Town of Moreau Draft Comprehensive Plan Town of Moreau Saratoga County, New York September 2017-DRAFT DRAFT Town of Moreau Comprehensive Plan– September 2017 ACKNOWLEDGEMENTS The development of this Comprehensive Plan was made possible through the efforts of the following contributors to the plan development effort: The Town of Moreau Town Board: Gardner Congdon, Supervisor Gina M. LeClair, Deputy Supervisor and Councilwoman Robert L. Prendergast, Councilman Alan VanTassel, Councilman Theodore T. Kusnierz Jr., Councilman The Town of Moreau Planning Board: John Arnold G. Peter Jensen Reed Antis Ron Zimmerman Erik Bergman Mike Shaver Jerry Bouchard The Town of Moreau Zoning Board of Appeals: Gerard Endal John England Scott Fitzsimmons Kevin Elms Project Consultant: The LA Group, P.C. 40 Long Alley Saratoga Springs, NY 12866 Phone 518-587-8100 Fax 518-587-0180 Adopted by Moreau Town Board on ____________________________, 2017. i DRAFT Town of Moreau Comprehensive Plan– September 2017 PAGE RESERVED FOR ADOPTING RESOLUTION ii DRAFT Town of Moreau Comprehensive Plan– September 2017 Table of Contents EXECUTIVE SUMMARY ........................................................................................................... 1 1. Plan Format ............................................................................................................................. Section A: Introduction .................................................................................................................... 2 Section B: Plan Development and Organization ............................................................................. 4 2. History and Timeline .............................................................................................................. 8 3. Community Vision................................................................................................................ 14 4. Planning Categories ................................................................................................................. Section A: Community and Economic Development ..................................................................... 15 Section B: Recreational Resources, Facilities, and the Arts ........................................................... 23 Section C: Geography, History, and Cultural Resources ................................................................ 29 Section D: Commercial and Industrial Facilities............................................................................. 34 Section E: Government, Educational Resources, and Institutional Facilities ................................ 38 Section F: Infrastructure, Transportation, and Utilities ................................................................. 47 Section G: Natural and Environmental Resources ......................................................................... 50 Section H: Housing ......................................................................................................................... 53 Section I: Agricultural Resources ................................................................................................... 56 Section J: Health and Emergency Services ..................................................................................... 60 5. Plan Area Analysis................................................................................................................ 62 Area A............................................................................................................................................. 63 Area B ............................................................................................................................................. 64 Area C ............................................................................................................................................. 65 Area D ............................................................................................................................................ 66 Area E ............................................................................................................................................. 67 Area F ............................................................................................................................................. 68 Area G ............................................................................................................................................ 69 Area H ............................................................................................................................................ 70 Area I .............................................................................................................................................. 71 6. Implementation Schedule .................................................................................................... 72 iii DRAFT Town of Moreau Comprehensive Plan– September 2017 List of Figures................................................................................................................................. Figure 1 ............................................................................................................................................ 1 Figure 2 .......................................................................................................................................... 16 Figure 3 .......................................................................................................................................... 25 Figure 4 .......................................................................................................................................... 26 Figure 5 .......................................................................................................................................... 35 Figure 6 .......................................................................................................................................... 51 Figure 7 .......................................................................................................................................... 54 Figure 8 .......................................................................................................................................... 57 List of Tables ............................................................................................................................ Table 1............................................................................................................................................ 15 Table 2............................................................................................................................................ 42 Table 3............................................................................................................................................ 44 Table 4............................................................................................................................................ 47 Attachments ........................................................................................................................ 75 Attachment A: Summary of Public Comments .............................................................................. 76 Attachment B: Demographic Community Profile .......................................................................... 77 Attachment C: Status Report on the 2008 Comprehensive Plan................................................... 97 Attachment D: Glossary of Terms .................................................................................................. 98 iv DRAFT Town of Moreau Comprehensive Plan– September 2017 Executive Summary The Town of Moreau has a unique and distinctive character from the blending of agricultural, suburban, commercial, and industrial influences within the town while also being geographically shaped by its equal proximity to both the state capital in Albany as well as the wild and natural Adirondack Park region. The town has demonstrated a long-standing commitment to quality of life and preparation for the future of its residents. This commitment to shaping the community in a manner that is consistent with the desires off the residents is fundamentally important to the growth and prosperity of the community. Such commitment will be vitally important in the near term as the town has an unprecedented opportunity to move the town forward. Any quality plan development process is inclusive of a thorough and revealing community outreach program, resulting in a plan that is wellconnected to the needs and desires of the residency. This plan has been prepared in recognition of this key time for the community. Opportunities for improvement of infrastructure, local employment, the town economy, and key aspects of the town’s land use pattern have been rightfully identified by the residents of the community. In response, this plan has been prepared setting forth prescribed steps for direct and immediate action to address each of the opportunities identified. The approach to this plan’s development emphasized focus on the highest priority needs so that resources can be efficiently applied. In response to new challenges that have arisen since the last plan’s adoption, this plan acknowledges past planning efforts, assesses their progress, and sets forth a new set of priority initiatives. The initiatives presented rely upon local resources and the talents of the residents to bring about their implementation in responsive attainment of the stated goals. Specifically, these initiatives relate to: 1. Implementation of sewer and water infrastructure along the Route 9 corridor in order to encourage growth and economic development; 2. Establishment of new business and industry in Moreau Industrial Park; 3. Development of new mixed-use buildings in the commercial Route 9 corridor and introduction of new businesses and related uses that will broaden the appeal of the corridor and reinforce the area as the recognized center of the community; and 4. Development of a regional brand and marketing program that exemplifies the attractive qualities of the town as an ideal residential area to live in with access to jobs and recreation in both the Capital and Adirondack Regions. Figure 1 1 DRAFT Town of Moreau Comprehensive Plan– September 2017 1. PLAN FORMAT Section A. Introduction Situated in the northeast corner of Saratoga County, the Town of Moreau is a community that has decided to seize the opportunities that lie before it. These opportunities will be realized through implementation of the realistic strategy for improvement as embodied in this Comprehensive Plan. The residents of the town recognize that, opportunity exists to improve and be better than before. The purpose of this Comprehensive Plan emanates from this recognition. This plan targets the specific needs of the town as expressed by its residents and lays out a realistic and self-directed approach to fully realizing the opportunities that lie ahead. The accurate and complete accounting of public input is the cornerstone to successfully implementing a comprehensive plan. The town utilized a practical and straight-forward method to involve residents in the development of this update to the Comprehensive Plan. The public outreach process was initiated through a general meeting of concerned residents at the Town Hall in February of 2016 where a wide-ranging discussion was held about the status of planning and land use management in the community. Notes were kept as to the observations offered and the town officials then embarked on formalizing a strategy to update the comprehensive plan. However, in consideration of the comments offered about community and land use management, a key aspect to the overall strategy was to not only update the plan, but carry the momentum through to update the zoning chapter of the town code as well. With that as the basis a professional planning consultant was engaged to assist with the technical aspects of the update process while also overseeing the day-to-day administration of the town planning and zoning. Another unique and practical aspect of the plan update process utilized was the direct and continuous involvement of the members of the town planning board and the town zoning board of appeals. The members of these respective boards are especially relevant to planning and zoning in Moreau. As residents they are keenly aware of the day-to-day needs in the community. However, they also have in-depth familiarity with the community planning and zoning as they have volunteered to play a direct role in project review and implementation of the standards and regulations of the current zoning law. Therefore, they were provided interim drafts of the plan document as it was developed section by section. This process afforded real time review of the draft document as it was assembled. The comments from these board members were used to update the draft sections so that the final draft when completed and presented to the Town Board will have the benefit of their input. This approach condensed the plan development process and will facilitate transition to updating the town zoning law based upon the recommendations of the newly updated plan immediately after the plan’s adoption. Concurrent with the collection of resident input and the comments from the members of the planning board and zoning board of appeals, a demographic assessment of the town population and an inventory of town neighborhoods were conducted. The demographic topics assessed include the total number of persons residing in the town, the number of households, median household income and school enrollment. The presentation of this demographic data provides baseline information that is fundamental to understanding the social and economic conditions in the town. At the same time, the data is useful in the identification of emerging trends that may affect future policy in the regulation of land uses. 2 DRAFT Town of Moreau Comprehensive Plan– September 2017 The next area of data collection relates to current land use. Existing land use was collected via a compilation of uses as recorded by the Saratoga County Real Property Tax Office and categorized according to the NYS Real Property Tax Assessment Manual. The compilation of land use data is a key element to presenting an accurate portrayal of current conditions in the plan and will be useful in the assessment of potential revisions that may be appropriate for the Town Zoning Law. As a means to present the existing land use data in a manageable format, the land in Moreau has been delineated into nine (9) geographic areas or “Plan Areas A-I” as shown in the Plan Area Analysis in Section 5. This delineation facilitates an orderly process for conducting the windshield survey, recording the information and presenting it in an understandable and manageable format. Regular attention to the needs of the residents and future outcomes are basic tenets to not only sustaining the community, but attaining responsive growth and broad-based prosperity that is in line with the expressed desires of the residents. In that regard, two past planning efforts were evaluated to report on the current status of implementation. Specifically the “Town of Moreau Comprehensive Plan of 2005” and the “Moreau Farmland Protection Plan — Preserving our Heritage & Securing our Future (2014)” were reviewed for their relevance in the current context of the Town. Basic considerations in the review of these past plans are: What items were addressed? Should the items that have not been, be carried forward in the new plan? The approach outlined above yields a complete understanding of the needs of the community as defined by the residents and where opportunities exist to address the identified needs. The committee overseeing the development process felt strongly that the plan should be targeted and focused on the most pressing issues so that the document serves as a true working tool to the implementation of a realistic strategy for improvement. In that regard, the plan is structured to provide a step-by-step guide in the implementation of the specific initiatives proposed. 3 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section B. Plan Development and Organization As a comprehensive strategy to address the future direction of the town, this plan is presented in a manner that acknowledges the guidance in the New York State Town Law for content of a comprehensive plan while being responsive to needs and issues as identified by the residents. Therefore, the following structure has been utilized to address current needs and set forth a strategy consisting of a presentation of the priority initiatives; goals for each initiative; and a series of steps to achieve the goal and effectuate the desired outcome established through researching prior and current plan documents as well as including input from the public workshop sessions. History and Timeline – Section 2: This section provides background information on events in not only the town’s history, but also in our country and the world. Sources used include:  Library of Congress  “History of Saratoga County, New York” by Nathaniel Bartlett Sylvester (1878)  “U.S. Historic Timeline” o https://www.infoplease.com  “Brief History of the Town of Moreau” on Town of Moreau website  National Register of Historic Places  “US Census of Population and Housing” Community Vision – Section 3: The vision statement is the description of the town’s end state on which the goals and initiatives are based. It serves as a description of where the community will be, what it will look like and how day-to-day life will be impacted when the initiatives are accomplished and the goals are achieved. As a direct expression of the resident’s desires for their community, it is derived directly from their comments and input. It is intended to describe an image of the community by referencing the expected conclusion of each initiative so one can understand how they blend together to form a cohesive and improved overall condition. Planning Categories – Section 4: The establishment of a framework for the plan initiatives begins with the guidance as provided in NYS Town Law. Article 16, § 272-a. provides guidance as to the suggested content for a comprehensive plan but is purposely structured to provide latitude and flexibility as to the specific content of the plan. The guidance in the law divides plan content into approximately fifteen topics that may be considered as a plan is developed. A community may choose, depending on the community input received, to address all or several of the topics mentioned. For the purposes of this plan and in consideration of the public input received, this plan will address twelve of the topics proposed by § 272-a, with some in combined sections: A. Community and Economic Development; B. Recreational Resources, Facilities, and the Arts C. Geography, History, and Cultural Resources D. Commercial and Industrial Facilities; E. Government, Educational Resources, and Institutional Facilities; F. Infrastructure, Transportation, and Utilities; G. Natural and Environmental Resources; H. Housing; I. Agricultural Resources; and J. Health and Emergency Services 4 DRAFT Town of Moreau Comprehensive Plan– September 2017 The reasons for extending the scope of the plan to these areas are twofold: First, considering these elements will focus the implementation efforts to specific areas and contribute to immediate and sustained progress on achieving the stated goals for each of these considerations; secondly, as a small town the resources available in the community for plan implementation are not infinite; extending the scope of the plan to these areas will ensure that those needs that are of the highest priority to the residents are effectively planned for and that these resources are applied in an effective and efficient manner. Goals: Goals embody the ends towards which efforts for implementation are to be directed. As such, the goals are the principal elements by which the vision for the Town of Moreau is to be fulfilled. Communities are unified bodies comprised of people with common interests living in a particular area. The concept of community is important in that it contributes to individual and social well-being by establishing relationships between individuals and/or groups, channels of communication, organization of resources to meet local needs, and providing a framework where the collective is more than just the sum of its parts1. The advancement of the community towards the stated vision requires considerations be made across a spectrum of elements that represent the areas of most need in the community. The goals, in order to be effective in achieving the community vision, must have two common qualities: 1. Be derived directly from the sentiments of the residents of the town in commenting on the strengths of the community and its weaknesses, and identifying the opportunities to build upon these strengths while addressing the weaknesses; and 2. Be comprehensive in scope by providing meaningful, prescriptive guidance relating to each element of community life in the town. Therefore, the goals presented are broken down into the categories listed above and are derived directly from the comments gathered from the public outreach process as described above and the comments from members of the planning board and zoning board of appeals that oversaw the plan’s development. Priority Initiatives: In consideration of the public comment received and the guidance provided by the PAC, the basic strategy is to focus available resources on the most critical needs of the community as defined by the residents. The utilization of resources in this manner is referred to as “priority initiatives”. These initiatives have been identified as the highest priority because addressing these issues will result in the largest impact to fulfilling the core needs in the town. The intent is to provide a responsive approach that directly addresses specific needs in a strategic manner and efficiently utilizes available administrative capacity and funding. Next Steps: 1 Wilkinson, K. 1991. The Community in Rural America. New York, NY: Greenwood Press. 5 DRAFT Town of Moreau Comprehensive Plan– September 2017 A municipal comprehensive plan is intended to be a guide for the community that not only describes where the community intends to go, but also how to get there. This basic yet important function of prioritizing initiatives to fulfill stated goals and laying out the steps to undertake and complete these initiatives is referred to as “prescriptive implementation”. The steps as described are the incremental tasks that need to be systematically taken in order to achieve completion of the overall initiative. The description of these steps as provided in the plan in the composite serves as the indicator as to the level of work, funding (if necessary), and time that will be required for completion of the specified initiative. The degree to which a comprehensive plan is implemented is a direct reflection of: 1. How accurately the priority initiatives are identified; 2. How well the steps to undertake these initiatives and ultimately fulfill the stated goals address core needs; and, 3. To what degree do the steps realistically acknowledge and accommodate practical factors such as: Who or what entity is undertaking the task(s)? What is the capacity to complete the task? What are costs, if any? How will these costs be met? Therefore, the order by which the next steps are prioritized is as follows: 1. The degree to which residents identified the need both in terms of frequency and the emphasis placed on severity of the need; 2. The capacity (staffing – voluntary, paid, retained consultants; use of goods and materials and/or equipment – if necessary) existing within the community to undertake the initiative and address the related goal; 3. The cost (short-term/long-term, capital costs, operation and maintenance) associated with completing the initiative, and, 4. Time needed to complete the specified tasks. Plan Areas – Section 5: This section of the plan is map-based and the analysis performed provides an accounting of current land use and plan initiatives from a geographic perspective. The town is delineated into plan areas and, for each area specified, existing land use is outlined as well as the existing characteristics of the area. The analysis also presents planned initiatives that reflect the priority initiatives stated in Section 4. The initiatives outlined may also include additional plans for the area due to unique attributes or needs. Implementation Schedule – Section 6: This section is a summary of each section’s priority initiatives and next steps and lays out the parties responsible for completing each initiative. The schedule also ranks each initiative by priority level and timeframe for completion. 6 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachments:___________________________________________________________________ Summary of Public Comments – Attachment A: This section summarizes the comments as provided by the residents. As such, it is the foundation of the plan. Resident input is the paramount consideration as it is the source for establishment of the needs in the town. Public input needs to be carefully and accurately recorded if this overall approach is to conclude with effective measures to address the identified needs. Once needs are established, goals are formulated in direct response to identified needs. In turn, initiatives are developed as the means to achieve the goals, and steps are explained as the means to effectuate the initiative. Demographic Community Profile – Attachment B: The demographic profile includes reports published by the Capital District Regional Planning Commission and the Cornell Program on Applied Demographics. Status Report on the 2008 Comprehensive Plan – Attachment C: This section lists the priority initiatives of the 2008 comprehensive plan and comments on the status of each initiative, whether completed, in progress, or left incomplete. Taking an inventory of the status of past initiatives helps identify what initiatives are needed for this update of the plan Glossary of Terms – Attachment D: A glossary is provided to define planning specific terms to provide clarification. The above structure provides a complete strategy for the town from both a categorical perspective as well as a physical or geographic perspective. 