Introduction to the Village of Naples

Naples was founded at the site of the old Seneca Indian village of Kiandaga, which was home to 40 Seneca families for many years. The area suited their way of life. In later years, the early pioneers were less impressed with the barren and mountainous territory. A group of men from Massachusetts bought over 21,000 acres in the area for 12 cents an acre. The early years in the area, which was first called Watkinstown and later Middletown, were difficult. Naples had no roads for many years and transportation to and from Naples was provided solely by Canandaigua Lake. By the late 1820s, development within Naples had begun. Churches, grist mills, carding mills, saw mills, tanneries, hotels and other businesses emerged. In 1872, the Naples Memorial Town Hall was built on Main Street to honor the men who had served in the Civil War. And in 1888, Jacob Widmer emigrated from Switzerland with his family and founded Widmer Winery. While the prominence of Widmer Winery has contributed largely to Naples identity as Grape Country, other community activities and events, such as grape pies and the annual Grape Festival, have helped to establish the communitys name and identity over time. Naples early cultural influences, including its European name and baking practices, established a foundation for cultural enrichment and enhancement over the years. Today, Naples is an eclectic, rural Village nestled among the hills of the Finger Lakes Region. Well defined in its character and history, Naples is a selfsustaining community that takes pride in its natural beauty and small-town appeal. Naples celebrates the diversity of its residents and its resources; it is home to people with a wide range of talents. Whether people are raising a family or looking ahead to retirement, Naples is the kind of place where people stay for a long time. Indeed, much of the current feeling of self-sufficiency encountered in the Village of Naples dates from the first 150 years of its history, when access to the rest of the world was very limited and the Villages isolation was real. The first settlers walked down the ice of a thoroughly frozen Canandaigua Lake in 1789. From the 1840s until the 1890s, the principal connection of Naples to the outside was via lake steamboats that met in season at Woodville. In 1892, Naples Village became the terminus of the Lehigh Valley Railroad line which connected at Stanley and Geneva to the New York Central. That line ceased operation in the 1950s and was abandoned in the late 60s. The State and County highway connections that we now take for granted did not exist until financed and constructed by the Good Roads movement of the late 1920s. Additional work on roads was completed by the federal Works Progress Administration in the 1930s and 40s, and federal financing of highway improvements began in the 1950s. Thus the good connections that Naples enjoys with Canandaigua, the Ontario County seat of government, are barely two generations old. Is it any wonder that the Village still considers its selfsufficiency and containment as more important than its connections to the larger economy and society?

Naples EssenceCaptured in a Spoon

The Sutton Spoon Company store has been located in the precise center of the Village for over a hundred years, right next door to the library and directly across Main Street from the hotel. It started life as a jewelry store whose owner made fishing spoons as a sideline. The spoon business flourished to the extent that there is no jewelry displayed in the current store. Though it appears to be undistinguished, or, better, old-fashioned from the outside, one should consider why it even exists now, more than a hundred years after its founding. Sutton Spoon exists today because the foundations of the Village of Naples remain vital. It would be hard to overstate the importance of hunting and fishing to the Village, and Sutton Spoon supplies the necessities of fishing tackle, maps, bait, ammunition, and outdoor clothing. Our seasonal festivals bring large amounts of cash to Naples, and their flash (and traffic) is hard to miss; but Opening Days of hunting and fishing seasons pack a greater social and economic punch in the community. Hunting parties often stay for a week in hillside cabins, appearing in the Village for all kinds of fuel, provisions, accessories, and entertainment. Hunting clothes and waders are perfectly normal costumes in season. Stuffed trophy fishes are displayed in store windows, and backyard trees are festooned with hanging, slaughtered deer. Older children regularly skip school without excuse to hunt and fish on Opening Days. Local businesses plan around employee absences on Opening Weeks. Much is made of wine and grapes in our Village. They have their own festival. Though there was an earlier Maxfield Winery in Naples (the building still exists on Clark Street), the Widmer family did not arrive in Naples until the 1880s. Grapes were introduced as a crop in the area in the 1840s, but were not planted in Naples until the 1860s. The local hunting and fishing tradition in Naples far pre-dates agricultural land uses, extending thousands of years into the past as practiced by people who became known as the Seneca. It continues to exert a powerful influence on the Village of Naples and is its authentic heritage. Sutton Spoon is best known in the Village for the little hand-written sign they tape on the door every morning and afternoon. It says, Gone for coffee. Be back in five minutes.

What is a Comprehensive Plan?

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

This Comprehensive Plan articulates an overall vision for the Village of Naples and the means to achieve that vision. It is important to note that this plan is consistent with New York State Municipal Law. According to NYS Village Law, a Comprehensive Plan is defined as: the materials, written and/or graphic, including but not limited to maps, charts, studies, resolutions, reports and other descriptive materials that identify the goals, objectives, principles, guidelines, policies, standards, devices and instruments for the immediate and long-range protection, enhancement, growth and development of the village. The village comprehensive plan shall...serve as a basis for land use regulation, infrastructure development and public and private investment, and any plans which may detail one or more topics of a village comprehensive plan. According to New York State Law, the villages comprehensive plan must be adopted by the Village Board, which requires a public hearing. However, this approval process does not preclude future review and amendment. The visions and goals contained in this document should be perceived as flexible. The plan is intended to serve as a guide to Naples over the next 10 years. However, the plan should be reviewed periodically by the community, with a more formal review and update to occur at the end of the planning period.

Naples Planning Process

As government and non-profit money gets tighter, funding bodies are more and more insistent on long and mid-range planning. Granting agencies want to see that municipalities are acting in concert with stated objectives with a clear vision of some future goal. They want to eliminate ad hoc projects and assure that funds are spent in pursuit of a well-defined purpose. In the Village of Naples, the lack of a long-range plan had become a roadblock toward future action. In 2002, the Village applied for and received a technical assistance grant of $15,000 from the Governors Office for Small Cities to assist in a strategic planning effort. The grant was contingent on $10,000 of local funding, which was comprised of cash contribution from the Village ($7,000 paid over two fiscal years) as well as in-kind services from the Village and Ontario County, $1,000 and $2,000, respectively. A Steering Committee was formed and beginning in January 2003 the group, which initially included Patricia Annesi, Bill Cooper, Kelly Jo Martin, Mary Mueller, Jason Randall, Domonick Gallo, Cullen Abraham, Molly Kuhn, Jeff Shearing and Will Sherwood, met and planned its approach to the project. In an attempt to assure the plans timely completion as well as a desire to create an unbiased document that accurately reflected a unified vision of the

community, the Steering Committee decided to seek an outside consultant to expedite the plan. Over 30 consultants inquired about the Villages Request for Proposals and 16 submitted proposals. After interviewing four firms, the committee made its selection. Simultaneously, the committee decided to create a questionnaire to help them define areas of citizen concern and to use in focusing the outside consultant to the task at hand. In April 2003, the Steering Committee initiated the planning process officially with a kick-off meeting in which the planning process was reviewed and initial issues and concerns facing the community were addressed. A brain storming exercise, called a S.W.O.T. Analysis, was conducted to solicit input on the Villages strengths, weaknesses, opportunities and threats. A wide variety of issues were raised, which were used to develop the vision and goals that drive this plan. Samples of the issues raised are provided on the next page. During the course of the planning process, the Steering Committee membership has changed somewhat but the diversity and wide range of perspectives offered remained intact. The list of current Steering Committee members is included in the acknowledgements on page 83. From the beginning, Village leaders and steering committee members emphasized the need for public participation and input into the planning process. Although the Steering Committee represented a wide range of perspectives, the Village wanted to ensure its Comprehensive Plan reflected the entire communitys vision for the future. To accomplish that, several public outreach and input opportunities were incorporated into the planning process. Community Survey In May 2003, a community survey was created and distributed to every property owner within the Village and made available at the Village Hall. The survey addressed a broad range of issues facing Naples, such as the need for sewers, property maintenance, business development, traffic safety, and the quality and need for Village services. The response rate for the surveys was approximately 45 percent, an outstanding return by community and statistical standards. A summary of the survey results is included in the Existing Conditions section (pages 2325). Youth Workshop The youth population is often overlooked in the planning process. However, young people offer a great perspective about their community. They are an excellent source of information about youth-related services and activities, such as schools and recreation, and they are more than happy to discuss what they like and dislike about growing up in the community. Additionally, they can provide insight into what a community will need to have or do in order to keep them as residents. Students, especially those in high school, are thinking ahead to who and what they want to be. Where they will live plays an important role in those decisions.

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

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

Many of the likes and dislikes of the students mirrored issues raised by Steering Committee members. The Villages friendly community atmosphere, safety, schools and scenery were viewed as Naples strengths. And the limited shopping and activities geared for young adults were noted most often as dislikes for students. Although not all students had a clear idea of what theyd be doing, many of them expressed the desire to be living somewhere else in 10 years. Some students said they would live in a big city like New York or Boston, while others said they would want to live someplace else in the country that had similar scenic qualities of Naples. Community Forum and Land Use Workshop In September 2003, a full-day workshop was conducted to discuss community issues and look at future land use in the Village. The workshop included several brainstorming exercises, including a If Naples Were a Car activity. Participants were asked to describe the type of car the Village of Naples would be now and in the future. The variety of cars mentioned in the exercise, which included a minivan, a restored classic convertible, and an old pick up truck, illustrated the communitys current eclectic style and its desire to maintain that in the future. The workshop also included: review of the draft vision and goals; an overview of land use principles; hands-on breakout sessions in which participants drew their concepts for future land use in the Village of Naples; and goal area discussion groups. The information gathered at the workshop is reflected directly in the plan. The future land use discussion contained in this plan is the culmination of the work completed by residents and merchants at the workshop. Focus Group Meetings A series of focus group meetings were held in October 2003 to provide community members with another opportunity to discuss the issues relevant to the planning process and provide their input for the types of actions that should be taken in order to accomplish the Villages goals. In all, there were six focus groups, each addressed one of the plans six goal areas. These meetings allowed those in attendance the opportunity to provide specific information that could be used to create the implementation section of

the plans. The recommended activities and policy changes identified in the implementation section of the goal areas is a direct reflection of the input received during these meetings. The fact that some of the larger issues facing the community, such as the need for sewers or the consolidation of the Town and Village, arose often indicates that these issues will need future examination over the next few years.

Introduction to the Existing Conditions Summary

A communitys plan for the future must be made with current conditions and trends in mind. Understanding the Village of Naples social, economic and environmental characteristics allows community members to make better informed decisions about the policies and projects that will be recommended for the next decade. Topics and issues in this section of the plan are based on input from the Steering Committee and the community at large. These issues and topics also influence the vision and goals identified in the plan. This analysis incorporates quantitative and qualitative data collected during the initial stages of the Villages planning process. Whenever possible, recent trends in the community have been shown. Observing changes over time provides a basis for predicting future changes. Data from other municipalities has also been included to provide a regional perspective that helps to explain influences affecting the Village of Naples. Information from the United States Census Bureau, the New York Department of Environmental Conservation (NYSDEC), the Ontario County Planning Department, the Genesee/Finger Lakes Regional Planning Council (GFLRPC), and the Village and Town of Naples were used to compile an accurate view of the Village. 2000 Census data were used when available. As additional Census data are published and updated, the Village must update the information to ensure consistency and relevance.

Location
The Village of Naples is located at the southern tip of Ontario County in the heart of New York States Finger Lakes Region. Carved from the Appalachian Plateau, the Village is nestled in the valley, five miles south of Canandaigua Lake. The transportation system in the Village and neighboring town consists of local, county and state roads. The main transportation route into and through the Village of Naples is NYS Route 21, a north-south road that provides direct linkages to NYS Routes 5 & 20, 245, 53, 64, and 332. Interstate 390, leading to I-86, is just fifteen minutes south, while access to the NYS Thruway, I-90, is 40 minutes to the north. Naples is relatively easy to drive to. From the Village, one

can travel to Canandaigua in approximately 30 minutes and to Rochester and its eastern and southern suburbs, such as Victor and Farmington, in about 40 minutes. Many residents commute to these locations on a daily basis for work or shopping. In addition to the many assets available in the Village, Naples is near a variety of natural and cultural attractions, such as Canandaigua Lake, the Bristol Mountain and Hunt Hollow ski resorts, Finger Lakes wineries, Hi Tor Wildlife Area, the Cummings Nature Center, Bristol Harbour and Reservoir Creek golf courses, and the City of Rochester. The Villages location, in terms of its physical beauty and closeness to other communities and attractions, makes it a desirable place to live and visit. It should be mentioned that immediately outside Naples Village there is a trailhead for the 54-mile long Bristol Hills Branch of the 790 mile long Finger Lakes Trail that connects at its southeast end to the Appalachian Trail. The Finger Lakes Trail bills itself as a wilderness foot trail across beautiful New York State from the Catskills to the Allegheny Mountains. The Lehigh Valley Trail is an abandoned rail bed maintained as a trail by the NYSDEC and a Friends group. It runs through the center of the Hi Tor marshes. From its southern trailhead just north of the Village on NYS Rte. 21 to its current northern terminus at Caward Crossing Road, it measures 6.6 miles, but may be extended another two miles to the Hamlet of Middlesex in the future. Also, it is of tremendous importance that the Village abuts (right across Naples Creek) the Hi Tor Wildlife Management Area, which is heavily used by hikers, fishermen and hunters. Hi Tor has over 6,000 acres, including 1,700 acres of wetlands at the south end of Canandaigua Lake and the West River Valley, 3,400 acres of wooded uplands around Hatch Hill and 1,000 acres on South Hill around Clark Gully. Hi Tor is managed by the NYSDEC to provide hunting, hiking, skiing, fishing, and informal camping opportunities as well as timber.

Population
How many people? It is a question that is often asked. Examples include the size of a family, the number of people dining together at a restaurant, the number of students in this years class, or the number of people in a community. A change in the number of people impacts plans. This is certainly the case in community planning. As Figure 2 shows, the population has decreased in the Town and Village between 1990 and 2000. The Village experienced a larger decrease in reported population than the Town, 14 percent and 3 percent respectively. Village officials question the accuracy of the 2000 Census data due to the limited response from Village residents. They suspect that actual population in the Village has stayed the same or slightly increased over the last decade. This is consistent with the population projection figures developed for the Finger Lakes Region based on 1990 Census data, shown in Figure 3.

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

Age
An examination of age distribution provides insight into a communitys needs and desired services now and in the future. A high or increasing percentage of residents under the age of 18 may require more educational and recreational resources. A large number of residents nearing retirement age may require a different set of considerations and services, such as senior housing and health and medical services located in walking distance. As Figure 4 shows, the Villages age distribution is consistent with that of the Town and the County as a whole. The Village has a higher percentage of people 65 and older and a lower percentage of people ages 25 to 44. People in the latter age group are typically the largest consumers and taxpayers who buy homes, purchase a wide range of goods, maintain property and own businesses, etc. A low and decreasing percentage of people in the 25-44 age group could also impact the number of children and young adults in a community. As Figure 5 indicates, The Village has experienced a decrease in people under 18. This trend could be an indication that families with children are either leaving or locating elsewhere, resulting in a decrease in overall population and family size in the Village during that same time period. The Village should consider how it will accommodate the needs of its senior population, which may increase over the next 10 to 20 years. The Village also needs to attract and maintain young professionals and families so that the community can maintain its consistent consumer and tax bases.

