Town of Denning Comprehensive Plan

Town of Denning

Comprehensive Plan

October 2, 2007

TABLE OF CONTENTS

TOWN OF DENNING -- COMPREHENSIVE PLAN

S E C T I O N T I T L E

P A G E

1.0 EXECUTIVE SUMMARY

…………...……..

1.1 How to Use This Plan

………….……… 1

1.2 Local Planning Context

…………………. 4

1.3 Long-Range Planning Vision for Denning

…………………. 5

1.4 Why Plan?

…………………. 6

1.5 The Planning Process

…………………. 7

1.6 Project Organization and Approach

…………………. 8

1.7 The Plans of Adjacent Communities

…………………. 9

2.0 OVERALL COMPREHENSIVE PLAN GOALS

…………...……..

3.0 PLAN STRATEGIES

…………...……..

3.1 Resources & Environmental Protection

…………………. 13

3.2 Housing & Public Health

…………………. 17

3.3 Land Use & Management

…………………. 19

3.4 Transportation

…………………. 23

3.5 Economic Development

…………………. 27

3.6 Neighborhood & Area Specific Strategies

…………………. 31

3.7 Community Building & Participation

….………………

4.0 ACTION PLAN: PROPOSED FIVE TO TEN

YEAR SCHEDULE FOR PLAN IMPLEMENTATION

…………...……..

4.1 Organizing for Action

…………………. 38

4.2 Implementation Matrices

…………………. 38

The technical appendix is on file with the Town Clerk as are will be included upon the

Maps referred to as contained in the appendix are.

This project is funded in part by a grant from the New York State Department of State

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1.0 EXECUTIVE SUMMARY

This Town of Denning Comprehensive Plan (hereafter Plan) is the update to the Town of

Denning Master Plan, dated November 13, 2000. The Plan is developed pursuant to Section

272-a of New York State Town Law. The Town’s Planning Board has been charged by the

Town Board with compiling this plan. The Plan is a guide

for future planning and land use.

During the planning process, residents and property owners expressed appreciation for the

natural environment in Denning – this Plan provides a program to maintain a rural ambiance

and manage the growth that does occur so that it complements community character.

The Plan contains goals, objectives, principles, guidelines, policies, standards, and programs

for the immediate and long-range protection, enhancement, growth and development of the

Town of Denning. One major component of this Plan is a recommended program of future

land use regulation. The intent is to guide various potential future development, manage land

use, and guide community resource protection. Provided are a series of modifications to the

zoning, subdivision, special use permit and site plan regulations which prescribe the

appropriate potential use of property, and/or the scale, location and intensity of development

consistent with the long-range planning vision articulated for the Town of Denning. It also

includes policy recommendations intended to advance future economic development.

1.1 How to Use This Plan

This Plan should be consulted frequently and is intended to be a living document. It has a five

to ten year time horizon in terms of taking the actions presented. The Plan may require

amendment from time to time.

Implementation is the measure of a plan’s success. Elected and appointed members of

Denning’s Boards, Commissions and Committees should seek to consider the goals and

recommendations within the Plan and formulate future actions that will advance the

community’s vision consistent with this Plan. Landowners and developers should consult it as

should people interested in the community or starting a business.

The Comprehensive Plan is organized into four main parts:

• Executive Summary -- This section, or division, contains a description of the Plan

organization, the overarching themes facing the community, and describes the

planning process. Most importantly, it lays out the community’s planning vision and

the community’s planning goals.

• Recommended Strategies -- This section contains the overall Plan distilled to its core

measures. It provides a detailed rationale and approach for each individual planning

strategy. The discussion is presented with the various proposed actions grouped

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according to different subjects. Some land use concepts are described for particular

areas of the community. Planning objectives are presented with a narrative on why

topics are particularly important and what these mean to future planning. There are

efforts to show similar cases from other communities. Figure 1, entitled Proposed Zoning,

shows the arrangement of the main zoning alterations proposed for adoption. Overall,

this division describes the planning program and potential focuses in order to help

manage growth, promote design, sustain natural resources, and achieve the desired

community and economic development.

• Action Plan/ Implementation Program – There are matrices of all of the various planning

strategies and policy steps that should be put into practice to achieve desired

outcomes. The Implementation Action Plan (Tables 1 -3) presents each main strategy

and it assigns responsible entities for guiding the particular action. The Implementation

Action Plan also prioritizes these strategies and shows possible sources of outside

assistance.

• Technical Appendices – This volume, bound separately, contains reference information

used in developing the Plan. It includes maps and some notes from public outreach

meetings. An early stage Inventory and Analysis memorandum can be found with a

detailed overview of community and regional conditions and trends broken down by

various main subject elements: Geography; Natural Resources; Demographics and

Housing; Land Use and Zoning; Community Facilities and Services; Transportation;

Open Space and Recreation; Economic Development; and Historic Resources.

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Put FIGURE 1 – here

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1.2 Local Planning Context

Historic development patterns resulted in the concentration of development along the three

river valleys and on adjacent hills. While the commercial thrust of tanning and tourism

influenced an economic peak in the 1800s, the community remains a special and important

place. A century ago, the state land acquisition commenced a prime influence on Town form.

Over the last 30 years housing has been

constructed on Red Hill and at the northern

section of Frost Valley Road. The Frost

Valley YMCA is a major community

institution – its diverse facilities include the

farm and Strauss Center in the East Valley.

YMCA assets also include undeveloped

scenic areas on Red Hill and the

concentrations of historic camps and

administrative buildings in the West Valley.

Interspersed along the Town’s roads are

single family and seasonal residences. Public services are centered in Claryville while Sundown

has a church. Extensive open areas exist all around Town. Over the last decade the New York

City Department of Environmental Protection (DEP) has exerted new influence on natural

areas stewardship and growth.

Within this setting, the major plan recommendations are to:

• Attain sensitive development that helps maintain scenic areas and habitat.

• Provide five acre ‘Rural Residential’ lot sizes and a new ‘Low Density’ zoning district in

the more remote parts of Town.

• Reinforce hamlet development potential by promoting investment and economic

development in the areas that are most suitable and that have services. It is proposed

to reconfigure the hamlets to remove lands that appear unsuitable for development

based on natural resource constraints (no new hamlets are initially proposed).

• Continue proactive planning and management of the road and drainage facilities.

• Achieve diverse housing opportunities.

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1.3 Long-Range Planning Vision for the Town of Denning

A vision statement identifies the broad characteristics and values that the community seeks to

maintain and enhance as it looks toward the future. The vision statement is directional,

establishing a target toward which the community will continue to work. The vision provides

an overall framework for the policies and programs to be set forth in the Plan. Summarizing

the views expressed by the Denning community and its leaders:

Denning is a rural Catskill Mountain town defined by its rugged, magnificent natural areas.

Within Denning the contiguous forests, clean streams and views of the Catskill peaks and

valleys serve as a source of income and inspiration for local residents. These features also

sustain the regional economy. While the lands in Denning support year-round and summer

residents, they have a significant role within a larger area because Denning is among the

communities that serve as the source of New York City’s and other town’s drinking water.

Denning’s small population manages forests and the environment, works in tourism, and

migrates outside the Town for work. Residents know one another and seek to bolster their ties.

As the Town grows slowly within the framework of diverse natural resources and

environmental protection, its landscape will continue unfragmented as high quality habitat and

forested open space. While some change is inevitable, Denning is not a suburban community.

Nor is it a place with all modern conveniences. Accordingly, new housing will be carefully sited

to protect natural resources and enhance established neighborhoods and roads in, or adjacent

to, the hamlets in Claryville and Sundown, and also the settlements at Frost Valley, Red

Hill, Denning and Ladleton. Outside of these places, forestry and other physical development

should occur selectively, with consideration of the capability of the soils, slopes and streams to

support new development.

Small-scale economic development is most appropriate in the hamlets and possibly on the main

roads within the valleys. Through carefully planned and managed growth, Denning will

achieve some basic services, enhance the visitor experience, augment the fiscal base and provide

limited employment for future residents.

Since Denning’s rural character and healthy forest ecosystem are the basis for recreational

tourism and sustainable business, the Town will rely on its green assets as infrastructure.

Thus, there should be limited development of new infrastructure with most investment directed

to the existing roads and neighborhoods. Going forward, the community should promote

development that enhances the scenic beauty of the Town, and is compatible with natural

resource capabilities.

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1.4 Why Plan?

Denning is at a crossroads. To most

people with ties to the community – it

is a very special place. But the very

things that make it special could be lost

without careful stewardship. The

community’s housing stock has been

growing, with seasonal homes being

converted to year-round uses and some

new homes under construction. The

Town, like many Catskill communities,

is a desirable place to visit and more

people are choosing to live in country

environments within the southern tier

of the State. Technological change is also allowing people to loosen their permanent ties to

central cities. Finally, Denning has somewhat convenient access to nearby population centers

in Ulster, Sullivan and Orange Counties, as well as the core New York metropolitan area

further south.

Without a future vision for managing change, development could adversely impact the

environment, public infrastructure, neighborhoods, government finances and the local

economy. For instance, with a large part of the Town currently covered by the three acre

minimum lot size ‘Rural Residential’ zoning district, there is some potential for cookie-cutter,

suburban style development within this very rural place. Existing strengths such as the scenic

landscape, the many open space and recreational assets should be viewed as foundations for

future success well worth protection.

This Plan identifies the community’s unique assets and discusses potential challenges. Using a

balanced approach it examines ways to build on recent accomplishments to ensure a long-

range pattern of growth and development that is beneficial, desirable and sustainable.

This Plan builds on the success of the 2000 plan and the actions that have been undertaken

since it was adopted. It recognizes those achievements and suggests that Denning can

continue to improve its prospects in the future.

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1.5 The Planning Process

It must be understood that the new Plan does not reject or significantly alter the course

prescribed in the 2000 plan. In fact, much of what is contained in this document continues

with familiar themes that remain important within the community. For example, efforts to

protect critical environmental resources are already underway. The goals to bolster hamlets,

protect and manage scenic resources continue to be emphasized. This new Plan updates and

refines these recommendations and provides additional suggestions for achieving smart and

sustainable growth. It also addresses new challenges that emerged in recent years, ensuring

that the community can provide desired economic development and continue to successfully

manage its growth in the future.

It has been over five years since the Town completed its first comprehensive plan. Since there

are no simple solutions to addressing the variety of issues and opportunities that the Town

faces, this Plan provides a set of inter-related planning strategies which are intended to help

Denning retain and enhance its character, manage future growth and provide for sustained

economic development and public well-being. The Action Plan/ Implementation Program

lays out the steps that may be taken to implement the Plan.

Building on the dedication of community leaders and volunteers, Denning has achieved a

number of significant recent accomplishments. A telecommunication ordinance was

developed as were logging laws. There has been continued investment in the public works

equipment and the debt load is quite low. In 2006 the Town joined the State Greenway

program and it witnessed the occupation of the long-awaited addition to Town Hall. In early

2007 the new owner of the former Blue Hill Lodge provided significant reinvestment to

provide a new business use for this prominent Claryville property. There has also been success

constructing upgrades in the solid waste management at the highway garage. The Town’s web

page content is high quality -- the information that may be accessed there is comparable with

that of much larger communities.