7 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 2. HISTORY AND TIMELINE 1664: 1703: English seize New Amsterdam (city and colony) and rename it New York. • Kayadrossera (“the country of the lake of the crooked stream”) Patent is granted for se lement. 1754 – 1763: French and Indian War 1758: • Royal Blockhouse was built as part of the Fort Edwards/Rogers Island complex, becoming part of England’s largest fort in North America during the French and Indian War. 1766: • First se lement created near the Village of South Glens Falls. Elijah Parks purchased 800 acres of land and builds a house and saw mill. His son, Daniel Parks, would later se le on part of the property down the river that would become the Parks-Bentley House. 1768: • The new Kayadrossera Patent is ra fied due to disputes over the legi macy of the past agreement. 1770: • John Glen acquires the Glen Patent including land in Moreau and South Glens Falls. 1771: • Commissioners complete their survey of the Kayadrossera Patent and divide it into twenty-five allotments, with each allotment into thirteen equal lots. 1773: • Daniel Parks, French and Indian War veteran, built a log home on his father’s property and moved his family to the current Parks-Bentley House property. 1775: • Twelve families were se led on the west side of the Hudson River between Fort Miller and Fort Edward. April 1775 – September 1783: Revolu onary War 1777: • Summer – Home of Elijah Parks is a acked by the Bri sh partnered with their Na ve American allies killing him and his son, Elisha. 1783: • General Thomas Rogers se les in Moreau where he purchased the Jones homestead. 1788: • Wing’s Falls becomes Glen’s Falls. 1789: • George Washington is unanimously elected president. • U.S. Cons tu on goes into effect a er being ra fied by nine states. 8 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 1790: • With the war over, a large number of se lers come to Moreau. • First US Census popula on: 3,929,214 1792: • First church in town (Bap st) was built. 1795: • Fortsville is first se led. 1797: • First tavern in town established by Abel Crandall. 1799: • Dr. Billy J. Clark se les in Moreau, this area now known as Clarks Corner. He and Dr. Li lefield were the earliest physicians in town. 1800: • Grist-mills are established in Fortsville and Hudson Falls. 1803: Louisiana Purchase nearly doubles the size of the U.S. by expanding from the Mississippi River west to the Rocky Mountains. 1804: • General Jean Victor Moreau visits the area. 1805: • March 28 – Town of Moreau named a er General Jean Victor Moreau and separates from the Town of Northumberland. • April 16 – First town mee ng is held at the home of Samuel Scovill, Jr. A pound was to be built near the house of Henry Cole, with a $10 bounty offered for each wolf killed in town in order to protect livestock. First elected officials include: ∗ Town Supervisor –Thomas Rogers ∗ Town Clerk –Henry Mar n ∗ Town Assessors –Amos Hawley, Nathaniel Sill, and Caleb Burrows ∗ Town Highway Commissioners –Elijah Dunham, Irenus Hulbert, and Samuel Crippen ∗ Town Overseers of the Poor –Amos Hawley and Abel Cadwell ∗ Town Constables –Nicholas W. Angle and Paulinus Po er ∗ Town Collector – Paulinus Po er • May 2 – First General Elec on 1806: • Town is divided into thirteen road districts. 1808: • April 13 – Union Temperate Society of Moreau and Northumberland formed under the direc on of Dr. Billy J. Clark, thought to be the first established in the world. 1810: • John Reynolds opens a tavern at Reynolds Corners. • First Moreau popula on count: 1,347 9 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 1812: • Town system of schools is organized under the general school act of 1812 and divided into six school districts the following year. • Moreau No. 8 Schoolhouse was built, the original post and beam structure is later moved to the Parks-Bentley House grounds. 1812 – 1814: War of 1812 1813: • General Moreau is called back to Europe to become a military advisor for Tsar Alexander I of Russia and dies September 2nd at the ba le of Dresden during the 1813 Campaign in Germany. 1820: • Parks-Bentley House is bought by Sheldon and Daniel Benedict. 1823: • Tillo son’s ferry across the Hudson at the “Big Bend” established. 1825: Erie Canal opens, linking the Hudson River to Lake Erie 1826: • Coopers Cave is featured in James Fenimore Cooper’s Book “Last of the Mohicans”. 1830: • First Jus ce of the Peace elected, Benjamin Olney. 1834: • May 2 – Saratoga and Washington Railroad chartered to run from Saratoga Springs to Fort Edward. 18301840: • The main part of the Parks-Bentley House is built by Sheldon and Daniel Benedict. 1849: 1862: Gold Rush to California reaches its height • Glens Falls Paper Mill becomes the largest mill in South Glens Falls. 10 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 April 1861 – May 1865: Civil War 1865– 1890: • Finch, Pruyn Company formed with the purchase of the Glens Falls Company mill, manufacturing lumber, canal boats, lime, and black marble, some being incorporated into the Washington Monument. 1866: • Cornelius Bentley purchased the Park-Bentley House; his family lived at the site un l the death of his daughter in 1930. • About a dozen homes and a blacksmith shop established at Reynolds Corners. May 1869: First transcon nental railroad created with the joining of the Central Pacific and Union Pacific Railroads. 1882: • July 17 – Construc on of the Saratoga, Mount McGregor and Lake George Railroad completed, running from North Broadway in Saratoga Springs to the top of Mount McGregor. 1883: • Luxury Hotel Balmoral built on Mount McGregor. • Parks-Bentley House opens as the Historical Society of Moreau and South Glens Falls (Facebook page). • November – Leo Da tested his electric locomo ve, Ampere, along the Saratoga, Mount McGregor and Lake George Railroad. It is said to be the first standard gauge electric locomo ve to be built in the country. 1885: • July 23 – President Ulysses S. Grant dies of throat cancer at the co age on Mount McGregor. He spent the last five weeks of his life here wri ng his memoirs. 1890: • Grant Co age opened to the public as a historic site for the first me. • Moreau popula on: 2,698 1892: Ellis Island becomes chief immigra on sta on of the US. 1893: • March 6 – Hotel and railroad property on Mount McGregor sold at auc on. 1897: • December – Hotel Balmoral burns down. 11 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 1907– 1908: • “The Sandy Hill Bridge was the longest mul ple span, reinforced-concrete arch bridge in the world. Its design was also the first to employ the use of separately molded concrete blocks for decora ve purposes on the exterior spandrel walls, arch rings, and piers.” (Library of Congress) 1908: • Schoolhouse constructed in the Hamlet of Fenimore. Built of cement blocks, it was considered “state of the art” at the me. 1913: • “Sanatorium on the Mountain” opened by the Metropolitan Life Insurance Company for employees suffering from tuberculosis. July 1914 – November 1918: 1920: 1920s & 1930s World War I • Prohibi on starts • Third wave of the Spanish Flu Pandemic ends; one third of the world popula on has been infected (≈500 million), kills ≈ 50 million. • Finch, Pruyn Company turns to focusing on manufacturing newsprint and hanging paper. 1929: Stock Market crashes; Great Depression ensues, las ng twelve years. 1933: Prohibi on ends 1941: Pearl Harbor a acked; U.S. enters World War II 1945: 1945: • Sanatorium closed, converted to a facility for veterans transi oning back to civilian life. • Atomic bomb dropped on Hiroshima and Nagasaki. • Victory in Europe May 5, followed by Victory in Japan August 16. 1960: • State of New York converts the Mount McGregor property to the “Rome Developmental Center” for the developmentally disabled, later becomes the “Wilton Developmental Center”. 12 ______________________________________________________________________________________ DRAFT Town of Moreau Comprehensive Plan– September 2017 1961: • The Adirondack Northway (I-87) completed from US 9 to the Hudson River. Prior to its opening, Route 9 through Moreau was the primary route north to Lake George and the Adirondacks from the Capital Region and as far south as New York City. 1967: • Moreau Lake State Park is established through land acquired by the NYS Department of Environmental Conserva on. • August 31 – Construc on of Interstate 87 is completed, linking New York City to Montreal via connec on with A-15 at the Canadian border. July 1969: U.S. astronauts Neil Armstrong and Edwin Aldrin Jr. become the first men on the moon. 1971: • February 18 – Grant Co age is made a New York State Historic Site. 1975: • November – Residents of the Wilton Developmental Center are transferred from Mount McGregor to the new Wilton Developmental Center site. 1976: • “Rome Developmental Center” is acquired by the New York Department of Correc ons to become a minimum security prison. 1981: • Mount McGregor opens a por on of the prison for medium security inmates. 1986: • The Glens Falls Portland Cement Company donates the Parks-Bentley Place to the Historical Society of Moreau and South Glens Falls. November 1989: Berlin Wall falls, uni ng the city of Berlin for the first me since 1945 and symbolizing the end of the Cold War. 1994: • April 21 – The Parks-Bentley House, home to the Historical Society of Moreau and South Glens Falls, is added to the Na onal Register of Historic Places. 1997: • Moreau Recrea on Park renamed “Harry J. Betar, Jr. Recrea on Park” a er death of park commissioner instrumental in its crea on. 2000: • US popula on: 281,421,906 • Moreau popula on 13,826 2011: • The Royal Blockhouse property is acquired by the Archaeological Conservancy of Albuquerque, New Mexico. 2012: • The Royal Blockhouse site is added to the Na onal Register of Historic Places. 2014: • Moreau Farmland Protec on Plan completed. • July 26 – Mount McGregor Correc onal Facility closes. 2015: • May 5 – The New York State Office of Parks, Recrea on and Historic Preserva on (State Parks) announces that 750 acres of land from the Mount McGregor Correc onal Facility along with Grant Co age Historic Site. 13 DRAFT Town of Moreau Comprehensive Plan– September 2017 3. COMMUNITY VISION The vision for the future is positive as it seeks to build upon the strengths the Town of Moreau already has, and these strengths serve as the basis for all elements of the community vision that follow:              Moreau will function as an economic hub by attracting businesses of all types to employ its residents as well as encourage the growth of agriculture as a highly demanded market; The town will build upon its commitment to outdoor recreation by maintaining existing parks and encouraging the development of unique recreational facilities and trail systems along the Hudson River; The town will embrace its historic roots as a mill town along the Hudson and as a center point of two of the most influential wars in American history, the French and Indian War and the Revolutionary War, by incorporating such events into park signage and local promotional efforts; Moreau Industrial Park will thrive as an industry center of the 21st Century by having recruited diverse, innovative companies to meet today’s changing markets; The function of the Route 9 corridor as the town core will be enhanced through maximum utilization of the underutilized building stock and vacant lands as locations for businesses, residences, private and public service providers to prosper and meet the needs of residents not only from the town but across the wider region; Well-planned future development will be aggressively pursued and will serve to infill vacant properties and invigorate underutilized buildings; The town government will provide needed services and suitable infrastructure in an efficient manner and in support of the day-to-day needs of residents and local businesses; The Town of Moreau will provide adequate infrastructural services to its residents and businesses by extending sewer and water lines along Route 9 and to expanding, developing areas of town; Moreau will become a destination for its proximity to natural resources such as the Adirondacks as well as the continued support and expansion of outdoor recreational sites such as Moreau Lake State Park, other local parks and riverfront beaches, and its sections of an interconnected regional trail system; The neighborhoods on either side of the Route 9 corridor will continue to provide an attractive and charming quality for residents of all income levels, ages, and needs; Moreau will continue to have one of the largest agricultural land stocks in the county by conserving agriculturally viable land, managing subdivision growth, and providing farmers with the economic and local governing support to be able to expand their agribusinesses in unique and innovative ways by committing to farming as an industry vital to its future; Moreau will make the safety of its residents one of its highest priorities by ensuring emergency services are well equipped and funded and are also able to bring their services to all residents by maintaining year-round road access throughout the town; Furthermore, the town government will administer a local land use code that serves to manage and guide community development in a manner that conserves the unique qualities of the natural and built landscape while encouraging prudent and properly scaled growth. These outcomes, when considered in their entirety, constitute a holistic vision for the Town of Moreau and the means to effectuate this vision is embodied in the Comprehensive Plan that follows. 14 DRAFT Town of Moreau Comprehensive Plan– September 2017 4. PLANNING CATEGORIES Section A. Community and Economic Development Goals and priority initiatives for Community and Economic Development are intended to encompass a strategy to address the residents’ needs relating to socio-economic topics. For purposes of setting forth a realistic approach for improving the community and the local economy, topics covered under this section will include improved employment, growth of household income, business development, and local regulatory reform that, when achieved, improve the overall quality of life for the residents of the town. i.Introduction The intent of this section is to set forth a series of initiatives that are responsive to the goals and expressed needs of the residents as they relate to managed growth of the local economy and continued improvement of the overall community. Local Economy and Land Use pattern: The economy of the Town of Moreau is grounded in a diverse land use pattern generally comprised of industrial, commercial, institutional, residential, and agricultural land uses. The specific breakdown of the current land use classifications in the town are as follows: Table 1 Breakdown of Existing Land Use Land Use Classification 4,156 7,025 5,673 715 329 818 588 872 Percent of Total 16.7% 28.2% 22.8% 2.9% 1.3% 3.3% 2.4% 3.5% 4,728 24,908 or 38.9 sq. miles Acres ± 1. Agricultural 2. Residential 3. Vacant Land 4. Commercial 5. Recreation and Entertainment 6. Community Services 7. Industrial 8. Public Services 9. Wild, Forested, Conservation Lands, and Public Parks Total 70 3,441 717 153 6 59 8 33 Percent of Total 1.5% 76.1% 15.9% 3.4% 0.1% 1.3% 0.2% 0.7% 19.0% 34 0.8% 100% 4,521 100% Parcels Source: Saratoga County Real Property Tax Service – 2015 Land Use Classifications for the Town of Moreau A parcel-based map illustrating the breakdown of land use as summarized in the table above is shown on the next page. 15 DRAFT Town of Moreau Comprehensive Plan? September 2017 Land Use by NYS ORPS Classi?cation 2010 panel dal- by Smbgo County Planning Land Use - Residential Vacant Land - Commercial - Recreation and Entertainment Community Services - Industrial Public Services Wild, Forested. Conservation Lands and Public Parks Town of Lake Luzeme Town of Corinth City of Glens Falls Town of Queensbury . ml?: . .- 'n Town of Wilton Village of South Glens .a .1 a Town of Queensbury EAWWP Village of Hudson Falls 40 Long Alley 518/587-8100 Saraloga Sonngs 518/587-0180 New York 12866 com 1? almlm or addition to document Is a Violation of Sednon 7209 me New York Slde Education Law 0 lhe LA group 2017 Village of Fort Edward Town of Fort Edward Town of Moreau Comprehensive Plan Land Use Map Title Town of Northumberland 0.5 1 Miles Figure 2 16 DRAFT Town of Moreau Comprehensive Plan– September 2017 For reference purposes, the land classifications listed in Table 1 are defined2 as follows: 1) Agricultural – Property used for the production of crops or livestock; 2) Residential – Property used for human habitation; 3) Vacant Land – Property that is not in use, is in a temporary use, or lacks permanent improvement; 4) Commercial – Property used for the sale of goods and/or services; 5) Recreation & Entertainment – Property used by groups for recreation, amusement, or entertainment; 6) Community Services – Property used for the well-being of the community; 7) Industrial – Property used for the production and fabrication of durable and nondurable man-made goods; 8) Public Services – Property used to provide services to the general public; and 9) Wild, Forested, Conservation Lands, & Public Parks – Reforested lands, preserves, and private hunting and fishing clubs. The breakdown of existing land use in the Town of Moreau is fairly representative of a land use pattern of a suburban township. The characteristics of such a pattern include commercial land uses occurring in a linear pattern through arterial or collector road corridors (e.g. Route 9); residential land uses clustered in areas with favorable physical attributes (e.g. little or no slope, good soils, close proximity to goods and services); industrial land uses situated in areas with historically favorable resources (e.g. proximity to power, transportation corridors, etc.); and open spaces that have been retained under agricultural use or in areas with less suitable characteristics (e.g. steep slopes, poorly drained soils, proximity to wetlands). Somewhat unique to Moreau is the retained concentration of open space and agricultural land use across the southern section of the town. Agricultural land uses are favorably viewed among the residents of the town and have proven to be a stabilizing influence to overall character of the town in terms of the complementary qualities inherent with agriculture3. Agriculture tends to preserve open space while providing a significant contribution to the local economy through a range of employment opportunities and the production of highly desirable, locally grown products (e.g. fruits, meat, and vegetables). The support for and importance of the agriculture in the town is evidenced by the establishment of an “Agricultural District” encompassing the area referenced above that contains a predominance of farms or ag-related uses. New York State established agriculture districts in 1971 to protect and promote the availability of land for farming purposes. The program is based on a combination of landowner incentives and protections, all of which are designed to forestall the conversion of farmland to non-agricultural uses. Benefits that properties in state-certified Agricultural Districts receive are partial real property tax relief (agricultural assessment and special benefit assessments), and protections against overly restrictive local laws, government funded acquisition or construction projects, and private nuisance suits involving agricultural practices. The Agricultural District in Moreau extends across a significant portion of the southern section of the town and is comprised of 8,369± acres or nearly 34% of the overall area of the town. 2 Assessor’s Manual – Property Type Classification and Ownership Codes; New York State Office of Real Property Services; September 1, 2006. 3 Moreau Farmland Protection Plan – Preserving Our Heritage & Securing Our Future; 2014. 17 DRAFT Town of Moreau Comprehensive Plan– September 2017 In further recognition of the importance of agriculture, the town sponsored the development of the 2014 Farmland Protection Plan, which was officially adopted by the Town Board. The Plan provides definitive guidance as to how agricultural uses can not only be preserved but also reinforced. Therefore, the recommendations from this Plan will be fully incorporated into the town’s Comprehensive Plan and will serve as the resource for initiatives relating to preservation and advancement of agriculture in the town. In summary, the land use pattern in Moreau is well-established and generally serves the interests and needs of the residents well. Therefore, significant adjustments are not planned. However, as with most patterns of this circumstance that have evolved over a period of decades, there are points where land use characteristics conflict (e.g. a commercial use adjoining a residential use). Also, some commercial use areas are inefficiently designed and executed. A more efficient design emphasizing parcel infill would maximize existing areas without extending into vacant areas. In areas where there are use conflicts, improved buffering and densely vegetated screening can serve to mitigate noise and visual intrusions that contribute to conflicting characteristics. Lastly, a land use pattern that is balanced is essential to optimizing the quality of life for the residents as well as maximizing economic and financial performance. Therefore, the intent is to have existing commercial and industrial areas achieve full density (horizontally as well as vertically) so that the highest valuation is achieved. Also, maximum valuation of industrial/commercial property will proportionately balance the real property tax levy and shift the burden away from the residential segment of the land use pattern. Physical Qualities: The Town of Moreau has basic elements that are relevant to the continued improvement of quality of life for the residents of the community:  The town is geographically well-positioned within a growing region of the state;  The physical attributes of the town include: favorable topography and soils; a highly diverse ecology; a proportionately balanced land use pattern; ample room to grow the built environment while at the same time preserving agricultural lands and conserving natural resources;  Underutilized levels of commercial, industrial, and institutional land uses with a significant depth of opportunity for redevelopment through infill, building higher, and better use of existing areas.  A proven and successful approach to economic development at a county level that can be accessed to bring planned, responsive growth to the taxable base and expand employment opportunities in the town. The economic development agencies at the county level (Saratoga Economic Development Corp. [SEDC], the Saratoga County Industrial Development Agency [SCIDA], and the Saratoga County Prosperity Partnership [SCPP]) have a proven track record of successfully attracting business and industry as well as fostering new business startups. The expertise and services of these agencies should be leveraged to assist economic development efforts at the local level rather than duplicating services and inefficiently expending town resources. These attributes are key, foundational elements for goals/planning initiatives relating community and economic development. 