town of t 2015 comprehensive plan own of lake george … · 2015. 6. 29. · town of lake george...

TOWN OF LAKE GEORGE 2015 Comprehensive Plan

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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 – Reissued 6/22/2015


"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 David Redpath, Chairman

Karen Hanchett, Vice Chairperson John Carr

Kim Cornelius Joanne Gavin Janie Green

Peter Keating Patricia Marek

George Mathewson Sean Quirk

TOWN BOARD Dennis Dickinson, Supervisor

Vincent Crocitto Daniel Hurley

Marisa Muratori Nancy Stannard

TOWN STAFF

Keith Oborne, Director of Planning and Zoning Adele Behrmann, Planning and Zoning Clerk

CONSULTANT TEAM The Chazen Companies

Planning4Places Trampoline Design

SPECIAL THANKS

Forth William Henry Hotel & Conference Center Luke Dow Photography

John Wimbush, NYS Department of State


TABLE OF CONTENTS

INTRODUCTION........................................................................................................................................................ 1

PLANNING PROCESS ................................................................................................................................................. 3

Advisory Committee ............................................................................................................................................. 4

Inventory & Analysis ............................................................................................................................................. 4

Strengths, Weakness, Opportunities, and Threats (SWOT) Analysis ..................................................................... 4

Public Outreach .................................................................................................................................................... 6

EXISTING CONDITIONS ............................................................................................................................................... 9

Overview .............................................................................................................................................................. 9

Population Characteristics .................................................................................................................................... 9

Employment & Income Characteristics ............................................................................................................... 11

Housing Characteristics ....................................................................................................................................... 13

Economic Characteristics .................................................................................................................................... 14

Quality of Life & Community Character .............................................................................................................. 20

Natural & Environmental Resources ................................................................................................................... 20

Land Use & Zoning .............................................................................................................................................. 23

Transportation .................................................................................................................................................... 26

Infrastructure...................................................................................................................................................... 30

COMMUNITY VISION............................................................................................................................................... 33


GOALS & RECOMMENDATIONS ................................................................................................................................. 34

IMPLEMENTATION STRATEGY .................................................................................................................................... 52


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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 natural beauty and 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 XX.

<Add additional introduction material to reflect final plan process and recommendations>

Figure XX depicts the location 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.

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


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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.

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.


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PLANNING PROCESS

<Add introduction to planning process>

Plan Committee •Plan Leadership •Conduct Public

Outreach

Inventory & Analysis •Research •Existing Conditions

Public Outreach •Community

Charrette •Stakeholder

Meetings

Plan Development •Draft Reports •Reviews •Concept Plans

Review & Approval •Public Hearings •Town Board

Approval


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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 meeting. The Committee also <add additional committee action items>.

Inventory & Analysis

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

• 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)

Insert Committee Photo


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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. A complete list of references is included XXXX. 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 X). 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 Plan Committee completed a SWOT Analysis (see Meeting Summary in Appendix X). The SWOT Analysis found


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the following:

Strengths – visual quality, open space and recreation opportunities, water quality, and cultural resources.

Weaknesses – the appearance of the built environment (certain buildings and locations), poor and/or limited infrastructure, lack of branding and marketing strategy, and declining economic opportunities.

Opportunities – increasing the number of activities and seasonal growth, historic and ecological tourism, and greater appeal to next generation tourism (e.g., Millennials, etc.).

Threats – 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.

Public Outreach

Community Charrette

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


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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.

• 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


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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.

<Add additional information regarding social media and process progresses>

Public Workshops & Hearings

<To be completed following next planning stages>


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EXISTING CONDITIONS

Overview

<Add introduction>

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

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


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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).

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

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Median Age & Population Characteristics 1990-2010

Median Age

PopulationUnder 18 (%)

Population65+ (%)


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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 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.


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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

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.


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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 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

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Select Housing Characteristics -2000 - 2010

Total # of Seasonal, Recreational, Occasional Housing Units

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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.

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 <next page>

1 Review conducted June 2014


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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 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

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


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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) 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.

$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


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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 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 XX of overnight visitors a year from the greater northeast and beyond. According to Warren

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


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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 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


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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.

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

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


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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.

Quality of Life & Community Character

<Add introduction>

Recreational and Waterfront Resources

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


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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 X in Appendix X). 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 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 X in Appendix X). Additional historical markers can be found throughout the Town and Village that further document and


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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 other) 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.