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1.6 Project Organization and Approach

This Plan is community-based. It was derived through much input from residents. Since

March 2006 the Planning Board has met every three weeks to review the components as they

were developed, discuss key topics and findings from public outreach. As the process has

progressed, the group reviewed the project design, strategies and recommendations.

As a part of early public outreach, in April 2006, the public was invited to a vision meeting.

More than 25 people met to review community conditions, discuss its strengths, weaknesses,

opportunities and threats. As another part of the planning dialogue, from March to June 2006

the Town’s consultant conducted interviews with elected and appointed public officials, staff,

regional officials, business persons, and non-profit leaders regarding the planning

environment and to gain understanding of community characteristics and trends. The people

interviewed were selected due to specific knowledge of the community, or familiarity with

systems, such as local or regional government, the environment, recreation, economy or

transportation. More than 15 interviews were completed, each approximately an hour.

In June 2006, a second outreach meeting reviewed a vision for the hamlets and

neighborhoods. Furthermore, a message board was established on the Town web page for

comments. In

August 2006, a Planning Board hearing outlined the Plan and the strategies

recommended for its advancement. Based on the feedback received, additional public

meetings were scheduled and there was refinement to the Plan and the planning process.

In late 2006 a detailed community survey was sent to Denning residents and property owners

in order to gauge public opinions regarding the Town’s needs and issues of concern. The

survey provided a way to examine areas of consensus and uncertainty. More than 200 surveys

were returned, representing over 30% of all distributed. The data and findings are available at

Town Hall. In a nutshell, almost 90% of the respondent supported a proactive approach to

managing growth; yet, there is not always clear support for specific steps to direct growth or

promote economic development that is compatible with the protection of the features that

people value.

Public process is essential to developing a long-range plan. As the Plan is implemented, there

will be public outreach to consider adopting modified land use laws.

As a continuing part of the public participation in Denning, there is an open invitation to

submit comments and questions on the Plan. The planning process in Denning has been

commendable in its efforts to involve a broad range of participants, and to incorporate their

concerns. The ideas contained in this document reflect the community’s input.

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1.7 The Plans of Adjacent Communities

Adjacent to the Town’s border, the pattern of land use in the surrounding towns is similar to

that of Denning. A review of the long-range plans for the surrounding Towns shows that the

predominant zoning classifications for the adjacent towns are consistent with this Plan.

The boundaries with Hardenburgh, Shandaken, Olive and Rochester demonstrate similar

patterns of open space (public land), private forest and very low density rural residences. The

zoning in those areas is roughly equivalent, although Rochester allows a slightly higher density.

Wawarsing also demonstrates a slightly higher density of existing development and the zoning

is more permissive than that of the Town of Denning.

Denning’s main settlements at Claryville and Sundown straddle the Neversink boundary.

Travel on the main roads all go through Neversink, as do some routes to Red Hill. The

settlement pattern of houses on smaller lots is also evident in Neversink’s portion of Claryville

and Sundown. In Claryville, however, the existing use mix is more varied than in Neversink as

it boasts a post office, varied types of housing, a church and retail uses.

The Town of Neversink Master Plan

, 1991, is the basis for zoning along a large area to the

south of Denning. Its plan objectives are to protect the health and safety, encourage new

development to locate consistent with the limitations of environmentally sensitive areas,

provide a balanced mix of land uses, and provide commercial development where it is readily

accessible to major roads. In Neversink, Claryville is one of four hamlet focal points for any

commercial, public, and concentrated residential development (the zoning allows up to four

dwelling units per acre). Outside of these hamlets, Neversink’s rural areas are suitable for low

density and low traffic generating residential uses. Neversink’s Rural Conservation Areas are

designated as five acre lot areas for one and two family residences. Sundown is not listed as a

hamlet in Neversink -- it has three acre zoning for one and two family residences. All three of

the rivers flowing south from Denning form part of Neversink’s Floodplain zoning. Notably,

the plan shows intent to plan for and manage views and scenic areas.

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2.0 OVERALL COMPREHENSIVE PLAN GOALS

This section presents the community goals. Denning’s Comprehensive Plan provides

numerous recommendations to help achieve these goals in the form of a variety of planning

strategies. The strategies are identified below in separate sections organized by subject.

Situated beneath the broad vision, the more specific community goals are formal statements

about the tact that Town of Denning hopes to take for the future and over the life of this

Plan. Goals serve as the basis for strategies, policies, and projects that are recommended in

this Plan. Goals provide focus for structuring actions that achieve the overall community

planning vision. The Plan’s goals, or guidelines, establish a frame for decisions regarding land

use, natural resources preservation, community and economic development. The specific

recommendations, such as the adoption or amendment of laws, programs and guidelines,

should be generally consistent with these goals in order to achieve the vision.

In no particular order, Denning’s goals are to:

• Maintain and preserve Denning’s natural beauty and rural character, such as its hillsides

and views

• Help keep land and housing prices affordable for residents

• Manage and improve the form and quality of existing neighborhoods to reinforce and

enhance community character

• Protect water resources

• Accommodate new growth within the traditional community settings and specific

designated areas. Minimize the conversion of undeveloped land in the remote mountain

areas and the outlying areas in favor of careful infill in and adjacent to the valleys and on

Red Hill. This will strengthen the community and its sense of place

• Ensure that development is compatible with natural resources protection by achieving site

development where buildings and access are separated from the most sensitive resources

• Allow for adequate, affordable housing in Denning, including some that meets the needs

of older seniors and those of more modest means

• By working collaboratively with the Town Neversink, plan for coherent growth which

straddles municipal boundaries and provides the desired mix

• Diversify and strengthen the Town fiscal base

• Promote a strong sense of community

• Foster systems of public communication which are informative and accessible in a variety

of forms so that anyone interested has access

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• Recognize that various lifestyles make up the intrinsic character of Denning

• Emphasize maintaining and enhancing existing road and stormwater facilities before

adding new infrastructure

• Encourage and accommodate pedestrian options in hamlets and at large institutional

properties

• Encourage opportunities in technology and economic development that are compatible

with rural development and sustainable resource management

• Support tourism and cooperate with county- and state-level economic development

policies and programs

• Minimize the costs of municipal services, especially costs related to fringe development

• Recognize the limited potential for growth in the hamlets – that which occurs should

appear as small scale and should not be overly intensive

• Support businesses which practice the sustainable utilization of natural resources,

including forestry and farming

• Provide clear and effective land use laws that are specific to the type of land use activity

and its setting. Provide incentives in order to promote and achieve desired outcomes

• Promote public health and well-being by informing residents about how to minimize flood

hazards, and other risks, and describe how they should act in the event of a natural disaster

• Achieve the innovative application of energy conservation and production in order to save

public sector resources and sustain supplies

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3.0 PLAN STRATEGIES

This section of the Plan provides the recommended initiatives. Topics are grouped by themes.

Also known as subject elements, the recommended planning strategies are grouped by topic:

o Natural Resources & Environmental Protection;

o Housing & Public Health;

o Land Use & Management;

o Transportation;

o Economic Development;

o Neighborhood & Area Specific Strategies; and

o Community Building & Participation

A community cannot undertake all of the proposed initiatives simultaneously and with equal

emphasis. Instead there can be assignment of priorities and examination of the actions that are

starting points. If accomplished, these will help build the system of planning and development

articulated within this Plan. Thus, the section ‘Action Plan/Implementation Program’ outlines

the steps that are suggested to implement the various Plan strategies.

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3.1 NATURAL RESOURCES & ENVIRONMENTAL PROTECTION

3.1.1 Identify & Define Key Resources – Cataloging and describing the most

important natural resources within the community will promote awareness of the unique

resources within Denning. These include the significant viewsheds, waterfalls, unique

landforms, key riparian corridors, and critical ecological areas including: unregulated wetlands,

unique ecology and special habitats. It will also help promote their protection. A process

whereby special places would be cataloged early in Plan implementation is crucial because the

information generated should guide the economic development initiatives set forth in this

Plan. Therefore, it is essential to generate information for all parts of the Town outside of the

DEC-owned lands so that future development may be promoted which fits-in with and

sustains the essential systems and features that are critical to the community.

A number of other Catskill and Hudson Valley communities have been involved in processes

of generating natural resource and special feature inventories utilizing a variety of approaches

and resources. State, County and non-profit resources and technical assistance should be

available to assist the endeavor. Resources, however, were not available to complete a

comprehensive inventory and evaluation at this time.

In more populated places, such as New Paltz and Gardiner, detailed open space plans have

been produced. Marbletown conducted more basic habitat assessment programs based on

local volunteers who were trained by Hudsonia, the Poughkeepsie-based non-profit.

Hudsonia’s program trains local volunteers to perform habitat assessment using field

observation combined with analysis of satellite imagery and other readily available data.

A process to generate special features maps

should be targeted for completion within a

year. The product could be a large scale

map, or a series of four to six smaller

maps, with annotations and delineations

showing key areas with some

accompanying descriptions. For example,

in some valley basins it might highlight a

key habitat area influenced by steep slopes

and microclimates formed by low

temperatures, high humidity and a low

incidence of direct sun. Then, any

proposed physical development should be

carefully planned so that it does not impact

the most important habitat areas.

Information could reside within Town Hall

with placement in some form on the web.

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Other Plan strategies set-forth below could help identify and define key resources.

For example, a Rondout watershed initiative, just getting underway, is intended to

promote awareness of a regional approach to land management within the basin. If a

local group is formed to help generate an inventory, it could tie into the Rondout

initiative and that program may provide some resources for special features

delineation. Another option is partnering with the Ulster County Environmental

Management Council and non-profit organizations such as the Catskill Center for

Conservation and Development and/or the Frost Valley YMCA in order to take

advantage of their technical capabilities and a tremendous volunteer base.

Alternatively, the required information could be generated in conjunction with

stream corridor planning. Finally, forming a conservation advisory council could

provide a municipal body responsible for developing the local inventory and then

coordinating and consulting with the Town Board and the Planning Board on various

related measures. First, it is critical to generate information so that effective

methods for protection may be developed. The Technical Appendix provides an

Existing Land Use Map, a Hydrography Map and a Slopes Map (respectively Map

Figures 2- 4) which show of the extent of the existing inventories.

3.1.2 Institute Viewshed (AKA Hillside Protection) Overlay Zoning -- as

another tool to ensure that development blends into the landscape, such as through

building placement, height limits, and the

management of lighting. The Planning Board

should draft a special zoning regulation that

would be triggered when development is

proposed above certain elevations and/or within

an officially delineated view corridor.

Ridgeline protection model ordinances are available

from the Hudson Valley Greenway, including the

Town of Warwick’s Zoning Law. The Shawangunk

Ridge Conservation and Design Guidebook, 1993,

available from the Catskill Center, also shows ways

to protect mountainous areas.

The objective is to

avoid the potential for adverse impacts from

new development on the Catskills open space

environment. Viewshed protection should

minimize the visibility of new physical development

from public roads and hiking trails. Furthermore,

management techniques would require information

within permit submittals that define proposed

grading and landscaping plans in order to assess

building screening. Specifications would also be

required in order to evaluate the potential impacts of

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building on the dark night sky. As noted above, forming a special features inventory

which identifies prominent views would aid this initiative.

