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JANUARY 2002

Prepared for the

Reuse Committee

Town of Corinno, Maine

Prepared By

Gates, Leighton 81 Associates, Inc.

Planning Decisions

Port City Design

In coordination with

Eastern Maine Development Corporation
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Corinna Village Center Reuse Committee, Staff & Consultant Team i

Phyllis Austin's Article ii

Acknowledgements iii

1 OVERVIEW

The Planning Process 1-1

Mission Statement 1-4

Critical Decisions 1-5

2 MARKET OPPORTUNITIES FOR REDEVELOPMENT

Market Supports 2-1

Potential Retail & Service Opportunities 2-2

Potential Elderly Living Facility 2-4

Potential Outdoor Recreation Center 2-5

3 THE VISION 3-1

Challenges & Opportunities 3-5

4 THE PLAN

Plate 1. Development Plan

Plate 2. The Overview - Aerial Perspective Looking North

Plate 3. Buildable Lots

Plate 4. Town / State Open Space

Plate 5. Off-road Public Access

Plate 6. Stetson Road Commercial Development

Plate 7. Stetson Road Commercial Development - Rendering

Plate 8. Trailways Development

Plate 9. Trailways Development - Rendering

Plate 10. Riverside Development

Plate 11. Riverside Development - Rendering

5 CIRCULATION

Vehicular Circulation Route 7 5-1

Recreation Trail 5-2

Access Road A 5-2

Curb Cuts for Public Parking Lots and Future Development 5-3

Access Road C 5-3

6 DESIGN STANDARDS 6-1

7 IMPLEMENTATION STRATEGY 7-1

8 ACTION PLAN 8-1

9 POTENTIAL FUNDING SOURCES 9-1
REUSE COMMITTEE

Linda Smith, Chair

Jeanne Carcieri

Jerome Emerson

Kay Gray

Larry Jacobs

Jim Louder

Galen McKenney

Reggie Palmer

Douglas Tibbetts

Craig Gadeberg

Robert Davis

Bob Hughes

STAFF

Julie Bell Willcott, EMDC Coordinator

Judy Doore, Town Manager

CONSULTANT TEAM

Gates, Leighton & Associates, Inc.

Port City Design

Planning Decisions

One of the several site walks that the Reuse

Committee had with the Consultant Team

Corinna Reuse Committee
Excerpt from article

"The Maine Times"

By PHYLLIS AUSTIN

Senior Writer

For folks in Corinna, what has happened in their small town in the

last year-and-a-half has taken on almost biblical proportions.

Main Street has been destroyed and the earth dug up and made

into a mound dubbed Ml. Corinna. The East Branch of the

Sebasticook River that flows through downtown has been moved,

and the main highway, Route 7, relocated. It's been exciting, to

'say the least. Residents have flocked to the sidelines of the 23-acre

construction site to watch excavators flatten the near century-old

village center. Some had tears in their eyes, said Marvin Lister, a

selectman whose business on Dexter Road gives him a front row

seat to all the goings-on. "The demolition stirred a lot of

memories, " he said. Lister watched it with his neighbors, thinking

of how his mother worked for 45 years at the Eastland Woolen

Mill, never aware of the chemical pollution the facility was

dumping into the river. Now that downtown is gone, residents are

wondering what will come out of the rubble.

Aerial view showing the extent of the soil reclamation project. The entire

Eastland Woolen Mill has been removed along with the old Main Street. The

relocated Route 7 can be seen at left.

Phyllis Austin's Article
ACKNOWLEDGEMENTS

The authors express our deep appreciation to everyone whose

contributions of time, energy, knowledge, and vision have ensured that

this plan for the new Corinna reflects the Town's heritage, while creating

its future.

We acknowledge the generous contributions of the following agencies,

groups, and individuals and apologize for any omissions:

• Adelphia

• Casey and Godfrey

• Central Maine Power

• Corinna Historical Society

• Corinna Town Officials

• Corinna Water District

• Department of Fishing and Wildlife

• Harding ESE

• Maine Department of Conservation

• Maine Department of Transportation

• TDS

• U.S. Army Corps of Engineers

• U.S. Environmental Protection Agency

• Verizon

Special thanks and accolades must be given to Cattail Press. Their

ongoing, up-to-date photographic documentation has brought

unprecedented currency and credibility to the study. Their participation

has been enormous.

And not the least, more than anything, our work has been enjoyable and

successful through the active commitment of the people of Corinna. We

are truly grateful for the many, many hours freely given by Townspeople to

participate in forming the "idea" for Corinna. Like patrons of the arts,

Corinna's citizens have tirelessly participated in and supported this

creative effort. It will most assuredly be this high level of community

discussion and interaction that people will be proud of and remember,

when the vision is achieved.

Acknowledgements Hi
The full exposure of the future Corinna Village as seen from the Stewart Library Bell Tower.

(October 3, 2000)
For the past year the Corinna Reuse Committee has worked with the

consultant team of Gates, Leighton & Associates, Inc. (GLA), Planning

Decisions, and Port City Design along with Eastern Maine Development

Corporation to put forth a vision plan that will guide the rebirth of the new

Village Center District of Corinna, Maine.

Removal of the Eastland Woolen Mill's concrete foundation

In 1999 when clean-up efforts by the Environmental Protection Agency

began the center of town was essentially erased. The massive soil

reclamation project obliterated the entire mill complex of the Eastland

Woolen Mill as well as several commercial and residential buildings. Upon

completion of EPA's work, anticipated by the end of 2003, approximately

23 acres of land on which both the mill and commercial buildings stood will

be conveyed to the Town. The Reuse Committee is charged with

determining how this land should be used to reinvent the Town's Center

and is in the process of weighing a plethora of design issues.

