Kalkaska Village Master Plan and Recreation Plan

VILLAGE OF KALKASKA
Master Plan & Recreation Plan
Prepared by:
Northwest Michigan Council of Governments
PO Box 506
Traverse City MI 49685-0506
231-929-5000
www.nwm.org
Kalkaska Village Master Plan &
5-Year Recreation Plan
Kalkaska Village Council
Kalkaska Village
Jeff Sieting, Village President
Lyle Blanksvard
Kelly Hall
Robert Hall
Dave Heymes
Lon Husbands
Marilyn Larsen
Planning Commission
Kalkaska Village
Master Plan Committee
Bob Larsen, Chairman
Al Jordan
Bob Burgin
Sheila Atwood
Kalkaska Memorial Hospital
Bob Larsen, Chairman
Bob Burgin
Dave Heymes
Al Jordan
Susan Walter
Penny Hill
Shirley Whipple
Administrative Staff
Penny Hill, Village Manager
Angie Koon, Kalkaska Village Clerk
Prepared by:
Dale Kasza
Kalkaska Public Schools
Dean Farrier
Kalkaska Downtown Development Authority
Al Dimon
Kalkaska Township Board
Diana Needham
Kalkaska County Planning Commission
2
Contents Chapter 1: Introduction ........................................................................................................................ 1 Planning Process ....................................................................................................................................... 2 Organization of the Plan ........................................................................................................................... 4 Chapter 2: Existing Conditions and Context .......................................................................................... 4 Kalkaska’s Sense of Place .......................................................................................................................... 8 Kalkaska’s Regional Context .................................................................................................................... 10 People: Population Assets ....................................................................................................................... 13 Prosperity: Economic Indicators ............................................................................................................. 17 Issues and Opportunities ....................................................................................................................... 20 Chapter 3: Natural Resources ............................................................................................................. 27 Natural Resources Inventory .................................................................................................................. 28 Issues and Opportunities ........................................................................................................................ 31 Chapter 4: Transportation .................................................................................................................. 35 Transportation Inventory ........................................................................................................................ 37 Issues and Opportunities ........................................................................................................................ 39 Chapter 5: Recreation ........................................................................................................................ 45 Recreation Inventory .............................................................................................................................. 46 Administration, Funding, and Budgeting ................................................................................................ 47 Regional Recreational Assets .................................................................................................................. 49 Issues and Opportunities ........................................................................................................................ 50 Recreation Plan Action Program ............................................................................................................. 58 Chapter 6: Land Use ........................................................................................................................... 59 Residential ............................................................................................................................................... 62 Issues and Opportunities ....................................................................................................................... 64 Commercial ............................................................................................................................................. 66 Issues and Opportunities ....................................................................................................................... 67 Downtown .............................................................................................................................................. 70 Issues and Opportunities ....................................................................................................................... 71 Industrial ................................................................................................................................................ 74 Issues and Opportunities ....................................................................................................................... 74 Community Facilities and Services .......................................................................................................... 75 Issues and Opportunities ....................................................................................................................... 76 Chapter 7: Goals, Objectives, and Action Strategies ........................................................................... 77 Chapter 8: Future Land Use ................................................................................................................ 90 Single Family Residential ......................................................................................................................... 92 Multiple Family Residential ..................................................................................................................... 93 Planned Residential ................................................................................................................................. 94 Mobile Home Park .................................................................................................................................. 95 Downtown ............................................................................................................................................... 96 Mixed Use Corridor ................................................................................................................................. 97 Industrial ................................................................................................................................................. 98 Community Facilities & Services ............................................................................................................. 99 Medical .................................................................................................................................................. 100 Conservation Corridor ........................................................................................................................... 101 Chapter 9: Implementation .............................................................................................................. 102 Appendices ............................................................................................................................................ 2009 Recreation Survey Results .................................................................................................................. 2010 Community Survey Results ................................................................................................................ Kalkaska Student Survey Results ................................................................................................................. Legal Notices – Recreation Plan .................................................................................................................. Resolution of Adoption – Recreation Plan .................................................................................................. Chapter 1: Introduction
The purpose of the Kalkaska Village Master
Plan is to set forth a strategy for the Village to
guide future development and change according to the community’s priorities. The plan is
intended to provide for:


Informed decisions: The Master Plan provides a stable, long-term basis for informed
decision-making. Analysis of existing conditions, combined with the goals and policies
that are outlined in the Plan, help guide the
Planning Commission and Village Council as
they consider zoning, new development,
capital improvements, and other matters
relating to land use and development.
and private development, and also helps
the Village prioritize improvements to community facilities.

Predictability: The Master Plan informs
citizens, property owners, and neighboring
communities of the Village’s priorities and
goals, as well as where and how the community is expected to grow—allowing them
to plan for the use of property in a way
that is consistent with the community’s
vision.

Zoning: The Master Plan provides the legal
foundation for zoning. The Michigan Zoning
Enabling Act requires the zoning ordinance
to be based on a plan designed to meet
residents’ needs for natural resources,
Optimizing Investments: The Plan provides
for coordination of public improvements
·
Statutory Authority
The Kalkaska Village Master Plan was created by the Kalkaska Village Planning Commission, with assistance from the Northwest Michigan Council of Governments.
The Plan was prepared in accordance with
provisions of the Michigan Planning Enabling Ace (Public Act 33 of 2008) to enhance and protect the health, safety, and
welfare of its citizens.
Page 1
Kalkaska Village Master Plan
Commission, Kalkaska Downtown Development
Authority, Kalkaska County Planning Commission, Kalkaska Memorial Hospital, Kalkaska
Township, and the general public.
housing, recreation, industry, business, service, and other uses.
Planning Process
The Kalkaska Village Master Plan was developed by the Kalkaska Village Planning Commission and a master plan subcommittee, with
assistance from the Northwest Michigan Council of Governments. The Planning Commission
had previously adopted a Village Master Plan in
2002, which was reviewed in 2007. The 2011
Master Plan provides updated background information and public input, with strategies designed to address changing population, economic, and land use trends.
In order to ensure a broadly representative
planning process and recommendations, committee members were appointed to represent
various community and intergovernmental interests, with representatives from the Planning
Public input was obtained from a variety of
sources. A public forum and visioning session
was held on December 1, 2010, and an economic presentation and discussion was held in
January 2011. A community-wide survey was
mailed to 1200 addresses in the Village, and
was also made available and publicized online.
Stakeholder interviews and discussions were
held with community groups including a business leader focus group, the Kalkaska County
Planning Commission, Kalkaska Township
Board, Kalkaska County Economic Development Corporation, Kalkaska Chamber Advisory
Committee, Rotary, Kiwanis, Kalkaska Memorial
Hospital, and Kalkaska DDA; and a second public forum and update was held in June 2011. A
student survey was distributed to 8th—12th
graders at Kalkaska Public Schools.
Survey summaries and responses, along with
information relative to public events, are included in the plan appendices.
Plan goals, objectives, strategies, and future
land use recommendations were developed
based on public input obtained throughout the
process, analysis of existing conditions, and
previous or related plans and studies.
Page 2
Introduction
Other Plans and Resources
Many previous studies and plans have informed the development of the Kalkaska Village Master
Plan. Relevant elements of the following plans and studies are highlighted/identified throughout
the Master Plan:

The Grand Vision (2008), a six-county vision for land use and transportation, was created with
input from thousands of residents of the region. The goal of the Grand Vision is to create prosperity by making this region an even better place to live, work, and play, by improving transportation systems, land use patterns, housing choices, food and farming systems, natural resources, and energy efficiency create a regional community with the quality of life that attracts
high-paying jobs and economic sustainability.

New Designs for Growth is a best-practice resource guide for local governments and developers in Northwest Lower Michigan. New Designs for Growth builds on the ten tenets of smart
growth to provide design guidelines that preserve the region’s unique character, scenic beauty,
and natural resources.

Kalkaska County Master Plan (2000) includes policy based on the natural capabilities of the
land to sustain development; future needs for various types of development; the relationship of
agricultural and undeveloped land on the community’s character and economy the desires and
needs of residents and officials.

The Comprehensive Economic Development Strategy (2010) assesses the economic conditions
of the region and provides a strategy for building on strengths and overcoming challenges.

Regional Economic Forecast (2010) identifies current economic conditions in the five-county
Grand Traverse region and forecasts future economic trends.

Regional Non-Motorized Comprehensive Strategy (2008) is a facilities strategy for 13 counties
in northwest lower Michigan that identifies priority non-motorized transportation projects to
help guide MDOT’s investment in the region’s non-motorized transportation system.

Benchmarks Northwest (2004) evaluate quality of life indicators in Northwest Michigan by
offering secondary data and public perception (survey) information that provides a snapshot of
community strengths and challenges. The reports integrate environmental, economic, and social factors in a way that demonstrates the interconnectivity of issues impacting regional quality
of life.

Kalkaska County Housing Needs Assessment (2009) provides a snapshot of housing conditions
from a demographic, economic, and housing supply standpoint, an includes a series of recommendations for the improvement of the County’s housing stock over a 5-10 year period.

Six Pillars of Prosperity are economic sectors that the People and Land/Land Policy Insitute
have identified as priority areas for Michigan’s success in the New Economy: Attractive Cities
and Neighborhoods, Highly Competitive Schools and Lifelong Learning Opportunities,
Knowledge Based Technologies, Thriving Agriculture, Natural Resources for Recreation and Job
Creation, Inclusive and Entrepreneurial Culture.
Page 3
Kalkaska Village Master Plan
cussion of air, rail, road, and nonmotorized transportation.
Organization of the Plan
The Kalkaska Village Master Plan provides overviews of existing conditions, discussion of public input, identification of issues and opportunities surrounding different elements of the community, and goals, objectives, and action strategies. Descriptions of best practices and relevant programs are highlighted throughout the
plan. The plan is divided into sections and
chapters as follows:
2.
Existing Conditions and Context discusses
Kalkaska’s place in the County and the region, and issues that are relevant across
the spectrum of the community, including
demographics and economic issues.
3. Natural Resources provides an overview of
the natural features found within the Village.
4. The Transportation chapter provides a dis-
5. The Culture and Recreation chapter serves
as the Village’s 5-Year Recreation Plan and
includes a summary of the Village’s recreation assets, issues and opportunities, and
goals and objectives.
6. Land Use. This chapter summarizes the
character, types, and location of the various land uses found in the village, including
residential, commercial, and community
facilities and services.
7. Goals, Objectives, and Action Strategies
will address the issues and opportunities
identified in previous plan chapters. This
section will include the Future Land Use
Map and Zoning Plan, which will formalize
these goals and objectives into future land
use policy. These policies will be used in
making decisions on zoning changes and
Page 4
Kalkaska Village Master Plan
new development. As the Village Council
and Planning Commission experience turnover and changes in leadership over time,
the Future Land Use Map and Zoning Plan
will provide a stable, continuous basis for
land use decision making through changes
in the makeup of elected and appointed
boards, and therefore encourages the implementation of the long-term goals and
objectives of the Master Plan.
8. Plan Implementation, Leadership, and Civic Engagement will provide an overview of
the Village’s decision making structure,
leadership, and other considerations that
will ultimately drive the implementation of
the plan. Public participation, civic engagement, leadership, and partnership opportunities will be discussed in this chapter.
Public Hearing Dates and
Adoption
December 1, 2011
Kalkaska Village Planning Commission Public
Hearing and Plan Adoption
December 12, 2011
Kalkaska Village Council Public Hearing and
Plan Adoption
Page 5
Chapter 2: Existing Conditions & Context There are few villages in northern Michigan that are as well‐positioned for economic devel‐
opment as Kalkaska. Its location, assets, trans‐
portation access, high visibility, and large mar‐
ket contribute to make Kalkaska a competitive choice for both traditional economic develop‐
ment and 21st century “new economy” activi‐
ties. However, Kalkaska faces some serious chal‐
lenges. A reliance on manufacturing as an em‐
ployment base throughout Michigan has cre‐
ated economic distress for many communities throughout the state, and Kalkaska is no excep‐
tion. Job losses have resulted in high unem‐
ployment rates, and like the state as a whole, many of Kalkaska’s young people move else‐
where to seek jobs. As such, throughout the planning process, “jobs” were consistently cited in public discus‐
sions. Historically high poverty rates, low per‐
capita incomes, and unemployment rates in the Villagecombine to make “the economy” the principal concern of the public. But what is the economy? Increasingly, the economic health of a community is the product of many factors: 
A healthy consumer market. This is related to incomes, which are considered a meas‐
ure of a community’s “buying power.” 
Community services—such as affordable sewer and water, well‐maintained roads, and high‐tech infrastructure such as wire‐
less and broadband access—is necessary to support new economic development Prosperity requires the right mix of people and place assets, combined with policy that sup‐
ports entrepreneurial economic development Page 6
Kalkaska Village Master Plan Michigan’s New Economy 
The presence of skilled and knowledgeable workforce helps in creating and attracting high‐paying sustainable jobs. A high quality of life—including recreation opportunities, cultural activities, quality natural resources, and a welcoming social environment all work to attract that skilled and knowledge‐
able workforce. 
Regional and global context drives business opportunities. The New Economy, sometimes called the Knowledge Economy, places a premium on tal‐
ented, creative, and well‐educated people as well as on high quality living environments. The New Economy refers to a global, entrepreneu‐
rial and knowledge‐based economy where busi‐
ness success comes increasingly from the abil‐
ity to incorporate knowledge, technology, crea‐
tivity and innovation into products and ser‐
vices. Key elements of the New Economy include: 
Being rich in talent and ideas 
Attracting educated people 
Physical and cultural amenities 
Ability to adapt 
Bold partnerships with business, govern‐
ment, and nonprofit sector 
Sector diversity and clustering of related sectors 
Communications dependent & energy effi‐
cient 

Talented, well‐educated people choose location first, job second Quality places with high quality of life 
Clean, green environment and proximity to open space and quality recreation are criti‐
cal 
Connection to emerging global opportuni‐
ties As Kalkaska transitions to the new economy—
in which these factors play a prominent role—it is important to consider the community’s stra‐
tegic assets in relation to economic develop‐
ment efforts. This chapter will discuss Kal‐
kaska’s geographic context, community charac‐
ter, population characteristics, and economic assets in terms of their relationship with and impact on these new economic indicators. Kalkaska’s Sense of Place Kalkaska is located at a considerable distance from larger urban areas: the nearest city with a population over 50,000 is Grand Rapids, a dis‐
tance of about 135 miles. The Village’s distance from larger areas has contributed to the crea‐
tion of the Village’s distinct character with a wide variety of quality of life amenities that act as the community’s strategic asets: 
Kalkaska residents value the friendly at‐
mosphere, sense of safety, and other char‐
acteristics of its small town atmosphere. 
The Village of Kalkaska offers a wealth of ‐ Planning & Zoning News, December 2010 Page 7
Existing Conditions and Context outdoor recreation opportunities for all four seasons within the Village, in the sur‐
rounding communities, and nearby towns and cities. Located in Michigan’s “snow belt,” and with state forest covering half of the County’s land area, opportunities for snowmobiling, hiking, fishing, skiing, dog sledding, snowshoeing, mountain biking, horseback riding, and other outdoor activi‐
ties are abundant. 
Kalkaska Public Schools are located adja‐
cent to the Village’s largest residential neighborhood and are an integral part of the community. 
Kalkaska’s walkable, historic downtown is the image that many people associate with the name of the Village. The Trout Foun‐
tain, historic storefronts, and Depot build‐
ing create a unique and recognizable sense of place. 
A variety of housing options, including apartments and single family homes are available in Kalkaska, with much of it within the financial reach of most of its popula‐
tion. 
Kalkaska has an significant industrial base that has formed the backbone of the Vil‐
lage’s economy. 
The Village’s access to transportation sys‐
tems makes it an important gateway to the rest of the region and provides important economic opportunities. 
The Kalkaska Memorial Hospital is an im‐
portant high‐quality service provider and major employer. The hospital also provides valuable training opportunities for the community’s workforce. 
As the popularity of trails increase for cy‐
clists and others, the forestland and trails in Kalkaska County have grown in use and recognition. 
Kalkaska hosts a number of popular festi‐
vals—Trout Festival, Winterfest, Iceman Cometh, and the County Fair. Some, as in the case of the County Fair, have been community mainstays for decades; others like the Iceman and Winterfest are growing in popularity and are recognized nationally. 
The proximity of Traverse City, located 25 miles to the west of the Village, offers many services to Kalkaska residents—
including Northwestern Michigan College, Munson Medical Center, the regional Cherry Capital Airport, and a variety of en‐
tertainment, shopping, and recreation op‐
tions. Perhaps most importantly, many of the region’s employment opportunities are found in the Traverse City area. Page 8
Kalkaska Village Master Plan 

