Economic Development Strategy
2026-2031 Prepared by
Introduction
The 2020 Economic Development Strategic Plan made a deliberate and ambitious statement: meaningful economic change in Chautauqua County would require bold action. Over the past five years, that assertion has proven to be well-founded. While measurable progress has been made, the scale and depth of the county’s challenges make clear that lasting economic transformation unfolds over time. Structural change does not occur in a single planning cycle, but through sustained effort and investment.
As Chautauqua County looks ahead to the 2026–2031 planning horizon, this updated Economic Development Strategic Plan builds on the foundation established in2020. The strategy is intended first and foremost to guide the work of the Chautauqua County Partnership for Economic Growth (“the Partnership”), while also serving as a unifying framework for economic development efforts across the county. The challenges facing Chautauqua County are comprised of a set of complex and interconnected factors that extend across industries, communities, and institutions. Addressing them requires a long-term commitment to moving towards a shared vision for the county’s economic future.
The early years of the Partnership’s existence were shaped in large part by disaster response and recovery efforts. This work was both necessary and impactful, but also highly specific to the circumstances of that time. Recognizing that economic shocks, climate events, and other disruptions are an ongoing reality, the next five years present an opportunity for the Partnership to move forward with a clearer focus on proactive, long-term strategic priorities across each of its work groups.
This updated strategy is designed to be both actionable and adaptable. It serves as a tool to align investments and advocate for Chautauqua County at the regional, state, and national levels. The previous plan helped the county secure millions of dollars in public funding, which in turn catalyzed additional private-sector investment. The 2026–2031 update continues that legacy positioning Chautauqua County to build momentum and pursue sustainable economic growth in the years ahead.
1. Business Development
Description
The Business Development Work Group plays a central role in advancing Chautauqua County’s goals of creating a diverse, innovative, and resilient economy. This section summarizes progress achieved by county stakeholders since 2020, highlights ongoing challenges, and outlines priorities for 2026–2031, including reaffirming the county’s commitment to building an innovation-based economy.
Key Achievements (2020 – 2025)
The Work Group has made substantial progress toward the goals established in the 2020 Strategic Plan. Implementation has focused on strengthening the business climate, supporting entrepreneurs, and preparing sites for investment.
Financing and Business Support
▪ Catalyzed the formation of the Micro-enterprise Assistance Program (MAP) and facilitated two grants ($200,000 each) administered by Chautauqua Opportunities for Development, Inc. (CODI).
▪ Assisted the CCIDA in establishing and fully deploying a $10 million CARES Act Revolving Loan Fund for small business relief and recovery.
▪ Supported the CCIDA’s successful management of County ARPA funding to assist businesses rebounding from the COVID-19 pandemic.
o Made $650,000 in grants to more than 80 businesses or non-profits through the Marketing Assistance Grant program.
o Assisted six businesses with second-phase expansion technical assistance through the Economic Gardening program working in collaboration with Invest Buffalo Niagara.
Business Attraction and Retention
▪ Implemented the Choose CHQ campaign to promote business retention, expansion, and attraction.
▪ Enhanced coordination among partners and municipalities to improve marketing and outreach to site selectors and investors.
Brownfield Redevelopment
▪ Partnered with the City of Jamestown to redevelop the Chadakoin River Basin, securing Phase I funding through the NYS Department of State and seeking additional resources for Phases II and III.
Industrial Site Development
▪ Advanced site preparation at the I-90 Veterans Memorial Commerce Park in Ripley and Mason Industrial Park, positioning them for logistics, advanced manufacturing, and other industries
Renewable Energy Development
▪ Reviewed 36 solar projects through CCIDA, with 21 completed, strengthening the county’s role in the state’s renewable energy transition.
Challenges and Barriers
While progress has been meaningful, several factors have constrained implementation and investment:
▪ Funding and Capacity: Limited financial and staffing capacity restrict the abilityto advance multiple complex initiatives simultaneously.
▪ Fragmented Entrepreneurship Resources: Support systems for small business development remain scattered across organizations, creating inefficiencies.
▪ COVID-19 Disruptions: The pandemic slowed investment and limited outreach opportunities.
▪ Infrastructure Gaps: Broadband, water, electric and sewer infrastructure need modernization to make sites truly market ready Broadband also remains a limitation in rolling out remote workforce training opportunities to select parts of the county.
Emerging Opportunities and 2026–2031 Priorities
The next phase of implementation will capitalize on progress achieved by the Partnership and Business Development Work Group, while advancing toward a modern innovation-based economy. Strategic priorities include:
Strategic Priority #1: Grow a Grassroots Culture of Entrepreneurship in Partnership with Local and Regional Organizations.
▪ Establish a Business Innovation and Entrepreneurship Subcommittee under this work group.
▪ Align incubator programs (SUNY Fredonia Center for Innovation and Economic Development, Jamestown Community College Small Business Development Center
(SBDC), and private accelerators) to expand start-up mentoring, access to capital, and technical assistance.
▪ Seek collaboration and participation in regional innovation entities to gain access to larger networks of peers and expertise.
▪ Develop cottage industries, non-traditional businesses, and a vendor/food truck to storefront pipeline
▪ Attract Angel Fund investment for emerging entrepreneurs throughout Chautauqua County.
▪ Enhance collaboration among small business and entrepreneur service providers and copromote, enhance referral networks, and clearly communicate to the public which entities offer which support services.
▪ Explore a small business attractioncampaign, bytargetingselect regional retail,hospitality, and restaurant entrepreneurs by marketing vacant buildings and storefronts in Chautauqua County.
Strategic Priority #2: Advance Brownfield Reuse and Redevelopment
▪ Extend lessons from the Chadakoin River Basin redevelopment to other brownfield and waterfront areas.
▪ Integrate brownfield reuse into industrial and housing development to maximize economic and environmental returns.
