Chapter 10. RECOMMENDATIONS

Introduction

This section proposes recommendations for the future of the Village of Brewster.  The framework for recommendations is three tiered: Main Street, Village, and Region.  Recommendations are tiered because each one has implications on differing levels.  Main Street is designated as tier one, as it is the area that the Studio team deemed the “heart” of the Village.  Main Street is the location for economic vitality, social interaction, and physical connections.  The second tier, Village, covers broader recommendations that target specific spatial and public aspects of the entire Village of Brewster.  Tier three, the Regional tier, provides recommendations that reach far beyond the Village boundaries, and encompasses the Village outwards to Putnam County. 

The division of recommendations into three layers hopes to signify the importance of beginning locally on Main Street and working outward to forge greater Village and regional connections.  The recommendations set forth are sectioned first by topic and then by level.  Certain study areas incorporate all three levels, while others include only one level.  Governance and Urban Design cover Main Street, Village, and Region.  Community Development and Zoning encompass two levels, Main Street and Village.  Infrastructure and Finance are represented on the Village level only.  The grid below highlights this description. Given the significance of the natural environment and the location of the Village of Brewster in the Croton Watershed, the environment cuts across all study levels and has implications on all decisions made within the Village.  

Taken together, these recommendations represent a cohesive vision for the future of the Village of Brewster.  The implementation of some of these recommendations can occur immediately. In other cases, the implementation process requires more time.  There will be opportunities to implement some recommendations over the next year, simultaneously with other activities.  Other changes can take place over a period of five to ten years upon carrying out further evaluation and obtaining adequate funding.  At the end of this chapter, the Village Analysis and Recommendations Committee provides a matrix of the recommendations that distinguishes immediate activities from those that are contingent on another activity.  

Urban Design – Main Street

After analyzing various aspects of the Main Street corridor, a vision for Main Street was produced.

Implement “Three Nodes” Design and Other Physical Improvements.

The development of three major nodes along the length of Main Street will work together to liven the entire corridor. Each node will serve a separate function, working as attractors to draw people to and from each center of activity.  These nodes include the Brewster Triangle, a Civic Center, and a Laborer Employment Center.

Figure 10 ‑ 1 Three Node Recommendation Design

Node One: Brewster Triangle 

A plaza would be created surrounding the current Town of Southeast Offices/First National Bank building. This plaza would serve as a gathering space for residents and an inviting location for commuters departing the train station.  In particular, people departing the train after dark would be welcomed to a well-lit inviting place. This area would give a positive first impression of the Village.

Specific Improvements for the Brewster Triangle include:

• Create a park.

Development of park space is our primary recommendation for improvement of the Brewster Triangle.  This entails the removal of the road that currently connects Railroad Avenue and Main Street, located directly behind the Town Hall/First National Bank of Brewster building.  One chief benefit is a decrease in impervious surface, which is a requirement under the Watershed Memorandum of Agreement.  The other benefit is additional green space, which promotes a friendly "welcome mat" for the Village.  This area would also include benches for people to wait for the train.  This idea was previously presented in the 1990 and 1999 plans for the Village.

• Create a "kiss and ride" location on both the east and west side of Railroad Avenue.

Another improvement would be the creation of short-term passenger “loading” areas where commuters can be picked up or discharged at Brewster Station.  These locations are commonly referred to as a "kiss and ride."  This area would help improve traffic flow, by providing a location for cars to pull out of the right of way.  On the west side of Route 6, the “kiss and ride” would be located in the area in front of the train station.  This is the area that the MTA plans to turn into a “Multi-Modal” area. [162]   The Village can work in conjunction with the MTA to ensure that proper signage for the “kiss and ride” is included in these plans.  On the east side of Railroad Avenue, there may be room for the “kiss and ride” in the area that is now “Main Street Alley” or, north of the intersection, in front of the Brewster Garden Flower Shop.

• Create a location for secure bicycle parking on Railroad Avenue.

