Countryside Exchange – Southern Ulster, NY

“From the River to the Ridge”

The Southern Ulster Exchange

Community Description

Southern Ulster is an area rich in natural beauty and rural character – small towns, farmland, the Hudson River to the east, the Shawangunk Mountains to the west and the Catskill Mountains to the north. Artists, recreation enthusiasts and increasingly, residents of New York City, are visiting and moving to the area. While interested in attracting tourism and other compatible economic development, the residents of Southern Ulster want to ensure that development is dispersed evenly throughout their region and that it does not diminish the quality of life currently enjoyed by residents and visitors.

In 1998, the Southern Ulster Alliance (SUA) was formed, a coalition of government, business, economic development and conservation organizations representing six municipalities: the Towns of Lloyd, Plattekill, Marlborough, New Paltz, and Gardiner and the Village of New Paltz. The Alliance was formed in order to take a regional approach to economic development while sustaining the area’s quality of life and protecting its natural and cultural resources. The Alliance saw the Countryside Exchange as an opportunity to enhance that regional cooperation and to engage a broader constituency, including the general public.

Community Issues

The Southern Ulster Alliance hosted a well-attended public meeting and had numerous discussions at Local Organizing Committee meetings in order to create a set of key questions for the Exchange team to consider:

1. How can the communities of Southern Ulster work together to foster economic development that builds on our strengths, respects our differences and preserves our quality of life?

What type of industry and businesses are most appropriate and where should they be located?
How can we identify and overcome obstacles to appropriate business growth in the region?
How can we promote home occupations and deal with the related concerns of zoning and taxation?

2. How can the communities of Southern Ulster work together to support a regional tourism effort?

How can we redirect tourists from heavily visited areas to other locations in Southern Ulster?
How can we develop new tourist attractions?
How can we more effectively package and market tourism in our region?
How can we extend visitation? Do we need more lodging? If yes, how do we develop it?

3. How can the communities of Southern Ulster create a strategy to sustain and enhance our agricultural community and farmland?

What are the strengths of and challenges facing our agricultural community?
How can we create an effective marketing program?
What role should local planning and zoning play?

4. How can we use our educational system more effectively to support desired economic development?

How do we develop technical services at all educational levels to support agriculture, tourism, industry and other businesses?
How can our communities best support local educational institutions?
What should be the future role of SUNY in our region?

5. How can the communities of Southern Ulster work together to plan land use and infrastructure on a regional basis so that we can support economic development while maintaining our quality of life?

A Sample Itinerary: Three Days from the Southern Ulster Exchange
Monday, October 18
8:00 a.m.	Breakfast and community focus on the Town of Gardiner.
9:30 a.m.	Visit to arts studios/businesses.
10:30 a.m.	Tour of SUNY New Paltz.
2:30 p.m	Lunch and discussion with representatives of local educational institutions.
1:30 p.m.	Education roundtable.
6:00 p.m.	Dinner
7:00 p.m.	Agriculture roundtable with farmers and representatives of private and public farming organizations.
Tuesday, October 19
8:00 a.m.	Breakfast and community focus in the Town of Marlborough.
9:30 a.m.	Visits to businesses and industrial park. 12:30 p.m. Lunch and community focus on Plattekill.
1:30 p.m.	Economic development roundtable with representatives of local industry and businesses.
4:00 p.m.	Team time.
6:00 p.m.	Buffet at Rocking Horse Ranch.
7:00 p.m.	Tourism roundtable with accommodation providers, tourist operators, infrastructure service providers and other tourism stakeholders.
Wednesday, October 20
8:00 a.m.	Breakfast and community focus on the Town of Lloyd
9:00 a.m.	Visits to Highland business center, Route 9W corridor, New Paltz Gateway District.
11:00 a.m.	Lunch and community focus on the Town and Village of New Paltz.
1:00 p.m.	Planning roundtable with community, regional, non-profit and industry representatives.
4:00 p.m.	Team time.
6:00 p.m.	Dinner buffet with Central Hudson.
7:00 p.m.	Planning roundtable with local and county planning and zoning officials.

The Southern Ulster Exchange Team

A seven member, international team of volunteer professionals, whose expertise matched Southern Ulster’s Exchange issues, was recruited by Glynwood Center.

Mark Felton: Mark has extensive expertise in economic development, both general and concerning agriculture, as well as in the related fields of conservation and land use planning. He is currently a Strategy Manager for English Nature.

William Wyant: William has expertise in economic development, transportation planning, team building and facilitation. He is currently an Associate Professor at West Virginia University and active in a variety of economic and community development efforts in his own community of Morgantown.

Molly Morrison: Molly has expertise in community development and land use planning as well as in areas such as economic development, recreation and agriculture. She is currently the Director of Policy and Planning for Chester County, Pennsylvania.

Ray Taylor: Ray has extensive expertise in recreation and tourism planning along with heritage education and interpretation. He is currently the Regional Manager for the southwest region of The Heritage Lottery Fund in England, an organization that allocates grants to a variety of heritage projects.

Curt Cottle: Curt has expertise in heritage tourism and community economic development as well as public and media relations. He is currently the Director of the Heritage Tourism Development Office for the South Carolina Department of Parks, Recreation and Tourism and acting President of the South Carolina National Heritage Corridor.

Chris Wade: Chris has a broad range of experience in community economic development and countryside management including marketing rural products and land use planning. He is currently the Director of the Rockingham Forest Trust, an independent charity that helps 55 communities in Rockingham, England, address a variety of interrelated conservation and development challenges.

Kenneth Gordon Kingston: Gordon has more than thirty years experience advising rural communities and farmers on a range of economic development and related land use issues. He is currently a Team Manager and Regional Planning Advisor for the Farming and Rural Conservation Agency in England.

