Governor Hochul has announced the winners of the seventh round of the Downtown Revitalization Initiative (DRI) in a series of events highlighting the significance of the DRI program in revitalizing communities across the State.
Launched in 2016, The Downtown Revitalization Initiative (DRI) has been envisioned as “a comprehensive approach to boosting local economies by transforming communities into vibrant neighborhoods where the next generation of New Yorkers will want to live, work and raise a family.”
The 2023 winners are as follows:
New York City: Long Island City
Long Island: Kings Park
Capital Region: Lake George
Mid-Hudson: White Plains
Southern Tier: Roxbury
Mohawk: Herkimer
Central New York: Cayuga, Aurora, and Union Springs
Finger Lakes: Waterloo
Western New York: Tonawanda
North Country: Lowville
Roxbury is the second municipality in the Catskills to receive a DRI award after Tannersville had been awarded in Round 5.
Having served on the Steering Committee for Roxbury’s DRI application, I emphasize the importance of transformative projects in revitalizing communities.
Home to the renowned Roxbury Motel, Plattekill Ski Resort and historic Shephard Hills Golf Course, the Town of Roxbury builds on the legacy of financier and railroad magnate Jay Gould and naturalist writer John Burroughs. Its two distinctive hamlets of Roxbury and Grand Gorge, situated at the confluence of major corridors along Routes 30 and 23 in the scenic Catskill Mountains, are connected by a passageway alongside the East Branch of Delaware River, and serve a diverse population of full and part-time residents as well as tourists from all over the world. The quaint small-town atmosphere, rich historic character, vibrant creative economy, and abundant outdoor recreational opportunities make the two hamlets an idyllic place to live, work and vacation. The relative proximity to major metropolitan areas enables remote work while at the same time cultivates resiliency and sustainability that builds on a long farming tradition.
Main Street America in partnership with the Institute for Local Self-Reliance (ILSR) hosted a webinar on February 10 titled “Small Business’s Big Moment” that highlighted ideas for communities on how to use the American Rescue Plan Act (ARPA) funds for long-term economic development. Kennedy Smith from the ISLR and Kelly Humrichouser from Main Street America moderated the conversation, whose focus was on small business.
Some of the ideas presented include:
Strategic investments in small business training, coaching and finance, i.e. financial relief grants, loans, opening business incubators, and other resources;
Using the funds to develop and open full-service grocers;
Building a robust infrastructure to support small scale manufacturing;
Simplifying and streamlining the procurement process to make it easier for small businesses to bid;
Investing in “shop local” marketing campaigns;
Expanding broadband access;
Making improvements in commercial districts to enhance accessibility.
Last December I attended a webinar with Main Street America where Lindsey Wallace spoke about her organization’s approach to community transformation based on four pillars:
1. Organization
2. Economic Vitality
3. Design
4. Promotion
As we juggle multiple crises from health care to economic prosperity, climate change, and inequality, I believe this is a model that can lead to a sustainable future for communities that can rally together behind some common purpose.
The first pillar Organization calls for strong leadership and broad community engagement to identify priorities and forge partnerships across sectors.
Economic Vitality invites a diverse economic base, and smart investments that contribute to a vibrant entrepreneurial ecosystem.
Design plays a critical role in creating an inviting and inclusive atmosphere that incorporates historic preservation, energy efficiency, and accessibility.
And Promotion is all about marketing the community’s defining assets and unique attributes while supporting “buy local”.
Business trends that will continue to shape our communities are the expansion of broadband, remote work, e-commerce, and lifestyle changes that are here to stay like for instance slowing down, investing in self-care, and developing contingency plans.
Governor Hochul and Lieutenant Governor Benjamin have announced the winners of the fifth round of the Downtown Revitalization Initiative (DRI) in a series of events that were held last fall to highlight the significance of the DRI program in revitalizing communities across the State.
Launched in 2016, The Downtown Revitalization Initiative (DRI) has been envisioned as “a comprehensive approach to boosting local economies by transforming communities into vibrant neighborhoods where the next generation of New Yorkers will want to live, work and raise a family.”
