Background on Comprehensive Economic Development Strategies (CEDS)

Every 5 years, as required by the Economic Development Administration, Southern Tier Central Regional Planning and Development board creates a Comprehensive Economic Development Strategy.   This strategy, also known as a CEDS, answers the fundamental question : “given the current conditions in our area, goals of the region’s residents, and given the strategic limits set by federal agencies, then, what potential actions are possible and which actions should be promoted to improve economic conditions in the region for the betterment of all?”

 The CEDS should also align with other state and regional plans of note.  Every EDA funded CEDS must now align with the Hazard Mitigation Plans in our region and the NYS Consolidated (housing) Plan.  The Comprehensive Economic Development Strategy is intended as a guide for grant applications and appropriate investments in the region’s economy and workforce; therefore, the economic development committee particularly values the 5-year project list developed through the CEDS process.

Frequently Asked Questions about a CEDS

No, STC has produced a complete CEDS approximately every 5 years.  You can access some of STC’s prior CEDS online: 2020 CEDS, the 2016 CEDS, and the 2012 CEDS

 A CEDS is funded by the Economic Development Administration and though matching grant funds.  Each CEDS is developed in accordance with contractual requirements from the Economic Development Administration.

STC staff and Board will implement the CEDS, and Complete annual progress reports to the EDA.  CEDS priority projects will be appropriately supported by STC’s Board and staff (letters of support, data, and mapping). 

The public, local governments, non-profits,  and employers should occasionally review the CEDS to gain a better understanding of how STC can interact with you, and how you can interact with the regions other development partners. 

For grant writing purposes: projects included in the CEDS 12 Vital Projects List, or on the CEDS Full Project List can reference STC’s 2025-2023 CEDS as evidence of regional support/need. 

It is possible to add additional projects to the CEDS via STC’s update process. 

The CEDS project list is intended to be a “living document”.  As projects are fully funded or substantially underway, they are reported off the CEDS.  New projects can be added to the CEDS, by sharing the project information with STC’s Staff members, or by completing  the online project form.   

Table of Contents

Executive Summary of the STC’s Comprehensive Economic Development Strategy:

Based on feedback from the Economic Development Policy and Strategy Committee (EDPSC) members, this CEDS has been designed as a framework for integrating efforts of the organizations that serve the region and facilitating collaboration for resilient development.  The EDPSC would like to quantify and leverage existing resources to increase the impact of economic development projects in the Southern Tier Central Region.  This CEDS update will help STC accomplish the good work prioritized by the strong partners that support our region (government, nonprofit, and for-profit).  This can be achieved by collaborating openly with the local governments, nonprofits and quasi-governmental organizations serving Chemung, Schuyler, and Steuben Counties, as well as giving strong consideration to developing a new mutual aid framework.  After years of working collaboratively on increasingly significant projects, Southern Tier Central Regional Planning and Development Board is prepared to move forward with an integrated approach to regional development with the intention of promoting Public-Private Partnerships as well as the people, place, and profit conceptual framework.

Our Region flourishes due to the interconnections between the people, the economy, and natural resources. Additional information about the STC Region is included in the companion StoryMap (link).  Regions like ours thrive when residents are supported in their personal and economic development goals, and where the local environment is able to support healthy people and resilient communities with strong regional employment and job growth (particularly the growth of well-paying jobs and small business innovation).  This framework is called the “3 P’s”: people, planet/place, profit. The implementation of the 3 P’s and Public-Private Partnerships is possible through collaborative action.  This CEDS documents the purpose, partners, and procedure to achieve collective action.  While the partner organizations that form our Economic Development Policy and Strategy Committee each have their own goals and funders, the EDPSC is united in a fundamental desire to maintain and improve our community by improving economic opportunity, quality of life, and human development.  The STC Board Members, EDPSC Committee, and Human Services Committees’ members represent organizations that serve the region’s residents, businesses (small and large), and nonprofits.  These committees, boards, and associations in the region deliver funding resources and support to projects that impact the landscape, human development, and economic development in our community.  These efforts are possible through: Board members’ ability to influence public policy; grant writing and administration for communities; business development funding; private business perspective and first-hand knowledge of the local economic environment; project management; relationships and information sharing between State, local, and regional organizations; grant writing assistance for non-profits; project development assistance from the Industrial Development Agencies (IDAs) to employers; training for individuals seeking skill upgrades, a new career, or job search assistance, and; planning to maintain safety from and build resilience to potential environmental hazards in our communities.  Brief highlights of a SWOT analysis of STC’s role in the community:

STRENGTHS

-Neutrality

-Experience

-Regional approaches

-Well respected

WEAKNESSES

-Inadequate grant resources for desirable projects

-High grant match requirements

OPPORTUNITY

-Leveraged partnerships

-Aligned approaches

-Shared resources and efforts

THREATS

-Substantial changes to the federal funding structure

-Disengagement

Notable Goals and Topics of Interest in the STC Region, NYS State, and the Nation:

After evaluating the content of many plans, STC staff identified several specific areas of significant alignment between the local partner organizations and the State/Federal departments that influence policy and grant funding in this community.  These significant areas of alignment can be combined into several categories, listed below with links to relevant documentation.  These approved plans and strategies are the preferred approaches for improvement, as set forth by major funders and regulators.  These goals are guide rails for CEDS projects and the recommended actions that follow.  This CEDS will attempt to frame several upcoming projects through a loose Public-Private Partnership framework.  Regional improvements will proceed in a more direct and predictable way, if development efforts are fully aligned with the approved goals of larger influential agencies (State/Federal).