Southern Ulster – From the River to the Risge
Exchange Team Report

I. Introduction

As part of the Countryside Exchange program, an international team of professionals in economic development, tourism, agriculture, education, conservation and planning visited Southern Ulster from October 13th to 20th, 1999.

During its stay, the Southern Ulster Exchange team met with citizens, political leaders and a broad range of organizations concerned with promoting economic development and enhancing quality of life. Roundtables, discussions and tours attracted a range of participants around the topics of agriculture, tourism, industry, education and planning.The team listened carefully to many ideas and points of view and read numerous reports and studies highlighting current and previous initiatives.

The team presented its observations and recommendations at a public meeting at BOCES on Thursday, October 19th. A summary of their ideas was distributed to those in attendance. The following is the team’s full report.

II. Economic Development

The members of the Southern Ulster Alliance identified economic development as a goal, but with the important condition that it not endanger the quality of life that its residents value and enjoy.

Observations:

While all members of the Southern Ulster Alliance want to promote economic development, it is evident that no single template will fit the Southern Ulster region. Economic development means different things for each municipality. Some see new manufacturing facilities as part of their future, while others want a mix of commercial and retail. Some municipalities are looking to tourism to shape their economic future and believe that agriculture is also an essential part of the economic mix. Many towns are concerned with expanding their tax base in order to raise additional revenues without increasing residential taxes. Other communities want to preserve their quality of life and see business growth as an important asset.

Throughout the 1990s, Ulster County has been rebounding from the closure of several IBM facilities in adjacent Dutchess and Orange Counties. The loss of more than 3000 mid to high-level salaried positions was a significant blow to the regional economy and psyche. A new perspective has emerged, however, that the loss of IBM may ultimately benefit the region. This is because local and county officials have adopted an expanded role in developing a more diverse and stable economic base that cuts across many business sectors and includes companies of varying sizes.

Currently, Southern Ulster has a mix of small and mid-sized companies in a range of sectors including agriculture, services and manufacturing. Many of these originated in the county and have continued to grow over the years. The experience of the last decade indicates that attracting new businesses from outside the region has made a minimal economic contribution compared to the growth of existing businesses. The team learned that many residents commute to other counties for employment. The long days of commuters is felt to result in reduced community involvement and a lack of volunteers for community institutions and schools. Some commuters may be interested in establishing a local business in order to work closer to home.

The team also identified several opportunities for future economic development in Southern Ulster. These include:

Expanding into external markets in New York State, the Eastern U.S. as well as international markets. The manufacturing sector has already successfully used this strategy. Existing service and information-base businesses should also consider this approach.
Attracting more customers from outside the area.
Encouraging residents to buy goods and services locally, particularly in the government, service and health sectors.
Building additional affordable housing for seniors. If designed well, senior’s housing can maintain the area’s rural character and increase demand for off-season and midweek businesses. Health care businesses are also likely to grow as the population of retirees grows. SUNY’s nursing school could provide trained staff for the health care sector.

Several of the businesses who participated in the Exchange indicated that they chose to expand within Southern Ulster instead of moving elsewhere. They cited their personal commitment to the area and loyalty to their workforce as key reasons. The choice to expand within the region was not easy, however. The most common reason cited was the lack of necessary water and sewer infrastructure. Government “over-regulation” was another concern, primarily associated with the state’s requirement for an Environmental Impact Assessment for a wide range of development projects.

The region’s ability to remain economically competitive in a larger marketplace also relates directly to the availability of a skilled workforce. Due to a tight labor market and low unemployment rate, it is becoming increasingly difficult for employers in Southern Ulster to fill existing vacancies. Currently, this trend does not significantly affect the ability of existing firms to conduct business but it may in the future if workforce development is not addressed effectively.

Transportation is another significant factor for economic development in Southern Ulster. Proximity to major highways allows for the movement of goods and services and access to a significant regional population. Some road corridors already have traffic congestion, which can slow transportation and erode quality of life in the region. The development of Stewart Airport will also have an important influence on transportation and economic development in the region.

In an information-based economy, companies and their employees are less restricted in terms of location. Increasingly, they are choosing locations with a high quality living environment. The attractive rural character of Southern Ulster is a major asset for economic development in the region, however, it is threatened by growth and suburban sprawl. Several individuals expressed concern that a random development pattern, without appropriate recognition of and a strategy to protect farmland, scenic vistas and other natural resources, would decrease quality of life in Southern Ulster.

Recommendations:

Get organized. The Southern Ulster Alliance should proceed with its plans to create an organizational structure that includes representatives of municipal governments, business groups and community organizations along with various ex-officio advisors. Once organized, this group will need to decide on its priority areas of focus. An economic development subcommittee or task force could be formed.

Reach a consensus on key development questions. The Alliance members will need to reach a consensus on fundamental questions such as: what kind of development is compatible with our various communities?; what financial benefits will be gained from new growth?; and how can we ensure that the financial benefits outweigh the costs? Medium-scale light manufacturing which requires water supply and highway access might be best suited to Lloyd or Marlborough, whereas ‘high tech’ or research and development would be more appropriate near the university and village facilities in New Paltz. Gardiner has locations suitable for smaller-scale light manufacturing whereas new retail or service businesses would help develop Plattekill’s town center. It may be necessary to bring in an outside, neutral facilitator to help with this consensus building process. Community surveys and public forums are another good way to gather information to help provide direction for economic development.

Create an economic development strategy. A strategy is a statement of what, how and when things are to be accomplished. Economic development goals for each municipality should be included. Again, the use of an outside facilitator should be considered. Technical assistance and/or grant money could be available from Hudson River Greenway or Scenic Hudson for this purpose.

