PHASE 3 DELIVERABLE
ECONOMIC DEVELOPMENT + TOURISM STRATEGIC WORKPLAN
PREPARED FOR LIVINGSTON COUNTY, NEW YORK
JULY 24, 2023
01 PROJECT OVERVIEW
PROJECT OBJECTIVE, PROCESS & STAKEHOLDER ENGAGEMENT
PROJECT OBJECTIVE
To develop a strategic workplan to inform resource allocation, investment, policy and programming decisions for the Economic Development Office. This exercise is rooted in existing adopted plans and documents, overall economic conditions, interviews with stakeholders, and current economic development delivery mechanisms.
TIMELINE IMMERSION & DISCOVERY
• Site Visit
• Background Document Review
• Existing Economic Development Program Review
• Stakeholder Engagement
• One-on-One Interviews (Property Owners, Institutional Partners, Businesses)
• Advisory Committee Meeting #1
• Additional Scope
• Design andAnalysis of Survey to Supervisors
• Two Supervisor Focus Groups
DIAGNOSTIC
• Summary of Findings
• Advisory Committee Meeting #2
ECONOMIC DEVELOPMENT
WORKPLAN
“BOOMERANGER”
RESIDENTS
NEW RESIDENTS
STATE
Letchworth State Park
Greenway State Park
REGIONAL
Letchworth Gateway Villages
PUBLIC AGENCIES & ORGANIZATIONS
RESIDENTS
EXISTING & LONGTERM RESIDENTS
BUSINESS & PROPERTY OWNERS
COUNTY/ LOCAL
Mayors & Supervisors
Workforce Development
& Other County Staff
COLLEGES & UNIVERSITIES
SUNY GENESEO GENESEE COMMUNITY
STAKEHOLDER ENGAGEMENT
Important to this effort was garnering the varying perspectives and priorities among the diverse set of stakeholders invested in Livingston County to identify where there is alignment and consensus for action. Over a five-month process, stakeholder input was garnered through numerous in-person and virtual interviews and focus group discussions with residents, business and property owners, and state, regional and local partners in higher education, state parks, neighboring counties, and Livingston County mayors, supervisors, staff.
STUDY AREA
LIVINGSTON COUNTY
This plan focuses on the 640 square miles encompassing Livingston County, New York, one of nine counties recognized by the Empire State Development as the Finger Lakes Region. It is home to 26 towns and villages and two of the western most Finger Lakes, Conesus Lake and Hemlock Lake. Its geographic location provides it the benefits of Letchworth State Park, the Genesee River, the Genesee Valley Greenway State Park, and various other parks, natural systems, and habitats, as well as proximity and access to larger metropolitan areas.
IDENTITY
Although Livingston County is mainly associated with the Finger Lakes, its geographic position solidifies its much broader reach and appeal. As the county encompassing four major regionally significant and accessible natural systems, Livingston County is the epicenter of a growing regional outdoor recreation and tourism industry, one with potential to fuel the local economy. Coupled with the promising future of clean energy, agriculture, agritourism, and manufacturing with optics, the County's bucolic, rural landscapes dotted by small towns and villages, and the community's welcoming, entrepreneurial spirit, Livingston County is the quintessential embodiment of "having it all".
LEGEND
• Finger Lakes Region as defined by Empire State Development
• Finger Lakes Region as defined by ESRI and the US Census
02 DIAGNOSTIC
→ EXECUTIVE SUMMARY
→ MARKET ASSESSMENT
→ BUSINESS ENVIRONMENT
→ PHYSICAL ENVIRONMENT
→ ADMINISTRATIVE CAPACITY
DIAGNOSTIC EXECUTIVE SUMMARY
The economic development and tourism strategies outlined herein represent a practical roadmap for public interventions that advance the County’s post-pandemic recovery and regional competitiveness. Key to Livingston County's future growth is the retention and attraction of both residents and visitors, whose needs and preferences overlap in meaningful ways. To grasp the existing and future realities facing Livingston County, the diagnostic included four key assessments:
• Market assessment focused on generational demographic values, needs and preferences critical to retaining and attracting residents and visitors;
• Business environment assessment focused on existing and emerging industries, sales tax, workforce alignment, small business, and tourism;
• Physical environment assessment focused on outdoor amenities and networks; and,
• Administrative environment assessment focused on the County's regulatory environment and administrative capacity.
The following is an executive summary highlighting the diagnostic conclusions that ultimately informed the guiding principles and recommended strategies.
MARKET ASSESSMENT
The market assessment revealed that the County's overall population is getting older and decreasing with more people exiting the workforce than expected to enter the workforce.
This fact calls for a need to not only retain existing residents but to also attract new residents of workforce age – generations that are reliant on high-speed internet, increasingly mobile, and socially and environmentally conscious. To support talent recruitment and retention, companies are choosing to gravitate toward the locations in which their employees want to live. A 2020 study by Upwork, which surveyed over 20,000 Americans, revealed that major cities will see the biggest out migration. It stated that “anywhere from 14 to 23 million Americans are planning to move as a result of remote work…20.6% of those planning to move are currently based in a major city…more than half are planning to move to a house that is significantly more affordable and beyond daily or even weekly commuting distances” (Economist Report: Remote Workers on the Move |Upwork). With this statistic in mind, Livingston County must consider the implications to the workforce, residents and visitors in terms of spending characteristics, jobs, housing, services, mobility, culture, recreation, entertainment, dining, hospitality, and marketing from a generational lens.
Spending: Although older generations tend to be more conservative spenders, they are among the wealthiest cohorts enjoying thoughtful spending on entertainment and dining, a shared interest with younger generations. Younger generations are motivated by socially and environmentally conscious brands and once able to make major life purchases, may consider flexible, affordable options.
Jobs: Those aging in and entering the workforce from elsewhere are technologically advanced, internet dependent, and may prefer environmentally responsible travel options to in-person jobs. Workforce retention/attraction will rely on the County’s ability to attract/support jobs for younger generations and growing families, align in-county education and emerging industry jobs, and provide reliable infrastructure for working from anywhere, which also attracts “bleisure” travelers among Millennial and Gen Z cohorts.
Housing choice in terms of size, type and affordability in the County will need to expand beyond the majority single-family homes – whether it be for those wishing to downsize, start a family, or live independently. Opportunities exist for residential conversions in catalytic sites in villages potentially resulting in increased housing choice and economic stimulation in village main street environments.
Services currently lacking in the County range from basic essential services (fullday and specialized childcare and pre-k and reliable internet access) to nice-to-haves mostly provided by the private sector (gyms, spas, wellness centers) – the latter starting to appeal to visitors as much as residents and require assistance with start-up given the risk associated with untested markets lacking significant critical mass.
Mobility: Villages are walkable but not always ADA accessible, which may pose an issue for downsizing Baby Boomers and Silent Generation folks wishing to spend time and money in the County's urban environments.
Culture, Recreation and Entertainment: The generations tend to enjoy several of the same cultural, recreation and entertainment options, whether it be local markets and events, guided tours, wineries and breweries, art, museums and concerts, or outdoor recreation. People are getting back to wanting more inreal life experiences, but how and when they engage in these activities differ: Baby Boomers and Gen X tend to plan ahead for outings, short and long and with or without family; they research in advance and are more likely to enjoy extracurriculars outside of traditional work hours. Whereas Millennials and Gen Z are looser with plans, welcoming spontaneity and mixing business with leisure as traditional work hours fade away for younger generations. Important to families is the connection to and furtherance of local culture, art and history, fostered through schools and established organizations.
