The author created this survey and associated report for At Home Care, Inc. to gather employee opinions. The CECD mailed a confidential survey to all employees in order to assess issues discussed at an administrative forum. The process assessed employee opinions of management, the organization, areas of support, and employee commitment.

The author generated this survey and report for the Catskill Area Hospice and Palliative Care, Inc. to gather information on employee perception of various aspects of the organization. The survey was available online and on paper to test opinions previously gathered from small groups of employees.

The author created this survey and associated report to complement the Town of Hartwick, NY comprehensive planning project. The goal was to acquire a random sample of opinions from town residents on Quality of Life, Housing, Property Use, Town Services and other areas impacted by municipal government. The results show that respondents would rather the town population stay the same size or slightly increase. Preferred housing was single-family detached homes. In special housing, respondents preferred that families with children, middle-income, or seniors (65+) benefit. They also believed that only sometimes should others, including neighbors, have a say in their own property use. However, respondents opined that protection of agriculture and open space is important, and the town should have stronger code enforcement for town laws and quality of housing. Similarly, regulations to control development and land use were listed as top near-term issues, as well as housing availability and taxes. For quality of life, respondents agreed that volunteer emergency services (fire/EMS) are important to have and sustain. Economically, they favored government incentives to benefit small businesses, quality housing, mobile phone service, and sustainable design features.

The author reviews supporting documents, agendas and survey results from the administrators and cooperating service advisors of an adult drug treatment court for members of the court’s planning team.  The summary states that the court team is working well together and communicating effectively with few outstanding issues, but the author warns against complacency while anticipating an increased caseload.  Ultimately, the report features recommended action steps to address teamwork areas, goals and objectives needing improvement.

The authors detail the results of a non-sample, census survey of all graduates to date from the Otsego County Adult Drug Treatment Court.  The questionnaire sought reflections by graduates of this program on their experiences and subsequent post-program behaviors.  The updated edition reports data gathered since publishing the original study and corrects statements made previously based on data suspected as faulty.  The update finds continued positive responses about the program, and recommends changes to the benefit future program participants and future survey implementation.

The author developed and administered a non-sample, census survey according to items requested by hospital administrators to assess employee opinions at an upstate New York hospital facility.  Respondents were generally positive with few differences observed between full- and part-time employees.  Appendices include transcribed responses to open-ended questions, grouped by subject categories, which elicited constructive criticism about the hospital.

The author details the results of a preliminary survey of all graduates to date from the Otsego County Adult Drug Treatment Court.  The questionnaire sought to provide graduates who completed this specialized alternative adjudication program with the opportunity to reflect on their experiences and to explain how the benefited of failed to benefit from the program.  In general, the report shows evaluation of the program as positive and includes several recommendations for consideration by court officials.  The report underwent a subsequent update and revision as referenced below.

The authors present the results from their review of meeting minutes and other documentation, along with a survey of participating members, of a non-profit coalition dedicated to youth development in Otsego County.  The report features a detailed history of the coalition’s development, structure and funding since 1998.  Substantial sections analyze the coalition steering committee, policy board, executive committee, action teams and general partners.  Finally, the authors offer conclusions based on their findings and recommend changes to enhance the coalition.

The publication represents the second phase of a project for TCA Vision 21, Inc. to develop comprehensive plans for the villages and towns of Bainbridge, Sidney and Unadilla, NY (see individual community-level reports below).  The individual plans reveal that these communities share a number of present challenges and future opportunities.  The regional plan includes strategies and goals in the areas of economic development, community development and government revitalization.  The outcomes seek to enhance the regional as a place to live and work, create conditions conducive to economic growth and prosperity for business, and promote inter-municipal collaboration.  The publication includes an assessment of regional issues and assets, a demographic portrait, a review of regional economic development strategies by municipality, a summary of regional needs, an attitudinal portrait of residents, an implementation plan for regional strategies, and a proposed means of evaluation.