The Boardman River is considered one of Michigan’s top 10 trout streams and is re‐
gionally significant in terms of its impor‐
tance to tourism and as a water source for Grand Traverse Bay. Ernest Hemingway fished the Boardman and used it as inspira‐
tion for his Nick Adams stories. Kalkaska’s Regional Context In addition to the Boardman, surrounding the Village are over 80 lakes and hundreds of thousands of acres of public forest. These natural resources contribute to an up‐north, outdoors‐oriented lifestyle that is desirable to many. The rural setting that surrounds Kalkaska is in‐
seperable from its image and lifestyle, and the surrounding region and communities provide important recreation and employment oppor‐
tunities. Kalkaska’s regional context also forms the foundations of the Village’s population and economic trends. The northwestern region of Michigan’s lower peninsula is a place of incredible natural Kalkaska County Kalkaska County is a rural, recreation‐oriented place filled with pristine rivers, rich forests, and open farmland. Urban development is generally found in the Village and in the western townships. The eastern townships contain more forest cover and have cottage‐like development patterns. State‐
owned land is prominent throughout the county, especially in the east and northwest areas. This amount of public land allows for vast recreation, especially snowmobiling, hunting, camping, and ATV riding. The Rapid River, the Boardman River, and the Manistee River highlight the natural corri‐
dors and provide for a multitude of recreation, especially fishing and canoeing. Although agriculture is not the dominant land use, it is the principal land use in the middle of the county, and is visually expressive of the county’s heritage. Housing is affordable, which is important. Housing types vary, which also makes the county accommo‐
dating to residents, second homeowners, and visitors alike. Commercial and industrial sites are located along highway corridors, especially near the Village. Kalkaska County is not an urban place, nor does it want to be. Kalkaska County wants to retain its rustic and outdoor playground atmos‐
phere. —Kalkaska County Master Plan Page 9
Existing Conditions and Context Population Trends, 1930‐2010 1930 NW Lower Michigan Kalkaska County Kalkaska Village 1940 1950 1960 1980 1990 2000 2010 116,900 129,031 135,488 139,017 158,333 208,286 230,962 281,468 296,459 3,799 5,159 4,597 4,382 5,272 10,952 13,497 16,571 17,153 861 1,132 1,250 1,321 1,475 1,654 1,952 beauty, tremendous natural resource assets, thriving agricultural economies, seasonal rec‐
reation and resorts, and year‐round communi‐
ties. The landscape of forests, lakes, rivers, or‐
chards and farmland is dotted with villages and small cities that are considerable distances from larger metropolitan communities. These distances have shaped the character of these small communities and created individual iden‐
tities that are well‐recognized as retirement and resort destinations, as well as desirable year‐round communities. The rural character and access to water, forest, and other natural resources has been the re‐
gion’s greatest economic driver. Many commu‐
nities had their beginnings with the lumber in‐
dustry, or served as major hubs for water‐
based or rail‐based transportation. Once the land was cleared, agriculture became an eco‐
nomic foundation for some parts of the region, while others—Kalkaska County in particular—
1970 2,226 2,020 developed economies around other natural resources such as oil and gas. Natural resources and rural character have played yet another role since the 1970’s. Many new residents, including significant amounts of retirees and seasonal residents, have moved to the area to take advantage of the region’s small town and rural lifestyles, outdoor recreation, and natural beauty. By 2010, the region’s popu‐
lation had grown to nearly twice the number of residents living in the region in 1970. In Kal‐
kaska County, population growth was driven by the County’s oil and gas boom in in the 1970’s and 80’s, when the population more than dou‐
bled (see table). Much of the region’s growth, however, has oc‐
curred outside of its cities and villages. The de‐
sire for rural lifestyles or homes on larger lots, combined with limited land supply and higher costs in city and village boundaries, has led to Page 10
Kalkaska Village Master Plan The Grand Vision The Grand Vision is a vision of regional growth built on input from over 15,000 residents. The study and public input process included random‐sample, scientifically‐
valid surveys, public workshops, questionnaires, traffic modeling, and data analysis. Initial public input was ana‐
lyzed to develop four different scenarios that would re‐
flect different public preferences and development pat‐
terns. Each scenario included indicators relative to housing units, land consumed, annual driving hours and gas expenses, and cost of lane miles. These scenarios were presented in a questionnaire that provided information and graphics on how each scenario would impact the number of housing units, investments in road lane miles, and acres of land consumed by development. Questions asked participants to choose which scenario they felt did the best job of promoting the values that were identified in the survey and workshop processes, and additional questions were asked for in‐
put on transportation investments, housing types, and other land use patterns. The “preferred sce‐
nario,” as identified by the questionnaire and tested by a random‐sample survey, was Scenario C, or the “village‐based scenario:” Future growth will occur primarily in the region’s cities and villages, with additional growth in the main cities of Traverse City and Cadillac. Large amounts of rural open space are preserved. This de‐
velopment pattern will require investments in regional bus service, sidewalks, and bike trails in Vil‐
lages and cities, with some investments in new or widened roadways. Kalkaska County results showed strong support for Scenario C, both in the questionnaire and in the follow‐up random‐sample survey. Some highlights from the study process for Kalkaska County are as follows: 
Kalkaska County residents were more likely to feel that most important qualities were having “clean lakes and rivers,” “high quality education,” and “plenty of jobs or work available”. 
Kalkaska residents say they have the lowest QOL in the region but are most optimistic about its improvement in the future. 
Most popular growth strategies were: it should be convenient to walk or bike in new develop‐
ing areas (94%); more affordable housing should be encouraged (91%); open space should be preserved even if it means limiting some development (91%) 
The least popular growth strategies were that growth should be located mainly in the Traverse City part of the region (71% disagree) and more regional freeways should be built (60% dis‐
agree) Complete study results, www.thegrandvision.org. and County‐specific Page 11
reports, are available online at Existing Conditions and Context Kalkaska Public Schools are an integral part of the community greater growth and development in rural areas, while city and village population levels remain stagnant or decline. However, regional surveys conducted in 2008‐2009 as part of the Grand Vision have shown interest in focusing growth and development in existing cities and villages. People: Population Assets Kalkaska Village and County population changes have largely followed regional trends. Thousands of new oil and gas workers moved to the County in the 1970’s, but most of the population growth occurred outside the Village boundaries (see table). Kalkaska is one of the region’s few incorpo‐
rated villages that have experienced steady population increases over the years– an indica‐
tion of the range of employment, education, commercial, and residential options available to its residents. Since the first recorded popula‐
tion count in 1880, Kalkaska’s population has risen from less than 500 to over 2,000, with its highest count—2,226 residents—recorded in 2000. However, between 2000 and 2010, the Village witnessed a change in this longstanding growth, when its population dropped by about 9% to 2,020. Kalkaska County’s population, meanwhile, increased by 3.5% to 17,153 resi‐
dents. Household Size and Age Kalkaska’s population has undergone changes in household size, age, and income as well. At 2.22 people per household (PPH), Kalkaska’s average household size has declined by about 5% since 2000 (2.35 PPH), while the number of family households with children has dropped by about 22%. The decline in both household size and family populations is generally linked with the aging of the population, a trend cur‐
rently being experienced nationwide. As the Page 12
Kalkaska Village Master Plan baby boomers—the country’s largest popula‐
tion group—reach retirement age, the number of one– and two‐person households increase. a whole, meanwhile, experienced growth in all age ranges 45 and up, and a decrease in school
‐aged children. Between 2000 and 2010, the numbers and per‐
centages in the Village of both school‐aged chil‐
dren and individuals over aged 65 dropped; in fact, the only growing age range in the Village was between 45‐64 years. In 2010, about 23% of Kalkaska’s population was under age 18, a 6% drop from 2000 percentages. The County as Fewer school‐aged children and family house‐
holds reflect growing numbers of “empty nest‐
ers” and contribute to the Village’s shrinking household size. According to the 2010 Census, the median age Data Sources Different geographies, data collection methodologies, and update timelines mean that comparable information isn’t always available at the Village level. And, changes in the Census mean that com‐
parisons between current and historic Census is not available. Following is some information to pro‐
vide context on the data sources used throughout the Master Plan. 
The decennial US Census is conducted every 10 years to measure population, age, and other basic demographic information for all geographies in the country. Historically, the Census “long form” also recorded more detailed information on individual household characteristics, includ‐
ing income, employment, poverty, housing value, commute time, etc. Beginning in 2005, that information is instead collected every 5 years by the American Community Survey. 
The American Community Survey (ACS) is a large, continuous demographic survey conducted by the Census Bureau that will eventually provide accurate and up‐to‐date profiles of America's communities every year. Questionnaires are mailed to a sample of addresses to obtain informa‐
tion about households and housing units. The survey produces estimates of population and housing characteristics data for small areas, including tracts and population subgroups. Ques‐
tions asked are similar to those on the decennial census long form. Estimates for small geo‐
graphic areas are based on data collected over a 5‐year time period, and represent the average characteristics over that time period. 
Bureau of Labor Statistics is a unit of the US Department of Labor that collects, processes, analyses, and disseminates statistical data regarding current social and economic issues. Data is available for county geographies, metropolitan statistical areas, and micropolitan statistical ar‐
eas. BLS data is used in developing the Economic Forecast, which is prepared by the Northwest Michigan Council of Governments on an annual basis. Page 13
Existing Conditions and Context in the Village is 37.9 years, compared to the County’s median age of 43 years. Both County and Village ages and household sizes are close to the regional averages. Race The majority of the Village’s population—about 95.5%—is white. About half of 1% is black or African American, another .05% are American Indian, and 1.3% are Asian, and 1.6% are two or more races. 1.7% are Hispanic. These per‐
centages are comparable to the County and the region’s population as a whole. Education Educational attainment provides an important context when considering the capabilities of the local workforce and economic vitality of the community. The educational attainment of the population plays a role in determining the types of industries or business that may choose to locate in the community. According to American Community Survey data, 84.1% of Kalkaska residents have finished high school, while 8.2% of residents have at‐
tained a bachelor’s degree or higher—a lower Educational Attainment for Kalkaska Village & NW Michigan Counties Source: 2009 American Community Survey Page 14
Kalkaska Village Master Plan Age in Kalkaska Village, 2010 from 2010 Census Age % Number % in age in age range Change 2000‐
range 2010 Under 5 years 158 7.8 ‐9.7 5‐9 years 111 5.5 ‐15.9 10‐14 years 135 6.7 ‐22.4 15‐19 years 126 6.2 ‐24.1 20‐24 years 141 7 ‐17.5 25‐34 years 259 12.8 ‐10.4 35‐44 years 253 12.5 ‐17.3 45‐54 years 256 12.7 ‐4.8 55‐59 years 131 6.5 59.8 60‐64 years 105 5.2 31.3 65‐74 years 166 8.2 .6 75‐84 years 126 6.2 ‐3.8 85 years and over 53 2.6 ‐38.4 Median age 37.9 7.4 come in the County ($39,304) and well below the state ($47,800). Per capita income for the Village was $18,069, compared to 24,632 for the county and the regional average of $31,559. Poverty levels in both the Village and the County in 2009 were estimated at just under 17%, somewhat higher than the statewide pov‐
erty levels of about 15%. rate than the County (11.5%) and the region as a whole. Income & Housing Values Kalkaska’s income levels are lower than the County’s, the region’s and the state’s. In 2008, median household income was $36,765 in Kal‐
kaska Village—slightly below the median in‐
While incomes are lower in Kalkaska Village and County than regionwide, housing values are closer to household incomes, creating greater affordability. Significant gaps between income and housing value creates housing af‐
fordability issues, which is reflected in the numbers of residents living in housnig that’s considered affordable—that is, those paying 30% or less of their household income for housing. When households pay over 30% of their income for housing, they are considered cost overburdened, a situation that increases the risk of foreclosure or homelessness. In Kal‐
kaska Village, the median home value was $91,600, and median monthly rent was $537—
values that are lower than the region or state, resulting in greater housing affordability for Village residents. In 2009, over 24.9% of Vil‐
lage renters paid 35% or more of their house‐
hold income for housing, while 8.4% of renters paid 30‐34.9% of their income for housing. Housing overburden, as reported by the Ameri‐
can Community Survey in 2009, was not as high for homeowners with a mortgage in the Village, Page 15
Existing Conditions and Context Industry & Occupations in Kalkaska Village, 2009 from 2005‐2009 American Community Survey Data Occupation with just 18.8% reporting cost overburden. Re‐
gionally, these affordability issues are more severe, with over 44% of renters paying over 35% of their household income for rent and 26.3% of homeowners experiencing cost over‐
burden. Management, professional, & related occupations 18.7& Service occupations 29.3% Sales/office 17.8% Prosperity: Farming, fishing, & forestry Economic Indicators The American Community Survey reports that Kalkaska has a workforce of about 958. In 2009, most employed Village residents worked in ser‐
vice occupations; production, transportation, and material moving occupations; manage‐
ment or professional occupations; or sales and office occupations (see table). In terms of in‐
dustry, the largest percentage of jobs (28.5%) were found within the education, health care, and social assistance sector, followed by manu‐
facturing (14.7%). Michigan has lost hundreds of thousands of manufacturing jobs since 2000. Because of the state’s traditional reliance on manufacturing employment, these job losses have created a long‐lasting recession with enormous repercus‐
sions, and have created unemployment rates that have persistently been the highest in the country for the last several years. Northwest Michigan’s, and Kalkaska County’s, unemploy‐
ment rates have generally followed state trends. According to the 2011 Economic Fore‐
cast, it is expected over the short term that the state and the region’s unemployment rates will Page 16
% of Workforce Employed 0% Construction, extraction, maintenance, & repair 9.9%% Production, transportation, & material moving operations 24.3% Industry Percent of Workforce Employed Agriculture, forestry, fishing & hunting, and mining 4.1% Construction 7.6% Manufacturing 14.7%% Wholesale trade 0.6% Transportation, warehousing, utilities 6.2% Information 0% Finance, insurance, real estate 3.4% Professional, scientific, etc 4.1% Educational services, health care & social assistance 28.5% Arts, entertainment, recreation, accommodation & food services 13% Other services 3.5% Public administration 5.7% Kalkaska Village Master Plan Kalkaska County Employment, 2006‐2014 from 2011 Regional Economic Forecast Page 17
Existing Conditions and Context remain higher than the nation’s; however, the region’s unemployment rate has been below state levels and it appears that will remain be‐
low those levels in the coming years. Kalksaska County Employers 
American Waste 
Coding Products 
Flannery Machine and Tool, Inc 
Kalkaska Memorial Health Center 
Kalkaska Screw Products, Inc 
Marsh Industrial 
Northern Design 
Shetler Dairy 
Team Services, LLC 
Wayne Wire & Cloth Key employers, as reported by the Traverse Bay Economic Development Corporation: In 2010, the average unemployment rate over the course of the year in Kalkaska County was 13.6%, about average for the region (Bureau of Labor Statistics). However, Kalkaska County has seen some gains in employment over the last several years, especially in new economy sectors such as education, health care, and so‐
cial assistance; professional and technical ser‐
vices; finance, insurance, and real estate; and agriculture, forestry, fishing, and hunting. The Regional Economic Forecast, prepared on an annual basis, identifies current economic conditions and trends in the 5‐county Grand Traverse region. Details by sector from the 2011 Economic Forecast are as follows: 
Knowledge– and skill‐based employment sectors are experiencing significant growth in Kalkaska County. Professional and tech‐
nical services is a steadily growing sector in Kalkaska County, which has experienced higher percentage growth in this sector than the rest of the 5‐county region. This trend is expected to continue, with another 29.4% growth through 2014. Kalkaska has also experienced significant growth in other new economy sectors, with higher percentage growth in finance and insur‐
ance employment, as well as government employment, than the other four counties in the region. In addition, Kalkaska County is expected to have the greatest percent‐
age growth of Information‐related em‐
ployment through 2014. 
Manufacturing was identified as a declin‐
ing sector of the County’s economy in the 2011 Economic Forecast, and experienced the 5‐county region’s biggest lost in manu‐
facturing employment in terms of percent‐
ages. Between 2006‐2010, manufacturing employment dropped by nearly 31%, and is predicted to drop by another 8% by 2014. 
Health care and social assistance employ‐
ment—one of the largest employment sec‐
tor for the Village—has grown steadily over the last several years (by about 19%) and continued growth is expected in the future. Page 18
Kalkaska Village Master Plan The 2011 Economic Forecast shows that education, health care, and social assis‐
tance jobs are predicted to grow by nearly 15% through 2014. 