Gather and compile relevant economic data. A realistic picture of a community’s economic situation and growth opportunities is necessary to create an effective economic development strategy. As the main source of economic development will be the growth of existing businesses, there is little need for new sophisticated surveys. Instead, local business groups should test and explore the results of studies carried out by others. The Ulster County Development Corporation is currently producing studies on the needs of businesses and commuters who might like to work in the region. The Ulster County Planning Commission, Pattern for Progress, the Hudson Valley Greenway and other county and regional organizations also have useful data.

Utilize information and technology. Geographic Information Systems (GIS) can be used to understand the impact of different development choices and priorities. Consider drawing upon the resources of the Ulster County Planning Commission and SUNY New Paltz to develop and interpret appropriate GIS models.

Use field studies to learn from similar communities that have successfully developed an economic development strategy while managing growth and preserving quality of life. A lot can be learned from others’ successes and mistakes. The New York Planning Federation could help to identify appropriate communities within driving distance.

Become part of the regional economic development network. Many economic development resources exist in the region. Central Hudson has an economic development department and offers electric rate incentive programs to businesses. The Ulster County Development Corporation offers many financing programs, conducts research and is a central point of contact for many companies that are considering locating in Ulster County. Currently, the Alliance is unevenly connected to this network and a more formal relationship should be considered.

Facilitate business development. Once an economic plan has identified the desired type and location of business, elected officials should be encouraged to create a business-friendly environment in appropriate places. Ordinances will need to be reviewed to determine whether they impede or encourage business growth in desired areas.If agriculture is an important part of the economic mix, consider right-to-farm ordinances to help support farm operations. Together with economic development partners, explore the option of developing incentive packages for specific places. Public-private partnerships are another important way to facilitate business development. This might include joint development of water and sewerage infrastructure between businesses and town boards.
Encourage entrepreneurship. There is great potential in Southern Ulster for the growth of small businesses related to tourism, arts and crafts and the service sector. The Alliance should support small business development by linking local entrepreneurs more effectively with existing resources such as chambers of commerce and various economic development organizations, the Small Business Development Center at the Ulster County Community College and the mentoring programs offered by the Service Corps of Retired Executives (SCORE).

Promote smart growth. Create planning policies and zoning and use land preservation techniques to concentrate growth in existing built up areas. This will preserve open spaces and quality of life, a key aspect of any economic development strategy. Refer to the section of this report on Planning for more details.

Preserve your villages. Villages are one of the enduring reminders of Southern Ulster’s heritage and should be part of an economic development strategy. They will continue to provide community identity, serve the shopping needs of local residents, showcase historic resources and generally contribute to quality of life – a key component of the location decisions of both businesses and people. Design guidelines should be considered so that new development or improvements will be compatible with the existing village in terms of scale, design and intensity. Zoning should encourage the creation and location of small businesses in the village center.

Stand up and be heard. Southern Ulster may not have an identity as a separate part of the County, but it does have an agenda. By working together to develop an economic development strategy, you will create a more unified voice and bring attention to your issues and needs. It will be important to make your voice heard with the government in Kingston and Albany. And donÕt beat the drum only once, keep beating it and make yourself heard.

III. Tourism

Observations:

“Tourism offers a way to revitalize rural areas by generating jobs, income and tax revenues. By turning natural features to recreational use, tourism converts a lake or mountain into an income-producing asset. Tourism also strengthens the income-producing capacity of historic buildings and other man-made resources. By broadening the economic base of rural areas – which often depend on growing a limited number of crops or extracting a single mineral – tourism can help stabilize economies that otherwise fluctuate with the price of a raw agricultural or natural resource commodity …Tourism is not a panacea, however, and it may not be an appropriate development strategy for all rural regions or communities. Even when tourism is appropriate for a rural area, its success depends on planning, the existence of infrastructure, attractions, essential services, maintenance and an accessible marketÉ”

As evidenced in the above quote from the National Conference of State Legislators’ 1999 Travel and Tourism: A Legislator’s Guide, tourism can contribute to economic stability and quality of life in a rural area. Unfortunately, the economic benefits are often dispersed and less visible to the casual observer while the tradeoffs associated with high visitation, such as traffic and inconvenience, are there for all to see and can appear much greater than they are in reality.

This is the case in Southern Ulster. While the area has been successful in the development of a tourism industry, that success has not always been carefully managed and support in the wider community is not widespread. Except for those directly involved in tourism, many businesses probably do not realize the wider impact of tourism spending in their area. As such, the business community is not capitalizing fully on all the possibilities afforded by the tourism industry nor developing the necessary infrastructure to support tourism over the long term.

Visitor pressure is already significant. A few recognized attractions, such as Minnewaska State Park and Mohonk Preserve, have limited capacity and turn potential visitors away regularly in prime season. The potential to redirect some of this traffic into Southern Ulster depends on the development of a product that appeals to the same tourist market. However, limited research has been conducted concerning these visitors. In addition, while mountain biking, rock climbing and other outdoor experiences have great market appeal, there is a limit to the capacity of local resources to accommodate these uses without causing deterioration of the basic experience.

The area’s abundant apple-picking, wineries, scenic beauty and fall colors are important tourist assets that attract mainly day traffic from New York City. Southern Ulster has the opportunity to extend visitation but adequate lodging is an issue. The growing number of bed-and-breakfasts is a sign of the potential for increased over-night visitation and an opportunity for greater economic returns.

A number of cultural and historic resources, including a wealth of fine artists, exist in the area and could provide a richer, more diverse experience for visitors. The Huguenot village could serve as a cornerstone for a larger heritage tourism effort that allows residents and visitors to understand and appreciate the area’s abundant cultural heritage as well as provide more indoor experiences.