Researchers at the SUNY College at Oneonta CECD prepared this plan for the Chenango County Non-Profit Roundtable, an alliance of non-profit organizations in that rural New York region. A total of 15 CNR members provided budgetary information via a survey questionnaire about their respective operations, mostly from fiscal year 2001.  Thus, the survey gives a “snapshot” of the significant economic impact of these organizations and is not representative of the entire nonprofit sector in Chenango County.  Organizational spending from those surveyed has a total economic impact of $29.5 million on Chenango County.  The calculated output multiplier for nonprofits in the county is 1.4, meaning the total value added to the local economy that results from the operation of these organizations and its effect on the overall economy.  The higher the multiplier, the greater the impact observed.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the Town of Bainbridge Comprehensive Action Plan will have any adverse effect on the municipal region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Bainbridge Town Board.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the Town of Unadilla Comprehensive Action Plan will have any adverse effect on the region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Unadilla Town Board.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the Village of Sidney Comprehensive Action Plan will have any adverse effect on the municipal region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Village of Sidney Board of Trustees.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the Village of Bainbridge Comprehensive Action Plan will have any adverse effect on the municipal region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Village of Bainbridge Board of Trustees.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the Town of Sidney Comprehensive Action Plan will have any adverse effect on the municipal region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Sidney Town Board.

The statement authors use a New York State-approved environmental assessment process to determine that none of the strategies or activities recommended in the 1994 Village of Unadilla Comprehensive Action Plan will have any adverse effect on the municipal region.  The authors briefly review the location, natural features, demographics, land use, and infrastructure.  They conclude this because the plan is not a binding legal document and activities will not significantly alter the existing landscape, land uses or demographics.  Lead agency in making this determination was the Village of Unadilla Board of Trustees.

The authors examine 2000 United States census data to develop a profile of the Village of Unadilla, NY.  They then discuss the strengths and challenges for the community.  In the past two decades, the village experienced successive population decline (and housing vacancy rate increasing) especially among youth (34 and under) and older persons (65+).  Also declining was employment in nearly all industry sectors, except for recent rises in services as well as production/transportation/material moving.  The median household income saw positive growth and remains higher than levels in the Town of Unadilla and Otsego County.  Village residents are older, on average, than people in the surrounding region as well, but may soon approach retirement and risk a decline in median income and further declines in population given an aging housing stock.

Prepared for the Town of Unadilla, the report builds on the authors’ previous studies of the town (see below) with assessments of local history, demographics, government services, educational resources, recreation, housing, community services and facilities, agriculture, economic development resource, utilities, telecommunications, transportation, land use, and Main Street merchants.  It further provides an action plan to enhance economic development and quality of life goals for the town.  The objectives for the town are to cultivate and revitalize a sense of community spirit; provide and enhance recreational opportunities; encourage small business development; remain committed to efficient and cost-effective delivery of quality government services; maintain safe and healthy living conditions while expanding housing options; and plan for the orderly, suitable development of land.  The plan also contains several strategies and specific projects toward achieving this vision.

The authors created this survey and associated report as a component of the TCA Vision 21 comprehensive planning project.  The survey acquired the opinion of a random sample of Town of Unadilla, NY property owners and renters on such topics as community services, quality of life, health care, economic development, information sources and other aspects of life in the municipality.  The results show residents’ desire to expand the town population, while protecting the land and residential areas from business development.  Most residents agree that the town has a reasonable cost of living, but persist in their want for better paying jobs while keeping the tax burden low.  Few respondents are willing to pay for infrastructure improvements necessary to attract new businesses.  Authors report town resident opinion as split on the issue of government regulation of private property, but most agree that agricultural land should be protected.  Most respondents show concern about future growth of mobile homes, but are divided about their proper placement.  The report shows a vast majority of respondents are positive about their quality of life and safety, especially due to municipal services, and have a good sense of community spirit and cohesion despite a low ranking of community recreation activities and the school system.  Most citizens had positive responses about their municipal government, although residents ranked the town clerk and other services higher than “town government.”

