Transcript Strategic Planning Workshop - Columbia Economic Development

Strategic Planning:
Public Planning Session
February 26, 2016, 2:00 p.m. – 4:00 p.m.
Columbia-Greene Community College
Next Steps
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Survey
Draft Strategy
Board Review
Present to Public
Permanent President and CEO in place
Meeting Agenda
2:00
Open Meeting
• Welcome and Opening Remarks
• Agenda Review
2:10
Information Sharing
• Where We Are
• Strategic Planning Process
• What We Know
2:45
Information Gathering
• SWOT
• Targeted Issue Idea Generation
3:55
Close Meeting
• Wrap Up
• Next Steps
Where we are:
• Interim President and CEO engaged – DONE
• By-laws amended and approved – DONE
• 17 voting and 3 ex-officio board members (8 vacancies; 6 filled, 2 open)
• Policies reviewed and updated.
• Funding fully restored – DONE
• Membership campaign – INITIATED AND ONGOING
• Strategic Planning Process – INITIATED
• Board and staff planning workshops – DONE
• Public planning session – TODAY
• Plan finalized and presented – April 19
• Permanent President and CEO search - INITIATED
Strategic Planning: Process
Systematic process to envision the future and create a plan to
realize that future.
• Develop/affirm Mission Statement (why the organization exists)
• Develop/affirm Vision Statement (what the organization strives for)
• Engage diverse set of stakeholders to collect information
• Identify strategic areas of focus
• Define goals (stated outcome) and objectives (measurements)
• Written strategic plan completed, reviewed, approved and introduced
• Plan integrated to operations including budget and action planning
Mission
The mission of the ColumbiaEDC is to :
• Strengthen the area’s tax base through economic
development & job creation;
• Assist businesses to locate & expand within the County;
• Promote Columbia County as a premier spot for both
business investment and personal opportunity.
Organizational Functions
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General Administration
Loans & Grants
Economic Development
Accounting & Finance
Compliance & Reporting
Marketing & Communications
Four Pillars of Focus
1. Entrepreneurship & Innovation
2. Infrastructure
3. Quality of Life & Sustainability
4. Workforce & Education
What we know:
Review of Demographic Data
• Population
• Unemployment
• Work Patterns
• Income
• Industries
Population: Age
Columbia County Residents are slightly older than the US and New
York averages, with a majority 45 years and older.
100%
90%
20.31%
14.41%
14.14%
26.83%
26.28%
80%
70%
60%
45 to 64
50%
40%
65 and over
32.21%
27.09%
26.35%
20.79%
30%
25 to 44
18 to 24
10.90%
9.95%
23.27%
20%
7.75%
10%
18.94%
21.57%
Columbia County
NY
0 to 17
0%
US
Data from www.Clustermapping.US
Population: Education
• Columbia County residents graduate from high school and earn bachelor’s degrees at
close to the NY and US rates.
• County residents include individuals with more military service than either NY or the
US.
High school graduate or higher
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
87.20%
Bachelor's degree or higher
86.00%
85.20%
28.20%
33.20%
8.56%
Columbia County
Veterans
28.80%
6.67%
4.62%
NY
US
Data from Census Quickfacts
2014 County Unemployment Rate and
Persons Unemployed
7%
6.5%
6%
5%
4%
3%
2%
1%
0%
5.1%
5.1%
6.3%
5.6%
5.5%
4.8%
6.0%
5.6%
Work Patterns: Labor Force Participation
Based on NY and US averages, underemployment is roughly double
unemployment. Thus, Columbia County at 5.1% unemployment would
have an estimated 10.2%, or 2,932 residents available to work or to
work more.
