Mont Vernon
Community
Profile
Report

Mont Vernon, New Hampshire
April 16 & 17, 1999

This report is also available in MS Word format (243K).

TABLE OF CONTENTS

ACKNOWLEDGMENTS

• Asselin Construction
• Atlantic Printing of Milford
• Chef Charles of the Mont Vernon Inn for the wonderful Spaghetti Supper
• Elizabeth Jones, DDS
• Gabriella’s Café
• Mont Vernon General Store
• Principal Bill Estey and the staff of Mont Vernon Village School
• The Telegraph of Nashua

The Community Profile model was developed with the assistance of:

• University of Vermont Cooperative Extension: Bill McMaster and Bob Townshend
• University of New Hampshire Cooperative Extension: Jerry Howe
• Vermont Department of Housing and Community Affairs: Peg Elmer
• Upper Valley Lake Sunapee Regional Planning Commission: Vicki Smith
• Tufts University, Center for Environmental Management, Consortium for Regional Sustainability: Elizabeth Kline
• New Hampshire Charitable Foundation: Tom Deans and Deborah Cowen
• Vermont Community Foundation: Eddie Gale
• Sustainable Seattle: Alan AtKisson
• University of Vermont Center for Rural Studies: Fred Schmidt
• Community Innovations: Jeff Bercuvitz
• The Upper Valley: 2001 & Beyond Steering Committee Members: Don Bourdon, Delia Clark, Ann Crow, Geoff Dates, Harrison Drinkwater, Charlotte Faulkner, Phil Friedman, Barbara Jones, John Kuhns, Bin Lewis, Norm Marshall, Lilla McLane-Bradley, Deecie McNelly, Walter Paine, Betty Porter, Bob Rosenblum, Barry Schuster, Mike Smith, and Vicki Smith

  and with generous donation of time and expertise from: Jackie Clement, Ed Delhagen, Susan Edsall, Maureen Hart, and Anne Peyton

OVERVIEW OF COMMUNITY PROFILES

The Community Profile is a process by which communities take stock of where they are today and develop an action plan for how they want to operate in the future. Whether the issue is a quality school system, an air pollution problem, lack of adequate affordable housing or solid waste disposal, the need for effective problem-solving skills is the same. A community must have strong leaders, from all sectors, who are able to work together with informed involved citizens to reach agreement on issues. The Community Profile assists communities to develop their problem-solving ability. It is a self-evaluation tool that draws heavily on the collective wisdom of the participants and is not a test or a comparison between communities. It provides a method for citizens to affirm community strengths, identify concerns and problems, and then to help a community structure collaborative approaches to meet these challenges creatively, set directions for the future, and manage change.

The original Civic Profile emerged from the Governor's Commission on New Hampshire in the 21st Century as a process and a mechanism that communities could use to strengthen their civic infrastructure. The National Civic League, along with several university studies, identified those qualities that make a community work - that help communities plan for the future and survive such dramatic change as extreme population growth, plant shut-downs or military base closings.

In 1995, the League of Women Voters in the Upper Valley, working with UNH Cooperative Extension and UVM Cooperative Extension, identified ten key qualities that help a community to work well now and sustain its social, economic, and environmental health for the future. This is the model that was adopted by the University of New Hampshire Cooperative Extension Profile and are the "tools" of the community self-assessment.

CREATING A COMMUNITY PROFILE IN MONT VERNON

The driving force for a Community Profile for the Town of Mont Vernon was based around the need to update the Master Plan. The key person for initiating the Community Profile was Elizabeth Cleveland. As the chairperson of the Mont Vernon Conservation Commission, she saw a need for a strong, updated Master Plan as being extremely important to the community.

On September 15, 1998 the Planning Board heard a presentation from Judith Bush from the UNH Cooperative Extension. She explained the process of the Community Profile to the Planning Board and members of Conservation Commission that were in attendance.

The Conservation Commission requested that the Planning Board pay for the facilitation fee and that the other expenses that would be incurred to promote the Community Profile, could be done from fund raising.

At this time a chairman to organize the event was also presented, giving reassurance that there was willingness in the community to proceed. Having heard of the results of several Community Profiles throughout the State of New Hampshire, the Planning Board praised the concept and the good that will undoubtedly come from the event. There was a small amount of discussion and fairly quick consensus to support the program.

Now the ball was in my court to put together a Steering Committee to promote and organize the event. On Election Day in November, I set up a table in the Village School to generate interest in a Community Profile. I advertised the first meeting as being on December 1st. The second meeting was on January 7th. By that second meeting a solid core of 10 volunteers had been established. The Steering Committee was now formed.

From the very beginning this committee showed a very strong interest in the success of this event. In communication with UNH Cooperative Extension, we established the third

weekend in April 1999 for the Mont Vernon Community Profile. What follows is the results of that Community Profile.

Respectively submitted,

Mike Fimbel, Chairperson

Mont Vernon Community Profile Steering Committee

UNH Cooperative Extension

Mont Vernon Community Profile

Mont Vernon Village School
April 16 & 17, 1999

Agenda

Mont Vernon Community Profile

Friday Evening

The Mont Vernon Community Profile was conducted at Mont Vernon Village School over two days: Friday evening, April 16 and all day Saturday, April 17, 1999. About 100 participants attended on Friday, and about 60 people on Saturday. The list of attendees was slightly different each day.

