Draft | March 2024 - Village of Scotia, Schenectady County This document was prepared for the Village of Scotia and New York State Department of State with State funds provided through the Brownfield Opportunity Area Program. 2 E N V I S I O N S C O T I A � 2 0 2 4 ADVISORY COMMITTEE David Bucciferro, Village of Scotia – Mayor Justin Cook, Village of Scotia – Trustee Eric Buskirk, Village of Scotia – Planning Board Chair Bob Dieterich, 1st National Bank/Metroplex Board Member John Geniti, Scotia-Glenville Elementary School Principal Newe Haile, Village of Scotia Deputy Clerk Stephanie Martini, Business Owner Ravi Modasra, Business Owner & Developer Maria Schmitz, Village of Scotia Clerk/Treasurer Acknowledgments STATE REPRESENTATIVES Matt Smith, NYSDOS PROJECT TEAM Table of Contents INTRODUCTION EXECUTIVE SUMMARY SECTION 1: Project Background SECTION 2: Community Parti cipati on SECTION 3: Analysis of the Study Area SECTION 4: Revitalizati on Strategy SECTION 5: Implementati on APPENDIX 1. Scoti a Public Engagement Plan 2. Meeti ng Summaries 3. Vision Survey Summary 4. Site Profiles 5. Implementati on 04 05 29 42 46 92 108 116 4 E N V I S I O N S C O T I A � 2 0 2 4 Introduction Envision Scotia is a planning initiative that sets a vision for an approximately 263-acre area in the Village of Scotia. The study area encompasses the Mohawk River waterfront, the Mohawk Avenue central business district, the Sacandaga and Ballston Avenue transportation corridors, and key gateways into the community. The Village of Scotia identified the study area as an area to prioritize for redevelopment and revitalization planning and developed Envision Scotia with the support of a New York State Department of State (NYSDOS) Brownfield Opportunity Area (BOA) Nomination grant. The strategies and recommendations in this Plan represent the culmination of ongoing planning efforts and will be utilized by the Village and local leadership to guide public and private investment within the study area. This Plan also provides an implementation framework to pursue funding and to make the ideas captured in the Envision Scotia Plan a reality. 5 E N V I S I O N S C O T I A • 2 0 2 4 STUDY AREA The Envision Scotia study area is a 263-acre area within the Village of Scotia and encompasses 1,206 parcels. The study area is oriented around underutilized sites in the Village’s central commercial district (Mohawk Avenue) and along key transportation routes and gateways that welcome people to the community. The eastern boundary follows Ballston Avenue, a primary Village travel corridor. To the south, the boundary sweeps east along Schonowee Avenue to include the Mohawk Avenue waterfront parcels east of Ballston Avenue, including a vacant Village-owned waterfront property. West of Ballston Avenue, the southern boundary is centered around the Mohawk Avenue commercial corridor and adjacent Glen Avenue. Sacandaga Road, another major traffic corridor with several auto-oriented uses and the Scotia-Glenville High School, forms the study area’s western boundary. To the north, the study area follows the Village line and an active rail corridor with adjacent underutilized and vacant parcels. Executive Summary 6 E N V I S I O N S C O T I A • 2 0 2 4 VISION & GOALS Vision Statement A vision statement is a forward-looking, aspirational statement that reflects the values and priorities of residents, as well as what they would like their community to look like in the next ten to 20 years. It serves as the foundation upon which the Envision Scota plan is built and helps to organize recommendations and goals. The Envision Scotia vision statement was drafted by the Advisory Committee based on the findings of the inventory and analysis and public feedback. Goals While the vision statement describes the desired future state that the Village, its residents, and its partners will pursue in the coming years, goals are how that vision will become a reality. Five overarching goals were established for the Envision Scotia plan. Scotia is a desirable place to live, work, play, and do business. It offers a safe and welcoming environment for people of all ages and backgrounds. Its charming downtown corridors and residential neighborhoods are walkable, accessible, and beautiful thanks to steady infrastructure, streetscape, and building improvements. Its attractive visual character, diverse housing, and exceptional services further make Scotia a place to live and invest. Scotia’s parks are the heart of the community and have been made more so. Scotia offers the conveniences of a larger community, in a close-knit Village. 