Lake Linden Village Strategic/Recreation Plan
Village of Lake Linden
Strategic/Recreation Plan (2014 - 2019)
A Five Year Plan for the Maintenance, Improvement and Growth of the Village of Lake Linden
March 2014
Introduction
Since 1992, the Village of Lake Linden has been guided by a community-based vision for the future. In 2008 and again in 2012, the Lake Linden Village Council and the Downtown Development Association have revised and expanded the Strategic and Recreation Plan to guide growth and enhancement of the Village and its environment. This current Plan (2014-2019) is again based on a broad community vision for addressing concerns and opportunities. The core planning group for this effort has been the Village Council and the DDA Board. A list of those involved in the current planning effort are given below:
Village Council (2014) Downtown Development Authority (2014)
Ed Fisher (President and co-chair) Steve Pummill (co-chair)
Jim Frendewey Chad Johnson
Allan Hoffman Ellen Campbell
Glenn Schuldt Linda Fontaine
Bill Heide Ed Fisher
David Tobias Ernie Kuusisto
Ric Leivdal
Vicki Englund
Bonnie Loukus
Bob Poirier, Village Clerk
Jill DuMonthier, Village Treasurer
In developing this community-based plan, considerable help was received from previous Strategic Planning initiatives. Initially in 1992 and 2008, and most recently beginning in 2013. Last year and moving into 2014, a broadly based community group was brought together to review previous plans and to develop a new roadmap into the future. As in previous planning discussions, a “community survey” was developed and distributed to all village residents to generate broad-based input on important issues facing the village. That strategy and the efforts of previous plans has led to this new village Strategic and Recreation Plan for the period 2014-2019.
The current Plan was drafted in January 2014 to incorporate new directions developed over the previous periods. This new Strategic and Recreation Plan was formally presented at a public meeting on 17 April, 2014, was reviewed and approved by the Village Council at their 17 April, 2014 meeting and by the DDA Board at their 1 May, 2014 meeting. This new Plan is published on the village website at "www.lakelinden.net" and is available in hard copy from the Village Offices at 401 Calumet St.
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 and desires 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 for 2014 - 2019 outlined in this report encompasses the broad 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 major industrial loss to one that could survive in the modern, service-based economy.
In the past five 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 Aspirus Keweenaw Medical Center are located in the larger population centers, many residents of Lake Linden, due to its convenient location and amenities, are able to work in those 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 from elsewhere. 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 significance.
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. Some of these goals have already been accomplished by the 2009 designation of the Lake Linden National Historic District, which includes much of the downtown area of the village.
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, now serves 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/Recreation 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, restaurants, hardware store and other personal and family services. The recent addition of medical services has been realized with both Portage Health Systems and Aspirus Keweenaw Medical Center establishing clinics in the Village. Lake Linden’s utilities have been 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 areas. Also underway are plans for significant improvement in sewer and drainage systems in the village. However, there are concerns that the cost for these new services has exceeded public expectations. Although the Village is on the constant search for grant funds for utility, roadway and sidewalk improvements, the fact is that all of these improvements cost major funds so what the village does and how it can be funded is always a major part of discussions and decisions.
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 the shoreline of Torch Lake and the marina, through the main park area to the beach and campground, and onto the sands area of Torch Lake. Residents are proud of this large community area; those living in and visiting Lake Linden have made good use of this 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, particularly young people, to use and enjoy.
This Strategic Plan draws on these observations to outline a “pathway” forward for the community. This pathway
· Village Ordinances and Zoning – Many community members feel that new or clarified ordinances and enhanced enforcement are needed to maintain the current quality of life and to guide future growth. This was a priority in the Strategic Plan of 2008 and will continue to be important to this newly drafted Strategic Plan. The process will include completion of the codification of existing ordinances and development and implementation of new ordinances to guide the development and growth of the Village. All ordinances that have been reviewed and codified are available on the Village website. The Village Council continues to work with the Village Police Department to ensure that adequate notification and enforcement practices are in place to support all ordinances of the Village.
· The Village Park System – Targeted improvements to the park system will continue to be a major priority in this Strategic Plan. Environmental oversight of the park and the Torch Lake system will also continue to be a leading priority. The park system of the Village includes the marina, the swimming beach, the public campground, recreation facilities on park property, Torch Lake, and the sands peninsula. These areas are a priority for improvements and expansion and are used extensively by residents and young people. They are critical elements with which the Village attracts residents and visitors to the community.