Currently, bicycle traffic is not readily apparent on the roadways around the train station.  However, given the suggestion for improved regional connections with the Putnam and Hudson Valley bicycle and pedestrian trails, there may be greater desire and demand for bicycle storage.  Therefore, we recommend the creation of secure bicycle parking along Railroad Avenue.  The train station represents an ideal location for both area residents and train travelers to safely leave their bikes.  This new form of parking for the Village provides an option for people to ride their bicycle to the train station, as well as for users of the bike trails to park their bicycles and visit the shops along Main Street.   

Node Two: Civic Center

A Civic Center on Main Street would be created near the Southeast Museum Building and the Brewster Public Library.  A central location on Main Street, in close proximity to the train station, is the key to a vibrant center.  The physical location will help honor the historic properties in the vicinity.  Creating a civic center that utilizes the Village’s most emblematic urban feature would renew a sense of pride and belonging among Village residents. The creation of this center would serve as an attractor to draw people to new destinations along Main Street.  Consideration could also be given for joint Town/Village facilities at this location.

Node Three: Laborer Employment Center

The immigrant laborer community is a vital aspect of the overall workforce diversity and a source of economic vitality in the Village.  This vitality can be harnessed and enhanced through investments in the laborer community.  The principal way to achieve this goal is to create an employment center at a central and accessible location in the Village.  An assessment of alternate sites within the Village borders should be considered. 

• The location of the employment center should consider traffic accessibility.
• Consideration of access to the Community Affairs Office in the location of a center would allow for greater efficiency in the delivery of its services and thereby mitigate some of the current challenges faced by these villagers.

Programs and activities specifically recommended for the Laborer Employment Center are detailed in the Community Development Main Street Section below.

Node 4:  Improve North Main Street

North Main Street is a viable part of Main Street with successful businesses, but is often overshadowed by the downtown Main Street area.  However, this area will become increasingly significant given the construction of a new commuter parking lot near the Southeast (formerly Brewster North) train Station.  These additional parking spaces will increase visitors to this area.  The Village has the opportunity to improve aesthetics and enhance pedestrian connections between this and the downtown area.  This can be done through the coordination of aesthetic improvements (discussed below) between the two areas. 

Enhance Main Street Through Other Physical Improvements

In order to enable the aforementioned nodes to work as proposed, attention must also be given to pedestrian improvements and beautification throughout the Village.

Aesthetic Improvements

There are a number of ways to enhance the visual impact of Main Street.  First, cleaner sidewalks and streets will provide for a more inviting downtown atmosphere.  A more efficient garbage removal system may ameliorate the problem. Secondly, guidelines to better upkeep vacant as well as occupied buildings will help maintain a cohesive and eye-pleasing Main Street.  The implementation of guidelines will require the cooperation of all Main Street businesses in a coordinated effort.  Other improvements recommended by the Economic and Community Development citizen committee include sidewalk planters, benches, pedestrian scale lighting, and a coordinated signage program.

In order to encourage aesthetic improvements, it will be necessary to engage all members of the community, including business owners, landlords, and residents.  In order to “jump-start” a downtown revitalization effort, the Village may want to consider a community pride program that may involve a volunteer clean up day, banners, music, and other means of attracting attention to a particular project.  The excitement generated by this program will then move forward, providing incentives for both residents and visitors to contribute to revitalization.  Organization of this program could be responsibility of a Village promotion committee. 

Construct pedestrian enhancements.

Continuous sidewalks should exist along the length of Main Street, - from Markel Park along North Main, through the commercial center, to the most eastern portion of East Main Street.  Many sidewalks already exist along the length of this corridor.However, the existing sidewalks are often located on alternating sides of the road and are not connected throughout. Sidewalks are entirely absent at other points along Main Street, particularly where they have been eliminated in favor of storefront parking.  Many are broken and in need of repair.  As recommended by the National Center for Bicycling and Walking (NCBW), a continuous network of good sidewalks is vital for encouraging more pedestrian activity. [163] NCBW recommends that sidewalks be added where missing on both sides of the street, or on at least one side of local streets.  Currently, there are minimum widths for pedestrian safety, accessibility and enjoyment. Consistent with our idea that Main Street should attract and embrace pedestrians, sidewalk conditions in the Village might be ameliorated by the following:

A preferred sidewalk width in an area of pedestrian activity is 12 feet, at least 6 feet of which would be clear from obstructions. This width allows two pedestrians to walk side by side or to pass each other comfortably. In difficult situations

where road width cannot be narrowed, a minimum of 8-foot sidewalks is recommended.  Institute of Traffic Engineers (ITE) recommends a minimum width of 5 feet for a sidewalk or walkway, and there should be wider widths in

areas that expect more pedestrian traffic. [165] Taking into consideration any narrowness of street width, as well as encouraging more pedestrian traffic, the Studio recommends a minimum of 6-foot sidewalks along the streets that connect

Marvin Avenue to Main Street.

Park Street already meets the minimum sidewalk width outlined above, along the east side, however, given the 30-foot roadway, there is ample room for sidewalk expansion to 8 feet. Wilkes Street can be widened by 18 inches to meet these criteria, which would take away slightly from roadway width while greatly enhancing pedestrian usability. There are no sidewalks currently where Marvin Avenue meets Main Street. 6-foot sidewalks should be implemented on the west side of this roadway, as the east side is currently utilized for vehicular access to a commercial establishment.

• Crosswalks.  At places where the existing sidewalks are continuous, but on alternating sides of Main Street, crosswalks could be improved to facilitate a safe pedestrian environment with the inclusion of more visible signage or a flashing light. Crosswalks serve as a traffic calming measure, and enable pedestrians to cross safely from one side of the street to the other. The addition of safe crosswalks encourages pedestrians to use the existing sidewalks rather than walk in the right of way.

• Sidewalk upgrades and replacements.  A sidewalk replacement plan to upgrade and replace existing sidewalks is an important part of a Capital Improvement Program.  Such sidewalk improvements would increase pedestrian safety, comfort, and utilization of Main Street. Details of the recommended Capital Improvement Program are provided in the Finance: Village section of this document.

• Regulate sidewalks through zoning. 

The elimination of sidewalks in favor of storefront parking has led to discontinuity in sidewalks and streetwall at particular locations along Main Street. This situation discourages pedestrian activity and access to these areas in favor of vehicles.  The Village could include language within the Village Zoning Code that prohibits or discourages vehicular oriented setbacks for new construction (residential or commercial) along Main Street. Zoning code proposals including examples from other localities are detailed in the Zoning: Main Street section of this document.

Beautify Main Street. 

In lieu of using Village funds towards beautification issues, private organizations, like the Coalition for a Better Brewster, would continue to take responsibility for business district improvements. Improvements include sidewalk trees and plantings, responsibility for disposal of trash, designation of specific loading zones for trucks, and a pedestrian-oriented lighting scheme to be affixed to businesses along the main commercial strip.  The success of the Main Street revitalization effort will rely on the continued support and service of private organizations, as well as, the capital improvement programs to be developed and implemented by the Village.  The Village may want to consider engaging support from Putnam County officials who have, in the past, expressed an interest in participating in streetscape improvements, particularly in the North Main Street area which is along a County Road.

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Urban Design: Village

Making the Vertical Connections.

Accessibility is a major asset of the Village of Brewster.  Enhanced accessibility results from increased walkability and connectivity with Main Street and other important points throughout the Village.  A clear pedestrian corridor can make the Village a more pleasant, walkable place.  The Village topography is unique in that this vertical link represents a dramatic grade change that further accentuates this natural connection.  The Village can enhance this Main Street characteristic by creating a vertical connection between points both north and south of Main.

The vertical connection we propose is translated through a physical connection that allows pedestrians to traverse the hills and experience the abundance of sky, mountain, and water the Village has to offer.  This physical connection would be in the form of a dedicated path that connects the residential neighborhoods, the Garden Street Elementary School, to the Walter Brewster House, through Marvin Avenue and into the park development along the East Branch of the Croton River (EBCR).