Overall Goal: STC demonstrably supports beneficial projects locally within each county, and regionally through transparent and collaborative processes backed by best practices. STC will also promote and include Digital Infrastructure Access and Expertise into each of the following areas of interest. 

 

Job Retention, Wage Growth, and Alleviating Poverty: ARC, EDA, NYS, HUD
Improving workforce participation and wages to reduce poverty has long been a keystone goal of the Appalachian Regional Commission.  The Economic Development Administration has also funded substantial efforts to alleviate poverty by incentivizing job-creating projects.  Upgrading electrical grid capacity and increasing housing options will support future employment efforts. NYS, CSSWFNY, and STC’s three county Social Services Departments are responsible for government-led antipoverty efforts directly for residents.  ARC, EDA, NYS, and IDAs also support new employment projects which can reduce poverty (by offering employment to individuals).  EDA prioritizes funding for industrial/ manufacturing developments based on strong or growing economic clusters.

Improve: Health, Community, and Transportation: HUD, ARC, NYS, USDOT
Healthy people, good transportation, childcare, and strong communities go hand-in-hand according to HUD, U.S. DOT,  NYS, and ARC.  Walkable communities (with education, employment, childcare, and retail options) that are accessible for all and suited for multi-modal transportation are parts of a thriving community.  These ‘innovations’ to support healthy residents are encouraged by HUD, ARC, and NYS.  Funding for grid capacity upgrades is necessary for most community development projects in the region.  As shown in prior CEDS, Public-Private Partnerships are the current best practice for integrating these varied ideas into the local landscape for the betterment of the region’s residents and the economy. 

Technology, Innovation, and Environmental Resilience: FEMA, NYS, EPA, EDA
The STC Region is ready for increased economic potential through development of new technology (including Industry 5.0) to increase human health and leverage environmental resources.  Addressing the current impacts of environmental contamination, as well as working toward energy independence, are significant priorities for NYS and the U.S.  FEMA, NYS, EPA, EDA, and STC’s three IDAs also support energy innovations and Industry 5.0 in the STC Region. Due to the industrial legacy in this region, some areas are impacted by actual or perceived contamination; therefore, urban redevelopment efforts should integrate advanced technology, community engagement, and environmental remediation efforts. 

Community Emergency Preparedness: FEMA, EDA, NYS DHSES
Areas throughout the STC Region are impacted by flood and storm events with relative frequency.  Efforts supporting preparedness, resilience, and grid stability/upgrades are important for STC. Places with stable resilient infrastructure are more likely to resist the physical, economic, and social effects of a disaster. Job retention is higher with strong and resilient local employers.  A resilient community may be less afflicted by an event; local jobs will be retained and a stable community will be able to support neighboring areas that endured substantial impacts.  Federal agencies like FEMA, EDA, and NYS DHSES support preparedness activities.  FEMA, EDA, USDA-RD and NYS support rebuilding efforts after a disaster.  Ensuring child care facilities are safe from disasters and can operate after disasters will facilitate quick recovery in the community.

Rural Development and Supporting Agriculture: ARC, EDA, USDA, NYS
Increasing economic opportunity in the region’s rural communities, as well as supporting profitable and resilient agriculture, has been a long-term goal for STC.  STC’s support includes raising awareness of NYS DEC wetland rules.  Ag. partners can work together to support farmers planting specialty crops and mitigate regulatory phosphorus concerns.  Grid-scale upgrades are necessary for rural development and to become energy independent.  Forestry will likely rise in importance locally, and could become a fast-growing cluster in the Region.

Recommended Actions and Performance Measures: How

This CEDS is a guiding document for the actions of the Southern Tier Central Regional Planning and Development Board, a non-regulatory organization formed in the 1960s through the joint efforts of Chemung, Schuyler, and Steuben Counties. Therefore, the activities recommended in this CEDS must be consistent with STC’s enabling legislation, bylaws, and STC’s role in the region’s organizational ecosystem. STC’s Board, committee members, and partner organizations can improve the region and increase prosperity through 9 types of collaborative actions to support beneficial development:

① Information sharing/removing silos;
② Participation in collaborative project development;
③ Resource sharing (leverage match + staff);
④ Integrated program implementation/data-based follow-up;
⑤ Capacity building to facilitate innovative approaches;
⑥ Grant writing and collaborative project administration;
⑦ Sharing this comprehensive approach with regulatory bodies/funders, across peer organizations, and with the public/clients;
⑧ Supporting the 12 CEDS vital projects; and,
⑨ Supporting all CEDS listed projects in Appendix 1 (as appropriate). 

Each of these mechanisms is beneficial in the short- and long-term; STC also plans to “Partner for Collective Impact” by linking economic development with the region’s Human Service providers through the CEDS and an ARC Grants to Grow project.  The three counties of the STC region are already very closely connected through workforce and the service/retail economy. Beneficial development in any of the STC counties will have positive effects in the other counties. As the benefits of greater collaboration become tangible, STC staff expects a shift toward additional sharing of information and resources.  Enhanced collaboration opportunities can be cultivated by creating beneficial opportunities for discussion and building ‘buy-in’ from relevant regional entities.

 

 

Goal:  STC clearly supports beneficial projects locally, within each county, and regionally through transparent and collaborative processes backed by best practices.  Community planning, land use planning, grant writing, and staff assistance are the ways STC can support national, statewide, regional, and local initiatives.  Toward this end, the outcomes of this Comprehensive Economic Development Strategy are progress toward the 5 notable goals, and 12 vital projects that will move the region toward those goals, through the 9 collaborative actions that support those projects, and completion of STC’s 5 performance measures to evaluate the success of these efforts.