18 DRAFT Town of Moreau Comprehensive Plan– September 2017 Population and Income: According to the 2010 decennial census, the population for the Town of Moreau totaled 14,728 persons in 2010. At this level, the town ranks 105 out of the 932 townships in New York State and Moreau is the sixth largest of the 19 towns in Saratoga County. A general review of the demographic data reveals that the Town of Moreau has demonstrated consistent growth for over 30 years. From 1980 through the latest census in 2010, the town has a decennial pattern of increasing population from 11,188 to 14,728 persons, an increase of 3,450 persons or 31.6%. This yields an annual average increase of 1.05% per year – a comparatively healthy average when compared to many other upstate towns. Accordingly, population growth is estimated to continue through 2050 with an estimated population in the town of 16,384 – an increase of 1,656 or 11.2% over a 40 year period yielding an average annual increase of .28%4. This estimate forecasts a slowing of growth – however, the details within the age cohorts of this estimate yield a more ominous forecast. The age cohorts for 15-24 age range and the 25-34 age range both indicate continued declines off the peak level reached in 1990. While the age ranges from 35 to 75 and older show significant increases, particularly in the age ranges over 55. These trends are relevant in that economic and community development goals can be formulated and initiatives can be shaped to diversify growth across the age ranges, particularly among young adults as productive workers in the local economy, while ensuring that the needs of the growing elderly population are addressed. The rise in the median age of the town population points to a need to accommodate services that are well suited to older residents of the town. Provisions for increased mobility and convenient accessibility throughout the built environment are examples of attributes that can be considered within forthcoming site designs for residential and commercial projects that are reviewed through the site plan review process. Town-wide accessibility could be accommodated by increased pedestrian access from parcel-to-parcel and extended linkages to destinations across the residential and commercial areas of the town. In lieu of the dynamics demonstrated with the forecast of overall population, data relating to households demonstrates similar trends. The overall number of households has grown from 4,580 in 1990 to 5,694 in 2010 – an increase of 1,114 households or 24.3%. This trend is anticipated to continue with 6,599 households forecast for 2050 – an increase of 905 or 15.9%. However, the persons per household has declined and this decline is anticipated to continue through 2050 as there were 2.65 persons per household in 1990, 2.5 persons per household in 2010, and the forecast is for the persons per household to drop further to 2.4 by 20505. Regarding income per capita, income is estimated at $27,834 (with a margin of error [MOE] estimated to be ±$1,750) for 2014 and median household income is estimated at $59,317 (with an MOE of ±$3,107)6. Comparatively, the per capita income for Saratoga County in 2014 was $35,860 (MOE of ±$537) and New York State the per capita income was $32,829 4 Capital District Regional Planning Commission (CDRPC) Community Fact Sheet as available at http://cdrpc.org/wp-content/uploads/2015/05/Town-of-Moreau 5 Capital District Regional Planning Commission (CDRPC) Community Fact Sheet as available at http://cdrpc.org/wp-content/uploads/2015/05/Town-of-Moreau 6 Ibid as per the 2010-2014 American Community Survey Income Data 19 DRAFT Town of Moreau Comprehensive Plan– September 2017 (MOE of ±$135). The median household income in 2014 for Saratoga County was $70,581 (MOE of ±$1,555) and for New York State the median household income was $58,687 (MOE of ±$207). Therefore, income in the town exceeds the median household income of New York State but lags the per capita income for the State and the per capita and household incomes levels of Saratoga County. It is understood that Saratoga County is somewhat of an outlier however, in lieu of the comparative data, and community and economic development goals and initiatives should focus on the growth of incomes for town residents, which are more in line with incomes in Saratoga County. In summary, the Town of Moreau has experienced population growth over a sustained period of time. This growth, although expected to slow to some degree, is anticipated to continue through 2050. Household income levels demonstrate comparative strength to state and county levels. However, a more detailed assessment among population age cohorts reveals that the growth will occur almost exclusively among middle aged adults and the elderly with outright contraction forecast among younger adults and children. Although direct and immediate control over a community’s population is not possible, the town can influence the tendencies of growth over time through a well-planned and sound regulatory program for managing land use at the local level. Communities with responsive and balanced land use controls are likely to be attractive places to in which to live, work, and recreate. Therefore, it is suggested that the development of revised land use regulations be done with consideration to the quality and responsiveness of land use changes as they occur. Regulatory and Administrative Conditions: The primary means by which the Town of Moreau can impact community and economic development from a regulatory perspective is through the administration of the zoning chapter of the Town Code. The ordinance contained in this Chapter was originally adopted in January of 1989 with various revisions and amendments occurring among selected sections over time. Due to the age of the original ordinance and the quickly evolving nature of land development, the current ordinance is the increasing focus of comments from residents concerning its adequacy to properly manage and direct land use. Therefore, a complete revision of the entire zoning chapter of the Town Code is suggested. An attempt was made to revise the chapter in 2009 and meaningful work was done to the point where an entire revised chapter was drafted. However, the effort fell short of completion and the revision was not adopted. Despite this, much good work was done during that effort and could serve as a source document for a fresh zoning revision effort. Additionally, the town has held several informal meetings among interested residents and members of the Town Planning Board, Zoning Board of Appeals, and Town Board to discuss areas where current zoning regulations could be improved and suggest some general concepts for revision. The summary of these discussions should be reflected in the revision of the Zoning Chapter. In summary, the current zoning chapter is dated and is increasingly deficient in keeping pace with the changing landscape of the community. Additionally, a revised zoning ordinance could positively influence future land use through expanding economic opportunities through the encouragement of infill of existing developed areas while emphasizing preservation of agricultural lands. 20 DRAFT Town of Moreau Comprehensive Plan– September 2017 Economic and Community Development Planning and Programming: The Town of Moreau has consistently identified several key areas of the town with suitable attributes for commercial and industrial development and/or redevelopment. The 2008 Comprehensive Plan lists business recruitment into the following areas:  Route 9 corridor;  The area around the exit 17 interchange with I-87 (the Northway);  Moreau Industrial Park; and  Route 197 corridor. These areas remain as the focus for economic development efforts. However, the prior plan referenced execution of a strategic business recruitment effort through an economic development coordinator. The prospect of establishing this position within the town government and incurring the added expense to fully fund the ancillary costs to properly undertake an economic development program has proven to be untenable in lieu of current budgetary considerations and the implications of the cap on real property taxes as imposed by New York State since the adoption of the last the comprehensive plan. In addition to the prior initiatives relating to commercial and industrial development/redevelopment, the town’s Farmland Protection Plan documents the importance of agriculture to the local economy and the opportunities that exist to expand the role that agriculture can plan in the local economy. Based upon the findings of this plan, commercial development/redevelopment initiatives should include support of complementary projects that reinforce the long-term viability of the farms in the community. Such initiatives might include establishment of local markets or “food hubs”, distilleries, sap processing with wholesale/retail sales, food processing and distribution, etc. Therefore, the concept of recruiting new business and industry into the town remains as a high priority. However, the program pursued to fulfill this initiative should be altered to productively utilize the economic development agencies that exist on a county-wide level. Saratoga County is one of the most economically robust counties in New York State with a long track record of business recruitment accomplishment. These experiences have great application to meeting the economic development needs in the Town of Moreau. Additionally, the concept of partnering with the existing economic development agencies makes more efficient use of available resources and will ultimately convey a more unified regional effort to prospective businesses or industries. In summary, it is recommended that an invitation be extended to the SEDC, the SCIDA, and the SCPP to join with town officials on a strategic and focused business and industry recruitment effort that targets businesses with needs that are well-suited to the attributes of the available sites in the Town of Moreau. ii.Goals The goals relating to community and economic development are as follows:  Adoption of new zoning chapter of the Town Code that encourages infill development of existing residential, commercial and industrial areas while addressing the methods to protect and expand agricultural uses as itemized in the town’s Farmland Protection Plan; 21 DRAFT Town of Moreau Comprehensive Plan– September 2017     Maintain and reinforce the proportionate balance of land use as demonstrated in in Table 1 while preserving the integrity of residential neighborhoods and agricultural lands; In recognition of the importance of agriculture to the Town of Moreau, devise a land use regulatory program that encourages agricultural production and “ag-related” businesses to thrive in the town; Implement a revised zoning ordinance that emphasizes a balanced approach to managing future land uses which will result in proportionate increases in the town population of all age cohorts, and a range of employment opportunities among varied businesses and industries as well as encourages local entrepreneurship; As a result of utilizing available economic development programs and tools at the county and state level, recruit business and industry to existing commercial and industrial areas as the means to achieve the desired increases in population, employment opportunities, and continued balance in the land use pattern of the town. iii.Priority Initiatives/Next Steps The priority initiatives/next steps relating to community and economic development are as follows: 1) Adopt the update to the Comprehensive Plan beginning in late 2017; 2) Upon adoption of the comprehensive plan, begin the process to immediately revise the zoning chapter of the Town Code. The newly adopted Comprehensive Plan and the town Farmland Protection Plan should act as resources to shape the revisions made to the zoning ordinance. The new Zoning Chapter is to be completed within one year from the date of commencing the revision process; 3) Appoint a task force comprised of town officials and local business persons for the purpose of developing a concise and focused strategic plan for business recruitment and development. The plan should speak to specific initiatives outlining the types of business and industry to be recruited and assign roles and responsibilities for task accomplishment. The resulting document is to be completed within one month from the task force appointment date; 4) Meet with representatives from each of the county economic development agencies to present the strategy and discuss timelines for completion of plan elements. It is anticipated that this will be the first step in an ongoing process with regular contact and communication to fully implement all the plan’s elements. 22 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section B. Recreational Resources, Facilities, and the Arts Goals and priority initiatives for Recreational Resources, Facilities, and the Arts are intended to encompass a strategy to address town needs as they relate to the public parks and facilities that are within the Town of Moreau. Such topics include establishing new facilities and maintaining and undertaking capital improvements to existing facilities in a manner that is responsive to the recreational interests of the residents. A brief summary of the public recreational facilities accounts for a wide range of recreational opportunities available in the town. i.Introduction The Town of Moreau has demonstrated a strong commitment towards the fulfillment of enriching and diverse set of recreational opportunities for the residents of the town. The town is host to the following recreation parks/facilities:  Harry J. Betar, Jr. Recreational Park – Accessed via Lenox Boulevard, this active recreation park is an expansive municipal park consisting of approximately 105± acres with five tennis courts, a basketball court, eleven ball fields, three dedicated multipurpose fields, and acres of grounds for junior/training soccer-football-lacrosse fields. Four of the ballfields are dedicated softball fields with skinned infields, fenced outfields, and covered dugouts. Three baseball diamonds have grass in-fields, 200 foot fenced outfields, and covered dugouts. The facility has one senior sized regulation baseball field. In addition, the facility has pavilions, concession stands, and on-site parking to further complement recreational uses.  Sandbar Beach – Accessed via Beach Road, this facility provides public access for swimming in the Hudson River. The beach is situated on the riverfront portion of a 54± acre parcel owned by the village of South Glens Falls. The town and the village jointly manage the beach for the benefit of their residents. In addition to the beach, the facility includes a small bathhouse and on-site public parking. The overall facility is somewhat dated and the communities are interested in making improvements to the bathhouse and beach area.  Betar Byway/SGF Beach Bikeway – The Betar Byway is a paved path that follows the shoreline of the Hudson River in the village of South Glens Falls for approximately .6 miles. The South Glens Falls (SGF) Beach Bikeway extends an additional 1.3 miles and consists of a gravel road on a wooded bluff overlooking the river. The entire trail system takes the user through mixed woods, riverfront, a small wetland area, and the Sandbar Beach. Additionally, the trails provide a pathway through several types of bird habitat.  Moreau Lake State Park – The park is located in the southwestern area of the town along Old Saratoga Road with frontage on the Hudson River, and lies amid hardwood forests, pine stands, and rocky ridges. The Park features picnic grounds and a pavilion overlooking the Moreau Lake. Wooded campgrounds offer facilities for group campers as well as tent and trailer sites. Two pavilions, each with a 120-person capacity and a 20'x30' tent accommodating up to 75 people, may be reserved. Regarding recreation amenities, the park includes a sandy beach, nature, hiking and cross-country ski trails, hunting (seasonal), fishing, ice fishing, and opportunities for boating. In the summer, beach lounges, beach umbrellas, and fishing gear can be rented. In the winter, snowshoes are available for rent daily. In addition to the existing recreation facilities listed above, the town is in fulfillment of the planned initiative from the 2008 Comprehensive Plan to provide more public access to extensive linear frontage on the Hudson River. The town is working in a collaborative 23 DRAFT Town of Moreau Comprehensive Plan– September 2017 manner with the NYS Department of State, Division of Coastal Resources to undertake the development of a master plan for a new town park on the shores of the Hudson River. Specifically, the park would be located predominantly on town-owned and state-owned land on Farnan Road and will emphasize passive recreation through establishment of a trails network. The trails will afford access to dramatic views up and down the river while providing opportunities to observe the abundant habitat of a myriad of flora and fauna that exist in this section of the Hudson River Valley. Another recreation plan developed as an outgrowth of the Town Comprehensive Plan was the “2015 Big Boom Road Trail Concept Plan” (see Figure 4). This plan set forth a concept for development of a system of trails that extended across the town from the Moreau Lake State Park to the west along the Hudson River into Warren County (town of Queensbury) and connecting to the Champlain Canalway Trail along Dike Road to the east. In addition to the primary trail alignment, the plan also envisions a series of tributary trails including a trail known as the Hudson River Trail that would link many of the residential neighborhoods in the town to a broader, regional trail system. The plan was inclusive of an analysis of alternative alignments and a “planning level” estimate of cost for each alternative. The alternative conceptual alignments should be reviewed as subdivisions and proposed as the subdivision review process represents an opportunity to reserve right-of-way for trail segments. If easements can be secured through the subdivision process, it may be possible to successfully implement vital segments of the system as proposed. To keep pace with the added demand for recreation that originates from added dwelling units and newly created building lots, the town, through the administration of subdivision regulations and the site plan review procedure as outlined in the Zoning Chapter (section 149-43.1), has implemented a program that either considers the dedication of new lands for recreation or, in lieu of land dedication, assigns a fee on a per residential unit or lot basis for new residential projects or subdivisions. Since the implementation of this program in 2006, the town has compiled a dedicated recreation fund with a balance of approximately $200,000. The town has taken a pragmatic approach to uses of fund proceeds as needs arise for major improvements or added capacity and activities. 24 DRAFT Town of Moreau Comprehensive Plan? September 2017 Legend - Park Town of Lake Luzerne Moreau Lake State Park ?1 Town of Corinth Town of Queensbury Nolan Road Boat Launch Town of Wilton Sandbar Beach City of Glens Falls Village of South Glens Falls Town of Northumberland Town of Queensbury tiic ?7 TENT: ?drtTEHQward?Rd Village of Hudson Falls Betar Park Village of Fort Edward Town of Fort Edward 1 The LA GROUP kr-Hunmrr Imp u-pr It 40 Long Alley 518/587-6100 Saratoga 518/587-0180 New York 12356 Incl-group tom Unauthonzed alteranon or addition to thus document vs a violation of Section 7209 of the New York Stale Education Law ?lhe LA group 2017 Town of Moreau Comprehensive Plan Public Parks and Recreation Areas Title 0.5 1 Figure 3 25 DRAFT Town of Moreau Comprehensive Plan– September 2017 Figure 4 Figure __ - Big Boom Trail Concept Map 26 DRAFT Town of Moreau Comprehensive Plan– September 2017 In addition to linking neighborhoods and recreation areas via a trail network, consideration should also be given to linking destinations throughout the town’s Agricultural District. In addition to the attractiveness of the overall setting, there are numerous opportunities to frequent one of the numerous agriculturally related destinations (e.g. road side farm stands, riding stables, etc.). In order to fully realize the potential for a town-wide trail network, crossing of Route 197 would need to be overcome. In summary, the Town of Moreau, through existing recreational facilities, offers a full range of recreation activities than span from active, court-based sports to passive activities in preserved areas in a natural state. Additionally, the town has completed a master plan for a new passive park on the shores of the Hudson River that will fulfill a principal goal of expanding public access to one of the town’s most prominent natural features. Therefore, the needs relate to adequate maintenance and oversight of these facilities, providing capital improvements to Sandbar Beach, and undertaking the development and construction of Phase One as specified in the master plan for the Hudson River Park. ii.Goals The goals relating to recreational resources, facilities, and the arts are as follows:  Build upon the range of public recreation activities available in the town by improving existing facilities and initiating the development of the Hudson River Park;  Develop a long-range plan and associated approach to constructing capital improvements for the provision of a town-wide trail network that extends across the town’s Agricultural District and links with other trails systems in the region. iii.Priority Initiatives/Next Steps The priority initiatives/next steps relating to recreational resources, facilities, and the arts are as follows: 1) Develop an outline of a capital improvement program for town-owned recreation facilities in Moreau that takes into consideration:  The degree of need based upon feedback from the residents;  Existing conditions of major recreation elements and equipment;  Overall useful life and an estimate for remaining service life;  The anticipated ratio between cost and benefit;  The opportunity to leverage funds as available through state and federal programs to extend the impact of local funds expended for agreed upon improvements or new facilities. 2) Begin implementation of the capital improvement as described above – examples of improvements include:  Implementation of Phase I of the Hudson River Park Master Plan. This step may include application of funding through the Local Waterfront Revitalization Program which is part of the NYS Consolidated Funding Application process that is conducted on an annual basis;  Identification of trail segments and types (dedicated off-road where available and road side where necessary) that will contribute to establish of a town-wide system of bike/pedestrian trails; 27 DRAFT Town of Moreau Comprehensive Plan– September 2017   Working with the village of South Glens Falls as well as interested residents from both the town and the village to finalize an improvement plan for upgrading the facilities at Sandbar Beach; and Prioritize and implement other agreed upon improvements/additions among the town’s recreational facilities. 28 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section C. Geography, History, and Cultural Resources Goals and priority initiatives for Geography, History, and Cultural Resources are intended to recognize and reinforce those elements of a community that are inherently unique – the location of community in a region, the naturally occurring elements by virtue of this location, and the people and occurrences that have shaped the town’s existing character. i.Introduction Geography: Moreau is situated along the Great Bend of the Hudson River and is the most northerly town of Saratoga County. It is bounded on the north and east by the county line, on the south by Northumberland and Wilton, and on the west by Corinth and the county line. The peaks of the Palmerton Mountains frame the western edge of Moreau, while the central and eastern portions are hilly, with numerous creeks running through picturesque ravines. The southern part is drained by Snoek (or Snook) kill and its tributaries. Other small streams flow northerly and easterly into the Hudson River, which is grandly picturesque at this point. Many rapids and falls in this stream afford excellent waterpower, which has been developed to a remarkable extent. The scenery among the mountains in the western part of the town is magnificent, rivaling the wilder part of the Adirondack Mountains, of which these heights are a part. There are numerous small but picturesque lakes and ponds in the town. The Canadian-Pacific (CP)/Amtrak railroad crosses the southeastern section of the town from southwest to northeast. The geographic characteristics of the town– its location within the region in close-proximity to key physical attributes such as the Hudson River, rich soils well suited to agriculture, and varying terrain – have played a definitive role in establishing the identity of the town. Community History: As a community in upstate New York, the Town of Moreau has history dating back to colonial settlements that pre-date the founding of the country. Some of the historical landmarks within the town of are widely known. These include:  Grant’s Cottage – the last home of Ulysses S. Grant, former president and army general of the Union Army. Grant spent the last weeks of his life there finishing his memoirs prior to his death on July 23, 1885. The cottage is on the State and National Register of Historic Places;  Parks-Bentley House – the house was built circa 1840 and is a 2-story, brick residence in the late Federal / early Greek revival style. It sits on a hand-dressed limestone foundation and full basement. It is on the State and National Register of Historic Places and is home to the Moreau Historical Society;  The Royal Blockhouse – is a historic archaeological site that was the site of a three-story, 90-feet square, and blockhouse constructed in 1758 as part of the Fort Edward / Rogers Island complex. The Blockhouse was built during the French and Indian War and was part of England’s largest fortification in North America during the war. Early History from Founding thorough the 19th Century: The earliest settlement in town probably was made at South Glens Falls in 1766 by Elijah Parks and his sons. The former built a saw mill at that point, the first mill of any kind in town. Tories and Indians attacked his home in 1777 and Elisha, one of his sons, was mortally 29 DRAFT Town of Moreau Comprehensive Plan– September 2017 shot. The Jones family (one of the sons of which, David, was the betrothed of Jennie McCrea) located on the river bank in the southern part of the town before the Revolution. Captain Tuttle lived about the same time at the mouth of Snoek Kill. A man named Marvin was the first settler at Fortsville in 1794. Edward and Elijah Dunham and Holly St. John were the first settlers at Clark’s Corners. A man named Hamilton built the first grist mill around 1800. Abel Crandall had the first tavern in 1797. The first church in town (Baptist) was built in 1792. From the 18th century and into the 19th century, the area that now comprises the Town of Moreau was a collection of settlements and hamlet centers. Many of these named places informally endure as identifiers of undefined hamlets, neighborhoods, or roadway corridors:  FEEDER DAM, in the north part of the town, contained two large saw-mills, cutting annually about fifteen million feet of lumber. Something of a “village” had grown at this place, consisting of 25 to 30 dwellings;  FORTSVILLE, to the southeast was a fine rural village. It had a Methodist church, a store, several mechanic shops, a grist-mill, and perhaps 25 dwellings;  CLARK'S CORNERS, was near Fortsville and contained a “friends' meeting house”, a cheese-factory, and a few dwellings. It derived its name from the noted physician and temperance-worker who lived there for many years;  MOREAU STATION no longer exists, but it was a stopping-place at one time on the Rensselaer and Saratoga railroad;  REYNOLDS' CORNERS took its name from the early settlers of that name. Before the opening of the railroad system of the country, it was along important lines of travel by stage. With territory derived from Northumberland, the Town of Moreau was organized as a town on March 28, 1805 and was named in honor of Marshal Jean Victor Moreau who visited this country in 1804 and 1805. He had participated largely in public affairs in France and been prominent in the wars which had desolated that country. Being compromised by some real or suspected plot against the government, he was exiled and passed the years 1805 and 1806 in the United States. After being called back to Europe by Russian Tsar Alexander I to become a military advisor, he re-entered the army and died of wounds received at the battle of Dresden, Sept. 2, 1813.7 The growth of the town through the 18th and 19thcentury was derived from the basic attributes of the natural landscape. In general terms, the southern and eastern portions of the town are fertile and agriculture was pursued with success. The predominance of agriculture in this section of the town continues and is the basis for its formal designation as an Agricultural District. In the northern part of the town, the predominant uses were derived from the presence of the Hudson River and natural transportation and energy that grew from its flow. As a result, lumbering, milling, and manufacturing enterprises became established along the shoreline of the river and in close proximity to Wings (Glens) Falls across the river to the north. The historical development pattern is reflected today with commercial, residential, and industrial uses oriented to the northern and central part of the town, while agricultural and open space is predominant in the western and southeasterly sections of the town. 7 Brief History of the Town of Moreau; http://www.townofmoreau.org/historical_society.asp 30 DRAFT Town of Moreau Comprehensive Plan– September 2017 Notable Events during the 19th and 20th Century: The Town of Moreau has grown steadily since the early part of the 19th century when the town population was a predominantly rural community of over 1,500 people (1,549 persons in 1820) 8 to a diverse suburban community of 14,728 by 2010. 