Strategic Plan 9-24-04

8/2/2019 Strategic Plan 9-24-04

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Introduction to the Village of Naples

Naples was founded at the site of the old Seneca Indian village of Kiandaga,which was home to 40 Seneca families for many years. The area suited theirway of life. In later years, the early pioneers were less impressed with thebarren and mountainous territory. A group of men from Massachusetts boughtover 21,000 acres in the area for 12 cents an acre. The early years in the area,which was first called Watkinstown and later Middletown, were difficult. Napleshad no roads for many years and transportation to and from Naples wasprovided solely by Canandaigua Lake.

By the late 1820s, development within Naples had begun. Churches, gristmills, carding mills, saw mills, tanneries, hotels and other businesses emerged.In 1872, the Naples Memorial Town Hall was built on Main Street to honor themen who had served in the Civil War. And in 1888, Jacob Widmer emigratedfrom Switzerland with his family and founded Widmer Winery. While theprominence of Widmer Winery has contributed largely to Naples identity as

Grape Country, other community activities and events, such as grape piesand the annual Grape Festival, have helped to establish the communitys nameand identity over time. Naples early cultural influences, including its Europeanname and baking practices, established a foundation for cultural enrichmentand enhancement over the years.

Today, Naples is an eclectic, rural Village nestled among the hills of the FingerLakes Region. Well defined in its character and history, Naples is a self-sustaining community that takes pride in its natural beauty and small-townappeal. Naples celebrates the diversity of its residents and its resources; it ishome to people with a wide range of talents. Whether people are raising afamily or looking ahead to retirement, Naples is the kind of place where people

stay for a long time.

Indeed, much of the current feeling of self-sufficiency encountered in theVillage of Naples dates from the first 150 years of its history, when access tothe rest of the world was very limited and the Villages isolation was real. Thefirst settlers walked down the ice of a thoroughly frozen Canandaigua Lake in1789. From the 1840s until the 1890s, the principal connection of Naples to theoutside was via lake steamboats that met in season at Woodville. In 1892,Naples Village became the terminus of the Lehigh Valley Railroad line whichconnected at Stanley and Geneva to the New York Central. That line ceasedoperation in the 1950s and was abandoned in the late 60s.

The State and County highway connections that we now take for granted didnot exist until financed and constructed by the Good Roads movement of thelate 1920s. Additional work on roads was completed by the federal WorksProgress Administration in the 1930s and 40s, and federal financing of highwayimprovements began in the 1950s. Thus the good connections that Naplesenjoys with Canandaigua, the Ontario County seat of government, are barelytwo generations old. Is it any wonder that the Village still considers its self-sufficiency and containment as more important than its connections to thelarger economy and society?


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Naples EssenceCaptured in a Spoon

The Sutton Spoon Company store has been located in the precise center of theVillage for over a hundred years, right next door to the library and directlyacross Main Street from the hotel. It started life as a jewelry store whose ownermade fishing spoons as a sideline. The spoon business flourished to the extentthat there is no jewelry displayed in the current store. Though it appears to beundistinguished, or, better, old-fashioned from the outside, one should considerwhy it even exists now, more than a hundred years after its founding.

Sutton Spoon exists today because the foundations of the Village of Naplesremain vital. It would be hard to overstate the importance of hunting andfishing to the Village, and Sutton Spoon supplies the necessities of fishingtackle, maps, bait, ammunition, and outdoor clothing. Our seasonal festivalsbring large amounts of cash to Naples, and their flash (and traffic) is hard tomiss; but Opening Days of hunting and fishing seasons pack a greater socialand economic punch in the community.

Hunting parties often stay for a week in hillside cabins, appearing in the Villagefor all kinds of fuel, provisions, accessories, and entertainment. Hunting clothesand waders are perfectly normal costumes in season. Stuffed trophy fishes aredisplayed in store windows, and backyard trees are festooned with hanging,slaughtered deer. Older children regularly skip school without excuse to huntand fish on Opening Days. Local businesses plan around employee absenceson Opening Weeks.

Much is made of wine and grapes in our Village. They have their own festival.Though there was an earlier Maxfield Winery in Naples (the building still exists

on Clark Street), the Widmer family did not arrive in Naples until the 1880s.Grapes were introduced as a crop in the area in the 1840s, but were notplanted in Naples until the 1860s. The local hunting and fishing tradition inNaples far pre-dates agricultural land uses, extending thousands of years intothe past as practiced by people who became known as the Seneca. It continuesto exert a powerful influence on the Village of Naples and is its authenticheritage.

Sutton Spoon is best known in the Village for the little hand-written sign theytape on the door every morning and afternoon. It says, Gone for coffee. Beback in five minutes.

What is a Comprehensive Plan?

Generally speaking, a Comprehensive Plan is a blueprint for future decisionmaking in a community. It provides an overall framework for future public andprivate investment and policy development in the community. This investmentcan take many forms, including, but not limited to, financial, civic and creativeresources. In Naples, it is this collective investment by our residents,businesses, churches, schools and local government that will shape ourphysical, social and economic character.


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This Comprehensive Plan articulates an overall vision for the Village of Naplesand themeans to achieve that vision. It is important to note that this plan is consistentwith New York State Municipal Law. According to NYS Village Law, aComprehensive Plan is defined as:

the materials, written and/or graphic, including but not limited to maps,charts,studies, resolutions, reports and other descriptive materials that identify thegoals,objectives, principles, guidelines, policies, standards, devices and instrumentsfor theimmediate and long-range protection, enhancement, growth and developmentof the village. The village comprehensive plan shall...serve as a basis for landuse regulation, infrastructure development and public and private investment,and any plans which may detail one or more topics of a village comprehensive

plan.

According to New York State Law, the villages comprehensive plan must beadopted by the Village Board, which requires a public hearing. However, thisapproval process does not preclude future review and amendment. Thevisions and goals contained in this document should be perceived as flexible.

The plan is intended to serve as a guide to Naples over the next 10 years.However, the plan should be reviewed periodically by the community, with amore formal review and update to occur at the end of the planning period.

Naples Planning Process

As government and non-profit money gets tighter, funding bodies are moreand more insistent on long and mid-range planning. Granting agencies want tosee that municipalities are acting in concert with stated objectives with a clearvision of some future goal. They want to eliminate ad hoc projects and assurethat funds are spent in pursuit of a well-defined purpose. In the Village ofNaples, the lack of a long-range plan had become a roadblock toward futureaction.

In 2002, the Village applied for and received a technical assistance grant of$15,000 from the Governors Office for Small Cities to assist in a strategicplanning effort. The grant was contingent on $10,000 of local funding, whichwas comprised of cash contribution from the Village ($7,000 paid over two

fiscal years) as well as in-kind services from the Village and Ontario County,$1,000 and $2,000, respectively.

A Steering Committee was formed and beginning in January 2003 the group,which initially included Patricia Annesi, Bill Cooper, Kelly Jo Martin, MaryMueller, Jason Randall, Domonick Gallo, Cullen Abraham, Molly Kuhn, JeffShearing and Will Sherwood, met and planned its approach to the project. Inan attempt to assure the plans timely completion as well as a desire to createan unbiased document that accurately reflected a unified vision of the


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community, the Steering Committee decided to seek an outside consultant toexpedite the plan. Over 30 consultants inquired about the Villages Requestfor Proposals and 16 submitted proposals. After interviewing four firms, thecommittee made its selection. Simultaneously, the committee decided tocreate a questionnaire to help them define areas of citizen concern and to usein focusing the outside consultant to the task at hand.

In April 2003, the Steering Committee initiated the planning process officiallywith a kick-off meeting in which the planning process was reviewed and initialissues and concerns facing the community were addressed. A brain stormingexercise, called a S.W.O.T. Analysis, was conducted to solicit input on theVillages strengths, weaknesses, opportunities and threats. A wide variety ofissues were raised, which were used to develop the vision and goals that drivethis plan. Samples of the issues raised are provided on the next page. Duringthe course of the planning process, the Steering Committee membership haschanged somewhat but the diversity and wide range of perspectives offeredremained intact. The list of current Steering Committee members is included in

the acknowledgements on page 83.

From the beginning, Village leaders and steering committee membersemphasized the need for public participation and input into the planningprocess. Although the Steering Committee represented a wide range ofperspectives, the Village wanted to ensure its Comprehensive Plan reflectedthe entire communitys vision for the future. To accomplish that, several publicoutreach and input opportunities were incorporated into the planning process.