Through all the discussions with the GLA design team the issues have

focused on two major concerns. First, understanding the economic

realities that will shape the future growth of the community and what

infrastructure will be needed to support that development. The second

concern is the enhancement of the community character and setting an

appropriate design standard for all aspects of rebuilding the Village Center

District.

Overview/ The Planning Process 1-1
When EPA began its work the Town started the process of assembling a

master plan for redevelopment of the Village Center District with the

assistance of Coplon Associates. This initial plan became the springboard

for the continued planning effort represented in this document. Major

elements of the Coplon Plan that have already been put in place are:

»:» Relocation of the Odd Fellows Building from Main Street to

Stetson Road.

<• Relocation of the East Branch of the Sebasticook River and

construction of a new vehicular bridge.

* Realignment of Route 7 and the elimination of the 'dogleg'

on Main Street.

•:» Construction of a new bridge for the Newport/Dover Foxcroft

Recreational Trail.

The view towards Stetson Road shows the realigned Route 7, the

relocated East Branch of the Sebasticook River and the two new

bridge crossings. The Odd Fellows Building (far right) has also

been relocated to its new home on Stetson Road.

In January of 2001 the Corinna Reuse Committee continued its planning

process with the GLA team in order to provide further details for the

development and implementation of the Reuse Plan. This consultant

team was asked to review and update the Coplon Plan in light of the

following design elements that had changed:

<• The design and engineering of the realigned East Branch of

the Sebasticook River no longer facilitated a mill pond. The

river instead, is contained in a well-defined embankment,

which offers more buildable land as part of the village center.

Overview / The Planning Process 1 -2
The land parcels to either side of Route 7 are minimal in size

and difficult to accommodate the proposed commercial

buildings and their required parking along with anticipated

utilities.

The Route 7/Stetson Road/Exeter Road (Rt. 7, 11, 43, 222)

intersection needs extensive study to help guide the Maine

Department of Transportation (MOOT) in providing the Town

with the best traffic calming, pedestrian friendly option.

The town-owned property and warehouse (building #7)

located adjacent to the Recreation Trail (just north of the

Methodist Church) should be integrated into the Village

Center Plan as a viable commercial property.

Overview / The Planning Process 1 -3
T

he goal of the Corinna Village Center Reuse Plan is

to foster the rebirth of a community center that

provides economic development serving both local

residents as well as regional travelers. The future

townscape is to reflect the size and scale of Corinna's

rural character, and its growth shall be built upon a

village plan that recognizes its natural beauty, is

pedestrian friendly and promotes civic activities.

Mr,

This historic post card of Corinna's Main Street suggests the size and

scale of buildings that would be appropriate for the new Village Center.

Overview/ Vision Statement 1-4
The ongoing process to resolve several critical issues will have a bearing

on whether the Reuse Plan adopted in this report will become a reality. At

the writing of this report there are four major items yet to be resolved:

<• Final selection of the Route 7/Stetson Road/Exeter Road

intersection design. The Reuse Committee has unanimously

endorsed the roundabout option that has been presented by

Maine DOT and Harding ESE. A final selection of the

intersection configuration is expected in spring 2002.

* Determining if adequate water supply will be available for

commercial development. The water district is currently

investigating new sources for a town well(s) and the

feasibility of supplying the new village district. A final report

is expected in spring 2002.

<» Removing the large concrete slab of the former Eastland

Woolen Mill has been an ongoing request of the Reuse

Committee since this project started. The two reasons for its

removal are to first assure that no soil contamination is

under the slab and second, to provide major land parcels

that are barrier-free and suitable for development.

Negotiations continue with EPA for considering the slab's

removal as part of restoring the Town's developable land

parcels within the village district.

•:* Continuing the effort, lead by the Maine Department of

Conservation (DOC), to purchase the Guilford Railroad

R.O.W. The abandoned tracks cut a north/south path

directly through the Town's center. The ongoing trail

development for a 4-season use is essential in establishing

Corinna as a "trail head community" providing direct access

as well as support facilities for the trail.

Overview / Critical Decisions 1 -5
This aerial view shows the unique opportunities for future commercial

development (former Mill site at lower right) to be linked directly to the

riverfront area and recreation trail (behind the Methodist Church).
Redevelopment of Corinna Village will require that the community and the

private sector capitalize on the available market supports that exist in the

area. This section identifies the market opportunities for redevelopment in

Corinna.

* MARKET SUPPORTS

There are four potential sources of market demand that can support

business development in Corinna. These are:

1. Residents of the Local Trade Area

The Corinna Local Trade Area includes Corinna, Exeter,

Stetson and a portion of St. Albans. This trade area is a key

source of consumer demand for most convenience businesses

located in Corinna. The combined population of Corinna,

Exeter, and Stetson, according to the 2000 Census, is 4,123,

an increase of 143 residents since 1990. While the Town of

Corinna lost 2.2% of population in the 90s, this was offset by

growth in Exeter and Stetson. St. Albans also grew during the

90s with a 2000 population of 1,836. The Corinna Local

Trade Area therefore has an estimated year-round population

of about 5,000 to support commercial uses. Corinna

businesses face competition in Newport and Dexter for the

day-to-day convenience goods and services spending of the

residents of this trade area as well as competition in Bangor

for comparison goods spending.

