HomeMy WebLinkAbout7_Economic Development Final 5-15 2019 RedLine Southold Town Comprehensive Plan Update
This document was prepared for the New York State Department of State
with funds provided under Title 11 of the Environmental Protection Fund.
Economic Development
DraftFinal
March 11, 2011
Updated March May 1815, 2019
(in collaboration with Nelson, Pope & Voorhis, LLC)
Economic Development
1
Introduction
Southold Town is facing development pressure and has growing concerns regarding the economic
conditions of the future. The economic outlook for Southold Town is a concern of the
communitywishes. tTo retain and enhance the vitality of its the downtowns and hamlet centers, while
avoiding retail sprawl is important. Moreover, tThey Town desires to attract new businesses that will
strengthen hamlet centers and provide quality employment, while retaining encouraging an
environment that allows existing businesses and jobs, the community character to thrive and maintains
the uniqueness that is Southold.
This chapter addresses economic development that is appropriate for Southold. The following goals
and objectives for the Town are the result ofbased on public extensive community input, and
consideration of the Town’sits history, previous economic data collection efforts and, past economic
development initiatives, changing demographicss and the socio-economic characteristics status of the
Town’s residents, an inventory of its businesses in Town, and other factors driving that affect the
Town’s its economy. Several The appendixces to this chapter, Appendix 5, areis available for further
insight as tointo how these goals and objectives were formulated. Appendix 5 Appendix A illustrates
the economic chapter methodology; Appendix B includes the review of past planning and economic
development initiatives; Appendix C includes a business inventory; Appendix D includes an industry
profile, updated in 2012; and Appendix E includes a leakage analysis. While some of the data and
information in the appendices are older, the goals were updated to reflect the most recent conditions,
where applicable.
Background
Previous planning efforts in the Town of Southold Town have sought to strengthen the downtown
areas and the hamlet centers, rather than increaseing the intensity of uses outside of thosehamlet areas.
The rural character and dominant agricultural use of non-hamlet much of its areasland, as well
astogether with the vitality of, the shopping, services and activities in the hamlet centers s,
representestablish the existing current character of the Town and desired future character of the
Town. Industrial land use in the Town is situated either proximate to hamlet areas, or in areas of the
Town that provided road and/or rail access as well as an established land use pattern that makes an
area appropriate for continued industrial use and expansion.
Industrial and commercial zoning districts provide for important land uses that serve many needs
within the community and the region. The Town prepared a zoning and build out analysis, found in
this Land Use Chapter of this plan, for commercial and industrial parcels as a first step in determining
how the existing zoning relates to the future potential land use in the Town. Industrial and commercial
zoning are important land use categories that serve many needs within the community and the region,
They are seen as beneficial because they are essential to a strong tax base for the Town.specifically:
Commercial/industrial lands result in:
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• Commercial/industrial lands add toA higher the tax base, which helps in large part to support
school budgets (approximately 60 percent% of the total tax levyel is school district taxes);
• Commercial/industrial lands generate eEmployment creation within the community; and
• Commercial/industrial lands serve Provision of consumer and service business needs within
the community.
To determine how the Town’s existing zoning could relate to the future potential changes in land
use, and in turn, the future of the Town’s economy, the Town performed a zoning and buildout
analysis for commercial and industrial parcels as a first step. This analysis revealed that the hamlets
of Cutchogue, Southold, and Mattituck/Laurel have the highest potential for increasing the amount
of commercial/industrial square footages of building area. This topic is described in more detail in
Chapter 3, “Land Use & Zoning.”
.
A The tax base analysis used to assessed the fiscal needs of the Town and local its school districts.
The analysis took provided a comprehensive look at the existing conditions of the Town’s land uses
and tax base, in addition to tax rates, budgets, assessed valuation, and other fiscal data specific to
school districts and other taxing jurisdictions. This examination of fiscal data and distribution of land
useanalysis indicated that the Town’s tax base appeared to be sound, with a healthy balance of
residential and non-residential uses. Southold Town has long established an optimal mix of businesses,
and industrially -zoned businesses. The analysis also found that it was not likely that the existing zoning
mix would have major implications on for the tax base. A reassessment of the tax base is
recommended prior to any major changes to the commercial and industrial zoning districts.
GOALS AND OBJECTIVES
Goal 1
Encourage new and facilitate the growth of existing business sectors – including
agriculture, aquaculture, health care, renewable energy, tourism, light
industrial, retail/service-based, and the maritime-related industry – that pursue
stable and sustainable employment.
Objectives:
1. Support the work of the Southold Town Economic Development Committee
to ensure successful implementation of the Town’s economic goals and
objectives.
Southold Town does not currently have a department whose with primary responsibility includes
for economic development. As such, it is recommended that the Town continue to support the
work of their Economic Development Committee, who which isare responsible for the successful
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implementation of the goals and objectives in this chapter of the Comprehensive Plan Update, as
well as other economic development initiatives in the future.
Responsible Parties: Southold Town Board.
Possible Partnerships: Mattituck Chamber of Commerce, North Fork Chamber of Commerce,
Chamber of Commerce of Eastern Connecticut, Island Community Board (Fishers Island),
Fishers Island Ferry District, Southold Business Alliance, North Fork Promotion Council, Long
Island Farm Bureau, Long Island Wine Council, local school districts, local businesses and
representatives from a range of industries, and interested Ttown residents, including high school
students, and a representative from the Village of Greenport.
2. Develop a formal Business Retention and Expansion Program through
Ttown government.
The ability of the Town to retain businesses is often easier than attracting new businesses to
Ttown. Town-wide efforts in business attraction and retention should employ a similar focus, and
a Business Retention and Expansion Program would set out to accomplish this.
A Business Retention and Expansion Program would seek to identify and understand the issues
and obstacles faced by a variety of local businesses in the Town, through a series of detailed
surveys, interviews, meetings, and organization of representatives from key business owneres
throughout the Town. The program will assist in understanding the immediate concerns among
of local business owners, seeking to improve Ttown-wide efforts in to retaining and encourageing
growth. Coordination with officials from the Village of Greenport would strengthen this program.
Findings would be funneled into an action and implementation plan that focuses on the successful
retention of business in Ttown. This program will assist in marketing and attracting new business
to Ttown and will allow for an increased provision of stable and sustainable employment
opportunities for current and future residents of the Town.
a. Develop a formal Business Retention and Expansion Program specific to
Fishers Island.
The needs of businesses and the local economy on Fishers Island vastly differ greatly from
those of mainland Southold. As such, it is recommended that a separate Business Retention
and Expansion Program be developed to address these needs. In addition to the identification
of issues and obstacles faced by local businesses, and a business needs analysis, this program
should include a thorough examination of the types of businesses that can be attracted and
retained to the Island that will increase the its year-round Island population.
Responsible Parties: Southold Town Economic Development Committee, Island Community
Board (Fishers Island), Southold Town Board.
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Possible Partnerships: Local high school students, Fishers Island Ferry District, Village of
Greenport, Suffolk County Department of Labor, Suffolk County Department of Economic
Development and Workforce Housing.
3. Strengthen job-training and workforce development
Strengthening job-training and the development of the local workforce is necessary to ensure that
residents are trained in the fields that align with the Town’s established and emerging business
sectors, including agriculture, aquaculture, health care, renewable energy, tourism, and light
industrial, retail/service-based, and the maritime-related industry. The difficulty in finding skilled
workers makes Southold Town a less desirable place to start or relocate a business. Moreover, the
aging workforce within Southold Town raises concerns as to what will happen when veteran
workers retire. When This potential scenario, coupled combined with the desire need to reverse
the area’s “brain drain,”, could be addressed with an improved job-training and workforce
development program that would assist with the provision of stable and sustainable employment
opportunities for the diverse base of current and future residents of the Town.
Program curriculum should focus on bolstering skill sets within both the established industries
within the Town, as well as the up-and-coming industries that interest the next generation is
interested in. These include agriculture, aquaculture, health care, renewable energy, tourism, light
industrial, retail/service-based (especially on Fishers Island, where service-based businesses such
as housekeeping, caretaking, and catering comprise the strongest industry), and the maritime-
related industry. In addition, it is recommended that the program include a branch specific to job
placement for high school and college students, with the aim at to increaseing the number of
employment opportunities for the youthyoung people in the Town of Southold. Such program
curriculum – for both adults and students – should include those aimed at both blue-collar and
white-collar employment opportunities. Coordination with officials from the Village of Greenport
would strengthen these partnerships.
Responsible Parties: Southold Town Economic Development Committee.
Possible Partnerships: Local school districts, Village of Greenport, Dowling College, St. Joseph’s
College, Stony Brook University, Suffolk County Community College, University of Connecticut,
Cornell Cooperative Extension, Eastern Suffolk BOCES, Brookhaven National Lab, Renewable
Energy Long Island, Suffolk County Department of Economic Development and Workforce
Housing, Suffolk County Department of Labor, New York State Department of Labor.
4. Support local business through the creation of a Business and
Entrepreneurship Center.