Community Survey

In May 2003, a community survey was created and distributed to everyproperty owner within the Village and made available at the Village Hall. Thesurvey addressed a broad range of issues facing Naples, such as the need forsewers, property maintenance, business development, traffic safety, and thequality and need for Village services. The response rate for the surveys wasapproximately 45 percent, an outstanding return by community and statisticalstandards. A summary of the survey results is included in the ExistingConditions section (pages 2325).

Youth Workshop

The youth population is often overlooked in the planning process. However,young people offer a great perspective about their community. They are anexcellent source of information about youth-related services and activities,such as schools and recreation, and they are more than happy to discuss whatthey like and dislike about growing up in the community. Additionally, they canprovide insight into what a community will need to have or do in order to keepthem as residents. Students, especially those in high school, are thinkingahead to who and what they want to be. Where they will live plays animportant role in those decisions.


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In June 2003, youth workshop sessions were conducted in three SeniorParticipation in Government classes in the Naples Central School District. Thestudents were asked to answer a series of questions:

What do you like about Naples? What do you dislike about Naples? What improvements/changes would you make? What will you be doing in 10 years? Where will you be living in 10 years?

Many of the likes and dislikes of the students mirrored issues raised bySteering Committee members. The Villages friendly community atmosphere,safety, schools and scenery were viewed as Naples strengths. And the limitedshopping and activities geared for young adults were noted most often asdislikes for students. Although not all students had a clear idea of what theydbe doing, many of them expressed the desire to be living somewhere else in 10years. Some students said they would live in a big city like New York orBoston, while others said they would want to live someplace else in the country

that had similar scenic qualities of Naples.Community Forum and Land Use Workshop

In September 2003, a full-day workshop was conducted to discuss communityissues and look at future land use in the Village. The workshop included severalbrainstorming exercises, including a If Naples Were a Car activity.Participants were asked to describe the type of car the Village of Naples wouldbe now and in the future. The variety of cars mentioned in the exercise, whichincluded a minivan, a restored classic convertible, and an old pick up truck,illustrated the communitys current eclectic style and its desire to maintainthat in the future. The workshop also included:

review of the draft vision and goals; an overview of land use principles; hands-on breakout sessions in which participants drew their concepts for

future land use in the Village of Naples; and goal area discussion groups.

The information gathered at the workshop is reflected directly in the plan. Thefuture land use discussion contained in this plan is the culmination of the workcompleted by residents and merchants at the workshop.

Focus Group Meetings

A series of focus group meetings were held in October 2003 to providecommunity members with another opportunity to discuss the issues relevant tothe planning process and provide their input for the types of actions thatshould be taken in order to accomplish the Villages goals. In all, there were sixfocus groups, each addressed one of the plans six goal areas.

These meetings allowed those in attendance the opportunity to providespecific information that could be used to create the implementation section of


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the plans. The recommended activities and policy changes identified in theimplementation section of the goal areas is a direct reflection of the inputreceived during these meetings. The fact that some of the larger issues facingthe community, such as the need for sewers or the consolidation of the Townand Village, arose often indicates that these issues will need futureexamination over the next few years.

Introduction to the Existing Conditions Summary

A communitys plan for the future must be made with current conditions andtrends in mind. Understanding the Village of Naples social, economic andenvironmental characteristics allows community members to make betterinformed decisions about the policies and projects that will be recommendedfor the next decade. Topics and issues in this section of the plan are based oninput from the Steering Committee and the community at large. These issuesand topics also influence the vision and goals identified in the plan.

This analysis incorporates quantitative and qualitative data collected duringthe initial stages of the Villages planning process. Whenever possible, recenttrends in the community have been shown. Observing changes over timeprovides a basis for predicting future changes. Data from other municipalitieshas also been included to provide a regional perspective that helps to explaininfluences affecting the Village of Naples.

Information from the United States Census Bureau, the New York Departmentof Environmental Conservation (NYSDEC), the Ontario County PlanningDepartment, the Genesee/Finger Lakes Regional Planning Council (GFLRPC),and the Village and Town of Naples were used to compile an accurate view of

the Village.

2000 Census data were used when available. As additional Census data arepublished and updated, the Village must update the information to ensureconsistency and relevance.

Location

The Village of Naples is located at the southern tip of Ontario County in theheart of New York States Finger Lakes Region. Carved from the AppalachianPlateau, the Village is nestled in the valley, five miles south of Canandaigua

Lake.

The transportation system in the Village and neighboring town consists of local,county and state roads. The main transportation route into and through theVillage of Naples is NYS Route 21, a north-south road that provides directlinkages to NYS Routes 5 & 20, 245, 53, 64, and 332. Interstate 390, leading toI-86, is just fifteen minutes south, while access to the NYS Thruway, I-90, is 40minutes to the north. Naples is relatively easy to drive to. From the Village, one


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can travel to Canandaigua in approximately 30 minutes and to Rochester andits eastern and southern suburbs, such as Victor and Farmington, in about 40minutes. Many residents commute to these locations on a daily basis for workor shopping.

In addition to the many assets available in the Village, Naples is near a variety

of natural and cultural attractions, such as Canandaigua Lake, the BristolMountain and Hunt Hollow ski resorts, Finger Lakes wineries, Hi Tor WildlifeArea, the Cummings Nature Center, Bristol Harbour and Reservoir Creek golfcourses, and the City of Rochester. The Villages location, in terms of itsphysical beauty and closeness to other communities and attractions, makes ita desirable place to live and visit.

It should be mentioned that immediately outside Naples Village there is atrailhead for the 54-mile long Bristol Hills Branch of the 790 mile long FingerLakes Trail that connects at its southeast end to the Appalachian Trail. TheFinger Lakes Trail bills itself as a wilderness foot trail across beautiful New

York State from the Catskills to the Allegheny Mountains. The Lehigh Valley

Trail is an abandoned rail bed maintained as a trail by the NYSDEC and aFriends group. It runs through the center of the Hi Tor marshes. From itssouthern trailhead just north of the Village on NYS Rte. 21 to its currentnorthern terminus at Caward Crossing Road, it measures 6.6 miles, but may beextended another two miles to the Hamlet of Middlesex in the future.

Also, it is of tremendous importance that the Village abuts (right across NaplesCreek) the Hi Tor Wildlife Management Area, which is heavily used by hikers,fishermen and hunters. Hi Tor has over 6,000 acres, including 1,700 acres ofwetlands at the south end of Canandaigua Lake and the West River Valley,3,400 acres of wooded uplands around Hatch Hill and 1,000 acres on South Hillaround Clark Gully. Hi Tor is managed by the NYSDEC to provide hunting,hiking, skiing, fishing, and informal camping opportunities as well as timber.

Population

How many people? It is a question that is often asked. Examples include thesize of a family, the number of people dining together at a restaurant, thenumber of students in this years class, or the number of people in acommunity. A change in the number of people impacts plans. This is certainlythe case in community planning.

As Figure 2 shows, the population has decreased in the Town and Villagebetween 1990 and 2000. The Village experienced a larger decrease in reportedpopulation than the Town, 14 percent and 3 percent respectively. Villageofficials question the accuracy of the 2000 Census data due to the limitedresponse from Village residents. They suspect that actual population in theVillage has stayed the same or slightly increased over the last decade. This isconsistent with the population projection figures developed for the FingerLakes Region based on 1990 Census data, shown in Figure 3.


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By comparison, the countywide population has increased five percent. TheCountys northwestern corner has experienced consistent growth in that time,which may account for the population increase. Given the current residentialand commercial expansion in that portion of the County, it is likely that theCountys overall population will continue to grow in the future. The degree towhich this continues and its impact on the Village and other areas of the

County will depend largely on the demand for commercial and residentialdevelopment.Age

An examination of age distribution provides insight into a communitys needsand desired services now and in the future. A high or increasing percentage ofresidents under the age of 18 may require more educational and recreationalresources. A large number of residents nearing retirement age may require adifferent set of considerations and services, such as senior housing and healthand medical services located in walking distance.As Figure 4 shows, the Villages age distribution is consistent with that of the

Town and the County as a whole. The Village has a higher percentage ofpeople 65 and older and a lower percentage of people ages 25 to 44. People inthe latter age group are typically the largest consumers and taxpayers whobuy homes, purchase a wide range of goods, maintain property and ownbusinesses, etc. A low and decreasing percentage of people in the 25-44 agegroup could also impact the number of children and young adults in acommunity. As Figure 5 indicates, The Village has experienced a decrease inpeople under 18. This trend could be an indication that families with childrenare either leaving or locating elsewhere, resulting in a decrease in overallpopulation and family size in the Village during that same time period.

