Teaneck, New Jersey
As the U.S. population ages, most communities will wrestle with a variety of issues related to elderly residents. Top of mind would be emergency services, transportation, engagement and activities, and appropriate housing.
Teaneck, N.J. (pop.40,000), is getting ahead of the curve with a program called Age-Friendly Teaneck. The planning phase of the program began in January 2016 and the three-year implementation began in October 2016.
So far, the group has launched a web site, www.agefriendlyteaneck.org and Twitter channel @AFTeaneck, which already is full of resources for the town’s elderly population. The group has formed task forces and developed materials and ancillary programs in support of its initiative to make Teaneck an age-friendly and livable community. Already, the initiative has 16 steering committee members, 60 residents serving on five task forces, and partnerships are emerging quickly.
None of this would have been accomplished without the involvement of the former Mayor, Jacqueline Kates, “Mrs. Kates and her drive have really helped the Age Friendly Initiative come to fruition,” said Broughton.
“Most people would like to age in place, near the people and activities that have been part of our lives. But most cities, towns and villages are not organized to help residents stay connected and engaged, may not have safe and affordable housing options, do not provide adequate access to transportation and mobility, enable economic opportunity, or allow seniors to be financially secure as they age,” said Kates, who is Project Coordinator for Age Friendly Teaneck said. “Communities are often unprepared for the increasing number of older people, but we want to make sure that Teaneck is a community where we can remain and enjoy living, whatever age we are.”
Teaneck municipal building. Photo by Ray Turkin Photography.
Starts With A Survey
The initiative began with a survey in which older adults identified these top concerns:
- Staying in their homes despite reduced incomes, higher taxes, and accessibility issues.
- Maintaining their homes when funds, information, and resources are scarce.
- Transportation when driving is no longer an option.
- Access to adequate community, medical and healthcare resources.
- Continued access to the Richard Rodda Community Center for activities and social interaction even if they are living alone.
- Managing finances and access to related resources and economic assets
“Our task forces are addressing the issues of concern that were identified during the planning phase, through the survey, as well as interviews and focus groups,” Kates said.
Task forces include:
- Transportation and Pedestrian Safety Task Force
- Health and Social Engagement Task Force
- Community Resources and Communications Task Force
- Housing Options Task Force
- Business and Banking Task Force
Street Safety
The first successful advocacy effort was led by Broughton, who responded to the concerns of the Age-Friendly group by interceding with Bergen County to increase crossing time at an intersection.
“That doesn’t sound like a lot, but it really does make a difference for anyone crossing that intersection who can now walk at a slower and safer pace, without feeling the need to run and possibly fall in the street,” Kates said. “People are very happy about that. And this safety issue demonstrates that age-friendly improvements can benefit everyone in the community.”
Continuing this effort, and in response to an unfortunate rash in pedestrian fatalities, Broughton’s office has started working with an expert in Complete Streets at Rutgers University to incorporate ideas into the town’s master plan for roads and intersections.
The Transportation and Pedestrian Safety Task Force also is trying to find more ways to expand the Township’s Senior Transportation Services to help those who don’t drive and need to get to doctors’ appointments, the supermarket, or the beauty salon. Options include the Independent Transportation Network of volunteer drivers and the Go Go Grandparent program that uses Uber and Lyft.
The Community Resources and Communications Task Force is in the process of developing a directory of essential Teaneck resource phone numbers for first responders to leave behind when they respond to emergency calls. “We have learned from the first responders that people call 9-1-1 even when there isn’t a true emergency, because they know they’ll get a response, and they don’t know where else to turn for help, “Kates said.
First responders will distribute the directory that people can put on their refrigerators or near their telephones so they can call the proper number for a problem that is important but does not require police, fire truck or ambulance. The cooperative project is being underwritten by Five Star Senior Premier Living, a one of the program’s community partners.
On the flip side, Age Friendly Teaneck is promoting the Fire Department’s Good Morning Check-In program for those who live alone. Residents who register with the Fire Department will receive a daily call to make sure they are okay, and if there’s no response, a hose and ladder fire truck will be there to help.
The Health and Social Engagement Task Force and the Township and the Holy Name Medical Center are co-sponsoring a series of four events, Conversation of Your Life, to raise awareness of the importance of anyone over 18 having an Advance Medical Directive.
