HomeMy WebLinkAbout2025-06-09 25-209 OrderCITY COUNCIL ACTION
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25-209
JUNE 9. 2025
CITY OF BANGOR
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
PROPOSED COMMUNITY DEVELOPMENT ACTIVITIES
For Program Year July 1, 2025 to June 30, 2026
I. RESOURCES AVAILABLE
CDBG Entitlement Grant - Unexpended Balance $ 760,849.37
CDBG Entitlement Grant - 2025 Allocation $ 833,082.00
Anticipated Program Income $ 250,000.00
Total $ 1,843,931.79
II. PROGRAM OBJECTIVES AND PROPOSED USE OF FUNDS
The primary objective of the City of Bangor's Community Development Programs is to support and accelerate the
development of a viable urban community by providing (1) decent housing, (2) suitable living environments, and (3)
sustainable economic opportunities, and targeting the use of grant funding for highly effective projects to benefit residents
with the greatest need. Consistent with this primary objective, the following projects and activities will be funded by the
Community Development Block Grant Program:
Affordable Housing $392,601.37
To increase the supply and affordability of housing through investments in projects such as: homebuyer assistance, rental
housing programs, and collaborations with non-profit organizations whose mission is focused on the creation of perpetually
affordable housing units.
Includes Encumbered (Prior Year) Funds: $17,041.11
Residential Rehabilitation Loan Program $374,795.28
To increase the availability of safe and decent housing through repairs, upgrades, and modifications of single family, and 2-4
unit rental buildings which provide affordable housing to low- and moderate -income families. In partnership with local
contractors and non-profit organizations which offer services to customers to improve energy efficiency, accessibility, and
comfort. This program is sustained by a revolving fund through the repayment of ongoing loans.
Includes Encumbered (Prior Year) Funds: $124,795.00
Neighborhood Services/Improvements
$ 324,000.00
To increase the livability and quality of neighborhood infrastructure and public facilities through reconstruction of streets and
sidewalks, public parks, or playgrounds within areas of the City with a majority concentration of low -to moderate -income
residents. The funding proposed for FY 2025 includes monies to replace playground equipment at Williams Park, installation of
lighting for little league ball fields, and to install new "tot lot" play structures in several parks. These improvements will
prioritize safety, accessibility, and most of all, enjoyment of Bangor's youngest citizens.
Includes Encumbered (Prior Year) Funds: $91,000.00
Public/Social Services $162,380.63
To increase the availability of non-profit services providing nutrition, medical care, education, and other specialized services,
this program awards funds to non -profits meeting eligibility criteria through an application process which considers efficiency
and effectiveness delivering high -quality services to vulnerable residents and older adults. The allowable costs for public
services is capped at 15% of the yearly allocation plus the amount of program income received in the prior year.
Includes Encumbered (Prior Year) Funds: $51,919.00
Bangor Community Action Team (BCAT) $154,635.27
A portion of the Community Services budget will be allocated for the Bangor Community Action Team, to continue providing
one-on-one services to unhoused individuals in partnership with the Bangor Police Department.
Includes Encumbered (Prior Year) Funds: $34,635.27
Economic Development $123,980.66
To encourage investment in business and economic development, the Fagade Improvement program was created to eliminate
blighted conditions and to encourage investment in business and economic development through the rehabilitation of eligible
mixed -use property in the downtown fagade district. For 2025, no new projects are planned.
Includes Encumbered (Prior Year) Funds: $123,980.66
Program Administration, Planning, and Technical Assistance $311,538.58
The allowable costs for program administration (covering staff time, administrative fees and expenses) is capped at 20% of the
total yearly budget.
Includes Encumbered (Prior Year) Funds: $98,538.58
FY 2025 Community Development Program Budget $1,843,931.79
25-209
JUNE 9. 2025
Applicant and Recipient U.S. Department of Housing OMB Number: 2501-0044
Assurances and Certifications and Urban Development Expiration Date: 2/28/2027
Instructions for the HUD 424-B Assurances and Certifications
As part of your application for HUD funding, you, as the official authorized to sign on behalf of your organization or as an individual,
must provide the following assurances and certifications. The Responsible Civil Rights Official has specified this form for use for
purposes of general compliance with 24 CFR §§ 1.5, 3.115, 8.50, and 146.25, as applicable. The Responsible Civil Rights Official
may require specific civil rights assurances to be furnished consistent with those authorities and will specify the form on which such
assurances must be made. A failure to furnish or comply with the civil rights assurances contained in this form may result in the
procedures to effect compliance at 24 CFR §§ 1.8, 3.115, 8.57, or 146.39.
By submitting this form, you are stating that all assertions made in this form are true, accurate, and correct.
As the duly representative of the applicant, I certify that the
applicant: [Insert below the Name and title of the Authorized
Representative, name of Organization and the date of
signature]:
*Authorized Representative Name:
*Title:
Applicant/Recipient Organization:
1. Has the legal authority to apply for Federal assistance,
has the institutional, managerial and financial capability
(including funds to pay the non -Federal share of program
costs) to plan, manage and complete the program as
described in the application and the governing body has duly
authorized the submission of the application, including these
assurances and certifications, and authorized me as the
official representative of the application to act in connection
with the application and to provide any additional information
as may be required.
2. Will administer the grant in compliance with Title VI of
the Civil Rights Act of 1964 (42 U.S.0 2000(d)) and
implementing regulations (24 CFR part 1), which provide that
no person in the United States shall, on the grounds of race,
color or national origin, be excluded from participation in, be
denied the benefits of, or otherwise be subject to
discrimination under any program or activity that receives
Federal financial assistance OR if the applicant is a
Federally recognized Indian tribe or its tribally designated
housing entity, is subject to the Indian Civil Rights Act (25
U.S.C. 1301-1303).
