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Home My WebLink AboutLong Island North Shore Heritage Area 2005November 2005 Prepared by peter j. smith E company, inc for the Long Island North Shore Heritage Area Plannin~ Commissioi Acknowtedgements Long Island North Shore Heritage Area Management Plan Planning Commission Lod Bahnik, Co-Chair, Oyster Bay Cove J. Lance Matlamo, Co-Chair, Centerport Patricia Bourne, Flassau County John Canning, Sea Cliff Ira Paul Cos[eLL, Port Jefferson Station Joanne DdeLak, Ridge Jeanne Garant, Port Jefferson Ann GILL, Huntington Louise Harrison, Setauket Peter Gerbasi, Flassau County Judith PannuLLo, Massapequa Gloria D. Rocchio, Stony Brook lan Siege[, Nassau County Jeffrey S. Wiesenfe[d, Great Neck Non-Voting Members Commissioner Bernadette Castro FlYS Office of Parks, Recreation ~ Historic Preservation Chairman Charles Gargano Empire State DeveLopment Corporation The mayor, supervJsor or other chief executive officer of any city, town or village within the Long Island North Shore Heritage Area Management Plan Committee J. Lance Mai[arno, Chair, SuffoLk County VanderbiLt Museum CharLa BoLton, Society for the Preservation of Long IsLand Antiquities John Coraor, Town of Huntington Richard Causin, NYS Dept. of Transportation Louise Harrison, Setauket Myralee Machol, GLen Cove Community DeveLopment Agency Herb MiL[s, Nassau County Parks Advisory: Wendy Brodsky, NYSOPRHP, LINSHA Administration Marcia Kees, NYSOPRHP Lucy Breyer, FIYSOPRHP Lee York, NYS Dept. of State Jack Guy, Empire State DeveLopment Corp. NOVEMBER 2005 Prepared by: peter j. smith ~ company, inc. Buffalo, NY For the Long Island North Shore Heritage Area Planning Commission This document was prepared for the New York Department of State with funds provided for under Title 11 of the Environmental Protection Fund Additional matchin8 funds and services were provided for this document by: New York State Office of Parks, Recreation and Historic Preservation Natural Hedtase Trust New York State Senate State Sen. Kenneth P. LaVa[[e State Sen. Car[ L. MarceUino Town of Huntinston Generous donations from private sources The LINSHA Plannin8 Commission acknow[edses the va[uabte contributions of many officials, orsanizations, and citizens in the development and completion of this plan. We recognize and thank the [ol{owin~ people [or their attendance at rneetin~s related to preparation of the Lon~ Island North Shore Heritage Area Management Plan. Listin~ is based on rneetin~ si~n-in lists and may not reflect subsequent chan:~es in a[filiation: Paula Abate, Village of Plandome Heights Nell Ackerson, NYS OPRHP Dorothy Acquino, NYS OPRHP Herbert Adler, Jr Jim Ainslie, Suffolk Co. Economic Bert. Hon. Marc Alessi, NYS Assembly Joni Artner Proper~ Owners of Eatons Neck Beach Alice Amrhein, Suffolk Co. Dept. of Economic Devt. Sarah Anker, Mt. Sinai Lester Arstark, Historic District Board of Roslyn Yvonne Atkinson, WLNY TV-55 Larry Austin, LINSHA PC (former) Stella Boer, Long Island Greenbelt Trail Stephanie Bail, Wading River Hist, Soc. Amy Balaban, Town of Brookhaven DEP Lob Baldessare, Mt Sinai Heritage Trust, Brookhaven Highway Bept Doreen Banks, Nassau Co Parks Commissioner, Nassau Conservancy Cynthia Barnes, Setauket, NYS Assembly (Englebright); Three Village Community Trust Hap Barnes, Setauket Barbara Bart, Walt Whitman Bidhplace Andrew Batten, Raynham Hall Museum (former) Maryann Beaumont. FOTA Rita Beckman, Vanderbilt Museum Barbara Behrens, Nassau BOCES Claire Bellerjeau, Oyster Bay Main Street Assoc Munah Bensun, NYS Assembly (Acampora) Brad Betthold, Southold Jack Binder, Village of Lake Success, Historian Andrew Binkowski, Cross Sound Ferry Barbara Blass, Riverhead 8ill Bleyer, Newsday Myron Blumenfeld, Town of Nodh Hempstead Robed Boise, Huntington Ken Born, Central Pine Barrens Commission Hon. Rosemary Bourne, Village of Oyster Bay Cove, Mayor Debbie Breen, Planting Fields Coe Hall Foundation Paul Brendel, Beachkroff Assoc, Eugene Brickman, US Army Corps of Engineers Undo Brickman, Town of North Hempstead Wally Broege, Suffolk Co Hist Soc John Broven, Civic Assoc, of the Setaukets Robert Brusca, Oyster Bay Ernie Bubek, East Hills Iris Bunshafl, East Hills Village CPR Frederick Burn, Northport Chamber of Commerce Mark Buttice, Nassau Co. Dept. of Commerce Rita Byrne, Town of Oyster Bay Planning Dept. Joel Cairo, Newsday Dorothy Cappadona, Village of Lloyd Harbor; Caumsett Foundation Kevin Carey, NYS OPRHP Hon. Angle Carpenter, Suffolk Co. Legislature Ann Coder, Miller Place Georgette Case, Riverhead Charles Caserta, Inspecto, Inc, Tony Caserta, Inspecto, Inc Carolyn Casey, NYS OPRHP Suzanne Cassidy, Northport Richard Causin, NYS DOT Fran Cheshire, NYS OPRHP Karen Chytalo, East Setauket, NYS DEC, Div of Marine Resources Christopher Clabp, Setauket Patti Conti, Village of Sea Cliff Michael Corbisiero, NYS OPRHP Christopher Cotter, NYS Dept. of Transpodation Rob Crafa, The Waterfront Center (former) Eric Crater, Suffolk Co Parks, Recreation and Conservation (Suffolk Co. PRC) Loretta Crawford, Empire State Devt, Corp Ms Creedman David Criblez. Oyster Bay Guardian Victoria Crosby Helen Crosson, Cold Spring Harbor Library Laila Dah[, Calvedon Charles Dalhe, Soc for the Preservation of Long Island Antiquities (SPLIA) Cynthia Daniels, Newsday Mary Daum, Shoreham Cindy Davis, East Setauket Michael Davidson, Glen Cove Chamber of Commerce (O cfC.) Stephanie Davy, Oyster Bay Guardian Paul DeOrsay, Cold Spring Harbor Whaling Museum Robed deZaffa, Civic Assoc of the Setaukets Michael J Domino, Southold Frank Dowling, Suffolk Co Planning Dept. Fred Drewes, Heritage Trust Phyllis Elgut, NYS Dept of Transpodation Arlene Bant, Great Neck Dr Paul Ellant, Great Neck Hon Steven Englebright, NYS Assembly Kathy Farren, Three Village C. of C Roy Fedelem, Suffolk Co Planning Dept. Gerilynn Fedrich, LICVB Eileen Feinman, Nassau Conservancy Debbie Felber, Selden Civic Assoc Francine Ferrante, Glen Cove Business Improvement District Arthur Finer, North Shore Hist Museum Rhoda Finer, Nassau Co. Advisory Committee; Nassau Co Legislature (Yatauro) Steve Fiore-Rosenfeld, Port Jefferson, NYS Assembly (Englebright) Linda Fischer, Cow Neck Peninsula Hist. Soo Donald Fisher, Southold Phineas Fiske, Nodhpod Historical Society Dan Fox, Vision Long Island Gay Frangella, Village of Roslyn Building Dept Christopher Freville, WLNY TV-55 Bea Friedman, Village of East Hills Harry Friedman, Village of East Hills Guy Frost, Village of Roslyn Architect Ralph Fumante, Oyster Bay, Nassau Co. Open Space and Parks Advisory Council Linda Furey, Nodhpott Hist Soc. Marguerite Galano, Village of East Hills Dale Gifford. Alliance to Preserve Huntington Harbors Tom Gill, Huntington Lorraine Gilligan, Planting Fields Coe Hall Foundation (former} Chris Giordano, Three Village Herald Sam Girardi, LINSHA PC (former) Noel Gish, Smithtown Dave Glass, NYS Bept of Transpodation Jim Gold, NYS OPRHP Judith Goldsborough, North Shore Land Alliance Judy Gordon, Suffolk Co PRC Judith Gorevic, Village of Northpod George Gorman, NYS OPRHP Chester Greenr Consultant, Town of Oyster Bay Andrew Greller. Queens College; Long Island Botanical Soc Nancy Gdffith, Port Jefferson Phil Grifflth, Port Jefferson Civic Assoc Christopher Gross, Key Span Energy Leslie Gross, Town of North Hempstead Business and Tourism David Gugeriy, Nassau Co UNSHA Advisory Comm. Tom Gulbransen, Village of Old Field, Trustee & Environmental Commissioner Steve Haber, Town of Brookhaven Kara Hahn, Suffolk Co Legislature (Viloria-Fisher) Hon Leland Hairr, Village of Lloyd Harbor, Mayor Louise Hall, Caleb Smith Park Claire Hamilton, Nassau Co Parks & Museums John Hammond, Town of Oyster Bay Historian Arlene Handel, Village of Nodhport Carol Hanja, Town of Huntington Jamie Nanja, Town of Huntington Brad Harris, Smithtown Carol Hart, Smdhtown Hist. Soc Jim Hadnett, Suffolk Co. Economic Devt, Mike Haufman, Suffolk Co Hist Trust Jesse Heatley, Mattituck Phil Heckler, Hicksville Lenice Hertweck George Hoffman, Town of Brookhaven (Supvr LaValle) Michael Hollander, LINSHA PC (former} Richard Holliday, Suffolk Co Hist. Soc Debbi Honorof, Friends of the Arts Gall Hodon, Greenport Lauren Hubbard, Port Jefferson Laurie Huenteo, Nassau Co. Legislature (Yatauro) Robert C Hughes, Huntington Hist Soc., Town Historian Ami Huttemeyer, Port Jefferson C. of C. Robed Huttemeyer, Astoria Federal Savings, Stony Brook Bill Hydek, Port Jefferson Civic Assoc. Phillip Ingerman, NYS Senate (Lack) Thomas Isles, Suffolk Co Planning Debt John lurka, Badlett Tree Expeds Sharon Jabkowski, Alliance to Save Coindre Hall, Alliance to Protect Huntington Harbors Dominic Jacangelo, NYS OPRHP Linda Jacks, NYS OPRHP Terri Jimenez, Long Island Transportation Mgmt. Carol Johnston, Matinecock Isle Kagan, Village of Great Neck Estates Mary Kail, Nodhport Village Residents Assoc Elizabeth Kaplan, Three Village Hist Soc. Dagmar Karppi, Oyster Bay Enterprtse-P¢lot Michael Kaufman, St James, Suffolk Co. LINSHA Advisory Committee Eileen Kelly, Fay, Spofford & Thorndike Hon. William Kelly, Village of Asharoken, Mayor Joan Kent, Cow Neck Hist. Soc., Town of Noffh Hempstead Jerry Kessler, Muttontown, Friends of Long Island Heritage Michael Klein, LINSHA PC (former) Rosemary Konatich, NYS Assembly (DiNapoli) Darrell Kost, NYS Dept of Transportation Carmen Krauss, United Civic Assoc., Village of Dix Hills Leonard Krauss, NYS OPRHP Eileen Krieb, Village of Sea Cliff, Trustee Robin Kriesberg, Save the Sound Miles Kucera Thomas Kuehhas, Oyster Bay Hist Soc Jerome Lacent, Village of Port Jefferson Wendy Ladd, Village of Huntington Bay Barry E Lamb, Bayville Fritz Lang, Town of Huntington Steve Latham, Nassau Co Dept of Commerce & Industry John Laurine, Village of Bayville, Trustee Kevin LaValle Gary Lawton, NYS OPRHP Jerry Leeds, Long Island Lighthouse Soc Dolores Lenea, Village of Roslyn Joe Lescinski, NYS OPRHP Deena Lesser, Town of North Hempstead Beth Levinthal, Heckscher Museum of Art Anne LiBassi, NYS Senate (LaValle) Bob Lipper, Island Metro Publications Nancy LiRosi, Wyndham Hotel Hon. Daniel Losquadro, Suffolk Co Legislature Carole Lucca Bob MacKay, SPLIA Frank Madden, American Phoenix Lines Dan Maddock, Village of Sea Cliff Jeanine Magarine, Ward Melville Heritage Organization Joan Mahon, Oyster Bay Main Street Assoc Aidan Mallamo, St James Richard Mallett, Town of Huntington Dorothy Maloney, NYS Assembly (Fitzpatrick) Hon. Carlo Manganillo, Village of Plandome Manor, Mayor Jeff Mansell, Roslyn Landmark Soc. Carla Mare, Three Village Hist Soc. Phil Marino, Lynbrook Charles Markis, Sagamore Hill National Hist. Site John R Martin, NYS Dept of Transportation Richard Marlin, Suffolk Co PRC Maggie Martinez-Malito, Roslyn Harbor, Nassau Co. Museum of Ad Kevin Masley, NYS Senate (Baboni) Vivian Matthews, Huntington Hist Soc. James McAIlister, AKRF Environmental and Planning Consultants David McAnanay, Village of Belle Torte Michelle Cader McCabe, NYS Assembly (Fitzpatrick) Michelle McFaul, Hoffman Center Patrick McGIoin, Nassau Hiking and Outdoors Club Moke McGowan, LICVB and Sports Commission Alex McKay, Northport Charles McKinney, Mineola, Nassau Co Planning Dept. David McLaughlin, North Shore Land Alliance William McNaught, Orient In,Yin Mendlinger, Nassau Co Matthew Meng, East Norwich Civic Assoc. Sarah Meyland, Nassau Co Planning Federation Ray Minzo, NYS Assembly {Herbst) Diane Moje, LINSHA PC (former) Amy Moody, Town of Brookhaven DEP Georgy Morgenstern, Nassau Co. Planning Dept Alison Morris, WLNY TV-55 Rona Moyer, Nassau Co Planning Dept Robert Muller, Long Island Lighthouse Soc Hon Richard Murcott, Village of Muttontown, Mayor John Murray, Suffolk Co Public Works/Highway Div Margo Myles, Town o[ Huntington Planning Dept Arthur Nastre, NYS Assembly (Walker) Franklin Neal, East Setauket Robert Nellen, NYS OPRHP Polly Neyssen, East Setauket Salvatore Nicosia, Suffolk Co Legislature (Caracciolo) Christine Neilson, Oyster Bay Guardian John Norbeck, NYS OPRHP Elizabeth Nostrand, Suffolk Co. Legislature (Viloria-Fisher) Sally O'Heam, Town of Huntington Highway Dept Kathy O'Sullivan, Long island Seaport and Eco Center Lisa Ott, North Shore Land Alliance Joseph Pagano, NYS Assembly (Fitzpatrick) Pete Palamaro, WLNY TV-55 Lee Parker, Village of Roslyn Estates Norm Parsons. Nodh Shore Environmental Doreen Pennica, Nassau Co Legislature (Mangano) Cathy Pierce, Todd Shapiro Associates for LICVB Glenn Pisano. Town of Brookhaven Chris Pushkarsh, NYS OPRHP Henry Quindark, LI News Tonight Barbara Ransome, Brookhaven Tourism Comm.; Village of Port Jefferson, Dep Mayor Henry Rappuhn, East Norwich Civic Assoc Sheldon Reaven, SUNY at Stony Brook Glen Reeve Margaret Reilly, NYS OPRHP John Renyhart, Long Island Museum Paula D Rice, Huntington Fred Richtberg, Northport C of C, Francine Rossi, Huntington C. of C Richard Ryan, Oyster Bay Susan Ryan, Nassau Co Parks & Museums Richard Rzehak, Centerport Frank Santomauro, US Army Corps of Engineers Bob Sargent, Village of Roslyn Estates Marie Sarchiapone, NYS OPRHP William Schaub, Civic Assoc of the Setaukets Gwynn Schroeder, Mattituck, North Fork Environmental Council Valerie Scopaz, Town of Southold, Planner Delores Sedacca, Nassau Co John Sepenosk, Southold Natalie Shafiroff, NYS OPRHP Elizabeth Shepherd, St. James Judith Shivak, Greater Smithtown C of C, Craig Shores, Roslyn Nancy Shores, Roslyn Heights Historic District Ed Siegel, Bayville Hon. Victoria Siegel, Village of Bayville, Mayor Vincent Simeone, NYS OPRHP R Sinckler, LI News Tonight Patricia Sisler, Pod Jefferson Robed Sisler, Pod Jefferson Donald Smith, Greenport Jim Smith, Newsday Kathy D'Amato Smith, Roslyn Heights P Lenore Smith, Planting Fields Joel Snodgrass, SPLIA Elizabeth Sobel, Times Beacon Record Arlene Soifer, Nassau Co. Museum of Art George Solomon, Mattituck C of C. Nancy Solomon, Port Washington, Long Island Traditions George Soos, Village of Roslyn, Deputy Treasurer Mary Ann Spenser, SPLIA Beth Sperber, Head-of-the-Harbor Environmental Conservation Board Michelle Stark, Suffolk Co Dept. of Economic Devt Lily Stolzberg, WLNY TV-55 Ruth Stone, SPLIA Peter Sverd, Village of Poquott, Attorney Alan Svoboda, South Shore Estuary Reserve Melissa Swanson, LICVB Adam Sweeting, WLNY TV-55 Carol Swiggett, Huntington Peter Sylver, LINSHA PC (former) Joe Talmage, WLNY TV-55 Harry Tenenbaum, NYS Dept. o[ Transpoffation Julius Topper, DVM, Long Island Fish Hospital William Titon Jill Toby, LI News Tomght Beverly Tyler, Frank Melville Memorial Foundation Lisa Tyson, Long Island Progressive Coalition Katherine UIIman, Village of Sands Point, Trustee Katie Velsor, Bayville Gay Vietzke, Sagamore Hill National Historic Site Jacob Von Hoefer, NYS OPRHP Arvind Vora, Suffolk Co Dept. Public Works Amar Walker, LI News Tonight Edward Wankel, Suffolk Co. Dept of Economic DevL Clarence Ware, NYS OPRHP Louis Warner, Town of Oyster Bay, Supt of Planning Ken Washington, Smithtown Township Arts Council Norma Watson, Setauket Walter Watson, Setauket Dennis Weiner, Village of Centre Island, Planning Board Maria Weisenberg, NYS Assembly (Englebright) Anne Wesp, Centerport Harbor Civic Assoc. Larry Wexler, NYS DOT Lillian White, Greenport Robert E. White, Greenport Harry Whittelsey, Huntington Arts Council George L Williams, Village of Port Washington North, Pod Washington Historian Carolyn Wilson. Glen Cove Kathy Wilson, Oyster Bay C of C Jennifer Wilson-Pines, Village of Manorhaven Richard Wines, Jamespod David Winzelberg, New 'Cork Times Emanuel Wolf, East Hills Village CPR Frances Wolf, Village of East Hills Jeri Woodhouse, Orient Christopher Wreck, Suffolk Co Planning Dept. Non Diane Yatauro, Nassau Co Legislature Hilda Yohalem, North Gate Civic Assoc, Village of East Hills Jocelyn Zadrozny, NYS Assembly {Raia) Jolanta Zamecka, Holocaust Center & Children's Memorial Garden, Glen Cove Aileen Zaslowsky Kimberly Zimmer, Stony Brook, New York Sea Grant Non. Tom Zoller. Village of Cove Neck, Mayor ... and anyone left out despite our best efforts to include all who si~ned in Lon Island North Shore Heritage Area MANAGEMENT PLAN Table Contents Page No. 1.O Introduction to the North Shore Heritage Area ............................. 1 1.1 Geographic Scope ............................................................... 2 1.2 The North Shore Heritage Area Management Plan ......................... 2 1.2.1 Benefits of the Management Plan When Adopted as State Policy .... 3 1.2.2 The People of the North Shore ............................................. 3 1.2.3 Our History: Just a Beginning .............................................. 4 1.2.4 Current Conditions and How We See the Future ........................ 5 1.2.5 The Long Island North Shore Heritage Area Vision ...................... 6 1.3 Purpose of the Management Plan ............................................. 6 1.3.1 Organization of the Plan .................................................... 7 1.3.2 Overview ....................................................................... 8 1.3.3 Heritage Po[ides and Suggestions for Action ............................ 10 1.3.4 Strategic Plan ................................................................11 1.3.5 Implementation Plan ........................................................ 13 1.4 Near-Term Recommended Actions .......................................... 15 1.4.1 Approve the Plan ............................................................ 15 1.4.2 Decide on and Create a Heritage Area Management Entity .......... 15 1.4.3 Plan for Special Corridors .................................................. 16 1.4.4 Plan a Waterfront Trail and Improved Water Access .................. 16 1.5 Conclusion ....................................................................... 17 2,0 Overview .......................................................................... 19 2.1 New York State Heritage Areas System ..................................... 19 2.2 Management Planning ......................................................... 20 2.3 Long Island North Shore Heritage Area ..................................... 2.4 Boundary .........................................................................22 2.5 Economic Benefit of Heritage Area ......................................... 24 2.5.1 Target Audiences ............................................................ 27 2.5.2 Visitor Economic Impact .................................................... 28 2.6 Goals ~ Objectives ............................................................. 30 3.0 Management Plan ............................................................... 35 3.1 Introduction ..................................................................... 35 3.2 Heritage Policies and Actions ................................................ 36 3.2.~ Preservation Policies ........................................................ 37 3.2.2 Sustainable Heritage Development Policies ............................. 44 3.2.3 Economic Revitalization Policies .......................................... 50 4.0 Strategic Plan .................................................................... 57 4.1 Introduction ..................................................................... §? 4.2 LINSHA Concept Plan .......................................................... 4.2.1 Preservation Concept ....................................................... 61 4.2.2 Revitalization Concept ..................................................... 66 4.2,3 Interpretation Concept ..................................................... 69 4.2.4 Recreation Concept ......................................................... 87 4.3 Strategic Summary ............................................................. 93 5.0 Implementation Plan ........................................................... 95 5.1 Introduction ..................................................................... 95 5.2 Heritage Strategies ............................................................ 96 5.2.1 Overall Heritage Strategies ................................................ 98 5.2.2 Heritage Preservation Strategies ....................................... 110 5.2.3 Heritage Revitalization Strategies ...................................... 117 5.2.4 Heritage Interpretation Strategies ..................................... 123 5.2.5 Heritage Recreation Strategies .......................................... 126 5.3 Marketing PLan ................................................................ 129 5.4 Funding Sources .............................................................. 131 5.5 Planning Next Steps .......................................................... 145 §.6 Summary ....................................................................... 146 Index of Figures Figure 1-1 LINSHA Mission Statement ..................................................... 1 Figure 1-2 - What is a Heritage Area? ....................................................... 2 Figure 1-3 Management Plan Organization ............................................... 7 Figure 1-4 - Long Island North Shore Heritage Area Location ........................... 9 Figure 1-5 - What is Sustainable Herita8e Development? ............................... 11 Figure 2-1 - Heritage Area Boundary ....................................................... 2§ Figure 4-1 - LINSHA Concept Plan .......................................................... 59 Figure 4-2 - Preservation Concept .......................................................... 63 Figure 4-3 Revitalization Concept ........................................................ 71 Figure 4-4 Interpretation Concept: Neighborhoods .................................... 77 Figure 4-5 - Interpretation Concept: The Seafarers ..................................... 79 Figure 4-6 - Interpretation Concept: The Builders ....................................... 81 Figure 4-7 Interpretation Concept: The Naturalists ................................... 83 Figure 4-8 - Interpretation Concept: The Visionaries ................................... 85 Figure 4-9 Recreation Concept ............................................................ 91 Index of Tables Table 2-1 Economic Activity Potential ................................................... 29 Table 5-1 Funding The Vision ............................................................ 131 Table 5-2 PLanning Next Steps ........................................................... 14§ FOREWORD to the Lon8 Island North Shore HeritaSe Area 1V[anaSement Plan Several Dears back, we as residents of the North Shore of Lon8 Island found ourselves stm881in8 with the questions of what defines us as a common people and what future we wished to be~teath to our children and 8enerations tlet to come. Once a land of sprawhn8 potato riel&, dense woodlands, and barren areas of scntfft~ pine trees, "Paumonok" (as it was known btj local Indians and heralded b~j Walt Whitman) had been transformed into a thrivin8 suburbia. As time went btj, a distinct culture and identittj emersed that made us proud to make Lon8 Island our Our baaches and recreational opportunities were second to none. To 8et awatj from the hectic pace of crowded urban life and find solitude and serenittj within the confines of our well-manicured lawns and bountiful veSetable 8ardens held 8rear allure. Safe, clean communities offered us places to worship as we chose or find refuse from the dailt1 riSors of makin8 a hvin8. These enticements, and others, brousht more and more residents to our villases and communities. And, when we arrived, there were parks, historic sites, schools, museums, quaint whalin8 villases, and woods and shoreline of unsurpassed natural beauttj to welcome us home. Durin8 this same period, we heSan to break awatj from the 8ravitational pull of the NewYork Ciit~j mesalopohs. Mantj of us decided to 8o it on our own btj openin8 businesses caterin8 to the needs of our neishbors. There were card shops and 8itt stores, restaurants featurin8 the most succulent ba~j scallops and clams found antjwhere, boatgards and marinas providin8 access to some of our favorite pastimes. There were 8arden shops and florists, taverns and nishthfe. And there were aerospace and technolos~j industries, takin8 advantaSe of a skilled, knowledseable and educated workforce not found antjwhere else in the count~ at the time. Visitors and residents alike could enjotj the wondrous experience of Gold Coast mansions, the vinetj ards of an emerSin8 wine reSion, or just a pleasant da~j's leisurehj stroll throush a villaSe downtown or that icon of modern commerce enthusiasticalhj adopted btj Lon8 Island, the ubiquitous shoppin8 mall. With this backdrop of suburban comfort and a maturin8 economtj came tract homes and housin8 developments, welcomin8 more and more people into our midst, and road networks to move us around Lon8 Island's vast, sprawhn8 acreaSe. Increasin8 commercial activities created more and more opportunit§, which, in turn, drove the demand to utilize available land and alter the face of our natural and historical landscape. We built it, and the people came. peter j. smfth Et company, inc. l~g the mid-1970s, pro~essional planners, politicians and active local residents had heSun to locus on the inescapable realitg that we, as Lon8 Islanders, hve on top o~ ~he water we depend upon ~or our ver~ survival. Our choices over how we use our land became more momentous when we discovered that the top lager ot our drinkin8 water was becomin8 polluted. Lon8 Islanders have united over the last three decades to do more to sateSuard our environment so that we do not spoil this ven~ essential resource. Crncial as water is to our tuture, we came to understand that it is not the onlg resource at risk as we continue to 8row. Our rockg and unique No~th Shore beaches saw declines in shelltish and [infish populations, i~istoric ]~uildinSs and stntctures that evoked our past were paved over to make wag for more shoppin8 centers or allowed to fall into disrepair because we had forgotten their significance. ]~ucohc natural landscapes where we could escape the stresses o[ url~an and suburban life ]~egan to disappear at alarming rates. ]~vidence o~ the Native Americans who populated these lands ]~efore we arrived became increasinglg rare. Traffic nightmares, once limited to the mornin8 and evening commutes to and from the citg, became eve~dag phenomena throughout Long Islanc[ We felt our ctuahtg of life was deteriorating. The increasinglg popular search for the "countnj life" threatened to obliterate the countrgside! Tine ~orces that drew mang of us to Long Island held the potential to attract so mang more that we would overrun what we valued in the first place. In response, various interest groups formec~ civic organizations, environmental activists, chambers o~ commerce, builders' institutes, and tourism advocates, each voicing the concern that we might destrog the venj thinSs which defined us as Lon8 Island. Increasinglg, our voices o~ concern seemed to ]3e coming into conflict with each other, the legitimate needs and interests of one at variance with those o~ another. Those advocatin8 continued growth of our commercial and economic prosperit§ worried that others wished to "close the doors behind them." The ~ocus for some was on protectin8 the character o~ our villaSes and our environment from overdevelopment. Lines were draw , and people o~ good'~ill engafed in vociferous disaSreement. It seemed unlikelg that we could aSree on what our communities and our economic future should loo1~ like. peter j. smith ~ company, inc. Out of this swirlin8 controversy, a consensus developed amen8 elected officials, local activists and environmentalists, as well as tourist and business interests throushout Leu8 Island's No~h Shore, that there was more that united us than divided us. From this consensus, the Leu8 Island North Shore tte~itaSe Area (LINSHA) Plannin8 Commission was born. We believed that we could coalesce as a dive~se, local Stoup and that the LINSHA process could be a new watj to choose the"histonj of our future." We aSreed that a plannin8 effort that sousht to identiftl and celebrate the common thread that connected all of us reSionalht as North Shore residents 8ave us the best chance to sustain what we value mest. And we concluded that it was possible to protect and preserve our past while maintainin8 a briSht and vibrant economic future. That is whtj in this document the North Shore l-leritaSe Area Plannin8 Commission clearhj states that "preservation is the overridin8 theme" of this HeritaSe Area plannin8 effort. Nothin8 in the LINSHA ManaSement Plan advocates a specific "bricks and mortar" project or insists on antj particular course of action that would add to concerns of overdevelopment. The LI]qSi-tA Plannin8 Commission is not a "super-aSenctj" of New York State intent on forcin8 new projects throush towns and villases b~j fiat. Rather, we are area residents appointed to the Plannin8 Commission b~j the Governor, State Assembhj and Senate, and Nassau and Suffolk Count~ to reflect the diverse views of our respective communities and orSanizations. Our mandate was to work tosether to develop this Management Plan to provide a "blueprint" for our future. The J_iNSHA ManaSement Plan often a watj for us to look at ounelves and define our unique culture. It su88ests educational opportunities for us to understand the connections that unite us and to share with others our rich histonj and resources. The ManaSement Plan documents how the l~on8 Island North Shore iteritaSe Area is a "livin8 museum" which can be experienced and understood in new watjs. As in antj museum, curators must plan how l:~est to displatj the abundant "works of art" and safeSuard them for all the visitors tjet to come. peter j. smith It company, inc, And so, to reach that lofty 8oal, we su88est coordinated siSna~e, information kiosks, downtown beautification, proration o~ scenic "~e~e~," an~ improv~ acc~s fo our coasthne. We anticipate ~ai whatever enfif~ succee~ f~e ~lannin8 Commission ~11 fund such unde~a~inSs, advance i~e 8oafs o~ the plan f~rouSh e~ucafion, an~ enter into cooperative pa~ners~i~ fo ~ispla9 the "treasures" in our "museum." We exper that this proc~s ~11 enable us ~o ~e 8ood s~ewar~ o~ our resources and ensure thei~ continu~ su~val. We intend t~at divetSent inter, ts ~11 iind common 8round and see wa~s to coexist and cooperate ior our shared iuture. Our ManaSement Plan also offers su88estions and recommendations of other wags to invest in our future because we value our past. Thoush we seek cooperation and approval of this plan by all the ~0 villases, eisht townships, and one city (Glen Cove) in the LINSHA reSion, subsequent pa~icipation is wholly voluntan~. In essence, we a~k that ~ou take advantaSe of what you like in the plan and leave the rest! We have endeavored to produce a document that reelects our lives and our communities. We hope it will prove useful to all our neishbors within the Lon8 Island North Shore HeritaSe Axed. It is our conviction that a deeper appreciation and understandin~ of our shared histor~ and culture will build stronSer aSreement to protect and preserve the "hidden 8ems' of Lon8 Island's No~th Shore which truly reelect "Our HeritaSe.' B~: Ira Paul Cestell For the Lon8 Island No~th Shore HeritaSe Area Plannin8 Commission Lori gahnik, Co-Chair J. Lance Mallamo, Co-Chair Patricia Bourne John Cannin8 Ira Costell Joanne Drielak Jeanne Garant Peter Gerbasi Ann Gill Louise Harrison Judith Pannullo Gloria Rocchio lan Siesel Jeffret1Wiesenfeld peter j. smith [~ company, inc. iv Lon~ Is!and North Shore Heritage Are~ 1.o Introduction to the North Shore Heritage Area We, the current members of the Lon8 Island North Shore Heritase Area (LINSHA) Plannin8 Commission, are people who live or work in Lon8 Island's North Shore area from Great Neck to Orient Point. We have been asked to work tosether as volunteers to come up with a plan for preservins, protectin8 and showcasin8 the extensive cultural, natural and recreational resources that make our area unique. We were commissioned by the New York State Lesislature to complete our work by the end of December 2006. Fisure 1-1 - LINSHA Mission Statement The mission of the LINSHA Plannin8 Commission is to preserve, protect, and enhance the cultural, historical and natural resources which define the North Shore of Lon8 Island and to promote responsible economic development of the area compatible within the historical and natural environment. Our intent is to: · preserve our heal[aBe and historical resources; · protect our environmental, natural and maritime resources; and, · enhance the economic vitality and cultural life within the Heritase Area. To fulfill its mission, the Commission will oversee the preparation of a Management Plan developin8 stratesies and specific policy recommendations to plan the future of the unique historical, maritime and special environmental resources contained within the area. This plan, throush the coordination of cooperative and inclusive participation between private sector and 8overnment asencies, will create an inventory of critical resources worthy of preservation as well as stimulate interest and excitement in the area. This under[akin8 will contribute to the process of sound plannin8 and environmental protection. In this way, we hope to retain the spectacular resources and unique character of the Heal[aBe Area for the purpose of encourasin8, promotins, and ensudn8 public appreciation of ali we enjoy about Lon8 Island's North Shore. We do this for all of Lon8 Island, its residents, businesses and visitors, the people of New York, and for future 8enerations yet to come. - Adopted December 9. 2002 peter j. smith Et company, inc. 1 Long Island North Shore Her_jt_.~3e Area Management' ~ Many others have helped prepare this document and endorse the Planning Commission's vision for the North Shore's future. These include the North Shore's local governments, citizens, civic organizations, historical societies, environmental groups, and businesses sharing a concern for preserving and protecting what makes our region special and with a desire to intensify pride in our shared heritage. Figure 1-2 - What is a Heritage Area? A heritage area is a voluntary grass-roots program with opportunities for technical support provided by State agencies and other partners to preserve communities, guide resource protection, attract investment, enhance quality of life, and sustain economic revitalization. 1.1 Geographic Scope The Long Island North Shore Heritage Area generally may be described as the North Shore from the Long Island Expressway or State Route 25 (whichever is further south), north to the Connecticut line in Nassau and Suffolk Counties, east to Orient Point. The Heritage Area includes towns and portions of towns in Nassau County (North Hempstead and Oyster Bay, including the City of Glen Cove) and Suffolk County (Huntington, Smithtown, Brookhaven, Riverhead, Southold and a very small portion of the Town of Islip). The North Shore Heritage Area also includes 56 incorporated villages. A list of these municipalities appears on Page 18. 1.2 The North Shore Heritage Area Management Plan All Heritage Areas designated by the New York State Legislature must have management plans. The Long Island North Shore Heritage Area was designated by the Legislature in 1998. Planning work began soon thereafter. We were charged with preparing a document that defines our goals and sets forth the means for implementing these suggestions. As the LINSHA legislation requires, the LINSHA Management Plan presents: · The Heritage Area's boundary · An inventory of resources · GoaLs and objectives · CompatibJe uses we suggest be accommodated · Properties which may need preservation through acquisition peter' j. smith Et company, inc. 2 Long Island North Shore Her__i.~t_a_je Area A program for encouraging appreciation of resources and accommodating sustainable visitation An estimation of associated costs The benefits of carrying out the plan Techniques for preservation An organizational structure A schedule for implementation The LINSHA Management Plan, once adopted by the Planning Commission, still must be approved by the communities in the Heritage Area and the Commissioner of the New York State Office of Parks, Recreation and Historic Preservation. After it is approved by the Commissioner, the LINSHA Management Plan will be adopted as state policy ~hat is, it will be New York State's polic)/ to j:ollow the recommendations in the Plan. 1.2.~ Benefits of the Management Plan When Adopted as State Policy Projects and other actions by New York State agencies will be reviewed for consistency with the LINSHA Management Plan. Projects by municipalities and nonprofit organizations that are consistent with the LINSHA Management Plan will be eligible for certain funding and technical assistance. State agencies, including the Office of Parks, Recreation and Historic Preservation, can provide financial and technical assistance to advance LINSHA objectives. 