There is a need for a place that interested persons and existing businesses could go for guidance
in starting/expanding their business in Ttown. A Business and Entrepreneurship Center would
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serve these needs through by assisting local entrepreneurs and small- business owneres with
successful marketing tactics, business plan preparation, funding sources, incentives, and finding
available property in the Town – all of the resources that small businesses require, but have
difficulty attaining obtaining on their own.
In addition, the Town should explore whether such a Ccenter could be coupled with a business
incubator, which would allow new businesses and entrepreneurs to share the costs of space and
services. Coordination with officials from the Village of Greenport would strengthen the
formation of such a Ccenter.
Such a Ccenter could also serve as a central location to assist local residents and employers with
other resources pertinent to both finding employment and seeking qualified employees. This
would serve to assist seasonal workers, seniors re-entering the workforce, and the youth, among
othersyoung people. Furthermore, the Ccenter could serve as a location for future job fairs,
conferences, and/or seminars dedicated to growing the local employment base.
A Business and Entrepreneurship Center would likely be most efficient by taking the form of a
satellite center of another similar and established Ccenter on Long Island. When examining a
location in Townfor the center, it is suggested that the Town consider historic preservation,
renovation, adaptive reuse of an existing structure, or sharing space with an existing or vacant
community building, such as the Peconic School or the Human Resource Center.
a. Continue to coordinate with Southold Youth Bureau and local school
districts to create a program for high school students at the Business and
Entrepreneurship Center for high school students.
Once the Business and Entrepreneurship Center is established, a program specific to the needs
and interests of local high school students should be created. Such a program would teach
local high schoolthe students about entrepreneurship and business planning, as well as
provideing mentorship opportunities. This would generate interest amongattract students to
learn about the businesses in what the Ttown has to offer, as well as fostering additional
employment opportunities for the youth in the Townthem. Such a program has the potential
could aidto assist in reversing the “brain- drain effect” through by attracting recent college
graduates and young professionals back into the Town’s diverse workforce.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board.
Possible Partnerships: Local school districts, Southold Youth Bureau, Southold Business Alliance,
Village of Greenport, Mattituck Chamber of Commerce, North Fork Chamber of Commerce,
Chamber of Commerce of Eastern Connecticut, Island Community Board (Fishers Island), an
existing Small Business Development Center such as the one at Stony Brook University or
Dowling College, Suffolk County Department of Labor, Suffolk County Industrial Development
Agency, Suffolk County Department of Economic Development and Workforce Housing, New
York State Department of Labor, United States Small Business Administration.
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5. Add low-impact commercial uses to the parcels fronting the Village Green on
Fishers Island to provide increased opportunities for needed goods and
services, and business opportunities and jobs for local residents.
Fishers Island has two “downtown” hamlet centers – one at the area surrounding the ferry
terminal, and the other along the Village Green. According to island residents, Fishers Island’s
Village Green—home to the Post Office, Fire Department, liquor store, Beach Plum, and several
seasonal shops— is losing commercial space to residential use in the Village Green – home to the
Post Office, Fire Department, liquor store, Beach Plum, and several seasonal shops. In addition,
the News Café and the Ferguson Museum are located just south of the Village Green, making it
an appropriate location for the provision of future retail goods and services that support Island
residents.
Over the past few years, several businesses located along or proximate to the Village Green have
been sold and converted to residential units. Others have sold their businesses but remained in
their homes, in essence converting the unit to one that is strictly residential in use. In an effort to
retain the hub of commercial activity along the Village Green, the Town should rezone examine
and amend the zoning for permitted uses in this part of the Island area to ensure that theis
downtown setting remains viable into the future as a location for the provision of retail goods and
services that support Island residents.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Planning Board, Southold Town Board, Island Community Board (Fishers Island).
Possible Partnerships: N/A
6. Work with the local chambers of commerce to develop additional incentives
and programs to increase membership and active involvement of local
businesses.
There exist many opportunities to members of the lLocal chambers of commerce, offer members
numerous opportunities and activities including networking, advertising, and marketing;, member-
to-member discounts;, workshops;, guest speakers;, community events;, and for members of the
Chamber of Commerce of Eastern Connecticut –, access to health care. Membership within the
North Fork Chamber of Commerce provides memberstranslates into an automatic membership
within the North Fork Promotion Council, which provides additional advertising and marketing
to local businesses. All member businesses – both on mainland Southold and on Fishers Island –
should continue to be informed of available benefits, and encouraged to take full advantage of
such resources.
While the local chambers provide an important role in the Town’s economy, continued efforts
should be made to encourage stronger participation and community outreach. The Town should
work in concert with the local chambers to develop additional incentives aimed at increasing
membership and active involvement.
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7. Continue supporting business-education partnerships such as vocational
training, job-shadowing programs, internships, and other mentoring
programs focused on the targeted sectors of agriculture, aquaculture, health
care, renewable energy, tourism, light industrial, retail/service-based, and
the maritime-related industries through a partnership between the Southold
Youth Bureau and local school districts.
The three mainland high schools have formed a Business Advisory Board that works with local
businesses to provide students with career education. In addition to its partnership with Eastern
Suffolk BOCES, these programs allow students additional opportunities to explore careers that
interest them through a variety of programs. The Southold Youth Bureau should continue to work
with both mainland and Fishers Island the local schools – both mainland and Fishers Island – to
encourage additional public-private partnerships with town businesses in Town. The local schools
should work to boost student participation through by increasing the number and type of
opportunities being offered, e.g., including educational and training programs that appeal to the
next generation within the targeted industry sectors of agriculture, aquaculture, health care,
renewable energy, tourism, light industrial, retail/service-based (especially on Fishers Island, where
service-based businesses such as housekeeping, caretaking and catering comprise the strongest
industry), and the maritime-related industries. Targeted businesses should include the largest
employers, in addition to local farms, fishing industries, marinas, wineries, and/or hospitality,
restaurants, banks, auto-motive repair, electricians, plumbers, HVAC technicians, and other
service-based establishments in Southold Town and Greenport Village. This will ensure increase
the likelihood that high school graduates possess the skills of high school graduates meet the
neededs by of the large employers and prominent industries in Ttown, while and that they
considerfostering interest in returning to Southold upon graduationg from college.
In addition to short-term job- shadowing programs, shortyear- and multi-yearlonglong-term
employment opportunities that match student interests with employer’s needs should be explored
that match student interests with employer’s needs. Year-round and summer job opportunities
should be surveyed within the community and then posted within the Guidance Office at each of
the four high schools. In turn, tThis could in turn foster additional employment opportunities –
within a variety of local industries – for the youth in the Town of Southold Town, and may help
to reverse the “brain- drain effect,” giving students another reason to consider coming back to
their hometown after graduation.
Responsible Parties: Southold Town Economic Development Committee, Southold Youth
Bureau, Island Community Board (Fishers Island).
Possible Partnerships: Local school districts, Youth Advisory Council, Business Advisory Board,
Village of Greenport, Chamber of Commerce of Eastern Connecticut, Mattituck Chamber of
Commerce, North Fork Chamber of Commerce, Suffolk County Department of Labor, Suffolk
County Department of Economic Development and Workforce Housing, New York State
Education Department, New York State Department of Labor, Eastern Suffolk BOCES, Cornell
Cooperative Extension.
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8. Seek to reverse the “brain drain” through the attraction and retention of
recent college graduates and young professionals to the Town’s diverse
workforce.
On the wholeOverall, the median age of residents of the Town of Southold Town are 10 years
much older than those the residents of Suffolk County, according to the 2010 U.S. Census, as
evidenced by a Town-wide median age that is nearly ten years older. The Town’s large senior
population and relatively small population of college-aged persons and young professionals have
resulted in the need for the Town to diversify their its population for a sustainable future.
a. Provide various job opportunities – including entry-level and professional
positions – that meet the needs of recent college graduates and young
professionals.
It is recommended that the Town of Southold Town partner with the Town of Riverhead and
the Village of Greenport to create a joint task force to find ways to create a significant number
of regional entry-level and professional jobs for recent graduates and young professionals.
The task force could survey local businesses – including large employers such as Eastern Long
Island Hospital, and Peconic Landing, and other businesses that cater to the Town’s aging
population, as well as local farms, fishing industries, marinas, wineries, and/or hospitality,
restaurants, banks, and other service-based establishments – about their upcoming
employment needs,, and then work with area colleges and universities – including, St. Joseph’s
College, Stony Brook University, Suffolk County Community College (as well as other
institutions further west), and University of Connecticut – to recruit graduates to the eEast
eEnd and to fill these positions. This should be revisited on an annual basis, to encourage a
constant influx of younger residents.
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b. Ensure an array of housing alternatives – including both affordable and
workforce options – that meet the needs of recent college graduates,
young professionals and other members of the Town’s diverse workforce.
A diverse housing stock – both affordable and workforce, rental and owner-occupied – is
demanded needed within all parts of Town. Recent college graduates, young professionals,
and young families have difficulty affording housing in Southold, which in part has resulted in
an invaluable loss of talent, diversity, and resources, as well as a much older population when
compared to other parts of Suffolk County.
