TOWN OF VASSALBORO

The plan is a guide for managing change within the community for the next 10-20 years. It is an expression of the community’s vision of its future by providing the framework for policy decisions.

While the plan cannot predict the future, the inventory of the town, current census, and state planning data which the Planning Committee collected and analyzed with the help of a professional planner provide a reasonable basis for recommending goals, policies and strategies that should help the town to realize its vision.

The plan is not the end of the planning process, but just the beginning. The local committees and town officials will further refine the policies and strategies as they are put into action. The plan may be adapted to meet the changing needs of the community.

The plan is not an ordinance, nor a law of any kind. It is only the basis for developing policies. Some of those policies may lead to ordinances, which by law must come before the entire town through hearings and be considered at the Town Meeting.

The 2006 strategic plan is built upon previous planning efforts, the most recent of which was the work done between 1990 and 1992. This plan was brought up to date and integrated with new data from the 2004 survey, public forums, the 2000 Census and other local, state, and regional information.

The plan’s recommendations will do no good unless acted upon. The Strategic Planning Committee recommends creating some new committees to help implement the plan. Implementation of the plan will require the involvement and participation of many citizens. The more people involved, the better the plan will serve the whole town.

The Vassalboro Strategic Plan Committee would like to thank the Selectmen, Town Office Staff and the countless number of citizens who answered the survey, participated in public forums, and made other valuable contributions to the plan.

The goals, policies and implementation strategies are the community’s action plan.. The goals are based upon ideas collected in the town survey, public meetings, and visioning sessions. The policies and implementation strategies take into consideration the many details and facts collected in the inventory section of the plan.

This is the heart of the plan because it sets out a path for the community to follow. It also specifies a group, committee or board responsible for implementation.

The policies are designed and intended to serve not as a destination, but as a point of departure. The members of the Strategic Plan Committee listened to the community and pieced together many ideas and suggestions into a cohesive set of policies.

The next step in the planning process is to have members of the public with the interest and expertise in a particular area to take a leadership role and further refine each of these recommendations. The work of the Plan Committee is completed, but over the coming years many citizens will further advance the ideas, and recommendations contained in the plan.

This section is divided into areas that match the inventory section of the plan. Policies and implementation strategies relate to specific areas such as housing or natural resources. However, it is important to remember that a particular policy might also have implications for other areas in the plan.

The policies and recommendations contained in the strategic plan represent many points of view. The Strategic Plan Committee tried to balance common concerns and needs by identifying compromises. The policies will be discussed and refined as the plan is put into action.

Goal: To plan for orderly growth and development throughout the community and to respond to changes in our population, while maintaining the rural character.

- Our population is aging. Birth rates are down but the school population has increased 13% in 20 years.

- People move into Vassalboro for its rural qualities, but Vassalboro is becoming one of the most densely populated rural towns in Kennebec County.

1 The town should monitor demographic trends and incorporate any significant changes into the plan. Applicable policies and growth estimates should be revised.

The Town Manager and the Code Enforcement Officer should examine demographic data from the Census Bureau, Department of Human Services, and Kennebec Valley Council of Governments when it becomes available. Changes and trends should be reported to the Selectmen and other appropriate committees. Whenever necessary the planning process shall be modified to reflect new data and trends.

2 The town should monitor medical service availability and access within the town and region especially as it impacts elderly residents.

The Town Manager, in cooperation with local, regional, state, and senior citizen organizations, should monitor how well residents can access medical services. Strategies should be developed to address deficiencies in cooperation with senior citizen groups and medical professional organizations.

3 Major changes in the school age population should be addressed before they have critical impact on the public schools.

The Town Manager and the Code Enforcement Officer should survey incoming population regularly to estimate the number of children below school age and report back to the school board.

Goals: To encourage and promote affordable, decent housing opportunities for all residents.

To identify and inventory the variety of types and densities of housing available to households of different sizes, ages and incomes.

To foster a responsible balance of housing and other development in rural portions of the community with the needs of farming and forestry operations.

- The north and east Vassalboro villages have municipal water and sewer available, however, very few new homes are located in these areas.

1 The town should explore ways to meet the housing needs of elderly citizens including senior housing, housing repair programs, regional housing ventures, in-law apartments and other similar strategies.

The town should create a senior housing committee to develop a housing plan for the community. The committee should seek public input and ideas and present a plan to the Town Meeting for consideration.

2 The town wishes to encourage a mix of housing types and prices to attract households of varying incomes into the community. The town should monitor housing and land prices in order to keep tabs on the availability of affordable housing opportunities for residents, young families and seniors. Strategies to address deficiencies in affordable housing opportunities should be developed as the need arises.

The Town Manager, Selectmen, Assessor, and the Code Enforcement Officer shall monitor housing affordability and propose strategies to increase affordable housing in areas of the community close to services, jobs, shopping, and transport.

3 The town should cooperate closely with existing organizations and groups that promote affordable housing such as Habitat for Humanity, MSHA, KVCAP and the CDBG Grant Program, to offer affordable housing opportunities for all residents.

The Town Manager and the Code Enforcement Officer shall maintain a working relationship with affordable housing organizations and programs to find affordable housing projects for the community.

4 The town shall amend the subdivision ordinance to allow the option of Open Space Design Subdivisions. Appropriate standards shall be developed for Open Space Designs.

The Planning Board shall amend the Subdivision Ordinance to allow Open Space Design development and create standards for their design and construction.

5 The town should continue to encourage affordable housing for the elderly to locate in the villages. Dimensional standards for homes with municipal services should be developed to allow for a density higher than those in the rural portions of the town. Existing development patterns in the villages should be considered.

The Planning Board should develop appropriate dimensional standards for village housing that reflects existing development patterns and the availability of municipal services.

6 The town should develop lot size standards, for areas not served by municipal services, based upon the capacity of the soil to accommodate a subsurface wastewater disposal system. Larger lot sizes, for example, would be required for soils with a high water table or that are shallow to bedrock. Data from the Department of Health Engineering, and other appropriate sources should be used to develop the lot size standards. The overall purpose for these standards is to provide safe waste water treatment for the long term and to protect water sources.

- There needs to be a comprehensive survey of town archeological and historic resources.