The key tourism challenge in Southern Ulster will be to understand the potential changes in visitor profiles while developing higher value products. It will be critical to engage the full range of tourism players to meet this challenge in order to:

gain broader support within the business community for tourism;
present a more cohesive experience to the visitor;
develop necessary infrastructure;
plan for appropriate growth; and
market tourism assets more effectively.

Recommendations:

Establish a Framework

Establish a tourism committee of the Alliance comprised of a cross-section of the industry. Leaders will need to be selected for key tasks and the group should meet regularly to track progress. This group should also assign individual(s) to participate in county and regional efforts, reporting back to the group on their findings.

Construct an area-specific tourism impact analysis. This should include information about the economic impacts of tourism as well as who benefits, both directly and indirectly. The calculation of tax revenues from tourism and related activities is especially useful information for lobbying for additional resources. A college in the area could assign a class project to assist in finding relevant data sources in the county and sub-county region. This data could then be plugged into an impact study similar to the one conducted for the Hudson River Valley in order to develop a “central message” about the industry’s local impact.

Expand residents’ understanding of the tourism industry. The Alliance should work with its tourism committee to articulate clear and concise goals for tourism in near and long-range terms. The goals could then be combined with a description of local economic impact to produce a one-page summary of talking points. Once the message is clear, opportunities for sharing it should be created including face-to-face meetings with target groups such as business leaders and county legislators. At the same time, a local media campaign could highlight both overall and municipal-level tourism goals and impacts.

Celebrate the contribution of the tourism industry to the area. The Alliance could coordinate municipal proclamations in celebration of the industry, perhaps on an annual basis in conjunction with National Tourism Week in May. In addition, industry and community leaders could be invited to a reception honoring individuals in the tourism industry for their years of commitment or innovative initiatives. The reception might also be an opportunity to unveil key projects and provide an update on progress toward the Alliance’s tourism goals.

Expand the industry’s understanding of the customer. The creation of a system to collect and share visitor data from tourism locations in the region is a critical first step. Some tourist operations have begun their own surveys but the information is not shared. Market research faculty at colleges in the region could assign student projects to conduct additional visitor surveys and analysis, especially at key intercept points. Knowledge of market trends and interests pertinent to the area would facilitate decisions about the allocation of scarce financial resources.

Foster Product Development

Construct a comprehensive inventory of tourism assets for the area. A graduate student might be found to help convert existing inventory lists into a Geographic Information System. This will make it easier to link tourism assets with economic impact and visitor profile information, helping local officials and others assess growth clusters and match expenditures with tourism goals. Each year, the Alliance tourism committee could conduct familiarization tours to update visitor center personnel, travel media and others concerning new or changing tourism assets.

Package complimentary tourism assets for key market opportunities. The Alliance should work with the new county tour planner on a Southern Ulster package and take advantage of state training on packaging in the spring. Tourism operators in the area such as Bed and Breakfast owners should be asked to suggest packages including some for inclement weather.

Improve visitor information based on clusters of tourism activity. Existing and planned visitor centers will need to be examined. These visitor centers could be used to tell a regional story in partnership with the Hudson River Valley National Heritage Area, helping connect local resources to regional interpretative goals and directing visitors into Southern Ulster. The centers will need to be open on a schedule that is suitable for tourists, such as the weekends. All area events, including those at nearby colleges, could also be combined into a monthly calendar format, possibly a tabloid, and made available at all visitor centers. A local publisher or college would be an ideal partner for this endeavor.

Consider opportunities to manage tourism more effectively, including:
- Incentives for visitors to enjoy attractions during off-peak times offered by tourist operators and accommodation providers.
- Van pools or other means of mass transit into Mohonk Preserve in the peak season.
- Free passes for residents and over-night guests provided by local tourist attractions.
- Convene the staff of visitor centers on a quarterly basis to exchange ideas and share “hot” information such as traffic snarls in the area and how to help visitors plan around them.

Increase access to the Hudson River. While the River is a major local resource, it is currently under-utilized. Gather support including collective grants and fundraising for local projects, such as Lloyd’s, that make the most of the river. A river landing would be an ideal sight for a visitor center that ties interpretative opportunities and themes to the larger region.

Link development strategies with tourism needs. For example, if additional lodging is desired, it will require more proactive support from the Alliance municipalities. The Alliance could identify appropriate sites for new lodging and then zone them appropriately. Individual municipalities might also encourage their development boards to work with existing businesses to support possible expansion.

Augment Existing Promotions

Assess the value of existing promotional efforts and institutions with an eye toward strategic combinations. The first step is to inventory local promotion efforts and their associated costs. One way to do this is to gather a copy of every promotion piece and ad campaign in the area and sort by subject matter. Look for opportunities to combine existing promotional pieces. The Alliance could also support a countywide system to track tourism promotion and possibly tie the results to GIS. New packages that combine existing tourism assets should be promoted together.

Create opportunities for common branding around themes in order to link tourism assets. For example, agricultural, nature-based and historic resources could be linked under a simple banner system, such as “Hudson Valley Product.” Service providers such as dining and lodging establishments could be combined into a single travel planner. The Internet is another means to link assets that will become increasingly important. A workshop could be held for tourist operators on web-site development.

Work strategically with regional marketing efforts, including those by Ulster County and in the broader Hudson River Valley region. Understanding the markets, themes, goals and resources of regional marketing efforts will help Southern Ulster find grants and strategic partners for pilot marketing efforts.

In the short term, the Alliance should consider developing a group tour project in cooperation with the Ulster County tourism office. Focusing on a project that the county tourism office has identified as important should allow the Alliance to develop a closer working relationship with the county. This relationship is paramount as the county controls the bulk of the current revenues available locally for tourism promotion. It will be important for the Alliance to consider ways to minimize the county’s effort and maximize the return on its investment – both programmatically and politically – in order to build a positive partnership with Ulster County that will benefit the region over the long-term.

