A RECREATION PLAN FOR

THE VILLAGE OF LAKE LINDEN

 

 

 

 

 

 

 

 

 

APRIL 2009

 

 

 

 

 

 

LAKE LINDEN VILLAGE COUNCIL

&

LAKE LINDEN DOWNTOWN DEVELOPMENT AUTHORITY
Introduction and Preface

 

In early 2008, the Lake Linden Village Council and the Downtown Development Association agreed to jointly develop a Strategic Plan that would guide growth and enhancement of the Village and its environs.    Imbedded in this Strategic Plan would be detailed plans for improving and expanding the recreational facilities of the Village.   It was concluded early on that the Strategic Plan and Recreation Plan should be based on a community vision for addressing concerns and opportunities and that both plans should be in concert as to vision and priorities.   The Strategic Plan was completed in mid-2008 and approved by both the Village Council and the DDA.   Herein, those elements of the Strategic Plan that impact the recreational facilities and activities of the Village are detailed, and expanded.  The core planning group for this effort was the Council membership and the DDA Board.   A list of those involved in the planning group are given below:

 

Ed Fisher (co-chair)                                        Steve Pummill (co-chair)

Jim Aittama                                                     Chad Johnson

Allan Hoffman                                                Ellen Campbell

Mark Fromoder                                               Linda Fontaine

Jim Frendewey                                                Bob Young

Brett Hamlin                                                   Ernie Kuusistu

Glenn Schuldt                                                             Vicki Englund

 

Bob Poirier, Village Clerk

Jill Dumonthier, Village Treasurer

 

 

In presenting this planning effort, considerable help was received from the Strategic Planning initiative of 1992.    That year, a broadly based community group was brought together to develop a roadmap into the future.   The first steps in their process involved developing and implementing a “community survey” to generate broad-based input on important issues facing the Village and the region.   That strategy was again followed in this Recreation Plan (2010-2015).  

 

In March 2008, a Community Survey was developed and mailed to over 500 residents in and around the Village of Lake Linden.   In addition to this, a second Community Survey was modified to focus specifically on young people in the Village.    The response to both surveys was most encouraging, receiving nearly 50% response rate.    The input from the results of the surveys together with the insights expressed by the planning group gave rise to the Recreation Plan herein expressed.  

 

 

 

 


What is a Strategic Plan – Recreation Plan?

 

A Strategic Plan is a document used to guide community and economic actions for the future.   It evaluates strengths, threats, limitations, and opportunities for the community.   As a result of this evaluation, a series of realistic goals are developed.   To achieve these goals, strategies are designed to meet available opportunities and finances.    The Strategic Plan, therefore, becomes a “working document” rather than a collection of long-term benchmarks.   A significant part of the Strategic Plan specifically involves improvements and expansion to the recreational facilities of the Village and forms the basis for the Recreation Plan herein described.

 

The Village of Lake Linden is blessed with a significant, publicly-owned, park system of over 300 acres.    The park system runs along the eastern border of the village, and includes over 3 miles of water frontage on Torch Lake.   This park configuration has led to public facilities that emphasize lake access; such as a campground adjacent to the swimming beach for large and small RVs and campers and a rustic setting just above the regular campground for tents and mobile campers.    Also, and as expanded in the last two years, to the Lake Linden Marina wherein eight docks are available for summer mooring, a launch ramp for boats, and ample parking for cars, trailers, and visitors.    The ideas included in this Recreation Plan outline the community vision for the future.  

 

A Strategic Plan helps a community realistically plan for the future.   The goals of a Strategic Plan are carefully formulated and the strategies for reaching these goals are defined so as to take advantage of opportunities, and to focus community support through a shared vision for the future.   A well formulated Strategic Plan should touch all aspects of a community yet provide a sense of priorities which reflects the needs of the community.

 

A Recreation Plan specifically helps a community decide what “should not” be done, as well as what goals/actions “should” be promoted.    A well formulated Recreation Plan helps a community decide what kind of community it wants in the future?   The vision and goals of the Recreation Plan show where the community hopes to be in the future, as a result of actions taken today.   Leadership to change is critical; as is a shared vision of what is important and what is of lesser importance.    It is clear that the Recreation Plan outlined in this report is in agreement with the broader Strategic Plan of the Village.   It is the intent of the Recreation Plan outlined in this report to embody the vision of all local residents as we move into the future.   

 

Reasons to Think about the Future

 

As with the rest of the Copper Country, the Village of Lake Linden suffered an economic and cultural blow when the copper mining industry began to waiver before officially ending in 1968.  Lake Linden found itself without a raison d’être and the need to transform itself from a community reeling from industrial loss to one that could survive in the modern, service-based economy.