1) Add collaborative project development activities to STC’s staff reports at STC Board meetings (Performance Measure: 10 projects supported with data, analysis, mapping, grant assistance, etc.)

2) STC staff and Board Members will engage in at least 6 collaborative efforts each year across any/all of STC’s program areas. (Performance Measures: 2   STC’s networking events; 500 emails; social media communications; and 2 collaboration opportunities).

3) Add inter-board reporting to STC’s Board Agenda. Support Board Members with brief written summaries of relevant STC projects for inter-reporting to other Boards. (Performance Measure: 10 Board Members inter-report the activities of other relevant organizations at STC Board meetings and report STC activities to their other Boards).

4) Support the development of a consistent format for ‘services offered’ and ‘referral’ webpages among partners in the region & 211 or similar efficiency and access focused projects. (Performance Measure: 2 public engagements/ 100 website visits/ & Network map updates as needed)

5) Convene grant development meetings to assist with the difficult task of developing a new program while respecting organizational boundaries. (Performance Measure: 2 collaborative grants submitted per year).

Projects Vital to the Region’s Economic Growth: What

The following portion of the CEDS will include an overview of information about the 12 overarching vital projects in the STC Region between 2025 and 2030.  Taken together, these large project ideas may be the most direct way to leverage investment to achieve resilient and durable community-wide improvements.  These pages are meant to provide an attractive and ‘easy to sell’ overview of each vital project and it’s interconnected components.  Each page contains information about the vital projects. Information on the projects includes estimated cost, impact, benefits, and anticipated implementation process.  Similar details about other projects that support the vital project are also included.  Community, infrastructure, and housing projects in the vicinity of the vital project that will contribute to, or benefit from, the vital projects have been incorporated.  The addition of nonprofit projects will support the development of Public-Private -Partnerships as appropriate to incentivize or fund these vital projects.  Workforce training projects and organizational interconnection projects that will support the 12 overarching vital projects are also included. Place-based development/promotion projects are included to ensure broad-based improvements in the community are made possible by linking the vital project to other projects with the 3 P’s framework (People, Planet/Place, Profit). The full list of projects in the Comprehensive Economic Development Strategy is in Appendix 1.


STC’s proposed 12 overarching vital projects:

Regional Workforce Housing: Strategic development

Grid Capacity Upgrades Throughout the Region

Workforce integration for youth/adults to fill available
      positions (tech, manufacturing, social service, healthcare, etc.).

Horseheads Area Advanced Logistics and
      Advanced Manufacturing Business Park

Big Flats-Horseheads Highway Corridor

Preserve Strategic Assets in Downtown Elmira
      (asset development + retention
)

Central Schuyler Strategic Investments

Business Park: Schuyler Redevelopment

Southern Schuyler Strategic Investments

Corning – Erwin Strategic Investments

Greater Hornell Strategic Investments

⑫ Bath- Urbana -Hammondsport
      Route 54 Corridor Redevelopment

 

Regional Organizations that engage with the development and support of local projects: Who

The proposals outlined in the prior pages are of vital importance to the region.  This section will explain “who” will play a role in facilitating collaboration around these projects and “who” will be directly involved in the development and execution of these projects. As the Economic Development District (EDD) that serves Chemung, Schuyler, and Steuben Counties, and as the author of this Comprehensive Economic Development Strategy, STC’s role in advising local entities, facilitating projects, completing reports, and developing grants will be explained in this section.

In addition to its role as the EDD, STC is the Local Development District (LDD) for the Appalachian Regional Commission (ARC). STC’s Economic Development Policy and Strategy Committee is intimately involved in STC’s EDD and LDD decision-making activities.  STC facilitates EDA and ARC grant applications, and provides additional support during the review award and reporting phases.  STC staff work collaboratively in a variety of topics and staff are subject matter experts in these topics.  The extensive network of STC staff connections to other organizations allows STC to provide feedback and advice throughout the development process of a project idea.

STC’s staff engages closely with many local governments and county departments on issues of local concern like training needs, watershed protection, land use planning, GIS community projects, mapping, transportation planning, and housing programs.  STC’s GIS/mapping capacity can be used to promote smart growth in areas with complete infrastructure (public transport, high speed internet, water/sewer/electric, and housing). These activities are generally initiated by an invitation or expression of interest from the project partners and alignment with STC’s core mission: to improve the capacity of local governments and nonprofits to serve the people of this community.  Training activities held during the Regional Leadership Conference and during Evening Training events throughout the year are also opportunities to enhance regional understanding and collaboration.  Each interaction with these local governments gives STC a firsthand view of issues that arise in the region, as well as insight into administrative challenges and potential solutions.  STC is a reliable partner to discuss best practices and regional perspectives at public comprehensive planning meetings.  STC’s community connections are maintained through meetings with:
• Local governments (that have STC planning assistance contracts);
• Nonprofit project partners;
• Partner Counties and Departments; and,
• the Elmira-Chemung Transportation Council.

Flooding is a fact of life in this region, and responsibly addressing the risks to current land use while guiding appropriate land use decisions is resilient economic development.  Development decisions in the STC region are guided by existing floodplain regulations (by building permits and local law, based on FEMA-mapped floodplain and effective Flood Insurance Rate Maps), as well as threat of levee decertification by FEMA.  A continuation of STC’s comprehensive approach to guiding development and upgrades could further improve flood resilience in the region.  STC has staff dedicated to flood mitigation and floodplain management; these staff meet regularly with national, state, county, and local organizations, including: 
Association of State Floodplain Managers,
Army Corps of Engineers,
New York State Floodplain and Stormwater Managers Association,
Upper Susquehanna Coalition,
Susquehanna River Basin Commission,
Seneca Watershed Intermunicipal Organization,
New York State Department of Environmental Conservation,
New York State Division of Homeland Security and Emergency Services, &
Federal Emergency Management Agency.

