Contact: C. Lee Hinkleman, Sr.
(315) 798-5800
EANNACE ANNOUNCES PRESS CONFERENCE TO ALLOCATE
APPROPRIATION FOR "CALL MOHAWK VALLEY HOME"
Call Mohawk Valley Home
A Regional Strategy for Population and Workforce Development
Introduction
The assumptions of this proposal with regard to the reasons for our region’s population decline and/or stagnation are twofold: lack of opportunity and lifestyle issues.
Lack of Opportunity: People primarily left this area because they did not feel that there were employment opportunities that would satisfy their notion of the "American Dream" or the job that they had (which satisfied them) was lost either through downsizing or business closings. Many of these people left the region reluctantly. They left family behind, and in some cases, took their extended families with them.
People who left the area reluctantly for other parts of the country due to economic reasons represent a potential repatriation market for us, but it will be difficult to re-capture a significant percentage of them. Realistically, we must ask:
- How do we find them?
- How settled are they in their new areas?
- How do we educate this group as to the re-vitalization of our area?
Of course, not all of the people who left did so due to lack of economic opportunity. Many did so reluctantly. Many of our young people leave because they cannot identify clear career paths or their occupational interests are not well represented in this area. In any case, the reasons for people leaving the area are primarily economic.
Lifestyle: The image of our region elsewhere, as is the case with most regions with similar demographics in the Northeast, is one of being "backward and in decay". A friend of a local resident, who lives in Dallas, asked, "Why do you continue to live in that backwater?" People who left more than two years ago may only remember dying downtown’s, decaying infrastructure, reduced retail options, arson, etc. They do not have adequate knowledge of the re-birth of the last two years. In fact, many of our local citizens still do not have a positive image of our area. For them, it is like watching your child gain stature. You see your child every day, but rarely do you realize how fast the child is growing until new trousers are required.
There are two possible groups to target in our campaign to increase the local population base. One group is more promising than the other. The least promising group has most likely left permanently because the lifestyle of the area does not offer what they want. They want a Boston or New York or Florida, etc. When this factor is coupled with economic factors, to expect them to return to this region is a non-starter. Minimal marketing assets should be spent on this group.
The second group may be more interested in returning for lifestyle reasons. They may desire our small city, rural, town atmosphere, but they will not return as long as "visions of decay dance in their heads". Therefore, it is evident that one of the tasks facing our region is the development of a positive "brand image". The Syracuse Chamber of Commerce is working hard on this. They have just completed a study on what makes a city "cool". They have identified the areas in which Syracuse is "not cool". Through a generous member item ($500,000), Syracuse is redressing these areas.
H.R.&A. consultants in conjunction with community partners (such as EDGE, the Private Industry Council, the Chambers, etc.) is working on some of these issues. H.R.&A. sees clearly the many building blocks in place for a re-vitalization of our image, i.e. Saranac Beer, the Boilermaker, the Stanley, the Munson-Williams/Pratt alliance, downtown renewal, Griffiss redevelopment, the rise of a technology business sector, etc. They also point to our geographical location as the "foothills of the Adirondacks". To those who left our area and who still find our lifestyle attractive as well as to those who remain for lifestyle reasons, a fact-based, positive image must be re-established and communicated.
"Call Mohawk Valley Home" should be the major catalyst in re-shaping our image. It should be the "umbrella" program coordinating the efforts of all concerned parties (chambers of commerce, government, economic development entities, workforce development programs, etc.).
Strategies
A marketing strategy under the "Call Mohawk Valley
Home" banner must fundamentally address economic opportunity and
lifestyle issues. Our efforts must be targeted to audiences that are
identifiable, approachable and winnable. Results must be able to be
measured. The strategies that follow are both long term and short
term. The short-term strategies are already being implemented.
H.R.& A. Associates is developing the long-term strategies.