1.2.2 The People of the North Shore The Heritage area is complex, geologically, historically, demographically, and physically. We think a good way to interpret the area's countless resources, with Lhe aim of preserving and protecting those resources, is through our stories. Long Island's North Shore residents have been, and in many ways remain, seafarers, naturalists, builders and visionaries. We've lived by the water and harvested its resources. We've always been dependent on our coastlines and forests and made efforts at good stewardship. In all cases, we were defined by our landscape even as we further defined it. One way to reintroduce ourselves and our visitors to Long Island's north shore heritage is by presenting thematic "neighborhoods" in which we have lived: peter j. smith ?z company, inc. 3 Long Island North Shore Heritage Area The Gold Coast The American Dream The Maritime Coast The Pine Barrens The Harvest Coast These neighborhoods are not strictly geographic, but the Management Plan does offer general locations for exploring them as heritage themes. The LINSHA management plan identifies these categories of people and places as a means toward interpreting the Heritage Area, which we hope wi[[ foster continued preservation and protection efforts. An underlying principle of the plan is that if we learn about our heritage and come to appreciate and value it, we will become increasingly better stewards of our intrinsic resources. The LINSHA Planning Commission hopes these ideas for interpretation will bring about positive actions by residents and visitors alike. ~.2.3 Our History: Just a Beginning The North Shore of Long Island is one of the longest-settled places in North America. Its first migrants, attracted by the temperate climate, were Native Americans. By the 16th century, Native Americans were joined by Europeans. Native Americans located the best places to live and the Europeans took their lead. Whether they were Connecticut Yankees from across Long Island Sound or the new New Yorkers transplanted from a growing New Amsterdam, those of European descent and culture had almost completely overwhelmed Native Americans and their way of life by the lC)th Century. Our region played a central role in the formation of the fledgling nation. Nathan Hale, the Connecticut patriot who had "but one life to lose for [his] country," was on a spy mission here when he was captured and executed by the British. Several years later, George Washington again turned to Long Island's patriots to outwit the British. In 1778, a group of young men and women formed what would become known as the Culper Spy Ring. It operated clandestinely until 1783, when the Revolutionary War was won. The story of the Spy Ring has all the intrigue of a first-rate spy story: assumed names, code words, invisible ink, secret drop boxes, even a laundry-line signal involving a ladies' petticoat and white handkerchiefs. peter j. smith ~t company, inc. 4 L~ Island North Shore Heritage Area The ring had astonishing success, and was able to answer Washington's specific questions regarding British troops and their movements. As president, Washington visited Long Island to thank his spies, traveling a route that generally parallels the Scenic and Historic Route 25A Corridor. The diversity of the people who settled here was shaped, in no small measure, by the action of ice and water on the topography of the shoreline of Long Island Sound. The North Shore's western harbors and bays provided abundant natural resources to support Native Americans, protection for later whaling and shipping communities, and, yet later, provided playgrounds for pleasure craft. The fertile soils of the east end, deposited by retreating glacial ice, created an agricultural paradise. Rural charm and rustic beauty have made the North Shore's east end and North Fork a sought-after second home destination; now it is home to our constant struggle between development pressure and preservation of farming. 1.2.4 Current Conditions and How We See the Future At the dawn of the 21st Century, the North Shore of Long Island is home to almost a million of us. Yet this area retains coherent character and legacy, earning it a special place in the State of New York. The region north of the ice tide's terminal moraine - now defined by state Route 25 and the Long Island Expressway (from Great Neck to Orient Point and north to the border of Connecticut) has been designated the first New York State Heritage Area on Long Island. The Long IsLand North Shore Heritage Area abounds in natural, cultural and historic resources that are important to us and illustrative of our stories. Yet we have not successfully understood and interpreted their importance so they could be preserved. To reverse that trend, we wish to tell the stories of the Long IsLand North Shore Heritage Area to protect, inform about, and enhance the beneficial use of the region's intrinsic resources. These efforts, in turn, can enhance our region's economic vitality. The Management Plan presents a set of tools for: · Reconnecting us with our past and with one another as we reach into the future · HeLping preserve and celebrate our cultural, historic and natural resources · Discovering the traits and character we hold in common peter j. smith E company, inc. 5 Long I~land North Shore Heritag.~,A_Kea .... ~.2.s The Long Island North Shore Heritage Area Vision We look to a day when North Shore communities: · Reuse, rehabilitate and revitalize to meet the demands of development, · Preserve open space, habitat and agriculture for this and future generations, · Increase the number and value of our cultural, historic and natural resources, · Develop opportunities for economic expansion through preserving and growing traditional ways of life in maritime communities, · Refocus on the downtown as the center of life in our communities, and · Turn back toward Long Istand Sound as a source of pride and sustenance, supporting both our economy and ecosystems. To tell and enjoy our stories and enhance our area's identity and sense of ptace, we think it best to foster preservation and revitalization. Communities can choose to do so by: · Increasing visual and physical access to Long Island Sound, · Preserving traditional maritime communities and the industries unique to those communities, and · Increasing understanding of the fragitity of ecosystems and our dependence on sustaining them. To preserve quality of life, we must protect and restore the waters of Long Istand Sound that define us. 1.3 Purpose of the/Vlanagement Plan The LINSHA plan articulates our vision for the Heritage Area and gives it organization. It shows how to tie together our stories and create themes across the entire stretch of the Long Island North Shore Heritage Area, across water and land, as well as through time. peter j. smith ~ company, inc. Lonalsland North Shore Heritage Area ~.3.~ Organization of the Plan The Management Plan is organized as illustrated by the figure below: Figure 1-3 - Management Plan Organization Introduction Overview Heritage Areas System Long Island North Shore Heritage Area Economic Benefit of the Heritage Area Goals Et Objectives Management Plan Heritage PoBcies Et Actions Preservation SustainabLe Hedtage Development Economic Revitalization Strategic Plan LINSHA Concept Plan Preservation Concept Revitalization Concept Interpretive Coflcept Recreation Concept I Implementation Plan Hedtage Strategies Marketing Plan Funding Sources Source: peter j. smith [~ company, inc. The Overview section of the document sets the stage and context for the Manasement PLan. The Overview defines the Heritage Area's location and the purpose, goals and objectives of the plan. The Management Plan section sets forth a framework with specific actions and po[ides for achieving our goals and objectives. It is an overall, hoListic, and unifyin8 strategy for the threefold mission of preservation, protecting resources as part of the process of inevitable development ("sustainable heritage development"), and using heritage interpretation and awareness as a source of economic vitality. peter j. smith Et company, inc. 7 Island North Shore Herl~t~L~ Area The Strategic Plan section defines and organizes our vision for the future of the region, locating the potential for the Heritage Area in a series of maps and concepts. The Strategic Plan organizes concepts for the preservation, revitalization and interpretation of the Heritage Area and presents a circulation strategy for the region. Marrying the elements of the Management Plan and the Strategic Plan is the Implementation Plan. This section we introduce specific recommendations. These include steps communities can take as well as steps the succeeding Heritage Area organization can to support the region and its individual communities. The Implementation Plan includes sources of potential support and funding, including community capacity building, traditional economic revitalization sources and grant sources, in an easy-to-use matrix. 1.3.2 Overview 1.3.2.1 Long Island's North Shore in the Heritage Area System The Long Island North Shore Heritage Area (LINSHA) is the first New York State Heritage Area on Long Island. There are 18 state-designated Heritage Areas in New York, encompassing more than 400 communities. The state's heritage program incorporates civic, private and public partnerships and is administered by the New York State Office of Parks, Recreation and Historic Preservation. The Long Island North Shore Heritage Area generally is described as the North Shore from the Long Island Expressway or State Route 25 (whichever is further south) north to the Connecticut line in the counties of Nassau and Suffolk. The Heritage Area includes towns and portions of towns in Nassau and Suffolk Counties: North Hempstead, Oyster Bay, including the City of Glen Cove in Nassau County; and Huntington, Smithtown, Brookhaven, Riverhead, Southold and a very small area of the Town of Islip in Suffolk County. There are 56 incorporated villages within the Heritage Area. peter j. smith E company, inc. 8 Lop~ Island North Shore Herit__a_~e ~.Area Figure 1-4 - Long Island North Shore Heritage Area Location Source: peter j. smith 6t company, inc. 1.3.2.2 Benefits of Being in a Heritage Area A new interest in and respect for heritage has been sparked and heritage tourism has been developing as a trend for the last 20 years. Cu[tural, historic and natural resources attractions are among the fastest growing destinations for recreation in the nation. We in New York State are finding that visiting historic sites is the fastest growing of all of our outdoor recreational activities. Nationally, culture and heritage are included in 65 percent of trips and the prime motivator of 30 percent of travel. The LINSHA consultant's analysis of current Long Island North Shore Heritage Area visitors and residents shows that Long Islanders and our visiting relatives frequent historic sites, cultural resources, and areas for passive recreation, such as parks and places for biking. We already enjoy extensive cultural, historic and natural resources, yet could use and further intensify our interest to promote preservation and stewardship of these assets. Economic activity could showcase our resources and instill and maintain regional pride in our heritage. By diversifying the experiences of current visitors and residents - focusing on preservation and sustainable heritage devetopment, where development occurs, and on existing growth industries - we can enhance our region's economic vitality. peter j. smith ~t company, inc. 9 Lon~ Island North Shore Heritage Area 1.3.2.3 Goals and Objectives The LINSHA Planning Commission has a three-fold mission. · The Long Island North Shore Heritage Area Management Plan promotes preservation. · The Management Plan presents revitalization strategies and identifies ways to expand the economy of North Shore communities. · The Plan presents methods to ensure that development, as it inevitably proceeds here, focuses on our heritage and is sustainable (as in "sustainable heritage development"). The Plan's Goals and Objectives point out potential areas of conflict and identify ways to mitigate them, while providing a unifying framework that celebrates our similarities and differences. GOALS The Long Island North Shore Heritage Area goals are to: Protect Understand and manage growth for the Long Island North Shore Heritage Area Connect Develop a unifying identity for the Long Island North Shore Heritage Area Package Identify experiences residents and their visitors will enjoy and recommend to others Promote Increase visitation by our friends and neighbors and decrease the seasonality of our tourism, all within sustainable limits Partner Create opportunities for profit, reinvestment and economic growth 1.3.3 Heritage Policies and Suggestions for Action The LINSHA Management Plan's heritage policies and suggestions for action together are its "backbone" and serve as primary implementation tools. The policies and actions incorporate our stated mission of preservation, sustainable heritage development, and economic vitality in the Heritage Area. The po[icy components are: Preservation Purpose: To create access, attractions and recreational opportunities that help protect and increase in number, value and understanding the region's cultural, historic and natural resources peter j. smith & company, inc. 10 Long~lsland North Shore Herj_~t.a_~e Area Man~.gement ~ Sustainable heritage development Purpose: To manage change so that economic, environmental and social conditions of Long Island North Shore Heritage Area are maintained and even enhanced. Also, to strive to ensure that development related to heritage is authentic in implementation and interpretation. Economic revitalization Purpose: To incorporate sound planning for economic vitality, economic expansion, job creation and community renewal. We hope the suggested actions direct and inspire us as stakeholders and responsible parties. Figure 1-5 - What is Sustainable Heritage Development? Sustainable Heritage Development is a revitalization strategy that enhances local quality of life through activities - preservation, conservation, recreation, interpretation, and community capacity building - that demonstrate respect for the people, the place and the past The Management Plan identifies three levels of potential actors and implementers: 1. LINSHA management entity 2. Public and non-profit sector 3. Private sector ~.~.4 Strategic Plan The LINSHA strategy is to incorporate systems and organization for the future direction of the Heritage Area. We include preservation, revitalization, interpretation and recreation. To develop the strategy, the LINSHA consultants conducted an inventory of heritage and scenic resources within the Long Island North Shore Heritage Area. By mapping the resources, the consultants and planning commission saw areas sharing similar qualities and characteristics emerge. Our Neighborhoods The plan refers to areas that share similar characteristics as "neighborhoods," or rooms in a "living museum," for the purpose of interpreting the Heritage Area. The Plan's strategy is organized around these neighborhoods. The neighborhoods are: · Gold Coast - the western-most North Shore neighborhood; mansions and millionaires once abounded pete~ j. smith E company, inc. 11 Lon~ Island North Shore Herit__a_~_e___Area American Dream the western interior of Long Island's North Shore Heritage Area, near rail and road corridors Maritime Coast - the coastal center of the Long Island North Shore Pine Barrens - the eastern interior of Long Island's North Shore Har~est Coast - the North Fork We offer these "neighborhoods" as a jumping off point, from which to start conversations about how Long Island North Shore Heritage Area ultimately will evolve. Residents and visitors can focus on the neighborhoods as a guide in expedendng and interpreting the rooms of this "living museum" which make up the Heritage Area. They are the geographic and physical contexts within which the LINSHA program's implementation concepts could be realized. Preservation Preservation is our overriding theme. LINSHA primarily is a program for the preservation of the cultural, historic and natural resources of the North Shore of Long Island. Our program focuses on both the natural and built environments, including: · Water - coastlines, beach views, water access · Sites and structures - landmarks, estates, historic sites · Historic Centers of Maritime Activity Natural areas Revitalization Our revitalization concept suggests applying creative land use regulations tO: · Protect structures and districts · Guide new construction · Protect and enhance existing features · Focus new development when it occurs · Increase economic vitality · Assure development is sustainable and attentive to our heritage ("sustainable heritage development") peter j. smith & company, inc. 12 Lon~ Island North Shore Heritage Area Our revitalization concept focuses on: · The built environment, including downtowns, maritime communities and commercial centers · Natural environmental features, including access points and open space · Destination development, including the possibility of creating a single focal point or attraction for interpretation and celebration of our Heritage Area. Interpretation In this plan, interpretation of our heritage themes begins with the museum "rooms"; our "neighborhoods," and their related characters and traits. Our stories can be told by place - the characteristics of our neighborhoods, the tales of individual places (points in the landscape), and the interwoven narratives where such places form dense clusters. Another approach we take toward interpretation is by linking themes. Thematic linkages connect the places in our region, across neighborhoods and across time. This plan presents the North Share's heritage themes through our people: · Seafarers Whalers and Sailors: Those who arrived by water and built an economy with what they found. · Builders - Preachers and Patriarchs: They blazed the trail to access, conservation and sustainable heritage development. · Naturalists Birders and Beachcombers: Those who've celebrated the natural resources of our area and fought for its preservation · Visionaries Poets and Patriots: Our dreamers and leaders who have crafted the vision for our future and led their compatriots to it. Recreation The Recreation Concept includes use of public [ands for active and passive enjoyment, and a system of diversified access, including waterborne transportation. We focus on existing and enhanced parks. ~.3.5 Implementation Plan To carry out our recommendations for LINSHA, we marry our Management Plan and our Strategic Plan in an Implementation Plan. Our Implementation Plan has the fo[lowing components: · Heritage Strategies · Funding Sources peter j. smith Et company, inc. 13 Lon~. Island North Shore Heritas_e_ Area · Marketing Plan · Next Steps Heritage Strategies Heritage Strategies are suggestions for tong-range implementation tactics. They reflect the Policies and Actions of the Management Plan and address each of the four areas of the Strategic Plan: · Preservation · Revitalization · Interpretation · Recreation The strategies show the linkages and alliances that we can make to realize a sustainable future for our Heritage Area and identify funding sources and preliminary costs. /~arketing Plan Our marketing program is intended to increase awareness and understanding of the cultural, historic and natural resources of the Heritage Area. We incorporate interpretation to specifically target our own residents and the visitor groups most likely to enjoy our activities and amenities. Funding Sources We present a matrix of funding sources as a tool for heritage destinations, organizations and government. The matrix incorporates traditional public grant-making sources with some lesser-known and private sources. It includes sources of technical assistance and capacity building for our nonprofits and communities so that together we may realize our goals, cope with change and preserve communities. Next Steps This section presents actions we think our communities need to take in the near term. Our Next Steps section offers strategies for bringing our communities to a common "starting point" in preservation, revitalization, interpretation and circutation - the four plan Strategies. These appear in a matrix form. We think many of the Next Steps can be imptemented by our individual communities or by several jurisdictions, together. peter j. smith ~ company, ~nc. 14 Lon,~ Island North Shore Her_.i__t~a_~e Area 4.4 Near-Term Recommended Actions We urge four priority actions described below. Broader discussions appear in the "Heritage Strategies" section (Chapter 5, Implementation Plan). ~.4.~ Approve the Plan Our plan's mission is to guide and coordinate Heritage Area activities. Our first priority is to obtain approval of the plan by all of the North Shore's incorporated villages and towns, and the City of Glen Cove, and then the New York State Commissioner of Parks, Recreation and Historic Preservation. Our villages, city and towns need time and adequate information to review the plan and to approve it by resolution. We need to develop Outreach programs to target the elected and appointed officials who will help guide the plan through this approval process. We need to develop printed materials that illustrate the benefits of Plan approval and implementation and widely distribute them. In addition, we need to make presentations to municipal governing bodies. We hope these measures will ensure buy-in and support for our plan and complement the public input and outreach programs we conducted as part of the planning process and State Environmental Quality Review (SEQR) process. 1.4.2 Decide on and Create a Heritage Area Management Entity After our plan is approved, we must establish an entity for implementation of the plan. We would like to create an independent, not-for-profit entity with full-time employee(s) and a board of directors to guide LINSHA activities, evaluate accomplishments and employees and set organizational policy. Although the Planning Commission ceases to exist upon approval of the LINSHA Management Plan, we do want to recognize the original effort that went into making the Commission regionally representative. We therefore suggest stipulations for appointing members by public partners, including funding agencies. We envision the future Long Island North Shore Heritage Area management entity as a resource for communities. We would like it to act as a clearinghouse for information, an advocate and a coordinator of activities. To be successful, we think the entity should be a flexible and proactive organization. It could be hosted by another organization if that supported operational efficiency. We believe strongly, however, that it must maintain financial independence. peter j. smith Et company, inc. 15 Lon~.lllsland North Shore Herita~.~ Area Even before such an entity is founded, we must begin fundraising for it. We need to plan for a smooth transition between our planning phase and the implementation phase to follow. We also should develop options to fund the organization in perpetuity. Adequate, consistent funding for a management entity is integral to the success of our Heritage Area. Perhaps LINSHA communities can help support it. The organization, no doubt, will require more than communities alone can raise, so fundraising will need to be an important part of the LINSHA entity's mission. ~.4.3 Plan [or Special Corridors Among the Land and water routes that link together the places of our Heritage, perhaps none is as prominent as the Scenic and Historic Route 25A corridor. The future of this road has been a matter of pressing concern for many stakeholders and stakeholder groups. Already, portions of the route have been transformed into landscapes more evocative of late 20th century consumerism than of its compelling history. We want to preserve what remains of the heritage of the road and restore its character. To specifically address the future of the entire length of the road, from Great Neck to its terminus in CaLverton, we recommend undertaking a comprehensive corridor plan. This plan will address the inventory of intrinsic resources along the route and propose a strategy for their preservation, restoration and beneficial use. Further, through the corridor management plan process, we can help build support for the eventual nomination of the road as a New York State Scenic Byway, National Scenic Byway, and AH-American Road. To obtain these designations we would need such a plan that includes recommendations for stewardship, appropriate tourism development, marketing and promotion, and interpretation and identification of financial resources for plan implementation. 1.4.4 Plan a Waterfront Trail and Improved Water Access Long Island Sound is our Heritage Area's central, defining element. Our plan includes access to the water in its goals and objectives and its polities and actions. Additionally, our Recreation Concept defines a waterfront trail along the length of the shoreline where possible. peter j. smith Et company, inc. 16 Lon~:~?sland North Shore He_ri__t.~ag~_ ~_[ea .... A~nagement ~ A waterfront trail is a system for visual and physical access to the water of Long Island Sound and the Peconic Bay. It is aimed at providing walkers, hikers and bicyclists an opportunity to follow the water's edge as much as possible. It is one of our priorities to plan for such a trail. To do so we would need to work with local municipalities to [ink together existing access sites and establish new sites. Where physical access is not possible, we hope to provide for visual access. 1.5 Conclusion The Long Island North Shore Heritage Area is a management system designed to organize the phenomenal diversity of people, places and connections into a comprehensive and understandable whole. The system condenses abstract and dispersed heritage concepts into identifiable themes and the connections that link them together. Ultimately, this is a plan and strategy about celebrating the people of the North Shore of Long Island and their place as a way of developing and sustaining it for this generation and generations to come. Through this management plan and strategic plan approach, a roadmap is presented that the people of the North Shore of Long Island can use to create new ways to choose a "history of the future." Without this program, they risk continued destruction of important resources related to their heritage, the deterioration of their quality of life, and the elimination of the richness of the land and sea. The Implementation Plan for the Heritage Area brings the Plan itself together into a cohesive whole. It addresses "big picture" strategies, crucial first steps, marketing opportunities and ways to strengthen the Heritage Area at the State level The Long Island North Shore Heritage Area Plan must be approved at two levels of government - municipal and state. Public and private sector stakeholders will hopefully cooperate and collaborate to encourage its approval and implementation. Public and private sector partners will give it life. The Plan provides a framework for a preservation and economic revitalization strategy to contribute to a sustainable future for the North Shore of Long Island. peter j. smith ~ company, inc. 17 Lon~[ Island North Shore Heritage Area Following is a list of the communities within the LINSHA Boundary. Nassau County Suffolk County City of Glen Cove Town of Brookhaven Town of Huntington Town of Islip Town of North Hempstead Town of Oyster Bay Town of Riverhead Town of Smithtown Town of Southold Village of Asharoken Village of Baxter Estates Village of Bayvfl[e Village of Belie Terre Village of Brookvi[[e Village of Centre Island Village of Cove Neck Village of East Hills Village of East Wi[[iston Village of Floral Park Village of Flower Hi[[ Village of Great Neck Village of Great Neck Estates Village of Great Neck Plaza Village of Greenport Village of Head-of-the-Harbor Village of Huntington Bay Village of Kensington Village of Kings Point Village of Lake Grove Village of Lake Success Vii[age of Lattingtown Village of Laurel Hollow Village of Lloyd Harbor Village of Manorhaven Village of Matinecock ViUage of Mill Neck Village of Mineola Village of Munsey Park Village of Muttontown Village of New Hyde Park Village of Nissequogue Village of North Hills Village of Northport Village of Old Brookville Village of Old Field Village of Old Westbury Village of Oyster Bay Cove Village of Plandome Village of Plandome Heights Village of Plandome Manor Village of Poquott Village of Port Jefferson Village of Port Washington North Village of Roslyn Vii[age of Roslyn Estates Village of Roslyn Harbor Village of Russell Gardens Village of Saddle Rock Village of Sands Point Village of Sea Cliff Village of Shoreham Village of the Branch Village of Thomaston Village of Upper BrookviUe Village of Williston Park peter j. smith 8: company, inc. 18 z.o Overview 2.~ New York State Heritage Areas System The New York State Heritage Areas system evolved from the New York State Urban Cultural Park System. Statewide, there are 15 established Heritage Areas with two additionat areas in the planning stages, encompassing more than 400 communities. The program incorporates civic, private and public partnerships and is administered by the New York State Office of Parks, Recreation and Historic Preservation. Created by the New York State Legislature in 1977 as the Urban Cuiturat Park System, the Heritage Area System was renamed in 1994 to include larger regional areas. When the New York State Legistature amended the taw to add regional Heritage Areas, and renamed the program, it was recognizing the program's success. The Heritage Area System is designed to be a grass-roots program with opportunities for technicat support provided by State agencies and other partners. It is intended to preserve living communities, enhance quatity of rife and attract investment, guide resource protection and sustainable economic revitalization. There are 17 State-designated Heritage Areas. In addition to the Long Island North Shore Heritage Area, they are in: · Albany · New York City · Sackets Harbor · Seneca FaUs · Buffato · Ossining · Schenectady · Syracuse · Kingston · Rochester peter j. smith ~t company, inc. t9 L o n%,,~!..~!a n d Saratoga Springs Whitehall North Shore Heri[.~ag~ Area Hudson-Mohawk (Cohoes, Co[onie, Green Island, Troy, Waterford Town/Village, Watervliet) · Mohawk Valley Heritage Corridor (Oneida, Herkimer, Montgomery, Fulton, Schenectady, Schoharie, Saratoga, and A~bany Counties) · Susquehanna (Binghamton, Endicott, Johnson City) · Western Erie Canal Heritage Corridor 2.2 AAanagernent Planning Each Heritage Area designated by the Legislature is required to establish a management plan. The Management Plan is designed to be the "fundamental document defining the goals and boundaries for each state designated urban cultural park, and the means for the park's implementation and management." The Management Plan should include certain e~ements, including: the boundary for the Heritage Area, inventory, Goals and Objectives, uses to be accommodated, properties to be acquired, program for encouraging and accommodating visitation, estimated costs and benefits associated with implementing the Plan, preservation techniques, organizational structure and schedule. The Management Plan sets up a structure to implement the Plan and manage the Heritage Area. Upon adoption by the Planning Commission and approval by the communities and the Commissioner of the New York State Office of Parks, Recreation and Historic Preservation, the Heritage Area Management P~an is adopted as state policy with the following benefits: State agencies' actions are reviewed for consistency with the Management Plan Projects within the Heritage Area become eligible for certain funding and technical assistance The Office of Parks, Recreation and Historic Preservation and other State agencies can provide financial and technical assistance to further the objectives of the Management Plan. peter j. smith E company, inc, 20 Long~lsland North Shore He~c!.[~ge Area z.3 Long Island North Shore Heritage Area The purpose of the Long Island North Shore Heritage Area is to promote economic revitalization through the protection, promotion and beneficial use of the naturaL, cultural and recreational resources of the area. The Long Island North Shore Heritage Area is generaLLy described as the North Shore from the Long island Expressway or State Route 25 (which ever is further south) to the Connecticut line in Nassau and SuffoLk counties. The Heritage Area includes towns and portions of towns in Nassau County: North Hempstead, Oyster Bay, including the City of GLen Cove; and Suffolk County: Huntington, Smithtown, Brookhaven, Riverhead, Southold and a very small area of the Town of Islip. There are 56 incorporated viLLages within the Heritage Area. This is the first New York State-designated Heritage Area on Long Island. The State LegisLature created it in 1998. A boundary amendment was passed in JuLy 2000. Long-term goals of the Long Island North Shore Heritage Area as expressed by the Long Island North Shore Heritage Area are to: · Identify, conserve and promote natural, cuLturaL and historic resources. · Foster public understanding, appreciation and use of these diverse resources. · Maintain and improve recreational opportunities for residents and visitors. · Focus economic revitalization efforts on tourism, adaptive re-use of historic structures and enhancement of community character and quality of life for residents and visitors. Short-term goals of the program are to: · Articulate a vision for the Heritage Area. · Focus public attention on existing and potential resources in Long Island and ways in which the Long Island Heritage Area can protect, promote, and encourage their beneficial use. · Prepare, under the supervision of the Long Island North Shore Heritage Area PLanning Commission's Management Plan Committee, a comprehensive Management PLan, which will guide and coordinate regional activities in the Heritage Area. peter' i. smith ~{ company, inc, 2t Lon~ Island North Shore Her._i_t__a_~e Area 2.4 Boundary The boundary for the Long Island North Shore Heritage Area has two purposes: · To define an area high in potential for preservation, revitalization and interpretation; · To define an area for study. The legislated boundary for the LINSHA is: The heritage area within the counties of Nassau and Suffolk encompassed by (i) beginning at the point where state route twenty-five intersects the border between Queens and Nassau counties, then east along said route to the intersection of route four hundred ninety-five, then east along route four hundred ninety-five until said route intersects route twenty-five, then east along route twenty-five to the western border of the town of Southold, then south from said border to the waters of the Peconic Bay, continuing north along the shoreline to the eastern terminus of Orient Point, then north to the border of the states of New York and Connecticut, then west along said state border to the border between Nassau and Westchester counties, continuing to the southwest to the border between Queens and Nassau counties and then southeast to the point of origin(.) The boundary follows the LIE and not town boundaries, so it includes a small piece of the Town of Islip at Lake Ronkonkoma where the Islip Town Line crosses the LIE. This amounts to roughly 6.2 square miles with seven percent of the Town population. Its intrinsic resources have been included with those of Smithtown. The recommended boundary is consistent with the existing legislated boundary with several exceptions and modifications. They are: · Rather than following State Route 25 to the Southold line, the Initial Boundary follows the Peconic River from the LIE east from the point it crosses the Peconic River. In this way, the entire North Fork, which has its own distinctive character, is included within the study boundary. · The boundary follows municipal boundaries in Peconic Bay, rather than the shoreline as the shoreline can change. · The boundary is within Great Peconic Bay, offering additional opportunities to preserve and promote the maritime character of the communities upon its shores. · The boundary runs east to Plum Island using the Plum Island Light, an historic Long Island lighthouse, as its eastern terminus; it does not include Plum Island as Plum Island is not accessible. In this way, the Orient Point Light is also included within the study area. peter j. smith E~ company, inc, 22 Lon~ Island North Shore The rationale for the modified study boundary is: · Two options exist for the eventual logical expansion of the Heritage Area. No discussions have taken place on an official level for either concept; both would require planning and collaboration among various partners. o The north and south shores of Long Island could eventually be combined to comprise a Long Island Heritage Area. By maintaining the present boundary as the north half of the island facilitates the addition of a south shore plan in the future. o By the same token, the existing Heritage Area shares a cultural and historic connection with Connecticut, to the north. The establishment of a bi-state Long Island Sound Heritage Area is dependent upon the existing boundary at the Connecticut line. · The heritage area is a study area to plan the preservation of heritage features in order to attract economic activity, investment and visitors. It is not a specific tourism area. · The preservation zone needs to include the remainder of the zone as a support area or hinterland and as part of the area to be enhanced, preserved and revitalized. · Improvement of all areas within the study area will rely on the development of design standards for buildings, sites, signage and streets. Design standards should be based on the character of the area to promote a continuous series of themes throughout the heritage area. · The Long Island Expressway is a natural divider of Long Island and therefore is efficient as the primary defining line for the north and south study areas. Figure 2-1 depicts the North Shore Heritage Area boundary. peter j. smith E company, inc. 23 Lon~ Island North Shore Heritage Area Economic Benefit of Heritage Area Cultural, historic and natural resources attractions are among the fastest growing destinations for recreation in the nation and in New York State. A new interest in and respect for heritage has been sparked. In New York State, visiting historic sites is the fastest growing of all outdoor recreational activities. Nationally, culture and heritage are included in 65 percent of trips and the prime motivator of 30 percent of travel. The analysis of the current visitors and residents of Long Island North Shore Heritage Area shows a demand for recreation based on cultural, historic and natural resources, including historic sites and areas for passive enjoyment including parks and biking, among others. Long Island North Shore Heritage Area is particularly well suited for recreation and leisure activities based on its cultural, historic and natural resources. The focus of the Long Island North Shore Heritage Area Management Plan is to foster an atmosphere in which partnerships and linkages are made to realize local, community and regional goals. Specific capital improvements have not been identified or recommended as part of the Plan because these opportunities are best identified and developed by local and regional stakeholders working together. The economic revitalization benefits of the Heritage Area lie in diversifying the experiences of current visitors and focusing upon the related areas of preservation and sustainable heritage development along with the focus on existing growth industries. As the Long Island North Shore Heritage Area becomes implemented and evident, increased use of heritage destinations by residents and visitors can be expected to increase employment in tourism and visitor industries. The Long IsLand Sports Commission and the Nassau County Sports, Entertainment and Tourism Commission have been successful in bringing in sports-related activities and with them, higher paying related jobs. An advantage this sector brings to the regional economy is the increase in quality of life that spectator and participatory sports bring to the region. Economic benefits associated with preservation in the Long Island North Shore Heritage Area include: · Increase in visitor expenditures which in turn increases sales tax generated · Downtown and maritime community renewal and revitalization peter'j, smith It company, inc. 24 Figure 2-1 Lon Island North Sh o r e Lon~ Island North Shore He[..