2. Commuters and Shoppers Who Use Route 7 on a Regular

Basis

Many of the residents who live to the north of Corinna pass

through Corinna Village on a regular basis on their way to

work, to go shopping, or simply to reach the Interstate. These

consumers represent a significant source of demand

especially for convenience businesses.

4

1

Market Opportunities for Redevelopment 2-1
3. Tourists and Visitors Using Route 7 to Get to the

Moosehead/Katahdin Region

Tourists and recreationalists traveling through Corinna on

Route 7 are a potential source of demand for many

businesses. This group includes snowmobilers and ATVer's,

hunters, fishermen, boaters, skiers and the like, and tourists

going to Greenville, Moosehead Lake, Mt. Katahdin, and

Baxter State Park. This group represents potential customers

for a large group of businesses including convenience

businesses, specialty retail stores, and food and beverage

sales. However, competition for this group's spending is

significant. Many of these groups have just passed through

Newport or will go through Newport as part of their trip. This

means extracting significant spending from this group will

require giving them a reason to stop in Corinna.

4. Consumers of Special Products or Services Throughout

the Region

These are consumers who are involved in specialized

activities or who have special needs that result in their seeking

out specialized products and services. This is a limited source

of consumer demand but may be important for selected

businesses. Location is often less of a consideration for these

businesses since the specialized nature of their product or

service makes potential customers willing to seek out the

business.

POTENTIAL RETAIL AND SERVICE OPPORTUNITIES

The limited size of the trade area and its demographic

characteristics combined with the competitive environment limit the

potential for retail and service business growth in Corinna Village

as part of the redevelopment effort. The market is too small to

support a typical grocery store, drug store, or hardware store and

the situation is also unlikely to be attractive to chain operations

except in the convenience store/gas category.

There are, however, a number of possible opportunities to support

redevelopment for retail and service uses. It is important to

recognize that these are probably dependent upon local

entrepreneurship, will typically be small, and may involve ownership

of the building as well as the business. The possible opportunities

include:

Market Opportunities for Redevelopment 2-2
1. Gifts/crafts/collectibles - These businesses are often

dependent as much on the owner as the location or market

and therefore can sometimes become a "destination"

business that can draw on the local trade area, tourists,

commuters, and even a regional market if they offer a

product line that is not otherwise available. Typically,

businesses that are able to be viable outside of established

retail locations offer handmade or custom products not

available in the mass market, special lines of collectibles, or

include a wholesale or mail/internet component. In many

cases, these businesses involve both production and sales

space so they are sort of a combination of manufacturing,

wholesaling, and retailing.

2. Antiques - This business type is similar to the

crafts/gifts store type in terms of operation and offers

a dealer/collector a retail location. In some cases,

this may be combined with restoration or repair.

There is a small base of antique dealers in the area

that might make help make a business of this type

viable in Corinna Village.

3. Resale/used merchandise - There are a number of

successful, small, independent businesses that deal

in resale of used merchandise in central Maine.

Typically these fall into three categories, furniture and

household goods, children's goods, and clothing. A

good resale operation can function somewhat as a

destination business and draw customers from a fairly

long distance as they become known. While there

are a number of consignments and used merchandise

shops in Bangor, there may be an opportunity for a

business of this type located in Corinna to serve

residents of the Route 7 corridor.

4. General store - There is a limited opportunity for a

business that could fill a number of the gaps in

convenience goods including groceries, some

hardware, and health and beauty aids. This is a

highly competitive situation and would probably have

to be done as an add-on to another business similar

to the way Lister's provides some auto parts as an

adjunct to their main business. A key issue for this

type of business will be finding a wholesale supplier.

Market Opportunities for Redevelopment 2-3
5. Family restaurant - A good restaurant operation can

be a destination business. There is an opportunity for

a good quality but moderately priced small restaurant

that can draw on the local market, snowmobilers,

tourists, and others using Route 7. This will require a

highly visible location with good access and parking

as well as access from the snowmobile trail.

6. Specialty retail involving special markets - There

is a growing group of businesses that are dependent

on a regional, statewide, or even national market

because they deal in a very special line of

merchandise and may do business by mail order,

phone, or the Internet. Some of these businesses

combine manufacturing, distribution, and retailing in

one location. Essentially, these are businesses that

are not location dependent but may benefit by having

a retail location. For example, there is a canvas bag

maker in Cornish that has a production facility with a

retail location, an orthopedic shoe supplier in Sanford

that has a retail location in an older downtown, and a

business in Eastport that makes specialty dresses.

Since these businesses are not location dependent,

attracting them involves identifying them and selling

them on the potential benefits of locating in Corinna.

POTENTIAL ELDERLY ASSISTED LIVING FACILITY

While the region has a number of elderly housing projects that

provide independent living facilities, there is a limited availability of

facilities that provide a higher level of care for people who need

assistance with the activities of daily living (ADL's) such as bathing,

dressing, or taking medications. The typical elderly "assisted living"

facility provides residents with housing, at least one meal per day,

transportation, some personal assistance for meeting ADL's, social

and recreational activities, and light housekeeping assistance.

There are some residential care facilities in the area but most serve

residents with special needs not the typical frail elderly person. The

closest alternative for elderly residents who need "assisted living" is

in Bangor.

Market Opportunities for Redevelopment 2-4
The potential market area for a local assisted living facility extends

from Dexter to Pittsfield and includes about 2,400 elderly

households. Of these, about 180 may be frail enough or have daily

living needs that make them potential candidates for an

eldercare/assisted living facility. Based upon a preliminary analysis

of this population, about two-thirds of this potential population

would need subsidized care while about one-third could pay market

rates.