- Measures should be taken to protect archeological and historic sites from development.

1 The town should support the activities of the Vassalboro Historical Society and encourage them to undertake additional tasks necessary to identify and preserve our historic resources.

2 The town should undertake a survey of all its historic and archeological resources. Grants and other funding sources should be identified for the projects.

The Town Manager shall work with the Historical Society to identify funds or grants available for taking a survey of historical or archeological resources.

3 The town should make sure that town records and artifacts are stored safely and cataloged.

The Town Manager will work with the Historical Society tol develop a plan to make sure that records are cataloged and stored properly and available for research.

4 The town shall promote a variety of activities which serve to enhance appreciation of our heritage such as, oral history projects, historic structure markers, and historic tours.

The Town Manager shall work with the Historical Society to undertake a variety of projects designed to increase public appreciation of local history and shall identify grant and other funding sources for these undertakings.

5 The town should make sure that all housing and commercial development projects will not adversely impact important archeological, historic, and scenic resources.

The Planning Board shall require all projects to check the maps from the Maine Historic Preservation Commission for possible archeological and historic sites

6 The town shall make an effort to preserve the historic character of the villages.

The Planning Board, utilizing state and local resources including the Historical Society, shall identify ways to preserve the historic character of the villages.

Goal: To promote an economic climate that increases business, employment and overall economic well-being.

- The community supports farming, forestry, professional and service business, light industry, and home based occupations.

- Regional economic development efforts have been difficult for the town to support.

1 The town should create a local economic strategy to promote business and development activities that have been identified as beneficial for the community.

The town’s new economic development committee will create a strategy for community economic development.

2 The town should encourage home businesses and establish appropriate standards which balance the need for home based businesses while preserving the character of residential property and neighborhoods.

The Planning Board shall develop home businesses standards that allow many different types of activities and reflect the creativity and flexibility of the current economy while protecting adjacent properties from undo deleterious effects.

3 The town should in cooperation with neighboring communities, the state, and private businesses promote high speed internet access and other forms of communication throughout the town in order to maintain local economic health and competitiveness.

The Economic Committee, Selectmen and the Town Manager shall make sure that the entire town has access to modern communication.

4 The town shall promote agriculture, forestry and other natural based industries by working in cooperation with citizens and regional, state and federal programs and groups to make sure that rural activities have the resources to continue operation. The town shall maintain an open dialogue with local farmers, foresters and other related operations to make sure that their needs are being considered.

The Town Manager and the Economic Committee shall include agriculture and forestry and related activities as an essential component of our local economic strategy.

5 The town should be an active participant in regional economic development efforts whenever such activities provide a benefit for the town.

The Economic Committee, Selectmen and the Town Manager should identify relevant regional economic programs and participate as appropriate according to the economic strategies developed by the town.

6 The town should explore the feasibility of identifying one or more commercial development sites which could provide a site for new commercial and industrial activities.

The Economic Committee and the Planning Board shall jointly explore the possibility of creating a development site and present their ideas to the town for consideration.

7 The town shall create an economic development strategy and include an analysis of the benefits of the following activities: Farm outlet product markets, Light Industry, Professional Offices, Innovative agricultural activities, Home business, Medical services, and Senior Housing,

The Economic Committee shall consider these activities in the development of an economic development plan for the community.

8 The town shall plan for the economic and social ramifications of an aging population in cooperation with regional and state economic groups.

The Economic Committee shall address demographic changes in the town economic strategy.

9 The town should encourage and support the activities of the local business association.

The Economic Committee should work with local business association and other groups, to foster to foster a thriving economic community.

Goal: To plan for, finance and develop an efficient system of public facilities and services to accommodate anticipated growth and needs.

- The town needs to balance the needs for safe and efficient transportation with the rural character of the community.

- There is good public transportation for students but none for adults or people with disabilities.

- The community needs creative strategies to deal with increased traffic, speeding, recreational use of roadways, visibility, and access to roads and driveways.

1 The town should work with MDOT and neighboring communities on corridor transportation planning for Routes 3, 201 and 32.

The Town Manager and the Selectmen should participate in corridor planning for Routes 3, 201 and 32.

2 The town should adopt traffic access standards for local roads to ensure the safe flow of traffic and the movement of vehicles in and out of property driveways and parking lots. Local requirements should be based on MDOT standards and include the following provisions: sight distance, corner clearance, road drainage, minimum driveway widths, and vehicle turn-around.

3 The town should maintain its existing road maintenance planning process and shall annually appropriate funds for ongoing road repair, and maintenance. The town shall also make available educational and training opportunities in the areas of road maintenance for members of local road associations and owners of private roads.

The Selectmen and the Town Manager shall fund road work based upon a road plan and make sure training opportunities area made available for town staff as well as local citizens.

4 The town should cooperate with the Maine Department of Transportation to improve those places identified in the plan that are problem areas, accident sites or roads in need of repair.

The Town Manager shall advocate to MDOT to address transportation deficiencies in town.

5 The town should work with MDOT to encourage walking and biking opportunities along roadways including more road shoulders and sidewalks.

The Town Manager and the Conservation Commission shall advocate for road trails and other alternative transportation ways, especially whenever road improvements are planned by MDOT.

6 The town shall make sure that whenever a private road is constructed that a road association is also created to handle ongoing road maintenance and repair.

The Planning Board shall amend the Road Ordinance to include a provision requiring a road association is developed for every private road proposed in a subdivision.

7 The town shall require that proposed subdivisions address alternative transportation opportunities through a variety of options including preserving existing trails and paths and providing access to trails.

The Planning Board and the Conservation Commission shall work jointly to amend the subdivision ordinance to create options for walking and other alternative transportation.

8 The town shall work closely with regional transportation providers including KVCAP to offer additional needed transportation services within the community for people with special needs.

The Town Manager shall advocate for increased transportation services for the community and shall also seek other creative ways to offer transportation services.

9 The town shall develop a master trail plan for the community which should include many forms of alternative transportation.

The Conservation Commission shall in cooperation with other municipal and regional groups develop a master trail plan for the town.

Goals: To plan for, finance and develop an efficient system of public facilities and services to accommodate anticipated growth and economic development.