Education
Education is a critical component of community life. A school system is a major part of a familys decision to move to a particular community. And school facilities are a resource that can benefit a wide range of community members. The Naples Central School District has two school buildings, both located within the Village, that serve students from portions of Ontario, Livingston, Steuben and Yates Counties. The Elementary School has approximately 527 students in grades Kindergarten through sixth grade; the High School has about 462 students in grades seven through 12. In addition to school related activities, the schools also serve the larger community. For example public meetings, school related elections and voting, summer recreation programs and adult education activities are conducted there.

Schools and communities use a variety of measures to assess the success of their education system. Pupil-to-teacher ratio and per-pupil expenditures indicate the fiscal impact that the schools have on the community. They also provide some indication of the level of services and the quality of education provided. This plan used the most recent data published by the New York State Education Department. Compared to other schools in Ontario County, Naples had the lowest teacher-pupil ratio (Figure 6). This is viewed as a positive indicator since fewer students often means more one-on-one time and more direct interaction with teachers. Naples Central School District had the highest expenditure per pupil for general education and the lowest for special education expenditures compared to other County districts examined (Figure 7). The community needs to work with the school district to determine whether the lower per pupil expenditures for special education were a result of efficient financial management within the school or an indication that more resources and services are needed to meet students needs. Educational attainment provides insight into the potential labor pool available in the Village. As Figure 8 indicates, the Village and Town had a higher percentage of residents with less than a ninth grade degree than the County. The Village had a lower percentage of people with a bachelors degree or higher. While educational attainment was similar in all three municipalities, the Village fell slightly behind the Town. Additionally, the percentage of Village and Town residents enrolled in college (Figure 9) is significantly lower than the County as a whole. It should be noted that Village leaders expressed concern about the accuracy of these Census data.

Income
The success of a community is shown in the economic health of its citizens. Median family income is one measure used as an economic indicator within a community. Figure 10 on the next page provides a comparison of Median Family Income (MFI) for the Village, Town and County between 1990 and 2000. The table also includes the adjusted Median Family Income for 1990 so that constant dollars were compared. Although all municipalities experienced an increase in MFI, the Village, which increased to $42,841 in 2000, experienced the largest increase (20 percent). The increase in family income is important since it can have a significant impact on other aspects of community life, including local commerce, education, home buying and the administration of local government. Financial prosperity does not extend to all Village residents. Figure 11 provides a breakdown of family income. A slim majority of Village residents incomes (53 Percent) range from $35,000 to $99,000. A significant portion of Village residents incomes fell below the median family income. Approximately 40 percent of families had low-to-moderate incomes (less than $27,375). Close to 30 percent of families were classified as low income (less than $17,110) and just over 15 percent are at or below the very-low income threshold for median family income ($10,266) . The wide range of incomes in the Village requires

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

Employment
The diversity of employment opportunities, success of local industries and availability of competitive wages in an area can have significant impacts on many aspects of community life, such as tax base, local commerce, education and housing. Examining a communitys employment base and history is one way to assess the community economic health. One of the most basic economic indicators is the unemployment rate. Unemployment rates are only available at the County or Metropolitan Statistical Area (MSA) level. Although specific data is not available for the Village or Town, looking at Countywide statistics provides a regional perspective that can be very helpful. This is particularly true for Naples, since the average commute time for village residents is approximately 25 minutes, with approximately 34 percent traveling 30 minutes or more. According to the 2000 Census, 53 percent of Naples residents worked outside of the Village and 23 percent worked outside of the County. A look at the occupations and industries employing Naples residents provides insight into the labor market available in the community, which can be directly linked to educational attainment and the types of commercial and industrial development that could be supported in the community. According to US Census data shown in Figure 12, 34.9 percent of Naples residents were employed in management, professional or related occupations, 21.2 percent in service occupations and 19.8 percent in sales and office occupations. The industry sectors employing the largest percentage of Naples residents included educational, health and social services, as well as retail trade, manufacturing and arts, entertainment, accommodations and food services (Figure 13). This industry breakdown shows what industries employed Village residents, not what industries are located in Naples.

Housing
The variety, style, and condition of housing in a given area provides insight about the communitys residents, history, quality of life and economic stature. Perhaps the most significant characteristic of the Villages housing stock is its age. Approximately 70 percent of the housing dates back to 1939 or earlier (Figure 14 on the next page). Consequently, Naples boasts many historic homes, some of which have been preserved and well maintained. Older homes offer architectural details and significance that are difficult for newer homes to duplicate. The story of this communitys rich heritage is, in many ways, told through the assortment of older homes that still exist in the Village. However, the abundance of older homes can be a disadvantage if the structures have not been well maintained or were not well built or well designed. It is clear that some of the Villages older homes fall into this category. The need for property maintenance and upkeep has been raised as a

key issue in the community. Although a detailed housing inventory is beyond the scope of this plan, it is reasonable to assume that the age of the housing stock may be a contributing factor. The age and general maintenance of Naples housing may be reflected in the housing values within the Village. As Figure 15 shows, the Village had the highest percentage of homes valued under $100,000 (79.9 percent) and the lowest percentage of homes valued from $100,000 to $149,999 (16.7 percent) when compared to the Town and County. And the Village and Town have considerably lower percentages of houses valued at more than $150,000.

Assessment
Figure 16 shows the changes in total assessment for Village properties for the years 1997 to 2002. The chart includes the total assessment in actual dollars and constant dollars (adjusted for inflation to 2002). Even when adjusted for inflation, the Village has experienced an increase in total assessment. It seems that the upward trend has leveled out over the last year of the comparison. It is reasonable to assume that assessment will remain the same or increase slightly over the next several years, based on the current and anticipated growth in the County. The Village should continue to monitor its assessment as a general indicator of economic stability.

Development Given the topography of the Village and the limited developable land located within its boundaries, infill, reuse and redevelopment will likely be the focus in Naples. There were no permits issued for new commercial, residential or industrial development in the Village of Naples between 1998 and 2003 according to Village records. While the Village does issue a number of permits for alterations and additions to existing structures annually, new development has not occurred recently. This lack of development may indicate reduced demand for new development in the Village or may be a result of the Villages limited infrastructure. However, opportunities for new development and expansion do exist in the Village and will be explored as part of this planning process. New development as well as rehabilitation and adaptive reuse of existing residential, commercial and industrial uses will provide the community with an opportunity to maintain a balanced mix of uses. As the diagram below illustrates, maintaining a healthy balance helps to ensure that adequate services can be provided without placing an undue burden on the current tax base. For example, any future residential development must be offset by commercial development or expansion. Relying solely on residential development will ultimately result in tax increases. Agriculture

Although the Village itself only has 69 acres of agricultural land located within its boundaries, agricultures impact on the Village is undisputed. Naples Village is the heart of the larger Naples community, which is considered to be Ontario Countys grape country. After all, Naples is the birthplace of the grape pie, and the community celebrates its vineyard heritage each year through the Grape Festival. While the Villages image, identity and character have certainly grown from Naples agricultural heritage, there are significant economic impacts associated with grape growing in the larger Naples community as well as Ontario County. Widmer Winery and Naples proximity to other wineries in the Finger Lakes Region are important draws for tourists. In Ontario County, vineyards, orchards and berries had the second highest economic impact per acre, according to the Ontario County Agricultural Protection Plan. It is reasonable to assume that both the Town and Village of Naples enjoy a significant part of that impact.
Current Land Use and Zoning (Figures 18 and 19. See pp. 26 and 27.)
The existing land use map shown in Figure 18 is based on property class data that is tracked by the Village and maintained by the County. The parcel based map shows uses that have been broadly categorized into six areas: agricultural; residential; commercial; conservation; industry; and community resources. The table to the left provides a break down of land uses within the Village As with most villages, residential land uses dominate Naples landscape. The residential classification includes single-family, multiple-family and mobile home dwellings. The residential areas are, for the most part, in walking distance to a commercial area. And a significant portion of residential properties are located in close proximity to the Villages downtown area. Commercial uses are largely concentrated in the downtown area, which is generally defined as Main Street (NYS Route 21) between Lyon and Sprague Streets . There is a section of commercial development located at the southern end of the Village as well as commercial development north of the downtown area. The Villages agricultural land, primarily located in the northeastern portion of the Village, consists mostly of vineyards. Although the communitys agricultural land represents a small percentage of its land use, the impact of this land and the traditions that have stemmed from it are far reaching. The communitys vineyards especially have defined the communitys history and character in ways that will impact the Villages future in many ways. The community resources category encompasses several uses, including public services (fire, police, village offices, schools), as well as public and private recreational facilities. The location of these resources is an important consideration. Key community resources are located in the downtown area. This helps to solidify the downtown areas role as the social center of the Village. Additionally, the schools prominent location along the Villages Main Street is an asset for several reasons. The school is located in walking distance to many

residential areas within the Village. In addition, the High School serves as one of the Villages architectural center pieces in a community that boasts a number of homes and buildings that are architecturally and historically significant. The industrial use category is comprised of the Widmer Winery properties. The winerys current plans for expansion seem to be a good indicator that this land will continue to operate as a winery. However, the Village should consider how the Widmer property would be addressed if a change in ownership were to occur at some point in the distant future.

Wetlands and Flood Zones (Figure 20. See p. 28.) The health of the natural and built environments depend on the presence of wetlands. They have highly absorptive properties that reduce the impact of flooding and water quality degradation from surface water run-off. From an ecological standpoint, freshwater wetlands can provide a wide range of habitat areas that increase biological diversity for plants, insects, fish and terrestrial wildlife. Wetlands also filter out particulate matter including various industrial and agricultural pollutants. Consequently, development around wetland areas, as defined by the New York State Department of Environmental Conservation (NYSDEC) and the United States Environmental Protection Agency (EPA), requires special permits and must be approached carefully. The Villages main water supply comes from spring water fed reservoirs located outside the Village boundary in the Town of Naples. However the Villages backup water supply is a standby groundwater well located off Route 245, 500 feet east of the intersection with NYS Route 21. The well recharge zone, also known as a capture zone, refers to the land area which, through infiltration and percolation of precipitation, water is added to the groundwater system. The well recharge zone delineates the areas surrounding the pumping well that will supply groundwater recharge. The well provides an emergency alternative water source to wells/springs located south of the Village which serve as the primary water sources for the Villages water system. The well recharge zone was determined based on a number of input factors related to the natural conditions of the underlying aquifer and the design and capacity of the Villages well. The well recharge zone, shown in Figure 20, requires protection and careful planning related to the types of uses or development that should be permitted in the surrounding area. Intensive uses in or near the recharge zone, such as industrial development and some agricultural uses, could potentially pollute the underground water supply. Consequently, these types of uses must be avoided to protect the integrity and safety of this backup water supply. Areas that are prone to flooding due to water volumes exceeding a natural water bodys capacity are known as floodplains. Naples Creek has an extensive flood zone. Flooding during Hurricane Agnes (1972) was damaging. Development in these areas should be minimized and may be subject to NYS Department of Conservation review and permitting in order to minimize the potential for property damage and loss of life due to future flooding. Additionally, flood insurance may be required.

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

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

Naples is a prime example of the impact that glacial movements had on the Finger Lakes Region. These movements, which incised the Appalachian Plateau, are responsible for the narrow lakes, hills, glacial moraines and valleys that characterize the regional landscape. The Naples community has been shaped by its landscape. The rolling hills are one factor in this areas grape growing industry. The slopes also provide the beautiful views that Naples is known for. This landscape is one reason why the Village is quaint, attractive and enjoyable for residents and visitors alike. The scale, amount and location of future development within the Village will be always be limited by its topography. Typically, development is limited in areas with steep slopes (greater than 15 percent) due to unstable soils. As Figure 21 on page 29 illustrates, eastern and western portions of the Village, Hatch Hill and West Hill, respectively, have extremely steep slopes. Though these areas have little or no development, they were formerly hillsides covered with vineyards, especially West Hill. They are likely to remain undeveloped.

Community Survey Summary

The community survey included more than 50 questions, addressing almost every issue that will impact the Villages decision making over the next decade. The survey was designed to assist the community in determining its vision and direction for the future, as well as obtain feedback on specific issues facing the community. The survey was just one tool the Village used to gauge the communitys opinions about current and future conditions. While the survey offers helpful information about the communitys feelings about certain topics and village services, the results of the survey are not definitive in all areas. In some cases, the direction that should be taken with particular issues addressed is not clearly defined in the survey results. Consequently, the survey results were not viewed in isolation, but as a supplement to all of the information and ideas collected during the planning process. The response rate of the survey of 45 percent was very good. However, based on the demographic data that was provided on the surveys, it appears that the age and income levels of respondents is higher than compared to the Villages population. Younger and lower income residents may be underrepresented in the survey as a result. Additionally, because the surveys were distributed to property owners using the Villages water bill mailing list, renters may be underrepresented as well. Although surveys were available to anyone upon request, there is no way to know if renters were surveyed adequately.

When asked to choose which areas should be a priority in the Comprehensive Plan, respondents indicated a wide range. The table below lists the priority issues, listed from most frequently selected to least. A large majority of survey respondents (81 percent) support maintaining or expanding Naples current level of tourism activity. When the results of the survey were analyzed, strongly agree and agree answers were combined and interpreted as a positive response and strongly disagree and disagree were combined and interpreted as a negative response. A large majority of respondents agreed that the Village downtown is wellmaintained and looks good (73 percent) and that the Village government should find ways to stimulate economic growth (68 percent). Respondents also confirmed that some residential properties are poorly maintained and need to be cleaned up (70 percent) and that preservation of historic structures is worthwhile (72 percent). The two issues on the survey that had the strongest consensus were related to transportation. Seventy five percent disagreed that they would use public transportation. And as the chart to the right shows, a large majority of respondents also disagreed that vehicular access to main street is easy from side streets. These particular issues were substantiated in subsequent public outreach events. There was moderate consensus on a variety of issues where at least 50 percent agreed or disagreed with a particular statement. Some issues in this category included agreement that there is lack of pedestrian safety along Main Street, that more senior housing is needed and that commercial areas should have a consistent, complementary appearance. And, as the chart on the previous page illustrates, a majority of respondents disagreed that a sewer is needed in the district at any cost. Of those who said they strongly disagreed with sewers at any cost, a significant majority (69 percent) indicated they would be willing to pay no additional monthly charge. Of those who strongly agreed with creation of sewers at any cost, 25 percent indicated they would pay $26 to $41 extra per month and 54 percent indicated they would pay $8 to $25 more a month. Unfortunately, limited or no consensus was achieved in several topic areas, including pedestrian safety along Main Street, the need for a Town/Village website and the current public parking supply in the Village. There was also a lack of consensus on other questions related to the need for sewers in the Village. It is a critical issue facing the community and one that would require significant financial support from the community if pursued. As the charts to the right indicate, survey respondents did not clearly determine whether there is a perceived need for sewers to either address safety issues or economic development. It is important to note that these questions were not posed to determine whether or not people would vote for a sewer district. Rather, they were included to gauge peoples perception for the need. It is reasonable to assume that some of the lack of consensus may be a result of the costs associated with this type of project. It may also indicate the need for residents and community leaders to gather more information on this particular matter in order to make an informed decision in the future.

