The Exchange in Vernon Township, New Jersey Exchange

TABLE OF CONTENTS

The Countryside Exchange

The Vernon Township, New Jersey Exchange

Community Issues
Sample Itinerary
The Exchange Team

The Exchange Team Report

Introduction
Creating Community Identity
Encouraging Economic Development
Protecting Natural and Cultural Resources
Promoting Sound Land Use
Developing a town center

THE COUNTRYSIDE EXCHANGE:
A PROGRAM OF GLYNWOOD CENTER

The Countryside Exchange brings together international teams of volunteer professionals to work with communities on their most important issues. Those issues usually center around conservation and economic development. The Exchange is a catalyst. It uses a visit by an objective team of “outsiders” to identify a wide range of potential solutions, create diverse coalitions, spur the emergence of new leaders and inspire collaborative action. The community also benefits from new ideas, networks and information that it can use to help shape its future.

Since 1987, eighty-six communities in the United States, the United Kingdom, Canada and Japan have hosted a Countryside Exchange. Close to 700 professionals from England, Scotland, Wales, the United States, Canada, Japan, France, the Netherlands and Australia have participated as team members.

How Does the Exchange Work?

Communities are selected to participate in the Countryside Exchange through a competitive application process. Glynwood Center evaluates proposals based on such criteria as the depth of interest within the community, existing leadership and leadership skills and the strength and diversity of community members supporting the application. Applicants must also demonstrate flexibility, a willingness to learn new skills and processes and show commitment to working as a team and to developing a community based implementation strategy after the Exchange.

Once a community is selected, a Local Organizing Committee (LOC) is formed. The LOC is crucial to the success of the Exchange and must include a representative cross section of the community – business owners, farmers, developers, elected officials, conservationists and “average citizens”. The LOC identifies and refines the questions that the Exchange team will address. It also plans the Exchange week itinerary, takes care of logistics and handles publicity. After the Exchange, the LOC helps initiate implementation efforts.

Because the team is only in the community for seven days, thorough preparation by the LOC is critical. Glynwood Center provides a detailed handbook for local organizers. Glynwood staff attends several of the planning meetings and offer guidance on a whole range of Exchange preparations.

The Exchange Team

Glynwood Center draws upon its extensive international network to form teams consisting of six to eight experienced professionals. Each team is international and interdisciplinary in its makeup. Team members are selected by matching a candidate’s expertise with the issues identified by the community. In order to ensure that teams are objective, participants must have had no previous connection to the host community.

The team spends a very intense week in the community. A full itinerary of issue oriented roundtables, presentations, tours, panel discussions and community gatherings gives the team an opportunity to speak with many residents, officials and organizations. The week culminates with the team presenting its observations and ideas at a public forum. A summary report is also published to assist the community with implementation.

Implementation

After the Exchange week, the team report is distributed throughout the community as a first step towards developing an implementation strategy. Most Exchange reports include some forty recommendations and determining priorities is one of the most important tasks facing the community. Glynwood Center continues to provide support during this period and offers a training workshop tailored to the community’s needs approximately six months after the Exchange week. Community representatives are also invited to an annual training seminar. Glynwood maintains contact with its “Family of Exchange Communities” through its web site, www.glynwood.org, Update Newsletter, data base and ongoing personal contact.

The Results

Just as communities vary, so to do the results of each Exchange. Some team recommendations may be broad, others very specific. Some may be small-scale projects that can be implemented quickly. Others may be larger, requiring a policy change, a significant philosophical shift – and time. In some cases, the Exchange may trigger a change that the community widely acknowledged was needed. The report may articulate an issue that leads to community discussion and an alternate solution. What most Exchange communities share in common is that the new and strengthened partnerships, expanded leadership base and collaborative action cultivated through the Exchange pay dividends long into the future.

The Exchange in the Vernon Township, New Jersey

Community Description

Located in Sussex County, New Jersey, Vernon Township is a rural highlands community with several lake communities, a town center and 19,000 acres of federal and state preserved property. These properties represent 42% of the town’s land area and are dedicated to the preservation of open space, natural resources and wildlife habitat. The acquisition of these lands has resulted in some significant “battles” in the past and created a climate of polarization between pro-conservation and pro-development “sides”. Currently, a proposed new ski resort development is providing a focus for further discussions about the degree and nature of development.

Vernon Township has recognized the need to move toward building a consensus concerning its desired future. A “Vision for Vernon” initiative has focused on a new town center that would concentrate mixed-use development around the main intersection in town. The hope is that a new town center would create a sense of place and identity. A new cooperative initiative in heritage tourism development with the neighboring Town of Hardyston is in its early stages. The Town is also in the process of conducting several wastewater system alternatives for the future.

Community Issues

Vernon Township is using the Countryside Exchange to begin their consensus building process and explore the “middle ground” between conservation and development. The Local Organizing Committee engaged the residents of Vernon to generate the following questions for the Exchange team to consider:

1. Creating Community Identity

• How can we create a cohesive Vernon town spirit while still maintaining the identity of our individual communities?
• What methodology can be utilized to obtain input about community building activities?
• What community building activities could be incurred to increase community spirit?

2. Economic Development

• How do we encourage private, business, utility and government investments in Vernon that create good jobs and build a diverse local economy while preserving Vernon’s unique environmental character?
• How can we validate the assumption that Vernon should increase its business base?
• How do we predict the cost, both financially and qualitatively to Vernon, of economic development?
• How can we present Vernon’s identity to attract business, tourists, and residents?

3. Natural and Cultural Resources

• What process should be utilized to identify “critical” natural and historic resources so we may protect them?
• How do we gather existing information and expand it?
• How do we protect aesthetic as well as ecological aspects of the environment?
• How can we promote natural and cultural resources, which will contribute to sustainable economic growth?

