TOWN BOARD REVISION 3/22/2016...2016/03/22 · TOWN OF LAKE GEORGE 2015 Comprehensive Plan ACKNOWLEDGMENTS A towns comprehensive plan is among its most important policy documents

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

TOWN BOARD REVISION

3/22/2016


"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

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 Comprehensive 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.

COMPREHENSIVE PLAN 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 Dan Barusch, Director of Planning and Zoning Adele Behrmann, Planning and Zoning Clerk

The Committee recommends this Comprehensive Plan be reviewed and updated in 10 years.


TABLE OF CONTENTS

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

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

Comprehensive Plan Committee ............................................................................................................................................................................... 4

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

Strengths, Weakness, Opportunities, and Threats (SWOT) Analysis ......................................................................................................................... 5

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

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

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

Employment& Income Characteristics .................................................................................................................................................................... 10

Housing Characteristics ............................................................................................................................................................................................ 12

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

Quality of Life & Community Character ................................................................................................................................................................... 19

Natural & Environmental Resources ........................................................................................................................................................................ 22

Land Use & Zoning ................................................................................................................................................................................................... 24

Lake George Park Commission ................................................................................................................................................................................. 27

Transportation ......................................................................................................................................................................................................... 27

Infrastructure ........................................................................................................................................................................................................... 29

COMPREHENSIVE PLAN RECOMMENDATIONS ........................................................................................................................................... 32

VISION STATEMENT .......................................................................................................................................................................... 47

IMPLEMENTATION ............................................................................................................................................................................ 49


LIST OF APPENDICES

Appendix A: Community Profile

Appendix B: Community Maps

1. Land Use

2. Recreational Resources

3. Historical and Scenic Resources

4. Natural Resources

5. APA Land Classification

6. Zoning

7. Water Infrastructure

8. Sewer Infrastructure

Appendix C: Attendees and Participants of the Charrette


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).


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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 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 high quality of life and

community character, the Town benefits from a strong

tourism economy, 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.


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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

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”


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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.

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


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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 participated in a multi-day charrette, and conducted multiple public meetings. 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 A).

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)

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


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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

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

following:

Strengths are what are going right for a community. Lake 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.


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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

In an effort maximize public input, the Comprehensive Plan 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 Comprehensive Plan

Committeedecided 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.

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).


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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 Chazen Group

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 Chazen Group 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 Chazen Group hosted another daylong open

house. Throughout the day the planning team and Chazen Group 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 Comprehensive Plan 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 Comprehensive Plan 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 mapping tool. Previous


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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 Comprehensive Plan Committee utilized social

media to conduct public outreach and obtain community feedback. In turn, individuals

shared this information with their respective online community and provided direct

input.

Public Hearings

The Comprehensive Plan Committee held two public hearings on the Comprehensive Plan draft. The first hearing,

held at the Lake George Town Hall on January 7, 2016, included discussion on the draft components and

strategies, while the public had an opportunity to voice comments. Comments and changes identified from the

first public hearing were vetted by the Comprehensive Plan Committee, and were incorporated into the draft

plan. The second public hearing, which was held at the Lake George Town Hall on January 28, 2016, saw the

passing of the Committee’s resolution to send the plan to the Town Board for adoption, which finalized the

Comprehensive Plan Committee’s role in the planning process.

The Town Board held a Public Hearing on March 22, 2016 to allow the public another chance to provide input and

comments on the Comprehensive Plan before sending the plan to various entities for review. A few additional

comments were given on the plan by the Town Board and affirmed by the public, and a new implementation

section was discussed in detail. The Town Board discussed thoughts on final changes to be made before sending

the document off to the proper entities for final review and approving the document.

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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 A.

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).


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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)

Me

dia

n A

ge O

R%

of

Po

pu

lati

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Median Age & Population Characteristics 1990-2010

Median Age

PopulationUnder 18 (%)

Population65+ (%)


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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


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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 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 320 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


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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.

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.

1 Review conducted June 2014


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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).2This 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

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


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$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 summer months (3rd Quarter) is by far the busiest period

in Warren County for overnight visitors followed by the fall season (4th Quarter).

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.

A closer look at average spending per person by

trip type also highlights seasonal variations.


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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 a significant number of its

overnight visitors are 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

OH1%

Ontario2%

Other3%

Quebec3%

VT3%

PA5%

CT7%

MA8%

NJ18%

NY50%

Origin of Visitors who Utilized Area Lodging1995-2012 Average


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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.