The authors survey Village of Unadilla merchants on their experiences of conducting business and opinions as to improving business conditions in the immediate area.  Topics include business operations, municipal services, community events, marketing practices, and factors shaping the future business climate.  Most merchants were in business six years or longer with a balance of stores favoring diner-style eating establishments.  All were satisfied with their locations and general appearance of the Main Street area, but were divided about store signs and their level of impact given existing signage regulations.  Store hours were slightly askew from consumer traffic patterns and although parking adequate, future changes may be necessary for the convenience of an aging local population.  Most customers were middle-aged or older with a small percentage of summer tourists and a minimal impact reported from Wal-mart, a wholesale regional retailer.  Responses pointed to a vague commitment by village government and the local chamber of commerce in economic development.  Surveys and other observations showed signage from major roadways to be inadequate or even inaccurate.  Special events have mixed impact on downtown business, ranging from a popular community-wide sale to minimal impact from a springtime waterfront sporting event.  Merchants showed concern about their future, but results were ambiguous as to how they planned for future changes.

Prepared for the Town of Sidney, the report builds on the authors’ previous studies of the town (see below) with assessments of local history, demographics, government services, educational resources, recreation, housing, community services and facilities, agriculture, economic development resource, utilities, telecommunications, transportation, land use, and Main Street merchants.  It further provides an action plan to enhance economic development and quality of life goals for the village.  The objectives for the town are to cultivate and revitalize a sense of community pride; attract new residents and enhance recreational opportunities; encourage light manufacturing business development and invest in infrastructure; remain committed to efficient and cost-effective delivery of quality government services as well as improved communications with the public; maintain safe and healthy living conditions through increased code enforcement; encourage construction of new housing for seniors and upper income groups; and conduct orderly development along the patterns of existing uses.  The plan also contains several strategies and specific projects toward achieving this vision.

The author reviews supporting documents and survey results from the administrators and cooperating service advisors of an adult drug treatment court for members of the court’s planning team.  Ultimately, the author recommends action steps to address teamwork areas, goals and objectives needing improvement.

The authors created this survey and associated report as a component of the TCA Vision 21 comprehensive planning project.  The survey acquired the opinion of a random sample of Village of Sidney, NY property owners and renters on such topics as community services, quality of life, health care, economic development, information sources and other aspects of life in the municipality.  The results show residents’ desire to recruit new, large businesses – potentially overlooking the benefits of diversifying the historically large-scale business climate – with better-paying jobs and expand the village population in this area seen by a strong majority as having a reasonable cost of living.  Resident opinions of housing acknowledge a declining quality of housing stock with poor code enforcement, despite favorable views toward having such codes, and a desire to improve the appearance and availability of housing.  Respondents have a favorable view of the quality of life in the village, reflected in high value placed on responsive government officials, municipal protection services and reasonable taxes.

Prepared for the Village of Sidney, the report builds on the authors’ previous studies of the village (see below) with assessments of local history, demographics, government services, educational resources, recreation, housing, community services and facilities, agriculture, economic development resource, utilities, telecommunications, transportation, land use, and Main Street merchants.  It further provides an action plan to enhance economic development and quality of life goals for the village.  The objectives for the village are to cultivate and revitalize a sense of community spirit; provide and enhance recreational opportunities; encourage business development and invest in infrastructure; remain committed to efficient and cost-effective delivery of quality government services; maintain safe and healthy living conditions through increased code enforcement; and promote long-term, non-residential economic growth.  The plan also contains several strategies and specific projects toward achieving this vision.