~ag.~_,Area · Preservation and expansion of the vibrant North Fork agricultural economy Creating an emphasis on cultural, historic and natural attractions in the Heritage Area also requires that the target market be defined and a plan for reaching the target audience be developed. The following sections describe the target audience and recommend strategies for reaching them. The Heritage Area is a way to help residents and visitors both domestic and international connect with the places and people that have shaped this nation and its people. Recent economic and world political conditions have persuaded travelers to stay closer to home. But the heritage tourism trend has been developing for almost 20 years and as the fears of global unrest recede and the economic picture brightens, heritage tourism continues to grow. While data is not currently gathered on the specific leisure activities of Long Islanders or of Heritage Area residents, their demographic profile and travel patterns indicate they also comprise the market for recreation and leisure time activities based on cultural, historic and natural resources. The challenge is to re-engage Heritage Area residents in taking possession of and pride in their heritage and their cultural, historic and natural resources. 2.5.~ Target Audiences The development and enhancement of activities and attractions for cultural and heritage understanding and recreational opportunities for residents and visitors to Long Island North Shore Heritage Area is indicated by the demographics and habits of the visitors to Long Island, of the residents and by the array of heritage and cultural institutions and recreational facilities that they currently support. Visitors to and residents of Long Island North Shore Heritage Area can be characterized as belonging to one of three major groups: * Residents and visitors who will visit to stay with friends and relatives and not do much retated to outside activities. · Those who will visit for a fairly narrowly defined set of activities centering on culturat, historic and natural attractions. An older and more affluent subset of this group is interested in personal indulgences including shopping and dining; this subset travels in spring and fall. The younger and less affluent subset is traveling as a family with children, is less interested in these indulgences and travel primarily in summer. · Those who will experience as much as they can and show an interest in almost anything, particularly eclectic and novel experiences; they travel year round. This group falls close to the existing Long Island travel profile, both demographically and in terms of travel habits. peter }, smith E company, inc. 27 Lon:~ Island North Shore Herltag_q Area Both of these travel groups likely to participate in activities fall close to the average LINSHA resident demographic. Day trips by residents of the LINSHA are a potentiat source not only of economic activity, but also of important political support for heritage-related projects and investments. Further, they are a ripe market for off-season activities, helping to sustain visitor employment centers year round. Given these three target groups, the challenge for Long Island North Shore Heritage Area's lies in engaging them all on some level, that is: · Getting the attention of people who are currently not inclined to participate in any activities or visit attractions · Providing interest and enticement so that those who are inclined to participate in almost anything so they will take on new interests and challenges · Providing enough diversity of activities and attractions so that an already engaged group will deepen its interest in and support for the whole 2.5.2 Visitor Economic Impact While the visitor and recreation sectors are not necessarily able to wholly support preservation efforts, they can be used to make significant contributions to preservation, both economically and by raising awareness of the need for protection and preservation. A culture and heritage focus to visitor activities can also serve as an economic benefit to the Heritage Area in the following ways: · Employment of local people · Support for small business enterprises · Purchase and consumption of locally produced goods and services There are currently roughly 3.1 miUion overnight leisure visitors coming to Long Island. These visitors are spending an average of 4.1 days per trip on Long Island. Average daily expenditure per visitor is $65 for a total economic impact of $954 million in direct expenditures, according to data from the Long Island Convention ~ Visitors Bureau. For the purposes of this analysis, it is assumed that 50 percent of visitors' expenditures take place within the Heritage Area. Based on this assumption, the economic impact of overnight leisure travel on the North Shore is: · $477 million in direct overnight visitor expenditures · $1.1 billion direct payroll and $1 billion indirect payroll · 53,000 direct jobs and 33,000 indirect jobs peter j. smith E company, inc. 28 Long, Island North Shore Her~!,t~.~.g.~ Area Cultural and heritage visitors stay an average of 1.1 days longer than Long Island's current overnight leisure traveler, for an average of 5.2 days. Cultural and heritage visitors spend more per trip than average travelers, about $120 a day, almost twice the current average expenditure of Long Island visitors. The following tables show the potential impact of developing a cultural and heritage visitor industry on the current visitor base of the Heritage Area. The assumptions for expenditures are based on current daily expenditures for the "current picture" and on average daily heritage visitor expenditures for the "heritage scenario.' Economic activity is also generated by participation of local residents. The analysis employs a conservative assessment that 10 percent of the 299,290 LINSHA resident households that closely match the target audience profiles and further assuming day-trip expenditures with a range of $3§-$100 per family. Table 2-1 - Economic Activity Potential Cultural and Heritage Visitors Person Days 7,350,000 Current Picture Daily Expenditure Low Average High S35 $65 SlOO $257,250,000 $477,750,000 $735,000,000 Person Days 7,644,000 Heritage Scenario Daily Expenditure Low $100 Average High $120 5140 $764,400,000 $917,280,000 $1,070,160,000 Households 29,929 Resident Profile Daily Expenditure Low $35 Average High $65 $10C $1,047,515 $1,945,385 $2,992,90(] Source: peter j. smith [t company, inc. This table illustrates that by extending their stays 1.1 additional days, an increase in visitorship of 4 percent, an additional potential $287 million in economic activity could be generated if visitors spent an additional $35 per day, $20 per day less than the average heritage tourist. peter j. smith [~ company, 1nc, Lon,~ Island North Shore Heritag~e~_Area Additionally, if 10 percent of the LINSHA resident households were to participate in activities that involved an expenditure of $65 per outing just once, the impact is nearly $2 million; five such excursions generates almost $10 million in local economic activity. 2.6 Goals & Objectives The mission of the Long Island North Shore Heritage Area is preservation of cultural, historic and natural resources, sustainable heritage development and economic revitalization. This Plan is a framework for accomplishing that mission through preservation, interpretation and revitalization of the region's communities, including its downtowns, commercial centers, historic centers of maritime activity and agricultural communities as well as its open space and natural features. The Goals and Objectives guide the development of the implementation of this mission. The strategy reaches out to all the communities of the North Shore and throughout the Long Island North Shore Heritage Area. At the same time, the strategy must recognize the qualities and values that are cherished by the local residents in their communities. The Heritage Goals and Objectives provide a benchmark for evaluating the progress of the implementation of the Plan. The Goals and Objectives guide fulfillment of the legislative intent of the establishment of the Heritage Areas program and the Long Island North Shore Heritage Area: preservation of the cultural, historic and natural resources of the region; encouragement of their beneficial use and enjoyment; encouragement and accommodation of visitors and promotion of sustainable economic revitalization. The purpose statements that guide the Goals and Objectives for the Plan are: Protect - Understand and manage growth for Long Island North Shore Heritage Area Connect - Develop a unifying identity for the Long Island North Shore Heritage Area Package - Identify experiences people will enjoy and recommend to others Promote - Increase visitation and decrease seasonality within sustainable limits Partner - Create opportunities for profit, reinvestment and growth for the economy peter j. smith F~ company, inc. 30 LonR,Island North Shore Her[.t_a.g.e Area GOAL 1: Protect Incorporate strategies [or preservation, revitalization and interpretation the cultural, historic and natural resources of Long Island North Shore Heritage Area into all aspects oJ: development and management oJ: those resources for visitors and residents Objectives 1.1 To create awareness about the need and benefits of implementing a sustainable heritage development strategy for the Long Island North Shore Heritage Area 1.2 To build sensitivity and respect for local values and traditions 1.3 To develop a basis for identification of resources that should be protected to ensure there is an orderly means for assuring the legacy of the Long Island North Shore Heritage Area persists 1.4 To develop tools for action to protect endangered heritage resources and traditions including those related to Native Americans, African- Americans and Hispanics of the North Shore of Long Island 1.5 To ensure access to the resources of the Long Island North Shore so that they may be better understood, protected and celebrated 1.6 To develop tools for action to protect and enhance the natural resources and environment of the Long Island North Shore 1.7 To increase understanding and implementation of the principles of sustainable heritage development in economic and tourism development GOAL 2:Connect Devise strategies to create a cohesive whole of the communities of the Long Island North Shore, bringing their futures together Objectives 2.1 To promote participatory processes at all levels of planning throughout Long Island North Shore Heritage Area 2.2 To foster understanding among the stakeholder communities of the Heritage Area, including those of minority groups, and craft opportunities to celebrate their similarities and differences 2.3 To propose economic and community development projects related to Long Island North Shore Heritage Area throughout the Heritage Area peter j, smith E company, inc. 31 Lonll .Is and North Shore Herita[e Area 2.4 To encourage regional collaboration and strategies for adding value and preventing and mitigating negative impacts of increased development 2.5 To encourage the establishment of communication networks to facilitate an open exchange of views and opinions throughout the Heritage Area 2.6 To encourage development that is responsive to the goals and objectives of the Management Plan GOAL 3: Package Identify the core themes that tie the Heritage Area together and develop opportunities j:or cooperation and coordination among stakeholders to integrate these themes OBJECTIVES 3.1 To assist and encourage the identification and interpretation of themes relevant to the diverse people of Long Island North Shore Heritage Area 3.2 To forge strong linkages between Long Island North Shore Heritage Area and existing cultural organizations and activities 3.3 To integrate recreation, education and interpretation within the Heritage Area "experience" 3.4 To identify facilities, attractions and events aimed at "off" or "shoulder' season growth GOAL 4: Promote Identify ways encourage to advance public understanding and appreciation the diverse cultural, historic and natural resources of the Long Island North Shore Heritage Area. OBJECTIVES 4.1 To devise strategies to develop a welcoming attitude 4.2 To develop a concise and cohesive "brand identity" for Long Island North Shore Heritage Area 4.3 To identify ways for visitors and residents to participate in preservation of cultural, historic and natural resources related to the heritage of the Long Island North Shore 4.4 To develop channels for feedback and dissemination of positive experiences and personal stories peter j. smith Et company, inc. 32 Lon.q Island North Shore HeritaBe Area GOAL 5: Partner Identify tactics to found and foster unique partnerships, identify new collaborators, programs and initiatives and to obtain the long-term commitments from all stakeholders necessory to sustain the cultural, historic and notural resources for visitors and residents OBJECTIVES 5.1 To raise awareness about ways that visitor-related development can benefit Long Island North Shore Heritage Area and be sustainable 5.2 To forge public and private partnerships, financing and investment opportunities for sustainable long-term economic stability and growth 5.3 To identify a dear implementation strategy with creative tools to be developed and employed 5.4 To develop measures to maintain and improve the quality of fife within the Heritage Area and to benchmark results peter j. smith Et company, inc. 33 Long~sland North Shore He._.r_~t~,~.ge Area Managemen~ ~ peter j, smith Et company, inc. 34 3.0 Management Plan 3.1 Introduction The tradition of life on the waters of Long Island Sound is the heritage of the people of the North Shore. The Long Island North Shore Heritage Area has been formed to preserve and revitalize this legacy. The management element of this PLan provides a system to guide preservation and revitalization. Implementation of the management approach for the Long Island North Shore Heritage Area is a means of helping the region preserve its Living communities, enhance the quality of Life for its residents, encourage economic expansion and foster natural resource protection. In addition to the management approach, the Plan offers a strategy for preservation, revitalization, interpretation and drcu[ation. The strategy, combined with the management approach and Implementation Plan, complete the Management Plan for the Long Island North Shore Heritage Area. The purpose of the management approach is to provide a system and method to coordinate preservation, economic revitalization and sustainable heritage development in the Heritage Area. It is a standard for measuring the implementation of the Plan and a tool for the examination of proposed projects and programs within the region, as well as to determine their eligibility for incentives related to the Heritage Area. The Heritage Policies and Actions guide development and establishment of programs and activities related to the Heritage Area. They are also a tool for evaluation of projects and programs proposed for the Heritage Area. The Long Island North Shore Heritage Area Planning Commission and the entity designated for the management of the Heritage Area; local and regional planning entities; local, county, state and federal agencies; private sector entities; individuals and others can use the Policies and Actions as a set of guidelines for forming conclusions and positions on the appropriateness and desirability of specific proposals. peter j. smith Et company, inc, 35 L ~ r~ I s I a n d N o r t h S h o r e H e r ~J.~.,a_JLe___~A r e a The Heritage Strategies provide context and recommendations for getting started with a clear direction based upon the foundation laid by the Goals and Objectives and Policies and Actions. Taken together, the Goals and Objectives, Policies and Actions and Strategies form the core for action of the management element of the Plan. The management element defines the Heritage Area and the aspirations for the future of the region. In the following sections of the Plan, the strategy for the realization of the future is described. An Implementation and Marketing Plan provide specific focus on recommendations, costs, partnerships and funding. 3.2 Heritage Policies and Actions The policies and actions are a central component of Long Island North Shore Heritage Area. They serve as an implementation tool and provide direction and context for the attainment of the Long Island North Shore Heritage Area mission of preservation, sustainable heritage development and economic revitalization. These three elements are the cornerstones of the policy framework. This section of the Long Island North Shore Heritage Area Management Plan articulates the broad goal for each of the three elements. Within each of the three elements, policies are set out for each of the five standards of the Long Island North Shore Heritage Area Management Plan: · Protect · Connect · Package · Promote · Partner Each po[icy is foUowed by actions that should be taken to implement the policy at three [eve[s: Long Island North Shore Heritage Area Management Entity - the entity or organization that wi[[ ultimately be assigned the primary responsibility for implementing the Plan and managing the Hedtage Area. Public and Non-Profit Sector Counties, towns and villages partnering with such organizations as environment management councils, civic organizations, historic and cultural organizations, for example. Private Sector Business and industry. peter j. smith 6t company, inc. 36 North Shore Her.~...ta~e Area The ~oals, policies and actions have been developed throushout the plannin8 process, besinnin8 with the establishment of 8oals and objectives articulated in the previous chapter. The policies incorporate feedback obtained throushout the process thoush Committee and Commission meetinss and the public input process. Backsround documents, studies and plans influencin8 Lon8 Island North Shore Hedtase Area, includin8 the Lon8 Island Sound Coastal Manasement Prosram and Lon8 Island Sound Historic Centers of Maritime Activity are also incorporated. Once the Lon8 Island North Shore Heritase Area Manasement Plan has been approved by the entities and asencies involved, the policies become the backbone for communities as they seek to further identify and refine their roles in Lon8 Island North Shore Hedta[~e Area. In addition, state actions bein8 considered within the Heritase Area are required to be consistent with the Manasement Plan. 3.2.~ Preservation Policies Lon8 Island North Shore Heritase Area celebrates the stories of the resion's people, past, present and future. These stories are woven into the tansible intrinsic resources of the Hedtase Area. A set of policies for the preservation of the cultural, historic and natural resources of the area will ensure that the stories of the past are inventoried and preserved and that methods and 8uidelines for the identification and preservation of the stories of the people of the present and future are similarly preserved. The U.S. Secretary of the Interior's Standards and Guidelines should be incorporated into this preservation stratesy for Lon8 Island North Shore Hedtase Area. The policies for preservation in Lon8 Island North Shore Hedtase Area are intended to help foster public excitement and interest in the stories of the resion's people and to actively ensase them in their interpretation, preservation and enjoyment. Within the context of the preservation 8oal, adaptive reuse stratesies should be in place to identify new and appropriate uses for sites and structures. The policies for preservation incorporate access, attractions and recreation to help increase the number, value and understandin8 of the cultural, historic and natural resources related to the stories of the people of Lon8 Island North Shore Hedtase Area. Preservation in Long Island North Shore Heritage Area should address the cultural, historic and natural resources of the Heritage Area. The resources include structures, sites, traditions, waterways and natural areas. Preservation is a way to educate, change attitudes, serve as a call to action and provide a context for implementation. peter j. smith Et company, inc. 37 Lo n~tlslandl North Shore Heri[.~.R..~_ Area Preservation Policy m Protect Develop and adopt guidelines for the identification and preservation of cultural, historic and natural resources of the Long Island North Shore Actions Long Island North Shore Heritage Area · Assist in dissemination, interpretation and implementation of preservation standards · Develop historic themes incorporating significant periods, themes and areas and develop goals and priorities to guide the actions of local communities · Coordinate local efforts among local, state and federal agencies · Develop strategies for reuse of vacant and underutilized historic structures Public and Non-Profit Sector · Local governments should seek Certified Local Government status to gain access to grants, technical assistance and training for preservation · Engage volunteers and professionals to serve on boards and to identify, inventory and nominate significant resources and areas and to serve as stewards of the natural and built environment · Identify areas that may be appropriate for higher density development, redevelopment and special mixed-use districts · Use the State Environmental Quality Review Act (SEQRA) to mitigate negative impacts of proposed developments on the environment · Local communities should engage in local planning so that each has an updated comprehensive, open space, conservation and preservation plan, and Local Waterfront Revitalization Program, etc., as appropriate · Protect high quality landscapes as defined by Long Island Sound Historic Centers of Maritime Activity and other significant properties · Identify and evaluate techniques and processes for preserving and conserving historic structures and landscapes through strategies incorporating environmental preservation and management, sustainability, aesthetics, eco-tourism maximizing savings and highlighting benefits, as proposed by the North Shore Environmental Heritage Project of Stony Brook University's Dr. Sheldon Reaven (see appendices for Dr. Reaven's proposal). Private Sector · Use environmentally friendly systems and processes and conserve resources · Act as good stewards of significant cultural, historic and natural resources peter j, smith f~ company, inc, 38 L o n~l s I a n d Iq o r t h S h o r e H e~£~t~_~.g e A r e a · Engage visitors in support of efforts to implement sustainable heritage development · Seek opportunities for creative rehabilitation and adaptive re-use · Seek opportunities for appropriate use of open space peter j, smith ~t company, inc, 39 ~0~ Island North Shore Herita,g..e~ Area Preservation Policy -- Connect Develop a series of themes related to periods of historic, maritime and cultural significance, natural resources and development patterns assist in understanding of the resources to be preserved. Actions Long Island North Shore Heritage Area · Work with local and regional experts to document the significant concepts, time periods, areas and events that form the contextual framework of Long Island North Shore Heritage Area as described by the Secretary of the Interior's Standards (www.cr. nps.gov) · Assist in the creation and expansion of regional approaches to natural resource management and preservation Public and Non-Profit Sector · Encourage local municipalities to use land-use controls to preserve individual and groups of historically and culturally significant resources · Cooperate to establish and interpret historic themes at a regional [eve[ · Incorporate preservation strategies within other local planning efforts · Create historic districts and take appropriate steps to protect the historic resources therein · Provide visual and, where possible, physical access to significant scenic resources related to the maritime heritage of the North Shore Private Sector · Forge relationships with preservation groups and agencies so as to be familiar with their goals and incorporate and accommodate them whenever possible · Explore creative [ow- and no-cost ways to provide tangible support to preservation activities: i.e. [and swaps, incentives for volunteer activities, etc. · Take advantage of technical assistance available early in development so as to assure new construction and rehabilitations are carded out consistent with local, regional and state preservation policies for buildings, natural and archaeological resources and districts Preserve the fabric of the historic landscapes and settled areas by removing inappropriate or discordant structures and materials and using appropriate siting, scale, form and materials in new construction Incorporate regional awareness in planning, investment and promotions peter j. smith ~ company, inc~ 40 L~,r Island North Shore Heritage Area Preservation Policy -- Package Develop education, recreation and interpretive "experiences" that will further understanding of the need for preservation and engage the public in the enjoyment of and participation in preservation. Actions Long Island North Shore Heritage Area · Link existing programs and activities among the cultural, historic and natural resources of the Heritage Area · Build partnerships with local providers to strengthen linkages between sites, either through materials guidebooks, CD-based tours, etc. - or through signature and gateway developments designed to provide focus and context · Incorporate wayfinding elements and central interpretive areas in all aspects of "experience" development Public and Non-Profit Sector · Form regional alliances to complete recreational [and- and water-based trai[ways as an opportunity to interpret and celebrate the cultural, historic and natural resources of Long Island North Shore Heritage Area. · Enhance recreation opportunities by improving connections and access to public lands · Develop outdoor recreation activities to raise awareness of the importance of water quality and preservation of natural resources and to increase their use and enjoyment to benefit the quality of life in the Heritage Area · Encourage the establishment and interpretation of significant and important environmental areas Private Sector · Emptoy sustainable and "green" business and building practices and inform suppliers and customers about these approaches to raise awareness and appreciation of resource conservation · Accommodate outdoor recreation and cultural, historic and natural resource protection programs including those proposing visual and physical access · Promote development of commerda[ activities directly related to the enjoyment of Long Island North Shore Heritage Area, including, for example, outdoor outfitters, kayak and boat liveries, cafes and shops in rehabilitated and renovated historic structures, etc. Employ sound [and use and siting principles e.g. clustering buildings in inconspicuous locations and/or away from shorelines to maintain visual and physical access to the shorelines peter j. smith Et company, inc. 41 Lon,~ Island North Shore HeritaL[ Area Preservation Policy -- Promote Inform residents and visitors about the importance of and need to preserve the cultural, historic and natural resources of the North Shore through educational, recreational and interpretive programs. Actions Long Island North Shore Heritage Area · Develop programs and presentations regarding preservation of Long Istand North Shore Heritage Area appropriate for dissemination in traditional educational contexts (schools), [ess traditional contexts (Internet, adult education and EIderhostel), higher education and to membership organizations and groups. · Develop a presence for the Long Island North Shore Heritage Area within the Heritage Area to promote and support the activities related to education, preservation and interpretation · Develop consistent messages affirming and reinforcing preservation, education and interpretation of Long Island North Shore Heritage Area · Promote exploration and enjoyment of the North Shore's natural areas including the water and natural areas as themes for enjoyment and interpretation · Assist maritime communities in their efforts to promote their resources and encourage greater coordination and cooperation among them Public and Non-Profit Sector · Support and accommodate efforts to develop activities, programs and events that celebrate local traditions for enjoyment of residents and visitors · Promote participation in educational and interpretive programs by local residents and "tourists in their own back yards" · Participate in interpretive signage and wayfinding programs Private Sector · Tour packages incorporating educational and interpretive programming will appeal to target cultural and eco-toudsm travelers · Provide company histories and information about and access to landmark company buildings and properties · Support activities, programs and events by underwriting and encouraging volunteerism · Assist in efforts to preserve and enhance visual access to the shore from watersides and [andsides peter j. smith ~ company, inc. 42 Lo~,~ Island North Shore Herit.aJ~e__Area Preservation Policy m Partner Form strategic alliances between government, business and individuals to foster, support, monitor, implement and sustain preservation, conservation, rehabilitation and revitalization practices. Actions Long Island North Shore Heritage Area · Work to ensure key communicators and potential boosters - including media, elected officials and community leaders - are informed about Long Island North Shore Heritage Area and its preservation activities · Focus attention and action on endangered sites and structures · Develop benchmarks to monitor progress on key action items and communicate activities · Build a "communications infrastructure" to communicate successes and challenges and issue calls to action Public and Non-Profit Sector · Communities should be encouraged to develop and implement strategies for preservation and/or acquisition of threatened and endangered resources · Local municipalities and preservation organizations should work to identify state and national register-eligible buildings and nominate them to appropriate lists · Encourage networking among preservation-minded organizations · Cooperation should be fostered among agencies and groups to restore existing and create new coastal views as described by the Long Island Sound Coastal Management Program Private Sector · Explore opportunities for cooperative ventures that will result in preservation and rehabilitation projects · Lend leadership expertise to local and regional preservation agencies and public boards and commissions · Actively participate in the distribution of information about preservation, rehabilitation and revitalization to employees, suppliers, customers and members of the public · Work with public sector partners to preserve and enhance traditional maritime industrial commercial uses and employment opportunities peter j. smith & company, inc. 43 Lon~ Island North Shore Heritage Area 3.2.2 Sustainable Heritage Development Policies The North Shore of Long Island is and has been under persistent development pressure. Population and residential expansion, both of primary and secondary residences, commercial expansion and tourism growth have increased environmental degradation and threats to cultural, historic and natural resources. These threats have created or contributed to institutional competition and isolation as government and industry perceive they are in competition with one another over land-use issues, access, density and development privileges. The sustainable heritage development policies for Long Island North Shore Heritage Area are intended to increase communication, understanding, cooperation, activism and buy-in by stakeholders of alt sorts, residents, visitors, government, business and others. The sustainable heritage development po[ides help develop a new attitude about human activity as it impacts the Long Island North Shore Heritage Area. Through a sustainable heritage development approach, the Plan recognizes the desirable aspects of growth and seeks to enhance the quality of life in the Long Island North Shore Heritage Area. Sustainable heritage development is "development that meets the needs of the present generation without compromising the ability of future generations to meet their own needs." Sustainable heritage development means that there will be change but that change should maintain and even enhance the economic, environmental and social circumstances of an area. Sustainable Heritage Development in Long Island North Shore Heritage Area means managing change so that the economic, environmental and social conditions of Long Island North Shore Heritage Area are maintained and even enhanced. It reinforces preservation because it recognizes the need to see economy, environment and society in the Heritage Area as inter-related and seeks to increase the quality of life by enhancing and increasing the cultural, historic and natural