STC’s staff have been closely involved in broadband and fiber/high-speed internet deployment in the region for more than 15 years.  Lately STC has had a role in educating about how state/federal broadband determinations (definitions) impact funding and potential grants. STC works on the infrastructure side of broadband by planning and grant writing for middle mile and last mile infrastructure. STC also provides support to the Southern Tier Library System and the newly created Southern Tier Digital Coalition. STC’s digital mapping activities have contributed to the regions’ success with grant applications for broadband and other programs between 2015-2025. For two years, STC has worked with NYS ConnectALL office to submit challenges to ISP’s submitted service areas. STC’s participation in broadband issues involves close relationships with: USDAARCEDANTIA, NYS Connect All Office, Southern Tier Network, and Southern Tier Digital Literacy and Access Consortium.

STC’s connections to the Human Services community are underpinned by Appalachian Regional Commission grant funding which was used to create many of the most impactful organizations operating in the region and through the regular Human Services meetings to promote the ARC grant cycle. This CEDS is part of an ongoing regional effort to bring a collaborative effort involving Human Service organizations into direct regional economic development processes, along with a traditional focus on grants/incentives/land use/infrastructure.  This mutual approach is necessary to prepare the region’s workforce and secure grant matching or programmatic resources.  Following STC’s success leveraging multiple sources of match/funding to benefit several large projects in the region, STC staff outreach to Human Services organizations includes promotion of collaborative grant development activities. The deepest engagement is between STC and the following:
United Way, CSS WFNY, Pro Action, Institute for Human Services,
Arbor Development, Economic Opportunity Program,
Comprehensive Interdisciplinary Development Services (CIDS),
Southern Tier Library System, Greater Southern Tier BOCES, and
Corning Community College

All of STC’s Board Members are appointed to the STC Board to represent the interests of their County and the organization behind their appointment. STC’s Board Members are qualified to assist in regional development activities through their areas of expertise: first through sharing knowledge, second through inter- organizational support (mutual aid).  As this CEDS is implemented over the next 5 years, there may be greater opportunities to consider sharing resources/capacity to support important regional development projects.  STC’s Board Members directly represent the interests of many regionally significant organizations; these partners are fully engaged in STC’s processes, through regular Board Meetings and Board actions. Board Members receive regular reports about STC’s major activities: flood resilience, regional training (for governments, nonprofits and members of the public), NYS funding programs, ARC grant Cycles, EDA grants, EDPSC activities, broadband, land use planning, and more. Board Members create a direct connection through appointment between STC and the following organizations: Steuben County, Chemung County, Schuyler County.

  STC’s Board Members are well connected to other significant organizations in Chemung, Schuyler, and Steuben Counties, through mutual board service.  STC’s Board Members typically serve on several other boards or represent a regionally significant organization, like: Chemung Schuyler Steuben Workforce Development Inc, Southern Tier Network, Southern Tier Economic Growth Inc, Woodbrook Assisted Living Residence inc., Ira davenport Hospital, Integrity Partners for behavioral health, Chemung County Property Development Corporation, Scoped Inc, Watkins Glen Area Chamber Of Commerce Inc, Erie Canalway Heritage Fund Inc, Schuyler County Human Services Development Corporation, Corning intown District Management Association, Cornings Gaffer District Inc, Market Street Restoration Corporation, Bethany Nursing Home And Health Related Facility Inc, Bethany Retirement Home Inc, Orchard Homes At Bethany Village Inc., Nysarc Inc — Chemung Schuyler Counties Chapter, Chemung County Historical Society Inc, Humane Society Of Schuyler County, Arnot Ogden Medical Center Foundation Inc., Elmira College, Redec Relending Corporation, Regional Economic Development & Energy Corporation, Locate Finger Lakes Inc., Steuben Rural Electric Cooperative Inc., Boy Scouts Of America — 375 Five Rivers Council, Corning Hospital, Alfred Technology Resources Inc., Corning Community College Development Foundation Inc, Community Foundation Of Elmira Corning And The Finger Lakes, Hornell Partners For Growth Inc, Steuben County Conference And Visitors Bureau Inc., Hornell Industrial Development Corporation. 

Greater collaboration opportunities can be cultivated by creating beneficial opportunities for discussion, and building ‘buy-in’ from relevant regional entities. Whenever organizations and staff are asked to partner in a new way, some growing pains are possible where collaboration opportunities are viewed as disputes.

 

Local and Regional Boards that share members with STC’s 2025 Board of Directors

(data collected from recent tax filings)

Circle size indicates the budget size, color shows the percentage of board members shared with STC’s Board, and lines indicate any shared board members.

 

Alfred Technology Resources Inc
Bethany Nursing Home And Health Related Facility Inc
Bethany Retirement Home Inc
CCE Schuyler
Chemung County Historical Society Inc
Chemung County Property Development Corporation
Community Foundation Of Elmira Corning And The Finger Lakes
Corning Hospital
Corning’s Gaffer District Inc
CSSWFNY
ECTC                      
Elmira College
Erie Canalway Heritage Fund
Finger Lakes Wine Country Tourism Marketing Association Inc
Humane Society Of Schuyler County
Integrity Partners for behavioral health
Ira Davenport Memorial Hospital Inc
Market Street Restoration Corporation
Orchard Homes At Bethany Village Inc
Redec Relending Corporation
Schuyler County Human Services Development Corporation
Schuyler County Legislature
Schuyler County Partnership for Economic Development
SCOPED Inc.
Southern Tier Economic Growth
Southern Tier Network
Steuben County
Steuben County Conference And Visitors Bureau Inc
Steuben County IDA
Steuben Rural Electric Cooperative Inc
STREDC
SUNY Corning Community College
Three Rivers Development Corporation
Watkins Glen Area Chamber Of Commerce Inc
Woodbrook Assisted Living Residence inc.