3. Will administer the grant in compliance with Section 504
of the Rehabilitation Act of 1973 (29 U.S.C. 794), as
amended, and implementing regulations at 24 CFR part 8,
the American Disabilities Act (42 U.S.C. §§ 12101 et.seq.),
and implementing regulations at 28 CFR part 35 or 36, as
applicable, and the Age Discrimination Act of 1975 (42
U.S.C. 6101-07) as amended, and implementing regulations
at 24 CFR part 146 which together provide that no person in
the United States shall, on the grounds of disability or age,
be excluded from participation in, be denied the benefits of,
or otherwise be subjected to discrimination under any
program or activity that receives Federal financial
assistance; except if the grant program authorizes or limits
participation to designated populations, then the applicant
will comply with the nondiscrimination requirements within
the designated population.
4. Will comply with the Fair Housing Act (42 U.S.C. 3601-
19), as amended, and the implementing regulations at 24
CFR part 100, which prohibit discrimination in housing on the
basis of race, color, religion sex (including gender identity
and sexual orientation), disability, familial status, or national
origin and will affirmatively further fair housing; except an
applicant which is an Indian tribe or its instrumentality which
is excluded by statute from coverage does not make this
certification; and further except if the grant program
authorizes or limits participation to designated populations,
then the applicant will comply with the nondiscrimination
requirements within the designated population.
5. Will comply with all applicable Federal nondiscrimination
requirements, including those listed at 24 CFR §§ 5.105(a)
and 5.106 as applicable.
6. Will comply with the acquisition and relocation
requirements of the Uniform Relocation Assistance and Real
Property Acquisition Policies Act of 1970, as amended (42
U.S.C. 4601) and implementing regulations at 49 CFR part
24 and, as applicable, Section 104(d) of the Housing and
Community Development Act of 1974 (42 U.S.C. 5304(d))
and implementing regulations at 24 CFR part 42, subpart A.
7. Will comply with the environmental requirements of the
National Environmental Policy Act (42 U.S.C. 4321 et.seq.)
and related Federal authorities prior to the commitment or
expenditure of funds for property.
8. That no Federal appropriated funds have been paid, or
will be paid, by or on behalf of the applicant, to any person
for influencing or attempting to influence an officer or
employee of any agency, a Member of Congress, and officer
or employee of Congress, or an employee of a Member of
Congress, in connection with the awarding of this Federal
grant or its extension, renewal, amendment or modification.
If funds other than Federal appropriated funds have or will
be paid for influencing or attempting to influence the persons
listed above, I shall complete and submit Standard Form-
LLL, Disclosure Form to Report Lobbying. I certify that I shall
require all subawards at all tiers (including sub -grants and
contracts) to similarly certify and disclose accordingly.
Federally recognized Indian Tribes and tribally designated
housing entities (TDHEs) established by Federally -
recognized Indian tribes as a result of the exercise of the
tribe's sovereign power are excluded from coverage by the
Byrd Amendment, but State -recognized Indian tribes and
TDHs established under State law are not excluded from the
statute's coverage.
I/We, the undersigned, certify under penalty of perjury
that the information provided above is true and correct.
WARNING: Anyone who knowingly submits a false claim
or makes a false statement is subject to criminal and/or
civil penalties, including confinement for up to 5 years,
fines, and civil and administrative penalties. (18 U.S.C.
§§287, 1001, 1010, 1012, 1014; 31 U.S.C. §3729, 3802; 24
CFR §28.10(b)(iii)).
Signature:
Date: (mm/dd/yyyy):
25-209
JUNE 9. 2025
Public Reporting Burden Statement: The public reporting burden for this collection of information is estimated to average 0.5
hours per response, including the time for reviewing instructions, searching existing data sources, gathering, and maintaining the
data needed, and completing and reviewing the collection of information. Comments regarding the accuracy of this burden estimate
and any suggestions for reducing this burden can be sent to: U.S. Department of Housing and Urban Development, Office of the
Chief Data Officer, R, 451 71h St SW, Room 4176, Washington, DC 20410-5000. Do not send completed HUD-424B forms to this
address. This agency may not conduct or sponsor, and a person is not required to respond to, a collection of information unless the
collection displays a valid OMB control number. The Department of Housing and Urban Development is authorized to collect this
information under the authority cited in the Notice of Funding Opportunity for this grant program. The information collected provides
assurances and certifications for legal requirements related to the administration of this grant program. HUD will use this
information to ensure compliance of its grantees. This information is required to obtain the benefit sought in the grant program.
This information will not be held confidential and may be made available to the public in accordance with the Freedom of Information
Act (5 U.S.C. §552).
25-209
JUNE 9. 2025
CERTIFICATIONS
In accordance with the applicable statutes and the regulations governing the consolidated plan regulations,
the jurisdiction certifies that:
Affirmatively Further Fair Housing --The jurisdiction will affirmatively further fair housing.
Uniform Relocation Act and Anti -displacement and Relocation Plan -- It will comply with the
acquisition and relocation requirements of the Uniform Relocation Assistance and Real Property
Acquisition Policies Act of 1970, as amended, (42 U.S.C. 4601-4655) and implementing regulations at
49 CFR Part 24. It has in effect and is following a residential anti -displacement and relocation assistance
plan required under 24 CFR Part 42 in connection with any activity assisted with funding under the
Community Development Block Grant or HOME programs.
Anti -Lobbying --To the best of the jurisdiction's knowledge and belief:
1. No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for
influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an
officer or employee of Congress, or an employee of a Member of Congress in connection with the
awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the
entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or
modification of any Federal contract, grant, loan, or cooperative agreement;
2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for
influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an
officer or employee of Congress, or an employee of a Member of Congress in connection with this
Federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form-LLL,
"Disclosure Form to Report Lobbying," in accordance with its instructions; and
3. It will require that the language of paragraph I and 2 of this anti -lobbying certification be included in
the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under
grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose
accordingly.
Authority of Jurisdiction --The consolidated plan is authorized under State and local law (as applicable)
and the jurisdiction possesses the legal authority to carry out the programs for which it is seeking
funding, in accordance with applicable HUD regulations.
