Village of L`Anse Master Plan

Transcription

2020 Vision
L’Anse Village Master Plan
2011
L’Anse Village Planning Commission
The Citizens of L’Anse
L’ANSE VILLAGE MASTER PLAN
ACKNOWLEDGEMENTS
VILLAGE COUNCIL MEMBERS
Christopher Miller
Jophn VanDusen
Jason VanStraten
Leann Davis
Cheryl Dingeldey, President
Ronald Ervast, President Pro Tem
James Hulkonen
PLANNING COMMISSION MEMBERS
Margaret Misner
Joanne Pennock
Deb Thomas
Lamont “Kip” Corp, President
Leann Davis
Lynn Ketola
David “Chip” LeClaire
MEETING ATTENDEES
Joe Augustine
Tracey Barrett
Bill Coffry
Kip Corp
Leann Davis
Sherry Danielson
Percie Lee Grandy
Scott Kemppainen
Lynn Ketola
Linda Kinnunen
Ann Koski
Steve Koski
Bob LaFave
Bob Larson
Chip LeClaire
Gordette Lutz
Sandra Lyhkainen
George Madison
Don Mankee
Mark Massicotte
Bill Menge
Tom Mili
With the assistance of U.P. Engineers & Architects, Inc.
Kelly Drake and Matt Bergeon, Planners
Rik Moilanen
Gregg Nominelli
Ray Pasquali
JoAnn Pennock
Susan Rasch
Jim Saari
Polly Schaefer
John Tembreull
Janela Tesanovich
Deb Thomas
Scott Williams
CHAPTER 1: PLAN INTRODUCTION
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PURPOSE OF THE PLAN
THE PLANNING PROCESS
USE OF THE MASTER PLAN
NEXT STEPS
CONTENTS OF THE PLAN
EXECUTIVE SUMMARY
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CHAPTER 2: VILLAGE PROFILE
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GEOGRAPHIC CONTEXT
HISTORIC CONTEXT
POPULATION AND GENERAL DEMOGRAPHICS
POPULATION TRENDS
POPULATION CHANGE
POPULATION DENSITY
MEDIAN AGE
AGE DISTRIBUTION
SUPPORT RATIO
RACE
HOUSEHOLD TRENDS
BROAD POPULATION TRENDS
National Trends
State Trends
Regional Trends
EDUCATIONAL ATTAINMENT
INCOME
POPULATION SUMMARY AND IMPLICATIONS
EMPLOYMENT & INDUSTRY
EMPLOYMENT
LOCAL EMPLOYMENT DYNAMICS
INDUSTRY COMPOSITION
LOCATION QUOTIENT
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VILLAGE OF L’ANSE MASTER PLAN
MAJOR AREA EMPLOYERS
REGIONAL EMPLOYMENT OUTLOOK
Population Trends
Labor Force Trends
Industry Employment
Availability and Education
Occupations
REGIONAL OCCUPATIONAL OUTLOOK
TOURISM OUTLOOK
Statewide Tourism
County Tourism
EMPLOYMENT & INDUSTRY SUMMARY AND IMPLICATIONS
ECONOMIC DEVELOPMENT AND JOBS: POTENTIAL OPPORTUNITY
TOURISM
KNOWLEDGE ECONOMY
GREEN ECONOMY
BUILDING LOCAL COMMUNITY RESILIENCE
Local Food Production
Supporting the Local Economy with Strong Local Businesses
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CHAPTER 3: VILLAGE RESOURCES
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BUILT ENVIRONMENT RESOURCES
HISTORIC RESOURCES
HOUSING RESOURCES
Housing Statistics
Housing Financials
Housing Considerations
COMMERCIAL/INDUSTRIAL RESOURCES
Commercial Facilities
Industrial Facilities
Commercial and Industrial Resources Considerations
TRANSPORTATION RESOURCES
Roadway Network
Aviation
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Rail Service
Public Transit
Harbor Facilities
Non-Motorized Transportation
UTILITY INFRASTRUCTURE
Storm Water Management Systems
Public Water Supply
Private Wells
Sanitary Sewer System
Septic Systems
ECONOMIC DEVELOPMENT AND THE BUILT ENVIRONMENT: POTENTIAL OPPORTUNITIES
LOCAL ENERGY PRODUCTION/CONSERVATION
Wind Energy
Solar Energy
Energy Conservation and Efficiency
SUMMARY OF RECOMMENDATIONS: BUILT ENVIRONMENT
SOCIAL ENVIRONMENT RESOURCES
CULTURAL AND CIVIC RESOURCES
PUBLIC SERVICES RESOURCES
Public Safety
Medical Services
Educational Services
Telecommunication Services
Solid Waste Management
ECONOMIC DEVELOPMENT AND THE SOCIAL ENVIRONMENT: POTENTIAL OPPORTUNITIES
SUMMARY OF RECOMMENDATIONS: SOCIAL ENVIRONMENT
NATURAL ENVIRONMENTAL RESOURCES
NATURAL FEATURES
Overview
Climate
Watersheds
Coastal Areas
Wetlands
Forests
Fish & Wildlife
Soils
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SCENIC/RECREATIONAL RESOURCES
Scenic Amenities
Recreational Facilities
Revisiting Public Recreational Input
Scenic/Recreational Summary
ECONOMIC DEVELOPMENT AND THE NATURAL ENVIRONMENT: POTENTIAL OPPORTUNITIES
SUMMARY OF RECOMMENDATIONS: NATURAL ENVIRONMENT
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CHAPTER 4: COMMUNITY VISIONING
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THE PROCESS
PRELIMINARY PLANNING
Attitudinal Surveys
2000/2001 Baraga County Strategic Plan
2005 Village of L’Anse Property Owner Survey
Village of L’Anse Downtown Development Plan
MASTER PLAN PUBLIC INPUT
L’Anse Planning Commission Input
L’Anse Planning Commission Community Survey of 2007
Planning Commission Input October 9, 2008
Focus Group Meeting, November 6, 2008
Public Open House Meeting, December 1, 2008
Public Open House Survey Results, December 2008
SUMMARY OF VILLAGE CHALLENGES AND OPPORTUNITIES
COUNTY INPUT
VILLAGE INPUT
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CHAPTER 5: LAND USE PLANNING TRENDS AND CRITICAL DEVELOPMENT ISSUES
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LAND USE PLANNING CONCEPTS AND POLICY
NATIONAL
STATE
REGIONAL
REGIONAL LAND USE PATTERNS
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NEIGHBORING JURISDICTIONS
L’Anse Township
Keweenaw Bay Indian Community
FACTORS AFFECTING LAND USE
PUBLIC INTEREST
TRANSPORTATION
LAND OWNERSHIP
LAND VALUE
NATURAL ENVIRONMENT
ECONOMICS
VILLAGE OF L’ANSE CURRENT LAND USE AND DEVELOPMENT PATTERNS
EXISTING AND POTENTIAL LAND USE CONFLICTS
DEVELOPMENT AND REDEVELOPMENT OPPORTUNITIES
SUMMARY OF LAND USE CONSIDERATIONS
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CHAPTER 6: STRATEGIC PLAN
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VILLAGE VISION STATEMENT
FUTURE LAND USE PLAN
FUTURE LAND USE POLICY
Smart Growth Policy
Sustainable Development Policy
Environmental Protection Policy
FUTURE LAND USE DESCRIPTIONS
COMPARISON OF CURRENT AND FUTURE LAND USE
STAGING OF GROWTH
COLLABORATION: POTENTIAL PARTNERS FOR FUTURE DEVELOPMENT
GOALS AND OBJECTIVES FOR FUTURE DEVELOPMENT
GOAL #1: SMART GROWTH (SG)
GOAL #2: SUSTAINABLE DEVELOPMENT (SD)
ECONOMIC DEVELOPMENT PLAN
ECONOMIC DEVELOPMENT POLICY
COLLABORATION: POTENTIAL PARTNERS FOR ECONOMIC DEVELOPMENT
GOALS AND OBJECTIVES FOR ECONOMIC DEVELOPMENT
GOAL #3: ECONOMIC SUSTAINABILITY (ES)
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GOAL #4: SUSTAINABLE TOURISM (ST)
GOAL #5: TALENT DEVELOPMENT (TD)
GOAL #6: GREEN ECONOMY (GE)
GOAL #7: COMMUNITY RESILIENCE (CR)
RESOURCE ENHANCEMENT PLAN
RESOURCE ENHANCEMENT POLICY
Cultural & Historic Resources
Public Recreation Resources
Social Environment & Quality-of-Life
Public Services Resources
Public Facilities Resources
COLLABORATION: POTENTIAL PARTNERS FOR RESOURCE ENHANCEMENT
GOALS AND OBJECTIVES FOR RESOURCE ENHANCEMENT
GOAL #8: CULTURAL & HISTORIC RESOURCE ENHANCEMENT (CH)
GOAL #9: PUBLIC RECREATION & SCENIC RESOURCES ENHANCEMENT (PR)
GOAL #10: SOCIAL ENVIRONMENT & QUALITY-OF-LIFE ENHANCEMENT (SQ)
GOAL #11: PUBLIC SERVICES RESOURCE ENHANCEMENT (PS)
GOAL #12: PUBLIC FACILITIES RESOURCE ENHANCEMENT (PF)
INFRASTRUCTURE ENHANCEMENT PLAN
INFRASTRUCTURE ENHANCEMENT POLICY
Transportation Resources
COLLABORATION: POTENTIAL PARTNERS FOR INFRASTRUCTURE ENHANCEMENT
GOALS AND OBJECTIVES FOR INFRASTRUCTURE ENHANCEMENT
GOAL #13: TRANSPORTATION ENHANCEMENT (TE)
GOAL #14: UTILITY INFRASTRUCTURE ENHANCEMENT (UE)
ZONING PLAN
COMPARISON OF FUTURE LAND USES TO CURRENT ZONING DISTRICTS
NEW ZONING DISTRICT DESCRIPTIONS
PROPOSED SCHEDULE OF REGULATIONS
IMPLEMENTATION PLAN
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Chapter 1: Plan Introduction
Purpose of the Plan
Most people individually or collectively plan for their future, dealing
with issues from the simple and immediate (what to have for dinner
tonight) to the complex and long-term (how to manage money for their
retirement while paying for their child’s education). Corporations find it
essential to plan for efficient delivery of their product or service, taking
into account all the inputs, processes, constraints, and requirements to
achieve customer satisfaction.
A local unit of government engages in planning to assist in decisionmaking while anticipating and responding to change. This plan was
undertaken to help the citizens of the Village of L’Anse set priorities and
goals to achieve a sustainable future. The plan contains future land use
recommendations and an action plan for utilizing limited resources for
maximum potential. This plan serves as a guide for community and
regional coordination on future decisions about growth management,
economic development, land use regulation, and infrastructure spending.
This plan also lays a solid legal foundation for implementation tools such
as zoning.
The Michigan Planning Enabling Act states that the purpose of the
Figure 1-1: Plan context, understanding conditions
Master Plan is to guide and accomplish development that satisfies all of
and relationships
the following criteria:
1. Is coordinated, adjusted, harmonious, efficient, and economical
2. Considers the character of the planning jurisdiction and its suitability for particular uses, judged in terms of such factors as trends
in land and population development
3. Best promotes public health, safety, morals, order, convenience, prosperity, and general welfare
The Master Plan is also meant to promote or adequately provide for the following:
1. A system of transportation to lessen congestion on streets
2. Safety from fire and other dangers
3. Light and air
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4.
5.
6.
7.
8.
Healthful and convenient distribution of population
Good civic design and arrangement, and wise and efficient expenditure of public funds
Public utilities and improvements such as sewage disposal and water supply
Recreation
The use of resources in accordance with their character and adaptability
To this end, master plans address issues relating to land use and infrastructure projecting 20 years or more into the future. Land use
plans classify and allocate land for such uses as agriculture, residences, commerce, industry, recreation, public buildings, schools, and
natural resource utilization or conservation, etc. To do this, it is important to understand existing conditions and relationships between the
natural environment (soils, wetlands, topography, forests, waterways, open spaces), built environment (transportation infrastructure,
housing, waste and water supply systems, public utilities), and social environment (population, employment, activity centers, governance,
sources of wealth).
However, community planning is not simply a technical, academic process that turns data inputs into obvious recommendations. A
Master Plan is a living document that rests upon the foundation of community vision—what the people of a community envision for their
collective future. This master plan incorporates significant regional input which aided in the creation of appropriate goals and strategies
that are consistent with a regional identity. Today, as resources are thinly stretched, it is also important to look for beneficial collaborations
with neighboring communities, and adopt an attitude of support for initiatives that benefit the greater region as a whole, therefore
benefitting the Village in the process. This plan is created from a perspective of collaboration and cooperation with the municipalities that
surround the Village of L’Anse and the County as a whole.
Master Plans also establish a framework for zoning and other public policies which serve to enforce the community vision.
Community goals relating to growth, economic development, recreation, environment, education, historic preservation, and water resource
management provide criteria by which to evaluate recommendations. All viable communities meet some minimum level of public service
provision; however, the most desirable communities implement policies that are true to their collective vision and that convey a strong
sense of identity and pride of place, stimulating private investment through attention to a sustainable future.
The Planning Process
The Planning process began with some preliminary work performed by the L’Anse Village Planning Commission and Baraga County.
The 2000/2001 Baraga County Strategic Plan was based on a series of attitudinal surveys. The L’Anse Planning Commission also
organized a property owner survey, and updated the Village of L’Anse Downtown Development Plan.
In 2003, Baraga County completed the fourth in a series of attitudinal surveys intended to gather input from local residents. The first
survey in 1988 was a joint effort between the Baraga County Resource Council, Northern Michigan University, and Michigan State
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University, and utilized hundreds of volunteers. It was considered to be one of the most comprehensive community surveys ever done in
the State. These surveys were updated every five years, and then were used as a starting point around which to form focus groups for the
purpose of updating the Baraga County Strategic Plan. Summaries of these surveys are included in Chapter 4: Community Visioning.
The L’Anse Planning Commission met on March 19, 2007 to discuss the creation of a Master Plan for the Village. The L’Anse
Planning Commission completed a community survey in October of 2007 to gain community input. A total of 110 surveys were
completed. Results of these surveys are summarized in Chapter 4: Community Visioning.
U. P. Engineers & Architects met with the L’Anse Village Planning Commission to gain their input on October 9, 2008. A luncheon
Focus Group Meeting was held on November 6, 2008. Attendees represented various interests including the L’Anse area schools, Village
of L’Anse Tourism Association and Baraga County Convention and Visitors Bureau, L’Anse Planning Commission, Baraga County
Memorial Hospital and Bayside Village, County Board, Michigan Department of Natural Resources, local religious institutions, Keweenaw
Bay Indian Community economic development department, L’Anse Downtown Development Authority, Baraga County Community
Foundation, and Village management. Two high-school students also participated in the discussion. After individual introductions,
background was presented on the Master Plan process for L’Anse Village and L’Anse Township, though it was made clear that the focus of
this meeting was the larger Baraga/L’Anse area. The discussion provided focus and direction to the Master Plans for both municipalities.
Open house planning meeting for the Village and Township of L’Anse, December, 2008.
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Two surveys were distributed at this meeting, one to determine local talents
(potential area mentors and subject experts), and the other to stimulate discussion
for a regional SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).
Survey results and discussion notes from the meeting are summarized in Chapter 4,
providing valuable input into the plan.
Members of the public from the Village of L’Anse and L’Anse Township were
invited to imagine the future of L’Anse in an open house format held at the L’Anse
School Cafetorium on December 1, 2008. The open house included educational
displays from special interest groups such as Northern Options, area realtors, and
the L’Anse Warden Electric Company plant. Participants filled out surveys and
gave input through a group discussion. Topics of discussion included energy, rail
and port transportation, tourism, regional trails, area attractions and strengths,
recreation, marketing and promotion, identity creation, aesthetic enhancement,
needs of the aging and youth populations, education, and governmental
collaboration. A full summary is included in Chapter 4: Community Visioning.
Meanwhile, a community profile was prepared to assess current conditions and
trends and illustrate important concepts with graphs, tables, and maps. From the
information developed through this analysis and the community participation
sessions, draft goals and objectives were formulated and discussed in planning
commission work sessions. Consensus was obtained on future land use
alternatives, based on various considerations including soils, natural features, road
condition, availability of public services, and community vision. The draft plan was
then created and made available for public comment on a project website, and was
presented in a public forum. Changes were considered and incorporated, and the
final version of the Plan was approved by the Planning Commission on April 7,
2011.
This Plan is prepared under authority of the Michigan Planning Enabling Act,
L’Anse Village Hall on a crisp fall day.
P.A. 33 of 2008. It is not a regulatory document, but a policy plan which serves as
a foundation upon which the Village will adopt regulations to implement the
recommendations of the Plan. The Michigan Zoning Enabling Act, P.A. 110 of
2006, stipulates that the zoning ordinance shall be based upon a plan designed to promote the public health, safety, and general welfare; to
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encourage the use of lands in accordance with their character and adaptability; to limit the improper use of land; to conserve natural
resources and energy; to meet the needs of the state’s residents for food, fiber, and other natural resources, places of residence, recreation,
industry, trade, service, and other uses of land; to insure that uses of the land shall be situated in appropriate locations and relationships; to
avoid the overcrowding of population; to provide adequate light and air; to lessen congestion on the public roads and streets; to reduce
hazards to life and property; to facilitate adequate provision for a system of transportation, sewage disposal, safe and adequate water
supply, education, recreation, and other public requirements; and to conserve the expenditure of funds for public improvement and
services to conform with the most advantageous uses of land, resources, and properties. This plan provides the basis for zoning under the
Michigan Zoning Enabling Act.
The master plan is also the basis for subdivision regulations, local land use regulations, and the capital improvements plan. This helps
to ensure that these regulations are consistent with the community goals and policies expressed in the master plan.
The plan should also be consistent with other area plans. To this end, elements of the following documents have been incorporated
into this Master Plan:
 Baraga County Strategic Plan 2000/2001
 Fourth Baraga County Attitude Survey (Feb. 16, 2005)
 Village of L’Anse Downtown Development Plan
 New Page Forest Management Plan for the Village of L’Anse Pinery Lakes Properties
 Village of L’Anse/Township of L’Anse and L’Anse Area School Recreation Plan 2003
 Village of L’Anse/Township of L’Anse and L’Anse Area School Recreation Plan 2008 - 2012
 Baraga County Recreation Plan 2006 - 2010
Use of the Master Plan
The Village of L’Anse Master Plan will be utilized in the administration of the Village in the following ways:
1. Advisory Guidelines for Development: The visioning section of the master plan serves to document public interests and to declare
public intentions, allowing private sector landowners and developers to make decisions that are consistent with public goals.
2. Foundation for Implementation: The Master Plan provides a rational, foresighted, comprehensive, long-term oriented foundation
for zoning, rezoning requests, subdivision and land division regulations, special initiatives, and the capital improvement
program.
3. Coordinated Planning: Provides the mechanism by which to coordinate and communicate with neighboring jurisdictions based on
common conditions, goals, vision, and interests.
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Next Steps
Implementation of the plan is an ongoing process, requiring continuous monitoring of changing conditions and progress toward
achieving plan goals and strategies. At the very least, the plan shall be reviewed every 5 years after adoption, and the review findings shall
be recorded in the meeting minutes. In addition, after adoption of a Master Plan, the Planning Commission shall prepare a capital
improvements program of public structures and improvements that will be needed or desired and can be undertaken within the ensuing six
year period. These will be arranged in order of priority. See the Implementation Plan of Chapter 6 for more details.
Contents of the Plan
The Village of L’Anse Master Plan is organized into six chapters as follows:
 Chapter 1: Plan Introduction – Purpose, Process, Use of the Plan, Next Steps, Contents, and Executive Summary
 Chapter 2: Village Profile – Geographic Context, Historic Context, Population and General Demographics, Employment &
Industry, Economic Development & Jobs: Potential Opportunity (Tourism, Knowledge Economy, Green Economy, Building
Local Community Resilience)
 Chapter 3: Village Resources – Built Environment Resources (Historic, Housing, Commercial/Industrial, Transportation, and
Utilities Infrastructure), Economic Development & the Built Environment:
Potential Opportunities (Local Energy
Production/Conservation), Summary of Recommendations: Built Environment; Social Environment Resources (Cultural/Civic,
Public Services), Economic Development & the Social Environment: Potential Opportunities, Summary of Recommendations:
Social Environment; Natural Environmental Resources (Natural Features, Scenic/Recreational Resources), Economic
Development and the Natural Environment: Potential Opportunities, Summary of Recommendations: Natural Environment
 Chapter 4: Community Visioning – Process, Summary of Challenges and Opportunities
 Chapter 5: Land Use Planning Trends and Critical Development Issues – Land Use Planning Concepts and Policy, Regional Land
Use Patterns, Factors Affecting Land Use, Village of L’Anse Current Land Use and Development Patterns, Existing and Potential
Land Use Conflicts, Development and Redevelopment Opportunities, Summary of Land Use Considerations
 Chapter 6: Strategic Plan – Village Vision Statement, Future Land Use Plan, Economic Development Plan, Resource Enhancement
Plan, Infrastructure Enhancement Plan, Zoning Plan, Implementation Plan
Chapter 2 contains a current Village profile which begins with a brief look at L’Anse Village within the historic and regional context.
Any plan for the future of the Village must be based on trends within the larger geographic, economic, and policy region.
The plan must also be based on an understanding of existing conditions for the people in the community. Population analysis and
projections are basic plan elements that impact future land use decisions relating to growth or shrinkage of demand for new development,
community facilities, and services. The section on Population and General Demographics looks at historic population trends and projections for
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the County and various County municipalities. These statistics address total population as
well as age trends, which are relevant to specific housing and service needs. Overall
population concentration and the components of population change are explored as well as
household characteristics, race, educational attainment, and income.
The section on Employment and Industry explores the economic well-being of Village
residents compared with those of the region. Workforce development capacity is important
in relation to future industry and employment initiatives supported by land use frameworks.
Employment trends are analyzed through an understanding of the local labor market,
regional employment outlook, occupational concentrations, industrial base, and major
employers sustaining the area. The state of the tourism industry is presented. Opportunity
for employment growth in the Knowledge Economy and “Green” Economy is explored as
well. Factors relating to local resilience are introduced in relation to a sustainable community.
Downtown with view of Keweenaw Bay
Chapter 3 examines the condition and balance of Village Resources. This plan
incorporates an analysis of resources within the built environment, social environment, and
natural environment. It is important that the master plan anticipate future infrastructure
needs based on an analysis of the current inventory of assets in relationship to utilization of
the assets.
The Built Environment includes historic, housing, commercial, industrial, transportation,
and utility infrastructure. Economic development opportunity within the built environment
includes tourism, diverse housing development, aesthetic enhancement, transportation
enhancement, natural stormwater management, utility enhancement, and local energy
production and conservation. A summary of recommendations is provided for the built
environment.
Historic Infrastructure provides a base of pride and sense of continuity for communities.
Creative showcasing of historic infrastructure can stimulate the local economy and provide
authentic character for the attraction of new residents. Strategies for preserving and
enhancing the historic infrastructure are explored in relation to the land use plan and
implementation of community goals.
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Above: L’Anse Marina.
Below: Downtown waterfront business.
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Housing Infrastructure must be evaluated for consistency with the changing needs and
desires of various segments of the population. The careful provision of diverse housing types
is directly related to the achievement of population diversity. Area housing infrastructure was
largely created during the economic booms of years past, so an understanding of the
condition of housing units and demand for housing types must be understood in relation to
the current economy and demographic characteristics.
Commercial/Industrial Infrastructure is the economic framework of a community. These uses
must be in balance with environmental resources and should be located within a feasible
distance from a ready-supply of labor force housing. Sites especially suited for this kind of
infrastructure should be set aside for future development opportunities. The community
must carefully plan for the necessary public investment to support the commercial and
industrial base of the Village.
Transportation infrastructure serves as the artery for mobility and accessibility within and
beyond the community. It is also important to future economic development of the region.
The pattern of transportation routes in L’Anse Village today is largely a result of historic
growth and development. At the same time, this established network will help shape how and
where growth and development are likely to occur in the future. Communities are beginning
to look beyond the creation of more infrastructure oriented to the automobile by prioritizing
a pedestrian orientation and providing for alternative modes of transportation. This is an
important factor to consider as the aging population creates a need for alternative services,
and rising energy costs curb number and distance of trips.
The Village has engaged in long-range planning for efficient provision of Utilities
Infrastructure based on future demand and availability of funding. Land use decisions have a
direct impact on the cost of public service provision.
The Social Environment includes cultural and civic resources and public services resources.
Economic development opportunity within the social environment includes the potential for
area collaborations, building upon medical services, diversification of educational services,
expansion of communications services, and materials re-use strategies.
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Scenic view from L’Anse bluffs.
Above: Walkable community.
Below: Historic Courthouse
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Cultural/Civic Resources can enhance a community’s quality-of-life and generate confidence for the attraction of new businesses and
residents. Similarly, the level of public service provision impacts quality-of-life and location decisions. Detailed planning is needed to match
public investment to the needs of community residents and visitors, and to anticipate necessary replacement, rehabilitation, or
enhancement of facilities. These decisions depend on the level and density of population, expected growth, and existing capacity.
Natural Environmental Resources include Natural Features such as the climate, watersheds, coastal areas, wetlands, forests, fish and wildlife,
and soils. Because many of the Scenic and Recreational Resources are related to the natural environment, these resources are included in this
section. Economic development opportunity within the natural environment includes promoting winter tourism; creating ordinances to
protect sensitive environmental features, wildlife habitat, water quality, and scenic resources; and enhancing recreational opportunities.
Natural Features have always been of vital importance to the political, economic, and social environment of the Upper Peninsula.
Responsible stewardship of these vital resources today is necessary to ensure sustainability for the benefit of future generations. These
resources are both a limiting factor for development and a catalyst for development. Future development must be planned to preserve and
protect important natural resources while allowing appropriate access to these valuable amenities. Successful environmental management
strategies address not only specific features that need protection, but the gaps and opportunities for interconnection between these
features.
The section on Scenic/Recreational Resources is one of the most important in that it provides insight into a key economic generator
(tourism) and valuable public amenities for the Village. These resources contribute to healthy, active lifestyles and improved public welfare.
Chapter 4 presents a summary of all the Community Visioning exercises that contributed to the creation of the goals and strategies
in this Master Plan. The Village has done extensive work to incorporate this valuable input and to ensure that this plan is consistent with
the community vision and with that of surrounding municipalities. This chapter contains a summary of challenges and opportunities
according to public input received.
Chapter 5 summarizes Land Use Planning Trends and Critical Development Issues within the Village and in surrounding
jurisdictions within the region. It starts with a discussion of land use planning concepts and policy that influence Village land use planning.
Regional land use patterns are explored in relation to the Village, in particular, those of L’Anse Township and the Keweenaw Bay Indian
Community. Land use is influenced by a variety of factors including public interest, public investment in transportation and public facilities
infrastructure, land ownership, land value, the natural environment, and economics. These factors and their implications are explored in
relationship to current conditions, existing and potential land use conflicts, and development or redevelopment opportunities. This chapter
contains a summary of land use considerations for the future land use plan.
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Chapter 6 details the Strategic Plan for the Village, bringing the entire analysis together and detailing the policy, potential partners,
goals, objectives, and strategies for all topics of concern. The strategic plan includes the following elements:
 Village Vision Statement
 Future Land Use Plan (Future Land Use Policy, Future Land Use Descriptions, Comparison of Current and Future Land
Use, Staging of Growth, Partners, Goals and Objectives for Future Development, including Goals #1 Smart Growth and Goal
#2 Sustainable Development)
 Economic Development Plan (Economic Development Policy, Potential Partners, Goals and Objectives for Economic
Development including Goal #3 Economic Sustainability, Goal #4 Sustainable Tourism, Goal #5 Talent Development, Goal
#6 Green Economy, and Goal #7 Community Resilience)
 Resource Enhancement Plan (Resource Enhancement Policy, Potential Partners, Goals and Objectives for Resource
Enhancement including Goal #8 Cultural & Historic Resource Enhancement, Goal #9 Public Recreation & Scenic Resource
Enhancement, Goal #10 Social Environment & Quality-of-life Enhancement, Goal #11 Public Services Resource
Enhancement, and Goal #12 Public Facilities Resource Enhancement)
 Infrastructure Enhancement Plan (Infrastructure Enhancement Policy, Potential Partners, Goals and Objectives for
Infrastructure Enhancement including Goal #13 Transportation Enhancement, and Goal #14 Utility Enhancement)
 Zoning Plan (The zoning plan details proposed changes to the regulations and zoning districts that are consistent with the
future land use plan and the rest of the strategic plan, and addresses the requirements of P.A. 110 of 2006, the Michigan Zoning
Enabling Act. A general description of the intent and regulations for each district is presented along with a proposed future
zoning map. Zoning ordinance changes are essential to the successful implementation of this Master Plan.)
 Implementation Plan (Includes prioritization of objectives and important stakeholders)
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Executive Summary
The Village of L’Anse is a picturesque community that benefits from a “Superior” location on the shores of beautiful Keweenaw Bay
(Lake Superior). The Village offers a balance of amenities and opportunities. The traditional residential neighborhoods are within walking
distance of essential products and services and offer a safe, warm feeling of community. The historic Downtown is full of vibrant shops
and restaurants, and even a large grocery store and hardware store. The Downtown area also contains a marina, Waterfront Park, civic
organizations, waterfront pedestrian trails, and central government offices for the County, Village, and Township. The area school is
located close to the neighborhoods and just up the hill from the government facilities and Downtown. The Falls River, which flows
through the Village, provides secluded nature trails and fishing opportunities for Village residents. Downtown banks even have walkthrough service windows in addition to drive-thru service windows. All this creates a safe and welcoming environment for people who
value living near where they work and play and who don’t want to rely on automobile transportation. Residents do not have to drive to
survive in L’Anse.
There is rail service into the community and the potential for a deep water port. CertainTeed Corporation provides employment near
Downtown, and the Village has available space in business and industrial parks along the highway corridor. The L’Anse Warden Electric
plant provides leadership for a green economy cluster. There is opportunity for spectacular residential or mixed-use development with a
view of Keweenaw Bay adjacent to the Waterfront Park in Downtown. High quality medical and health services are available within the
community. L’Anse is only 30 minutes from the Houghton/Hancock area where Michigan Technological University offers quality
educational opportunities with a scientific, technical, and engineering focus. This provides a great opportunity for partnerships in
commercialization of new technologies. The Keweenaw Bay Ojibwa Community College in Baraga also offers a range of life-long learning
opportunities and Associates Degrees for community enrichment.
The surrounding area offers a variety of natural features for the enjoyment of outdoor enthusiasts. Second Sand Beach Park provides
beaches and picnic opportunities in a pine forest setting. Kayakers will be delighted exploring the shores of the unique landform that is
home to historic Pequaming while searching for shipwrecks. Boaters and fishermen, or even hydroplane pilots, can put in at the L’Anse
Marina and walk up to one of several restaurants or coffee shops for refreshments or get supplies at the local outfitter. There are crosscountry skiing, mountain biking, snowmobiling, hiking, and nature-watching opportunities in abundance. And the people of L’Anse are
friendly and welcoming. Once you fall in love with the area, you may never be able to leave. And why should you? Housing is affordable
and life is simple in L’Anse.
The key to a sustainable future in L’Anse starts with attracting and welcoming new residents, businesses, and industry. Quality
education is key to success in a transitioning economy. Educational efforts need to focus on creating skills that are relevant to future
opportunity. This educational infrastructure exists in a quality school system, a unique community college, and nearby world-class
institution. However, with decreasing State support, the community must take the future into its hands and continue to invest in
education to ensure that residents can transition and participate in a new global economy and can contribute to a resilient local economy.
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L’Anse provides high quality-of-life for companies that can utilize area natural resources or who depend on the internet for commercial
success. This fact may not be widely known or recognized, so the community must reach out and network with current or future
executives of these kinds of technology-dependent firms. Communities are often built through uniquely sustainable relationships, and
not by the ability to offer ubiquitous or homogenous financial incentives. In today’s competitive and mobile knowledge economy,
employees and executives value the quality of a place as an incentive in itself. L’Anse has high quality of place now, but can improve on
this through targeted strategies meant to build on current strengths. The following paragraphs address priority issues and solutions in more
detail with the goal of enhancing sustainability in L’Anse and the surrounding area.
To address population growth, it is important to recognize that population levels in the Upper Peninsula were historically impacted by
the cycles of economic prosperity or decline of major industries such as mining and timber production. A more diverse economy would
create greater sustainability in population and employment levels.
Additionally, L’Anse must address the aging of its population base. Rapid growth of the U.S. population age 65 and over will begin
in 2011, when the first of the baby-boomer generation reaches age 65, and will continue for many years. This trend has been particularly
pronounced in the rural areas of the Upper Peninsula. The aging of the population has impacts on social services, transportation, and
housing decisions.
The Village may experience a gradual increase in population as the aging seek to relocate from remote to more urbanized areas into
housing which is easier for them to manage. This presumes that affordable and accessible housing is available, along with services for the
aging (especially health care). The Village is an ideal location for retirees who value a scenic environment and high quality-of-life. Retirees
bring an opportunity for increased employment in the health and personal care industries. However, to balance the aging of the
population, the County (and Village) needs to focus on increasing the percentage of working population to support the non-working
population and ensure a viable economy.
In areas such as L’Anse where deaths have begun to outnumber births, migration is one way to spur growth. However, the Village,
along with most other rural areas, has some difficulty retaining and attracting residents (especially youth). If this trend continues, it may
contribute to the erosion of the tax base, necessitating further tax increases to continue service provision. As shrinking resources are
shifted to larger urban areas, rural areas such as L’Anse have difficulty in securing funding and investment. With the aging of the
population, less support is given to education of youth as more funding is shifted to services for the aging. This further limits the ability of
the area to attract young families. Additionally, an increase in median age does not send a positive signal to businesses that want to locate
near young talent.
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This trend is not unique to L’Anse. Michigan is falling behind more prosperous Midwest regions like Minneapolis and Chicago in
attracting, retaining, and concentrating young professional "knowledge workers" who demographers say are key to regional prosperity in
coming years. To change this trend, Michigan and its regions need to work to create places where mobile young talent wants to live.
Although The Upper Peninsula has not been as impacted by a general population exodus as the rest of the State which experienced
severe declines in the automotive industry, the Upper Peninsula is suffering from the net loss of school-age children which decreases state
aid to school districts and strains program improvements. Some say that Michigan’s greatest export is its children, as youth leave to find
more opportunity elsewhere. Many youth who grew up in the woods next to the shores of Lake Superior long to return should economic
opportunity in the Upper Peninsula improve. Improvement may depend on the conscious effort of communities to reengage and attract
this age group, nurture economic opportunity, improve incomes, reverse the rising unemployment trend, and diversify the economy. With
improved and targeted education, the growing labor force in the Baraga County area becomes a great resource for the future. L’Anse
must actively grow local entrepreneurs who already value the area quality-of-life and lifestyle. Michigan Tech provides a ready source of
the best and brightest if they can be enticed to stay in the area and pursue or create new opportunity. Life-long quality education is crucial
to creating an economy that is built on knowledge and utilization of technology. Vibrant urban areas with young professional social
networks support and attract young talent.
As previously discussed, population trends in the Upper Peninsula have often mirrored the rise and fall of the various natural resourcebased industries that served to attract investment and activity to the area. These industries have included fur trading, mineral extraction,
and timber harvesting. When these industries declined due to exhaustion of resources or change in demand, the area experienced
significant population decline and disinvestment. Like a phoenix waiting rebirth, Baraga County is poised to rise again, this time within the
framework of a more sustainable future. The area currently needs to reinvent itself as being less dependent on the harvesting of natural
resources to serve as commodity raw materials in favor of a more diverse local economy that utilizes natural resources to create greater
local wealth. Communities should find ways to harness renewable or carefully managed natural resources in value-added production
opportunities. For example, timber resources could be designed and constructed into energy efficient housing modules (ECHO units) and
distributed to serve the needs of aging population.
The internet has made it possible for local businesses to reach a global marketplace. Modern information technology and
transportation resources have extended market reach and make it possible to ship a product anywhere in the world in a matter of days
(hence our international food supply). However, caution is needed in pursuing long-term business opportunities that depend on low cost
energy and transportation resources. It is unlikely that our current non-renewable energy resources will continue to be a low cost
alternative as supplies tighten and competition increases. Businesses that export small products that are easy and inexpensive to ship may
be more sustainable in the remote regions of the Upper Peninsula should fuel costs become prohibitive in the future. To survive in a
global marketplace, businesses need to offer a unique product or service, or work from an innovative business model to create a niche.
This innovative capacity depends on having talented people with vision and a supportive business environment. It also depends on having
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high quality communities to attract these talented people. And it depends on having a high quality educational system to create and sustain
these talented people.
The Village should participate in regional efforts to attract talent from outside the area, and to retain the youth population. The
SmartZones at Michigan Tech serve as an incubator for innovation and technology and as a springboard for youth who can capitalize on
their education. The L’Anse area can build on these opportunities by supporting spin-off or complimentary businesses. Placing education
as a community priority will increase the ability of the L’Anse area to take advantage of a transitioned economy. The L’Anse area should
build on its quality school system by increasing the strength of the vocational training program and reaching out to a global student
network through appropriate on-line classes. A strong school system will also help to attract young professionals. All these strategies must
be supported by the latest in communications infrastructure and technology.
The green economy is also a hotbed of entrepreneurial activity and above average wages. L’Anse already has a foundation for green
jobs upon which it can build for the future, including a renewable energy production cluster and feedstock suppliers. These job
opportunities are driven by programs to finance energy retrofits and achieve advanced codes and standards and by replacement jobs for
retirees. Opportunities exist at all skill and educational levels, and much of the job training can be accomplished in local public schools,
on-the-job training, or special programs. The community should partner with the Keweenaw Bay Indian Community and Michigan Tech
to increase offerings of technical classes for green jobs. The L’Anse Warden Electric plant can provide local workforce experience and
mentoring opportunities in this field. Incumbent “green” jobs may include farmers, electricians, and power plant operators while new jobs
may include wind technicians, sustainability directors, and home energy raters. Middle skill jobs which may be elevated include
weatherization technicians, certified building operators, certified building analysts, and envelope specialists.
L’Anse should focus on growing export industries and businesses that draw wealth from outside the community (not just serve the
needs of the community). The L’Anse area is currently dominated by service industries and manufacturing, although manufacturing has
declined. The recently established Superior Suppliers Network works to forge new links to support and grow the existing manufacturing
base. Concentrated base industries currently include forestry and logging; machinery manufacturing; fabricated metal product
manufacturing; and heavy and civil engineering construction. Industries that are partially base industries (export as in tourism) and partly
secondary industries (local goods and services) include accommodation, food service and drinking places. L’Anse can focus on
encouraging growth in industries that currently have very low area concentration in comparison to other reference areas. This may keep
more wealth close to the community. Based on the aging population demographics and other data, nursing and residential care facilities
seem a prime opportunity. Because of the proximity to Michigan Tech and the high quality-of-life in the area, professional and technical
services may also be a prime opportunity.
The area needs to ramp up the preparation of replacement workers for retiring baby-boomers, based on projected area needs. The
Michigan Works Agency can help educators and workforce trainers to determine the gaps and training needs, and then community can
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look for ways to improve adult education opportunities, either through traditional or online methods. All individuals in the community
would benefit from increased utilization and knowledge of computer applications that can increase connections and learning capacity. The
area also needs to improve broadband and telecommunications capabilities to support educational and business opportunities.
Communities that have creative and talented people, modern information technology infrastructure, and the foresight to plan for the
new economy have greater wealth generation potential through technology-based economic development. The proximity of Michigan
Technological University gives a boost to this potential in Baraga County and the surrounding municipalities. This is particularly true since
Michigan Technological University has created a SmartZone in Houghton/Hancock, which is a technology center designated to promote
resource collaborations between universities, industry, research organizations, government, and other community institutions to create
technology-based business and jobs. This SmartZone will focus on injection-molded plastics, precision-machined surgical tools, precision
bearings, electronic manufacturing, and robotics.
When enterprises move into the commercialization phase (after being incubated in the SmartZone), jobs are created in communities
having the desired infrastructure, labor pool, amenities, quality-of-life and other factors that facilitate the location of high-skilled, high-wage
jobs in the knowledge economy. This is why it is important for L’Anse to focus on increasing the knowledge and skills of the workforce,
updating technology infrastructure, and improving public amenities within the population center. L’Anse can improve standing in the
knowledge economy by pursuing opportunities to create information and high technology jobs and management and professional jobs,
improve workforce education, create community venture capital groups, increase resident’s use of the internet, improve digital government
resources, enhance cable modem access, support export markets, and encourage innovation and entrepreneurial activity.
Planning for an increase in tourism should include consideration of the impact of rising fuel prices on travel. For greater sustainability,
the L’Anse area should create unique attractions to serve a regional tourism base focused on Michigan, Wisconsin, and Canadian residents.
Future possibilities include sport fishing, eco-tourism, agri-tourism, and cultural/historic tourism. The area provides great opportunity for
interpretation of past industries and the Ford history. Opportunities to improve mainstay tourism activities such as camping, hiking,
hunting, and mountain biking should be pursued. The Village may also be able to increase tourism by reaching out to appropriate
networks in southern states, and offering to provide a welcome relief from the southern heat and humidity.
L’Anse residents are benefitted by an abundance of recreational opportunities. But ongoing planning and regional collaboration is
needed to realize the most benefit from recreation expenditures by becoming a recreation destination. Because residents of the entire
area enjoy recreational facilities, collaborative efforts are appropriate and would ensure the most efficient use of fiscal resources. This is
also the only way that the area can hope to become a recreation destination – by collaborating and collectively marketing activities and
facilities. The Village can best utilize limited resources by creating recreation goals that complement economic and community
development goals, and carefully choosing strategies to increase facility utilization and decrease ongoing costs.
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The waterfront is recognized and valued as one of Village’s greatest assets for both residents and visitors. Because of the economic
development benefits relating to the waterfront and the important ties to Downtown L’Anse, this area merits priority attention and future
enhanced investment. Residents noted there was a need for greater utilization of the lakeshore and beaches.
The creation of a recreational trail network is of high priority interest for tourism development and enhanced quality-of-life for
residents. Of highest priority is trail development along the lakeshore, with the first phase consisting of a Baraga to L’Anse link and the
second from L’Anse to Pequaming. Other opportunities include Falls River hiking and Linden Creek nature/riparian buffer trails. There
is an opportunity to create interpretive gardens which would provide recreational opportunities but also help stabilize the slopes along
Linden Creek in the east central portion of the Village. The line of bluffs paralleling the lakeshore in the northwestern corner of the Village
would provide outstanding scenic and interpretive recreation opportunities. Opportunities for collaborative trail networks include crosscountry ski trails; scenic, interpretive, or fitness-oriented hiking trails along the rivers; snowmobile trails and trail amenities; a designated
ORV trail network; boardwalk along the bluffs; wildlife & birdwatching nature trails; mountain bike trails; and an auto-touring route linked
to natural and historic features.
Interpretive and wayfinding signs and maps are needed to enhance all recreational opportunities. There is a need to support youth
recreation and transportation programs to help single parents. Miscellaneous important recreational opportunities include an outdoor ice
rink and sledding hill, roller skating facility (or skate park or roller blade trails), and splash park (and/or a pool).
It is important to the Village of L’Anse to build local resilience, thereby improving the ability of the community to respond to energy,
economic, or social shocks. This means enhancing community self-sufficiency and creating a collaborative community framework. Three
topics that easily bring people together to practice collaborative efforts toward community resilience are the pursuit of local food systems,
local energy production systems, and local businesses.
This plan supports the creation of a community food system to enhance food security and support a local food economy. While it is
difficult to construct a self-sustaining food system with the challenges of climate and short growing season in the Upper Peninsula, this
presents L’Anse with a unique opportunity to create a “northern” model for local food production. For example, there may be potential
for the community to partner with the L’Anse Warden Electric Company to see if their heat by-products can be used to sustain community
greenhouses, hoop houses, or aquaculture or aquaponics facilities.
Local production opportunities such as community gardens, urban gardens, edible landscaping, and appropriate urban farming will be
supported in the community’s ordinances, as will local distribution opportunities such as farmer’s markets, food stands, and small
neighborhood stores. The community will also support initiatives to develop community food processing systems such as community
kitchens, food business kitchen incubator facilities, and entrepreneurial urban agriculture projects.
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Small scale, either neighborhood or individual wind turbines, should be considered a viable source of electricity to supplement the
traditional sources. L’Anse, like many other communities, should update their zoning ordinance to include regulations regarding wind
turbines to protect the health, safety and welfare of the community. It should also be noted that the easiest and most efficient way to
pursue renewable energy sources is to reduce overall energy consumption. Energy conservation is the best and fastest way to increase
the energy resilience of the local community.
Making sure that community employment is diversified beyond single, large, and often remotely-owned businesses is a good step
toward increasing local resilience. Strong local businesses contribute to local sustainability. Local investors, local consumers, local
governments, and local entrepreneurs can work together to support local businesses.
The built environment provides an opportunity to enhance economic sustainability. Building facades provide a public face for private
investment. Well-maintained buildings with pleasing aesthetics illustrate community pride and health, and thus contribute to economic
opportunity. Buildings and infrastructure also impact quality-of-life. For example, universal building design and accessibility standards
make it possible for people to age-in-place rather than move away from family or friends to go to group facilities. Buildings that are energy
efficient contribute to affordability of housing and viability of businesses, and reduce community energy production demands. Historic
buildings provide a link to the past and a sense of continuity for successive generations. They create a unique and authentic character that
can contribute to economic development and attraction of residents.
The Village of L’Anse has retained many beautiful historic buildings, including churches, schools, and civic buildings, that can be
better utilized to promote economic opportunity. The Village has recognized the value of improvements and the Downtown
Development Authority has made great strides in updating Downtown infrastructure. Similar care is needed to enhance the gateway image
and aesthetics of the highway corridor. One of L’Anse’s best assets is the compact development pattern that supports a walkable and
bikable community. Wayfinding signage, parking lot enhancements, sidewalk enhancements, and a regional trail network will help to build
on these assets.
Meeting the housing needs of residents in different stages of life and circumstances can help to revitalize rural communities and retain
residents. One way to do this is by supporting mixed-use neighborhoods which combine residential and neighborhood commercial
uses in an effort to promote walking and a sense of community. L’Anse already has a tradition of this. Another way is to utilize accessory
dwelling units. This will improve housing diversity and affordability.
Most housing in the Village of L’Anse was built prior to 1939 and is in need of energy retrofits. It is always a challenge to maintain
housing conditions in tough economic times, especially with older housing stock. The Village can assist residents to adapt homes to be
accessible for the aging or disabled, and pursue funding for home rehabilitation. There may be a need, based on changing demographics,
for senior assisted-living or independent living facilities. The Village should consider facilitating a cottage community development
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with small, closely clustered units to serve the need for the elderly to live in smaller homes with support services while aging in place. The
old hospital facility may be modified for assisted living use, or could be removed to provide for this kind of housing opportunity to be
developed.
The Village is largely built out for residential development, unless redevelopment of underutilized structures occurs. The Village should
embrace the waterfront by pursuing redevelopment opportunities of obsolete buildings to add prime residential condos or attached
housing along the waterfront in the downtown. This would add more vitality and tax base for the downtown.
Most of the housing in the Village of L’Anse is located north of the Highway 41 corridor. Pedestrian improvements are needed to
enhance neighborhoods south of the highway corridor and on the northern boundary. Most of the housing in L’Anse is located very close
to the centrally-located school, downtown, and recreation facilities, however, the neighborhoods directly east of the school, accessed by
River Street, need sidewalk facilities so that youth do not have to walk in the road or the grass along this connector street. Some
neighborhoods and the linear mixed-use district would benefit from the addition of small parks and gathering areas and the opportunity
for neighbohood community gardens.
The Village’s values toward growth and development are reflected in their Vision Statement, Goals, and Objectives. Following is a
summary of the Vision Statement and Goals. Objectives are presented in the Strategic Plan of Chapter 6.
Village Vision Statement
In 2020, the Village of L’Anse will be recognized as a “Community of Choice” that has embraced diverse opportunities and
achieved community resilience. Residents, property owners, and visitors will experience high quality-of-life resulting from
collaborative and aligned practices in support of healthy and sustainable economic, built, social, and natural environments.
L’Anse will continue to be the place where people feel safe to put down roots and build for the future.
Village Goals
1.
Smart Growth (SG): Ensure that new development follows the Smart Growth tenets and policies presented in this plan,
such as prioritizing compact development and channeling new development to make the best use of existing
infrastructure. This will enhance efficiency in public service provision and infrastructure maintenance, and help
preserve natural resource lands.
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2.
Sustainable Development (SD): Promote development that is consistent with a future-oriented vision and that upholds
an ethic of stewardship that encourages individuals and organizations to take full responsibility for the economic,
environmental, and social consequences of their actions.
3.
Economic Sustainability (ES): To achieve a sustainable economic development program that balances social and
environmental considerations along with economic considerations in the production and distribution of goods and
services, and implements strategies that address current needs along with the needs of future generations. To
collaborate to enhance fiscal efficiency, stretch limited economic resources, and increase organizational capacity.
4.
Sustainable Tourism (ST): Continue to provide for tourism development as a way to diversify the community economic
base and attract potential new residents.
5.
Talent Development (TD): Prioritize investment in talented people who will forge new economic opportunity and
contribute to a sustainable community and assurance of a high quality-of-life.
6.
Green Economy (GE): Enhance the Village’s ability to participate in the Green Economy to create new economic
opportunity.
Build community resilience by enhancing local self-sufficiency and creating a
collaborative community framework to address anticipated economic, social, and environmental change.
7.
Community Resilience (CR):
8.
Cultural & Historic Resource Enhancement (CH): Preserve important cultural and historic resources for the enjoyment
and education of future generations. These resources provide a link to the past, enhance a sense of place, build
community pride, and provide potential for increased tourism and economic vitality.
9.
Public Recreation & Scenic Resources Enhancement (PR): Preserve and enhance public access and enjoyment of
unique natural amenities and create a community that supports active living and recreation environments.
10.
Social Environment & Quality-of-Life Enhancement (SQ): Pursue strategies that sustain L’Anse as a safe and healthy
place to live, support a sense of a diverse yet cohesive community, preserve community traditions, and provide
opportunities for all residents to be engaged in the social sphere and help accomplish community goals.
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11.
Public Services Resource Enhancement (PS): Provide for efficient public service provision and facility management to
most effectively protect and utilize public investment.
12.
Public Facilities Resource Enhancement (PF): Make sure that all public facilities set a good example for sustainable
design and operation and provide an essential public service in the most efficient manner.
13.
Transportation Enhancement (TE): Continue to grow and improve the transportation infrastructure that is key to
economic growth in the region, including roads, bridges, non-motorized facilities, air service, and rail lines.
14.
Utility Infrastructure Enhancement (UE): Continue to grow and improve the physical infrastructure that is key to
economic growth in the region, including utility service, power generation and transmission infrastructure.
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Chapter 2: Village Profile
In this section of the plan, a general profile of the Village of L’Anse is
presented. This section is not intended as an exhaustive inventory of all the
aspects of the Village, but is meant to give some background and general context
of the existing demographics and condition of natural features, infrastructure,
and development patterns. This information will inform future land use
decisions.
Geographic Context
The Village of L’Anse is located in the western Upper Peninsula of Michigan
in Baraga County. Keweenaw Bay forms the western boundary of the Village,
and several major streams flow through the Village. L’Anse Village is enclosed
within the boundaries of L’Anse Township, and it is the Baraga County seat.
According to the Keweenaw Bay Indian Community (KBIC) representative,
about 269 acres of L’Anse Village is contained within the L’Anse Reservation.
Counties adjacent to Baraga County include Houghton to the west, Iron to the
south, and Marquette to the east. The Village Hall is located on Main Street in
downtown L’Anse.
According to the 2000 U.S. Census data, L’Anse Township contains 45
percent of the total population of Baraga County (almost 4,000 people). Of this
45 percent, 24 percent live in the Village of L’Anse, and 21 percent live in the
remainder of L’Anse Township. The Village of L’Anse, which has an area of
approximately 2.5 square miles, is the most developed municipality in Baraga
County with a population density of 822 people per square mile.
By
comparison, the Village of Baraga has 572 people, Baraga Township has 12.3
people, and L’Anse Township (excluding the Village of L’Anse) has 7.4 people
per square mile. The remaining townships in Baraga County have population
densities of less than 4 people per square mile.
L’Anse Township contains a little over 41 percent of the total housing units
of Baraga County (1,918 units). Of this 41 percent, 21 percent of housing units
are contained in the Village of L’Anse and 20 percent are in the remainder of
L’Anse Township. The Village of L’Anse has the most compact development
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Figure 2-1: Geographic context of L’Anse
Village, Baraga County, MI
2011
patterns of Baraga
County. Housing unit
density for the Village
of L’Anse is 383 units
per
square
mile,
compared to the Village
of Baraga with 270 units
per
square
mile.
Comparable
housing
densities for Baraga and
L’Anse
Townships
respectively are 4.6 and
3.8 housing units per
square mile.
The
remaining townships in
Baraga County have
housing unit densities
not exceeding 5 units
per square mile.
The
Village
of
L’Anse is approximately
180 miles from Green
Bay, Wisconsin; 210
miles from Duluth,
Minnesota
at
the
western tip of Lake
Superior; 360 miles from
Minneapolis, Minnesota;
and 390 miles from
Chicago, Illinois.
Google Earth image of the Village of L’Anse, looking west toward Keweenaw Bay. The school is on the right,
Downtown is upper center, and the L’Anse Warden Electric Company and CertainTeed are in the upper left
corner.
To provide a regional context, L’Anse Village is contained within Congressional District #1 (along with the rest of the Upper Peninsula
and most of northern lower Michigan), and within the Superior-West Region #13 which includes Baraga, Keweenaw, Houghton,
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Ontonagon, Gogebic, and Iron Counties. This region is administered by the Western Upper Peninsula Planning and Development
Regional Commission in Houghton. This region is rural and heavily forested with numerous small inland lakes. Within this region of
approximately 84,800 people in 2005, the combined cities of Houghton/Hancock comprise the largest urban area with around 11,000
residents (2000 census data). Regional population is estimated to remain relatively stable through 2030.
The following information was provided by the Michigan Department of Transportation. There are no national or international
corridors of highest significance in this Superior region although US-41 traverses L’Anse Township and the Village of L’Anse. The Village
of L’Anse lies on US-41 between the two significant cities of Marquette (about 68 miles away) and Houghton (about 33 miles away). This
region includes part of the Great Lakes Circle tours, national forest area, and numerous state parks, and attracts over 2 million visitor-days
of travel per year. The region has several post secondary institutions including Michigan Technological University. Total regional
enrollment is estimated at approximately 7,000. There are three commercial passenger airports at Ironwood, Ontonagon, and Houghton.
An intercity bus serves Gogebic, Houghton, Baraga, and Iron Counties. Short line rail service is available in Baraga County, mainly for
timber, paper mills, and iron ore industries. There is some difficulty in integrating long-distance freight cut-through travel with local and
tourism traffic in the region, mainly dealing with the speed differential with logging trucks. Two commercial water ports are in the area,
including the port near Houghton that handles approximately 230,000 tons/year.
Baraga County is contained within the Western Upper Peninsula Eco-Region, which encompasses 24,287 square miles and includes all
of Baraga, Keweenaw, Houghton, Ontonagon, Gogebic, and Iron counties and portions of Menominee, Dickinson, and Marquette
counties. Land cover in this region is primarily forested (81%) and wetlands (11%). Agricultural land use covers 2% and urbanization
covers approximately 2% of the land area. A combination of cold climate, resulting from both the high latitude and high continentality,
and relatively nutrient-poor, rocky, acidic soils has resulted in minimal use of most of the region for agriculture. Most of the region is
managed as either private or public forest. Prevalent forest types include northern hardwoods, aspen, pines (with significant acreage
constituting plantation) and lowland conifers. Levels of snowfall and rain are higher in areas adjacent to Lake Superior. Forests in this
region have been recognized as the major breeding area for a large number of migratory song birds.
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Historic Context
The historic context of L’Anse Township revolves around the boom
and bust of various types of economies, mostly based on area natural
resources. Early area settlements were established by American Indians,
missionaries, and French fur traders, although it wasn’t until the Houghton
and Ontonagon railroad announced plans to make the area a terminus for
their rail line that the Village of L’Anse started to take shape.
Transportation, including the railroad, was instrumental to the early
formation of the Village as a trading center for the Upper Peninsula. The
Great Lakes were a water highway linking the raw materials that fostered
the age of steel (rich timber and mineral deposits) with eastern industrial
districts. Three quarters of the iron ore in the United States was in the hills
surrounding Lake Superior, and L’Anse was a natural port. Transportation
was needed to get minerals and timber between the mines and mills and the
docks.
During the mid-1860’s, a stage coach line traveling through the Village
of L’Anse was built connecting Houghton and Marquette. The stage coach
line not only brought passengers and supplies to L’Anse but it also
provided mail service, connecting L’Anse to the rest of the area and
providing the foundation of an economic boom in the area. News of iron
deposits, timber, peat, slate, and quartz in the area spread quickly.
In the early 1870’s, the Houghton and Ontonagon Railroad laid out a
route from Lake Michigamme to the Bay of L’Anse. By December 1872,
the railroad connected Houghton, Ontonagon, Marquette, Smith Mountain
(Republic Mine) and L’Anse. The railroad project brought many people
into the area to search for ore deposits, work in the construction industry,
or work in local businesses. The geographic location of L’Anse was very
important for shipping. The cove shape of Keweenaw Bay, Lake Superior,
provided a protected harbor for ships carrying passengers and supplies.
Completion of the ore dock and railroad allowed ore to be transported by
ship from the various mines in the area. During this time, homes and
businesses were rapidly built or transported to the Village of L’Anse if the
Page 30
Top: L’Anse, Michigan, 1881. Bottom: Ford Saw Mill, L’Anse,
Michigan. Source: http://www.lansetownship.org/township_history.html
2011
owners could not wait for construction. In less than seventy days, sixty
buildings were erected. It seemed as though L’Anse would become the
trading center of the Upper Peninsula, and the price of land skyrocketed.
However, the National Panic of 1873 brought economic hardship to
the Village, limiting further expansion. At the beginning of the Panic,
many businessmen moved out of the area; however, the businessmen
who stayed found promise in the logging and lumbering industries.
Twenty – three years later, in 1896, the Village of L’Anse and the ore
dock were destroyed by fire that started at the L’Anse Lumber Company.
The town was quickly rebuilt and began to grow once again.
When the Marshall Butters Sawmill was constructed in 1911, the area
lumber industry took off once again. However, the World Wars also had
a detrimental impact on the area economy. Shortly after the end of
World War I (1918), the cost of production of copper exceeded the price
and the copper market fell, signaling the end of prosperity in Keweenaw
Bay. The Marshall Butters Sawmill was sold to Steams and Culver in
1915 and then sold again on January 1, 1923 to the Ford Motor
Company. Around the same time the Ford Motor Company purchased
vast amounts of land along with the Pequaming Mill and mills in Big Bay
and the Iron Mountain – Kingsford area. The lumber processed at his
sawmills were used in the wood panels on Ford’s automobiles.
In 1936, the State of Michigan began construction of a scenic
highway (US 41) which followed the shore of Keweenaw Bay. Much of
the rail lines were dismantled.
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Above: July 4, 1920, downtown L’Anse. Below: 1940 Main
Street L’Anse. Source: Superior View Photo
2011
The start of World War II saw many people in the area leave
for the cities to find work. Ford operated the mill in L’Anse until
October 27, 1954 when it was dismantled and sold. With the
shift to more synthetic material and the subsequent closure of the
mills, the automotive industry ceased to drive the economy of the
area. The area returned to its rural character with few reminders
of the early industrial boom. Like many rural areas, the economy
has since shifted to a service-oriented economy, although some
wood products industries still prosper in the area.
Figure 2-2: Population Trends & Projections Baraga Cty
Population and General Demographics
Any plan must be based on an understanding of the people in
the community. Population analysis and projections are basic
plan elements that impact future land use decisions relating to
growth or shrinkage of demand for new development,
community facilities and services.
Population Trends
Total U. S. Census population figures for Baraga County
show a doubling of the population for the decade from 1900 to
2000. The County population peaked at 9,356 in 1940, then
dropped to 7,151 in 1960 after the closing of the mills. Although
the County population has been on a mostly upward trend since
1960 (estimated to be 8,528 in 2008), the population has not yet
regained the peak levels reached in 1940.
The start of World War II led to population reductions in
rural areas as many young people went off to war and others
moved to cities to find work. Additionally, population levels in
the Upper Peninsula were greatly impacted by the cycles of
economic prosperity or decline of major industries such as
mining and timber production. The closing of the Ford Mills in
the 1950’s contributed to the population decline in 1960.
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2011
Population projections for Baraga County were
prepared based on population trend Census data from
1960 (the period of contemporary economic transition)
through 2008 (see chart on previous page). Included
were population estimates for the years 2005 and 2008,
prepared by the U.S. Census Bureau. As shown, this
projection based on linear trends shows a slight
population increase for the County through the year
2025 (with 2020 population projected at 9,081).
However, the State of Michigan Demographer has
prepared population projections for all Michigan
Counties through the year 2020 based on the cohortcomponent method incorporating information on
projected fertility, mortality, and migration rates by age,
sex, and race. Utilizing this method, Baraga County
population is estimated to be only 8,200 in 2005,
thereafter declining by 100 people every 5 years for a
projection of 7,900 in 2020. This may be more realistic
based on the aging population of the area. Immigration
of workers for the mining and timber industries certainly
contributed to population growth in the past, but has
not proven to be a significant factor in recent years.
Figure 2-3: Population Trends Baraga Municipalities
The chart at right shows population trends for all
municipalities in Baraga County since 1960, based on
U.S. Census population figures. The Village population
was 2,397 in 1960, increased to 2,538 in 1970, but
thereafter declined to 2,107 by 2000. Since 1960,
population has increased in Arvon Township (+175),
Baraga Township (+937), the Village of Baraga (+294),
L’Anse Township (+715) and Spurr Township (+34),
but has declined in Covington Township (-270) and the
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2011
Village of L’Anse (-290). So while the County population
has increased by almost 1,600 since 1960, the Village of
L’Anse has lost almost 300 people for the same period.
Figure 2-4: Population Projections, Village of L’Anse
Population projections for the Village of L’Anse were
prepared utilizing a projection based on population trend
Census data from 1960 through 2008, utilizing U.S. Census
Bureau population estimates for 2008. As shown below,
population is projected to show a decrease for the Village
through the year 2025, declining from an estimate of 1,882
in 2008 to 1,767 in 2025.
Another way to consider population projections for
the Village of L’Anse is to assume a consistent ratio of the
Village to County population. The Village of L’Anse has
ranged from 34 percent of the County population in 1960
down to only 24 percent of the County population in
2000. Utilizing an average rate of 28 percent, applied to
the State Demographer County projection of 7,900 in 2020, L’Anse Village could be expected to have a population of 2,212 in 2020.
Utilizing a rate of 22 percent (assuming Village population will continue to decline as a percent of County Population), 2020 Village
population would be expected to be 1,738, which is close to the figure at right. Regardless of the method used, a slightly declining trend
seems to be reasonable.
Population projections are limited in that many factors can influence actual trends, which can dramatically change with economic
conditions or job base, as past history shows. For example, the closing of a key area employer such as the hospital, prison, or CertainTeed,
the expansion of an existing industry (such as the planned expansion of CertainTeed), or the addition of a significant new industry (such as
the growth of a green industry cluster around the L’Anse Warden Electric Company), could impact future trends. In general, population
trends over the long run in the Upper Peninsula tend to be stable. However, further study into changing demographic groups and
migration patterns after the 2010 Census will be needed since it is possible that baby boomer retirees may find the Village of L’Anse and
the surrounding township with its abundant natural resources and beautiful coastline as an attractive retirement location. This trend could
be encouraged with special programs and services for the aging and increasingly single population and the availability of housing types and
community amenities to suit this rising demographic group. Another consideration may be the location of extended family members to the
area to care for aging parents already living in the L’Anse area.
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Population Change
The U.S. Census Bureau has estimated population and components of
population change by county for 2000 through 2006. These figures were
released in March of 2007. Total population change consists of natural
increase (the difference between the number of births and the number of
deaths) and total net migration (the sum of the net international migration and
net domestic migration). A residual component reflects adjustments to the
county estimates consistent with national estimates, revisions to estimates that
have been challenged by county or local governments, local special censuses
conducted by the U.S. Census Bureau, and indirect effects of revisions from
other counties.
Baraga County shows a net natural decrease of 54 people 2000 through
2006 (614 births and 668 deaths). Net international migration for the period is
eight people, and net domestic migration is 71 people. Therefore the total net
migration is an increase of 79 people. Total population change is then
estimated to be 25. However the residual estimate is -29 people, leaving a total
population change of -4 people from 2000 to 2006. This is consistent with a
projection of stable or slightly decreasing population over time.
Population Density
The map at right displays population density per square mile by U.S.
Census block group. Population density in the region of L’Anse is highest in
the area of the Michigan Technological University and Downtown Houghton
(blue color indicates over 1,200 people per square mile). Next densest clusters
are located in Houghton, the Village of Baraga, and portions of Baraga
Township surrounding the Village of Baraga (250 to 800 people per square
mile). The northern portions of the Village of L’Anse contain around 75 to
126 people per square mile. The southern portions of the Village of L’Anse
contain less than 50 people per square mile.
Page 35
Figure 2-5: Population Density
2011
Median Age
Median age in the Village in 2000 was 41.7 years of age. This is an older
median age than the State (35.5), Congressional District 1 (106th Congress)
(39.5), Baraga County (39), or L’Anse Township (39.6). Median age on the
L’Anse Reservation and Off-Reservation Trust Lands (36.5) was slightly
higher than the State median but considerably lower than the Village. The
median age of females across these geographic areas of comparison vary
from a low of 36.6 in the State up to 44 years of age in the Village of
L’Anse. The median age of males ranged from a low of 34.3 in the State to
a high of 39 in the Village of L’Anse.
Figure 2-6: Median Age of Baraga County
Median Age of Baraga County’s Population was 31.4 in 1980, 36.7 in
1990, and 39 in 2000, indicating the aging of the population.
Median age also varies by race, with white age groups showing higher
median ages than any other racial group. For example, median age for
whites (both sexes) ranges from 37 in the State to 43 in L’Anse Village and
Baraga County. Median age of American Indians and Alaska Natives (both
sexes) ranges from 26 in L’Anse Township, to 29 in the Village of L’Anse
and almost 30 in the State.
The map at right shows the median age distribution for the County.
The youngest age groups (dark green) are concentrated in the area of
Michigan Technological University in Houghton (under 30 years). The
population ranging from 30 to 39 years old (light green) tends to live along
the shore of Keweenaw Bay and in the Village of L’Anse and the Village of
Baraga. This may be because the Native American population that is
concentrated here tends to have a lower median age. People ranging from
40 to 45 years old (yellow) tend to live in Baraga Township, Covington
Township, and Spurr Township in the area south and west of US-41 and in
the more remote areas surrounding Houghton. Those ages 45 to 50 years old (orange) are concentrated in the remainder of L’Anse
township, Arvon Township, and along the shore in Houghton. This data supports the numbers shown in the Age Distribution section
below.
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2011
Figure 2-7: Age Distribution Trends
Age Distribution
A detailed understanding of population trends
must include trends in age distribution, as this will
impact public services and facilities decisions. Age
distribution is illustrated by computing the
percentage of total population in each age cohort.
The charts at right illustrate the age distribution for
Baraga County for the years 1980 through 2008 and
for L’Anse Village for the years 1990 and 2000. The
County trend line for 1980 is not complete because
the age cohorts were classified differently in the data.
Only the data that could be clearly divided into the
current age cohorts was included in the analysis.
Looking at each age cohort in the County chart, it
is apparent that there is a trend toward fewer youth
(up to 14 years) in recent years. It is also apparent
that there has been growth in the those around
retirement age. As the baby boomer generation
(those born between 1946 and 1964) moves across
the chart it accounts for the large bulge in the chart.
This demographic age group would have been age 16
to 34 in 1980, age 26 to 44 in 1990, age 36 to 54 in
2000, and age 44 to 62 in 2008. The term “Golden
Boomers” has now been used to describe the aging
Baby Boomers, and this population group will
continue to have a great impact on the economy.
Some have predicted an economic slowdown when
the boomers start retiring.
L’Anse Village data also shows a decrease in the
younger age cohorts and an increase in the middle
age groups including the baby boomers, closely
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2011
mirroring the County chart. There has been a decrease in the
65 to 74 year age cohort. It is unclear if this decrease is caused
by migration or natural causes. The 2010 Census should show
an increase in the 45 to 65 year old cohort related to the baby
boomer population, unless this group leaves the area.
Figure 2-8: General Population Pyramid
Population pyramids illustrate population distribution by
age and sex (an example is shown at right as found in the U.S.
Census Bureau publication, Demographic Trends in the 20th Century:
Census 2000 Special Reports). The bars at any given age group
level on the pyramid show the percentages of the total
population that are female (on the right side), or male (on the
left) in that age group. In this way, we can compare the male
and female components of any age group as well as the relative
size of an age group with any other age group.
Traditionally, a population pyramid representing an
internally sustainable population would resemble a typical
pyramid shape, as in the blue pyramid at right. This represents
a young, relatively high fertility population with a large base of
children and young adults and a much smaller number of
elderly persons. In 1900, for example, each successive age group was smaller than the preceding age group, with the largest age group
being those age 5 and under. This creates the pyramid shape.
In the U.S. in 1950 (shown in the orange shape), as a result of the post-World War II baby boom (1946 to 1964), the group under age 5
was again the largest. The low fertility of the Depression years is evidenced by the “pinch” in the age structure, as people born during the
1930s were 10 to 19 years old.
Since 1950, the largest age cohort has fallen in the range of ages that included the baby boomers. For example, in 2000, the largest age
groups in the U.S. were the 35 to 39 and 40 to 44 year age groups (born from 1960 to 1964 and 1955 to 1959, respectively).1 These age
cohorts show the greatest increases over the years.
1
Hobbs, Frank and Stoops, Nicole. Demographic Trends in the 20th Century: Census 2000 Special Reports. U.S. Census Bureau: November, 2002.
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2011
The aging of the U.S. population in the
second half of the 20th century is shown by the
more rectangular shape of the Census 2000
(green) age-sex pyramid. The proportions do
not begin to decline with each successive age
group until after ages 35 to 39 years, with the
slight pinch resulting from a relatively low
number of births during the 1970s. The babyboom bulge appears in the 35 to 54 age range.2
In some areas, as a greater percentage of people
reach old age and lesser percentage are born, the
upper pyramid is becoming flat topped.
Reductions in the number of children born tend
to give the pyramid a constricted, or vase shaped
base. Overall, thirteen of the fifteen counties of
the Upper Peninsula reflect an older age
structure.
Figure 2-9: Population Pyramid, Baraga County
The population pyramid at right illustrates
the age distribution for males and females in
L’Anse Village (yellow bars), L’Anse Township
(red bars), Baraga County (green bars),
Congressional District #1 (orange bars), and the
State of Michigan (purple bars). As seen in the
chart at right, the largest age groups for both
male and female in the Village are the 25 to 34,
35 to 44, and 45 to 54 year olds, although in
L’Anse Village women age 75 to age 84 are
especially numerous in comparison to other
areas.
It is significant that both L’Anse
Township and L’Anse Village show greater
proportions (both sexes) of people age 60 and
2
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2011
over than other reference areas. This is a sign of an
aging population, which will impact social services and
housing decisions. The larger proportion of middle
age males in Baraga County is likely a result of the
prison population.