4. Land Use

• How can we guide development in order to limit the impact of school-related costs and other local taxes?
• What are the opportunities for senior housing?
• What incentives, tax wise or others, can be given to encourage senior housing, both for developers and senior citizens?
• How can we ensure that residential development is accompanied by additional recreational space?
• Is there any way to keep seasonal homes seasonal?

5. Town Center

• Would a high-density town center control sprawl and help create an identity and sense of place?
• How can we assess the economic feasibility of high-density town center development?
• How can we encourage businesses/residents to locate in the town center?
• How can we plan for traffic flow through the town center?
• How can development in the town center meet the needs of our residents as well as tourists?

Sample Exchange Itinerary:

Three Days form the Vernon Township Exchange

Monday, October 23 – History and the Environment

9:00 a.m.	Visit to Vernon Historical Society Museum
9:30 a.m.	Tour of the Barrett Farm
10:30 a.m.	Walk and Talk on the Appalachian Trail to see Indian sights, ecology, etc.
1:00 p.m.	Tour of the Wallkill River National Wildlife Refuge
3:30 p.m.	Free time for Team
6:00 p.m.	Dinner for team hosted by the Vernon Civic Association at Highland Lakes Clubhouse
7:00 p.m.	Environment roundtable at Highland Lakes Clubhouse

Tuesday, October 24 – Business

9:00 a.m.	Business Roundtable at Legends
12:00 noon	Lunch hosted by Valley National Bank at St. Thomas Episcopal Church
1:00 p.m.	Tour of businesses outside of the town center area – McAffe, neighborhood business areas and microwave facilities
3:30 p.m.	Free time for Team
6:00p.m.	Dinner in Franklin at Wok and Sushi

Wednesday, October 25 – Odds & Ends, Seniors, Kids and Planning Boards

9:00 a.m.	Meeting with Vernon Historical Commission
10:00a.m.	Ron Dupont’s presentation, “Vernon Now & Then” at the Vernon Senior Citizen’s Center
10:30 a.m.	Meeting with Vernon Senior Citizens
11:30 a.m.	Lunch at Vernon High School
12:15 p.m.	Meeting with school students
1:00 p.m.	Discussion on wastewater management plan at the town center
5:00 p.m.	Dinner hosted by Crystal Springs Golf & Spa Resort at Kites
6:00 p.m.	Meeting with Vernon Planning Board

The Vernon Township Exchange Team

Bill Davis is Community Development Program Director for the United States Department of Agriculture – Rural Development in North Dakota. In this position, he advises the state director regarding rural economic development and coordinates two Rural Economic Area Partnerships (REAP) aimed at promoting economic activity in areas with low-density settlement patterns.

Ian Parkin is a freelance heritage and tourism consultant specializing in the planning and management of visitor facilities for a variety of historic and countryside sites. His work includes feasibility studies, interpretive strategies, site design, market appraisals, development plans, visitor management, tourism and economic regeneration strategies, business plans and funding applications.

Frances Rowe is Chairman of the Northumberland National Park Authority, the strategic body responsible for land use planning in the Park. In this role, she is charged with setting policy that integrates National Park purposes – natural beauty, wildlife and cultural heritage conservation – with local socioeconomic well-being.

Isobel Stoddart is the London Manager for Sustrans, a national nonprofit organization devoted to the promotion of sustainable transport issues. She has helped to develop a variety of routes in localities ranging from rural to inner urban and her work involves ensuring that walking and cycle routes are taken from initial survey stage through to construction and promotion.

David Tuley is the Executive Director of the Pottawatomie County Economic Development Corporation in Kansas. In this position, he works on strategic economic planning, industrial development, infrastructure expansion, marketing and financing.

Philip Turner is a professional planner and architect with over 30 years experience in rural planning and community development in the United Kingdom. He is currently a consultant and previously has worked as a planner at the town, county and city level.

Steve Wilkins is Stewardship Coordinator with the Ontario Ministry of Natural Resources. In this position, he facilitates the efforts of two volunteer stewardship councils that are comprised of a variety of land use groups including weekenders, naturalists, hunting, fishing and forestry representatives with the strongest representation from landowners.

Andrea Kettle is the Clubs and Regions Coordinator for the Federation of Ontario Naturalists (FON) in Toronto, Canada, a nonprofit that protects Ontario’s nature through research, education and conservation action. In her position, Andrea provides support and resources for Ontario’s Nature Network, providing member groups with the tools to solve their own local conservation concerns.

The Vernon Township Exchange
Exchange Team Report

Introduction

Vernon is at the crossroads. It is a very special place in so many ways – its community, its cultural and natural heritage, its beauty and diversity. However, its very proximity to the New York Metropolitan Region with 22 million people living within 90 minutes drive time means it is under increasing pressure for development.

A high proportion of the population has come to Vernon over the past 25 – 30 years – drawn by its scenic beauty and tranquillity. Tourism has become increasingly important over the last 25 years with various developments along Route 94. Recent proposals for further major development have forced the Township consider what they want Vernon to be in the future.

The Countryside Exchange team visited Vernon from October 20 – 27, 2000. The community asked the team to help them identify ways to balance their desire for economic development with preservation of the region’s natural resources. The team specifically addressed issues relating to community identity, economic development, preservation of natural and cultural resources, land use and creating a town center.

The team worked tirelessly to observe the community at work and play. They reached as wide a range of people as possible including political leaders, teachers, business people, school children, farmers and seniors. They spoke with people on the street, in shops and at all functions. By the end of the week they had met with as many as 500 people – through attending 12 hospitality events, 20 meetings and holding 3 roundtable workshops on tourism, environmental and commercial issues.

Issue One: Creating Community Identity

How can we create a cohesive Vernon town spirit while maintaining the identity of our individual communities? What methodology can be utilized to obtain input about community building activities? What community building activities can be used to increase community spirit?

Observations

Feelings run high in Vernon as residents grapple with finding a balance between economic development and protecting the environment. Several proposed developments could make Vernon a resort destination, which in turn could drastically alter the character of the community.