DIAGNOSTIC EXECUTIVE SUMMARY
Dining: While there is a desire among Gen X and Millennials for more dining variety, including healthier, niche, and ethnic foods, large portions of the existing population is cost-conscious and generally prefers known brands and traditional food types. On the bright side, people in Livingston County enjoy spending money on food, whether eating in or dining out, and visitors enjoy local fair when traveling in Livingston County revealing potential to capture even more spending in this realm moving forward.
Hospitality: Livingston County offers a range of accommodations that appeal to every generation. Investment in Bed and Breakfast – popular among adults traveling without children - and short-term rentals – popular among Millennials and Gen Z – is key until tourism is mature enough to attract more chain hotels.
Marketing: Each generation share the preference for personalized and authentic marketing regardless of the means – older generations being open to passive marketing approaches and younger generations playing an active role in tailoring what approaches them.
BUSINESS ENVIRONMENT
The County currently experiences a low unemployment rate of just 1.7% with existing industries mostly centered around blue collar in-person jobs in manufacturing,
retail trade, and accommodations and white collar jobs in education, government and administration, and healthcare. Small businesses with less than 20 people represent a majority of the County’s establishments at 93%. With 61% of the population with at least some college education, Livingston County is poised to welcome regionally significant emerging industries, including clean and renewable energy, advanced manufacturing with optics, and agribusiness. Critical to workforce retention/ attraction will be the coordination and alignment between the curriculum/degrees offered at schools, colleges and universities and jobs available in the County. It is advantageous to embrace existing and emerging industries and businesses that produce or have the potential to produce high sales tax, like:
• Retail and restaurants: Although online shopping shows high sales tax and therefore direct competition with small businesses, there is cause for continued support of unique and experiential local offerings through small businesses that cannot be replicated online.
• Power generation, transmission and distribution: With clean and renewable energy among a top emerging industry in the region and Livingston County being a rural community highly dependent on vehicle travel, there is opportunity to lean into the publicly supported sustainable energy and travel movement.
• Agriculture: With diversification and supportive regulatory environment, this strong and large land consuming industry has potential to contribute more sales tax.
Important for industry and small business growth will be reliable infrastructure, including high speed internet access, effective marketing and promotion, business support, and an educated workforce ready to make Livingston County home.
Most visitors are coming from within the region, by car, and staying at accommodations offered in the County, including chain hotels, bed and breakfasts, inns, and short-term rentals. For hotels, successful hospitality development is both site- and market-specific. Even in popular tourism markets, an individual site may not be supportive of hospitality development if it does not offer the features and amenities that would entice visitors to choose to stay in that location over other options. Right now, Livingston County doesn’t necessarily check all of the boxes. In the meantime, bed and breakfasts and short-term rentals are filling the gap – there is opportunity to boost the tax base with these accommodations through ensured occupancy tax collection, especially considering short-term rentals are among one of the most popular for Millennials and Gen Z. That said, there are some challenges: first, bed and breakfasts, while niche and local, are in competition with chain hotels able to offer family-friendly amenities and conveniences. Second, short-term rentals are unregulated resulting in some disturbances and justified anxiety among locals.
PHYSICAL ENVIRONMENT
Livingston County's constellation of natural assets - parks, waterways, trails, wildlife habitats, and historic places – offers opportunities to retain and attract residents and visitors and spur
local economic growth. Needed attention is the lack of trail and river access, closed loops, a comprehensive trail and amenities map, and effective communications with state and regional partners.
ADMINISTRATIVE ENVIRONMENT
Given the home rule status, local jurisdictions are entitled to enforcing their own regulations which may differ from locality to locality making it challenging for businesses to navigate.
For small businesses, this is exceptionally burdensome. Further, emerging industries will require a supportive regulatory environment - one that not only welcomes new uses, but one that is flexible enough to enable diversification. Such characteristics are not necessarily shared among all jurisdictions currently. The Office of Economic Development will need to communicate effectively to local, regional and state partners to ensure priorities are understood, shared, and actively pursued considering the small size of the office and the broad reaching needs of existing and future business and industries, workforce, resident population, and visitor groups.
Market assessment:
DEMOGRAPHIC TAKEAWAYS
LIVINGSTON COUNTY’S POPULATION IS:
• DECREASING
• GETTING OLDER WITH FEWER PEOPLE ENTERING THE WORKFORCE THAN AGING OUT
• Baby Boomers represent largest generation
• 47% of population 45 years old or older
• BECOMING SLIGHTLY MORE DIVERSE
• HAS FEWER RESIDENTS WITH HIGHER EDUCATION DEGREES THAN THE REGION
WHY THIS MATTERS
• Livingston County’s ability to remain competitive in the region as a place to live and visit will rely on a reliable workforce, requiring:
• Retention of younger generations after high school
• Attraction of new residents of working age and younger
• Level of education is often a factor in retail and commercial site selection decision making. Lower levels of educational attainment may undermine site selection decision making.
2027 POPULATION BY GENERATION
Market assessment:
DEMOGRAPHIC TAKEAWAYS
HOUSEHOLD MEDIAN INCOME EXPECTED TO RISE
LOCAL SPENDING MOSTLY ON RETAIL, DINING, AND PERSONAL CARE OUTSIDE OF HOUSING AND HEALTH CARE
MAJORITY SPENDING FROM LOCALS
•$65,722.92 in annual consumer household spending (household = 2.34 people)
•Expenditures may be outside of the County
•$58.3 M in visitor spending
•Exclusively in Livingston County
WHY THIS MATTERS
• Visitor spending makes up a relatively small share of total available spending in the region. Capture of local spending is crucial to local business success.
Market assessment:
CONSUMER TAPESTRIES & MARKETING
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
WHY THIS MATTERS
Understanding resident and visitor needs and preferences by generation and the means by which each receives information highlights opportunities to:
1. Focus nuanced public sector support where they differ
2. Broaden public sector support where there is common ground
Also, understanding their spending habits may tailor expectations around potential offerings.
THE
SILENT GENERATION
>1945 (78Y/O+) BABY BOOMERS 1946-1964 (59-77Y/O)
(13-26Y/O)
(0-12Y/O)
Market assessment:
CONSUMER TAPESTRIES & MARKETING
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
WHY THIS MATTERS
Understanding generational spending habits may tailor expectations around potential offerings.
>1945 (78 Y/O+)
PRACTICAL PURCHASING
Having seen several economic downturns, this generation tends to be conservative spenders with most spending on health care and practical purchases.
1946-1964 (59-77 Y/O)
THOUGHTFUL PURCHASING
Representing the largest cohort in Livingston County, Baby Boomers have the most wealth but tend to be conservative spenders with thoughtful purchases and the occasional pricey splurge.
Y/O)
BIG SPENDERS
Asmall cohort of the overall population, Gen X is carrying the most debt, but they have big purchasing power and will make big purchases after substantial research.
Y/O)
EXPERIENTIAL PURCHASING
Hard hit by debt, this generations is delaying major life purchases like home ownership. They prefer omnichannel purchasing experiences and enjoy the social aspects of shopping and dining in person. They increasingly motivated by socially and environmentally conscious brands.