Figure 2-10: Population Pyramid, American Indian
In general, the Village of L’Anse age distribution
closely follows the reference areas composition for
ages up to 14 years. The Village has lower percentages
of males and females in the 15-19 and 20-24 age
groups than most other areas. This is the future
workforce. However, there are higher proportions of
both sexes age 25-34 years than the congressional
district (even if lower than the State). Maintaining a
young workforce is beneficial in supporting a young or
aging population base. There is a significant pinch in
the percentages of both sexes in the 35-44 age group
which may indicate an upcoming opportunity for
replacement jobs as the groups age.
The chart at right illustrates the population
pyramid for the American Indian (alone) population
based on Census 2000 data. Here the largest population cohort is still
the 25 to 34 year olds, but the youth population comprises a greater
percent of the total population than the elder population. This is
consistent with the lower median age of American Indian
populations.
Figure 2-11: Support Ratio
Year
Juris-diction
2000
1990
2000
1990
2000
1990
L'Anse Village
L'Anse Village
L'Anse Twp
L'Anse Twp
Baraga County
Baraga County
Support Ratio
The chart to the right illustrates the relationship of the working
age population in various jurisdictions to the non-working population
who is generally assumed to be those under 18 and over 65 years of
age. It is assumed that the working age population must support the
non-working age population. A low ratio translates to more stress on
Page 40
NonPercent
Working
Working Support Working
Pop.
Pop.
Age
Ratio
18-64
Age
Population
Years
1,197
910
1.32
57%
1,117
1,034
1.08
52%
2,294
1,632
1.41
58%
2,082
1,736
1.20
55%
5,317
3,429
1.55
61%
4,294
3,660
1.17
54%
2011
the state budget as the need for youth and elder services rises relative to the income tax generated by the workforce. In the year 2000, the
State of Michigan’s support ratio was 1.6, with almost 62 percent of its population of working age. This ranked Michigan 31st of all states
in the Country in support ratio. The support ratio in L’Anse Village, L’Anse Township, and Baraga County for 1990 and 2000 is below the
state ratio. However, the support ratio has risen in all jurisdictions from 1990 to 2000, indicating improvement. In all jurisdictions, a
higher percentage of the population is of working age in 2000. Further information will be explored in the employment section. It should
be noted that strategies to increase the working age population will yield a more sustainable future.
Race
The original year 2000 population count (total of 4,030 people) includes the following racial breakdown:
 White alone (1,922 )
 American Indian alone (117)
 Two or more races, mostly White, American Indian, and other races (61)
 Asian alone (4)
 Black or African American alone (2)
 Native Hawaiian and Other Pacific Islander alone (1)
Household Trends
In 2000, there were 894 households in the Village of L’Anse, up from 882 in 1990 (increase of 12 households). Baraga County
experienced an increase of 288 households from 1990 to 2000, for a total of 3,353 households in 2000. Every Baraga County municipality
increased in number of households from 1990 to 2000 (percentage increases range from 1.4 percent to 38 percent). However, the Village
of L’Anse experienced the smallest percentage increase at 1.4 percent, but the Village of L’Anse is mostly built out for residential
opportunity. Spurr Township increased by 38.2 percent (an increase of 29 households). On the L’Anse Reservation and Trust Lands,
number of households increased by 15 percent (190 households).
Most households in 2000 were family households (61 percent). This does represent a decrease since 1990 when family households
represented 63 percent of all households. In 2000, 34 percent of all households were one-person households (up from 33 percent in 1990),
and 5 percent were non-family households of two or more persons (up from 4 percent in 1990).
There are 40 less total households with children in 2000 than in 1990 (a decrease of 15 percent, from 269 households down to 229).
The majority of family households in the Village of L’Anse do not have children under 18 years. In 1990, 44 percent of married-couple
family households had children under 18 years. In 2000, only 38 percent of married couple family households had children under 18 years.
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2011
Average household size in the Village of L’Anse has decreased (from about 2.3 in 1990 down to 2.23 in 2000). Baraga County average
household size in 2000 was higher at 2.37. The highest average household size in the area was on the L’Anse Reservation and OffReservation Trust Land, which had an average household size of 2.5. Average household size for the State of Michigan was 2.56.
Frequently a decrease in average household size is accompanied by an increase in the number of one-person households. In the
Village, the number of two-or-more person households has decreased slightly (-2) while the number of one-person households has
increased (+14). This is typical with the aging population. Of the one-person households, 59 percent are headed by females, which is also
typical of an aging population as women tend to live longer than men.
There have been some changes in household type in the Village. The number of family households in the Village has decreased since
1990 (decrease of 12 households). In 1990, 94 percent of two-or-more person households were family households. This declined to 92
percent in 2000, meaning there are a greater percentage of non-family households of two-or-more persons (increase from 6 to 8 percent).
The number of non-traditional families has increased while the number of married-couple families has decreased. There are 20 less
“married-couple families” and 8 additional “other-families” (including single householders with and without children, but with at least two
people in the household). Almost 70 percent of the “other families” are headed by female householders (no husband present), and of these,
60 percent lived with their own children. Of the male householders (no wife present), 50 percent reportedly lived with their own children.
There were 104 less people living in families in 2000 than in 1990 in the Village. Average family size is 2.86. In non-family households,
those headed by males are almost double those headed by females.
In the Village in 2000, there were 145 people age 65 and older living in one-person households. There were an almost equal number of
two-or-more person households with at least one person age 65 and older. These may be the one-person households of the future. Most
people age 65 and older who live in two-or-more person households live in family households.
There were 13 people in correctional institutions in 2000 (77 percent men). There were 77 people institutionalized in nursing homes
(78 percent women). There were 21 people living in non-institutional group quarters (71 percent women).
These statistics are relevant to an analysis of available housing and housing types to fit the demographic structure of the Village. It is
also relevant to social service provision.
Broad Population Trends
It is beneficial to have some broad understanding of national, state, and regional trends in population, as these trends may help
anticipate and identify local conditions, or at least serve as a valuable comparison.
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National Trends
Some broad demographic trends have particularly redrawn America’s demographic portrait over the course of the 20th century. As the
U.S. entered the 20th century, most of the population lived in the Northeast or the Midwest, in nonmetropolitan areas, was male, under 23
years old, white, and rented a home; nearly half lived in a household with five or more other people. One hundred years later, as the U.S.
entered the 21st century, most of the population lived in the South or the West, in metropolitan areas, was female, at least 35 years old,
white (but much less so), owned a home, and lived alone or in a household with one or two other people.3 These trends have had
profound implications in relation to land use and development issues.
For example, the U.S. population grew increasingly metropolitan with each decade of the century, from 28 percent in 1910 to 80
percent in 2000, with most of the metropolitan growth occurring in the suburbs.4 Specifically, the Midwest region population declined
from about 35 percent of total U.S. population in 1900 to only 23 percent in 2000. This has meant a decline in the population and viability
of rural areas, and a rise in suburban sprawl across the landscape. It has meant that more funding support has followed the population
away from rural areas and into opportunities within suburban or urban areas.
The U.S. has also experienced change in household composition. In 1900, the most common household contained seven or more
people; from 1940 to 2000, it contained two people. At the same time, the average home size has increased dramatically. While married
couple households declined from more than three-fourths of all households to just over one-half of households from 1950 to 2000, oneperson households rose from 1 of every 10 households in 1950 to 1 of every 4 households in 2000. Twenty-seven percent of these oneperson households are women age 65 and over, although they represent only 5-8 percent of the total population. 5 The decline in
household size and associated rise in the number of households, along with the increase in home size, has also led to a rate of land
consumption that exceeds the rate of population growth.
Changes in age and sex composition have changed the economic and social landscape. At the beginning of the century, half the U.S.
population was less than about 23 years old, but at century’s end, half the population was more than 35 years old, which is the country’s
highest median age ever. From 1900 to 1950, the largest 5-year age group was children under age 5. After 1950, the baby-boom generation
began to impact age cohorts, and by 2000, the largest 5-year age groups were ages 35 to 39 years and 40 to 44 years. During the century,
the population age 65 and over increased tenfold, although low birth rates in the late 1920’s and early 1930’s led to a decline in those 65
and over for the first time in the 1990s. However, rapid growth of the population age 65 and over will begin again in 2011, when the first
Ibid.
5 Ibid.
3
4
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2011
of the baby-boom generation reaches age 65, and will continue for many years. The gender composition of the U.S. shifted from a
majority male population to a majority female population around midcentury.6
State Trends
The State of Michigan faces many challenges including retaining and attracting residents, an eroding tax base, and difficulties in funding
infrastructure and investment, among others. In an article entitled “Prosperity and Michigan Population Trends”, written by John Bebow
(August 22, 2008), it was pointed out that Michigan is falling behind more prosperous Midwest regions like Minneapolis and Chicago in
attracting, retaining, and concentrating young professional "knowledge workers" who demographers say are key to regional prosperity in
coming years. To change this trend, Michigan and its regions need to work to create places where mobile young talent wants to live.
In the article, Kurt Metzger, State demographer, was quoted as having discovered increasing population diversity in Michigan but
troubling age trends. In parts of Lower Michigan, immigration is driving growth in both the Asian and Latino communities. The White,
non-Hispanic population is showing a decrease in its share of county populations, but also an increase in diversity due to Arab, Chaldean,
and numerous other ethnic groups.
Populations in Michigan are aging due to slow growth in the under 18 population (due to birth rate declines) and significant growth in
the 45-64 year (Baby Boomer) segment. Stronger growth is needed in both the 18-24 and 25-34 groupings which represent the young
working age population. Migration is the only way to spur growth when area deaths outnumber births.
A number of Michigan counties are nearing a median age of 50, indicating to businesses and developers that retirement-related
programs are the main development opportunity. This does not create a positive signal to businesses that want to locate near young talent.
Michigan is experiencing negative net migration in recent years. These trends are not sustainable and will lead to gradually decreasing,
aging populations in a number of counties. This will of course greatly affect the need for increasing government services while these
counties and communities deal with fewer resources from taxes, etc.
According to the article “Leaving Michigan Behind: Eight-year Population Exodus Staggers State” (April 2, 2009), internal revenue
service records show that the number of Michigan residents leaving the State rose 25 percent between 2001 and 2007 while the number of
new residents plummeted by nearly one-third. The article says that since 2001, migration has cost Michigan 465,000 people which is the
equivalent of the combined populations of Grand Rapids, Warren, and Sterling Heights, the state’s second-, third-, and fourth- largest
cities.
6
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U.S. Census estimates show a net migration figure of -372,082 for the State of Michigan from April 2000 to July 2009. However, for
the same period the estimates show Michigan has a natural population increase of 393,753 (births exceeding deaths), which more than
balances the migration loss (net positive population change of 21,671 people). However, many of those who are leaving Michigan are the
young and college-educated (18,000 adults with a bachelor’s degree or higher in 2007 alone). A trend is created where the best and
brightest leave due to lack of opportunity, entrepreneurs don’t come to the State because the best and brightest are elsewhere, and as more
people leave, there is less ability for communities to provide services to attract more people.
In Michigan in 2007, the net loss of school-age children was more than 12,000, costing school districts millions in state aid. Thousands
of empty properties are damaging already weak home values. The loss of residents also leaves gaps in the social fabric of communities,
with less people to volunteer for community programs and leadership positions. In many areas, infrastructure is built around a larger size
economy, and when the economy shrinks below that scale there are fewer people and resources to support the infrastructure. The end
result is higher taxes, poorer services, or both. Or communities can plan for smart shrinkage.
Regional Trends
The Michigan Department of Labor & Economic Growth Bureau of Labor Market Information and Strategic Initiatives presents a
snapshot of recent economic activity and labor market trends to support career and business decision-making at the local level. This
information is disseminated to the Western Upper Peninsula Michigan Works Agency (MWA) which consists of Baraga, Gogebic,
Houghton, Iron, Keweenaw, and Ontonagon Counties.
In 2008 the population in the Western Upper Peninsula MWA was estimated at 80,767, representing about 0.8 percent of total
statewide population. This represented a decrease of 4,622 residents (5.4 percent) since 2000. The key component of this decrease was
natural population decline (deaths exceeding births). The highest numeric declines were experienced in Gogebic, Iron, and Ontonagon
Counties (1,000 or greater loss in each). Baraga County lost 218 people for this time period.
From 2000 to 2006, all counties in the Western Upper Peninsula MWA declined in population, ranging from a very small decline
(Baraga) up to an eight percent decline (Ontonagon). Michigan gained 1.6 percent population during this time period while U.S.
population increased over 6 percent.
Within the entire Western Upper Peninsula MWA between the years 1990 and 2000, there were population gains in 14 to 18 year olds
(7 percent increase), 22 to 54 years olds (7 percent increase) and 55 to 64 year olds (10 percent increase). Age groups that lost population
include 19 to 21 year olds (2 percent decrease) and 65 plus (9 percent decrease). Overall, there was a 2 percent gain in males and a 2
percent decline in females for the period.
Page 45
2011
Between 1990 and 2000, there were decreases in the
white population, and increases in Black/African
American, Native American, Asian/Pacific Islander, and
other races. There was a 73 percent increase in the
Hispanic population, which is still only 645 people in the
Western Upper Peninsula MSA in 2000. By contrast,
there were 1,841 Native Americans in the Western
Upper Peninsula MWA in 2000. Ninety-four percent of
the Western Upper Peninsula MWA population was
White in 2000 (80,084 people).
Educational Attainment
Levels of educational attainment have a direct
impact on the income and economic potential of a
region.
The chart at right shows educational attainment for
males and females in the Village of L’Anse for the year
2000 in comparison to levels in the Village of Baraga,
L’Anse Township, Baraga Township, and State. These
figures indicate highest level achieved. Therefore, having
a greater percentage of people achieving a lower
educational level usually means a lesser percentage will
achieve higher educational levels. For example, a higher
percentage of people achieve only as high as a 10th grade
education in Baraga Village. As a result, there are lesser
percentages achieving Bachelor’s degrees.
A higher percentage of males in the Village attain
only the High School graduate level in comparison to
the State. Significantly lower percentages of males in the
Village attain Bachelor’s degrees or higher in
comparison to the State.
Figure 2-12: L’Anse Area Educational Attainment
MI
Male:
No schooling completed
0.4%
Nursery to 4th grade
0.1%
5th and 6th grade
0.4%
7th and 8th grade
1.3%
9th grade
1.0%
10th grade
1.6%
11th grade
1.5%
12th grade, no diploma
1.6%
High school graduate (includes equivalency) 14.4%
Some college, less than 1 year
3.8%
Some college, 1 or more years, no degree
7.4%
Associate degree
3.0%
Bachelor's degree
6.9%
Master's degree
2.8%
Professional school degree
1.0%
Doctorate degree
0.5%
Female:
No schooling completed
0.4%
Nursery to 4th grade
0.1%
5th and 6th grade
0.4%
7th and 8th grade
1.4%
9th grade
1.0%
10th grade
1.7%
11th grade
1.7%
12th grade, no diploma
1.7%
High school graduate (includes equivalency) 17.0%
Some college, less than 1 year
4.6%
Some college, 1 or more years, no degree
7.6%
Associate degree
4.0%
Bachelor's degree
6.8%
Master's degree
2.9%
Professional school degree
0.6%
Doctorate degree
0.2%
Page 46
Baraga L'Anse Baraga L'Anse
Twp
Twp
Village Village
0.0%
0.2%
0.6%
1.7%
3.6%
2.5%
1.9%
2.2%
21.1%
8.1%
8.9%
2.5%
5.8%
0.8%
0.0%
0.0%
0.4%
0.2%
0.7%
2.1%
1.1%
1.9%
2.0%
1.2%
17.5%
5.2%
6.9%
2.9%
4.1%
1.2%
0.3%
0.0%
0.0%
0.0%
0.6%
1.5%
0.9%
3.2%
1.6%
1.5%
15.4%
5.3%
6.8%
2.3%
2.4%
1.4%
0.0%
0.0%
0.6%
0.3%
0.3%
1.3%
1.4%
1.3%
1.2%
1.4%
17.5%
5.3%
6.3%
3.2%
4.3%
1.2%
0.0%
0.0%
0.1%
0.0%
0.2%
1.6%
1.1%
1.2%
1.4%
1.0%
16.4%
2.8%
5.9%
3.6%
4.0%
0.8%
0.1%
0.0%
0.4%
0.3%
0.4%
2.7%
0.7%
2.5%
1.8%
0.8%
22.0%
4.1%
7.2%
4.6%
3.7%
1.1%
0.3%
0.0%
0.2%
0.0%
0.2%
2.8%
2.4%
3.0%
1.7%
2.6%
23.4%
3.4%
6.6%
5.3%
4.3%
0.8%
0.0%
0.0%
0.8%
0.5%
0.5%
3.0%
1.1%
2.7%
1.9%
1.3%
23.2%
4.4%
5.8%
4.2%
3.2%
1.5%
0.3%
0.0%
2011
Female educational attainment in the Village follows a similar trend, with much higher percentages achieving no higher than the high
school graduate level, and much lower percentages attaining bachelor’s degrees or higher. However, a lower percentage of females who
attend college quit before attaining a degree.
These statistics have important implications on the ability of the L’Anse area to cultivate talent and innovation and move into a
knowledge economy. Support for higher education must increase if the area is to move forward in a transitioned economy. This
information suggests that more could be done to encourage Village residents to support higher educational opportunities for their children.
It is important to link educational opportunity to available jobs with the Upper Peninsula to give more youth the opportunity to stay in the
area while pursuing available job offerings. More could also be done to install a culture of entrepreneurship in youth to encourage them to
start their own businesses in the U.P.
Mentoring programs with existing
Figure 2-13: Median and Per Capita Income, Median Earnings, Poverty
industries and businesses may help.
Comparison
Further information on education is
presented in the section on Economic
Median earnings
Base: Knowledge Economy Index.
Median income
in 1999 (dollars)
Income
Median household income in the
Village of L’Anse in 2000 was $31,406; this
is slightly lower than the County median of
$33,673, and is only 70 percent of the State
median household income of $44,667. As
you can see in the chart at right, the Village
had a higher median household income
than the Village of Baraga but was on the
low end compared to the other
municipalities in Baraga County.
Median family income in the Village in
2000 was $38,984, which represents about
a 64 percent increase over 1990 when
measured in 1999 dollars. However, 2000
median family income was only 73 percent
of the State median.
Geographic area
Households
Families
Per
capita
income
in
1999
(dollars)
in
1999 of full-time,
year-round
workers (dollars)
Income in 1999 below poverty level
Percent of population
for whom poverty
status is determined
Male
Female
All
ages
Related
children
under
18
years
65
years
and
over
Percent
of
families
Baraga County
Michigan
33,673
44,667
42,500
53,457
15,860
22,168
32,138
41,897
22,030
28,159
11.1
10.5
13.5
13.4
10.3
8.2
7.2
7.4
COUNTY SUBDIVISION
Arvon township
Baraga township
Covington township
L'Anse township
Spurr township
31,705
32,639
37,344
33,750
36,667
39,545
41,750
44,375
43,776
40,417
19,800
14,550
16,297
16,455
17,316
26,786
32,373
35,000
32,321
27,813
22,292
23,516
29,375
21,231
14,821
8
11.8
11.6
11
7.6
18.9
15
4.5
13.3
5.7
6.8
11.8
33.6
4.8
6.1
3.8
8.2
6.1
7.2
4.5
26,290
31,406
33,906
38,984
14,795
15,857
31,838
31,583
21,333
20,929
15.6
11
14.2
14.6
20.1
6.1
9.8
6.6
PLACE
Baraga village
L'Anse village
Source: U.S. Census Bureau, Census 2000 Summary File 3, Matrices P53, P77, P82, P87, P90, PCT47, and PCT52.
Page 47
2011
Median per capita income in the Village was $15,857, which is comparable to the County median, but is only 72 percent of the State
median. Median earnings for male full-time, year-round workers in the Village was $31,583 (75 percent of the state median and 98 percent
of the county median), with females lagging at $20,929 (74 percent of the state median and 95 percent of the county median).
Poverty levels for the entire population of the Village are comparable to Baraga County, and slightly higher than the State. While
poverty level among children is one percent higher than the state, poverty level among those age 65 and older is two percent lower than the
state and four percent lower than county levels. There were 6.6 percent of families in the Village of L’Anse below the poverty level in 1999
(36 families). This is about a 38 percent decrease since 1990, when 50 families were below poverty level. Baraga County had 7.2 percent of
people below poverty level in 1999.
Thirty-six percent of the Village population was listed with social security income, an increase of 9 percent over 1990. Mean social
security income was $12,951 in 2000. Percentage with supplemental security income was 5.9 percent, with a mean supplemental security
income of $6,405. Mean public assistance income dollars was $1,108. Twenty-three percent had retirement income, representing a three
percent increase over 1990. Mean retirement income was $14,030 in 2000. Most Village residents were in the $15,000 to $24,000 median
income brackets, with $35,000 - $49,999 and $50,000 - $74,999 being the next largest brackets.
Population Summary and Implications
L’Anse became a trading center for the Upper Peninsula with the origination of various transportation modes into the Village. The
railroad brought many new people and a great deal of commerce. L’Anse was also an important port on the Great Lakes water highway.
The Village has survived several boom and bust economies, fire, and the detrimental impact of the World Wars. The Village is now faced
with a need to reinvent itself in a transitioning global economy that increasingly values knowledge and innovation.
Currently, population levels are relatively stable in the L’Anse area. Historically, the area has gone through cycles of population growth
and decline mirroring the rise and fall of various natural-resource based industries. While County population is on a slight growth trend,
Village population is on a slow decline. The Village is losing share of County population, suggesting that growth may be directed toward
surrounding Townships. Some suggest that differences in tax levels are the reason for this. However, there are also many people in the
Upper Peninsula who value privacy, open space, and independence. Others value a greater sense of community, vitality and urban
amenities. A diversity of residents can be attracted by a community which offers a variety of lifestyle choices and economic opportunities.
Collaborative fiscal arrangements between the Township and Village would help to equalize prospects. New residents are important to a
community’s tax base, but it is important to realize that as the economic center of the area, the Village will benefit from growth in
surrounding Townships as well.
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2011
The Village displays a trend
toward an aging population as
evidenced in the high median age
figures in comparison to County,
Congressional District, and State
levels. In the Village, women age 75
to 84 are especially numerous in
comparison to other areas. There is
also a trend toward a lower
percentage of youth up to age 14
years. The Village may experience a
gradual increase in population as the
aging seek to relocate to urbanized
areas into housing which is easier for
them to manage, presuming
Trails support an active living environment and high quality-of-life for all ages.
affordable and accessible housing is
available along with services for the
aging. The Village is an ideal location for retirees who value a scenic environment and high quality-of-life. In areas such as L’Anse where
deaths have begun to outnumber births, migration is one way to spur growth.
Average household size in the Village has declined along with an increase in the number of one-person households. In the Village in
2000, there were 145 people age 65 and older living in one-person households. There were an almost equal number of two-or-more
person households with at least one person age 65 and older. These may be the one-person households of the future. The number of
non-traditional families has increased while the number of married-couple families has decreased. This information suggests that there may
soon be a need to accommodate a changing demographic with a diversity of housing types which may not currently be available. The
Village may also need to assist residents in accommodating accessibility needs through financial assistance, a change in building codes, or
service provision to accommodate the needs of the elderly.
The Village, along with most other rural areas, has some difficulty retaining and attracting residents (especially youth). If this trend
continues, it may contribute to the erosion of the tax base, necessitating further tax increases to continue service provision. From a bigger
picture perspective, as shrinking resources are shifted to larger urban areas, rural areas such as L’Anse have difficulty in securing funding
and investment. With the aging of the population, less support is given to education of youth as more funding is shifted to services for the
aging. This further limits the ability of the area to attract young families.
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2011
An increase in median age does not send a positive signal to businesses that want to
locate near young talent. Entrepreneurs may not locate to an area when the best and
brightest talent appear to be elsewhere. L’Anse must actively grow local entrepreneurs
who already value the area quality-of-life and lifestyle. Michigan Tech provides a ready
source of the best and brightest if they can be enticed to stay in the area and pursue or
create new opportunity. Communities must create vibrant urban areas with social
networks to support young professionals. Life-long quality education is crucial to
creating an economy that is built on knowledge and utilization of technology.
The level of educational attainment has a direct impact on the income and
economic potential of a region. There are lower percentages of Village residents
achieving higher Degrees. This information suggests that more must be done to
support and encourage higher educational opportunities for area youth. Obviously,
Michigan Technological University serves a key role in higher education in this region.
The Keweenaw Bay Ojibwa Community College is an accredited institution that
provides unique educational opportunities, and the Gogebic Community College also
offers online classes. It is important to link educational opportunity to available or
future jobs in the region so that youth can be retained in the area. It is also important
to take steps to create higher income jobs. The Village must instill a culture of
entrepreneurship and provide a support network for those who wish to start new
businesses. Mentoring programs with existing industries and businesses will enhance
this effort.
In summary, while the Village needs to support and accommodate an aging
population, and would benefit from an influx of retirees, there must be a balance of
support for initiatives to attract or retain youth, as this is important to long-term
community sustainability and economic opportunity.
Page 50
Communities seeking a sustainable future
celebrate and support young entrepreneurs.
2011
Employment & Industry
Figure 2-14: Workforce, Employment, Unemployment Trends
An analysis of economic base
helps a community create policies
and programs that can lead to steady
economic growth over the long run.
It reveals how people in the
community earn a living and the
kinds of business and industries the
community needs and could support.
This provides a benchmark to plan
for housing, schools, utilities, and
other services.
Employment
As seen in the chart at right,
Baraga County unemployment rates far exceed State
unemployment rates, with the gap narrowing
somewhat by 1998. Unemployment spiked at 15.4
percent in Baraga County in 1992, only to decline to
11.8 percent the next year.
Thereafter,
unemployment continued to decline to a low of 6.2
in 1999, then rose steadily again to 14 percent in
2008. Unemployment levels in both the County
and State have been on the rise since 2000.
Unemployment in the Western Upper Peninsula
MWA is increasing at a rate faster than statewide due
to job reductions in financial activities, leisure and
hospitality, trade, transportation, and utilities, and
natural resources and construction. At the current
time, unemployment rates in Baraga County may be
as high as 29 percent after a steep rise beginning in
2008. Several key industries have been hurt by the
economic downturn, and other area businesses
Figure 2-15: Baraga County Workforce & Employment Trends
Page 51
2011
related to them were negatively impacted as well. This is obviously a serious concern to the community and the state. However, this news
has brought a targeting of resources to improve the situation in both Baraga and Ontonagon Counties. A variety of programs are being
initiated, including hiring a regional economic coordinator and pursuing workforce and business development programs. The economic
development director of the Keweenaw Bay Indian Community is becoming involved in regional efforts as well. This spirit of cooperation
in the region is encouraging and empowering.
According to the Michigan Development Corporation, workforce size has followed an upward trend in Baraga County for the years
1990 – 2008. According to the Bureau of Labor Statistics, the County work force is estimated to be 4,507 during the period from Feb.
2009 to March 2010. The number of people employed has followed the same general trend as the workforce in Baraga County, as seen in
the chart on the previous page. However, in 2006 the lines began to diverge a bit, with workforce continuing to increase and employment
starting to decrease. This is consistent with a growing unemployment rate in Baraga County. The Bureau of Labor Statistics estimated the
number of employed in Baraga County to be 3,410 during the period from Feb. 2009 to March 2010. This means 76 percent of the
workforce was employed for that time period.
In the Village of L’Anse in 2000, there were 1,703 people listed as age 16 years and over, and of these, 966 were in the labor force (57
percent). There were 737 people counted as not in the labor force, or 43 percent of the population. This is a sizeable improvement over
1990, when only 871 of a total of 1,685 people were in the labor force (52 percent). In 2000, 57 percent of those age 16 and over were
employed (966 of 1,703) compared to 46 percent in 1990. Of the 902 females age 16 and over in 2000, 451 (50 percent) were counted as in
the labor force, with a total of almost 49 percent of females in the labor force employed. The size of the female labor force in 1990 was
almost the same (1 person increase).
Almost 67 percent of the workers in the Village of L’Anse in 2000 were private wage and salary workers (73 percent in 1990) with
about 26 percent as government workers (24 percent in 1990). Self-employed workers in their own business (not incorporated)
represented 6.6 percent (3.6 percent in 1990). The increase in levels of entrepreneurship is good news.
Of the workers age 16 years and over in the Village of L’Anse, 74 percent drove a car, truck, or van to work alone (79 percent in 1990).
Fourteen percent carpooled in a car, truck, or van (11 percent in 1990), while 0.6 percent took public transportation (0 percent in 1990).
The percent of workers walking to work was 8.1 percent (9 percent in 1990), while 2.5 percent worked at home. Mean travel time to work
was about 13 minutes in the Village, compared to 24 minutes for Michigan. This indicates that many people who live in the Village live
relatively close to work.
Page 52
2011
Local Employment Dynamics
The U. S. Census Bureau provides local employment dynamics analysis for defined areas. This analysis was performed for a 30 mile
radius centered on the Village of L’Anse, and includes communities in Baraga County such as Baraga and L’Anse Villages and the
communities of Houghton and Hancock. Analysis years are 2004 to 2006.
The area profile analysis includes the Home Area Profile Analysis, which displays the locations and distribution of workers living in the
selection area; and the Work Area Profile Analysis, which displays the locations and distribution of workers employed in the selection area.
The Home Area Profile Analysis shows that most workers living in the 30 mile radius study area work in clusters surrounding L’Anse,
Baraga, and Houghton/Hancock. Thirty-nine percent of them earned $1,202 to $3,400 per month in 2006, and 37 percent earned $1,200
or less per month. Only 25 percent earned more than $3,400 per month.
Among those living in the study area, almost 19 percent of jobs in 2006 were in educational services, 15 percent in health care and
social assistance, 13 percent in retail trade, 11 percent in accommodation and food services, 10 percent in manufacturing, and 10 percent in
public administration. Five percent were in construction. About three percent each were in professional, scientific, and technical services;
finance and insurance; administration and support/waste management and remediation; and other services (excluding public
administration). Around two percent and under each were agriculture/forestry/fishing/hunting, mining/quarrying/oil/gas, utilities,
wholesale trade, transportation and warehousing, information, real estate/rental/leasing, management of companies and enterprises, and
arts/entertainment/recreation.
Among those living in the study area, job increases total 296 while job decreases total 777. The only industries that have increased in
the number of jobs from 2004 to 2006 are manufacturing (165 jobs); professional, scientific, and technical services (61 jobs);
accommodation and food services (25 jobs); arts, entertainment, and recreation (20 jobs); administration & support, waste management
and remediation (17 jobs); other services (excluding public administration) (6 jobs); and management of companies and enterprises (2 jobs).
The industries that have declined in number of jobs from 2004 to 2006 are health care and social assistance (-390 jobs), retail trade (-106
jobs), construction (-58 jobs), utilities (-40 jobs), finance and insurance (-36 jobs), agriculture/forestry/fishing/hunting (-35 jobs),
mining/quarrying/oil/gas (-31 jobs), public administration (-16 jobs), educational services (-15 jobs), transportation/warehousing (-13
jobs), information (-13 jobs), real estate/rental/leasing (-13 jobs), and wholesale trade (-11 jobs).
The Work Area Profile Analysis shows 793 employers in the study area in 2006, down from 812 in 2004. These employers create a
total of 6,306 jobs in 2006, a decrease of 200 from 2004. Stable job employment has declined slightly from 5,531 in 2004 to 5,316 in 2006.
There are more Separations than New Hires in stable jobs and the trend is toward even more increasing Separations and decreased New
Hires. Separations (stable jobs) have increased by 7 while New hires (stable jobs) have decreased by 19. Average monthly earnings for the
Page 53
2011
stable jobs are $1,832, an increase of $64 since 2004. Average monthly earnings for new hires in stable jobs are $1,217, which is an increase
of $10 since 2004.
A labor shed analysis displays where workers employed in the study area live. Within the study area, 63 percent of jobs are held by
workers living in Houghton County, 17 percent of jobs are held by workers living in Baraga County, and 6 percent of jobs are held by
workers living in Marquette County. Workers also live in Wayne, Ontonagon, Dickinson, Keweenaw, Alger, Gogebic, and Iron Counties
Michigan.
By County subdivision, 14 percent of jobs are held by workers living in Hancock, 11 percent by workers living in Houghton, 11 percent
by workers living in Calumet, 8 percent by workers living in L’Anse, 7 percent by workers living in Baraga, and 5 percent by workers living
in Portage. Workers also live in Adams, Schoolcraft, Osceola, and Torch Lake, Michigan. Thirty-one percent lived in other county
subdivisions not specified.
The Commute Shed Analysis shows where workers who live within the selected area are employed. Of those who live in the study
area, 62 percent are employed in Houghton County, 22 percent in Baraga County, 4 percent in Marquette County, and less than two
percent each in Ontonagon, Dickinson, Ingham, Oakland, Gogebic, Delta, and Wayne Counties. Five percent are employed in other
counties. Of County subdivisions, 31 percent work in Houghton, 18 percent work in Hancock, 14 percent work in Baraga Village, 8
percent work in L’Anse Village, 4 percent work in Calumet, 2 percent work in Marquette, and less than two percent work in Franklin
Township, Chassell, Osceola, and Ontonagon. Almost 19 percent work in other locations not specified.
Industry Composition
The chart on the next page shows the industry composition for the Village of L’Anse in 2000. The largest industry (based on
employment) is educational and health services (23 percent), followed by manufacturing (15 percent), arts, entertainment, recreation,
accommodation and food services (13 percent), public administration (13 percent), and retail trade (12 percent).
According to 2007 County Business Patterns, top industry employers in Baraga County, by 2-digit NAICS code are as follows:
 Manufacturing
(591 employees)
 Retail Trade
(332 employees)
 Health Care and Social Assistance
(318 employees)
 Accommodation and Food Services
(185 employees)
 Other Services (except public administration) (77 employees)
 Agriculture, Forestry, Fishing, and Hunting
(58 employees)
Page 54
2011
Figure 2-16: L’Anse Industry Composition
A close look at County Business Pattern data from 1998 through 2006 reveals trends in employment per NAICS category (North
American Industry Classification System). Total employment in Baraga County declined by -13.2 percent from 1998 to 2006. The only
industries which increased in employment include fabricated metal product manufacturing; building material and garden equipment;
Page 55
2011
finance and insurance; religious, grantmaking, civic, professional; and other services (except public administration). A detailed look at the
trends per NAICS classification follows (Red indicates decline):
 Construction (-9.8%)
 Manufacturing (-22.9%)
o Fabricated Metal Product Manufacturing (25.7%)
o Machinery Manufacturing (-25.7%)
 Retail Trade (-16.9%)
o Motor vehicle and parts dealers (-14.9%)
o Building material and garden equipment etc (15.4%)
o Food and beverage stores (-42.4%)
o Gasoline stations (-10.5%)
o Non-store Retail (-4%)
 Transportation and Warehousing (Truck Transportation) (-41.7%)
 Information (-3.8%)
 Finance and Insurance (14.1%)
 Religious, Grantmaking, Civic, Professional, etc. (85.3%)
 Health Care and Social Assistance (-9.3%)
 Ambulatory Health Care Services (-23.3%)
 Accommodation and Food Services (-10.3%)
 Other Services (except public administration) (50%)
Location Quotient
Location quotients are ratios that allow an area’s distribution of employment by industry to be compared to a reference or base
area’s distribution. In this case, the reference area is the United States. If the location quotient is equal to 1, the industry has the same
share of its area employment as it does in the reference area. A location quotient greater than 1 indicates that this industry makes up a
larger share of area employment than its share in the country as a whole. Location quotients for Baraga County, Houghton County, and
the State are compared here to the nation.
Baraga County has location quotients greater than 1 in the following industries:
 Forestry and Logging (LQ 57)
 Machinery Manufacturing (LQ 15)
 Fabricated Metal Product Manufacturing (LQ 7)
Page 56
2011





Gasoline Stations (LQ 3)
Accommodation (LQ 1.9)
Food Service and Drinking Places (LQ 1.8)
Heavy and Civil Engineering Construction (LQ 1.7)
Membership Associations and Organizations (LQ 1.6)
Industries with very low location quotients in Baraga County include specialty trade contractors, general merchandise stores,
nursing and residential care facilities, insurance carriers, administrative and support services, and professional and technical services. These
industries may represent opportunities for growth.
Houghton County has high location quotients for forestry and logging; construction of buildings; food and beverage stores;
gasoline stations; clothing and accessory stores; sporting goods, hobby, book, and music stores; general merchandise stores; miscellaneous
retailers; social assistance; accommodation and food services; repair and maintenance; and membership associations and organizations.
Houghton County’s industries of low location quotients (not already of high location quotient in Baraga County) could also be an
opportunity for L’Anse. These include printing and related support activities; food manufacturing; merchant wholesales of durable and
nondurable goods; electronic markets, agents, and brokers; electronics and appliance stores; health and personal care stores; truck
transportation; waste management and remediation services; amusements, gambling, and recreation; telecommunications; real estate;
professional and technical services; and administrative and support services.
Major Area Employers
Major employers located in the L’Anse area are listed below with
approximate number of employees (per the MEDC Economic Profiler,
information by Harris Publishing Company – 2008 InfoSource, and Local
Economic Development contact):
 Baraga County Memorial Hospital (200)
 CertainTeed Gypsum Inc. (110) – Manufacturer of acoustical board
and tile
 Ferrellgas, LP (100)
 L’Anse Area Schools (100) – Elementary/Secondary School and
Library
 Baraga County Extended Care (70) – Nursing Home
 Campioni Enterprises Inc. (68) – Pat’s Foods Supermarket
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L’Anse Area Schools
2011
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Baraga-Houghton-Keweenaw
Child Development Center (60) –
Elementary/Secondary School
Baraga County (40) – Municipal
Government
Erickson Lumber & True Value
(50) – Sawing & planing mill;
retail
building
materials;
hardwood dimension & flooring
mill; hardware store
CertainTeed plant in the Village of L’Anse
Baraga County Road Commission
(33)
Baraga County Federal Credit
Union (27)
Commercial National Bank – (25)
New Day Treatment Center (25) – Specialty Outpatient Clinic
Bay View Family Practice PC (22) – Medical Doctor’s Office
Newpage Corp (20) – Sawing & Planing Mill; Hardwood dimension & flooring mill
Michigan Department of Transportation (20) – Executive Office
L’Anse Warden Electric Plant (20) – Biomass energy production
As the County seat, L’Anse is truly a government center. The Secretary of State, Post Office, and Michigan Works offices, along with
the L’Anse Township Hall, Village Hall, and all County services, including MSU extension are located within walking distance of each other
in central L’Anse. Baraga County Memorial Hospital is featured in Chapter 3: Village Resources under Medical Services. L’Anse Area
Schools is featured in Chapter 3: Village Resources under Educational Services.
The CertainTeed Company in L’Anse is adding 33 new jobs and planning an expansion after closing another plant. The L’Anse
Warden Electric Plant created 20 new jobs and an estimated 25 or more spinoff jobs in L’Anse with its opening in 2008. The former coalfired plant had basically been shut down since 1993. More information on both plants is contained in the following section on the Green
Economy.
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Major employers located in Baraga (per the same source) include:
 Michigan Department of Corrections (300)
 Pettibone Traverse Lift LLC (100) – Materials handling equipment
 Keweenaw Bay Indian Community (75) – Casino, hotel
 Baraga Area School District (75)
 Selkey Manufacturing Co. (58) – Steel fabricator
 Van Straten Brothers Inc. (45) – Custom metal fabrication, machining, and welding
 Keweenaw Bay Ojibwa Community College (35)
 Baraga Telephone Company (32)
 Larry’s Markets (30)
 Keweenaw Bay Ojibwa Housing (25)
 Bay Ambulance (25)
 Peninsula Powder Coating Inc (24)
 Massie Mfg Inc (20) – Plate metal fabricator
 Michigan Department of Natural Resources (20)
 Ojibwa Motel (20)
 DirecTV (20)
 Besse Forest Products Inc (20) – wholesale logs, hewn ties, posts, poles, hardwood dimension and flooring mill, wholesale
lumber, plywood & millwork, sawing & planing mill
Recently, Terex Handlers announced a pending closure in November, 2009. This eliminates 90 area jobs, representing 8 percent of the
total workforce.
The Baraga Maximum Correctional Facility (AMF) was opened in 1993 and houses males of all ages in security levels one and five.
This State facility has eight housing units, including a 280 bed facility for Level I prisoners. The seven other housing units (three for
general population and four for segregation) are inside the secure perimeter and house Level V prisoners. Other buildings house food
service, health care, prisoner services, maintenance, warehouse, and administration.
Prisoner programs include Adult Basic Education and General Education Development preparation. Treatment service includes
counseling, substance-abuse services, psychotherapy, religious activities, and Assaultive Offender Programming. Prisoners are provided
on-site routine medical and dental care, and are taken to Marquette or Jackson for serious and emergency problems.
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Regional Employment Outlook
The following information was compiled by the Michigan Department of Labor & Economic Growth Bureau of Labor Market
Information and Strategic Initiatives for the Western Upper Peninsula Michigan Works! in 2008. The Western Upper Peninsula Michigan
Works Agency consists of Baraga, Gogebic, Houghton, Iron, Keweenaw, and Ontonagon Counties. Unless otherwise stated, the statistics
below are for these geographic areas of comparison as well as the State of Michigan and the United States.
Population Trends
Between 2000 and 2006, population in the six-county MWA fell by 3.5 percent. For the same period, Michigan’s population increased
by 1.6 percent. During this time, Baraga County’s population remained unchanged. U.S. population increased over 6 percent.
Within the entire Western Upper Peninsula MWA between the years 1990 and 2000, there were population gains in 14 to 18 year olds
(7 percent increase), 22 to 54 years olds (7 percent increase) and 55 to 64 year olds (10 percent increase). Age groups that lost population
include 19 to 21 year olds (2 percent decrease) and 65 plus (9 percent decrease). Overall, there was a 2 percent gain in males and a 2
percent decline in females for the period.
Between 1990 and 2000, there were decreases in the white population, and increases in Black/African American, Native American,
Asian/Pacific Islander, and other races. There was a 73 percent increase in the Hispanic population, which is still only 645 people in the
Western Upper Peninsula MSA in 2000. By contrast, there were 1,841 Native Americans in the Western Upper Peninsula MWA in 2000.
Ninety-four percent of the Western Upper Peninsula MWA population was White in 2000.
Labor Force Trends
Overall in the Western Upper Peninsula MWA, labor force increased by almost four percent for this period, paralleling the U.S.
increase of 4.5 percent. Michigan labor force was stable for this time period. The largest increase in labor force was in Baraga County (11
percent). This shows very good potential for the Baraga County in the future.
For the same years, Baraga County had a increase in employment (7.5percent), again making it the County with the largest increase in
the Western Upper Peninsula MWA. Overall the Western Upper Peninsula MWA increased employment by 3.5 percent from 2003 to
2007. In comparison, the State employment was stable, and U.S. employment increased by six percent.
Unemployment rates increased for every County in the Western Upper Peninsula MWA from 2001 to 2007. The largest increase again
was in Baraga County, which had a four percent increase in unemployment from 2001 to 2007. During the same period, the State of
Michigan’s unemployment rose by two percent, and the U.S. unemployment declined slightly. The Western Upper Peninsula MWA 2000
unemployment rate was 8.7 percent. Unemployment rates were lower for females at 5.3, and higher for males at 11.5 percent. Rates were
highest for 16 to 19 year old males and females, and 20 to 24 year old males.
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Industry Employment
Within the Western Upper Peninsula MWA, industries with increasing employment from 2004 to 2007 include:
 Manufacturing (+8 percent)
 Educational & Health Services (+3 percent)
 Professional & Business Services (+1 percent)
Industries with declining employment from 2004 to 2007 include:
 Other services (-10 percent)
 Financial Activities (-8 percent)
 Leisure & Hospitality (-6 percent)
 Trade, Transportation & Utilities (-5 percent)
 Natural Resources & Construction (-2.5 percent)
 Information (-0.3 percent)
Overall total industry employment declined in the MWA by 2 percent for the period.
The top ten private industry employers (50 percent of jobs) in the Western Upper Peninsula MWA for 2007 were:
 Food Services and Drinking Places (11 percent)
 Hospitals (8 percent)
 Ambulatory Health Care Services (5 percent)
 Food and Beverage Stores (5 percent)
 General Merchandise Stores (4 percent)
 Construction of Buildings (4 percent)
 Specialty Trade Contractors (3.5 percent)
 Nursing and Residential Care Facilities (3 percent)
 Accommodation (3 percent)
 Wood Product Manufacturing (3 percent)
The top ten industries by percent job growth were Waste Management and Remediation Services, Telecommunications, Textile
Product Mills, Computer and Electronic Product Manufacturing, Primary Metal Manufacturing, Machinery Manufacturing, Fabricated
Metal Product Manufacturing, General Merchandise Stores, Real Estate, and Hospitals. Together, these industries created an increase of
over 600 jobs in the Western Upper Peninsula MWA from 2004 to 2007.
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Declining industries from 2004 to 2007 include Support Activities for Agriculture, Food Manufacturing, Forestry and Logging, Credit
Intermediation and Related Activities, Utilities, Repair and Maintenance, Clothing and Clothing Accessory Stores, Motor Vehicle and Parts
Dealers, Social Assistance, and Food and Beverage Stores.
Availability and Education
According to the Michigan Department of Education, the number of high school and community college graduates fell by 5.1 percent
in the most recent school year in the MWA. Statewide, the number of high school and community college graduates increased by 4.6
percent. Department of Education data shows that 882 persons graduated from area high schools and 170 persons graduated from area
community colleges, which is an indicator of potential new entrants to the labor force.
Occupations
According to the Bureau of Labor Market Information and Strategic Initiatives, an employment increase of 5.6 percent is projected for
the Upper Peninsula for the period from 2004 to 2014 (increase of 7,790). The occupations with the highest numerical growth is
anticipated to be the service industry (2,495), followed closely by professional occupations (1,915) and health care occupations (1,700).
Construction and repair is anticipated to also provide high numeric growth at 930 jobs. Within the entire Upper Peninsula Labor Market
Area, 4,367 job openings are projected annually from 2004 to 2014. Of these, 3,400 are projected to be replacement jobs, and only 960
new jobs. The service industries are expected to account for the largest growth, followed by professional, sales, administrative support, and
construction and repair occupations (all mostly replacement jobs). It should be noted that service jobs are generally lower paying jobs.
Fastest growing occupations are expected to be registered nurses, home health aides, personal and home care aides, eligibility and loan
interviewers, and computer-controlled machine tool operators. The occupations with the largest numeric growth are expected to be
registered nurses, retail salespersons, waiters and waitresses, janitors, nursing aides and orderlies, home health aides, food prep/serving
workers, carpenters, housekeepers and maids, and food preparation workers. Registered nurses are the best opportunity for high demand
and high wage occupations in the Upper Peninsula in the coming years.
Some occupations, requiring at least a Bachelor’s degree, projected to have higher numeric growth in the Upper Peninsula from 2004 to
2014 are General and Operations Managers, Accountants and Auditors, Sales Managers, Pharmacists, Special Ed Teachers &
Pre/Kinder/Elementary School teachers, and Child, Family, and School Social Workers, industrial engineers, medical and health services
managers, mechanical engineers, and medical/clinical lab technologists.
Some occupations, requiring at least an Associate’s degree or work experience, projected to have higher numeric growth in the Upper
Peninsula from 2004 to 2014 are Registered Nurses, Nursing Aides, Orderlies, and Attendants; Automotive Service Technicians and
Mechanics; Management of Food Service Workers; Radiological Technologists and Technicians; Preschool Teachers; Fitness trainers;
Management of Personal Service Workers, Management of Housekeeping or Janitorial Services, and Computer Support Specialists.
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High growth jobs requiring some on-the-job training are expected to be Carpenters, Customer Service Representatives, Cooks, Sales
Representatives, Team Assemblers, Computer Construction Machine Tool Operators, Dental Assistants, Social and Human Service
Assistants, Pharmacy Technicians, and Machinists.
Regional Occupational Outlook
The Michigan Department of Labor and Economic Growth indicates high demand occupations for the western Upper Peninsula,
including Baraga County, to include the following:
 Architectural and Engineering Occupations—Engineers (industrial, mechanical, all other)
 Arts, Design, Entertainment, Sports, and Media Occupations—Coaches and scouts; musicians and singers
 Building and Grounds Cleaning and Maintenance Occupations—Janitors
 Business and Financial Operations Occupations—Accountants and auditors; business operations specialists; cost estimators;
purchasing agents
 Community and Social Services Occupations—Child, family and school social workers; clergy; educational, vocational, and
school counselors; social and human service assistants
 Construction and Extraction Occupations—Carpenters; construction laborers; electricians; first-line supervisors/managers of
construction trades and extraction workers; pipelayers, plumbers, pipefitters, and steamfitters and their helpers; operating engineers
and other construction equipment operators; painters
 Education, Training, and Library Occupations—School teachers (all levels); graduate teaching assistants
 Food Preparation and Serving Related Occupations—Cooks; food preparation workers; managers of food preparation and
service workers
 Healthcare Practitioner and Technical Occupations—Nurses; medical and clinical laboratory technologists; pharmacy
technicians; radiologic technologists and technicians
 Healthcare Support Occupations—Dental and medical assistants
 Installation, maintenance, and Repair Occupations—Automotive service; industrial machinery mechanics, maintenance and
repair workers; supervisors of mechanics and installers
 Management Occupations—Chief executives; construction managers; education administrators; food service managers; general
and operations managers; medical and health services managers, sales managers; all other managers
 Office and Administrative Support Occupation—Hotel, motel, and resort desk clerks; payroll and timekeeping clerks; tellers
 Personal Care and Service Occupations—Supervisors; Hairdressers, hairstylists, and cosmetologists; personal and home care
aides
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Production Occupations—Assemblers and fabricators; bakers; supervisors/managers of production and operations; inspectors,
testers, sorters, samplers, and weighers; laundry and dry-cleaning workers; machinists; team assemblers; water and liquid waste
treatment plant and system operators; welders, cutters, solderers, and brazers.
Protective Service Occupations—correctional officers; firefighters; police and sheriff’s patrol officers
Sales and Related Occupations—gaming change persons and booth cashiers; sales representatives, wholesale and manufacturing
Transportation and Material Moving Occupations—Bus drivers, cleaners of vehicles and equipment; driver/sales workers;
industrial truck and tractor operators
Tourism Outlook
Because of the Village’s natural and locational assets, tourism is a significant component of economic development opportunity. The
coastal community offers scenic views, historic sites, museums, and many recreational pursuits. A more detailed look at tourism assets is
contained in the section on Natural Environmental Resources.
Statewide Tourism
Beginning with a look at statewide tourism, net spending by Michiganians for travel outside Michigan exceeds spending for travel
within the State, creating a $2.8 billion deficit in balance of trade for Michigan tourism in 2004. Michigan tends to be a regional destination
with 72 percent of Michigan travel by Michigan residents, 18 percent by residents of other Great Lakes states, and 10 percent from all other
origins. Most Michigan tourism is natural resource recreation related with world-class tourism assets including the Great Lakes, forests,
inland lakes and rivers, trails, campgrounds, and parks linked by an impressive transportation system as found in abundance in the Upper
Peninsula. Tourism promotion, however, lags compared to other Great Lakes states and provinces, although the Pure Michigan Campaign
is a step in the right direction.
Michigan has the fifth largest number of hunters of any state, and is also fifth in the nation for number of anglers. Hunting was the
most common dispersed use of state forest lands in all three state forests, with adjacent private landowners and their guests accounting for
up to half the dispersed use of the public forest land. Sales of snowmobile trail permits have been in a steady decline since 1999, while
boat registrations have been static. State park use has been moderately declining.
Recently the Michigan State University Department of Community, Agriculture, Recreation and Resource Studies (CARRS) released
their Michigan Tourism Outlook at a Driving Tourism 2010 Conference. The Department of CARRS compares 2008 and 2009 data to
create a forecast for the 2010 tourist season. The 2010 Tourism Outlook showed a 2-3 percent increase in travel volume, a 3-4 percent
increase in travel spending and a 2-3 percent increase in travel prices. Travel prices include items such as restaurant, fuel, and hotel prices.
The data reviewed includes traffic counts on Michigan highways, hotel stays (both personal and business), Mackinac Bridge crossings,
weather, Welcome Center visitor counts, and economic data such as; gas prices, unemployment rates, stock market changes, and the rate of
foreclosures and home sales. This data only tells part of the story; technology is helping to create a “new normal” for the Tourism
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Industry. People are finding better deals and waiting until the last minute to make
travel plans. Online meetings provide alternatives to business travel. This means the
tourism industry can no longer rely on long-term trends in tourism data to make yearly
projections. The travel industry needs to focus campaigns on shorter, cheaper travel
activities in order to attract people. This can be seen in the “Pure Michigan” campaign
focusing on camping and other outdoor activities.
County Tourism
The Michigan State University Extension Tourism Area of Expertise (TAOE)
prepared a tourism profile for Baraga County in 2001. The study region included
Illinois, Indiana, Michigan, Minnesota, Ohio, Wisconsin, and Ontario. Market share is
defined as the percentage of pleasure trips to Michigan that originated from this study
region. When compared to the neighboring counties of Dickinson, Houghton, Iron
and Marquette; Baraga County received the lowest market share. The estimated market
The Baraga County Visitors and
share of Baraga County was calculated at 0.3 percent compared to Dickinson at 0.7
Convention Bureau in L’Anse
percent, Houghton at 0.6 percent and Marquette at 1.5 percent. The estimated number
of pleasure-trip nights was determined from a survey-based estimate in Michigan in 1996.
This figure was multiplied by the market share to determine estimated direct expenditures. Estimates do not include pleasure trip nights or
expenditures of travelers who resided outside the study region or who merely passed through a county. In 1996, the estimated number of
pleasure trip-nights was 259,900 in Baraga County, meaning estimated direct expenditures of $14,118,000. The TAOE also looked at
trends in the State of Michigan lodging use tax collections for Baraga County (adjusted for a change in tax rate and inflation) and there is a
declining trend in collections from 1985 through 1995.
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Employment & Industry Summary and Implications
The following summary indicates employment and industry strengths and opportunities based on an inventory of the region, County,
and Village. To deal with employment challenges, L’Anse area communities are joining in a spirit of cooperation to focus economic
development efforts.
Within the Upper Peninsula, future job growth is expected to be mostly in service industries. Service jobs are often lower paying jobs.
The majority of job openings will be replacement jobs (as baby boomers retire in greater numbers). Most of the fastest growing
occupations are related to medical services, but machine tool operators are also expected to be in demand. Registered nurses are the best
opportunity for high demand and high wage occupations in the coming years.
In the region, the mostly service-based economy is clustered in the Baraga/L’Anse and Houghton/Hancock areas. Among those
living in a 30 mile radius of L’Anse, most jobs in 2006 were in educational services, health care and social assistance, retail trade,
accommodation and food services, manufacturing, and public administration. Industries that had substantial increases in numbers
employed from 2004 to 2006 include manufacturing and professional, scientific, and technical services. This is good news as both these
industries draw wealth from outside the community (not just serve the needs of the community). Industries with substantial decreases in
number employed for the same period include health care and social assistance, retail trade, and construction. Most of these jobs are
secondary, supported by base sector jobs, and serve local needs. In the region, there has been percentage job growth in the waste
management, manufacturing, and medical fields. Future occupational growth is expected among engineers; arts, design, entertainment,
sports, and media occupations; business and financial operations; community and social services; construction and extraction; education;
food preparation; healthcare; maintenance and repair; management; administrative; personal care; production; protective services; sales; and
material moving occupations.
Baraga County has experienced growth in the size of the labor force, which provides an opportunity for the right industry. Location
quotients are ratios that compare employment by industry in a local area to a reference area, in this case, the United States. In Baraga
County, areas of industry concentration/competency include forestry and logging; machinery manufacturing; fabricated metal product
manufacturing; accommodation; food service and drinking places; and heavy and civil engineering construction. Industries of low
concentration in the County, representing opportunity for growth, include specialty trade contractors, general merchandise stores, nursing
and residential care facilities, insurance carriers, and professional and technical services. Industries that could represent an opportunity for
L’Anse based on low concentration in Houghton County include printing and related support activities; food manufacturing; merchant
wholesalers of durable and nondurable goods; electronic markets, agents, and brokers; electronics and appliance stores; health and personal
care stores; truck transportation; waste management and remediation services; amusements, gambling, and recreation; telecommunications;
real estate, professional and technical services; and administrative and support services.
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In L’Anse in 2000, the largest industries (based on employment) were educational and health services; manufacturing; arts,
entertainment, recreation, accommodation, and food services; public administration; and retail trade. Major Village employers include
Baraga County Memorial Hospital (which is moving to a new facility in the Township), CertainTeed Gypsum Inc., Ferrellgas, L’Anse Area
Schools, Baraga County Extended Care (nursing home), the local supermarket, Baraga-Houghton-Keweenaw Child Development Center,
Erickson Lumber & True Value, and Baraga County government. The L’Anse Warden Electric Plant propelled the Village into the
“Green” economy by creating 20 new jobs and 25 or more spin off jobs in 2008.
Major County employers include the Michigan Department of Corrections, Pettibone Traverse Lift (materials handling), Keweenaw
Bay Indian Community (casino, hotel, community college, government), Baraga Area School District, Selkey Manufacturing (steel
fabricator), and Van Straten Brothers (metal fabrication and machining).
Economic Development and Jobs: Potential Opportunity
Tourism
Because of the Village’s natural and locational assets, tourism is a significant component of economic development opportunity. Assets
include coastal areas, public forest lands, inland lakes and rivers, campgrounds, and parks. These resources attract hunters, anglers,
snowmobilers, and other outdoor enthusiasts.
There are some limits to tourism development. Because of the sometimes seasonal and sporadic nature of tourism, communities
cannot depend on this one industry for economic sustenance. Planning for a sustainable tourism industry should include consideration of
the impact of rising fuel prices on travel. For greater sustainability, L’Anse Village should participate in a regional partnership to create a
critical mass of unique attractions to serve a tourism base focused on Michigan, Wisconsin, and Canadian residents. Future possibilities
include eco-tourism and cultural/historic tourism. Eco-tourism provides unique educational opportunities and experiences to those who
value pristine and protected natural and cultural areas. It focuses on personal growth and environmental responsibility. This kind of
tourism offers participants insight in to the impact of human beings on the environment, and fosters a greater appreciation of natural
habitats. It is a good opportunity to instruct people in how to live in a way that ensures low environmental impact. This form of tourism
also provides financial benefits to support conservation. Similarly, a local food system could be promoted through agri-tourism, which
could involve tours of facilities and seminars to teach best practices.
The area provides great opportunity for interpretation of history, including the Ford history. Opportunities to improve mainstay
tourism activities such as sport fishing, camping, hiking, hunting, and mountain biking should also be pursued.
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Knowledge Economy
Michigan State University created a County-Level assessment of Michigan’s knowledge economy, which was intended to assist
communities in identifying their position in the knowledge economy in order to facilitate the development of effective economic
development strategies. The knowledge economy was defined as “the application of new methods or new technologies to the production
or distribution of goods and services”.7 This is important because the role of knowledge is an increasingly important element of a healthy,
globally competitive economy. Additionally, technology is strongly linked to the creation of higher-skilled, higher-paying jobs. For
example, in Michigan, the average knowledge economy wage (for selected occupations of education/training, computers, life and social
science, architects, engineers, and management) is approximately $61,000 per year, while the average wage in Michigan for all jobs is just
over $37,000 per year.8
The report utilizes various indicators combined to reflect an overall knowledge economy index. Although the data used in the study
may not be robust enough, it is useful to note the indicators that are important to a viable knowledge economy. The study classifies each
county as either “Leaders”, “Contenders”, “Followers”, or “Laggards”. Baraga County is ranked as a “Follower” in overall knowledge
economy index, which is the simple, unweighted average of a county’s rank for the sixteen individual indicators. Baraga County’s overall
rank is 76th of 83 counties. Results for the sixteen indicators are as follow:
 Knowledge Jobs Category—the average of a county’s rank for information technology jobs, workforce education, and
management and professional jobs. Baraga is listed as a “Follower” in this category with a ranking of 53 of 83 counties. Scoring
could be improved with a strong workforce education program and the strengthening of the information technology sector, which
is well-suited for remote locations with good internet service.
o Information Technology Jobs—percentage of the workforce employed in four information technology related industry
categories, including cable networks and program distribution; telecommunications; information and data processing
services; and computer systems design and related services.
o Workforce Education—the percentage of people over age 25 who have completed a bachelor’s degree or higher. Baraga is
classified with less than 15 percent of people age 25+ having completed a bachelor’s degree or higher, compared to a
Michigan average of 21.8 percent, and Midwest regional average of 22.9 percent. The national average is 23.9 percent. This
reflects a ranking of 79 of 83 counties. Much improvement is needed in this category.
o Management and Professional jobs—percentage of the workforce aged 16 and over employed in managerial, professional, and
related occupation categories. Baraga is classified in the less than 23 percent range (ranking of 79 of 83 counties), compared
to a statewide percentage of 31.5 percent, midwest average of 32.1 percent, and nationwide average of 33.6 percent.
LaMore, Melcher, Supanich-Goldner, Wilkes. Michigan Knowledge Economy Index: A County-Level Assessment of Michigan’s Knowledge Economy, 2nd Edition. Michigan State
University, May, 2007.
8 Ibid.
7
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Innovation Capacity Category—the simple average of a county’s rank for five indicators, including high technology jobs, venture
capital firms, patents, engineers, and bioscience jobs. Baraga is listed as a “Contender” in this category with an overall ranking of
31 of 83 counties. Support of talent and innovation is critical for these indicators.
o High Technology Jobs—the percentage of the workforce employed in one of seven industry categories representing high
technology firms, including computer and electronic product manufacturing; software publishers; cable networks and
program distribution; telecommunications; information services and data processing services; computer systems design and
related services; and scientific research and development.
o Venture Capital Firms—represents the number of venture capital firms in the county.
o Patents—the number of patents registered per 100,000 population.
o Engineers in the Workforce—number of licensed, professional engineers as a share of the total workforce.
o Bioscience Jobs—the total number of employees in bioscience firms with headquarters in Michigan. These firms include
medicinals/botanicals, pharmaceuticals, diagnostic substances, biological products except diagnostic, and research and
development in the life sciences. Most firms are currently clustered in southeast and southwest Michigan.
Digital Economy Category—the average of a county’s rank for three indicators, including internet use, digital government, and
cable modem access. Baraga is ranked as a “Laggard” in this category with an overall ranking of 57 of 83 counties.
o Internet Use—the percent of residents who use the Internet at least three times per week, based on a 2002 survey of
Michigan residents.
o Digital Government—the percentage of local governments that have a website.
o Cable Modem Access—the geographic extent of cable modem access within each county.
Globalization Category—the average of a county’s rank for two indicators, including firms with foreign parents, and exporting
firms. Baraga is classified as a “Follower” in this category, with an overall ranking of 57 of 83 counties.
o Firms with Foreign Parents—the number of firms registered with the State of Michigan as having foreign parents. This is
significant in helping to create a global market presence.
o Exporting firms—the number of firms engaging in production for export.
Economic Dynamism Category—the average of a county’s rank for three indicators, including manufacturing employment
change, service sector employment change, and sole proprietorship employment change. Baraga is listed as a “Laggard” in this
category with an overall ranking of 74 of 83 counties.
o Manufacturing Employment Change—the absolute percentage change in jobs in the manufacturing sector between 1997 and
2000. Rapid change in the employment mix is evident with a knowledge economy.
o Service Sector Employment Change—the absolute percentage change in jobs in the service sector between 1997 and 2000. One
characteristic of the knowledge economy is a shift from a manufacturing to a service economy.
o Sole Proprietorship Employment Change—the absolute percentage change in jobs in firms classified as sole proprietorships
between 1997 and 2000. In a knowledge economy, innovation and entrepreneurial activity are viewed as increasingly
significant.
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Communities that have creative and talented people, modern information technology infrastructure, and the foresight to plan for the
new economy have greater wealth generation potential through technology based economic development. The proximity of Michigan
Technological University and the Keweenaw Bay Ojibwa Community College gives a boost to this potential in Baraga County and the
surrounding municipalities. This is particularly true since Michigan Technological University has created a SmartZone in
Houghton/Hancock, which is a technology center designated to promote resource collaborations between universities, industry, research
organizations, government, and other community institutions to create technology-based business and jobs. There are now 15 SmartZone
technology clusters in Michigan, including the one in Houghton. This SmartZone will focus on aviation, injection-molded plastics,
precision-machined surgical tools, precision bearings, electronic manufacturing, and robotics. Michigan Technological University will be
the area focal point for direct innovation and implementation.
When enterprises move into the commercialization phase, jobs are created in communities having the desired infrastructure, labor pool,
amenities, quality-of-life and other factors that facilitate the location of high-skilled, high-wage jobs in the knowledge economy. This is
why it is important for Village of L’Anse to focus on increasing the knowledge and skills of the workforce, updating technology
infrastructure, and improving public amenities within the population center.
Green Economy
Private sector jobs in Michigan’s green economy are defined as being in 5 areas,
including agriculture and natural resource conservation; clean transportation and fuels;
increased energy efficiency; pollution prevention or environmental cleanup; and
renewable energy production. Clean transportation and fuels is the largest green
economy area in Michigan, reflecting Michigan’s automotive heritage. Today green
jobs represent just 3 percent of Michigan’s overall private sector employment, but the
green economy expanded by almost 8 percent from 2005 to 2008. The renewable
energy production sector, while currently the smallest sector, is also the fastest
growing at 30 percent growth. The green economy is also a hotbed of entrepreneurial
activity and above average wages.9
New jobs exist for energy auditors.
Many green jobs are in production, engineering, and construction, but all skill levels
are required. Other jobs include assemblers, machinists, HVAC installers, general
maintenance, farm workers, mechanics, and environmental specialists. Job growth is expected for engineers, skilled trades, and certain
technical specialist jobs.
9
Michigan’s Green Jobs Report 2009: Occupations & Employment in the New Green Economy. Michigan Department of Energy, Labor & Economic Growth.
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The Michigan Green Jobs Report of 2009 found that some critical occupations are difficult to fill at the present time, including energy
auditor (Home Energy Rating system (HERS) raters); all skilled trades; lead/hazardous materials workers; accountants; wind technicians;
agri-tourism specialists; food safety specialists; aquaculturalists; urban farmers; truckers; photovoltaic installers; heavy equipment operators;
AC/DC electrical workers; HVAC (install and adapt for bio-mass systems); plumbers; designers for photovoltaics, wind, solar applications;
sales people; semi-conductor engineers; vacuum techs; purchasing/procurement/product developers; qualified tool makers; management
that understanding government funding opportunities and new regulations impacted by new technologies. Green-related occupations
projected to offer many openings through 2016 include landscaping and grounds workers; industrial engineers; environmental engineers;
mechanical engineers; civil engineers; chemical engineers; architects; landscape architects; electricians; surveyors; industrial machinery
mechanics; natural sciences managers; carpenters; construction laborers; engineering managers; first line supervisors, construction trades;
civil engineers; and HVAC mechanics and installers. Much of the job growth will be due to replacement of retiring workers rather than
growth.
Employers indicated that the majority of their employee training needs may be conducted on-the-job. Shop and vocational classes in
high school and “old school” drawing and drafting skills and basic skills that need to be brought back were cited as issues by Michigan
employers. Knowledge of green practices (ways of working that minimize damage to the environment); green knowledge (understanding
concepts such as which materials can be recycled in many ways, awareness of opportunities to implement green practices, and the ability to
apply concepts to new situations); and green skills (those which contribute actively to environmental improvement, such as energy auditing,
installing insulation, working with new materials, and so forth). Employers say it is hard to find people with safety knowledge, mechanical
aptitude, ability to do non-computerized drawing, ability to read blueprints, know “what” to draw as well as “how” to draw, basic machine
design skills, adaptability, understanding green standards and guidelines, material recycling awareness, systems specialization (solar, wind,
geo-thermal, rain water, etc), environmental impact knowledge, MIOSHA training, communication skills, marketing and general business
management skills, visual relationship aptitude, and ISO 14000 certification.
There are “green job” training programs in the Upper Peninsula at several institutions such as Lake Superior State University (Sault Ste.
Marie), Bay de Noc Community College (Escanaba), Gogebic Community College (Ironwood), Michigan Technological University
(Houghton), and Northern Michigan University (Marquette).
The green economy in Michigan is supported by local, state, and federal public policy such as Michigan’s new renewable energy
portfolio standard requiring utility companies to spend a portion of their revenue on energy efficiency measures for their customers. There
are also incentives for advanced battery production.
L’Anse has several firms involved in the renewable energy production cluster which includes power and communication line and
related structures construction; natural gas distribution; sawmills; electric power distribution; and logging. This sector showed a growth
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rate even during the period of economic slowdown. The L’Anse
Warden Electric Company brings green technology to the area as well
as jobs and spinoff jobs. The company diverts waste from other
industries like the lumber and sawmill industries and keeps it from
going to landfills by converting biomass to energy.
The company converted the former coal-, oil- and natural gasfired generating station to run on biomass, reducing pollution
emissions in the area. Raw materials include wood chips, paper-mill
residue (from the neighboring CertainTeed plant and others), tire
chips, railroad ties, construction/demolition debris, bark and twigs,
etc. In a synergistic relationship, CertainTeed then utilizes steam from
the electric plant.
A new program designed to provide greater profits to biomass
suppliers is helping to develop this green industry. The Farm Service
Agency, a branch of the U. S. Department of Agriculture, has certified
the L’Anse Warden Electric Company as the first plant in Michigan to
The L’Anse Warden Electric Company
be a part of the Federal Biomass Crop Assistance Program. This
program pays suppliers an additional 50 percent over what the
receiving company pays for collecting, harvesting, transporting, and storing biomass materials. These suppliers must have a forest
stewardship plan for the land they plan to clear.
The L’Anse Warden plant is also looking into ways to create their own supply of woody biomass through a fast-growing, renewable
willow shrub. Much more research and testing is needed to optimize this agricultural product, and difficulties are posed by keeping deer
and other pests away from the new plants for at least two years. Timber produces approximately 0.5 dry tons of biomass per acre a year.
Pulpwood produces approximately 1.7 dry tons per acre per year. Energy plantations produce on average 4 dry tons per acre per year,
although results vary widely. One ethanol plant, for example, needs 500,000 dry tons per year, which is the equivalent of 1 million acres of
timberland or 125,000 acres of energy plantations. The haul radius of materials from energy plantations is one-third that of timberlands if
the plantations are 8 times more productive. So there is a question of sustainability and capacity of this industry. It is too costly to convert
ambient forest to biomass production, so it is best to use retired or abandoned cropland. It may be more viable to use a European model
to take portable pellet factories to 500 acre plots and ship pellets directly to homes for heating supplies.
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CertainTeed is also boosting the green economy by securing third-party GreenCircle certification for 20 of its ceiling products and
unveiling more environmentally friendly recycled packaging for its products. The GreenCircle certification verifies the manufacturing
process and use of recycled materials. In this way, CertainTeed products help contribute points toward LEED certification. CertainTeed
is headquartered in Valley Forge, PA, and in 2009 was named ENERGY STAR Partner of the Year by the U.S. Environmental Protection
Agency.
Building Local Community Resilience
Building local resilience means improving the ability of a community to respond to energy, economic, or social shocks. It means
enhancing community self-sufficiency and creating a collaborative community framework. It takes foresight and leadership to achieve.
Two topics that easily bring people together to practice collaborative efforts toward community resilience are the pursuit of local food
systems and support of local businesses, both of which have the potential to create local jobs. Local energy production is discussed in the
next chapter.
Local Food Production
Within today’s conventional food system, food production, processing, and distribution is industrial in scale and relies on advances in
bio-technology. Food consumption generates a significant amount of packaging waste. In this system, corporations and agri-businesses,
not farmers, are dominant stakeholders. Consumers are removed—physically and metaphorically—from the source of their food. The
process is characterized by the use of significant amounts of synthetic fertilizers and pesticides and new shipping technologies, much based
on the availability of cheap oil. America must buy most of this oil from foreign nations in an increasingly competitive environment.