▪ Continue to advance brownfield planning efforts to better understand redevelopment potential of vacant, underutilized, and contaminated sites throughout the county, especially within the county’s three Brownfield Opportunity Areas, and seek tools and conduct environmental due-diligence and predevelopment activities at priority redevelopment sites.
▪ Work with partners to market key sites for redevelopment and assist developers with finding resources for remediation and redevelopment, such as the CCIDA’s Brownfield Revolving Loan Fund.
Strategic Priority #3: Expand Investment Ready Sites and Promote Chautauqua County Advantages.
▪ Enhance marketing efforts around the Choose CHQ initiative, specifically related to site availability in the county.
▪ Continue investment in Ripley and Mason Industrial Parks and other industrial sites; ensure these sites are included in current and future expansions of the Opportunity Zone Program
▪ Establish a GIS-based inventory of smaller commercial and industrial sites to support local business expansion.
▪ Foster the potential to develop intensive electricity power generation. For example, seek to attract hyperscale data centers, semi-conductors, and develop other advanced manufacturing opportunities.
▪ Improve site-specific data and marketing content for brownfield, greenfield, and vacant buildings.
Strategic Priority #4: Modernize Legacy Industries and Cultivate Emerging Sectors.
▪ Continue to promote and distribute the employer self-evaluation tool around Chautauqua County, as well as to interested regional partners.
▪ Strengthen ties between the manufacturing and agricultural sectors, focusing on food processing, advanced materials, and agribusiness supply chains.
▪ Position Chautauqua County as a hub for innovation-driven production and value-added agriculture.
▪ Establish the county/region as a strong presence in the burgeoning clean energy and tech industries.
Business Development Game Changer: Unlock Innovation through Targeted Business Retention and Expansion.
The 2020 Strategic Plan identified the Advanced Manufacturing, Science, and Research Hub as the Game Changer for transforming Chautauqua County’s economy. Although a physical facility has not yet been realized, this concept of convening stakeholders to leverage innovation remains essential to the county’s long-term prosperity. Rather than abandoning it, it is recommended that the Game Changer be blended with a very focused Business Retention and Expansion (BRE) strategy to promote Chautauqua County’s innovation agenda.
Over the past five years, the county has built credibility through direct business support, site investments, and marketing. These successes now create the foundation for a next-stage strategy focused on innovation adoption, process modernization, and cross-sector collaboration.
Traditional business retention and expansion programs focus primarily on maintaining employment and stabilizing existing firms. As Upstate and Western New York undergo significant economic transformation, Chautauqua County has an opportunity to redefine BRE as a tool for innovation and growth rather than simple maintenance. This refined approach continues to support existing businesses in remaining competitive, while also encouraging new enterprises to
emerge from within the local ecosystem that will position the county to capitalize on regional shifts and long-term economic opportunity.
The practical steps for implementation for the Partnership are to:
Build on existing engagement with the NY Smart I-Corridor Tech Hub by continuing to strengthen relationships with regional innovation leaders and positioning Chautauqua County as a trusted supply-chain partner and growth location. Ongoing participation in corridor discussions ensures the county remains top of mind as regional investments accelerate.
Formalize partnerships with higher education and applied research institutions, including Jamestown Community College, SUNY Fredonia, the University at Buffalo, Cornell University, Alfred State, andregional manufacturingtechnology centers toexpand access toapplied research, prototyping, and workforce training. These relationships build on the county’s participation in Buffalo-area supply-chain convenings and reinforce its role withinthe broader regional innovation ecosystem.
Establish Employer InnovationCircles, which could potentially be coordinated in partnership with existing workforce roundtables, to bring together approximately 20 manufacturers and employers around shared technology, automation, and workforce challenges. These circles would guide joint pilot projects, inform funding proposals, and connect firms to regional manufacturing and innovation networks. Strategic partners would include the University at Buffalo, Retool Western New York, and the Manufacturers Association of the Southern Tier.
Integrate innovation and modernization diagnostics into CCIDA and CCPEG BRE visits, helping firms identify opportunities to adopt new technologies, improve productivity, and access innovation-oriented resources. This approach would strengthen connections to NYSTAR, EDA, and Empire State Development programs that support R&D, process improvement, and capital investment as well as identifying resources to continue theCCIDA’s EconomicGardening Program.
Adopt a proactive innovation message for Chautauqua County, clearly communicating the county’s assets, readiness, and potential to employers, site selectors, and regional partners. This narrative should positionlocal firms not just as retained businesses, but as contributors to regional innovation and next-generation manufacturing growth.
As these actions progress over the next five years, the Partnership may determine that the County’s innovation assets have been sufficiently cultivated to formally advance and market a distributed “Innovation Corridor” model as a next-phase initiative. This networked approach would connect theRipleyand Mason Industrial Parks, SUNY Fredonia, and Jamestown’s Chadakoin River redevelopment, creating a recognizable geography for innovation, applied research, and serving as a potential precursor to any future physical innovation hub.
Business Development Summary – 2025 Update
Key Initiatives
Strategic Priority#1: Grow aGrassrootsCultureofEntrepreneurship inPartnership withLocal andRegional Organizations.
Strategic Priority #2: Advance Brownfield Reuse and Redevelopment.
Strategic Priority #3: Expand Investment Ready Sites and Promote Chautauqua County Advantages.
Strategic Priority #4: Modernize Legacy Industries and Cultivate Emerging Sectors.
Game Changer: Unlock Innovation through Targeted Business Retention and Expansion
Why These Strategic Priorities
These initiatives build on Chautauqua County’s strong business foundation while steeringthe economy toward a more innovation-driven future. By reinforcing entrepreneurship, site development, and redevelopment as interconnected strategies, the county can expand opportunities for local firms and strengthen its economic base. Existing manufacturers and agribusinesses are well positioned to adopt new technologies and processes that enhance productivity and competitiveness, particularly when supported by targeted investments in brownfield redevelopment and renewable energy. Together, these efforts diversify the county’s energy base, unlock new industrial and lakefront opportunities, and use business retention and expansion as a platform for an emerging innovation agenda.
