Document Lewiston_doc_26716f777c

COMPREHENSIVE ' . + 5, , , - . , , < . .;pi 2 I . " CITY OF LEWISTON, MAINE Adopted by the Lewiston City Council 1997 ---PAGE BREAK--- TABLE OF CONTENTS History : 6 Flaming Elements Culture &Arts nomtown.. Economy.. Education. Historic Presemtion.. Housing. Natural Resuurces.. . t . . , Pubhc Fachbes.. Recreation and Open Space.. Transportation.. General Land Use Plan and ImpIementation Program Recommendetims L a d Use Land Use Issues.. Long Range Planning., Appendix Land Use Issues Map Appendix A Natural Resources Protection Map,,. Appendur: B Water Supply & Distribution Map.. Appendix C Sewemge System & Septic Suitability Map.. .Appendix D Historic Preservation Index Map Appendix E Historic Presentation IUusbative Site Plan,. Appendix F . . Abbmahons Used in Plan.. ..-..Appendix G Volume II List of Related Documents _ 1 Cover: Landmarks in liewiston by. Peter Pwker ---PAGE BREAK--- INTRODUCTION Public participation is; a linchpin of local government, and the success of any Comprehensive Plan is directly related to the extent to which the people of the communiQ are invaIved in its development. During the two-year comprehensive planning process, the City developed many different opportunities for its citizens to get involved. Mayor John Jenkins appointed a Comprehensive PIan Committee representing a broad spectrum of Lewiston residents to oversee the process. The City assigned its in-house professional staff to coordinate the efforts and to do the necessary research. A number of Sub-committees were convened to deal with components such as housing, arts and culture, No Name Pond and the downtown with informed and interested citizens invited to participate. Research, and recommendations from other existing groups such as the LewistonlAuburn Comprehensive TraEc Study (LACTS) and LewistonlAuburn Economic Growth Council GAEGC) m components such as transportation and the economy were incorporated within the plan. Because it is difficult for the average citizen to participate in the many meetings held during the planning process, especiaIly with the schedules of the many two-working couples and single heads of households in our comunity, the City undertook a Comprehensive Plan Citizen Survey to get their vital input. The survey results were deemed to be both statisticdIy significant and valid and representative of the Lewiston population as a whole, and have been used extensively in developing goals and strategies for the Plan. The Comprehensive Planning process also reached into our schools for input. Participants ranged fiom fourth graders at McMhon Elementary School to seniors at Bates College. The "Kids as Planners1' program integrated some of the planning into their school's curriculm. The City also sponsored two bus tours of the City involving over Hty people. The tours visited many of the areas of the City that were highlighted in the "Land Use Issues Map1' which included over thirty major land use issues to be explored during the impIementation phase of the Comprehensive Land Use Program Presentations were also made to the Comprehensive Plan Committee by Bates ColIege, and both our hospitals, Central Maine Medical Center and St. ~ary's,' concerning their future needs. In addition, discussions occurred on how the City might be affected by future development plans of ,these institutions, as well as by changes in the educational and medical fields. I - The production of this Comprehensive Plan was full of complexities, but the gods were simple: to reach local agreement: on how our City should look and function in the future, and to set policies and strategies that emre that we reach our envisioned fiture. ---PAGE BREAK--- The Lewiston Comprehensive Plan i s m a zoning ordinance. It has been designed to meet the requirements of the State Growth Management Program and serve as a kgal basis and guide for all land use regulation and zoning decisions, But more importantly, it must reflect the needs and desires of Lewiston and its citizens. The Lewiston Comprehensive Plan consists of two sections to ease in the reading, comprehension and subsequent monitoring of the plan. Volume I is the Policy Document of the Plan. It conlains the City's gods, policies and implementation &ategies for the following eI even planning elements: Culture and Art; Downtown; Economy; stoic Preservation; Housing; Land Use; Long Range Planning; Natural Resources; Public Facilities; Recreation and Open Space and Transportation. It also contains maps that provide graphic support for fie gods, policies and strategies. An Education component will be drafted by the Lewiston SchooI Committee for possible inclusion into the Plan at a later date. Volume I is organized in such a way that each of the planning elements contains a narrative concerning the elements and the City's related goals, the policies to achieve the goals and other identified planning issues. It dso contains a set of specific action strategies that, when implemented, will reflect the refated City policies. Accompanying each implementation action is the estimated time frame and the designated entity(ies) responsible for carrying out the action. Volume 11 is the accumulation of the many plans, reports, studies and data utilized to developed the Comprehensive Plan. It contains the technical background information for the planning elements. It provides data on existing conditions of the natural and man-made environment as well as identifies anticipated future planning issues. In large part, it serves as the basis for the goals and policies contained in Volume I. It also contains appropriate technical appendices related to the Plan. Many plans have been included that were developed by Sub-committees to stand on their own and published separately. .Volume I1 will be available at City Hall, the Lewiston Public Library, the State Planning OEee, and evenfully be placed on Lewiston's Web page. The City goals, policies, and implementation strategies contained in Volume I formulated to be as follows: 1) Consistent with and promote the state gods; 2) Based upon a ten-year forecast of the growtfi and needs of the City of Lewiston; 3) Consistent with the cment regional and local gods and policies; ; 4) Based on the kdings fiom the information in Volume 11, the Comprehensive Plan . Citizen Survey, and other substantial public input; and 5) Redistic and achievable within a ten-year period. ---PAGE BREAK--- In order to ease in the underst mibg of t h e concepts, which are integral to this P l q and to avoid any possible confusion, the following definilions of these terms are presented: Goak A goal is a statement of a long-term or end project that is desired by the City. Policy: A policy is a statement that describes the genera1 philosophy that motivates a particular course of action, or will guide in decision making. In short, a policy is what the City pIans to do to achieve a god. Implementation Strategy: An implementation strategy is the specific action that the City d l take to carry out a poIicy. It specifies how and when it will be carried out and identifies the entity(ies1 responsibIe for its realization. The Lewiston Comprehensive Plan was funded in part by a planning grant fkom the Community Planning and Investment Program of the State Planning OEce and in part by a match by the City of Lewiston, mostly in-kind staff service. At the time of deveIoping the Plan, there were no known conflicts between State, Regional and Local goals and policies. As one reviews this Policy Document, it may be found that similar policies and implementation strategies appear in separate planning dements. While this may appear to be repetitive, it is intended to verify consistency among the elements. For example, a policy in the Land Use element may have the same objective as a policy in Natural Resource element, thus it makes sense to use the same implementation sbategy to carry out these similar policies. These cross- references will be made in the frnal draft of this plan. Comprehensive planning is and must be a dynamic process. The last plan was compIeted in 1988 and focussed primarily on land use issues. The current plan focuses on areas that were not included in the previous pIan, such as Parks and Recreation, A r t s and Culture and Historic Preservation. These areas reflect changing priorities in the cormunity, as well as new challenges and opportunities presented to our citizens in the past decade. Other components of the 1988 plan continue to be vaiid and they have examined, updated if necessary, and included by reference into this plan. It is not our attempt in this process to ''reinvent the wheel" but to build on the important planning that has been done in our community over the past decades. It is also the City's intent to review the plan on a yearly basis and to make necessary updates every three years. ---PAGE BREAK--- STATE PLANNING GOALS Following is the list of State Planning Goals, as idenaed in the Growth Management Act. These gods, along with the hdings of the Comprehensive Plan, the Citizen Survey and other public input, serve as the basis fur the development of the City of Lewiston's goals and policies. State Planning Goal A: To encourage orderly growth and development in appropriate areas of each community while protecting the State's ruraI character, making efficient use of public services and preventing developmental sprawl. State Planning Goal B: To plan, finance and develop an efficient system of public facilities and services to accommodate anticipated growth and economic development. State Planning Goal C: To promote an economic climate that increases job opportunities and overall economic well-being. State Planning Goal D: To encourage and promote affordable, decent housing opportunities for all Maine. citizens. State Planning Goal E: To protect the quality and manage the quantity ofthe State's water resources, including lakes, aquifers, great ponds, estuaries, rivers and coastal areas. State Planning Goal G: To protect &zhe State's matine resource industry, ports and harbors, from incompatible development and to promote access to the shore for commercial fisherman and the public. State Planning Goal H: To safeguard the State's agricultural and forest resources fiorn development which threatens those resources. State Planning Goal I: To presewe the State's historic and archeological resources. State Planning Goal J: To promote and protect the availability of outdoor recreation opportunities for all Maine citizens, including access to surface waters. ---PAGE BREAK--- THE GROWTH OF A CITY: A BREP HISTORY OF LEWSTON by: Douglas I. Hodgkin In 1 76 8 the Pejepscot Proprietors, a Boston-based land company, granted to Jonathan Bagley and Moses LittIe of Newbury, Massachusetts, land on the east side of the Androscoggin River at Twenty-Mile Falls. Tbey were to settle j3ly families there and to build a road to connect with the road fiom Topsham. The place was named ltLewistom,l apparently in honor of the late Job Lewis, a Boston merchant and former Proprietor. The frst white seMers in Lewiston, Mahe, were Paul EWdreth and his family in 1770. His log cabh was a short distance below the f& near the location of the Continental MiII. Although the cabin burned and his family had to spend the winter in New Gloucester, they retuned in the spring. Kldreth operated the fist ferry about half a mile below the falls. Several families followed. By the fist census in 1790, ~ewiston's population was 532 persons. The residents sought incorporation as a town and received their charter February 1 8, 1 795. Active members of the board of selectmen in the early years ihcluded Winslow h e s , Joel Thompson, and Dan Read. The latter also served twenty years as town clerk and forty years as the first postmaster. Inthe 1840's and 1850ts, particularly influential members were WilliarnR. Frye, Ebenezer Ham, Mark Lowell, and Stephen Read. Throughout Lewiston's status as a town, several members of the Garcelon famiIy also served as civic leaders, Water power was harnessed relatively early, as a dam was built of timber by 1808-1809 and a cam1 was made, In IS09 Michael Little built a large wooden buildiig with saw, grist, and fulling mills next to the falls. This was burned in 1814 by an arsonist, but new mills soon took its place. The town grew slowly, reaching 1549 inhabitants by 1830. Because most were farmers, the popuIation was widely dispersed, The first bridge was built in 1 823, but most of Lewiston Falls ViIlage was on what is now the Auburn side of the river. While there were mills by the falls, what is now downtown Lewiston still was the Harris F m , a few dwellings, and a school house. In 1 83 6 local entrepreneurs, primarily the Little family, organized a company to build dams, canals and mills, but they Iacked the capitaI to achieve their goals. The company became known as the Lewiston Water Power Campany in 1848 and was taken over by the F r a d h Company in 1 857. As late as the 1 840's what is now Lisbon Street was undeveloped, but the community soon changed. Boston investors, including Benjamin e. Bates, financed the construction of the canal system and several textile mills. Many Irish immigrants were employed in the construction. These mills prospered during the Civil War, as the owners correctly foresaw that the war would be long; tJxy had stockpiled sacient cotton to maintain production, ---PAGE BREAK--- Many people moved into town from the surrounding country-side. Mill owners conmcted tenements to provide supemised housing for Yaxrkee farm girls who provided much of the early work force and then to accommodate the rapid khx of population. These blocks were located along Canal, Park, and Oxford Streets right across from the mills. The 1 850 census showed a 168 percent jump to 4,854 people and then a 53 percent increase to 7,424 in 1860, A premier hotel, the D e w , was built about 1 854. The gowing city attracted in 1 855 the eskiblishent of Maine Shte Seminary that later became Bates CoIIege, chartered in 1864, Mer Lewiston became a city in 1 86 1, lacob Barker Ham took office as the kt mayor in 1 863. He was followed by William P. Frye who went on to serve in Congress, including the position as President pro tern of the Senate.' Alonzo Garcelon, who served as mayor in 187 1, became governor of Maine. in 1 879, His son Alonzo Marston Garcelon was mayor in 1 8 83 and served twenty years on the education board. Daniel J. McGillicuddy served three terns as mayor and a term in Congress. Central Block on the comer of Lisbon and Main S-treets became the anchor for development of the downtown area and housed city offices. Lisbon Street became the main commercial center. A new impressive ~ i t y building was cunstructed in 11873 across from a park donated by the Franklin Company; after an t 830 fire, the current city haII replaced it. After fire destroyed several stores on Lisbon Street, leading citizens decided to construct "the best opera house east of Boston." Tfie Music Hall was built in 1877 at 69 Lisbon Street. The offerings here, at the Empire Theater, and in many other halls generally featured traveIing stock companies, minstrels, drama and melodrama. Levpistun and Auburn constructed a xaikoad spur fiom Lewiston to the Montreal-Portland railroad line. The Canadian National Railway thereby gave competition to the Maine Central Railroad and freight rates dropped. The Grand Trunk Station ("The Depot") on Lincoln Street became the arrival point in the 1870's and after for #e migration of thousands of French Canadiw to Lewiston. They settled in. #he area between Lisbon Street a d the river, many in blocks built by the mills or in an area called "Liftle Canada1'. The rapid in-migration heIped to raise the populatian to 1 9,083 by 1 880. In forty years, the city had grown tenfold. St. Joseph's Church was constructed on Main Street. The Dominican Block onLirrcoln Street was areligious, political and cultural center, It housed the first parochial school, established in I " . 1.8 82- 1 8 83. The teachers were Sisters of Charity (Grey Nuns) until the Ladies of Sion arrived in 1892. St. Peter's Church was the French parish, replaced by Sts. Peter and Paul, built 11905-193 8. ---PAGE BREAK--- City senices expanded rapidly during the last half of the nineteenth century to accommodate the growing population SeveraI schooIs were built including the Frye Grammar School. The city established a normal school to train its own Lachers in what is now known as the Dingley Building. Lewiston High School opened in 1 850 and moved into a brick bdding on Main Street in 1859, It later occupied the Jordan School, then a building on CenM Avenue, and now a comprehensive high school in Franklin Pasture. St. Dominic's High School was founded in 1941 in fie clubhouse of L' Associatian St. Dominique. Other city services included a fire company organized in 1849, the Manufacturers and Mechanics Library Association, a city park granted by the F~aaWin Company in 1 86 1, a water works authorized in 1 873, a franchise granted for a horse railroad in 1 88 1, a municipal electric lighting plant, and the extension of the city water system to Lake Auburn. Under the direction of the Grey N m , St. Mary's, the fist hospital was dedicated in 1 8 8 9, which moved to the new building on Sabattus Street in 1902. The original Central Maine General Hospital was established in 1891 with thirty beds in h o houses on Main Street. In the early twentieth century, notable mayors included Frank A. Morey who became Speaker of the Maine House; Robert J. Wiseman, the first Franco-Canadian mayor; Louis Jefferson B r m , who estabIished a municipd coal yard and a public swimming pool and playground, and became Governor of Maine in the 1930's; and Harold Newell Skelton, who achieved completion of the high school on Central Avenue. For the next four decades, each mayor had a French name, including Jean Charles Boucher, who also had a career in the Maine legidature. After almost eighty years of amendments, thecity charter had become unwieldy. Finally, cormpt practices provided the impetus to adopt a new charter in 1939, consisting of a mayor, council, a powerful Board of Finance, and several other commissions. The city moved to a more professional system with the adoption in 1979 of a new charter estabIishing a city administrator and abolishing most boards and commissions. The development of lewiston's suburbs resgonded to the American desire for the independence of home ownership. Throughout the twentieth centuy, population expanded outward from the city center. Industry began, to gravitate to more suburban Iocations. American Electro Metals at 1560 Lisbon Road in the 1930's became North American Philips in the 1940's, the predecessor of Philips Elmet Corp,, which has expanded substantidy, The Lewiston Development Corporation, consisting of local business Geiger Brothers printing concern that produces "The Farmer's Almanac. " Other businesses have located in industrial parks, and shopping centers have opened. i C' - Competition from the South and abroad led to the eIosure ofmost of the textile mills. The city is developing new uses for these structures. The population in Lewiston has stabilized around 40,000 in each census fiom 2 940 to the present. Further growth in the region has continued In ---PAGE BREAK--- the neighboring tuwns. Lewiston conthues as a vibrant city that reflects its increasing economic, cuIhmd and social diversity. (Douglas 1. Hod& a native of Lewiston, is Professor ~f Political Science at Bates College and author of Lewisfon Memories: A Bicentenn id Pictorial.} ---PAGE BREAK--- The arts reflect the soul of humanity. Tbey also serve as a means of recording rich cultural heritages. In other words, they help to d e h e and document the context of human - existence that allows us to interpret the meaning of our own Eves. As such, they open, a window to our past by providing us with insight into our greatest triumphs and most dismal faiIwes. They also d o c k a door to our future by helping us to understand who we are and what we are capable of doing. Perhaps most important, they empower us in the present by helping to self-respect and seEesteem, to enhance ethnic and cultural sensitivity, and to make the learning process human md accessible. Culture is dehed as the concepts, habits, skills, art, language, instruments, institutions, etc., of a given people in a given period; civilization Culture can be defined as it relates to the community of the world, a nation, a city or a neighborhood. Culture defines a peopIe. It is a dynamic process which provides its practitioners the canted of their heritage, a means of representing their current desires and concerns, and the opportunity to evaluate the past in order to create plans for their future. Past comprehensive plans paid little attention to cuIture and art and how important they are to our City. TTRE PROCESS The c-ulturd plan component development process began in Febxuary of 1994 with a public f o m , convened here by the Maine Arts Commission because of Lewiston's rich and varied cultural haitage. Members of various constituencies including artists, educators, interested citizens, professional arts administrators and City officials, were briefed about cultural assessment and planning. Participants moved to set up community focus groups for further study in each of four areas: arts in the work place; arts in education; cultural organizations and facdities; and individual artists. The findings of these focus group meetings were documented and served to inform the planning process. During the summer of 1994, Colette Foumier, a performer and community scholar who specializes in Franco-American traditional culture, conducted an ethnographic study of the local Franco community (approximateIy 60% of Lewiston's population and 3 5% of Auburn's). This was part of a series of ethnogfaphic surveys in Maine French-speaking communities funded by the National Endowment for the Arts (NEA) Folk Arts Program, through the Maine Arts Commission. Her fmdings *rpvid;d an inventory of Franco cultural expression and served as an important resource for the local pl-g process. ---PAGE BREAK--- -I In August of the same year, focus groups were conducted with members of each of Lewiston-Aubds fourteen largest ethnic popuIations. Each group talked about what they considered to be significant cultural expressions and discussed how their c u l W heritage might be recognized and celebrated in the overall cultural landscape. Under a proj ect funded by the Maine Arts Commission, foiklorist Tina Bucuvala~, Ph.D., conducted follow-up intemies with members of these groups. She combined this infomation with written and videotaped records of the group meetings. The result, a document entitled "The Cultural Mosaic ofLewiston-Auburn," was published and svved as a resource for the community and the planning process. In Febmary, 1995, the findings of all of these groups were presented at L-A College in a public fonun, convened the Maine A r t s ~omhissian and facilitated by Craig Ph.D., Director of the Arts Extension Service at the University of Massachusetts at Amherst, and James Lysea, Planning Director for the City of Lewiston. The forty-eight participants agreed to establish four task forces for the purpose of drafting gods and objectives that would form the basis for the Cultural Plan. Tbe group intended that the Cultural Plan should become an integral component of both Lewiston and Auburn's Comprehensive Plans. The task forces created were: CoordinationlAlliance; Cultural Facilities; Arts in Education; and Artist Services. The goals and objectives that resdted from their deliberations were compiled in a draft Cultural Plan that was presented at a public forum held at the Creative Photographic A r t s Center of Maine at the Bates Mill in b e , 1995. At this meeting a steering committee with broad communiv repreantation was formed to compose the final narrative of the Cultural Plan. THE RESULT It is clear that no city or metropolitan area can thrive in this day and age without a cultural core that permits its residents to discover, explore, take part in, and enjoy the arts in their many forms and expressions. From an economic standpoint, far example, most professionals and big businesses look for such a core before relocating to a given area because they recognize it as essential to the "quality of lifet' that the area can offer them and their employees. From a civic standpoint, such a cultura1 core oflen enhances the community's view of itself, a positive factor that affects how citizens of all ages view themseIves and relate to each other and to the community at large. The Lewiston- Auburn community is endowed with an abundant diversity of ethnic heritages and folkways. The Ihes community and its offerings are experiencing extensive growth. There are currently both community and professional theaters, choral groups, chamber ensembles, orchestras, and presenting organizations. Local arts practitioners have formed the Artists of the Androscoggin, an outgrowth of the cultural planning process. During the assessment phase of the planning process, a dire need was identified to preserve the folkways that currently are practiced by only the most senior generations in the community. ---PAGE BREAK--- This Cultural PI% drawn up by the residents of the cities of lewiston and Auburn, is a blueprint for encouraging and sustaining the burgeoning cultural activity that promises to rejuvenate the city as it faces its third century of growth. This plan is an &mation of the interest of diverse citizens in the cultural & r o e of the community. It addresses the following major goals related to culture and the arts that the cities should attempt to achieve within the next few years: + To effectively integrate the arts inra the education process; 4 To establish the conditions that will allow artists to flourish within this community; 4 To improve coordination and alliance among cultural organizations: and + To ensure the availability of cultural facilities that are adequate to serve the diverse needs of the community, now and in the future. PRESENT CONDITIONS The Cultural Plan was not drawn up to be a historical record of the citiesf dreams for the future. It was meant to be a working document providing a context in which to bring those dreams to reality for the benefit of the entire community for years to come. Many conditions make this possibility more likely now than at any previous time: Both Cities of Lewiston and Auburn have designated LIA Arts as their oEicial Local Arts Agency. This was a major policy recommendation resulting from the culhual planning process and acknowledged nearly a quarter-century of leadership in cornunity arts and culture by LIA Arts. Supper€ from both cities has been vital to LIA Arts, success. Lq->?