1 2 3 4 5 GOAL 1: ENCOURAGE ECONOMIC DEVELOPMENT AND INVESTMENT GOAL 2: MAINTAIN VILLAGE CHARACTER GOAL 3: IMPROVE CONNECTIVITY GOAL 4: HIGHLIGHT COMMUNITY ASSETS GOAL 5: SUPPORT AND ENHANCE COMMUNITY SERVICES These goals informed the development of the plan’s recommendations, provided an organizing structure for strategies to fall within, and set up interest areas for the plan’s implementation. 7 E N V I S I O N S C O T I A • 2 0 2 4 COMMUNITY PARTICIPATION The BOA program provides communities an opportunity to formulate policies and recommendations that address specific community issues, as well as the tools to address future challenges. Community engagement and buy-in is key to ensuring successful implementation of Envision Scotia. Each phase of the project built upon input gathered through collaboration between the public, business and property owners, and interested partners. Active engagement and citizen input resulted in a plan that is representative of the people and community it serves. Community Participation Plan A Community Participation Plan was developed to ensure the public and interested stakeholders had a range of opportunities to provide input and feedback during the planning process. The plan outlines a variety of forums and outreach mechanisms to engage the public and community stakeholders and served as a guide. Advisory Committee At the onset of the planning process, the Village of Scotia established an Advisory Committee that was representative of the community and interests of the study area. The Advisory Committee included representatives from the Village staff, Village Board, business leaders, and property owners. Plan Website A project website, www.envisionscotia.com was developed and launched early in the planning process. The website was an essential tool for organizing the plan information and providing timely updates to residents and stakeholders throughout the plan’s development. The website provided an overview of the plan’s purpose and timeline and served as a repository of meeting summaries, news and events, and resources, making it the central information hub for Envision Scotia. Visioning Survey The Envision Scotia Visioning Survey was developed by the Advisory Committee and was launched in June of 2023. The survey asked residents of and visitors to Scotia a range of questions related to the Village’s defining characteristics, quality of life, economy, and services, among other topics. The survey was posted on www.envisionscotia.com and was distributed to the public across multiple communication channels, including social media, news media, public events, posters with QR codes, and person-to-person outreach. Over the five months the survey was open to the public, 260 survey responses were collected. 8 E N V I S I O N S C O T I A • 2 0 2 4 Public Events Envision Scotia planning and community engagement took place at several community events and Envision Scotia-specific workshops. Community events included the Cruisin’ on the Avenue Father’s Day Car Show, a Freedom Park Summer Concert Series show, and the Schenectady County Holiday Parade. Public workshops included an initial visioning workshop and a presentation of the Draft Plan [TO BE HELD] Property Owner & Stakeholder Interviews Working with the Advisory Committee, the consultant team identified stakeholders in the community. This outreach was largely focused on study area property owners and businesses. One-on-one phone interviews were conducted with stakeholders to further understand current uses and potential future uses and to provide updates on the development concepts. Additional Outreach In addition to the above, opportunities for targeted outreach to underrepresented community members were identified and acted upon throughout the planning process. This included meeting with the Scotia-Glenville Government and Economics classes, presenting at a Scotia Rotary Club meeting, and attending a Scotia Business Improvement District (BID) meeting. 9 E N V I S I O N S C O T I A � 2 0 2 4 ANALYSIS OF THE STUDY AREA Demographics • The Village’s population has declined in recent years, contrary to County-wide trends. Opportunities to build on this external growth and attract new residents should be explored. • The Village’s low median age is of note and in contrast to County-wide and general upstate NY trends. • Households in the Village are smaller than they have been historically. Examining the adequacy of the housing options that are available will be key. • The Village of Scotia experienced a decrease in the unemployment, indicating a positive trend in job availability or growth. Land Use & Zoning • The core of the study area is an established residential neighborhood, largely comprised of single-family homes. • Mohawk Avenue, the Village’s commercial core, forms the southern spine of the study area and has seen recent development, including chain retailers and mixed-use apartment development. • Vacant parcels in the study area represent