In order tTo become more of a more live-work community (at the time of this analysis in 2011
55.8 percent% of residents lived and worked within the Town), the Town must provide
housing that accommodates those who wish to live there – especially recent college graduates
and young professionals. The 2005 Hamlet Study and the 2007-08 Hamlet Stakeholder
Initiatives identified providing affordable and diverse housing as a priority of the Town.
Public participation efforts suggested the need for additional affordable and workforce
housing in all parts of Town. To do this, the Town will continue to improve its zoning code
to provide more flexibility for the creation of affordable rentals and homes, especially in the
hamlet centers and HALO zones.
c. Create a set of incentives aimed at providing financial assistance for first-
time homebuyers.
In addition to the provision of affordable housing options, an alternative solution is to provide
incentives for recent college graduates, young families, and others members of the Town’s
diverse workforce to purchase a home in Southold Town. Such incentives could include
easing the tax burden through property tax credits and deductions, a reduced payment for
municipal services, legal counsel, and/or a reduction in assessment that would phase out over
a short period of time in exchange for collaborative volunteering efforts with various Ttown
committees and/or initiatives.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Housing Advisory Commission, Island Community Board (Fishers Island).
Possible Partnerships: Suffolk County Department of Economic Development and Workforce
Housing, New York State Division of Housing and Community Renewal, Walsh Park Benevolent
Association.
9. Ensure the provision of various housing options for the Town’s growing
senior population.
Southold is comprised of a much larger share of older residents than other parts of Suffolk County,
as evidenced by a Town-wide median age that is ten years older than the County. As the
population in the Town continues to age, resources geared toward a retired population, – namely
senior housing, – will be in demanded throughout the community.
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A diverse housing stock for senior residents – both rental and owner-occupied, affordable and
market-rate, as well as naturally occurring retirement communities – is demanded needed within
all parts of Town. Despite the recent construction of Peconic Landing and the operations of other
assisted- living communities and skilled nursing facilities that cater to the Town’s aging population,
there exists is an unmet need for senior housing, especially affordable options for active senior
residents. Many of the Town’s senior residents are moving to Riverhead and other places farther
west when because they are unable to find suitable housing that fits their needs in Southold. In
addition, residents of Fishers Island that were formerly provided with housing through their
employers, are being forced to leave the Island upon retirement, due to a lack of affordable
housing optionsthat can accommodate their budget.
The Town should work to ensure that such senior housing alternatives are provided throughout
the community. This can be done through the preservation and renovation, reuse or adaptive
reuse of historic and vacant structures, and the provision of incentives to property owners and
local developers who do so. Wherever possible, the Town should target new senior housing within
the hamlet centers and HALO zones.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Housing Advisory Commission, Southold Town Senior Services, Human Resource Center, Island
Community Board (Fishers Island).
Possible Partnerships: Suffolk County Department of Economic Development and Workforce
Housing, New York State Division of Housing and Community Renewal, Suffolk County Office
for the Aging, Walsh Park Benevolent Association.
10. Continue to support the arts industry through the provision of live/work
space in appropriate areas of the Town.
The arts are an invaluable part of the local economy. The visual arts, music, theatre, literature
and publishing all play a strong role in the history and tradition of the Town’s culture and local
economy. Artisans, gallery owners, actors, musicians, painters, instructors, and local craftsmen
are all part of the tourist attraction which contribute to the vibrant enliven hamlet centers and
enhance quality of life. The Town should ensure the provision of studio space and/or affordable
live/work spaces in appropriate areas of the Town. Such space could take the form of studios
located above other uses, or could be designated vacant buildings could be converted to studio
space and/or a business incubators for young artists in the community. This type of development
should be targeted to the Town’s hamlet centers to increase vitality and the overall strength of the
industry in Ttown.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Housing Advisory Commission, Southold Town Board, Island Community Board (Fishers
Island).
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Possible Partnerships: East End Arts Council, North Fork Promotion Council, Long Island
Convention & Visitors Bureau and Sports Commission, Suffolk County Office of Film and
Cultural Affairs, Suffolk County Department of Economic Development and Workforce
Housing, Lighthouse Works.
Goal 2
Promote economic development that ensures an adequate tax base, without
compromising the unique character of the Town.
Objectives:
1. Promote public-private partnerships and ways to improve the quality of life
for Ttown residents through all future development initiatives.
Public-private partnerships – orare agreements between a public agency and a private sector entity
– that can vastly revitalize a given communitiesy and their quality of life for its residents.
Oftentimes, such partnerships can provide an improved levels of service and quality of life, at
reduced costs to Ttown government. Successful partnerships can result in a greater level of public
safety, health, educational opportunityies, healthier residents, an enhanced transportation
optionsnetwork, infrastructure improvements, and community revitalizationed communities.
A good example of a small, but successful design-related public-private partnership in Southold
Town is the public square in between the municipal parking lot and the former Capital One Bank
building on Pike Street in Mattituck. This “pocket park” includes landscaping, sitting areas and
tables with built-in checker/chess boards. The Town should work with private developers to
ensure that these, and other features including landscaping, siteating areas, sidewalks, and/or
pedestrian access are worked into all future developments seeking to locate in Southold.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Architectural Review Committee, Southold Town Recreation Department, Southold Town
Planning Board, Southold Town Board.
Possible Partnerships: N/A
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2. Determine specific types of retail goods and services, if any, that should be
actively sought out through a series of public meetings held by Ttown
government. Differentiate these business sectors between those that can be
supported by a year-round population within mainland Southold and Fishers
Island.
A leakage analysis (see Appendix E5) was prepared that examines consumer spending habits and
compares them to with sales data of various goods and services to determine whether the demand
for various types of retail is met – both on a Ttown-wide basis, and also specifically on to Fishers
Island. The findings of the leakage analysis revealed that numerous retail goods and services are
unavailable or underrepresented within both mainland Southold and Fishers Island. However,
given Southold Town’s unique character, most of this underrepresentation is appropriate, –
particularly among that of larger retail stores and warehouse-type stores that can beare found in
abundance within a relatively short drive to Riverhead or elsewhere. Since the time of the leakage
analysis, completed in 2010, online retail stores and home delivery have become much more
common, making it convenient to purchase goods that might be otherwise unavailable in the
immediate area. There may be, however, a remaining unmet need for local goods and services that
can and should be supplied within Southold Town.
Moreover, while there are dozens of industries, e.g., pharmacies, electronics and appliance stores,
and family clothing stores with a strong demand on Fishers Island, and shown as missing on the
Island by the leakage analysis, very few of these industries are appropriate for the character of the
Island. Furthermore, most of these business sectors would not be able to sustain themselves year-
round on Fishers Island. Despite this, island residents indicate that there remains is a substantial
unmet demand for various goods and services among the Island’s year-round population.
In an effort to determine which of these business sectors should be pursued, it is recommended
that the Town hold a series of public meetings to gather input from the community. Only those
business sectors that are likely to be economically viable year-round and those that fit into the
community character of both mainland Southold and Fishers Island should be considered for
further business attraction efforts.
a. Create a series of tax, zoning, and infrastructure incentives to encourage
all new businesses to locate in the Town’s existing hamlet centers and use
existing buildings whenever possible.
In keeping with Southold’s unique character, it is recommended that all new businesses locate
in the designated hamlet centers. Not only will this increase the liveliness of Southold’s
downtowns, but it will help curb sprawl while and preserveing the open space that is so critical
in keeping withto the Town’s unique character.
In an effort to encourage that businesses to locate in the existing hamlet centers, it is
recommended that the Town create tax and zoning incentives that will be made available to
all businesses wishing to locate downtown, as well as to existing businesses to remain in the
hamlet centers. These tax incentives could include PILOT programs, municipal tax
Economic Development Southold Town Comprehensive Plan Update
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exemptions and abatements, expedited review process and waived fees, increased density,
coverage of chamber of commerce membership dues, infrastructure improvements, and other
incentives deemed appropriate by Ttown government. In addition, the Town should create
alternative incentives aimed at improving public infrastructure that will enhance local
businesses in downtown settings. Incentives such as municipal parking areas, pocket parks,
sidewalks, and/or the provision of siteating areas would greatly benefit the opportunities for
local businesses in Ttown. The Town should work with local realtors to ensure that this
information is made available to all businesses expressing interest in locating within the Town.
b. Encourage the attraction and retention of locally -owned businesses.
Southold has a distinct character, completely unlike all other places onon the rest of Long
Island. Southold’s is a quaint and charming small-tTown feel comporised of viable working
farmsland, scenic views, commercial nodes, residential neighborhoods, and over 160 miles of
shoreline. Many of the Town’s residents have lived in Southold their entire lifeves and take
great pride in their connection to their communities. Town residents have indicated that they
would rather shop at locally -owned stores owned by their neighbors and those they know and
trust, than at corporate franchises owned by those residing outside of the community. In an
effort to keep with this character and the strong neighborhood ties, in addition to while also
keeping revenue streams within the community, it is recommended that Ttown government
seek to encourage the location of additional locally -owned, “Mom & Pop” establishments
during business attraction efforts. This can be done though offering similar incentives to those
described in Objective 2-2a., above.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Planning Board, Southold Town Board.