resources. peter j. smith & company, inc. 44 Lo~<~ Island North Shore Herita_LL,.A__re~ Sustainable Heritage Development Policy m Protect Develop and implement programs and projects to demonstrate strategies and tactics that can be employed at all levels to interpret the need for and benefit of preservation programs. Actions Long Island North Shore Heritage Area · Develop demonstration programs for priority projects to incite action and education about the need for preservation · Identify projects that have already been done by regional or local organizations and use their success stories as examples · Develop demonstration projects highlighting practical applications of sustainable heritage development and coordinate their application · Assist in the Nature Conservancy's efforts to promote and advocate for removal of invasive plant species Public and Non-Profit Sector · Non-profit organizations and interest groups promoting historic, cultural and natural resource preservation should work to develop their own sets of priority projects and success stories · Historic and archaeological inventories should be completed for each community throughout the Heritage Area in keeping with the standards developed by the Secretary of the Interior · Encourage the reintroduction of native Long Island plant species and appropriate and accurate introduced species as an interpretation element at parks, public properties, natural area access points, and historic sites. Private Sector · Serve as a preservation partner by investing in syndicated historic tax credits for historic preservation~ · Rehabilitate and occupy historic structures rather than raze and replace · Protect and restore habitats through sustainable land-use practices · Protect and enhance working agriculture as a cultural identity and important economic activity through open space and farmland protection · Encourage the use of Long Island propagated, native nursery stock in order to improve the sustainable heritage development of the region's natural habitat and native species 1A discussion of tax credit syndication can be found in the Appendices of this document peter j, smith Et company, inc. 45 Lon~ Island North Shore Hertta~e Area Sustainable Heritage Development Policy -- Connect Foster increased communication, understanding and collaboration throughout the Heritage Area to support local policies and actions consistent with the Plan while building a cohesive approach to sustainable heritage development throughout the Heritage Area. Actions Long Island North Shore Heritage Area · Develop a clearinghouse of information on a variety of topics relevant to Long Island North Shore Heritage Area including case studies, examples of local regulations that support sustainable approaches to land use, etc. · Develop databases and mapping of current and potential future land uses and land use regulations throughout the Heritage Area to encourage a coordinated regional approach to land use Public and Non-Profit Sector · Take advantage of opportunities to exchange information and ideas with similar organizations across political boundaries · Work to ensure consistency of [and use regulations across political boundaries · Increase understanding about the importance of the maritime contribution to community character in the Heritage Area by making working waterfronts visually accessible · Collaborate to ensure that trails and open space systems are connected to encourage outdoor recreation and alternate means of transportation to assist in the alleviation of traffic congestion Private Sector · Support the implementation of new [and use standards and regulations that reinforce sustainable heritage development and preservation of structures, sites and natural areas · Support and incorporate sound agriculture, aquaculture and forestry practices including integrated pest management (IP/~) organic farming and other measures which reduce the impact of food production on natural resources peter j, smith ~ company, inc. 46 ~on~! Isla nd N o r t h S h o r e Sustainable Heritage Development Policy -- Package Increase understanding and education about sustainable heritage development and its importance to the Long Island North Shore Heritage Area through the integration of interpretive and informative programs for visitors and residents. Actions Long Island North Shore Heritage Area · Incorporate sustainable heritage development models such as those developed by the United Nations World Tourism Organization and other national and international agencies in planning and implementing visitor policies and guidelines (http: //www.wor[d-tourism.org/) · Employ educational and participatory measures to inform, engage and invotve the public in ali aspects of historic preservation planning in Long Istand North Shore Heritage Area · Participate as a partner in development of interpretive programs regarding restoration of the Long Island Sound ecosystem Public and Non-Profit Sector · Develop recreation programs and activities for a variety of audiences that incorporate a variety of themes interpreting sustainable heritage development, such as the need to enhance water quality through watershed protection · Develop programs to monitor environmental and resource preservation and enhancement showing the outcomes of these programs Private Sector · Incorporate programs to increase sustainable heritage development and monitor quality and production in agriculture, aquaculture and forestry · Take advantage of opportunities to communicate corporate sustainable heritage development policies and programs to customers peter j, smith [t company, inc. 47 Lo~,~ tsla n d N o r t h S h o r e He ri.~,.~e Area Sustainable Heritage Development Policy -- Promote Encourage developments consistent with the sustainable heritage development ethic and discourage proposed projects that are incompatible with sustainable heritage development. Actions Long Island North Shore Heritage Area · Take full advantage of Internet-based and new techno{ogies to connect heritage and recreational opportunities · Monitor pending permit applications and site plan reviews throughout the Heritage Area and encourage developments consistent with sustainable heritage development · Take actions that will discourage developments that are inconsistent with sustainable heritage development and make constructive suggestions for ways they can become appropriate · Work with public sector partners to find ways to promote responsible, sustainable economic revitalization projects · Promote implementation of programs that wi[[ help to reduce traffic congestion and pollution Public and Non-Profit Sector · Support efforts to streamline and faci[itate permitting processes for projects consistent with the policy framework of Long Island North Shore Heritage Area · Restore landscapes through the reintroduction and maintenance of indigenous vegetation · Adopt and implement environmentally friendly "green" building and zoning codes that encourage the efficient and sustainable use of the land Private Sector · Incorporate voluntary practices that meet or exceed standards of sustainable heritage development and promote the benefits to business customers and consumers · Provide training for "front-line" personnel and those employed in guest services · Cross-promote local goods and services by buying locally produced goods and services peter j, smith ~ company, inc. 48 Lon~ ~ land North Shore Heritag_LArea Sustainable Heritage Development Policy m Partner Identify roles and responsibilities of implementing a sustainable approach to development and management among local and regional, government, private, non-profit and business sectors. Actions Long Island North Shore Heritage Area · Partner with public and private sectors on strategies to identify and mitigate threats related to transportation, physical infrastructure, land and water management and visual access and appearance · Assist public and private sector players in understanding and undertaking their roles as partners in the implementation of plans such as Historic Maritime Community Plans, Local Waterfront Revitalization Programs, and Regional Coastal Management Programs · Participate in efforts to maintain and improve Long Island Sound water quality by acting as an advocate on behalf of the Sound · Participate in efforts to implement the policies set forth in the Long IsLand Sound Coastal Management Program, Long Island Sound Historic Centers of Maritime Activity and other pertinent programs and plans Public and Non-Profit Sector · Communities can be encouraged to employ land use regulations, planning and economic incentives to drive sustainable approaches to development · Local planning should incorporate sustainable heritage development and sound resource management · The polities set forth in the Long Island Sound Coastal Management Program, Long Island Sound Historic Centers of Maritime Activity and other pertinent programs and plans should be implemented throughout the North Shore Private Sector · Amenities to support increased economic and visitor activity adjacent to centers of activity will attract target audiences · Target development to areas where it can be accommodated by existing infrastructure · Cooperate fully to implement the policies set forth in the Long Island Sound Coastal Management Program, Long Island Sound Historic Centers of Maritime Activity and other pertinent programs and plans peter j. smith E company, inc. 49 LO~:~ Isla n d N o r t h S h o r e H er~~La.j~e~_.~A~re,a 3.2.3 Economic Revitalization Policies Economic expansion and the development of new entrepreneurial opportunities - including those related to tourism development and visitor services - must be accommodated within a strategy for preservation and sustainable heritage development. Creating opportunities for profit, investment and reinvestment, job development and growth is a cornerstone of the Long Island North Shore Heritage Area strategy. Implementing preservation strategies takes passion and time but it also takes money. Investments in preservation and sustainable heritage development must make economic sense. They should provide for the creation and retention of quality jobs and developments and provide a return on investment. The economic revitalization policies for Long Island North Shore Heritage Area will result in projects and investments that are appropriate in scale and intensity. These policies are specific enough to guide local decisions but at the same time general enough so that they can be applied and interpreted throughout the Heritage Area consistently and suitably. Last, economic revitalization policies incorporate local capacity issues and focus on enhancemenL of community character and quality of life for residents. Economic revitalization in Long Island North Shore Heritage Area sets the context for community development, economic expansion and job creation. It anticipates added recreational opportunities, reinforcing sustainable heritage development and preservation by seeking to add value, educate and inform about the richness of the cultural, historic and natural resources of the region. It also emphasizes the need to preserve and sustain these resources while providing opportunities for residents and visitors to enjoy them. peter j. smith E company, inc. 50 Lon~ Island North Shore Heritage Area Economic Revitalization Policy -- Protect As a strategy to protect and rehabilitate significant sites and structures associated with the heritage of the North Shore make every effort to adaptively re-use existing structures and develop revitalization proposals for existing districts and neighborhoods. Actions Long Island North Shore Heritage Area · Engage local, regional, state and federal agencies and organizations to develop incentive packages to expedite and fad[irate rehabilitation and re- use for revitalization · Maintain a clearinghouse of endangered properties and rehab opportunities · Develop marketing materials and data to recruit investment and jobs related to heritage to enhance the quality of life for residents Public and Non-Profit Sector · Communities can participate in downtown revitalization by implementing State policy directing government agencies to locate in downtowns · Tools can be developed to help protect and guide the rehabilitation and reuse of historic buildings and landscapes to assure a timely and successful outcome, including property acquisition strategies · Communities should be encouraged to implement zoning and design guidelines to protect structures and districts · Incentives for preservation and sensitive, accurate and appropriate adaptive reuse can be developed and implemented at the local level · Communities can implement land-use regulations that focus on currently settled areas such as existing waterfront communities as described in the LIS Coastal Management Program rather than on open space and farmland Private Sector · Tax credits and other benefits are associated with the historic rehabilitation of individually listed and district properties for redevelopment · Develop marketable, feasible re-use strategies to save historic structures and promote sensitivity in their rehabilitation · Use creative funding strategies such as Business Improvement Districts to finance downtown redevelopment · Focus development and redevelopment efforts on currently settled areas such as existing waterfront communities as described in the Long Island Sound Coastal Management Program peter j. smith F~ company, inc. 51 Island North Shore Her~L_t_a_J_~e _Area ...... Economic Revitalization Policy -- Connect Promote regional collaboration in economic and community development throughout the North Shore. Actions Long Island North Shore Heritage Area · Encourage a regional approach to economic revitalization embracing issues of housing availability and affordabi[ity and business attraction and devetopment · Assist in the identification of entrepreneurial opportunities related to enjoyment of the region's cultural, historic and natura[ resources · Convene forums to assist business development and reinforce sound business planning practices to help increase entrepreneurs' chance of success Increase public understanding and enjoyment of the resources by working with local stakeholders to organize festivals and other events that highlight the heritage of the North Shore Public and Non-Profit Sector · Develop incentives for entrepreneurs to encourage and support founding of new heritage-related businesses · Increase awareness of goods and services that are locally produced through regional information networks and purchase goods and services from regional providers · Encourage new maritime economic and recreational activity by strengthening linkages between Historic Centers of Maritime Activity and alternate transportation uses between them · Strengthen inter-modal transportation within the Heritage Area and between the heritage Area and other points including Connecticut, Manhattan and the South Shore Private Sector · Lend expertise and support to entrepreneurs, regard them as "co-petitors", rather than competitors · Increase sustainable heritage development of local businesses and decrease the volume of goods imported by purchasing goods and services produced within the region where possible · Collaborate on strategies to conserve energy and explore alternative energy sources as described by the Long Island Sound Coastal Management Program peter j. smith E company, inc. 52 Lon~ Island North Shore Heritalle Area Economic Revitalization Policy -- Package Develop mechanisms for increasing and improving the amount, quality and distribution capacity of information regarding Long Island North Shore Heritage Area so that visitors and residents can plan and extend their North Shore "Experiences". Actions Long Island North Shore Heritage Area · Cooperate with other entities to develop brand identifying mechanisms including [ogos and visual images for use in all Long Island North Shore Heritage Area materials and standards for use of the brand identifiers by businesses including visitor and entertainment venues but also extended to goods produced in the region · Work with the travel and promotion industries to develop "Experience" packages relevant to identified themes and market segments. · Maintain and enhance LINorthShoreHeritageArea.com, including possible on- line launching of an interactive inventory database Public and Non-Profit Sector · Develop signage systems following interpretive program guidelines · Collaborate to adopt consistent signage, printed materials, logos and other means of communicating a cohesive message · Develop strategies for increasing visitorship from within the Heritage Area, increasing understanding, enjoyment and quality of life for residents Private Sector · Participate in branding and experience marketing through use of common [ogos and labels · Participate in regional partnerships to expand and improve heritage venues for visitors including historic sites and structures, museums, inns, shopping, etc. · Develop and promote new guided and self-guided tours incorporating options for tours by air, water, coach, bike and on foot and including themes related to the heritage of the North Shore peter j. smith ~ company, inc. 53 Lo%~ Island North Shore Heritag~e__ Area Economic Revitalization Policy m Promote Develop mechanisms to increase understanding, excitement and satisfaction with the Long Island North Shore Heritage Area Experience to generate repeat business and to reach the widest audience within and outside of the North Shore. Actions Long Island North Shore Heritage Area · Develop devices to communicate the role of the local population in economic revitalization as it interacts with visitors and offers an informed and friendly countenance to increase visitor comfort and satisfaction · Gather and maintain a database of personal stories and endorsements of satisfied visitors · Develop benchmarking methods to gauge visitor comfort and satisfaction Public and Non-Profit Sector · Maintain and enhance the quality and number of services available including visitors aid and comfort stations, information centers, etc. · Enhance the quality and increase the number of heritage, cultural, and natural resource interpretive and recreation opportunities including preserves, museums, galleries, etc. and support the continued viability of existing entities Increase visitor satisfaction by offering no- and Iow-fee interpretive and recreation activities Private Sector · Develop a we[coming attitude · Anticipate unmet needs of visitors by developing services such as restaurants, shops, comfort stations, etc. available to the public and by making them accessible and operated during hours when they will be most useful · Promote development of water-dependent and water-related entrepreneurial opportunities in waterfront/shoreline areas peter j. smith ~t company, inc. 54 Island North Shore HerttaBe Area Economic Revitalization Policy m Partner Develop alliances and collaborations to create and expand economic opportunity, job growth and increase the quality of life for all residents of Long Island North Shore Heritage Area. Actions Long Island North Shore Heritage Area · Develop a clearinghouse of economic revitalization incentives · Assess the effectiveness of economic revitalization incentives and advocate for the regional adoption of the most effective programs · Assist heritage-related non-profit organizations and small-businesses in identifying ways to develop critical skills including hospitality, visitor management, fundraising, promotion, grantsmanship, etc. Public and Non-Profit Sector · Collaborate on a regional approach to identifying appropriate sites for necessary but [ess desirable [and uses and industries · Encourage traditional maritime industrial and commerda[ uses for economic revitalization and tourism as described by the Historic Centers of Maritime Activity Provide incentives for the expansion and retention of employment opportunities in growing industries such as health care, high tech and sports, entertainment and tourism Private Sector · Expand the capacity of regional agriculture and aquaculture production and its economic sustainable heritage development by creating programs such as community-supported agriculture · Work with educational institutions and trade organizations to develop maritime industry workforce to engage in traditional maritime activities such as boat building, marina management, charter rentals, marine biology, etc. Manage the harvest of marine resources so as to assure they are not depleted to sustain commercial fishing, shel[fishing and other marine and fishing resources peter j. smith E company, inc. 55 Lo~ Island North Shore Heritaj_e__Area peter j. smith 8: company, inc. 56 4.0 Strategic Plan 4.1 Introduction The Heritage Experience for the North Shore of Long Island is the "product" of the Long Istand North Shore Heritage Area. The Management Approach defines this product, establishes the geographic boundaries of the product, the goals and objectives for the Heritage Experience as well as the policies and actions that guide the preservation, sustainable heritage development and economic revitalization in the Heritage Area. The strategic portion of the Plan is a means of defining the future of the product. That is, it is a system for first understanding and then preserving, revitalizing and interpreting the cultural, historic and natural resources of Long Island North Shore Heritage Area. It is a way of looking at the Heritage Area as a whole, a spatial total rather than a linear series of events. It is a program for understanding the dynamic history of Long Island North Shore Heritage Area from its geology and formation to its present and on into the future. A strategic approach defines the future of the Heritage Experience and the concepts for the Heritage Experience. The strategy is a coordinated program to identify "centerpiece" etements of the Heritage Experience, to build the concepts around them and to provide linkages and wayfinding among them. Centerpiece elements are focused on areas of higher heritage "density" that is, areas with greater numbers of heritage resources. The neighborhoods areas define Long Island North Shore Heritage Area and form the basis for the strategic concept. peter j. smith Et company, inc. 57 Lon~ Island North Shore HerttaB. e~ Area 4.zLINSHA Concept Plan The LINSHA Concept PLan is a pattern overlying the Heritage Area. It provides a framework for four related concepts: · Preservation · Revitalization · Interpretation · Recreation The LINSHA Concept defines the framework for building the heritage infrastructure for Long IsLand North Shore Heritage Area. The fundamental elements of the strategy are: · Corridors · Gateways · Anchors · Destination The elements were defined through an analysis of the density of intrinsic resources in the Heritage Area combined with a spatial approach incorporating issues such as accessibility. The elements of the strategy overlay the geography of the Heritage Area organizing it into a system. Figure 4-1 graphicaLLy depicts the LINSHA Concept. peter j, smith Et company, inc. 58 Fisure 4-1 I S I a i~ d N 0 r t h S h o r e LINSHA Concept Plan Legend ~i~lat~oo ~o~ Istar~d North Shore Wa~t Gat~ay ~ic Ro~e Island North Shore Herlta, l~e Area 4.2.~ Preservation Concept The Preservation Concept for Long Island North Shore Heritage Area includes the conservation of the region's culturaL, historic and natural resources. It includes the structures, sites, traditions, waterways and natural areas in the Heritage Area. The preservation concept focuses on the physical areas of: · Long Island Sound estuary and its bays, harbors and tributaries · Coastline, Beach Views Et Water Access · Environmentally Sensitive Areas · Landmarks, Estates Et Historic Sites Sites for Protection P~ Acquisition Sites for preservation include sites for protection and public acquisition as specified by the comprehensive, open space and waterfront revitalization plans of the communities on the North Shore. General and specific sites recommended for acquisition and preservation by regional planning efforts are also included: · Long Island Sound Historic Centers of Maritime Activity · Long Island Sound Coastal Management Program · Pine Barrens Society Endangered Sites · New York State Open Space Plan (recommendations incorporated into the New York State Comprehensive Outdoor Recreation Plan - SCORP) Sites for acquisition and preservation also include sites that have been specified by members of the public during the public input process for this Management Plan as well as members of the Management PLan Committee and Planning Commission. Progress has been made in acquisition and preservation in several cases. These sites are listed in the appendices. Figure 4-2, below, depicts the Preservation Concept. peter j. smith Et company, inc. 61 Lon~l~ Island North Shore Coastline, Beach Views ~t Water Access BEACH PORTAL CONCEPT - Photo simulation shows how physical and visual access can be incorporated with interpretation for a beach portal. The Long Island Sound is the unifying characteristic of the North Shore of Long Island and the rationale for the'establishment of the Heritage Area. Restoration of existing and creation of physical and visual access to the water and the protection of significant landscapes are priorities specifically addressed by the Lon8 Island Sound Historic Centers of Maritime Activity and Long Island Sound Coastal Management Program. Scenic views and beach access points from the inventory of intrinsic and scenic resources are included. As a matter of po[icy, the entire coastline of the Heritage Area is included. Environmentally Sensitive Areas Environmentally sensitive areas for preservation and restoration include: · The Pine Barrens, specifically the Core Preservation Area · Nature Preserves · Wildlife habitat including piping plover habitat · New York State Department of Environmental Conservation designated wetlands peter j. smith & company, inc. 62 Figure 4-2 L o n I s I a n d N o r t h S h o r Legend Historic Lighthouse ~ Hist°tic Center of Maritime Activity Area of Pine Barrens Log~ Island North Shore HerltaBe Area WETLAND BOARDWALK CONCEPT - Photo simulation suggests one way to increase understanding o! environmentally sensitive areas through access and interpretation. Improvement of access of these areas can increase understanding of the importance of their preservation. Landmarks~ Estates ~t Historic Sites Sagamore Hill, the home of Theodore Roosevelt, is the onty National Historic Site within Long Island North Shore Heritage Area. The National Park Service manages it. The Walt Whitman Birthplace State Historic Site is the only state-designated place. However, there are numerous sites on the National Register of Historic Places as we[[ as those listed on locat registers. peter j. smith Et company, inc. 65 Lon~ Island North Shore Heritage Area Gold Coast mansions are also identified as opportunities for preservation and public access. Some of these mansions are already preserved and open to the public as museums, such as the Suffolk County Vanderbilt Museum and the Nassau County Holocaust Museum at We[wyn Preserve. Other mansions are a central element in a park, such as Coe Hall at Planting Fields Arboretum State Historic Park and Caumsett State Historic Park. Still others are accessible visually, but have limited or no public access, such as a magnificent Webb Institute of Naval Architecture and the Merchant Marine Academy. Continued identification of important sites, including structures and natural areas, and their preservation, restoration and access is important to the preservation of the character of the North Shore. 4.2.2 Revitalization Concept The revitalization concept for Long Island North Shore Heritage Area focuses on two distinct district types: · Built environment, including downtowns, commercial centers and streetscapes and · Natural environment, including trails, overlooks and parks A third focus of the Revitalization Concept is a redevelopment opportunity in the Calverton/Riverhead area. This destination has the potential to be a focus for all of Long Island. 4.2.2.1 The Built Environment The revitalization approach for the built environment throughout the North Shore includes policy approaches outlined in the Policies and Actions that support implementation of land use, zoning and design standards to protect structures and districts and to guide new construction. peter j. smith & company, inc. 66 Lon~;:~:;~ Island North Shore HeritaBe Area REVITALIZATION CONCEPT - This concept shows traffic and streetscape improvements with interpretive elements can make downtowns safe and appealing. Downtowns Re-use strategies for historic downtown buildings, including new and expanded mixed-use districts combining commercial and residential uses, creative leasing strategies and downtown business funding strategies reinforce the revitalization of the North Shore's historic downtowns. Downtown strategies also include exploiting opportunities to interpret and celebrate the cultural and historic traditions of the North Shore through festivals and in historical society museums and public libraries located in downtowns throughout the region. Additional revitalization opportunities can be realized for entrepreneurs as they anticipate the needs of the public visiting these interpretive centers. These include shops, restaurants and comfort. Commercial Centers and Streetscapes Throughout the North Shore, linear commercial centers and inappropriate traffic corridors are unattractive and congested. These can be addressed through streetscape treatments and designs that calm the traffic and restore the appearance of the historic streetscapes. peter j. smith Et company, inc. 67 Lon,~ Island North Shore Heritage Area To decrease inter-center traffic, commercial centers can be connected through their parking lots and interior access corridors can be provided. Appropriate screening with vegetation can increase the attractiveness of the streetscapes. As these centers age and are redeveloped, strategies to make their appearance more consistent and appropriate with the Long Island North Shore Heritage Area Experience should be employed. In some areas, these linear commercial centers function as the central business district for their local populations. As they are redeveloped, these centers' functions can better reflect their standing in the community and adopt uses more consistent with the needs of their communities. PROTECTION & CONNECTION CONCEPT -This photo simulation shows a way jurisdictions and private sector can work together to llnk open space, economic and recreation opportunities. 4.2.2.2 Natural Environment Throughout the North Shore Heritage Area there are opportunities to restore and revitalize public access points for physical and visual access to the Long Island Sound, inland waterways, trail systems and the region's parks. These can include some public amenities to minimize human impact on the areas, habitat restoration, wetland preservation and restoration, etc. Linking open space systems across jurisdiction boundaries creates opportunities for safe, attractive trail systems, guides appropriate uses and can provide economic opportunities, creating open space magnets for residents and visitors. peter j. smith Et company, inc. 68 Long Island North Shore Heritage Area 4.2.2.3 Destination Long Island North Shore "Destination Long Island North Shore" would be strategically located between the north and south forks of the eastern end of Long IslandThe destination should be located in the Riverhead/Calverton area. It provides access and interpretation for visitors and serves as a way of managing visitor flow and volume. Long Island's North Shore is the birthplace of the fight against the pesticide DDT, the Environmental Defense Fund and of the Pine Barrens. The Pine Barrens, a giant aquifer protection and open space reclamation project is adjacent to the former Naval Weapons Industrial Reserve Plant at Calverton, now an Empire Zone and site of proposed developments including a theme park. This is a strategic location that can one day serve as a focus for the future of Long Island North Shore Heritage Area as well as of the heritage of the entirety of Long Island. There is potential to preserve, revitalize and provide economic revitalization opportunities in this area. Destination Long Island North Shore should reflect the continuity of the history of Long Island as a human settlement, as well as of its efforts to reclaim and restore itself despite burgeoning population. One element of Destination Long Island North Shore could be a "green" New Town. International competitions could be held to design the most cutting-edge state-of-the-art environmentally friendly all-inclusive community meeting all the needs of its residenLs. Figure 4-3 shows the Revitalization Concept. 4.2.3 Interpretation Concept The interpretation concept is based upon the comprehension of the entire North Shore Heritage area as a giant living museum, encompassing the vast diversity of the stories of the people of the region. The museum incorporates five rooms or neighborhoods that characterize and celebrate the Long Island North Shore Heritage Area: Gold Coast, American Dream, Maritime Coast, Pine Barrens and Harvest Coast. These spatial areas define the North Shore Heritage Area. The neighborhoods are depicted on the map Figure 4-4. The neighborhoods are based upon the concentration of intrinsic resources and the unique relationships among them. peter j. smith Et company, inc. 69 Lon~~ Island North Shore Herit__a_~_e_ Area But the stories of the people also cut across the neighborhood areas of Long Island North Shore Heritage Area. These are the themes that tell the tale of how the people defined and were defined by the landscape. These stories are points and clusters within the neighborhoods. They are depicted on the series of maps bearing their names, "The Seafarers," Figure 4-5; "The Builders," Figure 4-6; "The Visionaries," Figure 4-7; and "The Naturalists," Fi[lure 4-8. These maps are conceptual representations that highlight certain museums and interpretive facilities. The inventory completed for this Management Plan is a complete catalog of museums and historic houses open to the public. The themes provide the point-to-point experience of interpretation. A themed tour of, for example, the Visionaries, would provide a guided route map showing destinations for the Poets and Patriots theme of the Visionaries. It could include, for instance, a visit to the Walt Whitman Birthplace State Historic Site, where an interpretive center and guided tours are available; and it could also include a stop at an overlook on Long Island Sound where pirates plied the waters hundreds of years ago. 4.2.3.1 Anchors Each of the Neighborhoods has a corresponding anchor that serves as a centerpiece to the Interpretation concept. The anchors are museums, interpretive centers and educational centers. They are located within or are associated with existing facilities. Their character is defined by the neighborhood in which each is located; they also serve as heritage program points for the entire Long Island North Shore Heritage Area. Concept locations for the five anchors are: · Gold Coast - Glen Cove-Oyster Bay area · American Dream - Huntington Center in or near Walt Whitman Mall and Walt Whitman Birthplace State Historic Site · Maritime Coast Port Jefferson waterfront · Pine Barrens - Within the Pine Barrens area in Brookhaven · Harvest Coast - Mattituck area peter j. smith ~t company, inc. 70 Figure 4-3 Lon Island North Shore ~tanzat on Concept Legend Ca verton S te e Potentials O~' Improvements Na~l i~te~e; bir~; and ~tland Pa~g~a~ss; pullover Park Trai ~ad St~ts~pes & Urban P a~s Lon.