The author reports the results and subsequent action plan from a strategic planning retreat undertaken by the Oneonta Community Christian School Board of Directors and facilitated by the author.  The process examines strengths, weaknesses and priorities in the following six areas of school operations: Board of Directors, administration, academic curriculum, programs and policies, enrollment management, fundraising and community relations, and physical plant.  Based on the Board’s assessment, the plan includes goals and objectives as well as parties responsible for implantation, a time frame for completion and methods of evaluation.

The authors survey Village of Sidney merchants on their experiences of conducting business and opinions as to improving business conditions in the immediate area.  Topics include business operations, municipal services, community events, marketing practices, and factors shaping the future business climate.  Merchants were in business an average of nearly 28 years with professional service operations dominating a general lack of retail space and an inappropriate location of the post office.  The proportion of businesses both commercially leased and merchant owned that need major rehabilitation is problematic for Main Street. This situation, combined with a lack of enforcement of village building codes, has resulted in a severe decline in the appearance and maintenance of Main Street area properties.  This is despite an assessment done 20 years prior that detailed many of the same concerns.  Still, all were satisfied with their locations and general appearance of the Main Street area.  Store hours were slightly askew from consumer traffic patterns and parking was a concern for most merchants.  Most customers were middle-aged or older village residents with a small percentage of summer tourists.  Responses pointed to positive views of public services, except those associated with aesthetics, but a weak commitment by village government in economic development.  Surveys and other observations showed signage from major roadways to be inadequate or even inaccurate.  Special events currently have a negative impact on downtown business.  Merchants showed concern about their future and a majority noted plans for expansion.

The authors created this survey and associated report as a component of the TCA Vision 21 comprehensive planning project.  The survey acquired the opinion of a random sample of Town of Sidney, NY property owners and renters on such topics as community services, quality of life, health care, economic development, information sources and other aspects of life in the municipality.  The results show residents’ desire to expand the town population, while protecting the land and residential areas from business development.  Most residents agree that the town has a reasonable cost of living, but persist in their want for better paying jobs while keeping the tax burden low.  Very few respondents are willing to pay for infrastructure improvements necessary to attract new businesses, preferring that the Village of Sidney be a focus of such business development.  Authors report town resident opinion as split on the issue of government regulation of private property, but most agree that agricultural land should be protected.  The report shows a vast majority are positive about their quality of life and safety, especially due to municipal services, but a sense of community spirit and cohesion is somewhat lacking.  Most citizens had positive responses about their municipal government.

Prepared for the Town of Bainbridge, the report builds on the authors’ previous studies of the town (see below) with assessments of local history, demographics, government services, educational resources, recreation, housing, community services and facilities, agriculture, economic development resource, utilities, telecommunications, transportation, land use, and Main Street merchants.  It further provides an action plan to enhance economic development and quality of life goals for the town as well as an independent consultant’s proposal to create a local revolving loan fund.  The objectives for the town are to cultivate and revitalize a sense of community spirit; maintain its excellent outdoor recreational sites and expand other community opportunities; encourage agricultural and small business development; remain committed to efficient and cost-effective delivery of quality government services as well as collaboration with the Village of Bainbridge; maintain safe and healthy living conditions and encourage new housing construction and home-based business creation; and conduct orderly development along the patterns of existing uses.  The plan also contains several strategies and specific projects toward achieving this vision.

Prepared for the Village of Bainbridge, the report builds on the authors’ previous studies of the village (see below) with assessments of local history, demographics, government services, educational resources, recreation, housing, community services and facilities, agriculture, economic development resource, utilities, telecommunications, transportation, land use, and Main Street merchants.  It further provides an action plan to enhance economic development and quality of life goals for the village as well as an independent consultant’s proposal to create a local revolving loan fund.  The objectives for the village are to revitalize a sense of community spirit; maintain its excellent outdoor recreational sites and expand other community opportunities; encourage small business development on Main Street; remain committed to efficient and cost-effective delivery of quality government services as well as collaboration with the Town of Bainbridge; maintain safe and healthy living conditions, rehabilitate residences that complement existing architectural styles; encourage new senior housing construction; and conduct orderly development consistent with historic trends where industry does not encroach upon residences.  The plan also contains several strategies and specific projects toward achieving this vision.

