Report Page 4

Exchange Report cont....

Organization and Funding

Community Involvement and Unity

The discussions initiated by Vision have demonstrated that many of the issues discussed in this report are well understood, and a number of the Exchange team's observations and recommendations have been made in earlier studies. The following section addresses the critical need to move forward with implementation.

This section is divided into three areas - Organization and Funding, Community Involvement and Unity and Government Efficiency.

Organization and Funding [Top]

Observations

During the last 20 years there have been several studies concerning the Town of Highlands, notably the Revitalization of Main Street in Highland Falls (1977) and the Revitalization 2000 Update (1994). Many local residents acknowledged that the recommendations of those studies are valid and should be implemented. However, few proposals have come to fruition apparently because of a lack of capacity within the community.

In recent years, two organizations have been established to revitalize the community - The Community Development Council (CDC) and Community Help, Action and Improvement Now (CHAIN). Both are not-for-profit tax-exempt organizations but currently have limited activity. Vision, also seeking to be a qualified non-profit, has now been established to continue this work and facilitate the Countryside Exchange. In addition, the Town and Village boards have been and continue to be active in developing projects on their own initiative. It is difficult to establish one vision and clear responsibility for a program of implementation with so many groups working on community revitalization.

An active chamber of commerce or business association with a paid executive is often cited as an essential component of a healthy retail community. The team heard frequent references to the previous existence of a local business association. There seems to be a need and desire to reinstate some type of business group that brings business owners together to discuss relevant issues, conduct joint activities and act as a voice for the business community. Currently, there is no such voice that gives the business community a strong presence in local affairs.

West Point Military Academy is the single most significant presence in the community.

West Point has a strong interest in the appearance and economic health of the local community. A healthy community is better able to serve the interests of West Point's cadets, staff and visitors. As the front door to the USMA facility, an attractive village complements the image West Point is presenting to its visitors. Likewise, if the community is to capitalize on the economic opportunity created by West Point, it needs to embrace West Point as part of its own and develop a close working relationship with the facility as recommended above.

For historical reasons, past relations between the community and the Academy have been poor. Fortunately, recent efforts by community leaders and West Point officials, through the Community Relations Council, have resulted in improved relations. Local elected officials, West Point officials and members of the public frequently acknowledged this during the Exchange team's visit.

The team heard concerns from the local business community about proposed changes in service contractors to West Point. However, it became apparent that the local community was not aware of the efforts at West Point to attempt to delay the impact on the local community resulting from the federal directive to change contractors.

The actions proposed in this report will require funding from a wide range of sources, including federal, state, local tax revenue and private funds. It would be helpful if there were also a local source of funding to initiate projects.

The Hudson River Valley Greenway offers an excellent opportunity for the town to be promoted within the context of the Hudson Valley and to increase the potential for funding and technical assistance. The Village board has signed on as a Greenway community, but the Town has not.

In addition to being ideally located for tapping into the tourist market, the community's location also improves its competitiveness for several funding opportunities. These include the: New York State Environmental Protection/Bond Act (historic preservation, park development, acquisitions); Rural New York Program (planning for Main Street Revitalization and Historic Preservation); Hudson River Estuary Management Program (planning and interpretation); Hudson Valley Greenway Conservancy (planning and implementation); Hudson River Improvement Fund and the Transportation Enhancements Program (numerous categories, next round is 2001).

Recommendations

Establish one not-for-profit tax-exempt 501(c)(3) organization responsible for community and economic development in the town. It should have a democratic structure that allows involvement of the full range of community interests within the framework of an overall action plan. Both municipalities and all special interest groups should be represented with equal status on a managing board with implementation responsibility for the action plan.

To alleviate the pressure on volunteer community members, appoint or hire an experienced individual to implement the action plan under the direction of the board. This person will need to have access to appropriate administrative resources.

The board and its staff should take advantage of training offered by the Glynwood Center. Of particular relevance would be leadership skills and fundraising.

Establish a Town of Highlands Business Association to act as a voice for business interests. This organization could identify individuals to represent business on local boards or committees. It could be an independent organization or act under the auspices of the organization discussed above.

The new business organization should serve as a local point of contact for the Orange County Chamber of Commerce and the Orange County Tourism Department. These organizations could be asked to develop a training program that addresses such issues as business planning, hospitality, marketing and cooperative packaging. Strategies that help to retain and grow the community's existing business base are generally more fruitful than efforts to recruit new business. In fact, the existence of a healthy business community lays the groundwork for successful recruitment of new businesses.

Maintain the Community Relations Council as a permanent forum for discussing shared concerns and for keeping lines of communication open between the town and West Point. A system of formal membership could ensure that this forum is representative of business and community interests, as well as those of local elected officials and West Point.

The Community Relations Council should explore ways that the town and West Point can work together on meeting infrastructure needs - water, sewer, gas and telecommunications. It could provide "heads-up" information on major events or public works projects that might affect traffic flow, or federal policy changes affecting employment or purchasing. Working closely with the business community, the Community Relations Council could also facilitate workshops on federal procurement policies, thereby providing local businesses with information on how to submit competitive proposals and bids.

Give consideration to the establishment of a Community Grants Fund for the town. This would be formed through contributions from private individuals, businesses and corporations and could be a useful source of funding for smaller scale community projects.

The Town board should become a Hudson Valley Greenway Community to avail itself of funding opportunities and assistance. Community leaders should meet with Greenway representatives to discuss this report. Seek their guidance in identifying projects where they can provide assistance and target likely funding sources. Along these same lines, the NYS Preservation League and the State Historic Preservation Office may be able to assist in planning historic preservation and interpretation projects.