The Seal of Teaneck, N.J.
Housing Concerns Abound
“Housing is one of the biggest concerns of older adults who want to stay in Teaneck,” said Kates. “I hear about that issue more often than any other. If there had been housing options in Teaneck for us to downsize, my husband and I would never have considered moving,” added Kates, who had lived in Teaneck since she was in elementary school.
For those on limited incomes, the options are few. The Brookdale subsidized independent housing for older adults opened in April 2016 and has 10-year waiting list. And while the Township Council is supportive of residential housing projects, with several new developments approved, Kates does not think any are specifically targeted for older people, with the required amenities that would make it more comfortable to live there.
Thus, the Housing Task Force is exploring options for seniors on a college campus, with residents benefiting from the educational and cultural stimulation of college life, since they would be required to take a number of credits as a condition of becoming a resident. The task force also is looking into publicizing information on home-sharing options that can formalize these situations and protect the elderly with follow-up visits and other parameters set forth in agreements.
For those having difficulty maintaining their homes the task force is publicizing agencies that can give free volunteer repair and maintenance help to older adults, such as The Chore Service of Bergen Volunteer Center and Rebuilding Together North Jersey. These groups perform minor repairs, install grab bars, and other equipment needed by the elderly.
The task forces also are working with business and banks to ensure that the economic assets of older adult consumers are being maximized and special needs are being met, by improving lighting, using larger fonts on materials and advertising and providing access to public restrooms. Training bank and business staff to recognize signs of financial and physical elder abuse also is on the agenda.
The Teaneck program is funded by the Henry and Marilyn Taub Foundation. The planning phase grant was $35,000 and the implementation grant is for up to $75,000 per year for three years. You can find resources for local governments in the sustainable communities topic area on the ICMA website. (Cover Photo Credit, Ray Turkin Photography)
Meet the Manager
William Broughton
Township Manager
McCordsville, Indiana
When a town manager is engaged and monitoring events that can affect her jurisdiction, changes can be managed with little disruption or opposition.
This is evidenced by the successful annexation of about 1,000 acres of land and five miles of road by McCordsville, Indiana, that helped the mostly residential community respond to and prepare for explosive growth.
Because McCordsville borders Indianapolis in Marion County and Fishers in Hamilton County, it was clear that growth issues were headed toward McCordsville and it seemed prudent to take steps before it was too late to control the growth and the location of non-residential expansion, says McCordsville Town Manager, Tonya Galbraith.
“This process is valuable to any small town that anticipates growth and wants to know the best way to manage it,” she adds. “Two towns in our county also were attempting to annex at the same time we were and they both went to court. The Indiana Supreme Court ruled against one of the annexations and the other is still in court. I strongly believe that the thoughtful and thorough process that we went through is the reason we succeeded.”
McCordsville Town Building
Explosive Growth
From 2000 to 2010, McCordsville witnessed an unprecedented 323 percent population increase and residential building permits continue to be on the rise. The challenge was to balance the tax base while protecting local property values and the quality of life that nearly 7,000 residents enjoy, Galbraith said. The town’s population was just under 1,200 in 2005.
At its 2012 retreat, the town council began wrestling with how to address the growth challenge.
The State of Indiana had instituted Constitutional Property Tax Caps and it became clear that the tax caps, namely the residential caps, were going to affect the town’s bottom line. Town leadership recognized that responsible growth was the key to protecting the area’s character and way of life. So they embarked on a “Growth Opportunity” planning project, exploring possibilities outside the boundaries of McCordsville for logical commercial and industrial expansion.
Galbraith was charged with writing an innovative Request for Proposals (RFP) to develop a comprehensive, multi-faceted approach for identifying growth opportunity areas. The RFP drew upon the council’s vision and proposed a variety of tasks including:
- Site reconnaissance,
- Review of project data,
- Identifying the town’s commitment for resources, services, and utilities,
- Identifying stakeholders who may resist or support incorporation,
- Meeting with the various stakeholder groups (elected officials, business leaders, property owners), and
- Working with the McCordsville Redevelopment Commission.
A team of five firms was chosen to work together on the project.
Armed with this information at its 2013 retreat, town council identified an area south of McCordsville as the most logical for growth and directed the team and staff to study the implications of incorporation. Information was needed to determine how far south to incorporate, how much the town could afford.