The 2021 winners are as follows:
New York City: Chinatown ($20 million)
Long Island: Amityville ($10 million) and Riverhead ($10 million)
Capital Region: Troy ($10 million) and Tannersville ($10 million)
Mid-Hudson: Haverstraw ($10 million) and Ossining ($10 million)
Mohawk Valley: Gloversville ($10 million) and Little Falls ($10 million)
Finger Lakes: Rochester ($10 million) and Newark ($10 million)
Central New York: Oneida ($10 million) and Syracuse ($10 million)
Western New York: Buffalo ($10 million) and North Tonawanda ($10 million)
Southern Tier: Endicott ($10 million) and Norwich ($10 million)
North Country: Tupper Lake ($10 million) and Massena ($10 million)
The village of Tannersville in Greene County (Capital Region) is the smallest municipality to have ever received a DRI award (population 858), and also the first one in the Catskills area. Projects to be considered for funding include housing developments, as more people are leaving the City and relocating Upstate, and tourist attractions such as music and arts venues, as well as a trolley that will take visitors to the Kaaterskill Falls, a major source of inspiration for the Hudson River School of Painting, the first authentic American art movement. Tannersville is only 4 miles away from Hunter Mountain Ski Resort, a worldwide destination. To learn more about the Tannersville’s DRI application, listen to the interview conducted by Brett Barry from Silver Hollow Audio with Sean Mahoney, Executive Director, and Amy Scheibe, Board Chair at the Hunter Foundation, the economic development partner for the Village of Tannersville, which spearheaded the DRI process: https://anchor.fm/kaatscast
The DRI winners are selected every year in a competitive review process based on eight criteria (in 2020 the program was put on hold due to the pandemic):
The downtown should be compact, with well-defined boundaries;
The downtown is able to capitalize on prior or catalyze future private and public investment in the neighborhood and its surrounding areas;
There should be recent or impending job growth within, or in close proximity to the downtown that can attract workers to the downtown, support redevelopment and make growth sustainable;
The downtown must be an attractive and livable community for diverse populations of every age, income, gender, identity, ability, mobility and cultural background;
The municipality should already embrace or have the ability to create and implement policies that increase livability and quality of life, including the use of local land banks, modern zoning codes and parking standards, complete street plans, energy efficient projects, green jobs, and transit-oriented development;
The municipality should have conducted an open and robust community engagement process resulting in a vision for downtown revitalization and a preliminary list of projects and initiatives that may be included in a DRI strategic investment plan;
The municipality has the local capacity to manage the DRI process;
The municipality has identified transformative projects that will be ready for near-term implementation with an infusion of DRI funds.
In December Albany Business Review reported that Beekman 1802, the beloved lifestyle company located on a historic farm in Sharon Springs, was acquired by Eurazeo, a French investment group, in a $92 million acquisition that will propel the brand into global growth.
Josh Kilmer-Purcell and Brent Ridge, the stars of reality TV show The Fabulous Beekman Boys, co-founded Beekman 1802 in the aftermath of the 2008 Global Recession, when the duo left the City and purchased a goat farm upstate New York – Kilmer-Purcell documented the story in “The Bucolic Plague: How Two Manhattanites Became Gentlemen Farmers: An Unconventional Memoir” published in 2011.
Once in the country, Kilmer-Purcell (a writer) and Ridge (a physician) came to the realization that they better make the farm profitable if they were to keep it. And soon their goat milk bar soap was to become a sensation among people interested in skincare products. By launching a fast-growing lifestyle brand, Kilmer-Purcell and Ridge energized and revitalized the entire town – their story has been featured on The Martha Stewart Show, and in The New York Times, TheWall Street Journal,Vanity Fair, and many other publications. The duo has also published several cookbooks including “The Beekman 1802 Heirloom Dessert Cookbook” (2013), “The Beekman 1802 Heirloom Vegetable Cookbook” (2014), and “Beekman 1802: A Seat at the Table” (2017), all inspired by their Upstate New York farm lifestyle.
Reporting on the recent acquisition, Forbes remarks that Beekman’s “from-the-farm, friend-get-a-friend style of marketing is ready to reach across the globe.”
Complementary brands with a similar audience or marketing goals often engage in collaborative marketing, in other words combining resources and efforts, to amplify outreach and boost sales. Benefits of collaborative marketing include reaching out to new audiences, cutting costs, combining expertise, and benefiting from brand association. Successful collaborations enhance customer experience and sometimes even offer products and services that are exclusive to the said collaboration.