Community Involvement and Unity [Top]

Observations

It was obvious to the Exchange team that the study area benefits from a close-knit community. It is easy to understand why it was dubbed "Hometown USA." Working with the Glynwood Center to prepare for the team's visit seems to have further united the community. The presence of the team has created a buzz in the town, and the excellent attendance at Exchange Week events, often by those with limited community involvement in the past, shows how committed local residents are to making a difference in their community.

It is clear from the comments of residents that communication of information and ideas between groups is good in parts and patchy elsewhere. The Countryside Exchange has been a catalyst for improving communication and during events the team heard many local people say "I didn't know that."

Successful communities have involved, informed and active citizens. However, most communities, including the Town of Highlands, need to further develop this trait if they are to realize their full potential. Elected officials must develop a comfort level in sharing information with the public and acknowledging legitimate questions so that the public feels respected and involved. This is not easy and often requires training in public outreach skills. The general public also must remember that they have the right to be heard and a responsibility to understand the issues they are voting on.

During the Exchange week many local people cited the problem of youth hanging out on the wall in Main Street, particularly during the summer months. They feel this is intimidating for residents and tourists and detrimental to the successful promotion of the town as a tourist destination. They report that these young people use abusive language and that there is a drug problem in the town. It seems that they prefer to "hang out" with their friends instead of participating in organized activities.

The schools provide a considerable number of opportunities for recreation and community activities. In addition, the school board has indicated that school facilities will be improved as a result of the refurbishment of the school premises on Mountain Avenue. When this is completed, the school board will be looking to provide a wider range of activities and facilities both for young people and the community as a whole.

This year the town joined the Rockland County Police Athletic League (PAL) which provides sports program for children after school. This will provide additional recreational opportunities for young people in the town.

Recommendations

Publish the agendas of town and village board meetings in the local paper.

If the local paper is willing, the two boards may also wish to consider publishing the unofficial minutes of their meetings.

Elected officials, members of Vision and other community leaders should take advantage of the leadership training that will be offered by the Glynwood Center as part of the follow-up to Exchange Week.

Vision should submit updates of their activities to a regular slot in the local newspaper or produce a quarterly community newsletter that would be delivered to every household and accessible at public places such as the library. A typical edition would include updates from local organizations and municipal authorities, progress in implementing Vision objectives, special features and notification of public meetings and events. Local businesses could be encouraged to take advertising space to cover the cost.

When the full Exchange team report is released, one section of the report should be published in the newspaper each week in order to reach as much of the public as possible. The local newspaper should benefit from the increased readership.

Form a youth task force with representatives from law enforcement, the county youth bureau and other officials or members of the public as deemed appropriate. This task force could investigate innovative programs that have been implemented successfully in other communities. As a starting point, consider a pilot youth project for an initial period of six months during the spring and summer of 2000. A qualified youth worker could talk with the young people who hang out at the wall and identify their issues and problems. This person could then encourage the young people to access activities and programs already offered, including those dealing with substance misuse, as well as inviting them to develop and manage new projects that meet their needs.

Work with the Orange County Youth Bureau to explore paid community service opportunities for young people with the New York State Division for Youth Program.

It would be helpful if police officers were deployed on foot to take an interest in, and where necessary, take action against young people causing trouble.

Government Efficiency [Top]

Observations

Three consolidation studies, completed in 1973, 1994, and 1995, have each recommended the consolidation of Town and Village government. Throughout the team's visit, residents frequently expressed their support for consolidation and frustration that it has not progressed further. They feel that having both Town and Village services duplicates effort and wastes money. In addition, having two elected boards creates confusion and adds to bureaucracy.

Government consolidation is a very complex process, which may be the roadblock that has prevented full consolidation. It is to the credit of elected officials that they have investigated this issue so thoroughly and have already consolidated many services concerning sanitation, recreation, zoning, town court, schools and police dispatch.

The Town and Village boards have a good working relationship and share many issues and concerns.

Recommendations

The Town of Highlands and Village of Highland Falls should initiate meetings on a monthly basis to discuss common issues and update each other on their respective activities. This has been done in other communities with good results. Regular face-to-face meetings involving all board members will encourage pro-active communication and more effective working relationships. Symbolically, it will also contribute to an overall atmosphere of cooperation.

At the same time, the Town and Village boards should request assistance from the Office of the State Comptroller (OSC) in moving toward consolidation. In the long-term, consolidation will create cost efficiency, allow the community to face issues as one government and perhaps free up space for either commercial storefronts or other public uses, such as a seniors' center.

OSC has assisted other communities with consolidation and can provide step-by-step guidance through the process. The two municipalities should take the following steps:

Agree to further investigate full consolidation.
Contact OSC directly, or through their state assemblywoman or senator.
Share copies of the previous consolidation studies with their OSC contact.
Set up a meeting with OSC staff to initiate the study process. Data from the previous studies will need to be updated.
Keep the public informed! Publicize findings through public meetings and news releases in the local paper.

The previous studies recommended incorporation of a new village that took in the town boundary over the option of dissolving the Village and operating its services as a special district(s) within the Town. The team does not recommend one option over the other, but leaves that to local officials and the public to decide if they choose to consolidate at all.

Conclusion

There is a tremendous amount that the Town can do to build on its assets and exercise control over its own destiny. During its visit, the Exchange team discovered not weaknesses, but rather unrealized potential. It is time for the Town of Highlands to build on this potential, both its historic past and present day strengths. It is time to move into the new millennium with a renewed commitment to working together and shaping a shared vision for the future

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