To develop and maintain public services designed to be responsive to the citizens to Vassalboro.

- It is becoming difficult to muster a pool of qualified volunteers for the Fire Department.

- Some of the sewer and water services in the villages are at capacity and need to be expanded.

- It is increasingly difficult to encourage and maintain a pool of local volunteers for the community.

- The sanitary land fill is at capacity and recycling practices need to be assessed.

- High school choice is a popular option but regional changes may affect its feasibility.

- There is no clear method of communication for the community, town and social services. We need a local website, newsletter, or increased access to local newspapers.

1 The town should identify and pursue grant funding whenever available to finance public service improvements, infrastructure upgrades and expansions.

The Selectmen and the Town Manager should monitor grant availability and apply for grants whenever feasible.

2 The town should continue to maintain its level of municipal services and make sure that funding is adequate, training and educational opportunities are available for town staff; and new and creative ways and ideas are explored to improve services.

The Selectmen and Town Manager and municipal staff shall work together to provide efficient services for residents.

3 The town recognizes that volunteers at every level of local government provide a tremendous amount of dedicated service for the community. The town also recognizes that without volunteers the cost of services would increase. Volunteers must necessarily continue to provide a high level of quality service for the town

The Selectmen and the Town Manager shall develop strategies to maintain and increase whenever possible the level of volunteer service and provide recognition and other enhancements for volunteer recruitment.

4 The town shall work with the fire department to provide training, to maintain adequate services, equipment, and a sufficient number of trained volunteers.

The Town Manager and the Fire Chief shall maintain department resources and develop a plan in cooperation with neighboring fire departments and other groups to encourage membership of volunteer departments.

5 The town shall explore ways to increase public safety throughout the community and to address concerns including speeding, vandalism, drugs, and response time.

The Town Manager and the Constable shall develop strategies to optimize public safety.

6 The Town shall work in cooperation with the Vassalboro Sanitary District to develop a capital improvements plan for treatment and collection facilities to address any existing deficiencies and to allow for expansion and new users within the village area.

The Selectmen and the Sanitary District shall work together to develop a capital improvements plan for the District.

7 The town shall work in cooperation with the Water Districts to develop effective capital improvements plans for the water system to address deficiencies, improve water quality and distribution and to allow for expansion and new users in the villages.

The Selectmen and the Water Districts shall work together to develop an effective capital improvements plan for the District.

8 The town shall work to improve the recycling and transfer station in order to improve efficiency, increase recycling, and manage cost.

The Town Manager, Recycling Committee and the Transfer Station Staff shall develop a plan to improve services and efficiency

Goal: To finance an efficient system of public facilities to accommodate anticipated growth and economic development.

- The current town capital improvement plans have functioned well and should be continued.

1 The town should maintain sound fiscal planning to ensure the adequate oversight of the town’s fiscal affairs.

The Selectmen and the Town Manager should continue to wisely manage the fiscal affairs of the community and seek ways to improve the financial health of the town. Financial and similar training should be made available to municipal officials and town staff.

2 The town shall continue to use a capital improvement plan to prepare for major expenditures. The town shall re-establish a Capital Improvements Committee to review and amend the plan in cooperation with the Selectmen and the Town Manager.

The town shall re-establish a Capital Improvement Plan Committee and shall annually review and amend their responsibilities as necessary.

3 The town shall maintain appropriate financial reserves to provide funds for school and municipal operations.

The Town Manager and the Selectmen shall make sure that the town has an appropriate reserve of funds consistent with sound accounting practices.

4 The Selectmen should monitor the implementation of the strategic plan and make sure that appropriate resources are available to put the plan into action.

The Selectmen should make sure that adequate resources are provided to implement the plan.

The Town Manager, Selectmen and the Conservation Commission shall develop a local land trust and identify funding mechanisms for the program.

6 The town shall explore the feasibility of using an impact fee system to require that development pay the cost of some development impacts such as roads, traffic, education and recreation.

The Town Manager, Code Enforcement Officer and the Planning Board shall develop an impact fee proposal for the town to consider.

Goals: To protect and manage the quality of the town’s water resources including rivers, streams, ponds and aquifers.

To protect the town’s critical natural resources including wetlands, wildlife and fishery habitats, shoreland, scenic vistas, and unique natural areas.

To safeguard the town’s agricultural and forest resources from development that threatens those resources.

- There is still good agricultural and forested land but there is increased pressure to develop these areas into residential and commercial properties.

- Vassalboro has many water resources that are at risk: the Kennebec River, three lakes, numerous ponds, streams, bogs, and valuable aquifers.

1 The town should promote the voluntary use of land trusts, conservation easements and similar strategies to preserve agriculture, forestry and open space areas in the community.

The Conservation Commission and the Selectmen shall foster an open dialogue with local, state and regional conservation groups that promote land trusts and land preservation programs. Activities that foster interest in these types of preservation programs should be offered to landowners throughout the community.

2 The town shall appoint a Conservation Commission to protect the environmental health of the community and to play a role in implementing the natural resource strategies of the plan. The Commission should also play a role as an advocate for local natural resources and develop educational projects to inform the community about our natural resources.

The Selectmen should appoint a Conservation Commission and ask them to serve as an advocate for our natural resources. The Commission should develop educational programs, implement strategies identified in the plan and to foster volunteer efforts to enhance and preserve our resources.

3 The town should continue to enforce existing ordinances that protect our natural resources such as Shoreland Zoning and shall revise ordinances as needed to reflect changes in State and Federal regulations.

The Planning Board and the Code Enforcement Officer shall maintain and enforce ordinances according to State and Federal requirements and shall propose revisions as needed to address local needs and problems.

4 The town should continue to support and work cooperatively with the China Regional Lakes Alliance and other watershed and lakes groups to improve water quality.

The Conservation Commission shall work with local and regional watershed groups on water quality projects and shall promote improvements to our water resources.

5 The town shall explore the feasibility of developing a town forest to be managed as a working forest and for recreational activities.

The Conservation Commission shall develop a town forest plan which includes a process for purchasing or accepting gifts of land, a funding strategy, and a management plan.