Possible Partnerships: Mattituck Chamber of Commerce, North Fork Chamber of Commerce,
Chamber of Commerce of Eastern Connecticut, Island Community Board (Fishers Island),
Suffolk County Department of Economic Development and Workforce Housing.
3. Encourage a cluster of light industrial uses at the area surrounding the North
Fork Industrial Park and the Cutchogue Business Center, within the
boundaries of existing zoning.
The area surrounding the North Fork Industrial Park and the Cutchogue Business Center – north
of County Route 48 along Depot Lane and Cox Lane – is an industrial “hub”, that is home to
many successful area manufacturing and production businesses. Theis hub has the potential to be
a center of industrial activity in Cutchogue, due to its strategic location off of Route 48, attractive
design, and diverse tenants. The North Fork Industrial Park has not yet been built -out to its
potential, but is an ideal location for new industry relatedpertaining to the production and
manufacturing of goods, – especially appropriate businesses and complementary uses focused on
the targeted sectors of agriculture, aquaculture, health care, renewable energy, tourism, light
industrial, retail/service-based, and maritime-related industries.
Economic Development Southold Town Comprehensive Plan Update
14
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board.
Possible Partnerships: Suffolk County Department of Labor, Suffolk County Department of
Economic Development and Workforce Housing, Suffolk County Industrial Development
Agency.
4. Expand and improve infrastructure as appropriate, to serve existing
businesses and accommodate new growth.
The 2005 Hamlet Study and the 2007-08 Hamlet Stakeholder Initiatives identified the need to
improve various components of the Town’s infrastructure, be it access, stormwater drainage,
pedestrian resources, and walkable hamlet centers, bicycle paths, and/or an improved public
transportation system. Public participation efforts confirmed the need for these infrastructure
improvements throughout the Town to better accommodate hamlet center growth and improve
circulation for both residents and tourists. The Town should work with Suffolk County and New
York State Department of Transportation to implement recommended action items outlined in
these previous studies.
a. As commercial/industrial development occurs in conformance with
Ttown zoning, maintain and provide infrastructure in a manner that
supports the planned non-residential growth of the Town.
Non-residential growth is needed to maintain economic stability through taxation of uses that
create less of a burden on community services, particularly the school districts. The Town’s
zoning encourages responsible commercial growth in hamlet center areas and limited
commercial and industrial growth in areas proximate to major roads. Support for appropriate
growth may be needed as land use proceeds in conformance with the Town’s Comprehensive
Plan. This could come in the form of promoting municipal parking, sidewalk and pedestrian
safety initiatives, appropriate access to public water, Ttown road maintenance, and related
infrastructure improvements. Further assistance can be provided by facilitating regulatory
programs that support appropriate commercial/industrial growth through zoning, land use
incentives, community development activities, and related programs.
b. Explore measures associated with increasing the provision of shared
services with neighboring jurisdictions as well as businesses within the
Town, where available.
The sharing of services is a useful, yet often overlooked tool aimed at increasing the efficiency
and effectiveness of municipalities and businesses alike. The sharing of services is already
underway in Town, with a prime example being the sharing of police protection between
Southold Town and the Village of Greenport. A greater level of inter-agency cooperation
would serve to stabilize various components of Ttown government, while saving taxpayer
dollars and securing the Town’s economic future. Under such an agreement, funding, and
resources of a given service – including snow removal, code enforcement, trash collection,
Economic Development Southold Town Comprehensive Plan Update
15
controlling storm water runoff, the provision of water and/or sewer services, and maintenance
of parks and athletic fields, among others – is shared between two or more parties.
A possible sharing of services could involve the provision of sewer in parts of the Town in
close proximity tonear the Village of Greenport’s boundaries. The Village’s sewer system is
the only one in the immediate area, and though operating at only half capacity, it does reach
beyond the Village boundaries. It is inappropriate and unrealistic to extend such sewer service
throughout the entire Town, given the its rural character and the associated expensescost, –
both environmental and economic – associated with doing so. However, the Town should
explore ways to partner with the Village during their its current upgradeing process. In turn,
this would allow for increased economic development opportunities – specifically associated
with the attraction and/or expansion of key industries in various parts of Town.
Other opportunities for shared services should be evaluated with the Village of Greenport,
Riverhead Town, the local school districts, Eastern Long Island Hospital, and other large
employers and organizations on the eEast eEnd.
c. Explore the possibility of developing a commuter boat for Fishers Island
residents.
Transportation is crucial to economic development on Fishers Island. While the Fishers
Island fFerry provides transportation to and from the Island and New London, Connecticut,
but the ferrythis service tends to cater more toward those who do not reside on Island. In
addition, this service does not offer a direct route to mainland Southold. Beyond the Fishers
Island fFerry, options for residents’ access to and from Fishers Island are limited. A commuter
boat would present vast opportunities for mainland residents to quickly and directly commute
to Fishers Island, and vice versa. This would improve the relationship between mainland
Town and Fishers Island, while increasing employment, shopping, dining, and other
opportunities that are currently not aseasily accessible to Ttown residents.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Highway Department, Southold Town Transportation Commission, Southold Town Storm Water
Run-Off Committee, Southold Town Parks, Beaches and Recreation Committee, Southold Town
Department of Community Development, Southold Town Planning Board, Southold Town
Board, Island Community Board (Fishers Island), Fishers Island Ferry District.
Possible Partnerships: Village of Greenport, Riverhead Town, Suffolk County Department of
Economic Development and Workforce Housing, Suffolk County Industrial Development
Agency, Suffolk County Transit, Metropolitan Transportation Authority, New York State
Department of Transportation, New York State Office of Parks, Recreation and Historic
Preservation.
Economic Development Southold Town Comprehensive Plan Update
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5. Collaborate with other departments and regulatory agencies in the Town to
increase the efficiency of the regulatory and enforcement process, including
updating the Town Code to reflect the most current land use goals.
A more efficient regulatory process would create an incentivize for local businesses to expand
their operations. A streamlined and efficient regulatory processIt would also encourage new
business to locate in Southold, providing additional employment opportunities for current and
future residents of the Town.. In addition, a more efficient enforcement process would contribute
to the economic well-being of local businesses in Town. As such, it is recommended that Southold
Town government work to improve the regulatory process to achieve the same goals in an efficient
manner.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Architectural Review Committee, Southold Town Building Department, Southold Town Land
Preservation Committee, Southold Town Board, Southold Town Planning Board, Southold Town
Zoning Board of Appeals, Southold Town Board of Trustees, Island Community Board (Fishers
Island).
Possible Partnerships: Mattituck Chamber of Commerce; North Fork Chamber of Commerce,
Chamber of Commerce of Eastern Connecticut, Suffolk County Department of Health Services,
Suffolk County Department of Public Works, New York State Department of Environmental
Conservation, New York State Department of Transportation, .
6. Create a set of architectural, landscape and site design standards that
reinforce the Town’s distinct character. Apply these standards to all new
construction and redevelopment projects through the Town’s regulatory
process.
Appropriate standards allow the Town to shape how a given piece of property is developed, what
its looks like, and how it will affectimpact the quality of life of nearby businesses and residences.
Design standards offer the Town the ability to assist with the development of attractive buildings,
encourage compatibility of building design, increase the streetscape and the overall pedestrian
experience, encourage additional investment among existing and potential new business, all while
striving to maintain the distinct character of each hamlet center. A set of standards should be
created that address street lighting, signage, streetscaping, colors, pedestrian access, parking, and
building materials that reinforce the Town’s distinct and rural character. These standards should
focus on and complement the unique cultural, recreational, and historic resources found within
Southold’s communities.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Architectural Review Committee, Southold Town Planning Board, Southold Town Board.
Possible Partnerships: N/A
Economic Development Southold Town Comprehensive Plan Update
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7. Update the Bbuildo Out Aanalysis every five (5) years to track the
relationship of existing zoning as related to development and the Town’s tax
base, thus allowing the Town to evaluate if whether the zoning supports the
goals of viable downtowns and a sustainable tax base while retaining the
character of the Town.
The Bbuildo Out analysis, found in the Chapter 3, “Land Use & Zoning,”Chapter of this plan,
provides a valuable tool to determine the relationship between development potential and existing
development on a zoning district basis. Tracking the status of each zoning district and the
potential for development in the Town at five (5-) year increments would provide insight into the
appropriateness of existing zoning, the need for investment in the purchase of development rights
and/or acquisition, and would allow the Town to make adjustments in programs as needed, based
on the status. More details about the buildout analysis are in Chapter 3,the “Land Use &
Zoning.”chapter of this plan. In addition, a Tax Base Analysis should be conducted prior to any
major changes to commercial zoning districts to ensure a sustainable tax base will be maintained.
Responsible Parties: Southold Town Board, Southold Town Planning Board, Southold Town
Zoning Board of Appeals.
Possible Partnerships: N/A
8. Provide findings from the Bbuildo Out Aanalysis to each of the local school
districts so that they may accommodate for such findings in future district
planning efforts.
School districts can utilize information from the Comprehensive Plan Update to factor into their
long-range planning efforts. Anticipating Estimating potential tax revenue and potential school
children generated from future development is important for use infor the purpose of planning to
accommodate anticipated growth.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board.