The Village should consider how it will accommodate the needs of its seniorpopulation, which may increase over the next 10 to 20 years. The Village alsoneeds to attract and maintain young professionals and families so that thecommunity can maintain its consistent consumer and tax bases.

Education

Education is a critical component of community life. A school system is a majorpart of a familys decision to move to a particular community. And schoolfacilities are a resource that can benefit a wide range of community members.

The Naples Central School District has two school buildings, both located within

the Village, that serve students from portions of Ontario, Livingston, Steubenand Yates Counties. The Elementary School has approximately 527 students ingrades Kindergarten through sixth grade; the High School has about 462students in grades seven through 12. In addition to school related activities,the schools also serve the larger community. For example public meetings,school related elections and voting, summer recreation programs and adulteducation activities are conducted there.


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Schools and communities use a variety of measures to assess the success oftheir education system. Pupil-to-teacher ratio and per-pupil expendituresindicate the fiscal impact that the schools have on the community. They alsoprovide some indication of the level of services and the quality of educationprovided. This plan used the most recent data published by the New York StateEducation Department. Compared to other schools in Ontario County, Naples

had the lowest teacher-pupil ratio (Figure 6). This is viewed as a positiveindicator since fewer students often means more one-on-one time and moredirect interaction with teachers. Naples Central School District had the highestexpenditure per pupil for general education and the lowest for specialeducation expenditures compared to other County districts examined (Figure7). The community needs to work with the school district to determine whetherthe lower per pupil expenditures for special education were a result of efficientfinancial management within the school or an indication that more resourcesand services are needed to meet students needs.

Educational attainment provides insight into the potential labor pool availablein the Village. As Figure 8 indicates, the Village and Town had a higher

percentage of residents with less than a ninth grade degree than the County.The Village had a lower percentage of people with a bachelors degree orhigher. While educational attainment was similar in all three municipalities, theVillage fell slightly behind the Town. Additionally, the percentage of Village and

Town residents enrolled in college (Figure 9) is significantly lower than theCounty as a whole. It should be noted that Village leaders expressed concernabout the accuracy of these Census data.

Income

The success of a community is shown in the economic health of its citizens.Median family income is one measure used as an economic indicator within acommunity.

Figure 10 on the next page provides a comparison of Median Family Income(MFI) for the Village, Town and County between 1990 and 2000. The table alsoincludes the adjusted Median Family Income for 1990 so that constant dollarswere compared. Although all municipalities experienced an increase in MFI, theVillage, which increased to $42,841 in 2000, experienced the largest increase(20 percent). The increase in family income is important since it can have asignificant impact on other aspects of community life, including localcommerce, education, home buying and the administration of localgovernment.Financial prosperity does not extend to all Village residents. Figure 11 providesa breakdown of family income. A slim majority of Village residents incomes(53 Percent) range from $35,000 to $99,000. A significant portion of Villageresidents incomes fell below the median family income. Approximately 40percent of families had low-to-moderate incomes (less than $27,375). Close to30 percent of families were classified as low income (less than $17,110) and

just over 15 percent are at or below the very-low income threshold for medianfamily income ($10,266) . The wide range of incomes in the Village requires


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careful balancing to ensure that the needs of the entire community are beingmet.

Employment

The diversity of employment opportunities, success of local industries and

availability of competitive wages in an area can have significant impacts onmany aspects of community life, such as tax base, local commerce, educationand housing. Examining a communitys employment base and history is oneway to assess the community economic health.

One of the most basic economic indicators is the unemployment rate.Unemployment rates are only available at the County or MetropolitanStatistical Area (MSA) level. Although specific data is not available for theVillage or Town, looking at Countywide statistics provides a regionalperspective that can be very helpful. This is particularly true for Naples, sincethe average commute time for village residents is approximately 25 minutes,with approximately 34 percent traveling 30 minutes or more. According to the2000 Census, 53 percent of Naples residents worked outside of the Village and23 percent worked outside of the County.

A look at the occupations and industries employing Naples residents providesinsight into the labor market available in the community, which can be directlylinked to educational attainment and the types of commercial and industrialdevelopment that could be supported in the community. According to USCensus data shown in Figure 12, 34.9 percent of Naples residents wereemployed in management, professional or related occupations, 21.2 percent inservice occupations and 19.8 percent in sales and office occupations. Theindustry sectors employing the largest percentage of Naples residents includededucational, health and social services, as well as retail trade, manufacturingand arts, entertainment, accommodations and food services (Figure 13). Thisindustry breakdown shows what industries employed Village residents, notwhat industries are located in Naples.Housing

The variety, style, and condition of housing in a given area provides insightabout the communitys residents, history, quality of life and economic stature.

Perhaps the most significant characteristic of the Villages housing stock is itsage. Approximately 70 percent of the housing dates back to 1939 or earlier(Figure 14 on the next page). Consequently, Naples boasts many historic

homes, some of which have been preserved and well maintained. Older homesoffer architectural details and significance that are difficult for newer homes toduplicate. The story of this communitys rich heritage is, in many ways, toldthrough the assortment of older homes that still exist in the Village.

However, the abundance of older homes can be a disadvantage if thestructures have not been well maintained or were not well built or welldesigned. It is clear that some of the Villages older homes fall into thiscategory. The need for property maintenance and upkeep has been raised as a


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key issue in the community. Although a detailed housing inventory is beyondthe scope of this plan, it is reasonable to assume that the age of the housingstock may be a contributing factor.

The age and general maintenance of Naples housing may be reflected in thehousing values within the Village. As Figure 15 shows, the Village had the

highest percentage of homes valued under $100,000 (79.9 percent) and thelowest percentage of homes valued from $100,000 to $149,999 (16.7 percent)when compared to the Town and County. And the Village and Town haveconsiderably lower percentages of houses valued at more than $150,000.

Assessment

Figure 16 shows the changes in total assessment for Village properties for theyears 1997 to 2002. The chart includes the total assessment in actual dollarsand constant dollars (adjusted for inflation to 2002). Even when adjusted forinflation, the Village has experienced an increase in total assessment. It seemsthat the upward trend has leveled out over the last year of the comparison. It isreasonable to assume that assessment will remain the same or increaseslightly over the next several years, based on the current and anticipatedgrowth in the County. The Village should continue to monitor its assessmentas a general indicator of economic stability.Development

Given the topography of the Village and the limited developable landlocated within its boundaries, infill, reuse and redevelopment will likelybe the focus in Naples. There were no permits issued for newcommercial, residential or industrial development in the Village ofNaples between 1998 and 2003 according to Village records. While the

Village does issue a number of permits for alterations and additions toexisting structures annually, new development has not occurredrecently. This lack of development may indicate reduced demand fornew development in the Village or may be a result of the Villageslimited infrastructure. However, opportunities for new development andexpansion do exist in the Village and will be explored as part of thisplanning process.

New development as well as rehabilitation and adaptive reuse ofexisting residential, commercial and industrial uses will provide thecommunity with an opportunity to maintain a balanced mix of uses. As

the diagram below illustrates, maintaining a healthy balance helps toensure that adequate services can be provided without placing anundue burden on the current tax base. For example, any futureresidential development must be offset by commercial development orexpansion. Relying solely on residential development will ultimatelyresult in tax increases.

Agriculture


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Although the Village itself only has 69 acres of agricultural land locatedwithin its boundaries, agricultures impact on the Village is undisputed.Naples Village is the heart of the larger Naples community, which isconsidered to be Ontario Countys grape country. After all, Naples is the

birthplace of the grape pie, and the community celebrates its vineyardheritage each year through the Grape Festival.

While the Villages image, identity and character have certainly grownfrom Naples agricultural heritage, there are significant economicimpacts associated with grape growing in the larger Naples communityas well as Ontario County. Widmer Winery and Naples proximity toother wineries in the Finger Lakes Region are important draws fortourists. In Ontario County, vineyards, orchards and berries had thesecond highest economic impact per acre, according to the OntarioCounty Agricultural Protection Plan. It is reasonable to assume that both

the Town and Village of Naples enjoy a significant part of that impact.