an opportunity for infill development. • The Village has a nuanced zoning code, with eight district districts mapped in the study area. • While the Village has design guidelines to ensure new development along and adjacent to Mohawk Avenue is compatible with the historic development pattern, recent developers have argued that compliance is not feasible. Underutilized, Abandoned, Vacant, and Potential Brownfield Sites • 97 parcels, representing a combined 129 acres, were identified as vacant, underutilized, abandoned, or brownfield sites. • Vacant, underutilized and brownfield sites are concentrated along Mohawk Avenue – a high visibility and heavily traffi cked roadway – and in clusters along other transportation corridors. 10 E N V I S I O N S C O T I A • 2 0 2 4 Land Ownership Patterns • Most (97%) of the study area parcels are privately owned, indicating a need to work closely with property owners to identify redevelopment opportunities. • Very few property owners own more than 2 parcels. • While only 18 of the study area parcels are owned by the Village, several of these are vacant or underutilized and offer an opportunity to explore reuse. Parks & Open Space • While the study area contains only a small amount of park acreage, Collins Park runs along the study boundary and is used by residents of the study area and beyond. • Freedom Park and Scotia Landing are a unique waterfront open space that hold popular programming in the summer months. Historic or Archaeologically Sensitive Areas • While much of the study area contains older, historic structures, only one building is listed on the National Register of Historic Places: the US Post Office on Mohawk Avenue. • There are opportunities to further highlight Scotia’s historic role in the historic Barge Canal to more meaningfully connect residents with this chapter of Village history. • Much of the study area is sensitive to archaeological resources, indicating that further evaluation of the presence of artifacts may be necessary as part of future ground disturbance construction activities. Transportation Systems • Mohawk Avenue is the most heavily-trafficked roadway and has also been the subject of traffic calming studies and recommendations to address its high crash incidence rate. • Recent studies have shown that there is available on- and off-street parking capacity in the study area. • While served by two bus routes, transit use in the study area remains low, particularly since the COVID-19 pandemic. • While not located within the study area, Scotia is easily accessible to/from the Schenectady Amtrak station. • Minimal bike infrastructure exists in the study area today. There are several opportunities to enhance and improve trail connections and bicycle connectivity within the study area. Infrastructure • The entirety of the study area is served by water and 11 E N V I S I O N S C O T I A • 2 0 2 4 sewer infrastructure, representing an advantage and cost-saving to potential developers. • The Village’s water and sewer systems are old and in need of upgrades. The Village has a list of priority projects that they are currently moving forward. Natural Resources & Environmental Features • While only a small portion of the study area is within the 100-year floodplain, increasing flooding frequency and intensity suggest the need to incorporate resiliency measures in larger areas. • The southern end of the study area includes wetlands and wetland check zones. Development in these areas would require NYSDEC consultation and potentially permitting. • The topography and soils present in the study area generally do not inhibit the development or redevelopment of underutilized parcels. Market Analysis • The Village and larger area have experienced decreases in retail vacancy rates over the past decade, indicating strong demand and opportunities for growth. • The Village and surrounding area have seen dramatic increases in home values in recent years, which raise concerns around affordability. • Demand for multifamily residential has been rising consistently in the Village and surrounding area, as measured by rental and vacancy rates. • Looking ahead, significant increases in retail and residential are not projected; however, shifts in housing types should continue to be examined. • Nine business type were identified as having the potential to grow or as having “gaps” in their supply. Strategic Sites The Advisory Committee reviewed the inventory of brownfield, abandoned, vacant, and underutilized sites and prioritized “Strategic Sites.” In total, ten strategic sites were identified, which offer economic, environmental, and community benefits to help realize the vision of this plan. In all instances, the consultant team and/or Advisory Committee conducted outreach to the property owners prior