As the holidays approach, companies think creatively about marketing their products and services.
Collaboration with complementary brands may include:
Pop-up stores
Joint events
Joint advertising
Exclusive deals and discounts
E-books
Newsletters
Partnership emails
Blog guest posting
Social media shout-outs
Instagram takeovers
Podcasts
Affiliate programs
Frequently bought together items on Amazon for instance may give small businesses some workable ideas.
Here are some examples of collaborations that we love:
deals and discounts partnerships between hotels and ski resorts;
joint advertising between apparel and outdoor activities;
partnerships between gyms and personal trainers;
joint events between bookstores and coffee shops;
cooking classes hosted by farms and restaurants.
Finding the right partnership is key to a successful marketing campaign. Collaborative alliances ought to be designed as a win-win situation for both parties. The terms of participation must be clarified since the get-go. Often times these efforts lead to ongoing cooperation.
Launched in 2016, The Downtown Revitalization Initiative (DRI) has been envisioned as “a comprehensive approach to boosting local economies by transforming communities into vibrant neighborhoods where the next generation of New Yorkers will want to live, work and raise a family.”
As highlighted in the DRI 2021 Guidebook, the program’s fundamental goals are:
• Creating an active, desirable downtown with a strong sense of place;
• Attracting new businesses (including “Main Street” businesses), that create a robust mix of shopping, dining, entertainment and service options for residents and visitors, and that provide job opportunities for a variety of skills and salaries;
• Enhancing public spaces for arts and cultural events that serve the existing members of the community but also draw in attendees from around the region;
• Building a diverse population, with residents and workers supported by complementary diverse housing and employment opportunities;
• Growing the local property tax base;
• Providing amenities that support and enhance downtown living and quality of life; and
• Reducing greenhouse gas emissions by creating compact, walkable development patterns that increase public transit ridership and allow for adoption of district-wide decarbonized heating and cooling; and by supporting efficiency and electrification of buildings, installation of onsite renewable energy generation, and electric vehicle charging.
Each year ten communities – one from each of the State’s ten Regional Economic Development Councils (REDCs): Western New York, Finger Lakes, Southern Tier, Central New York, Mohawk Valley, North Country, Capital Region, Mid-Hudson, New York City, and Long Island – are awarded $10 million each for strategic investments in transformative projects that can bring commerce and culture together for an increased sense of place and amplified economic vibrancy.
In the first four DRI rounds, forty communities were selected to receive $10 million each “to undertake a bottom-up community planning process and to implement key projects recommended by the community.” Through the planning process, each community develops a shared and clear vision for what is needed to ensure a successful downtown revitalization and sets goals and lays out strategies to accomplish that vision. At the end of the process, a strategic plan is created to implement the catalytic projects as identified in the plan. In addition to community-based strategic planning, a successful DRI process involves sustained inter-agency project support and outside investments.
The Strategic Investment Downtown Revitalization Initiative Plan ought to include:
Downtown profile and assessment;
Community vision and goals;
Strategies and methods to achieve the downtown revitalization vision;
Key projects recommended for DRI funding.
In 2021 the DRI Round 5 will invest $200 million in up to 20 downtown neighborhoods across the State. As detailed in the DRI Guidebook, each of the State’s ten Regional Economic Development Councils (REDCs) solicits applications and chooses one or two downtowns that are ready for revitalization and have the potential to become a magnet for redevelopment, business, job creation, greater economic and housing diversity, and opportunity. Applications for the current round must be submitted by 4:00 p.m. on Wednesday, September 15, 2021. NYC applications are due by September 3, 2021.
DRI Round 5 is in fact twice as big as the previous rounds. This year each REDC may award $20 million to one or two downtowns. Each REDC will decide whether to nominate two $10 million awardees or one $20 million award upon review of submitted applications.
Desirable attributes for participation in the DRI, as highlighted in the guidebook, include:
Well-defined boundaries
Past investments
Recent job growth
Quality of life
Supportive local policies
Public support
Transformative opportunities and readiness
Administrative capacity
The winners from the previous four rounds are as follow:
ROUND I: Elmira (Southern Tier), Geneva (Finger Lakes), Glens Falls (Capital Region), Jamaica (New York City), Jamestown (Western New York), Middletown (Mid-Hudson), Oneonta (Mohawk Valley), Oswego (Central New York), Plattsburgh (North Country), and Westbury (Long Island).