Columbia County
New York
United States
Labor Force, % of Population
62.0%
63.5%
63.9%
Not in Labor Force
38.0%
36.5%
36.1%
Standard Unemployment Measure, 2015
Annual Average
5.3%
5.3%
U6 Unemployment, 2015 Annual Average
10.6%
10.4%
Data from Census Quickfacts, Bureau of Labor Statistics
Work Patterns: Commuting
County
% Work in County
% Commute Out
Columbia
38%
62%
Rensselaer
45%
55%
Albany
81%
19%
Columbia County
New York
United
States
Mean travel time to
work (minutes),
workers age 16+
25.7
31.6
25.7
Use Public
Transportation
2.5%
27.4%
5.1%
Income
$200,000 or
more, 4%
Less than
$14,999, 9%
Median Income
$100,000 to
$199,999, 21%
$50,000 to
$99,999, 32%
$15,000 to
$34,999, 20%
$35,000 to
$49,999, 14%
• Columbia County
$58,625
• New York State
$58,687
• United States
$53,482
Poverty
Area
% Population in Poverty % Children in Poverty
Hudson
23.2%
31.8%
Schenectady
23.9%
41.9%
Albany
25.2%
32.2%
Troy
28.3%
46.4%
US Average, Metro Areas
15.1%
21.1%
US Average, Non-Metro Areas
18.1%
25.2%
Source for Regional Data: American Community Survey, Census Quickfacts
US Averages from www.ers.usda.gov/topics/rural-economy-population/rural-poverty-wellbeing/poverty-overview.aspx#childpoverty
Top 7 Industries by Wages
Establishments
Average
Employment
Total wages
Health Care and Social Assistance
171
4,182
$ 166,329,850
Retail Trade
251
2,680
$ 70,125,805
Manufacturing
78
1,556
$ 69,553,538
Wholesale Trade
59
775
$ 36,971,150
Construction
Agriculture, Forestry, Fishing and
Hunting
Professional, Scientific, and Technical
Services
246
903
$ 34,860,937
69
885
$ 32,530,038
165
520
$ 27,557,921
2 digit NAICS Sector
Columbia County’s Industry Segments
• Agribusiness
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• Arts, Culture, Tourism &
Hospitality
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• Education
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• Financial Services
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• Government
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• Health Care
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• Creative Economy
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Manufacturing &
Technology
Professional Services
Recreation
Second Home Real
Estate
Small Business
Not for Profits
Other
Traded and Local Industries
Traded industries sell products or services across &
beyond regions, bringing revenue into the county
Increasing
Business services
Education and knowledge creation
Livestock processing
Biopharmaceuticals
Non-metal mining
Decreasing
Financial services
Heavy machinery
Recreational & small
electric
Metalworking
“Fired” materials (e.g.
ceramics)
Traded and Local Industries
Local industries primarily serve local markets and
residents (within the county)
Increasing
Health services
Real estate construction/
development
Food & beverage processing/
distribution
Logistical services
Hospitality (restaurants, hotels)
Decreasing
Clothing & general retail
Utilities
Commercial services
Entertainment & media
Motor vehicle products/service
Creative Economy as an Industry
The businesses, non-profit organizations, and selfemployed individuals involved in the origination,
production, and distribution of goods and services in
which artistic and cultural content gives the product or
service value in the marketplace:
• Design
• Media
• Visual Arts and Handcrafted Products
• Performing Arts
• Heritage and Preservation
Creative Economy:
Regional View of its Economic Importance
Employment in the Creative Industries is
one of the most important sectors of the Capital Region’s economy.
Creative Economy:
Columbia Co: Very High Concentration
WARREN
1.01
RENSSELAER
Location Quotient
1.06
Location Quotient
SARATOGA
1.26
COLUMBIA
Location Quotient
1.81
Location Quotient
GREENE
Only two U.S. counties—Kings County,
NY (Brooklyn) & Taos County, NM—have
a higher concentration of independent
artists than Columbia County.
1.06
Location Quotient
Capital Region
23,936 Jobs in Creative Industries
3.65% Share of Area Employment
1.01 Location Quotient
Common Economic Development Issues
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Broadband
Business Attraction
Business Climate
Business Retention & Growth
Clean Energy & Climate
Change
Economy
Education
Environment
Health & Human Services
Housing
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Infrastructure
Investment
Jobs
Land Use
Public Safety
Shovel Ready Sites
Transportation
Gas & Electric
Water & Sewer
Other
Columbia Co Business Environment:
Themes and Issues
• Business environment/ culture • Workforce readiness
challenges; new business• Business marketing/attraction
education partnerships under
versus retention
development
• Economic development versus • Funding model (private versus
community development
public support)
• Bifurcation of County (rural vs • Need for organizational
main street)
direction, capacity
• Regional collaboration
• Regulatory Compliance
• Industries of focus: agbusiness,
creative economy, technology,
tourism
SWOT Analysis
An important part of the environment assessment - participants identify
Strengths, Weaknesses, Opportunities, and Threats of the organization.
Most effective when input is gathered from a variety of stakeholders
who hold diverse perspectives and perceptions (aka YOU).
SWOT Analysis
• Strengths (internally focused): Attributes that make the organization a strong
organization
• Weaknesses (internally focused): Weak areas within the organization that
need to be fixed or addressed
• Opportunities (externally focused): External opportunities to consider
• Threats (externally focused): External threats or forces working against the
organization
SWOT – Consider CEDC’s ability to:
• Foster economic development & job creation;
• Assist businesses to locate & expand within the County;
• Promote Columbia County as a premier spot for both business
investment and personal opportunity
Idea Generation –
Engagement and Connections
• How do we retain and attract young people to Columbia
County?
• How do we get those who left to attend college to come
back to Columbia County?
• How do we engage the 2nd homeowner community?
• How do we get tourists to explore more?
• How do we connect Agbusiness outside the county?
Next Steps
•
•
•
•
•
Survey
Draft Strategy
Board Review
Present to Public
Permanent President and CEO in place
THANK YOU!