Village of Lake Linden Strategic Plan
Table of Contents
3– Introduction
5– What is a Strategic Plan
6– Reasons to Think About the Future
7– The Planning Process
9– History of Lake Linden
11– The Strategic Plan
13– Specific Objectives
17– Postface
Maps and Table
2– Lake Linden ant the Region
4 – Lake Linden Street Map
8 – Table of Civil Populations from 1880 – 2000
16 – Map of Lake Linden Recreation Area
18 – Map of Historic Designation Area of Village
19 – Administrative Structure of the Village
20 – Maps of the Lake Linden DDA Area (est. 2006)
(page numbers refer to the document as it was originally printed & bound)
Introduction
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. It was concluded early on that the Plan should be based on a community vision for addressing concerns and opportunities. 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:
Jim Aittama Steve Pummill (co-chair)
Ed Fisher (co-chair) Chad Johnson
Allan Hoffman Ellen Campbell
Mark Fromoder Linda Fontaine
Jim Frendewey Jeana Schwacka
Brett Hamlin Ernie Kuusistu
Glenn Schuldt Vicki Englund
Bob Poirier, Village Clerk
Jill Dumonthier, Village Treasurer
Stephanie Atwood, Architectural/Industrial Historian
In initiating 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 region. That strategy was again followed in this 2008 Strategic Plan.
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 survey results together with the insights expressed by the planning group gave rise to the Strategic Plan herein expressed.
What is a Strategic 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 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 Strategic Plan also helps a community decide what “should not” be done, as well as what goals/actions “should” be promoted. A Strategic Plan helps a community decide what kind of Community it wants in the future? The vision and goals of the Strategic 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 hoped that the Strategic Plan outlined in this report encompasses the vision of 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.
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.
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 Street 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.
Strategic Plan for the Village of Lake Linden
The Village of Lake Linden has a strong sense of community, which developed from its rich copper mining and milling history and strong French-Canadian heritage. Residents enjoy the qualities of a small-town lifestyle while having local access to many of the daily necessities, such as a grocery store, pharmacy, hardware store and other personal and family services. The recent addition of medical services has been realized with both Portage Health Systems and Keweenaw Memorial Medical Center establishing clinics in the Village. Lake Linden’s utilities have been recently improved through a new domestic well-based water system that also serves as part of the fire protection system in the Village and surrounding township. Also underway are plans for significant improvement in sewer services in these areas. However, there are concerns expressed that the cost for these new services has exceeded public expectations.
At the core of the Village is the extensive public park system that begins adjacent to the grounds of the Houghton County Historical Society before 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 the 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 local 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 Strategic Plan draws on these observations to outline a “pathway” forward for the community. This pathway
- is aimed at expanding businesses and enhancing jobs,
- enhances the social fabric of the community,
- promotes opportunities for young people, and
- enhances the visibility and attractiveness of the rich history of the Village and its residents.
A strong Strategic 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 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 Association are six areas of focus for the Strategic Goals of the Village for 2008.
(1) Village Zoning – Many community members feel that new zoning ordinances and enhanced enforcement are needed to maintain the current quality of life and to guide future growth. This will be a priority in the Strategic Plan of 2008. The process will include codification of existing ordinances, prioritization of needed new ordinances, and development and implementation of needed new ordinances to guide the development and growth of the Village..
(2) The Village Park System – Targeted improvements to the park system will be a priority in the Strategic Plan. The park system of the Village includes the marina, beach, campground, recreation facilities, Torch Lake, and the sands. This area will be a priority for improvements and expansion. These combined facilities are extensively used by residents and young people and are also resources with which the Village attracts visitors to the community.
(3) Maintenance of Existing Businesses and Attraction of New Businesses to the Village – Existing businesses add substantively to the quality of life for Village residents, provide jobs for residents, including young people, and enhance the social fabric of the community by satisfying important needs locally. The Strategic Plan will give this goal high priority, including a strong emphasis on bringing new businesses and light industry into the Lake Linden region, thereby enhancing local jobs and services. This is a goal that can be attained by working closely with existing businesses, and by addressing specific issues important to revitalize underutilized and/or vacant business space. Marketing or businesses assistance programs may be an important avenue to explore.
(4) Continued Improvements to the Utilities and Public Services Available – The Village will continue to focus on improvements to utilities and public services. Expanding the fire protection capability of the Village, improving sewer and garbage services, repairing sidewalks, streets, and lighting systems in the Village will be a priority in the Strategic Plan. Ways to reduce costs and enhance services will be key areas of interest. Recycling will be included as a way of moving unwanted materials and trash out of the Village while minimizing the impact on the environment. Part of this goal will be the development and sale of properties owned by the Village for residential and business use. This effort is also aimed at expanding the tax base and spreading the costs associated with utilities over a larger number of residents. The Village has the capacity to grow with good marketing and careful investment in expanded utilities.
(5) 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 Strategic Plan will focus on looking for new ways and enhancing 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.