Kalkaska County has experienced higher percentage growth in agriculture, fishing, forestry and hunting employment than the other four counties in the TBEDC region (11.5%), a trend that’s expected to con‐
tinue over the next 5 years (10.6% growth predicted). Mining has been an important part of the employment base in Kalkaska County since the 1970’s, with gains through 2010 of 52%. Jobs are expected to decline some‐
what through 2014. 
Retail jobs have declined slightly, but are expected to rebound and increase some‐
what through 2014. 
The administrative services sector is one of the largest industries in the county, and has seen limited growth over recent years. It is predicted to have the greatest increase in terms of number of jobs (an additional 62) through 2014. 
Accommodation and food services em‐
ployment experienced the greatest amount of decline in terms of percentages of em‐
ployment in the County, with a 33.3% drop between 2006‐2010. A further decline of 15.3% is predicted to occur through 2014. Issues and Opportunities Desired Growth Patterns 2010 survey results showed strong support for new development, particularly development types that would result in more jobs. Addition‐
ally, respondents indicated a strong interest in seeing the Village maintain or grow its current size. This is consistent with County and regional studies such as the Grand Vision, that show strong support for focusing new development and growth in existing cities and villages. Recreation opportunities are important in attracting new residents and visitors Page 19
Existing Conditions and Context Demographic Changes The age of a community’s residents has signifi‐
cant impacts on housing demand, service needs, and employment base; while household size can reflect changes in community demo‐
graphics and signal a need for additional hous‐
ing options. Fewer family households and smaller household sizes, in particular, may re‐
flect a need for smaller homes. Public support for greater industrial develop‐
ment, particularly in the existing industrial park, is very high. Economic development ac‐
tivities related to attraction and retention of industry in the Village will be critical ; however, it will be important to ensure that economic development also addresses growing sectors of knowledge‐based employment. Transition to New Economy Jobs New Economy Assets Industry has traditionally been the economic foundation of the Village. However, changes in the global economy have resulted in a major loss of manufacturing jobs throughout the State. Kalkaska County is no exception, with a decline in manufacturing employment and a drop in industrial development. However, while manufacturing‐related employment has de‐
clined, the growth of knowledge‐based em‐
ployment has risen significantly, reflecting Kal‐
kaska’s transition to the knowledge economy. Kalkaska is literally surrounded by natural re‐
source assets. Forests, lakes, and streams pro‐
vide important quality of life attributes as well as raw materials that are critical to industry. Further, a high quality of life, small town at‐
mosphere, recreation opportunities, attract residents and visitors. Workforce For Kalkaska to be competitive in the New Kalkaska’s downtown, small‐town atmos‐
phere, historic neighborhoods, and sur‐
rounding natural resources create a desir‐
able up‐north environment Page 20
Kalkaska Village Master Plan economy, it is important to have a skilled work‐
force. While college educational attainment levels are relatively low in the Village and the County, Kalkaska has many opportunities to provide skills training and ongoing education for its workforce, in addition to quality K‐12 educational opportunities. The Healthcare Skills Alliance, a partnership of healthcare employ‐
ers, educators, and workforce development organizations, provides quality training and education opportunities for job seekers and
low-wage workers. HSA has training opportu‐
nities available through the Kalkaska Memorial Health Center. Other regional educational op‐
portunities include Northwestern Michigan Col‐
lege and its University Center, located in Trav‐
erse City, which offer a variety of associates degrees, two– and four‐year degree programs, and advanced degrees. Continuing education opportunities are also available nearby through Baker College and North Central Michigan Col‐
lege. throughout the state. The data shows strengths for Kalkaska County in several economic clus‐
ters. Mining has been an important part of the em‐
ployment base in Kalkaska County since the 1970’s, and LPI data indicates that revenues and employment for this sector remain signifi‐
cantly higher than the proportion statewide. Kalkaska’s location at the crossroads of two major highway systems creates significant op‐
portunities for commerce and industry. The “supply chain” sector, which includes wholesal‐
ing, etc., is very strong in Kalkaska, with a higher proportion of revenues and employ‐
ment than is found regionally or in the state. Other important clusters with higher‐than‐
average revenues and employment included construction, forestry, and energy. These sec‐
tors may represent “niche” opportunities upon which Kalkaska can capitalize within its regional and statewide economic context. Niche Sectors Health Care Employment & Training The Michigan State University Land Policy Insti‐
tute collected and analyzed data from 2002‐
2008 to aid in identification of potential “niche” sectors for each county in Michigan. The analysis was used to compile Location Quo‐
tient Graphs showing revenues and employ‐
ment in 23 economic clusters in 5 categories—
Transportation, Energy, & Waste; Natural Re‐
sources; Culture, Entertainment, and Recrea‐
tion; Education, Finance, & Health; and Ad‐
vanced Technology & Information—for com‐
parison to revenues and employment trends Hospitals—often the center of economic activ‐
ity and research—are emerging as attraction points for new economic activity. Hospitals bring quality jobs and are important to retirees and families with young children. As one of the county’s largest employers in a growing eco‐
nomic sector, with important training opportu‐
nities for the workforce, the Kalkaska Memorial Hospital has been identified by the public as one of the community’s most important assets. Page 21
Existing Conditions and Context The age of a community’s residents has significant impacts on housing demand, service needs, and employ‐
ment base Responsive Government & Leadership Delivery and results of government services related to economic development must be an‐
ticipatory, responsive, efficient, cost‐effective, and collaborative for success in the new econ‐
omy. Every entity must clearly understand their roles; resources should be shared efficiently; and the needs of entrepreneurs must be thor‐
oughly and effectively met. In addition, in order to be able to respond to development needs and issues, it is vital to have adequate staff capacity. However, there is limited staff capacity for various Village func‐
tions, and the Kalkaska Downtown Develop‐
ment Authority and Economic Development Corporation lack dedicated staff, which limits their ability to create and implement long‐term strategies. Added staff capacity to support Vil‐
lage economic development functions could help the Village as it navigates transitions to its economy. The public has expressed concerns that the planning review and approval processes have historically been time‐consuming or cumber‐
some. Further, many business owners do not live in the Village, which limits their ability to participate in Village elections, creating per‐
ceived disconnects between Village policy deci‐
sions or representation and the business com‐
munity. Responsive, connected government is key to working with and attracting new invest‐
ment. Community Image and Sense of Place Kalkaska has enormous place‐based as sets—the downtown, small‐town atmosphere, historic neighborhoods, and surrounding natu‐
ral resources combine to create an up‐north environment that is desirable to many as a Page 22
Kalkaska Village Master Plan Initiatives that will enhance the qual‐
ity of life can also aid in efforts to attract and retain competitive busi‐
nesses place to live and visit. However, significant challenges exist in terms of traffic, disinvest‐
ment, income and poverty levels, and employ‐
ment opportunities that have historically worked to create negative images of the Vil‐
lage. In some cases, these negative perceptions can work to discourage investment in the com‐
munity, and also contribute to a lack of engage‐
ment or pride on the part of the Village’s resi‐
dents. Public input received throughout the planning process indicated concerns over the lack of pride and engagement in the commu‐
nity on the part of residents and property own‐
ers. In data provided by the Land Policy Institute, Kalkaska was identified as the only community in Northwest Lower Michigan that had recrea‐
tion‐related revenues (from hotel/motel stays, retail, gas stations, etc) lower than the State’s. Further, the County’s accommodation and food services employment experienced even greater employment losses, in terms of percentage decline, than manufacturing, with a further 15% decline predicted to occur through 2014. Improving the quality of tourist, downtown, business and residential places will be critical in building community pride and engagement. Initiatives that will enhance the quality of life and make the community more attractive and vibrant, can also aid in efforts to attract and retain skilled/talented workers and globally Given the quantity and quality of recreation and tourism opportunities within Kalkaska Vil‐
lage and County, the lack of revenues related to these activities is surprising, and may reflect a lack of marketing or promotion of the area’s assets. Public discussions have identified an interest in promoting the community as an out‐
competitive businesses. Recreation Employment and Promotion Page 23
Existing Conditions and Context door recreation destination, and promotion as a recreation destination was the most popular future policy initiative identified in the commu‐
nity survey. A burgeoning interest in trails, bik‐
ing, and other outdoor activities, combined with the rising popularity of the Iceman Cometh—a nationally‐recognized mountain bike race—position Kalkaska well for future recreation‐related economic development. Growing interest in this sector could represent an opportunity to promote Kalkaska’s “outdoor lifestyle,” allowing it to capitalize on its prox‐
imity to hundreds of thousands of acres of state forest land to attract and retain visitors and new residents. Transportation Connections The presence and availability of Kalkaska Public Transit Authority, 3 state highways, rail, air‐
port, and trail systems create tremendous visi‐
bility and access to the community and its as‐
sets. However, two of Kalkaska’s greatest as‐
sets, M‐72 and US‐131, also act as two of its greatest liabilities. Traffic volumes on US‐131 create safety hazards for bicyclists and pedes‐
trians; and because of high traffic speeds on this corridor, local businesses experience chal‐
lenges in capturing pass‐through traffic. Enhancing Kalkaska’s image as a “walkable community,” with connections to other modes of transportation such as transit and bike paths, could be effective in creating additional activity in the downtown and other parts of the community. Creating enhanced walkability or bikability, combined with the use of distinctive, attractive wayfinding signage to help pedestri‐
ans and motorists navigate through the Village, could also represent an opportunity to build awareness of Kalkaska’s attractions and serve as a valuable business tool. Optimizing Infrastructure Investment Maintaining quality, affordable access to high speed internet, transportation options, and other infrastructure is necessary to support new business development. Highways, sewer, and water are available in Kalkaska, as is wireless access—an important infrastructure component for new economy jobs. Kalkaska’s sewer and water was ex‐
panded in recent years to accommodate addi‐
tional development of the industrial park, re‐
Page 24
Kalkaska Village Master Plan Location The Grand Vision: Growth & Investment Areas Guiding Principles 
Create a group of unique villages that to‐
gether form a region 
Develop communications pathways so that elected officials know the public’s prefer‐
ences 
Invest resources effectively to improve main streets and city center Kalkaska’s distance from major metropolitan areas represents some challenges in terms of educational and employment opportunities; however, it could also be leveraged to the com‐
munity’s advantage. According to the Land Pol‐
icy Institute, distance from urban clusters cre‐
ates the opportunity to market uniquely rural assets, such as recreation, local foods and sce‐
nic views. Areas with many amenities and large distances to urban clusters represent optimum rural placemaking possibilities. 
Create attractive and active village centers where people can gather and engage 
Encourage builders to locate new housing along and near main streets 
Design villages to offer safe and convenient pathways for walking and biking Downtown activity sulting in significant capacity to accommodate new growth and investment. However, be‐
cause much of the industrial park is not cur‐
rently developed, sewer and water costs have risen for existing residents and businesses to accommodate the costs of the expansion. Pub‐
lic input frequently cited concerns over the cost of sewer and water to existing businesses, and the effect of that cost on attracting new devel‐
opment. Downtown events—such as festivals, art fairs, farmers markets, and street sales—have great potential to create economic activity by attract‐
ing families and visitors to the downtown. Cre‐
ating or re‐energizing local events could act as draws to the downtown and help in generating revenue for local businesses. Page 25
Chapter 3: Natural Resources The natural resources in and surrounding the Village of Kalkaska are some of its most impor‐
tant strategic assets. Kalkaska County boasts nearly 300,000 acres of forest—much of it pro‐
tected—along 86 lakes and over 270 miles or rivers or streams, and one of Michigan’s most successful oil‐producing basins. These re‐
sources are key to Kalkaska’s economic pros‐
perity and quality of life, and both residents and visitors take advantage of the wide range of recreation opportunities available in the for‐
ests, lakes, and streams surrounding the Vil‐
lage. To ensure the continued and enhanced quality of these resources, it will be important to bal‐
ance community development needs with envi‐
ronmental considerations. The benefits of such a balance are increasingly being quantified in economic, public safety, health, and social measures. Environmental quality and protec‐
tion can enhance economic development ef‐
forts. Energy efficiency reduces the costs of products and services, while the preservation of existing natural systems can reduce infra‐
structure costs through low‐impact design technique. The preservation of quality natural features also increases the value of developed properties and acts as a draw for new residents and visitors. This Chapter will discuss natural resource and green infrastructure systems within the Village, to provide context for planning and future de‐
velopment that considers overall environ‐
mental quality. The Boardman River is considered one of Michigan’s top 10 trout streams 1 Page 26
Kalkaska Village Master Plan Water Quality Action Plan A Water Quality Action Plan (WQAP) was pre‐
pared for the Village of Kalkaska in 2009, as part of a partnership between the Watershed Center Grand Traverse Bay, NMC Great Lakes Water Studies Institute, and the Grand Trav‐
erse Conservation District. The Plan provides an overview of water resources in the Village and an assessment of the Village’s ordinances in respect to their impact on water quality, as well as recommendations relative to roads and parking lots, lot design and development, and conservation of natural areas. Recommenda‐
tions from the WQAP have been used as a foundation for development of natural re‐
source goals and objectives in the 2011 Master Plan. 182,800 acres of land through 175 miles of river and stream tributaries. It is the largest tributary to the West Arm of Grand Traverse Bay and provides about 30% of the surface flow to Grand Traverse Bay. Downstream of US‐131, the Boardman River is classified under the state’s Natural Rivers Program as “Wild & Sce‐
nic.” The north branch of the Boardman River flows through the heart of the village. This branch begins less than 10 miles northeast of the vil‐
lage in the Mahan Swamp. As it makes its way to the village, the flow is slowed by a small dam that forms a shallow mill‐pond that warms up during the hot summer months. Natural Resources Inventory Wetlands and Floodplains Topography Kalkaska County is located over a geological formation known as the Salina‐Niagaran reef, an important oil producing basin. The county’s topography includes hills, plains, and upland plans with elevations ranging from 590—1300 feet above sea level, with hills and ridges along the eastern section of the County. Boardman River The Boardman River is one of the greatest as‐
sets of the Village, County, and region. Consid‐
ered one of Michigan’s top 10 trout streams, it is a major driver for tourism and recreation and is the focus of the community’s annual Trout Festival.The Boardman River watershed spans 295 square miles and drains approximately Wetlands—often called marshes, swamps, or bogs—are areas where water is found, either on or near the surface, at any time during the year. These areas are invaluable natural re‐
sources for a variety of factors: they offer im‐
portant wildlife habitat, along with opportuni‐
ties for recreation such as fishing, hunting, boating, and birdwatching. They improve water quality by removing and sequestering excess nutrients and sediments found in rivers and streams; and reduce potential for floods by acting as natural “sponges,” slowing down flood and storm waters. About 28 acres of wetlands are located along the Boardman River and are designated as potential flood‐
prone areas. Page 27
Natural Resources Green Infrastructure The term “green infrastructure” is used to refer to a large variety of ecosystems and landscape features—such as forests, farms, wetlands, and wildlife habitat—that are connected within a continuous network. Green infrastructure provides a variety of com‐
munity benefits. Because greenway spaces like trails and natural areas are often seen as more valued amenities by residents than even golf courses or swimming pools, green infrastruc‐
ture can increase the value of nearby property, with corresponding increases in tax revenues. Further, continuous systems of forests, wet‐
lands, and other open areas reduce the risk of flooding by controlling stormwater runoff, and provide protection from storm damage and erosion in coastal areas. Green infrastructure systems are also provide invaluable wildlife habitat and foster ecological diversity. Page 28
Kalkaska Village Master Plan Natural features provide significantly more benefits if they are maintained in larger units, such as a complex system of woodlands, wet‐
lands, rivers, and streams. Larger, connected systems—often referred to as green infrastruc‐
ture systems—are more successful at maintain‐
ing ecological diversity and integrity. Village. Along the boundaries of the Village, forestland generally connects with larger tracts of forest, much of it within the Pere Marquette State Forest. Kalkaska Sands are the predominant soil type within the Village. These soils drain well and filter water very effectively, and, according to the 2009 WQAP, the predominance of this soil Open space and forestland cover 40% of the Village’s land area. About 353 acres of forested areas and 28 acres of wetlands are found in the Soils Map 2, Kalkaska Village Soils Page 29
Natural Resources Best‐Practice: Low Impact Development Low‐impact development or design (LID) is a series of techniques that manage rainfall to infiltrate, filter, store, evaporate, and detain runoff closer to its source. With LID techniques in place, storm‐
water runoff becomes a resource rather than a waste product. Cisterns and rain barrels can use col‐
lected rain water for irrigation or as gray water for toilet flushing. LID also promotes the idea that almost all elements of a site plan can be used for stormwater con‐
trol. Parking lots can be made of pervious surfacing materials that allows stormwater to drain through the pavement and recharge groundwater sources; while rooftops can be used as planting areas, soaking up rainwater and reducing runoff. These techniques often cost less to build than traditional closed designs, primarily by keeping stormwater on the ground rather than building infrastructure underground to handle it. type in the County is largely responsible for the remarkable water quality of lakes and rivers nearby. Issues & Opportunities
Water Quality Sediment – including sand – is a major surface water pollutant that washes from roads, park‐
ing lots, and driveways, acting to smother the habitat that aquatic organisms need to survive and reproduce. Sediment and sand enter sur‐
face waters through stormwater, carrying with it nutrients and many other forms of pollution such as salt, oil, and anti‐freeze. When rain and snowfall hit the ground, they naturally filtrate through the earth and re‐