Current Land Use and Zoning (Figures 18 and 19. See pp. 26 and 27.)

The existing land use map shown in Figure 18 is based on property class datathat is tracked by the Village and maintained by the County. The parcel basedmap shows uses that have been broadly categorized into six areas: agricultural;residential; commercial; conservation; industry; and community resources. Thetable to the left provides a break down of land uses within the Village

As with most villages, residential land uses dominate Naples landscape. Theresidential classification includes single-family, multiple-family and mobile home

dwellings. The residential areas are, for the most part, in walking distance to acommercial area. And a significant portion of residential properties are located inclose proximity to the Villages downtown area. Commercial uses are largelyconcentrated in the downtown area, which is generally defined as Main Street(NYS Route 21) between Lyon and Sprague Streets . There is a section ofcommercial development located at the southern end of the Village as well ascommercial development north of the downtown area.

The Villages agricultural land, primarily located in the northeastern portion ofthe Village, consists mostly of vineyards. Although the communitys agriculturalland represents a small percentage of its land use, the impact of this land andthe traditions that have stemmed from it are far reaching. The communitysvineyards especially have defined the communitys history and character in ways

that will impact the Villages future in many ways.

The community resources category encompasses several uses, including publicservices (fire, police, village offices, schools), as well as public and privaterecreational facilities. The location of these resources is an importantconsideration. Key community resources are located in the downtown area. Thishelps to solidify the downtown areas role as the social center of the Village.Additionally, the schools prominent location along the Villages Main Street is anasset for several reasons. The school is located in walking distance to many


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residential areas within the Village. In addition, the High School serves as one ofthe Villages architectural center pieces in a community that boasts a number ofhomes and buildings that are architecturally and historically significant.

The industrial use category is comprised of the Widmer Winery properties. Thewinerys current plans for expansion seem to be a good indicator that this land

will continue to operate as a winery. However, the Village should consider howthe Widmer property would be addressed if a change in ownership were to occurat some point in the distant future.

Wetlands and Flood Zones (Figure 20. See p. 28.)

The health of the natural and built environments depend on the presence ofwetlands. They have highly absorptive properties that reduce the impact offlooding and water quality degradation from surface water run-off. From anecological standpoint, freshwater wetlands can provide a wide range of habitatareas that increase biological diversity for plants, insects, fish and terrestrialwildlife. Wetlands also filter out particulate matter including various industrial

and agricultural pollutants. Consequently, development around wetland areas,as defined by the New York State Department of Environmental Conservation(NYSDEC) and the United States Environmental Protection Agency (EPA),requires special permits and must be approached carefully.

The Villages main water supply comes from spring water fed reservoirslocated outside the Village boundary in the Town of Naples. However theVillages backup water supply is a standby groundwater well located off Route245, 500 feet east of the intersection with NYS Route 21. The well rechargezone, also known as a capture zone, refers to the land area which, throughinfiltration and percolation of precipitation, water is added to the groundwatersystem. The well recharge zone delineates the areas surrounding the pumping

well that will supply groundwater recharge. The well provides an emergencyalternative water source to wells/springs located south of the Village whichserve as the primary water sources for the Villages water system. The wellrecharge zone was determined based on a number of input factors related tothe natural conditions of the underlying aquifer and the design and capacity ofthe Villages well. The well recharge zone, shown in Figure 20, requiresprotection and careful planning related to the types of uses or developmentthat should be permitted in the surrounding area. Intensive uses in or near therecharge zone, such as industrial development and some agricultural uses,could potentially pollute the underground water supply. Consequently, thesetypes of uses must be avoided to protect the integrity and safety of thisbackup water supply.

Areas that are prone to flooding due to water volumes exceeding a naturalwater bodys capacity are known as floodplains. Naples Creek has an extensiveflood zone. Flooding during Hurricane Agnes (1972) was damaging.Development in these areas should be minimized and may be subject to NYSDepartment of Conservation review and permitting in order to minimize thepotential for property damage and loss of life due to future flooding.Additionally, flood insurance may be required.


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Figure 19, on page 27, includes flood zones, wetlands and the Village wellrecharge zone within the Village of Naples.

Steep Slopes (Figure 21. See p. 29.)

Naples is a prime example of the impact that glacial movements had on theFinger Lakes Region. These movements, which incised the AppalachianPlateau, are responsible for the narrow lakes, hills, glacial moraines and valleysthat characterize the regional landscape.

The Naples community has been shaped by its landscape. The rolling hills areone factor in this areas grape growing industry. The slopes also provide thebeautiful views that Naples is known for. This landscape is one reason why theVillage is quaint, attractive and enjoyable for residents and visitors alike. Thescale, amount and location of future development within the Village will bealways be limited by its topography.

Typically, development is limited in areas with steep slopes (greater than 15percent) due to unstable soils. As Figure 21 on page 29 illustrates, eastern andwestern portions of the Village, Hatch Hill and West Hill, respectively, haveextremely steep slopes. Though these areas have little or no development,they were formerly hillsides covered with vineyards, especially West Hill. Theyare likely to remain undeveloped.

Community Survey Summary

The community survey included more than 50 questions, addressing almost

every issue that will impact the Villages decision making over the nextdecade. The survey was designed to assist the community in determining itsvision and direction for the future, as well as obtain feedback on specific issuesfacing the community. The survey was just one tool the Village used to gaugethe communitys opinions about current and future conditions. While thesurvey offers helpful information about the communitys feelings about certaintopics and village services, the results of the survey are not definitive in allareas. In some cases, the direction that should be taken with particular issuesaddressed is not clearly defined in the survey results. Consequently, thesurvey results were not viewed in isolation, but as a supplement to all of theinformation and ideas collected during the planning process.

The response rate of the survey of 45 percent was very good. However, basedon the demographic data that was provided on the surveys, it appears that theage and income levels of respondents is higher than compared to the Villagespopulation. Younger and lower income residents may be underrepresented inthe survey as a result. Additionally, because the surveys were distributed toproperty owners using the Villages water bill mailing list, renters may beunderrepresented as well. Although surveys were available to anyone uponrequest, there is no way to know if renters were surveyed adequately.


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When asked to choose which areas should be a priority in the ComprehensivePlan, respondents indicated a wide range. The table below lists the priorityissues, listed from most frequently selected to least.A large majority of survey respondents (81 percent) support maintaining orexpanding Naples current level of tourism activity.

When the results of the survey were analyzed, strongly agree and agreeanswers were combined and interpreted as a positive response and stronglydisagree and disagree were combined and interpreted as a negative response.A large majority of respondents agreed that the Village downtown is well-maintained and looks good (73 percent) and that the Village governmentshould find ways to stimulate economic growth (68 percent). Respondents alsoconfirmed that some residential properties are poorly maintained and need tobe cleaned up (70 percent) and that preservation of historic structures isworthwhile (72 percent). The two issues on the survey that had the strongestconsensus were related to transportation. Seventy five percent disagreed thatthey would use public transportation. And as the chart to the right shows, alarge majority of respondents also disagreed that vehicular access to main

street is easy from side streets. These particular issues were substantiated insubsequent public outreach events.

There was moderate consensus on a variety of issues where at least 50percent agreed or disagreed with a particular statement. Some issues in thiscategory included agreement that there is lack of pedestrian safety along MainStreet, that more senior housing is needed and that commercial areas shouldhave a consistent, complementary appearance. And, as the chart on theprevious page illustrates, a majority of respondents disagreed that a sewer isneeded in the district at any cost. Of those who said they strongly disagreedwith sewers at any cost, a significant majority (69 percent) indicated theywould be willing to pay no additional monthly charge. Of those who stronglyagreed with creation of sewers at any cost, 25 percent indicated they wouldpay $26 to $41 extra per month and 54 percent indicated they would pay $8 to$25 more a month.

Unfortunately, limited or no consensus was achieved in several topic areas,including pedestrian safety along Main Street, the need for a Town/Villagewebsite and the current public parking supply in the Village. There was also alack of consensus on other questions related to the need for sewers in theVillage. It is a critical issue facing the community and one that would requiresignificant financial support from the community if pursued.

As the charts to the right indicate, survey respondents did not clearlydetermine whether there is a perceived need for sewers to either addresssafety issues or economic development. It is important to note that thesequestions were not posed to determine whether or not people would vote for asewer district. Rather, they were included to gauge peoples perception for theneed. It is reasonable to assume that some of the lack of consensus may be aresult of the costs associated with this type of project. It may also indicate theneed for residents and community leaders to gather more information on thisparticular matter in order to make an informed decision in the future.