to including the sites as strategic sites in the plan. 12 E N V I S I O N S C O T I A • 2 0 2 4 REVITALIZATION STRATEGY The revitalization strategy described in this section builds upon the vision statement, while addressing the key findings, challenges, and opportunities that emerged from the extensive inventory and analysis of economic and physical conditions. The revitalization strategies presented below are organized around the five Advisory Committee-identified plan goals and include recommended development and capital projects, as well as supporting programs and policies. GOAL 1 Encourage Economic Development and Investment Successful economic development and investment requires the alignment and collaboration of private property owners and developers, the public sector, and partner organizations. During the Envision Scotia planning process, a concerted effort was made to work in partnership with private property owners to identify and encourage opportunities for private investment and improvements to underutilized sites in the study area. To support this physical investment, the Village and its partners need to provide the necessary support, including ensuring that the zoning and infrastructure can support the sites’ redevelopment and engaging with local and regional partner organizations to facilitate the vision. STRATEGY 1: Reimagining Vacant and Underutilized Sites Infill development is the development or redevelopment of land that has been overlooked, underutilized, and/or remained vacant within a community or target area. Infill development can occur anywhere that a parcel of land is underutilized compared to the surrounding land use activities. Developing vacant or underutilized sites can address the needs of the community, providing needed housing, retail, and community spaces, while filling in gaps and improving the conditions of the current landscape. Closely related to infill development is the concept of adaptive reuse. While infill development focuses on the development of underutilized land or parcels, adaptive reuse involves repurposing an existing structure or building for a different use than its original intention, often preserving its historic or architectural significance. This approach honors the building’s historical value while breathing new life into it by accommodating modern needs. Implementation of both infill development and adaptive reuse can strengthen community function through the efficient use of existing infrastructure and buildings. It should be noted that the infill development and adaptive reuse recommendations outlined below reflect a vision for their reuse activation and do not reflect actual proposed projects. In all instances, the consultant team and/or the Advisory Committee communicated with the private property owners prior to and while developing the site redevelopment visions. 13 E N V I S I O N S C O T I A • 2 0 2 4 Shown here is a concept view looking east along Mohawk Avenue, improved with new mixed-use development, pedestrian-oriented businesses, and an enhanced streetscape. Mohawk Avenue Western Gateway The “Mohawk Avenue Western Gateway” area is centered at the intersection of Mohawk Avenue and Reynolds Streets and includes the three vacant and underutilized sites located at this intersection (Strategic Sites 1-3). This area represents an important transition from the residential development west of the intersection to the commercial, mixed-use business district immediately to its east. At Strategic Sites 1 and 2, mixed-use three-story buildings with first floor retail and upper floor residential are envisioned, increasing the Village’s tax base and customer base on two of the few undeveloped parcels in the Village. Off-street parking could be provided at both sites, and would be located on the rear of the parcels, minimizing the visual impact on Mohawk Avenue and ensuring that the existing street wall gaps are filled with the new buildings. As described in Section 5, Implementation, making the vision for these sites become a reality will require substantial capital investment. Across the street at Strategic Site 3, the existing one-story building is envisioned to be re-occupied with a pedestrian- oriented commercial use, with an outdoor patio in the front. This new use could activate the property and improve safety at the intersection, of critical importance if the Strategic Site 1 and 2 visions are realized. Improvements to these sites could also be complemented by an enhanced streetscape, as shown in the Gateway images and described in greater detail in Strategy 9, further reorienting this section of Mohawk Avenue for safe pedestrian circulation and creating continuity with the Mohawk Avenue commercial core to the east. 14 E N V I S I O N S C O T I A • 2 0 2 4 Mohawk/Ballston