3.1.3 Define Density Based On the Incidence of Constraints – in defining the

minimum allowed area of a lot in the Hamlet, no more than one quarter of the area

should constitute severe constraints such as steep slopes (greater than 15 percent),

wetlands, floodplain and wetland buffer. In the Rural zone the figure should be 50

percent and in the Low Density zone this figure should be 75 percent. This will

promote suitable buildable area within lots. Furthermore, there should be definitions

that require the identification of the proposed building envelope with a standard to

show that it is generally free of these constraints. This will prevent impacting and

disturbing these areas except for a very limited extent or in the case of a hardship.

3.1.4 Institute Floodplain Development Zoning – Inappropriate development

within floodplain can elevate the potential for damage to private property and cause

greater flood risk downstream. Clearly, the community is at risk from floods and

should have a flood mitigation plan (as part of a local hazard mitigation plan) -- this

is a prerequisite for receiving hazard mitigation grants. Fortunately, as it stands

now, some similar oversight of the area overlapping floodplain is provided by the

DEP’s regulation of riparian buffers.

A local floodplain management program could also be developed in conjunction with

local emergency management plan development. Also, the National Flood Insurance

Program (NFIP) provides a model system. The Community Rating System within the

NFIP also offers incentives to go beyond the minimum protections. One challenge in

Denning will be allocating resources and assigning an agent responsible for carrying

out regulation and enforcement on a daily basis. Usually, a building inspector serves

as the point person. A process to incorporate floodplain zoning may involve a number

of steps, ensure that stakeholders know about the process, and train staff.

3.1.5 Consider Developing A Local Stream Management Plan – As a means to

protect and effectively manage water quality, aesthetics and habitat within and adjacent to

Denning’s tributaries, the Town could seek to partner with the NYC DEP in formulating a

local, or part-town, tree cutting and stream corridor management plan. This program would

characterize the corridors and could identify areas for restoration and improvement. For

example, there may be opportunities to enhance the riparian edge by the floodplain within

Claryville or Sundown. The process could identify potential sites for State or DEP investment

in stabilization improvements. In addition, it could aid road management and investment in

the river valleys and provide a venue for advancing public access to the rivers for enhanced

recreation.

Along roads that wind through these corridors, the edge is often close to the river, with

significant erosive potential that may result in road damage and stream deterioration. Due to

road layouts and age, these streets require frequent investment for repairs and there is some

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sediment introduced to the waterways. It would be in the Town’s interest to pursue technical

resources to evaluate and promote methods for improving drainage systems. It may also

provide a way to advance capital facilities upgrades, such as by leveraging investment to

rehabilitate bridges and abutments or retaining walls. Another benefit would an increased

potential to provide floodplain management.

The Lake George Park Commission is consulting with the departments of health and

municipalities to plan regulations relative to stream corridor management, including standards

for the location of roads, stream channelization, stream crossings, and timber harvesting.

Denning could monitor this case and communicate with the DEP regarding a desire to

participate in a prototype program within the watershed.

3.1.6 Publicize Frost Valley Y’s Research & Resource Protection Programs –

The YMCA’s staff is trained in the state of the art in topics such as natural resources and

forestry protection. The YMCA should be requested to explore how it can aid the community.

There should also be efforts to build programs and policies that extend to wider applications,

especially so as to protect Town natural resources, enhance the education of local children and

minimize public sector expenditures. The YMCA should be encouraged to further build its

capacity as a local and regional education facility.

3.1.7 Provide Long-Range Monitoring of Lot-Based Septic & Water Systems

When a lot has a well and septic system, or a septic system nearby, there is a potential for the

well to become contaminated. County and State standards for minimum separation which may

not be up to date with the recommendations of health-science are mostly outside local

control. Nonetheless, some problems could arise due to septic system failures. The concern is

valid in all parts of the community due to varying soil capabilities. There do not appear to be

problems locally; however, the community could make the effort to occasionally examine new

information available which can aid understanding of this topic. Based on the findings, there

may be interest in exploring methods to promote well and septic separation or ways to plan

and promote the siting of small shared community on-site wastewater systems, small public

water systems, or a small sewer treatment plant to serve settled areas.

3.1.8 Take Advantage of the Hudson Valley ‘Greenway’ Resources – The

Greenway is an excellent conduit of funds to implement this Plan. The Greenway assists

community planning projects by a single community to address local needs, or by a group

working together to address regional issues. While maintaining the tradition of home rule for

land use decision-making, ‘Greenway Criteria’ provide a vision for:

• Natural and Cultural Resource Protection -- preserve and enhance natural and cultural

resources including open spaces, historic places, scenic areas and scenic roads;

• Public Access – develop a trail system with links to natural and cultural resources; and

• Heritage and Environmental Education -- promote awareness among residents and

visitors about the natural, cultural, scenic and historic resources.

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3.2 HOUSING & PUBLIC HEALTH

3.2.1 Ensure Suitable Areas for Housing Which is Affordable to the

Community/ Local Workforce – the Planning Board expresses a preference for actions

that help keep land and housing prices affordable in Denning. Given that goal, the housing

needs in Denning are somewhat diverse. Various strategies may be used to promote the

maintenance and development of a supply of housing which matches the needs of persons

and families at different stages in the life cycle.

A small jobs base, and a lack of infrastructure or services should influence limits to the

amount of in-migration. In other words, relatively slow growth during the recent real estate

boom is probably evidence that not too many people will choose the lower cost land and/or

housing in Denning and longer commutes, as opposed to settling closer to jobs and/or retail

centers. There are, however, people living here now with modest incomes who will benefit

from housing choices. There appears to be interest in the community as a place to retire.

Finally, demand for seasonal residences will not diminish. Given these circumstances,

promoting a diverse supply of housing, promoting the upkeep of the existing stock, and

ensuring that there are adequate supplies of rental housing, and a range, or mix, of different

size lots and houses should help support different lifestyles and shelter needs.

Promoting adequate land for future development and community housing choices is

compatible with managing environmental quality. This Plan reduces, but retains the one acre

Hamlet zoning district so that there are alternatives to higher cost larger lots. Given the

amount of developable land in the Town, there should be opportunities for community

residents to access land for their housing needs in the foreseeable future. The Planning Board

should continuously monitor the local and regional housing market conditions. It should also

collaborate with the Town Board to provide public outreach and information on the different

ways to promote community housing. If land prices continue to escalate rapidly, the Board

should consider evaluating the proposals for one or more additions to the Hamlets.

Furthermore, the Town should request the DEP to forego formal actions to restrict future

development potential and implement land conservation within the Hamlet zoning district.

A variety of reasonable strategies can help protect and diversify Denning’s housing stock.

Regional non-profits and the USDA have programs which aid the repair and rehabilitation of

housing for moderate income homeowners, older persons and renters. Also, it is necessary to

extend the housing types allowed so that it is feasible to have a range of housing styles and

sizes. The rental housing stock, at 19% of total occupied housing is probably insufficient

given the characteristics of the local population. For instance, the main employer, Frost Valley

YMCA has a sizable year-round workforce, which swells significantly during the summer.

Ulster County Planning estimates workforce increases of approximately 100 to 350 jobs over

the next 20 years. With continued job growth at the YMCA, they should consider strategies to

ensure that their supply of seasonal and permanent housing grows commensurate with the

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workforce. Otherwise, there is likely to be increased pressure in rental market prices as a larger

pool competes for fewer units. Since the workforce and economy fluctuate, having rental

housing stock besides that controlled by the YMCA will allow people to avoid placing very

large amount of their total equity into the purchase of homes.

3.2.2 Develop a Local Hazard Mitigation Plan. This type of plan is intended to

reduce or eliminate the risks to public health and property from known hazards. Hazard

mitigation planning is an important aspect of emergency preparedness and smart, sustainable

growth. In Denning this planning initiative should focus both on improving the protection of

existing settlements and future development. It

is important to continuously consider ways to

reduce hazards that may arise in a natural

disaster or severe storm. A main ingredient of

a hazard mitigation program in Denning

should be building consensus regarding how

the community is vulnerable, based upon

detailed analysis and dialogue among key

stakeholders. Second, there should be

identification of the ways to mitigate potential

risks, with active integration of corrections and

protective measures in the Town planning and

road management programs.

The development of a hazard mitigation plan should be done in conjunction with the

formulation of a local emergency management plan. Furthermore, policies should be

developed in conjunction with the Town of Neversink, Ulster and Sullivan Counties, and the

local Fire Companies. One particular risk to consider is the potential for a particularly large

flood due to freezing and thaws. This initiative should be linked with the local emergency

management communication planning presented further on. New federal law requires a local

hazard mitigation plan in order to qualify for federal funds which underwrite the bulk of

improvement costs.

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3.3 LAND USE & MANAGEMENT

3.3.1 Establish Low Density Zoning (See Proposed Zoning Map Figure 1) –

Denning has two base zoning districts, the three acre ‘Rural Residential’ zone and a much

smaller geographic area within the one acre ‘Hamlet’. Given this zoning, on the nearly 20,000

acres (almost 1/3 of the Town) outside of State lands, there is considerable development

potential. It is roughly estimated that on the order of 900 new lots could be formed under

present zoning. If this development were realized, the character of the Town would change

dramatically. As an alternative, it is strongly advised to manage growth by requiring lower base

densities commensurate with the level of public road service and other factors. The Proposed

Zoning map (Map Figure 1 above) modifies minimum lot size for the most rural, outlying

parts of the Town from three to ten acres though the creation of a ‘Low Density’ zoning

district. Significant future development potential would be retained in Denning under the

overall proposed zoning program (a pattern of one, five and ten acre minimum lot sizes),

including this proposal for larger lots on the periphery of the State lands and built roads.

Many of the existing roads within this new proposed district have limited capacity based on

their age. Unless growth is managed, road deterioration could escalate, inflating the already

high cost of maintaining the infrastructure. For example, research shows that a model density

for maintaining a high quality gravel road’s capacity is nearly seven acres per dwelling unit. On

poorer quality gravel roads, meaning ones which are narrower, have inadequate drainage,

constrained road widths and problematic alignments, even lower densities would be needed to

avoid road wear and deterioration due to growth. Similarly, since most of the outlying Town

roads that are paved are steep, and not up to contemporary standards, a similar rationale

would point to managing the future development in order to sustain the infrastructure.

These areas proposed for larger lot zoning have prevalent steep slopes and high incidences of

forest coverage. They also demonstrate very low densities of existing land use. Finally, while

introducing larger lot zoning closer to urbanized areas may contribute to regional sprawl, in

Denning, the action to direct growth back towards the much smaller, reconfigured Hamlets

and the remainder proposed five acre ‘Rural Residential’ zoning should promote the retention

of high quality forested areas while still allowing for future growth. Numerous communities

have large lot zoning. Neversink has had five acre zoning for over a decade, as do towns

within the Adirondack Park, a region comparable to the Catskills.

This Plan recognizes that new surveying techniques may have altered lot sizes slightly from

that which owners originally thought they had. In ascertaining whether a variance will be

considered in subdividing property, the oldest deed available in the name of the current

petitioners should be used to determine eligibility in granting permission to subdivide.