Today’s conventional system is both energy-intensive and inefficient. It takes roughly eight calories of energy to produce one typical
food calorie. Food distribution occurs over large distances (estimates suggest that the average food item travels about 1,500 miles). A
significant amount of risk is associated with this food production and distribution system. There is a greater concentration of ownership,
which means that the community food supply is dependent on decisions made by absentee business owners. Giant food retailers dominate
the market. The vertical consolidation of the production and distribution process puts the whole system under the control of single
entities. The vast scale of industrial food production also poses risk of widespread contamination when there is a problem.
In contrast to a conventional food system, a community food system makes visible the relationships between producers, processors,
distributors, and consumers of food. A community food system is place-based. Because the community values the place, a community
food system promotes the use of environmentally sustainable methods for producing, processing, and distributing food. Local distribution
networks minimize the use of fossil fuels, and reduce the risk should those supply lines become disrupted. Local grocery stores generally
only contain about a 3 day supply of food for the local community, so even a short supply disruption can create a crisis.
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A community food system facilitates access to healthful and affordable foods at all
times, increasing food security. As stated in the American Planning Association policy
guide on community and regional food planning, food sector jobs represent close to 15
percent of the total workforce of many communities, while retail food sales can be as
much as a fifth of a community’s total retail sales. Creating a local food system creates
local jobs and keeps wealth within the community.
Planning for the creation of a local food production and distribution system
involves taking an inventory of the existing organizations and businesses that are
involved in local and regional food production, processing, and retailing; involving
community stakeholders in determining a cohesive vision and goals for the creation of a
community-wide food system; illuminating the vulnerabilities that exist within the
system; evaluating the various strategies that will contribute to a sustainable community
food system; prioritizing actions and creating an implementation plan; and establishing
benchmarks for measuring success in accordance with the community vision and goals.
This plan supports the creation of a community food system. It recognizes the
importance of creating food security and supporting a local food economy. This plan
recognizes the difficulty in creating a self-sustaining food system with the challenges of
climate and short growing season in the Upper Peninsula, but also recognizes that
researching and creating a successful “northern” model for local food production is a
great opportunity that may also benefit other communities. Local production
opportunities such as community gardens, edible landscaping, and appropriate urban
farming will be supported in the community’s ordinances, as will local distribution
opportunities such as farmer’s markets, food stands, and small neighborhood stores.
The community will take steps to provide a good example by featuring edible plantings
Example of an aquaponics facility.
in public parks and schools and creating community and youth gardens. The
community can support increased food production by residents by creating share
programs allowing those without garden space or with shaded lots to utilize public open space and tax foreclosed properties for food
production activities. The community will also support initiatives to develop community food processing systems such as community
kitchens, food business kitchen incubator facilities, and entrepreneurial urban agriculture projects. Future ordinances will protect solar
access for energy and food production. However, the Village will look for opportunities to purchase and utilize land for centrally located
community gardens to facilitate local food production.
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In addition, the Village should consult with the L’Anse Warden Electric Company to see if their heat by-products can be used to heat
community greenhouses or hoop houses or to support aquaculture or aquaponics facilities. Aquaponics involves growing fish and plants
together in one integrated, soilless system. The fish waste provides a food source for the plants, and the plants provide a natural filter for
the water the fish live in. The process provides safe, fresh, organic fish and vegetables. In northern climates, a cheap and ready heat
source to provide year-round production is an advantage. A sustainable system would include a central facility to supply fish fingerlings
and plant seedlings, source supplies, and market the crops. For a more complete system, fish food such as duck weed, water lettuce, and
worms can be produced as well. Satellite facilities will focus attention on crop production. This kind of system can also be implemented as
a hobby or backyard garden system so that families can grow all the fish and vegetables they need. Recycled plastic containers can be used
for aquaponics systems. This can help to create a more resilient community. Local expertise is needed to help set up the systems, so this
can be a new employment opportunity. In addition, the facility can be part of an agri-tourism program that will involve area educators,
students, and residents as well as tourists.
Supporting the Local Economy with Strong Local Businesses
Studies have proven the importance of local businesses to a sustainable economy. In a case study called “The Case for Local vs. Chain
Retailers”, Civic Economics determined that locally owned and operated merchants generated three times greater impacts on local
economies than national chains because of a greater utilization of local labor, purchasing of local goods and services, and retention of
profits in the local economy. Local businesses are more likely to make charitable contributions or provide volunteer support within the
community where they have a vested interest. They are more committed to a local workforce and are less likely to relocate. Additionally,
in an increasingly homogenized world, communities that preserve their one-of-a-kind businesses that build distinctive character have an
economic advantage. Small businesses help sustain vibrant, compact, walkable downtowns and therefore reduce sprawl and the need for
long supply networks, and automobile use. They require less infrastructure and impervious surfaces, and promote efficient public service
provision. This is not to say that other businesses are unimportant or unwelcome. But making sure that community employment is
diversified beyond single, large, and often remotely-owned businesses is a good step toward increasing local resilience.
Funding is essential for increasing independent local ownership. In a funding-challenged world, community residents can make a
significant contribution to change within their local economy by participating in locally-owned small business development. Local
investors can provide capital for new local businesses (maybe through investment co-ops or micro-lending programs), or by becoming
investors in local redevelopment projects in which a portion of the proceeds go back to residents.
Some communities support local businesses by instituting “Buy Local First” campaigns. Municipalities can support local business by
implementing local purchasing preferences, providing local business directories and training, and removing subsidies and other benefits for
non-local businesses. Some communities even create local currency to make sure that money stays in the community and continues to
circulate.
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Chapter 3: Village Resources
Village resources include elements of the built environment, social
environment, and natural environment. These resources may also be either
publicly- or privately-owned. All these elements are inter-related, and the health
or well-being of each contributes to community sustainability. It is important to
look at Village resources from a comprehensive and systemic point of view.
Built Environment Resources
The built environment consists of buildings and transportation and utility
infrastructure. Buildings are important in that they frame the public space
which is usually defined by street systems. Building facades provide a public
face for private investment. Well-maintained buildings with pleasing aesthetics
illustrate community pride and health and thus contribute to economic
opportunity.
The built environment is also closely related to environmental sustainability.
Buildings consume or are responsible for 35 percent of all carbon dioxide
emissions, 39 percent of all primary energy use, 70 percent of all electricity use,
12 percent of potable water use, and 40 percent of all materials use.
Additionally, construction and demolition waste takes up a significant portion of
landfills.
Buildings and infrastructure also impact quality-of-life. For example,
universal building design and accessibility standards make it possible for people
to age-in-place rather than move away from family or friends to go to group
facilities. Buildings that are energy efficient contribute to affordability of
housing and viability of businesses, and reduce community energy production
demands.
Historic Resources
Historic buildings provide a link to the past and a sense of continuity for
successive generations. They create a unique and authentic character that can
contribute to economic development and attraction of residents. The Village of
L’Anse has retained many beautiful historic buildings, including churches,
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schools, and civic buildings. Although many of these structures aren’t currently
listed in historic registers, they preserve a unique charm and sense of the past.
L’Anse is located in a beautiful setting, with a neighborhood design that is
easily walkable or bikeable. L’Anse has enough historic structures to create a
narrated Village walking tour (either by podcast or rented audio equipment)
featuring the historic buildings and sites. A tour map would also be helpful.
Opportunity exists to interpret the rich logging, mining, shipping, Tribal,
shipwreck and Ford history of the area along interpretive trails.
The Baraga County Courthouse is listed on the State registry. Built in 1884,
it is a two-story, red brick, late Victorian building that today remains the county
seat. It is just up the hill from the L’Anse Village Hall.
There are several properties on the National Historic Registry in the area;
Assinins (historic district on US 41 near Baraga), the Avon Township Hall in
Skanee, the Hanka, Herman, & Anna Farm (historic district) in Pelkie, the
Hebard-Ford Summer House (also known as the Ford Bungalow) in
Pequaming, and the Kewawenon Mission (also known as the Zeba Indian
United Methodist Church) in Zeba just north of L’Anse. The Sand Point Site
and Sand Point Lighthouse are also on the registry, as is the old US-41
Backwater Creek Bridge. The Hanka, Herman & Anna Farm is currently being
operated as a museum.
The Hebard-Ford Summer House was used from 1900 – 1924 as a camp for
the Ford family. It is located on the shore of Lake Superior in Pequaming. The
two-story, 5,000 square foot Bungalow boasts nine bedrooms, six baths and a
dining room table fit for 16 guests. Its lineage extends back to the beginning of
the town of Pequaming in the late 1870’s when the town was established by an
Englishman named Charles Hebard, who also built a lumbermill with H.C.
Thurber. In time the town grew to reflect Hebard’s homeland with its boarded
walks, shingled houses and tree-shaded streets. The Ford Bungalow and
remains of the mill, one-room schoolhouses, and other historic structures still
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Above: Baraga County Court House on the hill
overlooking the L’Anse Village Hall. Below:
Kewawenon Mission
2011
exist. Pequaming also has a beautiful old cemetery for exploration, as does Aura, the Village of L’Anse, and Herman.
Henry Ford also created the Village of Alberta just 9 miles from L’Anse on US-41. The idea was for workers to log in the winter and
mill their lumber and farm in the summer. The village opened in 1937. Farming proved to be ineffective because of poor, rocky soil and
the deer who ate all the crops. The village was unique from other company towns in that each of Alberta’s twelve houses were all
architecturally different from each other, with varying layouts and square footages. This was meant to be a self-contained Village with a
store, post office, sixty additional houses, a road around the lake, lake front park, and ski hill and toboggan slides in the surrounding hills,
but these were never completed. However, even in the 1930’s, visitors flocked to the town to view displays of logging equipment and the
quaint village. In 1954, the lumber community of Alberta with its well-equipped sawmill and over 1,700 acres of adjacent timberland were
donated to the Michigan College of Mining and Technology (present-day Michigan Technological University) for use in research in
methods of timber management and utilization and forestry.10 A museum is maintained by the Alberta Village Museum Association and
open to the public during the summer months.
The Kewawenon Mission, also known as the Zeba Indian United
Methodist Church, is located on Front Street in Zeba between the
Whirl-I-Gig Road and Peter Marksman Road, about 3.5 miles northeast
of L’Anse. This site is noted as the birthplace of Indian Methodism in
the Western Upper Peninsula. The mission has continued to operate,
and represents one of the oldest and most successful integrations of
Native American and European religious traditions. The present day
structure was built in 1888.
Figure 3-1: Total Housing Units by Year Built
Housing Resources
Shelter is a primary need of every community. Meeting the housing
needs of residents in different stages of life and circumstances can help
to revitalize rural communities and retain residents. One way to do this
is by supporting mixed-use neighborhoods which combine residential
and neighborhood commercial uses in an effort to promote walking and
a sense of community. L’Anse already has a tradition of this. However,
it is always a challenge to maintain housing conditions in tough
economic times, especially with older housing stock. This section looks
at existing conditions and future needs for housing infrastructure.
10
Cleven, Brian. “Henry Ford’s ‘Tasty Little Town’: Life and Logging in Pequaming”. Michigan History Magazine. Jan/Feb 1999.
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Housing Statistics
Figure 3-2: Time of Residency
Figure 3-1 illustrates that most housing in the Village of L’Anse was
built prior to 1939. These structures are most likely a result of the
rebuilding efforts after the fire. There was also a building boom after
WWII and in the 1970’s. This creates an opportunity for home retrofits
to improve energy efficiency in entire neighborhoods.
As you can see from the charts at right, about 40 percent of owneroccupied structures have been occupied by long-term residents (moved in
between 1979 or earlier). Another 38 percent moved into their homes
between 1980 and 1994. Eighteen (18) percent moved in 1995 to 1998,
and only 4 percent moved in 1999 or later. The situation is much
different for renters, 54 percent of whom moved into their residences in
1999 or later. A total of 84 percent moved into their structures in 1995
or later.
The 2000 U.S. Census count for total housing units in the Village of
L’Anse is 981 units, which is an increase of 3 units since 1990. The
Village is largely built out for residential development, unless
redevelopment of underutilized structures occurs. The Village of L’Anse
had a higher occupancy rate than the County or Congressional District in
2000. Ninty-one percent (894 units) of total housing units were occupied
in the Village of L’Anse in 2000, compared to 90 percent (882 units) in
1990. Occupancy rates for other areas were as follows; State of Michigan
89 percent; Congressional District 1 (106th Congress) 71 percent; and
Baraga County 72 percent.
Of the occupied housing units in the Village of L’Anse in 2000, about
71 percent were owner occupied, and 29 percent were renter occupied.
All other jurisdictions of comparison have higher owner-occupancy rates
(Michigan 74 percent, Baraga County 78 percent, Congressional District
79 percent). So it seems that L’Anse is able to contribute to provision of
rental housing for the area.
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According to U.S. Census 2000 data, most owner occupied units are two-person households (41 percent, or 266 units). Twenty-three
(23) percent (148) are one-person households, 11 percent (72) are three-person households, 13 percent (84) are four-person households, 5
percent (37) are five-person households, and the remainder (26) have six-or-more-people per household. Most renter occupied units are
one-person households (48 percent or 126 units), 32 percent (84) are two-person households, and 11.5 percent (30) are three-person
households. The remaining four-person, five-person, six-person households constitute only 5, 6, and 9 units respectivly.
According to U.S. Census 2000 SF-1 data, most owner-occupied units contain family households (71 percent). Of these, 82 percent
(227 units) are “married-couple families” with the householder age 35 to 64 years. There are 94 “married couple families” with
householder age 65 and over, however. Most “other families” with no spouse present have male householders falling between 15 and 64
years old (27 units) and female householders of an older demographic at 35 years and older (48 units). Of the owner-occupied units with
“nonfamily” households, 80 percent of male householders live alone and are 35 to 64 years, and 92 percent of female householders live
alone and are age 65 and over. In fact, 65 owner-occupied “nonfamily” households have a householder 65 years or over and living alone.
There are also 48 renter-occupied “nonfamily” households with female householders living alone. This is 113 women living alone who
may be in need of extra services in order to continue to age-in-place. There were 14 men and 57 women age 65 and over in nursing
homes in 2000.
The number of vacant units declined by 9 units from 1990 to 2000 (96 units in 1990, 87 units in 2000). Of the vacant housing, only 28
percent, or 24 units, are for seasonal, recreational, or occasional use. It would be useful to know if the remaining vacant units are of
substandard quality or otherwise cannot meet market demand. In all other jurisdictions of comparison, the majority of vacant units (52 to
80 percent) were for seasonal, recreational, or occational use. In the Village of L’Anse, 26 units were “other vacant” units, meaning the
vacancy was not a result of units being offered for rent or sale, for seasonal, recreational, or occasional use, for migrant workers, etc. They
may be held for occupancy by a caretaker or for personal reasons of the owner. Often, when housing is this affordable, or inherited,
relatives hold the housing for future use.
Most homes were heated with utility gas (805 homes); 23 were heated with bottled, tank or LP gas; 23 with wood; 19 with electricity;
and 15 with fuel oil or kerosene.
Most of the housing in the Village of L’Anse is located north of the Highway 41 corridor. There is one mobile home park and one
neighborhood which consists of two long blocks of houses just south of US-41. These neighborhoods lack pedestrian amenities, and are
separated from the rest of the Village by the highway corridor. Although the housing neighborhood has access to the informal trails
surrounding the cemetery and hills and river basin, it could use a mid-block pedestrian connection, small neighborhood park, and
pedestrian crossing over US-41. These neighborhoods might also benefit from a bike trail along the river down to the old powerhouse
park facility. There are also some homes in the rural area along the river.
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Most of the housing in L’Anse is located very close to the centrally-located school, downtown, and recreation facilities. The
neighborhoods directly east of the school, accessed by River Street, need sidewalk facilities so that youth do not have to walk in the road or
the grass along this connector street. Some neighborhoods would benefit from the addition of small parks and gathering areas for young
children and senior citizens, and the opportunity for neighbohood community gardens. There is also a need to extend the sidewalks to the
northern-most neighborhoods east of Main as walkers frequently use this corridor.
There may be a need, based on changing demographics, for senior assisted-living or independent living facilities. The Village should
consider facilitating a cottage community development with small, closely clustered units to serve the need for the elderly to live in smaller
homes with support services while aging in place. The old hospital facility may be modified for assisted living use, or could be removed to
provide for this kind of housing opportunity to be developed.
The Village should also embrace the waterfront by pursuing redevelopment opportunities of obsolete buildings to add prime residential
condos or attached housing along the waterfront in the downtown. This would add more vitality and tax base for the downtown.
Figure 3-3: Baraga County Housing Financial Study
Housing Financials
Fifty-two (52) percent of
Village homes in 2000 were valued
between $50,000 and $99,999,
indicating housing affordability.
Almost 38 percent were valued at
less than $50,000, perhaps
indicating some improvement may
be needed. Only 49 homes in 2000
were valued between $100,000 and
$125,000, but this represents a large
increase from only 9 homes in
1990. Only 8 homes in 2000 were
valued over $200,000.
As shown in the table, the
median value of owner-occupied
homes in the Village of L’Anse in
2000 was $61,000 compared to
$37,000 in 1990. This is only 53
Specified owners
Geographic area
Baraga County
Michigan
COUNTY SUBDIVISION
Occupied
housing
units
Median
value
(dollars)
Specified renters
Median selected
monthly owner
costs (dollars)
With a
mortgage
Not
mortgaged
Median
contract
rent
(dollars)
Median
gross
rent
(dollars)
Percent
with
meals
included
in rent
3,353
3,785,661
% of State
67,100
115,600
58.0%
620
972
63.8%
252
288
87.5%
256
468
54.7%
339
546
62.1%
0.6
1.8
205
1,162
247
1,638
101
85,000
68,100
47,000
66,800
82,500
643
637
593
612
614
229
237
206
272
219
225
207
342
291
225
325
292
392
367
350
0
1.4
0
0
0
542
901
63,500
61,000
676
588
249
278
204
300
281
361
1.6
0
Arvon Township
Baraga Township
Covington Township
L'Anse Township
Spurr Township
PLACE
Baraga Village
L'Anse Village
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2011
percent of the state median of $115,600. Overall County median is $67,100, which is 58 percent of the state median. Median home values
for Baraga County municipalities range from a low of $47,000 in Covington to a high of $85,000 in Arvon Township. The median home
value in L’Anse Township is $66,800, which is 58 percent of the state median.
The number of homes with a mortgage in 2000 was 276 compared to 291 without a mortgage. This is probably the result of the high
number of long-term residents who have paid off their homes. This is another indication of housing affordability. The median selected
owner costs for those with mortgages in 2000 in the Village of L’Anse was $588, compared to $443 in 1990. This represents 60 percent of
the State median (indicating affordability), and 95 percent of the County median. In Baraga County, the Village of L’Anse has the lowest
median selected monthly owner costs of any municipality. L’Anse Township’s median was $612. Selected owner costs for those without
mortgages in 2000 in the Village of L’Anse was $278, which represents almost 97 percent of the State median.
Median contract rent in the Village of L’Anse was $300, which is higher than the County median of $256 but is only 64 percent of the
state median. Baraga Village and Baraga Township have the lowest median contract rent in Baraga County at $204 and $207 respectively.
Median gross rent in 2000 in the Village was $361, which is 66 percent of the State median (but more than the County median of $339).
This is an increase from $266 in 1990. Approximately 54 percent of specified renter-occupied housing units paid gross rent between $300
and $499 in 2000. Another 18 percent paid between $200 and $299. Nine percent paid less than $200 per month. Only 11 percent paid
between $500 and $749 per month, and about 1.5 percent paid over $750 per month. This is another indication that L’Anse provides
affordable rental housing for the area.
Housing Considerations
Accessory dwelling units can provide affordable housing opportunities within communities while conserving land and creating
efficiency in public service provision. Dwelling types include finished spaces above garages, finished basements, attics with separate
entrances, and ECHO (Elder Cottage Housing Opportunity) units. These units are often called elder cottages or granny flats when they
are used to house older adults near family members. These options may give L’Anse a way to accommodate affordable housing diversity
while being largely built out for conventional single-family housing opportunities. These options are especially valuable for one-person
households, single parents, and the elderly. Another option is to permit cottage housing opportunities. These are single-family detached
units usually less than 1,000 square feet in size that can be clustered onto smaller parcels of land.
Most local ordinances don’t permit accessory dwelling units (or more than one dwelling unit per parcel) or cottage community
development. Zoning may limit ECHO units to large lots and rural areas. Ordinances may also control accessory dwelling arrangements
through a restrictive definition of “family. Cottage communities may be inhibited my minimum lot sizes. Village zoning needs to be
updated to reflect the value of a compact, walkable community with mixed-land uses and housing diversity. This will address anticipated
future needs in a more efficient way.
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An ECHO unit is a small, self-contained, portable housing unit in which an elderly
person temporarily resides, and which is placed near the home of a host (either relatives or
close friends of the elderly person). The purpose of this arrangement is to make it
convenient and efficient for the occupants of the host family dwelling to provide assistance to
the elderly person residing in the smaller ECHO house. The host leases the unit for as long
as it is needed. Considerations include what to do with the units when no longer needed.
Units should fully incorporate Fair Housing Accessibility Guidelines and meet the
accessibility needs of the targeted population. Design should include consideration for
climatic conditions. The units are placed on a foundation and incorporate the utilities of the
host house. These units could also be placed in a permanent arrangement in a cluster located
to facilitate care. Zoning regulations would need to address the size of units, size of lot,
location on a lot, design for portability, occupancy, parking, compatibility with surroundings,
and application and approval procedures. Stressing that the units are meant to be temporary
assists in community acceptance. Benefits include providing a caring link between an older
person and their family and the delay or elimination of institutional care. It helps to ensure
affordability of housing and that seniors are not “over-housed”, with homes too large for
them to maintain.
Because much of area housing is very old, the Village should look for opportunities to
help with the renovation and energy optimization of housing infrastructure. This will
strengthen and preserve the value of neighborhoods and preserve housing affordability in the
face of rising energy costs. Included should be efforts to adapt homes to be accessible for the
aging or disabled. The Village can take advantage of grant opportunities, provide low-cost
loans, or offer tax abatements for homeowners that rehabilitate their properties. A housing
trust fund could support housing diversity. The Center for Community Change has a Guide to
Developing a Housing Trust Fund that may be helpful.
The Village should support home occupations within residential areas provided
conditional standards regarding traffic, noise, signage, and visual impact are met. Some uses
will not be appropriate. Home occupations provide economic opportunity which otherwise
might not be possible, and has the potential to support new residents with internet-based
businesses or people who do craft or fine-art instruction.
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Downtown L’Anse by the Bay.
Downtown grocery store is a
Above:
valuable amenity. Below: Neighborhood retail.
2011
Commercial/Industrial Resources
Once the community has determined the kinds of new businesses and industries it wants to encourage (those which will have the
greatest local multiplier effect and which will curtail leakage of consumer dollars out of the community), and has established strategies to
retain existing businesses, it must look to ways that public investment in infrastructure can stimulate private investment. Zoning and
development standards relating to landscaping, buffering, and natural stormwater management can enhance the built and natural
environment, ensuring economic assets are complementary to other Village assets.
Commercial Facilities
The Village of L’Anse has a compact downtown located one block off the lake. However, very few businesses have taken full
advantage of the lake front location. For this reason, the Village of L’Anse Downtown Development Authority commissioned the study
for a Downtown Development Plan.
The Downtown District includes an eight block area centered on the intersection of Broad and Main Streets approximately one half
mile north of US Highway 41. Entrance to the Downtown traveling east on US 41 is typically from L’Anse Avenue. Traveling west on US41, the entrance to the downtown is from Broad Street. The Broad Street entrance has a gateway entrance sign, but there is a lack of bold
gateway signage coming from the west (in the direction of Houghton). Currently, logging trucks from the north access the CertainTeed
plant via Main Street, crossing the Falls River just southwest of the downtown district. This has created concerns regarding the road
condition and traffic in the Downtown.
Pedestrians can readily access the downtown via the surrounding neighborhoods, and transient boaters from Lake Superior docking at
the L’Anse Marina are only a short walk from downtown shopping and services. New streetscape projects have enhanced the pleasing
pedestrian scale of Downtown with valued amenities including pedestrian friendly lighting, new boulevards with landscaping, and bump
outs for improved pedestrian crossings at the main intersection. Public investment in pedestrian-oriented public amenities such as
sidewalks, bike/walking trails, street furniture, lighting and banners, street trees, and green infrastructure (landscape buffers, rain gardens,
bioretention areas) have many benefits. These include increasing property values and rents, increased private investment, improved
stormwater management, enhanced sense of place, additional wildlife habitat, and urban heat reduction.
In addition to the streetscape projects, the Village recently constructed a new Village Hall and Fire Station on Main Street, linked by
outdoor path and stairway to the County Courthouse. A future project will involve the extension of the break wall at the existing Marina to
increase capacity. There is also a need to add landscaped islands and trees to the marina parking lot, creating a more pleasing transition
from the waterfront to the Downtown, and creating a more environmentally sensitive way to manage stormwater near the lake. These
landscaped islands should allow for the appropriate handling of snow in the winter months. The Downtown Plan notes that existing
parking is sufficient for demand in the Downtown.
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The Downtown Development Plan advocates the establishment of a
façade enhancement program providing incentives for building owners
to bring their buildings up to date—as opposed to looking out of touch.
Care should be taken to respect and preserve the design details and scale
of historic structures.
Front Street is the prime redevelopment opportunity area in L’Anse,
as some prominent, underutilized structures contribute to the
impression that the Downtown has turned its back on the waterfront.
A context-sensitive, mixed-use development could help the community
embrace the lake and add vitality, enhancing and complimenting the
public open space amenity across Front Street. This type of
development would provide opportunities for private commercial
businesses and also new types of residential development that don’t
currently exist in L’Anse.
Above: Typical corridor business.
Below: A view of the Broad Street entrance.
The Village has abundant pedestrian infrastructure in most areas,
except for along the highway corridor and south of US-41. The addition
of streetscaping including pedestrian scale lighting, street trees, and
bicycle amenities along the highway corridor would increase the
perception that visitors have arrived in a destination that is worth
stopping to visit. More visible signage is needed at the western gateway
entrance to downtown along US-41. Businesses along the highway
corridor should be encouraged to incorporate landscaping in parking
lots and along long, blank walls to improve community aesthetics, safely
accommodate pedestrian traffic, and mitigate winter climate conditions.
More wayfinding signage is needed along the highway corridor and
throughout downtown. Commercial signage along the corridor should
be regulated to be more consistent in appearance to reduce visual
clutter.
In the Village currently, commercial businesses include, but are not limited to, restaurants; convenience stores; gas stations; personal
services (hair care); car rentals; plumbing/heating and repair services; business, insurance, and financial services (accounting, credit unions,
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insurance agencies, catering); health and community services; real estate services; and retail. Both single- and multi-family housing exists in
the Downtown District.
Industrial Facilities
Industrial infrastructure and development is currently contained mostly in the industrial park in the southeast corner of the Village on
Dynamite Hill and near the power plant on the southwest side of the Downtown. The Village also owns potential industrial or commercial
development sites on the western (near Lambert) and southern boundaries (near the power dam). Some of these properties are improved
with utilities and public services. (See current land use maps in Chapter 5.)
The community offers a substantial fresh water supply and available land for industrial development. The L’Anse Warden Electric
Plant provides a renewable energy supply.
The Village should place a priority on redeveloping vacant and underutilized properties before encouraging greenfield development,
and should identify priority sites for redevelopment. Obstacles to development should be mitigated or removed for development in infill
areas. This will help preserve the jobs/housing balance, create a stronger tax base, create efficient utilization of land and infrastructure
resources, and preserve open space and potential farmland. Regulations should ensure that infill development will blend with the
established community character.
New industrial development should be directed to existing industrial parks. New large commercial or industrial development on
greenfield sites should be required to provide the necessary new infrastructure to ensure adequate provision of sewage disposal, stormwater
management, potable water, and other critical public health and welfare concerns including the appropriate buffers.
Commercial and Industrial Resources Considerations
Compact Mixed-Use Development Patterns
A successful, 24-hour community requires a critical mass of diverse businesses and cultural attractions to sustain workers and residents.
That is why it is important in small communities to concentrate commercial development as much as possible, especially if there is a
historic downtown that could be undermined by highway strip development.
Mixing land uses (commercial, residential, recreational, educational, and others) in neighborhoods or places that are accessible by bike
and foot enhances the vitality and perceived security of an area by increasing the number of people on the street. Mixed-use patterns let
streets, public spaces, and retail stores again become places where people meet, thus helping to revitalize community life. Older
communities such as L’Anse developed with a mixed-use pattern because walking was a more critical form of transportation before the
widespread use of the automobile. Fortunately, L’Anse has maintained much of this pattern as if time had not brought the usual changes.
In other communities, zoning ordinances were created to separate land uses to protect residences from the pollution and nuisances that
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sometimes came with commercial and industrial infrastructure. This led to
sprawl development where stores, housing, and schools became so far
apart that they could only be reached by car. Today, improved
environmental regulation has meant that many industries are cleaner and
the need to separate uses has diminished. Many nuisance impacts can be
mitigated with proper buffer, screening, operation, and stormwater
management practices. Businesses benefit from being in a location where a
variety of uses attract more people. Mixed-use development can also be
incorporated within the same building, for example, in allowing residences
or office space above retail shops, therefore utilizing existing space more
effectively.
The Village can facilitate mixed-use development by offering credit
assurance, making an equity investment in a project, or providing
A redevelopment opportunity along the waterfront in
secondary loans to developers who pioneer this kind of beneficial
Downtown L’Anse.
development. Credit assurance can be provided through a development
finance insurance program (DFI). L’Anse would establish a source of
capital and use it to insure private lenders against the risk of loss associated with construction financing for projects designated as catalysts
for community development. The DFI fund is a form of escrow that lenders may draw upon in the event of default on a private
construction loan, bridging the gap between risk and return. An equity contribution can take the form of a contribution of Village-owned
land. The Village can also take a long-term equity position while a local foundation or development agency gets a midterm return on
investment, and conventional financiers and developers receive the short-term returns. Development review should be streamlined for
mixed-use, affordable housing projects. In this way, the Village will be investing in its long-term future.
Compact development patterns also accommodate public transit more effectively.
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Blight in the Built Environment
Communities may identify blight differently, but it generally includes things like burned out houses waiting for demolition, lots
overgrown with weeds and littered with trash, abandoned buildings, partially completed structures, inoperable cars parked on private
property, dead trees presenting a public hazard, stagnant pools of water, and vacant, neglected buildings. These community problems
detract from vibrant communities and sap community spirit. They present a poor first impression, deter potential new residents and
visitors, and potentially decrease adjacent property values. L’Anse only has scattered situations of blight, and is generally a well-maintained
community. However, with so many older structures and recent economic challenges, it is wise to plan ahead for the remediation of blight.
The Michigan legislature has now provided a common definition of blight utilized in statutes such as Condemnation (1911 PA 236,
MCL 213.1), Blighted Area Rehabilitation Act (2006 PA 677, MCL 125.71), Neighborhood Area Improvements Act (2006 PA 676, MCL
125.941), and the Obsolete Property Rehabilitation Act (2000 PA 146, MCL 125.2781). Under this definition, blighted property must meet
any of the following criteria:
 Has been declared a public nuisance in accordance with a local housing, building, plumbing, fire, or other related code or
ordinance.
 Is an attractive nuisance because of physical condition or use.
 Is a fire hazard or is otherwise dangerous to the safety of persons or property.
 Has had the utilities, plumbing, heating, or sewerage disconnected, destroyed, removed, or rendered ineffective for a period of one
year or more so that property is unfit for its intended use.
 Is tax reverted property owned by a municipality, by a county, or by the state. The sale, lease, or transfer of tax reverted property
by a municipality, a county, or the state shall not result in the loss to the property of the status as blighted for purposes of the act.
 Is property owned or under the control of a land bank fast track authority under the Land Bank Fast Track Act, 2003 PA 258. The
sale, lease, or transfer of tax reverted property by a municipality, a county, or the state shall not result in the loss to the property of
the status as blighted for purposes of the act.
 Is improved real property that has remained vacant for five consecutive years and that is not maintained in accordance with
applicable local housing or property maintenance codes or ordinances.
 Any property that has code violations posing a severe and immediate health or safety threat and that has not been substantially
rehabilitated within one year after the receipt of notice to rehabilitate from the appropriate code enforcement agency or final
determination of any appeal, whichever is later.
This common definition should be utilized in local ordinances dealing with dangerous buildings, nuisances, and abandoned structures.
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L’Anse should avoid responding to blight problems in a piecemeal fashion with a collection of ineffective, outdated, and unrelated
tools and enforcement procedures. A long-term solution requires a coordinated approach, starting with a four-step process. This process
includes:
1.
2.
3.
4.
Identify and evaluate the specific problems or conditions that are a detriment to the community.
Review the municipality’s existing tools and enforcement procedures (such as criminal violations, municipal civil infractions, blight
violations, etc).
Develop goals and an action plan to put in place efficient and coordinated tools and enforcement measures.
Implement the plan.
To implement the process, public meetings should be held to begin to identify problems. A map and database should be created to
document problem areas. It may be helpful to send out a traveling committee create a video or photo collection of examples of existing
blight to assist in public education, without making addresses public or targeting specific properties. This powerful visual tool can help to
rally volunteers to address problems and reach consensus solutions.
Step two is to review the Village’s existing tools and enforcement procedures and determine the need for updates or coordination.
There have been significant changes in enforcement procedures on a statewide basis. For example, municipalities can now classify certain
violations of ordinances as municipal civil infractions rather than as criminal offenses. Decriminalizing ordinances gives communities
greater flexibility in enforcement of housing and zoning standards, and creates a potential revenue source for the municipality. There has
also been an amendment to the eminent domain provisions of the Michigan Constitution. These provisions restricted the ability of public
corporations or a state agency to take private property for transfer to a private entity. One exception to this policy is for private property
that is selected on grounds of independent public significance or concern, including blight.
Michigan is now governed by a statewide construction code that applies to all municipalities, consisting of sub-codes including the
Michigan Building Code, Michigan Residential Code, Michigan Electrical Code, Michigan Plumbing Code, and the Michigan Mechanical
Code. L’Anse Village has chosen to administer and enforce the basic construction codes that apply uniformly throughout the state.
A local property maintenance ordinance is the key component of a municipality’s housing regulatory tool. A community may also need
to adopt ordinances dealing with litter, overgrown weeds, dangerous buildings, or abandoned structures, and may choose to register
abandoned structures.
The State Housing Law defines dangerous buildings and provides a guide for enforcing a dangerous building ordinance. It also serves
as a guide for registry of rental units. If the community’s dangerous building ordinance has not been modified since 2003 reflecting the
changes to the State’s Housing Law (it appears that L’Anse was last amended in 2002), it should be.
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In step three, an action plan is put in place to address blight in a targeted and focused way. Here, specific policy should be addressed
and assigned a level and method of enforcement. For example, it should be decided whether the Village or County should enforce the
state construction codes, and whether to adopt municipal civil infractions ordinances and establish a municipal civil infractions bureau to
process admissions (uncontested) violations. A determination should be made on whether to implement a dangerous building ordinance
modeled after the State Housing Law definition, and whether to address abandoned, but not necessarily unsafe, structures. During this
step, it is important to include the input of the code enforcement officer and the community.
To implement the plan in step four, public education will help with public “buy-in”. Specific tasks should be assigned to appropriate
staff to implement the agreed upon policy. It is important to take “before” and “after” photos to report progress and successes. Progress
should be re-evaluated every 6 months.
Property Enhancement
Landscaping incentives and site plan review standards are needed to encourage property owners in the commercial/industrial area to
buffer large or unornamented structures and reduce the impact of paved surfaces with foundation plantings and landscaped islands or
buffer strips. Raised berms can be created as buffers at the perimeter of the large commercial or industrial properties. These berms should
require a minimum of 50 percent opacity of plantings and include some evergreen plants to brighten the winter landscape. These
landscaped buffers will also provide increased protection for pedestrians from wind during winter months. New parking areas should
implement appropriate landscaping requirements in relation to the number of parking spaces provided, avoiding large expanses of
impermeable concrete.
Site plan review standards and impact studies should be utilized to ensure that future industrial or large commercial development does
not negatively impact the environment or overburden existing infrastructure or public services. If new infrastructure is needed, these
should be paid for by the new development. Site plan review standards shall require appropriate buffers from adjacent land uses, whether
through appropriate landscaping or newly created park, trail, or open space.
The Village can collaborate with the Michigan State Housing Development Authority (MSHDA) to obtain grants to generate
investments in façade improvements, or can establish its own locally-funded façade enhancement program more tailored to local
requirements. Incentives can include assisting building owners with design services, negotiating lower interest rates on loans, or providing
cash grants. Some buildings may qualify for Historic Preservation Tax Credits, and the Village could assist in this process.
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Circulation, utility, and communication infrastructure serves to tie a community together and link it to the rest of the outside world.
Local streets and pedestrian networks should provide safe, reliable access to work, shopping, recreation, and residences. As the preferred
transportation mode, roads create a path of first impression for the community. Together, these networks create economic opportunity
and provide access to markets, goods, and services not found in the community. The quality of these assets reflects and impacts
community health and vitality.
Roadway Network
The principle transportation mode in the Village today is vehicular transportation served by the roadway network. Roads serve two
basic purposes, the movement of traffic and provision of access to adjoining property. Each of the roads within the Village has a specific
traffic capacity, design standard, and design use. By defining the function of roads and their service to the community, the appropriate land
uses can be encouraged adjacent to these roads. The design of a road depends principally on its functional classification and the traffic
volume it is expected to accommodate at some future time. Different design elements of roads include the number of lanes, width and
surfacing of shoulders, width of structures, type of surface, and design speed. It is important to employ access management principles to
preserve proper road function and the value of public investment along major roads. The road network in the Village of L’Anse is
described in detail below, and shown on the following maps.
National Functional Classification
Roadways classified as principal arterials accommodate major through-travel movement over long local or regional distances. In the
Village of L’Anse, U.S. Highway 41 is classified as a rural principal arterial. This road is eligible for federal aid.
Collectors provide more access to property than arterials, and they also funnel traffic from residential or rural areas to arterials. North
Main Street (Broad Street to Jentoft Road), and East Broad Street (US-41 to North Main Street) are classified as rural major collectors and
are eligible for federal funds.
Local Roads emphasize access to abutting properties and the collection of traffic for distribution to collector and arterial corridors.
This classification applies to the remainder of roadways within the Village. These roads are not eligible for federal aid.
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Figure 3-4: L’Anse Area Street Map
U
V
V
U
Montezuma/Shelden
U
V
V
U
L'Anse Area Road Network
Legend
Functional Classification System
Memorial
Rural other principal arterial
M 26
Urban other principal arterial
Baltic
Rural Minor Arterial
Urban Minor Arterial
V
U
M 26
Houghton/Hancock
Lake Superior
Rural Major Collector
Urban collector
Rural Minor Collector
Rural local
V
U
Urban local
US 41
Not a certified road
Keweenaw
Bay
NAME
Houghton County
L'Anse
Baraga County
Lanse Twp
Arvon Twp
Powell Twp
Marquette County
Baraga
"
V
U
US
41
Baraga Twp
Lanse Twp
Michigamme Twp
Marquette
V
V U
U
M 28
V
U
4
US
V
U
US 41
1
V
U
V
U
M 28
41
V
U
S
U
5
Covington Twp
Ishpeming
Spurr Twp
M9
Watton
V
U
M 28
28
t
on
Fr
V
U
V
U
M
US
V
U
14
1
Negaunee
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Roadway Jurisdiction
Federal Highway System
The only Federal Highway in the Village is US-41, which traverses northwesterly through the Village of L’Anse. The Michigan
Department of Transportation facilitates the maintenance and construction by way of Capital Preventative Maintenance funds or
Restoration Rehabilitation funds.
State Highway System
There are no State Highways within the Village of L’Anse.
Village Roadway System
The Village designates roadways as major or local in accordance with the State of Michigan Act 51 of 1951. The designation of major
is utilized for roadways which provide circulation throughout the Village and connect to neighboring arterials. Streets designated as City
Major in the Village of L’Anse include:
E. Broad Street (US41 to N. Main Street)
W. Broad Street (Main Street to S Front Street)
Baraga Avenue (L’Anse Avenue to N Front Street)
L’Anse Avenue (US41 to E. Broad Street)
S. 4th Street (Baraga Avenue to Hornet Way)
S. 3rd Street (Baraga Avenue to dead end East of E. Board Street)
S. Front Street (Baraga Avenue to W. Broad Street)
N. Front Street (W. Broad Street to Pequaming Road)
Pequaming Road (N. front Street to Jentoft Road)
S. Main Street (Baraga Avenue to E. Broad Street)
N Main Street (E. Broad Street to Jentoft Road)
River Street (N. Main Street to N. Front Street)
W. Eastern Avenue (Lakeside Avenue to N. Main Street)
All other streets in the village are designated as local. Within the Village, local roads serve as access and minor collector roadways. An
extensive local road network is developed within the urban area of the village. Village road funding for road maintenance is provided by
the ACT 51 Michigan Transportation Fund. The maintenance activities are provided by the Village public works department.
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Figure 3-5: Village of L’Anse Street Classification
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Figure 3-6: PASER ratings Map, Village of L’Anse
Current Road Conditions
PASER Rating System
The first step in the resource allocation process is to assess
current infrastructure conditions.
The Baraga County Road
Commission unitizes Pavement Surface Evaluation and Rating
(PASER) inventory and asset management system for assessing the
condition of National Functional System major streets. A Rural Task
Force reviews project submittals. Most roads in the Village were
evaluated in 2009.
PASER is a visual survey method developed by the University of
Wisconsin Transportation Information Center to evaluate road
conditions. Ten separate ratings are used to evaluate the surface
distress of the pavement based on pavement material and types of
deterioration present. The ratings are then grouped into three
categories based on the type of work required, including Routine
Maintenance, Capital Preventive Maintenance, and Structural
Improvement.
Routine Maintenance includes regularly scheduled preventative
treatments such as street sweeping, drainage clearing, gravel shoulder
grading, and sealing of tight cracks. PASER ratings 8-10 are included
in this category which includes newly constructed or recently
improved roads requiring little or no maintenance. The roadways in
the Village that received a rating of 8-10 include:
 Boyer Road
 Woods Road
 East Kingsford Avenue
 South Front Street (from East Baraga Avenue to West
River Street)
Capital Preventive Maintenance consists of planned treatments
applied to existing roadways to retard further deterioration, maintain
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or improve function, and correct distress. PASER ratings 5-7 are included in this category which contains roads with good structural
support with surface deterioration, such as cracks over ¼ inch. The roadways in the Village that received a rating of 5-7 include:
 Falls River Road
 US- 41
 West Broad Street
 West River Street
 West Kingsford Avenue (from North Main Street to 4th Street)
 East Eastern Avenue
 Skanee Road (from East Eastern Avenue north to the Village limit)
 Sicotte Avenue
 Lakeside Avenue
 North 4th Street (from East Mesnard Street to East Eastern Avenue)
 South Main Street (from East Baraga Avenue to West Division Street)
 Hornet Way (from East River Street to North 4th Avenue)
Roads rated as needing Structural Improvement include those in need of repair to improve the structural integrity of the pavement.
PASER ratings 1-4 are included in this category. Typical problems include rutting greater than ½ inch deep, cracking in the wheel path,
severe block cracking, alligator cracking, and cracks with severe erosion. These roads may need major rehabilitation or reconstruction.
The roadways in the Village that received a rating of 1-4 include:
 East River Road
 West Division Street
 L’Anse Avenue
 West Bendry Street
th
 South 6 Street
 East Mesnard Street
 East Ford Avenue
 South Main Street
 Brady Avenue
 South 4th Street (from East Baraga Avenue to East
River Road)
 West Eastern Avenue
rd
 South 3 Street (from East Baraga Avenue South to
 Seifert Avenue
the end)
 Centre Street
 8th Street
 Meador Street
 East Baraga Avenue
 Tuttle Avenue
 East Broad Street
 Jentoft Road
 East Division Street
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




North Front Street (from West Division Street
North)
Bay Shore Road
North Main Street (from West Division Street to just
north of East Ford Avenue)
North 5th Street
Kemp Street






Louis Avenue
Seavoy Avenue
Halliday Street
Blankenhorn Street
McKindles Avenue
Shields Street
Traffic Data
In 2008 the Baraga County Road Commission (BCRC) collected and analyzed traffic data for almost all of the roadways in the Village
of L’Anse. The BCRC uses Jamar Technologies Automatic Traffic Data Recorders to record many types of traffic data. Including traffic
volume, traffic speed, average daily traffic, axle classification, and following distance classification. The traffic recorders, consists of a
collection unit and two 50 foot rubber air hoses. These air hoses are attached to the collector and ran across the roadway eight feet apart.
As a vehicle passes over the air hoses, compressed air is sent back to the data collector recording information. After a one week, in most
cases, of data collection, the data is analyzed.
The data gathered from the traffic studies serves many important purposes. It can be used to prioritize future reconstruction and
maintenance projects. The data can also be used for Michigan Act 51 classification, National Functional classification and expenditure
justification.
Average Daily Traffic values range from 15 on Katherine Street to 7,089 vehicles on Broad Street. Roadways with the most traffic are
located Downtown on North Main Street leading north out of town and on Broad Street, one of the main corridors from US-41 to
downtown.
Road Network Recommendations
Mobility
Mobility is the ability to move through an area. Mobility is impacted by connectivity. Street connectivity can be defined as the quantity
and quality of connections in the street network. A traditional rectilinear street grid, as is available in most of L’Anse, provides relatively
direct connections and multiple routes and thus has high connectivity. In contrast, the curvilinear networks dominated by cul-de-sacs that
are more typical of modern subdivisions often provide relatively indirect connections and few routes and thus have low connectivity.
Street connectivity has important implications for travel choices and emergency access. Longer distances reduce the likelihood that an
individual will travel to that destination. Networks with low connectivity discourage walking and biking, thereby increasing vehicle travel
and reducing physical activity. Low connectivity contributes to longer emergency response times.
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L’Anse should maintain the connectivity level of its traditional grid street pattern into the future as much as possible. This can be done
by requiring subdivisions to have multiple access points, requiring street stubs for future connections, creating standards for bicycle and
pedestrian connections, utilizing internal access through adjacent development, and avoiding cul-de-sacs or dead-end streets.
Mobility is improved by adding transportation mode options. It is recommended that the Village complete a Non-Motorized
Transportation Plan to prioritize needs within the community. The plan could be utilized to recommend improvements to the pedestrian
and bicycle accommodations for road reconstruction projects, and to design a safe pedestrian and bicycle transportation network
throughout the Village. This plan can include projects such as a hiking trails map, lakeshore multi-use path, as well as bicycle and
pedestrian transportation projects. Having a comprehensive bicycle and pedestrian plan can make more funding sources available for these
types of projects.
New roads may be needed to enhance mobility. During the planning session several requests were made for an additional street
connection from the Downtown commercial district west to US-41 along the bay. The improvement would provide a local west entrance
into L’Anse Village. There have also been suggestions for a new road for logging trucks coming from the north to bypass downtown and
go directly to US-41.
Maintenance and Administration of the Network
It is recommended the Village implement an evaluation of road conditions by utilizing an asset management program. The training and
software are available through the Michigan Technological University’s Local Technical Assistance Program (LTAP) services. Educational
classes on rating road are provided annually by the LTAP. The Village would be able to forecast maintenance requirements and prioritize
construction projects. An asset based management system will also assist in estimating budgets for maintenance of the street system.
Expenditures for crack sealing, sealcoats, overlays, rehabilitations and reconstructions can be forecasted.
The Baraga County Road Commission has completed traffic counts on all streets within the Village in 2008. It is recommended that
this be continued on a five year cycle. The traffic accident information and street regulation signs can also be inventoried in “Road Soft”
software.
Managing access along important roadways is important to preserving roadway function, safety, and capacity. Land division and access
along major roads should be managed and limited to prevent strip development. Frontage or other alternate access roads should be
utilized when possible. Access management standards should be incorporated into the zoning ordinance.
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Enhancements
Figure 3-7: L’Anse corridor streetscape opportunities
L’Anse Village would benefit from implementing
alternate modes of transportation planning into road
improvement projects. Of primary interest is the complete
reconstruction of Main and Broad Streets, which were built
in the 1920’s and have a deteriorating road bed. Pedestrian
infrastructure and street amenities should be added when
this project is implemented. This is consistent with the
Michigan Pedestrian and Bicycle Safety Action Plan as
published in April of 2006 by the Governor’s Traffic Safety
Advisory Commission.
Michigan Department of Transportation enhancement
grant funding may be a potential source of funding for
improvements for streetscape implementation on US-41.
Suggested improvements are shown in Figure 3-7.
Within the Downtown, the Village of L’Anse should
continue its efforts to redefine the commercial district and
create a unique identity with enhanced streetscaping
projects. Improvements should implement energy efficient,
dark sky compliant, pedestrian-scale lighting; permeable or
recycled pavement material; and native landscaping
whenever possible. Edible landscaping such as berry
bushes or nut trees can provide a community food source
and encourage socialization. New development should be
required to incorporate these amenities.
Signage plays an important role in allowing people to
safely navigate the roadway network and easily locate
destinations. Signage also impacts community aesthetics.
The Village of L’Anse should implement sign regulations to
ensure compatibility in size, placement, and materials of
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signs in both the Downtown and along the highway corridor. This will create a safer and more aesthetically
pleasing commercial center.
During the planning session several requests were made for an additional directional and informational
signage within the community. The implementation of a community-wide way finding signage and entrance
signing is recommended, especially from the direction of Houghton. Additionally, coordinated wayfinding
signage should be created to direct travelers to the Downtown, medical services, recreational opportunities,
and Village, Township, and County government.
The community also identified a need to develop an attractive western community gateway utilizing
landscaping and signage to create a community focal point and identity in the vicinity of L’Anse Avenue.
Parking lots have long been ignored for enhancement opportunities. Standards for large parking areas
should incorporate landscaped areas and trees to improve stormwater management practices, reduce strain
on the stormwater system, and improve visual impact. Care should be taken to design these areas to
accommodate snow storage while protecting plants. When possible, Downtown
parking areas should include landscaping on the pedestrian edge as well as a short
wall or fence of iron or masonry materials to buffer vehicular areas from pedestrian
areas, or parking should be placed to the rear or sides of buildings to preserve
interaction between pedestrians and store fronts. Additionally, parking can be
reduced by utilizing shared parking standards for adjacent compatible uses.
Adjacent parking lots should be connected when possible to facilitate easy access
without returning to the highway corridor.
Above: Wayfinding signs
Below: Landscaped Parking
Aviation
The Village of L’Anse currently does not have a commercial airport servicing
the Village. The nearest commercial airport to the Village is Houghton County
Memorial Airport. The Village also has a privately owned airport, Baraga Airport.
Houghton County Memorial Airport
The Houghton County Memorial Airport is located in Hancock, Michigan
approximately 42 miles northwest of the Village via U.S. Highway 41. The Airport is owned and operated by Houghton County. The
Airport consists of two landing runways, a terminal building, and hangers for general aviation. The Airport is serviced by the commercial
airlines Mesaba with daily flights to Minneapolis Saint Paul. The Airport also is serviced with seasonal flights by Royale Air Service with
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flights by reservation to Isle Royal National Park. The Airport is accessed by way of State Highway US 41. Parking is located adjacent to
the general aviation airport terminal.
Baraga Airport
Baraga airport is a privately owned airport open to the public. The airport has one grass runway and tie downs are available. The airport
is open seasonally. The airport is located at 4772 Cemetery Road (M-38) Baraga, Michigan.
Rail Service
The Canadian National Railway operates a freight line which travels through the village parallel to the US-41 corridor. Spur railway
lines service the industrial park and the CertainTeed plant. It is important to preserve rail service for a more sustainable future in case of
fuel price increases that stress the trucking business. This valuable infrastructure may be a key to community survival in a changed future.
Public Transit
The Baragaland Senior Center presently operates a bus run on Tuesdays and Thursdays. The bus delivers passengers from their homes
to the senior center and back. Services are also provided by request for anyone who is handicapped and needs medical care. Destination
trips to Houghton and Marquette are provided monthly, but only if enough passengers are registered for the trip.
Indian Trails operates a commercial bus route and services passengers with connections to Iron Wood, Michigan; Green Bay,
Wisconsin; Chicago, Illinois; Saint Ignace, Michigan; and the majority of the Lower Peninsula of Michigan. There is a private cab service
operating in the L’Anse area as well.
The community should continue support and promote the present bus system provided by Baragaland Senior Center. However, it is
advised that the community address the transportation needs of youth and other residents as well.
Harbor Facilities
The CertainTeed plant in L’Anse has access to commercial navigation in Keweenaw Bay. The L’Anse Village Marina serves as a point
of refuge for recreational water craft on Keweenaw Bay. There is also a new dock going in for the L’Anse Warden Electric plant, however
at the time of this plan, other uses of this dock are not clear. Port facilities may be essential for a sustainable community in the future, so
L’Anse should enhance and preserve this valuable asset.
Non-Motorized Transportation
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Although vehicles are the primary transportation option in the village, according to the 2000 U.S. Census, about 9 percent of people in
the Village used other means of transportation. The primary nonmotorized transportation modes are bicycling and walking. Quality-of-life
and the economy have been a recurring theme in the public input for this
plan, and walking and bicycling are tightly linked to quality-of-life and
economic development strategies. In general, communities that are
walkable and bikeable tend to encourage active healthy lifestyles, a livelier
social environment, and more vibrant downtowns. Non-motorized
transportation is also linked to reduced greenhouse gas emissions, lower
levels of pollution, less traffic congestion, and a healthier environment.
Walkable communities are valued by those who either can’t or don’t wish
to depend on automobile transportation. These communities support
greater levels of independence in mobility options for senior citizens,
youth, and lower income people. Because of the positive effects that
walking and bicycling have on recreation, fitness, transportation, and the
environment, these transportation modes are valuable community assets.
The differences in the needs and desires of pedestrians and bicyclists
require a variety of facility types to accommodate them safely and
Walkable / bikeable communities encourage healthy lifestyles.
enjoyably.
Before planning for bicyclists and pedestrians, it is important to understand who they are. A pedestrian, according to the American
Association of State Highway and Transportation Officials (AASHTO), is defined as “a person afoot or in a wheelchair”. Universal design
and ADA standards ensure that pedestrian facilities are designed to accommodate the needs of handicapped or disabled pedestrians. A
bicycle is defined in Section 257.4 of the Michigan State Vehicle Code, Act 300 of 1949, as “a device propelled by human power upon
which a person may ride, having either 2 or 3 wheels in a tandem or tricycle arrangement, all of which are over 14 inches in diameter.”
Michigan State statute allows bicycles on all Michigan highways and roads except limited access freeways or unless otherwise posted.
There are many different types of pedestrians and bicyclists. Pedestrians are the easiest group to accommodate; although there are
many different ages and abilities of pedestrians. Most pedestrians can be accommodated sufficiently by providing sidewalks or paths along
most roadways. However, they travel at a much slower speed than a bicycle, therefore pedestrian accommodations should be made closer
together (ideally one-quarter mile spacing).
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How and where people bicycle depends on their ability. Bicyclists can be
classified into three broad types, however, it is important to recognize that some
casual or novice riders will eventually become experienced cyclists if an
encouraging bicycle system is developed.
The three broad categories of
bicyclists are described below:
 Advanced or experienced adults who are capable of operating under
most traffic conditions and can operate safely on most roadways.
 Casual or novice adults and teenagers who are less confident in their
ability to operate in traffic on collector and arterial streets without
provisions for bicyclists.
 Children who, because they are not mature mentally or physically, are
not capable of bicycling safely without adult supervision.
o A subgroup of the child bicyclists are preteen riders whose
bicycle use is initially monitored by adults, but who are
eventually allowed to ride unsupervised on the road system. The
majority of their riding will occur on local residential streets with
low vehicle speeds and volumes, but they do require access to
key destinations such as schools, recreation facilities and
neighborhood shopping areas. Most preteens (if they have been
given proper bicycle education) will behave more like casual
adult cyclists and thus are considered a subgroup.
o Another subgroup of bicyclists is teenagers who have taken
driver’s education. For many, driver’s education is where they
are first formally introduced to the concepts of vehicular traffic.
This information is critical to safe bicycle operation and should
be provided at a much earlier age.
Typical sidewalks in a L’Anse neighborhood. If sidewalks
don’t meet needs, they won’t be used.
Pedestrian Infrastructure
Whether building new infrastructure or renovating existing places, it should
always be assumed that people will walk, and plans should be made to
accommodate pedestrians. There are many reasons people walk; to go to the
local businesses, to take their children to the local park, to visit neighbors, for
exercise, and to spent time with family. However, people will not walk unless
they feel safe. Cracked and broken sidewalks are dangerous or uncomfortable for senior citizens, people pushing children in strollers,
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skateboarders, vision challenged people, and even bicyclists. They may be
impossible for the handicapped to navigate. If suitable sidewalks aren’t
provided, people will improvise and use roadways or create informal paths.
If people aren’t walking it is probably because they are prevented from
doing so. Either the infrastructure is insufficient or has serious gaps. Are there
continuous safe walkways? Are there physical barriers such as rivers, drainage
ways, walls, or highways that prevent convenient pedestrian mobility in a
community? Do bridges for automobiles also provide a safe walking area for
pedestrians? Does the lack of curb ramps or the existence of steep grades or
steps prevent access for the elderly or people with disabilities? Elements to
consider in sidewalk design include grade, cross-slope, width, passing space,
vertical clearance, grates and gaps, obstacles and protruding objects, and surface
conditions.
Crosswalks are also a critical part of the pedestrian network. It is that part
of the roadway designated for the use of pedestrians in crossing the street.
Crosswalks may be either marked or unmarked, but are most effective when
motorists can identify them easily. Pedestrians, especially those with vision
constraints, benefit from clearly marked crosswalks. Medians and islands can
help pedestrians cross streets by providing refuge areas physically separated
from the automobile path of travel. They are especially useful at irregularly
shaped intersections and on busy streets (they allow pedestrians to cross during
smaller gaps in traffic).
Due to the broad nature of a master plan, an in-depth analysis of specific
existing conditions was not performed for the entire L’Anse pedestrian system.
The Village should pursue funding support to create a Non-Motorized
Transportation Plan that would identify specific projects and phases in a
systems approach. L’Anse fortunately does have a traditional development
pattern that supports an excellent pedestrian network.
Throughout the planning process, one major barrier to north-south
pedestrian movement was identified. People living on the south side of US-41
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Above: Foundation for a walkable community in L’Anse.
Below: Example of a pedestrian refuge.
2011
do not have a safe crossing to access Sacred Heart School, the Downtown, or any of the businesses along the north side of US-41. It was
also identified that there is a lack of sidewalks in the residential area on the south side of US-41 along Boyer Street, Grand Avenue, Woods
Avenue and Winter Street. There is also a lack of sidewalks in the residential area north of US-41 and east of Broad Street. The roadways
in this area include Superior Street, Maple Street, Spruce Street, North Birch Street, South Greenwood Street and East Fall Street. L’Anse
should work with MDOT to determine if a marked pedestrian crossing (and perhaps a median or island) can safely be constructed near the
south neighborhoods to provide access to key community destinations.
The older neighborhoods tend to have sidewalks; however many of the sidewalks are in need of maintenance and curb cut updates. In
many cases there is little to no separation between the roadway and the sidewalk. Many curb-cuts throughout the Village should be
upgraded to meet the standards set by the Americans with Disabilities Act. The Village has started to upgrade sidewalks and other
pedestrian facilities in high priority areas including Downtown and the lake shore. Sidewalk inspections and scheduled repairs should be a
part of annual maintenance operations. The Village may need to fund sidewalk maintenance and repair through special assessments.
Creating walkable communities can be difficult in areas that are oriented to the automobile. For many years, development has been
oriented to vehicular travel. In many cases, the infrastructure that made communities sustainable such as neighborhood schools and stores
has disappeared. L’Anse is fortunate in that it has largely avoided the trend cycles that led to homogenous, auto-oriented, isolated
neighborhoods in favor of maintaining traditional neighborhood patterns. As the population of the Village ages, and the Village seeks to
attract new residents and businesses, it is vitally important to continue to increase the walkability of the Village.
Bicycle Infrastructure
On-street bikeways bring enormous benefits to both the cycling and non-cycling public. Bikeways create opportunities to incorporate
exercise. They use public dollars efficiently by reducing road maintenance costs and increasing the carrying capacity of the transportation
system. They improve safety for all users; bicyclists feel they have a safe space on the road and tend to be more law-abiding, and motorists
are placed at greater ease knowing where bicyclists are apt to be and have greater awareness of the right for bicyclists to use the road.
Bicycle lanes are typically provided on collector and arterial streets, such as Main or Broad Streets in L’Anse, or on US-41. They can be
implemented by narrowing existing travel lanes, removing a travel lane, removing parking, and widening a roadway or paving a shoulder.
These varying needs must be weighed carefully.
The most efficient way to incorporate bikeways is to include them as part of road reconstruction projects, or as a restriping of the
roadway with bicycle lanes during routine resurfacing. Design of bikeways must consider:
 Sight lines and topography
 Lane widths for all travel modes
 Intersection design
 Signing, markings, and striping
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



Design of drainage inlet grates
Pavement conditions
Specific design for pinch points, driveways, railroad crossings, and other challenging areas
Integration with off-street shared-use trails/paths
If bicycle lanes are deemed unfeasible, alternative improvements may be substituted, such as providing a bicycle lane in only one
direction (such as on an uphill direction on a steep slope), using shared lane markings, or directing cyclists to an alternative bikeway. An
extra-wide curb lane can give extra room for bicycle operation if there is not enough room for a bicycle lane.
L’Anse Village would benefit from implementing alternate modes of transportation planning into road improvement projects. Of
primary interest is the complete reconstruction of Main and Broad Streets, which were built in the 1920’s and have a deteriorating road
bed. Pedestrian infrastructure and street amenities could be added when this project is implemented. For more information see the
Michigan Pedestrian and Bicycle Safety Action Plan, published in April of 2006 by the Governor’s Traffic Safety Advisory Commission.
Multi-Use Trails
L’Anse residents and economic developers have expressed a desire to
create a multi-use path along the lakeshore to take advantage of scenic
views and to provide a valuable and unique recreational opportunity.
This path would also provide an important transportation option for
workers moving between Baraga and L’Anse. Integrated trail systems
accommodate a range of users including walkers, joggers, hikers,
bicyclists, and inline skaters.
Regional trail systems may also
accommodate mountain bikes, equestrian, cross-country skiing, dog
sledding, skijoring, and off-leash dog trails. L’Anse should collaborate on
regional trail projects and be prepared to provide valuable links in the
overall system. A well-designed trail can become a destination in itself,
especially if they feature scenic views, natural areas, and other natural
amenities. This is a valuable economic development opportunity for
L’Anse.
Asphalt/bituminous surfaces can be used in most climates. Crushed
compacted aggregate surfacing is also acceptable for less traveled trails or
those in a natural setting. Concrete is not as well suited in climates with
freeze/thaw cycles. Typical widths are 8 to 10 feet. Trail gradients should
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Example of winter use of a multi-use trail.
2011
average less than 5 percent to be considered an accessible trail, with 3 percent preferred. Eight to 10 percent gradients are acceptable for
moderate distances. Grades in excess of 10 percent should be avoided. Overhead clearance should be a minimum of 10 feet. A shoulder
area of grass or compacted gravel should be a minimum of 2 feet on each side. Attention must be paid to safe roadway crossings, general
public safety, and accommodation of maintenance vehicles. Trail amenities include benches, signage, picnic areas, drinking fountains, and
emergency shelters. Trail lighting should be provided at intersections, but lighting of the entire trail may increase night utilization,
especially for cross-country skiing. Nature trails should be kept simple and intimate in context with the setting. The difficulty may vary
according to terrain.
Complete Streets
The Village of L’Anse embraces Complete Streets principles and will implement them in all street projects. Streets serve many functions,
including:
 Connecting various parts of the community
 Providing surface transportation (accommodating all modes of transportation including pedestrians, bicyclists, transit, motor
vehicles, emergency services, etc.)
 Accommodating public access to destinations
 Providing space for utilities and other public infrastructure hidden underground
 Helping to define a place and create a sense of place. For example, streets provide a place for people to interact as venue for
parties, parades and other community events.
Due to the varied functions of streets, the National Complete Streets Coalition has defined a Complete Street as a street designed and
operated so they work for all users; pedestrians, bicyclists, motorists and transit riders of all ages and abilities. Communities that adopt
Complete Streets policies are asking transportation planners and engineers to consistently design and alter the right-of-way with all users in
mind. As previously stated, quality-of-life is very important to the residents of the Village. Designing and building Complete Streets fosters
livable communities and provides many benefits to the community such as:
 Providing children with opportunities to reach nearby destinations in a safe and efficient environment
 Encouraging healthy and active lifestyles through wide, functional, and attractive sidewalks and well-defined bicycle routes
consistent with the context of the community
 Allowing everyone, especially people with disabilities and the elderly, to reach destinations and travel around the community
 Reducing pedestrian risk by as much as 28 percent by implementing Complete Streets design elements such as raised medians,
sidewalks, and other traffic-calming measures (according to the National Complete Streets Coalition)
 Promoting a cleaner environment. The Complete Streets approach encourages people to walk or bicycle to their destinations
around the community, which may help reduce vehicle trips. Many Complete Street designs also include increased green space
along the roadway which also helps the environment
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Utility Infrastructure
Utilities and community facilities provide the support and foundation for community activity and economic growth. Utilities include
the storm water systems, public water supply, sanitary sewer system, and solid waste management system. The efficient operation of these
facilities affects the health, safety, and welfare of the residents of the Village of L’Anse. They also affect the quality of the natural
environment and land use decisions, which in turn impacts the economy.
Storm Water Management Systems
Land use has an impact on the basic water balance of an area. Total precipitation is divided into three components, including
evapotranspiration, infiltration, and runoff. The quantity of each depends on the amount of precipitation, climate, vegetative cover, soils,
land slope, amount of impervious area, and the characteristics of precipitation events such as intensity of rainfall. As land is altered from
less intensive to more intensive uses, impervious cover increases, and the relative balance of these three variables is changed. The most
dramatic effect is that runoff volume increases and infiltration decreases. The consequence of more runoff occurring more frequently is an
acceleration of overland and channel erosion, increased pollutant washoff from the land to receiving waters, and increased flooding
frequency. Decreased infiltration reduces the amount of groundwater recharge and leads to a loss of total water volume to supply streams,
wetlands, ponds, and lakes during dry weather.
The Falls River and Linden Creek flow through the Village and discharge into Keweenaw Bay. The Village of L’Anse obtains its
drinking water from Keweenaw Bay, and the rivers and Bay are routinely fished. For this reason, it is vitally important to manage
stormwater to protect water quality. Land uses that are of particular concern include vehicle salvage yards and recycling facilities, vehicle
repair and refueling stations, vehicle and equipment cleaning facilities, fleet storage areas, marina service and maintenance facilities, public
works storage areas, and certain industrial sites that manufacture, store, or transport toxic soluble pollutants.
Traditional stormwater management involves the conveyance of water from one point to another and the control of increased peak
rates of runoff associated with land use alteration. In L’Anse, the urban section roadways containing curb and gutter are provided with
storm sewer systems for drainage, including swales, ditches, inlets, piping, and discharge areas. Discharge is ultimately into Keweenaw Bay.
A comprehensive map of the storm sewer system within the Village is not available. However, individual installation project records of the
storm sewer system are available. A comprehensive storm sewer map should be compiled from available record drawing and additional
field data obtained. The Village should consider televising the storm sewers to obtain the size, pipe composition, and physical conditions of
the existing lines. A preventive maintenance plan, schedule, and budget should be developed for the storm water system.
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Low impact development best management practices may provide an
environmentally responsible way for the Village to manage stormwater runoff with
future development, used alone or in combination with existing stormwater
systems as conditions merit. Stormwater runoff is rainfall or snowmelt that runs
off the land and is released into rivers and lakes. In a natural woodland or
meadow, most of the annual rainfall soaks into the soil, and then much of it is
released back into the atmosphere through plants. Water that continues to
percolate downward through the soil reaches the water table and moves slowly
down gradient, ultimately providing baseflow for streams and rivers, lakes, and
wetlands. However, impervious surfaces (such as roads, buildings, and parking
areas) and land compaction associated with land development prevent water
absorption and create much higher runoff than in natural conditions. As plants
are removed, less moisture is released into the atmosphere, and there is greater
runoff and less groundwater recharge. These changes in the water cycle
dramatically affect water resources. There may be:
 Increased flooding and property damage
 Degradation of stream channels and habitat
 Less groundwater recharge and dry weather flow
 Impaired water quality
 Increased water temperature
 Decreased water recreational opportunities
Impervious surfaces cause pollutants such as hydrocarbons and trace metals
from vehicles, chlorides from road salt, and nutrients from fertilizer and grass
clippings left on streets and sidewalks to negatively impact lakes and streams.
Runoff from warmed surfaces adversely impacts aquatic life that requires cold
water conditions (e.g. trout that inhabit the Falls River and Linden Creek).
Low impact development is a technique that uses a basic principle modeled
after nature in managing rainfall by using design techniques that infiltrate, filter,
store, evaporate, and detain runoff close to its source. This is accomplished not
through large, costly facilities located at the bottom of drainage areas, but through
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Above: Bio-retention cell.
Below: Daylighted stream with riparian buffer
in an industrial area.
2011
small, cost-effective landscape features located at the lot level. Almost all
components of the urban environment have the potential to provide better
management of stormwater—this includes not only open space, but also rooftops,
streetscapes, parking lots, sidewalks, and medians. These techniques can be
incorporated along transportation corridors, at time of urban redevelopment, and in
new development. The goal is to filter stormwater runoff with vegetation before it
moves into water bodies. Care must be taken to appropriately design and maintain
these systems so that they work in an appropriate manner, and cold climate
conditions must also be managed so that proper filtration occurs. In cold climates,
the large quantities of sand and salt used to treat roadways may limit groundwater
recharge techniques such as infiltration, vegetative swales, bioretention facilities,
filter strips, aquatic buffers, etc. It should be cautioned that these techniques are
not always appropriate if there is any risk that contaminants in runoff will not be
filtered, and will, instead, penetrate directly to the water table. Injection well and
subsurface fluid distribution systems, in particular, require caution and, in most
cases, an EPA permit, especially with the presence of soils with poor percolation
rates. Pretreatment may be necessary with higher risk land uses, and special care
must be taken in the wellhead protection zones.
Stormwater management techniques are designed around two goals: protecting
and restoring natural areas, and designing development that minimizes
imperviousness and maximizes permeability. Some techniques include preserving
open space, daylighting creeks and restoring wetlands, protecting and planting trees,
clustering development to maximize unpaved areas, using pervious paving materials,
minimizing street widths, reducing the area of parking lots, designing recreation
areas to hold runoff, and directing runoff from pavement and buildings to
vegetation-lined channels.
Above-ground or shallow infiltration systems, such as vegetated swales, rain
gardens, filter strips, bio-retention areas, oil/water separators, and constructed
wetlands, allow more time for contaminates to be filtered through the soil. Many of
these systems, planted with salt-resistant vegetation, can serve as snow retention
areas in the winter, although salt should be minimized near wetlands. Riparian
buffers are vegetated areas next to water resources that protect them from nonpoint
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Above: Before buffer planting
Below: After buffer planting.
2011
source pollution and provide bank stabilization and aquatic and wildlife habitat. Design is important, because runoff must be sufficiently
slowed to allow sediment and pollutants to settle out. L’Anse should protect and enhance riparian buffers along the Falls River and Linden
Creek to protect water quality, utilizing hardy native plants when possible.
