city of lewiston - gsmsummit 2014, ed barrett
DESCRIPTION
Why plan for growth and change, when it seems so much easier to simply react? When there is a distinct and shared vision for your community - when residents, businesses and local government anticipate a sustainable town with cohesive and thriving neighborhoods - you have the power to conserve your beautiful natural spaces, enhance your existing downtown or Main Street, enable rural areas to be productive and prosperous, and save money through efficient use of existing infrastructure. This is the dollars and sense of smart growth. Success is clearly visible in Maine, from the creation of a community-built senior housing complex and health center in Fort Fairfield to conservation easements creating Forever Farms to Rockland's revitalized downtown. Communities have options. We have the power to manage our own responses to growth and change. After all, “Planning is a process of choosing among those many options. If we do not choose to plan, then we choose to have others plan for us.” - Richard I. Winwood And in the end, this means that our children and their children will choose to make Maine home and our economy will provide the opportunities to do so. The Summit offers you a wonderful opportunity to be a part of the transformative change in Maine that we’ve seen these gatherings produce. We encourage you to consider the value of being actively involved in growing Maine’s economy and protecting the reasons we choose to live here.TRANSCRIPT
CITY OF LEWISTON
Lewiston Facts Second largest City in the state
37 square miles
36,592 population
Employment center -24,000 jobs
Service Center
2 hospitals
5 colleges
Governmental services
Financial Services
Lewiston Historical Roots River powered industry, received pollutants Good infrastructure
Canals Rail Hydroelectric
Textiles primary industry – began in 1846 Bates Manufacturing largest private employer in state in 1950’s- employed
5,000 people
Immigrant labor force Early service center
2 hospitals Bates College Vibrant downtown-strong independent, destination retail
Dense urban core Walkable scale Blocks of tenement housing-5,000 people per square mile
From 1860 to 1950 Lewiston was one of Maine’s crown jewels . . .
• Manufacturing Center
• Bates Mill largest private employer in the state
• Thriving retail center
• Destination for entertainment and cultural
• Bates College among top 20 liberal arts colleges
• Growing population
Decline began in the 1960’s
• Textile industry moved south
• Suburbanization
• Malls
• Aging infrastructure
• Old housing stock
• Poverty
• High taxes
Economy/Tax Base
Lewiston has successfully managed transition from economy based on manufacturing to one that is more diverse
Transition has been successful because of sustained efforts over many years Nearly $500 million in public and private
investment over the past ten years Redevelopment of the Lewiston Mill complex –
formerly the Bates Mill – approximately 1 million s.f. in downtown Lewiston – beginning in 1992
Redevelopment of the Southern and Western Gateways
Socioeconomics Long-term trends continue
Reduced dependence on textile manufacturing and low paying service jobs
Growth in stable sectors
Health care (Two Regional Hospitals)
Education (Bates College, USM LA College, Kaplan University)
Growth in diverse sectors
Trade Precision Manufacturing
Finance Warehousing/Distribution
Increased business investment in recent years
Tax Base growth
Business Environment Factors Available Development Sites
Available Parking
Economic Development Marketing
Timeliness of Approval Process
Labor Availability
Infrastructure
Partnerships
Business Park Development
MILL REDEVELOPMENT
PARKING GARAGES
$4 million
600 car
Chestnut Street Garage
BRANDING/MARKETING
BROAD PARTNERSHIPS Lewiston Auburn Growth Council
Lewiston Development Corporation
Auburn Business Development Corporation
South Park Business Park
AVCOG
Chamber
Educational Institutions
NGO’s
Other Development Organizations (CCI/CEI)
WHERE WE ARE TODAY Employment Growth 2001-2013 3.0% vs 1.7% for State Population (1960-2010) 89.3% -- 5% increase in 2010 Income (1960-2010) 73.6% of U.S to 68.9% Poverty (1980 to 2010) 16.7% to 22.8%
LOOKING FORWARD
PLANNING
REVIEWING
RENEWING
REFOCUSING
ASSET BASED
RIVERFRONT ISLAND MASTER PLAN
COMPREHENSIVE PLAN
ECONOMIC DEVELOPMENT STRATEGY
NEW MAINERS
DOWNTOWN
RIVERFRONT ISLAND PLAN
77 Acres – Water on 3 sides 1.8 million s.f. of mill space City owns or controls 36% of land 4 public parks
3,740’ of riverfront 5,940’ of canals
• Review and analysis of existing plans
• Engage the public o 17 member Advisory
Committee
o 40+ interviews with stakeholders
o Study area Walk & Talk
o 3 Public meetings draw several hundred people
• Website/surveys
• Develop alternative visions for public vetting
• Plan receives broad support
Water access, connectivity, cultural spaces
WAKABLE MIXED USE DEVELOPMENT
4 Mills
COMPREHENSIVE PLAN
ECONOMIC DEVELOPMENT STRATEGY
NEW MAINERS
Learning Works family literacy program
WHAT DID WE LEARN?
Engage the public -- early and often Form Partnerships Create a vision
Have fresh eyes - redefine spaces/issues Bates 5 Oxford Street
Be bold (but not stupid) Pursue with passion (but be flexible) Commit to quality