There is a reasonable basis for going with lower zoning densities. As already discussed, there

should be monitoring for increased rates of road deterioration. Decline is a basis for further

Town of Denning Comprehensive Plan

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action. Moreover, with the use of incentive zoning, such as allowing somewhat higher

densities in return for open space and recreation, affordable housing, the construction of ultra

energy efficient housing, or other dedications, dropping the base density further, such as to 12

to twenty acres, can allow additional density increments to be recovered as incentive.

3.3.2 Promote Coordinated Land Use on Estates & Non-Profit Lands - Given

their large land holdings the Frost Valley YMCA should be directed to prepare a Generic

Environmental Impact Statement prior to it pursuing any major development programs. A

specific proposal to develop a major facility, such as structures covering more than 10,000

square feet of floor area, and any subdivision involving four or more lots should cause the

formulation of an Environmental Impact Statement (EIS). This approach is recommended on

all large estates and camps, such as when these thresholds are exceeded.

3.3.3 Clarify/ Refine Use Schedule, Standards & Site Plan Approval Process

– As discussed in other places in this Plan, there should be enhanced standards, review criteria

and conditions of approval for many types of development.

Currently, some uses are either allowed by-right or have very

basic regulation. Modifying the ‘Use Schedule’ will enhance

and clarify the mix of allowable uses. For example, there

should be guidelines for developing a bed and breakfast and

the use should require site plan approval. Similarly, standards

should be provided for a veterinary clinic. Rather than

manage all uses uniformly, it is also advantageous to provide

larger lot and/or special use standards for some potentially

heavier or noisome uses like Gasoline stations or places of

automobile repair.

3.3.4 Clarify the Subdivision Plan Review Process & Standards – Subdivision

review is the process whereby the Planning Board reviews a proposed division of land for

development, such as dividing a parcel into lots and providing new road(s) to the site.

Subdivision regulations include standards for defining natural features and assessing the

capabilities of the land proposed for development, the layout of lots and utilities.

Problematically, Denning’s subdivision laws are over 30 years old. These laws need to be

brought up to date, clarified and re-codified consistent with this Plan, current New York State

Town Law and General Municipal Law, as well as Ulster County policies.

While enhancing the subdivision review procedure was a main recommendation of the 2000

Master Plan, there has been no progress with this objective. It is possible to revise regulations

to protect natural resources while providing an understandable procedure for land owners.

State enabling laws concerning subdivision review include §276 and §277 of Town Law.

Critical to establishing an effective land-use oversight system are strong standards, precise

evaluation criteria, clear guidance and flexible, powerful regulations that are unambiguous to

Town of Denning Comprehensive Plan

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the public, applicants and interested parties. By defining the desired types and forms of

development, allowable exceptions and the criteria by which to evaluate waivers within

bolstered subdivision regulations, it should be possible to process applications which do not

require waivers without much delay.

In addition, in order to promote efficient reviews, a stronger emphasis should be placed on

the process of encouraging early stage consultations. Applicants for major subdivisions should

be required to provide a basic area-level analysis. Submittal of secondary source information

could be delineated on an aerial photograph, showing features such as floodplains, other

wetlands, and riparian corridors, soils, slopes and other key features. This will build familiarity

with a site and its surroundings and provide a good lead into SEQRA and the rest of the

permitting process.

Clarifying the process and including site-specific considerations will take time and dedicated

effort. The revision process should include the following steps:

• Clarify definitions.

¾ ‘Resubdivision’ should be clarified. Members of the Planning Board express

concern that under current procedure, loopholes provide a potential for repetitive

actions to create additional lots from one main tract which was previously altered.

Rather, after the first re-subdivision, any additional parcel proposed should trigger

full subdivision review so there is not a routine cleaving of lots off of the same site

without more oversight.

¾ Numerous other clarification are also recommended, including: standards for cul-

de-sac (dead-end street) and their maximum length; vested rights; specific meaning

for condominium development and division by deed; and the meaning of standards

for open space development, also known as cluster development.

• Modify and incorporate the enforcement ordinance into the subdivision law – An existing ordinance

pertaining to violations of the subdivision regulations should be incorporated within

the main law and should be upgraded consistent with it. A subsequent re-codification

of all of the subdivision regulations should provide clarity.

• Provide Design Standards & Graphic Depictions of the Desired Forms of Development. Pictures

and diagrams that describe options and approaches for new road layouts, driveways,

curb cuts and appurtenant drainage systems should recognize the unique features

within the Town and define the preferred approach for construction. Promoting

consideration of the desired development form in accordance with the natural resource

capabilities will ensure that new infrastructure will hold up over time and perform

optimally under extreme weather.

• Develop subdivision and local law standards for the design, construction and

performance for new public and private roads. Review the standard for ‘frontage’ and

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‘suitably improved road’ in order to clarify what constitutes a suitable means of access

and acceptable frontage.

3.3.5 Provide Basic Design Guidelines – Design

guidelines are a tool for informing applicants, agents and

the permitting body of desirable building and site planning

before plans are submitted. Guidelines can inspire inventive

ways to blend projects, building additions and site access

with the neighborhood and natural features. The Greenway

Principles for Dutchess County show approaches to various

elements of site development. Organized by topic, such as

landscaping, parking, lighting, signage, these standards of

best practices provide examples of quality site and building

development. Since a picture can be worth many words,

situating them within Town codes will promote a common

language regarding site planning preferences. It will also

show how to integrate the parts of a development into a

cohesive whole. Design guidelines can define ways to

achieve growth while maintaining the rural character and

appealing visual quality of the hamlets and adjacent areas.

3.3.6 Achieve Open Space Design -- One reason for building a better early stage

evaluation process is that it should lead to an efficient process of achieving quality

development. As a key means to protect special site features, the Planning Board, should

immediately work towards the adoption of Open Space Design permitting process. This

technique is gaining increased attention throughout the region. The process emphasizes the

pre-application stage of a development proposal. It identifies special features of a site and

promotes a layout of the site-level

development so as to maximize the

retention those special features. In a

rural community such as Denning,

open space design should not be

construed as requiring residential

minimum lot sizes of less than 1.5 acres

outside of hamlets. Rather, it should

provide flexibility in the arrangement of

lots, and allow somewhat smaller lot

sizes than the minimum provided for

within the underlying zoning district.

Town of Denning Comprehensive Plan

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3.4 TRANSPORTATION

3.4.1 Develop a Capital Improvement Plan -- A capital improvement plan (CIP) is a

long-range plan that is updated annually. This economic development tool identifies needed

purchases, construction, major repairs, or reconstruction of facilities such as roads, bridges,

utility systems and buildings that have a long useful life. Containing a five to seven year time

horizon, in Denning, the document would be focused on roads, drainage and highway

equipment needs. It should also identify other public investments, such as in buildings, parks

and land acquisition, and possibly computers or needed planning studies. One advantage

would be the link it provides to comprehensive plan implementation. The Town Board would

lead a process of capital planning. Annual consideration of the capital budget for the next year

would constitute part of the process of adopting an overall operating budget. Pursuing a CIP

process fosters awareness of long-range planning needs, providing perspective to elected

officials and the public. It helps coordination with external agencies, and influences quality

development within the community. Importantly, it promotes both avoidance of costly

mistakes and the cautious use of tax dollars by establishing a focus on this segment of

planning and expenditure as it relates to community needs and capabilities.

In Denning, capital planning currently occurs within annual budgeting. The Town does a

good job budgeting funds annually for road management and improvements, but the

extensive public road network requires constant attention and growth can produce stress.

Denning, however, does not formally evaluate or forecast upcoming needs over the long term.

The school budgeting and planning process is separate from Town administration, and the

volunteer fire departments receive revenues from a separate taxing structure. As part of a

program of managing growth, the Town Board should request participation from the fire

departments and the school. The latter objective would require coordination with the School

Board and the other municipalities in the District. By showing the preferred infrastructure

upgrades within a CIP, competing facility needs could be listed over longer horizons, which

could aid forecasting and budgeting for major purchases so that the different investment

needs may be evaluated, compared and synchronized.

3.4.2 Achieve Enhanced Road Planning & Management -- In order to promote

enhanced capabilities for road management, the community should consider using software,

either through a local purchase or in

collaboration with adjacent municipalities and

counties. Specifically, instituting a pavement

management system would allow better use of

facilities data to guide decisions. A challenge is

allocating resources to collect data and ensuring

that use of the system does not become a low

Town of Denning Comprehensive Plan

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priority over time. An advantage is that there already is an inventory of drainage structures

within the County road system which can be used. This database could be augmented over

time and it could aid emergency management planning.

The advantage of a pavement management system is that it helps define cost-effective

investment in roads. For example, by identifying roads that are on the cusp, but not

deteriorated to the point of requiring major reconstruction, it is possible to define the highest

returns on the investment of public funds. It identifies the potential to institute repairs and

stabilization that are far less expensive than when the road is so degraded that it requires full

rebuilding. This strategy jibes with other recommended initiatives to perform long-range

capital planning and adopt an official map. It could play a role in understanding the potential

impact of specific development proposals.

Finally, a major related policy that should be faced in Denning surrounds a series of decisions

whether to invest in dirt roads and provide pavement. There clearly is a role for dirt roads, but

if it is an imperative to allow more development on some of these roads, then paving should

be considered. An example of a road that likely will achieve a far higher level of use in the

future and could deteriorate if not managed is Red Hill Road. The Town should seek external

technical assistance, from the County, and set aside funds to study of road performance.

3.4.3 Adopt Driveway & Common Driveway

Standards – Clear standards for the development

of individual driveways should be adopted to ensure

they meet public safety and natural resource

protection objectives. For example, there should be

minimum and maximum widths and limits to the

maximum length and grades of new driveways. There

should be pullovers at adequate intervals, clear

identification of address numbers at all driveway

intersections, submission of basic construction

specifications, with consideration of the stormwater

impacts from driveways on public roads, and

management of driveway spacing and design,

especially on main thoroughfares. The Town of

Gardiner recently adopted a local law managing

driveway layouts. Recommended components are:

• Roads and driveways shall follow the natural

topography to the greatest extent possible to

minimize the cutting and grading of critical

slopes. As a means to minimize the potential

for excessive disturbance and stormwater

Town of Denning Comprehensive Plan

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impacts due to driveway design or construction, driveways should have maximum

slopes less than 10 percent. Plan submissions shall provide profiles and typical cross-

sections of any proposed driveway.

• The Town Highway Superintendent should be required to review all driveway designs

adjoining Town roads to insure that stormwater flow is managed in relation to the

public way and the roadside drainage system has

adequate capacity, and to ensure adequate sight

distances.

• The respective Fire Chief should have a role reviewing

the proposed driveway to ensure the design provides for

adequate emergency response.

• Achieve 500 foot separation between driveways on County roads and allow 200'

distance between driveway cuts on local and private roads.

• Anyone needing a driveway on a County road should be required to provide a copy of

the County Highway Department approval to the Town to ensure that driveway

proposals were reviewed to ensure that there is adequate turn around space within a

property, and the layouts are optimized to prevent conflict with traffic on the road.

