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Across the Valley
Changes & Trends
A 2022 Project Report

Prepared by
Mid-Hudson Library System

This report is part of 2022: The Shape of Library Services project. 2022 is funded by Mid-Hudson Library System and Federal Library Services and Technology Act funds, awarded to the New York State Library by the Federal Institute of Museum and Library Services.

CONTENTS ....................printable PDF version
Executive Summary
Findings and Implications
Project Methodology
Appendix A (Focus Group Participants)
Appendix B (Phone Interview Participants)

EXECUTIVE SUMMARY
Across the Valley is a project of the Mid-Hudson Library System to examine changes and trends in the Mid-Hudson Valley and to determine their implications for library services over the next two decades. Phase I involved collection of data through regional focus groups and phone interviews. Focus groups included 219 representatives of 34 government, arts and cultural, business, community services, economic development and planning, environmental, real estate, healthcare, media and professional institutions and organizations. Phone interviews were conducted with 37 business executives in five industry sectors in the Mid-Hudson region, namely, banking, healthcare, education, utilities and manufacturing. Participants were asked three questions:

  1. What are the current issues facing your organization?
  2. What is your organization doing to address these issues?
  3. What changes do your foresee will impact your organization in 10 - 20 years and why?

The key findings of Phase I are summarized here in four areas:

Phase II will address the impact on libraries and the possible responses libraries can make to these issues. It will be available in the Fall 2003.

Our Changing Communities

Our Changing Region

The Way People Are Working

The Way People Are Living

Conclusion
Despite so many challenges, project respondents generated a sense of commitment to make the changes necessary and an enthusiasm to be part of the process. The future calls for greater innovation and commitment to change. The way in which area public libraries can participate in this change is the subject of the next phase of this study.

FINDINGS & IMPLICATIONS

Across the Valley is a project of the Mid-Hudson Library System to examine changes and trends in the Mid-Hudson Valley and to determine their implications for library services over the next two decades. Phase I involved collection of data through regional focus groups and phone interviews. Focus groups included 219 representatives of 34 government, arts and cultural, business, community services, economic development and planning, environmental, real estate, healthcare, media and professional institutions and organizations. Phone interviews were conducted with 37 business executives in five industry sectors in the Mid-Hudson region, namely, banking, healthcare, education, utilities and manufacturing. The chief findings of Phase I are summarized here in four areas:

Phase II, which will address the impact on libraries and their possible responses to these issues, will be available in Fall 2003.

Our Changing Communities

Citizens Take Action
As growth and development spread throughout the Hudson Valley, citizens are seeing and feeling their communities change and are motivated to take action. They are no longer just leaving planning up to their elected officials; they are joining boards, creating community awareness campaigns, and urging others to get involved. Observing threats to the character and quality of life in their area, citizens are taking initiative to do something about it.

A heightened awareness about the importance of planning and the impacts of poor planning is evidenced through increased interest of local towns in working with groups such as the Governor's Office for Small Cities, Hudson River Valley Greenway and Scenic Hudson. Town leadership has become progressively more complex, with more residents to serve and additional matters to address. Greater environmental and health consciousness has led to further laws and regulations. Current planning concerns include: improving water and sewer systems, balancing development versus open space preservation, establishing working relationships between town, county, and State governments, maintaining communications between town, planning, and zoning boards, and handling more frequent legal issues. In many ways, town governments have become the focal point of local matters.

Implications:
1. Town government has become more complicated in terms of issues and staffing.
2. Local citizens expecting more from their town governments.
3. Citizens desiring convenient access to planning resources, land use/zoning laws & regulations, and building code information.
4. Loss of open space in many Hudson Valley communities.
5. Struggle between land preservation and development interests.
6. Need for routine interdependence between town, county, and state governments.