This potential demand could support an 18 to 24-unit

eldercare/assisted living facility in Corinna Village. The project

would provide individual apartments for the residents together with

a basic package of services. To meet the local demand, the project

would need to provide a mix of market rate and subsidized

accommodations with a menu of service levels to meet the needs

of different residents.

POTENTIAL OUTDOOR RECREATION CENTER

The relationship of Corinna Village to the ITS snowmobile trail

network and Corundel Lake combined with the wildlife value of the

area creates the opportunity to develop Corinna as a center for a

wide range of outdoor recreational activities. The potential exists to

develop a four season outdoor recreational complex focused on

regional residents, day-trippers, and people headed for the

Moosehead/Katahdin area. Such a complex could include:

- An outdoor recreation center with support facilities including rest

rooms

- Snowmobile/ATV parking and unloading areas, trail access, and

support facilities

- A sit down restaurant or coffee shop

- Fishing access to Corundel Lake with guide service and canoe

rentals

- Bird watching trails and access

- Walking, hiking, and biking trails

- An outdoor adventure center focused on children and families

that offers snow tubing, rock climbing, mountain biking, archery,

cross county skiing, etc.

- A small inn or bed and breakfast establishment

Market Opportunities for Redevelopment 2-5
The following outlines the potential for a number of these areas:

1. Fresh Water Fishing - The East Branch of the Sebasticook

and Lake Corundel support a variety of fresh water fish

which includes high quality largemouth bass. Monitoring of

this fishery by DIFW will occur in the summer of 2002.

Efforts by DMR to make this area accessible by anadromous

fish are scheduled to be complete by 2003. At that time,

DIFW will begin stocking the area with alewives. These will

serve as a forage base for sport fish, including largemouth

bass, smallmouth bass, chain pickerel, black crappie, etc.

The DIFW is also exploring a "put and take" bass stocking

program for Corundel Lake that could enhance its

attractiveness as a local fishing destination.

2. Birding - This area is excellent habitat for migrating

waterfowl and shorebirds, especially when fall water levels

are very low. Maine Audubon has guided trips into the

region, although no one recalls a trip on the East Branch of

the Sebasticook. The access to and around Lake Corundel

as well as the reeds along the shores will be attractive to

birders.

3. Hunting - Hunting in the Corinna area is reportedly very

good, and the level of deer hunting is very high (in terms of

hunter days per square mile per year). The largest deer

population in the state exists in the central Maine region and

is a potential draw to the area.

4. Snowmobiling - Corinna's position on ITS 85 near the

intersection of ITS 84, its relatively easy access from the

Interstate, and the potential recreation trail running through

the village create opportunities for winter economic activity.

Snowmobilers like to have services within reach of the trail,

including gas stations, restaurants, and overnight

accommodations. Grant money to help defray the capital

investment costs is available and has been used by many

other towns in "Snowmobile Country".

5. ATVing - ATV registrations are growing between 10% and

15% each year, largely due to their complementary role with

snowmobiles (owners of one likely own the other) and low

operating costs. Trail miles available to ATV's are growing

rapidly as the sport's popularity increases. The services for

snowmobiles in the winter complement those required by

Market Opportunities for Redevelopment 2-6
ATV's in the summer and fall. ATV activities in Corinna

could increase if a rest area (bathrooms, picnic tables,

outdoor grills,) and/or a 'play area' (banks, jumps, mud pits,

narrow trails) were located adjacent to the recreation trail.

ATV's however, are currently not allowed to operate on

snowmobile. Trails that are maintained either wholly or in

part with monies received from the snowmobile trail fund.

6. Nonmotorized outdoor recreation - Nonmotorized outdoor

recreation activities (including cross country skiing,

snowshoeing and mountain biking) will potentially increase

with the recreation trail. These increases will be limited if the

rail-trail becomes a popular motorized recreation area. Foot

trails could be enhanced with easements to trails that could

connect to the recreation trail.

7. Sales/maintenance of snowmobiles and ATV's -

Anecdotal evidence suggests that several ATV dealers in

particular are relocating their businesses to be closer to ATV

trails.

8. Snow tubing - If the dirt pile were reconfigured to provide

adequate height and slope, a snow tubing or sledding facility

might prove popular. Areas in southern Maine get $12 for

two hours of sledding, and they can't get enough tubes on

the slope to satisfy peak demand. School field trips regularly

travel as far as 90 minutes to use these facilities in southern

Maine.

9. Ancillary services for trail visitors - Services that serve

motorized and non-motorized trail activities could increase

their markets by catering to these users, especially if the

town became known as "ATV-friendly" for responsible

vehicle usage. These services include gas stations,

restaurants, overnight accommodations, campgrounds,

general stores, etc.

Market Opportunities for Redevelopment 2-7

T

he challenge in creating a vision of the Village Center was looking

beyond the enormous piles of dirt and huge excavated pits that,

throughout most of this planing process, occupied a good portion of

the townscape. Any trace of the former Mam Street lined with buildings,

parking and sidewalks were completely gone. What remained of Corinna

was located to either side of

the East Branch of the

Sebasticook River and the

roadways, sidewalks and trails

that once connected east to

west had dissolve into a

distorted moonscape with a

temporary road passage that

made it difficult to visualize

where the new commercial

district would be.

H

View from Stetson Road towards the dirt mounds where the

Eastland Mill once stood.

O

bviously there was a need to look beyond this moonscape and see

how the Town could be resurrected. To help envision the Town's

possibilities the consultant team used recent survey information

(provided by the EPA) to create a 3-

dimensional wire frame model on which

hand drawings were applied. From

these drawings a vision for the Town

began to emerge. The refinement of

the vision, which took nearly a year,

happened as more and more public

input was gathered.