Hub The “Mohawk/Ballston Hub” is centered around this busy intersection and includes Strategic Sites 6 (114 Mohawk Avenue – 107 Ballston Avenue) and 7 (37 Mohawk Avenue). At Strategic Site 6, site activation is envisioned in two phases. The first phase is currently underway and involves renovation and occupancy of the existing structures at 102-110 Mohawk Avenue with a mix of ground floor retail uses and upper floor residential uses, increasing the concentration of businesses and the customer base at this high traffic location. The front portion of the 102 Mohawk Avenue parcel, which was previously used for parking and vehicle storage would be enhanced with an outdoor patio and seating for 102 Mohawk Avenue customers. The second phase of the project envisions constructing a new mixed-use development at the strategic site’s Ballston Avenue parcels. The building could be located along the parcels’ Ballston Avenue frontage, with parking located on the rear and accessible from both James and John Streets. The parking at this site, in addition to the parking at 114 Mohawk Avenue could serve the larger Strategic Site 6 parking demand. On the other side of Mohawk Avenue, Strategic Site 7 is envisioned to be renovated and fully occupied, enhancing the site and addressing this existing gap in the aesthetic of the block. Retail uses are envisioned on the two buildings’ ground floors, with renovated apartments in the upper floors. The existing garage and parking area in the rear of the property could serve both buildings. Similar to the Mohawk Avenue Western Gateway, improvements to Strategic Sites 6 and 7 could be complemented by an enhanced streetscape, improving circulation at this high traffic intersection and ensuring a safe and comfortable pedestrian experience along the corridor. Building on the investment already occurring at 102 Mohawk Avenue, renovated structures, new mixed-use structures, and streetscape improvements would create a welcoming entry into the core of the Village’s Mohawk Avenue commercial district. 15 E N V I S I O N S C O T I A • 2 0 2 4 Additional Site Revitalization Recommendations In addition to the recommendations identified above, there are several additional strategic, underutilized sites that are envisioned to be revitalized to activate the properties. The visions for these properties are described below. • Strategic Site 4 (217 Mohawk Avenue): The existing former bowling alley could be reactivated with a mix of commercial and community uses that are complementary to the surrounding mixed-use and commercial businesses. Commercial uses would increase pedestrian activity at the site and increase the Village’s tax base. • Strategic Site 5 (125-131 Mohawk Avenue): The existing buildings could be renovated and occupied with a mix of commercial and residential uses. The largest of the structures (127 Mohawk Avenue), which is currently commercial, could be partially converted to mixed-use, addressing the growing residential demand in the Village and surrounding area, increasing the local customer base, and improving the building’s profitability. • Strategic Site 8 (1 Glen Avenue): The existing building, which is currently for sale, is envisioned as being restored to its original hospitality (hotel and restaurant) use. As one of the few parcels with frontage on the Mohawk River that does not have steep embankments, opportunities to provide public waterfront access at the property should also be explored to complement Strategy 12. • Strategic Site 9 (270 Ballston Avenue): Construction of a second story on the existing structure at this site is envisioned to be completed, complementing the active commercial uses located adjacent to and across the street from the property. Curb cuts at the site should be reduced to the extent possible, to improve pedestrian safety and circulation. • Strategic Site 10 (208 Sacandaga Road): A refreshed building and parking lot would enhance this entrance into the Village. Ready to eat offerings would be a welcome addition to Scotia-Glenville student, parent, and teachers’ food options. Pedestrian safety is a priority at the site, as students will need to safely cross Sacandaga Road and navigate the traffic in the parking lot to access the store. Resurfacing the parking lot, better delineating parking, and reducing curb cuts would also improve safetyand enhance appearance at the site. STRATEGY 2 : Simplify the Village Zoning Code The Village of Scotia Zoning Code contains 12 zoning districts, as well as a special overlay district encompassing the Central Business District (CBD). Throughout the planning process, the complexity of the existing zoning code was cited by Village staff, Planning Board members, and developers. It was also noted that some of the guidelines for the CBD do not reflect market realities, which often results in developers having to get zoning variance approvals. The complexity of the zoning and added costs and times associated with obtaining variance approvals can be a hindrance to development. The Village should explore opportunities to simply the existing Zoning Code, including potentially reducing the number of zoning districts, and evaluate existing regulations for their market feasibility. New mixed-use development, pedestrian oriented ground floor commercial uses, and streetscape enhancements are envisioned for the Mohawk Avenue Western Gateway. 