Town and Village of Malone

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					                                           Town and Village of Malone
                                           Economic Development Plan




P.O. Box 3367 Saratoga Springs, NY 12866
                                                   Malone Economic Development Plan




                                                                       Table of Contents


                                                                                Introduction…......1
                                                                           Vision Statement..…....1
                                                                            SWOT Analysis….…2
                                                                                  Action Plan……3

                                                                                          Appendices
                                                                                I: Action Plan Matrix
                                                              II: Socio-economic Characterization
                                                                         III: Retail Market Analysis
                                  IV: Infrastructure Assessment & Priority Redevelopment Areas
                                                          V: Summary of Community Workshop I
                                                             VI: Regional Opportunity Assessment
                                                        VII: Summary of Community Workshop II




                                                                                      March 2009
                                                                     Prepared by Camoin Associates
                                                                                     PO Box 3367
                                                                              Saratoga Springs, NY
                                                                                    518.899.2608




The Planning Team would like to thank Franklin County, The New York State Office of Community Re-
newal, Adirondack North Country Association, The Town of Malone, and The Village of Malone for fi-
nancial support and technical assistance. The Planning Team would also like to thank the Economic De-
velopment Planning Committee Members for their hard work and dedication, and individuals that agreed
to be interviewed to provide input for the completion of this plan.
                                                            Malone Economic Development Plan


Introduction                                        Vision Statement

Founded in 1805, Malone is located in Franklin      The project committee, in collaboration with
County in Upstate New York just a few miles         Camoin Associates, developed a vision statement
south of the Canadian border. Malone consists       that was representative of the community’s
of the Town of Malone and the Village of            values and aspirations. The vision statement was
Malone, serves as the County seat, and is the       brought before the public on February 10, 2009
largest population center in Franklin County.       at a public workshop and was accepted by those
Flowing through the middle of the community is      in attendance. The vision statement is as follows:
the Salmon River. Nestled at the base of the
Adirondack Mountains, Malone is just a few miles    Malone is a resilient and self-reliant community
north of the 6 million acre Adirondack State        that has rediscovered itself and values its place
Park.                                               and potential between the Adirondack foothills and
                                                    the St. Lawrence River Valley. The community’s
This is the second and final phase of a two phase   historic and bustling downtown, as well as its
economic development strategic planning process     riverfront area were built and will continue to
for the Town and Village of Malone. Phase I         thrive on eight guiding qualities: year-round
was funded by a grant from Franklin County,         outdoor recreation, 21st century infrastructure,
and consisted of a review of previous planning      strong entrepreneurial spirit, regional alliances,
documents, stakeholder interviews and a             family, agriculture, history, and the dedication and
workshop with the local planning committee. The     commitment of its residents.
outcome of Phase I was used to form a frame-
work for the more in-depth Phase II of the plan.    This vision should serve as a guide for the goals
                                                    of the plan and future economic development
Phase II was funded by a grant from the New         decision making in the community.
York Office of Community Renewal. Phase II
incorporates the findings of Phase I with
economic and demographic research, a retail
market analysis, regional opportunity assessment,
infrastructure and redevelopment assessment,
and workshops with the planning committee and
public at large. The data and input gathered
from the two phases of the plan were used to
create the final vision statement and action plan
that is to be used as a guide for economic
development for the Town and Village of
Malone.

What follows is a description of the Vision
Statement and Goals and Strategies of the final
Plan. The Action Plan is attached as Appendix I,
and the reports formed in Phase I and through
the data gathering stages of Phase II are
attached as appendices to this document.



                                                                                                      1
                                                                           Malone Economic Development Plan



SWOT Analysis
A public workshop was held on September 9th, 2008 at North Country Community College in Malone.
At that workshop, members of the Community were asked to provide a list of Malone’s strengths,
challenges (weaknesses), opportunities and threats. The Committee was then asked to rank each item
identified in the SWOT. The top ranked strengths, challenges, opportunities, and threats are included in
the table below. (A summary of that workshop and a complete list of all strengths, challenges, opportu-
nities, and threats that were indentified at that workshop can be referenced in Appendix V.)
                            Strengths                                                       Weaknesses
•   Golf course                                                        •   Condition, perception, and underutilization of
•   Malone’s quality of life and affordability draws young pro-            Main Street/Downtown, not pedestrian friendly
    fessionals and their families back to the community                •   Lack of tourism amenities including lodging facili-
•   Titus Mountain                                                         ties and restaurants
•   Proximity to Canadian tourist market                               •   Lack of professional staff capacity to implement
•   Gateway to the Northern Adirondacks, proximity to ADK                  plans and secure funding
    lakes, mountains, Interpretive Center, hunting, and other rec-     •   Blighted and underdeveloped Salmon River cor-
    reation amenities                                                      ridor
•   History (Underground Railroad, Wilder Farm, Finney Rebel-          •   Lots of minimum wage jobs / lack of professional
    lion, railroad industry)                                               job opportunities
•   Historic architecture (large # of Victorian homes, historic        •   Volunteer burnout
    downtown buildings)                                                •   High energy costs
•   Salmon River (trout fishing)                                       •   Difficulty in obtaining financing
•   Proximity to visitor attractions, including the casino, proposed   •   Condition of housing stock / appearance
    racetrack, Lake Placid, Burlington                                 •   Shortage of quality housing options (in particular
•   Open space                                                             for second homeowners and retirees)
•   Civic Center                                                       •   Perceived/real lack of support for small business
•   Fairgrounds                                                        •   Low Educational Attainment
•   Access to local farming products
                            Opportunities                                                    Threats
•   Support gas Pipeline via St. Lawrence County                       •   Sprawling development patterns
•   Revitalize Main Street and implement traffic calming strate-       •   Community apathy and negativity in general
    gies                                                               •   Continued brain drain and loss of our bright
•   Develop marketing campaign to target tourists/visitors for             young people
    business development                                               •   Absentee Landlords
•   Support Broadband Initiative (to facilitate attraction of tech-    •   Competition with other northern NY cities for
    based businesses and data centers)                                     Canadian business attraction
•   Promotion of Historic Amenities (Farming/Railroad/                 •   Rising fuel costs
    Underground Railroad/Hometown America)                             •   Decrease in state aid
•   Golf course expansion; build another golf course
•   Address vacant and underutilized buildings through LWRP and
    BOA
•   Waterfront development/redevelopment
•   Attract e-commuters as a way to bring more professionals into
    the community
•   Develop Titus and surrounding area
•   Become world-class trophy trout fishing destination
•   Restoration of Flanagan Hotel
•   Become a “green” community – improve energy efficiency,
    develop alternative energy sources

                                                                                                                             2
                                                            Malone Economic Development Plan



Action Plan
Building on the SWOT analysis and the Vision            economic and community development not-
Statement, Camoin Associates and the Committee          for-profits, and neighboring communities to
developed an action plan matrix. The matrix             build a coalition of North County economic
includes broad economic development goals, and          development entities that will form a united
specific actions and strategies used to implement       coalition of agencies promoting the economic
those goals. A draft version of the action plan         well-being of the North County. Malone, as
matrix was presented to the public during the           the County seat, is well positioned to serve as
February 10th public workshop. At that time,            the organizing entity for Franklin County.
community members were asked to provide
feedback on the matrix, and public comments          1.01 Focus on strengthening MEDCO's role as a
were used to develop a finalized version. A          leading economic development organization.
summary of that public workshop and the              Through MEDCO, the Town, and the Village,
comments received are attached in Appendix VII.      aggressively pursue all public funding opportuni-
The Matrix is attached as Appendix I. What           ties that are aligned with the ED plan objectives
follows is a brief description of each goal and      including but not limited to DHCR, CDBG, Restore
action or strategy included in the matrix.           NY, NYMS, HOME, etc.

Goal 1: Local Capacity and Regional Alliances           Malone Economic Development Corporation
                                                        (MEDCO) is the local development corpora-
   The need to expand Malone’s capacity for             tion (LDC) for the Village and Town. Both the
   economic development was identified early            Village and Town have very limited financial
   on in the process by both the Committee and          resources, and taking on a new staff position
   the public as a priority need for the                or positions to serve as an economic
   community. Neither the Town nor Village has          developer would be challenging. MEDCO
   an economic development, community                   currently has a small part-time staff with
   development, or planning department or               staffing assistance from the Village. MEDCO
   staff person. The same is true of Franklin           has a resume of economic development
   County. This lack of capacity has caused             initiatives to build on, and staff experience
   previous planning efforts to fall short on           with State-run economic development
   implementation, and has meant that Malone            programs. Utilizing administrative funds from
   has been left out of the process of securing         grant awards and staffing and financial
   state and federal funds for economic and             assistance from the Village and Town,
   community development.                               MEDCO’s position as the lead economic
                                                        development entity should be strengthened.
   Also included in this goal is the need to forge
   and enhance regional alliances. As a small        1.02 Continue to encourage Franklin County to
   community in a rural area, Malone has found       hire a planning professional(s), or expand
   that there are limited local resources for        contracted services in 2010.
   economic development. Going forward, it
   will be necessary for the Malone area to             Franklin County does not have a full-time
   build relationships with state and regional          planner or planning office.    There is
   economic development agencies, local                 momentum among some County residents and



                                                                                                     3
                                                              Malone Economic Development Plan




   legislators to add these staff resources to the    Goal 2: Local Business and Entrepreneurial
   County. This would need to occur before the        Development
   next legislative budget cycle that begins in
   2010. Malone should continue to lobby                 Due to structural shifts in the national
   County legislators to build a Franklin County         economy      away     from     manufacturing,
   Planning Office.                                      combined with Malone’s somewhat isolated
                                                         geographic location, attracting large scale
1.03 Establish a formal/informal partnership or          manufacturers may be a challenge for
cooperative with existing economic & community           economic developers.      A primary focus
development entities and neighboring communities.        should be on supporting the growth of local
Meet monthly to identify roles, discuss cooperative      business and entrepreneurs in their endeavors
efforts and review successes.                            to create new job opportunities and increase
                                                         investment in the local community. Small
   There are a variety of local and regional             businesses create 60 to 80 percent of the net
   economic and community development                    new jobs in the United States. A comprehen-
   agencies and organizations that are working           sive approach to encouraging an entrepre-
   independently on complementary efforts.               neurial culture and developing support for
   Ensuring coordination between these entities          local business development will help Malone
   through formal or informal regular meetings           grow from within.
   and updates, will allow for partnerships that
   enhance economic and community develop-            2.01 Build relationships with private for-profit and
   ment initiatives. Similarly, many Franklin         not-for-profit commercial lenders.
   County communities have common economic
   and     community     development      goals.         A problem that was identified by the
   Coordinating these activities will result in          community is the reluctance of local lenders
   plans that have a greater impact than the             to invest in Malone-based businesses and
   individual sum of their parts. A list of such         ventures. This problem will of course be
   organizations and communities is included in          exacerbated by the credit crisis, but that is
   the Action Plan Matrix, and should be                 all the more reason to begin working with
   updated regularly.                                    local lenders to encourage the loosening of
                                                         credit in the local market.
1.04 Identify and support mechanisms for private
citizens to contribute to community and economic      2.02 Work with Clarkson, Paul Smiths, and other
development projects.                                 area universities and financial organizations to
                                                      establish a regional venture capital fund similar to
   Bringing together a large group of residents       St. Lawrence County's SPECfund.
   (100+) with enough capital to purchase and
   redevelop one of Malone’s many historic and           Many rural areas, and Malone is no
   cultural resources may be an effective                exception, are starved for commercial
   method of community development. Forming              capital. Venture capital supplies tend to be
   a consortium to facilitate this would                 highly concentrated in a small number of
   complement public revitalization efforts.             regions around the country. To overcome



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                                                          Malone Economic Development Plan




   this, rural regions have begun to form          2.04 Establish a formal Business Retention &
   regional venture capital funds from a           Expansion (BR&E) Program that complements IDA
   combination of public and private sources to    efforts by focusing on small and mid-sized
   support local start-ups and growing             businesses.
   businesses. These venture capital funds tend
   to have a lower rate of return than tradi-         Business retention and expansion programs
   tional venture capital funds, and operate          help retain jobs and tax revenues for the
   more on a hybrid model of supporting both          community, foster growth and development
   investor returns and community development         of local firms, and enhance the community’s
   goals.                                             reputation as a good place in which to do
                                                      business. The County IDA has a BR&E
2.03 Ensure that NCCC has a robust workforce          program that focuses on the County’s largest
development curriculum that focuses on skilled        companies.       Malone should develop a
trades in growing fields such as health care and      program that supports small and mid-sized
alternative energy.                                   businesses in the community.

