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

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

3. 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 2:45Information Gathering SWOT Targeted Issue Idea Generation 3:55Close Meeting Wrap Up Next Steps

4. 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

5. 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

6. 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.

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

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

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

10. Population: Age Columbia County Residents are slightly older than the US and New York averages, with a majority 45 years and older. Data from www.Clustermapping.US

11. 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. Data from Census Quickfacts

12. 2014 County Unemployment Rate and Persons Unemployed

13. Work Patterns: Labor Force Participation Columbia CountyNew YorkUnited States Labor Force, % of Population62.0%63.5%63.9% Not in Labor Force38.0%36.5%36.1% Standard Unemployment Measure, 2015 Annual Average 5.3% U6 Unemployment, 2015 Annual Average 10.6%10.4% Data from Census Quickfacts, Bureau of Labor Statistics 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.

14. Work Patterns: Commuting Columbia CountyNew York United States Mean travel time to work (minutes), workers age 16+ 25.731.625.7 Use Public Transportation 2.5%27.4%5.1% County% Work in County% Commute Out Columbia38%62% Rensselaer45%55% Albany81%19%

15. Income Median Income Columbia County $58,625 New York State $58,687 United States $53,482

16. Poverty Area% Population in Poverty% Children in Poverty Hudson23.2%31.8% Schenectady23.9%41.9% Albany25.2%32.2% Troy28.3%46.4% US Average, Metro Areas15.1%21.1% US Average, Non-Metro Areas18.1%25.2% US Averages from www.ers.usda.gov/topics/rural-economy-population/rural-poverty-well- being/poverty-overview.aspx#childpovertywww.ers.usda.gov/topics/rural-economy-population/rural-poverty-well- being/poverty-overview.aspx#childpoverty Source for Regional Data: American Community Survey, Census Quickfacts

17. Top 7 Industries by Wages 2 digit NAICS SectorEstablishments Average EmploymentTotal 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 246 903 $ 34,860,937 Agriculture, Forestry, Fishing and Hunting 69 885 $ 32,530,038 Professional, Scientific, and Technical Services 165 520 $ 27,557,921

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

19. Traded and Local Industries Traded industries sell products or services across & beyond regions, bringing revenue into the county IncreasingDecreasing Business servicesFinancial services Education and knowledge creationHeavy machinery Livestock processingRecreational & small Biopharmaceuticals electric Non-metal miningMetalworking “Fired” materials (e.g. ceramics)

20. Traded and Local Industries Local industries primarily serve local markets and residents (within the county) IncreasingDecreasing Health services Clothing & general retail Real estate construction/Utilities developmentCommercial services Food & beverage processing/Entertainment & media distributionMotor vehicle products/service Logistical services Hospitality (restaurants, hotels)

21. Creative Economy as an Industry The businesses, non-profit organizations, and self- employed 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

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

23. Capital Region 23,936 Jobs in Creative Industries 3.65% Share of Area Employment 1.01 Location Quotient WARREN 1.01 Location Quotient SARATOGA 1.26 Location Quotient GREENE 1.06 Location Quotient RENSSELAER 1.06 Location Quotient COLUMBIA 1.81 Location Quotient Only two U.S. counties—Kings County, NY (Brooklyn) & Taos County, NM—have a higher concentration of independent artists than Columbia County. Creative Economy: Columbia Co: Very High Concentration

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

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

26. 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).

27. 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 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

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

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

30. THANK YOU!