Community Wish List

Throughout the course of the plans development, there were a number of key issues and ideas consistently identified and discussed by community members. The wish list that follows represents some of the major areas and activities the Village would like to address in the future. These issues and ideas are examined in greater detail in the subsequent sections of this plan (page references are included). Public Sewers (pp. 54-55, 57-58)- Throughout the community, the public health, quality of life and economic viability is compromised by the lack of sewers. The downtown commercial district is landlocked with no place to put new septic systems and current systems are at or near capacity. Real Estate brokers are quick to point out that without public sewers, the homebuyers' market has a very real ceiling and little opportunity to increase. One Village restaurant has been closed, at least in part because of a collapsed septic system and others have been forced to install costly, alternative systems. Others in the Village are forced to maintain their own sewage treatment plants. The High School which can ill afford to sacrifice any outside area, has a large field behind the pool and between its two bus circles that is rendered unusable because it is the underground site of the school septic system. Here is a quickly compiled list of some of the larger septic issues facing some of the businesses in the Village. Some of these solutions might not be permitted if installed today. This does not deal with private residences and is probably not a complete list of all businesses limited by not having public sewers: Redwood Restaurant - Three aerobic treatment units, raised sand leaching bed, maintenance contract on aerobic treatment units NYSDEC SPDES permit; Naples Creek Apartments, 210 South Main Street - Three septic tank leach line systems had installation problems and has been repaired twice; Krystal's Caf, 196 South Main Street - Collapsed septic tank, under order of NYSDOH to repair prior to reopening; Naples Valley Arts & Crafts - Poor soils holding tanks; Naples Record, 188 South Main Street - No space for a system, holding tank; Naples Laundromat 2,500 gallon septic tank and leach bed (50 X 30) has experienced problems, bed in low area, storm-water run-off from grocery parking lot affects system; 128 South Main Street - No space for a system, holding tank; 122-126 South Main Street - Aerobic treatment unit, three leach lines (50 feet long), four apartments and three maintenance contract on aerobic unit;

 Naples Hotel, 111 South Main Street - System on east side of Main Street behind other businesses, two new septic tanks with outlet filter, existing "U"-shaped conc., block seepage pit (eight feet deep); Naples Public Library, 118 South Main Street - No space for a system, holding tank; 108-112 South Main Street - Experiencing problems, frequent pumping of two apartments and The Grainery Restaurant septic tank, laundry facilities removed from apartments to reduce hydraulic loading; Vine Street Mobile Home Park - 16 mobile home units, two units per 750 gallon septic tank & 1,500 gallon seepage pit; Reed St. Home Park - Seven mobile home units, two units per 500 gallon septic tank & 300 gallon seepage pit; Rennoldson Mobile Home Park, Reed Street - No records of system, however reports of problems indicate two mobile home units per septic tank & seepage pit; 33 Academy Street - Limited space, poor soils, 1,500 GPD aerobic four, two- bedroom apartments, treatment unit, pumped/dosed leach system, one three-bedroom apartment maintenance contract on aerobic unit; Elementary School Academy Street 6,500 gallon septic tank, 3,500 gallon septictank, 6500 gallon re-circulating tank, two 40'X40' sand filters, with NYSDEC SPDES permit; and Bob & Ruth's Restaurant, 182 North Main Street 6,000 gallon septic tank, 2,000 lineal feet of leach lines, pumped/dosed with NYSDEC SPDES permit. The Village of Naples is at the center of the wellhead capture area that is the prime backup source for municipal water. Failing septic systems in the Village leach through the porous gravel that lies under the Village into the wellhead capture area. Recent water quality studies conducted by the Canandaigua Lake Watershed Council have revealed alarming traces of nitrates within a small raceway that runs through the that area. Nitrates travel effectively through the ground making them a good indicator of possible human contamination. Water samples were collected in the Grimes Creek Raceway (which drains the central portion of the Village of Naples) on seven occasions during baseline non-event conditions between March and December 2003. Baseline conditions were sampled to reduce the sources of pollution that would enter the raceway from overland flow. Field investigations did not identify a substantial nonseptic dry weather source of nitrates in the raceway drainage area. The Canandaigua Lake Watershed Manager collected samples at two locations within the Village: private residence at East and Monier Streets and where the raceway crosses at Ontario Street. Nitrate levels at both sampling locations in the raceway were substantially greater than any of the 30 other regularly sampled watershed streams. T-B (Ontario St.) averaged 5.5mg/L nitrate and T-C (East/Monier St.) averaged 7.6mg/L nitrate: 1,000% greater than the average of 30 other watershed streams sampled during baseline conditions. Baseline nitrate levels in the 30 other watershed streams that are sampled averaged 0.5mg/L with the highest

being 2.12mg/L in Gage Gully. Even during storm events with overland flow, Nitrate levels in the 30 watershed streams rarely match the raceway baseline concentrations. The results also show a consistent pattern of elevated nitrate levels requiring a regular source further enforcing the likelihood that the source of contamination is from inadequate septic systems. The watershed monitoring program has been sampling for fecal coliform on a monthly basis for the last fifteen years. Though it is difficult to establish natural, background levels of fecal coliform bacteria for surface water, utilizing some of our more natural streams we have utilized 20col/100ml as the threshold for potential contamination. The fecal coliform levels in Grimes Creek Raceway are often elevated above this natural" level. Unusually high levels of fecal coliform bacteria (above 150 colonies) have been detected in tests of samples taken in July, 2001; April, 2002; June, 2002; August, 2002; May, 2003 and August, 2003, 43% of the samples tested. Most disturbing, in May, 2003, fecal coliform counts reached 5600 colonies at the Monier Street site and in August, 2003 counts increased 2.5 fold between Monier (202) and Ontario (492). Although Grimes Creek Raceway is a surface water source, it is a good indicator of potential contamination to the backup well for the Village of Naples. The raceway drains north passing the backup well 300 feet to the east. The wellhead zone follows the same general drainage pattern of the raceway as it drains the Village. Because of the predominately gravely soils of the wellhead zone, a significant portion of the nitrate contamination is possibly bypassing the raceway and ending up in the aquifer supplying the well. Only significant pumping and testing of the well would document this possible contamination. There are approximately 500 septic systems within the Village and the life expectancy of normal septic systems is about 25 to 30 years. When individual systems fail and are detected, property owners are forced to expend considerable sums of money to develop private systems able accommodate the waste. When that cost is forced on individuals, the burden can be staggering. Widmer has operated its own facility at its present capacity for 30 years. Their business has grown in recent times to a point where they believe that they could double their productivity if they could handle between 30 and 40 thousand additional gallons of waste product per day without adding to the current physical plant. By working three shifts year round they could essentially double their capacity and double the number of employees they hire. They are constrained by their inability to handle the waste generated by such levels of activity. Only a detailed needs analysis can determine what is the optimal wastewater treatment methods/solutions that are best for the Village and potential users such as Widmers. A comprehensive and innovative look at the Villages wastewater treatment needs must be undertaken to allow sound decisionmaking. The Village also must explore partnerships with organizations such as

Bishop Sheen Ecumenical Housing Foundation to determine what financial assistance is available for households with limited economic resources. Water Meters (pp. 54-55)- In the spring of 2003, the Naples Village Board engaged the engineering firm of Clark Patterson Associates to give an assessment of the Village water system, addressing the question of whether new water meters were necessary. Their finding led to the conclusion that the system was losing approximately 170,000 gallons of processed water per day. The assessment did not conclude how much water loss was due to faulty meters but speculated that as much as 25 percent of the perceived loss could be a direct result of faulty meters. They recommended a program to test the accuracy of the present meters on a regular basis. Simultaneously, Rural Development granted permission for the Village to use the balance of the funding left over from the upgraded water system, a job that commenced in 1998 and culminated in 2001, to purchase new meters. On doing research, the Village DPW ascertained that one of the possible suppliers was offering a hardware and software package for new meters that would provide 95 new meters and the necessary hardware and software to read them remotely from a passing truck for $20K. With that information as a basis for developing a plan, the Village Board of Trustees began work on developing a course of action that projects 100 percent replacement of domestic water meters over a five-year period. The intention is to replace with one brand of meter so that parts can be interchangeable and to do so over a five-year period so that replacement and upgrades of the meters will not be needed at the same time. Tracking and Repairing Water Leaks (pp. 54-55) - Here too as a result of the water loss study, the need for finding and repairing leaks in the network of pipe carrying processed water both into the Village and to the individual customers within the Village is dramatically illustrated. The Board of Trustees ordered the DPW to contact New York Rural Water Association and request no cost, on-site technical assistance in an effort to improve the quality of the Village system. NYRWA's technical representatives assist local governments and systems in their operations, including providing hands-on assistance regarding leak detection, pipe location, and curb-stop location as well as other operational matters such as water quality treatment, testing, equipment repair, and emergency management. Simultaneously, the DPW has begun a testing program that will include reading newly installed meters strategically placed around the system to determine in a general sense, where the leaks are. Once the leaks have been pinpointed, a comprehensive repair and replacement program can be developed and initiated. Early in the process, the replacement of approximately three miles of transite water transmission pipe from the Eelpot Reservoir to the Village should begin. Burying Electric and Telephone Lines (p. 63) - If there is one regret universally shared by Village residents and business owners it is that when the State DOT had Route 21 (Main Street) torn up, the Village didn't insist on

burying the utility lines that visually pollute the entire length of Main Street. This is a high priority as mentioned innumerable times during various citizen participation workshops throughout the creation of the Comprehensive Plan. Other beautification projects key on this, specifically decorative Victorian streetlights in the commercial district and various banner and seasonal flower display initiatives. Senior Living Facility (p. 5348) - Essential to the future of Naples is the development of senior living facilities within the Village proper and in close proximity to the commercial district. Seniors need to be able to get themselves to and from the grocery store, pharmacy and other essential services without being dependant on either the good offices of friends and family or the costly option of paid transportation. There is already a senior housing facility in the C-2 district at the south end of the Village but its lack of proximity to the Village center makes it less desirable. Any new facility should be within walking distance of the commercial district. Senior Center Develop a Senior Center that could serve as a central location for meetings, lunches and pick-up or drop-off points for CATS and outings. It could also serve as a site for medical tests or regular screenings to decrease travel times to hospitals or doctors offices. It would be ideal to use one of the available properties in the central business district. Public Transportation (Trolley) During Tourist Season (p. 68) - Naples is a Mecca for tourists during the late summer and fall and its success brings added obstacles. With the 2003 addition and prosperity of the Naples Valley Arts and Crafts Market, the trend is certainly in the direction of greater traffic problems and congestion. A seasonal public trolley system could relieve the traffic burden significantly and use of the new Community Park at the north end of the Village could provide an ideal location for weekend visitors. The public would be provided easy access to multiple stops within the Village. The park would benefit by adding a viable source of income and the Village would benefit by keeping some of the traffic off the streets. Access to the Community Park - Unfortunately there is no direct pedestrian access to the Community Park. There are two main routes currently under consideration and both of them present logistical challenges. At the end of Ontario Street, one long block from the Naples Central School is what remains of an old bridge that spans Naples Creek. From that crossing and running down the east side of the creek is a trail that would be ideal for access to the park except for a few factors. Chief among these is that the trail on the east side of the creek runs through land currently designated as state hunting land owned by the DEC. There is no bridge at this time and there is no sidewalk on Ontario Street. Choosing the other alternative presents different challenges, specifically the need for attaining "rights-of-way" down Route 245 from Constellation Brands and the need to construct a trail bed in the right-of-way that will include the construction of three different pedestrian bridges. Connectivity to Finger Lakes Trail (pp. 42, 81)- Designated on the FLUP is a trail that runs on the easternmost border of the Village that could provide

access to the Community Park. As drawn here, it begins at the Finger Lakes Trail on Route 245 and extends southerly enclosing the Open Space area in the southwest corner of the Village and running westerly following the bed of Naples Creek, on the west side of the creek. Future plans might include building it to a standard 15-18' width, appropriately signed and sufficiently surfaced for disabled access. We have a unique opportunity to work with the Genesee County Transportation Council in their efforts to upgrade the Lehigh Valley trail bed north of Route 245 heading northeast toward Geneva. These efforts will be coordinated with Yates County through the town of Middlesex, and back in Ontario County through Gorham, Rushville and Seneca. Ultimately, the trail could connect Naples to Geneva and be a source of low impact tourist activity. Grimes Glen (p. 42) - One of the great natural wonders of the Naples area is Grimes Glen, located on the Town of Naples border to the Village. While it is presently privately owned, the current owner has graciously allowed public access for years. The Village would gladly work in concert with the Town and any other municipality to assure continued public access to this natural attraction. Cataloguing & displaying a local history collection (pp. 75-76) - Local resident and Village historian Bill Vierhile has spent a lifetime collecting local artifacts and memorabilia presently housed and displayed in the Red Mill. If properly catalogued and labeled it would serve as the basis for a comprehensive look at Naples' history. Making it public would require hiring a curator and enlisting a volunteer corps of people willing to serve as guides. Economic Development (pp. 67-70) - In years past the state has provided seed money for locally controlled initiatives that allow small businesses to borrow funding for start-up and on-going businesses alike. The Village should keep its collective eye out for such a program and avail itself of it if it becomes available. Locally, the Western Ontario Economic Development Council has been extraordinarily successful advocating for home-based businesses. It has been able to provide assistance in establishing the wherewithal to allow the further development of micro enterprises as they incubate from the homebased to the next step and beyond. Maintaining and Improving Telecommunication Technology (p. 54-55) It is essential that both Village and town residents be able to conduct business in the modern world. With companies outsourcing jobs to third world countries it is important for local businesses to be able to compete and necessary that they not lose the competitive edge due to obsolete technology. Incentives for Beautification (pp. 63-64, 85-87) - Naples is economically dependent on tourism and thus wed to the idea of making it attractive to the visitor. There are numerous initiatives that speak directly to the beautification of Naples. Among them are the aforementioned decorative Victorian streetlights. Village trustees have already established a reserve fund to set aside monies to pay for them. Also important is the establishment of various

incentive programs that find ways to reward individuals and groups that undertake projects that make Naples more attractive. Desirable Businesses (pp. 68-72) - Naples has long prided itself on a certain measure of self-sufficiency and a large measure of tourist appeal. As a matter of fact, agriculture and tourism are the two prime economic cornerstones of the community. With tourism and self-sufficiency in mind, the following businesses might very well find powerful support within the community, both from residents and visitors. An Art Gallery featuring the work of local artists. A Hotel or Motel large enough to accommodate bus groups - although Naples boasts a fine historic hotel it is limited to only a few rooms for transient guests. A larger facility might find a ready market. Gift Shops - at present, Naples is the home of two very fine gift shops. Bakery - for a community acknowledged as the historic home of the Grape Pie, Naples has no bakery that features other baked goods. Health Spa or Curves-type business Consignment Shop for clothing, furniture and decorative items Day Care Center - both for children and for adult care. A number of home based businesses accommodate some of the need, but there might be a need for a larger, more formalized facility.