Impact
▪ Strengthens the county’s core business base while positioning for future industry growth.
▪ Generates near-term job creation and long-term competitiveness.
▪ Attracts new private investment and expands the local tax base.
▪ Modernizes manufacturing and agribusiness through technology adoption.
▪ Unlocks redevelopment potential of key industrial and waterfront sites.
▪ Advances a shift toward an innovation-driven, sustainable economy.
2. Workforce
Description
The Workforce Development Work Group leads efforts to retain, train, and attract a qualified workforce that aligns with Chautauqua County’s prominent industries. This section summarizes progress achieved by county stakeholders since 2020, highlights ongoing challenges, and outlines priorities for 2025–2030.
Key Achievements from the Economic Development Strategy (2020 – 2025)
The Work Group has made significant progress in supporting skill readiness into middle and high school programming and in highlighting the diverse range of career opportunities available within the county. Alongside workforce readiness, talent retention was a major area of focus in the 2020 Economic Development Strategic Plan The game changer to “Initiate and maintain a talent retention and attraction campaign” was accomplished through the LIVE CHQ platform. Launched in 2024, it has significant potential for expansion through future initiatives. LIVE CHQ will continue to serve as the foundation for both talent attraction and retention moving forward. A summary of key additional accomplishments, organized by theme, includes:
Talent Retention and Expansion
▪ Launched in 2024, LIVE CHQ has reached 131,345 users and is becoming the county’s primary talent attraction brand. The platform showcases the county’s quality of life, specific job possibilities, and the stories of individuals who live in Chautauqua and their “why ” It has been used by human resource professionals and local employers as a tool to communicate opportunities for potential employees.
▪ The Workforce Ambassador Program provides personalized connections for potential recruits.
Workforce Readiness Skills
▪ Over 1,290 students are annually enrolled in technical education and P-TECH.
▪ Work-readiness programs are delivered in multiple capacities at the high school and middle school and CTE level. Real-world and in-the-field experience, internships, and employability training - helping them earn badges, credentials, and maintain resume profiles.
▪ Dream It Do It (DiDi) maintains ongoing communication and outreach to 1,400 students.
▪ BOCES partnered with SUNY Fredonia to launch a New Visions program that includes college coursework targeting teacher shortages.
▪ The Workforce Investment Board (WIB) placed 52 interns with local businesses through the Chautauqua Advancement Project (CAP) to develop leadership and workplace skills among young professionals.
Evolving Work Culture
▪ The CCIDA launched a Company Culture Program, producing a countywide employer “white paper” now used to guide improvements. This initiative is complete and can be integrated into broader business outreach.
▪ Updated DemandOccupations List is being approved by the Workforce Investment Board to account for AI.
▪ In 2025, CCPEG provided $10,000 to the Chautauqua Child Care Project to support the Business Navigator Program, which aims to expand opportunities for individuals interested in starting a childcare business.
Challenges and Barriers
While the Workforce Work Group has made significant strides, COVID-19 exacerbated workforce challenges facing rural employers, and Chautauqua County faced a challenging economic landscape:
▪ Dynamic mix of persistent employment barriers: Transportation gaps, childcare shortages, the benefits cliff, limited access to wraparound services, and the need for individualized coaching all create obstacles that make it difficult for people to fully participate in the workforce. These challenges require coordinated, long-term solutions are far beyond what any one program or institution can provide, which complicates implementation.
▪ Loss of educational institutions: Jamestown Business College and Empire State College no longer maintain a presence in Chautauqua County. However, the County continues to collaborate regularly with JCC and SUNY Fredonia.
▪ Speed of technology uptake: Employers are rapidly integrating automation, digital tools, and other applications of AI into operations for numerous reasons. This creates shifting skill demands that require educational training partners to frequently adapt training models. It is a challenge for the education and workforce partners to adapt their programming at the speed of transition in the private sector.
Emerging Opportunities and 2026–2031 Priorities
The next phase of workforce implementation will build on the progress already achieved while advancing more tailored, human-centered approaches to training and employment. This includes integrating housing support, transportation solutions, and other wraparound services that help residents overcome barriers to entering and staying in the workforce. At the same time,
Chautauqua County must ensure that youth and adult learners alike have access to training in emerging technologies that position them to succeed with local employers or launch their own ventures within the county. To accomplish this, the following strategic priorities will guide the county’s workforce efforts over the next five years:
Strategic Priority #1: Retain and Grow the Workforce Through Holistic Strategies.
Focus Areas:
▪ Use LIVE CHQ to reshape perceptions of manufacturing and highlight modern, techforward career opportunities.
▪ Strengthen partnerships with schools to provide job spotlights, career fairs, and handson learning that connects youth to local industries and continues to de-stigmatize jobs in the trades.
▪ Expand outreach and training pathways for underrepresented or specialty populations, including individuals with disabilities, English language learners, career changers, and those in recovery.
▪ Grow the county’s workforce infrastructure by aligning childcare, transportation, and wraparound services with training and employment pathways.
▪ Work with partners to offer paid work-based learning (stipend opportunities) to reduce barriers for youth and adults entering training or new careers.
Strategic Priority #2: Build a Future-Ready Workforce by Preparing for AI and Emerging Technologies.
Focus Areas:
▪ Support workers in at-risk occupations by connecting them to retraining pathways leading to growing fields such as advanced manufacturing, healthcare, and emerging techenabled sectors.
▪ Incorporate industry feedback on how employers are integrating AI into training design, curriculum updates, and career pathway development.
▪ Continually update workforce and training strategies to reflect emerging skill needs, including AI, automation, and data-driven work.
▪ Partner with and advocate through the Infrastructure Work Group to expand broadband access in underserved areas, enabling workforce programs to reach more residents through remote training and virtual support services.
Strategic Priority #3: Expand and Elevate Work-Based Learning Across All Sectors.