(6) 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 Strategic Plan will include a focus on promoting the history of the Village by pursuing a Historic District Listing on the National Register for portions of the Village. At the time of writing, the nomination for this listing has been compiled and submitted to Michigan’s State Historic Preservation Office and is awaiting consideration. This designation will enhance and expand business opportunities, promote tourism to the Village, and stimulate community pride in the residents of Lake Linden.
Lake Linden Village Strategic Goals for the Future -
Some Specific Village Objectives
Goal 1: Develop a comprehensive set of Village zoning ordinances that guide and promote the growth of the Village into the next decades.
o Review, update and consolidate current Village ordinances. Review all existing Village ordinances, eliminate unnecessary language, and consolidate amendments into a final ordinance form. Prepare all final ordinances into a form accessible over the Village website.
o In conjunction with the Village Council and the DDA, develop new ordinances where necessary. Take advantage of ordinances successfully implemented in other communities by abstracting and modifying existing ordinances to the circumstances existing in Lake Linden. Prepare all new ordinances into a form accessible over the Village website.
o In conjunction with the Lake Linden Police Department, and other appropriate law enforcement organizations, develop new strategies and actively enforce existing ordinances for the maintenance of a high quality of life for Village residents.
o Connected to expanded zoning ordinances, is a desire to annex portions of the township that border on Village boundaries, have access to Village services, but are officially not within Village limits. Annexation of small areas into the Village would simplify services, reduce utility costs for citizens brought into the Village, and increase the Village tax base.
Goal 2: Continued development and improvement of the Village Recreational Park, which includes the marina, beach, campground, the “sands” recreation area, and Torch Lake itself.
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. Expand dockage available and work toward adding marine fuel availability as well as pump out capability for larger boats. Implement picnic areas in the marina area including bar-be-que facilities and tables.
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 Improve the 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” for bicycle use and walking/skiing with handicapped access. Investigate lighting for evening/night use.
o Work with local townships, Schoolcraft and Torch Lake, to better market the assets of Torch Lake and the Village of Lake Linden.
Goal 3: Expansion, restoration, and rejuvenation of businesses in the Village, particularly in the DDA area.
o Using the leadership of the DDA, develop and implement comprehensive programs aimed at attracting new businesses into the Village, enhancing existing businesses, and providing resources for expanding successful businesses. These programs should provide comprehensive matching funds and grant funds for improving the business environment of the Village.
o Develop a façade improvement program to provide matching funds for businesses and residences along Calumet St. with particular emphasis on historical accuracy, where possible.
o Ensure that all improvements are tailored for open handicapped access for all residents and visitors to ensure full and satisfying service to everyone.
Goal 4: Continued review and improvement in the utilities and utility infrastructure provided to residents.
o Play a key role in ensuring that cell phone service is available and reasonably prices for Village residents. Help establish tower facilities that enable phone and internet service and ensure that this service is adequately maintained for resident use.
o Establish a Recycling Center in the Village that might include local townships and other residences. Coordinate with other units of government to ensure broad access and cost effectiveness.
o Develop plans for providing utilities to the remaining parts of Sibilski I acres and to Sibilski II properties. This should include concerns for street paving as well as water, sewer, electricity, gas, phone, as well as other facilities. Work with grant and lending agencies to develop optimum strategies for further development.
o Develop plans for a Village-wide wireless Internet system. As the Village has now entered the 21st century, it is imperative that we address the key opportunities available to us during these early decades of the 21st century. Wireless use is growing and should be a key part of growth plans into the future.
o Complete the Village fire protection system using the Village domestic water supply and extend services where possible to local township areas.
o Work with local municipalities to develop utility delivery strategies that take advantage of Lake Linden’s supply capability and local water and fire protection needs.
o Investigate purchase/construction of a new Fire Station in the Village.
o Promote sidewalk/curb replacement and repair throughout the Village.
Goal 5: Improve activities and opportunities for young people in the Village and within the Village park system.
o Investigate the establishment of a “Teen Center” in the Village. A physical location in which young people can enjoy each other, enjoy music and movies, and have access to light foods and drinks. This, in an environment that would ensure safety and security for all in attendance.
o Develop expanded cultural events in the Park which would be of particular interest to young people.
o Investigate expanded use of the “sands” recreation area for summer and winter sports.
o Improve tennis courts, basketball court and volleyball facilities in the Park with particular emphasis on serving the needs of young people.
Goal 6: Drawing on the unique heritage of the Village, pursue Historic Designation for Lake Linden and use this designation in aggressively marketing the Village for residents, businesses, and tourists.
o Follow through on the application for National Historic Designation already submitted by S. Atwood on behalf of the Village.
o Once authorized, follow through with active marketing of the Historical Designation, including signage, walking tours, and marketing materials for residents, and tourists.
Postface
Two documents have contributed substantially to the development of this Strategic Plan. 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 were taken from the earlier plan. This 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
Secondly, the development of this current 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 Strategic 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 Strategic Plan.
For questions on any of the issues outlined herein, on the Strategic Plan of the Village please contact the Village Clerk or the Village President.
Lake Linden DDA Boundary
[Posted on the website of the Village of Lake Linden]