TOWN OF LAKE GEORGE OWN OF 2015 Comprehensive Plan EORGE ... · Strengths, Weakness, Opportunities,...

TOWN OF LAKE GEORGE 2015 Comprehensive Plan

1 | P a g e

https://pbs.twimg.com/profile_images/669522575/dos_logo_lt_lg_400x400.JPG

TOWN OF LAKE GEORGE 2 0 1 5 C O M P R E H E N S I V E P L A N

THIS DOCUMENT WAS PREPARED FOR

THE NEW YORK STATE DEPARTMENT

OF STATE WITH THE FUNDS PROVIDED

UNDER TITLE 11 OF THE

ENVIRONMENTAL PROTECTION FUND

DRAFT – ISSUED 9/24/2014

EDITIED – 9/8/2015


"Lake George is without comparison, the most beautiful water I ever saw; formed by a contour of mountains into a basin... finely interspersed with islands, its water limpid as crystal, and the mountain sides covered with rich groves... down to the water-edge: here and there precipices of rock to checker the scene and save it from monotony."

-Thomas Jefferson, May 31, 1791


ACKNOWLEDGMENTS

A town’s comprehensive plan is among its most important policy documents. It serves as the basis for zoning, land use, and budgetary decisions. It establishes a community’s shared goals and it can serve as a vehicle for funding. Prepared by an all-volunteer advisory committee, the Town of Lake George 2015 Comprehensive Plan is intended to be both a benchmark, cataloging the community’s existing conditions, and a guiding document, provided a clear path towards a sustainable future. The Advisory Committee and Town of Lake George would like to thank the many residents, students, and businesspersons that contributed their ideas to, and participated in, the creation of this plan.

ADVISORY COMMITTEE Karen Hanchett,, Chairman

John Carr Kim Cornelius Janie Green

Peter Keating George Mathewson

Sean Quirk

TOWN BOARD Dennis Dickinson, Supervisor

Vincent Crocitto Daniel Hurley

Marisa Muratori Nancy Stannard

TOWN STAFF

Adele Behrmann, Planning and Zoning Clerk

SPECIAL THANKS Forth William Henry Hotel & Conference Center

Luke Dow Photography John Wimbush, NYS Department of State


TABLE OF CONTENTS

INTRODUCTION........................................................................................................................................................ 4

PLANNING PROCESS ................................................................................................................................................. 6

Advisory Committee ............................................................................................................................................. 7

Inventory & Analysis ............................................................................................................................................. 7

Strengths, Weakness, Opportunities, and Threats (SWOT) Analysis ..................................................................... 7

Public Outreach .................................................................................................................................................... 9

EXISTING CONDITIONS ............................................................................................................................................. 12

Overview ................................................................................................................. Error! Bookmark not defined.

Population Characteristics .................................................................................................................................. 12

Employment & Income Characteristics ............................................................................................................... 13

Housing Characteristics ....................................................................................................................................... 15

Economic Characteristics .................................................................................................................................... 17

Quality of Life & Community Character .............................................................................................................. 23

Natural & Environmental Resources ................................................................................................................... 23

Land Use & Zoning .............................................................................................................................................. 26

Transportation .................................................................................................................................................... 28

Infrastructure...................................................................................................................................................... 34

MISSION STATEMENT...................................................................................................... ERROR! BOOKMARK NOT DEFINED.


GOALS & RECOMMENDATIONS ................................................................................................................................. 37

IMPLEMENTATION STRATEGY .................................................................................................................................... 54

LIST OF APPENDICES

Appdendix A:


4 | P a g e

INTRODUCTION

Situated at the southern end of Lake George, the community of Lake George has long been a focal point of activity and a place of interest. Between the Lake’s and surrounding mountain’s natural beauty and the region’s attractions and accommodations, the Town of Lake George is both a destination and a home to seasonal and year-round populations. In addition to its many cultural assets, high quality of life, and community character, the Town benefits from a strong tourism economy, and proximity to nearby employment centers (including Glens Falls and Saratoga Springs), and highly regarded school district. The Town is also fortunate to have numerous community spaces, public parks, and preserved lands. It is a Town where there are cultural events and attractions, shopping, restaurants, and easy access to outdoor recreation opportunities. With its mix of rural and small town charm, natural splendor, and cultural vibrancy, the Town of Lake George is truly a distinctive place.

Located in Warren County, New York, Lake George shares a municipal boundary with the Town Bolton to the North, the Town of Warrensburg to the West, and Town of Queensbury to the south. The Town encompasses all of Lake George Village, which serves as its de facto “downtown.” As the 2002 Comprehensive Plan noted, “the majority of development in the Town follows the Shoreline of Lake George and fingers out along the major transportation of US Route 9 and NYS Route 9N.” Figure 1 depicts the location and land use characteristics of the Town of Lake George.

What is a Comprehensive Plan?

A Comprehensive Plan is a document that identifies a community’s vision, goal and objectives. A good plan is developed with broad community input, outlines strategies to achieve shared objectives and inspires action by the community to affect those goals.


5 | P a g e

Many states have statutes identifying required elements of a comprehensive plan; New York State does not. New York State statutes list 15 components that such plans "may" contain, but do not require municipalities to follow a fixed format. The State does recognize the importance of the comprehensive plan: “Among the most important powers and duties granted by the legislature to a town government is the authority and responsibility to undertake town comprehensive planning and to regulate land use for the purpose of protecting the public health, safety and general welfare of its citizens.” (NYS Town Law 272 a (1)(b))

A Comprehensive Plan is not a law nor does it establish regulations. It is a guiding document that must be considered when developing any land use laws, such as zoning, that will be used to implement the plan. All land use laws must be in accordance with a comprehensive plan. Those land use laws must be developed and adopted through a separate process. In addition to providing a foundation for land use and zoning decisions, a Comprehensive Plan can be used as a tool to help obtain funding for a variety of projects. It can also be used as a marketing tool to promote the assets of the Town.

Conventionally, comprehensive plans include a discussion of existing conditions, local economy, land uses, environmental resources, transportation networks, community services, recreation facilities, and the like. The Town of Lake George at the onset of its comprehensive planning process deliberated on what was of importance to the community and focused its efforts on exploring these issues. While sometimes the terms “master plan” and “comprehensive plan” are used interchangeable, the goal is always to gather citizens in order to explore issues that impact the well-being of the community, and reach consensus on goals and objectives.


6 | P a g e

The Town of Lake George’s Comprehensive Plan is intended to provide a shared community vision that was developed through a meaningful public participatory process. The recommendations outlined in this plan are one of the most important outcomes of this initiative. In addition to articulating the community’s future vision, the recommendations help define priorities and provide common ground between diverse perspective and opinions.

PLANNING PROCESS

The figure below depicts the overall Lake George Comprehensive Plan planning process. A summary of the planning process is included in the following sections (next page).

Plan Committee •Plan Leadership •Conduct Public

Outreach •Meetings

Inventory & Analysis •Research •Existing Conditions •Site Visits •Interviews

Public Outreach •Charrette •Stakeholder

Meetings •Social & Print

Media

Plan Development •Draft Reports •Reviews •Concept Plans

Review & Approval •Public Hearings •Town Board

Approval


7 | P a g e

Comprehensive Plan Committee

The Lake George Comprehensive Plan Committee consisted of residents, business owners, stakeholders, and Town officials that represented a broad spectrum of community. Throughout the planning process, the Committee sought input from the entire community as they gathered information, explored issues and opportunities, and developed the recommendations that are outlined in this plan. As part of the planning process, the Committee hosted a multi-day charrette, two (2) public hearings, and conducted multiple public meetings. The Committee also reached out to a number of individual stakeholders and community and business

organizations, encouraged feedback through letter writing campaigns, and engaged Town Board, Planning Board, and Zoning Board of Appeals members. The Committee also maintained a project specific website in order to provide members of the community with update planning resources and information (see Project Website & Social Media Outreach below).

Inventory & Analysis

The first step in the planning process was the preparation of a community profile for the Town (see Appendix AX). The first step in this inventory and analysis process included a review of local, county, regional, and state planning initiatives including the following documents:

Committee Meeting


8 | P a g e

• Lake George – Planning for the Future (2001) • Town of Lake George Comprehensive Plan (2001) • Village of Lake George Comprehensive Plan (2004) • Lake George Route 9 Gateway Plan (2010) • First Wilderness Scenic Byway Corridor Management Plan (2012)

Building on these efforts, the data gathering component focused on the following areas of investigation: demographics, land use, economic characteristics, infrastructure, cultural and open space/visual resources, recreational resources, tourism resources, and waterfront resources. Data gathering involved the use of online resources such as the US Census Bureau, American Community Survey, NYS Department of Labor, ILOVENY Tourism Survey, Warren County Tourism White Paper, the Adirondack Park Agency, NYSDEC, NYSDOT, as well as other local and regional resources. Based on this information a number of field visits were conducted throughout the Town to confirm findings and identify additional areas of research.