IV. Agriculture

Observations:

Agriculture is a key component of life in Southern Ulster. In 1997, the industry directly contributed $55 million to the economy of Ulster County, employing 2,000 people, 500 of whom live in Southern Ulster. Agriculture also plays an important role in maintaining the environment and landscapes which draw tens of thousands of tourists to the area. During the team’s visit, community leaders expressed their belief that farming families are valued for their contribution to the social fabric of the area, maintenance of prized landscapes and quality of life in general.

The climate, soils, topography, accessible location and knowledgeable workforce have produced a high technology industry with a range of fruit and vegetable crops and many direct marketing operations. Apples are the main export crop. Some farms have diversified their products and/or moved into the retail end of the food sector. Farms and wineries selling directly to visitors are part of the regional tourism product. Horse stables provide services to local residents such as riding lessons and horse training and boarding.

The area’s proximity to the large consumer market of New York City as well as regional Hudson Valley markets keeps distribution and sales costs low. Both large-scale producers and smaller niche market farmers will continue to generate profits if marketing skills match the farming expertise witnessed by the team.

However, agriculture in Southern Ulster does face some challenges. These include: the high cost of farming; marginal returns on capital; lack of understanding of consumers and residents; lack of understanding of new farm practices and production methods; and pressures on farmland, particularly for residential development.

Despite these tremendous pressures, Southern Ulster farmers believe that interventions in the market place, and further legislative or regulatory systems, would only provide short term remedies. The team was impressed by the willingness of farmers to consider other support measures more likely to provide long-term, sustainable development. For example, farmers recognize that they will need to adopt new technology and best business practices in a timely manner in order to survive falling world prices.

Marketing appears to be the area where individual businesses are weakest and most vulnerable to external pressures. Farmers selling into wholesale markets receive only a modest proportion of the end consumer price because they are too detached from the wider market supply chain. This is a common problem that is well documented in the farm press and research papers worldwide. Farmers have attempted to become involved in others areas of the fool supply chain, both cooperatively and individually, with varying degrees of success. Overall, there is an increasing recognition that primary production needs to be an integral part of the whole food chain and that a food sector strategy is an essential component of regional economic planning.

The preservation of rural character is often mentioned as a goal of farmers, local municipalities and a range of other community interests. All agree that action is needed if landscape character and green spaces are to be protected for the benefit of future generations. However, the range of measures available to mitigate the transfer of land from agriculture to housing development are not well known or widely adopted. These include: agricultural zoning; purchase of development rights and Scenic Hudson’s Farmland Protection Project and Forestry Protection Fund.

Recommendations

Use the comprehensive Agricultural and Farmland Protection Plan adopted by the Southern Ulster Alliance and the State of New York’s Department of Agriculture and Markets as the basis for an action plan. The three areas of change identified in the Plan are critical elements of a viable agricultural sector – agricultural viability, markets and marketing and strategic plan and change process. However, many of the Plan’s 33 recommendations have not been implemented in Southern Ulster. The team urges the Southern Ulster Alliance to help prepare a vision for the agricultural sector. The Plan’s recommendations should be put in order of priority and translated into action steps with the support of external agencies and a third party facilitator. Consideration should then be given to the reassignment of existing budgets in order to ensure that priority projects are implemented in a timely manner.

Agricultural Viability

While there is no reason for farmers to make radical alterations to their crops and systems, they should develop strategies to compensate for the inevitable squeeze between prices and costs.

Continue to deliver new farming technology through organizations such as Cornell Cooperative Extension.

Explore and expand opportunities to provide high quality business advice concerning all aspects of competitiveness and diversification. This advice should link technical expertise, specialist marketing advice and overall financial systems.

Reinstate a system to collect, collate and disseminate physical and financial data on Hudson Valley farm systems. A body such as the Department of Agriculture and Managerial Economics at Cornell University could carry this out.

Continue to explore opportunities to add value to existing enterprises by developing new retail or wholesale outlets and diversifying into new on and off-farm enterprises.

Continue to develop new skills and off -farm employment to complement farming activities.

Markets and Marketing

Support Southern Ulster farmers in their efforts to sell directly to consumers. This support should be aimed at helping farmers improve their premises and products and develop collaborative linkages for training and promotion. One idea would be to develop a Direct Marketing Farmers’ Association in conjunction with farm organizations.

Develop collaborative farmer-owned marketing initiatives to help farmers become more involved in all matters pertaining to food supply chains.

The Southern Ulster Alliance should develop a food sector strategy in collaboration with the full range of stakeholders with an interest in agriculture and food systems including the Farm Bureau and Ulster County. The importance and significance of the primary sector to the whole food chain and the general public’s health will not be recognized adequately until a food sector strategy is developed. While it will take time to initiate and develop such as strategy, it is a worthwhile investment.

Strategic Plan and Change Process

Consider using training and outside assistance in order to develop skills such as facilitation for a cross section of community leaders. Such skills will be helpful in developing a vision and action plan for the agricultural sector.

The Southern Ulster Alliance, together with the wider rural community, should consider the full range of land protection tools in light of available funding to ensure the protection of farmland.

Establish a Geographic Information System (GIS) for the presentation of information in land use planning.

V. Education

Observations:

The education resources within and near Southern Ulster range from preschool to graduate school and provide a complete spectrum of traditional, vocational and non-traditional programs. They include: elementary and high schools; the Board of Community Educational Services (BOCES); Ulster Community College; Ulster County Job Training Partnership; the State University of New York at New Paltz; Cornell Cooperative Extension Hudson Valley Laboratory; the Academy of New Paltz; the Unison Arts and Learning Center and the Mohonk Preserve. Also nearby are Marist College, the Dutchess County Community College and the Culinary Institute of America.