-o rn The City of Lewiston is incIuded in the just published second edition of John Villani's book The 100 Best Small Art Towns in America not bad for a city that was characterized publicly as a "cultural wasteland" by tJ~e chair of the Maine State Commission on the A r t s and Humanities in the early 70s. The last 5-6 years have seen the establishment and development of the Public Theatre, Maine's second professional Equity Theatre company; the Creative Photographic Arts Center of Maine, in the revitalized Bates fill, the largest photographic center on the eastern seaboard of the United States, bringing professional photographers and students together in the same f o m , and becoming a cornunity center for a variety of cultural events; the Maine Music Society, which formalizes and coordinates the oEerings of professional and ~Clmmunity chamber music and choral programs in the region; the very popular Great Falls Balloon FestivaI and the mdti-culturd Festival de Joie all of which complement the offerings of LJA Arts, Bates College, the Bates Dance Festival, Community Little Theatre, and a host of other cultural activities. Many credit LIA Arts ---PAGE BREAK--- with having cdtivated the cultural awareness, interest and other conditions that made it possible for mmy of these other programs to be established. Many of the same volunteers and patrons have played key roles in the development of these many diverse Programs. The Cultural Plan calls for the establishment of a Cultural District, with special incentives for the development of retail, residential, hcIudhg artist studios, and other culturally dated enterprises. The current Lewiston Library expansion to Lisbon Street and the Bates MilI redevelopment are central anchors of the distxict, now possibly joined by other cuhraYedueationa1 centers. The importance of supporting efforts by the Public Theatre at one end of the proposed district as we11 as considering the development of other cultural facilities such as the Music Hall and the Empire Theatre is dscl noted in the plan. There is an increasing recognition of the value of arts and culture as both a content area and a process of lemhg, Study in the arts has k e n shown to significantly increase SAT scores; incorporation of the artistic process in the classroom has been shown to make the education process more effective. During the Public Hearing process concerning both this component of the plan as well as Public Services and Facilities component, it was determined that the School Committee should have direct input on those ateas within the plan that impact the Lewiston schools directly. After two presentations to the School Committee on these issues, the School Committee voted; "To commit to undertake a planning process over the next eighteen (1 8) months to wm& fhe cren fion of a vision and goals for the School Department and 10 establish this as a goal to be included in the City's Comprehensive Plan." Those strategies which directly impact the schooIs have been recommended to be explored by the School Committee d&g their planning process. The local arts agency and the Lewiston and Auburn School Districts are partners with the Kennedy Center's program "Arts Centers in SchooI: Partners in Education." The partnership has been presenting professional development opportunities for classroom teachers to use arts in education. A nationally-recugnized rn~del of a arts integrated learning organization. has been established at the Shemood Heights School in Auburn, assisted by the local arts agency. ---PAGE BREAK--- Demographically, the twin cities and Andtoscoggin County comprise Maine's second- large$ market area, a population of nearly 190,000 increasingly well-educated, sophisticated and affluent citizens, who expect high quality education, service, retail and cultural amenities. The professional population in the upper floors on Lisbon Street have never been higher, Several. thousand people work in what might be termed a medical/professional corridor, in and djacent to downtown L e d o n every business day. This represents a large, sophisticated, well-educated and receptive market for cultural and related retail development: . The residential population in the downtown area is also significant. Largely elderly, these people have a need for educational, cultural, retail and socid opportunities. The Plan anticipates in the future, an increased even more diverse residential population downtown* For marry years, Lewiston's downtown area has been struggling. The stage is clearly set for new exciting developments, and the City is refocussing efforts on downtown revitalization, in part spurred on by arts and culture. At the same time, however, funding sources for not-for-profit cultural organizations and scho~Is is not increasing and in some cases being reduced sigri6cantIy. While L/A A r t s continues to e m important support from the cities and individual contributors, other public and corporate funding is shrinking. Last fall's devastating reduction in federal funding to the National Endowment for the A r t s (NEA) has resulted in a 40% decrease in funding available through the Maine Arts Commission. In fact, grant programs that since 1990 have generated average annual revenue of over $40,000 are no longer available to L/A Arts. Corporate dollars ape being spread more broadly, across more cultural as well as social service organizations, resulting in fewer dollars available to support programs here. Either new funding sources are necessary or better ways to accompIish goals with the same resources, stressing the need for further publiclprivate collaboration, new approaches to education utiIizing the arts and aggressive grant writing to state and federal agencies, as well as the private sector. CREATING A SUSTAINABLE CULTURAL & EDUCATION RJ3SDURCE FOR THE mm: Over time, it is possible that multi-me cuIturaI and educational facility could be operated within the proposed cultural district, comb'lning not-for-profit tenants with some entrepreneurial partners, and developing some income-generating programs. A frnaacial structure would be devised to not ooly cover occupancy costs, but also to support programs, both within the building itself and outreach Grograms throughaut the region. Linking these facilities with educational and social service organizations could provide grant opportunities to support the fmanciaI structure. ---PAGE BREAK--- , 73 A r e d t of this structure would be less dependence on public fimds. There currently exist a m b e r of programs and facilities around the country that would serve as useful models. NokibIp, the Arts Council of Chautauqua County in Jamestown, New York, oms and manages rather extensive real estate holdings for cultural and education purposes, bIending them with a variety of commercial tenants. Closer to home, South Norwalk, Connecticut, h o r n now as "SoNo," offers a remarkable example of the revitalization of an extremely blighted urban section through the powerhl bIend of the cultural program and attractions, creative food & beverage, other retail and professional ofice space. New Orleans, Pittsburgh and Boston also offer excellent exmpfes of organizations and entities that collaborate in impressive joint activities. Although much different in scale than Lewiston, lessons can be learned from these arm and incorporated into our efforts to utilize arts and culture to revitalize our City. Most of the following goals, policies and strategies were developed during the cultural planning process and were published as the "Cultural Plan, Lewiston-Auburn". GOALS, POLICIES, STRATEGIES ' C'vT,TVR]E & ART I - 1. 4 J Encourage the School Committee to review the LewistodAubwn Cuftural Plan during their eighteen-month planning process to create a cultural component of t h i s plan and consider incIuding, in whole or in part, those recommendations which pertain to education;. 2. Establish conditions that will'alIow artists to flourish within the City; 3. Improve coordination -and aIliance among cultural organizations; and 4. Ensure the availability of cultural facilities. POLICY 1 ICULTUWZ & ARTS1 To provide opportunities to learn about Lewistoa's culture and society through the arts outside of educational institutions. ---PAGE BREAK--- 3 STRATEGIES: A. Create a "cultural ~ b a t e " throughout the area that values the arts as an importmt part of commwity life. ~resentl~roduce varied arts and c u l d experiences for our community, outside of school events, that reflect local as well as world cdhres, 2. Encourage the media to recognize, value and promote local art endeavors. Create opportunities for residents, including youth, to participate, Development DepEtrtmentPlanning BoardlCity Council Supporting Agencies: Local Arts Sector Ongoing Institutiollalize coordination of community cultural activities. Assist Local Arts Agency to serve as a cIearhghouse of information and resources. Secure funds through grant writing and other means. Development DepartmentlPIanoing BoacVCity Council Supporting Agencies: Local Arts Agency Private SectorMaine Arts Commission September, 1998 C. Create opportunities to celebrate the cofzununityrs ethnic cultures. Research and document particular IocaIes, events and folkways of individual e t b c groups. Encourage teachers to include research projects in their criteria. Solicit support from youth programs, ---PAGE BREAK--- pESPONSIB][r,ITYIDATE Development Department Supporting Agencies: Consultants/Local Arts Agency/ Horizon 551FestivaI de JoielMaine Arts Commission Ongoing POLICY 2 (CULTURE & ARTS) To establish and develop the conditions and systems that will encourage and.al1ow professional artists in all disciplines to thrive in our community. STRATEGIES: A. To facilitate the estab1ishment of small business enterprises by artists who seek to market their products andlor -educational sewices to the public. Create a revolving loan program specifically for use by artists and other business people who seek to establish business enterprises within the proposed Cultural District. EstabIish tax and other h c i a I incentives for that will result in the creation of affordable living, working and commercid spaces for artists'within the proposed Cultural District. Solicit support from emplo yrnenthaining . WSP ONSIBILITY/DATE ~evelopment DepatmenvCity CounciVPladng Board Supporting Agenclea: Local Arts Agency/ Private Sector/ LAEGClLA College/Husson College/ Chamber of Commerce January, 1998 B. To enhance the business capabilities of artists that will allow them to effectively operate their enterprises, while permitting them to be fully engaged in their respective creative endeavors. Establish an Artist's Business Resources Center to provide consultation, referral andfor services in trookkeeping/accounGng, finance, payroll and benefits, advertising and promotion, legal issues, insurance, retirement planning and other areas ident5ed as pertinent to ensuring the health of artistsr business enterprises. ---PAGE BREAK--- 2. Seek funding to support apprentices. Development DepartmenWity CouncillPlanning Board Supporting Agencies: Local Arts Agency/ Private Sector LA ColIege/Husson of C0mmerce;AEGC January, 1998 C. To elevate the perceived value of artists and their work h m peripheral or marginal to central and essential components of the quality of life in our community. Compile, analyze and effectively communicate to the public, current and accurate information that documents the local economic, educational, social and other positive impacts of artist and their activities in the community. Development Boardcity Council Supporting Agencies: Local Arts of Commerce November, 1998 POLICY 3 (CULTURE & ARTS) To develop new public awareness of and support for the regions' cultural resourcesi STRATEGIES: Develop new resources to support local artists and art organizations. RESP0NSLBILITYII)ATE Development DeplartmentTPIaaning BoardlCity Council Supporting Agencies: Local Arts Agency/ Private of Commerce November, 1 997 ---PAGE BREAK--- B. Promote public awareness of and participation in local art activities. Develop a feature-oriented newsletter publication to be distributed to the diverse constituencies served by the area's cultural organizations. Develop targeted direct-mail and media promotional strategies In surrounding commities. Pursue active participation of youth and families in order ta build long-term suppod. RIESPONSIBTLITYIDATE DeveIopment DepartmentPlaming Boardcity Council Supporting Agencies: Local Arts Agency/ Private Sector/LAEGC/Chamber of Commerce September, 1996 C. Create a clearinghouse for community cultud information. Develop and mktain a comprehensive database af information about cuItural activities to be used for an annual CulturaI Calendar. Development Departmentmlantritlg B oatdlCity Council Supporting Agencies: Loc a1 Arts Agency/ Private SectorLAEGCIChmber of Commerce Ongoing To ensure the availability of culturaI facilities that are adequate to serve the diverse needs of the community. A. Identify the needs for cultma1 facilities, both indoox and outdoor, now and in the future, including performance spaces, gallery and display spaces, studio spaces and artist housing. ---PAGE BREAK--- Conduct surveyslintentiews with known cultural organizations, individuals and consumers to determine cultural facilities needs of the communiw. Development DepartmentlCity Counc WPlanning Board Supporting Agencies: Local Arts SectorLAEGCIChamber of April, 1998 B. Identify existing facilities that have the potential to meet cdtural facilities needs. Conduct inventory of existing spaces currently in use for cultural activities. Conduct inventory of facilities requiring renovation in order to meet cultural needs. Conduct inventory of spaces that can be adaptively reused to meet cultural needs. Challenge local youth, adults and senior organizations to develop re-use proposals; fund awards for the best. Development DeparhentEity Council/Pl&g Q~xd Supporting Agencies: Local Arts Agemyprivate . SectorlLAEGC'IChamber of CommercceA3DMC September, 1948 C. Build publiclprivate support for projects designed to meet cultural-facility needs of the community* Plan and host fund raisingceIebrationsl Development DepartmenVCity CouncUPl &g Boatd Supporting Agencies: Eocd Arts of Commerceh3DMC Ongoing t ---PAGE BREAK--- POLICY 5 (CULTUBE & ARTS) To establish a Cultural District in the downtown area. STRATEGIES: A. To promote the creation and support of cultural facilities to meet the needs of the comunity. 1. Study the existing examples of cultural districts to see what concepts and features may be useful here. . Invite residents to participate in assessing and selecting concepts and features. B. Seek to establish multi-use cultural and educational facilities that will become h e core of the Cultural District. C. Woxk with private sector to promote artist residencesfstudios within the Dishict. RE3PONSIBIEITY/DATE Development D epartmen* ity CouncillPlanning Board Supporting Agmcies: Local Arts AgencyISchool Departrnenflrivate S ectorlLAEGCIChamber of ComerceDDMC September, 1 997 ---PAGE BREAK--- DOWNTOWN INTRODUCTION Revitalizing Lewiston's Downtown is a significant priority to the City. Udike many communities that have discarded their dawntom districts, the City views the Downtown as an extremely important asset to the Community. The City also understands that by encouraging development of our Downtown, we make efficient use of our existing public services and prevent sprawl. The Downtown historically served as the retail and cultural center of the Community and region. In their heyday, the &Is in the downtown area employed thousands of people. Taking into account the drastic reduction in those empIoyees in the Downtown and that the majority of the historic retailers have relocated to mdls, it is not realistic to expect to recreate the same type of Downtown we had in the past. However, with perseverance and a Iittle luck, we have an oppo&mity to create a new type of downtown; one with a diverse, yet compatible mix of light manufacturing, professional office, specialty retailers, service and financial businesses, entertainment and cultural facilities and residential uses. Successful Downtown revitalization occurs when there is a collaborative approach between the public and private sectors* The City is committed to investing in the Downtown through various public improvements such as the Bates MiIl Revitalization project, Library Expansion project, and h e short-term parking area near Ash Street, Also, the City has developed low-interest Ioan and grant programs which assist property omers and tenants in improving their properties and in locating in the Downtom. The City must also provide flexibility in zoning and development review as well as regulations relative to setbacks, lot coverage, signage, parking and access, in order to promote development in the Downtown. In addition, Downtown property owners must likewise make a long-term e o d t m e n t to the improvement and maintenme of their properties and surrounding areas. Downtown RedeveIopment District The Downtown Redevelopment District is an area of economic and residential diversity. The Downtown is a reflection of Lewiston's history and development. It is generally bordered by the Androscoggin River, Bates Street, Gully Brook, and the Maine Central RaiI Line. Downtown residential areas provided housing for the thousands of workers employed by the 'I t _ , numerous textile and shoe mills that once drove the City's economy. Today, these areas are still vital residential neighborhoods. The hdroscoggin River, with its Great Falls that provided the water power that drove the mills, 21 ---PAGE BREAK--- is once again a main focus in the revi-tion strategy of Downtom Lewiston. The railroad bridge project over 'rhe same backs that brought the French Canadian immigrant population to the City is again bringing lie to the riverfront, as it provides the hub of Lewiston- Auburn's pedestrian, bikeway, and greenway system. The mills, which no longer employ the large numbers, have become an lntegrd part of the redevelopment efforts. With approximately 6 million square feet of mill space still existing in the Downtown, the adaptive reuse of these IistoricaI buildings is critical to the efEective revitaIimtion of the Downtown. The largest of the mius, the Bates Mill, contains over I .2 million square feet aid has become a linchpin in the drive to make Downtown Lewiston once again a center of commerce in Central Maine. These efforts, dong with new and innovative concepts for mixed uses dong the LisbodCanal Street Corridors, will enable the City of Lewiston to embrace the 21 st century as a leader in downtown redevelopment. The p&pose of the Downtown Action Plan is to specify a "Plan of Action" to enhance theviability and redevelopment of Lewiston's Downtown, The objectives of the Action Plan include the following: To identify current concerns and issues affecting the growth and development of the Doynt~wn;~ To identify and enhance the positive aspects of the Downtown; To analyze possible alternatives for resoIving issues that afTect the Downtown; and To put forth a plan of action for the growth and betterment of -the Downtown. Downtown Study Committee In August, 1994, the City ComciI established the Downtown Study Committee to analyze the major issues affecting the Downtown and deveIop a specific plan of action ta address these issues. The Committee was comprised of representatives of Downtown business and property owners, employees of Downtown. businesses, real estate/deveIopment professionals, members of the City Council and appointed City officials, Their findings, and goals policies and strategies, form the basis of the Downtown component of the Comprehensive Plan. I 1 GOALS. POLICES. STRATEGIES DOWNTOWN ---PAGE BREAK--- GOALS: I. 2. 3. Stimulate and maintain vital business 'investment in the Downtown area Improve the Downt~wn gateways and corridors. Improve vehicle parking and access in the Downtown area. Promote p r e s d o n of important historic buildings that d e b the character of the Downtown area. Enhance the aesthetic quaIity of the Downtown area. Facilitate. and improve bicycle and pedest$an movement and access in the Domtom.area. Encourage adaptive, mixed-reuse of buildings, including homing, with a continued focus on the revitaIization of our historic mill buildings. Work with Downtown property owners to develop flexibIe regulations with respect to development review, signage standards, parking and vehicular and pedestrian access. Improve Parking Facilities h , a d . a~:ou.rld,$h,~,bkh~sn~,,~b ~ d . - G a ~ ~ ~ l ~ ~ t r ~ ~ c t ~ C ~ r from Willow to Main Street.' ~ ~ , O S 7 ~ V % , . - . ~ ~ ~ . ~ ~ , ~ T ~ W . ~ ~ A L T ~ T - - * ~ ~ , ~ STRA'XTEGTES [short-term): Re-stripe the municipal parking lot to provide for an additional 1 DO- I 50 parking spaces. Development DepartmenUFinance Works/'PIaming Board/City Council/Chamber of Commerce Supporting Agencies: DDMC Fall, 1996 Demolish building 8 at the Bates MU to provide a parking area to enhance the opportunities within the Mill and to ease the parking situation dong the canal fiontage area of the mill. (This action would provide nearly 250 parking spaces.) ---PAGE BREAK--- Development. lanning Boardcity Council! Chamber ' of Commerce Supporting Agepzciw: Fall, 1996 C. Provide off-street parking along Lisbon Street through infiIl parking at empty lois as needed and provide green space where other empty lots now exist. Development DepartmentPubIic Wo~ksPlaming Boardcity Council/Chamb& of Commerce Supporting Agencies: DDMC Ongoing ---PAGE BREAK--- Explore the creation of parking structures along Canal Street consistent with the recommendation in the Historic Pmservation component of the pIm. RlESPONSI'&ILrrYIDATE Development Departtnenflublic B o d c i t y CouuciVChamber of Commerce Supporti~rg Agencies: DDMUHistoric Preservation Review Board Ongoing Expand and improve the present parking validation program with the Downtown merchants to draw more cormsumex traffic to Downtown Lewiston. Development Deparhenflublic BoarcUCity CounciVChamber of Commerce Supporting Agencies: Businesses Fall, 1996 Review standard hours for the existing parking garage access way through Centreville Plaza to be open to the public. R~SPONSIBIZTTYIDATE Development Departmenflhance DepartmentlPublic Works/ Planning Boardcity Council Supporting Agencies: DDMC: Fall, 1996 Add lighting and other aesthetic features to existing parking garage. Development Departmenflinance DepartmentlPublic WorksPIanning BoardlCity CounciVFinance Department Supporting Agencies: DDMC Fall, 1997 ~n%ate a par&g awareness campaign regarding existing and planned parking facilities in the Downtown area. Development DepatmentlP~blic BoardlCity Council Supporting Age~rcies: DDMCID owntown Merchants Group Ongoing ---PAGE BREAK--- STRATEGES flow-term): A. Provide additional covered access ways to Lisbon Street from the existing parking g*g=- Development Depa.rtmentCPublic WorksPolice Departmend Planning BoardlCity Council Supporting Agencies: DDMC/LACTS Fall, 1997 B. Construct a new parking garage in the Downtown area to help encourage redevelopment efforts, perhaps utilizing the muaicipaI lot site location for an underground parking DeveIopment WorksPoIice Departmend Planning BoardlCity Council Supporting Agencies: Businesses 1997-1998 C. Evaluate mechanisms to provide free parking in the Downtown and ways to make up revenue shortfalls from such a program. EilESPONSIBJILTTYIDATE Development DepxtmentlFinance DepartmentlfoZice DepartmentPubIic Works/ Planning BoardKity Council Supporting Agencies: DDMC Fall, 1996 D. Initiate a needs assessment for a parking facility along Lisbon Street between Chestnut and Maple Streets. RESPONSIBILITYIDATE Development DepartmentlPubiic WorWlaming BoaraCity Council Supporting Agencies: DDMC Spring, 1997 ---PAGE BREAK--- Evaluate feasibility of expanding existing parking garage, RESPONSIBILITYtDATE Development Pepartmenflinance DepartmentPublic World ~olicc DepartmentPlanning BoardCity Council Suppo~ting Agenciw: DDMC Spring, 1997 (feasibility study) 1 997-98 (construction) POLICY 2 @lOWNTOWN) ' Enhance the aesthetic and structura1 features of the buildings in the Downtown area consistent with the architectural and historic qualities of the Downtown. Explore funding mechanisms to assist Downtown property owners in improving these properties, e.g., Federal and State grant and loan programs and Tax Increment Financing ('TIF) districts. Development DepartmenflPublic BoardlCity Council Supporting Agencies: DDMCIAVCOGLAEGC Ongoing Utilize the section 10 8 Loan Guarantee prograrn in conjunction with other economic revitalization grants to assist in building renovation. RESPONSIBILITYIDATE Development DepwtmentlPublic WorksiPlanning BoardlCity Covncil Supporting Agencies: DDMC/AVCOGILAEGC Ongoing Continue, and expand if desirable, the City's existing commercial rehabilitation program to provide more low interest loans and grants for building renovations. RESPONSIBILITYIDATE Development Departmentlpublic WorksiPlannhg B oard/City Council Supporting Agencies: DD MCIAVCOGILAEGC Ongoing . D. Continue and expand, if desirable a facade improvement program to building owners who improve the facade of their building. ---PAGE BREAK--- RESPONSTBII,I:TYIDATE Development DepartmentPublic lanning B oardlcity Council Supporting Agencies: DDMC ongoing E. Utilize recommendation fiom Downtown Development District Presemation Plan to prioritize buildings for preservation efforts and to infdl where appropriate. RESPONSXBEITYIDATE Development DepartmentlPubIic Ianning BomdlCity Council Supporting Agencies: DDMCEfistoric Preservation Review Board Ongoing POLICY 3 (DOWNTOWN) Improve t-raffrc circulation and infrastructure inadequacies that are detrimental to revitalization efforts in the Downtown. STRATEGIES: A. The City, in cooperation with Lewiston Comprehensive Transportation Study (LACTS) and Mahe Department of Transportation @DOT), should analyze the traffic patterns in the Downtown area and then take necessary steps to alleviate the traffic flow problems. mSPONSmILITYIDATE Development ~ e ~ a r t m e n t ~ u b l i ~ Works/Planning BoardlCity Council Suppor~ing Agencies: LACTSIMDOT/DDMC Ongoing. Promote the conversion of Lincoln Street as an entrance to the Downtown, especially for traffic accessing the Maine Turnpike. RESPONSIB1LITYII)ATE Development Dephent/Public BoardlCity Council Sapporting Agencies: LACTSIMDOTIDDMC Ongoing Improve street and road surfacer, granite curbing, ddma$ upgrading and subsurface Sastructure, and road cofigurations especially along Lisbon Sheet, where needed. Crosswalks are essential for improving the pedestrian environment in the area. ---PAGE BREAK--- Development DepartmenflubIic Works/PI&g BoardlCity Council Supporting Agencies: DDMC\CABPAChdroscoggin Land Trust Ongoing Pave and landscape off-street access roads, alleys, and millyard interior spaces which are currenff y unpaved. DeveIopment. DepartmentlPublic BoardCiq Council Supporting Agencies: LMRCIDDMC Ongoing Replace or rehabilitate problematic cross canal bridges as appropriate, compatible wi~AthA~_cdeAch8ra~e~ oIthe Downtom arsA Development DepartmentlPubIic BoardlCity Council Supporting Agencies: Spring, 1997 Place underground utilities h ateas or adjacentlsurrounding key buildings, or where law wires threaten vehicle access and to improve aesthetics, Devel oprnent DepartrnenflubIic mming BoardlCity Council Supporting Agencies: DDMCICMP Spring, 1997 Develop new access points for mills and other buiIdings, which currently have a ' l e a d end" access, and require turning movements within the complexes. Tuning sadiuses ~ O T access points of several mills (HilI, Androscoggin, Bates) are inadequate fox entry of heavy trailers. Also, this condition is causing damage to the buildings. Investigate new ddivery and pick-up points which do not require trucks to enter the center of the complexes. RESPONSIBTLITYIDATE Development D epartmentlPublic BoardlCity Council Supporting Agencies: DDMCILMRCIL - ACTS Fall, 1997 Integrate bicycle and pedestrian systems into and tbrough the Downtown m a . ---PAGE BREAK--- Development Deparhnenflublic BoardlCity Council Supporting Agenqies: DDMCICABPACLDowntown Rive&ont Bicycle and Pedestrian ComnitkelAndroscoggin Land Trust ongoing Improve the Downtown image and provide for a more "User Downtown. A. Utilize Community Development Block Grant (CDBG) and other grant funds, where appropriate, to acquire properties and conduct major revitalization efforts along the Lisbon and Canal Street areas, and Lincoln Street using historic preservation adaptive reuse potential, open space and parking needs to direct efforts. Development DepartmentlPublic lanning B oarUCity CounciI Supporting Agencies: DDMCIAVCOOLAECrC~istoric Preservation Review Bossrd Ongoing B. Establish a directional signage program for businesses and t r a c flow parking patterns and expand the opportunity for businesses to utilize A- Frms Qe t signs to advertise their businesses Downtown. Development DepartmentlPubIic Works/Pl&g BoardKity Council Supporting Agencies: FaIl, 1997 Strategically place trash receptacles along Lisbon Street. RESPONSTBILIT'YIDATE Development DepartmentPublic B oardCity Council Supporting Agkncies: DDMC Spring, 1997 Establish reader boards for pedestrian M i c to provide locators and to encourage ---PAGE BREAK--- use cif businesses Downtown. Development WorMIanning Boardcity Council Suppavting Agencies: DDMCI CABPACIAndroscoggh Land Tmt Spring? 1997 E. Continue, expand and simpl& if desirable, the winter parking ban ordinance for more expeditious and economic snow removal, and to minimize need for excessive signage. Development Departmenflublic Worm1 arming BoxdlCity Council Supporting Agencies: DDMC Ongoing F. Continue to coordinate snow removd on Lisbon and Canal Street sidewalks to facilitate pedestrian traffic. RESPONSIBILITYDATE Development DepartmentlPublic BoardlCi~ Council Supporting Agencies: AC Ongoing G. Continue to improve residential neighborhoods by utilizing existing programs including Lewistan L A.N. S CDB G Residential Rehab and Housing Opportunity Zone (HOZ) funds. RESP0NSIBILITYIX)ATE Development Departmen@ ublic WorMlanning BoardlCity CounciVChamber of Commerce Supporting Agencks: AVCOGILAEGC Ongoing H. Strategically reuse areas for pedestrian gatherings and access ways thraughout the Downtown area. RESPONSIBILJTYIDATE D weloiment Departmentmubiic ~ b r ~ l a m h ~ BoardlCity Council Supporting Agencies: ~ ~ ~ d l ~ b a m b e r of Commerce Ongoing ---PAGE BREAK--- POLICY 5 P O ~ O W N ) Expand opporfunities and incentives for the.location andlor expansion of small businesses in the Downtown area. A. Establish a small business incubator space in our miIIs or other appropriate buildings, uaizing CbBG Section 108, or other applicable programs. Development DepartmenWublic Boardcity Council Supporting Agencies: DDMC/LMRCIAVCOGLAEGCff rivate Sector Ongoing Support and heIp expand the scnrices of the Business Information Center in the Bates Mill in order to help create new businesses and expand existing businesses. &F,SPOWSIBILITYIDATE Development Departmenflublic Board/City Council Supporting Agencies: DDMCISmdl Business Administration Ongoing Continue to expand the City's current Economic Stimulus Lorn Programs through CmG, Section 108 programs and other applicable resources. ,J2F,SPONSTBILITY/DATE Development DepartmentPubIic Boardcity ComciI Supporting Agemies: DDMCIAVCOGILAEGC Ongoing Continue to seek flexibility in Farmer's Home Adminishation Intermediary Re-lending Program guidelines to offer additional Ism programs and funds to d l businesses. Development DepartmentlPublic BoardjC ity Council Supporting Agencies: DDMCIAVCOGLAEGC Ongoing Continue to expand programs where local Ienders will provide below market rate ---PAGE BREAK--- loans to smaU businesses through the One-Stop Capital Shop Program. RESPONSIBILIWJDATIE Development Deparhnenflublic Boardcity Council Supporting Agencies: DDMCIAVCOGLAEGC Ongoing. POLICY 6 (IDOWNTOWN) Identify and attract larger companies to the Downtown area. Establish a manufacturing enterprise partnership program to identify poteatid new businesses that are related to existing businesses. Development Departmentlpublic B Council Supporting Agencies: S eclor Ongoing Conduct a major marketing program which targets telecomunication intensive industries capitahzing on superior telecommunicatiogs ~ ~ t u r e , ,avaiIablq space and superb work force. Development DepxbnentlPublic Council Supporting Agencies: DDMCIAVCOGLAEGQ Ongoing Expand the City's Economic Stimulus Loan Program to continue to provide subordinated debt to Downtown businesss, with waiver of Intermediary RE- lending Program guidelines. DeveIopmmt DepartmentlPublic I3 oardlCity CaunciI Supporting Agencies: D D M C / A V C O G ~ ~ G C Ongoing ---PAGE BREAK--- Attract new investors to purchase, redevelop and whenever possible utilize the buildings within the Downtown area. STRATEGIES: qdbl 7 Make available tax "incentives and grant and Iaan programs to entice new investors andlor businesses. These may include investment tax credits, tax exempt bonds, historic preservation tax credits and CDBG Section 108 and other applicable programs. Development Departmentlfublic Works~Planning BoardlCity Council Suppurthg Agencies: Preservation Review Board~Maine E-Iistoric Preservation Cornmission Ongoing I3 . Investigate the purchase of buildings in the downtown area with redevelopment potential and negotiate the sale of them to new investors at a write-down using bond proceeds, CDBG Section 108, or other applicabIe programs. RESPONSXBILITY/DATE Development DepartmentlPublic W o r k s P l d n g BoardlCity Council Supporting Agencies: DDMC Ongoing C. Establish Lewiston Community Capital Venture Fund to encourage tax credits for a new business investment in the target area. RESPONSTBILITYrn ATE Developqent Dep~.entPublic BoardICity Council Suppouting Agencies: DDMC Ongoing D. Provide necessary public improvements related to successhl projects utilizing bond proceeds, CDBG and EDA programs. 