1. Chautauqua 20/20 A Comprehensive Plan for Chautauqua County Public Meeting #2 May 18 & 19, 2010 Dunkirk & Jamestown Wallace Roberts & Todd, LLC

2. A community-wide framework defining how it all fits together A reflection of community values and aspirations – What do we want Chautauqua County to be? A guide for managing change A reference point for policy making The County’s “To-Do” list Comprehensive Plan 101 What is the Comprehensive Plan?

3. Define a vision and framework for the future Organize the framework around key themes (e.g., economy, environment, and community) Develop an action plan to “activate” the vision Comprehensive Plan 101 Focused Vision and Action Plan Photo Source: Creative Commons jbi46 Flickr Photo Source: Fruvous on Flickr Other Related Initiatives Public participation website (www.planningchautauqua.com) Design principle guidebook Phone and web surveys

4. Planning Process Overview Phase 1 STRATEGIC ISSUES Vision & Goals Development Policy & Concept Development Community Forum 2 Assessment / Visioning Document Phase 2 VISION Phase 3 ACTION PLAN Planning Process Schedule Kick-Off Meeting and Tour Data Book Strategic Scan Interviews & Public Workshop #1 Strategic Issues Report Draft Vision & Framework Public Workshop #2 & Focus Group Meetings Final Draft Vision Report Nov 2009 – March 2010March 2010 – June 2010 Draft Action Plan Public Workshop #3 & Focus Group Meetings Final Vision & Action Plan Executive Summary June 2010 – Sept 2010

5. Planning Process Overview Citizen Outreach Phone Survey Focus Group Interviews Public Meeting #1 Web Survey

6. Chautauqua 20/20 A Comprehensive Plan for Chautauqua County Public Meeting #2 May 18 & 19, 2010 Dunkirk & Jamestown Wallace Roberts & Todd, LLC

7. In our vision of the future, Chautauqua County’s natural, cultural, and recreational resources, rural character, and other assets are the foundation of its exceptional quality of life and economic prosperity. Through the hard work of the County’s greatest resource – its people – to achieve this vision, the Chautauqua name is recognized far and wide as a premier place to visit, conduct business, and call home. Chautauqua 20/20 County Vision Statement Economy Environment Community

8. Review of the County Data Book Input at Public Meetings Surveys Stakeholder Interviews Summary of Current Conditions and Key Issues for Chautauqua’s Future based on: Strategic Issue Highlights People & Demographics EnvironmentCommunityEconomy

9. Population County population has experienced slow decline for decades, but there are signs of stabilization. There was a 4.5% decrease in population between 2000-2008. Still, natural population change (births vs. deaths) indicate the decline may be stabilizing. Strategic Issue Highlights / Demographics

10. Age and Income The population of Chautauqua County is aging as it contracts. Over 65 year old population grew from 12.4% in 1970 to 16% of the total in 2000. Median age is higher than the U.S and New York medians. Incomes have grown on par with state and national averages, but there are a high percentage of County residents living in poverty. Median household income was $39,865 in 2008.

11. Strategic Issue Highlights / Economy Employment The state of the County’s economy and job market rank at the top of residents’ concerns. County’s unemployment rate was higher than U.S. and state in 2008 and rose to 9.2% in 2010. Average wage in 2008 was $32,159, which was lower than N.Y. ($49,500) and U.S. ($42,270).

12. Strategic Issue Highlights / Economy Economic Sectors & Workforce The County’s job base has shifted away from manufacturing toward service jobs. Management and professional (29%) Sales and office (21%) Production, transportation, material moving (21%) Government (17%) Job growth is in information, accommodations, tourism; real estate rental; and entertainment/recreation.

13. Strategic Issue Highlights / Economy Business and Taxes The County has strong assets to grow the economy. Location and highway access Natural resources Destinations and tourism Higher education High taxes are a barrier to economic development in the County and State.

14. Strategic Issue Highlights / Environment Natural Assets and Recreation Natural resources and scenic landscapes are key to quality of life and the economy. The County’s year round recreation are major assets. Boating, hiking, skiing, horseback riding, etc. Recreation supports tourism and opportunities for healthy lifestyles. Photo Source: Dougtone on Flickr

15. Strategic Issue Highlights / Environment Historic Resources Chautauqua County is abundant in historic and cultural resources. Significant buildings Museums Walkable streets and rural villages Heritage and history

16. Strategic Issue Highlights / Community Social Capital and Education The County has a strong social infrastructure of community and civic organizations (e.g., community development organizations, volunteer groups, non-profits). The quality of public education is strong, however the County lags state and national averages in residents who have gone to college.

17. Strategic Issue Highlights / Community Government Structure Multiple levels of government are an issue of major concern to residents. For example, the large number of school districts raise concern of high costs. Municipalities and other jurisdictions do coordinate and share resources.

18. Strategic Issue Highlights / Community Housing The County’s housing stock is the oldest of any MSA in the nation. In 2000, 47.3% of units were built before 1939. While the historic stock is an asset, maintenance and vacancies are issues. County assessment found 13.4% of units in fair to poor condition.

19. Breakout Group Exercise Exercise A Goals for the Vision Statement Determine Top Four Goals Exercise B Create Action Items/Strategies Ground Rules Facilitator/Recorder will Assist Don’t Debate Ideas Use Short Descriptive Phases Resist Repeating Ideas Focus on Goals in Exercise A