Timely access to technical services is vital for sustaining and developing a variety of business enterprises. The technology requirements of business in Southern Ulster vary. Some are limited in their use of technology by cost constraints, however, levels of technical ability and access to changing technologies are also an issue. The Hudson Valley Laboratory at Cornell Cooperative Extension is an example of an institution that provides technical and scientific support to the agricultural industry.

Education standards are generally high in Southern Ulster and the area’s institutions are run in a professional manner. The range and quality of available educational opportunities is likely to satisfy most of the general knowledge and skill requirements for industrial and commercial development to meet the workforce demands of a challenging and changing economy. However, it may be necessary to link enterprises with resources outside the area and/or import some specialty knowledge and skills.

Leaders of educational institutions recognize that education is a key component of economic development and see the benefit of promoting further cooperation amongst themselves and in partnership with industry and business. Currently, however, educational institutions are mainly focused on their individual curriculum, programs and budgets. Interorganizational cooperation is frustrated by the difficulty of justifying discretionary funds for efforts outside the budgets of defined programs. This makes it difficult for institutions to learn about the existing and emerging needs related to economic development. Bridging the mission-based boundaries of educational institutions will increase the likelihood that the system will be able to meet the knowledge and skill requirements of industry and commerce in Southern Ulster.

It will be important to provide a sufficient level of community and financial support for educational institutions in order that they can achieve high performance standards and participate in economic development efforts. Education is also one of Southern Ulster’s major industries and employers. Currently, public education absorbs a substantial proportion of municipal land-based revenues. These revenues vary between municipalities, as does the support for education. Such imbalances tend to work against collaborative efforts in education and economic development in the region.

SUNY New Paltz

Once evaluated as a relatively weak institution within the State University of New York, SUNY-New Paltz is now viewed as providing excellent educational opportunities for both traditional and non-traditional learners. It is strategically located between New York City and the state capital in Albany and has the potential to develop into the major center for higher education in the mid Hudson Valley region. It could serve as a gateway into the intellectual and technological resources of the State University of New York and Cornell University. This gateway could be enhanced by engaging others such as Cornell Cooperative Extension Service whose Hudson Valley Laboratory is linked to with Cornell University and its networks. SUNY Ð New Paltz is also a high quality avenue through which the State University of New York could extend its teaching, research and service programs into the Southern Ulster community.

The presence of a post secondary education institution is regarded as a positive contributor to the quality of life and economic viability of Southern Ulster. SUNY-New Paltz is a major economic enterprise, providing jobs, purchasing goods and services and attracting people, programs and money into the region. Its leadership has expressed interest in being an integral part of community enterprise development. The engagement of SUNY-New Paltz in the Southern Ulster community is likely to advance its status within the State University of New York as a whole.

Recommendations

Develop a formal association to look at how education and training can better support private and public enterprise development. Ensure that it is comprised of a complete and diverse range of organizations that have an interest in this area. The association should foster meaningful communication and coordinated efforts amongst educational institutions as well as business, cultural and governmental organizations whose success depends on effective educational and training services.

Develop partnerships around areas of interest such as agriculture and tourism as well as specific projects. These partnerships should bring together education and training institutions with industrial, commercial, cultural, social and governmental leadership in Southern Ulster.

Focus on employing the educational and training assets within or directly available to Southern Ulster. If consultancy or technical assistance must be sought from outside, ensure that it is done in a manner that transfers information and knowledge into Southern Ulster. In this way, local education resources are strengthened and become better able to assist with economic development.

Reach out to information and technology resources outside Southern Ulster to augment or support those within the region as necessary.

Use surveys or focus groups to determine the knowledge and skills needed by Southern Ulster enterprises now and in the future. This information could then serve as a guide for the development of education resources. The education and economic development association could help determine which institutions or partnerships of institutions might best meet various requirements.

Explore the possibility of balancing revenue streams and service burdens across Southern Ulster’s public education system and tax and service jurisdictions.

Capitalize on the position of SUNY-New Paltz and Cornell Cooperative Extension as gateways to the information and technology-based resources of the State University of New York, Cornell University and their networks.

V. Planning

Observations:

There appears to be much opportunity for coordinated land use planning in Southern Ulster that could support many of the other recommendations in this report. Coordinated planning can meet the needs of individual communities more effectively while bringing benefits to the whole area and, ultimately, the wider mid Hudson region. Benefits include the sharing of good practices, cost efficiencies and economies of scale, optimal land use throughout the region and a stronger voice for lobbying and attracting funds.

Coordinated planning requires a sustained, collaborative effort in which all parties have agreed upon common goals. Planning will be easier to defend in the public arena if these goals are based on a thorough understanding of local values and needs. Throughout the Exchange week, the team heard that Southern Ulster is a largely rural area with a quality of life that its residents want to enjoy and conserve, including such elements as:

an agricultural setting;
cohesive communities with a ‘small town feel’;
a good education system;
easy mobility around the local area;
access to local attractions; and
relatively high standards of living and stable property taxes.

Agreeing on the type of economic development desired and appropriate for each community will be very important and will serve as a basis for coordinated land use planning efforts. The Alliance communities recognize their differing abilities to attract industry and business. Coordinated planning can help distribute development across Southern Ulster, playing to the strengths of each community. Please refer to the section of this report on economic development for more details.

Infrastructure

Water and sewer infrastructure are the key factors currently limiting business and residential development in Southern Ulster. It will be important to explore further the options for improving this infrastructure in a cost efficient and environmentally sound manner.