Because the Village depends on the water quality of Keweenaw Bay, a comprehensive stormwater management plan should be
developed. Coastal zone funding may be available to assist in this effort. Good stormwater management techniques should be
incorporated into the zoning ordinance, including adjustments to parking standards, landscaping standards, and development standards.
Public Water Supply
The public water supply system consists of a supply and distribution system, described below. There is currently no comprehensive
plan for water system improvements, although a map of the entire system exists. Some improvements to address low pressure areas have
been identified or are known by various people, but problems have not been addressed in a comprehensive plan or on a map.
Supply
The Village receives its potable water supply from Keweenaw Bay, Lake Superior. The Village Water Treatment Plant constructed in
1994 is located on the northwest side of the Village adjacent to Keweenaw Bay and draws raw water from the Bay which is treated at the
water filtration plant and pumped into the Village water system. Potable water is available in the residential, commercial and industrial areas
of the developed area of L’Anse Village and adjacent areas of L’Anse Township. The water in the system is chlorinated at the plant prior
to entering the distribution system. The water presently is not treated with fluoride. The Village owns and operates the water plant. There
are two licensed operators who hold state issued F-3 operator licenses.
Distribution
Water mains within the system consist of ductile iron pipe and older mains are sand cast iron. Water service lateral lines consist of type
K copper and galvanized iron pipe. The Village replaces galvanized iron pipe water laterals with copper piping in conjunction with road
reconstruction projects. The village also replaces galvanized iron pipe water services with copper piping when home owners upgrade their
portion of the water services. The soils in the community are predominately clay, and in the downtown area consist of pit run gravel
deposits.
There are numerous dead end mains within the existing distribution system. The Village performs routine flushing annually and more
frequently on all dead end mains. The Village does not have a valve exercising program at this time. There is no water system master plan
on file at present. The distribution crew consists of one licensed operator who holds a state issued S-3 license.
The operating pressures and fire flows are fair to good with in the distribution system. There are two 200,000 gallon water storage
tanks, one concrete tank and one steel tank. The concrete tank was erected in approximately 1994 and the steel tank was erected in the
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1950s. The water distribution system consists of three areas in the community. A distribution area is fed by each tank and a small
distribution area is operated with water booster station.
Pipe material for new water main extensions and replacements consist of installations of ductile iron pipe water mains with Type K
copper water service lines. Permits and design submittal are required from Michigan Department of Environmental Quality for water
distribution system replacement and expansions.
Several enhancements to the water system are suggested. A water system master plan and a five year capital improvement plan should
be developed. As part of the plan, a hydraulic model should be created to determine improvements to capacity and pressure. Dead-end
mains should be eliminated by looping the existing water main system when possible. The Village should implement a water valve exercise
schedule, which could be performed concurrent with the water main flushing program. Hydrant flow and water system residual pressure
records should be maintained for future ISO insurance rating documentation. The present water system map for the Village should be
updated annually with the records from construction projects completed.
Private Wells
Areas outside of the Village public water supply distribution area must be serviced by private wells. The Baraga County Health
Department requires a permit to install a well system.
Sanitary Sewer System
The sanitary sewer system consists of a collection and treatment system as described below.
Collection System
A comprehensive wastewater collection and treatment system study was completed in 2008. The report evaluates the existing sewer
system and recommends a prioritized plan for improvements to the collection system, plant and lift stations. Sanitary sewers service the
residential, commercial and industrial area of the developed area of L’Anse Village. A majority of the sewers were televised and
recommendations for rehabilitation and replacement of sewers are included in the comprehensive plan.
Treatment Plant
The L’Anse wastewater treatment facility was built in 1958, upgraded in 1980 and 2002. The plant is an activated sludge process plant
for treatment of non-industrial sanitary wastewater with a design flow of 0.72 mgd. The plant normally meets its treatment parameters but
is at risk of exceeding these parameters during high flows such as wet weather or spring melt periods. The plant receives approximately
half of its flow from lift station #1 which, when energized, increases incoming plant flow by a factor of approximately three. The sanitary
sewer plant consists of primary and secondary treatment of wastewater. Process equipment includes a fine screen, grit separator, four
primary clarifiers, four aeration basins, two final clarifiers, chlorine disinfection and bisulfate de-chlorination. Recommendations for plant
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improvements and lift station rehabilitation are included in the 2008 comprehensive plan. Permits for construction are required from the
Michigan Department of Environmental Quality for sewer collection system and treatment plant construction and modification projects.
Improvements are proceeding with this system.
Several enhancements are recommended for the sanitary sewer system. The Village should continue to implement a sewer line cleaning
maintenance program. Recommendations for plant improvements, collection system improvements and lift station rehabilitation are
include in the 2008 comprehensive plan and should be utilized for future planning of system upgrades. The present treatment operations
are operating at 70 percent of capacity. Future development expansion of large acreage industrial, commercial or residential property will
need to be evaluated for impacts on the treatment process. The Township is presently performing an evaluation of the plant and system
for potential industrial expansion. The Village should annually update the sanitary system comprehensive map with the records from
construction projects completed.
Septic Systems
Areas outside of the Village sanitary collection system area must be serviced by onsite sewage disposal systems. Baraga County Health
department approvals are required for onsite disposal system including septic absorption fields.
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Economic Development and the Built Environment: Potential Opportunities
Local Energy Production/Conservation
Figure 3-8: Wind Prospecting Tool
The depletion of domestic oil and gas supplies has left the U.S. dependent
on imported energy resources. More than half of the world’s oil-producing
countries have passed their peak or production and are now in permanent
decline. New oil discoveries have slowed to the point that we consume 4 barrels
of oil in the time it takes to find 1. Natural gas is also in decline. These fossil
fuels represent non-renewable energy resources. An increase in coal use
jeopardizes our environment. A local energy production strategy can contribute
to energy independence and community resilience. Unpredictable pricing and
supply of traditional fuels may soon jeopardize community stability and energy
security. Price increases decrease the spending power of residents. Forwardthinking local governments are planning for the development of renewable
energy options to supplement traditional sources and provide greater energy
independence. In the future, we must think of fossil fuels as the alternative, and
renewable as the norm. L’Anse has begun to depend on biomass fuels as an
alternative strategy building local resilience. This section looks at some
renewable energy opportunities, although it must be noted that all potential
options should be explored, including geothermal, hydropower, biopower, etc.
Wind Energy
Communities need to understand what wind companies need for optimal
development opportunity. This is a very capital intensive industry, so it stands
to reason that the projects with the most potential and fewest obstacles will be
completed first. In addition to good wind resources, geophysical factors,
land/economic factors, environmental concerns, and local policy impact a
location decision. For example, communities need zoning enabling legislation
and incentives to stand out from the competition and reduce transaction costs.
Additionally, utility companies consider the condition of the electric grid and
transmission lines in an area. It has generally been found that utility scale wind
is not feasible in the Upper Peninsula due to capacity challenges with existing
transmission lines. However, this does not rule out potential for community or
neighborhood scale wind development.
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The map at right was developed by AWS Truewind for the Energy Office and the
National Renewable Energy Laboratory. This includes an estimate of wind resources
based on computer modeling. Estimates at any location should be confirmed by
measurement before purchase or installation of any wind power systems. This map
illustrates wind speeds at 50 meters above ground level. A typical tower height for the
current generation of large utility-scale wind turbines of 750 KV to 2 MW rated capacity
is 70 meters. A typical height for small turbines of up to 50 KW rated capacity is 30
meters, which is consistent with on-farm or residential use. Though this map does not
show great potential for the Village, it is possible that new technologies or specific
locations may generate opportunity.
As shown in the pictures at right, there are many different styles of wind turbines that can
produce the amount of electricity needed to power the average home. Historically, residential scale
and neighborhood scale wind systems were only seen in the rural areas. As the industry changes
and wind energy receives more attention, home-owners are looking at wind as a viable way to
offset utility bills, even in urban areas. New technology allows wind turban manufactures to
address areas of concern that have plagued the wind turbine industry in the past. For example,
turbine blades are much smaller in order to reduce noise; while at the same time producing electricity
from much slower wind speeds.
Various wind turbine designs.
Even with the developments in the wind industry, many limiting factors involved with wind still exist. Many variables go into site
selection for a wind turbine whether residential or utility scale. Careful long-term study for siting should be done before a wind turbine is
installed. In many places in the Upper Peninsula, including the Village of L’Anse, high voltage transmission lines are at capacity and cannot
handle the additional kilowatts produced by a utility scale wind farm. However, the residential and neighborhood scale wind turbines do
not need large high voltage transmission lines to transport the power produced. In many areas these wind turbines are easily hooked up to
the existing power grid and additional electricity produced can be sold to the utility company.
Small scale, either neighborhood or residential wind turbines should be considered a viable source of electricity to supplement
traditional sources. This renewable energy source could provide supplementary power for crucial equipment, facilities, and businesses.
The Village should consider the viability of wind co-operatives. In this model, the wind development would be financed with public funds
from several municipalities. Project owners might include local governments, businesses, the Tribe, universities, local school districts,
farmers, or any citizen. The Village of L’Anse, like many other communities, should consider updating their zoning ordinance to include
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regulations regarding wind turbines to protect the health, safety and welfare of the community and to facilitate development of renewable
energy sources.
Solar Energy
Solar technologies directly harness energy from the sun. Solar technologies include photovoltaic systems that convert sunlight to
electricity, solar hot water systems that heat water for swimming pools and buildings, and solar space heating systems that provide heat for
buildings. In addition, passive solar designs provide heat for buildings, and daylighting strategies use sunlight to reduce electricity used for
lighting. Solar energy is another renewable energy source which will help reduce dependence on non-renewable resources and will also
provide new jobs.
Many people don’t think, looking at the Michigan sky in winter, that solar power would be a viable option. However Michigan gets
significantly more sun than Germany, which has nationally added many kilowatt hours of energy via solar panels. The costs of solar energy
are mostly related to initial construction, but this energy source is not impacted by price volatility like non-renewable resources.
The potential for solar energy can be enhanced within the community by providing property tax reductions for solar installations.
Michigan is promoting local energy production through a feed-in tariff and a buyback program whereby residents who produce more
energy than they use can sell it back to the energy company. To support the development of local solar energy production, L’Anse needs
to create solar easements for the purpose of protecting and maintaining proper access to sunlight. This includes prohibiting any residential
covenants that restrict solar access.
Energy Conservation and Efficiency
Making major gains in energy efficiency is one of the most economical and effective ways to create energy independence and reduce
greenhouse gas emissions. Energy conservation can be achieved through efficient energy use (decreasing use while achieving a similar
outcome), or by reduced consumption.
We are a nation with a standard of living rooted in energy. Improving energy efficiency will help the government, businesses, and
citizens to save valuable economic resources for other purposes. Transportation and buildings are responsible for a majority of energy
usage. Strategies to reduce transportation energy consumption include utilizing more energy efficient equipment and reducing vehicle miles
traveled. For example, utilizing native landscaping that does not require mowing will save time and money (less fuel, equipment,
maintenance, and labor). Building improvements include facilitating energy retrofits in existing buildings and requiring green building
standards and practices for new buildings. Improvements should be made in appliances, heating and cooling systems, lighting, and in
building envelope efficiencies.
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Building codes should be revised to consider latitude, elevation, microclimate, and
building orientation, proportions, and size. In this way, requirements can more efficiently
address energy use in buildings. Energy efficiency is particularly important in keeping
affordable housing stock affordable. The community should promote the use of programs
to weatherize housing for low- and moderate-income persons. This includes attention to
upgrading appliances, windows, doors, heating systems, and insulation in those units
occupied by households that otherwise might not be able to make these improvements on
their own. Low- and moderate-income persons pay a disproportionate amount of their
annual family budget on heating and/or cooling their homes. Typically, this comes at the
sacrifice of other necessary household expenditures.
For greater community resilience,
we must think of traditional energy
resources as the alternative, and make
renewable energy sources the norm.
Additionally, the Village should conduct an energy audit of all public buildings and institute techniques to reduce energy consumption.
This would provide a good example and a case study for all citizens. This could be part of an overall Energy Action Plan to address
existing conditions, determine energy goals, and create strategies to achieve those goals. This plan would detail an implementation process
to match a reasonable budget and timeline, and would evaluate strategies in relation to net return on investment. Community energy
planning involves several elements, including:
 Land Use Planning and Transportation – Includes strategies relating to compact development patterns, smart parking, street
design, trip reduction, and stakeholder participation.
 Site Planning and Building Design – Includes strategies relating to building and appliance efficiency, solar orientation,
landscaping, winter climate design, wind shielding and shading, pedestrian facilities and microclimates, transit facilities
 Infrastructure Efficiency – Conservation and efficiencies related to water supply and use, wastewater collection and storm
drainage, recycling facilities, heat and power recovery, and joint infrastructure planning and delivery
 Alternative and Renewable Energy Supply – Local supply options and efficiencies in cleaner supply options, including district
heating and cooling, waste heat utilization, heat pumps, co-generation of heat and power, solar technologies, and alternative
fuels.
This kind of planning results in a quick return-on-investment in the form of money savings, more competitive businesses, more
affordable housing, improved environmental quality, enhanced livability, creation of local jobs, reduction of greenhouse gases. It also
merits funding from Federal and State sources. A comprehensive plan will achieve better results than an energy component approach as it
will target dollars to the investments with the highest return and will weigh and calculate combined benefits.
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Summary of Recommendations: Built Environment
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Feature the historic, scenic, and recreational assets of L’Anse Village in a narrated walking tour (either by podcast or rented audio
equipment), and on a tour map.
Preserve existing traditional neighborhood form and housing affordability, which are currently very valuable niche assets in L’Anse.
Increase housing diversity by encouraging mixed housing types and creating regulations to support accessory dwelling units.
Support compact, mixed-use neighborhoods which combine residential, educational, civic, and neighborhood commercial uses in
an effort to promote walking and a sense of community. Also support home occupations with regulations to ensure compatibility.
Enable home retrofits through strategies to improve energy efficiency, accessibility, and housing appearance in entire
neighborhoods.
Add pedestrian amenities to the mobile home park and neighborhood of two long blocks just south of US-41. Create a mid-block
connection and neighborhood park for the single-family neighborhood and add a pedestrian crossing over US-41 close to popular
destinations.
Consider a multi-use path or bike trail along the river down to the old powerhouse park facility.
Add sidewalks along River Street to access the neighborhoods directly east of the school. Extend sidewalks to the northern-most
neighborhoods east of Main.
Add small neighborhood parks, gathering areas, and community gardens as needed within the community. Use edible landscaping
and native plants when possible.
Incorporate a cottage community development with small, closely clustered units close to essential goods and services near seniorassisted living and residential long-term care facilities to serve the transitioning needs of the elderly. Explore the feasibility of
etrofiting or redeveloping the old hospital property for this type of mixed-use residential opportunity.
Pursue redevelopment of obsolete buildings on the waterfront to add prime residential condos or attached housing along with
mixed-use retail, office, service, and educational uses.
Marina improvements include extending the break wall to provide additional capacity, and adding landscaped islands, trees, and
natural stormwater management solutions to the parking lot to preserve water quality and provide a more pleasing transition to the
Downtown.
Continue the façade improvement program to preserve historic buildings in the Downtown, and extend the program to corridor
businesses to improve gateway image.
Identify priority redevelopment sites. Place a priority on redeveloping vacant and underutilized properties before encouraging
greenfield development. Remove or mitigate obstacles to development in infill areas and enact regulations to ensure compatibility
with community character.
Direct new industrial development to existing industrial parks.
Utilize site plan review standards and impact studies to ensure that future industrial or large commercial development does not
negatively impact the environment or overburden existing infrastructure or public services. Require new large commercial or
industrial development on greenfield sites to provide the necessary new infrastructure to ensure adequate provision of sewage
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disposal, stormwater management, potable water, and other critical public health and welfare concerns including the appropriate
buffers.
Update the Village zoning ordinance with the appropriate regulations to ensure the compatibility of neighboring land uses and
provide maximum environmental protection. Consider requirements for landscaped buffers, screening, operation standards, and
natural stormwater management techniques when appropriate.
Adopt regulations to support mixed-use development, and streamline the approval process for priority development types. Enact
strategies that allow the Village to become a long-term financial investor in its own future.
Develop a comprehensive program to manage blight. Update blight and property maintenance ordinances and add provisions for
energy efficiency to all building codes. Utilize municipal civil infractions for enforcement.
Maintain the connectivity level and integrity of the traditional grid street pattern into the future.
Pursue funding support to create a Non-Motorized Transportation Plan to identify specific projects and phases in a systems
approach.
Consider a street connection from the Downtown west to US-41 along the bay.
Implement an Asset Management Program.
Support a 5-year traffic count, accident history, and sign inventory.
Adopt access management standards into the zoning ordinance.
Implement alternative modes of transportation in road improvement projects. Consider adding bike lanes, pedestrian
infrastructure, and street amenities to Main and Broad streets with road reconstruction and resurfacing projects.
Pursue streetscaping and aesthetic enhancements for the US-41 corridor through the Village, including pedestrian scale lighting,
street trees, bicycle amenities, and wayfinding and gateway signage. Regulate corridor signage to be more consistent in appearance.
Pursue streetscaping in the Downtown including energy efficient, dark sky compliant, pedestrian-scale lighting; permeable or
recycled pavement material; and edible or native landscaping whenever possible.
Implement sign regulations to ensure compatibility in size, placement, and materials of signs in both the Downtown and along the
highway corridor.
Implement community-wide way-finding signage.
Develop an attractive western community gateway utilizing landscaping and signage to create a community focal point and identity
in the vicinity of L’Anse Avenue.
Design parking standards for large parking areas to incorporate landscaped areas and trees. Design these areas to accommodate
snow storage while protecting plants. Downtown parking areas should include landscaping on the pedestrian edge as well as a
short wall or fence of iron or masonry materials to buffer vehicular areas from pedestrian areas. Place parking to the rear or sides
of buildings to preserve interaction between pedestrians and store fronts. Reduce the need for parking by utilizing shared parking
standards for adjacent compatible uses. Connect adjacent parking lots when possible to facilitate easy access without returning to
the highway corridor.
Preserve and protect community rail service to enhance community sustainability and resilience.
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Preserve and improve public transit options.
Preserve and improve harbor and port facilities.
Support programs and strategies to preserve and enhance community walkability/bikeability through appropriate infrastructure
improvements.
Conduct sidewalk inspections and schedule repairs as part of annual maintenance operations. Consider funding sidewalk
maintenance and repair through special assessments.
Pursue the creation of a multi-use trail along the waterfront between Baraga and L’Anse, L’Anse and Pequaming, and along the
Falls River in L’Anse through collaborative opportunities.
Adopt Complete Streets standards and implement in all street projects.
Require landscaped buffers around and within parking lots and along long, blank walls to improve community aesthetics,
accommodate pedestrian traffic, and mitigate winter climate conditions. Encourage the reduction of impervious surfaces.
A comprehensive storm sewer map should be compiled from available record drawing and additional field data obtained. The
Village should consider televising the storm sewers to obtain the size, pipe composition, and physical conditions of the existing
lines. A preventive maintenance plan, schedule, and budget should be developed.
Because Village health and safety depends on the water quality of Keweenaw Bay, a comprehensive stormwater management plan
should be developed, with a goal of utilizing natural stormwater management techniques when possible. Coastal zone funding may
be available to assist in this effort. Low impact development and innovative stormwater management standards should be
incorporated into the zoning ordinance.
Preserve and enhance riparian buffers along the Falls River and Linden Creek to protect water quality and aquatic and wildlife
habitat.
A water system master plan and a five year capital improvement plan should be developed for the water system. As part of the
plan, a hydraulic model should be created to determine improvements to capacity and pressure.
Eliminate dead end mains by looping the existing water main system as soon as possible.
Implement a water valve exercise schedule, which could be performed concurrent with the water main flushing program.
Hydrant flow and water system residual pressure records should be maintained for future ISO insurance rating documentation.
The present water system map for the Village should be updated annually with the records from construction projects completed.
Continue to implement a sewer line cleaning maintenance program.
Recommendations for plant improvements, collection system improvements and lift station rehabilitation are include in the 2008
comprehensive plan and should be utilized for future planning of system upgrades.
The present treatment operations are operating at 70 percent of capacity. Future development expansion of large acreage
industrial, commercial or residential property will need to be evaluated for impacts on the treatment process. The Township is
presently performing an evaluation of the plant and system for potential industrial expansion.
Annually update the sanitary system comprehensive map with the records from construction projects completed.
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The Village of L’Anse recognizes the importance of working toward local energy independence and security through the
development of renewable energy sources and implementation of conservation and efficiency practices. The Village supports the
creation of a comprehensive Energy Action Plan to address this goal.
Prepare for neighborhood or single-use wind systems by updating ordinances, providing education and guidance, and coordinating
and facilitating site testing.
Consider an opportunity to participate in an area wind-cooperative.
Support the development of solar energy within the community by seeking or creating incentives for solar installations, preserving
solar easements, and updating ordinances to consider building orientation and the accommodation of infrastructure.
Provide community leadership in supporting energy conservation and efficiency with coordinated and targeted strategies in all
sectors of the public and private built environment, starting with public buildings, prime businesses, and low- and moderate-income
households. Plan and implement complementary improvements in land use regulations, transportation strategies, site planning,
building design, infrastructure efficiency, and renewable energy production. Appropriate changes will be made to the zoning and
building codes.
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Social Environment Resources
Social resources are those that involve the provision of civic or social services within the community. These resources have a direct
impact on quality-of-life.
Cultural and Civic Resources
Cultural/Civic resources can enhance a community’s quality-of-life and generate confidence for the attraction of new businesses and
residents. In the L’Anse area, crisis and family support services are provided through a variety of organizations including the Alcoholics
Anonymous, American Red Cross, Baraga County Hospice, Baraga County Shelter Home (Domestic violence shelter), Baraga-HoughtonKeweenaw Community Action Agency, Big Brothers Big Sisters of the Western U.P., Caregiver Club, Children’s Protective Services,
Christian Counseling, Community Garden, Copper Country Mental Health Institute, Domestic Abuse Intervention Project Group,
Employee Assistance Program, Foster Family Services, Friend of the Court, International Neighbors, Keweenaw Bay Indian Community,
KBIC Commodity Food Program, KBIC Tribal Court, KBIC Tribal Center, Keweenaw Family Resource Center, Keweenaw Home
Nursing & Hospice, Keweenaw Home Services, Kinship Care Program, Little Brothers Friends of the Elderly, Lutheran Social Services,
Narcotics Anonymous, New Day Treatment Center (alcohol-drug residential), Omega House, Overeater’s Anonymous, Phoenix House
(alcohol-drug residential programs), Portage Health System, Portage Lake Hospice, Salvation Army, Sexual Assault Support Group,
Shriners’ Burns and Crippled Children Institute, Student Health Information and Empowerment (SHINE), St. Vincent De Paul, Summer
Reading Program, Superior Home Nursing & Hospice, Supportive Housing for Youth Program, TOPS (Take Off Pounds Sensibly), Upper
Michigan Behavioral Health Service, Vocational Strategies Inc, Western U.P. Michigan Works, and other government agencies.
Educational services are provided by 4-H Youth Program, Alzheimer Education, Community Arts Center, Asset Development, BHK
Child Development Board, Bay Cliff Health Camp, Compassionate Friends, Caregiver Club, Children’s services, Diabetes Education
Program, Domestic Abuse Intervention Project Group, Educational Talent Search (Finlandia University), Elaine Bacon Literacy Program,
Families First Program, Good Will Farm, Great Explorations (children’s learning), Kermit’s Keweenaw Kids, Keweenaw Bay Ojibwa
Community College, Keweenaw Family Resource Center, Keweenaw Krayons, Kinship Care Program, Michigan State University
Extension programs, Michigan Technological University, Project SODA (Success Oriented Direction and Achievement), Super Siblings
Class, Think First/Safe Kids Chapter, Upward Bound (Finlandia University), Vocational Strategies, Wraparound Program, area school
districts, many of the programs above, and other government agencies.
Employment services are provided by AmeriCorps, Bureau of Worker’s and Unemployment Compensation, Employee Assistance
Program, Employment Training Services LLC, Goodwill Store, Keweenaw Bay Indian Community, Michigan Department of Career
Development Rehabilitation Services, Vocational Strategies Inc, and Western U.P. Michigan Works.
Volunteer programs include 4-H Youth Program, American Red Cross, AmeriCorp, BHK Child Development Board, Baraga County
Hospice, Baraga County Shelter Home, Barbara Kettle Gundlach Shelter Home, Bay Cliff Health Camp, Big Brothers Big Sisters of the
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Western U.P., Catholic Social Services, Child and Family Services of the U.P., Children’s Trust Fund, Dial HELP, Elaine Bacon Literacy
Program, Goodwill Store, International Neighbors, Kermit’s Keweenaw Kids, Keweenaw Bay Indian Community, Keweenaw Family
Resource Center, Keweenaw Krayons, Little Brothers Friends of the Elderly, Lutheran Social Services, Michigan State University
Extension programs, MTU Preschool, Omega House, Portage Health System Volunteer Services, Portage Lake Hospice, Preschool
Enhancement Project (BEARS), Public Library (Portage Lake District), Salvation Army, St. Vincent De Paul, Summer Reading Program,
Think First/Safe Kids Chapter, Vocational Strategies Inc.
L’Anse also has some unique organizations that help with local projects including the Wannabe Gardeners, 4-Seasons Committee, and Angie’s
List that help with beautification, among other tasks, and the local Tin Man organization that helps the needy with construction and repair
projects. The Time Bank program creates a barter system for services and time. The local area schools assist with clean up of creeks and
the lakeshore.
Public services include public safety, medical, educational, telecommunications, and solid
waste disposal and recycling services.
Public Safety
Public safety services include police, fire, and ambulance services.
Police Protection
Service is provided to all areas of the Village by the Village Police Department, the
County Sheriff’s Department, and the Michigan State Police. The Keweenaw Bay Indian
Community Tribal Police also patrol areas of L’Anse Township included in the reservation.
These officers cover both privately owned and Tribal trust land calls. No additional staff or
capital expenditures are anticipated at this time, although another vehicle may be added at
some time in the future depending on area growth.
Source: www.lansefire.com
Fire Protection
The Village’s fire department is comprised of 21 volunteer fire fighters, many of which also serve key roles in Baraga County’s
Emergency Management and response. Volunteers in the department serve as public information officers, emergency medical technicians,
fire service, and EMS trainers. The department serves the Village, L’Anse Township, Keweenaw Bay Indian Community, and Baraga
County. The fire department not only responds to structural fires, but also grass and forest fires, automobile accidents requiring the “Jaws
of Life”, rescue, and acts of terrorism. The department is the only department in the Baraga County with “Jaws of Life” rescue responders
and the primary responders for emergencies on the Keweenaw Bay Indian Community Reservation and tribal housing.
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To assist in the mission of protecting the Village and the surrounding area, the department has a variety of equipment. According to
the fire department webpage; this equipment includes one brush truck, one rescue unit, one 3,000 gallon capacity tanker pumper truck, one
1,000 gallon capacity pumper truck, and an Argo eight wheeled tracked amphibious rescue vehicle.
Ambulance Services
Ambulance Service is provided to the area by the L’Anse Fire Department and Bay Ambulance located in Baraga, MI. Both agencies
provide on-road and off-road rescue services.
Medical Services
Quality medical services are not only crucial to the health and well-being of residents, but are a valuable public amenity in attracting
residents to an area.
Hospital
Baraga County Memorial Hospital, which was previously located on North Main in the Village of L’Anse, is building a new facility in
L’Anse Township on US-41 just south of the Village. New sewer and water facilities were constructed to accommodate this facility. The
new facility will incorporate physician offices into the structure along with a retail pharmacy for “one stop” medical care.
Baraga County Memorial Hospital is a critical access hospital with a long-term care unit. They are the 2007 recipient of the Governor’s
Award of Excellence for improving patient safety and quality of care in the critical access hospital setting. The continuum of care includes
Baraga County Home Care & Hospice, Baraga County Medical Equipment, Bayside Village Nursing Home, and BCMH Rehab & Fitness
Center. Services include cancer, cardiac, emergency, home care, imaging, laboratory, medical rehab, surgical, women’s and children’s
services, telehealth and telemedicine. There are family practice, specialty, and weekend walk-in clinics. Specialty clinics include allergy,
ear/nose/throat, neurology, ob/gyn, oncology, orthopedic, ophthalmology, pain diagnostics, podiatry, surgical, sports medicine/EMG, and
urology. Home care offers skilled nursing services, occupational therapy, physical therapy, speech therapy, social work, and blood pressure
screenings and exercise programs.
Care for Aging
Bayside Village is a nursing facility that is adding new beds. There is a need for more assisted- and modified-living facilities in the
L’Anse/Baraga area.
Educational Services
As previously discussed in this plan, strong educational resources are crucial to the future of L’Anse in so many ways, and the
community must continue to support improvements.
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The L’Anse Area School District started in 1858 in a small schoolhouse with one teacher and a few students. Today the school district
is made up of the C.J. Sullivan Elementary School, L’Anse Middle School, and L’Anse High School. The school district provides sports
opportunities including football (varsity, junior varsity, and Middle School), Boys and Girls basketball (varsity, junior varsity, and Middle
School), Girls volleyball (varsity and junior varsity), Hockey (varsity covers grades 9 - 12), Bowling (varsity and junior varsity), Track
(varsity and Middle School), Cross-Country (varsity and junior varsity), and Golf (varsity covers grades 9 – 12).
School enrollment within the Village of L’Anse increased by only 27 people from 1990 to 2000. Of the 506 people enrolled in school
in 2000, 41 were in preschool, 37 were in kindergarten, 254 were in elementary/middle school grades 1-8, 117 were in high school grades 912, and 57 were in college or graduate school.
As reported in the Village of L’Anse, Township of L’Anse and L’Anse Area School Recreation Plan 2008 – 2012, the school district plans to
construct a new track, practice field, outdoor skate park for skateboards and roller blades, and a new football field.
L’Anse students are involved in stewardship projects within their community. For example, L’Anse Middle School seventh graders
cleaned up First and Second Sand beaches near Pequaming as well as the L’Anse Waterfront Park as part of L’Anse Middle School’s
ongoing Lake Superior Stewardship Initiative (LSSI) project that began with a clean-up of the Falls River and Linden Creek.
The BHK Child Development Board offers Head Start programs plus a wide variety of services for children and families, including
adult education, family literacy, support for pregnant mothers, family wellness, AmeriCorp program, family preservation, toy libraries,
playgroups, support groups, health screenings, home visits, and after-school and summer learning programs. This is a non-profit
organization with a three county board of commissioners and elected parent council.
In building a sustainable community for all ages, it is important that goals and strategies be put in place to offer lifetime opportunities
for high quality learning experiences, volunteering, and civic involvement. Community schools should be open as community resource
centers, and would therefore receive more support for school levies because they would be seen as providing value throughout the
community. If senior centers were integrated with schools, intergenerational programs could be developed where older adults could tutor,
chaperone school activities, and audit classes. Students could be engaged in helping older adults with chores and other activities that are
difficult due to disabilities. Retirees can be engaged to mentor youth or new business owners. It is important to create an infrastructure to
tap the knowledge and resources of older adults, and to focus the energy and enthusiasm of youth into community pursuits.
The Village should create an educational task force composed of such representatives as public school leadership, curriculum
development experts from nearby institutions of higher education, concerned parents, retired education professionals, workforce
development/training experts, KBIC educational committee representative, economic development professionals, small business
development experts, SmartZone leadership, health care education representative expert, etc. This task force shall be responsible for
coordinating educational support activities within the L’Anse area to achieve community educational goals. Some strategies might include:
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Promote and emphasize education within the community by coordinating educational opportunities across the life-span of the
workforce.
Identify talents and skills within the permanent and seasonal population base and facilitate mentoring opportunities between retired
seniors and young entrepreneurs.
Create a database of currently available area education and training programs and contacts.
o Engage workforce development professionals to identify occupations and industries that are supported by these
educational/training programs. Determine the size and characteristics of the potential local workforce being developed by
these programs, and communicate this information to area economic development professionals who can recruit businesses
and industries that utilize these skills, resulting in greater retention of area graduates.
o Look for gaps in training/education not addressed by existing educational and training organizations that may better meet
the needs of existing businesses and industries or contribute to enhanced community sustainability.
Provide economic profiling research (through secondary research of company annual reports, news reports, trade association
publications, etc) on potential firms and industries that locate in similar communities, support existing firms, are spin-offs of
existing firms, or who are well-suited to locational amenities in L’Anse.
Supplement area educational and workforce programs with local specialized Academies or Vocational Technical training
institutions or programs.
Create a survey to identify available residents who are subject matter experts and potential occupational mentors and who would be
willing to offer classes in local continuing education programs. Possibilities include youth who are willing to tutor elders in
computer use and applications, or experts in gourmet cooking, organic gardening, fishing, crafts, art, etc. Provide continuing
education classes.
Identify and intervene with school drop-outs and marginalized, challenged, unemployed, or underemployed members of the
population and get them into programs to update skills for specific job opportunities.
Link residents to on-line educational offerings and make sure that they have access to the necessary software and equipment.
Enhance computer technology and programs available to members of the public.
Create a L’Anse educational foundation to provide continuing education funding support for area youth who agree to return to
L’Anse for future work opportunities.
Engage student organizations at Michigan Tech to provide educational/recreational programming in L’Anse on a rotating basis.
Potential student organizations include service fraternities and sororities, special interest clubs, professional organizations, and
educational organizations. Various engineering and manufacturing clubs may be interested in sponsoring a project day with
middle/high school students to encourage interest in the field.
Coordinate programs with the KBIC Ojibwa Community College.
Involve community residents and elders in educational and after-school mentoring or homework programs. They can be involved
in tutoring through the America-Reads Challenge, and can chaperone activities at the school. In turn, students can help elderly
with chores.
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13.
14.
15.
16.
Recruit high school graduates that leave the area for higher education through strong alumni networks, and “welcome home”
events.
Create a program to educate entrepreneurs in successfully navigating the international trade environment.
Create a “technical assistance network” providing low- or no-cost preliminary consultation to area businesses on incorporating
technology within their enterprise.
Create a campaign to educate people on the importance of education and how they can become involved in enhancing the
educational environment.
Telecommunication Services
Quality telecommunication services are vital to a knowledge economy. The demand for more and better wireless service is on the rise.
Wireless carriers establish and expand their service by constructing base stations or by installing their antennas on an existing structure.
Communities are challenged to enable wireless deployment in a responsible way and to develop zoning regulations and comprehensive
plans to accommodate this rapidly changing environment and technology. Regulations must deal with construction, siting, and design of
wireless infrastructure which is regulated on the federal, state, and local levels. Typically regulated elements include tower height, lighting
and marking, placement, frequencies and power levels, type and size of associated equipment structures, fencing, signage, buffering,
screening, and landscape planting.
Relevant Federal laws and agencies include the Telecommunications Act of 1996, the Federal Communications Commission (FCC), the
National Environmental Policy Act of 1969 (NEPA), the National Historic Preservation Act of 1966 (NHPA), the Federal Aviation
Administration (FAA), and the Occupational Safety and Health Administration (OSHA). Local governments typically regulate these
facilities through zoning for infrastructure siting. Sites should be safe, effective, and as visually unobtrusive as possible. Companies seek
those sites that meet federal regulations, comply with local siting requirements, are acceptable to the community, provide the highest
quality wireless service, and result in the minimum number of sites required overall to meet the service needs of the market. Local
government decisions must not discriminate among providers. The community cannot pass laws or take actions that prohibit or have the
effect of prohibiting wireless service. The community cannot regulate wireless based on environmental concerns about radio frequency
emissions if the facility will operate within FCC standards. The community must act on siting requests in a reasonable period of time, and
must issue zoning denials in writing, supported by substantial evidence and findings contained in written records. The community can
mitigate the impacts of wireless facilities by locating facilities in or around areas of mature vegetation that screen all or part of the facility,
coloring the structure to blend in with the surrounding vegetation or skyline (to the extent they meet federal regulations regarding marking
schemes), planting vegetative cover or constructing fencing at the base of the facility to screen the ground equipment, pursuing stealth
options such as designing the tower or monopole to look like a tree or flagpole, or requiring low-profile or slim-lined structures where the
antennas are installed more closely to the tower, thereby reducing the physical profile of the facility.
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Colocation of wireless equipment allows the maximization of existing facilities and structures, fills service gaps more quickly, and is less
expensive. The carrier either rents space on an existing wireless tower or rents space on an existing structure in a community that serves
other functions, such as water towers, silos, smokestacks, church bell towers, buildings, high-tension utility towers, utility poles and light
standards in highway rights-of-way, and athletic field light standards. Colocation may not be possible if structural limitations or municipal
restrictions interfere, adjacent buildings or structures block signals, capacity would be overwhelmed, or structures are not tall enough.
Local governments typically require new towers to accommodate at least three wireless carriers, and to assure the availability of the tower
for collocation. New towers would have to prove no colocation opportunities exist and a new tower is needed. The approval process
would be streamlined for colocation applications.
The phone service is provided to the Village by GTE, Baraga Telephone, AT&T, MCI, Sprint, and others. Cable, DSL, and high-speed
dial-up and broadband internet is available in various locations. The local newspaper is the L’Anse Sentinel. There are two radio stations,
WCUP and WGLI.
L’Anse should continuously seek to improve communications infrastructure and services to support economic growth. The Village
should take steps to link as many homes and businesses to the global internet and to each other as possible. This may involve increasing
the availability of wireless internet access within the community, facilitating the purchase of used equipment, or providing publicly-available
computer resources and software. The Village should require “open capacity” on any fiber optic infrastructure that is constructed, which
may be used in the future to expand E-commerce activity.
The internet is the Village’s link to the rest of the world, and the Village web-site is an important portal of first impression. The website should provide links to global business networking opportunities and organizations to support area businesses and organizations. It
should provide an updated community profile with photos of area events and favorite places. It should have detailed profiles of area
businesses and producers, including area artists and crafters. Whether alone or in collaboration with area organizations, the Village needs
to maintain an updated website to provide basic information on community services and events, and to market and promote the
community.
Solid Waste Management
Solid waste is regulated under Subtitle D of the Resource Conservation and Recovery Act (RCRA). The goal of this act is to encourage
solid waste management practices that promote environmentally sound disposal methods, maximize the use of materials recovered from
waste, and foster resource conservation.
It is important to have a comprehensive plan for waste management considering the complexity and legal requirements of the process.
Stakeholders to the process include appropriate local, state, and federal agencies, local industry, private waste management enterprises, and
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citizens. An integrated solid waste management program includes recycling, landscape waste management (e.g. composting), special
pickups, household hazardous waste management, public education regarding waste disposal and diversion options, direct or transfer waste
hauling for disposed material, and final disposal at landfills or incinerators. A sustainable strategy for waste management, as promoted by
the Environmental Protection Agency, is to first generate as little waste as possible (source reduction), then recycle as much as possible,
then properly dispose of what is left over. Source reduction includes reducing the size and weight of packaging, purchasing in bulk, making
products last longer, using a mulching mower, and reducing manufacturing or commercial waste. Recycling includes recapturing paper,
glass, aluminum, and other materials (including plant or food wastes for composting). These materials are then turned into new products.
Transfer stations are facilities where waste from smaller vehicles, such as garbage trucks, is consolidated and placed on larger vehicles for
transport. Transfer stations are potentially impacted by local and state regulations dealing with environmental and nuisance impacts. The
most common concerns include noise, odor, traffic, dust, vectors, litter, and aesthetics. Other concerns include water pollution, fire
concerns, and hazardous waste. Materials recovery facilities then process and prepare recyclables for sale to end-user markets.
Currently, solid waste collection in L’Anse is provided under contract by Waste Management. The Village has had interest in a
recycling program, however, this service is not currently provided in the area. L’Anse should participate in the creation of a County or
Regional Solid Waste Management Plan and implement the recommendations including creating recycling opportunities.
Economic Development and the Social Environment: Potential Opportunities
Deconstruction is the selective dismantling or removal of materials from buildings before or instead of demolition for the purpose of
reuse. This innovative tool is intended to contribute to a community’s revitalization by creating job opportunities, fostering the creation
and expansion of small businesses to handle salvaged material from the deconstruction process, and benefitting the environment by
diverting valuable resources from crowded landfills into profitable uses. The feasibility of deconstruction as an economic development
vehicle depends on the types of deconstruction activity and the market for recovered materials. Non-profit organizations have had some
success in this field. Feasibility may be impacted by housing preservation policy, environmental contamination, code issues, and project
time constraints. Large metropolitan areas provide the most consistent demand for used building materials. The Upper Peninsula does
have a ready source of older, potentially deteriorated or outdated structures with quality materials as a supply resource.
Other benefits of deconstruction include elimination of blight, provision of salvage for the rehabilitation of historic districts, waste
reduction, and educational opportunity. By working in deconstruction, trainees can learn the terminology, mechanics, tools, and techniques
of construction. Reclaiming wood resources also saves living forest resources and contributes to carbon sequestration and greenhouse gas
reduction. Using recycled materials may delay demand for new wood resources, allowing forests to mature to old growth which provides
the best quality wood (and wonderful recreation benefits). Older framing lumber was larger and can actually be re-milled. Reclaimed wood
provides all the benefits of old growth wood without the environmental costs. Only 5 percent of North America’s old growth forests are
still standing, while thousands of board feet of old growth lumber in buildings is demolished and landfilled every year. This valuable
resource should be reclaimed. Other building materials that are readily salvaged include appliances, bricks, doors, flooring, light fixtures,
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metal framing, pipes, shelving, cabinets, insulation, paneling, wood beams, dimensional lumber,
ceramic tiles, bathroom fixtures, and windows.
Because of the benefits of this process, the Village should view
this as a potential opportunity and seek non-profit partners and
funding to support this activity. Artists and inventors may also be
able to design some innovative and unusual ways to reuse these
materials. Materials may also be used to create small, innovative,
auxiliary housing for seniors.
Recycled art pieces source: J. Amber Conger
www.shipinc.org/reuseBoise/2008ArtShowEntries.html
Tiny home source:
http://dornob.com/small-space-homes-tiny-mobile-movementgains-traction/
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Summary of Recommendations: Social Environment
1.
2.
3.
Offer lifetime opportunities for high quality learning experiences, volunteering, and civic involvement.
Promote schools as a community resource center, and integrate multi-generational programs with the goal of increased knowledge
transfer and citizen involvement.
Create an educational task force to coordinate educational enhancements, gain community support, and facilitate activities such as:
 Identify talents and skills within the permanent and seasonal population base and facilitate mentoring opportunities
between retired seniors and young entrepreneurs.
 Create a database of currently available area education and training programs and contacts.
 Provide economic profiling research on potential firms and industries that locate in similar communities, support existing
firms, are spin-offs of existing firms, or who are well-suited to locational amenities in L’Anse.
 Supplement area educational and workforce programs with local specialized Academies or Vocational Technical training
 Create a survey to identify available residents who are subject matter experts and potential occupational mentors and who
would be willing to offer classes in local continuing education programs.
 Identify and intervene with school drop-outs and marginalized, challenged, unemployed, or underemployed members of the
 Link residents to on-line educational offerings and make sure that they have access to the necessary software and
equipment. Enhance computer technology and programs available to members of the public.
 Create a L’Anse educational foundation to provide continuing education funding support for area youth who agree to
return to L’Anse for future work opportunities.
 Engage student organizations at Michigan Tech to provide educational/recreational programming in L’Anse on a rotating
basis.
 Coordinate programs with the KBIC Ojibwa Community College.
 Involve community residents and elders in educational and after-school mentoring, homework assistance, or chaperone
programs. In turn, students can help with chores for those who need assistance.
 Recruit high school graduates that leave the area for higher education through strong alumni networks, and “welcome
home” events.
 Create a program to educate entrepreneurs in successfully navigating the international trade environment.
 Create a “technical assistance network” providing low- or no-cost preliminary consultation to area businesses on
incorporating technology within their enterprise.
 Create a campaign to educate people on the importance of education and how they can become involved in enhancing the
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2011
4.
5.
6.
7.
8.
9.
10.
Continuously seek to improve communications infrastructure and services in L’Anse to support economic growth.
Update regulations to support responsible development of telecommunication infrastructure.
Link as many area businesses and residents to the internet as possible by increasing the availability of wireless internet access,
facilitating the purchase of used equipment, or providing publicly-available computer resources and software.
Require “open capacity” on any fiber optic infrastructure that is constructed, which may be used in the future to expand Ecommerce activity.
Maintain an updated Village website to provide basic information on community services and events and to market and promote
the community and its unique assets including business, arts, and crafts offerings.
Participate in the creation of a County or Regional Solid Waste Management Plan and implement the recommendations including
creating recycling opportunities.
Explore the feasibility of a deconstruction program to provide job opportunity, support small business development, benefit the
environment, eliminate blight, provide a source rehabilitation materials for historic districts, reduce waste, increase sustainability of
wood and other resources, and provide affordable materials for rehabilitation.
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Natural Environmental Resources
Natural resources have always been of vital importance to the political,
economic, and social environment of the Upper Peninsula. Local, state, and
federal governments have shared responsibility for coordinated decisions
affecting common resources as the natural world does not operate according to
political boundaries. 11 Additionally, our environmental resources are all
interconnected as components in larger ecosystems. Action taken to address
one component must also consider the interaction with other components.
Successful environmental management strategies address not only specific
features that need protection, but the gaps and opportunities for interconnection
between these features. Responsible stewardship of these vital resources today
is necessary to ensure sustainability for the benefit of future generations.
“It is the duty of officials at every
level of government to help protect
the air, water, and land from
pollution, impairment, or
destruction.”
Michigan Environmental Protection Act
Local government is the first line of defense for our environment. Local zoning ordinances must reflect the obligation under the law to
make decisions that prevent pollution, impairment, or destruction of the environment. As conflicting demand for use and consumption of
our natural resources has increased, so has the need for regulatory intervention. 12 Local governments have many options for
environmental protection as there is an important relationship between land use (which is under the jurisdiction of local governments) and
ecological functions. This section presents the current state of environmental resources in L’Anse, and discusses the necessary policies and
tools to ensure future sustainability of these resources. It is especially important to put these policies in place during or before economic
downturns, as resource protection often takes a back seat to jumpstarting a lagging economy.
Natural Features
The physical capability of land and natural constraints, such as sensitive environmental areas and inappropriate soils, help a community
decide where and how development should take place. These resources also help define the character of a place, contribute to the local
economy, and provide places for recreation. Neglect or abuse of the natural environment reduces quality-of-life for humans and for other
inhabitants of the Earth. These resources are part of the heart and soul of the community, and are the reason that many people feel closely
linked to a certain place. Natural features include the climate, watersheds, coastal areas, wetlands, forests, fish and wildlife, soils, and scenic
and recreational resources. The following sections give a profile of current resources and discuss special considerations.
11
12
Ardizone, Katherine A. and Wyckoff, Mark A. Filling the Gaps: Environmental Protection Options for Local Governments. 2003.
Ibid.
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Overview
Baraga County was completely covered by a series of glaciers during the Pleistocene Epoch. The present topography and soil material
results from glacial deposits of the Wisconsin Glacier which melted 10,000 to 12,000 years ago (the last to recede). Isolated hills and knobs
dot the landscape in the Village and the surrounding area.
The Village of L’Anse is known for the beautiful view of the Keweenaw Bay, extensive shoreline, recreational harbor facilities, pristine
wilderness areas, and inland water resources such as waterfalls and trout streams. Lake Superior has played a major role in the history of the
Village as a water source, transportation mode, recreational resource, and economic driver through tourism. Baraga County contains one
wildlife area (Baraga Plains State Wildlife Management Area), two state parks (Baraga State Park and Craig Lake State Park), and one state
forest (Copper County State Forest).
Climate
Climate is a challenge for food and crop production. Depending on daily minimum temperatures, the growing season is about 180
days, with occasional seasons extending slightly longer. Last freezing temperatures in the spring vary from early May to early June. First
freezing temperatures in fall occur in mid September to mid October.
The weather data provided below is compiled by the National Oceanic and Atmospheric Administration for the station in Herman,
Michigan (elevation 1,740 feet), which is just southeast of L’Anse Village. This data may not perfectly portray conditions in L’Anse
because of the lake effect on weather conditions in L’Anse Village. Data is summarized for the period from 1971 to 2000.
In January, the average maximum temperature is around 20 degrees Fahrenheit and the average minimum is 3.5 degrees Fahrenheit.
In July, the average maximum temperature is around 77 degrees, with the average daily minimum temperature at about 52 degrees. The
highest daily temperature for this time period is 96 degrees Fahrenheit. The lowest daily temperature is -40.
Total annual average precipitation for this station is 38.25 inches, and the average annual snowfall is about 216 inches. However,
temperatures and precipitation are greatly influenced by Lake Superior.
Although climate creates challenges for conventional growing practices, northern communities have successfully utilized hoop houses
and greenhouses to extend the growing season. Experimentation is taking place on cost effective ways to provide supplemental heat for
purposes of growing food. One option may be to utilize waste heat from the L’Anse Warden Electric Plant or CertainTeed’s operations.
Many people love to experience the changing of the seasons, and value a four-season community. Although summers are short in the
Upper Peninsula, they are exceedingly wonderful and free of the heat and humidity that plague many areas. Winters are becoming
increasingly milder in the region, but many people who live in the area value the winter recreational opportunities created by the snow.
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The area would benefit from marketing to change faulty perceptions about area climate and lifestyles. A “reverse snowbird” marketing
strategy may draw tourists from southern states or regions to enjoy the mild summers and abundant water resources.
Watersheds
A watershed is an
area of land in which all
surface waters drain to a
common outlet, which in
Michigan is always the
Great Lakes. Watershed
management is a regional
approach based on the
movements of water and
pollutants as defined by
natural boundaries rather
than
political
jurisdictions,
and
primarily focuses on land
use which impacts water
quality.
Figure 3-9: L’Anse Area Watersheds
The map at right
shows
L’Anse
area
watersheds. The Village
of L’Anse is in the DeadKelsey watershed. Other
area watersheds include
the Michigamme and the
Sturgeon.
Wetlands,
coastal
areas,
and
watersheds are important
items to consider when
constructing a Land Use Plan. As water travels over the land, it picks up pollutants and sediment which impacts water quality.
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Figure 3-10: Townships Containing Environmental Areas
The Village of L’Anse would benefit from being a part of a
collaborative watershed planning initiative in order to be eligible to
receive funding for the protection of water resources. Specifically,
the Falls River and Linden Creek within the Village provide outlets
to the Keweenaw Bay and Lake Superior, so good stormwater
management principles and water protection provisions are of
primary importance in the Village of L’Anse. MDEQ approved
watershed plans in the area include one for the Otter River in
Baraga and Houghton counties, and one for the Trap Rock River in
Houghton and Keweenaw counties.
Coastal Areas
Areas of land and water interface are particularly fragile
environments providing critical habitat for fish, waterfowl, plants,
and other wildlife. Coastal areas are the last stop for surface
pollutants from an entire watershed, and serve as a final filtration
opportunity before water reaches the Great Lakes. Coastal
wetlands absorb the energy of the waves and diffuse the flow of
stream and river currents to protect shorelines from erosion.
Shoreline issues involve ever-changing lake water levels, adverse
impacts of development, and delicate soils that are prone to
movement and/or erosion.
Inappropriate shoreline development can disrupt natural
processes, threaten beach creation and replenishment, or exacerbate
erosion. Development that is located close to the shore will also
contribute more pollutants to the water body, whether from
stormwater runoff of paved surfaces, agricultural and residential
lawn nutrient loading, and improper septic treatment. Good land
management practices can protect coastal or shoreline ecosystems.
The adverse impact of development on important coastal
regions has prompted the State of Michigan to pursue all means of
Source: Michigan Coastal and Estuarine Land Conservation Plan. Michigan Department of Environmental Quality
Coastal Zone Management Program
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protecting its coastal areas. Approximately 80 percent of Michigan’s coast is currently within private ownership, making resource
protection difficult. The growth in seasonal homes along the coasts has resulted in land fragmentation that disrupts natural wildlife
corridors and removal of beneficial beach vegetation, adversely impacting fish populations and water chemistry. Unmanaged logging and
mineral extraction activities threaten the character of the coast.
In 2002 the Department of Commerce established a Coastal and Estuarine Land Conservation Program (CELCP), administered by the
National Oceanic and Atmospheric Administration (NOAA), to provide funding to eligible coastal states “for the purpose of protecting
important coastal and estuarine areas that have significant conservation, recreation, ecological, historical, or aesthetic values, or that are
threatened by conversion from their natural or recreational state to other uses”. Areas that are identified in the CELC Plan have an
opportunity to receive special funding for coastline restoration and/or protection projects. As shown in the map on the previous page,
L’Anse Village and L’Anse Township are within the CELCP boundaries.
The law specified that priority should be given to lands that can be effectively managed and protected and have significant ecological
value. Each state participating in the program must have an approved coastal zone management program and a Coastal and Estuarine
Land Conservation Plan (CELCP). All CELCP project areas must be held in public ownership, provide preservation in perpetuity, and
allow access to the general public or provide another public benefit consistent with resource protection. Projects must be consistent with
the state’s approved coastal management program (administered by the Coastal and Land Management Program Unit of the Michigan
Department of Environmental Quality).
The goals of Michigan’s CELCP are to:
 Protect high quality, sensitive coastal areas
 Protect rare and threatened species and natural communities
 Maintain biodiversity and protect the coastal natural communities necessary to support diversity
 Maintain Michigan’s cultural heritage
 Fulfill recreational needs
 Utilize previously created conservation and management plans to identify projects that are eligible for funding
 Ensure lands acquired under this program are effectively managed
Lands with the following values are high priority for the funding program:
 Lands with Conservation and Ecological Value typified by the presence of high quality native communities and natural habitats. This
may include critical nesting habitat, flyways for migratory birds, important fish spawning habitats, or habitats for state or
federally designated threatened and endangered plant and animal species. Important game species such as salmon, walleye, and
northern pike spawn in the rivers and streams that drain to the Great Lakes. Areas with high conservation value include
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


keystone acquisition areas within larger conservation plans and areas that have links to water quality maintenance and/or are
high in biological diversity.
Recreational Value—private shoreline ownership limits public access to the lakes, which is a significant problem since tourism has
taken over manufacturing as the most important contributor to Michigan’s economy. Areas that exhibit high recreational value
have significant opportunity for public access to coastal resources and opportunities for low impact outdoor activities such as
hiking, wildlife viewing, swimming, fishing, and beach walking. Coastal areas used for high impact recreation such as
snowmobiling, camping, mountain biking, and ATV use are not eligible for funding under the CELCP.
Cultural and Historic Value—historic landmarks along the coast line may be preserved in conjunction with other natural resources
based projects
Aesthetic Value—Protection of aesthetically pleasing areas of Michigan’s coastline may be accomplished concurrently with other
high priority projects since the rarest habitats are often the most beautiful. In assessing aesthetic value, year around value is
helpful as well as choosing a site that complements nationally designated scenic byway or trails programs.
Michigan gives priority to CELCP projects that are coordinated with other federal, state, and local conservation planning initiatives to
ensure that lands preserved under the CELCP maintain the values for which they are protected. Examples of areas of particular concern
identified by the Michigan Coastal Management Program include high risk erosion areas, ecologically sensitive areas, natural areas (managed
and unmanaged), recreation areas, and coastal lakes, river mouths, and bays. Specifically, the following types of priority lands contained
within the Village of L’Anse will be considered priority areas for Michigan’s review of CELCP proposals:
 Lands designated as Environmental Areas under Part 323 of the Natural Resource and Environmental Protection Act
(NREPA), 1994, PA 451 (see previous map)
 State and globally imperiled natural communities identified by Michigan Natural Features Inventory (see section on fish and
wildlife)
 Lands designated as high risk erosion areas under Part 323 of the Shorelands Protection and Management of the NREPA
 Sites identified as Biological Investment Areas (BIAs) by the State of the Lakes Ecosystem Conference (SOLEC)—L’Anse is in
the Keweenaw Peninsula Terrestrial Biodiversity Investment Area
 Sites identified by TNC’s(Towards a New Conservation Vision for the Great Lakes Region) Binational Blueprint for the Conservation
of Great Lakes Biodiversity—L’Anse is in Area #267
More detailed study would be needed to determine if individual parcels contain values appropriate for acquisition under the CELCP.
For the application, a map is needed showing the location and extent of the project acquisition, its relationship to significant natural
features such as slopes, wetlands, floodplains, access points, and adjacent land uses. A tract specific management plan must be developed.
It is also important to show the applicant’s organizational capacity, knowledge, experience, etc in reference to successful implementation of
management goals relating to land acquisition.
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The Village of L’Anse should work with the Keweenaw Bay Indian
Community, appropriate organizations from Michigan Technological
University, area watershed partnerships, and other interested parties to
identify priority areas and design a CELCP project.
Wetlands
Wetlands are surface areas that are usually saturated with water that
function like natural sponges, storing water, filtering it, and then slowly
releasing it.
This process helps control erosion, recharges
groundwater, and reduces flood heights. Wetlands also trap sediment,
and serve as breeding grounds for many species of animals. Wetlands
can contain standing water, but can also be grassy meadows, shrubby
fields, or mature forests. Since wetlands filter contaminates and
sediments, wetland protection and mitigation efforts can also
contribute to effective stormwater treatment strategies.
According to Part 303 of the Clean Water Act, wetlands are
regulated if they are:
 Connected to one of the Great Lakes
 Located within 1,000 feet of one of the Great Lakes
 Connected to an inland lake, pond, river, or stream
 Located within 500 feet of an inland lake, pond, river, or
stream
 Not connected to one of the Great Lakes but more than 5
acres in size and located in counties with a population of
more than 100,000
 Not connected to one of the Great Lakes or an inland lake,
pond, stream, or river, and less than 5 acres in size, but the
DEQ has determined that these wetlands are essential to
the preservation of the state’s natural resources
Local governments can create wetland regulations that address
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Figure 3-11: L’Anse Village Topography and Wetlands
2011
wetlands not protected by the State (isolated, non-contiguous wetlands smaller than 5 acres). These regulations must be at least as
restrictive as state regulations, and MDEQ must be notified. Also, when a community chooses to adopt its own wetland ordinance, it takes
on the role of co-administrator of wetland regulation. Permits must be issued by both the local permit review process and state review
process concurrently. Approval is needed from both the DEQ and local government for a project to proceed. Adopting regulations based
on the mandate of the Planning and Zoning Enabling Acts instead of the NREPA will allow the local government more flexibility to enact
additional natural environment protection provisions such as vegetated buffer zones and mature tree preservation guidelines which are not
explicitly provided for in NREPA provisions. However, the NREPA guidelines will allow local governments to increase wetland
protection by addressing smaller size wetlands.
Alternately, local governments can address wetland protection in site plan review. This is accomplished by requiring that state and
federal (if relevant) wetland permits be obtained as a condition of local zoning approval. However, this may not allow the municipality to
address wetlands on small-scale projects, since site plan review is usually reserved for large-scale projects. Open space zoning may also
achieve desired wetland protection goals for the community.
All communities must strike a balance between accommodating development and protecting the environment. Many communities
require developers to mitigate or lessen the effects of unavoidable wetland destruction by restoring a wetland or creating a wetland in an
area that was not one previously. Although artificially constructed wetlands can provide many of the aesthetic services of a naturally
occurring wetland, and can be an option for treatment of stormwater, they take many years to establish and rarely provide the same
groundwater recharge functions, or plant and animal habitat, as naturally occurring wetlands. Development agreements can be difficult to
enforce, so it is better economically and environmentally to protect existing wetlands rather than try to build costly and less effective
artificial wetlands.
As rain or snow falls, about 40 percent returns back to the atmosphere through either evaporation or transpiration, 50 percent soaks
through the soil and into the groundwater, and the remaining 10 percent runs off the surface directly into lakes, rivers, and streams.
Providing buffers along rivers, streams, and lakes, as well as protecting wetlands can slow the runoff and allow a greater percentage of
water to return to the groundwater.
As seen in the topography and wetland map on the previous page, the Village has limited wetland area. However, the Village has a few
locations that are potential wetland restoration sites (purple areas on map). Many of these sites are located along the shoreline and are
places where a wetland has been altered from its natural condition.
The Village may consider development of a coastal wetland to aid in erosion protection for the shoreline. Care should be taken not to
eliminate any naturally occurring wetlands for maximum water quality and natural resource protection.
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Forests
The Village of L’Anse is surrounded by extensive forested areas that still contribute to economic opportunity and industry in the
Village. Nearby forest management areas include the Baraga Plains, Central Houghton, Covington/Ned Lake, Huron Mountains, Menge
Creek, and Peshekee Highlands.
The Baraga Plains management area includes 12,300 acres of contiguous State Forest land on outwash plains. The forest is nominally
fragmented by agriculture or urban development and is in a high snowfall zone with no identified deer wintering complexes. This property
is adjacent to U.S. Forest Service lands and contains a wildlife refuge, goose fields, and Kirtland Warbler and Black Backed Woodpecker.
The major cover is jack pine (61 percent—mostly less than 40 years old), aspen (12 percent), oak (8 percent), and grass (7 percent). Most
of the grass is managed primarily for waterfowl.
The Central Houghton management area is 46,800 acres of scattered State Forest land on dissected moraines. There is nominal forest
fragmentation by agriculture, urban development, and early successional habitat. This is a high snowfall zone with two identified deer
wintering complexes. Ownership is mainly corporate with 26 percent in State Forest. Cover includes upland hardwoods (72 percent),
aspen (7 percent), and mixed lowland conifers (6 percent). These hardwood stands have high production rates for high quality northern
hardwood veneer and sawlogs.
The Covington/Ned Lake management area includes 29,300 acres of disjunct State Forest land on ground moraines. There is nominal
forest fragmentation by agriculture, urban development, and early successional habitat. This is in a high snowfall zone with several
identified deer wintering complexes. Ownership is corporate, private, and state forest (11 percent). Access is limited in several areas.
Cover is mostly upland hardwoods (26 percent), mixed lowland conifers (17 percent), lowland brush (11 percent), treed bogs (10 percent),
upland spruce/fir (9 percent), and aspen (9 percent).
The Huron Mountains management area is 13,700 acres of disjunct State Forest land on till floored-lake plain and bedrock controlled
ground moraine. There is a significant lake effect influence and the area is in a high snowfall zone. There is nominal agricultural or urban
forest fragmentation. There is heavy recreational use at Little Presque Isle, Donnelly tract, and the mouth of the Huron River. Cover is
mostly upland hardwoods (31 percent), aspen (15 percent), hemlocks (13 percent), red pine (8 percent—mostly over 100 years old), mixed
lowland conifers (7 percent—most over 90 years old), and lowland brush (6 percent). Most of the aspen will be left unmanaged (being old
and inaccessible) and the pines and lowland conifers are to be managed for old forest conditions.
The Menge Creek management area is 8,700 acres of scattered State Forest land on dissected moraine. There is nominal fragmentation
by agriculture, urban development, and early successional habitat. This is a high snowfall zone with several identified deer wintering
complexes. Ownership is private, State forest, and corporate. Cover is aspen (34 percent), upland hardwood (31 percent), and paper birch
(15 percent).
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2011
The Peshekee Highlands management area is 22,200 acres of very scattered State forest land on bedrock controlled ground moraine.
There is essentially no forest fragmentation by agriculture or urban development. The dominant ownership structure is corporate (52
percent). This is in a high snowfall zone with no identified deer wintering complexes. It is relatively inaccessible and extreme terrain that is
good moose habitat. Cover includes upland hardwoods (39 percent), mixed lowland conifers (13 percent), upland spruce/fir (12 percent),
aspen (8 percent), paper birch (6 percent), and lowland brush (6 percent). Nearly 1,200 acres of upland spruce/fir have limitations to
management relating to habitat values or physical limitations such as wetness, steep slopes, water quality limitations, etc. Other areas are
limited by being in special conservation areas or having access and operability limitations.
The majority of the forestland in the area is located in L’Anse Township. However, the Village does have a 74 acre parcel that is
owned by New Page Corporation. The parcel is divided up into two sections (Stand 1 and Stand 2) in the Village of L’Anse Properties, Pinery
Lakes Forest Management Plan prepared by New Page Corporation. This plan describes the property as generally flat with fairly steep slopes
next to the lakes. Stand one contains Red Pines and some Jack pine and Aspen, which can be harvested at anytime throughout the year. It
is currently being managed for soft wood saw timber and as a recreation area. Stand two is being managed as aspen pulpwood; however,
the stand is acting as a buffer for Pinery Lakes and therefore it should not be harvested. It is important to note that the stand is aging and
may become a liability to the Village due to wind damage and general mortality.
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2011
Fish & Wildlife
Baraga County is home to several state protected plant and animal species including these
threatened species:
 Lake Sturgeon (fish)
 Goblin Moonwort (plant)
 Showy Orchis (plant)
 Common Moorhen (Bird)
 Common Loon (Bird)
 Narrow-leaved Gentian (plant)
 Big-Leaf Sandwort (plant)
 Farwell’s Water Milfoil (plant)
 Canada Rice Grass (plant)
And these Special Concern species:
 Freija Fritillary (butterfly)
 Frigga Fritillary (butterfly)
 American Bittern (bird)
 Purple Clematis (plant)
 Wood Turtle (animal)
 Douglas’s Hawthorn (plant)
 Fragrant Cliff Woodfern (plant)
 Red-Disked Alpine (butterfly)
 Bald Eagle (bird)
 American Shore-Grass (plant)
 Bigmouth Shiner (fish)
 Osprey (bird)
 Northern Gooseberry (plant)
 Blue-Eyed-Grass (
 Eastern Box Turtle (animal)
And this listed endangered species:
 Kirtland’s Warbler (bird)
Outer Clockwise from Upper Right: Lake Sturgeon,
Canada Rice Grass, Bald Eagle, Kirtland Warbler, Wood
Turtle, American Bittern, Common Loon, Common
Moorhen. Center: Freija Fritillary
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2011
And these habitats:
 Great Blue Heron Rookery
 Interdunal Wetland—Great Lakes Type
Alkaline Shoredunes Pond/Marsh
 Upper Midwest Type Pine Barrens
Left: Interdunal Wetland
Right: Great Blue Heron
The Baraga Plains is home to a State waterfowl
management area just east of Alberta that has
special use and hunting rules.
The Kirtland’s Warbler is one of the rarest
members of the wood warbler family. It nests in
just a few counties in Michigan’s northern Lower
and Upper peninsulas, in Wisconsin, and the province of Ontario, and currently nowhere else on Earth. Its nests are generally concealed in
mixed vegetation of grasses and shrubs below the living branches of five to 20 year old jack pine forests. They have very restrictive habitat
requirements, preferring jack pine stands over 80 acres in size that have dense clumps of trees interspersed with numerous small, grassy
openings, sedges, ferns, and low shrubs. Generally all nesting occurs in jack pine stands where the soil type is Grayling sand, which is a
well-drained soil. Jack pine stands require fire to regenerate the forest and germinate the seeds. With the advent of modern fire protection
and suppression efforts, there was a drastic decline of available warbler nesting habitat. State and National Forest lands have been set aside
for habitat, along with other lands including County forests. Jack Pine stands also provide habitat for the upland sandpiper, Eastern
bluebird, white tailed deer, black bear, and snowshoe hare, and for several protected prairie plants. It is important that visitors stay out of
posted nesting areas, camp only in designated campgrounds, keep vehicles on open roads and designated trails, and be careful with fire.
Trail plans should carefully consider these factors.
Highlighted fish species in Baraga County include Bluegill, Brook Trout, Brown Trout, Coho Salmon, Lake Sturgeon, Lake Whitefish,
Largemouth Bass, Northern Pike, Pygmy Whitefish, Rainbow Smelt, Rainbow Trout, Rock Bass, Smallmouth Bass, Walleye, and Yellow
Perch. Fish predator species (invasive species) include the eel-like lamprey (sea and brook types) which are subject to a joint control
program between the United States and Canada. These predator species have contributed to the decline of whitefish and lake trout in the
Great Lakes.
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2011
Figure 3-12: L’Anse Area Fish Resources
Page 145
2011
Soils
Figure 3-13: Soil Limitations on Development
Soil composition analysis is used in
land use planning to predict soil
behavior for selected land uses and to
identify special practices needed to
ensure compatibility of land use.
Improvements may be needed to
overcome soil and slope limitations,
depending on the planned use of the
land. This information is useful to
farmers, foresters, community officials,
engineers, developers, and home buyers.
Topography
is
also
important
information to consider during land use
planning. As seen in dark orange
portions of Figure 3-13, some areas of
the Village have slope limitations. These
contours are also visible on the
Topography and Wetland Map (Figure 311). Figure 3-13 is a map showing the
limitations on small commercial
development based on the soil type.
The Village of L’Anse contains the
following general soil associations:
1. Munising-Yalmer association
This soil association is found on
flat land and gentle side slopes
and is dissected by drainage
ways. In the County, this soil
association appears mostly in
wooded areas with some small
clear cut areas. This soil poses
slight
forest
management
Page 146
2011
concerns in that there are equipment limitations, seedling mortality and plant
competition. The soil association is fairly suited for cultivated crops, hay and pasture.
However, it can be seasonally wet and prone to erosion. The soil is not generally well
suited for sanitary facilities.
2. Skanee-Munising-Gay association
This soil association is found on flatland and in depressions and drainage ways. Most
areas where this association is found in the county are wooded. This soil association
is well suited for woodland areas, with the only concerns being equipment limitations,
seedling mortality, and plant competition.
3. Kinross-Au Gres-Croswell association
This soil association is poorly drained to moderately well drained and is found on lake
plains, outwash plains and till plains. In the County this association is mainly found in
woodland areas. It is best suited for woodland areas with primary concerns being
equipment limitations, wind throw hazard and plant competition.
Scenic waterfront path leading to the bluff
Scenic/Recreational Resources
The Village of L’Anse and the surrounding areas abound with recreational opportunities
for all ages, year-round.
Scenic Amenities
The area is known for its beautiful Lake Superior shoreline, pristine wilderness areas,
waterfalls, lakes, and streams. From the shoreline and bluffs of the Village, residents have a
beautiful view of the Red Rocks and beautiful Keweenaw Bay that stretches between the
Villages of Baraga and L’Anse. Residents want to preserve and more fully utilize these scenic
amenities to attract new residents. Recreational trails are envisioned for the entire length of
the Bay from the Village of Baraga, through the Village of L’Anse, and up to Pequaming.
The areas along the Falls River would also provide outstanding opportunities for recreational
trails and fishing opportunities from the Bay all the way to the Village owned property near
the old Powerhouse.
Falls River by the old powerhouse.
Recreational Facilities
The Michigan Department of Natural Resources (MDNR) recommends the Recreation
Park and Open Space Guidelines of the National Recreation and Park Association (NRPA) as a
Red rocks on the south shore of Keweenaw Bay
Falls River by the old Powerhouse
Page 147
2011
standard for comparison for minimum acceptable spatial allocation measures for public
parkland. The accepted standards, used as flexible planning guidelines, not absolutes, are:
 Community-based parks—6.25 to 10.5 acres of parkland per 1,000 residents
 Regional-serving parks—5 to 10 acres of parkland per 1,000 residents
L’Anse Village population is almost 2,000, so the minimum spatial allocation is from 13
to 21 acres of community-based parks and 10 to 20 acres of regional-serving parks for the
residents. L’Anse currently has approximately 4 acres of parks (Waterfront Park,
Marina/Boat Launch, Third Street Park, and Recreation Building) plus two walkways along
the shore and Linden Creek that are publically-owned recreation lands. The school facilities
(L’Anse Area Schools and Sacred Heart) add another 8 acres of recreation land, much of
which is utilized by the public.