The event began Friday with a spaghetti supper. Judith Bush, Extension Educator, Strengthening New Hampshire Communities Coordinator, gave us an overview of the Profile process and an introduction to the goals for the two days. A Community Profile is something like a potluck supper - a feast of ideas. Its goal is strengthening community involvement; its key idea is sustainability - balancing economic and environmental factors while thinking about the impacts of our actions for the next seven generations.

We spent a few minutes meeting each other, learning how long we had lived in town, where we work, and how we get our primary source of information. We were then asked to offer descriptions of what our town was like right now and what we would like it to be like in the future. Adjectives and phrases were called out and recorded on large easels labeled "NOW" and "FUTURE" at the front of the room. Here are the results:

The Mosaic - What is Mont Vernon like today?

What do we want Mont Vernon to be like in the future?

Historical Presentation

Bob Naber gave a slide show of the history of Mont Vernon.

Community Profile Ten Components

After we developed a mosaic and vision for Mont Vernon, Judith Bush introduced us to the idea of discussing Mont Vernon within the framework of 10 qualities which can be used to profile a community. These topics, drawn from the work of The National Civic League and adapted by UNH Cooperative Extension are important components of any successful community. These components make a community work well now and sustain the cultural, economic and environmental health and vitality for the long-term future.

Civic Infrastructure

Community Infrastructure

Environment

Economy

Next, 10 small groups of approximately 8 people each were randomly formed, one group for each of the components. The small groups adjourned to various rooms where facilitators lead the groups in their discussions and recorders made notes on more large tablets. Each group considered the definition of their component and was asked to consider the statements listed below in order to begin the discussion. Participants were asked to list the strengths of Mont Vernon as they saw them, and then to list its weaknesses. Next the groups gave some thought to the problems and issues they thought were important to the town's future. Finally, each group was asked to identify five key issues which need to be addressed in the town. These were brought back to the whole group and highlighted in five-minute summations presented by a member of each small group.

1. Effective Community Leadership: A Broader Definition

(Facilitator: John Arico; Recorder: Vicky Arico; Participants: Zoe Fimbel, Sarah Nervik, Jeanne Braen, John Koch, Karl Geisinger, Mark Murdock, Scott Foster, Bruce Cultrera. )

The public, private and non-profit sectors must all develop leaders who can cooperate with each other in enhancing the long-term future of the community. Leadership must be responsive, honest, efficient, enlightened, fair and accountable. Leaders should be representative of their community, and should have both a grasp of the community's problems and the ability to envision an economically secure, environmentally sound and socially viable future. Leaders should be attuned to the potential to exploit opportunities and to solve problems of the community by cooperating with other neighboring communities.

• There is active leadership in all three sectors in the community: public, private and non-profit.
• Leaders seek out the interests and ideas of local citizens.
• They represent diverse community interests (age and gender groups, length of time they have resided in the community, etc.).
• Leaders demonstrate knowledge, accountability, professionalism, and innovation.
• Leadership is results-oriented.
• Leaders demonstrate long range (20+ years) thinking. They understand the impacts of their actions on the long term health and vitality of the community.
• Leaders are willing to consider and utilize alternative methods for delivering services, and to undertake regional solutions where appropriate.
• All three sectors actively recruit, train, and empower new leaders.
• Leaders have a common forum to discuss issues with other leaders in the region.
• Regional policy conflicts get resolved.

• Experienced, seasoned (in life) board of selectmen.
• Effective town meetings.
• Educated potential leaders.
• Highly talented, high quality people in public positions.
• Leaders who are willing to do their homework.
• Leaders take positions because they’re motivated.
• No "old boy" network.
• Leaders are open to new people and ideas.
• Tireless Leaders.
• Leaders demonstrate care and thoughtfulness in decision-making.
• Long term thinking.
• Leaders motivate the community.
• Healthy balance of respecting the past and consideration of the future.
• Many opportunities for community involvement.
• Not much apathy.
• Leaders listen to the public.

• Lack of communication channels about when meetings are happening.
• Hard to replace people when they leave a committee - people are so busy.
• No "apprentice" level to break in new people.
• Lack of spiritual/social meeting places (church used to serve this purpose) - we need to meet in order to find potential leaders.
• We need more volunteers.
• There needs to be second level jobs for volunteers so they aren’t overwhelmed- spread the job out.
• How do we connect potential volunteers with jobs?
• Volunteers get burnt out after years go by, but new people need older mentors.

• Multi-level of leadership so people can grow into jobs.
• Mentoring program.
• Preserve town meeting.
• More people running for offices so there is healthy competition.
• Let new people know opportunities exist.
• Website for the town.
• Camera coverage at meetings.
• Community night where committees report.
• This gathering of "community night" could be tied into existing gatherings like Lamson Farm Day.
• Fire and Police Departments remain highly respected.
• More age diversity in leadership.
• Input of youth is harnessed.

1. Improve communication using new and existing technologies (website, cable channel) and also using community forums where people meet face-to-face.
2. Increase participation.
3. Establish a mentoring program.
4. Preserve town meeting form of government.
5. Manage growth/use foresight (for example, Master Plan).