The area’s transportation system provides opportunities for growth but is a double-edged sword because it already has pressure points. Some highways – notably routes 299 and 44/55 – have high scenic qualities that contribute to tourism and local quality of life. Others, such as route 9 west, divide areas that are more developed from those that are less developed. There are limited opportunities for further road development other than improved feeder roads for industry and residential development off the main highways.

Electricity and gas are readily available and opportunities to ensure that capacity can respond to increasing demands can be achieved by working with Central Hudson.

Residential Sprawl

The increasing rate of residential sprawl will be a fundamental issue facing the communities of Southern Ulster during the next five to fifteen years. Unabated, sprawl will undermine progress in other areas. It will impact environmental quality and will inevitably force local councils to increase property taxes, as the cost of providing services to dispersed development becomes greater than revenues.

It became clear to the team that Southern Ulster requires economic development not because unemployment is high, but rather to increase the tax base, particularly as new residential development adds to the cost of providing local services. At the same time, the high development value of farmland is contributing to the decline of the agricultural sector. Higher land values increase property taxes, promoting the sale of sub-divisions rather than the transfer of whole farms to new farmers.

Finding solutions to residential sprawl will require a fundamental review of existing planning techniques and fiscal measures in Southern Ulster. These techniques include restrictions on development and purchase of development rights, as well as measures to redistribute funds between landowners and local councils in order to mitigate inequities resulting from changing development patterns.

The Hudson River Valley National Heritage Area Act of 1996 offers assistance in protecting local resources and authorizes considerable Federal financial and technical assistance for this purpose. It is an opportunity that the Alliance should grasp with both hands. Signing up to the Heritage Area Compact will make coordinated planning easier without signing away the autonomy of local councils or restricting economic development. One of the stated aims of the Heritage Area Management Plan is:

“The development of intergovernmental co-operative agreements to protect the Heritage Area’s historical, cultural, recreational and natural resources in a manner consistent with supporting appropriate and compatible economic viability.”

Southern Ulster could play a pivotal role in the Heritage Area program as a buffer against the advance of residential sprawl from the south. The demonstration of unity shown by the Southern Ulster Alliance strengthens the case for special consideration, which should be capitalized upon quickly.

Recommendations:

Make the Most of Current Practice

Clarify the goals of coordinated planning. The Southern Ulster Alliance should clarify the ‘quality of life’ that it seeks to protect and generate a set of goals for coordinated planning. A possible draft goal might be:Coordinated planning should increase the incentives for appropriate economic development across the area, including the tourism and agricultural sectors, balanced with a slowing-down of residential development and the loss of open space.
Create a planning committee of the Southern Ulster Alliance. This committee should be charged with exploring best practices for coordinated planning. Planning, zoning, environmental, sewer and water representatives from the Southern Ulster councils, as well as the Ulster County Planning Board, should be invited to join the committee. Organizations such as the Hudson River Valley Greenway, SEQRA, SUNY and Central Hudson as well as industry and construction interests could be involved and consulted as necessary.

Share good planning practices. As a first task, the planning committee could develop a manual of good planning practices and work with the Ulster County Planning Board to provide training on these practices for environmental committees, zoning and planning boards. When preparing the manual, it will be important to consider planning issues related to farmland protection, smart economic growth and tourism development.

Investigate GIS applications for coordinated planning. A data set for property boundaries will be particularly important in order to forecast and visualize the implications of various land use planning scenarios. Support from Ulster County Planning Board and SUNY New Paltz could be explored.

Understand Water and Sewerage

Share knowledge about best practices. Representatives from relevant departments of Alliance municipalities should exchange information and best practices for managing water and sewerage, one example being constructed wetlands.

Commission a joint water and sewer study. The councils of the Southern Ulster Alliance should commission a study to examine the comparative economic and environmental costs and benefits of clustering water and sewer mains verses the provision of wells and septic tanks.

Develop a regional water and sewer plan. The water and sewerage study should be used to prepare a regional plan for the provision and location of future facilities that will meet the State’s requirements for environmental impact assessment along with regional needs.

Address Residential Sprawl

Join the Heritage Area Compact. The member communities of the Alliance should symbolically sign-up to the Hudson River Valley National Heritage Area and work collectively with Greenway staff to bid for joint funding and discuss future opportunities.

Bring people together in the communities of Southern Ulster to explore their vision of the future. What, where and how much growth would they like to see? It will be important to bring appropriate background information to these discussions such as the projected rate of residential growth. Funding might be secured from the Hudson River Valley Greenway.

Learn about “smart growth.” This kind of growth concentrates new development in the most appropriate places such as existing built up areas and conserves open space. Unlike water and sewer lines, open space can’t be added after development occurs. Smart growth can also reduce the cost of servicing new development thus increasing municipal revenues.

Explore planning techniques that have been successful in promoting smart growth in other parts of the country. These include the purchase of development rights on farmland, agricultural zoning, cluster development, transfer of development rights, sharing of tax revenues and service costs and creating growth boundaries. Another approach is the use of generic environmental impact assessments based not only on water and sewerage carrying capacity, but also on a greater understanding of local community priorities for safeguarding local resources such as open space.

Consider the transportation implications of different patterns of development, in particular for local roads. How can development be shaped so that roads link up, thus improving the network of routes and reducing unit costs for community services such as schools?

Engage residents again to consider the implications of different planning techniques in conserving community values and needs while accommodating desired levels of growth.

Utilize planning policies, zoning laws and others smart growth tools in order to realize the regionÕs vision. The Alliance might consider developing a regional plan. The first step would be to draft a coordinated zoning plan, followed by an examination of trial delivery mechanisms. A regional plan would allocate economic development to the most suitable sites while restricting the local impact and overall quantity of residential development across Southern Ulster.

