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
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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.
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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