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Community Wish List

Throughout the course of the plans development, there were a number of key

issues and ideas consistently identified and discussed by community members.The wish list that follows represents some of the major areas and activities theVillage would like to address in the future. These issues and ideas areexamined in greater detail in the subsequent sections of this plan (pagereferences are included).

Public Sewers (pp. 54-55, 57-58)-Throughout the community, the publichealth, quality of life and economic viability is compromised by the lack ofsewers. The downtown commercial district is landlocked with no place to putnew septic systems and current systems are at or near capacity. Real Estatebrokers are quick to point out that without public sewers, the homebuyers'market has a very real ceiling and little opportunity to increase. One Village

restaurant has been closed, at least in part because of a collapsed septicsystem and others have been forced to install costly, alternative systems.

Others in the Village are forced to maintain their own sewage treatment plants.The High School which can ill afford to sacrifice any outside area, has a largefield behind the pool and between its two bus circles that is rendered unusablebecause it is the underground site of the school septic system. Here is aquickly compiled list of some of the larger septic issues facing some of thebusinesses in the Village. Some of these solutions might not be permitted ifinstalled today. This does not deal with private residences and is probably nota complete list of all businesses limited by not having public sewers:

Redwood Restaurant - Three aerobic treatment units, raised sandleaching bed, maintenance contract on aerobic treatment units NYSDECSPDES permit;

Naples Creek Apartments, 210 South Main Street - Three septic tankleach line systems had installation problems and has been repairedtwice;

Krystal's Caf, 196 South Main Street - Collapsed septic tank, underorder of NYSDOH to repair prior to reopening;

Naples Valley Arts & Crafts - Poor soils holding tanks;

Naples Record, 188 South Main Street - No space for a system, holdingtank;

Naples Laundromat 2,500 gallon septic tank and leach bed (50 X 30)

has experienced problems, bed in low area, storm-water run-off fromgrocery parking lot affects system;

128 South Main Street - No space for a system, holding tank;

122-126 South Main Street - Aerobic treatment unit, three leach lines(50 feet long), four apartments and three maintenance contract onaerobic unit;


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Naples Hotel, 111 South Main Street - System on east side of Main Streetbehind other businesses, two new septic tanks with outlet filter, existing"U"-shaped conc., block seepage pit (eight feet deep);

Naples Public Library, 118 South Main Street - No space for a system,holding tank;

108-112 South Main Street - Experiencing problems, frequent pumpingof two apartments and The Grainery Restaurant septic tank, laundryfacilities removed from apartments to reduce hydraulic loading;

Vine Street Mobile Home Park - 16 mobile home units, two units per 750gallon septic tank & 1,500 gallon seepage pit;

Reed St. Home Park - Seven mobile home units, two units per 500 gallonseptic tank & 300 gallon seepage pit;

Rennoldson Mobile Home Park, Reed Street - No records of system,however reports of problems indicate two mobile home units per septictank & seepage pit;

33 Academy Street - Limited space, poor soils, 1,500 GPD aerobic four,two- bedroom apartments, treatment unit, pumped/dosed leach system,

one three-bedroom apartment maintenance contract on aerobic unit; Elementary School Academy Street 6,500 gallon septic tank, 3,500

gallon septictank, 6500 gallon re-circulating tank, two 40'X40' sandfilters, with NYSDEC SPDES permit; and

Bob & Ruth's Restaurant, 182 North Main Street 6,000 gallon septictank, 2,000 lineal feet of leach lines, pumped/dosed with NYSDEC SPDESpermit.

The Village of Naples is at the center of the wellhead capture area that is theprime backup source for municipal water. Failing septic systems in the Villageleach through the porous gravel that lies under the Village into the wellheadcapture area. Recent water quality studies conducted by the Canandaigua Lake

Watershed Council have revealed alarming traces of nitrates within a smallraceway that runs through the that area. Nitrates travel effectively throughthe ground making them a good indicator of possible human contamination.

Water samples were collected in the Grimes Creek Raceway (which drains thecentral portion of the Village of Naples) on seven occasions during baselinenon-event conditions between March and December 2003. Baseline conditionswere sampled to reduce the sources of pollution that would enter the racewayfrom overland flow. Field investigations did not identify a substantial non-septic dry weather source of nitrates in the raceway drainage area. TheCanandaigua Lake Watershed Manager collected samples at two locationswithin the Village: private residence at East and Monier Streets and where the

raceway crosses at Ontario Street.

Nitrate levels at both sampling locations in the raceway were substantiallygreater than any of the 30 other regularly sampled watershed streams. T-B(Ontario St.) averaged 5.5mg/L nitrate and T-C (East/Monier St.) averaged7.6mg/L nitrate: 1,000% greater than the average of 30 other watershedstreams sampled during baseline conditions. Baseline nitrate levels in the 30other watershed streams that are sampled averaged 0.5mg/L with the highest


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being 2.12mg/L in Gage Gully. Even during storm events with overland flow,Nitrate levels in the 30 watershed streams rarely match the raceway baselineconcentrations. The results also show a consistent pattern of elevated nitratelevels requiring a regular source further enforcing the likelihood that thesource of contamination is from inadequate septic systems.

The watershed monitoring program has been sampling for fecal coliform on amonthly basis for the last fifteen years. Though it is difficult to establishnatural, background levels of fecal coliform bacteria for surface water, utilizingsome of our more natural streams we have utilized 20col/100ml as thethreshold for potential contamination. The fecal coliform levels in GrimesCreek Raceway are often elevated above this natural" level. Unusually highlevels of fecal coliform bacteria (above 150 colonies) have been detected intests of samples taken in July, 2001; April, 2002; June, 2002; August, 2002;May, 2003 and August, 2003, 43% of the samples tested. Most disturbing, inMay, 2003, fecal coliform counts reached 5600 colonies at the Monier Streetsite and in August, 2003 counts increased 2.5 fold between Monier (202) andOntario (492).

Although Grimes Creek Raceway is a surface water source, it is a goodindicator of potential contamination to the backup well for the Village ofNaples. The raceway drains north passing the backup well 300 feet to theeast. The wellhead zone follows the same general drainage pattern of theraceway as it drains the Village. Because of the predominately gravely soils ofthe wellhead zone, a significant portion of the nitrate contamination is possiblybypassing the raceway and ending up in the aquifer supplying the well. Onlysignificant pumping and testing of the well would document this possiblecontamination.

There are approximately 500 septic systems within the Village and the lifeexpectancy of normal septic systems is about 25 to 30 years. When individualsystems fail and are detected, property owners are forced to expendconsiderable sums of money to develop private systems able accommodatethe waste. When that cost is forced on individuals, the burden can bestaggering.

Widmer has operated its own facility at its present capacity for 30 years.Their business has grown in recent times to a point where they believe thatthey could double their productivity if they could handle between 30 and 40thousand additional gallons of waste product per day without adding to thecurrent physical plant. By working three shifts year round they couldessentially double their capacity and double the number of employees theyhire. They are constrained by their inability to handle the waste generated bysuch levels of activity.

Only a detailed needs analysis can determine what is the optimal wastewatertreatment methods/solutions that are best for the Village and potential userssuch as Widmers. A comprehensive and innovative look at the Villageswastewater treatment needs must be undertaken to allow sound decision-making. The Village also must explore partnerships with organizations such as


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Bishop Sheen Ecumenical Housing Foundation to determine what financialassistance is available for households with limited economic resources.

Water Meters (pp. 54-55)- In the spring of 2003, the Naples Village Boardengaged the engineering firm of Clark Patterson Associates to give anassessment of the Village water system, addressing the question of whether

new water meters were necessary.

Their finding led to the conclusion that the system was losing approximately170,000 gallons of processed water per day. The assessment did not concludehow much water loss was due to faulty meters but speculated that as much as25 percent of the perceived loss could be a direct result of faulty meters. Theyrecommended a program to test the accuracy of the present meters on aregular basis.

Simultaneously, Rural Development granted permission for the Village to usethe balance of the funding left over from the upgraded water system, a job thatcommenced in 1998 and culminated in 2001, to purchase new meters. On

doing research, the Village DPW ascertained that one of the possible supplierswas offering a hardware and software package for new meters that wouldprovide 95 new meters and the necessary hardware and software to read themremotely from a passing truck for $20K.