Vision and Goal Framework

Good community plans are developed and implemented on multiple levels. They incorporate a range of strategies and actions to address the short-term and long-term needs of the community. This is accomplished in the Village of Naples Comprehensive Plan through the incorporation of five key elements: vision, goals, objectives, measures and implementation items. The elements are described below, and, where appropriate, examples in laymans terms have been provided to illustrate their meaning and inter-relationship. Vision: A general statement of a future condition which is considered desirable for the entire community; it is an end towards which all actions are aimed. Think in terms of what the community wants to have or be. The Vision should not dramatically change over time. Instead it should be consistent throughout the life of the plan. Goal: Similar to a vision, a goal is a general statement of a future condition towards which actions are aimed. However, the scope of a goal is much more narrow. It should support the vision by addressing a particular area or topic important to the community. Given their broad scope, goals should be developed to last the lifetime of the plan. Ideally, the goals contained in this plan should provide direction for the seven to 10 year planning horizon. Example: It is our goal to have a well educated child.

Objective: A statement of a measurable activity to be accomplished in pursuit of the goal. It refers to some specific aspiration which is reasonably attainable. Think in terms of actions such as increase, develop, or preserve. Example: Increase my childs vocabulary. Measure: A specific data point or set that relates directly to accomplishing the objectives; it identifies how, when, and amount to be done. Think in terms of, how do we tell if our objectives are working? Measures should be reviewed every one to two years to determine if the objectives are being met. The measures included in this plan are more general and do not specify a time frame and amount to be accomplished. The Village should work to establish the baseline condition for all the measures in this plan and then determine the level and timing that is desirable. Example: Number of new words spoken at the end of each year. Implementation Item: A specific proposal to do something that relates directly to accomplishing an objective; it can take the form of a plan, project, or program. The lifespan of an implementation item can vary from one to 20 years depending on the item. Example: Introduce one new word per week, using games and flash cards at least once a day to assist with word retention. Throughout the planning process, it became clear that community members do not envision the necessity for drastic changes in the Village of Naples. The plan reflects, instead, the Villages desire for refinement. Consequently, the direction of this plan has been dictated largely by the communitys expressed desire to maintain and enhance its current assets and resources. Although there are several complex issues that must be addressed in the future, such as the need for public sewers and the possibility of town and village consolidation, many of the objectives and activities contained in this plan identify ways to maintain current levels of service or improve current conditions. The planning process encouraged residents, merchants and stakeholders to share their ideas and concerns about Naples future. A wide variety of issues were identified and they will need to be considered and addressed from a community-wide perspective. To do so in a manageable, organized fashion, issues raised were categorized based on common themes and topics. Six goal areas emerged:

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

The information and direction provided in each goal area will help Naples determine the future actions, decisions and investments needed to achieve its vision for the future.

A Word on the Organization of Implementation Items

Many ideas for future projects, activities and tasks have been generated through the planning process. In an effort to simplify the implementation of the plan, the implementation items under each objective have been organized according to the anticipated timeframe the items should be initiated or completed. The time-frames are as follows:

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

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

Vision Statement
By 2010, the Village of Naples envisions itself to be a ...self-sustaining community known for its scenic natural resources, appealing residential areas and active downtown area. Naples capitalizes on its communitys resources and assets in a way that supports the local tourism industry while protecting the Villages natural features for generations to come. Our leaders actively participate in collaborations to promote the Naples area as well as the Finger Lakes Region. The Villages thriving local economy, anchored by its attractive downtown area, offers a wide variety of retail and service opportunities for residents and visitors alike. Naples continues to be a vital

community where people want to live, work and visit.

BACKGROUND
The scenic beauty and natural resources in and around the Village are clearly important resources for the Village. They are a significant part of what attracts residents seeking a quiet, rural setting. The communitys natural environment attracts many visitors to the area who enjoy fishing, hiking and biking, among other things. While there are many natural assets worth preserving within the Village boundaries, much of the natural environment that Village residents and visitors enjoy is located in municipalities beyond the Village border. In order to preserve the Villages pristine setting, cooperation and collaboration with neighboring towns, New York State and Federal agencies will be required.

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

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Maintain and expand cooperation and collaboration with neighboring municipalities and relevant state and federal agencies to preserve and protect natural environment. Short-Range 1. Establish regular communication with New York State agencies that monitor local natural resources, such as the New York State Department of Environmental Conservation (NYSDEC) and the New York State Department of Health (NYSDOH) in an effort to safeguard waterways and groundwater sources located within the village. 2. Continue cooperation with inter-municipal committees, comprised of leaders from surrounding towns and Ontario County, that can collectively monitor and protect the areas natural resources and make recommendations for actions that all municipalities can take to address concerns as they arise. The Canandaigua Lake Watershed Council, to which the Village is a financial

contributor, is an example of an inter-municipal organization established in 2000 under New York State Law. 3. Village leaders, including the Mayor, Village Trustees and Planning Board members, should continue to maintain awareness of policies and decisions neighboring municipalities and state agencies make that could impact the Villages natural surroundings. Participation in local meetings outside the Village, continued communication with counterparts in neighboring towns and active monitoring of local and state news related to environmental issues are just a few ways this can be accomplished. Mid-Range 4. Establish and maintain working relationships with town and village leaders from surrounding communities regarding environmental policies and decisions that could impact the Village of Naples. The Village should work to encourage other municipalities to take steps that will enhance the quality of open space and natural resources of value to the region. Consider sponsoring joint educational programs targeted to residents and leaders of the region. 5. Grimes Glen, although located primarily in the Town, is an important natural resource for the Village. The Village should work with all potential public and private partners to assure the permanent preservation of this important asset. 6. Work cooperatively with the DEC, Town of Naples, private sector partners and other Leigh Valley Trail corridor communities to implement relevant projects included in Phase Two of the Genesee Transportation Councils Regional Trails Initiative. Objective B: Increase efforts to preserve Naples Creeks current condition and promote it as a valued resource. Short-Range 1. Work with the New York State Department of Environmental Conservation (NYSDEC) to ensure the creeks condition is monitored and reported to Village leaders on a regular basis. As concerns arise, the Village should contact DEC for testing and analysis. 2. Distribute Keeping our Creek Clean informational material to passive and recreational water users (boating, fishing, etc.) to remind them to protect the water and its banks from pollution. Mid-Range 3. Institute a creek watch organization in which volunteers, including students, and senior citizens monitor the creek and uses along its banks. Activities of watch group members can include removal of trash and debris, water testing and educational presentations in local schools in cooperation with state agencies that monitor local natural resources.

4. Install interpretive signage related to the Naples Creek that will enhance visitors and residents experience related to the creek. Long-Range 5. Current accounts indicate that fishing activity along the creek has not resulted in significant adverse impacts to habitat or water quality. Over time, if this condition should change, the Village may need to consider controlling access points to the creek which should be monitored by appropriate authorities. Objective C: Maintain and expand the Villages urban forest, ensuring that selected species are suitable for the intended location and use. Short-Range 1. Coordinate with regional organizations and county offices to celebrate Arbor Day as a village-wide event. The following activities could be considered for inclusion: public ceremony to plant the annual village tree; free sapling giveaway; free outdoor workshop on tree planting and maintenance. 2. Cooperate with NYSEG on care and management of the Villages urban forest. 3. Support the work of the Shade Tree Commission that advises the Village on forestry issues. The Commission includes local experts in the Village and County (local arborists, Cornell Cooperative Extension of Ontario County, etc.). Mid-Range 4. Create an urban forest management plan that identifies tree and shrub species that are appropriate for use within the Villages right-of-way areas, including tree lawns, public parking lots, parks and village property. Once created, the plan should be made available to applicants seeking approval for commercial development or redevelopment projects to ensure landscaping requirements adhere to the preferred species recommendations the Village uses in the public realm. 5. Amend and strengthen the village zoning code to include specific landscaping requirements for development and redevelopment projects. 6. Encourage tree replacement throughout the Village in an effort to maintain the Villages greenscape and enhance the aesthetic appearance of residential and commercial areas. Objective D: Continue to support and expand recycling and reuse programs within the Village. Short-Range 1. The Village will continue to provide the brush collection service to its residents. The brush is burned or chipped down to mulch which can be used for landscaping in public areas and municipal properties throughout the Village.

2. Public offices within the village, including the Village Hall, library, police station and schools must be diligent in their recycling efforts (paper, plastic, cans) and serve as an example for Village residents, businesses, and industry. 3. Continue working with the Naples Central School District to organize community fundraisers that depend on can deposit returns. The money raised can be used to support a project that will benefit the natural environment. Objective E: Expand the Villages role in environmental stewardship and encourage volunteer efforts to protect key natural resources. Short-Range 1. Initiate a Village and Town Earth Day celebration in late April to build community support for environmental issues impacting Naples. Mid-Range 2. Explore the possibility of reinstating an animal control position in the Village of Naples (full or part-time position) to address and mitigate issues related to stray dogs and cats as well as the overpopulation of deer. 3. Work with appropriate authorities (NYSDEC and NYS State Troopers) to address the overpopulation of deer and the impact to the natural and built environments. Objective F: Preserve contiguous blocks of open space and agricultural lands within the Village to ensure that the Villages rural surroundings can be an asset identified by generations to come. Short-Range 1. Identify open space that can be used for trail development in and through the Village. Specific attention should be made to creating a trail to connect the Villages downtown and residential areas to the Naples Creek and Naples Community Park. Mid-Range 2. Utilize cluster development techniques in and near designated agriculture or open space to maximize development potential in a way that preserves open space. The most common clustering technique allows a developer to increase density beyond what a district permits if a certain percentage of the land is set aside as permanent open space. Clustering is a more common tool in rural town environments, but could be very effective in the Villages efforts to preserve its open space. 3. Amend zoning map and code to designate key rural and open space parcels for agriculture uses only. Long-Range

4. Explore the possibility of purchasing development rights of key parcels to preserve critical viewsheds, especially in gateway areas of the Village along Routes 21 and 245. 5. Explore the feasibility of purchasing existing open space areas to preserve the Villages rural character. Objective G: Ensure that all future development and redevelopment activities support the protection of the natural environment. Short-Range 1. Ensure environmental review processes are completed in accordance with New Yorks State Environmental Quality Review Act (SEQR).

MEASURES

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

Celebrating Naples Natural Resources

One way to celebrate Naples valuable natural resources, such as the Naples Creek, is to develop interpretive signage that will inform and educate residents and visitors alike. Interpretive signage helps to meet the increasing demand for educational visitor experiences. It also can be designed to serve a functional purpose. For example, in Saranac Lake, NY, interpretive signage was installed along a recently constructed Riverwalk to educate people about the types of fish found in the waters and the types of lures used to catch each species. A similar signage program would be very effective in Naples, which is a premier fishing destination in the region. In addition to helping provide interesting and memorable experiences, interpretive signage would offer the community the following benefits:

Interpretation encourages visitors to care about the places they visit. It helps minimize environmental and cultural damage by explaining the impacts of various behaviors and suggesting appropriate alternatives. Interpretation can act as a substitute experience for: places that are very fragile or difficult to visit, such as the underwater view of the creek; or topics that are impossible to experience directly, such as the migration of various local species.

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

that can be interpreted as well as the various types of signage that can be used. In considering interpretive signage, the Village will need to ensure that the design is consistent and respectful of its surrounding environment.

BACKGROUND
Consistent with traditional village design, Naples neighborhoods were developed at a pedestrian-friendly scale, resulting in a walkable, close-knit community that attracts new families and calls former residents home. The diversity of housing styles tells the story of Naples initial settlement and subsequent development over the last 200 years. While the communitys residential areas are a strength, opportunities for improvement do exist. Residents identified the need for senior living options that are well designed and conveniently located. Concerns about property maintenance, absentee landlords and the condition of public facilities (sidewalks and streets) will need to be addressed as the Village considers ways to maintain a diverse resident base.

GOAL
It is the goal of the Village to have pedestrian-friendly residential neighborhoods that offer a high quality of life and continue to be familyoriented. Safe streets, quiet surroundings, attractive housing, well-maintained properties and preserved historic structures characterize the Villages neighborhoods. The well-maintained public spaces in Naples residential areas such as sidewalks, roads, parks and pathways are recognized for their critical role in the communitys overall function and appearance and are maintained accordingly. Residential development in the Village will be focused on redevelopment and enhancement of existing properties due to limitations related to topography and the limited amount of developable land.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Enhance appearance and maintenance of neighborhood properties in an effort to sustain the Villages charm and appeal. Short-Range 1. Develop and distribute zoning and building code information to Village residents annually to increase awareness of existing regulations and requirements in an effort to improve compliance. Improve informational brochures on property maintenance, state and local codes and zoning issues. 2. Ensure fair, consistent enforcement of existing codes related to property maintenance and repair. Provide a community feedback mechanism that residents can use to provide feedback. One way to encourage continuous feedback is through the use of a simple survey instrument. For example, a

postcard feedback form could be distributed with every permit application and code violation citation, which asks residents to provide their feedback on their general experience and their interaction with the Village and its representatives. This is similar to the approach used by many private sector businesses, such as hotels, auto repair shops and salons, to gauge customers responses to their services. 3. Encourage local businesses and local agencies to sponsor contests throughout the year to encourage residents to maintain and beautify their properties. Contests, such as best landscaped, most improved property and best decorated are just some of the ideas that residents developed. These contests could focus on a specific block, or they could be held community wide. Seasonal decorating contests could be held at the block level, which would encourage residents to work together to compete against other blocks in the Village. 4. Continue strict enforcement of Village Code which explicitly prohibits parking in the front yards of developed residential parcels. Objective B: Ensure a balanced mix of housing options in Naples that supports the Villages goal of providing diverse housing options that are well-maintained. Mid-Range 1. Modify the zoning code to reduce the areas where single-family homes can be converted to two-family residences. Although converting single-family dwellings to multiple-family is one way to meet the areas demand for rental units, conversion can put a strain on parking, traffic congestion on local side streets, septic systems, and public water facilities. Limiting the extent of conversions will help contain the possible negative impacts. 2. Work with local financial institutions and real estate companies to develop first-time home buying programs targeted to current and prospective Village residents. 3. Identify areas within the Village for future senior housing or assisted senior living facilities. The designated areas should be located in close proximity to existing retail and services and be designed in a way that supports pedestrian and automobile access. These areas could be preserved for future development through the creation of an official map which identifies paper streets (future streets or street extensions) to be added to the current street grid. In addition, the area(s) could be designated for Planned Unit Development (PUD) zones. 4. Continue to encourage development downtown to maximize residential uses in the upper floors of downtown commercial buildings. Work with property owners and future developers to develop a range of housing options, that will appeal to a wide range of residents. 5. Consider changes to the current zoning code regulations regarding manufactured homes, especially those related to grandfather clauses, to

encourage future development or rehabilitation in a manner that supports a more clearly defined pattern of residential development. Objective C: Improve pedestrian facilities and amenities throughout the Villages residential areas to enhance access, safety and appeal. Short-Range 1. Continue to support the efficient removal of snow and debris from Village roadways, sidewalks and crosswalks. 2. Develop and maintain a Village sidewalk map that illustrates existing sidewalks, proposed areas for future sidewalks and areas where sidewalk improvement or replacement is needed. This map, which should indicate priority improvement and new installation sections, could be used to direct future capital improvement projects. 3. Ensure that access to neighborhood amenities, such as school grounds, parks, and trail heads are adequately maintained and easily identified. Mid-Range 4. Install public seating areas throughout the community. Seating should be located in close proximity to high pedestrian areas, such as downtown retail, schools, parks and restaurants. Ensure that seating facilities are permanently secured to prevent vandalism or theft. 5. Install pedestrian-scaled lighting along residential streets to help ensure residents safety. New lighting fixtures should have a traditional design that reflects Naples history and character. The Village could work with local and county historians to find lighting that replicates fixtures used in Naples past. Objective D: Preserve the communitys historic and architectural heritage by protecting and enhancing significant structures throughout the community. Short-Range 1. Inventory all historic buildings and structures within the Village of Naples, ensuring that consistent, clearly defined criteria are used in the community wide evaluation. Consider utilizing local experts, such as library staff and community historians, to complete the task. 2. Communicate with other communities in the region and in Western New York that have successfully achieved historic district status to determine specific actions and obstacles the Village must prepare for. 3. Determine whether the downtown area or the Village as a whole would qualify as an historic district and what policies would need to be implemented in order to preserve the designation. Mid-Range

