a tale of two newburghs

south beach on the hudson

 

     There's nothing like it in the Mid-Hudson Valley, and its something the area has sorely needed for the last three decades. It's become a destination for young and old alike, day and night, for shopping, bar-hopping, dining, strolling, and sightseeing. After decades in a coma, the Newburgh waterfront finally has a new life—and many fans. The eateries such as the ones pictured above greet customers with colorful awnings, wide open doors, catchy music, and great smells. As I first walked past these new establishments on Front Street, I felt traces of Collins Avenue in South Beach, Miami. Only later did I find out that one of the developers behind this waterfront had previously worked on the Art Deco section of South Beach.

 

reconnecting with the river

 

     For centuries, the Hudson was a means of transportation that fueled Newburgh's economy. Water Street was the heart of the city, until urban renewal leveled the area, effectively arresting the city's vitality. Many other cities turned their backs on their waterfronts. In fact, planners and engineers years ago generally believed that major highways should be built along rivers, such as the Schuykill Expressway that runs along its namesake river in Philadelphia. Now we shake our heads at such an idea. These days, waterfronts are a public good, not to be parceled out to the rich for new homes . . . or lined with highways . . . or left to rot.

     In 2000, Mid-Hudson Valley residents and entrepreneurs were reconnected with their waterfront. The results are amazing.

 

nuevoburgh, ny

 

     Newburgh in 2002 is a different world from Newbugh in 1952. It's population is about 29,000, roughly 2000 less than 50 years ago, but its composition is entirely different. According to the 2000 Census, 36% of city residents identified themselves as HIspanic or Latino. Ten years ago, the number was only 23%. The Latino community is growing not only in demographics, but also in economics. Latino-owned businesses such as restaurants and grocers are slowly filling empty storefronts along Broadway and other streets. Latino religious congregations are resurrecting vacant churches. 2002 marked the fifth year of Newburgh's Annual Hispanic Festival.

WHAT NEXT?

but what about broadway . . . and beyond?

 

     So we now have a beautiful and vibrant waterfront on Front Street in Newburgh—a desperately needed injection of optimism to counteract the futility. But what about Liberty Street . . . and Lander . . . and DuBois . . . and Broadway? How can the city connect the waterfront with Broadway and the rest of the city? The grim Census statistics in "Broadway and the rest of the city" haven't changed:

  • 17% of households make less than $10,000 a year
  • 25% of families live below poverty level
  • 7% of the city is unemployed
  • 17% of households consist of single mothers

     Zooming in on about 80 square blocks of the city, where 5,600 people live along with the core of the city's historic district and the waterfront, is Census Tract 4 (pictured above). Here, the statistics are worse:

  • 26% of households make less than $10,000 a year
  • 35% of families live below the poverty level
  • 13% of households receive public assistance
  • 24% of households consist of single mothers

     So whom does this new waterfront redevelopment really benefit? Some residents might find more work opportunities. Sleekly-dressed suburbanites and college students certainly get a gorgeous place to enjoy the views over a beer and lobster. Is this the first step toward gentrification? Some people dislike the idea. But, if gentrification is bad, isn't it better than status quo? The chasm between the lives on the waterfront and the lives in Census Tract 4 is quite drastic. An article in The Times-Herald Record refers to this phenomenon as "economic apartheid" (Hall and Roeback). If Newburgh's economy starts to grow and housing prices rise, community leaders do need to be mindful of those most in need.

     I believe that anything is better than status quo but, more importantly, that gentrification isn't the only process that will help the city grow. Through a handful of affordable housing initiatives, such as the renovation of rowhouses on Lander Street, the private sector has found ways to combine return on investment with social responsibility and civic revival. Habitat for Humanity is also refurbishing and building new homes. Enticing wealthier people from the suburbs to buy homes in Newburgh is merely one way to bring about better conditions in Newburgh. Private developers are contributing a more equitable way: redeveloping the worst areas first, house by house, and converting them to affordable housing with the possibility of ownership.

     To spur commercial development, the city should leverage the waterfront's smashing success. It should start focusing at the river and work gradually up Broadway. If they cannot be connected physically, the city should look for ways to link the waterfront with the end of Broadway by creating an entertainment district. The end of Broadway is in a prime position for development because the Karpeles Manuscript Musuem, Key Bank, City Hall, and a new piano and cigar bar are all clustered in this location.

     To help the city's economy grow through tourism, a group of residents have proposed a "Museum Row" that links the Karpelis Manuscript Museum on Broadway with a string of historic sites through Newburgh, including Washington's Headquarters (see picture below).


     Making Newburgh a tourist destination is certainly a definite must, but it should remain a long-term goal. The city is not ready for this yet; it's streetscape is weathered and intimidating in many places, and while Grand Street has a number of beautiful homes, they are "diamonds in the rough." Many homes on the street are still in mediocre condition. In order to market the city as a tourist destination in the future—and even as a place to live or do business—the city needs to provide real estate brokers, lenders, and other parties with a cohesive package that "sells" Newburgh. This could be in the form of, for example, a brochure or a Web site. The city does not have an official Web site. This may seem like an unimportant detail, but it is critical. A Web site is an organization's only face in the virtual world. A nice, easily-navigable Web site reflects well on an organization and generally indicates that the organization's health is sound . . . and vice-versa. This Web site could begin to serve as the city's marketing package.

     In sum, I believe an enthusiastic private sector and a committed core of residents—such as the ones who have revived Downing Park—will drive Newburgh's development into a first-class city. With private sector perseverance, citizen leadership, and intra-government cooperation, this story of budding success will not turn into a tale of two Newburghs.

 

END OF SECTION

 

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©2002 DZZHA

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