The authors created this survey and associated report as a component of the TCA Vision 21 comprehensive planning project.  The survey acquired the opinion of a random sample of Village of Bainbridge, NY property owners and renters on such topics as community services, quality of life, health care, economic development, information sources and other aspects of life in the municipality.  The results show residents’ desire to expand the village population in this area that is viewed by a strong majority as having a reasonable cost of living.  This complements a want to recruit new, small businesses with better-paying jobs.  Resident opinions of housing acknowledge an aging, yet historic, housing stock and residents hold favorable views toward having strong code enforcement.  Respondents have a favorable view of the quality of life in the village, reflected in high value placed on responsive government officials, municipal protection services and reasonable taxes.

The authors created this survey and associated report as a component of the TCA Vision 21 comprehensive planning project.  The survey acquired the opinion of a random sample of Town of Bainbridge, NY property owners and renters on such topics as community services, quality of life, health care, economic development, information sources and other aspects of life in the municipality.  The results show residents’ desire to expand the town population, while protecting the land and residential areas from business development.  Most residents agree that the town has a reasonable cost of living, but persist in their want for better paying jobs while keeping the tax burden low.  Very few respondents are willing to pay for infrastructure improvements necessary to attract new businesses.  Authors report town resident opinion as split on the issue of government regulation of private property, but most agree that agricultural land should be protected.  The report shows a vast majority are positive about their quality of life and safety, especially due to municipal services, but a sense of community spirit and cohesion is somewhat lacking.  Most citizens had positive responses about their municipal government and officials.

The authors survey Bainbridge merchants on their experiences of conducting business and opinions as to improving business conditions in the immediate area.  Topics include business operations, municipal services, community events, marketing practices, and factors shaping the future business climate.  Merchants were in business an average of more than 16 years with most operators owning their store locations.  However, most were not satisfied with the general appearance of the Main Street area and planned positive changes soon.  Store hours were slightly askew from consumer traffic patterns and parking was rarely a concern for customers.  Most customers were middle-aged or older village residents with most merchants claiming a percentage of sales from summer tourists.  Responses pointed to positive views of public services, except those associated with aesthetics, but a weak commitment by village government in economic development.  Surveys and other observations showed signage from major roadways to be inadequate or mundane.  Special events have some impact on downtown business, with positive results from community-wide sales events.  Merchants showed concern about their future and a majority noted plans and ideas for expansion or enhancement.

The author reports on findings from a survey sent by the SUNY Oneonta Division of College Advancement to a sample of its college alumni to learn their perceptions and assessment of the college’s alumni programs, activities and services.  The study analyzes respondent demographics, giving, college pride, contact with the college, online contact with the college, and opinions of alumni program opportunities and college publications.  The report also breaks out alumni responses based on graduation year and donor status, where appropriate.

The author reports on focus groups conducted for the Otsego County Chamber regarding post-graduation plans of high school students from Otsego and Delaware counties.  Questions explored the intensions and opinions of students regarding post-high school plans, location of future residence, awareness of local job opportunities, assessment of how well high school prepares one for the future, and feasibility of achieving one’s life-long goals in Otsego County.  Nearly all student participants intended to attend college, with most wanting to pursue life in urban or suburban communities where they perceived better career opportunities and cultural experiences than in their hometowns.  Still, students reported appreciation for their home region’s quality of life, including good educational programs but with a current dearth of course offerings and athletic programs.