Long and wide driveways may be necessary in some cases to provide access to a steep slope

lot. In those instances, there should be exploration of alternative access in order to improve

design options, including the feasibility to join into an existing adjacent driveway. New, shared

driveways may be explored as an option to reduce impacts. Similarly, shared driveways may be

promoted to manage traffic on main thoroughfares. In low density areas and hamlets, this

could provide an alternative to requiring the development of new public and private roads

that serve very small numbers of homes, and which could be difficult to maintain or provide

excessive impervious (non-porous) paved area.

The Town could provide a process to permit common driveways when it is shown that the

design will ensure safe and adequate access, compliance with standards for driveway design,

emergency access, and routine maintenance. Clear deeds and covenants would ensure rights

for all involved parties to use the driveway. Permanent maintenance covenants and

requirements would be executed by the parties that own and have access to the driveway.

3.4.4 Modify the Local Logging Law -- There is a current law which provides local

oversight of logging. A principle of this Plan is that the Town supports the right to practice

forestry. Forestry, based in the science of silviculture, is the process of controlling the

establishment, composition, and growth of renewable forest resources, and harvesting

(logging) is an important and necessary part of this process. A concern articulated in the

public process to formulate this Plan is that trucks and equipment aiding lumbering have been

known to damage Town roads. The law should be updated to require a performance bond or

guarantee placed on file with the Town to recover the cost of possible damage an operation

Town of Denning Comprehensive Plan

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may do to Town roads. Where logging trucks enter Town roads from logging jobs, the

driveway entrances and access locations must be approved and constructed to prevent traffic

hazards or damage to Town property. If additional limits/restrictions are established to

manage the impact from logging truck operations on Town roads (seasonally, condition

based, or otherwise) the rules should be equitable. For one, fees imposed should be

proportional to the number of heavy truck trips associated with the logging application,

compared with the rate of all heavy truck trips. Clearly the Highway Superintendent will have

a main role in updating and implementing this procedure. There should also be requirements

that logging operations conform to New York State and Watershed Agricultural Council Best

Management Practices (BMPs) in all timber harvesting operation within the Town.

3.4.5 Clarify Road Policies – the subdivision

regulations and zoning should be clarified regarding the

minimum frontage requirements and road improvement

standards (public and private roads). This would define

suitable frontage and would explain how to apply to

make a private road public. As discussed above, there is

also a need for road construction standards and guidance

as to when it may be possible to build to a reduced

standard. Land use incentives should be examined as a

means to achieving desired

maintenance and development on the

existing public road network.

Town of Denning Comprehensive Plan

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3.5 Economic Development

3.5.1 Consider a Right to Forest & Farm Law – Denning’s economy depends on

natural resources-based industry, particularly forestry. As the community grows there may be

opposition to harvesting, based on perceptions that these activities provide noise or traffic. As

part of a Planning Board program to visit the performance standards for forestry, the Town

Board should adopt a resolution reaffirming the right for foresters to operate, provided they

comply with local regulations. Done in conjunction with the right to farm law, this would help

protect the future of forestry operations.

3.5.2 Encourage Community Supported Agriculture (CSA) – local agriculture can

enhance food security and community character through the use of prime fields and open

space. There are many CSAs in the region, including the Phillies Bridge Farm Project. State

funds could help a private individual or a non-profit obtain a farm site if one can be identified.

3.5.3 Support Parks Programming & Playground

Development -- The Town Board should explore restoration of

Denning’s participation on the Neversink Recreation Commission

to promote options and healthy lifestyles for children. As part of

this process, the Town should consider potential recreation needs

of the community and monitor demand. Based on the findings,

the Town might explore the potential to provide a small passive park, and a multi-purpose ball

field somewhere within the Town, and possibly a small playground in Claryville.

3.5.4 High Performance Building – The Town should require

energy efficient construction in public buildings as a way to avoid

high operating costs do to increased energy prices. The Town should

also strongly encourage the School District to reduce its energy

consumption as a way to promote savings in operations and ultimately

minimize expenditures, especially outside of the core mission of

education. The latter objective could also aid education regarding new

sustainable technologies. Finally, in adopting an incentive zoning system,

there should be rewards, such as an allowance for a higher zoning density, for

constructing buildings utilizing energy saving techniques, for the installation

of significant energy saving measures (high performance buildings), and using

high proportions of local materials in construction.

3.5.5 Promote Better Phone & Cable Service – Many residents would like better cell

phone service, but many also prefer that new infrastructure is compatible with scenic

Town of Denning Comprehensive Plan

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resources to the extent practicable, such as though the use of repeaters or other technology. It

should also be verified that when a new service is proposed, it is because of gaps in coverage

(meaning that there is not already service in an area), that there are not collocation

opportunities, or that the request comes simply because a specific carrier is not operating its

own site in the local market. The Town Board should outreach to telecommunication and

cable utilities in striving to achieve better telecommunications and television services,

including moderate to high speed internet access. There should be exploration of how

Claryville or Sundown might benefit if new infrastructure is planned for Frost Valley.

3.5.6 Furniture Crafting Guild – In public meetings when discussion turns to Denning’s

economic future, a frequent topic of discussion is how to achieve a high quality furniture

crafting business, or cooperative, as a way to add value to local timber harvests, create

community jobs and diversify the economic base. There is a furniture and arts guild in New

York City. In Tennessee, the Cumberland Furniture Guild is an excellent example and in

Florida and Georgia there are also comparable initiatives.

The Catskill Watershed Corporation (CWC) studied potential financing to promote

economic development within the DEP watershed. While some programs were

established, currently most programs are unfunded because initial funding was

expended. Accordingly, the Town Board could advocate for new funding. It should

monitor other potential to apply for technical assistance, possibly pursuing a Greenway

grant if this is a high economic development priority.

3.5.7 Water Company or Cooperative – Consider a small-scale water-based industry,

such as a bulk export operation or consumer-focused operation, which would be based on a

sustainable yield of high quality ground water. The idea would be to provide a value-added

service to a local resource. A similar case of a water withdrawal operation occurred recently in

Shandaken. If organized as a cooperative, if profits are achieved, these could be directed to

serve as school tax relief or be invested in other economic development initiatives.

3.5.8 Join with Frost Valley YMCA in Economic Development Programming -

- Partnering with Frost Valley YMCA to plan for and achieve new and expanded service

offerings that are compatible with the Y’s non-profit mission and which aid Denning’s

economic development is a win-win approach. For example, if there were an opportunity to

use the YMCA farm for community-supported agriculture, it could aid local food security.

Similarly, developing a trades-based school dealing with topics such as furniture making,

forestry, or ecology would be a good match with the laboratory that Denning could provide.

3.5.9 Explore & Promote Distributed Generation Potential – The Town needs

land use management standards for newer energy technologies. There are no zoning standards

now, which may put the community at risk. It should add windmills, photovoltaic, and small

hydroelectric facilities as special permit uses and plan for a compatible installation. As threats

Town of Denning Comprehensive Plan

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associated with climate change elevate, there is more support for alternative energy.

Furthermore, more technologies are evolving to new levels of sophistication with lower costs

per unit of energy. Distributed generation is a technique becoming more widespread – it

involves the siting of a small power facility (there are many types such as geothermal and

cogeneration) which serves a small, local population. Since there is ample land in Denning, it

may be feasible to identify an area which could be screened from the public. There are

numerous steps that would be needed to achieve this strategy, including the development of

adequate local regulations for oversight and the receipt of outside funds, such as foundation

or State grants to underwrite feasibility planning and marketing.

3.5.10 Consider an ‘Official Map’ – Working with the Highway Superintendent

and Planning Board, the Town Board should formally prepare and adopt an Official Town

Map. An official map shows public road layouts and needed road improvements, such as

problem intersections, parts of roads requiring upgrades, new bridges or ones needing

improvements, drainage improvements, possible sidewalks/shoulders, and other major

desired Town infrastructure investment, such as potential parks. An official map for the Town

of Denning should also indicate the desired sites for possible future roads, public buildings or

other public works. The map would form part of a proactive local program of managing

existing infrastructure, directing growth to suitable areas, and encouraging sustained

investment in existing public roads. It would also fit with the program underway by the Town

Board to formally clarify the extent of the public road network.

The New York Zoning and Practice

Report The Official Map

Phillips, May 2005, examines this

mapping technique used for years as

a local method to represent the

location and width of streets, parks,

and drainage systems that exist as

well which are planned. While a

challenge is obtaining and/or

allocating funds that can underwrite

the production of this tool, it can be

used to capture the costs of new

development and guide future

growth and investment. The scale and dimensions found on an official map are precise, based

on conclusive surveys as opposed to rough estimates. Since Denning has numerous public

ways, a step-wise approach should be considered wherein portions of the map would be

developed in pieces over a series of three to five years, until the project could be completed.

As an extension of the comprehensive plan and zoning map, an official map provides the

capacity for the municipality to designate infrastructure development priorities. It provides a

basis to consider the impact development could have on road and drainage infrastructure. The

Town of Denning Comprehensive Plan

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official map also provides a way for applicants to consider the impacts that their potential

development could convey upon public systems. The Town would have a capacity to regulate

land development that is not accessible by a mapped street, and it could deny permits for

development proposed in a future park or a future road.

A public hearing by the Town Board is required to adopt the official map and amend it. The

municipality can’t approve a subdivision that would have an adverse impact on proposed

future improvements shown on the official map unless there is adherence to the statutorily

proscribed procedure for amending the official map through the plat approval process. By

doing this, the municipality can ensure that subdivision controls and the official map operate

in concert to implement the Comprehensive Plan. Once it is adopted, the planning board may

require compliance as a condition of plat approval in order to safeguard the integrity of the

official map. Adoption of an official map does not prevent a developer from proposing new

streets or parks in a subdivision, nor does it create an “insurmountable barrier” to the

approval of a plat that shows some deviation from the adopted plan. In order to have an

official responsible for map, it may be advantageous to provide the Highway Superintendent

with the responsibility of leading a process to revisit the official map in collaboration with the

Town Board’s annual capital facilities budgeting.

3.5.11 Advocate for Property Tax Reform – In a sense, Denning is property

rich but cash poor. Even though there is a large land base in the Town, most is State-owned

and much of the remaining places are by non-profits, large estates, active forest lands, and the

NYC DEP. As a result, a significant tax burden falls on a very small set of households. These

properties bear a significant burden financing local government, schools and County

administration. Plan strategies promote growth that can diversify the tax base, provide new

revenues, and ensure that new development pays its fair share for the public services it will

consume. While these steps should prevent erosion of public finances, the State property tax

framework mean that these initiatives may have only limited benefits. A state-wide movement

encouraging major modifications in State law, such as the adoption of a uniform state-wide

income tax-based method for financing public services appear to provide a more stable and

equitable source of revenue. The Town of Rochester is one community involved in the

process. The Town Board should consider convening a meeting with other elected officials

from the area to consider whether and how to coordinate discussion on this subject. One step

could be a resolution in support of this objective.

3.5.12 Promote Predicable/ Reasonable Revenue Streams from Non-

Profits & State Lands -- Local residents, specifically people owning smaller properties,

should not carry an unfair burden in supporting open space preservation. The Town should

formalize its procedures and encourage negotiations with non-profit landowners. The

objective would be to enter into long-range agreements which will ensure steady, reasonable

resource flows commensurate with the demand and impacts that these organizations convey

upon local government. This can include longer duration (five year) payment in lieu of tax

(PILOT) agreements. Furthermore, since there is such a large proportion of open space

Town of Denning Comprehensive Plan

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within the Town owned by the State, additional fiscal relief should be sought to assist with

financing school operations.

