers started to chard Park between theintersections ofWebster along SouthwesternBoulevardintheTownofOr- vehicle sales district(“auto-mall”) TheAuto-mallsits cludes aprominent retailniche—the OrchardPark Corners areain- The SouthwesternBoulevard/Five The Auto-Mall

Chapter 2: Economic Base and Context 2-31 Orchard Park EDCOrchard Strategic Plan

ulevard /Five Corners Area Corners Area ulevard /Five (2007) Commercial Land Use Southwestern Blvd/Five Corners

Five Corners Map 2-8. Southwestern Bo Southwestern Map 2-8. Auto-Mall Southwestern Corridor Corridor Southwestern Office and Banks Retail and Services

Chapter 2: Economic Base and Context

2-32 2-32 Plan Strategic Orchard ParkEDC The Auto-Mall in Orchard Park is approximately 37 acres dealerships along US 20. US20. along acresdealerships 37 isapproximately OrchardPark Auto-Mallin The Delta Sonic (gas andcar wash) Valvoline (oilchange) Avis (carrental) Vehicle Service Orchard ParkHarleyDavidson Towne AutomotiveGroup West HerrAutomotiveGroup Saturn ofOrchardPark Jim BallPontiacBuickGMC Vehicle Sales Businesses, 2007 Auto-Mall Orchard Park Table 2-10 Autohaus SouthVolkswagen Towne Hyundai Towne Hyundai West HerrNissan West HerrToyota West HerrSubaru West HerrChevrolet West HerrDodge Towne Ford

Other RetailActivity percent). town’s sharesales ofall ofCountyretail goods(5.8 vehiclesalesismorethan doublethetywide motor share.) OrchardPark’s14.1 percent share ofCoun- lion insales in 2002,had a22.2percentmarket vehicle sales countywide.(Amherst,with$615mil- $552 million insales2002, 14.1percent oftotal herst). OrchardPark’sAuto-Mall hadmorethan sales districts inErieCounty(theotherisAm- chard Parkishometooneofthetwomajorvehicle tic forauto-salesinErie County is14.8percent. Or- chard Parkis24.6 percent,whilethe samestatis- percent auto-sales oftotal sales in the TownofOr- According to the2002U.S.EconomicCensus, York, islocated onSouthwesternBoulevard. one ofthelargest furniture dealersin WesternNew Flannigan, and Top’ssupermarket.Raymour store anchored byaLowe’shome improvement Southwestern BlvdatFiveCorners.Crossroads is shopping center, knownasCrossroads Centre,on The districtisalsohome toalargecommunity

Chapter 2: Economic Base and Context 2-33 Orchard Park EDCOrchard Strategic Plan

Steinmart Poolmart Dollar Galaxy Miscellaneous Shopping Goods : Custom Carpet Raymour and Flanigan General Merchandise: Building Materials and Hardware: Lowe’s Furniture and Home Furnishings: Table 2-11 Southwestern Boulevard/Five Corners Comparison Goods Stores Commercial development at Five Corners in the of Orchard Park Town Raymour and Flannigan furniture on US store 20 auto dealers, the the include District anchors in Ta- listed stores larger comparison goods Tops supermarket. the ble 2-11and

Chapter 2: Economic Base and Context

2-34 2-34 Plan Strategic Orchard ParkEDC ments. wide rangeofconveniencegoodsand serviceestablish- Southwestern Boulevard/FiveCornersareaattractivetoa As shownin Table2-12, itsaccessible location makes the Neighborhood Services: Miscellaneous ConvenienceGoods: Food Stores: Eating andDrinkingPlaces: Convenience GoodsandServicesEstablishments Boulevard/FiveCornersArea Southwestern Table 2-12 Cardsmart Allstate Insurance Colortech Blockbuster Video Orchard ParkGardens Colonial WineandSpirits Zebb’s Wendy’s Tim Horton’s Taffy’s RedHots Moe’s SouthwestGrill Mighty Taco McDonalds Denny’s Arby’s Tops Supermarket Cingular The UPSStore Total Tan SuperCuts Gamestop