· Support for 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 continuing 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 will be addressed by working closely with existing businesses and by addressing specific issues important to revitalize underutilized and/or vacant business space. Marketing and business assistance programs will be an important avenue to explore. Many of these efforts will be carried out through the Lake Linden Downtown Development Authority. As has been demonstrated through recent successful grant programs, the Village and the DDA will continue to work with MSHDA for financial assistance in housing and apartment renovations and with MEDC for financial assistance in retail and business locations in the village.
· Continued Improvements to the Utilities and Public Services – The Village will continue to focus on improvements to utilities and public services. In addition, the Village will expand its search for external resources for rental and domestic home renovation and energy improvements. Expanding the fire protection capability of the Village, improving sewer and garbage services, and repairing sidewalks, streets, and lighting systems in the Village will be a continuing 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. Many properties in the Village are rental, and many of those are used by residents with modest income. State and federal programs specifically targeting these circumstances will be investigated to improve the living conditions for village residents. Part of this goal will be the development/renovation 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.
· A Continued Focus on the Needs of Young People within the Village - Past community surveys have demonstrated that there is a strong interest in developing more opportunities for both recreation and local jobs for young people in the Village. The 2014 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 the local school administration and through consultation and collaboration with student leadership on the President's Youth Council. The involvement of local youth will encourage ownership in new endeavors at each stage of development from conception to finding funding resources to implementation.
· Highlighting the Historical Character of Lake Linden - The social fabric of the Village is drawn out of a rich mining history that began over 150 years ago. First lumbering then milling and a strong business center on Torch Lake led to a rich community where businesses flourished and the social environment was full in comparison to many other mining communities in the Keweenaw Peninsula. The Strategic Plan will include a focus on promoting the history of the Village by building on the National Historic District designation received in 2009. This designation can enhance and expand business opportunities, promote tourism to the Village, and stimulate community pride by the residents of Lake Linden. The DDA and the Village leadership will work together to develop ways in which the Village can embrace its history and simultaneously develop avenues for visibility and growth for the Village and its residents.
Lake Linden Village Strategic Goals for the Future -
Some Specific Village Objectives
Goal #: Develop a comprehensive set of Village ordinances that guide and promote the growth of the Village into the next decades.
o Continue to review, update and consolidate existing Village ordinances. Continue to eliminate unnecessary language and consolidate amendments into a final approved ordinance form. Place all final ordinances onto the Village website, www.lakelinden. net.
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 these ordinances to the circumstances existing in Lake Linden. Following posting, public meeting and adoption, place all new ordinances onto the Village website.
o In conjunction with the Lake Linden Police Department, and other appropriate law enforcement organizations, develop new strategies to actively enforce Village ordinances toward maintenance of a high quality of life for Village residents.
o As part of zoning ordinances and working with local municipalities, continue to review opportunities to annex portions of the township that border on Village boundaries. Annexation of these areas would simplify services, reduce utility costs for citizens brought into the Village, and increase the Village tax base.
Goal #: Continued development and improvement of the Village Recreational Park, which includes the main park and gazebo, marina area, swimming beach, campground, “sands” recreation area, and Torch Lake.
o Continue, with high priority, the improvement and expansion of the Village campground. This should include improved electrical service, sewer facilities, WiFi for campground users, and expanded and improved sites.
o Continue the search for funds to build log cabins or "glamps" on the hill above the existing campsites. These premium sites will take advantage of the optimal view over Torch Lake and the marina and should be very attractive for short or long stays in the Village.
o Continue to look for funds to expand the restroom facilities with new shower rooms particularly serving the needs of handicapped adults and children.
o Search for funds to improve the docks and expand utilities for boats and boaters. Marina improvements should include restrooms with showers and sites for shoreside Bar-Be-Que use and picnics. Improvements should also include local fuel availability and local pump out facilities particularly for large boats.
o Continue to look for ways to enhance the enjoyment of the Village park system for all visitors and residents, of all ages. This should be an important theme for the Village Council into the future. A critically important issue for the long term success of the park system is a planned involvement in the environmental concerns of safe shoreline and park areas as well as safe water in which to fish, swim and boat.
o Investigate upgrading the roadway around the “sands” for bicycle use and walking/skiing with handicapped access. Investigate lighting for evening/night use in both winter and summer.
o Work with local townships to better market the assets of Torch Lake and the Village of Lake Linden.
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.
Goal #: 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 Publicize the Façade Improvement and Grant Fund programs which provide matching funds for businesses and residences within the DDA area 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.
o Continue to work with MSHDA and MEDC programs to bring state and federal funds to qualified projects within the Village.
o Existing businesses add substantially 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. This theme should underscore interest by the Council and the Board of the DDA.