9 This Comprehensive Plan cannot detail each and every historic event, but rather several notable events are highlighted as a cross section of influential occurrences that have contributed to shape the community. Paper Manufacturing: During the period from 1865-1890, Jeremiah and Daniel Finch along with Samuel Pruyn purchased the Glens Falls Company mill and formed Finch, Pruyn Company. Soon after, they acquired the Wing Mill, where Finch Paper mill sits today. The company initially manufactured lumber, canal boats, lime, and black marble, which had the honor of being incorporated into the Washington Monument. During the 1920’s and 30’s, the company turned its focus to manufacturing newsprint and hanging paper. Various improvements were made to the mill up through the 21st century during which the mill focused on the manufacturing of paper for envelopes, maps, greeting cards, gift wrap, lace paper, box liners, and labels. Today the mill produces high-bright, business-grade paper and ink jet substrates. The industrial development on the south side of the Hudson River at the falls largely mirrored that on the north side with lumber and other woodworking mills, a grist mill, and stone works predominating. By 1862, the largest of the South Glens Falls mills was the Glens Falls Paper Mill. It was established in 1862 and by 1884, the year after a major fire in the mill, the Glens Falls Paper Mill Company consisted of a large complex of buildings paralleling the Hudson River. Eventually, even prosperous firms such as the locally-owned Glens Falls Paper Mill were taken over by larger interstate firms such as International Paper Company. The International Paper Company continued to operate the South Glens Falls mill, which became known as the Glens Falls No. 1 mill, until about the 1930s when the facility was acquired by the Marinette Paper Company. Marinette became Scott Paper which closed the plant in 1956. The Patrician Paper Company operated there from 1958 to 1978 when Crown-Zellerbach became the owner. In 1986 Crown-Zellerbach sold to James River, which subsequently sold to Encore Paper, in 1992. Today the mill is owned by SCA Tissue North America and predominantly produces tissue-grade paper. Due to the relatively close proximity of high quality pulp derived from the forest preserves of the Adirondacks and the naturally derived energy from the Hudson River, manufacturing paper was established and thrived in the northern part of Moreau. These industries provided vital employment for the residents of the community to prosper and served as the foundation for much of the community as it exists today. Interstate Route 87 – the Adirondack Northway: Interstate 87 (I-87) is a 333± mile-long interstate highway and is part of the main highway between New York City and Montreal. The highway begins in the Bronx borough of New York City, just north of the Triborough Bridge. From there, the route 8 US Census Bureau – Decennial Census 9 Ibid 31 DRAFT Town of Moreau Comprehensive Plan– September 2017 runs northward through the Hudson Valley, the Capital District, and the easternmost part of the North Country to the Canadian border in the town of Champlain. I-87 was assigned in 1957 as part of the establishment of the Interstate Highway System. At a cost of $208 million funded through 90 percent federal funding and 10 percent from New York State, I-87 north of Albany is known as the “Adirondack Northway”. The Northway segment was started in 1957 and by 1966, I-87 extended as far north as Lake George Village where it crossed over Route 9 at Exit 17 in the Town of Moreau and Route 9N at Exit 21. Prior to its opening, Route 9 through Moreau was the principle route leading northward through Glens Falls to Lake George, and beyond to the eastern Adirondacks. The development of the Northway is an important event in the history of the Town of Moreau as the design of the interchange with Route 9 at Exit 17 provided critical infrastructure that would affect the future development of the town. The “cloverleaf” configuration of this interchange (one of the two configurations of this type for highway segment north of Albany) is a clear indication that traffic planners were anticipating high traffic volumes at this intersection of Route 9 and the newly constructed interstate highway. The segment of the highway from Exit 17 to Exit 21 was constructed as the “Glens Falls Bypass” as a means to alleviate the backups that occurred on Route 9 from South Glens Falls to Lake George during the summer months. The cloverleaf configuration allowed for a smooth flow of traffic onto and from the bypass. However, fifty years later this circumstance is contributing to traffic volumes on Route 9 that exceed 19,500 annual average daily trips (AADT) on the route10 making Route 9 a principle arterial for the movement of people and freight. The Moreau Lake State Park: In 1961, the State Conservation Department, better known as the Department of Environmental Conservation (DEC), began acquiring land in the Town of Moreau under a Bond Act to create a public campsite. By 1967, approximately 600 acres had been acquired and Moreau Lake State Park was established. This new park was transferred to the Capital District State Park Commission. When the Division of Parks and Recreation was separated from the Conservation Department in 1972, administration of Moreau Lake State Park became the responsibility of the Office of Parks and Recreation, which is now known as the Office of Parks, Recreation, and Historic Preservation (OPRHP). Later, acquisitions increased the park’s acreage to just under 900 acres. In 1998, New York State acquired over 3,200 acres from the Open Space Institute (OSI) and Niagara Mohawk. The Department of Environmental Conservation acquired the parcels in Warren County that equal 1,320 acres and OPRHP acquired the 1,920 acres within Saratoga County. Through a Memorandum of Understanding (MOU) DEC agreed that the 1,320 acres they acquired would be managed and operated by OPRHP as part of Moreau Lake State Park. This more than tripled the size of Moreau Lake State Park. Moreau Lake State Park is now the tenth largest State Park in New York’s park system and the largest park in the Saratoga-Capital District Region11. 10 NYS Department of Transportation; Traffic volume for Route 9 at the junction with Route 197 for the Year 2014; Traffic Volume Report – July 22, 2015. 11 Friends of Moreau Lake State Park - http://friendsofmoreaulake.org 32 DRAFT Town of Moreau Comprehensive Plan– September 2017 The Moreau Lake State Park has evolved into one of the premier multi-use parks/conservation areas in the entire region. As such, its attraction as a destination for users across the age spectrum will continue to grow. In summary, the history of the town is rich and diverse and is a key element to the establishment of the community’s unique character. Therefore, this history and diversity should be celebrated and reinforced in future planned initiatives. ii.Goals The brief accounting of the history of the Town of Moreau as outlined above underscores the prominent nature past events have played in defining the identity of the town. Therefore, the goal is to reinforce the history of the town in celebratory manner that will regularly convey the importance of these events to the residents of the community and the wider region. iii.Priority Initiative/Next Steps The priority initiative/next steps relating to geography, history, and cultural resources are as follows: 1) Recruit residents of the town to serve on a History and Cultural Events Committee to develop ideas, events, and/or festivals themed in a manner to recognize the history and culture of Moreau; 2) Develop, schedule, and conduct an annual community-themed event/festival for the enjoyment of the residents. The event would include entertainment, food, arts, crafts, and performing arts themed to recognize and mark the historical events, sites, and persons of the town. The event would be a means for the residents of the community to come together both in planning and execution of the event as well as in attendance to celebrate and preserve the unique attributes of the town. At the same time, this event is intended to build the spirit of “community” and friendship among the residents. 33 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section D. Commercial and Industrial Facilities Goals and priority initiatives for Commercial and Industrial Facilities are fundamentally important aspects of a community’s plan. Commercial and industrial facilities provide opportunities for employment, contribute more to a community’s tax base then they demand in services, and provide the means for the public to access goods and services. The characteristic relating to the community tax base is particularly important as commercial and industrial land uses that are developed to an optimal level with maximum valuation can effectively reduce the amount of real property tax levy extracted from owners of residential parcels in the town. Therefore, quality and productivity of land area dedicated to commercial and industrial is a vital consideration in the overall land use pattern of the town. This is not to say “over development” of commercial and industrial space is preferred, rather, land area used for these purposes must be used firstly, in a manner that is consistent with public input, but is also efficiently so that maximum value is realized. i.Introduction Commercial Facilities The existing commercial facilities or land uses in the town are primarily concentrated along the Route 9 corridor and the interchange with I-87 (the Northway). This pattern also corresponds with the Town Zoning Map. This pattern of commercial land use is typical of a suburban development pattern where dependency is upon vehicular travel as the primary form of transportation. This is particularly evident in a large and expansive town such as Moreau where points of origin and destination are separated by miles across town or even further into neighboring towns and counties. Therefore, the pattern is linear in nature with comparatively shallow depth from the public right-of-way (ROW) – basically the depth of the lot fronting on the ROW. From an overall area standpoint, existing commercial uses comprise 715± acres (approximately 2.9% of the land area) on 153 parcels (approximately 3.4% of the overall number of parcels). This level of commercial concentration is typical among townships in upstate New York and is of sufficient size and capacity to meet the needs of the residents. The principal need rests with the regulatory treatment of commercial uses within the town. The land use schedules which serve to direct the type of development have not kept pace with the changes that have occurred with commercial land use both in terms of the specificity of the schedules and management tools needed to guide the shape and appearance of projects as they are reviewed. Further needs rest with the density of development. In deference to the reference above concerning the efficiency of how commercially zoned parcels are utilized, the resulting effects on valuation, and the far reaching implications these valuations may have on how real property tax revenue is derived, vacant or underutilized commercial land area needs to be utilized to its fullest potential. Under the current conditions, much of the land area within commercial zones must be utilized for provision of individual septic systems and associated leach beds. The current approach diminishes the value, as land area dedicated to the provision of a septic system is not being used for additional building space. Therefore, the need for a public sewer within the commercial zone – particularly along Route 9 – becomes apparent. 34 DRAFT Town of Moreau Comprehensive Plan? September 2017 Legend - Existing Commercial Land ['39 - Existing industrial Land Use Commercial and Industrial Zoning Boundaries Land use data provuded by Saratoga County Planning. 2016 Zoning data sourced from Town of Moreau Zoning Map. 2014 Town of Lake Luzerne Town of Corinth City of Glens Falls Town of Queensbury Salfridge Rd ciark Rd Town of Wilton Town of Queensbury Village of Hudson Falls Village of South Glens M-1 Electric Dr Village of Fort Edward M-1A Town of Fort Edward Swee? Rd I 3 3 "dot Rd 2 a A 90 Ir Town of Northumberland The "I?ll 40 Long 518/587?8100 Saratoga Springs 518/587-0180 New York 12866 wwlnolagioup com Unauthorized alteration or addition to this documenl Is a violation ol Searon 7209 ofthe New York 8130. Education Law ?ihe LA group 2017 Town of Moreau Comprehensive Plan Commercial and Industrial Zoning Map Title Ti 0 0.5 1 Miles Figure 5 35 DRAFT Town of Moreau Comprehensive Plan– September 2017 Industrial Facilities The industrially utilized areas of the town are regulated under three (3) zoning districts: Manufacturing 1 and 2 (M-1 and M-2) and General Manufacturing and Industrial. Geographically, the areas where industrial uses are concentrated are dispersed throughout several areas of the town. The concentrations occur basically in three areas: in the northeasterly portion of the town around the Moreau Industrial Park, an area to the southeast along the Hudson River, and an area to the south of the interchange with the Northway at exit 17. Among these areas, the Moreau Industrial Park continues to represent the leading area for future industrial development. The Park is located at the intersection of Farnan Road and Blue Bird Road and is approximately 217± acres in area and was originally platted to contain 22 building lots. To date, the Park has seen occupancy by one company (Momentive Chemicals) with the remaining lots in the Park vacant. The Park is developmentready and has the following attributes12:       Niagara Mohawk Power Corporation electric substation is located adjacent to Park; 115 kV transmission service and 13.2 kV 3 -phase distribution service; 6 inch high-pressure natural gas lines are available; Electric and gas services can be altered to meet tenant needs; 8 inch forced sewer and 12 inch water main with storm water management; and 5 million gallons of process water per day can be made available. From an overall area standpoint, existing industrial/manufacturing uses in town comprise 588± acres (approximately 2.4% of the land area) on 8 parcels (approximately .2% of the overall number of parcels). This level of industrial/manufacturing use is somewhat misleading as the town has a significantly larger amount of land area and parcels within one of the three industrial/manufacturing zoning districts, but is currently vacant and not classified as “existing”. As with the general need identified for Route 9 as a principal commercial corridor, the industrial areas of the town could be most efficiently utilized if municipal water and sewer were present. Competition among communities for industrial/manufacturing employment is keen, and the lack of sewer places the corridor is a competitive disadvantage when developers consider the comparative costs of available locations. Home-based Businesses Homes based businesses, sometimes referred to as “cottage industries”, “home occupations”, or “micro-enterprises”, are increasingly important as a source for commercial growth and as such are increasingly important land use elements of the local economy. Such business formats are the incubators of what can become businesses of regional, state, or even national importance. Furthermore, they can make significant contributions to the local economy in terms of goods and/or services produced and sold and in terms of employment. In recognition of these attributes, the town is desirous of providing favorable conditions and a regulatory framework that will allow for varying levels of home-based businesses. As the makeup and type of these businesses can vary or change as they evolve over time, the 12 Town of Moreau Web page; http://www.townofmoreau.org/industrial_park 36 DRAFT Town of Moreau Comprehensive Plan– September 2017 framework that manages them needs to be flexible with parameters that reflect the scale or intensity of the home business as it exists or as it is proposed. ii.Goals The goals relating to commercial and industrial facilities are as follows:  Through an active partnership with the county-level agencies that exist to promote economic development and expand the local economy, continue to recruit business and industry that are well suited to the physical make-up (parcel size, physical attributes – slope, soils, over development suitability) of the town’s commercial and industrial districts;  Expand the municipal infrastructure systems (particularly municipal sewer) so that existing commercial and industrial areas can be utilized to their maximum potential. In doing so, maximum funding should be leveraged from state and/or federal programs to minimize the cost burden (capital and maintenance) to local end users and the residents of the town;  Promote the managed growth of home-businesses so that local entrepreneurs are provided the maximum opportunities for success iii.Priority Initiatives/Next Steps The priority initiatives/next steps relating to commercial and industrial facilities are as follows: 1) Actively reach out to the Saratoga Economic Development Corporation (SEDC) and Saratoga County Prosperity Partnership (SCPP), the Saratoga County Industrial Development Agency (SCIDA), and the Empire State Development Corporation (ESD) to implement an ongoing strategy for targeted recruitment of business and industry to existing commercial and industrial districts in the town. The outreach is to be conducted on a regular basis in the fulfillment of a mutually agreed upon strategic plan that is updated on an annual basis; 2) Revise and update the zoning chapter of the Town Code so that: a) Land use schedule and discretionary approval of commercial and industrial projects is up-to-date and based upon sound definition of permitted use; b) Regulations of home-based businesses should be developed to encourage the application of this business format and accommodate the various forms that such businesses can take; c) Reviews that are conducted according to a sound and well-conceived set of review criteria; and d) Zoning boundaries to follow parcel boundaries and where appropriate, employ the use of buffer zones to mitigate the adverse of effects of conflicting land uses. 3) Extend sewer service through the length of the Route 9 corridor where commercial zoning exists. In making this improvement, the town is to exhaust all available funding from state and/or federal programs that may provide assistance (grants, low-interest loans, etc.). 37 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section E. Government, Educational Resources, and Institutional Facilities Goals and priority initiatives for Government, Educational Resources, and Institutional Facilities focus on initiatives relating to the delivery of public services, specifically town government, educational services through the school district, and associated services such as police, fire prevention and emergency medical. Town government services that have the most contact with the public include highway services (road and drainage system maintenance and snow removal); land use regulation (zoning, site plan review, variance hearings, etc.), building inspection and code enforcement; tax collection and real property assessment; municipal court; and clerical functions (issuance of permits and licenses). i.Introduction Services provided at the local level are important, as these are the services that residents directly access through one-on-one, resident-to-resident interaction with people who not only provide the service, but also oftentimes live within the community. Services relating to road maintenance, the education of students, assessment of real property valuation, and administration of local land use codes directly impact the day-to-day lives of residents. Therefore, planning for the effective and efficient delivery of these services is integral to a municipal comprehensive plan. 1) Government Services The Town of Moreau was organized as a town in 1805, and such municipal government services are authorized and organized under a series of local laws known as the Town Code of the Town of Moreau. The Town Code assigns the provision of services through various boards and departments: a) Boards and Commissions:  Town Board – the Town Board is comprised of four members and the town supervisor. The supervisor and members are elected on an “at-large” basis every two years and are responsible for formulating and adopting the town’s annual budget, staffing of the town’s government, passage/amendment/repeal of local laws, and overall administration of the town government in accord with the Town Code of the Town of Moreau.  Planning Board – as provided in NYS Town Law, Article 16, §271, the Town Planning Board is empowered with the authority to develop the town’s Comprehensive Plan and to review and approve applications for site plan review and the subdivision of land. The Planning Board is comprised of six residents of the town plus a chairperson and an alternate. Each member is appointed for a seven year term on a staggered basis.  Zoning Board of Appeals – as provided in NYS Town Law, Article 16, §267, the Town Zoning Board of Appeals (ZBA) is empowered with the authority to consider variances relating to the use and dimensional (area) standards of the zoning chapter of the Town Code as well as to provide interpretation as to the meaning of its regulations and provisions. In this particular instance, the ZBA is also empowered to consider applications for special use permits as provided for in the town’s Zoning Chapter. The ZBA is comprised of four residents of the town plus a chairperson. Each member is appointed for a seven year term on a staggered basis. 38 DRAFT Town of Moreau Comprehensive Plan– September 2017   Recreation Commission – the Recreation Commission provides advisory services to the Town Board regarding overall recreation programming services and staffing relating to the operation of recreational facilities in the town. Conservation Advisory Board – the Conservation Advisory Board advises the Town Board on the conservation efforts relating to the natural resources located within Moreau. b) Departments:  Assessment – the town assessor is primarily responsible for assigning valuation of the individual parcels that comprise the town. Specifically, values are assigned for the land that comprises the parcel and any improvements (buildings and structures) installed on the parcel for the purpose of determining the real property tax to be levied in support of governmental services (town and county) and public education through the local school district.  Building Inspection and Code Enforcement – this department provides services relating to the administration of the New York State Uniform Fire Prevention and Building Code and proper recording of improvements made to parcels within the town so that the real property assessment is accurate and up-todate; enforcement of selected chapters of the Town Code (e.g. Chapter 149 – Zoning, Chapter 70 – Fences, Chapter 100 – Noise, etc.); and zoning administration.  Highway – the Highway Department is responsible for maintenance, including the removal of snow from all town-owned roads. Additionally, the Department maintains the stormwater drainage system along town roads and associated drainage ways.  