ROUND II: Batavia (Finger Lakes), Bronx (New York City), Cortland (Central New York), Hicksville (Long Island), Hudson (Capital Region), Kingston (Mid-Hudson), Olean (Western New York), Rome (Mohawk Valley), Watertown (North Country), and Watkins Glen (Southern Tier).
ROUND III: Albany (Capital Region), Amsterdam (Mohawk Valley), Auburn (Central New York), Central Islip (Long Island), Downtown Brooklyn (New York City), Lockport (Western New York), New Rochelle (Mid-Hudson), Owego (Southern Tier), Penn Yan (Finger Lakes), and Saranac Lake (North Country).
ROUND IV: Schenectady (Capital Region), Fulton (Central New York), Seneca Falls (Finger Lakes), Baldwin (Long Island), Peekskill (Mid-Hudson), Utica (Mohawk Valley), Staten Island (New York City), Potsdam (North Country), Hornell (Southern Tier), and Niagara Falls Bridge District (Western New York).
Read our interview with Kerri Green, President & CEO of Commerce Chenango who serves on several workgroups in the Southern Tier Regional Economic Development Council, including Tourism Business Development (newly created last summer), and Advanced Manufacturing. Kerri is also a contributor to the Southern Tier Economic Recovery Strategy Report. We review the Upstate Revitalization Initiative (you can read more about it at https://simonadavid.com/2021/07/21/the-southern-tier-economic-recovery-strategy-2021/), and the top priorities for the Southern Tier in light of the post-pandemic recovery efforts. Community engagement through small business networks and chambers of commerce is critical in ensuring the success of these programs.
This is part of a series of interviews with business leaders to highlight current business issues and identify trends.
Kerri Green
Kerri Green is the President and CEO of Commerce Chenango, and the Executive Director of Development Chenango (the Economic Development arm of Chenango), the Chenango County Industrial Development Agency, and the Chenango Foundation. Her Chamber experience is widespread and over the years has served on the boards of the Sidney, Otsego, and Delaware Chambers. Kerri served as President of the Sidney Chamber for three years, and is a founding member of the Young Professional Network in Otsego County. She currently serves on a number of boards including the Southern Tier Regional Economic Development Council, the Southern Tier 8 Regional Planning Board, the Chenango County Planning Board, Chenango Health Network, Family Planning of South Central New York, and is the President of the Sidney Central School Board of Education, where she has served as a board member for over 15 years. Under Kerri’s leadership, Commerce Chenango took a central role during the COVID-19 pandemic, which led to a number of collaborations and programs that have been carried over into the daily practice of the organization. Kerri is a United States Army Veteran.
SD: Please, highlight some of the priorities included in The Southern Tier 2020 Economic Recovery Plan, and the workgroups’ efforts to identify these priorities.
KG: In the summer of 2020 Empire State Development (ESD) got together with the Regional Council and the workgroups and asked us to begin working on a COVID-19 recovery plan for the Southern Tier. All the regions in the State were asked to do this – we were looking at the direct impact of COVID-19 and what we could do to address that and plan our recovery. At that time, in the summer, things were still very much shut down, we were very much still in the pandemic, but the State was beginning to open up a little bit more. All the workgroups in the Southern Tier were asked to look at how their specific industries were dealing with the COVID-19 pandemic: lessons learned, things that they had wished they had more information about, etc. The State was looking for ways in which it could help down the road – six months, twelve months, and longer, and needed to know what these industries might need from the State in terms of funding, technical assistance, etc. It was a big task that we were asked to do. The workgroups met throughout the month of August and gathered data. We created a Writing Committee, which I served on, and collected all the information from the workgroups and created a document called “2020 Economic Recovery Strategy: SOUTHERN TIER” which can be found on the website at https://regionalcouncils.ny.gov/sites/default/files/2021-04/Southern-Tier_Regional-Economic-Recovery-Strategy_Final.pdf. Each workgroup conducted surveys, talked to industry leaders, and community members to assess what the greatest needs were.