1 I - C RESPONSIBILITYI'DATE Development DepartmentlPubIic Boardcity ---PAGE BREAK--- Supporting Agencies: DDMCEDA Ongoing POLICY 8 @ o ~ o ~ Expand and improve marketing and promotion of the Downtown. A. Work with the Downtown Development and Management Corporation, Androscoggin Vdey Chamber of Commerce, AVCOG, LAEGC and other entities to develop an effective marketing and promotion plan for the Downtown area. RESPONSIBKITYIDATE Development Departmentlpublic Boardcity Council Supparting Agencies: hamber of Commerce Ongoing B. Coordinate and initiate a real estate inventory process for Downtown buildings. RESPONSIBILITYIDATE Development Departmenflublic BoardlCity Council Supporting Agencies: of Commerce Ongoing C. Utilize non-general fund, where applicable, resources to hire additional personnel to assist in the management and promotion of the Downtown area. REsPONSIBILITY/IDATE. Development Departmenflublic Boardcity Council Supporting Agencies: DDMC/Chamber of Commerce Ongoing D. Explore participation in the Maine Street Program which is sponsored by the National Trust for Historic Preservation. RESPONSIBTLITY113ATE Development DepartmentlPublic WorksPIanning Boardcity Council - J Supporting Agencies: DDMC/Historic Preservation Review Board FaUlWinter, 1996 ---PAGE BREAK--- INTRODUCTION The Cities of Lewiston and Auburn have a long history of working collaboratively towad stimulating and diversifying the Twin Cities' economy. Beginning in March= 1 99 1, the Cities of Lewiston and Auburn adopted the 1991 LewistodAuburn CLlAl Development Sfmtegv. This strategic plan represented a new level of cooperation and coordination among the many organizations within LewistonlAuburn that were involved in economic development. The plan was developed by a Iarge committee consisting of local government oficiaIs and poIicy makers, educationaYtraining providers, business representatives, a d economic development service providers. It acknowledges that issues related to the economy crass the river-back and forth- and that a regional approach, stressing collaboration, is key to both cities success. The LIA Development Strategy Committee has since updated the plan in both 1992, 1995 and 1996 and their fmdings and recommendations from the later update form the regional framework of this Comprehensive plan component. RETAIL, SALES With respect to retail sales in Eewistoa, statistics indicate we continue to struggle with our mercantile sector. Per capita retail sales lags far behind state averages with recent estimates indicating Lewiston draws less than two-third of its per capita share of retail saIes. We must attempt to diversify our retail sector and retail businesses must position themselves better to compete with the regional malls and to attract shoppers through better service, niche-type offerings and better convenience. The downtown component of this plan goes Wher into this issue. JOBS Recent statistics indicate that the unemployment levels city-wide are less than both the state and federal levels and are at a ten-year low. However, the City must remain c o d t e e d to the creation of more quality j obx with annual wages exceeding the state's average. Defense dependency was of particular concern during the early 90's. AVCOG conducted two separate studies invoIving defense dependency which were incorporated into the strategy development process. The 1992 Defense Dependency of We,stern Maine study identified the Cities of Lewiston and Auburn and the communities of Lisbon and Sabattus as defense dependent In 1995, a second study was conducted to identify business deveIoprnent opportunities to assist in diversifying the Twin Cities' economy and create jobs ,m dependent upon Department of Defense @OD) expenditures. The 1 995 report, ~esouria 'Analysis and Target Growth Opportunities, identified the following five areas as potential growth opportunities. ---PAGE BREAK--- * Footwear Industry. fie region has a long history with the footwear industry and has a number of competitive advantages including the quality of leather, skills of the labor force, and the Maine name recognition * Hi-Tech Textile Industry. With the well-dehed niche strategies, advanced te~hno- and new production methods, this industry is well positioned to take advantage of the economic movery. * Linkag~ with Canadian Businesses. Competitive advantages include a large population of French and French Canadian descendants, good transportation access to the north by rail, and to the east and south by the interstate highway system. Recycling-Related Manufacturing. Increasing use of recyclable material in end products (paper, shoes, tires, etc.) and rail access for transportation of waste materids makes the area well-situated for opportunities in recycling-related manufacturing. Telecommunication Related Opportunities. An exdent statewide telecommunication system, an existing base of telecommunication intensive h s , a large pool of available labor, and inexpensive real estate provide the area with a distinct advantage. MUNICJPAL FINANCES Between 1988 and 1996 the City's vduation rose from $1,127,820,500 (at 100% of full value) to $1,255,127,390 (at 98% offull value) for a gain of $227,306,890. A simcant factor h this gain was the completion of the NO+ million Monty Hydro Project, Taxes on the medium Lewiston single f d y home approximates $1,840 which compares Lewiston quite favorably with other ci~ies and towns in Maine. This is due in large part to a consistent attempt ta hold the h e orr spending while continuing to provide needed services to the Iecal taxpayer. Tax stability is also further enhanced by a favorable mix of residential to non-residential properties. Approximately 58% of properties in Lewiston are residentid with utilities, commercial and industrids accounting for 42%. Based on current millage, it wouId take approximately $48 million in new valuation to reduce the tax rate by $1.00 per $1,000 of assessed valuation. The Cities of Lewistsn and Auburn a joint Tax-Exempt C d t t e e to study the issue of tax-exempt organbations and their impact on taxation in the twin cities. In their "Report of the Lewiston/Auburn Tax-Exempt Cormnittee, dated November 27, 1996, the C omnittee presented their findings from the seven-month process and included two short-term and two long-term recommendations. The short-term recornendations included establishing a permanent LewistodAuburn Advisay Committee t cr develop guidelies hr a voluntary contribution program, as weM as to impIement and monitor its activities. An additiod short-tern recommMon was for each civ to conduct a rigorous review of new tax-exempt requests. ---PAGE BREAK--- . . The Committee also recommended two long-tenn strategies. First, was to have Lewiston and . 7 - . . - Auburn host a meeting with the Governor and mayors from the larger communities in Maine to discuss the state's tax structure. Second, to direct efforts toward seeking changes in the legislature by working with the LewistodAuburn legislative delegation to Iimit the abuse of tax- exemptions. GOALS, POLICIES, STRATEGIES (ECONOMY) GOALS: 1. Improve govemmentaI services to be more conducive to economic development. 2. Aggressively work with state, regional and federal agencies to heIp develop economic opporhmities. 3. Build on the strength of manufacturhg and service industries as a source of quality jobs. 4. More effectively capitalize on the twin cities as a distribution hub for Maine, northern New England, Canada and other international businesses and consumers, taking advantage of the Iarge French-speaking population. Work with Iocal and state governments to create a fair and equitable tax structure. 6. Improve the urban environment and cultural vitality of Lewiston. POLICY X (ECONOMY) Streamline processes related to the financing, development review and permitting of ecunomic development projects. STRATEGIES: A. Review financing policies and practices to see where they can be stredined in order provide better sentice to the derteldpment community. RESPONSI3ILITYlDATE Development B oard/City Council Supporting Agencies: LAEGCIAVCOGIChahber of Commerce July 1997 ---PAGE BREAK--- Review Development Review poIicies and practices to see where they can be streamlined in order to better service the development community. Development B o d c i t y Council Supporting Agencies: LAEGC/AVCOG/Chamber of Commerce July 1997 C. Review permithing and licensing policies and practices to see where they can be streamlined in order to better service the development community. Relevant City DepartmentdPIanning Boardcity Council Supporting Agencies: LAEGCIAVCQG/Chmber of Cornmerce July 1997 Create a mechanism for coordinating public policy by formalizing relationships between the many boards and committees that affect development of.the Twin Cities. Establish, when desirable, joint meetings of Board and Committee members and designated staff representatives from development-related and educationaVtraining related organizations to share idormation on servicesfprograms (business development and job creation activities) and deveIop agenda items for City Council. Development BoardlCity Council Supporti~g Agencies: of College Ongoing Hold regular joint City Coun~iI meetings with Auburn, when desirable with agreed upon agenda items concerning joint venture or potentid coordination of efforts.. P.G., Tax-sharing Agreement for Economic Development Projects I Regioial Cupid Improvement Prograrnmi~g Eni>u~.age+.moi-e joint initia fi~es andor comolidation of services) ---PAGE BREAK--- Development DepartmenflIaming BoardlCity CounciVSupporting Agencies: of Commerce Ongoing Utilize the annual updatbg process of the LewistodAuburn Development Strategy to broaden participation in economic development planning and jointly identify multi-year gods, ideas, and interests of both Lewiston and Auburn. Development Boardcity Council Supporting Agencies: AVCOGLAEGCIChamber of Commerce Ongoing Support efforts of LewistodAubwn Together Commission to explore and impIement ways in which our communities can increase cooperative activity. City BoardlCity Council Supportiog Agencies: Levviston-Auburn Together Commission Support the efforts of the LewistodAuburn Tax-Exempt Advisory Committee to develop a mare fair and equitable tax system. POLICY 3 (ECONOMY) Develop a mechanism for stronger advocacy on behalf of the Letviston area. STRATEGIES: Each city, development organization, educationalltraining provider should identify community and business opportuaitieslissues unique to Lewiston. Business related oppo&mities/issues shoufd be shared with the Chamber and community related opportunitiedissues should be conveyed to City Managers. The Chamber and city officials will serve as advocates for business and community interests. Y I ' Development Boardcity Council Supporting Agencies: AVCOG/LAEGC/Chamber of ---PAGE BREAK--- Commercehfaine Municipal Association Ongoing Single issue forums should be held as desirable between the urban legislative delegation a4d relevant organizations in the Lewiston-Auburn, to fbster on-going dialogue on state policy and a stronger L/A platform. Development B oarcUCity Council SzppoP.fing Agencies: AVCOGkAEGCIChamber of Commerce Ongoing Act as a link between existing local argaddondcommittees for area citizens md leaders and the various Advisory Committees at a statewide level. (i.e. Tumpike Authority, Department of Environmental Protection) to ensure that Lewiston representatives are considered for potential vacancies, RESPONSllEILITY/DATE Development DepartmentPlanning BoardCity Council/ Supporting Agencies: AVCOGLAEGCIChamber of Commerce Ongoing POLICY 4 IECONOMY) Expand number of manufacturing and service industry firms in operation and create more quality jobs with annual average wages for the Lewiston area exceeding the State's by the year 2000. STRATEGIES: Ensure that there is adequate landhuildings for expanding firms and entrepreneurial start-ups within Lewiston by working with local developers and maintaining a data base that Iists landhuildings for expanding manufacturing fms. Development DepartTnentPlanning BoaraCity Council Supporting Agencies: A V C O G & A E G C / C ~ ~ ~ ~ ~ ~ of Commerce Ongoing ---PAGE BREAK--- B, Considerafion shouId be given to the design, construction, and Lewiston joint ownership of commercidindustrial buildings suitable to the needs of prospective tenants. Development B oardcity CounciI Supporting Agencies: AVCOGILAEGCIChamber of Commerce Ongoing C. Ensure that there is adequate (water, sanitary sewer, storm sewer, roads, natural gas, electricity, etc.) for new and expanding manufachg and service firms in Lewiston, RESPONSIBILITYIDATE Development DepartmentPlambg BoardlCity Council/ Supporting Agencies: AVCIOG/LAEOC/Chmber of Cornpmies Ongoing Ensure that there is adequate telecommunication--fiber optics, digital technoIogy, electronic communication-- infrastructure and that it is maintained to meet the needs of new and expanding manufacturing and service fms, Development DepartmenWlanniag BoardlCity Council/ Supporting Agencies: AVCOGLAEGCIChamber of CurxunercelLTtility Companies Ongoing Support the local business visitation program in order to show support for local businesses and to collect information as to their needs and concerns. JWSPONSIBIL1:TYIDATE Development B oardlCity Council Supparting Agencies: of Commerce Ongoing Market, in conjunction with local, regional or skitewide agencies, the Lewistonls telecommunication capacity for business attraction a&ti$tieies. ---PAGE BREAK--- JlESPONSmS~ITY/DATE DeveIopment BoardCitJr Council Supporting Agencies: AVCOGLAEGC/Chmber of CornmeMaine & Company Ongoing Continue to provide direct assistance to micro-enterprise businesses. Such support services should include: business development counseling/training, access to working capital ($500-$10,000), micro-incubators, and networking opportunities. JUESPONSIBILWYIDATE Development DeprbnentiPlanning BoardlCity Council Supporting Agencies: AVCOG/LAEGC/Chamber of CommacelBusiness Information Center Ongoing Through an-going dialogue with IocaI businesses, ensure that financing is avaiIable to support innovation-related investment. Development Department/Planning B oardlCity Council Supporting Agencies: AVCO GLAE GCIChamber of Commerce/Business Iafomtion Centerprivate Banks Ongoing Identify sources of public and private equity capital for manufacturing start-ups. RlESPONSIBILITYIDATE Development Department/PIamhg BoardlCity Council Supporting Agencies: of CommercelBusiness Idomation CenterlPrivate B & Ongoing J. Maintain and expand publicly-funded direct commercial lending programs such as those administered by LAEGC, AVCOG, and the City. RESPONSKEILITYIDATE Development BowdCity Council Supporting ~gmcici: . AVCOGILAEGCIChamber of ~ommercel~ushess hformation Cerlter Ongoing ---PAGE BREAK--- K, Lewiston should work jointly on economic devdopment related projects that could be M e d in parf from area banks bough the Community Reinvestment Act. Development DepartmentlPIamkg BoardlCity Council Supporting Agencies: AVCOGLAEGCIChamber of Commrce/Business Information CenterIPrivate Banks Ongoing Position Lewiston to respond effectively to manufacturmg and service industry prospects fiom outside the area by working cooperatively with state business attraction efforts through local, regional and state agencies, private sector devdopment organizations, and existing local businesses (who might draw Iocal suppliers or customers). RESPONSn3II;fl:YmATE Development BoarcUCity Council Supporting dgeurcies: AVCOGLAEGCIChamber of CommercelMaine Company Ongoing Explore possible markets for &eight forwarding distribution and warehousing types of businesses. . Development DepartmentPlanning BoardKity CowciZl Supporting Agencies.: AVCOGLAEGCIChamber of Commerce Ongoing Identify business development opportmiiies related to health care sector and identify and implement attraction activities for these types of businesses, Development Departmenfllanning B oardlCity Council Suppor~ipfg Agencies: AVCOG/LAEGCIChamber of Commerce CMMCIS t Mary's HospiWAndroscoggin Home Health Ongoing I - . ---PAGE BREAK--- . . POLICY 5 (ECONOMY) Improve Labor Force Skills and the awareness and quality of Job Training and Retraining Programs Work with businesses to expand basic sElls and worker retraining opporhmities linked ta work places, focusing on managerial, communication, math a d technical, problem-saIving skills. RESPUNSIBILITYiDATE Development Deparhnenfllanning BoardlCity Council Supporting Ag~ncies: AVCOGIL AEGCKhamber of Commerce/LocaI Businesses Ongoing Expand business support of efforts to raise student aspirations and educational opportunities, focusing more an school-to-work transitions. Invite students to participate in the planning and implementation of these efforts. RF,SPONSmILITY/DATE Development Departmenfllanning Board/City Council Supporting Agencies: AVCOGILAEG ClChamber of CommerceLocal Businesses Ongoing Explore and expand where necessary services and facilities to make post- secondary education possible including transportation, "on-site at workplace" training, day care, evening care, etc. Development BoardlCity Council Supporting Agencies: AVCOGLAEGCIChamber of ComercdHead StarVL ATC Ongoing Expand where necessary locally-available training for job opportunities in targeted industries, .l . . Development B o d c i t y Council 45 ---PAGE BREAK--- Supporting Agencies: of College ongoing Establish formal comunication lidage between economic development organizations and educationaVtrahing providers to share information on job creation activity and worker needs so that an adequately trained Iaber force is available. Development Dep;trtment/Plaming Board,City Council Supporfing Agencies: AVCO G/LAEGC/Chamber of Comeice/ CMTW-A CoUegelCPACM Ongoing POLICY 6 (ECONOMY) Expand the number of firms engaged in international trade focusing on Canada as well as French speaking nations. STRATEGIES: Provide technical assistance to businesses focusing on Canadian markets especidly the area of Quebec. Develop local English-French translation capabilities. Support: the state-wide initiative to set up the first United States Bureau of the Forum Franco Des Affaires, an international network linking small and medium- sized businesses in nearly 40 French speaking Nations to take advantage of Lewiston's large French-speaking papuIat.ion and rich Fmco herirage. Development DepuimentPlaming Boxd/City Council Supporting Agencies: AVCOG/LAEGCIChamber of Comrxlercel CoIIege Ongoing D. Assess business assistance exporting needs through the Maine Business Visitation Pmgram (as identified under Policy 3 item E) and cookdinatelrefer to existing organizations Maine World Trade, Dept. of ~conokic and Community Development). ---PAGE BREAK--- BESPONSIBILITYlDATIE Development BoardiCity Council Supporting Agencies: AVCOGILAEGCIChamber of ' Commerce oragoing Organize business-to-business round table with Iocal firms that are already exporting to explain how it's done. RESPONSII3ILITYCX)ATE Development Board/City Council/ Supporting Agencim: AVCOGh AEGCIChamber of Commerce/Locd BusinesseslBusiness Information Center ongoing POLICY 7 (ECONOMY) Market Lewiston. Continue to promote awareness within and outside Lewiston (i.a Cities of the Androscoggin Campaign) of the area's quaIity of life and that a sophisticated array of services, professionals, and facilities are currently available locally. RESPONSIBILITYIIDATE Development Departmenfllanning B~ard/City Council Supporting Agencies: AVCOGLAEGCICharnber of Commerce/Local Businesses Ongoing Create and update on an annual basis a Business Services Directory which lists the many economic deveIopmenl: resource organizations and educationdtraining providers. This information will be accurnuZated into a Lewistoa-Auburn resource guide and made available to dI of the identified orgmizations/agencies and other interested parties. DeveIopmnt Departmenelmring BoaraCity Council Supporting Age~cies:"AVCO,G/LAEGC/Charnber of Comrnercel c ~ I ~ & ~ H u s s o ~ College Ongoing ---PAGE BREAK--- Market Lewiston area (through kiosk or 0th mechanisms) at strategic transportation points. Development ~e~artment/Plannin~ Boardcity Council Supporting Agencies: AVCOGILAEWIChanber of Commere Ongoing D. Market Lewiston through the use of a Lewiston-Aubw WorId Wide Web page available to users of the Internet. ATE DeveIopment DepartmentlPIanning BaardlCity CounciI Supporting Agencies: AVCOGLAEGCIChamber of Commere Ongoing POLICY 8 @coNoMu) Increase the Level of State and Federal funding into Primary and Urban Highway Road Systems, . - - STRATEGIES: Advocate for and monitor decisions made by Maine Tunpike Authority and Maine Department of Transportation concerning infrastructure improvements. Public WorksDevelapment Board/City Council/Supporting Agencies: of Commerce Ongoing B . Advocate for an increase in transportation i&astructure e. roads, railroad) improvement funds for the Lewiston Area through the Lewiston Auburn Comprehensive Transportation Study (LACTS), %c Works/DeveIopmmt ~ e ~ & e n t ~ / ~ l a m i n ~ BoarcVCity Council Supporting ~ ~ & i e s : AVCOGLAEGCIChamber of CommerceLACTS Ongoing ---PAGE BREAK--- C. Network with pubIic and private sectar representatives from other areas that are dependent on L/A transportation network to build support for improvements. RESPONSTBILI'WIDATE DeveIopment Boardcity Council Supporting Agencies: of CommercelPrivate Businesses/LACTS/LATC Ongoing Advocate for "attainment" status under the Clean Air Act. RESPONSEKITY(DATE Public WorksDevelopment DepartmentlPIanning Boardcity Council Supporti~tg Agencies: AVCOGLAEGCIChamber of CommercelPrivate BusinesseslLACTSILATC Ongoing POLICY 9 IECONOMY) Expand commercial utilization of the Auburn-Lewiston Airport STRATEGIES: A. Enhance and .expand industrial/commercial utilization of airport through impIementaticrn of the airport master pIan. RIESPONSTBILITYIDATE Development Departmenfllanning Bodcity Council Supporting Agencies: AVCOGLAEGCIChamber of CommerceLLA Airport Committee Ongoing Explore the feasibility and next steps in establishing a free trade zone (and related customs issues) encompassing the areas covered by the joint tax sharing agreement between Lewiston and Auburn, including the ahport, for a distributionlprocessing center geared toward international trade. RFSPONSIBEITYDATE Development Depatmenelanning Boardcity Council Suppiing Agencies: A ~ ~ C O G L A E G C / C ~ ~ ~ ~ ~ ~ of Carnmerce Ongoing ---PAGE BREAK--- Identify and conskuct appropriate Mastructure improvements to enibie expansion of air related business and associated aviation support industry that could sewice the United States, Canada and international markets. Development BoardlCity Council Supporting Agencies: AVC0GILAEGCIChambe.r of Commerce Ongoing D. Explore the feasibility of utilizing the Auburn-Lewiston Airport for tourism. Development BoardlCity Council Supporfing Agencies: AVCOGLAEGCIChamber of .Cotnmerce/LA Airport Committee Ongging POLICY 10 (ECONOMY) Maintain and improve access to rail. service STRATEGIES: A. Advocate for public and private investment in system maintenance and upgrades of b ~ t h idastructwe and service. RESPONSIBILITYIIDATE Development DepartmentPIanning Boardcity ComciI Supporting Agencies: AVCOGLAEGCIC hamber of Commerce Ongoing B. Identify and explore the use of land with rail-access for rail-related development. RFSPONSIBIL~TYLDATE Development B oaracity Council Supporting Agencies: of ComerceLACTS Ongoing .t _ +i C, Take active role in shaping state railroad planning activity and investments. ---PAGE BREAK--- RESPONSm~ITYmATE Development BoaraCity Council Supporting Agencies: af Commerce Ongoing POLICY 11 @CONOMY) Improve appearance and image of the Lewiston area. STRATEGIES: A. Create a riverfkont redevelopment Master PIm for recreational and business uses. Development DepadmenWIhg BoardlCity Counci 1 Supporting Agencies: of Commerce1 Androscoggin Land Ongoing 13. Focus beautification efforts (i.e. through directional signage, reader board programs) at entrances to Lewiston, especially at the gateways to the City. RESPONSTBILITYIDATE Development B oardlCity Council Supporting Agemiex AV COGLGGUChermber of Commerce Ongoing C. Ensure adequate funding for appearance of publicly and privately funded buildings through facade rehabilitation programs. Development BoardICity Council Supprting Agencies: AVCOGIL AEGCIChmber of Commerce Ongoing D. ExpIore implementing those elements of the Cultural Plan that relate to economic development and downtown revitalization. ---PAGE BREAK--- JWSPONS'1[B'XL(WmATE Development Department/Planning BoardlCity Council Supporti~tg Agencies: LAEGC/AVCOG/Chamber of Commerce/ LIA Arts Ongoing POLICY 12 ( E C O N O Foster more coordination and visibility for cultural events, activities, and facilities. A. Implement those elements of the C u l M Plan that relate to economic development and downtown revitalization includ jng expIoring the feasibility of a Cultural Arts District. RESPONSlBETTYIDA?E DeveIopment DepartmenflIaming BoardlCity Council Supporting Agencies: LAEGWCOG/Chmber of Commerce/ LIA Arts Ongoing Support Cultural Plan recommendations to c~ordinate cuIturaI events and associated needs and also to attract new government and private sector funding to support cuItural activities. RESPONSIBTLITY/DATE Development Boardcity Council Supporting Agencies: LAEGC/AVCOG/Cfiamber of Commerce/ LIA h Ongoing Utilize resources of existing organizations, to support tourism activities, through continuance and establishment of Lewiston visitor attractions such as mill heritage museum, community festivals, etc. and increase exposure of the Lewiston area in state and regional tourism promotion materials. RESPONSlSILITYlDA~ Development B oard/City Council Supporting Agencies: LAEGC/AVCQG/Chamber of Conmercel L/A Arts Ongoing ---PAGE BREAK--- Develop and promate initiatives such that businesses are encouraged to Iocafe and expand within the City of Lewiston while making use af the natural resources and conc~nritantly enhancing those resources far the mutual enjoyment of all citizens. STRATEGIES: Wherkver and whenever possible, the Development Department, in conjunction with other d e m e n t s md boards of the City, should provide incentives to businesses to develop land and buildings in the natural resource areas of the City of Lewiston. Priority should be given to the renovations and expansion of those buildings already Iocated within the n a h d resource areas sf the City of Lewiston. Development DepartmentPublic WorIrsIPlmning BoardlCity Council Ongoing The Development Department, in conjunction with other departments of the City and its various boards, should seek to develop and make avaiIable imaginative and alternate funding sources for businesses such that this goal shall he achieved. Development DepaftmentPublic Boardcity Council Suppo~tit~g Agencies: AVCOG Ongoing The Development Department, in conjunction with other departments of the City of Lewist~n, shall seek to develop or expand along ~e natural resources corridor. Developpent DepartmentTPublic Workdrecreation Deparhnenfllanning BomdlCity Council Ongoing The Development Department, in conjunction witb other departments of the City, the City Council md the office of the Mayor, shall develop and maintain a list of local individuals and businesses who are wiIIing to volunteer their time and talent in areas such as banking, business, accounting, architecture, law and other ---PAGE BREAK--- professiud disciplines such that they may encourage and assist businesses to bring theif goals of development and expansion to reality while protecting the natural resources of the City of Lewiston. Development Departmentlpublic BoardlCity CounciI Supporriptg Agencies: Local Bushesses/InIand Fisheries and Wildlife Ongoing ---PAGE BREAK--- HISTORIC PRESERVATION The development of this Historic Preservation component as a part ofthe updating of the City of Lewistan Comprehensive Land Use Plan was partially funded through a National Park Semite, U. Department of the Interior matching grant-in-aid, administered &ugh the Maine Historic Preservation Commission, tbe State Historic Presevattion Office (SHPO). The plan is intended to create a model for developing a city-wide approach to using historic preservation as a means to economic development and revitalhtion. One of tbe stated objectives of the Growth Management Act specifically addressed in t h i s component is to: "Protect natural, kistorical, and recreational resources and related economic activities." The preparation of a preservation plan is dso recognized as partial merit of a program meeting Federal and State standards for presenation that allows the State Xstoric Presemation Officer to declare a municipality as a CertSed Local Government (CLG). Such a designation allows a CLG aeGess to grants from the annud Historic Preservation Fund grant made to States under the National Kstoric Preservation Act. A CLG may also receive, among other benefits, technical assistance and training from the SWPO and may participate in statewide preservation programs and planning. The City of