Infrastructure Problems
Many areas within the Hudson Valley are troubled by infrastructure problems such as telecommunications, transportation, utilities and water/sewer systems. These difficulties have intensified in recent years resulting from marked population growth. In today's technology driven society, immediate access to information is crucial. Many locations within the Hudson Valley are lagging behind due to lack of high-speed access or limited access in general. New business ventures require the latest technology in order to remain competitive, but are sometimes lost when available communications are not up to their specifications. Utility companies have become cash-starved as a result of deregulation. With the requirement to sell off their generating plants, the companies that deliver energy to our doors via telephone wires and poles no longer have the depreciation of the generating plants available to them for infrastructure improvements. Towns, counties and area businesses are working to resolve these issues, which are expensive and very complex. In order to manage growth and foster economic development, it is essential that these limitations be addressed.

Implications:
1. Need to improve transportation system as roads were not designed to handle the level of traffic they are experiencing.
2. Increase in traffic accidents as roadways have become crowded.
3. New developments placing more demand on current water & sewer systems. Towns can't really afford to replace these systems, as they are extremely expensive.
4. Potential businesses desiring ready to build sites, enabling them to move in quickly, avoiding hassles.
5. Loss of possible business ventures due to inadequate transportation or communications services.
6. Limitations on the delivery of health and emergency services in some areas due to insufficient telecommunications, which prevents immediate transmission of vital information.
7. Limitations on the delivery of health and emergency services in some areas due to insufficient telecommunications, which prevents immediate transmission of vital information.
8. Increased water contamination as clustered development has resulted in many water and septic systems being close together causing water pollution.
9. Electricity service may decline as a result of aging infrastructure.

Tourism as a Benefit to Communities
There is a greater emphasis on tourism across the Hudson Valley. Local towns and the region as a whole are beginning to recognize the economic benefits of attracting tourists. Efforts to brand the Hudson River Valley, much like Napa Valley, California, are underway. A more regional approach to tourism is being taken than in the past, as towns and counties coordinate packaged programs and services to visitors. Increased use and activity on the Hudson River is happening, with planned usage of riverfront properties to add restaurants, marinas, parks, and ferries. These efforts will expand tourism across the Hudson River Valley in the years ahead.

Implications:
1. Greater integration of tourism activities with economic development initiatives.
2. Need for more public transportation to enable visitors without cars to travel to multiple destinations.
3. Information centers needed within the valley to welcome visitors and provide directions, information, and travel planning.
4. Comprehensive tourism website needed to offer tourists convenient access to travel ideas and information.
5. Communities and businesses will work together to integrate tourism into community life.

Our Changing Region

Three related sets of demographic changes are affecting the Mid-Hudson Valley: the influx of residents and businesses from the New York City and Westchester region; immigration; and the aging of the population.

Influx from New York City and Westchester
The Hudson Valley is experiencing unprecedented growth and development. Rising costs in southern locales, post 9/11 syndrome, commuter travel options, telecommuting alternatives and the rural character of the Hudson Valley have attracted new residents. The region is becoming a bedroom community for the New York metropolitan region, with an increasing number of residents commuting to work in Westchester County or New York City.

Implications:
1. Increase in housing costs and taxes due to rapid growth.
The rapid entry of new residents has had many profound implications on the Hudson Valley. Their impacts apply to many areas within this report, and are therefore identified throughout.

Immigration
In recent years, the Hudson Valley has experienced notable increases in persons from varying ethnic backgrounds. While the primary increase has been among Hispanics, who now comprise the largest minority group in the United States, immigrants from the Middle East, Asia, and Europe are also making the Hudson Valley their home at increased rates. These minority groups generally relocate because the money and economy are superior to that in their homelands. The Hudson Valley offers a more affordable standard of living and a better quality of life than a big city or expensive suburb. While newcomers create versatility and dynamism, they also bring new challenges and needs to area service providers and community leaders. Despite the difficulties; however, many residents recognize the value of increased diversity, viewing it as an opportunity to learn about other cultures and to offer immigrants a chance to achieve the American dream.