With that information as a basis for developing a plan, the Village Board ofTrustees began work on developing a course of action that projects 100 percentreplacement of domestic water meters over a five-year period. The intention isto replace with one brand of meter so that parts can be interchangeable and todo so over a five-year period so that replacement and upgrades of the meterswill not be needed at the same time.

Tracking and Repairing Water Leaks (pp. 54-55) - Here too as a result ofthe water loss study, the need for finding and repairing leaks in the network ofpipe carrying processed water both into the Village and to the individualcustomers within the Village is dramatically illustrated. The Board of Trusteesordered the DPW to contact New York Rural Water Association and request nocost, on-site technical assistance in an effort to improve the quality of theVillage system. NYRWA's technical representatives assist local governmentsand systems in their operations, including providing hands-on assistanceregarding leak detection, pipe location, and curb-stop location as well as otheroperational matters such as water quality treatment, testing, equipment repair,and emergency management. Simultaneously, the DPW has begun a testingprogram that will include reading newly installed meters strategically placedaround the system to determine in a general sense, where the leaks are. Oncethe leaks have been pinpointed, a comprehensive repair and replacementprogram can be developed and initiated. Early in the process, the replacementof approximately three miles of transite water transmission pipe from theEelpot Reservoir to the Village should begin.Burying Electric and Telephone Lines (p. 63) - If there is one regretuniversally shared by Village residents and business owners it is that when theState DOT had Route 21 (Main Street) torn up, the Village didn't insist on


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burying the utility lines that visually pollute the entire length of Main Street.This is a high priority as mentioned innumerable times during various citizenparticipation workshops throughout the creation of the Comprehensive Plan.Other beautification projects key on this, specifically decorative Victorianstreetlights in the commercial district and various banner and seasonal flowerdisplay initiatives.

Senior Living Facility (p. 5348) - Essential to the future of Naples is thedevelopment of senior living facilities within the Village proper and in closeproximity to the commercial district. Seniors need to be able to getthemselves to and from the grocery store, pharmacy and other essentialservices without being dependant on either the good offices of friends andfamily or the costly option of paid transportation. There is already a seniorhousing facility in the C-2 district at the south end of the Village but its lack ofproximity to the Village center makes it less desirable. Any new facility shouldbe within walking distance of the commercial district.

Senior Center Develop a Senior Center that could serve as a central location

for meetings, lunches and pick-up or drop-off points for CATS and outings. Itcould also serve as a site for medical tests or regular screenings to decreasetravel times to hospitals or doctors offices. It would be ideal to use one of theavailable properties in the central business district.

Public Transportation (Trolley) During Tourist Season (p. 68) - Naples isa Mecca for tourists during the late summer and fall and its success bringsadded obstacles. With the 2003 addition and prosperity of the Naples ValleyArts and Crafts Market, the trend is certainly in the direction of greater trafficproblems and congestion. A seasonal public trolley system could relieve thetraffic burden significantly and use of the new Community Park at the northend of the Village could provide an ideal location for weekend visitors. Thepublic would be provided easy access to multiple stops within the Village. Thepark would benefit by adding a viable source of income and the Village wouldbenefit by keeping some of the traffic off the streets.

Access to the Community Park - Unfortunately there is no direct pedestrianaccess to the Community Park. There are two main routes currently underconsideration and both of them present logistical challenges. At the end ofOntario Street, one long block from the Naples Central School is what remainsof an old bridge that spans Naples Creek. From that crossing and runningdown the east side of the creek is a trail that would be ideal for access to thepark except for a few factors. Chief among these is that the trail on the eastside of the creek runs through land currently designated as state hunting landowned by the DEC. There is no bridge at this time and there is no sidewalk onOntario Street. Choosing the other alternative presents different challenges,specifically the need for attaining "rights-of-way" down Route 245 fromConstellation Brands and the need to construct a trail bed in the right-of-waythat will include the construction of three different pedestrian bridges.

Connectivity to Finger Lakes Trail (pp. 42, 81)- Designated on the FLUP isa trail that runs on the easternmost border of the Village that could provide


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access to the Community Park. As drawn here, it begins at the Finger LakesTrail on Route 245 and extends southerly enclosing the Open Space area in thesouthwest corner of the Village and running westerly following the bed ofNaples Creek, on the west side of the creek. Future plans might includebuilding it to a standard 15-18' width, appropriately signed and sufficientlysurfaced for disabled access. We have a unique opportunity to work with the

Genesee County Transportation Council in their efforts to upgrade the LehighValley trail bed north of Route 245 heading northeast toward Geneva. Theseefforts will be coordinated with Yates County through the town of Middlesex,and back in Ontario County through Gorham, Rushville and Seneca. Ultimately,the trail could connect Naples to Geneva and be a source of low impact touristactivity.

Grimes Glen (p. 42) - One of the great natural wonders of the Naples area isGrimes Glen, located on the Town of Naples border to the Village. While it ispresently privately owned, the current owner has graciously allowed publicaccess for years. The Village would gladly work in concert with the Town andany other municipality to assure continued public access to this natural

attraction.Cataloguing & displaying a local history collection (pp. 75-76) - Localresident and Village historian Bill Vierhile has spent a lifetime collecting localartifacts and memorabilia presently housed and displayed in the Red Mill. Ifproperly catalogued and labeled it would serve as the basis for acomprehensive look at Naples' history. Making it public would require hiring acurator and enlisting a volunteer corps of people willing to serve as guides.

Economic Development (pp. 67-70) - In years past the state has providedseed money for locally controlled initiatives that allow small businesses toborrow funding for start-up and on-going businesses alike. The Village shouldkeep its collective eye out for such a program and avail itself of it if it becomesavailable. Locally, the Western Ontario Economic Development Council hasbeen extraordinarily successful advocating for home-based businesses. It hasbeen able to provide assistance in establishing the wherewithal to allow thefurther development of micro enterprises as they incubate from the home-based to the next step and beyond.

Maintaining and Improving Telecommunication Technology (p. 54-55) -It is essential that both Village and town residents be able to conduct businessin the modern world. With companies outsourcing jobs to third world countriesit is important for local businesses to be able to compete and necessary thatthey not lose the competitive edge due to obsolete technology.

Incentives for Beautification (pp. 63-64, 85-87) - Naples is economicallydependent on tourism and thus wed to the idea of making it attractive to thevisitor. There are numerous initiatives that speak directly to the beautificationof Naples. Among them are the aforementioned decorative Victorianstreetlights. Village trustees have already established a reserve fund to setaside monies to pay for them. Also important is the establishment of various


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incentive programs that find ways to reward individuals and groups thatundertake projects that make Naples more attractive.

Desirable Businesses (pp. 68-72) - Naples has long prided itself on acertain measure of self-sufficiency and a large measure of tourist appeal. As amatter of fact, agriculture and tourism are the two prime economic

cornerstones of the community. With tourism and self-sufficiency in mind, thefollowing businesses might very well find powerful support within thecommunity, both from residents and visitors.

An Art Gallery featuring the work of local artists.

A Hotel or Motel large enough to accommodate bus groups - althoughNaples boasts a fine historic hotel it is limited to only a few rooms fortransient guests. A larger facility might find a ready market.

Gift Shops - at present, Naples is the home of two very fine gift shops.

Bakery - for a community acknowledged as the historic home of the GrapePie, Naples has no bakery that features other baked goods.

Health Spa or Curves-type business

Consignment Shop for clothing, furniture and decorative items

Day Care Center - both for children and for adult care. A number of homebased businesses accommodate some of the need, but there might be aneed for a larger, more formalized facility.

Vision and Goal Framework

Good community plans are developed and implemented on multiple levels.They incorporate a range of strategies and actions to address the short-termand long-term needs of the community. This is accomplished in the Village ofNaples Comprehensive Plan through the incorporation of five key elements:vision, goals, objectives, measures and implementation items. The elementsare described below, and, where appropriate, examples in laymans termshave been provided to illustrate their meaning and inter-relationship.

Vision: A general statement of a future condition which is considered desirablefor the entire community; it is an end towards which all actions are aimed.

Think in terms of what the community wants to have or be. The Visionshould not dramatically change over time. Instead it should be consistentthroughout the life of the plan.