Some of the most important issues that were identified included workforce, money, PPE, facility upgrades, and remodeling to meet the requirements of social distancing, etc. We also got some really good stories from companies that were able to shift their model to address some of the needs in the area. I serve on several workgroups, including Tourism Business Development, which was newly created last summer, and one of the stories that I love is about a distillery in Delaware County, Union Grove, which shifted its model to make hand sanitizers. Stories like this show that people were thinking out of the box, and were doing what they could.
SD: Talk a little bit more about the workgroups you serve on, and the type of efforts that are being made to keep the community engaged.
KG: There are six workgroups: Advanced Manufacturing, Food and Agriculture, Greater Binghamton Innovation Ecosystem, Innovative Culture, Tourism Business Development, and Workforce Development. I serve on two: Tourism Business Development, which as I mentioned before was newly created last summer, and Advanced Manufacturing. Each workgroup feeds into each other’s work. Last summer I also served on the Writing Committee which compiled the data from all the workgroups and created the Recovery Plan. What the State asked us to do was to look at short-term, medium-term, and long-term needs for each industry such as funding, policies, and what the State could do to help more.
Some big themes that emerged from the conversations we had last summer included broadband, childcare, and workforce challenges. In the Tourism Business Development workgroup affordable housing and non-traditional childcare, especially for workers in the tourism industry, emerged as the most important issues. In the Advanced Manufacturing workgroup, the supply chain issues were the most urgent. And there are still some supply chain issues today, a year after we created that plan. These are issues that affect companies in the Southern Tier.
Last month all workgroups submitted revisions to include changes that occurred since last summer when we didn’t know how the future was going to look like – what do we know now that we didn’t know then, how the priorities have shifted, etc. These changes are reflected in the “2021 Economic Recovery Strategy” for the Southern Tier which is coming out soon.
SD: Let’s talk a bit about The American Rescue Plan (ARP) Act, and how that feeds into your work.
KG: The American Rescue Plan funds go to counties and municipalities. We at the Regional Council can talk to municipalities, but the municipalities decide how to spend these funds. A lot of them have earmarked that money for things that they need in their communities. Some counties are doing a great job in trying to get the money to businesses and the tourism industry, and arts and culture, and other sectors that were hit hard by the pandemic and have no ways to recover what they lost, but others aren’t doing that much. Some municipalities are engaging their business community and the local chamber, and others are not. There is not one way to do it. But there are ways to be collaborative, and I wish more were doing that.
SD: Let’s talk a little bit about your work with Commerce Chenango. What makes chambers of commerce important in this business climate?
KG: The Chamber work is critical. And sometimes people do wonder about the value of membership. Let’s just look at the pandemic, for example. Organizations like mine took a front and center approach when it came to this global health crisis. We advocated and got ourselves a seat at the table in terms of what was happening at the State level. I was the Chenango County representative in the Control Room, and was able to provide support and guidelines to businesses from wearing masks to social distancing and vaccinations. We are in a unique position in Chenango County, because Commerce Chenango is the Chamber of Commerce, but is also the Economic Development Agency for the County, and we also operate as the Tourism Agency for the County. Our work really affects a broad range of businesses and people around the county. Throughout the pandemic we called businesses to ask about their needs, we made ourselves available, we hosted webinars. We did this not just for the Chamber members, but for all the businesses in the county and even businesses that aren’t in our county. And the challenges continue throughout the recovery process. I think people in my position have the responsibility to be those boots on the ground and have those conversations with businesses. We at Commerce Chenango had in 2020 the biggest number of new members we had in the last decade. People were appreciative of the information that we were giving, and they wanted to be supportive. I think 2021 is going to be a banner year for us.
SD: Are new people moving to the area, and opening new businesses?
KG: Yes. People are hopeful. They see our part of the State as a place where they want to be, it feels safe. I get calls all the time from businesses looking to relocate.
SD: What are some of the current programs that you are working on with the Chamber?