Y/O)
CAUTIOUS PURCHASING
Y/O)
Mostly the children of Gen X, Gen Z’s buying power is growing. They are motivated by socially and environmentally forward messaging as this group is anxious about the future, cost of living, debt, and effects of climate change. This group is generally non-conforming and less concerned with labels.
TO BE DETERMINED
Being mostly the children of Millennials, they have a lot of parental influence and awareness of social and environmental issues.
Market assessment:
MARKET OBSERVATIONS,
CHALLENGES & OPPORTUNITIES THE
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Largest segment of workforce, Baby Boomers, are nearing retirement and will begin spending less Youngest generations could leave County for higher education and struggle to return
Large portion of the workforce relies on internet for remote working, training, and learning
69% of all employees leave the County for work every day. (US Census - On the Map) & 78% of all workers drive alone to work (2020 Census).
RETIRED
Y/O)
Y/O)
Y/O)
NEARING OR ALREADY RETIRED
• Self-sufficient decision makers
• Value strong work ethic
• Technology aware and open
HEIGHT OF CAREER
• Self-sufficient, resourceful “quiet achievers”
• Tech savvy but value both analogue & digital approaches
• Supporting families
CAREER
ESTABLISHMENT & GROWTH
• Prime income years
• Idealists
• Value work/life balance
• Most likely to mix work with travel (“Bleisure”)
ENTERING WORKFORCE
• Embarking on career shaping education
• Most likely to work two jobs
• Side-hustles often through social media
FUTURE WORKFORCE
• Technology/AI ingrained in learning
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Lack of housing choice (size and type) – 42% of existing housing stock is pre-1960 single-family construction
Construction difficulties directly impact affordability (inflation, materials, labor costs, insurance premiums, waivers from State incentive requirements, no LIHTC credits) – #1 issue in the 2019 Livingston Co. Housing Needs Assessment was lack of affordable housing; average rent is currently $771 Downtown vacancies for conversion (Dansville example)
Opportunity Zones (Mt. Morris, only)
High demand for housing - homeownership rate of 76.3%
Source: US Census
AGE-ORIENTED AND/OR RESTRICTED LIVING OPTIONS
• Assisted living
• Naturally Occurring Retirement Communities (NORCs)
• Age-restricted communities with housing size options
• Downsizing
• Desire to age in place
HOUSING SIZE AND ADAPTABILITY
• “Sandwich Generation” caring for multiple generations, sometimes at once
• Appreciates homes (single-family) with flexible spaces for childrearing and elderly care
• May need a home office
• May have a second home
HOUSING CHOICE AND AFFORDABILITY
• Largest debt holders
• Homeownership difficult; seeks affordable options
• Want to see the world before settling down
HOUSING CHOICE, AFFORDABILITY, AND LOCATION
• May live with roommates or family for longer than previous generations
• Mostly renting
• Prefer proximity to shops, restaurants, entertainment, jobs, and other amenities
FAMILY DEPENDENT
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Funding and staffing for additional public programs, like recycling and composting
Lack of childcare/ pre-k options (classified as a childcare desert by the Travel Care Council); will travel to Rochester for full-day and specialized childcare
Risk in untested markets or markets lacking critical mass
Unreliable/ limited access to internet, opportunity to expand broadband
Both residents and visitors drawn to many of these services THE
>1945 (78 Y/O+)
1946-1964 (59-77 Y/O) GEN X
(43-58 Y/O)
GEN Y/ MILLENNIALS 1981-1996 (27-42 Y/O) GEN Z 1997-2010 (13-26 Y/O) GEN ALPHA 2011-2024 (0-12 Y/O)
HEALTH CARE & ON DEMAND SERVICE
• Medical care and hospital access
• At-home assistance
• On demand transport to/from appointments and errands
• Delivery services
HEALTH & WELLNESS
• Medical care & access
• Exercise (indoor and outdoor –gyms, yoga, Pilates, cycling, etc.)
• Spas and wellness retreats
CULTURALLY, SOCIALLY AND/OR ETHICALLY SIGNIFICANT
• Personal services
• Recycling & composting
• Schools and specialized and/or full day childcare & pre-K
RELIABLE INTERNET & COMMUNITY/ RECREATION CENTERS
Market assessment:
MARKET
OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Lack of travel options/ heavy automobile reliance –opportunities for shared parking and EV charging
Limited bike infrastructure but fairly bikeable streets with low speeds in downtowns and adjacent neighborhoods
State highways go through downtowns (access for locals, visitors, and trucks) – lack of local control but select infrastructure improvements possible (i.e. chicanes, curb extensions, pedestrian tables, trail connections, etc.)
Downtown environments are walkable but not always ADA accessible THE SILENT
LIMITED
• Relies mostly on family members and on-demand transit
Y/O)
MOSTLY DRIVES BUT
ENJOYS
Y/O)
Y/
WALKABLE ENVIRONMENTS
• Preference for driving to and parking near destination
Y/O)
DRIVES BUT OPEN TO ALTERNATIVES
Y/O)
• Will consider alternative means for getting to/from a place
• Micro-mobility (bikes and scooters)
• Public transportation when/if available
• Enjoys walkable/bikeable environments
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Multiple, competing, or lack of information sources
Lack of trail/river access, equipment rentals, return trips from river and trail access locations
Proximity to large cities (Rochester, Buffalo, etc.) offering entertainment, cultural amenities, and diverse dining options
Proximity to regional natural systems (Letchworth, Greenway, Genesee Valley, Finger Lakes, etc.) – need better tools for planning Livingston County-centered stays
Several existing special events, farmer’s markets, and destination assets (historic, natural, cultural) to build upon
HOME & LOCALLYORIENTED ACTIVITIES
• Farmer’s markets
• Special events (festivals, concerts, plays, graduations, weddings, etc.)
EXPERIENTIAL, LOCALLY & ABROAD
• Museums, landmarks, galleries
• Historical sites and monuments
• Guided tours, hop-on/off buses, boat cruises – day trips
• Food & beverage packages
• Wineries, breweries, distilleries, bars
• Special events (festivals, concerts, plays, graduations, weddings, etc.)
• Farmer’s markets
• Outdoor activities (hiking, kayaking, skiing, camping, etc.)
AGE-ORIENTED ACTIVITIES
• Outdoor activities (parks, playgrounds, recreation fields, hiking, camping, etc.)