Consistency with plan --The housing activities to be undertaken with Community Development Block
Grant, HOME, Emergency Solutions Grant, and Housing Opportunities for Persons With AIDS funds are
consistent with the strategic plan in the jurisdiction's consolidated plan.
Section 3 -- It will comply with section 3 of the Housing and Urban Development Act of 1968 (12
U.S.C. 1701u) and implementing regulations at 24 CFR Part 75.
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
Specific Community Development Block Grant Certifications
The Entitlement Community certifies that:
Citizen Participation -- It is in full compliance and following a detailed citizen participation plan that
satisfies the requirements of 24 CFR 91.105.
Community Development Plan -- Its consolidated plan identifies community development and housing
needs and specifies both short-term and long-term community development objectives that that have been
developed in accordance with the primary objective of the CDBG program (i.e., the development of viable
urban communities, by providing decent housing and expanding economic opportunities, primarily for
persons of low and moderate income) and requirements of 24 CFR Parts 91 and 570.
Following a Plan -- It is following a current consolidated plan that has been approved by HUD.
Use of Funds -- It has complied with the following criteria:
1. Maximum Feasible Priority. With respect to activities expected to be assisted with CDBG
funds, it has developed its Action Plan so as to give maximum feasible priority to activities
which benefit low- and moderate -income families or aid in the prevention or elimination of
slums or blight. The Action Plan may also include CDBG-assisted activities which the grantee
certifies are designed to meet other community development needs having particular urgency
because existing conditions pose a serious and immediate threat to the health or welfare of the
community, and other financial resources are not available (see Optional CDBG Certification).
2. Overall Benefit. The aggregate use of CDBG funds, including Section 108 guaranteed loans,
during program year(s) [a period specified by the grantee of one,
two, or three specific consecutive program years], shall principally benefit persons of low and
moderate income in a manner that ensures that at least 70 percent of the amount is expended for
activities that benefit such persons during the designated period.
3. Special Assessments. It will not attempt to recover any capital costs of public improvements
assisted with CDBG funds, including Section 108 loan guaranteed funds, by assessing any
amount against properties owned and occupied by persons of low and moderate income,
including any fee charged or assessment made as a condition of obtaining access to such
public improvements.
However, if CDBG funds are used to pay the proportion of a fee or assessment that relates to the
capital costs of public improvements (assisted in part with CDBG funds) financed from other
revenue sources, an assessment or charge may be made against the property with respect to the
public improvements financed by a source other than CDBG funds.
In addition, in the case of properties owned and occupied by moderate -income (not low-income)
families, an assessment or charge may be made against the property for public improvements
financed by a source other than CDBG funds if the jurisdiction certifies that it lacks CDBG funds
to cover the assessment.
Excessive Force -- It has adopted and is enforcing:
1. A policy prohibiting the use of excessive force by law enforcement agencies within its
jurisdiction against any individuals engaged in non-violent civil rights demonstrations; and
2. A policy of enforcing applicable State and local laws against physically barring entrance to or
exit from a facility or location which is the subject of such non-violent civil rights
demonstrations within its jurisdiction.
25-209
JUNE 9. 2025
Compliance with Anti -discrimination laws -- The grant will be conducted and administered in
conformity with title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d) and the Fair Housing Act (42
U.S.C. 3601-3619) and implementing regulations.
Lead -Based Paint -- Its activities concerning lead -based paint will comply with the requirements of 24
CFR Part 35, Subparts A, B, J, K and R.
Compliance with Laws -- It will comply with applicable laws.
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
OPTIONAL Community Development Block Grant Certification
Submit the following certification only when one or more of the activities in the action plan are designed
to meet other community development needs having particular urgency as specified in 24 CFR
570.208(c):
The grantee hereby certifies that the Annual Plan includes one or more specifically identified CDBG-
assisted activities which are designed to meet other community development needs having particular
urgency because existing conditions pose a serious and immediate threat to the health or welfare of the
community and other financial resources are not available to meet such needs.
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
Specific HOME Certifications
The HOME participating jurisdiction certifies that:
Tenant Based Rental Assistance -- If it plans to provide tenant -based rental assistance, the tenant -based
rental assistance is an essential element of its consolidated plan.
Eligible Activities and Costs -- It is using and will use HOME funds for eligible activities and costs, as
described in 24 CFR §§92.205 through 92.209 and that it is not using and will not use HOME funds for
prohibited activities, as described in §92.214.
Subsidy layering -- Before committing any funds to aproject, it will evaluate the project in accordance
with the guidelines that it adopts for this purpose and will not invest any more HOME funds in
combination with other Federal assistance than is necessary to provide affordable housing;
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
Emergency Solutions Grants Certifications
The Emergency Solutions Grants Program recipient certifies that:
Major rehabilitation/conversion/renovation — If an emergency shelter's rehabilitation costs exceed
75 percent of the value of the building before rehabilitation, the recipient will maintain the building as a
shelter for homeless individuals and families for a minimum of 10 years after the date the building is first
occupied by a homeless individual or family after the completed rehabilitation.
If the cost to convert a building into an emergency shelter exceeds 75 percent of the value of the building
after conversion, the recipient will maintain the building as a shelter for homeless individuals and
families for a minimum of 10 years after the date the building is first occupied by a homeless individual
or family after the completed conversion.
In all other cases where ESG funds are used for renovation, the recipient will maintain the building as a
shelter for homeless individuals and families for a minimum of 3 years after the date the building is first
occupied by a homeless individual or family after the completed renovation.
Essential Services and Operating Costs — In the case of assistance involving shelter operations or
essential services related to street outreach or emergency shelter, the recipient will provide services or
shelter to homeless individuals and families for the period during which the ESG assistance is provided,
without regard to a particular site or structure, so long the recipient serves the same type of persons (e.g.,
families with children, unaccompanied youth, disabled individuals, or victims of domestic violence) or
persons in the same geographic area.
Renovation — Any renovation carried out with ESG assistance shall be sufficient to ensure that the
building involved is safe and sanitary.