Geographic Information Systems (GIS) mapping was also completed using this information for many of these areas of investigation (see Appendix B). These maps address Adirondack Park Agency (APA) Land Classification, land use, local zoning, natural resources, recreational resources, water and sewer infrastructure, and historic and scenic resources.

Strengths, Weakness, Opportunities, and Threats (SWOT) Analysis

A SWOT Analysis, as defined, is a study undertaken by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats. In simpler terms, the SWOT Analysis for the Lake George Comprehensive Plan involved the Comprehensive Plan Committee’s identification of things that make or could make the Town of Lake George great (strengths and opportunities) as well as areas that the Town and community need improvement or advancement (weaknesses and threats). On May 21, 2014, the Comprehensive


9 | P a g e

Plan Committee completed a SWOT Analysis (see Meeting Summary in Appendix C). The SWOT Analysis found the following:

• Strengths are what is going right for a community. vLake George’s visual quality, open space and recreation opportunities, water quality, and cultural resources were highlighted.

• Weaknesses are often internal detractions from for a community. For Lake George it was noted that the appearance of the built environment (certain buildings and/or locations), poor and limited infrastructure, lack of branding and marketing strategy, and declining economic opportunities.

• Opportunities are factors that represent how a community might improve or prosper. Increasing the number of activities and seasonal growth, historic and ecological tourism, and greater appeal to next generation tourism (e.g., Millennials, etc.) were noted.

• Threats are external factors that that may be beyond a communities control. Failing or inadequate infrastructure and its potential impact to Lake George water quality, competing tourism locations, loss of community character, and an unwillingness to accept change were identified.

Public Outreach

Community Charrette


10 | P a g e

In an effort maximize public input, the Advisory Committee choose to conduct a planning charrette, which is an intensive planning session that is held during a compressed work schedule. Collaborative and participatory in nature, planning charrettes are hands-on and solution-oriented events that engage citizens, business owners, technical professionals, advocates, and planners over the course of several days. This allows for immediate feedback as plan recommendations are identified, vetted, and refined. The Advisory Committee decided to host the event in September 2014, while tourist and seasonal business owners and residents were still present.

The Lake George Comprehensive Plan Community Charrette was held September 17-20 at the Fort William Henry Hotel & Conference Center. With four days of public workshops, focus group meetings, open houses, planning sessions, and social media input, the Lake George Community Charrette was a success. Starting with an Opening Session public workshop on Wednesday evening and ending Saturday afternoon with a Closing Session public workshop (which included a series of preliminary recommendations), the Advisory Committee was able to directly engage many of the Town’s residents, business owners, and interested parties. The Charrette process included the following:

• Wednesday Night Open Session: The Opening Session including a brief presentation about the Town of Lake George’s social, economic, and cultural characteristic. Following the presentation participants took part in breakout sessions where they shared their thoughts and ideas.

• Thursday Focus Group Meetings, Open House, and Planning Sessions: On Thursday the Advisory Committee hosted a series of focus group meetings that were centered on economic development, infrastructure, environmental resources, community character, and next generation thinking. Following the focus group meetings, the Advisory Committee hosted a daylong open house and took part in helping to process public input and identifying preliminary recommendations.


11 | P a g e

• Friday Open House and Planning Sessions: On Friday the Advisory Committee hosted another daylong open house. Throughout the day the planning team and Advisory Committee continued to receive public input and prepare preliminary recommendations. By the end of the day the planning team presented a series for draft recommendations for the Advisory Committee’s initial review and comment.

• Saturday Closing Session: Based on all of the input received during the multiday charrette, the planning team prepared a Closing Session presentation, which was presented during a public workshop at Town Hall. Following the presentation, participants provided additional input for the Advisory Committee consideration as it begins to prepare the Town’s draft Comprehensive Plan

Project Website & Social Media Outreach

In support of these public outreach efforts, the Advisory Committee maintained a project website (http://lakegeorgelwrp.wordpress.com/) that was used to distribute information and solicit input throughout the planning process. The website included regular updates, public notices, and a community mapper tool. Previous planning initiatives, Community Charrette material, presentations, and draft planning documents were also posted to the website. The website was regularly monitored for activity and public comment.

In addition to the project website, the Advisory Committee utilized social media to conduct public outreach and obtain community feedback. Particularly during the Community Charrette, the Advisory Committee shared ideas and comments via Twitter and Instagram us @LakeGeorgePlan and #lg2014plan. In turn, individuals shared this information with their respective online community and provided direct input.

Public Workshops & Hearings

<To be completed following next planning stages>


12 | P a g e

EXISTING CONDITIONS

This section summarized key element of the inventory analysis findings. The complete inventory and analysis of the Town’s characteristics is included in Appendix D.

Population Characteristics

According to the most recent U.S. Census Bureau figures, the Town of Lake George’s population decreased 1.76 percent from 3,578 (2000) to 3,515 (2010). However, most recently according to the U.S. Census Bureau’s American Community Survey (ACS), the Town had experienced an estimated population gain of 0.68% (24 persons) by 2012. By comparison, the region as whole experienced moderate population gains over the same time period. The Glens Falls Metropolitan Statistical Area (MSA), which consists of Warren and Washington Counties, the Town of Moreau, and the Village of South Glens Falls, grew by 3.7 percent from 2000-2010 and Saratoga County grew by 9.46 percent. While the region grew overall, growth was not experienced uniformly with modest variances in neighboring communities. For example, the Warrensburg lost 161 persons, Hague lost 155 persons, and Bolton increased by 209 persons. Nevertheless, such variations in population characteristics are common throughout rural America. This is often attributed to the loss of families and children due to limited job opportunities coupled with an aging population. With respect to Lake George, some of this may also be attributed to the lack of affordable housing options (see Housing Characteristics below). It is important to note that according to Cornell University’s Program on Applied Demographics, Warren County is projected to experience moderate population gains until 2020 (approximately 0.75 percent). The County is then projected to experience a moderate decline in population through 2040 (approximately -4.65 percent).


13 | P a g e

The Town of Lake George’s median age has increased over the last decade from 42.4 to 46.7 years of age. This statistic is consistent with the aging of the baby-boomer generation who make-up the largest population cohort in the Town. Since many of the baby boomer generation have reached retirement age or are likely to retire within the next several years. This generation will create an increasing need for services and assistance such as medical and health care, and transportation assistance. Simultaneously, the portion of the population under the age of 18 has decreased as well. This will affect the Lake George Central School Distract (CSD) and the availability of local labor (particularly during the summer months).

Employment & Income Characteristics

According to the U.S. Census Bureau’s 2012 ACS estimates, there are a total of 2,947 individuals over the age of 16 in the Town. Approximately 58 percent of these individuals (1,721) were employed in the civilian workforce, 13 were in the armed forces, and 146 were unemployed. Given the seasonal nature of Lake George, business

0

10

20

30

40

50

60

1990 2000 2010 2012 (ACS)

Med

ian

Age

OR

% o

f Pop

ulat

ion

Median Age & Population Characteristics 1990-2010

Median Age

PopulationUnder 18 (%)

Population65+ (%)


14 | P a g e

employment fluctuates significantly from the summer months versus the remainder of the year. According to NYS Department of Labor figures, hiring increase(s) take place starting in June and lasting through September into October. 2013 employment approached 6,000 jobs at the peak when compared to off-peak months (please note that this figure includes nonresident employment).

With respect to the Town’s civil workforce, individuals predominantly worked in the arts, entertainment, recreation, accommodation and food services industries (26.5 percent); educational services, health care, and social assistance industries (26.4 percent). Retail trade was the next most common industry (10.5 percent), followed by public administration (8.5 percent), and “other services except public administration” (6.4 percent). The balance included finance and insurance, real estate, and rental and leasing industries (5.8 percent); manufacturing (5.3 percent); and a small percentage of construction, professional, scientific, management services, transportation and warehousing, and utility industries.

Incomes for these industries vary. According to NYS Department of Labor Quarterly Census of Employment and Wage figures, the average wages (within the Capital Region) for the Town’s top industries (in 2013) ranged from approximately $17,350 (accommodation and food services) to $44,830 (educational services). While wage figures provide some window into individual purchase power and wealth, median household income provides a more accurate portrayal of economic well-being because it depicts the cumulative resources of a housing unit. According to the 2012 U.S. Census Bureau’s ACS estimates, the median household income in the


15 | P a g e

Town of Lake George for the 1,651 households is $58,813. By comparison, the median household income for Warren County is $54,909. While the Town’s median household income is slightly higher than the Warren County’s, it is important to take into consideration the relative cost of living, particularly when it comes to housing (see Housing Characteristics below) and transportation.

With respect to transportation, Lake George residents own an average of two (2) vehicles. While a quarter of Town residents (23.1 percent) traveled less than 10 minutes to work, approximately 27 percent traveled 10 to 19 minutes, and approximately 50 percent of residents traveling more than 20 minutes to work. Of these workers, the vast majority traveled by car, truck, or van (88.3 percent); with 75.5 percent driving alone. Almost 13 percent of residents carpooled and 5.9 percent walked. A total of 4.1 percent worked from home. Given the somewhat auto dependent nature of the community, according to Center for Urban Sustainability’s (CNT) Housing + Transportation Affordability Index, Lake George residents have an annual transportation cost that exceeds $15,000, which represents approximately 25 of the median household income.