3.5.13 Form a Local Consumer ‘Buying Club’ – Denning’s rural location

means that trips for basic services require lengthy travel to Woodstock, Liberty, Ellenville, or

beyond. As an alternative, some residents expressed a desire to form a buying cooperative

which could pool the purchasing power of residents and conserve fuel. In Denning such an

club could be formed whereby certain goods, like food or dry goods, can be purchased in

advance, and then one person delivers a bulk order, with the goods distributed to the

participants at a set time and place. There might be a warehouse delivery once per month. In

the public outreach conducted regarding the Plan, there was very limited support for

establishing other than the most basic commercial or retail services in the Town. Conceivably

then, there may be support for this type of mechanism. There does not appear to be a direct

role for local government in achieving this objective, but the group might be allowed to use

the Town web page in its organizing.

3.5.14 Inventory the Business & Worker Base – Denning’s economy is very

small and informal. Local workers may include traditional service workers as well as artists,

artisans, and people involved in specialty trades, such as ones involving forestry, wood

products or related services. Many people may work from home or are not directly counted as

“in the workforce” because they are not involved with larger firms or formal businesses. From

the standpoint of cultivating future economic development, these workers and businesses are

a base. Community-based economic development initiatives could seek to aid and incubate

such small businesses.

3.6 Neighborhood & Area-Specific Strategies

Public outreach surrounding Plan development showed opposition to new Hamlet zoning

additions in Ladleton and on a 25 acre Frost Valley site. As a result, the overall area in

Hamlets is reduced since parts of some current Hamlet areas that are deemed unsuitable for

higher density development are changed to Rural Residential. In redefining the Hamlet

zoning, approximately 525 acres, or 43%, of the existing Hamlet acreage is proposed for

adjustment to the lower density Rural Residential zoning designation. One main reason for

reducing the existing Hamlet acreage is recognition that conservation easements (legal

restrictions on the way land may be used and developed) are already established on a number

of parcels in and around the Sundown, Ladleton and Denning hamlet areas as a means for

protecting water quality. These controls effectively remove, or prevent, these places from

potential future development. Secondly, many areas previously designated Hamlet have highly

constrained steep slopes that should not be developed consistent with public health

protection.

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It is not the intent of this Comprehensive Plan to reduce the total number of acres designated

as Hamlet over the very long-term. In other words, there should be strong consideration in

the future of adding new Hamlet areas that are suitable and complementary of this form of

development, since the Town obviously needs the ability to provide housing on small (one

acre, minimum) lots for the needs of businesses, our children who need affordable housing,

and the need for a center of commerce and culture. Careful study and community dialogue

can identify areas that may be most suitable for future hamlet extensions. Study should

consider the regional trends and housing market conditions. This Comprehensive Plan

recognizes the need for future Hamlet acreage to replace what has been lost through New

York DEP conservation easements and impossibly steep slopes. In deference to the clear

desire at this point of the general population of Denning to refuse to consider future possible

Hamlet nodes, this Comprehensive Plan merely points out the very real future need to deal

with this question, and leaves this necessity to future Comprehensive Plans.

A few additional strategy recommendations follow that apply to specific locations.

3.6.1 Sundown & Peekamoose -- Reconfigure the Hamlet zone based on geographic

conditions. Provide five acre ‘Rural Residential zoning on the highly constrained lands around

sundown. Focus on reinforcing the historical and existing development patterns and removing

these lands encumbered by high levels of constraints. This will help promote community

character by emphasizing activity nodes in the valley which are most suitable for future

residential development. Town officials should also be aware that residents here do seek more

flexible ways to deal with solid waste disposal.

3.6.2 Claryville

3.6.2.1 Create a More Focused Hamlet Node – This will help

direct neighborhood growth within suitable areas. Transferring a part

of the existing Hamlet zoning district to the lower density Rural

Residential zone will promote open space and rural character.

Performed in conjunction with upgraded land use laws, it will provide

a basis to promote and encourage focused economic development and

infrastructure investment around Claryville.

3.6.2.2 Provide Basic Hamlet Design Guidelines/Illustrations to Explain Desired

Form & Land Use Practices – Hamlets are locations of significant public investment. It is

essential to guide new building so its layout

compliments community character. Formulating

basic design guidelines accompanied by

illustrations and examples will show stakeholders

how to achieve new development that is optimal.

Specifically, illustrations can show what is desired

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for building setbacks, the layout of signs on sites, methods for landscaping, lighting,

stormwater management, driveway access and parking. Ultimately, these tools promote high-

quality sites. It can show how to fit new development within the existing settlement pattern

and through good quality design, cultivate support for other compatible economic

development.

Clearly, the numerous planning strategies that seek to enhance the tax base and provide jobs

depend on some new development in the designated hamlets. Public opinion favors steps to

direct growth or promote economic development that will be compatible with the protection

of very small town features that people value.

The incorporation of pictures and diagrams into the Town code will help make it easier to

use. In conjunction with developing design guidelines, it is also proposed to update the mix of

uses requiring a special use permit. Introducing performance

standards can ensure that the aspects of a use meet the minimum

objectives for building layout, appearance, massing, screening,

setback, height, noise and traffic management or site appearance.

Those uses that require a special use permit have to meet the

terms and conditions specified under the zoning code and as

required by the permit granting body, while site plan review will

help ensure that new development is sited and carried out so

that it does not detract from public health and safety.

Achieving some new development in the hamlets is one

component of enhancing the fiscal base of the Town. It is also

the mechanism through which there can be some expansion of

the basic mix of services available in the community. However,

in order to successfully guide new development to these centers,

good quality layouts need to be achieved in order to build

support for additional investment. Illustrative design guidelines

should help provide a framework within which to evaluate new

proposed development in the Hamlets.

3.6.3 Frost Valley & West Part of Denning

3.6.3.1 Promote Education on the History of Frost Valley --

While Denning is primarily

defined by its natural character, its history is remarkable. An important aspect of future

economic development centers on achieving growth that fits with and enhances the quality of

existing places so as to reinforce community character and maintain an attraction for visitors.

Part of a process of identifying how to achieve new development that is sensitive to existing

resources is defining and describing what is unique and important in the community. Since

Denning’s recreation economy centers on the 40,000 annual visitors to the Frost YMCA and

people traveling up Frost Valley Road on their way to the Catskill High Peaks, the visitor

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experience could be enhanced if there were greater awareness and understanding of the

Valley’s history, particularly that as former great estate.

Frost Valley YMCA’s west valley campus has a remarkable building fabric and history.

German wool industrialist Julius Forstmann, who had a 2,200 acre estate on the site in

the late 1800s, was the person who introduced deer to the Catskills. Among potential historic

resources on-site are the ‘Castle’, the building used for visitor intake, remnants of the late

1800’s deer fence, other period camp buildings, and stone walls. Since the YMCA has an

educational mission and the organization is a major land owner, the large contiguous area it

controls in the West Valley combined with the YMCA’s institutional resources make the

campus a good candidate for defining and publicizing the history of the site.

An example of a planning success story in Denning was the effort surrounding the

preservation of Red Hill Fire Tower. The tower is on the National Register of Historic Places

and it is provided on-going stewardship by a local non-profit group. The tower is a defining

feature of the community. Likewise, the YMCA has a remarkable campus. And as the YMCA

defines its future development plans, information on the history of the site should be made

available and used to inform possible mitigation against the impacts of physical development

on the various resources on- or adjacent to the site. If the YMCA places its facilities on the

National Register, that could serve as a draw for more visitors.

Other portions of Frost Valley are also candidates for historic preservation planning. Similarly,

there are remarkable buildings in other parts of the community, including all along Denning

Road. The Town, however, would benefit most by incrementally developing its efforts at

promoting historic preservation. Recognizing that the community has a small population,

there likely would be limited volunteer resources. There are limited state funds available to

assist preservation planning. Small steps should be taken to explore the potential and desire

for additional preservation in-Town.

3.6.3.2 Consider a Very Small, Contained Hamlet in the Central Frost Valley – As

part of long-range

economic planning it may be beneficial to provide a very small Hamlet

zoning designation, constituting roughly 20 acres on the Frost Valley Road midway between

the bridge to Denning Road and the main Frost Valley YMCA campus. This location with

scenic surroundings has some generally flat areas and gentle slopes rising out of the floodplain

further east. This site may be suitable for carefully planned residences and service type uses. It

could be arranged with an integrated pattern of buildings and landscaping, compatible with

the existing building fabric. It could have open space, and be carried out with limited frontage

and controlled access/egress out onto the Frost Valley Road.

During public comment on the Preliminary Plan, there was divided opinion on additions to

the hamlets. As a result, the area in Frost Valley was defined as a ‘Potential Future Hamlet’.

This means the location may possibly

be suitable for neighborhood style development at some

point, although it is not proposed to change the zoning to Hamlet when the Comprehensive

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Plan is approved. By identifying spots for new potential hamlets, the notion is to encourage

analysis regarding the impacts if these areas were added to the hamlet zone at an undefined

point. In other words, while the spot may potentially be suitable as a Hamlet addition in the

future, the topic requires more details. Products that could aid this deliberation are diagrams,

concept plans, discussion documents and analyses about the alternative types of growth that

may occur, how laws and public review would be structured, buildings and infrastructure

placement, appearance, screening and integration with the natural environment.

Visitors traversing County Route 47, conducting trips to the YMCA or the high peaks may

provide market support for small-scale bed and breakfasts, a restaurant and other limited retail

needs. A process to advance a potential hamlet would require supplemental analysis under

SEQRA. At this spot it would be critically important for any development to have a partial

grid street system for mobility within the site, while providing careful traffic controls at Frost

Valley Road. Finally, it must be clear that any future proposed zoning amendment considered

for this area should be of limited scope, preferably no larger than 25 acres, and in no case

encompassing more than 20% of the total designated hamlet zoning area within the Town.

This will help to ensure that any growth will be compatible with its rural and scenic charter.

3.6.4 Ladelton and Denning - Like item 3.6.3.2, it is recommended that places within

these areas may potentially be suitable for hamlets at some point in the future. However, these

notions, or concepts, are not recommended for action early-on. A main topic of dialogue

regarding the Plan has been the proposals for possibly encouraging some new hamlets. The

split of opinion is evident in the responses to Question #26. The fact that more than 1/3 of

respondents were either undecided (30%) or did not answer the question (5%) would seem to

indicate that people want more information, descriptions and details. Alternatively, they may

not feel that it is feasible for the public sector to manage new development so that it can be

balanced and integrated with the very small town, rural qualities they cherish. They may seek

more pictures, diagrams, concept plans, discussion documents and analyses about the types of

growth that may occur, how laws and public review process would be structured, where

buildings could be placed, their appearance, how these would be screened and integrated with

the natural environment, and how the excellent quality of the streams and adjacent forest

would be protected should this development be contemplated.