Chapter 2: Economic Base and Context 2-35 Orchard Park EDCOrchard Strategic Plan Quaker Crossing is part of the “McKinley Mall” retail submarket—one of six sub- markets in Western New York tracked by CB Richard Ellis. The primary trade area for the McKinley submarket includes Blasdell, East Hamburg, Elma, Aurora, Lackawanna, OrchardPark, and West Seneca.The McKinley submarket had an inventory of 5.05 million square feet of retail space in 2005-06, just behind the Boulevard Mall (5.23 million) and Galleria Mall (5.21 mil- lion) submarkets. The va- cancy rate in 2005-06 was 13.8 percent, which com- parestolow 6 percent a of in Quaker Crossing , Milestrip Rd. The Deal- The , an internet- Crossing The Quaker is the fo- Retail Center concen- cal point of this just tration. Its location, Milestrip west of the Road (NYS inter- 179) change of US 219, easily makes the center automo- accessible by bile to communities from the metropolitan area and the rural towns to the south (see Map 2-9). Milestrip Road and other arte- ac- rials also provide from costumers cess to the west (Hamburg) and east (Aurora). Ac- cording to makers data based retail market source, the demographics which attractive make the site in- retail for regional of clude a population approximately 490,000 an aver- residents with income age household of $41,000 living within inter- 10 miles of the change.

PetSmart PetSmart Borders First Niagara Bank First Niagara Ashley Furniture Orville’s (appliances) Oreck Marshalls Famous Footwear Target Kohl’s Footlocker Red Robin Red Robin International House of Pancakes Premier Wine and Spirits Premier Wine and General Retail Miscellaneous Shopping Goods Goods Shopping Miscellaneous Furniture and Home Furnishings Furniture and Apparel and Accessories Apparel and Accessories Misc. Convenience Goods Neighborhood Services Eating and Drinking Places Places Eating and Drinking Table 2-13 Table 2-13 Area 219 Road/US Milestrip Retail Establishments Quaker Crossing is a regional retail super center that is part super center Quaker Crossing retail is a regional of commercial activity along Milestrip Road, of a corridor big box with Blasdell’s McKinley Mall and other connecting by two major general retailers. Anchored retail department Regal Cinemas, its and Kohl’s — and the stores — Target It also chain stores. retail and regional contains national a movie theatre and Busi- complex. houses restaurants accessory apparel and Crossing include nesses at Quaker home fur- and drinking places, furniture and stores, eating convenience goods, miscellaneous retail, general nishings, and neighborhood stores, goods shopping miscellaneous services. 219 Area Road/US Milestrip Chapter 2: Economic Base and Context

2-36 2-36 Plan Strategic Orchard ParkEDC Retail and Services and Services Retail Milestrip Rd./US 219 Area 219 Area Milestrip Rd./US Office andBanks MilestripRd/US219 Area Commercial LandUse Map 2-9. Milestrip Road /US 219 Area Area 219 /US Road Milestrip Map 2-9. Chapter 2: Economic Base and Context 2-37 9.5% 9.5% Orchard Park EDCOrchard Strategic Plan Percent of District District of Percent that is Available Land Land Available is that 108.1 108.1 (Acres) (Acres) Land in District Area of Available Available of Area 24.3 3.3 3.3 24.3 13.7% 194.3 52.7 52.7 194.3 27.1% 50.7 814.2 6.2% 1.4 109.3 1.2% 1,142.0 1,142.0 (Acres) (Acres) of District Total Area ) data obtained from the Town of from the ) data obtained equire rezoning measures. As Table 8 measures. As Table rezoning equire premises

supermarkets. supermarkets. business centers. business centers. stable, riding centers. auto service stations, car car stations, auto service By Special Permit: Motels, beryards and warehouses. warehouses. and beryards Contractor equipment, and and Contractor equipment, vided) No special exception exception special vided) No uses. Prohibited uses:Auto uses. Prohibited dealers serviceand stations, storage, outside restaurants, washes, pet boarding, public public washes, boarding, pet vided), shopping centers and and shopping centers vided), Medical, private,Medical, professional Indoor amusements, hospital, hospital, amusements, Indoor industry, professional offices, industry, professional sonal services (examples pro- per- and retail theatres, movie (examples services sonal nursing home, retail or service or retail nursing home, Manufacturing, assembly, light light assembly, Manufacturing, establishments (examples pro- (examples establishments Outside storage and parking in in parking and storage Outside hospitals, nursing homes, lum- homes, hospitals, nursing nursing home, hotels & motels, motels, hotels & nursinghome, By Special Use Permit: All f ran- Beauty care, shop, day hospital, chised dealers and showrooms, showrooms, chised and dealers parking in front of promises, and frontpromises, and of in parking

