WINTER HARBOR

 

 

COMPREHENSIVE PLAN

 

 

UPDATE

 

 

 

 

 

 

 

 

 

 

June 2004

 

INDEX FOR COMPREHENSIVE PLAN

 

TOWN OF WINTER HARBOR

 

This index indicates where the proposed plan addresses the requirements of the Comprehensive Planning and Land Use Regulation Act (30-A M.R.S.A. Section 4326).

 

REQUIREMENTS                                                                                                                 PAGE

1.         Inventory and Analysis Section

            A.        Population........................................................................................................ 1-5

B.         Economy......................................................................................................... 5-9

C.         Housing........................................................................................................ 10-17

D.        Public Facilities and Transportation...................................................... 18-21, 22-34

E.         Recreation.................................................................................................... 35-36

F.         Marine Resources (if applicable).................................................................... 37-38

G.         Water Resources.......................................................................................... 42-43

H.        Critical Natural Resources............................................................................. 39-42

I.          Agricultural and Forestry Resources................................................................... 42

J.          Historic and Archeological Resources............................................................ 44-45

K.        Land Use..................................................................................................... 49-55

L.         Fiscal Capacity............................................................................................. 46-48

M.        Summary of Findings..................................................................................... 56-58

 

2.         Policy Development Section

A.        Orderly Growth and Development.................................................................. 72-75

B.         Public Facilities............................................................................................. 63-67

C.         Economic Climate......................................................................................... 61-62

D.        Affordable Housing....................................................................................... 62-63

E.         Water Resources......................................................................................... 63, 72

F.         Critical Natural Resources................................................................................. 71

G.         Marine Resources (if applicable).................................................................... 67-70

H.        Agricultural and Forest Resources...................................................................... 72

I.          Historic and Archeological Resources............................................................ 70-71

J.          Outdoor Recreation........................................................................................... 70

K.        Coastal Policies (if applicable)....................................................................... 79-80

 

3.         Land Use Plan/Designation of Growth and Rural Areas....................................... 82-86

 

4.         Implementation Strategy Section

            A.        Affordable Housing....................................................................................... 62-63

B.         Public Services............................................................................................. 63-67

C.         Historic and Archeological Resources............................................................ 70-71

D.        Outdoor Recreation Opportunities....................................................................... 70

E.         Agricultural and Forestry Resources................................................................... 72

F.         Marine Resources (if applicable).................................................................... 67-70

G.         Water Resources......................................................................................... 63, 72

H.        Critical Natural Resources................................................................................. 71

I.          Zoning Strategy.................................................................................. 72-77, 82-86

J.          Capital Investment Strategy........................................................................... 80-81

 

5.         Regional Coordination Program................................................................................. 78

 

 

 

WINTER HARBOR

COMPREHENSIVE PLAN UPDATE

2004

 

 

Prepared by the Winter Harbor Comprehensive Planning Committee:

 

Peter Drinkwater, Chairman

                                                            Burt Allaire

                                                            Jeffrey Alley, Jr.

                                                            Bruce Mackay

                                                            Doug Monteith

                                                            Roger Barto, Town Manager

 

 

 

 

 

 

 

 

 

 

With technical assistance from the

Hancock County Planning Commission

 

 

 

TABLE OF CONTENTS

 

SECTION                                                                                                                               PAGE

 

INTRODUCTION............................................................................................................................ v

 

PART 1: INVENTORY AND ANALYSIS

A.        POPULATION

1.     Purpose......................................................................................................................... 1

2.     Key Findings and Issues................................................................................................. 1

3.     Trends Since 1990......................................................................................................... 1

4.     Projected Population...................................................................................................... 3

5.     Excerpts from the 1994 Plan.......................................................................................... 3

B.         ECONOMY

1.     Purpose......................................................................................................................... 5

2.     Key Findings and Issues................................................................................................. 5

3.     Trends Since 1990......................................................................................................... 5

4.     Current Economic Issues................................................................................................ 8

5.     Highlights from 1994 Plan............................................................................................... 8

C.        HOUSING

            1.     Purpose....................................................................................................................... 10

2.     Key Findings and Issues............................................................................................... 10

3.     Recent Trends.............................................................................................................. 10

4.     Affordable Housing...................................................................................................... 13

5.     Dwelling Unit Projections............................................................................................. 14

6.     Major Findings from the 1994 Plan............................................................................... 15

D.        TRANSPORTATION

1.     Purpose....................................................................................................................... 18

2.     Key Findings and Issues............................................................................................... 18

3.     Overview of Transportation Systems............................................................................ 18

4.     Major Transportation Issues......................................................................................... 21

5.     Likely Future Needs..................................................................................................... 21

E.         PUBLIC FACILITIES AND SERVICES

1.     Purpose....................................................................................................................... 22

2.     Key Findings and Issues............................................................................................... 22

3.     Water District.............................................................................................................. 22

4.     Education..................................................................................................................... 24

5.     Public Works............................................................................................................... 27

6.     Fire Department........................................................................................................... 27

7.     Sewer District.............................................................................................................. 30

8.     Municipal Buildings...................................................................................................... 31

9.     Police Department........................................................................................................ 32

10.   Solid Waste and Recycling........................................................................................... 33

F.         RECREATION

1.     Purpose....................................................................................................................... 35

2.     Key Findings and Issues............................................................................................... 35

3.     An Overview of Recreational Services and Facilities..................................................... 35

4.     Current Recreational Needs......................................................................................... 35

5.     Future Needs............................................................................................................... 36

G.        MARINE RESOURCES

1.     Purpose ...................................................................................................................... 37

2.     Key Findings and Issues............................................................................................... 37

3.     Summary of 1993 Plan................................................................................................. 37

4.     Current Conditions....................................................................................................... 37

H.        RESOURCE INVENTORY

1.     Purpose....................................................................................................................... 39

2.     Key Findings and Issues............................................................................................... 39

3.     An Overview of Natural Resources.............................................................................. 39

4.     Agricultural & Forest Resources................................................................................... 42

5.     Water Resources......................................................................................................... 43

6.     Current and Likely Future Threats................................................................................ 44

7.     Assessment of Current Protective Measures................................................................. 45

I.          HISTORICAL AND ARCHAEOLOGICAL RESOURCES

1.     Purpose....................................................................................................................... 46

2.     Key Findings and Issues............................................................................................... 46

3.     Major Sites and Features............................................................................................. 46

4.     Assessment of Existing Measures to Protect Historic and .................................................

             Archaeological Resources....................................................................................... 47

5.     Assessment of Threats.................................................................................................. 47

J.          FISCAL CAPACITY

1.     Purpose....................................................................................................................... 48

2.     Key Findings and Issues............................................................................................... 48

3.     Recent Fiscal Trends.................................................................................................... 48

4.     Current and Likely Future Fiscal Issues......................................................................... 50

K.        EXISTING LAND USE

1.     Purpose....................................................................................................................... 51

2.     Key Findings and Issues............................................................................................... 51

3.     Summary of 1993 Plan................................................................................................. 51

4.     Land Use Changes Since 1993..................................................................................... 52

5.     An Analysis of Current Conditions in the Downtown..................................................... 52

6.     A Review of Current Land Use Ordinances.................................................................. 55

7.     A Review of Options to Minimize Sprawl and Protect Natural Resources...................... 56

8.     Areas for Business Development.................................................................................. 57

L.         SUMMARY AND REGIONAL ISSUES

1.     Purpose....................................................................................................................... 58

2.     Primary Local Issues.................................................................................................... 58

3.     Inventory and Analysis Summary.................................................................................. 58

4.     Key Regional Issues..................................................................................................... 60