   North Country Community College (NCCC) is       2.05 Partner with BOCES to expand "New
   a key resource for Malone.       NCCC is        Visions" and offer a middle and high school
   continually working to develop curriculum       entrepreneurial training program in addition to
   that provides technical training for area       health and law.
   residents. Working with the College to
   ensure that these programs support                 The New Visions program is a competitive
   community development goals will be an             program for local students that provides
   important need for the future.                     them with specialized training in the health
                                                      care and legal fields. Expanding this
                                                      program      to     include    entrepreneurial
                                                      development would be a great first step
                                                      toward encouraging the growth of an
                                                      entrepreneurial culture in Malone. Such a
                                                      program would teach middle and high school
                                                      students the basics of financing, developing a
                                                      business plan, marketing, and the other skills
                                                      required to convert an idea into a functioning
                                                      business. Instilling the knowledge of
                                                      entrepreneurialism in students from a young
                                                      age will help to encourage young people to
                                                      look for ways to build a business in the local
                                                      Malone community.

                                                   2.06 Support County agricultural economic
                                                   development protection plan and Cooperative
                                                   Extension agricultural development programs.



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                                                           Malone Economic Development Plan




                                                       The current zoning code is not strictly
   Agriculture has long been a significant             adhered to for new development projects.
   contributor to the Malone economy. There            Variance and special use permits are issued
   are still a number of farm and livestock            too often. This reduces the visual appeal of
   operations positively contributing to the area      scenic corridors, disrupts the continuity of
   economy. Working with Cornell Cooperative           commercial corridors and encourages growth
   Extension to retain existing businesses and         on the outskirts of the community. Short-term
   encourage      development       of    growing      initiatives needed include consolidating Town
   agricultural segments, particularly niche           and Village code enforcement offices,
   products, is an important aspect of Malone’s        establishing downtown design guidelines, and
   economy and culture.                                exploring the formal creation of a downtown
                                                       historic district.
Goal 3A: Downtown Revitalization
                                                    3A.02 Establish Downtown Commercial and
   Downtown was identified as an important          Residential Building Improvement Program to
   component of the Economic Development Plan       provide funding for the improvement of vacant
   by the committee and by the public.              and underutilized downtown space.
   Downtown revitalization will address the lack
   of a commercial tax base in the Village,            Downtown Malone has many aesthetically
   provide the entertainment and cultural needs        pleasing and historically significant buildings.
   that are currently missing, and aid area            Unfortunately, many of these buildings have
   employers’ efforts in attracting professional       vacant storefronts and upstairs space, or
   level employees.                                    have fallen into disrepair. A downtown
                                                       commercial and residential improvement
3A.01 Properly enforce current zoning codes and        program to reduce vacancy rates, encourage
amend where necessary to encourage revitalization      private investment, and improve the quality
goals.                                                 of downtown buildings should be undertaken.

                                                    3A.03 Address critical infrastructure concerns,
                                                    including but not limited, to pedestrian lighting
                                                    and the need for adequate water service necessary
                                                    to ensure the long-term health of the downtown
                                                    commercial district.

                                                       There are some critical infrastructure needs
                                                       that should be addressed to ensure that other
                                                       efforts to improve downtown are successful.
                                                       There is a need for more pedestrian lighting,
                                                       as well as a need to provide adequate
                                                       water service.      The Village should also
                                                       continue to identify and address other critical
                                                       infrastructure needs for downtown.



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                                                          Malone Economic Development Plan




Goal 3B: Riverfront Revitalization                    achieving Malone’s Vision for the future.
                                                      Priority initiatives include building a
   Riverfront revitalization and downtown             Greenway Trail, creating pocket parks along
   revitalization are complementary efforts.          the waterfront, relocating the Village DPW
   The Salmon River is a key cultural and             garage and enhancing trout fishing
   economic asset for Malone. Historically, the       opportunities and marketing.
   river served as an economic engine by
   supplying power and water to the local mills,   Goal 4: Recreation & Tourism
   today the river will serve as an economic
   engine by improving the desirability of the        With few growth industries left in the area,
   community, and attracting visitors to the          tourism has been identified as a target
   area. Malone has been participating in the         industry for Malone’s economic future.
   Local Waterfront Revitalization Program            Building on existing tourism assets and
   (LWRP) through the New York State                  developing new attractions and amenities
   Department of Environmental Conservation           where possible will provide economic growth.
   (DEC). This will be one of the primary tools       Many of these initiatives will also enhance
   for improvement of the Salmon River, and           recreational opportunities and quality of life
   should be pursued in parallel with this            for area residents.
   Economic Development Plan.
                                                   4.01 Support development of new restaurants and
3B.01 Improve appearance of Duane Street           new hotels and lodging.
Corridor.
                                                          Malone has a limited supply of lodging
   The Duane street corridor serves as the                facilities and full service restaurants,
   connection between the river, downtown, and            particularly in the middle to high end
   the Malone Golf Course. This is an important           range. Encouraging the development of
   confluence of local assets, and improvement            new restaurants and new hotels will
   to the corridor is an important step to
   improve the marketability and livability of
   the area. Needed improvements include
   replacement of the antiquated waterline,
   rehabilitation of deteriorating houses and
   vacant property, replacement of the
   retaining wall, and installation and improve-
   ment of sidewalks.

3B.02 Salmon River Revitalization (Implement the
LWRP).

   Continuing to pursue the LWRP and
   interweaving those efforts with this Economic
   Development Plan will be important to



                                                                                                  7
                                                               Malone Economic Development Plan




       support the tourism industry and provide           attraction. The large-scale projects included
       additional quality of place improvements           under this goal will require the community to
       for the community’s residents.                     partner with the County and State.

4.02 Expand and enhance existing recreation            5.01 Prepare and position priority infrastructure
centers.                                               projects in preparation for funding through the
                                                       2009 Federal Stimulus Package.            Develop
   Malone has two key recreation areas, which          categories of projects from technology, education,
   are the Malone Golf Course and Titus                water, sewer and other types of projects that will
   Mountain Ski Resort. Working with facility          help to build a stronger future economy.
   managers to identify effective methods to
   improve these facilities is a critical strategy        The federal stimulus package provides an
   for Malone’s future. Of immediate concern is           excellent opportunity to fund backlogged
   the need to find a buyer for Titus Mountain            projects. The County has worked to get
   that will be willing to invest in upgrades for         important projects, such as the natural gas
   the ski area.                                          pipeline, on the state’s list of projects that
                                                          could receive funding through the federal
4.03 Assess public support and market feasibility         package. Federal funds will continue to flow
of other recreation and tourism projects, including       by way of existing grant and loan sources
a mountain bike park, a culinary center on main           through the remainder of the year and
street, cross country ski trail development, and the      possibly beyond. It will be important to
expansion and promotion of Malone's historic and          continue to pursue methods to access these
cultural assets.                                          funds.

   There may be another project not specifically       5.02 Natural gas pipeline
   identified in this Plan that could capture the
   enthusiasm of area residents, and provide              Franklin County is one of the few, and
   benefit to the community’s economic future.            possibly the only, county in New York State
   Continuing to explore those outlets is a               without access to natural gas. This is an
   strategy for the future. Also important will           important strategy to reduce residential and
   be the marketing and promotion of some of              commercial energy costs.
   Malone’s unique cultural and historic assets
   such as the Wilder farm, House of History           5.03 Broadband Internet
   and other local resources.
                                                          Broadband Internet is the most important
Goal 5: Infrastructure Development                        resource for the future economy. Small users
                                                          have sufficient access, but a large-scale user
   Public agencies need to work diligently to             would not find adequate service. New York
   ensure that physical infrastructure is sufficient      State started the CBN Connect project to
   to meet the needs of target business sectors.          provide broadband to Franklin, Essex and
   Malone already has a clear sense of what               Clinton Counties. The Technical Assistance
   infrastructure is needed to enhance business           Center at Plattsburgh State has been



                                                                                                       8
                                                              Malone Economic Development Plan




   carrying out this project and received                 The Brownfield Opportunities Area (BOA)
   funding from the Federal Communications                program offers the opportunity to plan and
   Commission to connect all medical centers in           implement redevelopment options for these
   the three counties with a preliminary                  properties. Following through with this
   broadband network. The Malone community                program and exploring other funding options
   should continue to express support for this            and potential partnerships with developers
   important initiative and participate in efforts        will be important if these properties are to
   to expand broadband to other sectors.                  be redeveloped for future productive uses.

5.04 Support implementation of efficiency and          5.06 Promote development of better housing
multimodal improvement recommendations in the          options for returning professionals and retirees.
2008 Northern Tier Expressway: Route 11
Corridor Study.                                           The community has identified a lack of
                                                          quality housing options as a deterrent to
   The “Roof Top” highway has long been                   attracting returning professionals, employees
   discussed, but does not appear to be                   for the hospital, and returning retirees to the
   included in current plans of the NY State              community. Supporting the development of
   Department of Transportation (DOT). DOT’s              a more diversified housing stock, particularly
   latest plans involve efficiency improvements           higher quality housing, will encourage more
   and multimodal improvements in Village                 of these target populations to locate in the
   centers. While these would support Malone’s            area.
   downtown revitalization goals, the community
   should advocate that recommendations in the         5.07 Continue efforts to expand utilization of
   2008 Northern Tier Expressway study be              Airport.
   implemented by DOT in order to address
   regional transportation efficiency needs on a          The Malone Airport located in the Town is a
   larger scale.                                          popular facility used by area and regional
                                                          residents. The community should continue
5.05 Utilizing the BOA program and other                  efforts to improve the facility, leaving open
applicable sources, identify and map underutilized        the option for future expansion into
and vacant properties, and develop options to             commercial operations.
achieve future development objectives of sites
including but not limited to: Horton Mill Stabiliza-
tion; Old Bronze Powder Works Building; Malone
School for the Deaf; Tru-Strich Buildings; Old
Glazier Packing Facility; Flanagan Hotel
Restoration.

   There are a variety of industrial and
   commercial buildings in the community that
   are vacant and in need of rehabilitation.



                                                                                                       9
                                                            Malone Economic Development Plan




Goal 6: Community Marketing                             a whole and for products that are produced
                                                        in the Malone area. A suggested logo for the
   Community Marketing is important for                 brand is “You may be gone, but you never
   encouraging former residents to relocate in          left.”    Regardless of the logo that is
   the area, creating an identifiable brand, and        ultimately decided on, the brand should be
   attracting potential businesses to the area.         clearly identifiable and allow buyers to know
   The strategies in this goal are aimed at             that they are buying products made in
   achieving these results.                             Malone, NY.

6.01 Develop full service marketing campaign that
targets professionals and baby boomers that have     6.03 Develop and enhance relationships with
left the area.                                       County, State and regional site selectors and
                                                     national commercial realtors.
   In recent decades Malone has suffered from
   a declining population. There is some                There are a number of County and regional
   anecdotal evidence of an increase in the             economic development and site selection
   number of young professionals that left the          organizations that may direct interested
   area after high school or college but are now        businesses to Malone. Developing stronger
   returning to raise their families. This              relationships with these organizations will
   demographic segment, along with retiring             benefit economic development efforts. Such
   baby boomers looking to relocate in the              organizations include the Franklin County IDA
   area, should be the targets of a marketing           and New York’s Empire State Development
   campaign to bring people back to the                 Corporation. In addition, the community
   community. Initiatives that should be                should work with the partners listed in
   undertaken to achieve this objective include         Objective 1.03 to identify and reach out to
   establishing a committee to build a network          other important economic development
   of former residents using social networking          actors.
   sites and regular mailings; developing
   activities and events that appeal to young
   families; establishing a system to identify and
   reach out to businesspeople from Malone to
   induce them to move back; and hosting a
   four-day homecoming event every year.

6.02 Develop a brand for Malone and products
produced in Malone that can perhaps be
broadened to a County or North Country region.