2. Informed Citizen Participation: More Than Voter Turn-Out

If a community is to be strong, citizens must participate through voting in local elections, serving on governmental boards, attending public hearings and being active in civic organizations. Declining ability of government to meet community needs means that philanthropy and volunteerism become even more important. All citizens need to develop knowledge and skills to contribute to community life. All sectors within a community -- private, public, and nonprofit -- must each take responsibility for the community's civic education and generate and share information with the public. Sharing in problem solving and planning for the future as a community increases pride in the community and can result in an ethic of giving and sharing as a way of life.

• Citizens know how the system works.
• It is easy for newcomers to learn how to get involved in the community.
• People can find out what is going on in the community.
• We have a _____ level of volunteerism and philanthropy in the community. The best and weakest areas are _______ .
• Citizens are actively involved in major projects.
• Citizens volunteer to serve on local boards and committees.
• Participation is proactive instead of reactive.
• Civic organizations and local businesses actively contribute to community functions.

• There is both adequate and balanced media coverage of local events and issues.
• Local committees and boards communicate well with each other and the public and with other boards and committees throughout the region.
• Local citizens are actively involved in civic and business organizations and clubs that involve interaction with residents of neighboring communities.
• Civic education efforts involve the entire community.
• Schools, churches, youth and civic groups provide citizen education and promote community service.

• Small is an advantage.
• Local paper.
• Newcomers welcome.
• Town meetings.
• Town meeting rules.
• PTA/school volunteers.
• Information flows thru school.
• Home schoolers welcomed.
• Progressive school and great administration.
• Great police department.

• Administrative organizational back-woodish communication.
• People unaware of worth of town meeting.
• Education of newcomers.
• Lack of town volunteers.
• All town groups need volunteers.
• Shortage of communication.
• Volunteers need to be aggressive.
• Dot Smith retired.
• Lack of paper coverage.
• Volunteer road crew.
• People unaware of home-school acceptance.
• People do not volunteer for elected positions.
• No list of people to ask about a certain job.
• Press points out faux pas.
• Partisanship .
• Not having full time administrator makes people angry.
• Better communication.
• Mail town reports?
• Need more than 1 town meeting.

• Get new people involved.
• Have better article headlines.
• Need a full time administrator to give information, public relations.
• Full time town clerk.
• Place for kids/teens to go; limited supervision.
• Look at way town is governed - more selectmen.

1. Communicating information.
2. Volunteerism.
3. Look at structure of town government.
4. Additional public forum.
5. Get community involved and finish master plan.

3. Intergroup Relations: Celebrating Diversity Within the Community

A community is made up of different people with different interests, experiences and backgrounds. These characteristics may divide a community into natural groups but there must be cooperation among them if the community is to work well. Increasing social complexity presents challenges to reaching consensus or resolving conflicts but also provides opportunities for cultural enrichment. As disagreements arise, neutral forums and processes are needed where all opinions can be heard and consensus encouraged. In addition, programs are needed to increase communication and understanding of different perspectives among groups and within the community as a whole.

• There is adequate communication among diverse interest groups in the community such as natives/newcomers, summer/year-round residents, young parents/retirees, as well as business community, commuters, etc..
• Groups like the above are involved in identifying community goals and in resolving community issues.
• All groups have skills to become involved in the community.
• Formal and informal forums exist for sharing ideas and resolving public issues.
• Collective decisions which represent broad input are reached and implemented.
• Groups cooperate in resolving broad disputes.
• Small, specific conflicts do not escalate into larger issues.
• The community deals with critical issues before they become crises.
• The self image of the community is a positive one.
• Social and cultural diversity are celebrated in the community.

• Professional groups with post graduate degrees and high tech skills.
• People with a lot of forestry skills.
• Many retirees.
• Increasing numbers of families and school-aged children.
• Farms - dairy farms and rural atmosphere.
• Lots of self-employed.
• Small businesses/located out of town.
• Artists - watercolor school, carving class/displayed at post office.
• Cross country skiers.
• Horse back riders.
• Used to have a ski area.
• Skate boarding groups.
• Home schoolers.
• School music program for middle and high school in Amherst.
• One congregational church.
• Flora and fauna of community wildlife.
• Group of booklovers.
• People who work at home and use technology, home telecommuting.
• Many houses have nice view.
• People in general store first thing in the morning/small town flavor.
• Number of teachers/educators.
• People who have lived in Mont Vernon all their lives - people who are new to the town; population 500 35 years ago, 2,000 now (at 700 postal deliveries).
• Mont Vernon Inn.
• No shopping center.
• Town comprised of people who are not criminals - a really nice, peaceful town.

• Major division between economic separation/classes.
• No shopping.
• Very little, if any, racial diversity.
• Don’t have a strong tax base (Commercial Tax Base). It’s a high tax town– town assessed high.
• No town amenities– street lights, sewer, water.
• No McDonald’s.
• No choice in town for business.
• Have to take our business out of town– basic services i.e., tire changes.
• Communication/lack thereof between groups in town.
• Town not very sociable to newcomers, not very welcoming.
• No place in town for healthy elderly people who can no longer keep up their large homes.
• People at the Inn not visited.
• Nothing to do for teens, kids; have to go to another town – need to rely on parents/friends for transportation.
• Major activities not welcome for kids, i.e., no playing at bike rack, library, no skate boarding at post office
• Used to have a lot of thing for kids to do (things have changed).
• Most of population works outside the town.
• People away over holidays.
• We don’t know what businesses exist in town.