Goal: Similar to a vision, a goal is a general statement of a future condition

towards which actions are aimed. However, the scope of a goal is much morenarrow. It should support the vision by addressing a particular area or topicimportant to the community. Given their broad scope, goals should bedeveloped to last the lifetime of the plan. Ideally, the goals contained in thisplan should provide direction for the seven to 10 year planning horizon.Example: It is our goal to have a well educated child.


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Objective: A statement of a measurable activity to be accomplished in pursuitof the goal. It refers to some specific aspiration which is reasonably attainable.

Think in terms of actions such as increase, develop, or preserve.Example: Increase my childs vocabulary.

Measure: A specific data point or set that relates directly to accomplishing the

objectives; it identifies how, when, and amount to be done. Think in terms of,how do we tell if our objectives are working? Measures should be reviewedevery one to two years to determine if the objectives are being met. Themeasures included in this plan are more general and do not specify a timeframe and amount to be accomplished. The Village should work to establish thebaseline condition for all the measures in this plan and then determine thelevel and timing that is desirable. Example: Number of new words spoken atthe end of each year.

Implementation Item: A specific proposal to do something that relatesdirectly to accomplishing an objective; it can take the form of a plan, project,or program. The lifespan of an implementation item can vary from one to 20

years dependingon the item.Example: Introduce one new word per week, using games and flash cards atleast once a day to assist with word retention.

Throughout the planning process, it became clear that community members donot envision the necessity for drastic changes in the Village of Naples. Theplan reflects, instead, the Villages desire for refinement. Consequently, thedirection of this plan has been dictated largely by the communitys expresseddesire to maintain and enhance its current assets and resources. Althoughthere are several complex issues that must be addressed in the future, such asthe need for public sewers and the possibility of town and village consolidation,many of the objectives and activities contained in this plan identify ways tomaintain current levels of service or improve current conditions.

The planning process encouraged residents, merchants and stakeholders toshare their ideas and concerns about Naples future. A wide variety of issueswere identified and they will need to be considered and addressed from acommunity-wide perspective. To do so in a manageable, organized fashion,issues raised were categorized based on common themes and topics. Six goalareas emerged:

Natural Environment Residential Living Community Resources Downtown Economic Development and Tourism Leisure and Culture

The information and direction provided in each goal area will help Naplesdetermine the future actions, decisions and investments needed to achieve itsvision for the future.


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A Word on the Organization of Implementation Items

Many ideas for future projects, activities and tasks have been generatedthrough the planning process. In an effort to simplify the implementation of theplan, the implementation items under each objective have been organizedaccording to the anticipated timeframe the items should be initiated orcompleted. The time-frames are as follows:

short-range, 0 to 2 years; mid-range, 3-5 years; and long-range, 6 or more years.

The implementation items were prioritized based on the complexity of theactivity, the perceived urgency of the issue and the associated fundingrequirements. Therefore, the objectives for each goal area may vary regardingthe time that will be required to achieve them.

Vision Statement

By 2010, the Village of Naples envisions itself tobe a

...self-sustaining community known for its scenic

natural resources, appealing residential areas andactive downtown area. Naples capitalizes on itscommunitys resources and assets in a way thatsupports the local tourism industry whileprotecting the Villages natural features forgenerations to come. Our leaders activelyparticipate in collaborations to promote the

Naples area as well as the Finger Lakes Region.The Villages thriving local economy, anchored byits attractive downtown area, offers a wide varietyof retail and service opportunities for residentsand visitors alike. Naples continues to be a vital


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community where people want to live, work andvisit.

BACKGROUND

The scenic beauty and natural resources in and around the Village are clearlyimportant resources for the Village. They are a significant part of what attractsresidents seeking a quiet, rural setting. The communitys natural environmentattracts many visitors to the area who enjoy fishing, hiking and biking, amongother things. While there are many natural assets worth preserving within theVillage boundaries, much of the natural environment that Village residents andvisitors enjoy is located in municipalities beyond the Village border. In order topreserve the Villages pristine setting, cooperation and collaboration withneighboring towns, New York State and Federal agencies will be required.

GOAL

It is the goal of the Village to protect and promote its farmland, naturalresources and scenic beauty. Carved into the Appalachian Plateau, Naplesoffers breathtaking vistas unmatched in the region. The protection of thesesensitive environmental resources and the wide variety of natural assets andattractions in the area should continue to be a priority for Village leaders,residents, businesses and other municipalities and agencies. The Village willwork to protect the Villages clean air, soil and water supply and streams(Naples Creek), and the positive impact that a healthy environment can haveon the overall quality of life. The Village must seek ways to ensure its naturalsurroundings are preserved and continue to be a source of pride for the region.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Maintain and expand cooperation and collaboration withneighboring municipalities and relevant state and federal agencies topreserve and protect natural environment.

Short-Range1. Establish regular communication with New York State agencies that monitor

local natural resources, such as the New York State Department ofEnvironmental Conservation (NYSDEC) and the New York State Departmentof Health (NYSDOH) in an effort to safeguard waterways and groundwater

sources located within the village.

2. Continue cooperation with inter-municipal committees, comprised of leadersfrom surrounding towns and Ontario County, that can collectively monitorand protect the areas natural resources and make recommendations foractions that all municipalities can take to address concerns as they arise.

The Canandaigua Lake Watershed Council, to which the Village is a financial


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contributor, is an example of an inter-municipal organization established in2000 under New York State Law.

3. Village leaders, including the Mayor, Village Trustees and Planning Boardmembers, should continue to maintain awareness of policies and decisionsneighboring municipalities and state agencies make that could impact the

Villages natural surroundings. Participation in local meetings outside theVillage, continued communication with counterparts in neighboring townsand active monitoring of local and state news related to environmentalissues are just a few ways this can be accomplished.

Mid-Range4. Establish and maintain working relationships with town and village leaders

from surrounding communities regarding environmental policies anddecisions that could impact the Village of Naples. The Village should workto encourage other municipalities to take steps that will enhance the qualityof open space and natural resources of value to the region. Considersponsoring joint educational programs targeted to residents and leaders of

the region.

5. Grimes Glen, although located primarily in the Town, is an important naturalresource for the Village. The Village should work with all potential public andprivate partners to assure the permanent preservation of this importantasset.

6. Work cooperatively with the DEC, Town of Naples, private sector partnersand other Leigh Valley Trail corridor communities to implement relevantprojects included in Phase Two of the Genesee Transportation CouncilsRegional Trails Initiative.

Objective B: Increase efforts to preserve Naples Creeks currentcondition and promote it as a valued resource.

Short-Range1. Work with the New York State Department of Environmental Conservation

(NYSDEC) to ensure the creeks condition is monitored and reported toVillage leaders on a regular basis. As concerns arise, the Village shouldcontact DEC for testing and analysis.

2. Distribute Keeping our Creek Clean informational material to passive andrecreational water users (boating, fishing, etc.) to remind them to protectthe water and its banks from pollution.

Mid-Range3. Institute a creek watch organization in which volunteers, including

students, and senior citizens monitor the creek and uses along its banks.Activities of watch group members can include removal of trash and debris,water testing and educational presentations in local schools in cooperationwith state agencies that monitor local natural resources.


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4. Install interpretive signage related to the Naples Creek that will enhancevisitors and residents experience related to the creek.

Long-Range5. Current accounts indicate that fishing activity along the creek has not

resulted in significant adverse impacts to habitat or water quality. Over

time, if this condition should change, the Village may need to considercontrolling access points to the creek which should be monitored byappropriate authorities.

Objective C: Maintain and expand the Villages urban forest, ensuringthat selected species are suitable for the intended location and use.

Short-Range1. Coordinate with regional organizations and county offices to celebrate Arbor

Day as a village-wide event. The following activities could be considered forinclusion: public ceremony to plant the annual village tree; free saplinggiveaway; free outdoor workshop on tree planting and maintenance.

2. Cooperate with NYSEG on care and management of the Villages urbanforest.

3. Support the work of the Shade Tree Commission that advises the Village onforestry issues. The Commission includes local experts in the Village andCounty (local arborists, Cornell Cooperative Extension of Ontario County,etc.).

Mid-Range4. Create an urban forest management plan that identifies tree and shrub

species that are appropriate for use within the Villages right-of-way areas,

including tree lawns, public parking lots, parks and village property. Oncecreated, the plan should be made available to applicants seeking approvalfor commercial development or redevelopment projects to ensurelandscaping requirements adhere to the preferred speciesrecommendations the Village uses in the public realm.