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3.7 COMMUNITY BUILDING & PARTICIPATION

Denning’s small population, relative inaccessibility, and low density geography on the

County’s edge, combined with many seasonal residences and limited newspaper coverage, are

all aspects of the challenge of building community and fostering communication. Still, the

Town should take pride in how its affairs are publicized and made accessible to the interested

public at Town Hall and via the internet. Given the intent to forge a sustainable future based

on carefully planned and managed growth, the local public sector should benefit from even

greater efforts to foster broad outreach on policy development. Continuous efforts to keep

the public abreast of public affairs will ensure that everyone has the opportunity to know

about various initiatives and participate-in and shape the community’s future.

The process to develop the Comprehensive Plan has been inclusive and may serve as a model

for public outreach. The proposed Plan was available on the internet, as well as the Library

and High School. A more basic means of getting the word out on the planning process was

the distribution of flyers regarding upcoming public outreach meetings at the Town’s solid

waste facility. Encouraging feedback on the proposed plan through the Town’s web message

board is an innovative communication medium.

Assuming that a well informed and interested populace is critical to achieving various

proposals in the Plan, the Town Board should identify how to bolster the overall public

processes, including plan implementation, by continuing to proactively share information

crucial to decision-making. Providing enhanced public communications, such as routine

reports on events or issues within the Town, either in print or through the Town web page

can easily become stagnant or a low priority. Therefore, the Town Board and its assignees

should carefully monitor and evaluate the relative successes of various outreach initiatives.

What follows are recommendations for enhancing public information and outreach.

3.7.1 Promote Community & Communication Through an Event – Holding an

annual community-oriented event that fosters civic pride would help build local identity,

enhance communication and promote familiarity with issues. The monthly pancake breakfasts

at Claryville Fire Hall are a community-building event. As a means to promote knowledge of

public officials and interaction among residents, the Town Board could consider hosting a

community-wide gathering around July 4 or Labor Day each year. Geared towards celebrating

local heritage and civic pride, as well as promoting social interaction among residents, the

event could also publicize important topics in the public sector. A regional bank or other

institution may be asked to donate goods and services, with local non-profit groups assisting

in organizing and carrying out the event.

3.7.2 Continue Pushing Public Communications -- 50 years ago Denning’s hilly

topography influenced innovation when local entrepreneur, Fred Ahernts, ran a cable from

Wildcat Mountain to local homes, initiating an early form of cable television, and overcoming

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an obstacle to receiving news. It should be possible to achieve easier access to information.

The limited budget of the Town means that Town Hall is open limited hours per week.

People’s activity patterns vary greatly – some persons have obligations during traditional

business hours, others may keep different hours than those of Town Hall. The Town Board,

working with Town Clerk, should develop protocols for electronic posting of public records.

The Town has already invested in much of the needed technology. What is required is thought

as to priorities. For example, since physical development could affect the community’s future,

formal procedures could be developed to require applicants for larger subdivision, site plan or

special permit applications to submit an electronic copy of permit applications. This would

allow the information to be posted on the web page for general viewing and possible

comment. Similarly, proposed budgets could be posted for review prior to action. Recent

changes in the New York State Environmental Quality Review Act already require that any

Environmental Impact Statement shall be posted on the internet. Therefore, actions to

promote enhanced access to information are likely to jibe with the public interest as well as

improve the accuracy of submissions and the ease of processing by municipal staff.

3.7.3 Bolster Emergency/ Hazard Plans & Communications – Natural disasters,

such as severe rain, snow or wind storms, could threaten or isolate parts of the Town for

significant periods and pose a public health concern. Detailed local emergency plans should

define and prepare for different types of emergencies and describe actions in the event these

arise. Clearly, the responses to past events, such as the rain storms and flooding in 2002 and

2005, were well coordinated between the County Emergency Management Agency, local

volunteer fire departments and the public sector, including the Highway Department. A

question remains how to enhance planning and preparation for various potential emergencies,

including how best to execute plans and achieve clear, consistent and thorough

communications during an incident.

As part of a system of enhanced public communications, it would benefit community

residents if the process to develop and publicize local and regional emergency response plans

is broad and inclusive. The Claryville Fire Company is actively involved with Ulster County in

developing its emergency response plan for the area covered by the Company. In Denning,

challenges include: coordinating responses across multiple jurisdictions since these are likely to

involve Sullivan and Ulster County officials, Neversink and Claryville Fire Companies and

determining approaches to effectively broadcast emergency plans and foster communications

with vulnerable populations during an event. There should be procedures developed for

communicating with elderly residents about how to prepare for and act in an emergency. As

the Town strives to enhance its telecommunications systems, particularly providing cellular

phone coverage and higher speed web access, phone and cable companies should be

encouraged to define what services they may be able to offer the community in order to

enhance emergency communications. The steps above should bolster the social networks,

help cultivate both the formal and informal safety network, and promote safe living situations

for elderly people and families.

Town of Denning Comprehensive Plan

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4.0 ACTION PLAN: PROPOSED FIVE TO TEN YEAR

SCHEDULE FOR PLAN IMPLEMENTATION

Plan development is the first step in a longer process. The power of a plan rests in its

implementation. By involving the community in the development of this Plan, it is hoped that

its members will work together toward achieving the vision and goals outlined herein.

4.1 Organizing for Action

An important part of plan implementation is coordinating with regional elected officials and

public administrators outside of the community to gain programmatic support and financial

assistance. The Ulster County Department of Planning, in particular, would be a necessary

partner in implementing the Plan. Similarly, non-profit organizations and businesses should be

engaged in an attempt to build collaboration and partnerships that will effectively form

programs and steps that can advance community development – the Frost Valley YMCA and

the Catskill Watershed Corporation are key partners in that arena.

Although the Town is ultimately responsible for implementing the Plan, cooperation by

citizens, land owners, business owners, and others will help shape the future of Denning. The

Town should encourage community participation at all stages of the subsequent planning

process, including them as partners on certain projects and programs. In Tables 1 – 3, which

collectively form the overall Action Plan, specific steps to act on the Plan are listed and

prioritized. In each case responsibilities are assigned. Some actions have multiple steps to

achieve the strategy.

4.2 Implementation Matrices

The Plan provides guidance and recommendations to help maintain the desired community

character, address needs and opportunities. There are approximately 50 main actions that are

identified in the ‘Recommended Strategies’. Potential funding and technical assistance sources

are identified to help achieve each action. The Action Plan is intended as a practical guide for

implementing the Plan over roughly the next ten years. The following Tables (or matrices) are

meant to serve as a reference and a starting point for the effort ahead, and should be amended

and revised as a working tool throughout the next several years. In the following tables:

• Proposed Actions/ Strategy -- lists the actions necessary to achieve the Plan vision

and its goals (a ‘key’ is provided below identifying the acronyms and abbreviations used

in Table 1).

• Project Lead -- is the elected or appointed body that is suggested to take principal

responsibility for initiating a particular Plan strategy or action.

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• Supporting Groups/ Agencies are the various entities identified that support the

project lead.

• Resources -- Possible sources of support, such as technical expertise or financial

assistance are also identified in most instances.

• Priority – presents suggestions about the actions that may be advanced earlier or later

within the specific subset contained in a particular table.

Basically, Table 1 provides actions that are recommended as the building block first steps or

higher priorities. The time frame for Table 1 is one to two years. Table 1 includes a suggested

public process to update the Town’s zoning consistent with the main zoning and land use

regulation upgrades recommended in the Plan. As this Plan is a program, or a guide, for the

long-range community development, there would be a unique public process, including

hearings, to consider various local code proposals and officially adopt these new laws or

regulations. Table 2 presents secondary objectives, including actions that build on the

precursor actions set up during the first two years. Table 3, likewise contains more

complicated objectives, as well as planning strategies that may have less solid support.

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KEY: Acronyms & Abbreviations Used in the Action Plan Matrix: Tables 1 - 3

Ag & Markets = NYS Dept. of Agriculture & Markets

CCCD = Catskill Center for Conservation and Development

CCE = Cornell Cooperative Extension

Chambers = Local/regional Chambers of Commerce

CWC = Catskill Watershed Corporation

DEC = New York State Department of Environmental Conservation

DEP = New York City Department of Environmental Protection

Foundation = non-profits organized to aid research/ education on set topics

FVYMCA = Frost Valley YMCA

GOSC = Governors Office for Small Cities (NYS)

HRVG = Hudson River Valley Greenway

LTAP = Local Technical Assistance Program grant of CWC

NA = Not Applicable

NFIP = National Flood Insurance Program

NY DOS = New York Department of State

WQPIG = Water Quality Planning Implementation grant awarded in 2006

NYAG = New York Attorney General's Office

NYC DEP = New York City Department of Environmental Protection

NYDEC = New York State Department of Environmental Conservation

NYOSC = New York State Office of the State Comptroller

NYOFT = New York State Office for Technology (under the Executive branch)

NYS = New York State

NY SEMO = New York State Emergency Management Office

NYS EPA = New York State Environmental Protection Act Parks Program grants

NYSERDA = New York State Energy Research Development Authority

NYS GML = New York State General Municipal Law

NYS Qualities Community = New York State Quality Communities Grant program

NYS TL = New York State Town Law

OPRHP = Office of Parks Recreation Historic Preservation (NYS)

RCAP = RCAP Solutions (a regional non-profit, formerly RHI, Inc.)

RUPCO = Rural Ulster Preservation Company (regional private, non-profit housing organization)

Sherriff = Office of the Sheriff Ulster County

SC = Sullivan County

School Dist. = Tri-Valley Central School District

TA = Technical Assistance

ToN = Town of Neversink

Town Bd. = Denning Town Board

UC = Ulster County

UCDC = Ulster County Development Corp & Industrial Development Authority

UCEM = Ulster County Emergency Communications / Emergency Management Dept.

UCEMC = Ulster County Environmental Management Council

UC Health = UC Health Dept.

UC Planning = UC Planning Board &/or UC Planning Dept.

USDA = U.S. Department of Agriculture/ Rural Development Agency programs

Utilities = local telephone and electric utilities

VFDs = Volunteer Fire Departments (Including Claryville Fire District & Neversink Fire Co.)

WAC = Watershed Agricultural Council

Town of Denning Comprehensive Plan

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Table 1 -- Action Plan Matrix: Recommended Early Stage Actions

Item Proposed Action / Strategy

Project

Lead

Supporting Groups/Agencies

Resources

(

Funding or Technical Assistance)

Priority

Join Hudson River Valley Greenway

Town Bd.

NA -- ACTION IMPLEMENTED

Promote Reuse of Blue Hill Lodge

Town Bd. Planning Bd.; FVYMCA

NA -- ACTION ACHIEVED

3.1.4

Define density based on the incidence of constraints

Planning Bd. Town Bd.; County Planning NYSDOS WQPIG

3.4.4

Modify Logging Law

Town Bd.

Highway Superintendent; Planning Bd.;

Building Inspector; Town Clerk WAC and CCE technical assistance

3.5.1

Consider a Right to Forest & Farm Law

Town Bd. TA requests: WAC; CCE

3.7.3

Bolster Emergency Management Plans & Hazard

Communications

VFDs

Town Bd.; UCEM; SC; ToN; Phone &

Cable Cos; Sherriff; NYS; Utilities

NYSEMO Local Emergency

Operations Planning Prog.; Pre-

Disaster Mitigation Prog.; NY OFT:

Statewide Wireless Network

3.1.1

ID & Define Key Environ. Resources – Catalog special

features, natural resources to promote protection

CAC

Town Bd.; UCEMC; Hudsonia; FVYMCA;

County Planning; CCCD;

NYS DEC Hudson River Estuary

grant; UCEMC; County Planning; an

interested Foundation

3.1.1

Consider establishing a local Conservation Advisory

Council (GML 239-x)

Town Bd. UCEMC; FVYMCA; Planning Bd.