• Casual, short visits to day trips and longer stays
• With and without family
• Less likely to mix pleasure with typical business hours
• OK with spontaneity/ loose plans
• Convenience between accommodations and destinations
• Childrens museums, zoos/aquariums, hands-on experiences “BLEISURE” TRAVEL & “INSTAGRAMABLE” MOMENTS
• More likely to mix pleasure into typical work week
• Seeking in-reallife experiences PLANS AHEAD
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Lack of dining variety, especially in downtowns
Large portion prefers traditional/known types and experiences
Avg. household spends $3,088 dining & $4,612 eating at home
Local entrepreneurial spirit exists but needs more support
Multi-purpose spaces available for markets/grocers/dining
Ordering/delivery services – more flexibility; opens capacity to try new products/concepts, like:
• The Normal: QR codes + environmental stewardship
• Milk & Honey: coffee shop + catering
• Cosmic Charlie: coffee shop, food truck, apparel, lifestyle)
Y/O)
COST-CONSCIOUS DINING
• Quick service and sit-down
• Known brands and food types
• Traditional
DINING VARIETY
• More variety desired, overall
• Niche, ethnic
• Experiential
• Healthier
• Seasonal and custom pairings
• OK with more expensive
MULTI-PURPOSE DINING
• Convenience (grab and go)
• Food as accessory
• Brands supporting/ promoting social and/or environmental causes
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Chain hotels do not block out rooms for large events forcing parties to spread across multiple accommodations; risk capturing spending in Livingston County
BnBs/ Inns currently challenged; some lack onsite meals; located in/near downtowns; well-liked by adults
Short-term rentals in demand, at least by Millennials and Gen Z (39% of pop.) for business and leisure
Appetite for alternative outdoor options exists (56% of Mayors & Supervisors open to glamping, yurts, treehouses, or similar)
HOTELS OR BED & BREAKFASTS/ INNS
• Seeks practical, affordable, reliable options
• Appreciates complimentary meals
HOTELS, BED & BREAKFASTS/ INNS, OR TRADITIONAL OUTDOOR OPTIONS
• Appreciates practical, reliable options
• Appreciates family-oriented amenities and services
• Researches/ plans ahead
SHORT-TERM RENTALS, BED & BREAKFASTS/ INNS, OR TRADITIONAL & ALTERNATIVE OUTDOOR OPTIONS
• Highest number of Airbnb guests at 36% (ipropertymanagement.com)
• Seeking convenient, authentic, alternative getaways for business and leisure
SHORT-TERM RENTALS OR TRADITIONAL & ALTERNATIVE OUTDOOR OPTIONS
• Next highest number of Airbnb guests at 18% (ipropertymanagement.com)
• Seeking affordable, alternative options
Market assessment:
MARKET OBSERVATIONS, CHALLENGES & OPPORTUNITIES
SIX GENERATIONS WITH DISTINCT NEEDS & PREFERENCES (RESIDENTS + VISITORS)
• SPENDING
• JOBS
• HOUSING
• SERVICES
• MOBILITY
• CULTURAL, RECREATIONAL and ENTERTAINMENT
• DINING
• HOSPITALITY
• MARKETING
CHALLENGES & OPPORTUNITIES
Largest segment of population, Baby Boomers, uses search engines for particular information but easy to get lost
Most generations value personalized communication and experiences from brands they have relationships with or are loyal to
Most generations appreciate direct, personalized email communication as long as it’s not too frequent
People are increasingly mobile using smartphones as main source for information; internet and service required
PRINT & BROADCAST
• Mostly traditional marketing platforms (mail, newspapers, cable TV, and radio) that aim to build awareness broadly over time
• Extremely loyal to brands – only switch if forced to
BROADCAST, DIRECT & IN-DEPTH CONTENT
• Responds to both broadcast (40% via cable TV ads) and direct marketing approaches (email, direct mail, phone calls, online ads)
• Regularly relies on proactive internet searches (96% use search engines; makes 20% more online purchases than Millennials)
DIRECT
• Highly responsive to direct marketing from traditional (cable TV, radio, magazines) and digital sources (email, text, online ads)
• More time on internet than Millennials & Boomers per week
• Relies on reviews; expresses brand loyalty with gifts and rewards
DIGITAL
• Interested in value alignment and trusting of user generated content (reviews, photos, online communities, influencers - Instagram, Twitter, YouTube, blogs, etc.) over brand claims in decision making
• Appreciates quick, accessible mobile transactions, reward programs, and direct communication via email
SOCIAL
• Enjoys highly targeted, personalized branding with value alignment via social media
• Relies on short, compelling online videos for decision making
• Will “like”, comment and share content to train algorithms for information relevant to their specific needs
REAL-TIME
• Enjoys quick, visual, interactive, immediately personalized content
• Value driven; less interested in labels and conformity (open society)
• Highly influenced by peers
INDUSTRY MIX
Business environment: EXISTING INDUSTRIES ARE LARGELY:
• Blue collar requiring manual labor
• White collar desk jobs in education, government and administration (education and government not viewed as economic drivers among Mayors and Supervisors)
• Most jobs (blue and white collar) are in-person
MORE JOBS THAN PEOPLE CAN FILL, DESPITE HIGHER WAGES AND INCREASED BENEFITS
• 1.7 % unemployment rate with 800-900 jobs available at any one time
• Largely due to population decline and large portions of the population retiring
CHALLENGES & OPPORTUNITIES
Limited power and utility infrastructure for existing industry growth
Attracting new residents who will fill available jobs is difficult due partially to lack of housing
Workforce Development support and training closely aligns with blue collar sectors, health care, and administrative roles and therefore aids in retention of these sectors; it does not pursue emerging industries or connect with higher education
WORKFORCE BY INDUSTRY
LIVINGSTON COUNTY (2020)
Source: US Census, On The Map
EMPLOYMENT BY INDUSTRY SECTOR, YEAR OVER YEAR GROWTH
NEW YORK STATE (2018-2021)
Business environment:
EMERGING INDUSTRIES
LIVINGSTON COUNTY SHOWS TREMENDOUS POTENTIAL FOR EMERGING INDUSTRIES
• County owned (raw) land
• Major distribution corridors in place
• Agriculture demonstrating readiness to diversify
• Higher education degrees/courses align with industries
ENHANCED TOURISM APPEALS TO REMOTE WORKERS, BOTH VISITORS AND RESIDENTS
• Second largest population is Millennials with strong motivation for “bleisure” travel and mixing fun into the typical workday/week
• Attracting “Boomerangers” and highly educated younger workforce increases opportunities for desired brands
CHALLENGES
& OPPORTUNITIES
Limited power and utility infrastructure for future industries
Internet access – existing efforts underway prioritizing areas with limited/no service; explore parallel effort to extend service through local ARPAin villages to attract highly educated residents and visitors
Regulatory environment unsupportive of industry diversification
Industry alignment with higher education curriculum but needs more connection with local businesses
Robust small business support exists and can be built upon
EMERGING INDUSTRIES
(source: Finger Lakes Workforce Strategy Development Report)
2.5% of jobs: Clean & Renewable Energy
• R&D, generation, storage, and transmission, manufacturing and installation of parts
5.4% of jobs: Advanced Manufacturing with Optics
• Optics, photonics, and imagining
4.9% of jobs: Agribusiness
• Producing, processing and distributing food and agricultural products
• Agritourism
REMOTE/ WORK FROM ANYWHERE
• Post-pandemic out-migration trend for remote workers seeking more affordable housing in slower paced environments, Upwork
• 6% of all workers in Livingston County work from home, 2020 Census
• Tech
• Finance
• Law
• Art
of Mayors & Supervisors are at least somewhat interested in attracting new residents that work remotely 70%
Business environment:
SALES TAX