Supportive Services — The recipient will assist homeless individuals in obtaining permanent housing,
appropriate supportive services (including medical and mental health treatment, victim services,
counseling, supervision, and other services essential for achieving independent living), and other Federal
State, local, and private assistance available for these individuals.
Matching Funds — The recipient will obtain matching amounts required under 24 CFR 576.201.
Confidentiality — The recipient has established and is implementing procedures to ensure the
confidentiality of records pertaining to any individual provided family violence prevention or treatment
services under any project assisted under the ESG program, including protection against the release of the
address or location of any family violence shelter project, except with the written authorization of the
person responsible for the operation of that shelter.
Homeless Persons Involvement — To the maximum extent practicable, the recipient will involve,
through employment, volunteer services, or otherwise, homeless individuals and families in constructing,
renovating, maintaining, and operating facilities assisted under the ESG program, in providing services
assisted under the ESG program, and in providing services for occupants of facilities assisted under the
program.
Consolidated Plan All activities the recipient undertakes with assistance under ESG are consistent
with its consolidated plan.
25-209
JUNE 9, 2025
Discharge Policy — The recipient will establish and implement, to the maximum extent practicable and
where appropriate, policies and protocols for the discharge of persons from publicly funded institutions
or systems of care (such as health care facilities, mental health facilities, foster care or other youth
facilities, or correction programs and institutions) in order to prevent this discharge from immediately
resulting in homelessness for these persons.
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
Housing Opportunities for Persons With AIDS Certifications
The HOPWA grantee certifies that:
Activities -- Activities funded under the program will meet urgent needs that are not being met by
available public and private sources.
Building -- Any building or structure assisted under that program shall be operated for the purpose
specified in the consolidated plan:
1. For a period of not less than 10 years in the case of assistance involving new construction, substantial
rehabilitation, or acquisition of a facility,
2. For a period of not less than 3 years in the case of assistance involving non -substantial rehabilitation
or repair of a building or structure.
Signature of Authorized Official Date
Title
25-209
JUNE 9. 2025
APPENDIX TO CERTIFICATIONS
INSTRUCTIONS CONCERNING LOBBYING CERTIFICATION:
Lobbying Certification
This certification is a material representation of fact upon which reliance was placed when this transaction
was made or entered into. Submission of this certification is a prerequisite for making or entering into this
transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required
certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for
each such failure.
Bangor Center Development District
Municipal Development Program and Financial Plan
Fiscal Year 2026
The purpose of this document is to provide a comprehensive yet succinct look at the programs and
projects the Downtown Bangor Partnership (OBP)undertook inFY2O25and tuoutline the plans and
proposed budget for FY2026 so that the City Council may consider the DBP's contributions and essential
functions in the Downtown District and look favorably on continuing its support.
The DBPcontinues \ofocus onits mission hnpromote and market activities that enhance the distinctive
identity ufDowntown Bangor, encouraging retention and growth ofcommercial, residential, and cultural
life within the downtown district.
We continue to focus our efforts on marketing to those outside of downtown Bangor, connectivity between
stakeholders within downtown Bangor, promotion and creation of events happening in downtown Bangor,
adding amenities to enhance the look and feel of downtown Bangor, and gathering consensus on and
advocating for issues like safety and sanitation that affect downtown Bangor stakeholders.
We commend the City Council's continuing initiatives to promote downtown's economic vitality and cultural
excellence, and we hope you agree that the DBP has made a positive contribution to downtown
development over the past year. We are pleased to be involved with the transformation of Downtown
Bangor to a more vibrant and engaged economic center and we are focused on maintaining this
momentum.
Last year the DBP raised $72.000. in private oponaonshipo. Qrento, digital income generation and events to
underwrite much ofour programming and projects.
This year we are requesting a $.07 increase to the current special assessment of $.63 on every $1,000 of
va|uaUon, bringing the special assessment to $.70 on every $1.800 with an overlay of $.02 which will
contribute an additional $26,556 to our budget. We will be using the bulk of the increased income to
expand our marketing services.
As safety and security remain the top concerns for downtown stakeholders at present, the DBP is
requesting $230,000 from the downtown TIF, to provide supplementary 24/7 services to the downtown
During the first part ofFiscal Year 2O2Swmcontinued 10see unincremental shift invisitation todowntown
Bangor and the many amenities located within the district. Attendance at venues like Penobscot Theatre
and the Zillman Art Museum continues to eek upwards although our arts venues, shops and restaurants
have not returned 10pre pandemic levels.
The impact of the unsheltered and substance use disorder population, and the perception of safety
continue to plague the reputation of downtown and hinder growth, though the downtown community at
large recognizes that the public narrative is vastly different from the reality of the state of downtown.
We also saw new investment and development in downtown frorn private investors, Renovations of
existing properties led to a $2,484,900 increase in the assessed value of the district. Engaged property
owners are continuing to activate vacant and Underutilized spaces continuing the "spread" of active
buildings within downtown's constrained footprint and contributing to downtown hosting the most valuable
real estate in the City and contributing more dollars per square foot to the City. During the months of
March - May 2025, there are currently twelve businesses slated to open and/or move to Downtown
Bangor,
Downtown Bangor annexed parts of Main Street, Harlow Street and Park Street hill as of July 1, 2024.
During our first fiscal year we fostered relationships with many of the new stakeholders creating
collaborations and installing small winter and summer activations. We will continue to foster and expand
our relationships as we plan for branding and amenities that give each zone its specific identity.
Downtown Bangor continues to advocate for a five year parking plan that addresses the immediate need
in downtown development and a ten year plan that addresses a fully occupied downtown and reduces
redundant private surface parking in favor of high -usage public parking. There is currently no night and
weekend parking management and those remain some of the highest use times for downtown. Parking
for night events often relies on visitors ignoring private parking signage to attend the theater or a concert.
The addition of high density Municipal solutions will allow for the continued economic growth and
development ofdowntown byfreeing empty parking lots for development.