Internally, town staff developed seven fiscal plans, coordinated by Galbraith. The fiscal plans were based on various iterations of a South District Annexation. In the end, an area of 1,132 acres and 5.3 road miles was identified for annexation.
In March of 2014 the town council began the annexation process by introducing an ordinance along with publishing a document that describes the process, implications to property owners, and the owners’ rights during the process. This document was sent to 142 property owners in the annexation area.
A public hearing was held in August of 2014 where only four people spoke against the proposed ordinance. It was adopted in October of 2014 and on Jan. 19, 2015 the annexation became effective.
Galbraith said community partnership, civic engagement, and local government innovation helped the project run smoothly and identified three keys to its success:
- Anticipated aspirations for the future: Local government leadership identified land use that reflects community desires, like a new town center, future transportation, and development opportunities.
- Cultivated community: Input from residents and current business owners ensured local sentiment was valued, and outreach to potential developers guaranteed an external perspective on the realities of growth.
- Applied comprehensive approach: The combination of studying utility availability; tax impact versus revenue; transportation barriers; internal and external stakeholder contributions; and land use issues, created a unique and holistic approach to growth planning.
The town spent about $30,000 on the project and several tracts of farm land, which are zoned for light industrial or commercial use, are up for sale along the busy road called Mt. Comfort.
McCordsville joined with another town also along the same corridor to get grant funding to help articulate the economic benefits to residents of developing the tracts and what type of development would generate the most jobs, or property tax, Galbraith said. See the impact study here.
To learn more about McCordsville visit: McCordsville Facebook page; Twitter Handle, @McCordsvilleIN; or website.
Meet the Manager
Tonya Galbraith
Tow Manager
Morgantown, Kentucky
As the first CAO in Morgantown, KY, Jerrod Barks was facing some serious challenges for the town of 2,500 that lost 60 jobs and was saddled with a large amount of debt when Kentucky Copper went bankrupt. But instead of guessing or acting on anecdotal information, he conducted a survey, researched deeply, and came up with a recovery plan, Morgantown Renaissance, that has been active since early 2016.
In a town where 52 percent of residents live at or below the poverty line and with average household incomes among the lowest in the nation, investing would not come easy. But with just under $50,000, in joint public and private funds, the results have been impressive so far.
Here’s a snapshot:
Sidewalks installed in Morgantown, KY as part of the Renaissance Project.
- Added two blocks of sidewalks with an emphasis of providing safe passage for school children;
- Added eight benches to a 1.5 mile stretch of sidewalk installed on Main Street via a state project. For $1,000, local businesses could sponsor a bench which includes a small plaque in honor of the donation;
- Planted 50 cherry trees, also sponsored by residents for $12 each. The goal is to have more than 200 cherry trees along the city entrances and parks that will complement Yoshinos already living in the downtown area;
- Demolished six dilapidated homes within the city limits to improve aesthetics and reduce police activity.
The project was launched with an initial community survey. More than 300 responses were returned providing “crucial information,” according to Barks.
In compiling the data he discovered trends and topics of concern. Primarily, residents were concerned about downtown development, infrastructure and quality of life issues. The downtown had a greater than 50 percent vacancy rate and the roads, park, and infrastructure were in disrepair. Additionally, the input identified a lack of “community.”
“In finding our direction, I created 20 goals for the city to accomplish in the first year” Barks said. These 20 goals fit within three focus areas in different capacities, ranging from updating the town’s blight ordinance to creating a free series of movies shown in the park on alternate Saturdays during the summer.
The main goal of the Renaissance Project is to encourage people to live and work in Morgantown.
“I feel the foundation of achieving that is to ensure that properties are maintained. People are attracted to beautiful, safe spaces and I want to facilitate that as much as possible,” Barks said.
Morgantown, KY Logo.
By The Numbers
The Renaissance Project includes a mix of community events, new committees, long-term infrastructure goals and updated ordinances. But nothing has been done without statistics to back it up. Barks collected data from the fire marshals, police departments, the Barren River Area Development District office, the state building code authorities, and the Kentucky League of Cities.