An illustration of connections between STC's board and other Boards in the region

Timelines for Project Support and Engagement: When

The 5- year timeline for the 2025- 2030 Comprehensive Economic Development Strategy is based on good planning practices, project development timelines, EDA regulations, and grant application cycles. The first activities undertaken after the adoption of STC’s 2025 CEDS will be continued development of projects already in process. The recent regional successes of [Twin Tiers ARISE Program, 604b, resilience planning, & Community GIS], will be leveraged into additional project successes with CEDS aligned projects. Finally, STC intends that the CEDS Collaborative process will guide the development of new projects specifically to achieve transformational regional successes.

Much of the upcoming development activity is rooted in the success of previous planning efforts, local infrastructure upgrades, and regional collaboration activities that have taken place across the region for the last 20 years. Positive developments in the next 5 years wouldn’t be possible without the dedicated efforts of our regions’ leading organizations, as well as the funding support from our county governments, state government, and federal agencies. For example, rail upgrades in Steuben have been a long- term focus of the Steuben County IDA, with multiple grants funding substantial infrastructure improvements to the rail system, which are now bearing fruit in the form of business investment and employment opportunities on sites with rail access. Chemung County led the nation in deploying ARC highway access funds through an $18 million grant to develop the Horseheads Connector Road, which is now a vital access point for $60 million in investment from Siemens and Southern Tier Logistics. Schuyler County’s overwhelming success implementing Project Seneca (a place-based redevelopment approach that inspired this CEDS’ vital project list) into a $10 million Downtown Revitalization Initiative (DRI) has positively reframed the possibilities of leveraged investments and place-based development.  Hornell IDA’s collaborative work with Alfred State to access millions in federal grants is truly inspirational; for training and placement of 300 highly skilled welders to serve high tech manufacturing industries. This CEDS has set out 12 projects and 9 activities that will be supported by STC’s staff, Board, and community partners over the next 5 years. The STC Board and EDPSC agree the project list will continue to be updated annually; a process that supports information sharing and outreach between the regions’ development organizations.

Partners working together to strategize the grant’s scope and timeline as part of a regional effort can multiply the impact of grant awards to a project by increasing the grant-funded budget or by funding other efforts aligned toward the same goal. Specific project timelines are included in the 12 vital overarching efforts and the project list (appendix 1). Considering the timelines for these grant applications are important, because many of these grant funds can be leveraged as match to further improve the project or to support other grant applications for the overall ‘project constellation’.  These project timelines are based on pre-development work, leading to implementation and/or construction; before achieving an increase in employment.  The importance of discussing grant-application deadlines and funding time frames has been incorporated into the Comprehensive Economic Development Strategy through recommended actions 2, 3, 6, and 7. 

 

The region’s economy functions with moderate efficiency to deliver goods and services to the 190,087 residents of this three-county area. This region has been classified by the Appalachian Regional Commission as transitional; this area hasn’t achieved economic parity with the Nation.  This Region shows impacts of poverty, poor health, and limited economic capacity.  Rural and urban poverty occurs in the STC region; 15.6 % of people in the region are in poverty vs. the 14.2% poverty rate in New York State. Poverty in the STC region is higher than the Appalachian Poverty rate of 14.5% and higher than the 12.5% National poverty rate. Census tracts within the region are classified as distressed by the EDA.  The region’s residents are primarily white (89%).  African-Americans are 3.3% of the population, individuals of two or more races are 2.5% of the population, Hispanic individuals are about 2.7% of the population and Asian individuals are 1.4% of the region’s population.

 

The weather of this region is Dfb: warm summer, no rainy season, continental as classified by the Köppen classification. For agricultural purposes, this area is prone to freeze between October and May; located almost entirely in USDA zone 5b and 6a, small portions of land adjacent to the Finger Lakes are classified as 6b. Cloud coverage is notable.  Regular precipitation and cloud cover support the region’s forests, pastures, and field crops.  This community is not prone to frequent droughts and municipal water is sourced from underground aquifers.  Terrain and riverine water resources shaped historical development in these communities.   Agricultural land uses like field crops and pasture lands occur on gently sloping or flat terrain outside the urban areas.  Steep slopes are generally left to forestry uses (open space, timberland, and hunting acreage).  High intensity urban development is concentrated in the flat-lands adjacent to the rivers; these flat lands are historic floodplains.  Flood control structures (local levees and regional structures like Cowanesque Dam in Pennsylvania) protect a significant portion of the region’s residents from river-based flooding.  The location, condition, and height of these structures is an ongoing topic of significant importance to the region.  STC’s staff work with local, State, and federal government to raise awareness of the risks of levee de-certification and to develop a long-term strategy to rectify the issues raised by FEMA.

 

Six types of infrastructure are common throughout the Region: road, rail, electric, water, sewer, and internet. The entire area is covered by electric infrastructure following rural electrification in 1940’s and the development of Steuben Rural Electric (which now serves parts of Western NY as well). Although the condition of electrical infrastructure has deteriorated, or in some cases not been improved  to meet increased demand.  Electric grid constraints are a major regional concern highlighted in this CEDS.  State or Federal highway infrastructure serves the entire region; every part of the region is within a 40-minute drive of an Interstate highway. Highways receive routine maintenance, although some culverts are at risk of deterioration. Rail lines cross our region and rail access to developable sites is possible.  Water infrastructure (Water/Sewer systems) are prevalent in urbanized areas, and generally absent in the rural areas. High-speed internet is generally available throughout the region; unfortunately, there are rural areas that do not have reliable fiber broadband access and approximately 25% of the region is served by only one internet service provider (ISP) allowing for little competition in the broadband market and generally higher cost of services.