• Skate boarding park.
• Keep the trees.
• A community directory.
• Expand library and therefore more could happen.
• Need to get the whole community involved with library -- must be approached in manner not to alienate anyone - everything in town and all groups.
• Community dinner a few times a year so people can get to know each other (need to know your neighbors).
• Library could – encompass a community center; everyone’s opinion needed i.e., Library in Milford= community center serves as a resource
• More fliers mailed regarding election.
• More "townsiness" and "folksiness."
• Need ways for people who don’t have children to be involved in the town.
• Need for invites for newcomers i.e., a welcome packet -- what hours dump is open, where police department is, etc.
• Need community functions to eliminate everything closing in winter and create atmosphere of neighbors welcoming and helping each other.
• Need community newsletter.

1. Need good communication within the town
• something in print
• community directory
• helping elderly
• information regarding elections
2. Need expanded library/community center for all ages
• place for small group meetings
• for teens
• recreation committee
• special interest groups
• hobby/interest groups
• action committees
• provision for elderly activity
• need for a decent screen and sound system
3. A small business area/light industry to reduce property taxes in a commercial area.
4. Things for teens/kids to do in town, i.e.
• skateboarding
• bike paths; cross country skiing; snowmobiling
• roller skating in multi purpose room
• rock climbing wall
• big rock concerts out by Lamson Farm - the type that wold attract non-violent crowds
5. Elderly housing needed, i.e.
• condos/independent living units
• smaller living places
6. maintain independence
7. need for access to transportation
8. need store the size of Harwood’s in Wilton
9. special tax consideration

4. Keeping Our Cultural Heritage Strong: Arts, Festivals and Celebrations

The cultural life of a community can be a strong source of pride for citizens. Arts, theater, local festivals and celebrations all reflect and build a community's positive sense of itself and strengthen the fabric of all social interactions within the community.

• The community celebrates itself in many different ways, including ____________.
• There are special cultural centers, events and festivals within the community.
• These events are well known within and outside the community.
• The community preserves and enhances what is special and unique about its cultural heritage.
• Children are encouraged to participate in cultural events.
• Citizens are part of larger regional cultural events.

Group Response: Strengths in Cultural Areas

• Spring Gala.
• Messiah.
• Lamson Farm Day.
• Halloween haunted house.
• Town meeting.
• Historical society and museum.
• Easter egg hunt.
• School talent show.
• Town artists.
• Monthly coffee houses.
• Christmas tree lighting.
• Hay rides.
• Invention convention.
• Summer reading program.
• Girls scouts.
• Historical Society books.
• Historic buildings.
• Character of people.
• Dairy Farm.

Group Response: Concerns about Cultural Areas

• Don’t celebrate heritage to full extent.
• Lack of focus.
• Limited display and information.
• No means of communicating heritage.
• Non-distinct culture.
• Small size.

Cultural Areas: Vision for the Future

• Expanded Spring Gala - bigger menu
• Core leadership group.
• Educate about strength and history.
• Record family histories - videotape old-timers.
• Cultural center.
• Teach town history in school.
• Produce programs on what Mont Vernon was like in an era.
• Share memories at town meeting.
• Bicentennial celebration.
• Town art and craft exhibition.
• Music exhibition.

1. Interview and preserve historical memories of older residents.
2. Preserve, teach and display historical and cultural assets and heritage.
3. Expand current celebrations to include cultural heritage.
4. Build a greater sense of pride and community.
5. Honor and promote artistic and cultural talents within the community.

5. Education and Social Services: Meeting our Citizens' Needs

(Facilitator: Barry Ehrlich; Recorder: Debbie Shipman; Participants: Mick Konrad, Beth Ryder, Tim Mortimer, David Landrum, Charlie Ingham, Colleen Bird, Alyson Landrum, Sue Granfors.)

All citizens have a need for food, clothing, shelter, and for the education of their children. Although some needs are met by local, state, and federal programs, caring communities still keep a neighborly eye on fellow citizens. Things like pre-school programs, youth services, low-income housing, after-school extracurricular youth programs, and preventive health and substance abuse programs help to strengthen the social foundations of a community.

• Education and social services are provided equitably.
• The community provides services to its neediest citizens.
• The community, through its schools or other programs, offers counseling on parenting or family relationships.
• Local and/or regional programs or services are offered to meet citizen’s needs: such as daycare/substance abuse/ recreational/youth counseling.
• Services are adequate and well utilized.
• School programs are adequate for the community's needs.
• School planning is forward thinking and open to regional solutions.
• Local government addresses qualitative concerns about service.
• Government considers and utilizes alternative methods of service delivery.

• Excellent schools.
• Conservative (fiscally).
• Good kindergarten (private).
• After school program.
• Families in need receive help (school, church) -- anonymously – protect dignity.
• School supports community outreach (e.g. Grandparents Day)
• Community service requirement at high school
• Parent participation at school.
• School enrichment program.
• Mont Vernon Inn.
• Good community involvement.
• Desire to provide elderly services (library computer, etc.)
• Museum passes, etc. to expand opportunities.
• Souhegan High School -- support & counseling services.
• DARE program.
• Safe community (i.e., break-ins).
• Bicycle safety and education program.
• Police house checks.
• Rabies clinic.
• Good sports program at high school.
• St. Patrick’s share.
• Church youth group.