SALES TAX FROM RETAIL & RESTAURANTS AND ONLINE SHOPPING
• Suggests direct competition and cause for unique, experiential in-person retail and restaurant offerings
WHOLESALE TRADE IS STRONGLY REPRESENTED
RURAL COMMUNITIES DEPEND ON AUTOMOBILE
• Opportunity to appeal to electric vehicle ownership and travel for lower income families
• Biden-Harris Electric Vehicle ChargingAction Plan, 2021
• Major auto makers responding with electric fleets
AMONG THE TOP 20 IS POWER GENERATION, TRANSMISSION AND DISTRIBUTION
• Clean energy among the emerging industries in the region NOT ON THIS LIST IS AGRICULTURE
• With diversification (Agritourism, an emerging industry), it could very well contribute more than its $340,000
TOP 20 SALES PRODUCING INDUSTRIES
LIVINGSTON COUNTY SEPT 2021 – SEPT 2022
Machinery, Equipment, and Supplies Merchant Wholesalers
Wired and Wireless Telecommunications Carriers
Direct Selling Establishments
Automotive Parts, Accessories, and Tire Stores
Nonmetallic Mineral Mining and Quarrying
Electric Power Generation, Transmission and Distribution
Administration of Economic Programs
Clothing Stores
Petroleum and Petroleum Products Merchant Wholesalers
Other Motor Vehicle Dealers
Automotive Repair and Maintenance
Other Miscellaneous Store Retailers
Building Material and Supplies Dealers
General Merchandise Stores, including Warehouse Clubs and…
Grocery Stores
Gasoline Stations
Electronic Shopping and Mail-Order Houses
Restaurants and Other Eating Places
Automobile Dealers
JOBS & UNEMPLOYMENT
LIVINGSTON COUNTY (2020)
Business environment: WORKFORCE
MAJORITY WHITE COLLAR JOBS BUT HIGHER NUMBER OF BLUE-COLLAR JOBS AS COMPARED TO THE REGION
• Supports the high spending and revenue from retail and restaurants, sectors attractive to both residents and visitors
LOW UNEMPLOYMENT RATE MAKES IT DIFFICULT FOR BUSINESSES TO FIND QUALIFIED WORKERS
LIVINGSTON COUNTY IS ONE OF VERY SMALL BUSINESSES
• 93% of all business employ less than 19 people
• 82% employ 9 or less people
employees 250-499 employees
employees
employees
EMPLOYEES PER BUSINESS ESTABLISHMENT
Source: US Census, On The Map
Business environment:
SMALL BUSINESSES
BUSINESS TOOLS
• Plan Launch Grow (site selection, concept feasibility strategies, exterior design, marketing)
• Design Guidelines (consolidated for exteriors)
• Destination Creation Course (business success coaching)
• Digital Main Street (aiding digital transition)
• Permitting, approvals and licensing support
• Responsiveness to market preferences support BUSINESS SUPPORT SERVICES
• State and County services, including Livingston County Workforce Development
• Connection to high school, College, University programs
FINANCING & INCENTIVES
• First Impressions
• Dream-O-Vate
• Back to Business Program (CDBG Block Grant COVID recovery)
• Extreme Makeover (façade restoration & commercial space interior prep)
• Tax abatement, exemptions, loans and bonds
• Connection to State funding resources
SITE SELECTION & AWARENESS
Due diligence
Ownership
Design
PERMITTING, APPROVALS & LICENSURES
MARKET AWARENESS
Business diversification
Hours of operation
ARRIVAL & ACCESS
Wayfinding & Signage
Business environment:
TOURISM - VISITATION
2022 VISITATION DOWN FROM PANDEMIC PEAK; 2023
LEVELS STILL TBD
MOSTLY IN-STATE AND LOCAL
VISITORS
• Mayors and Supervisors believe visitors mostly coming from within a 100-mile radius
• Visitors are mostly driving
• Purposes range: visiting family, Letchworth, Lake Conesus, downtowns, SUNY Geneseo, events and festivals, breweries, wineries, drive-in theater
• Under-the-Radar Destinations
• Stony Brook, Greenway State Park & nature trail, ErieAttica Trail, Tubbs Park, fish hatchery, fishing, wildlife
• Specialty dining experiences and music venues
• Historic sites, museums and tours (i.e. Wadsworth Homestead, National War Plane Museum, etc.)
• Sporting events
DILUTED PROMOTION/ MARKETING
• Livingston County underrepresented on Finger Lakes Tourism Alliance website and others
• Identity and messaging confusing in searches
• Visit Livingston County website the closest thing to a onestop-shop for all things tourism
Source: ROVE DOMO
TOURISM - HOSPITALITY
Business environment: HOTELS
• Requirements needed to justify new hotels not currently met
BNBs/INNs
• Struggling but well-liked option for adults
SHORT-TERM RENTALS
• Short-term rentals currently filling the gap
• Boost to the tax base, except VRBO
• May need some regulation
OUTDOOR ACCOMMODATIONS
• Letchworth has several on-site accommodations
Airbnb reported in May 2022 that longterm stays of more than 28 days were their fastest-growing category by trip length compared to 2019, more than doubling in size from Q1 2019.
Hotel considering whether to locate at any given site
Does the site benefit from a strong tourism market, and are there major attractions in its immediate vicinity? Yes May select site No
Is the site close to major roadways that provide strong regional accessibility?
Is there a concentration of employment immediately surrounding the site?
Is the site within or near established pedestrian and retail environments with a strong sense of place?
Physical environment:
GENERAL OBSERVATIONS
LIVINGSTON COUNTY'S CONTRIBUTION TO THE REGION'S NATURAL ASSETS INCLUDE:
Letchworth State Park, Greenway State Park and numerous other State forests, nature preserves, and parks
Lake Conesus and Hemlock Lake
Genesee River and countless creeks
Numerous trails
PHYSICAL ACCESS & AWARENESS LACKING
Trail access available once inside parks; access outside of parks lack clear signage or feeling that the public is welcome/ supposed to be there
River access for small boats/ kayaks available in some locations, but there is no organized transportation options down stream
No comprehensive trail/river access map with destinations along the way, scenic views, level of difficulty/accessibility, etc.
Limited outdoor recreation equipment and supply rentals
Lacking structured means for communication among park managers, towns and villages
CONNECTING NATURAL ASSETS TO OTHER ASSETS/ DESTINATIONS (DOWNTOWNS, SCHOOLS, MUSEUMS, HISTORIC SITES, ETC.) SPURS ECONOMIC GROWTH
Administrative Capacity:
REGULATORY ENVIRONMENT
GUIDING POLICIES
• Some towns and villages have comprehensive plans while others do not
• Inconsistent application or disregard of guiding policies
• No County-wide comprehensive plan but County required approvals/reviews necessary in some cases
• Differing regulations across the County make it challenging for businesses to implement
• Downtown parking requirements, lack of shared parking, and metered parking act as unnecessary barriers
RESOURCES
• Limited and/or shared planning and code enforcement staff
• Staff training and workshops with boards, commissions and councils proven helpful
THE DEGREE TO WHICH PERMITTING AND REGULATORY PROCESSES CONSTRAIN BUSINESS DEVELOPMENT BY JURISDICTION
Source Mayors & Supervisors Survey, Streetsense
Administrative Capacity:
ORGANIZATIONAL CAPACITY
CURRENT BUDGET & STAFFING
• The mission and growing scope of the Office of Economic Development will require additional resources
• Future efforts may take independent path while others may require partnerships or outside leadership
DATA COLLECTION & KEY PERFORMANCE INDICATORS (KPI) TRACKING
• Ensures resource efficiency
• Aids in securing funding
AGENCY
LIVINGSTON COUNTY OFFICE OF ECONOMIC DEVELOPMENT & LIVINGSTON COUNTY TOURISM, INC.
“STIMULATE TRANSFORMATIVE ECONOMIC GROWTH” BY:
ATTRACTING VISITORS
MISSION
ATTRACTING & RETAINING RESIDENTS & THEIR SPENDING
ATTRACTING & RETAINING BUSINESSES
DEDICATED STAFF
RESOURCES
PARTNERS
FUNDING MARKETING
03 RECOMMENDATIONS
Recommendations
STRATEGY MISSION
To preserve, celebrate, and grow what makes Livingston County unique and attractive for residents, visitors, and businesses through investment in generationally attuned needs and preferences, including foundational services and infrastructure, connected and thriving communities, and jobs in enduring and promising industries.