Stormwater Management – stormwater management at the town-level involves proper planning, design, construction, and maintenance of the components of the overall stormwater drainage system in the town in accordance with the regulations of the NYS Department of Environmental Conservation.  Recreation – the Town Recreation Department is responsible for programming the town’s Recreation activities (e.g. summer recreation, management of recreational events) at the town’s Parks. Additionally, the town maintains related recreation facilities and infrastructure through the provision of staff and related equipment (e.g. mowing, parking lot maintenance, etc.).  Town Clerk – the town clerk maintains and is the primary point of contact for the official records and files of the various departments and boards within the town government.  Town Court – the Town Court presides over traffic safety and minor criminal infractions which occur within the town.  Tax Collection – this department within town governments serves as the collection agency for the real property tax levy on all parcels within the town. Payments received are then transferred to the relevant taxing jurisdiction.  Transfer Station Operations – the town operates a solid waste transfer station just off Route 9 along Butler Road and adjoining the Town Highway Department garage. The station accepts recyclable waste and household trash for transport to a permanent waste disposal facility (e.g. landfill or burn plant).  Water Department – although a majority of residents still receive their potable water from individual residential wells, the Town Water Department oversees 39 DRAFT Town of Moreau Comprehensive Plan– September 2017   the administration of four water districts involving billing and maintenance of infrastructure. Town Historian – the historian is responsible for preserving documents and artifacts that build the historical record of the town’s development and culture. Regulation of Land Use– the Town of Moreau Town Code has a significant concentration of regulations related to management of land use. New York State is often referred to as a “home rule” state meaning significant authority over the regulation of land use is delegated to local cities, villages, and towns. The principal means by which land uses are regulated is through zoning. The Town of Moreau Zoning Chapter (149) was last updated in 1989 and the regulations, although vital in a growing community like the Town of Moreau, are largely viewed by the residents as being out-of-date and in need of revision. In addition to the Zoning Chapter, the Town Code also regulates other forms of land uses in specific, targeted ways. Examples of specific forms of land use that are regulated in other chapters of the Code include Outdoor Burning (Chapter 52); Keeping of Chickens (Chapter 58); Adult Entertainment (Chapter 65); Fences (Chapter 70); Flood Damage Prevention (Chapter 78); Freshwater Wetlands (Chapter 82); Junkyards (chapter 87); Landfills (Chapter 91); Mobile Homes and Mobile Home Parks (Chapter 96); Outdoor Hydronic Heaters (Chapter 101); Sand and Gravel Mining (Chapter 113); Signs (chapter 117); Stormwater Management (Chapter 120); Subdivision of Land (Chapter 124); Swimming Pools (Chapter 127); Abandoned Vehicles (Chapter 134); and Off-road Vehicles (Chapter 139). The current approach to the regulation of land use through multiple chapters of the Town Code is representative of a regulatory program that has been instituted on an incremental basis over a long period of time. As such, successful administration of the complete regulatory program is a challenge as regulations are spread across a wide range of chapters resulting in a high risk of applicable requirements being missed. In consideration of the age of the Zoning Chapter as the core component of the land use regulatory program and the highly fragmented condition of related and/or ancillary regulatory topics, two principal needs exist:  Update the entire text and map of the zoning chapter of the Town Code;  Consider consolidation of associated chapters of the Town Code into one unified set of regulations under a single chapter. Examples of current chapters that should be considered for consolidation include: Outdoor Burning; Keeping of Chickens; Adult Entertainment; Fences; Flood Damage and prevention; Freshwater Wetlands; Junkyards; Landfills; Mobile Homes and Mobile Home Parks; Sand and Gravel Mining; Signs; Stormwater Management; Subdivision of Land; Swimming Pools; and Off-road Vehicles. 2) Town of Moreau – Fiscal Condition The Town of Moreau Town Board adopts an annual budget that provides funds to administer the services listed above. As a township in New York State that encompasses a village (village of South Glens Falls), the budget is generally divided between revenues and appropriations for services within the town and the village (General Fund or Fund A) and expenses and revenues for services within the town only (town outside of the village or Fund B). In addition, other fund categories relate to highway maintenance 40 DRAFT Town of Moreau Comprehensive Plan– September 2017 services, municipal sewer collection, municipal water distribution, and other special districts (e.g. lighting, industrial park). In order to provide context, budgetary summary reports data from the 932 towns across New York State, the other 18 towns within Saratoga County, and 77 towns of similar population (10,000 to 20,000 residents) are also listed as standards for comparison. For comparison and trend analysis, the most recently available summary reports of the adopted budget as issued by the NYS Comptroller for 2013-2015 are provided in Table 2 on the following page 41 DRAFT Town of Moreau Comprehensive Plan– September 2017 Table __ 2 Table Municipal/ State Name Fiscal Year - 2013 Town of Moreau Avg. for Saratoga County Towns Avg. for Towns (10k to 20k Pop.) Avg. for All NYS Towns: Fiscal Year - 2014 Town of Moreau % Change from Prior Year Avg. for Saratoga County Towns % Change from Prior Year Avg. for Towns (10k to 20k Pop.) % Change from Prior Year Avg. for All NYS Towns: % Change from Prior Year Fiscal Year - 2015 Town of Moreau % Change from Prior Year Avg. for Saratoga County Towns % Change from Prior Year Avg. for Towns (10k to 20k Pop.) % Change from Prior Year Avg. for All NYS Towns: % Change from Prior Year Budget Summary Analysis for 2013-2015 - Town of Moreau/Saratoga County Towns/Towns with Similar Population/All NYS Towns REVENUES EXPENDITURES Land 2010 Area Population (Sq. Mi.) 14,728 9,886 13,963 9,612 14,728 0% 9,886 0% 13,963 0% 9,612 0% 14,728 0% 9,886 0% 13,963 0% 9,612 0% Real Real Prop. Total Debt Property Tax As % Outstanding Taxes and of All Full Value at End of FY Assessments Revenue 41.9 $1,228,306,498 $7,923,181 $1,919,911 41.1 $952,425,658 $4,478,640 $1,398,420 44.1 $1,352,508,610 $6,188,350 $4,972,386 49.5 $1,082,423,494 $6,212,315 $4,015,555 41.9 $1,228,874,050 0% 0.05% 41.1 $966,072,502 0% 1.4% 44.1 $1,322,119,968 0% -2.25% 49.5 $1,066,004,735 0.00% -1.52% $8,105,764 2.3% $4,392,003 -1.9% $6,147,097 -0.67% $6,358,412 2.35% Sales Tax As % of Sales And All Use Tax Revenue 26.8% $2,015,871 18.0% $2,513,204 42.3% $1,282,473 45.0% $715,029 State Aid Federal Aid Total Revenues and Other Sources General Government 28.1% $541,853 $0 $7,170,142 $3,169,080 32.3% $629,091 $156,179 $7,773,191 $1,334,242 10.9% $694,955 $217,106 $11,759,038 $1,602,354 8.0% $493,899,819 $269,295,718 $8,926,737 $1,072,802,567 Debt Total Serv. As Expenditures Debt % of All and Other Expenditures Service Expend. Per Capita Uses $194,503 $413,422 $694,650 $725,873 2.0% $9,770,123 5.8% $7,179,107 6.1% $11,391,905 8.3% $8,716,307 $663 $726 $816 $907 $1,893,999 -1.3% $1,437,208 2.8% $5,061,858 1.80% $4,093,046 1.93% 24.8% $2,053,799 -7.4% 1.9% 19.5% $2,590,703 8.5% 3.1% 43.6% $1,313,110 3.16% 2.39% 43.1% $722,927 -4.19% 1.10% 26.9% -4.4% 35.2% 8.8% 11.3% 3.76% 7.6% -4.97% $580,662 7.2% $595,652 -5.3% $626,870 -9.80% $496,814 -99.90% $0 0.0% $122,850 -21.3% $211,451 -2.60% $246,004 -99.91% $7,638,484 6.5% $7,365,069 -5.3% $11,603,515 -1.32% $9,497,356 6.39% $1,208,060 -61.9% $1,154,343 -13.5% $1,584,839 -1.09% $1,204,758 -99.89% $266,627 37.1% $410,869 -0.6% $681,636 -1.87% $755,913 4.14% 3.2% $8,256,207 62.2% -15.5% 5.8% $7,125,355 0.1% -0.7% 6.0% $11,342,962 -1.45% -0.4% 8.5% $8,849,123 2.58% 1.5% $561 -15.5% $721 -0.7% $812 -0.4% $921 1.5% 41.9 $1,248,317,780 $7,837,241 $1,962,792 0% 1.6% -3.3% 3.6% 41.1 $979,334,226 $4,337,667 $1,481,431 0% 1.4% -1.2% 3.1% 44.1 $1,354,872,111 $6,169,857 $5,054,725 0% 2.5% 0.4% -0.1% 49.5 $1,082,422,675 $5,386,797 $3,821,659 0% 1.5% -15.3% -6.6% 24.7% $2,539,993 -0.3% 23.7% 18.4% $2,687,643 -5.7% 3.7% 41.6% $1,313,968 -4.6% 0.1% 44.0% $720,130 2.1% -0.4% 32.0% 19.0% 33.4% -5.1% 10.8% -4.4% 8.3% 8.9% $295,000 -49.2% $767,567 28.9% $671,290 7.1% $510,107 2.7% $0 $7,936,984 $0 3.9% $315,568 $8,053,349 156.9% 9.3% $203,210 $12,146,044 -3.9% 4.7% $205,819 $8,684,357 -16.3% -8.6% $978,851 -19.0% $1,134,810 -1.7% $1,560,007 -1.6% $1,123,646 -6.7% $268,523 0.7% $412,112 0.3% $897,788 31.7% $670,537 -11.3% 3.4% $7,941,408 4.7% -3.8% 5.7% $7,276,216 -1.8% 2.1% 7.8% $11,577,578 29.0% 2.1% 8.2% $8,216,414 -4.5% -7.1% $539 -3.8% $736 2.1% $829 2.1% $855 -7.1% 42 DRAFT Town of Moreau Comprehensive Plan– September 2017 Noteworthy items from Table 2 include the following: a) Total debt outstanding for the Town of Moreau is comparatively higher when reviewed against the other towns of Saratoga County, towns with similar population, and towns across New York State; b) The Town of Moreau reliance on real property tax as a principal revenue source is comparatively low when compared to other towns of similar population or all towns across New York State. This is a strong fiscal indicator that makes the town an economically attractive place for businesses as well as residents; c) Correspondingly, the town has a healthy revenue stream derived from sales tax. This circumstance is the basis for a comparatively low real property tax levy; d) Although total outstanding debt is comparatively higher, the town has managed to maintain manageable levels of debt service; e) The cost of local government per capita is the lowest among the comparative groups shown including the other towns in Saratoga County and across the state. Additionally, the cost per capita is on a decreasing trend through the 3 year period shown. This is a very favorable statistic as it demonstrates inherent efficiency in the provision of local government services. 3) Educational Services Educational services in the Town of Moreau are primarily provided through two public school districts: the South Glens Falls Central School District (SGFCSD) and the Hudson Falls Central School District (HFCSD). Between these two districts, the vast majority of school-age children attend the SGFCSD with a small area in the northeast corner of the town served by the HFCSD. According to the Cornell Program on Applied Demographics (PAD), the enrollment in the SGFCSD totaled 3,132 students in 2014 and is projected to total 3,034 students in 2020 and 3,064 students in 2023 (see enrollment in Attachment B). This represents a decrease of approximately 2% from the 2014 enrollment. The HFCSD had a total enrollment in 2014 of 2,220 students and is projected to total 2,452 in 2020 and 2,489 students in 2023 (see enrollment in Attachment B). This represents an increase of approximately 11% over the 2014 enrollment. The current annual “report card” for both SGFCD and HFCSD, as imported from the NYS Department of Education, is also included in the Demographic Profile in Attachment B. The highlights of the data include the following statistics relating to current enrollment; teacher longevity and capability; and basic measures of performance: 43 DRAFT Town of Moreau Comprehensive Plan– September 2017 Table 3 School District Data Summary 2015-16 Data Enrollment Average Class Size Graduation Rate Rate Receiving Regents Diploma Graduates Entering 4 yr. College Student Suspension Rate Teacher Turnover Rate Teachers with Master’s Degree; 30 hours of graduate school; or Doctorate Hudson Falls Central School District 2,260 19 93.7% 86.2% South Glens Falls Central School District 3,159 20 98.3% 87% NYS Average (4,468 districts state-wide) 590 22 98% 91.2% 38% 22% 48% 3% 5% 2% 4% 3% 11% 15% 8% 39% Source: NYS Department of Education 4) Institutional Facilities The remaining institutional facilities (outside of governmental and educational) typically are concerned with health services (e.g. hospital, medical clinic) or addressing other public programs such as reading and self-enrichment through a public library, elderly care at a focused care center, or assisting those with special needs. In consideration of the location of the Town of Moreau between two cities – Glens Falls just across the river to the north and Saratoga Springs to the south – residents of the town traditionally access these services in these urban centers. ii.Goal The goals relating to government, educational resources, and institutional facilities are as follows:  Perhaps no aspect of this comprehensive plan process has received more comment than the effectiveness of the current Town Zoning Chapter. Moreau is a dynamic place experiencing continued development and an evolving land use pattern. Growth among the residential and commercial land uses has been particularly acute since the adoption of the preceding comprehensive plan in 2008. An attempt was made at updating the current Zoning Chapter of the Town Code, but the revisions never made it through to adoption and the zoning regulations as put in place in 1989 remain in effect. Therefore, the highest priority as evidenced by the comments from the residents serving on the boards with the most contact with the Zoning Chapter, the Planning Board and Zoning Board of Appeals, and wider residents of the town, is the singular goal of updating the zoning chapter of the Town Code. The first goal for an update to the Zoning Chapter is to provide sound definitions of key terminology such as clear definitions of uses whether permitted by right, site plan review and approval, or by approval of special use permit. Each use listed in the use 44 DRAFT Town of Moreau Comprehensive Plan– September 2017 schedules should be accompanied by a clear and plainly worded definition. The next priority area of concern rests with listed uses. The existing land use pattern of the town is well established. However, the terminology of the current use schedules is cumbersome and out-of-sync with current and future trends in land use development. For example, the principal commercial use district, the General Commercial District (C-1) has a permitted principal use listed as “Business which primarily service highway traffic”. This term is then followed by a series of examples (e.g. restaurants, diners, and bars). This approach to listing uses, particularly in a commercial use district that has experienced a significant amount of change and development is unorthodox and contributes to difficult circumstances in terms of consistent determinations as to which commercial uses may or may not service highway traffic. These examples of the structure of the current Zoning Chapter illustrate the degree of urgency for an update to the Zoning Chapter.  The budgetary data in relationship to the other New York State towns of similar population and other towns of Saratoga County reveals that Moreau is providing governmental services in a comparatively efficient manner. The overarching goal is to not only continue the provision of services in this manner but build-in additional processes that will contribute to this sound fiscal condition of the town government. Specific suggestions to achieve this outcome are listed in the initiatives below.  Educational services also appear to be trending well. Most notably are the forecast increases in enrollment. Many school districts in upstate New York are dealing with declining enrollments which is a direct function of a declining resident population. However, the population of the Town of Moreau is increasing, most notably in the young adult age cohorts of the population. This is a healthy circumstance that has a direct and positive impact on the enrollment of the school district and in turn, a direct and positive impact on the local work force and the local and regional economy. The local system of land use regulations (e.g. zoning, subdivision, and code administration and enforcement) is integral to a managed approach to growth and the overall prosperity of the community. Therefore, the primary goal of updating the zoning chapter of the Town Code and forming a rational and streamlined approach to administering the other ancillary land use regulations as noted above will directly impact the continued growth of the school district. iii.Priority Initiative/Next Step The priority initiatives and next steps relating to government, educational resources, and institutional facilities are as follows: 1) An update of the zoning chapter of the Town Code to encourage the managed growth of Moreau is to begin within thirty days of the date of adoption of this comprehensive plan. 2) Revise zoning boundaries to follow parcel boundaries and where appropriate, employ the use of buffer zones to mitigate the adverse of effects of conflicting land uses. 3) The update will encompass a review of other chapters of the Town Code which relate to land use (e.g. fences, signs, keeping of chickens, subdivision, sand and gravel mining, swimming pools, etc.). These other chapters will be reviewed in the interest of developing one set of cohesive and unified regulations. The effect of which will be a 45 DRAFT Town of Moreau Comprehensive Plan– September 2017 more streamlined, logical, and ultimately more-effective approach to land use regulation and its associated administration and enforcement. 4) Regarding the town government, a capital improvement program will be initiated as a means to build in predictability of major expenses associated with the purchase of major pieces of equipment (e.g. vehicles, plow trucks, water system components, etc.). Increased predictability is a fundamental component of a stable budgetary process and decreases the need for sharp increases in revenue – particularly revenue derived from the real property tax levy. 5) Establish capital reserve accounts that allow for the purchase of major equipment from funds that are saved rather than from funds that need to be borrowed. Purchases from savings extend the buying power of taxpayer dollars as funds are expended directly and completely on the purchase cost and not the interest portion of borrowed funds from debt. 46 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section F. Infrastructure, Transportation, and Utilities Goals and priority initiatives for Infrastructure, Transportation, and Utilities focus on initiatives in regards to municipal sewer, water, and highway. Such services are vitally important and are the means by which the town delivers direct, tangible benefits to the residents of the town. Basic services such as road maintenance, water filtration and distribution, and operation of a municipal sewer collection system are foundational to the quality of day-to-day living in a community. This section of the plan provides an accounting of the status of these systems and confirms the priorities for improvement. i.Introduction Three service areas will be covered in this section: town highway services, town water services, and town sanitary sewer services. Information will be provided to describe the level and scale of service provided and related goals and subsequent priority initiatives and next steps will be presented as appropriate in lieu of the public input and needs related to these services. There is additional infrastructure associated with the provision of electric power, natural gas, and telecommunications which are provided through quasi-public or private utility companies. As such, they are outside of the scope of this municipal comprehensive plan. 1) Highway Services The Town Highway Department is primarily responsible for maintenance of town-owned roads and related infrastructure (e.g. storm water drainage). Right-of-ways (roads, streets) in the town are basically under three forms of ownership – New York State, Saratoga County and the Town of Moreau. In limited instances, there are also local roadways that are oftentimes referred to as “roads by use” where the land under these roads is privately owned and the public thoroughfare is a right that has been established through long-standing and continuous public travel. According to the NYS Department of Transportation, there were approximately 125.9 miles of state-owned, county-owned, and town-owned highways and roads in Moreau. The following table lists the miles of highway/road ownership by jurisdiction: Table 4 Highways/Roads and Bridges in the Town of Moreau by Governmental Jurisdiction Jurisdiction: New York State Saratoga County Town of Moreau Other Total: Length of Road (centerline miles [cm]) 21.3± cm 19.0± cm 83.1± cm 2.5± cm 125.9± cm Number of Bridges 8 3 0 0 11 Source: NYS Department of Transportation 2015 Highway Mileage Report and Bridge Data for Saratoga County; February 2017 The 83.1± centerline roadway miles are divided among 184 local road segments as listed by NYSDOT. Of these segments, the vast majority carry a functional classification of “urban local street”, 11 carry a functional class of “rural local road”, 9 carry a functional 47 DRAFT Town of Moreau Comprehensive Plan– September 2017 classification of “urban collector”, and 3 segments carry a functional classification of “urban minor arterial”. Highways are classified by the character of service they provide. Interstate highways move high traffic volumes at high speeds with limited local access. Local roads and streets are intended to avoid high-speed and volume for increased local access. Arterials and collectors provide intermediate service. The functional classification of a roadway is an important consideration as it affects highway design and maintenance practices. 2) Multi-modal Transportation and Transit Services Other transportation services are offered in or around Moreau including bus, train, and taxi. Local buses are supplied by Greater Glens Falls Transit. Route 5 has three stops in the town including South Glens Falls High School, Blueberry Rd. and Gansevoort Rd., and Lamplighter Acres. The Capital District Transportation Authority offers commuters weekday rides from West Marion Avenue Park and Ride in South Glens Falls down the Northway with stops at Exit 9 and throughout downtown Albany. There is one pickup offered in the morning and one at night. The nearest train stations are in Fort Edward and Saratoga Springs, both lines on the Ethan Allen Express and Adirondack Amtrak Routes. Taxi companies servicing the town are located nearby in Hudson Falls, South Glens Falls, and Gansevoort. Albany International Airport is the nearest public airport. 3) Water Services The Town of Moreau’s water supply is divided between private, individual wells and municipal water service. The municipal water service is provided through a series of six (6) water districts. These districts represent delineated utility service areas that the residents of which pay an annual fee based upon the amount of water used. The annual payments cover costs associated with operation and maintenance (O&M) of the water infrastructure for the district as well as the debt incurred to install the distribution lines and related equipment (e.g. pumps). The Water Districts gets their water supply from the town of Queensbury and Saratoga County. The Queensbury Water System source is the Hudson River at the Sherman Island Dam and The Saratoga County Water Authority source is the Hudson River. The six water districts in Moreau provide water to about 6,600 people through 2,300 service connections.13 4) Sanitary Sewer Services By comparison to municipal water service the area of the town serviced by municipal sanitary sewer is more limited as service is available through one district. As with water service, residents served by the sanitary sewer district pay annual fee for O&M costs as well as long-term debt on the installation of the sewer infrastructure. As sanitary sewer service is so limited most of the town including a majority of areas with high concentrations of commercial use is utilizing individual septic systems as a means to treat waste water. The availability of sanitary sewer service is important to any commercially developed area. Without sewer access, a significant portion of land in a developed area is consumed by septic drain fields. In 2009, Moreau conducted a study with property owners along Rt. 9 to assess current septic system usage and attitudes.14 Of the surveys returned, half of the responses supported a centralized wastewater 13 “Annual Drinking Water Quality Report for 2016”, Town of Moreau Water Department 14 “Town of Moreau Sewer District #1 Extension #5”, Capital Consultants Architecture and Engineering, 2016 48 DRAFT Town of Moreau Comprehensive Plan– September 2017 system in the town. Of those with septic tanks, 24 of the 106 were under the capacity standard set by the NYSDOH and many had systems that would likely fail to properly treat water due to their age. If sewer is installed in more of the town, particularly areas with a predominance of commercial uses then there is more land available for the consolidation and concentration of commercial and residential development and the land available in areas with sewer service is more attractive as greater value can be realized from its development the commercial use that is accommodated. In turn, this increased value improves real property tax and sales tax revenue derived commercial uses and diminishes the need for revenue derived from residential use portion of the property tax role. ii.Goals The goals relating to infrastructure, transportation, and utilities are as follows:  Extend sanitary sewer through the Route 9 corridor, the town’s principal commercial area.  