This report is a follow-up report to a survey of Downtown Oneonta merchants conducted in 1992.  As a result of changes inherent to business, a comparison of the surveys provides the reader with a general “snapshot” of general merchant perceptions in two time periods, rather than a comparison of the same merchants.  The 2000 survey included questions about doing business in the downtown area, assessing municipal and private sector services, merchant perspectives on marketing, and factors shaping the future of downtown.  Since 1992, an enormous amount of work has occurred to help insure that downtown remains viable.  However, despite these efforts many issues continue to plague the area including strengthening downtown management, enhancing image and appearance, strengthening retail operations, and improving parking access.  Recommendations from the 1992 survey are still relevant such as ways to improve downtown’s competitive capacity, appearance, retail operations, and parking.

The author gathered opinions for a county-wide non-profit organization at two facilitated forums in Cooperstown and Oneonta, NY on public perceptions of poverty, job improvement and income, meeting basic needs, and providing decent, safe and affordable housing.  Participants agreed that employment does not redefine or eliminate poverty and cited major demographic categories of poor.  Employment in the region is hindered by communities’ reluctance toward expansion, often requires unskilled labor and is geographically isolated away from affordable housing and limited daycare options.  Housing for the poor is often substandard, ineligible for government subsidies and located far from needed public services, especially transportation.

The authors examine the economic benefits provided to the greater Oneonta area by the SUNY College at Oneonta and its affiliated operations in the form of estimated expenditure and employment impacts for fiscal year 1997-1998.  The report shows direct college employment of 1,209 people and indirect job creation of 442 additional jobs using an employment multiplier.  The institution directly expends more than $56 million into the greater Oneonta area, with a multiplier total of nearly $83 million.  A random sample survey found that the institution’s students spend approximately $20 million annually on goods and services in the area, with differences noted between on- and off-campus students.  In concluding, the authors note that any rise or decline in institutional spending may have significant economic and employment effects in the immediate region.

Staff at the SUNY College at Oneonta CECD and Grants Development Office studies the potential of achieving an integrated planning process between the Delaware County Department of Social Services New York State-mandated Consolidated Services Plan and the NYS Division for Youth county comprehensive planning requirements.  The study includes and examination of previous plans, development of an integrated future planning process, identification of impediments to the implementation of an integrated process, and suggested strategies to overcome these barriers.  The major conclusion is that integration of planning depends greatly on the quality and scope of a needs assessment targeting client groups in both systems.

This study for the Village of Delhi Board of Trustees examines the fiscal implications of a village dissolution action, particularly in regard to projected taxation.  Researchers tested village residents’ informal hypothesis that they have a disproportionately higher tax burden when compared to their neighbors in the town – who often benefit from village businesses and services – especially in light of a stagnant economy, a high proportion of tax-exempt properties, and a declining population in the village.  A comparison of the current village and town tax rates shows that the village rate is $9.90 per $1,000 of taxable value, or 218%, higher than the town rate.  If the village dissolved, the former village residents would pay general town taxes and additional special district taxes, but realize a 44.6% savings on average tax bills.  Town residents’ taxes would increase 57.2%, but town residents would still pay 77 cents per $1,000 of taxable value less in taxes than their village neighbors and not be subject to village sewer and water bills.  Authors also suggest options for consolidating municipal services should the village dissolve.

The authors developed and administered a survey July-August 1997 that serves as the basis for this report and provides a benchmark to assess future changes in area tourism.  The survey assesses the views of tourism industry operators in Otsego County regarding issues, including economic conditions, government impact, transportation, and intra-industry cooperation.  Respondents generally viewed the 1996 tourism season as unsatisfactory, but predicted improvements in 1997 and a fifth planned expanded operations in 1998.  A third of operators reported that government regulations pose a serious challenge to operations, and little more than half recognized Otsego County as “tourist friendly.”  A third of respondents cited difficulty finding employees, with half of these having a major problem finding qualified staff.  Nearly half of operators felt the level of cooperation among tourist-related organizations was “fair” or “poor.”  However, two-thirds would like to see increased cooperation.