 

From a total population of approximately 190,000, the region’s workforce is approximately 80,000 people and workforce participation is poor.   The U.S. workforce participation rate is 62.4% in Jan 2025 according to the St. Louis Fed, 61.2% for NY state, and only 54.3% for the STC region.  Poor workforce participation has been identified by regional partners for more than eight years and was studied in detail in the 2018 workforce study from Three Rivers Development and STC’s 2021 workforce study funded by the CARES Act. The workforce could be increased by attracting a percentage of the region’s 69,409 residents who are 16 or older and not participating in the labor force.  Increases in participation will require increasing the attractiveness of employment, or offering stability to new workers in uncertain times.  Workforce increases due to attraction of workers from outside the three-county area is possible if housing stock improves or if housing availability increases. 

Regional educational attainment is near average for the US and Appalachia.  Educational attainment in this region is comparable with other Rural NY communities: High School graduation attainment is 2-3% higher than NYS average (92.4% for Chemung, 90.8% for Schuyler, and 92% for Steuben, vs. 89.8% for NYS), with lower rates of attainment for Bachelors, Masters, or PHD degrees. Higher education options in/near the area are available through Elmira College, Binghamton University, Cornell University, Ithaca College, and Keuka College. However, due to the small population and workforce size specific educational attainments necessary for employment like advanced degrees and specific skills are often recruited from outside.

Regional industry is led by government employment (far exceeding the national average for communities of this size).  Followed by health care and social assistance which is slightly above the national average for a community of 190,000 people.  Manufacturing is the region’s third largest employer, and this industry is very strong in the STC region, approximately nearly double the national average for a community this size.  Retail employment is slightly higher than the national average, due in part to the region’s proximity to the Northern Tier of PA (residents from outside the region routinely shop in the STC region, as there are no equivalent ‘mall style’ retail offerings in the adjacent PA counties).  The STC region has lower than average employment in most of the other industries, except Ag. (although agriculture remains a small part of the region’s employment mix.

Specific clusters of note include rail manufacturing, glass and fiber optics, as well as high tech manufacturing, agricultural products, and value added agricultural products.  Clusters expected to decline over the next 20 years include education, other services and retail.  Growth in the next 20 years is expected in agriculture, transportation and warehousing, resource extraction, information, accommodation and food service. 

Elmira Corning, Bath, Watkins Glen, Montour Falls, and Big Flats were induced to grow because of natural resource extraction, agriculture, and the manufacturing economy.  Historic manufacturing employment induced development in the region’s cities and villages.  The long-term effects of this historical development is a legacy of industrial sites with potential for redevelopment embedded within established communities with infrastructure.   Future impacts of manufacturing industries in the area include continued investment by wealth creating industries in the area, reuse of existing sites for appropriate new development in manufacturing, and continuation of a local culture of manufacturing.  Agriculture impacted the landscape with widespread clear cutting and hay farming in the 1800’s and 1900’s, followed by dairy and crop farming.  The agricultural declines from 1900-through 2000 did stabilize, although there have been small changes in recent years, those changes are consistent with national trends.  Present impacts of past agricultural clusters include: the longest running agricultural fair in the US, the Steuben County Fair, many existing farms, as well as perennial plantings like vineyards, orchards and berry farms that are still in production. Future impacts of the agricultural cluster are generally positive: continued investment in agricultural land uses, growth of the dairy industry specifically to meet customer demand, soil improvement, youth-community retention, increased regional GDP, and value-added production in dairy and innovative crops.

 Factors affecting regional economic performance include: grid capacity, childcare, low workforce participation, mismatch between in-demand skills and the education system, and housing constraints.  New York State laws and regulations increase operating costs for employees, employers and residents of the area.  The transportation system is approximately adequate, with thorough coverage of Interstate highways, state roadways, county roadways and local roads, in addition to several airports.  Rail lines, but public transportation improvements could lower costs for working people.  Energy costs are high and rising.  Taxes in New York State are high and rising.  The issues of taxes and energy costs, as well as regulation, have been addressed in detail in STC’s prior CEDS from 2012 to 2024. Thus, the abbreviated commentary here.  Land use patterns are appropriate for the community and STC is working to improve emergency preparedness risks that are linked to land use.

The region has generally low population density, high quality of life, and strong outdoor recreation opportunities. The community is generally safe, with crime rates at or below national trends.  Resources are present in the community, and generally available to residents and visitors. The Southern Tier Central region is an important part of the New York State economy, generating approximately $12.1 billion annually toward the NYS GDP of $2.2 trillion.  Regional manufacturing supply chains link broadly throughout the NYS economy.  The region’s manufacturing base is higher than the New York average, and agriculture is also above the New York average.  The region continues to generate global exports.

Strengths

Weaknesses

Adequate water resources in the region.

Clean air.

Low risk of natural disaster.

Manufacturing population.

Higher quality of life (including recreation).

Low cost of living relative to some other communities.

NYS regulatory environment.

NYS taxation environment.

Housing stock limitations.

Disengaged workforce.

Electrical infrastructure.

Transportation options.

Declining working-age population.

Opportunities

Threats

Collaboration and Leveraged Resources

Available land

Transportation manufacturing cluster (traditional and innovative)

Advanced technology research and development (spinoff companies- and implementation of new tech.)