Possible Partnerships: Local school districts.
9. Strive to maintain and create a healthy environment with a dedication to
environmental sustainability through encouraging renewable energy sources
and green business practices through Ttown government.
Environmental sustainability strives to meet the needs of today’s residents without compromising
the needs of future residents. Now more than ever, environmental sustainability is a necessity for
the future of Southold.
Over the past few years, Southold has witnessed an increase in renewable energy sources and green
business practices, such as biodiesel in home heating. Town residents’ desire for renewable energy
Economic Development Southold Town Comprehensive Plan Update
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sources including wind, solar, and others natural-powered efforts in Town is increasing, in part to
help off-set the rising costs of energy. As such, the Town should continue to facilitate renewable
energy infrastructure and promote the use of renewable energy among businesses and households
in Southold.
a. Mandate that all new Town-owned buildings be developed under LEED
guidelines.
Leadership in Energy and Environmental Design (LEED) is an internationally recognized
green building certification system that verifies that a building is designed, built/retrofitted,
operates and maintained using strategies aimed at increasing energy savings, water efficiency,
and indoor environmental quality, while reducing carbon dioxide emissions, and improving
stewardship of resources and sensitivity to their impacts. Such buildings are designed to lower
operating costs and increase asset value, reduce waste sent to landfills, conserve energy and
water, be healthier and safer for occupants, reduce harmful greenhouse gas emissions, qualify
for tax rebates, zoning allowances and other incentives, and demonstrate an owner’s
commitment to environmental stewardship and social responsibility.1 In an effort to set an
example for environmentally -responsible development, the Town should mandate that all
new Town-owned buildings be developed under LEED guidelines, and strive for certification
whenever possible.
b. Create a range of incentives for commitment of renewable energy sources.
In an effort to further the Town’s commitment to renewable energy sources, it is
recommended that the Town create a range of incentives for household and commercial use.
These incentives could include municipal tax abatements, infrastructure improvements, tax
credits for the purchase of energy-efficient products and installation of solar and/or wind-
powered energy suppliers, as well as the creation of an annual Town-sponsored program to
pick up and recycle old appliances.
In addition, the Town should work with Long Island Power Authority (LIPA), Fishers Island
Utility Company, and other energy suppliers and hold an annual seminar, stressing the
importance of renewable energy, and providing technical guidance on successful conversion
practices, as well as efficiency measures and incentives available to residential and commercial
buildings.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Building Department, Southold Town Agricultural Advisory Committee, Southold Town
Renewable and Alternative Energy Committee, Southold Town Conservation Advisory Council,
Southold Town Board.
Possible Partnerships: Long Island Power Authority, Fishers Island Utility Company, New York
State Energy Research and Development Authority, New York State Department of
Environmental Conservation, United States Green Building Council.
1 United States Green Building Council
Economic Development Southold Town Comprehensive Plan Update
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Goal 3
Preserve and improve the vitality of each of the Town’s hamlet centers and
HALO zones as walkable local business districts.
Objectives:
1. Target new residential and commercial development to the Town’s hamlet
centers and HALO zones, and encourage infill development, historic
preservation, renovation, and adaptive reuse, where possible. Provide
incentives for new development and/or business relocation for the reuse and
adaptive reuse of existing structures within the Town’s hamlet centers and
HALO zones.
New residential and appropriate commercial development should be targeted to each of the
Town’s hamlet centers and/or the surrounding HALO zones in an effort to curb sprawl, and
preserve the rural character and valuable open space in other parts of Town. The HALO zones
were identified as areas for growth that are based on smart-growth principles – to promote
walkability, provide a range of housing opportunities, foster attractive communities with a sense
of place, and integrate a mix of land uses, among others. Through the careful placement of new
residential and commercial development, the Town will assist in curbing sprawl while increasing
the liveliness of their downtown centers and preserving the rural character of the Town.
Public participation efforts pointed to the need for the Town to examine ways to reuse existing
vacant and/or historic structures instead of building new. Where practicable, the Town should
encourage new development to locate in existing vacant or underutilized structures/parcels within
the Town’s hamlet centers and HALO zones. Incentives to do so could range from chamber
membership and short-term tax breaks, to discounted impact fees and expedited permitting,
municipal parking areas, pocket parks, sidewalks and siteating areas, to tax credits and PILOT
agreements, among others.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Housing Advisory Commission, Southold Town Board, Southold Town Planning Board, Island
Community Board (Fishers Island).
Possible Partnerships: Southold Town Historic Preservation Commission, Suffolk County
Department of Economic Development and Workforce Housing.
Economic Development Southold Town Comprehensive Plan Update
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2. Prepare a list of priority development sites – specifically within the Town’s
hamlet centers and HALO zones – that qualify for expedited permitting,
funding, and incentives.
The Town should prepare a list of available properties to encourage the location of future
businesses within existing structures and/or vacant land within the Town. This list should include
the acreage of the parcel, the size of the building where applicable, current land use, zoning,
available infrastructure, estimated taxes, and other pertinent information. This list should include
both vacant lands as well as vacant buildings in the each of the Town’s hamlet centers and HALO
zones to encourage adaptive reuse, historic preservation, renovation, and infill development while
avoiding the potential for retail sprawl. This list should also include a list of priority development
sites that qualify for expedited permitting, funding, and incentives. Once the list is prepared, the
Town should share with local real estate agencies and partner with them to encourage
development at these sites. It is further recommended that the Town revisit the list on an annual
basis and revise as necessary to accommodate future change.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board,
Southold Town Planning Board, Island Community Board (Fishers Island).
Possible Partnerships: Mattituck Chamber of Commerce, North Fork Chamber of Commerce,
Chamber of Commerce of Eastern Connecticut, local realtors, local trade organizations.
3. Explore ways to overcome the obstacle of limited sanitary flow credits on
individual parcels, in an effort to help businesses and landowners in hamlet
centers expand or add accessory apartments.
Suffolk County Department of Health Services (SCDHS) limits the volume of sanitary waste
discharged on a given sized parcel of land to 600 gpd/acre (Groundwater Management Zone IV),
provided public water is available. SCDHS will permit transfer of sanitary credits that result in no
more than double the allowable sanitary flow density, subject to approval of the Board of Review.
The Town Code allows this transfer only for housing that meets the Town’s guidelines for
affordable, and not for an existing business to expand (for example, a restaurant wanting to add
more seats). Due to the small size of many downtown parcels, even with double the density they
may not be able to meet the flow requirement to add an apartment. With the advent of innovative
alternative on-site wastewater treatments systems (I/A OWTS) becoming acceptable to the
SCDHS, there may be opportunities in the future to provide some limited expansion of the
amount of density on a parcel for the purposes of providing affordable rentals over commercial
uses in the downtown. There may also be an opportunity for existing businesses to be able to
expand using these systems,; however, in addition to the County allowing it, the Town Code would
have to be amended also.
a. Commission a sanitary flow analysis for each hamlet center to determine
the future potential of sanitary flow credits available in each hamlet.
Economic Development Southold Town Comprehensive Plan Update
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SCDHS requires that an overall groundwater management plan determine the allowable flow
and flow that could be achieved based on transfer of sanitary credits, provided that no
significant groundwater impacts would result from the increased density in hamlet to which
sanitary flow is transferred. A sanitary flow analysis would determine if sanitary flow credits
are available within the hamlet, or if transfer from another part of Town would be needed to
increase density. Town flow credits or transfer of flow could be used to increase seats in a
restaurant, or add an accessory apartment above a store. This would provide economic
stability and growth potential for businesses and landowners, and would provide an
opportunity for needed alternative housing options for the Town’s diverse workforce.
b. Work with Suffolk County Department of Health Services to allow
available sanitary flow credits to be transferred over property lines within
a hamlet center.
SCDHS regulates transfer of sanitary flow credits. Once a sanitary flow analysis is prepared
for each hamlet, coordination with SCDHS would assist in determining what transfer of
credits may be possible between parcels within the hamlet center. When analyzing the
potential for such transfer of credits, it is important to remain sensitive to communities with
fragile groundwater systems; the use of I/A OWTS would be useful in achieving this goal.
This would facilitate the overall objective of allowing businesses and landowners to expand
business and housing opportunities in a manner that would benefit the community through
hamlet growth. Such benefits – includeing additional jobs, tax revenue, shopping
opportunities, business critical mass, and hamlet vitality – as well as needed alternative housing
options for the Town’s diverse workforce – including smaller accessory apartments providing
more affordable housing, “eyes” on the community, and consumer demand within the
hamlets, among other economic development benefits.
c. Revise Town Code Section 117 Transfer of Development Rights, to allow
for commercial uses in hamlet centers to purchase sanitary flow credits
from the Town’s bank.
Section 117 in the Town Code provides a means for the Town to “bank” sanitary flow credits
from acquired lands. Recognizing that expansion of business opportunities within the hamlets
has community benefits (as outlined in Objective 3-3b., above), the Town should consider
amendment of Section 117 to allow commercial uses to purchase credits from the Town for
business expansion. This would provide revenue back to the Town to fund further open space
acquisition, and would advance planning goals of facilitating business growth to achieve
economic vitality in the hamlet centers.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board,
Island Community Board (Fishers Island).