Focus Areas:
▪ Expand apprenticeships, internships, job shadowing, and other experiential learning opportunities across diverse industry sectors.
▪ Encourage broad employer participation in BOCES programs and other K–12 and postsecondary partnerships that connect students to real work environments.
▪ Build on the Company Culture initiative to help employers strengthen workplace quality and move toward a countywide “Employer of Choice” culture.
Strategic Priority #4: Strengthen Coordination Across Education and Industry Partners.
Focus Areas:
▪ Maintain strong alignment with the Workforce Investment Board to ensure training and resources reflect the county’s in-demand occupations.
▪ Leverage BOCES, employer roundtables, and private-sector convenings to capture realtime talent needs and industry insights.
▪ Clarify roles among the Workforce Workgroup, Education Coalition, CCPEG, and other partners to stay focused on shared priorities despite competing agendas.
▪ Strengthen and expand partnerships with SUNY Fredonia, JCC, and all postsecondary providers to ensure continued responsiveness to regional workforce needs.
Workforce Game Changer: Enact Countywide Workforce Alignment & Funding Goal.
Through leadership and facilitation, this game changer positions the Partnership as a champion and close collaborator of the region’s workforce partners. The Partnership will assist workforce partners in leveraging funding dollars, aligning resources, and strengthening the region’s ability to respond to employer demand.
Working closely with Chautauqua Works, education and training partners, and employers, the Partnership will help formalize a shared set of workforce priorities that reflect both current and emerging industry needs. This aligned agenda will guide funding decisions and the development of new initiatives, ensuring workforce efforts remain coordinated and demand-driven.
Through these coordinated efforts,the primary objective of this gamechanger is to obtain a largescale state or federal workforce grant to advance the countywide workforce priorities. Another key outcome of this approach is a workforce system that employers recognize as responsive and easy to engage. These actions will support business growth today while positioning Chautauqua County as a competitive location for businesses that are considering the region in the future
Workforce Summary – 2025 Update
Key Initiatives
Strategic Priority #1: Retain and Grow the Workforce Through Holistic Strategies
Strategic Priority #2: Build a Future-Ready Workforce by Preparing for AI and Emerging Technologies
Strategic Priority #3: Expand and Elevate Work-Based Learning Across All Sectors
Strategic Priority #4: Strengthen Coordination Across Education and Industry Partners
Game Changer: Enact Countywide Workforce Alignment & Funding Goal.
Why These Strategic Priorities
These strategic priorities are critical for Chautauqua County to build and sustain viable career pathways for both youth and adults seeking to transition into new roles. With an aging population, declining birth rates, and changes to immigration patterns, the county’s available labor pool will continue to tighten unless workforce systems find new ways to reach residents who have historically faced barriers to employment. Employers across manufacturing, healthcare, logistics, and service sectors already have the market demand to grow, but they increasingly struggle to fill positions. Helping individuals overcome challenges such as childcare gaps, transportation limitations, lack of credentials, or the need for individualized support is essential for maintaining a competitive labor force.
These priorities also reflect how rapidly technology is transforming work. AI can fill some gaps when worker shortages are acute, but it simultaneously raises the skill expectations for remaining positions. Workers now need the ability to manage, train, and interact with digital tools, rather than relying solely on manual labor. Ensuring that both youth and adult learners have access to AI literacy, digital skills, and modern training environments will determine whether they can remain employable in a shifting economy or create new ventures of their own within the county.
Impact
▪ More people will enter the workforce and earn higher wages
▪ Young people will graduate with the skills, exposure, and confidence needed to succeed in highdemand Chautauqua County industries.
▪ Local businesses will grow because they can find and retain the talent they need
▪ The strategic priorities will build generational career pathways that strengthen long-term economic stability.
3. Housing Work Group
Description
The Housing Work Group works to promote housing rehabilitation of existing units, eliminating blight, and building new units in Chautauqua County. This section summarizes progress achieved by County stakeholders since 2020, highlights ongoing challenges, and outlines priorities for 2026–2031.
Key Achievements from the Economic Development Strategy (2020 – 2025)
The Housing Work Group made progress on adding hundreds of new units to the county housing stock, cleaning up blighted properties, and gaining a greater understanding of market conditions and capacity with two in-depth housing related studies. The game changer to “Determine housing needs by category and location, and construct 500 housing units by 2030,” was significantly advanced through the Housing Market Assessment and the number of units in the pipeline.
Rehabilitation of Existing Housing Stock
▪ More than 400 housing units are built or underway countywide through partnerships.
▪ Rehabilitation grants are being used to improve aging homes and expand safe, attainable housing for families and seniors.
▪ The Land Bank was a leader in addressing blight across the county and completed 49 demolitions, clearing unsafe structures and creating opportunities for redevelopment.
▪ Partnerships (e.g., with CHQ Area Habitat for Humanity) are turning former demolition sites into new housing opportunities or renovated properties.
Understanding Market Conditions and Capacity
▪ The Housing Market Assessment and Development strategy identified key sites for development, priority types of units needed, and recommendations for future zoning, density and redevelopment opportunities.
▪ The Code Enforcement Study examined the feasibility of shared services across municipalities and provided options for improved code enforcement capacity.
Challenges and Barriers
While housing rehabilitation activities have been underway, progress has faced challenges, such as:
▪ Infrastructure limitations: Lack of consistent water, sewer, and electric utility infrastructure remains a barrier to housing development across the county
▪ Old Housing Stock: The housing stock is among the oldest in New York state, which drives up repair costs and disincentivizes investment.
▪ Limited staff capacity: Planning and code enforcement are severely constrained at the municipal level, which limits the progress that can be made without County support.
▪ Re-evaluating how successful an initiative might be: Strategies from the 2020 Plan like place-based vouchers or housing allowances were deemed not viable, though some supportive/affordable housing developments do incorporate similar concepts.