4. Identify funding streams, public and private, that can be utilized for historic preservation activities. 5. Consider the use of an historic overlay district that extends the length of Route 21 within the Village boundary to encourage voluntary preservation of the facades of properties facing the Villages primary corridor. An illustration of where the overlay district might be located is included on this page. 6. Pursue historic preservation designation (statewide and nationally) for key historic structures and neighborhoods that the community wants protected. Objective E: Increase involvement and coordination of volunteer and residents efforts to improve the neighborhoods. Short-Range 1. Explore the development of a Senior to Senior program in which members of the Naples Central High School Class are matched with senior citizen residents in the Village and beyond. To fulfill their community service requirements, students could assist their matched senior citizen with yard maintenance and minor home repairs. 2. Develop a community newsletter and calendar that includes all upcoming activities and events, including volunteer efforts to improve the neighborhoods. The calendar should be updated regularly and be made available in a range of formats, including any community websites. Mid-Range 3. Encourage a local volunteer organization or group to create a tool lending library, in which community tools are available for residents and business owners to borrow. The tools, which could be donated or purchased, would be kept in a central location in the Village. Village residents would then be able to borrow, at little or no cost, the tool(s) they need to complete home repairs and maintain their property. 4. Encourage the development of block clubs in which neighbors on each street form a committee to organize activities and events on their blocks. Activities could range from block parties and summer picnics to clean up days and volunteer landscaping clubs.

MEASURES

Number of new rental units Number of converted multi-family dwellings (formerly single-family) Number of code violations cited annually Number of properties cited for violations Linear feet of new and replaced sidewalk Number of structures listed as a state or national registry of historic places

Encouraging Responsibility and Involvement

The Village can be proud of many attributes and services:

Variety of housing styles and choices; Close-knit community and friendly neighbors; Safe place to live; A short walk to the Village retail and services; and Services such as street lights, leaf and brush removal, water supply and street and sidewalk maintenance.

However, the residential neighborhoods within the Village are not without room for improvement. Consistency of property maintenance was one issue raised repeatedly throughout the planning process. Addressing this issue will require more than effective codes and consistent code enforcement. Improving residential living in the Village will require residents to experience an increased sense of responsibility and involvement. In order for this to occur, residents will need to encourage and empower one another to collectively work toward the goal of improving the appearance of the residential areas. Naples has seen a resurgence in residents commitment and concern on several streets already. Great things can happen when residents, regardless of ownership, are encouraged and empowered to improve their community. The success of many of the recommended actions, such as Senior to Senior and decorating contests, will depend on the individual involvement and collective responsibility taken by the Villages residents.

BACKGROUND
The Village of Naples is home to a variety civic, social and recreational services. The local library, post office, school system and volunteer emergency services are just a few examples of the kinds of resources available within a walk or short drive. The Villages infrastructure and public facilities, including water and road systems, are also included in the Villages collection of resources. As the Village considers its future direction, it must determine how to manage its resources in an efficient and effective manner. One critical question that will need to be revisited in the next decade is the issue of Village and Town consolidation. Although no definitive decision can be made now, the issue will be examined as part of this plan. In addition, this plan will explore what public infrastructure improvements and maintenance may be warranted in the short and long-term future.

GOAL

It is the goal of the Village to maintain and enhance community resources that meet the needs of all Village residents. The collective efforts of Naples local government, school district, public library, non-profit organizations, emergency services and churches ensure that the communitys health and welfare are protected. The Villages public infrastructure and facilities (water, transfer station and transportation system) are vital to its operation and success and are provided at a level to sustain the communitys health, safety and economic viability.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Expand services available to residents within Naples to support the Villages success and image as a self-sustaining community. Short-Range 1. Identify a list of services and resources that are needed or need to be expanded within the community, including recreational facilities and programs, educational opportunities, and service needs. Pursue the provision of these services in Naples. Mid-Range 2. Expand library hours and programming where feasible to ensure that the valued resource is utilized to the fullest by community members. Continue to develop partnerships with other community assets (Bristol Valley Theater, Historical Society and Naples Central School District) to maximize resources and improve chances of receiving outside funding to offset costs to Village property owners. Long-Range 3. Work with local merchants, county and state organizations to bring needed services into the Village. 4. Explore the feasibility of developing a community center that would provide a location for a range of services, including senior citizen activities and youth recreational and craft programs. Although a new facility would present significant opportunities for the community, Naples should also consider adaptive reuse of existing properties within the Village. The development of a community center should be approached in a manner that will complement the Naples Community Park. Objective B: Maintain or expand current levels of services provided through social resources. Short-Range 1. Work with county and state social service agencies and non-profit organizations to ensure that the needs of community members in Naples are maintained at appropriate levels. In particular the needs of low-tomoderate income families and households as well as the elderly need to be accommodated.

Objective C: Expand educational opportunities for all ages through collaborations with local and regional institutions. Short-Range 1. Encourage the Naples School District and local merchants to work together to provide internships and shadowing events where upper classmen can obtain experience working or observing work in various fields of interest as a way to expand their knowledge base and explore higher education and professional opportunities. 2. Review current adult education courses available in Naples and work with the school district to expand future course offerings. 3. Encourage local artisans to conduct seminars and training sessions for people interested in learning their crafts. In addition to providing enrichment to local residents, this type of program could be organized and marketed as an economic development tool to attract weekend visitors and more long term vacationers. Objective D: Ensure that the condition and function of public infrastructure continues to preserve the health and welfare of Village residents and merchants. Short-Range 1. Monitor the public water supply and delivery systems to ensure that source, flow and use of public water is maintained at appropriate levels. 2. Develop a map of the public water supply system, including potential future improvements and developments. 3. Develop a capital improvements plan that outlines specific capital improvements projects required to maintain and enhance current public infrastructure. Capital improvement plans typically forecast public works projects in five year intervals and provide an estimated start date and cost for each project. The Village should work to incorporate improvements identified in recent engineering reports related to the water system, such as the Water Meter Preliminary Engineering Report completed in July 2003. 4. Work with the County Planning Department to develop an official map for the Village that identifies future roads and trails within the Village. Identifying paper streets will help the Village define the future location of development and ensure that the interconnected street grid is supported and enhanced as future development occurs. 5. Conduct a preliminary facilities analysis to explore the need and potential for developing a sanitary sewer system in the Village. This report would include an investigation of environmental and health issues related to the creation of a sewer district and system as well as design, construction and cost. The decision to pursue the creation of a sewer district should not be made without ample investigation of the projects impacts, both positive and negative.

6. Conduct public forums to discuss proposed public improvement projects to increase public support of projects that the Village needs to undertake in order to ensure adequate provision of services in the future. Mid-Range 7. Work with NYSDOT to conduct a land use and access management study for Route 21 through the Village. This type of analysis will provide an opportunity to examine current traffic conditions and the impact that land use has on current and future operations and safety along the corridor. 8. Reconfigure public off-street parking areas to maximize parking space and improve ingress and egress. Limit Main Street access to public parking to improve flow and reduce vehicular and pedestrian conflicts along Route 21. 9. Replace Village residents water meters over the next five years to ensure accurate usage monitoring. 10. Recent engineering reports have identified that a significant amount of processed water is being lost from the Villages water system. The Village should work with state and local officials and other interested agencies to identify and correct these problems to eliminate or significantly reduce water loss in the system. Objective E: Increase volunteerism and active participation and support of key community resources that provide important services to the community as a whole. Short-Range 1. Continue the community wide campaign to increase the number of volunteer fire and ambulance personnel to reverse the recent trend of decreasing active membership. Utilize all community events, such as the Grape Festival, to promote the activities and efforts of the volunteer emergency services as a way of attracting new members. Host open houses at fire and ambulance facilities. 2. Assist volunteer emergency services in conducting regular fundraisers to offset the costs associated with state-mandated training. This may eliminate financial obstacles that have prevented some residents from getting or staying involved. 3. Encourage the Friends of Naples Library non-profit group to oversee fundraising and community volunteer programs to enhance and expand library offerings and services. 4. Coordinate the efforts of Naples range of community organizations to avoid duplication of services and maximize volunteer efforts. Naples residents and merchants have a wide range of interests and abilities, which is reflected in the diversity of its community organizations, such as the VFW Post 8726 and Ladies Auxiliary, Rotary Club, Historical Society, Youth Corp, Hospeace House, the Naples Garden Club, the Council of Churches, Naples Activity Center (NAC), Friends in Service Here (FISH), Open Cupboard, Open

Closet, and Valley of Friends. Cooperation and collaboration among these groups will increase their effectiveness in addressing community issues and needs in the future. Objective F: Maintain or reduce the current costs of municipal services. Short-Range 1. Conduct an inventory of services currently provided by the Village, Town and County to identify duplication of services. 2. Continue to identify projects that town and village personnel can work on collaboratively to reduce costs associated with project completion. 3. Village leaders should gather information from communities across the state that have consolidated town and village governments in the last decade. This exercise may prove invaluable in avoiding pitfalls that other communities have experienced. Mid-Range 4. Continue to consolidate service delivery with the Town where possible. For example, the town and village should consider developing a joint planning board to review certain permit applications considered in the town and village. This would be a good first step in determining whether consolidation could be effective in streamlining decision making in the community. 5. Hire an independent firm (such as the Center for Governmental Research) to evaluate the costs and benefits of future consolidation of the Village and Town.

MEASURES

Number of volunteer ambulance and fire staff Number of programs offered through the library and Village recreation program Percentage of people with access to primary care provider Number of volunteer based projects completed and services provided annually Percent of HS graduates who attend college Number of emergency service calls in the Village (fire, ambulance, police)

A Discussion: Public Sewers in the Village While the Village has developed and managed to successfully sustain itself for over 200 years with private septic systems, the question must be raised. Does the Village need a public sewer system, now or in the future? Discussions about Naples future cannot be held without considering the development of a public sewer system. The question is not answered in this plan, but the advantages and disadvantages of a public sewer system have been enumerated. Village residents must address the question in the future and the answers will depend on:

Health and safety problems in the community related to failing septic systems; The relationship between future economic development and the need for public sewers; The availability of outside funding sources to offset the costs of this type of project; Public support, both philosophically and financially, for the development of a sewer system; The desire to protect the Villages current character and scale; and The boundaries of future sewer districts in the Village and the impact of including town properties, outside village boundaries.

Making a Case for a Public Sewer System Naples Village has a responsibility to ensure the health and safety of its people. Septic systems are the largest contributors of wastewater to the ground and are the most frequently reported sources of groundwater contamination. Bacteria, viruses and parasites are some of the pathogens found in septic system discharges. They are hazardous to humans. In addition, nutrient rich septic system effluent containing phosphorous and nitrogen is a significant factor in the growth of aquatic weeds and algae in recreational water bodies. The village fits neatly into the "well-head protection area for the municipal well located at the north end of the village just off Route 245 meaning that in the event of major contamination, the public water system could be affected. Since 25 percent of the water that fills Canandaigua Lake comes in through Naples Creek and its tributaries, it behooves the village to be mindful of its wastewater. When systems fail, both bacteriological contaminants and nutrients are discharged either directly to the surface or, in some cases, down, directly into the water table. Either way, they can result in an immediate threat to the health of residents. Unpleasant odors and unsightly surface discharges lead to degradation in the quality of life. There is an immediate and present concern for septic failure and maintenance in the village. Between May 2002 and May 2003, the Villages Code Enforcement Officer recorded 13 permits for septic system repair or replacement. The traditional 19th century Main Street that makes Naples such a distinct and pleasing place to visit has design drawbacks that exacerbate and exaggerate the problem of private systems. Downtown buildings are located right next to each other and the lots they sit on often have no room for modern septic systems. With residential neighborhoods abutting the downtown area, there is often no place to remedy failed systems. There are numerous examples in today's village where septic lines have been extended across Main Street from the west to the east to accommodate the need for space. Future repairs will doubtlessly call for serious innovation and expense. While the compactness of the communitys design is a source of charm and pride, it creates a problem as septic systems fail. As septic systems need to be replaced, property owners encounter difficulties meeting current codes and regulations. Finally, the "bottom line" of system replacement can cost from $3,000 to over $15,000 for residential application with commercial systems costing even more. Costs to install and maintain private septic systems must be paid for privately and in-full at time of purchase. Modern systems have a life expectancy of 25 to 35 years. With approximately 500 systems in the Villages less than one-square mile boundary, the rate of failure is not likely to decrease any time soon. As systems fail, people will be forced to replace them and the financial burden will be placed directly on the individual property owner with little opportunity to take advantage of the purchase power of quantity buying. The installation of sewers in the Village would clearly have a positive effect on property values. Typically homes, commercial space and even undeveloped land that is serviced by sewers is more valuable. Increased values have a positive effect on the tax base. With a sewer system in place, the Village would also be in a better position to encourage future development, which attracts increased investment in the community. Sewers would ease

the Villages task of maintaining balanced development in the future and ensure a stable tax base. Making a Case Against a Public Sewer System For many, the question of sewers comes down to money. A public sewer project is a costly undertaking and one that needs to be financially supported by local property owners in established sewer district(s). As with anything else, the greater the participation in the project, the lower the individual cost. There are one-time costs associated with the design and construction of the system, which would increase the Villages debt load and payments over the next 30 to 40 years. There are also the annual operational and maintenance costs the Village would have to account for. Although grant funds and low-interest loans may be available to offset the analysis, design and construction of this type of project, a public sewer system demands a certain level of local financial support. Another consideration in maintaining the status quo is philosophical in nature. There are those who just plain do not want to undertake the necessary enormity of a sewer project. They have a functioning system, they have no plans to move or need to increase the value of their property. They know that the flip side of increasing the value of their land is that it would also likely increase the taxes on it. They like things the way they are and they know that change of any kind brings consequences, both intended and unintended. A sewer system would certainly invite change. The village enjoys a large number of locally owned businesses that are appreciated and supported by residents and visitors alike. The existence and availability of public sewers opens the door to larger-scale development. Although topography and the availability of land limits development opportunities within the Village there is some room for growth. Certainly there is room to change the character of the village by changing the type of sustainable business. The availability of sewers could make Naples an attractive location for chain establishments such as drug stores and fast food restaurants. The concern in Naples is that sewers may invite undesired development into the community. Throughout the planning process, merchants and residents continually expressed a desire to maintain and enhance the Villages character. Without careful monitoring and stringent land use controls, the existence of sewers could threaten that vision for the future. Future Study As the community continues its dialogue regarding the merits and need for public sewers, careful analysis and study will be needed to ensure that the best possible course of action is taken, whether a sewer system is developed or not. This piece is designed to open the dialogue, not to end it.