Goal #: Continued review and improvement in the utilities and utility infrastructure provided to residents.
o Continue to develop plans for funding utilities to the remaining plots of Sibilski I acres and to Sibilski II properties. This effort should focus on sewer facilities as this is the most costly. Plans should include street paving, water, electricity, gas, phone, as well as other utilities and amenities. Continue to work with grant and lending agencies to develop optimum strategies for further development.
o Develop plans and funding for a Village-wide wireless internet system. Wireless use is growing and should be a key part of growth plans into the future.
o Continue to complete elements of the Village water and fire protection system using the existing domestic water supply and where possible extend services to local township areas.
o Work with MSHDA to develop state and federal programs for the renovation and energy use improvement of rental and single family properties[E1] [E2] [E3] in the Village. These programs should be particularly focused on lower income families but should ultimately improve the environment for all residents.
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 resources.
o Promote sidewalk/curb replacement and repair throughout the Village.
Goal #: Improve activities and opportunities for young people in the Village and within the Village park system.
o Working with local school authorities, re-establish the Presidents Youth Council to ensure strong communication channels between the Village leadership and local students. The PYC should be an active mechanism for discussing and prioritizing ideas for improving the environment in the Village for young people.
o Develop expanded cultural events in the Park which would be of particular interest to young people.
o Continue to develop and improve use of the “sands” recreation area for summer and winter sports. Complete plans for the 18 hole disc golf course including appropriate signage, resting areas, wildlife habitat locations and course publicity.
o Improve the tennis courts, basketball court and volleyball facilities in the Park with particular emphasis on serving the needs of young people. Continue construction of new skateboard structures that meet the needs of a growing user group. Continue to develop plans for summer lake use by kayaks, canoes and mountain bikes for park and rental use.
Goal #: Drawing on the National Historic Designation of Lake Linden, actively market the Village for residents, businesses, and tourists.
o Promote Lake Linden's National Historic Designation through brochures, signage, walking tours, and expanded website for residents and tourists to enjoy. Promote the use of historic buildings for contemporary business and retail use and support development of second floor living areas for local use.
o The historical qualities of Lake Linden are pervasive and are associated with every project or activity; for renovations and improvements in which SHPO is involved to park improvements in which the DNR and MDEQ are involved. It is the spirit of the Village to continue to improve and highlight the history of Lake Linden together with federal and state oversight.
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Strategic/Recreation Plan (2014 - 2019)
A Five Year Plan for the Maintenance, Improvement and Growth of the Village of Lake Linden
March 2014
Introduction
Since 1992, the Village of Lake Linden has been guided by a community-based vision for the future. In 2008 and again in 2012, the Lake Linden Village Council and the Downtown Development Association have revised and expanded the Strategic and Recreation Plan to guide growth and enhancement of the Village and its environment. This current Plan (2014-2019) is again based on a broad community vision for addressing concerns and opportunities. The core planning group for this effort has been the Village Council and the DDA Board. A list of those involved in the current planning effort are given below:
Village Council (2014) Downtown Development Authority (2014)
Ed Fisher (President and co-chair) Steve Pummill (co-chair)
Jim Frendewey Chad Johnson
Allan Hoffman Ellen Campbell
Glenn Schuldt Linda Fontaine
Bill Heide Ed Fisher
David Tobias Ernie Kuusisto
Ric Leivdal
Vicki Englund
Bonnie Loukus
Bob Poirier, Village Clerk
Jill DuMonthier, Village Treasurer
In developing this community-based plan, considerable help was received from previous Strategic Planning initiatives. Initially in 1992 and 2008, and most recently beginning in 2013. Last year and moving into 2014, a broadly based community group was brought together to review previous plans and to develop a new roadmap into the future. As in previous planning discussions, a “community survey” was developed and distributed to all village residents to generate broad-based input on important issues facing the village. That strategy and the efforts of previous plans has led to this new village Strategic and Recreation Plan for the period 2014-2019.
The current Plan was drafted in January 2014 to incorporate new directions developed over the previous periods. This new Strategic and Recreation Plan was formally presented at a public meeting on 17 April, 2014, was reviewed and approved by the Village Council at their 17 April, 2014 meeting and by the DDA Board at their 1 May, 2014 meeting. This new Plan is published on the village website at "www.lakelinden.net" and is available in hard copy from the Village Offices at 401 Calumet St.
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 and desires 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 for 2014 - 2019 outlined in this report encompasses the broad 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 major industrial loss to one that could survive in the modern, service-based economy.
In the past five 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 Aspirus Keweenaw Medical Center are located in the larger population centers, many residents of Lake Linden, due to its convenient location and amenities, are able to work in those 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 from elsewhere. 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 significance.
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. Some of these goals have already been accomplished by the 2009 designation of the Lake Linden National Historic District, which includes much of the downtown area of the village.