6 The town shall cooperate with local farmers and foresters, and other regional, state and federal organizations to seek ways to promote the economic health and vitality of agriculture and forestry. Emphasis should be focused upon making sure that additional hurdles are not placed in the way of existing agricultural and forestry operations.

The Conservation Commission shall work with farmers and foresters locally and in the state to identify strategies to promote their operations.

7 The town should monitor the environmental health and vitality of the town’s natural resources and identify ways to mitigate any negative impacts imposed by development and inadequate environmental protection practices.

The Conservation Commission shall monitor the condition of the town’s natural resources and seek ways to maintain their vitality.

8 The town shall monitor gravel pit and mineral extraction operations and compliance with state laws and regulations. Recommendations for local ordinance standards may be considered as necessary to address future problems especially relating to safety, aquifer impacts, traffic, road impacts and operational practices.

9 The town shall maintain and protect its water resources including; rivers, streams, ponds, aquifers, public wells, and private wells in a manner that will ensure the health of these resources for future generations. The town should enforce its existing environmental ordinances and work in cooperation with state and federal agencies. Strategies to promote public awareness about the importance of our water resources and volunteer compliance with practices to further protect these resources should be actively pursued.

The Conservation Commission shall actively pursue strategies to promote sound stewardship of water resources.

10 The Conservation Commission shall develop a list of natural resources that the community wants to preserve and develop a plan to fund the preservation efforts of the community.

The Conservation Commission shall develop a natural resource preservation plan for the community.

11 The town shall promote further discussion about our scenic resources and ways to preserve them for future generations.

The Conservation Commission and the Historical Society shall engage the public in a discussion about the value of scenic resources and seek to identify ways to preserve these areas.

Goal: To promote and protect the availability of recreational opportunities for all citizens including access to surface waters.

- Community events and activities are desired but require volunteer time and money.

- The broader recreational needs of all segments of the population need to be addressed.

- There is an active Recreation Committee that is currently responsible for many youth team sport activities in the community.

1 The town should expand water access to the Kennebec River and area lakes and ponds for a variety of water dependent uses. Regional agreements among neighboring communities should be explored whenever feasible.

The Recreation Committee and the Conservation Committee should develop a long term plan to increase water access. Funding sources should be identified and pursued whenever possible.

2 The town should continue to support the plans and activities of the Recreation Committee and make sure that adequate funding is available to implement their activities.

The Selectmen and the Town Manager shall provide resources, training, and funding support for the Recreation Committee.

3 The town should develop a recreation plan for the community. The plan should address the needs of all segments of the community including children, and adults. Funding sources especially grants should be identified and whenever feasible regional partners should be identified.

4 The town shall develop a master trail plan for the town which addresses some of the following activities: walking, bicycling, snowmobile, ATV,s, and horse back riding; whenever possible links to neighboring towns and regional trails should be included. Sidewalks in villages should be promoted. The use of existing and new right-of- way’s such as power lines and development public right-of- way’s should also be explored for trail use.

The Conservation Commission and the Recreation Committee shall develop a master trail plan which includes opportunities for many activities.

5 The town and the Kennebec Water District should explore the feasibility of the creation of a public swimming area on China Lake.

The Town Manager and the Recreation Committee shall pursue with the Kennebec Water District the possibility of creating a public swimming area on China Lake.

6 The town, in cooperation with interested local landowners, state agencies, clubs and recreational organizations should develop a forum to discuss public access to private lands and identify strategies to make sure private land is respected and used in accordance with the wishes of the landowners.

The Conservation Commission and the Recreation Committee should develop an annual forum with input from the Department of Conservation to discuss with landowners their issues and concerns about public use of land .

The land use section of the plan provides the framework for many other sections of the plan. The land use plan is often one of the most visible outcomes of the planning process. The policies and strategies presented in the land use plan will help guide future development in the community.

The land use plan is important for the community and for it to be effective it must also be accepted by the community. The plan will have to balance often competing priorities and goals with a range of resident’s ideas, attitudes and opinions concerning land use regulations, growth and development. The plan is designed to be a collection of the community’s shared vision of how our town will look and grow in the coming years. It is a collection of ideas that are shared by most of the community and many compromises which acknowledge and respect different points of view.

The land use plan is meant to be implemented by the community and to guide new growth and development in a way that is in the interest of our citizens. It was put together after an analysis of past, present and potential future growth patterns.

The land use plan sets out some specific recommendation, however, mostly it sets forth a direction for the community to follow. In a sense the land use plan is not yet complete, because it still requires future public input and hard work as specific recommendations are developed and eventually considered at public hearings and town meetings.

Goals: To balance residential, commercial, and transportation needs and growth in the community with preservation of agriculture, forest land, recreation space and natural resources.

To find a mix of voluntary and regulatory land use standards that will encourage orderly, safe, and environmentally appropriate growth in the community.

To balance landowner rights to property and privacy while preserving and enhancing public access to natural resources for recreation.

- People value the freedom to develop their land but also value the town’s rural character.

- The villages are mixed use community centers with services such as small stores, small businesses, churches, gas stations, post offices, volunteer centers, bank, library, medical office, and recreational activities.

- Sewer and water capacity is limited in the villages. The sewer and water systems will need infrastructure upgrades in the coming decades.

- Most new housing lots are at least one acre or greater. The existing minimum lot size is 20,000 square feet in areas not served by municipal sewer.

- Present residential growth patterns are along all roadsides with occasional subdivisions.

- Fields, orchards and wooded areas are being turned into residential and commercial areas.

- Agriculture and forestry are still viable activities; however, they are experiencing changes.

- Commercial activities take place mostly on Route 32, Route 3 and the southern end of Route 201.

- The resource protection area around China Lake offers many opportunities for recreation.

- Vassalboro’s large land expanse can absorb a great deal of housing development throughout the rural area region before some growth impacts are fully realized by the community.

1 The town should revise its ordinances and policies as recommended in the accompanying Land Use Plan.

The Planning Board should implement the recommendations of the Land Use Plan with appropriate public input.

2 The town shall explore the feasibility of creating a local land trust, and funding strategy to purchase land or easements to preserve wildlife habitat and corridors, farmland, forest, recreation land, scenic areas, and unique natural areas . The local land trust would be designed solely for the purchase of land or easements between the town and a willing seller.