 

PART II.A: GOALS AND OBJECTIVES AND IMPLEMENTATION STRATEGIES

1.     Purpose....................................................................................................................... 63

2.     Overall Goal................................................................................................................ 63

3.     Population.................................................................................................................... 63

4.     Economic Development................................................................................................ 63

5.     Housing....................................................................................................................... 64

6.     Public Services and Facilities and Transportation........................................................... 65

7.     Marine Resources and Harbor Management................................................................. 69

8.     Recreation................................................................................................................... 72

9.     Historic and Archaeological Resources......................................................................... 73

10.   Natural Resources........................................................................................................ 73

11.   Water Resources......................................................................................................... 74

12.   Agricultural and Forest Resources................................................................................ 75

13.   Downtown Revitalization.............................................................................................. 76

14.   Preserving Rural Character and Minimizing Sprawl........................................................ 78

15.   Fiscal Capacity............................................................................................................ 80

16.   Regional Coordination Goal.......................................................................................... 81

17.   Consistency of Winter Harbor’s Policies with the State Goals and

             Coastal Policies....................................................................................................... 82

18.   Capital Investment Plan................................................................................................ 84

 

PART II.B: FUTURE LAND USE PLAN

1.     Introduction................................................................................................................. 86

2.     Land Needed for Future Development.......................................................................... 86

3.     A Future Development Scheme for Winter Harbor........................................................ 87

4.     Growth and Rural Areas............................................................................................... 90

5.     Measures to Distinguish Growth and Rural Areas.......................................................... 91

6.     Summary..................................................................................................................... 91

 

APPENDIX I: Summary of Land Use Ordinances.......................................................................... 92

 

APPENDIX II: Goals and Objectives for the Scenic Byways Study................................................ 95

 

TABLES:

A.1  Change in Age Breakdown, Year-round Population Winter Harbor 1990-2000.............. 2

A.2  Projected Population through 2015................................................................................. 3

A.3  History of Population Growth......................................................................................... 4

B.1  Class of Workers, Employed Persons 16 years and Over, 2000..................................... 6

B.2  Winter Harbor & Hancock County: Employment by Industry Sector, 2000..................... 7

B.3  Average Annual Unemployment Rate, 1999-2001.......................................................... 7

C.1  Change in Housing Units, Winter Harbor, 1990-2000................................................... 10

C.2  Change in Housing Types, Winter Harbor: 1990-2000.................................................. 11

C.3  Estimated Tenure of Occupied Year-round Housing 1990 & 2000................................ 12

C.4  Contract Rent of Renter-occupied Units, 2000............................................................. 12

C.5  Value of Specified Owner-occupied Housing Units, 2000............................................. 13

C.6  Projected Year-round Occupied Dwelling Units, Winter Harbor................................... 15

E.1  Summary of Water District Pipe Conditions.................................................................. 23

E.2  School Enrollment Trends, Winter Harbor Grammar School, 1986-2002...................... 25

E.3  School Enrollment Trends, Sumner Memorial High School, 1986-2001......................... 26

E.4  Fire Department Equipment Inventory........................................................................... 29

E.5  Fire Department Calls for Service................................................................................. 30

E.6  Summary of Sewer District Pipe Conditions.................................................................. 31

G.1  Characteristics of Birch Harbor Pond, Winter Harbor................................................... 43

J.1   Revenue Sources, 2002............................................................................................... 48

J.2   Total Expenditures....................................................................................................... 50

Summary of Policies Requiring Regional Coordination.......................................................... 81

Maine’s Growth Management Goals.................................................................................... 82

Maine’s Coastal Policies...................................................................................................... 83

Table II.1:  Summary of Anticipated Capital Expenditures, 2004-2010................................. 85

 

MAPS: Available on the HCPC Web site (www.hcpcme.org), on the CD Rom version of the plan and at the Winter Harbor town office.

Map 1: Critical Natural Resources

Map 2: New Development 1995-2002

Map 3: Soil Suitability for Development

Map 4: Winter Harbor Future Land Use Plan

Map 5: Existing Zoning

Map 6: Wetlands and Floodplains

 

 

 

 

 

 

INTRODUCTION

 

            The Winter Harbor comprehensive plan update is an advisory document.  It builds upon the 1994 comprehensive plan and replaces that document.  It reflects the desired future of the town.  Overall, it identifies current issues and opportunities that the town faces and discusses what is expected to happen within the next five to ten years.

 

            The plan consists of two major parts. The Inventory and Analysis discusses recent trends in town and projects what may happen in the future.  While it discusses some options for the town to consider, these are not recommendations.  Rather, this section is a reference document.   Readers are reminded that the town is constantly changing and that the information cited in this plan is current as of June 2003. The plan does not reflect any changes in town that occurred since that date.

 

            The second part is the Goals, Policies and Implementation Strategies.  This section sets specific recommendations for the future of the town.  The plan, however, is not valid until it is adopted at town meeting.  While the plan is the legal basis of any

changes to zoning and other land use ordinances, all such changes must be voted upon at a town meeting separate from the comprehensive plan vote.  Public hearings are required before any vote.

 

            The plan is intended to guide the select board, planning board, town manager and other town committees in their decisions and provide continuity in town policy.  It can also be used to help Winter Harbor seek funding from various state and federal grant programs.  Residents are reminded that planning is an on-going process.  This plan should be reviewed annually to see if its assumptions are still valid.  A more thorough review may be needed in five years.

 

 

 

 

 

 

 

PART I

 

Inventory and Analysis

 

A.  POPULATION

 

1.         Purpose

 

            Population is one of the most basic components of a comprehensive plan.  In order to understand Winter Harbor’s current and future needs, it is important to review population trends.  Winter Harbor faces particular challenges in view of the recent closure of the Navy Base and the impacts of various naval facility reuse scenarios.  This section aims to accomplish the following:

 

a.                   Review population trends since 1990;

 

b.                  Present alternative future population scenarios; and

 

c.                   Present the results of the 1994 comprehensive plan.

 

2.         Key Findings and Issues

 

            Winter Harbor is one of the few towns in Hancock County to lose population between 1990 and 2000, when it experienced a 15 percent decrease in its year-round population. This is due primarily to the Navy base closing.  Its 2000 population was 988, further population decreases have occurred since the complete closing of the base.   The estimated 2003 population is around 500. 

 

3.                  Trends Since 1990

 

While the population projections cited in the 1994 plan predicted that Winter Harbor would have a year-round population of 1,730 by 2001 (an increase of 573 over its 1990 population), the 2000 Census reported its population as 988.  This was an actual decrease of nearly 15 percent from the 1990 population (see Table A.1).  In 1990 the town had a household population of 1,036 and 121 persons living in group quarters.  In 2000, all 988 residents in town were living in households and none lived in group quarters.  This means the household population decreased by about 4.6 percent.  However, the Census data predate the full closing of the Navy Base, which has meant further reductions in population.  Local officials estimate the 2003 year-round population at 500.

 

As seen in Table A.1, the population of all age groups decreased except those in the 45-64 and 65 and over age categories.  Overall, the median age in town increased from 28.3 in 1990 to 31.3 in 2000.  This is considerably younger than the median age for Hancock County as a whole, which increased from 35.8 in 1990 to 40.7 in 2000.  The median age has most likely increased since the closing of the Navy facilities.

 

 

These trends are in sharp contrast to Hancock County as a whole, which experienced a 10 percent increase in its year-round population between 1990 and 2000.  Winter Harbor, along with Gouldsboro, Sorrento and some island communities, is among the handful of towns in the county that lost population.  As is discussed in the Housing and Land Use chapters, a decrease in population does not necessarily mean that the town isn’t growing.  Decreasing household sizes and second home building mean that the town has seen considerable development.