This proposal for Oneida County assumes the following:
- That "Call Mohawk Valley Home" is a collaborative effort with many partners already committed and more partners are welcome to join. The funding of this project is being shared. Contributions are both in dollars and in-kind. In-kind donations have not been factored into this proposal.
- That the Private Industry Council and/or its successor will manage
this program for the County in close concert with the County
Executive’s office. The County Executive will provide overall
direction to this effort. The P.I.C will be accountable for the
proper accounting of funds and will report outcomes to the County
Executive and the Legislature.
That this proposal covers the remainder of the County’s 2000 fiscal year and that a new funding proposal will be developed for the 2001 budget.
- That this proposal covers the cost of the short-term strategies and funds for the development of the long-term strategies.
Target Market: "The Inner Circle"
The greatest effort must be placed in retaining those who live in what we will call our inner circle. These are the people who live here already. In an economic development strategy, retention and the growth of existing business is an important key to success. These retention strategies are generally done on both an individual basis (company by company) or regionally (EDZ’s, etc.) In population re-growth, we should adopt similar strategies. We have identified three possible strategies:
- PUBLIC AWARENESS CAMPAIGN "Call Mohawk Valley Home" must be a public image campaign through TV, radio, newspaper, etc. that seeks to continue to change the attitude of the region. Our population as a whole must become an ambassador for the region. This campaign must be fact-based. We must help our people see that we have changed and are changing, (i.e. the "our trousers are too short" phenomena). As in Texas’ "Ask a Texan" campaign, we should work to develop a public attitude that grows pride and gives the public "bragging points". Furthermore, we should exploit our assets (the arts, recreation, good schools, economic growth, low cost housing, etc.). This campaign should be creative, humorous and cool.
- BUSINESS TO CAMPUS – The initial efforts of Business to Campus are short-term and will begin immediately with visiting and working with colleges to keep students who will graduate in May 2000 in the area. The Private Industry Council/Workforce Investment Board will champion this project. Teams consisting of educational, business, union, and workforce leaders will visit local colleges to recruit graduates in areas where significant hiring needs exist, such as social work, computer science, and teaching. The County and PIC/WIB will continue to sustain this effort. Participation by employers and businesses will be solicited at no cost to the program. This program will be linked with the summer STUDENT COLLEGE CORPS program that has already been funded by the Oneida County Legislature.
In the long-term, additional efforts under "Business to Campus" will be developed. Initial meetings with representatives from SUNY Institute of Technology informed us that few attempts are made by local businesses to encourage local graduates to remain in the Mohawk Valley. Call Mohawk Valley Home will develop a coordinated effort to reach out to college students to involve them in the community and to educate them about local opportunities. Other long-term strategies are as follows:
- THE "50/50 PROGRAM" This idea, proposed and championed by PAR Technologies, pays community college students’ tuition. In return, these students work at PAR for two years (part time) as they complete their degrees. There are admission requirements (minimum GPA and SAT scores) for the program. Discussions with local employers revealed that many local businesses are willing to enroll and sustain this program.
- THE "ROTATION-RETENTION" PROGRAM." This program exposes local students to the breadth of opportunities within a given company. During the summer, college students are offered a position within a company that permits them to "sample" a variety of job-related activities. After graduation, students are offered full-time positions. The company pays the wages of students in the program.
- BUSINESS TO HIGH SCHOOL Short-term programming will include the creation of teams (including educators, business people, labor representatives, and workforce leaders) to recruit high school students for both area training programs and employment in the skilled trades. A major focus will be working with high school graduates who have decided not to go to a 4-year college and to introduce them to economic opportunities in the Mohawk Valley. The Chamber of Commerce, area-training providers, Trade Unions, PIC/WIB and EDGE boards will be sources for leaders to serve on these teams. The following are programs that may be developed to insure long-term results. Time and effort from businesses will be instrumental in making these projects successful.