Emerging Opportunities and 2026–2031 Priorities
Housing remains deeply interconnected with the priorities of other work groups such as Business Development, Infrastructure and Placemaking. As Chautauqua County enters the next phase of implementation, the Housing Work Group must focus on pairing infrastructure investment with targeted land use strategies that can maximize infill potential while building developer confidence in the local market to build larger scale projects like subdivisions. The Housing Market Assessment and its recommendations will continue to guide prioritization and action. Strategic priorities related to the 2025 Economic Development Plan Update include:
Strategic Priority #1: Pursue Infrastructure Investments to Enable Housing at High-Opportunity Sites
Focus Areas:
▪ Proactively pursue local, state, and federal funding to extend or upgrade water and sewer systems that unlock priority housing sites.
▪ Align with the Infrastructure Work Group’s project list to ensure top-ranked infrastructure priorities directly support redevelopment or new build opportunities.
▪ Accelerate infill housing to retain and attract residents to desirable communities. Infill development leverages existing infrastructure, thereby reducing development costs and fostering vibrant neighborhoods.
▪ Leverage and market the IDA tools and incentives to help with gap financing of housing projects in targeted locations.
Strategic Priority #2: Support Municipalities to Adapt Land Use and Grow Code Enforcement Capacity.
Focus Areas:
▪ Continue municipal code reviews to align zoning with modern housing needs, particularly density, mixed-use opportunities, and accessory dwelling units. A countywide zoning assessment is needed to understand the status of land use codes across the county.
▪ Integrate housing priorities into any future Comprehensive Plan updates, thereby ensuring future land use strategies reflect the need for a mix of housing, and sets the table for more housing development.
▪ Explore shared-service approaches to code enforcement, particularly for small municipalities, to improve compliance, consistency, and development readiness.
▪ Identify and prioritize strategic corridors for new or redeveloped housing, aligning planning efforts with demonstrated market activity and emerging community demand.
Strategic Priority #3: StrengthenMarket Confidence Through Developer Engagement and Clear Investment Opportunities
Focus Areas:
▪ Enhance engagement with commercial real estate brokers and regional developers through the LIVE CHQ platform to communicate opportunities and generate private investment.
▪ Use GIS software and site inventories to map and market shovel-ready and redevelopment-ready locations, providing developers with clear, data-driven insights on where to build.
▪ Enhance existing developer relationships and more aggressively target regional developers with local opportunities and resources.
▪ Support local small-scale developers by helping them navigate permitting, funding, and redevelopment processes, recognizing their critical role in neighborhood-scale infill.
▪ Expand partnerships with nonprofit and mission-driven developers, who can deliver attainable and supportive housing types aligned with community needs.
▪ Continue working on land assembly of parcels of at least 40 acres with opportunities for subdivisions.
Housing Game Changer: Build an additional 400 units in the next five years, for a total of 800 units by 2031.
With 400 units already underway in the county, reaching the goal from the 2020 Strategy of building 500 units by 2031 is manageable. Yet,thehousing need is high in the communities across Chautauqua County, and housing availability plays a significant role in talent attraction and retention. An aggressive goal of 800 units by 2031, following the housing-type guidance from the Market Assessment will set Chautauqua County apart from its counterparts in the region.
Housing Summary – 2025 Update
Key Initiatives
Strategic Priority #1: Pursue Infrastructure Investments to Enable Housing at High-Opportunity Sites.
Strategic Priority #2: Support Municipalities to Adapt Land Use and Grow Code Enforcement Capacity.
Strategic Priority #3: Strengthen Market Confidence Through Developer Engagement and Clear Investment Opportunities.
Game Changer: Build an additional 400 units in the next five years, for a total of 800 units by 2031.
Why These Strategic Priorities
A competitive and dynamic economy depends on the availability of housing that meets the needs of arange of workforce levels. Employers will struggle to grow or recruit in Chautauqua County if workers cannot find attainable, high-quality places to live near jobs, schools, and amenities. Housing stability has a direct impact on labor force participation, employee retention, and overall business productivity. By strengthening zoning, expanding infill and redevelopment, improving code capacity, and creating the conditions for both marketrate and attainable housing to flourish, the county positions itself as a true destination for talent and investment. In turn, these housing strategies support business expansion, foster entrepreneurship, stabilize neighborhoods, and build the foundation for long-term economic resilience and growth.
Impact
• Expanding attainable housing near job centers and in denser neighborhoods creates a desirable environment for employers to recruit and retain workers.
• Improved housing options for young professionals, remote workers, and downsizing residents strengthen labor force participation.
• Redevelopment of vacant or underutilized parcels increases assessed value, stabilizes neighborhoods, and boosts municipal tax revenues.
• Rehabilitation programs improve surrounding property values and reduce long-term blight-related costs for municipalities.
• Targeted zoning and density reforms create housing types that match market demand including multifamily, ADUs, senior-friendly units, and workforce housing.
4. Infrastructure
Description
The Infrastructure Work Group was created after other work groups had been formed. It plays a unifying role in aligning local, county, and regional infrastructure investments with the County’s long-term economic development strategy. The group’s focus is not on direct construction or maintenance, but on convening partners, identifying shared priorities, and securing funding to prepare communities for future growth.
Key Achievements from the Economic Development Strategy (2020 – 2025)
The Work Group has contributed toward the goals established in the 2020 Strategic Plan by helping strengthen the business climate, supporting entrepreneurs, and preparing sites for investment.
Broadband Expansion
▪ Collaborated with Southern Tier West and private providers to expand broadband service to rural and underserved areas, closing coverage gaps for businesses, schools, and residents.
Industrial and Commercial Site Readiness
▪ Supported water, sewer, and access road extensions to priority industrial sites including Ripley Gateway and Mason Industrial Park. Coordinated infrastructure planning with the Business Development Work Group to enhance marketability and investment readiness.
Water and Sewer Modernization
▪ Worked with municipalities and the County Department of Public Facilities to secure funding for upgrades to aging systems in core communities, improving capacity for housing and business expansion.