 

In 1990, the average number of persons per household in Winter Harbor was 2.84 compared to 2.46 in 2000.  During this same period, household sizes in Hancock County decreased from 2.48 to 2.31.   While household sizes in Winter Harbor have been above the county average, further decreases in household sizes are likely to have occurred since the closure of the Navy Base.  Smaller household sizes are significant since it means that more homes will be needed to serve the same number of people.

 

There have been changes in other population statistics as well.   In 1990 the town had a median household income of $19,712, which was 78 percent of the county income of $25,247.  By 2000, Winter Harbor’s median income had increased to $28,571, which was about 80 percent of the county income of $35,811.  The 1990 poverty rate in Winter Harbor was 9.1 percent compared to 10.0 percent for Hancock County.  In 2000, Winter Harbor had a poverty rate of 5.5 percent compared to 7.1 percent for the county.  While overall incomes remain below those of the county, the poverty rate in town has dropped significantly.  Here again, these data predate the closing of the naval facilities.

 

There has been a minor increase in educational attainment.  In 1990, 90.8 percent of Winter Harbor residents aged 25 and older had a high school education and 10.8 percent had a bachelor’s degree.  By 2000, 93.7 percent had a high school degree and 12.3 percent had a bachelor’s degree.  By comparison, Hancock County in 2000 had an 87.8 percent high school education rate and a much higher 27.1 percent Bachelor’s degree rate.

 

4.                  Projected Population

 

There is no reliable way to project population for a small town such as Winter Harbor.   The State Planning Office has developed projections for all towns in the state through 2015.  The figures for Hancock County, Gouldsboro and Winter Harbor are shown on Table A.2.  As seen, Hancock County as a whole has considerable growth potential.  This is consistent with recent trends of a high in-migration rate.  The population data for Winter Harbor show further decline before there is some recovery.

 

Table A.2 Projected Population through 20151
Unit of Government	2005	2010	2015
Winter Harbor	940	916	924
Gouldsboro	1,972	2,023	2,087
Hancock County	54,371	56,635	58,741
1 NOTE: refer to text for discussion of limitations of data and alternate projections   SOURCE: State Planning Office web site

 

These projections, however, should be considered conservative for Winter Harbor and Gouldsboro.  If the towns undertake a comprehensive economic diversification program, they could grow at a much faster rate.  This is especially likely  if Winter Harbor finds alternative uses for the former Navy housing.  The town could thus possibly face a 10 percent growth rate between 2000 and 2015 and have a year-round population closer to 1,100 by 2015.

 

5.                  Excerpts from the 1994 Plan

 

a.         Historical Review

 

The town of Winter Harbor contains the major part of the Schoodic Peninsula, all of the smaller peninsula of Grindstone Neck and several islands (practically all uninhabited except for a few summer residents). Most of the Winter Harbor residents of Schoodic Peninsula are personnel attached to the U.S. Navy Base located on the peninsula. There is also a Navy housing district close to downtown Winter Harbor. The Grindstone Neck peninsula has only a few year-round residents; most of the houses are summer residences. There are a few other summer residences scattered around the town along the west side of the Schoodic peninsula and the eastern side of Frenchman Bay. Winter Harbor was formerly a part of the Town of Gouldsboro, but in 1895 it was incorporated as the Town of Winter Harbor by the Maine Legislature. In 1928 the Schoodic peninsula became part of Acadia National Park. The U.S. Navy subsequently established a communication facility on the Schoodic Peninsula where it exists today. Early statistics show the following population growth pattern: 1850 - 311, 1880 - 400, 1900 - 571, 1910 - 590. The permanent 1980 census resident population for Winter Harbor was 1120, including Navy personnel. The 1990 census was 1157 for a 10-year increase of 3.3%. The Hancock County 1980 census was 41,781, and for 1990 it was 46,948, an increase of 12,4%. The 1990 census included 754 Navy personnel. The seasonal population varies with the month, peaking between July 4 and Labor Day at approximately 180. An historical review of population growth is found in Table A.3.

 

b.         Current Situation

 

            The section of Winter Harbor known as Grindstone Neck is generally considered to be that part of the Grindstone peninsula extending southward from the golf course. Most of the houses are for summer use only, although there are 1 or 2 occupied year round. There are a few other summer homes notably on Sargent's Point, Deep Cove, the "Gray Road" and the north end of Summer Harbor Road. There are some year round residences on the Summer Harbor Road, along Newman Street, and on the Birch Harbor Road, but except for the Navy Base most of the population lives close to the center of the town.

 

Table A.3:  History of Population Growth The following tabulation shows U.S. Census population for Hancock County and Winter Harbor
	HANCOCK COUNTY		WINTER HARBOR
Year	Population	% Growth Per 10-Yr	Population	% Growth Per 10-Yr.
1850	311
1860	37,379
1870	36,360	(-2.7)
1880	37,975	4.4	400	8.8
1890	37,016	(-2.5)
1900	37,039	0.0	571	19.5
1910	35,515	(-4.1)	590	3.3
1920	30,457	(-14.2)	503	(-14.7)
1930	30,760	1.0	517	2.8
1940	32,388	5.3	518	0.0
1950	32,083	(-1.0)	568	9.7
1960	30,812	(-4.0)	756	33.1
1970	34,505	12.0	1028	36.0
1980	41,781	21.1	1120	8.9

 

B.  ECONOMY

 

1.      Purpose

 

An understanding of the economy is important in planning for the future of a town.  This is especially the case for Winter Harbor, which has undergone a dramatic shift with the closing of the Navy Base.  This section aims to accomplish the following:

 

a.       Summarize economic trends since the early 1990s;

 

b.      Identify current economic issues; and

 

c.       Present the findings of the 1994 comprehensive plan

 

2.      Key Findings and Issues

 

            The closing of the Navy base has changed the economic base of the town.  The full impact of these changes on the economy is just beginning to be registered in government statistics.  However, the reuse of the main naval facility as an environmental research center, the marketing of the naval housing and the general growth of the Hancock County economy, mean that the employment situation for residents is likely to improve.

 

3.      Trends Since 1990

 

            While the town lost population between 1990 and 2000, its civilian labor force actually increased from 288 to 419 (see Table B.1).  Apart from a slight increase in self-employment, the proportions among the employment categories were largely unchanged.  Given the new restrictions on fishing, it is likely that the many of the self-employed ran small businesses or were independent contractors.   It should be noted that Winter Harbor has a higher rate of self-employment than does Hancock County as whole.  This is reflective of the highly entrepreneurial nature of the Winter Harbor labor force.

 

Table B.1 Class of Workers, Employed Persons 16 Years and Over, 2000
	Winter Harbor		Hancock County
	Number	Percent	Number	Percent
Private Wage/Salary	249	59.4%	17,470	69.8%
Fed/State/Local Gov’t	95	22.7%	3,511	14.0%
Self-employed	75	17.9%	3,975	15.9%
Unpaid Family Member	0	0.0%	78	0.3%
Total	419	100.0%	25,034	100.0%
SOURCE:  U.S. Census, 2000, Table DP-3
Class of Workers, Employed Persons 16 Years and Over, 1990
	Winter Harbor		Hancock County
	Number	Percent	Number	Percent
Private Wage/Salary	175	60.8%	14,604	58.3%
Fed/State/Local Gov’t	62	21.5%	2,998	12.0%
Self-Employed	37	12.8%	3,325	13.3%
Unpaid Family Member	14	4.9%	73	0.3%
Total	288	100.0%	21,000	83.9%
SOURCE: U.S. Census, CPH-L-83, Table 2

 

Table B.2 compares employment by industry sector for Winter Harbor and Hancock County.   There is a significantly higher proportion of persons employed in agriculture, forestry and fisheries than in the county as a whole.  This is indicative of the importance of fishing to the local economy.   There is a smaller proportion of persons employed in professional, scientific and related professions.  The town is more remote (by road) than some parts of Hancock County from Jackson Lab and other major scientific employers.  