Continue to provide responsive road maintenance of town-owned roads. iii.Priority Initiatives/Next Steps The main priority initiatives/next steps relating to infrastructure, transportation, and utilities are as follows: 1) Undertake a thorough feasibility analysis of extending municipal sanitary sewer service into the commercial areas of the town. The analysis should be based upon a realistic accounting of the number of parcels, businesses, and/or residents to be served and the cost associated with servicing debt and performing ongoing O&M. The analysis should strive to utilize all available state and federal funding assistance; state-of-the-art technology in the use of infrastructure to provide the service; and the use of best management practices in the formation and administration of the district. 2) Develop a capital equipment and maintenance plan for maintenance of town roads. The purpose of the plan is to build in predictability of cost associated with road and equipment maintenance to the benefit of the Town Highway Department and residents alike. 49 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section G. Natural and Environmental Resources Goals and priority initiatives for Natural and Environmental Resources are intended to identify the town’s natural assets and determine the best ways to protect them for future use. This is important because these resources provide multiple benefits such as ways to increase tourism and its economic benefits, provide residents with a way to connect to their source of food through local agriculture, and ensure that the valued scenic open spaces remain untouched. Through recognizing the resources the town has to offer, putting local regulations in place can ensure that they are protected. i. Introduction The natural environment was one of the main pillars in the town’s history. Some of the first European settlements built sawmills, eventually supporting a logging industry that thrived along the Hudson River. The town values the character created by a balance between developed land and the natural environment, and prides itself on the following natural and environmental:  Moreau Lake State Park – Located in the western portion of the town, Moreau state park is a 4,500 acre wooded area with trails that provides opportunities to walk, hike, camp, and in the winter go snowshoeing and cross-country skiing. The lake is also commonly used in the summertime for swimming, fishing, boating, and lounging on the beach. There are also two pavilions and a tent available for gatherings near the beach.  Harry J. Betar, Jr. Recreational Park – In addition to athletic fields, pavilions, and a community garden, the park offers trails for hiking and cross-country skiing.  Agricultural Land – Land used for agriculture accounts for 16.7% of acreage in Moreau. The Moreau Farmland Protection Plan determined that 11% of the town’s land was rated to have high priority agricultural resources while 6% and 17% were found to have multiple and some agricultural resources respectively.  Hudson River – The Hudson River surrounds the town on three sides as it travels south from the Adirondack Mountains and continues south to its outlet in New York City. The river supports local wildlife and its banks create wetlands that serve as a habitat for various plants and animals. The Hudson River is home to other beaches used by the community including Sandbar Beach. The Hudson River PCBs Superfund Site cleanup has now completed Phases 1 and 2, and the second five-year review is underway. The process has made significant process in reducing PCB levels in the river’s sediment as well as in fish tissue, but will continue to be monitored by the EPA until after natural attenuation has taken place. With fish consumption being the main public health concern at the moment, the EPA is working with the state to assure that health advisories are reaching their maximum effectiveness.  Open Spaces – The open spaces in Moreau, including wild, forested, conservation, and vacant land as well as public parks, accounts for 41.8% of land. These spaces serve as scenic resources as well as recreational places for residents and tourists. 50 DRAFT Town of Moreau Comprehensive Plan? September 2017 1 Legend Town of Queensbury - Wetlands 4,214 acres City Of The LA GROUP - Hyd?c Soils 2,262 acres Glens Falls V'lla of . 3 9. - 15% "025 ?m Village of Hudson Falls Su?; 5123:! 7 2133313 New York 12866 Magnum com Rem ruining Land 19,044 acres South Glens am' "um" m? cam" r' ?333; 33." and sz?m $3333"; $331333? Soils 6? WW by US WWUMMO dthe New York Sue Eduatlon Law der'wod from us Geological Survey our: Town Of Queensbury the LA group 2017 Village of Fort Edward Town of Lake Luzerne Town of Corinth Town of Wilton Town of Northumberland Town of Fort Edward Town of Moreau Comprehensive Plan Environmental Resources and Constraints Title a 0 0.5 1 Miles Figure 6 51 DRAFT Town of Moreau Comprehensive Plan– September 2017 ii. Goals The goals relating to natural and environmental resources are as follows:  Conserve land through regulating human use to a level that keeps environmental impacts to a minimum. This would allow continued use of the land but may restrict certain types of use or development.  Balance conservation and preservation goals with need for recreational enjoyment  Capitalize on the economic benefits visitors to Moreau Lake State Park bring to the town  Assure that Harry J. Betar, Jr. Recreational Park is satisfying its principle recreational benefit  Given that the Hudson River is such a prominent part of the town, people should be assured better public access to the shoreline.  Preserve land by regulating use to completely eliminate human environmental impacts. This is a more restrictive way to preserve land and may not always be appropriate.  Manage storm water and erosion  Protect open spaces Depending on the type of land, it’s designation as state land, or its resources affected by human activity and development, different areas may require different methods of protection. iii. Priority Initiatives/Next Steps The main priority initiatives/next steps relating to natural and environmental resources are as follows: 1) Revise zoning to restrict additional pockets of development within agricultural land and open areas 2) Support commercial development along Old Saratoga Road as a way to economically benefit from the visitors and traffic between Moreau Lake State Park and the Northway 3) Create an annual Master Plan for Harry J. Betar, Jr. Recreational Park with a 5 year outlook with following capital improvement program depending on the mater plan’s findings 4) Finalize Hudson River Access Master Plan and follow through on recommendations 5) Continue plans to expand existing trail network along the Hudson River by adopting the Big Boom Trail Concept Plan. 6) Infill and utilize existing structures as well as adopt higher density building practices. 7) Save agriculturally viable soil from development when possible. 52 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section H. Housing Goals and priority initiatives for Housing are intended to continue residential growth, limit development on agriculturally viable and open space land, follow current land use patterns, and build on the sense of community in Moreau. The highest priority items reflect the idea of maintaining residents’ high quality of life as well as supporting people of all ages. Continuation as a suburb should use “smart growth” practices such as infilling, repurposing and reutilizing existing homes where present, and building housing that is responsive to the needs of town residents and people moving into the town as growth occurs. i. Introduction With Saratoga Springs and the surrounding areas seeing growth, housing demand of all types is likely to continue to increase. Residents are concerned that this increase of demand is going to make housing less affordable. They are also concerned that development has seemed to move away from its original center in northern Moreau near South Glens Falls and has turned into sprawl with strip development mainly along Route 9. This type of development will increase the cost of municipal services in the future. According to the American Community Survey, housing estimates by structure in Moreau from 2011-2015 were as follows: 15  Single family: 4,359  Two family: 406  Three to four family: 449  Five or more family: 292  Mobile homes and other: 827  Total: 6,333 Since 2013, the permits per year for single family houses have decreased from 45 to 29, while units permitted per year for multi-family housing have increased from 0 to 83. The town cohort projections for age also show a growing older population in the town. In 2010, the 25-54 age range was 6,513 people, but is expected to decrease to 6,345 people by 2040. However, the 55 and up age range is expected to increase by more than 50% with an increase from 3,836 to 5,889 by 2040. This increase presents a great need for senior housing in the coming years. 15 Capital District Regional Planning Commission 53 DRAFT Town of Moreau Comprehensive Plan? September 2017 Land Use by NYS ORPS Classi?cation 2010 parcel dale provided by Serum. Counly Planning Land Use One Family Residence Two Family Residence - Three Family Residence Other Residential Town of Lake Luzerne splat Falls Rd Town of Corinth Town of Queensbury Town of Wilton Town of Queensbury City of Glens Falls Village of South Glens Town of Northumberland 'g?lwn Village of Hudson Falls Village of Fort Edward Town of Fort Edward i The LA CBOUP weer 40 Long Alley 518/587-8100 Saratoga Springs 518/567-0180 New York 12866 inn-910w com Unauthonzad alteration or addition to document is a wolallon 01 Section 7209 oflhe New York State Educai-on Law ?lhe LA group 2017 Town of Moreau Comprehensive Plan Residential Land Use Map Tltle 0.5 1 Miles Figure 7 54 DRAFT Town of Moreau Comprehensive Plan– September 2017 Residential development should reflect the current needs of the town. With a lot of apartment complexes being developed recently, the town should focus on affordable single-family housing and senior living facilities. Housing that is built away from existing development should not hurt existing agricultural land since it is a core value of Moreau that open spaces and farmland are protected to keep the rural town feel. ii. Goals The goals relating to housing are as follows:  Encourage the development of affordable single-family housing to match current demand with families moving into town  Create greater access to both independent and assisted senior housing. The population of Moreau is aging and will need adequate access to a variety of senior living facility types.  Keep housing costs and property taxes low to keep Moreau an affordable place for people to live. Property values in the outer edges of the capital region have increased as people have moved to the area. The people of Moreau fear that they will not be able to afford to live in the town in the future, so measures must be taken to try and keep expenses as affordable as possible while offering enough affordable housing options.  Limit sprawl and dispersed neighborhoods by encouraging higher density building practices and discouraging growth out into valued farm land and open spaces. There are many opportunities for infill in developed residential areas in town, and these areas need to be looked at first when considering additional development in the town.  Help future housing coexist with current agriculture by protecting agricultural land, building and taking advantage of natural barriers between agricultural and residential land, and fostering relationships between residents and local agriculture so both can thrive in Moreau.  Support development that makes the community well-connected by increasing pedestrian and bike access, and bringing resources and utilities to more homes. iii. Priority Initiatives/Next Steps The main priority initiatives/next steps relating to housing are as follows: 1) Assess current housing type needs and develop plan to meet these needs while using “smart growth” practices such as infill, repurposing, and reutilizing existing homes. 2) Prioritize development away from open land and agriculture district to preserve those qualities by taking advantage of open lots in already developed areas of town 3) Utilize existing infrastructure and vacant parcels in northern Moreau with access to water and sewer 4) Address need for senior living facilities by building housing facilities of varying assistance levels including senior apartments, assisted living, and nursing homes 5) Take advantage of existing subsidies to bring down housing costs by reaching out to the county and state for funding opportunities 55 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section I. Agricultural Resources Goals and priority initiatives for Agricultural Resources focus on the town’s agriculture potential, current land use, and possible conservation actions. Future development must happen alongside the protection of agricultural land and open space. Preserving agricultural land is important to Moreau because it helps contribute to their rural, small town character, as well as balance out the tax money demands of their growing residential zones. Given the current prominence of agriculture in the town’s economy, taking advantage of the land’s current productive capabilities by varying land use will allow farmers to remain competitive in today’s markets. i. Introduction New York State has lost nearly half a million acres of farmland in the last 25 years.16 While agriculture in some small towns may be suffering, Moreau is still seeing success. In 2012, Moreau received a NYS Agricultural and Markets Farmland Protection grant which was used toward funding a public participation process that was used to develop the Moreau Farmland Protection Plan. As stated in this plan17, there was a 75% increase in sales for local agriculture from 2002-2014, even while government subsidies declined by 50%. Agriculture in Moreau supports 1,300 full and part-time jobs and significantly contributes to the town’s tax base, bringing in $40 million in 2014. This success is due to the importance placed on conserving agricultural land as well as supporting farmers and peoples’ access to local food. Agriculture land in the town makes up 25% of Saratoga County’s Consolidated Agriculture District #1. According to real property tax data from Saratoga County, agricultural land in Moreau accounts for 4,156 acres, about 16.7% of the total land use in the town. While this is still a significant portion of land, residential areas and other development is happening almost exclusively on Soils of Statewide Importance, moving out into what could have potentially been good farmland. These neighborhoods and other pockets of development are disconnected from other previously developed areas and the Route 9 corridor. In order to preserve larger tracts of land, the town needs to encourage higher density development and building needs to be steered toward this already developed land. Farmers need to follow market agriculture needs. For instance, New York’s craft brewing industry of beer, wine, and cider has exploded since Governor Cuomo took office in 2011. By increasing state-wide programs and introducing legislation to change regulations regarding alcohol production, farm wineries are up by 60% from 2010, increasing from 195 to 315, and distilleries in the state are up by nine times their count at 95 from just 10 in the state in 2010.18 With industries like these booming, farmers in Moreau should look to produce the crops now in demand. 16 Saratoga PLAN; http://www.saratogaplan.org 17 Moreau Farmland Protection Plan, 2014 18 https://www.governor.ny.gov/news/governor-cuomo-signs-legislation-help-expand-recreational-productionbeer-wine-and-cider-new 56 DRAFT Town of Moreau Comprehensive Plan? September 2017 Land Use by NYS ORPS Classi?cation 2016 parcel am provided by Sueloga County Planning Land Use Livestock Field (Imps - Other Agricultural Town of Lake Luzerne 89?" Falls Rd Town of Corinth Town of Queensbury The LA QROUP ll City of Glens Falls Inndu'npr huh n. -n Village of Hudson Falls 40 Long Alley Salaloga Springs New York 12866 518/587?8100 f518/587-0180 com Village of South Glens Harrison Ave Ext Unauthorized allerallon or addition lo document :5 a Violation ol Sedlon 7209 ollhe New York Slale Education Law Town of Queensbury n: ?lhe LAgroup 2017 Electric Dr Village of Fort Edward Rd andTown of Q. Fort Edward 93?99 ?RdTown of Northumberland Miles Figure 8 Town of Wilton 57 DRAFT Town of Moreau Comprehensive Plan– September 2017 ii. Goals The goals relating to agricultural resources are as follows:  Protect farmland and open spaces. Farmland in this case serves a dual benefit because it provides open spaces that contribute to the rural feel of the town while also serving an economic benefit by supporting crop production.  Restrict development on Prime Farmland Soils and Soils of Statewide Importance when possible  Encourage community involvement to ensure there will be a future generation of farmers in Moreau  Encourage Community Supported Agriculture (CSA) and agritourism  Provide farmers with better opportunities to connect with other farmers to better address farming issues and collaborate to better meet market needs, advertise, sell their products  Address main challenges for farmers including property taxes, production costs, and environmental regulations  Increase public awareness, education, and involvement in local agriculture  Support local farmers markets and make roadside stands and other ways of selling products more feasible iii. Priority Initiatives/Next Steps The main priority initiatives/next steps relating to agricultural resources are as follows: 1) Develop an agriculture committee of local farmers to help bring attention to issues that are currently impacting agriculture in Moreau and identify ways to help farmers be successful 2) Use schedules that specifically target different types of agriculture usage such as:  Crop production  Tree farms  Grains/barley/hops for craft brewing  Dairy  Horse farms 3) Save agriculturally viable soil from development when possible 4) Provide farmers with better information on current local agriculture demands so that they may participate in new industry successes. 5) Change local regulations to encourage and support local farmers markets and roadside stands 6) Update the new zoning ordinance using farmland protection strategies selected from the Moreau Farmland Protection Plan such as:  Conservation easements  Zoning which is conducive to farming and agriculturally-related uses  Conservation subdivisions  Loan programs  Differential assessments 58 DRAFT Town of Moreau Comprehensive Plan– September 2017   Growing new farmers Exclusive agriculture zones 59 DRAFT Town of Moreau Comprehensive Plan– September 2017 Section J. Health and Emergency Services Goals and priority initiatives for Health and Emergency Services are intended to maintain adequate medical and safety services for the citizens of Moreau. This includes retaining trained professionals and volunteers as well as minimizing response time to emergency calls. i. Introduction Since the Town of Moreau is relatively small and surrounded by larger, more populated areas, there are few health and emergency services belonging to Moreau. As far as private practice offices in the town there is the Moreau Family Health and Dental-Vu Dental Offices. Hospital services for the town are provided by Glens Falls Hospital just to the north across the river. For other specialized medical care needs, residents travel to the nearby metropolitan areas. Emergency calls go to Saratoga County Emergency Communications and from there are dispatched to necessary fire, police, and ambulance services. Fire and police services are provided by other local organizations such as the South Glens Falls Volunteer Fire Company, Gansevoort Volunteer Fire Company, and South Glens Falls Village Police as well as well as the Saratoga County Sherriff’s Department and the New York State Police. The Town of Moreau provides emergency medical services through Moreau Emergency Squad, Inc., a not-for-profit corporation stationed off of Route 9, on a month-to-month contract basis. Moreau Emergency Squad covers roughly 60 square miles and serves over 21,000 people locally, providing 24 hour a day paramedic-level care, the highest offered by EMS. Tax money paid through the town goes toward building and vehicle upkeep as well as continued emergency medical education for staff, while patients’ insurance fund the part of the staff that is paid. The Squad relies heavily on volunteer paramedics/EMT staff and donations. In addition to the necessary volunteer work, Moreau Emergency Squad provides:  12 paid paramedics  11 paid EMT  3 advanced life support ambulances  2 advanced life support first response vehicles While EMTs provide Basic Life Support, paramedics are trained to provide Advanced Life Support, their 24 hour staffing required by the New York State Department of Health. In 2016, Moreau Emergency Squad led 1,464 runs and because of adequate staffing turned less than 1% of calls to neighboring agencies.19 Due to an increasing population, Moreau Emergency Squad is likely to see their steady increase in calls each year continue. Fire services for the Town of Moreau are provided by the South Glens Falls Fire Company stationed off Reynolds Road. The Fire Company is incorporated by the town and is funded through the town’s budget. All staffing is done on a volunteer basis with volunteers on call 24/7 19 Moreau Emergency Squad; http://www.moreauems.org/ 60 DRAFT Town of Moreau Comprehensive Plan– September 2017 all year, responding to between 350 and 450 calls per year on average. Currently the Fire Company has 9 vehicles including boats for their dive rescue team. A replacement ladder truck will be needed in the next few years, but for the most part, the South Glens Falls Fire Company addresses equipment needs as things break down. Specific budgets can’t always be made to anticipate the exact needs. It’s important that funding is set aside for equipment purchases in the future, both big and small, so that this life-saving equipment can be maintained. ii. Goals The goals relating to health and emergency services are as follows:  Maintain adequate emergency services staffing  Ensure access to emergency services is not inhibited in any way  Be sure to build in equipment replacement funding with the town fire budget each year  Promote local fitness and recreational resources to encourage the community to stay active iii. Priority Initiatives/Next Steps The main priority initiatives/next steps relating to health and emergency services are as follows: 1) Include future equipment needs such as a new ladder truck in new budgets 2) Keep all roads accessible to emergency vehicles, especially with the snow and ice in winter months 61 Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Introduction and Explanation: The effective presentation of plan initiatives is best accomplished through a geographic or locational consideration in addition to the topic-driven considerations as presented in the foregoing narratives. The town has a land area of approximately 24,913 +/- acres and is comprised of 4,521 parcels. Therefore, the town has been delineated into a series of nine (9) “Plan Areas” (A – I) as a means to convey what areas within the town will be affected by the initiatives. Additionally, presentation of initiatives by plan area provides an opportunity to show how the initiatives relate and how they may complement one another. An area-by-area description follows that includes a basic accounting of statistics as they relate to area size and land use composition as well as highlights of area characteristics and corresponding initiatives. Section 5 This section of the Town Comprehensive Plan illustrates where the planned initiatives are intended to occur. When combined with the description of initiatives by topic as presented in the narrative sections of the plan, a thorough understanding is gained as to the comprehensive nature of the overall plan. 62 Plan Area A Existing Characteristics and Notable Features: • Moreau Industrial Park is very under capacity with only 1 of 22 available lots in use • Surrounded by the Hudson River • Smaller residential areas along Bluebird Rd, Ferry Blvd, and Sisson Rd. • Some housing units appear to need rehabilitation • No existing sidewalks in the area • Roads are in fairly good condition • Remnant sites resulting from a prior effort to clean-up the Hudson River Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Plan Initiatives: • Encourage industry to move to the area by promoting Moreau Industrial Park and Land Use Statistics Acres Parcels Land Use Statistics Acres Parcels • Help existing businesses prosper • Provide adequate resources for residential areas Agricultural 0 0 Community Services 11 9 • Ensure industrial uses will not impact environmental resources Residential 78 82 Industrial 432 3 • Implement the phased development of park system to the Hudson River Park Vacant 502 95 Public Services 29 3 Commercial 30 7 0 0 Recreation & Entertainment 0 0 Wild, Forested, Conservation Land, & Public Parks 1,082 199 Average Parcel Size 5.44 Total Area Master Plan Plan Area A residential opportunities 63 Plan Area B Existing Characteristics and Notable Features: • Expansive residential areas with single family homes and multi-family apartments • Sisson Reserve Apartments • Hudson Riverfront on west side • Includes South Glens Falls Senior High School and Tanglewood Elementary School Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Land Use Statistics Acres Parcels Land Use Statistics Acres • Improve pedestrian access to the Route 9 corridor and nearby schools • The revised zoning regulations should protect the integrity of the residential neighborhoods in this area