and public offices, retail compris- retail offices, public and floor total lessing of the 1/3 than exception uses. special area. No B4 B4 B3 B3 B2 B2 B1 B1 Table 2-14. Commercial land and availability in the Town of Orchard Park, 2007 Total Zoning Code AllowableUses Orchard Park Engineering Department.. use classi- Orchard Park Engineering According to the land office) the Town Assessor’s to each parcel by (assigned code fication Park that are available for in Orchard 391 acres of land there are currently the availability of commercially- with contrasts This commercial use. zoning map. the current official on the town’s shown zoned vacant land parcels are zoned zoning map, approximatelyacres of those vacant 108 for commercial of these vacant means that the development use. This many cases, r parcels would, in that is percent) of land in Orchard Park (or 9.5 acres shows, only 108.1 The table also shows is available. for commercial use currently zoned of the greatest area and B2 provide designated as B1 districts that zoning uses the allowable be noted that Yet, it should land for commercial use. of space less amount require a considerably within B3 and B4 districts per- the districts with the largest than those in B1 and B2. Interestingly, opposite and B4, which represent the are B1 land centage of available spectrum. extremes of Orchard Park’s commercial land use Land of Commercial Availability on 2007 is based land availability commercial analysis of The following System (GIS Information Geographic Chapter 2: Economic Base and Context

2-38 2-38 Plan Strategic Orchard ParkEDC Map 2-10. Properties Available for Commercial Development in Orchard Park Orchard in Development Commercial for Available Properties Map 2-10. commercial zones Vacant land in Available Commercial Land Orchard Park,NY (2007) Chapter 2: Economic Base and Context 2-39 Orchard Park EDCOrchard Strategic Plan th a variety of interests. of interests. th a variety ic, recreational, scenic, and gh Depot Park in Orchard Buffalo Rochester & Pittsbur The extensive cultural, histor The extensive Orchard of and Village Town the of resources natural York New Scenic Park are documented in the Western Byway Nomination Study and are summarized below. of capable are and natural assets These cultural wi audiences diverse attracting are of interest amount greatest the attract that Features village/ of a be used as the “anchors” can that those plan. development tourism town/regional 2.5 Tourism Development Potential Potential Development 2.5 Tourism new commercial for de- very little land available There is infra- existing due to its dense in the Village, velopment commercial of vacant larger concentrations The structure. Town. of the portion located in the northeastern land are within existing con- Many of the vacant parcels are Town’s the in and around especially and corridors, centrations — the largest being 44 Quaker Crossing Five Corners and Southwestern Blvd owned by Drive, off of acres on Sterling Commerce. the Orchard Park Chapter 2: Economic Base and Context

2-40 2-40 Stadium C.Wilson Ralph Park Ridge CasinoatChestnut The Plan Strategic Orchard ParkEDC

closed. chutes havefallenintodisrepair and are now nately, theoncehighlypopular tobogganing all theparksownedbyErieCounty.Unfortu- Ridge isthe largest and most heavilyutilized of available fromthetobogganinghill. Chestnut for theoutstanding viewoftheCityBuffalo burning fireplace. Visitors totheparkalsocome and historic casino completewitha huge wood ple flocktothe parkforits beginnerskislopes its highest usage inthe whenpeo- winter months, parks. ChestnutRidgeisopenyear-round,with tures aremade,itisthe oldestofthe ErieCounty out thearea, andfromwhichmanyparkstruc- great chestnut treesthat once toweredthrough- afterthe quired byErieCountyin1926.Named Falls”) and60 milesofscenictrails.It wasac- Flame natural phenomenon namedthe“Eternal ravines withsteepwaterfalls(such astheunique rounded byacresofcurved anddeeply-carved Agency (WPA)depressionerabuildings,sur- is adelightful combinationofWorksProgress area –servingbothlocal andregional visitors.It beautiful acres, isthe largest parkspace inthe Chestnut RidgePark games inatypical year. games, morethan800, With seasonand pre-seasonBillshome 11 the top quarter forNFL stadium attendance. 73,000 fanspergame,whichputthestadiumin Attendancethe country. in2003averaged seat stadium isthesixthlargest NFLstadiumin andnational attraction.regional 74,000- The recreational/professional sports facility that isa Bills, Buffalo (NFL’s) League’s Football National tothe Home Sports and Recreation Recreation and Sports Ralph C.WilsonStadium , comprisedofabout1,213 000 fans attend Bills 000 fansattendBills

is a private is aprivate Chapter 2: Economic Base and Context 2-41 Orchard Park EDCOrchard Strategic Plan The historic landscape Park of the Orchard ClubCountry 1871 Bicycle, Pedaling History Bicycle Museum