 

In the past four decades, the village has successfully been able to do just that.  Part of this is due to the village’s central location between the larger Calumet/Laurium and Houghton/Hancock areas.  During the mining era, Lake Linden’s proximity was unlike other mill towns, which were usually situated at far-flung locations along the Superior shoreline.  Nowadays, even though most major employers such as Michigan Technological University, Portage Health Systems, and Keweenaw Memorial Medical Center (now Aspirus Keweenaw) are located in the larger population centers, many residents of Lake Linden, due to its convenient location and amenities, are able to work in these areas while owning homes and living within the Village.  Many of these residents are lifelong ones, and others have returned to the area upon retirement.   Some residents and families are new to the area, while numerous families are multi-generational residents, making the preservation of the Village’s history an item of personal importance.

 

In order to maintain its population base, the Village must ensure a high quality of life.  This can partly be achieved through the maintenance and improvement of utilities and public space.  Lake Linden’s long history of a strong commercial center continues to this day and can be strengthened for years to come through programs that assist the local business owners and their patrons.

 

Since the early 1980’s, a movement has grown in the Copper Country to preserve aspects of its copper mining past.  This work has been successful and has brought about the preservation of many sites, buildings, and objects and facilitated the development of the Keweenaw National Historical Park, an NPS unit focused on the history of the local area.  The accomplishments of this movement will continue into the future, resulting in the strengthening of the local cultural tourism industry.  Lake Linden’s rich history is a key part of the Keweenaw’s industrial story.  Therefore, it is in the Village’s best interest to set historic preservation goals that are on par with the work being done by the larger population centers.

 

Recreational tourism that benefits from the area’s rich natural resources is also a key element of the local economy.  The abundance of lakes, wooded areas, and fresh air draws in many tourists and property buyers.  Torch Lake, which previously served Lake Linden’s industrial needs, can now serve its tourism needs.  Use of the beach, marina and campgrounds are already important to residents and tourists alike, and expansion of the resources can bring in revenue to the Village and local businesses. 

 

Through progressive thought based on past experience, the village can continue to thrive economically and strengthen its connection to its past while ensuring a successful future.

 

The Planning Process

 

Now, more than ever, it is critical to address the important issues of the present and the future through a well-documented and comprehensive planning process—a planning process that opens discussion to the entire community and develops a consensus on issues that are important to residents and business owners.  Both local and state economic resources are scarce, so financial investment in and commitment to new initiatives must be broadly supported.   It is in this environment that the Village is developing key needs and opportunities which will be addressed over the next five years and beyond.   Michigan as a state is undergoing phenomenal change as the once powerful manufacturing industries are being downsized or eliminated, resulting in major impacts on employment and resources.    New initiatives to address emerging opportunities are affecting many areas of the State, and should be evaluated for local regions.   Communication technologies that link remote areas like Lake Linden to nearly any region of the globe are available, yet they are only weakly supported in the local region at this time.   Web-based opportunities are providing a viable economic platform and will be more important to Lake Linden in the near future.  No longer do residents need to chase the economy in a geographic sense, as internet entrepreneurship allows them to remain local and keep their money in the area’s economy.  Residents can also use the internet to find out new information, investigate options for new purchases, and to communicate with families, local or afar.  Lake Linden is poised to join this adventure particularly as we look for opportunities for Village young people.    Central to this effort is the need to ensure that residents, and visitors, find their stay in Lake Linden enjoyable and personally profitable.

 

As with all opportunities, there are still local needs that must be addressed to maintain and grow the standard of living, to ease travel for a population that has older members, to maintain and grow utilities in cost effective ways, and to continue to recognize the heritage from which Lake Linden grew.    The Planning Committee hopes that this report outlines observations, addresses key issues, and provides a pathway into the future for all residents of Lake Linden and the local region.    In comparison to other local municipalities and communities, Lake Linden is particularly poised to grow into the future; a growth which favors young people and opportunities, a growth that draws on our natural environment, and with leadership that finds ways to bring the necessary resources into the region to accomplish the ideas outlined in this Recreation Plan.

 

 

History and Development of Lake Linden

 

The history and development of Lake Linden and the area around it has always been intrinsically linked to the presence of Torch Lake.  For centuries, groups of Ojibwa Indians made use of the lake’s fishing and trapping resources and took advantage of its value as a transportation route which allowed access into the center of the Keweenaw Peninsula.