Figure 10-6 Proposed Vertical Connections for the Village of Brewster [166]

This will enhance resident and visitor enjoyment of these focal points.  The pedestrian friendliness offered by this link would allow the Village an opportunity to encourage education through greater usage of the watershed park and historic properties, inviting walkers and bikers to Main Street. The intention is thus to create a smooth connection between specific focal points within the Village. 

Enhance the connection between the EBCR Park and Main Street.

The construction of the new park below Marvin Avenue will make this area a destination point for recreation.  The pedestrian connection between Main Street and Marvin Avenue would be achieved through sidewalk improvements along Wilkes Street and signage, indicating the direction to the park.  Further enhancements would include a continuous sidewalk along the south side of Marvin Avenue, from the intersection with Park Street to the intersection of Marvin Avenue and Main Street.  (See Proposed Sidewalk Connections Along the East Branch of the Croton River map below.)

Figure 10-7 Proposed Sidewalk Connections Along the East Branch of the Croton River (Marvin Avenue)

Enhance the connection between Main Street and the Walter Brewster House.

This historic house, in its location up on a hill, is a natural visual focal point from Main Street and other areas in the Village. The connection between this landmark and Main Street can be enhanced further to invite pedestrians. 

• The existing stairs would be constructed similar to those shown in the visual. (See Walter Brewster House image below.) This etching from the mid-1800’s depicts a similar connection from Main Street to the Walter Brewster House. [167]

Figure 10-8 Historic Etching of the Walter Brewster House with Stairs [168]

• The lawn of the property would be converted into a gathering/park space, by adding benches and landscaping elements.  To make the Walter Brewster House a destination for Village residents and tourists, the Village can work with the Landmark Preservation Society of Southeast in order to encourage year-round staffing. 

Enhance the connection between the Walter Brewster House and the Garden Street Elementary School.

The connection between Main Street and the Walter Brewster House would extend upwards to the Garden Street Elementary School to encourage walking between the two buildings. 

• Implementation of open gathering space at the Walter Brewster House would encourage pedestrian traffic to circulate north from Main and from the school to the residential homes. 
• The existing pathway, which consists of two separate stairs up the hill, would be redesigned to serve as a pedestrian friendly connection between the school and Garden Street.  The pathway can connect to the residential areas on Prospect Hill, offering Village residents enhanced access to neighborhood focal points. 

Make Wells Park and Markel Park more accessible.

Wells Park and Markel Park, although open seasonally, are underutilized Town-owned Village resources.  Currently fenced off, both parks can be made more accessible and functional all year long.

Wells Park

• A working relationship with the Town of Southeast, who holds jurisdiction over the park, would increase the recreational opportunity for Village and Town residents.  This park should be made more accessible and affordable for all residents.
• The studio recommends that the fence surrounding Wells Park be removed, or the entrance improved, so that a better connection can be made between this park and the Village. 

Markel Park

• There would be greater pedestrian accessibility between the residential area of Prospect Hill and this park. Once the park is made more accessible, it would draw more visitors. In conjunction with its prime location along North Main Street, this would encourage more pedestrian traffic, thereby, generating more economic activity on Main Street. 

Creating Historic and Environmental Connections.

Assessed one by one, it is difficult to grasp the unique character of Brewster’s historic buildings. Therefore, residents are unlikely to understand the value of a series of individual structures as a cultural resource worthy of preservation. If viewed as a cohesive group, it is likely that people will come to recognize the wealth of historic structures as valuable, and important to maintain for future generations.

Develop a historic properties and watershed walk.

