TOWN OF WAWAYANDA
COMPREHENSIVE PLAN
Adopted August 3, 2006 Updated ______, 2017
Partial Funding Provided by a Grant From: Prepared by:
Town of Wawayanda Master Plan and Zoning Committee Town of Wawayanda Town Board
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Town of Wawayanda, Orange County, New York
TOWN OF WAWAYANDA COMPREHENSIVE PLAN
Adopted August 3, 2006; Updated ______, 2017
ACKNOWLEDGEMENTS
2016 Master Plan and Zoning Committee John Razzano, Town Supervisor Dave Cole, Town Board Barbara Parsons, Planning Board Chair Rich Onorati, Sr., Zoning Board of Appeals Chair Ken Kyle, Planning Board Rich Onorati, Jr., Planning Board Mike Carrol
With technical assistance from: McGoey, Hauser & Edsall, P.C. Russell Budd
2006 Master Plan and Zoning Committee Tim McElluff, Chair Rich Onorati, Sr., Zoning Board of Appeals, Chair Ann Yates, Planning Board Chair Al Gibbs Dennis Mauro Frank Ward
With technical assistance from: Saratoga Associates
Wawayanda Town Board John Razzano, Supervisor Denise Quinn, Deputy Supervisor Dave Cole Nicolas Chase Ronald Myruski
Funded in Part by a Grant from the Hudson River Valley Greenway
A downloadable copy of this Plan is located at www.townofwawayanda.com TOWN OF WAWAYANDA COMPREHENSIVE PLAN
TABLE OF CONTENTS
SECTION 1 – INTRODUCTION Page No.
1.1 Purpose ...... 1.1
1.2 Vision ...... 1.1
1.3 Background and Process ...... 1.3 . 1.4 Regional and Local Planning Efforts to Date ...... 1.3
1.4.1 County Planning ...... 1.3
1.4.2 Local Planning ...... 1.4
1.5 Contents ...... 1.6
1.6 GIS ...... 1.6
1.7 SEQRA ...... 1.7
SECTION 2 – MAJOR THEMES
2.1 Promoting Economic Development and Diversity ...... 2.1
2.2 Maintaining and Supporting Rural Character ...... 2.1
2.3 Protecting Natural Resources and Open Space ...... 2.2
2.4 Cultivating a Sense of Community ...... 2.2
SECTION 3 – SETTING
3.1 Location ...... 3.1
3.2 History ...... 3.1
3.3 Land Use ...... 3.2
3.4 Zoning ...... 3.4
SECTION 4 – RESIDENTIAL AREAS
4.1 Goals ...... 4.1
i 4.2 Summary of Existing Conditions ...... 4.1
4.3 Recommendations ...... 4.2
SECTION 5 – COMMERCIAL MIXED-USE AREAS
5.1 Goals ...... 5.1
5.2 Summary of Existing Conditions ...... 5.1
5.3 Recommendations ...... 5.3
SECTION 6 – ECONOMIC DEVELOPMENT
6.1 Goals ...... 6.1
6.2 Summary of Existing Conditions ...... 6.1
6.3 Recommendations ...... 6.4
SECTION 7 – NATURAL RESOURCES
7.1 Goals ...... 7.1
7.2 Summary of Existing Conditions ...... 7.1
7.3 Recommendations ...... 7.4
SECTION 8 – COMMUNITY SERVICES
8.1 Goals ...... 8.1
8.2 Summary of Existing Conditions ...... 8.1
8.3 Recommendations ...... 8.4
SECTION 9 – TRANSPORTATION
9.1 Goals ...... 9.1
9.2 Summary of Existing Conditions ...... 9.1
9.3 Recommendations ...... 9.4
SECTION 10 – CULTURAL, HISTORIC AND RECREATIONAL RESOURCES
10.1 Goals ...... 10.1
10.2 Summary of Existing Conditions ...... 10.1
10.3 Recommendations ...... 10.4
ii SECTION 11 – AGRICULTURE
11.1 Goals ………………………………………………………………….. 11.1
11.2 Summary of Existing Conditions ...... 11.1
11.3 Recommendations ...... 11.6
SECTION 12 – PROPOSED ZONING AND LAND USE CHANGES
12.1 Goals ...... 12.1
12.2 Summary of Existing Conditions ...... 12.1
12.3 Recommendations ...... 12.1
SECTION 13 – IMPLEMENTATION
Introduction …………………………………………………………………... 13.1
Residential ...... 13.2
Commercial and Mixed-Use ...... 13.2
Economic Development ...... 13.3
Natural Resources ...... 13.4
Community Services ...... 13.4
Transportation ...... 13.5
Cultural, Historic and Recreational Resources ……………………………….. 13.6
Agriculture ...... 13.7
Land use and Zoning ...... 13.8
Review the Comprehensive Plan ……………………………………………... 13.8
APPENDICES
Appendix A – Inventory and Analysis
Appendix B – List of Reference Materials
iii Introduction
SECTION 1 – INTRODUCTION
1.1 Purpose
The Town of Wawayanda is a rural-suburban community located in western Orange County, New York. Incorporated in 1849, Wawayanda’s roots lie in agriculture due to its acres of fertile "black dirt" located in the floodplain around the Wallkill River. The Town encompasses a mix of small-town, suburban and rural settings, and is home to several historic hamlets.
Towns in New York State are granted the authority to prepare and adopt a comprehensive plan in accordance with New York State Town Law §272-a. A comprehensive plan is defined as "the materials, written and/or graphic, including but not limited to maps, charts, studies, resolutions, reports … 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." The effect of adopting a comprehensive plan is that a Town’s land use regulations, which provide a mechanism to implement the Town’s vision, must be in compliance with its plan. In addition, all plans and projects by other governmental agencies must also consider the plan.
In 2014, the Town of Wawayanda determined that an update to its Comprehensive Plan was warranted in response to new information and changed conditions since the 2006 Plan was adopted. Subsequent to 2006 many County-wide and regional planning studies where initiated which offer new information and ideas in areas such as land use planning and design, infrastructure improvement and economic development (including agribusiness). The 2010 U.S. Census demographics also became available by which to analyze the Town’s current socioeconomic conditions. In addition, a severe economic downturn in 2008 created new challenges and stiff regional competition in attracting new businesses to the Town. For all these reasons this update to the Comprehensive Plan has been prepared. This action is consistent with a recommendation in the 2006 Plan which states that “[t]he Town review and update (if necessary) the Comprehensive Plan in its entirety within five to ten years.”
In 2006, the Town was poised for a large increase in population which did not materialize as projected due to the onset of a nation-wide economic recession and the resultant collapse of the national housing market. Nevertheless, the Town’s population has seen steady growth though at a slower pace than anticipated in the 2006 Plan. The Town’s rural character, availability of developable land, excellent school districts, and proximity to two transportation corridors indicates that population growth will continue. Now is an opportune time for the Town to update its Comprehensive Plan and Zoning law. An updated Comprehensive Plan will be a guide for the Town’s leaders and residents in planning for their future.
1.2 Vision
The following Vision Statement is written as if it was 2025 and one was describing the "ideal" future town.
______Town of Wawayanda Comprehensive Plan Page 1.1
Introduction
In the Year 2025 and beyond, the Town of Wawayanda is a community of productive agricultural areas and commercial endeavors, attractive residential neighborhoods, cohesive hamlet centers, and protected undeveloped lands. These places are suitably connected by accessible regional highways and local streets, and linked by a network of trails. Wawayanda offers convenient access to all that the region— including surrounding counties, the New York metropolitan area and upstate New York—has to offer. It is recognized for the continuing legacy of its rich agricultural heritage, the excellence of its schools, the quality of its public safety and community services, the abundance of its historic resources and recreational opportunities, the productivity of its local businesses, and the beauty and health of its natural environment. The exceptional quality of life contributes to the economic growth and prosperity of the Town and the region, assuring that Wawayanda can continue to meet the increasingly diverse needs and expectations of its residents in a fiscally sustainable manner.
The recommendations within this Comprehensive Plan will direct the Town of Wawayanda toward achieving this vision.
The Plan has been developed with the intent of achieving a balance between hamlet, suburban, and rural perspectives and a balance between new growth and protecting the existing quality of life. The following four major themes for strengthening the Town have been identified during the preparation of this Plan:
> Promote economic development and diversity > Maintain and support Wawayanda’s rural character > Protect natural resources and open space > Cultivate a sense of community
These themes are further explained in Section 2. A wide range of goals, strategies and actions are recommended to implement the themes and they are discussed in the ensuing sections of the Plan. The recommended actions are based, in part, on Wawayanda’s strengths, such as its convenient location and plentiful natural resources. Other strengths include its access to regional transportation, excellent school districts, open space resources and agricultural heritage.
Implementation of this Plan requires a number of parties to perform recommended actions. While this document focuses on efforts that are within the Town’s jurisdiction (such as zoning amendments and subdivision regulations,) some actions require steps by Orange County or New York State agencies. In other instances, it will be the role of private organizations to take action. When actions are outside of the Town’s jurisdiction, the Town should continue to coordinate with these outside agencies or organizations. Collectively, this effort will help bring the Plan to life.
The Plan is designed to be comprehensive, general, long-range and flexible. It is comprehensive in that it addresses many elements that affect the Town’s quality of life. It is general in that it establishes policies and strategies rather than detailed designs. It is long-range in that it looks beyond current issues, and it is flexible since it is subject to review or change as new information or ideas become available. With the Plan’s guidance, Wawayanda will continue to be a desirable place to live, work and visit.
______Town of Wawayanda Comprehensive Plan Page 1.2 Introduction
1.3 Background and Process
The Comprehensive Planning Process began in 2014 when the Town Board initiated a review of the 2006 Plan, conducted by the Town Board-appointed Master Plan and Zoning Committee (MPZC). The MPZC included members of the Town Board, Planning Board, Zoning Board of Appeals and a member of the community. The MPZC evaluated whether changes were warranted to the Town’s 2006 Plan, to identify any changes that might be necessary, and reported its findings to the Town Board. The Town Board thereupon determined to revisit and update the Comprehensive Plan and charged the MPZC to prepare a draft Plan. Meetings held by Committee and Town were open to the Public. Master Plan Committee Public Hearing Noticed and held to receive comments. Town Board will hold Public Hearing prior to adoption.
1.4 Regional and Local Planning Efforts to Date
The following provides an overview of past and present efforts to gain some control of County and Town growth and to plan for it.
1.4.1 County Planning
The Orange County Planning Department devised a comprehensive plan in response to the significant amount of growth that was occurring in the County in the late 1970s and early 1980s. The plan reflected an attempt to respond to anticipated growth in a realistic and cost-efficient manner but with an emphasis on retaining important open areas and identifiable communities. The most recent update of the County Comprehensive Plan, Strategies for Quality Communities, was published in 2010, after extensive consultation with state and county agencies as well as municipalities.
The Plan is based on an "urban-rural" growth concept that was first presented in the 1980 County Comprehensive Plan, and included in the 1987 update, and has remained at the core of each subsequent update to the Plan. This concept seeks to direct intensive growth to areas around the existing urban concentrations (primarily cities and villages), leaving those areas that are not near major highways or water and sewer services relatively free of denser development. For the 2003 update, this concept was combined with recognition of two additional factors: transportation hubs and historic centers (cities, villages, and hamlets). For the 2010 update, amendments were made to update information in both Section III, the Land Use Plan and Section IV.D., the Housing and Neighborhood Preservation Strategy, as well as, to include the County’s 2009 Water Master Plan as a supplement to the Plan. The growth areas were reassessed with respect to areas with centralized water and sewer service, land use, local zoning, certain environmental constraints, and protected open space. Together, the Plan considers all these elements to establish the “Priority Growth Areas” (PGAs) delineated on the map below.
The primary functions of PGAs are to serve as the centers, or focal points, of future growth. A wide variety of housing types are to be made available at densities sufficient to support services and facilities necessary to a center of population. As shown on the map below, much of the northeast portion of Wawayanda extending southward from the City of Middletown is designated as a PGA in the 2010 County plan. It extends in a southerly direction along 17M and State Route 6 to the vicinity of its juncture with State Route 284. ______Town of Wawayanda Comprehensive Plan Page 1.3 Introduction
The remainder of the Town of Wawayanda is designated as a rural area throughout which the County’s highest priority is the preservation of open space which includes both working landscapes and natural resources. In rural areas, emphasis is placed on protecting areas such as water resources, agriculture, recreation, biodiversity, land forms and historic landmarks. The single family detached unit on lot sizes capable of accommodating a septic system and individual water supply is the recommended housing type. Clustering of multiple single family units to create complementary open space is also recommended. Special low-density requirements are recommended within watersheds of reservoirs and lakes and other environmentally sensitive areas.
One of the purposes of these rural areas is to limit uses to those that can survive without urban services. Towns are discouraged from allowing scattered, disconnected pockets of growth, which drain the energy and resources of local governments and associated school districts. Higher density housing in the form of townhouses, apartments, condominiums and PUDs are, accordingly, not recommended in these rural areas because of their potential to generate a pattern of sprawl that undermines the basic principles of the County’s Plan. Similarly, public infrastructure improvements are less of a priority, unless it is to address public health or safety needs. Ultimately, this Plan provides the "big picture" guidance for municipalities’ regulation of land use in order to plan in a County-wide context.
1.4.2 Local Planning
The Town of Wawayanda’s first comprehensive plan, completed in 1969, was designed to serve as a
______Town of Wawayanda Comprehensive Plan Page 1.4 Introduction
policy guide for the long-range development of the Town. Concern for long-range planning had been expressed because of the Town’s proximity to the "functional" center of Middletown and the presence of a new highway interchange where I-84, State Route 6 and 17M converge.
The original plan—focusing on the Town’s relationship with the greater Middletown area and its proximity to a major highway interchange—envisioned this area as a center for substantial new commercial and industrial activity. It was also recommended as a prime location for high-density housing needed to expand the housing supply for the urban center in and around the City of Middletown.
Low and medium density single-family suburban housing was recommended for the areas between the Middletown city limits and the New Hampton-Denton area. A secondary community was recommended around Slate Hill due to the presence of good highway and rail access, as well as its proximity to the major regional highways. Slate Hill appeared to be appropriate for a small industrial and residential center. Two other rural residential hamlets were proposed at Ridgebury and South Centerville. The remaining portions of the Town were proposed for low-density and agricultural preservation areas.
By 1991, the Town had experienced only limited major non-residential development. Moreover, residential development tended to be scattered throughout the Town, presenting difficulties for servicing these communities, particularly with water and sewer. However, various development proposals for planned residential developments suggested the Town was once again poised for major growth. The question was whether the Town should develop as a bedroom community for outside employment centers, or attempt to attract a balance of residential and non-residential uses. Not surprisingly, in its 1991 Comprehensive Plan, the Town opted for the latter and that document set forth a number of recommended land use measures designed to encourage this type of development.
During the 1990s, growth began to accelerate with increasing development along Routes 6 and 17M and around the interchange with I-84. This has included a number of automobile dealers and some other commercial enterprises within the currently designated MC1 and MC2 Mixed Commercial zoning districts. Likewise, retail development has expanded outward from these areas and from Middletown to encroach upon areas zoned for industrial and office activity, including the MC1 District along Dolsontown Road. The Town experienced some major subdivision activity in the form of developments such as Ridgebury Lake Acres and Robinn Meadows, but the incremental pattern of residential development still predominated.
The proposed land use element of the 2000 Plan was based on a policy of concentrating the most intensive development activity in the New Hampton and Routes I-84/17M/Route 6 areas and providing public water and sewer service to these parts of the Town. In addition, a higher density residential area centering around the hamlets of Slate Hill and Ridgebury was reiterated in association with expanding the role of that area along Route 6, between Middletown and Slate Hill, as a manufacturing and industrial center. The remainder of the Town was to remain in low density, agricultural and conservation uses, possibly with small clusters of development at key locations.
______Town of Wawayanda Comprehensive Plan Page 1.5 Introduction
The land uses proposed in the Slate Hill/Ridgebury area provided for the creation of a major Town node centered in the area of Slate Hill. Slate Hill was proposed to become the Town commercial core providing retail, business and residential opportunities to Town residents. The design characteristics of this center would retain the historic and architectural qualities that exist presently. On the periphery of this core, suburban and exurban residential categories would be planned to support it, utilizing the area between it and the I-84 interchange to attract and accommodate manufacturing and industrial enterprises with the hope of diversifying the Town’s economic and tax base, particularly that of the Minisink School District.
By 2005, various proposals for planned residential developments suggested that the Town was poised for major growth. The 2006 Plan represented a complete revision of the 2000 Plan. It sought to preserve the Town’s rural character by encouraging a policy of locating commercial development and higher density residential uses where municipally provided services are available. Cluster developments and conservation subdivisions were encouraged in areas served by municipal water and sewer, including Route 6 and Dolsontown Road. The remainder of the Town would accommodate low density residential uses, agriculture, conservation areas, and low impact commercial uses.
This 2016 update to the Plan retains the goals of the 2006 Plan which sought to encourage new growth while retaining Wawayanda’s rural character. It does, however, reflect new information and strategies by which achieve those goals. General revisions were made to each section of the Plan, while substantive revisions were made to: Section 4, Residential Areas; Section 5, Commercial and Mixed-Use Areas; Section 6, Economic Development; and Section 11, Agriculture. Updates to all sections are further reflected in Section 12, Proposed Zoning Changes; Section 13, Implementation and Appendix A, Inventory and Analysis. The Town of Wawayanda Comprehensive Plan is a living document, and as such, some sections of the Plan may need periodic updating when new information becomes available in order to keep the Plan as current as possible.
1.5 Contents
This document examines the major goals related to the Town’s population and community character. These are expressed in the Major Themes section. The Plan then describes existing land use patterns in the Setting section. Specific strategies regarding housing and neighborhood vitality issues are then provided in the Residential Areas and Commercial and Mixed-Use Areas sections. Issues related to the local economy are discussed in the Economic Development section. The environmental setting is considered in the Natural Resources section. The Community Services section discusses the infrastructure and services provided to residents of the Town. This is followed by strategies to improve mobility (Transportation) and the Town’s recreational facilities and open spaces (Recreational and Historic Resources.) The Agriculture section describes the goals and recommendations for Wawayanda’s farmland. Lastly, several of the key steps needed to implement the Plan are presented in the Proposed Land Use and Zoning Changes and Implementation sections.
1.6 GIS
Geographic Information Systems (GIS) were used extensively during the preparation of this Plan. The
______Town of Wawayanda Comprehensive Plan Page 1.6 Introduction
County GIS files were useful for analyzing the large amount of information acquired and developed during the planning process. It was used to analyze existing demographics, and the natural and built environment, as well as to create most of the maps within this Plan.
Examples of the types of data maintained in GIS include census data, information on individual tax parcels, roads, waterways, railroads and community facilities. It also includes a wealth of information on natural resources such as wetlands, floodplains, soil types, and groundwater resources.
1.7 SEQRA
The Wawayanda Town Board has assumed Lead Agency status for the purpose of reviewing the Town’s Comprehensive Plan under the State Environmental Quality Review (SEQR) procedures (Part 617 NYCRR.).
The preparation of a Comprehensive Plan is a Type 1 Action under SEQRA; therefore, a Generic Environmental Impact Statement (GEIS) has been prepared to examine the potentially significant impacts of the Plan. To simplify the SEQR review process, the Draft and Final Comprehensive Land Use Plan serve as the Draft and Final GEIS. These two documents provide all of the required elements of a GEIS applicable to a Comprehensive Plan under New York State law. In addition, the public hearing process for the GEIS and Comprehensive Plan will occur simultaneously.
______Town of Wawayanda Comprehensive Plan Page 1.7 Major Themes
SECTION 2 – MAJOR THEMES
As stated in Section 1, population growth in the town will continue into the future which will place added pressures on Town services such as roads and recreation as well as agricultural lands and environmentally sensitive areas. The Town’s responses to the issues facing the community are summarized as the following four themes, which can be viewed as the major goals of the Plan.
These themes and the overall Plan will act as a guide for the Town in making decisions regarding physical, social and economic development. The statements that follow describe the general way in which residents expect and desire the community to develop. The subsequent sections of the report expand upon these goals and delineate strategies for achieving them.
2.1 Promoting Economic Development and Diversity
In 2006, Wawayanda residents expressed concern about high school property tax rates, particularly within the Minisink School District (MSD) where most of the Town’s population resides. Since 2006, the Town has attracted new businesses and property taxes paid by those enterprises help to relieve some of the school tax burden from residential tax payers. The town must continue to take a proactive position towards economic development by encouraging clean, low impact commercial enterprises, working to attract and retain target industries, and encouraging the preparation of shovel-ready sites for development or redevelopment.
2.2 Maintaining and Supporting Wawayanda’s Rural Character
Throughout the public outreach process, Wawayanda residents expressed their appreciation and desire to maintain the scenic quality and rural character of the Town and its hamlets. Wawayanda’s agricultural heritage benefits residents both directly—as a source of income—and indirectly—as an aesthetic and cultural resource. As development pressure increases, it is important to recognize these features that have retained and attracted Town residents. The existing character of the Town’s hamlets, scenic roads, and agricultural features should be preserved through the development and application of design guidelines.
Gibbs Farm
______Town of Wawayanda Comprehensive Plan Page 2.1 Major Themes
2.3 Protecting Natural Resources and Open Space
As Wawayanda’s development continues and growth pressures build, the Town must continue efforts to protect natural resources. Steep slopes, stream corridors, wetlands, ridgelines, Black Dirt areas, aquifer recharge areas, and viewsheds have come under stress as residential and commercial growth has spread into areas that were once considered less suitable or desirable for development.
The Town recognizes that continuing population growth impacts the need for parks, and the preservation of open space, natural areas and farmland – all of which form the town’s open space environment. With this in mind, the Wawayanda Town Board strategically purchased a large parcel of open space in 2014 for development as a second public park (see Section 10 for further discussion).
2.4 Cultivating a Sense of Community
Wawayanda has a strong sense of community which is grounded by its agricultural heritage, public schools, places of worship and an active senior citizens group. The Town’s Shannen Park and its Community Center are host to annual community events including a Memorial Day service, town picnic, Halloween trunk or treat, Veterans Day ceremony, tree lighting party, and Easter egg hunt. The public schools attract community residents to sports events, choral concerts, and thespian plays. All of these activities promote a sense of community among Wawayanda’s residents.
Town Easter Egg Hunt (Shannen Park) Town Picnic (Shannen Park)
______Town of Wawayanda Comprehensive Plan Page 2.2 Setting
SECTION 3 – SETTING
3.1 Location
As shown in Figure 3-1, the Town of Wawayanda is located in western Orange County, New York, approximately 60 miles from New York City and 25 miles from Newburgh. The Town is located within the Newburgh, NY- PA Primary Metropolitan Statistic Area (PMSA) and the Hudson Valley New York State Department of Labor Market Region.
Wawayanda is bordered on the north by the City of Middletown and the Towns of Mount Hope and Wallkill, on the east by the Town of Goshen, on the south by the Town of Warwick, and on the west by the Towns of Minisink and Greenville. Interstate 84 traverses northern Wawayanda from west to east, and NYS Route 6 runs parallel to I-84 for most of its length. The Town is approximately 35 square miles in area.
3.2 History
Wawayanda's origins, like most of Orange County, lie in agriculture and this heritage is readily apparent in the Town's current appearance and character. Originally part of the Wawayanda Patent and later the Town of Minisink, original settlement of the area dates back to the end of the Revolution in the late 18th century, and settlers at the time were largely of English origin. In November 1849, the board of supervisors voted to divide the Town of Minisink into two towns and the name "Wawayanda" was chosen from the original patent. Hamlets soon developed, owing to their proximity to the New Jersey and Midland Railroad and the Erie Railroad.
The region has historically been a center for farming due to its acres of fertile "black dirt" in the lowlands, along with dairy farming in the uplands. The transportation networks that arose to serve the agriculture industry facilitated the area's growth and connection to metropolitan areas, even as farming declined in recent decades. Wawayanda experienced several population spurts, first in the 1950s, then in the 1970s and 1990s. While it was anticipated that the opening of Interstate 84 in the 1960s would result in a
Black dirt farmland (view from Onion Avenue)
______Town of Wawayanda Comprehensive Plan Page 3.1
Setting
significant population boom, the Town's infrastructure–particularly water and sewer systems–could not support this growth at the time. The development of Routes 6/17M and an interchange with I-84 became the site for increased commercial development (particularly automobile dealerships) in the 1990s. Since the early 2000s, commercial development continued along Routes 6/17M and began to expand beyond this area to include Dolsontown Road.
Over the last several decades, Wawayanda's proximity to two transportation corridors (Interstate 84 and I-86 (former Route 17) and its availability of relatively inexpensive developable land made it a desirable place to live. As growth from the New York City metropolitan area expanded from Westchester, Bergen, and Nassau counties to Orange, Putnam and Dutchess counties, communities such as Wawayanda began to experience a change in character as development increased. However, agricultural and vacant or environmentally constrained lands remain the prominent land uses in Town, while development of low- density single-family residential uses continues.