~ island North Shore Heritage Area 4.2.3.2 4.2.3.3 Heritage Identification Systems The interpretation concept for Long Island North Shore Heritage Area includes a system of identifiers or symbols for the themes and the neighborhoods. The purpose of these elements is to provide a consistent and cohesive "message" incorporating interpretation and wayfinding in a variety of flexible settings and environments. The Heritage Identification Systems become inherent to the landscape. They should be placed in such a way that they are integrated attractively into the landscape and are accessible visually and physically. Any signage or wayfinding program should be consistent with the guidelines established by the New York State Coastal Resources Interpretive Program (NYSCRIP). A Neighborhood Identifier and Trail Marker can be applied throughout the Heritage Area in appropriate areas and at appropriate scales. They provide a clean, easily recognizable and suitable way to unify the Heritage Area and present its neighborhoods and themes. Heritage Neighborhood Identifier Concept Shape and graphic can be combined to make a legible wayfinding and informational opportunity for travelers. Unifying elements illustrated in this concept include typeface, color and materials provide a consistent and recognizable message to viewers. A familiar shape, for example a sail, could identify the Maritime Coast neighborhood. Heritage Interpretive Kiosk Concept A computerized kiosk is appropriate in a variety of settings and for a variety of purposes. It can be an interactive trip-planning device; at the same time, it can provide interpretive information through animation. A simple, clean design and "simply click to begin" operation shown in this concept make this element accessible and enjoyable. Kiosks could also be places to download GPS points and directions into handheld devices. Heritage Interpretive Stations The heritage identification systems provide a recognizable and enjoyable way to provide directions and information. They should excite interest in the neighborhoods and themes and delight visitors with the joy of discovery. These wayfinding mechanisms link together the many interpretive stations throughout the Long Island North Shore Heritage Area. These stations provide the focus for interpretation, they draw the visitor in and enrich and inform the Heritage Experience. peter j. smith 6t company, inc. 73 Lon~ Island North Shore Herlta~,e Area The interpretive station offers a bold and compellin8 image. Without bein[~ 8audy, it demands attention and is enjoyed on several LeveLs: It provides interesting information and at the same time, its desiBn is appropriate to the environment and a pieasinB visual experience. INTERPRETIVE AREA CONCEPT - A concept for a troilheod redevelopment shows how o bold ond attractive interpretive oreo can draw visitors in. 4.2,3.4 Celebratin8 Neighborhood Character The five distinct neighborhoods that define and celebrate the character of the Heritage Area run with its 8eosraphy. They were defined through a visual and [and use analysis to determine areas of similar character. They are: Gold Coast, Maritime Coast, Harvest Coast, Pine Barrens and American Dream. Descriptions of the architectural trends of each neighborhood are in the appendices of this document. The neighborhoods are depicted in the map Fisure 4-4, below. Robber barons and philanthropists, enchantresses and outcasts alike escaped summer in the city and sousht refuse from the heat in their palatial Long Island country homes. The Gold Coast is the western-most character area in Long Island North Shore Heritage Area. peter j. smith ~ company, inc. 74 North Shore Her__~.~t~geL Area 4.2.3.5 · The American Dream - Post-War affluence, highways, parkways and the Long Island Rail Road all played a part in making city working and country living available to more than the wealthiest Americans. The American Dream is located in the western interior of Long Island's North Shore Heritage Area, near rail and road corridors. · The h,~aritime Coast The history of the North Shore was established here in the safe harbors and deep-water ports of the North Shore. The Maritime Coast is located in the center of the Long Island North Shore. · The Pine Barrens A vast and fragile ecosystem of its own, the largest fresh water aquifer on Long Island was formed here by the retreat of the final glacial ice tide. The Pine Barrens are located in the eastern interior of Long Island's North Shore. · The Harvest Coast Some of the most agriculturally productive [and in New York State contributes to a diverse agricultural output. The Harvest Coast is located on the North Fork of Long Island. The Themes The people who have left their imprint on it define Long Island North Shore Heritage Area. The stories of the people of the North Shore of Long Island sing the song of the past, the present and the future. Collectively, from Native Americans through the European settlers they identify the themes that are present throughout the conceptual museum and its virtual galleries. We may never know their names - though many are known to us but we know them by their life's work. The themes defined by the stories of the people cut across the places of Long Island North Shore Heritage Area. These themes tell the tale of how the people defined and were defined by the landscape. These stories are points and clusters within the exhibit halls of the conceptual museum. They are depicted on the series of maps bearing their names, "The Seafarers," "The Builders," "The Visionaries" and "The Naturalists." These themes are depicted on figures 4-4 through 4-7 on the pages that follow. The Seafarers The earliest seafarers were Native Americans. The Eurpoean Whalers and Sailors who landed here built an economy with what they found. TheWhalers and Sailors resource clusters and points are located along the North Shore as well as the Great Peconic Bay. peter j. smith 8. company, inc, 75 ~o~!sland North Shore He_~t_~ge Area These citizens arrived by land and sea. They lived by the water and learned to harvest its goods and later to transport those goods to feed the fledgling United States and later, the world. On the east, they were Yankees crossing the Sound from Connecticut and Massachusetts. On the west, Dutch and French expatriates arrived by land and settled in communities like Glen Cove and Port Washington. LifestyLes and outlooks still differ between east and west. The Builders The BuiLders were the Preachers and Patriarchs who settled this place. Their points and clusters are prominent in denser populated areas of the western North Shore, with a significant resource area in the center. The first builders were the Indians whose long houses were the hubs of their communities. They were displaced, and their settlement across the North Shore was all but forgotten until recent efforts to reconstruct their heritage. As the Europeans moved in they dotted the Landscape with a new kind of community hub: white clapboard churches. The Naturalists The Naturalists are the Birders and Beachcombers who blazed the trail to access, conservation and sustainable heritage development. They include the Native Americans who believed the earth belongs not to just one, but to all. Resource points and clusters for the Naturalists are located throughout Long Island North Shore Heritage Area with a large concentration at Brookhaven in the Pine Barrens. Throughout the Long Island North Shore Heritage Area are peaceful walking and biking trails, undisturbed coastline and preserves for nesting birds and turtles. As the impacts of human setUement have been felt and understood, the quest to restore health to the ecosystem, to protect open space and fragile areas and to provide for greater enjoyment of these areas has gained momentum. The Visionaries The Visionaries are Poets and Patriots including courageous members of the Spy Ring and other men and women who made the ultimate sacrifice for their nation and the poets who urged them on and sang their praises. Resource points and clusters for the Visionaries are prominent in the western end of Long Islana North Shore Heritage Area. Small clusters are located in the extreme east at Southold and Greenport. The patriots used Long IsLand Sound to the full benefit, surreptitiously slipping over to Connecticut to transmit their secrets. The protected bays and inlets provided cover on their dangerous mission. The poets sang their patriot counterparts on. They sang of freedom and beauty. pete~ i. smith ~ company, inc, Figure 4-4 Island North Shore Interpretation Concept: L~e~d Nelghboi'~d~ ~ AmeriCan Dream Gold COast Marilime Coast Pine Barrens Neighborhoods Figure 4-5 Lon Island North Shore 'T Interpretation Concept. he Legend Cruise ~at Launch Pie~ Bea~ At.ss Po nt ~ate Ac~uisi[i~n fo, Public A~ess t~ Sound Diy~ Site A~fi~!al Fishing Reef ~ti~e Relat~ Muse~ Figure 4-6 Lon Legend G~ld Coast Mansion Architectural Resource State/National Register Historic Landmark Place of Worship Community Center/Festival Cemetery Architectural Museum Island North $ Figure 4-7 Lon Isla d North Shore interpretation Legend Wildlife/Habitat Area ~e~Janda Area E~aoh Access Point Trailheaa Smaller Park ~ Landscape P~ential Nature Site Creation P~tial N~ture ~mprovem~t LOng ~sland Greenbelt Trail Bea~es Pi~e ~re~s A~ea ~ Core Pr~e~ati~ Area ~ Pine Barrens Sign~{~nt Wildlife Habitats ;~;~ ~ret u~ Botanical Garden ~ State Park Nature Rela~ed Mu~um ~ Nature Preserve ~NYS DEC We~and Concept: The Naturalists Figure 4-8 Legend Monument Significant Revolutionary War Site Spy Tmi! derground Railroad Lon Island North _andma~k ho Lon Island North Shore Heritalle Area 4.2.,~ Recreation Concept The Recreation Concept incorporates access and circulation highlighted by existing and enhanced parks and recreation areas. A system of corridors is complemented by gateways correlating to the neighborhoods and serving as primary access points. 4.7..4.1 Corridors SCENIC ROUTE CONCEPT - In this concept, traffic calming and improvement for the scenic route include attractive and eye-catching elements, including the interpretive marker. Access for recreation includes two east-west corridors. They are: · Scenic Route The Scenic Route is the heritage spine. It connects the points of highest heritage density following the path of highest scenic value. · Waterfront Trail - The waterfront trail is a system for visual and physical access to the water of Long Island Sound and the Peconic Bay. It is a universal waterfront trail for walkers, hikers, boaters and bicyclists. The waterfront trail follows the water perimeter of the Heritage Area as much as possible. peter j. smith Et company, inc. 87 Lon~ Island North Shore Herita~_e_ Area BYWAY PULLOVER CONCEPT - In this concept, a sandy curve is trans[ormed into a passive scenic spot with signs and plaques, a boardwalk, distinctive interpretive sign and erosion control techniques. 4.2.4.2 Neighborhood Gateways Gateways are the "jumping off" points for access, understanding and enjoying the cultural, historic and natural resources of the North Shore Heritage Area. These are opportunities for public/private partnerships or even private provision of a series of public services. Gateway facilities are defined by their locations, and can include any or all of the fo[lowing: · Interactive computer kiosk · Ptayground · Food · Fuet · Arts Et Crafts/Gallery · Local goods Et produce · Outdoor market · Local information, including sites of interest, economic revitalization opportunities and municipal incentives peter j. smith Et company, inc. 88 Lon~,lsland North Shore Heritage Area The Gateways are associated with the neighborhoods in which they are located. However, they are representative of all of the neighborhoods and of the Heritage Area as a whole. As elements of a strategy that includes preservation as its main activity, it is not envisioned that the Gateways would be new developments but instead expanded uses and attraction for existing facilities and programs, lending to the revitalization and reuse of buildings. The five Gateway Locations are: · Gold Coast On the Nassau-Queens border on Route 25 at University Gardens in North Hempstead · American Dream LIE Exit 49 on State Route 110 in Melville, Town of Huntington · Maritime Coast - LIE Exit 56 on State Route 111, Wheelers Road in Happaugue, Town of Smithtown · Pine Barrens LIE Exit 68, County Route 46, William Floyd Parkway, Yaphank, Town of Brookhaven · Harvest Coast - LIE Exit 73, Old County Road, Calverton, Town of Riverhead In addition, the three coast neighborhoods have water gateways. They are: · Gold Coast - Glen Cove · Maritime Coast - Port Jefferson · Harvest Coast Orient Point These water gateways facilitate movement into and out of the Heritage Area as well as within it via ferry and multi modal systems. In addition, the water ~ateways anticipate the potential for establishment of b[ueways. The Recreation Concept incorporates areas including: · State parks · County parks · Arboreta · Beach access · Boat launches · Trailheads and greenbelts · Golf courses The Recreation Concept is depicted on Figure 4-9, below. peter j. smith ~ company, inc. 89 Long Island North Shore peter j. smith Et company, inc. 90 Figure 4-9 Legend Ne~ghborho~ Gateway Wa~r Gateway N~gh~r~ ~chor Seconda~ Water Entry Golf Ceurse Boat Launch Lon sland North S Long. Island North Shore He__?~j.~t~.ge Area 4.3 Strategic Summary The strategic element of the Management Plan for the Long Island North Shore Heritage Area is a dynamic tactic for advancing the region into the future. It shows how preservation, revitalization and interpretation can be implemented on the landscape of the Heritage Area. In addition to the strategy, the Plan offers a management approach for preservation, sustainable heritage development and economic revitalization. These, combined with the Implementation and Marketing Plan, complete the Management Plan for the Long Island North Shore Heritage Area. The purpose of the strategy is to identify the thematic and character aspects of the Heritage Area and show how they can be developed to celebrate the diversity of the North Shore while at the same time providing a series of unifying elements. These opportunities were identified through an inventory of the intrinsic resources of the region and the affirmation and solidification of the boundary. The strategy is built on the foundations of the past and analysis of the present. It incorporates the goals and objectives and policies and actions into the physical landscape, defining and celebrating the region. It is a method of packaging the region as a whole and includes a four-pronged approach of preservation, revitalization, interpretation and circulation. The preservation concept for the region focuses on the development of preservation as the overall theme of the Heritage Area and a program for the preservation of its cultural, historic and natural resources. It incorporates sites for protection and acquisition. The revitalization concept for the Heritage Area focuses on the built and the natural environments. In addition, the revitalization concept proposes a focal point for Long Island North Shore Heritage Area as well as potentially for all of Long Island. The interpretation concept for the Heritage Area directly incorporates the stories of the people of the North Shore. It encompasses a spatial approach through the five neighborhood areas and a point-to-point approach through the four themes of Seafarers, Builders, Visionaries and Naturalists. Heritage neighborhood identifiers, trail markers and interpretive stations provide information and interpretation and assist in wayfinding. peter j. smith E~ company, inc, 93 Lon,~ sland North Shore Heritage Area The circulation concept incorporates a system of complementary gateways and corridors. It provides a means of access and interpretation. The circulation concept is a system for facilitating movement throughout as wetl as within the region. The strategic element of the Plan defines a ho[istic approach to attaining the future of the region. The aspiration and groundwork for the future were set the Management element. The Implementation and Marketing Plan provides specific focus on recommendations, costs, partnerships and funding. peter j. smith Et company, inc. 94 5.0 Implementation Plan 5.1 Introduction The Implementation Plan for the Long Island North Shore Heritage Area marries the Management Approach with the Strategic Approach. The Implementation Plan has the following components: · Heritage Strategies These are the implementation tactics incorporating the Po[ides and Actions of the Management Approach and addressing each of the four areas of the Strategic Approach. · Marketing Plan This section builds upon the economic benefit of the Heritage Area and the target market for Heritage Area outreach. The marketing program should increase awareness and understanding and target residents and visitor groups most likely to enjoy the activities and amenities the region offers and to recommend them to others. The marketing program incorporates the interpretive concepts for the LINSHA. · Funding Sources The matrix of funding sources can be used by heritage destinations, organizations and government. It includes traditional public sources and private sources. Also included are some sources of technical assistance and capacity building for non-profits and communities to help them realize their goals, cope with change and preserve their communities. · Planning Next Steps These actions need to be taken by the communities in the North Shore in the near-term. They are strategies for bringing the communities to a common "starting point" in preservation, revitalization, interpretation and drcu[ation. Individual communities can implement next steps; many of these actions can also be implemented multi-jurisdictionally by cooperating communities and on a regional basis. peter j. smith E compaq;y, inc. 95 Long Island North Shore Heritage Area 5.2 Heritage Strategies The Heritage Strategies are the long-range "big picture" implementation tactics for the Long Island North Shore Heritage Area Management Plan. They identify funding streams and partnerships that need to be forged in order to realize the Goals and Objectives of the Management Plan. The strategies reflect the Polities and Actions. The strategies incorporate several overarching tasks and at the same time address each of the four areas of the Plan strategy - Preservation, Revitalization, Interpretation and Circulation. They show the ways that the organizations and entities involved in implementation of the Management Plan can work together to accomplish the Goals of the Plan. Where appropriate, costs of implementing the strategies are estimated. The strategies are immediate and on going. Preservation, for example, is a process that should be initiated in areas where it has not yet been and coordinated throughout the region. Through a regional context, linkages are forged among the resources to be preserved and the advocates for their preservation, momentum builds, stewardship is promoted and public awareness rises. The strategies are: PLAN STRATEGIES - OVERALL 1. Approve the Management Plan for Long Island North Shore Heritage Area 2. Organize and establish a management entity for Long Island North Shore Heritage Area organization 3. Develop a Corridor Management P[an for the Historic and Scenic Route 25A Corridor 4. Deve[op the Waterfront Trait for access, recreation, transportation and enjoyment of Long Island Sound and the Peconic Bay 5. Catalog cultural and historic resource planning and preservation efforts 6. Catalog natural and environmental preservation efforts 7. Advocate for implementation of plans consistent with the LINSHA Management Plan 8. Designate all state actions within the Heritage Area as Type I actions subject to State Environmental Quality Review STRATEGIES - PRESERVATION 1. Perform cultural, historic and natural resource inventories and surveys 2. Evaluate the impact of development plans and proposals of regional significance on the heritage, cultural and natural resources of the Heritage Area peter j, smith Ct company, 'inc. 96 Lon~ Island North Shore Heritage Area 3. Support efforts to raise awareness of and preserve, enhance and rehabiEtate cultural, historic and natural resources of the Heritage Area, including buildings, sites, vistas and landscapes 4. Advocate for preservation and restoration of natural and environmental resources 5. Advocate for preservation and restoration of cultural and historic resources, including scenic resources STRATEGIES - REVITALIZATION 1. Use market research tools to help increase project feasibility and identify revitalization opportunities. 2. Increase and improve heritage venues, visitor amenities and customer appreciation to raise understanding, enjoyment and access to the Heritage Area for residents and visitors 3. Support economic and job development efforts 4. Promote the heritage, cultural and natural resources of the Heritage Area to residents and visitors. 5. Concentrate revitalization efforts on downtowns, maritime communities and existing commercial centers 6. Develop incentives and streamlining processes to encourage the development of projects that are consistent with the goals and objectives of the LINSHA STRATEGIES - INTERPRETATION 1. Establish a regional approach to interpretation of cultural, historic and natural resources 2. Use certain access points as areas to promote environmental preservation and restoration; limit these uses to areas that can sustain increase visitation without environmental impact 3. Develop outreach and educational programs designed to engage interest and support for cultural, historic and natural resources in the Heritage Area STRATEGIES - CIRCULATION 1. Develop gateways and anchors for the Heritage Area. 2. Explore strategies to develop multi-modal access to the cultural, historic and natural resources of the Heritage Area. 3. Explore opportunities to decrease road congestion within the Heritage Area through the use of multi-modal transportation systems such as the Long Island Railroad peter j~ smith 8: company, inc. 97 Lon~lsland North Shore He.[~ta[~ Area Overall Heritage Strategies 5.2.1.1 Approve the Management Plan for Long Island North Shore Heritage Area It is the mission of the plan to guide and coordinate regiona[ activities related to the Heritage Area. The first priority for the Heritage Area is approval of the Plan. The plan is subject to approval by more than 50 incorporated villages, eight towns, the City of Glen Cove and two counties before it can be approved by the state Commissioner of Parks, Recreation and Historic Preservation. The legislation that formed the Heritage Area stipulates the Plan be approved by each city, town and village as well as the by the legislative body of each county included in the Heritage Area. Accordingly, this will require that each of the incorporated villages, the city of Glen Cove and towns within the North Shore Heritage Area, as well as Nassau and Suffolk counties, approve the Plan by resolution. The Long Island North Shore Heritage Area differs in its organization from other regional Heritage Areas in New York in this regard. The other regional heritage areas, the Mohawk Valley Heritage Area and the Western Erie Canal Heritage Area, require the approval of their respective county legislative bodies but not those of the villages, cities and towns within the Heritage Area boundaries. Any change in the requirements for approval would be an amendment to the Parks Et Recreation Law and would therefore be a matter for the state Legislature. Any adjustment in the requirements for approval would most appropriately have been done at the time of designation. With this understanding, there were four scenarios contemplated in crafting the recommendation for approval of the Management Plan: a. Approval by resolution b. Legislative Intervention c. Municipal "Opt Out or Approve" d. Tacit Approval a. Approval by resolution - This is what the law currently requires. Under this scenario, each of the incorporated viltages, towns, City of Glen Cove and both counties would adopt the Plan. The potential advantage of this strategy is that it will require comprehensive outreach to ensure complete buy-in and understanding of program on behalf of alt stakeholder communities. The drawback of this option is that if one community fails to approve the plan, then the entire process has been defeated. peter j, smith 8~ company, inc. 98 Lon~[ Island North Shore Heritage Area b. Le.~islative intervention Under this option, legislative intervention would be sought to relieve any group of municipalities or aLL of them of the responsibility for approval. This would require the Senate and AssembLy to pass a new law changing the current requirement. The advantage of this approach is that it would streamline the process. The disadvantage, however, is that it could be perceived as preventing communities from participating. If this approach were to have been employed, it should have been done at the beginning of the process. c. Municipal "opt out or approve" - This alternative would allow villages and towns the opportunity to opt to not participate in the program. The boundary for the Heritage Area is set by the Legislature, and therefore a legislative change would be required to amend the region's definition. As with the intervention option, above, this option would streamline the process, as weLL as allow community autonomy to determine whether it would participate or not. Were it to be employed, this option would prevent regional cooperation by highlighting individual community autonomy. d. Tacit approval - Under this scenario, communities would be given a deadline before which they would have to respond with their intent not to approve the Plan. If they do not respond, it would be assumed that it approves the Plan. If a community is disinclined to adopt the Plan, a special effort can be made to mobilize the resources necessary to persuade the community of the Plan's benefits. As a result, this scenario encourages these communities to self- identify. At the same time, it would be better for communication between the LINSHA Planning Commission and each community to take place so that problems can surface promptly. Based upon these scenarios, the recommended alternative is that the villages, city and towns be given ample time to review the plan and to approve it by resolution as the law specifically requires. Outreach programs should be developed specifically targeting the elected and appointed officials who will help guide the plan through this approval process. This should include development of printed material that will serve as a summary of the Plan showing and the benefits of approval to be widely distributed among the stakeholding communities and individuals in the region. A campaign in the local media aimed at educating and gaining support for the Plan, as well as a strategy for making presentations to specific municipal boards should be launched. This will ensure buy-in and support for the plan and complement the public input and outreach programs conducted as part of the planning process and State Environmental Quality Review (SEQR) process. peter j. smith E~ company, inc. 99 Lo~g~!sland North Shore H~_.r_~,~tag~ Area Responsibility: Cost: Long Island North Shore Heritage Area Planning Commission NYS Office of Parks, Recreation Et Historic Preservation NYS Department of State Coastal Resources Division Supportive roles can be played by myriad existing regional agencies including Friends for Long Island Heritage, Society for the Preservation of Long Island Antiquities, Long Island Sound Study, etc. Varies depending upon services and printed materials the LINSHA Planning Commission ultimately decides it will need to adequately address the questions and concerns of the municipalities and guide the Plan through approval. Funding: Cost of the development of the publication is an estimated $25,000-$30,000; printing cost will vary depending on the length of the document and the number of copies, up to $20,000 or more. Funding for specific activities of the office may be available through such federal agencies and state agencies that distribute federal funding. These can include the state Office of Parks, Recreation and Historic Preservation; Land and Water Conservation Fund and Environmental Protection Fund money distributed through the NYS Department of State; NYS Department of Transportation and other sources distributed by the state. Additional local and regional resources may be available, including grants from stakeholding communities and counties, as well as from state and national elected officials. peter j. smith Et company, inc. 100 Lon~lslandi North Shore Heritag._~_._ Area 5.2.1.2 Organize and establish a management entity for Long Island North Shore Heritage Area organization After the Plan is approved, the next priority of the Long Island North Shore Heritage Area upon its approval is the establishment of an entity for its implementation and operation. The Long Island North Shore Heritage Area Planning Commission ceases to exist once the Management Plan has been approved by the stakeholding municipalities, counties and the Commissioner of Parks, Recreation and Historic Preservation. As a result, an entity needs to be either formed or designated to manage the Long Island North Shore Heritage Area and implement its Plan. Four options were developed for the management entity for implementation of the Plan. They are: a. State Designated Commission b. Independent Non-Profit c. Expansion of existing entity d. Intermunidpal agreement a. State Desi~Inated Commission - This Commission could be simply an extension of the existing commission. Commissioners could be appointed much as they are now, through a process designed to ensure representation from throughout the region. There are some potential drawbacks to this model, however. Chief among these is that the Commission may not be eligible to receive grants that are available to local municipalities and non-profits. Also, it may be difficult for the Commission to enter into certain financial relationships, mortgages, for example. b. Independent Non-Profit - This model is the easiest and fastest to organize as well as the most malleable. A non-profit can be formed, incorporated and get to its work before its Internal Revenue Service 501 (c) application has been completed. The agency can be modeled after the commission, with an appointments strategy that seeks to assure regional representation. An option to help ensure the strength of the organization during its early development is for another entity to serve as host. This contractual arrangement could be with another, larger non-profit or a cultural or educational institution. c. Expansion of Existing Entity - An existing entity, rather than a newly founded one, could manage the LINSHA. The advantage of this arrangement would be ease and speed in organization. The chief disadvantage would be borne out over time to the detriment of the LINSHA: Unless there is a perfect fit between the parent organization and the LINSHA, there exists a potential for future conflicts. Additionally, there may be difficulties in keeping the two organizations at arm's length from one another in regards to co-mingling of funds, liabilities for property that either may hold, etc. peter j, smith ~t company, inc. I01 Lon;o~ Island North Shore Heritag,_e~ Area d. Intermunidpal Agreement Intermunicipal agreements are a convenient way for municipalities to work cooperatively to accomplish a shared set of goals. Under the General Municipal Law, municipalities may band together to perform any service or function they all independently possess the power to accomplish. They can also agree to allow one municipality to perform this function for the group. The obvious challenge in the case of the LINSHA is negotiating and then executing such an agreement among the villages, towns, city and counties. If a smaller group of stakeholding communities is identified, this may become a more feasible option. Based upon these alternatives, the formation of an independent non-profit is the recommended management structure for the LINSHA. Independence will allow the LINSHA to be flexible and responsive. This entity should be an independent not-for-profit entity with an executive director and a board of directors to guide its activities, evaluate its accomplishments and employees and set policy for the organization. The Long Island North Shore Heritage Area entity should be a flexible and proactive organization. This model works best when there is an interested and enlivened group in the region that is ready and willing to take over leadership and establish the entity. The level of involvement demonstrated by the groups most closely allied with putting the Heritage Area and its Plan together, the Planning Commission and Management Plan Committee, clearly shows the commitment to follow through with the process exists. At the beginning, it is likely that the Long Island North Shore Heritage Area management organization will be small with only a director and perhaps administrative support personnel. Through its activities and initiatives, it will grow and develop. Its grant writing activities will help to sustain it. The success of the Heritage Area will lie in the extent to which the management organization is adequately and consistently funded. An important activity for the entity wi[[ be fundraising, and its activities in support of its mission of protection and preservation of the cultural, historic and natural resources of the Heritage Area writ help funding agencies and communities justify their contributions. The communities that will be using it must embrace the entity. They will be able to call upon the LINSHA under a variety of circumstances. Technical assistance the LINSHA should stand ready to provide would include, for example, model language for a landmark ordinance. The LINSHA could help entities and organizations advocate on behalf of threatened properties or landscapes. In its role as an economic revitalization organization, the LINSHA can work with downtowns on forming and funding improvement districts, etc. peter j. smith 6t company, inc. 102 Island North Shore Heritage Area There are numerous options for fundin8 of the LINSHA, and the fundin8 is a crucial element. Fundin8 plentiful enoush to finance day-to-day operations and provide a staff as well as respond to calls for assistance by communities, to implement prosrams and services and potentially to purchase, hold and transfer real estate are required. Major sources of fundin8 can be developed, includin8 local findin8 throush communities and local 8rantin8 asencies, state- level lundin8 from activities related to the resion and local stratesies. If the entity ultimately approved is a state-desisnated Commission, its one source of fundin8 could be state-desisnated fundins, althoush external sources and would probably be necessary as well. Responsibility: Long Island North Shore Heritage Area Planning Commission NYS Office of Parks, Recreation 8: Historic Preservation NYS Department of State Coastal Resources Division Supportive roles can be played by myriad existing regional agencies including Society for the Preservation of Long Island Antiquities, Long Island Sound Study, etc. Other strong partnerships can be forged with any or all of the following: Long Island Convention 8: Visitors Bureau, and local universities including Hofstra, SUNY Old Westbury and SUNY Stony Brook can also play roles in supporting the new organization by contributing expertise, services, equipment or even office space and support Cost: Varies depending on organizational structure. Minimum estimated $250,000 annually as independent agency for rent, phone and executive director and half-time assistant and an additional $25,000 for initial expenses including equipment Funding: Funding for specific activities of the office may be available through such agencies as the National Trust for Historic Preservation which funds preparation of Federal nomination forms and preservation planning through its Historic Preservation Fund which is distributed through state agencies; grants for operations are not generally the norm. peter j. smith Et company, inc. 103 L° ~ ~sla n d N or t h S h o r e H e~r~_[.~g.~_.A_r.e._.