Lewistoa bas been certified as a CLG, and has already satisfied its mandated responsibility to: Maintain a k i s t o r i c g r e ~ e * commissEon Survey bcaI historic properties Enforce State or Zoculpresewation laws Provide fur public purtieipuh'on, and Enucf historic presemtion ordinances or zoning restrictions A strong preservation program in Lewiston will lead to the preservation af our cultural, architectusd, historic and archeological resources; will promote better economic development crpportdties when historic buildings xire put through adaptive reuse; and will increase tourism apporhmities. Findly, it wiI1 promote a sense of pride to our citizens and will allow future generations to better understand the roots of ow culture and that of our native populations. AS part of the Domtown Development District Preservation Plan, a number of facade drawings were done to help facilitate preservation efforts. In addition, a Historic Preservation Index Map and Historic Prese~ation Ulustative Site Plan (see Appendices E & These pZms can be used to help the City understand its architectud and historical significance md to suggest improvements based on the preservation goal of reestablishing the image of Lewiston. Because the Downtown Development District contains the majority of our historic resources, including the Lisbon Stfeet Historic District,-The Lewiston Mill System District, Little Canada and a number of other individually-listed buildings, it has been the focus of the City's recent preservation esrts. However, there are many siwcant histork structures outside of the downtown area that must be inventoried and made part af both the local and national registers ---PAGE BREAK--- EDUCATION During the comprehensive p h i n g process, it was determined that the M s t o n School Committee should have direct input on those areas within the plan that impact pubk schools directly. There was also strong mpport for the creation of a separate education component of the plan. Mer two presentations to the School Committee on these issues, the School Committee voted; "To commit to underkzke a plmingpracess over the next eighteen (18) months tmw& the creation of a vision andgoals for the School Depiment a d to eshbiish this as a god to be inchded in the City's Comprehensive Plan " When the School Committee completes their planning process, submits their recommendation to the Planning Board for their review, and when the City Council approves md adopts the education component, it will then be incorporated into this plan. ---PAGE BREAK--- j and that remains a major objective of the Historic Preservation Review Board. The Board is ' . ' currently working with consultant Russell Wright to produce a Historic Preservation Design Manual to help the Board, City officiaIs and owners of historic properties to understand presewation guideIines and standards. Another component of the Preservation Plan was the completion of the fist archeological survey work ever ~eompJished by the City. This component was also designed to serve as a model to do other archaeoZogical survey work within the City. The focus of the reconnaissance-level survey was the site of the future Lewiston-Auburn Railroad Rivefiont Park. A team led by archaeologist Steven Cox did multiple test barings in this area in search of prehistoric artifacts. Addi tied reconnaissance-level surveys were conducted in South Lewiston as part of these efforts. The presewation of Lewiston's archaeological resources remains a high priority of this plan, GOALS, POLICIES, STFLATEGXES GOALS: Continue to recognize, preserve and protect the visual, wchitectura1, cultural, historic and archeological resources that contribute to and define the unique character of the City. Contribute to the vitality and the economic development of the Cify by recapturing under-utilized space for special uses, increasing the real estate tax base, and re-establishing Lisbon Street and other areas to heir former status in the region through preservation efforts targeted to enhance the aesthetics and the cultural climate of the City. Enhaace the image of Lewiston and its proud heritage by improving the gateways to the City, enhancing the visual quality of the riverfront and the canal system, and fostering the continued conversion of vacant space to productive reuses that will contribute to the revitalization of the entire Downtown and City. Work with City, State and Federal programs and local business interests to id en ti^ t'ycial and other incentives that will benefit participants in the restoration and rehabilitation of historic structures. Insure that needled vehicular, bicycle and pedestrian traffic improvements and off- sbeet parking requirements are satisfied without unnecessary on the historic integrity of the downtown. ---PAGE BREAK--- POLICY 1 (HISTOlUC PRESERVATION) STRATIEGlES: A. Recognize, preserve and protect the resources that define the unique character of the City. I. Explore designating the LewistGn Mil System and the Lisbon Street Historic Retail District as Natibnal Register Historic Districts as wd as local historic districts, thereby affording them the protection offered by the Historic Preservation Review Board. 2. Consider s e b g or transfining titles to City-owned historic buildings to owners willing to restore the exterior within a stipulated time-frame to meet the requirements of the Lewiston Historic Preservation Review Board. 3. Create mechanisms . a d incentives for owners of historic buildings, to properly maintain and/or restore these buildings. RESPONSIBILITYIDATE Development DepartmentPlanning BoardlCity Council Sqporting Agencies: Historic Preservation Review BoadMahe Historic Preservation CommissionlPrivate Sector Ongoing A' . C o n t r h e t o the vitality and the economic development of the Downtown 1. Transform the Downtown into a unique cultural and business district. 2. Expand the Facade Improvement Program where grants have allowed property owners to do facade work on their buildings. 3. Continue improvements with landscaping, street trees and in pedestrian amenities. Development BoardlCity Council Suppurring Agencies: Historic Preservation Review BoardlMaine Historic Preservation CommissiodPrivate Sector Ongoing ---PAGE BREAK--- Enhance the image of Lewiston 1. Create landscaped open space in residential areas such as those dong Cmal and Oxford Sheets. 2. Utilize the in-town canal system in the Downtown design plans by reestablishing the historic, aesthetic design qudities of the canal system. Identify financial and other incentives that will benefjt the restmion md rgbabilitation of the historic properties throughout the City. Development DepartmentlP1amhg BoardlCity Council Supporting Agencies: Historic Preservation Review BoardMaine Historic Preservation CommissionlPrivate Sector Ongoing PubIish and utilize the Historic Preservation Review Board Design Manual to better communicate issues related to prescvation guidelines and standards to both the Board and owners of historic properties. RESPONSIBILITY/DATE 7- Development Departmentmlanning ~oardkC~ty 20mc4 Supporting Agencies: Historic Preservation Review BoardMaine Historic Preservation Commissi~~rivate Sector ongoing F. Continue the systematic inventorying of histoic properties throhghout the City, utilizing preservation grant monies to assist the City in the process. REsPONSIBTLITYTX)ATE Develogment BadCity Council Supporfg Agencies: Historic Preservation Review BoardMaine Historic Preservation CommissiodPrivate Sector Ongoing G. Identify archaeological resources throughout the City utilizing preservation grant monies to assist the City in the process, where appropriate. ---PAGE BREAK--- Development Boardcity Council Supportirrg Agencies: Historic Preservation M e w B o a r m e Historic Preservation Commissioflrivate Sector Ongoing ---PAGE BREAK--- HOUSING TASK FORCE FINDINGS . Perhaps no other issue affects our daily life more than the need for safe, decent and affordable housing. This component of the plan offers specific strategies and a timetable for reaching the state's and City's gods with respect to housing. These strategies ensure that land use poIicies and ordinances of the City encourage aIl types of affordable housing, including mobile homes. Furthermore, the City is committed to the state goal of a minimum of having minimurn of 10% of a11 new residential deveIopment to be affordable housing (see TitIe 30-A Maine Revised Statutes Annotated, 84326, subsections 1 & In September, 199 1, the City of Lewiston Housiug Task Force, created at that time to address housing issues, issued its Final Report. It made several specific findings and recommendations, it also commissioned a Housing Inventory/Analysis for the City which is contained in volume I1 of the Plan. Now that the City of Lewiston has embarked on a broader comprehensive planning process, it was appropriate for the Housing Sub-committee to review that report, compare it to the City's and state's planning goals and measure how the City has fared since 199 1 - and to make recommendations on future goals, policies and strategies to deal with this most important issue. The introduction of the 1 99 1 Task Force Report aptly sets forth our own fundamental premise: p e are] committed fo the concept that one of the most elementalfinctions of the municipal government is to provide safe, decent and afordab k housing to all its citizens. We also understand that access fo aflu~.dabbe housing by all sectors of our sociew is integral to the Cip's goals of economic advancemeni through revitalization and diversiJicution of its commercial and industrial base. What is affordable housinp? Affordable housing can mean different things for different people and for different reasons. Some use it to qualiEy for certain government assistance programs. Others look to see if a person is abIe to borrow money to buy a home. In Lewistoton, the current median income for a farnily of four is $35,600; low-mod income families are those who make 80% or Iess than the median. Affordable housing must, however, encompass more than money. We believe people choose housing based in large part on non-economic factors, on perceptions of the housing unit and of its neighborhood. We take it to mean safe, decent and sanitary living arrangements of a person's own choosing, that can be comfortab~y paid for out of that person's or family's income. This may mean single-MIy homes, prefabricated homes, modular or mobile homes, or buildings with two or more fardy units. There may be government assistance, either direct aid or indirect ' ---PAGE BREAK--- guarantees of loans. Some housing may include special and particularized support or services for some segments of the population, Finally, there definitely should be attention given to conditions within neighborhoods that affect housing, including access to health care. Review of 1991 Hausin? Task Force Final Re~ort Recommendations A. Governmental Committee That Task Force committee fixst focused on streamlining Code Enforcement activities and devoting more resources to ensure that housing is maintained in a safe, decent and sanitary condition. Buildings that camnot be so maintained would be demolished. The committee recognized that more co-ordination, participation and work was needed by the city Fire, Police, Public Works, and Welfare Departments and by the Lewiston Housing Authority in the public sector, as well as banks, insurance companies and newly-created neighborhood associations in the private sector. The committee dso noted that the City should create a permanent Housing Alliance, and urged changes by the state to reduce long-term welfare dependence and to expand Iending for new home buyers. B. Regulatory Committee The Regulatory Committee found that zoning ordinances discourage mobile homes as one option for housing. It also found that Lewiston's zoning ordinances directly conflicted with the Fair Housing Act of 1988, which states that the City cannot place restrictions on group homes which do not aIso apply to singe- family residences. The committee also addressed affordability, pointing out that Innexible standards for new developments push up the price of new houses. It was also determined that a famiIy with an average income could not aEord the mortgage payment and other costs of an average priced single-famiIy hame. It was felt that greater flexibility was needed in the codes, not only in required improvements but also permitting clustering of development or other open space conservation techniques. They also recommended new loan p r o m s to purchasers and financial incentives to builders and that performance standards be reviewed which was subsequently developed for their impact on housing co* C. Special Needs Committee The Special Needs Commiffee Iikewise pointed out that Lewiston's zoning ordinance put redctions on group houses, violating federal law. It also found that anticipated rental subsidy losses would have a great impact on the elderly. It recommended greater coord'matim occur and more resources be committed to dealing with people previously being served at Augusta Mental Health Institute, homeless people or those at risk of becoming homeless, and day care for ---PAGE BREAK--- 0. children and adults. "HOUSING SUB-COMMITTEE For the purpose of creating the Wowing component of this plan, a Housing Sub-committee was formed to review the work of the Housing Task Force, to research present conditions and to m&e additional recommendations ifnecessary. The Housing Sub-comfnittm's review of existing data is indicated as follows: * I. In Lewiston there are 6,2 17 single family homes, 1,069 two-family buildings, 3 93 three-family buildings, 2 17 four-farnil y buildings, 96 five-family buildings, 205 six-family buildings, 43 seven-family buildings, 1 10 eight-family buiIdiigs, 53 nine-family buildings, and 1 0 buildings with ten or more family units. This totals to at least 1 3,870 available living units. The average age of housing units is one of the oldest in Maine. 2. 5 5% of all hauseholds in Lewistoa are renting, while 45 % own their homes. 3. The Comprehensive Plan Committee conducted a citizen survey in November, I995 in with some of the questions pertinent to housing. More than 1 out of 4 respondents felt that the" Availability of Mordable Housing" was either t'Unsatisfactary" or "Very Unsatisfactory",only 1 in 5 respondents felt that the "Availability of Special Needs Housing" is Satisfactoryt' or "Very Satisfactory" and Over one out of three respondents over the age of sixty, felt that the "availability of Elderly Rousing" was less than satisfactory (this is significantly higher than the respondents under the age of 60). In addition to this citizen survey, the Housing sub-committee specifically wanted to find out the opinions of residents or potential residents of certain downtown neighborhoods, with regard to the liveability of those neighborhoods incIuding health care issues. Tire Housing Sub-committee commissioned Dr. James Fisher and some of his sociology students at Bates ColIege to study people waiting to receive Section Eight certfieates, and people occupying apartment buildings which buildings are about to have their Moderate Rehabilitation rent subsidy expire, Findines of downtown residential survey There is a belief held by non-residents and residents alike that some neighborhoods or areas in Lewiston, especially where there are older multi-family buildings that are densely sited, may be undesirable places in which to live. This may be because of perceived crime, apartments that are not safe or sanitary, the snowball eEect of tenants moving out of buildings already partidl y vacant, or for other reasons. Areas perceived to be undesirable hurt the City's efforts to grow and prosper, and perpetuates negative images of the City. A s m l a r y of the results of the survey appear here, with the complete results appearing in Volurne II of the Plan, and are available on ' 4 62 ---PAGE BREAK--- file in the Community Development Division Office, The Sub-committee has drawn some generd conclusions from the study, recognizing the characteristics of the respondents in. the sample. The core of these studies was a survey administered by telephone to households provided in a sampling list by the City. Response rates were diminished by e c u l t y in reaching clients who were not at home when called, disconnected phone senice, and refusals. A total of 5 1 -twenty minute interviews were completed, with the data compiled and d y z e d and reported. Participants extended reseaxch into specfic areas of interest including enhanced neighborhood policing, migration intentions, smoking, alcohol use, HIVIAIDS, breast cancer and doctor-patient relationships through contacts with senices providers and review of existing literature. The four principle research areas were are households, neighborhoods, migration intentions and health. Demographic and household data suggest that respondents are corhonting a problems with lack of education, high rates of unemployment and poverty. Respondents reflected generaIIy good satisfaction with their homes and neighborhoods, with concerns mostly relating to a series of neighborhood problems including crime, dmg and alcohol abuse, domestic violence and so on. A second tier of concerns about the physical infrastructure in neighborhoods, such as damaged roads and sidewalks and a Iack of trees and parks, was also expressed. More than half of the respondents noted that they had been considering moving in the past year. The advent of mobile Section 8 certificates and vouchers does not seem to increase the number of people who are thinking about moving, but may enable some to cavy through on their intentions. Features that made future des-hatiom desirable included a more mai lifestyle, less poverty and in some cases a warmer climate. Many would be migrants are actively considering staying in the Lewiston-Auburn area as they have h i l y and social connections here. Health issues abound with this respondent group. While 90% are insured either through Medicare, Medicaid or private insurance, many seem to lack information on where one goes to quit smoking or obtain health screening. Half of the respondents smoke cigarettes, a very high percentage by any standard. Many are already confronting the effects, with serious heart and lung diseases. Programs to prevent adolescent smoking are clearly called far, whiIe greater efforts to assist adults in quitting are also advocated. A concIusion that is drawn with respect to all areas of interest in this study is that there remain significant problems of communication between service providers and our respondents. The mission o f organizations intent on improving the housing, neighborhoods and health in Lewiston is apparently Gmited by lack of public knowledge that programs exist and social barriers that further inhibit participation. Many respondents were maware of social services avaiIable to them. Yet we know of lists of many or all of the agencies with their telephone numbers, for example United Way's First Call and Community Concepts. There is a gap between those who could benefit horn services and 1 ---PAGE BREAK--- those who provide the services. We are unsure whether the potential users just do not know about the agencies, or whether they are reluctant to avail themselves of those services. Other findines of Housing Sub-committee The people of a neighborhood are its greatest resource and its best opportunity to address its concerns. Neighborhood associations featuring a wide variety of its residents, young to old, all incomes, men and women, etc, are an effective means to bring all citizens back to caring about each other, to create a sewe of "community," as long as their collective views are part of, and respected by, the decision-making process. The Police and Community Enforcement (PACE) unit of the Lewiston Police Department is one first step in which the City is encouraging and can encourage the development of neighborhood associations independent of governmental direction. PACE is based on the premise that both the police and the comuriity must work together to identify, prioritize and solve contemporary problems such as crime, illegal drugs, the fear of crime, social and physical disorder and overall neighborhood decay, with the goal of improving the overall quaIity of life in the area In 1 995, the entire department was trained in the PACE philosophy, and the department established six new substations beyond the original PACE substation at 292 Bates Street. PACE has played a more vital role in its neighborhoods as was recommended in the 1991 Housing Task Force report. In 1995 alone, it conducted bicycle education and participated in a bicycle rodeo, and in career days at two elementary schools, it co- sponsored block parties in severaI different areas and the National Night-Out in Kennedy Park, it participated in the PALlREC committee which provides youth activities, its members regularly ' eat lunch at area schools, and they participate in field trips sponsored by the Lewiston Recreation Department, among other things. Economic conditions and subsidized housing options have tended to concentrate Iower income people and families in a limited area of Lewiston, segregating them and adding to the perception of "bad" areas, neighborhoods to be avoided, wben in fact most of them are decent, hardworking people no worse or better than those who live on "nicer" streets. The City can assist neighborhoods by Maintaining streets, sidewalks, parh, md other public amenities in a dean . and repaired condition, this will encourage private owners to do the same with individual buildings, and makes the residents feel better about where they live. Our current zoning and land use ordinances tend to keep existing developed uses intact and to discourage new or varied housing situations in areas already developed. At the same time, the ordinances tend to encourage single-farnily housing in the rural and undeveloped zones. This combination encourages sprawl and overextends public services. Another major find, there have been no building permits issued since 1988 for a two-family home. New construction has been for single-family homes, some multiple unit apartment buildings, or the placement of mobile homes in existing mobile home parks. Two-family homes are alIowed in three zones of Lewiston, but standards make it difficult or impossible to build. One such zone is Iocated where there is no public water or sewer service, and has other physical .J 64 ---PAGE BREAK--- limitations so that development of housing as a practical matter would be difficult or impossible. Two-hdy homes ca4 provide one option for the entry o f people into home ownership, at an &ordabIe mte. Such homes can be designed and buiIt so that they blend in with single family homes nearby. With the owner occupying one unit, there seems to be greater tenant stability than larger apartment buildings with non-resident owners. With regard to mobif e homes; the Sub-Committee had the foIIowing hdings: A. Although on paper there are areas set aside for expansion, of existing mobile home parks, those areas have physicd Iimitations which practically prevent my significant expansion. Also, there are no areas in Levvision set aside to create new mobile home parks. Some existing p& are non conforming and not dlowed to expand, other have Iittle expansion dowed. B. The placement of individual mobile homes on their own land is restricted to the Rural Agricultwal Zone, located in the most rurd area of Lewistun. That zone requires lots to be at least one and one-half acres. Large Iots like that are more expensive, which discourages their use by those seeking affordable housing. C. Since 1990, there has been a net reduction in the number of mobile homes in Lewiston. However, mobile homes can provide another option of affordable housing. - .I D. The 199 1 Housing Task Force Final Report found that the managers and owners of mobile home parks discourage the use of mobile home ownership as equity investments. While the items cited may be due to overall economic factors, some may be due to trther reasons, which the City may or may not be able to influence directly. Approximately 80% of rental units in Lewiston may have lead-based paint. Because of the age of the average housing unit, there is a great risk that lead-based paint is chipping or flaking. Lead-based paint in a deteriorating condition poses the greatest h d t h threat to the occupants, especially children. Some paint can be treated with special chemicals to reduce the xisk of lead poisoning, without removing the paint. However, the costs of remod and disposal of lead- based paint may be substantial, and may even rivd the costs of asbestos abatement. The City already has a Childhood Lead Poisonbig Prevention Program, which provides education about the dangers of lead poisoning. From the late 1970's through the 198 O's, many apartment buildings were sold by owner-occupiers to absentee landlorddinvestors, often at prices higher than the rental income could support. As a result, many buildings were not properly maintained, were foreclosed upon, and became vacant. Thus grew the image of dilaPidakdbuildings prone to intentional or accidental fies and attractive to vandalism or other criminal activity. The City, throngb its Fire, Code Enforcement and Community DeveIopment Departments have worked to identify problem buildings, to encourage or force owners to bring buildings back into decent condition, or to demolish them. I J 65 ---PAGE BREAK--- Such efforts, however, are not complete, especially since older buildings deteriorate quickly without regular mahtexlance. The federal and state governments have helped to provide affordable housing in the past, through rental subsidy payments to landlords. This was either a subsidy for the building (moderate rehab) or for a tenant (Section In the last few years, we have seen governmental h d i n g of various housing programs threatened, decreased or eliminated. It then falls upon the City to choose to provide substitute assistance (by itself or in collaboration with other governmental entities), or to do nothing. As a result, even though apartments are available, the Lewiston Housing Authority reports over 300 family or elderly applicants on their waiting list for assistance under the Section Eigbt progran The Lewistoa Housing Authority also reports that there d l be in the range of 400 apartment units in moderate rehab buildings over the next ten years for which the subsidy will expire. Most of those tenants will receive a certificate for rental subsidy which can be used anywhere, not just Lewistan. If those tenants believe that Lewiston, or at least their current neighborhood, is not a desirable place to live, then negative perceptions will be perpetuated. In some areas of Lewiston, there is a ~ g h turnover rate of tenants in apartment buildings. This may be due to financial pressures of not enough income to pay for regular living expenses (including rent) plus high electric bills due to eIectric heat, it may be due to insufficient planning on the tenant's part, or it may be due to a variety of other reasons. Such a turnover rate affects those who move. Children in particular are affected greatly, because they need to feel stable and settled. Ifthey stay in one pIace, they Iearn in school the knowledge necessary to become productive adults. Just as impartant, children whose families move ~ e q u e n t l y also learn a sense of "place", of community, of connectedness with their fiends and neighbors, so that as aduIts they appreciate values held by the larger society beyond their indiGdual desires. While State law requires municipalities to aim for 10 percent of new residential development to be af5ordable housing, and the City supports the concept, a s approach may not appropriately address rehabilitation, adaptive re-use, or demolition and replacement of existing housing. If the law means new only, this requirement provides a disincentive to improve the old unaffordable housing stock in Lewiston. There are definite segments of the population requiring special help and attention. Some of the major ones are homeless people, including adolescents, those dealing with substance abuse, those with mental retardation or mental illness and those afflicted with tragic diseases such as A D S . To enable these people to live independently and productiveIy, they must have specid services easiIy accessible and addressed to their needs. They must also be able to cboose housing in areas of the City where they would not feel segregated or be at risk of victimization. Businesses seeking to locate here or expand need a workforce that can k d affordable housing nearby. These businesses also make-their decisions- based upon how Lewiston's citizens perceive i _ I 66 ---PAGE BREAK--- themselves and their City. Businesses also Iook at the actions city government takes to encourage public and private participation in bettering the whole community, Recommendations of the Honsiee Subcommittee Based upon the 199 1 Housing Task Force F M Report and this committee's &dings, the Housing Sub-Committee make these recommendations: 1. The Zoning and Laad Use Codes must be amended to comply with the Federal Fair Housing Act of 1988 to eliminate special restrictions on group homes, which restrictions do not also apply to single family homes. This should be done forthwith and witbout delay, since the 1991 Task Force suggested this and it does conflict with fedend law. The City should continue to encourage the creation of Neighborhood Associations, m by neighborhood residents who are cofident that the City's decision-making process wiI1 listen to and respect their views, These associations should encourage meaningM participation in all aspects of their activities by all residents, young and oId, tenant and owner, men and women, all incomes. The City should work with the. Lewiston Housing Authority, individual churches or civic groups, private businesses including private landlords, and other nongovernmental groups, and individuals to encourage the residents to establish and foster neighborhood associations. 