3.3 Land Use
Figure 3-2, Land Use, shows the location of the Town's existing land uses. For this Plan, nine categories of land use have been utilized based on data obtained from the New York State Office of Real Property Services. Definitions of the land use categories are as follows:
Agricultural - Property actively used for the production of crops or livestock.
Commercial - Property used for the sale of goods and/or services. Includes hotels, restaurants, storage facilities, retail services, banks and office buildings, and multi-purpose properties.
Community Services - Property used for the well-being of the community. Includes schools, religious facilities, health care facilities, and government facilities.
Industrial - Property used for the production and fabrication of durable and non-durable goods. Includes manufacturing and processing uses.
Public Services - Property used to provide services to the general public. Includes utility and communication services, transportation services (excluding roads) and waste disposal facilities.
Recreation & Entertainment - Property used by groups for recreation, amusement or entertainment. Includes sports facilities, beaches, marinas, and parks.
Residential - Property used for human habitation including single and multi-family, year-round and seasonal residences.
Roadway - Property used for streets, roads, and highways.
Vacant - Property that is not in use or lacks permanent improvement.
______Town of Wawayanda Comprehensive Plan Page 3.2
Setting
Residential land is distributed fairly evenly throughout the Town, with a mix of parcel sizes throughout the area. As stated in the 2006 Plan, residential development within Wawayanda is found primarily in the form of single-family homes on lots of various sizes. Rural subdivision activity has continued in recent years as farmland is sold to developers and subdivided into lots, mostly in the 1 to 3 acre range. This is reflected by the fact that in the 2006 Plan, agricultural land uses accounted for 6,541 acres, but in 2016 agricultural land use accounts for 5,522 acres.
Wawayanda is home to four hamlet areas: Denton-New Hampton, Ridgebury, Slate Hill, and South Centerville.1 The hamlets of New Hampton, Slate Hill and Ridgebury have concentrations of single- family residential uses. Ridgebury and Slate Hill have small commercial buildings interspersed with residential uses. South Centerville is the location of the Minisink Valley school campus and small commercial uses. Slate Hill is home to a chemical company, Balchem, as well as single family residential uses and small commercial uses. The greatest mix of land uses occur along Route 6/17M in the Denton- New Hampton area.
Land used for commercial purposes accounts for 2% percent of the Town's area, and is generally found in the form of strip retail development or automotive stores. Commercial land, as well as community services, generally lies in close proximity to the hamlets or to transportation corridors such as Route 6 in the northern portion of Town. As stated in the 2006 Plan, commercial development has occurred most recently around the I-84 interchange, along Routes 6 and 17M and in the vicinity of Dolsontown Road. Within the hamlets, commercial uses include retail stores, supply companies and restaurants. Along Route 17M, automotive dealerships and related uses are predominant.
Table 3-1, Land Use, shows the acreage and percentage of each category in Town.
Table 3-1
Land Use
Percent of Land Use Designation Acreage Town Agricultural 5,522 24.4% Commercial 456 2.0% Community Services 79 0.4% Industrial 669 3.0% Public Services 518 2.3% Recreation & Entertainment 327 1.4% Residential 8,025 35.5% Roadway 1,254 5.6% Vacant 3,922 17.4% (No Data) 1,817 8.0% TOTAL 22,589 100.0% Source: Calculated from Orange County GIS data
______1. The Town History Book recognizes the following as official hamlets: Slate Hill, South Centerville, Millsburg, Kirbytown, Gardnerville, Ridgebury, Denton, New Hampton, Pellets Island and the Lower Rd. (these 2 comprise 1 hamlet.) Some of them are half-owned by Town of Minisink and others are not currently known as hamlets. ______Town of Wawayanda Comprehensive Plan Page 3.3
Setting
The Town’s agricultural land is located primarily in its southern portion, in the areas with “black dirt," the region's most fertile soil. Several of the largest agricultural parcels are located at the southern tip of the Town. Land used for industrial purposes is primarily located in the Town’s northeast areas. Lands for commercial and public services use are distributed across most areas of the Town.
Recreation and entertainment uses are scattered throughout the Town. The Town operates Shannen Park and recently purchased open space land for a new park. The Minisink Valley Central School District offers limited public use of their recreational facilities to Town residents. While overall recreational opportunities are generally adequate; the Town needs to expand its park services to meet growing demand. Section 10 of this Plan further explores recreational opportunities in the Town.
Vacant land is also found throughout the Town, primarily in districts zoned for residential use. Such lands may be vacant due to their location or environmental constraints. Throughout Wawayanda, steep slopes, wetlands and other environmental features are found, which make land unsuitable for development.
3.4 Zoning
The land use pattern described above is established by the Town's zoning code and subdivision regulations, which includes ten zoning districts as shown in Figure 3-3. These districts include Agricultural Business (AB) Agricultural Preservation AP, Agricultural Residential (AR), Suburban Residential (SR), Hamlet (H), Town Commercial (TC), Rural Highway (RH), Mixed Commercial 1 (MC1), and Mixed Commercial 2 (MC2). In addition, the following districts are overlays or special districts: Floodplain Overlay, Water Supply Protection Overlay, and Planned Development Districts. The distribution of zoning districts is shown in Table 3-2, Zoning Districts.
The majority of the Town consists of residential zoning districts, in particular the Agricultural Residential (AR) district. This district is located primarily in the northern, western, and central portions of the Town. The denser Suburban Residential (SR) district is primarily located in the center and northeast parts of the Town, near several hamlet centers and in close proximity to Interstate 84 and State Route 6.
Table 3-2
Zoning Districts
Percent Zoning District Acreage of Town Agricultural Business 1,860 8.2% Agricultural Preservation 3,326 14.7% Agricultural Residential 10,056 44.5% Hamlet Business 73 0.3% Rural Highway 427 1.9% MC1 2,330 10.3% MC2 171 0.8% Suburban Residential 3,718 16.5% Town Commercial 628 2.8% TOTAL 22,589 100%
______Town of Wawayanda Comprehensive Plan Page 3.4 Setting
Within the hamlets, much of the residential and commercial area is zoned either H or TC. The Town Commercial district is located along Route 6 and Route 284 and includes the hamlet of Slate Hill. The Mixed Commercial 1 and 2 zones primarily exist in the north, near Middletown, and to the east, along Route 12. The Agricultural Business and Agriculture Preservation districts exist in the south.
It is important to note the inclusion of the Agricultural Preservation district in the southern portion of the town, and as defined in chapter 195A:1 of the Zoning Code. This district exists in order to provide protection for the black dirt region of the Town, by restricting non-agricultural activity and permitting only very low-density residential development, with a minimum lot size of 4 acres.
The zoning will require amendments to implement specific strategies of the Plan, which amendments may include modifications of the allowable use lists in existing districts. These and other refinements are more fully discussed in Section 12
______Town of Wawayanda Comprehensive Plan Page 3.5
Residential Areas
SECTION 4 - RESIDENTIAL AREAS
4.1 Goals
> To encourage appropriate residential development while preserving Wawayanda’s rural character.
> To provide opportunities for development of a variety of housing options.
> To balance these interests—maintaining character while directing growth—by encouraging specific land uses and densities in appropriate areas.
4.2 Summary of Existing Conditions
Wawayanda’s residential areas are characterized by subdivisions with single-family homes. The more dense suburban and exurban areas are primarily located near the Town’s hamlet centers, in close proximity to Interstate 84 and State Route 6. The more rural residential development and open spaces occupy the northern, eastern, and central portions of the Town. A small number of rental housing units are located primarily within hamlet centers such as Slate Hill. The existing housing stock in Wawayanda is a key factor in the Town’s appeal. The vast majority of residents live in single-family detached homes. A disadvantage of the Town’s location and housing quality, however, is the rising cost and subsequent lack of affordable options.
Workforce Housing (Route 6) Single-family Subdivision (Route 93)
In addition to the cost of housing, the choices of housing types often do not meet the needs of the existing population. For example, seniors have few housing types from which to select and, in addition, many are on fixed incomes and cannot afford market rate rents. Similarly, much of Wawayanda’s existing housing stock is not suitable for single-person or young family households.
As zoning is within the jurisdiction of the Town, the Plan gives special attention to its use in achieving these objectives. Housing and zoning in Wawayanda respond mainly to the demand for single-family moderate to large lot subdivisions. Two-family dwellings on large lots are permitted as-of-right in the Agricultural AP, AB, AR, SR and RH districts.
Town of Wawayanda Comprehensive Plan Page 4.1
Residential Areas
Single-family homes (McVeigh Road) Single-family farm house (Mount Orange Road)
Although at first the following recommendations may seem to compete with each other, this Plan recommends a balance of conservation and preservation where it makes sense to do so, and development at higher densities where the infrastructure can support such development.
4.3 Recommendations
Strategy 1 Implement land use regulations and preserve rural character in designated areas.
Action 1.1 Continue to encourage residential development where existing infrastructure, roadways, sewer, water and other services exist or can be expanded.
Action 1.2 Maintain larger lot (2 acre) residential zoning in areas where soil conditions are limiting factors for septic system functions and design compliance is limited.
Action 1.3 The Town should consider implementing rural design guidelines for residential development of major subdivisions. Design guidelines can maintain and enhance rural features in certain districts including preservation of stone walls, mature tree lines, hedge rows, guide building locations in consideration of topographic, environmental constraints screening or buffers and site access.
Strategy 2 Promote a variety of housing types for various age and income levels.
Action 2.1 Allow a mix of housing types within residential districts. Mixed housing type will serve to provide adequate housing for all age and income groups. Providing various housing including single family, two family and accessory apartments will meet this goal.
Action 2.2 Continue to allow owner occupied accessory apartments. Large lots can allow for non-owner occupied accessory apartments. Lots greater than 5 acres could be developed with a principal permit use as well as an accessory
Town of Wawayanda Comprehensive Plan Page 4.2
Residential Areas
apartment which may not require owner occupancy, continue to require that the owner occupy the accessory apartment on smaller lots.
Strategy 3 Encourage PAC Development.
Action 3.1 Provide housing type for active seniors 55 years of age or older as provided for in federal regulations. This will provide a variety of housing types available to the baby boomer” generation as that generation becomes older and looks toward active senior housing opportunities within the community.
Action 3.2 Planned adult communities (PAC) should be developed on a minimum lot sizes of 15 acres with a maximum lot size of 100 acres to allow development of small scale communities.
Action 3.3 PACs should be located in areas served by municipal water and municipal sanitary sewer services.
Action 3.4 Require appropriate design guidelines and standards for PAC including the provision for small commercial and office uses with PAC to promote a sense of community and provide services to residents of the PAC.
Action 3.5 PACs should be required to develop varying housing types, including a mix of detached, attached, multi-family, rental and fee ownership. Density for various uses should be controlled with the Town’s zoning code based on the mix of housing types proposed.
Action 3.6 Implement design standards for PAC developer, including pedestrian friendly layout, sidewalks, trails, lighting, architectural review, buffers, access, emergency service and security.
Action 3.7 Prohibit PAC from the MC-1 and MC-2 zoning districts. Residential uses are not compatible with the uses in the mixed commercial zones.
Action 3.8 Encourage up to 10% of the units in a PAC development. Evaluate strategies to encourage affordable units within PAC ie. Density, bonus, smaller units.
Strategy 4 Encourage Cluster/Conservation Subdivision.
Action 4.1 Continue to encourage cluster/conservation subdivisions in the AB, AR and SR zones on smaller residential sites. Require the submission of cluster/ conservation subdivisions on all major subdivisions of 8 lots or more. Cluster/Conservation subdivisions should preserve 50% of the lot area as open space.
Town of Wawayanda Comprehensive Plan Page 4.3
Residential Areas
Action 4.2 Allow flexibility in the methods of ownership and protection in conservation lands. Provide an adequate legal mechanism for protection of conservation land in perpetuity.
Action 4.3 Cluster/Conservation should be evaluated on an-as-of-right buildout based on the underlying zoning district. Cluster/Conservation subdivisions benefit the project developer in reduced infrastructure requirements and disturbed area. Cluster/Conservation subdivisions benefit the community by reducing potential environmental impacts such as clearing, land disturbance, storm water quality and quantity, protection of open space and fiscal benefits to the town through reduced infrastructure cost. The town will educate the public on the fiscal benefits of conservation at public meetings.
Action 4.4 Open space design should provide for connectivity between cluster development, a network of conservation land greenway, wildlife corridors, public hiking trails and buffers for environmental sensitive area or corridors.
Strategy 5 Encourage the use of sustainable standards for new residential developments.
Action 5.1 Any new residential developments, as well as Town facilities, should be encouraged to meet standards of the LEED (Leadership in Energy and Environmental Design) Green Building Rating System(r). LEED is a voluntary, consensus-based national standard for developing high-performance, sustainable buildings. By achieving LEED standards in its new constructions, the Town will demonstrate its awareness of sustainable site planning and indoor environmental quality. Sustainable elements may include, but not limited to, green roof technologies, Energy Star-compliant roofing materials, geothermal (renewable) energy sources, sustainable wood, purchase of goods manufactured within a 500- mile radius, and innovative wastewater technologies.
Strategy 6 Plan for the development of alternative energy systems that minimally impact adjacent land uses, properties, and environments.
Action 6.1 Develop appropriate zoning regulations and permit provisions for solar photovoltaic electric systems. Solar energy is an abundant, renewable energy resource and the Town should plan for and regulate its future development.
Action 6.2 Monitor advances in energy technology and develop regulations for any such advances where appropriate.
Town of Wawayanda Comprehensive Plan Page 4.4
Commercial and Mixed-Use Areas (MC, TC, H Zones)
SECTION 5 – COMMERCIAL AND MIXED-USE AREAS (MC, TC, H ZONES)
5.1 Goals
> To improve the appearance of commercial corridors and mixed-use areas.
> Guide commercial development to state and county road corridors.
> Promote the expansion of municipal water and sewer systems within existing commercial zones.
> Identification of transportation improvements to facilitate transportation related developments with commercial zones.
> To promote incremental commercial and residential growth in the hamlet centers.
5.2 Summary of Existing Conditions
Some 14.2% of the Town of Wawayanda is currently zoned for commercial and mixed use. The Town of Wawayanda has 3 commercial zones, one of which is further broken down into 2 subzones. Each of the commercial zones allows for various principal permitted, site plan and special uses. Commercial zones in the Town consist of the MC mixed commercial district, the TC town commercial district and the H hamlet zone.
The MC mixed commercial zone is a district intended to provide a principal area for intensive non- residential development such as office, retail, service businesses, manufacturing and industrial uses. The zone is further subdivided into an MC1 and MC2 District which have identical uses subject to site plan approval with the exception of the MC2 zone allowing for adult uses and pawn brokers. A variety of uses are permitted within the MC zone pursuant to site plan review. The MC zone allows uses on a minimum lot size of 2 acres and has very flexible bulk requirements including provisions for buildings to be 65 feet high and lot coverage of 70%. The zone is intended to be developed with commercial
Distribution Center, MC1 Zone Route 17M Commercial Businesses, MC2 Zone
Town of Wawayanda Comprehensive Plan Page 5.1
Commercial and Mixed-Use Areas (MC, TC, H Zones)
enterprises and specifically excludes residential uses. The zone has recently attracted uses such as small contractor yards, offices, retail, large warehousing and industrial uses.
A portion of the Town’s MC zone is served by municipal water and sewer systems. This area consists of Town Water and Sewer District #1 which serve the area generally bounded by Route 17M, Route 6 and Dolsontown Road, north of Interstate 84. The availability of water and sewer in this zone is attractive to commercial and industrial users.
The TC Town Commercial zone is designated to provide a wide range of commercial uses including office and retail uses. Uses within the zone are allowed via site plan approval or special use based on zoning table.
The TC zone allows commercial uses on a minimum 1 acre lot size with building height restrictions to 45 feet and lot coverage at 70%. The TC zone is a transportation related zone following state and county highway corridors. The TC zone has attracted small service oriented uses including retail convenience type stores, motor vehicle service centers and smaller commercial uses.
Commercial business center, TC Zone Commercial business, TC Zone
Commercial Offices, TC Zone Commercial Offices, TC Zone
The hamlet zone is designated to provide a mix of residential uses and compatible commercial uses on a small scale primarily to service nearby residential and commercial uses. Hamlet uses are permitted via
Town of Wawayanda Comprehensive Plan Page 5.2
Commercial and Mixed-Use Areas (MC, TC, H Zones)
site plan and/or special use permit. Hamlet uses are designated around banking, mixed use buildings, retail and food service related uses. Hamlet zoning provides for a variety of minimum lot size based on the presence or absence of municipal water and sewer.
5.3 Recommendations
Strategy 1 Identity.
Action 1.1 Establish more prominent gateways into the Town. The entrance ways into the Town do not express a sense of community pride and historic perspective. The entrances into the Town of Wawayanda from Route 17M, Route 6, County Route 50 and County Route 12 should be noted by distinctive signage and landscape features. These sites should be treated as focal points welcoming people and businesses into the community.
Action 1.2 Encourage existing business to upgrade sites through the planning process when amending site plans, changing use or expanding.
Strategy 2 Mixed Commercial Zones (MC1, MC2)
Action 2.1 Continue to allow commercial/industrial uses on a minimum 2 acre lot size. Provide flexible bulk requirements, including provisions for building to be 65 foot in height and 70% lot coverage.
Action 2.2 Continue to periodically review allowable uses with the MC zones to encourage a diverse mix of business, commercial, warehousing and industrial uses.
Action 2.3 Implement commercial design standards and guidelines for the MC zones.
Action 2.4 Continue to expand municipal services within the MC zones. The availability of municipal water and sewer within portions of the zone has served as the catalyst for development of parcels within the zone. Currently, sewer and water do not cross the Route 84 right of way. This limits the development potential for land south of Route 84. Expansion of the municipal system is a key recommendation of this plan.
Strategy 3 Town Center Zone
Action 3.1 The Town should periodically review and update principal permit and accessory use within the zone.
Action 3.2 Encourage mixed use of properties within the zone to provide a mix of commercial uses. This zone provides alternative housing by permitting apartments above commercial uses.
Town of Wawayanda Comprehensive Plan Page 5.3
Commercial and Mixed-Use Areas (MC, TC, H Zones)
Action 3.3 Implement commercial design standards and guidelines.
Action 3.4 Encourage interconnections between sites for vehicle and pedestrian access without entering state and county roadways.
Action 3.5 Develop shared access points to reduce curb cuts within zone.
Action 3.6 Evaluate existing sign regulations within the TC zone. Develop new sign guidelines including size, height, illumination and position.
Action 3.7 Require landscape buffers between commercial and residential zones on the commercial parcels.
Strategy 4 Hamlet Zone.
Action 4.1 Continue to encourage redevelopment in the hamlet zone.
Action 4.2 Increase flexibility in bulk requirements on small lot sizes and reduce setbacks to match adjoining parcels.
Action 4.3 Evaluate principal permitted and special uses within the zone.
Strategy 5 Encourage the use of sustainable standards and for new commercial developments.
Action 5.1 Any new commercial developments, as well as Town facilities, should be encouraged to meet standards of the LEED (Leadership in Energy and Environmental Design) Green Building Rating System(r). LEED is a voluntary, consensus-based national standard for developing high-performance, sustainable buildings. By achieving LEED standards in its new construction, the Town will demonstrate its awareness of sustainable site planning and indoor environmental Quality. Sustainable elements may include, but not limited to, green roof technologies, Energy Star-compliant roofing materials, geothermal (renewable) energy sources, sustainable wood, purchase of goods manufactured within a 500- mile radius, and innovative wastewater technologies.
Strategy 6 Plan for the development of alternative energy systems that minimally impact adjacent land uses, properties, and environments.
Action 6.1 Develop appropriate zoning regulations and permit provisions for solar photovoltaic electric systems. Solar energy is an abundant, renewable energy resource and the Town should plan for and regulate its future development.
Town of Wawayanda Comprehensive Plan Page 5.4
Commercial and Mixed-Use Areas (MC, TC, H Zones)
Action 6.2 Periodically review and revise (if necessary) existing wind energy regulations to accommodate any changes/advances to this technology.
Action 6.3 Monitor advances in energy technology and develop regulations for any such advances where appropriate.
Strategy 7 Lighting Standards
Action 7.1 Encourage the use of lighting which meets the Dark Sky Lighting requirement.
Town of Wawayanda Comprehensive Plan Page 5.5
Economic Development
SECTION 6 – ECONOMIC DEVELOPMENT
6.1 Goals
> Strengthen the economy by attracting and retaining businesses that will enhance Wawayanda’s tax revenues and provide well-paying jobs.
> Enhance agricultural operations as an important component of the Town’s economy.
> Maintain a land use pattern that accommodates orderly business growth while preserving the Town’s rural character and high quality of life.
6.2 Summary of existing conditions
Wawayanda has many strengths for economic development including location, available land, infrastructure, incentive programs and quality of life. However, in 2016, the Town is facing challenges of an economy still recovering from the recent recessionary period, stiff competition for business attraction, the high cost of business operation in New York State, few shovel-ready sites, and the high cost of infrastructure development. Within this context the Town must continue to take a focused and proactive approach to economic development.
6.2.1 Strengths
Strengths are the resources that strengthen the economic base and positively contribute to business operations. These resources may include the local labor force, location, incentive programs that make doing business desirable, and quality of life resources. Strengths foster economic development and retain and expand business.
Town residents comprise an experienced, skilled and educated labor force. A large portion of the labor force is employed by professional industries, with education, healthcare and social services being the largest segment in that group. Additional large employers include public administration, scientific, management, finance, insurance and real estate. Some 74% of the Town’s labor force are employed at job locations within Orange County while a lesser number of workers commute to job locations outside the County.1 A skilled labor force has become as important to business attraction as business incentive programs, especially to the manufacturing and advanced technology sectors.
Wawayanda’s proximity to the New York City metropolitan market and its accessibility to an excellent transportation network are key assets to economic growth. Orange County contains three intersecting interstate highways which facilitate the flow of goods and people both regionally and locally. One of those highways, Interstate 84, crosses the northern third of Wawayanda in an east-west direction. As shown in Figure 6-1, the Town’s primary business development zones have convenient access to I-84 at its intersect with Route 17M. I-84 interconnects with nearby Route 17 (future I-86), Route 87 (NYS
______1. 2010 U.S. Census ______Town of Wawayanda Comprehensive Plan Page 6.1
Economic Development
Thruway) and Stewart International Airport which offers passenger and cargo services. The M&NJ railroad, which interchanges with the Norfolk-Southern, provides freight service to the Town’s primary business zones and nearby motor freight services offer LTL (less than truck load) and truck load freight services. These transportation modes provide quick access to the New York Metropolitan Area and convenient access to national markets via interlinking highways and railroads.
The Town’s commercial and industrial zones contain a large stock of undeveloped land, some of which has municipal water and sewer service and all of which is strategically located near the transportation modes discussed above. There is a shovel ready business park located on Route 6 with an available building lot.
Municipal water and sewer service is available to parts of the Dolsontown Road and Route 6 business zones (see Figure 6-1). This service is provided under a shared services agreement with the City of Middletown. Water and sewer service can be readily expanded along Route 6 and Dolsontown Road to meet future demand in these zones.
Numerous business incentive programs are available through federal agencies, New York State, Orange County and the Town itself. While it is not the purpose of this Plan to list each program, two entities of note are (a) the Orange County Industrial Development Agency (IDA) which provides financial assistance to qualifying businesses in the form of tax incentives and tax abatement opportunities and, (b) The Town of Wawayanda Local Development Corporation which can provide financial assistance packages similar to IDAs, except for property tax abatements, while providing greater transactional flexibility for undertaking economic development projects.
Construction along Route 6 New hotel on Route 6 (under construction)
Wawayanda’s high quality of life is grounded in a strong sense of community, rich agricultural heritage, attractive rural character, excellent school districts, and accessibility to recreational and cultural activities. All of these attributes make Wawayanda an attractive place to locate a business.
6.2.2 Challenges
Challenges are negative factors that provide obstacles or stumbling blocks to economic development, and detract from business retention and expansion in the Town.
______Town of Wawayanda Comprehensive Plan Page 6.2
Economic Development
Effects of the economic recessionary period of 2008-2012 are still reverberating in the Hudson Valley and this is reflected in sporadic and uneven growth over the past two years. Financing is still tight due in part to cautious lenders; corporate spending within the U.S. is down, and consumer spending is sluggish. Unemployment rates are down from peak recession levels, but new jobs often pay less than pre-recession jobs. While some of these conditions have recently improved with increased bank lending and a slight upturn in consumer spending, there is much room for improvement.
Competition for business development and retention primarily comes from the New York Metropolitan Area, New Jersey, Pennsylvania, and Connecticut, as well as the Hudson Valley region up to and including the Albany area. All of these competing regions offer aggressive business incentive programs and some have less burdensome tax and/or regulatory structures compared to New York State.