5. Amend and strengthen the village zoning code to include specificlandscaping requirements for development and redevelopment projects.

6. Encourage tree replacement throughout the Village in an effort to maintainthe Villages greenscape and enhance the aesthetic appearance ofresidential and commercial areas.

Objective D: Continue to support and expand recycling and reuseprograms within the Village.

Short-Range1. The Village will continue to provide the brush collection service to its

residents. The brush is burned or chipped down to mulch which can be usedfor landscaping in public areas and municipal properties throughout theVillage.


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2. Public offices within the village, including the Village Hall, library, policestation and schools must be diligent in their recycling efforts (paper, plastic,cans) and serve as an example for Village residents, businesses, andindustry.

3. Continue working with the Naples Central School District to organize

community fundraisers that depend on can deposit returns. The moneyraised can be used to support a project that will benefit the naturalenvironment.

Objective E: Expand the Villages role in environmental stewardshipand encourage volunteer efforts to protect key natural resources.

Short-Range1. Initiate a Village and Town Earth Day celebration in late April to build

community support for environmental issues impacting Naples.

Mid-Range

2. Explore the possibility of reinstating an animal control position in the Villageof Naples (full or part-time position) to address and mitigate issues relatedto stray dogs and cats as well as the overpopulation of deer.

3. Work with appropriate authorities (NYSDEC and NYS State Troopers) toaddress the overpopulation of deer and the impact to the natural and builtenvironments.

Objective F: Preserve contiguous blocks of open space andagricultural lands within the Village to ensure that the Villages ruralsurroundings can be an asset identified by generations to come.

Short-Range1. Identify open space that can be used for trail development in and throughthe Village. Specific attention should be made to creating a trail to connectthe Villages downtown and residential areas to the Naples Creek andNaples Community Park.

Mid-Range2. Utilize cluster development techniques in and near designated agriculture

or open space to maximize development potential in a way that preservesopen space. The most common clustering technique allows a developer toincrease density beyond what a district permits if a certain percentage ofthe land is set aside as permanent open space. Clustering is a more

common tool in rural town environments, but could be very effective in theVillages efforts to preserve its open space.

3. Amend zoning map and code to designate key rural and open space parcelsfor agriculture uses only.

Long-Range


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4. Explore the possibility of purchasing development rights of key parcels topreserve critical viewsheds, especially in gateway areas of the Village alongRoutes 21 and 245.

5. Explore the feasibility of purchasing existing open space areas to preservethe Villages rural character.

Objective G: Ensure that all future development and redevelopmentactivities support the protection of the natural environment.

Short-Range1. Ensure environmental review processes are completed in accordance with

New Yorks State Environmental Quality Review Act (SEQR).

MEASURES

Acres of active agricultural lands and open space Cubic yards of recycled materials collected annually Percentage of undeveloped and vacant land in the Village Number of volunteers addressing environmental issues

Celebrating Naples Natural Resources

One way to celebrate Naples valuable natural resources, such as theNaples Creek, is to develop interpretive signage that will inform andeducate residents and visitors alike. Interpretive signage helps to meetthe increasing demand for educational visitor experiences. It also can bedesigned to serve a functional purpose. For example, in Saranac Lake,NY, interpretive signage was installed along a recently constructedRiverwalk to educate people about the types of fish found in the waters

and the types of lures used to catch each species. A similar signageprogram would be very effective in Naples, which is a premier fishingdestination in the region. In addition to helping provide interesting andmemorable experiences, interpretive signage would offer thecommunity the following benefits:

Interpretation encourages visitors to care about the places they visit. It helps minimize environmental and cultural damage by explaining

the impacts of various behaviors and suggesting appropriatealternatives.

Interpretation can act as a substitute experience for: places that are very fragile or difficult to visit, such as the

underwater view of the creek; or topics that are impossible to experience directly, such as the

migration of various local species.

The photos to the right provide just a few examples of what othercommunities have done to interpret their key natural and communityresources. These have been provided to illustrate the variety of topics


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that can be interpreted as well as the various types of signage that canbe used. In considering interpretive signage, the Village will need toensure that the design is consistent and respectful of its surroundingenvironment.

BACKGROUND

Consistent with traditional village design, Naples neighborhoods weredeveloped at a pedestrian-friendly scale, resulting in a walkable, close-knitcommunity that attracts new families and calls former residents home. Thediversity of housing styles tells the story of Naples initial settlement andsubsequent development over the last 200 years. While the communitysresidential areas are a strength, opportunities for improvement do exist.Residents identified the need for senior living options that are well designedand conveniently located. Concerns about property maintenance, absenteelandlords and the condition of public facilities (sidewalks and streets) will needto be addressed as the Village considers ways to maintain a diverse resident

base.

GOAL

It is the goal of the Village to have pedestrian-friendly residentialneighborhoods that offer a high quality of life and continue to be family-oriented. Safe streets, quiet surroundings, attractive housing, well-maintainedproperties and preserved historic structures characterize the Villagesneighborhoods. The well-maintained public spaces in Naples residential areassuch as sidewalks, roads, parks and pathways are recognized for their criticalrole in the communitys overall function and appearance and are maintained

accordingly. Residential development in the Village will be focused onredevelopment and enhancement of existing properties due to limitationsrelated to topography and the limited amount of developable land.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Enhance appearance and maintenance of neighborhoodproperties in an effort to sustain the Villages charm and appeal.

Short-Range1. Develop and distribute zoning and building code information to Village

residents annually to increase awareness of existing regulations and

requirements in an effort to improve compliance. Improve informationalbrochures on property maintenance, state and local codes and zoningissues.

2. Ensure fair, consistent enforcement of existing codes related to propertymaintenance and repair. Provide a community feedback mechanism thatresidents can use to provide feedback. One way to encourage continuousfeedback is through the use of a simple survey instrument. For example, a


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postcard feedback form could be distributed with every permit applicationand code violation citation, which asks residents to provide their feedbackon their general experience and their interaction with the Village and itsrepresentatives. This is similar to the approach used by many privatesector businesses, such as hotels, auto repair shops and salons, to gaugecustomers responses to their services.

3. Encourage local businesses and local agencies to sponsor conteststhroughout the year to encourage residents to maintain and beautify theirproperties. Contests, such as best landscaped, most improved propertyand best decorated are just some of the ideas that residents developed.

These contests could focus on a specific block, or they could be heldcommunity wide. Seasonal decorating contests could be held at the blocklevel, which would encourage residents to work together to competeagainst other blocks in the Village.

4. Continue strict enforcement of Village Code which explicitly prohibitsparking in the front yards of developed residential parcels.

Objective B: Ensure a balanced mix of housing options in Naples thatsupports the Villages goal of providing diverse housing options thatare well-maintained.

Mid-Range1. Modify the zoning code to reduce the areas where single-family homes can

be converted to two-family residences. Although converting single-familydwellings to multiple-family is one way to meet the areas demand forrental units, conversion can put a strain on parking, traffic congestion onlocal side streets, septic systems, and public water facilities. Limiting theextent of conversions will help contain the possible negative impacts.

2. Work with local financial institutions and real estate companies to developfirst-time home buying programs targeted to current and prospectiveVillage residents.

3. Identify areas within the Village for future senior housing or assisted seniorliving facilities. The designated areas should be located in close proximity toexisting retail and services and be designed in a way that supportspedestrian and automobile access. These areas could be preserved forfuture development through the creation of an official map which identifiespaper streets (future streets or street extensions) to be added to thecurrent street grid. In addition, the area(s) could be designated for Planned

Unit Development (PUD) zones.

4. Continue to encourage development downtown to maximize residentialuses in the upper floors of downtown commercial buildings. Work withproperty owners and future developers to develop a range of housingoptions, that will appeal to a wide range of residents.

5. Consider changes to the current zoning code regulations regardingmanufactured homes, especially those related to grandfather clauses, to


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encourage future development or rehabilitation in a manner that supports amore clearly defined pattern of residential development.

Objective C: Improve pedestrian facilities and amenities throughoutthe Villages residential areas to enhance access, safety and appeal.

Short-Range1. Continue to support the efficient removal of snow and debris from Village

roadways, sidewalks and crosswalks.

2. Develop and maintain a Village sidewalk map that illustrates existingsidewalks, proposed areas for future sidewalks and areas where sidewalkimprovement or replacement is needed. Th

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