Recommendations
GUIDING PRINCIPLES
ENCOURAGE POPULATION/ WORKFORCE GROWTH 01 02 03 05 04 06
INCREASE THE EDO’S ADMINISTRATIVE CAPACITY FOR PARTNERSHIP DEVELOPMENT, WORKPLAN IMPLEMENTATION, AND TRACKING.
SUPPORT EXISTING INDUSTRY AND SMALL BUSINESS GROWTH AND EMERGING INDUSTRY ESTABLISHMENT
INVEST IN CONNECTING AND MARKETING DESTINATION ASSETS
IMPROVE ACCESS FOR ALL WHILE SUPPORTING SMALL BUSINESSES
INVEST IN LIVINGSTON COUNTY’S IDENTITY BEYOND ASSOCIATION WITH THE FINGER LAKES
Recommendations
1. COUNTY-WIDE ECONOMIC DEVELOPMENT SUMMIT
OBJECTIVE
To ensure unified understanding, agreement, and coordination on the County’s economic development future, impact, and priorities.
ACTIONS
1. Meet at least annually to:
a. Establish and remind leaders of the county-wide economic development vision and instill ownership and accountability among each jurisdiction in fulfilling that vision;
b. Connecting economic development partners, County staff and leadership, and business/industry leaders, including those in emerging industries;
c. Discuss the state and needs of existing and emerging industries, small businesses, and tourism;
d. Determine administrative, regulatory, and financial solutions to achieve increased housing options, reliable internet, and other critical infrastructure needed of the existing and future workforce.
e. Educate local decision makers on the importance of locating emerging industry businesses in their jurisdictions and reducing regulatory discrepancies that make it challenging for businesses moving to/diversifying in Livingston County.
2. Establish a working group that meets more regularly to consider relevant topics and plan, develop topics for discussion, and facilitate the annual summit.
BEST PRACTICE
Orange County, New York Economic Summit
The Orange County's Office of Economic Development organizes and facilitates an annual economic summit that brings together elected officials, government administrators, and community and business leaders to discuss industry trends, challenges, and opportunities for economic growth in Orange County.
Their 2022 half-day event included a keynote address by a private sector stakeholder and topical discussions on incentives, transportation networks, utilities, and water, wastewater, energy, and digital infrastructure as it relates to planning for business and job growth.
Source: Orange County, New York Economic Development
2. DATA DASHBOARD
OBJECTIVE
To implement one or both forms of data tracking including: one to track implementation and outcomes of this workplan and another focused on sharing key performance metrics for economic development impact against baseline metrics, including those of similar communities. Both are recommended here.
ACTIONS
1. Identify performance measures and link proposed metrics to the recommendations outlined in this plan. Identify a mix of similar communities (comparing economic performance against neighboring counties, for instance).
2. Identify dashboard tools – including PlacerAI, Tableau,ArcGIS Story Maps and Policy Map. These can be used to visualize data and can provide live dashboards that remain consistently up to date.
3. Define data needs. Existing data subscription services include Rove/Domo, Granicus, and PlacerAI, as well as free data sources. Identify metrics that are available through these sources and can be regularly updated reliably.
4. Tell the story. Develop a broader communications strategy to share the results of the dashboard and engage local businesses, residents and stakeholders.
5. Update at least annually, if not quarterly.
Note: If in-house capabilities are a concern, consider partnering with a local college or university to support the effort, however outsourcing this may complicate the ability to regularly update.
BEST PRACTICE
Economic Development Benchmarking
Benchmarking efforts typically include a few common indicators. Tracking of progress on strategic plan recommendations can be included as well. Information to consider tracking, include:
Demographics
• Demographic overview (age, HH size, income, educational attainment, etc.)
• Employment by industry sector
• Households making greater than $75k
• Income by educational attainment
• Population trends Sales Tax & Revenue
• Occupancy tax collected
• Sales tax collected (by sector) Businesses
• Top 10 employers and # of employees
• Measure visitation and movement using mass mobile data
• Number of new businesses Other
• Tracking the status of recommendations (i.e., "in progress", "complete")
• Potential survey findings (i.e., Quality of Life)
Source: Economic Development Regina (Canada) issues a quarterly report card using baseline metrics.
3. SMALL BUSINESS CASE MANAGEMENT
OBJECTIVE
To provide permitting, approval, and licensure expediting, coordination, and general assistance for small businesses resulting in easier and quicker business openings.
ACTIONS
1. Consider hiring ombudsmen/case managers or creating a third-party program in which the private sector provides expediting, coordination, and general assistance.
2. Track timing of process and collect business and employment data for each business to ensure program efficacy.
BEST PRACTICE
New Business Acceleration Team, New York City
During the BloombergAdministration, the City created the NBAT program as a customer service tool. The program aimed to speed up the permitting process for restaurants by assigning a staff person to work together with qualifying businesses to schedule and coordinate review appointments and inspections. The staff person served as case manager, providing answers to help restaurants advance through the permitting and regulatory process more quickly and without delay.
The program sped up the permitting process by up to two months, resulting in additional sales tax revenue to the City and savings to the participating business, who were able reduce the among of time paying rent without any revenue coming in.
4. SHORT-TERM RENTAL TAXATION
OBJECTIVE
To increase bed tax collected and ensure reinvestment in the community.
ACTIONS
1. Use third-party service (i.e. Granicus) for:
a. Monitoring compliance
b. Property registration
c. Tax collection from all rental properties with and without thirdparty management
d. Complaint collection and response
e. Community education
2. After one or more seasons, evaluate Livingston County’s taxation rate in comparison to competing jurisdictions and consider adjustments, as needed.
NOTE: Regulation of short-term rentals would have to be considered by individual jurisdiction; subject could be discussed at the recommended Economic Development Summit, Recommendation #1.
BEST PRACTICE: SENECA COUNTY, New York
Seneca County’s three percent occupancy tax applies to short-term rentals and was approved for an increase of two percent by the Board of Supervisors in May 2023.
The County uses Granicus as well as a parttime compliance officer for monitoring compliance.
In recent years, local jurisdictions, including Fayette and Seneca Falls, created short-term rental regulations to address noise, parking, and other health and safety concerns.
Source: Map data ©2023 Google, Seneca County, New York
Recommendations
5. PARKS & RECREATION DEPARTMENT
OBJECTIVE
T
o comprehensively plan, implement, and maintain all of Livingston County’s outdoor and programmatic amenities, including those related to the arts, in partnership with Village and Town leadership and established organizations.
ACTIONS
1. Plan, manage, and maintain all County-controlled trails, waterways, parks, and recreation centers.
2. Maintain and regularly update trail, waterway, park, community and/or recreation facility, historic site map(s) (see Recommendation #11).
3. Consider developing and implementing recreational programs, classes, and camps for all age groups. Partner with local arts organizations, like the Genesee Valley Council on theArts, and Livingston County Schools to develop programs connecting children, residents and visitors with art and local artists.
4. Maintain local, regional and state partnerships to ensure crossjurisdictional trail and waterway access, program coordination, and regular communication.