 

Table B.2 Winter Harbor & Hancock County:  Employment by Industry Sector, 2000
	Winter Harbor		Hancock County
Category	Numbers	Percent	Numbers	Percent
Agriculture, Forestry, & Fisheries	38	9.1%	1,315	5.3
Construction	47	11.2%	2,524	10.1
Manufacturing	50	11.9%	2,369	9.5
Wholesale trade	13	3.1%	575	2.3
Retail trade	54	12.9%	3,057	12.2
Transportation, warehousing and utilities	12	2.9%	883	3.5
Information	7	1.7%	644	2.6
Finance, Insurance & Real Estate	2	0.5%	1,191	4.8
Professional, scientific, management, administrative and waste management services	11	2.6%	2,005	8.0
Educational, health and social services	74	17.7%	5,544	22.1
Arts, entertainment, recreation, accommodation and food services	34	8.1%	2,252	9.0
Other services (except public administration)	31	7.4%	1,672	6.7
Public Administration	46	11.0%	1,003	4.0%
Total	419	100%	25,034	100.0%
Source:  2000 U.S. Census: Table DP.3

 

 

Unemployment rates are shown in Table B.3.  As seen, Winter Harbor has had an unemployment rate somewhat higher than the adjoining town of Gouldsboro and Hancock County as a whole.   Here again, these figures do not reflect the full impact of the naval facility closing.

 

 

 

 

4.      Current Economic Issues

 

Any economic development strategy needs to focus on a town’s strengths.  One key asset for Winter Harbor is the willingness of many residents to be self-employed.    This means that small business assistance strategies are an important economic development strategy.  The town also needs to work with area economic development specialists to determine what spin off businesses could capitalize on the Schoodic Education and Research Center (SERC).

 

As mentioned in the 1994 plan, Winter Harbor has little land for industrial development.  However, it adjoins the town of Gouldsboro that has vacant land along Route 1.  Given the increased traffic congestion in the Ellsworth-MDI area, more businesses may be interested in locations further Downeast.  Thus, Winter Harbor might want to work jointly with Gouldsboro in developing an industrial park in that town.

 

5.      Highlights from 1994 Plan

 

a.                  Historical Review

 

Historically, Winter Harbor has been a fishing industry town, with other supporting business such as restaurants, food store, general merchandise store, and gas station. Over the past 25 to 30 years the town has had a continuing increase in the number of retired people. These consist of Navy retirees who were once stationed in Winter Harbor, native people who have always lived in Winter Harbor, and others that have visited our area and have decided to retire here where life is simpler and slower, Our public opinion survey revealed that most retirees are here because of the quality of life in Winter Harbor.

 

There is little industry in Winter Harbor so the opportunity for employment is slim unless you are self-employed. That is one reason the average age of residents has grown older; the young people that grow up in this town cannot stay in the area due to the lack of employment opportunities. The Navy base is the largest part of our economy, with payroll of over 9 million dollars per year.

 

The current Winter Harbor labor force (1988) as determined by the Maine Department of Labor was 399, with 383 employed and 16 unemployed. That gives us an unemployment rate of 4.01. The Hancock County average rate is 4.50. The labor force figure doesn't include any of the federal employment in Winter Harbor.  Due to the fact that we are a small town and not listed in the “Maine Employment Earnings Statistical Handbook,” we can only use the average income by occupation for Hancock County. The averages are as follows:

 

Occupation                                                              Average Weekly $

 

Fishing/Forestry                                                         176.90

Construction                                                              314.30

Retail Trade                                                               206.46

Finance/Insurance-Real Estate                                   363.52

Services                                                                    277.29

Manufacturing                                                            480.23

Wholesale Trade                                                       323.95

 

b.                  Major Employers

 

The major employer in Winter Harbor is the U.S. Government with 148 full and part-time civilian and 350 military personnel. Seventeen of the civilian employees live in Winter Harbor with the remaining coming from surrounding communities. The civilian payroll is $2.7 million and the military is $6.6 million for a total of $9.3 million.

 

c.         Strengths & Weaknesses

 

            The Navy Base, with its large payroll, contributes substantially to the local economy. Due to the nature of the services that the base supplies, the base appears to be secure against closure. The fishermen in the area are dependent on the amount of lobsters that they can haul, the abundance of the resource, and the fluctuation in market price, which at this time is less per pound than 20 years ago.

 

The number of full-time lobstermen is down, largely due to economic factors in the industry. Winter Harbor will have little success in attracting industry since there are few adequate sites, we are too remote, and we have no significant labor force.

 

C. HOUSING

 

1.                  Purpose

 

It is important for a comprehensive plan to have an analysis of the housing market and local and regional housing needs.  This section aims to:

 

a.         review housing trends since 1990;

 

b.         discuss housing affordability; and

 

c.         present the findings of the 1994 plan.

 

2.                  Key Findings and Issues

 

Winter Harbor has a much higher proportion of rental units than does Hancock County as whole.   Since the closure of the naval facilities, many units formerly rented to Navy personnel are now rented to other tenants.  However, the total number of homes in town increased from 515 to 558 between 1990 and 2000.  While housing purchase prices are below the county median, incomes are also lower.  The median household income is insufficient to purchase the median priced house.

 

3.                  Recent Trends

 

Even though the town lost year-round population between 1990 and 2000, its total housing stock (year-round and seasonal) increased by about 8 percent (see C.1).  This is indicative of the high demand for housing throughout Hancock County.   This trend is likely to continue as Hancock County continues to attract new residents.

 

 

Table C.2 shows the breakdown between various year-round housing types.   While there was a 27 percent increase in the number of single-family homes, there was, according to the U.S. Census, a nearly 45 percent decrease in the number of duplexes and multifamily homes.  This may be due to error in Census reporting procedures.  The number of mobile homes increased by 47 percent.   If the discussed demolition of some of the former Navy multi-family units is undertaken, there will likely be further decreases in the number of multi-family units.   According to the 2000 Census, no one in town was housed in group quarters (such as barracks).  In the past, the Navy had some population in barracks.

 

Table C.2 Change in Housing Types, Winter Harbor: 1990–2000
	1990		2000
Type	Number	Percent of Total	Number	Percent of Total	Percent Change
Single family	334	64.9%	424	76.1%	26.9%
Duplex/ Multi-family	145	28.2%	80	14.4%	-44.8%
Mobile Homes	36	7.0%	53	9.5%	47.2%
Total	515	100.0%	557	100.0%	8.2%
SOURCE:  U.S. Census

 

The breakdown between rental and owner occupied year-round housing is shown in Table C.3.    As of 2000, about half of the housing stock was renter occupied.  This is a far greater proportion of rental units than Hancock County as a whole.  This is reflective of the impact of the Navy population on the town’s housing market.   Since the base closure, these rental units have attracted many tenants from elsewhere in Hancock County.   The former Navy duplex units were purchased by a private entrepreneur and are being sold on the open market with no restrictions on the terms of the sale by the town.   The 20 single-family units had an asking price of $100,000 and were all under contract and sold as of March 2004.  The 14 duplexes had an asking price of $145,000 and there was also a 32-unit apartment complex with an asking price of $1.8 million.   These units mean that there are far more rental opportunities for moderate income households than in many Hancock County towns.