Using Google Trends, one can view online search patterns that are likely related to ultimate visitations. More

specifically, Google searches from 2004-2015 show a consistent pattern whereby the search for “Lake George”

peaks during early part of July and declines significantly by November. Interestingly, the geography of these

searches is predominantly from the great Capital Region and Metro New York area, which is probably the origin

of many Lake George visitors. Additional search terms that accounted for a significant amount of Lake George

queries (Google searches) included hotels, escape or getaway, Great Escape, weather, and rentals.

These changes to traveler preferences, demographics, and use of online resources have an impact on

accommodations, how are services delivered, and how the area is marketed.

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 smart-phones); 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

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


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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.

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.4The 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 revenues.

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

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


19 | P a g e

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.

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 2

in Appendix B). 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.


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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 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) host numerous events within the Town.


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Tourism

Warren County and the Lake George Region draw an average of 8 million visitors each year.5As previously

mentioned, specific to events include the Adirondack Nationals Car Show, Americade, the World’s Largest Garage

Sale (in the Town of Warrensburg), and the Adirondack Balloon Festival (in the Town of Queensbury and City of

Glens Falls). 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

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

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


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provided by two organizations that have paid staff and have multiple funding mechanisms. The violent crime rate

within the Lake George Zip Code (12845) is considerably lower (151 per 100,000 people) than the New York (394

per 100,000 people) and National (368 per 100,000 people) averages. However, the property crime rate within

the 12824 Zip Code (2,352 per 100,000 people) is considerable higher than the New York average (1,825 per

100,000) and only slightly below the National average (2,731 per 100,000 people).6

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.

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).7 The lake itself is 32

miles long and contains approximately 200 islands.

6 Figures are based on 12845 Zip Code statistics from Homefacts.com database. 7 NYSDEC, available at: http://www.dec.ny.gov/lands/48369.html - accessed June 2014.


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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.

These streams total 17 miles of streams and are designated Class AA-Special which are used for fresh surface

water drinking supply.

One of Lake George’s defining characteristics is 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.

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 preserve or owned by Lake George Land Conservancy (LGLC).


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There is currently a significant amount of research being conducted on Lake George’s ecosystem and water

quality. Additional information regarding 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.

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

Campgrounds, 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

Residential21%

Vacant21%

Commercial5%

Recreation & Entertainment

6%

Community Services

1%

Industrial1%

Public Services

1%

Wild, Forested,

Conservation Lands &

Public Parks44%

Town Land Use by Acreage

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

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


25 | P a g e

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

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.


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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


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Lake George Park Commission8

The Lake George Park and Lake George Park Commission were established by an act of the NYS Legislature in

1961. 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.

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

8 Revised from the 2002 Comprehensive Plan


28 | P a g e

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 near Exit 21 of the

Adirondack Northway (I-87), north to the village boundary. The roughly $9.5 million project has received over

$7.5 million from the NYS Department of Transportation’s (NYSDOT) Strategic Transportation Enhancement

Program (which consists of some federal funds), over $1.3 million from the Federal Highway Administration’s

(FHWA) Transportation Enhancement Program (TEP), and nearly $550,000 from NYS Environmental Facilities

Corporation’s (EFC) Green Innovation Grants Program (GIGP). Since a large portion of the EFC GIGP grant is

reimbursable, the cost of this project to the Town was roughly $300,000. Construction on this project is

anticipated to begin in early 2016.

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.

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. We

recommend the Town and the Village of Lake George governments work together to work on guidelines for

subsidizing the expense of having the buses come into our area more or longer throughout the year.


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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

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


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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 Figure8 in

Appendix B).

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


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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 cause

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.

The demographic and socioeconomic statistics in this report have all been provided by the Chazen Group, sourced from the U.S. Census and

American Community Survey. Please refer to the appendices and maps for more detailed data.


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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 topic area that were identified during the Strength,

Weakness, Opportunities, and Threats (SWOT) analysis and used during the Charrette.

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.

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.

Business owners communicated that due to the seasonal nature of tourism visitation, year-round operation of

many establishments cannot be sustained by local residents. 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.


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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

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

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 Planning Office should support and assist applicants for zoning changes which they apply for by


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explaining and helping them through the process of obtaining the changes or variances they are seeking.

Support Existing Event Programming 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) should help

support the CVB’s existing efforts financially and by orchestrating emergency services for them. The Town should

also help the CVB to promote and support year-round Lake George area events.

Advocate 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):

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)


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See report “Warren County Occupancy Tax White Paper of September 2010”.

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

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 provide important entertainment

venues. 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 Programming 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.”


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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.

Additional recommendations should be geared to promote additional heritage tourism.

It is recommended that the Town continue to 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. 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 programming, 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

Wood Festival Space (located in the Village), and Westbrook Conservation Park. Proposed improvements should

include the following design elements:


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Provide greater access to Million Dollar Beach by 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.