One of the several public meetings held at the

Legion Hall that generated good input for

creating the new Corinna vision.

The Vision 3-1
Through this public process design elements were identified that were

critical for shaping the vision plan. They included:

* Reconnecting the transportation links, especially pedestrian

links such as sidewalks, pathways and trails. It is important

that people are able to walk throughout town for purposes of

commuting, exercise, and recreation.

New Bridge for the Recreation Trail

Design Route 7 to handle the heavy traffic flow north and

south while allowing the side streets to become the new

business districts with a maximum number of commercial

lots.

Commercial Lots along Stetson Road

The Vision 3-2
Establish a 'gateway' character for Route 7 by creating a

natural landscape of riverside meadows and large shade

trees along the streets. Provide public parking, restrooms,

and picnic areas and connect them with trails and pedestrian

bridges that link them directly to existing and future

commercial buildings.

Relocated East Branch of the Sebasticook River

Incorporate civic areas that provide a sense of place as well

as functional gathering areas for public events. Winchester

Park will become the western focal point to anchor a view

corridor established between Route 7 and the Town library.

Reuse Committee reviewing how Winchester Park will

be incorporated into the new townscape.

The Vision 3-3
Overhead utility lines should be located to minimize the

visual impact. Poles should be located along the east side

of Route 7 in order to preserve the view corridors from the

Route 7 bridge to Corundel Lake and from Route 7 to

Stewart Library. Long range planning should include

underground utilities.

Maintaining the view of Stewart Library from Route 7 was critical in

determining the location of future utility lines and commercial

development.

Another critical view to maintain as a green corridor is from the new Route 7

bridge northward to Corundel Lake.

The Vision 3-4
The rebuilding of Corinna is quite unique because EPA's extensive cleanup effort has left a fairly large blank canvas onto which the new townscape

can be drawn. The only physical determinants now in place are the

relocated Route 7, the adjacent relocated river and the new wood

trailways bridge. With this spine of infrastructure the surrounding 23 acres

of land (most of which will become Town property), has been identified for

redevelopment. The opportunities and challenges that this land offer is as

follows:

R

OUTE 7 CORRIDOR - THE "GREEN" GATEWAY

Linear parcels to either side of Route 7 are too small for construction

of buildings, but they offer landscape opportunities as well as public

parking which will enable

the creation of a "Green"

gateway. Streamside picnic

tables, trail bridges and

pathways leading from new

public parking areas along

with roadside plantings of

shade trees and will

welcome both vehicular and

pedestrian traffic.

The future view corridor through Route 7 to Stewart Library

R

OUTE 7 ROUNDABOUT

The Village Center may have a major traffic-calming device resulting

from the Reuse Committee's recommendation for a roundabout at the

intersection of Route 7,

Stetson Road and Exeter

Road. The roundabout

configuration will not only

slow the heavily traveled

Route 7 to an appropriate

speed, but it will allow

easier access onto Route

7 from Stetson Road and

Exeter Road.

The intersection of Route 7 with Stetson Road and Exeter Road where a

roundabout has been recommended.

The Vision / Challenges & Opportunities 3-5
N

EWPORT/DOVER-FOXCROFT RECREATION TRAIL

This major trail runs through the village center and offers the Town

both economic and recreational opportunities year-round.

S

EBASTICOOK RlVER

The East Branch of the Sebasticook River, which was harnessed to

power the former mill, is now an integral part of the Town's landscape as it

meanders from Corundel Lake. It will play an important role both as a

vista corridor to Corundel Lake and as a welcome feature along with the

new Trailways Bridge.

M

OUNTAIN OF DIRT

An ample stockpile of incinerated soil is anticipated at the completion

of EPA's reclamation efforts. Because of the decontamination process the

treated soil offers little value as a plantable mix but it can be used as

subsoil fill. Low areas, such as the proposed southerly parking lot

between Route 7 and the Recreation Trail, can be filled and made

useable. Even areas

to be planted can

utilize the incinerated

soil as long as the

proper amount of

plantable mix is used

for cover.

View from the Stewart Library Bell Tower towards Corundel Lake where one

of EPA's two large dirt piles is located.

The Vision / Challenges & Opportunities 3-6
T

HE TRAILWAYS BUILDING

The Town-owned warehouse located just north of the Methodist

Church and along the Recreation Trail has great potential to become the

starting point for those wishing to access the trail. The structure can be

modified to house trail-oriented businesses, and the property surrounding

it can handle substantial trailer parking. Access to this parcel is currently

through the Methodist Church parking lot (currently the property of the

Guilford Railroad). A more suitable access that is separated from

Church's activities should be located just south of the Church where the

yellow warehouse

now stands.

Removing this

structure would

also offer views of

both the Church

(coming from the

south) and the

trailway's building

beyond. A new

access road from

Route 7 to the

Trailways building

would have berms

and evergreen

plantings to visually

separate it from the

Church and its

oarkina lot ^his view °f the Recreation Trail is from Route 7. The proposed trailways

building (warehouse #7) is just visible behind the distant tree line. The

recommended access to this property from Route 7 would be through the area

now occupied by the yellow warehouse building (foreground).

The Vision / Challenges & Opportunities 3-7

COMMERCIAL

DEVELOPMENT

TRAILSWAY DEVELOPMENT

(PARKING LOTS, RESTROOMS.