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, now serves 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/Recreation 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, restaurants, hardware store and other personal and family services. The recent addition of medical services has been realized with both Portage Health Systems and Aspirus Keweenaw Medical Center establishing clinics in the Village. Lake Linden’s utilities have been 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 areas. Also underway are plans for significant improvement in sewer and drainage systems in the village. However, there are concerns that the cost for these new services has exceeded public expectations. Although the Village is on the constant search for grant funds for utility, roadway and sidewalk improvements, the fact is that all of these improvements cost major funds so what the village does and how it can be funded is always a major part of discussions and decisions.
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 the shoreline of Torch Lake and the marina, through the main park area to the beach and campground, and onto the sands area of Torch Lake. Residents are proud of this large community area; those living in and visiting Lake Linden have made good use of this 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, particularly young people, to use and enjoy.
This Strategic Plan draws on these observations to outline a “pathway” forward for the community. This pathway
- expands businesses and enhances jobs,
- expands and improves the social features of the park system,
- enhances the structural fabric of the community through better roads, sidewalks and improved utilities,
- works with the school system to promote recreation and learning opportunities for young people, and
- enhances the visibility and attractiveness of the rich history of the Village and its residents.
· Village Ordinances and Zoning – Many community members feel that new or clarified ordinances and enhanced enforcement are needed to maintain the current quality of life and to guide future growth. This was a priority in the Strategic Plan of 2008 and will continue to be important to this newly drafted Strategic Plan. The process will include completion of the codification of existing ordinances and development and implementation of new ordinances to guide the development and growth of the Village. All ordinances that have been reviewed and codified are available on the Village website. The Village Council continues to work with the Village Police Department to ensure that adequate notification and enforcement practices are in place to support all ordinances of the Village.
· The Village Park System – Targeted improvements to the park system will continue to be a major priority in this Strategic Plan. Environmental oversight of the park and the Torch Lake system will also continue to be a leading priority. The park system of the Village includes the marina, the swimming beach, the public campground, recreation facilities on park property, Torch Lake, and the sands peninsula. These areas are a priority for improvements and expansion and are used extensively by residents and young people. They are critical elements with which the Village attracts residents and visitors to the community.
· Support for 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 continuing 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 will be addressed by working closely with existing businesses and by addressing specific issues important to revitalize underutilized and/or vacant business space. Marketing and business assistance programs will be an important avenue to explore. Many of these efforts will be carried out through the Lake Linden Downtown Development Authority. As has been demonstrated through recent successful grant programs, the Village and the DDA will continue to work with MSHDA for financial assistance in housing and apartment renovations and with MEDC for financial assistance in retail and business locations in the village.
· Continued Improvements to the Utilities and Public Services – The Village will continue to focus on improvements to utilities and public services. In addition, the Village will expand its search for external resources for rental and domestic home renovation and energy improvements. Expanding the fire protection capability of the Village, improving sewer and garbage services, and repairing sidewalks, streets, and lighting systems in the Village will be a continuing 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. Many properties in the Village are rental, and many of those are used by residents with modest income. State and federal programs specifically targeting these circumstances will be investigated to improve the living conditions for village residents. Part of this goal will be the development/renovation 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.
· A Continued Focus on the Needs of Young People within the Village - Past community surveys have demonstrated that there is a strong interest in developing more opportunities for both recreation and local jobs for young people in the Village. The 2014 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 the local school administration and through consultation and collaboration with student leadership on the President's Youth Council. The involvement of local youth will encourage ownership in new endeavors at each stage of development from conception to finding funding resources to implementation.
· Highlighting the Historical Character of Lake Linden - The social fabric of the Village is drawn out of a rich mining history that began over 150 years ago. First lumbering then milling and a strong business center on Torch Lake led to a rich community where businesses flourished and the social environment was full in comparison to many other mining communities in the Keweenaw Peninsula. The Strategic Plan will include a focus on promoting the history of the Village by building on the National Historic District designation received in 2009. This designation can enhance and expand business opportunities, promote tourism to the Village, and stimulate community pride by the residents of Lake Linden. The DDA and the Village leadership will work together to develop ways in which the Village can embrace its history and simultaneously develop avenues for visibility and growth for the Village and its residents.
Lake Linden Village Strategic Goals for the Future -
Some Specific Village Objectives
Goal #: Develop a comprehensive set of Village ordinances that guide and promote the growth of the Village into the next decades.
o Continue to review, update and consolidate existing Village ordinances. Continue to eliminate unnecessary language and consolidate amendments into a final approved ordinance form. Place all final ordinances onto the Village website, www.lakelinden. net.