of-

sites, a private a private

is holds four con- holds Quaker ub , which draws visitors , , to showcase the downtown- is located in the Jolls Home built in is located in the Jolls Home built Pedaling History Bicycle Museum Orchard Park Historical Society Orchard Park Historical Society Mu- Orchard Park Symphony Orchard Park Country Cl Park Orchard fers visitors a collection of antique bicycles collection a fers visitors from around the world. train depot, and Jolls Mansion (listed on the Jolls Mansion (listed and train depot, Places). National Register of Historic from around the region each September. from around the region each Each July, the Chamber of Commerce hosts Quaker Days Orchard Park also has many festivals Orchard Park also has year: The largest is the throughout the Quaker Arts Festival event fea- shopping district. The multi-day entertainment, street sales, tures sidewalk and food vendors. Historic buildings, including Historic buildings, including The The seum of the one 1870 by Ambrose Johnson; it is in architecture best examples of Italianate the region.

Performing Arts Groups The each year, School auditorium Middle certs at the during the summer as concert plus one outdoor part of the Quaker Pavilion series. Special Events

membership club that offers an 18-hole golf golf an 18-hole membership club that offers a year- courts, tennis a swimming pool, course, full dining and events, of special round roster by renowned Designed facilities. and catering in 1916, the Travis designer Walter golf course and a is beautifully landscaped golf course and makesprominent visual an espe- amenity point to the historic village, entry cially scenic the 277. 240 and from the 219, the Attractions • • • • • The

StrategicPlan ParkEDC Orchard Blank page. Chapter 3: Strategic Considerations

3-1 Orchard Park EDCPlan Strategic the Orchard Park economy today the Orchard Park in terms hs, limitations or weaknesses inherent in hs, limitations or The comments taken from the on the following pages were recorded the observations of the individual brainstorming sessions and reflect community commentators, members business including of the broader the points raised in Section 3.2.2, As such, and other stakeholders. the Input” are presented to inform OPEDC “Stakeholder of stakeholder of the OPEDC or the but do not represent the conclusions perceptions, perceptions community stakeholder distinguish as a whole. To further below, has been italicized. Section 3.2.2, from OPEDC findings, 3.1: METHODOLOGY METHODOLOGY 3.1: Chapter 3: Strategic Considerations Considerations 3: Strategic Chapter Whereas Chapter 2 provides a snapshot of Whereas Chapter this chapter repre- economy, to the regional its relationship composition, and of size, that economy. fostered which together to understand the factors sents an effort Orchard include as “Strategic Considerations,” study in this to referred These factors, strengt or assets Park’s physical and social pursued, and threats the community, which have not been fully potential opportunities fromeconomy outside forces beyond the community’sto the local control. under- involves listening to and considerations The process of identifying strategic not, af- or they are based in fact Perceptions, whether perceptions. standing peoples’ take expand a business, to locate or as where such decisions fect behavior, including of strategic considera- discussion that the to note is important It shopping. a job, or go to ascertain whether to individuals or attempt comments not attribute does tions below the comments are factual. findings represent the effort and does not reflects a brainstorming chapter This entire of OPEDC (see box, below).

Chapter 3. Strategic Considerations / Stakeholder Input

3-2 StrategicPlan ParkEDC Orchard

3.2.1: TheProcess:Id STRATEGIC3.2: CONSIDERATIONS output ofthese meetings is summarizedbelow. ment anddefineavision of howtheorganization shouldoperate inthefuture. The specifically to helpthegroup review,reassess, and confirmorrefineitsmission state- The output gathered helpedtoguide theOPEDCindevelopingstrategic plan, the meeting. to thecommunitywasevidencedbyhighlevelofattendance andparticipationat includedomy. Attendees 25OrchardParkbusinessleaders. Thelevel of commitment the businessclimatein Orchard Parkis base ofthetown. learnhow Arelatedpurpose of themeeting wasfortheOPEDCto threatstotheneeds particularlythose economic OPEDC, and that couldbe servedby The meetingswereheld to discuss economic development opportunities, unmet the meeting. 22, 2007.In addition, UDPstaffheldinterviewswithstakeholders unableto attend Orchard Park’s many of business leaders, onMay atthe Orchard ParkCountryClub holders and strategic partners. OPEDChostedthissecond meeting, attendedby Committee Park EconomicDevelopment Design Project(UDP)facilitated two brainstormingsessions—one withtheOrchard To assistin the identificationofissues relatedto theUrban economicdevelopment, entifying theIssues perceived bystakeholdersinthe localecon- (OPEDC) aloneandonewithinvitedstake-

Chapter 3: Strategic Considerations / Stakeholder Input

3-3 Orchard Park EDCPlan Strategic stimulates commercial and industrial stimulates commercial All opinions expressed by OPEDC and the broader by expressed members All opinions It is noted that chapter. are presented in this group stakeholder one another and not all conflict with of these opinions some OPEDC recommendationsor included in by the are endorsed the OPEDC Strategic Plan.