Possible Partnerships: Southold Town Housing Advisory Commission, Suffolk County
Department of Health Services.
Economic Development Southold Town Comprehensive Plan Update
22
4. Evaluate and update commercial zoning district uses and locations in each
hamlet to ensure downtowns remain vibrant, and the uses are consistent with
the community character of individual hamlets.
The Town seeks to maintain existing hamlet centers and has taken many initiatives toward
strengthening the hamlets by defining these areas and their associated HALO zones through the
2005 hHamlet sStudy, which involved significant stakeholder input. A Rreview of hamlet areas
foundfinds that in some cases there still may be potential for “retail sprawl”, which is
counterproductive to this objective. In Mattituck, it was noted that B business zoning on the
western New York State Route 25 approach to the hamlet center allowed general business use,
which would potentially detract from the hamlet. Consequently, the elimination of retail sales and
restaurant use from this area were considered to be more consistent with the goals/objectives
oftoward strengthening the hamlet center. Similarly, some areas of industrial zoning were found
to be antiquated and warranted consideration of zoning and uses more appropriate to the hamlet
was warranted. Review of existing Ttown zoning maps finds that the area east of Cutchogue on
State Route 25, and the area north of Southold on Suffolk County RouteCR 48 both have
moderately large areas of B zoning that should be reviewed to ensure that the business growth
would not detract from these two hamlet centers.
a. Consider expanding the types of commercial and industrial zoning
districts (and/or allowable or special permit uses), to more specifically
tailor the types of businesses to particular areas of the Town, within and
outside of the hamlets.
In Mattituck, it was noted that retail and restaurants may not be appropriate for the B business
zone. Furthermore, it was noted that a modified B zone for neighborhood-type uses may be
appropriate to apply to certain areas where retail and service uses are appropriate, but a
residential character is more in keeping with surrounding areas. This would take the form of
the RO zone, but with more allowable uses. Finally, it was determined that certain industries
would benefit from the ability to sell products manufactured on site, either by allowing this
through zoning or special permit. These types of zoning districts should be considered on a
Ttown-wide basis in order to provide a wider range of commercial/industrial districts to fit
the needs of certain areas of the Town.
b. Promote a blend of commercial and residential use in the HB zoning
district; all residential use would create a school district deficit in
educating the children that would result from an all residential scenario,
and would also result in a loss of business use in the hamlets within a
zoning district specifically created for hamlet businesses.
The HB zone is one of the Town’s zoning districts that allow both residential and commercial
use. The HB is the key hamlet center zoning district that promotes business uses in a manner
that adds vitality and a mix of retail use in downtown areas. If HB zoning became all
residential, it would detract from the critical mass of business activity that defines the hamlets.
In addition, such an outcome would add school children and would not achieve a tax positive
Economic Development Southold Town Comprehensive Plan Update
23
situation for school districts. Consideration should be given to promoting residential use
above retail stores where sanitary allowable flow and/or transfer of sanitary credit (within
Town only) would allow the requisite density of uses. Business incentives should be used to
attract new business to hamlet centers, and overall, a mix of business and residential, favoring
business over residential should be achieved.
c. Maintain the existing acreages of commercial/industrial land available for
development to support the tax base, consumer needs and employment.
Adjust more specific areas of the Town with respect to
commercial/industrial districts as needed to ensure land use
compatibility, while maintaining a net balance of commercial/industrial
use potential.
The Ttown zoning maps provide a basis for sound commercial and industrial growth planning
in the Town. Review of the zoning maps finds that Marine districts are appropriately located
in areas that would promote water dependent and water-enhanced uses. HB zoning is used in
hamlet centers, and B business zoning appears in specific locations as appropriate based on
transportation access or existing uses. Limited business (LB) is used in targeted areas where
appropriate to allow responsible, limited business activity. Residence Office (RO) is targeted
for areas on the outskirts of hamlets where there are existing residential and office uses, and
further RO activity is appropriate.
The Light Industrial (LI) and Light Industrial/Office (LIO) zones are applied to existing uses
where appropriate or are located along transportation corridors (Mattituck on County Route
48; north of Cutchogue on County Route 48 and west of Greenport on State Route 25) and
railroad access locations (Mattituck, Peconic, Southold, and west of Greenport). Large,
potential growth areas are situated around the Ttown solid waste management facilities and
along State Route 25 west of Greenport. Commercial and industrial land use must also be
carefully situated in order to not cause land use compatibility issues between adjoining uses
and/or create traffic congestion.
These commercial/industrial zoned areas are dispersed throughout the Town in a manner that
recognizes the importance of hamlet centers and provides for existing and potential businesses
commensurate with Town needs from the business and tax revenue perspectives, while
maintaining defined hamlet centers and overall quality of life. As a result, few changes are
found to be necessary other than those noted in objectives 4 and 4a. It is, however,
recommended that the existing acreage of commercial/industrial land be maintained and not
reduced, recognizing that minor shifts in types and allowed uses in business zoning districts
may be appropriate as noted under other objectives.
d. Consider further definition of uses that would likely be successful in
fulfilling community needs in order to encourage these uses and provide
an optimum mix of land uses toward maintaining the vitality of the hamlet
centers.
Economic Development Southold Town Comprehensive Plan Update
24
This chapter includes is informed by an economic study component referred to as a “leakage
analysis” (see Appendix E5), which examines consumer spending habits and available goods
and services to determine what demand is met or unmet on a Ttown-wide basis. There are
demands for local goods and services that can and should be supplied locally. Some “leakage”
is appropriate, for example, that of particularly larger retail store type sales that can be
accommodated in Riverhead, since the Town of Southold Town is not appropriate for these
types of retail facilities. The leakage analysis prepared for the Comprehensive Plan Update
provides a valuable tool which that enables the Town, chambers of commerce, or individual
landowners, investors, and entrepreneurs to identify the types of goods and services that would
have the greatest likelihood of success. The existing “business inventory,”, in Appendix C5,
identifies the existing uses within the Town. Comparison of the leakage analysis and business
inventory yields information that can be evaluated on a hamlet- by- hamlet basis to further
determine supplemental businesses to fulfill unmet demand. Note that the inventory and types
of “leakage” including the role played by online retailers are constantly shifting and should be
updated just prior to this evaluation taking placebeing performed. Also the role of online
retailers is changing quickly and must also be taken into account.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Board,
Southold Town Planning Board, Southold Town Zoning Board of Appeals, Island Community
Board (Fishers Island).
Possible Partnerships: Suffolk County Industrial Development Agency, Mattituck Chamber of
Commerce, North Fork Chamber of Commerce, Chamber of Commerce of Eastern Connecticut,
private landowners, investors, entrepreneurs.
Goal 4
Preserve and encourage industries that support existing and future agriculture
and aquaculture uses.
Objectives:
1. Promote an affordable farmland program to bring new farmers to Southold.
The lack of affordable farmland is the primary issue associated with increasing the agricultural
business and bringing new farmers to Ttown. Affordable farmland is necessary to bring the next
generation of farmers to Southold, as well as to encourage the diversity for crops that otherwise
wouldn’t be infeasible for a young or second-career farmer. One way to overcome this is through
the development of an affordable farmland program.
Peconic Land Trust initiated an “incubator farm” program, where a large plot of land is split; an
established commercial farming business leases the majority of the land, and several young and
second-career farmers each lease a small one- to three-acre plot. This “incubator” program is
beneficial in that it allows young farmers the resources they need – a plot of land, utilities, and
Economic Development Southold Town Comprehensive Plan Update
25
other shared resources including knowledge from an established farmer on the premises – without
having to take out a mortgage.
It is recommended that the Town work with the Peconic Land Trust and the Long Island Farm
Bureau and decide whether to partner with Peconic Land Trust and expand the existing incubator
program, or pursue the creation of a similar type of program – whether it be replicating such an
incubator farm, or through the creation of a land bank or the leasing of land – to be run by Ttown
government.
In addition to incubator farms, farmland can be made more affordable by narrowing the potential
future uses. For example, the Town could pay an extra premium to preserve some farmland
specifically for growing food crops, and in turn, that farmland would be more affordable for a
farmer who wants to grow food crops.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Land Preservation Committee/Department,
Southold Town Conservation Advisory Council.
Possible Partnerships: Peconic Land Trust, Long Island Farm Bureau, Long Island Wine Council,
Cornell Cooperative Extension, Farm Credit East – Riverhead Branch.
2. Work with the Long Island Farm Bureau, Peconic Land Trust and Cornell
Cooperative Extension to create community seminars and events focused on
prominent issues including how to start up a small agricultural business, and
where to go for help, as well as or find available resources and land.
The demand for local produce is high. To cater to the growing demand for small agricultural
businesses and to increase the supply of local goods, the Town is encouraged to work with the
Long Island Farm Bureau to create seminars and events on how to start up a small farm, where
to go for help or, find resources, available land, and the like. The Town should promote the
resources available with the Long Island Farm Bureau and Peconic Land Trust, including the
ability to match prospective farmers with available farmland, technical assistance, and funding
wherever possible.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Land Preservation Committee/Department,
Southold Town Conservation Advisory Council.