Ice fishing shanties on Keweenaw Bay
The NRPA standards address the following types of parks:
 Mini-parks with specialized facilities serving a limited population or interest group
with a service area less than ½ mile radius, located within neighborhoods and in
proximity to multi-family or elderly housing—0.25 to 0.5 acres per 1,000 people (0.5
to 1 acre, Village)
 Neighborhood park or playgrounds with areas for intense recreation activities with a
service area of a 1 mile radius to serve a population up to 5,000, located with easy
accessibility to neighborhood populations, geographically centered, and with safe
walking and bike access—1 to 2 acres per 1,000 people (2 to 4 acres, Village)
 Community Park with intense recreational facilities or areas of natural quality for
outdoor recreation with a service area of more than one neighborhood (1 to 2 mile
radius), over 15 acres in size, easily accessible to the neighborhood served—5 to 8
acres per 1,000 people (10 to 16 acres, Village).
In the process of creating the 2003 Village of L’Anse, Township of L’Anse, and L’Anse
Area School Recreation Plan, these standards were discussed in relation to the Village. In
smaller communities such as L’Anse, neighborhood and community parks need not be
separate facilities since existing parks are within easy access of the local population.
However, it is also important to anticipate the needs of tourists along with those of the local
community.
Page 148
Fishing Derby on Keweenaw Bay
2011
In conducting a needs assessment for the 2008-2012 Recreation Plan it
was discussed that there is a need to expand the size of the current Waterfront
Park to serve both residents and tourists. This site provides outstanding
scenic opportunities, connects to community walkways, is adjacent to
Downtown businesses and the marina, and is highly visible due to the
topography and scenic draw of Keweenaw Bay. The park has the potential to
catalyze other economic opportunities within the core of the Village. More
parking and picnic facilities are needed for recreation users.
The community hopes to purchase additional acreage from CertainTeed
Corporation to expand the Waterfront Park along the shore of Keweenaw
Bay, however current corporate policies are not favorable for this proposition.
This would, however, be the best opportunity to more fully utilize the
beautiful lakeshore and create a park with the potential to serve as a regional
draw for the community. This would also be a valuable marketing opportunity
for improving the visible corporate presence of adjacent industries. This piece
of property is a crucial link in the creation of a multi-use path from Baraga to
L’Anse to Pequaming. Other options include creating multiple mini-parks
closer to neighborhoods serving specific population segments, or collaborating
to create a network of bicycle/pedestrian paths along the lake shore, Linden
Creek, and Falls River.
Figure 3-14: MDNR Recreation Standards
Recreation Opportunities per Michigan DNR Opportunity Standards: Village of L'Anse
Village of L'Anse Population 1,888**
Archery Range (incl private, commercial)
Baseball Fields***
Basketball Courts, outdoor***
Bicycle Trails (miles)
Golf Courses (private, commercial)
Horseshoe pits
Ice rinks, indoor
Ice rinks, outdoor
Picnic area/tables
Playgrounds
Rifle ranges (private, commercial)
Shotgun ranges (pvt, commercial)
Shuffleboard
Sledding hills
Michigan Standards per Recreation Existing Area Standard‐‐1 unit Facilities
Population
per population
Needs Deficiencies Compared to per Existing
Standards
50,000
0.04
0
‐0.04
5,000
5,000
0.38
0.38
1
1
0.62
0.62
40,000
0.05
only roads
‐0.05
25,000
7,500
100,000
0.08
0.25
0.02
in Township
1
1
‐0.08
0.75
0.98
20,000
0.09
0
‐0.09
200
3,000
9.44
0.63
14
1
4.56
0.37
50,000
0.04
0
‐0.04
50,000
0.04
0
‐0.04
7,500
0.25
1
0.75
40,000
0.05
0
‐0.05
10,000
0.19
0
‐0.19
20,000
0.09
0
‐0.09
4,000
0.47
1
0.53
7,500
0.25
1
0.75
400
4.72
1
‐3.72
150
12.59
0
‐12.59
10,000
100
100,000
0.19
18.88
0.02
1
Many
1
0.81
Sufficient
0.98
Soccer fields
Swimming pools (outdoor)
Shown at right is an analysis of recreational facilities in comparison to
DNR Opportunity Standards. This analysis is a quantitative analysis, yet there
are other factors to be considered in recreation planning, such as location and
quality of opportunities, accessibility for all members of the population, and
unique community needs. For a more extensive qualitative analysis, see the
community input summary later in this section.
The chart compares the Michigan Recreation standards based on actual
population to existing facilities to determine possible deficiencies. Items such
as the archery, rifle, and shotgun ranges are less frequently found in small
communities. These items should be pursued only if local demand is
evidenced in public visioning exercises. These items were not mentioned
Page 149
Tennis courts (outdoor)
Volleyball (outdoor)
Boat launches (parking)
Campgrounds/Campsites
Cross‐country ski trails (miles)
Fishing access (feet)
Fishing piers
5,000
0.38
2
1.62
Hiking trails (miles)
Horseback riding trails (miles)
20,000
0.09
0
‐0.09
Nature areas
50,000
0.04
1
0.96
ORV areas (acres)
7,500
0.25
0
‐0.25
ORV trails (miles)
10,000
0.19
0
‐0.19
Land open to snowmobiling (acres)
1,000
1.89
Many
Sufficient
Snowmobile trails (miles)
3,000
0.63
Many
Sufficient
Swimming beaches
25,000
0.08
1
0.92
Roller skating (incl commercial)
20,000
0.09
0
‐0.09
**2007 Population Estimate, U.S. Census Bureau
***Not including school facilities
Source: Michigan Department of Natural Resources. 1986. Building Michigan's Recreation Future
Only if local demand
None
None
Yes‐to meet stated local demand
None
None
None
None
None
None
Available in Covington
Yes‐to be met by new facility at school?
Yes‐to meet stated local demand
3rd St. Park facility needs repair
None
Also available in Area
Available in Township
None
None
None
At school and around the area
Yes
None
Yes
Yes
None
None
None
None
2011
during the creation of this master plan. However, an outdoor ice
rink and sledding hill were mentioned as possibilities for the former
football field location by the Recreation Building (shown as a slight
deficit in the opportunity analysis). A roller skating facility is listed
as a deficit, and the community has mentioned the need for a skate
park or rollerblade trails.
Boat launches with parking are listed as a significant deficit
along with campgrounds, although there are campgrounds in
nearby municipalities with access to or view of the water.
However, there are currently no campgrounds located near the
marina and Downtown. There is a need for ORV facilities and
trails. The soccer field is being built at the high school along with
the new football field. Residents have considered alternatives for
the outdoor swimming pool, such as utilizing a private facility in
surrounding areas. One alternative may be a splash park with
water jets, which is a lower maintenance item. Although baseball
fields don’t show as a deficit, the community has mentioned the
need for another facility.
Under-utilized recreation opportunities are evident in every
portion of the Village. Many informal trails have spontaneously
developed in the vacant lands surrounding the neighborhoods on
the northeastern Village boundary. The line of bluffs paralleling
the lakeshore in the northwestern corner of the Village would
provide outstanding scenic and interpretive recreation
opportunities. There is an opportunity to create interpretive
gardens which would provide recreational opportunities but also
help stabilize the slopes along Linden Creek in the east central
portion of the Village. The Falls River provides opportunities for
fishing and trail activities in the core and southern portion of the
Village where facilities are currently lacking for the neighborhoods
divided from the rest of the Village by US-41. Outdoor recreation
activities in the L’Anse area include camping, hiking, fishing,
Page 150
Figure 3-15: Village-owned recreation and trout streams
2011
hunting, cross country skiing, and snowmobiling. Trout streams criss-cross the landscape (see
Figure 3-15).
Regarding regional recreational opportunities, Baraga County has over 100,000 acres of
state and privately owned commercial forestland available for recreation such as trails. The
Peter Wolfe Chapter of the North Country Tail Association is responsible for 140 miles of
the North Country hiking trail through the Upper Peninsula of Michigan. Two sections of
completed trail totaling approximately 6.4 miles thread through Baraga County, with a third
section of trail under construction.
L’Anse area recreation, as reported in the Village of L’Anse, Township of L’Anse and
L’Anse area Schools Recreation Plan of 2008-2012, includes the following:
L’Anse Waterfront Park
Waterfront Park
Approximately two-acre site on Lake Superior waterfront includes playground
equipment, pavilion, picnic tables, grills, beach, underground watering system, restrooms,
volleyball courts (regular and beach volleyball), band shell, and waterfront walkway with
lighting. The Village owns and maintains this mini-park.
Marina and Boat Launch
Approximately one acre special-use facility, located adjacent to the Waterfront Park and
off Baraga Avenue. The Village-owned park includes docks, piers, and boat launch. The
Village also maintains this facility.
L’Anse waterfront walkway
Walkways
One walkway is located along Linden Creek starting at Lake Front Park and ending at
Main Street which is the main business district. The walkway is concrete with benches and
lighting. A second walkway is located along Lake Superior from Falls River to Division
Street, and includes a concrete walkway, lighting, benches, and picnic tables. Both walkways
are owned and maintained by the Village.
Band shell and restrooms at Waterfront Park
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2011
Figure 3-16: L’Anse Recreation
Page 152
2011
Third Street Park
Approximately one acre mini-park, located in the blocks between Third and Fourth streets. The Village-owned park includes tot
baseball field, sandbox, swings, merry-go-round, monkey bars, play tires, and basketball and tennis courts. The tennis courts are in need of
re-orientation because they face in an east/west direction, making visibility difficult.
School Play Lot and Tennis Courts
Approximately two acre site includes swings, slides, climbing apparatus, small basketball court, and tennis courts. This site is owned
and maintained by the L’Anse School District and is located adjacent to the elementary school.
L’Anse Recreation Building (Ice Rink)
The facility includes artificial ice and warm-up area. The building is multi-use, housing such activities as car shows, roller-skating, art
and crafts shows, and dances. The Village-owned and maintained facility is financed through U.S.D.O.I, DNR, and local funds.
High School Football Field and Track
This approximately five acre site owned and maintained by the L’Anse School District is located adjacent to the L’Anse Recreation
Building. These facilities are currently being relocated to the site of the L’Anse School in a new athletic complex, so this site awaits reuse.
Wetness is an issue on the site. The Village would like to purchase this property from the School District for a soccer and baseball field,
outdoor ice rink, and sledding hill. The outdoor rink would provide more opportunity for open skating since the indoor ice facility has
limited time available for open skating due to hockey and figure skating uses. The current indoor facility could be utilized as a warming
area and restrooms for the outdoor facility.
Sacred Heart School Play Lot
The site is located west of L’Anse Avenue, is approximately one acre in size, and is owned and maintained by the parochial school.
This location includes a play area with swings, slide, and merry-go-round.
Little League Baseball Field
This one acre site is located on Sacred Heart School property and includes an improved field with dugouts and fencing.
Basketball Court
Located on Sixth Street, the facility is maintained by the Village of L’Anse with a twenty-five year lease on property from Sacred Heart.
Church.
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2011
Figure 3-17: L’Anse Area Recreation
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2011
L’Anse Golf Course
Nine hole golf course with driving range located three miles south of L’Anse on US-41.
The course is leased to L’Anse Township for a period of 25 years and is open to the public.
Pinery Lakes Cross-Country Ski Trail
Located north of L’Anse on Indian Cemetery Road, the property is owned by the Village
and the trail is maintained by the Ski Club. There are several loops through pine woods
totaling approximately 10 kilometers of novice and intermediate levels.
Falls River Trail
Three acres of trail located along Falls River on leased land from U.P. Power Company,
maintained by the Village.
Little League Baseball at Sacred Heart.
Snowmobile Trails
In addition to parks and other Village-owned recreational facilities, Baraga County has
over 150 miles of groomed trail in the region, and the sport has proven a major economic
boost. Due to the large amount of snow received, the area is a magnet for snowmobilers and
other winter sports enthusiasts.
Lake Superior
By surface area, Lake Superior is the largest fresh water lake in the world and is the
biggest of all the Great Lakes. During the spring, summer, and fall months, the lake offers
endless fishing, boating and swimming opportunities. In the winter, the lake rarely freezes
completely leading to large snow falls around the lake. Keweenaw Bay on the other hand
does freeze and is a very popular ice fishing destination.
Camping
The Village does not have any camp sites within the Village limits. There are two camp
grounds within the county; Baraga State Park and L’Anse Township Park and Campground.
Baraga State Park
This park, located on U.S. Highway 41 overlooking Keweenaw Bay, Lake Superior has
116 sites on 56 acres. Activities in the park include cross country skiing, fishing, hiking, and
metal detecting. There is also a picnic area, picnic pavilion, and playground.
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Above: Falls River shelter. Below: L’Anse
Township Park.
2011
L’Anse Township Park and Campground
Located 3 miles north of the Village of L’Anse on Skanee Road, the park offers beautiful
views of Lake Superior and Keweenaw Bay. The park and campground offer 30 modern
campsites with electrical hook-ups, shower building, pavilion, playground, Lake Superior
beach and shoreline, firewood, RV dump station.
Revisiting Public Recreational Input
It is important to understand that the comments and considerations presented here
represent summaries of actual participant comments, not an analysis.
Attitudinal Surveys
The Baraga County Attitudinal surveys reflect the priority importance of waterfront
recreation development in both Baraga and L’Anse. The L’Anse Waterfront Park was
indicated as the most utilized facility in the area along with the marina. However,
respondents also indicated that facilities most in need of repair include the L’Anse and
Baraga lakeshores and beaches (including Second Sand Beach). It was indicated that these
facilities were highly utilized by tourists. Waterfront development and boat rides on Lake
Superior were two of the top listed priorities for tourism development.
Trails including bicycle paths, cross-country ski trails, snowmobile trails, and well-marked
hiking trails were also of high interest, although it was indicated that the snowmobile, crosscountry, and hiking trails need repair. Residents indicated frequent use of the hiking, crosscountry ski, and snowmobile trails. It was perceived that snowmobile trails and crosscountry ski trails drew tourist use. All-purpose trails were of high priority interest for
tourism development. Historical sites were also listed as a priority for tourism development,
and can be integrated into an interpretive trails system along with other identified tourist
activities including sightseeing and waterfalls.
Other priority recreational opportunities include fishing, hunting, picnic sites, and
swimming pools. Facilities noted in need of repair include parks, campgrounds, and the
Baraga Ice Rink. The casino, parks, fishing, and hunting facilities were perceived to be
utilized by both residents and tourists. Residents also indicated use of the golf course and
picnic sites while acknowledging tourist use of the Baraga State Park and area campgrounds.
Fishing related activity was perceived as a top priority for tourism development.
Page 156
L’Anse Waterfront
The waterfront is recognized and valued
as one of Village’s greatest assets for both
residents and visitors. Because of the
economic development benefits relating to the
waterfront and the important ties to
Downtown, this area merits priority attention
and future enhanced investment. Careful
development planning is needed to ensure
maximum benefit.
Collaborations with
neighboring jurisdictions expand opportunity.
Opportunities include preserving or
enhancing:


Waterfront views
Public access to the water
Opportunities for additional facilities
on the waterfront:




Enlarged public park and marina
with necessary parking facilities.
Shower and toilet facilities at the
marina.
Farmer’s Market
Recreational trail network
Kayak lockers/water trail stop
2011
Recreation options receiving a majority of responses as low to medium interest include
canoeing/kayaking, evening enrichment classes, non-alcoholic bar/recreational center, tennis
courts, and volleyball courts. Of no- to low- interest for a majority of respondents are
gambling, golf, racquet club/health spa, and skateboarding park.
Highlights of the strategic agenda relating to recreation include being proactive in
protecting and improving public access and creating recreational walkways by utilizing
planning and zoning tools. For example, land use concerns include the expenditure of public
funds on roads for private property owners who then block views and access to the lake with
their development, indicating a negative tradeoff. There was also a noted lack of
coordination of planning and zoning across municipalities, and a corresponding need for
cooperation between the various jurisdictions and the tribal government. Views were also
polarized on “more” versus “less” development as being desirable, especially on the
waterfront, indicating a need for planned development. The requirements of an older
population should also be addressed.
Participants specifically wanted to restrict truck traffic along the shore of the bay from
L’Anse north to the Whirl-I-Gig, and to create recreational bicycle/walking trails between
Baraga and L’Anse, L’Anse and Pequaming, and L’Anse to Skanee. The first phase would be
constructed between Baraga and L’Anse which are the greatest population centers.
Baraga County concerns regarding youth programs include the need to facilitate
transportation to activities; create avenues for self expression (including the arts); offer a way
to earn money; teach ballet, gymnastics, and swimming programs; provide access to
technology; create a safe hangout place; and teach life skills. Of special concern were the
needs of single parents and economically depressed youth and elders. A youth center,
movie/community theater, and a public library were on the wish list. A youth shuttle bus is
needed.
Within the youth focus group, social/recreation programs such as “Kids Rights”, “Peer
Educator”, elementary basketball, hockey, Little League Baseball, summer soccer,
Baraga/L’Anse figure skating, 4-H Youth, Baraga Water Safety, DNR Hunter Safety, KBIC
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L’Anse Trail System
The development of a recreational trail
network was of high priority interest for
tourism development and enhanced qualityof-life for residents.
Of highest priority is trail development
along the lakeshore, with the first phase
consisting of a Baraga to L’Anse link. Other
opportunities include Falls River hiking and
Linden Creek nature/riparian buffer trails.
Opportunities for additional trails:
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Cross-country ski trails
Hiking trails along the rivers
Snowmobile trails
ORV trail network
Scenic trails/boardwalk on bluffs
Wildlife & Birdwatching nature
trails
Auto touring route linked to trail
systems and area features
It was noted that interpretive and
wayfinding signs and maps are needed to
enhance all recreational opportunities.
2011
Kids Fair, KBIC Pow Wow, KBIC summer youth (8-12 year olds), “Reggae on the Res”,
after-school arts, mentoring, DNR “Summer Exploration Days”, DNR summer youth hiring,
“Odyssey of the Mind”, and Baraga Village youth summer job programs were mentioned.
Important special events include a New Year’s Eve Semi-Formal dance, church sponsored
events, Baraga County Fair, “Santa Comes to Town”, and an Easter hunt. A strong network
of parents supports the resource library and dances.
The youth recognized facilities of importance including the OCC Fitness Center in
Baraga, cross-country ski and snowmobile trails, Lake Superior, Laird Township skating rink,
L’Anse Waterfront Park, and neighborhood basketball and tennis courts.
Within the group studying tourism and recreation, natural resource amenities were
identified as lake views, public access to water resources, waterfalls, changing seasons and fall
colors, the Ottawa National Forest, wild berries, beaches, the south shore (Keweenaw Bay),
hunting and fishing opportunities, Craig Lake State Park, Sturgeon Gorge, wildlife (bear,
moose), and the quiet.
Community recreation amenities include nice parks; waterfront concerts; Travel
Information Center; Lac Vieux Desert Trail; Huron Mountain gateway; docks and marina; live
concerts and events at the casino; sweet rolls at the Hilltop Restaurant; availability of cabins,
cottages and lodging; Skanee Road hunter walking trail; well-groomed snowmobile, crosscountry, and hiking trails; golf course; and flea market.
Area community cultural/marketing opportunities that may be incorporated into
recreational opportunities include the highest point; historical sites; Henry Ford heritage;
burial mounds; Ghost Town; Aura Jamboree; Pow Wow; festivals and Fireman’s
Tournament; museums in Alberta, Baraga County, Covington and Arvon; Hanka Homestead;
Bishop Baraga Shrine; “Land of Legends”; and the Huron Island lighthouse.
Current Downtown recreational opportunities include the lake, marina, Linden Creek,
Falls River Trail and sign, and fishing events. It was noted that the CertainTeed dock would
be a valuable asset if public access could be negotiated. Wayfinding signage and information
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Miscellaneous Recreation
Opportunities include:
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Sport Fishing
Birdwatching
Youth recreation transportation
Community center/public library
Movie theater
Swimming pool
Skate Park
Outdoor ice rink
Sledding hill
Picnic tables and facilities
Specialized neighborhood
mini-parks
2011
kiosks or maps could increase utilization of area amenities along with a spruceup of the public facilities.
From the citizen input, priorities were created including those relating to
recreation such as the marina, Linden Creek, Falls River Trail, and wayfinding
signage. There is a need to make the Downtown more of a boating destination,
and additional marina parking would help with this. A shower and toilet was
identified as needed for the marina.
The Marina project would consist of extending the existing break wall to
allow more opportunity to expand the marina. The Linden Creek project
would involve creating a more environmentally engineered, natural Riparian
Buffer around the daylighted portions of Linden Creek. This would serve to
enhance water quality by filtering contaminates before they enter the Bay. The
implementation of the Falls River Trail project would involve the creation of
public access to the riverfront within the Village, creating opportunities for
hiking and fishing.
Investments in easement acquisition, signage,
access/parking, and trail improvements are needed.
Residents rated the need
for recreation as follows
(numbers in parentheses
indicate
number
of
responses):
movie
theater (71),
community
swimming pool (56), skate
park (55), outdoor ice
rink (47).
Facilities
receiving less than 10
responses each include
more walking paths, fitness
walk,
sledding
hill,
performing arts center,
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Above: Example of an interpretive nature trail. Below:
Daylighted creek alongside trail in Marquette.
Left: Interpretive sign for riparian buffer.
2011
larger marina, deeper harbor, and snowboarding hill.
As reflected in the next question, seventy-five percent of respondents wanted to see
more walking/hiking trails, with the most desired location being on the lakeshore
(including Baraga to L’Anse to Pequaming). Areas around the rivers and away from the
water were not as desirable. Respondents indicated that they are not able to walk year
round on existing sidewalks and area trails due to the snow and ice conditions or lack of
availability of sidewalks. Some use the road for walking.
Another two-part question explored the need for marked bike lanes on roads or
additional trails for bicycles. Eighty-eight percent indicated a need for these items (not sure
if they meant road bike lanes or trails), and many suggested that Bay Shore Road to
Pequaming and high-traffic roads were a suitable location.
Multi-use path
Respondents were equally split in agreement on more playgrounds in residential areas,
with a note that the respondents with youth children were more in agreement. It may have
been better to ask about parks in general, or ask about parks with facilities suitable to the needs of various age groups. However, suggested
locations include Broad Street hill by the Catholic Church, and Seavoy Subdivision. It was noted that the Waterfront Park and Third Street
playgrounds need repair (resulting from vandalism at Waterfront Park). The waterfront was often mentioned as being L’Anse’s best
feature and therefore benefitting from better maintenance and utilization. Other suggestions include toddler appropriate equipment, more
sand, and a pavilion at Third Street.
Eighty-two percent of respondents indicated a need for an indoor public recreation facility (serving teens and other age groups). Other
comments include the need for more picnic tables and trash cans along the waterfront and benches on downtown sidewalks.
Sport fishing was highlighted and discussed as an opportunity by both Baraga and L’Anse Village economic development
representatives and the Tribe. MDNR has increased trout plants in order to promote the area as a fishing destination, including ice fishing.
It was felt that marketing is needed to clarify an image of the area as a fishing destination and to promote charter boat fishing. One
obstacle is the high levels of mercury in the fatty lake trout which renders the oils unsafe. Lean lake trout are safe for consumption, but
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decreasing in population. The Tribe is working with Michigan Sea Grant and MSU Extension to find ways to deal with the contaminants
in the fatty tissues of the fish, either by reducing the contaminants or separating them from the oils.
The MDNR mentioned that while hunting and fishing are declining in participants, wildlife and birdwatching is an opportunity for
growth, and that the area should be marketed during migrations. An option is to develop an auto touring route based upon birdwatching,
fishing, hunting, waterfalls, etc. These routes can become part of area trail systems and scenic routes, and marketed via distribution of a
detailed map. Grant opportunities are available for the creation and marketing of these specialized routes and could be promoted in the
L’Anse/Baraga/Covington triangle. The school has applied for a grant to create trails and bird watching experiences, signage, etc. It would
be a 3 mile nature trail for seniors and others within the school boundaries. They would like to explore how to tie into a larger trail system.
The trail features interesting terrain variations and handicapped accessible areas. They are awaiting grant approval for the project.
MDNR representatives mentioned that with the new ORV regulations, states are asking local municipalities to work with counties to
suggest roads that should be accessible to ORV networks. The snowmobile industry is saturated, but the ORV industry operates 7-8
months of the year up here, and there are many opportunities in this area for touring ORV routes. Right now there is just a closed system
in the Baraga Plains and the Agate Falls/Bergland-to-Sidnaw rail trail. More trails are needed here. Options include development of trails
on state lands and working to get easements adjacent to state property. Another option is to add trails during highway reconstruction
projects. The Tribe also mentioned difficulty in getting easements from private landowners. However it was suggested that the Baraga
County Convention and Visitors Bureau can work out liability insurance for landowners as an incentive to participate.
Increased opportunity for silent sports such as kayaking, snowshoeing, mountain biking, and cross country skiing should be pursued.
Interpretive and wayfinding signage is needed to support all area recreational opportunities.
Scenic/Recreational Summary
Residents of the Village of L’Anse benefit from the abundance of recreational opportunities available in surrounding municipalities as
well as local recreation opportunities. But ongoing planning is needed for the Village of L’Anse to realize the most benefit from recreation
expenditures by also becoming a recreation destination. Funding must be allocated in a manner that most closely meets the changing needs
of the population base while addressing visitor opportunity. The scenic resources associated with the Village’s location help to ensure
visitor interest. Carefully targeted expenditures on facilities and promotional activities will improve sustained interest and maximum
utilization of Village facilities. The Village can best utilize limited resources by creating recreation goals that complement economic and
community development goals, and carefully choosing strategies to increase facility utilization and decrease ongoing costs.
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The waterfront is recognized and valued as one of Village’s greatest
assets for both residents and visitors. Because of the economic
development benefits relating to the waterfront and the important ties to
Downtown, this area merits priority attention and future enhanced
investment. Careful development planning is needed to ensure the
preservation of this resource.
Collaborations with neighboring
jurisdictions expand opportunity.
Economic Development and the Natural Environment: Potential
Opportunities
There are numerous tools that can be used to finance open-space
acquisition and preservation. These tools include levying a portion of
the local sales tax or real estate transfer tax, instituting impact fees, using
borrowing power (e.g. bonds), providing income tax credits, charging
user fees, and collecting fees from special motor vehicle taxes or license
plates. The real estate transfer tax includes placing a certain percent of
the purchase price of a home or land into a special fund. Boulder,
Colorado, passed a sales tax to buy, preserve, and maintain greenbelt land.
Scenic bluff trail
Gathering information on the status of land use and environmental characteristics in the area can be critical to determining which lands
are more important to preserve. It is also a useful activity to create information for marketing or promotional purposes. A network of
volunteers (including school kids) could scour the area to collect data on sensitive environmental areas such as erosion zones, or scenic
features, etc. The volunteers should take photos of scenic features and views and dowload them to Google maps or Google Earth.
Another good school or civic organizational project would be to compile a video of area events, or a guided tour of all the special places,
and download it on You Tube (attached to Google Maps or Google Earth). Then anyone researching the area would have access to this
first-hand view of life in the community.
Zoning changes such as cluster zoning and incentive zoning will assist in preserving open space.
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Summary of Recommendations: Natural Environment
1. Pursue techniques to extend the growing season and provide supplemental heat for purposes of growing food. One option may be
to utilize waste heat from the L’Anse Warden Electric Plant or CertainTeed.
2. Celebrate L’Anse as a four-season community. Create a marketing program to address faulty perceptions about U.P. climate and
lifestyles, and create a marketing program to entice people from southern states and regions to enjoy the abundant water resources
and escape the summer heat and humidity by spending time in the L’Anse area.
3. Participate in a collaborative watershed planning initiative and acquire funding for the protection of water resources (such as
CELCP). Pursue acquisition of properties or easements (along coastal/bay shorelines or river mouths) when necessary to protect
sensitive environmental and water resources. This may be coordinated with an interpretive cultural or scenic trail project utilizing
other funding sources, and should be supported by a shoreline management overlay zoning district to provide standards for
environmental protection.
4. Implement good land management practices and regulations to control inappropriate shoreline development (that which has the
potential to disrupt natural processes, threaten beach creation and replenishment, exacerbate erosion, or otherwise degrade water
quality).
5. Work with the Keweenaw Bay Indian Community, appropriate organizations from Michigan Technological University, area
watershed partnerships, and other interested parties to identify priority areas and design a CELCP project (Coastal and Estuarine
Land Conservation Plan) as needed to protect high quality, sensitive coastal areas and natural communities, and to promote coastal
cultural heritage areas.
6. Because of the value of wetlands in water quality protection and habitat preservation, and because naturally occurring wetlands
provide the most benefits, L’Anse will adopt regulations that first seek to protect existing wetlands rather than create new artificial
wetlands. However, some potential wetland restoration areas exist along the shoreline which may provide an opportunity should
mitigation prove necessary as the most prudent option. Another option includes the creation of a coastal wetland to protect
sensitive shoreline areas from erosion.
7. Trail Development
 Develop a scenic/recreational/interpretive trail along the entire length of Keweenaw Bay from the Village of Baraga,
through the Village of L’Anse, and up to Pequaming.
 Develop scenic/recreational/interpretive trails along the Falls River from Keweenaw Bay to the old powerhouse.
 Other trail opportunities include cross-country ski trails, snowmobile trails, ORV trail network, wildlife and birdwatching
nature trails, and scenic trails and boardwalks along the bluffs.
 Support the school’s plan to develop on-site nature trails including handicapped facilities for senior citizens.
 Trail and development plans should consider avoidance of nesting areas and habitat for area threatened and endangered
species.
8. Other tourism opportunities include an auto touring route linked to trail systems and historic sites.
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2011
9. Look for opportunities to expand the Waterfront Park along the shoreline. Consider adding picnic facilities.
10. Marina enhancements include shower and toilet facilities and additional parking. Consider adding a kayak locker to facilitate a
water trail stopping point.
11. Create multiple mini-parks closer to neighborhoods to serve specific population segments.
12. Consider creating an outdoor ice rink and sledding hill at the former football field location by the Recreation Building.
13. Incorporate roller blading opportunities by creating multi-use paths.
14. Consider a splash park and/or a community pool.
15. Expand the marina to accommodate more boats.
16. Create a scenic bluff trail with interpretive gardens and historic signage.
17. Create interpretive gardens along the steep portions of Linden Creek and the Falls River to stabilize slopes and aesthetic
enhancement opportunities.
18. Re-orient the Third Street Park tennis courts to improve visibility.
19. Determine the feasibility of creating a sports fishing tourism opportunity in collaboration with KBIC and Baraga Village.
20. Look for innovative ways to finance open-space acquisition and preservation, especially of areas along the shoreline or river
mouths. These may include local sales tax, real estate transfer tax, impact fees, bonds, income tax credits, user fees, and special
motor vehicle taxes.
21. Utilize volunteers to create a database of sensitive environmental areas and scenic resources/views. This will assist in acquisition
strategies, and marketing/promotion.
22. Download pictures and videos of area natural features, community events, and special places to Google Maps or Google Earth.
23. Change the zoning ordinance as needed to preserve open space and protect natural resources.
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2011
Chapter 4: Community Visioning
The Process
Community visioning as part of a planning exercise is important in that it allows
citizens to buy-in to the plan and perhaps assist with implementation. It also gives
them a voice and chance to be heard. It allows public officials to hear from a more
balanced array of interests before making decisions, and to share decision-making
authority to bring about actions and resource commitments. It also helps ensure
mutually supportive decisions between public and private entities. It sends a message
of collaboration and focus to potential funding agencies.
Preliminary Planning
The Planning process began with some preliminary work performed by the
L’Anse Village Planning Commission and Baraga County. This included development
of the 2000/2001 Baraga County Strategic Plan based on a series of attitudinal
surveys, a property owner survey, and updated Village of L’Anse Downtown
Development Plan.
Public participation session.
In 2003, Baraga County completed the fourth in a series of attitudinal surveys intended to gather input from local residents. The first
survey in 1988 was a joint effort between the Baraga County Resource Council, Northern Michigan University, and Michigan State
University, and utilized hundreds of volunteers. It was considered to be one of the most comprehensive community surveys ever done in
the State. These surveys were updated every five years, and then were used as a starting point around which to form focus groups for the
purpose of updating the Baraga County Strategic Plan.
Attitudinal Surveys
Following are some comparisons between county-wide surveys collected in 1998 and those in 2003. Only the more significant changes
and findings are discussed here.
Quality-of-Life issues:
Generally, a higher percentage of participants rated the “general appearance” of the County as “fair” instead of “good”. There were
significantly more people who rated “jobs” and “libraries” more negatively during this period. Improvements were noted in “local
government”, “recreation”, “schools”, and “streets and roads”.
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Public Services:
Improvements were noted in crime control, police protection, road
maintenance, and curbside trash collection ratings. There was a shift away
from volunteerism in schools, sports, and youth programs, and an increase in
volunteerism in church and elderly work. Other volunteer efforts involved
community organizations, the fire department, 4-H, and tourism. Of those
who do not volunteer, the most common reason was lack of time (47
percent). Other common reasons were being too old (33 percent), or having
an illness (24 percent). However, there was a large increase in the number of
people who do not volunteer because they have no interest (from 9.5 percent
in 1998, to almost 22 percent in 2003).
Health Care:
Most respondents received health care within the County in 2003 (around
80 percent and over for emergency care, after-hours non-emergency care,
family doctor, home medical equipment, nursing home care, prescriptions,
and tribal clinic). Only 70 percent received hospital care in the County, and
63 to 68 percent received eye care and dentist care in the County. The other
most commonly attended hospital was Bell Memorial Hospital in Ishpeming.
Community Concerns:
Items that a majority of respondents rated as “Not a problem” include
acid rain, air quality, domestic wood burning, and internet access. Items that
a majority rated as “Big problem” are alcoholism and unemployment. Other
items of particular concern were child abuse/neglect, disposal of appliances
and household items, drug abuse, lack of local delivery of babies, local
recycling, spouse abuse, and use/disposal of household chemicals. Items
perceived to be only slight or no problem for a majority of respondents
include the high school dropout rate, homelessness, AIDS, day care for
children, flooding, illiteracy, pornography, road salt, robbery and theft, and
shoreline erosion.
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Visiting the L’Anse marina.
2011
General Perceptions:
Over 94% of respondents agreed that Baraga County is a good place to live. When asked if state highways should have wider shoulders
for bicyclists, over 72% agreed. This same level of agreement is true for reducing the speed limit on US-41 in Baraga to 45 mph. A
majority also agreed that their municipal and county government and area agencies do a good job representing their interests and problems,
that the county needs more jobs based on the area’s natural resources, and that they are in favor of paying for municipal services by use
fees instead of property taxes.
Most people received information about local and area events/issues from the L’Anse Sentinel or WCUP radio 105.7. No one utilized
the internet for this purpose.
Public Education:
The most common rating for most educational programs was “fair”, but “computer programs offered” and “educational services” had
a higher percentage of people ranking them as “good”. A strong majority of respondents think it is either a “good idea” or “very
important” for L’Anse and Baraga Public schools to share educational curriculum, extracurricular activities, school calendars, staff, and
transportation. A majority supported consolidation of the L’Anse and Baraga public schools. However, a very strong majority did not feel
that the schools should be open year round. Most academic, sports, music, technology, vocational, arts, student leadership, and life skills
programs were ranked as high in importance. Cheerleading, foreign language
clubs, gymnastics, hockey, Ojibwa language club, photography club, school
newspaper, track, volleyball, and weight-lifting received medium levels of
support. Of lower priority were golf and the high school bowl team.
Attitudes toward the prison system:
Ninety-two percent of people believe the state prison in Baraga County is a
benefit to the community. Most disagreed that the prison has increased the
number of young, single persons living in the County, but there is strong
agreement that the prison has increased the number of families with young
children in the County. Over seventy percent disagree that the prison has
changed the community’s racial character, and over 90 percent disagree that
the prison prompted an increase in vandalism and crime. Generally there
seems to be a supportive perspective for the prison.
Environmental issues:
Generally a majority (86 percent) of people supported preservation of
existing tracts of State/Federal lands for recreational use, and a much smaller
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Falls River.
2011
majority (64 percent) even supported additional tracts of State/Federal owned, forest lands for recreational use. There was strong
agreement that the forest industry is doing a good job maintaining the forest base for the future, and that clear cutting is useful in certain
situations. Only 60 percent agreed that forest landowners that have a written management plan and are managing for sustainable forest
crop should receive property tax breaks. At the same time, 72 percent agreed that corporate and private landowner’s property rights are
being threatened by State and Federal laws. Fifty-eight percent did not support additional regulations to control logging. However, 81
percent agreed that private property owners should be required to clean up junk cars and rundown buildings on their property. Historical
site preservation was supported by 96 percent of respondents. There was an equal split between those who agree and disagree with local
ordinances making recycling mandatory. The perception by most is that the area remains largely pollution-free and that environmental
conditions are improving.
Recreation:
Those items receiving a majority of “medium interest” or “high interest”
rankings are Baraga waterfront recreation development, bicycle paths, cross
country ski trails, fishing, hunting, L’Anse waterfront recreational
development, picnic sites, snowmobile trails, swimming pools, and wellmarked hiking trails. Recreation options receiving a majority of responses as
low to medium interest include canoeing/kayaking, evening enrichment
classes, non-alcoholic bar/recreational center, tennis courts, and volleyball
courts. Of no- to low- interest for a majority of respondents are gambling,
golf, racquet club/health spa, and skateboarding park.
Respondents were asked which Baraga County recreational facilities they
use, and the L’Anse Waterfront Park was the top utilized facility. Other high
ranking facilities include hiking trails, the golf course, ski trails, snowmobile
trails, casino/gambling, parks, fishing, hunting, beaches, and picnic sites.
L’Anse Waterfront Park.
When asked which facilities tourists use, the most common response was
snowmobile trails. Other facilities perceived to be highly utilized by tourists include gambling/casino, parks, hunting, fishing, Baraga State
Park, campgrounds, ski trails, L’Anse Waterfront Park, waterfront, and marinas.
Respondents indicated that the facility most in need of repair was the lakeshore. Other facilities rated highest for needing repair
include the L’Anse waterfront, snowmobile trails, Baraga’s waterfront, ski trails, beaches, parks, hiking trails, campgrounds, Second Sand
Beach, and the Baraga Ice Rink.
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Tourism:
Respondents were queried about their degree of agreement with several
statements regarding tourism. At least 85% of respondents “agree” or “strongly
agree” that the County needs to develop and promote more tourism (all
seasons), that business hours should be extended during the prime tourist
season, and that the Michigan DNR and the Keweenaw Bay Tribal Fish
Hatchery need to increase stocking of lakes and streams. Top ranked fish for
stocking include Walleye, Trout, Lake Trout, Brook Trout, Brown Trout, and
Salmon.
When asked how Baraga County should target county funds toward
tourism, 51.5 percent chose all-purpose trails, 45 percent chose waterfront
development, 40 percent chose historical sites, 31 percent chose boat rides on
the lake, and 18 percent chose fishing and fishing events.
The top rated tourist recreational activities, as indicated by respondents,
include fishing and snowmobiling, hunting, camping, gambling, sightseeing, and
waterfalls.
Well known local business by the marina.
Arts and Culture:
Opportunities with a majority of respondents rating them as medium to high interest include country/western concerts, crafts, festivals,
waterfront concerts, and a community auditorium. Opportunities with a majority of respondents rating them as low- to medium-interest
include film, historical activities, jazz concerts, art shows, and an art gallery. Opportunities with a majority of respondents rating them as
no- to low-interest include ballet, classical concerts, folk dancing, literary arts, line dancing, and native American art/Pow Wow.
Retail and Consumer Services:
In Baraga County, the following products or services are purchased locally by a majority of respondents—automobile sales and service,
banking services, drinking establishments, hardware sales, food/groceries, gas station services, home maintenance, and insurance.
Likewise the following are purchased out of Baraga County by a majority of respondents—clothing, major appliances, small household
appliances, and yard and garden equipment. Restaurant dining was split between local and out of area purchasing. Thirty-five percent of
respondents said they would like to see a clothing store open or expand in the community.
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The five focus groups chosen for the Strategic Plan include youth, tourism, retail, economic development, and livability. From this
effort came five main goals and implementation action groups. Highlights of the strategic agenda include:
1. Youth Entrepreneurial Community Center: Explore the creation of a Community Center that would include small
specialty shops where business owners could partner with and mentor youth entrepreneurs. Potential locations were All
Wood building, and the KBIC Industrial Park.
2. Public access and recreational walkways: Become proactive in the development of land use planning in general and
zoning for a community lakeshore and public access on woods roads. Protect land development/remaining public access.
Action steps include “fire lane” road classification for woods road, a supportive role for Ottawa Sportsman, restrict truck
traffic on the bay shore from L’Anse to Whirl-I-Gig, and promote the extension of recreational walkways from Pequaming
to Baraga.
3. Bicycle/Walking Trails: Construct a bicycle/walking trail between Baraga and L’Anse, L’Anse and Pequaming, and
L’Anse to Skanee. First phase from L’Anse to Baraga.
4. Local Economic Development: Hire a full- or part-time county level marketing/economic developer/grant writer.
Collaboration between the County, five townships, two villages (L’Anse and Baraga), and the Keweenaw Bay Indian
Community (KBIC).
5. Target retail to teens/adults: Provide tax incentives to encourage business development.
Youth Focus Group Input
Some identified County strengths include social programs such as “Kids Rights”, “Peer Educator”, elementary basketball, hockey, Little
League Baseball, summer soccer, Baraga/L’Anse figure skating, 4-H Youth, Baraga Water Safety, DNR Hunter Safety, KBIC Kids Fair,
KBIC Pow Wow, KBIC summer youth (8-12 year olds), “Reggae on the Res”, after-school arts, mentoring, DNR “Summer Exploration
Days”, DNR summer youth hiring, “Odyssey of the Mind”, and Baraga Village youth summer job programs. Special events include a New
Year’s Eve Semi-Formal dance, church sponsored events, Baraga County Fair, “Santa Comes to Town”, and an Easter hunt.
Other County strengths include a strong parent network (resource library, dance with youth mentor group, sponsored dances), youth
support by firemen, the OCC Fitness Center in Baraga, cross country ski and snowmobile trails, Lake Superior, safe and friendly
community, Laird Township skating rink, Lakefront Park, and neighborhood basketball and tennis courts.
Baraga County concerns regarding youth programs include the need to facilitate transportation to activities, avenues for self expression
(including the arts), a way to earn money, ballet, gymnastics, and swimming programs, access to technology, a safe hangout place, and the
teaching of life skills. Of special concern were substance abuse, teen pregnancy, MEAP scores (especially reading), single parents,
economically depressed youth and elders, apathy, lack of parental involvement, racism, and domestic violence. Improvements could be
made in shopping, a movie theater, and a public library.
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Top youth opportunities include the development of a youth center, Community Theater, youth shuttle bus, e-classes in schools, and
construction skills application.
Tourism & Recreation Input
Natural resource strengths include views of the lake and public access to water resources, waterfalls, changing seasons and fall colors,
Ottawa National Forest, wild berries, beaches, the south shore (Keweenaw Bay), hunting and fishing opportunities, Craig Lake State Park,
Sturgeon Gorge, wildlife (bear, moose), and the quiet.
Community amenities include nice parks; waterfront concerts; Travel Information Center; Lac Vieux Desert Trail; Huron Mountain
gateway; docks; marina; casino live concerts and events; sweet rolls at the Hilltop Restaurant; availability of cabins, cottages and lodging;
new facilities such as the jail, village office, and fire hall; Skanee Road hunter walking trail; well-groomed snowmobile, cross country, and
hiking trails; golf course; good roads; flea market; and the people.
Community cultural/marketing opportunities include highest point, historical sites, Henry Ford heritage, burial mounds, Ghost Town,
Aura Jamboree, Pow Wow, festivals and Fireman’s Tournament, museums in Alberta, Baraga County, Covington and Arvon, Hanka
Homestead, Bishop Baraga Shrine, “Land of Legends”, and the Huron Island lighthouse.
Tourism and recreation concerns include the expenditure of public funds on roads for private property owners who then block views
and access to the lake with their development. There was also a noted lack of coordination of planning and zoning across municipalities,
and a need for cooperation between the various jurisdictions and the tribal government. Views were also polarized on “more” versus
“less” development as being desirable. Also noted was a need to address the needs of an older population.
Business-related concerns include irregular hours for businesses and public safety, lack of coordinated effort, need to enhance customer
service and promotion of tourism, and apathy among businesses and volunteers. Signage was identified as a problem.
Top identified opportunities include protection of public access in lakefront development, bicycle trail from Baraga to L’Anse and to
Pequaming, updated County map, improved infrastructure for soft adventure/silent sports (hiking, biking, cross country, canoeing,
kayaking, bird watching), signs to promote accessibility, and the purchase of property from Wisconsin Central.
Retail Business Input
Retail strengths include the availability of buildings and property, people returning to the area with disposable income, friendly service,
business district within walking distance of the waterfront, small-town business attitude, and business support for each other. There is
improved variety of businesses and increased area employment.
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Concerns include variety of businesses, gaps in products/services (clothing stores), need for signage to direct people downtown, and
loss of discretionary income to the casinos. There is a need for a greater variety of restaurants that are open late.
Top opportunities include the development of a target “teen” market niche, incorporation of the arts in the downtown areas, support
by the Baraga Tourism Association, public waterfront access, and the advertising of the whole shopping experience as unique.
Economic Development Input
Infrastructure strengths include industrial parks in both Villages and KBIC, two class A highways, rail service, deep water natural port,
good telephone system, available electric power and gas, municipal water and sewer, medical facility, and hazardous waste disposal.
Organizational strengths include two Downtown Development Authorities (villages), UICA programs, MTU resources, and a new
grassroots advisory group on sustainable growth.
Economic strengths include employment variety, low taxes (property values), availability of start up money and venture capital, and a
community foundation. Special opportunities exist in computer generated job opportunities, value-added forest products, metal
fabrication, unique shops, fiberglass manufacturing, and the publicly-owned waterfront.
Supporting factors include a good work ethic, manufacturing mentality, affordable labor pool, available/trainable labor and planning
and zoning practices.
Special concerns include road restrictions, distance to market, lack of a nearby airport, need to balance growth, over-development of
the waterfront, and environmental management.
Top opportunities include the development of a business incubator facility to support local entrepreneurs, collaborative planning,
coordinated development effort, need for marketing plan targeting locally identified preferred growth opportunities, and incentives for
location to KBIC.
Livability Input
Strengths include a small population, strong work ethic, safe place to raise children, clean air and water, first rate schools, abundant
natural resources, nearby educational institutions, rich Finnish and Native American heritage, casual and relaxed atmosphere, local
musicians, good emergency services, access to Federal, State, and corporate lands, and natural resource amenities. The local cuisine is
famous (pasty and Hilltop rolls).
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Livability concerns include substandard housing that limits growth, change in ownership pushing up the State Equalized values past
affordability, exporting of youth, not enough jobs, limited shopping hours, leaking of hazardous wastes form trucks on the County
highways, lack of restaurant variety, substance abuse, noise from jet skis and boom boxes, and the need to enforce speed limits and noise
from logging trucks.
Opportunities to improve livability include Nature Conservancy involvement in “uniquely Baraga” areas, ensured public access on
woods roads, recreation center, support for current festivals and events, and proactive development planning.
2005 Village of L’Anse Property Owner Survey
In 2005 the Village performed a survey of L’Anse property owners to determine reasons behind the decision to sell property in the
area. The survey was mainly formatted with open ended questions. Twenty-eight surveys were sent, and 15 were returned (response rate
of 53%).
Primary reasons behind the decision to sell the property include acquiring the property through inheritance and not being able to afford
the continued upkeep on multiple properties, downsizing, no jobs or the desire to find a better job, tiring of problems with tenants in rental
houses, age (owner or property?), design issues (steps), high cost of help, relocation to another State, high taxes, and to be close to children
who live elsewhere.
Secondary reasons behind selling the property include high costs (taxes, utility, maintenance), don’t like the schools, secondary (surplus)
dwelling, privacy, decision to leave the area, living on a fixed income, and impracticality of continued ownership. It is clear that most
responses relate to issues of affordability.
Of those who were relocating, most were either moving somewhere else within the county, or at least within the western Upper
Peninsula. Two moved out-of-state, one moved elsewhere within the Village, one moved to the Township of L’Anse.
When asked about what factors would make them reconsider the sale of their property, over 44 percent noted lower rates on taxes and
utilities as a factor. Other factors include better paying jobs/economic development, reasonable help, improved street condition, greater
number of amenities per tax dollar, better schools, an exceptionally good, long-term renter, and the decision for family to live there.
The following suggestions were offered:
 Reasonable utility/sewer/tax rates
 Decent shopping Downtown but need new businesses
 Need industry growth
 Need a family or social center (there isn’t one except the casino/bars)
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Leave streets as they are
Baraga Telephone not charge cell phone calls
There is a need for incentives to bring people into the area
Notify in advance of Village services
Develop L’Anse as a destination
We are becoming a retirement community
Renters pay their own light and water bills
Develop unique opportunities
The L’Anse DDA focuses on efforts to improve the community’s central business district including the addition of important
community park amenities on the Downtown waterfront. They commissioned a new Master Plan for the downtown to address recent
market trends and to identify possible courses of action.
As part of the process, citizens provided comment on issues and opportunities. Identified problems include the need for business
start-up information to address the lack of entrepreneurs and information. Improvements are needed in lights, sidewalks, overhead wires,
storefront design, facility maintenance, and stormwater management (Linden Creek drainage). There is a need to make the Downtown
more of a boating destination, and additional marina parking would help with this. A shower and toilet was identified as needed for the
marina. Other concerns include distance from the highway, parking supply, blight, not enough volunteers for events, and the passage of
logging trucks through the Downtown to the CertainTeed plant.
Opportunities include the lake, marina, Linden Creek, Falls River Trail and sign, attractions or events (including a car show and
fishing), and several potential businesses. The Downtown has good curb appeal, and the CertainTeed dock is a plus if public access can be
negotiated. Wayfinding signage and information kiosks or maps could increase utilization of area amenities along with a spruce-up of the
public facilities. There is a need to extend the hours of operation for Downtown businesses and to perform business attraction and
retention services. L’Anse is a relatively stable community existing in a declining market.
From the citizen input, priorities were created including the marina, business education, business attraction, Linden Creek, Falls River
Trail, wayfinding, signage, and community appearance.
The Marina project would consist of extending the existing break wall to allow more opportunity to expand the marina. The Linden
Creek project would involve creating a more environmentally engineered, natural Riparian Buffer around the daylighted portions of Linden
Creek. This would serve to enhance water quality by filtering contaminates before they enter the Bay. The implementation of the Falls
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River Trail project would involve the creation of public access to the riverfront within the Village, creating opportunities for hiking and
fishing. Investments in easement acquisition, signage, access/parking, and trail improvements are needed.
Business education can be accomplished with the assistance of existing workforce development and small business development
programs and organizations in the Upper Peninsula. Michigan Works and the Small Business and Technology Development Center can
provide expertise, funding, and networking opportunities, along with the Upper Peninsula Economic Development Alliance. The Village
should partner with the County and regional economic development organizations to enhance the business and educational environment.
The plan advocates the establishment of a façade enhancement program providing incentives for building owners to bring their
buildings up to date—as opposed to looking out of touch. Care should be taken to respect and preserve the design details and scale of
historic structures.
Front Street is the prime redevelopment opportunity area in L’Anse. A context-sensitive mixed-use development could help the
community embrace the lake, without turning their back on this amenity. This type of development would provide opportunities for
private commercial businesses and also residential development.
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Master Plan Public Input
L’Anse Planning Commission Input
The L’Anse Planning Commission met on March 19, 2007 to discuss the creation of a Master Plan. During this session the following
issues were brought to attention:
 Truck route around town—Large logging trucks currently traverse the Downtown streets in order to get to CertainTeed,
creating a strain on the infrastructure and complicating walkability issues.
 Business in neighborhoods—This relates to home businesses, and an ordinance was drafted in September of 2007 in relation
to this issue as well as signs and cell towers (October 2007). These ordinances should be codified into the zoning ordinance
revision.
 Day care—there is concern about the availability of licensed day care.
 Blight—Blight has been addressed through a blight ordinance, but a more comprehensive analysis should be made of existing
blight conditions, regulations, and enforcement procedures so that a more comprehensive and compatible set of tools can be
assembled. The blight ordinance was drafted in 1998, and amended in 2001. However, changes in State law merit attention to
updating this ordinance.
 Encroachments on property-- There is a problem with encroachments on neighboring properties because surveys are not
required before new buildings or structures are erected.
 Skateboarding/rollerblades—There is a need for facilities for skateboarders and roller bladers, such as a skate park, and they
have applied for a grant. There were thoughts of putting the facility adjacent to the ball park just down the street from Burger
King.
 Outdoor wood furnaces—There is a need for regulations dealing with outdoor woodburning furnaces and air pollution
 Football field relocation—The school owned the football field next to the village-owned ice arena. There was a problem with
flooding and wetness on the field. Currently the school is moving the football field and building a soccer field up closer to their
facilities, and the Village needs to decide what to do with the old field. There were thoughts of an outdoor ice rink. It will have
to be a use that is compatible with the wet conditions.
 Industrial Park—the Village would like to continue to improve and expand the Industrial Park to more fully utilize the facility.
There are two separate areas currently supplied with public utilities which can be used for industrial/business park expansion,
but one has water but no sewer facilities.
 Sewer/utilities to south of Falls River
 160 acres on Falls River—This is village-owned property that could either be used for industrial expansion, residential use, or
recreation.
 Kids hangout is needed
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Public trail along Falls River—right now this is through a lease with UPPCO. This is a wonderful area for walking trails and
public fishing access. It is currently being utilized informally.
Business development center—This was presented as a possibility for the Village-owned property on the west of L’Anse
along US-41.
Hotel on waterfront—the Village wants to begin to address their waterfront by taking advantage of the views for residential
and tourism uses.
Sidewalks/streets—Development and maintenance of sidewalks and better maintenance of streets
Infrastructure
Façade grants for downtown—continue the commitment to façade improvements
Too many kinds of street lights—For example, the cobra style lights on Broad Street aren’t complimentary to the historic
lighting Downtown
Cemetery—the facility is full and there may be a need for more space
Entertainment—there is a need for more entertainment in the Village
Art center/gallery/music venue would be welcome additions
Fitness Trails—are desired within the community
Outdoor ice rink and warming house
Quality rental housing is needed
Sign clutter
In summary, facilities ideas include an industrial park, a hotel on the waterfront, public trails along the river, sidewalk improvements,
cemetery expansion, a public library (not affiliated with the school), community center (for teen activities, movies, dances, and other
community based educational opportunities and programs), and street lights that are consistent with the historic architecture. It was noted
that the old courthouse might be converted to the community center.
Economic development ideas include promotion and development of sport fishing and more entertainment and art. Expansion of the
marina is needed, along with filling and expansion of the old rock dock. Support is needed for small business development and
entrepreneurs. This could come in the form of technical assistance for permitting and start-up. In general, more retail is needed or desired
to meet the needs of local residents and visitors.
The Commission also created a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis for the government in L’Anse.
Results follow.
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2007 SWOT Analysis by the Village of L’Anse Planning Commission
Strengths
Weaknesses
Provides services
Many units of government, hard to coordinate
People have a voice
Intergovernmental cooperation
Quicker decisions
Personal (relationships)
Many units of government (Village, County, State, Tribal, Limited hours
Township, Agencies such as DNR)
Police coordination between governments
Governmental Cooperation
Limited financial resources
Personal (Relationships-small town environment)
High sewer rates
Well-equipped, trained fire department
Infrastructure breakdowns (water and sewer)
Good water supply capacity
Street and sidewalk condition
Police
Tax burden (higher in Village than Township – 425 agreement)
Lower electric costs
Library
Tribal financial assistance
Cemetery
Opportunities
Threats
Alternative energy
State/Federal finances and other governments
Returning Baby Boomers
Better educated workforce due
Telecommuting
Aging population (need care, decreasing government programs)
Available grants
Lack of health and dental care insurance
Old hospital site
Unemployment and Underemployment
Cash-only economy (don’t get the tax revenues)
Overcrowded County jail
Some strengths were also identified as weaknesses, which is often true, depending on perspective. Generally, strengths related to public
service provision and public facilities as well as the financial support from the Tribe. Weaknesses related to problems in intergovernmental
coordination, limited financial resources, high taxes, a need for additional public facilities, and infrastructure issues. The tax issue relates to
a discrepancy in tax rates for Village and Township residents. The tax burden for Village residents is noticeably higher than in the
Township, which encourages residents to relocate outside Village boundaries while still taking advantage of Village amenities.
Alternative energy was seen as an opportunity for future growth along with attraction of retiring Baby Boomers to the area. It was also
thought that residents who could telecommute might relocate to L’Anse due to locational amenities while performing their work remotely
through the internet. The old medical facility which is relocating to the Township was seen as a redevelopment opportunity.
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Threats generally related to financial and social issues such as declining State and Federal funding, and an aging population. Workforce
issues include a need for better education, lack of health insurance, unemployment and underemployment, and unstable, cash-only jobs. It
was noted that the jail was overcrowded.
The L’Anse Planning Commission completed a community survey in October of 2007 to gain community input. A total of 110 surveys
were completed. Following are the results.
1. What do you love about L’Anse?
a. location (102)
b. small-town atmosphere (77)
c. churches (62)
d. good place raise family (58)
e. family lives here (57)
f. access medical care (51)
g. 4 seasons of recreational activity (50)
h. weather (47)
i.
j.
k.
l.
m.
n.
o.
2. What don’t you like about L’Anse?
a. availability of shopping (78)
b. tax level (60)
c. crime level (34)
d. schools (21)
e. access medical care (16)
f. no family close by (16)
g. strong ethnic connections (12)
h. poor place to raise family (10)
i. too few season recreation activities (7)
j. weather (7)
k. small-town atmosphere (6)
l. current biz hours (3)
m. churches (1)
n. location (1)
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schools (38)
crime level (29)
current business hours (18)
availability of shopping (17)
ethnic connections (17)
tax level (12)
other: great people
2011
3. Needed Recreational opportunities
a. Movie theater (71)
b. Community swimming pool (56)
c. Skate park (55)
d. Outdoor ice rink (47)
e. More walking paths (6)
f. Fitness walk (5)
g. Sledding hill (5)
h. Performing arts center (4)
i. Larger marina (4)
j. Deeper harbor (4)
k. Snowboarding Hill (4)
4. Respondent’s age: Ranged in age from 14 to 92; average age=59; median age=60
This is a high median age group that returned the surveys.
5. Have you always lived in L’Anse?
a. Yes (43)
b. No (59)
5a. If not did you grow up here, leave and come back?
Yes (33)
No (36)
5b. If you grew up elsewhere or moved back after living someplace else, what brought you (back) to this area?
Family in area (23)
Job (14)
Beauty of the area (12)
People/ way of life (11)
6. Do you work in the L’Anse/Baraga area?
a. Yes 62
b. No 39 (many who answered “no” were retirees – may have worked here before)
7. In what type of housing do you currently reside?
a. own on home (91)
b. rent an apartment (7)
c. rent home (4)
Most respondents are home owners.
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8. What is your total household income?
a. $21-45,000
(45)
b. $46-70,000
(17)
c. $20,000 or less (15)
d. over $70,000
(14)
9. What housing options would you like to have in L’Anse that we currently don’t have to offer?
a. Assisted living (61)
b. Handicapped Accessible (27)
c. Low-income multi-family (24)
d. Upscale multi-family
(24)
e. Condominiums (23)
f. Trailer park (5)
g. Other: most comments focused on senior needs
10. Are there any areas where you would like to see walking/hiking trails added?
a. Yes (54)
b. No (18)
Where? Lakeshore (from L’Anse to Baraga and L’Anse to Pequaming) (26)
Falls River (4)
Skanee Rd. (4)
General area away from water (4)
11. Are you able to walk year round on existing sidewalks and area trails?
a. Yes (32)
b. No (83)
Comments: ranged from “would need snowshoes!”; poor snow and ice removal; no sidewalks at all in some areas; several who
answered “yes” added that they walked in road.
12. Is there a need for marked bike lanes on roads or additional trails for bike-riding in the area?
a. Yes (70)
b. No (10)
Comments: Many suggested Bay Shore Rd to Pequaming, others noted any high-traffic roads needed them.
13. Do we need more playgrounds in residential areas?
a. Yes (30)
b. No (35)
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Where? Suggestions centered on Broad St. hill/Catholic Church area, Seavoy Subdivision (responses tended to run along age ranges
– those most likely to have young children were the ones answering yes).
14. Are there any playgrounds you feel are in need of repair?
a. Yes (26)
b. No (24)
Where?
The Waterfront Park and 3rd St. playgrounds were both mentioned. Some commented on vandalism that needed to repaired at
waterfront; others suggested toddle-age equipment, more sand and a pavilion at 3rd St.
1) Do we need an indoor recreation area available to the general public?
a. Yes (62)
b. No (14)
16
Comments: this was especially needed for teens, but adults expressed a need for indoor recreation for their use also.
What sidewalks are most in need of repair?
Broad St. and Main earned the lion’s share of mentions; second was “all of them!”; Baraga Ave., Center St., Birch St., 3rd
and Siefert were also mentioned.
17. What business(es) or services would you like to see downtown that we currently don’t have?
a. General clothing store (13)
b. Teen clothing store
(4)
c. Women’s clothing store (3)
d. Men’s clothing store (1)
e. Coffee shop
(18)
f. Restaurants (variously described as “nice” or “on waterfront”) (15)
g. Teen center
(11)
h. Another grocery store (9)
i. Craft/fabric shop
(9)
j. Bakery
(8)
k. Waterfront hotel/motel (3)
l. Others suggested Wendy’s, Taco Bell, White Castle, WalMart, Menard’s and Hooter’s
18. Which of the following would you or your family use if they were available downtown?
a. book store (57)
b. adult (44)
c. fine arts classes (44)
d. museum (38)
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e. boat tours (38)
f. children’s arts and crafts (36)
g. public library (32)
h. dance studio (30)
i. indoor performance hall (29)
j. art gallery (29)
k. boat/kayak rental (24)
l. charter fishing (21)
Other Comments
People complained about the lack of options for evening entertainment. They wanted restaurants and shops open later and
someplace other than bars to go to.
High tax and utility rates were also mentioned as reasons for some wanting to live outside the township.
The waterfront was mentioned a number of times as being L’Anse’s best feature. People wanted to see that area better cared
for and better-utilized.
Blight was a big concern, both along the waterfront and on the main streets leading into the downtown.
A greater police presence, particularly at night when vandalism is likeliest to occur at the parks, was requested.
Some mentioned the need for a more attractive restroom in the waterfront park area and the need for them to be kept open
longer. There was a complaint that the port-a-johns at the tennis courts needed to be pumped more often.
One hoped there would be more picnic tables and trash cans available along the waterfront and park benches added along the
downtown sidewalks.
Others mentioned they would like to see better tourist accommodations along the waterfront or high-end condos for seniors in
place of the alternative high school. As one respondent said, “The bay is your drawing card. Use it!”
Many noted they were very happy with the new streetscape and hoped the spruce up would continue to the waterfront.
Coming into the downtown, the condition of the roads, sidewalks and unmowed strips between the road and sidewalk were
cited as major concerns, along with parking on the sidewalk in that area.
Lighting of side streets was also mentioned as inadequate or nonexistent. Hornet Drive was mentioned specifically.
Someone thought it might be a good idea to have a fall clean-up with dumpsters available, similar to the spring clean-up.
There were complaints about trash blowing around the parking lots at Burger King and Family Dollar.
Another hoped there would be greater opportunities for recycling in the future.
Barking dogs were brought up, including those housed at the jail waiting to be transported to the animal shelter.
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Several people were concerned about the hospital moving. They were concerned about the reduction in long term care, as well
as the loss of some higher- paying professional jobs that might be lost in the move. Another person suggested adding a birthing
center to the new unit.
People asked that the LeClaire apartment building on Front St. and the old dam and powerhouse be torn down.
Also the CertainTeed Bridge should be repaired or replaced and the gas pipeline moved to a more secure location, preferably
underground.
The overwhelming majority of comments had to do with too few productive activities for teens to enjoy in the area. There were
many requests from both adults and young people for a teen center where kids could go to have some fun and just hang out.
People also wished for more jobs which would enable more young people to remain in the area.
Planning Commission Input October 9, 2008
This meeting served as a planning session for the future community input meetings and focus group sessions. Information and input
collected thus far (including the comments from the March 19, 2007 meeting) was clarified and discussed.
A luncheon was held to bring together key stakeholders to discuss common issues and concerns and explore possibilities for
partnerships.
Topics included economic development, promotion, infrastructure improvements, recreation, and policies for a sustainable framework.
Collaborative opportunities that were explored included economic (local business association, shared technology, procurement
partnerships, and business or arts incubators), recreational (Heritage Trail Network, lakeshore walking trails, sports tourism, eco-tourism,
interpretive/wayfinding signage), community development (new library/community/heritage center, community memory wall, new
housing types, innovative civic spaces, outdoor community “rooms”, neighborhood “Discovery Zones”), area marketing/promotional
website (create a marketable community identify), human capital development (workforce training and development, mentoring networks),
and services development (for seniors, youth, health, and wellness).
Attendees included the L’Anse area schools superintendent, representatives of the Village of L’Anse Tourism Association and Baraga
County Convention and Visitors Bureau, members of the L’Anse Planning Commission, representative from Baraga County Memorial
Hospital and Bayside Village, County Board member, two representatives from the Michigan Department of Natural Resources,
representative of a local church, economic development director for the Keweenaw Bay Indian Community, representative of the L’Anse
Downtown Development Authority, Baraga County Community Foundation, Village manager, and two high-school students.
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After individual introductions, background was presented on the Master Plan process for L’Anse Village and L’Anse Township, though
it was made clear that the focus of this meeting was the larger Baraga/L’Anse area. The information discussed provides focus and
direction to the Master Plans for both municipalities.
Two surveys were distributed, one to determine local talents (potential area mentors and subject experts), and the other to stimulate
discussion for a regional SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).
The first question asked of the group was, “What assets, resources, businesses, amenities, enterprises, initiatives, or talents
currently present in the region have the potential to attract new residents, investment, or business opportunity from outside the
region?” Responses follow:
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Waterfront—Need an expanded marina and lakeside walking trails.
Industrial Park Development—It was suggested that all the elements are in place, with plenty of development ready sites and
more capacity for development. Marketing may be needed.
Attract workers to the region—Michigan Works did an assessment of bringing new individuals here—have available an
International inhibitors assessment for skilled workers. Availability of workers is an important issue for industrial growth. It was
noted that MI Works has the capability to train people for high-skill level jobs by the time a new plant is up and running. There are
350 to 400 people unemployed in the region. Some have been trained for the White Pine Power Station, and some for Stormy
Kromer Hats (Jacquart), etc. Youth representatives underscored the need for more labor opportunities for highly skilled workers,
such as engineering, to allow them to remain in the area following graduation. The other youth representative is interested in
musical and video production and movie-making which has become an area of growing state-wide interest. The highway coming
out of Green Bay (141 north) has potential to bring Chicago folks to the U.P. It needs further development which could
dramatically increase traffic coming into the U.P.
Sport Fishing—MDNR has increased fish
plants in the area (Steel Head and Brown Trout).
They try to promote Lake Trout as a destination
“There’s Something Fishy About L’Anse” . . .
theme for the area—especially for ice fishing.
Idea for marketing statement from the focus group meeting
They think we need a charter boat fishery
business in the area. It was suggested that
MARKETING is the biggest need to get this going. One fisheries marketing idea was mentioned, a promotion called, “There’s
something fishy about L’Anse”, which could highlight fishing scenes on the bay. The area needs a clear identity. The tribe is
looking at alternatives for harvesting fish products and oils. One obstacle to an expanded fishery was noted by a Tribal
representative, who said the high levels of mercury in the fish (especially fatty lake trout) render the oils unsafe. The fatty lake trout
population is increasing, negatively impacting sport fishing. They are inedible and store higher levels of contaminants in their fat.
Lean lake trout are safe for consumption. Another option is to cultivate species currently seen as pests, such as sea lampreys,
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considered delicacies in global markets. Pollution issues need to be addressed, possibly reducing levels of contaminate or
separating contaminates from the product. They are working with Michigan Sea Grant and MSU Extension. The tribe is interested
in sport fishing, charter fishing, more tourism, and tournaments. They are also pushing for green energy including wind and solar.
They want to focus on a target market, such as powering the Industrial Parks. An additional economic development opportunity
could include manufacturing wind turbine, solar, and other components, especially since the area is so close to Michigan Tech.
Build international business opportunity—The County is considering hiring a part-time economic development director. It was
said that we need to actively solicit international companies to locate in the area. Some other municipalities have been successful
with this strategy. Others feel that existing industries need more public recognition and support.
Expand internet-based business that can be done anywhere—The increasing possibility of working from home for a major
company was also cited as an option, allowing people to live in a small town but earn a city-level income. Pasquali, the school
superintendent, is working with a Regional Skills Alliance, and says that 25% of labor in the County comes from other counties.
Discussion of the main issues for the area schools
o Another problem cited by the school rep: core studies are now emphasized at the cost of electives, such as industrial arts,
etc., which could prepare a workforce that doesn't require college. As a result, coursework geared to local area needs gets
lost in the process. The State is taking money away from these needed skills and investing in the sciences. The new
curriculum is focused on getting kids into college, with decreasing support for art, music, industrial education, and
vocational education.
o It was noted that only 70% of all white males graduate. There is a disconnect between the skill set of graduates and the skill
set needed for available jobs. One size does not fit all—schools used to adjust their curriculum to meet local skill needs.
The group was reminded that the ultimate purpose of schooling should be employment. A pilot project in another state
uses businesses to mentor students to help them prepare for jobs in the area. In other countries, businesses in the
community offer a separate curriculum to prepare students for work who were not college-bound.
o The current State regulations limit the schools—they can get past the reduced funding challenge, but it is hard to hire
appropriate teachers. In this county, the hardest teacher to hire, the one with greatest requirements needing to met, is the
industrial arts teacher. Those teachers require a degree plus 4000 additional education hours. Private industry becomes a
great temptation for those who otherwise teach this curriculum because it offers more money, fewer hassles.
o The fear is that regulations leave little room for common sense on educational standards, and no way to value experience. It
is not inconceivable that the local school's excellent industrial facility could sit empty for lack of a teacher. It's also hard to
keep unmarried instructors in the area. They are more mobile than married teachers.
o It was suggested that teachers could be lured from other countries to help fill those vacancies. They have advertised
overseas for job positions, but the problem is that certification requirements differ between countries.
o Term limits for legislators is also an issue that can restrict assistance to small communities. Legislators have to leave their
positions just as they have mastered it. As a result, there is no continuity at state level to help them understand schools' long
term problems.
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o The local school has good collaboration with MI Works. The Regional Skills Alliances with Michigan Works have set up
curriculum with industry, but they need to determine how to offer cross-credits in traditional subjects such as math and
vocational/industrial training. Work release programs are being looked at but they're more complicated to put into motion
than in the past.
ORV tourism—DNR mentioned that with the new ORV regulations, States are asking local municipalities to work with counties
to suggest roads that should be accessible to ORV networks. The snowmobile industry is saturated, but the ORV industry operates
7-8 months of the year up here, and there are many opportunities in this area for touring ORV routes. Right now there is just a
closed system in the Baraga Plains and the Agate Falls/Bergland-to-Sidnaw rail trail. More trails are needed here.
o Menge said that ORV trails can be developed on any State land, but the problem is sometimes getting easements adjacent to
the State property.
o Michigamme put in new trails along with a highway reconstruction project.
o Tribal trails-developing the trails is not a problem. The problem is the easements from the private landowners. The
representative from the Baraga County Convention and Visitors Bureau can work out liability insurance for them.
Hunting/Fishing—DNR says that hunting and fishing are shown to be declining in participants. However, wildlife/birdwatching is another possibility for growth. There are great opportunities at the Pequaming Marsh and other areas. We need to
make this area a destination during migrations.
o MARKETING is needed.
o In the Eastern U.P., in the Cedarville/Hessel/Newberry area, there is an auto route based upon birdwatching, fishing,
hunting, waterfalls, etc. They are trying to link this trail to the Sault and Tawquamenon Falls Natural Scenic route. They
are working with the tourism bureau to create needed maps.