6. NEIGHBORHOOD SERVICES BUSINESS ATTRACTION PROGRAM
OBJECTIVE
To fulfill essential needs around health and wellness, personal service, and childcare and pre-k for existing, new, and return residents.
BEST PRACTICE
Keeping Kids Close to Home Act, California
ACTIONS
1. Consider a business plan competition, similar to Dream-O-Vate, for health and wellness and personal service businesses.
2. Target opportunities to expand childcare offerings. Consider policies that reduce regulatory hurdles to market entry, and/or incentives and tax credits for employers who build childcare.
3. Explore opportunities for public property, such as schools, libraries, etc. to be offered for free or low-rent to early education providers. The County can further support these efforts with due diligence to help mitigate the costly and time-consuming regulatory hurdles that sometimes make day care and early education facilities challenging to open.
4. Identify existing childcare facilities and help them expand, renovate, repair, etc. to support improvements in service delivery and potential growth.
In California, a law passed in 2019 (Senate Bill. No. 234) enabling home-based childcare providers who provide care for up to eight children to bypass business licenses and permit fees to open or expand. They also do not need to navigate zoning permit applications or secure community approval for renovations.
Recommendations
7. BUSINESS INCUBATOR PROGRAM WITH HIGHER EDUCATION
OBJECTIVE
To encourage development, expansion, and retention of homegrown talent and businesses in Livingston County.
ACTIONS
1. Partner with SUNY Geneseo, Genesee Community College, and/or other colleges and universities to develop a program connecting entrepreneurs in the Livingston community with business development tools, including access to labs and specialized facilities offered by the college or university, mentorship, workspace and accommodations.
2. Secure a location in the village, preferably along the main street, for the program and those developing a business to have a physical address akin to a co-working space.
3. Encourage business graduation to a location within Livingston County with site selection services.
BEST PRACTICE:
MASON ENTERPRISE CENTER, FAIRFAX CITY, VIRGINIA
The City's Office of Economic Development and Economic DevelopmentAuthority partners with George Mason University to provide business incubation and start-up support, including physical office space with shared office services, business mentoring, and access to campus services and labs.
Upon graduation from the MEC, the new, homegrown business is eligible for a $15,000 grant from the Fairfax City EDAfor assistance with their relocation to an independent office space in Fairfax City.
Once such grantee, FedWriters, a company providing writing and publication services supporting government programs, began as a startup with the MEC and graduated into an existing vacant office space in Fairfax City with more than 200 employees.
©2023
Source: Mason Enterprise Center
8. EMERGING INDUSTRY ATTRACTION, WORKFORCE RECRUITMENT AND CAREER TRAINING PROGRAMS
OBJECTIVE
To encourage establishment and long-term viability of regionally significant emerging industries, agribusiness/agritourism, clean energy, and manufacturing with optics, in Livingston County.
ACTIONS
1. Encourage regulatory reform at the local level to enable industry diversification (i.e., traditional agriculture expansion or inclusion of additional agribusiness elements and/or agritourism).
2. Develop a career training program in partnership with local and/or regional colleges and universities and emerging industry professionals.
3. Work with Livingston County Workforce Development to recruit potential employees in emerging industries.
4. Market to emerging industry businesses looking to relocate or get started where there is available space/land and that there is an industry-trained workforce for hire.
BEST PRACTICE
The Clean Energy Academy, LaGuardia Community College/CUNY, New York
The program, part of a $2 million workforce training program to provide economic mobility to residents through careers in the clean energy sector, is a partnership between public agencies and private philanthropies. The Community College will oversee the training site for the program.
Funding for the program comes in part from NYS Energy Research and DevelopmentAuthority (NYSERDA), National Grid, the New York Power Authority (NYPA), Trinity Wall Street Philanthropies, NorthLight Foundation, and Rise Light & Power.
The program rests on the heels of efforts to build the renewable energy industry in the area of offshore wind.
Source: NYCHAphotographer Leticia Barboza
Recommendations
9. VILLAGE HOUSING
OBJECTIVE
To enable rehabilitation, reuse and/or redevelopment of targeted, underperforming, catalytic sites in Livingston County villages.
ACTIONS
1. In a highly targeted manner, prioritize underperforming sites in villages that could be catalytic to district success, like theAmerican Hotel in Lima and the Big Tree Inn in Geneseo.
2. Consider targeted property acquisition by the County. Publicly-owned properties can be held and passed through to developers ready to participate in the County’s vision for revitalized downtowns, with a focus on additional housing. The County can lead pitches to developers, issue RFPs, and help finance redevelopment projects that align with economic development goals.
3. Work to package financing, incentives, funding sources for redevelopment, including:
a. Federal Historic Building Tax Credit (20% for certified rehabilitation of certified historic structures and 10% for nonhistoric, non-residential buildings built before 1936)
b. New York State’s Clean Energy Initiative (funding and technical assistance for energy efficient retrofits for future affordable housing in existing buildings)
4. Pursue targeted, collaborative efforts that put the County in the position to serve as a “matchmaker” between owners of underused property and developers seeking to build.
BEST PRACTICE:
The Rope Walk Building, Boston, Massachusetts
Built in 1837, the U.S. Navy Ropewalk building was developed to manufacture long lengths of rope for the U.S. Navy. The 1,300-foot-long building sat vacant for many years as the City explored strategies for redevelopment of the publicly owned site.
Completed in 2019, the project is a 97-unit residential property with a 20% affordability component, subject to a long-term ground lease from the Boston Planning and Development Authority, the previous owner of both the site and building.
Sources: National Park Service, Apartments.com
10. BROADBAND IN VILLAGES
OBJECTIVE
To supplement on-going State efforts, ConnectALL, to provide reliable highspeed internet (as well as an exploration of fiber-optic connections) accessible to residents and visitors.
ACTIONS
1. Evaluate needed download speeds for large portions of the community to work and attend school remotely and consider means for achieving that level of service in villages.
2. Explore federal and state resources to increase reliable high speed internet access as they become available.
3. Explore Fiber Optic Providers and be prepared with information related to access to existing poles and conduit infrastructure, accurate maps to identify where poles are located as well as other infrastructure such as water, gas and electrical lines, and support expedited construction permits.
4. Implement a “dig once” initiative where underground conduit for future broadband is placed when a roadway is repaired.
BEST PRACTICE
GoogleFiber, Huntsville, Alabama
With a population of 195k, Huntsville found that its broadband offerings were insufficient.At the same time, the city’s utility company was planning an expansion of its electrical grid, so adding additional strands of fiber was not a significant added costs. Following the installation, the City leased excess capacity to GoogleFiber, an internet provider, as well as private businesses and government entities, like schools. GoogleFiber’s 20-year lease, alone, covers the cost of the building out the network.
Huntsville was the first city to provide services over a fiber owned by a public entity. Since then, leasing excess fiber from an existing public grid has become more common.
Source: Wikipedia Commons
11. TRAIL AND WATERWAY
ACCESS
OBJECTIVE
To increase connections to trails and waterways where there is critical mass while spurring market responsive uses and economic impact.
ACTIONS
1. Identify areas of access priority and those that aid in completing full loops of differing lengths and levels of difficulty.
2. Work with regional and state partners, including park management, to prioritize trail and river access in priority locations and within their jurisdiction for implementation and maintenance.
3. Outsource the creation of a map of accessible rivers and trails, access points, level of difficulty, scenic views, historic and relevant sites, connections to state parks and trail systems, etc. with website, app and printed options.