GOAL
It is the goal of the Village to have an appealing and successful downtown area that is the cultural, social and economic hub of the community. The presence of key community resources, such as the library, bank, post office and various government services, ensures that the downtown area is a constant source of activity. Naples downtown is characterized by traditional main street scale and design. With limited space for new development in the downtown area, future opportunities should be focused on revitalization and creative reuses that are consistent with the Villages character. Naples should enhance the aesthetic

quality of the downtown area, making it more attractive to residents and visitors, whether they travel by car, bicycle or foot.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Improve access and signage throughout the downtown area to enhance the experience of being in Naples downtown for both pedestrians and motorists. Short-Range 1. Install a downtown map kiosk to assist residents and visitors in locating key destinations within the Village. Consider selling sponsorship spots on the kiosk to offset the cost of installation. While the kiosk is a functional amenity, a context sensitive design should be incorporated to make it a visual asset to the downtown area. 2. Work with local law enforcement officials to develop traffic management plans to minimize the impact of major, local events that significantly increase traffic volumes in the Village. A well designed traffic flow plan will help ensure easier access for visitors and residents, making major Village events more palatable for everyone involved. Mid-Range 3. Develop a themed wayfinding and signage system that can be used consistently throughout the Village, especially in the downtown area. Signs are needed to direct pedestrians and motorists to key locations within the Village, such as parking and cultural attractions. However, they should be managed in a way that reduces visual clutter. Objective B: Develop a more pedestrian-friendly Main Street and downtown area to ensure that Naples continues to be a walkable community. Short-Range 1. Utilize short term traffic calming techniques to slow traffic through the Village and increase opportunities for safe pedestrian crossing and vehicular access onto Route 21. Short term techniques include pedestrian crossing signs, striped cross-walks, use of radar machines to alert travelers of their current speeds, and flashing yellow lights to indicate pedestrian traffic area. (See illustration on page 59.) 2. Work with local law enforcement agencies to conduct regular speed checks in various sections of the downtown area to deter speeders. Mid-Range 3. Consider installation of community friendly signage to remind motorists to slow down. Positive or humorous slogans grab drivers attention and may prove more effective in slowing traffic. Some examples include the following: please slow down, we love our children and slow down please, our community thanks you.

4. Install additional seating in the downtown area to provide resting places for pedestrians. Seating can be provided in the form of traditional benches, functional public art or landscaping planters with bench-like edges. 5. Study long-term traffic calming strategies that can be implemented with future street rehabilitation and reconstruction projects including:

Dedicated left turn lanes at key intersections; Temporary (seasonal) four-way stops at busy intersections; Installation of rumble strips at the Village borders or the northern and southern boundaries of the downtown area to encourage drivers to proceed slowly.

Objective C: Maintain or increase the occupancy rate of residential and commercial spaces. Short-Range 1. Identify a prioritized list of properties that can be rehabilitated to provide alternative work and living spaces. 2. Work with the county, local developers and real estate companies to actively market Naples downtown areas as a great place to live, do business or both. 3. Maintain and update a downtown business inventory to identify gaps in services and retail opportunities that potential investors can utilize in evaluating Naples for future investment. Mid-Range 4. Encourage the development of niche shopping within the Village to expand the retail appeal for visitors. Currently, much of the retail located downtown is geared toward residents daily needs. While this is important to maintain a self-contained community, retail should be expanded to provide unique shops that visitors typically enjoy, such as boutiques, antique shops, art galleries and gift shops. Objective D: Improve the appearance and maintenance of the downtown area, including building facades and streetscape to create an outdoor living room environment that appeals to residents and visitors alike. Short-Range 1. Develop and implement design standards that will guide the type, scale and design of development in a way that supports and enhances the Villages character and charm. Design standards should address such issues as faade materials, signage, windows, landscaping, parking, and setbacks. (See the pullout design spectrum at the end of this document.) 2. Increase current landscaping efforts to enhance the downtown image. This can be achieved through the use of public planters in the right-of-way,

increases to the size and number of hanging baskets, landscaping treatments added to building facades (window flower boxes, etc.). 3. Organize regularly scheduled community clean-ups that focus on sprucing up the downtown area. Residents and merchants of all ages should be included in the activity. This type of event could be conducted as often as possible, with one clean-up scheduled every six months. 4. Encourage the creation of public art projects that capitalize on the immense talents of local residents and artists. Public art projects are a wonderful way to add visual appeal to the downtown area. In addition, these projects present opportunities for widespread community involvement and activism. Long-Range 5. Explore the possibility of burying overhead power, phone, cable other lines along Main Street. If burying lines is deemed unfeasible, the Village should explore the option of relocating the power lines behind the buildings that front Main Street. With either option, the Village should consider other future public infrastructure projects in the vicinity that could be combined with relocating or burying the lines to consolidate project costs where possible. Objective E: Identify zoning changes that will improve the appearance, usage and maintenance of downtown buildings. Short-Range 1. Encourage utilization of available upper floors for additional commercial and residential uses, including live-work studios, lofts and professional offices. Upper floor development provides an opportunity for home-based businesses that do not require first floor access and exposure to expand to a Main Street location, thereby supporting the Villages desire to encourage business incubation and growth. Mid-Range 2. Modify the site review process to include a sketch plan review in the early stages of the application process. This provides planning board members with an opportunity to have a more informative discussion with the applicant about the project and discuss ways the project can be designed to meet the communitys needs. Adding this step to the process enhances the communitys input (through the Planning Board) in proposed development projects, decreases the applicants cost by limiting numerous subsequent changes to engineering and architectural designs. It also increases the likelihood of favorable development that respects and supports the communitys intentions for the downtown area. Long-Range 3. Modify the zoning code to reflect recommendations for future land use, which include the identification of gateway commercial areas and open space preservation.

Objective F: Improve coordination of downtown property owners and tenants to improve service, appearance and overall success of the area. Short-Range 1. Encourage business and property owner meetings to discuss current issues facing the downtown business community and identify possible solutions. 2. Assist businesses and property owners in creating a more active merchants association to provide an organizational and promotional engine for future development in the Villages core commercial area. Long-Range 3. Explore the possibility of hiring a Main Street Coordinator to serve as a liaison to existing and prospective businesses and property owners in the downtown area. This could be a part-time position that is funded by the owners, by the village or by some combination. The manager would handle a variety of activities, including administrative tasks, grant writing, event planning and promotions.

MEASURES

Residential occupancy rate Commercial occupancy rate Number of new businesses annually Number of business expansions recorded annually Number of code violations cited per year

BACKGROUND
The Village is home to a wide variety of retail and service-oriented businesses. Naples boasts a significant amount of resident-focused retail, including a bank, pharmacy, supermarket, hardware store, appliance store and repair, auto mechanic, printer and professional services such as real estate and insurance offices. While the community will work to support the economic viability of these businesses, a significant portion of the Villages future economic development will be dependent , either directly or indirectly, upon tourism related activities. The natural environment, beautiful landscape, charming, quaint Main Street and friendly community make Naples a great place to visit. And it is this attraction that will spawn future development in the community.

GOAL
It is the goal of the Village to maintain long-term economic stability within its boundaries, supporting a range of retail and service-oriented businesses. The Villages niche arts, crafts and cultural market, which is evidenced by the success of the Widmer Winery and the recently opened craft market, represents significant opportunities for continued commercial development. Tourism, an integral aspect of the local economy, must be supported in a way

that celebrates the areas natural and historic assets while at the same time ensuring they are protected for future enjoyment. A balanced approach to industrial, retail and service development will have a positive impact on the communitys economic vitality in the future.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Maintain or increase current number of service-oriented retail businesses located within the Village. These are businesses that provide the goods and services Village residents depend upon on a daily basis, including food, pharmacy, paper goods, toys, clothes, shoes, etc. Short-Range 1. Initiate a promotional campaign that encourages residents to shop in Naples and support local retailers. The promotional effort can be as simple as printing newspaper ads and opinion pieces in the local papers or using posters to advertise the concept throughout the village and town. 2. Identify current gaps in daily service and retail needs and identify businesses and alternative solutions to meet the communitys retail needs. For example, if apparel shopping is limited in the Village and its size may prohibit the development of more clothing stores, the community can try to work with large scale catalog companies (such as JC Penney) to locate a local distribution point within the Village. 3. Survey community members on a regular basis to gauge their use of and satisfaction with local retail opportunities. Objective B: Enhance niche shopping opportunities to provide residents and visitors with a wide variety of arts, crafts and cultural products. Short-Range 1. Conduct a market survey to solicit input on the kinds of niche retail and service offerings that are needed in the Village. Mid-Range 2. Conduct a market analysis through an independent agency or firm to determine which niche businesses would be successful in the Village and pursue those opportunities in the future. 3. Work to attract businesses related to outdoor activities available in the area, including skiing, fishing, biking, hiking and boating. Objective C: Coordinate tourism activity within the Village as well as with the Town and County to capitalize on Naples attraction as a Finger Lakes Destination.

Short-Range 1. Develop and distribute visitor survey postcards to solicit visitors input on their experience visiting Naples. The postcards could be designed to allow visitors to rate Naples in a variety of topics, including appearance, ease of access, variety of shopping, availability of unique products and overall experience. 2. Develop a theme for the village that can be used on all marketing and promotion efforts. This common theme will help the community develop a recognizable brand that is easily identified locally, regionally and beyond. 3. Work with County to promote Naples unique role in the Finger Lakes and all related marketing efforts. 4. Explore the feasibility of creating a seasonal trolley service to provide tourists with easy access to Village attractions, thereby reducing congestion associated with seasonal activity. Objective D: Capitalize on the areas four season attractions to expand Naples tourism season and the economic benefits that are experienced as a result. Short-Range 1. Establish and maintain working relationships with the area ski resorts to develop Ski and B&B packages to attract skiers to Naples for their wintertime getaways. Mid-Range 2. Establish Naples as a destination for fall foliage outings. 3. Explore the feasibility of attracting hotel or motel development within the Village to support overnight stays in Naples. Objective E: Allow opportunities for innovative development and redevelopment in the existing commercial nodes within the Village. Short-Range 1. Establish design guidelines that clearly define design principles for commercial properties within the Village. The guidelines would be an effective tool for ensuring that future development and redevelopment share a consistent theme and appearance. Mid-Range 2. Consider using similar language contained in the Town of Naples Zoning code or cooperate with the Town to ensure a uniform look for the southern corridor. 3. Consider the development of a heritage overlay in areas that require special consideration and preservation practices to be incorporated into redevelopment and development projects.

Long-Range 4. Modify the zoning code to allow mixed use development in designated areas within the Village. The commercial nodes identified in the future land use plan developed at the land use workshop should be used to determine areas where mixed use zoning code changes may be needed. Objective F: Enhance opportunities for residents and visitors to experience the areas natural resources and heritage. Short-Range 1. Work with the Historical Society to develop local heritage tours through the Village that coincide with significant dates in Naples history. 2. Place bike racks in appropriate places throughout the Village. 3. Actively pursue Naples be included as a featured stop in local and regional hiking, biking and boating tour groups. Mid-Range 4. Promote the development of bicycle rental, sales and services businesses that will provide residents and visitors with alternative methods of exploring the Village and surrounding attractions. Objective G: Maintain and enhance public infrastructure and facilities in an effort to support business growth and development within the Village. Short-Range 1. Conduct a market study to assess the need for a sewer system as part of the Villages strategy for future economic development. The study would examine the cost-benefits analysis of such a project, especially impacts on property values, and forecast business development scenario comparisons for sewer installation versus no sewer installation. 2. Continue to maintain and rebuild, as necessary, all local roads to ensure that access in and to the Village is adequate. Mid-Range 3. Identify future improvements to the public water system, such as a water system map, that will be needed to maximize water supply. Efficiently address improvements as they are identified to minimize the cost of improvements. In many cases, waiting to address documented system failures proves more costly in the end. 4. Actively pursue grant funding opportunities to offset the costs associated with the maintenance, upkeep and construction of existing and new facilities. The Village should establish a good working relationship with various funding sources that fund projects related to public infrastructure, including NYSDEC, NYS Comptrollers Office, NYS Department of State, NYS Energy Research and Development Authority, NYS Environmental Facilities

Corporation, NYS Environmental Bond Acts and the US Environmental Protection Agency.

MEASURES

Number of visitors community wide (estimate?) Number of visitors annually to Widmer Winery Number of new businesses in the Village Number of new jobs in the Village Number of tourism related destinations Percentage of positive survey responses

Existing Retail and Business Options in Naples

In general, a large proportion of the Villages retail and services are located in the central business district. Although other commercial development nodes exist in the northern and southern ends of the Village, the bulk of goods and services are located in the downtown area. A concerted effort should be made to ensure that the current balance and location of retail and service opportunities within the downtown area continues in the future. However, larger scaled commercial development that has a more suburban scale, design and function should be located in the southern commercial node (now zoned highway commercial) on Route 21 near the Route 53 intersection. A more detailed discussion of these issues is included in the Land Use sections of this plan. The list below provides an overview of the types of commercial and industrial development available in the Village. The list, which is representative in nature, includes businesses located throughout the Village. In addition to providing insight into possible retail and service gaps, the list also illustrates that not all businesses belong in a downtown setting. While most future commercial development should be directed to the central business district, certain types of development may make more sense in the Villages other commercial nodes, particularly single use developments that require large parcels of land. Village Spending Trends Currently, Naples residents have access to a wide variety of goods and services within the Village to meet just about all of their basic shopping needs. The Village is considered by many to be self-sustaining. However, the selection and price of goods and services available in the Village does not match that of the regional commercial centers, such as Victor, Canandaigua and Rochester. With many Naples residents commuting to work in these regional centers, many residents opt to do larger scale shopping outside of Naples. Although neighboring areas will continue to be a source for a significant portion of Village residents goods and services, the need to enhance and expand retail and service opportunities within the Village has been identified as a priority for future growth. Determining the types of businesses and services that could be supported in the Naples community requires an examination of current spending in the community and surrounding areas. Although a market analysis is not appropriate for inclusion in a comprehensive plan, an examination of existing spending

conditions is helpful for community residents and leaders who will make future policy and development decisions related to economic development. In order to begin this process, data was collected for three market areas:

Primary Market AreaTown and Village of Naples Secondary Market AreaTowns of South Bristol, Italy, Cohocton and Springwater Tertiary Market AreaRegional Area surrounding Naples