• Poor history of growth planning – e.g. schools (postponing costs more, safety reduced)-- wood vs. brick– high school concerns.
• No public kindergarten; private not large enough (inadequate kindergarten facilities).
• Resistance to commercial sources to increase tax base and it’s impact.
• Very neediest citizens not taken care of adequately.
• Elementary school space concerns.
• Limited handicapped (ADA) access to public buildings.
• Not enough good daycare – full day – lack of network, lack of communication with others sharing same situation.
• Rate of growth impacting ability to provide services (schools).
• Lack of homes with easy access for elderly – livability problems for elderly.
• Lack of recreational facilities – opportunities to engage kids in community.
• Lack of space, technology, etc. at library.
• Lack of vision on these issues.
• Lack of sharing resources with other communities.

• Better daycare network.
• Better way to communicate resources and needs - shared information.
• Better organized volunteer system.
• Make newcomers feel welcome.
• Better managed growth to meet needs.
• Larger than necessary elementary school.
• Larger than necessary library.
• Large indoor recreation area.
• Using pro-active approach to planning for growth.
• Better sharing of information about needs.
• Make easier to participate in planning process.
• Attract top quality teachers and keep them.
• Town newspaper or website.

1. Better recreation facilities.
2. Better long-term planning for future education needs (school facilities, programs, funding, recruiting and retaining good teachers).
3. Need to develop a system for sharing information about needs and resources among citizens.
4. Library improvement.
5. Identifying and addressing needs of elderly.

6. Community Infrastructure: The Basics that Serve Our Needs

Public buildings, schools, sidewalks, sewers, roads, and the public water support -- are basic to the existence of a community. They absorb most tax dollars and sharply influence the community's quality of life.

• Schools and other public facilities exist in the community.
• Other services such as ____________________ are needed.
• Our public water sources are protected.
• Our community does a great job handling disposal of its wastes.
• The town has a plan for financing the maintenance, expansion and replacement of its public facilities. It is open to regional solutions for future infrastructural needs.
• There is adequate housing available for elderly or disabled individuals. For people of lower income.
• Public buildings such as schools and town hall adequate for our needs. They are accessible to people with disabilities and are energy efficient.
• Officials address qualitative concerns about facilities and systems and utilize alternative methods of service delivery.
• Our officials are professional and entrepreneurial in meeting public facility needs.
• Appropriate physical connections are being made, such as public transportation between housing and job sites.

• Trails – Purgatory Falls.
• Old hotel site.
• "Fishing Pond."
• Elderly housing.
• Lamson Farm.
• Hill view.
• Concern for future impact.
• Good dump.
• Library as a distinctive building.
• Dump saves thing for use.
• Town cares for Fire Department.
• Town cares for Highway Department.
• Trails for horses, snowmobiles, cross country – safe community.
• School system.
• Open space – rural– scenic roads.
• Rural volunteerism.
• Outdoor recreation.
• Outstanding buildings, geology.
• Extracurricular school.
• Two spaces for community activities/services.
• No public water and sewer.
• Cemetery.
• Nice church and town hall.
• Town center.
• Cellar holes– 1836 gravestone.
• Beautification committees.
• Town lands.
• Open fields.

• Basic services – mechanic and hardware.
• Water pumps – cistern.
• Organized town center.
• Modern information center.
• Road attentions.
• Crosswalks.
• Speed limit too high - Route 13.
• Identify heavy use and pave them.
• Better accessibility – direct routes.
• Study pedestrian traffic, vehicle traffic — town center planning.
• Traffic.
• Not enough sidewalks – Route 13.
• Sidewalks not clear.
• Affordable housing – elderly.
• Building space highway fire.
• Handicap accessibility.
• Light industry businesses.
• Adequate space needs school.
• Master plan completion.
• Community center for 10-15.
• Diner? Bakery? Restaurant? Pub?
• Day care – baby sitting network.
• Library too small.
• Increased living wages for town employees.
• Ability for town to communicate public meetings.
• Cell towers – limited life escrow planning.
• Town news bulletin board, newsletter, website.
• Town transfer station parking.
• Route 13.
• Town board intercommunication.
• Volunteerism – delegation.

• Rural.
• Property maintained as open space–identify which properties we want to preserve.
• Cluster zoning – affordable housing.
• Ambulance needed.
• Public transportation – routes available.
• Publicly owned fiber optic cable network.
• Reliable town information dissemination.
• Identify issues.
• Re-zone more than 2 or 5 acre spots.
• Small businesses – home businesses.
• License businesses – revenue.
• Better library – handicap accessibility in existing and new building (program).
• ‘Virtual’ town meetings.
• Revisit Community Profile.
• ‘Greenways’ from town to town, abutted conservation lands inter-town networking.
• Protected hiking trails.
• Current use continues.
• New school facilities with up-to-date safety features.
• 10 year plan long term use.
• Educational community partnership.

1. Evaluate and support capital improvements; and safety/maintenance/accessibility for public buildings.
2. Zoning for light industrial park - basic services (e.g. diner, pub, bakery) - affordable housing.
3. Communication - links between boards and with public/town to town.
4. Preserve, identify and expand conservation/recreation plans.
5. MASTER PLAN.