   Figure 10-9 Possible Route for Brewster Historic Walk [169]

The Village of Brewster should work with the Brewster Public Library, Brewster Project, and the historic preservation constituency within the Village to produce marketing materials for the public. A walking tour would take people on a “step-by-step” journey of the Village’s past, present, and future.  Materials would show locations of specific properties, the dates of construction, and historical background. The list of properties that might be included are:

• Brewster Train Station (Year Built: 1931) – Railroad Avenue
• First National Bank of Brewster / Southeast Town Hall (1875) – 1 Main Street
• Old Southeast Town Hall / Southeast Museum Building (1896) – 67 Main Street
• Southeast House (c. 1890) – 52 Main Street
• Brewster Presbyterian Church (1886) – 110 Main Street
• Brewster Public Library (1932) – 79 Main Street
• Putnam County Savings Bank / Comstock Building (1911) – Main Street
• Cameo Theater (1938) – 63 Main Street
• First Methodist Church (1863) – 83 Main Street / 34 Marvin Avenue
• Walter Brewster House (1850) – 43 Oak Street (hopefully to be accessible via     Main Street)
• Saint Andrews Episcopal Church (1901) – 26 Prospect Street
• The New York Milk Condensery (1879) – Junction of Route 6 and Route 22

Additionally, watershed education could be a focus of the tour.  The creation of a link to the park below Marvin Avenue will facilitate the opportunity to increase knowledge of the watershed and its importance. With educational signage about the history of the watershed and the Village of Brewster’s unique role in conservation, this would help link increased environmental awareness with culture and recreation.

Publication of such a guide could be distributed via the Metropolitan Transit Authority (MTA), the Putnam County Visitor’s Bureau, and the Village Offices. Creating a cohesive program for the Village’s historic properties could serve as an economical way to highlight and market the Village’s rich history, attracting visitors. Village residents would take increased pride in their own built heritage, and would therefore be more likely to preserve it for future generations.  Providing easier access along the North/South corridor would benefit the Village of Brewster immensely, as it would reestablish its uniqueness and importance, as well as make a connection to its past, present, and future.

Analyze historic districting option.

There are several reasons for the Village to consider historic districting. Some buildings are important architecturally and aesthetically, and the community would be less attractive without them. Others are worth saving because they maintain potential for good use, including innovative adaptations to new uses.  Lastly, some places are valuable because they offer an important link to a past that might otherwise be forgotten. [170] Brewster’s historic properties are rich in all three of these elements, becoming even more valuable when considered as a cohesive unit.

Studies conducted in neighborhoods around the country have shown that creating historic districts and protecting historic Main Streets has had the capability of enhancing and stabilizing property values in such areas. Consequently, it would be of economical and cultural benefit for the Village to consider creating a historic district.

It is recommended that the Village of Brewster undertake a study of the potential benefits of creating a Brewster Historic District. The Village could collaborate with the Landmarks Preservation Society of Southeast and the Southeast Museum in any such endeavor - the former for its expertise regarding the benefits of landmarking, and the latter for its extensive knowledge of the Village history. The National Trust for Historic Preservation (NTHP) offers extensive resources to people and communities interested in all degrees of historic preservation. One valuable resource provided by the NTHP is the Dollar & Sense publications, a series of reports that summarize the effects of historic districting on issues ranging from property values to retail sales, in historic areas around the country. These publications can serve as good a starting point for any study on the potential of creating a historic district. The Village can use these case studies as a comparison to conditions in their own neighborhood, to begin considering whether historic districting might be in its best economic and cultural interest.

Additionally, the Village can explore the opportunities provided by membership to the National Main Street Center, a division of the National Trust for Historic Preservation. [171] Since 1980, the National Main Street Center has been working with communities across the United States to aid in the revitalization of their historic or traditional commercial areas, becoming a powerful economic and preservation tool. Furthermore, because the Main Street program is a locally driven program, all initiatives stem from local issues and concerns, and are scaled to the appropriate size of the locality. Membership in the National Main Street Center offers participants access to hands-on technical assistance, while encouraging local commitment to the revitalization effort. Members may include citizen activists, mayors, city planners, professional downtown managers, state government officials, chambers of commerce, consultants and many others.Conduct follow-up on other solutions

Other recommendations for enhancing the connection between historic properties, the environment, and the Village include the following.  These recommendations would require additional funding and may be considered for future improvements.

• A signage system detailing properties and places of interest around the Village. .  A competition for sign design presents an additional opportunity to encourage interest.