charge the groundwater. However, paved, or impervious, surfaces, prevent the filtration of rain or snow into the ground. This precipitation instead flows over the ground, picking up de‐
bris, chemicals, dirt, and other pollutants. Run‐
off then flows into a storm sewer system or directly into a lake, stream, river, or wetland, where it is discharged, untreated, into the wa‐
ter we use for swimming, fishing, and drinking. According to the Grand Traverse Bay Water‐
shed Protection Plan, sediment is the number one surface water pollutant in the Grand Trav‐
erse Bay watershed. Reducing impervious sur‐
faces such as roads or parking lots provides significant benefits to water quality. However, because road design is significantly influenced by the county road commissions and local fire departments, more opportunities may exist for Page 30
Kalkaska Village Master Plan Brownfields The Grand Vision: Guiding Principles for Natural Resources 
Protect and preserve the water resources, forests, natural areas, and scenic beauty of the region 
Protect our water quality 
Preserve the scenic beauty of the region 
Create ways to allow and encourage access to nature 
Be a good steward of our forest resources Brownfields are properties that are known, suspected, or perceived to be contaminated. Often, the presence or even perception of pol‐
lution or contamination on a site works to dis‐
courage investment or redevelopment of the site, leading to blight and subsequent decline in property values for the site and surrounding properties. Incentives available through the state’s brownfield redevelopment program—
such as tax credits, revolving loans, and grants—help developers remove contamina‐
tion and put the property back into productive use. the Village to address parking lot size or num‐
bers. Lowering the required amount or size of parking spaces , allowing for flexibility in the number of parking spaces, or providing for shared parking between different uses, can all work to reduce the amount of impervious sur‐
face in the community. Water quality can also be protected by using shoreline buffers of naturally growing grasses, shrubs, and tree. Buffers must be large enough (50‐100 feet) to capture surface runoff, and must be permanently conserved. In addition to protecting water quality along wetlands , lakes, and streams by stabilizing the shoreline and filtering surface runoff, these vegetative buff‐
ers also provide valuable habitat for wildlife. Brownfield cleanup and redevelopment can have tremendous impacts for the community by addressing issues such as groundwater and soil contamination, and by allowing the rede‐
velopment of the property. This redevelop‐
ment often works as a catalyst for new invest‐
ment in the surrounding neighborhood, ulti‐
mately resulting in higher property values and tax revenues, along with new business oppor‐
tunities.
The Village of Kalkaska has established a brownfield redevelopment authority; how‐
ever, it has not been active due to lack of membership. An active brownfield redevelop‐
ment authority could provide vital aid in im‐
proving the community’s environmental qual‐
ity. Page 31
Natural Resources Natural Landscaping and Native Plants Landscaping uses planting, contour changes, and building structures such as paths and picnic areas to meet community and individual needs. Traditionally, landscaping has been focused on the lawns with short‐cropped, short‐rooted grasses—a technique that often relies heavily on pesticides and fertilizers, irrigation, and time
‐consuming maintenance activities that raise costs, increase water consumption, and nega‐
tively impacts air and water quality. Natural landscaping offers a cost‐effective, lower‐
maintenance alternative that minimizes the use and effects of pesticides and fertilizers, in addi‐
tion to reducing soil erosion and Improving wa‐
ter quality by enhancing the infiltration of con‐
taminated stormwater. Native plants offer another opportunity for landscaping, and can constitute the primary landscaping material in new development sites and sites that are being re‐landscaped. The excessive use of concrete in traditional land‐
scaping accelerates stormwater runoff and cre‐
ates flooding and erosion conditions. Reducing the use of these materials while increasing the use of native vegetation can reduce damage from stormwater runoff. Building Design Green building involves the use of various prac‐
tices that minimize impacts to natural re‐
sources, reduce energy consumption, and re‐
duce waste. These practices typically include significant benefits both for the environment and for the residents or users of the buildings, with better indoor air quality, and lower energy costs. While most green building features are incorporated by the owner or occupant of the building, this type of design can be encouraged by local governments through incentives such as tax credits, density bonuses, or zoning or other regulatory flexibility. Best Practice: LEED Building Design The Leadership in Energy and Environmental Design Green Building Rating System—is one measure of energy efficient design. LEED is the nationally accepted benchmark for the design, construction and operation of high performance green buildings, and gives building owners and operators the tools they need to have an immediate and measurable impact on their buildings performance. LEED promotes an approach to sustainability by recognizing performance in five key areas of human and environmental health: sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality. It provides a road map for measuring and documenting success for every building type and phase of a building life cycle. Page 32
Page 33
Chapter 4: Transportation Kalkaska's transportation assets have helped drive the community’s development patterns and economy. Railroads historically provided context for development and growth. Easy ac‐
cess to three state highways has since spurred a great deal of commercial and industrial growth, and has become one of the Village’s defining features and economic foundations. Also within the Village are the foundations of nonmotorized transportation infrastructure that can offer increased mobility to jobs, ser‐
vices, and shopping for those parts of the com‐
munity that can’t or don’t drive due to age or disability. Nearby trail networks offer opportu‐
nities both for recreation and for connections with other communities and parts of the state. rail, roadways, bicycle, and pedestrian sys‐
tems—are some of the most basic elements of the community. Effective, connected, intermo‐
dal transportation networks move goods, peo‐
ple and services, and provide connections and access to the region, the state, and beyond. When planning for future transportation needs, it is vital to consider a diverse range of users—
including residents of all ages and incomes, commuters, and visitors—as well as commer‐
cial and industrial needs. This Chapter will ana‐
lyze the existing transportation network within Kalkaska and explore opportunities to enhance the Village’s transportation system for all users. These transportation networks—including air, Kalkaska’s transporta‐
tion assets have helped drive the community’s development patterns and economy Page 34
Kalkaska Village Master Plan Page 35
Transportation Transportation Inventory Village Streets The primary means of transportation for most of Kalkaska’s residents is the automobile. Kal‐
kaska’s street system is made up of 18.8 miles of roads, most of which are maintained by the Village. The design and patterns of Village roads, right‐
of‐way widths, and building setbacks have changed over time. Most Village streets are laid out in a grid pattern that is common to most older urban communities, with minor roads running parallel to the major thoroughfares (M
‐72 and US‐131). Streets are set at right angles from one another and are more or less evenly spaced, a pattern that reflects the historic pe‐
riod of Kalkaska’s establishment. Different street patterns can be found in the Village’s more newly developed areas, which include curvilinear or “warp grid” systems, emphasizing cul‐de‐sacs and uneven spacing. The Village participates in MDOT’s Asset Man‐
agement Program, which inventories road con‐
ditions to assist in prioritizing improvements. The program uses the Pavement Surface Evaluation and Rating System (PASER) to meas‐
ure and classify roads based on their surface condition and appearance. In 2008, Michigan passed legislation allowing the legal use of county road shoulders for all‐
terrain vehicles and off‐road vehicles, as well as snowmobiles. Highways Freight mobility and access are essential to Kal‐
kaska’s economy, which sees significant reve‐
nues from the “supply chain” sector. These functions are primarily served by two major highways run through the Village, providing important access and mobility for residents, visitors, commerce and industry: 
US‐131. A major state trunk line, US‐131 runs in a north‐south direction through the Village of Kalkaska, providing direct con‐
nections with Boyne City and Petoskey to the north, and Cadillac and Grand Rapids to the south. The highway merges with M‐72 and M‐66 south of the Village, funneling a large volume of traffic through the Village’s downtown. 
M‐72. M‐72 is an east‐west State highway that enters the Village by connecting with 131 at the southern Village limits; then converges with M‐72 at the north end of Page 36
Kalkaska Village Master Plan Kalkaska’s airport provides an important service for area in‐
dustries and tourists who use the facility for light aircraft landings the village. M‐72 provides access to Trav‐
erse City to the west, and Grayling and Gaylord to the east. 
M‐66: M‐66 is a north‐south state trunk line that runs from the Indiana state line in the south, to Charlevoix. The highway in‐
tersects with M‐72 south of the Village and merges with US 131 through Mancelona. Transit Public transit is most frequently used by four groups: those with low incomes, seniors, indi‐
viduals with disabilities, and households with limited access to vehicles. The Village’s public transit needs are served by the Kalkaska Public Transit Authority (KPTA), a public authority. Established in 1984, it receives funding from state and federal sources along with county tax revenues. KPTA provides fixed route service to Traverse City and dial‐a‐ride service within Kal‐
kaska County. KPTA also provides some fixed‐
route service for schools. In 2010, over 108,000 riders used KPTA. 5% of riders were elderly, and 5% were persons with disabilities. Transit needs are also served to some extent by the Northwest Michigan Community Action Agency and other organizations offer that offer ride‐shares or health rides to provide transpor‐
tation to eligible customers. Air and Rail Rail, once the dominant form of long‐distance travel and shipping, is now largely unused. Though there has also been increasing interest from the public within the region and statwide in enhancing the state’s capacity for passenger rail service, rail is used in Kalkaska only to serve industrial freight needs at this time. The Kalkaska Village Airport is located in the southwest corner of the Village, off Island Lake Page 37
Transportation Road, and is owned and operated by the Vil‐
lage. The airport includes a paved runwaythat runs from northwest to southeast. The facility is not attended on a regular basis, nor does it have amenities found at larger airports (i.e. runway lights, beacons, lookout towers, fuel services, etc). Nevertheless, the airport pro‐
vides an important service for area industries and tourists who use the facility for light air‐
craft landings. Issues & Opportunities Planning and Jurisdiction Planning for streets is often complicated by involvement of various governmental units that control decisions on access permits, improve‐
ments, and maintenance. Though Kalkaska has jurisdiction over most of the streets within the Village limits, US‐131 and M‐72 are both under the jurisdiction of MDOT, with traffic speeds determined by the Michigan State police. Plan‐
ning for improvements to these corridors must include active engagement from all stake‐
holders to ensure that the goals and objectives of each organization are considered with any street and pathway project. roadway capacity, manage congestion and re‐
duce traffic crashes. For businesses, there are also benefits such as a reduction in mainte‐
nance and other costs by using shared drive‐
ways or eliminating entrance and exist points. Eliminating driveways can also result in in‐
creased road frontage and improved aesthet‐
ics. During the 2002 Master Plan process, MDOT completed a series of access management rec‐
ommendations for M‐72, which governs drive‐
way location and spacing, service drives, ve‐
hicular turning movements, and other circula‐
tion matters. The Village has begun implemen‐
tation of the access management plan. Complete Streets The term “complete streets” refers to road‐
ways that are designed and operated for all users, including pedestrians, bicyclists, motor‐
ists, and public transit users. Legislation was approved in 2010 that requires consideration of complete streets factors in road improve‐
ments. Non‐motorized Transportation Access Management Access management initiatives ensure that a community’s road system will operate safely and efficiently while meeting the access needs of various uses along the roadway. Using access management techniques can help increase Since the mid‐20th century, transportation planning has centered on the personal automo‐
bile. However, significant portions of our popu‐
lation can’t drive due to age, income, or disabil‐
ity. For these individuals, access to safe, viable, options for non‐motorized transportation is a basic need that is often not adequately ad‐
Page 38
Kalkaska Village Master Plan dressed. beyond the Village. According to MDOT, in 2005, pedestrians and bicyclists represented 14% of all traffic fatali‐
ties in the state. Many of these crashes involve the elderly or children. To reduce the number of bicycle/pedestrian crashes, it is imperative to offer safe routes for non‐motorized trans‐
portation Pedestrian Safety Safe walking and biking was identified as one of the most important Village qualities in the community survey, and was a point of focus in discussions at public forums, focus groups, and other conversations throughout the planning process. Two different themes emerged: pe‐
destrian safety or walkability, and the expan‐
sion or enhancement of trailways within and Pedestrian safety concerns have substantial negative impacts on local businesses, particu‐
larly in the downtown. The diverse storefronts and interesting features in Kalkaska’s down‐
town could be attractive for pedestrians, but high traffic volumes and speeds on Cedar Street (US131) create serious safety concerns for many pedestrians. Other commercial areas in the Village, which primarily follow US 131 and M‐72, experience similar traffic volumes and speeds; further, commercial areas outside of the downtown are oriented towards the automobile rather than Planning Considerations: Pedestrian‐Oriented Design 
Transportation systems must be safe, interesting, and convenient. These factors are affected by sidewalk and street design, placement of parking, and location of building fronts, doors, and windows. 
Well designed bike lanes and sidewalks protect people from vehicle accidents. 
A well‐connected network of sidewalks provides alternate routes within reasonable walking distances between destinations. 
Studies show that the level of aesthetic interest is a critical factor in choosing a walking route. People are generally unwilling to walk further than about 300 feet through a parking lot to reach a destination. ‐ New Designs for Growth Guidebook Page 39
Transportation the pedestrian, with large parking lots or nu‐
merous driveways that discourage pedestrian activity. Various potential solutions to these concerns have been discussed, including additional traf‐
fic lights and crosswalks. Because of traffic speeds and road design, it will be important to consider traffic calming options such as street‐
scapes, extensive landscaping or tree planting, pavement or road width changes, and wayfind‐
ing activities. These features can affect driver behavior and expectations, causing vehicles to slow down and adopt a more pedestrian‐
friendly behavior: The Grand Vision: Transportation Guiding Principles 
Improve the region’s transportation net‐
work 
Maintain and improve the existing road system 
Increase public transportation service re‐
gionally and in the cities 
Expand transportation infrastructure serv‐
ing pedestrians and bicyclists 
Prepare for passenger rail service to Cadil‐
lac and Traverse City 
Shade trees and on‐street parking can pro‐
vide a buffer from the streets and slow traffic. 
Wider sidewalks and bicycle lanes can be added where appropriate. 
Street entrances can be narrowed and brick crosswalks added. 
Physical barriers or a change in paving tex‐
ture may slow traffic entering a designated area. 
Parts of the right‐of‐way may be claimed for pedestrian activities or landscaping. It is imperative for resident safety and eco‐
nomic prosperity to accommodate safe pedes‐
trian activity in the downtown and other com‐
mercial areas in the Village. Corridor planning undertaken in partnership with MDOT and other transportation stakeholders may be ef‐
fective in addressing these transportation is‐
sues while meeting community goals of in‐
creased safety and enhanced walkability—as well as land use and redevelopment goals—in the Village’s commercial corridors. Trails & Pathways Trails have been identified as a high priority throughout the planning process. In the 2010 survey, 73% of respondents agreed with devot‐
ing more resources to a “community‐linking trail system,” and 69% were supportive of more bike paths within the Village. In terms of future initiatives, the strongest support for new policy development in the community survey Page 40
Kalkaska Village Master Plan was for “encouraging a walking/biking commu‐
nity by connecting sidewalks and trailways throughout the Village.” networks including the VASA, Shore to Shore, and North Country trails. In addition to providing important recreation benefits, trails offer opportunities to connect communities and improve safety for pedestri‐
ans and other users. Trail development along the Boardman River in the southern end of the Village has been explored throughout the plan‐
ning process. Trail building along the Board‐
man—which has been identified as a priority route in the 2008 Regional Non‐motorized Transportation Strategy—could eventually cre‐
ate opportunities for linkages to regional trail Best Practice: Corridor Planning Corridor planning considers a variety of tools to address issues in commercial corridors such as high traffic volumes and speeds, unattractive and outdated street environments that inhibit commerce, lack of pedestrian or bicycle accessibility, over– or under‐supply of parking, inconsistent or poor quality lighting, and overhead utilities that dominate that visual landscape. Corridor plans generally include detailed transportation, land use, and zoning analyses, as well as a strong public input com‐
ponent. Tools for implementation of corridor plan recommendations include: 
Access management 
Context sensitive street design 
Traffic calming 
Multi‐dimensional street classification to facilitate vehicle flow 
Pedestrian and bicycle improvements 
Placemaking activities—i.e. streetscapes, façade improvements, landscaping 
Infill development 
Mixed‐use development Page 41
Transportation 2008 Regional Non‐motorized Transportation Strategy Priority Routes—Kalkaska County Page 42
Page 43
Chapter 5: Recreation
Parks, playgrounds, community events, trails,
and recreation programming bring residents
and visitors together. They promote public
health and wellness by encouraging opportunities for physical activity. And they act as economic drivers, raising property values, drawing
new residents to the community, and encouraging new development and tourism. Enhancing Kalkaska’s cultural and recreation opportunities will thus help create an engaged, healthy,
socially vital and economically vibrant community.
Because of its importance to all parts of the
community, recreation is a focal point in the
planning process. This chapter will explore
Kalkaska’s existing recreation facilities and opportunities to enhance and improve its parks,
culture, and recreation opportunities. This
chapter will also serve as the Village’s 5-year
Recreation Plan.
Recreation is one of the pillars of a community’s quality of life. At their most basic, parks,
recreation facilities, and community events
provide an environment in which residents and
visitors can gather and interact in an informal
setting. Public or cultural spaces that are welcoming, free or inexpensive, and easily accessible—such as parks, festivals, or attractive
What is a Recreation Plan?
Through its recreation grants program, currently funded through the Michigan Natural Resources
Trust Fund and the federal Land and Water Conservation Fund, the Michigan Department of Natural
Resources (DNR) provides financial assistance to communities that are would like to purchase land
for parks, or are planning to improve or develop recreation facilities. To be eligible to apply for these grant programs, a community must have a 5-year recreation plan, approved by the DNR, that
meets certain requirements. DNR-approved recreation plans must include the following components:

Community Description and Planning Considerations

Administrative Structure

Recreation and Resource Inventory

Description of Planning and Public Input Process

Goals, Objectives, and Action Program
This chapter of the Master Plan serves as the 5-year Recreation Plan for the Village of Kalkaska.
Some recreation plan components will be included in other chapters of the Master Plan.
Page 44
Kalkaska Village Master Plan
Recreation: An Important
Community Asset
At their most basic, parks, recreation facilities,
and community events provide an environment
in which residents and visitors can gather and
interact in an informal setting; but parks also
provide a number of health and economic benefits to the community:

Parks encourage physical activity, which is
critical in staying healthy, reducing stress,
fighting obesity, and preventing chronic
conditions that lead to heart disease, high
blood pressure, and diabetes.

Parks and trails are safe options for nonmotorized transportation—which is especially important for those that don’t own a
car or can’t drive due to age, disability, or
income.

Recreation opportunities attract visitors,
increasing local tourism revenues.

Demographic groups with expendable income and significant amounts of leisure
time, such as retirees and young professional, often relocate to communities with
a “recreation oriented” lifestyle and a high
quality of life.

National studies have shown that improvements to parks, civic spaces, and trails can
encourage new development or redevelopment.

Property values tend to increase in direct
proportion to their proximity to parks and
trails.
downtown streetscapes—bring the community
together and foster opportunities for cultural
expression, education, and civic engagement.
But even beyond their fundamental value as a
civic and social “building block,” recreation is
vital to the economy, health, social life, and
environment of the community. For the Village
to take full advantage of these many benefits,
recreation considerations are a central component to community planning efforts.
Recreation Inventory
A large variety of quality recreation opportunities are available to Kalkaska residents and visitors, both within and beyond the Village limits.
These opportunities are fundamental to the
overall quality of life, and can serve as a strategic asset in new economic activity and community enhancements. To capitalize and build on
these assets, the Village must consider current
recreation facilities within a local and regional
context, and determine gaps, needs, and priorities. The following recreation inventory, based
on information provided by the Village, provides discussion on recreation facilities, as well
as regional assets, and their place in the community.
Village Parks
Millpond Park
Millpond Park is located along the Boardman
Page 45
Recreation
River millpond and includes a small picnic area,
parking lot, and playground. The park is used
for picnicking and community events, primarily
the Trout Festival, when the pond is used for a
children’s fishing event. Currently the only restrooms available are portable toilet facilities,
and the playground equipment is limited to a
swingset and monkey bars.
KART Trail
The Kalkaska Area Recreational Trail (KART)
was developed in partnership with County, Village, and nonprofit stakeholders. The trail is
currently maintained by both the County and
the Village under a maintenance agreement.
Some of the park’s facilities meet accessibility
guidelines.
Chalker Park
Chalker Park facilities, include a sledding hill,
picnic gazebo, restroom facilities, basketball
courts, and the Imagination Station, a large
wooden playground.
Additional landscaping and seating areas are
needed for the trail. Historically, there have
been difficulties in implementing maintenance
agreements due to the lack of a water source; a
water source is required for ongoing maintenance of any landscaping improvements.
Most of the park’s facilities meet accessibility
guidelines.
Snow Packers Clubhouse/Trailhead
The park is used frequently by people of all ages ages. There are currently issues with vandalism and dog waste. Also, because of the location near a railroad and historically industrial
area, there may be a need to provide some additional landscaping to buffer the park from
surrounding traffic and conflicting uses.
Some of the facilities meet accessibility guidelines.
The Snow Packers Clubhouse is a community
building located at a snowmobile trailhead. The
clubhouse includes a kitchen and seating area,
and is used by snowmobilers for dining, rest
area, etc.
Some of the park’s facilities meet accessibility
guidelines.
Administration, Funding and
Budgeting
The seven-member Village Council is elected to
adopt Village budgets, approve contracts,
Page 46
Kalkaska Recreation Inventory Map
Kalkaska Village Master Plan
Page 47
Recreation
Chalker Park and the
Imagination Station are used frequently by people of all ages
adopt policies, and oversee staff. Budgets,
planning, and other issues related to the parks
and other Village facilities are overseen by the
Village Council. Parks are maintained by the
Village Department of Public Works. The Village
General Fund is the primary source of funding
for park maintenance, improvements, and activities, with $21,425 budgeted for the 2010
fiscal year.
cer fields, and football fields.
Kalkaska Civic Center and Fairgrounds
The County fairgrounds, civic center, arena,
and various athletic fields are located within
the Village limits.
Kalkaska Library
Regional Recreational Assets
Active Parks
The Kaliseum is a County-owned and maintained recreation complex that includes two
pools, an ice rink, fitness equipment, and
meeting space/room rental. A variety of fitness
and recreation programs are available.
Active recreational facilities are also available
at Kalkaska Public Schools, including playgrounds, baseball diamonds, running track, soc-
Libraries serve as important social and educational functions, by offering access to reading
material, technology, and civic space. The
Kalkaska County Library is located within the
village.
Natural Resource Areas
Natural resources and outdoor recreation are
prized assets for the Village, the County, and
the region as a whole. The Village is surrounded by hundreds of thousands of acres of forest,
lakes, and streams. Over 280,000 acres of
Page 48
Kalkaska Village Master Plan
Kalkaska County are forested, with much of
that area protected as part of the Pere Marquette State Forest (see map). 273 miles of rivers and streams—including the Manistee,
Boardman, Rapid, and Torch Rivers—wind
through the County. 86 lakes, including Starvation Lake, Bear Lake, Manistee Lake, and Torch
Lake, are located within the County.
The vast forested areas surrounding the Village
lend themselves to a wide variety of outdoor
recreation activities, including fishing, snowmobiling, hunting, skiing, hiking, and mountain
biking. Access to areas is available for snowmobilers, ORVs, cyclists, skiers, hikers, and others
through several trail systems including the
North Country Trail, Shore to Shore Trail, and
the VASA. Access to lakes and streams is also
plentiful throughout the County and region,
providing many opportunities for boating, fishing, and swimming nearby (see table 2).
snowmobiles and off-road vehicles (ORVs) are
authorized to use Village street right-of-ways.
Festivals. Several vibrant and growing community festivals are held annually within the Village. The Trout Festival celebrates the region’s
quality fishing opportunities and heritage every
April. The Winter Festival, held in January, is
host to one of the country’s biggest dog sled
races and a number of other outdoor activities.
The Iceman Cometh, a mountain bike race
held every November, winds 28 miles from the
Village of Kalkaska to Traverse City. The race
continues to grow in size and popularity, with
thousands of cyclists from throughout Michigan and the country competing every year.
The County Fair is another annual event, with a
week of activities for families at the County
Fairgrounds on the boundaries of the Village.
Nationally significant regional recreational opportunities—including Torch Lake, the Sleeping
Bear Dunes National Lakeshore in Benzie and
Leelanau Counties, the Manistee National Forest, and other natural area destinations—are
located within an hour’s drive from the Village
and are easily accessible to Kalkaska residents.
Private Recreation Facilities
Snowmobile and ORV Trails. Snowmobiling is a
popular winter activity for both residents and
visitors, with significant tourism related to the
activity. In addition to designated trail systems,
How does Kalkaska build on its recreation assets? Where are improvements needed? What
is missing from the recreation system? What
types of recreation opportunities do residents
Private golf courses, campgrounds, and other
amenities are available throughout the Village
and County.
Issues and Opportunities
Page 49
Recreation
Regional Recreational Assets
Location
Activities/Facilities
Log Lake Park & Campground Kalkaska County
Camping, swimming
Sand Lake Quiet Area
Kalkaska County
Rustic camping, hiking, fishing
North Country Trail
Kalkaska County
Hiking trail from New York to North Dakota
Michigan Shore-to-Shore Trail Kalkaska County
Horseback riding & hiking trail
Kaliseum
Village of Kalkaska
Indoor pool, ice skating rink, conference
rooms, fitness center, multi-purpose rooms
Kalkaska Civic Center
Village of Kalkaska
Michigan Cross Country Cycle
Trail
Single-track motorcycle trail
Springfield Township Park
Springfield Twp
Seven Bridges Natural Area
Clearwater Twp
Natural area, hiking
Heritage Park
Clearwater Twp
Athletic fields, picnicking, open space, play
equipment
Freedom Park
Clearwater Twp
Athletic fields, picnicking, open space, play
equipment
Clearwater Township Park
Clearwater Twp
Picnicking
Sands Park
Coldsprings Twp
Lake access, picnicking, swimming, boat
launch
Pickerel Lake State Forest
Campground
Kalkaska County
Rustic camping
Guernsey Lake State Forest
Campground
Kalkaska County
Camping
CCC Bridge State Forest
Campground
Kalkaska County
Camping
County Fairgrounds
Village of Kalkaska
Arena, community garden, athletic fields
Lake Access Sites
Big Twin Lake, Indian Lake, Starvation
Lake, Blue Lake, Manistee Lake, Log
Lake, East Lake
Boat launch, swimming
Lake Access
Crystal Beach Rd (Torch Lake)
7 swimming access sites
S. Torch Lake Boat Launches
Birch, Oak, Maple, Cedar, Pine, Lake
Street Road Ends
Boat launches
Torch River Boat Launch
Arwood Rd
MDNR boat launch
Baggs Landing
Skegemog Lake
Boat launch
Page 50
Kalkaska Village Master Plan
The Kaliseum is a County-owned and maintained recreation complex
need and want? To begin to answer some of
these questions, issues and opportunities have
been identified through the planning process
that the Village may consider in goal setting,
action planning, and policy development.
Overall Village Recreation System
Maintenance and upkeep of existing parks have
been identified as one of the community’s
highest recreation priorities. In the 2010 Master Plan survey, a significant majority of respondents (75%) indicated that more resources
should be devoted to “improvements to existing parks.” In the 2009 Parks and Recreation
Questionnaire, residents were asked how well
the Village’s park facilities met the community’s needs, and whether residents were satisfied overall with recreational opportunities in
Kalkaska. 53 respondents (51%) indicated that
they are satisfied with Kalkaska’s recreational
opportunities, while 42 (40%) are “somewhat
satisfied.” 9 respondents (9%) were not satisfied. A number of possible improvements to
Village facilities were identified for each park
(detailed below).
Chalker Park/Imagination Station
Improvements to restrooms, accessibility, and
general updates were suggested in the 2009
survey. Vandalism has also become an issue at
the park.
Millpond Park
Suggestions for Millpond Park are generally
related to maintenance, accessibility, and restroom improvements. There have also been
some discussion and comments relative dredging and cleaning the Millpond as a means of
improving the Boardman River water quality.
KART Trail
According to the 2009 parks questionnaire, the
KART trail is the most frequently used Village
park. Several suggestions were identified in
the survey relative to improvement of the trail,
Page 51
Recreation
including general maintenance, lighting, repairs, and landscaping. Comments were also
received regarding the need for connections
with other trails and parks.
Snowmobile Clubhouse/Snowmobiling &
ORVs
Maintenance and landscaping has been conducted under partnership situations, which
have been complicated due to the involvement
of various jurisdictions, including the Village,
the County, and the State of Michigan. Future
landscaping or improvements may benefit from
a maintenance agreement specifying responsibilities and commitments.
2010 survey results show that residents are
somewhat divided in terms of support for
snowmobile use of Village streets, with slightly
less than half indicating that this is an important Village quality. There was more support for this activity from the business community, with 75% of business owners expressing
support for this question, likely reflecting an
increase in revenues associated with snowmobiling-related tourism.
Planning Process
The recreation plan was developed with guidance from the Kalkaska Village Planning Commission
and Master Plan Committee, with assistance from the Northwest Michigan Council of Governments
(NWMCOG).
Public Input
Public input was obtained through a questionnaire released in 2009, a Village Master Plan Public
Forum held in December 2010, the Village Master Plan Survey released in November 2010, and a
student survey distributed to 8th-12th graders at Kalkaska Public Schools. Survey results are summarized and cited throughout the plan; details regarding response rates and analysis are included in
the plan appendices. A public hearing was held on December 1, 2011.
Recreation Plan Comment Period
The Village Council released the Recreation Plan and Master Plan for public review on __.
Public Hearing and Adoption
The Kalkaska Village Planning Commission recommended adoption of the Recreation Plan on December 1, 2011, following a public hearing. The Village Council adopted the Recreation Plan on December 12, 2011.
Page 52
Table 4. 2010 Master Plan Survey Results,
Kalkaska Village Master Plan
2010 Kalkaska Village Master Plan Survey—Question 6 Results
Question 6: Future Land Use, Culture and Recreation. Indicate how you would like to see land use
controlled or managed throughout the next several
years. Select the number that best fits how much None or Less Total
land and resources you would like to see devoted to
the various uses or activities identified. (Please note
that strong/moderate responses have been combined as overall positive and negative responses.)
Improvements to existing parks (Mill Pond, etc)
Same As
More - Total
Present
9%
16%
75%
15%
13%
73%
8%
19%
73%
9%
20%
71%
“Active” parks including facilities such as an outdoor
ice rink, tennis courts, shuffleboard, skateboarding
12%
18%
70%
Bike paths within the Village
Playgrounds
13%
5%
20%
28%
69%
67%
Snowmobile trails
12%
25%
63%
Developing bike and walking paths along the undeveloped banks of the Boardman River
22%
17%
61%
Enhance or expand community festivals
12%
27%
61%
Bicycle lanes on or adjacent to streets
21%
20%
59%
17%
27%
56%
14%
37%
49%
Informal community gathering place or “third place”
17%
34%
49%
Outdoor splash parks
33%
27%
41%
Community-linking trail system (for example trail
linkages to other communities)
Natural area parks or trails for hiking, bird watching,
cross-country skiing
Kaliseum continue to operate at the same level or
higher than currently
Performing arts opportunities, i.e. community theater or band
Outdoor community arts
Page 53
Recreation
Age and Population,
Trails
Trails have been identified as a high priority
throughout the planning process. In the 2010
survey, 73% of respondents agreed with devoting more resources to a “community-linking
trail system,” and 69% were supportive of
more bike paths within the Village. In terms of
future initiatives, the strongest support for new
policy development in the community survey
was for “encouraging a walking/biking community by connecting sidewalks and trailways
throughout the Village.”
Village of Kalkaska
Data from 2010 US Census
% of Pop- % Change,
ulation 2000-2010
Age
Under 5 years
158
4%
-9.7
5 to 9 years
111
3%
-15.9
Demographics
10 to 14 years
135
6%
-22.4
Different population groups have different recreation needs and interests; so when planning
for recreation facilities, the community’s
growth trends, age, and income levels are important factors to consider.
15 to 19 years
126
7%
-24.1
20 to 24 years
141
5%
-17.5
25 to 34 years
259
17%
-10.4
35 to 44 years
253
20%
-17.3
45 to 54 years
256
12%
-4.8
55 to 59 years
131
7%
59.8
60 to 64 years
105
6%
31.3
65 to 74 years
166
6%
.6
75 to 84 years
85 years & over
126
53
4%
3%
-3.8
-38.4
18 years & over
21 years & over
1,547
1,462
82%
80%
-5.9
-5.1
62 years & over
407
15%
-4.5
65 years & over
345
13%
-9.7
The Village of Kalkaska has seen some population shifts over the last ten years, with a 9.3%
population decline, a decreasing household
size, a drop in the number of family households, and declining numbers of both seniors
and children. The only population growth was
in the 55-64 year age range.
Between 2000 and 2010, the median age for
the Village grew to 37.9 years. However, the
number and percent of those in the Village
over age 65 dropped during that time period by
nearly 10%. Regardless, with 13% of the population over the age of 65, it will be important to
Total Population 2,020
-9.3
Median Age
7.4
Page 54
37.9
Kalkaska Village Master Plan
accommodate the needs of this population
within the Village. As individuals age, needs
increase for facilities that accommodate passive recreation such as walking and boating.
Barrier-free access to recreation is particularly
important for an aging population, and the provision of barrier-free recreation will become an
increasingly high priority as the population ages.
Student Input—Recreation
#
%
School athletics
24
38%
Outdoor activities
16
25%
Activity centers or parks
12
19%
Natural Areas
4
6%
SEEDS afterschool programs
4
6%
Trails
1
2%
Favorite activities
Desired changes or improvements
(respondents could choose more than one)
# Respondents
More jobs and places to work
46
More places to shop in downtown
Kalkaska
35
More downtown Kalkaska places to
meet friends
32
More downtown Kalkaska concerts,
plays, movies
32
More out-of-doors place & activities 29
More parks for activities like sports,
skateboarding, and fitness
28
Community beautification or revitali- 18
zation
More trails
17
More arts and cultural events
8
More places to live
7
The 2010 Census showed a decline in the number of children and family households: family
households with children under 18 dropped by
21.5% between 2000-2010. However, with
nearly a quarter of the Village’s population under the age of 18, youth-oriented recreation
opportunities will continue to be important.
Comments from the 2010 survey and public
forum also show a concern over the lack of
recreation opportunities for young people; and
responses in the 2010 student survey showed a
strong interest in additional recreation opportunities within the Village. A skate park, active
parks (new hockey rink, football fields, tennis
courts), movie theaters, and a teen hangout
were the most frequent suggestions in the student survey for new recreation activities. Youth
or young-adult oriented recreation will be important both for current residents and as an
amenity to draw new families to the Village.
In addition to age considerations, it’s also important to ensure that activities and amenities
in the community are within the financial
means of the majority of residents. Because
per capita and median household income in the
Village are lower than the County and the State
Page 55
Recreation
of Michigan, several comments were received
as part of the 2009 survey relative to the need
for free activities or lower prices to accommodate families and those with moderate incomes.
Promoting Village Recreation Assets
In public discussions, the abundance of recreational activities is consistently identified as an
importance asset for the Village. However, according to data provided by the MSU Land Policy Institute, tourism and recreation-related
revenues are relatively small portions of
Kalkaska’s economy, when compared to revenues realized in all other Northwest Michigan
counties. Throughout the planning process, the
public and stakeholders have indicated an interest in increasing Village and County employment and business opportunities relative to
tourism and recreation. Survey results showed
a strong interest in the “growth and promotion
of recreational opportunities and related businesses,” with 78% indicating support for this
statement. Consensus was higher on this initiative than for any other potential future policies
identified in this question.
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Kalkaska Village Master Plan
Recreation Plan Action Program 2011-2015
Goal/Action
Timefra
me
Provide ongoing maintenance and improvements to existing Village park facilities
Address vandalism and other usage issues at Chalker Park.
2011
Obtain and install security cameras at Chalker Park
2011
Control access to Chalker Park with fencing
Provide better signage for rules regarding hours, litter, and dogs
2011
Provide permanent restroom facilities at Millpond
2012+
Update Millpond playground equipment
2012
Consider integration of Village-owned property with Millpond park
2011
Explore feasibility of restoration of Boardman River by removing dam
2011
Improve KART trail landscaping and user amenities with shade trees and benches
2012+
Explore possibilities for providing water for landscaping along KART trail
2012+
Explore adopt-a-park programs or other volunteer programs to meet ongoing maintenance
needs at all parks
2011
Conduct energy audit at Snowpackers Clubhouse
2012+
Provide signage/educational kiosk regarding snowmobile trail/road usage at Snowpackers
Clubhouse
2012+
Explore the possibility of designating snowmobile routes throughout the Village
2012+
Maintain an updated (5-Year) Recreation Plan for purposes of guiding recreational development and to help ensure grant funding eligibility through the Michigan Department of
Natural Resources.
Ongoing
Provide recreation facilities for all ages and abilities
Explore creation of a skate park
2012
Pursue the development of public event or performance space, including a pavilion,
seating, signage, and other public amenities, through redevelopment activities within the
municipal parking lot.
2012
Provide additional non-motorized transportation/recreation options
Explore opportunities to link the Village’s trail systems with nearby regional trail systems
2012
Work with the MDOT and MDNR regarding the use of railroad right-of-way for recreational
purposes, including use by winter recreational vehicles.
2012+
Consider the acquisition of additional land along the Boardman River, south of Hyde
Street, for development of non-motorized trails
2012
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Chapter 6: Land Use
An understanding of existing land use patterns
is required to ensure that any future development or redevelopment is compatible with the
Village’s existing character, environmental features, community needs, and vision and goals.
The Master Plan addresses land use through
analysis and recommendations portrayed
through several types of maps and descriptions :

The existing land use map and descriptions
identify the current, “on the ground,” uses
of properties within the Village, regardless
of what is permitted by zoning or recommended by the Master Plan.

Zoning identifies the permitted land uses
for development and redevelopment for
each geographic area in the Village. The
zoning map shows what is allowed to occur
legally on a parcel-by-parcel basis, regardless of the current existing use for that parcel.

The future land use map and descriptions
identify the preferred patterns of development and redevelopment, and are based
on the goals and objectives of the community, as identified in the planning process.
The future land use map is not intended to
be parcel specific; future land use recommendations are intended be used as a longrange (20+ years), general guide for development patterns. Desired results are not
expected to occur in the near future. Future land use map and district descriptions
are found in Chapter 6, Goals, Objectives,
and Action Strategies.
To provide a context for future land use decisions, this chapter includes descriptions of existing land use and neighborhood types found
in the Village, as well as issues and opportunities that have been identified for each use.
Kalkaska Zoning Ordinance & Relation to the Master Plan
The Master Plan and Zoning Ordinance are closely connected, and both have important impacts on
land use and development. The Michigan Zoning Enabling Act (PA 110 of 2006) requires zoning to
be based on an adopted plan that is designed to promote the health, safety, and general welfare of
all citizens. The master plan provides guidance for zoning decisions, including amendments to the
text or the zoning map. As such, zoning is the method most commonly used to achieve master plan
goals. However, it’s important to recognize that the Master Plan is only a guide, and does not have
the rule of law and cannot enforce where or how something is built. The Zoning Ordinance, on the
other hand, is a legally enforceable law that regulates land and buildings, and establishes standards
for development.
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Kalkaska Village Master Plan
Existing Land Use
Page 59
Land Use
Kalkaska Village Zoning
3
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Kalkaska Village Master Plan
Residential
Over 18% of Kalkaska’s land is categorized as
residential, making it the second largest land
use category following open space/forested
land. Kalkaska’s neighborhoods are laid out in a
typical grid pattern and include a mix of
attached and detached single family homes,
manufactured homes, and historic homes, with
wide variation in lot sizes. The majority of
Kalkaska's residential land use is centrally located within the Village, although some singlefamily and multi-family housing is mixed with
other uses along the US-131 corridor.
ested areas or open space.
The Village’s residential areas are located within close proximity to schools, with accompanying amenities such as playgrounds and social
activities. Most residential areas are also accessible to services and shopping opportunities, on
walkable streets with low traffic volumes.
Neighborhoods are a short distance from for-
Housing Stock
Zoning
There are four residential zoning districts within the Village, to provide for a variety of sizes,
types, densities of housing. Minimum lots sizes
range from 1,500 to 9,600 square feet. Uses
vary by district but include single family homes,
multi-family developments, mobile homes, and
accessory uses, along with some special uses
such as churches.
According to the 2010 US Census, there are
about 1015 housing units within the Village of
Kalkaska, most of which are single-family detached homes. The Village’s occupied housing
stock is split nearly 50/50 between owneroccupied and renter-occupied homes—a sig-
Most of Kalkaska’s housing stock consists of
single-family homes
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Land Use
nificant variation from county, regional, national levels of occupancy. County-wide, about 83%
of occupied housing units are owner-occupied,
while the number regionally was about 68%.
tween 1970-1990. Construction dropped between 2000 and 2010, reflecting nationwide
changes to the housing market and construction trends.
About 14% of the Village’s housing stock in
2010 was classified as vacant; 24% of those
vacant housing units were for seasonal or recreational use.
Kalkaska’s housing stock represents a variety of
types, ages, designs, and lot sizes, reflective of
the respective “building booms” it experienced
in the late 19th century and in the 1970’s and
80’s.
According to the American Community Survey,
about a quarter of the housing units in the Village was built prior to 1940. There was not a
significant increase in building activity until the
1970’s, following the oil and gas boom, with
189 new units developed during that time period. The 1980’s saw another 154 units developed, with the end result being that about 35%
of the Village’s housing stock was built be-

Single Family Residential: The majority of
the Village’s housing stock—about 63%—
consists of single-family homes, most of
which is located in traditional grid-pattern
neighborhoods.