For over 200 years, New York State was the nation’s center of capitalism, prosperity, ingenuity and opportunity. However, over the past forty years the State’s role as an economic engine has faltered. The cause is largely rooted in New York State’s tax structure, multiple layers of government and regulatory requirements all of which can be an impediment to business development. The State has one of the highest overall tax rates in the nation according to the Tax Foundation; the State’s municipal “home rule” structure gives local municipalities authority over various land use approvals which can sometimes cause delays, and projects may also require review from county and state agencies, which takes more time. If a project is determined to be a Type 1 action under the State Environmental Quality Review Act, the project sponsor may need to prepare an Environmental Impact Statement which can add considerable time and cost to a project’s pre-development costs.
Currently there is a shortage of shovel-ready building lots in Orange County, yet shovel ready sites are key to accommodating economic growth.2 This poses a critical challenge to attracting new businesses, many of which want to be operational within one year. However, navigating the regulatory approval process can take a year or longer, especially if an Environmental Impact Statement is required. Fully engineered sites with municipal approval are critical to attracting companies interested in doing business in Orange County. The Town currently has a shovel-ready business park, but it only has one remaining building lot. This places the Town at a disadvantage with competitor regions that have a varied selection of shovel-ready sites.
New electric power plant on Route 6 (under construction) New car dealership on Route 6 (under construction)
______2. Walsh, James. “Real estate summit explores county’s strengths, challenges.” Times Herald-Record, 22 May 2015. ______Town of Wawayanda Comprehensive Plan Page 6.3 Economic Development
The high cost of infrastructure improvement can be an impediment to economic growth. The Town currently benefits from a well maintained infrastructure base. In particular, water and sewer infrastructure serving the Town’s business corridors is relatively new. However, the cost to expand water and sewer service to unserved areas of the Town’s business corridors could be a disincentive to attracting new businesses, especially those with high volume water and sewer requirements.
6.3 Recommendations
Strategy 1 Develop a property inventory for commercial and industrial sites
Through interaction with the Orange County Partnership a need was identified to develop a commercial and industrial property inventory so the Town and Partnership can better assist businesses to find appropriate space.
Action 1.1 Develop a data base of available commercial and industrial sites located in the Town’s business zones. The list can be focused on vacant buildings and property sites of five acres or more where flexible uses are permitted. Each identified property should include detailed information such as parcel size, utility availability, building description, and distance to transportation modes.
Action 1.2 Coordinate with property owners, realtors and the Orange County Partnership to maintain the inventory so it remains up-to-date. Real estate is a constantly changing resource so to be successful the inventory must be current.
Action 1.3 Coordinate with the Orange County Partnership to showcase commercial and industrial properties available for development on the Partnership’s website.
Action 1.4 Establish a web portal for economic development on the Town’s website (see also Action 4.1 below) and post the property inventory at this location. Include other information relevant to business attraction and retention, such as the Town of Wawayanda Local Development Corporation and its benefit opportunities.
Strategy 2 Expand the Town’s inventory of shovel-ready sites.
Action 2.1 Encourage property owners to ready their lands for business development by conducting a site analysis and environmental reviews leading to generic environmental approval.
Action 2.2 Encourage property owners to apply for governmental funding initiatives targeted to develop shovel ready sites.
______Town of Wawayanda Comprehensive Plan Page 6.4 Economic Development
Action 2.3 Encourage Orange County to develop shovel ready incentive programs. This is a recommended action in the 2015 Orange County Economic Development Strategy. The Orange County IDA recently launched a shovel-ready loan program which is currently limited to municipally owned property.
Action 2.4 Explore using the Town of Wawayanda Local Economic Development Corporation as a vehicle to develop shovel-ready sites within its Benefited Territory.
Strategy 3 Support efforts to streamline Permits and SEQRA
Action 3.1 Periodically review the Town’s Zoning Law for ways to streamline the permit approval process without compromising essential reviews.
Action 3.2 Encourage governmental efforts to develop meaningful procedures to streamline the effectiveness and predictability of actions subject to the State Environmental Quality Review Act (SEQRA). For example, the Environmental Assessment Short-Form under SEQR was recently revised by the State to help streamline the review process for some projects.
Strategy 4 Promote the Town as a desirable place to locate a business.
Action 4.1 Utilize the Town’s web site to create a business portal by which to tout the Town’s economic development strengths including quality of life assets. Include the property inventory discussed in strategy 1 above and showcase both new businesses and successful, well established businesses in the Town. Include a link to the Orange County Partnership and Orange County Chamber of Commerce
Action 4.3 Utilize relevant social media platforms to promote business attraction. Social media is rapidly integrating into daily communications and the Town should use these platforms to promote its attributes as a desirable place to locate a business.
Strategy 5 Maintain and enhance the Town’s transportation advantages.
Action 5.1 Monitor new development projects which could increase traffic flow on Dolsontown Road. Seek to implement appropriate measures to mitigate potential traffic congestion on this road.
Action 5.2 Accentuate the Town’s distribution advantages by promoting the freight services provided by the M&NJ railroad. Update the Orange County Partnership on properties with rail access in the MC 1 zone. Identify properties with rail access
______Town of Wawayanda Comprehensive Plan Page 6.5 Economic Development
on the property inventory discussed in Strategy 1 above. Some businesses now require direct access to rail in order to reduce bulk shipping costs.
Action 5.3 Encourage governmental initiatives to mitigate traffic congestion on Route 17M between Wawayanda and the Route 17 intersect. Developers seeking to site large commercial operation such as a food processing hub or distribution center are concerned about the potential for traffic congestion that can impede business flow.
Action 5.4 Maintain Town roads to facilitate traffic flow to and from business zones. Local market-based businesses require well maintained roads for customer access while larger manufacturing businesses require ease of access to interstates.
Action 5.5 Identify any existing traffic bottlenecks and other traffic problems and develop solutions for the same.
Action 5.6 Encourage initiatives to improve transportation and distribution infrastructure in Orange County. The State’s proposed cargo distribution hub at Stewart International Airport and locating a trans rail distribution hub in Orange County are two such projects.
Strategy 6 Improve and expand water and sewer infrastructure in the Town’s business zones.
Action 6.1 Explore opportunities to expand water and sewer service in the MC 1and MC2 mixed commercial zones.
Action 6.2 Explore the development of Town water resources for economic development if needed to augment shared water service from the City of Middletown.
Action 6.3 Encourage Orange County to develop an infrastructure fund to assist with costs related to delivering municipal water and sewer service to Priority Growth Areas in the county. This is a recommendation in the County’s 2015 Economic Development Strategy.
Action 6.4 Identify governmental funding programs and private sector opportunities to finance future expansion of municipal water and sewer service in the MC 1 and MC 2 mixed commercial zones.
Strategy 7 Explore intermunicipal cooperation and shared service agreements as a cost effective means to attract new businesses.
Action 7.1 Seek to expand, as needed, the shared services agreement with the City of Middletown for water and sewer capacity to meet demand from new businesses.
______Town of Wawayanda Comprehensive Plan Page 6.6 Economic Development
Action 7.2 Explore opportunities for shared service agreements to lower Town operating costs and/or benefit business attraction and retention.
Strategy 8 Partner with Orange County, the Orange County Partnership and the Orange County Chamber of Commerce on initiatives to attract and retain businesses.
Action 8.1 Coordinate with Orange County as it implements recommended actions in the draft 2014 Orange County Economic Development Strategy. The plan contains recommendations which could benefit Wawayanda’s business attraction and retention efforts.
Action 8.2 Continue to work with the Orange County Partnership on business attraction opportunities and marketing strategies. Focus on industries where there is an identified local need and/or locational advantage such as food processing and food distribution. Seek to attract growth industries such as solar farms and solar power plants (in industrial zones) as well as emerging industries such as 3D printing, and robotics.
Action 8.3 Work with the Orange County Partnership on opportunities to target a small but growing number of companies seeking to ‘reshore’ foreign operations to the United States. One example is the high-end apparel industry which has made a significant move back to the U.S. Ford Motor Co., Whirlpool, General Electric and other large and small companies have also begun to move some production back to the U.S.
Strategy 9 Promote small business attraction and retention in the Town.
Small businesses generate tax revenues and often account for a large portion of the jobs in a given community. The small business sector has been a significant generator of new jobs as the economy recovers from the recent recessionary period.
Action 9.1 Support countywide entrepreneurial programs that assist existing and new business ventures with marketing, business plans, local regulations and funding opportunities.
Action 9.2 Continue to support small-scale home occupations / businesses in the residential zones.
Action 9.3 Promote new agribusiness ventures in the Town.
Strategy 10 Enhance agricultural industries, including agricultural production, support services, and value-added food processing.
______Town of Wawayanda Comprehensive Plan Page 6.7 Economic Development
Wawayanda recognizes the importance of agricultural operations to the Town’s economy. A more detailed discussion of agricultural and agribusiness is found in Section 11 of this Plan.
Action 10.1 Encourage and support Orange County as it implements recommended actions in its 2015 Agriculture and Farmland Protection Plan. The plan contains recommendations that could enhance agribusiness retention and development in the Town.
Action 10.2 Encourage governmental and private sector financial initiatives to support young farmers. For example, New York State recently launched the New Farmers Grant Fund and the Young Farmers Loan Forgiveness Program to help young farmers get in the business and remain there. Many farm credit cooperatives have programs to help start-up farms secure working capital.
Action 10.3 Encourage New York State and Orange County to develop an economic incentive program specific for agriculture. For example, agriculture does not enjoy the same property tax incentives offered to other economic sectors through the Orange County IDA.
Strategy 11 Promote labor force education
Action 11.1 Encourage the identification of skills gaps in the local labor force and the development of training and education programs to fill them. For example, the Town worked with Union Local 825 – Operating Engineers – to establish a heavy equipment training center in the town on Bates Gates Road.
______Town of Wawayanda Comprehensive Plan Page 6.8
Natural Resources
SECTION 7 – NATURAL RESOURCES
7.1 Goals
> To protect Wawayanda’s important natural resources such as the Black Dirt area, aquifer recharge areas, scenic views, steep slopes, floodplains and unique ecosystems.
> To preserve the Town's natural environment and open space while providing for both active and passive recreational opportunities.
> Protection of the natural environment is important in shaping community character. Environmental features such as wetlands, steep slopes, floodplains, soil types, ridge lines and water resources all play a role of forming the natural landscape. Development should be performed in consideration of the natural environment and environmental constraints.
> As one of the Town’s defining environmental features, the Black Dirt area in the southern portion of Wawayanda should be preserved for its natural floodplain functions, agricultural benefits and wildlife.
7.2 Summary of existing conditions
7.2.1 Wetlands
Wetlands are areas which contain groundwater or surface water within 18 inches of the surface for two weeks out of the growing period. Wetlands support a variety of hydrophytic plants which are dependent on the wetland ecosystem. Areas designated as wetlands may include bogs, swamps, marshes, meadows, floodplains. Wetlands serve many important functions, including providing habitat for wildlife and plants, playing a role in storm water management and flood control, providing water quality benefits by filtering and chemically binding pollutants, recharging groundwater and providing passive recreational activities. Wetlands in Wawayanda are regulated by two agencies, the U.S. Army Corps of Engineers regulates federal jurisdictional wetlands while the New York State Department of Environmental Conservation regulates wetlands under their jurisdiction.
Federal wetlands are wetlands which meet the requirements of the 1987 Wetland Regulations. Federal Jurisdictional Wetlands must contain hydric soils, hydrophytic vegetation and adequate hydrology to support the presence of the first two indicators. Federal wetlands are identified by field review based on the percent of wetland vegetation contained within areas. Site specific surveys are required to identify federal jurisdictional wetlands do not have any regulatory buffer associated with them. The Army Corps of Engineers has issued several nationwide permits which allow for projects to proceed based on the amount of disturbance, the type of project and any special conditions associated with nationwide permits.
Town of Wawayanda Comprehensive Plan Page 7.1
Natural Resources
The New York State Department of Environmental Conservation generally regulates wetlands that are 12.4 acres or larger in size. NYS DEC regulated wetlands have a 100 foot regulated adjacent area surrounding the delineated wetlands. The NYSDEC is currently remapping wetlands within the Town. Preliminary mapping has been provided identifying an increase in DEC jurisdictional wetland areas proposed within the Town.
7.2.2 Floodplains
Floodplains are areas bordering on a stream, river or other moving body of water. Floodplains are periodically submerged by flood water. Floodplains are mapped by the Federal Emergency Management Agency based on a 1% chance of a flood occurring in any one year. Flood plains are delineated by 100 year floodplains and 500 year floodplains. The Town of Wawayanda has developed stringent floodplain regulations in compliance with federal regulations. In order to comply with federal flood insurance requirements, compliance with federal floodplain regulations is required. In Wawayanda, floodplains are associated with the Black Dirt area along the southern Town border, the Wallkill River and several smaller streams which traverse the Town. Development of floodplain areas is restricted by Town regulation and sound planning.
7.2.3 Topography
Most of the Town’s topography consists of flat lands and gently rolling hills. However, the topography of the northeast portions of Wawayanda include several areas of relatively steep slopes. Steep slopes are classified as slopes in excess of 20%. The Town of Wawayanda has adopted the higher elevation portions of Town greater than 600 foot elevation as a critical environmental area requiring additional environmental review for projects which are located on the higher elevations associated with the steeper slopes.
Gently rolling hills, open space and forested lands (view from Millsburg Road)
7.2.4 Water Resources
The majority of the Town of Wawayanda is drained by 3 major streams and their tributaries.
Town of Wawayanda Comprehensive Plan Page 7.2
Natural Resources
Indigot Creek drains the western portion of the Town and forms a portion of the border with Town of Minisink. Catlin Creek drains the central portion of the Town. These 2 water bodies are tributary to Rutgers Creek which forms the Town’s southern boundary with the Town of Minisink before draining into the Wallkill River. The Monhagen Brook drains the northeast portion of Wawayanda, which roughly parallels interstate Route 84, and eventually drains to the Wallkill River along the border with Goshen. The Wallkill River is the significant drainage feature in the Town. The Wallkill River drains the Black Dirt area of Wawayanda and forms the eastern border with the Town of Goshen, eventually discharging northeast to the Hudson River. These water ways provide storm water management benefits as well as wildlife habitat and recreational opportunities within the Town.
Indigot Creek Ridgebury Lake
A number of small ponds can be found within the Town of Wawayanda, both natural and manmade. Ridgebury Lake is the Towns largest lake. Ridgebury Lake is located southeast of Ridgebury Road between Guinea Hill and Post Road. Ridgebury Lake is a 23.1 acre body of water which provides aesthetic and recreational opportunities in the Town. Portions of the lake have been developed with large lot single family homes, while other portions of the lake remain as open space.
7.2.5 Wildlife
As a result of the Town’s abundant open space, a variety of habitats and wildlife species are found throughout the Town. A review of the NYSDEC database identifies that two federally endangered species potentially exist within the Town. The Indiana Bat and the Bog Turtle are two species which are endangered and potentially exist within the Town. The Northern Long Ear Bat is a threatened species recently listed by the NYSDEC which also potentially exists within the Town. Projects which have potential impacts to habitat for the species should be evaluated with regard to minimizing potential impacts to the species.
Town of Wawayanda Comprehensive Plan Page 7.3
Natural Resources
Honeybee collecting pollen Wild turkey (Gibbs farm field)
7.2.6 Groundwater
Water from private water systems in Wawayanda is obtained from consolidated and unconsolidated ground water aquifers. These aquifers are recharged primarily from infiltration via precipitation. Sand and gravel on consolidated aquifers are the best source of large quantities of ground water in Orange County. In the Town of Wawayanda, largest of these are in the southern Wallkill River valley aquifer which is located between the NJ state line and the hamlet of Denton. This aquifer is primarily composed of sand and gravel located under organic soil and clay. Additional sand and gravel aquifers exist in the central portion of the Town from Ridgebury Road to the north intersection of Route 6 and Kirbytown Road. Individual wells in this area have reputedly yielded an excess of 300 gallons per minute. Consolidated aquifers and other source of ground water are formed in bedrock materials rather than sand and gravel. These aquifers can often supply individual homes or small commercial needs but are less dependable for large industrial or municipal supplies. Bedrock aquifers in Orange County generally produce between 5 and 30 gallons per minute.
7.3 Recommendations
Strategy 1 Protection of the Natural Environment While Providing for the Development Needs of the Community.
Action 1.1 Utilize the planning process to identify significant environmental features within project areas. Identification of significant environmental features can allow for project development while minimizing potential impacts to the natural resources.
Strategy 2 Protection of Aquifer Recharge and Ground Water Areas
Action 2.1 Work with county and regional agencies to continue to develop information pertaining to high productive aquifer areas in the Town.
Town of Wawayanda Comprehensive Plan Page 7.4
Natural Resources
Action 2.2 Continue to prohibit certain uses within high productive aquifer areas to minimize the potential for ground water contamination.
Strategy 3 Critical Environmental Area Protection
Action 3.1 Continue to maintain rural design guidelines to provide a pathway to mitigate impacts of development on steep slopes and view sheds within the Town. Development strategies which protect steep slopes, ridge lines and view sheds will serve to minimize impacts associated with development. Rural design standards for subdivisions can address mitigation measures for minimizing impacts to the natural environment.
Action 3.2 Utilize the planning process to identify significant natural features early in the development process. This can result in modifications to site development that will enhance existing natural features.
Town of Wawayanda Comprehensive Plan Page 7.5
Figure 7-1 Ridge Preservation Areas Map Prepared by: Critical Environmental Area (CEA)
Town of Wawayanda McGoey, Hauser & Edsall, D.P.C. µ Orange County, New York May 11, 2017
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SECTION 8 – COMMUNITY SERVICES
8.1 Goals
> To maintain Wawayanda's high level of public safety services.
> To maintain the public infrastructure and make improvements when needed.
> To work with adjoining municipalities on shared service initiatives.
8.2 Summary of Existing Conditions
8.2.1 Local service providers
8.2.1.1 Police Services
Presently, the Town of Wawayanda does not have its own police department, but is policed by the New York State Troopers, Troop F and the New York Department of Environmental Conservation Police. Troop F is headquartered on Crystal Run Road in the adjoining Town of Wallkill, and maintains a substation in the nearby Town of Greenville, while the NYSDEC Police are based at the NYSDEC Region 3 offices located in New Paltz, N.Y. In 2013, the towns of Wawayanda, Greenville, Minisink and Deerpark entered into an intermunicipal agreement to construct a new State Trooper substation in Greenville. The new barracks accommodates a greater State police presence in these four townships and in the entire western portion of Orange County. Wawayanda’s residents are generally satisfied with the current level of police protection.
The necessity to provide police protection is a matter of public policy and is also based upon the public’s sense of security and response time to incidents. Depending on the amount of future growth that occurs in the town, the demand by local residents for additional police protection may increase. The Town should continue to coordinate with Troop F and the DEC Police on the service needs of the community.
8.2.1.2 Fire and Emergency Medical Services
The Town of Wawayanda has two fire districts each with its own volunteer fire company. The New Hampton Fire District serves the eastern one third of the town and has one station with some 30 volunteers, three SUV chief vehicles, two pumper engines and a tanker truck. The Slate Hill Fire District serves approximately two thirds of the town and has one station with some 85 active volunteers, three SUV chief vehicles, one fire police vehicle, one ladder truck, two pumper engines, a heavy rescue truck, an EMS SUV, a tanker truck and a heavy utility truck.
Presently the Slate Hill fire station has four bays which accommodate five heavy engine trucks. A new six bay firehouse is planned for construction next to the existing facility in order to meet both current and future equipment needs.
The two fire districts currently meet the needs of the community. However, pressures on volunteers in the
______Town of Wawayanda Comprehensive Plan Page 8.1
Community Services
districts’ to appropriately staff calls and provide adequate service will invariably increase as the town continues to grow. The Town should continue to monitor growth in both fire districts. As the town grows, so too will the need for fire protection service.
Emergency ambulance services for Wawayanda are provided by Mobile Life Support Services a privately owned commercial Paramedic service. Mobile Life is a nationally accredited Paramedic ambulance service serving the Hudson Valley Region.
Slate Hill Fire District New Hampton Fire District
8.2.1.2 Hospitals and Healthcare Care Providers
Three area hospitals provide convenient patient care for Wawayanda’s residents. Orange Regional Medical Center, located in the Town of Wallkill, is minutes from Wawayanda and has 374 staffed beds, a Level 2 Trauma Center with 50 treatment bays and a helipad. Other nearby hospitals include Bon Secours Community Hospital in Port Jervis with 183 staffed beds and Saint Anthony Community Hospital in Warwick with 73 staffed beds.
There is wide array of healthcare providers and medical support services in the immediate area. These range from sole practice and small group providers to large regional medical care groups.
8.2.1.3 Library
While Wawayanda does not have its own library, town residents living in the Minisink Valley School District can use the nearby City of Port Jervis library under a shared services agreement between the Town and City. Town residents in the Goshen and Middletown school districts can use the Village of Goshen Library and City of Middletown Library respectively. Each of these libraries belongs to the Catskill Ramapo Library System, which system allows its members (including Town members) to use any other library in the Catskill Ramapo system.
8.2.1.4 Post Office
______Town of Wawayanda Comprehensive Plan Page 8.2 Community Services
Wawayanda is served by two postal offices: The Slate Hill Post Office, located on Route 284 in Slate Hill and the New Hampton Post Office, located on Route 17M in New Hampton.
8.2.1.5 Schools
Wawayanda lies within three school districts: Minisink Valley Central School District, Goshen Central School District, and Middletown Enlarged City School District. The Minisink Valley district is very well respected as are the Goshen and Middletown districts. The Minisink District encompasses approximately 80% of the Town, while the Goshen and Middletown districts encompass 13% and 7% of the Town respectively. According to its district office, Minisink Valley has a 2015-2016 enrollment of 3,765 while Goshen and Middletown have approximately 2,896 and 7,300 respectively. As the population of the Town and surrounding municipalities grows, enrollment numbers in these school districts will increase accordingly. The Middletown District is currently experiencing a surge in high school age enrollment and has embarked on a plan to expand its high school to alleviate overcrowded conditions.
In looking ahead, the Town should carefully assess impacts to the three school districts associated with large-scale residential developments. The Town could help the districts’ track increases in enrollment by providing the estimated number of school-age children resulting from large residential projects. This would assist the districts with their capital facilities planning to accommodate increases in enrollment.
8.2.1.5 Roads
The Town owns and maintains approximately 74 miles of roadway which interconnect with Orange County and State roads to provide the town with an excellent road network. Town roads are well maintained throughout the year and are keep exceptionally clear and safe during winter months. The community is very pleased with this Town service.
Seward Road Town Highway Department
8.2.1.6 Water
Wawayanda owns and operates five water districts, four of which have their own wells and treatment processes. These four are the Robinn Meadows, Ridgebury Lake, Arluck, and Denton Districts and each
______Town of Wawayanda Comprehensive Plan Page 8.3 Community Services
district serves a residential subdivision. The fifth district is the Wawayanda Water District No. 1 which serves parts of the commercial zones located along Dolsontown Road and Route 6. Potable water is supplied to District 1 by the City of Middletown under a shared services agreement between Wawayanda and Middletown.
8.2.1.7 Sewer
The Town owns and operates three sewer districts two of which have their own sewer treatment plant (STP). The Robinn Meadows STP treats flows from the Robinn Meadows Sewer District which serves a residential subdivision. The Ridgebury STP treats flows from the Ridgebury Sewer District which also serves a residential subdivision. The Wawayanda Sewer District No. 1 serves parts of the commercial zones located along Dolsontown Road and Route 6. Flows from District 1 are treated by the City of Middletown STP under a shared services agreement between Wawayanda and Middletown.
8.2.1.8 Solid Waste
The Orange County Department of Environmental Services oversees the solid waste management plan for Orange County. The County requires mandatory recycling for all households and businesses. The County owns and maintains three solid waste transfer stations, located in the towns of Newburgh, Goshen and the City of Port Jervis, which accept municipal and commercial solid waste.
Town residents and businesses can contract individually with local haulers for solid waste pickup. Local haulers primarily dispose of solid waste at one of the three County transfer stations. Town residents and businesses can also dispose of their own refuse directly at the County’s transfer stations for a fee. There are no active landfills in Orange County so refuse from County transfer stations is shipped by private hauler to out-of-county disposal sites.
The Town sponsors an annual town-wide cleanup day during which town residents can dispose of household items, scrap metal and other acceptable items.
8.3 Recommendations
Strategy 1 Continue to assess the needs of police and fire protection.
Action 1.1 Use the SEQR process to assess potential impacts on the demands for police.
Action 1.2 Use the SEQRA process to assess potential impacts on the demands for fire protection associated with new development. Where upgrades are needed to mitigate impacts, developers should contribute to the cost.
Action 1.3 Support the Town’s fire districts’ as appropriate to secure governmental and private sector funding for new equipment and new or expanded fire stations.
______Town of Wawayanda Comprehensive Plan Page 8.4 Community Services
Action 1.4 Support meaningful governmental initiatives to attract and retain volunteer firefighters.
Strategy 2 Strive to maintain shared library services for town residents.
Action 2.1 Monitor the needs for library service as the community continues to grow. Additional library resources may be needed in the future to meet growing demands of the community.
Action 2.2 Seek to maintain library service to town residents through shared service agreements with municipalities that have adequate library facilities.