Housing Characteristics

Housing in the Town of Lake George consists of many different types, prices, and types of owners; ranging from renter, seasonal, to owner occupied. Of the Town’s 2,745 housing units, 1,555 (approximately 42 percent) were occupied and 1,190 (approximately 43 percent) were vacant; with 1,004 of the vacant

0

500

1,000

1,500

2,000

2,500

3,000

2000 2010

Select Housing Characteristics -2000 - 2010

Total # of Seasonal, Recreational, Occasional Housing Units

Total # of Owner Occupied Units

Total # of Housing Units


16 | P a g e

units (approximately 37 percent) classified as seasonal, recreational, or occasional use. Owner occupied units accounted for 1,050 units and 505 were classified as renter occupied. Since 2000, approximately 290 new housing units have been constructed within the Town.

According to the U.S. Census Bureau’s 2012 ACS estimates, the median housing value in the Town is $246,300, which is up significantly from $120,100 in 2000. Compared to the average for Warren County at $189,700, the cost of homeownership in the Town of Lake George (not withstanding seasonal/vacation properties) is significantly higher than in the County as a whole. Furthermore, while direct comparison to U.S. Census data is difficult to make, a review of the Warren County Multiple Listing Service (MLS) online listings for the Town of Lake George (including seasonal/vacation properties) shows that the median residential unit sales asking price is $322,250, with a range of $129,000 to $10.5 million.1

While households making 20 percent less than the Town’s median household income ($47,050) can afford the lowest MLS asking prices (based on the U.S. Housing and Urban Development’s [HUD] affordability index), it is likely that many households (including young professionals and families) are priced out of the Town’s housing market. This is due to the fact that a household would have to make approximately 120 percent of the median household income in order to afford the Town’s current median housing value, and 150 percent of the median household income to afford the median MLS asking price. For median income earners, the Town’s median gross rent of $893 is considered affordable according to HUD’s affordability index. However, throughout the planning process, it was noted that the condition, age, or style of much of the Town’s rental housing may not align with the needs or interest of most median income earners, particularly young professionals and families.

1 Review conducted June 2014


17 | P a g e

While affordable or diverse housing options are problematic within the community, addressing these issues can be viewed as an opportunity for the Town. For example, an increased preference for high-density, mixed use, and walkable housing among the baby boomer and the millennial generations (as well as a growing number of tourists) could be leveraged by encouraging such growth where there is existing municipal infrastructure (e.g., multimodal access, sewer, water, etc.); particularly along the NYS Route 9 gateway from the Exit 21/NYS Route 9N intersection to the Town and Village municipal boundary.

Economic Characteristics

Similar to residential employment, of the nearly 890 jobs that are within the Town of Lake George, the majority are in accommodation and food service industries (33.2 percent) and retail trade (19.9 percent), followed by education services (9.3 percent), health care and social assistance (8.4 percent), “other services” (7.7 percent), and public administration (7.2 percent).2 This composition of jobs reflects the Town’s defining economic characteristic – tourism. As the gateway to the Lake George Region, the majority of the Town’s

2 U.S. Census Bureau (http://onthemap.ces.census.gov/)

$521,000 $610,000

$1,884,533

$3,791,180

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

1st Q (Dec-Feb)**

2nd Q (Mar-May)

3rd Q (June-Aug)

4th Q (Sept-Nov)

Occupancy Tax Revenue Totals


18 | P a g e

businesses are directly or indirectly supported by the tourism industry. This includes restaurants, hotel accommodations, retail shops, and recreation and entertainment establishments.

Detailed tourism information at the local level is not readily available; however, because the Town’s tourism industry plays such a significant role in the County, examination of County data is illustrative of the Town’s impact. For example, in 2012 and 2013 (the most recent years with complete tax data available) Warren County

occupancy tax (“bed tax”) revenues totaled over $3.5M and $3.7M respectively, while sales tax for all levels of government in Warren County totaled over $50M and $51M respectively. Based on a review of tax data by month (and rolled-up to quarterly totals) provide by the Warren County Tourism Department, it is easy to see that the fall/early winter months (4th Quarter) are by far the busiest months in Warren County for overnight visitors followed by the summer months (3rd Quarter), with the winter and early spring being slower times.

The sales tax figures (accounting for county, town, village, and city sales tax), provide a different picture. The highest sales tax receipts were in the summer months (3rd Quarter)

$21,530,000

$23,770,000

$31,990,000

$24,450,000

$20,000,000

$22,000,000

$24,000,000

$26,000,000

$28,000,000

$30,000,000

$32,000,000

1st Q (Dec-Feb)**

2nd Q (Mar-May)

3rd Q (June-Aug)

4th Q (Sept-Nov)

Sales Tax Revenue Totals


19 | P a g e

followed by the fall/early winter months. This departure from the highest quarter of occupancy tax collections is attributable to many factors including seasonal spending on large ticket items like cars, but also likely attributable to the presence of seasonal homeowners who spend money on items and services collecting sales tax, but who do not utilize transient accommodations. Another likely factor is day-trips made by visitors and tourists who spend money in the county on goods and services (for which sales tax is collected), but do not stay in the County overnight.

A closer look at average spending per person by trip type also highlights seasonal variations. According to the Warren County Tourism Department, the average per person overnight trip spending is approximately $114 during the summer months, whereas per person overnight trip spending during the winter months is approximately $122. Conversely, the average per person day trip spending during the summer and winter is nearly $78 and $74, respectively. While the Town’s tourism industry is primarily focused on summer visitations, it is clear from Warren County Tourism Department data that there is tremendous potential during the fall and winter months, particularly when it comes to overnight accommodations.

The Warren County Tourism Department data suggests, and industry professionals acknowledge there is a

OH 1%

Ontario 2%

Other 3%

Quebec 3%

VT 3%

PA 5%

CT 7%

MA 8%

NJ 18%

NY 50%

Origin of Visitors who Utilized Lodging 1995-2012 Average


20 | P a g e

declining interest in the traditional week-long vacations at hotels and motels. Simultaneously there is an increased preference towards “staycations” and day trips. Within the Lake George Region this trend has had a financial impact on the many smaller-scale overnight accommodations, resulting in deferred maintenance, contracting with county services, and/or closure in some instance. It has also resulted in increased number of day trips from throughout the Capital Region in particular. Nevertheless, the region as a whole still draws a significant number of its overnight visitors are a year from the greater northeast and beyond. According to Warren County Tourism Department approximately 50 percent of overnight visitors from 1995 to 2012 were from New York. New Jersey (18 percent), Massachusetts (8 percent), and Connecticut (7 percent) were the next most common places of origin for overnight visitors. While the balance of overnight visitor’s originated from nearby states (e.g.

Pennsylvania and Vermont) and Canadian provinces (e.g., Ontario and Quebec), throughout the planning process it was noted that the numbers were surprisingly low.

These changes to traveler preferences and changing demographics have an impact on accommodations, services delivered, and marketing and branding that requires a reinvention of the local industry. According to Destination Marketing Association there are several trends that are shaping the tourism promotion business: 1) today’s tourist are increasingly seeing and responding to an ever growing range of choices in places to visit and experiences they buy; 2) as such, destinations have to work harder to be heard in a more complex marketplace, particularly when it comes to the internet; 3) this increases the need for “smart and friendly


21 | P a g e

websites” and the use of the latest technologies (including smartphones); 4) social networking and user generated web content is increasingly important as a competitive strength; and, 5) travelers are becoming more segmented in their interests, including what it is that they want to see and experience from a cultural and environmental perspective.3

These trends have several implications when it comes to the long-term success of the local tourism economy. Fortunately the area already has a competitive advantage when it comes to name recognition and the natural beauty and quality of Lake George and the Adirondack Mountains. Access (e.g., the Adirondack Northway, Albany International Airport, Amtrak, etc.) and an established tourism-oriented “infrastructure” (e.g., overnight accommodations, attractions, events, walkable waterfront and Village, etc.) may also provide a competitive advantage. These advantages should not be taken for granted and that areas with comparable assets experienced a decline nonetheless (e.g., Catskill Mountain resort communities), as they failed to address changes economies and preferences.

Although the Town and its businesses benefit from Warren County Tourism Department, the Lake George Regional Chamber of Commerce, and several private internet-based marketing and branding initiatives, their respective scopes, interests, technical capacity, working capital, and/or business models can at minimum result in brand confusion and at maximum undermine a more thoughtful and sustained marketing strategy that is both egalitarian and effective at the local and regional levels. Throughout the planning process it was noted that there is a need for a more coordinated, savvy, and lasting marketing initiative that acknowledges and address the abovementioned tourism trends and changing preferences.