It is important to note that it was not possible to obtain market data at the Village level. Consequently, the primary market area includes both the Town and Village of Naples. However, in this community the lack of Village-specific data was viewed as a non-issue since the Village serves as the hub for many Town of Naples residents. The towns included in the secondary market border Naples to the north, south, east and west. The tertiary market information has been included to provide a regional perspective and point of comparison. Table 2 features a summary of where money is being spent annually by households within each of the market areas. The table includes a breakdown of annual expenditures by store types (e.g. grocery store) and products (e.g. womens apparel). It is important to note that these figures reflect the total amount that households in the market areas spent on a given product or in a certain type of store. This table does not provide any insight into where the products or stores were located. Naples residents spent the most money annually in the following stores: grocery stores, eating places, department stores; apparel stores; gasoline stations w/convenience store; apparel stores; drug and proprietary stores. It can be assumed that all of the money Naples residents spent annually in department stores ($2.2 million) and much of what was spent in apparel stores ($1.5 million) was spent outside of the village and town since there are no department stores and a small apparel shop in Naples. Although the other store types (grocery stores, eating places, gasoline stations with convenience store and drug and proprietary stores) are located in Naples, it is reasonable to assume that at least some portion of the $10.4 million collectively spent by Naples residents is occurring outside of Naples. When it comes to the products people buy, Naples residents spent the most money annually on: transportation ($5.4 million); food at home ($4.6 million); food away from home ($3.8 million); TV, radio and sound equipment ($1.2 million); womens apparel ($978,000) and alcoholic beverages away from home ($730,000). Transportation, which includes gasoline purchases, towing, car payments and leases, and food at home (groceries) were the highest sources of spending. More than likely, the Villages two gas stations, the local grocery store, and local restaurants are a target for some portion of this spending. However, anecdotal information collected throughout the planning process suggests that these products are also being purchased in the regional commercial centers many residents frequent for social or employment reasons. Future commercial development related to these products, such as used car

sales, convenience stores, and specialty food shops, must be considered as the Village strives toward enhancing the services and retail opportunities available. It is also interesting to note that other products at the top of the list included non-essential items such as electronics equipment and alcoholic beverages. What this means for future economic development opportunities is difficult to say. However, it is likely that some products (e.g. home electronics) will continue to only be available in regional commercial centers or via the Internet. Naples residents currently have access to dial up Internet services, high-speed dish networks and limited cable modem access. Given Naples proximity to established shopping areas and its population, the community may not be considered a viable site for such commercial ventures. However, dine-in and take-out restaurants, niche food shopping opportunities and clothing may be supported directly in Naples. To provide another perspective to Naples spending patterns, Table 3 includes per household annual spending for the top six products identified by Naples residents. This provides a context by which to evaluate Napless spending patterns. For example, although the amount spent on alcoholic beverages may seem high, given its ranking compared to other products, Naples spending on that product is consistent with the regions annual spending per household. This consistency across market areas is generally seen in all of the store and product categories. And significant differences in per household spending in product or store type categories may be reflective of differences in family and household incomes in the three market areas. Naples should pay close attention to the spending patterns in the secondary and tertiary markets. The secondary market communities might be potential customers for current and future daily goods and services located in Naples, while the tertiary market is likely to be a source of tourism spending in Naples.

GOAL
It is the goal of the Village to recognize and capitalize on our communitys scenic beauty, rich heritage, recreational assets and cultural attractions such as the library, the Bristol Valley Theater and its Finger Lakes location. The wide variety of artisans and craftsmen add to the diversity of the Naples community. Annual events, such as the Grape Festival and the Great Naples Flea and Craft Festival, and natural attractions (fishing, waterfalls and fall foliage) in Naples offer a wide variety of activities that attract both residents and visitors. The sports and recreation needs of every age are met through Village programs and facilities as well as nearby amenities. Local cultural activities and recreational opportunities are maintained and expanded to meet the communitys needs.

OBJECTIVES & IMPLEMENTATION ITEMS

Objective A: Sustain and expand, where feasible, the recreational facilities and programs available to residents of all ages.

Short-Range 1. Continue to provide recreational programs, including the summer youth program, to provide non-school activities for the young people in the community. 2. Expand recreational programming to provide adult activities, including volleyball, softball, swimming and exercise classes. These programs can be provided at a cost to limit or eliminate the fiscal impact to the Village. 3. Identify gaps in playground equipment and fields. Determine what gaps will not be addressed by the completion of the Naples Community Park and identify locations within the Village where these facilities could be provided. For example, pocket parks could be created in residential areas to provide direct access to recreation resources. 4. Continue to support youth sports programs, including soccer, baseball, tennis and archery. If possible, expand the sports programs provided to include lacrosse, football, wrestling and other team sports that can be taught to area youth in a school or non-school setting. Objective B: Increase cultural offerings currently available to residents and visitors in the Village. Short-Range 1. Explore opportunities for art displays to show local artisans creative works. For example, local artists currently partner with the library to decorate a front window each month. This partnership could be extended to other storefronts along Main Street. 2. Develop collaboration between the Bristol Valley Theater and the Naples High School drama club to develop and perform collaborative projects. Long-Range 3. Encourage the development of galleries, art studios and other interactive cultural attractions in the Village. Targeting these uses to the downtown area would provide the added benefit of expanding the range of commercial development currently located in the central business district. Objective C: Expand facilities available for recreational and cultural activities. Short-Range 1. Work with the school, Memorial Town Hall, library and other institutions and organizations within the Village to increase public access and use of the facilities available. For example, if possible expand public access to the High School swimming pool by providing aquatic classes (aerobics, swimming) to residents of all ages. Mid-Range 2. Establish communication and dialogue with regional agencies and non-profit organizations in an effort to create a presence in the Village. For example,

explore the development of a small, satellite branch of the YMCA or other community-oriented program in Naples. Long-Range 3. Explore the possibility of creating a recreation or community center in the Village that all residents could use for a variety of group and individual activities. Some uses might include studios and art rooms, fitness rooms (for adults), game rooms and activity rooms for young children. 4. Encourage the development of recreational commercial development within the Village and community to provide residents with nearby activities, especially for youth. Some examples might include bowling, miniature golf or dance club. Objective D: Expand resources available to residents and visitors seeking activities and experiences related to Naples environmental and scenic resources. Short-Range 1. Promote Naples amenities in local, regional and national outdoors publications, including magazines that focus on hiking, biking and fishing. 2. Work with the County to develop an Ontario Fishing Guide, in which Naples and its fishing activities would be highlighted. Mid-Range 3. Develop interpretive signage and displays to place near Naples Creek that highlight the types of fish that can be caught here. The interpretive signage could also include the best types of lures and fishing equipment typically used for each species.

MEASURES

Number of youth participating in organized sports programs Number of adults active in recreational activities and programs in the Village Number of public art displays and art shows

The Future Land Use Map and Plan are currently under review by a group of citizens called the "Dare to Care Committee". They have committed to submit a revised draft to the Steering Committee by the middle of June 2004. Once the Steering Committee has reviewed their proposal and together the two bodies have made any necessary modifications, the Plan (and the Map if one exists) will go to the Village Board. The Village Board will make sure that hard copies are available at the Village office and at the Naples Library and ask the Ontario County Planning Department to post it on their website. Then they will schedule a dedicated Public Hearing (no sooner than two weeks after posting on the County website) to hear response to the modified plan from Naples' residents. Depending on that response, the Village Board may order

further revisions or may vote to accept the proposal. Next, a new short-form SEQR will be prepared and the Village Board of Trustees will forward the final version to the County Planning Board for review. Finally, the Naples Village Board of Trustees will vote to accept or reject the Comprehensive Plan. What follows is the latest version of the future land use narrative.

Future Land Use Plan

The land use pattern of Naples has been defined by the natural landscape and land features as well as by development that has occurred over time. There are well-established areas within the Village that function as the primary commercial and residential areas of the community. Therefore, the general land use boundaries of the Village will not undergo drastic change. However, significant improvements to the fine details of land use must occur to maintain and enhance the current appearance of the Village and improve the quality of life for residents. The density and scale of future development and integration of consistent design guidelines in public spaces are important issues for its citizens. While the Future Land Use Plan (FLUP) is not directly enforceable, some recommendations provided in the Plan might function as a legal foundation for future zoning revisions. The discussion around land use can also clarify future decisions related to site plan and subdivision updates. Therefore, the future land use plan provided in this section would undergo considerable public scrutiny before any revisions to the official zoning map and text could be implemented. The Future Land Use Plan is designed to provide a general sense of where various types of uses and development should be located. How specific parcels will be affected will depend solely on any future zoning amendments adopted by the Village Board of Trustees. The land uses defined in the future land use plan suggest that flexibility may be needed to accommodate future development in the Village. However, because of the differences in how certain uses perform in terms of traffic, noise, design, density, or form, design guidelines have been developed to help ensure that individual uses can function adequately. A pictorial design index at the end of the section complements the text of the design guidelines. Community Based Land Use Planning Land use planning is complex in established urban areas such as Naples and frequently generates significant interest among residents, business owners and neighboring communities. The way a municipality manages land use frequently reflects the values of the community. As part of the public workshop process, participants received an overview of land use planning and were asked to provide their input on future land use in Naples. Participants divided into three working groups, and each group devised a future land use plan. The communitys desire only to enhance, and not drastically change, what already exists here in the Village could be seen in the vast similarity

among the three draft maps. The future land use map presented in this plan is a direct reflection of community input during the land use workshop. Residential It is the intent of this plan to insure the availability of a wide range of housing opportunities that meet the needs of all citizens of the community. Such housing will be encouraged that fulfills the requirements of families and individuals of every income class, age group and the disabled. Home ownership shall be encouraged and promoted. The Village of Naples prides itself on its unique and attractive residential neighborhoods. The Village has a well-defined street grid, which is consistent with typical Village design. The Villages municipal boundaries as well as the surrounding topography place some limits on the amount of new residential development that will occur in the future. However, future development and redevelopment opportunities should retain the scale of the communitys traditional residential neighborhoods. A large portion of the future land use map is dedicated to residential use. According to the present zoning regulations, nearly any one-family home can be converted into a two-family residence in the Village of Naples. Any residential area is suitable for two-family dwellings, as long as a reasonable balance is maintained. The Village should carefully consider the effects of allowing a large number of conversions of one-family homes to two-family homes in the future, in order to minimize the negative impacts on parking, infrastructure and public services that may result from a significant increase in conversions. Although the map does not include any specific designations for higher density residential development, the Village has determined that medium density residential development may be warranted in the future. Many state and federal programs that the Village might use in the future require the municipality to identify in the comprehensive plan areas suitable for higher density dwellings. The Village has identified the area along Reed Street, between Sprague and Mechanic Streets, as a potential location for future development or redevelopment of medium density housing. A higher concentration of two- and three-family dwellings already exists. Although medium density housing in this area could address several housing needs in the community, senior living was seen as a priority for this area given its proximity to the Village Center. This small area contains two possible sites for such development. Additionally, medium density residential development may be suitable along Main Street, south of the Village Center (Sprague Street). Conversion of single-family homes to two-family dwellings would not be encouraged in this area any more than other residential areas in the Village. However, new, well-designed multiple-family development, such as a senior citizen complex could withstand higher density, as long as the development addresses potential impacts to neighboring areas.

The Village has determined that medium density residential development may be warranted in the future. Many state and federal programs that the Village is eligible for require the municipality to identify in its comprehensive plan areas suitable for higher density dwellings. The current zoning law has identified potential locations for future development or redevelopment of medium density housing. The Village Board of Trustees should direct its Planning Board to examine the current MD (multiple dwelling) zones for adequacy of these areas to meet medium density needs. Although medium density housing in these areas could address several housing needs in the community, senior living was seen as a priority given its perceived need for proximity to the Village Center. Conversion of single-family homes would not be encouraged in this area any more than other residential areas in the village. New well-designed multiplefamily development, specifically a senior citizen complex, could withstand higher density, as long as the development addresses potential impacts to neighboring areas. The Village Board should also direct its Planning Board to examine ways to amend the zoning law to limit future conversions of single-family homes to twofamily in all residential areas of the village. In addition to ensuring diversity in residential living opportunities, residents identified the need to improve the appearance of the residential areas. The Village can accomplish this high priority concern through better property maintenance regulations and improved landscaping and tree planting. Future residential development in the existing residential neighborhoods should continue to support and compliment existing housing styles, lot placements and connectivity to the street grid. Connections to existing trails and the establishment of new trails and paths to the streams and to the Naples Community Park will enhance Naples image as an attractive place to live. In addition, improved private property maintenance should be encouraged and possibly regulated. One recommendation brought up during the focus group meeting was the establishment of a Block of the Year award that would be presented to the block that improves its image the most within a given time period. This has proven successful in many communities across the United States and in New York State. Village Center Commercial The Village of Naples downtown area, which is located primarily along Main Street between Lyon and Sprague Streets, has been designated as Village Center Commercial on the future land use map. The Village Center Commercial area will continue to serve as the social, economic and civic hub of the community. As such, this area should include retail, office, service and public uses, similar to its current configuration of permitted uses. Although significant changes in land use are not anticipated for the Village Center, the Village must take special care to ensure that it is maintained and

enhanced to ensure its viability and sustainability in the future. The downtown area is a good example of traditional nineteenth century main street architecture. Future development and redevelopment opportunities in the Village Center should respect the established scale and form. As infrastructure improvements are made in the future, pressure from developers may impact the appearance and function of the Village Center area, if proper zoning and development policies are not specifically outlined in the comprehensive plan and strengthened by the zoning regulations. Gateway Commercial The Village is fortunate to have two distinct gateways at its northern and southern boundaries along State Route 21 that include commercial development quite close to residences. The commercial node in the northern end of the Village is significantly smaller than the one in the southern end. These areas appear as Gateway Commercial on the future land use map. In keeping with existing development patterns in these areas, the Gateway Commercial areas might develop at a slightly larger scale compared to the Village Center. Thus, a wide range of services and retail opportunities can meet the expanding needs of residents and visitors. Or some of the commercial enterprises could easily become residential if the demand for commercial ebbs. The majority of the retail and service opportunities located in the Gateway Commercial areas may be different from those in the Village Center. The southern Commercial Gateway area presents a unique opportunity for tourism-based development. With the existing Josephs produce Market and the Naples Valley Arts and Crafts Market, this commercial node might be a good location for other retail and services that support and encourage tourism, such as galleries, unique gift shops, antique shops, and eateries. This type of future development in the Villages southern end would complement existing and proposed development in the Town of Naples that borders this area. Although these areas are and should be different from the Village Center with respect to lot and structure sizes, they should incorporate design themes and elements that complement the downtown area. Maintaining village character is an important aspect of enhancing the Villages appearance and maintaining a positive community image. The Design Guidelines on page 89 and the design vocabulary fold-out included at the end of this section illustrate the importance of design standards for future development and redevelopment in these areas. It is important to note that the Village will need flexibility in its application of these guidelines in the southern Gateway Commercial area, which has developed with a scale and design that is not entirely consistent with the rest of the Village. As future development occurs in this area, the Village will need to encourage practices that move this portion of the Village in the same direction as the other commercial areas within Naples. Open Space and Trails Natural beauty surrounds the Village with a mixture of hills, streams and beautiful Canandaigua Lake. Residents and visitors alike enjoy the natural

beauty of the region. For this reason, the Village must encourage the preservation of recreational trails, the maintenance of existing and future parks and improved connectivity between green areas for pedestrians and bicyclists. During the planning process, many participants expressed the need to preserve open spaces within the Village and provide better connectivity to regional trail systems accessible from the Village. The Future Land Use Plan reflects these concerns and dedicates a significant portion of the land to this use. Parks, trails, recreation areas and green space would be appropriate uses in the areas designated for open space on the future land use map. The vineyards currently owned and operated by Widmer Winery have been designated as open space for the future, as have lands owned privately behind South Main Street. Monies could be set aside in the Village budget to purchase future development rights in these areas or to keep them as open space. In order to ensure that open space areas are preserved for public enjoyment and use, future development of these areas should be limited significantly. However, residential development could occur in these areas if cluster development or a development allocation method was utilized. Although these techniques are typically used in suburban and rural areas, the Village could allow limited residential development while preserving contiguous blocks of open space. In the Village setting, the amount of land developed would need to be limited and the cluster ratio would need to be high enough to ensure that the new residential development complements the Villages current residential pattern. For example, a five-acre parcel of open space might qualify for cluster development if one acre were developed into three to four residential lots and the remaining four acres were preserved as open space. The specific requirements for this type of permitted residential development in open space area would need to be carefully considered to ensure that meaningful parcels of open space are preserved and that the scale and building pattern of the Village are supported. The plan also includes a proposed trail near Naples Creek to provide additional pedestrian linkages and recreational opportunities to Village residents and visitors. The trail links the Village to the new Naples Community Park and the Bristol Hills Branch of the Finger Lakes Trail located in the Town of Naples less than a half-mile outside the Village border. Natural beauty surrounds the Village with a mixture of hills, streams and beautiful Canandaigua Lake. Residents and visitors alike enjoy the natural beauty of the region. For this reason, the Village must encourage the preservation of recreational trails, the maintenance of existing and future parks and improved connectivity between green areas for pedestrians and bicyclists. During the planning process, many participants expressed the desire to preserve open spaces within the Village and provide better connectivity to regional trail systems accessible from the Village. The Future Land Use Plan reflects these. Parks, trails, recreation areas, existing farmland and green space would be appropriate uses in the areas designated for open space on a future land use map, when it is produced. Farmland and vineyards bordering