Strategy 3 Inform the three school systems of growth impacts to enrollment from large residential developments within their districts.
Action 3.1 Use the SEQRA process to carefully assess the number of school-age children resulting from new, large-scale residential developments. Share this information with each relevant School District so it can plan for any increase to enrollment.
Strategy 4 Continue to maintain a high level of service and maintenance on town roads.
See also recommendations in Section 9 – Transportation
Action 4.1 Maintain a five-year capital improvement plan for town roads and related Highway Department equipment and facilities. Update the plan on an annual basis to keep it current.
Action 4.2 Maintain an asset management plan to identify measures to fund capital improvements identified in the capital improvement plan.
Action 4.3 Continue to budget adequate funding to maintain town roads and highway equipment and related facilities.
Strategy 5 Continue to maintain high quality standards for water and sewer service.
Action 5.1 Develop a five-year capital improvement plan for water and sewer districts to include equipment and facilities. Update the plan on an annual basis to keep it current.
Action 5.2 Develop an asset management plan to identify measures to fund improvements identified in the capital improvement plan.
______Town of Wawayanda Comprehensive Plan Page 8.5
Community Services
Action 5.3 Continue to budget adequate funding to maintain equipment and facilities in the water and sewer districts’. Protecting potable water quality and the water quality of receiving streams is of utmost importance to the Town.
Action 5.4 Continue to cooperate with neighboring communities such as the City of Middletown to ensure that the town’s water and sewer capacity remains adequate in terms of quantity and quality. Wawayanda should continue to explore shared service opportunities to develop public water and sewer systems along its primary business corridors.
Action 5.6 Limit the expansion of water and sewer infrastructure in areas where dense growth is not encouraged by this Plan. Consideration could be given to water extensions to select areas for reasons of health and safety.
Strategy 6 Continue to support proper disposal of solid waste and recycling efforts.
Action 6.1 Work to apprise town residents–especially new residents–of Orange County recycling requirements. Post County recycling requirements on the Town’s website and at town hall.
Action 6.2 Continue to provide a town-wide cleanup day for household items, scrap metal and other acceptable items. This will help to prevent such items from improper disposal along roads.
______Town of Wawayanda Comprehensive Plan Page 8.6 Transportation
SECTION 9 – TRANSPORTATION
9.1 Goals
> To prioritize community character and transportation needs when making decisions and encourage alternative forms of transportation.
> To consider the relationship between the transportation and proposed land uses to ensure that the network is adequate and preserves and enhances scenic roadways.
> To invest in needed roadway infrastructure, and improve access to public transportation.
> To coordinate with New York State DOT and Orange County DPW on transportation planning- related activities.
9.2 Summary of existing conditions
9.2.1 Travel Patterns
Orange County is unique in that it contains three intersecting interstate highways, facilitating the movement of people and goods both regionally and locally. Wawayanda is located along one interstate highway, U.S. Interstate 84 (Exit 3), which crosses the northern third of the Town in an east-west direction. I-84 enters Orange County at the Newburgh-Beacon Bridge and travels through the county to the Pennsylvania border, near the City of Port Jervis. To date, according to the New York State Department of Transportation, I-84 is operating below capacity.
Interstate 84
As in most suburban communities, automobiles are the primary mode of transportation in the Town of Wawayanda, and public transportation consists of commuter rail and local and regional bus service. The Town Highway Department maintains and services 74 miles of streets and highways.
The Town possesses a number of arterial roadways, which are generally designed to enable travel
Town of Wawayanda Comprehensive Plan Page 9.1
Transportation
between different areas of the community. Route 6 and State Highway 284 all provide this access. Route 6/17M has undergone some relatively recent improvements, however, these were essentially an upgrading of the existing roadway and did not have a significant effect on its capacity.
Generally, the major collector roads traversing the Town are rural roads. Based on an analysis of traffic volumes experienced on these roadways, the roads are operating well below capacity. The remaining roads in the Town may be classified as minor collectors or local roads. Minor collectors are local roads that funnel traffic to and from major collectors and arterials.
Local roads are used to access properties and are not utilized by through traffic. These roads are not currently experiencing operating problems associated with heavy traffic volumes and excepting isolated interchanges or sight distance deficiencies, it is not anticipated that these roads will experience operating problems in the near future.
In addition to roads, the MNJ railroad operates a single-line track in the Town which largely parallels the Route 6 business corridor to Slate Hill and then parallels part of Route 284.
MNJ railroad Route 56
9.2.2 Congestion
Currently, Route 6/17M experiences traffic congestion during morning and evening peak hours of 7 to 9 a.m. and 4 to 6 p.m.
Town residents have identified several areas as those with traffic congestion, although traffic in Wawayanda is generally not a serious concern. Most of these are considered major collector roads, which are designed to carry traffic to and from arterial roadways. County Route 93 (Lime Kiln Road), County Route 50 (Golf Links Road), the area surrounding Exit 3 of I-84, Dolsontown Road, Ridgebury Road, newly constructed County Route 108/James P. Kelly Drive, Lower Road/County Route 12, County Route 56/Davis Highway, McVeigh Road, Ryerson Road, Route 6/17M, the intersection of Jogee Road, Route 6, and Lime Kiln Road, the intersection of Wawayanda Avenue and Route 6, and the intersection of Ridgebury Hill Road and Route 6 have all been identified as relatively busy roads or intersections.
Town of Wawayanda Comprehensive Plan Page 9.2
Transportation
9.2.3 Alternate modes of transportation
As alternative modes of transportation are encouraged, the more potential there is to reduce automobile congestion on Wawayanda’s roads now and in the future. Alternative modes such as bicycling, walking, and public transportation, can not only provide necessary connectivity between the hamlets, schools, and parks, but also provide recreation opportunities and a chance to take advantage of Wawayanda’s rural beauty
9.2.4 Scenic roads
There are opportunities throughout the Town to recognize the unique character of scenic roads and preserve them as view corridors. Planning and zoning decisions should take into account view sheds when evaluating development projects which access scenic highways. The Town of Wawayanda has a designated ridge preservation critical environmental area which can be utilized as a tool to direct development in such a fashion to limit impacts to view sheds along scenic corridors.
Schmid Road Route 93
The following are some possible design aspects for consideration when evaluating projects along scenic corridors:
Design new roadways in consideration of existing topography.
Keep trees, fences and stone walls within right-of-ways along roads.
Limit clearing of roadway right-of-ways to that which is required rather than a 50 foot minimum.
Minimize street lighting.
Evaluate architectural plans for projects to imitate agricultural buildings and design.
Items such as cupolas, weather vanes, barn siding, building colors, fences and landscaping can be evaluated to provide for a scenic value.
Town of Wawayanda Comprehensive Plan Page 9.3
Transportation
The following are some possible design aspects for rural road standards:
Retaining country curves and hills.
Keeping trees, fences and fields near the road.
Avoiding the installation of streetlights except in dangerous intersections and in commercial where the Town deems otherwise necessary.
9.3 Recommendations
Strategy 1 Coordinate traffic related issues with State and County agencies.
Action 1.1 Coordination with NYSDOT to address safety issues on state highways in the Town. The Town should work through its planning process with NYSDOT on controlling the number of access panels to state highways. The Town should create a display with NYSDOT regional officials to periodically address state road traffic issues which impact the Town.
Action 1.2 Establish access management policies of primary transportation corridors. Control of access is critical to the safety and function of the Town’s roadway system. Both state and county highway are the main routes within and through the Town. As development occurs, new access drives are created. Each new point of access creates a potential for traffic conflict.
Action 1.3 Continue to work with state and county agencies in developing regional traffic plans to address congestion and safety issues within the Town.
Strategy 2 Town roadways design specifications.
Action 2.1 Continue to review/update Town roadway specifications for new road construction.
Action 2.2 Evaluate the use of private roads as a mechanism for access to residential subdivisions. Private roads are a tool to allow development of residential subdivisions without placing the burden of roadway maintenance on the Town Highway Department.
Action 2.3 Evaluate minor and major subdivision private road specifications.
Strategy 3 Evaluate alternate modes of transportation.
Action 3.1 Identify roadways that are appropriate for bike paths. Coordinate efforts with state and regional planning agencies to provide connection to existing bicycle routes.
Town of Wawayanda Comprehensive Plan Page 9.4
Transportation
Action 3.2 Target pedestrian friendly designs in hamlets, large major subdivisions, PAC development.
Action 3.3 Evaluate providing interconnections between projects to encourage walking as a means of transportation between destinations.
Action 3.4 Develop a Greenway Trail Network to connect existing trails in Town and provide connections to other systems.
Strategy 4 Preserve and enhance scenic roadway in the Town.
Action 4.1 Planning and Zoning decision should take into account view sheds when evaluating projects along scenic roads.
Action 4.2 Identify scenic road corridors within the Town. Evaluate zoning changes to protect view corridors.
Action 4.3 Implement rural road designs in scenic areas. Rural road designs take into account the existing topography, preservation of existing vegetation in right-of- ways and minimizing street lighting and traffic calming measures.
Strategy 5 Provide interconnection to existing trails, pathways and linear parks
Action 5.1 Work with State and regional planning agencies to interconnect abandoned rail road right-of-ways with existing rail trails.
Much of Wawayanda is characterized by open spaces, natural resource areas and viewsheds. Integrating these resources along with the trails traversing the Town through a greenway concept would ensure a future network of resources that would potentially benefit wildlife and community residents. A town-wide greenway network would enhance the quality of life in Wawayanda, protect its working and natural environment, and provide recreation opportunities. When planning and designing specific trail segments, consideration should be given to appropriate mechanisms for ensuring that trail users are well-informed about any rules or regulations that apply to use of the trail. For example, if trail use is limited to non-motorized vehicles, special design elements (such as bollards or gates) should be utilized in addition to signage to make this clear; or if adjoining landowners are concerned about users leaving the trail and crossing their property, signs and/or design elements should be considered to make it clear that users must remain on the trail.
The Town of Wawayanda is currently participating with Orange County on an extension of the Heritage Trail, a former railroad grade, to connect Wawayanda and the greater Middletown area to the Heritage Trail. This will entail converting the former railroad bed into a pedestrian access trail linking up with the existing trail to create a continuous trail way stretching from
Town of Wawayanda Comprehensive Plan Page 9.5
Transportation
Middletown southeast through the towns of Wawayanda, Goshen and Chester and into the Town of Monroe. The Town of Wawayanda should continue to support these efforts and provide input on the location, design and access points for this project and for future rail trail projects in the Town. Most recently, the Town has purchased a parcel of land off of Ryerson Road to be used as parkland and to provide a trailhead to the proposed Heritage Trail extension. Development of this parkland should incorporate public access to the proposed trail extension being developed as a part of the County’s rail trail network.
Town of Wawayanda Comprehensive Plan Page 9.6
Cultural, Historic and Recreational Resources
SECTION 10 – CULTURAL, HISTORIC AND RECREATIONAL RESOURCES
10.1 Goals
> To preserve and protect the Town’s historic and cultural resources.
> To expand the Town’s active and passive recreational resources.
> To expand recreational opportunities for persons with special needs.
> To expand recreational activities for children and teenagers.
10.2 Summary of Existing Conditions
The Town has a strong sense of community which is reflected in its cultural, historic and recreational resources. This section contains a brief description of those resources including strategies to enhance and protect them in the years to come.
10.2.1 Cultural Resources
Wawayanda’s location offers its residents convenient access to a wide variety of cultural activities. One important cultural attraction is “The Pines”, the town’s museum and historical research center, which has an extensive collection of town history and memorabilia dating back to the 1700’s. Local schools provide musical and theatrical events for the public throughout the year. The Town sponsors an annual town-wide picnic which includes music, dancing and displays which promote the town’s history and agricultural heritage. Other community events include a Halloween trunk or treat, Veterans Day service, tree lighting ceremony, Easter egg hunt, and Memorial Day service, all of which promote a sense of place and community.
The Town also has convenient access to a multitude of cultural activities in Orange County, the Hudson Valley and the New York City metropolitan region. These cultural activities further enhance the quality of life for town residents.
Pines Museum Town Picnic (miniature hay baling exhibit)
10.2.2 Historic Resources
Wawayanda’s rich history and agricultural heritage contribute to its community identity and character. All
______Town of Wawayanda Comprehensive Plan Page 10.1 Cultural, Historic and Recreational Resources
of this history is wonderfully captured in a comprehensive history of the Town entitled Wawayanda Our Town, which was published in 1999 in celebration of the Town’s 150th anniversary. A number of the buildings pictured in this book remain standing today. Of particular importance in terms of buildings are the three resources listed on the National Register of Historic Places: Woodlawn Farm, circa 1765, Wawayanda’s oldest house; Dunning House, a 19th century house that features interior examples of Greek Revival architecture, and the Primitive Baptist Church of Brookfield (also referred to as the Old School Baptist Church), one of the oldest churches in the area. The 1849 School House is another standing building of historical note. These and other examples of historic architecture dating from the 18th Century contribute the Town’s overall aesthetic character.
1849 School House Mason’s Marketplace, circa 1866
10.2.3 Recreational Resources
Wawayanda owns and maintains two public parks, Shannen Park and Ryerson Park, and residents also have access to Minisink Valley Central School District recreation facilities. There are also numerous recreation opportunities within a short drive of the Town including public parks and golf courses maintained by Orange County and several New York State parks.
The 133-acre Shannen Park is located in the hamlet of Slate Hill, on State Highway 284. It includes both active and passive recreation areas, including picnic pavilions and grills, playground equipment, two baseball fields, basketball hoops, comfort station, a dog park, paved and unpaved trails and undeveloped open space. Shannen Park also has playground equipment and a nature trail designed for persons with special needs including mobility challenged persons. The Town has a long history of providing recreational amenities for special needs persons. Some 51 acres of Shannen Park are currently developed for recreational purposes. The Town intends to develop the remaining 82 acres to meet increased demand as the Town’s population grows.
In 2014, the Town strategically acquired 76 acres of vacant land along Ryerson Road on which it will establish Ryerson Park. The development of this park will provide convenient access to recreational resources in the eastern part of the town. The Town has commenced the initial planning phase of the park’s development and is identifying potential funding sources to help defray development costs. The park is immediately adjacent to a proposed extension of the Orange County Heritage Trail and, as such,
______Town of Wawayanda Comprehensive Plan Page 10.2 Cultural, Historic and Recreational Resources
Tee-ball (Shannen Park) Wheelchair-accessible playground set (Shannen Park)
the Town desires to construct an ADA compliant interconnect between the park and the trail allowing for direct access between them. With public parking, a comfort station and other amenities, the park would be an ideal access point for users of the trail and it would enhance the recreational use and enjoyment of both facilities. The Town intends to work with Orange County to develop the interconnect.
Planning standards set forth by the National Parks and Recreation Association define adequate recreation space for a community as 10 acres of space for each 1,000 residents. With a population of 7,266, this would mean that Wawayanda would require approximately 70 acres devoted to recreation. Currently, the 51 developed acres of Shannen Park are not adequate to meet all of the community’s needs. However, with the acquisition of vacant land for Ryerson Park, the Town has some 158 acres of undeveloped park land which it can develop to meet the Town’s recreation needs both now and well into the future.
The Town owns and maintains the Wawayanda Community Center which is home to “The Pacers” senior group. The senior center is located at Shannen Park and provides a multitude of social and recreational opportunities to seniors including trips, games, luncheons, and speakers. The center also contains a dedicated exercise area with professional exercise equipment. Seniors can also use park grounds for walking and picnics, or to socialize on a park bench with friends.
Wawayanda Community Center Wawayanda Community Center
Randall Airport is located on Airport Road in the Town of Wallkill along a shared border in the eastern part of the Town. The airport has a 2,811 foot paved runway and accommodates private aircraft and
______Town of Wawayanda Comprehensive Plan Page 10.3 Cultural, Historic and Recreational Resources
sailplanes. Sailplane rides are available to the general public as well as hot air balloon rides which are available at a launch site next to the airport.
There is an agribusiness located in the Town which offers equestrian recreational opportunities to the general public. The business rents stables to horse owners, offers riding lessons and rents riding horses to the public.
Greystone Stables Sailplane (Randall Airport)
10.5 Recommendations
Strategy 1 Promote Wawayanda’s cultural, natural, and historic resources as important contributing elements to the Town’s quality of life.
Action 1.1 Continue to maintain a calendar of events schedule to promote communit y participation and year-round visitation to the Town. Expand the list of Town sponsored events to include school plays and musical concerts, senior center lectures and events, and agritourism events sponsored by local farms. Create a special events portal on the Town’s website to post the list and promote these activities.
Action 1.2 Utilize the Town’s historians to develop a list of notable heritage and cultural places. The list could contain historic buildings of local interest or importance as well as those listed on the National Register of Historic Places. These can include homes, commercial buildings, barns, and churches.
Action 1.3 Explore development of a “heritage trail” for community use and to promote historic tourism and agritourism. Using the list in 1.2 above, work with the Town’s historians to assist in developing the trail’s sites, route and signage. The trail could include historic buildings, agriculture heritage areas and related rural/scenic highways.
______Town of Wawayanda Comprehensive Plan Page 10.4 Cultural, Historic and Recreational Resources
Action 1.4 Utilize the list discussed in 1.2 above to promote historic tourism and agritourism in the Town. Create a portal on the town’s website which promotes historic tourism in the Town.
Action 1.5 Coordinate with Orange County Tourism to promote historic tourism and agritourism.
Strategy 2 Cultivate a community identity and sense of place
Action 2.1 Continue to sponsor and promote community events which cultivate a sense of place and community for Wawayanda’s residents.
Action 2.2 Create prominent gateways to the Town and its hamlets via signage and landscaping which support a Town identity and sense of community.
Strategy 3 Encourage preservation of barns as a symbol of the Town’s agricultural heritage and rural character.
Action 3.1 Identify New York State and federal programs which promote historic restoration including barn restoration and preservation. Encourage owners to take advantage of these programs.
Action 3.2 Explore allowing low-impact businesses in barns that are well-maintained and contribute to the rural character.
Strategy 4 Continue to provide recreational opportunities for persons with special needs and the elderly.
Action 4.1 Continue to maintain the paved trail and special needs playground equipment at Shannen Park for special needs persons including mobility challenged persons.
Action 4.2 Encourage the development of multi-use trails that are accessible to special needs persons including mobility impaired persons.
Action 4.3 Continue to support exercise opportunities for senior citizens at the Wawayanda Community Center and adjoining Shannen Park.
Strategy 5 Encourage and support governmental and private sector efforts to develop multi-use trails and pathways in the Town.
Action 5.1 Coordinate with Orange County in developing multi-use trails including trails that link with trail networks in adjoining municipalities.
______Town of Wawayanda Comprehensive Plan Page 10.5 Cultural, Historic and Recreational Resources
Action 5.2 Coordinate with Orange County to explore using abandoned railroad rights-of-way for conversion to multi-use trails.
Action 5.3 Explore developing new paved and unpaved trails at Shannen Park and Ryerson Park.
Action 5.4 Encourage proposed subdivisions to develop multi-use pathways and linking of open spaces. Subdivision plans should recognize and address this through the creation of pathways for walking or biking that connect to other trails, recreational spaces, or areas of Town. Open spaces that are created or maintained by the design of a subdivision should consider trail connections to other similar open spaces where opportunities present.
Strategy 6 Develop active and passive recreational facilities that enhance the Town’s quality of life.
Action 6.1 Develop and adopt a Town of Wawayanda Recreation Plan. The plan should address short-term and long-term recreation needs of the Town. Such a plan could discuss incorporating multi-use trails and other recreational amenities to the Town’s park system.
Action 6.2 Explore opportunities for shared recreational facilities on Minisink Valley School District property as additional resources available to the public. The Town Board should work with the School Board to make these facilities accessible to the public, especially during summer months when school is not in session.
Action 6.3 Recognize private and non-profit efforts to provide commercial, semi-public and private recreational facilities.
Action 6.4 Develop Ryerson Park as a priority project to meet current recreational needs of the community. This would include parking, athletic fields, playground equipment, comfort station, multi-use pathways and other amenities.
Action 6.5 Utilize undeveloped land at Shannen Park to incorporate new recreational amenities to meet existing and future needs of the community.
Action 6.6 Coordinate with Orange County to construct an ADA compliant interconnect between Ryerson Park and the proposed Orange County Heritage Trail.
Action 6.7 Explore a potential site along the Wallkill River for a canoe/kayak launch. The Wallkill River, which stretches from Lake Mohawk in New Jersey to Kingston, New York, is currently underutilized as a recreational opportunity in the region.
______Town of Wawayanda Comprehensive Plan Page 10.6 Cultural, Historic and Recreational Resources
Action 6.8 Explore additional programs and activities for children and teenagers, which could utilize park facilities. For example, partner with local 4-H groups to hold events at the parks.
Action 6.9 Explore providing playground amenities for toddlers age eighteen months to four years. The recreation demand for this age group is not entirely met.
Action 6.10 Continue to provide adequate funding for the maintenance of parks and other recreation amenities.
Action 6.11 Support applications for governmental funding to maintain and expand recreational amenities and programs.
______Town of Wawayanda Comprehensive Plan Page 10.7 Agriculture
SECTION 11 – AGRICULTURE
11.1 Goals
> To nurture and sustain agricultural operations as a significant component of Wawayanda's economy.
> To encourage policies and programs that enhance the economic viability of agricultural operations.
> To preserve prime farmland and facilitate access to farmland for new and next-generation farmers.
11.2 Summary of existing conditions
Wawayanda’s roots lie in agriculture, and this heritage continues to be a major presence in the Town today, despite the escalating challenges of operating farms and preserving farmland. The Town is located within Agricultural District #2, which was created by the New York State Legislature in 1972 and covers approximately 94,700 acres across several nearby communities (see Figure 11-1). Wawayanda’s Black Dirt region lies in the southern portion of the Town and is the location of the most fertile lands for crop production.
Wawayanda has many strengths for agricultural production including thousands of acres of farmland with good soils, a growing regional market for local farm products, proximity to the New York metropolitan food market, and an excellent transportation network. The Town also has available commercial lands that are suitable for agricultural support services and food processing operations. However, in 2016 the Town's farmers are facing increased national and global competition, high costs of production, low profitability, high costs of land, the State's high tax rates, and, in the case of dairy farms, volatile milk prices.
Black dirt farmland (view from Onion Avenue)
Historically, agriculture has been a vital economic engine to the economy of New York State while at the same time enhancing the social and environmental quality of life of all New Yorkers. Agriculture contributes billions of dollars to the State's economy, while also providing open space and scenic beauty
______Town of Wawayanda Comprehensive Plan Page 11.1
Agriculture
that is cherished by millions of New Yorkers as well as by millions of tourists that visit the State each year.
It is important to stress that agriculture is economic development. All too often agriculture's economic contribution to the overall economy is overlooked by local governments which tend to focus on large warehouse and industrial operations. In fact, the agricultural industry is a significant economic engine in New York State that produces jobs and revenue, while placing little demand on public services such as fire, police, sewer and education. Studies have shown that farms generally contribute more in taxes than they require in public services, making them net revenue generators for municipal and school budgets.1 In 2012, on-farm agricultural production returned over $5.7 billion to the State's economy and milk production accounted for nearly one-half of this figure or some $2.56 billion.2 In 2011, statewide on-farm employment was estimated at 46,000.3 While the agriculture and food sectors account for a small portion of the State’s total gross output these sectors generate a strong downstream multiplier effect on the State’s economy in terms of jobs and added economic output.4 This is because agricultural production requires support services such as feed, seeds, financial services, fuel, equipment and equipment repair, veterinary services, as well as food processing facilities. It also creates spin-off businesses such as wineries, breweries, distilleries, ice cream parlors and many others. The agricultural services and food processing sectors contributed over $37 billion in sales to the State's economy in 2011 and accounted for over 68,000 jobs.5 This statistic suggests that agricultural production, service and processing sectors have a combined impact of some 42.7 billion annually to the State's economy and generate some 114,000 jobs. Farms also contribute scenic working landscapes, rural heritage and quality of life, all of which support the State's multi-billion dollar tourism industry. Simply put, agricultural land use is an economic driver that creates jobs and helps to balance both municipal and school budgets in the same way as commercial and industrial land use. Agriculture is economic development.
While the number of farms in Orange County has been in decline for decades, it is encouraging to note that in recent years the number of farms and acres being farmed has increased by 2.5% and 9% respectively. The trend shows an increase in the number of less than 10 acre direct-sale produce farms, while the number of dairy farms continue to decrease. Orange County farms contribute some $100.7 million to the local economy and over 2,200 jobs. In addition, agritourism is vital part of the region's $4.2 billion tourism industry.6
In Wawayanda, the importance of agriculture to the Town's economy and the pressures impacting farming are recognized. Historically, agriculture has been a profitable business despite unpredictable weather and other challenges. The introduction of supermarkets and national and global competition in the 1960s and 1970s began to alter the agricultural landscape. Increased competition and high operation costs resulted in decreased profit margins throughout the production and distribution chain with profits often not making it
______1. Glynwood, The State of Agriculture in the Hudson Valley, 2010. 2. U.S. Department of Agriculture & Markets, Ag Facts: New York is an Agricultural State. 3. Cornell University, Agriculture-Based Economic Development in New York State: The Contribution of Agriculture to the New York Economy, May 2014. 4. Cornell University, Agriculture-Based Economic Development in New York State: The Contribution of Agriculture to the New York Economy, May 2014. 5. Cornell University, Agriculture-Based Economic Development in New York State: Assessing the Inter-industry Linkages in the Agricultural Food System, 2014. 6. Orange County Farmland Protection Plan, February 2015. ______Town of Wawayanda Comprehensive Plan Page 11.2
Agriculture
to the farmer. In this climate the Town has seen the number of full-time farms, especially dairy farms, steadily decline as farmers frequently have little choice but to sell their land to developers who convert it to other uses such as residential.