7. Natural Resources Base: Water, Energy and Materials

Natural resources are materials from nature that maintain and enhance a community. This includes food, fuel, and materials used in everyday life. A sustainable community attempts to balance the rate at which renewable resources are consumed with the rate at which they are renewed. Dependence upon nonrenewable resources is minimized as much as is feasible. A sustainable community also attempts to reduce the amount of waste and emissions produced by increasing energy efficiency, and tries to minimize the effect of wastes that are created

• The community has recently inventoried its natural resource base.
• Some of these resource feature are unique or some way important regionally or statewide.
• Natural resources and open space play an important economic role in the community.
• Critical resources are being negatively impacted by competing land uses.
• Huge steps have been taken to provide regulatory controls to assure the continued availability of these resources.
• A few steps have been taken to provide long term land protection to assure functioning natural resource systems.
• The community has addressed regional natural resource features and issues with surrounding communities.
• A large percentage of waste generated is recyclable and recycled.

• Good water overall. Acidic – occasionally iron (quality and volume).
• Have recycling.
• (All on wells) -- don’t share aquifers.
• Have data base – environmental inventory.
• Locked in open space Lamson farm 300 acres.
• Plenty of rain fall.
• Open land existing by land owners.
• Current use factor important to keeping open land.
• Lots of wooded land.
• Great views.
• Jewell – Purgatory Falls owned by town/preserve.
• High school – great program - biodiversity.
• Cemeteries well cared for.
• Have resources to teach.
• High tax rate helps regulate growth for people in town for a while.
• General understanding that town ownership is cheaper for town vs. homeowner lots.
• Clean air, lack of traffic.
• People dedicated to town’s environmental issues.
• Small community – gives opportunity to know each other and get involved.
• Waste removal well coordinated.
• Adequate access for trails, etc.
• By and large folks don’t post their land (usually veteran residents).
• Neighborly approach to land access.

• People don’t communicate before hand (then people sue)-- problem of people getting involved – town buys insurance policy.
• Need proper road maintenance – important to connect to wood areas, etc.
• Voluntary recycling – but not many participate.
• Need better appreciation of what we have.
• Need bottle bill (great fund raisers).
• Need better leadership in these areas.
• Loss of land to development.
• Doesn’t have reservoir of funding to buy land.
• Concern of loss of land around Purgatory Falls.
• Lack of support/plan to get open land and need financial resources in reserve.
• Back yard dumping.
• No long range plan.
• HIGH TAX RATE.
• Very little long term impact.
• Town officials fighting fires.
• Short term.
• Trouble with beer debris and political signs -- urban attitude.
• People aren’t taking care of rural environment.
• Lack of scouts or 4-H’ers.... to get involved with natural resources (need things for kids to participate in).
• Trash on properties and roads.
• Lack of aggressiveness with town to clean up town problem.
• Past history – great.
• High school – great environmental education – biodiversity.
• Need structure to have adults share skills with kids to foster youth leadership & environment.
• Apathy – need to get people more involved and informed.
• Families have changed culturally (fighting trends - working and jobs, kids and computers).
• Put off projects – don’t have good maintenance plan.
• Losing stone walls! (A New England treasure !)
• Mapping of the town and technology– use current.

• Town could get insurance for volunteers.
• Network of trails between park-like areas.
• Neighborhood groups would exist to individual needs and do things.
• Have land owners committee.
• Need basic restructuring of processes.
• To buy land – plan now for future.
• Have capital reserve fund.
• Have kids involved in community– (historic and environment).

1. Need better communication and education of all people concerning town and natural resources (e.g website).
2. Need to think about new/updated master plan.
3. Need a process/action plan to acquire/protect resources.
4. Need carefully thought out plan and philosophy concerning addition of low impact industry, but be in balance with natural resources.
5. Need to engage new people in the town and its issues e.g. name tags at town events.

8. Working Landscape: Village, Farm and Forest

The natural assets of a community consist of places of natural beauty that contribute significantly to the quality of the residents. Streams, rivers, walking trails, working farms, clean air, pastures and open land help determine a community's personality. They contribute to the everyday pleasures of a community life. A sustainable community practices effective management of natural assets so as not to undermine their existence or ability to function over time.

• Our town's special water and land sites are _____________________
• There is broad community interest and participation in maintaining these natural assets.
• Our natural systems within the community are healthy.
• The local economy and population are putting stresses on those natural systems.
• There are ways to increase the resilience of the local natural systems to allow them to respond to adverse or changing conditions, such as ________________________.
• Current systems, such as waste management, are handled in a way that preserves the integrity of natural systems in the community without damaging the integrity of natural systems elsewhere.
• Existing businesses are environmentally sound.
• Public water sources are protected.

• Lamson Farm.
• Purgatory Falls.
• Carlton Pond (Jews Pond).
• Cemetery.
• Joe English Hill\unbuildable tracts (swamp, ledge).
• Horton and other small ponds.
• Brook Road trail.
• Working dairy farms.
• Ruralness.
• Trees are returned along roads.
• Stonewalls.
• Trees valuable for school landscape and education.
• "Golf Links" – Carlton Property.
• Residents appreciate the town center.
• Maintain town culture and character.

• No plan to maintain natural resources.
• I’m here, others stay out!
• Lot size - minimum is a concern.
• No retirement housing.
• Salt contamination of roadside wells.
• Roadside trees stressed.
• Cancer risk? Radon in water?
• Emphasize recycling.

• Control growth.
• Maintain open space.
• Master plan.
• Identify special and critical natural areas.
• Capital funding for land purchases.
• New developments plan for open space set-aside.
• More recreational trails – private and public lands – connected network.
• Pure drinking water.
• Protection against contamination.
• Communication/education of community with natural resources.

