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HomeMy WebLinkAbout1995-11-13 96-24 RESOLVECOUNCIL ACTION Date November 6, 1995 Item No. 96-34 Item/Subject: Resolve Adopting an Economic Development Plan Update Responsible Department: Community & Economic Development The Economic Development Advisory Commission has been working with City Staff to update the City's current economic development plan. The attached information summarizes this effort and outlines the Commission's recommendation. This update was presented to the Community and Economic Development Committee which recommends approval to the City Council. i Department Head City Manager Associated Information: P - n Finance Director Ly' 1.1��1✓u�'.' 1 Passage _ First Reading Page 1 of 14 Referral Assigned to Councilor Popper November 13, 1995 96-24 CITY OF BANGOR (TITLE.) P511I11¢1...... ...... Adopting -an Update -to Economic plan By W c%ty CoundV of W City ofBmgmr. BBEOLVBD; WHEREAS, the City of -Bangor adopted a Economic Development Plan in 1989 as part of the City's Comprehensive Plan Update; and WHERBAE, the Economic Development Advisory Commission has been working with City Staff to update the current plan; and WHEREAS, the updated plan presents a long range vision, identifies eight major economic development goals and recommends strategies to achieve such goals; and WHEREAS, the City can use the Plan to prepare and evaluate work program and projects and WHEREAS, the City Council can use the Plan as a basis for future policy decisions; and WHEREAS, the Economic Development Advisory Commission has reviewed wed the updted plan and has recommended the plans to the BangorCity Council; and WHEREAS, the Commission presented the plan to the Community and Economic Development Committee which recommended approval to the City council. NOW, THEREFORE, BE 1T RESOLVED THAT the Bangor City Council hereby approves and adopts the Economic Development Plan Update as presented by the Economic Development Advisory Commission. IN CITY COUNCIL 96-34 November 13, 1995 E E 5 0 L V E Allon Fish spoke on this update of Economic Plan Passed Adopting an Update to the City of Baugor a Economic Plan _ CITY CLERK 96-24 PRESENTATION TO COMMUNITY & ECONOMIC DEVELOPMENT COMMITTEE Backaround • Current Plan is part of City's Comprehensive Plan adopted in 1990. * Comprehensive Plan will be updated during 1996. * Economic Development Advisory Commission reconuvended E.D. component to Council in 1990. • Advisory Commission worked over last 1 1/2 years to update 1990 plan. Recommended Chimees to 19W Plan • Vision Statement proposed. • Realignment of goal areas. * Reformatting. * Changes to strategy statements. * Incorporates recommendations from Downtown Strategic Planning Oroup. What The Plan Do • Presents vision of the City's economic future. • Develops major goal areas necessary to achieve the vision. • Provides a series of strategies which will provide a broad framework for City Council policy decisions and a basis for smut work programs. 96-24 Wbat The Plan Does Not Do • Doeso t present specific action steps, progrems or protects. • Doesn't provide "magic solutions" that will "solve" all our problems. How Will The Plan Be Used? Council can use as a basis for policy decisions. • Staff will prepare awash work program designed to address goals. • Staff will do annual report on programs in accomplishing goads. Ken5/Present2D 96-26 41 ECONOMIC DEVELOPMENT PLAN UPDATE Bangor Economic Development Advisory Commission August 3, 1995 A. FORMAT 1. Vision Statement 11, Goals Ill. Strategies rv, Annual Action Steps for Each Strategy Amnal Review of Activities for Each Goal B. COMPONENTS Vision Statement Goal - Growing From Within Goal Business Attraction Goal . Public Policy `. Goal - Civic Image Goal - Education and Training Goal - Convention and Visitor Industry Gaal - Bangor International Airport Goal -Bangor Center K[M/&DV �b 96-24 ECONOMIC DEVELOPMENT PLAN UPDATE ECONOMIC DEVELOPMENT VISION BANGOR OFFERS A DYNAMIC ENVIRONMENT WHICH ENCOURAGES THE FORMATION OF NEW BUSINESSES, SUPPORTS THE SUCCESS OF EXISTING COMPANIES AND ENCOURAGES THE LOCATION OF NEW BUSINESS WITHIN THE COMMUNITY. THE COMMUNITY'S VITALITY ATTRACTS NEW BUSINESS INVESTMENT, CREATES JOB OPPORTUNFFIES AND ENHANCES THE QUALFFY OF LIFE FOR BANGOR CITIZENS. 96-24 `1 f COAL: GROWING FROM WITHIN THE CITY OF BANGOR ENCOURAGES THE FORMATION OF NEW BUSINESSES AND SUPPORTS THE EFFORTS OF EXISTING BUSINESSES TO EXPANDING THEIR POSITION AS EMPLOYERS AND TAXPAYERS WITHIN THE CITY OF BANGOR. STRATEGIES 1. The City should maintain a Comprehensive dam base which will assist local businesses in making informed decisions. - 2. In order to encourage local entrepreneurs to create new businesses, the City should expand its business incubator program at BLA. by increasing the available space and expanding the services available to clients located at the Bangor Enterprise Center. 3. Bangor should continue to develop and market BaMir Industrial Park and the Maine Business &rterprlse Park Priority should be placed on businesses which are expanding their local investment and creating value added jobs rather thea retail commercial use of the parks. 