O’Dell farm DeBlock farm
A community with residential growth pressures, such as Wawayanda, has a higher risk of losing valuable agricultural land along with part of its rural character. All too often, the low profitability of farming has impacted a farmer’s ability to stay on the land, much less to save money for retirement. This essentially causes the value of a farmer’s land to become his retirement nest egg. While farmers can choose to sell their land, many farmers, and sons and daughters of farmers, might prefer to stay on the land if farming was more profitable. Promoting profitable farms is the best way to keep farmers on the land.
11.3 Strengths
Strengths are the resources that strengthen the economic base and positively contribute to business operations. These resources may include the local labor force, location, incentive programs that make doing business desirable, and quality of life resources. Strengths foster economic development and retain and expand business.
Regional food movement. Increasing concerns over food safety and public health have contributed to a strong food movement in New York City and the greater Hudson Valley and an increased demand for safe, fresh, local food. This has resulted in a surge in the number of farmers markets as well as an increase in mainstream grocery stores, food distributors, restaurants, and other food service companies that carry locally produced food.
New York City food market. Wawayanda's proximity to the New York City food market, which is larger, more ethnically diverse and wealthier than most other consumer markets in the region, is a key asset for local farms. The City food market consists of some eight million residents, $30 billion in food spending and a budget for institutional meals second only to the U.S. military.7 Orange County farms currently provide food to GrowNYC Greenmarkets as well as to restaurants, groceries and other food outlets. However, this is a market whose demand for regionally produced food is not fully met. The City's unmet
______7. The New York City Council, Foodworks: A Vision to Improve NYC's Food System, 2010. ______Town of Wawayanda Comprehensive Plan Page 11.3 Agriculture
annual demand for regionally produced food exceeds $600 million.8 This represents an opportunity for local farmers and food processors to meet this demand and increase profits.
Transportation network. As discussed in Section 6.2.1, the Town has access to an excellent multi-modal transportation network of interstate highways, railroads and a national airport. Nearby motor freight services offer LTL (less than truck load) and truck load freight services. These transportation modes provide quick access to the New York metropolitan market and convenient accessibility to other regional markets via interlinking highways and railroads. They are important assets, especially when transporting perishable farm products.
Direct sales. A number of Orange County farms are able to sell a large part of their production directly to the end users through farmers markets and to restaurants and grocery stores. Direct sales can increase profits.
Availability of land. Wawayanda currently has prime agricultural lands which are not used for agricultural production. In addition, the Town's commercial and industrial zones offer ideal sites for food processors, food hubs and other agricultural support businesses.
Soils and climate. The Town's soils are generally well suited to agricultural production and the climate supports a wide variety of agricultural products.
Diversity of products. Local farms can produce a wide variety of agricultural products which allow them to fill growing demand from diverse ethnic populations and high-value markets. Niche markets for ethnic foods can offer favorable prices and reduced competition.
Peaches, Soons Orchards Slate Hill Apple Orchards
11.4 Challenges
Challenges are negative factors that provide obstacles or stumbling blocks to economic development and detract from business retention and expansion in the Town.
______8. The New York City Council, Foodworks: A Vision to Improve NYC's Food System, 2010.
Town of Wawayanda Comprehensive Plan Page 11.4
Agriculture
Competition. The competitiveness of agribusiness in New York State relative to national and global competitors is a concern. The high cost of food production in the State makes competing with lower cost national and global food producers a challenging proposition.
Difficulty accessing the New York City food market. Weaknesses in the food distribution system can make it difficult for regional farmers to connect with the NYC food market. At the same time, City restaurants and food retailers often encounter difficulty sourcing regional agricultural products from wholesalers.9
High operating costs. The high costs of feed, energy, fertilizer, capital, labor and other factors contribute to high production costs. In addition, New York State has one of the highest overall tax rates in the country including property taxes and income taxes.
Low profitability. Prices received for the sale of farm produce are often low in comparison to production costs and this causes thin profit margins. Average expenses per farm in Orange County were $152,887 in 2012, while average net income (after expenses) was only $19,814.10 Dairy farms in particular are subject to volatile milk prices which frequently do not cover production costs. In 2009, bulk milk prices were so low that nearly all dairy farms in New York State operated at a loss.
High cost of farmland. Orange County is one of the fastest growing counties in the State and growth pressures have driven up the developed value of prime agricultural land in Wawayanda to some $25,000 per acre while the same acre would fetch only $5,000 for agricultural use. Farmers looking to expand operations and new farmers who want to start a farm are essentially priced out of the market. This forces farmers to rent land, if they can afford to, which impacts already thin profit margins.
Weak distribution system. The food distribution network in the Mid-Hudson region is currently not adequate to meet the supply of local food production. In particular, this hurts medium and small sized farms that may not have the resources to distribute their own products
Difficulty attracting new farmers. A majority of New York State farmers are over age 50 and in Orange
Apples, Slate Hill Apple Orchards Soons Orchards
______9. The New York City Council, Foodworks: A Vision to Improve NYC's Food System, 2010. 10. U.S. Department of Agriculture. 2012 Census of Agriculture. ______Town of Wawayanda Comprehensive Plan Page 11.5 Agriculture
County the average age was 58.1 years in 2012.11 Not surprisingly, the farming industry has struggled to attract young farmers because they cannot sustain themselves. In 2007, farmers in the Hudson Valley region had an expense to sales ratio of 94% making for very narrow profit margins.12 As a result, many farm families must earn off-farm income in order to survive. Town residents have expressed concern for Wawayanda’s agricultural enterprises that have no successors to eventually take over the farm. Aging farmers need to be replaced by new young farmers in order to preserve farmland and maintain agriculture's contribution to the Town's overall economy.
Other issues. Additional issues facing Orange County's farmers are the lack of local processing facilities, lack of government incentives, a burdensome regulatory structure, high cost and limited availability of capital, and limited availability of a motivated and qualified labor force.
O’Dell Farm Greystone Stables Stone Oak Tree Farm
11.6 Recommendations
Strategy 1 Coordinate the implementation of strategies in this Plan with other agricultural plans.
Action 1.1. Coordinate with Orange County as it implements recommended actions in its 2015 Agriculture and Farmland Protection Plan. The plan contains a wealth of recommendations which could benefit local farmers.
Action 1.2. Encourage Orange County to explore coordinating with New York City's efforts to better connect Orange County farmers with NYC markets. Connecting upstate farmers with NYC wholesalers and end users is a stated goal in the City's 2010 'Foodworks' plan.
Strategy 2 Continue to maintain the Town's farm-friendly regulations.
Action 2.1. Periodically audit the Zoning Code to explore modifications that support
______11. U.S. Department of Agriculture. Structure and Finance of U.S. Farms: Family Farm Report, 2010 Edition. 12. Glynwood, The State of Agriculture in the Hudson Valley, 2010. ______Town of Wawayanda Comprehensive Plan Page 11.6 Agriculture
agriculture. New technologies and changing market conditions may warrant adjusting the Zoning Code. For instance, demand for local beef is increasing which could represent a market opportunity for local farmers. Allowing smaller lots to contain livestock would help to promote this activity. Small lots could also be used by 4-H groups and other organizations to help prepare next-generation farmers.
Action 2.2. Review farm-friendly zoning code recommendations in Orange County's 2015 Agriculture and Farmland Protection Plan. Incorporate appropriate recommendations to the Town's zoning code.
Action 2.3. Explore expanding the allowable types agricultural uses on small lots. The number of small farm operations is increasing in the Mid-Hudson Valley. Some of these operations fill ethnic niche markets where there is less competition.
Action 2.4. Continue to allow alternative uses for existing agricultural buildings and farmland. Allowing compatible uses for existing agricultural buildings and farmland would help farmers to remain on their land even while farming is not taking place. The Town should define potential uses for existing buildings and farmland in the Zoning Code. Alternative or additional uses that are compatible with the surrounding area but not necessarily agriculture-related may include low-impact businesses such as packaging or warehousing. Wind and solar electric generation uses should also be considered.
Action 2.5. Explore ways to better define land-use designations for Agritourism. Agritourism activities can fall into a gray zone between hospitality and agricultural land-use regulations, which makes navigating local permitting, land- use coding, and land use controls a tricky proposition for budding entrepreneurs. See also strategy 7 in this section.
Action 2.6. Accessory agricultural uses as defined by the Zoning Code should be encouraged. Elements such as seasonal farm stands and ice cream stands can help boost agritourism efforts and supplement income. Businesses featuring on-farm processing (milk and cheese, jams, baked goods), on-farm retail (grains, hay, fertilizer), and the sale of non-perishable items and local produce grown outside of Wawayanda should be encouraged.
Action 2.7. Seek to have a member of the agricultural community on the Town's Planning Board and/or Zoning Board of Appeals. Individuals experienced in agricultural operations can offer valuable contributions in the administration of regulations affecting agriculture. Currently two members of the ZBA operate agricultural businesses.
______Town of Wawayanda Comprehensive Plan Page 11.7 Agriculture
Strategy 3 Work to preserve farms and agricultural lands for next generation farmers.
Action 3.1. Promote Purchase of Development Rights (PDR), conservation easements and term easement programs to preserve both farmlands and farming. PDR's involve the voluntary sale by a landowner of the right to develop a property to a government agency or private nonprofit land trust. The cost of doing this would vary depending on the appraised value of the specific parcel—both the current value and its appraised value as open or agricultural land without development potential. The difference between these two numbers is the value of the development rights to be purchased.
Benefits of Purchase of Development Rights (PDR)
> PDR protects farmland permanently, while keeping it in private ownership.
> Participation in PDR programs is voluntary.
> PDR allows farmers to capitalize on undeveloped assets – their land.
> PDR programs can protect ecological as well as agricultural resources.
> PDR removes the non-agricultural value of land, which keeps it affordable to farmers.
> PDR can be implemented by state or local governments, private organizations and not-for-profit entities.
> PDR provides farmers with a financially competitive alternative to development.
Source: Action Guide: Agricultural and Farmland Protection for New York (American Farmland Trust)
The purchase of a conservation easement is the same thing as PDR; however, whereas a PDR typically refers to a government acquisition, the purchase of an easement is typically done by a private land trust such as the Orange County Land Trust.
In addition to PDR and conservation easements, the Orange County Open Space Plan recommends term easements; this temporary covenant may include a right of first refusal for purchase of the property in cases where the farm may transition to another agricultural use.
Action 3.2. Explore sources of grant funding for PDR. These could involve other agencies of the State or federal governments, or private foundations that work with land conservation organizations in the Hudson Valley.
______Town of Wawayanda Comprehensive Plan Page 11.8 Agriculture
Action 3.3. Explore a Leasing of Development Rights (LDR) program as a supportive tool in farmland purchase or PDR acquisition. LDR's can temporarily protect farmland until a PDR can be employed.
Action 3.4. Promote the New York State Agricultural Districts Law to encourage the continued use of farmland for agricultural production. 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. Included in these benefits are preferential real property tax treatment (agricultural assessment and special benefit assessment), and protections against overly restrictive local laws, government funded acquisition or construction projects, and private nuisance suits involving agricultural practices.
Action 3.5 Continue to protect the black dirt area for farming and next-generation farmers.
Action 3.6. Encourage owners of inactive farmland to rent their land to new and existing farmers. Work to connect land owners to farmers. Land owners renting farmland may qualify for an agricultural assessment on their land. Wawayanda is currently renting several parcels of Town land to farmers. The Hudson Valley Land Trust partnered with 16 other organizations to launch HV Farmlink network which is designed to connect farmers and landowners.
Strategy 4 Encourage policies that support new and next-generation farmers.
Action 4.1. Encourage governmental and private sector financial initiatives to support young farmers. For example, New York State recently launched the New Farmers Grant Fund and the Young Farmers Loan Forgiveness Program to help young farmers get in the business and remain there. Many farm credit cooperatives have programs to help start-up farms secure working capital.
Action 4.2. Promote education, training, and technical assistance programs for farm start-up operations. Historically farming skills have been handed down from one generation to the next. But that is not the case today as sons and daughters leave the farm for more profitable careers. In addition, the increasing pace of new technologies and methods can be challenging for farmers to keep up with. Access to training programs are essential for near and next-generation farmers. The Hudson Valley Farm Hub sponsors the ProFarmer Program which trains those with farming experience who aspire to farm management positions or to own and operate their own farms.
Strategy 5 Seek to expand food processing and distribution networks.
Action 5.1. Coordinate with the Orange County Partnership to attract and expand
______Town of Wawayanda Comprehensive Plan Page 11.9 Agriculture
value-added food processing companies to the Town. The Town's commercial zones contain available land with quick access to interstate highways ready access to municipal water and sewer. These are attractive assets to food processing firms. The property inventory recommended in Section 6 would assist in site identification and land assemblage. One example of connecting processors to local produce is Farm-to-Table Co-Packers in Kingston which processes local produce to make soups, frozen vegetables, jarred sauces and other value-added products that it then sells to regional markets.
Action 5.2. Support any Orange County efforts to establish food hub projects for local food producers. Food-hubs act like warehouse distributors where local food can be sourced by downstream users such as groceries and restaurants. Such hubs could serve to connect locally produced food with the NYC food market. See also Action 1.2 in this section.
Action 5.3. Support any Orange County efforts to determine if local dairy farmers are interested in developing a milk processing facility. Through such a facility, local dairy farmers could produce milk and other dairy products and market them through an established brand or newly created brand. The Town has three remaining dairy farms which may be interested in such a facility. The Hudson Valley Fresh brand of dairy products from Dutchess County is a success story for using this strategy. Interestingly, the founder of Hudson Valley Fresh grew up on a dairy farm in Wawayanda.
Action 5.4. Support any Orange County efforts to increase regional beef slaughtering and processing capacity. There is an increasing demand for local beef which could provide a new source of income for some local farmers. A former dairy farm in the Town has converted to a small beef cattle operation.
Strategy 6 Expand financial incentives, access to capital, and farm-friendly policy reforms.
Action 6.1. Encourage New York State and Orange County to develop an economic incentive program specific for agriculture. For example, agriculture does not enjoy the same property tax incentives offered to other economic sectors through the Orange County IDA.
Action 6.2. Encourage State and federal policy and regulatory reforms that are farm friendly.
______Town of Wawayanda Comprehensive Plan Page 11.10
Agriculture
Strategy 7 Work to promote agritourism in the Town.
Action 7.1. Support efforts of the Orange County Tourism Office to promote agritourism. Agritourism has become increasingly popular in the local region with activities such as wineries, distilleries, Christmas tree farms, on-farm dinners, u-pick farms, pumpkin carving, hayrides and other activities. There is also a spin-off effect with visitors patronizing local eateries, gas stations and retail stores.
Action 7.2 Support the development of New York State and private sector programs that provide technical assistance and start-up capital for agritourism entrepreneurs.
Action 7.3. Utilize the proposed special events portal on the Town's website to promote agritourism events. This is discussed in Section 10, strategy 1 in this Plan.
Action 7.4. Explore development of a “heritage trail” for community use and to promote historic tourism and agritourism. See also section 10, strategy 1 in this Plan.
Strategy 8 Promote citizen education on farmland preservation.
Action 8.1. Educate the community about the benefits of farming to the community (economic, rural heritage, scenic working landscape, etc.).
Action 8.2. Coordinate with Orange County on marketing methods to promote buying local foods.
______Town of Wawayanda Comprehensive Plan Page 11.11
Land Use and Zoning
SECTION 12 – LAND USE AND ZONING
12.1 Goals
> Evaluate existing zoning maps to provide a balance between residential and commercial land use.
> Provide for a mix of housing types to meet needs of families, young adults and seniors.
> Implement zoning changes to address issues identified in the comprehensive plan.
> Evaluate bulk tables and uses within the Town's zoning districts.
> Explore the creation of design standards or guidelines to maintain and improve the character of development.
> Update zoning to address technology advances including solar and other innovative energy technology.
12.2 Summary of existing conditions
The Town's zoning code has evolved over the last decade to address issues regarding development in the Town. The Town's MC and TC zones have been expanded along state and county highways to provide for a balance between commercial and residential growth. The Town of Wawayanda has identified the lack of water and sewer infrastructure as an impediment to commercial users with portions of the MC and TC zoning districts. Existing Hamlet zones would benefit if these areas could be served, if needed, by larger regional water and sewer infrastructure as they are too small to support independent systems.
Several updates to various sections of the Town’s code have been undertaken to items identified in the 2006 Comprehensive Plan. Residential development was expanding in the Town during the last comprehensive plan update. The residential development pressure has reduced significantly since 2006 due to economic reasons.
12.3 Recommendations
Strategy 1 Zoning Code Updates.
Action 1.1 Periodic review of the schedule of uses in each zone should be conducted to update the code consistent with the desires and goals of the Town.
Action 1.2 Periodic review of all zoning districts should be undertaken in terms of size and allowable uses.
Action 1.3 Zoning bulk table requirements should be periodically evaluated. Bulk tables for
Town of Wawayanda Comprehensive Plan Page 12.1
Land Use and Zoning
side yard, front yard and other setbacks are relatively small based on lot size requirements. An increase in bulk requirements would provide for buffers between uses and have uses more centrally located on lots.
Strategy 2 Design Guidelines.
Action 2.1 Evaluate the creation of rural design guidelines for major residential subdivisions. Design guidelines and standards can implement goals of the Town consistent with the Town's rural agricultural nature while providing aesthetically pleasing development.
Action 2.2 Evaluate the creation of commercial design guidelines to provide information to developers as to the type of development, visual character, landscape requirements, buffers, screening, parking and lighting to meet the goals of the comprehensive plan.
Strategy 3 Housing.
Action 3.1 The Town should continue to encourage PAC developments in appropriate areas. PAC housing provides for the housing needs of an aging population while limiting impacts to the school districts serving the Town.
Action 3.2 Planned adult community regulations should be evaluated to meet the correct trends and demands for this housing type.
Action 3.3 Evaluate the residential housing mix permitted in various zones to provide flexibility in housing available to various age and income groups.
Strategy 4 Environment.
Action 4.1 Evaluate zoning with regard to implementing best management practices, green infrastructure and run-off reduction requirements for storm water quantity and quality control.
Action 4.2 Low impact development criteria should be evaluated with regard to zoning requirements.
Action 4.3 Evaluate environmental constraints and regulations with regard to proposed modifications to zoning maps or allowable uses.
Action 4.4 Control nuisances attributed to noise, odors and unsightly uses in all districts while recognizing the right to farm regulations as stated in the state agricultural district program and in the Town's required agricultural map notes.
Town of Wawayanda Comprehensive Plan Page 12.2
Land Use and Zoning
Action 4.5 Continue to update the procedural descriptions in the zoning code to create a more predictable development review process.
Action 4.6 Continue to update zoning codes to reflect changes in New York State Town Law.
Action 4.7 Develop appropriate zoning regulations and permit provisions for solar photovoltaic electric systems.
Strategy 5 Explore Creation of an Official Map.
New York Town Law (§270) permits a town to create an Official Map indicating the proposed water, sewage, and water infrastructure, and other public facilities. The map can be an effective tool for implementing a Comprehensive Plan by reserving future development sites and rights -of-way. In addition, development cannot take place in a way that does not conform to the public facilities set forth in the Official Map. This aspect provides a rare level of certainty and stability to the developmental process.
Town of Wawayanda Comprehensive Plan Page 12.3
Implementation
SECTION 13 – IMPLEMENTATION
This section includes a description and prioritization of the recommended strategies that the Town will take to implement this Plan. Although the preference may be to implement all of the recommendations immediately, a prioritized approach may be more realistic based on the availability of funding, staff and volunteers.
The Town Board is ultimately responsible for implementation of the Plan. To monitor progress in Plan implementation, and to identify and address new issues and changes that may emerge in the coming years, the Town Board should maintain a dialogue with the Planning Board and Zoning Board of Appeals as they deal with Wawayanda’s land use and planning issues.
The Comprehensive Plan itself should be understood to be a “living document.” As such, the Plan may need to be adjusted or updated from time to time in order to reflect current conditions and needs of the Town. As a point of reference, the final implementation item in this section recommends that within five (5) years the entire Comprehensive Plan should be reviewed and (if necessary) updated.
The pages below list the major recommendations that are part of this Plan. They are organized under the section titles of the Plan. For each section there is a list of specific recommendations along with an indication of when the recommendation should be implemented and what party is responsible for ensuring the recommendation is followed. Some recommendations should be implemented immediately (within 1 year) while others are short-term (within 2 years) and “long-term” (within 2 -5 years). Still others require “Ongoing” action on a regular basis. Setting priorities in this way helps ensure that the implementation process will get started upon adoption of the Plan.
______Town of Wawayanda Comprehensive Plan Page 13.1 Implementation
Recommendations Priority Responsibility
Section 4 – Residential Areas
1. Implement land use regulations and preserve rural character in designated Ongoing Planning Board areas [Section 4.3, Strategy 1]
2. Promote a variety of housing types for various age and income levels Ongoing Planning Board [Section 4.3, Strategy 2] Town Board
3. Encourage PAC development [Section 4.3, Strategy 3] Short-term Town Board
4. Encourage cluster/conservation subdivision Ongoing Planning Board [Section 4, Strategy 4] Town Board
5. Encourage the use of sustainable standards for new residential developments Ongoing Planning Board [Section 4.3, Strategy 5] Town Board
6. Plan for the development of alternative energy systems that minimally impact Ongoing Town Board adjacent land uses, properties, and environments.
Section 5 – Commercial and Mixed-Use Areas
1. Identify Gateways into the Town. Encourage existing sites to upgrade. Short-term Town Board [Section 5.3, Strategy 1]
2. Enhance the Mixed Commercial Zone [Section 5.3, Strategy 2] Long-term Town Board
3. Enhance the Town Center Zone [Section 5.3, Strategy 3] Long-term Town Board
4. Enhance the Hamlet Zone [Section 5.3, Strategy 4] Short-term Town Board ______
Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.2 Implementation
Recommendations Priority Responsibility
5. Encourage the use of sustainable standards for new commercial developments Ongoing Planning Board [Section 5.3, Strategy 5] Town Board
6. Plan for the development of alternative energy systems that minimally impact Ongoing Town Board adjacent land uses, properties, and environments. [Section 5.3, Strategy 6] Planning Board
7. Encourage the use of lighting which meets the Dark Sky Lighting Standards. Ongoing Town Board [Section 5.3, Strategy 7] Planning Board
Section 6 – Economic Development
1. Develop a property inventory for commercial and industrial sites Immediate Town Board [Section 6.3, Strategy 1]
2. Expand the Town’s inventory of shovel ready sites [Section 6.3, Long-term Town Board Strategy 2]
3. Support efforts to streamline permits and SEQRA [Section 6.3, Ongoing Planning Board Strategy 3] Town Board New York State
4. Promote the Town as a desirable place to locate a business Immediate Town Board [Section 6.3, Strategy 4]
5. Maintain and enhance the Town’s transportation advantages Short-term Town Board [Section 6.3, Strategy 5] Town Highway Dept. NYSDOT
6. Improve and expand water and sewer infrastructure in the town’s Long-term Town Board business zones [Section 6.3, Strategy 6] Orange County ______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.3 Implementation
Recommendations Priority Responsibility
7. Explore intermunicipal cooperation and shared service agreements Long-term Town Board as a cost effective means to attract new business [Section 6.3, Strategy 7]
8. Partner with Orange County, the Orange County Partnership and Ongoing Town Board the Orange County Chamber of Commerce on initiatives to attract OC Partnership and retain businesses [Section 6.3, Strategy 8] OC Chamber
9. Promote small business attraction and retention in the Town [Section 6.3, Ongoing Town Board Strategy 9] OC Chamber
10. Enhance agricultural industries, including agricultural production, Short-term Town Board support services and value-added food processing [Section 6.3, Orange County Strategy 10] New York State
11. Promote labor force education [Section 6.3, Strategy 11] Ongoing Town Board OC Planning Dept. SUNY Orange Section 7 – Natural Resources
1. Protect the natural environment while providing for the Ongoing Planning Board development needs of the community [Section 7.3, Strategy 1]
2. Protection of aquifer recharge and groundwater areas [Section 7.3, Ongoing Planning Board Strategy 2] Town Board OC Water Authority NYSDEC
3. Critical environmental area protection [Section 7.3, Strategy 3] Short-term Planning Board Town Board
______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.4
Implementation
Recommendations Priority Responsibility Section 8 – Community Services
1. Continue to assess the needs of police and fire protection [Section 8.3, Ongoing Planning Board Strategy 1] Town Board
2. Strive to maintain shared library services for town residents [Section 8.3, Ongoing Town Board Strategy 2]
3. Inform the school systems of growth impacts to enrollment from Ongoing Planning Board large residential developments within their districts [Section 8.3, Strategy 3]
4. Continue to maintain a high level of service and maintenance on Ongoing Town Board town roads [Section 8, Strategy 4; Section 6, Strategy 5] Town Highway Dept.