3. The City should encourage all local service agencies to come together and study why there is the apparent lack of awareness of their services available to qualifying residents. The agencies should then be encouraged to fornulate an action plan to address the hdings. 4. The City should commit to maintain City-owned neighborhood amenities such as parks, playgrounds, sidewalks, .walkways and landscape platings and improve the level of trash and debris removal. from public property, utilizing private and volunteer efforts as well as a well-supervised "workfare" labor force. 5. The City should continue to analyze buildings throughout the city to determine candidates for demolition and potential re-use of the land. As part of this process, the city should effectiveIy inform the residents of the mounding neighborhood and solicit their opinions. This couId be a catalyst to creating Neighborhood Associations, and, in the future, asociations could use this as one of their activities. 6. The City should continue to develop and expand Community Oriented Policing Programs such as PACE to allow the Police Department to play a more interactive role in neighborhood stabilization and improvement. This too may be a catalyst for the creation of Neighborhood Associations. 7. The City shouId establish a S t d i n g Housing Alliance Board to assist in the ---PAGE BREAK--- implementation of the recommendations of this Sub-Committee, to continue to assess the affordability of housing in L e h o n , and to respond to new or changing mnditions affecting housing issues. Members would include representatives of neighborhood associations, landlords, tenants, those with special needs, officials and others concerned with &ordable housing. 8. Land c o n s d o n rather than land comumption practices should be encouraged in residential development. The City should explore and encourage rehabilitation or adaptive re-use of existing buildings, and should explore techniques which encourage development where public services already exist, such w "density bonuses," "incIusionary zoning," "bausfer of development rights," and permitting two-family housing without special restrictions and in more weas, Increased net lot area for dwelling wit with mandating clustering should be explored in the rural and undeveloped areas of the City. 9, The City should advocate with the State to ensure that the god of 10% of new residential deveIopment to be affordable indudes not just new construction but also includes rehabiIitation, adaptive re-use and replacement of existing residential units. 1 0. The City should encourage a diversity of residents to live within each neighborhood (such as income or age) and to discourage stratXcation, segregation and concentration of particular kinds of people. 1 1. Both adults and youth express a desire for greater activity choices for teenagers. All departments of the City and Lewiston Housing Authority should take the lead to vigorously recruit and promote the active participation of youth. This rneans both youth- specific activities as well as incIuding them in neighborhood or community associations and wider City-sponsored planning, historically reserved to addts. 12. With regard to mobile h~mw: The City shouId change its zoning and land use codes to permit mobile homes on individual lots smaller than one and one-half acres, as well as in more zones than the Rural AgricuItural. Zone. The City should allow new mobile home parks to be created, and to allow the expansion of existing parks onto areas without practical and physical limitations. The City should explore the opportunity for mobile home owners to also own their individual lots within mobile home parks. The City should dso investigate options to reduce and mediate the tensions between the expectations and legitimate needs of the mobile home owner and those of the mobiIe home park owner. ---PAGE BREAK--- 13. The City should coordinate the efforts of housing and sociaI service providers to present a d e d approach to assisting those with special needs, not ody the existing population but also any anticipated increase, &ch as those covered by the AMHI consent decree. 14. The City's Childhood Lead Poisoning Prevention Program shouId expand its efforts at educating people on the dangers of lead-based paint. The City should also create incentives to reduce the risk anrVor the amount of lead-based paint in all housing units. Incentives could include providing fke or low-cost testing and recommended abatement measures, low-interest loans or other fwmcial incentives fox abatement, training on abatement methods, and education for owners and tenants. 15. The City should investigate the reasons tenants move frequently fiom apartment to apartment, and then formulate specific responses to provide input to the City in order to implement strategies that encourage tenant stability. Neighborhood associations may be one way to foster stability. Since the Iast Comprehensive Plan was adopted nearly tea. years ago, we have seen graphically that the economy is a major driving force in how we as a City address and plan for housing as well as health care issues, In that time, we have seen the approval of new primarily single-famiIy housing subdivisions, most of which have not been built, in part because they were mainly designed for higher-priced housing. Owners of rental buildings became absentee investors, with IittIe interest in the tenant or maintenance of the buildings. The City responded to new development by trying to slow or restrict it, to maintain orderly and measured expansion. Today we need new, holistic approaches to handling housing and health w e issues that affect so many of our citizens hedth, welfare and qualify of Iife. GOALS, POLICE$, STRATEGIES HOUSING Encourage and promote safe, affordable, decent housing oppohties for all Lewiston citizens. POLICY I CKOUSING] Continue and expand efforts to provide affordable housing opportunities. ---PAGE BREAK--- A. Amend Zoning and Land Use Codes to comply with the most recent federal Pair Housing Act. RF,SPONSTBILITY/DATE > Development Bo afcVCity Council Supporting Age~zcies: Maine State Housing AuthorityMaine Human Rights CommissiodHousing fiance Board Ongoing 0 B . Continue to administer strategies that have been implemented as part of the City's annual Consolidated Plan and to implement recommended strategies of the Plan which have not been undertaken. RESPONSIB~ITYCD ATE Development BoardlCity Council Supporting Agencies: Housing AIliance Board Ongoing C. Ensure the continuation and possible expansion of housing opportunities for low income residents recommended in the Consolidated Plan: 1. Work with the private sector developers and landlords and private not-for- profit groups to assist them in providing law-income housing opportunities. 2. Continue to administer the rental assistance programs $th appropriate guidelines and Iimitations. 3. Meet with the Maine Housing A u t h o i ~ to encourage greater flexibility in the use of their program. 4. Conhue to administer the City's elderly housing projects and family houshg projects. 5. Continue to work with governmental agencies and housing authorities to ensure that section 8 contracts are extended or replaced. Development Boardcity Council Supporting Agencies: Maine State Housing AuthorityLewiston Housing Authority~/Housing ---PAGE BREAK--- AIliance Sector Ongoing Explore cbanging the Zoning Map and Zoning and Land Use Cedes to permit mobile homes on individual lots smaller than one and one-half acres, as well as in more areas than the Rural-Agricdturd Zone, and more mobile home park overlay zones. ' Development Departmenfllanning BoardlCity Council Supporting Agencies: Rousing Alliance BaardPrivate Sector Ongoing Allow ;the expansion of existing mobile home parks where appropriate. Allow new mobile home parks to be created in appropriate areas. Explore the o p p o h t y for mobile home owners to own Qeir own lots within mobile home parks. Development DepartmentrPImnhg BoardKity Council Supparthg Agencies: Housing Alliance BoardPrivate Ongoing Continue to allow a wide variety of housing types in all appropriate zones within the City. I. Continue to allow a wide range of housing types in the Zaning and Land Use Code, and explore the need and feasibiIity of expanding the o p p o b t y for the creation of single and two-family homes, multi-family housing, mixed- use housing, and mobile homes through code amendments and rezonings. 2. Continue to provide protection to Lewistoa's historic buildimgs, while allowing a wide range of adaptive reuse including housing. RESPONSrI3lLITY/DATE Development B o ard/City Council Supporfing Agencies: Rousing Alliance BoardLHistoric Preservation Review BoardPrivate Sector Ongoing Establish a standing Housiag AlIiance Board to conhue to assess the ---PAGE BREAK--- affordability of homing in Lewistoa3, and to review the existing housing inventory, to make recommendatibns accordingly, including a updated study if necessary. ~PONSLIBTI,Jm/DATE Development DepartmedPlanrming BoardlCity Council Supporting Agencies: Housing Alliance Board Ongoing Advocate with the State to emwe that the goal of a minimum of 10% of new residential development to be &ordable includes not just new constru~tion but dso includes rehabilitation, adaptive reuse and replacement of existing residential smctures, Development ~ e ~ a r t m e ~ t / p l & ~ Board/City Council Supporting Agencies: State Pl-g OfficeMiina State Housing Authority Ongoing P ~ L T c Y 2 (HOUSING) 4 Improve, expand, and create if Neighborhood Associations and other organizations to improve living conditions in older multi-family neighborhoods in the Cily. A. Work with public and private housing providers, individual churches, civic groups, private businesses, landlords and other nongovernmental groups to encourage residents to establish and foster neighborhood associations. Identify existing and new businesses, organizations, and institutions that if strengthened or developed can help provide stability, job opportunities, and social structure to the older more densely developed multi-family ateas of the City; work to strengthen and/or develop these new business, organizations, and institutions ATE Recreation Departmenflolice DepartmentDevelopmt Boardcity CounciY Supporring Agencies: Lewiston Housing AuthorityPrivate Sector I ReIigious Organizations/Sacial Service Agencies Ongoing ---PAGE BREAK--- . NATURAL RESOURCES Lewiston is bIessed with many significant natural resources areas. The Androscoggin River, and its many brooks used in earlier yeas primarily for hydro power generation, Ioggbg and to convey wastewater from mills and cities, is becoming the focus of renewed efforts to use this resource for its vast recreational and scenic potential. Certainly, the sipficant increase in water quality has played a vital role in these efforts. While there is much yet to accomplish, we must acknowledge the efforts m d e by the paper mills, CMP a d Union Water Power, and cities in treating their wastewater and limiting combined sewer overflow as well as the regulatory agencies-DEP & P A , have lead to a much cleaner river. Recent planning and organizationd efforts by the Androscoggin Greenways have M e t e d the efforts ~ a f i c a l l y . No Name Pond, the city's only great pond, has also been the focus of renewed efforts to both improved water quality and public access. The Kids as Planners students from both Monte110 and McMabon Elementary schools have studied the watershed, designing areas for better public beach and boat access, monitoring the water quality, and planning buffer m a s to protect the pond from h d l run off. They also installed signs that educate the public where the watershed boundaries intersect with roadways. Bates College students, led by Professor James Fisher, have conducted a watershed study as part of their course work and some of their recommendations have been incorporated into this plan. Other Bates students have conducted inventories of flora and fauna of city-owned land on the pond and have done other water quality tests. The Androscaggin Valley SoiI and Water Conservation District conducted a No Name Pond Watershed Survey project aimed at identifying sources of non-point pollution and recommending corrective measures for those sites. Some of those recornendation are included in this plan. The city also staEed a committee that is aggressively pursuing grant money and support to look into creating a commurnity septic system for houses near the pond, doing demonstration projects to help prevent non-point pollution and to explore better public access to the pond, The committee has been actively supported by our political contingent, including hose in the local, state and federal levels. Garcelon Bag, an natural area in excess of 100 acres, has been identified to have significant water fowI and wading bird habitats including nesting and feeding areas, This in-town resource has been the focus of studies to provide better public access while still protecting the wildlife and flora within the bog. Thorncrag Bird Sanctuary is the largest of its kind in the Northeast and has been identified as a area of special concern for certain types of wildlife. Recent acquisitions of adjacent properties will enable the sanctuary to provide better public acceis while expanding areas for wildlife and flora. ---PAGE BREAK--- GOALS, POLICIES, STRATEGIES (NataraZ Resources) GOALS: Ensure that every person enjoys the benefits of clew air, clean water, and a environment at home, work, and at play. Protect the City's natural resources including forests, shore lands, wetlands, wildlife habitats and fisheries, scenic vistas, and other mturd resources, from inappropriate Iand use activities. Of specific note are Guceion Bog and Thorncrag Bird Sanctuary. Protect Lewiston's water resources, including No Name Pond, Lewiston's only great pond; and the Androscoggin River watershed, incIuding its tributaries, No Name Brook, Hart Brook, Salmon Brook, Moody Brook, Jepson Brook and Stetson Brook, from inappropriate Xand use activity. Identify natural resources that are highly susceptibIe to inappropriate use or development which can reduce or destroy their value or create potential public health and safety concerns. Explore the feasibility of increasing the access to surface waters whenever consistent with other goals. Explore the feasibility of incorporating a Transfer of Development Rights (TDR) or other similar concepts into the City's ordinances in order to fairly compensate owners of lands which contain natural resources of City-wide importance. Promote use of voluntary initiatives to protect significant natural resource areas through acquisition. or conservation easements, working with locd land trusts whenever possible. Develop and promote initiatives s u ~ h that businesses are encouraged to suitably locate and expand within the City of Lewiston, taking advantage of the scenic vistas and natural settings afforded by our significant natural resources. POLICY 1 MATURAL KESOURCES'I I Continue to protect No Name Pond from the adverse i&pacts.of inappropriate land use activity. ---PAGE BREAK--- Continue strict administration of shoreland area standards through strict administration of City ~ ~ c e s including sewer system staadards. ~SPONSIBILITY~ATE Development Departmenflublic W o r k s P l h g Boardcity Council, Ongoing B. hpllement a systematic water quality monitoring program that allows for the long-term tracking of water quality trends. ~SPONSl3lLl'N/l3ATE Development Departmenflublic Works /Planning BaardlCity Council Supporting Agencies: Androscoggin Soil and Water Consemation DistrictNo Name Pond Associatiod Kids as PIanners Program ongoing C. Examine the current phosphorus standards utilized for the No Name Pond watershed and revise where needed to inlprove and protect the quality of the pond Development Departmenflublic B oardlCity Council Suppo~*ting Agencies: Androscoggin Soil and Water Consemation DistrictMo Name Pond AssociatiodKids as Planners Program July 1997 Explore the feasibility of canstructing a community sewer system for the No Name Pond area. RESPONSWILITYIDATF, Development DgrartmentPublic BoardlCity Council Supporting Agencies: Androscoggin Soil and Water Conservation Districmo Name Pond AssociatiadKids as Planners Program July, 1997 *C I - J Continue to regdate land use through provisions of the City's Lake Conservation Overlay District (LC). ---PAGE BREAK--- Development Boardcity Council Supporting Agencies: Androscoggin Valley Soil and Water ConservationCissociation/Kids as Planners Ongoing F. Continue t~ regulate land use through proyisions of the City's Resource Conservation District (Re). RESPONSIBILITYIIIATE Development BoardlCity Council Supporting Agencies: Androseoggin Valley SoiI and Water Consewation DistrictNo Name Pond AssociationlKids as Plmers Ongoing Utilize the No Name Pond Watershed Survey done by the Androscoggin Valley Soil and Water Conservation District and the Watershed Study conducted by Bates College students as guidance for future recommendations to help protect No Name Pond. Protect identified aquifers from adverse Iand use development to avoid groundwater contamination and its related problems. Continue to regulate Iand use through provisions of the City's Groundwater Conservation Ovalay District (GC). RF,SPONSIBTLITYIDATE Development DepartmentlPublic Worhff I&g BoardlCity Council Supporting Agencies: Androscag gin Valley Sail and Water- Conservation Planning OEce Ongoing ---PAGE BREAK--- POLICY 3 (NATUUL RESOURCES) Continue to avoid the problems associated with floodplain development and use. Continue to regulate land use through provisions of the City's flood plain management standards. . Continue to work with tbe Federal Emergency Management Adrainistration - (FEMA) Programs CRS Program. Development DeparhnentlPublic BoardICity CaunciI Supporting Agencies: Andro scoggin Vdley Soil and Water C~wma6m~Pktxi~~tCF'.Stak~ Planning Office Ongoing -s POLICY 4 (NATURAL RESOURCES) Continue to protect the City's wetlands. STRATEGIES: Continue strict administration of shoreland area standards concerning wetlands through strict adninistration of city ordinances and cooperate with state and federd agencies responsible for wetIand protection. Planning S W u b l i c Works/P1&g BoardlCity Council Supporting Agencies: ~ n d r o s c o ~ ~ i n VaIIe y Soil and Water Conservation DistricVState Planning Officehdand Fisheries and Wildlife Ongoing POLICY 5 , . (NATURLRESOURCES) . . . . . . . - - . . Continue to plan for the proper useof the City's forest:iandi. ---PAGE BREAK--- Continue to regdate land use through provisions sf the City's timber harvesting standards. RlESPONSU3ILITYIDATE . Development DepartmentlPublic BoardlCity Council S~rgporting Agencies: Department of Conservatiod Anbscoggin Valley Soil md Water Conservation P l d g Ofice Ongoing POLICY 6 (NATURAL RESOURCES) Continue to protect the many scenic areas in the City. STRATEGIES: Actively e,ncourage the preservation of scenic areas identified in the Recreation and Open Space component of this plan, particularly during the development review process. . Encourage businesses to develop land and buildings, including renovations and expansions of existing buildings, that take advantage of the scenic areas in the City while protecting the related natural resources. ~SPONSIBILITY~ATE Development Departme~~flublic WorksRecreation DepartmentlPIanning BoardICity Council Supporting Agencies: Mad Fisheries and Wildrife Ongoing POLTCY 7 (NATURAL RESOURCES) Protect State identified deer wintering areas to the utmost extent possible. Recommend amendments to the City's Zoning and Subdivision Ordinances to protect the seven deer wintering ares$ identified by the Maine Department of InIand Fisheries and Wildlife. ---PAGE BREAK--- Development BoardlCity Council Supporting Agencies: Inland Fisheries and Wildlife July 1997 POLICY 8 (NATUIUL RESOURCES) Continue to protect the City's fiheries to the utmost extent possible. STRATEGIES: A. Continue to utilize shoreIand zoning and other ordinances to protect the Androscoggin River, its tributary brooks, No Name Pond, and other streams and ponds throughout the City. B. Continue efforts to separate combined sewers- and reduce sewer averflows that effect the Androscoggin River. Development Departmen Wublic BoardlCity Council Supporting Agencies: DEPIInland-Fisheries and Wildlife Ongoing Continue to protect the City% signatant wildlife habitats. STRATEGIES: A. Recommend amendments to the Ciws Zoning and Subdivision Ordinances to protect ~ i ~ c a n t water fowl and wading bird habitats and other areas of special concern as identified by the Maine Department of - Inland Fisheries and Wildlife- Development DepartmentlPublic BoardlCity Council Supporting Agencies: Wand Fisheries and Wildlife Ongoing 1 - 2 ---PAGE BREAK--- f ursue initiatives that will result in either acquisitions of land or conservation easements in order to protect those simcant wildlife habitat areas, working with the Androscoggh Land Trust and other Iocd conservation groups. RESPONSIBLLITYIDATE Development DepartmentlPublic BoardlCity Council Supporting Agencies: W d Fisheries and WildWelAndroscoggin Land Sector Ongoing ---PAGE BREAK--- PUBLIC SERVICE AND FACILITIES Because of the great iduence that the Lewiston Capital Improvement Program (LCXP) bas an the City's public facilities, Comprehensive Plan and fhe City's future itself, this plan provides a brief description of wbat constitutes a LCP so that the reader can develop an understanding of the concepts and imporhce of capital improvement p r o p m h g . A major objective of this Comprehensive Plan is the full integration of the LCIP into the Comprehensive Planning Process. For particular information for our short-term and long-term funding priorities, references should be made to our LCIP which is continually made part of Volume I1 of this plan. Most of the strategies concerning public service and facilities refer to the LCIP. The LCIP is put together by a committee that represents a broad spectrum of the cornunity , including; professional staff, planning board members, citizens and the city council. It is a primary responsibility of the Planning Board to review the LCIP and make recommendations to the City CounciI who officially adopts the LCIP. Public Hearings are held by both the City Council and the Planning Board concerning the LCIP. WHAT IS CAPITAL IMPROVEMENT PROGRAMMING? It is a multi-year scheduling of public physical improvements, based on. studies of available fisca1 resources and the need for specific improvements to be constructed in the fuke. Although a long-term program does not necessarily commit the City to a particular expenditure in a particular year, it provides ao identifiable framework for informed decision-making. WFUT IS THE IMPORTANCE OF CAPITAL IMPROVEMENT PROGRAMMING? Many aspects of the Capital Improvement Program can have profound impacl of the development of the City and the fiscal integrity of the government. Programs e x p d m g or improving pubIic services can influence the timing and lacation of new development, while fostering preferred long-term growth patterns. In addition, the Capital Improvement Program represents the community's approach to implementation of the Comprehensive Plan. WITAT IS A CAPITAL rr\.IPROVEMENT? , I A common defmition of a capital improvement incfudes new or expanded physical facilities that, are reIativeIy large, expensive, and permanent. An extremely important fiscal planning principle underI-g this defmition is that capital improvements shodd include only those expenditures for ---PAGE BREAK--- physical facilities with relatively Img-term usefulness and permanence. Accordingly, those expenditures are nomEllly hanced on a long-term basis or through grants acquired from other governmental agencies. Capital improvements should not include expenditures for equipment or services that prudent management defmes as operating budget items and which ought to be financed out of current revenue resources. BEmFITS OF A CAPITAL TMPROWMENT PROGRAM An effective capital improvement programming process can: - ensure that plans for community facilities are carded out; - allow improvement proposals to be tested againd the community's policies and objectives; - better schedule public improvements that require more than one year to construct; - provide an opportunity, assuming funds are available, to purchase facilities for future municipal use; - help stabilize tax rates through intelligent debt management; - offer an opportud'ty for citizens and public interest groups toparticipate in decision-making; - contribute to a better management of City affairs; - permit a thorough technical evaIuation of the justification for each improvement; - enhance the orderly growth of the revenue base; and - provide a basis for desircd urban growth patterns. FISCAL P OLICLES Careful fiscal analysis and the adoption of specific fiscal policies must be the foundation ef the Capital Improvement Program. Long-range financial studies and forecasts must be made. At a minimum, such analyses should include the preparation of tables showing the amoaktion of all outstanding debts, These forecasts focus on the Iocal general economic situation and the extent to which it may affect long-term local government revenues. Anticipated revenues muse then be compared with anticipated expenditures for capital improvements and personnel services, and other costs must be proj jected to determine whether projected revenues and expenditures are in balance, or whether surpluses or deficits and forecast. FiscaL policies should address such issues as: - the m a h u m amount of debt the local government is willing to assume; - the type of revenue devices that will or will not be used; - the annual amount of debt service that the*operiting budget can absorb; - the specific types of projects or facilities that muit be self-sufficient through user fees or other charges; and - the degree to wbich the City wiIZ seek State or Federal pan-in-aid. ---PAGE BREAK--- - Fiscal policies may be related to strategic community objectives, such as : - errpenditures targeted in support of econornic development objectives that are most likely to maintain or attract an industrial or commercial base, create new jobs, or generate private investments in neighborhood revitahmtioa CHOICE OF PRIORITIES: The setting of priorities continues to be a vexing problem. Choosing what project will be built is fhe most omcid step in the Capital Improvement Program process. Projects should be evaluated with regard to their effectiveness in achieving community goals. The evaIuation should consider factors such as: - extent proposal will encourage capital investment, improve the City's tax base, improve job opportunities, attract consumers to the City, or produce public or private revenues; - extent proposal may be cost-effective in tems of capital and probable operating costs; - extent proposal cost is justified in terms of number of persons to be benefited; - extent proposal eliminates conditions detrimental to health, safety, and genera1 welfare of the community; - extent proposal improves the city-wide distribution of related services; - extent proposal meets a community obligation to serve a special need or a segment of the City's population; - extent proposal would offer opportunities for improving the quality of life for citizens in tems of personal enrichment and living conditions; - extent proposaI may improve environmental q d t y of the City and its neighborhoods; - extent proposal appears to be coordinated with other public or private projects or facilities; - extent proposal appears to leverage private, State, or Federal resources; - extent proposal represents the best alternative to achieving a community goal; - extent proposal the Comprehensive Plan and desired long-term urban growth patterns; - extent proposal realistically addresses operating and maintenance costs of a capital improvement project. Recvc1in~-A Case Studv In Chan~e One element of our public services and facilities that deserve special mention, is our solid waste and recycling program. This program began in 1941 in conjunction with the construction of a new landfill, with more than a bit of skepticism. It has become one of the best models for recycling anywhere in the state, The success of the program emphasizes the fact that when ---PAGE BREAK--- people are offered the opportunity to change the way they Iive their everyday life and are educated to the advantages of su~h change, ia this case environmental and economic, they can quickly embrace the change. The program began with curbside coIlection of newspaper, glass, metal cans, cardboard and - magazines; mixed paper, office paper and scrap metal was accepted at the landfill site. Since 1993, leaves were collected during a three week period at the curbside and added to the Laviston Aubm Water Pollution Control Authority compasthg operation. By 1995,45% of Lewistonls solid waste was being recycled. Recently, curbside cullectiorr of mixed paper was added to the program in order to help the city obtain the state goal of 50% recycling by the end of 1996. The - city also added asphalt shgles to the drop-off p r o p . It is anticipated that the aggressive recycling program will extend the life of the land fill, originally expected to be 10- 12 years, an additional few years, saving taxpayers money as well as helping to preserve the environment. GOALS, POLICIES, STRATEGES GOAL: PUBLIC SERVICES AM) FACILITIES 1. Continue to plan for, hance and develop an efficient system of pubIic facilities and services to accommodate orderly growth and economic development. POLICY I PUBLIC FACILITIES) Continue to ensure that Lewiston's public services and facilities meet the diverse needs of the community. STRATEGIES: A. Continue to develop and annually maintain the