COMFORT STATION)

RESIDENTIAL

DEVELOPMENT

CIVIC AREAS /

GREENSPACE/ BUFFERS

Gates, Leighton & Associates, Inc.

Port City Design

Planning Decisions

Plate # 1

Development Plan

Corinna Village Center

January ~ 2002
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Gates

, Leighton & Associates, Inc

Port City Design

Planning Decisions

Plate # 3

Buildable Lots

Corinna Village Center

January ~ 2002
Gates

, Leighton & Associates, Inc

Port City Design

Planning Decisions

Plate # 4

Town / State Open Space

Corinna Village Center

January ~ 2002
Gates

, Leighton & Associates, Inc.

Port City Design

Planning Decisions

Plate # 5

Off-road Public Access

Corinna Village Center

January ~ 2002
LOT NUMBER

118

118A

119

119A

120

AREA

1 1,500 S.F.

11.800S.F.

1 4,500 S F

24,200 S F.

5,400 SF

Gates, Leighton & Associates, Inc.

Port City Design

Planning Decisions

Plate # 6

Stetson Road Commercial Development

Corinna Village Center

January ~ 2002
Gates, Leighton & Associates, Inc.

Port City Design

Planning Decisions

Plate 7

Stetson Road

Commercial Development

Corinna Village Center

January ~ 2002
SCALE IN FEET

Gates, Leighton & Associates, Inc

Port City Design

Planning Decisions

Plate # 8

Trailways Development

Corinna Village Center

January ~ 2002
Gates, Leighton & Associates, Inc.

Port City Design

Planning Decisions

Plate!

Trailways Developmen

Corinna Village Centei

January ~ 200
LOT NUMBER

50

50A

SOB

50C

SOD

50E

50F

50G

50H

501

50J

53

53A

54A

54B

54C

54D

54E

54F

54G

54H

541

54J

54K

54L

54M

54N

122

123

124

AREA

36 750 S F

8 550 S F

20 900 S F

20,500 S F

21,900 S F

23,300 S F

23,300 S F

37,650 S F

21,3008 F

31.200SF

22,700 S F

19 300 S F

7 800 S F

23,700 S F

1 1,600 SF

1 2,400 SF

11.300SF

1 3,750 SF

1 5,900 SF

1 7,500 SF

1 4,800 SF

16150SF

1 4,700 SF

13,550 S F

1 3,800 SF

1 3,600 SF

1 1,500 SF

1 4,550 SF

11.400SF

235,900 S F

Gates, Leighton & Associates,

Port City Design

Planning Decisions

Inc

late# 10

Riverside Development

Corinna Village Center

January ~ 2002
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VEUbAOB

The 'dogleg' on Main

Street seen in this aerial

(Oct 1, 2000) has been

realigned with a new

bridge structure seen in

the aerial below (August

6, 2001).
Traffic circulation is the greatest physical element that will impact

Corinna's new townscape. Although the road alignments for vehicular

traffic are a primary concern, the reuse committee has also given much

attention to the pedestrian circulation as well as the Recreation Trail and

its links into the local streets.

VEHICULAR CIRCULATION ROUTE 7

The relocation of Route 7 from the 'dogleg' alignment that ran in front of

the former Eastland Woolen Mill to its present alignment has had the

greatest influence on forming the new townscape. The Coplon Master

Plan had identified the new Route 7 Corridor as a potential new Main

Street with commercial development and parallel parking to either side.

Upon further review and coordination with DOT'S engineering team, it was

determined that the Route 7 corridor should have minimal commercial

development in order to maintain the flow of heavy traffic with the least

amount of conflict. The new townscape with commercial development will

instead take place along Stetson Road and Access Road C that runs

through the former mill site.

Because of the reduced restrictions along Route 7 the Reuse Committee

strongly recommended that the proposed Route 7, 11, 43/222 intersection

must provide the greatest possible amount of traffic calming. Several

options were presented by the Maine Department of Transportation and

their consultant, Harding ESE, and initially, public reaction did not support

the roundabout. The committee, however, pursued investigation of all the

options including site visits to the roundabout in Gorham, Maine. A video

presentation of the Gorham roundabout provided the Committee evidence

that a roundabout can be a good traffic-calming feature that allows an

equal opportunity for all vehicles to enter the 90'± wide circle. Larger

vehicles including trailer trucks, which have been a major concern for the

Reuse Committee, also appeared to have little difficulty entering the

roundabout and negotiating the turning movements.

Circulation 5-1
Committee members interviewed the local officials and nearby residents

as to how the roundabout was performing and were told of two major

points. First, the number of accidents had dramatically declined since the

roundabout had

replaced the former

intersection and

second, the traffic

noise was markedly

reduced. Vehicles

are not required to

come to a full stop

since traffic yields

to vehicles in the

roundabout. The

acceleration noise

- particularly from

trucks - IS far less 77^ roundabout in Gorham, Maine was visited by several members of the

than a standard full Reuse Committee to determine how well it functioned and whether its

Stop intersection. configuration would be appropriate in the new Corinna Villlage.

RECREATION TRAIL

Another major circulation feature that influenced the recommendation for

the roundabout was the North/South Recreation Trail. The trail receives

heavy use, in particular by snowmobiles and ATV's, and the crossing of

Route 7 occurs where the intersection of Exeter Road (11/43) and Stetson

Road (222) come together. For safety reasons alone, the roundabout was

favored because its configuration slows traffic from all directions. The

Recreation Trail is proposed to cross just south of the roundabout where

vehicular traffic will already be traveling at a slow rate of speed.