KG: I am very happy we are getting somewhat back to normal. We recently had our Commerce Chenango Gala, the first in-person event in over a year, very well attended. We will host our Golf Tournament later in July, and in the fall we will have our annual Membership Luncheon. We’re looking forward to having our job fair again soon. Businesses are getting back to somewhat normal. We just made a major announcement at the Gala: the Development Chenango Corporation (which is the economic development arm of Chenango County, and lives under Commerce Chenango) is in the final stages of purchasing a building in Norwich and we are going to launch a capital campaign at the end of the summer to raise $1 million to make some improvements, which will hopefully make the building attractive to a developer. The plan is to create a boutique hotel and we are very excited about this project. The lack of available quality hotel space in this area has been a real issue. This is an investment in the community and the ripple effect will be a game changer for Chenango County. You can learn more about this project at https://cca.commercechenango.com/NewsArticle.aspx?dbid2=NYCOCH&newsid=15073 and https://www.evesun.com/news/stories/2021-07-20/35019/Planners-aim-for-boutique-hotel-in-Norwich-within-two-years?fbclid=IwAR0xaE8lj6yJzW2inDQ0GL-WNGFdGSGX-zwImIarmA0O7pYmMb6nniPUjlo
SD: What other business trends have you been noticing?
KG: The use of QR codes in restaurants instead of handing out printed menus is something that I personally appreciate. The use of social media – social media has ebbs and flows, but I think the pandemic has heightened the need for social media. Younger generations use Facebook less, and TikTok and Snapchat more, and that is something that businesses need to be cognizant of. I see a lot of businesses that don’t have a website, and rely instead on their Facebook page for outreach. I also think businesses need to be more creative with their hiring model. Bonuses, alternative work schedules, being accommodating to employees, and giving people a good quality of life are important. It’s going to be a balancing act for businesses to attract the workers that they want but remain profitable. Younger generations, like my daughter for instance who is graduating college next year, want to have a meaningful job, and they’re interested in the quality of life, something that employers need to take into account. The pandemic forced businesses to allow remote work, and I think working remotely will remain a preference for many employees.
SD: How should counties and municipalities approach the ARP funding and set priorities?
KG: I think they should approach it more broadly to make the most impact. They have to take a look at the industries that were hit the hardest, and do not have an easy way to recover those funds. Arts and culture, events, small businesses – be as collaborative as you can, and be transparent. Organize public forums, ask for input. At the end of the day, municipalities have the ultimate decision on how to use these funds, but it should be done openly and transparently.
This year marks the tenth anniversary since the Regional Economic Development Councils (REDC) were created as a new economic development strategy in New York State, replacing the older top-down model with an innovative bottom-up approach that is meant to increase local stakeholders’ participation in shaping the vision and the priorities of each region. Since 2011 over $6.9 billion in State funding has been awarded to over 8,300 projects. Through the Consolidated Funding Application (CFA) a diverse range of projects has been funded thus far from hospitality and tourism initiatives to high-tech manufacturing and business incubators.
In 2011 Governor Cuomo created ten Regional Economic Development Councils: Western New York, Finger Lakes, Southern Tier, Central New York, Mohawk Valley, North Country, Capital Region, Mid-Hudson, New York City, and Long Island.
Each Council has developed its own strategic economic development plan to bolster economic activity, create new businesses, revitalize downtowns, invest in technology, and train skilled workforce. These plans address specific challenges and capitalize on unique assets that each region has to offer to allocate resources judiciously and stimulate economic activity. The plans are updated annually to include new challenges and opportunities. In 2021 specifically the post COVID-19 recovery efforts have become essential as well as investments in a more resilient economy. Public outreach and engagement are paramount in delineating actionable goals for each region.
Regional Councils are organized in workgroups formed by stakeholders representing each region and engaging with local officials, businesses, community organizations, and academia to identify priorities, set goals, and design and implement strategies that best suit each region’s economic development objectives. The workgroups play an important role in identifying strong projects that can advance regional and state priorities.
In 2015 The Southern Tier, Finger Lakes and Central New York regions became the winners of the Upstate Revitalization Initiative (URI) awards in the amount of $1.5 billion, with each region being awarded $500 million to spend on economic development projects over the span of five years.
In The Southern Tier the expectation was that the URI investment of $500 million would leverage more than $2.5 billion in private investment, create more than 10,200 jobs and have an overall economic impact of $3.4 billion over the span of five years. The focus has been on revitalizing distressed communities, spearheading innovation, attracting foreign investment, increasing exports, leveraging the region’s natural resources, strengthening regional industries ranging from advanced manufacturing to agriculture and tourism, and building a regional brand.