The residents of the Town of Orchard Park have high educational attainments. attainments. high educational of the Town of Orchard Park have The residents workforce. and talented a strong has created attainment This educational higher of Orchard Park have the residents why one of the reasons This is also compared to the surrounding region. average incomes rate, a relatively low crime It has stable community. safe and Orchard Park is a quality housing. and abundant good tenure, long homeownership Ralph Wilson Stadium, a regional attraction, brings tens of thousands of visitors to visitors of tens of thousands brings a regional attraction, Stadium, Ralph Wilson and other events. Bills games Orchard Park for Buffalo activity. scale economic small a center for Orchard Park Village is The historic The Town of Orchard Park is a regional economic hub. Access to US 219 helps hub. Access economic The Town of Orchard Park is a regional access This capture regional expenditures. development. Attractions

• • • • • • • 3.2.2.1: Strengths Town and the characteristics of as the salient group the Strengths were defined to Stakeholder the communityto investors. makes attractive Village of Orchard Park that below: presented are perceptions Easily Accessible Location

and weak- strengths asked to identify sessions were in the brainstorming Participants and the economy, to strengthen Park economy, opportunities Orchard nesses of the while encountered they have that economic community’s well-being threats to the input as to to provide also asked were Orchard Park. They business in conducting the busi- recommendations would improve for OPEDC and other felt that they actions All comments editorial ness climate. been paraphrased without that were given have includes all This section into commoncomments and grouped themes. headings and committee members,individual represen- business community by opinions expressed above. described sessions in the stakeholders other tatives, and Input3.2.2: Stakeholder Socioeconomic Characteristics Chapter 3. Strategic Considerations / Stakeholder Input

3-4 StrategicPlan ParkEDC Orchard

• The Community • • • • • Visual Character • • • • • Specific EconomicStrengths • • • • Municipal Servicesand Infrastructure • • •

Orchard Park. in recentyears. Thereiscurrentlya high techindustrial medical corridor within marketThe forindustrialdevelopment hasbeen gaining interest inOrchard Park College havethepotentialforprovidingandstrengthening the localworkforce. Local educational institutions, includingBryant&StrattonandErieCommunity stability inthe localeconomy. There isrelatively long term ownershiponproperties.Thisgenerates asense of and corporate enterprises areastrong partofthe community. The historic Orchard ParkVillageis a centerforlocal commercial activity. Banks Orchard Parkhasastrong localeconomy. Orchard Parkisthefirst Town intheareatoprovidefiberopticservices. Orchard Parkhasavery goodpublicschool system. All municipal employees arehard-workingandresponsive. These servicesmake theTownagoodplacetoliveanddobusiness. Orchard Parkprovidesquality public services toits residents and businesses. There isaverystrongsenseofcommunitythroughoutthetown. Orchard Parkisperceived asthe“community ofchoice” Southtowns. forthe Orchard Parkisa social and cultural hub intheregion. structure. The TownandVillagedo agreatjobmaintaining asolidpublic andprivate infra- Development withinthe QuakerIndustrialCenter isalso aesthetically pleasing. The 4-CornersVillage Center iswellkeptand visually pleasing. A strictdevelopment processbringsabout highqualitydevelopment. approval The southern partof the Town hasbeenableto maintain astrongruralcharacter. Orchard Parkiswell landscaped and veryclean.