Polarization over important issues is limiting the ability of individuals and organizations in the community to work together. Past business failures have left many people angry and frustrated at increased taxes, vacant or bankrupt facilities, and the loss of local employment. The speed at which current development is moving is creating tension and uneasiness, especially among those with concerns over its environmental and social impacts. Environmentalists challenge developers and seniors challenge school improvements. Many feel that their voices were not being heard at town council. This lack of a strong sense of community was also pronounced within the business sector, where there is little sense of working together in pursuit of common goals. The Vernon Chamber of Commerce is currently endeavoring to bring together diverse business interests within the community and has recently produced the Vernon Community Guide but there is still much to be done to unite the business community as a source of real leadership in Vernon.

Geography also contributes to the lack of connectivity. The town is spread out over 68 square miles with no real center. The volume and speed of traffic is a serious obstacle to pedestrian travel. As a result, people don’t walk along streets; children cannot play outside and neighbors seldom meet by chance as they stroll to the post office or store. This diminishes Vernon’s “sense of place.” Many residents feel that they have no meaningful input into community decision making and that the community lacks clear objectives. This has generated an atmosphere of isolation, information manipulation, apathy, community break up, and litigation.

The community needs a forum in which to discuss these issues. One possible model with which to build consensus is the Stewardship model (created by Ontario Stewardship, a program of the Ontario Ministry of Natural Resources, Ontario Canada). Effective formation of a “Vernon Roundtable” has the potential to break the stalemate that characterizes politics in the Township of Vernon.

The Stewardship Roundtable is a model of grass roots community collaboration and is designed to bring together a diverse group of influential community leaders, each of whom carries a community agenda, an expertise, and a network, thus enabling a “cross pollination of community groups.” By design, the Roundtable must represent the interests of the environmental, economic, and social sectors, formed with a consensus on the overall aims and objectives, and open to the widest and most inclusive participation.

In Ontario the Roundtable’s membership is restricted to about fifteen members from within the community. In order for it to remain as “apolitical” as possible and to ensure that it is perceived as open and fair, applications for membership would ideally be invited by public advertisement. Members of the Roundtable are chosen for, among other qualities, their ability to seek consensus and mediate a balance between viewpoints, their broad perspective on land use, and an appreciation of the natural and cultural heritage of the area. Glynwood Center may be able to assist with this process and chair the interview process in Vernon.

Recommendations

• Establish a “Vernon Roundtable” to break the stalemate that characterizes discussions about economic development and the environment, to develop consensus on future direction for the community and to enhance the sense of community in the Township of Vernon;
• Create a Stewardship fund to provide financial assistance to other community initiatives that enhance communication, education, awareness of the Roundtable, and community participation;
• Imbue the community a sense of the integrity of leadership that offers a transparency of decision making, openness and accountability and a proper stake in the decision making process. Specifically, the Town Council should:
  • Build on the positive goals set out in the Town Action Plan;
  • Recruit a full-time planner to guide growth and development. That person should be trained in customer care as he/she will be a major contact with the public;
  • Make the planning process easier for applicants by building on the introduction of the flat fees for regular planning applications and other appropriate mechanisms. Ideas used successfully in the United Kingdom include the production of a brochure on how the planning system works and what to do to make an application. This should also be available on-line;
  • Use the Internet to publish Council agendas and meeting dates and provide a resume of the key decisions so that people can find out what happened;
    Introduce a program of training for Council and Board members. In addition to outside assistance, seek trainers from within the community, as some of the best experts on the natural and cultural resources of the Township are local. This would also help break down barriers;
  • Partner with State and Federal agencies (for example, the Wallkill National Wildlife Refuge could provide training for members of the Planning Board and Environmental Commission);
  • Foster the development of a “teen council” with seats on all the commissions and perhaps the Town Council;
• Visually unify Vernon with its surrounding communities in the following ways:
  • Develop a cohesive landscape and townscape strategy to link the community together and create an attractive corridor;
  • Create an integrated strategy for development of an attractive entrance to the resort via the Route 515 corridor;
  • Establish signage and public art to heighten visitor awareness, create points of interest and help visitors locate available areas of interest and service;
  • Design, develop and manage a network of walking, cycling and riding trails along the length of the valley with direct links to the resorts; and
  • Upgrade the visual appearance of property to fit into an overall landscape strategy.

Issue Two: Economic Development

How do we encourage private, business, utility and government investments in Vernon to create good jobs and build a diverse local economy while preserving Vernon’s unique environmental character? How can we validate the assumption that Vernon should build a diverse local economy? How do we predict the cost, both financially and qualitatively to Vernon, of economic development? How can we present Vernon’s identity to attract business, tourists and residents?

Observations

Vernon has already established a reputation as a year-round resort and attracts over half a million visitors per annum. These visitor numbers are not sufficient; however, to sustain the various ski resorts and it is evident that the economy could stagger if no further investment is allowed.

It is possible that the purchase by Intrawest of the Vernon Valley Great Gorge Ski Resort and Action Park site from receivership provides an opportunity to achieve long-term economic stability in the valley for the first time. Intrawest is a Canadian ski resort developer and management operator. It leverages high levels of investment to create vibrant destinations with all the associated benefits for a local economy. Since it purchased the Vernon site in 1998, Intrawest has already invested $65 million to upgrade the infrastructure including new ski runs, snowmaking technology, seven new lifts (including the Cabriolet Gondola), mountain biking, skateboarding and an improved pool.

Intrawest now proposes to create a “Club in the Country” theme experience that will offer an attractive village setting and a base for many recreational experiences for day visitors. The plans call for a resort center with 200,000 square feet of commercial space with a grand lodge and country inn, restaurants, specialty retailing, galleries, spa, a multi-sport Learning and Performance Center and a new 18-hole golf course on the mountaintop. The design provides for a four-story cluster development with 622 resort units. Intrawest also proposes to develop another 900 units around the new golf course on the top of the mountain and 133 resort units adjacent to the Black Creek Sanctuary. The mountain top development includes five lodges of no more than three and a half stories in height, together with typical lodge lobbies and a golf clubhouse. The first phase of the development was launched on November 18, 2000 and 64 units (the whole of phase 1 and part of phase 2) were sold in 9 hours.