Schools

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


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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.

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/Village. 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.

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


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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. 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 lake shore 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

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 X in Appendix X). There are approximately 523 acres of (APA classified) wetlands (NYS wetlands within the Adirondack Park are regulated by the Adirondack Park Agency.)

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


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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 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.

<Add additional information regarding steep slopes, ridgelines, and recent observation/lake studies>

Land Use & Zoning

<Add Introduction. Note existing patterns and provide information regarding recent land use trends and preferences among Baby Boomers and Millennials >


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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 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

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


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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 X in Appendix X.

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 X below). A more detailed synopsis of each zoning district is provided in the Community Profile which is attached as Appendix X. A figure illustrating the boundaries of the zoning districts is also provided in Appendix X.

The Town has an APA Approved Land Use Plan. As such it has jurisdiction over XX and the APA has XX and permit authority over XX 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.


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Table X - 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


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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.


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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.

Infrastructure

<Add Introduction>


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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 X in Appendix X). 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 X in Appendix X).


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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.


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COMMUNITY VISION

<Will provide draft to Committee following review of draft recommendations to ensure alignment>


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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 their level of priority, but it is emphasized that priority levels may change based on funding opportunities and evolving community needs.

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.

<Describe recommendation organizational approach. Note somewhat based on SWOT and Charrette topic areas>

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


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millennials, a segment of the population that is important to sustaining the economy and community in the long-term.

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.

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 the Catskill 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.

Develop a Comprehensive Market & Branding Strategy

Lake George has excellent name recognition, but the brand is not well defined. There is no one organization coordinating tourism and economic growth. Many initiatives are born organically or from individual actions. In addition there are several public and private entities that market the region using varying taglines, logos, and print and online material, which lends itself to brand confusion. For example, planning participants asked “are we


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an Adirondack community?” Noting that Lake George is referred to as the Gateway to the Adirondacks, yet there are few Adirondack themed events and limited traditional Adirondack products marketed or sold in the Town. Other participants asked “are we a waterfront and outdoor recreational destination?” Adding, if the answer is yes, wayfinding to the waterfront and Town’s many recreation opportunities is limited and marketing as an outdoor recreation destination (including recreation-oriented events) is lacking.

While community members understand that the Town and Village are often viewed as one, there is a desire for the Town to take a leadership role in establishing a more vibrant and robust identity, look, and feel. The community recognizes that new ideas are not readily accepted and that this has to change. To that end, there is a sense that establishing a new Town identity will be a catalyst project that supports transformation throughout the local economy.

It is recommended that the Town (or in partnership with XX) prepare a comprehensive branding and marketing strategy in order to generate greater awareness about Lake George recreation, entertainment, and investment opportunities, attract new residents, and cross-promote events and local business. Typically, branding and marketing strategies includes material to help define a location to an outside audience. A distinct and memorable identity will help Lake George stand out as a place to not only visit, but to live, work, and invest.

A successful initiative should capture Lake George’s quality of life and community character, year-round tourism, recreation, and entertainment opportunities, and determine a strategy to deliver that message to target audiences. As a place of interest, Lake George competes with other Adirondack and New England communities, as well the Hudson Valley, the Finger Lakes, Costal Long Island, and Cape Cod regions. The branding and marketing strategy should include the following:

• A compelling location identity and memorable tagline;


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• A creative logo or signal art designed for repeat impressions on travelers when used on the web and in print media; and,

• A website that helps to facilitate information sharing and interoperability (e.g., data sharing, collaborative mapping, smartphone application integration, etc.). This may include improved graphics and an interactive, information portal to area businesses, institutions, attractions, and events. Finally, the website could incorporate improved social media interaction, including Facebook, Instagram, LinkedIn, Twitter and YouTube.

Once complete, branding elements are intended to be incorporated as part of the recommend streetscape pedestrian improvements, including street banners and informational and wayfinding signage (see sample below). In addition, the comprehensive branding and marketing strategy could include an implementation component that identifies suggested deliverables, recommended media outlets and preferred vendors, printers and fabricators, as well target business and industries that the Town is interested in attracting.