- "HIGH SCHOOL ACADEMY" Some local companies require
specific skills that cannot be taught in a general trade course. We are
considering a program that would incorporate this need into local high
schools curricula. For example, a "ConMed High School Academy"
could be established within an area high school to train students
interested in working at that company. These students would receive
essential skills that would allow them to begin working immediately upon
graduation. In return, ConMed would be asked to support the program
through curriculum guidance, instruction, and guaranteed jobs for
students who meet their requirements
- "YOUTH SKILLED TRADES PROGRAM" Another effort under consideration is the replication of a Young Scholars program for students interested in employment in manufacturing and technical trades. Such a program may assist students who wish to obtain certification in a trade. Incentives could be offered to encourage high school graduates or graduates of community colleges to remain in the area or to move here.
- SECONDARY MIGRATION Secondary migrants are immigrants who have already been resettled in the United States, but would like to relocate. There is a significant group of Bosnians, for example, who have been resettled in the Chicago area that would like to live in the Mohawk Valley due to our large Bosnian community and affordable housing. To relocate this group to our area is not inexpensive. The Refugee Center estimates the cost to be approximately $1000 per person. The Refugee Center will provide some support structure. It will require a public and private partnership to make this program successful. The strategy is for funds expended on resettlement to be matched by employers who hire the re-located. Donations will also be solicited.
Target Market: "The Underemployed"
The underemployed in our area is "emigration" waiting to happen. It is estimated that over 33,000 underemployed people live in this region. The underemployed represents a significant labor pool for existing businesses as well as businesses that choose to locate in the region. Upgrade training for the incumbent worker must be a priority piece of our training efforts. Incumbent worker training will be allowable under the Workforce Investment Act, but funds are limited and means tested. Several organizations have dabbled in incumbent worker training. These efforts need to be coordinated, expanded and enhanced. This effort should begin by carefully identifying the underemployed in our region through our emerging One-Stops and Dislocated Worker Center, and then, work with them individually and collectively on re-training and re-deployment. If we do not expend considerable assets in this area, we will lose people out the back door even as we invite them in the front door. This should be a tri-county effort with County dollars used to leverage dollars from Workforce Investment funds and employers.
Target Market: "Those Who Have Left"
This marketing effort must be focused on those who left due to the lack of economic opportunities in the region, but who still prefer our lifestyle. The emphasis must be placed upon our expanding opportunities for employment in occupations that are readily available. Those who left several years ago must also be acquainted with our re-vitalization efforts and successes. One way to address this market is through an inter-net strategy.
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"CALL MOHAWK VALLEY HOME"WEB SITE This website incorporates already existing websites such as "MVJOBS", the youth site, etc. This web "shell" must be progressive like the DaVinci project and extensively marketed. If a web site is not properly marketed, it is like trying to locate an individual’s house number from an airplane. Two marketing methods can be used. If we can identify areas of the country where a concentration of former Mohawk Valley residents live, we can advertise there, but a better method is to advertise locally during holidays, especially Thanksgiving and Christmas, and during major community events such as the Boilermaker. We should also develop a "Call Mohawk Valley Home" kiosk to take to major events in the area such as the Boilermaker, the Heart Run and Walk, the County Fair, the Empire State Games, etc. Access to the web site should be integrated into the kiosk. Furthermore, we should try to be "hot buttoned" with other web sites such as national employment sites, etc.
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RECRUITMENT WEEKENDS A long-term strategy being developed by H.R.&A. is a
Recruitment weekend strategy. This is to encourage local employers to bring candidates
for employment to the area during our "peak" times, i.e. Boilermaker weekend, etc. This
program would help us to recruit young professionals and is linked to the strategy above.
TELL THE STORY Another strategy is to use our current
population to "tell our story". We should develop volunteer
teams to speak to senior citizens clubs, churches, service organizations,
etc. Again, materials developed for our public relations campaign can be
used. If the event is big enough, our kiosk can be incorporated. We should
enlist help from our citizens by asking those who hear our presentation to
help us tell the story. We should challenge them to help us with
specific tasks such as distributing our website address to their children.