3 2010 Warren County Tourism White Paper, ConsultEcon, Inc. Prepared for Warren County EDC


22 | P a g e

It was also noted that a more inclusive and strategic marketing initiative should be used to inform and support a more holistic and coordinated event strategy. A recent study conducted by Cornell University found that events were one of the main reasons New York State tourists travel to a given location.4 The Adirondack Nationals Car Show brings in an average of 35,000 visitors, Americade brings in an average of 65,000 visitors, the World’s Largest Garage Sale (in the Town of Warrensburg) brings in an estimated 100,000 visitors, and the Adirondack Balloon Festival (in the Town of Queensbury and City of Glens Falls) has an average of 150,000 visitors. These events alone account for a significant influx of tourists/visitors, related spending at hotels, meals at restaurants, and other venues and attractions all of which provide not only for direct spending with businesses but also significant tax revenue(s.

Currently a portion of the Occupancy Tax dedicated to supporting events and is distributed through an application process that is conducted by the Warren County Board of Supervisors Occupancy Tax Coordination Committee. Additional Occupancy Tax monies are also distributed by local Town Boards. During the planning process it was noted that the application process was somewhat confusing and that application deadlines were unclear and/or poorly coordinated. It was also noted that, while the review and award process for applicants is based on a point system that analyzes the potential economic impact of event, there is a real or perceived issue that the selection process is haphazard at best or politicized at worst. Finally, some felt that Occupancy Tax funding went to events that did not necessary reflect the community character of the Town and the Region and that such events attributed to a caravel type and dated image for the community.

4 Cornell University School of Hotel Administration, Consumer Decision Making for Tourism in New York State


23 | P a g e

Quality of Life & Community Character

Recreational and Waterfront Resources

The Town of Lake George has a variety of recreational resources both within the Town and in the nearby area, many of which are located on the waterfront (see Figure 2X in Appendix BX). These resources include the Gage Brook Recreation Center and Park, Warren County Bikeway Trail System, Prospect Mountain Overlook Trails, Usher Park, Million Dollar Beach, and Diamond Point Beach. Campgrounds include Lake George Battleground Campground, Hearthstone Point State Campground, and Lake George Islands State Campground. The Town has an abundance of resources; however, improvements need to be made to promote connectivity and awareness of the depth of recreational and waterfront resources within the Town.

The Lake George area offers access to Gore Mountain, the Lake George Wild Forest, the Warren County snowmobile trail system, the Warren County Bikeway Trail System, and many scenic byways, trails, and hikes. Significant opportunities exist to promote further connectivity of bicycle trails between the Gage Brook Recreation Center and Park and the Berry Pond Preserve which is owned by the Lake George Land Conservancy. This 1,436 acre preserve can be accessed from the Village of Lake George’s Recreation Center on Transfer Road and includes a wetland and open water wildness area which has a beaver community and a small great blue heron rookery. Within the Berry Pond Preserve, moderate to challenging hiking trails offer views of both Lake George and the surrounding Adirondacks. Significant opportunity exists within the preserve to expand the network of mountain bike trails.

Cultural Resources

Lake George offers tremendous cultural and visual resources from military history to scenic mountain vistas of the Lake George watershed and Adirondack Park. Important cultural resources within the Town include: the Lake


24 | P a g e

George Battlefield Park, Bloody Pond, Old Warren County Courthouse, Wiawaka Holiday House, Royal C. Peabody Estate, and Submerged Heritage Preserves (shipwrecks on the bottom of Lake George) (see Figure 3 in Appendix B). Additional historical markers can be found throughout the Town and Village that further document and acknowledge the area’s history. However, there is no unified heritage tourism approach and additional promotion of historic sites and resources is greatly needed.

There are a number of other arts and entertainment related events and organizations within the Town and region. This includes the Lake George Arts Project, Lower Adirondack Regional Arts Council, Adirondack Theater Festival, The Hyde Collection, and Glens Falls Symphony Orchestra. Together, these organizations provide a vital role in the community by providing cultural enrichment. Throughout the year these organizations (as well as others) hosts numerous events within the Town.

Tourism

Warren County and the Lake George Region draws an average of 8 million visitors each year.5 Specific to events, the Adirondack Nationals Car Show brings in an average of 35,000 visitors, Americade brings in an average of 65,000 visitors, the World’s Largest Garage Sale (in the Town of Warrensburg) brings in an estimated 100,000 visitors, and the Adirondack Balloon Festival (in the Town of Queensbury and City of Glens Falls) has an average of 150,000 visitors. These events alone account for a significant influx of tourists/visitors, related spending at hotels, meals at restaurants, and other venues and attractions all of which provide not only for direct spending with businesses but also significant tax revenue(s). During 2012 and 2013 occupancy tax revenues totaled over $3.5M and $3.7M respectively while sales tax for all levels of government in Warren County totaled over $50M and $51M respectively.

5 Average number of total visitor events based on Warren County occupancy surveys from 1994-2012


25 | P a g e

Schools

The Lake George Central School District (LGCSD) includes the Lake George Elementary School located on NYS Route 9L in the Town and the Lake George Jr.-Sr. High School on NYS Route 9 in the Village. According to the NYS Education Department Report Card for the LGCSD the Elementary School had 452 enrolled students, and the Jr.-Sr. High School had 476 enrolled students. LGCSD is often regarded as one the topped ranked school district within the region. According to Albany Business Review’s recent 2015 rankings, Lake George is considered one of the top 10 school districts in the Capital Region.

Emergency Services

Emergency services within the Town of Lake George are provided by the Warren County Sheriff, NYS Police, Lake George Volunteer Fire Department (LGVFD), and the Lake George Emergency Squad (LGES). Police protection is provided by two organizations that have paid staff and have multiple funding mechanisms.

The LGVFD covers most of the Town and Village of Lake George except for a small portion of the Town located near Exit 23. This area falls into the Caldwell Fire District which is serviced by the Town of Warrensburg. The LGVFD has nearly 50 members and operates four pumper trucks, two rescue trucks, a dive boat, marine rescue craft and a utility vehicle. The LGVFD, like many institutions, struggles with volunteerism and having enough members to safely staff response to emergency calls.

The LGES is located on Gage Road within the Town. Emergency medical services at one point were provided by the LGVFD under a volunteer basis, however the need for trained EMS responders warranted the formation of an emergency squad. THE LGES is partly funded through municipal contracts as well as insurance billings.


26 | P a g e

Natural & Environmental Resources

Known for its scenic beauty, Lake George, with crystal-clear waters and depths of up to 200 feet in some locations, is fed by natural springs and small waterways. Located in the Lake Champlain Watershed, Lake George at 28,523 acres is the second largest waterbody behind Lake Champlain (278,480 acres).6 The lake itself is 32 miles long and contains approximately 200 islands.

The Town of Lake George lands accounts for approximately 12 percent (14,258 acres) of Lake George’s watershed land area (not including surface water area). Nearly 45 percent (7,934 acres) of the Town is categorized as wild, forested, conservation lands & public parks. Based on USGS Land Cover, approximately 14 percent of the Town’s Land area within the Lake George watershed (not including surface water area) has some land use activity including roadways, maintained/impacted opens spaces (lawns, golf courses, etc.), and development.

Wetlands help enhance water quality and provide important ecosystems for a variety of habitats including fish, wildlife, and vegetation. Wetlands are regulated by the Army Corps of Engineers, the NYS Department of Environmental Conservation (NYS DEC), and the Adirondack Park Agency (APA), as well as by local municipalities within New York State. A Geographic System (GIS) Analysis indicates where APA wetlands are present within the Town of Lake George (see Figure 4 in Appendix B). There are approximately 523 acres of (APA classified) wetlands (NYS wetlands within the Adirondack Park are regulated by the Adirondack Park Agency.)

Three (3) of the eight (8) major streams that flow into Lake George are located within the Town of Lake George (English Brook, West Brook, and the Dunhams Bay tributary). There are 17 miles of streams within the Town that

6 NYSDEC, available at: http://www.dec.ny.gov/lands/48369.html - accessed June 2014.


27 | P a g e

are designated Class AA-Special which are used for fresh surface water drinking supply. These include: Big Hollow Branch, West Brook, English Brook, and Smith Brook.

One of Lake George’s defining characteristics areis its mountainous uplands. Within the Town of Lake George, Prospect Mountain, along with its adjoining ridgeline and nearby peaks, serves as a dramatic backdrop to the community. Much of this terrain is defined by steep slopes and forested landscapes. Based on GIS analysis, 21 percent of the Town’s topography is 0-15 percent slopes, which is often considered suitable for development (please note that slopes beyond 10 percent may present moderate development limitations). Approximately 27 percent of the Town has slopes that 15-25 percent. The balance of the Town (31 percent) has slopes that are 25 percent or greater. However, it is important to note that significant percent of the Town’s steeps slopes are either part of the Adirondack Park preserved or owned by Lake George Land Conservancy.