Unmotivated property owners (especially corporate and out-of-state buyers).

Flood risks, specifically to ag. and cropland.

Aging infrastructure and replacement cost.

Uncertainty around funding programs

Demographic change (aging pop., & avail./cost of elder care).

Community Participation, regional Stakeholders, and Public CommentR

STC BOARD
Chair, Jack Wheeler, Steuben County Manager
Vice Chair, Shawn Rosno, Schuyler County Administrator
Jennifer Furman, Chemung Deputy County Executive
P. Michael Collins, City Manager for the City of Elmira
Kelly Fitzpatrick, Steuben County Legislature Chair
Carl Blowers, Schuyler County Legislature Chair
John Buckley, Mayor of the City of Hornell (represented by Heather Reynolds)
Marie Myers Shearing, Steuben County Planning Director
Joann Lindstrom, Schuyler County Planning Director
Kevin Meindl, Chemung County Planning / ECTC Director
Jenn Miller, City of Corning Planning Director
James Ryan, Mayor of the Village of Montour Falls
Aaron Dowd, Chemung County IT Director
Anita Lewis, Community Impact Rep.
Chad Hendrickson, Natural resources Rep.
Ernest Hartman, Labor Rep.
Tom Hauryski, Agricultural Rep.
Judith Rowe, Small Business Rep.
James Johnson, Steuben County IDA, Commerce & Business Rep.
Joseph Roman, Chemung County IDA, Industrial Rep.
James Kuhl, Steuben County Legislature
Robert Nichols, Steuben County Legislature
Mark Rondinaro, Schuyler County Legislature
Judy McKinney Cherry, Schuyler County Member At-Large
G. Thomas Tranter, Chemung County Member At-Large

Economic Development Policy and Strategy Committee
BOARD APPOINTMENTS:
Carl Blowers, Private Sector
Ernest Hartman, Labor Representative
Chad Hendrickson, Environmental Representative
James Kuhl, Public Official
Jennifer Miller, Public official
Shawn Rosno, Public official
Jack Wheeler, Public Official
OTHER APPOINTMENTS:
Judy McKinney Cherry, Schuyler – SCOPED Agencies
Michal Nisbet, Hornell IDA
James Johnson, Steuben IDA
Jill Koski, Chemung, STEG
Joseph Roman, Chemung IDA
Kevin Meindl, Chemung
Marie Myers Shearing, Steuben
Joann Lindstrom, Schuyler
CSS Workforce Development, Phyllis Balliett
Local Government Bill Boland, City of Corning Elected Official
Mark Rondinaro, Town of Redding
Mark Rykman, City of Corning Manager
REDEC, George Miner
Three Rivers, Kamala Keeley
Corning Community College, Dr. William Mullaney
Childcare Representative, Margie Lawlor

 

The public comment period for this CEDS began on Sunday February 2nd, 2025 with a legal ad (online and print) posting in the The-Leader, the paper of record for STC.  The legal notice also ran on Feb. 3rd, 20th, March 2nd and ran for the last time on March 3rd.  STC’s CEDS webpage referenced in the legal ad includes the CEDS draft narrative, draft project list, link to the draft Storymap, and a comment form for the public.  STC also shared the CEDS website link with the public through Linkedin, and an email campaign, starting on February 3rd.  STC received 3 comments through the online form, 13 people attended in-person meetings, STC staff received 12 emails about the CEDS with comments addressing the focus, tone, and suggesting additional projects be added to the lists.  The Committee met on 3/7/25 to incorporate these suggestions into the CEDS to the greatest extent practicable.    STC Board voted virtually in March 2025 to approve the CEDS.

 

STC's CEDS Online Resources

STC’s 2016 CEDS, STC’s 2020 CEDS,

2022-2026 HUD Strategic Plan, NYS Consolidated Plan for HUD 2023,
 Appalachian Envisioned: ARC’s 2022-2026 Strategic PlanNYS 2023 ARC Strategy Statement,
 New York State Hazard Mitigation Plan 2023,
Chemung County 2019 Hazard Mitigation Plan, Schuyler County Hazard Mitigation Plan 2021-2026, Steuben County Hazard Mitigation Plan 2019,
 NYS Digital Broadband Plan 2024,
Southern Tier Regional Economic Development Council 2023 Strategic Plan,
ECTC Unified Planning Work program 2024-2025ECTC 2040 Long Range Transportation Plan,
Statewide transportation plan,
NY Smart Growth Law, NYS C. Leadership and Community Protection Act CLCPAC G Southern Tier (2012)
NY Grid Study, NYSEG 2023 Upstate NY Grid Plan,
Chemung County Comprehensive Plan is underway, Comprehensive Plans in Chemung County Communities,
Schuyler County Comprehensive Plan, Comprehensive Plans in Schuyler County Communities,
 Steuben County Comprehensive Plan, City of Corning Smart Growth Comprehensive Plan (in development), Steuben Co. planning assistance,
Steuben County GIS Dashboard,
NYS Solid Waste Management Plan NY, Chemung Co. Solid Waste Management PlanSteuben Co. Solid Waste Management Plan,
NYS Ed. Blue Ribbon Commission on Graduation Measures
Chemung Schuyler Steuben Workforce Development Area Local Plan, CSSWFNY System Operational Plan,
New York Statewide Plan for Higher Education,
NYS DOL Apprenticeship website ,
NYS parks + outdoor recreation plans (Chemung County Parks and Rec.Schuyler County Parks and Rec.Steuben County Parks and Rec.)
 STC’s Regional Recovery + Resilience PlanSupply Chain Analysis, Workforce Analysis, Childcare AnalysisCommercial/ Retail Analysis, Industrial Real Estate AnalysisResidential Housing Analysis,
2022 Census of Agriculture for Chemung County, Schuyler County, Steuben County and New York State
Census Reporter for Chemung County, Schuyler County, Steuben County,
Census Profile for Chemung County, Schuyler County, Steuben County, New York State

 

Full List of STC's CEDS Projects Appendix 1

Regional Economic Overview and Job Postings

Background on Comprehensive Economic Development Strategies (CEDS)

Every 5 years, as required by the Economic Development Administration, Southern Tier Central Regional Planning and Development board creates a Comprehensive Economic Development Strategy.   This strategy, also known as a CEDS, answers the fundamental question : “given the current conditions in our area, goals of the region’s residents, and given the strategic limits set by federal agencies, then, what potential actions are possible and which actions should be promoted to improve economic conditions in the region for the betterment of all?”