VI. Moving Forward

First Steps

It will be very important to maintain momentum and build broader involvement after the Exchange. There are a number of possible ways to achieve these two goals.

Celebrate progress. Use the next meeting of the Southern Ulster Alliance to celebrate progress to date, including the completion of the Countryside Exchange program.

Thank participants and contributors. Develop a list of all individuals and organizations that participated in the Exchange and consider ways to thank them for their contributions. One idea is to prepare framed photographs of the Exchange visit and hold an event to distribute them. This event would also serve to publicize the Alliance and illustrate the organization’s commitment to involving the community. Displaying the photographs in visible locations would provide an on-going reminder.

Develop a plan to use receipt of the Exchange report as a means of engaging the broader community and publicizing the Southern Ulster Alliance. Part of this plan could be an open meeting combined with the thank-you event described above.

Prepare a presentation for the County legislature about the Alliance and its efforts, including the Exchange. Raising the profile of the Southern Ulster Alliance at the county level will be important in securing needed services and resources from them. The county could also help the Alliance secure support from regional and State organizations.

Develop and maintain a communication system to keep individuals and organizations informed about the Alliance’s progress, meetings, results of meetings and events. One idea is to create an e-mail system starting with all Alliance members and Exchange participants, but also adding those you hope to engage in the future. Consider establishing a website.

Ongoing Inclusive Efforts

It will be very important to pursue an inclusive approach that brings in a broad range of stakeholders concerned with the Alliance’s issues within Southern Ulster and into the surrounding region. This will include established organizations such as heritage and historical groups, Bed and Breakfast associations and planning boards, to name a few. It should also include frequently overlooked stakeholders such as retirees, youth, newcomers and religious leaders. Broader community participation is a core recommendation that can be realized through a variety of participatory approaches.

At Alliance meetings, showcase best practices and celebrate contributions from local groups whose work contributes to the broader region. There are a range of excellent projects underway that could be presented in this manner. For example, a project could be labeled as “sponsored by the New Paltz Chamber, a proud member of the Southern Ulster Alliance.” This approach would strengthen relationships between jurisdictions and create a regional identity, enhancing local priorities and agendas.

Hold an annual event to celebrate the Alliance’s successes and review priorities and objectives for the next year. Invite new potential partners whose agendas could be enhanced by involvement with the Alliance. Develop new special events that feature local attractions to raise awareness and engage new potential partners. These might include a five- mile run/walk/canoe triathlon in Southern Ulster as a fund-raiser. Host an event with the Culinary Institute of America and/or an arts week to celebrate Hudson River Valley traditions. A common banner for the Alliance, possibly painted by local artists, could be displayed at these and other events.

Build and celebrate partnerships that link Southern Ulster with the broader region. It will be important to engage organizations with mandates that are broader than Southern Ulster such as a county-based Bed and Breakfast group or the Hudson River Valley Greenway. The Alliance should also encourage the development of new groups built around regional themes such as heritage tourism. These broader partnerships will also allow the Alliance to pursue collective grants from outside sources.

Be strategic about partnership development. Each potential partner needs to be considered both in terms of the benefits they may receive and the support they can provide for the Alliance. Remember that individuals matter; you will develop stronger partnerships through individual relationships. The following is an initial list of strategic partners that could be considered:
- Glynwood Center – assist with setting priorities, training;
- Hudson River Greenway – planning assistance, grants;
- Central Hudson – advice on data management;
- Ulster County – tourism and land use planning;
- Cornell Extension – agriculture marketing initiative; and
- SUNY – venue, community affairs, access to faculty.

Structure the Alliance

In order to ensure that all existing and potential members can be confident about their involvement with the Alliance, it will important to have a more defined structure. This will also help to secure funding. The following are some ideas to consider.

Use consensus decision-making. This will demonstrate that Alliance decisions are based on shared values and help ensure that all members benefit from the partnership.

Consider the use of ‘memoranda of agreement’ or some equivalent with some organizations and projects while the Alliance develops. Written documents that clearly set out the goals of the Alliance and terms of partnerships can be important to some organizations.

Recognize the fundamental importance of facilitation and seek outside assistance to learn this skill. While the services of a third party facilitator may be sought initially, it will be critical for the Alliance to develop their own capacity in this area. Broad community support for the Alliance’s regional efforts will depend upon it. The Alliance may want to find funding for an occasional third party facilitator until the opportunity for facilitation training is secured.

While structure is important, so is flexibility and openness. It will be important to keep the door open to those that are currently not participating – individuals, municipalities and organizations. One way that this can be achieved is through open membership in Alliance committees that are focusing on various areas such as tourism and economic development.

In order to secure funding, it will be important for the Alliance to have a direction that is very clear in terms of goals and defined projects. Developing a basic strategic action plan should be an early priority. This will allow the Alliance to develop budgets and link them to appropriate sources of funds.

VII. Conclusion

The Southern Ulster Alliance should be highly commended for its efforts since its formation in 1998 and throughout the Exchange program. Their willingness to engage new partners and the residents of Southern Ulster is a clear sign that the strength and vision exists to lead the region towards a vital future. The team’s successful visit was a demonstration that the Alliance communities can collaborate to achieve a common goal.

The Exchange has only begun the process of developing a common agenda, however. This report should be used as an opportunity to connect with even more individuals and organizations within and beyond Southern Ulster. The process will need to continue as partners discover common interests and implement ideas. A spirit of openness, tolerance and a focus on communication are essential. As you move forward, the benefits of working as an alliance will become more apparent. And as success breeds success, it will become easier to engage new partners. There will bumps along the way, but the resources, leadership and capacity are all available in Southern Ulster to achieve regional economic prosperity and an enviable quality of life.

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