Lewiston Capital Improvement Plan (LCIP) that ensures the financing of facilities and services that meet the needs of Lewiston residents, ensues the implementation of the City's Comprehensive Plan and maintains the fiscal integrity of the City. RESP AlI B o d c i t y Council Ongoing 'C - - B. Direct new development to land areas which utilize existing infrastructure and utilities can be ---PAGE BREAK--- ? readily served by public sefvices or to Iand areas where systems can be conveniently extended by the developer. mPONSmILITYmATE PubIic WorksDevel opment Boardcity 'Council Supporting Agencies: Utility Companies Ongoing POLICY 2 PUBLIC FACfl;TTIES) Ensure that police, fire and rescue services continue to efficiently and cost effectively meet the needs of the community. STRATEGIES: A. Continue to mually review the City's emergency service needs and capabilities and make changes to these services as necessary to adjust to the changing needs of the community. B. Continue to develop and annually maintain the Lewiston Capital Improvement Plan (LCIP) that ensures the proper fmancing of emergency services that meet the needs of Lewiston residents ( Fire, PoIice, 91 C. Continue to utilize and expand community oriented policing such as the PACE unit, PAUREC, DARE/GREAT in order to better utilize resources and communication with the public. RESPONSIBTLITY/DATE City Board City Council/Fire, Police, 91 1 Ongoing POLICY 3 (PUBLIC FACILITIES) Continue to plan for the future needs of the City's school system. STRATEGIES: A. Work with the School Committee and the School Department to prepare a long-range plan for future school facilities needs, including facilities that takes into account development trends and changing educational needs of our students. Create opportunities far students to actively participate in the development, isnpIemenhtion, and evaluation of the pIan. - . KESPONSIBTLITYIDATE School CornmittedSchool Department ---PAGE BREAK--- Agencies: Development B oardt'city CouncillOther Interested PartieslIndividud Schools June, 1998 B. Continue to develop and annually maintain the Lewiston Capital Improvement Plan (LCIP) that ensures the proper financing of educational facilities to meet the needs of Lewiston residents. School ~ o d t t e d ~ c h o o ~ DepartmentlDevelopment Departmenfllanning B oard/City Council Ongoing POLICY 4 (PITBLIC FACILITIES) Continue to work with LACTS and MDOT to develop, implement and maintain a comprehensive transportation system, STRATEGTES: 9 A. Continue to develop and annually. maintain the Lewistan Capital Improvement Plan (LCIP) .L that ensures the proper fmancing of street and bridge maintenance, sufficient to maintain and enhance the quality of the City's streets and bridges. RESP 0NSIBILITYII)ATE Public Works Departmentfl3weIopment Departmenfllanning BoardiCity Council Supporting Agencies: Ongoing B . Continue to develop and annuaIly maintain the Lewist~n Capital Improvement Plan (LCIP) that ensures the proper financing of bicycle and pedestrian systems and sidewalk maintenance, dicient to maintain the quality of the City's sidewaIks, bicycle and pedestrian systems. Public Works DepartmentlDevelopment D ept/Planning B o d c i t y Council Supporting Agencies: LACTS/MDOT/CABPAC Ongoing V - L. C. Work with the Department of Tramportation's Local Roads Center to better coordinate street and bridge maintenance efforts. .J ---PAGE BREAK--- Public Works DepartmentlDevel~pment Boardcity Council Ongoing D, Continue to review and update the City's Pavement Management Program, and other programs, to emure annual updating of street, sidewalk, pedestridzcy cle paths, bridge conditions, street lights and signage that precisely recommends priorities and estimated costs. RESPONS'1[BTLITYCDATE Public Works DepartmentlDeveIopment BoardlCity Council Ongoing . E. Continue to develop and annually maintain the Lewiston Capital Improvement Program PCP), that ensures the proper financing of the City's street Iights, traffic signals and signage sufficient to maintain and enhance these systems. RESPONSIBTLITYIDATE Public Works DepartmentDevelopment Departmentl Planning Boardcity Council Ongoing POLICY 5 (PUBLIC FACILITIES) Continue to upgrade the City's sewage and storm water collection systems as mandated by Federal and State law and to meet the needs of our citizens. STRATEGIES: A. Continue to eliminate storm water inflow a d the City's. 3 0 sewer overflows (CSO): Through proper operation and maintenance of the system; Maximizing storagq Maximizing the capacity of the treatment facility; Improvements to the pre-treatment facility; Eliminating dry weather CSQ; 1 Controlling solids in CSO; " . Program to reduce contamhated sources, including through conservation efforts; and Monitoring the quality of CSD discharge. ---PAGE BREAK--- mSPCINSn3ILITYmATE Public Works Departmenfllanning BoardlCity Council Ongoing B. Continue plant upgrades as necessary to maintain an effective treatment capability, and to accommodate new users as necessary. Sewer systems should generally be designed to use gravity flow. Work to reduce the number of pump stations wherever feasible. Public Works Department/Planning Bo ard/City Council Ongoing C. Investigate areas adjacent to No Name Pond where the City may play a role in providing community sub-surface sewage disposal systems in order to prevent pollution of our important natural resource. Public Works Department/Planning BoardlCity Council Ongoing D. Continue to work with the Lewiston Public Works Department Water & Sewer division to ensure that where applicable, the existing sanitary and storm systems has the capacity of serving new development Continue to require that developers pay the cost of needed sewer, storm water and water extensions, and that the extensions are made in a logical manner to ensure that leapfmg development andor sprawl does not occur. Public Works DepartmentPlaming Boar X i t y ComcilFire Department Ongoing POLICY .6 (FWJ3LIC FACILITIES) Implement incentives for water and sewer conservation. STRATEGIES:, A. Residential incentives B . Commercial incentives C. Industrial incentives ---PAGE BREAK--- 3 POLICY 7 (PUBLIC FACILITIES) Continue current efforts to ensure a high quality, cost effective water supply. A. Continue to maintain the exception to fdtration which was granted by Federal regulations, through the active participation of the Lake Aubum Watershed Protection Commission, and ensure financing of land acquisitions and protection efforts in the Lake Aubm watershed, Public Works DepartmenKity Council ' Ongoing B. Continue to develop and annually maintain the Lewiston Capital Improvement Plan GCIP) that ensures the upgrade and replacement of existing water mains and related appurtenances where necessary to ensure safe, clean water, adequate fire protection for existing neighborhoods and allow far proper future development of this water system to serve areas designated for growth. RESPONSIBrLITY/DATE Public Works BoardCity CounciWire Department Ongoing POLICY 8 (PUBLIC FACILITIES) Continue current efforts t o ensure the proper functioning of the Upper-A Hydro Generating Station. A. Continue to deveIop and annually maintain the Lewiston Capital Improvement Program (LCIP), that ensures the proper financing of the City's Upper- Hydro Generating Station. mSPONSrJ3ILITYIDATE Public Works DepmtmentDevelopment ~ e ~ a r b e n t l ~ l d ~ Boardcity Council Bngoing ---PAGE BREAK--- POLICY 9 PUBLIC FACILITIES) Develop and implement a Geographic Information Sys tern (GIs) and Data Management System throughout the city to better handle information and data related to public services and facilities in the city. STRATEGIES: A. Continue to develop and annually maintain the Lewiston Capital Improvement Program (LCIP), that ensures the proper hancing of the City's Geographic Information System (GIS) and Data Management System. . Public Works DepartmentlDevelopment BoarflCity CounciI Ongoing Continue to review and update the equipment replacement program to ensure equipment and vehicles necessary to provide public service to the city. STRATEGIES; A. Continue to develop and mualIy maintain the Lewiston Capital Improvement Program (KIP), that ensures the proper financing of the City's equipment replacement program. RESPONSIBKITYIDATE Public Works DepartmentPlanning B oarcUCity ComeillPolice Deparhnenflire Department'S 1 llParks and Recreati o d 0 ther City Departments Ongoing POLICY 11 ('PUBLIC FACILITIESI Continue to review and update the solid waste and recycling program in order to properly handIe all of the solid waste expected to be generated by existing and new development STRATEGIES: ---PAGE BREAK--- , 3 A. Continue to develop and annually maintain the Lewiston Capital Improvement Program (LCIP), that ensures the proper hmcing of the City's solid a t e and recycling program. J2ESPONSIBILmIDATE Public Works DepartmentlDevelopment Departmenfllanning BoardlCity Council ongoing B. Work to exceed the state goal of 50% recycling. JZESPONSIBILITYIDATE Public Works Deparbenfllanning BoardKity Council July, 1997 C. Extend the life of the landfill as Iong as possible by maintaining an aggressive recycling program. RF,SPONSIBILITY/DATE Public WQ& DepagQqendCity counc~ Ongoing D. Develog a program for collecting and recycling wastes fiom all multi-family dwellings and limited commercial buildings. + 'R1ESPONSIBILITYIX)ATE Development DepartmentlPublic Boardcity CounciI Continue to review and upgrade as necessary all city buildings so they can continue to serve the public in a safe and cost-efficient way. A. Continue to develop and annually maintain the Lewiston Capital Improvement Program GCIP), that ensures the proper financing of the City's building maintenance. ! Public works ~epartmentl~lmning ~ d ' h ~ i t y Council -I I Ongoing ---PAGE BREAK--- ' B. Amend Appendix A, Article Xm, Section 2 of the Zoning and Land Use Code to expand the ( )5 applicability section to encompass municipaI buildings and facilities as being applicable for Development Review. Development DepartmentPlanning BoxdfCity Council Ongoing ---PAGE BREAK--- I RECREATION AND OPEN SPACE The Recreation and Open Space component of this plan began with the Lewiston City Council approving nearly twenty-five thousand dollars ($25,000) in 1 991 -1 992 Community Development Block Grant h d s to undertake the development of a Comprehensive Plan for Parks and Recreation. The 19 88 Comprehensive Land Use Plan had strong policy and god statements concerning recreation and open space, but little inventory work was done and few specific strategies were put forth. The City had also undertaken the master planning process for F r a d h Pasture, a nearly 1 00-acre multi-use pace1 near the city center. It was clear that a city-wide master plan, incorporated as an integral component within the updated Comprehensive Plan with concise action plans, based on up-to-date inventories and d y s e s was needed to expand recreation opporhmities and to help maintain quality of life standards for all residents in the City of Lewiston. , This component of the Comprehensive Plan is expected to provide support and guidance far existing as well as h e activities and programs of the Parks and Recreation Department, and to better coordinate and assist other departments, groups and organizations involved in various aspects of recreation, and to better position the City of Lewistan to access state and federal funding programs which demand that current comprehensive recreational plans be in place. In order to meet such a challenge, a Recreation Advisory Committee was convened, made up of citizens representing a wide range of concerns and interest to undertake the planning process, assisted by a consultant team headed by Terrance J. Dewan and Associates in conjunction with Market Decisions, Inc. The consdtant team divided the city into twelve (1 2) recreational pIanning districts and immediately began to inventory various recreation areas, open spaces and parks in the districts. Aspects such as existing facilities, accessibility, existing programs, maintenance programs analyses of the areas along with suggesting recommendations for future action, In order to solicit public input concerning the plan, four focus groups followed by a series of neighborhood workshops were held at various locations throughout the City. During these weII- attended meetings, inventory information concerning relevant areas was discussed and important facts and opinions concerning recreation facilities and program needs was received fiom the public and documented. After the conclusion of the pubIic input session, the Advisory Cownittee undertook an interne year-long process to develop the plan, meeting once and sometimes twice a month. Their first task was to shdy the original goal and objective statements developed for the plan to verify the desired results. next, they reviewed the inventory phase of the insorder to clarify the needs and deficiencies of recreation faciIities and programs in the City. Upon completion of these review sessions, recreational guidelines were developed. These guidelines reflected open ---PAGE BREAK--- 0 . S ~ X , fm , , ~ e b p m a t m d a h h ~ ~ h p , , , ,S committee. The standards targeted general and specsc population areas of the City of Lewiston. F ~ ~ y , a needs d y s i s was undertaken to identify design and/or function of indoor and outdoor facilities m well as deficiencies in the number of facilities andlor programs. The Comprehensive Plan for Parks and Recreation formed the basis of the Recreation and Open Space component of the plan and the following goals, policies and strategies reflect the fmdings from that planning process. GOALS, - POLICIES, STRATEGIES RECRF,ATION AND OPEN SPACE GOAT-IS: To promote and protect the availabiIiiy o'f indoor and outdoor remation opportunities for all Lewiston citizens. POLICY 3. (RECREATION AND OPEN SPACE) Provide facilities for a11 types of recreation that are easiIy accessible to residents throughout Lewiston. A. Provide safe, attractive neighborhood recreation facilities which offer the broadest and most flexible use. Provide new facilities or renovate existing EaciIties in those neighborhoods that currently have a deficiency in the quality or quantity of parks and recreation areas, .Manitor changing demographics and the development of new housing throughout the City to respond to additional needs for . -recreation faciIities at the neighborhood level. Consider the schools - with their open spaces, playgrounds, and gymnasiums - to b one of the City's primary recreational ,resources. Review the City's poficies regarding open spaee requixements in new subdivisions to ensure that adequate recreational space is ---PAGE BREAK--- made available in developments based on demographics, housing types, and density of the development, Encourage Wage of these recreational spaces to ether recreational, open space, or natural areas. Make a concerted efirt to establish a positive image in evev park :ad recrkation area, Design facilities which will fit the generd architectural character of each location, using imagination and creativity to create places with special character. Recreation Departmen~evel~pment DeparhnentlPublic WorksPIanning BoardlCify Council Supporting Agenc ies: Historic Preservation Review Board/S chool Committee Ongoing Develop additional community parks and indoor facilities for organized recreation to serve a city-wide audience and to relieve the crowding and overuse that now occurs, Pursue the construction of additional playing fields and the completion of the Franklin Pasture complex as priorities for new community faciIities. Increase the availability or accessibility to indoor and outdoor ice skating facilities, Investigate the need for a teen center to serve youths in the 12- 17 age bracket and that could also host family oriented activities. Investigate the need for a new indoor facility with a gymnasium to relieve the overcrowding at the Multi-Purpose Center and the schools. ---PAGE BREAK--- 0 " 'hi- Investigate new forms of recreational facilities as the demand arises (e.g , , skateboard parks, roller rinks, mountain bike courses). Strengthen the City's relationship with Bates College ta co-operate on the shared use of facilities wherever possible. 7. Evaluate both the short term and long term recreational andlor open space potential of all tax-acquired properties that the City has at its dispasal. Consider as well the possible sale of same tax-acquired property to fund purchase of other quality recreational space. Update this component of the Comprehensive Plan at least once every three years. At that time the recommendations of the current plan should be evaluated, and the priorities for each of the Recreation Service Districts should be re-assessed. RESPONSIBILITYIDATE Recreation DepartmentlJ3eveloprnent Departmenelanning BaardlCity Council ing Agencies: Multi-Purpose Centermates Committed Police DepartmentNew Beginnings Ongoing Emphasize sde and convenient mess to public recreation facilities. Provide a neighborhood park within an easy waking distance (114 to 112 mile) of neighborhoods in the more developed Recreation Service Districts D through L. (see Parks and Recreation Master Plan) Evaluate the pedestrian and bicycle access routes to neighborhood parks, schools, and other recreation areas, and make improvements where necessary to strengthen their ties with neighborhood population centers. Work with organizations such as Hudson Bus Line, Western Area Agency on Aging, local church groups, and others to ---PAGE BREAK--- provide more complete public transportation services to recreation facilities and progtms. Continue to use Parks and Recreation buses to transport children to active recreation program and facilities in different locations in the City. RESPONSIBIILITYLDATE Recreation Departm~~evelopment DeparhentlPubfic BoardJCity CounciI Swpparting Agencies: Hudson Bus Linesmestern Area Agency on AgingLocal Churches/ CABPACI LACTS Ongoing POLICY 2 lREClREATIQN AND OPEN SFACE) Provide a variety of recreational programs that are suited to the full range of ages, abilities, and interests of the Lewiston population. Understand and respond to the needs for recreation programs and activities in the City. Continue to seek input fiom segments of the population regarding their recreation needs, and provide suitable activities which meet these needs. Evaluate programs for the elderly population and seek input fiom representatives to address deficiencies and/or lack of participation. Continue to identify the reasons why many youths do not participate in recreation programs fees, distance, Iack of self esteem) and develop ways to overcome these obstacles. Promote family activities dances, picnics, street Kits). with joint sponsorship by the Police Department and ather City departments as a way of furthering community relations, ---PAGE BREAK--- Recruit neighborhood leaders and contact persons in specific organimtiom to identify deficiencies in existing programs; RESPONSTBILITYrnATE Recreation DepartmentlDevelopment Departmentl Police Departmdire DepatmentPlanning Boardl City Council Suppor fi fig Agencies: New B e g h n h g ~ ~ ~ r i z o ~ 5510ther City Departments Ongoing Maintain close contact and strengthen relationships with other recreation providers in the City to avoid duplication of services and to collaborate on specid program offerings where appropriate. Work closely with the Multi-Purpose Center and with the public and private schooIs to co-ordinate and complement program offerings. Continue to co-operate with private recreation organizations such as the to provide recreational opportunities for IocaI residents. Strengthen the relatiomhip between the Lewiston Housing Authority and the Parks and Recreation Deparhent to coordinate program development and ensure that programs are adequate to meet the needs of LHA residents (such as those at WIview and Lafayette Park) and those in adjacent neighborhoods. Establish a close relationship with the residents and property managers of other large housing developments Tall Pines and Pleasant View Acres) to ensure that their recreational needs are being met. k , - Work closely with recreation providers and City officials in Auburn to coordinate programming and publicity, transportation planning, and shared use of facilities whenever possible. ---PAGE BREAK--- Recreation DepartmentlDevelopment D e p m e ~ V - PoIice Department/Planning BoarcUCity Council Supporting Agencies: Lewiston Housing AuthorityIMulti-Purpw se Centerff rivate Recreation Organizations Ongoing POLICY 3 - @F,CRIEATION AND OPEN SPACE) Renm existing parks, playgrounds, and recreationd facilities to maximize their use and meet the needs of both immediate neighborhoods and the wider community. STRATEGIES: A. Make renovations and rep& to existing facilities according to the recommendations outlined in. the facilities description sections of Chapter I of the Parks and Recreation Comprehensive Plan. Implement recommendations for renovationsfexpansion of facilities which are part of existing approved studies, including the Franklin Pasture Master Plan, and the evaluations of the Couture Center and the Lewiston Memorial Annoy. Keep recreation facilities (including equipment, signage, surhcing, lighting, and fencing) current with changes brovgkt about by recent legislation, guidelines, and research, e-g., Americans with Disabilities Act (ADA), the Consumer Product Safety Co-ssion (CPSC), and the American Society for Testing and Materials (ASThQ. Enlist the support of Scouting groups and other civic organizations for limited projects of planting and beautification, like the successll Adopt-A-Spot program. Recreation DepartmentjDevelopment DepaftmentPublic Works Supporting Agencies: School CommitteeCMulti-Purpose ---PAGE BREAK--- CenterlCivic Organhations Ongoing Establish priorities for renovations which will address the most deficient areas of the City and provide the most benefit for the largest numbas of people. 1. Seek in-depth guidance on renovation plans fiom local citizens groups and City agencies. kecreation Department/Development DepartmentPublic Works Sapporting Agencies: School CodtteeMulti-Purpose CenterlCitric Organizations Ongoing Develop a long-term improvement master plan, using in-house personnel as much as possible, for each of the major parks and school facilities to address both general issues future recreational development, meetings the needs of the ADA, &fare plantings, expansions, maintenance as well as site-specific concerns. Calculate the full cost of renovations during the planning process, including life cycle cost of all materials, maintenance requirements, operational costs, and personnel costs. RESPONSIBILITYIDATE Recreation DepartmentlDevelopment DepartmentlPublic Works Supporting Agencies: School Dep~ent/School CommitteeiMuIti-Purpose CenterlCivic Organizations Ongoing ---PAGE BREAK--- POLICY 4 (RECREATION AND OPEN SPACE) Modify existing recreation facilities and programs to the fullest extent possible to provide access for people with disabilities, . STRATEGIES: Upgrade existing recreation facilities so #at they achieve compIiance with the Americans with Disabilities Act (ADA) and with the Mahe Human Rights Law. Establish an advisory board to develop and oversee a transition plan to demonshate that the parks and recreation program has provisions for, compliance with the ADA. This board should include representation by persons with disabilities. The transition plan should set forth steps to mod@ a number of facilities so that they are barrier-fiee -and fuIly integrated, and include a projected timetable for implementation. Continue the inventory of existing parks and recreation facilities ta evaIuate accessible routes, barriers to access, actions required to achieve compliance, and the technical and financia1 feasibility of corrective actions. Recreation DepartmentDevelopment DepartmentPubIic WorksiOfher City Departments Sqporting AgencieS: Maine Humans Rights Commission Ongoing In all new construction of public recreation facilities, review site designs to ensure maximuan accessibility for people with both visual and mobility . impairments. 1. Educate Parks and Recreation personnel on all the most recent regulations and guidelines of the Americans with Disabiities Act. ---PAGE BREAK--- Include representation by persons with disabiIities during the programming stage of all new and renovated parks and recreation areas. Recreation DepartmentCDeveloprnent DepartmentPublic WorkslOther City Departments Spporti~g Agencies: Maine Humans Rights Commission Ongoing Expand p r o m offerings to include recreational activities and structured programs for Lewiston residents with special needs. Work with other cities and organizations with relatively large populations of persons with physical and mental handicaps to plan joint pxograms and shared facilities. Recreation DepaPtmentlDevelopment DepartmentRubIic WorkslOther City Departments Supporting Agencies: Maine Humam Rights Commission Ongoing POLICY 5 (RFKREATION AND OPEN SPACE) Develop s coordinated and efficient management plan for the Parks and Recreation Department. Promote m d m m co-operation among City Departments in program planning, maintenance, development of new recreation areas, and utilizatiori' of all pubIic recreation facilities. ---PAGE BREAK--- Coordinate aII recreation programming and planning through the Parks and Recreation Department, assisted by the Planning Department. 8 Strengthen the relatiomhip between the S~hool Department and the Parks and Recreation Department with regards to the design, utiliizatioa, and maintenance of school properties. Continue to work closely with the Pdice Department to instill a sense of security in all park and recreation areas. Couinue to work closely with ihe Department of Public Works to cooperate on training and maintenance and to use equipment and personnel to maximum efficiency. Recreation .DepartmentlDevelopment D epartmenfloli ce WorWCity CounclI Supporting Agencies: 0 ther City Departments Ongoing Continue to establish and update the necessary job descriptions within the Parks and Recreation Department to implement the short and long term recreation needs of the City. Designate one employee in the department to be responsible for the development and redevelopment of facilities in the City. This employee could also be responsible for the preparation of funding requests, oversight of all and coordination with other city departments on matters related to physical improvements. Recreation Department43 evelopment DepartmentPub~c Works Ongoing Establish a volunteer coordinator position in the Parks and Recreation department to promote and coordinate the volunteer efforts in the ---PAGE BREAK--- commudQ, oversee specific projects, and make the City aware of ihe ~ e w ! 2 b YG!L!&?BL Develop a volunteer training program and handbook to assist in the development of clear and consistent gods and parameters for volunteers and leaders. Work with local hospitals and other organizations to coordinate with their volunteer programs. Use all available means of publicity and recognition to make the volunteer program visible and appreciated in the community. RESPONSIBILITYD ATE Recreation DepartmentlDevelopment Dep-endCity Council Ongoing Continue to streamline and Improve technical aspects of parks management and maintenance. Use computer technology to assist in the management, record keeping and program planning for the department, 2. Provide maintenance personnel with periodic training on public ' concern, safety, proper use of power equipment, and environmental hazards. Provide management persome1 with access to training on current recreation programming, 1iabiIity issues, public relations, ADA requirements, and other issues of concern. Perform post construction evaluatians for at least a full year on - d new/renwated recreation facilities to determine the comunityrs reaction, gauge bow successful the City has been in meeting specific needs, and judge the effectiveness of special design elements or equipment. Standardize some of the common components used in ---PAGE BREAK--- individual parks and playgrounds (e.g light standards, benches, fences, drinEdng fountains, trash receptacles, climb'ig apparatus and other elements] to hcilitate repair, response time, stocking of spare parts, and installation training. JW,SPONSI[BILlTY/DATE Recreation DepartmentlDevelopment Works Ongoing POLICY 6 AM) OPEN SPACE) Improve public awareness and utilize all possible opportunities for public participation in the acquisition, planning, and management of facilities. Use public relations efforts to heighten awareness of and participation in recreation programs and faciIitie3. Work with the local press to make the public more aware of the programs .and facilities available. , Develop special events to focus attention on and increase public use of dierent park sites through~ut the City. Encourage donations of services and sponsorship of special events by local agencies, institutions, or businesses as an integral part of their public relatiods efforts. Expand the Adopt-A-Spot P r o m to link Iocal businesses and institutions with specific parks, recreation facilities, open spaces, and traib. ---PAGE BREAK--- RF,SPONSrBIZ,ITYIDATE Recreation Departmera~evel~pme~t Dep artmenflublic Board City Council Supporting Agencies: Local Agencies, Institutions and Businesses Ongoing Build a constituency of public support for recreation facilities. Reach out to individuals, small neighborhood groups, specid interest groups, volunteer organizations, corporations, and larger institutions, and involve them in the process where feasible. Support the Kids as Plaaners Program to get youth (especially those determined to be 'at risk') involved in the recreation planning and rehabilitation of facilities. KFSPONSIBKITYIIIATE Recreation Department4Ievelopment DepartmentlPubIic Board City Council Supporting Agencies: Local Agencies, Tastitutions and BusinessedSchool Committee Ongoing Create opportunities for continued public input into planning and implementation. Continue the neighborhood discussions, similar to those preceding the development of the Master PIan, to enable the Parks and Recreation Department to have contact with each neighborhood on. at least a yearly basis. Consider the establishment pf a Citizens' Advisory Committee that would assist the Depment with public outreach, review and help update the comprehensive Plan, help famulate budget priorities, review plans for new/renovaied facilities. ---PAGE BREAK--- Encourage the formation of a Friends of the Parks Committee to act as an advocate fur parks, increase the public's awareness of the value and function of parks in the City, and possibly assist: in the design process. Recreation DegwtmentlDevelopment DepartmentPublic Board City Council Supparling Agencies: Local Agencies, Institutions and DepartmentfSehaol Committee Ongoin$ POLICY 7 (RECKFATION ANn OPEN SPACE) Promote integrated greenbelts, walkways and recreational, trans to link Ci@ parks, recreation areas, and open spaces. STRATEGIES: Promote a City-wide network of off-road linkages for non-motorized recreational use. Prepare a City-wide plan which evaluates dl existing pathways, parb and recreation areas, and major open spaces, and determine the feasibility of potential pedestriau and bicycle linkages to tie them into a unified whole. In a pmposed trail system, differentiate between trails suited for pedestl-ian only, bicycle, and combined uses, and desijgate appropriate uses clearly. Research liability issues related to trail development on private property. A standard easement should be developed and made available to propertyawners to facilitate the creation of a . . city-wide system. ---PAGE BREAK--- Develop a Iong-term strategy to incorporate stream corridors as part of the linkage plan, since they naturally serve as corridors '.that connect the outer areas of the City with the riverfront and the inner city. 