Candidate urges Elmsford to assess need for a formal recreation department

A candidate for a recreation position spoke to the Board of Trustees during the June 2 work session, urging the village to conduct a community needs assessment and consider creating a formal recreation department.

The candidate said he has 30 years of experience working in parks and recreation and currently serves as commissioner in White Plains. "I come with a wealth of knowledge, 30 years of experience. I know this community like all of you do," the candidate said. He told trustees he began volunteering locally, later worked in neighboring municipal programs and managed large events and signature programs in White Plains.

The candidate said village children now participate in programs across multiple nearby providers and suggested the village assess whether local offerings are being "cherry picked" by outside organizations. "Kids are going to Tarrytown to play football. Kids are going to Mad Dog Sports to play flag football. They're all over the place," he said. He recommended meeting with the village board, residents, businesses, community groups, the school district and churches to determine gaps and build from there.

He recommended a formal needs assessment, a clear recreation philosophy, a review of partnerships with nearby towns and county programs, and an evaluation of facilities and registration systems. "We have to develop a recreation philosophy. What does the village want? What do you really wanna see?" he said, and suggested the village evaluate registration software and personnel needs.

The candidate offered to lead a committee to study the idea. The exchange was discussion only; trustees did not record a motion or vote on creating a department during the session.

Trustees asked clarifying questions and referenced local partners and programs but made no formal commitments. Items raised included potential partnerships with Westchester Skating Academy, Theodore Community Center, Mad Dog Sports and Little League, and a recommendation to explore discounts or resident access agreements with nearby private providers.

The candidate emphasized revenue-generation tactics such as sponsorships to offset program costs and suggested building alliances to centralize local programs if the assessment shows a need. The session concluded without formal direction to create a department; the candidate's offer to lead exploratory work was left as a volunteer proposal.