 

These units contribute to the supply of moderate cost housing in Winter Harbor.  By contrast, the Maine State Housing Authority listed the 2003 median sales price for adjoining towns were considerably higher (Gouldsboro $232,000, Sullivan $122,000, Hancock $131,000 and Ellsworth $134,000).  Purchase opportunities in Winter Harbor are thus better than in many Hancock County towns.  These relatively low prices mean that Winter Harbor presently offers adequate home purchase opportunities for moderate income households.

 

 

The breakdown of contract rents is shown in Table C.4.   As of 2000, the median monthly rent in Winter Harbor was $525, which was slightly higher than $514 for Hancock County as a whole.  This again was probably reflective of the high demand created by Navy personnel.   Rents, however, have been increasing throughout Hancock County. The average rent in Hancock County for a two-bedroom apartment (including utilities) in 2002 was $686 compared to $559 in 2001.            Comparable data are not available for Winter Harbor.

 

 

Table C.5 compares the value of owner-occupied homes between Winter Harbor and Hancock County.  The median value in Winter Harbor was $84,700 in 2000 compared to $108,600 for Hancock County.  Prices are thus well below the county-median.  It should be noted that these data are for year-round homes and do not reflect the values of second homes, including those in prime waterfront locations.

 

 

 

4.         Affordable Housing

 

            Under the state’s comprehensive planning process, towns must assess their affordable housing needs.  Winter Harbor presents a particularly complex situation.  The recent closure of the Navy base means that as of 2003 there are many vacant rental units.  There are also, according to the Maine State Housing Authority data, two subsidized units for lower income families and eighteen for seniors.  The main rental housing challenge is to find tenants rather than encouraging the creation of new units.

 

            According to the Maine State Housing Authority, the median sales price of a home in Winter Harbor decreased from $88,700 in 2000 to $77,000 in 2001 and increased to $83,000 in 2002.  These figures were based on sales records for five to seven units a year.   A household with the estimated 2002 median income of $24,939 could afford no more than a $70,823 house. Median incomes are insufficient to purchase the median-priced house.   While there may be sufficient (and perhaps even a surplus of) rental opportunities in Winter Harbor, first-time homebuyers have more limited opportunities.

 

A related housing issue is overall condition.  While no studies have been done, it appears that many of the older homes and apartments in town are in poor condition.  The town may want to conduct a housing condition survey and seek matching state and federal grant funds to bring homes up to standard.

 

5.         Dwelling Unit Projections.

 

            It is possible to estimate the number of year-round homes that will be built by dividing the projected population by the projected household size.   The Population chapter presented a range of population projections.  Due to the aging of the population, the average household size is assumed to 2.31 by 2015, which is lower than that for 2000.  Projections are shown under both a slow and fast growth scenario (see Table C.6).   As with all projections, these numbers need to be revisited periodically to assure that they are consistent with recent growth trends.

 

            These projections show that under the slow growth scenario there is virtually no change in the number of year-round occupied units.  Under the fast growth scenario, the total number of units will increase to 476 (from 402 in 2000), a rate of 18 percent.  These data do not reflect the number of temporarily vacant dwellings and second homes. 

 

While there is no reliable way to estimate the number of second homes that will be built, the number increased between 1990 and 2000 at a faster rate than year-round homes.  A liberal estimate would be for the town to experience a 20 percent increase in the number of second homes.  This would mean that the number of second homes would increase from 133 in 2000 to 160 by 2015.

 

 

6.         Major Findings from the 1994 Plan

 

a.         Historical Review

 

Land in the area of Winter Harbor owned by Thomas Frazer and John Lane was acquired by William Shaw in the early 1790's. William Bingham bought this land in 1796, later to sell parts of it and thereby becoming the first subdivider in Winter Harbor.

 

The Town has not changed appreciably in general layout over the years. Historical records show a significant number of large boat houses crowding the shore front in the center of town. There were other major buildings (hotels and supply businesses) also in the center town area. These buildings were eventually torn down or destroyed by fires or storms.

 

The following tabulation shows the number of housing units based on U.S. Census data for Hancock County and Winter Harbor in 1980, and new units added each year through 1987, and the gain in housing units (Bureau of Taxation information):

 

	HANCOCK COUNTY			WINTER HARBOR
YEAR	BUILT	BURNED/ DESTROYED	NET GAIN	BUILT	BURNED/ DESTROYED	NET GAIN
1981	295	33	263	1	0	1
1982	249	21	228	4	2	2
1983	248	53	195	7	2	5
1984	306	22	284	9	0	9
1985	323	28	295	8	0	8
1986	369	30	339	9	0	9
1987	438	32	406	4	0	4
1988	468	28	440	4	10	-6
Total	2,696	247	2,449	46	14	32
1988 est.				5	0	5
1990 est.				7	0	7
Total				58	14	44

 

Since the Navy had no change in the number of living units since 1980, it is apparent that the above data is applied to the civilian segment of Winter Harbor only.

 

The following tabulation shows the results of the 1980 census and tabulates the type of structure (single, duplex, multi or mobile), and whether the unit was owner or renter occupied:

 

 

A November 1990 physical count of residences (units) in use, but not necessarily occupied at the time, showed a total of 379 which included an estimate of 50 multi units. This compares fairly closely to the 350 units shown by the 1980 census plus the net gain of 44 units from 1981 through 1990 for a total of 394 units.

 

However, the physical count of 379 civilian units plus the 154 Navy units totals 533 units. The 1990 Decennial Census shows 515 total housing units and 150 vacant housing units which would indicate a net of 365 occupied housing units. There are approximately 65 houses, mostly on Grindstone Neck, that are seasonally occupied and the owners are not residents of Winter Harbor.

 

Large tracts of land in Winter Harbor are being held by a few landowners and with little exception none is being offered for sale at the present time. The following tabulation shows building permits issued for new houses for the past 5 years. These permits do not include permits for additions, alterations, driveways, septic systems, garages, barns, etc., just for new homes:

 

Housing Permits by Year:  1986-1  1987-2  1988-5  1989-7  1990-1

 

The data may not correspond to other data on net gain in housing in this report because although a building permit may have been issued in one year, the house may not have been completed until a subsequent year.      Since the Navy had no change in the number of living units since 1980, it is apparent that the above data is applied to the civilian segment of Winter Harbor only. The U.S. Navy has housing for Navy personnel in or close to downtown Winter Harbor and on the Schoodic Peninsula. There are 82 units of housing, two-story wooden frame structures on 23 acres, in three subdivisions: Capehart (Harbor Heights) 20 three bedroom houses, Old Fund (Ocean Heights) (across from Chases Restaurant) 30 three bedroom houses, and New Fund (behind IGA) 16 three bedroom and 16 two bedroom apartments. Capehart was completed in 1959, Old Fund in 1962, and New Fund in 1971. The Navy Public Works Department rates Capehart in excellent condition, Coastal Heights excellent, and New Fund excellent. The Navy places a real estate value of Winter Harbor Housing (land and buildings) at $6,384,083.

 

            Major renovations to all units were completed in 1991-1994, with major emphasis on Coastal Heights and New Fund. Repairs will include new roofs, siding, windows, doors, and heating systems. Capehart repairs will be primarily updating kitchens and bathrooms.

 

            Schoodic Housing was completed in 1980, and is in excellent condition. There are 32 units consisting of 24 two bedrooms and 8 four bedrooms. Building 1 consists of three 1 bedrooms, seven 2 bedrooms and one 4 bedroom built in 1935. This building is scheduled for major repairs beginning in 1990. The Navy places a real estate value of Schoodic Housing and Building 1 at $7,783,000.