5. Continue to maintain high quality standards for water and sewer Ongoing Town Board service [Section 8, Strategy 5] Water & Sewer Dept.
6. Continue to support proper disposal of solid waste and recycling Ongoing Town Board efforts [Section 8, Strategy 6]
Section 9 – Transportation
1. Coordinate traffic related issues with NY State and Orange Ongoing Town Board County agencies [Section 9, Strategy 1; Section 6, Strategy 5] Orange County NYSDOT
2. Continue to evaluate Town roadway and design specifications Short-term Town Board [Section 9, Strategy 2]
______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.5 Implementation
Recommendations Priority Responsibility 3. Evaluate alternative modes of transportation [Section 9, Long-term Town Board Strategy 5] Orange County NYSDOT 4. Preserve and enhance scenic roadways in the Town [Section 9, Long-term Town Board Strategy 4]
5. Provide interconnections to existing trailways, pathways and linear parks [Section 9, Strategy 5; Section 10, Strategy 5] Long-term Town Board Orange County Section 10 – Cultural, Historic and Recreational Resources
1. Promote Wawayanda’s cultural, natural and historic resources Short-term Town Board as important contributing elements to the Town’s quality of Town Clerk life [Section 10, Strategy 1]. Town Historian OC Tourism Office
2. Cultivate a community identity and sense of place [Section 10, Ongoing Town Board Strategy 2; Section 5, Strategy 1] Recreation Committee
3. Encourage preservation of barns as a symbol of the Town’s Short-term Town Board agricultural heritage and rural character [Section 10, Strategy 3]
4. Continue to provide recreational opportunities for persons Ongoing Town Board with special needs and the elderly [Section 10, Strategy 4] Town Parks Dept. Recreation Committee
5. Encourage and support governmental and private sector Ongoing Town Board efforts to develop multi-use trails and pathways in the Town Orange County [Section 10, Strategy 5; Section 9, Strategy 5]
6. Develop active and passive recreational facilities that enhance Short-term Town Board the Town’s quality of life [Section 10, Strategy 6] Recreation Committee ______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.6 Implementation
Section 11 – Agriculture
Recommendations Priority Responsibility
1. Coordinate the implementation of strategies in this Plan Short-term Town Board with other agricultural plans [Section 11, Strategy 1] OC Planning Dept.
2. Continue to maintain the Town’s farm-friendly regulations Short-term Town Board [Section 11, Strategy 2]
3. Work to preserve farms and agricultural lands for next Ongoing Town Board generation farmers [Section 11, Strategy 3]
4. Encourage policies that support new and next generation Ongoing Town Board farmers [Section 11, Strategy 4] Orange County New York State
5. Seek to expand food processing and distribution networks Long-term Town Board [Section 11, Strategy 5] Orange County OC Partnership
6. Expand financial incentives, access to capital and farm-friendly Long-term Town Board policy reforms [Section 11, Strategy 5] Orange County OC IDA New York State
7. Work to promote agritourism in the Town [Section 11, Strategy 7; Short-term Town Board Section 10, Strategy 1] OC Tourism Office
8. Promote citizen education on farmland preservation [Section 11, Ongoing Town Board Strategy 8] Orange County
______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis
Town of Wawayanda Comprehensive Plan Page 13.7
Implementation
Section 12 – Land Use and Zoning
Recommendations Priority Responsibility
1. Zoning Code updates [Section 12, Strategy 1] Short-term Town Board
2. Develop design guidelines [Section 12, Strategy 2] Short-term Town Board
3. Housing [Section 12, Strategy 3] Short-term Town Board
4. Environment [Section 12, Strategy 4] Short-term Town Board
5. Explore Creation of an Official Map [Section 12, Strategy 5] Short-term Town Board
Review the Comprehensive Plan
As a final recommendation, the Town should review and update (if necessary) this Comprehensive Plan in its entirety within five (5) years. As the Town of Wawayanda changes over time, its needs and desires may also change. The Plan should be a flexible and adaptable document that reflects such changes.
______Immediate = 1 Year Short-Term = 1-2 Years Long-Term = 2-5 years Ongoing = continual basis ______Town of Wawayanda Comprehensive Plan Page 13.8
Appendix A
TOWN OF WAWAYANDA COMPREHENSIVE PLAN AND ZONING UPDATE
INVENTORY AND ANALYSIS
Town of Wawayanda Orange County, New York April 30, 2015
McGoey, Hauser & Edsall, D.P.C. Russell Budd
Town of Wawayanda Comprehensive Plan and Zoning Update – Inventory and Analysis
TABLE OF CONTENTS
SECTION 1 – INTRODUCTION AND SETTING
1.1 Setting ………………………………………………………………………. 1.1
1.3 History ...... 1.2
1.2 Related Planning Studies ...... 1.2
SECTION 2 – LAND USE AND ZONING
2.1 Preliminary Findings ...... 2.1
2.2 Existing Land Use ...... 2.1
2.3 Existing Zoning ...... 2.3
2.4 Discussion of Needs ...... 2.4
SECTION 3 – SOCIOECONOMIC CONDITIONS
3.1 Preliminary Findings ...... 3.1
3.2 Population ...... 3.2
3.3 Age ...... 3.3
3.4 Educational Attainment ...... 3.5
3.5 Household Income ...... 3.6
3.6 Employment ...... 3.7
3.7 Current Fiscal Environment ...... 3.10
3.8 Discussion of Needs ...... 3.11
SECTION 4 – RESIDENTIAL GROWTH
4.1 Preliminary Findings ...... 4.1
4.2 Housing Units ...... 4.1
4.3 Housing Tenure and Owner-Occupancy ...... 4.1
i 4.4 Housing Values ...... 4.3
4.5 Senior Housing ...... 4.3
4.6 Discussion of Needs ...... 4.4
SECTION 5 – INFRASTRUCTURE
5.1 Preliminary Findings ...... 5.1
5.2 Water ...... 5.1
5.3 Sewer ...... 5.1
5.4 Garbage and Recycling ...... 5.2
5.5 Power ...... 5.2
5.6 Telecommunications ...... 5.2
5.7 Discussion of Needs ...... 5.2
SECTION 6 – TRANSPORTATION
6.1 Preliminary Findings ...... 6.1
6.2 Travel Patterns and Congestion Issues ...... 6.2
6.3 Bicycle and Pedestrian Walkways ...... 6.2
6.4 Transit ...... 6.2
6.5 Discussion of Needs ...... 6.3
SECTION 7 – NATURAL ENVIRONMENT
7.1 Preliminary Findings ...... 7.1
7.2 Wetlands ...... 7.1
7.3 Flood Plains ...... 7.2
7.4 Steep Slopes ...... 7.2
7.5 Rivers/Streams ...... 7.2
7.6 Lakes/Ponds ...... 7.3
7.7 Significant Habitat ...... 7.3
7.8 Groundwater ...... 7.3
ii 7.9 Soils ...... 7.3
7.10 Discussion of Needs ...... 7.5
SECTION 8 – COMMUNITY SERVICES
8.1 Preliminary Findings ...... 8.1
8.2 School Systems: Enrollment Data and Projections ...... 8.1
8.3 Distribution of Graduates ...... 8.1
8.4 Community Services ...... 8.2
8.5 Discussion of Needs ...... 8.3
SECTION 9 – AGRICULTURE
9.1 Preliminary Findings ...... 9.1
9.2 Wawayanda’s Agricultural Setting ...... 9.1
9.3 Discussion of Needs ...... 9.2
SECTION 10 – HISTORIC, RECREATIONAL AND AESTHETIC RESOURCES
10.1 Preliminary Findings ...... 10.1
10.2 Historic Resources ...... 10.1
10.3 Parks and Open Space ...... 10.1
10.4 Aesthetic Resources ...... 10.2
10.5 Discussion of Needs ...... 10.2
iii Town of Wawayanda Inventory Analysis
SECTION 1 – INTRODUCTION AND SETTING
The Town of Wawayanda is a rural-suburban community located in western Orange County, New York. As shown in Figure 1-1, Location Map, Wawayanda is bordered on the north by the City of Middletown and the Towns of Mount Hope and Wallkill, on the east by the Town of Goshen, on the south by the Town of Warwick, and on the west by the Towns of Minisink and Greenville. The Village of Goshen, the county seat and home of the County’s government offices, is located in the Town of Goshen. Interstate 84 traverses northern Wawayanda from west to east and NYS Route 6 runs parallel to I-84 for most of its length.
In the past 20 years, this Hudson River Valley town has experienced residential growth at high rates, as have most surrounding municipalities. When the 2006 Comprehensive Plan (hereafter referred to as the "2006 Plan") was written, Wawayanda was experiencing growth pressures as neighboring areas to the east and south continued to accommodate the movement of population outward from the New York City metropolitan area. During the 1990-2000 Census period the Town’s population grew by 13.7% from 5,518 people to 6,273 and from 2000 to 2010 the Town’s population grew by 15.8% to 7,226 people. Wawayanda’s estimated 2015 population is 7,860 which reflects a 9% growth rate over its population in 2010.
While the Town has experienced some major subdivision development, the 2000 Plan (as well as the 1991 Comprehensive Plan) identified residential development as largely incremental. The significant residential growth anticipated in the 2006 Plan did not materialize, largely due to a severe economic downturn. Residential development in Wawayanda primarily consisted of single-family homes, most often on 2-acre lots along existing roadway corridors. The significant amount of vacant land was primarily due to environmental constraints such as poor soil conditions for development, wetlands, floodplains, and steep slopes, and the fact that the Town was relatively "undiscovered" prior to 2000. Since 2000, the population of Wawayanda has continued to increase, due to the Town’s proximity to transportation corridors, and its relative affordability compared to communities in Westchester and Bergen Counties. This increase has resulted in higher home prices and rising school property taxes.
Wawayanda’s advantageous location indicates that population growth will only continue. Now is an appropriate time for the Town to be updating its Comprehensive Plan and Zoning Law, as it continues to adjust to this growth and the strains it places on farmland and other open spaces. Both Orange County and local land use plans have recommended that Wawayanda retain its overall rural character, which serves as a base for agriculture, conservation, and low-density housing. An updated Comprehensive Plan will continue to serve as a guide for the Town's leaders and residents in planning for their future.
This inventory and analysis identifies existing conditions and trends within the Town of Wawayanda relating to land use, zoning and related regulations, socioeconomic conditions, residential growth and housing needs, infrastructure, transportation, natural resources, community services, agriculture, and
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Town of Wawayanda Inventory Analysis
historic, recreational and aesthetic resources. Preliminary findings and a discussion of need are included for each topic area.
1.1 History
The 2006 Plan includes a useful historical overview that is largely restated in this inventory. Wawayanda's origins, like most of Orange County, lie in agriculture, and this heritage is readily apparent in the Town's current appearance and character. Originally part of the Wawayanda Patent and later the Town of Minisink, original settlement of the area dates back to the end of the Revolution in the late 18th century, and settlers at the time were largely of English origin. In November 1849, the board of supervisors voted to divide the Town of Minisink into two towns, and the name "Wawayanda" was chosen from the original patent. Hamlets soon developed, owing to their proximity to the New Jersey and Midland Railroad and the Erie Railroad.
The region has historically been a center for farming due to its acres of fertile "black dirt" in the lowlands, along with dairy farming in the uplands. The transportation networks that arose to serve the agriculture industry facilitated the area’s growth and connection to metropolitan areas, even as farming declined in recent decades. Wawayanda experienced several population spurts, first in the 1950s, then in the 1970s and 1990s. While it was anticipated that the opening of Interstate 84 in the 1960s would result in a significant population boom, the Town’s infrastructure—particularly water and sewer systems—could not support this growth at the time. The development of Routes 6/17M and an interchange with I-84 became the site for increased commercial development (particularly automobile dealerships) in the 1990s. Since 2000, development has begun to expand beyond this area.
Over the last several decades, Wawayanda’s proximity to two transportation corridors (Interstate 84 and Route 17 (future I-86) and its availability of relatively inexpensive developable land made it a desirable place to live. As growth from the New York City metropolitan area expanded from Westchester, Bergen, and Nassau counties to Orange, Putnam and Dutchess counties, communities such as Wawayanda began to experience a change in character as development increased. However, agricultural and vacant or environmentally constrained land remain the prominent land uses in Town, while development of low- density single-family residential uses continues.
1.2 Related Planning Studies
The Town of Wawayanda and the surrounding region have been the subject of planning studies and reports in the past twenty years. Some focused specifically on the Town while others addressed the region. The following studies were reviewed during development of this Inventory.
> Town of Wawayanda Recommendations of the Master Plan and Zoning Committee, August 2005 > Town of Wawayanda Final Comprehensive Plan, 2006 > Town of Wawayanda Zoning Ordinance, Revised March 2011
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> Orange County Open Space Plan, July 2004 > Orange County Comprehensive Plan, Strategies for Quality Communities, 2010 > Orange County Design Manual, Mid-County Study, July 2010 > Mid-County Water Supply Feasibility Study, Orange County Water Authority, January 2012 > Orange County Agricultural and Farmland Protection Plan, February 2015
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Town of Wawayanda Inventory Analysis
SECTION 2 – LAND USE AND ZONING
2.1 Preliminary Findings
> Wawayanda residents are in favor of maintaining its rural character.
> Cluster conservation subdivision regulations should be periodically evaluated to meet the goals of the plan.
> Modifications to the Zoning Law should be studied. Additions to the Zoning Law, such as a new cluster law and Ridge Protection ordinance, may be desired.
> Increasing commercial and/or industrial ratables in the Minisink School District should be encouraged. This could involve expansion of municipal water and sewer services in existing commercial zoned areas.
> There is one State-designated Critical Environmental Area (CEA) in Wawayanda.
2.2 Existing Land Use
The New York State Office of Real Property Services, as outlined in its manual for local assessors, requires that a land use code be assigned for each property in the State. The Town of Wawayanda is comprised of approximately 22,589 acres of land, all of which have a classified land use. These codes are grouped by category such as residential, commercial, or industrial, and can be mapped to help understand the land use dynamics of the Town. Figure 2-1 below, Land Use, illustrates the location of various land uses in Wawayanda. Land uses in the Town include the following categories: Agricultural, Commercial, Community Services, Forested, Industrial, Public Services, Recreation & Entertainment, Residential, and Vacant.
Land use in Wawayanda is regulated by the Town Zoning Code, with uses varying from single- family residential to manufacturing industrial. As shown in Table 2-1, Land Use, the most prevalent land uses are classified as Residential, Agricultural and Vacant, covering approximately 37.4%, 29% and 19.8%, respectively.
Residential land is distributed fairly evenly throughout the Town, with a mix of parcel sizes throughout the area. Residential development within Wawayanda is found primarily in the form of single-family homes on lots of various sizes. Rural subdivision activity has slowed in recent years due to economic reasons.
Wawayanda is home to four hamlet areas: Denton-New Hampton, Ridgebury, Slate Hill, and South Centerville. The hamlets of New Hampton, Slate Hill and Ridgebury Lake have concentrations of single-family residential uses. Ridgebury Lake and Slate Hill have small commercial buildings
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Town of Wawayanda Inventory Analysis
interspersed with residential uses. South Centerville is the location of the Minisink Valley school campus and small commercial uses. Slate Hill is home to a chemical company, Balchem, as well as cluster rental housing. The greatest mix of land uses occur along Route 6/17M in the Denton-New Hampton area. A workforce housing development exists at the Route 6/17M intersection.
Table 2-1
Land Use
Percent of Land Use Designation Acreage Town
Agricultural 6,541 29.0% Com mercial 449 2.0% Com munity Services 203 0.9%
Industr ial 401 1.8% Public Services 313 1.4% R ecreation & Entertainment 245 1.0% R esidential 8,455 37.4%
Ro adway 1,380 6.1% Vacant 4,472 19.8% (No Data) 130 0.6%
TOTAL 22,589 100.0% Source: Calculated from GIS data provided by Orange County
Land used for commercial purposes only accounts for 2.0 percent of the Town’s area, and is generally found in the form of strip retail development or automotive stores. Commercial land, as well as community services, generally lies in close proximity to the hamlets or to transportation corridors such as Route 6 in the northern portion of Town. Commercial development has occurred most recently “around the I-84 interchange, along Routes 6 and 17M and in the vicinity of Dolsontown Road.” Within the hamlets, commercial uses include retail stores, supply companies and restaurants. Along Route 17M, automotive dealerships and related uses are predominant.
The Town’s agricultural land lies primarily in its southern portion, in the areas with “black dirt,” the most fertile soil. Several of the largest agricultural parcels are located at the southern tip of the Town. Land used for industrial and public service purposes account for approximately 1.8% and 1.4% of the Town’s area, respectively; these are distributed across all areas of the Town as well.
Recreation and entertainment uses are scattered throughout the Town. Shannen Park is the Town's
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Town of Wawayanda Inventory Analysis
only developed recreation area. The Town is working to develop additional developed recreation areas. The school facilities in Town have ball fields, gymnasiums, tracks and pools. Most notably is the Town's recent purchase of a large parcel of land off McVeigh Road which is proposed to be developed for recreational uses. The Town should seek grants for increased recreational opportunities for Town residents.
Vacant land is also found throughout the Town, primarily in districts zoned for residential use. Such lands may be vacant due to their location or environmental constraints. Throughout Wawayanda, steep slopes, wetlands and other environmental features are found, which must be considered during the design and planning process.
2.3 Existing Zoning
The Town of Wawayanda currently regulates land use through its zoning ordinance and subdivision regulations. Figure 2-2, Zoning, illustrates the Town’s current zoning districts. The Town contains eight zoning districts. These districts include Agricultural Business (AB), Agricultural Residential (AR), Suburban Residential (SR), Hamlet (H), Town Commercial (TC), Rural Highway (RHI), and Manufacturing Industrial (MI). Table 2-2, below, shows the distribution of current zoning districts throughout the Town.
Table 2-2
Zoning Districts
Percent Zoning District Acreage of Town Agricultural Business 1,860 8.2% Agricultural Preservation 3,326 14.7% Agricultural Residential 10,056 44.5% Hamlet Business 73 0.3% Rural Highway 427 1.9% MC1 2,330 10.3% MC2 171 0.8% Suburban Residential 3,718 16.5% Town Commercial 628 2.8% TOTAL 22,589 100% Source: Calculated from GIS data provided by O.C. Water Authority
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Town of Wawayanda Inventory Analysis
The vast majority of the Town consists of residential zoning districts, in particular the Agricultural Residential (AR) district. This district is located primarily in the northern, eastern, and central portions of the Town. The more dense Suburban Residential (SR) district is primarily located in the center of the Town, near several hamlet centers and in close proximity to Interstate 84 and State Route 6.
Within the hamlets, much of the residential area is zoned either AR or SR. The concentrations of Hamlet Business districts are along County Route 50, Ridgebury Road, and County Route 37. The Town’s other commercial Rural Highway and Town Commercial districts located along transportation corridors of State Route 6 and County Route 56. Wawayanda’s manufacturing industrial zone primarily exists on the perimeter of the town, particularly to the north, near Middletown, and to the east, with an additional area southwest of Slate Hill.
The Agricultural Preservation district in the southern portion of the town exists in order to provide protection for the black dirt region of the Town, by restricting non-agricultural activity and permitting only very low-density residential development, with a minimum lot size of 4 acres.
As stated in New York State Town law § 272-a, “Among the most important powers and duties granted by the legislature to a town government is the authority and responsibility to undertake town comprehensive planning and to regulate land use for the purpose of protecting the public health, safety and general welfare of its citizens.” As a result, a town’s zoning law should be evaluated in regard to compliance with its Comprehensive Plan.
2.4 Discussion of Needs
Land use regulations dictate the type and location of development that occurs in a community and should be clear as well as concise in their specifics and intent. The Comprehensive Plan will recommend land use regulations that are consistent with the Town’s long-term vision of where development should occur and what it should look like. The Plan will attempt to guide a balanced strategy considering growth pressures and the community character in Wawayanda. The planning process, which will also consider associated issues such as the management of environmental constraint traffic, and balanced growth will be guided by the Zoning Ordinance. Smart development should be encouraged to provide for both the housing needs and economic development of the town.
The Comprehensive Plan and revised Zoning Law will consider the following issues: > How to reconcile the Zoning Law with current and desired future land use, goals; > Incorporate specificity and intent into the Zoning Law;
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Town of Wawayanda Inventory Analysis
> Include existing Town-designated Critical Environmental Areas (CEA’s);
> Encourage the use of Conservation Cluster subdivisions;
> Guidelines mandating new development to meet certain design criteria;
> Expansion of Town lands located in the Minisink School District zoned for business development;
> Encouraging preservation and restoration of historic structures and resources.
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Town of Wawayanda Inventory Analysis
SECTION 3 – SOCIOECONOMIC CONDITIONS
3.1 Preliminary Findings
> Wawayanda is experiencing population growth that is expected to continue.
> From 2000-2013, the Town lost population in the Pre-School Age (under 5), School Age (5 to 19 years), Young Family Age (35 to 44 years), Empty Nester Age (55 to 59 years) and Seniors (65+) cohorts, and gained population in the College Age (20 to 24 years) and Young Professional Age (25 to 34 years) and Teenage Family Age (45 to 54 years) cohorts.
> Residents are concerned about their overall taxes and especially their school property tax burden. While the Town has lowered its portion of property tax bills, County and school district taxes continue to rise.
> In 2010, tax revenues from the Town’s commercial taxpayers accounted for 27% of total taxes while residential taxpayers accounted for 73%. The town should continue proactive economic development efforts to increase local jobs and continue to increase the Town’s commercial tax base.1
Examining the demographic characteristics of Wawayanda is important in order to understand its current growth trends. This section will describe existing conditions regarding population characteristics such as age, educational attainment and median household income.
Table 3-1
Basic Characteristics
County Orange PMSA Newburgh, NY-PA NYS Dept. of Labor Hudson Valley Market Region Distance to New York City 60 Miles Distance to Newburgh 25 Miles Transportation Network Road: I-84, Exit 3; US 6/State 17M Rail: Metro North (Middletown) Air: 23 miles southwest of Stewart- Newburgh International Airport
2010 Wawayanda 7,266 Population Estimate
______1. The Positive Impact of Commercial Development On Your School Tax Base Compiled by School District, Orange County Partnership, 2010, www.ocpartnership.org. ______
Page 3.1 Town of Wawayanda Inventory Analysis
3.2 Population
The Town of Wawayanda has been experiencing significant population growth over the past twenty-five years. In 2000, Wawayanda had a population of 6,273. This represents a 46% increase in population from 1980 to 2000 and a 13.7% increase between 1990 and 2000. Between 2000 and 2010 the population increased by 15.8% to 7,266. In the five years from 2010 through 2015, the Town’s population is estimated to grow to 7,860. This population increase represents a significantly larger increase in population than Orange County as a whole experienced during the same time period, but not the largest percentage increase of selected adjacent municipalities.
As illustrated in Table 3-2, the neighboring Town of Greenville experienced the highest population growth over both the ten and twenty year time spans, and the Town of Minisink has experienced the highest growth rate between 2000 and 2010. It is important to note that all of the communities in this part of Orange County have experienced significant growth in the last several decades, as populations have moved further out from the New York City metropolitan area. Wawayanda’s population density is in the lower half of surrounding towns. It is slightly denser than the Town of Greenville, which is of comparable size. The nearby Towns of Goshen, Wallkill and Warwick are denser than Wawayanda and continue to grow.
The totals for the past, present, and projected future populations of the towns in the following tables include the villages that they contain. That is, the Town of Goshen numbers include counts for the Village of Goshen. The Town of Warwick numbers include counts for the Villages of Florida, Warwick, and Greenwood Lake.
The Orange County Planning Department has also developed population projections for the towns and villages listed above. These projections, covering time from 2010 to 2025, are listed in Table 3-3 below
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along with the percentage of annual average growth rate upon which the numbers are based. The average growth rates were established using past populations and averaging change over a 108- year timeframe. Village populations are included in those of the towns in which they are located.
Orange County Planning and the U.S. Census Bureau project that the Town of Wawayanda will expand to a population of approximately 9,196 by 2025, based on historic population growth figures and current trends. This is an increase of 27% from 7,226 in 2010. Comparatively, a 45% increase is projected for the Town of Minisink, and an 18% increase for the Town of Wallkill. Wawayanda’s 2015 population was estimated to be 7,860, which is already a 9% increase over its population in 2010 and halfway toward the 2020 projection of 8,502.