1. Master Plan.
2. Change coming quickly - newcomers are influence in town.
3. Capital funding for land conservation.
4. Dissemination of natural resource information/attributes to residents.
5. Maintain and expand protected properties.

9. Economic Vitality: Stability through Diversity

The need to maintain flourishing workplaces is of great importance to communities. A sustainable community includes a variety of businesses, industries, and institutions which are environmentally sound, financially viable, provide reasonable wages and benefits to workers, and provides those workers with opportunities to develop their skills through training, education, and other forms of assistance to prepare for the community's future needs. Government, businesses and public service organizations are all important in attracting new investment and in developing new businesses that suit the character of the community.

• Many types of businesses, industries, and institutions make up the economic base of the community and the region, such as _______________________.
• We have a diverse economic base. No one sector or one employer dominates; there is a wide variety of sectors and employers.
• Existing businesses are environmentally sound.
• There are locally available education opportunities to provide residents with skills that match the needs of local businesses.
• There are business services lacking in the community, such as ____________________.
• There are many types of jobs available to residents in terms of security, wage levels, skill levels, and benefits, examples _______________________.
• Wages allow the majority of the population to enjoy a reasonable life style.

• The store.
• Jan’s place (Mont Vernon Inn).
• We have a dentist in the store now.
• Odds ‘n Ends farmstead.
• We want to maintain town character.
• We want low impact on environment and services.
• We should reinstate the golf course.
• Antique stores.
• McNamaras.
• Hilltop Antiques.
• Lamson Farm.
• New Hampshire has stonewalls and open land - go hand in hand.
• We have quite a few artists. i.e. Sylvia Nichols, Phoebe Flory.
• Pomeroy’s Farm.
• We have a Bed and Breakfast: Alpine House.
• This is a safe and secure place to open a business; and to live.
• They have an adult evening computer course here in the school.
• People have expressed that Mont Vernon is a nice place to work.
• We have a limited commercial zone.
• At the tracking station there are trails and campsites – fantastic views.
• Above is not accessible through Mont Vernon so we get the benefits of common use but not the traffic.

• We don’t have much business but we have some.
• No open land.
• We don’t have a farmers market (i.e: the farmers market coop in Milford.)
• We don’t have a service station in town.
• We don’t have a doctor’s office.
• The computer enrichment program is limited.
• Current limited commercial zoning can be a weakness if it discourages future clean small businesses. It already has done so ( i.e. the day care center on main street.)
• We don’t have a daycare center facility in town and there are a lot more women working.
• The tracking station is not accessible through Mont Vernon.

• I wish we could come up with some businesses that could use kids. For teens to learn the responsibility of having a job (besides baby sitting).
• If we introduce town water and sewer it will encourage more industry.
• Encourage campus-style business (i.e: the Suisse Chalet office buildings in Wilton) - rural character.
• An office park.
• We could charge for camping at tracking station when government gives it up.
• It could be a town owned park.
• We need to find a "unique niche."
• Promote Lamson farm.
• It would be good for Mont Vernon to look for what the unique niche should be, i.e. a nice place to retire.
• Let’s expose stonewalls and keep land open; reclaim forested land to open land (that should be a niche.)
• It would be a good " Bed and Breakfast" community.
• A pub or café or a place to meet and have coffee in the morning.
• We should encourage small businesses i.e. a café, crafts store, a stop off point for leaf-peeping to attract people.
• A place where local artists could display and sell their crafts, painting arts and crafts.
• Give the local artists a place to display.
• Have a event yearly to "kick it off".
• Then establish it permanently.
• Invite an artists’ organization to come and establish.

1. We need to find a "unique niche" that maintains the town character.
2. We want to encourage low impact (on the environment) business and service through review of current zoning.
3. Developing the potential of the tracking station.
4. Encourage local artists/crafters by providing marketing opportunities.
5. A social gathering place (i.e. a coffee shop).

10. Local Business, Local Wealth: Re-Circulating Money Within the Community

Local control of businesses is important to the economic health of a community. The more often money circulates within the community before leaving, the more the community benefits. Locally controlled businesses allow employees to have a voice in the decisions that affect them.

• A large percentage of the community's businesses, industries and organizations are locally owned.
• A large percentage of the community's businesses, industries and organizations have linkages to the local environment, social structure or economy.
• To a large extent, local businesses purchase products from each other.
• There are additional business services needed that could be locally provided and locally owned.
• There is an adequate supply of locally owned, locally controlled credit available for local businesses.
• Employees have a voice in the decisions of their employer.
• There is a reasonable distribution of wealth across the population with a small gap between the haves and the have-nots. This distribution has changed over time.

• Milford and Nashua easily accessible; nice being next door.
• No "McDonald’s", but accessible – maintains rural quality of town. Close but not too close.
• Togetherness; community plans activities togther.
• Supportive of local businesses.
• Local businesses– agricultural and land based.
• Don’t have empty store front syndrome.
• Supportive of home businesses.
• Technology allows businesses to exist in Mont Vernon.

• Technology allows "invisible businesses" – may affect tax bases.
• Supports only certain types of businesses.
• Unsolved arson of a garage Rt. 13.
• No town water or sewer.
• Water is unfit to drink in some town places (e.g. town hall).
• No plan for attracting suitable businesses.
• Lack of knowledge about business district near Milford line.
• Expensive to live here.