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 these ordinances to the circumstances existing in Lake Linden. Following posting, public meeting and adoption, place all new ordinances onto the Village website.
o In conjunction with the Lake Linden Police Department, and other appropriate law enforcement organizations, develop new strategies to actively enforce Village ordinances toward maintenance of a high quality of life for Village residents.
o As part of zoning ordinances and working with local municipalities, continue to review opportunities to annex portions of the township that border on Village boundaries. Annexation of these areas would simplify services, reduce utility costs for citizens brought into the Village, and increase the Village tax base.
Goal #: Continued development and improvement of the Village Recreational Park, which includes the main park and gazebo, marina area, swimming beach, campground, “sands” recreation area, and Torch Lake.
o Continue, with high priority, the improvement and expansion of the Village campground. This should include improved electrical service, sewer facilities, WiFi for campground users, and expanded and improved sites.
o Continue the search for funds to build log cabins or "glamps" on the hill above the existing campsites. These premium sites will take advantage of the optimal view over Torch Lake and the marina and should be very attractive for short or long stays in the Village.
o Continue to look for funds to expand the restroom facilities with new shower rooms particularly serving the needs of handicapped adults and children.
o Search for funds to improve the docks and expand utilities for boats and boaters. Marina improvements should include restrooms with showers and sites for shoreside Bar-Be-Que use and picnics. Improvements should also include local fuel availability and local pump out facilities particularly for large boats.
o Continue to look for ways to enhance the enjoyment of the Village park system for all visitors and residents, of all ages. This should be an important theme for the Village Council into the future. A critically important issue for the long term success of the park system is a planned involvement in the environmental concerns of safe shoreline and park areas as well as safe water in which to fish, swim and boat.
o Investigate upgrading the roadway around the “sands” for bicycle use and walking/skiing with handicapped access. Investigate lighting for evening/night use in both winter and summer.
o Work with local townships to better market the assets of Torch Lake and the Village of Lake Linden.
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.
Goal #: 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 Publicize the Façade Improvement and Grant Fund programs which provide matching funds for businesses and residences within the DDA area 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.
o Continue to work with MSHDA and MEDC programs to bring state and federal funds to qualified projects within the Village.
o Existing businesses add substantially 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. This theme should underscore interest by the Council and the Board of the DDA.
Goal #: Continued review and improvement in the utilities and utility infrastructure provided to residents.
o Continue to develop plans for funding utilities to the remaining plots of Sibilski I acres and to Sibilski II properties. This effort should focus on sewer facilities as this is the most costly. Plans should include street paving, water, electricity, gas, phone, as well as other utilities and amenities. Continue to work with grant and lending agencies to develop optimum strategies for further development.
o Develop plans and funding for a Village-wide wireless internet system. Wireless use is growing and should be a key part of growth plans into the future.
o Continue to complete elements of the Village water and fire protection system using the existing domestic water supply and where possible extend services to local township areas.
o Work with MSHDA to develop state and federal programs for the renovation and energy use improvement of rental and single family properties[E1] [E2] [E3] in the Village. These programs should be particularly focused on lower income families but should ultimately improve the environment for all residents.
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 resources.
o Promote sidewalk/curb replacement and repair throughout the Village.
Goal #: Improve activities and opportunities for young people in the Village and within the Village park system.
o Working with local school authorities, re-establish the Presidents Youth Council to ensure strong communication channels between the Village leadership and local students. The PYC should be an active mechanism for discussing and prioritizing ideas for improving the environment in the Village for young people.
o Develop expanded cultural events in the Park which would be of particular interest to young people.
o Continue to develop and improve use of the “sands” recreation area for summer and winter sports. Complete plans for the 18 hole disc golf course including appropriate signage, resting areas, wildlife habitat locations and course publicity.
o Improve the tennis courts, basketball court and volleyball facilities in the Park with particular emphasis on serving the needs of young people. Continue construction of new skateboard structures that meet the needs of a growing user group. Continue to develop plans for summer lake use by kayaks, canoes and mountain bikes for park and rental use.
Goal #: Drawing on the National Historic Designation of Lake Linden, actively market the Village for residents, businesses, and tourists.
o Promote Lake Linden's National Historic Designation through brochures, signage, walking tours, and expanded website for residents and tourists to enjoy. Promote the use of historic buildings for contemporary business and retail use and support development of second floor living areas for local use.
o The historical qualities of Lake Linden are pervasive and are associated with every project or activity; for renovations and improvements in which SHPO is involved to park improvements in which the DNR and MDEQ are involved. It is the spirit of the Village to continue to improve and highlight the history of Lake Linden together with federal and state oversight.
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