Mobile Homes: About 13% of the Village’s
housing stock consists of mobile homes. A
mobile home park is located on the north
end of the Village; manufactured homes or
mobile homes are also located on single
Kalkaska Village housing units
by type. Data from 2009 American Community Survey
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Kalkaska Village Master Plan
Kalkaska’s neighborhoods are located within
close proximity to schools, services, and shopping opportunities
of life, school performance, and well-being. In
Kalkaska, ACS data shows that 25% of renters
pay over 30% of their income for rent, while
about 19% of owners with mortgages meet this
definition. These percentages are significantly
lower than the region or the state.
lots in neighborhoods throughout the Village.

Multi-Family Residential: Kalkaska has a
relatively large stock of multi-family housing, which is located throughout the community. About 18% of housing units in the
Village are classified as two–family or multi
-family residential units. The largest multifamily development is Sandy Pines, which
includes 50 affordable housing units and is
located in the southwestern portion of the
Village.
Issues and Opportunities
New home development
Community survey indicated a strong support
(82% positive responses) for additional single
family home development.
Housing Affordability
Affordable housing is defined as housing that
costs 30% or less of a household’s income.
Families or individuals that pay more than 30%
of their income for housing are considered cost
overburdened. When households are shelter
overburdened, they run a higher risk of foreclosure or homelessness; or are more likely to
move into substandard or overcrowded housing, which can have serious impacts on quality
There was also wide community consensus on
the lack of need for additional mobile home
development. Only 16% agreed that more land
should be devoted to additional mobile homes
(either in parks or on individual lots).
Community opinions were somewhat divided
relative to accessory dwelling units or multi-
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Land Use
family development, with 51% in support of
additional multi-family development and 45%
in support of ADUs.
Housing Age and Quality
Through the public input process, the public
indicated a concern over the quality of housing
stock and the need for housing improvements
throughout the Village. 79% of 2010 survey
respondents agreed that more resources
should be devoted to “improvements to housing quality.”
Housing Affordability
While Kalkaska’s housing stock is generally
more affordable than other counties in the region, overburden is a concern for many residents. 2010 survey respondents indicated that
additional affordable housing options are needed.
Household Characteristics and Housing
Demand
Trends toward shrinking household sizes mean
that more housing units will be needed simply
to maintain existing population levels. Given
decreasing household sizes, there is likely to be
a continued housing demand, as more units are
needed simply to maintain the existing population base.
These changes in demographics will result in
changes in housing demand. As household size
declines and population ages, important to provide a variety of housing types and sizes.
Kalkaska’s zoning ordinance currently regulates
the size of housing, with minimum square foot
requirements for single family dwellings. Greater flexibility in terms of minimum housing size
may encourage more residential development
and provide for housing options that meet the
needs of smaller households.
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Kalkaska Village Master Plan
Commercial
Commercial land use makes up about 18% of
Kalkaska's land area, nearly equal to residential
uses in terms of coverage of land area to the
Village’s residential land use. Not only do commercial uses cover a significant amount of the
Village’s area, but the range of commercial activities is broad as well—including restaurants,
fast-food establishments, grocery stores, farmers markets, gas stations, office space, and various other general retail and supply establishments. The number and variety of commercial
uses in Kalkaska are due to the high levels of
traffic passing through the Village; the location
of the Village and general lack of nearby commercial competition; and the increase of population occurring during seasonal periods. Fur-
ther, the Kalkaska Area Chamber of Commerce
and Village have worked to retain existing businesses, while creating opportunities for new
ones. These factors have resulted in a commercial base somewhat greater than communities
of similar size.
A large majority of the Village’s commercial
uses are located on the US-131 and M-72 corridors. The original commercial district was located in the heart of the downtown along US131, generally between First and Fifth Streets.
The commercial areas that have grown along
the US-131 and M-72 corridors are representative of auto-oriented highway commercial
The US-131 and M-72 corridors are the visual “gateway”
into the Village
8
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Land Use
throughout the country with large parking lots,
few pedestrian amenities, and minimal landscaping. Building styles generally lack façade
treatments or variations. Because of their locations, these areas serve as the visual gateway
to the Village and are responsible for the first
impression that most visitors get upon entering
the Village.
Downtown. Downtown, the historic center of
the Village, includes a mix of uses and is discussed in detail on the following pages.
Issues and Opportunities
New Commercial Development
Commercial Neighborhoods
M-72 North. M-72 North serves as the western
gateway to the Village, with commercial establishments increasing in number near the intersection of US-131. The Cherry Street Market,
one of the Village’s “destination shopping” establishments, is located in this area of the Village.
US-131. The downtown gives way to strip commercial development at both its northern and
southern edges. Commercial establishments
along US-131 include a variety of restaurants,
offices, light industry, , gas stations, hotels/
motels, and other uses. Intensity is highest
near the downtown, with density decreasing as
US-131 reaches the Village limits.
Neighborhood Commercial. Some historically
commercial or industrial buildings are located
in or adjacent to residential neighborhoods.
Most such uses are nonconforming due to current zoning restrictions that limit commercial
uses in residential neighborhoods.
Results from the 2010 community survey
showed strong public support for new commercial development. “More commercial growth in
the Village” as an element of economic growth
and vitality had the highest percentage of positive responses of all survey questions; and
there was also very strong support for statements relative to increasing diversity in business and industrial growth. In respect to future
land use, survey respondents indicated that
more land or resources should be devoted to
general businesses/highway commercial and
tourism-based businesses or activities.
Commercial Corridors
M-72 serves as the east-west gateway to the
Village, while US-131 provides entry from the
north and south. Commercial uses and development in these areas have an enormous impact on the perceptions of the character of the
Village. Currently the auto-oriented character
of this development does not distinguish
Kalkaska
as
a
unique
destination.
“Improvements to the overall quality of commercial development” had significant support
from the public in the 2010 Master Plan Survey,
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Kalkaska Village Master Plan
Best Practice:
Corridor Planning
Corridor planning considers a variety of tools to
address issues in commercial corridors such as
high traffic volumes and speeds, unattractive
and outdated street environments that inhibit
commerce, lack of pedestrian or bicycle accessibility, over– or under-supply of parking, inconsistent or poor quality lighting, and overhead utilities that dominate that visual landscape. Implementation tools include:

Access management

Context sensitive street design

Traffic calming

Multi-dimensional street classification to
facilitate vehicle flow

Pedestrian and bicycle improvements

Creating a sense of place

Incentives for Infill development

Zoning for mixed-use development

Zoning for higher-density development
on issues specific to commercial corridors, such
as traffic patterns, redevelopment needs, and
potential for infill. Corridor plans for the highway commercial areas may be an opportunity
for in-depth analysis of the factors contributing
to the success of and access to the Village’s
commercial corridors, and could potentially
encourage development or improvements to
these businesses that reflect the Village’s
unique up-north, outdoor-oriented lifestyle
and character. Corridor planning could also address traffic-related issues in commercial areas,
particularly when undertaken in conjunction
with stakeholders such as MDOT.
Vacant or Underutilized Buildings/Lots
with 82% indicating that more resources should
be devoted to this activity. As such, opportunities to enhance these areas through redevelopment, streetscapes, façade renovations, and
infill should be investigated.
Vacant or underutilized lots or buildings are
found throughout the downtown and the Village’s commercial areas. Some are not well
maintained and are deteriorating. Vacant buildings, particularly those that are poorly maintained, can lower property values and contribute to disinvestment of neighboring properties.
It is important to ensure that vacant buildings
are redeveloped or reused when possible, and
maintained in the meantime. When properties
have deteriorated to the point that they may
affect property values or surrounding economic
investment potential, and when reuse or redevelopment is not feasible, the Village should
consider enforcement of blight or nuisance ordinances.
Nonconforming Uses
Corridor planning is a planning process focused
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Some historically commercial uses are located
Land Use
in residential neighborhoods. These properties
are the most frequent subject of rezoning requests. While support for new commercial
growth and development was strong in the
2010 Master Plan survey results, there was less
support for the idea of mixing commercial uses
within residential neighborhoods, with only
37% of residents in support of this concept.
However, there was also significant concern
from the public relative to the need to allow
reuse of existing buildings, in order to bring
under-utilized nonconforming properties back
into productive use. In order to ensure the use
or development of these properties, the Village
may consider some options to encourage adaptive reuse or redevelopment, while minimizing
negative impacts to surrounding noncommercial neighborhoods.
Traffic Issues and Access Management
As noted in Chapter 4, Transportation, MDOT
has developed an access management plan for
M- 72. Recommendations will be implemented
as new development or redevelopment occurs.
High traffic volumes and speeds in Kalkaska’s
commercial corridors discourage pedestrian
activity. The Kalkaska DDA is working toward
streetscaping activities that would enhance the
aesthetics of this area, which may provide
some traffic calming benefits. Additional
streetscape or traffic calming measures, consistent with designs or themes in the downtown, may further enhance the pedestrian
safety in these commercial corridors.
The Cherry Street Market,
one of the Village’s
“destination shopping” establishments, is located
along M-72 North
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Kalkaska Village Master Plan
,
Downtown
Kalkaska's "core downtown" is located along
the US131 corridor (Cedar Street), between
First and Dresden Streets, with the greatest
amount of traditional downtown design characteristics located in the blocks between Third
and Fifth Streets. These blocks include the
Kalkaska Area Chamber of Commerce, local
historical museum, and the highly visible Trout
Statue—a village icon that is regularly photographed by tourists and used in local promotional materials.
The character of the core downtown is distinctly unique when compared to the area's other
commercial sectors, with design elements including:

Pedestrian-orientation. A network of sidewalks link individual storefronts, and tie the
downtown to nearby public parking areas
and residential neighborhoods.

Building design. A large percentage of
downtown buildings are historic, and many
are constructed of a common-wall design.
Two-story buildings with large front windows for display purposes are common.
Most of the buildings are situated in very
close proximity to US-I3I, separated from
the adjoining street by a wide sidewalk.
The majority of two-story historic buildings
are located on the east side of 131.

Streetscapes. Amenities, including period
lighting, landscape, walkway improvements, and associated design elements
contribute to the appeal of the downtown.

Parking. On-street, curb-side, parking is
available, along with municipal parking in
the rear of some buildings.
A wide mix of uses are found in Kalkaska’s
downtown, including restaurants, banking operations, specialty retail stores, and services.
12
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Land Use
The Village Office—which includes the Police
Department, administrative offices, and the
public meeting facilities of the Village Council—
are located near the downtown, as are the former Chamber of Commerce building, the
Kalkaska County library, and the local historical
museum. Various commercial and service operations are located on the downtown side
streets adjoining US-13I.
Pass-through traffic is a critical element within
the downtown. The link to Traverse City—M72—is positioned near the north limits of the
village, while the link to Grayling and Gaylord is
found near the south Village limits. As such,
motorists must travel through the downtown,
via US-13I, to reach either link. This means that,
in addition to permanent residents—who provide the year-round base of the Village’s commercial clientele—and the seasonal population,
the downtown's vitality has historically been
linked to the transient market generated by
pass-through traffic. This market includes people visiting the area on a short term basis for
vacationing, fishing, hunting, business, and other activities, and is particularly important to
local restaurants, gas stations, convenience
markets, recreational vehicle sales and servicing, motels and hotels, and other commercial
operations frequented by transient travelers.
lage’s commercial area has undergone transition over the years as property owners and
merchants attempt to adjust to the growth of
highway commercial development. In the
downtown, many buildings provide a visual link
to the community’s heritage and past through
their historic architectural character. One of
these buildings, the Sieting Hotel, has been a
community landmark and focal point in discussions about the downtown and economic issues overall.
Wireless Access
The Village of Kalkaska provides free wireless
access throughout the downtown. This access
is expected to provide a valuable business tool
and a sought-after service that will bring people downtown and make some business opportunities more attractive
Viable Businesses
Public comment indicates that the current mix
of uses downtown does not generate activity
from nearby residents. Encouraging a wider
mix of retail uses that support basic shopping
or service needs could generate more regular
activity and attract additional customers to the
downtown.
The Downtown Development Authority is pursuing an updated, comprehensive market study
to aid in identifying local trends, new business
opportunities, and business retention needs.
Issues and Opportunities
Historic Character and Facades
Like many of Michigan's urban centers, the Vil-
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Kalkaska Village Master Plan
large municipal parking lot, creating activity
and visibility of downtown businesses without
the traffic concerns that are present along US131.
Streetscapes, Vehicle Traffic, and
Pedestrian Safety
Traffic volumes on US-131 create a tremendous
amount of visibility for downtown businesses.
However, they also create serious safety hazards for bicyclists and pedestrians. Pedestrian
safety was frequently cited by the public in
master plan discussions, and business leaders
have identified this issue as a significant barrier to the revitalization of downtown. Traffic
calming measures including streetscape improvements such as wayfinding, landscaping,
and crosswalks have been discussed as
measures that may positively impact the walkability of the downtown.
Example of traffic calming median in
the Village of Kingsley
Re-Orienting Downtown
The Village of Kalkaska owns a large municipal
parking lot located between US 131 and Walnut Street. While the lot provides free parking
for customers, Village business leaders have
expressed the concern that the lot is not visible
to potential customers passing through Kalkaska, and needs additional signage.
Further, public input has stressed the need to
address streetscapes in this area and to improve the rear facades of downtown buildings
in order to draw more pedestrian activity. By
addressing the aesthetics on the rear side of
the downtown, customers will be drawn to the
In addition to encouraging more pedestrianfriendly driver behavior, streetscape enhancements can also improve the aesthetics of the
downtown. Consistent streetscape treatments
that reflect the community’s image, along with
public art installments, in the downtown area
can communicate the Village’s commitment to
downtown renewal and serve as a tangible focal point for revitalization efforts while building
the community’s identity through “branding.”
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Land Use
Wayfinding
Previous plans and public input have noted that
parking and other amenities are not adequately
highlighted. The use of distinctive, attractive
signs to help pedestrians and motorists navigate through downtown could also represent
an opportunity to build awareness and promote Kalkaska’s attractions and serve as a valuable business tool.
Events and Festivals
In 2009, the beginning of the Iceman Cometh
race was moved to the municipal parking lot,
bringing thousands of additional visitors to the
downtown. Integrating other community festivals and events presents an opportunity to capture tourist revenue and promote local businesses.
Public Offices and Services
Village and County offices have been moved
out of the downtown, resulting in a decrease of
activity in this area. The former Chamber of
Commerce offices, County Museum, and Library are still located in the downtown. Future
use of the former Chamber building has yet to
be determined. Reuse of this public building
represents an important opportunity for community space and/or a civic anchor for the
downtown.
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Kalkaska Village Master Plan
Industrial
The Village of Kalkaska relies heavily on its industrial base for employment and economic stability. There are about 157 acres of industrial
development in Kalkaska, most of which is
found within or near an industrial park along
Dresden Street at the east end of town. The
Kalkaska Enterprise Industrial Park, as it is
known, is a 55 acre site containing a variety of
light industrial, trucking and service uses. Additionally, there are four other separate pockets
of industrial areas, all located east of the Penn
Central Railroad. Although many of these industrial sites are located adjacent to the railroad, its
use of the railroad for distribution of materials is
minimal.
Zoning
commercial and industrial uses, including wholesale activities, warehouses, repair operations,
manufacturing, utilities, and excavating businesses, both by right and under special use permit.
Issues and Opportunities
Underutilization of industrial park
Approximately 70% of Kalkaska’s industrial lots
are vacant, most of them in the industrial park.
Comments received from the public through
forums, focus group, and surveys showed a
strong interest in encouraging diverse business
and industrial growth in general, with forum and
focus group comments stressing the need for
development within the existing industrial park.
The Industrial District allows a wide variety of
New industrial development
Results from the 2010 Master Plan survey indicated a strong interest in most types of additional industrial development or growth.
Some of the strongest support for any issues
was relative to the stimulation of economic vitality through initiatives to attract clean, light
manufacturing (87%). Respondents were also
very supportive of greater diversity in business
and industrial growth (84%) and alternative or
renewable energy production (76% ).
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Land Use
Community Facilities and Services
Nearly 11% of Kalkaska's land is devoted to
community facilities and services, also known
as public/quasi-public uses, which include the
government buildings, the hospital, churches,
library, recreation, and sewer and water facilities. In many instances, these non-residential
uses are closely aligned with residential areas,
and are often considered to be part of the
neighborhood.
Community facilities and services play an important role in the Village’s economy and vitality. They provide jobs and serve educational,
health, recreational, and government needs of
the Village and County, attract new and expanded businesses, and broaden cultural opportunities. In order to continue to accomplish
these objectives, they will need to change over
time. And, the quality of these services and
facilities is linked inextricably with the Village’s
quality of life— and with the ability to successfully conduct business within the Village. It is
imperative to ensure that these facilities have
the resources and space needed to fulfill their
vital community functions.
The Village offices are located at 200 Hyde
Street, and house administrative functions,
meeting space, and the Kalkaska Village Police
Department.
Sewer and water
The Village’s waste treatment facility was upgraded in 2006 to meet future demand and
treatment requirements. Municipal water is
obtained through a series of underground
wells, which are governed by well-head protection programs to ensure water quality. These
facilities are located to the southwest of the
airport.
Utilities
Electrical power is provided by DTE Energy and
Village property
The Village owns a number of properties, including the Village offices, airport, parks, industrial park lots, and open land.
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Kalkaska Village Master Plan
natural gas is provided by Consumers Energy.
Cable television service is available through
Charter Communications. Wireless internet
access is available throughout the downtown,
and broadband internet is available Villagewide.
County and Township offices
Schools
The Kalkaska Elementary School, Middle
School, and High School are located within
Kalkaska’s village limits. The schools are currently undergoing extensive renovations and
improvements.
Recreation facilities
The County administrative offices, Sheriff’s
Department, and court facilities are located on
Birch Street on the west side of the Village.
Kalkaska Township offices, meeting space, and
fire hall are located in the Village next to Chalker Park.
Kalkaska County Library
The Kalkaska Library, located in the downtown,
provides important functions for community
civic activities, resource provision, and access
to information and technology.
Hospital
The Kalkaska Memorial Hospital, located on
Coral Street in the Village, offers local care for
primary and urgent medical needs. On-site services include emergency care, dialysis, acute
care, adult day services, assisted living, general
surgery, outpatient clinics, long-term care, respite care, a teen health corner, and a walk-in/
urgent care clinic.
A variety of parks and recreation facilities are
located throughout the Village and are detailed
in Chapter 5, Recreation.
Issues and Opportunities
Hospital
The Kalkaska Memorial Hospital has been an
economic driver for the community, providing
critical services to residents as well as goodpaying jobs and training opportunities. In order
for the hospital to continue to function at a
high level as a quality service provider, important employer, and community partner, it
will be important to work closely with the hospital to ensure that needs for growth and expansion are accommodated in line with the
community vision.
Sewer and water costs
The cost of sewer and water service is frequently cited as an issue by business owners.
The lack of development at the industrial park
has resulted in higher per-user costs than were
nticipated.
Page 75
Chapter 7: Goals, Objectives &
Action Statements
The goals, objectives, and action strategies in
this chapter are intended to guide future development, policy initiatives, and other activities
in a manner that reflects the community’s values and priorities. These goals were developed
using public input, previously adopted plans
and studies, and analysis of current conditions,
as discussed in previous plan chapters.
Economic Development
Objective
Provide flexible, efficient regulatory environment
Action Strategies

Allow for home occupations or cottage industries by right, provided they meet certain standards related to intensity and design

Consider zoning changes to allow for reuse
of existing commercial buildings to accommodate business with low-impact, innovative, entrepreneurial, or knowledge–based
features.
Goal—Encourage and support an innovative,
entrepreneurial environment and encourage
business investment, increase employment
opportunities
Definitions
In order to appropriately administer goals, objectives and strategies—and to ensure that progress is
being made towards the community’s vision—it’s important to understand the roles of each and
their relationship to each other.