Implications:
1. Hudson Valley likely to become more dynamic due to increased ethnic diversity.
2. Increase in ethnic events, restaurants, and festivals, which offer variety to the Hudson Valley.
3. Healthcare facilities are challenged by lack of insurance, language barriers, and cultural awareness issues.
4. Area business owners are troubled by limited workplace literacy and lack of transportation.
5. Law enforcement officials are confronted with difficulties communicating with witnesses and resolving conflicts.
6. Area literacy training providers struggle to offer English as a Second Language (ESL) education to a continuously growing immigrant population on very limited budgets.
7. Hudson Valley businesses and service organizations must consider making information and resources available in languages other than English.

Aging
As is occurring nationally and statewide, the Hudson Valley has an aging population. The New York State Office for the Aging predicts that this will continue, as the aging of the "Baby boom" generation will accelerate the growth of the entire older population. According to the U.S. Dept of Health and Human Services, one in eight Americans was at least 65 in 1999; while one in every five people will be at least 65 by 2030, as the baby boom generation ages. This generation tends to be well educated, technologically sophisticated, mobile, attentive to nutrition, fitness, and preventative care, likely to delay retirement, connected to the community, and diverse. In general, many elderly continue to lead active, vigorous lives, exemplifying aging at its most positive. (Project 2015, NYS Office for the Aging) The Hudson Valley is experiencing a two-tiered aging lifestyle characterized by two distinct groups: (1) the young-old/middle-old and (2) oldest-old.

Young-Old & Middle -Old
The "young-old"(ages 60-75) and "middle-old" (ages 75-85) remain fairly healthy and active. These individuals often work part-time, engage in volunteer activities, travel or pursue hobbies. They usually still have their cars, spouses, and pension plans. In addition, they typically continue living in their homes or seek out housing options that offer less maintenance. This group tends to be fairly independent and self-sufficient.

Implications:
1. Need for worthwhile recreation programs and employment opportunities for young seniors.
2. Need for education and information on long-term financial planning.
3. Need for programs to assist with home maintenance and repair.

Oldest Old
The "oldest old" (85 and older), are the fastest-growing group among the elderly and experience levels of chronic illness, disability, and social isolation far above that of other age groups. They tend to require more support services and require assistance in daily living. The Hudson Valley is no exception to this trend, which results from the development of "miracle drugs" and other technologies that have increased lifespan. A variety of challenges and opportunities have arisen with this growing population.

Implications:
1. Need for affordable housing for seniors living on fixed incomes.
2. Need for transportation to doctor visits and surgeries.
3. Need for group housing options to provide seniors with lower cost housing, independence, social interaction and a range of household and health services.
4. Need for remodeling of area buildings to accommodate growing numbers of elderly people.
5. Increased demand for nurses and health aides to assist aged.
6. Need for additional daycare facilities for the elderly, since most adults work full-time and aren't available to care for their aging parents.
7. Need for training and support for family caregivers.
8. Need for support systems for aging to combat loneliness.
9. Increased demand on Medicare (a federal insurance program for individuals 65 and older) and Medicaid (a state-run insurance system for low-income residents, with federal funds comprising two-thirds of its budget), as elderly require expensive and more frequent health care.
10. Financial concerns for hospital and eldercare facilities resulting from inadequate Medicare and Medicaid reimbursements.
11. Financial difficulties for seniors with inadequate income and high medical bills.
12. Inferior housing conditions presenting threats to the health and safety of some elderly residents.
13. Greater demands being placed on health care providers and family members, since elderly are much more educated than in the past.

The Way People are Working

Business Restructuring
Many Hudson Valley organizations in both the public and private sectors are considering mergers, partnerships, and the formation of umbrella organizations to continue programs and services as well as to improve and share expensive management and infrastructure costs. In addition, conflicts between chain stores/malls and small businesses are growing. Small business owners are forced to compete against chains and malls that offer additional convenience and parking, as well as, longer hours. The Internet has also posed fierce competition for small businesses as products can be offered significantly cheaper over the web.