Transportation and Connectivity
▪ Advanced road improvements around Jamestown and Dunkirk industrial corridors, coordinated input into the County’s Transportation Improvement Program, and initiated planning for multimodal trail linkages connecting downtowns to waterfronts.
Challenges and Barriers
▪ Fragmented Decision-Making: Multiple municipalities control local infrastructure, requiring ongoing consensus building to align priorities.
▪ Capacity Constraints: Most municipal partners lack dedicated engineering or grant management staff to pursue complex infrastructure initiatives.
▪ No Metropolitan Planning Organization (MPO): There is no regional planning organization that could assist with prioritizing needs and preparing coordinated funding and responses.
▪ Funding Competition: High demand for state and federal resources limits capacity to fund all project needs.
▪ Aging Infrastructure: Deferred maintenance and underfunded systems strain local budgets and inhibit redevelopment.
▪ Coordination Across Sectors: Aligning timing and location of infrastructure improvements with housing and business development remains difficult.
Emerging Opportunities and 2026–2031 Priorities
Strategic Priority #1: Coordinate Countywide Infrastructure Planning and Investment.
Focus Areas:
• Formalize a shared planning framework to identify, prioritize, and advance shovel-ready projects tied to economic and community development goals.
• Maintain a GIS-based, countywide infrastructure and capital investment map to track readiness, funding sources, and cross-work group alignment.
Strategic Priority #2: Modernize Core Infrastructure to Support Industrial Growth and Housing Development.
Focus Areas:
• Prioritize water, sewer, electric and access road upgrades in Jamestown, Dunkirk, and lakeside communities to unlock mixed-use redevelopment, industrial expansion, and housing.
• Reinforce transportation corridors along I-86, I-90, and Route 60 to improve freight efficiency, tourism circulation, and regional access to employment centers.
• Align infrastructure planning with targeted housing and industrial sites to reduce development barriers and strengthen private investment.
• Incorporate renewable energy, stormwater management, and climate-resilient design into new infrastructure projects.
• Advocate for an “All-of-the-Above” State Energy Policy; support businesses and utilities to make sure expansion projects have an adequate energy supply. Support resilience planning to protect businesses, homes, and critical infrastructure from climate-related risks.
Strategic Priority #3: Expand Broadband and Digital Connectivity Across the County.
Focus Areas:
• Complete countywide broadband coverage working with NYS ConnectALL and ensure service quality that supports telework, online learning, entrepreneurship, and manufacturing technology.
• Leverage digital connectivity to enhance tourism, outdoor recreation, and placemaking through smart wayfinding, digital marketing, and visitor tools.
• Position broadband infrastructure as a key driver of rural economic vitality and population retention.
Infrastructure Game Changer: Advance 3-5 Infrastructure Projects from the Infrastructure Priority List.
Chautauqua County faces several critical infrastructure needs with the potential to generate countywide economic and community impacts. A priority list of infrastructure projects is in place, but progress on these large-scale investments often depends on timing, available resources, and political momentum. These projects require layered capital stacks and typically take many years to fully deliver.
This game changer focuses on moving a small number of high-impact infrastructure projects forward in a meaningful way. While full completion of all projects may not occur within the next five years, the objective is to advance 3–5 priority infrastructure projects to key milestones, such as design completion, site readiness, funding commitments, and/or construction start.
Using a clear set of criteria the Partnership will help coordinate stakeholders, align resources, and capitalize on windows of opportunity. Over the next five years, this focused approach will result in visible progress on several transformative infrastructure investments
Infrastructure Summary – 2025 Update
Key Initiatives
Strategic Priority #1: Coordinate Countywide Infrastructure Planning and Investment.
Strategic Priority #2: Modernize Core Infrastructure to Support Industrial Growth and Housing Development
Strategic Priority #3: Expand Broadband and Digital Connectivity Across the county
Game Changer: Advance 3-5 Infrastructure Projects from the Infrastructure Priority List
Why These Strategic Priorities
These infrastructure initiatives matter because they provide the foundational systems that enable every other aspect of Chautauqua County’s economic strategy to succeed. Without modern water, electric, and sewer capacity, broadband connectivity, reliable transportation networks, and coordinated intermunicipal planning, the county cannot effectively support new housing, attract and retain businesses, or grow its workforce and tourism sectors. Strategic infrastructure investments unlock redevelopment sites, lower operating costs for employers, enhance quality of life for residents,andmake communities morecompetitive forstateand federal funding.Put simply, infrastructure is the platform on which innovation, economic opportunity, and long-term community vitality are built.
Impact
▪ Strengthens the physical foundation for business, housing, workforce, and tourism growth.
▪ Expands broadband and digital equity for all residents and employers.
▪ Reduces infrastructure-related barriers to redevelopment and site readiness.
▪ Improves intermunicipal collaboration and leverages shared funding opportunities.
▪ Increases the County’s eligibility for state and federal infrastructure grants.
▪ Embeds resiliency and sustainability principles in long-term capital planning.
▪ Positions Chautauqua County as a well-connected, innovation-ready region with the infrastructure to support future generations.
Placemaking 5.
Description
The Placemaking Work Group emerged from the original Community Development and Tourism & Destination Development Work Groups. Moving forward, Placemaking will encompass placebased investments, the physical environment, outdoor recreation, tourism, and other elements of the public realm that contribute to vibrant, welcoming communities. This section summarizes the progress achieved under the former Community Development and Tourism & Destination Development Work Groups as the foundation for this new, integrated focus.
Key Achievements (2020 – 2025)
The visitation economy continued to promote the County’s assets, while transportation improvements made it easier for residents and visitors to move between key destinations. Outdoor recreation also saw new investments in trail construction and maintenance, as well as wayfinding tools. State programs like the NY Downtown Revitalization Initiative (DRI) and NY Forward advanced revitalization efforts and integrated recreation elements in core downtowns. Key accomplishments across these themes, aligned with the 2020 Economic Development Strategy, include:
Outdoor Recreation and Waterfronts
▪ There is substantial work underway to expand trails and increase their usage across the county. One million dollars was invested in trail maintenance along with another $400,000 for overland trails. Trail maps were also completed, highlighting key points of interest.