   In conjunction with the development of a
   marketing campaign in 6.01 above, Malone
   should develop a brand for the community as



                                                                                                  10
    APPENDIX I: Action Plan Matrix                                                                                                                                                          MALONE ECONOMIC DEVELOPMENT PLAN




                                                                                                         Target Date for
                                     Goal / Objective / Actions                                                                    Lead Agency                Funding Sources / Partnerships             Estimated Cost
                                                                                                       Achieving Objective

Goal 1: Local Capacity and Regional Alliances

 1.01 Focus on strengthening MEDCO's role as a leading economic development organization.
 Through MEDCO, the Town, and the Village, aggressively pursue all public funding opportunities that                                                      Grant administrative funds with Village and
                                                                                                           Immediate                  MEDCO                                                             $50,000+ Annually
 are aligned with the ED strategy objectives including but not limited to DHCR, CDBG, Restore NY,                                                              Town staff and financial support
 NYMS, HOME, etc.

 1.02 Continue to encourage Franklin County to hire a planning professional(s), or expand contracted                         Town Supervisor & Village
                                                                                                           Short Term                                                  Franklin County                      $70,000
 services in 2010.                                                                                                                   Mayor

 1.03 Establish a formal/informal partnership or cooperative with existing economic & community
 development entities and neighboring communities. Meet monthly to identify roles, discuss                 Immediate         Town and Village of Malone           Sources identified in 1.01                 $0.00
 cooperative efforts and review successes.

    Franklin County Empire Zone (EZ) - for business outreach, technical assistance or other

    Malone Economic Development Corporation (MEDCO) - for financing for start-up or expansion
    projects
    Franklin County Industrial Development Agency (IDA) - for large-scale business attraction and
    financing

    Franklin County Local Development Corporation (LDC) - for property acquisition and
    redevelopment

    Adirondack Economic Development Corporation - for small business assistance

    COMLINKS - for housing rehabilitation, affordable housing and microenterprise assistance

    North Country Alliance (NCA) - for financing for North County start-up or expansion projects

    Adirondack North County Association - for community development assistance

    Franklin County Community Housing Council - for affordable housing

    Adirondack Community Trust (ACT) - For private philanthropy and community development

    Tupper Lake -- As center for educating future scientists

    Saranac Lake -- As center for commercializing scientific research

    NYS Empire State Development (ESD) - for site selection and economic development

 1.04 Identify and support mechanisms for private citizens to contribute to community and economic
                                                                                                          Medium Term                 MEDCO                             Private Capital                    $1,000,000
 development projects




                                                                                                                                                                                                                     Page 1 of 4
    APPENDIX I: Action Plan Matrix                                                                                                                                                            MALONE ECONOMIC DEVELOPMENT PLAN




                                                                                                             Target Date for
                                      Goal / Objective / Actions                                                                       Lead Agency               Funding Sources / Partnerships          Estimated Cost
                                                                                                           Achieving Objective

Goal 2: Local Business and Entrepreneurial Development

                                                                                                                                  Chamber of Commerce,
 2.01 Build relationships with private-for-profit and not-for-profit commercial lenders                        Immediate          MEDCO, Franklin County                                                       $0.00
                                                                                                                                          IDA
                                                                                                                                                                Community Development Financial
 2.02 Work with Clarkson, Paul Smiths, and other area universities and financial organizations to                                                                 Institutions (CDFI) funds; local
                                                                                                              Medium Term                Clarkson                                                            $5 Million
 establish regional venture capital fund similar to St. Lawrence County's SPECfund                                                                            governments; private individuals; Casino
                                                                                                                                                                 royalties; and commercial banks

 2.03 Ensure that NCCC has a robust workforce development curriculum that focuses on skilled
                                                                                                               Immediate                  NCCC                                                                  $0
 trades in growing fields such as Health Care and Alternative energy

 2.04 Establish a formal Business Retention & Expansion (BR&E) Program that complements IDA
                                                                                                               Short Term                 MEDCO                             OCR , ESD                        $400,000
 efforts by focusing on small and mid-sized businesses
 2.05 Partner with BOCES to expand "New Visions" and offer Middle and High School                                                                               School District, Private Businesses,
                                                                                                              Medium Term                 BOCES                                                          $100,000 annually
 Entrepreneurial Training Program in addition to Health and Law                                                                                                               MEDCO

 2.06 Support County agricultural economic development protection plan and Cooperative Extension                                    Cornell Cooperative
                                                                                                               Immediate                                                                                        $0
 Agricultural Development Programs                                                                                                      Extension


Goal 3A: Downtown Revitalization


 3A.01 Properly enforce current zoning codes and amend where necessary to encourage
                                                                                                               Short Term        Town and Village of Malone                                                  $20,000
 revitalization goals

    Consolidate Town and Village code enforcement offices to ensure proper enforcement of zoning                                   Town and Village Code       Local Government Efficiency Program
                                                                                                               Short Term                                                                                    $50,000
    code as well as consistent and compatible procedures and polices between the jurisdictions                                      Enforcement Offices                     (LGE)

                                                                                                                                                                OCR Planning Grants, DOS Quality
    Develop/approve downtown design guidelines                                                                 Short Term                 MEDCO                                                              $25,000
                                                                                                                                                                         Communities

    Explore the costs and benefits of identifying and creating a downtown historic district                    Short Term                 MEDCO               NYS Historic Preservation Office (SHPO)          $0.00

 3A.02 Establish Downtown Commercial and Residential Building Improvement Program to provide                                                                    NY Main Street; Restore NY; CDBG
                                                                                                               Immediate                  MEDCO                                                              $800,000
 funding for the improvement of vacant and underutilized downtown space                                                                                             microenterprise; HOME
 3A.03 Address critical infrastructure concerns including but not limited to pedestrian lighting and the
                                                                                                                                                               CDBG public facilities; Transportation
 need for adequate water service necessary to ensure the long-term health of the downtown                      Short Term            Village of Malone                                                      $1,000,000
                                                                                                                                                              Enhancement Program (TEP) NYS DOT
 commercial district.




                                                                                                                                                                                                                       Page 2 of 4
     APPENDIX I: Action Plan Matrix                                                                                                                                                      MALONE ECONOMIC DEVELOPMENT PLAN




                                                                                                         Target Date for
                                      Goal / Objective / Actions                                                                   Lead Agency               Funding Sources / Partnerships         Estimated Cost
                                                                                                       Achieving Objective

Goal 3B: Riverfront Revitalization


 3B.01 Improve appearance of Duane Street Corridor                                                         Short Term        Village of Malone, MEDCO                 HOME, OCR                       $2,800,000

                                                                                                                                                             CDBG, Rural Development, EFC,
    Street, sidewalks, water main, retaining wall                                                          Short Term        Village of Malone, MEDCO      Transportation Enhancement Program         $2,500,000
                                                                                                                                                                     (TEP) NYS DOT

    Housing rehabilitation                                                                                Medium Term        Village of Malone, MEDCO       CDBG housing rehabilitation; HOME          $400,000


 3B.02 Salmon River Revitalization (Implement the LWRP)                                                   Medium Term            LWRP Committee                       LWRP funding                    $5,050,000

    Greenway trail                                                                                        Medium Term            LWRP Committee           Recreational Trails Program NYS OPRHP       $1,000,000

    Pocket parks                                                                                          Medium Term        Town and Village of Malone            Parks NYS OPRHP                    $1,000,000


    Relocate DPW facility                                                                                  Long Term             Village of Malone                        TBD                         $3,000,000


    Trout fishing                                                                                          Short Term         Franklin County Tourism                     TBD                           $50,000


Goal 4: Recreation & Tourism

                                                                                                                             MEDCO, Village and Town,
 4.01 Support development of new restaurants and new hotels and lodging                                    Immediate                                              CDBG microenterprise             included in Goal 1
                                                                                                                              Chamber of Commerce

 4.02 Expand and enhance existing recreation centers                                                       Short Term

    Malone Golf Course                                                                                     Short Term           Malone Golf Course                  Private Financing                    TBD

    Titus Mountain                                                                                         Short Term          Titus Mountain Resort                Private Financing                    TBD

 4.03 Assess public support and market feasibility of other recreation and tourism projects such as:                         Village and Town, Chamber
 mountain bike park; culinary center on main street, cross country ski trail development, and          Medium-Long Term      of Commerce, Franklin Co.                    TBD                             $0
 expansion and promotion of Malone's historic and cultural assets                                                                      Tourism




                                                                                                                                                                                                               Page 3 of 4
    APPENDIX I: Action Plan Matrix                                                                                                                                                               MALONE ECONOMIC DEVELOPMENT PLAN




                                                                                                            Target Date for
                                      Goal / Objective / Actions                                                                      Lead Agency                Funding Sources / Partnerships              Estimated Cost
                                                                                                          Achieving Objective

Goal 5: Infrastructure Development

 5.01 Prepare and position priority infrastructure projects in preparation for funding through the 2009
                                                                                                                                Franklin County, Town and
 Federal Stimulus Package. Develop categories of projects from technology, education, water, sewer             Complete                                                       Complete                            $0
                                                                                                                                          Village
 and other types of projects that will help to build a stronger future economy.

 5.02 Natural gas pipeline                                                                                   Medium Term        Franklin County and DANC                        DANC                           $8,000,000
                                                                                                                                Technical Assistance Center
 5.03 Broadband Internet                                                                                      Short Term                                       Federal Communications Commission               $3,500,000
                                                                                                                                    Plattsburgh State
                                                                                                                                   NYS DOT & Malone
 5.04 Support implementation of efficiency and multimodal improvement recommendations in 2008
                                                                                                              Long Term          Revitalization Foundation                       DOT                           $5,000,000
 Northern Tier Expressway: Route 11 Corridor Study
                                                                                                                                       and MEDCO
                                                                                                                                                                  NYS Council on the Arts grant for
 5.05 Utilizing the BOA program and other applicable sources identify and map underutilized and
                                                                                                                                                               conditions report; Historic preservation
 vacant properties, and develop options to achieve future development objectives of sites including                              BOA Committee, Malone
                                                                                                              Short Term                                      grant for stabilization; private donors (use        TBD
 but not limited to: Horton Mill Stabilization; Old Bronze Powder Works Building; Malone School for                              Revitalization Foundation
                                                                                                                                                               EZ community development tax credits
 the Deaf; Tru-Strich Buildings; Old Glazier Packing Facility; Flanagan Hotel Restoration
                                                                                                                                                                and historic preservation tax credits)

 5.06 Promote development of better housing options for returning professionals and retirees                  Immediate         Town and Village of Malone                                                        $0


 5.07 Continue efforts to expand utilization of Airport                                                     Medium Range             Town of Malone                              TBD                              TBD

Goal 6: Community Marketing


 6.01 Develop full service marketing campaign that targets professionals and baby boomers that have                              Chamber of Commerce,
                                                                                                             Medium Term                                                         TBD                            $10,000
 left the area                                                                                                                   Franklin County Tourism

    Establish a committee or organization that is responsible for developing a contact list of former                               Malone Economic
                                                                                                              Short Term                                                         TBD                              $0
    residents, and begins regular correspondence utilizing social networking sites, email, and mail                              Development Committee

    Develop activities and special events that build on the community's assets, and that will appeal to                          Chamber of Commerce,
                                                                                                             Medium Term                                                         TBD                              $0
    young families (Gen X and Y) and support the community's vision and ED strategy                                              Franklin County Tourism

                                                                                                                                  Chamber of Commerce,
    Set up a system to market Malone to business people who have a desire to move back to the                                                                 Partnership between Golf Course, Titus,
                                                                                                             Medium Term           WIB Franklin County                                                         $100,000
    area                                                                                                                                                      Chamber of Commerce and Empire Zone
                                                                                                                                        Tourism
                                                                                                                                   Malone Chamber of
    Four-day homecoming event                                                                                Medium Term                                          Adirondack Young Professionals               $100,000
                                                                                                                                 Commerce & County WIB
 6.02 Develop a brand for Malone and products produced in Malone that can perhaps be broadened
                                                                                                             Medium Term                   TBD                                   TBD                            $40,000
 to a County or North Country region
 6.03 Develop and enhance relationships with County, State and Regional Site Selectors and national
                                                                                                              Immediate            County IDA, MEDCO                          NYS EDC                             $0
 commercial realtors




                                                                                                                                                                                                                        Page 4 of 4
APPENDIX II: Socio-economic Characterization                MALONE ECONOMIC DEVELOPMENT PLAN




                                     Executive Summary
As part of the background research and analysis conducted for the Malone Economic
Development Plan, Camoin Associates analyzed a range of demographic and employment data
for a geographic study area defined with the assistance of the Malone Economic Development
Committee (see page 2 for a map of the study area). The goal of this report is to capture current
and projected trends in the Malone area to understand how changes taking place in the
community will drive future growth. Major findings of this analysis include:

       The Malone area is projected to grow at a slower rate than the County, both in terms of
       population and jobs. Income levels in Malone are also lower than at the County level,
       which are already significantly lower than at the State level.