ACCESS ROAD A

Vehicular access to the former warehouse (Building No. 67, now Town

owned) on the aast side of the East Branch of Sebasticook River was also

considered in the discussion of the Route 7/11/43/222 intersection. The

proposed Access Road A is located where the existing yellow warehouse

is situated directly south of the Methodist Church (Map 18, Lot 56). The

removal of the structure is necessary for the roundabout option, and it

provides a curb opening at the minimal distance necessary from the

roundabout. Access Road A also provides an opportunity to link the Town

owned warehouse (referred as Building No. 7) which sets adjacent to the

Circulation 5-2
north/south trail. Future development of this structure for trail related uses

will warrant an access directly from Route 7 and not through the church's

parking lot (the church's parking lot is on land that is currently part of the

Guilford Railroad property). It is anticipated that when the DOC purchases

the railroad property, that portion of land used for the existing parking lot

should be conveyed to the Methodist Church for a nominal fee.

The property of the warehouse building does have a narrow 30' R.O.W. to

Route 7 but it is currently located between two residences just north of the

Church. It is useful only as an emergency fire lane and not for day-to-day

traffic. The proposed alignment of Access Road A allows for a buffer to be

built between it and the Church so that traffic noise can be minimized by

an earthen berm and evergreen plantings. (See photo on 3-7).

CURB CUTS FOR PUBLIC PARKING LOTS AND FUTURE

DEVELOPMENT

The Route 7 corridor is viewed as a gateway for the northern region of

Maine. The local segment of Route 7 is viewed as a gateway to the Town

from both the north and especially from the south. Public parking lots that

are well marked and conveniently located along Route 7 are intended to

attract a variety of users. People seeking direct access to the Recreation

Trail are some of the anticipated visitors.

The Reuse Plan calls for an eastern parking lot on parcel 121, between

Route 7 and the north/south recreation trail. Two curb openings will be

required along the east side of Route 7. This parking area is intended to

accommodate both single vehicles and those with trailers. A western

parking lot is already proposed by DOT directly across the street where

Nokomis Road intersects Route 7. This parking area is viewed as a

compliment to the eastern parking area; where it could also serve as an

idea location for special venues such as a farmer's market.

ACCESS ROAD C

Access Road C brings new development to the former mill site. Beginning

at the Nokomis Road/Route 7 intersection this road parallels the

Sebasticook River. The initial phase of this plan calls for the curb opening

to be located on Nokomis Road and the first 200 feet of road to be built as

part of the DOT Route 7 project.

Circulation 5-3
The surviving buildings await the completion of EPA's work so the

rebuilding of Corinna 's Village Center can begin.
Specific Standards for New and Remodeled Buildings

in the Village Center.

The following provisions apply only to new buildings located within

the Village Center (VC), and do not apply to renovations of, or

additions to, pre-existing structures.

Parking in front yards shall be screened from streets with

landscaping or fencing not to exceed 3 feet in height.

Site plans shall identify pedestrian ways and connections from

parking areas to roads. Clearly identified pedestrian paths to, from

and across parking lots to streets shall be required.

All dumpsters and ground located mechanical equipment shall be

screened from view of a public road.

Side yards shall be landscaped and may be used as driveways,

pedestrian pathways and semi-public spaces, such as restaurant

patios.

All new buildings and additions are required to have the building

front line between 15 and 35 feet of the front yard property line.

This may be waived, if at least 60% of building's front fagade is

between 15 and 35 feet of the front yard property line, and the area

in front of the setback is developed as a pedestrian space.

Parapets, projecting cornices or decorative roof overhangs are

encouraged.

Westerly view of Corinna

village circa 1910 from

Corinna historic photo

archive featuring steep roof

pitch, wide trim boards, 1 ¥2

story height at eaves, etc.

Design Standards 6-1
7. Rooftop located heating, ventilation, and air conditioning equipment

on the roof shall be screened from the view of any public street.

8. All new buildings, or additions that add more than 50% new floor

area to a structure, shall be at least one and one half stories high

and not less than 12 feet tall at the building front line. Maximum

height of all buildings shall be limited to 35 feet.

9. The first floor facade of any portion of a building that is visible from

the street shall include a minimum of 30% glass. Upper floors shall

have a higher percentage of solid walls with between 15% and 40%

glass.

10. All buildings shall have a front door entry facing the street or front

yard.

11. No building facing or visible from a street shall have more than 15

feet horizontally of windowless wall unless the overall design is

approved by the Planning Board.

Corinna village circa 1920 from Cormna historic photo archive

featuring proper proportions of glass and solid wall.

Design Standards 6-2
12. Building Materials

a. The use of cinder-block, concrete and concrete block is

prohibited on any portion of a structure that is visible from the

building's exterior, with the exception of use in the building's

foundation.

b. Vinyl and aluminum siding may be used when siding is

detailed to be consistent with traditional sizes and proportions.

Detailing shall be similar to traditional wood construction. The

type of detailing expected would be wide corner boards, deep

water table trim, thick eaves with deep freeze boards, and

integrated J-channel trim. Asphalt and asbestos sidings are

prohibited.

c. Buildings with advertising icon images built into their design

("trademark buildings") are prohibited.

d. Metal Sheeting is prohibited.

13. Building Proportions.

Traditional proportions shall be utilized using height to width

proportions from 1 to 1 to 1 horizontal to 3 vertical, not including

roof pitch.

J. P. Nelson and Sons Hardware circa 1890 featuring steep roof pitch,

wide trim boards, 1 '/2 story height at eaves, proper proportions

of glazing to wall area, etc. from Corinna historic photo archives.