3.3 Age
The age profile of a population can answer basic questions about a community’s ability to provide for its residents and provide direction for future investments. For instance, the number of working-age residents from whom the town can raise revenue influences the level of services it can provide for more “dependent” residents such as the elderly and children. A population with significant number of people age 65 and over may signify a need for additional senior programs or senior housing. A high number of people in the 20-29 age group may indicate a need for increased recreational activities or employment opportunities that target this demographic. Likewise, a town’s ability to compete for younger workers nationally, within the region, and within its neighborhoods may be an indicator of future vitality.
According to the 2010 Census, the median age in Wawayanda is 39. The largest age group was the 45-54 year-old cohort, with 18% of the total population. This is consistent with age distribution in Orange County, as 15.6% of the County’s population also fell within this largest age group. The next largest adult age groups in Wawayanda are the 35-44 and 55-64 year-old groups, capturing approximately 16% and
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12% of the population, respectively. The County’s next largest groups are 34-44 and 55-64 year-old age groups capturing 14% and 11% respectively.
Of note is that in 2013 Wawayanda’s 5-9 age group captured 4.9% of the population which is a 3.4% drop from the same age group in 2006. The 2013 Under 5 age group at 4.3% dropped some 2.3% from 2006. These figures suggest a trending decrease in student enrollment at the Minisink and Goshen school districts.
Representation of the 20-24 and 25-34 year-old age groups in Wawayanda is below the County averages, while the percentage of children in the Town is the same as Orange County. Similarly, the proportion of the population aged 65 and over is slightly less in Wawayanda than the County.
Source: U.S. Census Bureau
For the purposes of understanding trends in Wawayanda, the age categories illustrated in Table 3-5, Age Profile Definitions, were developed.
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Table 3-6 demonstrates the increase or decrease in population for each group defined above in the past ten years. The findings are encouraging, as they display a noticeable increase in the number of College-Age residents and Young Professionals, and a small increase in Teenage Family households. However, the decrease in Young Family Age, Empty Nester Age, and Senior Age residents seem to reflect lingering effects of the recent recessionary period and the high cost of living in the State. The small but noticeably decrease in Young Family Age residents is of some concern because the age group represents the potential future generation of town residents. Still, this data suggests that the population of Wawayanda is aging due to a variety of factors including, but not limited to, affordability for younger segments of the population. When developing the Comprehensive Plan the Town may need to consider strategies to attract Young Family Age residents and retain Empty Nester and Senior age groups
Table 3-6 Changes in Age Group Between 2000 and 2013, Wawayanda Empty Teenage School Seniors Young Pre- College Young Nester Family Age Family School Age Professional Age Age Age Age Age Percent -22.3% 2.6% -7.5% -10.4% -10.2% -34.8% 83.3% 107.1% Change Source: U.S. Census Bureau
3.4 Educational Attainment
Education data is important to understand, as education levels strongly influence the economic success of a community. As shown in Table 3-7, Educational Attainment, higher education levels in Wawayanda are slightly higher than the county average and slightly less than the State average, but overall have improved considerably since 2000 especially at the Bachelor’s Degree level. Approximately 29% of Wawayanda’s 25+ population has a 4-year college degree or graduate degree, slightly lower than the state and slightly higher that the county, and significantly higher than in 2000. In addition, the share of Wawayanda adults who have less then a high school degree fell over 8.7 percentage points in the same period between 2000 and 2013. These figures may be due, in part, to an increase in the population of young professionals (Table 3-6) as well as to successful programs in the Town’s three school districts.
Table 3-7 Educational Attainment, 2009-2013 Level of Attainment (Population Aged 25+) New York Orange Wawayanda State County Less than High School Graduate 14.9% 12.2% 7.5% High School Graduate 27.1% 29.3% 34.6% Some College (No Degree) 16.4% 21.0% 17.2% Associate Degree 8.4% 8.8% 11.7% Bachelor’s Degree 18.9% 16.8% 18.7% Graduate Degree 14.3% 11.9% 10.3% Source: U.S. Census Bureau
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3.5 Household Income
The Town of Wawayanda median household income reflects many factors, including the transition from agricultural employment to professional, office and retail employment, the educational attainment of its residents, the presence of dual-income households, and a population consisting largely of residents in their peak earning years. According to the U.S. Census Bureau, Wawayanda had a median household income of $85,750 in 2013. This number is somewhat higher than that of Orange County as a whole ($70,458) and is slightly higher than most adjacent communities. As illustrated in Table 3-8 below, all of the immediately adjacent communities had median household incomes of over $50,000.
Source: U.S. Census 2009-2013
As mentioned above, Wawayanda is located approximately 60 miles northwest of New York City, and approximately one hour from the George Washington Bridge linking New York and New Jersey, making Wawayanda within commuting distance. Wawayanda’s close proximity to New York City and its lower housing costs compared to the New York Metropolitan Area make it an attractive place to relocate. The median value of a housing unit in Wawayanda was $334,200 in 2010 which is slightly higher than the Orange County median value of $312,100.2 While the housing market slowed down considerably during the recent recession, Wawayanda remains a desirable place to live.
______2. “Orange County by the Numbers - Orange County Demographics in the 21st Century,” Orange County Planning Department. ______
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Wawayanda is typical of communities that have been affected by the transition from an agriculture-based to service-based economy. The Town is adapting to become a residential community, with a stronger professional and commercial base, while striving to maintain a viable agribusiness component to its economy.
3.6 Employment
The social and economic condition of a community is reliant at least partially on its residents’ ability to succeed in the labor force. It is important to understand labor trends in Wawayanda as the Town continues to develop strategies to connect its residents with the labor market. For example, if Wawayanda continues to function partly as a bedroom community, it will need to promote improved transportation connections to the labor markets of New York City, New Jersey, Westchester County and Rockland County. The Town needs to remain aware of what types of employment its current residents are involved in and then encourage strategies that expand job opportunities to make it attractive to both current and potential residents.
Table 3-9 below, Labor Force Participation Rate, illustrates that the share of Wawayanda adults in the labor force is above average when compared to the county and surrounding communities.
Table 3-9 Labor Force Participation Rate, 2009-2013 Population 16 and In Labor Force Labor Force Over Participation Rate Orange County 285,563 191,163 66.9% Town of Wawayanda 5,725 4,292 75.0% Town of Goshen 11,077 6,420 58.0% Town of Greenville 3,755 2,548 67.9% Town of Minisink 3,325 2,318 69.7% Town of Wallkill 21,934 14,966 68.2% Town of Warwick 25,460 16,898 66.4% City of Middletown 21,684 15,177 69.7% Source: 2009-2013 U.S. Census STF DP-3
As Table 3-10, Unemployment Rate below, illustrates, in 2015 Wawayanda’s unemployment rate is running below 5% which marks a return to pre-recession levels and a significant drop from a recessionary high of 9.1% in 2010.
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Source: NYS Department 2015, US Dept. of Labor 2015, Homefacts 2015
Table 3-11 Share of Workers by Major Industries Industry (Pop 16+) Orange County Wawayanda Agricultural, Forestry, Fishing, Hunting, Mining 1.2% 3.3% Construction 6.2% 5.9% Manufacturing 7.0% 7.2% Wholesale Trade 3.3% 3.1% Retail Trade 13.5% 7.0% Transportation and Utilities 6.3% 8.7% Information 2.6% 2.0% Finance, Insurance, Real Estate 6.0% 7.0% Professional, Scientific, Management, Admin. 8.6% 2.9% Educational, Health and Social Services 26.3% 32.2% Arts, Entertainment, Accommodation, Food Svc. 7.7% 4.0% Other Services 4.4% 7.1% Public Administration 6.8% 9.5% Source: U.S. Census 2009-2013
Table 3-11 above illustrates the workforce composition for both the Town of Wawayanda and Orange County. The graphic suggests that Wawayanda’s workforce is relatively reflective of the County’s workforce composition, with higher employment occurring in agriculture, education, health and social
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services, and public administration in Wawayanda, and lower employment in retail, professional, scientific, arts, and food service groups. Tables 3-12 and 3-13 below illustrate the top five industries in both the County and the Town. Wawayanda’s top industries differ somewhat from those of the County due, in part, to its rural character.
Table 3-12 Top 5 Industries, Orange County Industry (Pop 16+) % of Total Educational, Health and Social Services 26.3% Retail Trade 13.5% Professional, Scientific, Management, Admin. 8.6% Arts, Entertainment, Accommodation, Food Svc. 7.7% Manufacturing 7.0% Source: U.S. Census 2009-2013
Table 3-13 Top 5 Industries, Wawayanda Industry (Pop 16+) % of Total Educational, Health and Social Services 32.2% Public Administration 9.5% Transportation and Utilities 8.7% Manufacturing 7.2% Other Services 7.1% Source: U.S. Census 2009-2013
As Wawayanda’s leaders plan for its future, they need to understand place of work and commuting patterns. Table 3-14, Place of Work, shows that at 21% Wawayanda has a similar percentage of working adults working outside of Orange County compared to neighboring communities. Table 3-15 shows that approximately 15.6% of the Town’s residents travel over one hour to work, but over 64% of Wawayanda’s working adults travel less than 30 minutes to their workplace. Of those working adults traveling more than one hour, over 72% use public transit which is up from the 2006 Inventory when only 15% used public transit.
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Source: U.S. Census 2009-2013
3.17 Current Fiscal Environment
As Table 3-16 below indicates, when comparing the Town to adjoining towns’ total full tax rates, Wawayanda ranks number five. The information shown is based on tax rate per $1,000 assessed valuation for the fiscal year 2014-2015 and was obtained from the Orange County Office of Real Property Services. The Equalization rate is a state measure calculated by dividing Total Assessed Value (AV), which is determined by the municipality, by Total Market Value (MV), which is estimated by the state. The chart demonstrates that although taxes in Wawayanda may be considered high, they are on the lower end of the spectrum compared to neighboring municipalities. This is due to the relatively low Town and County tax rates.
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3.8 Discussion of Future Needs
As demonstrated by the educational attainment data for Wawayanda, the town is home to a relatively educated population. Census data demonstrates that the Town is losing its empty-nesters, young families and senior age population and gaining residents in the college age and young professional categories. When developing the Comprehensive Plan, the Town should consider strategies to retain its young families and senior population.
Currently, the Town does not have a wide variety of employment opportunities. The largest employer in Wawayanda is the Minisink Valley School District, with 614 employees in 2015. The second largest employer is Medline Industries, Inc. with 240 employees followed by Balchem, Inc., with 130 employees. When attempting to attract new employers, consideration should be given to job sectors in which Town residents have experience. The planning process will consider the need for Wawayanda to attract businesses that can help to diversify local employment choices, particularly for the young family age (35- 44 years of age) generation of professionals. Population trends show that this group is decreasing in size within Wawayanda, and it is in the Town’s interest to try and retain them.
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SECTION 4 - RESIDENTIAL GROWTH AND HOUSING NEEDS
4.1 Preliminary Findings
> Wawayanda’s housing growth has slowed in recent years less than 20 new homes have been constructed each year.
> The number of building permits was relatively steady.
> The Town wishes to develop a mix of housing types including accessory apartment, mother daughter and PAC housing.
4.2 Housing Units
Residential growth mirrors the population growth trend in the Town of Wawayanda, as would be expected. Wawayanda has grown fairly steadily over the past century. Its housing growth has been at times higher than County levels, and on par with the growth rates of surrounding communities. A community’s housing stock and owner-to-renter ratio is a strong indicator of its stability. Typically a homeowner is more attentive to property maintenance than a renter or absentee landlord. A homeowner also tends to remain in his or her home for a longer period of time than a renter, reducing the amount of turnover within a neighborhood. These and other factors contribute to the level of investment in a neighborhood and ultimately contribute to the value and character as well. The following demonstrates that Wawayanda is a stable community.
The number of housing units in Wawayanda was 2,592 in 2013. This represents a 16.2% increase in housing units since 2000. As shown in the Table 4-1 below, all neighboring municipalities experienced an increase in housing units. The Town of Minisink, for example, experienced a 24.4% increase in the number of housing units.
Table 4-1
Housing Units 2013
Municipality 2000 2013 Change Town of Wawayanda 2,174 2,592 19.2% Town of Goshen 4,320 4,847 12.2% Town of Greenville 1,365 1,723 26.2% Town of Minisink 1,245 1,549 24.4% Town off Wallkill 9,283 10,503 13.1% Town of Warwick 11,818 13,017 10.1% City of Middletown 10,124 10,653 5.2% Orange County 122,754 137,703 12.2% Source: U.S. Census Bureau
4.3 Housing Tenure and Owner-Occupancy
The Town of Wawayanda had one of the lowest housing vacancy rates in the area in 2013 at 5.4%. The
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Towns of Greenville and Warwick had relatively high vacancy rates, as shown in Table 4-2. The City of Middletown had a slightly higher vacancy rate than the County, at 10.8%.
Table 4-2
Housing Tenure, 2009-2013
Municipality Occupied Owner- Vacant Occupied Town of Wawayanda 94.6% 81.0% 5.4% Town of Goshen 93.6% 66.8% 6.4% Town of Greenville 90.2% 87.2% 9.8% Town of Minisink 95.4% 87.5% 4.6% Town of Wallkill 94.0% 65.6% 6.0% Town of Warwick 92.2% 79.2% 7.8% City of Middletown 89.2% 50.1% 10.8% Orange County 91.0% 69.2% 9.0% Source: U.S. Census Bureau
Wawayanda also has a high owner-occupancy rate. The only communities with a higher owner- occupancy rate are the Town of Greenville and Minisink at 87.2% and 87.5% respectively. Owner- occupied housing and low vacancy rates are important to the long-term viability of Wawayanda neighborhoods.
Source: 2009-2013 U.S. Census
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4.4 Housing Values
Table 4-3 illustrates housing values for Wawayanda and adjacent communities. Housing values in Wawayanda are on par with those in the surrounding area. According to the 2013 Census, the median housing value of an owner-occupied home in Wawayanda was $281,600. This is slightly higher than Orange County as a whole, which had a median housing value of $276,900 in 2013. Housing values have dropped from the high values during the early 2000's.
As housing values rise, the community should consider ways to provide for a mix of housing options such as housing for seniors—as well as those residents wanting to take care of their aging parents— and young families.
4.5 Senior Housing
The Town’s senior population is comparable to that of the county as a whole. Senior housing in Wawayanda has been addressed by the Town through legislation. In order to meet the Town’s needs, the Town should encourage the development of PAC Housing. The Town has modified the regulations to allow more flexibility in accessory apartments. This was to meet the needs of seniors and younger members of the community to provide a variety of housing types.
Town’s favorable location and convenient transportation corridors have made it an increasingly desirable place to live.
Source: Orange County Department of Planning
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4.6 Discussion of Future Needs
The Town needs to consider options to provide for a variety of housing options, including senior apartments, PAC development, and homes that young families can afford. During the planning process, these zoning codes should be reviewed to determine if changes can be implemented to provide for various housing types.
In general, new residential development should be appropriate in size and scale to sites that are proposed for development. The process for development should be streamlined into a more predictable process, allowing the Town and developers to communicate more effectively.
PAC development housing projects require municipal water and sewer service. The Town should provide for expansion of municipal water and sewer to target areas to provide for more dense PAC development.
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SECTION 5 - INFRASTRUCTURE
5.1 Preliminary Findings
> The capability of the Town’s infrastructure – including sewer, water and telecommunications systems – to accommodate current and future development is a critical consideration.
> The addition or expansion of infrastructure requires public investment and can have an impact on the character, function and safety of the Town.
> Infrastructure improvements are constant and typically require significant financial resources.
> The Town should evaluate expansion of water and sewer services in the MC and TC zoning districts.
5.2 Water
Existing municipal water supply systems in Wawayanda serve approximately 8 percent of the Town’s population, primarily through the Denton Hills, Ridgebury Lake, and Arluck water districts. These three potable water systems were originally built for specific residential subdivisions, but for various reasons responsibility for operating and maintaining them was transferred from the subdivisions themselves to the Town. Currently, if a water district is facing bankruptcy, the Town is obligated to assume responsibility for the district. Construction standards and laws regarding construction of municipal or community water system should be updated to assure that all systems expanded or constructed are built to municipal standards.
Other parts of the Town utilize on-site wells. The largest ground water aquifers in the area are sand and gravel with overlays of soil and clay. Additional small sand and gravel aquifers are located in Wawayanda running from the base of Ridgebury Hill Road northeast to I-84.
Wawayanda’s Water and Sewer District #1, a small district running from the City of Middletown to I-84 along Route 17M and from 17M along part of Dolsontown Road, serves parts of the Town’s commercial area. Part of an annexation settlement with the City of Middletown has given the Town access to Middletown’s water supply system at a volume of 200,000 gallons per day (gpd). An extension of the water district was constructed to the north of the Route 6/I84 bridge.
5.3 Sewer
Wawayanda is largely comprised of unsewered properties, with the exception of Water and Sewer District #1, described above, and the Robinn Meadows and Ridgebury Lake residential developments. Elsewhere in the Town, sewage disposal is handled by on-site septic systems.
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5.4 Garbage and Recycling
Solid waste disposal in Wawayanda is contracted solely by private sector carting businesses to individual residents and commercial businesses. Pickup services in Wawayanda typically occur once a week for a monthly charge.
There are currently no active landfills in Orange County. Instead, waste from throughout the county is taken to transfer stations, and then moved to landfills outside of Orange County. Orange County operates waste transfer stations strategically located in the Towns of Goshen and Newburgh and the City of Port Jervis.
Orange County mandates County-wide recycling by both private and municipal carters.
5.5 Power
The power infrastructure in Wawayanda is provided by Orange and Rockland Utilities, Inc. (a subsidiary of Consolidated Edison, Inc.), which services the entire Town with electricity and approximately one-third of the Town with gas. O&R has continually provided system upgrades to both the electric and gas distribution systems serving the Town.
5.6 Telecommunications
Similar to other municipalities in Orange County, Wawayanda has limited options for telephone, cable and Internet access. Telephone service is provided by Frontier, which also provides DSL Internet access. Time Warner Cable provides cable television and broadband to residents and businesses. Cell towers are found at various locations throughout the Town, such as on JoGee Road and Route 6. Cell tower upgrades for capacity are occurring throughout the region.
5.7 Discussion of Future Needs
While specific needs in Wawayanda exist for both water and sewer infrastructure, it should be recognized that maintenance and repair of existing infrastructure is continuous. The Town must consider ongoing maintenance of its existing facilities as well as the need for capital improvements.
The planning process will address the financial and potential legal implications of municipal responsibility for water and sewer systems that were originally built for subdivisions, but have
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since been taken over by the Town. During development of the Plan, it will be necessary to address any financial issues surrounding the Town’s water and sewer districts and consider ways to support long-term financial needs of those districts’ without placing a strain on the Town’s financial resources.
When planning for future infrastructure, it should be noted that properly maintained sewer systems are protective of groundwater quality, but larger sewer districts can reduce groundwater recharge by extracting and diverting groundwater that might otherwise replenish aquifers through individual septic systems. This is of particular importance in Wawayanda, where potential scarcity of groundwater is an issue in some locations and protection of the aquifer is of paramount importance.
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SECTION 6 - TRANSPORTATION
6.1 Preliminary Findings
> Access around Town and to the surrounding region is relatively easy, but only from a vehicular standpoint. The Town’s transit, bicycle and pedestrian options are limited and should be expanded as projects develop.
> Orange County Planning has performed regional transportation studies in eastern portions of the county. Wawayanda will participate in a central county plan if study is undertaken.
> Existing rail facilities should be maintained.
> Transit Orange should be utilized to provide access to various transit systems within the county.
The goal of this Comprehensive Plan is not to develop a full transportation plan, but to assure that transportation issues are analyzed and receive appropriate consideration in land use and zoning decisions.
The transportation considerations impacting land use planning decisions can be divided into two categories that may be thought of as external and internal. The former involve those that affect the delineation of areas in Town that are recommended for open space preservation, community stabilization, and development or redevelopment for residential, commercial, industrial or public use. They require consideration of different sub-area needs for connections to the entire Town and region and the impact of different land uses on these connections. The latter is concerned with the layout of through and local transportation service within the different areas, and zoning and subdivision regulations that impact development as it occurs.
The ability of existing routes to accommodate future demand and the feasibility of improvements to existing routes should bear on the land use decisions. Planning for future land use must consider, among other factors, the different needs for access and service of different types of land use. It must then evaluate the capacity of Town and regional routes serving the different areas to provide those connections and service. This involves an assessment of major Town routes, their capacity and existing and projected use. It also involves a generalized estimate of the transportation impact of land use alternatives. In addition to traffic capacity, the highway and street networks, mass transit, bicycle/pedestrian networks and connections to transit are evaluated.
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6.2 Travel Patterns and Congestion Issues
As in most suburban communities, automobiles are the primary mode of transportation in the Town of Wawayanda. The Town Highway Department maintains and/or services 70 miles of streets and highways.
Orange County is unique in that it contains three intersecting interstate highways, facilitating the movement of people and goods both regionally and locally. Wawayanda is located along one highway, U.S. Interstate 84, which crosses the northern third of the Town in an east-west direction. I-84 enters Orange County at the Newburgh-Beacon Bridge and travels through the county to the Pennsylvania border, near the City of Port Jervis. To date, according to the New York State Department of Transportation, I-84 is operating below capacity.
The Town possesses a number of arterial roadways, which are generally designed to enable travel between different areas of the community. Route 6, Route 17M, and State Highway 284 all provide this access. Currently, Route 6/17M experiences some congestion during the morning and evening peak hours.
Town residents have identified several areas as those with excessive traffic congestion. Most of these are considered major collector roads, which are designed to carry traffic to and from arterial roadways. County Route 93 (Lime Kiln Road), County Route 50 (Golf Links Road), the area surrounding Exit 3 of I-84, Dolsontown Road, Route 6/17M have all been identified as congested and/or dangerous locations. In addition, the roads near the Minisink Valley schools in South Centerville experience congestion during the morning and afternoon during the school year.
As is the case County-wide, the majority of Wawayanda residents work within Orange County. Orange County commuting analyses indicate that Rockland and Bergen Counties are the next most popular workplace locations for County residents, with New York City close behind. In general, the County’s commuting patterns are based on southern travel to these locations in the morning, and the northward return to Orange County in the evening.
6.3 Bicycle and Pedestrian Networks
No sidewalks or bicycle paths exist in the Town of Wawayanda. This presents a safety hazard for bicyclists, joggers, and pedestrians as well as motorists, particularly as traffic along the Town’s roadways increases. In addition, the lack of sidewalks and bicycle paths prevent safe access to the Town’s recreation areas for children or those unable to drive.
6.4 Transit
The Port Jervis line of Metro-North Commuter Railroad, which runs between Port Jervis and
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Hoboken, New Jersey, provides commuter rail service to the New York City metropolitan area. Service from Hoboken and Secaucus to New York City is provided by PATH (Port Authority Trans Hudson) train. Wawayanda residents are generally closest to the Middletown station, which is located in the Town of Wallkill, just east of the City of Middletown. The length of the trip from Middletown station to Manhattan is approximately 120 minutes.
Orange County provides local and commuter bus service to Wawayanda residents for travel to Poughkeepsie, Newburgh, Ellenville, Monticello, Liberty, Harriman, as well as other locations, including Bergen County, New Jersey, and New York City.
The nearest airport is Stewart Airport, located in Newburgh, New York, approximately 25 miles from the Town of Wawayanda.
Orange County does not have a central county wide transit operator; however; through the Orange County Planning Department, the services of the individual operators are coordinated. This coordination is done through the counties "Transit Orange" program.
The existing rail road facilities provide a valuable link to the Town's commercial zones and beyond. The rail access should be maintained and encouraged through the planning process.
6.5 Discussion of Needs
The existing opportunities for biking and walking in Wawayanda are limited. Residents in Wawayanda have expressed an interest in the development of a safe walking and biking network, particularly in the Dolsontown Road area, and connecting Slate Hill and Shannen Park. Appropriate land for some of these pathways already exist. In addition to the development of safe bicycle and pedestrian routes in existing neighborhoods, such routes should also be built as new residential development occurs. A Town-wide pedestrian/bicycle network would also create additional recreational opportunities in Wawayanda. Neighboring towns such as Goshen have successfully implemented new bike and running lanes. During the planning process, we will investigate how Goshen and other municipalities have implemented their programs and determine if Wawayanda could utilize similar strategies.
An increase in mass transit options should also be promoted. In addition to traditional bus and rail programs, this could include a regional “dial-a-bus” program for senior citizens. Wawayanda should work with Transit Orange to increase access to available transit options for residents.
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SECTION 7 - NATURAL ENVIRONMENT
7.1 Preliminary Findings
> Within Wawayanda, the natural environment is important in shaping community character as the built environment. Wetlands, steep slopes, floodplains, soils, ridgelines, and waterways all play a role in forming the natural landscape. Development should be guided so as to disturb this natural environment as minimally as possible.
> As one of the Town’s defining environmental features, the Black Dirt area in southern Wawayanda should be preserved.
> Environmental constraints and resources must be considered in any planning or zoning decisions.