16 E N V I S I O N S C O T I A • 2 0 2 4 STRATEGY 3: Ensure Infrastructure Capacity to Support Economic Development Infrastructure is a community asset that, when functioning properly, fades into the background, becoming an assumed, nearly forgotten aspect of our built environment and daily lives. When infrastructure deteriorates, fails, or becomes otherwise compromised, it moves to the foreground and its importance becomes abundantly clear – commutes are disrupted, boil water warnings are issued, and properties remain dormant for lack of essential services. Infrastructure is essential for safeguarding public health, maintaining a basic quality of life, and protecting the environment. It is also a crucial factor for economic and community development. Access to reliable public utilities of sufficient supply and speed reduces development costs and allows businesses to invest with greater certainty knowing that the fundamental services required to operate and grow their businesses are available. Infrastructure typically spans a range of utilities and built- environment assets, including roads, electricity, gas, water, sewer, telephone, and internet. This section focuses on two of those components within the study area – public water and wastewater (sewer and stormwater). The Village of Scotia has been proactive in maintaining its water and sewer. It has devoted considerable time and resources to studying upgrades and alternatives that would improve services, reduce operating costs, and protect future functionality for current and future Village needs. The Village’s DPW Superintendent has identified several priority projects that are critical to the Village’s growth, which include water line replacements, water source and storage upgrades, sewer pump station improvements, and sewer line slip lining. The Village should continue to actively pursue grant funding to implement these projects that are critical to supporting existing residents and businesses and new development. STRATEGY 4: Improve Collaboration with Local and Regional Economic Development Partners The Village of Scotia will play a lead role in the prioritization and implementation of the strategies identified in this plan, but the Village will need to avail itself of the knowledge, skills, and resources of local and regional economic development partners to create and sustain momentum behind these initiatives. These partners include formal economic and business development organizations, such as the Scotia Business Improvement District (BID), Schenectady County Metroplex Development Authority, and the Capital Region Chamber, as well as local community groups. These partners can expand the Village and its businesses’ capacity, supplement their technical knowledge, add complementary funding to increase investment and demonstrate leveraged funding, and promote the strategies and sites identified in this plan within their respective networks. Additional details related to matching partners to strategies are provided in the implementation section of this plan. ECONOMIC DEVELOPMENT PARTNERS Organization Service Area Focus Resources Scotia Business Improvement District Scotia on Mohawk Ave, between Reynolds and Western Gateway Bridge Business support and physical improvements to the commercial corridor Funding, business support services Scotia Community Groups Village of Scotia Community improvements, select business investments Funding, volunteers Schenectady County Metroplex Development Authority Route 5 and Route 7 corridors of Schenectady County Capital projects and infrastructure Funding, tax incentives, planning support Capital Region Chamber Albany, Rensselaer, Saratoga, Schenectady, and Washington Counties Education, advocacy, and networking. Business support, training, networking, advocacy, and regional marketing 17 E N V I S I O N S C O T I A • 2 0 2 4 STRATEGY 5: Explore Historic Designation at Interested Properties There are a range of options for promoting and protecting historical homes and buildings in a community. Some communities, especially those with a substantial concentration of intact historical buildings, will decide to designate a historical district, which creates standards and