A main citizen survey complaint was that the city hosted too many low-income housing units, which anchored the median income. However, Barks was able to show that removing government housing from the city would actually reduce the overall median income. His research showed that housing authority residents earn on average $2,849 more per year than the rest of the town. This proved that the Housing Authority Units were not the primary culprit of the town’s low income levels as people had originally suspected.
Additionally, when creating the plan, Barks researched police dispatch calls and noted the locations of all the calls. He was able to prove that neighborhoods with blighted and dilapidated homes required the most police support. When elected officials and the community learned about the drain on the department and associated costs, they were more willing to jump on board with the plans, specifically code enforcement reform that resulted in demolition of structures or conveyance to the city for maintenance, Barks said.
Yoshino Cherry Trees in Morgantown, KY.
Future Projects
Spin offs to the program have been recognized as well, such as the planting of more than 212 blossoming cherry trees, Barks said. “Our goal is to facilitate a possible Cherry Blossom Tree Festival when the trees mature.” Morgantown’s Facebook page and other social media showcase the successes of the program. This encourages citizen participation and confidence in the plan.
“One of our main goals of the Renaissance Project was to prove that the city government was not a reactionary body, but rather was on the offensive with the issues of today,” Barks added. “..proving that we are a proactive government that can and will navigate the challenges of today and will make Morgantown a beautiful and capable city.”
Subsequent surveys and anecdotal stories show that the plan is working. The city is scoring higher in surveys and citizens walk into city hall and “tell us that they cqn see and feel a real difference in the City,” Barks said. “I feel that the public confidence in the city and its officials has drastically improved.”
Meet the Manager
Jerrod Barks
CAO
Chambersburg, Pennsylvania
If anyone were to doubt that being a professional manager is akin to the role of a corporate chief executive officer, one need only to look at Chambersburg, PA and the scope of ongoing and completed projects accomplished in recent years. From operating its own utilities, implementing award-winning “green’ programs, and launching plans for a new recreational facility, Borough Manager, Jeffery Stonehill has had his hands full.
“Chambersburg has given me the opportunity to develop exciting new projects and initiatives using entrepreneurial business practices not often seen in local government. It is exciting to be a part of a community where so much innovation is happening,” Stonehill said.
Few local governments play such a significant a role in the macroeconomic factors that influence the local economy as Chambersburg. This is because the utility departments drive operating costs down for local businesses and other government units throughout the borough and the region.
While not always appreciated, the borough’s sound fiscal management and lower consumer utility rates benefit private and public sector organizations. Local employers have been able to hire more employees while organizations such as the Chambersburg Area School District and Chambersburg Hospital, have controlled costs and reduced their need for local revenue; controlling tax rates and healthcare expenses for the community.
Jeffrey Stonehill, Borough Manager, Chambersburg, PA.
Selling Power
So how has the 21,000-citizen county seat accomplished this? In short, utilities.
Chambersburg sells power through the northeast grid from Chicago to New York City.
It is is one of 35 boroughs to operate a municipal electric utility and it is the largest in the state. It’s also the only borough to operate generating stations. Growing faster than most towns in Pennsylvania, Chambersburg supplies more services than any other state municipality and is home to more municipal utilities than any other jurisdiction in Pennsylvania. The jurisdiction also is the only one operating electric generating stations including one that turns trash into electricity.
One of two municipalities in Pennsylvania to operate a natural gas utility, Chambersburg offers loans to help residents convert their homes to gas which comes from Pennsylvania’s Marcellus Shale. It also is one of about 50 U.S. communities that operate both a natural gas and an electric system.
Chambersburg also manages a water system, a sanitary sewer system, a trash utility that processes single-stream and green yard waste recycling, and a new storm sewer utility; one of the first storm sewer utilities to form under the new Federal mandate to regulate storm water.
The Chambersburg Electric Department buys some of the power it resells from a public-private partnership with Energy Power Partners (EPP) and the Blue Ridge Landfill in Scotland, PA. The Blue Ridge relationship is full circle. Blue Ridge creates power by harvesting methane gas from the decomposing waste it receives from Chambersburg. In turn, Chambersburg buys all of the power output from the EPA award winning power generating project.
In 2014, the Blue Ridge plant generated about 16% of the total electricity consumed by the Chambersburg Borough Electric Department customers. The renewable sustainable landfill gas plant power project and a corresponding “extension cord” electric line (four miles) built to connect it to the borough continues to help Chambersburg provide sustainable energy and stabilized rates.