as the dominant land use Parcels • Agricultural 27 1 Residential 784 1,360 Vacant 424 Commercial Recreation & Entertainment Total Area Community Services 145 9 Industrial 0 0 85 Public Services 33 6 73 15 24 1 0 0 Wild, Forested, Conservation Land, & Public Parks 1,510 1,477 Average Parcel Size 1.02 Support connection of the Betar Byway to a cross-town, regional trail connection westward to the Moreau Lake State Park Plan Area B Plan Initiatives: 64 Plan Area C Existing Characteristics and Notable Features: • Some residential areas, many on larger parcels of land • Includes Moreau Elementary School and Harry J. Betar Jr. Recreational Park • More of a rural character for a non-agricultural area • The former Tee-Bird Country Club Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 *note: the site also contains a designated NYS DEC Superfund site Plan Initiatives: • Improve linear access to the Hudson River shoreline from the planned Hudson River Land Use Statistics Acres Parcels Land Use Statistics Acres Parcels • In lieu of the significant concentration of vacant lands in this plan area (35%) of this area acreage), implement a zoning plan that preserves important ecological and Agricultural 0 0 Residential 759 319 Industrial Vacant 851 68 Commercial 37 6 Recreation & Entertainment 258 2,437 Total Area Community Services 126 10 9 1 Public Services 357 10 40 2 2 Wild, Forested, Conservation Land, & Public Parks 418 Average Parcel Size 5.83 environmental features while permitting well-scaled, appropriate land use • Consider a Planned Unit Development designation for the next generation of use of the former Tee-Bird Country Club parcel Plan Area C Park to Rogers Island 65 Plan Area D Existing Characteristics and Notable Features: • Large plots of agricultural and vacant land • Some small residential parcels, many with large spaces of land • Includes nearly all of Saratoga County Agriculture District 1 Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Plan Initiatives: • Continue to follow recommendations put forward by the 2014 Moreau Farmland Land Use Statistics Acres Parcels Land Use Statistics Acres Parcels • The revised zoning regulation for this plan area should preserve its agricultural characteristics while promoting future agricultural uses which will insure long-term Agricultural 4,030 64 Community Services Residential 3,005 371 Vacant 1,279 116 Commercial 68 4 Recreation & Entertainment 2 8,473 Total Area 0.2 1 Industrial 0 0 Public Services 66 3 23 2 1 Wild, Forested, Conservation Land, & Public Parks 562 Average Parcel Size 15.08 viability of these valuable rural lands • Encourage agricultural and ancillary uses that are responsive to the burgeoning needs of craft brewers and distillers Plan Area D Protection Plan 66 Plan Area E Existing Characteristics and Notable Features: • Many compact residential neighborhoods including White Birch Estates • Includes Town of Moreau Municipal Center consisting of the town hall and South Glens Falls Fire Company • The area, linear in shape, is uniquely positioned between the Route 9 corridor with Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 predominantly commercial uses and the town’s agricultural district Plan Initiatives: • The revised zoning regulations for this plan area should recognize the transitional Land Use Statistics Acres Parcels Land Use Statistics Acres Route 9 corridor adjoining the area to the north and the predominance of Parcels agricultural use adjoining the area to the south Agricultural 37 1 Community Services 22 10 Residential 728 582 Industrial 0 0 Vacant 172 83 Public Services 1 2 Commercial 68 4 253 6 Recreation & Entertainment 1 1 Wild, Forested, Conservation Land, & Public Parks 1,282 689 Average Parcel Size 1.86 Total Area • Consider a zoning plan with a mix of uses and associated regulations that balances the transitional nature of the area Plan Area E nature of the area due to its position between the commercial uses through the 67 Plan Area F Existing Characteristics and Notable Features: • Central commercial corridor with a pattern of uses that supports commerce at a Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis local and regional scale • Includes residential areas such as Lamplighter Acres, English Village Apartments, and Sweets Trailer Park • September 2017 The area is inclusive of high volume transportation infrastructure – interstate highway interchange (I-87), regional arterial (Route 9) • Significant tracts of undeveloped and under developed commercially zoned parcels Land Use Statistics Acres Parcels Land Use Statistics Acres Parcels • Bring sewer and water services town Route 9 • Redevelop vacant and underutilized existing buildings • Develop a branding program that builds upon the attributes of the town and is utilized in the recruitment of businesses into the corridor Agricultural 36 2 Community Services 18 9 Residential 127 107 Industrial 137 3 uses that meet the needs of the residents and the wider region while generating Vacant 501 74 Public Services 22 2 sales tax and yielding maximum property value Commercial 415 110 49 3 Recreation & Entertainment 69 2 Wild, Forested, Conservation Land, & Public Parks Average Parcel Size 4.40 Total Area 1,374 312 • • Encourage dense commercial activity which yield the highest and best commercial Undertake a zoning plan and corridor design guidelines for development that provide a cohesive and welcoming appearance to the public and private uses along the corridor Plan Area F Plan Initiatives: 68 Plan Area G Existing Characteristics and Notable Features: • Some pockets of residential land within large areas of forested land • Nolan Road boat launch and Hudson River access point • The large, vacant tracts of land along the Hudson River with unique land forms, scenic viewsheds, and ecological features Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Plan Initiatives: • Redevelop boat launch on town-owned property at the end of Nolan Road to include Land Use Statistics Acres Parcels Land Use Statistics Acres at Moreau State Park Parcels • Agricultural 0 0 Community Services 193 4 Residential 718 437 Industrial 432 3 Vacant 639 82 Public Services 29 3 Commercial 0 0 1,543 11 Recreation & Entertainment 0 0 Wild, Forested, Conservation Land, & Public Parks 3,289 541 Average Parcel Size 6.08 Total Area Encourage the development of a trail system of regional significance on the vacant land north of Butler Road. Plan Area G a park area with a trail link that connects the Betar Byway trail with the trail system 69 Plan Area H Existing Characteristics and Notable Features: • Plan area mostly consists of Moreau Lake State Park: the site is in wild, natural Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis condition with varying topography and beautiful views within and from the site with a very pleasing setting • The site is very well suited to passive forms of recreation throughout the four September 2017 seasons of the year. • Includes a 120 acre glacial lake and a state classified Bird Conservation Area Plan Initiatives: • Create initiatives to capitalize on the park as a family-friendly destination for the Land Use Statistics Acres Parcels Land Use Statistics Acres Parcels • Develop linkages to connect Moreau Lake State Park with other regional trail systems Agricultural 0 0 Community Services Residential 0 0 Industrial 559 16 Public Services Commercial 0 1 Recreation & Entertainment 0 3,522 Vacant Total Area 0.1 1 0 0 165 2 2,798 9 0 Wild, Forested, Conservation Land, & Public Parks 28 Average Parcel Size 125.79 Plan Area H region 70 Plan Area I Existing Characteristics and Notable Features: • Some newer residential neighborhoods in a rural setting • The former Mount McGregor Correctional Facility with vast tracts of underdeveloped land, buildings, and support facilities • Pleasing rural character along Old Saratoga Road Town of Moreau COMPREHENSIVE PLAN Plan Area Analysis September 2017 Plan Initiatives: • Encourage reuse of the former Mount McGregor Correctional Facility that yields a maximum number of new jobs through use of the site as a state-of-the-art business Acres Parcels Agricultural 28 2 Residential 828 Vacant Land Use Statistics Acres Community Services 303 3 183 Industrial 10 1 748 98 Public Services 3 1 Commercial 24 7 0 0 Recreation & Entertainment 0 0 Wild, Forested, Conservation Land, & Public Parks 1,944 295 Average Parcel Size 6.59 Total Area park for cutting edge business and industry Parcels • Develop more identifiable gateway signage • Capitalize on historic Grant’s Cottage as a tourist draw Plan Area I Land Use Statistics 71 DRAFT Town of Moreau Comprehensive Plan– September 2017 5. IMPLEMENTATION SCHEDULE Community and Economic Development Recreational Resources, Facilities, and the Arts Geography, History, and Cultural Resources Commercial and Industrial Facilities Recommendation 1) Adopt the update to the Comprehensive Plan by the ladder half of 2017 2) Upon adoption of the comprehensive plan, begin the process to immediately revise the zoning chapter of the Town Code. The newly adopted Comprehensive Plan and the town Farmland Protection Plan should act as resources to shape the revisions made to the zoning ordinance. The new Zoning Chapter is to be completed within one year from the date of commencing the revision process; 3) Appoint a task force comprised of town officials and local business persons for the purpose of developing a concise and focused strategic plan for business recruitment and development. The plan should speak to specific initiatives outlining the types of business and industry to be recruited and assign roles and responsibilities for task accomplishment. The resulting document is to be completed within one month from the task force appointment date; 4) Meet with representatives from each of the county economic development agencies to present the strategy and discuss timelines for completion of plan elements. It is anticipated that this will be the first step in an ongoing process with regular contact and communication to fully implement all the plan’s elements. 1) Develop an outline of a capital improvement program for town-owned recreation facilities in Moreau that takes into consideration:  The degree of need based upon feedback from the residents;  Existing conditions of major recreation elements and equipment;  Overall useful life and an estimate for remaining service life;  The anticipated ratio between cost and benefit;  The opportunity to leverage funds as available through state and federal programs to extend the impact of local funds expended for agreed upon improvements or new facilities. 2) Begin implementation of the capital improvement as described above – examples of improvements include:  Implementation of Phase I of the Hudson River Park Master Plan. This step may include application of funding through the Local Waterfront Revitalization Program which is part of the NYS Consolidated Funding Application process that is conducted on an annual basis;  Identification of trail segments and types (dedicated off-road where available and road side where necessary) that will contribute to establish of a town-wide system of bike/pedestrian trails;  Working with the village of South Glens Falls as well as interested residents from both the town and the village to finalize an improvement plan for upgrading the facilities at Sandbar Beach; and  Prioritize and implement other agreed upon improvements/additions among the town’s recreational facilities. 1) Recruit residents of the town to serve on a History and Cultural Events Committee to develop ideas, events, and/or festivals themed in a manner to recognize the history and culture of Moreau; 2) Develop, schedule, and conduct an annual community-themed event/festival for the enjoyment of the residents. The event would include entertainment, food, arts, crafts, and performing arts themed to recognize and mark the historical events, sites, and persons of the town. The event would be a means for the residents of the community to come together both in planning and execution of the event as well as in attendance to celebrate and preserve the unique attributes of the town. At the same time, this event is intended to build the spirit of “community” and friendship among the residents. 1) Actively reach out to the Saratoga Economic Development Corporation (SEDC) and Saratoga County Prosperity Partnership (SCPP), the Saratoga County Industrial Development Agency (SCIDA), and the Empire State Development Corporation (ESD) to implement an ongoing strategy for targeted recruitment of business and industry to existing commercial and industrial districts in the town. The outreach is to be conducted on a regular basis in the fulfillment of a mutually agreed upon strategic plan that is updated on an annual basis;   Parties/Organizations Responsible Town Board Zoning Administrator   Town Officials Local Business Owners  County Economic Development Agencies   Town Board Resident Volunteers   Town Board Village of South Glens Falls Town Board  Resident Volunteers   Town Board Resident Volunteers       SEDC SCPP SCIDA ESD Local Business owners Town Board Timeframe/Priority 72 DRAFT Town of Moreau Comprehensive Plan– September 2017 Commercial and Industrial Facilities (continued) Government, Educational Resources, and Industrial Facilities Infrastructure, Transportation, and Utilities Natural and Environmental Resources 2) Revise and update the zoning chapter of the Town Code so that: a) Land use schedule and discretionary approval of commercial and industrial projects is up-to-date and based upon sound definition of permitted use; b) Regulations of home-based businesses should be developed to encourage the application of this business format and accommodate the various forms that such businesses can take; c) Reviews that are conducted according to a sound and well-conceived set of review criteria; and d) Zoning boundaries to follow parcel boundaries and where appropriate, employ the use of buffer zones to mitigate the adverse of effects of conflicting land uses. 3) Extend sewer service through the length of the Route 9 corridor where commercial zoning exists. In making this improvement, the town is to exhaust all available funding from state and/or federal programs that may provide assistance (grants, low-interest loans, etc.). 1) An update of the zoning chapter of the Town Code to encourage the managed growth of Moreau is to begin within thirty days of the date of adoption of this comprehensive plan. 2) Revise zoning boundaries to follow parcel boundaries and where appropriate, employ the use of buffer zones to mitigate the adverse of effects of conflicting land uses. 3) The update will encompass a review of other chapters of the Town Code which relate to land use (e.g. fences, signs, keeping of chickens, subdivision, sand and gravel mining, swimming pools, etc.). These other chapters will be reviewed in the interest of developing one set of cohesive and unified regulations. The effect of which will be a more streamlined, logical, and ultimately more-effective approach to land use regulation and its associated administration and enforcement. 4) Regarding the town government, a capital improvement program will be initiated as a means to build in predictability of major expenses associated with the purchase of major pieces of equipment (e.g. vehicles, plow trucks, water system components, etc.). Increased predictability is a fundamental component of a stable budgetary process and decreases the need for sharp increases in revenue – particularly revenue derived from the real property tax levy.   Zoning Administrator Town Board  Town Board       Zoning Administrator Town Board Zoning Administrator Town Board Zoning Administrator Town Board  Town Board 5) Establish capital reserve accounts that allow for the purchase of major equipment from funds that are saved rather than from funds that need to be borrowed. Purchases from savings extend the buying power of taxpayer dollars as funds are expended directly and completely on the purchase cost and not the interest portion of borrowed funds from debt. 1) Undertake a thorough feasibility analysis of extending municipal sanitary sewer service into the commercial areas of the town. The analysis should be based upon a realistic accounting of the number of parcels, businesses, and/or residents to be served and the cost associated with servicing debt and performing ongoing O&M. The analysis should strive to utilize all available state and federal funding assistance; state-of-the-art technology in the use of infrastructure to provide the service; and the use of best management practices in the formation and administration of the district. 2) Develop a capital equipment and maintenance plan for maintenance of town roads. The purpose of the plan is to build in predictability of cost associated with road and equipment maintenance to the benefit of the Town Highway Department and residents alike. 1) Revise zoning to restrict additional pockets of development within agricultural land and open areas  Town Board  Town Board  Town Board    Zoning Administrator Town Board Town Board  Town Board       Town Board Town Board Zoning Administrator Town Board Town Board Agriculture Committee 2) Support commercial development along Old Saratoga Road as a way to economically benefit from the visitors and traffic between Moreau Lake State Park and the Northway 3) Create an annual Master Plan for Harry J. Betar, Jr. Recreational Park with a 5 year outlook with following capital improvement program depending on the mater plan’s findings 4) Finalize Hudson River Access Master Plan and follow through on recommendations 5) Continue plans to expand existing trail network along the Hudson River by adopting the Big Boom Trail Concept Plan. 6) Infill and utilize existing structures as well as adopt higher density building practices. 7) Save agriculturally viable soil from development when possible. 73 DRAFT Town of Moreau Comprehensive Plan– September 2017 Housing Agricultural Resources 1) Assess current housing type needs and develop plan to meet these needs while using “smart growth” practices such as infill, repurposing, and reutilizing existing homes. 2) Prioritize development away from open land and agriculture district to preserve those qualities by taking advantage of open lots in already developed areas of town 3) Utilize existing infrastructure and vacant parcels in northern Moreau with access to water and sewer 4) Address need for senior living facilities by building housing facilities of varying assistance levels including senior apartments, assisted living, and nursing homes  Town Board      Town Board Agriculture Committee Town Board Town Board Prospective Developers 5) Take advantage of existing subsidies to bring down housing costs by reaching out to the county and state for funding opportunities 1) Develop an agriculture committee of local farmers to help bring attention to issues that are currently impacting agriculture in Moreau and identify ways to help farmers be successful. 2) Use schedules that specifically target different types of agriculture usage such as: a) Crop production b) Tree farms c) Grains/barley/hops for craft brewing d) Dairy e) Horse farms 3) Save agriculturally viable soil from development when possible  Town Board  Town Board    Zoning Administrator Town Board Agriculture Committee           Town Board Agriculture Committee Town Board Agriculture Committee Town Board Agriculture Committee Zoning Administrator Town Board Agriculture Committee Zoning Administrator      Town Board Heads of Local Emergency Services Town Board Heads of Local Emergency Services DOT (Saratoga County and NYS) 4) Provide farmers with better information on current local agriculture demands so that they may participate in new industry successes. 5) Change local regulations to encourage and support local farmers markets and roadside stands Health and Emergency Services 6) Update the new zoning ordinance using farmland protection strategies selected from the Moreau Farmland Protection Plan such as:  Conservation easements  Zoning which is conducive to farming and agriculturally related uses  Conservation subdivisions  Loan programs  Differential assessments  Growing new farmers  Exclusive agriculture zones 1) Include future equipment needs such as a new ladder truck in new budgets 2) Keep all roads accessible to emergency vehicles, especially with the snow and ice in winter months Immediate 74 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachments Attachment A: Summary of Public Comments Attachment B: Demographic Community Profile Attachment C: Status Report on the 2008 Comprehensive Plan Attachment D: Glossary of Terms 75 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachment A: Summary of Public Comments 76 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachment B: Demographic Community Profile 77 Capital District Regional Planning Commission Community Fact Sheets http://www.cdrpc.org/data/cfs Saratoga County Town of Moreau Page 1 of 7 Population 1980 11,188 1990 13,022 2000 13,826 2010 14,728 2020 15,601 2030 16,276 Source: 1980, 1990, 2000, & 2010 Census Cohort Under 5 5 to 14 15 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 & Over Total 1990 2000 836 1,608 1,859 2,448 2,017 1,439 1,277 969 569 13,022 802 1,934 1,520 2,021 2,678 1,834 1,273 1,015 749 13,826 2040 16,551 2050 16,384 Source: CDRPC Projections Age Cohorts 2010 748 1,932 1,699 1,635 2,281 2,597 1,773 1,156 907 14,728 2020 2030 772 1,844 1,795 1,945 1,859 2,272 2,513 1,635 966 15,601 2040 756 1,822 1,714 1,999 2,193 1,842 2,199 2,308 1,443 16,276 2050 769 1,827 1,721 1,925 2,227 2,193 1,783 2,053 2,053 16,551 782 1,850 1,667 1,893 2,149 2,247 2,157 1,695 1,944 16,384 Source: U.S. Dept. of Commerce, Bureau of the Census, & CDRPC Projections 2010 Census Gender & Age Total 4 & Under 5 to 9 years 10 to 14 years 15 to 19 years 20 to 24 years 25 to 29 years 30 to 39 years 40 to 49 years 50 to 59 years 60 to 64 years 65 to 74 years 75 to 84 years 85 & Over 18 years + 21 years + 62 years + 65 years + Female 7,358 385 430 506 463 360 348 898 1,275 1,075 418 638 387 175 5,732 5,505 1,455 1,200 Male 7,370 363 472 524 491 385 397 998 1,370 1,098 409 518 270 75 5,692 5,444 1,098 863 2010 Census Race & Hispanic Origin Total 14,728 748 902 1,030 954 745 745 1,896 2,645 2,173 827 1,156 657 250 11,424 10,949 2,553 2,063 White Alone Black Alone Nat. Am. Alone Asian Alone Other Alone Two + Races 14,085 330 20 62 83 148 95.63% 2.24% 0.14% 0.42% 0.56% 1.00% Not Hispanic Hispanic Mexican Puerto Rican Other Hisp. 14,400 328 81 143 104 97.77% 2.23% 24.70% 43.60% 31.71% Minority Pop. 841 5.71% = Total Population - Non-Hispanic White Pop. 2010 Census Total Female Median Age 41.4 42.4 40.5 Male Source: U.S. Dept. of Commerce, Bureau of the Census, 2010 Census Revised: July 2012 Prepared by the Capital District Regional Planning Commission 78 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 2 of 7 2010 Census Population by Relationship Total Population In Group Quarters 14,728 In Households 502 Institutionalized Population 14,226 462 Noninstitutionalized Population 40 Source: 2010 Census Households 1990 4,580 2000 5,128 Persons/HH 2.65 2.58 Household Data 2010 5,694 2020 6,125 2030 6,428 2040 6,620 2050 6,599 2.50 2.46 2.45 2.42 2.40 Source: 1990, 2000, & 2010 Census Source: CDRPC Projections 2010 Census Housing Units by Tenancy Total Units Occupied Vacant 5,953 5,694 95.65% 259 4.35% For Rent 63 24.32% Owner 4,372 76.78% For Sale 51 19.69% Renter 1,322 23.22% Seasonal 50 19.31% Other 95 36.68% 4.54% Total Rate Owner Vacancy Rate 1.15% Renter Vacancy Rate 1.96% Source: 2010 Census 2010 Census Households by Type Total Households 5,694 100.00% 2,996 52.62% Married Couple with Children 1,182 20.76% Married Couple without Children 1,814 31.86% 642 11.28% Single Female with Children 358 6.29% Single Female without Children 284 4.99% 295 5.18% Single Male with Children 167 2.93% Single Male without Children 128 2.25% 1,380 24.24% 583 10.24% 381 6.69% Married Couples Single Female Head of Household Single Male Head of Household Single Person Living Alone Single Person Living Alone: 65 & Over Other Non-Family Household (2 or More People) Source: 2010 Census All Percentages computed as a percent of Total Households Revised: July 2012 Prepared by the Capital District Regional Planning Commission 79 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 3 of 7 2011-2015 ACS Income Data Income Per Capita Income Median Household Income $28,436 $59,761 MOE $1,770 $3,423 2011-2015 ACS Households by Income Range Income Range Less than $10,000 $10,000 to $19,999 $20,000 to $29,999 $30,000 to $39,999 $40,000 to $49,999 Households 197 631 462 694 347 Income Range MOE 92 169 136 177 101 Households $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 & Over MOE 262 175 214 58 82 1,465 763 1,134 131 143 Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey 2011-2015 ACS Poverty Status of Persons for Whom Poverty Status Was Determined Poverty Status of Persons Total # Total Persons 5 & Under 6 to 17 18 to 64 65 & Over 14,625 736 2,331 9,631 1,927 Poverty Status of Households Total # Total Households Married Couples Married w/ Related Children Married w/o Related Children Single Female Head of Household Female w/ Related Children Female w/o Related Children Single Male Head of Household Male w/ Related Children Male w/o Related Children Single Person Living Alone Other Non-Family Household (2+) 5,967 2,756 1,154 1,602 772 505 267 251 126 125 1,711 477 MOE 285 247 392 865 367 MOE 243 215 175 198 157 141 88 103 73 85 258 397 # Below 1,015 102 145 676 92 # Below 441 23 6 17 127 115 12 15 15 0 258 18 MOE 523 47 109 397 114 MOE 147 29 31 26 66 65 18 25 36 18 108 158 % Below MOE 6.94% 13.86% 6.22% 7.02% 4.77% 3.57% 4.28% 4.56% 4.08% 5.86% % Below MOE 2.45% 7.39% 0.83% 0.52% 1.06% 16.45% 22.77% 4.49% 5.98% 11.90% 0.00% 15.08% 3.77% 1.05% 2.70% 1.62% 7.86% 11.27% 6.58% 9.65% 27.47% 14.40% 5.89% 