 

D.        TRANSPORTATION

 

1.                  Purpose

 

A town’s transportation system is critical in determining how it will grow.  Development generally locates along roads.  Poorly planned development in turn may create traffic problems that require road improvements.  This section addresses the following:

 

a.         an overview of Winter Harbor’s transportation systems;

 

b.         present transportation needs; and

 

c.         likely future needs.

 

2.                  Key Findings and Issues

 

Winter Harbor’s transportation system is generally in good condition.  There are, however, major problems with the downtown sidewalks and parking at times of peak use.  The Route 186 Scenic Byway designation should lead to further improvements along this road. Year-round ferry service to MDI would help enhance the reuse of the Navy housing.

 

3.                  Overview of Transportation Systems

 

Most of the Winter Harbor roads are in the historic right of way. Route 186 on outer Newman St. has been straightened and improved. Ferry service to Bar Harbor was available until the early 20th century. This service was resumed in the early 21^st century. The remnants of early carriage trails can still be found in the area. The shipping industry was a major component of our early economy and Winter Harbor takes its name from accessible winter anchorage.

 

a.         Roads

 

The Maine Department of Transportation provides road assistance on 15 miles of roads in the winter and 10 miles in the summer. There are 4 major private roads in town, all of which are dirt/gravel. One is located on Sargent Point, one is Deep Cove Road, one is Bay Lane located on Grindstone Point (used only in the summer), and one that is known as "The Avenue" located off Main St. (only 4-wheel drive vehicles can use the road). Federal roads include 7.5 miles in the Schoodic section of Acadia National Park, .43 miles in the in-town former Navy housing developments, and 2.7 miles on the former Navy base at Schoodic Point. Most town roads are in good condition and have been recently resurfaced. Also, at this time, maintenance on all other roads is adequate.   Winter Harbor has ordinances that require developers to build their own roads, and they must meet certain specifications to conform to other town roads. At this time our growth areas do not need new roads for access.

 

The primary road access to Winter Harbor is via Route 186.  A bike lane is scheduled to be added to Route 186 in the summer of 2005.  Further improvements to this road are included in the current MDOT six-year plan.  Overall, the value of Route 186 has been enhanced through the Scenic Byway designation, which will help efforts to promote tourism in the area.

The proposal for a Schoodic Scenic Byway was developed during the 1990s by a grass roots coalition from Winter Harbor, Gouldsboro and Sullivan.  After being deemed eligible in 1999, a corridor management plan was written and adopted by all three towns at town meetings.  In 2000 national designation was received and a byway corridor management committee was formed.  This committee, working with the Hancock County Planning Commission has written a series of grant proposals, earning over $500,000 in support for projects including improvements for scenic turnouts, public rest areas, gateway monuments, technical support for shoulder paving and promotion of local economic development.

 

The Corridor Management Plan states four major goals:

 

1: Maintain and enhance the scenic and historical value of the scenic byway

2: Provide safe traveling lanes for Pedestrians, Bicycles and Motor vehicles

3: Foster participation and community support for the scenic byway

4: Promote education on the need for resource protection and preservation

 

These goals and a series of more detailed objectives and strategies, having been adopted by all three towns, guide efforts of the corridor management committee.  In order to sustain the Schoodic National Scenic Byway the town is asked to remain active on the Corridor Management Committee, identifying local needs and promoting local goals (the goals and objectives for the byway study are attached in Appendix II)

 

b.         Parking Facilities

 

Public parking is limited in Winter Harbor. The two largest areas are the Town Dock, with 25 sites, and the Town Office/School lot. Other businesses have semi-private spaces, but most parking is on the street. There are 25,000 square-yards of parking at the Schoodic campus base and 6,500 square-yards at other former Navy facilities. However, these areas are restricted in their usage and may not be available to the general public. This will depend on the final reuse plan for all former Navy facilities.  The National Park Service provides parking areas along the length of the loop road and at the summit of Schoodic Head, (reached by a gravel road). The three largest areas are Frazier Point (26 sites), Schoodic Point (50 sites), and Blueberry Hill (10 sites).

 

Although limited parking is generally adequate for most of the year, there is a shortage of easily accessible spaces in the summer.  The annual Lobster Festival particularly stresses the parking situation. Private lands are usually made available for this one-day event. Perhaps the town dock is the one area that could use additional parking sites year-round, particularly during the summer and fall fishing season.  This issue is also addressed in the Existing Land Use chapter.   Parking is an issue that would need to be addressed in any downtown revitalization project.

 

c.         Bridges

 

There are two bridges in Winter Harbor; one over Mill Stream is 21 feet long and is state owned and maintained. The second is located on the Park Road at the entrance to Acadia National Park. It is 48 feet long, and is federally owned and maintained. This bridge was rebuilt in the spring of 1991 by the Park Service.

 

d.         Rail Lines

 

The closest rail line is in Ellsworth. It formerly provided service between Brewer and Calais, but at this time the line is abandoned.   The line is now owned by the state and various proposals are being considered for its reuse.  Given the condition of the tracks, any restoration of service will be a very costly venture.

 

e.         Motor Express

 

United Parcel Service (UPS) runs Monday-Friday, with an in town pick-up spot at the 5&10. Federal Express runs Monday-Friday as required. Most of the large national moving concerns deliver and pick-up in Winter Harbor.

 

f.          Airlines

 

The Hancock County Airport is in Trenton, 30 miles from Winter Harbor. It is serviced by various public airlines and rental agencies. Service is limited in the winter months with approximately four flights per day to Boston. More flights are available in the summer months to meet the needs of tourists and commuting summer visitors. This is also the nearest airport for private aircraft. The Bangor International Airport, which is 50 miles from Winter Harbor, is a full-service airport with 4 airlines, providing access to all parts of the world. There is also a helicopter pad located at the former Schoodic Navy Base.

 

g.         Port Facilities

 

            There are no facilities in Winter Harbor for large ships to dock. We do have a town dock that is used by the local fishermen and private pleasure boats. There is also a full service marina located in Henry Cove with launch ramps and hoists. In Sand Cove there are seasonal moorings operated by the Winter Harbor Yacht Club which are used primarily by sailboats in the summer. More information on Port Facilities can be found in the Marine Resources section of the plan.

 

h.         Pedestrian Ways

 

Hiking trails are available in the Schoodic section of Acadia National Park that vary in difficulty, with most being easy to moderate. Around Grindstone Point there are old fire roads that are used for walking and off-road biking.   As mentioned in the Land Use section, the sidewalks in the downtown area are in very poor condition.

 

i.          Bus Service

 

We have a very limited bus service in Winter Harbor. Downeast Transportation, an Ellsworth concern, has small buses that stop at 4 places in town. Every Thursday the bus runs from Winter Harbor to Ellsworth in the morning and returns to Winter Harbor in the afternoon. The nearest Greyhound service is in Ellsworth (only from June to September); the nearest terminal is in Bangor. There is also a small bus company located in Calais that runs from Calais to Bangor daily, and stops at Young’s Store, which is located on Route 1 in Gouldsboro 8 miles from Winter Harbor. Winter Harbor could use a reliable bus service providing more frequent stops. Taxi service is available but not convenient.

 

As of 2003, expanded bus service is contemplated to connect the former Navy housing with the ferry service.  Another option is direct bus service to Mount Desert Island.  Efforts are underway to provide a summer bus service for the Schoodic portion of Acadia National Park that would be similar to the Island Explorer service on MDI.