'Work with Central Maine Power Company during the PERC yelicensing procedures to develop hear recreational nbpporhities along the Androscoggin River and transmission rights-of-way where feasible. Take every avdabIe opportudty to establish co-easements with utilities and private landowners for pedestrian trail use along right8-of-way. Develop pedestrian and bicycle trails along abandoned railroad lines wherever possible. RESPONSBILITYIDATE Recreation DepartmentlDevelopment DepartmentlPublic W o r k s P l d n g Boardcity Council Supporting Agencies: Androscoggin Land Trust~CABPACIFERC Qngoing Provide recreational opporhmities for motorized vehicles in designated trail locations in the City. Work with Central M b e Power Company -and private clubs snowmobilers) to develop arid monitor recreational trails along transmission rights-of-way where feasible. Designate areas in the less popdated sections of the City for snowmobile and dirt bike use so that motorized vehicles do not use trails intended for pedestrian use, sanctuaries such as Thorncrag or Garcelon Bog and other ~nvironmentall y sensitive areas. ---PAGE BREAK--- Work with the ATV coordinator at the Maine Department of Conservation who has done some prelimmy planning for ATY routes in hwistolz. Recreation Department/Development DepartmentlPubIic Works/Pl&g Boardcity Council Supporting Agencies: Androscoggin Land Department of Consent at ion Ongoing Provide pedestrian connectors with Auburn and other neighboring communities. 1. Cooperate with the Androscoggin Land Trust in their plans for a Greenways Project along the hdroscoggh River. Continue to support the development of the railroad trestIes as links between Lewiston and Auburn. Establish a pededan loop at the MIS to connect major open spaces in Lewiston and Auburn utilizing Longley Bridge. Locate traiIs.that interconnect to abutting tom.and to the larger naturd systems in the area, ~SPONSXBILITYIDATE Recreation DepartrnentlDeveloprnent DepartmentlPubIic WorhIPlannizlg BoardlCity Council Supporting Agencies: Land Tmst/CABPAC/FERCIMahe Department of Conservation Ongoing ---PAGE BREAK--- POLICY 8 (RXCWATION ANID OPEN SPACE) DeveIop a comprehensive funding strategy for recreation programs and facilities. A. Conhnue, to use local monies budgeted for Parks and Recreation as efficiently as possible. Coordinate tbe comprehensive planning for newlrenewed parks and other facilities with the ongoing LCIP and budget-setting process of the Recreation Department. Track expenditures and income for all major programs to determine which are most cost-effective in term of dollars spent and people served. Consider operation and maintenance costs when anticipating purchase of new land for recreational purposes. Make more programs seIf sufficient by the use of participation fees or voluntary offerings. Get input horn Advisory Committee for fee setting. Consider establishing a land acquisition reserve account to fund future land purchases. RESPONSTBILITYIIDATE Recreation Departmenmevelopment Departmenfl ublic BoaraCity Council Supporting Agencies: Advisory C o d t t e e l hdroscoggin Land Trust Ongoing Continue to seek funding from applicable State and Federal sources. ---PAGE BREAK--- Participate in Federal and State matching grants programs Urban Parks and Recreation Recovery (UPARR)3 Land and Water Conservation. Fund (LAWCON), trails development program to acquire and develop recreational hcilities. Develop a Recovery Action plan from fhe Comprehensive Parks and Recreation Plan for making application far UPAEW funding. , Apply for funding through any available State bond issues. Recreation DepartmentlDevelopment Departrnentlpublic Boardcity Council Supporting Agencies: Advisory Committee/ Androscoggin Land TrusUDepartmeat of Conservation Ongoing Continue to investigate additional sources of monies from local donations and charitable trusts. Establish a gift catalogue coordinated with the comprehensive plans for each of the parks to solicit donations of goods and services fiorn the general public, service groups, and local businesses. Encourage local businesses and private institutions to fund specific recreation activities or improvements and give appropriate public recognition ts all donations. Recreation Departmenmeveloprnent Departmenflublic BoadCity Council Supporting Agencies: Advisory Committee/ Androscoggin Land TmsfiocaI Businesses and Private Institutions Ongoing ---PAGE BREAK--- POLICY 9 (RJ3CREATION AND OPEN SPACE) Create opporknities for water access and water-oriented recreation. A. Pursue opportunities which will provide greater physical and visual . - - - access to the Andr~scoggin Ever. Support efforts to continue to improve water quality in. the River ta make it more appealing and usable for public recreation. Continue to work with Central Maine Power Company to develop and monitor recreational opgorbmities along the Androscoggh River public access and picnic sites off Switzerland Road). Cooperate with the Androscoggin Land Trust in their plans for a greenways project along the Androscoggin River. Pursue the policy stated in the Comprehensive PIan to study the riverfront to determine its potential for recreational use and to identify potential sites fox public access and recreation. Support the Twin Cities Riverfront Plan and develop a riverhnt pathway system horn Veteran's Bridge to S 011th Bridge. . Support the efforts of the Department of Consewation as they develop plans for the newly acquired river frontage on the Andrascoggin River in Turner. ATE Recreation DepartmenVDeveIopmmt DepartmentlPublic BoaraCity Council SIcppurti~g Agencies: Androscog gin Land TrusdDepartment of ConservatiodCMP Ongoing ---PAGE BREAK--- Pursue opportunities for public recreation faciIities on No Name Pond. Continue to monitor water quality and pursue eEorts to upgrade water quality in No Name Pond. Investigate the tecbnicd I environmental / h c i d feasibiIity of developing City-owned land on No Name Pond as a water-oriented park If the Iand is not suitable as a municipal park, other options for the land should be explored leasing it to a civic p u p , limited development activity). Investigate future opportunities for acquisition and use of the beach area of the former Montagnard Club property near No Name Pond. Explore the acquisition of land or easements for some limited parking along N; Name Pond Road to provide better public access. RESPONSIBILITYIDATE Development DepartmentAIecreation Dep artmentlPub1ic Boardcity Council Supporting Agencies: Private DeveloperdCivic Groups Ongoing. POLICY 10 (XECREATION AM) OPEN SPACE) Devdop strategies for protection of open space and areas of signatant visual and scenic value, and to create new open space which will serve the future: needs of Lewiston residents. A. Develop an Open Space plan for the City, e x d g existing open space 'i.esou&es and developing a strategy to preserve their intrinsic character in light of future growth. This pIan should provide guidance to ens- long-term continuity for recreational, visual, or habitat preservation purposes. ---PAGE BREAK--- Review dl City Ordinances to determine how effective they are in accommodating open space pesewation and protection of scenic resources. - Review proposals for open space andor recreation land dedications in new subdivision and commercial development for their value as part of an Open Space network. - - - - I , - - Evaluate tax-acquhed properties for their potent id as preserved open space for recreational or environmental preservation purposes. Target suitable land for future city acquisition for parks and recreational facilities, schools, fire stations, or other municipal functions. Work with the Maine Olmsted Alliance on the development of the state-wide inventmy of parks and other designed spaces. Development DepartmentRecreation Departmenflublic BoaraCity Council Supporting Agencies: Androscoggin Land TrustlMaine Olmstead Alliance/ Ongoing ---PAGE BREAK--- TICANSPORTATION Perhaps no one issue affects the deveIopment pattern of a city more tbm its transportation system. The recent public debate centered aver the Webster Road Connector project clearly Indicates how important the Comprehensive Plan can be when debating an issue that dates to natural resource protection and transportation as well a economic development and residential neighborhood protection, alI at the s&e time. The resolution of tbis issue by the City Council and MDOT, balancing these sometime competing yet valid social issues and concerns, was an example of city government working, assisted by the comprehensive planning process. Recent development pattern, some spurred on by our existing zoning ordinance and Comprehensive Plan, have consumed much of the capacity of our arterial streets and hm required public services to be brought to the outskirts of our community. These patterns have helped make the single-occupant vehicle the favored mode, of transportation, with 73% of our commuters driving to work alone. . . . . However, recent changes to laws and funding priorities best exemplified by the federal Intermodel Transportation Efficiency Act (ISTEA), and the state's Sensible Transportation Policy Act have enabled Lewiston to better focus on alternative transportation systems, public &ansportation options, Traffic Demand Management (TDM) and access management, to deal effectively with our transportation issues. ALTERNATIVE TRANSPORTATION Our region has created the first Comprehensive Bicycle and Pedestrian System Plan in the state, primarily through the wmk by the Citizens Of the Androscoggin Bicydt and Pedestrian Advisory Committee W P A C ) We are aggressively pursuing the mation of bicycle and pedestrian systems throughout the City to provide an alternative commuter and recreation network for this mode of transportation. The conversion of the Lewiston-Auburn Railroad Bridge to a bicycle and pedestrian bridge provides a hub for the system. We are now in the design stages of the Downtown Riverfront BicycIe and Pedestrian System, l-hkhg the river with other areas of the City, including abandoned rail lines suitable for rails-to-trails development. This system will help the City in its efforts to bring people downtown to live, work, recreate and help in our downtown revitalization efforts. It is ,also expected to bring tourists to our community, making Lewiston more of a destkahn place rather than just a pass-through city. TURNPIKE ACCESS ---PAGE BREAK--- The City has also prioritized the creation of another turnpike access Iocation. Obviously, the location of a new access wiII help provide better access to land in that ma, &ecting its future development potentid. However, the impact on residential neighborhoods, potential wetland and other natural resource impact issues, and the necessary extension of utilities must be considered when designating any area for new commerciaVindustriaI growth. RAIL SERVICE When the last Comprehensive Plan was development: in 1 98 6- 1 987, rail service was seen as a fading mode of transportation. Service on many Iines were being reduced; some lines were discontinued; others were abandoned, with the rails and ties being removed. The future of rail transportation in the area was questionable at best. However, changes were on the horizon. Rail transportation began to pick-up, The City lost a major industrial development due in part to the lack of rail access to potential sites. Discussions of the reestablishment of passenger rail service to Maine, including eventually to Lewiston, lead to funding possibiIities. Auburn's multi-modal and sde-handling facility has proved to be a impetus to econamic development. With this in mind, it is critical for Lewiston to work with both the state and the private railroads to continue to provide the possibility for rail access to the City (Maine Central line that runs mostly paralleI to Main Street on the west side of the City on to Greene and points north) and to explore the feasibility of re-establishing rail access where it has been discontinued ('Maine Central Iine from to at least near the Turnpike). As with any type of development within the City, care should be given to protecting residential neighborhoods and environmental resources, as well as assuring the feasibility of necessary irrkastructure improvements, before designating land to he developed for ~ornmercial ar industrial uses. Rail has proven to be an important and cost effective mode of transportation, for many types of goods, and the City should explore possible markets for fieight fonvarding distribution that can utilize rail. Also, the City should wok with the State to acquire abandoned rail lines for alternative fransportation systems as recommended in the Bicycle and Pedestrian Plan. AR TRANSPORTATION The cities should do what is necessary to promote and expand service for both passenger and cargo flights into the Aubm-Lewiston area. Due to expected limited federal funds to assist expansion at the Airport until the turn of the century, the cities must focus their attention to the necessary maintenance and operations to keep the w o r t functioning properly. Efforts to attract private businesses to the Airport should be increased in order to expand commercial and 1 idstrial utilization. 'm - -I PUBLIC TRANSPORTATION - BUS SERVICE ---PAGE BREAK--- Trips on fixed-route bi& service once exceeded over half a million per year in the twin cities. Riders last year was less than 200,000. Obviously, societal changes as discussed earIier have played a role in the dramatic dmp. The region must adopt an aggressive strategy to revitalize our public transportation system. The benefits are manyfold: reduced use of single occupied vehicIes; less consumption of natural resources; less air pollution; Iess btraffic; Iess parking required. The City must be committed to securing the necessary resources to create a meaningful public transportation system. Special emphasis &odd be placed on improving service to those traditionally under served Muding the elderly and mobility impaired. GOALS. POLICIES. STRATEGIES GOALS: 1. Create an Integrated ~ k - ~ o d e l Metropolitan Transportation S y stern, which: Moves people and goods safely and efficiently throughout the metropolitan area. Provides safe and convenient access for all users. Is consistent with all relevant federaI, state and local governmental laws needed for implementation. Is consistent with the community's land use, social, economic and energy conservation goals and objectives. Promotes more efkient use of the existing transportation system. Promotes continuous safe, accessible routes for bicycle and pedeslian transportation in the region. Promotes the development of transit markets that provide residents with a realistic alternative to the automobile. Promotes coordination between land use and transportation. 2. Continue to support the comprehensive transportation planning process that is carried out by LACTS which will: Support the region's Long-Range Transportation Plan; ~ e v e l o i its capital plab. h&n as the Transporta€ion Improvement Program (TIP), every two years; Provide Administrative and financial services to the fixed-route public transit system. ---PAGE BREAK--- Supports alternative transportation such as bicycling, waking, rideshare, vanpools ek. POLICY 1 ( TRANSPORTATION) Creation of an Integrated Multi-Modal Metropolitan Transportation + System. . To minimize travel time and deIay so that peak-hour levels of service are improved. Improve and promote better traffic management techniques that will contribute to the safety of travelers. Improve the performance of existing highway and transit systems through Transportation Systems Management (TS M) and Travel Demand Management (TDM). Increase tlze percentage of person-trips made on modes other than the single-occupant vehicle (SOT). D. Provide mobility for the elderly and mobility impahed. Increase revenue passenger miles, on-time performance, and trips completed for transit during peak hours. Provide for pedestrian, bicycle and transit access. Reduce air pollution emissions. Improve transportation services provided to those traditionally under served by the transportation system. Integrate the Maine Turnpike's bridge crossing of the Androscoggin River into the metropolitan transportation system.; 'r Development DepartmentPublic Boardcity Council Supporting Agencies: ---PAGE BREAK--- LACTSICABPACI MDOTMnine Turnpike Authority ongoing Explore use of existing rail service for possible increased utilization and study the economic feasibility of reestablishing discontinutdabandoned rail service, acknowledging the cost effectiveness and efficiency of rail service for many goods. R?zsPONSIBTILrnIDATE Development DepartmentlPublic laming BoardlCity Council Supporting Agencies: LACTSICABPACI MDOTMaine Tmpike AuthorityPrivate Sector Ongoing POLICY 2 ( TRANSPORTATION) Provide a sound financial plan that maximizes the total anticipated resources available to achieve the integrated rnulfimodal transportation system for the LACTS area. STRATEGIES: To provide a reasonable cost estimate of the total transportation need within the LACTS area. To identify and seek dl federat, state and local government funding opportunities for the development of this transportation system. To maximize the use of private funding for transportation improvements. To provide a reasonable estimate of resources that will be available to develop and aperate the p h e d integrated multi-modal transportation system. To ensure that-sufficient resources will be available to build and operate the planned trarrsportation system. RESPONSIBILI[lYIDATE Development Departrnenflublic BoardlCity Council Supporting Agencies; LACTSICABPACI ---PAGE BREAK--- MDOTIMaine Turnpike AuthorityIprivate Sector Ongoing Work with the MDOT and MTA to pursue potential locations for additional access to the turnpike that will provide for economic dwelopment and that will not create significant adverse impact to residentiaI neighborhoods and natural resources such as wetlands. Development Department/Public B o d c i t y Council Supporting Agencies: LACTS/CABPAC/ MDOTIMaine Tumpike AuthorityFrivate Sector Ongoing POLICY 4 f TRANSPORTATIQNl Continue to pursue the early compIetion of the circumferential route thraugh area near Garcelon Bog linking Russell Street with Exit 13 via the Webster Street Connector, unless a more appropriate alternative can be.identified, in order to remove through traffic from the in-town street network and residential neighborhoods. Care should be taken to preserve and protect as much as possible the natural features of Garcelon Bog and its environs as well as to protect adjacent residential areas from significant adverse impact. Development Departmeaflublic BoardlCity Council Supporfi~g Agencies: Land Trust(Stanton Bird Club Spring, 1997 ---PAGE BREAK--- LAND USE The 1988 Comprehensive Land Use Plan focused primarily w land use issues and was primarily a guide to land use regulation in the City. Many of the goals, policies, and strategies developed in that plan remain valid and important today. The pIan should continue to be .referred to for those land use policies that have not been changed by the current plan, and to use them as a guide fur developing the Civ's zoning, Lewiston Capital Improvement Program (LCIP), budgets, and other programs designed to transform the policies into reality. However, many changes have occured in the nearly ten years since the plan was adopted. IIESIDEWIAL DEVELOPMENT - Between 1 986 and 1 995 560 single-family dwellings, 14 two-family dwelIings, and 69 multi-family dwellings with 1145 total units were constructed. In addition, 424 mobiIe homes were placed in the City during this time period. New xesidential development in the unsewered areas occured mainly on College and Stetson Roads, Switzerland Road, outer Pond and Old Greene Roads, Randal1 Road and Hillview Lane, outer Grove Street, and Ferry, Pinewoods, Dyer, Cotton and Gayton Roads. New residential development sewered areas occurred mainly on Suzanae Street and Martha Avenue, East Avenue and Owen Street, Kensington Terrace and Sherbrooke Avenue, outer Sabattus Street, Sheffield Avenue, Randall and Pond Roads, and Grove and Mark Streets. Nearly all of these lots were approved subdivisions prior to 1990. Currently there are a number of approved subdivisions that have not been developed, or subdivisions have h e n phased where only one phase has been initiated for development. There are approximately 550 lots approved for single-family homes that have not been built upon. Some of these inactive subdivisions were pursued prior to the adoption of the Comprehensive Plan and related ordinances in 1988. Current housing demands have not made these approval subdivisions buildable. Many of these idle subdivisions are located in the d was of the city and represent a housing development pattern that may place greater demands on municipal services. With respect to extensions of subdivision approvds, the city should take a hard look at specdative residential development and examine alternatives for multiple approval extensions. The 1988 Comprehensive Land Use Plan, in. part, encouraged residential growth to occur in the rural areas of the city away from municipal water and sewerage services and on ma1 roads. There was a strong feeling at the time that residents wanted to " escape" the city cehter to more suburban or rural neighborhoods. This has led to greater municipal expenses for road and utdiw maintenace repair as well as for other city services such as school busing, police, and fire protection. ---PAGE BREAK--- In order to h i t this sprawling residential development the City should encourage growth within the hits of municipal services md along existing roads that could accommodate increases in residential t s a c , especially existing in-town areas. One method that could be used would precIude the city from accepting new residential sheets in tbe ma1 areas as city streets and require developers to form associations within the residential developments for kture maintenance and repair of these private roads. The same would hold true for extensions of municipal water and sewerage semices. Impact fees for all public services could also be explored. Another method would be to revise the rural access standards for residentid subdivisions and make them more striagent. One standard that could be added to the ma1 access standards would require the developer to upgrade any city street, at the developers expense, that provides access to the proposed development if it is determined that the increase in S c could nut be accommodated by the existing sheets. Another suggestion is to adopt standards similar to Aubm's Rural Agricultural Zone, in appropriate areas of the CiQ, where residentid development should not be encouraged. Larger lot zoning with mandatory clustering of lots and p~ovisions for preserving is another alternative . DEVELOPMF,NT - Lexviston's commercial development is Iocated . . primarily in the domtown area and along the city's major traffic arterials. Zoning aIang our arterials have encouraged strip-type development patterns that have not been ~ e a h e d primarily due to economy-related market constraints. Zoning and performance-based criteria including access management and transportation demand management systems should be explored to duster comrcial development in appropriate areas along the arterials and to encourage commercial development into our underutilized in-town lots and buildings. Lisbon Street, from the turnpike interchange heading towards and including downtown, is Lewhton's main commercial area. Main Street, from Lincoln Street to Sabattus Street, and Sabattus Street, from Main Sheet to Pond Road, are also considered commercial areas, but are viewed as secondary in nature. In addition, portions of outer Main Street in the vicinity of Mardens and the Spate Time Recreation subdivision are also viewed as secondary commercial areas, as well as, the Foss Road Business Park Iocated on outer Lisbon Street. Recent adaptive re-use of our commercial buddings downtown have been quite successful in commercial development and shodd be encouraged along with other in-town areas through zoning standards and financial incentives. INDUSTRIAL DEVELOPMENT - Every effort should be made to direct industrial development to areas adequately served by such as the city's industrial parks. , However, the recent industrial we swey conducted by the Development Department indicated , that much of the land now zoned industrial has limitations for development, In addition, industria1 land adjacent to rail access is limited. In order to assure that there is suficient . industrial land to meet the future industrial needs of the city, the city should explore where there J 122 ---PAGE BREAK--- arc areas of the city that are appropriate for future i n d d a l uses and to rezone them accordingly. Areas unsuitable for uses should also be rezoned appropriately. GOALS. POLICIES. STRATEGXES GOALS: Encourage orderly growkh and development in appropriate areas of the City, while protecting the City's ~uraI character, making efficient use of public sewices and preventing development sprawl. POLICY 1 (LAND USE) Provide a holistic model for guiding future growth and enac,ting and administrating City ordinances and programs. Utilize the Land Use Issues Map (see Appendix A) to guide fume growth, to establisldrevise zoning districts, and to enact, revise, administer and enforce other ordinances and programs. UtiIize those land use policies that were established in the 1988 Comprehensive Land Use Plan h a t remain vaIid to establishlrevise zoning districts, and to enact, revise, administer and enforce other ordinances and programs, Utilize tke Elements of the Comprehensive PIan to develop appropriate land use palides to be used as a guide in developing desirable land use patterns. RESPONSFEILITYIDATE Development DepartmentPlanning Boardcity Council ,Qngoing ---PAGE BREAK--- LAND USE ISSUES The following tw-three future land use issues have been identified during the comprehensive planning process. These issues will form the basis for the hpletnentation phase of the comprehensive planning program, including rezonings and Zoning and Land Use Code amendments. Please refer to the "Land Use Issues Map" found in Appendix A of this plan for the geographic locations of the folowing listed issues. Explore patentid suitable locations for new Maine Turnpike exits. Look to explore rezoning areas near such suitable locations to dow light industrial and h e r $similar uses that would take advantage of access to the Turnpike. Minimize adverse impacts of development around No Name Pond. This may involve more stringent phosphorous control standards, limiting residential andlor agricultural uses in the watershed, dimination of other non-point sources of pollution, expansion of the Resource Conservation (RC) District, public acquisition of land or rights, creation of a community septic system and strict enforcement of septic system standards. Create better public access to No Name Pond. Acquire beach area. Add to city land on Bradbury Road. Do phming process to determine best use of city owned road. Take care that development will not have si@cant adverse impact on water quality of No Name Pod. Pursue completion of Webster Street connector project and future Knkage to Russell Street. Continue restrictions for tmck tree on Webster and Fatwell Streets. Explore the feasibility of rezoning areas along the Maine Central Railroad between Stetson Road and M d . Road, that will allow for rail dependent uses such as light industrid and distribution and warehousing, 6. , Use access management, transportation demand management (TDM) - principles and performame based mAg restriction to presave capacity on the three arterials of Main Street, Sabattus Street, and Lisbon Streets. Support TDM efforts underway dong Route 196. ---PAGE BREAK--- Study existing mobile home park overlay districts for their appropriateness. Mow for expansion of existing mobile home parks where appropriate and phasing