There is no doubt that the Intrawest development would:

• Build on what has already been created;
• Create a significant number of jobs during construction and operation;
• Generate a significant economic multiplier effect in the local economy; and
• Raise the image and profile of Vernon forever.

In a similar vein, the Florida based Metari Corporation has purchased the former Playboy Club on the beautiful south slopes of the Vernon Valley. Metari has renamed this development the Legends Country Club and Resort and has ambitious plans including:

• Retaining and revitalizing the hotel complex, creating over 650 hotel beds;
• Creating an attractive timeshare facility;
• Developing a market for large conferences and trade shows (they have a capability of hosting events with up to 1500 persons);
• Developing a banquet business;
• Creating 450 resort units along Route 94;
• Developing 660 resort units (primarily timeshare) around an additional 9-hole golf course, thereby creating two full 18 hole golf courses; and
• Expanding opportunities to ride, cycle and walk trails.

The proposed Metari development envisioned will provide over 400 part-time, full-time and seasonal jobs, forty percent of which are envisioned at this stage to be local. A comment was made that Legends will be running a quality operation that needs quality staff indicating that training will be essential if local people are to obtain jobs. It seems as if the Metari development could complement the Intrawest Mountain Creek Resort and Crystal Springs Golf and Spa Resort, creating a robust and varied overall tourism environment.

The community has a number of concerns with both of the development proposals including:

• The economic impact on the town center and other facilities within the township and beyond;
• Environmental and ecological impact on the valley and mountain including the golf course and associated resort;
• Impact of development design on the urban design character and landscape;
• Traffic impact on the Route 94 and 515 intersection and pedestrian needs;
• Housing for staff on site and within the community (including the potential impact on schools);
• Impact on the water supply and wastewater management systems including the quantity of water and energy needed to create artificial snow;
• Scale and location of the mountain top development (including golf course and accommodations); and
• Marketing of the resort center and impact on businesses in the town center.

If these issues can be satisfactorily addressed, the proposed resort developments could offer the community the opportunity of long-term economic benefit. Collaborative marketing with developers and the Township could maximize the benefits of this investment to the community.

Vernon has the potential to develop a strong eco-tourism market. It has a unique cultural and historical resource base in a concentrated geographic area. There is a large and rich visitor market on its doorstep with an increased interest in environmental issues, a burgeoning market in outdoor recreation and a rise in demand for healthy lifestyle opportunities. Eco-tourism offers Vernon the opportunity to diversify some of its traditional, but increasingly unsustainable economies such as farming, and to provide an alternative tourism “experience” to supplement and enrich the existing tourism businesses.

The key to developing a successful eco-tourism strategy is marketing and education. Eco-tourism is an intrinsically slow market to develop properly because of the fragility of resources and the fact that it involves so many people, resources and small developments. In essence, it is a complex web that needs careful nurturing so that plans complement each other. Success depends on building positive attitudes in parallel with “good practices” and in maximizing the potential of educational opportunities through good interpretation and the dissemination of information.

A marketing campaign can target both visitors and members of the local community, as there is a need to instill an environmental ethic in both groups. As a “bedroom” community, many local people do not have the time to find out about their own area and consequently have little respect for their environment or its “sense of place.” Eco-tourism is apolitical and has broad-based support in the community. It is, therefore, good “community glue.” It has the capacity to underpin an identity for Vernon and to generate a “feel-good” factor for those involved by encouraging them to become more aware of their environment and their place within it. Careful management of a marketing initiative and development of standards could help visitors and residents understand and respect the fragility of the resources they are experiencing and protect the community from marketers that abuse the environment.

Vernon will need to define its identity so that it is unique in how it looks and what it sells. A focus on eco-retail in Vernon would serve as a complement to the proposed Mountain Creek village that echoes throughout Vernon and rural areas, including the town center and farm sites. The scope might include:

• Local produce and farmers’ markets;
• Organic, whole food and alternative medicine;
• Woodland/forestry products such as locally made furniture and do-it-yourself items made from local sustainable wood sources;
• Garden centers;
• Bike sales;
• Outdoor clothing for walkers;
• Books, maps and videos about Vernon history and landscape;
• Paintings, sculpture, jewelry, ceramics, glass and other craft and art items that celebrate, interpret and depict the Vernon valley;
• Souvenirs carefully crafted and depicting unique attributes such as replica flint tools (not the Flintstones); toy Mastodon (cuddly woolly elephant); sweatshirts promoting the Vernon image and the Appalachian Trail; and model replicas of Vernon’s historic houses and farm barns;
• Postcards, posters and sweatshirts with messages about Vernon’s environment;
  Low energy domestic devices;
• Goods with minimal packaging; and
• Antiques (recycling local traditional objects)

Intrawest’s shopping village can both compete with and complement eco-retail in the town center. The town center could attract those businesses that cannot find a place in Mountain Creek’s 80:20 retail policy (80% specialist owner/entrepreneur and 20% select quality chains). Positive and early development of the Center could overcome any loss of turnover and business to the Mountain Creek village.

Vernon has recognized the need to build a diverse local economy while preserving its unique environmental character. There is no doubt that resort development, eco-tourism, and eco-retail can play a large role in the revitalization of Vernon, but Vernon’s options are more extensive. The Township might consider hiring a project coordinator who is well versed in eco-tourism and the wider commercial opportunities afforded by a town center, to oversee the study and development of the full range of economic opportunities. This might be as diverse in range as facilitating development of high-speed broadband Internet access in order to remain a player in the information economy, a community foundation to support Township initiatives, a “shop at home” campaign, or a wide variety of information and interpretative signage.