Many small business owners report that they have had to concentrate their energy on service delivery and establishment of strong relationships with customers in order to survive. Consolidation in the banking industry will continue and there will be a larger number of "mega banks." In the healthcare field, reimbursement rates will continue to be problematic which will increase hospital mergers. It is inevitable that there will be continued consolidation among utility companies. Respondents indicated that new strategic thinking is paramount in order to address these issues.

Implications:
1. Increased standardization and control in service delivery.
2. Institution of stricter policies, processes, and procedures in an effort to merge or combine the activities of organizations that were once separate.
3. Challenges establishing a new organizational culture as partnering/merging organizations may expect different levels of autonomy.
4. Greater use of outside vendors (outsourcing) for administrative or program services in order to lower costs.
5. When organizations merge, there are frequently difficulties integrating departments and systems, such as Human Resources and Information Technology, which may reduce productivity and performance.
6. When organizations partner, they are able to focus on core business or services, while providing opportunities to leverage the strengths of partner organizations. Can offer a mutually beneficial relationship for all parties.
7. Issue of whether economic developers and communities support chains /superstores or local small businesses.
8. Businesses and organizations challenged to keep up with new technologies, which will impact their competitiveness and revenues.
9. Businesses need superior customer service and more personalization to remain viable.
10. Healthcare organizations must find alternate sources of income to offset the reduction in public funds.

Increase in small businesses/independent workers
Increased layoffs, impacts from 9/11, and advances in technology have encouraged more people in the Hudson Valley to start their own businesses. Information technology specialties, artisans and other creative industries have seen increases within recent years. Women and minority owned businesses have also become more commonplace, with opportunities for self-employment being varied and abundant. Information technology has been a real driver behind this trend, enabling individuals and small businesses to compete globally among much larger corporations and to work adequately outside of a traditional office setting.

As opposed to the commuters highlighted in the following section, independent workers tend to have more flexibility within their schedules.

Implications:
1. Increased numbers of people working from home; greater isolation as individuals experience less socialization from their work environments.
2. Increased flexibility in work schedules and environments.
3. Need for special organizations, such as guilds, to provide independent workers with benefits of traditional jobholders - economic security, career leads, a sense of community.

Recruiting and Retaining Qualified Workers
A consistent theme for nearly every business within the Valley is the challenge of recruiting and retaining qualified workers. In the healthcare arena, obtaining and retaining trained professionals, especially nurses and radiologists is a challenge. For banks, getting and keeping experienced loan officers is difficult, and for utility companies skilled lineman are hard to find. In this arena, creative solutions are essential. Human resource offices are becoming more "employee-friendly," firms are looking to establish new organizational structures that use people more effectively, businesses are working with local workforce agencies to identify qualified applicants. In many organizations, the interview process has been revamped and a greater emphasis placed on staff training.

Implications:
1. Cost of personnel will increase as businesses and organizations seek to hire experienced or competent workers.
2. Organizations or industry association will need to take on the role of training in skill areas.
3. Creative methods of recruitment will continually be needed.
4. Highly effective personnel practices and communications needed to retain workers.
5. Organizations will need to find ways to improve the competence of entry-level employees by providing English as a Second Language training, basic English and math classes, etc…

The Way People are Living

Notable changes in daily living patterns have occurred in the Hudson Valley during the last decade.

More Commuters
Commuting has become a way of life as the Valley becomes increasingly suburbanized with the rapid entry of new residents from Westchester County and New York City. Geographic disconnects between wage and housing costs have imposed commutes on the Hudson Valley at large. Commuter lifestyle leaves little time for outside activities since most of an individual's time is already consumed by work and travel.

Implications:
1. Many long-time residents feel commuter lifestyle has impacted their communities by creating:
o Fewer volunteers to support local programs
o A decreased sense of community, and
o Difficulty integrating new members into their locality as commuters spend most of their time in a different location for work.
2. Loss of small town identity in many communities as they experience rapid
growth.
3. Higher levels of services expected by new residents originally from more affluent locales.
4. Increased need for people to do service jobs (gardening, lawns, housecleaning etc…) as commuters have less time for home maintenance chores.