Lake George is designated by New York State as Class AA-Special, which is considered drinking water quality. However, it is also listed as an impaired water body resulting from silt/sediment due to urban/stormwater runoff, streambank erosion, and road deicing practices as well as invasive species.7 Additional areas of concern include threats from failing on-site septic systems and development on the lakeshore, especially in the southern end of the lake. Research has also shown that runoff from lawn fertilizers may be a contributing issue to algae blooms, the worst of which occur in the southern basin.8 Additional information regarding threats to Lake George water quality may be found in Rensselaer Polytechnic Institute’s (RPI) Darrin Fresh Water Institute (DFWI) recently published The State of the Lake: Thirty Years of Water Quality Mentoring on Lake George, New York, 1980-2009.

7 NYSDEC, “Waterbody Inventory for Lake Champlain South-Lake George Watershed” available at http://www.dec.ny.gov/docs/ water_pdf/pwlchmplkso.pdf - Accessed June 2014 8 NYSDEC, “Waterbody Inventory for Lake Champlain South-Lake George Watershed” available at http://www.dec.ny.gov/docs/ water_pdf/ pwlchmplkso.pdf - Accessed June 2014

https://dl.dropboxusercontent.com/u/1788505/TheStateOfTheLake-web-8-14-2014.pdf


28 | P a g e

Land Use & Zoning

Land Use

Based on data from Warren County Real Property Tax Service from 2014, the Town of Lake George contains eight out of the nine categories of land uses. The majority of the land within the Town falls in the Wild, Forested, Conservation Lands & Public Parks category (45 percent of land area) which includes Prospect Mountain, Lake George Battleground Campground, Lake George Battlefield Park, and the Lake George Beach State Park. The second highest category of land use within the Town is vacant land (21 percent of land area), followed by residential land uses (21 percent of land area).

Adirondack Park Agency Land Use Classifications

The APA administers the Adirondack Park Agency Act which includes the Adirondack Park Land Use and Development Plan (APLUDP) and accompanying regulations. Under the APLUDP the Adirondack Park Agency

Residential 21%

Vacant 21%

Commercial 5%

Recreation & Entertainment

6%

Community Services

1% Industrial

1% Public

Services 1%

Wild, Forested,

Conservation Lands &

Public Parks 44%

Town Land Use by Acreage


29 | P a g e

designates land classifications within the Adirondack Park according to the following 15 categories: Hamlet, Moderate Intensity, Low Intensity, Rural Use, Resource Management, Industrial use, Wilderness, Canoe Area, Primitive, Wild Forest, Intensive Use, Historic, State Administrative, Pending Classification, and Water. Six of the categories are for private lands (hamlet, moderate intensity use, low intensity use, rural use, resource management, and industrial use). The APA also established overall intensity guidelines that define average principal buildings per square mile and the average lot size in acres. The land classifications are illustrated on Figure 5 in Appendix B.

Local Zoning

The Town of Lake George has 21 distinct zoning districts that are organized under Land Conservation, Residential Commercial, Residential, Residential Rural, Residential Special, and Tourist Commercial (see Table 1 on the next page). A more detailed synopsis of each zoning district is provided in the Community Profile which is attached as Appendix A. A figure illustrating the boundaries of the zoning districts is also provided in Appendix B as Figure 6.

The Town has an APA Approved Land Use Plan. As such, the Town has jurisdiction over a majority of local land use decisions. However, the APA has jurisdiction to review and approve all “Class A” regional projects, which varies based on the size, location, and use of the proposed projects.

There is a need to simplify the Town’s Zoning Code not only from the perspective of the number of districts within the Town, but also in the administration of the code, in the definitions used for interpretation, and in the process to calculate residential land density. Increased flexibility within the Zoning Code needs to be addressed while balancing the importance of environmental resources.


30 | P a g e

Table 1 - Lake George Zoning Districts ZONE NAME ZONE ACRES

Land Conservation - 8.5 LC-8.5 51.4 Land Conservation - 25 LC-25 1,518.5 Land Conservation - 50 LC-50 1,836.2 Residential Commercial High Density RCH 590.2 Residential Commercial High Density - Lakeshore RCH-LS 961.7 Residential Commercial Medium Density - 1 RCM-1 221.8 Residential Commercial Medium Density - S2A RCM-S2A 293.3 Residential Commercial Medium Density - S2B RCM-S2B 865.2 Residential High Density RH 387.9 Residential Medium - 1 RM-1 282.8 Residential Medium - 2 RM-2 763.1 Residential Rural Density - 10 RR-10 2,673.8 Residential Rural Density - 5 RR-5 1,889.4 Residential Rural Density - 7 RR-7 724.9 Residential Rural Density - 8.5 RR-8.5 1,935.4 Residential Special - 1 RS-1 113.8 Residential Special High Density RSH 40.1 State Land STATE LAND 3,005.8 Tourist Commercial - A TC-A 512.4 Tourist Commercial - B TC-B 2.5


31 | P a g e

Lake George Park Commission9

The Lake George Park and Lake George Park Commission were established by Article 43 of the Environmental Conservation Law. The purpose of the Commission is to preserve, protect, and enhance the unique natural, scenic and recreational resources of the Lake George Park. The Commission has specific regulatory and enforcement powers relating to activities on the lake, along the shoreline and within the land drainage basin. More specifically, the Commission administers the Lake George Park Regulations governing wharfs, docks and moorings, marinas, navigation, and recreational activities. The Park Commission has developed stormwater management regulations and wastewater regulations. The Town of Lake George administers many of these stormwater regulations.

9 From the 2002 Comprehensive Plan


32 | P a g e

Transportation

Lake George is bisected north-south by NYS Route 9/9N, a major north-south route connecting Lake George with the City of Glens Falls and the Town of Queensbury to the south, the Towns of Bolton and Ticonderoga to the north, and the Town of Warrensburg to the west. Located along the western portion of the Town, Interstate 87 (the Adirondack Northway) runs between Albany, NY (at the junction with the NYS Thruway - I-90/I-87), Plattsburgh, NY (Route 11) and Montreal, Canada. The interstate carries an Annual Average Daily Traffic (AADT) count of nearly 30,000 vehicles south of the Town, drops to 23,500 near the Town, and drops further to just over 19,000 further north, indicating a significant number of vehicles are exiting the interstate in the Lake George area.

The intersection of NYS Route 9 and NYS Route 9L is located in the southern portion of the Town. NYS Route 9L is a major east-west route running along the southern and eastern sides of Lake George. The Town undertook the Lake George Route 9 Gateway Plan to improve accessibility and mobility along a segment of NYS Route 9. Developed in 2010, this plan details design improvements intended to improve the corridor to accommodate all users and provides a detailed concept plan for improving the corridor from NYS Route 9N to near Exit 21 of the Adirondack Northway (I-87). The project has received over $2.5 million from NYS Department of Transportation’s (NYSDOT) Strategic Transportation Enhancement Program and NYS Environmental Facilities Corporation’s (EFC) Green Innovation Grants Program (GIGP). Construction on this project is anticipated to begin in 2015.

The Greater Glens Falls Transit (GGFT) provides service to parts of Warren, Washington and Saratoga County. There are three routes to/in/around the Lake George area including the North Trolley which runs north-south between Beach Road, along NYS Route 9, to Bolton Landing; South Trolley which runs north-south from Beach Road, along NYS Route 9, to Glens Falls; and Route 19 which runs a north-south loop from Glens Falls, along NYS Route 9, to Beach Road.


33 | P a g e

Trolley routes are seasonal running from the last Saturday in June through Labor Day to provide direct access to/in/around the commercial and tourist areas of the southern and western shores of Lake George.

In 2013 the Town of Lake George participated in the Trails Master Plan for the West Side of Lake George. The project provides a graphic inventory of the public trails and illustrates potential opportunities to create trail loops and close trail gaps throughout the study area. This plan recognized the increased popularity of hiking and biking throughout the region.

The multi-use asphalt Warren County Bikeway connects the southern portion of the Town with the Town of Queensbury and City of Glens Falls. From Glens Falls, the Saratoga County Heritage Trail, Feeder Canal Park Heritage Trail, New York State Bike Route 9, Old Champlain Canal Towpath and several other smaller trail/path segments can be accessed via direct connections or on-street connections. These other trails and connections link to South Glens Falls, Hudson Falls, Fort Edward, and further destinations both north and south of the City of Glens Falls. Significant opportunities exist to promote further connectivity of bicycle trails between the Gage Brook Recreation Center and Park and the Berry Pond tract.

The Warren County Safe & Quality Bicycling Organization works with state, county and local governments, bicycle groups, and citizens to advocate for improved and increased bicycling opportunities in the region. Due to the increase in bicyclists and pedestrians in the area, the Town has passed a Complete Streets policy which promotes the use of multi-modal transportation options through context sensitive roadway improvements. Such improvements would promote automobile and pedestrian use and safety within the Town.


34 | P a g e

Infrastructure

Water Services

The water source for residents of the Town of Lake George includes rivers, lakes, streams, ponds, reservoirs, springs, and wells. An intake from Lake George pumps water from the lake to the filter plant where it is treated. The public water supply is estimated to provide public water for approximately 1,800 people in the Village and Town of Lake George through 1,400 service connections (see Figure 7 in Appendix B). Average daily demand is 700,000 gallons with a single highest day of 1,600,000 gallons. Total production in 2012 reached 256.8 million gallons of water.