 

4.         Major Transportation Issues

 

As mentioned above, parking is one major transportation issue.  Another is the need to address ferry transportation needs.  The Schoodic-MDI ferry is important if the naval housing in Winter Harbor is to attract employees who commute to jobs on Mount Desert Island.  Continued implementation of the Route 186 byway is another important need. 

 

The town also faces some traffic hazards that need to be addressed.  These include the hazardous conditions of the sidewalks in the Main Street area.  Overall, the town is facing increased traffic congestion during the summer months.

 

Year-round ferry service between Winter Harbor and Mount Desert Island could help attract more people to the former Navy housing.  The service would reduce the commuting time to the island.  This is an issue the town needs to explore with private sector transportation providers, the Maine Department of Transportation and major employers on Mount Desert Island.

 

5.         Likely Future Needs

 

            Even if the town experiences a relatively low rate of year-round population growth, it is likely to experience more traffic on its roads.  The increased traffic congestion elsewhere in coastal Hancock County means that more people are likely to visit the Schoodic area.  This means that long term planning for bus service, bicycle facilities and other measures that give people an alternative to travel by car are needed.  The town may also want to explore development of park and ride lots, as more commuting by residents to areas such as Ellsworth is likely now that there are fewer jobs in town due to the Navy base closing.

 

            It is also important to manage land development along Route 186.  Intensive development could mean more vehicles exiting and entering the highway.  This problem can be mitigated by measures that require greater distance between curb cuts, use of shared access roads and limiting the areas where commercial development is allowed.

 

 

E.  PUBLIC FACILITIES AND SERVICES

 

1.         Purpose

 

An understanding of current and likely future public facilities needs is essential in assessing new expenditures that a town could face in the future.  This section aims to:

 

a.                   assess major changes in Winter Harbor’s services and facilities since the last comprehensive plan was prepared;

 

b.                  review current conditions and likely future needs; and

 

c.                   determine the feasibility of sharing additional services with the town of Gouldsboro.

 

2.         Key Findings and Issues

 

Winter Harbor faces several challenges with its public facilities and services. The situation may be aggravated by the closure of the naval facilities. For example, the water district will experience a drop in revenue unless new uses are found for the naval housing with comparable demand for water.  Regardless of the level of water demand, the district will have to replace some aging mains.  The fire department, already facing an overcrowded and inadequate building, will lose some of its volunteers and may face the expense of protecting vacant properties presently protected by the Navy.

 

The town has the potential to share more services with the adjoining town of Gouldsboro if some logistical issues can be addressed.  Potential areas of cooperation include police and fire protection and the schools.  The overall status of municipal services in Winter Harbor will remain uncertain until naval facility reuse plans are finalized.

 

3.         Water District

 

a.         Summary of 1993 Plan

 

The plan reported that water system was “sufficient for all future growth.”  At that time the water supply did not meet drinking water standards and a new treatment system was needed.  The original capacity of the lines had been reduced to 60 to 70 percent and many feet of line needed to be replaced.

 

b.         Current Conditions

 

There have been several major changes in the water system since the last plan was completed.   The district received state and federal grant funding for an underground water source, which has improved water quality dramatically.  While the system was previously a privately owned company, it is now managed by a water district a quasi-municipal entity formed by legislative act. It relies on grants and rate payers to support the system.  As is shown in the following paragraphs, additional improvements are needed.

 

           (1.)       System Description

 

The system was originally built between 1890 and 1895 and there were major expansions in the 1930s.  There is an average daily flow of 85,000 gallons per day (gpd) and the  safe capacity of the system is 175,000 gpd.  Flows average about 75,000  gpd in the winter and increase to about 140,000 gpd in the summer.  The record flow, during a water main break, was 246,000 gpd.   If the Naval facilities were to remain vacant after their closure, the Water District expects the flows to drop by about 40,000 gpd. 

 

There are 143 year-round residential and eleven commercial connections.  There are also 86 seasonal residential users for a total of 240  connections.  The district expects to lose 38 connections after the Navy Base closure.

 

The latest information on the distribution system is summarized in Table E.1 below.  As can be seen, many of the pipes are at least 70 years-old and in “questionable” condition. The district has had several major line breaks in the past few years due to the age of the pipes and added water pressure.  Pipes that were designed for 20-30 pounds of pressure now have 80 plus pounds.

 

Table E.1 Summary of Water District Pipe Conditions
Location	Type	Age	Condition
From Pump House to Harbor Road	12” ductile iron pipe	1999-2001	New
From Sargent Drive, east to Tower	12” ductile iron pipe	2000	New
Sargent Drive to center of town	8” cast iron pipe	1930s	Questionable
Harbor Road to West End of Forest Ave.	8” cast iron pipe	1920s	Questionable
Center of Golf Course around Grindstone Neck	6” cast iron pipe	1900s	Questionable
Harbor Road and Sargent Drive	4” cast iron pipe	Old	Questionable
SOURCE: Winter Harbor Water District

 

There are presently 30 fire hydrants on the system, including those on the Navy Base.  The fire chief does not recommend that any additional hydrants be installed at the present time.  However, if the mains along Forest Avenue are replaced, the chief recommends that a hydrant be placed at the end of that street.

 

c.         Current and Future Needs

 

The old standpipe needs new coating both inside and outside as well some rust removal.  There needs to be continued replacement of the old water mains.  The District is currently seeking grant funds to address these needs. The Navy Base closure would mean a drop in revenues.

 

d.         Potential for Shared Services

 

Due to the distance between the settled areas of Gouldsboro and Winter Harbor and the presence of ledge,  it is unlikely that an extension of the Winter Harbor Water District into any portion of Gouldsboro would ever be economical.  Therefore, there is no real potential for shared services.

 

e.         Other Water Supplies

 

 Most new buildings in the town will have private water supplies as the land available for building is not accessible to the public system. The future land use plan, however, makes recommendations to discourage growth in the more remote parts of town. The former Navy housing at Schoodic is supplied by an independent public system and there is also a system serving the National Park Service at Frazer Point. As of 1990 25% of the Town's population had  private wells.  No comparable data are available from the 2000 Census.

 

4.         Education

 

a.         Summary of 1993 Plan

 

The plan addressed no specific issues with education.  As is the case in 2002, students in grades k-8 attended the Winter Harbor Grammar School and those in 9–12 attended Sumner Memorial High School in Sullivan.

 

b.         Current Conditions

 

Winter Harbor is part of School Union 96.  The other members of this union are Gouldsboro, Sullivan, Sorrento, Franklin and Steuben.   Winter Harbor students attend grades K-8 at the Winter Harbor Grammar School and grades 9-12 at the Sumner Memorial High School in Sullivan.   Please note that this information is current as of August 2003, it does not reflect the significant changes in school facilities that are taking place as the plan was going to print. 

 

(1.)       Winter Harbor Grammar School

 

The Winter Harbor Grammar School has ten classrooms as well as a library.  It leases the gymnasium from the town.  The school meets all state accreditation requirements. There is presently excess capacity since the school has a rated design capacity of 210 students and current (fall 2003) enrollment is 28. 

 

Before the closure, there were 25 faculty and staff. The union expects to have only 8.3 full-time equivalent staff if current post-closure enrollment remains at its present levels.  The annual budget for the school was $845,700 and this amount was expected to decrease to about $575,000 after the base closure.  These figures are subject to revision and may have changed by the time this plan is adopted. Per pupil costs are expected to increase from $13,811 to $15,625.  While enrollment fluctuated during the late 1980s and early 1990s, it has been declining since 1997 (see Table E.2).  In 1989 there were 143 Winter Harbor students in grades K-6 compared to only 63 in these grades in 2001.    The school already had vast amounts of excess capacity before the closure.