Recommendations

• Support resort development if:
  • Technical studies are undertaken to address community concerns and negotiations take place with Intrawest and Metari to find a satisfactory solution in each of the areas identified;
  • There is common agreement regarding what is an environmental impact and how much is acceptable; and
  • Vernon Township devises a strategy to manage the impending change and plays the lead role in ensuring how it is achieved.
• Support the development of eco-tourism in Vernon as a means of diversifying and strengthening the economy and protecting the environment. Specifically:
  • Create an Eco-tourism Working Committee to guide the development of eco-tourism in Vernon;
  • Compile a comprehensive inventory of all the eco-tourism resources in Vernon (on file, on the town Geographic Information System base and listed on the town website) to underpin the eco-tourism industry and to enable the monitoring and evaluation of changes over time. Involve local experts, schools, youth groups and professionals in data collection and presentation;
  • Develop an Eco-tourism Best Practice Guide to encourage environmentally friendly practices in, for example, accommodation, retail and local farming;
  • Develop a marketing program, with strong environmental ethics, in association with other tourism businesses in the area and in consultation with the community, to market eco-tourism to adjoining towns, counties, states and at the national level;
  • Create business and conservation partnerships to realize the full market potential of eco-tourism. Vernon Township might develop a series of training workshops, brainstorming sessions, etc., to identify the range of resources within the conservation and business community. The Chamber of Commerce might consider, for example, sponsoring a bird-watching event. A business might offer its marketing skills in return for volunteer tour guides for visitors;
  • Develop eco-retailing opportunities that offer a range of authentic, high-quality products including things such as organic food, outdoor equipment, maps, outfitters, guide books, nature books, etc.; and
  • Develop an ongoing community and visitor education/event program based on the eco-tourism resources.
• The Township’s Historical and Environmental Board should work with specialists and local businesses to develop and sponsor a variety of interpretations of the historical and natural heritage of the area including:
  • Visitor welcome and orientation;
  • Road and trail signage;
  • Integration of the key sites and features within the township; and
  • A wider variety of information and interpretative signage.
• Specifically, develop:
  • Visitor orientation maps in key car parks and visitor congregating points such as the A&P, Hidden Valley, Mountain Creek Resort Center, Crystal Springs and outside the George Inn, and McAfee;
  • A visitor center located in the proposed Vernon town center to serve as a source for information about resorts and as an introduction to the natural and cultural heritage of the area. The visitor center could, potentially, provide a combined service for the whole of the Vernon Valley including Warwick Township. There may also provide an opportunity for an interpretive exhibition telling the story of Vernon and the challenges it is facing;
  • A visitor orientation brochure (perhaps a combined one with Warwick Township and Sugar Loaf) to introduce Vernon and identify all key sites and features in the area. This could include an introductory history of the area and more detailed information on things to see and do. It could be partially funded by advertising;
  • Walking and cycling trail leaflets to direct visitors to a range of opportunities to explore the township and, potentially, adjacent Warwick Township;
  • Panels at the beginning of walking or cycling trails to introduce the route and highlight the key sites and features. During the summer months it is possible to leave free trail leaflets in a simple unit next to the panels as is found in all National Parks. Alternatively, the leaflets can be sold with the money collected in a secure box (see National Park Service design standards);
  • Wayside exhibits at key sites around the Township. Historical and Environmental Commissions could identify key sites and local specialists invited to prepare script and visual references. Design standards of the National Park Service could be adopted and a local graphic design company invited to prepare designs. Sponsorship could be sought from local companies and a program of panels could be installed around the Township;
  • A system of wayside exhibits on the Appalachian Trail and the two designated sites (ideally sponsored by local businesses) can be developed with the National Park Service, Waywawanda State Park and Wallkill National Wildlife Refuge;
  • Guided walks led by members of the Historical Society and local nature conservation and ecology clubs (including the Friends of the Wallkill) reflecting the seasons and highlighting the special ecological and cultural heritage assets of the town. Local volunteers could work with the chair of the Historical Commission and a range of other local specialists to coordinate this;
  • Interpretive presentations by local music and dramatic groups which reenact local stories and incidents in the history of the town. These can be linked to local commemorative days and be produced at appropriate sites in the township including the Barratt Farmstead;
  • Events and activities related to special holidays or festivals, which promote aspects of the local culture, reinforce the history and heritage of the community and encourage local people to get involved;
  • Support of the Vernon Historical Society in its efforts to develop its museum in the John Barrett 4th House depicting rural life within Vernon at the end of the 19th century; and
  • Introduce interpretation into events, festivals and enactments to communicate the essential history and culture of the Township to the community and visitors.
• Establish a proactive strategy to market Vernon. This would include:
  • Developing a brand image for Vernon that celebrates the unique environment of the valley and develops a “Green Culture”;
  • Developing a logo for Vernon Township which appears everywhere – on brochures and business cards, web-sites and window boxes, developers’ videos and town center shops selling local products;
  • Developing a powerful slogan that encapsulates the values of Vernon, the message of what the place is all about. Use it in conjunction with the town logo;
  • Involving people from the community in the image and slogan development;
  • Developing an effective partnership between the Chamber of Commerce, the Township Council and Sussex County Economic Development Partnership to produce a brochure that will stimulate tourism and inward investment;
  • Producing a community newsletter, both printed and on-line (urging involvement of the Town ouncil, partners and schools); and
  • Continuing to develop the Vernon website as a communications tool for both internal and external audiences, with linkages added to sites both within and beyond Vernon.
• Develop “eco-retail” in the town center and rural areas of Vernon including a range of authentic, high quality products with a clear identity including organic foods, outdoor equipment, maps outfitters, guide books, nature books, etc;
• Hire a project coordinator to oversee the study, development and support of possible economic opportunities including development of high-speed broadband Internet access, a community foundation to support the Township initiatives, a “shop at home” campaign, or a hierarchy of interpretative signage;
• The Chamber of Commerce should initiate a public awareness program to “shop at home” to educate residents as to the importance of their shopping decisions in the context of the economic vitality of the township. The New Jersey Agricultural Extension could be consulted to assist with the program; and
• Establish a partnership to guide town center development comprised of representatives from Intrawest and Metari, the municipality, the Chamber of Commerce and local nonprofit organizations. The partnership would serve as a forum for discussing economic development issues, clarifying roles, setting and implementing strategic objectives and sharing resources.