~a .... State-level sources that can be developed include: · Directing a portion ofcounty state fees and taxes back to the Heritage Area. These could include a portion of the state's portion of the sales tax collected in the Heritage Area and dedication of a portion of the state's gas-tax revenues and/or real estate transfer taxes. · A special state bond issue. · Proceeds of sales of special automobile license plates celebrating the Long Island North Shore Heritage Area · Portion of the proceeds of special fees and licenses generated from within the Heritage Area including fishing and boating licenses, snowmobile and ATV licenses and fees. · A check off on state income tax returns. · Channeling of certain federal money distributed to states directly to the Heritage Area, including transportation funding. · Member items and legislative grants. At the local level, the sources include: · Local bond issue. · Direct contributions from local communities · Voter-approval of additional sales tax or dedication of a portion of existing sales-tax collections. · Development of a special accommodations tax implemented within the Heritage Area on hotel, motel, inn and bed and breakfast accommodations or a nominal increase in the existing accommodations tax within the Heritage Area for this purpose. · Ability to accept cash donations, assignment of real property, assets such as stocks and bonds and legacies. peter j. smith ~t company, inc. 104 Lon~lsland North Shore He~rita~e Area 5.2.1.3 Develop a Corridor Management Plan for the Historic and Scenic Route 25A Corridor The Spy Trail, formerly known as the North Shore Heritage Trail, was formed prior to the organization of the Long Island North Shore Heritage Area. In fact, the Heritage Area was inspired by the Heritage Trail. The route has now been renamed the Spy Trail in recognition of the patriots who helped to support and found the new nation during the Revolutionary War. The Trail runs along Route 25A from Great Neck to Port Jefferson. The continued development of the Spy Trail, including signage, kiosks and other wayfinding elements have been funded by a TEA-21 grant administered by the state. It should be a priority of the Long Island North Shore Heritage Area to make certain that the Spy Trail is developed in such a way as to be consistent with future Heritage Area efforts. The Trail also already has its own advertising brochure and promotional material put together by the North Shore Promotion Alliance, a volunteer group. The Spy Trail can be a template or example of the way that byways within the Heritage Area can be developed. The larger issue that exists is the protection of the designated Historic and Scenic Route 25A corridor. Among the land and water routes that link together the places of the heritage of the North Shore of Long Island perhaps none is as prominent at the Scenic and Historic Route 25A corridor, as evidenced by the establishment of the Spy Trail. The future of this road has been a matter of immediate concern for many stakeholders and stakeholder groups along the historic road. To address the future of the entire length of the road a comprehensive management plan should be undertaken. The corridor plan will address the inventory of intrinsic resources along the route and propose a strategy for their preservation, restoration and beneficial use. The corridor management plan process can help build support for the eventual nomination of the road as a New York State Scenic Byway, National Scenic Byway and All-American Road. The corridor management plan is the foundation for these designations and includes a plan for stewardship, tourism development, marketing and promotion, interpretation and identification of financial resources to implement the plan. The next step for the Trail should be the development of a corridor management plan to guide the future character of the Trail. Implementation of the signage and kiosk programs and corridor management planning are all appropriate activities for the Long Island North Shore Heritage Area management entity. peter j. smith ~t company, inc. 105 Island North Shore Her__i.~t..age Area Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinating with existing committee and stakeholder communities Varies, including cost of distribution of materials Matching funds through granting sources such as TEA-21, the Federal Highway Program as well as the Environmental Protection Fund may be available. Fundraising among local communities for cash and in-kind services will be necessary. peter' j. smith ~t company, inc, 106 Lon::~ Island North Shore Heri~t._g~_~_.~rea 512.1.4 Develop the Waterfront Trail for access, recreation, transportation and enjoyment of Long Island Sound and the Peconic Bay. The waters of Long Island Sound are a central defining element of the identity and heritage of the people and places of the North Shore of Long Island. This plan includes access to the water in its goals and objectives and its policies and actions. Additionally, the Recreation Concept for the Plan defines a waterfront trail along the length of the shoreline. The waterfront trail is a system for visual and physical access to the water of Long Island Sound and the Peconic Bay. It is a universal waterfront trail for wa[kers, hikers and bicyclists that follows the water perimeter of the Heritage Area as much as possible Planning for an unbroken waterfront trail is a priority for the LINSHA. This includes linking together existing access sites and founding new sites. Where physical access is not possible, provision should be made for visual access. Responsibility: Cost: I:unding: Long Island North Shore Heritage area working collaboratively with public and private stakeholders including towns, villages and counties, as well as trail, land conservancy, recreation and other groups. Varies depending on scope of each element of the Trail, ranging from maintenance and signage to acquisition and enhancement Planning and implementation through such programs as the Local Waterfront Revitalization Progrom of the NYS Department of State for communities that do not currently have plans or that want to revise them Federal Environmental Protection Fund and Land and Water Conservation Funds are usually distributed through state-level programs for planning such as the LWRP program and others Transportation enhancement funding and support for projects through services from the US Army Corps of Engineers peter j. smith ~ company, inc. 107 Long,,~and North Shore Heritage Area ~.2.1.5 Advocate for implementation of plans consistent with LINSHA Plan Based on the mapping and matrices developed in the two benchmarking tasks above, identify plans that are consistent with the LINSHA Management Plan. Become acquainted with the key players involved in each and work with them as a strategist and advocate helping break down barriers preventing or slowing implementation. Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinates with local and regional stakeholders, officials and leaders Time, travel and cost of and distribution of materials N/A peter i. smith Et company, inc. 108 L o ~1 $ ! a n d N o r t h S h o r e H e ~ L_t~.l~_ ~ r e a 5.2.1.6 Desisnate all state actions within the Heritase Area as Type I actions subject to State Environmental Quality Review AIl state asencies are required to ensure that their actions are consistent with the Manasement Plan of the Heritase Area. However, there is no oversight mechanism for this requirement. Makin8 these measures subject to SEQR can ensure that they will receive proper and equal review and level of public scrutiny. Responsibility: Cost: Funding/: This measure requires Le~Jislative action at the State level N/A N/A peter j. smith ~ company, inc~ 109 Lo ~I~! I s l a n d N o r t h S h or e H e r~i~aj e Ar e a 5.2.2 Heritage Preservation Strategies 5.2.2.1 Catalog cultural and historic resources planning and preservation efforts Establish a base of knowledge about which communities have historic preservation plans, landmark ordinances, comprehensive plans, updated zoning, design standards, subdivision ordinances, local waterfront revitalization programs, economic revitalization plans, etc. Gather base land use and zoning mapping for each community. These can all be used to create a matrix showing where communities stand in relation to one another in terms of planning and illustrating which communities need to undertake new planning projects and revision of existing plans. The mapping will be useful in creating regional land use and zoning base mapping. Based on the results of development of this knowledge base, communicate directly with communities regarding their specific needs for planning, make recommendations for measures to bring adjacent zoning districts across jurisdictional lines into better compliance with one another and to benchmark results in advocacy for preservation and revitalization through land use and planning. Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinates with assistance and input from villages, towns, counties and state, including the state GIS Clearinghouse and Empire State Development Corporation No direct expense involved in gathering information from villages, towns and counties; some minimal costs may apply for transfer of GIS data, depending on community policy; creation of base mapping may be arranged through state GIS Clearinghouse, NYS GIS Data Sharing Project or SUNY geography departments Grants are available from the Environmental Software Research Institute for GIS software, documentation and training ~1' peter j. smith 8t company, inc. 110 Island North Shore Herita. J_e~ Area 5.2.2.2 Catalog natural and environmental preservation efforts The future of the North Shore of Long Island depends upon the ability of the natural resources to support the population. Many of the tools that are needed to help achieve a future of environmental health already exist in the Heritage Area and in the surrounding areas. The Pine Barrens is one of the largest preserves in New York, third after the Adirondack Park and Catskills. Two estuaries within the Heritage Area, the Peconic and Long Island Sound, are participants in the US Environmental ProtecLion Agency's estuary program; a third, the South Shore estuary, is administered by the state. Further, replenishment of the fishing and shellfishing industries and rich diversity of North Fork agriculture is a priority, beach replenishment, aquifer recharge area protection, open space preservation, etc., are among high priorities. Establishment of a base of knowledge about environmental initiatives already in place in the Heritage Area similar to that of the preservation planning and resource benchmark, above, will initiate a regional perspective on many environmental issues and assist in setting priorities. Similar to the matrix recommended for development for local planning initiatives, above, an environmental and natural resource protection and restoration matrix will show where local, county and regional planning is in place and where plans, open space, natural resource protection, etc., are needed. Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinates with assistance and input from villages, towns, counties, regional agencies and state, including the state GIg Clearinghouse and Empire State Development Corporation, NYS Department of State, NYS Department of Environmental Conservation, US EPA, Long Island Sound Study, etc. See above See above peter j. smith Et company, inc. 111 Lo ~,~,!sla n d N o r t h S h o r e H er_~.t~_~a,,g_~.,,,~_£,ea 5.2.2.3 Perform cultural, historic and natural resource inventories and surveys Coordinate local efforts to inventory resources for protection and preservation, develop a collaborative approach to preservation and encourase sound stewardship of resources. Identify resional "best practices" in historic, cultural and natural resource survey and designation and convey these techniques to other localities. Adding new resources to established lists has a number of benefits beyond the direct potential for protection of a single resource. Through this activity, public awareness is raised and as a result more property owners and caretakers will see the value in these desisnations and the benefits that they carry for their owners, such as tax credits, as well as the improvement in their environment and quality of life. These inventories will help to identify themes related to the heritage of the North Shore, identify significant endangered properties and develop priorities on a resionat basis, helpin8 to focus scant resources to where they are most urgently needed. Responsibility: Cost: Funding: Lon~ Island North Shore Heritage Area coordinates with local communities, associations and societies to 9enerate local landmark designations and nomination forms for possible inclusion on the state and notional registers of historic places This should be a volunteer enterprise; direct expenses may include cost of duplicating and distribution of materials, travel costs for training sessions, etc. New York State Preservation League and the New York State Council on the Arts both have funds available to support the preparation of historic structure and landscape reports and cultural resource surveys. Additionally, the Council on the Arts funds training programs through the Regional Council of Historical Agencies for professional development and travel for historical societies and their staffs The Preservation League of New York State with the New York State Council on the Arts funds the Preserve New York Program providin9 grants ~enerally between $3,000 and $15,000 for historic structure and landscape reports and cultural resource surveys peter j smith Et company, inc. 112 L°n~,! Is I~n d N or t h S h or e 5.2.2.4 Evaluate the impact of development plans and proposals of regional significance on the heritage, cultural and natural resources of the Hedta~e Area Lon~ Island North Shore Heritage Area should fill the role of "convener" to brin~ interested and involved organizations to~ether to address the potential impacts of projects of scale. Workin~ with the organizations and communities, the ~roup can mitigate projects' possible direct and secondary negative impacts to the ~reatest extent possible, enhance their positive impacts and in all cases strive to craft outcomes that are a~reed upon and endorsed by the widest array of interests. Takin~ advantage of the opportunity to evaluate projects this way will help evaluators measure projects' potential impacts on a regional basis, incorporatin~ considerations of sustainable heritage development, compatibility with local and regional planning, State Environmental Quality Review process and other considerations. This process will also identify potential mitigation opportunities, were appropriate. Opportunities to mitigate potentially negative impacts through preservation, enhancement and access could also be identified. Responsibility: Cost: Funding: Long Island North Shore Heritage Area collaboratively with local stakeholders and local, state and J:ederal agencies on a project-by-project basis Direct cost limited to time, travel and materials N/A peter j. smith & company, inc. 113 Island North Shore Heritage Area 5.2.2.5 Support efforts to raise awareness of and preserve, enhance and rehabilitate cultural, historic and natural resources of the Heritage Area, including buildings, sites, vistas and landscapes Preservation and restoration of the cultural, historic and natural resources of the Heritage Area is a cornerstone of economic revitalization, sustainable heritage development and sound land use planning. Preservation attracts visitors interested in the culture and history of the region. These visitors spend more and stay longer than other visitors. Preservation also provides a platform for teaching residents and visitors about the meaning and value of the resources of the region, thus he[ping to ensure they are sustained. Responsibility: Funding: Long Island North Shore Heritage Area collaboratively with local and regional preservation organization and agencies Public partners, including towns and villages and local, state and federal agencies including Department of Transportation, Long Island Power Authority, etc. A wide variety of grants and subsidies are available for preservation and revitalization of historic and cultural resources including those available to public and non-profit organizations. Sources available to public and non-profit owners include preservation grants from the Environmental Protection Fund and Land and Water Conservation Fund and funding available to communities that have become Certified Local Governments, Transportation Enhancement Act for the 21st Century (TEA-21)(or its successor program), National Heritage Maritime Act, National Trust for Historic Preservation loans and grants, New York State Council on the Arts; New York Landmarks Conservancy's Sacred Sites and Properties Fund for preservation of religious properties Sources available to private owners consist mostly of tax credits for rehabilitation projects for income producing properties, rental houses and barns peter j. smith ~t company, inc. 114 LO~ Island North Shore Herita~_e_. Area 5.2.2.6 Advocate for preservation and restoration of natural and environmental resources Numerous orsanizations and partnerships currently exist to preserve and protect significant open space, coastline, aquifers and aquifer recharse areas. These efforts are important to the future of the resion. However, sisnificant challenses remain, inc(udin8 continuous intense development pressure, potentia( extension of permitted dumpin~ of dredsed material in the Sound, threatenin[l the health of the estuary and recreation and fishin8 industries and other issues. The desi!]nation of the North Shore of Lon8 Is(and as a state Hedtase Area provides an opportunity to promote environmental preservation and restoration at a resional level Advocacy from a resional perspective for preservation and restoration of the environment reinforces pdndples of plannin[,~ and 8rowth manasement. The office can a(so serve as a resiona( deadnshouse for fundin!] sources. Responsibility: Cost: Funding: Long Island North Shore Heritage Area collaboratively with environmental advocacy and preservation groups Time and materials for the preparation of promotional and educational materials N/A peter j. smith & company, inc. 115 Lon[~lsland North Shore Hertta8_.~ Area 5.2.2.7 Advocate for preservation and restoration of cultural and historic resources, including scenic resources Numerous organizations and partnerships currently exist to preserve and protect landmarks and districts important to the culture and history of the North Shore. Their efforts are important to interpreting the past and setting an agenda for preservation for the future in the region. However, as with natural and environmental resources, significant challenges remain, including continuous intense development pressure. The Society for the Preservation of Long Island Antiquities in its Winter 2003 newsletter highlighted its concern over the future of "Kno[e," purchased in 1910 by Henry Phipps for his daughter and an adjoining property important to the Underground Railway in Old Westbury. These properties recently passed into the hands of a real estate developer. Meanwhile, not far away, in what is believed to be the largest real estate transaction in the history of Long Island, the 158-acre Ogden Phipps property is also passing into the hands of a developer. The public's support is crucial to strategies to preserve, acquire and restore cultural and historic resources. The designation of the North Shore of Long Island as a state Heritage Area provides an opportunity to promote and advocate for preservation and restoration at a regional level. Advocacy from a regional perspective for preservation and restoration of cultural and historic resources reinforces principles of planning and growth management. The office can also serve as a regional clearinghouse for funding sources. Responsibility: Cost: Funding: Long Island North Shore Heritage Area collaboratively with preservation associations and organizations Time and materials for the preparation of promotional and educational materials N/A peter j. smith ~ company, inc. 116 Lon~;~lj,~landl _ North Shore He~~_._t~a_~.~ Area 5.2.3 Heritage Revitalization Strategies 5.2.3.1 Use market research tools to help increase project feasibility and identify revitalization opportunities Timely and accurate information is crucial to any economic revitalization strategy. Data tracking includes the changing demographic and social composition of the region's residents, their expenditures and travel habits. In addition detailed data regarding the characteristics of visitors to Long IsLand in general and to the North Shore Heritage Area specificaLLy is needed. This would include points of origin and destination, activities and expenditures, satisfaction and activity surveys, etc. This information on resident and visitor travel and tourism habits and preferences wiLL aid in venue development, "experience" packaging and other efforts to increase visitor satisfaction and comfort. Responsibility: Costs: Funding: Long Island North Shore Heritage Area Long Island Convention & Visitors Bureau and Sports Commission; Empire State Development Corporation IVNY program; County planning and economic revitalization agencies, Metropolitan Planning Organizations, Long Island Wine Association, Long Island Hotel and Lodging Association, Long Island Bed & Breakfast Association, chambers of commerce, business improvement districts, business associations, museums, galleries, destinations, etc. Varies. Some data is already gathered by agencies such as MPOs, county planning and economic developers and the state. Specific market studies can cost from $I0,000 to $75,000 or more depending on the scope of the project; Surveys can have similar expenses depending, again, on the scope. Venues can gather information about their guests for no or little cost Economic revitalization planning can be funded through matching grants from the Environmental Protection Fund and through the Governor's Office of Small Cities; another strategy would be to gather the stakeholders together to collaboratively fund the market analyses and data gathering The Preservation League of New York State funds projects related to economic revitalization planning, including community advocacy programs ~eter j, smith Et company, inc, 117 ~o~ Island North Shore Herita[e_ Area 5.2.3.2 Increase and improve heritage venues, visitor amenities and customer appreciation to raise understanding, enjoyment and access to the Heritage Area for residents and visitors Developing a welcoming attitude, high quality standards and anticipation of residents' and visitors' needs makes appreciation of the cultural, historic and natural resources of the North Shore of Long Island. Business proprietors, entrepreneurs, venue managers, parks and preserve personnel and other "front-line" staff should develop the critical skills necessary to deliver the Long Island North Shore Heritage Area "Experience." Skills development can include seminars aimed at developing customer service ski[is and visitor management. Front-tine personnel must also understand the role of the visitor industry in local economic revitalization and revitalization Responsibility: Price: Funding: Professional visitor service organizations ~n a collaborative role with venues and local organizations to coordinate training and educational seminars The cost of familiarization tours designed to give front-line personnel experiences from the guests' point of view can be absorbed by the venues that are included on the tour; cost of transportation for the day can be donated, or the cost absorbed by the employers' membership organizations. Many organizations offer training in leadership and customer service specifically tailored to the customer and guest service industries. The foremost provider of this training is the Disney Institute, which offers a limited number of on-site training sessions. These can expensive, up to $300 or more per participant. The National Academy Foundation sponsors Academies of Travel and Tourism, a school-to-work program for high school students located within local high schools, one operated in New York City; these are supported by a number of corporate sponsors; training videos are also widely available A4uch training can be generated locally and funded locally through in-kind donations and membership organizations; corporate sponsorships can be used to bring in national concerns; scholarships through corporate sponsors peter j. smith ~t company, inc. 118 Loq~I island North Shore HerJtag_~.~.Area 5.2.3.3 Support economic revitalization and job development efforts Service industries lead the Heritage Area in job growth and development. The region must stem the "brain drain" and create good-paying jobs to maintain and increase the quality of life for all residents of the region. Other industries for job growth and development have been identified. They are: Health care, sports entertainment and tourism and the following high-tech sectors - bio tech, software and technology, banking and finance. Responsibility: Cost: Funding: County economic revitalization organizations, Empire State Development Corporation, Lon9 Island Association, Lon9 Island Development Corporation, Long Island Sports Commission, Nassau County Sports, Entertainment and Tourism Commission, State Universities Varies Support for business development consists mostly of loans, loan subsidies and interest write-downs available through state and local agencies including Empire State Development, County Industrial Development Agencies and the Lon~ Island Development Corporation Some grant funding is available for training through the NYS Job Training Partnership Act peter j. smith Et company, inc. 119 Lo~ ~,llsii!pnd North Shore HeritaJ[e Area 5.2.3.4 Promote the cultural, historic and natural resources of the Heritage Area to residents and visitors Develop marketing and advertising campaigns and materials bringing the messase that "Heritage Matters" (or similar) to North Shore residents and visitors. Materials should include printed materials for distribution at central points and through the mail, signage, website, etc. Responsibility: Cost: Funding: Long Island North Shore Heritage Area Agency coordinates with other entities and agencies Varies depending on scope of project in terms of printing, website development, etc. Cost for consulting writers and producers of radio, television and print media spots is generally charged by the hour; placement of spots and ads can qualify as Public Service Announcements The Ad Council Direct and matching grants available from assorted agencies including the Preservation League of New York State, which funds projects related to economic revitalization planning, including community advocacy programs peter j. smith & company, inc. 120 Lo~:;~ Island North Shore HerJta~_~ Area 5.2.3.5 Concentrate revitalization on downtowns, maritime communities and existing commercial centers The distinct character of the North Shore of Lon8 Island is expressed in its downtowns and maritime communities. These are the appropriate focus for revitalization efforts. Additionally, many commerda[ centers throushout the re~ion are outdated and need redevelopment strategies to improve functionality, marketability and appearance. Each community should develop a theme and identity based upon its unique heritage and cultural resources. Strategies for revitalization should include building ~rassroots fundin~ and support through the establishment of downtown improvement districts and/or downtown business associations. Concentrate physical improvements on bui[din~ and facade rehabilitation and urban desisn improvements such as streetscapes, traffic flow and parking. Downtowns, maritime centers and redeve[oped commercial centers are the appropriate locations of improved and enhanced dining and shopping opportunities throughout the Heritage Area. Incentives specifically for entrepreneurs must be available. Responsibili tV: Cost: Funding: Long Island North Shore Heritage Area Downtown directors Local planning and economic revitalization officials Varies depending on project, consultants may be needed for urban design and planning, streetscape and traffic planning Tax incentives for historic building rehabilitation from federal and state governments; communities that have Certified Local Government Status are eligible for special grants and assistance; grants for planning, acquisition, rehabilitation, preservation and related activities are available through the Environmental Protection Fund and Land, Water Conservation Fund and the Transportation Enhancement Act for the 21st Century (TEA-21) (or its successor program); member items may be secured through local state Senate or Assembly representatives; NYS Linked Deposit Fund can help defray the cost of financing; loan funds include: Nassau-Suffolk Business Development Fund; Nassau County Micro-Enterprise Loan Program, Long Island Development Corp. loan programs: Suffolk County Revolving Loan Fund, programs for women- owned enterprises, loan program for North Hempstead; Small Business Administration loan programs, private investment peter j. smJth Et company, inc. Lon~:~ Isla n d N o r t h S h o r e Her !_t aj__e..~,A.re~ ..... 5.2.3.6 Develop incentives and streamlinin~ processes to encourage the development of projects that are consistent with the ~oals and objectives of the LINSHA In order to ~ive the Heritage Area a comparative advantage over other areas that are competin~ for jobs and investment, creative new financin~ tools and incentives need to be created to complement existin~ incentive pro~rams. In downtowns and business districts, merchants and retailers should collaborate to fund and implement projects and pro~rams that will directly benefit them. These can include, for example, cooperative marketin~ pro, rams, security, streetscape enhancements, special events and promotions, etc. For the scenic routes the already designated Scenic and Historic Route 25Aas well as others recommended by the Management Plan, the first step is designation through the NYS Department of Transportation's Scenic Byway pro, ram. Industrial access and Empire Zone fundin~ are discussed elsewhere. In addition to these traditional tools, other [ess traditional tools may be available or may be introduced. These can include, for example, syndicatin~ tax credits for historic rehabilitations of income-producin~ properties; developin~ a fund to use for facade rehabilitation projects, revolvin~ loan funds. Owners of properties can assist businesses by writin~ creative lease a~reements that are linked to the success of their tenants' ventures, etc. One strategy that could mean more savings and better relations with project developers and managers is one-stop streamlined permittin~ for projects that meet the ~oals and objectives of the Management Plan Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinating with local Industrial Development Agencies (IDAs), funding agencies, and grantmakers, such as the New York Community Trust and Long Island Community Foundation, leadin~ local corporations that make grants to localities and organizations including, ]:or example, KeySpan, Verizon, Computer Associates and others that are active in their communities Some of these tactics are self-funding through downtown or merchant organizations; the New York State Empire Zones are state designations; by-way designation requires a corridor management plan with a consultancy fee of $10,000 to $50,000 or more depending on the scope of the byway nomination. State, Federal and local sources, IDAs, foundations, private sector peter j. smith ~t company, inc. 122 Lo~:~ Island North Shore Her, ita~,e_ Area 5.2.4 Heritage Interpretation Strategies ~.2.4.1 Establish a regional approach to interpretation of cultural, historic and natural resources The Long Island North Shore Heritage Area is, first and foremost, a celebration of the stories of the region's people and the means by which they can be preserved, revitalized and sustained. Among its primary functions is to provide access to the region's culture and history for residents and visitors. It creates a Long Island North Shore Heritage Area "experience" bringing together tenets of preservation and revitalization through interpretation. Collaboration, cooperation and coordination are crucial in crafting the "experience" messages. It must link local traditions, celebrations, special events and educational opportunities with the heritage, cultural and natural resources with one another and across the regional whole. Responsibility: Cost: Funding: Long Island North Shore Heritage Area collaboratively with preservation groups, museums, tourism and visitor services organizations Varies depending on the type and scale of activity, exhibit, event, etc. planned A number of grants are available to support museums and their activities including operating and program support, education and interpretation and institutional development through the New York State Council on the Arts. NYSCA also administers the Arts Et Business Council's Cultural Tourism Initiative, which funds programs and marketing; it strongly encourages collaboration between larger and smaller organizations The Institute of Museum Et Library Services offers grants for operations, conservation and professional services, among others The National Historical Society Grants Program offers preservation, education and local history grants peter j. smith ~t company, inc. 123 5.2.4.2 Lon~sland North Shore He_,[,~.~t~JL~ Area Use access as an opportunity to promote environmental preservation and restoration The story of the people of the North Shore of Long Island is the story of their interaction with the environment - how the land developed based on the character of the Sound, its waterfront, in[and water features and the land. Their ability to sustain themselves here in the future is a critical environmental issue. In order to do that, the residents of and the visitors to the North Shore will have to change the way they interact with the environment and natural resources of the area. Creating an approach to preservation and restoration that includes access is a tool for renewing interest in and support for environmental restoration and coordinating the efforts of federal, state and local governments with those of private organizations. Creating partnerships amon8 these organizations can enhance the efforts of each and create opportunities for new regional initiatives, such as water quality monitoring; and to [ink together existing assets like, for example, the 10 Audubon Society Important Bird Areas within the LINSHA for greater, understanding, appreciation and preservation. Creation of access and recreation can also help to alleviate the pressure of overuse currently experienced by some areas and introduce preservation and restoration to recreation groups and open space advocates. Responsibility: Cost: Funding: Long Island North Shore Heritage Area in a coordinating capacity with federal, state and local governments, preservation and recreation organizations Varies depending on project scope Recreation and access projects can be dovetailed with federal projects, including those of the US Army Corps of Engineers, although the New York District does not have recreation as part of its mission, it does navigation improvement, shoreline restoration, etc.; NYS Department of Environmental Conservation; NYS Environmental Facilities Corporation funds the Clean Vessel Assistance Program; NYS Department of Transportation Environmental Initiative includes access and environmental enhancements, habitat protection and improvements, etc.; NYS Department of State Coastal Resources Division funds Local Waterfront Revitalization Programs and other waterfront redevelopment efforts through the Environmental Protection Fund peter j, smith E company, inc. 124 Long, Island North Shore Herita~g_~. Area 5.2.4.3 Develop outreach and educational programs designed to engage interest and support for cultural, historic and natural resources Programs to inform, educate and inspire residents and visitors are crucial to the success of the Heritage Area as a tool for preservation and interpretation of its cultural, historic and natural resources. The outreach and education programs need to reach a wide and diverse audience, including school children, adult learners, on-line browsers, visitors to museums, festivals and events and the genera[ public. The communications program should help to build a bridge between supportive and similar organizations to help sustain each and to build momentum for the regional effort of preservation and interpretation. The program must incorporate key and trusted communicators within the region who can be counted on to articulate the program's successes and challenges. Responsibility: Cost: Funding: Long Island North Shore Heritage Area coordinating with agencies and leaders to define and express the Heritage Area "message" for a variety of audiences in a variety of mediums including live presentations, Internet, talking points for interviews with media, etc. Varies and should be linked with promotional strategy and can incorporate many of its priority actions, including Web development, printing and distribution of materials. Development of outreach materials ]:or educational settings can include training for volunteers, in-service training for teachers can be costly if professional consulting educators are employed. Another approach is to use regional cooperation among educators in schools and in the field to share their curricula and lesson plans The National Parks Service's Teaching with Historic Places program offers publications, workshops series and other resources including on-line assistance ]:or writers o]: lesson plans that includes an on-line exchange. The National Assembly o]: State Arts Agencies' Share Your Heritage initiative o]:]:ers workshops that bring leaders together to develop strategies ]:or cultural heritage tourism; ]:our workshops were to be held in 2004; program sponsors must compete ]:or the workshops. A new round is anticipated in 2005. Local cost ]:or 2004 was $15,000. peter j. smith Et company, inc. 125 Island North Shore Heritage Area s.~.