The Southern Tier’s regional priorities, which are addressed by the workgroups include: The Greater Binghamton Innovation Ecosystem, Advanced Manufacturing, Food and Agriculture Industry, Innovative Culture, and Tourism Business.
The 2020 global pandemic caused disruption and forced the region to re-set its priorities. The Southern Tier Regional Economic Development Council has prepared an Economic Recovery Strategy that addresses COVID-19 related issues and reshapes the focus of the workgroups. The plan includes input from local municipalities, economic development agencies and industrial development agencies to bolster the economic recovery of the region and build resilience. The co-chairs of The Southern Tier Regional Council Dr. Kevin Drumm and Judy McKinney-Cherry described the plan as “pragmatic, ambitious, and forward-focused.”
The following overarching themes have emerged, and they will inform policy recommendations:
Expanding broadband access
Quality, affordable, and available childcare
Creating a unified workforce strategy
Statewide priorities include: childcare, economic and environmental justice, placemaking and downtown revitalization, and workforce development.
In 2021 the Regional Economic Development Councils compete for $150 million in capital funds and $75 million in Excelsior Tax Credits. Over thirty state programs participate in the Consolidated Funding Application (CFA) for state economic development resources from multiple agencies, representing a combined pool of grants, tax credits, and low-cost financing totaling over $750 million. Project readiness and the alignment with the strategic plan are of essence. The application process is open from May 10 to July 30. Learn more at https://apps.cio.ny.gov/apps/cfa/
This year the Greater Roxbury Business Association (GRBA) celebrates its seventh anniversary. The organization was founded in the summer of 2012 by a group of entrepreneurs who identified the need for the Town of Roxbury to have its own coherent business group to promote local businesses in a cohesive fashion to ensure the economic vibrancy of our communities.
The founding of the organization coincided with the implementation of the Town’s current Comprehensive Plan, which was adopted in May 2013. The Plan identified a number of positive as well as negative elements that characterized the local economic climate.
Strengths included:
Small town atmosphere and friendliness;
Historic rural environment;
Attractive Main Street with distinguished historical architecture;
Outdoor recreation opportunities, including hiking, skiing and golfing;
Air and water quality.
Weaknesses included:
Hamlets are disconnected;
Lack of cohesiveness and coordination;
Lack of a common marketing plan for tourism activity, lack of economic development, lack of Main Street businesses;
Lack of incentives for retail and restaurants;
Not enough hotels.
The Esopus / Delaware Study, which was conducted around the same time, also identified a series of challenges: lack of business training, lack of social media expertise, lack of customer service skills, limited social infrastructure for youth, not enough promotion of cultural activities.
Since its founding in 2012, GRBA has made its mission to capitalize on the Town’s assets while at the same time address some of the shortcomings identified both in the Town’s Comprehensive Plan as well as The Esopus / Delaware Study. The first organizational task we set to accomplish was to increase awareness of existing businesses in the community; afterwards, we worked tirelessly to improve coordination and communication across the board to create a focused agenda and spearhead economic vibrancy within our town and throughout the region.
The overall vision for Roxbury as outlined in The Town’s Comprehensive Plan has been to maintain its historic character, ambiance and quiet lifestyle while expanding economic opportunities and increasing local businesses, particularly those “oriented to tourism so that the town is known as a historical, recreational, and cultural destination.”
The Greater Roxbury Business Association has positioned itself as the Town’s marketing arm while launching Visit Roxbury campaign to promote the Town and support its economic development. Over the past seven years, GRBA has increased the Town’s visibility through a series of initiatives, has provided business training opportunities for local business owners, and has coordinated tourism-related activities that make Roxbury a destination.
As this year marks GRBA’s seventh anniversary, the organization has been awarded a tourism grant that will make possible the acquisition of a new logo, the design and distribution of a rack card with map included, and the production of two guidebooks with itineraries that will help visitors explore the area. These are exciting developments that will make us stronger as a business community.
None of us could imagine Roxbury today without the Greater Roxbury Business Association. We’re looking forward to many more years to come.
Simona David Consulting 