Issue Three: Natural and Cultural Resources

What process should be utilized to identify “critical” natural and historic resources so we may protect them? How do we gather existing information and expand upon it? How do we protect aesthetic as well as ecological aspects of the environment? How can we promote natural and cultural resources, which will contribute to sustainable economic growth?

Observations

Vernon has a rich and diverse natural and cultural heritage. Habitats include fresh water wetlands, hardwood forests, uplands, old fields and restored grasslands. The region is rich in bio-diversity. Two hundred and twenty-five species of birds are either funneled through this flyway or nest in the area annually. Twenty-five of these species, including the red shouldered hawk and barred owl, are endangered or threatened. The amphibian and reptile populations include the state-endangered timber rattlesnake and bog turtle. There are at least 500 black bear in the state. These diverse species are dependent upon each other and are each an integral part of complex ecosystems. Equally important are the corridors that link habitat areas. Such issues as poor water quality and forest fragmentation can seriously degrade ecosystems. The significance, diversity and sensitivity of these natural resources underscore the need for balance between conservation and development.

At the same time, the mountains, valleys, lakes, wetlands and deciduous forests provide beautiful settings in which people can live, work and play. Roads, trails, housing, schools, farms, retail businesses and golf courses are an important part of the overall diversity of the Township. The ecosystem, however, is sensitive to human pressure, but it can be managed through the establishment and cultivation of an environmental ethic. Careful planning, design, implementation and management of economic development can maintain the balance within the community between economic and environmental diversity and health.

The environment, including the diverse natural and cultural resources, is at the root of everything the community and developers desire to preserve. Both can benefit from developing a supportive and environmentally sensitive culture, but it would require a shift in thinking by all parties. The most critical priority within a new environmentally sensitive culture is to allow sufficient time to fully understand the impact of changes on the natural and cultural resources of Vernon and to put in place appropriate measures to ensure that an acceptable balance can be achieved. Just such a balance can exist between natural resource conservation and development in the Township of Vernon. Historically, most environmental problems can be traced to the failure to approach environmental protection from an ecosystem perspective. Unplanned, haphazard and non-strategic development can result in habitat loss, a decrease in bio-diversity of species and a loss of ecological function.

In the long run, a gradual change in personal conservation ethics will determine how the land is treated. Promoting conservation, whether of agricultural land, natural areas, historic buildings or beautiful rural countryside, is ultimately a matter of community education and awareness. Volunteers and community involvement will be essential to this effort.

Trails can help to physically “connect” the community. They can also be seen as a vital part of a transportation network, providing an opportunity for locals and visitors to get around Vernon in safely, without having to rely on cars. Trails are “social includers” that is, they improve access for those without cars, e.g. the old, the young and the disabled. They provide a place to discover the local environment and develop “an environmental ethic,” not only for visitors but also the community. Developing this ethic is essential for the long-term sustainability of the community.

Trails and their development can be seen as social and physical glue for Vernon. The challenge, however, is to create a package of routes (for visitors and community residents) that are both useful as connectors and as recreation. While there are a number of trails, there is very little mapping or marketing of them. The information that exists is not coordinated. Few locals, let alone visitors, know where the trails are or what they offer. As a result they are truly an untapped resource and greatly underutilized.

Recommendations

• Promote an environmental ethic to balance new development with its potential impact on wetlands and other habitats. This would provide the framework within which to guide development and at the same time safeguard green corridors, buffer rivers, streams and wetlands, wildlife, core habitats and biological diversity. This effort would include initiatives to:
• Develop an information data base on the environment including:
  • Impact of development on it, complete with mapping, monitoring capacity, and ecological management plans; and
  • Resources and programs such as “Living Legacy” (Trust for Public Lands) to help with conservation initiatives.
• Involve the community in environmental management activities such as:
  • Develop a strategic conservation overview and put Vernon’s ecosystem into context;
  • Monitor established wildlife and natural areas , record wildlife sightings, establish species recovery programs, and pursue restoration projects;
  • Foster an environmental ethic at every event and activity throughout the community;
  • Arrange information evenings and invite guests to share their experiences and knowledge about the natural world;
  • Establish a “Friends” organization to fundraise for future land acquisitions of the Wallkill River Wildlife Refuge;
  • Establish partnerships between groups to share information and resources; and
  • Develop a comprehensive conservation plan for the entire Highlands region.
• Develop and market a comprehensive, high quality network of trails and strategically plan for future trails and linkages over the next 5-10 years.

Issue Four: Land Use

How can we guide development in order to limit the impact on school-related costs and other local taxes? What are the opportunities for senior housing? What incentives, tax wise or others, can be given to encourage senior housing both for developers and senior citizens? How can we ensure that residential development is accompanied by additional recreational space? Is there any way to keep seasonal homes seasonal?

Observations

Planning in Vernon is conducted at the Township level. While this approach embraces the local community, it makes it harder to develop a strategic, regional context. There appears to be a need to generate more confidence in local government. There is certainly widespread confusion about how decisions are made and who makes them in Vernon. Confusion can rapidly turn into alienation.

An overriding problem in Vernon is the lack of an economic base and one of the greatest concerns centers on taxes, particularly property taxes. Over 90 per cent of the local property tax revenues derive from residential property, the majority of which goes to support the school system. Increases in property values have been significantly driving up the cost of living in Vernon and many community residents and landowners have expressed a fear that they may have to sell their homes and leave Vernon because of the property tax burden. This is particularly true for people who no longer have children in the school system and who are moderate and fixed income homeowners, such as seniors. Vernon has an excellent school system with modern facilities that could be viewed as a source of local pride. The attitude of the community toward the school system is of concern, however, because of the high taxes. Only recently the Township rejected the school’s budget. This lack of support could lead to the deterioration of the quality of education in Vernon as pressure on the school budget increases. Several options to address this situation arose in discussions with community residents and in a presentation by the Township Auditor. These options include diversifying the economic base, exploring a visitor tax, and restructuring the State tax system.