restrictions that property owners within that district must follow. Other communities prefer to leave the decision to pursue historical designation to individual properties and individual property owners. This allows each property owner to weigh the benefits and challenges of historical designation based on their goals and the resources they have to achieve and maintain different levels of restoration. To maximize the benefits of historic designation, the Village should actively support interested property owners in getting their buildings listed on the State and/or National Register. The Village can provide property owners information regarding the nomination process, connect them with the Village Historian to support the documentation of historical significance, and educate them on the benefits and challenges of owning a designated building. STRATEGY 6 : Explore Expanding Design Guidelines As described in Section 3, the Village Zoning Code currently has design guidelines that apply within the Mohawk Avenue CBD overlay zoning. However, with new development occurring outside of the corridor as well, the potential to expand design guidelines into other areas of the Village should be explored to ensure that new development complements and enhances the Village’s built environment. Any expansion should also include a review of the design guidelines and their market feasibility, as noted in Strategy 2. GOAL 2 Maintain Village Character A community’s character is an intangible quality that is difficult to define, but critical to recognize and protect. Scotia is one of only two villages in Schenectady County and its location across from the urban environment of the City of Schenectady and the surrounding suburban environment of the Town of Glenville make Scotia unique among New York State villages, which are often found in more rural settings. While it is ultimately the Village’s residents that create the warm and welcoming small village character, the look and feel of a community can reinforce this identity and further solidify Scotia’s character. The strategies that follow in this section provide options for maintaining Scotia’s sense of place and guardrails for ensuring that future development aligns with the cohesive aesthetic the Village enjoys today. 18 E N V I S I O N S C O T I A • 2 0 2 4 GOAL 3 Improve Connectivity Accessible and inviting connections are needed to connect residents, businesses, and visitors to one another and to the many assets and amenities the area has to offer. Connections must ensure the safety of pedestrians throughout the study area and be designed in a manner that is consistent with local character and encourages walking and biking. Beyond sidewalks and crossings, this set of strategies also includes creating new mixed- use paths to better connect the Village to the regional trail network and improving vehicular circulation. STRATEGY 8: Fill Trail Network Gaps and Connect to the Regional Multi-Use Trail Systems Multi-use trails are an important community asset, connecting people to jobs, schools, parks, grocery stores, medical facilities, and other transportation routes. These trails have many benefits, including improved health, safety, quality of life, air and water quality, and economic revitalization. Within the Village of Scotia, several opportunities were identified to improve connections to larger, regional trail networks, as outlined on the following pages. STRATEGY 7: Incentivize Repairs and Uses that Enhance Village Character In addition to zoning and design standards, municipalities have a few additional tools they can employ to incentivize repairs and uses that enhance the Village’s character. Municipalities can offer property tax abatements for a specified period of time to encourage property investment. This can include exemption on increased property value due to improvements or for specific types of work performed in designated areas of communities. These improvements can be aligned with the Village’s design guidelines to encourage further adoption of its standards. The Village can also consider establishing a low-interest revolving loan that is designed to support property upkeep, façade improvements, and other beautification efforts within the study area. The funding source for the loan fund can be grants, such as CDBG or ARPA funds, municipal budget allocations, or other sources, such as private donations. With proper policies and management, the loan repayments and interest payments can sustain and grow the fund balance, allowing the Village to support community initiatives in perpetuity. These funds are generally intended for small projects and require matching funds from loan recipients to maximize the impact the project has in the community. Another option is exploring changes to the Village zoning code or permitting process to streamline the approval process for smaller building rehabilitation projects, reducing costs and time, which can be critical, especially for smaller developers and local property owners. 19 E N V I S I O N S C O T I A � 2 0 2 4 44 Capital District Trails Plan Capital District Trails—Schenectady Core Trails Supporting Trail Network F Mohawk-Hudson Bike-Hike Trail Schenectady-HelderbergConnector A Albany Hudson Electric Trail (AHET) I-PatroonGreenwayExtension M Ballston Veterans Bike Trail ConsaulRoadBikeRoute R Schenectady Park Connector