Changes in Family Structure & Living Patterns
The Hudson Valley has also witnessed changes in family size and structure. Families are getting smaller, resulting from people marrying later, choosing to have fewer children, the overall aging of society, the jump in people living alone, and the growing number of women working outside the home. Traditional families are becoming less prevalent, with blended families, single-parent households, grandparents raising children, and children cared for by aunts/uncles becoming common. The average household income in the region has also increased, resulting from dual-income families and commuters working in Westchester County and New York City, where jobs pay 25% to 60% higher. In addition, families have become less active due to large amounts of time spent watching television, using the computer, and playing video games. This sedentary lifestyle has resulted in high levels of obesity among Hudson Valley residents, which is a concern for area health care providers.

Implications:
1. Need for additional schools as younger families with children move into the area.
2. Lack of "affordable housing" for typical working families, as the market is driven by newcomers with much higher salaries.
3. Dual income households have led to increased stress within families, as adults tend to have less time to devote to their children, aging parents, or the community.
4. Dual income households tend to have more disposable income for vacationing, eating out, and other forms of recreation.
5. Schools and community groups report that it is increasingly difficult to get parent involvement in programs, most likely the result of changes in family structure (increase in single-parent households and dual income-families with little time to spare).
6. Need for education about the negative impacts of sedentary living and the importance of making healthy lifestyle changes.

Technology Trends
Following national trends, technology is having a significant impact on the lifestyle of Hudson Valley residents. Cell phone usage has become the backbone of communication, enabling individuals to be in constant contact and to send and receive text messages. Kids are the fastest-growing mobile demographic, with half of all teenagers between 12 and 17 carrying cell phones in 2002. (American Demographics/March 2003) Some believe the cell phone has become a "rite of passage" for teenagers much like the driver's license. E-mail and instant messaging are the most widely used applications, for both personal and professional exchanges. 24/7 access to information and services is expected as online technology enables immediate results. Greater numbers of individuals and businesses are using broadband technology, thus gaining faster service and access to a greater number of online resources. Businesses are challenged in staying current with new technologies, as well as, in keeping their employees' skills up-to-date. Schools are compelled to focus on developing students' technology skills as they recognize this is as the key to their success in the world of work. Area government leaders believe that technology can be an important vehicle in increasing civic participation by facilitating communication through email and online discussions, thus allowing citizens convenient exchange of ideas and views.

Implications:
1. Cell phone phenomenon is making society more flexible and spontaneous. This immediate communication enables individuals to change plans or reschedule activities at a moments notice. Social protocol is also becoming less stringent with increased numbers of people arriving late to meetings and sharing their personal lives in public.
2. Need for school/business partnerships to provide continual skill upgrades for Hudson Valley employees.
3. Use of technology for online meetings and discussions enabling convenient participation.

METHODOLOGY

The study was conducted by the Mid-Hudson Library System and the SUNY New Paltz School of Business's Business Institute. In fulfilling the objectives of identifying changes and trends within the Mid-Hudson region, two methods of research were used: focus group meetings and phone interviews. Both methods asked the same questions:

    1. What are the current issues affecting your company/organization?
    2. What is your company/organization doing to address these issues?
    3. What changes do you foresee will impact your company/organization in 10-20 years and why?

The Mid-Hudson Library System conducted the focus groups; individuals participating in the focus groups were aware of the study's sponsoring organization. Independent consultants conducted phone interviews, thus participants were not told for whom the information was being obtained unless they were interested in knowing afterwards.

Names of organizations to be included in the study were recommended by Mid-Hudson Library System, SUNY New Paltz School of Business's Business Institute and consultants assisting with the project. The intent was to obtain sufficient representation from each sector of particular interest to the sponsor. Responses varied from those that provided specific information on a specific topic and others that were broader in scope. Interviewers made no attempt to direct the quality or quantity of responses.