The Conservation Commission shall develop a plan for a local land trust and funding strategies including local sources, and grants.

3 The town shall actively encourage landowners to consider the use of land trusts, conservation easements, and similar mechanisms to voluntarily protect the future use of the land for farming, open space, recreation and other activities.

The Conservation Commission shall make available information and resources to landowners about the benefits of land use trusts and easements.

4 The town should monitor growth and change within the community and determine if the proposed policies advocated in this plan are adequately addressing the needs of the town. Changes shall be proposed as appropriate to address contemporary issues.

The Planning Board and the Code Enforcement Officer should track development trends and at least once a year to discuss the effectiveness of ordinances and policies to address growth impacts. New policies should be developed and presented to the town for consideration as necessary.

The land use plan should be implemented through a combination of volunteer and regulatory strategies. The volunteer measures can be easily recognized because they offer people opportunities to take advantage of programs or are designed to provide information. Landowners electing to place land in a land trust or conservation easement or someone attending a workshop about natural resources are examples of volunteer strategies that are included in the strategic plan.

Regulatory strategies are much more problematic because they impose some type of requirement or ordinance upon the community. Vassalboro, in previous years, has attempted unsuccessfully to develop and approve zoning as a land use strategy. The town has developed a site review ordinance, subdivision ordinance, and shoreland zoning ordinance. Town wide zoning is not acceptable to the community, site review and subdivision ordinances are acceptable.

This strategic plan will respect the community’s decision not to use zoning as a land use strategy to implement the land use plan. The existing site review ordinance will be the vehicle to implement most of the regulatory recommendation. Likewise, the subdivision ordinance will be used to implement policies affecting subdivision developments.

Putting together a land use plan for the community is much like walking a tight rope because it requires balance and attentiveness to surroundings. The specific land use recommendations presented in the plan will attempt to answer some of those land use planning issues raised previously in this section. The land use plan will further pose some responses to issues by balancing different points of view and by paying attention to development trends.

A critical component of a fair and balanced set of land use recommendations is a dose of humility. The strategic plan committee is aware that over time some elements of the land use plan may become ineffective or unacceptable to the community. The town should periodically review this plan to evaluate its effectiveness and recommend revisions whenever appropriate.

1. The existing site review ordinance will be used to implement many of the specific recommendations of the land use plan.

2. The rural character of the community which includes farmland, forest, small village clusters, natural resources, wildlife, and water resources are valued by residents. Housing and commercial development should respect these attributes.

3. The voluntary use of land trust and conservation easements is encouraged to promote the long term preservation of land for farming, forestry, recreation, open space, and wildlife habitat.

4. The water and sewer infrastructure in the north and east villages needs to be improved over time to adequately serve current users and accommodate future development.

5. The villages and neighborhood clusters should continue to allow mixed use activities including residential, commercial, retail, and service activities. New activities should be designed to respect neighboring properties. Site review standards for the villages should incorporate provisions for setbacks, buffers, building height and other encroachments, like light and noise. New structures should follow existing development patterns.

6. Senior housing and related developments should be encouraged to locate within the north and east villages.

7. Dimensional requirements including lot size, road frontage and setback in the north and east villages should be designed to respect existing development patterns and permit densities that reflect the availability of municipal water and sewer.

8. Pedestrian walking paths including sidewalks along road shoulders and other trails within the community should be improved to foster greater connectivity.

9. An open space subdivision design option should be included in the subdivision ordinance. This option would allow developers to preserve open space, farmland, or other land features to their benefit.

10. The subdivision ordinance should incorporate provisions for recreation in subdivisions containing a certain number of lots. A variety of recreational options should be available for the developer to select.

11. Traffic access provisions including sight distance, corner clearance, drainage, and minimum and maximum driveway and road widths should apply to all development along town roads to improve travel safety for all residential and commercial development.

12. Lot sizes for areas not served by municipal water and sewer should be developed based upon the capacity of the soils to handle a subsurface waste water disposal system and private wells. All new and replacement subsurface waste water systems shall be located at a minimum of 50 feet from all lot boundaries to provide fair and equitable opportunities for abutting land owners. This reflects the State Rule for separating wells and waste water systems.

13. Ordinances should be drafted to include provisions that would allow for rear lot development subject to reasonable access provisions. This would allow housing opportunities without using existing road frontages.

16. A good neighbor booklet will be made available to the public. The booklet should include information about rural living and suggestions for placing a home on a lot to enhance privacy, respect rural character, and appreciate impacts of farming and forestry.

17. The existing ordinances will be revised to include provisions to guide how new homes and commercial building and structures are designed and sited. These provisions will be called proximity or location-based standards and will incorporate the following features and concepts:

a. New development will be placed on the lot in a way that respects existing land use activities.

b. The provisions will not specify whether a proposed use or activity is allowed in any location.

c. The provisions will only address how a proposed use or activity is sited at the location.

d. The provisions will be designed to mitigate potential negative impacts of a development on neighboring properties.

e. Minimal requirements will be acceptable whenever similar land use activities are neighbors.

f. More requirements will be needed whenever differing land use activities are abutting.

g. The provisions will address the following: road setbacks, side and rear setbacks, buffers along property lines, building setbacks from agricultural operations, commercial lighting, parking lot locations, noise, and traffic access.

Purpose: The collection of demographic data is not only interesting, but it provides a great deal of information about he community. The data will often confirm our own intuitions about what is happening in the community and more importantly it can show patterns and trends.

The town is growing and evolving. This will require us to respond to these changes with new ideas and strategies. The information provided in this section will be used throughout the plan and will help inform us about how the community has changed. Future growth projections for the town will also be discussed. The projections will help us plan for the increased housing and commercial development that will occur over the next twenty years.

Over the past 115 years, Vassalboro’s population has almost doubled. Between 1890 and 1950, except for a few decades, our population has remained close to 2000 persons. Beginning in the 1960's the population began to rise. The 40 year period between 1960 and 2000 experienced a population growth of 1,601 persons which is a 65% population increase.

Year

Pop.

Decade Change

Year

Pop.