The Town of Lake George also operates the Diamond Point Water District. This district provides potable water to approximately 72 users along Diamond Point Road, Journey’s End Road, portions of NYS Route 9N, and Lake Road. Water supply to the district is groundwater obtained from two wells and finished water is stored in a 50,000-gallon storage tank. The water supply system was replaced in 2000, but the distribution system is original and dates back to 1950. Given the age of the water system there is an indication that it contains leaking mains, unmetered services, and sections of shallow bury depth. The Town is evaluating the replacement of the water supply distribution main located downstream of the Pressure Relief Valve (PRV) vault. A recommendation has been made to replace the entire infrastructure downstream of the PRV. As part of the upgrades, water meters are proposed for each connection. The Project is anticipated to have an estimated cost of less than $1 million.

Wastewater Services

Most properties within the Town of Lake George have private or community septic systems. The Town of Lake George also operates the Caldwell Sewer District that covers an area of approximately 913 acres (see Figure 8 in Appendix B).


35 | P a g e

The Caldwell Sewer District borders Lake George on the north and it is generally south and east of the Village of Lake George. Wastewater from the district is conveyed to and treated at the Village of Lake George Wastewater Treatment Plant (WWTP) which is located in the Town of Lake George. Wastewater is pumped to the WWTP via a 14” force main from the Upper Caldwell Pump Station. Wastewater collected in the Village is pumped to the WWTP via a 16” force main from the Shepard’s Park Pump Station. The 16” force main from the Village combines with the 14” force main from the Town prior to entering the equalization tank at the WWTP.

The Village WWTP operates under a State Pollution Discharge Elimination System (SPDES) permit. The SDPES permit discharge flow limit is 1.75-million gallons per day (MGD). The highest average flow of 1.143-MGD was observed in August 2011. A direct comparison to the SPDES permit limit concludes the Village has approximately 0.52-MG of additional capacity before capital improvements are needed. Total annual flow to the wastewater treatment plant from the Town and Village is estimated to total 252.5 MGD.

Through various studies and investigations over the past few years, the Town of Lake George recognizes that portions of the sanitary sewer collection system in the Caldwell Sewer District are in disrepair and leak, allowing “clean” water to enter the system, termed infiltration and inflow (I/I). The I/I in the sanitary sewer system causes significant lost efficiencies including cost and treatment capacity. The Town of Lake George is currently undergoing a project to map the Caldwell Sewer District infrastructure to further investigate these issues.


36 | P a g e

MISSION STATEMENT

Based on the above analysis and continued public input, the Comprehensive Plan Committee adopted the following mission statement. The mission statement guided their decision making process when developing the following recommendations:

The Comprehensive Plan Committee’s mission is to update the 2002 Town of Lake George Comprehensive Plan while representing the residents’ consensus within the parameters of the Town’s existing codes and ordinances and other governing bodies (i.e., the Adirondack Park Association, NYS Department of Environmental Conservation, etc.), while insuring that there are no self-serving interests and gains included either for individual for political interest while persevering the health, safety welfare of the community and in compliance with NYS Town Law 272(a).


37 | P a g e

COMPREHENSIVE PLAN RECOMMENDATIONS

The following recommendations are based on the public input that was obtained during the Comprehensive Plan planning process. Recommendations have been organized by topic area that were identified during the Strength, Weakness, Opportunities, and Threats (SWOT) analysis and used during the Charrette.

In order to implement the following recommendations, it is recommended the Lake George Comprehensive Plan Committee be reestablished as the Comprehensive Plan Implementation Committee and be tasked with helping the Town oversee and/or coordinate key initiatives. Given the breadth and depth of the recommendations, delegation of certain elements is required. As such, the Implementation Strategy (see page XX) identifies additional leadership and partnership opportunities.

ECONOMIC & TOURISM DEVELOPMENT INITIATIVES

Any discussion about the Town regarding economic development is invariably linked to tourism. During the community charrette, when discussing impediments to economic development, stakeholders spoke about a real or perceived ‘negative’ business climate and a culture resistant to change. Participants also noted that the goods and services offered in the community are limited to shirts, trinkets, bars, and restaurants. While it is recognized that this fulfills an important consumer demand, there is a desire to shift to a more balanced marketplace that serves all residents.

The built environment and quality of shops and restaurants are improving, but most establishments operate on a seasonal basis (or limited hours), and do not always fulfill local needs or create opportunity that interests millennials, a segment of the population that is important to sustaining the economy and community in the long-term.


38 | P a g e

Business owners communicated that due to the seasonal nature of tourism visitation, year-round operation of many establishments cannot be sustained by local residents. Additionally, many residents indicated they avoid NYS Route 9 businesses and the Village because of congestion and a market place that is ‘carnivalesque,’ particularly during the summer months. In order to diversify the local economy, the Town of Lake George should encourage the future development of all types of year-round “in-home” Businesses, such as startup tech companies, local service businesses (specialty home repair), consulting, or professional startups (for example, court reporting, etc.), as a method for the Town to obtain more year round residents, and customers, with the understanding that such in-home businesses would not be permitted to infringe on their neighbor’s rights or create public nuisances.

Interrelated to this is the concern that Lake George is vulnerable to a changing economy, including a middle-class that has less discretionary spending, as well as changing consumer interests with respect to overnight lodging, dining, recreation, and entertainment preferences. Without adapting to these changes some worry that Lake George’s best days could be behind it and that it might eventually suffer similar economic stagnation and irrelevance as New York’s Catskill Mountain region.

In order to support the Town’s existing economy, provide desired goods and services to current residents, and facilitate changes that are conducive to a more diverse and sustainable economy, the following economic development initiatives are recommended. While these recommendations are listed separately, it is important to note that they linked with one another. That is to say, the success of one initiative is connected to the implementation of another.

Support Existing Local & Regional Marketing & Branding Initiatives


39 | P a g e

Lake George has excellent name recognition. There are several public and private entities that market the region using varying taglines, logos, and print and online material. This includes Warren County Tourism, Lake George Regional Chamber of Commerce, Lake George Visitor Center, and www.lakegeorge.com. The Town should continue to support these efforts in order to promote regional attractions, business, and year-round visitations.

Support the Development of a Business Startup Concierge

The business community spoke to the challenges of starting new business in the community, this included business that ranged from traditional bricks and mortar to home based and internet businesses. In order to foster an entrepreneurial environment, provide for new job opportunities, and encourage startup (particularly among millennials), the Town should support the creation of a business assistance ombudsman or concierge service to help startups with local, regional and s permitting requirements. This position may also serve as “one-stop-shop” for business grants, loans, and other financial assistance information.

This initiative might be housed under the EDC Warren County umbrella or within the Lake George Regional Chamber of Commerce (LGRCC) or Capital Region Economic Development Council (CREDC). The business concierge would assist startups navigating the permit requirements and help individuals identify and understand local and state incentives. It is important for the proposed business concierge to leverage the existing resources of the local chamber(s), Warren County EDC, Warren County Tourism Department, and entities such as Service Core of Retired Executives (SCORE) and the Small Business Development Center (SBDC). The business concierge could also provide the following services/assistance:

• Provide business counseling through the establishment of a local business development mentoring program. This could include assistance from retired professionals that volunteer to work with business owners and aspiring entrepreneurs.


40 | P a g e

• Coordinate locally hosted business training opportunities. In an effort to address needed capacity building and business skills training, the proposed business concierge could help identify and host local programs or seminars on a variety of topics includes businesses plan development, startup logistics, capitalization, financing, and improved business operations.

• Develop an information manual of local resources that can be used to inform help startups. • Capitalize on SUNY Adirondack’s newly developed Entrepreneurship and Business Management program.

Support Existing Event Programing and Coordination

Events that attract both small and large numbers of visitors are vital to the success of the Town of Lake George’s economy. Currently, events originate from different individuals and organizations and financial support may come from Occupancy Tax. When planning an event, the Lake George Regional Chamber of Commerce’s Convention and Visitors Bureau (CVB) is a tremendous resource. As such, the Town (and the region) l should help support the CVB’s existing efforts financially or programmatically (including orchestrating emergency services. The Town should also help the CVB to promote and support year-round Lake George area events.

Advocated for Change in the Warren Occupancy Tax Distribution Process

A number of business owners, tourism providers and event sponsors noted the process by which the County and Town distribute occupancy tax is not easily understood or accessed. Individuals also noted that the process can appear to be subject to favoritism rather than the overall goal of boosting tourism.

The Warren County Occupancy tax was instituted in 2004 after much study and debate. A point of reference for evaluating how the process may be retooled might be found in two reports prepared for the Lake George/Adirondack Convention and Visitors Bureau (LG/ACVB) and Warren County Economic Development Corporation (WCEDC):


41 | P a g e

• The “Examination of a Dedicated Long Term Funding Option for Tourism Promotion” prepared by Tourism Development Associates and the Pinnacle Advisory Group (January 2002); and

• “A Plan to Enhance Sales and Promotion of Tourism in Warren County: A Public Private Partnership” a working paper presented by LG/ACVB (March 2002)

The two documents were prepared by and for representatives of the tourism community and suggested:

• A Public-Private Partnership should be established to promote tourism. The partnership would leverage local professionals and practitioners on how best to promote the region’s resources and attract new visitors to the region.