A similar effort could take place in the
L’Anse/Baraga/Covington triangle as grant opportunities are available for the creation and marketing of these specialized
routes.
o The Office of the Great Lakes is doing a plan and investing money to promote green-based recreation.
Silent sports—such as kayaking, snowshoeing, mountain biking, and cross country skiing are also a big draw.
Interpretive Signage/Trails—Signage is needed to support area attractions.
o However, in the past, sign-stealing has been a local problem (Mt. Arvon).
o It was pointed out that there are brochures available. For example, people don’t know that there is a shipwreck in the area
easily seen from kayaks. Other discovery attractions are the log cribs at Pequaming.
o Idea for long-lasting signage—make signs from routed 4 x 4 posts, set in concrete, and coated with axel grease to
discourage theft. (Everyone loved this idea)
o The school has applied for a grant to create trails and bird watching experiences, signage, etc. It would be a 3 mile nature
trail for seniors and others within the school boundaries. They would like to explore how to tie into a larger trail system.
The trail features interesting terrain variations and handicapped accessible areas. They are awaiting grant approval for the
project.
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o The Baraga Conservation District has a 5 year plan for public works support (work program). With the new administration,
public works funds may come available, especially to communities that have plans ready to go. It was agreed that a wish list
should be created in readiness.
Health Care—School and hospital systems are important when it comes to attracting people and programs to an area. Providing
quality systems is crucial to attracting workers, along with the availability of quality community services, shopping, and cultural
opportunities to pique their interest.
o It is difficult to attract people to work in the school and health care system. It is almost impossible to get doctors here as
the spouses and other family members have difficulty finding opportunity. An effort should take place to attract people
from quality medical schools.
 Michigan Works has a Trailing Spouse Service, which is a consortium of businesses, educational institutions, and
agencies including Northern Michigan University, Marquette General Health System, Michigan Works!, Manpower,
U. P. Health Plan, and the Lake Superior Community Partnership, along with participating companies. The system
works by establishing an e-mail protocol and web-based listing to allow for one-on-one conversations between job
candidates and potential employers.
Infrastructure—Poor roads leading into town make a very poor first impression, therefore the Village should repave the rest of
Broad Street and focus attention on the two entrances to the Village.
Marketing—It was agreed that the area needs to publicize current offerings, even using something as simple as a school brochure
to alert potential newcomers to our strengths. Everyone needs to do their part to market the area.
o A new fiber optics system affords the school video conferencing capabilities. What is needed is a focused marketing plan,
utilizing volunteers, including students, in cooperation with the (hopeful) County economic development director.
o The area should market to retirees, appealing to them to return to the area.
Intergenerational Programs
o Senior Programs—Focus on ideas for engaging and serving particular population groups. For example, the Red Hatters
Club wanted to learn computer skills, so the school let them use the media center. They also utilize the school hallways for
walking recreation. There is a “wannabe” Gardening Club with a spring plant sale and other activities tied to the Lake
Trout festival.
o Youth Programs—Baraga County Youth Advisory Committee.
 Swimming Pool—Top youth requests include a swimming pool and movie theater. Oshkosh provides a good
example of an operating plan and process for a pool. There are two hotels in Baraga with swimming pools—could
they be used for area residents? There may be a problem with the franchise. Some ladies did hold water exercise
classes there. The casino pool is open to the public as well.
 Another alternative to the pool is a splash park-lots of fun can be had in 1 inch of water, and it’s attractive to all
ages.
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Movie Theater—They need an entrepreneur, but the business requires large volume to survive. It is hard to get
fresh movies to a small population area. It is possible that empty buildings could be used to show movies. Another
potential site is the Township Hall. Community groups could sell treats. However, there is a problem with movie
copyrights, and having to pay to show the movies to a public group. This is governed by ASCAP (The American
Society of Composers, Authors, and Publishers). It is important to know the rules to avoid potential litigation. An
example of successful use is “Club Indigo” in Calumet.
 Skate Park—Char Kangas has been working on this. A large site is needed—perhaps the corner by the Falls River.
 Ice Rink—Problem is that the firemen don’t have the time to periodically flood it. Possible sites include Third
Street Park, using neighbor’s hoses? Better idea is at the current football field, utilizing the hoses from the indoor
ice rink so there will be no need for a warming shed.
Balancing environmental interests with economic interests—One of the students asked how to stop environmentalists who
want to stop industry. Participants responded that it is important to educate people about the issues involved, allowing benefits
and costs to be weighed objectively.
o There are 3 sawmills in the area, but 90% of the sawed up lumber leaves the area. There is a need to utilize the waste
product for economic opportunity such as sawdust pellets. This would create a more closed-loop industry system.
o Another opportunity is to explore complimentary businesses, such as manufacturing wood stoves, utilizing area welders,
or creating an infrastructure for green industry. Focus on value-added opportunities.
Food Systems—It is important to think about our food supply and its vulnerability in the face of rising transportation costs and
global challenges. The challenge to self-sufficiency here is the climate and short growing season. In the Eastern U.P. (Brimley),
they are using hoop houses to extend the growing season and provide year-around production opportunity, getting two crops per
year. They can get a larger production out of 2 hoop houses than in 20 acres of land up here.
o Susan started a Farmer’s Market. There is definitely potential for agriculture in the area—it would be wise to consider fruit
and nut trees grown in public spaces and private yards. Abandoned orchards can be put back into use. There is a need for
community supported agriculture (CSA), and a food coop.
o There are 15 varieties of high bush blueberry being grown in the Sault. They will also sell the bushes. There is Menonite
farming in Baraga County.
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Public Open House Meeting, December 1, 2008
Members of the public from the Village of L’Anse and L’Anse Township were invited to imagine the future of L’Anse in an open
house format held at the L’Anse School Cafetorium. The open house included instructive displays from special interest groups such as
Northern Options, area realtors, and the L’Anse Warden Electric Company plant.
T. J. Brown from Northern Options first discussed the new energy programs and energy audits expected to be implemented statewide.
Northern Options, soon to be united with Urban Options under a new name of Michigan Energy Options, conducts energy assessments
and audits for residents, business, government, and institutions, and then recommends energy efficiency improvements. They also conduct
energy education workshops and seminars. Participants were very interested in how they could implement energy-saving solutions and
take advantage of any incentives for improvements.
Continuing on the energy theme, Mike Reid,
representative of the L’Anse Warden Electric Company,
“They’ve been a tremendous partner,
presented information on the green energy company and
and we’re glad to have them here in L’Anse.”
its relationship to the community.
The company
converted the former coal-, oil- and natural gas-fired
Bob LaFave, Village Manager,
generating station to run on biomass, bringing green
on the relationship with the L’Anse Warden Electric Company
technology to the region. The company utilizes material
that would otherwise go to a landfill or remain in the
forest as logging waste. Raw materials include wood chips, paper-mill residue (from the neighboring CertainTeed plant and others), tire
chips, railroad ties, construction/demolition debris, bark and twigs, etc. This also results in reduced emissions compared to coal power.
More information on the company and its relationship to the community is included in Chapter 2: Green Economy. The company,
owned by parent company Traxys, has already proven to be a good neighbor for L’Anse Village. The company helped the community to
install a drainage system on the consistently muddy Meadowbrook Field, paid for a new condenser at Meadowbrook Arena, and dredged
the marina.
Other points of discussion from the public workshop include:
 Miscellaneous Opportunities
o Extend the existing dock 445 feet longer (utilize existing pilings)
o 6,000 yard maintenance dredge
o Become an Eco-Municipality?
o Distance jobs
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L’Anse as a recognized Destination—Identity Creation
o Give people a reason to stop in L’Anse (speed trap? – joke)
o L’Anse is a community suffering from “Cruise Control Syndrome”
o Signage is needed to get people’s attention, especially those coming from the direction of Baraga and Houghton. There
is no gateway or welcome signage there. L’Anse can also be seen as the “Gateway to the Keweenaw”.
o Expand the Welcome Center
o Utilize DOT Destination Studies
o Advertise events/festivals on the TV6 message board and on a digital sign by the road?
o “Community of Choice” image
 Downtown lakefront development
 Embrace a working waterfront
 Maintain beauty
 Keep cultural resources
 Prioritize good schools and good medical services
 Non-transient community—a place where people want to stay
 Retain youth with job opportunities
 Accommodate people of diverse backgrounds
 Allow diversity, encourage artists and entrepreneurs
 A place for everyone
Recreation and Culture
o Need more activities
o Regional Trail system
o Sports complex is planned behind the school, to include walking trails, soccer field, playgrounds for spontaneous play,
and potentially an indoor pool. This is currently under-utilized land.
o Migratory path for birds/butterflies
o Trail Tours—center around the Ford history, logging, mining, shipping, Native American history, Shipwrecks (diving)
Downtown Assets and Opportunities
o Assets
 Business district is within one block of the water
 Aesthetic streetscape enhancements
 Façade grant helps improve the appearance of Downtown
 DDA funds 5 grants up to $2,500 each, allowing an extra $500 if a Nautical or Northwoods theme is followed
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o Opportunities
 Improved pedestrian connections would enable people who live in Downtown L’Anse to live without the need
of an automobile
 There is a need for a hotel on the waterfront
 Taxes are perceived as high for businesses (especially water/sewer). Problem is that costs have gone up, but
there are the same number of people paying, so costs go up per individual. Need more people and businesses
to offset this.
 Help the community to embrace the waterfront with mixed-use development (commercial/residential/office)—
need to change the zoning
 Isolation, yet lack of congestion
 Available vacant stores and buildings for retrofit
 Infill development opportunities
 Mixed-use development (live Downtown close to everything you need)
 Used to have a business ombudsman and a $30,000 loan to help entrepreneurs through the start-up process, but
this was not well known. This ombudsman represented businesses at Village Council meetings.
Opportunities for Seniors and Youth
o Need better access for senior and the disabled
o Really need an assisted living facility within walkable distance to Downtown
o Organization providing services to seniors who want to age in place (Community Action Group)
o See more vocational training in schools to replace retirees
o Educate youth to use technology and stay here to experience Quality-of-life
o Support the Tribal College as a stepping stone to a 4-year degree. Expand the community college option with support
by a County millage. The facility needs to be better utilized.
Collaboration
o Cooperation and pooling of assets and resources between all area municipal governments will create a higher level of
energy (example, share equipment and services)
o Cooperative marketing program for the region
o Have an Association of Townships within Baraga County
o Community Round Tables
o School consolidation opportunities
 Central administration and management, not physical locations. Not everyone would go to the same school.
You would attend the school where you live. This allows autonomy but a greater return on investment (tax
dollars). It raises the level of education.
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There is an opportunity for consolidation of the building trades/industrial/machining trades
Public Open House Survey Results, December 2008
Most survey participants live in L’Anse Township, followed by the Village. Others were from the Village of Baraga, Baraga Township,
Aura (in L’Anse Township), and Baraga/Keweenaw Bay Indian Community. Most participants work in the Village of L’Anse or L’Anse
Township. Only one worked in Baraga. Most participants were between the ages of 41 and 64, although ages ranged from under 18 up to
the 65-74 age group.
There was a range of household sizes. The majority or participants were from two person households, but there were almost as many
people each in single or four person households. Only two were from households of five or more people. Over 50 percent of participants
had no children under the age of 18 living in their home. Others had only one or two children living in their home.
Over 75 percent of participants have lived in the L’Anse area for 11 years or more. When indicating their reason for moving to
L’Anse, comments include:
 Quality-of-life
 Wanted to live near the water (lake)
 Loved the look of the area and husband was transferred close by
 Grew up here, left, and came back to care for a parent
 Wife moved back to the area to care for elderly parents
 Born and raised here, moved away for 7 years
 My husband grew up here
 Family
Several indicated they were born here.
Participants next rated level of satisfaction with L’Anse municipal services. Facilities and services receiving mostly “Excellent” ratings
include water quality and service, fire department service, and ambulance/emergency service. Those rated evenly between “Excellent”
and “Average” include accessibility to recreation areas and police department service. Receiving mostly an “Average” rating are
condition of Township roads, availability of sidewalks/walking paths, public parks and recreation areas, sewer quality and service, internet
services, quality of health care, quality of educational services, and enforcement of ordinances and regulations. Those with an equal mix of
“Average” and “Poor” ratings include condition of Village roads and cell phone services. The item with an overwhelming majority of
“Poor” ratings is recycling services. The one extra comment is that the police department seems to target the youth in the community.
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Participants were next asked to rate several factors as an existing strength (asset) or as a weakness (liability) in impacting a viable
economy.
Factors generally seen as existing strengths by a majority of respondents include:
 Cost of Living/Affordability
 Natural Resources
 Outdoor Recreation Opportunities
 Places that are Unique
 K-12 Educational System
 Public Parks and Recreation Facilities
 Availability of Property for Development
 Weather/Climate
 Community Values
Factors generally seen as existing weaknesses by a majority of respondents include:
 Condition/Appearance of Built Structures in the Community
 Taxes
 Cultural and Entertainment Opportunities
 Housing
 Area Workforce Skills/Training
 Condition of Roads
 Governmental Support
 Cooperation/Interaction Between Regional Governments
 Available Funding to Support Business
 Opportunity for Professional Growth
 Community Participation/Involvement
Respondents were equally split on perceiving the general appearance of the highway corridor, the remoteness of the area, the available
workforce, and communications infrastructure as an existing strength or weakness.
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Over 80 percent of the respondents own their residence. They indicated the following housing is most needed in the community:
 Housing community offering services for aging (medical/home health care, daily living assistance, meals, maintenance) – (80%)
 Assisted living/residential care – (67%)
 Affordable rental units – (47%)
 Affordable for-sale units – (33%)
 Cottage Community (small to mid-size, close together, separate garage) – (33%)
 Attached, single family housing (Townhouses, Condos, etc) – (27%)
 Co-Housing (shared community facilities, association) – (27%)
 Upscale Housing – (27%)
 Multi-Family Housing – (20%)
 Accessory Apartments (on site of primary residence) – (20%)
 More seasonal/vacation housing – (20%)
 Starter second homes (time share/fractional) – (20%)
Only 7 percent indicated that no housing is needed. When cross-tabbed by place of residence, residents of L’Anse Village did not
indicate a need for accessory apartments, upscale housing, more seasonal/vacation housing, or starter second homes. Similarly, residents
of L’Anse Township did not indicate a need for co-housing.
The majority of respondents were in agreement with the following statements (listed in order of highest level of agreement)
 My community should support and encourage investment in alternative energy resources and incentives.
 The Tribe, Village, and Township should work together for economic development.
 I think it is important to preserve our community’s historic past for the benefit of current and future generations and economic
development.
 I support the protection and preservation of environmental resources such as waterways, forests, farming, scenic views.
 We should maintain the rural character of the Township.
 I wish my community was more walkable and less auto dependent.
 We should direct new growth to areas with existing public infrastructure, preserving rural character and increasing density in
currently built areas. (3 people were not sure about this)
 My community needs to be more accessible for people with disabilities (4 people were not sure)
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Recreational facility support is indicated below. Respondents were asked to rate their level of support as “strongly support”,
“support”, “maybe”, “do not support”, and “not sure”, with higher levels of agreement weighted for more points to produce an overall
average rating. Results are listed by highest level of support first, with 4 being the highest average rating that could be achieved.
 Walking/biking trails and cross-country ski trails (3.94)
 Mountain biking/hiking trails (3.63)
 Scenic routes and lookouts (3.63)
 Farmer’s market (3.63)
 Sport fishing (3.56)
 Camping (3.56)
 Public gathering/picnic areas (3.25)
 Playgrounds (3.2)
 Non-motorized boat rentals (3.06)
 Dog park/dog walking trails (3)
 Artist live/work development (2.94)
 Outdoor ice rink (2.93)
 Skateboard park (2.93)
 Snowmobile/ATV/Motorbike trails (2.88)
 Horseshoe pits (2.73)
 Archery area (2.69)
 Splash park (2.69)
 Soccer fields (2.47)
 Frisbee golf (1.93)
Other comments suggest a snow slide or pool with competitive swim program.
The next question explored the degree to which various issues are major community priorities. Respondents were asked to rate each
issue as being of “immediate priority”, “on-going importance”, “low level importance”, or not important. Responses were weighted
according to level of priority. Responses are summarized by level of highest average level of importance to lowest, including average
rating. Highest possible average rating is 3.
 Attract new businesses to the area (2.88)
 Support new local business start-ups (2.71)
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Collaborative marketing of local goods/services (2.65)
Support existing businesses (2.59)
Promote/market the community (2.59)
Improve job training programs (2.47)
Additional workforce educational programs (2.41)
More tourism (eco-tourism, cultural-tourism, heritage tourism, sports tourism, etc) (2.29)
Export assistance (1.76)
Other comments were that “jobs and businesses are important”, and that “tourism jobs will be hard to fill because people need good,
full-time jobs with benefits. Local businesses can’t find employees for minimum wage jobs now so why get more of these businesses?”
The next question also explores issue priority with the same priority ratings. Responses are summarized by level of highest average
level of importance to lowest, including average rating. Highest possible average rating is 3.
 Retain youth (2.47)
 Regional cooperation between communities (2.41)
 Attract new residents (2.35)
 Poverty level (2.29)
 Additional public facilities (parks, trails, schools, etc) (2.29)
 Social problems (2.12)
 Additional public infrastructure (roads, utilities, etc) (2.12)
 Consolidate services/facilities when possible (1.94)
 K-12 educational reform (1.88)
When cross-tabbed by place of residence, it should be noted that respondents that live in L’Anse Township are much less concerned
about consolidating services and facilities in comparison to Village residents. However, Township residents were much more concerned
about the need for public facilities such as parks, trails, and schools than Village residents.
Respondents were next asked to rate the importance of different factors to their idea of a favorite place. Responses were rated as
either “very important”, “somewhat important”, or “not important”. Responses are summarized by level of highest average level of
importance to lowest, including average rating. Highest possible average rating is 3.
 Abundant natural resources/scenic views (2.94)
 Near the water (2.75)
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Variety of activity (2.75)
Feeling of security (2.75)
Sport/physical activities (2.75)
Being outdoors (2.75)
Combination of child and adult appropriate entertainment (2.6)
Feeling of seclusion/privacy (2.44)
Availability of food/drink (2.44)
Authentic experience/feeling that it’s a real place (2.44)
Nighttime accessibility (after work hours) (2.38)
Cultural/art activities (2.38)
Shopping nearby (2.38)
Meeting/social gathering place (2.31)
Exercise opportunity (2.31)
Sense of historic importance (2.25)
People watching opportunity (2.06)
Personal care/spa activities (2.06)
I can walk there from home/work (2.06)
Additional comment was “why not some water slides, start out small then expand, great for tourism, part-time job for young adults”.
When asked to list desired products and services not available in close proximity, comments included movie theater, good restaurants,
comedy shows, sports bars (nice ones!), market with specialty foods, shopping, Asian or Thai food, expanded public library, indoor
musical/art entertainment, arts/crafts classes, and concerts. One respondent suggested a bottled water plant, saying “we buy it from other
states and they make the money, when we have one of the cleanest lakes in the world and in abundance”.
Respondents were then asked their level of agreement with statements regarding big-box, national chain retail development. Answers
are summarized here by place of residence, as attitudes differed from Village and Township residents. Village residents were in complete
agreement that these retailers should have to conform to the community’s vision for good design and appropriate location, while Township
residents were equally split between those who agree and those who have mixed feelings. Overall level of agreement with this statement
for all participants was 2.65 out of 3.
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Statement “I think the community should actively solicit them because they will bring needed jobs and products/services to the
community.” More Village residents had mixed feelings about this (average rating 2 of 3) while most Township participants agreed (rating
2.38). Overall level of agreement with this statement for all participants was 2.35 out of 3.
Statement “I object to them because they jeopardize local businesses.” Village residents were more in agreement than Township
residents, however overall level of agreement with this statement for all participants was only 2.06 out of 3.
Statement “I object to them because they make my community look like "Anywhere USA" instead of someplace unique.” The
communities had similar feelings on this issue, with an overall level of agreement with this statement for all participants of 2.24 out of 3.
Statement “There should be a place for both local and national businesses in my community.” Overall level of agreement with this
statement for all participants was 2.59 out of 3.
When asked if the negatives (of big-box retail development) outweigh the positives, Village residents were equally split between
agreement and disagreement, with one of mixed feelings. Township residents had a majority in disagreement, with 2 uncertain. It seems
that Township residents are more in favor of big box retail. Overall level of agreement with this statement for all participants was only
1.65 out of 3, so generally respondents were not in agreement that the negatives outnumber the positives; however there were several
“mixed feelings” or “unsure” responses.
When asked if the positives outweigh the negatives, responses seemed more equally split between agreement and disagreement, with
some either mixed feelings or unsure.
One person said that they “quit shopping when chains came into my former hometown. It’s boring. Can’t find the ‘unique’.”
Next respondents were asked to indicate their level of agreement with statements regarding commercial development along the
highway corridor.
Statement “The highway corridors are the artery of the community and present the most logical place for new commercial
development.” Overall level of agreement with this statement for all participants was only 2.47 out of 3, a pretty strong level of agreement
which was slightly higher for Township participants.
Statement “Highway commercial development is inevitable and will help the community to survive/grow.” Overall level of agreement
was only slightly lower at 2.44 of 3. This seems to suggest support for this kind of development.
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Statement “I think that improvements such as more landscaping and screening of parking/equipment need to be required of new
highway commercial development.” Clearly there was more agreement with this statement in the Village (rating 2.8 of 3) than the
Township (rating 2.25 of 3). Overall level of agreement with this statement for all participants was 2.41 out of 3.
Statement “I object to highway commercial development because I think we need to concentrate development in places with existing
public infrastructure to increase fiscal efficiency.” There was much less level of agreement in the Township than the Village on this issue,
but overall rating is still very low at 1.76 of 3.
Statement “I object to highway commercial development because it is generally automobile dependent, not accessible to people who
don't have cars, and doesn't support walking.” Again, there is much less agreement from Township residents who probably accept the
need to utilize automobiles for reaching basic amenities and jobs due to a lack of support infrastructure. However, overall level of
agreement on this issue is higher at 2.06 of 3.
Statement “I object to new highway commercial development because it encourages the abandonment versus rehabilitation of existing
buildings and infrastructure.” Many more Village residents were in agreement with this statement than Township residents, which is to be
expected from a municipality with a need to rehabilitate its Downtown. Overall level of agreement with this statement is low at 1.82 of 3.
Next, respondents were asked to list the top 3 reasons they like to live in their community. Responses include the following
(parenthesis indicates number of responses):
 People (friendliness)—almost everyone knows each other (8)
 Small size/rural (4)
 Lake (4)
 Family (family history)/Friends (4)
 Nature/environment/outdoors (4)
 Safety/Security (3)
 Natural beauty of the area (3)
 Great recreation opportunities (2)
 Quality-of-life/lifestyle (2)
 Affordability (2)
 Year round good place to live
 Can do many errands in an hour!
 Small classroom sizes
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Access to lakefront for locals
Still large enough to support businesses
Opportunity for growth
Area
Next, respondents were asked to list the top 3 things the community needs to improve. Responses include the following (parenthesis
indicates number of responses):
 Jobs-full time, benefits (7)
 Social functions
 More business (3)
 Produce availability
 Larger, deeper marina (2)
 Restaurants
 Hospital, medical care (2)
 Keep taxes and utilities down
 Jobs for youth
 Things to do
 Downtown Development
 Shopping choices
 Open an animal shelter in the County
 Communication between local government and
citizens
 Walkability
 Better education/schools
 Streets beyond Downtown
 Community awareness to help the needy
 Youth activities
 Be more self-sufficient
 Roads
 Housing
 Sidewalks
 Retention of youth
 Bike and walking trails
 Advertise-promotion of assets to other States
 Recreation
 Housing loans
 Downtown lakefront living spaces
 More landscaping
 People need to have open minds to change
When asked what, if anything, would make them move to another community, comments included:
 Work/job opportunity/employment (4)
 Nothing/Never, my husband drives 3 hours per day for work!! We love it that much! (3)
 Access to specialty food markets, entertainment, culture, shopping, availability of so many things. Good restaurants!
 Easy access to cultural, recreational, and historical assets.
 Too many tourists.
 Increasing taxing and utilities.
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
Probably only a better paying job, but with the same kind of atmosphere that we have here.
Ideas to appeal to and engage the youth/young adult population include:
 Grow the community
 Arcade
 Provide for their entertainment (4)
 Bowling
 Help them find local jobs (4)
 Smoke free environments
 Skate parks
 More shopping areas
 Keep cops from harassing them
 Ask them
 Community Center
 A problem we need to find a solution for
 Give them something constructive to do. Offer job training for those that cannot go to college.
 Have a day just for them. Downtown. Maybe batting cages, basketball courts, skateboard ramps. This is how kids learn to get
involved, give them a government day so that they learn what goes on and what it takes to run a Village.
Ideas to appeal to/engage the senior population include:
 Free to more economical
 More services and care
 Better housing which should include golf courses, recreation, etc.
 Support – whether it be financial or help with living day to day
 Provide a community that they can afford to live in
 Healthcare
 I think we already do – but could use more upscale downtown housing, assisted living
 You can live in Downtown L’Anse without owning a car, a big plus for seniors and handicapped
 We need solutions!
 Not sure
 Give them a ballroom dance, with music from their generations
 Let them have a weekly article in the Sentinel where they can tell of their experiences growing up or other advice on anything
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Summary of Village Challenges and Opportunities
Following is a brief summary of the public input for this master plan. By far the most frequent comments for enhancement across the
economic, built, social, and natural environments were for public recreational trails and trail networks of various kinds.
County Input
Overall, waterfront development, recreation, and tourism opportunities including trails and bike paths are viewed as high priority
investments within the County. Other priorities follow:
Economic Environment
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Collaborate for economic development area-wide.
Promote tourism strengths including water resources, changing seasons (fall colors), national and state parks, local waterfront
parks, wild berries, beaches, hunting and fishing, wildlife, Sturgeon Gorge, area trails, area history, and unique assets like the
sweet rolls at the Hilltop Restaurant.
Capitalize on economic development opportunities in collaboration with area governments including KBIC. Utilize resources
at Michigan Technological University. Opportunities include internet businesses, business incubators, value-added forest
products, metal fabrication, fiberglass manufacturing, and unique shops. Assets include the publicly-owned waterfront, labor
force, and work ethic. Special concerns include road restrictions, distance to market, a need for balanced growth, and
environmental management. Strategies include a marketing plan. There is a concern for more jobs
Built Environment
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
Enhance area signage and address wayfinding.
The public has strong support for historic site preservation.
Social Environment
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Address citizen concerns with disposal of household items, appliances, and household chemicals. Improve local recycling
options.
Address the recreational needs of an older population.
Natural Environment
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Traditional opportunities such as sight-seeing, beaches, cross-country skiing, hiking, fishing, hunting, and snowmobiling were
recognized as assets.
Protect public access in lakefront development.
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Village Input
Economic Environment
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Ideas for collaboration include cooperative regional marketing, community round-tables, and association of Townships.
The community is interested in sport-fishing opportunities, and suggested a marketing theme, “There’s something fishy about
L’Anse . . .” Promote green-based recreation like bird and wildlife viewing.
Start an initiative to brand L’Anse as a Destination and to create a unique identity. Perhaps a “Community of Choice”, or a
place where people want to stay. This means embracing diversity, providing a place for everyone, and celebrating the
waterfront. Fight “Cruise Control Syndrome” where people pass through with better welcome signage (maybe an interactive
digital sign with information on events along the highway).
Collaborate to enhance the business and educational environments.
o Extend local business hours and provide local entrepreneurial assistance. Support internet businesses and value-added
opportunities as opposed to raw materials. Look into closed-loop industry systems.
o Match curriculum to local skill needs to promote relevancy and further education in those who are not college-bound.
Promote a local food system.
Built Environment
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Implement wayfinding and interpretive signage and information kiosks or maps.
There is a need to maintain housing affordability and to address the transitional residential needs of seniors. Look at the
feasibility of an assisted living facility within walking distance of Downtown. Survey respondents (who were generally an older
age demographic) chose the top housing opportunity as assisted living. Most people wish to stay in the area if they can.
Property maintenance assistance may keep more people in their homes and would improve community aesthetics.
Spruce up public facilities and add picnic facilities. Continue to invest in the waterfront, Downtown, and marina.
Promote context-sensitive mixed-use development (including lodging and evening entertainment) in the Downtown.
The Village has room for expansion in two industrial park areas.
Enhance public access to water resources and invest in local pedestrian and bike trail networks.
Continue investments in streetscapes and sidewalks.
Facilitate infill development.
When surveyed regarding their opinions on big box, national chain retail development, Village residents had high agreement
that these retailers should have to conform to the community’s vision for good design and appropriate location, although they
were generally not opposed to this type of development. Village residents generally support highway commercial development
but were in high agreement that more improvements in landscaping and screening of parking and equipment must be required.
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Social Environment
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There is a need for a family, community, or social center. If the courthouse is vacated, this may be a good place.
Address the need for additional cemetery space.
There is a need to update area ordinances, including zoning.
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Chapter 5: Land Use Planning Trends and Critical Development Issues
Land use is impacted by transportation, the natural environment, economic base, conservation and preservation interests, land
ownership, and the desires of the public. Local government action at all levels (federal, state, county, and local) plays in important role in
land use through regulation and public investment. Public investment in schools, parks, roads, water and sewer extensions, etc all provide
opportunity for development and will often determine what type of development will occur. The natural environment impacts land
development because of topography, soil conditions, drainage potential, and tract size. Conservation land placed into public ownership
provides recreational uses. Local governments are endowed with the ultimate authority for controlling land use through zoning laws and
building and sanitation codes. This establishes parameters within which development can occur. It is important that future land use
decisions be realistic in light of the ability of local governments to provide essential public services in a fiscally responsible manner.
Land Use Planning Concepts and Policy
This section provides a broad overview of important principles relating to land use planning and policy on a national, state, and
regional level. Governmental resources are targeted to accomplishing these aims, thereby impacting local government funding
opportunities.
National
The American Planning Association (APA) publishes policy guides on issues of importance to communities. The APA supports Smart
Growth policies for efficient and sustainable land use practices. This is especially important in rural areas where the limited availability of
public funding means each dollar must accomplish more. Smart Growth does not seek to stop or limit growth, but rather to accommodate
it in a way that enhances the economy, protects the environment, and preserves or improves a community’s quality-of-life. According to
the Smart Growth Network, these policies have been endorsed by over thirty national organizations that work on community design and
development, environmental protection, and public health, including the Environmental Protection Agency (EPA), International
City/County Management Association (ICMA), Institute of Transportation Engineers, Urban Land Institute, and National Association of
Home Builders. Additionally, over 60 public interest groups across the U.S. have joined together for form a coalition called Smart Growth
America. The Growing Smart Legislative Guidebook is a compendium of statutes for planning and the management of change consistent with
Smart Growth Principles.
These Smart Growth tenets are:
 Create a range of housing opportunities and choices
 Create walkable neighborhoods
 Encourage community and stakeholder collaboration
 Foster distinctive, attractive communities with a strong sense of place
 Make development decisions predictable, fair, and cost-effective
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Mix land uses
Preserve open space, farmland, natural beauty, and critical environmental areas
Provide a variety of transportation choices
Strengthen and direct development towards existing communities
Take advantage of compact design
Smart Growth refocuses a larger share of regional growth within existing developed areas already served by infrastructure, and reduces
growth on farmlands and environmentally sensitive areas. It also favors focus on long-range, regional considerations of sustainability over
short-term, incremental, geographically-isolated actions. It embraces a regional view of community. There is an acknowledgement that all
levels of government and the non-profit and private sectors play an important role in policies for efficient use of land and infrastructure,
and that there should be increased citizen participation in the planning process.
Initial development in L’Anse occurred as a response to the need for a working commercial and industrial waterfront. Today, industry
and transportation needs have changed, and the waterfront has new potential as a social space and prime mixed-use redevelopment
opportunity. The APA published a policy guide on public redevelopment, with the premise that sometimes public action is needed to
stimulate activity when the private market doesn’t provide sufficient capital and economic activity to achieve the desired level of
improvement. Such measures may include direct public investment, capital improvements, enhanced public services, technical assistance,
promotion, tax benefits, and other stimuli such as rezoning. Redevelopment generally involves the development or improvement of an
area that was developed at some time in the past but presently suffers from physical deficiencies such as blight or environmental
contamination, or is developed for uses that have become obsolete or inappropriate as a result of changing social or market conditions.
The policy guide suggests that practices of effective and equitable redevelopment include:
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A clearly defined process for determining areas in which the municipality has the authority to engage in redevelopment projects
including prevention and elimination of blight and engagement in public/private partnerships.
A means of choosing partners that is fair, open, equitable, transparent (while protective of trade secrets or other proprietary data),
and demonstrated to be the best choice for the public interest.
Mechanisms to prevent the use of partnerships to subvert the responsibilities that are imposed on the public agency, including
provision of due process, demonstration of public purpose, and an established nexus between the public purpose and the means to
achieve that purpose.
Assurance that public/private partnerships adhere to the adopted plans of the jurisdiction.
Requirements for clearly defined responsibilities and liabilities of public and private partners.
Adherence to these practices in redevelopment agreements is essential to preserve relationships, enhance the municipality’s reputation
to ensure future partnership opportunities, prevent legal challenges, promote fairness, and protect the public interest. Redevelopment is an
appropriate use of public resources to promote public purposes, but should be used in a judicious manner only when necessary to achieve a
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well-defined public purpose. Public intervention to address prevention or correction of blight should be aligned with the degree of need.
The first priority is to utilize tools to assist and extend the value and impact of private investment, but not to supplant private investment.
Eminent domain should be used as a tool of last resort when incentives are insufficient to implement redevelopment plans. There must be
a direct correlation between the degree of public intervention and the degree of public involvement in the process. An open and inclusive
public participation process will prevent accusations of secret government maneuverings and developer favoritism, and will help to balance
the diverse needs and agendas of different groups. In redevelopment projects, care should be taken to assist displaced residents and
business owners.
Public purpose may include redevelopment strategies that embrace sustainable, smart growth by:
 Conserving land resources by attracting new development to infill and brownfield sites rather than converting raw agricultural or
undeveloped acreage
 Taking advantage of existing infrastructure rather than requiring the construction of expensive new infrastructure
 Reusing existing resources
 Recycling materials and structures
 Conserving energy and other non-renewable resources
 Adapting historic or culturally significant existing buildings to new uses
 Improving or restoring natural systems such as streambeds, drainage courses, wetlands, rivers, ports, ambient air quality, and other
ecological features
 Promoting long-term economic sustainability
Redevelopment activities should be an element of a sustainable economic policy rather than be driven by short-term or transient needs.
Projects should also consider regional issues and impacts, and enhance rather than disadvantage surrounding jurisdictions.
Additionally, a fiscally responsible approach to redevelopment ensures that the amount of public or tax increment funding diverted to
redevelopment projects can be shown to advance economic, housing, and blight eradication goals without unduly diminishing the capability
of other taxing entities to serve their consumers. Practices should:
 Place reasonable limits on the amount of tax increment that can be accrued by a redevelopment project area over a specified period
of time
 Set reasonable performance standards to ensure that redevelopment funds are utilized within a certain period of time and in the
manner intended by the redevelopment plan
 Provide adequate opportunities for other governmental entities to receive the accrued taxes once a redevelopment project is
completed or its statutory time period has expired
 Provide sufficient guarantees and protections in the event that the private parties who receive tax benefits withdraw from
participation
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State
The report entitled “Michigan’s Land, Michigan’s Future”, prepared by the Michigan Land Use Leadership Council in 2003 for
Governor Jennifer Granholm has been the basis for many of the State’s land use planning initiatives. The report is largely concerned with
sustainable land use policy that focuses on efficient development practices. For example, the report findings indicate that by the year 2040,
if current land use patterns continue, Michigan’s built or developed areas will increase by 178 percent. That would mean that 17 percent of
Michigan would be developed, compared to the present 9 percent. By comparison, the most built-up state in America now is New Jersey
at 26 percent. On average, the State of Michigan develops its land eight times faster than its population grows, which is an unsustainable
trend with negative implications for efficient public service provision. The report noted a trend among retirees who leave congested areas
for the relative peace of the wilderness, encouraging sprawl in rural areas as they seek prime locations along water courses and in forested
areas. This is a practice that is occurring in many Upper Peninsula counties whose zoning ordinances do not adequately protect these
resources.
These trends have far-reaching consequences for land-based industries such as agriculture, forestry, mining, and natural resource-based
recreation and tourism, which collectively account for 17 percent of Michigan’s total economy. Although Michigan’s agricultural products
are the second most diverse in the nation after California, Michigan is expected to lose a quarter of its fruit-growing land over the next 40
years. Especially pertinent to the Upper Peninsula, land used for mining, agriculture, and forestry often cannot compete with the land’s
value for other uses, and the large contiguous parcels that these industries need for their operations are being fragmented into smaller
blocks, which are less economically viable for these industries.
Outdated zoning policies can also have a negative impact on land use decisions and patterns. For example, zoning for single-family use
at one unit per acre or greater, and land divisions in ten-acre parcels, results in very low-density scattered land use patterns that, over time,
contribute to a reduction in the economic viability of farms and forests, and increased costs of providing government services. Large-lot,
single family development is a less efficient way to utilize land, and may not even address the needs of single-person households which are
increasing in numbers with the aging of the population.
The report also cautions that as people move to destination resort areas to take advantage of the amenities and views, those areas may
lose their defining character and quality if current development patterns continue. Therefore, smarter development patterns are needed.
Government spending patterns often encourage the use of undeveloped instead of already developed areas for new development,
meanwhile, downtowns and traditional neighborhoods suffer from disinvestment and abandonment. Infrastructure policy and spending
have been managed to enable and promote current inefficient patterns of development. Another challenge is that there is also little
planning coordination between the many units of government in Michigan, encouraging a checkerboard pattern of development across the
state. This has serious impacts on wildlife habitat and natural resource protection.
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As citizens and local units of government become more aware of these issues, they begin to question the economic costs of
abandoning infrastructure in the cities only to rebuild it further out, leaving property values to decline in the core. Higher fuel and energy
prices have caused people to question the social and economic costs of the mismatch between new employment and shopping destinations
that are located far from the available workforce and existing neighborhoods. They are questioning the wisdom of abandoning brownfield
sites in older communities in favor of greenfields at the outer edge of existing development, eating up additional open space and natural
resource areas while increasing dependence on the automobile for transportation.
The Michigan Land Use Leadership Council outlines three interdependent goals for government leadership in guiding public and
private land use decisions and policies and moving toward a balance in achieving sustainability. In setting these goals, they acknowledge the
concept that, in most cases, planning and zoning for land use should continue to occur at the local level where the public is best served in a
most cost-effective and efficient level. These fundamental goals are economic prosperity, stewardship of the environment and cultural and
natural resources, and equitable distribution of benefits to all residents.
The ten Smart Growth tenets were used to develop many of the Council’s recommendations. The intent of the various
recommendations was to reduce sprawl and encourage intergovernmental and interagency cooperation in planning for infrastructure and
services that serve large geographic areas.
The primary issues addressed by the council that also reflect issues of concern to L’Anse residents and officials are:
 Resource preservation: preserving agricultural land, forestland, wildlife habitat, and scenic resources that form the basis of
Michigan’s land resource-based industries by enhancing existing programs and creating new incentives for private land owners to
maintain these valuable undeveloped open spaces
 Interagency and intergovernmental collaboration: creating incentives to encourage interagency and intergovernmental
cooperation in addressing land use issues and public investments of more than local concern
 Incentivize programs consistent with the vision: Streamlining state and local government financial assistance and regulatory
programs that support land use practices consistent with the vision and goals
 Affordable housing collaborations: seeking government partnerships with for-profit and nonprofit sectors to create a range of
affordable housing options
 Vibrant core areas: supporting efforts to make Michigan cities more livable by expediting the reuse of abandoned properties,
controlling blight, facilitating private investment, encouraging mixed-use development, improving transportation options,
supporting a full range of housing options, and attracting and retaining residents who can contribute to the viability of our urban
core areas
 Infill development: making better use of existing public infrastructure by encouraging public and private investment in already
developed areas and targeting investments to maintain the public infrastructure already in place, “Fix-It-First”
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Encourage compact, mixed-use development: providing new tools to local government to encourage better land use decisions
to support this efficient development pattern
Adaptive reuse: promote the adaptive reuse of historic buildings in urban cores
The report calls for State agencies to be a model for these principles by adopting the following policies when locating their facilities,
and this could serve as a model for local governments when locating new development:
 First consider the adaptive reuse of historic buildings or reuse of existing buildings within urban area
 If no suitable facilities are available, plan the construction of new buildings within built-up areas that have adequate existing
infrastructure
 Avoid construction on greenfield sites or at locations that require the construction of new infrastructure unless the constituency
served or programs require a rural/open space setting
 Support other public investments in urbanized areas, including providing incentives for constructing new schools and renovating
schools within existing town centers and encouraging shared use of athletic facilities
Regional
The Baraga Conservation District Strategic Plan outlines several goals and strategies in support of state and local initiatives. These
goals include supporting the local agricultural industry, promoting stream bank protection measures including conservation riparian buffer
strips, and promoting area agricultural products and marketing improvements. They also support a project to provide an adequate outlet
for Linden Creek to alleviate flood problems in the Village of L’Anse. They support adequate zoning regulations that discourage
ownership fragmentation, and support enhanced permanent public access to Lake Superior.
A regional plan was created for the 15 counties of the Upper Peninsula and two border counties of Wisconsin. The report is entitled,
“An Economic Opportunity Study for the Michigan Upper Peninsula / Wisconsin Border Region”, September, 2009. The report calls for
the determination of need for further Great Lakes deep water port and marina development.
Regional Land Use Patterns
The Village of L’Anse is surrounded by L’Anse Township and Lake Superior. It is therefore very important to coordinate long-term
planning initiatives with L’Anse Township in particular, along with other municipalities in Baraga County such as the Village of Baraga. It
is also important to coordinate planning efforts with the Keweenaw Bay Indian Community, which has a strong presence in both L’Anse
Township and Baraga. L’Anse Township is involved in a concurrent process to develop a Master Plan and Zoning Ordinance update, and
efforts have been taken to focus on joint concerns, opportunities, and processes to ensure a more comprehensive view and plan for a
continuous and complimentary development pattern. It is also important to create a consistent regulatory environment to increase
opportunities for shared enforcement, and to encourage development through consistent practices.
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Neighboring Jurisdictions
L’Anse Township
L’Anse Township surrounds the Village on three sides. Much of the land in the Township is in State or Federal ownership, or placed in
Commercial Forest Reserve, so opportunities abound for open space and natural resource-based recreation. Most development potential is
located along the US-41 corridor, along the Lake Superior shoreline, and adjacent to Village boundaries. Current land uses in the
Township are generally complimentary to those of the Village, although agricultural opportunities could be enhanced to serve both
municipalities. The relocation of Baraga County Memorial Hospital from the Village to the Township will divert some office uses and
traffic away from the Village. Uses along the US-41 corridor leading into the Village are generally a mix of commercial and single-family
residential. This corridor is important as a gateway to the Village and is an opportunity for enhancement activities. The Township is a
source of natural resource and recreation opportunities to compliment those available in the Village. Large commercial development
opportunities may be drawn to the Township due to the availability of vacant land, although the Village has available land on its western
border along the corridor between the Villages of Baraga and L’Anse.
Keweenaw Bay Indian Community
The L’Anse Reservation of the Keweenaw Bay Indian Community (KBIC) consists of a little over 92 square miles, divided into about
68 square miles in L’Anse Township, 19 square miles in Baraga Township, 2.5 square miles in Arvon Township, 2 square miles in the
Village of Baraga, and 0.5 square mile in the Village of L’Anse. The majority of development on the L’Anse Reservation is concentrated in
and around the Village of Baraga, portions of L’Anse Township and Baraga Township bordering the Village of L’Anse and Village of
Baraga, and the community of Zeba north of L’Anse. KBIC does not currently have zoning regulations, and allows lands that are not
directly controlled by the Tribe to remain subject to existing regulations of associated jurisdictions within reservation boundaries, including
Baraga Township, L’Anse Township, and the Village of L’Anse. KBIC is currently creating a Land Use Management Plan that will detail
future land use patterns on the reservation. It is unclear at this time what mechanisms may be put into place to implement this plan,
however, it is likely that the future land uses as detailed in the Village of L’Anse and L’Anse Township plans will be consistent with and
complimentary to the values and vision of the Tribe. All jurisdictions have expressed interest in a coordinated vision and opportunities for
collaboration.
Factors Affecting Land Use
Some factors influencing land use include the public interest, transportation infrastructure, land ownership, land value, natural
environmental conditions, and economics. These factors are discussed in relation to land use patterns in the Village of L’Anse.
Public Interest
Land use is influenced by social or public purposes and interests such as conservation, recreation, preservation of heritage sites and
viewsheds, development of a sustainable community, creation of affordable housing, provision of public services, and enhancement of job
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opportunities. It is the responsibility of local government officials to
be aware of various local interests, and to enact balanced policies and
regulations to further the public welfare. An extensive public
participation process supported the framework for this master plan
and future land use plan, and findings are documented in Chapter 4.
Transportation
The Village of L’Anse originally developed around its role as a
transportation hub on a Great Lakes waterway. It served as a
gateway for the export of natural resources. It is still very important
to preserve and enhance the rail and port transportation modes in
the Village, and to maintain the highway system that has become the
most vital regional commercial link.
Land Ownership
The interests of property owners often dictate land use. Figure
5-1 details property ownership as of May 2009. It establishes
ownership categories including civic organizations, the hospital,
utility/energy companies, public schools, the local economic
development corporation, KBIC, the County, the State, L’Anse
Township, and the Village. The rest of the private property is
categorized by the address of the owners, such as an owner with a
L’Anse address, other Upper Peninsula address, or out-of-the-area
ownership. Absentee ownership is sometimes a problem when it
comes to property maintenance or redevelopment options.
As can be seen in the map, the majority of the out-of-area
ownership in the Village is related to CertainTeed Corporation,
which is obviously not an absentee owner situation. Most of the
private land in the Village is owned by L’Anse residents, and almost
all of the public land is owned by the Village or L’Anse school
district. The Village owns key properties that are parks, public
facilities, natural areas, and government buildings. Some land in
Village ownership is also for the development of commercial, office,
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Figure 5-1: Village property ownership
2011
or industrial opportunity. The EDC and
KBIC also own land for commercial or
industrial opportunity. The property in
hospital ownership will likely change
hands soon as the property is
transitioned into another use.
Land Value
The amount that a person is willing
to pay for property is related to its
intended land use and locational qualities.
Land in core areas with existing
infrastructure and land suitable for
development is generally valued highest.
Land adjacent to water bodies is also
generally high in value.
Figure 5-2: State Equalized Property Values
State Equalized Values L'Anse Township
Agricultural Property
Commercial Real Property
Industrial Real Property
Residential Real Property
Timber‐Cutover Real Property
Personal Property
Total Real and Personal Property Baraga Total
2006
$ 198,552
$ 10,281,630
$ 8,661,639
$ 64,814,771
$ 6,765,153
$ 8,503,013
$ 99,224,758
$ 283,602,138
Percent of County
2%
63%
59%
33%
24%
47%
35%
2009
$ 199,497
$ 9,935,705
$ 10,926,996
$ 75,651,936
$ 7,522,445
$ 11,225,658
$ 115,462,237
$ 348,818,172
Percent of County
2%
56%
60%
30%
22%
53%
33%
Figure 5-2 illustrates the state equalized value of property per category in L’Anse Township (including L’Anse Village). Agricultural
property currently accounts for only 2 percent of the value of L’Anse Township. Within Baraga County, the municipalities with the highest
agricultural property values are Baraga and Covington Townships.
L’Anse Township maintains the greatest proportion of value of commercial, industrial, residential, and personal property in Baraga
County. Most of the timber-cutover real property is located in Arvon, Covington, and L’Anse Townships. From 2006 to 2009, the
Township proportion of County property values declined slightly from 35 percent to 33 percent, although total real and personal property
values in the Township increased in this three year period.
Natural Environment
The physical environment impacts land use through soil suitability, topographic, and hydrological factors, and limitations based on
environmentally sensitive areas, wildlife habitat, and hazardous substances. These factors were explored in the Village Resources section
(Natural Environmental Resources) and contribute to an understanding of future land use options.
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Economics
Economic considerations must often be weighed against other
considerations as detailed above in determining land use patterns.
The contemporary economic outlook impacts future development
decisions. The drive for new job creation, the preferences of area
investors, and the need for tax revenues impact local land use
decisions. Property is usually developed or redeveloped into the
land use that provides the highest return for the property owner
while still meeting the restrictions of local land regulation. Local
governments can impact future development trends by
subsidizing a particular development type that may not yet be
economically viable, yet is in the public interest.
Village of L’Anse Current Land Use and Development
Patterns
Current land use is shown in detail on the Current Land Use
map at right, including the following:
1. Natural Areas (dark green)
2. Park/Recreation/Open (light green)
3. Utilities (Village in light brown, other in dark brown)
4. Industrial (CertainTeed in dark purple, EDC in
medium purple, and general industrial in light purple)
5. Institutional (State government in bright pink, County
government in medium pink, Township government
in light pink, and Village government in medium tan,
with Village parking in black. Schools in very light
tan, and other institutions such as organizations,
churches, and medical facilities in shades of
grey/purple)
6. Multi-Family Residential (orange)
7. Commercial/Office (red)
8. Suburban-type Residential (avocado green)
9. Waterfront Residential (light turquoise)
10. Traditional Neighborhood (yellow)
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Figure 5-3: Current Land Use
2011
The industrial areas are mostly confined to the industrial park on the southeast side of the Village, the south shore of Keweenaw Bay
(CertainTeed), and the southwest portion of the Village, all near the highway corridor. The commercial area is mostly concentrated in two
areas of the Village, along the U.S. Highway 41 corridor and in the Downtown. The Falls River corridor and sections of the northeast side
of the village have been kept mostly as a natural area with some larger lot residential. The rest of the Village is a mix of residential, small
commercial, and institutional buildings.
The Village is fortunate to have a compact development pattern that is well-suited for non-motorized forms of transportation.
Existing and Potential Land Use Conflicts
Because most of the high intensity land uses are located along the highway corridor where there is no adjacent residential development,
these kinds of conflicts are minimal in the Village. Development has currently not impeded scenic views from the bluffs in the Village.
Multi-family and high density housing is sufficiently buffered from other residential types. There are no land use conflicts with
surrounding jurisdictions at this time.
There are concerns that land uses along the Falls River and Linden Creek may negatively impact water quality. These concerns should
be addressed through appropriate buffer and preservation regulations, and through proper stormwater management practices along these
water corridors. One example of a conflict between a public interest and private property interest is that the community desires to enhance
lakeshore access and to create a multi-use trail across the industrial property of the CertainTeed Corporation, which is an idea that has not
yet been embraced by the company. There is currently some conflict with large logging trucks utilizing the streets of Downtown,
prompting the community to consider a by-pass road. The Village also plans to implement mixed-use development in the core areas and
along major corridors. This form of development will require regulations to provide appropriate buffers and operations standards to
ensure continued compatibility.
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Development and Redevelopment Opportunities
Higher intensity business and industrial development opportunities exist along the undeveloped western highway corridor area and in
the current eastern industrial park area. There are still some undeveloped residential areas in northern portions of the Village.
There are some underutilized properties along the central portion of the highway corridor that could be redeveloped. There are also
some underutilized buildings and parking lots in the Downtown area with redevelopment potential. The soon-to-be former hospital
property is a prime redevelopment opportunity along with a few properties along the waterfront in Downtown.
Summary of Land Use Considerations
Village land use policies will be consistent with Smart Growth tenets, which include creating a range of housing opportunities and
choices; building walkable neighborhoods; encouraging community and stakeholder collaboration; fostering distinctive, attractive
communities with a strong sense of place; making development decisions predictable, fair, and cost-effective; mixing land uses; preserving
open space, farmland, natural beauty, and critical environmental areas; providing a variety of transportation choices; strengthening and
directing development towards existing communities; and taking advantage of compact design.
The Village will implement land use policies that refocus a larger share of growth within existing developed areas already served by
infrastructure. Policies will focus on long-range, regional considerations of sustainability and a regional view of community. The Village
recognizes important roles for the public, private, and non-profit sectors as well as citizen participation in the development process.
The Village recognizes that sometimes public action is needed to stimulate redevelopment when the private market cannot feasibly
provide the desired level of improvement. Village practices for effective and equitable redevelopment will include a clearly defined process
for identification of redevelopment opportunities and partnerships that best serve the public interest; a fair, open, equitable, transparent
means of choosing partners; achieving due process, public purpose, and a nexus between public purpose and the means of achievement;
adherence to Village plans; and clearly defined responsibilities and liabilities for public and private partners.
Redevelopment will be utilized to achieve a well-defined public purpose. The first priority will be to assist and extend the value and
impact of private investment, but not to supplant private investment. Eminent domain should be used as a tool of last resort. An open
and inclusive public participation process will be utilized for redevelopment projects. Acceptable strategies address public purposes such as
conserving land resources with infill development, increasing utilization of existing infrastructure and resources, recycling and reusing
materials and structures, conserving energy, improving or restoring natural systems, and promoting long-term economic sustainability.
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Chapter 6: Strategic Plan
This strategic plan is divided into specific plans for future land use, economic development, resource enhancement, infrastructure
enhancement, zoning, and implementation. Each specific plan contains an introduction to policy considerations and strategies for
collaboration. The policies presented support the goals and objectives selected to guide implementation in the Village of L’Anse. The
Village Vision Statement forms the basis for all policies, goals, objectives, and strategies contained in the strategic plan.
The goals and objectives are like a Village “To Do” list that lets leaders, business owners, prospective investors, and citizens know what
is wanted, needed, and supported. Goal statements reflect the needs, values, and desires of the community: they are like answering the
question, "what do you want out of life?" Objectives are more specific and measurable tasks that may have a short-, mid-, or long-term
focus leading to the accomplishment of goals.
Village Vision Statement
In 2020, the Village of L’Anse will be recognized as a “Community of Choice” that has embraced diverse opportunities and
achieved community resilience. Residents, property owners, and visitors will experience high quality-of-life resulting from
collaborative and aligned practices in support of healthy and sustainable economic, built, social, and natural environments.
L’Anse will continue to be the place where people feel safe to put down roots and build for the future.
Future Land Use Plan
This portion of the Strategic Plan addresses policies, goals, and objectives for sustainable land development and growth. Content
includes future land use policy, future land use descriptions and map, comparison of current and future land use, staging of growth, and
potential partners for future development. This section addresses Goal #1: Smart Growth, and Goal #2: Sustainable Development.
Future Land Use Policy
The future land use plan was developed to be consistent with the input of residents as well as national, state, and regional policy and
best practices as outlined in Chapter 5. It is designed to meet the future needs of the community for economic, social, and environmental
sustainability.
Smart Growth Policy
Village land use policies will be consistent with Smart Growth tenets, which include creating a range of housing opportunities and
choices; building walkable neighborhoods; encouraging community and stakeholder collaboration; fostering distinctive, attractive
communities with a strong sense of place; making development decisions predictable, fair, and cost-effective; mixing land uses; preserving
open space, farmland, natural beauty, and critical environmental areas; providing a variety of transportation choices; strengthening and
directing development towards existing communities; and taking advantage of compact design. See Chapter 5 for a more in-depth
discussion.
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The University of Pennsylvania developed indicators to translate sustainability principles, such as Smart Growth, into quantitative and
qualitative measures that the Village of L’Anse can use to gauge success. Calculation of these indicators can also enhance the Village’s
ability to receive funding to address sustainability. Indicators relating to Smart Growth include:
 Proportion of infill redevelopment to new greenfield development – goal to increase
 Number of mixed-use developments – goal to increase
 Density of population contained in locations with access to public transportation – goal to increase
 Density of housing – goal to increase
 Proportion of affordable housing – goal to increase
Indicators relating to Local Energy & Food Production include:
 Total energy use per capita – goal to reduce
 Energy use per dollar of industrial output – goal to reduce
 Proportion of renewable fuels – goal to increase
 Local food production – goal to increase
 Loss of agricultural land – goal to decrease
Sustainable Development Policy
Concerns about sustainability have grown as people question whether the Earth’s resources will be able to meet the demands of a
growing human population with rising aspirations for consumption and quality-of-life while maintaining the rich diversity of the natural
environment. Balance must be maintained between economic opportunity, quality-of-life, biodiversity of the natural environment, and
sustainability of life-support systems. Issues of global concern include global warming, soil degradation, deforestation, species extinction,
declining fisheries, and economic inequity. Unsustainability results from overconsumption, population growth, dependence on nonrenewable resources, pollution, environmentally and socially destructive development patterns, inequities in resource distribution, and
limited public participation. In the United States, particularly unsustainable development practices include sprawl development patterns,
loss of agricultural land and open space, depletion and degradation of water resources, loss of wetlands, traffic congestion and air pollution,
and disproportionate exposure to environmental hazards due to poverty. Solutions require a future-oriented vision and upholding an ethic
of stewardship that encourages individuals and organizations to take full responsibility for the economic, environmental, and social
consequences of their actions.
The use of fossil fuels, besides being unsustainable since it is a non-renewable resource, contributes to increased carbon dioxide
concentration and greenhouse gases in the atmosphere, which contributes to global warming and air pollution. The increased
concentration of extracted underground metals, minerals, chemicals, and synthetic substances that do not easily break down creates
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increasing toxicity in natural systems jeopardizing ecosystems, wildlife, water supplies, soil, food, and human health. For these reasons and
others, The American Planning Association (APA) presents the following land development actions to support sustainability:
 Reduce dependence upon fossil fuels, underground metals, and minerals by promoting:
o Compact development that minimizes the need to drive
o Integrating a mix of uses within walking or bicycling distance
o Human-scaled development that is pedestrian-friendly
o Home-based occupations and work that reduce the need to commute
o Local food production and agriculture that reduces the need for long-range transport of food
o Minimizing energy use
o Development of renewable energy sources
o Use of regenerative energy heating and cooling source alternatives to fossil fuels
o Provision of housing near places of employment
o Selection of building materials with low embodied energy which require less energy-intensive production methods and
less long-distance transport
o Development near existing transport systems, minimizing the need for new road construction
o Discouraging the use of products that utilize packaging derived from non-renewable, non-degradable resources
 Reduced dependence upon chemicals and unnatural substances through:
o Use of chemical-free and toxic-free building materials
o Landscape design standards that minimize the use of pesticides and herbicides
Environmental Protection Policy
Chapter 3: Village Resources contains policy information on watersheds, coastal areas, wetlands, forests, fish, and wildlife in the section
on Natural Environmental Resources. Many national organizations formulate and drive policy for environmental protection, and a
complete presentation is not possible here. The Village of L’Anse intends its land use goals and strategies to be aligned with national, state
and regional policies. This section is supplemental to the information already presented.
Wetlands are a valuable resource that should be protected through a sustainable development program. As part of a complex system,
wetlands perform many functions that are vital to economic, environmental, and human health. They also provide food, shelter, breeding,
spawning, and nesting grounds for species of fish and wildlife. Because of their importance, a number of federal regulations protect
wetlands by slowing the rate of loss. The American Planning Association (APA) has drafted a set of policies to guide local governments in
providing further protection for wetlands. The following is APA’s general policy on wetlands.
The American Planning Association and its Chapters support legislation and other actions to achieve the goal of
no overall net loss of the nation's remaining wetland's resource base, as defined by acreage, volume, location,
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type, and function. In order to achieve the no net loss goal, APA and its Chapters support legislation and other
actions to enhance, restore, and create wetlands where feasible, in order to increase the quality and quantity of
the nation's wetland resource base in conjunction with other natural resource protection policies. However,
replacement of existing wetlands should be considered only after avoidance and minimization, and only where
the wetland function in-kind can be replaced within the same sub-watershed.
In order to accomplish this goal, the APA has drafted a list of specific policies which are summarized below.
 Support a science-based mitigation policy including two ways of determining the location and characteristics of a wetland
restoration or replacement project. The first is a watershed approach. This approach takes detailed data such as
landowners, hydrology, climate, historic wetland distribution, and existing environmental stresses from the entire watershed.
The second approach should be used when data for the entire watershed is not available. This approach bases the amount
of wetland replacement on four factors, 1) the degree of disturbance 2) the complexity and likelihood of successful
mitigation of the damaged wetland, 3) the time necessary for the replacing wetland to achieve full functionality 4) the
location of the replacement wetland.
 Support public-private partnerships to improve wetland management. These partnerships should take place in all levels of
government and use tools such as land trusts and conservation easements.
 Local governments can support amendments to Section 404 of the Clean Water Act by:
o Participating in a watershed approach to both the permitting process and mitigation requirements through
development of comprehensive wetland management plan in cooperation with federal, state, and other local
governments. These plans must ensure intergovernmental coordination and achieve the no net-loss goal, with an
emphasis on the avoidance of wetland impacts.
o Establish a comprehensive program that provides tax-based and other financial incentives to encourage landowners
and land trusts to protect wetlands, and to provide funds for public and semipublic acquisition, in full or in part,
where appropriate;
o Utilize cluster or conservation development to protect wetlands;
o Prioritize consistent protection for critical resource waters and habitat for threatened and endangered species.
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As shown in the wetland map in the Natural Resources section of Chapter
3, the Village of L’Anse has few wetlands within the Village boundaries.
Adopting policies similar to the ones listed above will ensure that existing
wetlands within the Village boundaries will stay protected. However, the
Village can take a proactive role in comprehensive water and habitat
protection by actively restoring wetlands in key locations as identified on the
Wetland Map in Chapter 3 and in coastal areas. By protecting wetlands, the
Village will benefit not only ecologically but also economically. Wetlands
provide opportunities for bird watching and other nature-based activities that
attract tourists to the area.
Water is a life-sustaining resource and quality of this resource is of vital
importance to all forms of life. Due to the complex nature of water issues,
both surface and ground water, the APA has developed a three part general
policy and more specific policies relating to water resources. The following is
APA’s general policy on water resources:
Wetland birdwatching.
Water should be treated as a collective public resource and managed in a sustainable manner.
1. Water should not be consumed to such an extent so as to:
 Interfere with its reasonable use by others;
 Impair the ability of a water resource to be naturally replenished;
 Impair its ecological, recreational, or navigational functions.
2. Water should not be discharged in such a manner so as to:
 Interfere with its reasonable use by others;
 Create hazardous conditions (e.g., erosion, sedimentation, flooding and subsidence);
 Impair its ecological, recreational or navigational functions.
3. Pollution and other manmade threats to water resources should be minimized.
Specific policies to accomplish the general goals include:
 Support legislation requiring land use and health regulations for source water protection in order to protect the existing
water quality and capacity of aquifers and surface water resources.
 Support legislation requiring the metering and leak detection of all significant private or public community drinking water
systems service connections as well as all major industrial or commercial uses.
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Support legislation to manage stormwater runoff and its attendant water pollution risks by encouraging appropriate land
uses in areas of sensitive water resources, and supporting the establishment of local development standards that incorporate
better site design and best management practices for managing impacts on surface and ground water resources.
Support legislation, with adequate federal funding to require periodic comprehensive updating of Wastewater Facility Plans,
consistent with local comprehensive plans, as a condition for receipt of state revolving loans or grants. Along with Facility
Plans, the APA supports proper maintenance and management of individual and community waste water systems. The
process for updating facility plans should be coordinated with revisions to community comprehensive plans.
Promote biodiversity and habitat recovery by supporting programs that reduce hydrological alterations and deterioration of
habitat quality and the deterioration of water quality.
Support legislation to reauthorize and expand federal funding under the Clean Water and Safe Drinking Water Acts for
water infrastructure and to reauthorize the Coastal Zone Management Act. This would provide continuing funding for
nationally important water quality, infrastructure and resource protection programs, while addressing the critical issues of
controlling nonpoint sources, enhancing coastal resources, and protecting national estuaries and outstanding waters.
Support legislation providing opportunities for the integrated management of ground and surface water supplies, and
funding for research on strategies for the integrated management, monitoring, and use of surface and groundwater.
The Village of L’Anse is located on the shores of the largest freshwater lake in the world, and many communities (both human and
natural) depend on the quality and viability of this resource. While Lake Superior provides drinking water for human communities and
habitat for natural communities, it is also a source of livelihood and recreational opportunity for some residents. Adopting and
implementing policies similar to those above will help ensure the protection of Lake Superior and its feeder lakes and rivers throughout the
area.
A comprehensive sustainable development program must also address habitat protection for animal and plant populations. The
APA’s policy guide on Endangered Species and Habitat Protection says; “Protecting natural system functions (e.g., water and air
purification, flood attenuation, speciation, and nutrient recycling) is critical to the support of human, animal, and plant populations. As a
result, it is critical that efforts are made to incorporate natural resource protection at all levels of government in order to protect natural
communities prior to species or their habitats becoming endangered or extinct.” The APA supports the implementation of the
Endangered Species Act, and has developed the following goals relating to its implementation:
APA and its Chapters support legislation and policies that are designed to plan for the preservation of wildlife
habitat in order to minimize the possibility of plant and animal species becoming endangered or extinct.
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Using guidelines developed by the states, valuable wildlife habitat resources should be identified at the local and
regional levels at the earliest stages of planning. This information should then be incorporated into local or
regional master plans in order to prevent habitat destruction that threatens potentially vulnerable species and in a
manner that protects these sensitive resources from public intrusion, collectors, or other damage. Habitat
protection ideally should be as much an element of a master plan as housing and transportation.
The purpose of this approach is to minimize or avoid the listing of species as endangered. Rather, the emphasis should be on
protecting ecosystems on a comprehensive basis instead of relying on a narrow, single-species piecemeal approach. Preservation and
protection of animal and plant species and their habitat is important for ecological balance, not just to support the human population.
Specific policies to establish the general policy include;
 Use innovative development policies and practices to ensure the protection of natural systems. This includes evaluating the
impact of land uses on natural systems, and establishing buffers around environmental sensitive areas.
 Protect species that have become threatened or endangered.
 Encourage private landowners to develop Habitat Conservation Plans where endangered species have been identified.
 “…Endorse the following policies and techniques for habitat protection planning (1-5 adopted from “Habitat Protection
Planning; Where the Wild Things Are – PAS Report 470/471):
o Maintain large contiguous areas of open space, rather than fragmented parcels.
o Establish priorities for habitat and species protection so that the distribution and abundance of these species is not
compromised.
o Protect rare vegetative features and steer development toward more “common” areas.
o Coordinate local habitat protection efforts throughout the region in which endangered species have been identified.
o Balance public recreational opportunities with habitat protection efforts.
o Restoration/creation of habitat should be a component of the protection plan although priority should be given to the
protection of existing high quality habitat.
o Identify and protect wildlife corridors which can be incorporated into the habitat protection plans as linkages to larger
blocks of land; this would include riparian corridors and other greenways.”
Specific land development actions that support environmental sustainability, per the APA, include:
 Reduction of activities that encroach upon nature through:
o Guiding development to existing developed areas and minimizing development in outlying, undeveloped areas
o Maintaining a well-defined “edge” around each community that is permanently protected from development
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o Remediation and redevelopment of brownfield sites and other developed lands that suffer from environmental or other
constraints
o Promote regional and local designs that respect ecosystems and natural functions which support human communities
o Creation of financial and regulatory incentives for infill development (and elimination of disincentives)
o Reuse of existing buildings, sites, and materials for development
o Compact and clustered residential development, including reduced minimum lot sizes
o Removal of code obstacles to using recycled materials for building
o Recycling of building construction waste materials and appropriate deconstruction techniques
o Responsible stormwater management that reuses and restores the quality of on-site runoff (example, constructed marsh
or wetlands systems)
o Reduction or elimination of impervious paving materials
o Link development policies to carrying capacity of natural systems and community facilities
o Development patterns that respect natural systems such as watershed and wildlife corridors
o Promoting the preservation and planting of trees and other vegetation that absorb carbon dioxide and air pollutants
Appropriate and context-sensitive development that respects sensitive environmental areas through:
o Guiding development away from floodplains and beaches
o Preserving or restoring wetland areas along rivers for natural flood control
o Preservation and enhancement of water quality
o Reduction in water use
o Recharge of groundwater basins
o Use of natural stormwater techniques that enhance and restore natural habitats
o Prevention of wetland destruction and restoration of degraded wetlands
The University of Pennsylvania presents the following indicators as quantitative and qualitative measures to gauge sustainability factors
for environmental protection:
Air Quality
 Total quantity of air pollutants per capita – goal to reduce
 Total greenhouse gases – goal to reduce
 Average fuel consumption (per fleet or per capita) – goal to reduce
Water Quality
 Total water use per capita – goal to reduce
 Number of days not meeting drinking water quality standards – goal to reduce
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Maintenance of Ecosystem Integrity
 Proportion of contiguous habitat – goal to increase
 Fragmentation of habitat – goal to reduce
 Complexity of connectivity of habitat – goal to increase
 Amount of high quality habitats that are protected – goal to increase
 Quantity of invasive plant species – goal to reduce
 Quantity of invasive animal species – goal to reduce
 Amount of unique landscape features that are protected – goal to increase
 Quantity of high quality wetlands – goal to increase
Future Land Use Descriptions
The following future land use descriptions support the above policies for sustainable land development. Categories include:
Protection Zone (Shoreline, Riparian, and Bluff)
Urban Forest Preservation & Recreation
Park and Community Recreation
Traditional Neighborhood Residential
Suburban Neighborhood Residential
Waterfront Residential
Cluster Residential Development
Mixed-Density Residential
Integrated Mixed-Use
Corridor Mixed-Use
Business Park / Light Industrial
General Industrial
Low Impact Development
School Institutional
Utility
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Figure 6-1 displays the Future Land Use Map. The Protection Zone
(black dot areas) is intended to address sensitive environmental areas
along shorelines, waterfronts, riverbanks, steep slopes, bluffs, etc, and
to distinguish these areas by a need to implement low impact
development or preservation principles. This future land use category
is meant to preserve scenic views, reduce erosion potential, and protect
water quality while making sure these natural areas contribute to the
unique Village character and are available to future generations.
The Urban Forest Preservation and Recreation future land use category
(solid dark green) is intended to protect unsubdivided natural areas.
This allows the Village to retain some contiguous natural areas that can
be utilized for greenbelts, wetlands, scenic areas, wildlife habitat, and
low intensity outdoor recreation. Other uses may be accommodated at
low density and low intensity.
The Park and Community Recreation future land use category (light
green) designates areas of higher intensity outdoor recreation
opportunity, park uses, and the cemetery.
The Traditional Neighborhood Residential future land use category
(yellow) is “traditional” in the sense that these neighborhoods
dominated the landscape during the original development of the
Village. This area contains primarily one- to two-story single family
homes on small lots within a network of well-connected, rectilinear
(grid) street systems with sidewalks. Homes are interspersed with
neighborhood offices or businesses, churches, and parks. Varied
occupancy exists within these neighborhoods which are located in close
proximity to the amenities and services necessary to urban living.
These neighborhoods are of higher density and are characterized by
pedestrian amenities such as sidewalks, street lighting, and compact
development. In general, buildings closely frame vibrant streets that
are designed for pedestrian convenience.
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Figure 6-1: Future Land Use
2011
The Suburban Neighborhood Residential future land use category (tan) designates areas with primarily single-family residential uses on
larger, sometimes irregular lots along curvilinear streets or cul-de-sacs. They are located in the transition areas between the denser
residential areas and natural areas. Some of these neighborhoods currently lack pedestrian circulation systems such as sidewalks, which
should be remedied in the future, but trail systems and amenities may be substituted. The feeling is of a private enclave of residences in a
more rural setting separated from most other uses, although some neighborhood-serving mixed-use is acceptable.