Goals
provide general direction and serve as a description of the desired future. They address
issues and specific needs, but are broad in scope.


Objectives are a means of achieving goals, and are attainable.
Action Strategies set forth the specifics necessary to accomplish objectives. One strategy
might be used to accomplish multiple objectives; or an objective might require multiple strategies. Action strategies identify implementation tools (such as zoning changes) and the players
involved in meeting goals and objectives.
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Kalkaska Village Master Plan

Review zoning ordinance to identify opportunities for streamlining development/
zoning review procedures
vantage of tax incentives available for development or redevelopment

Objective
Provide flexible, responsive, high quality public services
Action Strategies




Provide greater coordination and representation between the Village and the business community
Coordinate monthly meetings with business owners and leaders to discuss mutual
business and Village concerns
Ensure Village Council or staff participation
in the Kalkaska Chamber Advisory Board
Consider regional, intergovernmental, or
nonprofit partnerships to enhance service
provision
Objective
Plan for and support innovative business and
industrial development
Action Strategies

Provide and maintain affordable and accessible high-tech infrastructure

Promote existing revolving loan fund opportunities to make capital available to
emerging enterprises

Investigate partnerships to provide linkages
between busineses/entepreneurs and technical assistance providers
Encourage participation in the Brownfield
Redevelopment Authority to take ad-
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Goals, Objectives, & Action Statements
Objective

Encourage and support downtown revitalization and beautification efforts, including
streetscape enhancements, wayfinding,
and façade improvements

Encourage and support improvements to
Kalkaska’s “gateway” commercial corridors

Consider opportunities to provide tax incentives or other support for historic
preservation activities and/or adaptive reuse

Enhance walkability and bikability by
providing for safe, well-connected networks of sidewalks and trails

Encourage redevelopment of vacant or
abandoned buildings or properties through
brownfield or other incentives

Encourage new residential, commercial,
and industrial development that is welldesigned and enhances Kalkaska’s unique
community character

Support and promote community events
and arts opportunities
Develop and retain a skilled and knowledgeable workforce
Action Strategies



Attract population growth through promotion of Village assets
Recapture high school graduates by promoting local alumni efforts or offering
“welcome home” events
Support efforts of, and investigate linkages
with, regional entities to provide workforce
development, training, and education that
enhance technical and entrepreneurial
skills of Kalkaska’s workforce
Objective
Strengthen and enhance Kalkaska’s sense of
place and quality of life
Action Strategies
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Kalkaska Village Master Plan
Objective
Objective
Promote the Village’s recreation opportunities, sense of place, and quality of life
Encourage high quality development and design
Action Strategies
Action Strategies


Encourage consideration of underground
utilities.

Provide educational opportunities on design issues and programs that support highquality design or building improvements.

Encourage new developments to incorporate non-motorized connections to adjacent neighborhoods, parks, services, and
other parts of the community.

Work with Chamber and other partners to
promote recreation opportunities, festivals, and community events.
Develop consistent recreation– or natural
resources-oriented signage, streetscape
amenities, or public art installments that
serve as a brand for the Village.
Community-Wide Planning
Goal - Encourage balanced land use patterns
and design that meet the needs of existing
and future land uses, while improving and
maintaining Kalkaska’s sense of place.
Objective
Establish growth patterns that meet existing
and future needs
Natural Resources
Goal - Protect and promote Kalkaska's natural
features and recreational resources for purposes of enhancing the local quality of life and
encouraging increased tourism and development.
Action Strategies
Objective

Preserve and enhance natural areas such as
wetlands, floodplains, and woodland areas
Evaluate, and if appropriate, implement
zoning strategies that provide flexibility in
use to encourage reuse of vacant buildings
or properties.

Provide opportunities for mixed use developments.

Coordinate growth and development with
available infrastructure.

Plan for higher density development in areas with adequate access to services.
Action Strategies

Implement a conservation (greenbelt) corridor (overlay zone) for the Boardman River
throughout the Village. Require all new
projects to consider/respect the corridor as
part ofsite planning design and development.

Consider partnerships with community
stakeholders to implement and maintain a
tree planting program throughout the Vil-
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Goals, Objectives, & Action Statements
Kalkaska’s neighborhoods provide a range of
housing types and sizes
lage oriented to the right-of-way of public
streets (non-traveled portion).

Identify sensitive natural features or highquality environments that should be protected and preserved.

Consider tree and natural vegetation protection in the site plan review process.

Consider zoning incentives for preservation
of natural features or open space within
green infrastructure network.

Protect vegetative buffers or greenbelts
around water resources.
Objective
shared driveways/parking lots and the use
of pervious surfaces.

Continue implementation of the well-head
protection program.

Evaluate possibilities for stormwater collection systems or alternatives.
Residential
Goal - Provide for a range of housing opportunities consistent with the needs of Village residents, including year round and seasonal residents. In doing so, maintain the integrity of
existing, stable, residential neighborhoods.
Maintain and protect water quality.
Action Strategies
Objective

Provide for flexibility in road design standards and surfacing to accommodate phased
development while reducing impervious
surface coverage.
Provide opportunity for a range of housing
types, sizes, and densities.
Consider zoning changes to establish impervious surface coverage maximums for
driveways, parking lots, sidewalks, and
roads, as well as incentives to encourage

Encourage high-quality housing infill development in existing, stable, residential areas.

Consider zoning amendments to allow

Action Strategies
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Kalkaska Village Master Plan
New housing development should be compatible with existing neighborhoods

Encourage use of the Planned Unit Development technique for mixed-use housing
projects and for residential projects proposed for location in areas considered environmentally sensitive or unique.
Objective

Ensure new housing development is well designed and compatible with existing neighborhoods
Continue administration of subdivision/
condominium regulations.

Ensure that new housing developments
provide
non-motorized
pathways/
connections to schools, jobs, shopping, services, and recreation.
smaller homes.

Continue to provide for residential uses in
commercial districts.
Action Strategies:



Consider the creation and implementation
of site design standards (e.g. lot sizes, setbacks, building orientation, etc.).
Objective
Evaluate, and if appropriate, implement
zoning strategies, including form-based
zoning, as means to ensure quality giysubg
design.
Orient high density development, such as
apartments and manufactured home parks,
to locations possessing: a) public utilities;
b) ready access to major streets; and, c)
parcels of sufficient size to accommodate
on-site vehicular circulation and parking,
surface water detention, and like facilities.
Improve the quality of existing housing stock
Action Strategies

Maintain fair and reasonable, yet aggressive, property maintenance inspection
efforts.

Investigate and consider implementation of
the International Property Maintenance
Code.
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Kalkaska Village Master Plan
Corridor planning initiatives should
be considered for commercial areas
along M-72 and US-131

Review staffing and administration to ensure regular enforcement of existing regulations.

Work with community partners to provide
and promote housing rehabilitation programs and incentives.

hensive Market Study (Assessment) of the
Village to identify local market trends, new
business opportunities, and business retention needs.

Consider zoning changes that would create
at least two distinct commercial sectors
along the M-72 and US-131 corridor, with
the first sector encompassing the core area
of the Village's downtown, and the second
including commercial corridors located
along US-131, north and south of the
downtown, and along both stretches ofM72.

Consider corridor planning initiatives for
commercial areas along M-72 and US-131.
Consider tools such as Neighborhood Enterprise Zones to encourage new residential development or improvements to existing housing.
General Commercial
Goal - Capitalize on the Village's geographic
position and potential to serve as a regional
market place.
Objective
Objectives
Encourage and support well-designed and well
-planned “gateway” commercial development
Improve the quality, appearance, and access
of commercial development
Action Strategies
Action Strategies


Prepare and regularly update a Compre-
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Encourage access management as a recommended best practice throughout the vil-
Kalkaska Village Master Plan
lage.
Action Strategies

Encourage/implement streetscapes, landscaping, wayfindng, and nonmotorized connections that create a strong sense of place
and enhanced walkability/bikability in commercial areas.

Retain and improve existing public and
quasi-public uses in the downtown area,
such as the museum, Chamber, and Library.


Encourage walkable or bikable features in
new commercial developments
Promote the use of small, qualified, loans
or grants to business owners through the
Kalkaska Downtown Development Authority and Economic Development Corporation.

Make downtown a focal point of events
and festivals.

Encourage/implement
streetscape enhancements, pavilions, downtown events,
and a mix of businesses that draw activity
to the downtown.

Capitalize on and promote Kalkaska's
"quaint and walkable downtown" as a tourist attraction via the Internet, Chamber of
Commerce marketing literature, etc.

Develop and implement a targeted redevelopment strategy for publicly-owned space
and vacant and underutilized properties in
the downtown.

Work with the DDA, business owners, and
other partners to recruit and encourage
new retail, entertainment, and recreational
development in the downtown.

Work with the DDA, business owners, and
other partners to implement the adopted
(2011) Village of Kalkaska Downtown and
Economic Growth Strategy.
Objective
Encourage reuse and redevelopment of vacant
or underutilized buildings and lots.
Action Strategies

Provide redevelopment incentives through
the brownfield redevelopment authority

Allow for some low-impact commercial
type uses such as home occupations,
cottage industries, or office space in nonconforming buildings, provided impacts to
neighboring residential properties are minimal.

Prioritize reuse of vacant commercial
space, particularly in the downtown, before
new development in commercial corridors.
Downtown
Goal - Create an attractive, pedestrian friendly, economically healthy commercial area with
a strong sense of place.
Objectives
Encourage, promote, and support a variety of
uses in the downtown.
Objective
Address traffic, parking and pedestrian issues
to encourage safe access for all users and en-
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Kalkaska Village Master Plan
courage downtown activity.
Action Strategies

Consider streetscape treatments, building
improvements, wayfinding elements, and
other placemaking strategies for the parking lot and alley to the west of the downtown.

In partnership with MDOT and community
stakeholders, investigate traffic calming
measures for US 131 to address traffic and
pedestrian concerns.

Encourage and promote use of municipal
parking lot through advertising and signage.

Address aesthetics, traffic flow, and access
issues in the municipal parking lot.
Objectives
Improve and maintain the unique, historic
character of the downtown
Action Strategies

Maintain the existing quality of the Chamber Museum site, with sculptures.

Implement a very high level of site maintenance in the downtown, especially during
peak tourist periods.

Evaluate and consider implementation of
zoning changes to encourage development
or redevelopment to be consistent with
historic downtown character.

Enhance streetscapes with public art and
landscaping.

Improve facades and aesthetics of community buildings.

Support or promote façade improvement
incentives and programs (for both front
and rear of buildings).

Preserve and enhance anchor institutions
or buildings at critical locations.

Incorporate attractive, consistent signage
as part of a wayfinding program that will
help visitors navigate through downtown.

Work with community partners such as
schools and volunteer groups to implement
placemaking strategies .
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Kalkaska Village Master Plan
Industrial
Action Strategies

Orient future industrial development to
industrial parks or areas specifically
planned, zoned, and designed (e.g. served
by public utilities and adequate roadways)
for industrial use. Avoid placing industrial
uses in non-industrial locations.
Objective

Encourage a variety of industrial uses and activities, particularly those related to high-tech
or innovative new economy industries
Prepare and implement a marketing program to attract new industrial development
to the Kalkaska Enterprise Park.

Maintain the use of tax incentives and other reasonable incentives as economic development tools to retain and attract industrial development.
Goal - Promote continued industrial development in order to provide year round employment opportunities for the residents of the
Village and surrounding municipalities, and to
supplement local tax revenues necessary to
support ongoing community services.

Consider brownfield tax incentives to encourage redevelopment/reuse of industrial
sites as appropriate.

Evaluate and consider implementation of
planning standards for industrial development that provide flexibility while ensuring
quality site planning.
Objective
Encourage and support new industrial development within the existing industrial park
Community Facilities &
Services
Goal: Provide cost-effective, efficient services
All areas of the Village should
served by a high quality, all-season,
network of streets, highways, and
nonmotorized transportation systems.
Page 85
Goals, Objectives, & Action Statements
and facilities that adequately meet the community’s existing and future needs .
supporting, through annual ongoing reviews of connection fees and operation and
maintenance charges.
Objective
Maintain and improve existing community
buildings and facilities.

Prepare a capital improvements plan for
annual review and adoption, to address
community facilities including the airport,
sewer, water, and community buildings.

Periodically conduct sewer and water rate
and connection fee studies. Adjust fees to
reflect operation and maintenance costs.
Action Strategies

Improve public building facades.

Improve and promote Village web presence.

Work with other community organizations
to address improvement or expansion
needs.
Transportation
Goal—Provide a safe, efficient and balanced
transportation network.
Objective
Objective
Any areas of the Village suitable for development shall be served by sanitary sewer and
public water supplies.
All areas of the Village suitable for development shall be served by a high quality, allseason, network of streets, highways, and
nonmotorized transportation systems.




Establish a system of asset management
and best practices for infrastructure including water, sewer, and roads.
Areas to be potentially annexed or served
through a Cooperative Services Agreement
should be carefully examined to ensure
that the provision of utility services is
based on a financial remuneration program
consistent with meeting Village costs for
the supply of such services.
Maintain the Well-Head Protection Program to help ensure safe and reliable
sources of ground water for municipal purposes.

Maintain and improve the existing road
system to provide for traffic flow that is
safe and efficient for all users, including
vehicle/truck traffic, pedestrians, bicyclists,
and others.

Implement access management as a recommended best practice throughout the
Village.

Implement and maintain placemaking and
streetscape elements along the entire US131 and M72 routes.

Work with the Kalkaska Memorial Hospital
to address transportation needs, traffic
patterns, and parking needs and goals
Ensure water and sewer systems are self-
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Kalkaska Village Master Plan
through measures such as street linkages.
Recreation

Consider street design and construction
standards that provide for safe and efficient traffic flow while ensuring flexibility
for road designs and paving surfaces based
on expected traffic patterns.

Work with MDOT regarding the investigation and implementation of an M-72 bypass, including an examination of a by-pass
on the Village's existing commercial sectors.


Work with MDOT to develop and implement traffic calming measures in commercial areas on M-72 and US-131.
Continue implementation of the Asset
Management program to ensure streets
are well-maintained.
Goal: Provide and maintain a range of highquality recreation opportunities for residents
and visitors.
Objective
Provide ongoing maintenance and improvements to existing Village park facilities
Action Strategies

Address vandalism and other usage issues
at Chalker Park through measures including
the installation of security cameras and
control park access with fencing.

Provide better signage at Chalker Park for
rules regarding hours, litter, and dogs.

Provide permanent restroom facilities at
Millpond Park.

Update Millpond playground equipment.

Consider integration of Village-owned
property with Millpond Park in order to
expand or enhance park facilities.

Explore feasibility and impacts of removing
dam at Millpond Park.

Improve KART trail landscaping and user
amenities with shade trees and benches.

Explore possibilities for providing water for
landscaping along KART trail.

Explore adopt-a-park programs or other
volunteer programs to meet ongoing
maintenance needs.
Objective
Provide a balanced, multi-modal transportation system that provides safety and efficiency
for all users.

Evaluate impacts and, if appropriate, consider implementation of a Complete Streets
policy or ordinance.

Work with other transportation stakeholders to ensure a full range of multi-modal
transportation options.

Investigate the need for additional sidewalks and trails linking residential neighborhoods with high use nodes such as
schools, governmental offices, parks, and
retail centers.

Consider complete streets objectives in
design standards and zoning changes.
Page 87
Goals, Objectives, & Action Statements

Conduct energy audit at Snowpackers
Clubhouse and consider implementation of
recommended improvements.

Provide signage or educational kiosk regarding snowmobile trail and road usage at
Snowpackers Clubhouse.


Explore the possibility of designating snowmobile routes throughout the Village.
Maintain an updated (5-Year) Recreation
Plan for purposes of guiding recreational
development and to help ensure grant
funding eligibility through the Michigan
Department of Natural Resources.
seating, signage, and other public amenities, through redevelopment activities
within the municipal parking lot.
Objective
Provide additional non-motorized transportation/recreation options.
Action Strategies

Explore opportunities to link the Village’s
trail systems with nearby regional trail systems.