Chapter 3: Strategic Considerations / Stakeholder Input

3-5 Orchard Park EDCPlan Strategic

portation system to bring in a regional to bring in a system portation

The same due diligence required by the Town to maintain a high quality of devel- Town to maintain a high quality of the due required by diligence The same development. to future can also be a deterrent opment pull anti-growth. The push and as being The Town of Orchard Park is perceived Park. conflicts in Orchard of growth and anti-growth supporters leads to internal of smart growth. acknowledgement There has also been little work force. work force. Retain- succeed. unable to been have businesses small Many of Orchard Park’s difficult. is also becoming workforce ing a strong local governments, Orchard Park, cooperation among of regional There is a lack issues. and other these could help address and regional agencies that There is no Orchard Park Industrial Development Agency (IDA) Agency (IDA) Development Park Industrial Orchard There is no town the land in of industrial There is a lack and the town retailers throughout for properties rental of affordable There is a lack Village Center. There is a lack of recreational opportunities for youth in the area. youth in the area. for opportunities of recreational There is a lack ages. for all recreation which can provide arts center, performing There is no trans public sufficient regional a There lacks may be which of Orchard Park the Village spaces There is also a lack of parking hurting businesses there. There is no centralized grocery store for people to go shopping. to go shopping. for people grocery store centralized There is no or visitors. accommodate that can hotel tourist There is no health care for the Town’s to provide service group There is no large medical needs.

Commentators felt that there are several missing uses and amenities that would im- that amenities uses and Commentatorsare several missing that there felt below: are listed of Orchard Park. These economy of life and prove the quality

Municipal Government Municipal • • Orchard Park’s Business Climate • • • and Commercial Land of Industrial Limited Availability • • What is Missing • • • • • • • Weaknesses 3.2.2.2: of the to comment for purposes defined on weaknesses, were asked Participants in improved to be need that Town and Village of the characteristics internal study as are perceptions investors. Stakeholder attractive to Orchard Park order to make more paragraphs. following the presented in Chapter 3. Strategic Considerations / Stakeholder Input

3-6 StrategicPlan ParkEDC Orchard

• Enhance OrchardPark’sStrengths implemented, couldstrengthen OrchardPark’s economy. ment opportunities,defined aspotential characteristics oractions that, ifpursuedor The groupwasaskedto identify and discuss their thoughtson economic develop- 3.2.2.3: Opportunities bury canbe used as precedents for Orchard Park. for thetown.Smart growthprecedents from Springs,Ithaca,and Saratoga Queens- Orchard Parkshould come toaconsensus about whattypeofdevelopment is“smart” Define “SmartGrowth”for Orchard Park • • Build Partnerships • • Develop Tourism purposes. vacantbuildings inthe Some ofthe townshould beadaptively reusedfor industrial Ensure thatAdequateLandisAvailable chard Park. centives can beprovided tobusinessesthatarebetter forthe businesses and Or- entrepreneurship canbe promoted throughsubsidiesto small businessowners. In- risksof starting abusinessThe immediate in OrchardPark should bereduced. Local Encourage Innovation •

chard Park accomplish itseconomic development goalsquicker. agencies (such astheErie CountyIndustrial Development Agency)can help Or- and organizations(such Scenic Byway) asthosein the WNYSouthtowns or Creating strongerrelationships and strategic alliances withregional municipalities mately 2,000employees inthework force). sional talentAuto TechnologyCenter inOrchardPark(ECC hasputapproxi- Working with andbetweenexisting educational institutions canhelpretainprofes- deals withits fiscal crisis. possibility of obtainingthe parkfromErie Countycanbepursuedasthe County Chestnut RidgeParkcan beutilized betterforrecreationpurposes aswell. The as somemulti-use trailforrecreation formof and transportation. The historic path ofthe Buffalo, Rochester,and Pittsburgh rail line can be reused character of the TownandVillageCenter is one way toutilizeexisting assets. makemore attractivetobusinesses.Developingwould withinthe thetown distinct Orchard Park’s assetscanbeproperlyusedto improve existinginfrastructure that country. Thiscanhelpattract newdevelopmentfrom outsideoftheregion. can beincluded inpublicationsthat feature developable industrial sitesacross the strengths that OrchardParkprovides itsresidents andbusinesses.OrchardPark The OPEDCcandiscover andpracticenewwaysofpromoting theunique

Chapter 3: Strategic Considerations / Stakeholder Input

3-7 Orchard Park EDCPlan Strategic

Encroaching development and the loss of small businesses was also seen as a seen was also businesses of small and the loss development Encroaching value. aesthetic threat to Orchard Park’s The poor state of the Erie County budget is limiting the potential for economic for economic the potential is limiting of the Erie County budget The poor state growth in Orchard Park. scenic Orchard Park’s protect designed to sensitively Manufacturing should be character. There are no Empire Zones in Orchard Park, unlike the surrounding region, caus- Park, unlike the Zones in Orchard There are no Empire County Industrial Development by the Erie overlooked ing the Town to be often Agency. in the Park a disadvantage gives Orchard A high New York State tax structure for attracting industry. national competition The loss of small local businesses due to corporate developments threatens the developments to corporate due local businesses small The loss of well-being. community’s economic overall costs unreasonable Park bring processes in Orchard The extensive due diligence upon developers. Development pressures from the north and west, threaten the unique “small-town” unique “small-town” the north and west, threaten the pressures from Development business community. Orchard Park’s character of