       Malone appears to be gaining young families, at the same time that it appears to be
       losing families with middle and high school age children. Anecdotal information indicates
       that young professionals are returning to the community in increasing numbers after
       finishing college and establishing their careers. This appears to be substantiated by the
       data and could be an important asset to build on as Malone seeks to diversify its
       economic base. Similar to many rural areas, the number of people approaching or
       entering retirement is expected to increase significantly over the next few years.

       While young professionals are returning to the area, the educational attainment levels of
       the local population are still lower than the rest of Franklin County and the State. This
       could represent a challenge as Malone seeks to attract new private sector businesses.

       While the Malone area population is less affluent than the County and State, households
       in the middle and upper income brackets are projected to grow as a percentage of total
       households over the next five years.

       Malone’s role as the County seat and the fact that three state prisons are located there
       translates into the community relying heavily on the public sector for quality employment
       opportunities. The most significant growth in private sector employment is in health care,
       which offers the fifth highest average earnings in the area, and the service sector, which
       offers much lower earnings.




                                                                                      Page 1 of 12
APPENDIX II: Socio-economic Characterization                   MALONE ECONOMIC DEVELOPMENT PLAN




Introduction

As part of the background research and analysis conducted for the Malone Economic
Development Plan, Camoin Associates analyzed a range of demographic and employment data
for a geographic study area defined with the assistance of the Malone Economic Development
Committee. The goal of this report is to capture current and projected trends in the Malone area
to understand how changes taking place in the community will drive future growth.

In an effort to capture people who live, work and shop in what is considered the Malone
community, the Committee defined a study area for analysis using the following zip codes:
12957, 12916, 12966, 12953, 12926, 12917, 12920, 12969, 12955. The “Malone Study
Area” is shaded in red in the map below.




               Source: Camoin Associates

The demographic data in this report were purchased from ESRI Business Analyst Online (ESRI) and
Economic Modeling Specialists, Inc. (EMSI). ESRI’s base data is the 2000 Census and it uses
proprietary statistical models and updated data from the U.S. Census Bureau, the U.S. Postal
Service and various other sources to project current statistics and future trends. ESRI data is often


                                                                                          Page 2 of 12
APPENDIX II: Socio-economic Characterization                   MALONE ECONOMIC DEVELOPMENT PLAN




used for economic development, marketing, site selection and strategic decision making. For more
information, visit www.esri.com.

EMSI data are compiled from several sources, including the U.S. Census Bureau and U.S.
Departments of Health and Labor using specialized proprietary processes and models to estimate
current statistics and predict future trends. Visit www.economicmodeling.com for additional
information.

It should be noted that the prison population is included in U.S. Census data. The Demographic
section of this report is primarily based on U.S. Census data. Prisoners are classified in the Census
as part of the “institutionalized population”. The 2000 U.S. Census reported an institutionalized
population for the Malone Study Area of 5,437. Any data that refers to the total population will
include prisoners; however, the prison population is excluded from data that refers to “families”
or “households”. As an example, “median household income” would exclude the prison
population, but “population in 2008” would include the prison population. The Economic section
of this report is based primarily on labor statistics. This data is reported by employers, and only
examines jobs located in the study area, so the prison population is excluded from this data;
however, the workers in the prisons are included.

Demographic Trends

The first section of this report focuses on changes in demographic characteristics in the community,
including age and income distribution and educational attainment.

General Trends

The graph below shows that population and the number of households in the Malone Study Area
are growing at a slower rate than Franklin County and New York State, both of which are
growing much more slowly than the nation as a whole. Median household income in the Malone
Study Area is also growing at a slower rate, especially when compared to Franklin County.




                                                                                          Page 3 of 12
APPENDIX II: Socio-economic Characterization                     MALONE ECONOMIC DEVELOPMENT PLAN




                  Projected Annual Growth Rates of General Demographic Indicators
                                           2008-2013

       4.00%
       3.50%
       3.00%
       2.50%                                                                  USA
       2.00%                                                                  New York
       1.50%                                                                  Franklin County
       1.00%                                                                  Malone Study Area
       0.50%
       0.00%
      -0.50%
                Population   Households   Families   Owner HHs     Median
                                                                  Household
                                                                   Income

       Source: ESRI

The table below provides growth rates for the period 2000-2008 and projections for 2013 for a
variety of demographic indicators for the Malone Study Area, Franklin County and New York
State. This table shows the growth rates for the indicators illustrated above, as well as additional
information on the number of families, average household size, renter occupied housing units and
median age.

In general, median age and average household size in the Malone Study Area is similar to the
County. As stated above, median income is lower than in the County. Also, growth in renter
occupied housing units in the Malone Study Area is projected to grow at a slightly faster rate than
the County.




                                                                                           Page 4 of 12
APPENDIX II: Socio-economic Characterization                              MALONE ECONOMIC DEVELOPMENT PLAN




                               Changes in Basic Demographic Indicators

                                                   Change % Change                      Change % Change
                            2000       2008                                 2013
                                                  '00 to '08 '00 to '08                '08 to '13 '08 to '13

                                           Malone Study Area
Population                   29,533     29,413         -120     -0.41%       29,518          105      0.36%
Households                    9,584      9,862          278      2.90%       10,001          139      1.41%
Families                      6,536      6,622           86      1.32%        6,652           30      0.45%
Average Household Size         2.50       2.44        -0.06     -2.40%         2.42            0     -0.82%
Owner Occupied HUs            7,028      7,495          467      6.64%        7,483          -12     -0.16%
Renter Occupied HUs           2,556      2,367         -189     -7.39%        2,518          151      6.38%
Median Age                     36.2       38.2         2.00      5.52%         39.2         1.00      2.62%
Median Household Income     $29,746    $36,607        6,861     23.07%      $42,823        6,216     16.98%
                                              Franklin County
Population                   51,134     51,224           90      0.18%       51,509          285      0.56%
Households                   17,931     18,503          572      3.19%       18,789          286      1.55%
Families                     11,805     11,977          172      1.46%       12,037           60      0.50%
Average Household Size         2.46       2.41        -0.05     -2.03%         2.39            0     -0.83%
Owner Occupied HUs           12,638     13,578          940      7.44%       13,562          -16     -0.12%
Renter Occupied HUs           5,293      4,925         -368     -6.95%        5,227          302      6.13%
Median Age                     36.4       38.4         2.00      5.49%         39.5         1.10      2.86%
Median Household Income     $31,531    $39,119        7,588     24.07%      $46,198        7,079     18.10%
                                              New York State
Population                18,976,457 19,554,879     578,422      3.05%    19,865,996     311,117      1.59%
Households                 7,056,860 7,270,269      213,409      3.02%     7,397,196     126,927      1.75%
Families                   4,639,387 4,700,259       60,872      1.31%     4,731,824      31,565      0.67%
Average Household Size          2.61       2.61        0.00      0.00%          2.60           0     -0.38%
Owner Occupied HUs         3,739,166 4,056,879      317,713      8.50%     4,054,343      -2,536     -0.06%
Renter Occupied HUs        3,317,694 3,213,390     -104,304     -3.14%     3,342,853     129,463      4.03%
Median Age                      35.9       37.4        1.50      4.18%          38.4        1.00      2.67%
Median Household Income      $43,582    $58,692      15,110     34.67%       $68,886      10,194     17.37%
Source: ESRI


Age Distribution

The graph below shows the current age distribution in the Malone Study Area. The largest age
groups are: 25-29; 30-34; 20-24 and 40-44. It is important to note that this data includes the
population at Bare Hill, Franklin, Upstate and Chateaugay ASACTC Correctional Facilities,1 which
likely accounts for the high population of 20-34 year olds.




1 According to the NYS DOCS Report “Hub System: Profile of Inmate Population Under Custody on January 1, 2008”

there were 1712 inmates at Bare Hill CF, 1727at Franklin CF , 1303 at Upstate CF and 194 at Chateaugay
ASACTC CF for a total population of 4,936.

                                                                                                         Page 5 of 12
APPENDIX II: Socio-economic Characterization                MALONE ECONOMIC DEVELOPMENT PLAN




                            Age Distribution Malone Study Area 2008




       Source: EMSI

The bar graph below compares the percentage of the study area’s population in each age group
to the percentage of the statewide population in each age group. The black line represents the
statewide distribution; the orange bars show how closely the percentage of each age group in
the study area resembles the statewide distribution. The graph shows that there is a much higher
concentration in the Malone area of 25-34 year olds and a much lower concentration of school
age children than in the statewide age distribution.

                      2008 Malone Study Area Age Distribution Comparison




       Source: EMSI


The chart below shows the projected changes in the age distribution in the Malone Study Area
over the next five years. The chart indicates that the number of families with middle and high
school age children will decrease, while the number of young families will increase. Anecdotal
information indicates that young professionals and their families are returning to the Malone
community in increasing numbers, so this may be the reason behind the increase in 30-34 year old
group and the groups of young children under age 9. In addition, the number of people
approaching or entering retirement will increase.

                                                                                     Page 6 of 12
APPENDIX II: Socio-economic Characterization                                   MALONE ECONOMIC DEVELOPMENT PLAN




                             Projected Changes in Age Groups in Malone Study Area
                                                  2008-2013




        Source: EMSI



Household Income Distribution

The two pie charts below show the projected changes in household income distribution in the
Malone Study Area between 2008 and 2013. The upper income brackets (those over $75,000)
are projected to increase as a percentage of total households (from 13.4% to 16.5%). Also of
note is that $50,000 to $75,000 income bracket is projected to grow from 21.5% of total
households to 25.8% of total households.

                 2008 Malone Households by Income                          2013 Malone Households by Income
                          < $15K
                                          $15K - $25K                          < $15K          $15K - $25K
         $150K +          15.7%                                  $150K +
                                            16.3%                              13.5%             14.9%
          2.2%                                                    1.3%

                                                                 $100K -                                $25K- $35K
    $100K -
                                                                  $150K                                   13.5%
     $150K                                          $25K- $35K
                                                                  5.9%
     4.7%                                             15.9%
                                                                      $75K -
              $75K -                                                  $100K                           $35K - $50K
              $100K                                                    9.3%                             14.8%
               6.5%
                                                                           $50K - $75K
                       $50K - $75K              $35K - $50K
                                                                             25.8%
                         21.5%                    17.1%


Source: ESRI




                                                                                                              Page 7 of 12
APPENDIX II: Socio-economic Characterization                                            MALONE ECONOMIC DEVELOPMENT PLAN




Educational Attainment & Human Capital

The bar graph below compares educational attainment in the Malone Study Area to Franklin
County and New York State, based on the 2000 Census. The graph shows that while a higher
percentage of the Malone population attains a high school degree, a much lower percentage go
on to attain a bachelor’s degree or higher. This level of educational attainment will make it
challenging for the area to attract more highly skilled jobs.

                                                           Educational Attainment

          40%
          35%
          30%
          25%                                                                                                      Malone
          20%                                                                                                      Franklin County
          15%                                                                                                      New York State
          10%
           5%
           0%
                Less than 9th   9th to 12th    High school Some college,   Associate   Bachelor's   Graduate or
                   grade        grade, no       graduate    no degree       degree      degree      professional
                                 diploma        (includes                                             degree
                                              equivalency)

       Source: 2000 US Census

The graph below shows the results of a location quotient analysis comparing the local knowledge
concentrations in the Malone Study Area to the knowledge concentrations at the national level.
The blue bars represent the local concentration in each knowledge area and the black line across
the middle of the graph represents the national average. According to this analysis, health
knowledge concentrations in Malone are higher than the national average, but all other bases of
knowledge are found in similar or lower concentrations as at the national level. The location of
Alice Hyde Hospital in the Malone accounts for the concentration in health care knowledge.