out of parks which are located in areas which are not appropriate. Study the mixed-use area west of Main Street between the Longley Bridge and the Veterans' Bfidge for potential re-zoaings that will deal with issues ranging fiom cornmercid expansion, neighborhood protectioq and increased u t h t i o n of the Maine Central Railroad line. Study appropriateness of zoning dung outer Main Street including examination of zoning and land use in Greene. Study appropriateness of zoning dong outer Sabattus Street,hcluding examination of zoning and uses in Sabattus. Study appropriateness of zoning along outer Lisbon Street including examination of zoning arid uses in Lisbon Study existing Suburban Residential (SR) Districts fur appropriateness and make recommendations to more appropriate zoning. Examine appropriateness of Medium Density Residential (MIX) District in M e d l Road area. Study needs of major uses, including Bates College, St. Mary's, Lewi-ston Middle School, including zoning impf cations and possible colIaboration between users for better utilization of resources. Pursue completion of Lewiston-Auburn Railroad Park and Downtom Bicycle and Pedestrian System; begin impIemerztation of other urban riverfront revitalization projects.. Implement non-athletic fidd components of Franklin Pasture Master Plan. Continue to work on trail system and other outdoor arm for nature interpretation, assembly and pubIic gardens. ---PAGE BREAK--- Examine cunstraints of South -ton Industrial area as well as other areas zoned industrial; reexamine other areas of City for their suitabiity for future industrial growth and look to rezone accordingly., 19. Encourage adaptive reuse of downtown commer~ial buildings, including mills, arrd implement recommendations of Downtown Development District Preservation Plm and Downtown Action Plm. Improve accessibility to Thorncrag Bird Sanctumy and continue to protect it from adjacent, potential adverse development. Study O@ce Service (0s) District on south Lisbon Road for possible rezoning to residentid. Exp10re possibility of linking City-owned lad off of Old Greene Road with other open spaces for form green-beIt system. Explore pos6bility of creating a new agricultural zone that would Iimit the ability to subdivide land more suitable for farming, timber harvesting and earth material removal. Look at appropriateness of approved subdivisions where construction has not been started to s.ee if approvals should be extended. Check appropriateness of Office Residential (OR) District near Old Lisbon Road Examine appropriateness of Law Dens"Q Residential (LDR) District dong Webste~ Road, Randall Road, Grove Street and College Road. Work wiih Maine Central W o a d ta reestablish rail sentice to at least the turnpike. Look to provide access to Garcelon Bog as an in-town nature center. Continue to implement Androscoggin Greenways Plan-planning and building new trails and pa& and for advocating improved water quality, river access includimg a proposed canoe portage. at Deer .Rips Dam, and floodplain conservation. ---PAGE BREAK--- Look to m&e malls near Lisbon Street and East Avenue less restrictivecommercially zoned. Look at appropriateness of Office Residential (OR) District along East Avenue &om Lisbon Street to Webstw Street, in fight of East Avenue being designated as major transportation Iinkage. . Look at appropkteness of Neighborhood Conservation (NCA) District dong East Avenue from Webster Street, Russel Street, due to same transportation issue. Actively pursue the acquisition and demolition, if desirable, of properties adjacent to the Bates Mill Complex to help facilitate the adaptive reuse and redevelopment of the complex. ---PAGE BREAK--- LONG RANGE PLANNING An imy ortant goal of the Comprehensive Plan is to make sure it is dynamic enough to adjust to the rapid changes of the modern world. At the same time, the City must also begin to develop long-term benchmarks or indicators to see how well Lewiston is doing in balancing the sometimes conflicting, often competing needs of economic: security, qudity of lifie, and protection of natural resources. These indicaiors must measure Lewiston's real progress in this balancing act by identifykg key problems and priorities and helping the community changes that are required to ensure our continued well-being. SUSTrnABLE DEVELOPMENT A relatively new approach to establishing meaningful long-term benchmarks and indicators to measure a community's progress is to use "sustainability" as a measure. Y3ustairmable DeveIopment" as defmed by the World Commission on Environment and Development, will help ''meet the needs of the present without compromising the ability of future generations to meet their own needs." The following are ten goals related to sustainable development: GOAL 1: HEALTH AND THE ENVIRONMENT Ensure that every person enj oys the benefits of clean air, dean water, and a healthy environment at home, work, and at play. GOAL 2: ECONOMIC PROSPERITY Sustain a healthy US economy that grows sufficiently to create meaninsfur jobs, reduce poverty, and provide for a high quality of life for all in an increasingly competitive worId. G OM, 3: EQUITY Ensure that all Americans are afforded justice and have the opporturrity to achieve economic, environmental, and social well-being. . GOAL 4: CONSERVATION OF NATURE Use, conserve, protect, and restore natural resources - land, air, water, and biodiversity - in ways that help ensue long-term social, economic, and environmental benefits for ourselves and future ---PAGE BREAK--- generations. GOAL 5: Create a widely held ethic of stewardship that strongly encourages individuals, institutions, and corporations to take full responsibility for the economic, environmental, and social consequences of their actions. GOAL 6: SUSTAINABLE Encourage people to work together to create healthy comuni.ties where natural and historic resources are preserved, jobs are avaiIabIe, sprawl is contained, neighborhoods are secure, education is lifelong, transportation and health care are accessible, and all citizens have opportunities to improve the quality of their lives. GOAL 7: C M C ENGAGEMENT Create full opportunity for citizens, businesses, and communities ta participate in and influence the naturd resource, environmentd, and economic decisions that affect them. . j - . GOAL 8: POPULATION Move toward stabilization of the US population. GOAL 9: INTERNATIQNAL RESPONSIBILITY Take a leadership role in the deveIapment and implementation of global sustainable deveIopment policies, standards of conduct, and trade and foreign policies that further the achievement of sustainable development. GOAL 10: EDUCATION Ensure that all Americans have equal access to education and life-long learning opporhmities that will prepare them for meaningful work, a high quality of Iife, and an understanding of the concepts involved in sustainable development. 1 1 . SUSTAINABLE Many communities are currently working on using the concept of sustainability to impve their long-term health and vitality, including Seattle, Washingtow MinneapoIis, St. Paul, Minnesota; . j _ ---PAGE BREAK--- North h p t o n , Virginia; and Charlotte, North Carolina. The following are seventeen propositions of sustainable communities: A sustainable community is an integral part of and is in harmony with the natural environment, it lives off the net ecological income of its region. A sustainable community mitigates the impacts of natural hazards of people and property. A sustainable community nurtures community character and sense of place. A sustainable community s ~ v e s to be waste fim. A sustainable comm~&ty seeks to reduce air and water pollution. A sustainable community provides housing opportunities for a11 of its residents, A sustainable community is one in which each person is vaIued and lives and works in dignity- A sustainable c o m ~ t y is democratic and empowers its residents to be engaged in those issues that affect them and their community. A sustainable community is a steward of the land, not a consumer. A sustainable community provides equal opportunity for all of its residents. A sustainable community consumes only the non-renewable resources absolutely necessary to meet present needs. A sustainable community is a socially just community, A sustainable community is a place o f beauty. A sustainable community is an integral part of its Berrigan. A sustainable cornunity manages the use o f land to achieve its goals. A sushinabIe community maintains a transportation system and other that effectively and efficiently meets its needs. ---PAGE BREAK--- A community regularly evduates its r o u b activities in terms of its goals. It is imporhnt ta remember that sustainability is more of a direction or process than a destination. It requhes a continuing improving of the way we live so we may continue to live within the limits that either nature or ourselves have placed upan us. To make the concept of sustainability somewhat cIear and relatable to Lewistan, the folIowing are examples of issues to consider in p I e g for sustainable development. Safety --How safe are our City street? Wow can we design our downtown to inhence perceptions of and vulnerability to crime? Recycling, compostin& gardening - We've talked previously about our terrific recycling program. fiwever, can vacant urban f ots be tuned into gardens? Culture and arts - What are the participation levels in various cuItural activities within the community and how have they made Lewiston a more place to live? Energy efficiency and water conservation - How can we plan and regulate to preseme our natural resources? Housing and public health - The Housing component talks about how to address some of the problems reIated to people feeling disconnected with their c o m d t y , which creates crime, littering ahd vandalism. What else can we do? No Narrie Pond and Androscoggh Rives - Over time, how has the water quality of these two major natural resources been improved? Is there more to do? Alternative transportation - Bow can we plan to have more peopIe use public transit, bicycle and pedestrian systems and car pools to get to work, plan, and school? Can mixed-use development help promote this? Ecological industrial parks - How can we create industrial parks that dramatically reduce industrial waste and create relationships between tenants so that each company's waste is another's raw material? ---PAGE BREAK--- During the implementation phase of Lewistonrs Comprehensive Land Use Program, the City must begin the process of identifying sustainable indicators -that: Reflect somefhing basic and fundamentaI to Lewiston's long-term cultural, economic, mvironmental, or socid health of Lewiston over generations; Are accepted by the crommity to be a vital sign of sustainability ; Are statically measurable; and, Are scientifically defensible. LONG RANGE PLANNING GOALS: Keep the Lewiston Comprehensive Plan up-to-date. Continue to ensure the City land use ordinances reflect the goals, policies and strategies of this Comprehensive Plan and its updates, Continue to coordinate fhe annud CDBG and LCIP processes with the Comprehensive Plan. Coordinate planning efforts and cadlaboration with adjacent municipalities and planning agencies as appropriate. Examine the feasibility of impIementing Performance-B ased Zoning Continue to ensure tbat sound aad informed decisions are made regarding the management of our natural arid man-made resources, utiIizing up-to-date information and management systems such as Geographical Informtion Systems @IS) add Computerized zoning and land use codes and maps. - - POLICY I &ong Range PIanni.ng) ---PAGE BREAK--- Ensure that mechanisms are developed to oversee implementation of the Comprehensive Plm on a continuing bases, Prepare an annual written report on the impIementation of the Comprehensive Plan. RESPONSIEHLITYIDAm Development Departmenfllanning Boardcity Council Ongoing Schedule a formal updatelreview of the Comprehensive plan every 3 years. RESPONSXBILITYLDATE Development DepartmentPIanning B oardJCity Council Ongoing POLICY 2 (Long Range PIanning) Coordinate land use changes with adjacent municipalities. STRATEGIES: Amend the Zoning Ordinances to require that prior to any pubIic hearing on a zoning change or development review project that abuts or is in dose proximity to an adjacent municipality's border, a copy of the proposed amendments or plans will be sent to the appropriate municipality with a request for their timely comments. RESPONSIBILITYIDATE Development Boardcity CounciI Fdl, 1996 POLICY 3 (Long Range PIanning) I ---PAGE BREAK--- Continue to update the City Ordinances to better plan for growth and incorporate incentives for development which achieve important community goals including the prevention of "sprawl." Provide incentives for adaptive reuse of buildings or XdJ. construc~on. RESPONSIBILITY/DATE DeveIopment DepartmentPIaming Boardcity Council Ongoing Explore mending Zoning and Land Use Codes to provide mere incentives for presehvation of open space in new development.. Incentives might include reduced lot frontages, redu~ed road standards, limited commercial uses, increase density for dusterhg, etc. Have conditional use criteria incorporate anti-sprawl standards. RESPONSIBILITY113ATE Development DepartmentPlannhg Boardcity Council Fall, 1996 Develop a comprehensive municipal permit directory to help explain development review and other permitting processes. Modify the Zoning and Land Use Code to allow more staff review-of projects to streamhe the permitting process. - I Development DepartmentPlanning BoardlCity ---PAGE BREAK--- Modify the Home Occupation provision of the Zoning and Land Use Code to reflect chmges brought upon by the te~hnology age and society while protecting neighborhoods fiom inappropriate a e s . RFSPONSIBILITYIDATE Development BoardlCity Council 1996 POLICY 4 (Zong Range Planning) - Continue to coordinate land use considerations with utility providers. STRATEGIES: Continue to work with all utility providers and to ensure that future development can be served adequately from the various systems, and that there is sufficient capacity to serve new areas directed for future development. WSPONSIBILITYLDATE Development Departmenfllanning BoardlCity Council Ongoing Continue to work with the Lewiston Water & Sewer Division to ensure that the existing water and sewer system has the capacity of serving appropriate new development. Development Departmenfllanning Board,City Council Ongoing POLICY 5 (Long Range PIanning) Encourage and promote affordable, decent housing opportunities for all Lewiston citizen 1 ---PAGE BREAK--- and conhue to anom a diverse range of housing types in the community. Continue to allow awide range of housing types in the Zoning. . . RESPONSTSILITYLDATE Development Boardcity comciv Ongoing Continue to provide protection to Lewistm's historic buildings while allowing a wide range of adaptive re-use including housing, while preserving the historical integrity of the building. RESPONSIl3hLITYIX)ATE Development Departmenfllanning B o d c i t y Council Ongoing Explore areas of the City where non-t.rditional housing, including in- Jaw apartments, two-families and mobile homes, may be appropriate and make appropriate changes to Zoning and Zoning Land Use Codes. 'RIESPONSIBTLITYIDATE Development Departmenfllanning BoardlCity Council Ongoing POLICY 6 Gong Range PIanning) Continue to protect the City's natural resources from inappropriate land use activities. STRATEGIES: Continue strict administration of shoreland area performance standards through strict administration of existing City ordinances inchding' subsurface sewerage disposal standards. ---PAGE BREAK--- Development DepartmentPlaaning B o ard/City Council Ongoing ImpIement a systematic water quality monitoring program fiat allows for the long-term tracking of water qualitjr trends in No Name Pond, our major 'brooks and the Androscoggin River. Planning BoardlPublic Works Ongoing Explore the comtruction of a cornunity sewer system to serve the lake center of Roadway Avenues Neighborhood near No Name Pond. RESPONSmILmIX) A m Planning SfaffRublic WorkdNo Name Pond Committee/ City Council Ongoing Examine the current phosphorus standards utilized for development projects in the No Name Pond Watershed and revise them f necessy to improve and protect the quality of the pond. RFSPONSIBXLITYIDATE Planning StaffPl&g BoardPublic Works Ongoing Continue to regulate land use through provisions of rhe City's Lake Conservation Overlay District (LC). Development B oardlcity Council Ongoing Continue to regulate land use though provisions of the Civ's Resource Conservation District ---PAGE BREAK--- Development DepartrnentlPIanning BoardlCity ' Council Ongoing Protect idensed aquifers from adverse land use development to avoid ground water contamination and its related problems H. Cnntinue to regulate land use through provisions of the City's Groundwater Conservation Overlay District (GC). Development BowdlCity Council Ongoing Avoid the problems associated with floodplain development and use by continuing to regulate land use through provisions of the City's flood plain management standards including the restrictive rezonings and Continuing to work with ihe Federa1 Emergency Management Programs CRS Program. RF,SPONSIBILXTYIJ3ATE Development Departmenfllanning B o d c i t y Council/ Ongoing Continue to protect The City's wetlands through Development Review. Development Departmenolanning B o d c i t y Council Ongoing Continue to plan for the proper use of the City's forest lands by continuing to regulate land use through provisions of the City's timber harvesting standards. "F ~SPONSrBILrrY/DATE . . Development BoardlCity Council ---PAGE BREAK--- Ongoing Continue to protect the many scenic areas in the City by actively encouraging the preservation of scenic areas ident5ed in this plan, particularly during the deveIopment review process. Development DeparlmentlPIanning BoardCity Council Ongoing Protect State identified dear wintering areas to the utmost extent possible by recommending amendments to the City's Zoning and Land Use Code to include them in the R. C. Zone, JXESPONSIBILITYID ATE Development Department/PIanning B oardlCity Council Ongoing Continue to protect and improve the water quality of Androxoggin River to the utmost extent possible by continuing efforts to separate combined sewers ;tad reduce sewer overflaws that effect the Androscoggin and Little Androscoggin Rivers, and continuing to ufiIize shoreland zoning to protect the smaller rivers, streams and brooks throughout Lewiston. Development DepadmentlPIaaning BoardCiV Council Ongoing POLICY 7 (Long Range Planning) Implement an integrated ~ e o g r a ~ h i c Information System (GIs) and Computerized Zoning and Land Use Code throughout the City, that provides the needed information to properly manage Lewistonts natural and man-made resources. ---PAGE BREAK--- Conduct a needs assessment to determine the requirements and costs of the development of e GIs system. Coordinate with relevant City personnel to design aprototype system. ~PONSIBlLITYIDATE Development Departmentlf lanning BoaraCity ComciI Data Processing Ongoing Implement a funding program that provides "start up" funding, and that ensures continuing fmancing for; system upgrades, continuing education, information updates, and any other operational and maintenance cost. RESPONSIBILJTYIDATE Development DepartmentlPIanning B oardiCity Council Ongoing Develop a Computerized Zoning and Land Use Code and Map accessible to our citizens and businesses that can eventually be put on the World Wide Web, lRESPONSIBlL'1TYIDATE B oardCity Council Ongoing Utilize dl related federal, state and regional information systems that can provide information to help the City manage its' resources. Development Departnenfllanning Boardcity Couucil Ongoing ---PAGE BREAK--- VOLUME II LIST OF RELATED DOCUMEmS 1 "Assessing the Present, PI&g the Future: Findings of the 19 96 Lewiston Comprehensive PI an Citizen Survey" - January 1996 2. CityofLewistonZoningandLandUseCode-1994 - 3. 1988 Comprehensive Land Use Plan 4. 1990 Census - VoIme I. Profiles - Androscoggin County, Maine SeIected Population and Housing Characteristics. HISTORY (HS) 1. "Historic Letviston - Its Architectural Heritage" by Ruth Libbey O'Hallorm. 2. 'Xistoric Lewiston - A Textile City in Transition" by Jarnes S. Lemon. 3. "Historic Lewiston - Its Government" by Geneva Kirk and Gridley Barrows, AIA. - < . CULTURE & ARTS (CAI . - - - I. "Cultural PIan: Leuliston-Auburn Maine" -January 1996. 2. 'Tranco-Community Ethnographic Study" by Collette Faumier. 3. "The Cultural Mosaic of Lewiston-Aubum" by Tina Bucuvdas. 1. "Downtown Action Plan" - April 1995. 2, Application for Designation as an Empowerment Zone and Enterprise Community" - June 1994. 3. 'Yjc'heif,ewiston ~owntown'~evefo~rnent ~istrict Preservation Plan" (see Historic Preservation section ) - 1996. ---PAGE BREAK--- FY98 Community Development Block Grant Program (updated annudy). Bates Mill Complex Redevelopment Study, Butts Eroup Financial Group - April 1993. Park Street Lot Uxban Study, H h a n & Associates, Inc. - 1993. Lewiston-Auburn Evefiont Design Competition Narratives submitted by cansdlant teams led by Maine Tomorrow, (b)Terrien Architects, add Land Plan Associates - October 1988. - ECONOMY (EC) 1997-1998 Lewiston-Auburn Development Strategy, 1996-1997 Lewiston- Auburn Development Skategy, and 1997-1998 Overall Economic Development Program (OEDP) by Androscog,oin Valley Council of Governments (AVCOG). 2. "Lewiston-Auburn Business Visitation Program - Summary of Findings and ,Action Plan" - Fall 1996. "Report ofthe Lewiston-Aubm Tax-Exempt Committee," - November 1996. "Resource Analysis and Target Growth Opportunities," AVCOG - 1995. "Defense ~ e ~ e n d e n c ~ Analysis of Westan Maine," AVCOG - 1992. HISTORTG PRESERVATION (HI?) 'The Lewision Downtown Development District Presentation Plan"' by Historic Preservation Review Board and Russell Wright - 1996. "The Lewiston Historic Preservation Design Manual" by Historic Presen-rati~n Review Board and RusseII Wri@t - 1997. 3. 'Zewiston MiU System Study" by Historic Presewation Review Board and Christopher CIoss: "Housing, Neighborhoods and Health in Lewiston," by Professor James H. Fisher, Bates College and his Sociology 264, - Health and Habitat students - 1996. ---PAGE BREAK--- 2; FY 96 City of Lewiston Consolidated Plan - CDBG Program. (Action Plans annually; updated every five years), Vacant BuiIding Update, Development Department - August 1 993. 4. Lewiston Downtown Building Use Survey, EewistodAubum Economic Growth Council - May 1993. 5. "Housing Task Force Final Report," - September 1991. 6. "A Housing Invento~IAnalysis for the C ~ Q of Lewiston, Maine," Market Decisions, Inc. - September 1991. NATUR4L RESOURCES (NR) 1. Androscog@ Greenways Vision Map - Androscog,k Land Trust - 1996. 2, NoNamePond Water Quality Monitoring and Assessment - 1996 and 1994 by Scott Williams Wate~htd Management Planning for No Nme Pond prepared by Professor James Fisher, Bates CoIlese and his SacioIos 262: Enviroment and Development students - April 1996; and Wetland Wastewater Treatment, Bates College Environmental Studies P r o m - 1997. 3. "Garcelon Bog - A Survey and Suggestion for Use7' by William Zeus Bligh- Glover, Bates College - Febnraq 1990. PUBLIC SERVICE AND FACTLITIES 1. FY88 Lewiston Capitol Improvements Program (updated annually). 3 . Reported Proceedings - WA Together - A Joint Commission of the Citkens of Lewiston and Aubm - October 1996. 3. "An Inventory of Collaboration Between Lew-ston and Auburn;" and 'Voters' Attitudes Toward Cooperation Between Lewiston and Auburn,' by Ceatm for Service Leaning, Bates College - December 1995. 4. "Indus&id Land Analysis," by Development Department - October 1993. ---PAGE BREAK--- RECREATION AND OPEN SPACE (RE) I. Parks and Recreation Comprehensive PIan - Parks and Recreation Adyisory Committee - Terrence 3. Dewan and Associates - 1993. 2. F m k h Pasture Master Plan - F r m Pasture Master Plan Committee, Skinner & Lambe, Inc. - 1991 TRANSPORTATION (TR) 1 FY97 - Unified Planning Work Program, Lewiston-Auburn Comprehensive Transportation Study (LACTS) - dune 1 996 (updated annually). 2. Route 196 TDM Implementation Plan - Existing Conditions - May 1997, - 3- '"Report of the Findings Regarding the Turnpike Interchange and Grove Street - Sabattus Street Connector," Office of the Ciry Administfator - Novemb~r 1996. 4. LACTS Bicycle and Pedestrian Plan. Citizens of the hdroscaggin Bicycle and Pedestrian Advisory Committee,LACTS, and Jane B. LaFleur - May 1995. 5 . '"Access Management - Improving the Efficiency of Maine herial" - hfaine Department of Transportation - 1994, 6 An Assessment of Travel Demand Management Strategies for the Lewiston A u b m Region - T.Y. Line International - August 1994. *Abbreviations used in index for Volume IT ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- GENERAL (GI* VOLW n LIST OF RELATED DOCUMENTS "Assessing the Present, Planning the Futun: Findings of the 1996 Lewiston Comprehensive pian Citizen Survey" - January 1996 City of Lewiston Zoning and Land Use Code - 1994 198 8 Comprehensive Land Use Plan 1990 Census - Volume I. Profiles - Androsc~ggin County, Maine Selected Population and Housing Characteristics. HISTORY @IS) 1. "Historic Lewiston - Its Architectural Beritagd' by Ruth Libbey O'Halloran. "Historic Lewiston - A Textile City in Transitiony' by James S. Learnon. "Historic Lewiston - Its Government" by Geneva Kirk and Gridley Barrows, MA. CULTURE & ARTS (CA) "Cultural Plan: Lewiston-Auburn Maine" -January 1996. G'Franco-Commu;lity Ethnographic Study" by Collette Foumier. "The Cultural Mosaic of Lewiston-Auburn" by Tina Bucuvalas. DOWNTOWN (DT) 1. "Downtown Action Plm" - April 1995. 2. Application for Designation as an Empowerment Zone and Enterprise Co~l~nunity" - June 1994. 3. "The Lewiston Downtown Development Dishict Preservation Plan" (see Historic Preservation section ) - 1996. ---PAGE BREAK--- ECONOMY FY98 ~ommunity Development Block Grant Program (updated annually). Bates Mill Complex Redevelopment Study, Butts Group ~inancid Group - April 1993. Park Street Lot Urban Study, Ilarriman & Associates, Inc. - 1993. Lewiston-Auburn Riverfront Design Competition Narratives submitted by consultant teams led by Maine Tomarmw, @)Ten%% Architects, and Land Plan Associates - October 1988. 1997-1998 Lewiston-Auburn Development Strategy, 1996-1997 Lewiston- Auburn Development Strategy, and 1997-1998 Overall Economic Development Program (OEDP) by Androscoggh Valley Council of Governments (AYCOG). "Lewiston-Auburn Business Visitation Program - S m a r g r of Findings and Action Plan" - Fall 1996. 3. "Report of the Lewiston-Auburn Tax-Exempt Cpmmittee," - November 1996. 4. "Resource Analysis and Target Growth Opportunities," AVCOG - 1 995. 'Defense ~ e ~ e n d e n c ~ Analysis of Western Maine," AVCOG - 1992. HISTORIC PRESERVATION [HP) T h e Lcwiston Development District Presentation Plan" by Historic Preservation Review Board and Russell Wright - 1 996. 2. "The Lewiston Histaric Preservation Design Manual" by Historic Preservation Review Board and Russell Wright , , - 1997. 3. "Lewiston Mill System Study" by Historic Preservation Review Board and Christopher Closs: HOUSING @TO) 1. 'Eousing, Neighborhoods and Health in Lewiston," by Professor James H. Fisher, Bates College and his Sociobgy 264. -Health and Habitat students - 1996. ---PAGE BREAK--- 2. FY96 City of Lewiston Consolidaled Blan - CDBG Program. (Action Plans wually; updated every five years). Vacant Building Update, Development Department - August 199 3. Lewiston Downtown Building Use Survey, Lewistod Aubm Economic Growth Council - May 7993. - "Housing Task Force Final Report," - September 1991. "A Housing Invenfo'y/Analysis for the City of Lewistan, Maine," Market Decisions, Inc. - September 1991. NATURAL RESOURCES (NR] Androscoggin Greenways Vision Map - Androscoggin Land Trust - 1996. No Name Pond Water Quality Monitoring and Assessment - 1996 and 1994 by Scott Williams Watershed Management Planning for No Name Bond prepared by Professor Jarnes Fisher, Bates College and his Sociology 262: Environment and Development students - April 1996; and Wetland Wastewater Treatment, Bates College Environmental Studies Program - 1997. "Gacelon Bog - A Survey and Suggestion for Use" by WiIliam Zeus Bligh- Glover, Bates College - February 1990, Thorncrag Bird Sanctuary Master Plan - Stanton Bird Club - 1989. PUBLIC SERVICE AND FACILITIES (PF) FY98 Lewiston Capitol Improvements Program [updated annually). Reported Proceedings - UA Together - A Joint Commission of the Citizens of Lewiston and Aubum - October 1996. 3. "An Inventosy of Collaboration Between Lewiston and Auburn;" and "Voters' Attitudes Toward Cooperation Between Lewiston and Auburn," by Center for Service Leamhg, Bates College - December 1995. 6cI.ndustrial Land Analysis,'' by Development Department - October 1993. ---PAGE BREAK--- RECREATION AND OPEN SPACE 1. Parks and Recreation Comprehensive Plan - Parks and Remeation Advisory Committee - Terrence J. DeWan and Associates - 1993. 2. Franklin Pasture Master Plan - Franklin Pasture Master Plan Committee, Skinner & Linibe, Inc. - 1991 1 FY97 - Unified Planning Work Program, Lewiston-Aubum Comprehensive Transportation Study (LACTS) - June 1996 (updated annually). 2. Route 196 TDM Implementation Plan - Existing Conditions - May 1997. 3. "Report of the Findings Regarding the Turnpike Interchange and Grove Street - Sabattus Street Connector," Ofice of the City Administrator - November 1996. 4. LACTS Bicycle and Pedestrian Plan. Citizens of the Androscoggin Bicycle and Pedestrian Advisory Committee, LACTS, and Jane B. EaFleur - May 1995. 5. "Access Management - Improving the Effi~iency of Maine Arterial" - Maine Department of Transportation - 1994. 6. An Assessment of Travel Demand Management Strategies for the Lewiston Auburn Region - T.Y. Line International - August 1994. "Abbreviations used in index for Volume II