     Plaque and Sign Examples from Brewster and Other Localities

• Take the walking tour brochure to the next level, much like the Boston’s famous “Freedom Trail.” The “Freedom Trail” is a series of 16 sites that recall Boston’s important role in the American Revolution, which are connected through a red brick line inlaid right into the ground. [172]   Brewster could implement a similar trail to enhance the accessibility and cohesiveness of its own historic properties.

   Boston Freedom Trail [173]

Urban Design: Region

Given the recommendations for greater connectivity within the Village, it is important to connect the Village to the region.  Regional connectivity involves political cooperation, as well as physical linkages that create pathways for more fluid movement across boundaries. 

Establish Better Bus Routes

Consideration should be given to a direct route to Route 312 and the Home Depot Shopping Area, the Board of elections, Department of Health, and the Department of Motor Vehicles.  Improvement in bus transit into and out of the Village of Brewster will promote the Village as a regional center and destination point.  It will also ease transportation access for village residents and promote a more environmentally friendly means of travel.

Establish Bike/Pedestrian Path Connections to Create Stronger Regional Relations.

One opportunity for the Village to create stronger relations with the region is through the establishment of bicycle/pedestrian paths linked to the regional network.  Creating bike connections can considerably enhance access to and around the Village, and help to establish it as an important regional crossroads for commuters, residents, bikers, hikers, nature lovers, and tourists. 

Initiatives to create these links are already underway.  The Mid-Hudson South Region Bicycle and Pedestrian Master Plan, undertaken in 1999, calls for the completion of three bikeways that will pass through the Village of Brewster. [174]   The Putnam County Bikeway from Seminary Hill Road in Carmel to the Village has been funded and designed, and is slated for construction to begin in 2003. [175]   The Maybrook Bikeway, to run from the Metro North Danbury Line to Route 164 in Patterson, will cross through the Village along Pumphouse Road.  Additionally, the State Route 22 bicycle route will run along the south of the Village. [176]

The Village can take the opportunities offered by these proposals to plan for and encourage bicycle usage.  Funding is still needed for implementation of projects outside of the Village that will complete the linkages.  By remaining active in these efforts, the Village can ensure that the connections are made once the projects are underway.  Strategies that the Village can utilize to establish and maintain these connections include:

• Developing community support for bicycling in the Village.
• Developing bicycle and pedestrian facilities throughout the Village (such as bike racks, signage and dedicated bike lanes on key Village roads).
• Marketing the Village as a bicycle and pedestrian friendly historical and cultural destination. 
• Implementing a usage fee for certain bicycle racks– for example, a monthly fee could be charged to commuters for storage of their bikes in ‘bike lockers’ placed at or near the train station. 

(See Proposed Biking and Hiking Routes for Connection to the Village of Brewster map below.)

Figure 10-10 Proposed Biking and Hiking Routes for Connection to the Village of Brewster

Facilitating bicycle use in the Village will encourage commuters and recreational bikers to pass through and utilize the Village’s commercial and retail services.  Numerous funding opportunities for these types of programs, such as the Transportation Enhancements Program (TEP) are outlined in the Mid-Hudson South Region Bicycle and Pedestrian Master Plan. [177]

Governance: Main Street

Create a Civic Center. 

The urban design purview of this Civic Center recommendation is detailed in the Urban Design: Main Street section above.

Locating the Village and Town offices in the same place would have the following positive effects, from a governance perspective:

• The public would have a better access to their local governments: the Civic Center would create a “one-stop shop” site for local governmental information, resources, and services. Concurrently, this would facilitate communication between the community and the local governments.
• The Village and the Town would take an important step in improving their political relationship (see Governance: Region section below) and cooperating to achieve goals that are mutually beneficial.  In this respect, the operational expenses of the Village and the Town offices would decrease if both governments decide to share these expenses and jointly implement economy of scale mechanisms.

The joint location of village and town offices has been done in the State of New York in the past, as is the case with the Village and the Town of Boonville (Oneida County). [178] Having outgrown their existing offices, these governments engaged in the construction of new, shared office areas in 1998 on lands that belonged to the Village. The Village and the Town boards agreed on a formula to share construction costs. The Village of Dansville and the Town of North Dansville (Livingston County) also share office space.