Work with the MDOT and MDNR regarding
the use of railroad right-of-way for recreational purposes, including use by winter
recreational vehicles.

Consider the acquisition of additional land
along the Boardman River, south of Hyde
Street, for development of non-motorized
trails.

Explore partnerships with community organizations to pursue trail-building activities.
Objective
Provide recreation facilities for all ages and
abilities.
Action Strategies


Explore creation of a skate park or other
active park facilities geared towards youth.
Pursue the development of public event or
performance space, including a pavilion,
A range of high-quality recreation
opportunities should be available
for Village residents and visitors
Page 88
Chapter 8:
Future Land Use & Zoning Plan
The Future Land Use Map and district descriptions translate the Plan’s goals, objectives, and
action statements into future land use policy.
Future land use district boundaries and recommendations are based on existing land use, environmental conditions, social and economic
characteristics, and community goals and objectives.
The map and district descriptions identify desired future land use development patterns and
approximate locations for each district. The
map is not intended to be parcel-specific and as
such does not reflect the precise boundaries or
dimensions of future development. Rather, the
Future Land Use Map is a long range guide that
describes the intended character of the Village’s neighborhoods and districts, and portrays a general land use arrangement.
The map and descriptions included in this chapter are intended to ensure that existing land
uses can continue while allowing for wellplanned growth and investment that protects
and enhances local assets. As such, the Future
Land Use Map and district descriptions will
serve as a guide for the Village, residents, property owners, developers, and other stakeholders when considering new policies, current issues, land use and zoning decisions, public improvements, and community investments.
Future Land Use and Zoning Maps
The Future Land Use Map and Zoning Ordinance are closely related, but not interchangeable, community land use policies. The Master Plan is a guide for land use 20 or more years into the future;
the Zoning Ordinance regulates the use of land in the present. The Master Plan is not a binding, legal document; the Zoning Ordinance is a law.
It’s important to note that some future land use classifications may be the same as the existing zoning for that area, while in some cases the recommended future land use is different from the existing zoning or use. This means that in some cases, to use a property for a use as identified in the
Future Land Use Map, rezonings or zoning text amendments may be necessary. However, the Future Land Use Map does not, in and of itself, change the existing zoning in an area. A property owner must use the property as it is currently zoned. Changes to zoning are subject to an application
and review process that provides for legal review, Planning Commission and Village Council action,
and numerous opportunities for public comment.
Page 89
Future Land Use Map
Future Land Use & Zoning Plan
Page 90
Kalkaska Village Master Plan
Single Family Residential
Existing Conditions
The Single Family Residential category reflects
a range of low to medium density single family
residential areas, most of which is located in or
near the central portion of the Village. Homes
are generally of a detached design in a variety
of architectural styles including traditional
nineteenth-century design, single-level mid20th-century homes, and mobile homes. Most
homes are located on small to medium sized
lots with access to sidewalks that are connected to other neighborhoods or land use districts.
Some non-residential uses currently exist in
this district.
Recommended Future Land Use
The intent of this district is to preserve the single-family residential character of existing
neighborhoods while offering a range of hous-
ing types, prices, and sizes. New single-family
residential development should be compatible
with historic development patterns and styles,
and should be well-connected to adjacent
neighborhoods, commercial districts, and services via sidewalks and trailways. This district
recognizes that some non-residential uses in
this district provide important services, employment, and recreation opportunities to residents. Accessory uses, home occupations, and
two-family dwellings may be appropriate if the
use is ancillary to single family residential, if
they support the needs and functions of the
neighborhood (i.e. parks, churches, schools,
daycares, etc), and do not detract from the residential character of the neighborhood. Any
non-residential uses must limit impacts such as
traffic volumes, lighting, and signage.
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Future Land Use & Zoning Plan
Multiple Family Residential
Existing Conditions
The Multiple Family Residential district includes
existing moderate- to high-density residential
development located throughout the Village,
such as apartments, condominiums, congregate care facilities, senior/elder care housing,
and other residential developments. The district includes additional acreage to allow for
additional multi-family housing opportunities in
areas adjacent to existing multi-family developments, services, and shopping.
Recommended Future Land Use
The intent of this district is to ensure a wide
range of housing choices in the Village for all
ages, household sizes, and income levels. Multiple-family residential development may be
appropriate in other districts as well—
particularly the Downtown and Mixed-Use Cor-
ridor Districts—but the Multiple Family Residential category accommodates existing multiple-family development and provides opportunities for future multi-family developments.
Some mixed-use, non-residential elements may
be appropriate, provided they support or are
accessory to the primary residential character,
and impacts relative to traffic volume, lighting,
and parking are minimized.
New higher density or multiple family residential developments should be located on existing
sewer and water infrastructure, and should be
well-connected with other residential neighborhoods, services, transit, shopping, and recreation opportunities.
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Kalkaska Village Master Plan
Planned Residential
Existing Conditions
The Planned Residential category includes undeveloped forested and open land—including
some Boardman River frontage—located to the
west of existing residential and industrial areas.
A planned unit development (PUD) was approved for the property in 2006, but the area
currently remains undeveloped.
Recommended Future Land Use
It is the intent of this district to accommodate
demand for housing options with a more rural
or suburban character, with low– to moderate
densities and lot sizes. Future development on
this property should be primarily residential in
use, but may include some commercial development that serves residential needs. Development should provide for both vehicular and
non-motorized connections with surrounding
neighborhoods and other parts of the commu-
nity. Best practices for site design, including
open space conservation, non-motorized connections, and environmentally sensitive development patterns, should be considered.
Because the property is currently regulated
under PUD provisions, it is expected that large
scale future development in this district will be
conducted through a PUD or site planning process. However, small scale single-family residential development is permitted and encouraged. Some zoning amendments may be necessary to provide for property splits that accomodate smaller scale development.
Page 93
Future Land Use & Zoning Plan
Mobile Home Park
Existing Conditions
The Mobile Home district includes the existing
mobile home park located along M-72 in the
north end of the Village, and adjacent property
extending north from the park.
Recommended Future Land Use
The intent of this district is to ensure a wide
range of housing choices in the Village for all
ages, household sizes, and income levels. Mobile homes are currently located on single residential lots throughout the Village as well, but
the Mobile Home District accommodates the
existing manufactured housing park.
Page 94
Kalkaska Village Master Plan
Downtown
Existing Conditions
The Downtown district includes the traditional
commercial area in the center of the Village,
and extends along 131 from 1st Street through
Dresden. It includes a mix of retail, service, and
residential uses, and is distinguished by its pedestrian orientation, historic building character, and minimal front and side setbacks.
Recommended Future Land Use
The Downtown is the focal point of the Village,
and the intent for this district is to enhance its
existing character and attributes to further develop a vibrant, distinct, pedestrian-friendly
downtown. A mix of retail, service, entertainment, public, and residential uses is appropriate, and events and community-focused activities such as festivals and outdoor markets are
encouraged. Uses that provide basic goods or
services for residents and visitors are encouraged.
District boundaries extend slightly beyond the
primary frontage along US 131, in order to encourage a mix of uses nearby that support the
downtown.
Development or redevelopment should be
compatible with historic building patterns and
designs. Streetscapes should include attractive
street furniture, public art, mature street trees,
landscaping, and wayfinding signage, in order
to provide visual interest, promote a pedestrian orientation, and highlight downtown attractions. A consistent theme or brand for the
downtown should be explored, as a means to
promote the community’s assets. These and
other placemaking activities should extend
through the downtown and include the municipal parking lot on the western edge of the district.
Page 95
Future Land Use & Zoning Plan
Mixed-Use Corridor
Existing Conditions
The Mixed-Use Corridor includes the existing
commercial and residential uses primarily located along or near the M-72 and US-131 Corridors. These areas are typically more automobile oriented, with high-traffic volumes and a
mix of uses, including a mobile home park, recreation areas, and strip commercial development. Building designs typically lack façade
treatments, with parking lots in the front or
side.
Recommended Future Land Use
The intent of the Mixed-Use Corridor district is
to accommodate and support existing commercial, residential, and industrial uses, while encouraging and promoting new business development and redevelopment. As the entry
points into the Village, this district should reflect a high quality of design that is consistent
with Kalkaska’s unique character. Regulations
should allow flexibility in use to encourage infill
development and redevelopment, but should
ensure that new development is wellconnected in terms of design and pedestrian
elements with the downtown and residential
neighborhoods. Landscaping and streetscaping
elements should promote pedestrian activity
and connect the district with the downtown
and adjacent neighborhoods. Parking best
practices should be implemented to minimize
impervious surfaces, as well as the amount of
roadway frontage devoted to parking. Lots
should be screened and/or located to the side
or rear of buildings, and parking requirements
relative to amount of parking should be flexible, with consideration given to the ability to
use shared parking arrangements. Access management techniques should be used to promote safe and efficient traffic flow. Lighting
shall be designed so as not to encroach on adjacent properties.
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Kalkaska Village Master Plan
Industrial
Existing Conditions
The Industrial category includes existing and
planned industrial areas, including the Kalkaska
Enterprise Industrial Park and adjacent industrial uses or areas. These locations are designed
and built to accommodate the needs of modern industries.
Recommended Future Land Use
The intent of this district is to encourage a variety of industrial development in the Enterprise
Industrial Park and surrounding areas, including
traditional industrial activities as well as hightechnology, innovative uses such as research
and development, light industry, business incubators, and supporting uses. This district includes a significant amount of vacant or underutilized industrial property with access to
infrastructure—including infrastructure relating
toemerging technologies—and opportunities
for redevelopment. As such, the plan recom-
mends focusing future industrial development
in this district.
Development should be buffered from surrounding non-industrial uses. Best practices
including natural landscaping and access management should be considered. As an employment center for the community, pedestrian/
non-motorized connections should link the industrial district to residential and commercial
neighborhoods. Transit should be accessible to
the workforce.
Page 97
Future Land Use & Zoning Plan
Community Facilities and Services
Existing Conditions
The Community Facilities and Services category
includes uses of a public or semi-public character. Examples include the Village Airport, local
schools, hospital, governmental facilities, public
parks and playgrounds, and other public lands.
New development patterns and design should
be compatible with surrounding neighborhoods, with pedestrian connections to neighborhoods and commercial areas. Lighting shall
be designed so as not to encroach on adjacent
properties. Parking shall be screened from
neighboring properties and/or located to the
side or rear of buildings.
Recommended Future Land Use
This district recognizes that community facilities provide invaluable opportunities for education, recreation, and transportation, and are a
fundamental component of the community.
The intent of this district is to accommodate
existing uses and allow for expansion or enhancement of facilities to meet community
needs.
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Kalkaska Village Master Plan
Medical
Existing Conditions
The Medical district category encompasses existing medical uses, including Kalkaska Memorial Hospital, long-term care facilities, and the
Stone House Educational Center. Some vacant
or residential property is also included in this
district to accommodate expansion or enhancement of medical uses.
Recommended Future Land Use
be compatible with surrounding neighborhoods, with pedestrian connections to neighborhoods and commercial areas. Uses permitted in this district include the hospital and
related facilities, medical and dental offices,
assisted living or long term care, and other
medical uses. Lighting shall be designed so as
not to encroach on adjacent properties. Parking shall be screened from neighboring properties and/or located to the side or rear of buildings.
This district recognizes that medical uses provide critical health care services and employment opportunities. The intent of this district is
to accommodate existing uses and allow for
expansion or enhancement of medical facilities
to meet community needs.
New development patterns and design should
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Future Land Use & Zoning Plan
Conservation Corridor
Existing Conditions
The Conservation Corridor district extends
along the Boardman River, and includes primarily undeveloped land and wetlands along the
riverfront.
Recommended Future Land Use
The intent of the Conservation Corridor district
is to provide for the recognition and protection
of the Boardman River through creation of an
overlay zone (in the Village Zoning Ordinance)
calling for specific greenbelt and protective
measures when developing along the river. Uses in this district are as permitted by underlying
zoning, but those that preserve and enhance
the important natural assets in the Conservation Corridor, including recreation and nonmotorized trails, are encouraged.
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Chapter 9: Implementation
the community’s unique character.
Zoning Plan
Zoning has traditionally been the primary
means of implementation for most master
plans. Further, the Michigan Planning Enabling
Act (PA 33 of 2008) requires the Master Plan to
include a zoning plan, showing how land use
categories on the future land use map relate to
the zoning map. The Future Land Use Map and
district descriptions act as the Village of Kalkaska Zoning Plan.
Many goals and objectives in the Master Plan
can be addressed through continued administration and implementation of, or changes to,
the Village Zoning Ordinance. The Village
should review and evaluate existing regulations
to determine where and if changes are needed
to encourage or accommodate the desired intent of the future land use map. As part of this
review, the Village should also explore the possibility of implementing more flexible and innovative regulations that allow the community to
protect and preserve its most valued characteristics while allowing for new development and
redevelopment. The use of some form-based
code elements could offer an opportunity to
provide flexibility in use while ensuring appropriate building design and development
patterns, particularly in the Downtown and
Mixed-Use Corridor districts. These areas represent opportunities for infill and redevelopment, and may benefit from regulations that
encourage a variety of uses while enhancing
Planned Unit Developments
A planned unit development (PUD) is both a
development type and regulatory process.
PUDs provide some flexibility to property owners and developers by allowing developments
that meet overall community goals—such as
the provision of open space or affordable housing, high quality of site design, or environmental protection—without being subject to existing zoning requirements. Typically, a PUD is
treated as a “floating zone,” and does not appear on the zoning map until a PUD is approved. Review procedures for PUDs include
detailed standards that address community
goals, site design, density requirements, and
other factors, and provide multiple opportunities for public comment.
The Kalkaska Village Zoning Ordinance includes
PUD provisions, and significant undeveloped
acreage is currently regulated under a PUD.
However, the Village should review the PUD
ordinance to determine if changes or updates
are necessary in order to allow for opportunities and flexibility for smaller scale developments.
Rezoning and Conditional Rezoning
In many cases, current zoning allows for the
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Implementation
use of properties in a way that is consistent
with the intent of the Future Land Use Map.
However, in some cases, rezonings may be
needed to allow for the intended uses or development types of the Future Land Use Map.
Conditional zoning is a technique permitted in
Michigan which allows a property owner to
voluntarily attach conditions to a rezoning request. These conditions restrict the development of the property to that scenario proposed
by the applicant, and must be offered by the
applicant—not imposed by the local government. This technique may be useful in circumstances where possible negative impacts to
adjacent uses are a concern.
Capital Improvements, Grants, and
Spending
While many Village planning goals will be implemented through zoning or other policies,
some projects or objectives will require local
expenditures. Because some expenses or improvements may be eligible for grant funding,
the Village should pursue grant opportunities
as appropriate. Other, non-grant funded
spending needs will be addressed in the Village
budget, which is adopted annually and addresses expenditures for facilities, maintenance,
staffing, and other administrative functions.
To aid in the budgeting process, the Village
should consider a capital improvements plan
(CIP) that provides a blueprint for capital expenditures such as roads, utility improvements,
parks, and heavy equipment. A five-year CIP is
to be developed by the Planning Commission,
and would act as a management tool for the
Village budgeting and planning process, help
achieve maximum effectiveness of tax revenues, encourage efficient administration, and
aid in grant applications. The Plan encourages
implementation of the CIP, one or more Plan-
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Kalkaska Village Master Plan
ning Commission representatives should work
with Village officials in developing annual Village budgets.
Leadership and Public Input
The Village Council is elected every four years
to represent the community. Responsibilities
include adopting plans and ordinances, setting
tax rates, authorizing expenditures and borrowing, hiring administrative staff, providing
oversight of public facilities, and other duties as
necessary. The Council also appoints the Village
Planning Commission, which is charged with
development of plans and zoning ordinances ,
along with review of development proposals.
Both elected and appointed leadership should
attend regular training sessions on planning
and zoning fundamentals, best practices, and
emerging and innovative approaches to community development.
Partnerships and Citizen Engagement
While many of the plan’s objectives may be
addressed through Village policies, ordinances,
or other regulations, many of the goals and
objectives will require strong partnerships with
community stakeholders.
The plan recommends pursuing partnership s
with local service clubs, schools, nonprofits,
regional agencies, and other levels of government. Partnerships broaden the scope of available grant dollars and other revenue, encourage citizen engagement in community activities, and enhance staff capacities and efficiencies. Possible partners may include:
To ensure that the community is responsive to
community and development needs while protecting the public health, safety, and welfare,
the Village Council, Planning Commission, and
staff should engage in regular, open communication with the community. Regular focus
groups, public discussions, or other forum type
opportunities should be considered as a means
to continuously obtain input and feedback.
Pre-development meetings with property owners or developers should be available and encouraged to clarify ordinance requirements and
approval procedures.
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Implementation

Kalkaska County

Neighboring units of government

Kalkaska Public Schools

Traverse Bay Intermediate School District

Traverse City Area Chamber of Commerce
and Kalkaska Advisory Committee

Traverse Bay Area Economic Development
Corporation

Northwest Michigan Council of Governments

SEEDS

Grand Traverse Regional Land Conservancy

Northwest Michigan Community Action
Agency

Northwestern Michigan College

Michigan State Housing Development Authority
nership agreements that clearly identify responsibilities, accountability, and length of
commitment.

Michigan Department of Transportation

Michigan Economic Development Corporation

Watershed Center
Partnerships with some of these organizations
may provide volunteer capital to implement
some small-scale community projects. Volunteer activities will be critical to building citizen
engagement and community pride.
Plan Updates
The Michigan Planning Enabling Act requires
that all plans be reviewed, and updated if necessary, every 5 years. While comprehensive
updates may not occur as often as every 5
years, regular review of the plan and its objectives will be important to ensure that the plan
and related ordinances are effective, whether
the goals and objectives are being addressed,
whether the plan’s policies are still relevant
and appropriate, and which objectives remain
to be addressed.
During the plan review, several objectives
should be identified and prioritized as an implementation schedule, in order to help focus the
Planning Commission’s activity throughout the
year.
The Recreation Plan, which is included in this
Master Plan, should be reviewed and updated
every five years, to ensure that goals are relevant and objectives are being addressed.
To ensure that partnerships are efficient and
effective, the Village may wish to consider part-
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Appendices
Appendix A:
2009 Recreation Survey Results
Appendix B:
2010 Kalkaska Village Master Plan Survey Results
Appendix C:
2011 Kalkaska Student Survey Results
Appendix D:
Approval Documentation
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