Obtain signage on I 87 before exits 20, 21, 22, and 23 about our local business.

INFRASTRUCTURE& TRANSPORTATION

Improve & Expand Wastewater Services

The deteriorating condition of the existing public sewer infrastructure within the Caldwell Sewer district was

emphasized during the Charrette and 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 begun to slip line portions of the existing sewer pipe system and rehabilitate manhole


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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 to the north along State Route 9 and State Route 9N.In order to allow properties to connect

to adequate municipal wastewater services. (note a gravity feed sewer is easy to do)

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 infrastructures 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


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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 storm water 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 shoulder 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 NYS Route 9, through the “Gateway project”, into a pedestrian friendly corridor

by providing sidewalks, crosswalks, “non-designated” bike lanes, planted medians, street trees, 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.


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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 should work to extend the bike path 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 wide enough to accommodate bicyclist

during fire emergency calls, and could cause accidents or delays during such emergencies.


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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. 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


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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.

The Lake George residents and citizens attending the meetings of our Comprehensive Plan Committee, as

well as the Charrette and public hearings, expressed a strong belief that no zoning changes were needed to

be made by the Town, or desirable at this time, except in the few instances where specifically

recommended by the Comprehensive Plan Committee, such as the fracking related ban on industrial

development, and also perhaps with regard to encourage home business start-ups.

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:


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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.

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.

Preserve and Protect the waters of Lake George

The Town is dedicated to doing everything it can to help preserve and protect the waters of Lake George, and

other crucial waters in the Lake George watershed, including major classified streams such as English Brook,

Smith Brook and West Brook. The Town will continue to work closely with the Village and various State agencies

on mitigating harmful effects to water bodies, and to minimize the contravention of water quality.

RECREATIONAL RESOURCES

Improve 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.


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More support for this form of recreation and transportation would leverage this opportunity. This 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):

Provide ADA accessibility to Gauge Recreation’s baseball facilities by paving or amending parking area and

provide stronger connections from 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 throughout 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 (or something similar) in order to promote awareness and name

recognition).


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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

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 the reverse 911 system for all emergency alerts (e.g., severe weather, sewage spills, etc.); and,


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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.


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VISION STATEMENT

As our Vision for the future of the Town of Lake George, we propose a forward-looking statement, as follows:

There are tremendous advantages of living in Lake George such as good schools, low property taxes, access

to good healthcare and Town infrastructure. This has resulted from 40 years of good planning, government, and

good local business practices here. So it is now appropriate for the Town to consider building a full year-round

population and economy in the Town of Lake George.

In doing so, the Town of Lake George could specifically offer an advantageous environment featuring

individual ingenuity, entrepreneurship, and “free enterprise”, which itself reflects enhanced protection of

property rights, the latter being in and of itself valuable at this time in the Adirondack Park.

For starters, the Town should offer inducements for members of two “under-served” groups in the New

York population, the first being individuals who are trying to get their start-up business, of both “in-house” tech

start-up and local service companies, underway. We want to convince this group that Lake George is the best

location in which to get their businesses going.

Remember Bill Gates started Microsoft in his own garage, so it is always possible that anyone in the local

group could do likewise. A variety of local service could be offered by the Town, Chamber, and local businesses to

help. The Town government and its citizens should always work with a “can-do” attitude and help create an

environment that would make this happen.

The second “under-served-group” consists of active seniors and retirees. Seniors should be encouraged to

move to the Town of Lake George on a permanent, year-round basis. Many of the amenities sought by this group

are already here on a year round basis, such as extensive local medical facilities, doctors, churches, shopping,


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multiple restaurants, internet accessibility, sporting events., with summer and winter recreational events, such as

boating, biking, skating, skiing, Winter Carnival, musical events and ecclesiastical, a senior center, low crime rate,

dancing, theater, and even a local band and a near-by orchestra.

All these advantages are simply not available in any other single Town or locale in the Adirondacks or

northern New York State. That is a simple matter of fact. These factors could easily constitute strong motivation

for the group of independent seniors to move here on a permanent basis.

We hope the work of the Committee will

accomplish many goals. That includes changing the

mindset that Lake George is a seasonal town, and

retirees can only spend their summer here, that

there are only low-skilled seasonal jobs for our

youth and that the Adirondacks are not a good place

to start a business.

The Comprehensive Plan Committee and

Vision will take a great deal of leadership, support

and compromise from the elected officials, leaders,

and special interest groups to accomplish these

goals. We, as a Committee, hope that the

community and its leaders, as a whole see the value

of carrying out these goals.


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IMPLEMENTATION

This section of the report summarized the major recommendations of this study. The following implementation

table highlights all identified recommendations and/or strategy for action. For each recommendation, a

responsible party for implementation, category, and applicable priority level / time frame has been designated.