The Waterfront Residential future land use category (light turquoise) consists of areas with one- and two-story single-family homes directly
on the waterfront (Keweenaw Bay). Some are separated from the waterfront by a roadway, but most are placed close to the waterfront or
the roadway. Structures generally include lakefront decks and porches to maximize the outdoor experience and connection with the lake.
Homes directly on the waterfront may include accessory structures such as docks and boathouses. Lakeshore residential development is
still a valuable and rare commodity in most communities where traditional industrial or commercial uses along the waterfront are in
transition. This kind of development has the potential to attract investment. For this reason, it is important to protect property values and
natural resources in this area. It is important to respect scenic public views and to enforce standards for the protection of water and
environmental quality. It is important that runoff from impervious surfaces be drained toward bio-retention areas or riparian buffers to
minimize adverse impacts on the lake. The use of permeable surfaces with filter areas should be encouraged.
The Cluster Residential Development future land use category (yellow with red dots) represents a form of development that is meant to
achieve a balance of higher density residential development and allocated, set-aside conservation areas. Alternative home types, such as
attached housing and accessory dwelling units, shall be accommodated to increase opportunity for compact development and maximize
open space. This future land use will feature a pedestrian circulation system and shared community facilities that address amenities not
accommodated in the small homes. Sensitive natural features will be integrated and preserved along with habitat areas. Intensified
environmental protection, landscaping, and screening principles will be applied. Low impact development principles will be utilized.
The Mixed-Density Residential future land use category (orange) is primarily an area with a concentrated mix of housing types including
single-family homes, duplexes, quadplexes, apartments, and condominiums mostly within the Traditional Neighborhood context. Some
neighborhood-serving non-residential uses that are compatible with residential formats are allowed for convenience of residents and to
reduce necessary automobile trips. Varied occupancy exists within these neighborhoods which are mostly located in close proximity to the
amenities and services necessary to urban living. This future land use is intended to promote a sense of community and neighborhood
vitality. A framework of well-connected, grid street systems with sidewalks within a compact form allow the efficient provision of
infrastructure. A diversity of housing types for various income levels is encouraged. Pedestrian and bicycle circulation is very important in
this area.
The Integrated Mixed-Use future land use category (brick) includes the Downtown with branching areas along Broad Street and Main
Street up to Eastern Street. Structures primarily have shallow setbacks with sidewalks separating the structure from the street. Building
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forms include generally one- to three-story commercial structures or residential structures (although greater heights may be allowed), some
of which have been retrofitted with commercial fronts. A mix of uses is accommodated including retail, commercial, office, civic, services,
and diverse residential. The pedestrian landscape is of primary importance, as is accommodation of bicycle traffic with bike lanes and bike
racks. Because of the linear nature of this mixed-use District, the provision of intermittent year-round public spaces is important to
enhance social interaction and the pedestrian experience. Seasonal outdoor cafes contribute to the active vitality of this area. On-street
parking should be maximized to support customer convenience and walkability. The requirements for off-street parking should be
minimized to enhance the pedestrian landscape and ensure compatibility with the surrounding traditional neighborhoods. Landscape
buffers should be utilized around the perimeter of surface parking lots. Snow management is very important in this area to ensure yearround economic viability.
The Corridor Mixed-Use future land use category (bright red) includes the US-41 corridor area which provides a concentrated and
convenient location for larger regional- and local-serving auto-oriented uses. The area is characterized by development along a four-lane
highway dominated by mostly auto-oriented uses, including some with drive-thru lanes. Surface parking must be accommodated but is
preferably located in the rear of the property or screened or buffered from view. Access is generally from the highway but shared access is
encouraged to preserve highway safety and function. Uses are primarily office and commercial. The area is intended to incorporate
various transportation modes, including all season non-motorized connections (i.e. sidewalks, pathways, and trails) to increase the ease,
safety, and convenience of walking and bicycling from surrounding neighborhoods. Future development or redevelopment will include
improvements to the pedestrian realm, bicycle network, road crossings, and landscaping. Redevelopment will include the addition of trees,
landscaped buffers, and bio-retention areas.
The Business Park / Light Industrial future land use category (light purple) is intended to be reserved for all-enclosed light industry and
commercial uses in a park-like setting that respects natural resources by incorporating low-impact development standards and stormwater
management best practices. Winter-city design principles will be implemented with all new development to enhance the pedestrian
environment and ensure climate compatibility. Energy-efficient design and climate-sensitive and environmentally-friendly landscaping
techniques will be rewarded through increased density allowances, stormwater credits, or other incentives. The planting and preservation
of trees in this area is encouraged along with alternative energy infrastructure.
The General Industrial future land use category (dark purple) is for industrial service, manufacturing, bulk commodities, and marine uses
with intense scale or high volume of activity. Few customers, especially the general public, come to the site. Outdoor storage areas for
equipment or supplies may be necessary. This development needs access to minor arterials and collector roads, and roads will be designed
to reflect heavier loads and expanded turning radii. Standards for appropriate screening, buffering, and reducing fugitive dust materials will
be incorporated. Energy-efficient design and climate-sensitive and environmentally-friendly landscaping techniques will be rewarded
through increased density allowances, stormwater credits, or other incentives. The planting of trees is encouraged to soften the impact of
buildings of large scale or bulk and outdoor storage areas.
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The Low Impact Development future land use category (dark green with red grid) provides for future low-impact development opportunity
that preserves the integrity of the natural resources of the area. Passive outdoor recreation opportunities are preferred. Acceptable
development practices include cluster or conservation development, minimal soil compaction and disturbance, protected natural water
flows, riparian buffer areas, protection for sensitive environmental features, and minimal impervious surfaces. Structural standards include
bioretention, stormwater recapture and use, infiltration practices, native re-vegetation, and pervious pavement with infiltration.
The School Institutional future land use category (grey) is reserved for a mix of uses supporting the L’Anse area schools. This may include
office, recreation, business incubator, vocational, and affordable housing opportunities.
The Utility future land use category (brown) provides for the public or private generation of power or other public services.
Comparison of Current and Future Land Use
The Village of L’Anse is not currently undergoing rapid change, so current and future land use categories are not extremely different.
The main difference is that a mixed-use category is incorporated to ensure diverse residential opportunities to promote a vibrant
downtown, and to allow the continuation or development of neighborhood-serving non-residential uses. Mixed-residential types are
promoted in more parts of the Village. Additional residential development is planned for northern portions of the Village, and additional
business/light industry or general industry is planned in the two areas off the corridor at the western and eastern sides of the Village. Most
natural areas are designated to remain natural, including the areas along the Falls River and Linden Creek.
Staging of Growth
Growth strategies should prioritize infill and redevelopment opportunities before greenfield development if the use can be successfully
accommodated in infill areas. Priority infill development areas include the former Hospital property on Main Street, select properties along
the lakeshore in Downtown, underutilized parking lots in Downtown, and vacant structures along the US-41 corridor.
Collaboration: Potential Partners for Future Development
Funding partners include Federal and State agencies and various foundations, depending on the nature of the development
opportunity. See implementation plan for further information. However, the community should also enhance the potential for local
investment through innovative mechanisms such as revolving loan funds, micro-lending practices, angel investors, and local government
partnerships.
To encourage citizen participation in Smart Growth and sustainable development, the Village could organize an Advisory Sustainability
Committee or Work Group to implement projects dealing with various sustainability topics such as renewable energy, food systems
planning, recycling and waste management, healthy communities (trail systems, etc), cultural and social resources, etc.
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Goals and Objectives for Future Development
GOAL #1: SMART GROWTH (SG)
Ensure that new development follows the Smart Growth tenets and policies presented in this plan, such as prioritizing
compact development and channeling new development to make the best use of existing infrastructure. This will enhance
efficiency in public service provision and infrastructure maintenance, and help preserve natural resource lands.
Objectives for Smart Growth (SG)
Objective SG1: Catalyze a critical mass of mixed-uses (business and personal services, entertainment, civic, educational,
and residential) in existing developed areas and in the traditional neighborhoods at key intersections along main corridors to
reduce vehicular trips, promote walking, increase neighborhood interaction, and provide the necessary tax base to support
valued amenities.
SG1.1—Change zoning regulations to promote a mix of uses and diverse housing types within the Downtown and along major
roadways to increase density and support public transit provision.
 Zone for a minimum of 6 to 10 dwelling units per acre in appropriate areas.
 Allow up to 4 stories in the core mixed-use areas with appropriate infrastructure, transitions, and buffers.
 Allow mixed-use developments as a special land use (both vertical and horizontal mixing of uses) provided the development
meets criteria for buffering, screening, and operations to ensure compatibility with surrounding uses.
 Streamline the development approval process for priority mixed-use development projects.
 Allow density bonuses around key mixed-use development areas, such as key intersections.
SG1.2—Change the zoning regulations to allow mixed-use applications in traditional neighborhood locations as a special land use
with performance requirements and appropriate screening and buffers to ensure compatibility with the surrounding neighborhood.
SG1.3—Provide incentives for ground-floor retail combined with upper-level residential uses, including the use of tax increment
financing, low-income tax credits (affordable housing), tax abatements, façade improvement funds, and reduced developer fees.
SG1.4—Enable the Village to become a long-term financial investor in sustainable mixed-use infill development projects.
SG1.5—Set up a redevelopment fund. A public trust or a consortium of private businesses can generate and manage this fund for the
purpose of incentivizing beneficial development for a return on their investment. The first priority development area should be the
waterfront area in Downtown.
Objective SG2: Prioritize the rehabilitation or reuse of vacant and underutilized properties or the conversion of single-uses
into mixed-use developments as a preferred strategy over new development.
SG2.1—Identify priority redevelopment sites and utilize a citizen advisory committee to create a preferred redevelopment plan.
Potential sites include underutilized lakefront and corridor properties as well as the former hospital properties.
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SG2.2—Make rehabilitation or reuse projects easier, more lucrative, and less risky for the developer by providing technical assistance
such as a professional site plan, environmental analysis, or marketing feasibility study for key development sites.
SG2.3—Remove or mitigate obstacles to redevelopment in infill locations.
Objective SG3: Foster distinctive, attractive communities with a strong sense of place.
SG3.1—Ensure that new development or redevelopment is compatible with the scale and architecture of existing properties
(especially in the traditional, historic neighborhoods and Downtown) while preserving existing natural features as much as possible.
SG3.2—Require landscaping or public art or other such aesthetic treatment along long, blank walls to improve community
aesthetics, and encourage pedestrian activity.
SG3.3—Enhance transportation corridors.
 Pursue streetscaping and aesthetic enhancements for the US-41 corridor through the Village, including pedestrian scale lighting,
street trees, bicycle amenities such as parking facilities, bicycle lanes, and wayfinding and gateway signage (implement as the
roadway is redeveloped).
 Phase out billboards (off-premise advertising) in the Village in order not to detract from the scenic beauty and aesthetic quality
of the public space, and regulate corridor signage to be more consistent in appearance.
 Implement access management principles to support non-motorized transportation elements and create a safer, more aesthetic
highway corridor while preserving function and capacity of the highway system.
 Require buffers such as bermed landscaping areas or masonry walls between all non-residential uses abutting residences so as to
minimize light pollution from car headlights and other disturbances.
 Require safe, attractively landscaped pedestrian paths from all public sidewalks to the front entrance of commercial uses.
 Extend the façade improvement program to corridor businesses to improve gateway image.
 Improvements to surface parking areas should include landscaped areas and trees to improve stormwater management
practices, reduce strain on the stormwater system, and improve visual impact. Care should be taken to design these areas to
accommodate snow storage while protecting plants.
o Screen all parking areas visible from the public space or residential uses with 4’ masonry street walls or appropriately
landscaped buffers to create a more visually pleasing environment and preserve adjacent property values.
o Encourage the use of permeable pavement systems for on-street or off-street parking surfaces to enhance stormwater
management systems.
o Connect adjacent parking lots when possible to facilitate easy access without returning to the highway corridor.
SG3.4—Preserve and enhance the utilization of core mixed-use areas.
 Continue to create attractive streetscapes along major roadways leading to downtown and destination attractions (including
attractive and pedestrian-friendly public infrastructure and wayfinding signs). Incorporate this in every new development or
street reconstruction project.
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o Improve streetscapes to include downcast (dark-sky compliant) pedestrian-scale lighting, landscaping, street trees, and
pedestrian walkways.
o Plant street trees during the reconstruction of streets and in all new development. Space no further than 30 feet on
center and plant in generous tree wells with structural soils.
o Utilize energy-efficient fixtures when possible.
o Utilize permeable or recycled paving material when possible, especially in low traffic areas.
o Use native or edible landscaping at every opportunity.
o Integrate bike lanes (at least 4’ wide, with 5’ lanes next to on-street parking) and bicycle parking facilities. If there is
only room for a bike lane on one side, utilize them on the uphill side for climbing lanes.
Create focal points and gathering spaces (a series of “outdoor rooms”) for commercial/entertainment/recreation opportunities
in the core mixed-use areas.
Protect existing tree stands in the core mixed-use areas and neighborhoods with a tree preservation ordinance and volunteer
tree planting campaigns.
Encourage adaptive reuse of vacant structures in the core mixed-use areas, particularly underutilized properties along the
waterfront which have the potential to be redeveloped into prime residential condos or attached housing units along with
mixed-use retail, office, service, educational, and civic uses.
Implement sign regulations to ensure compatibility in size, placement, and materials of signs in the core mixed-use areas.
Continue the Façade Enhancement Program in the core mixed-use areas.
In the core mixed-use areas, change zoning regulations to regulate basic form (Form-Based Code) while allowing transitions in
use, for example:
o Building facades should be varied and articulated to provide visual interest to pedestrians, but in no case should the
streetside façade of a building consist of an unarticulated blank wall or an unbroken series of garage doors.
o Require a minimum percentage of street level transparency (windows and doors).
o Orient new or redeveloped commercial businesses to front streets and address the sidewalk closely, creating benefits for
both pedestrians and businesses by increasing a feeling of safety with “eyes on the streets”, encouraging pedestrians to
stroll past shop fronts, and creating a more vibrant business environment.
o Design surface parking lots to be in the center of blocks, behind the buildings, connected to the stores by mid-block
pedestrian passages where possible.
o Primary building entrances should face the exterior of blocks, not block interiors, parking lots, or garages.
Larger setbacks of no more than 20 feet should be allowed for streetside outdoor cafes and patios in core mixed-use areas.
Enhance parking areas.
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o Improvements to large parking areas should include landscaped areas and trees to improve stormwater management
practices, reduce strain on the stormwater system, and improve visual impact. Care should be taken to design these
areas to accommodate snow storage while protecting plants.
o Downtown parking areas should include landscaping on the pedestrian edge as well as a short wall or fence of iron or
masonry materials to buffer vehicular areas from pedestrian areas, or parking should be placed to the rear or sides of
buildings to preserve interaction between pedestrians and store fronts.
o Permeable pavement systems can be utilized for on-street or off-street parking surfaces to enhance stormwater
management systems.
o Connect adjacent parking lots when possible to facilitate shared parking.
SG3.5—Improve residential neighborhoods.
 Preserve existing traditional neighborhood form and housing affordability, which are currently very valuable niche assets in the
Village.
 Improve enforcement of blight and rental-inspection ordinances and utilize Municipal Civil Infractions.
 Encourage maintenance/upkeep of properties with incentives and volunteer efforts.
 Improve maintenance of infrastructure/roads in the neighborhoods to encourage private investment.
 Add small neighborhood parks, gathering areas, trails, and community gardens as needed within neighborhoods. Use edible
landscaping and native plants when possible.
SG3.6—Enhance civic spaces.
 Develop a comprehensive community wayfinding system to connect people to local history, scenic views, unique natural
features, and featured venues.
 Develop an attractive western community gateway utilizing landscaping and signage to create a community focal point and
identity in the vicinity of L’Anse Avenue.
 Update amenities with splash parks, public seating, water walls, fire pits, etc.
 Utilize civic spaces to grow food for the community, such as fruit or nut trees or shrubs.
 Provide bicycle parking facilities.
 Create interpretive gardens along the steep portions of Linden Creek and the Falls River to stabilize slopes and provide
aesthetic enhancement opportunities.
 Create and maintain community/neighborhood gathering places by encouraging adoption of these spaces by area private
businesses or industrial organizations in partnership with the municipality, utilizing volunteers and community organizations for
maintenance and oversight activities.
SG3.7— Develop a comprehensive program to manage blight.
 Update blight and property maintenance ordinances.
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Add provisions for energy efficiency to all building codes.
Utilize municipal civil infractions for enforcement.
Objective SG4: Create walkable neighborhoods.
SG4.1—Plan and implement pedestrian improvements such as additional pedestrian connections, improved cross-walks, safe
pedestrian access through parking lots, sidewalk improvements, and walkable designs as needed and with all new development or
redevelopment.
 Add pedestrian amenities to the mobile home park and neighborhood of two long blocks just south of US-41. Create a midblock connection and neighborhood park for the single-family neighborhood and add a pedestrian crossing over US-41 close to
popular destinations.
 Add sidewalks along River Street to access the neighborhoods directly east of the school.
 Extend sidewalks to the northern-most neighborhoods.
SG4.2—Use trees and other green infrastructure to provide shelter, beauty, urban heat reduction, and separation from automobile
traffic to provide a more encouraging pedestrian environment along main pedestrian routes to shopping areas, schools, and civic buildings.
SG4.3—Develop walking and biking awareness and promotion programs with walking guides, pedestrian-scale wayfinding signage,
local walking events, street festivals, community walking tours, and safety information.
Objective SG5: Create a range of housing opportunities and choices.
SG5.1—Support traditional and nontraditional homeownership models such as limited equity cooperatives, mutual-housing, and
community land trusts which operate as non-profit, resident-owned housing and offer ownership opportunities to lower income
households while limiting the return from resale that they can receive from the housing. It contrasts with market rate cooperatives, where
memberships can be transferred at market value.
SG5.2—Support efforts to preserve and expand affordable housing opportunities and increase density by facilitating alternative
housing formats such as accessory dwelling units, garage apartments, granny flats, elder cottages, studios, cottage industry, home offices,
cluster housing, manufactured housing, mixed-income housing, shared residences, and single-room occupancy developments where
appropriate.
 For accessory dwelling units of all types, require the owner to live in either the main or accessory unit (no absentee owners).
 Accommodate accessory dwelling units in existing homes or structures through special use or conditional use permits that are
granted administratively after individual review. Keep the process as simple as possible, with clear criteria for implementation,
including statement of purpose, definitions, occupancy provisions (required owner occupancy in either accessory or primary
unit), location and lot size, parking, space and dimensional requirements, exterior modifications, and permit procedure.
 Accommodate temporary accessory structures, such as Elderly Cottage Housing Opportunity (ECHO) units, which are small,
self-contained units designed to be installed on a lot along with an existing single-family house, enabling older people to live
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independently while enjoying the support of family members. It may be necessary to establish a public, quasi-public, nonprofit, or private mechanism by which to build and distribute these units on a rental basis as needed. Utilize special or
conditional use permits as above for permitting. Establish clear criteria for implementation, including statement of purpose,
definitions, occupancy provisions, location, lot size and coverage, unit size, design and construction standards, water and sewer
provisions, parking, provisions for removal of unit, and permit procedure.
Relax on-site parking requirements for accessory units within ¼ mile of public transit, in areas with on-street parking, or where
multi-modal transportation options facilitate resident circulation, or allow requirements to be met in another area, such as
utilization of shared parking arrangements or designated lots.
Incorporate a cottage community development with small, closely clustered units close to essential goods and services near
senior-assisted living and residential long-term care facilities to serve the transitioning needs of the elderly.
Explore the
feasibility of retrofiting or redeveloping the old hospital property for this type of mixed-use residential opportunity.
Change the zoning ordinance definitions of family to accommodate Shared Living Residences—two or more unrelated people
living together in the same dwelling unit, sharing living space and expenses.
Objective SG6: Make development decisions predictable, fair, and cost-effective while balancing the goals of preserving
open space, farmland, natural beauty, and critical environmental areas.
SG6.1—Develop a collaborative strategy specifically addressing large scale development projects such as Big Box retail in order to
foster new development while protecting the environment, community values, and local businesses.
 Collaborate with neighboring jurisdictions and the Keweenaw Bay Indian Community to develop compatible criteria and
establish a combined design review committee to address large-scale retail development in the region.
 Participate in an inventory to identify potential development sites within the County. Address anticipated utility issues, wetland
mitigation, buffering, access, and site layout in advance. Address the need for intergovernmental partnerships, tax sharing or
interlocal agreements to facilitate development in the most beneficial location.
 Make sure that the support of Big Box retail development does not interfere with the goal of supporting local business—
require an economic impact study for any major development. Utilize tax-sharing and inter-local agreements to form
intergovernmental partnerships to attract and promote large regional-serving developments only if:
o The region is underserved by local stores for these types of goods; or
o The development will attract consumers from outside the County; or
o The development will keep people from leaving the County to shop in other areas; or
o The development rehabilitates surplus or underutilized property and achieves a community redevelopment purpose.
 Incorporate the necessary regulations supporting the criteria and design review process in the zoning ordinance or code of all
participating jurisdictions. Carefully define this type of development, and trigger committee design review of any projects over
10,000 square feet. Create review criteria covering topics such as façade design, active fronts, required transparency, roof lines,
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exterior building materials, landscaping, signage, pedestrian connections, multi-modal transportation access, community
amenities, vehicular circulation, parking, green construction and design, and building orientation.
 Include a requirement that big box development put money into a County Land Conservation fund in case the municipalities
need to arrange for redevelopment, reuse, or demolition of a structure abandoned for 12 consecutive months.
SG6.2—Utilize site plan review standards and impact studies to ensure that future industrial or large-scale commercial
development does not negatively impact the environment or overburden existing infrastructure or public services. Consider negotiating
with new large commercial or industrial development on greenfield sites to contribute to the provision the necessary new infrastructure to
ensure adequate provision of sewage disposal, stormwater management, potable water, and other critical public health and welfare concerns
including the appropriate buffers.
Objective SG7: Locate new development in or near existing developed areas to promote an efficient and compact pattern of
development, maintain a sense of place, reduce the negative effects of sprawl, and reduce infrastructure and service costs.
SG7.1—Create employment opportunities near residential areas and in areas with existing public service infrastructure whenever
possible. When not possible, maximize the connectivity of new development to existing roadways and residential areas.
SG7.2—Change zoning regulations to support home occupations with regulations to ensure compatibility.
SG7.3—Utilize a grid system of roads in all new development and connect new roads to existing roads to enhance circulation
efficiency and preserve the capacity and safety of the highway corridor.
SG7.4—Limit corridor development to activity clusters that are within walking distance of residential development and are connected
to core areas by multi-use paths or sidewalks.
SG7.5—Direct new industrial development to existing industrial parks whenever possible.
Objective SG8: Encourage and support compact development and compact building design for efficient public service
provision, efficient use of land resources, a walkable/bikeable community, a wider range of housing choices, feasible public
transit, and more vibrant business environment.
SG8.1—Create criteria for development review relating to Smart Growth trends, and endorse and fast track projects that meet these
criteria.
SG8.2—Create a special land use pattern for cottage housing developments (less than 1,000 square feet each) or other compact
development forms (from 10 to 12 units per acre) to facilitate development of these units.
SG8.3—Create compact business parks and corporate campuses that can transition into peripheral Village centers with the
inclusion of personal services such as child development centers, fitness centers, restaurants, and alternative housing. Plan for trailconnections and implement streetscaping best practices upon development.
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GOAL #2: SUSTAINABLE DEVELOPMENT (SD)
Promote development that is consistent with a future-oriented vision and that upholds an ethic of stewardship that
encourages individuals and organizations to take full responsibility for the economic, environmental, and social consequences
of their actions.
Objectives for Sustainable Development (SD)
Objective SD1: Support targeted development initiatives that address anticipated future needs of residents and changing
demographic trends.
SD1.1—Address the needs of the aging population by:
 Accommodating alternative housing types through revised regulations. See Objective SG5 for more information.
 Accommodating accessibility needs through financial assistance for residents and a change in building codes.
SD1.2—Address the needs of smaller households by accommodating smaller housing types and changing the definition of family to
allow non-related individuals to live together in a shared household.
SD1.3—Celebrate L’Anse as a 4-season community with unique and abundant water resources, and create a marketing program to
address faulty perceptions about the U.P. climate and lifestyles. This may entice people who are tired of the heat and humidity and
homogenous climate of the south to relocate either permanently or seasonally to escape the heat.
Objective SD2: The community’s commitment to its natural resources will be reflected in context-sensitive and no- or lowimpact development policies to preserve clear air, open space, woodlands, water resources, and environmentally sensitive areas.
SD2.1— Strengthen regulations, enforcement tools, and administrative structure to support environmental protection standards.
 Amend the zoning ordinance to include a resource protection overlay zone to comprehensively address sensitive environmental
areas that cross parcel boundaries such as bluffs, erosion zones, shorelines, and waterfronts.
 Enact policies to restrict and control development in areas where there are steep slopes, soil erosion possibilities, and wellhead
protection areas.
 Develop a wetlands protection program with a priority to preserve existing wetlands and integrate them on-site whenever
possible, perform high quality mitigation when necessary, and pursue opportunities to restore or enhance wetlands wherever
possible.
 Utilize incentives to provide open space easements, public access to water resources, and conservation easements.
SD2.2—Protect sensitive environmental areas with context-sensitive and low-impact development techniques.
 Implement good land management practices and regulations to control inappropriate shoreline development (development
which has the potential to disrupt natural processes, threaten beach creation and replenishment, exacerbate erosion, or
otherwise degrade water quality).
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Where major creeks, riparian habitat, and other sensitive environmental features intersect with approved development areas, the
site design should incorporate these features as open space amenities, avoiding the fencing, channelization, and piping of
creeks. Similary, scenic vistas should be preserved with context sensitive development.
 Consider imperiled species when developing trail systems to avoid nesting areas and other critical habitats.
 Enact regulations to preserve and enhance riparian buffers along the Falls River and Linden Creek and other water bodies in
the Village to protect water quality and aquatic and wildlife habitat.
SD2.3—Use environmentally-friendly management practices in greening the community.
 Curtail the use of pesticides and herbicides in the maintenance of parks and greenspaces.
 Convert spaces between buildings from turf and grass to fruit trees, native plants, and more diversely vegetated areas. Curtail
mowing.
 Preserve all prominent stands of trees within the community.
 Avoid mowing or disturbing the natural plantings in riparian buffer areas.
 Utilize reinforced turf or permeable pavement for a more environmentally friendly parking surface.
SD2.4—Participate in a collaborative Watershed Planning Initiative to be eligible to receive funding for the protection of water
resources.
 Work with the Keweenaw Bay Indian Community, appropriate organizations from Michigan Technological University, area
watershed partnerships, and other interested parties to identify priority areas and design a CELCP project (Coastal and
Estuarine Land Conservation Plan) as needed to protect high quality, sensitive coastal areas and natural communities, and to
promote coastal cultural heritage areas.
SD2.5—Organize an acquisition plan for key waterfront and other environmentally important properties as they become available,
conserving sensitive shorelines, wildlife habitat, and unique natural features for public access and controlling development options through
public/private partnerships.
 Perform a more detailed study of individual parcels to see if they would be eligible for acquisition under the Coastal and Estuarine
Land Conservation Program. This includes mapping of the parcels and their relationship to important features, and the
development of a tract specific management plan. This program will protect lands with conservation and ecological value,
recreational value, cultural and historic value, and aesthetic value, including those that have high quality natural habitats and
areas of concern such as high risk erosion areas, ecologically sensitive areas, and those with imperiled natural communities.
 Coordinate these acquisitions with opportunities for interpretive cultural or scenic trail projects utilizing other funding sources.
 Look for innovative ways to finance open-space acquisition and preservation, especially of areas along the shoreline or river
mouths. These may include local sales tax, real estate transfer tax, impact fees, bonds, income tax credits, user fees, and special
motor vehicle taxes.
 Consider the development of a coastal wetland to aid in erosion protection for the shoreline and provide natural habitats.
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SD2.6—Greenscapes: Change site plan review and required landscaping standards to implement climate-sensitive site landscaping
and green streetscapes over time with development or redevelopment. This includes required landscaping to buffer parking areas, blank
walls, and service entries.
SD2.7—Investigate the possibility of L’Anse becoming an Eco-Municipality, which is a municipality that has officially adopted a
particular set of sustainability principles and has committed to a bottom-up, participatory approach for implementing them. Common
themes for eco-municipalities include earth stewardship, respect for limits, interdependence, economic restructuring, fair distribution,
intergenerational perspective, and nature as a model and teacher.
SD2.8—Collaborate to create a Regional Landscape or Natural Features Inventory to preserve and promote specific valued
features such as the bluffs, centennial trees, trout streams, natural beauty roads, scenic vistas, wildlife corridors, etc. and aid in obtaining
regional funding to protect these assets.
 Utilize volunteers to create a database of sensitive environmental areas and scenic resources/views. This will assist in
acquisition strategies, and marketing/promotion.
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Economic Development Plan
This portion of the Strategic Plan addresses policies, goals, and objectives for sustainable economic development. Content includes
economic development policy and potential partners for economic development. This section addresses Goal #3: Economic
Sustainability, Goal #4: Sustainable Tourism, Goal #5: Talent Development, Goal #6: Green Economy, and Goal #7: Community
Resilience.
Economic Development Policy
Economic development policy is hard to summarize as it varies per time and place. However, a brief summary of the current areas of
focus for the leading organizations is useful.
The U.S. Economic Development Administration (EDA) marks 45 years of public service with a mission of leading the federal
economic development agenda by promoting competitiveness and preparing American regions for growth and success in the worldwide
economy. The EDA is an agency within the U.S. Department of Commerce that partners with distressed communities throughout the
U.S. to foster job creation, collaboration, and innovation. Their investment policy is designed to establish a foundation for sustainable job
growth and the building of durable regional economies based on two key economic drivers – innovation and regional collaboration.
Investment priorities include:
 Collaborative regional innovation, such as innovation clusters. Partners include urban, suburban, rural, and tribal areas.
 Public/private partnerships utilizing both public and private sector resources leveraging those of other public entities and nonprofit agencies.
 National strategic priorities such as job creation in clean energy, green technologies, sustainable manufacturing, information
technology (broadband and smart grid); addressing communities negatively impacted by the restructuring of the automotive
industry; natural disaster mitigation and resiliency; access to capital for small/medium and ethnically diverse enterprises; and
innovations in science, health care, and alternative fuel technologies.
 Global competitiveness
 Investing in best practices in environmentally-sustainable development (enhance environmental quality and develop green
products, processes, and buildings)
 Investments to strengthen economically distressed and underserved communities.
 Helping distressed communities to invest in physical infrastructure to attract new industry, encourage business expansion,
diversify local economies, and generate or retain long-term, private sector jobs and investment.
 Assist state and local interests undergoing serious structural damage to the underlying economic base.
 Provide community trade adjustment assistance to communities experiencing job loss from international trade impacts.
 Support local organizations such as economic development districts and Indian tribes with long-term planning efforts.
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Provide trade adjustment assistance for firms to strengthen American companies who have lost domestic sales and employment
because of increased imports of similar goods and services.
Finance projects that foster economic development by advancing the green economy in distressed communities.
Form University Centers to make the resources of universities available to the economic development community.
Support research of leading edge, world class economic development practices and information dissemination efforts.
Provide local technical assistance by filling information gaps that prevent leaders in distressed areas from making optimal
decisions.
The U.S. Department of Agriculture (USDA) Rural Development is a program committed to improving the economy and quality-oflife in rural America. Their programs support essential public facilities and services such as water and sewer systems, housing, health
clinics, emergency service facilities, and electric and telephone service. They support loans to businesses through banks, credit unions, and
community-managed lending pools. They offer technical assistance and information to help agricultural producers and cooperatives get
started and make improvements. They are a key investor in rural America.
The State of Michigan has many agencies who are involved in economic development, including the Michigan Economic Development
Corporation (MEDC), the Michigan Economic Development Alliance (MEDA), and the Department of Labor & Economic Growth.
Recently the State of Michigan engaged Michigan State University to provide New Economy training, which includes a local government
checklist to prepare for the new economy. The principles of this training include:
 Regionalism as the smallest unit of sustainable Smart Growth. A region is defined as the area that functions as a metropolitan
or regional economy. All local units of government within a region must work together in a strategic approach. The premise is
that the regional hub is the most effective target for resources and innovation (these hubs are identified as central cities or
clusters of adjacent central cities and sometimes suburbs).
 Urban-rural interdependence means that there is a symbiotic relationship between rural and urban areas.
 Regions must understand their strategic assets and leverage them through a regional growth plan with a common vision. These
assets must be unique.
 Since public and private resources are limited, all new development needs to be strategically placed.
According to the training, the New Economy is based on seven pillars including:
 Knowing the region’s economic function in the global economy
 Creating a skilled workforce
 Investing in an infrastructure for innovation
 Creating great quality-of-life
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Fostering an innovative business climate
Reinventing and digitizing government
Taking regional governance seriously
Examples of regional strategic assets include cities, natural resources and green infrastructure, strategic location, transportation,
universities, water resources, talent and expertise of the business community, existing industrial and business clusters and corridors,
regional pool of civic and leisure assets, quality neighborhoods close to commercial business districts, and a positive image. In the new
economy, talent is the currency of economic growth and prosperity. The talented are driven by factors such as quality-of-life; access to
amenities; walkable healthy communities; recreation opportunities; compact communities with active living opportunities such as trails and
bike paths; urban parks; proximity of entertainment, workplaces, residences, and other talented people; access to universities; access to
non-auto-dependent transit; and an environment that fosters innovation, tolerance, and diversity. The talented tend to create jobs rather
than just look for jobs. Place matters. The New Economy depends on having talented individuals, new intellectual advancements, and
entrepreneurism.
In the old economy, being a cheap place to do business was key, but in the new economy, being rich in talent and ideas is key. In the
old economy, attracting companies was pivotal, but in the new economy, attracting talented, educated people is essential. The old economy
was based on fossil fuel dependent manufacturing while the new economy is based on sector diversity and clustering. The old economy
was fossil fuel dependent while the new economy is communications dependent. Success in the old economy was based on skills of the
labor force while new economy success is based on the ability to learn and adapt. In the old economy people followed jobs, but in the new
economy talented, well educated people choose location first and then find a job. The government had a larger leadership role in the old
economy, but they must partner with business and the nonprofit sectors to lead change in the new economy. Michigan must be attractive
to young people to succeed. To succeed in the new economy, L’Anse must improve technology assets, embrace innovation, build on
sector clustering opportunities, create more trails, add entertainment clusters, add mixed-use development, encourage attractive design, and
manage its image. Existing strengths include proximity to educational institutions, nice parks, a compact and walkable city, clustering of
places and activities, a beautiful waterfront with natural amenities, and easy access to amenities.
The University of Pennsylvania indicators for economic sustainability include the increase of community artists and art programs.
The fifteen counties of the Upper Peninsula and two Wisconsin border counties formed a partnership to invest in an Economic
Opportunity Study in 2009. Strategies include:
 Higher Education: Build on the higher education cluster in the region; expand enrollment, research, and entrepreneurial
activity; raise educational attainment of the region’s workforce.
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Education and Workforce Training: Increase the skill and education of the regional workforce to increase competitiveness in
manufacturing, health care, forest product clusters, digital communications, entrepreneurship, and shipbuilding.
Business Growth and Development: Work to grow existing businesses and the number of new businesses; establish a regionwide culture of collaboration and innovation to attract entrepreneurs and existing business investment. Mechanisms include
SmartZones, Wisconsin Entrepreneurs Network, international business network, business incubator and business park
network, regional high-tech business plan competition.
Tourism: Have the region become a major tourism destination and 2nd place of residence through a coordinated regional
tourism campaign, Great Lakes port development, promotion of winter sports, regional recreational trail network, and utilizing
the talent of seasonal and retired residents.
Infrastructure: Develop a 21st century vision for broadband/cellular service, highways, rail service, and air service.
Natural Resources: Continue to promote the use of the region’s natural resources in an environmentally sound, safe, and
sustainable manner and focus on proactive strategies that promote value-added economic activity. Ideas include a Northern
Products cluster group, biomass/biofuel energy consortium, wind energy development, waste transformation cluster, and valueadded manufacturing.
Health Care: Provide citizens with the highest quality, affordable, convenient health care services available. Strategies include a
health care cooperative, telemedicine, and worker training.
Collaboration: Potential Partners for Economic Development
Regional partners for economic development include the educational community (public schools, Michigan Tech, Keweenaw Bay
Ojibwa Community College), workforce development organizations (Mi Works! Regional workforce board, Regional Skills Alliances),
economic development organizations (Operation Action UP, Upper Peninsula Economic Development Alliance (UPEDA), Keweenaw
Economic Development Alliance (KEDA)), Keweenaw Bay Indian Community, Baraga County Tourist and Convention Bureau, the
regional planning commission (Western Upper Peninsula Planning and Development), County Health Department, area employers, and
various other federal, state, and local agencies. Area civic and social organizations and citizens have a very important support role as well.
Goals and Objectives for Economic Development
GOAL #3: ECONOMIC SUSTAINABILITY (ES)
To achieve a sustainable economic development program that balances social and environmental considerations along with
economic considerations in the production and distribution of goods and services, and implements strategies that address
current needs along with the needs of future generations. To collaborate to enhance fiscal efficiency, stretch limited economic
resources, and increase organizational capacity.
Objectives for Economic Sustainability (ES)
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Objective ES1: Grow local entrepreneurs who already value the area quality-of-life and lifestyle. (see also to Objective CR2)
ES1.1—Create social networks to support young professionals.
ES1.2—Create mentoring programs to support new entrepreneurs.
ES1.3—Recruit winners of Regional Business Plan Competitions to open a business in the Village, such as those competing in
Northern Michigan University’s Center for Economic Education and Entrepreneurship. Work with the E-Loft in Marquette for
entrepreneurial support.
ES1.4—Create mentoring programs to help youth prepare for and initiate their own start-up business in the Village.
Objective ES2: Discover opportunities to create a spirit of cooperation between local governments in Baraga County that
will build upon each community’s strengths, contribute to regional growth, and address regional and global trends.
ES2.1—Participate in hiring a shared Economic Development Professional to perform business retention and attraction activities
for the entire County and to implement economic development strategies of the Village Plan. Collaborate with KBIC economic
development staff.
 Utilize low cost staffing to include college interns or those seeking flexible, part-time employment (job sharing), as well as
volunteers to assist.
 Establish a County-wide non-profit financial entity to handle private contributions, foundation support, and grant writing.
ES2.2—Maintain ongoing support for a shared County website and funding for a professional to oversee the creation of the site and
to direct a team of students from area educational institutions or volunteers to maintain and update the web-site.
 Make available consistent data management templates for each municipality to be included on the site – this will present
statistical data and progress toward community sustainability indicators.
 Create a committee of students to search other County web-sites for ideas for design and content to direct the design
professional on functionality and content
ES2.3—Create a Web-Based Marketing Plan for the County or Village utilizing a team of marketing/communication interns from
area educational institutions.
 Stage a competition to formulate a regional identity and common message for the region or the Village, such as “L’Anse, a
Community of Choice”, or “L’Anse, Land of Legends”.
 Utilize the web-site as a marketing portal, highlighting unique places and the elements that contribute to high quality-of-life in
the County/Village.
o Feature community assets, events, and amenities
o Feature adventure stories showcasing life in the County from different perspectives
o Provide albums of community photos and videos (You Tube)
o Provide a link to downloadable Community maps
o Organize a Geo-Caching network
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o Download pictures and videos of area natural features and special places to Google Maps or Google Earth.
ES2.4—Create a Communications Plan and effort to support the strategies of the County/Village plans and suggested projects by
engaging the public.
 Communication materials and newsletters
 Press releases
 Media support
ES2.5—Participate in and support Regional Promotion/Economic/Workforce Development Opportunities that merge the
educational community (public schools, Michigan Tech, Keweenaw Bay Ojibwa Community College), workforce development
organizations (Mi Works! Regional workforce board, Regional Skills Alliances), economic development organizations (Operation Action
UP, Upper Peninsula Economic Development Alliance (UPEDA), Keweenaw Economic Development Alliance (KEDA)), Baraga County
Tourist and Convention Bureau, and the regional planning commission (Western Upper Peninsula Planning and Development) with major
employers in the region.
ES2.6—Hold Semi-Annual joint planning commission/municipal board meetings to assess progress toward regional goals.
Include planning commissions and/or boards of surrounding jurisdictions and the Tribal Council of the Keweenaw Bay Indian
Community.
ES2.7—Participate in Semi-Annual meetings of all local government managers and the KBIC Economic Development Director
or other representative to discuss collaborations and common issues and opportunities.
ES2.8—Create Compatible Local Government Ordinances, especially between L’Anse Township and L’Anse Village, and
potentially the Keweenaw Bay Indian Community, that would enable a shared ordinance enforcement officer, for example, to deal
consistently with blight, zoning, and site plan review.
ES2.9—Support Joint Millages for technology and communication infrastructure development across the County.
ES2.10—Explore the creation of Urban Service Districts to provide appropriate public services through revenue sharing
arrangements between villages and townships.
ES2.11—Establish a collaborative raw material procurement plan and collaborative waste by-product resource recovery
program for area governments, industries, and businesses.
ES2.12—Complete a County Targeted Industry Analysis to identify desirable industries that are underrepresented in the local
economy or would provide important synergies with existing clusters.
 Gap analysis of current industry/occupations for leakage/surplus to identify targeted industries/occupations for attraction or
expansion.
 Work with industry trade groups to determine locational criteria for specific companies.
 Identify and coordinate mechanisms to attract targeted industries to the area.
 Develop the supporting infrastructure such as facilities, workforce, venture capital, and business assistance tailored to these
targeted industries.
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ES2.13—Participate in a County-Wide Housing Analysis to determine housing supply/needs for all types and price ranges of
housing, to evaluate various homeownership and rental models, and to recommend specific measures to address the gaps in housing quality
and supply and anticipated future trends.
Objective ES3: Discover opportunities to create a spirit of cooperation between citizens and community organizations to
achieve plan goals.
ES3.1—Create a Database of Human Capital Resources—the mentors, volunteers, leaders, subject-matter experts, innovators, and
investors in each community who can assist in projects.
ES3.2—Establish “Clean and Green Committees” to help clean up neighborhoods and facilitate the planting and care of
landscaping. This can be coordinated by the Wannabe Gardeners, 4-Seasons Committee. They can identify needs and then coordinate
with local churches and other service organizations to assist with projects.
ES3.3—Community Welcome Committees—to help newcomers adjust, assimilate, and find jobs (coordinate with Michigan Works
and the Baraga County Tourist and Convention Bureau)
ES3.4—Community Do-It-Yourself Coalition—organized to assist homeowners in small home-improvement projects and
conversions to accommodate disabled and aging populations in their homes and to help deal with blight, such as the local Tin Man
organization or Time Bank. Create a partnership between building trades, colleges, students, citizens, and municipalities, facilitated through
a neighborhood/community improvement fund.
ES3.5—Combine area Chamber of Commerce and Tourism Organizations.
ES3.6—Organize an area Commuter/Carpool Network to reduce vehicular trips.
GOAL #4: SUSTAINABLE TOURISM (ST)
Continue to provide for tourism development as a way to diversify the community economic base and attract potential new
residents.
Objectives for Sustainable Tourism (ST)
Objective ST1: Build upon existing tourism/recreation assets.
ST1.1—Preserve and enhance snowmobile and ATV trail system by providing enhanced destination sites and amenities (yurt
villages, gear storage, etc).
ST1.2—Participate in coordinated promotion of recreational and tourism opportunities within the County.
 Implement coordinated wayfinding signs and maps
 Create a walking route map with featuring destinations and amenities
 Create a community bicycle map to highlight routes, “rules of the road”, problem areas, bike storage locations, and destinations
 Help update the County tourism literature
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 Create updates for the County tourism web-site
ST1.3—Update area parks to anticipate the needs/interests of tourists along with the local population.
 Create more parking opportunities at the Waterfront Park and Marina. Add landscaped islands and trees to the Marina parking
lot to create a more pleasing transition to the Downtown, provide a more environmentally friendly way to manage stormwater
run-off, and facilitate snow storage.
 Add shower, toilet, and picnic facilities at the Marina/Waterfront Park.
 Extend the breakwall at the Marina to allow for expansion.
 Install kayak lockers and a water trail stop at the Waterfront Park.
ST1.4—Continue to try to work with CertainTeed to purchase a public easement or make a land purchase to expand the Waterfront
Park along the Bay, more fully utilizing the lakeshore for public access and regional trails, creating an improved regional attraction, and
enhancing the visual impact of surrounding businesses.
ST1.5—Institute regulations to preserve waterfront views and public access to the water.
ST1.6—Create an improved gateway signage amenity on the western approach to the Village.
ST1.7—Continue to promote mainstay tourism activities such as sport fishing, camping, hiking, hunting, and mountain biking.
Objective ST2: Create new tourism/recreation opportunities.
ST2.1—Build a universal access multi-use trail network between the Village of Baraga and L’Anse, and potentially running the
entire length of the Bay north to Pequaming. Other potential connections include along the bluff in the Village of L’Anse, along the Falls
River to the Powerhouse, and along Linden Creek.
 Include amenities such as lighting, fitness stations, and adjacent social interaction opportunities such as community gardens,
fenced dog parks, community parks, etc.
 Shared-use paths should have a usable paved surface at least 10-12’ wide, with a 2’ graded area on each side.
 Create connections to regional attractions and work with KBIC to include their sites of interest as appropriate.
ST2.2—Investigate the feasibility of promoting sport fishing in the area—transform the area as a sport fishing destination. Work
with KBIC.
ST2.3—Support the creation of an area ORV touring trail network on County roads and connected to State lands.
ST2.4—Create a historic/cultural Auto Touring route and map linked to trail system, area landmarks, and historic features, such as
Ford sites. Feature activities such as bird watching, wildlife viewing, hiking, area waterfalls, scenic views, fishing, and hunting. Tie in to the
school trail project if completed.
ST2.5—Promote Birdwatching & Wildlife viewing and berry picking tours. Support with the necessary facilities and maps.
ST2.6—Create new youth oriented facilities such as a movie theater or skate park.
ST2.7—Create interpretive trails & signage for a riparian buffer project along Linden Creek.
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ST2.8—Hiking trails and fishing facilities along the Falls River with the appropriate access easements, parking facilities, signage,
and trail improvements.
ST2.9—Promote a variety of winter tourism activities such as dog-sled races, snowmobile races, ice-climbing, snow sculptures, dog
agility on snow, outdoor dance parties, sledding hills, etc.
ST2.10—Create a coordinated effort to promote the area to new markets, such as creating a “Facebook” or “My Space” presence,
or producing a web-based video highlighting unique community activities and places (such as on You-Tube).
ST2.11—Support silent sports such as kayaking, snowshoeing, mountain biking, cross country skiing. Reach out through direct
contact to clubs and interest groups in other areas to coordinate exchanges of hosting activities, such as bike races, marathons, crosscountry ski races, meditation retreats, etc.
ST2.12—Start a rental bike program downtown.
ST2.13—Assess the need for unique parks and gathering spaces within neighborhoods to cater to the social needs of specific
population segments, including the very young and the aging. Examples include neighborhood trails, sculpture gardens, playgrounds,
discovery zones, adventure playgrounds, and community gardens.
ST2.14—Purchase the former football field property next to the Recreation Building for use as a sledding hill and outdoor ice rink
to compliment the indoor ice facility next door.
ST2.15—Investigate the feasibility of new recreational facilities such as an outdoor pool and/or splash park.
ST2.16—Explore possibilities for Eco-tourism in cooperation with surrounding jurisdictions. Create a unique outdoor experience
that furthers understanding of man’s interaction with nature, such as the study of wild medicinal plants, hunting or fishing, gathering, or
orienteering.
ST2.17—Explore possibilities for Agri-tourism when the local food system is established.
Objective ST3: Service & Hospitality Training: Expand the workforce training and service experience of hospitality professionals
in response to the changing dynamics of the tourism industry.
ST3.1—Implement and support customer service training programs, either through area educational institutions or web-based
training programs
ST3.2—Facilitate immersion experiences for area tourism managers to visit world-class facilities and receive customized mentoring.
Objective ST4: Participate in a regional partnership to create a critical mass of unique attractions to serve the tourism
industry.
Objective ST5: Focus on attracting residents of nearby states to reduce vulnerability of the industry due to transportation
cost increases.
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GOAL #5: TALENT DEVELOPMENT (TD)
Prioritize investment in talented people who will forge new economic opportunity and contribute to a sustainable
community and assurance of a high quality-of-life.
Objectives for Talent Development (TD)
Objective TD1: Make educational opportunities more relevant to a changed future where replacement jobs will increase due
to retirement of the babyboomer generation.
TD1.1—Link educational opportunity to available or anticipated future jobs.
Objective TD2: Support life-long educational, volunteerism, and civic involvement opportunities to better facilitate a
transition into the knowledge economy and to attract young families and retirees.
TD2.1—Support better utilization of the Keweenaw Bay Ojibwa Community College as a stepping stone to a four year degree.
TD2.2—Explore the necessary curriculum changes in the public schools to address this transition.
TD2.3—Create a survey to identify available residents who are subject matter experts and potential occupational mentors and who
would be willing to offer local continuing education classes. Possibilities include youth who are willing to tutor elders in computer use
and applications, or experts in gourmet cooking, organic gardening, fishing, crafts, art, etc. Organize a program to provide continuing
education classes utilizing existing facilities.
TD2.4—Link residents to on-line educational offerings and make sure that they have access to the necessary software and
technology.
TD2.5—Supplement area educational and workforce programs with local specialized Academies or Vocational Technical training
TD2.6—Engage student organizations at Michigan Tech or the Keweenaw Bay Ojibwa Community College to provide
educational/recreational programming in L’Anse on a rotating basis.
TD2.7— Create a campaign to educate people on the importance of education and how they can become involved in enhancing the
Objective TD3: Create and pursue higher income job opportunities.
TD3.1—Update the knowledge and skills of the workforce.
TD3.2—Update technology infrastructure.
TD3.3—Support projects that retain or increase the supply of professional and managerial workers in the County.
 Establish a database of professionals and executives in the County and surrounding region, and mobilize this network to attract
new talent to the area.
 Establish a database of professional, managerial, executive careers and positions in the area and recruit former residents or
recent graduates.
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TD3.4—Support projects that support entrepreneurs within the community.
 Create a program to educate entrepreneurs in successfully navigating the international trade environment.
 Create a “technical assistance network” providing low- or no-cost preliminary consultation to area businesses on incorporating
technology within their enterprise.
Objective TD4: Learn more about the seasonal resident and retiree population base and tap their brain power and business
connections.
TD4.1—Utilize the Welcome Committee for networking.
TD4.2—Encourage them to complete a simple web-survey to compile demographic data to better define this group and their
potential involvement.
TD4.3—Utilize survey data to match them to cultural and other interest groups and organizations to encourage further vesting in the
community.
Objective TD5: Provide support services that facilitate human capital development.
TD5.1—Coordinate day-care programs for workers close to employment centers.
TD5.2—Organize transportation services such as car-pooling, ride-share, etc to decrease transportation costs by creating
partnerships between area employers, workforce development organizations, and community service organizations. Apply for the Rural
and Small Urban Areas grant through the Federal Transit Administration (www.fta.dot.gov).
TD5.3— Identify and intervene with school drop-outs and marginalized, challenged, unemployed, or underemployed members of the
Objective TD6: Create an educational task force to explore educational needs and opportunities as relates to the workforce
and economic development. Suggested activities include:
TD6.1—Set up a ten- to fifteen-person task force of area experts and mentors representing the public school system, curriculum
development professionals from the nearby institutions of higher education, community workforce development/training representative,
economic development agency representative, health care education professional, tribal education representative, business people, and a
representative of the aging population who is knowledgeable in education.
TD6.2—Create a database of currently available and readily accessible educational programs among area institutions and
organizations. Research the various potential occupations and industries that are supported by these specific educational offerings,
determine the size and characteristics of the potential local workforce being developed by these programs, and engage in efforts to recruit
businesses and industries that utilize these skills, resulting in greater retention of area graduates.
TD6.3—Look at the feasibility of creating a Village of L’Anse Educational Foundation to support continuing education costs for
area youth with the condition that they return to The Village after graduation to work in selected jobs for a specified time period. Get
funding support from area industry and large employers along with community organizations, foundations, or trusts.
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Objective TD7: Create programs to address the needs of youth, and to retain and attract them as the workforce of
tomorrow.
TD7.1—Set up mentoring opportunities with area businesses and industries with youth to try and move them into local jobs.
TD7.2—Train youth to move into local leadership positions.
TD7.3—Replacement jobs—research jobs which are expecting high turnover/demand due to retiring workers and encourage youth
to pursue those opportunities.
TD7.4—Facilitate transportation to area activities and educational opportunities for those who need it.
TD7.5—Create socially acceptable formats for self-expression in the arts.
TD7.6—Mentor them in life/money skills and give them opportunities to earn money.
TD7.7—Provide access to new technology.
TD7.8—Create a safe place (youth center) for them to gather and socialize.
TD7.9—Support single parents and grandparents who are raising children with a mentoring/support program. Work with area
religious organizations.
TD7.10—Involve community residents and elders in educational and after-school mentoring, homework assistance, or chaperone
programs. In turn, students can help with chores for those who need assistance.
Objective TD8: Reach out to retiring baby-boomers and extended family members of the aging population who may
consider relocating to the area for all or part of the year, stressing the recreational and scenic resources and low-stress life,
community amenities, and beautiful summer climate.
TD8.1—Advertise in retirement magazines and retirement web-sites.
TD8.2—Network—ask current residents to provide contacts for extended family and friends.
Objective TD9: Recruit high school graduates that leave the area for higher education through strong alumni networks, and
“welcome home” events.
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GOAL #6: GREEN ECONOMY (GE)
Enhance the Village’s ability to participate in the Green Economy to create new economic opportunity.
Objectives for the Green Economy (GE)
Objective GE1: Improve education and workforce training to facilitate strengthening of a “Green Economy”.
GE1.1—Look for gaps in training/education not addressed by existing educational and training organizations that may offer
potential for workforce development in the green economy.
GE1.2—Consider supplementing area educational and workforce programs with local specialized Academies or Vocational
Technical training institutions or programs.
Objective GE2: Identify opportunities to promote new “Green Businesses”.
GE2.1—Consult with area economic development and workforce development organizations and research company annual reports to
identify potential “green” business and industry recruits that support existing firms, are spin-offs of existing firms, or who are wellsuited to locational amenities in The Village of L’Anse.
GE2.2—Use the current L’Anse Warden Electric Plant and CertainTeed model to create an Eco-Industrial Park that utilizes waste
from one process as an input in another, and pursues the reduction of waste.
GE2.3—Create a cluster of “green market” retailers selling socially- and environmentally-responsible goods and services.
Objective GE3: Create an Eco-Trade Organization forging connections between economic development and environmental
initiatives.
GE3.1—Provide business advice in this cluster opportunity by partnering with area economic development organizations,
universities, public agencies, and entrepreneurial assistance organizations such as SBA & the E-Loft in Marquette.
GE3.2—Pursue opportunities to market local products and services to external markets.
GE3.3—Provide seed money to entrepreneurs who pursue initiatives that are environmentally sustainable. Facilitate access to capital,
markets, and credit.
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GOAL #7: COMMUNITY RESILIENCE (CR)
Build community resilience by enhancing local self-sufficiency and creating a collaborative community framework to
address anticipated economic, social, and environmental change.
Objectives for Community Resilience(CR)
Objective CR1: Support local food production networks to create sustainable local food sources and dependable supply
networks. This will increase food security, decrease costs, and provide healthier food for the area.
CR1.1—Engage in a planning process for a local food network.
 Inventory existing organizations and business that are involved in local and regional food production, processing, and retailing.
 Involve community stakeholders in determining a cohesive vision and goals for the creation of a community-wide food system.
 Prioritize actions and create an implementation plan.
 Establish benchmarks for measuring success in accordance with the community vision and goals.
CR1.2—Sponsor local food production and support systems through community education and public/private partnerships
(Community Gardens, Farmer’s Markets, Community Supported Agriculture)
CR1.3—Partner to create a successful “northern” model for local food production and share with other communities.
CR1.4—Change local ordinances to allow community gardens, farmer’s markets, food stands, small neighborhood stores, edible
landscaping, and appropriate urban farming (in yard setbacks, vacant lots). Address level of support for limited small animal production.
CR1.5—Provide a good community example by featuring edible plantings in public parks, at local schools, and in publicly-supported
community and youth gardens.
CR1.6—Create share programs allowing those without garden space or with shaded lots to utilize allocated public open space or
other volunteered properties for food production activities.
CR1.7—Lend community support to initiatives to develop community food processing systems such as community kitchens, food
business kitchen incubator facilities, and entrepreneurial urban agriculture projects.
CR1.8—Amend ordinances to protect solar access for energy and food production.
CR1.9—Consider opportunities for public land purchases to facilitate local food production.
CR1.10—Consult with the L’Anse Warden Electric Company to see if their heat by-products can be used to heat facilities such as
community greenhouses, hoop houses, aquaculture, or aquaponics facilities.
CR1.11— Support the creation of local aquaculture facilities.
 Contract with or create a central facility to supply fish fingerlings and plant seedlings, source supplies, and market the crops.
 For a more complete system, produce fish food such as duck weed, water lettuce, and worms.
 Create satellite facilities for crop production.
 Encourage implementation as a hobby or backyard garden system so that families can grow all the fish and vegetables they
need.
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Provide local technical expertise, creating new job opportunity.
Make the facility part of an agri-tourism program that will involve area educators, students, and residents as well as tourists.
Objective CR2: Create new opportunities for locally-based business development to diversity economic base and create the
most sustained local impact.
CR2.1—Get residents involved in locally-owned small business development as local investors (through investment co-ops or microlending programs).
CR2.2—Institute a “Buy Local” campaign including implementation of local purchasing preferences, creation of local business
directories, community education and promotion activities, and removal of subsidies for non-local businesses.
CR2.3—Conduct a market study to determine the feasibility of Retail and Small Business Incubators, or “Green Incubators”
(manufacturing and service businesses that have an environmental orientation).
CR2.4—Arts/Entertainment Incubator: Look at the possibility of utilizing incubators for the support of arts and entertainment
entrepreneurs within the core mixed-use areas.
CR2.5—Work with Michigan Tech SmartZone leadership to prepare the community to assist in the commercialization of new
technologies and start-up companies/entrepreneurs. The SmartZone is focused on aviation, injection-molded plastics, precisionmachined surgical tools, precision bearings, electronic manufacturing, and robotics.
CR2.6—Investigate the potential of manufacturing wind turbine components in the area.
CR2.7—Participate in a County-Wide Business Retention Program utilizing the “Synchronist” program available from the regional
Michigan Works organization. Utilize volunteers or collegiate interns for business retention visits and interviews, under the coordination
of the County Economic Development professional.
CR2.8—Create better links between area educational institutions and area businesses and industry to leverage shared technology
and facilities to support new spin-offs and create the necessary workforce skills.
CR2.9—Identify job and mentoring opportunities utilizing retired residents.
CR2.10—Develop a database of development-ready sites for new businesses and industry.
CR2.11—Create a “Wellness Cluster” with a variety of health facilities and services such as traditional medicine, alternative medicine,
massage, physical therapy, etc.
CR2.12—Participate in the Michigan Certified Industrial Park program.
CR2.13—Utilize the Development Corporation to assist in the development of a local brand and label for food, arts, and crafts
products produced by local entrepreneurs. Assist with marketing and distribution.
CR2.14—Start a Community Development Financing Institution (CDFI) to facilitate access to credit for local entrepreneurs and
micro-business enterprises.
CR2.15—Utilize the DDA to promote “Buy Local” programs, share marketing efforts, participate in joint purchasing and employee
customer service training, and provide member support and mentoring.
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CR2.16—Organize Business Cooperatives - business organizations whose employees own shares in the company, allowing pooling
of resources of local consumers and investors. These cooperatives are collectively managed and owned in a democratic and participative
structure.
Objective CR3: Local Energy Production
CR3.1—Revise ordinances to allow for and encourage the use of renewable energy sources such as wind and solar power. Examples
include preserving solar easements and revising standards to consider building orientation and the accommodation of infrastructure.
CR3.2—Engage local government as a leader in the development of renewable energy sources.
 Serve as a model for private companies and residents by implementing renewable energy sources whenever possible in public
facilities first, then work to facilitate improvements in prime business and low/moderate income households.
 Utilize the Waterfront Park or other public facilities to demonstrate new energy technologies such as solar hot water
(bathrooms) and small scale wind energy.
 Provide education and guidance, and coordinate and facilitate site testing to encourage utilization of renewable energy sources.
 Seek or create incentives for solar installations.
CR3.3—Consider an opportunity to participate in an area renewable energy cooperative, such as a wind cooperative.
Objective CR4: Local Energy Conservation
CR4.1—Provide incentives for utility customers for the adoption of energy-efficient technologies or practices, such as rebates on
products or tax incentives.
CR4.2—Have the local government serve as a model for private companies and residents by conserving energy and increasing
efficiency in all public facilities.
CR4.3—Pursue and participate in the creation of a County Energy Action Plan to address rising fuel and transportation costs, work
on renewable energy production, and to mitigate effects with conservation methods and alternative practices.
CR4.4—Enable home retrofits through strategies to improve energy efficiency, accessibility, and housing appearance in entire
neighborhoods.
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Resource Enhancement Plan
This portion of the Strategic Plan addresses policies, goals, and objectives for enhancement of community resources. Content includes
resource enhancement policy and potential partners for resource enhancement. This section addresses Goal #9: Cultural and Historic
Resource Enhancement, Goal #10: Public Recreation & Scenic Resources Enhancement, Goal #11: Social Environment & Quality-of-Life
Enhancement, Goal #12: Public Services Resource Enhancement, and Goal #13: Public Facilities Resource Enhancement.
Resource Enhancement Policy
Cultural & Historic Resources
The Michigan Association of Planning (MAP) realizes that cultural and historic resources, when preserved, can substantially contribute
to the quality-of-life and economy of a community. According to the MAP policy guide on Historic Preservation and Cultural Resources,
MAP “supports efforts by local governments to integrate preservation into the land planning process, including incorporating preservation
goals into the community master plan and reconciling and coordinating preservation policies with local development policies.”
The Michigan State Historic Preservation office (SHPO) was created in response to the National Historic Preservation Act and is
funded by the National Park Service. Michigan’s SHPO provides technical assistance to local communities in their efforts to identify,
evaluate, designate, and protect Michigan’s historic resources. Historic resources are districts, buildings, sites, structures, or objects that
exemplify a period of history. Their historical value may be achieved either through association with significant historical events; through
association with the lives of persons significant in our past; by embodying a particular style, type, or method of construction; by possessing
high artistic values; or by yielding, or being likely to yield, information important to history or prehistory. These resources are typically fifty
years of age or older, but resources of lesser age may qualify if they have extraordinary significance. Many communities initiate their
involvement in historic preservation with a survey, followed by nominations to the national register, the establishment of local ordinances,
façade studies, marketing analyses, owners’ manuals, guidebooks, brochures, and video presentations. Survey activity may be funded
through local government expenditure, voluntary efforts and contributions, bequests from foundations or other organizations, as well as
direct involvement by preservation agencies.
Michigan SHPO also administers an incentives program that includes state and federal tax credits and pass-through grants available to
Certified Local Governments (which currently does not include L’Anse). Federal income tax credits are available for owners of National
Register-listed income-producing properties who rehabilitate their properties as certified by the National Park Service in consultation with
the SHPO. State business tax credits and state income tax credits are available for owners of historic properties who complete
rehabilitation work. The properties, depending on their community’s size, must be listed in the State Register, the National Register, or be
included in a locally protected historic district. Combined Federal and State tax credits are available to owners of properties that are
individually qualified to participate in both the Federal and State programs. Properties must have a depreciable end use; the rehabilitation
must meet the Federal and State expenditure thresholds; and must be certified by both the National Park Service and the SHPO.
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The Village of L’Anse should work towards developing a policy to encourage the reuse and/or preservation of historic or cultural sites
remaining in the Village. The Village can support this goal by educating developers and businesses about Federal and State tax incentives
and funding for historic preservation or rehabilitation. The Village can also arrange for technical assistance for property owners who wish
to apply for these tax and funding incentives. An advisory committee to help implement these programs and techniques would simplify
the process for property owners and perhaps increase utilization of these programs.
Public Recreation Resources
Because of tightening local budgets, local recreation programs are widely influenced by, and dependent on, federal and state funding
programs and their policy focus. The National Park Service administers two recreational funding programs through the Land & Water
Conservation Fund. Since the beginning of the program in 1965, the Land & Water Conservation Fund has provided more than $14.4
billion dollars for federal recreation land acquisition and state and local government recreation grants. Local governments must apply for
the federal funding through the Michigan Department of Natural Resources & Environment (MDNRE) Grants Management Division.
Local governments applying for funding must have an approved recreation plan on file with the MDNRE Grants Management Division.
The maximum amount of a grant changes from year to year, however, funding is provided with a 50 percent match.
Another federal program which is based on the SAFETEA-LU legislation (Safe, Accountable, Flexible, Efficient Transportation Equity
Act: A Legacy for Users) is primarily focused on transportation but may fund some recreation projects that contribute to transportation
goals, such as shared-use (non-motorized) paths. These projects are referred to as transportation enhancements. Other fundable projects
include facilities for pedestrians and bicycles; preservation of abandoned railway corridors (including conversion to trails); provision of
safety and educational activities for pedestrians and bicyclists; inventory, control, and removal of outdoor advertising; scenic or historic
highway programs including tourist and welcome center facilities; etc.
The state of Michigan also realizes the importance of recreation in communities, and has retained funds from annual revenues from the
development of State-owned mineral resources to support local government recreation as governed by Article 9, Section 35 of the State
Constitution and Part 19 of the Natural Resources and Environmental Protection Act, 451 PA 1994. The Natural Resources Trust Fund
Act (Part 19 of 1994 PA 451) provides that local governments may apply for funding through the Natural Resources Trust fund as long as
they have an approved 5-year Recreation Plan on file with the MDNRE Grants Management Division and the Recreation Plan supports
the project. According to the statute, a local unit of government is defined as “a county, city, township, village, school district,…or any
authority composed of counties, cities, townships, villages, or school districts or any combination thereof, which authority is legally
constituted to provide public recreation.” Funding can be used for recreation facilities, land acquisition, trails, and other recreational
projects. The funding is a grant with currently a $500,000 limit and a 25 percent match.
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Social Environment & Quality-of-Life
Civic and cultural resources, including social organizations, events, and customs, play an integral role in defining a unique community.
These resources contribute to a sense of meaning, unique place, and community pride. Organized social networks and enhanced cultural
amenities improve the opportunity for community differentiation and attraction of new residents and businesses. They also provide a
framework of support and involvement to help accomplish community initiatives. All elements of the built, social, and natural
environment can contribute to community quality-of-life.
The University of Pennsylvania’s sustainability indicators for quality-of-life (some of which have been modified to be more appropriate
for the Village of L’Anse) include:
Livability, Human Amenity, and Health
 Life expectancy (years) – goal to increase
 Household income – goal to increase
 Educational attainment (average years per adult) – goal to increase
 Proportion of substandard housing – goal to reduce
 Length of pedestrian friendly streets – goal to increase
 Proportion of alternative housing types – goal to increase
 Proportion of population diversity – goal to increase
Rebuilding Community Around a Sense of Place
 Number of opportunities for centralized social activity – goal to increase
 Number of hours of community involvement in community processes – goal to increase
A community’s quality-of-life and its ability to attract and retain economic growth often depend on the quality and quantity of
community services that contribute to a sense of safety, well-being, peace, and security. A minimum level of services is expected and taken
for granted, but a community that can go above and beyond in anticipating the unique and pressing needs of specific population segments
can differentiate itself.
Solid and Hazardous Waste Policy
There will always be waste; the question is how to properly handle the waste. Public opposition has made siting of landfills and other
waste management facilities such as transfer stations, incinerators, recycling facilities and composting yards very difficult. The American
Planning Association (APA) has drafted general and more specific policies on solid waste management. APA’s general policy states they
support managing solid waste with the following hierarchy; reduce, reuse, recycle, waste to energy, incinerate and landfill. Some of APA’s
more specific policies include:
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Supporting laws that regulate the type and amount of packaging. This would include incentives for the use of refillable
products and products packaged in recycled material.
Supporting laws requiring recycling and reuse of materials as well as incentives to encourage the use of recycled paper fiber
instead of cutting raw materials.
Supporting the recycling of contaminated demolition debris, volume reduction by removal of demolition debris containing
hazardous material, and use of technologies such as compaction or environmentally safe waste-to-energy.
Support interstate and intrastate regional partnerships between governments at all levels to coordinate solutions for solid and
hazardous waste management problems.
Support actions that lead to the expansion and stabilization of the economic base for recycling. Support existing and new laws
that encourage the growth of the recycled material markets.
The University of Pennsylvania sustainability indicators for public services, including materials and waste handing are:
 Proportion of sewage and industrial waste treated to reusable quality – goal to increase
 Amount of sewage and industrial waste discharged to streams or lake – goal to reduce
 Recycling of building materials – goal to increase
 Consumption of paper and packaging per capita – goal to reduce
 Amount of solid waste – goal to reduce, or alternately, Recycling rates – goal to increase
 Amount of organic waste returned to soil – goal to increase
Public Facilities Resources
One important goal of local government leadership is to ensure the best level of public service provision and the highest quality of
public facilities that the community can afford in a fiscally-responsible approach. This goal must be balanced with the many other
important areas of focus for local governments.
Collaboration: Potential Partners for Resource Enhancement
It is increasingly important for local governments to collaborate on resource enhancement initiatives of all types. In today’s mobile
economy, municipal borders become less relevant as residents enjoy the assets and amenities of the larger area. It makes sense that a
Township would partner with a Village to improve commonly-utilized resources and to get the most impact for the dollar. In addition to
collaborating with federal and state agencies for funding and technical support, local governments can work together to improve services
and facilities, earning even greater funding support at the state and federal levels based on the collaboration. Local developers, businesses,
and citizens also play an important role in supporting the physical and social infrastructure of a community.
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Goals and Objectives for Resource Enhancement
GOAL #8: CULTURAL & HISTORIC RESOURCE ENHANCEMENT (CH)
Preserve important cultural and historic resources for the enjoyment and education of future generations. These resources
provide a link to the past, enhance a sense of place, build community pride, and provide potential for increased tourism and
economic vitality.
Objectives for Cultural & Historic Resource Protection (CH)
Objective CH1: Consider a Form-Based Code in the Downtown area to regulate the physical form of future development
with the goals of preserving the traditional form, ensuring compatibility of development, and facilitating necessary transitions
in use.
Objective CH2: Respect the history and character of existing “community landmarks”, whether natural or built, and work
to preserve and share these landmarks that increase a sense of community.
CH2.1—Create an ongoing survey and evaluation process for historic resources and determine if preservation or adaptive reuse
strategies will be utilized.
CH2.2—Utilize volunteers to facilitate the application of historic buildings and sites to the National Register.
CH2.3—Feature the historic, scenic, and recreational assets of L’Anse Village in a narrated walking tour (either by podcast or rented
audio equipment), and on a tour map.
CH2.4—Create a Heritage Trail Network in the Baraga/L’Anse area (auto or pedestrian/bicycle or combination) highlighting and
linking heritage sites, with interpretive signage and historic photos providing educational opportunities.
GOAL #9: PUBLIC RECREATION & SCENIC RESOURCES ENHANCEMENT (PR)
Preserve and enhance public access and enjoyment of unique natural amenities and create a community that supports active
living and recreation environments.
Objectives for Public Recreation (PR)
Objective PR1: Create interconnected regional greenways/trailways systems connecting public parks and other recreation
amenities as well as wildlife corridors.
PR1.1—Develop scenic/recreational/interpretive multi-use paths or bike trails along the Falls River from the Downtown to the
old powerhouse park facility.