4. The City of Bangor should continue to undertake a local business relations program which reoognius the important role that existing businesses play in the economic future of the community. 5, The City of Bangor should work closely with Eastem Maine Development Corporation, the Finance Authority of Maine and private lenders in formulating financing packages for creation and expansion of local business. 6. Sources of City of Bangor supported financing such as the Community Development Block Great Pmgrem and Tac Increment Financing should be directed towards redevelopment projects, the creation of value added jobs and investment and waterfront and downtown development projects. �wwo.,, 3 pro. 96-24 GOAL: BUSINESS ATTRACTION BANGOR SUPPORTS AN ONGOING EFFORT TO ATTRACT NEW BUSINESS AND INDUSTRY TO LOCATE WITHIN THE COMMUNITY. STRATEGIES 1. professional marketing materials which create a positive image of Bangor and provide essential demographic information for business decision making shall be maintained. p. Bangor should he promoted as a moderate cost business location within the Northeast and as a community with a highly productive workforce. 1 Bangor should be promoted as a full service community with significant quality of life assets and as a City which is prepared to form successful partnerships with the business community. 4. Bangor should be prepared to offer incentives to companies -which will create quality jobs, add to diversity of the local economy and add value to the local economy (i.e., manufacturing). 5. Bangor should promote its proximity to Atlantic Canada and Europe, availability of a major airport and nearby seaports as international trade assets. 6. Bangor should target information processing related business as a sector which will find the community's assets attractive. ]. Bangor should maintain a close working relationship with the Maine Department of Economic and Community Development in order to take advantage of opportunities created by the State's economic development program. 96-24 GOAL: PUBLIC POLICY. THE CITY OF BANGOR INITIATES AND SUPPORTS PUBLIC POLICIES AT THE LOCALo STATE AND COMMUNFfY'S COMPETITIVENESS ASA ENHANCE LEVELS WHICH BUSINESS DEVELOPMENTE ENTER STRATEGIES 1. Community planning should provide Por a sufficient mix of commercial and industrial sites located at marketable locations within the City. 2. Commercial and industrially snood sites should be located within mass dust are readily serviced by municipal services (utilities, ) and which have minimal environmental constraints. 3. Commucial and industrially zoned sites should be promoted from encroachment from residential and other incompatible uses. 4. The City's land development pemdmiag Process should be consistently administered, coordinated within the municipal department structure and responsive to both the development camnunity and the general Public. S. .The City's development regulations should permit the development of a wide range of housing options within the community. 6. The City of Bangor should continue b make ongoing investments in the municipal inhastmeture which supports business development Specific areas of priority should include transportation facilities, water and sewer services and waste disposal facilities. 7. In recognition that the local economic base transcends the City's corporate bomdaries, Bangor should actively participate in economic development programs and activities with neighboring communities and regional organizations such as the Greater Bangor Chamber of Commerce and Eastern Maine Development Corporation. a. The City of Bangor should actively monitor, and participate when appropriate, in the development of State and Federal legislation and regulatory actions which affect the business climate in the City and Stam. 96-34SO GOAL: CIVIC IMAGE . THE CITY OF BANGOR PLACES A HIGH PRIORITY ON IMPROVING THE CIVIC IMAGE OF THE COMMUNITY W RECOGNITION THAT A POSITIVE ENVIRONMENT WELL ATTRACT NEW BUSINESS INVESTMENT AND IMPROVE THE QUALITY OF LIFE FOR OUR CITIZENS. STBnTE IES 1. Major gateways to the City should be prioritized for beautification programs such as landscaping and Other public improvements. 2. Public property such as B.I.A. and Bass Park and public structmaa such as signage, sidewalks, be well maintained, attractive and reflect positively on the community. 3. Land development regulations should facilitate quality private development Projects. 4, The City of Bangor should encourage redevelopment medical and ar major gateways and near regional facilities such as colleges, shopping centers and the downtown/waturfront men 5. Bangor should promote the community as a city with a full range of urban services and high quality of life asa us. 6. Bangor should be Promoted as a cotmaunity which has cultural, recreation and social amenities in addition to serving as a regional commercial center. 