                  Professional Knowledge Concentrations Malone Study Area 2008




       Source: EMSI


                                                                                                                                 Page 8 of 12
APPENDIX II: Socio-economic Characterization                           MALONE ECONOMIC DEVELOPMENT PLAN




Local Economic Profile

The following section of this report presents an analysis of industry and employment data for the
Malone Study Area.

Overall Economic Growth

The graph below illustrates the rate of total job growth in the Malone Study Area (blue line),
compared to total job growth at the state (orange) and national (green) levels. The graph shows
that total job growth in Malone is projected to mirror growth at the state level for the next three
years but then fall slightly below that.

Rate of Total Job Growth 2002 - 2014




          Source: EMSI

The table below shows the number of total jobs in all three areas and the median hourly earnings
of workers. Median hourly earnings are lower in the Malone area than the nation and state.

Total Job Growth 2002 - 2014
                                                               2008-2014     2008-2014 %    2007 Median Hourly
      Description          2002        2008         2014
                                                                Change         Change            Earnings
Malone Study Area             10842       11,772      12,262           490          4.16%               $16.70
State                     10,247,416 11,086,375 11,737,832         651,457          5.88%               $22.55
National                 164,244,058 181,903,859 198,355,700    16,451,841          9.04%               $18.72
Source: EMSI




                                                                                                     Page 9 of 12
APPENDIX II: Socio-economic Characterization                 MALONE ECONOMIC DEVELOPMENT PLAN




Growth by Industry

The data analyzed in this section of the report are broken down into industry sectors as defined
by     the    North     American       Industrial   Classification  System      (NAICS).     See
http://www.census.gov/epcd/www/naics.html for more information and for definitions of the
various categories.

The graph below shows the top 10 employment sectors in the Malone area from 2002 to 2008.
All of the top 10 sectors exhibited growth, but the largest increases were seen in health care,
government and retail. Government employment is by far the largest sector in Malone, which is
not surprising, given that Malone is the County seat and that there are three state prisons located
there.

Job Growth in Top 10 Industry Sectors, 2002-2008




Source: EMSI

The graph and table on the following page show projected job growth in the Malone Study Area
between now and 2014 and average earnings per worker for each sector. (Note: “earnings”
include salaries/wages, benefits and other forms of compensation.) This analysis reveals that the
service sector (retail and other services, which include repair, maintenance and personal services)
will exhibit the strongest growth, followed by health care and then government jobs. Government
jobs offer the highest average earnings in the Malone Study Area. Health care jobs come in fifth
in terms of earnings and service sector jobs are significantly lower.




                                                                                       Page 10 of 12
APPENDIX II: Socio-economic Characterization                                         MALONE ECONOMIC DEVELOPMENT PLAN




Projected Job Growth in Top 10 Industry Sectors, 2008-2014




Source: EMSI


Projected Job Growth in All Industry Sectors, 2008-2014 and Average Earnings per Worker, 2007
                                                                                    Change in # of Change in %   2007 Earnings/
  NAICS Code                    Description                   2008 Jobs 2014 Jobs
                                                                                        Jobs         of Jobs        Worker
       90      Government                                         4,683     4,749             66          1.41%            $53,815
       62      Health care and social assistance                  2,144     2,275            131          6.11%            $39,831
      44-45    Retail trade                                       1,562     1,652             90          5.76%            $22,865
       81      Other services, except public administration         643       744            101         15.71%            $22,716
       23      Construction                                         415       462             47         11.33%            $22,195
       72      Accommodation and food services                      466       421            -45         -9.66%            $14,313
       53      Real estate and rental and leasing                   253       300             47         18.58%            $19,526
      48-49    Transportation and warehousing                       248       270             22          8.87%            $42,514
       52      Finance and insurance                                243       256             13          5.35%            $35,428
       54      Professional and technical services                  235       238              3          1.28%            $29,762
      31-33    Manufacturing                                        253       227            -26        -10.28%            $33,337
       42      Wholesale trade                                      177       194             17          9.60%            $48,149
       56      Administrative and waste services                    155       178             23         14.84%            $13,093
       71      Arts, entertainment, and recreation                   92        87             -5         -5.43%            $16,776
       51      Information                                           75        75              0          0.00%            $41,673
       11      Agriculture, forestry, fishing and hunting            55        52             -3         -5.45%            $20,731
       61      Educational services                                  31        34              3          9.68%            $21,691
       22      Utilities                                             29        32              3         10.34%            $78,246
       21      Mining                                                12        16              4         33.33%            $16,975
       55      Management of companies and enterprises                0         0              0          0.00%                 $0
               Total                                             11,771    12,262            491          4.17% Average = $29,681
Source: EMSI




Agriculture, Forestry, Fishing and Hunting is shown to have only 55 jobs in 2008 in the table
above. Employment reporting for the Agricultural industry can be inaccurate. 55 jobs is too low
a number for the Malone study area. The 2002 USDA census of agriculture reported that there
were 846 total operators and 256 workers that worked 150 days or more in Franklin County.
According to 2007 assessor’s records 124251 acres of the 169457 acres of agricultural land in
Franklin County are located in the Malone Study Area. Based on the proportion of land in the


                                                                                                                   Page 11 of 12
APPENDIX II: Socio-economic Characterization                        MALONE ECONOMIC DEVELOPMENT PLAN




study area and the data from the Agricultural Census, Camoin Associates estimates that
employment in agriculture was approximately 808 in 2002. Agriculture, Forestry, Fishing and
hunting would therefore be the fourth largest industry rather than the sixteenth.

Location Quotients by Industry

The table below shows the results of a location quotient (LQ) analysis of Malone’s employment
sectors from 2002 to 2008. A location quotient (LQ) is a quantitative tool commonly used to
determine which industries have a higher or lower concentration of employment in a local
economy relative to the U.S. economy. Technically speaking, an LQ is calculated as the ratio of an
industry’s share of local employment divided by that same industry’s share of national
employment. A value of 1.00 demonstrates that the employment concentration in a particular
industry is the same at the local level as it is at the national level. An LQ greater than 1.00
indicates an industry with a high degree of concentration. An LQ less than 1.00 indicates that the
industry’s share of local employment is less than that industry’s share of national employment.

Location Quotient Growth for All Sectors, 2002-2008
   NAICS Code                      Description                 2002 Jobs 2008 Jobs    2002 LQ      2008 LQ
90              Government                                         4,414      4,683        2.95        2.99
62              Health care and social assistance                  1,728      2,144        1.65        1.82
44-45           Retail trade                                       1,340      1,562        1.13        1.26
81              Other services, except public administration         560        643        1.03        1.08
22              Utilities                                             36         29        0.91        0.80
72              Accommodation and food services                      544        466        0.76        0.58
48-49           Transportation and warehousing                       223        248        0.55        0.57
23              Construction                                         377        415        0.59        0.54
53              Real estate and rental and leasing                   169        253        0.45        0.48
52              Finance and insurance                                225        243        0.43        0.43
42              Wholesale trade                                      149        177        0.37        0.41
71              Arts, entertainment, and recreation                  106         92        0.50        0.38
51              Information                                           79         75        0.32        0.32
54              Professional and technical services                  216        235        0.31        0.30
31-33           Manufacturing                                        381        253        0.37        0.27
11              Agriculture, forestry, fishing and hunting            70         55        0.27        0.22
56              Administrative and waste services                    107        155        0.17        0.21
21              Mining                                               <10         12           --       0.20
61              Educational services                                 106         31        0.49        0.12
55              Management of companies and enterprises                 0         0        0.00        0.00
Source: ESRI


Industries which have both a high LQ and high job numbers typically form a region’s economic
base. Those sectors, which for Malone include government, health care and social assistance, and
retail trade, are highlighted in green in the table above. All three sectors exhibit significantly
higher concentrations of employment than at the national level and all three have grown and
increased in concentration over time. This has solidified Malone’s role as a regional center for
health care and shopping, and the location of the three state prisons there has added to the
concentration in the government sector that naturally occurred due to Malone being the County
seat.



                                                                                               Page 12 of 12
APPENDIX III: Retail Market Assessment                        MALONE ECONOMIC DEVELOPMENT PLAN




Introduction
As part of the background research conducted for the Malone Economic Development Plan,
Camoin Associates carried out a retail market assessment for the Malone area. The goal of the
exercise was to identify retail categories that the Malone community could consider targeting to
fill existing demand that is leaking out of the community. All retail sales and consumer expenditure
data presented in this report were purchased from ESRI Business Analyst On-line, a leading
national provider of economic and demographic data.

In an effort to capture the Malone retail market, which would include the majority of people who
shop in Malone, the Economic Development Committee defined a study area for analysis using the
following zip codes: 12957, 12916, 12966, 12953, 12926, 12917, 12920, 12969, 12955.
The “Malone Study Area” is shaded in red in the map below.




               Source: Camoin Associates




                                                                                          Page 1 of 6
APPENDIX III: Retail Market Assessment                       MALONE ECONOMIC DEVELOPMENT PLAN




Retail Leakage/Surplus Analysis
The table on the next page shows existing retail sales (“Supply”) in the study area and compares
it to the retail potential (“Demand”) of study area residents. The table also shows the “retail
gap” for all retail sales. Positive numbers shown in green indicate a sales leakage. Negative
numbers shown in red indicate a sales surplus.

Sales Leakage

The demand for goods and services that is not being met locally is referred to as sales leakage,
shown in the table below in green as a positive retail gap. The leakage occurs because
consumers make purchases at establishments located outside the defined study area. For
example, there were approximately $1.2 million of retail sales in the Electronics and Appliance
store category in the study area. However, Malone Study Area residents spent approximately
$5.2 million on these types of goods. Therefore, study area residents spent about $4 million
outside of the study area on Electronics and Appliance Store goods. This is money that has leaked
out of the local study area. Most retail categories exhibit sales leakage for the Malone area.

Sales leakages are normally viewed as an opportunity for unmet demand in a study area to
potentially be recaptured by new local businesses. However, not all retail categories that exhibit
leakage within a particular study area should automatically be assumed to be a good fit for that
community’s needs. It is also not likely that 100% of sales leakage in any one category would be
recaptured if only there were additional local retailers of that type in Malone. Sometimes there
are other reasons for leakage, such as commutation patterns or a large retail specialty/cluster in
another community that attracts Malone area residents.

The table below also identifies the number of businesses within each industry sector that are
located in the Malone Study Area for additional information. The industry sector with the highest
number of businesses is the Motor Vehicle and Parts Dealer sector.

Sales Surplus

Conversely, if the supply of goods sold exceeds study area demand, we assume that non-
residents are coming into the study area to spend money, creating a sales surplus. A sales surplus
is shown in red as a negative retail gap in the table below. There are two likely reasons a sales
surplus condition would exist. First, a group of competing businesses offering a similar good or
product may be located within the study area, creating a specialty cluster that draws in spending
by households from outside the study area. Secondly, a sales surplus may indicate a saturated
retail market, where supply exceeds demand.




                                                                                        Page 2 of 6
APPENDIX III: Retail Market Assessment                                                              MALONE ECONOMIC DEVELOPMENT PLAN




                                                             Retail Sales Surplus and Leakage
Legend
Industry Group: Organized by NAICS code. Industry Groups (3 digit NAICS codes) are subsets of Industry Subsectors (4 digit NAICS codes)
Retail Potential: Equals Average household spending times # of households in Study Area.
Retail Sales: Equals total annual sales of all establishments in the Study Area.
Retail Gap: Difference between Retail Potential and Retail Sales. Leakage is shown as positive numbers in green, Surplus as negative numbers in red.
# of Stores: Equals the total number of stores currently located in the Study Area.