• • Erosion of the Visual Quality • • • • High Costs • Threats to Small-Business Threats to Small-Business • Threats 3.2.2.4: what they see presented regarding are of participants the perceptions In this section, were study, threats economy. of the For the purposes Park’s Orchard as threats to outside economy. weaken the local that the community might from defined as things Chapter 3. Strategic Considerations / Stakeholder Input

3-8 StrategicPlan ParkEDC Orchard

• • Staffing Recommendations • • • Recommendations toEnhancetheQuality ofDevelopment • • • • • • Procedural/Regulatory Recommendations • • • • • • • The OPEDC'splanispresented inChapter 4,below. does notrepresent endorsed the StrategicPlan recommendations bythe OPEDC. nities inOrchardPark.Itisstressed that thischapter reflects all inputreceived, and that theybelievedwould enhance the economic developmentclimate andopportu- The following commentsrepresentthe ideasof stakeholders regarding measures ment Strategies 3.2.2.5: StakeholderRecommen

Development Recommendations Development Growth. Embrace thestrategies put forthinthe Erie-NiagaraFramework forRegional tablishing liaisons. Formcommittee dedicatedto anew advocating new entrepreneurship and es- Orchard Park. Hire afull-time development economic specialist fortheTownandVillage of Avoid theundesired consequences of becoming anindustrial area. Strengthen andutilize OrchardPark’s uniquevisualqualities. Park. ment ofOrchard Provide greater incentives tosmall-business owners whowillsupportthe better- sites. Explore the use ofcontingencyzoning toaddressthepossibilityofeventual Remove anyexcessive governmentspending. maintainSimply business asusual for OrchardPark. on thequality oflifeor cost ofliving, rather thanpolitics. The approvalofnewprojectsshould process should havethree phases: sketch, draft, andfinal. Planning Boardregardingnewdevelopment. Especially,the site planreview Frame anappropriateand convenient approval process forthe OrchardPark A performing artscenter Soccer/athletics complex ments shouldbepromoted inOrchardPark. One participant expressedtheopiniont opments. maintain Promote small,localbusinesses and rather thanmorebig-boxdevel- Promote localbed&breakfasts. Build ahotelinOrchardParkthatwillaccommodate tourism. in-fillof Promote the currently undevelopedland.

be based strictly onzoning andinfluence dations forEconomic Develop- hat more corporate, big-boxdevelop-

Chapter 3: Strategic Considerations / Stakeholder Input

3-9 Orchard Park EDCPlan Strategic

Create a “technology zone” that will accommodate manufacturing and processing that will accommodate and processing manufacturing zone” Create a “technology way. friendly and environmentally pleasing in an aesthetically for could Ralph Wilson Stadium make it available land around of The rezoning industrial development. commercial and Establish a set of community groups that will represent the interests of local busi- of local the interests that will represent set of community groups Establish a issues. economic nesses in Industrial Develop- Erie County with the stronger working relationship Establish a and regional agencies. other state well as ment Agency, as

• • • • Regulatory Initiatives Recommended Partnerships Recommended

StrategicPlan ParkEDC Orchard Blank page. Chapter 4: Strategic Plan Development

4-1 Orchard Park EDC Orchard Plan Strategic on of existing businesses. businesses. on of existing ive: they are the basic

Vision of the OPEDC Vision in strong economy a sustained To be a driving force behind of a vibrant the Town of Orchard Park, a key element quality of life. community with a high Mission of the OPEDC business. place to do To promote Orchard Park as a great The Orchard Park Economic Development Committee enjoyed by its of life quality (OPEDC) is committed to the high a importance of the and understands businesses and citizens vision of the mission and The tax base. strong and diversified quality to promote guide their efforts OPEDC are intended to new economic activity and expansi was vision statements and The development of the mission the input summarized above. These statements influenced by and inclus are by necessity broad steps and actions objectives which the detailed tenets under in Chapter 4 are organized. 4.1: OPEDC MISSION AND VISION 4.1: Chapter 4: Strategic Plan 4: Strategic Plan Chapter Development