Focus groups obtained information from 219 persons who represented 34 organizations in the following service sectors: Arts/Culture, Business, Community Services, Education, Economic Development/Planning, Environmental Organizations, Healthcare, Government, Media, Professionals, and Real Estate. Each focus group took approximately 1 hour. A list of the participant organizations is attached as Appendix A.

Phone interviews were conducted with executive management of 37 companies and organizations in Manufacturing, Banking, Healthcare, Education and Utilities. These conversations lasted approximately 15 minutes. The same form was completed for each respondent to the phone survey to ensure consistency. A list of the participant organizations and the position of the respondent is attached as Appendix B.

There was just one service organization, in the healthcare field, that was part of the focus group format and also contributed information via phone interview.

The Mid-Hudson Library System prepared its portion of the report on findings from the data obtained from focus groups and provided its implications derived from the findings. Similarly, the Business Institute prepared its findings from data obtained from phone interviews and provided its implications derived from the findings. All findings were checked by Mid-Hudson Library System and the Business Institute for any inconsistencies in information or format of presentation.

Appendix A: Focus Group Participants
Arts/Cultural
Greene County Council on the Arts

Business
SCORE (Service Corp. of Retired Executives)
Kingston Uptown Businessman's Association
New Paltz Chamber of Commerce

Community Services
BAT (Bringing Agencies Together)
Choices for Change
Columbia County Office of Aging
Cornell Cooperative Extension of Greene County
Cornell Cooperative Extension of Putnam County
Dutchess County Youth Bureau
Fraternal Order of Police (Dutchess)
Putnam County Youth Bureau
Putnam Family & Community Services

Education
BOCES MTI
BOCES Even Start Program
Literacy Volunteers of America (Dutchess)
New Paltz High School PTA

Economic Development/Planning
Dutchess County Supervisors & Mayors Association
Greene County Industrial Development Agency
Harlem Valley Partnership
Hudson River Greenway Communities Council
Hudson Valley Tourism Council
Northern Dutchess Alliance
Putnam County Economic Development Corp.

Environmental Organizations
Columbia Land Conservancy
Scenic Hudson - Smart Growth Alliance

Healthcare
Dutchess County Medical Society
Hudson River Healthcare (Dutchess)
Northern Metropolitan Hospital Association

Government
Ulster County Department Heads

Media
Poughkeepsie Journal

Professionals
Dutchess County Women's Bar Association

Real Estate
Hudson Valley Realtors
Mid-Hudson Real Estate Investment Association

APPENDIX B: Phone Interview Participants
Banks
Bank of New York, Vice President
Business Loan Network, President & CEO
Charter One, Vice President
Ellenville National Bank, Vice President, Marketing
Fleet Bank, Vice President
Goshen Savings Bank, President
HSBC, Vice President
Key Bank, Linda Reynolds
Rondout Savings Bank, President & CEO
Ulster Savings Bank, Executive Vice President

Manufacturers
Balchem Corp., VP Human Resources
Blasser Swisslube, President
Bristol ID Technologies, President
Council on Industry, Executive Director
Gillinder Glass, Treasurer
IBM, Server Market Strategy & Planning
Loring Coat Inc., President
Minolta Advanced Technology, Assistant to the President
Mystic Apparel, President
Schott Litnotec USA, Vice President, Administration
Ulster Electric Supply Co., Business Manager
Wolf Tec, Vice President, Operations

Education
Mt. St. Mary College, President
Orange County Community College, Acting President
Ulster Community College, President
Vassar College, Director of Administration

Healthcare
Benedictine Hospital, President
Elant Acting, Controller
HealthQuest (Vassar Hospital), Chief Financial Officer
Northern Dutchess Hospital, CEO
Northern Metropolitan Hospital Association, President
Orange County Regional Health System, Chief Operating Officer

Utility Companies
Central Hudson, President
Dynegy, Kurt Doehla……….
NYS Energy & Gas, Manager, Economic Development & Government Affairs
Orange & Rockland Utilities, Director, Economic Development &
Government Affairs

July 2003