As part of the Lake George Comprehensive Plan, Trampoline Design prepared a marketing and branding strategy for Lake George that positions the Town as an XX [outdoor recreation, millennial, Adirondack even/culture, food destination]. Below is the proposed logo and a description of XX:

<insert select Trampoline logo>

This strategy presents several phases including the establishment of an identity through print and media (e.g., banners, maps, brochures, etc.), a broader advertising and marketing campaign (e.g., media publications and outlets, target marketing, social media support), and a maintenance and extended outreach phase (e.g., monthly advertising, direct mailing, etc.). It also includes the creation of a Lake George website that serves as the official online gateway portal for the Town and Lake George Region.


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While this marketing and branding strategy includes a proposed logo and several “signal art elements,” it is recognized that there several existing Lake George marketing. While this recommendation is not intended to replace these efforts, it is intended to empower the Town of Lake George (and potential partners) with the ability to develop its own message and select target markets, as opposed to being determined by private interests or at the behest of county-wide government and funding (please note the Town supports the County-wide efforts, particularly their data gather capabilities).

If the Town decides to continue with the private and/or county efforts, it should work to refine their products to better serve the Town’s long-term economic develop goals and incorporate Trampoline’s XX-oriented marketing strategy. Please note that for the purposes of this planning exercise Trampoline Design’s logo and signal art elements were utilized in the concept plans to illustrate the integration of marketing and wayfinding signage.

Trampoline Design’s marketing and branding strategy is included as XX.

Establish 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 consider establishing a business assistance ombudsman or concierge service to help startups with local, regional and state permitting requirements. It 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). It could also be organized as a local group of year-round and seasonal residents, local business and organization leaders, LGRCC officials and/or staff, local and regional stakeholders, and skilled


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volunteers (e.g., retired business professionals). 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.

• 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.

If a local committee or position is established it may be appropriate to incorporate as a 510(c)(3) or establish a Local Development Corporation (LDC). This would allow for the acquisition of property to facilitate the development of future projects. This program could be included in marketing material in effort to attract new businesses that align with the Town’s marketing and branding efforts.


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Help Establish an Entrepreneurship Program & Encourage Local Entrepreneurship

In addition to a business concierge, the Town should consider partnering with local businesses, Lake George Regional Chamber of Commerce, EDC Warren County, and/or SUNY Adirondack to develop a local entrepreneurship program. This may include creating small-scale education facility within the Town (in a new or existing space). Alternatively, the Town could encourage local entrepreneurship by cohosting a local and recurring series of training opportunities. Regardless of the approach, training and education should align with Town’s economic development goals by focusing on the hospitality, tourism, recreation, outdoor, and XX industries. It should be targeted, in part, to supporting millennial business ventures.

The proposed program should include technical training and support regarding internet usage for e-commerce, marketing and branding, market identification, and property and business improvements. Furthermore, recognizing an ever changing marketplace and respective business models, particularly as it relates to the increase in craft and cottage and internet-based business, a local entrepreneurship program could provide training in such growing and/or relevant markets as artisanal foods, niche Adirondack and/or handcraft products (this may include partnership with the Adirondack Folk School), craft brewing and distilling, boat manufacturing, and outdoor sports and recreation. In order to accommodate such businesses the Town should provide for greater zoning flexibility by allowing such uses in select areas (please see Land Use & Zoning recommendations below for more information).

Create a Tech Savvy Community

The Town should help coordinate training for local business, non-profits, and local institutions on the use of web-based marketing and social media to promote their respective sales, investments, membership and/or financial support. Such training should include ways to cross-market services and promote the region. This may also


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include ways to integrate with a regional tourism promotion website as discussed in the above marketing and branding recommendation. In addition to training, the Town should look to install WiFi hubs at popular locations for residents and tourists to access the internet. The Town should also install smart wayfinding signage that has WiFi and QR code capabilities (see XX recommendation below for more information). In addition to providing real-time and easily updated information, WiFi hotspots and integrated websites could help generate user data and interests and serve as a vehicle to deliver marketing and branding information.

Improve 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, financial support may (or may not) come from Occupancy Tax, and events staged by these entities may receive logistical support from a variety of organizations including the Lake George Regional Chamber of Commerce, local businesses and the Warren County Tourism Department. However, the Town (and the region) lacks an overall strategy for identifying new events and how best to support existing events and activities financially, programmatically (including orchestrating emergency services), or with marketing support. Furthermore, because events are held by different organizations there is no overall strategy for promotion and coordination of events. In order to increase visitation and encourage year-round visitors, it is recommended that an event coordinator position or committee be created to help organize, promote, and support Lake George area events.