Governance: Village

Implement Political Participation Mechanisms.

Advisory Boards to the Board of Trustees.

In the Summer of 2003, the Village Board created advisory boards comprised of Village and Town residents to aid in the master planning process.  The Village should consider the role of a permanent committee in order to enhance communication between government and citizens.

The Village can implement mechanisms that allow for the effective participation of the community in shaping the future of the Village.  These boards could, for example:

• Track trends in the Village housing market;
• Overlook the improvement and continued economic prosperity of the Main Street commercial center, as well as other Village businesses;
• Provide educational resources within the Village’s watershed protection obligations; and
• Provide suggestions for events and activities in which the multitude of cultures and backgrounds of Village residents can be showcased.

The first step in implementing these advisory boards is to identify community leaders willing to head these advisory boards, as well as other stakeholders willing to participate as members of the Advisory Boards.  Leaders and stakeholders involved would be considered experts and knowledgeable on the specified topic, as well as committed to the improvement of the Village of Brewster.  Advisory Boards could assume the following responsibilities: commit one to three hours a month to convene and discuss ideas and issues of specific topics, conduct research on the specific ideas and issues, and provide suggestions and recommendations to the Board of Trustees.  These boards could be given “floor time” at monthly board meetings to report on their activities and discuss programs and offerings for community participation.  The suggestions and recommendations of the Advisory Boards would serve as an outside perspective with new ideas for Village improvements.  The Board of Trustees would have full power in choosing recommendations for implementation, which could be facilitated by the Advisory Boards.

These Advisory Boards could be critical for the effectiveness of the Office of the Mayor and the Board of Trustees to meet their governmental responsibilities.  In any small local government, governing is a remarkable challenge.  The Village of Brewster has experienced the convergence of numerous forces well beyond its immediate control, to which it must respond to fulfill its responsibilities to its citizens.  These forces include the effects of urban sprawl, economic downturn, and the impacts of globalization and mobile labor.  In a place of approximately 2000 people and ½ square mile, the demographics point out the real impact of these forces.  Coupled with this, a citizen government that is not adequately funded or staffed, and that receives no discernible support from the Town of Southeast or Putnam County, must turn to the talent and dedication of its own populace.  We encourage the Village of Brewster to expand its efforts of participatory government through these Advisory Boards.

Improve the working relationship between the Board of Trustees, the Planning Board, and the Zoning Board of Appeals.

The Village’s planning and zoning processes can be streamlined by improving the relationship between all three boards. Every party must reach an understanding that they are all trying to achieve the same goal: to improve the quality of life of Village residents. There must be more communication and compromises about expectations made among the three boards. The three boards can hold working meetings to address the communication issues among them. In addition, written, measurable compromises regarding output can be sought. The progress of the boards’ working relationship can be tracked and assessed continuously, as well as the compliance with the aforementioned compromises.

The Village Governance committee has a series of recommendations for improving current mechanisms of village government:

Actively pursue proposals to improve communication between the Village of Brewster and the Town of Southeast.

The committee agreed that the Village of Brewster's recent, good-faith committment to a closer working relationship with the Town of Southeast is a welcome and appropriate step. The offer by the village to share office space, facilitate joint meetings and to expedite infrastructure needs as the new village wastewater system comes on line are decisive steps in the right direction. The committee supports informal monthly meetings between village and town employees at some neutral location. The agenda would be flexible, genuine communication taking precedence over formalities. Communicate more with residents

There are a variety of media, including a newsletter, a public bulletin board on Main Street, a column in a local newspaper, email, a web site, cable-TV coverage and possibly a local radio show that can be employed. It seems clear that too many village residents do not know what their own government is doing and why. The newsletter alone, with a list of issues and projects in the works, would be a significant improvement at modest cost. Another proposal worthy of serious thought is an annual "State of the Village" report in December outlining the main village issues, explaining the budget and describing goals for the coming year. This overview would, it is hoped, put the monthly newsletter items in perspective and provide a way for residents to understand the rate and nature of progress in the village.