PR1.2—Collaborate in the creation of a scenic/recreational/interpretive multi-use trail along the Keweenaw Bay waterfront
between Baraga and L’Anse and Pequaming.
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PR1.3—Create a scenic bluff trail or boardwalk with interpretive gardens and historic signage.
PR1.4—Pursue other trail opportunities including cross-country ski trails, snowmobile trails, an ORV trail network, and wildlife and
birdwatching nature trails.
PR1.5—Support the school’s plan to develop on-site handicapped accessible nature trails for senior citizens.
Objective PR2: Utilize Universal Access principles in public recreation facilities.
PR2.1—Update public spaces, recreational facilities, and natural areas to provide increased opportunity for Universal Access (ADA
compliance).
PR2.2—Provide benches along frequently traveled pedestrian routes between shopping and senior housing.
PR2.3—Make sure that most frequently traveled pedestrian routes are free of obstructions and snow in the winter.
PR2.4—Research programs for funding to update homes for accessibility, and provide educational materials to area medical care
facilities and building supply stores.
Objective PR3: Create a Village Recreation Rental Program to make available recreational equipment such as lawn games,
field games, court games, silent sports, fishing, etc., perhaps to be coordinated by the fitness center or other downtown
business.
Objective PR4: Look for opportunities to enhance or expand existing facilities or add new facilities.
PR4.1—Expand the Waterfront Park along the shoreline. Consider adding picnic facilities.
PR4.2—Marina enhancements include shower and toilet facilities and additional parking. Consider adding a kayak locker to facilitate
a water trail stopping point. Expand the marina to accommodate more boats.
PR4.3—Create multiple mini-parks closer to neighborhoods to serve specific population segments.
PR4.4—Consider creating an outdoor ice rink and sledding hill at the former football field location by the Recreation Building.
PR4.5—Incorporate roller blading opportunities by creating multi-use paths.
PR4.6—Consider a splash park and/or a community pool.
PR4.7—Re-orient the Third Street Park tennis courts to improve visibility.
GOAL #10: SOCIAL ENVIRONMENT & QUALITY-OF-LIFE ENHANCEMENT (SQ)
Pursue strategies that sustain L’Anse as a safe and healthy place to live, support a sense of a diverse yet cohesive
community, preserve community traditions, and provide opportunities for all residents to be engaged in the social sphere and
help accomplish community goals.
Objectives for Social Environment & Quality-of-Life Enhancement (SQ)
Objective SQ1: Nurture a sense of attachment and commitment to “place” to enhance the social fabric of the community.
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SQ1.1—Focus on the creation of “third places” as a powerful focal point for community, built around treasured places, rituals, and
events. (Third places are those other than home or work)
SQ1.2—Offer incentives for the inclusion of a public gathering area in neighborhood mixed-use developments.
SQ1.3—Improve public social amenities in the population center.
SQ1.4—Create Discovery zones in every neighborhood to engage kids in discovering nature and participating in healthy, creative,
instructive play. Examples include:
 Jump pit (measured by progress on wall decorated with animals)
 Climbing walls
 Edible landscaping
 Children’s game court
 Interactive sculpture gardens
 Community memory wall
Objective SQ2: Re-orient the community to people instead of the automobile with good design of public spaces and the
built environment.
SQ2.1—Minimize the need for parking space to accommodate a more pedestrian-friendly environment.
 Coordinate parking for mixed-uses that have peak demand at different times of the day, such as evening entertainment uses and
daytime office uses.
 Provide parking spaces for office and retail workers in peripheral lots downtown, and save high proximity spaces for retail
customers.
 Minimize surface parking lots in downtowns by narrowing drive lanes, adding on-street parking, utilizing shared parking, or
subsidizing parking structures.
SQ2.2—Utilize small blocks of 200-400’ and maintain a grid network of streets, avoiding cul-de-sacs as much as possible.
SQ2.3—Maintain and encourage alleys wherever possible. Prohibit closure of existing alleys.
SQ2.4—Provide bicycle parking facilities throughout core commercial areas, in office development, and at schools and parks.
Objective SQ3: Promote schools as a community resource center, and integrate multi-generational programs with the goal
of increased knowledge transfer and citizen involvement.
GOAL #11: PUBLIC SERVICES RESOURCE ENHANCEMENT (PS)
Provide for efficient public service provision and facility management to most effectively protect and utilize public
investment.
Objectives for Public Services Resource Enhancement (PS)
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Objective PS1: Enhance telecommunication services to facilitate the transition to the “new” or “knowledge” economy and
create an opportunity to increase the education and skills of residents and link them to a global network.
PS1.1— Update regulations to support responsible development of telecommunication infrastructure.
PS1.2— Improve the availability of internet service, technology, and software to link as many area businesses and residents to the
internet as possible. This includes increasing the availability of wireless internet access, facilitating the purchase of used computer
equipment, and/or providing publicly-available computer resources and software.
PS1.3— Require “open capacity” on any fiber optic infrastructure that is constructed, which may be used in the future to expand Ecommerce activity.
PS1.4— Maintain an updated Village website to provide basic information on community services and events and to market and
promote the community and its unique assets including business, arts, and crafts offerings.
Objective PS2: Provide environmentally- and socially-responsible Solid Waste Management Services.
PS2.1—Utilize the Village or County web-site to educate citizens on solid waste handling and correct disposal methods and
composting practices.
PS2.2—Establish a re-use store for the recycling of construction and remodeling waste products to reduce burdens on landfills.
PS2.3—Set up a “community tool library” to allow the sharing of tools.
PS2.4—Participate in the creation of a County or Regional Solid Waste Management Plan and implement the recommendations
including creating recycling opportunities.
PS2.5—Explore the feasibility of a deconstruction program to provide job opportunity; support small business development; benefit
the environment; eliminate blight; provide a source for rehabilitation materials for historic districts; reduce waste; increase sustainability of
wood and other resources; and provide affordable materials for rehabilitation.
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GOAL #12: PUBLIC FACILITIES RESOURCE ENHANCEMENT (PF)
Make sure that all public facilities set a good example for sustainable design and operation and provide an essential public
service in the most efficient manner.
Objectives for Public Facilities Resource Enhancement (PF)
Objective PF1: Fix-It-First: Do not add new infrastructure if current infrastructure or facilities are not maintained due to
limited financial or organizational resources.
Objective PF2: Create plans to conserve energy and increase efficiency in all public facilities and to adopt renewable energy
technology when possible, thereby creating a model for private companies and residents to follow.
Objective PF3: Accessibility: Ensure that public buildings that serve a communal purpose, such as libraries, are accessible
to all and are located where those that cannot afford to drive (or are unable to drive due to age or disability) can reach them.
Objective PF4: Enhance the aesthetics and function of parking areas.
PF4.1—Large surface parking lots should be visually and functionally segmented into several smaller lots with no one lot over three
acres unless divided by a street or building.
PF4.2—All parking lots should be planted with sufficient trees so that within ten years 70% of the surface area of the lot is shaded to
reduce the urban heat island effect, unless the lot will be fitted with a framework of solar collection panels.
PF4.3—Whenever possible, overflow parking areas should be developed with a permeable surface.
Objective PF5: Analyze the need for an additional cemetery facility and evaluate alternatives.
Objective PF6: Perform marina improvements, including extending the break wall to provide additional capacity, and
adding landscaped islands, trees, and natural stormwater management solutions to the parking lot to preserve water quality and
provide a more pleasing transition to the Downtown.
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Infrastructure Enhancement Plan
This portion of the Strategic Plan addresses policies, goals, and objectives for enhancement of community infrastructure. Content
includes infrastructure enhancement policy and potential partners for infrastructure enhancement. This section addresses Goal #14:
Transportation Enhancement, and Goal #15: Utility Infrastructure Enhancement.
Infrastructure Enhancement Policy
Transportation is closely linked to land use, future development, economic growth, greenhouse gas emissions, environmental
protection, accessibility, mobility, and equity issues. The priority of most transportation programs in the past was to ensure the integrity of
the Federal and State highway systems, airports, and important ports. Today, federal and state governments have begun to place more
focus on supporting alternative transportation modes to increase the diversity and security of the system and meet Smart Growth goals.
There is also an increasing awareness that highways, as a part of public space, can contribute to and be compatible with other community
goals including community aesthetics and connectivity. There is a growing awareness of the link between transportation (which is often
controlled by federal or state agencies) and land use (which is usually controlled by local governments) and the need for collaboration and
coordination.
Since the passage of the ISTEA (Intermodal Surface Transportation Efficiency Act of 1991; P.L.102-240), the Federal Government has
funded Transportation Enhancement (TE) under the Surface Transportation Program (STP). ISTEA was a major federal effort to address
the criticisms of the traditional transportation planning process, including the favoring of the automobile over all other modes of
transportation. It also required consideration of air quality and congestion management goals and the participation of stakeholders such as
transit operators and state and local elected officials in the transportation planning process. In 1998 Congress passed TEA-21 (the
Transportation Equity Act for the 21st Century) P.L.105-178. TEA-21 added two eligible categories, safety and educational activities for
pedestrians and bicyclists, and transportation museums. The TE activities were changed once more in 2005 when congress passed the
Safe, Accountable, Flexible, Efficient, and Transportation Equity Act: A Legacy for Users (SAFETEA-LU; P.L.105-59). This act made it
clear that only activities related to surface transportation would be eligible for funding and listed 12 eligible activities. The activities eligible
for TE funding include (1) provision of facilities for pedestrians and bicycles; (2) provision of safety and educational activities for
pedestrian and bicyclists, (3) acquisition of scenic easements and scenic or historic sites; (4) scenic or historic highway programs (including
the provision of tourist and welcome center facilities); (5) landscaping and other scenic beautification; (6) historic preservation; (7)
rehabilitation and operation of historic transportation buildings, structures, or facilities (including historic railroad facilities and canals); (8)
preservation of abandoned railway corridors (including the conversion and use of the corridors for pedestrian or bicycle trails); (9)
inventory, control, and removal of outdoor advertising; (10) archaeological planning and research; (11) environmental mitigation to address
water pollution due to highway runoff, or reduce vehicle-caused wildlife mortality while maintaining habitat connectivity; (12)
establishment of transportation museums.
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Governor Granholm recently signed legislation for a Complete Streets program in Michigan. Complete Streets means that in road planning,
consideration is given to all of the legal users of the roadway during the planning and design phases to determine if any relevant
accommodations are necessary or appropriate within the project. This legislation mirrors a national movement, but it does not mandate
any local road agency adopt this policy or spend extra money for non-motorized facilities unless, for example, the county or village receives
money from the Michigan transportation fund annually. If a village receives money from the Michigan transportation fund annually, that
village shall prepare a five-year program for the improvement of qualified nonmotorized facilities which when implemented would result in
the expenditure of an amount equal to at least one percent of the amount distributed to the village in the previous calendar year, multiplied
by 10, less the accumulated total expenditures by the village for qualified nonmotorized facilities in the immediately preceding 5 calendar
years. The program may be established in conjunction with or separate from already existing highways, roads, and streets and shall be
established when a highway, road, or street is being constructed, reconstructed, or relocated unless:
 The cost of establishing the facilities would be disproportionate to the need or probable use
 The establishment of the facilities would be contrary to public safety or state or federal law
 Adequate facilities for nonmotorized transportation already exist in the area
 The previous expenditures and projected expenditures for nonmotorized transportation facilities for the fiscal year exceed one
percent of that unit’s share of the Michigan transportation fund, in which case additional expenditures shall be discretionary.
Although the policy is optional for local governments, the policy benefits local communities. The changes to Act 51 under P.A. 135
include consultation between counties, cities, villages, and MDOT when planning a non-motorized project affecting a transportation
facility belonging to another road agency; non-motorized transportation improvements must meet accepted best practices; Act 51 agencies
will notify one another when their five-year non-motorized programs are finalized; and non-motorized facilities contributing to complete
streets are eligible for funding. The new Complete Streets section says that the State Transportation Commission must adopt a Complete Streets
policy for MDOT within two years, and local road agencies must now consult with each other and agree on how to address Complete Streets
for projects that affect a roadway under another road agency’s jurisdiction – meaning that if MDOT or a road commission is planning a
project within a municipality, they must inject the desires of the local community into the planning and design of the project. It also allows
MDOT to provide technical assistance and coordination to local agencies in the development and implementation of their policies.
MDOT is also required to share expertise in non-motorized and multi-modal planning in the development of projects within municipal
boundaries. The Complete Streets program also allows agencies to enter into agreements with one another to provide maintenance for
projects constructed to implement a Complete Streets policy. The Complete Streets policy is expected to be sensitive to local context where
the needs vary according to the setting, consider the functional class of the roadway and projects costs that might lead to appropriate
exemptions, and consider the varying mobility needs of all legal users of the roadway, and of all ages and abilities.
The Complete Streets legislation also amends P.A. 33 of 2008, the Michigan Planning Enabling Act, to say that “the general purpose of a
master plan is to guide and accomplish, in the planning jurisdiction and its environs, development that satisfies all the following criteria”,
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“includes, among other things, promotion of or adequate provision for one or more of the following:”, (adding this criteria) “a system of
transportation to lessen congestion on streets and provide for safe and efficient movement of people and goods by motor vehicles,
bicycles, pedestrians, and other legal users”. Another change is in section 33 of P.A. 33 of 2008, which says that “a master plan shall
also include those of the following subjects that reasonably can be considered as pertinent to the future development of the planning
jurisdiction:”, and to this list is added, “all components of a transportation system and their interconnectivity including streets and
bridges, public transit, bicycle facilities, pedestrian ways, freight facilities and routes, port facilities, railroad facilities, and
airports, to provide for the safe and efficient movement of people and goods in a manner that is appropriate to the context of the
community and, as applicable, considers all legal users of the public right-of-way.”
The University of Pennsylvania sustainable transportation indicators, some of which have been modified to be more appropriate for
the Village of L’Anse, include:
 Solo car use per capita – goal to reduce
 Use of public transit, walking/biking, and car pool mobility options – goal to increase
 Average distance to work – goal to reduce
 Proportion of children driven to school – goal to reduce
 Cost recovery of transit fares – goal to increase
 Length of multi-use paths – goal to increase
Collaboration: Potential Partners for Infrastructure Enhancement
The Village should participate in cooperative efforts to address such transportation issues as access management on the highway
corridor and Complete Streets policies. The Village also has a stake in regional transportation initiatives to preserve or enhance rail or port
transportation modes and non-motorized transportation modes. The County Health Department (through State Health Department
funding) has access to funds for Complete Streets planning and implementation projects and Safe Routes to Schools projects. USDA Rural
Development programs will continue to be of great assistance in improving community sewer and water facilities.
Goals and Objectives for Infrastructure Enhancement
GOAL #13: TRANSPORTATION ENHANCEMENT (TE)
Continue to grow and improve the transportation infrastructure that is key to economic growth in the region, including
roads, bridges, non-motorized facilities, air service, and rail lines.
Objectives for Transportation Enhancement (TE)
Objective TE1: Participate in Regional Transportation Planning initiatives.
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TE1.1—Explore the feasibility of expanding freight and passenger rail and shipping service to the County.
Objective TE2: Roadway System Improvements
TE2.1—“Fix it First” philosophy for roads. Do not add new infrastructure if current infrastructure or facilities are not maintained
due to limited financial or organizational resources.
TE2.2—Institute access management principles for the highway corridor to protect safety and capacity of the highway system and
preserve the value of the public investment in the road system. Incorporate into the zoning ordinance.
TE2.3—Utilize as asset management program to evaluate and document road conditions and inform capital improvement
decisions. Training and software vailable through Michigan Tech LTAP services.
TE2.4—Maintain a 5-year traffic count, accident history, and sign inventory.
TE2.5—Explore the feasibility of an additional street connection between the Downtown and US-41, providing an additional
western entrance to the Village.
TE2.6— Maintain the connectivity level and integrity of the traditional grid street pattern into the future.
TE2.7— Adopt Complete Streets standards and implement in all street projects.
Objective TE3: Strategies for other Transportation Modes
TE3.1— Preserve and protect community rail service to enhance community sustainability and resilience.
TE3.2— Preserve and improve public transit options.
TE3.3— Preserve and improve harbor and port facilities.
Objective TE4: Non-Motorized Transportation Improvements
TE4.1—Pursue funding support to create a Non-Motorized Transportation Plan to identify specific projects and phases in a
systems approach that will help address the Complete Streets policy and enhance the Village’s ability to get funding for these projects. Include
all appropriate road agencies in the process.
TE4.2— Require walkable designs including non-motorized connections and bicycle facilities in all new development.
TE4.3—Incorporate complete, integrated, clearly-marked, non-motorized transportation networks as a priority project in Capital
Improvement Plans.
 Provide multiple routes to community activity centers.
 Enhance the Pedestrian environment in all urban areas by orienting all roads to the pedestrian as much as possible.
o Create continuous sidewalk networks within and between all neighborhoods and major activity centers.
o Minimum width of 5 feet for new sidewalks (wider when bicycling and inline skating activities are combined with
pedestrians).
o When possible, utilize a buffer of 4-10 feet between the sidewalk and the curb (the wider the road, the greater the traffic
speed, the wider the buffer). When a buffer is not possible, make the sidewalk wider to allow pedestrians to move away
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from the curb, or narrow the drive lanes to ten feet (on low speed roads) with a drive line encouraging vehicles to drive
closer to the center line, leaving the extra pavement space at the edge as a buffer between cars and pedestrians.
o Utilize on-street parking and bike lanes as functional buffers between pedestrians and traffic.
o Provide adequate, downcast lighting at heights of 8-12 feet to enhance security.
o Make sure that street furniture, landscaping, and sidewalk signs do not create hazards for visually impaired people or
block pedestrian flow.
o Add sidewalk connections between cul-de-sacs, dead-end roads, and roads that do not intersect.
 Minimize the number of driveways and curb cuts that create obstacles for pedestrians and bicyclists by incorporating access
management principles such as shared driveways on arterials and major connecting streets.
 Create safe pedestrian crossings offering sufficient time for crossing, or narrow the crossing distance with bump-outs that bring
the pedestrian into view beyond parked cars before crossing. Utilize striping or contrasting pavement colors to make these
crossings more visible to motorists.
 Create safe, attractively landscaped pedestrian paths (minimum of 5’ path) from all public sidewalks to the front entrance of
commercial uses, utilizing special striping across parking lots.
 Implement alternative modes of transportation in road improvement projects. Consider adding bike lanes, pedestrian
infrastructure, and street amenities to Main and Broad streets with road reconstruction and resurfacing projects.
TE4.4—Conduct sidewalk inspections and schedule repairs as part of annual maintenance operations and consider funding
sidewalk maintenance and repair through special assessments.
GOAL #14: UTILITY INFRASTRUCTURE ENHANCEMENT (UE)
Continue to grow and improve the physical infrastructure that is key to economic growth in the region, including utility
service, power generation and transmission infrastructure.
Objectives for Utility Infrastructure Enhancement (UE)
Objective UE1: Water System Improvements
UE1.1—A Water System Master Plan with a hydraulic model and a five year capital improvement plan should be developed for the
water system.
UE1.2—Elimination of dead end mains by looping the existing water main system should be considered where possible.
UE1.3—Implement a water valve exercise schedule, which could be performed concurrent with the water main flushing program.
UE1.4—Hydrant flow and water system residual pressure records should be maintained for future ISO insurance rating
documentation.
UE1.5—The present water system map for the Village should be updated annually with the records from construction projects
completed.
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Objective UE2: Stormwater System Improvements
UE2.1—Because Village health and safety depends on the water quality of Keweenaw Bay, a regional comprehensive stormwater
management plan should be developed with communities adjoining the Bay. Coastal zone funding may be available to assist in this
effort.
UE2.2—Implement Stormwater Management Practices that include the reduction of impervious surfaces and utilization of
biofiltration methods.
 Low impact development and innovative stormwater management standards should be incorporated into the zoning ordinance.
 Utilize shared parking techniques to reduce amount of impervious pavement and access drives.
 Reduce parking requirements in denser urban areas to be in alignment with walkability and Smart Growth goals.
 Reduce drive lanes to 10 feet and utilize extra space on roadways for on-street parallel (one or both sides) or reverse angle
parking to help reduce the need for surface parking.
 Create on-site biological wastewater treatment systems with new development and redevelopment whenever possible, utilizing
collected water for on-site irrigation. Treat all urban runoff on-site with biological retention and filtration areas.
UE2.3—Compile a comprehensive storm sewer map and consider televising the system to determine pipe composition and
condition and prepare a preventive maintenance plan and schedule.
UE2.4—Prepare a maintenance budget.
Objective UE3: Wastewater System Improvements
UE3.1—The Village should continue to implement a sewer line cleaning maintenance program.
UE3.2—Recommendations for plant improvements, collection system improvements and lift station rehabilitation are include in the
2008 comprehensive plan and should be utilized for future planning of system upgrades.
UE3.3—The present treatment operations are operating at 70 percent of capacity. Future development expansion of large acreage
industrial, commercial or residential property will need to be evaluated for impacts on the treatment process.
UE3.4—The Village should annually update the sanitary system comprehensive map with the records from construction projects
completed.
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Zoning Plan
This plan satisfies the requirement of P.A. 33 of 2008 for a local unit of government that has adopted a zoning ordinance to have a
zoning plan within the master plan, including an explanation of how the land use categories on the future land use map relate to the
districts on the zoning map.
Comparison of Future Land Uses to Current Zoning Districts
The following table contains a summary of how the future land use categories for the Village of L’Anse relate to the current zoning
ordinance categories and the future zoning categories.
Table 6-1
Future Land Use Category
Future Zoning Category
Current Zoning Category
Protection Zone (Shoreline, Riparian, Bluff)
Urban Forest Preservation & Recreation
Park & Community Recreation
Resource Protection Overlay Zone (P‐O)
Conservation‐Recreation (CR)
CR or Permitted Use
Reserve District
Reserve District
Underlying or Reserve District
Cluster Residential Development
Suburban Neighborhood Residential
Traditional Neighborhood Residential
Waterfront Residential
Mixed‐Density Residential
Conservation Subdivision (CS)
None
Suburban Neighborhood Residential (SN‐R)
R‐1A, R‐1B, R‐2, RM‐1, Reserve
RM‐1, R‐1B, R‐2
Traditional Neighborhood Residential (TN‐R)
Waterfront Residential (W‐R)
RM‐1
Mixed‐Density Residential (M‐R)
R‐1A, RM‐1, R‐1B, R‐2, B‐1, Reserve
Integrated Mixed‐Use
Corridor Mixed‐Use
Business Park / Light Industrial
General Industrial
Low Impact Development
Core Mixed‐Use (M‐1)
Corridor Mixed‐Use (M‐2)
Business Park/Light Industrial (I‐1)
General/Heavy Industrial (I‐2)
Low Impact Development (LID)
B‐1, RM‐1
B‐2, RM‐1
I‐1
I‐2, Reserve
Reserve
School Institutional
Utility
School Campus District (SC)
Permitted Use
RM‐1, R‐2
R‐1A, Reserve, I‐1
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New Zoning District Descriptions
In general, the new zoning district descriptions are closely related
to the future land use descriptions as presented in Chapter 6: Future
Land Use Plan since the Village of L’Anse is in the process of updating
the Village zoning ordinance to be compatible with this master plan.
The Protection Zone future land use corresponds with the future
Resource Protection Overlay District (P-O, shown in black dotted ribbon areas),
and is intended to address sensitive environmental areas along
shorelines, waterfronts, riverbanks, steep slopes, bluffs, etc, and to
distinguish these areas by a need to implement low impact
development or preservation principles. This zoning district shall
contain standards to help preserve scenic views, reduce erosion
potential, and protect water quality. This zone is administered as an
overlay district with additional standards that apply in addition to those
of the underlying base zoning district.
The Urban Forest Preservation and Recreation and Park and Community
Recreation future land uses become part of the Conservation Recreation
(CR, shown as bright green) future zoning district which is intended to
protect both unsubdivided natural areas and publicly-owned lands
generally used for recreation. This will allow the Village to retain some
contiguous natural areas that can be utilized for greenbelts, wetlands,
scenic areas, wildlife habitat, and low intensity outdoor recreation
along with the higher intensity outdoor recreation areas and facilities.
Environmentally-conscious regulations are intended to protect water
quality and sensitive environmental resources by providing a buffer of
low-intensity uses.
Typical uses include forest and wildlife
management, riparian buffers, parks, trails, and playgrounds. Other
uses that may be allowed as special uses include recreational camps and
clubs and low intensity, passive outdoor recreation. Other uses may be
accommodated at low density and low intensity. These areas were
previously accommodated in the underlying district or in the reserve
district.
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Figure 6-2: Future Zoning Districts
2011
The Traditional Neighborhood Residential future land use category corresponds with the Traditional Neighborhood Residential (TN-R, shown as
yellow) future zoning district. This district is intended to preserve the existing character of the traditional residential neighborhoods and to
guide redevelopment in a manner which is consistent and compatible with this form. Residential character is reflected around a framework
of well-connected grid street systems with sidewalks. The pedestrian environment is enhanced by compact development on small lots, and
homes set relatively close to the street with front porches and clearly defined front entrances. This district is intended to create and
preserve viable and walkable neighborhoods and provide for all season non-motorized connections. This district is generally located
where all of the facilities for urban living, including community sewer and water facilities, are available. Generally homes are located on
small lots in pedestrian-friendly, compact neighborhoods where homes are of similar scale and character. The zoning principles will
encourage pedestrian-scale form with appropriate amenities such as pedestrian-scale lighting, street trees, and street widths applying traffic
calming principles while accommodating on-street parking. Landscaping treatments that improve stormwater management, manage winter
micro-climatic conditions, and reduce wind chill are encouraged.
Uses include mostly one- or two-story single-family dwellings and two-family dwellings, but special uses of greater height may be
allowed if they are designed to be compatible with the residential setting and achieve community goals. Other compatible uses may include
home occupations contained within the dwelling; bed and breakfast establishments; family child care; state-licensed residential facility;
churches and associated structures; parks and playgrounds; schools and libraries; small office uses; community- and publicly-owned
buildings; and public utility buildings. Site plan review may be required for all uses other than single- and two-family dwellings. These uses
were previously accommodated in a variety of districts including RM-1, R-1B, and R-2.
The Suburban Neighborhood Residential future land use category corresponds with the Suburban Neighborhood Residential (SN-R, shown as tan)
future zoning district. This district provides for one- to two-story larger-lot single-family residential development and conservation
subdivision (cluster or open space) development in areas that begin a transition to rural forest or agricultural areas and wetlands in the
neighboring Township. This District provides for limited agricultural pursuits. It preserves a more rural character in areas characterized by
the presence of natural landscape features, open space, and greater building setbacks. Cluster development preserving at least 50 percent of
the site as open space is encouraged in this District. This District also allows for the production of food close to urban areas to enhance
food security. Some of these neighborhoods currently lack pedestrian circulation systems such as sidewalks, which should be remedied in
the future, but trail systems and amenities may be substituted. The feeling is of a private enclave of residences in a more rural setting
separated from most other uses, although some neighborhood-serving mixed-use is acceptable. These uses were previously accommodated
in a variety of districts including R-1A, R-1B, R-2, RN-1, and reserve.
The Waterfront Residential future land use category corresponds with the Waterfront Residential (W-R, shown as turquoise) future zoning
district. Typical development in this district consists of one- and two-story single-family housing along the shoreline of Keweenaw Bay,
Lake Superior. This district contains special regulations addressing scenic views and water, shoreline, and environmental protection.
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Primary importance will be placed on development patterns that preserve access and view corridors to the lake and protect the natural
environment. Building design and site layout will reflect the importance of the relationship to the lakeshore. To protect water quality and
access to natural resources, impervious surfaces will be minimized, paved space will be drained toward bio-retention or landscaped filter
areas, and open space will be maximized. Riparian buffers will be maintained in this district. These uses were previously accommodated in
the RM-1 district.
The Cluster Residential Development future land use category corresponds with the Conservation Subdivision (CS) future special land use
pattern. This special land use pattern is a form of development that may be permitted in various zoning districts. This development
pattern has established land-use and design controls and a specific approval process to produce a distinctive higher-density form achieving
specified community goals. This development is meant to achieve a balance of higher density residential development and allocated, setaside conservation areas. Alternative housing types, such as attached housing and accessory dwelling units, shall be accommodated to
increase opportunity for compact development and maximize open space. Height will vary according to location. This special land use
pattern will feature a pedestrian circulation system and shared community facilities that address amenities not accommodated in the small
homes. Sensitive natural features will be integrated and preserved along with habitat areas. Intensified environmental protection,
landscaping, and screening principles will be applied. Low impact development principles will be utilized.
The Mixed-Density Residential future land use category corresponds with the Mixed-Density Residential (M-R, shown as orange) zoning district.
This district is generally located where all of the facilities for urban living, including community sewer and water facilities, are available.
This area offers a full range of housing choices including higher intensity multi-family residential uses, attached Townhouses and condos,
mobile home parks, small lot single-family, and larger-lot single family generally in a Traditional Neighborhood context. District
regulations are designed to encourage a suitable social and civic environment for family life and convenient access to essential products and
services by including small, non-residential neighborhood-serving uses compatible with existing residential form. The appropriate amount
of open space and recreational opportunities are provided. This district is intended to promote a sense of community and neighborhood
vitality. A framework of well-connected, grid street systems with sidewalks within a compact form allow the efficient provision of
infrastructure. This District is meant to encourage a diversity of housing types for various income levels, and to encourage affordable
housing options. Provisions for pedestrian and bicycle circulation is very important in this District, as are related pedestrian-scale
infrastructure and amenities. This area is meant to contain the highest concentration of residentially-compatible uses in order to provide
vitality around core transportation routes and the Downtown. These uses were previously accommodated in a variety of districts including
R-1A, RM-1, R-1B, R-2, B-1, and reserve.
The Integrated Mixed-Use future land use category corresponds to the Core Mixed-Use (M-1, shown as dark red) future zoning district. The
intent of the Core Mixed-Use future zoning district is to promote the establishment of a mix of vertically and horizontally integrated uses
including retail, office, institutional, residential, and other non-residential uses while preserving traditional downtown and neighborhood
character. This integration of uses will facilitate shopping and service opportunities close to neighborhoods, and will accommodate non-
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motorized forms of transportation including public transit. Development in this district will provide for commerce at a density and scale
that is appropriate for nearby residential areas, while placing primary importance on a safe and pleasing pedestrian environment. New
development will be compatible within the context of traditional form. Structures primarily have shallow setbacks with sidewalks
separating the structure from the street. Commerce is closely integrated with residences so as to encourage vitality and safety as residents
keep eyes on the streets. Trees and vegetation are necessary to improve the pedestrian landscape and provide buffers from activity.
This district allows for a mix of uses within a single building, such as ground floor commercial or office, with upper story residential or
office, but with no commercial use allowed above a residential use. Also contained in this district are a mix of housing types and residential
densities along with other uses generally not to exceed four stories in height depending on location. Residential classifications in the Core
Mixed-Use area may include a full range of appropriately buffered densities. Non-residential uses may include retail and service uses
without outside storage areas, professional offices, banks, public buildings, schools, restaurants, taverns, and fraternal organizations.
Appropriate buffers and careful layout of structures and parking are important in this area to ensure compatibility.
The pedestrian landscape is of primary importance, as is accommodation of bicycle traffic with bike lanes and bike racks. Because of
the linear nature of this mixed-use District, the provision of intermittent year-round public spaces is important to enhance social
interaction and the pedestrian experience. Seasonal outdoor cafes contribute to the active vitality of this area. On-street parking should be
maximized to support customer convenience and walkability. The requirements for off-street parking should be minimized to enhance the
pedestrian landscape and ensure compatibility with the surrounding traditional neighborhoods. Landscape buffers should be utilized
around the perimeter of surface parking lots. Snow management is very important in this area to ensure year-round economic viability.
These uses were previously accommodated in the B-1 and RM-1 districts.
The Corridor Mixed-Use future land use category corresponds with the Corridor Mixed-Use (M-2, shown as bright red) future zoning
district. This district provides a concentrated and convenient location for moderately intense regional- and local-serving auto-oriented uses
that are appropriately buffered from other mixed-uses along the major transportation route.
The Corridor Mixed-Use district is intended as a diverse, generally pedestrian-friendly environment that accommodates adequate
vehicular access while creating an aesthetically pleasing entrance into the Village. This district serves as a vital transportation artery and a
gateway connection to Downtown, and contains important crossroads intersections. This district accommodates regional-serving
destination commercial and service uses. The district strategically and efficiently accommodates larger scale commercial along with
residential uses while preserving a pleasing pedestrian environment.
Motorized access will be carefully designed and more intense activities will be carefully screened so as to place emphasis on the main
building entrances. Access management principles such as reduced curb cuts, shared internal circulation, shared drives, and
frontage/service roads will be incorporated into regulations. The standards will reflect the community’s desire to enhance the visual quality
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of the area by establishing minimum criteria for development while promoting amenities necessary to attract business, residents, and
visitors. This district will provide opportunities for affordable and alternative housing, and will be designed to provide an appropriate
transition into nearby traditional neighborhood districts. High density, urban living is encouraged and mixed with supportive
neighborhood services. Non-residential uses may include auto-oriented uses such as gas stations, vehicle service and repair businesses and
drive-through restaurants; large scale retail operations that require large outside storage or parking areas; public buildings; and hotels and
motels.
Surface parking must be accommodated in this district but is preferably located in the rear of the property or screened or buffered
from view. Access is generally from the highway but shared access is encouraged to preserve highway safety and function. The area is
intended to incorporate various transportation modes, including all-season non-motorized connections (i.e. sidewalks, pathways, and trails)
to increase the ease, safety, and convenience of walking and bicycling from surrounding neighborhoods. Future development or
redevelopment will include improvements to the pedestrian realm, bicycle network, road crossings, and landscaping. Redevelopment will
include the addition of trees, landscaped buffers, and bio-retention areas. These uses were previously accommodated in the B-2 and RM-1
districts.
The Business Park / Light Industrial future land use category corresponds with the Business Park / Light Industrial (I-1, shown as light purple)
future zoning district. Light industrial uses are fully enclosed with no outdoor operations or storage of materials or vehicles and with less
intense operations that are compatible with commercial uses. These areas may include repair, distribution, laboratory, cleaning, and miniwarehousing operations. These uses are encouraged in a business park or campus-like setting with an abundance of landscape buffers and
integrated natural stormwater management techniques. The planting and preservation of trees in this area is encouraged along with
alternative energy infrastructure. Winter-city design principles will be implemented with all new development to enhance the pedestrian
environment and ensure climate compatibility. Energy-efficient design and climate-sensitive and environmentally-friendly landscaping
techniques will be rewarded through increased density allowances, stormwater credits, or other incentives. These uses were previously
accommodated in the I-1 district.
The General Industrial future land use category corresponds with the General / Heavy Industrial (I-2, shown as dark purple) future zoning
district. This area includes industrial service, manufacturing, bulk commodities, and marine uses which engage in intense scale or volume
of activity and may store materials or vehicles outdoors. Few customers, especially the general public, come to the site. These areas are
characterized by the presence of heavy machinery, building materials, and raw materials for processing and storage, and the utilization of
chemicals and intense processes. Appropriate landscape buffers are very important in transition areas around the perimeter of these uses.
The planting of trees is encouraged to soften the impact of buildings of large scale or bulk and outdoor storage areas. This development
needs access to minor arterials and collector roads, and roads will be designed to reflect heavier loads and expanded turning radii.
Standards for appropriate screening, buffering, and reducing fugitive dust materials will be incorporated. Energy-efficient design and
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climate-sensitive and environmentally-friendly landscaping techniques will be rewarded through increased density allowances, stormwater
credits, or other incentives. These uses were previously accommodated in the I-2 and reserve districts.
The Low Impact Development future land use category corresponds with the Low-Impact Economic Development (LID, shown as dark green with
red grid) future zoning district. This district provides for future economic development opportunity in a form that meets the principles of
Low-Impact Development in order to preserve the integrity of the natural resources of the area. These site layout standards include cluster
development, minimal soil compaction and disturbance, protected natural water flows, riparian buffer areas, protection for sensitive
environmental features, and minimal impervious surfaces. Structural standards include bioretention, stormwater recapture and use,
infiltration practices, native re-vegetation, and pervious pavement with infiltration. Passive outdoor recreation opportunities are preferred.
These uses were previously accommodated in the reserve district.
The School Institutional future land use category corresponds with the School Campus (SC, shown as grey) future zoning district. This
district contains a mix of uses supporting the L’Anse area schools. This may include office, recreation, business incubator, vocational, and
affordable housing opportunities. These uses were previously accommodated in the RM-1 and R-2 districts.
The Utility future land use category becomes a special land use or a permitted use in the appropriate zoning district. This use provides
for the public or private generation of power or other public services.
Proposed Schedule of Regulations
The new zoning ordinance will incorporate all necessary changes to bring the ordinance into compliance with P.A. 110 of 2006, the
Michigan Zoning Enabling Act, as amended. This will include, but is not limited to, public hearing notice requirements, process for
variances, appeals board structure and process, planning commission processes, treatment of specific land uses, site plan standards, and the
inclusion of more specific standards and findings of fact.
Other changes to bring the ordinance into alignment with this master plan include, but are not limited to:
Screening/Buffering/Landscaping
 Require buffers for large or unornamented structures.
 Reduce the impact of paved surfaces by requiring landscaped islands and buffer strips or berms or screens. Consider
implementation through incentives and site plan review standards.
Parking
 Incorporate access management practices into district standards, capital improvement plans, and site plan review standards.
Sign Regulations
 Update sign regulations to ensure compatibility in size, placement, and materials to reflect community goals.
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 Phase out off-premise advertising along the highway corridor.
Use Regulations
 Support home occupations with specific conditions to protect neighborhoods from noise, traffic, signage, and visual impact.
 Change the zoning along the harbor to mixed use development.
 Address outdoor woodburning furnaces and air pollution.
 Change the zoning regulations to allow mixed-use applications in traditional neighborhood locations as a special land use with
performance requirements and appropriate screening and buffers to ensure compatibility with the surrounding neighborhood.
 Create a special land use pattern for cottage housing developments (less than 1,000 square feet each) or other compact
development forms (from 10 to 12 units per acre) to facilitate development of these units.
 Change local ordinances to allow community gardens, farmer’s markets, food stands, small neighborhood stores, edible
landscaping, and appropriate urban farming (in yard setbacks, vacant lots). Address level of support for limited small animal
production.
 Revise ordinances to allow for and encourage the use of renewable energy sources such as wind and solar power. Examples
include preserving solar easements and revising standards to consider building orientation and the accommodation of
infrastructure.
Development Regulations
 Require new development to contribute to the financing of necessary public infrastructure and services through impact studies
and site plan review standards and the provision of appropriate buffers.
 Implement the blight strategy through updated ordinances, such as an abandoned building or vacant structures, blight
prevention, abandoned possessions, dangerous building, fire prevention, grass and noxious weeds, housing, inoperable vehicle,
litter, nuisance, and property maintenance. Update enforcement procedures such as inspections, agreements, prosecution,
misdemeanor, municipal civil infractions, blight violations, abatement of nuisance, and condemnation.
 Change zoning regulations to promote a mix of uses and diverse housing types within the Downtown and along major
roadways to increase density and support public transit provision.
o Zone for a minimum of 6 to 10 dwelling units per acre in appropriate areas.
o Allow up to 4 stories in the core mixed-use areas with appropriate infrastructure, transitions, and buffers.
o Allow mixed-use developments as a special land use (both vertical and horizontal mixing of uses) provided the
development meets criteria for buffering, screening, and operations to ensure compatibility with surrounding uses.
o Streamline the development approval process for priority mixed-use development projects.
o Allow density bonuses around key mixed-use development areas, such as key intersections.
 Provide incentives for ground-floor retail combined with upper-level residential uses, including the use of tax increment
financing, low-income tax credits (affordable housing), tax abatements, façade improvement funds, and reduced developer fees.
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
Incorporate the necessary regulations supporting the criteria and design review process of large scale development (i.e. big box
retail) in the zoning ordinance or code of all participating jurisdictions. Carefully define this type of development, and trigger
committee design review of any projects over 15,000 square feet. Create review criteria covering topics such as façade design,
active fronts, required transparency, roof lines, exterior building materials, landscaping, signage, pedestrian connections, multimodal transportation access, community amenities, vehicular circulation, parking, green construction and design, and building
orientation.
 Create criteria for development review relating to Smart Growth trends, and endorse and fast track projects that meet these
criteria.
 Create compact office parks and corporate campuses that can transition into peripheral Village centers with the inclusion of
personal services such as child development centers, fitness centers, restaurants, and alternative housing. Plan for trailconnections and implement streetscaping best practices upon development.
 Change site plan review and required landscaping standards to implement climate-sensitive site landscaping and green
streetscapes over time with development or redevelopment. This includes required landscaping to buffer parking areas, blank
walls, and service entries.
 Amend ordinances to protect solar access for energy and food production.
Environmental Regulations
 Protect the environment through vegetated buffer zones, mature tree preservation guidelines, and wetland protection
provisions contained in Site Plan Review.
 Amend the zoning ordinance to include a resource protection overlay zone to comprehensively address sensitive environmental
areas that cross parcel boundaries such as bluffs, erosion zones, shorelines, and waterfronts.
 Enact policies to restrict and control development in areas where there are steep slopes, soil erosion possibilities, and wellhead
protection areas.
 Develop a wetlands protection program with a priority to preserve existing wetlands and integrate them on-site whenever
possible, perform high quality mitigation when necessary, and pursue opportunities to restore or enhance wetlands wherever
possible.
 Utilize incentives to provide open space easements, public access to water resources, and conservation easements.
 Incorporate low impact development and innovative stormwater management standards.
Transportation Regulations
 Incorporate access management principles for the highway corridor to protect safety and capacity of the highway system and
preserve the value of the public investment in the road system.
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Implementation Plan
Goal #1 ‐‐ Smart Growth (SG)
Priority Rating
#
Objective
Ongoing
Participants*
Phase 1‐ Phase 2‐ Phase 3‐
High Med Low
Objective SG1: Catalyze a critical mass of mixed‐uses (business and personal services, entertainment, civic, educational, and residential) in existing developed areas and in the traditional neighborhoods at key intersections along main corridors to reduce vehicular trips, promote walking, increase neighborhood interaction, and provide the necessary tax base to support valued amenities.
SG1.1
SG1.2
SG1.3
SG1.4
SG1.5
Change Zoning regulations ‐ mixed‐use in downtown
Change zoning regulations ‐ mixed‐use in neighborhoods
Incentives for mixed‐use
Village as long‐term financial investor
Redevelopment fund
x
x
x
x
x
V, VC, PC, Consultant
V, VC, PC
V, VC, PC
V, VC, PC, KBIC, KEDA, WUPPDR
Objective SG2: Prioritize the rehabilitation or reuse of vacant and underutilized properties or the conversion of single‐uses into mixed‐use developments as a preferred strategy over new development.
SG2.1
SG2.2
SG2.3
ID priority development sites
Technical assistance
Remove or mitigate obstacles
x
x
x
V, VC, PC
Consultant, WUPPDR
V, VC, PC
Objective SG3: Foster distinctive, attractive communities with a strong sense of place. SG3.1
SG3.2
SG3.3
SG3.4
SG3.5
SG3.6
SG3.7
Compatible development
Aesthetic treatment for long, blank walls
Enhance transportation corridors
Enhance core mixed‐use areas
Enhance residential neighborhoods
Enhance civic spaces
Comprehensive blight program
SG4.1
SG4.2
SG4.3
Pedestrian improvements
Add green infrastructure
Walking & biking awareness and education
x
x
x
x
x
x
x
PC
PC, LB
MDOT, V, VC,PC, Consultant
V, VC, PC, DDA, LB V, VC, PC, MSHDA, LB
V, VC, PC, LB, DDA, MDNRE
Objective SG4: Create walkable neighborhoods.
x
x
x
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V, LB, MDNRE
V, WUPHD, PC
2011
Goal #1 ‐‐ Smart Growth (SG)
Priority Rating
#
Objective
Ongoing
High Med Low
Participants*
Objective SG5: Create a range of housing opportunities and choices. SG5.1
SG5.2
Non‐traditional homeownership models
Affordable housing through alternative formats
MSHDA, Consultant, V
MSHDA, Consultant, V
x
x
Objective SG6: Make development decisions predictable, fair, and cost‐effective while balancing the goals of preserving open space, farmland, natural beauty, and critical environmental areas.
SG6.1
SG6.2
Coordinated large‐scale development strategy
Evaluate environmental and infrastructure impact
x
x
BC, WUPPDR, KBIC, Twp, V
PC, Consultant
Objective SG7: Locate new development in or near existing developed areas to promote an efficient and compact pattern of development, maintain a sense of place, reduce the negative effects of sprawl, and reduce infrastructure and service costs.
SG7.1
SG7.2
SG7.3
SG7.4
SG7.5
Smart employment location
Support home occupations
Well‐connected grid road system
Well‐connected corridor activity clusters
Fill existing industrial parks
x
x
x
x
x
V, PC, VC
V, PC, VC
V, PC
V, MDOT, PC
V, KEDA, PC, KBIC, SZ, WUPPDR
Objective SG8: Encourage and support compact development and compact building design for efficient public service provision, efficient use of land resources, a walkable/bikeable community, a wider range of housing choices, feasible public transit, and more vibrant business environment.
SG8.1
SG8.2
SG8.3
Fast‐track smart growth criteria
Accommodate cottage housing & compact development
Compact, connected mixed‐use business parks
x
x
x
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V, PC, VC, Consultant
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Goal #2 ‐‐ Sustainable Development (SD)
Priority Rating
#
Objective
Ongoing
High Med Low
Participants*
Objective SD1: Support targeted development initiatives that address anticipated future needs of residents and changing demographic trends.
SD1.1
SD1.2
SD1.3
Address the needs of the aging population
Address the needs of smaller households
Market the 4‐season community
VC, PC, WUPHD, MSHDA, WUPPDR
VC, PC
V, BCCV, WUPPDR, KEDA, DDA
x
x
x
Objective SD2: The community’s commitment to its natural resources will be reflected in context‐sensitive and no‐ or low‐impact development policies to preserve clear air, open space, woodlands, water resources, and environmentally sensitive areas. SD2.1
SD2.2
SD2.3
Environmental protection standards
Context‐sensitive low‐impact development techniques
Environmentally‐friendly management practices
SD2.4
Collaborative watershed planning initiative
SD2.5
SD2.6
SD2.7
SD2.8
Acquisition plan
Greenscapes
Eco‐municipality
Regional landscape or natural features inventory
VC, PC, MDNRE, BCD, Consultant
Consultant, Developers, MSUE
V, LB, PC, MDNRE, USDA, MSUE
x
x
x
x
x
x
x
x
x
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V, PC, Consultant, MTU, WUPPDR
PC, Consultant
V, PC, VC
V, PC, Consultant, MDNRE, KBIC
2011
Goal #3 ‐‐ Economic Sustainability (ES)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective ES1: Grow local entrepreneurs who already value the area quality‐of‐life and lifestyle. ES1.1
ES1.2
ES1.3
Social networks for young professionals
Mentor new entrepreneurs
Recruit business plan competition winners
ES1.4
Mentor youth in entrepreneurship
x
x
KEDA, BCCV, DDA, V, KBOCC, LAS
KEDA, DDA, V, SZ, Local Business
KEDA, V, NMU, NI, MTU, SZ
x
KEDA, LAS, KBOCC, MiW, V, MTU, ELOFT, SZ, GLA
x
Objective ES2: Discover opportunities to create a spirit of cooperation between local governments in Baraga County that will build upon each community’s strengths, contribute to regional growth, and address regional and global trends.
ES2.1
ES2.2
ES2.3
ES2.4
Shared economic development professional
Collaborative county website
Web‐based marketing plan
Communications plan
ES2.5
Participate in regional initiatives
ES2.6
ES2.7
ES2.8
ES2.9
ES2.10
ES2.11
ES2.12
ES2.13
Semi‐annual joint commission/board meetings
Semi‐annual joint government management meetings
Compatible local government ordinances
Joint millages
Urban service districts
Collaborative procurement and waste recovery
County targeted industry analysis
County‐wide housing analysis
x
x
x
x
x
x
x
x
x
x
x
x
x
KEDA, BC, KBIC, WUPPDR
BC, V, LAS, MTU, KBOCC
KEDA, BC, BCCV, NI, MTU, KBOCC, LAS
V, BC, PC, VC, KBOCC
V, BC, LAS, MTU, KBOCC, MiW, KEDA, BCCV, WUPPDR
VC, PC, TB, BC, KBIC
V, Twp, BC, KBIC
PC, TB, BC, KBIC, VC
V, VC, LAS, BC
V, Twp, USDA, Revenue Sharing
PC, TB, Private, KBIC, Twp, Local Business
KEDA, MDLEG, NI, WUPPDR, Consultant
V, BC, KBIC, Consultant
Objective ES3: Discover opportunities to create a spirit of cooperation between citizens and community organizations to achieve plan goals.
ES3.1
ES3.2
ES3.3
ES3.4
ES3.5
ES3.6
Human capital database
Clean and green committees
Community welcome committees
Community Do‐It‐Yourself coalition
Combined Chamber of Commerce and Tourism Orgs
Commuter/carpool network
x
x
x
x
x
x
Page 284
KEDA, KBIC, V, Twp, LAS
LAS, V, DDA, LB, KBIC
V, Volunteers
Private, V, LAS, KBOCC
BCCV, BC
MDOT, Volunteers, Local Business
2011
Goal #4 ‐‐ Sustainable Tourism (ST)
Priority Rating
#
Objective
Ongoing
High Med Low
Participants*
Objective ST1: Build upon existing tourism/recreation assets.
ST1.1
ST1.2
ST1.3
Enhanced snowmobile/ATV trail system amenities
Coordinated tourism promotion
Update area parks
x
x
x
ST1.4
Expand waterfront park
x
ST1.5
ST1.6
ST1.7
Preserve views and public access
Improve gateway signage
Promote mainstay tourism
V, BCCV, SC, MDNRE
BCCV, PC, WUPPDR
V, VC, LB, PC, Consultant
x
x
x
V, VC, PC, MDNRE, Consultant, private Business
PC, V, KLT, MDNRE, VC
V, PC, VC, LB, MDOT
BCCV, V, KBIC, WUPPDR
Objective ST2: Create new tourism/recreation opportunities.
ST2.1
Universal access multi‐use trail network
x
ST2.2
ST2.3
ST2.4
ST2.5
ST2.6
ST2.7
Sport fishing
ORV touring trail network
Auto touring route
Birdwatching, wildlife viewing, berry picking tours
Youth facilities
Interpretive trails and signage on Linden Creek
x
x
x
ST2.8
Hiking trails and fishing facilites on Falls River
x
ST2.9
ST2.10
ST2.11
ST2.12
ST2.13
ST2.14
ST2.15
ST2.16
ST2.17
Winter tourism activities
Market new areas (internet)
Silent sports
Rental bike program
Unique neighborhood parks
Sledding hill and outdoor ice arena
Outdoor pool or splash park
Eco‐tourism
Agri‐tourism
x
x
x
x
x
x
x
x
x
x
x
x
V, PC, VC, Twp, BC, MDOT, MDNRE, KLT, Local Business, WUPPDR, KBIC, Consultant MDNRE, V, PC, VC, KBIC, Twp
MDNRE, V
MDOT, V, MDNRE, BCRC, BC, BHS, WUPPDR
BCCV, MDNRE, V, KBIC, WUPPDR
V, VC, PC, DDA, LAS, KBOCC
MDNRE, V, PC, KLT, LB
MDNRE, V, PC, KLT, BC, WUPPDR, Consultant, Local Business
BCCV, V, DDA
BCCV, V, NI, LAS, KBIC, WUPPDR
BCCV, V
DDA, V, VC
LB, V, PC, LAS
MDNRE, VC, LAS, V, DDA, PC
V, VC, PC, LAS, DDA
BCCV, KLT, KBIC, PC, WUPPDR
BCCV, LB, V, PC, LAS, KBOCC, Twp, KBIC
Objective ST3: Service & Hospitality Training: Expand the workforce training and service experience of hospitality professionals in response to the changing dynamics of the tourism industry. ST3.1
ST3.2
Customer service training programs
Immersion hospitality experiences
x
x
NI, NMU, ELOFT, KBOCC, LAS
BCCV, V
Objective ST4: Participate in a regional partnership to create a critical mass of unique attractions to serve the tourism industry.
x
BCCV, V, VC, BC, Twp, KBIC
Objective ST5: Focus on attracting residents of nearby states to reduce vulnerability of the industry due to transportation cost increases.
x
Page 285
BCCV, MEDC, KEDA
2011
Goal #5 ‐‐ Talent Development (TD)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective TD1: Make educational opportunities more relevant to a changed future where replacement jobs will increase due to retirement of the babyboomer generation.
TD1.1
Link education to future jobs
KBOCC, LAS, NMU, GLA, MiW, WUPPDR, MTU
x
Objective TD2: Support life‐long educational, volunteerism, and civic involvement opportunities to better facilitate a transition into the knowledge economy and to attract young families and retirees.
TD2.1
TD2.2
TD2.3
Utilize Keweenaw Bay Ojibwa Community College
Explore necessary curriculum changes
ID experts and mentors for continuing ed
TD2.4
Link residents to on‐line education and technology
x
TD2.5
TD2.6
TD2.7
Specialized academies or vocational/technical training
Engage student organizations
Campaign for the importance of education
x
x
x
TD3.1
Update knowledge & skills of workforce
x
TD3.2
Update technology infrastructure
x
TD3.3
Increase professional/managerial workers
x
TD3.4
Support entrepreneurs
x
LAS, V, KBOCC, MiW
LAS, MiW
BCCV, KEDA, LAS, PC, V, MiW
V, NMU, KBOCC, LAS, MiW, KEDA, WUPPDR, Local Business
NMU, MTU, KBOCC, LAS, WUPPDR, SZ, MiW
LAS, MTU, NMU, KBOCC
LAS, V, KEDA, WUPPDR, KBOCC, BCCV, MiW
x
x
x
Objective TD3: Create and pursue higher income job opportunities.
KEDA, ELOFT, NMU, SZ, NI, MTU, KBOCC, MiW
V, BC, KBIC, Twp, MiW, MTU, KBOCC, WUPPDR, KEDA
V, KEDA, BVVC, WUPPDR, BC, MiW, MTU, KBOCC, Local Business
V, KEDA, BC, ELOFT, WUPPDR, SZ, Local Business
Objective TD4: Learn more about the seasonal resident and retiree population base and tap their brain power and business connections.
TD4.1
TD4.2
TD4.3
Network though the Welcome committee
Web‐survey
Match to cultural and other interest groups
TD5.1
TD5.2
TD5.3
Day care programs
Specialty transportation services
Intervene with drop‐outs and underemployed
V, Volunteers, BVVC, DDA
V, BVVC, LAS, KBOCC
V, KBIC, KBOCC, LAS, LB, MiW
x
x
x
Objective TD5: Provide support services that facilitate human capital development.
x
x
x
Page 286
KBIC, Private, MiW, Local Business
MDOT, V, VC, BCRC, Private, KBIC
LAS, KBOCC, MiW
2011
Goal #5 ‐‐ Talent Development (TD)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective TD6: Create an educational task force to explore educational needs and opportunities as relates to the workforce and economic development. Suggested activities include:
TD6.1
Form a diverse task force
x
TD6.2
TD6.3
Database of programs matched with industries
Create a L'Anse educational foundation
x
x
V, KBOCC, LAS, NMU, MTU, MiW, KEDA, KBIC, WUPHD, Local Business
LAS, KEDA, KBOCC, MTU, BCCV, MiW
V, LAS, KBOCC, Local Business
Objective TD7: Create programs to address the needs of youth, and to retain and attract them as the workforce of tomorrow. TD7.1
TD7.2
TD7.3
TD7.4
TD7.5
TD7.6
TD7.7
TD7.8
Mentoring area businesses with youth
Train youth to local leadership
Prepare youth for replacement jobs
Facilitate youth transportation
Youth self‐expression in the arts
Mentor in life/money skills
Access to new technology
Safe socialization space
x
x
x
x
x
x
x
KBOCC, KEDA, LAS, MiW, Local Business V, VC, PC, MiW
LAS, MiW, KBOCC
LAS, V, KBIC
LAS, V, VC, PC
Volunteers, LAS, KBIC, MiW
LAS, KBOCC, V, KBIC, KEDA, WUPPDR, MTU
V, VC, PC, KBIC, LAS
x
x
V, KBIC, Volunteers
V, LAS, KBIC
x
TD7.9 Support single‐parents and grandparents
TD7.10 After school mentoring, homework assistance, chaperone
Objective TD8: Reach out to retiring baby‐boomers and extended family members of the aging population who may consider relocating to the area for all or part of the year, stressing the recreational and scenic resources and low‐stress life, community amenities, and beautiful summer climate.
TD8.1
TD8.2
Advertise to retirees
Network through residents
V, BVVC, KEDA, WUPPDR, KBIC
Volunteers, BCCV, LAS
x
x
Objective TD9: Recruit high school graduates that leave the area for higher education through strong alumni networks, and “welcome home” events.
LAS, Volunteers
x
Goal #6 ‐‐ Green Economy (GE)
Objective GE1: Improve education and workforce training to facilitate strengthening of a “Green Economy”.
GE1.1
Fill gaps in training/education
GE1.2
Specialized academies or vocational/technical training
KBOCC, MTU, NMU, ELOFT, MiW, LAS, Local Business, WUPPDR, KEDA
Local Business
x
x
Objective GE2: Identify opportunities to promote new “Green Businesses”.
GE2.1
ID potential green business and industry recruits
x
GE2.2
GE2.3
Eco‐industrial Park
Cluster of Green Market retailers
x
x
V, BCCV, Local Business, KEDA, WUPPDR, MiW, KBIC, MEO
V, VC, PC, BCCV, BC, KEDA, WUPPDR, KBIC, Local V, VC, PC, KBIC, KEDA, WUPPDR, Local Business
Objective GE3: Create an Eco‐Trade Organization forging connections between economic development and environmental initiatives.
GE3.1
Pursue and provide business advice
x
GE3.2
GE3.3
Market local products and services
Provide seed money and access to capital
x
x
Page 287
KEDA, ELOFT, SZ, NI, WUPPDR, MTU, KBOCC, KBIC, MiW, Local Business
KEDA, KBIC, BCCV, WUPPDR, V
NI, GLA, KEDA
2011
Goal #7 ‐‐ Community Resilience (CR)
Priority Rating
#
Objective
Ongoing
High Med Low
Participants*
Objective CR1: Support local food production networks to create sustainable local food sources and dependable supply networks. This will increase food security, decrease costs, and provide healthier food for the area.
CR1.1
CR1.2
CR1.3
CR1.4
CR1.5
CR1.6
Plan for a local food network
Sponsor local food production and support systems
Create a successful "Northern model"
Change local ordinances to support the local food system
Provide a good example for the community
Create share programs
x
x
x
x
x
x
CR1.7
Develop community food processing systems
x
CR1.8
CR1.9
CR1.10
CR1.11
Amend local ordinances to protect solar access
Public land purchases for local food production
Identify ways to heat facilities
Create local aquaculture facilities
V, VC, PC, KBIC, Consultant
V, VC, LB, DDA, LAS, KBOCC
V, VC, PC, Twp, BC, MTU, KBOCC, LAS
V, LB, DDA, PC
V, VC, PC, DDA, LB, Twp, KBIC
x
x
x
x
V, Volunteers, DDA, KEDA, WUPPDR, MiW, PC, Twp
V, VC, PC, MEO, Consultant
V, VC, PC
V, LAS, Local Business, MEO, Utility Co.
KBIC, Volunteers, DDA, V, PC, KEDA, WUPPDR, Objective CR2: Create new opportunities for locally‐based business development to diversity economic base and create the most sustained local impact.
CR2.1
CR2.2
CR2.3
CR2.4
CR2.5
CR2.6
CR2.7
Residents as local investors
Buy Local campaign
Market study for Retail or Green Incubators
Feasibility of Arts/Entertainment Incubator
Work to commercialize new technologies with Michigan Tech
Wind turbine manufacturing
County‐wide business retention program
CR2.8
Leverage shared technology and facilities
x
x
x
x
x
x
x
CR2.9 ID job and mentoring opportunities
CR2.10 Database of development‐ready sites
x
x
x
CR2.11 Wellness Cluster
x
CR2.12
CR2.13
CR2.14
CR2.15
Michigan Certified Industrial Park program
Develop a local brand
Start a Community Development Financing Institution
DDA promote a Buy Local program
x
x
x
x
CR2.16 Organize a business cooperative
x
Page 288
V, KEDA, NI, GLA
DDA, V, Private, BCCV, LAS
NI, KEDA, WUPPDR, MiW, KBIC, Consultant
Consultant, NI, KEDA, KBIC, WUPPDR, MiW
KEDA, ELOFT, SZ, MTU, MiW, WUPPDR
KEDA, KBIC, V, WUPPDR, BC, MEDC, Local Business
BC, BCCV, KEDA, MiW, WUPPDR, KBIC
V, KEDA, MTU, KBOCC, NMU, Local Business, MiW
KEDA, KBOCC, KBIC, Volunteers, MiW
V, VC, PC, KBIC, Twp
V, KBIC, Twp, BCCV, KEDA, WUPPDR, MiW, Local Business
V, VC, PC, Local Business, KBIC, Twp
Private, KEDA, WUPPDR, KBIC, V, DDA, PC
NI, KEDA, V, WUPPDR, GLA
DDA, V, BCCV, LAS
DDA, V, Private, KEDA, WUPPDR, MiW, Local Business
2011
Goal #7 ‐‐ Community Resilience (CR)
Priority Rating
#
Objective
Ongoing
High Med Low
Participants*
Objective CR3: Local Energy Production
CR3.1
Revise ordinances for renewable energy sources
x
CR3.2
Local government as a leader in renewables
x
CR3.3
Area renewable energy cooperative
V, VC, PC, MEO, USDA, Utility Co.
KBIC, BVVC, KEDA, V, Utility Co., WUPPDR, MEO, MEDC
CR4.1
CR4.2
Incentives to adopt energy‐efficient technologies
Local government as a model in conservation
x
x
CR4.3
County Energy Action Plan
x
CR4.4
Enable home retrofits
x
Objective CR3: Local Energy Conservation
V, Private, WUPPDR, MEO, Utility Co.
V, VC, PC, MEO, USDA, Utility Co.
x
Page 289
BC, WUPPDR, Consultant, KBIC, MEO, V, Twp, PC
MSDHA, KBIC‐H, MEO, V, PC, BC
2011
Goal #8 ‐‐ Cultural and Historic Resource Enhancement (CH)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective CH1: Consider a Form‐Based Code in the Downtown area to regulate the physical form of future development with the goals of preserving the traditional form, ensuring compatibility of development, and facilitating necessary transitions in use.
x
Objective CH2: Respect the history and character of existing “community landmarks”, whether natural or built, and work to preserve and share these landmarks that increase a sense of community.
CH2.1
CH2.2
CH2.3
Historic Resources survey
Volunteer application assistance
Narrated walking tour
x
CH2.4
Heritage Trail network
x
x
x
V, LAS, KBIC, BHS
V, KBIC, BHS, PC
BHS, V, VC, PC, BCCV
BC, V, VC, KBIC, MDNRE, MDOT, KLT, PC, Consultant, BHS
Goal #9 ‐‐ Public Recreation & Scenic Resources Enhancement (PR)
Objective PR1: Create interconnected regional greenways/trailways systems connecting public parks and other recreation amenities as well as wildlife corridors.
MDNRE, V, VC, PC, KLT, WUPHD, WUPPDR, Consultant, Local Business
V, VC, PC, KBIC, MDNRE, MDOT, KLT, Twp, TB, BC, LB, WUPPDR, Local Business
PR1.1
Multi‐use paths on the Falls River
x
PR1.2
Multi‐use paths on the Keweenaw Bay waterfront
x
PR1.3
Scenic bluff trails or boardwalk
PR1.4
Other trail opportunities
x
PR1.5
School accessible nature trails
x
PR2.1
PR2.2
PR2.3
PR2.4
Update public spaces for Universal Access
Benches on frequently traveled pedestrian paths
Obstruction‐free paths
Update homes and educate for accessibility
x
MDNRE, V, VC, PC, KLT, BC, KBIC, Twp, TB, WUPHD, LB, WUPPDR, Consultant, Local Business
V, VC, PC, KBIC, Twp, TB, KLT, MDNRE, LAS, SC, WUPHD
LAS, V, VC, PC, Twp, TB, MDNRE, WUPHD
Objective PR2: Utilize Universal Access principles in public recreation facilities.
x
x
x
x
V, VC, PC, MDNRE, KBIC, WUPHD
V, VC, PC, MDNRE, LAS, DDA
V, VC, PC, MDNRE
WUPHD, KBIC‐H, MSHDA
Objective PR3: Create a Village Recreation Rental Program to make available recreational equipment such as lawn games, field games, court games, silent sports, fishing, etc., perhaps to be coordinated by the fitness center or other downtown business.
x
V, VC, Local Business, Volunteers
Objective PR4: Look for opportunities to enhance or expand existing facilities or add new facilities.
PR4.1
Expand the Waterfront Park
x
PR4.2
PR4.3
PR4.4
PR4.5
PR4.6
PR4.7
Marina enhancements
Mini‐Parks
Outdoor ice rink and sledding hill
Multi‐use paths for rollerblading
Splash park
Improve Third Street tennis courts
x
x
x
x
x
x
Page 290
V, VC, PC, MDNRE, Consultant, Private Business
MDNRE, MSUE, V, VC, PC, Consultant
V, VC, MDNRE, LB, PC, LAS
LAS, V, VC, PC, MDNRE
V, VC, PC, MDNRE, KBIC, TB, Twp
V, VC, PC
V, VC, PC
2011
Goal #10 ‐‐ Social Environment & Quality‐of‐Life Enhancement (SQ)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective SQ1: Nurture a sense of attachment and commitment to "place" to enhance the social fabric of the community.
SQ1.1
SQ1.2
SQ1.3
SQ1.4
Third Places
Incentives for public gathering areas
Public Social Amenities
Discovery Zones
x
x
x
x
V, VC, PC, LB, KBIC, BCCV
V, VC, PC, WUPPDR, DDA
DDA, V, VC
LAS, DDA, V, V, LB
Objective SQ2: Re‐orient the community to people instead of the automobile with good design of public spaces and the built environment.
SQ2.1
SQ2.2
SQ2.3
SQ2.4
Minimize the need for parking
Maintain a grid network of streets and small blocks
Encourage Alleys
Bicycle parking facilities
x
x
x
x
V, VC, PV, DDA
V, VC, PC
V, VC, PC
V, VC, PC, Local Business, DDA, LAS
Objective SQ3: Promote schools as a community resource center, and integrate multi‐generational programs with the goal of increased knowledge transfer and citizen involvement.
Goal #11 ‐‐ Public Services Resource Enhancement (PS)
Objective PS1: Enhance telecommunication services to facilitate the transition to the "new" or "knowledge" economy and create an opportunity to increase the education and skills of residents and link them to a global network.
PS1.1
PS1.2
PS1.3
PS1.4
Telecommunication infrastructure
Improve the availability of internet serivce, equipment & software
Open Capacity ‐ fiber optic
Update Village Website
PS2.1
PS2.2
PS2.3
PS2.4
PS2.5
Educate Citizens
Establish a re‐use store
Community tool library
County or Regional Solid Waste Management Plan
Deconstruction program
x
x
x
x
V, VC, PC, WUPPDR, KBIC
Private Business, KBIC
V, VC, PC
V, VC, PC
Objective PS2: Provide environmentally and socially responsible Solid Waste Management Services
x
x
x
x
x
BC, V, VC
V, Private Business, KBIC
V, Volunteers, KBIC
BC, V, VC, PC, WUPPDR
V, Private Business, KBIC
Goal #12 ‐‐ Public Facilities Resource Enhancement (PF)
Objective PF1: Fix‐It‐First: Do not add new infrastructure if current infrastructure or facilities are not maintained due to limited financial or organizational resources
x
V, VC, PC, BCRC
Objective PF2: Create plans to conserve energy and increase efficiency in all public facilities and to adopt renewable energy technology when possible, thereby creating a model for private companies and residents to follow.
X
V, VC, Utility Co., DDA
Objective PF3: Accessibility: Ensure that public buildings that serve a communal purpose, such as libraries, are accessible to all and are located where those that cannot afford to drive (or are unable to drive due to age or dissability) can reach them.
x
V, VC, LAS, DDA
Objective PF4: Enhance the aesthetics and function of parking areas
PF4.1
PF4.2
PF4.3
x
Divide large parking lots
Landscape parking lots and reduce urban heat island
Permeable surface
x
x
V, VC, PC, KBIC, Private Business
Private Business, V, VC, PC
Private Business, V, VC, PC
Objective PF5: Analyze the need for an additional cemetery facility and evaluate alternatives.
x
V, VC, Private business
Objective PF6: Perform marina improvements.
x
Page 291
V, VC, MDNRE
2011
Infrustructure Enhancement Plan
Goal #13 ‐‐ Transporation Enhancement (TE)
Priority Rating
#
Objective
Ongoing
Participants*
High Med Low
Objective TE1: Participate in Regional Transportation Planning initiatives.
TE1.1
x
Expanding freight and passenger rail
V, VC, PC, BC, KBIC, WUPPDR
Objective TE2: Roadway system improvements
TE2.1
TE2.2
TE2.3
TE2.4
TE2.5
TE2.6
TE2.7
Fix it First
Access Management Principles
Asset Management Program
Traffic Count, crash history and sign inventory
Additional street connection
Maintain traditional grid street pattern
Adopt Complete Streets
TE3.1
TE3.2
TE3.3
Rail Service
Public transit
Harbor and port facilities
x
x
x
x
x
x
x
V, VC, PC, BCRC, KBIC
V, VC, PC, MDOT, BC, BCRC, KBIC, Consultant
MTU, V, VC, PC, BCRC, KBIC
V, VC, BCRC, KBIC, BCS, MSP, PC
V, VC, PC, MDOT, Consultant
V, VC, PC, BCRC
V, VC, PC, BCRC, KBIC, Consultant
Objective TE3: Strategies for other Transportation Modes
x
x
x
MDOT, V, VC, BC, WUPPDR
V, VC, Transit Authority
V, VC, BC, KBIC, WUPPDR
Objective TE4: Non‐Motorized Transportation Improvements
TE4.1
Non‐Motorized Transportation Plan
x
TE4.2
TE4.3
TE4.4
Walkable Designs
Non‐Motorized Transportation Networks
Sidewalk inspection and repairs
x
x
x
V, VC, PC, BCRC, MDOT, WUPHD, WUPPDR, MDNRE, Consultant
V, VC, PC
V, VC, PC, BCRC
V, VC, PC, BCRC
Goal #14 ‐‐ Utility Infrastructure Enhancement (UE)
Objective UE1: Water System Improvements
UE1.1
UE1.2
UE1.3
UE1.4
UE1.5
Water System Master Plan
Elimination of dead end mains
Water valve exercise schedule
Residual pressure records
Water System Map
x
x
x
x
x
V, VC, PC, Consultant, USDA
V, VC
V, VC
V, VC, Consultant
Objective UE2: Stormwater System Improvements
UE2.1
UE2.2
UE2.3
UE2.4
Regional Comprehensive Stormwater Management Plan
Stormwater Management Practices
Comprehensive Storm Sewer Map
Maintenance Budget
UE3.1
UE3.2
UE3.3
UE3.4
Sewer line cleaning maintenance program
Implement 2008 Comprehensive Plan
Evaluate impacts to the system from future large developments
Annually update the sanitary system comprehensive map
x
x
x
x
V, VC, KBIC, BC, Consultant, WUPPDR
V, VC, Consultant
V, VC
Objective UE3: Wastewater System Improvements
x
x
x
x
Page 292
V, VC
V, VC
V, VC, Consultant
V, VC, Consultant

Village of L`Anse Master Plan

Transcription

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