Decade Change

1890

2,052

1950

2,261

(285) (15%)

1900

2,062

(10) (0.5%)

1960

2,446

(185) (8%)

1910

2,077

(15) (0.7%)

1970

2,618

(172) (7%)

1920

1,936

(-141) (-7%)

1980

3,410

(792) (30%)

1930

1,815

(-121) (-6%)

1990

3,679

(269) (8%)

1940

1,931

(117) (6%)

2000

4,047

(368) (10%)

Vassalboro’s population growth since the 1950's corresponds to a number of factors including an influx of new residents resulting from the “ back to the land” movement, a preference for rural living, and the town’s proximity to both Waterville and Augusta. Most rural communities throughout the state also experienced population increases during this time.

1980

1990

2000

Total Population

3,410

3,679

4,047

Male Population

1,706

1,795

2,007

Female Population

1,704

1,884

2,040

Median Age

32.9

37.3

Total Households

1,106

1,324

1,549

Family Households

881

1,027

1,138

Family Households with Children

n/a

571

Married Couple Family Households

770

878

909

Non-family Households

107

297

411

Non-family Households Living Alone

n/a

238

295

Households With Persons Under 18 Years

n/a

618

Households With Persons 65 Years and Older

n/a

323

Persons in Group Quarters

Average Household Size

3.03

2.79

2.6

Average Family Size

n/a

2.94

Between 1990 and 2000 the town’s population increased by 368 persons; however, not all of these new residents actually moved into the community. The population changes in a community are a result of both natural change and net migration. Natural change is the result of both the total number of deaths and births in the community over a period of time. Net migration accounts for the balance of the population change not explained by births and deaths.

Between 1990 and 2000 natural change accounted for an increase of 213 persons. The Town Clerk reports these figures annually. Net migration accounted for 155 persons actually moving into the community. Will the ratio of natural change and net migration continue? Considering the aging population, a trend toward smaller families, and increasing housing values, it seems that future population increases will depend more upon new people moving into the community.

1980 % of total

1990 % of total

2000 % of total

20 year change

Population

3,410

3,679

4,047

637 (18.7%)

Median Age

32.9

37.3

8.3 (28%)

Household Size

3.03

2.79

2.6

(-0.43) (-0.14)

Under 5 years old

343 (10%)

309 (8%)

251 (6.2%)

(-92) (-26%)

6 - 17 years old

749 (22%)

693 (19%)

848 (21%)

99 (13%)

18 years and older

2,318 (68%)

2,677 (73%)

2,948 (72.8%)

630 (27%)

18 - 24 years old

351 (10.3%)

297 (8%)

262 (6.5%)

(-89) (-25%)

25 - 44 years old

967 (28.4%)

1,303 (35%)

1,250 (31%)

283 (29%)

45 - 54 years old

342 (10%)

377 (10%)

608 (15%)

266 (77%)

55 - 59 years old

165 (5%)

177 (4.8%)

199 (4.9%)

34 (20%)

60 - 64 years old

146 (4.3%)

139 (3.7%)

167 (4.1%)

21 (14%)

65 years and older

347 (10%)

384 (10.4%)

462 (11.4%)

115 (33%)

- The median age is increasing as the baby boom generation is getting older and heading into retirement.

- The 45 to 54 year age category grew by 266 persons (77%) between 1980 and 2000.

- The number of people under 5 years old declined by 92 persons (26%) between 1980 and 2000. This will translate into a lower school age population.

- Household size is declining and this trend is expected to continue. A decline in the household size also translates into a need for additional housing.

- While the percentage of the population over the age of 65 years has remained somewhat stable the actual number of persons in this age category increased by 115 between 1980 and 2000.

- The population will continue to get older and size of households will decrease as will the birth rate.

- The community will need to respond to the changing demographic profile of town by responding to the needs of an aging population.

Town

Square Miles

1990 pop.

1990 persons per sq. mile

2000 pop.

2000 persons per sq. mile

State

30,864

1,227,928

39.8

1,274,923

41.3

Kennebec County

867

115,904

133.6

117,114

135

Vassalboro

3,679

4,047

China

3,713

74.4

4,106

83.8

Augusta

21,325

384.9

18,560

337.5

Pittston

2,444

2,548

79.6

Sidney

42.2

2,593

61.4

3,514

83.2

Windsor

1,895

55.5

2,204

64.8

Litchfield

37.4

2,650

70.9

3,110

83.2

Winslow

36.9

7,997

216.7

7,743

209.8

Waterville

13.6

17,173

1262.7

15,605

1147.4

Many people make the choice to live in a rural community for a variety of reasons. The table above shows that urban areas such as Augusta and Waterville have lost population. Vassalboro’s growth rate mirrors a pattern found in similar rural communities of China, Sidney, Litchfield, Windsor and Pittston. The towns of China, Vassalboro and Sidney also serve as so-called bridge communities because they connect Augusta and Waterville.

Vassalboro has one of the higher population densities for a rural community among its neighbors and only the Town of China has a slightly higher population.

Town

1990 Pop.

1990 household size

2000 Pop.

2000 household size

Population % change

Household size

% change

State

1,227,928

2.56

1,274,923

2.39

(3%)

(-6.67)

Kennebec County

115,904

2.55

17,114

2.38

(1%)

(-6.67%)

Vassalboro

3,679

2.79

4,047

2.6

(10%)

(-6.81%)

China

3,713

2.94

4,106

2.65

(11%)

(-9.86%)

Augusta

21,325

2.29

18,560

2.1

(-13%)

(-8.30%)

Pittston

2,444

2.76

2,548

2.52

(4%)

(-8.70%)

Sidney

2,593

2.93

3,514

2.66

(36%)

(-9.22%)

Windsor

1,895

2.78

2,204

2.61

(16%)

(-6.12%)

Litchfield

2,650

2.86

3,110

2.61

(17%)

(-8.74%)

Winslow

7,997

2.63

7,743

2.35

(-3.2%)

(-10%)

Waterville

17,173

2.63

15,605

2.13

(-9.1%)

(-19%)

The town has 214 seasonal housing units located mostly around Webber Pond, and a 65 unit campground facility. There are also a small motel located along Route 3. The seasonal population can range between 600 and 1000 persons during the summer months. The higher range might be reached around the 4^th of July weekend and during August, a popular vacation period, in fact, the entire central Maine lakes region, extending from Augusta into Belgrade, experiences a rise in summer population.