“Chambersburg Electric Department rates have consistently been lower than available market rates,” said Don Rundle, director of purchasing and materials at the T.B. Woods, a local machinery manufacturer.
“We recommend that other municipalities learn to use their utilities as an economic development tool to grow their communities,” Stonehill said in a recent ICMATV video.
A Green Borough
Living up to its motto as a “clean, green, safe, and healthy community,” Chambersburg began a new single stream curbside recycling program in early 2016. Single-stream means all paper fibers, plastics, metals, and other containers are mixed in one collection truck, instead of being sorted by the customers into separate containers and handled separately throughout the collection process. Curbside collection now is handled by a private vendor on the same days as regular trash collection.
Beginning in 2014, the borough opened a 6.7-acre green yard waste collection and transfer station. Eligible green yard waste includes acorns, bark, branches, brush, bushes, flowers, foliage, kindling, knots, leaves, limbs, plants, roots/rootballs, sawdust, shrubs, twigs, and wood chips. The site includes a set of truck scales for weighing landscapers’ and contractors’ recycling loads. All the collected material is processed by a third-party vendor into mulch. The Pennsylvania Department of Environmental Protection awarded a grant of $225,000 toward the $906,000 cost of land acquisition and construction for this facility. The facility serves residents and visitors from other regional municipalities.
Rendition of new facility slated for 2018.
Better Recreation
In 2015, town council authorized the Recreation Department to hire an aquatic engineering and design firm to assist staff with evaluation of the municipal pool complex at Memorial Park. Of the three alternatives presented, council selected a complete replacement of the facility and decided to move ahead with borrowing enough money through a dedicated recreation bond issue and pledged to pay off that bond with a new recreation real estate tax.
In September 2016, town council approved the recreation bond sale for $9.75 million to include enough money for the pool project and a number of other park and playground improvement projects throughout the borough. A modern regional aquatic facility is anticipated by 2018. The facility will be run as a separate enterprise of the Borough; a business, just like all the utilities.
These utility, community and environmental projects are the basis for a strong quality of life in our community, says Stonehill, and are a big reason corporations such as TB Woods (www.tbwoods.com), Ventura Foods (www.venturafoods.com), Summit Health (www.summithealth.org) and the Shook Home (www.shookhome.org) have expanded and do business in the area.
Finally, attests Stonehill, the success of the borough has a direct impact on the success of all of Franklin County. Chambersburg is the economic and services hub of the region and the Franklin County Seat. It is the utility provider for neighboring municipalities which enjoy the success of low utility rates and proximity to Chambersburg’s vibrant downtown.
Chambersburg Results
- Population has grown from 17,838 to 20,508 (15% growth) in 2013.
- Budget is the 11th largest in Pennsylvania and the largest borough.
- Few utility rate increases over the last decade including no water rate increase since 2001, no natural gas rate increase since 2013, and no electric rate change since 2014, when the electric rate was lowered for the third time.
- Lowest composite utility bill for customers in Pennsylvania, which has led to economic development and growth.
- Investment in planning, programming, new businesses, public art projects, capital ventures and more. Over $30 million of investment is planned between 2016-2020 for historic downtown Chambersburg. Recently, the Franklin County Government also announced its intentions to evaluate a renovation and/or expansion of the courthouse complex at historic Memorial Square. A recent Public Opinion article describes the impact.
- Public infrastructure projects completed and being planned.
- Downtown vacancy rate has been cut in half since early 2015, from 6% to 3%. And several new businesses have opened or relocated downtown this year.
Stonehill credits civic engagement and an open inclusive grassroots style of local government for the success of the borough. The borough website, www.chambersburgpa.gov, maintains a transparency page where citizens and businesses can find detailed information about government operations. A local radio station, NewsTalk103.7FM, hosts weekly discussions with officials about projects and upcoming meeting agendas for local meetings. Chambersburg prints an annual report, which is mailed to every utility customer (11,000) served by the borough utilities.
“I am blessed that my council and my community respect the value of being a credentialed city manager, and that the value of my participation in organizations such as ICMA and others, can be seen in my daily success in my community.”
Meet the Manager
Jeffrey Stonehill
Borough Manager & Director of Utilities