Researchers use data from a May 1997 cluster sample survey of Town of Oneonta residents to draw tentative conclusions about some of the vital issues of interest to the town’s comprehensive planning committee.  The report details from the survey on demographic data, employment status and job location, growth and development opinions, public services and amenities, and traffic issues. While there is not a clear majority demanding growth in all sectors, residential, industrial and commercial development has its supporters.  Town residents are generally satisfied with the way things are now, with responses to many questions divided evenly across the opinion spectrum.

Authors review the results of a study conducted with the Greater Oneonta Task Force of the possibilities for greater inter-municipal cooperation between the city and town of Oneonta.  The task force finds that the city and town provide similar functions and services, but only a modest degree of inter-municipal cooperation at the operational level, especially in the realm of parks and recreation.  With the separation and minimal casual communications between officials, other than in long-term service contracts, there exists a significant duplication of services and/or personnel in the areas of general administration, public works and public safety.  While aide from outside sources (e.g. federal and state coffers) decreased in years recent to this report, both municipalities in that time realized increased sales tax collections and either stagnant or declining property tax revenues proportional to their respective budgets.  The task force report concludes by recommending a joint commission be formed to study the possibility of consolidation.

The authors, researchers at the SUNY College at Oneonta CECD, identified primary and secondary trade areas for Downtown Oneonta and conducted a marketing survey of resident consumers in the Oneonta, NY area in January 1995 for the Future for Oneonta Foundation, Inc.  Surveys examined consumer behavior with regard to Downtown Oneonta (ie. Main Street area, City of Oneonta) including consumer shopping patterns, reasons for shopping downtown, evaluating the downtown shopping experience, differences between frequent and infrequent shoppers, and media sources used by consumers.  At the time, Downtown Oneonta ranked second to Southside Oneonta (Town of Oneonta) for frequency of shopping visits, but was not highly visited by frequent shoppers.  Although favoring services located Downtown in their shopping experience, consumers reported the selection of Downtown Oneonta goods as limited.  Significant attitude differences exist between respondents who shop downtown frequently versus those who shop infrequently with regard to cost and quality of goods, cleanliness of streets, parking convenience, and special events.  Primary news media sources listed most frequently were from, in order, Oneonta, Cooperstown, Binghamton, Utica and Albany.

The authors, researchers at the SUNY College at Oneonta CECD, prepared this plan for the Future for Oneonta Foundation, Inc. in response to specific goals and objectives from the Strategic Plan for Downtown Oneonta (1994).  The publication includes a trade market analysis of four customer target groups – trade area residents, resident and commuter college students, tourists and downtown workers.  The plan suggests a focus for the trade area on recruiting retail categories of apparel and accessories, miscellaneous retail, food stores, eating and drinking, and home furnishings.  Authors propose downtown Oneonta as a service-support location for the tourism industry by enhancing the physical appearance of downtown and altering storefronts to tourists’ tastes, promoting downtown through partnerships with area economic development agencies, and attracting other retailers traditionally associated with tourism (e.g. outlet stores).

The authors, researchers from the SUNY College at Oneonta CECD and Hartwick College, facilitated meetings of the Downtown Oneonta (NY) Improvement Taskforce and prepared goals to provide a vision for the future of downtown (Main Street and nearby business areas) and specific strategies to achieve this concept.  Goals seek to improve the quality of downtown infrastructure, improve downtown image and first impressions, support the needs of businesses and promote economic growth downtown, establish a downtown management of operations system, and plan for the future.

The author created a report based on surveys administered by a coalition of education and training providers representing Chenango, Delaware and Otsego counties to learn how employers train their workers and their most pressing training needs.  The report shows that most employers provide some form of training to their employees – mostly traditional instruction – and most use in-house staff and consultants.  However, those training forms most used are not seen as most effective.  On-the-job, technical and product-based training were cited as most beneficial, especially those which improve productivity, while the most needed training program was on worker attitudes.  Suggestions for future efforts focused on improving communications and coordination between employers’ needs for both pre- and post-employment training and training providers’ services.