▪ The Partnership funded trailhead improvements in Sherman and continued to encourage the development of amenities along recreational trails to enhance visitor experience and community connectivity.
▪ The Partnership supported several key waterfront and recreation initiatives, including the North County Local Waterfront Revitalization Plan (LWRP), Dunkirk Downtown Revitalization Initiative (DRI) and its marina-related project, Lakeside Park in Mayville, the Chadakoin River project in Jamestown, and Hartley Park in Lakewood.
Main Streets and Downtowns
▪ The Partnership supported numerous storefront and Main Street façade improvement projects. Westfield, in particular, has demonstrated success by offering small grants for paint, signage, and other high-impact updates that visibly enhance the community.
▪ The Partnership assistedtheCity of Dunkirk insecuring its successful $10million DRI award and supported the Village of Westfield in obtaining a $4.5 million NY Forward award.
▪ The Partnership played a key role in securing major Restore NY awards, including $1.25 million for the White Inn in Fredonia. With additional awards for the Welch Building in Westfield, the former Silver Creek High School site, and downtown Dunkirk, the Partnership helped leverage a total of approximately $4.75 million countywide for transformative redevelopment projects.
▪ The Partnership secured annual county placemaking funds to advance downtown revitalization planning. This includes supporting Jamestown’s Urban 2.0 Plan, where the Partnership is leading implementation of the Chadakoin strategy.
Visitation Industry and Activity
▪ Visitation surged to record highs in 2021 and hit stabilized levels through 2024–2025.
▪ LIVE CHQ has been instrumental in promoting the county as a place to live, work, and visit, while the Partnership also developed industry templates and best practices to support businesses during post-COVID reopening.
▪ The Partnershipsupported the rebranding of CARTS toCHQ Transit, assisting with the RFP, brand development, and formation of a tourism-focused steering committee. The fleet now features county-themed wraps, and three tourism trolleys operate along major visitor routes.
▪ The 3% Occupancy Tax Tourism Product Development Grant program was modernized to align with regional tourism priorities and strengthen accountability, with a focus on boosting overnight stays and enhancing the county’s destination appeal.
Challenges and Barriers
While progress has been meaningful, several factors have constrained implementation and investment:
▪ A challenging retail environment since COVID-19: The post-COVID retail environment continues to strain many downtowns and commercial corridors. Small businesses face higher operating costs, shifting consumer behaviors, staffing shortages, and increased competition from online retailers. These pressures make it more difficult to fill storefronts and create the consistent activity needed to energize main streets.
▪ Historic properties require significant investment: Chautauqua County’s historic building stock is a major asset, but preservation and rehabilitation require substantial time, expertise, and funding. These challenges delay redevelopment projects and bring increased costs for property owners.
▪ Economic uncertainty influencing visitation: Economic uncertainty has kept some travelers closer to home. While the county continues to attract regional visitors, some destination-based trips have softened, affecting lodging, attractions, and seasonal businesses. This creates a more competitive environment for capturing visitor spending and maintaining momentum in tourism growth.
Emerging Opportunities and 2026–2031 Priorities
The next phase of placemaking will build on recent waterfront investments and the community assets that already serve as destination drivers. Highlighting the distinct character of Chautauqua County’s commercial corridors will showcase the full range of activities, entertainment, and experiences available to both residents and visitors
Strategic Priority #1: Continue Developing Outdoor Recreation Networks and Building TrailConnected Economic Opportunities.
▪ Expand hiking, cycling, snowmobile, and all-terrain vehicle (ATV) trail systems to increase both local usage and out-of-county visitation.
▪ Strengthen physical and experiential connections between trails and nearby commercial areas, especially designated “trail towns” and natural stopping points for food, retail, and entertainment.
▪ Prioritize ongoing maintenance and stewardship to ensure trail systems remain safe, wellkept, and attractive to users.
▪ Partner with environmental and natural resource leaders on supporting the health and water quality of Chautauqua Lake and other bodies of water.
Strategic Priority #2: Revitalize Main Streets and Commercial Corridors as the Heart of Community and Economic Activity.
▪ Continue leveraging occupancy tax revenues to help communities become investmentready through façade improvements, public realm enhancements, and redevelopment planning.
▪ Strengthen linkages between commercial corridors and lakefront visitation by promoting nearby businesses to residents and visitors.
▪ Build on momentum from DRI and NY Forward projects to catalyze additional private and public investment.
▪ Use high-traffic events as opportunities to showcase community successes and elevate emerging districts.
▪ Attract public art to downtown districts through the Paint CHQ initiative.
▪ Prioritize rehabilitation of historic buildings and maximize the use of historic tax credits to support redevelopment.
▪ Support pop-ups, micro-retail, and flexible events to test new concepts and identify gaps in the market.
Strategic Priority #3: Invest in Waterfront Destination Development
▪ Build on the North County Local Waterfront Revitalization Program (LWRP) and assist in the implementation of recommended projects developed across participating communities.
▪ Promote fishing, boating, and outdoor recreation on lakes and waterways throughout the county.
▪ Grow and promote the “Chautauqua & Lake Erie, NY” brand and translate its value to communities without direct waterfront activity
▪ Continue supporting and marketing the county’s world-class attractions as key drivers of visitation and economic activity.
▪ Leverage the county’s Lake Erie shoreline to expand tourism, recreation, and potential trade-related opportunities.
▪ Continue to pursue transformative action at Dunkirk Harbor.
Strategic Priority #4: Create Investment-Ready Communities.
▪ Pursue funding for physical improvements such as complete streets, walkability enhancements, green spaces, and public realm upgrades, that help communities become investment-ready and attractive to residents and visitors.