The downtown commercial office space market continued to improve with upgrades to several office
buildings, and workers have increasingly returned to workspaces in downtown. Data on commercial
vacancy rates show commercial vacancy rates in downtown as below 5%. The "functional vacancy rate",
meaning space available for use iacloser to2.496.
The DBPserves aau communication liaison connecting interested businesses with landlords and
property management companies through maintenance of an available space inventory. One of the
largest growth inhibitors that downtown faces in fostering commercial growth, especially in customer
facing, street level businesses is the lack of available, ready -to -use spaces.
The DBP has identified the infill of underUtilized surface parking with high density residential and
commercial construction eaatop growth point for the future, along with solicitation ofmnadditional hotel
added within the district to foster the expansion of the Cross Insurance Center's ability to host
conferences and to meet the desire Of Our expanding cultural and recreational tourism capacity within the
Page 2 of 9
EVENTS
Last year the Events Committee continued to work on prograrns and events that drive traffic into existing
downtown businesses through its umbrella events and to support the efforts of others hosting events in
Downtown Bangor.
The 2024 Summer Sidewalk Art Festival demonstrated considerable growth, featuring 129 vendors (up
from 75), four performances and thousands of visitors, Vendors reported sales as a top single day event,
The 2024 ARTober Sidewalk Art Festival, which coincides with the City's ARTober celebrations, also grew
3896to68vendors.
Our umbrella events, like the Cinco de Mayo Margarita Competition, and collaborative shopping events
like Plaid Friday and Small Business Saturday brought locals and tourists alike to downtown to support
our local economy.
VVealso launched oomalow-lift events like "Weird \Na|Wn'VVednoodoyo and "Yoga inPierce Park" ho
encourage people to use more places and spaces in Downtown and revitalize the whimsey and quirk that
help identify downtown.
Our Community Events Calendar unthe downtownbangor.comwebsitecontinues tobathe most visited
page onthe wmbeikaand isthe top information source for Out oftown visitors planning their trip k»Bangor.
BEAUTIFICATION
The pride of the Downtown Bangor community continues to be exemplified by the DBP's Beautification
Committee and its volunteer -fueled base which focuses its efforts in three areas: gardening, lighting and
art.
i. Gardena
o. Beautification Committee met with University of Maine Cooperative Extension to identify
and tag for removal invasive species and replace with native species,
b. We purchased liners for 56 flower boxes along the Kenduskeag Stream and had them
professionally planted byWindswept Gardens.
o. 50 existing large flower planters have been planted by Windswept Gardens and are set to
bedelivered inMay 2O25.
d. Downtown Bangor Partnership replaced 4 wooden planters last year and plans to replace
the remaining 20 planters this year as many have been in rotation since 1907 and are in
substandard condition.
a. Volunteers will plant umbrella shaped planters set to be installed on Cross Street as pad
ofthe umbrella sky installation.
f. Adopt -A -Garden sign ups are underway and 75% of the 150 plots are adopted.
UAhdnA
u. Public Works replaced aging bistro lights we provided in Hamlin Park and we updated the
color scheme hocoordinate with holidays and civic initiatives.
h. Downtown Ambassadors are working to replace street lamp lights that are broken.
o. Downtown Bangor is working on a plan to add lighting under the Union Street overpass
onBroad Street.
Art &P|aoemaking
a. With the help of Northern Light Health, a three-year international md installation, Umbrella
Sky, imslated for one more year.
b. DBPpartnered with olocal artist for osummer art box installation project.
o. In collaboration with Louie Morrison and Renewal by Anderson, Downtown Bangor is
creating emini golf experience inPocket Park onCentral Street, Downtown
Ambassadors will manage the space over the course ofthe summer.
Page 3 of 9
4. Caretaking
a. DBPorganized avolunteer clean upfor Fall 2824and Spring 2825.Spring clean is slated
&otake place May 3nd.
h. Downtown Ambassadors regularly clean public and private spaces downtown, removing
debris and litter.
bfflsu��
Downtown Bangor isrich inassets that benefit residents and tourists alike including historic architecture,
parks, public art, a professional theater, concert venues, a casino and SO Much more. The closure of the
Greater Bangor Convention and Visitors Bureau created a vacuum for the prornotion of tourism and there
is a need to coordinate and share information with visitors. OBP, along with City staff and numerous
invested organizations, is a member of the steering committee for Recreation Economy of Rural
Communities (RERC), a federal grant designed to help communities identify and cultivate recreation
assets. Goal one ofthe group iamarketing and branding the region.
Over the course of the year we worked with the other members of the steering committee to secure both
a branding grant and a wayfinding and signage grant. By the end of FY 25 we will have three digital
kiosks, a regional brand and a set of assets to collectively use to prornote the region. Downtown Bangor
Partnership will be responsible for programming the digital kiosks across three participating communities.
As the district with the highest concentration of assets, it has always been the DBP's priority to create and
circulate marketing materials. We have provided tangible support tothis with the Marketing Committee's
production and circulation Of 15,000 Copies Of Our updated brochure and 12,000 copies of ou1jl�51t(
��Lbl�.daaignedanoundthothraepiUomofDovvn1ovxnBonyocehoppinQ.dining.artamndouliuna.VVanon
out of booklets in early March and will have the new, updated asset in hand in May to distribute.
The Marketing Committee has widened its focus from concentrating on cultivating the local market, to
appeal to tourists. Our Downtown Bangor videos run in the Hampden North Rest Area and our brochures
are distributed at all MTA Rest Areas along the highway and included in every outgoing mailing from the
Maine Highlands.
We launched micro digital and social campaigns in direct flight paths to Bangor, namely New York City,
Boston, Washington DC and Chicago with spectacular results, The top three cities of NEW visitation to
ourwebaitaare (in nrdar):Boston (i3.U88).Bangor (13.0UU)and New York City (7.0U8).VVehave already
seen some return on investment from these campaigns and as the tail on tourism is approximately two
years, vveexpect the RO|toincrease over time.