There are adequate visitor level projections to encourage diversification of the tax base through the development of eco-tourism and eco-retail business as noted above. Commercial properties developed to house these businesses, including development of a high-density town center, would bring in a new source of revenue. The phased-in development of the resorts is also projected to expand tax revenues. This increase in taxable base from development of both the town center and resort activity will enhance the ability of the Township to protect open space and farmlands through programs such as State Green Acres. The Town Council has commissioned an economic impact assessment of these forces to inform the decision making process. There seems to be widespread consensus within Vernon that conservation of open space will both improve the environment and lessen the potential for an increase in the overall tax burden that might result from over-development.

A local sales tax, for example on ski lift tickets or overnight accommodations, is another option for providing property tax relief. Revenues from this tax could be applied toward the costs that the Township incurs to accommodate visitors or for improvements such as infrastructure, eco-tourism site development and public safety. At the state level, efforts to adjust revenue sources to provide local property tax relief need to be explored including, for example, the sharing of state income tax revenues and part of any state budget surplus.

As with many communities, Vernon Township lacks sufficient affordable housing. The demand for moderately priced houses can expect to be felt throughout the Township not just in the areas adjacent to resorts or golf courses. This is of concern to many parties:

• Low and moderate income residents, including empty-nesters, fear that the Mountain Creek resort development will drive up prices and taxes so that they will no longer be able to afford to own or rent property in Vernon;
• There is also a concern that moderately priced housing in the Township will be purchased by nonresidents as second homes for weekend trips to the resorts’ facilities; and finally
• There is a concern that the demand for housing near the resorts will increase with the need to house resort workers.

Recommendations

• Engage the residents of Vernon in a strategic planning process. The Township Council might consider using a mapping tool such as the “Community Viz” program by the Orton Foundation to envision planning options. This is a GIS (mapping) program that is revolutionary in its ability to manipulate data to develop policy and to evaluate impact of land use decisions. It may be possible to obtain a grant to cover the cost of the program;
• Explore the utility of imposing a visitor tax or local sales tax to supplement the tax base;
• The Township Council and the Chamber of Commerce should find new ways to finance the special needs of the community, including, for example, development of a Community Foundation. This could provide a tax-deductible vehicle for donating funds that can be used for local projects. This can be an excellent estate planning opportunity for residents.
• Institute appropriate zoning to enable implementation of a plan for development of affordable housing (currently being developed as part of the town center Development Plan.)

Issue 5 Town Center

Would a high-density town center control sprawl and help create an identity and a sense of place? How can we assess the economic feasibility of high-density town center development? How can we plan for traffic flow through the town center? How can development in the town center meet the needs of residents as well as tourists?

Observations

A high-density town center can help to create a sense of place in Vernon with traffic free areas for pedestrians, shopping, business activity and a central town green. Imagine, for Vernon Center, a path lined with shops with eye-catching window displays – enticing to the customer – in the successful way of European resorts. Mixed uses above shops would offer affordable housing and commercial offices and act to concentrate the density, vitality and viability of retail and commercial areas.

The town center for Vernon should be designed as a mixed-use development (within the land defined by the loop road) and provide pedestrian walkways with parking on the outside. The Vernon town center Implementation Plan contains good ideas for the space. Increasing the density of development, however, would offer a more striking approach to the proposed “High Street” Core (in the range of 25 to 30 dwelling units per acre over and among the shops and other facilities and businesses). Historic buildings, such as the School Board, should be retained and enhanced. Perhaps buildings, which have been removed to other sites, could be brought back and incorporated within the new design.

The use of eco-architecture can enhance the eco-theme of Vernon. This might include passive and active solar heating and power generation to harness the energy from the sun. Rainwater falling on roofs can be captured and filtered towards non-drinking use and cycled again to replenish ground water resources. Car park surfaces can be made of permeable substance to allow rain to be absorbed into the soil underneath, rather than run off into drainage systems. The design should take every opportunity to create new spaces including such things as:

• Promoting the churchyard as a central greenspace;
• Using existing and new buildings as meeting places, art spaces, a tourist information center, a Visitor Center, chamber concert space, hikers’ hostel, etc.;
• Creating an amphitheater on the raised meadow opposite the municipal buildings. This might include new trees and offer wonderful views in all directions; and
• Developing senior housing down the slope with the roof line set below the ridge of the hill rather than over the top of the hill and at a density of about 20 dwellings per acre. This could also include adjacent shops, a cafe and a medical practice. Balcony gardens could catch the sun and with level walkways, generously covered with plants, link to the town center. Wheelchair accessibility and enhanced landscaping around the municipal buildings including care in respecting wetlands could be part of the concept.

Traffic from roads approaching and within the town center can be calmed with the use of gateways, speed tables and narrowings. Slowing to around 20 mph can assist free flow. Rotaries are proven in Europe to help free flow as an alternative to traffic lights and could be used, for example, at the junction of Routes 94, 515 and 644. This would provide a green open space with an attractive water feature or sculpture offering a focal point upon entering the town and defining a signal of place to complement the Fireman’s Pond. Gas stations could be relocated to take advantage of the new loop road alignments and to simplify traffic movements at the rotary.