More village services.

When possible, the village should continue to think of services that residents need, yet are within the budget and capabilities of our local government. This may be more of an overarching intention or goal, but an example would be the idea of helping older residents and others to shovel snow off their sidewalks. There should be a review of the fee structure for garbage pickup, with attention to the possibility of including garbage fees in annual taxes, and providing specific collection bins for local businesses. One possibility discussed involved providing garbage drop-off points at east and west locations in the village; businesses would be asked to deposit their trash in these bins, rather than leaving trash cans out on the village sidewalks. Recommendations worth consideration in the immediate: Village Manager

A Village manager could take over all village administrative tasks. A fulltime employee with appropriate credentials, the manager would serve at the pleasure of the Board of Trustees. This may or not may not preclude a mayoral election, depending on the duties assigned to the manager. One possibility would be to dispense with an elected mayor, assigning public duties to each trustee in turn for a limited time, or to an honorary mayor. This option requires further study. The potential gains with such an arrangement might include obtaining the service of a professional manager, obviating the need for a mayoral election and providing governmental continuity. Potential drawbacks include less accountability to the public, higher expense of a manager's salary, concentration of power in a person who does not live in the village and less oversight of administrative procedures. Review compensation of elected officials.

If the mayor's position remains an elected post, it might be useful to consider reviewing compensation of village officers. If the duties of the officers have changed somewhat, requiring more time spent on village business, appropriate compensation for the additional time might be warranted. Review the organization chart of Village employees

This review would illustrate whether  today's requirements are significantly more taxing than they have been in the past. If so, some further division of labor might be appropriate; for example, it might be more efficient to separate the duties of the treasurer and the Village Clerk. More study is needed on this issue. A further possibility might the creation of a paid position of Village Historian, which would include some public relations duties. Raise terms of service and impose term limits.

It might be advantageous to allow the mayor and the trustees to serve for four years instead of two, and to limit the number of times one person could hold either post. It was suggested that it might be best to have only one trustee running for election each year, thereby permitting more continuity of knowledge and expertise on the board. The optimal formula for such changes would be determined during further talks. Revise the village code of ethics

This would further assure residents that their elected officials are acting ethically and in good faith for the betterment of the entire community. As suggested earlier this year, the county's code of ethics might be a useful model and a good place to start any revision process. In addition, the village might specify a series of steps an individual might take to resolve a genuine ethical concern. The procedure should be straightforward and the individual would be told precisely how to persue his or her concern to other levels of government in the event the response from the Board of Trustees seemed inadequate.

Governance: Region

Explore Opportunities for Greater Cooperation with the Town of Southeast.

The Village of Brewster has options with which to reconsider its relationship with the Town of Southeast.  These options have benefits and drawbacks.  What does the Town of Southeast have to gain by taking genuine steps to improve its relationship to the Village?  The destiny of the Village and the Town of Southeast is inextricably tied to the mandate of the protection of the watershed.  The Village must embrace its newfound role as the protector of the watershed.  It can reach out to the Town of Southeast with a new vision of itself and its mission to carry it through this century and into the next. 

The first step to increasing cooperation between communities involves greater communication and improved relations with the Town of Southeast.  In the current situation, the Village and the Town are bound in the long term by an indissoluble link. We consider that improving this relationship can reap more benefits to the Village than maintaining a contentious one.

For example, the Town administration’s willingness to work with the Village with respect to the applicable Croton Watershed protection obligations could be a window of opportunity to start improving this relationship. [179] The Village can work in conjunction with the Town to comply with the mandates that are applicable to both parties as protectors of the Croton Watershed, given the regional implications of the mandates. The Village could ask the DEP to mediate and/or coordinate these joint efforts, capitalizing on the currently existing contractual relationship and its implications (see below).

The relocation of the Village and the Town offices to a joint Civic Center (see Governance: Main Street section above) would also be an opportunity to set a new course in the relationship between the two governments, as would the execution of intergovernmental cooperative agreements for the joint provision