▪ Strengthen broadband availability in locations that remain underserved and collaborate with municipalities, ISPs, and state and federal programs (including NYS ConnectALL)
▪ Build local readiness for transformative projects by fostering strong municipal leadership and working closely with communities to champion projects that improve quality of life and economic opportunity.
Placemaking Game Changer: Activate the County’s Waterfronts through Designated Destination Zones.
Chautauqua County’s waterfronts are among its most valuable assets and are central to its identity and economic vitality. A transformational opportunity exists to create designated Waterfront Activation Zones that serve as year-round community anchors and regional destinations. These zones would concentrate investment in recreation, small business growth, and placemaking to showcase ongoing improvements and drive new activity along both Lake Erie and Chautauqua Lake.
The initiative focuses on building four-season vibrancy at key waterfront nodes through amenities such as pop-up retail, waterfront dining, recreation rentals, seasonal programming, arts installations, and public space enhancements. The county can accelerate the momentum of work that is already underway by layering these waterfront activation areas to strengthen economic outcomes for nearby downtowns and businesses.
Proposed Priority Waterfront Activation Areas:
▪ Dunkirk Harbor & Lake Erie Harbor District – A high-visibility waterfront with strong potential for dining, events, recreation access, and mixed-use development.
▪ Bemus Point / Mayville / Lakewood Nodes – Activity centers that can support four-season programming, boat and recreation amenities, and enhanced public spaces.
▪ Jamestown Riverfront & Downtown–Riverwalk Integration – A critical connection between the city’s core and its natural assets, offering opportunities for recreation, events, and commercial spillover.
▪ Barcelona Harbor & Westfield Waterfront – A scenic hub well-suited for small business pop-ups, expanded visitor services, and enhanced trail and water access.
Placemaking Summary – 2025 Update
Key Initiatives
Strategic Priority #1: Continue Developing Outdoor Recreation Networks and Building Trail-Connected Economic Opportunities.
Strategic Priority #2: Revitalize Main Streets and Commercial Corridors as the Heart of Community and Economic Activity.
Strategic Priority #3: Invest in Waterfront Destination Development
Strategic Priority #4: Create Investment-Ready Communities
Game Changer: Activate the county’s Waterfronts through Designated Destination Zones
Why These Strategic Priorities
Placemaking strategies are fundamental to building a stronger economy in Chautauqua County. A vibrant community, including arts and culture, is an economic engine that attracts talent and strengthens community identity. Walkability and the physical connections between commercial corridors, waterfronts, neighborhoods, and cultural destinations make it easier for residents and visitors to move through and spend time in local communities. Main Streets remain the backbone of regional economies, and the small businesses that line them are central to creating prosperous places. Visitation is also a major pillar of Chautauqua County’s economy, and the amenities that draw visitors are the same assets that enhance quality of life for residents. Finally, waterfront activity is synonymous with the county’s identity; ensuring Lake Erie, Chautauqua Lake, and other lakes and waterways remain active, accessible, and welcoming reinforces the region’s brand while driving economic and community vitality. Together, these placemaking strategies strengthen local economies and cultivate thethriving communities essential to support all other work groups.
Impact
▪ Increased overnight stays, increased visitation
▪ Increased property values and private investment.
▪ Increased sales tax and local spending
▪ Active commercial corridors that spur small business activity and entrepreneurship
▪ Reducing vacant storefronts.
▪ Setting the physical environment up to be investment-ready for market opportunities.
Measuring Progress
Macroeconomic Indicators
Monitoring a set of countywide economic indicators over time will help gauge the collective impact of the Partnership and its partners. While the Partnership does not directly control these macroeconomic conditions, trends in these indicators provide important context for understanding how local strategies and investments are influencing the broader economy.
In addition to tracking these high-level measures, the Partnership can continue to highlight specific projects, local data, and measurable outcomes through its annual impact report to demonstrate progress and celebrate successes. Where possible, comparisons to the Western New York region and New York State should be included to provide meaningful benchmarks. These indicators can be reported to the Advisory Board on an annual basis, aligning with the timing of data availability.
Countywide Indicators to Track:
▪ Median household income
o Source: American Community Survey, table S1903
▪ Poverty rate
o Source: American Community Survey, table S1701
▪ Population change
o Source: American Community Survey, table S0101
▪ Labor force participation (LFP)
o Source: American Community Survey, table S2301
▪ Unemployment rate
o Source: Bureau of Labor Statistics
Work Group Indicators
In addition to tracking economy-wide indicators, the Partnership can monitor a set of locally focused outputs for each Work Group to better quantify progress over the life of the strategy. These indicators reflect measures that have been tracked historically and can continue to be monitored, or refined slightly, under the updated framework. They provide a practical way to assess whether individual work groups are advancing priority initiatives and achieving tangible results. These metrics are well-suited for inclusion in annual impact reports and for regular checkins with the Advisory Board and Work Groups to support accountability and course correction in policy as needed.
Business Development
▪ Number of businesses assisted through BRE, entrepreneurship, or financing programs
▪ Private investment leveraged by Partnership-supported projects (annual $)
Workforce
▪ Number of participants placed into in-demand occupation training or employment pathways
▪ Employer participation in workforce partnerships (roundtables, work-based learning, LIVE CHQ, etc.)
Housing
▪ Number of housing units permitted or completed (by type: rehab, infill, new construction).
▪ Number of blighted or vacant properties returned to productive use
Infrastructure
▪ Number of priority infrastructure projects advanced to key milestones (e.g., design completion, funding secured, construction started).
▪ Number of sites/parcels unlocked or enhanced by infrastructure investment
Placemaking
▪ Commercial vacancy rate in targeted downtowns or corridors
▪ Growth in total property tax base in 3 targeted downtowns and/or the increase in assessed value of commercial and mixed-use properties in targeted downtown areas (actual indicator will depend on publicly available data from the assessor’s office).