 

In the mid-1860’s, the soon to be consolidated Calumet and Hecla Mining Companies recognized the significance of Torch Lake as a site for their stamp mills.  Its inland location, immense volume, connection to Portage Lake, and proximity to the already burgeoning community in Lake Linden made it an ideal location.   The mills were running by 1867 and drew workers to the area, who soon settled in the nearby village.

 

The geography of Torch Lake again played an important part in encouraging the development of an old growth lumber industry.  Joseph Grégoire, a French Canadian immigrant, settled in the local area in 1859 and set up a sawmill on the east shore of Torch Lake.  He designed the mill to meet the two largest lumber demands in the local area—lumber to shore up the underground mine shafts and for the construction of the first generation of residential and commercial buildings.  He soon became a major promoter for the immigration of his French Canadian brethren.

 

As work opportunities increased, so did the demands of the population.  Commercial, social, and religious needs formed a large niche which needed to be filled locally as travel to nearby Red Jacket was becoming much more inconvenient and increasingly unnecessary.  Lake Linden’s geographic location—separate from the larger population centers as well as on Torch Lake—created a mill town with a strong commercial base, an unprecedented phenomenon in the Copper Country.  The shipping capabilities of the lake transformed the Village into an important shipping center, both for C&H as it shipped out product and for the importation of goods which benefited local merchants. 

 

This created a fertile economic soil that enabled the development of many successful businesses, even during the Village’s early days.  An example of this is Joseph Bosch, a German immigrant who traveled the Midwest to be trained as a brewmaster before returning to Lake Linden to open the Torch Lake Brewery in 1874.  The company, which later became the Bosch Brewery, was soon the largest producer of beer in the Keweenaw and, by 1889, the largest in the Upper Peninsula as well.  The company survived Prohibition and continued successfully for decades after Bosch’s death in 1937.

 

The entire Village suffered a devastating blow in May 1887, when a major fire destroyed 40 acres of the young settlement, taking out much of the wood frame commercial and residential core.  In response to the loss, a fire code was established, requiring that buildings within a certain area be built of fire-resistant materials.  This resulted in the transformation of Calumet Stree t into a modern, elegant commercial district of brick and sandstone buildings with Italianate storefronts.  Numerous businesses set up in the downtown, including institutions not traditionally found in communities of Lake Linden’s size.  Architecturally impressive churches, schools, and public buildings put the Village on par with its larger counterparts.

 

At the turn of the 20th century,  many companies began to feel the economic pinch of the falling prices of copper combined with the increased cost of working underground.  Calumet & Hecla successfully countered this dilemma by the development and adoption of the reclamation and leaching processes.  The former was able to recycle and extract much of the remaining copper in the stamp sands—a by-product the company had considered waste and which had built up in the lake for almost half a century.  The leaching process utilized a chemical process which removed more copper from the rock than the traditional water-based gravitational method C&H had always used.  Therefore, while the smaller mining companies were forced into closure or were bought-out by larger conglomerates, C&H’s mill employees had job security, which, in turn, strengthened Lake Linden.

 

In the decades following the Depression and World War II, the copper mining industry in the Keweenaw would completely succumb to the economic forces that brought on its decline, and with the closure of C&H in 1968, the mill town of Lake Linden lost the major employer it had depended on for a century.  However, as is the case with other post-industrial communities, Lake Linden has survived by transforming itself from an industry-based economy to one that is service-based.

 

 

Recreation Plan for the Village of Lake Linden

 

Central to this Recreation Plan is the extensive public park system that begins adjacent to the grounds of the Houghton County Historical Society on the south edge of the village, extending north along Torch Lake and the marina, through the main park area to the beach and campground, and onto the sands area of Torch Lake.   Most residents are proud of this community amenity, and those living in and visiting Lake Linden have made good use of this nearly 300 acre green space.  Over the last decade, substantial remediation has taken place to cover and/or treat mining contamination left in and around the park as part of the Torch Lake  SuperFund activity.    The environmental legacy of the mining companies will be felt for many more decades, but continued monitoring and remediation efforts will ensure that the Village Park will remain open and safe for residents and visitors to use and enjoy.

 

This Recreation Plan draws on these general observations and the many good suggestions received from residents through the Community Survey, to outline a “pathway” forward for the community.  This pathway

 

A strong Recreation Plan builds on the strengths of the Village while addressing areas of weakness and need.   The Community Survey of 2008 has provided public input for this planning document.  The Planning Board is grateful to the residents who expressed their thoughts on Village services and voiced their ideas and concerns.   Over 500 surveys were sent out to residents and businesses in the Village with almost 50% returned with comments and suggestions.   Emerging from the survey results and in alignment with the Village Council and the Downtown Development Authority are three primary areas of focus for the Recreation goals of the Village for 2009 and beyond.