The Marketing Committee has also secured content in two state-wide publications (Maine Invites You and
ine) that will feature Downtown Bangor as the shopping, dining and arts and culture capital
of Central and Nudhern Maine and is combined with co-op advertising to ensure a four -page spread
designed tobring people tuBangor.
Maine Office of Tourism reported that the only county to county increase in tourism traffic within the state
was Cumberland County to Penobscot County. Using this data, Downtown Bangor Partnered with the City
of Bangor Community and Economic Development Department on two campaigns with Portland
Magazine. anor. Downtown Bangor created aprint
advertisement with highlights and adedicated that could host more events oathey emerged.
The Marketing Committee had great success with outreach to American Cruise Lines (ACL) passengers
disembarking in8angocVVaconnected vviththe Excursions Director ofthe ship and created ededicated
16pngeVisitor's featuring the assets of Bangor including history, arts, dining, shopping and the
Commission on tuna| Dava|opmeot'e "Culture ofPlaces" tour aowell as links to City trails. The booklet
continues to run out within 8 months of release and many locations report that it is the most selected
publication for Bangor.
Page 4ofD
Additionally DBP and City of Bangor met with ACL executives and staff and Cruise Maine to create
additional collaborations and cultivate the relationship, We were able to identify that Bangor's page on the
Cruise Maine website was woefully out of date and DBP staff created all entire new set of assets to
update the website and ensure that Bangor put its best foot forward in growing the presence of its cruise
capacity. Cruise Maine iacurrently building onew page for City ofBangor.
DBP wrapped up its grant with Maine Office of Tourism with solid results in promoting Bangor as an arts
and culture tourism destination. We gathered stakeholders from the community to create a branding
initiative and increase the visibility of arts and culture both locally and outside our region. The website
associated with the Bangor Culture and Arts Collective (BCAC) launched July 2024 and was supported
through print and digital campaigns. During the six month promotional period, the website received
14.O88visitors from outside the region who clicked
through toexplore the arts and culture assets
located within Bangor.
VVealso created aninteractive arts and culture map
which had over 4.UD0visitors during the promotional
period and saw visitors from our target markets.
more than 7596 of interactive map users were from
outside the Bangor region, demonstrating the asset
and investment inmarketing 8angor'aassets, yields
tangible results.
SAFETY AND SECURITY
Downtown Bangor launched the Safety and Hospitality Ambassador program in mid October 2024.
Though the goal of 5.6 employees providing 24 hour per day, seven days per week coverage has not
been met, the program has consistently employed four full time ambassadors who patrol 125 hours of the
168 hours in a week. Priority is given to night and weekend hours when the Downtown Officer, Downtown
Cua(odianondBC/Q-avanoionpatroi
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Ambassadors work with Bangor Police Department and local
service organizations tomaintain community standards in
Downtown Bangor. Over the course o(their work they have
removed nearly 10Ubags oflitter and trash from both public and
private property including over 10O0needles, removed individuals
from camping overnight inpublic parks and private alcoves,
connected with businesses and residents touphold community
standards both inside and Outside businesses and provide
eooiatanou in directing people available oamiuoa.
Fiscal year 2O25saw the realization ofmany of DBP'astrategic plan initiatives including increased
collaboration with City departments, increasing DBP staffing, increased marketing, enhanced
placemaking assets, and an update of the boundaries of downtown to include adjacent areas.
We also added a full time Marketing and Events Director which has increased our marketing and events
capacity and allowed us to better evaluate what mm do, how we do it, and to maximize impact with our
limited resources.
Page 5 of 9
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As major shifts begin to settle, the Downtown Bangor Partnership is focused on connecting with the new
stakeholders brought in through the district expansion to develop assets and infrastructure that support
the look, feel, goals and scale of the additional zones and create unique identities for the distinct areas of
FY2026 will see sustained investment in tourism marketing. Our marketing capital focuses on positioning
downtown Bangor as the shopping, dining and arts and culture destination for Central and Northern
Maine. As part of this effort, the DBP will continue to update and maintain assets like the website and
interactive map created with the Maine Office of Tourism Arts And Culture Grant
which
provided funding for a unified, city-wide effort in promoting arts and culture.
We will continue our multi -year video project that captures downtown in all four seasons and promotes
each area of our marketing matrix- i.e. shopping, dining, arts and Culture, and with the expansion of the
district, have added assets dedicated to the hotels in the district. Videos continue to be produced,
updated and reproduced aswemove through each season building out our asset library.
We use these videos in our digital and social campaigns, especially in major metropolitan areas with
direct flight paths to Bangor and credit much of our success in drawing website visitors with the use of the
assets and our placement. In FY 26 we plan to increase our advertising budget it) these areas and will be
circulating RFPafor digital, OTT Premion. streaming and video leader advertising,
DBP'oweboitegenerated 2.483.Q42impressions last year with Q4.00Oactive NEW users. These users
have come to us largely through organic content creation and our goal is to explode these metrics during
FY2Gwith targeted dollars spent across digital, social, and print campaigns.
We plan to continue to cultivate the community events page which is the most popular page onour
website. We relaunched our community events page with our new website and it is the mostvisited page
on our website with organic searches for"What to do in Bangor" leading visitors to the page. We have
eight times the website traffic of other area organizations promoting tourism with a regional, not Bangor
specific focus and one thousand times the traffic of a local business promoting regional events.
With four million social media views last year and areach of80UO0O the Downtown Bangor social media
platforms continue toreach new viewers and convert new people into Bangor lovers. The OBPcrossed
into new territory this year when we hit a new benchmark in social media content and reach when our
Facebook and Instagram pages began earning income from our top social media posts.
Because of the success of our Visit Downtown Bangor guide, we continue to investinenhancing the
booklet images and content. FY2026 will focus time and money on deploying materials to create a
maximum draw toBangor. VVewill continue our collaboration with Waterfront Concerts, and Bangor
International Airport. A new partnership for 2026 is a relationship with Mix Maine Media and their host of
radio stations and media outlets to create a storefront studio and numerous collaborations including
promotion ufthe downtown events calendar and businesses.