• "More cows"-- retain farms.
• Tax incentives to maintain farms.
• Develop and plan/process to attract businesses. Determine what kind of businesses we want to attract.
• Bed and Breakfast/ Inns.
• More trails (walking and horse....) Trails throughout the community, integrate within new developments.
• Develop Purgatory Falls more – need better access and picnic area.
• Maintain Main Street as a residential street (not all businesses).
• Explore development of multi-family units, particularly for elderly.

1. Examine what kinds of businesses we want in Mont Vernon - what, where, why, how to attract.
2. Consider regional issues: sewer and water, transportation, services.
3. Retain and expand agricultural and other land-based businesses.
4. Encourage tourism-based businesses - integrated trail network, bed and breakfast, spa, coffee shop, Purgatory Falls.
5. Explore development of small private school or college.

Saturday Morning

Everyone reassembled bright and early Saturday morning in the Mont Vernon Village School where we were greeted by hot coffee, muffins and breads. There were a few folks there who had not been present Friday evening and they soon felt the enthusiasm of the rest of the group. Similarly, a few members of the Friday night small groups were missing. However, most of the people were stalwarts who had signed on for both days.

The 10 easels from the small groups of the night before were arrayed across the front of the room, each bearing a list of the five key issues for that topic area. Our working day began with short presentations from a member of the each of the groups, explaining their group's list. Judith then presented us with her version of a condensed list of overarching issues which she felt had come up repeatedly in various ways in the small group lists. The entire group worked together to evaluate and refine this list. After some discussion, six key issues emerged as important to study for the future of Mont Vernon:

Key Issues

1. Communication
2. Community Culture
3. Conservation and Recreation
4. Capital Improvements
5. Master Plan
6. Commercial Creativity

PROJECT IDENTIFICATION AND EVALUATION

After a short mid-morning break, participants each chose which of the eight key issues they would like to discuss further and broke into small groups accordingly. Each topic attracted enough people to form a small working group.

The task of each group was to think about problems that existed in each area and then to brainstorm possible solutions/answers to the issue identified. We did that by thinking out loud for half an hour or so about "problems" and "goals." Then we suggested solutions, from practical to fanciful to idealistic. The next step was to evaluate the reality of each possible solution/project using the following impact/feasibility grid.

We copied this grid onto a piece of large easel paper and each of our proposed solutions onto sticky notes. For each solution, the group decided together what the feasibility and impact of the solution would be. Then we placed the sticky note in the appropriate box.

Based on the grid, each group chose three solutions and wrote them up as proposals on their easel to be presented to the large group. Some groups chose only proposals with high impact/feasibility ratings, while others chose projects from a variety of ratings. Small projects which were highly feasible, but of low impact, were favored by those who wanted to start small and accomplish something quickly. Long term, difficult projects had advocates who were willing to commit to longer struggles with high rewards. Many of the groups proposed a combination of proposals. Verbatim notes from each of the groups are presented below.

1. Communication

• Lack of communication:
• static, functional, current
• agendas, minutes
• financial requirements
• spark debate
• community calendar
• technology content
• resident attributes
• welcome new residents
• negative press

• Get resident attributes.
• Call Peg Stacey.
• Include informal means - welcomer (one on one)/packet, community forum monthly.
• Goals: to gain/identify volunteers.
• Library center of community.
• Written agendas/reports of groups - newspaper, web, handout, mailing.
• Community forum - specific agendas.
• Material sent from school.
• Items sent to Amherst Citizen are published.
• Signboard - read from car; at dump? Side of town hall? McCollom yard? Current items; one person in charge of posting; editor needed - volunteer.
• Multiple forums needed ($200-$300 mailing); website; mailings; group meetings - encourage debate; email, monthly calendar.
• Cable television.
• What percentage of people will participate?

• Community forum with invited speakers.
• Community forum - once a month or quarter.
• Website - expand library site?
• Library as communication center.

• Community Cable - town meeting?
• Town budget for newspaper.

• Multiple sign boards.

• Subscription newsletter.
• Community sign board
• Readable from a car - McCollom building? Person to keep it current?

• Package of information to new residents - welcome and information.

2. Community Culture

• Retain best elements of historical heritage.
• Look ahead to the future.
• Integrate these in a way that reflects the community’s culture.

• Continue to develop Historical Society - Junior Historical Society, videos of older citizens to preserve memories; short term project of volunteers.
• Mentoring projects - develop locally and expand statewide.
• Bring Historical Society into school.
• Historical walks - orients newcomers to town; involve teens; audio tour (self-guided).
• Integrate groups.
• Need a central meeting/cultural space - "Welcome Wagon."
• Way of getting information about newcomers and contacting them.
• Maintaining rural/agricultural culture of town.
• Farmer’s Market.
• Promote local products (art, produce, woodworking, etc.).

• Welcome Wagon.
• Way of getting information about newcomers and contacting them.
• Bring Historical Society into school; junior historical society.
• Audio tour (self-guided).
• Videos of older citizens to preserve memories - short term project of volunteers.
• Historical walks to orient newcomers to town.

• Mentoring project - develop locally, expand statewide.

• Need a central meeting/cultural space.
• Maintaining rural/agriculture of town.

• Farmer’s market.
• Promote local products (art, produce, woodworking).

Conservation and Recreation