7.2 Wetlands
Wetlands are areas covered with shallow water, or have water within 18" of the surface, for periods long enough to support aquatic or semi-aquatic vegetation. Areas designated as wetlands may include bogs, swamps, marshes, wet meadows, flood plains, and water-logged (hydric) soils. Wetlands serve many important functions including: providing habitat for wildlife and plants, playing a role in storm water management and flood control, filtering pollutants, recharging groundwater, and providing passive recreational and educational opportunities.
Federal policy regarding wetlands is that no net loss is allowed. Under the most recent federal rules, the U. S. Army Corps of Engineers (ACOE) regulates any disturbance of one-tenth of an acre or more of wetland. If the disturbance is between 0.1 and 0.5 acres, the ACOE must be provided with a construction notification. Numerous nationwide permits are available for small disturbances. Generally, if the disturbance is more than 0.5 acres, an individual permit must be obtained from the ACOE. Federally regulated wetlands are not mapped as such, can be difficult to identify and are sometimes overlooked in project reviews. Vigilance is required on the part of responsible landowners and local review boards to ensure that these smaller wetland areas are not impacted as development occurs.
New York State, through the Department of Environmental Conservation (NYS DEC), generally regulates all wetlands that are 12.4 acres or more. Small significant wetlands are also regulated. NYSDEC regulated wetlands have a 100 foot adjacent regulated area associated with them. The NYSDEC is in the process of re-mapping regulated wetlands in the county. Preliminary maps identify additional regulated wetlands.
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7.3 Floodplains
Floodplains are areas bordering on a stream, river, pond or wetland that are periodically submerged by floodwater. Floodplains serve two important purposes; they act as temporary natural water storage areas during periods of high water after heavy rains or melting snow, and they reduce peak flows during flooding, therefore limiting downstream bank erosion. The areas displayed are considered 100-year floodplains by FEMA. These areas have a 1% chance of being flooded in any given year and are subsequently not considered ideal for development. In the southernmost part of Wawayanda, large swaths of floodplain encompass the Black Dirt area south of Pellett’s Island Road adjacent to the Wallkill River. In addition, 100-year floodplains also exist between the Middletown and New Jersey Railroad and Gardnerville Road, as well as the area north of Route 6 near Slate Hill. The Town of Wawayanda is participating in the Natural Flood Insurance Program. In 2009 the Town updated its flood plain regulations to be in compliance with FEMA regulations.
7.4 Steep Slopes
The topography of northeastern Wawayanda includes several areas of steep slopes, classified as those over 16%. As shown on Figure 7-1, slopes of 16-24% are located in several areas east of Pocatello Road, north of Kirbytown Road, around JoGee Hill, Castle Hill, Guinea Hill, and along Lower Road (County Road 12). Slopes in excess of 24% are located primarily north of Kirbytown Road and along CR 12 near the border with Goshen. Attempting to build on these slopes is not impossible, but it must be done with great care and often at great expense. Vegetated ground cover acts as a sponge, slowing down rainwater and snowmelt and allowing the water and nutrients to be absorbed into the soil. Careless development can expose the soil causing increased runoff and erosion, which can in turn increase sedimentation rates and nutrient loading downstream waterways. The Town’s subdivision regulations currently state that the buildable area of a lot cannot have a slope greater than fifteen percent.
7.5 Rivers/Streams
The majority of Wawayanda is drained by three major streams and their tributaries. Indigot Creek drains the western portion of the Town and forms a portion of the Town’s border with the Town and Minisink. Catlin Creek drains the central portion of the Town. These two waterbodies are tributaries to Rutgers Creek, which forms the Town’s southern boundary with the Town of Minisink before draining into the Wallkill River. Monhagan Brook drains the northeastern portion of Wawayanda, which mainly runs parallel to I-84, eventually draining into the Wallkill River along the border of the Town of Goshen. The Wallkill River drains the black dirt area of Wawayanda and forms the eastern border with the Town of Goshen, running northeast to the
Page 7.2
Town of Wawayanda Inventory Analysis
Hudson River. These waterways provide additional wildlife habitat and recreational opportunities within the Town.
7.6 Lakes/Ponds
A number of small ponds can be found within the Town of Wawayanda, both natural and man- made. Southeast of Ridgebury Road, between Guinea Hill and Post Roads lies Ridgebury Lake, the Town’s only lake.
7.7 Significant Habitat
Due to its abundant open space, the Town of Wawayanda is an ideal habitat for a variety of species. According to the NYS DEC Natural Heritage Program, there are two threatened wildlife species located in the Town. The Natural Heritage Program is a systematic, scientific inventory of data on rare plants and animals that are native to New York. Ecological communities are also inventoried. The data assists in the facilitation of sound conservation, planning and natural resource management. In addition, the data helps to conserve ecological communities, plants and animals that represent New York State’s natural heritage.
7.8 Groundwater
Water for private water systems in Wawayanda is derived from consolidated and unconsolidated groundwater aquifers. The aquifers are recharged primarily from infiltration of precipitation. Sand and gravel unconsolidated aquifers are the best sources of large quantities of water in the County. In the Town of Wawayanda, the largest of these is the Southern Wallkill River Valley aquifer, which is located between the New Jersey state line and the hamlet of Denton. This aquifer is primarily composed of sand and gravel under organic soil and clay, which results in a slow rate of recharge.
Additional sand and gravel aquifers exist in the central portion of Town, from near Town Hall to north of the intersection of Route 6 and Kirbytown Road. Individual wells in this area have yielded 300 gpm.
Consolidated aquifers, another source of groundwater, are formed in hard bedrock materials rather than loose soils. These aquifers can often supply individual home or farm needs, but are less dependable for larger industrial or municipal supplies.
7.9 Soils
Page 7.3
Town of Wawayanda Inventory Analysis
Soils should be discussed in relation to their suitability to support development, as well as their ability to suit Wawayanda’s agricultural economy. The United States Department of Agriculture (USDA) Natural Resources Conservation Service (NRCS) classifies soils for agriculture as either Prime Farmland or Farmland of Statewide Significance. Prime Farmland is land having the best combinations of physical and chemical characteristics for producing food, feed, forage, fiber, and oilseed crops. These soils have the growing season, soil quality, and moisture supply needed to produce sustained high yields of crops. Approximately 3%, or 670 acres, of Wawayanda’s soil is consistent with this classification, but only if drained.
Farmland of Statewide Significance is land that is considered of statewide importance for the production of crops. These soils are important to agriculture in the state, but exhibit some properties that do not meet Prime Farmland criteria, such as seasonal wetness, and erodibility. Such land produces fair to good yields when managed appropriately. In Wawayanda, 57.3% (12,915 acres) of the total land area is considered Farmland of Statewide Significance.
Wawayanda and the surrounding region have large blocks of “Black Dirt,” which is highly productive muck land and is the basis of the area’s farming heritage. These soils are unsuitable for development potential due to their wet and unstable nature, poor drainage qualities and location within a floodplain. They are often drained and used extensively for farming onions, celery, lettuce and sod. The undrained portions of this soil are used to support marsh grasses and provide habitat for wetland wildlife.
Geologic Resources, and Soils, identify areas that might be best suited for the development of dwelling units and individual septic systems. The Soils map illustrates that many areas in the Town have non-hydric soils. Hydric soils, according to the U.S. Department of Agriculture’s Natural Resources Conservation Service, are generally defined as soils that are sufficiently wet in the upper part to develop anaerobic conditions during the growing season. These hydric soils may or may not be considered wetlands, but are wet enough at least at certain times of the year to make them less desirable for building and septic development. Soils that drain well, somewhat excessively, or excessively are better for potential development than those that drain poorly.
A preliminary analysis of Wawayanda soils indicates that significant portions of the Town are constrained by environmental features or soil quality. In addition, polluted soils from agriculture and hazardous waste may present additional constraints, but are as yet unmapped except on a case- by-case basis as development occurs. Despite this observation, many of these areas could be developed if not constrained by other factors, such as contamination (from prior agriculture uses), wetlands, steep slopes, and local land use regulations. However, additional costs for development can be anticipated if development were to occur.
Page 7.4
Town of Wawayanda Inventory Analysis
7.10 Discussion of Needs
Wawayanda has significant natural resources that contribute significantly to its high quality of life and unique agricultural heritage. As development occurs, it will inevitably push the extent to which these resources are impacted. Impacts of future development should be carefully considered in areas of steep slopes, wetlands, and areas containing soils undesirable for development. By identifying important natural resources early in the development process, adverse impacts can most likely be avoided.
The Comprehensive Plan will recommend key policies to be implemented, such as: > Standards for protecting the aquifer recharge areas and groundwater supply. > Strategies for dealing with contamination issues, particularly that of groundwater. Salt, agricultural chemicals, toxic waste, and chemicals from buried and abandoned fuel tanks pose a threat to Wawayanda’s resources. > Preservation strategies for steep slopes, ridgelines and wetlands. > Design Guideline Standards for subdivisions. > Educational programs for residents regarding the importance of natural resource protection.
Page 7.5
Town of Wawayanda Inventory Analysis
SECTION 8 – COMMUNITY SERVICES
8.1 Preliminary Findings
> Community services are generally adequate for the current needs of Wawayanda’s residents.
> The cumulative impacts of continuing growth on these services should be carefully assessed during the approval process.
8.2 School Systems: Enrollment and Projections
Residential growth in a community can impact the educational system as an influx of school age children places increased pressures on existing systems. This pressure is often passed on to residents through increased taxes. When examining the growth within a community, the impact on schools must also be considered.
As shown in Figure 8-1, the following three districts are located within the Town of Wawayanda: Minisink Valley Central School District, Goshen Central School District, and Middletown Enlarged City School District. The Minisink Valley, Goshen, and Middletown districts encompass 80.2%, 13.3% and 6.5 % of the Town, respectively. According to the district offices, Minisink Valley has a 2015-2016 enrollment of 3,765 students while Goshen has approximately 2,896 students, and Middletown has some 7,300 enrolled. While the population of the Town and neighboring municipalities is expected to increase, enrollment numbers slightly decreased for the 2015-2016 enrollment period, as shown in Table 8-1.
Table 8-1 Projected School Enrollment Grades K-12 District 2014-2015 2015-2016 Minisink Valley CSD 3,970 3,765 Goshen CSD 2.904 2,896 Middletown CSD 7,494 7,300 Source: School Districts
8.3 Distribution of Graduates
The distribution of graduates between the Minisink and Goshen school districts is fairly similar, but differs in Middletown. Table 8-2 below shows the percent distribution of 2014 graduates from each district according their post-graduation activities. Goshen had the highest percentage of graduates attending a 4-year college with 50% while 41% attended a 2-year college. Of the Minisink graduates, 34% attended a 4-year college and 52% attended a 2-year college. In the Middletown School District,
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Page 8.1
Town of Wawayanda Inventory Analysis
27% of graduates attended a 4-year college and 55% attended a 2-year college. Some graduates chose other directions entirely: 8% of Minisink graduates began working after completing high school, while 11% of Middletown graduates chose “other” as their post-high school plans.
8.4 Community Services
In addition to school systems, community services within the Town of Wawayanda include fire and Emergency services, post offices and senior services. The Town does not currently have a library, but does offer library services to its residents through a shared service agreement with the nearby City of Port Jervis library.
Table 8-2 Percent Distribution of Graduates 2014 District To 4-yr To 2-yr To other To the To work Other college college post- military secondary Minisink Valley 34 52 2 3 8 1 CSD Goshen CSD 50 41 1 1 6 1 Middletown CSD 27 55 N/A 7 N/A 11 Source: School Districts
Police protection in Wawayanda is currently provided by the New York State Troopers, Troop F, and the New York State Department of Environmental Conservation police. The community is generally satisfied with the current level of police protection. Over the years, as larger neighboring communities have increased their own local police presence, Wawayanda has enjoyed comparatively more State Police presence. To date, there has been no demonstrated need for a local police department.
As shown in Figure 8.2, Wawayanda is served by two fire districts; New Hampton Fire District and Slate Hill Fire District. The New Hampton Fire Company covers the northeastern section of town, while the remainder is serviced by the Wawayanda Volunteer Fire Company, which also responds to medical calls and coordinates with Mobile Life Support Services, a privately owned ambulance service . Fire service is currently adequate for the Town’s needs. However, it is important to note that future development in Wawayanda may create a need for additional fire service personnel and equipment.
Emergency ambulance services for Wawayanda are provided by Mobile Life Support Services, a privately owned commercial Paramedic service. Mobile Life is a nationally accredited Paramedic ambulance service serving the Hudson Valley Region. Mobil Life will transport patients to Orange Regional Medical Center, the closest for most Wawayanda residents, or to other hospitals if the patient chooses.
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Page 8.2 Figure 8-2 Map Prepared by: Fire Districts Town of Wawayanda McGoey, Hauser & Edsall, D.P.C. µ Orange County, New York May 24, 2016
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Dataframe in NAD83 New York State Plane East Coordinates 0 0.5 1 2 3 4 Miles 1" = 7000' WawayandaLandUse Town of Wawayanda Inventory Analysis
Three area hospitals provide convenient patient care for Wawayanda’s residents. Orange Regional Medical Center located in the Town of Wallkill is minutes from Wawayanda and has 374 staffed beds, and an emergency room with 50 treatment bays and a helipad. Other nearby hospitals include Bon Secours Community Hospital in Port Jervis with 183 staffed beds and Saint Anthony Community Hospital in Warwick with 73 staffed beds.
8.5 Discussion of Needs
During environmental review for new residential subdivisions, the Community Services assessment should be examined closely to determine what impacts, if any, new developments will have on schools and emergency services. The Town’s emergency services are adequate, yet pressures on volunteer fire departments to appropriately staff calls and provide adequate service will invariable increase with an increase in population.
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Page 8.3 Town of Wawayanda Inventory Analysis
SECTION 9 – AGRICULTURE
9.1 Preliminary Findings
> Agriculture plays a vital role in the local and regional economy.
> Farms and farmland enhance Wawayanda’s historic heritage and rural character.
> Agricultural farmland is under stress from development pressures.
9.2 Wawayanda’s Agricultural Setting
In 1996, Orange County became the first county in New York to adopt an agricultural and farmland protection plan, thereby recognizing the significance of farmland to its quality of life.1 As has been expressed throughout this report, Wawayanda remains primarily rural due to its location in the western area of the County. While fragmented, there are large sections of agricultural land that continue to be actively farmed. Figure 9-1 identifies the location of the Town’s prime agricultural soils all of which exist within Agriculture District #2.
Agricultural land is beneficial to the Town in many ways. First, agricultural land uses cost the Town and its residents less in terms of public services (such as fire, police, sewer, and education). In fact, numerous studies addressing the cost of public services indicate that residential development is often a fiscal drain on a community. According to organizations such as the American Farmland Trust, for every dollar of property tax revenue gained from agricultural land uses, the cost of providing public services is less than a dollar. The reverse is true for residential land uses which cost more in services than is paid in tax revenue.
Agriculture also plays a vital role in the local and regional economy and food supplies. The agricultural industry contributes investments of money, tax base, and income in addition to providing employment. In addition, local farmstands provide a source of fresh, locally grown produce for nearby residents. Orange County has a small but growing core of produce farmers that are engaged in direct market and agritourism efforts and some of these farms are located in Wawayanda. Other agribusiness activities in the Town include diary, orchards, commercial stables, Christmas tree farms, apiaries and a farm supply store. As shown in Table 9-1, a large portion of the total agricultural land is used for produce and food supplies.
Table 9-1 Agricultural Land Inventory by Type in Wawayanda (Acres) Livestock/ Equine Dairy Orchard/ Truck Nursery/ Gen Ag Total Poultry Vineyard Crops Greenhouse Land 128.6 153.8 820.6 325.7 3,836.0 45 220 5,530
Within Orange County, two agricultural districts exist. The New York State Legislature created the Agricultural Districts Program in 1971. The intent of the program is to address concerns of non- agricultural land-uses expanding into valuable farm areas. This voluntary program offers protections
______1. Orange County, draft Agricultural and Farmland Protection Plan, 2014. ______
Page 9.1 Figure 9-1 Farmland Map Prepared by:
Town of Wawayanda McGoey, Hauser & Edsall, D.P.C. µ Orange County, New York June 22, 2015
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to farmers including differential tax assessment; protection against unreasonable local regulations; special review of proposed eminent domain takings; required agricultural impact statements for public projects; notification requirements to inform property buyers about surrounding farming practices; and limited protection against nuisance lawsuits. Agricultural districts are reviewed and, if necessary, boundaries are modified every eight years.
The Town of Wawayanda is located within Agricultural District #2, which was created in 1972 and covers approximately 18,700 acres. This district also encompasses parts of the Towns of Chester, Deerpark, Greenville, Goshen, Minisink, Monroe, Mount Hope, Wallkill, and Warwick.
9.3 Discussion of Needs
In Wawayanda, the importance of agriculture and the pressures impacting farming are recognized. One of the goals of this Plan will be to develop strategies to enhance the economic viability of agricultural operations and preserve prime farmland for new and next generation farmers. A community with residential growth pressures, such as Wawayanda, has a higher risk of losing valuable agricultural land which is an integral part of its economy and rural character. Allowing property owners to gain a reasonable return on their investment as well as protecting working landscapes is a challenging balance that should be carefully considered as development pressures continue.
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Page 9.2 Town of Wawayanda Inventory Analysis
SECTION 10 – HISTORIC, RECREATIONAL AND ASTHETIC RESOURCES
10.1 Preliminary Findings
> The history of Wawayanda is well documented, and the Town has an abundance of historic resources. However, a Town-wide catalog of these resources, along with specific preservation strategies, is needed.
> Wawayanda should adopt a Recreation Plan outlining its vision for future active and passive open space.
> Some of the Town’s undeveloped parkland should be developed to meet current recreational needs.
> Open space resources, especially farmland, are in decline. Strategies to preserve open space should be developed in the planning process
10.2 Historic Resources
Wawayanda has a rich history that contributes to its community identity and character. Figure 10-1, Historic, Cultural and Recreational Resources, shows the locations of the facilities and parks described in this section. While there are several historic resources within the Town, particularly in the hamlets, the National Register of Historic Places lists two resources within the Town of Wawayanda. The first is Dunning House, a 19th century house that features interior examples of Greek Revival architecture. Dunning House was added to the Register in 2001. One of the oldest churches in the area, the Primitive Baptist Church of Brookfield (also referred to as the Old School Baptist Church) in Slate Hill was built in 1792, with its steeple built in 1828, and was added to the register in 1976.
10.3 Recreational Resources
In the New York State "Local Open Space Planning Guide," open space is defined as "land that is not intensively developed for residential, commercial, industrial or institutional use." Wawayanda owns and maintains two public parks, Shannen Park and Ryerson Park, and residents also have access to Minisink Valley Central school district recreation facilities. The 133-acre Shannen Park is located in the hamlet of Slate Hill, on State Highway 284, and includes 51 acres of active and passive recreation amenities, including pavilions, a picnic area, playground equipment, a dog park, a softball field, basketball hoops as well as 81 acres of undeveloped open space. Ryerson Park is located in the eastern part of the Town along Ryerson Road and it consists of 76 acres of open space that will be developed for recreational uses including a trailhead connection to the planned extension of the Orange County Heritage Trail.
Planning standards set forth by the National Parks and Recreation Association (NPRA) defining adequate recreation space for a community is 10 acres of space for each 1,000 residents. With a 2010 Census population of 7,266, this would mean that Wawayanda requires approximately 70 acres devoted to
______Page 10.1 Figure 10-1 Map Prepared by: Historic, Cultural & Recreational Resources Town of Wawayanda McGoey, Hauser & Edsall, D.P.C. µ Orange County, New York May 26, 2015
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RID D D S S R R N E R Legend T N T I C A L L D R L A IL M R R C D H C O R R E D D F Z D R R R D E R S A E School Locations N A O O W R F D T B N T R A I R O I H H D D W D S R IN D R B R
O Schools R C S Y R A h E A E c D J L B
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0 0.5 1 2 3 4 Dataframe in NAD83 New York State Plane East Coordinates Miles 1" = 6000' WawayandaResources Town of Wawayanda Inventory Analysis
recreation. Currently, the 51 developed acres of Shannen Park are not adequate to meet all of the community’s needs. However, with the strategic acquisition of open space for Ryerson Park in 2014, the Town has some 158 acres of undeveloped park land which it can develop to meet the Town’s recreational needs both now and well into the future.
Recommendations from the Orange County 2004 Open Space Plan include: connect hiking and biking trails, develop canoe/water trails, negotiate recreational use rights, partner with equestrian community, and balance park distribution across the county. The County recognizes the importance of developing, preserving, and maintaining parks and open space for its communities. The Town should work with the County and neighboring municipalities to further develop recreational opportunities and initiatives such as linear rail-trail parks.
The Town is currently a Greenway Community in the Hudson River Valley Greenway, a state organization that encourages voluntary regional cooperation among the 264 communities in 13 Hudson River Valley counties. As a Greenway Community, Wawayanda is eligible for Greenway technical and financial assistance with its community planning projects.
The Town continues to lose open space especially in the form of active and inactive farmland. Currently, some 5,515 acres are designated as agricultural which represents a loss of 1,026 acres since the 2006 Inventory Analysis. The Town should encourage policies to preserve farms such as purchase of development rights (PDR) and private sector conservation easements.
10.4 Aesthetic Resources
As stated in the 2006 Plan, Wawayanda’s physical appearance is primarily characterized by rural open spaces interspersed with small hamlets and residential subdivisions. During the planning process, recommendations for design guidelines for future growth will be put forward based on the existing aesthetic that should be preserved (rural, historic, natural) and how residents would like it to be enhanced. Throughout Wawayanda there are many examples of historic architecture dating from the 18th Century that should be inventoried and preserved.
10.5 Discussion of Needs
The use of PDR’s and conservation easements to protect open space and natural resources will be discussed during the planning process.
The planning process will discuss new active and passive recreational space, and additional trail facilities.
Preparation of an inventory of historic buildings of local interest or importance will be discussed in the planning process.
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Page 10.2
Appendix B List of Reference Materials
Government Documents
Orange County, NY. Agricultural Economic Development Strategy, February 2004.
Orange County, NY. Agriculture and Farmland Protection Plan, February 2015.
Orange County, N.Y. Orange County Economic Development Strategy, July 2015.
Orange County, NY. Comprehensive Plan, Strategies for Quality Communities, 2010.
Orange County, NY. Open Space Plan, July 2004.
Orange County Water Authority, NY. Mid-County Water Supply Feasibility Study, January 2012.
Orange County, NY. Mid-County Study: Design Manual, July 2010.
The New York City Council. Food Works: A Vision to Improve NYC’s Food System, 2010.
Town of Warwick, Cost of Community Services Study, November 1998.
Town of Wawayanda Master Plan, 2000.
Town of Wawayanda. Final Comprehensive Plan Master Plan, 2006.
Town of Wawayanda. Recommendations of the Master Plan and Zoning Committee, August 2005.
Town of Wawayanda. Zoning Ordinance, Revised 2010.
U.S Department of Agriculture. 2010 Census of Agriculture.
U.S. Department of Agriculture. Ag Facts: New York is an Agricultural State.
U.S. Department of Agriculture. Structure and Finance of U.S. Farms: Family Farm Report, 2010 Edition.
Other Documents
American Planning Association. Planning and Urban Design Standards, John Wiley & Sons, 2006
Arendt, Randall. Conservation Design for Subdivisions: A Practical Guide to Creating Open Space Networks, Island Press, 1996.
Arendt, Randall. Growing Greener: Putting Conservation into Local Plans and Ordinances, Island Press, 1999.
Cornell Cooperative Extension of Dutchess County and American Farmland Trust, Cost of Community Services Study, April 1989.
______Town of Wawayanda Comprehensive Plan Appendix B
Reference Materials continued
Cornell University. Agriculture-Based Economic Development in New York State: Inter-industry linkages in the Agricultural Food System, 2014.
Cornell University. Agriculture-Based Economic Development in New York State: The Contribution of Agriculture to the New York State Economy, May 2014.
Flynn, Elaine, Gary Barnes, Loretta Dombrowski, Gladys Hall, Betty Kirby, Margaret Myers. Wawayanda: Our Town, Royal Fireworks Press, Unionville, NY, 1999.
Gibbons, Jim. Addressing Imperviousness in Plans, Site Design and Land Use Regulations, Nonpoint Education for Municipal Officials Technical Report Paper #1, 1998.
Giguere, Ronald K., Federal Highway Administration, Access Management, http:gulliver.trb.org/publications/millennium/00000.pdf.
Glynwood. The State of Agriculture in the Hudson Valley, 2010
Orange County Partnership, NY. The Positive Impact of Commercial Development on Your Tax Base Compiled by School District, 2010.
Orange County Partnership, NY. The Positive Impact of Commercial Development on Your Tax Base Complied by Town and City, 2010.
Scenic Hudson, Inc., NY. The Real Cost of Development, December 1989. www.scenichudson.org.
Schmit, Todd M. Agriculture-Based Economic Development in New York State: The Contribution of Agriculture to the New York Economy, Cornell University, 2014.
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______Town of Wawayanda Comprehensive Plan Appendix B