DBP has increased our income from and expenses for coop marketing opportunities where we purchase
entire pages of advertising in key publications and offer space to downtown stakeholders at reduced rates
bolstering the collective visibility of downtown and highlighting individual businesses and events.
VWththoohanAingoconomyendnmwtnyma|paMomoom*rging.thomarkuUngoommitt*ehaodacidodto
shift funding away from Canadian Maritimes and towards large urban centers with direct flights to Bangor.
Our success with organic traffic last year provides ample evidence that we will experience increasing
success inthese markets.
Page 6 of 9
The addition of new staff time will allow the Networking & Outreach Committee to better conduct outreach
efforts to build cohesion with the new district and connections with Underserved stakeholders in the
service sector, property owners, and residents, creating ties that will help the DBP better understand and
meet their needs.
The DBP will continue to host the property owner lunch and listening session to meet and advocate for
this sector.
The Networking & Outreach Committee will reboot its quarterly retail meetings, creating more B2B
opportunities within those meetings to help business owners connect and continue to support each other.
The Networking & Outreach Committee will host meetings and public forums to engage stakeholders
including an annual social and town hall event to promote both formal and informal channels of
networking and cummunioahun.
Connecting with residents remains a top priority though capturing the attention of a significant number has
remained elusive. We hear from residents frequently, but would like to engage with them on a more
consistent basis. Recently, Executive Director Betsy Lundy attended awmrkshnp on increasing
residential engagement in downtowns and will begin deploying strategies gleaned from the session over
the course rfthe next year,
Safety and security remain utop concern in the last four years. Addressing the issue isecombination of
improvements to safety and shifting the perception of safety via our marketing initiatives. DBP plans to
propose ordinances that will help improve the look and feel of Downtown Bangor and make it a more
welcoming community.
EVENTS
The Events Committee will bring back the successful Sidewo|kArtsFeutivo|forafifthyemr,enhanciny
downtown's image as an arts and nu|tunal center for Central and Northern Maine. Bangor Savings Bank is
returning as the Presenting Sponsor for the event and will be providing staff volunteers to help with the
event as well, We are providing space for and collaborating with numerous area nonprofits.
The Events Committee discontinued First Fridays because we lacked the capacity to coordinate artists
and venues on a rnonthly basis, As a result, a group of dedicated individuals have picked up the mantle of
coordination and partnered with OBPfor marketing and execution support.
The Events Committee will continue toseek out and Support the many events already happening within
the district, like assisting in promotion of high density "umbrella" opportunities like Valentine's Day,
Halloween and New Year's Eve.
Additional staffing has allowed us to successfully promote the increased number of events brought to us
through the addition of new businesses and institutions.
Downtown Bangor has become a resource for organizations seeking to execute events in Downtown
Bangor. DBP provides organizational and marketing support for individuals and organizations seeking to
execute events in Downtown Bangor. This year Downtown Bangor stepped in to function as a fiscal agent
for Pride Bangor as they work towards becoming their own organization and has Supported the Honey
Bee festival in forming relationships and organizing a festival on the Waterfront.
The goal of the Downtown Bangor Partnership is to make Bangor an easy and inviting place to host
Page 7 of 9
The Beautification Committee will focus its energy on gardens, lighting, and placemaking in FY 26 with a
specific focus onworking whhthenawlyannaxedaneaetodevaopdha|ookandfee|ofUhenewdistrict.
Existing seasonal and year-round planters and flower boxes will continue to bring colorful blossoms to
downtown. Last year DBP replaced 4 of the aging wooden box planters and plans to replace 20 more this
Adopt-A-Gavden.which now has over 150gardens throughout downtown. Hundreds ofnew perennials
and spring bulbs will be planted to make each year's growing season more beautiful than the last. The
invasive species program will continue to ensure the vitality of City gardens in Downtown Bangor.
Lighting during the holidays will continue to brighten the darkest part of the year with 110 lamp posts
wrapped in lights. Our Downtown Ambassadors plan to assess and replace darnaged and non functioning
lights. The color -changing Hamlin bistro lights will mark special holidays and occasions such as Pride
Month and St. Patrick's Day to ensure downtown is a community center for shopping, gathering, and
celebration. VV*plan toadd lighting \oadditional stmet|umpooethey are updated toallow for lighting,
Downtown Bangor partnered with Wabanaki Public Health and Wellness and City of Bangor to apply for a
Pailn-lrs, for Place arant that will address the area underneath and adjacent hothe Union Street Bridge
overpass. If approved, the $150,000 grant will provide lighting enhancements to the underside of the
bridge and create water filtering planters that clean the dirty water from the roadway above before it
enters the Penobscot River. It will also create an interactive park -like setting with oversized topiary
animals inthe form ofnative species selected byVVobanukiPublic Health.
Our additional staff person will streamline the functions of Beautification by providing permitting, logistical,
marketing and clerical support for the most critical projects, allowing volunteers and committee members
tofocus nnproject execution.
ORGANIZATION
In addition to ongoing internal priorities such as increasing organizational capacity and monitoring and
advocating onissues that affect stakeholders, the Board has made great headway implementing its
strategic plan.
Aathe footprint ofthe downtown grows, amdoour staff ingneeds. This year the Executive Director
position will become a full time position. This will further buttress the organization and preserve
institutional knowledge, ensuring strength and longevity.
The DBPcontinues 10invest inprofessional izin0its staffing hysending both staff people tuthe
International Downtown Association's (IDA) Fall Conference where they can learn best practices and new
ideas for urban p|aoemekingthrough workshops, seminars and menhzmhip.
This year the DBP staff has also engaged with Maine Development Foundation and Main Streets and
plans to become a Main Street Affiliate. Staff has already attended several professional development
opportunities and created connections with other downtowns inthe state.