~ Heritage Recreation Strategies 5.2.s.1 Develop 8ateways and anchors for the Heritase Area. Gateways and anchors provide "jumpin8 off" points for the Heritase Area. Gateways can provide a number of services and functions includin8 interpretation and celebration of the historic, cultural and natural resources of the resion and its areas and themes. These Gateways can encompass myriad functions, includin8 heritase education centers, orientation centers and travelers' aid and comfort centers. The anchors should be positioned more clearly as interpretive and orientation centers. Both should take advantase of the opportunity to leverase existin8 orsanizations and establishments, not to create new ones. Responsibility: Cost: Funding: Public-private collaboration incorporating local and regional museums and historical associations, preservation societies, municipal offices and officials as well as chambers of commerce and private enterprise Varies dependin9 on scope of projects Potential funding sources will vary depending on the scope, location and partnerships developing each project. peter j. smith E company, inc. 126 Lont~ Island North Shore Heritage_ Area 5.2.5.2 Explore strategies to develop mu[ti-modal access to the cultural, historic and natural resources of the Heritage Area Work to give v~sitors and residents the opportunity to explore the historic, cultural and natural resources of the Heritage Area from new perspectives. These can include jitneys from ferries to train or bus stations, group tours, kayak and canoe rentals, etc. Responsibility: Public agencies and entities including NYS Department of Transportation, Long Island Railroad, NYS Department State, US Army Corps of Engineers, US Environmental Protection Agency Private sector entities including taxi and jitney operators, ferry services, boat liveries, etc. Non-profit organizations as collaborators Cost: Varies, depending on the size and scope of the proposed project Funding: Planning grants and technical assistance may be available through a number of sources including the NY$ Department of Transportation's Environmental Initiative The New York State Council on the Arts' Architecture, Planning and Design grants program makes grants for planning and addressing issues of urban and community design, transportation linkages, etc. The National Oceanic and Atmospheric Administration has sponsored workshops designed to help get sponsoring and funding agencies for a particular transportation project or set of projects "on the same page" The DOT funds an Industrial Access Program designed to complement economic revitalization projects where transportation is a problem; the loan~grant program includes design peter j. smith E~ company, inc. 127 LO n~ ts la n d N o r t h S h o r e H~e~r_~i.~t.a_8~- A_r..ep ...... 5.2.5.3 Explore opportunities to decrease road congestion within the Heritage Area The Long Island Sound Waterborne Transportation Plan is a program of the New York Metropolitan Transportation Council (NYMTC), and two Connecticut planning agencies. The purpose of the project is to "explore the potential for expanded use of the Long Island Sound and its tributaries for waterborne transportation passenger and freight transportation" and to develop a plan for waterborne transportation to 2025. This project's focus is to determine the feasibility of potential ferry routes taking into consideration a wide range of factors including land and water impacts, access, cost benefit analyses, user benefits, etc. Waterborne transportation may be a major component in any strategy to alleviate congestion on local roads and major highways. However challenges to implementation exist. These include: lack of multi-modal connections between ferries and trains and the impacts of terminal locations on local communities including parking, noise, environmental concerns, etc. Further study of this issue is warranted. The LINSHA communities should be a part of any process to identify future waterborne transportation strategies and opportunities. Responsibility: Cost: Funding: Long Island North Shore Heritage Area collaboratively with other regional stakeholders Time and travel N/A peter j. smith Et company, inc. 128 ~0~ Island North Shore Herit_aj_e_ Area 5.3 J~arketin~ Plan The target groups exhibit some similar habits in terms of the media they consume and the sources they consult. Investing in marketing that will reach the largest proportion of the targets wil[ be the most efficient use of resources. Members of the older and more affluent travel group are most likely to make travel decisions based on information received in the mail in addition to the sources used by its older counterpart. This group also consults travel agents, is somewhat likely to use information gathered at a trade or travel expo and to use television programs as a basis for travel planning. They watch television news in the morning and evening and also watch television news magazines. They are reading travel periodicals such as Cond(~ Nast Traveler, general interest and city magazines, newspapers and newspaper travel sections. The younger, family travelers make travel decisions based upon traditional sources: travel information centers, from their automobile dubs, travel guides such as Michelin or Fodor's and from newspapers and magazines. These travelers are readers of National Geographic. They are less interested in television than average, but they are interested in learning and show an interest in hobby and gardening programming. The more adventurous group interested in entertainment consults a diverse array of sources for traveL. Of the three groups, they are most likely to make travel decisions based upon information gathered at trade and travel shows, but they also consult ali of the sources named by the other two groups. They are more susceptible to television advertising than the other groups and also more LikeLy than the others to use the Internet. This group's media consumption patterns are also more diverse. They name National GeoBraphic, and they are likely to be readers of all of the other publications the older group is Likely to read with the addition of hobby magazines. Of aLL of the groups, these travelers are most likely to use the Internet to book a trip. They are Hkely to watch news magazines on television. The older affluent group and the adventurous group are both more likely to be interested in booking a package trip. While the older group is likely to be interested in traditional heritage destinations, their affluence and tendency to self-indulgence suggests they would be interested in premium accommodations and dining and service in a travel package. peter j. smith Et company, inc. 129 ~ H e r I t a~g.~ Area 0~ Island North Shore The wide diversity of interest exhibited by the adventurers suggests that the more eclectic and unique the experiences offered the more appealing the travel package. This upwardly mobile group represents a significant opportunity for the Heritage Area because these travelers are strongly indicated for long Island. The most troublesome group - the unmotivated visitors and residents - is the least likely to consume media, to be interested in travel-related publications, to have participated in a group tour or to have booked a trip on the internet. These facts mean this group is going to be the hardest to reach. This unmotivated group makes travel plans based upon past experience and the advice of family and friends. Since these travelers make up a large portion of the existing visitors and resident base, it is important that they have experiences that they will enjoy and recommend to others; customer satisfaction is key. The existing Convention and Visitors Bureau campaign exhorting residents to be a tourist in their own backyards is an effective way to reach this group. Based upon their specific interests, the target groups will respond to marketing that emphasizes: · Shopping and dining experiences. · Accommodations for visitors including Bed [~ Breakfast Inns, unique lodging and camping: the demographic profile of likely visitors indicates they are very interested in these lodgings and smaller "boutique" operations which are more sustainable and appropriate to the character of the communities in the Heritage Area. · Tours and packages including routes and circulation systems that are not "out-and-back" routes and options for arrival and departure of non- residents that can include air, coach, ferry and rail connections combined with other activities, e.g. excursions to Foxwoods Casino in Connecticut are currently available by ferry and coach from Long Island. Culture and heritage travelers, particularly those who are older and more affluent, enjoy indulging themselves in gambling, including casino gambling and horse racing. · Guided tours. While all the target culture and heritage travelers reported touring by private car, many are likely to have taken day tours including air, rail and boat tours. This is particularly true of the older and most affluent set of travelers. Travelers interested in entertainment in particular are also interested in guided tours. Younger groups traveling as families are only somewhat likely to take these tours. · The culture and heritage tourism group likely to be traveling as a family will want to be reassured that certain family-friendly types of food, comfort stations and similar facilities are widely available. peter j. smith 6t company, inc. 130 L0n~ Island North Shore Hew, t_t_a_ge Area · Travelers interested in entertainment, such as festivals, concerts and carnivals are important targets because they are year-round travelers, creating opportunities for shoulder-season visits. · In addition to culture and heritage attractions, target groups are a~so interested in fine and performing arts. Detailed demographic data describing residents and visitors of Long Island North Shore Heritage Area appear in the appendices of this document. Creating value for the Long Island North Shore Heritage Area experience is a matter of paramount concern. Creating a friendly and knowledgeable presence will bring residents and visitors back again and again to attractions, help them to recommend these attractions to others and build regard for their quality and the messages about presentation and revitalization they communicate. 5.4 Funding Sources Public and private commitment will be needed to implement the Plan. The funding sources identified in this section apply to a wide range of Heritage Area priorities as defined in this implementation plan, including preservation, education, marketing, etc. The matrix below lists potential funding sources and technical assistance to support implementation of projects in the LINSHA. This list should be considered advisory in character - while every effort has been made to ensure these sources are up-to-date, funding opportunities and strategies can change and the priorities of grantmakers can change. Where available, web addresses are included for additional research. Table 5-1 - Funding The Vision Financing, Grants and Programs Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Heritage Training, Community Capacity Building ~cademies of National 'School-within-a- Corporate Established Academy Fravel ~ Academy ;choo[" program q/A N/A naf.org sponsors, local is located in Fourism :oundation or high school partnerships, ~anhattan ;tudents etc. 3asic and ]dvanced Participation qew York Arts ;eminars in and eminars are held at Corporate American Express HQ Business American ~arketing for q/A membership artsandbusiness.org sponsorship :ouncil Express ;mai[ and on sHdinB in Manhattan ~eminars ~edium sized scale )rganizations peter j. smith Et company, inc. 131 Lo~%~!!sland North Shore Herttage Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? ~ini-Grants A[hance available to members are LI defray Community Staff training seminars also LITAC Nonprofit ~[[iance for £apacity- expense of Foundation, LI available but no JP Solutions ~ommunity building for non- custom board Yes, fee --xce[[ence .rofits training for varies icf.org/initiatives/[itac Unitarian Universalist Morgan Chase grants non-profits Fund, Citibank available to with budgets and JP Morgan underwrite them under Chase $250,000 participants ~.ommunity Viz involved for ~oftware, 3rograms and Focus of Foundation gommunity Orton Family :ommunity ~nateria[s but Operating ~s managing change )ecision Making Foundation ~apping, in some cases, orton.org )rofits of the and preserving the ~rograms )lanning "najority of Vermont way of life in rural, ~rograms, video :osts Country Store small-town America ~rograms Jnderwritten --oundation 3rings together -our National nvited group of ~'orkshops Endowment for Two collections of eaders to 3ffered the Arts, USDA case studies have ;hareYour Partnersin Jeve(op :ompetitive[y investmentS15'000 b nasaa-arts.org Rural been published and ~edtage Tourism ;ustainable in 2003; no Development, may be purchased :ash grant applicant National Trust while supplies last, ledtage tourism award for Historic see nthp.org for ;trategies nvo[ved Preservation details Special Districts and Zones ncentives ndude sales, Zones are designated "ea[ property, by NYS Empire Zone nvestment~ ~mp[oyment- Designation Board; NYS Empire )ersonal and >ased existing Zone in New York State State Suffolk is at Empire Zones Development :orporate ncentive ~o ny[ovesbiz.com State ncome tax )rogram; no Ca[verton NWIRP, Corp. )reaks, some Jirect grants recently (2004) 'educed utility expanded to 'ates, tax downtown Riverhead credits and adjacent areas Business Self taxing LINSHA Business Improvement mechanism for Improvement Districts also identified Property 3istricts include Glen known as Local owners within ~ove, Greenport, Special municipalities community and Varies ~o N/A economic designated Riverhead, Port Assessment revitalization district Jefferson and Port Districts activities Washington peter j, smith E~ company, inc, 132 Long Island North Shore Herlta_~g_~ Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Increased tax revenues ~are[y used in New fax Increment Local taxin§ Public Varies qo N/A resulting from fork State, ;inance District authorities improvements ,ub[ic )rob[ematic improvements Loans, Loan Guarantees and Tax Credits Subsidizes ~ervice businesses New York State ne[igib[e; retail _inked Deposit Banking interest rates on Varies 4o banking.state.ny.us New York State )usinessesine[igible Program Department bank loans for Jn[ess located in an businesses :mpire Zone Rehabilitation and renovation of income- producing ~rojects of scale with Historic National Park properties listed ineligible owners can Preservation Service on the National N/A ~I/A nps.gov US ~yndicate and sell Tax Credits Register of ~hares in the credit Historic Places :o eligible investors or contributing to a National Register District Provides for a )atrial exemption on ~easure must be Section 444-a the increased ]uthodzed by )f Real assessment Taxing :ounties, towns, ~roperty Tax NYS resulting from N/A ~I/A orps.state.ny.us urisdictions :ities and v~Uages; _aw rehabilitation of ~chool boards may do listed or district ~o by resolution contributing properties Investment Tax Credit, RED Tax Small Business Credit, Sales Tax Technology exemptions, Investment property tax Fund New York State abatement tax.state, ny.us Equity for Tax Credits, New York State working capital ~rocess begins with Exemptions, Banking for high tech $50,000 to ;ubmission of Abatement Department start-ups $500,000 banking.state.ny.us Fund Pool ~usiness plan peter j, smith Et company, ~nc. 133 Lon,.~ Island North Shore Heritag. e Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Three separate tax credits ~vai[ab[e: 1. RedeveLopment :redLt, 2. Tax credits are New York State Remediated Environmental enhanced within ~rownfields Tax New York State ~rownfield ~I/A N/A ly~ovesbiz.com Conservation designated "en-zone; 2redits :redit for Law one eligible site is in }roperty taxes, Head-of-the-Harbor, and 3. Suffolk County :nvironmenta~ remediation ~nsurance credit ;uffoik County Long Island Long term ~evolving Loan Development _oans for any .oans up to Huntington, Baby[on ;und Corp. }usiness purpose 5150,000 Hdc.org HUD and IsLip excluded Loans up to town of North 530,000 for Town of North ~empstead ~orking Hempstead :conomic Long Island :apita[, up to Community 'e~dtalization Development Working capita[ 5100,000 for Development Limited to targeted .oans Corp. ~r capita[ assets :apital assets [idc.org Agency areas of the Town Soft costs can be _oans up to 40% included; Job Long Island For acquisition Development ;BA 504 Loan Development and renovation dp to $1.3 SmaLl Business Authority SBA 504 ~rogram Corp. ~f capital assets ~nil[ion [idc.org Administration combo is typica[ Tied to state self- ~mprovement ~rocesses targeting specific challenged industries and groups .I Targeted Long IsLand and also identified ndustry Loan Development _ong-term low ~5,000- Several state opportunity sectors ;und Corp. fixed-rate loans ~250,000 lidc.org and federal for LI .ong Island ;mall Business Long IsLand .oans to women- ~ssistance DeveLopment )wned ~2,000- Citibank and Tied to training ;orp. Corp. ~usinesses ~10,000 Lidc.org NYS program Long IsLand _oans ;BA 7A Loan DeveLopment uarantees for Jp to $2 .~uarantees Corp. ;mail businesses ~oiLLion [idc.org Loan packaging Market rates For high-growth Long IsLand --quity businesses; LIDC is a )CC Growth DeveLopment nvestment and ~1,000,000- founder and Limited :und Corp. oans ~3,000,000 L[dc.org LIDC ,artner of fund _oans and loan ~rea uarantees for ~ years at )evelopment lard-to-place ~rime + 0% is fund KeySpan oans Iypical keyspanenergy.com KeySpan peter j. smith 6t company, inc. 134 Island North Shore Herttag,.,~e Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Grants - Economic Revitalization Maximum grant in 2004 Cities, towns and is 5750,000; vittages with a population of under Community qYS Governor's Open Round for minimum is JS Housing and 50,000 eligible as are Development 3ffice of SmaO Economic $100,000; nysma[[cities.com Jrban maximum counties with an Block Grants Zities revitatization grant amount )evetopment unincorporated per FTE job poputation under created is 200,000 57,500 Cities, towns and Comprehensive villages with a population of under Community NYS Governor's grants Maximum JS Housing and 50,000 eligible as are addressing one grant in 2004 nysma0cities.com Irban counties with an Development Office of Small community is $650,000 3eve[opment Block Grants Cities ~rob[em unincorporated comprehensively population under 200,000 Most projects directed to areas of Planning and ;evere economic technical Federal Jistress; communitie~. tnd regions should assistance, appropriations, :omp[ete US Economic US Department )ub[ic works and revitalization of Commerce job Varies lades eda.gov some cross- .omprehensive agency :conomic Administration development, appropriations -evita[ization economic adjustment itrategies {CEOS) for _=[igibitity; local HQ ir =hita., Pa. Guaranteed ~ura[ Empowerment Loan Program, Zone, Enterprise Intermediary ~ommunities and JSDA Rural Relending Varies, seek Zhampion Program, assistance )epends on rurdev.usda.gov USDA Zommunties score )evelopment USDA Business 'rom USDA ~rogram extra in competitive =rograms Enterrprise and _=chnica[ staff funding rounds -- 3usiness ~oca[ office located 3pportunity and ~n Riverhead )thers Projects should be New York State ~lon-residential, ~-5% of eligible consistent with state :osts for :mpire Empire State iob-generating ~rojects over No ny[ovesbiz.com New York State and~laceregiona[and shou[dPlans in 3pportunity Development )rojects of scale ~500,000 retate to economic -'und Corp. revitalization policy peter j. smith 6t company, inc. 135 Lg~ Island North Shore Heri.._t~.g._e_ Area Funded Funding Match ~mounts (if Site Source Notes Program Sponsor Activities known) required? Grants programs JP Morgan for community Chase development, 3rants are focused in Community JP Morgan community Corporate ]teas where JP Economic Chase economic ]pmorganchase.com program V~organ Chase has a revitalization revitalization ;trong employee Program and arts and ~resence culture Grants Preservation Cultural NYS Council on resource Preserve New the Arts and surveys, historic 53,000 York Grant NYS structure Program Preservation reports, historic 515,000 preservenys.org League landscape reports qYS Office of Heritage Areas ~arks, Only available to HAs rants Recreation ~t Several Up to :nvironmental with adopted Mgmt -listoric $350,000 Yes nysparks.state.ny.us )rotection Func Plans ~reservation qYS Office of Historic )arks, Preservation gecreation 6t Several Up to :nvironmenta[ Grant Program flistoric $350,000 Yes qysparks.state.ny.us ~rotection Fund )reservation qYS Office of Onty available to :ertified Local ~arks, CLGs; CLGs in LINSHA Government ~ecreation & ~evera[ $5,000- qationa[ Park are located in Glen Program fistodc $15,000 Yes ~ysparks.state.ny.us ~ervice Cove, No. )reservation Hempstead, Rosyln and Sands Point qYS Office of fiistofic Barns ~arks, Most meet guidelines Tax Credit ~ecreation E Rehabilitation q/A N/A qysparks.state.ny.us New York State for historic and Historic income-producing Preservation Two programs, one for barns, another for NYS Office of other structures can ~roperty Tax Parks, be adopted by ~batements Recreation 6t ~ehabi[itation ~/A N/A nysparks.state.ny, us Communities communities to Historic ~rovide tax Preservation abatement for rehabgitation projects ~rchitecture NYS Council on )tannin§ and ~lanning and the Arts :ommunity JNK nysca.or8 )esign Grants Jesign peter j. smith [t company, inc. 136 Island North Shore Heritage Area Funded Fundin§ Match amounts (if Site Source Notes Pro~ram Sponsor Activities known) required? Minimum request for collections, Preservation, $50,000; for nationally structures Et Suffolk County sites, Vanderbi[t Museum siBnificant ,lationa[ Park intellectual and $250,000; was recipient of a Save America's maximum is :edera~ $135,O00 Brant in Treasures ~e~ice and cultural artifacts $1,O00,000. ~n 1:1 1ps. Boy/treasures ~ppropdation 2003 to restore the ~artners and nationally 2003 averaBe Diorama Hall. Match siBnificant award for can be cash, services historic artifacts was or use of equipment structures and sites $172,000; for $268,000 Public Funded proBrams and awareness, activities in cities ~reservation Et w~th major AmEx Cultural American manaBement of UNK UNK ~medcanexpress.com ~orporate ~resence and by HedtaBe Initiative :xpress tourism sites, ;ponsorship sponsorship; Arts Et direct support, Business Council access, new seminars (above) is a audiences major recipient Grants - Interpretation Projects enera[[y include Non-profit National combinations of qationa[ orBanizations, state implementation Endownment proBramminB Brants for $300,000 60:40 -- may neh.Bov --ndowment for and local special projects for the takin8 place at vary :he Humanities Bovernments are Humanities diverse venues e[iBib[e and indudinB diverse formats Interpretive PlanninB 8rants National exhibits, historic Non-profit libraries E for the interpretation, $40,000 cap 60:40 neh.Bov [ndowment for and local special projects Humanities symposia, web e[iBible sites peter j, smith Et company, inc. 137 Lon~ Island North Shore Heritage Area Funded Fundin§ Match amounts (if Site Source Notes Pro§ram Sponsor Activities known) required? Exhibitions, education 6t interpretation, Some Hmitations coJlections, apply, see site for institutiona~ details; musuems ~ew York State development must be state- Museum ~.ounci~ on the operating and Varies nysca.org ~ew York State chartered; smaJler Advancement institutions and ~rts program artists should look at support, ~rofessiona[ the Decentralization development, Grants as a source of technical funding assistance Interpretive Consultation ~lationa[ exhibits, historic Non-profit rants for --ndownment site ,lationa[ organizations, state museums, For the interpretation, $10,000 cap No ~eh.gov --ndowment for and local libraries ~t catalogs, :he Humanities governments are special projects flumanities symposia, web eligible sites Development and Long Island Museum enhancement of of American Art, ~rts and Cultural cultural tourism History and Carriages Tourism 3usiness ~roducts; $10,000- '~ew York State was granted $10,g00 2ounci[ of New partnering, $25,000 1:01 ]rtsandbusiness.org ]nd partners Initiative fork State to promote the Long qua[Ky Island Heritage Trail assurance, in 2000 marketing Grants - Environment, Transportation Funded programs include planning Local and Waterfront ~YS implementation, :nv~ronmenta[ Redevelopment, Revitalization )epartment of waterfront Yes lys.dos.state.ny.us ~rotection Fund management, ~tate implementation, etc. Programs redevelopment, dredged mateda[s uses and education Transportation ~IYS :edera[ Enhancement )epartment of Various Yes nys.dot.state.ny.us fransportation Various planning for the 21 st efforts Century Transportation ~ppropriation 'IYS Development Toudsm and Scenic Byways )epartment of and designation N/A N/A nys.dot.state.ny.us economic Program Transportation of Scenic Byways revitahzation focus Water quality ~IYS restoration, Varies Grant sources, Elean Water )epartment of storm and dependin[ on nys.dec.state.ny.us /arious applicability and ;rograms Znv~roflmenta[ waterwater sources depending on 2onse~¥ation management, program funding round etc. peter j. smith ~t company, inc. 138 Lone Island North Shore Herita_j_e A~,rea Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Revolving Carious programs for NYS Water quality Low- and no- nysefc.org funds, bond Clean Water Environmenta~ restoration interest loans ~unicipalities ~,evo[ving Fund Facilities Corp. issues Loans, grants, Gan/grant :ombinations, 3enera[[y limited to JSDA Rural Gan guarantees /aries :ommunities under )evelopment USDA 'or water and Jepending on rurdev.usda.gov USDA 10,000 popu[ationl; ~rograms waste water ~rogram technical assistance Jisposal and included ;Gild waste ~anagement ~hore ~rotection, flood Most projects :ontro[, Depends on commence with a ~ost projects ecosystem project; some reconnaissance JS Army Corps )dginate in restoration, programs Jsace.army.mi[ Federal report, followed by a ~f Engineers ~ongressiona[ recreation, Varies have cost appropriation feasibi[ty anaysis; )elegation ~av~gab[e sharing Goal office located ,vate~vay requirments at Federal Plaza in improvements, Monhattan :ommunity fadlities, etc. Local community- based Research projects organizations to funded with the US EPA Small :edera[ intention of Grants Program --PA examine issues Up to $25,000 ~pa.gov ~ppropriation dissemination to related to exposure to community environmental harm and dsk Loans, grants, loan/grant combinations, loan guarantees Vades, seek USDA Rural for a variety of assistance Depends on rurdev.usda.gov JSDA Loca~ office located Development USDA housing from USDA program in Riverhead Programs initiatives technical staff induding ownership, rentat, purchase and repair Plan, activities Project sponsors Non-point NYS Soil [~ and projects to must be Soft and Source Water reduce or Environmental Water Conservation ~batement and Conse~ation )regent ~25% agmkt.state.ny.us Protection Func )istricts singly or in Control Grants Service agricultural non- cooperation with one iol[ution peter j. smith Et company, inc. 139 Loq~,~lsland North Shore Heritage,...A~,r.e,,~ Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Natershed Match not required )rotection, but [everase with Natershed Conservation mprovement, ~5,000 Conservation other sources ~ction Grants Fund ]romotion of ]verase qot required conservationfund.or8 Fund encourased; pro,ram ~atershed must take place in a ;tewardship year Educate, inspire 3anrock Station action, create Conservation Wines Wetland Banrock partnerships for Fund with ;rogram inaugurated Conservation Station Wines wetlands 51,000-$5,000 conservationfund.org corporate [n 2003 Fund conservation anc sponsor restoration Maximum :ities, towns and Competitive grant in 2004 zi[lages with a Community NYS Governor's round for ~s $400,000; Development Office of Sma[[ housing, public for towns, US Housing and )opulation of under Block Grants Cities facilities and v~[[ages and nysma[lcities.com Urban :ounties~0'O00 e[igib[ewith anaS are cities; )eve[opment Jnincorporated micrienterprise 5600,000 for ]opu[ation under counties 200,000 Planning for construction of environmentally sustainable new Cash, staff facilities, and board Workshops on 8reen Green Building (resge inc[udin8 $50,000- time, --ndowed ramie building concepts and Initiative :oundation development $100,000 institutional ~resge.org %undation methods offered by and evaluation resources as the Nonprofit Finance of bui[din8 plan, required Fund site evaluation, material analysis, etc. peter j. smith Et company, inc. 140 Lon~. Island North Shore Heri~a_~L,..,.A,rea Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Environmental FypicaL grant initiatives ]mounts in 2002 including ~ere under $30,000 reducing ~ith the exception of greenhouse Total of )ne $40,000 grant. Distributed gases and toxin_~ $200,000 was Donor advised )econic Baykeeper, Henry Phillip through LI habitat Jroup for the South Kraft Memorial available for licf.org/resources Kraft Family Fund Community conservation and distribution in Fund of LICF :ork, Nature Foundation restoration, 2004 ~onservancy, CorneLL brown fieLds .ooperative redevelopment, --xt ension and sustainable ~ustainab~e Long transportation, sland ($40,000) were etc. ~mong grantees /il[age of Floral Park Provides grants Up to $2,500; :~onservation ~warded a grant in Kodak American Eastman Kodak for planning and most grants :und and Greenways conservationfund.org ).000 to p~an a Awards Co. design of are $500 to :orporate greenways $1,500 5ndowment leighborhood park and trai~ Agriculture/Farm Land Protection Loans and Loan- :rant NYS Agriculture Governor's combinations for Limited to projects ir f~ Markets Grow Dffice for development agmkt.state.ny, us 3OSC, Ag Et Small Cities-eligibLe NY Enterprise 5maL~ Cities and expansion of ~arkets, ESDC communities Program agriculture and agribusiness AppLicant Purchase of communities must State Assistance development have adopted a for Farmland Agriculture Et ~nvironmental farmland protection ~arkets rights for agmkt.state.ny.us )rotection Funa plan, open space Protection agricultura~ and )~an addressing farm~and farmland protection or other similar plan AppLicants must be Promotion and Pride of NY Cooperative ,romotion ~gricu~ture Et marketing of Up to $15,000 2:1 ~gmkt.state.ny.us ~g Et Markets participants or must k~arkets NYS agricultural apply to program at program ,roducts time of grant application peter j. smith E company, inc. 141 Island North Shore HerJ_t_age Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? ~ Grow NY )rogram for ~ED, Programs of one year ~evelopmentndustry MarketsAgdcutture [t ~rocessing,~r°ducti°n' etc., ~60,000 cap 1:1 agmkt.state, ny.us Ag E Markets or tess are ~rojects ]tternatives and encouraged bechnotogy innovations Sonstruction, reconstruction, k&ust invotve physical -~armers Market Agricutture E improvement, 550,000 cap 1:1 ~gmkt.state.ny.us Ag Et Markets improvements; 3rants Markets ~xpansion or feasibility anayses rehabiUtation of are not etigibte Farmers markets Miscellaneous Poticy directs DOT to qYS Po[icy initiative incorporate context- sensitive design, )epartment of ~y NYSDOT to No direct tocat proiects, rransportation INYS ]dvance state funding-- Jot.state.ny. us/eab/eflvinil environmental Environmental ~nd federat internat poticy enhancement and envi ronmentat directive Initiative oticies restoration, public input, etc. into its projects Typicat grant amounts in 2002 were $7,500-$12,OO0. Recipients inctuded )istdbuted )upports Totat of Donor advised North Fork .lUlJ social :hrough LI organizations $252,000 Unitarian Environmentat 2hange 6rants Zommunity and individuats distributed in icf.org/resources Universatist Coundt and :oundation working for 2002 fund of LICF Susutainab[e Long socia[ chan~e Istand ($25,O00}, Peconic Community Coundt and Nature Conservancy of Lon~ Istand peter j. smith [t company, inc. 142 t.o~ Island North Shore Heri~t_~_a~ Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? Typical grant amounts in 2002 ~/ere 510,000- ~15,000. Recipients [nduded Long Island 'ommunity Distributed ~rogram start- Fora[ of Long Island ;ampaign for duilding and dp, community Community Affordable Housing, ~rganizational through LI ~ui[ding, ~266,000 [icf.org/resources Community distributed in Foundation Dyster Bay Main )evelopment Foundation 3rganizationa[ _~002 fund Street Association, Srants development 5asr End Community Drganic Farm and LITAC (see above} to suppot community ~ui[ding ~O[IStrUCtion or -enovation of Program is designed 3ricks and ~ac[ities, major Caries, Yes, Kresge is to build facilities and ~quipment ~150,000 to usually a fifth Endowed family encourage private ~ortar Kresge nc[uding ~600,000 Co a third of kresge.org foundation giving. Also, see ~.hallenge Foundation :omputers of at ~epending on campisng Green Building 3rants east $300,000, :he campiagn total Initiative, above 'eat estate 3urchase Mast grants used to _ong-term ~inimum establish or add to ~mprovements 3:1 for first endowments assuring NEH Challenge Nationa[ and support for rant, Nationat tongevity of the Endowment for ~umanities ~30,000; rant; 4;1 for neh.fed.us Endowment for ;rantee; usuatty not subsequent ~aximum the Humanities more than 10% of 3rants the Humanities )rograms and ~1,000,000 grants ~esources grant is attowed for direct expenditures peter j. smith E company, inc. 143 Island North Shore Heritag. e Area Funded Funding Match amounts (if Site Source Notes Program Sponsor Activities known) required? ~rovides grants !or construction ]f public ~kateboard Tony Hawk ~kateboard parks ~1,000 to Corporate Most grants are ~arks Foundation n Iow-income ~25,000 tonyhawkfoundation.org program $1,000; technical areas throughout assistance available :he United ~tates. Available to :nergy companies receiving ncentives for substantial economic 'elocating and revitalization .