 

 

            Due to the many uncertainties, there is no reliable way to project future enrollment trends.  If a reuse is found for the Navy housing that will result in the units being occupied by families with school-aged children, these projections will have to be revised.

 

(2.)       Sumner Memorial High School

 

            The Sumner Memorial High School has a rated capacity of more than 400 students and had a fall 2001 enrollment of 322.    Facilities include 24 classrooms and a 8,937-square-foot gymnasium, a 2,580-square-foot library and a 2,300-square-foot cafeteria.   One immediate need is replacement of the portable classrooms.  There are, however, no current state accreditation deficiencies.

 

            No additional faculty or staff is presently needed and no change in staffing is expected as a result of the Navy Base closing.  The 2001-2002 budget for the school was $2,748,355.  It was expected to increase to $2,800,000 after the base closing.

 

            Enrollment trends are shown on Table E.3.  As with elementary school enrollment, there have been considerable fluctuations over time.  Between 1996 and 2000, however, there was a steady decrease from a total of 358 students to 322.  Enrollments are expected to continue to decline for the next few years.

 

 

 

c.         Potential for Shared Services

 

Since Winter Harbor has lost a large portion of its grammar school enrollment, it has ample excess capacity.  It thus could consider sharing facilities with the town of Gouldsboro.   This issue is being studied as the comprehensive plan is being prepared.

 

5.         Public Works

 

a.         Summary of 1993 Plan

 

            This issue was not addressed in the plan.

 

b.         Current Conditions and Future Needs

 

            Winter Harbor does not have a public works department.  All road maintenance is done on a contractual basis.  The town owns no public works equipment.  The closing of the Navy Base may mean that the town would have to assume responsibility for manhole clean-outs and road maintenance and plowing for the base housing units.

 

            There are several road deficiencies that should be addressed over the next few years.  State Route 186 has drainage problems and there are hazards due to the inadequate separation of motor vehicle and bicycle traffic.  The Route 186 concerns are scheduled to be addressed by the Maine Department of Transportation. Other roads that need improvement are Forest Avenue, Grindstone Avenue, Summer Harbor Road, Meadow Lane and Bellview Roads.

 

6.         Fire Department

 

a.         Summary of 1993 Plan

 

The plan indicated that the fire department was well-equipped and that it could rely on the Navy Base for back-up services.

 

b.         Current Conditions

 

(1.)       Staffing

 

Fire protection is provided by the 15-member volunteer fire department.  These volunteers are supplemented by mutual aid arrangements with adjoining towns.  Daytime coverage is limited.  Sometimes four volunteers are available to respond to calls during the day, at other times none are available.  OSHA rules require a minimum of five personnel for the initial response, this shortage of personnel is thus a serious deficiency.   There are generally an adequate number of volunteers during evening and weekend hours.

 

There are no paid personnel who could provide day coverage. While the department would like to have such a position, it could not afford the cost at this time.  If such an individual could be hired, he/she could be valuable in repairing and performing required checks on equipment, keeping records up to date and doing fire prevention presentations in schools.

 

It is hard for the volunteers to find time to attend the required training sessions plus the monthly business meetings.  There is at least one training session per month. It is already difficult to find enough volunteer to fill position such as secretary, treasurer and training officer.

 

The department needs to meet numerous training requirements.  These include training in blood borne pathogens, sexual harassment and NFPA 1001 firefighter professional qualifications.  It must also assure that it meets air pack and bottle tests (NFPA 1404), hose tests (NFPA 1962), engine service test (NFPA 1901) and ladder tests (NFPA 1931).  It must also meet NFPA 1500, state and federal OSHA respiratory standards.  The department has three emergency medical technicians (EMT’s) compared to six in the Gouldsboro fire department.  The two towns already share emergency medical services.

 

            The department has entered into a mutual aid arrangement with the Gouldsboro fire department to address these staffing shortages.  Both departments now automatically respond to calls in the other town.  These arrangements supplement standard mutual aid arrangements and increase daytime coverage.  There is also an arrangement with the National Park Service.

 

c.         Facilities and Equipment

 

The fire department is housed in the 2,184 square-foot fire station on Main Street.  Rooms include a 130-square foot meeting room, a 68-square-foot furnace-equipment storage room and a 52-square-foot bathroom-supply room and equipment, gear storage and laundry areas.  There are also two heated bays for trucks.

 

The building has several deficiencies.  The meeting room is too small to be used as a training room.  Also, it is not good practice to keep the department’s records and/or correspondence in the general meeting room.  The department needs at least one additional bay.   The ceilings in the vehicle storage area are not high enough.  Current NFPA requirements are that they be at least seven feet above the tallest truck.  Floor drains and exhaust removal arrangements are also inadequate.

 

While the size of the current station fall shorts of NFPA requirements, there is no room for expansion of the building at its present site.  It is located in the flood zone.  This means that the town may have to consider a new station someplace else in town.  The department does not foresee the need for any branch stations.

 

The current inventory of equipment is shown in Table E.4.  No additional pieces of equipment are expected to be needed in the next five to ten years.  The American LaFrance engine will have to be replaced by about 2004

 

 

 

d.         Level of service

 

The department presently has an average response time of five to seven minutes for calls in Winter Harbor.  For the most remote part of town, the call may take six to eight minutes.  For the most remote part of Gouldsboro, a call may take 20 to 30 minutes.  There are several areas of town where it is difficult to provide prompt access due to mud or poor road conditions.  These include Bay Lane, Barrett Avenue, Deep Cove Road, Meadow Lane, Point Road, School Street and Sargent Street.  Some are too narrow and some have no cul-de-sac.  Some private drives are hard to reach since they have low hanging trees or are not cut back far enough for large emergency vehicles.   Another issue is the lack of road signs in some developments.

 

In addition to regular fire fighting, department does school presentations during fire prevention week.  It also does fire inspections on request.    It would like to expand both these programs.  It also sees the need for a code such as NFPA 1+ to encourage automatic alarms and domestic sprinklers.

 

The department faces several water supply problems.  While the supply on the new parts of the public water system is adequate, it is less so on side streets and past Harbor Road.  A dry hydrant is needed on the 700 block of Summer Harbor Road.  The department also faces water supply problems on Grindstone and Sargent Points, Birch Harbor Road and in the Gerrishville area.

 

Fire department calls for service are shown on Table E.5.  In recent years they have averaged just over 30 a year.  If the Navy base is left vacant without a supervised fire detection system, there could be the risk of a significant fire starting before it is reported to the fire department.  The town needs to take measures to prevent this situation from occurring.

 

 

 

7.         Sewer District

 

a.         Summary of 1993 Plan

 

The plan reported that the town had a “modern updated treatment plant with a high state rating for all aspects of this facility.”  No problems were noted.

 

b.         Current Conditions

 

The sewage collection system was built around 1900.  There have been no major expansions since that time, but there was a major rehabilitation of the system in 1976.   There is an average daily flow of 125,00 gallons per day.  According to sewer district records, there is no difference between winter and summer flows.  The record flow was 500,000 gpd, which is the capacity of the treatment system.

 

Pipe conditions are summarized in Table E.6 below.  As seen, most pipes are in good condition.  There are, however, about 3,100 feet that are in fair condition. One of these segments is over 100 years old.

 

 

Table E.6 Summary of Sewer District Pipe Conditions
Linear Feet	Type	Age	Condition
4,500’	4” PVC Force Main	26 years	Good
800’	6” PVC Force Main	26 years	Good
7,000’	4’’ PVC Gravity Sewer	26 years	Good
300’	6” PVC Gravity Sewer	26 years	Good
8,000’	8” PVC Gravity Sewer	26 years	Good
1,500’