Chapter 4: Strategic Plan Development

4-2 4-2 StrategicPlan ParkEDC Orchard needs. and employers toensure aneducation curriculum tailoredtolocalemployment withlocalObjective 2: schools,service Communicate organizations, institutes, industrially zonedland. Objective 1: Supporteffortstorevisezoning ensure adequate amount of process development regulatory “infrastructure” necessary improvethe toattractinvestmentand Goal I:Infrastructure/Process. 4.3.1: Goals, Objectives, andActionItems responsible. inclusive, regardlessofthe agenciesororganizations which may be It isemphasizedthatthe objectivesand actionitems listed belowareall- necessary for accomplishingeach goal areincludedinthis section ofthe report. accomplish the strategic goals describedinChapter3.Theobjectives to follow Committee(OPEDC) Orchard ParkEconomic Development This Strategic Planismeant toestablish aclear step-by-stepapproachfor the TO MEETGOALS DEVELOPING4.3: OB isanongoingthat competitiveanalysis Goal 4:Acknowledge process. Projects Goal 3:Special Goal 2:TourismandRecreation Goal 1:Infrastructure/Process climate inthe following ways: To achieveits vision,the OPEDCwillworktopromoteapositivebusiness 4.2.: DEFININGTHEGOALS

JECTIVES ANDACTIONS Improve the community physical, social, and community Improve the . Chapter 4: Strategic Plan Development

4-3 Orchard Park EDC Orchard Plan Strategic . Promote historic and recreational re- . Promote historic Work to enhance the business climate and enhance the Work to

:

: Identify existing and future shortfalls of land to meet shortfalls Identify existing and future public officials, this need to identify business needs, and work to find a solution. Maintain an economic development listing. resource • •

. Hire an economic development specialist for the Town and Town for the development specialist Hire an economic Park. Village of Orchard by serving as an interme- process development the Facilitate and agencies, local government diary between developers, community. the Orchard Park Objective 4: Continue to provide an inventory of developable developable an inventory of Continue to provide Objective 4: land • • Action Items manufacturing, advance sciences, the life Actively support Objective 1. cluster. economic and bio-manufacturing and en- reinforce, to retain, measures support Initiate and Objective 2. Orchard Park, niches in retail of the regional hance the competitiveness on Route 20. auto mall niche and the the furniture in particular Goal II: Tourism/Recreation of restoring Chestnut alternative means pursue Actively Objective 2. maintenance and op- and for ownership Ridge Park, including options erations. serve the that to develop amenities Promote mechanisms Objective 3. and restaurants. breakfasts, bed and such as hotels, tourist trade, sources in Orchard Park and work to encourage appropriate economic economic appropriate encourage Orchard Park and work to sources in The OPEDC should resources. development that capitalizes on these ac- and further these resources explore projects that will compliment commodate tourism.

Goal III: Special Projects. Objective 4. Support efforts to construct a critical mass center for cultural mass center a critical Support efforts to construct Objective 4. Park, the Southtowns, and beyond. serve Orchard to activities emerging clusters of economic activity in Orchard and setting for existing Park. such as the regional tourism development Support Objective 1. projects, WNY Southtowns Scenic Byway.

Items process. the project review Improve 3: Objective Action

Chapter 4: Strategic Plan Development

4-4 4-4 StrategicPlan ParkEDC Orchard • • • • • • Action Items nesses and the region. understandingandmunity. Topromote cooperationbetweenbusi- and facilitate solutions that address negative factorswithinthe com- Objective 2: Awareness ofwhatisgoing onaround us. Action Item ness andto identify positive and negativefactors. Objective 1. Business Intelligence. tive analysis. andmaintainaprocessforongoingcompeti- Goal IV:Establish nity residents Objective 4: Supportefforttoattract asupermarket toserve commu- dustry activities intheTown. associated with thehorse farms, riding schools, and otherhorsein- Objective 3. Investigate ways ofpromoting economic development Work withthe Coalitionfor CommunityBuilding. ests oflocal businesses ineconomic issues. Establish a set ofcommunitygroupsthatwill represent theinter- residents and thebusiness community. andproductive dialoguePromote non-confrontational between and Visitor Bureau (CVB)andwithothermunicipalities. the Buffalo-NiagaraPartnership, Buffalo-NiagaraConvention such asthe Industrial DevelopmentAgency (ECIDA), Erie County Form andmaintainstrong relationshipswithregionalagencies, establishing liaisons. Form agroupdedicated to advocatingnew entrepreneurship and business community. Establish aregular frameworkforongoingconsultation withthe

: :

To understand theneeds of busi-

To identify Orchard Park EDC Strategic Plan