                                                                                      Retail Potential   Retail Sales
                                 Industry Group                                                                              Retail Gap         # of Stores
                                                                                        (Demand)          (Supply)
Motor Vehicle & Parts Dealers (NAICS 441)                                                 $44,158,653      $37,696,640         $6,462,013                     26
 Automobile Dealers (NAICS 4411)                                                          $36,550,103      $32,406,167         $4,143,936                     15
 Other Motor Vehicle Dealers (NAICS 4412)                                                  $5,131,484       $2,903,364         $2,228,120                      4
 Auto Parts, Accessories, and Tire Stores (NAICS 4413)                                     $2,477,066       $2,387,109            $89,957                      7

Furniture & Home Furnishings Stores (NAICS 442)                                            $6,296,419       $3,447,909         $2,848,510                     11
  Furniture Stores (NAICS 4421)                                                            $3,578,364       $3,178,242           $400,122                      8
  Home Furnishings Stores (NAICS 4422)                                                     $2,718,055         $269,667         $2,448,388                      3

Electronics & Appliance Stores (NAICS 443/NAICS 4431)                                      $5,155,071       $1,200,141         $3,954,930                     10

Bldg Materials, Garden Equip. & Supply Stores (NAICS 444)                                  $6,292,574       $5,956,239            $336,335                    17
  Building Material and Supplies Dealers (NAICS 4441)                                      $5,556,729       $5,720,167           -$163,438                    14
  Lawn and Garden Equipment and Supplies Stores (NAICS 4442)                                 $735,845         $236,072            $499,773                     3

Food & Beverage Stores (NAICS 445)                                                        $33,202,949      $46,473,217       -$13,270,268                     24
  Grocery Stores (NAICS 4451)                                                             $29,186,372      $40,367,149       -$11,180,777                     15
  Specialty Food Stores (NAICS 4452)                                                       $2,330,624       $4,367,208        -$2,036,584                      6
  Beer, Wine, and Liquor Stores (NAICS 4453)                                               $1,685,953       $1,738,860           -$52,907                      3

  Health & Personal Care Stores (NAICS 446/NAICS 4461)                                     $9,262,658       $7,743,040         $1,519,618                      9

  Gasoline Stations (NAICS 447/NAICS 4471)                                                $31,353,929      $36,294,705         -$4,940,776                    14

Clothing and Clothing Accessories Stores (NAICS 448)                                       $7,090,827       $1,424,872         $5,665,955                      7
  Clothing Stores (NAICS 4481)                                                             $5,934,010       $1,301,798         $4,632,212                      6
  Shoe Stores (NAICS 4482)                                                                   $834,443         $123,074           $711,369                      1
  Jewelry, Luggage, and Leather Goods Stores (NAICS 4483)                                    $322,374               $0           $322,374                      0

Sporting Goods, Hobby, Book, and Music Stores (NAICS 451)                                  $2,403,123       $1,136,022         $1,267,101                      7
 Sporting Goods/Hobby/Musical Instrument Stores (NAICS 4511)                               $2,130,901       $1,043,100         $1,087,801                      6
 Book, Periodical, and Music Stores (NAICS 4512)                                            $272,222           $92,922           $179,300                      1

General Merchandise Stores (NAICS 452)                                                    $22,501,448      $33,192,032       -$10,690,584                     14
 Department Stores Excluding Leased Depts. (NAICS 4521)                                    $6,612,868      $17,392,534       -$10,779,666                      4
 Other General Merchandise Stores (NAICS 4529)                                            $15,888,580      $15,799,498            $89,082                     10

Miscellaneous Store Retailers (NAICS 453)                                                  $4,200,914       $3,297,962            $902,952                    28
 Florists (NAICS 4531)                                                                       $493,254         $212,667            $280,587                     4
 Office Supplies, Stationery, and Gift Stores (NAICS 4532)                                   $644,238         $408,168            $236,070                     5
 Used Merchandise Stores (NAICS 4533)                                                        $253,211         $782,118           -$528,907                     8
 Other Miscellaneous Store Retailers (NAICS 4539)                                          $2,810,211       $1,895,009            $915,202                    11

Nonstore Retailers (NAICS 454)                                                             $2,129,308       $6,166,376         -$4,037,068                     2
 Electronic Shopping and Mail-Order Houses (NAICS 4541)                                      $834,160               $0            $834,160                     0
 Vending Machine Operators (NAICS 4542)                                                      $438,271         $370,915             $67,356                     1
 Direct Selling Establishments (NAICS 4543)                                                  $856,877       $5,795,461         -$4,938,584                     1

Food Services & Drinking Places (NAICS 722)                                               $21,848,889      $11,220,302        $10,628,587                     48
  Full-Service Restaurants (NAICS 7221)                                                   $13,126,809       $4,939,980         $8,186,829                     29
  Limited-Service Eating Places (NAICS 7222)                                               $8,076,526       $5,053,639         $3,022,887                     12
  Special Food Services (NAICS 7223)                                                         $260,681         $657,709          -$397,028                      1
  Drinking Places - Alcoholic Beverages (NAICS 7224)                                         $384,873         $568,974          -$184,101                      6
Source: ESRI




                                                                                                                                                  Page 3 of 6
APPENDIX III: Retail Market Assessment                                                       MALONE ECONOMIC DEVELOPMENT PLAN




The graph below illustrates the surplus/leakage factor for the study area. This shows the degree
to which the demand for goods is being met within or outside of the study area in relation to the
total sales for that good. A factor of positive 100 would indicate that 100% of the demand is
being met outside of the study area boundaries; the Jewelry, Luggage and Leather Goods industry
is an example of this in the Malone Study Area. The graph illustrates that a good portion of the
retail sales for the Malone Study Area are leaking to other surrounding regions.

                                                                       Leakage/Surplus Factor by Industry Group

                                                        -100.0 -80.0   -60.0 -40.0   -20.0    0.0   20.0    40.0   60.0   80.0   100.0

                                     Automobile Dealers
                            Other Motor Vehicle Dealers
               Auto Parts, Accessories, and Tire Stores
                                         Furniture Stores
                               Home Furnishings Stores
                          Electronics & Appliance Stores
                  Building Material and Supplies Dealers
       Lawn and Garden Equipment and Supplies Stores
                                          Grocery Stores
                                   Specialty Food Stores
                          Beer, Wine, and Liquor Stores
                          Health & Personal Care Stores
                                       Gasoline Stations
                                          Clothing Stores
                                             Shoe Stores
           Jewelry, Luggage, and Leather Goods Stores
        Sporting Goods/Hobby/M usical Instrument Stores
 NAICS
                     Book, Periodical, and Music Stores
Industry
 Group    Department Stores (Excluding Leased Depts.)
                      Other General Merchandise Stores
                                                  Florists
              Office Supplies, Stationery, and Gift Stores
                               Used Merchandise Stores
                    Other Miscellaneous Store Retailers
            Electronic Shopping and Mail-Order Houses
                             Vending Machine Operators
                           Direct Selling Establishments
                                Full-Service Restaurants
                          Limited-Service Eating Places
                                  Special Food Services
                  Drinking Places (Alcoholic Beverages)

                                                                               <--Surplus--Leakage-->




                                                                                                                                   Page 4 of 6
APPENDIX III: Retail Market Assessment                         MALONE ECONOMIC DEVELOPMENT PLAN




Retail Use Feasibility Study
While the previous section identifies a number of retail categories that are experiencing leakage,
it should not be automatically assumed that any leakage at all will translate into a new business
of that type being successful in the Malone area. The following analysis identifies which of the
retail categories exhibiting leakage have enough demand to potentially support a new store.
This analysis will help the community to target businesses that are most likely to be successful.

Using national sales averages for the different retail categories, Camoin Associates calculated the
maximum number of stores in each category that could be supported if 75% of the existing sales
leakage from the Malone area were recaptured by new businesses in Malone. The 75%
recapture rate is arbitrary. We know that it is not likely that 100% will be recaptured. This
assumption allows us to provide a more conservative estimate.

The table on the next page shows the results of the analysis. Categories highlighted in yellow are
those where enough leakage exists for one or more stores to be supported. Categories in
boldface type are those where enough leakage exists for three or more stores to be supported.
These categories include full service restaurants (over 12 new businesses); clothing stores (almost 4
new businesses); and electronics and appliance stores (over 3 new stores).

These findings are consistent with input gathered from local officials and business owners working
in the tourism industry. In addition to identifying the need for more lodging facilities (lodging is
not included in this retail data), interviewees talked a great deal about the need for additional
dining and shopping options. The high amount of leakage in the full-service restaurant category
further supports this, as does the number of new clothing and electronics stores that could
potentially be supported by demand in the Malone area. There may also be other retail
categories where one or more new businesses could be supported when the visitor market is taken
into account.




                                                                                           Page 5 of 6
APPENDIX III: Retail Market Assessment                                                     MALONE ECONOMIC DEVELOPMENT PLAN




                                                            Retail Opportunities
Legend
Industry Group: Organized by NAICS code. Industry Groups (3 digit NAICS codes) are subsets of Industry Subsectors (4 digit NAICS codes). Highlight
groups are those that cold support on or more stores, boldface groups are those that could support three or more groups.
National Ave Sales: Equals average sale per store of indicated type in USA
Retail Gap: Equals sales leakage in Malone Study Area for industry group.
75% Recapture Rate: Equals 75% of the Retail Gap
# of Potential Businesses: Dividend of 75% Recapture Rate divided by National Ave Sales.

                                                                         National Ave        Retail Gap in    75% Recapture       #of Potential
                          Industry Group
                                                                            Sales              Malone             Rate            Businesses
Motor Vehicle & Parts Dealers (NAICS 441)                                     $3,246,278        $6,462,013         $4,846,510         1.49
   Automobile Dealers (NAICS 4411)                                            $5,764,290        $4,143,936         $3,107,952         0.54
   Other Motor Vehicle Dealers (NAICS 4412)                                   $1,523,250        $2,228,120         $1,671,090         1.10
   Auto Parts, Accessories, and Tire Stores (NAICS 4413)                        $561,729           $89,957            $67,468         0.12

Furniture & Home Furnishings Stores (NAICS 442)                                 $969,075        $2,848,510         $2,136,383         2.20
    Furniture Stores (NAICS 4421)                                             $1,270,710         $400,122            $300,092         0.24
    Home Furnishings Stores (NAICS 4422)                                        $738,194        $2,448,388         $1,836,291         2.49

Electronics & Appliance Stores (NAICS 443/NAICS 4431)                           $789,203        $3,954,930         $2,966,198         3.76

Bldg Materials, Garden Equip. & Supply Stores (NAICS 444)                       $789,627          $336,335           $252,251         0.32
    Lawn and Garden Equipment and Supplies Stores (NAICS 44                     $288,197          $499,773           $374,830         1.30
                                                                                      $0                                   $0
Health & Personal Care Stores (NAICS 446/NAICS 4461)                          $1,086,709        $1,519,618         $1,139,714         1.05

Clothing and Clothing Accessories Stores (NAICS 448)                            $734,881        $5,665,955         $4,249,466         5.78
    Clothing Stores (NAICS 4481)                                                $872,817        $4,632,212         $3,474,159         3.98
    Shoe Stores (NAICS 4482)                                                    $669,060         $711,369            $533,527         0.80
    Jewelry, Luggage, and Leather Goods Stores (NAICS 4483)                     $357,039         $322,374            $241,781         0.68

Sporting Goods, Hobby, Book, and Music Stores (NAICS 451)                       $373,648        $1,267,101           $950,326         2.54
   Sporting Goods/Hobby/Musical Instrument Stores (NAICS 451                    $280,117        $1,087,801           $815,851         2.91
   Book, Periodical, and Music Stores (NAICS 4512)                              $681,384         $179,300            $134,475         0.20

Other General Merchandise Stores (NAICS 4529)                                 $4,750,775            $89,082           $66,812         0.01

Miscellaneous Store Retailers (NAICS 453)                                       $195,518          $902,952           $677,214         3.46
    Florists (NAICS 4531)                                                       $134,245          $280,578           $210,434         1.57
    Office Supplies, Stationery, and Gift Stores (NAICS 4532)                   $260,341          $236,070           $177,053         0.68
    Other Miscellaneous Store Retailers (NAICS 4539)                            $225,679          $915,202           $686,402         3.04

Electronic Shopping and Mail-Order Houses (NAICS 4541)                      $11,934,968           $834,160           $625,620         0.05
    Vending Machine Operators (NAICS 4542)                                   $1,380,416            $67,356            $50,517         0.04

Food Services & Drinking Places (NAICS 722)                                     $686,985       $10,628,587         $7,971,440         11.60
   Full-Service Restaurants (NAICS 7221)                                        $508,933        $8,186,829         $6,140,122         12.06
   Limited-Service Eating Places (NAICS 7222)                                 $1,063,823        $3,022,887         $2,267,165          2.13
Source: ESRI, Camoin Associates




                                                                                                                                    Page 6 of 6
APPENDIX IV: Infrastructure & Priority Redevelopment Areas   MALONE ECONOMIC DEVELOPMENT PLAN




On September 9, 2008, Camoin Associates (CA) conducted a site visit to Malone with the
purpose of learning about infrastructure improvement needs and priority areas for
redevelopment in the community. CA spent the day interviewing Town and Village officials
and going on a tour of the community with them. The following is a brief summary of the
needs that were identified during the site visit.