As part of this effort, the Town (or region) should consider developing a plan for reoccurring events. The plan should identify events that align with the Town’s marketing and branding initiative, best leverages the Town and region’s recreation and tourism infrastructure (e.g., recreation facilities, local business, etc.), and reflect the Town and region’s cultural and community character (e.g., outdoor culture, Adirondack XX, XX, etc.). During the development of an events plan the Town should work with the tourism community to establish a forum to


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generate new ideas and oversee support and promotion for new events. This could be an existing organization such as the Lake George Convention and Visitor Bureau or a coalition of organizations and individuals. With regards to tourism infrastructure, the newly constructed West Brook festival space provides an opportunity to create events organized around the arts and music (see Expand Arts & Entertainment Experience recommendation below). Also, it is understood there is some momentum behind the active recreation theme and this could provide an opportunity to leverage the Town’s waterfront access, trail networks, and parklands. Arts, music, and active recreation also complement the Town’s emerging brand.

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.

Warren County collects the Occupancy Tax, provides funds for the operation of the Warren County Tourism Department and distributes a portion of the funds to local businesses seeking support for promoting/conducting ‘events’ and distributes the balance to municipalities who in turn distribute funds to local events and programs.

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):

• 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


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• “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. • Funding for tourism “infrastructure” by dedicating 1/3 of the occupancy tax to capital projects. Indicating

$600,000 in annual occupancy tax revenue could provide debt service to $11 Million in capital projects. • 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.

Provide a Forum for Collaboration among Hospitality Providers

Several hospitality (i.e. hotel and restaurant) providers discussed the recent failed attempt by the Village to establish a Business Improvement District (BID). Absent the establishment of a formal BID, the hospitality providers in both the Town and Village would benefit from periodically getting together to discuss issues and opportunities. This could be an informal gathering or a formal organization of providers organized around key issues facing the industry: employee attraction/retention, scheduling events, branding, coordination across tourism/economic development organizations, occupancy tax, convention space, and other tourism infrastructure needs. The forum should also be an opportunity to discuss changing overnight lodging and dining


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preferences, and how best to adapt to these new/evolving preferences. The forum may include industry related guest speakers and seminars. The proposed business concierge and/or Lake George Regional Chamber of Commerce could help facilitated this as well. This initiative may also align with the above entrepreneurship program recommendation (i.e., hospitality training, etc.).

Expand Arts & Entertainment Experience

The Lake George region’s arts and entertainment legacy is robust. The recent success of the concert at the Charles R. Wood Festival Space or The Hyde Collection’s Georgia O’Keeffe Lake George exhibit 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 Event Programing and Coordination recommendation (this may include appropriate allocation of Occupancy Tax support for selected events). The Town should also provide for curation and performance space at the proposed Community & Cultural Center (see recommendation below). It is also recommended that the Town provide for outdoor art installations, particularly within the proposed Waterfront Entertainment & Recreation District (see recommendation below). The Town’s public art program should not only promote the artistic history


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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:

• Tour guides in period costumes providing information for visitors on the history of the area, sites to visit, and maps and information;

• Promotion of cultural resources online, in print, and through development of maps and signage placed at key locations throughout Town;

• Wayfinding signage to notify the public about key historic and culture resources; • Develop or expand upon existing historic reenactment events; • Develop and publicize driving and walking history tours; and, • Consider developing scavenge-type tours/hunts (cater towards youth groups or geocaching enthusiasts).

These recommendations should dovetail with the proposed marketing and branding and event programing and coordination recommendations (above). It is recommended that the Town work with the partner with the Town’s Historian, Lake George Historical Association, Lakes to Locks Passage, and New York State Museum. Finally, the Town should consider developing a local historic preservation ordinance that identifies how historic sites and resources (and their environs) should be maintained and/or improved. The provision should also include how (process) and why (criteria) additional historic sites can be added to the Town’s inventory of historic resources.