This effort will not only help us with website marketing, but also help in
re-imaging our area.
Target Market: "The Wide Circle"
We can address these issues from our strengths. To commute to work in our area is usually a "ten minute" proposition. We have a wonderful, serene, family-centered community. And…our land costs and EDZ’s should be attractive to smaller companies located in Boston, New York, etc.
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PILOT ADVERTISING An economic development entity (EDGE, GLDC, or RIDC, etc.) might want to consider advertising on a pilot basis in Boston to small and medium-sized companies concentrating the message on the reduced operating costs and the wonderful atmosphere (low crime, affordable housing, etc) of our area. Emphasis should also be placed on our excellent transportation and educational/training infrastructure as well as the economic incentives of the EDZ.
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DRIVE TIME PILOT Why not try a "drive time" radio campaign in Boston? This should be creative and humorous, but pointed in asking people to consider what kind of life they want to live. This should emphasize our web-site and a "Call Mohawk Valley Home" 800-number. This program would also highlight quality of life attractions.
FIRST RESPONSE" PROGRAM This long term strategy is being developed by H.R.&A. This program would seek out companies and plants that are closing in other regions of the country and offer packages to lure workers to the Mohawk Valley. A pilot for this program is being explored in relation to a recent plant closing in Georgia.
Conclusion
"Call Mohawk Valley Home" will be the catalyst for population growth and workforce development in our region. The least risk and the potentially most productive efforts should begin "close in". The further out we go, the less defined the target becomes and the riskier the outcomes. This inside-out movement should be used to guide the deployment of scarce resources. The vision and strategies proposed will require the consultative services of an experienced marketing organization as well as the commitment of the whole community from government, to business, to the individual in the neighborhood. It will not be an easy task. It is clear, however, that we must act on the issues of population growth and workforce development if our rebirth is to maintain momentum.
CALL MOHAWK VALLEY HOME
NARRATIVE BUDGET
Part Year 2000
- Business to Campus
The Private Industry Council will manage this program. The budget includes the costs and staff costs necessary to organize campus visits, recruit business and labor representatives, travel to college sites (especially colleges with significant minority populations), marketing materials, and job fair booth costs. From April 1, 2000 through December of 2000, the plan is to attend
Total County Cost: $7455
- Business to High School
The Private Industry Council will manage this program and fund a portion of it through Workforce Investment Act funds. Costs involved are for staff to organize the visits and recruit volunteers, travel and marketing materials. The effort will be made to reach all the high schools in the region during the course of the school year.
County P.I.C.
Shared Costs: $4895 $4895
- Secondary Migration Program
The Private Industry Council will handle the administration of this program. The Mohawk Valley Refugee Center will handle the relocation issues. Employers will pay the cost of those who are employed. Almost all of the funds expended will be used for moving and resettlement expenses.
County Employers
Shared Costs: $30,000 $30,000
- Underemployed Training Program
The Private Industry Council in close coordination with Oneida County Workforce Development, and EDGE will administer this program. Training providers will be funded by the County, the Private Industry Council and employers.
County P.IC. Employers
Shared Costs: $20000 $10000 $20000
- Long-Term Strategy Formulation and Implementation
These costs are associated with the retaining of H.R.&A. consultants. They are working with the partners in the Call Mohawk Valley Home project to develop and implement long-term strategies and refine short-term strategies as well as to organize community support.
County EDGE P.I.C. Foundations* Private
SharedCosts: $30000 $16000 $2000 $30000 $10000
*Anticipated
- Public Image Campaign
Funding for the Call Mohawk Valley Home campaign will be expended upon appropriate target marketing, engaging a marketing firm, selective media advertising, the development and maintenance of the shell website and the development of pilot advertising programs as described in the plan. This also includes funds to market the website to those who have left our area as well as to engage the community in promoting the region and the website. The Private Industry Council will administer this campaign in coordination with the County Executive’s office.
County Private
Shared Costs: $50,000 $10,000