Over the next 10 years, traffic levels in Vernon can be expected to rise with the expanding local tourist industry and likely population growth. Vernon’s capacity to deal with this will be limited, however, due to the local topography. The wetlands and mountain valleys have restricted the main roads to a few key “transport corridors” and these will have to absorb the increased the pressure. There is an implicit conflict between freedom of movement and danger from the roads, noise, pollution and running costs. The three main techniques to help maintain an acceptable balance between the benefits and costs associated with roads include traffic management, use of alternative transportation modes; and reduction of the need to travel. These actions would require a change in attitudes by both visitors and community residents, which is a difficult and slow process. In the long-term, however, the benefits are great and may become even more significant as traffic levels continue to rise.

Vernon town center can be designed to be used and enjoyed all year by residents and year-round resort visitors. This full-season orientation offers the advantages of steady income flow and employment and can draw a more diverse range of shops and food outlets than would normally be expected in a town of its size. The nature of the seasons and climate should be carefully considered in the design and planning of the center of town. Seasonal products, festivals and celebrations should be a continuing theme reflected in the design of spaces and buildings.

Recommendations

• The Municipality should acquire the land necessary for development of the town center, examining all possible arrangements for collaboration and stakeholder involvement, including lease/leaseback, purchase and compensation.
• Implement the “vision, goals and objectives” and “key components” of the Vernon town center Implementation Plan dated 1999, but with a denser approach to development of the proposed “High Street” Core. The Vernon town center plan should:
  • Provide for greater density (25 to 30 dwelling units per acre over and among the shops and other facilities and businesses);
  • Encourage pedestrian access;
  • Develop new spaces to meet the diverse needs, including recreation, of the resident and visitor populations;
  • Retain open space adjacent to the churches and municipal buildings;
  • Preserve historic buildings within the town center area; and
  • Develop an eco-retail capacity.
• Create a design philosophy to guide development of the town center. Good examples of design philosophies can be found by consulting with the City of Austin Planning Ordinance (see section on Traditional Neighborhood Design Criteria), with the Loudoun County, Virginia Planning Ordinance (see section on Rural Villages and Hamlets), and on a variety of web pages, including www.townbuild.com and www.newurbannews.com.
• Study, manage and guide the impact of changing traffic and transportation systems on the environment and quality of life in Vernon including:
  • Determining the “carrying capacity” of major, minor and town center roads. This would involve computer modeling of the predicted rise in traffic flow over a 5-10 year period with the associated impact on “quality of life” indicators such as noise and pollution levels;
  • Undertaking an assessment of current traffic flow patterns on roads in Vernon. For those roads approaching or exceeding the limits (potentially the town center), take immediate action to reduce traffic flow through measures such as traffic calming, gateway treatments, road narrowing and speed restrictions;
  • Developing a series of design guidelines for different road systems;
  • Monitoring traffic flow trends in order to be proactive if they reach “unacceptable” levels;
  • Exploring opportunities to stabilize traffic growth by reducing the need to travel. For instance, encourage cluster development with basic retail and other services nearby to establish contained, self-sufficient neighborhoods;
  • Encouraging modal diversification by developing opportunities for people to walk and cycle more. This could include the creation of a strategic trail network and a cycle training and proficiency program for both children and adults;
  • Addressing the travel needs of the less mobile sectors of the community including the young, old and disabled, and investigating opportunities to provide specialized public transport facilities, car pooling or voluntary dial-a-ride schemes;
  • Exploring the viability of “park-and-ride” programs, community carpooling and Vernon Explorer shuttle buses (with bike carriers) between tourism destinations, the town center, the train station, schools, etc;
  • Exploring the potential to provide a passenger train on the existing freight-only railroad between McAfee and New York as a means of getting tourists to and from Vernon;
  • Exploring the potential to run steam locomotive hauled special trains for enthusiasts linking Vernon with Warwick and Sugar Loaf;
  • Creating a “Travel Information Center” on the town web site. This would provide practical travel information to assist people in making their travel choices. The travel center could also run “green” travel awareness campaigns, and undertake research on travel patterns. If there is sufficient demand, Vernon should consider establishing a resource center for telecommuters to help reduce commuter traffic. The center could provide workspace and/or communal office equipment, perhaps at a cost, to cover running charges;
  • Creating incentives for traffic to travel at “off-peak” times. For instance, provide discounts at tourist attractions for people arriving between certain hours, or reduced car parking rates and special offers at shops;
  • Encourage people to travel without cars by providing discounts at local tourist attractions and shops for people arriving by bus, bike or on foot;
  • Creating and marketing an annual series of “Green Transport Events and Festivals”; and
  • Producing information (perhaps in association with schools, community groups and youth clubs) to educate the community and visitors about the importance of reduction of car travel, alternatives, and the role that each person can play.

Summary

Vernon is at a crossroads, with a hundred and one issues that seem to demand urgent attention. The Township can begin to move forward in consensus by knitting the community together, perhaps through the development of a Roundtable. The broader the involvement of individuals, politicians, and developers, the stronger the learning and the possibilities. It is clear that the environment is at the root of everything the community desires to achieve in Vernon ~ quality of life and economic security. Time and expertise can help everyone to understand the impact of development on the natural and cultural resources of the Township and to put into place appropriate measures to achieve an acceptable balance between the two as it addresses growth and land use issues.

With attention to key steps and specialist support, it is possible to enable the Mountain Creek and Legends developments to be undertaken in a way that would maximize the benefits to the community and minimize the environmental impact. It would also be possible to move forward on the other important components including:

• Developing an attractive town center for local people and visitors;
• Developing the enormous eco-tourism opportunities;
• Developing a comprehensive trails system and the recreational potential of the Township;
• Empowering the community to play a full part in protecting the natural resources of the Township;
• Developing the interpretive and educational potential of the Township’s rich heritage and natural resources;
• Developing a transportation strategy;
• Addressing the issue of affordable housing;
• Adopting a design philosophy for the Township;
• Fostering meaningful and sustainable community partnerships for the benefit of the town including schools, senior citizens and other groups;
• Marketing the Vernon product;
• Strengthening communication systems in the community; and
• Developing links with Warwick Township to maximize the environmental and economic opportunities for eco-tourism.

Top of Page

©2002 Glynwood Center