SAFETY AND SECURITY
The DBP's number one priority for visitorsi residents, amd owners within Downtown Bangor is the
enjoyment of our unique downtown for everyone without compromising the ability of one group to enjoy it
versus another. The DBPhas supported initiatives hoexpand services for people experiencing
Page 8 of 9
homelessness and for services at "points of service" for people experiencing substance use disorderand
inneed ofmental health services. VVaagree and support the City cfBangor with investments made in
these arenas.
Simultaneously, the City has made considerable investments in providing assets to Bangor residents as
well as in supporting tourism marketing via numerous organizations working in tandem to highlight the
City as a recreation destination. The recreation economy in Bangor is strong with established parks and
trails, public art and various visual and performing arts venues of nearly every size. Downtown Bangor is
horne to a casino, a race track, a world class art museum, and a top performing concert venue. There are
few communibaa, certainly not ofthis aiza, with so many assets in play.
The Park Ranger program, BCAT, and numerous other programs dedicated to helping those in need are
all welcome and important factors in improving safety and the perception of safety in Bangor.
Additionally, the DBP benefits from the presence of Officer Larby, our downtown walking officer and the
downtown custodian from Public Works. Although the downtown foot patrol and custodian has atangible
effect, and is appreciated by the downtown community, the hours are generally limited to 8:00 a.m. - 4:00
p.m., Monday through Friday and downtown has an active night and weekend scene,
The Downtown Ambassadors will continue to fill gaps on nights and weekends ensuring Downtown
remains safe and clean for visitors. Bangor Police Department has been helpful and collaborative in
helping the Downtown Ambassadors navigate ordinances and community standards.
With the closure of HEAL, HEART and more recently Camp Hope, and warming shelters, the last month
has brought an inflUX of day and night time activity for Ambassadors to manage. Ambassadors will
continue 10enforce shared community standards.
Page 9 of 9
25-186 MAY 28. 2025
Downtown Bangor Partnership
2026 Budget
2025 Budget
Revenue
4000 Levy -Special Assessment
231,721.00
Requested Assessment Increase
0.00
Requested Ambassador funding
230,000.00
4050 Interest
10.00
4100 Sponsorships
2,000.00
4110 Beautification
9,750.00
4120 Events
15,500.00
4130 Networking & Outreach
3,250.00
4140 Marketing
8,000.00
Total 4100 Sponsorships
38,500.00
4500 Event Revenue
4,000.00
4900 Other Income
RERC Digital Kiosks Administration
TIF Funding for ED
Total Revenue
Expenditures
5100 General & Administrative
5105 Accounting Fees
5106 Legal & Professional Fees
5107 Legal Advertising
5108 Other Contracted Services
5110 Insurance
5112 Workers Comp Insurance
5115 Memberships/Registration Fees
5120 Postage & Printing
5122 Supplies
Equipment - New Computer
5124 Phone & Internet
5130 Bank & Credit Card Fees
5140 Rent
5142 Other Business Expenses
5150 Payroll
5152 Payroll Wage Expenses- ED
5153 Payroll Wage Expenses - Mktg/Event
5154 Payroll Tax Expenses
5156 Payroll Fees
2026 Budget
239,009.84
26,556.00
230,000.00
1,000.00
3,000.00
12,000.00
16,000.00
3,250.00
15,000.00
49,250.00
7,500.00
4,000.00
43,746.12 43,746.12
$547,977.12 $601,061.96
3,060.00
3,060.00
250.00
250.00
7,000.00
7,000.00
2,000.00
2,000.00
877.50
877.50
6,000.00
6,000.00
75.00
75.00
1,500.00
1,500.00
1,504.00
1,504.00
200.00
200.00
8,100.00
8,100.00
500.00
500.00
$49,028.00
$63,739.73
$50,505.00
$57,189.60
$8,211.55
$9,780.32
1,470.00
2,100.00
25-186 MAY 28. 2025
5158 Retirement Benefits
Total 5150 Payroll
Total 5100 General &Administrative
5200 Marketing
5210 General
5212 Printed Materials
6214 Website
5216 Television/video
5218 Digital
Total 5210 General
5240 Holiday Promotion
Total 5200 Marketing
5300 Beautification
5305 Flower Boxes
5310 Gardening
5315 Lighting
5320 Art
Total 5300 Beautification
Total 5400 Events
Total 5500 Networking & Outreach
Operational Reserve
Street Plus/Service Provider
5600 Public Safety - StreetPlus
Total 5600 - Public Safety
Total Program Expenses
Total Expenditures
Net Revenue
Total Payroll and Prograrnming
2151.51
111,366.06
142,432.56
13,000.00
2,000.00
10,000.00
5,000.00
30,000.00
8,000.00
38,000.00
6,500.00
5,250.00
10,000.00
8,000.00
29,760.00
$24,000.00
3,750.00
310,000.00
310,000.00
3627.82
136,437.47
167,503.97
34,000.00
2,000.00
7,000.00
7,000.00
50,000.00
8,000.00
58,000.00
7,500.00
5,250.00
10,000.00
10,000.00
32,750.00
$24,000.00
3,750.00
5,000.00
310,000.00
310,000.00
405,500.00 428,500.00
547,932.56 601,003.97
4.56 57.99
25-186 MAY 28. 2025
IN CITY COUNCIL
JUNE 9, 2025
CO 25-209
Motion made and seconded to Open Public Hearing
Vote: 8 —0
Councilors Voting Yes: Beck, Deane, Fish, Fournier, Leonard, Mallar, Tremble, Pelletier
Councilors Voting No: None
Public Hearing Opened
No Comments.
Motion made and seconded to Close Public Hearing
Vote: 8 —0
Councilors Voting Yes: Beck, Deane, Fish, Fournier, Leonard, Mallar, Tremble, Pelletier
Councilors Voting No: None
Public Hearing Closed
Motion made and seconded for Passage
Vote: 5 - 3
Councilors Voting Yes: Deane, Fish, Fournier, Tremble, Pelletier
Councilors Voting No: Beck, Leonard, Mallar
Passed
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CITY CLERK