• Several options for distributing and programming the occupancy tax. • Development of a Tourism Strategic Plan to identify a long term plan to grow the regions assets and

visitors.

The modification of the Occupancy Tax distribution would be an action of the County Board of Supervisors. The Town of Lake George has a vested interest in ensuring these funds are properly leveraged to its benefit. In order to improve Occupancy Tax distribution, the Lake George Town Board should establish a committee whose purpose is to distribute the Town’s portion of the Occupancy Tax funds, and that the Committee shall consist of resident persons, two-thirds of whom shall be selected by Lake George Area Chamber of Commerce, and one third of whom shall be selected by our Town Boards itself, which Committee shall decide how and to which Town businesses and projects the tax funds shall be distributed.

Expand Arts & Entertainment Experience

The Lake George region’s arts and entertainment legacy is robust. The recent success of the Hyde Collection’s Georgia O’Keeffe Lake George exhibit or the introduction of concerts and events at the Charles R. Wood Festival


42 | P a g e

Space is a testament to both the interest in the arts and entertainment and the economic development opportunities it presents. As an identified driver of tourism, arts and entertainment are a vital part of the Lake George economy. Organizations such the Lake George Arts Project and Lower Adirondack Regional Arts Council (LARAC), Adirondack Theater Festival, The Hyde Collection, and Glens Falls Symphony Orchestra are essential leaders in the Lake George region’s arts scene.

Shepard Park, Courthouse Gallery, and the Charles R. Wood Festival Space (all located within the Village) provide important entertainment venues; however, there are limited arts and entertainment facilities located within the Town. There are also few indoor or outdoor public art installations. In order to promote the arts and increase entertainment opportunities within the Town it is recommended that the Town include related events as part of the above Support Existing Event Programing and Coordination recommendation (this may include appropriate allocation of Occupancy Tax support for selected events). The Town’s public art program should not only promote the artistic history of Lake George (such as emphasizing Georgia O’Keeffe’s summer stays in Lake George), but also be a vehicle for new artists and performers, encouraging a vibrant art culture and interest among the “creative class.”

Advance & Promote Heritage Tourism

Heritage related tourism is also an essential part of the region’s economy. While such programs as Lakes to Locks Passage focuses on weaving together and promoting the greater Lake George and Lake Champlain history, there are limited resources dedicated for interpreting and promoting historical and cultural resources in the Town. Recommendations to promote additional heritage tourism include:

• Promotion of cultural resources online, in print, and through development of maps and signage to notify public about key historic and cultural resources;


43 | P a g e

• Wayfinding signage to notify the public about key historic and culture resources; • Signage and maps for tourist are needed on the Beach Road, in the vicinity of Battlefield Park, to assist

tourists in location significant historical sites (but there is no need for further kiosks or building to house such maps, signage or pamphlets, since the Town already has such housing at its own Tourist Information Center).

It is recommended that the Town work with the Town’s Historian, Lake George Historical Association, Lakes to Locks Passage, and New York State Museum.

Improve Access & User Experience along Waterfront & Lake George Battlefield Park

The epicenter of the Town of Lake George is the NYS Route 9 Gateway, the Lake George waterfront (along Beach Road), and the many recreational, outdoor, and historic resources located throughout the West Brook Conservation Park and Lake George Battlefield Park and Battleground Campground. Many residents and visitors enjoy the local business along NYS Route 9, picnicking in the Battlefield Park, swimming at Million Dollar Beach, or riding their bikes along the Warren County Bikeway. While this area is an essential part of the Town’s tourism and recreation infrastructure, the user experience is poorly defined, inaccessible, lacking in connectivity creating a confusing visitor experience. Multiple resources are owned or controlled by differing government entities (e.g., Town, Village, Warren County, NYS DEC, and NYS DOT) or by private parties, making it difficult to coordinate parking, landscape design features, trail access, event programing, and wayfinding. A coordinated approach is necessary to transform the area.

The Town, in partnership with New York State and Warren County, should seek to improve waterfront and recreation access in the area generally defined by Canada Street (NYS Route 9), West Brook Road, Beach Road, and East Shore Drive (NYS Route 9L). This includes Million Dollar Beach, Lake George Battlefield Park, Charles R


44 | P a g e

Wood Festival Space (located in the Village), and Westbrook Conservation Park. Proposed improvements should include the following design elements:

• Provide greater access to Million Dollar Beach by removing the surrounding fence and expanding the hours of operation during late spring, summer, and early fall months. Planning participants noted that the beach (one of the most important public waterfronts on Lake George) was closed in early morning and early evening hours, deterring both visitors and residents alike.

• Improved ‘dog beach’ access and maintenance. • Improved wayfinding signage to help guide people to locations and points of interest. Wayfinding signage

should be user-friendly, self-navigable, and not intrude on the visual integrity of the user’s experience. • Specific wayfinding signage at the corner of NYS Route 9 and West Brook Road (at the West Brook

Conservation Park) and at the terminus of the Warren County Bikeway. Directional and information signage should be located at roadway and trail intersections and at such locations as Fort George, Isaac Jogues and the Native Peoples monument. Finally, entrances and “gateways” to waterfront and Battlefield Park area (including parking areas) should be highlighted using signage, stonework, and landscaping.

• Uniform, pedestrian scale lighting that is aesthetically appealing, historically appropriate, and night sky compliant should be incorporated along select trails and roadways.

INFRASTRUCTURE & TRANSPORTATION

Improve & Expand Wastewater Services

The deteriorating condition of the existing public sewer infrastructure within the Caldwell Sewer district was emphasized during the planning process. Through various studies and investigations, issues with infiltration and inflow (I/I) were identified as a source of capacity loss at the existing Village WWTP. It was noted that efforts have


45 | P a g e

begun to slip line portions of the existing sewer pipe system and rehabilitate manhole structures, with notable reduction in I/I and restored available capacity at the WWTP. Recommended improvements include:

• Slip lining of remaining existing sewer pipe infrastructure; • Rehabilitation of remaining existing manhole structures; and, • Replacement of pipe and manhole structures where need is recognized.

The potential extension of the existing Caldwell Sewer District infrastructure to the north of the Village was also discussed. Recommended improvements include:

• An extension approximately 2,000LF to the north along State Route 9N to the vicinity of Halcyon Lodge in order to allow properties to connect to adequate municipal wastewater services.

Improve & Expand Water Services

It was recognized that the existing distribution system within the Diamond Point water district is experiencing leakage, has segments of shallow bury depth, and has services that are unmetered. Recommendations for improvement include:

• Replacement of the water supply distribution main downstream of the existing pressure reducing valve. • Full replacement of all water infrastructure downstream of the pressure reducing valve, to include water

meters at each system connection. • Replace Diamond Point water district infrastructure from the previously used reservoir to the terminus of

the district.

Given the limited public water supply infrastructure, there was discussion regarding inadequate access to a water source in the event of a fire emergency. Currently, the main source of water for firefighting is dry hydrants


46 | P a g e

located close to the Lake. In addition, there was concern regarding the steep slopes of existing roadways adjacent to the lake, making access of emergency vehicles difficult. As such, recommendations include:

• Perfect an inventory on existing dry hydrants and mark such locations for the benefit of Fire Department first responders.

• Identifying locations for new dry hydrant installation

Improve Transportation Infrastructure

The focus of available funding for roadways tends to be on maintenance and preservation of existing infrastructure. Many Town roads have issues with sight distance, steep slopes, emergency access (Fire and EMS), inadequate shoulders, and insufficient stormwater conveyance and treatment systems. As such, recommendations for improvement include:

• The Town Board make a reasonable effort, during road maintenance and improvement projects, to include road should and drainage improvements within the Town right-of-ways

• Place visible warning signs in known problem areas

Promote Improved Pedestrian & Bicycle Access

The Town is currently developing the NYS Route 9 Gateway into a pedestrian friendly corridor by providing sidewalks, crosswalks, bike lands, planted medians, street tree, pedestrian scale lighting, wayfinding signage, and the like. In addition to this important corridor, the Town should work with the NYS Department of Transportation (DOT), Adirondack/Glens Falls Transportation Council (AGFTC), Warren County, and the Warren County Safe Bicycling Coalition to enhance pedestrian and bicycling safety and experience throughout the community, as well as the local economy.


47 | P a g e

Implementation can vary greatly, ranging from improved signage, expanded roadways shoulders, dedicated bike lanes, and sidewalks. More specifically, many planning participants noted that the former Thurman Trolley Line along NYS Route 9 (north of Lake George Village) could be used to the extend the Warren County Bikeway, connecting the City of Glens Falls to the Town of Warrensburg. To achieve this extension the Town should work with the Village to develop a series of dedicate bike routes that connect the existing Warren County Bikeway terminus. Alternatively, the proposed bikeway could extend along NYS Route 9 road shoulder (via a dedicated bike route) towards Warrensburg.