 

(1) The Village Park System – Targeted improvements and enhancements to the park system will be a top priority in this Recreation Plan.  The park system of the Village includes the marina, beach, campground, recreation and sports facilities, Torch Lake, and the sands.  This area will be a major priority for improvements and expansion.  These combined facilities are extensively used by residents and young people and are key resources with which the Village attracts visitors to the community.

 

(2) A New Focus on the Needs of Young People within the Village - The Community Survey demonstrated that there is a growing concern that more opportunities for both recreation and for local jobs be developed for young people in the Village.  The Recreation Plan will focus on looking for new ways to enhance existing facilities so that young people have a stronger positive experience in and around the Village.   This priority will be addressed in conjunction with both community leaders and young people so as to develop ownership in new endeavors at each stage of development.

 

(3) Historical Designation for Lake Linden - The social fabric of the Village is drawn out of a rich mining history that began almost a century and a half ago.   First lumbering then milling and a strong entrepreneurial center led to a rich community where businesses flourished and the social environment was full in comparison to many mining communities in the Keweenaw Peninsula.   The Recreation Plan includes a focus on promoting the history of the Village by pursuing a Historic District Listing on the National Register for major portions of the Village.   At the time of writing, the nomination for this listing has been approved by the Michigan State Historic Preservation Office and has been sent to Washington D.C. for final approval.  This designation, once received, will enable enhancement and expansion of business opportunities, promoting tourism to the Village, and stimulating community pride by the residents of Lake Linden. 

 

“Recreation” is a broad term which relates differently to everyone.   For youth it might suggest sports or competition, for people of middle ages it might mean boating or fishing as part of sports activity.  For more senior members of the community, recreation might mean a brisk walk around the park, or shoreline.   It also might mean a stroll through the Village’s historic district in which buildings are identified by both their historic character but also their current role in Village life.   Historic designation for the Village provides opportunities to highlight the unique character of Lake Linden, for enjoyment, for relaxation, and for recreation.

 

The three goals above form the basis for the Recreation Plan of the Village.    In close coincidence with this plan will be the ability of the Village to successfully identify the necessary resources to turn ideas into reality.    In some cases, these financial opportunities will shift priorities from one area to a second.    This is viewed by the Village Council and the Downtown Development Authority as the means to move forward by taking advantage of funding opportunities from outside sources which then enables the more modest Village sources to be focused on projects and needs where external funds are meager, or nonexistent.    Details of the Recreation Plan are provided in the following pages.  


Lake Linden Village Recreation Plan

Specific Village Goals for the Future

 

Goal 1:            Continued development and improvement of the Village Recreational Park, which includes the marina, beach, campground, the “sands” recreation area, and the Torch Lake fishing and boating area.

Marina

o   Implement new signage on M-26 and new instructional signage in the marina area.   Also implement improved restroom facilities including showers in the marina area for overnight docking.    Expand dockage available and work toward adding marine fuel availability as well as pump out capability for larger vessels.    Implement picnic areas in the marina including bar-be-que facilities and tables.

o   Complete the two handicapped-accessed fishing peers at the north end of the marina.    Pilings are already in place so decking and dock framework need to be completed consistent with handicapped access.   In addition, the boardwalk from the parking area to the peers need to be upgraded for convenient handicapped access.

o   Implement boating/fishing events during the summer season to highlight the marina area.  Suggestions might include a boat show, a sailing regotta, fishing events, a swimming and running marathon might be planned.

Campground  

o   Upgrade the electrical service and add cable television in the public campground.    Expand the number of sites available in both the rustic campground and beach campground.   Monitor and maintain the beach area for safe swimming of residents and campground visitors.

o   Investigate the costs of adding sewer service to the campground sites.

o   Add rustic cabins in the rustic campground area above the regular campground.   These cabins might have power but not general utilities but would be available for rent as part of the camping alternatives.   The cabins would not be expected to be used for winter activities.

Teen Center Facility

o   Develop a comprehensive facility for young people in the park system, which might include a covered hockey arena (used as a covered basketball court, volleyball court, etc. in summer).    In conjunction with the arena concept would be a building large enough to feature learning and studying areas, and have other areas available for computer gaming, web study, relaxation and food snacks,  music, as well as for movies and lecture learning experiences, for example.    The Teen Center would be located on village property in the park system in close proximity to other recreation facilities presently available.

o   Use the Teen Center facility as a “community” learning center for both young people and older community residents.  