Population estimates are a view into the future accounting for all the trends and influences that can identified at the present. As the situation of the economy or housing market changes so will the growth rate for the community. It is important that the community pay close attention to annual changes in housing growth and other local and regional indicators to be aware of changes on the horizon. This will require the town to look carefully at all the available demographic data released by the Census Bureau in addition to local sources such as KVCOG and the State of Maine.

Keeping track of demographic data will allow the town to determine if some projections made in this strategic plan are accurate and whether revisions are necessary to change policies and strategies.

Vassalboro’s location between Augusta and Waterville will continue to make it popular

Goal: To promote an economic climate that increases job opportunities and overall economic well-being.

Purpose: The economy section of the strategic plan seeks to describe trends in the local economy and identify opportunities in public policy to enhance the attractiveness of Vassalboro for economic growth and development.

2 The Augusta labor market area benefits from the employment stability provided by state government.

3 Vassalboro serves as a bridge between the Augusta and the Waterville labor market areas. Residents can avail themselves of jobs and services from both communities.

6 The town has established village areas which provide a mix of housing and commercial activities.

9 Housing growth is healthy and families enjoy the rural character, moderate taxes and good schools.

10 Vassalboro has the ninth highest industrial property valuation in Kennebec County.

The following tables show the towns where Vassalboro residents work and the towns that send workers into Vassalboro. The town is part of the Augusta labor market area and sends 35% of workers into the City of Augusta. Residents that work in Vassalboro account for 13% of the workforce and 30% of residents work in Waterville and Winslow.

Workplace and # of workers

Augusta 691

Oakland 26

Benton 19

Waterville 467

Bath 25

Rockland 18

Vassalboro 246

Pittsfield 23

Gardiner 15

Winslow 113

Hallowell 23

Belfast 13

China 42

Skowhegan 22

Sidney 13

Fairfield 29

Monmouth 20

21 other towns 152

Most residents (77%) work in the towns of Augusta, Waterville, Vassalboro and Winslow. The remaining 23% work in one of the other 34 communities in the region.

The majority of residents commute to communities either to the south towards Augusta or to the north into the Waterville region. Only 3% of workers travel to the Belfast and Rockland region for employment. The location of MBNA in both Belfast and Rockland has not attracted many workers from the community.

Residence and number of workers

Vassalboro 246

Winslow 40

Pittsfield 15

Waterville 65

Oakland 22

Winthrop 13

China 54

Chelsea 16

Albion 12

Augusta 43

Fairfield 15

21 other towns 93

Vassalboro residents make up 39% of total number of people that work in town. The remaining 61% mostly commute from neighboring communities.

The following tables show the occupations of the workforce as reported in the 1990 and 2000 census. The number of occupational categories has been revised in the 2000 census so the two tables will not directly correspond.

Occupation

Number & %

Occupation

Number & %

Management % Administrative

211 (12.2%)

Professional & specialty

285 (16.5%)

Technicians & support

77 (4.5%)

Sales

113 (6.5%)

Administrative & clerical

241 (14%)

Protective service

19 (1%)

Service occupations

229 (13.2%)

Farm, forestry & fishing

47 (2.7%)

Precision craft & repair

250 (14.4%)

Machine & assembly

133 (7.7%)

Transportation & moving

64 (3.7%)

Laborers

59 (3.4%)

Occupation

Number & %

Occupation

Number & %

Management/professional

517 (26.2%)

Service occupations

292 (14.8%)

Sales and office

579 (29.3%)

Farm, forestry & fishing

15 (0.8%)

Construction, maintenance & extraction

245 (12.4%)

Production, transportation & moving

325 (16.5%)

Between 1990 and 2000 employment increased in sales/office and service occupations. Manufacturing jobs declined and while more people are employed in professional and management occupation in 2000 as a percentage of total employment this category declined from 28.7% in 1990 to 26.2% in 2000. Less people are also employed in farming, forestry and fishing.

The following tables show the number of workers employed in various industrial categories taken from the 2000 Census. Some changes include: manufacturing is no longer dived between durable and non-durable goods and there is the new category of information technology.

Industry

Number & %

Industry

Number & %

Farm, forestry & fishing

50 (2.9%)

Construction

165 (9.5%)

Manufacturing non-durable

189 (11%)

Manufacturing durable

160 (9.3%)

Transportation

51 (2.9%)

Public utilities

32 (1.8%)

Wholesale

32 (1.8%)

Retail

231 (13.4%)

Finance, insurance & real estate

13 (0.7%)

Business & repair

71 (4%)

Personal services

39 (2.2%)

Recreation

17 (1%)

Health services

294 (17%)

Education

125 7.2%)

Professional

123 (7.1%)

Public administration

136 (7.8%)

Industry

Number & %

Industry

Number & %

Farm, forestry & fishing

27 (1.4%)

Construction

157 (8%)

Manufacturing

255 (12.9%)

Wholesale

64 (3.2%)

Retail

385 (19.5%)

Transportation & utilities

130 (6.6%)

Information

48 (2.4%)

Finance, insurance & real estate

55 (2.8%)

Recreation, arts & food service

106 (5.4%)

Education, health services

396

(20.1%)

Public administration

177 (9%)

Professional, management

71 (3.6%)

Other Services

102 (5.2%)

- The retail sector increased by 154 persons and now accounts for 19.5% of employment.

- Education and health services declined by 23 jobs and as a percentage of employment decreased by 4%.

- Manufacturing declined by 94 jobs and now accounts for 12.9% of employment compared to 20.3% in 1990.