Infrastructure Assessment

The Village has a centralized water and sewer system that serves the entire Village. In
recent years, the Town and Village have worked together to expand service to parts of the
Town. New water districts have been created to the east and west of the Village
boundaries in the Town to accommodate new development, including at the Town’s industrial
park. The sewer treatment plant and water wells are shared by the Town and Village.

Water availability is an asset for the community. There is a large amount of accessible
clean water in the area. At present, the water system meets the needs of the Village and
the Town and can accommodate the addition of new, small users. However, if a new large
user were to be added to the system, it would probably be necessary to dig a new well.

The sewer system has a maximum capacity of approximately 3.1 million gallons per day.
The average system usage is around 2 million gallons per day. While there is more excess
capacity in the sewer system than in the water system, an assessment of the treatment
plant’s capacity would need to be undertaken if a very large new user were to come on-
line.

One necessary infrastructure upgrade identified by the Village Department of Public
Works is that a section of the main water transmission line running through downtown
Malone needs to be replaced. It was installed in the 1880s, is a 12-inch line with lead joints
and is in a deteriorated state.

Priority Areas for Redevelopment

       Duane Street Corridor

This is a major tourism gateway in the Malone Community because visitors must drive
through this section of the Village to get to Malone’s world-class golf course. The street,
retaining wall and water main are in serious need of replacement and there are a number
of residential properties in this corridor in need of rehabilitation. This corridor would be a
good candidate for Community Development Block Grant funding through the NYS Office
of Community Renewal. Public works and housing rehabilitation could be combined into one
Comprehensive Grant application.

       Village DPW Garage

The Village Department of Public works garage is currently located on the banks of the
Salmon River in an old ice house. The DPW has identified the need for a new garage


                                                                                   Page 1 of 3
APPENDIX IV: Infrastructure & Priority Redevelopment Areas    MALONE ECONOMIC DEVELOPMENT PLAN




facility in order to continue providing quality services to Village residents and businesses.
While the current location of the garage is convenient for the DPW, it may be worthwhile to
consider finding a new site because the community has identified redevelopment of the
Salmon River corridor as a priority. As described in the Village’s Local Waterfront
Revitalization Program (page IV-4), the current DPW garage location may be more
appropriate for a family oriented park or other recreational use that maximizes the
aesthetic appeal of the Salmon River. Once the LWRP is finalized, funding for this project
through additional LWRP grants can be pursued.

       Downtown Malone Business District

Downtown Malone has suffered from a number of years of disinvestment. As a result, there
are many vacant and run-down commercial buildings downtown. In particular, the
“Newbury’s block” was identified as a priority for focusing resources because of the high
number of vacant storefronts. This block would be a good candidate for inclusion in a
downtown target area for a New York Main Street grant (target area must be no more
than three contiguous blocks). Any Main Street grant application for downtown buildings
should also include a housing rehabilitation component to address code violations in low-
income residential units located downtown.

Renovation of the Flanagan Hotel, a downtown landmark, is also a priority. It has been
difficult for the project sponsor to obtain financing to complete renovations. This project
could also form the basis of a potential Main Street grant application.

       Horton Mill

According to the Village’s Local Waterfront Revitalization (LWRP), this historic structure is
beyond rehabilitation and needs to be dismantled and reconstructed. The vision articulated
in the LWRP for this site is that it will have a visitors’ center, an outdoor café and some
retail shops and also that it will be integrated with a public park on the opposite side of the
river. The LWRP points to the need for a public/private partnership to finance this project.
Demolition of the structure would remove it’s eligibility for the historic register. Due to this,
an alternative vision is to stabilize the structure using funds available through the Office of
Parks Recreation and Historic Preservation. Stabilizing the structure would preserve it as a
living archeological ruin, and allow for possible future improvements. Once the LWRP is
finalized, funding from LWRP grants can be used to help make this project feasible for a
private developer.

       Malone School for the Deaf

Almost the entire campus is currently vacant and many of the buildings are in need of
serious investment to restore them. The exteriors of many of the buildings are quite elegant
and the potential adaptive reuse of this site should not be overlooked. It appears that this
site is included in the bounds of the Village’s Brownfield Opportunities Area (BOA)
program, which is in the early stages of development. Creative potential uses of this site
should be explored through the BOA process.


                                                                                      Page 2 of 3
APPENDIX IV: Infrastructure & Priority Redevelopment Areas   MALONE ECONOMIC DEVELOPMENT PLAN




       Old Bronze Powder Works Building

The vacant bronzing facility that was previously occupied by Wolverine Worldwide is in
need of redevelopment. This site is located in the Village and will likely be within the
bounds of a future Brownfield Opportunities Area (BOA) program, which is in the early
stages of development. The site will likely require environmental remediation to address
past industrial contamination and also may need ingress and egress changes to reduce
impact on the surrounding residential neighborhood. Other creative potential uses should be
examined through the BOA process.

       Old Industrial Buildings on the Salmon River

The old Glazier Packing facility and the old Tru-Stitch compound on the Salmon River must
be redeveloped if efforts to revitalize the Salmon River corridor as articulated in the
Village’s LWRP are to succeed. Both sites are likely to be within the Village’s BOA and may
be able to access funds for environmental remediation through that grant program.

       Great American Plaza

The Town has contacted the owner of this abandoned strip mall on Route 11 and given them
notice to tear it down. Considering the commercial growth that has taken place on the Route
11 corridor in recent years, it will be important to continue to pressure the owner to
eliminate this blight. If the site can be cleared, it will likely be very attractive for new
commercial development.


Sources:


       Howard Maneely, Town Supervisor, Town of Malone

       Susan Hafter, Trustee, Village of Malone

       Jeff Smith, Director of Public Works, Village of Malone

       Tim Burley, Burley-Guminiak & Associates, Town and Village Engineering Consultant




                                                                                  Page 3 of 3
APPENDIX V: Summary of Community Workshop I           MALONE ECONOMIC DEVELOPMENT PLAN




                     Summary of Community Workshop
On Tuesday September 9, 2008 approximately 60 people gathered for a two-hour
community workshop session with Camoin Associates to discuss Malone’s strengths,
weaknesses, opportunities and threats in an economic and community development context.
This type of exercise is referred to as a SWOT analysis. The event was well advertised,
and many residents turned out to provide input into the planning process.

Due to the large number of participants, the workshop was split into two groups. Each
group was asked to list as many strengths, weaknesses (challenges), opportunities and
threats as possible. Participants in one of the two groups also had the opportunity to
characterize how they see Malone in 20 years. The responses from the two groups have
been combined and categorized in the sections below.


STRENGTHS

Attracting New Residents & Businesses
•      Proximity to Canadian market
•      Inexpensive real estate
•      North Country Community College
•      Airport
•      County seat
•      Farming
•      BOCES
•      Quality of life
•      Hardworking labor pool
•      Trend of young families/professionals returning to the community

Recreation
 •     Golf course
 •     Salmon River (trout fishing)
 •     Gateway to the Northern Adirondacks
 •     Community Recreation Park
 •     Proximity to Adirondack Park, mountains and lakes
 •     Open Space
 •     Weather (4 seasons)
 •     Titus Mountain
 •     YMCA
 •     Geese Migration




                                                                              Page 1 of 6
APPENDIX V: Summary of Community Workshop I           MALONE ECONOMIC DEVELOPMENT PLAN




Visitor Attraction
•       Golf course
•       Proximity to Canada and Montreal
•       Proximity to Lake Placid and Burlington
•       Historic Homes (Victorian)
•       Civic Center
•       Fairgrounds
•       Proximity to Casino
•       Proximity to Racetrack
•       Titus Mountain
•       Ballard Mill / Fishing / Hunting
•       Local Grown Food
•       Proximity to Interpretive Center
•       Large retailers draw Canadian shoppers
•       Historic downtown still intact
•       History (Underground Railroad, Wilder Farm, Finney Rebellion, railroad industry)

Community Character/Quality of Life
•    Residents
•    Good Hospital
•    Good Schools
•    Churches
•    Library
•    Architecture
•    Strong sense of community
•    Safe streets
•    Community Pride
•    Entrepreneurialism


CHALLENGES
Community and Economic Development Capacity
•    Lack of professional staff capacity to implement plans
•    Lack of capacity to secure funding for projects
•    Community apathy
•    High poverty
•    Small population
•    Lack of commercial tax base
•    Volunteer burnout




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APPENDIX V: Summary of Community Workshop I           MALONE ECONOMIC DEVELOPMENT PLAN




Downtown / Main Street
•     Main Street is too wide; too much traffic
•     Not pedestrian or bicycle friendly
•     Perceived lack of parking
•     No control of Main Street right of way (state controlled)
•     No design criteria

Salmon River
 •    DPW garage located by Salmon River – bad location
 •    Underdeveloped Salmon River
 •    Blighted properties along the river
 •    Need for general clean-up along the river

Community-wide Issues
•    Need to upgrade telecommunications
•    Need for creative, alternative energy sources
•    CAFO’s / Farming Smell
•    Shortage of quality housing (in particular for second homeowners and retirees)
•    Need for more cooperation between Town and Village
•    Poorly insulated housing / need for better energy efficiency
•    Absentee landlords, blight
•    High school grads leaving
•    Need for better services for the elderly
•    Loss of public access to lakes
•    No County Planning Department
•    Poor roadways
•    High percentage of tax exempt property

Barriers to Business Development
 •      Difficulty obtaining financing
 •      Lots of minimum wage jobs / lack of professionals
 •      Loss of industry (manufacturing)
 •      Poor transportation access / need for “Urban Highway”
 •      High taxes, especially in the Village
 •      Lack of lodging facilities
 •      Lack of high speed Internet
 •      High energy costs / no municipal power like in other North Country communities
 •      Shortage of retail
 •      Perceived/real lack of support for small business
 •      Underdeveloped airport
 •      Underutilized fairgrounds



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APPENDIX V: Summary of Community Workshop I             MALONE ECONOMIC DEVELOPMENT PLAN




OPPORTUNITIES

Branding
 •     Become a “Dark Sky Community” – reduce light pollution
 •     Build on hops farming history, build up microbrews
 •     Become a “green” community – improve energy efficiency, develop alternative
       energy sources

Quality of Place Improvements
•      Inter-municipal shared services to find cost savings
•      Grants / Implementing and Sharing
•      Schools / Location / School Consolidation
•      Restoration of Flannagan Hotel
•      Outreach to Youth
•      Motivate volunteers on issues they can change
•      Waterfront Development
•      Traffic Calming
•      Movie Theater
•      Art Center
•      Main Street redevelopment
•      Community Walkway & Bikeway
•      County Busing System


Outdoor Recreation & Tourism
•     Become world-class trophy trout fishing destination
•     Use fairgrounds year-round (concerts, festivals, sporting events, etc)
•     Expand lodging offerings
•     Golf course expansion; build another golf course
•     Promotion of Historic Amenities (Farming/Railroad/Underground
      Railroad/Hometown America)
•     House of history

Initiatives to Attract New Businesses & Residents
 •       Enhance economic connections to Canada, both business attraction and tourism
 •       Attract e-commuters as a way to bring more professionals into the community
 •       Find a cheaper power source to attract businesses; can we set up a municipal power
         authority?
 •       Reuse of empty warehouses
 •       Gas Pipeline via St. Lawrence County
 •       Redevelop old buildings
 •       Increase educational opportunities