North Main Street as well as currently undeveloped land north of Ontario Street and behind the houses east of Main could be ideal places for future Open Space designation. Monies should be set aside in future Village budgets to purchase development rights in these areas to keep them as open space. In order to ensure that open space areas are preserved for public enjoyment and use, future development of these areas should be significantly limited. Residential development could occur by using a form of cluster development or development allocation methods can be utilized. Although these techniques are typically used in suburban and rural areas, the Village could allow limited residential development while preserving contiguous blocks of open space. In the Village setting, the amount of land developed should be limited and the cluster ratio should be high enough to ensure that the new residential development complements the Villages current residential pattern. For example, a five-acre parcel of open space might qualify for cluster development if one acre were developed into three to four residential lots and the remaining four acres were preserved as open space. The specific requirements for this type of permitted residential development in open space area should be carefully considered to ensure that meaningful parcels of open space are preserved and that the scale and building pattern of the Village are supported. The plan also includes a proposed trail near Naples Creek to provide additional pedestrian linkages and recreational opportunities to Village residents and visitors. The trail links the Village to the new Naples Community Park and the Bristol Hills Branch of the Finger Lakes Trail located in the Town of Naples less than a half-mile outside the Village border. Public or Civic Use The Future Land Use Maps Public or Civic Use category includes the Memorial Town Hall, the Post Office, the school district and the water tank. Although there are many other public and civic uses located elsewhere in the Village, including village offices, library, police station and courts, these uses are located in the Village Center Commercial area and do not warrant special public use designation. Industrial The Village of Naples is home to Widmer Winery, a thriving industrial enterprise that has been operating in the community for over 100 years. The entire Widmer property is currently zoned for Industrial use. However, a large portion of the property, especially the areas directly abutting Route 21, is planted in vineyards. The community felt strongly about protecting the vineyard areas as open space in the event that another industrial use might ever be located in the Village. Consequently, the industrial area depicted on the map encompasses only the operations area of the Widmer Winery property. While it is unlikely that the Widmer Winery will be redeveloped in the near or distant future, the Village should plan for the possibility.

Alternative Approaches to Land Use Planning Mixed-use development and Traditional Neighborhood Development (TND) are common alternative land use planning techniques currently being utilized by many communities across the state and country. Mixed-use refers to the combining of retail, commercial and service uses with residential or office uses in the same building, same site or same district. As a result, adjacent parcels take on different but complementary purposes. How communities define, design and achieve mixed-use in their zoning and land use policies varies significantly from place to place. Although mixed-use can conjure up images of anything goes land use and lazy planning, the term is, in fact, more restrictive and defined with respect to the scale, density and design of a place. In mixed-use development, and the underlying zoning that allows it, design, organization, form, context and connectivity are important aspects of the decision-making. As with traditional zoning, districts that allow mixed use must specify the permitted and special permitted uses. The Village Planning Board has a major role in defining the permitted uses, as it does now in defining residential, commercial and highway commercial uses. In the Village of Naples, mixed-use could be designed and implemented in a way that would enhance the character and sustainability of the Village, while maintaining the integrity of residential areas. The goal would be to provide greater flexibility of uses, by allowing a mix of commercial retail, public services, residential development and other compatible uses at a scale and density that complements and enhances the Villages current land use pattern. The Village could incorporate well-defined design guidelines, which would help to ensure that the Villages charm, history and character remain while being enhanced in future development and redevelopment. During the land use workshop, many participants identified the need for greater use flexibility in the central business district and in the Villages northern and southern commercial nodes. To address this need, all three working groups used a mixed-use category in their draft future land use concepts. Consequently, the original future land use map developed for this plan reflected that desire and included mixed use. However, upon further review and comment from the community, it was determined that the mixeduse category should not be included in the Plans future land use plan. Although Village residents and leaders were not ready to incorporate mixeduse in the plan now, the concept should be set aside for future consideration. The Village should revisit the issue of mixed-use development in two to three years to determine whether this technique fits in the Village of Naples.

This Comprehensive Plan must be reviewed at intervals not to exceed five years following adoption by the Board of Trustees of the Village of Naples.

Design Guidelines
The Design Guidelines below were developed based upon the input provided by the public workshop and focus group participants. They can be utilized when proposed development or redevelopment are considered within commercial areas, as identified in the Future Land Use Plan. Village officials should make this guideline available to all developers and landowners to ensure consistency with its Comprehensive Plan. A. Building Scale & Location

i. New construction in the Central Business District (CBD) should have a

zero setback from the street right-of-way or sidewalk where appropriate and consistent with neighboring structures. Relief from this provision may be provided for pedestrian amenities such as recessed entries or beveled corners. Any new construction in the Central Business District should be at least two stories or greater in height and no greater than three stories. Ideally, the height and appearance of new structures should be consistent with or complementary to adjacent structures except in instances where neighboring properties are not consistent with the vision of the Comprehensive Plan. Corner buildings may be taller in height due to their prominent location. New construction should extend to the property lines on both sides of the parcel except in cases where pedestrian connections are provided to access rear parking lots. New construction or remodeling should incorporate roof lines consistent with or complementary to neighboring structures. Cornices at the tops of buildings are encouraged. Primary entrances should be located at the front of the building. A secondary entrance may be provided to the rear of a structure when off-street parking is available to rear or side of the structure. All sides of the building should be architecturally consistent in building materials, style, etc. with the front faade of the building.

ii.

iii. iv. v. vi.

B.

Facades

i. Building faades should reflect the turn of the century style of the
Village architecture with expressed desire to maintain the traditional character of the downtown. ii. The pedestrian zone, the two to 10-foot area above the sidewalk, should have a minimum of 70 percent clear glass. iii. All visibly exposed sides of a new structure should have an articulated base course and cornice. The Base course should align with the sill level of the first story.

iv. The pedestrian zone should not obscure visual access to the interior
of the building. Displays that completely obstruct visual access on the ground floor shall not be permitted. v. A maximum of 35 percent of the faade on upper floors should incorporate glass openings. vi. Existing windows should not be removed or changed in size unless the proposed change is part of an effort to restore the original appearance of the building. Replacement windows should be consistent with the traditional architectural features. v. No external security devices (coiling shutters, accordion gates, etc) should be utilized. Alternative security systems such as lighting, alarms, and interior barriers are to be encouraged when necessary. C. Materials

i.

All new construction or remodeling should utilize materials such as brick, stone, wood clapboard, fiber cement or compressed hardwood siding. Alternative materials such as vinyl siding or stainless steel are not encouraged but could be considered for the rear or side of the building when visibility will be limited. ii. Brick selected for new construction or renovation should respect the color and style of representative surrounding structures when applicable. iii. All wood or simulated wood surfaces should be finished using either stain or paint.

D. Signage

i. Signage must be located in a manner that creates a pedestrian

friendly atmosphere. Methods to be encouraged are: attached to the faade of the building, painted on the interior of the first floor faade glass, hanging signs suspended above the sidewalk, or placement on an awning. ii. The size and location of the signs should respect the architectural elements of the building. iii. Signs painted on the interior of storefront windows should not obstruct visual access to the interior of the building. iv. Temporary signs should be designed and placed in a manner that does not obscure the visual access to the building. E. Parking

i. Off-street parking should be placed to the rear or side of the building.

ii. Side parking should be buffered from the sidewalk or roadway. Decorative brick and wrought iron fencing as well as ample landscaping should be encouraged. In general, buffering systems should not exceed a height of five feet. Solid fencing and brick walls should not exceed three feet in height from the sidewalk/street level.

F.

Entrances, Awnings and Doors

i. Multi-pane glass should be used to break up larger windows when

appropriate. ii. Awnings are allowable and should be consistent with the shape of the window over which they are located. For example, an arched awning should only be placed over an arched window and a flat topped arch should be used over a straight window. iii. Awnings should have a triangular or curved profile. iv. Awnings may not be backlit. v. Awning colors and materials should be consistent with the color scheme of the structure and complement the overall appearance of the surrounding area. Color and material selections should be consistent with or complementary to surrounding buildings and structures. vi. Doors should allow visual access to the interior of the building. If the door is solid, it should be painted or stained to accent the building. vii. The primary entrance of the building or space should be clearly identifiable and consistent with the architectural style of the structure. G. Landscaping

i. Once created, the Villages Urban Forest Management Plan will

provide plant and tree guidelines that should be followed to ensure appropriate species and adequate landscaping are located within the Village. H. Enforcement

i. The Village Planning Board shall conduct a consistency review of the

modifications to existing or new structures within the areas identified above. ii. In order to complete the review, a color rendering or the color palette to be used should be required by applicants prior to approving any new structure or modifications of the exterior of the building. iii. The Village Code Enforcement Officer will be responsible for enforcing the conditions identified by the Village Planning Board for site plan and building permit approval.

Defining the Village

Image is often about first impressions, which is why so many thriving communities focus time, attention and funding to improving their appearance and aesthetics. Communities gateways and central business districts are critical in this effort since they are often seen the most by visitors and pass-through traffic. This is especially true in

Naples since its major gateways and central business district are located on NYS Route 21. Enhancing Gateways The Village of Naples has two key gateways into the community. These entrances into the community were identified as an area of improvement for the Village. The gateway to the north is defined, to a certain extent, by the welcome sign and the canopy of trees that tell people traveling south that they have reached the Village. The gateway at the southern end of the Village is located in the vicinity of the intersection with Route 53 and lacks any real definition. Most people traveling north into the Village probably do not realize it until they approach the central business district. Although both gateway areas would benefit from future enhancement, the southern gateway should be considered the priority for future improvements. Central Business District The central business districts appearance can have a significant impact on the communitys overall image, and it can directly influence the success of businesses located there. Ensuring that the central business district is an attractive, well-maintained destination is something the Village and property owners must take seriously. There are many public space improvements that could be made to improve aesthetic appeal and functionality of the gateway and central business district. They include the following:

Traffic-calming roadway treatments, such as paved crosswalks and corner improvements that decrease pedestrian crossing distance. These treatments would also help to more clearly define on-street parking; Maintain and enhance the current street tree canopy; plant or replace street trees in areas where they are needed; Improve and replace sidewalks as conditions require Maintain and update existing signage when necessary. Deteriorating signs convey a negative image of the community, no matter how quaint and charming it actually may be. Pedestrian-scaled lighting, which should match or compliment any new lighting fixtures installed downtown. Installation of brick pillars (or another suitable material) that clearly defines the entrance in the Village. Improved landscaping in public spaces throughout the area, including the provision of street trees in the public right-of-way. Improvements to curbs and road frontage areas. Efforts to encourage and/or require property owners to maintain properties in an effort to improve the appearance and image.

Next Steps
As the title indicated, the Villages Comprehensive Plan will serve as a strategic guidebook for future projects, activity and success. The plan outlines many opportunities for Naples future. However, plans are ineffective without the desire and effort to implement the ideas that have been generated. Over the next five to 10 years, Naples residents, merchants and community leaders will need to come together to complete the tasks included in the plan. While completing the Villages first comprehensive plan is an accomplishment in and of itself, it will not serve our community until we put it into action. Many of the implementation items included in this plan will require considerable cooperation and coordination between the Village and other agencies including, but not limited to, the New York State Department of Transportation (NYSDOT), the New York State Department of Environmental Conservation (NYSDEC), State Historic Preservation Office (SHPO) and New York States Office of Parks, Recreation and Historic Preservation (OPRHP). Naples will ensure that these and other key decision makers are informed and involved as we work toward accomplishing the tasks set forth in the plan. In addition, a considerable local effort will be required. The Village will be depending on its many community services, resources and volunteer organizations to carry out the task identified in the plan. In addition, we will need the support and involvement of new volunteers and committees as we work toward achieving the vision we have created for ourselves. A successful Village requires ongoing communication and cooperation among its leaders and citizens, from idea generation and planning to implementation and project completion. Naples is and will always be a work in progress. Its ability to sustain and succeed will be determined, in part, by the communitys desire and commitment to making it happen. Will Sherwood, Mayor Village of Naples

Acknowledgements
STRATEGIC PLAN STEERING COMMITTEE Patricia Annesi, Co-Chair Will Sherwood, Co-Chair Robert Bashford William Cooper Domonick Gallo Michael Joseph

Molly Kuhn Stephen Lewandowski Mary Mueller Arden Neubauer Jason Randall Blanche Warner MAYOR: TRUSTEES: Will Sherwood Sargent Frappier Stephen Lewandowski Arden Neubauer James Rector Patricia Annesi, Chair John Almekinder Lyle Barton Robert Bashford Joan Luther Joe Kovalovsky (Alternate)

ZONING BOARD of APPEALS

PLANNING BOARD 2003-2004: Suzanne Cowley, Chair William Grove Elizabeth Herman John Kaminski Linda Trischler Lois Vierhile Ruth Ustick PLANNING BOARD 2004-2005: Linda Almekinder Wade Fox Chris Kansco Gary Schenk Stacey Shearing Don Braun (Alternate) CLERK/TREASURER: Tamara McLoud CODE ENFORCEMENT OFFICER: Paul (Reggie) O'Hearn DPW SUPERINTENDENT: Charles Harris DEPUTY CLERK MaryAnne Klepacz PLANNING CONSULTANTS: ADDITIONAL SUPPORT: Clark Patterson Associates Maria Rudzinski, Kristen Hughes, Kevin Schultz, and the Ontario County Planning Department

DARE TO CARE GROUP:

NCS teacher Mr. Rich Cummings and his 20022003 Government Classes Al Alliet Joanne Alliet Chris Didion Bill Grove John Kaminski Judy Kaminski Stephen Lewandowski Ellen Sorenson Lois Vierhile