~xpanding ~,educed natural assistance or located :ornpanies KeySpan as rates keyspanenergy.corn KeySpan ~n Empire Zone ~ssistance with Energy conversion incentives and equipment, technical financing, asistance KeySpan evaluations keyspanenergy.com KeySpan gusiness attraction/expansion, Long Island Various :ompetitiveness, Energy Power electricity rate incubator and Empire Incentives Authority subsidies Iipower.org LIPA Zone rates available ~vailable for Long Island :ompanies shifting Power Jemand away from Load shifting Authority Rate subsidy lipower.org LIPA LIPA peak load period Clean Energy Long Island Analysis, Conservation Power consultation, Incentives for energy Program Authority rebates lipower.org LIPA ~fficiency Business Long Island Export Development Power assistance, RED Assistance Authority Initiative [ipower.org LIPA peter j. smith [t company, inc. 144 Island North Shore Herita~.e~,,~rea 5.5 Planning Next Steps The Next Steps Matrix is designed to give stakeholder communities of the North Shore Heritage Area direction on how they can begin implementing the Plan themselves. These Next Steps bring implementing communities in a line with one another and prepared then to work together on common goats and visions. Table 5-2 - Planning Next Steps Programs and Costs Action I Location I Estimated Cost Preservation and Land Use Comprehensive pI. ans Throughout, as needed $50,0OO-$150,O00 depending on size of community Historic Preservation Plans Throughout, as needed Local Waterfront Throughout, as needed $50,000-$150,000 depending Revitalization Programs on size of community Landmark Ordinances Throughout, as needed $8,000-$10,000 Historic, Cultural and Natural. Throughout, as needed $20,O00-$150,000 depending Resource Inventodes on area Resource and district Throughout, as needed $8,000-$10,O00 including nominations condition reports Regional land use and zoning Regionally analysis Zoning Revisions Throughout, as needed Design Guidelines and Throughout, as needed $15,000 Standards Analysis Design Guidelines and Throughout, as needed $35,000-$40,O00 for Towns; ;tandards Revisions SO0,000-$O0,O00 for viii. ages ,ubdivison Regulations Throughout, as needed Revitalization Parks, Recreation and Open Regionally $250,000 Space Master Plan $250,000 for a regional Economic revitalization As needed ]pproach; $20,000-$100,O00 kAaster Plans For village/town revel ~epending on scope £ommerical Center F~evita[ization Strategies peter j. smith ~t company, inc. t45 Island North Shore Heritage Area Action Location Estimated Cost ~200,000 incLuding )istrict Redevelopment ~,s needed ~nviFonmenta[, =easibikity Studies ~rchaeologicaL and economic )naLyses Interpretation $50,000 foF development, Website Development hl/A 510,000 annual maintenance ~nd updating )evelop signage standards including materials, colors, Regionat~y ~tc. Xiominate scenic and historic ~y~vays for state or federal l-hroughout Corridor planning costs will ~omination vary Develop designs for informational plaques, Regionally Kiosks, etc. Circulation $100,000-$200,000 per 300 Streetscape Improvements ~s needed Linear feet from planning through construction 5.6 Summary Through strategies, demonstration of economic benefit, estabUshment of target market and marketing ptan, this Imptementation Program provides a dear direction for the future. The strategies anticipate the needs for imptementation of the Heritage Area goat and objectives and poUcies and actions. The recommendations of the marketing show how and where residents and visitors can be reached with the message of the rich diversity of cutturat, historic and naturat resources on the North Shore of Long Istand. peter j. smith Et company, inc. 146 Lonl~ Island North Shore Her, i~_a_j~_ Area The fundinB sources and Next Steps provide the "how" to the "what and who" of the recommendations. They also estab[ish a place for communities and or!]anizations to start, providinB them with a handbook of sorts. Implementation of the plan can take place at the macro level, reBion-wide. But it is just as important that at the local or micro level there is buy-in, direction and focus. peter j. smith E company, inc. 147 L~ Island North Shore Hertta~e~_.Area 148 RESOLUTION 2006 SAMPLE MUNICIPAL RESOLUTION FOR APPROVAL OF THE LONG ISLAND NORTH SHORE HERITAGE AREA MANAGEMENT PLAN AND FOR ISSUING SEQR FINDINGS REGARDING APPROVAL OF THE PLAN WHEREAS, in 1998, the New York State Legislature established the Long Island North Shore Heritage Area for the purpose of preserving and enhancing the historic, cultural and natural resources of Long Island's North Shore; and WHEREAS, along with such establishment the Long Island North Shore Heritage Area Planning Commission was created and charged with developing a management plan that local governments within the heritage area can utilize for planning, preservation and enhancement of heritage area; and WHEREAS, a management plan was professionally prepared with an extensive public participation process that involved more than 500 residents and civic leaders from throughout the Heritage Area; and WHEREAS, the management plan is a sourcebook interpretive themes, and strategies for preservation, celebration of the North Shore's intrinsic resources; and of inventories, protection and WHEREAS, Section 3 of Article 35.05 of the NY PRHPL states that "the local legislative body of each city, town, or village within a designated area ... must approve the management plan before it is submitted to the commissioner" of the New York State Office of Parks, Recreation and Historic Preservation for approval; and, WHEREAS, the Long Island North Shore Heritage Area Planning Commission, acting as lead agency prepared a Generic Environmental SAMPLE MUNICIPAL RESOLUTION PAGE FOR APPROVAL OF THE LONG ISLAND NORTH SHORE HERITAGE AREA MANAGEMENT PLAN Impact Statement (GELS) that examines the environmental impacts and social and economic considerations associated with the Plan; and WHEREAS, after conducting a SEQR review process that increased public involvement and resulted in a Final Generic Environmental Impact Statement (FGEIS), the Long Island North Shore Heritage Area Planning Commission is now ready to submit the completed management plan to local governments for their approval; and WHEREAS, local approval of the management plan will not impact local autonomy, and WHEREAS, approval of the management plan will lead to a variety of benefits for the North Shore region, including but not limited to: · strengthening its cultural and historical identity; · technical assistance and increased funding opportunities for projects within the Heritage Area; and WHEREAS, the City/Town/Village named below is a municipality that falls (wholly or in part) within the boundaries of the North Shore Heritage Area; and, WHEREAS, under the State Environmental Quality Review Act (SEQRA) and 6 NYCRR Part 617, the City/Town/Village named below is an involved agency with respect to approval of the Management Plan; NOW, THEREFORE, BE IT RESOLVED that having considered the relevant environmental impacts, facts and conclusions as set forth in the FGEIS and having weighed and balanced the relevant environmental impacts with social, economic and other considerations, the City/Town/Village named below hereby makes the following SEQR Findings with regard to approval of the LINSHA Management Plan: SAMPLE MUNICIPAL RESOLUTION PAGE FOR APPROVAL OF THE LONG ISLAND NORTH SHORE HERITAGE AREA MANAGEMENT PLAN 1. that the requirements of SEQRA and of 6 NYCRR Part 617 of the implementing regulations have been met, and 2. that adverse environmental impacts have been avoided or minimized to the maximum extent practicable, and all practicable mitigation measures have been incorporated. BE IT FURTHER RESOLVED that the City/Town/Village named below supports the mission of the Long Island North Shore Heritage Area Planning Commission to preserve and protect the region's historic, natural and maritime resources; and BE IT FURTHER RESOLVED that the City/Town/Village named below hereby approves the Long Island North Shore Heritage Area Management Plan, and BE IT FURTHER RESOLVED that such resolution will be forwarded to the Long Island North Shore Heritage Area Planning Commission office at the following address: Long Island North Shore Heritage Area Planning Commission Planting Fields Arboretum State Historic Park P.O. Box 58 Oyster Bay, NY 11771 Resolution offered by: Vote on the resolution: Seconded by: Date NAME OF CITY/TOWN/VILLAGE . ? What Is the Long Island North Shore Hentage Area. The Long Island North Share Heritage Area is a des~nation, In 1998, the New York State LegisLature designated the North Shore of Long IsLand for inclusion in the state Heritage Areas System. The legislation also estabUshed a PLanning Commission charged with preparing a Management PLan. The Heritage Areas System includes eLghteen Heritage Areas and Corridors, places where unique quaUties of geography, history, and culture create a distinctive identLty that is the focus of the four heritage goats-preservation, education, recreation and economic revitalization. Participation in the statewide system of Heritage Areas provides opportunities for grants and technical assistance to accomplish objectives set forth in the Management PLan. The Lon9 Island North Shore Herita.ge Area is a GeneraLLy Long IsLand SOL the Lon, The Long Island North Shore Heritage Area is a vision. The Heritage Area Management Plan presents a vision of coordinated public policy focusing on the preservation and economic vitality of the entire region. It offers a blueprint for a future in which the natural and manmade resources of the area are sources of pride and sustenance, communities are connected with their past and with one another, and future development and growth are rooted in established communities and traditional ways of life. The Long Island North Shore Heritage Area is a voluntary pion. The Heritage Area Management Ptan is based on preserving, protecting and promoting the area's deep history and its magnificent cultural, natural and recreationat resources while also channeting growth in a sustainabte manner. The strategies and poticies supported in the management ptan are genera[ in nature and regiona[ in scope. They are not specific to any community, nor do al.[ recommendations within the plan necessarily appty to each Town or Village. Great consideration has been given to create a ftexibte management ptan, which can be adjusted to the differing needs and objectives of individual communities. Recom, mendations to preserve and enhance total cultural, historic and naturat resources through specific poticies, including sustainable growth, downtown revitalization, adaptive reuse of historic build- ings (see photo at right), and reversal of suburban sprawl, may be imptemented selectively, or not, by municipat governments after thorough community review process. Alt current and future munid- pat [and use and zoning decisions remain with focal governments. The Long Island North Shore Heritage Area is all about connections. The Management Plan recommends projects to connect the peop[e of the North Shore with their past and with one another: , Connect the communities along historic Route 25A by bringing them together to develop a corridor management plan that addresses intrinsic resources atong the route and proposes a strategy for their preservation and beneficial use. · Encourage new maritime economic and recreationat activity by strengthening connections between Historic Centers of Maritime Activity and alternate transportation linkages between them. Connect the unique and diverse people, resources and assets of the Heritage Area through shared themes and stories, such as the story of maritime harvest that links ~ prehistoric shell middens with modern clam and oyster farming. Connect walkers, hikers, bicyclists and boaters with Long is[and Sound and Peconic Bay by developing a Waterfront Trail for access and enjoyment. Connect the public with information about the area's scenic and intrinsic resources, by making the inventory an accessible interactive database, so that it can be continually expanded and used for projects as diverse as an interpretive kiosk at a nature preserve, a research source for the local history curriculum, or a tool for planning a thematic itinerary. g its fruitful coasts and so~ I§ religious freedom, patriots industriaUsts showcasm8 unprece- the American dl tile. Att of them contributed, and continue to contribute, to the unique history and sense of place of this region. The Ptanning Commissioners. att residents and votunteers, have developed a management ptan for the res~on that focuses on the aspirations and accomptishments of these diverse forebears It organizes the ohenomenal diversity of people, places and connections that make the area unique, so that it can be comprehended and sustained for this generatiop and generations to come. In addition Plan identifies hundreds of naturat, cutturat with the Maritime economy that has been so significant ~ The Ptan espedat[y emphasizes scenic resources-the panoramas~ vistas; and other dors of visuat interest that provide the pubtic's primary access to the visua[ riches and restorative scenery of the North Shore. Awareness of these tocations can buitd support for their protection and encourage sensitive devetopment, incl. udin8 tranquit overlooks and wetcoming village entryways. The Long Island North Shore Heritage Area can be understood as l:ive nei2hborhoods, These the ® · the s The Long Island North Shore Herftage Area fs an oppor~unft¥. The Long is[and North Shore Heritage Area Management Pi.an offers a unique, one-time opportunity to embrace a re- gional, comprehensive, vision for the future. Approval. of the Management Pi.an provide e[i~3ibil.ity for focal governments and organizations for speda[ funding to support specific projects and initiatives leading to enhanced communities. It is the objective of the Management Plan that as focal governments imp[e- merit the P[an~s recommendations, the qual.ity of fife of the entire region be supported and improved for current and future residents and for visitors to the regiom !f ~he Loog tsl.and North Shgre THE MISSION OF THE LONG ISLAND NORTH SHORE HERITAGE AREA PLANNING COMMISSION ... is to preserve, protect, and e~hance the cultural, historical and natural resources whi~h define the North Shore of Long Island and to promote responsible economic development of the area compatible within the historical and natural environment. Our intent is to: ~ preserve our heritage and historical resources; ~ protect our environmental, natura~ and maritime resources; and ~ enhance the economic vitality/and cultural life within the Heritage Area. To fulfill its mission, the Commission wi!! oversee the preparation o.f a Management Plan, developin~ strategies ~ plan ~he future Plannin§ Commission office at Planting Fields Arboretum State Historic Park: (516) 922.~8605~ BENEFITS of Approving the Norlh Shore Heritage Area Management Plan Enhanced Local Control/ Slate Compliance Regional Identity & Pdde Par~ipat~on in the St~ HeCate ,Area Sys'tem Technical Assistance Funding Vmue for Re~ion~ Pmser~'~ian Aesist~nce Select~ Partlc~patlon for a W'm-Win $cestaHo Local home rule will nat be affected by the approval of the Management Plan. However, State approval of the Plan will require that State projecls conducted within the Herffage Area be in compliance with the Plan. Any State proiect -- for example, a DOT roadway improvemem -- would have to take the area's historic character into account and design would have to appropriately address the area's heritage resources and polides. The Heritage Area will foster a seine of history, place and pride in area residents. It will promote a consdou~ness of, and identification with, "1he North Shore." And it will cultivate an image of the area that is positive and rooted in local history and culture. The New York State Office of Parks, Recreation and Historic Preservation administers the State Heritage Areas System. It provides Her'rJage Areas with technical assistance on projects such as the developrnem of imerpretive programs and appropriate v'mitor fadlities. Funding is available through a grant program solely for Heritage Areas with an approved management plan. The Management Plan propoees that an independent nan-profIt organization be established to succeed the Planning Commbsion and pursue implementation. This new organization will bring together municipalities in the Heritage Area to collaborate on joint projecls, such as Route 25A corridor management, a waterfmm bikeway or walkway, interpretive trails, heritage information centers, kiosks and gateways, e~. It will also be a vehide for attracting funds to implement regional her'dage projects. Spedfic preservation-focused assistance provided through the Heritage Area may include help with developing local landmark and historic distr'~t regulations, and advocacy on behalf of threatened properties or landscapes. Approval of the Management Plan does not bind a commun~t7 to partidpate in its implementation. MunJdpalities are fi'ee to pid< and choose whicfl elements to embrace. In approving the Plan, eacfl municipality may tailor the sample resolntJon to note spedfic Plan componenls that the munidpallty'supports. Planting Fields Arb~retum, Stute llistorie Park. PO Box 58, Oyster Bay, NY 11772 J Tel: (516) 922 8605 CHRONOLOGY The Nodh Shore Heritage Area Planning Process 1998 1999 20O0 2003 - 2005 2003 - 2OO5 April - September 2006 STATE LEGISLATION New York State Legislature initiates the creation of the Long Island North Shore Heritage Area. The initial concept is for the area to begin at Great Neck on the west and extend to Port Jefferson. PLANNING COMMISSION ESTABLISHED The North Shore Heritage Area Planning Commission, with appointments made by the Governor, State Senate, State Assembly, and Nassau and Suffolk Coumles, meets for the first tlme. The Commission's main purpose is the deve}opment of a Managemem P~an. Sub-committees within the Commission are formed to determine the boundary of the Heritage Area, and to conduct public outreach. BOUNDARY EXPANDED New York State Legislature expands boundaries of the Heritage Areas to Indude all of Long Island's North Shore, from the western border of Nassau County to Orient Point -- 65 municipalities. State legislation passes expanding the boundary and adds seats to the Planning Commission to represent the additional communities. MANAGEMENT PLAN & PUBLIC PROCESS The Planning Commission hires consultant peter j. smith & compc~ny to prepare a Management Plan for the Heritage Area. The process features an extensive public involvement component, including: · ~ghteen Public Workshops conducted In seven Heritage Area towns -- North Hempstead, Glen Cove, Huntington, Smlthtown, Brookhaven, Riverhead, and Southold. · Four ~ue-orlented focus groups, exploring interpret~e themes, and environmental, transportation, and tourism issues. These were c~ended by dvic ieaders lnvolvnd In the fo~s group topics. · A spedal mee~ng for policy makers and planners. · All meetings of the Planning Commission are open to the public and include a publk: comment perlod. STATE ENVIRONMENTAL QUALITY REVIEW (SEQR) With the Management Plan a Type I action under SEQR, the Planning Commission conducts an environmental review. The process Js used to expand public involvement in the Plan. SEQR public hearings are held on February 2, 2005. Parts of the Plan are amended in response to public comments. MANAGEMENT PLAN APPROVAL The Planning Commission solicits resolutions approving the Management Plan from all 65 munlcipal~ties within the Heritage Area. Once this Is achieved, the Plan will be presented for approval to the New York State Gffice of Parks, Recreation and Historic Preservation. Planti~g Fields Arboretum, State Historic Park. PO Box 58, Oyster Bay, NY 11772 I Tel: (516) 922-8605 FAQ Frequently Asked Questions about the North Shore Heritage Area and its Management Plan What is a Heritage Area? Heritage Area b a special designation given by the State of New York to s areas where unique qualities of geography, history, and culture create a disfinclive identity and a special sense of place. Created in 1982, the New York State Heritage Areas System now indudes 16 areas; the North Shore and another heritage area also in process will bring the total to 18. The program's goals of preservation, recreation, interpretation and revitalization appeal to a broad range of interests and provide common ground for collaboration among state and local government, non-governmental organizations and the private sector. What does the North Shore Heritage Area encompass? It covers Long Island's entire north shore from 1he Queens border to Orient Point, encompassing 65 cemmunitles and nearly one million people. Do all 65 municipalities in the Heritage Area have to approve the Plan? Why? Re State legislation 1hat created the Heritage Area Program requires that a /v~nogement Plan be approved by each d17, town and village induded in the Heritage Area. The first New York State Heritage Areas were contained in a single community. As the program broadened to include large-scale regiom, some had their State enabling legislations amended to require approval by the relevant county governments only..The Long Island Horth Shore Heritage Area Planning Commission did not pursue that option, believing it important for each constituent cemmunif7 to understand and admowledge the Management Plan. Will the Plan approval affect local autonomy? No, the Management Plan will not affect local autonomy, it Is a resource decumem, providing a compendium of policies and strategies for preservation, protec~n and sustainable heritage activities. CommLmifies can pid< and choose which are most relevam and appropriate to them. Our community wants to protect, but not promote, its heritage resources. Why should we approve the Management Plan? ~ Heritage Area is for all of the North Shore. Approval will allow those that wish to proceed to move forward with implementation, rned~ of v/nich is geared toward supporting local preservation effom. As a partidpant, your munidpality has corr~ol over how, and to what degree you want to use the strategies in the Managemem Plan to preserve, promct and promote the historic and cultural resources of your area. Planting Fields Arboretum, State llistoric Park. PO Box 58, Oyster Bay, NY I 1772 ] Tel: (516) 922-8605 Will the Management Plan lead to increased development, traffic, and demand for community services? The Management PJan seeks to foster heritage-based activities in areas where they are appropriate, needed and wanted, and sustainable. It features recommendations and strategies directed at providing alternative transportation to mitigate existing congestion. Its target audience for promoting the region's heritage and culture is existing residents, rather than new visitors. Why do we need the Heritage Area? Isn't it just another layer of bureaucracy? The New York State Heritage Area Program is a tool for communities and citizens to use in preserving and interpreting their local historic and cultural resources. It does this by providing a venue for creative partnerships, technical assistance from the NYS Office of Parks, Recreation and Historic Preservation, and state grant programs available for the Heritage Areas. What happens after the Management Plan is approved? How will it be implemented? The North Shore Heritage Area Planning Commission will be disbanded and an independent non-profit organization will be established to take its place. The Management Plan recommends that the organization be modeled after the Commission, with an appointments strategy that assures full regional representation. MANAGEMENT PLAN SUMMARY Overview/Contents The Managemem Plan for the NorTh Shore Heritage Area~ - articulates a vision, purpose and geographic scope for the Heritage Area; - includes a detailed lnvemory of heritage resources; - provides interpretive themes to connect these resources in stories about our collective past; - offers polities, slrategies and actions for achieving the vision; - recognizes and catalogues existing munldpal and regional planning efforts related to the Management Plan; - documents the public involvernem in the Plan's c~eation; - recommends four priority actlam -- i.e. "next steps;" - lists sites for protection through preservation and acquisition; - supports its recommendations with information on funding sources and preservation tools. Geographic Scope The Her'n'age Area stretches the entire expame of the North Shore, from the border of New York C'm/ and Nassau County east to Oriem Poim. Bounded -- and including a portion of -- Long Island ,Sound on the north, ~ southern border is the Long Island Expressway or State Route 25, whichever b further south. The area includes two towns in Nassau County (North Hempstead and Oyster Bay, including the City of Glen Cove) and six in Suffolk County (Huntington, 5mlthtown, Brookhaven, Rivethead, Southold, and a small portion of Islip), in which together there are 56 incorporated villages. Because the Heritage Area includes a large number of diverse communities, application of the Management Plan's goals and recommendations will va.ry. The Vision The Long Island North Shore Heritage Area Planning Commission conceived ~ mission as working to: - preserve our heritage and historical resources; - protect our environmental, natural and maritime resources; and, - enhance the economic vital'm/ and cultural llfe within the Heritage Area where needed and appropriate. This mission is expanded through the following Heritage Area geals~ Protect... her'rtage resources through understanding and growth management; Conned... resources to build stories that advance identity and sense of place; Package... experiencessoresidentscancometoknow, connectto, and'~akeprideintheirregion; Promote... ina'eased visitation of heritage resources in order to support their ¥1abilit'/ and decrease the seasonality of our tourism, all within sustainable IJm~; Pmtner... to use heritage-based tourism as a revitalization tool for econamkally struggling po~ons of the Heritage Area. Planting Fields Arboretum, State llistoric Park. PO Box 58, Oyster Bay, NY 11772 [ Tel: (516) 922-8605 The Stories Two interpretive strategies -- or ways of focusing Nodh Shore stories -- ore presented in the Management Plan. One is physically based, dealing with architedure and land uses; the other concentrates on people. · The physically based strategy conceives of the North Shore as a set of five "neighborhoods," or rooms Jn a "living museum." These are: The Geld Ceast: This western-most North Shore neighborhood where mansions and millionaires once abounded is epitomized in F. ScoH Fitzgerald's The Great Gatsby. The gateway to this conceptual museum room is Route 25 at University Gardens, on the Nassau-queens border. The glen Cove-Oyster Bay area is its anchor. The American Dream: America's suburban ideal is expressed in the wes~:ern interior of the North Shore Heritage Area, near rail and road corridors. Anchored by Huntington Center in or near Walt Whitman Mall and Walt Whitman Birthplace State Historic Site, the gateway to this "neighborhood" is LIE Exit 49 on State Route 110 in Melville. The Maritime Coast: Safe harbors and deep-water ports gave rise to working waterfront communities in the center of the North Shore. Port Jefferson anchors the Maritime Coast. Its gateway is LIE Exit 56 on State Route 111 in Hauppauge. The Pine Barrens: Natural heritage is showcased in the Pine Barrens, one of the largest preserves in New York, which sits atop a freshwater aquifer formed by the retreat of the final glacial ice tide. Located in the eastern interior of the North Shore~ the gateway to this "room" is LiE Exit 68 to the William Floyd Parkway in Yaphank. Its anchor lies within the Pine Barrens area in Brookhaven. The Harvest Coast: The North Fork of Long Island contains some of the most agriculturally productive land in New York State. Anchored in Mattituck~ this area may be approached through LIE Exit 73 to Old Country Road in Calverton. The people-based interpretive strategy also builds bridges across time: Seafarers: The area's earliest Seafarers, Native Americans, are connected to early American whalers~ 20th century shipbuilders and today's commercial fishermen through the common bond of deriving a livelihood from the sea. Builders: The Builders theme looks at North Shore history through the lens of successive waves of settlement -- from Native Americans to the first European colonists and later immigrants to modern day urban emigrants. Naturalists: The Naturalists theme embraces open space preservation and conservation of natural areas, fish and wildlife. It also celebrates those who have taught, and fought for, environmental protection -- beginning with the Native Americans who populated the North Shore during the early era of European settlement. Visionaries: An important inspiration for the North Shore Heritage Area was a ring of Revolutionary War spies who used special codes and the protected bays and inlets of Long island Sound to provide cover on their dangerous missions. The region hasn't stopped producing dreamers, leaders, patriots, and poets, Walt Whitman among the most notable. The Strategies General Approve the Management Plan for the North Shore Heritage Area Establish an organizational entity for Management Plan implementation Develop a Corridor Management Plan for Historic and Scenic Route 25A Develop a Waterfront Trail for the enjoyment of Long Island Sound and lhe Peconic Bay, and to provide recreation and alternative transportation Catalog cultural and historic resource planning and preservation efforts Catalog natural and environmental preservation efforts Advocate for implementation of plans consistent with lhe North Shore Heritage Area Management Plan Designate all state actions within the Heritage Area as Type I actions subject to State Environmental Quality Review Preservation Perform cultural, historic and natural resource inventories and surveys Evaluate the impact of development plans and proposals of regional significance on the heritage, cultural and natural resources of the Heritage Area Support efforts to raise awareness of and preserve, enhance and rehabilitate cultural, historic and natural resources of the Heritage Area, including buildings, sites, vistas and landscapes Advocate for preservation and restoration of natural and environmental resources Advocate for preservation and restoration of cultural and historic resources, including scenic resources Revitalization Use market research tools to help increase project feasibility and identify revitalization opportunities. Increase and improve heritage venues, site amenities and visitor appreciation 1o raise understanding, enjoyment and access to the Heritage Area Support economic and job development efforts Promote Heritage Area resources to residents and visitors Concentrate revitalization efforts on downtowns, struggling maritime communities and existing commercial centers Develop incentives and streamlining processes to encourage the development of projeds consistent with North Shore Heritage Area goals and objectives Interpretation Establish a regional approach to interpretation of heritage resources Develop outreach and educational programs to engage interest ant support for Heritage Area resources Use certain Heritage Area access points and natural resource sites to promote environmental preservation and restoration; limit these uses to areas that can sustain increased visitation without environmental impact Circulation Develop gateways and anchors for the Heritage Area interpretive neighborhoods Develop alternative transportation and multi-modal access to Heritage Area resources Decrease road congestion within the Heritage Area through the use of multi-modal transportation systems such as the Long Island Railroad Sites for Protection & Acquisition · The North Shore Heritage Area Management Plan acknowledges and supports the recommendations of other planning processes for the protection and acquisition of natural, cultural, historic, maritime and scenic resources. The existing plans and planning entities recognized are: The Historic Centers of Maritime Act[vlty; - Long Island Sound Coastal Management Program; The New York State Open Space Plan. Additionally, specific properties were identified by the Long Island North Shore Heritage Management Plan Commiltee named as priorities in the Plan. These ore" - The Pine Barrens CRA and CGA North Shore properties 1,2 & 3 -- 400 acres, Peconic River system recharge - Peconic Pinelands Maritime Reserve Coram Woods Wet]ands -- Freshwater wetlands, unique habitat Cow Neck/Sebonac -- Tidal wetlands, creeks, inlets & bays Peconic River Greenway -- Easement or acquisitlon for improvements and public access Broodcove -- Peconic Bay shoreline Stony Hill- 535 acres on the Ronkonkoma Moraine, deep groundw ~ter recharge, habitat Western Suffolk/Nassau Special Groundwater Protection Area Underhill, Oyster Bay -- Groundwater protection and public access; under acquisition Whitney Estate, North Hempstead -- 500 acres suitable for recreation and mansion tours, last large tract of undeveloped land in North Hempstead, giant glacier ledge Arthur Dean Estate -- 85 acres contiguous to Planting Fields Arboretum State Historic Park, passive recreation LaSelva -- 24.3 acre addition to Planting Fields includes a 40-room 1915 manor house and OImsted landscape, additional land and program space Pulling Estate, Oyster Bay Cove -- Scenic 114-acre estate, 70% of property has steep slopes, northeast portion is designated wetland and endangered salamander habitat Held Property, Oyster Boy Cove -- Nine acres of old-growth forest, songbird, turtle and tiger salamander habitat, adjacent to Nassau County nature preserve - Long Island Sound Coastal Area Oyster Bay/Cold Spring Harbor -- Part of federal Long Island Estuary project, stream bank corridor protection, upland buffering, watershed acquisition, linking publicly held lands Key Span-Shoreham -- Access to Long Island Sound in Shoreham and Wading River hamlets with 2,000 feet of Wading River marsh, 893 acres, connection to Brookhaven State Park Mitchell Creek Wetlands --Tidal and freshwater stream, 874 acres Key Span-Jamesport/Hallockville -- 513 acres of prime agricultural farmland, adjacent to Hallockville farm, access, future recreation - LI Trail System/Greenways Shoreline to Shorellne Greenway Trail -- Hempstead Harbor to Manhasset Bay including a 12-mile public walkway around the Port Washington waterfront Glenwood Landing (Hempstead Harbor) -- Acquisition or easements to seven parcels connectbg new open space with four public facilities to create a two-mile greenway · Other sites were nombated by individuals during public participation activities held in connection with the Management Plan and are listed in the Appendices. Plan Organization · The Management Plan for the North Shore Heritage Area consists of two volumes -- the Management Plan document containing its recommendations, and the Appendices, which include the Plan's inventories, analyses and most of its resource tools (funding resources are given in the primary plan volume.} · The Management Plan document contains several plans within a plan -- a Management Plan, Strategic Plan, and implementation Plan. The contents of these, es well as other sections of the two volumes, are outlined in the table below: Volume Section Contents Introduction Letter from the Long Island North Shore Planning Commission offering a rationale for its work. Overview · This is an extended introduction, containing: background on the NYS Heritage Areas System geographic Boundary of the North Shore Heritage Area - Heritage Area Benefits - goals & objectives Management Protect, Connect, Package, Promote & Partner Plan Policies and broad actions for advancing each of the Plan's five goaJs are given with rasped to the topics of Preservation, Sustainable Heritage Development and Revitalization. The actions are sorted according to three levels of potential implementation agents: 1. the North Shore Heritage Area management entity; 2. government and non-governmental organizations; Z 3. the private commercial sector. ~ Strategic Plan · This section addresses the North Shore "heritage experience, ~- presenting the interpretive themes described above in the discussion ~- of North Shore heritage stories. Concept plans show clusters of ~u~: heritage sites for each theme. .~ It offers preservation and land use strategies for enhancing access Z to and the appreciation of natural, historical, cultural, maritime and ~ scenic resources. PhotosJmulations are given of concepts for implementing the strategies~ such as streetscape improvements, traiJhead access, interpretive signage~ wetland boardwalks, scenic pullovers, etc. Implementation · Long lerm strategies for pursuing the recommendations given in lhe Plan previous two sections are detailed in the Implementation Plan. They are listed in this summary on page 3 above (The Strategies). · For each Heritage Strategy, the Management Plan identifies the entity wilh primary responsibility, estimates costs and lists potential sources of funding. The Implemenlation Plan also includes two ~esources for moving forward: - a subsection on promoting heritage resources and awareness to the primary target audience of area residents; - A matrix of funding sources. Volume Section Contents Introduction This section reprises introductory information from the primary plan document. Boundary · Details on the considerations of the Boundary Committee, the NYS legislative amendment establishing the Visitation · Data, trends and market segmentation trends on heritage-based Analysis recreation, vbitatlon and tourism in the North Shore area. Economic Data and analysis of North Shore economic activity related to the Overview visitor industry, real estate and general employment. Demographic · Population, race, household composition, income, education and InFormation housing data by North Shore city (Glen Covel and towns. Resource · General discussion and detailed tables presenting separate Inventories & inventories for North Shore Heritage Area cultural, heritage, Detail maritime, nature, recreational, transportation and circulation architectural, and scenic resources. · The intrinsic value of each resource is rated on a scale of 1 to 5. Parameters are given for what constitutes a heritage area resource, Sites for Listings of recommended sites for protection and acquisition m~n Protection & gathered from relevant planning entities and processes, the U Acquisition Management Plan Committee and the public. A partial list is given Z above (see Sites for Protection & Acquisition). ~.~- Planning · This appendix is an inventory of existing local and regional < Assessment planning efforts including Local Waterfront Revitalization -r Programs, Comprehensive and Master Plans, Economic Revitalization and similar studies. · Twenty-seven are noted, each assessed for its relationship to and compatibility with the North Shore Heritage Area Management Plan. Planning · Specifics on the composition of the Long Island North Shore Commission Heritage Area Planning Commission and the Management Plan Committee. Public Input · Documentation on all punic involvement opportunities including public workshops, focus groups, and meetings of the Planning Commission and Management Plan Committee. Revitalization · Resource tool with information on resources offering financial Program support and economic incentives for sustainable heritage Descriptions development, including: Special Districts and Zones (e.g. Empire Zones, BIDs, Tax Increment Finance Districts); - Loan Subsidies, Loan Guarantees, Tax Credits; .......................... - Grants and Grant/Loan Combination Programs Federal · A brief synopsis of the US Secretary of the Interior's Standards for Preservation Preservation. Standards