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APPENDIX V: Summary of Community Workshop I            MALONE ECONOMIC DEVELOPMENT PLAN




•      Make Malone a second home destination
•      Make Malone more attractive to young families (increase marketing)
•      Recruit extended family members as new residents or business owners
•      Market the community to retirees
•      Target tech-based companies looking for back-office service location


THREATS
Internal
 •       Continued brain drain and loss of our bright young people
 •       Community apathy and negativity in general
 •       Sprawling development patterns
 •       Increase in local poverty levels
 •       Continued increase in local property taxes
 •       Deterioration in our local government’s fiscal health

External
•     Increased Federal Border Security
•     Rising fuel costs
•     National credit crisis
•     Decrease in state aid
•     Cold winters
•     Continued shortage of rural physicians
•     Increasing costs of maintenance




                                                                               Page 5 of 6
APPENDIX V: Summary of Community Workshop I           MALONE ECONOMIC DEVELOPMENT PLAN




MALONE IN 20 YEARS – IDEAS FOR BRANDING OUR COMMUNITY

•      Be a world-class destination for championship-level outdoor recreation, especially
       trout fishing and golf
•      Rebuild reputation as the “Star of the North;” give it new meaning
•      Be like Ogunquit, Maine – quaint, bustling downtown with lots of activity, every
       storefront filled
•      Look like an old-fashioned community and offer that quality of life
•      Be known for outstanding community spirit and unity
•      New tagline: “Nestled in Beautiful Place”
•      New tagline: “I Can’t Imagine Living Anywhere Else”
•      Premier modern farms
•      Beer hops production
•      Bring back Turkey hunting




                                                                                  Page 6 of 6
APPENDIX VI: Regional Opportunity Assessment                 MALONE ECONOMIC DEVELOPMENT PLAN




INTRODUCTION

Camoin Associates conducted a number of interviews with regional stakeholders to further identify
assets and issues relevant to Malone’s community and economic development prospects. This
included exploration of economic activity on the Canadian side of the border, as well as
additional discussion of potential tourism development and other ways to diversify Malone’s
economic base. This brief report summarizes the main highlights of the interviews. A list of
interviewees is found at the end of the memo.

CANADA

Malone’s proximity to Canada was identified by the community as a strong asset. According to
interviewees, eastern Ontario, which is the area immediately north of Malone, has struggled with
many of the same economic issues that have characterized northern New York over the past few
decades. Eastern Ontario is primarily rural and has seen a steady decline in manufacturing jobs
since the 1970s. Ottawa is the regional population center. Because Ottawa is the Federal
capital, its economy is also based primarily on government employment.

Interviewees were unsure of what industries in eastern Ontario could be targeted for attraction,
since there are not many significant industry sectors in that region. Many Canadian firms further
east in the Montreal area tend to gravitate toward Plattsburgh when looking for a U.S. location
due to its proximity and ease of access. However, Malone may still be able to attract some
businesses from the Montreal area, especially in those industries that the Buy America Act affects
(the requirement that certain products purchased by the federal government be manufactured in
the United States). The Franklin County IDA is currently targeting value-added wood processing
firms in the Province of Quebec.

Because Ottawa is approximately a two hour drive away, interviewees felt that Malone should
target tourism marketing campaigns to the region.

TOURISM

Interviewees agreed that there are a variety of assets in the Malone area that can be utilized to
increase tourism activity. For example, Malone is known for its world-class golf course, which
presently has 36 holes. Adding another 18 holes and constructing new lodging facilities would
bring more visitors and increase visitors’ lengths of stay.

Titus Mountain has a wide variety of intermediate slopes, as well as some advanced and
beginner slopes. According to interviewees, the mix of trails combined with the affordable lift
and concessions rates makes the mountain attractive to families. New lodging facilities,
particularly on-mountain lodging, would likely attract more visitors and extend their lengths of
stay. Interviewees also felt that looking at ways to expand off-season visitation to the mountain,
such as developing mountain bike trails and hosting non-winter events, will also be important in
the future.

Currently most visitors to the Malone area are day visitors and generally come from within the
region and from Canada. Based on anecdotal evidence, many Ontario travelers that make multi-


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APPENDIX VI: Regional Opportunity Assessment                 MALONE ECONOMIC DEVELOPMENT PLAN




day trips to the United States choose to travel to the Vermont area rather than northern New York
because of the more highly developed tourist industry. Working with regional entities to help
improve the overall quality of the Northern Adirondack region will help Malone compete with
Vermont and other northeastern destinations.

Interviewees felt that Malone should develop a clear image for itself as a tourism destination
(golf, world-class fishing, other outdoor recreation) and back that image with promotion and
events. Looking to work with other area attractions on promotions, such as the Casino and the
proposed racetrack in Brasher Falls, will help to expand the tourism base.


BUSINESS DEVELOPMENT

Interviewees felt that Malone’s economic future is likely tied to local entrepreneurship and
development of small and medium sized businesses that can expand and stay in Malone as they
grow. Many of the people moving to the area do so because they are attracted by the quality
of life that Malone offers. Interviewees expressed the feeling that the community would do well to
focus on quality of place improvements to make Malone attractive, such as outdoor recreation
and a pleasant small town atmosphere, while supporting start-ups and entrepreneurial endeavors
at the same time.

Interviewees noted that Malone has many cultural, social, and economic ties to communities within
the Adirondack Park boundaries, but is not bound by the same land use restrictions that exist
within the Blue Line. This presents a wonderful opportunity for Malone to position itself as the
economic center of the Northern Adirondacks.

In addition, there are a number of post secondary educational institutions located in the area
including SUNY Potsdam, SUNY Plattsburgh, Clarkson, Paul Smiths, and North Country Community
College. Despite the number of colleges and universities, retaining graduates in the area is a
challenge. While many students choose to undertake their studies in the North Country because of
the lifestyle, they are not able to remain after graduation because job opportunities are limited.
Finding ways to retain graduates will need to be a part of Malone’s future. One suggestion by
an interviewee was to create a regional venture capital fund that will be targeted at
entrepreneurial graduates looking to build businesses in the area.


IMPOR TANT PROJECTS AND INITIATIVES

The Community Broadband Network (CBN) works to improve access to high speed broadband in
Clinton, Essex and Franklin counties. CBN anticipates a broadband connection to Alice Hyde
medical center will be completed in late 2009 or early 2010. This means that Malone will have
access to affordable high speed broadband in the very near future. This is an important asset for
the community and can be leveraged for economic development purposes.

North Country Community College is looking to partner with Hudson Valley Community College to
create an alternative energy program. The program is still in the planning phase. Potentially,
students would start with a one year electrical apprentice program through NCCC. Students that


                                                                                       Page 2 of 3
APPENDIX VI: Regional Opportunity Assessment                MALONE ECONOMIC DEVELOPMENT PLAN




complete the electrical apprentice program will have the option to continue into a turbine
instruction program through HVCC.

In addition, SUNY Potsdam is currently in the process of selecting a design firm for its new $55
million performing arts center, which will likely be a significant regional draw.


LIST OF INTERVIEWS:

Tom Plastino, President
North County Alliance

John Mills, President
Paul Smiths College

Mike Lewis, Vice President of Business Affairs
SUNY Potsdam

Howard Lowe, Director
Technical Assistance Center
SUNY Plattsburgh

Franz Fredricks, General Manager
Titus Mountain

Tom Finch, Vice President for Academic Affairs
North Country Community College

Marty Humphrey, Former Chair of Business Program
Sheridan College

Neil Seymour, Director
Franklin County Tourism




                                                                                      Page 3 of 3
APPENDIX VII: Summary of Community Workshop II              MALONE ECONOMIC DEVELOPMENT PLAN




INTRODUCTION

As part of the public participation strategy for the Malone Economic and Community Development
Strategic Plan, the second of two community meetings was held on February 10th, 2009 at
7:00pm in the Davis Elementary School Cafeteria. Approximately 30 members of the public
were in attendance. The public workshop consisted of a presentation of the Vision Statement and
Action Plan Matrix to the public by Camoin Associates. Following the presentation, participants
were asked to break into smaller groups to provide comments on the Vision Statement and the
specific goals and objectives in the Action Plan Matrix. Members of the public were also
provided a comment sheet to allow for both written and spoken comments to be collected.

The three groups were:

       Group 1      Covered: Goal 1: Local Capacity and Regional Alliances & Goal 2: Local
                    Business and Entrepreneurial Development
                    Facilitated by: Rob Camoin of Camoin Associates


       Group 2      Covered: Goal 3: Downtown and Riverfront Revitalization & Goal 4:
                    Recreation and Tourism
                    Facilitated by: Susan Hafter and Hugh Hill of the Economic Development Plan
                    Committee

       Group 3      Covered: Goal 5: Infrastructure Development & Goal 6: Community Marketing
                    Facilitated by: Ben Zimmerman of Camoin Associates

COMMENTS RECEIVED

Vision Statement:

-would like to see shortened to be more of a “tagline”

Group1

Goal 1: Local Capacity and Regional Alliances
• for local capacity building, focus should be on strengthening MEDCO
• some momentum for Franklin county adding full time planning staff in 2010, need to
  encourage
• should tie the action of coordinating with Tupper Lake and Saranac lake into the action
  related to establishing partnerships with economic and community development organizations
• some concern over ability to partner with other Franklin County communities

Goal 2: Local Business and Entrepreneurial Development
• believe that ACT is now defunct
• St. Lawrence County has SPECFund that could be model for venture capital organization/fund
• forming venture capital organization/fund should be priority


                                                                                     Page 1 of 3
APPENDIX VII: Summary of Community Workshop II               MALONE ECONOMIC DEVELOPMENT PLAN




•   BR&E for large companies is being handled by IDA
•   health care internship program is being handled by another group
•   WIB; BOCES; and NCCC have been handling new employee training programs
•   concern that students will not be attracted to an internship program if it is not paid
•   BOCES has a medical and lawyer program for secondary students (New Visions) could
    incorporate entrepreneurialism into that
•   there has been an increase in students at NCCC
•   County has casino dollars for economic development
•   alternative energy should be a priority
•   Cornell Cooperative Extension has an agriculture business development program

Group 2

Goal 3: Downtown and Riverfront Revitalization
• downtown revitalization and riverfront revitalization should be separated into separate goals
  i.e. 3a and 3b
• major concern is current code enforcement
• need to combine Town and Village code offices
• a downtown historic district should be created
• downtown design guidelines should be finalized
• focus should be on attraction of returning boomers and young families
• trout fishing should be added to Salmon River revitalization strategy

Goal 4: Recreation and Tourism
• improvement of the Malone Golf Course and Titus Mountain should be combined into one
  strategy
• remove trout fishing and move to Goal 3
• eliminate tourism market study as separate goal as this would be required for any major
  development project
• combine support for hotels/lodging with support for restaurants
• “development for year round utilization of fairgrounds”, “expansion and promotion historic
  and cultural assets”, and “assess public support and feasibility of other recreation and tourism
  projects including…” are all important actions but lower priority than the other actions

Group 3

Goal 5: Infrastructure Development & Goal
• expansion of the industrial park is not needed at this time
• Town is in process of improving airport all the time
• access to freight rail is not likely to occur
• access to passenger rail would be terrific for marketing, to gain access to major urban
  centers, but not likely to occur
• Old Bronze Powder Works building has major environmental clean up issues


                                                                                       Page 2 of 3
APPENDIX VII: Summary of Community Workshop II            MALONE ECONOMIC DEVELOPMENT PLAN




•   Malone School for the deaf has asbestos
•   LaPizza is for sale
•   Parking lot on Duane St. is underutilized


Goal 6: Community Marketing
• it is not clear that there is a lower cost of doing business in Malone/NYS than in Canada,
  Malone buys much of its power from HydroQuebec
• focus of marketing should be on former residents, because attracting new residents may be
  difficult
• marketing should focus on developing a network of community connections so that lines of
  communication can easily be reestablished and maintained - gathering all alumni groups, and
  utilizing social networking tools such as Facebook would be a good start
• Even for former residents that do not plan on returning, they can provide expertise at a
  distance to help with community and economic development projects
• sample tagline of “you may be gone, but you never left”




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