The following tables provide household income data for Vassalboro and neighboring communities

Income Range

Households

Income Range

Households

Less than $10,000

128 (8.3%)

$10,000 to $14,999

74 (4.8%)

$15,000 to $24,999

256 (16.6%)

$25,000 to $ 34,999

221 (14.3%)

$35,000 to $49,999

369 (23.9%)

$50,000 to $74,999

316 (20.5%)

$75,000 to $99,999

116 (7.5%)

$100,000 to $149,999

41 (2.7%)

$150,000 to $199,999

13 (0.8%)

$200,000 or more

7 (0.5%)

Kennebec County 1990

Kennebec County 2000

Vassalboro 1990

Vassalboro 2000

Per capita income

$12,855

$18,520

$11,770

$16,281

Median household income

$28,616

$36,498

$28,820

$37,923

Median family income

$33,375

$43,814

$31,300

$40,192

Persons below the poverty rate

11,464 (10.2%)

12,637 (11.1%)

329

(9.1%)

426

(10.6%)

Children under 18 below the poverty rate

3,417

(11.9%)

3,592

(13.2%)

100

(2.7%)

114

(2.8%)

Persons 65 and older below the poverty rate

2,080

(14.4%)

1,624

(10.2%)

(13.1%)

(10.6%)

Families below the poverty rate

2,268

(7.3%)

2,655

(8.5%)

(7.2%)

(8.3%)

The median income is higher than Kennebec County and the State but is lower as compared to the surrounding rural communities. Household income levels are diverse and 202 households (13.1%) earn less than $14,999 which is almost as many that earn over $75,000 (177 households, 11.5%) Most households earn between $35,000 and $74,999 (44%), and (30.9%) earn between $15,000 and $34,999.

The town still has a significant number of persons below the poverty rate which increased between 1990 and 2000 by 97 persons. Most of the people in poverty range in age between 18 and 65 years old.

The shift in employment to retail jobs from manufacturing among other factors is a contributing factor in the number of households with lower incomes and the high poverty rates.

Location

Median Income

Location

Median Income

State of Maine

$37,240

Kennebec County

$36,498

Vassalboro

$37,923

China

$41,250

Augusta

$29,929

Pittston

$39,609

Sidney

$42,500

Windsor

$40,039

Litchfield

$41,096

Winslow

$39,580

Waterville

$26,816

Manchester

$52,500

The following table shows the educational status for both Kennebec County and Vassalboro according to the 1990 and 2000 Census Reports. Education is a critical indicator of the competitiveness of the local and regional workforce.

Kennebec County

1990

Kennebec County

2000

Vassalboro

1990

Vassalboro

2000

Persons in pre-school

2,377

1,619

123

Persons in elementary & high school

19,880

22,240

631

816

Persons enrolled in college

7,498

6,428

183

149

Persons 25 years and older with a high school degree

(78.9%)

(85.2%)

(80.5%)

(87.1%)

Persons 25 years and older with a bachelor or higher degree

(18.1%)

(20.7%)

(18.1%)

(18.8%)

High school graduate ( no further degree)

(37.7%)

(38%)

(40.2%)

Some college, no degree

(19.1%)

(17.6%)

(21.8%)

Associates degree

(7.8%)

(6.7%)

(6.3%)

Bachelor’s degree

(13.1%)

(12.7%)

(11.3%)

Graduate or professional degree

(7.6%)

(5.4%)

(7.5%)

Vassalboro is part of the Augusta labor market area meaning that the majority of workers travel to Augusta and neighboring towns for employment. A significant number of workers also work in both Waterville and Winslow which is part of the Waterville labor market area. The local economy is dependent upon what occurs in the both labor market areas. Only 12.5% of the workforce is employed within the community. Vassalboro provides 634 local jobs and residents fill 246 positions or 39% of the total.

Vassalboro provides a mix of local retail, service and manufacturing operations. Many businesses including a bank, post office, medical offices, retail stores and auto repair facilities are located in the North and East villages. Other businesses are located on Routes 3 and 201 and 32. A partial list of commercial and service activities includes: nurseries, orchards, farms, a 65-unit campground, two motels, restaurants, medical offices, manufacturing, auto sales and repair, schools, and numerous home occupations.

The town’s proximity to both Augusta and Waterville makes it difficult to attract major retail and service activities.

The following activities have been identified in the community survey as the most beneficial:

Traditional farming and forestry operations have played a major role in the economic life of the community and they still contribute a great deal to the character and economic vitality of the town. Many acres are enrolled in the tree growth tax program. Local agricultural activities include orchards, hay fields, crops and nurseries. Agricultural is undergoing many changes. There is a shift away from large operations involving dairy and other mass commodity crops towards smaller farms targeted towards local markets, organic products and niche markets. Another interesting trend is that farmers are retaining a larger share of farm income, the result of marketing directly to the consumers.

The economy in the state and the nation are undergoing many significant changes and the most notable in the impact of the global economy upon traditional manufacturing and retail operations. Vassalboro is not immune to these changes which are evident in the loss of manufacturing jobs over the past 10 years. An increasing number of persons in the region are now employed in the service and retail sectors. The higher wage jobs are in professional or skilled professions that require advanced educational credentials.

The following is a brief discussion of some of the trends that are affecting the community:

The popularity of home occupations: The widespread availability and affordability of the internet and high speed access offers employment opportunities for many people. This trend will likely continue especially among those workers that possess a highly marketable skill that is not dependent upon working at a fixed location

The loss of traditional manufacturing: Several manufacturing facilities and mills have closed in the past 20 years. This trend is not new and began with the closure of shoe and textile operations. The remaining manufacturing operations involved in a mass commodity product are all subject to competition from abroad.

The big box retail trend: The retail trend towards very large stores is evident both in Augusta and the Waterville. Larger box stores offering low prices and sometimes wide product selections make it difficult for the smaller retailer to compete. Although the popularity of large stores will continue, there will be a growing niche market offering custom goods through the internet and small stores. The impact of large retail operations has impacted general merchandise, clothing, shoes, hardware and pharmacies.

Commercial growth is attracted to service center communities: Over the past ten years the vast majority of new retail and employment opportunities have moved into Augusta and Waterville. This trend makes it difficult for smaller communities to compete for jobs and commercial opportunities.

Agriculture is undergoing change: Throughout Maine the traditional large farming operations, including dairy, have been shrinking. As a result, some farms are diversifying into different activities. A growing percentage of agricultural income is also being retained by the farmer. This is a consequence of marketing directly to the customer. A growing segment of the agricultural market is specialty produce, pick-your-own operations, niche products, organic produce, grain, meat and dairy, and finished products such as cheese, maple syrup, and bread. Farming operations have also become smaller in size and often began as part-time operations. Other popular activities also include greenhouses and horse-boarding operations.