General Park Improvements

o   Improve the outside basketball courts and install a beach volleyball court for residents and visitor use.   Provide balls and equipment for both basketball and volleyball by checkout from either the campground host or the Village Hall.

o   Investigate upgrading the “roadway” around the sands recreation area for bicycle use and walking/skiing with handicapped access.    Investigate lighting for evening/night use.    Consider use of the upgraded roadway for cross country skiing in winter.   Provide additional covered resting benches with tables for family stops around the roadway.

o   Plan additional activities for the park area; to include music concerts, rummage sales, maple syrup festival, game days, sporting events, etc.   Have these events actively advertized and targeted at all genders and age groups.

o   Work with local townships, Schoolcraft, Torch Lake and Osceola, to better market the assets of Torch Lake and the Village of Lake Linden.

o   Continue to investigate funding opportunities for the 18 hole championship golf course designed for the sands recreation area of the park.    Attract a full-service hotel to the apex of the course overlooking Torch Lake and the golf course.

Historical Designation for the Village

o   The application for National Historic Designation of a significant area of the Village has already been approved by the Michigan State Historical Society and has been forwarded on to the Federal government for final approval.   Once authorized, follow through with active marketing of the Historical Designation, including signage, walking tours, and marketing materials for residents, and tourists. This is a unique opportunity to publicize the recognition that the Village of Lake Linden has materially contributed to the cultural and historical qualities of early America.          

Postface

Three documents have contributed substantially to the development of this Recreation Plan (2010-2015).    The first document is the Strategic Plan developed in the early 1990s and issued in November 1992.    The 1992 plan entitled “Preparing to Enter the 21st Century” was carefully and thoughtfully prepared.   Many of the avenues used in this current plan and in the new Strategic Plan were taken from the earlier plan.   The new Strategic Plan extends some of the conclusions reached in the early 1990s.    For those who would like to review the earlier plan, it is available in the Village office, as is the current Strategic Plan for the Village.

Lastly, the development of this current Recreation Plan and the subsequent Strategic Plan took advantage of recent research and insights prepared by Stephanie Atwood as part of her Master of Science thesis entitled “At the Head of Torch Lake: Lake Linden’s Past, Present, and Future as the Copper Country’s Largest Mill Town”, Michigan Technological University, 2007.   This extensive work documents the history of Lake Linden, and the region, and details the materials necessary for National Historic Designation of the Village.   For those who would like to read this thesis, it is available from the Village office.

 

 

Village of Lake Linden

401 Calumet St.

Lake Linden,  Michigan  49945

906 296 9911

 

The Administrative Structure of the Village

 

The Village of Lake Linden is administrated by an elected Village President and by six elected Council members.   The President is elected every two years at the General Election in November, the Council members are elected for four year terms with three Council members elected every two years.   In case of a resignation, the Council can appoint a replacement member.   The replacement member serves either to complete the term of the resigned member or until the next general election when the replacement member must be elected to continue on the Council.

 

The Village operates with a Clerk and Treasurer appointed by the Village Council.  Depending on Village finances, the Clerk is normally a full-time position while the Treasurer is currently a part-time position.   Both positions report to the Village President and the Council.

 

The Downtown Development Authority (DDA) was established by Council resolution in  1989 for a 30 year period to focus attention on the businesses and residences along the main street of the Village, Calumet St.   Several changes to the area included within the DDA have been made over the years from 1989 with the latest area being approved by resolution of the Village Council in 2006.   The area included within the DDA area generally extends from First St. to Tenth St. along Calumet St.   The DDA is governed by a nine member appointed Board of Directors.   Appointment is made by the Village Council upon recommendation of the DDA Board.   Officers of the DDA Board are determined by the Board upon approval of the Council.

 

The financial resources of the Village are managed by the President with oversight by the Executive Committee of the Council.   These resources are generated by Village tax revenues, State revenue sharing, and by revenues generated by providing utility, street, garbage, and recreation services to the community.   The DDA has a separate budget derived by Tax Increment Funding (TIF) from tax revenue generated within the DDA area.   Both the Village and DDA operate under an annually approved budget.   Expenditures for projects outside the approved budget are reviewed and approved by the Executive Committee of the Council with support from the Village President.

 

Many of the Projects outlined in the Recreation Plan will involve expenditures that exceed the capacity of either the Village or the DDA.   Additional funds, where required, are derived from Local, State and Federal sources through specific Grants, and in some cases, Loans.  Both the Council members and the DDA Board aggressively seek these external resources to augment Village funds on specific projects.   Priorities for Projects can be affected by the availability of external funds although all approved Projects will fall within the scope of the Recreation Plan.

 

For questions on any of the issues outlined herein, on the Recreation Plan or the Village Strategic Plan, please contact the Village Clerk or the Village President.