A CEDS is similar to a municipal comprehensive plan in several important ways. The CEDS is a process requiring public participation and the integration of community feedback through a variety of means: reviewing existing publicly approved plans & strategies,  public outreach sessions, and accepting comments and revisions during comment period.  Like a comprehensive plan for a municipality, the CEDS will describe existing terrain, land-use, and infrastructure conditions as it relates to current and future economic conditions in the area.  The CEDS will outline migration trends, education & employment levels, as well as population density information as it relates to the workforce (a key economic driver).  The CEDS will describe patterns in the regional economy and industry mix, as well as anticipated impacts of anticipated trends (local, state, national and global). The CEDS should also align with other state and regional plans of note.  Every EDA funded CEDS must now align with the Hazard Mitigation Plans in our region and the NYS Consolidated (housing) Plan.  The Comprehensive Economic Development Strategy is intended as a guide for grant applications and appropriate investments in the region’s economy and workforce; therefore, the economic development committee particularly values the 5-year project list developed through the CEDS process.

Developing the 2025-2030 CEDS

According to the Economic Development Administration, the federal agency that funds 50% of this Economic Development Strategy, a CEDS must incorporate the findings of FEMA Hazard Mitigation Plans for our three-county Economic Development District, as well as the HUD Housing Strategy for the region (in this case, the New York State Consolidated Plan). STC is now working to incorporate the most relevant results, findings, goals, and strategies from the those documents into the region’s upcoming 2025 CEDS. These required documents can be thought of as the ‘bones’ of the Strategy; proposed actions and recommendations consider and build off of the FEMA and HUD plans, not contradict them. STC is incorporating these documents as early as possible in the planning process for this reason. See the posts below for more details on the plans.

STC’s process and plan for developing the 2025-2030 Comprehensive Economic Development Strategy for Chemung, Schuyler, and Steuben Counties.

The guidelines in a CEDS are based on data gathered through the  ‘planning’ processes outlined above within the context of other
approved federal and state plans from important federal agencies, like: FEMA, HUD, USDA, STREDC, NYS ESD and more. County and regional plans, as well as specific assessments of existing resources are the ‘muscle’ behind a CEDS. Sharing detailed information about these ‘muscles’ will highlight the strengths and weakness of the the region’s economy. The 2025-2030 STC CEDS will have a particular focus on demographics, workforce, infrastructure, energy resources, and networks of existing economic development partners. these parts of the CEDS will provide baseline information about how the Region’s economy can be responsive to particular trends, project proposals, and business ideas. This part of a CEDS will also highlight any existing weaknesses, that could be improved though local action, or recommend ‘crutches’ (outside supports or mechanism) to accommodate a weakness in the economy, that would support additional beneficial development or improvements in the the region’s existing conditions.

 

 

 Other state and regional plans/strategies will also shape the development of the 5-year CEDS. State funds and incentives are an important part of the region’s economic development landscape; therefore the region’s CEDS should be compatible/aligned with the findings goals and strategies put forth by the state. Based on feedback from the Economic Development Policy and Strategy Committee  and STC’s Staff  STC will incorporate relevant State and regional documents into the CEDS Development process. These documents are like the tendons, ligaments, and cartilage of the CEDS. These state documents, the funding that can be accessed by aligning projects/programs/grant applications, and county-wide initiatives to these strategies are the linkages to funding that make a project possible.

 

STC’s staff will review the data from many sources to compile the necessary background information about the region’s economy.

 

Based on feedback from the Economic Development and Strategy committee, the most useful part of the CEDS is the project list, which includes some specific detail about the anticipated projects in the next 5-years that will support the region’s overall economic goals. Many projects are included in the CEDS, and projects listed in a CEDS may earn higher scores on State and federal grant applications; as the funding agency can be assured that this project has been evaluated by a committee/board, and is generally consistent with regional economic development plans. STC’s EDPSC and Board also highlight specific projects as ‘vital’ to development in the region; vital projects are fully supported by the EDPSC and STC’s Board. These vital project will receive additional support from STC, for the betterment of the region’s economy.

Public Outreach Strategy
In an effort to facilitate meaningful, informative engagement throughout the development of the final annual update to Southern Tier Central’s 2020 Comprehensive Economic Development Strategy (CEDS), STC staff has created this website to explain the CEDS process.

Public participation in the economic development process can help STC and local governments better understand development policies and their potential impacts at the local level. Stakeholders can utilize the CEDS as a guide to understand the regional economy and how to take action to improve it. By listing projects in the CEDS, funding applications may receive a higher score from evaluators.

STC’s Staff will review and incorporate the guidelines from many plans and strategies into the 2025-2030 CEDS drafts.  if you think we have left out a notable resource- please send an email to Vehlen@stcplanning.org with a link to the document you’d like to share, or share your thoughts with STC’s comment form.