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Create a Historic Waterfront Recreation & Entertainment District

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 create an interconnected waterfront recreation and entertainment district generally defined by the area of Canada Street (NYS Route 9), West Brook Road, Beach Road, and East Shore Drive (NYS Route 9L). The proposed Historic Waterfront Recreation & Entertainment District should include the following design elements:

• Improved pedestrian and multimodal access along all roadways. This includes sidewalks and bike lanes along Canada Street (NYS Route 9), multiuse shoulders and bike lanes along East Shore Drive (NYS Route 9L) as well as sidewalks extending from Lake George Elementary School to Ushers Park, and completion of the sidewalk network along Beach and West Brook Roads to improve connectivity, mobility and safety. This also includes improved pedestrian and bicyclical access along Fort George Road. 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.


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• 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 and from the Warren County Bikeway, circumnavigate Battleground Pond (XX), and connect to the West Brook Conservation Park and Million Dollar Beach. Improvements to the Warren County Bikeway should include a more readily identifiable and attractive starting point.

• Provide improved 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 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. Ffor more information on wayfinding signage please see Complete Streets recommendations below.

• Specific wayfinding signage should include an informational kiosk 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 the proposed Historic Waterfront Recreation & Entertainment District (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.

• Develop a vendor permit process that allows for kayak, bicycle, and other recreational activities to rent equipment along the waterfront and Warren County Bikeway.


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Other creative design elements of the proposed Historic Waterfront Recreation & Entertainment District should include placing markers along trails and sidewalks with the names of Lake George islands and the respective distance from the district. It may also include public displays of art and sculptures at selected locations (this could be coordinated by the Lake Georges Arts Project in partnership with LARAC and/or The Chapman Historical Museum). A rendering of the proposed Historic Waterfront Recreation & Entertainment District Concept Plan is included at the end of this chapter.

Establish a Community & Cultural Center

The cornerstone of the proposed Historic Waterfront Recreation & Entertainment District is establishment of the Lake George Community & Cultural Center. Many individuals noted that the Town lacks an indoor activity hub to serve both residents and visitors year-round. A multipurpose community and cultural center could serve as a venue for entertainment, curation, education, and social gatherings. One part Lake George natural and cultural resource museum, one part visitor center, and one part community activity center, the facility could include gallery space, fixed exhibits, tourism information and resources, educational internet café, local fitness center, restroom facilities, and special event programming for the community, including entertainment that caters to young adults. Certain components of the facility could operate through a competitive lease agreement. A Lake George Community & Cultural Center could also be used to house the proposed entrepreneurship program, business concierge, local chamber of commerce, training space, and be used as part of the arts and entertainment initiatives.

During the planning process the corner of Canada Street (NYS Route 9) and East Shore Drive (NYS Route 9L) was identified as the preferred location for the proposed Lake George Community & Cultural Center. This location is not only the physical dividing point between the east and west side of Lake George, it is also a gateway to the proposed Historic Waterfront Recreation & Entertainment District. As such, the proposed facility could be easily


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connected to the existing and proposed sidewalk and trail network, allowing visitors to stop to obtain information, and continue along through the Town, visiting local shops and points of interest. This spatial relationship could improve event and program staging and coordination. Finally, the design and site plan of the Lake George Community & Cultural Center could be used to establish an architectural vernacular and standard for the NYS Route 9 gateway revitalization (please see Provide for High Density Infill recommendation below).

A rendering of the proposed Lake George Community & Cultural Center is included in the Historic Waterfront Recreation & Entertainment District Concept Plan rending. A standalone rendering is also included at the end of this chapter.

RECREATIONAL RESOURCES

As a region, the 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 resources:

<Complete when Berry Pond concept is complete. Note Complete Streets and trail planning efforts. Mention outdoor recreation as marketing and branding initiative. Mention need to budget for new projects and improve existing faculties>

COMMUNITY CHARACTER & SERVICES

<Introduce Fire Department & Emergency Services needs and desire for improved community communications>

Improve Volunteer and Civic Engagement


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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:

• Creation of school program in collaboration with the Warren County School Safety Officer to require a minimum number of hours of civic participation in area organizations.

• Consider shared services between municipalities to leverage resources and staff related to public safety. o Consider creation of a paid county-wide 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.

Encourage Additional Communication and Collaboration

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;

and, • Encourage additional coordination and collaboration between volunteer organizations (e.g., Rotary Club

and the Warren County School Safety Officer) through technical training opportunities (see XXX)

Review Occupancy Status Provisions


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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:

• Ensure that there is adequate code enforcement staff to conduct inspections • Review zoning language related to tourist accommodations


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IMPLEMENTATION STRATEGY

<Complete when draft finalized>

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