Priorities correspond to the time frame, which span from high (immediate), to medium (short-term), to low (long-

term). Note that the recommendations of the study are categorized as either: (a) physical recommendations, (b)

programmatic recommendations, or (c) policy recommendations. Also note that a column for references to

previous reports or studies has been includes, with a listing of applicable references after the table.

Implementation Table

# Recommendation Responsibility Priority / Time Frame

Category Report Reference

Economic and Tourism Development 1 Support Existing Local and

Regional Marketing and Branding Initiatives

Warren County Tourism, LG Regional Chamber of Commerce, LG Visitor Center, Town Board

High / Immediate (and on-going)

Programmatic 11, 14

2 Support the Development of a Business Startup

LG Regional Chamber of Commerce, Town Board, P&Z Office

Medium / Short-term Programmatic -

3 Support Existing Event Programming and Coordination

LG Regional Chamber of Commerce, LG Visitor Center, Town Board

Medium / Short-term Programmatic 11, 14

4 Advocate for Change in the Warren County Occupancy Tax Distribution Process

Town Board, Joint Occupancy Tax Committee, Warren County EDC

Low / Long-term Programmatic -

5 Expand Arts and Entertainment Experience

Town Board, LG Regional Chamber of Commerce, Lower Adirondack

Medium / Short-term Physical / Programmatic

11, 14


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Regional Arts Council, Lake George Arts Project

6 Advance and Promote Heritage Tourism

LG Regional Chamber of Commerce, Historian, LG Historical Assoc., P&Z Office


11, 14

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

NYS DEC, NYS DOT, P&Z Office, Fort George Alliance, Warren County DPW*

High / Immediate Physical / Programmatic

1, 7, 10, 13

Infrastructure and Transportation

8 Improve and Expand Wastewater Services

Town Board, Highway Department (Water and Sewer)*

Medium / Short-term Physical 2

9 Improve and Expand Water Services

Town Board, Highway Department (Water and Sewer)*

Medium / Short-term Physical 2

10 Improve Transportation Infrastructure

Town Board, Highway Department, Warren County DPW*

Low / Long-term Physical 4, 7, 8, 13

11 Promote Improved Pedestrian and Bicycle Access

Town Board, Highway Department, Warren County DPW, A-GFTC, NYS DOT*


4, 7, 8, 11, 13

Natural and Environmental Resources

12 Prohibit Hydraulic or Any Form of Horizontal Fracturing and Related Practices

P&Z Office, Town Board, NYS DEC Medium / Short-term Policy -

13 Continue Invasive Species Management

LGPC, SAVE Committee, Fund for LG, Town Board, P&Z Office


9

14 Address Forest Fire Concerns

P&Z Office, NYS DEC Low / Long-term Programmatic 5

15 Preserve and Protect the waters of Lake George

Town Board, P&Z Office, LGA, Fund for LG / LG Waterkeeper,

High / Immediate (and on-going)

Physical / Programmatic

1, 3, 5, 8, 10, 11


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LGPC, NYS DEC

Recreational Resources

16 Improve Recreational Resources

Town Board, P&Z Office, Buildings and Grounds, WC EDC, NYS DEC, LGLC*


1, 6, 9, 12

Community Character and Services

17 Improve Volunteer and Civic Engagement

Town Board, LG EMS / Volunteer Fire Department

Medium / Short-term Programmatic -

18 Encourage Additional Communication and Collaboration

Town Board, P&Z Office, Warren County

High / Immediate Programmatic All

* = Grant Funding likely needed

Report References

1. 2005 Lake George Recreation Study Plan

2. 2009 Adirondack Park Regional Assessment Project

3. 2009 Lake George Watershed Stream Assessment Report

4. 2010 Lake George Gateway Corridor Plan

5. 2011 Warren County Hazard Mitigation Plan

6. 2012 Lake Champlain Watershed Erosion Assessment and Inventory

7. 2013 Trails Master Plan for the West Side of Lake George

8. 2013 Adirondack – Glens Falls Transportation Council Long Range Plan 2035

9. 2013 Lake George Aquatic Invasive Species Prevention Plan

10. 2014 Adirondack Park State Land Master Plan

11. 2014 Advantage Adirondacks Plan

12. 2014 State of the Lake / Fate of the Lake

13. 2015 Smart Growth Assessment Project for Lake George

1.14. 2015 Upstate Revitalization Initiative Plan (Capital 20.20)

Documents

TOWN BOARD REVISION 3/22/2016...2016/03/22 · TOWN OF LAKE GEORGE 2015 Comprehensive Plan ACKNOWLEDGMENTS A towns comprehensive plan is among its most important policy documents