Furthermore, the Town could advance near the waterfront and Lake George Battlefield Park. This may include bike lanes along East Shore Drive (from Route 9 to Ushers Park) as well as sidewalks extending from Lake George Elementary School, and completion of the sidewalk network along Beach Road (along the southern side) and West Brook Road to improve connectivity, mobility, and safety. This may also include improved pedestrian and bicyclical access along Fort George Road as well. While dedicated bike lanes are preferred, expanded road shoulders, shared roadways, roadways, and the use of sharrows are acceptable if there are site specific and/or regulatory constraints present.

Improved access to this area may also include an improved trail networks within the Battlefield Park that connects to the surrounding roadway network and nearby points of interests. This trail network should provide attractive and easy access to the Warren County Bikeway, connect to the West Brook Conservation Park, and link with Million Dollar Beach. Improvements to the Warren County Bikeway should include a more readily identifiable and attractive starting point. Finally, all bicycle traffic should be prohibited from entering the eastbound portion of the new Million Dollar Beach roadway network. Bicycle traffic should instead be diverted at all times by signs through either the new parking lot across from the Million Dollar Beach or to the sidewalk directly in front the main building, on the basis that the new road is not side enough to accommodate bicyclist during fire emergency calls, and could cause accietsaccidents or delays during such emergencies.


48 | P a g e

Other bicycle improvements that the Town should consider advancing include more bicycle racks on local GGFT busses and trolleys. The Town should also work to install bicycle racks where necessary. Eventually, these improvements should be clearly identified on Warren County’s bicycling and trail maps. Additional recreational mountain biking improvements are included in Recreational Resource Recommendation below.

NATURAL & ENVIRONMENTAL RESOURCES

Water quality in Lake George is the pre-eminent natural resource concern. Lake George is what directly or indirectly draws visitors to the region throughout the year, and it is what connects all the residents and communities that surround it. Consider the following to prevent water quality impacts:

Prohibit Hydraulic or Any Form of Horizontal Fracturing and Related Practices

The Town of Lake George recognizes there are both known and unknown environmental impacts associated with primary and secondary hydraulic, or any other form of horizontal fracking for natural gas. As such, the Town has enacted a three year moratorium on all fracking related activities. Much of the industry to date has focused on fracking in areas with Marcellus shale deposits. However, the potential could exist for future fracking opportunities within the Lake George region that would utilize Utica shale deposits. Some of the environmental impacts associated with the fracking industry include contamination of groundwater, depletion of fresh water, and surface pollution relative to the cuttings that are removed from the wells. Furthermore, associated with the fracking industry are several practices that that present potential impacts to the Town of Lake George and the Lake George region, including the well and surface water withdrawals, use of subsurface storage wells and aboveground tanks for fracking related materials (e.g., natural gas, fracking related chemicals, fracking byproducts and waste), and transportation of hazardous materials. Storage of fracking related materials may


49 | P a g e

utilize existing or vacant (closed or abandoned) utility provider parcels or former mining operations. In order to prevent franking related impacts on the Lake George, the following action items are recommended:

• Adopt a zoning ordinance that prohibits fracking and fracking related practices in the Town of Lake George because it “would endanger the health, safety and general welfare of the community through the deposit of toxins into the air, soil, water, environment, and in the bodies of residents” (Wallach v. Town of Dryden). The provision should also note that any environment impacts of franking to Lake George would be a detriment to the ecosystem and the economy;

• Prohibit horizontal fracking from neighboring counties or communities; • Prohibit well and surface water withdrawals related to fracking operations; • Prohibits surface and subsurface storage of franking related material; • Prohibit transportation of fracking related materials; and, • Develop an inventory of utility provider owned lands and mining operations that could be used for fracking

operations and prohibit the use of these facilities for fracking operations.

Continue Invasive Species Management

Invasive species are a well-documented concern whether terrestrial or aquatic. While the Town has implemented new aquatic based invasive species protocols, there is a need to identify additional measures to deal with these issues:

• Continue to support invasive species management and education in order to aid in fighting invasive species in Lake George.

• Identify opportunities to promote education awareness about invasive species,. • Provide continued support for the Lake George boat washing station program. • Advocate for state-wide passage of invasive species management and signage programs.


50 | P a g e

ADDRESS FOREST FIRE CONCERNS

Recent dry and/or warm weather patterns have resulted in local forest fires. The Town should work closely with the Village and NYS Department of Environmental Conservation to identify the potential impact of this hazard and ways it can be mitigated.

RECREATIONAL RESOURCES

Several of the above recommendations include interrelated recreation improvements. The follow are additional recreational improvements that the Town should consider.

As a region, snowmobiling represents a significant economic development and tourism opportunity. Throughout the snowmobiling season users can be seen along the roadways and throughout the trail network of the region. More support for this form of recreation and transportation would leverage this opportunity. Some of the following recommendations would improve these resourcesThis includes the following:

• Provide improved connection from existing Prospect Mountain trail network to Lake George along Fort George Road and/or NYS Route 9L and Warren County Bikeway; and,

• Support additional opportunities to connect with and expand the Warren County snowmobile trail.

The Village and Town recreational facilities along Transfer Road are a tremendous resource for the community. The recreation fields, little league facilities, sledding hill and existing bike paths provide opportunities for year-round and seasonal residents alike. Such amenities help enhance the Town’s quality of life and the ability to attract new residents. The following is recommended to enhance these resources (please see the Recreation Park & Berry Park Complex Figure on the next page for additional details):


51 | P a g e

• Provide ADA accessibility to Gauge Recreation’s baseball facilities by paving or amending parking area and provide stronger connections form existing ramp to bleachers;

• Work with NYS to allow bicyclist unlimited access to Prospect Mountain and install connection to Prospect Mountain Highway;

• Install attractive wayfinding signage through area to improve access and use of the facilities. This includes a new trailhead that enhances the entrance to the existing bike network.

• Work with Lake George Land Conservancy (LGLC), Warren County Safe & Quality Bicycling Organization, and NYSDEC to establish a network of mountain biking (single-track) trails along Berry Pond (consider naming Berry Park Mountain Biking in order to promote awareness and name recognition).

COMMUNITY CHARACTER & SERVICES

Improve Volunteer and Civic Engagement

Volunteerism has declined in the Town over the last several years impacting both civic organizations and community service positions including EMS and the Fire Department. Recommendations for increasing volunteer interest and civic engagement include:

• Declare that the Lake George EMS (ambulance corps) should primarily devote its time to just serving the Town of Lake George and/or consider supporting a county EMS service.

• Encourage participation in the junior fire department program to encourage interest in serving in the fire department in collaboration with the Warren County School Safety Officer.

• Encouraging Town employees to serve on the Volunteer Fire Department, and allowing such employee full wage credit for such volunteer time away from Town work.

Encourage Additional Communication and Collaboration


52 | P a g e

Participants at the Community Charrette noted additional communication between organizations and increased communication of special alerts announcements would be beneficial. Recommendations for additional communication include:

• Website alerts for emergencies and weather alerts; • Utilize social media to encourage additional communication between residents and community services; • Utilize reverse 911 system for all emegecyemergency alerts (e.g., severe weather, sewage spills, etc.); and, • Broaden use of internet and social media for communications between the Town and its residents to send

out messages, notices, emergency alerts in order to communicate dates and times of meeting, election times, etc., and to communicate Town policies.

Continue to Support the Planning & Zoning Department

Support the Planning and Zoning Department by hiring a zoning official, who is also trained in planning and can be will make zoning applications more user friendly for the applicant by explaining and supporting them in their efforts to get approvals.

Review Occupancy Status Provisions

Residents have noted a concern about the number of transient populations (including sex offender occupancy in motels) and prevalence of short-term rentals in single-family home locations. The Town Code has regulations governing number of sex offenders permitted to be housed in a motel or hotel per day. In addition, the Zoning Code permits single-family dwellings to be used as tourist accommodations for a short-term basis (less than 7 days).

In order to address this issue:


53 | P a g e

• Ensure that there is adequate code enforcement staff to conduct inspections • Review, pass and strengthen Zoning language (refer to Chapter 158 of Village Code of Village of Lake

George) relating to tourist accommodations generally, and short term (7 day) rentals in single family homes in particular, by enacting guidelines for property maintenance generally including appropriate restrictions on such rentals.Review zoning language related to tourist accommodations

Improve Senior Services & Housing Opportunities

Ideas discussed included senior housing near Exist 21 (former Ramada Inn) and various “aging in place” services/initiatives/programs (note the Conkling Center in Glens Falls could be good model/partner.


54 | P a g e

IMPLEMENTATION STRATEGY

<Complete when draft finalized>

TOWN OF LAKE GEORGE OWN OF 2015 Comprehensive Plan EORGE ... · Strengths, Weakness, Opportunities,...

Documents

Transcript of TOWN OF LAKE GEORGE OWN OF 2015 Comprehensive Plan EORGE ... · Strengths, Weakness, Opportunities,...