96-24 1� I GOAL: EDUCATION AND TRAINING - BANGOR ACTIVELY SUPPORTS AN EDUCATION SYSTEM WHICH PREPARES STUDENTS FORTHE PUTUREJOB MARKET AND OFFERS PROGRAMS WHICH ASSIST THE LOCAL LABOR FORCE TO PREPARE FOR CHANGING EMPLOYMENT OPPORTUNITIES. STRATEGIES 1. Bangor should continue to support a high quality public school system which will attract residents to the community and produces graduates who are well prepared to successfully, undertake fuller educational programs or to move into the work force. 2. The City of Bangor should work to create a strong liaison with area higher education institutions in order to explore opportunities for civic, business and academic collaboration. 3. The City of Bangor should assist businesses in accessing local education and training providers and State training programs for the purpose of training existing and prospective employees. x..eu<.o<. 96-24 , GOAL: CONVENTION AND VISITOR INDUSTRY THE CONVENTION AND VISITOR INDUSTRY IS RECOGNIZED AS A SIGNIFICANT FACTOR IN TRE LOCAL ECONOMY AND GROWTH OPPORTUNIMS IN THIS INDUSTRY ARE FULLY DEVELOPED. STRATEGIES 1. The City of Bangor should continue to support the Bangor Convention and Visitor's Bureau and encourage a partnership consisting of municipal government and the local business commodity. 2. Bangor should be promoted as a regional center and gateway to Acadia National Park, the Moosehead Region and Downeast Maine to both domestic and international visitors. 3. Marketing efforts should promote Downtown Bangor, the Permbscot River Waterfront and Bass Park as a unified visitor attraction area. 4. An alternative funding mechanism for the visitor industry infrastructure such as cultural, recreation and convention facilities should be aggressively pursued in recogttition that the local property tax cannot farad adequate investment in such facilities. 5. Local beautification efforts and infrestructme improvements should upgrade the visual linage ofthe community for the benefit of local residents and visitors to Ne community. 6. The City of Bangor should continue to support festivals and other events which encourage visitor travel to the community. ]. The tlismric resources of the Bangor area should he promoted as an attraction to visitors'. K The community should pursue Ne development of a major yew round attraction which attracts visitors to Bangor and encourage visitors to the region to spend time in Bangor. 11 96-24 J3 COAL: BANGOR INTERNATIONAL AIRPORT THE CITY OF BANGOR CONTINUES TO FULLY SUPPORT THE DEVELOPMENT OF AERONAUTICAL AND NON -AERONAUTICAL RESOURCES AT BANGOR INTERNATIONAL AIRPORT SO THAT THE TRANSPORTATION SERVICES AND ECONOMIC DEVELOPMENT OPPORTUNITIES CAN BE ENHANCED. STRATEGIES - 1. Sufficient area at BIA should be reserved for before expansion of Amway capacity, terminal facilities, air cargo facilities and other aeronautical activities. 2. BIA should continue to support a continuing program of land acquisition in areas adjacent to the airport. 3. BIA should be protected from incompatible development which could interfere with future aeronautical operations. Strong land use regulations must be maintained in Bangor and BIA should work with adjacem communities to develop similazsmndazds. 4. BIA should continue to market its services to international and domestic airlines, and to potential foreign made nine and air cargo customers. 5. Quality domestic air service should be promoted and include both regional and national survives. 6. BIA should work with the region's tourism industry to promote Maine as a visitor destination. The European market should be targeted and BIA promoted as the means by which European visitors access the State. 7. Opportunities for locating aircraft service businesses at the BIA should be punned. 8. Development of nomaeronauthad areas should be prioritized for =a which will diversify and enhance the local economic base. 9. Since airport land resources are limited and a long term resource for the City of . Bangor, development plans should be designed to most efficiently utilize the available land. 10. The City should undertake a commitment to upgrade facilities on airport lands. The program should include landscaping, painting, and removal of blighting conditions in addition to capital improvements to the BIA infrastructure. 9 96-24 J GOAL: BANGOR CENTER DOWNTOWN BANGOR IS A MAJOR COMPONENT OF THE REGION'S ECONOMY AND THE DOWNTOWN/WATERFRONT AREA IS RECOGNIZED AS A UNIQUE AND VITAL DESTINATION FOR VISFTORS AND LOCAL RESIDENTS. STRATEGIES 1. Bangor Center should be developed and promoted as an accessible and friendly marketplace. 2. Entertainment facilities and activities should be promoted in Bangor Center with a major focus on arts and recreational businesses and activities. 3. Mixed use development ranging from residential to craft industries should be encouraged in Bangor Center. 4. Business financing programs with private sector support and participation should he designed and offered to businesses located in Bangor Center. 5. The Penobscot River Waterfront should he developed for commercial, recreational and cultural purposes. b. Special efforts should be made to physically lirdc and promote the waterfront and traditional downtown area as a cohesive, integrated' business district. 10 Ken4/ECDev