GreenwayLink Troy-SchenectadyRoad ScotiaLoopPath Capital District Trails—Schenectady SCHENECTADY COUNTY TRAILS VISION PLAN Capital District Trails Plan Scotia Loop Path The Capital District Trails Plan recommends developing an eight-mile “Scotia Loop Path.” This on- and off-road route would connect the existing Scotia Glenville Trail to the Mohawk-Hudson Bike-Hike Trail, providing a loop around the Village of Scotia. Beginning in the vicinity of the Washington Avenue and Schonowee Avenue intersection, the northern segment of this trail is envisioned to proceed north along Washington Avenue, continuing across Ballston Road to follow the existing utility line right-of-way, which runs parallel to the railroad tracks. In the vicinity of Sacandaga Road, it would connect with Vley Road, turning south along the Thruway Bridge Interchange (Route 890) across the Mohawk River to the Mohawk-Hudson Bike-Hike Trail. The southern leg of this loop is conceptually envisioned to follow Route 5 along the Mohawk River, turning onto Maalwyck Park Road down to the river. From the park, it could proceed east, connecting along local residential streets in the vicinity of Dongan Avenue and Engleman Avenue, connecting back with Schonowee Avenue in the vicinity of Glen Sanders Mansion and Freedom Park. Here, a second connection across the river is envisioned at the Western Gateway Bridge over the Isle of the Cayugas. 20 E N V I S I O N S C O T I A � 2 0 2 4 Scotia-Glenville Trail The Village of Scotia is currently completing enhancements to Schonowee and Washington Avenues to create safe on- and off-road bicycle connections. These improvements are one component of a larger vision to improve connections between Collins Park in the Village and the Town of Glenville to the east. The Village should continue to work with the Town of Glenville to advance the larger Scotia-Glenville Trail and fill this gap in the regional trail system. Rail Trail Building on the Capital District Trail Plan’s vision, during the Envision Scotia planning process the Advisory Committee identified an opportunity to create a multi-use trail along the CSX rail line that runs along the study area’s northern border. A portion of the trail could be constructed on the Village- owned parcel that extends along the north side of the rail between Vley Road and Sherwood Avenue. West of Vley Road, the Village could explore the feasibility of a Rails-with-Trails on the CSX parcel to create an extended off-road connection, without disrupting rail operations. Glen Avenue Bicycle Connector The 2022 Downtown Connections Plan recommended providing formal accommodation of bicycles along Glen Avenue, including adding signage and marking the roadway as shared-use for bicyclists and motorists in both the eastbound and westbound directions. N 100’ 200’ Village of Scotia, New York Schonowee Connector Trail 07.24.19 Chazen ProjectNo: 31953.00 p (518) 273-0055 547 River Street, Troy, NY 12180 Master Plan The Village was successful in securing funding to design and construct the Schonowee Trail, a key piece of the Scotia-Glenville Trail Creating enhanced on-road and off-road pedestrian infrastructure will improve safety and ease of connection for Village residents Scotia Downtown Connections Plan of bicycles within the Village, it is recommended that Glen Avenue - use for bicyclists an d motorists in both the eastbound and westbound rsection with Schonowee Avenue and Mohawk Avenue to the intersection of - foot sidewalks throughout the Mohawk Avenue / Schonowee ing to travel in increase given installatio n of bicycle and pedestrian - related amenities such as Cross Section: 100 - Block Mid - Block Crossing In - lane pavement markings and signage on Glen Avenue The recommendations in this study are conceptual in nature and do not commit the Village of Scotia, CDTC, or NYSDOT to the proposed project(s). The concepts presented in these illustrations may need to be investigated in more detail before any funding commitment is made. Undertaking additional engineering or other follow up work will be based upon funding availability. The Downtown Connections Plan proposed adding bicycle accommodation along Glen Avenue, one block south of Mohawk Avenue.