33.08% Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey Note: The ACS replaces the decennial census long form. CDRPC recommends using the 5-year data, which is more reliable than the 1- or 3-year data. This also allows for better comparability among municipalities. For more information, please see http://cdrpc.org/ACS.html Note: The Margins of Error (MOE) suitable for creating 90% confidence intervals are now published for most of the estimates. Statistically, there will be a 90% probability that the true population parameter (e.g., mean, median, percent, etc.) falls within the interval: ESTIMATE ± MOE. Revised: January 2017 Prepared by the Capital District Regional Planning Commission 80 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 4 of 7 2011-2015 ACS Housing Unit Estimate by Structure Estimate MOE 285 297 145 156 101 196 6,333 4,359 406 449 292 827 Total Units Single Family Two Family Three to Four Family Five or More Family Mobile Homes & Other Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey 2011-2015 Housing Value/Cost — Value of Specified Owner-Occupied Single Family Homes Value Range Less than $100,000 $100,000 to $149,999 $150,000 to $199,999 Estimate 808 685 1,376 Value Range MOE 207 130 184 $200,000 to $299,999 $300,000 to $399,999 $400,000 or More Owner Costs Estimate 1,122 256 136 Estimate Median Housing Value for Owner-Occupied Units % of Owners Spending >30% of Income on Housing Costs MOE 187 100 81 MOE $5,496 $170,800 21.17% 4.53% 2011-2015 ACS Rental Value/Cost — Gross Rent Value Range Less than $500 $500 to $999 $1,000 to $1,499 Estimate 75 883 507 Value Range MOE 34 175 153 Estimate $1,500 to $1,999 $2,000 or More No Cash Rent Renter Costs Estimate Median Monthly Gross Rent for Renter-Occupied Units % of Renters Spending >30% of Income on Housing Costs** MOE 17 31 59 16 0 103 MOE $18 $907 40.45% 9.97% Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey **Excludes units with "No Cash Rent" 2011-2015 ACS Educational Attainment of Persons 25 & Older Number of Persons with: Less than a High School Diploma High School Diploma (including GED) Some College, No Degree Associate's Degree Bachelor's Degree Graduate or Professional Degree Estimate 774 4,334 2,168 1,428 1,364 779 MOE 156 406 239 290 260 198 % of Total 7.14% 39.96% 19.99% 13.16% 12.57% 7.18% MOE 1.44% 3.74% 2.20% 2.67% 2.40% 1.83% % with At Least: 100.00% 92.86% 52.91% 32.92% 19.76% 7.18% Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey Revised: January 2017 Prepared by the Capital District Regional Planning Commission 81 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 5 of 7 2011-2015 ACS Employment by Industry & by Place of Residence Total (Civilian Employed Population 16 & Over) Agriculture, Forestry, Fishing, Hunting, & Mining Construction Manufacturing Wholesale Trade Retail Trade Transportation and Warehousing, & Utilities Information Finance and Insurance, and Real Estate and Rental & Leasing Finance and Insurance Real Estate and Rental & Leasing Professional, Scientific, Management, Administrative, & Waste Mgmt. Services Professional, Scientific, and Technical Services Educational Services, and Health Care & Social Assistance Educational Services Health Care & Social Assistance Arts, Entertainment, Recreation, Accommodation, & Food Services Other Services (except Public Administration) Public Administration Estimate MOE 388 39 184 210 68 214 90 74 132 129 42 133 118 252 150 213 167 142 115 7,851 42 575 948 155 1,326 219 119 496 431 65 482 332 2,013 708 1,305 654 443 379 Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey 2011-2015 ACS Workers by Class # Estimate MOE 388 Total (Civilian Employed Population 16 & Over) 7,851 Employee of Private Companies Self-Employed in Own Incorporated Businesses Private Not-for-Profit Wage and Salary Workers Local, State, and Federal Government Workers Self-Employed in Own Not Incorporated Businesses and Unpaid Family Workers % Estimate 100.00% 68.63% 1.46% 10.95% 15.03% 3.92% MOE 3.58% 0.74% 2.33% 2.51% 1.48% Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey 2011-2015 ACS Workers by Means of Transportation to Work Car, Truck, or Van Drove Alone Carpooled Public Transportation (excl. taxicab) Estimate 7,458 6,815 643 37 MOE 404 386 207 42 Bicycle Walked Taxi, Motorcycle, Other Worked at home Total (16 & Over) Estimate MOE 12 46 45 77 388 6 39 53 154 7,747 Source: U.S. Dept. of Commerce, Bureau of the Census, 2011-2015 American Community Survey Revised: January 2017 Prepared by the Capital District Regional Planning Commission 82 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 6 of 7 Land Use Regulations and Programs Planning Board Yes Zoning Regulations Yes Written Comprehensive Plan Yes Subdivision Regulations Yes Site Plan Review Yes Source: 2008 Land Use Planning and Regulations: A Survey of New York State Municipalities 2014 Real Property Tax Rates School Districts Saratoga County Full Value Tax Rate Town of Moreau Full Value Tax Rate $ $ 2.86 1.54 Total Full Value Tax Rate $ 4.40 Hudson Falls CSD South Glens Falls CSD Note: These rates do not include school taxes. Villages do not include Town Full Value Tax Rates. Source: New York State Office of the Comptroller Source: CDRPC FY 2015 Government Revenue & Expenditures in $1,000s Revenue Expenditure † $ Property Tax 1,984.9 General Government $ 1,515.8 Public Safety Non-Property Taxes 2,540.0 Sales Tax Other Non-Property Tax State Aid 978.9 3.7 Health 181.5 Transportation 295.0 Utilities 2,144.1 757.4 Federal Aid - Community Services 1,322.3 Other Intergovernmental - Economic Assistance 133.6 Employee Benefits 710.2 268.5 2,137.5 Charges for Services Other Local (fees, etc.) 691.2 Debt Service Other Sources 106.9 Education Total Revenue $ 7,830.0 106.9 Other Uses Total Expense $ 7,834.5 Revenues Less Expenditures $ (4.4) † Includes Capital and Equipment Outlays. Individual items may not sum to totals due to rounding errors. Revenue sources such as debt or fund balance appropriations are not classified as revenues and may account for apparent shortfalls. Source: New York State Office of the Comptroller Revised: October 2016 Prepared by the Capital District Regional Planning Commission 83 Capital District Regional Planning Commission Community Fact Sheets Saratoga County Town of Moreau Page 7 of 7 Hadley Day South Glens Falls Saratoga Nor thu mb erla nd Edinburg Moreau Corinth Corinth Wilton Greenfield Providence Saratoga Springs Ballston Spa Galway Charlton Malta 2 Halfmoon a un ay sk Ni Delanson Colonie Colonie Knox Cohoes Green Isl. Menands Altamont Albany Voorhees ville Berne Ren s New Scotland Bethlehem Westerlo Rensselaerville North Greenbush East Greenbush Albany Castletonon-Hudson Hoosick Grafton Petersburg Rensselaer Poestenkill Berlin Sand Lake Nassau Schodack Coeymans Valley Falls Brunswick Watervliet Troy Guilderland 10 Hoosick Falls Pittstown s ela er am rd tte Ro wn eto inc Pr Schenectady Duanesburg Schaghticoke d fo r ter ford WaWater Clifton Park Schenectady 8 Stillwater Mechanicville Scotia 6 Schuylerville Victory Mills Schaghticoke Glenville 4 Stillwater Round Lake Ballston 0 Saratoga Milton Galway Miles East Nassau Stephentown Nassau Ravena Revised: January 2017 Prepared by the Capital District Regional Planning Commission 84 Saratoga County Sub County Profiles 2013 A collection of recent demographic, social and economic data Compiled by Jan Vink Assisted by Joe Francis, Sutee Anantsuksomsri, Nij Tontisirin 85 Saratoga County Profile This profile is a part of a set of sub county profiles generated for each county in New York State outside New York City. The profiles were developed and generated by the Cornell Program on Applied Demographics and follow a series of County profiles. The work is sponsored by Cornell Cooperative Extension and promoted with webinars and workshops in coordination with the Community & Regional Development Institute. Cornell Program on Applied Demographics: The Program on Applied Demographics (PAD) brings skills in demographics, economics, statistics, data gathering and data analysis together to provide a variety of organizations with data, information and advice. For more information: http://pad.human.cornell.edu/ Cornell Cooperative Extension: Cornell Cooperative Extension (CCE) puts knowledge to work in pursuit of economic vitality, ecological sustainability and social well-being. We bring local experience and research based solutions together, helping New York State families and communities thrive in our rapidly changing world. For more information: http://cce.cornell.edu/ Community & Regional Development Institute: The Community & Regional Development Institute (CaRDI) supports informed decision making for residents and communities in New York State through applied research and education. For more information: http://cardi.cornell.edu/ All profiles are freely downloadable as PDF documents on the PAD website: http://pad.human.cornell.edu/profiles/index.cfm Page 1 of 210 86 Moreau town Moreau town Total Population Historic Decennial Census and recent annual estimates Total population, Moreau town 1990 13,022 16,000 1980 11,188 14,000 1970 12,00010,080 10,000 2010 14,728 2000 13,550 2012 15,127 8,000 6,000 4,000 2,000 0 1970 1975 1980 1985 1990 Decennial Census (April 1) 1995 2000 2005 2010 2015 Estimates (July 1) Source: 1970-2010 Decennial Census, 2000-2010 intercensal population estimates and 2010-2012 post censual population estimates (all U.S. Census Bureau) Change since previous Census Change Decennial Total Census population Number Percent 1970 10,080 1980 11,188 1,108 11.0% 1990 13,022 1,834 16.4% 2000 13,550 528 4.1% 2010 14,728 1,178 8.7% Source: 1970-2010 Decennial Census Estimated population in 2012: 15,127. Change between April, 1 2010 and July 1, 2012: 399 (2.7%) Page 123 of 210 87 Moreau town Population by age 2010 population pyramid 2010 Population Pyramid, Moreau town 85+ 80-84 75-79 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 800 600 400 200 Male 0 200 400 600 800 Female Source: 2010 Decennial Census Page 124 of 210 88 Moreau town Selected age groups Age group Total population Under 5 5-17 18-24 25-44 45-64 65+ 85+ 2000 Count Share 13,826 100.0% 802 5.8% 2,496 18.1% 958 6.9% 4,699 34.0% 3,107 22.5% 1,764 12.8% 127 0.9% Median age 37 0.0% Source: 2000 and-2010 Decennial Census 2010 Count Share 14,728 100.0% 748 5.1% 2,556 17.4% 1,075 7.3% 3,916 26.6% 4,370 29.7% 2,063 14.0% 250 1.7% 41.4 Difference Count % 902 6.5% -54 -6.7% 60 2.4% 117 12.2% -783 -16.7% 1,263 40.7% 299 17.0% 123 96.9% 0 0.0% Population by race Total Count Percentage 14,728 100% 13,887 94.3% 308 2.1% American Indian and Alaska Native 16 0.1% Asian 62 0.4% 0 0.0% Some other race 13 0.1% Two or more races 114 0.8% 328 2.2% Total population Not Hispanic or Latino One race White Black or African American Native Hawaiian and Other Pacific Islander Hispanic or Latino (of any race) Source: 2010 Decennial Census Page 125 of 210 89 Moreau town Housing units Characteristics COUNT HOUSING OCCUPANCY Total housing units Occupied housing units Vacant housing units YEAR STRUCTURE BUILT Total housing units Built 2005 or later Built 2000 to 2004 Built 1990 to 1999 Built 1980 to 1989 Built 1970 to 1979 Built 1960 to 1969 Built 1950 to 1959 Built 1940 to 1949 Built 1939 or earlier HOUSING TENURE Occupied housing units Owner-occupied Renter-occupied HOUSE HEATING FUEL Occupied housing units Utility gas Bottled, tank, or LP gas Electricity Fuel oil, kerosene, etc. Coal or coke Wood Solar energy Other fuel No fuel used VALUE Owner-occupied units Less than $50,000 $50,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $299,999 $300,000 to $499,999 $500,000 to $999,999 $1,000,000 or more Median (dollars) PERCENTAGE Margin Estimate of error 100.0% 93.8% ± 2.4 6.2% ± 2.4 6,252 5,862 390 Margin of error ± 324 ± 294 ± 154 6,252 164 441 975 995 849 549 746 369 1,164 ± 324 ± 79 ± 129 ± 204 ± 232 ± 200 ± 114 ± 166 ± 112 ± 227 100.0% 2.6% 7.1% 15.6% 15.9% 13.6% 8.8% 11.9% 5.9% 18.6% ± 1.2 ± 2.0 ± 3.0 ± 3.7 ± 3.0 ± 1.9 ± 2.7 ± 1.8 ± 3.4 5,862 4,434 1,428 ± 294 ± 302 ± 243 100.0% 75.6% 24.4% ± 3.8 ± 3.8 5,862 3,186 693 561 1,246 17 149 0 10 0 ± 294 ± 269 ± 172 ± 177 ± 263 ± 27 ± 70 ± 89 ± 18 ± 89 100.0% 54.4% 11.8% 9.6% 21.3% 0.3% 2.5% 0.0% 0.2% 0.0% ± 4.6 ± 3.0 ± 2.8 ± 4.1 ± 0.5 ± 1.2 ± 0.6 ± 0.3 ± 0.6 4,434 726 381 944 1,059 1,007 210 107 0 155,700 ± 302 ± 169 ± 101 ± 173 ± 205 ± 173 ± 88 ± 87 ± 89 ± 6,311 100.0% 16.4% 8.6% 21.3% 23.9% 22.7% 4.7% 2.4% 0.0% ± 3.6 ± 2.2 ± 3.5 ± 4.2 ± 3.8 ± 2.0 ± 1.9 ± 0.7 Estimate Source: 2007-2011 American Community Survey Page 126 of 210 90 Moreau town Educational attainment COUNT 10,729 Margin of error ± 295 278 ± 138 Estimate Population 25 years and over PERCENTAGE Margin Estimate of error 100% EDUCATIONAL ATTAINMENT Less than 9th grade 9th to 12th grade, no diploma 2.6% ± 1.3 802 ± 175 7.5% ± 1.6 High school graduate (includes equivalency) 4,432 ± 408 41.3% ± 3.5 Some college, no degree 2,106 ± 258 19.6% ± 2.4 Associate's degree 1,332 ± 251 12.4% ± 2.3 Bachelor's degree 1,057 ± 199 9.9% ± 1.8 722 ± 160 6.7% ± 1.5 Percent high school graduate or higher 89.9% ± 1.8 Percent bachelor's degree or higher 16.6% ± 2.6 Graduate or professional degree Source: 2007-2011 American Community Survey Language spoken at home COUNT Estimate 14,135 Margin of error ± 153 13,661 ± 251 96.6% ± 1.2 Estimate Population 5 years and over PERCENTAGE SPEAK ENGLISH LESS THAN "VERY WELL" Margin Estimate of error Margin of error 100% LANGUAGE SPOKEN AT HOME English only Language other than English 474 ± 163 3.4% ± 1.2 187 ± 122 Spanish 248 ± 118 1.8% ± 0.8 136 ± 103 Other Indo-European languages 161 ± 89 1.1% ± 0.6 51 ± 61 Asian and Pacific Islander languages 42 ± 55 0.3% ± 0.4 0 ± 89 Other languages 23 ± 37 0.2% ± 0.3 0 ± 89 Source: 2007-2011 American Community Survey Page 127 of 210 91 Moreau town Labor Force Characteristics Labor force, employment and unemployment UNEMPLOYMENT RATE Margin Margin Margin Margin Estimate of Estimate of Estimate of Estimate of error error error error 12,155 ± 293 64.7% ± 3.1 59.6% ± 2.9 7.7% ± 2.1 TOTAL Population 16 years and over IN LABOR FORCE EMPLOYED AGE 16 to 19 years 644 ± 140 54.7% ± 13.0 44.1% ± 12.8 19.3% ± 12.7 20 to 24 years 782 ± 230 83.4% ± 8.0 70.2% ± 11.8 14.6% ± 10.8 25 to 44 years 4,151 ± 361 81.9% ± 5.3 75.4% ± 5.7 7.9% ± 3.4 45 to 54 years 2,618 ± 363 78.5% ± 6.8 74.5% ± 7.3 5.1% ± 3.8 55 to 64 years 1,849 ± 233 65.1% ± 6.8 63.2% ± 6.9 3.0% ± 2.2 65 to 74 years 1,289 ± 239 13.6% ± 5.6 11.9% ± 5.3 12.0% ± 17.7 822 ± 192 2.8% ± 3.3 1.0% ± 1.6 65.2% ± 57.8 One race 12,129 ± 291 64.7% ± 3.1 59.6% ± 2.9 7.8% ± 2.1 White 11,749 ± 300 65.9% ± 3.1 60.8% ± 2.9 7.6% ± 2.1 312 ± 105 19.2% ± 16.8 17.0% ± 16.8 11.7% ± 23.9 20 ± 24 75.0% ± 43.7 0.0% ± 66.3 100.0% ± 76.6 76.1% ± 50.8 76.1% ± 50.8 0.0% ± 50.1 75 years and over RACE AND HISPANIC OR LATINO ORIGIN Black or African American American Indian and Alaska Native Asian 46 ± 55 Pacific Islander 0 ± 89 Some other race 2 ±5 Two or more races 26 Hispanic or Latino origin (of any race) - ** - ** - ** 0.0% ± 100.0 0.0% ± 100.0 - ** ± 23 34.6% ± 50.1 34.6% ± 50.1 0.0% ± 98.9 12.7% ± 25.8 183 ± 113 30.1% ± 28.0 26.2% ± 28.0 11,609 ± 300 66.3% ± 3.1 61.1% ± 2.9 7.6% ± 2.1 9,400 ± 326 77.8% ± 3.6 72.3% ± 3.7 6.9% ± 2.1 Male 4,918 ± 307 75.4% ± 5.5 68.3% ± 5.6 9.3% ± 3.4 Female 4,482 ± 225 80.3% ± 4.6 76.7% ± 4.6 4.5% ± 2.3 431 ± 113 86.3% ± 9.7 77.5% ± 12.7 8,618 ± 4.1 72.5% White alone, not Hispanic or Latino SEX Population 20 to 64 years With own children under 6 years 10.2% ± 10.7 EDUCATIONAL ATTAINMENT Population 25 to 64 years ± 346 77.3% Less than high school graduate High school graduate (includes equivalency) Some college or associate's degree 654 ± 178 52.8% ± 13.4 44.3% ± 12.8 15.9% ± 12.6 3,339 ± 363 71.1% ± 6.1 64.0% ± 6.7 10.1% ± 4.5 3,017 ± 336 84.4% ± 5.6 80.9% ± 5.7 4.1% ± 3.1 Bachelor's degree or higher 1,608 ± 266 86.6% ± 5.3 85.9% ± 5.4 0.9% ± 1.2 Table formula: LABOR FORCE % IN LABOR FORCE % EMPLOYED UNEMPLOYMENT RATE = = = = ± 4.2 6.2% ± 2.1 # EMPLOYED + # UNEMPLOYED LABOR FORCE / TOTAL * 100% # EMPLOYED / TOTAL * 100% # UNEMPLOYED / LABOR FORCE * 100% Source: 2007-2011 American Community Survey Page 128 of 210 92 Moreau town Household Income Distribution Interval width (in $1,000) Est. per $1,000 section 31.2 - Estimate 5,862 Margin of error ± 294 Less than $10,000 312 ± 132 $10,000 to $14,999 331 ± 153 $15,000 to $19,999 326 ± 126 $20,000 to $24,999 293 ± 133 $25,000 to $29,999 425 ± 143 $30,000 to $34,999 338 ± 123 $35,000 to $39,999 167 ± 64 $40,000 to $44,999 217 ± 109 $45,000 to $49,999 285 ± 88 $50,000 to $59,999 557 ± 191 $60,000 to $74,999 813 ± 158 $75,000 to $99,999 762 ± 154 $100,000 to $124,999 531 ± 109 $125,000 to $149,999 242 ± 95 $150,000 to $199,999 146 ± 61 10 5 5 5 5 5 5 5 5 10 15 25 25 25 50 $200,000 or more 117 ± 67 - Total: 66.2 65.2 58.6 85.0 67.6 33.4 43.4 57.0 55.7 54.2 30.5 21.2 9.7 2.9 Source: 2007-2011 American Community Survey 1.6% Income distribution, Moreau town % per $1,000 section 1.4% 1.2% 1.0% 0.8% 0.6% 0.4% 0.2% 0.0% 0 50 100 150 200 Household Income (in Thousands) NY State Moreau town Source: 2007-2011 American Community Survey Page 129 of 210 93 Moreau town Poverty Poverty characteristics BELOW POVERTY PERCENT BELOW LEVEL POVERTY LEVEL Margin Margin Margin Estimate Estimate Estimate of error of error of error 13,970 ± 284 1,105 ± 433 7.9% ± 3.1 TOTAL Population for whom poverty status is determined AGE Under 18 years Related children under 18 years 18 to 64 years 65 years and over SEX Male Female RACE AND HISPANIC OR LATINO ORIGIN One race White Black or African American American Indian and Alaska Native Asian Hispanic or Latino origin (of any race) White alone, not Hispanic or Latino EDUCATIONAL ATTAINMENT Population 25 years and over Less than high school graduate High school graduate (includes equivalency) Some college, associate's degree Bachelor's degree or higher EMPLOYMENT STATUS Civilian labor force 16 years and over Employed Male Female Unemployed Male Female WORK EXPERIENCE IN THE PAST 12 MONTHS Population 16 years and over Worked full-time, year-round Worked part-time or part-year Did not work 2,861 2,861 8,998 2,111 ± 262 ± 262 ± 336 ± 247 279 279 638 188 ± 200 ± 200 ± 240 ± 110 9.8% 9.8% 7.1% 8.9% ± 6.8 ± 6.8 ± 2.6 ± 5.2 6,666 7,304 ± 304 ± 296 416 689 ± 209 ± 336 6.2% 9.4% ± 3.1 ± 4.4 13,950 13,781 95 15 59 55 13,733 ± 281 ± 297 ± 81 ± 24 ± 77 ± 62 ± 300 1,105 1,086 19 0 0 7 1,086 ± 433 ± 434 ± 21 ± 89 ± 89 ± 11 ± 434 7.9% 7.9% 20.0% 0.0% 0.0% 12.7% 7.9% ± 3.1 ± 3.1 ± 24.0 ± 76.6 ± 38.6 ± 25.8 ± 3.1 10,118 884 4,119 3,391 1,724 ± 356 ± 175 ± 385 ± 359 ± 283 686 154 296 224 12 ± 242 ± 101 ± 143 ± 125 ± 20 6.8% 17.4% 7.2% 6.6% 0.7% ± 2.3 ± 10.5 ± 3.4 ± 3.7 ± 1.1 7,851 7,243 3,563 3,680 608 392 216 ± 400 ± 373 ± 275 ± 245 ± 173 ± 140 ± 97 466 288 73 215 178 110 68 ± 218 ± 156 ± 62 ± 128 ± 98 ± 85 ± 50 5.9% 4.0% 2.0% 5.8% 29.3% 28.1% 31.5% ± 2.7 ± 2.2 ± 1.7 ± 3.4 ± 14.4 ± 19.1 ± 21.4 11,509 5,223 2,923 3,363 ± 391 ± 347 ± 344 ± 391 857 83 369 405 ± 296 ± 75 ± 183 ± 186 7.4% 1.6% 12.6% 12.0% ± 2.6 ± 1.5 ± 5.6 ± 5.2 Source: 2007-2011 American Community Survey Page 130 of 210 94 South Glens Falls Central School District Past and projected total graded enrollment Year Enrollment 1993 2845 1994 2891 1995 2937 1996 2926 1997 3078 1998 3104 1999 3100 2000 3146 2001 3227 2002 3213 2003 3201 2004 3356 2005 3332 2006 3381 Source: Cornell University – Program on Applied Demographics https://pad.human.cornell.edu/schools/projections.cfm 2007 3330 2008 3295 2009 3266 2010 3204 2011 3189 2012 3171 2013 3117 2014 3132 2015 3136 2016 3091 Lower Boundary Upper Boundary 2016 3091 3091 3091 2017 3055.847 3008.5 3098.5 2018 3025.601 2962 3083 2019 3030.602 2954 3101.5 2020 3036.172 2944.5 3126 2021 3012.999 2911.5 3114 2022 3003.41 2897.5 3112 2023 3027.73 2910 3140.5 2024 3012.077 2886.5 3138.5 2025 2994.227 2863.5 3124.5 2026 2972.733 2835 3104.5 95 Hudson Falls Central School District Past and projected total graded enrollment Year Enrollment 1993 2438 1994 2433 1995 2384 1996 2334 1997 2332 1998 2286 1999 2246 2000 2363 2001 2303 2002 2238 2003 2289 2004 2273 2005 2255 2006 2336 Source: Cornell University – Program on Applied Demographics https://pad.human.cornell.edu/schools/projections.cfm 2007 2336 2008 2188 2009 2172 2010 2240 2011 2239 2012 2273 2013 2287 2014 2220 2015 2232 2016 2169 Lower Boundary Upper Boundary 2016 2169 2169 2169 2017 2159.59 2124 2197 2018 2146.403 2093.5 2199 2019 2127.469 2065.5 2188.5 2020 2121.205 2051 2191.5 2021 2119.666 2046.5 2197 2022 2100.549 2021 2179 2023 2099.13 2013.5 2187 2024 2072.208 1981 2165.5 2025 2063.818 1968.5 2158.5 2026 2066.489 1969 2162.5 96 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachment C: Status Report on the 2008 Comprehensive Plan General Land Use Housing Natural Resources Protection Recommendation 1) Adopt the new Comprehensive Land Use Plan. 2) Appoint a Zoning Revision Committee to revise the Zoning Law and Subdivision Regulations. 3) Revise the Town Zoning Law and Subdivision Regulations according to the recommendations in the new Comprehensive Land Use Plan. Include the following zoning district changes and address revisions as follows:  As a method to protect farmlands develop and adopt an agriculture protection district.  Develop conservation subdivision regulations which require preservation of open space through land set-asides.  Expand the C-1 District below Exit 17 in the area west of the Northway to NYS Route 9. 1) Amend the Zoning Law to allow for “in-law” dwellings or apartments in which are regulated and monitored by the Town Code Enforcement Officer. 2) Develop and adopt a housing affordability strategy that pursues meaningful subsidies and provides worthwhile incentives for availability of housing across a range of housing types (single family detached, townhouses, rental units, etc.) to all income segments of the Town’s population. 1) Create a uniform set of standards in the Zoning Law that will address the protection of open space and natural resources. 2) Reserve areas with agriculturally valuable soils for agricultural uses to the greatest extent possible during site plan review. 3) Develop site-planning standards that consider the impact of development of important public view sheds. 4) Adopt a groundwater protection law under the guidance of the Saratoga County Soil and Water Conservation District. 5) Create a uniform set of standards in the Zoning Law that will address the protection of open space and natural resources. 6) Reserve areas with agriculturally valuable soils for agricultural uses to the greatest extent possible during site plan review. 7) Develop site-planning standards that consider the impact of development of important public view sheds. 8) Adopt a groundwater protection law under the guidance of the Saratoga County Soil and Water Conservation District. 9) Adopt a set of conservation design guidelines that protect the integrity of the natural landscape and direct development to the most appropriate locations on individual sites. 10) Identify areas and work with local and government organizations and non-profits (Open Space Project, DEC, Moreau Recreation Commission) to develop appropriate open space protection measures. Recreation Economic Development Infrastructure 1) Develop a long-range recreation plan, prioritize needs and identify funding for individual improvements. 2) Support the future inter-municipal Local Waterfront Revitalization Program with neighboring Hudson River communities. 1) Develop a focused strategy to encourage business development along the NYS Route 9 corridor and the interchange with I-87. 2) Continue to promote the Moreau Industrial Park. Assist Saratoga Economic Development Corporation with recruitment efforts. 3) Continue to identify other areas in the Town for light and heavy industry. 4) Identify the types of businesses the Town primarily wants to attract. Explore how to improve access and ways to enjoy the river. 1) Develop a Capital Improvements Plan that considers the costs of providing sewer and water to new areas of the community. 2) Expand cable television service town-wide. 3) Extend the municipal water system along Fortsville Road 4) Investigate the opportunities for supplying alternative water sources to the municipal water system     Status Completed Completed Project initiated; Complete draft of law developed; Comments received; Draft not adopted Incomplete Incomplete  Draft law developed; comments received Ongoing – Part of review process in agriculture district  Draft law developed; comments received SWPPP process in place and actively administered  Draft law developed; comments received Ongoing – Part of review process in agriculture district  Draft law developed; comments received Under consideration  Draft law developed; comments received Under consideration  Underway; ongoing  Underway; ongoing  Study complete;  Findings under review  Underway; ongoing  Underway; ongoing  Underway; ongoing In-depth sewer study underway No longer applicable; to be removed Complete Under review 97 DRAFT Town of Moreau Comprehensive Plan– September 2017 Attachment D: Glossary of Terms Definitions20. As used in this plan, the term: (a) “town comprehensive plan” means the materials, written and/or graphic, including but not limited to maps, charts, studies, resolutions, reports and other descriptive material that identify the goals, objectives, principles, guidelines, policies, standards, devices and instruments for the immediate and long-range protection, enhancement, growth and development of the town located outside the limits of any incorporated village or city. (b) “land use regulation” means an ordinance or local law enacted by the town for the regulation of any aspect of land use and community resource protection and includes any zoning, subdivision, special use permit or site plan regulation or any other regulation which prescribes the appropriate use of property or the scale, location and intensity of development. 20 New York Consolidated Laws, Town Law - TWN § 272-a. Town comprehensive plan 98