BEST PRACTICE
Virginia Department of Conservation and Recreation Map Feature
In addition to providing printed comprehensive park, trail and facilities maps, the Virginia Department of Conservation and Recreation offers an interactive geo-coded pdf map online through their website and via downloadable app. The interactive features include all outdoor and accommodations information and multiple ways to search making planning for a short or long trip easier.
The application offers a search by amenities feature allowing the user to quickly choose their interests resulting in a narrowly customized list of locations to consider. Importantly, the interactive map includes a wide range of searchable features, including locations of boat launches and river access, types of trails, and even restrooms and recycling centers.
Recommendations
12. COUNTY VISITOR CENTER
OBJECTIVE
To establish a physical presence and secured identity as the gateway to the Genesee Valley, Letchworth, and the Finger Lakes Region.
BEST PRACTICE
Alexandria Visitor Center, Alexandria, Virginia
ACTIONS
1. Consider partnering with regional stakeholders for a physical location in a mutually beneficial village, like one along Main Street in Mt. Morris.
2. Decide programming and offerings of the visitor center (i.e. Travel, tourism, culture and history information, tours, guides, etc., outdoor recreation and rental, indoor/outdoor gathering/performing space, art, food, etc.).
The Alexandria Visitor Center is located in the historic home of William Ramsey, merchant and city founder, along Alexandria's historic King Street in the heart of Old Town two blocks from the Potomac River and waterfront parks.
The non-profit, Visit Alexandria, partners with the City of Alexandria to maintain this prominent location and to provide travel information, recreational and historic tours and ticket purchasing, gift shop, outdoor gathering space, free wi-fi, and proximity to restaurants, shops, museums, and other culturally significant amenities.
13. ELECTRIC VEHICLE (EV) CHARGING STATIONS
OBJECTIVE
To encourage sustainable vehicle travel that appeals to residents and visitors while supporting small businesses.
ACTIONS
1. Identify and prioritize installation of EV charging stations in villages and populated commercial areas.
2. Consider incentives and/or partnerships that enable free or small fee charging, including:
a. The New York State Energy Research and DevelopmentAuthority (NYSERDA) Programs
b. Municipal Zero-emission Vehicle (ZEV) Program through the New York State Department of Environmental Conservation
c. Evolve NY Program through the New York PowerAuthority
3. Ensure all EV charging stations are mapped to mitigate range anxiety.
4. Promote EV charging as part of Livingston County’s identity and draw.
BEST PRACTICE
EV Charging Stations in Riverhead, New York
Riverhead, New York was one of the site’s selected for EV charging station installation through the New York Power Authority Evolve NY Program.
Four 150-350kw EV charging stations were installed in a downtown parking lot, a location strategically selected to capture visitor spending at local restaurants and shops while their vehicle charges.
EV charging stations are mapped on multiple thirdparty sites providing a convenient and reliable source for planning extended drives.
Source: ChargeHub.com
Source: PlugShare.com, Riverhead, NY
14. STREETSCAPE/COMPLETE STREETS IN VILLAGES
OBJECTIVE
To provide an 8-80 environment (all modes – walking, biking, driving and gathering) that enables access for all, longer durations of stay, and spending.
ACTIONS
1. Identify and prioritize main streets in villages that are currently programmed and/or where there is an existing appetite for increased programming for streetscape upgrades.
2. Choose one or two pilot sites to implement a complete streets design. Hire a design consultant to lead the community through a design charrette that aids in the development of two or three feasible/implementable streetscape schematic scenarios.
3. Where main streets are not State owned and maintained, consider hiring a landscape architecture and civil engineering team specializing in urban and streetscape design to cost, design and manage construction of complete streets initiatives.
4. Where the main streets are owned and maintained by the State, engage the State to design, fund, and implement complete streets initiatives. Consider first speaking with leadership in nearby jurisdictions (i.e. Perry) who have successfully implemented complete streets initiatives on State owned and maintained main streets to understand process, expectations, requirements, and the like.
BEST PRACTICE
Dallas Street, Ennis, Texas
Complete streets improvements were implemented along six blocks of Dallas Street in downtown Ennis to enable improved accessibility for all, increase frequency of programming, street closures for festivals and markets, and to generally reclaim the downtown as the heart of the city.
Improvements costing $11 million included:
• Underground infrastructure upgrades (power, water, sewer, combined grease traps, and trash collection);
• Removal of steps and curbs to create seamless transitions from storefront to street;
• Conversion of all on-street angled parking to parallel parking to widen sidewalk space for pedestrian maneuvering and gathering/seating; and,
• Canopy street trees, landscaping, and lighting with integrated wayfinding/signage/branding, public wi-fi, and sound system.
Upon implementation of streetscape improvements, the City saw an increase in applications for Façade Restoration and Historic Preservation Grants. Of the buildings that have renovated using the grants, their taxable value has more than tripled with a 5:1 private investment to grant value.
15. AUDIT & REVISE MARKETING SPENDING
OBJECTIVE
To reevaluate and prioritize cost-effective marketing efforts, including the potential reallocation of existing marketing spending towards digital marketing strategies, including, but not limited to, Intercept Strategies and Search Engine Marketing.
ACTIONS
1. Evaluate the effectiveness of existing marketing spending for promotional platforms and determine whether to continue. Conduct a small-scale TourismAssessment that considers how tourism dollars are currently spent and include marketing suggestions informing where/how tourism dollars should be spent in the future.
2. Use ROVE/DOMO to determine what marketing sources visitors use when considering visiting Livingston County.Avoid strategies that require Livingston County to pay to subsidize others’marketing campaigns. If data suggests, consider prioritizing marketing through regional partners such as Genesee Valley and Letchworth over that of the Finger Lakes.
3. Consider shifts in spending towards digital marketing outreach that aligns with the growing Gen X and Millennial visitor – this may include intercepting search traffic for those searching for Finger Lakes, Buffalo, and/or Rochester websites with an offer to go to Livingston instead.
BEST PRACTICE
Discover Seneca County, New York
Among the highest performing from their paid social campaign, Discover Seneca gets the right message with beautiful, eye catching creative in front of the right audience at the right time. Their strategy involves channel engagement, targeting, and placement. Through social media, ads are served to people who look like the most highly engaged members of an email database and intercepting them with Discover Seneca messaging containing a strong call to action for opportunities in Seneca County.
Source: Facebook
Recommendations
16. SUPPORT COMMUNITY DRIVEN EVENTS
AT HISTORIC AND CULTURALLY SIGNIFICANT SITES
OBJECTIVE
To bring awareness of local history and culture while serving as an economic driver supporting small businesses.
ACTIONS
1. Develop a small grant program to support rotating events with local music and food at participating historic sites.
2. Encourage grantees to connect with schools to incorporate local history into curriculum and encourage site visits.
BEST PRACTICE
Downtown Activation Grants, Memphis, Tennessee
The Engage DowntownActivation Grant is sponsored by the Downtown Memphis Commission (DMC) and offers funding for events/activations at outdoor and highly visible spaces in Downtown Memphis. Eligible amounts are between $150 to $1,000 based on the proposed scope, scale of event, and overall anticipated economic impact.
The events supported by the DMC are diverse in size, scope and target audience, and are held at locations throughout downtown.
Source: Downtown Memphis Commission
CRAFT FOODAND WINE FESTIVAL
SUNSET JAZZAT COURT SQUARE