Possible Partnerships: Long Island Farm Bureau, Cornell Cooperative Extension, Peconic Land
Trust, Long Island Wine Council, Farm Credit East – Riverhead Branch, New York State
Department of Agriculture and Markets.
3. Consider revising the Town Code to bring back the “set-off,”, and allow local
farmers to subdivide their property by splitting off just one lot.
Economic Development Southold Town Comprehensive Plan Update
26
For many years, the Town Code allowed local farmers to subdivide their property by splitting off
one lot for the purpose of providing a house lot for a family member or selling one lot to earn
extra income. This policy allowed for financial assistance to many traditional farm families to
avoid higher cost alternatives for housing. Unfortunately, the practice was found to not be meeting
its original goalThis policy was over-used, and was consequently removed from the Town Code.
Housing for farm families, however, this is still a pressing need among farmers, and it is
recommended that the program is be re-written back into the Town Code in another, more
suitable form that will provide a similar benefit, but also curtail its over-use. Overuse of the
practice must be avoided as it can lead to. In an effort tto prevent agricultural land from becoming
disjointed. If a lot is subdivided for this purpose, it is recommended that the Town consider
strengthening this provision, by adding a clause that ensures that the subdivided lot remains tied
to operations of the agricultural industry.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Land Preservation Committee/Department,
Southold Town Conservation Advisory Council, Southold Town Board.
Possible Partnerships: Peconic Land Trust, Long Island Wine Council, Long Island Farm Bureau.
4. Support the local agricultural industry, and the increased production of a
diverse range of local goods in the North Fork.
Agriculture has always been a strong industry in the Town. Currently, it is estimated that
approximately 150 farms are in operateion in the Town, with the industry responsible for creating
at least 1,000 jobs in Southold Town. Southold has gained a reputation for producing premium
produce, flowers and other landscaping materials, dairy products, seafood, and wine. The strength
and the inter-relatedness between the Town’s agriculture sector, restaurants, recreational facilities,
and the tourism industry present a major opportunity to Southold’s economy.
a. Strive for Southold Town to become a center of excellence for culinary
experiences, through encouraging complementary uses and economy of
scale businesses to locate in Ttown.
Southold Town should be developed as a center of excellence for culinary experiences,
through the continued promotion of local products. There presently exists aA wide range of
quality restaurants, cafés, and specialty food stores currently exist and, which complement the
Town’s strong food and beverage industry. , and cContinued efforts should be taken to
promote these restaurants through further initiatives with the Village of Greenport, Riverhead
Town and the North Fork Promotion Council, Long Island Wine Council, and other means
of promotion.
There is an increasing demand for uses that would complement the strength of the Town’s
tourism and agriculture industries through the provision of services that promote economies
of scale in Southold Town. There has been increased demand for people buying space in
Economic Development Southold Town Comprehensive Plan Update
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Ttown and at the local wineries to make their own wine. With this increased demand may
come a role for cooperative warehousing and distribution space.
Moreover, the Town should seek to attract new and appropriate businesses in Town including
small “country” hotels, bed & breakfasts, rental cottages, and specialty foods, as well as diverse
restaurants ranging from high-end to family-friendly and economical restaurants throughout
Town. Wherever possible, these Ttown efforts and programs should be coordinated with
regional initiatives at the regional, county, and state level.
5. Continue to cater to the “locavore” population through encouraging greater
participation in the community-supported agriculture program, in addition
to promoting the purchase of various types of local produce native to
Southold Town.
There is a strong desire to buy local and support the local farming industry. While many farms in
Riverhead have already done so, relatively few in Southold have joined the community-supported
agriculture bandwagon. Local farms should consider creating a community-supported agriculture
program. This program has been extremely popular with residents throughout Long Island and
New York City purchasing a “share” of fruits, vegetables, eggs, poultry, and flowers from eEast
eEnd farms. Farmers are ensured demand of for their product, and the up-front payments benefit
local farmers immensely; customers are benefited with the convenience of fresh and often organic
products delivered to them on a regular basis.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Island Community Board (Fishers Island), North Fork
Promotion Council.
Possible Partnerships: Long Island Farm Bureau, Long Island Wine Council, New York State
Department of Agriculture and Markets, Cornell Cooperative Extension, Peconic Land Trust,
East End Tourism Alliance.
6. Broaden opportunities for landowners to explore the interrelationship of
agriculture and renewable energy.
Public participation efforts indicated Ttown residents’ desire for continued environmental
sustainability through renewable energy sources including the use of wind, solar, and other natural-
poweredsuch efforts in Ttown. It is recommended that the Town partner with local farmers and
agricultural landowners to, which would help in to sustaining agriculture’s importance within the
Town’s economy.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Land Preservation Committee/Department,
Southold Town Conservation Advisory Council, Southold Town Renewable and Alternative
Energy Committee, Southold Town Board.
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Possible Partnerships: Long Island Farm Bureau, Peconic Land Trust, Long Island Wine Council,
New York State Energy Research and Development Authority, American Wind Energy
Association.
7. Continue to pursue relationships through Cornell Cooperative Extension and
other key players to promote the Town’s aquaculture industry, and the
Southold Project in Aquaculture Training (SPAT).
Aquaculture has historically played a major role in the Town’s economy, but the industry has faced
many obstacles over the past few decades through overfishing, brown tides, and various natural
disasters. Continued efforts must be made to ensure that aquaculture remains strong well into the
future.
The Suffolk County Marine Environmental Learning Center and Cornell Cooperative Extension
offers the SPAT program. The program was created to restore shellfish at a hatchery through a
community-driven volunteer program. Volunteers are able to harvest half of the shellfish for
personal use, while the other half is returned to the local waters to restore the population.
According to Cornell Cooperative Extension, over 400 people have participated in the SPAT
program, and millions of shellfish have been restored into the local waters since the program’s
inception. Efforts should be made on behalf of the Town to foster continued partnerships
through this and other programs of a similar nature.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Conservation Advisory Council, Fishers Island
Harbor Committee, Island Community Board (Fishers Island), Southold Town Board.
Possible Partnerships: Cornell Cooperative Extension, Fishers Island Conservancy, Peconic Land
Trust, Long Island Farm Bureau, Peconic Bay Aquaculture Advisory Committee, Peconic Estuary
Program, Nature Conservancy of Long Island, New York State Department of Environmental
Conservation.
8. Consider the economic impact to agricultural landowners when considering
zoning actions.
Agricultural landowners must be able to secure financing for equipment and management of
ongoing farm operations. Often agricultural landowners’ equity is in the land that they own; the
highest and best use is considered for appraisal purposes in evaluating loans. As a result, land use
decisions that change the highest and best use of land, could potentially impact affect the ability
of agricultural landowners to secure financing. This should be considered in the context of
potential zoning actions.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Agricultural Advisory Committee, Southold Town Land Preservation Committee/Department,
Economic Development Southold Town Comprehensive Plan Update
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Southold Town Conservation Advisory Council, Southold Town Board, Southold Town Zoning
Board of Appeals.
Possible Partnerships: Long Island Farm Bureau, Long Island Wine Council, Cornell Cooperative
Extension, Peconic Land Trust, Farm Credit East – Riverhead Branch, New York State
Department of Agriculture and Markets.
9. Continue to explore additional means to control the Town’s deer population.
The agricultural economy is negatively impacted by the deer population that eats the crops. While
Southold Town did enact a hunting program on its preserved land two years ago, additional
measures aimed at controlling the deer population should be explored.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Deer
Management Task Force, Southold Town Agricultural Advisory Committee, Southold Town Land
Preservation Committee/Department, Southold Town Conservation Advisory Council.
Possible Partnerships: Long Island Farm Bureau, Peconic Land Trust, New York State
Department of Environmental Conservation.
Goal 5
Preserve, encourage, and continue to support existing and future maritime uses – including
fishing related industries, marine trades, marine biology, marinas, recreational boating
support uses, and related uses – as an important business sector within the Town’s economy.
Objectives:
1. Maintain consistency with the policies adopted under the Local Waterfront
Revitalization Program.
The Local Waterfront Revitalization Program (LWRP) was prepared in 2005, and provides
strategies to encourage and protect the waterfront areas of the Town. It emphasizes the
importance of coastal zone and traditional maritime uses in terms of the commercial and
recreational qualities of the Town. The LWRP also recommends waterfront access and water-
dependent/water-enhanced uses, and provides an array of information relating to coastal and
Ttown-wide resources. The Town should be consistent with all policies adopted under this
program, as it pertains to all future development and maritime uses.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Parks,
Beaches and Recreation Committee, Southold Town Land Preservation Committee, Southold
Town Conservation Advisory Council, Fishers Island Harbor Committee, Island Community
Board (Fishers Island), Southold Town Board.
Economic Development Southold Town Comprehensive Plan Update
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Possible Partnerships: Cornell Cooperative Extension, Peconic Land Trust, Fishers Island
Conservancy, Peconic Estuary Program, Nature Conservancy of Long Island, New York State
Department of Environmental Conservation.