UCEMC; Hudsonia; Hudson River

Estuary Grant; possibly Foundation

financial assistance

3.1.2

Institute Viewshed Overlay Zoning

Planning Bd. Town Bd. NYSDOS WQPIG

3.3.1

Establish Low Density Zoning

Planning Bd.

Town Bd.; UC Planning Board; possible

also UCEMC if need supporting data NYDOS WQPIG

3.3.2

Promote Land Use Coordination on Estates

Town Bd. FVYMCA; Planning Bd FVYMCA

3.3.3

Clarify/Refine Use Sched., Standards, Site Plan Process

Planning Bd. Town Bd.; UC Planning Bd. NYDOS WQPIG

3.3.4

Clarify the Subdivision Plan Review Process & Standards

Planning Bd. Town Bd.; UCPB; Highway Superintendent NYDOS WQPIG

3.1.3

Achieve Open Space Design (AKA conservation design)

Planning Bd.

Town Bd.; Co. Planning; Highway Super;

CAC; CCCD; (also plan with non-profits,

Open Space Instit., Nature Conservancy).

NYDOS WQPIG

3.4.2

Seek external funds/ tech assistance for detailed study of

road performance

Highway

Super.

Town Bd.; Planning Bd.; UC DPW; UC

Planning; DOT

NY Quality Communities Grant;

Maybe NYDOT Regional Office

3.4.3

Adopt Driveway & Common Driveway Standards

Highway

Super

Town Bd.; Planning Bd.; UC DPW; UC

Planning

NYDOS WQPIG

3.3.4

Clarify zoning & subdivision regs. Re minimum frontage

requirements and road improvement standards

Planning Bd.

Town Bd.; Highway Super.; VFD Chief; UC

Planning NYDOS WQPIG

3.4.5

Clarify Road Construction Policies/Standards

Planning Bd.

Town Bd.; Highway Super.; VFDs Chief;

UC Planning

NYDOS WQPIG

3.5.4

Promote high performance public building and

incentivize these buildings in the private sector

Planning Bd.

Town Bd.; School Bd.; FVYMCA;

NYSERDA

NYDOS WQPIG; NYSERDA;

USDOE

3.6.3

Reconfigure (Reduce) the Hamlet Zones and Provide

Basic Hamlet Design Guidelines & Illustrations

Planning Bd. Town Bd. NYDOS WQPIG

3.5.9

Adopt Land Use Management Standards for windmills,

photovoltaic, small hydro, small cogeneration

Planning Bd. Town Board; NYSERDA NYDOS WQPIG

Town of Denning Comprehensive Plan

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Table 2 -- Action Plan Matrix: Recommended Mid-Term Actions

Item Proposed Action / Strategy

Project

Lead Supporting Groups/Agencies

Resources

(Funding or Technical Assistance)

Priority

3.5.11

Promote Predicable/Reasonable Revenue Streams

from Non-Profits & State Lands

Town Bd. NYAG; NYOSC; Planning Bd.

NY DOS WQPIG; CWC LTAP; Quality

Communities; GOSC Strategic Planning grant

3.2.2

Formulate a Hazard Mitigation Plan

Town Bd.

Planning Bd; VFDs; UCEM; SC; Sheriff;

NY SEMO

NY Hazard Mitigation Grant Program; Flood

Mitigation Assistance Program (FMA) grants

3.2.1

Provide outreach & information on the ways to

promote community housing

Town Bd. Planning Board; UC Planning County Planning

3.4.1

Develop a Capital Improvement Plan

Town Bd.

Highway Superintendent; Planning Bd.;

VFD, School Super.; School Bd., Other

Towns in the School District; Library

GOSC Strategic Planning Grant

TA, like: NYDOS; Office of State

Comptroller, Div. of Local Gov. Services

3.5.14

Inventory the Business & Worker Base

Town Bd. UCDC; CCE; Ag & Markets

GOSC Strategic Planning grants. Request

technical assistance, such as from Marist

College Bureau of Economic Research

3.5.2

Evaluate agricultural opportunities in Denning,

feasibility of small-scale agriculture

CAC

Town Bd.; FVYMCA; UC Coop.

Extension; UC Planning

Grow New York programs (See NYS Dept. of

Agriculture & Markets)

3.5.5

Promote Better Phone Service -- outreach to utilities

for telecomm & cable service, high speed internet

Town Bd.

FVYMCA; Empire State Development;

Utilities; Regional Chambers of Commerce

USDA; NYSERDA; Monitor NYS 'Universal

Broadband Initiative

3.5.8

Partner with FVYMCA in Economic Development

Programming

Town Bd. FVYMCA

GOSC Strategic Planning grants; USDA

programs.

3.5.9

Explore Distributed Generation Potential - examine

feasibility, financing, provide public outreach and

plan for compatible installations

Town Bd. NYSERDA

NYSERDA TA, grants, loans; USDA;

foundations; carbon offset programs

investments

3.5.10

Consider an 'Official Map' developed sequentially

over 3 - 7 yrs

Town Bd.

Highway Superintendent; Planning Bd.;

UC Highways and Bridges Dept.

NYS EPA grant; GOSC Strategic Planning

grants; LTAP; Quality Communities; US Land

& Water Conservation Fund.

3.7.2

Enhance Public Communications – Develop

protocols for electronic posting of public records

Town Bd.

Town Clerk, Planning Bd.; Neversink

Library; possibly also School District

NYS Archives Grant

3.5.2

Encourage Community Supported

Agriculture/organize a cooperative

Interested

Residents FVYMCA; CAC; WAC

CWC; Foundations; CCE; CCCD; NYSA&M,

UC Purchase of Development Rights; WAC

3.6.3

Promote Education on the History of Frost Valley

FVYMCA

Planning Bd.; OPHRP; Red Hill Fire

Tower Group; CCCD

OPRHP technical assistance; Foundation

(financial assistance)

3.2.1

Monitor local and regional housing market

conditions

Planning

Bd.

County Planning; Town Board; Building

Inspector GOSC Strategic Planning grant

3.1.5

Institute floodplain development zoning

Building

Inspector

Planning Bd; Town Bd.; NYC DEP, UC

Planning; UCEMC NYC DEP, NFIP; LTAP

3.7.1

Promote Community/Communication with Event

Town Bd.

Regional Bank; local community orgs or

non-profits NA

3.2.1

Aid the repair/rehabilitation of housing for moderate

income homeowners, older persons, renters

Town Bd.

County Planning; Planning Board; Building

Inspector; NYS DHCR; RUPCO; RCAP;

local contractors

DHCR Housing Grants and loans; USDA

grants and loans; local banks

Town of Denning Comprehensive Plan

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Table 3 -- Action Plan Matrix: Recommendations For Later Stage Actions

Item Proposed Action / Strategy

Project

Lead

Supporting Groups/Agencies

Resources

(Funding or Technical Assistance)

Priority

3.2.2.

Apply for hazard mitigation grants

Highway

Superint. Town Board; VFDs; UCEM; NYSEMO

NYSEMO Flood Mitigation Assistance

Program (Flood Mitigation Assistance,

Repetitive Flood Claims, Severe Repetitive

Loss); Pre-Disaster Mitigation Program

3.5.7

Publicize the FVYMCA's Research and Resource

Protection Programs

Town Bd. FVYMCA; CAC (if established) NA

3.5.13

Aid establishment of a local consumer 'buying club

Interested

Residents Town Bd. NA

3.4.2

Institute pavement management system/ consider

using software, local purchase or with adjacent

towns, for a pavement management program

Highway

Superint.

Town Bd.; Planning Bd.; UC DPW; UC

Planning; DOT; ToN

Quality Communities grant; Water Quality

Improvement Project grant; NYS Clean

Water/Clean Air Bond Act (nonpoint)

3.4.2

Choose between dirt roads or pavement on roads

Town Bd.

Planning Bd.; Highway Super.; UC DPW;

UC Planning

3.2.1

Ensure Suitable Options for Future Housing

Planning

Bd. Town Bd.; County Planning; FVYMCA

DHCR; LTAP; Quality Communities; GOSC

Strategic Planning grant

3.5.6

Explore feasibility, methods of organizing a

Furniture Crafting Guild/Cooperative

Town Bd. CWC; UCDA

CWC resources: Natural Resource-Based

Industry Grant; Regional Economic

Development Initiative; Job Creation &

Retention Grant Prog. Greenway Grant prog;

GOSC Strategic Planning grant

3.5.11

Advocate for State Property Tax Reform - draft &

pass a resolution in support of this objective

Town Bd.

Other Elected Officials, adjacent

municipalities (esp. the Town of

Rochester)

3.2.1

Consider Hamlet additions: Denning, Ladleton and a

small, contained Hamlet in Central Frost Valley

Town Bd. Planning Bd.; UC Planning LTAP; Quality Communities grant

3.5.3

Explore a small passive park, multi-purpose ballfield

in Town; possibly small playground in Claryville

Town Bd. OPRHP: Environmental Protection Fund

3.1.6

Develop a Local Stream Management Plan

Planning

Bd.

NYC DEP, Highway Superintendent;

Planning Bd.; DEC; UCEMC

NYC DEP, Water Quality Improvement Proj.

Grants, NYS Clean Water/ Clean Air Bond

Act (resources for nonpoint source abatement)

3.1.8

Provide long-range monitoring of lot-based septic &

water systems

Building

Inspector

NYC DEP; UC Health Dep.; Town Bd.;

Planning Bd.

NYCDEP

3.5.3

Restore Denning participation Neversink Recreation

Comm. to promote healthy lifestyles for children

Town Bd. ToN; School Dist.

3.5.7

Water Bottling Co./Cooperative - encourage small-

scale industry based on a sustainable yield;

possibly with profits directed to tax relief

Town Bd. UCDA; CWC

Greenway Grant; USDA; GOSC Strategic

Planning grants

Town of Denning Comprehensive Plan

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In order to guide implementation of Denning’s Comprehensive Plan, it is suggested that a

Comprehensive Plan Implementation Committee be established to oversee progress following up

on the recommendations within the Plan. In an era of many issues and competing demands, it is

important for the various actors in the Town administration to work together on a wide range of

issues to communicate, determine shared objectives, and identify how different actions can be

coordinated to advance the goals of the Plan.

4.3 Keep the Dust Off This Plan

A Plan implementation process should involve periodic reviews and updates, as well as the

identification of alternatives if any recommendations prove to be unattainable. Key players include

the Town Supervisor and the Town Board, most Town departments, various Boards,

Commissions and Committees, the interested public, land owners, non-profits, and partners at the

regional level. Plan realization will require effort and cooperation among many parties -- lead

implementation entities are encouraged to identify broad sources of support. This Plan should

serve as a reference and as a starting point for the planning effort ahead, and it should be amended

and revised as a working tool throughout the next several years.