Economic Development Southold Town Comprehensive Plan Update
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2. Develop and implement Harbor Management Plans for all Ttown creeks and
harbors to establish orderly development of these areas and maintain water
quality.
A Harbor Management Plan is essentially the waterside component of an LWRP – seeking to
regulate uses, structures and conflicts specific to a given harbor. While hHarbor management
plans have been developed for specific waters in Mattituck and Fishers Island, and a generic
Harbor Management Plan was created as part of the LWRP., iIt is recommended that the Town
develop and implement Harbor Management Plans for all other key Ttown creeks, inlets, open
waters, and harbors in order to create guidelines and limits on competing uses of the waterfront.
In addition, such Harbor Management Plans should address appropriate economic development
policies including the avoidance of investment in high hazard areas subject to coastal flooding,
wave action, storm surge, and sea level rise. In turn, this will provide for appropriate development
and uses, maintain water quality, and allow for the efficient use of the water uses and natural
resources.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Parks,
Beaches and Recreation Committee, Southold Town Land Preservation Committee, Southold
Town Conservation Advisory Council, Fishers Island Harbor Committee, Island Community
Board (Fishers Island), Southold Town Board.
Possible Partnerships: Peconic Estuary Program, Cornell Cooperative Extension, Peconic Land
Trust, Fishers Island Conservancy, Peconic Estuary Program, Nature Conservancy of Long Island,
operators of local marinas, New York State Department of State, New York State Department of
Environmental Conservation, United States Power Squadrons, United States Coast Guard
Auxiliary.
3. Create a series of Blueway Trails around mainland Southold.
The Town’s waterfront includes a wide range of natural systems and recreational features, a rich
history providing cultural attractions and a variety of dining and shopping opportunities. A
Blueway Trail is a water-dependent pathway, or “trail” that connects these points of interest
through the usinge of canoes, kayaks, and small boats. A series of Blueway Trails should be created
that strives to encompass the entire Town’s mainland shoreline, starting from the north shore of
Laurel, wrapping around Orient Point, and back to the south shore of Laurel. This would enhance
the use of the waterfront and provide a greater appreciation for the Town’s resources, while linking
the waterfront and recreational facilities, beaches, parks, commercial use, restaurants, and other
attractions throughout Town. Coordination with the Village of Greenport would strengthen this
initiative.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Transportation Commission, Southold Town Parks, Beaches and Recreation Committee,
Southold Town Recreation Department, Southold Town Board.
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Possible Partnerships: Village of Greenport, New York State Department of State, New York
State Department of Environmental Conservation, New York State Office of Parks, Recreation
and Historic Preservation.
4. Consider amendments to the zoning of larger marinas to better
accommodate and position them as a viable use in the Town’s economy.
Large marinas are facing pressures to expand their services to include swimming pools, restaurants,
boat rentals, storage space, and other services that cater to their customer’s needs. In order to
accommodate this demand and continue to promote Southold’s traditional maritime heritage, the
Town should consider zoning amendments for marinas of appropriate size and location to better
match the needs of their clients.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Parks,
Beaches and Recreation Committee, Southold Town Zoning Board of Appeals, Fishers Island
Harbor Committee, Island Community Board (Fishers Island), Southold Town Board.
Possible Partnerships: Local marinas
5. Preserve the scenic views along the Town’s shoreline through continued
acquisition of waterfront property. Seek to balance the uses of such
waterfront property to include both preserved land, as well as and a range of
outdoor activities and public recreation.
While Southold Town has done a good job ofwell to acquireing properties for preservation
purposes, public comments have indicated the desire for waterfront property acquisition –
including for beaches, parks, and other areas of access – that can be used for recreational purposes
as well. It has been noted that boating in Ttown has become more difficult due to the lack of
access points. As such, it is recommended that the Town examine ways to acquire additional
property along the waterfront. This can be used for both passive and active recreational purposes,
as well as providing critical linkages for those interested in coming ashore for lunch, shopping, or
recreational purposes. As these properties are acquired, they should be added to the Town’s series
of Blueway Trails.
Responsible Parties: Southold Town Economic Development Committee, Southold Town Parks,
Beaches and Recreation Committee, Southold Town Recreation Department, Fishers Island
Community Board, Southold Town Board.
Possible Partnerships: Peconic Land Trust, Peconic Estuary Program, New York State Office of
Parks, Recreation and Historic Preservation.
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6. Work with the Federal and State governments and municipalities to develop
regional fisheries management plans for commercially viable marine species
located in the Town’s waters.
a. Coordinate with the New York State Department of Environmental
Conservation, and the comparable state agencies in Massachusetts,
Connecticut and Rhode Island to establish equitable landing limits for
commercial marine species in State and Town waters.
Discussions between the Town and many of its residents have indicated that there exist
inequitable commercial fishing and landing limit quotas and regulations between New York
State, Connecticut, Massachusetts, and Rhode Island. This has resulted in the ability for boats
from neighboring states to landing a greater amount ofmore fish and shellfish than Ttown-
based boats, in Ttown waters. In an effort to level the playing field, and at the same time
increaseing productivity among the Town’s lobstermen, fishermen, and other Baymen, it is
recommended that the Town work with New York State Department of Environmental
Conservation and comparable agencies in neighboring states to establish equitable landing
limits in Sstate and Ttown waters.
b. Petition New York State Department of Environmental Conservation to
establish patrols to eliminate poaching and theft of gear.
Poaching is a large concern that results in a significant loss of income to Ttown residents and
Baymen. As such, it is recommended that the Town work with New York State Department
of Environmental Conservation to establish patrols to eliminate poaching as well as theft of
marine gear and equipment from both personal watercraft and commercial boats in Ttown
waters.
c. Work with New York State Department of Environmental Conservation to
explore the installation of an artificial reef to increase both the fish
population and the productivity of the commercial fishing industry.
Fishing in the bays has is not been as productive as it once was. One way to increase this
productivity is through the installation of artificial reefs, or a man-made underwater structures
meant to imitate the benefits of natural reefs. Artificial reefs serve to attract fish from nearby
areas, allowing smaller boats the ability to enter into waters that they would not otherwise
wouldn’t be able to access. Assuming they ’are installed correctly, artificial reefs have been
proven to have a positive impact on marine ecosystems, while increasing the fish population.
The installation of such a reef could have tremendous beneficial impacts for both the local
fish population and Southold’s fishing industry.
Responsible Parties: Southold Town Economic Development Committee, Fishers Island Harbor
Committee, Island Community Board (Fishers Island).
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Possible Partnerships: Southold Town Baymen’s Association, Fishers Island Lobstermen’s
Association, Fishers Island Conservancy, New York State Department of Environmental
Conservation, Connecticut Department of Environmental Protection, Massachusetts Department
of Environmental Protection, Rhode Island Department of Environmental Management,
Department of Interior, United States Fish and Wildlife Service.
7. Enhance the connection between Mattituck Inlet and the hamlet center.
Mattituck Inlet is an important economic, environmental, and recreational resource in the hamlet
of Mattituck. Located just north of the hamlet center, Mattituck Inlet runs two miles into the
nNorth fFork from Long Island Sound, and is the only harbor on the ±50 mile stretch between
Port Jefferson and Orient Point. As such, Mattituck serves as an important maritime location
with the Inlet being a popular destination for boaters. The hamlet’s accessibility to water, in
addition to a designated anchorage, a Ttown park and boat ramp, marinas, and maritime uses
located close to the hamlet center make it a key economic driver.
The Inlet is historically tied to the commercial offerings of Love Lane and surrounding areas;
however, the connections are underutilized. Few boaters make it as far as Love Lane, especially
out-of-towners who may not realize the shopping and dining opportunities that lie just beyond
the waterfront. In an effort to increase the ability of the waterfront to serve as a generator for
economic development, it is suggested that the Town look tofind a better means of better
connecting the headwaters of the Creek to Mattituck’s thriving hamlet center.
a. Create a program aimed at providing bicycle use between the local
marinas and the hamlet center.
Both visitors by boat and area merchants would benefit from a program to encourage walking
or bicycling into the Mattituck hamlet center. A program to provide bicycle use for visitors at
the marina would increase accessibility into the shopping areas. The program could be a
collaboration between marina owners and local cycle shops and/or the Mattituck Chamber of
Commerce.
b. Increase access through regular dredging of Mattituck Inlet.
To build upon its importance as a resource and encourage the link between the creek and
Mattituck’s hamlet center, it is recommended that the Inlet undergo more frequent dredging.
Fishermen and marinas are faced with economic difficulties if they can’t get in and out of the
inlet because it is silted in. Dredging is part of maintaining the Town’s infrastructure, and
should be done on a regular basis. Such dredging will assist in keeping the Inlet navigable,
improving access and economic development opportunities to and from the Town for
recreational and commercial boaters alike.
Responsible Parties: Southold Town Economic Development Committee, Southold Town
Dredging Advisory Committee, Southold Town Parks, Beaches and Recreation Committee,
Southold Town Recreation Department, Southold Town Board.
Possible Partnerships: Mattituck Chamber of Commerce, North Fork Promotion Council.