Design Standards 6-3
14. Roof Picthes

New roofs shall have minimum roof pitches of 8 vertical 12

horizontal with 12/12 preferred. Flat roofs with historically

proportioned parapets and/or cornices are permitted.

Odd Fellows Hall circa 1920 from Corlnna historic photo archive

featuring proper proportions cornice for flat roofed building, awnings,

etc.

Design Standards 6-4
Specific Standards for New and Remodeled Buildings

in the Village Center.

The following provisions apply only to new buildings located within

the Village Center Residential District and do not apply to

renovations of or additions to pre-existing structures.

Parking in front yards shall be screened from streets with

landscaping or fencing not to exceed 3 feet in height.

All dumpsters and ground located mechanical shall be screened

from view of a public road.

Side yards shall be landscaped and may be used as driveways,

pedestrian pathways and semi-public spaces, such as restaurant

patios.

All new buildings and additions on are required to have the building

front line between 15 and 35 feet of the front yard property line.

This may be waived if at least 60% of the buildings front fa?ade is

between 15 and 35 feet of the front yard property line, and the area

in front of the setback is developed as a pedestrian space.

Parapets, projecting cornices or decorative roof overhangs are

encouraged.

Traditional Connna homestead featuring roof pitch wide

trim boards l'/2 story height at eaves, etc.

Design Standards 6-5
6. All new buildings, or additions that add more than 50% new floor

area to a structure, shall be at least one and one half stories high

and not less than 12 feet tall at the building front line. Maximum

height of all buildings shall be limited to 35 feet.

7. All buildings shall have a front door entry facing the street or front

yard.

8. No building facing or visible from a street shall have more than 15

feet horizontally of windowless wall unless the overall design is

approved by the Planning Board.

9. Building Materials

a. The use of cinder-block, concrete and concrete block is

prohibited on any portion of a structure that is visible from

the buildings exterior, with the exception of use in the

building's foundation.

b. Vinyl and aluminum siding may be used when siding is

detailed to be consistent with traditional sizes and

proportions. Detailing shall be similar to traditional wood

construction. The type of detailing expected would be wide

corner boards, deep water table trim, thick eaves with deep

freeze boards and integrated J-channel trim. Asphalt and

asbestos sidings are prohibited.

c. Metal sheeting is prohibited.

10. Building Proportions.

a. Traditional proportions shall be utilized matching height to

width proportions from 1 to 1 to 1 to 3, not including roof pitch.

\\

Traditional Corinna

home featuring steep

roof pitch, wide trim

boards, 2 story height,

proper proportions oj

p]fi7ine to wall area

11. Roof Pitches

12. New roofs shall have a minimum of an 8/12 pitch with 12/12

preferred. Flat roofs are prohibited in this district.

Design Standards 6-6
The Stewart Library and Winchester Park will be the focal points of a green

view corridor from Route 7 (upper right).
Redevelopment of Corinna Village will require that the community

undertake a series of coordinated activities over the next three to five

years. The Reuse Plan identifies the physical improvements that will be

necessary to support redevelopment. In addition, the Town will need to

market both Corinna and the lots available in the Village Center and

create the administrative and financial framework necessary for

redevelopment to occur.

The implementation strategy sets out the objectives for the redevelopment

of Corinna Village and identifies actions or activities necessary to achieve

the objectives. This section describes those activities. In the following

section, the action plan organizes these activities by year and identifies

who will be responsible for each activity and possible sources of funding

for those activities that will have a significant cost.

* OBJECTIVE #1 ENHANCE THE CAPACITY OF THE

COMMUNITY TO IMPLEMENT THE REUSE PLAN

Implementation of the Reuse Plan will require that the Town

enhance its ability, on an on-going basis, to carry out the activities

set forth in this strategy. This section identifies activities to do that.

1-A. Submit the Reuse Plan to Town Meeting for

Adoption

This Reuse Plan is intended to provide the Town of Corinna

and the community with a vision for what Corinna Village

can become and a step-by-step program for achieving that

vision. As such, the Reuse Plan represents a significant

policy statement by the community. Therefore, the Reuse

Plan should be submitted to the Town Meeting and adopted

as a policy document. This can be done by either adopting

the Reuse Plan as an addendum to the Town's

Comprehensive Plan or by including the key elements of

the Reuse Plan into an updated Comprehensive Plan.

Implementation Strategy 7-1
1-B. Create a Community Development Committee to

Oversee the Implementation of the Reuse Plan and

Redevelopment of the Village Center

Implementation of the Reuse Plan will require a great deal of

work over the next three to five years. To oversee this effort,

the Town should create a Community Development

Committee (CDC) that is charged with overseeing the day-today operation of the redevelopment process and with

advising the Board of Selectmen and Town Meeting with

respect to policy issues involving the redevelopment process.

It is recommended that the Town establish an 11 member

Community Development Committee (CDC) with 3 alternate

members (for staggered five year terms).

Two Members Term to expire 2003

Two Members 2004

Two Members 2005

Two Members 2006

Three Members 2007

Alternate members to expire 2003, 2004, 2005

The CDC should be a focused group whose sole

responsibility is the redevelopment of Corinna Village. In this

capacity, the CDC should function as an extension of the

Board of Selectmen and Town Manager with respect to the

administration of redevelopment activities. The CDC should

be a working committee with representatives from other Town

Boards and Committees such as the Board of Selectmen,

Planning Board, Land Use Committee, etc.

Recommended members would represent the following

committees:

Park Committee (1)

CEDA (3)

Revitalization Committee (3)

Comprehensive Plan (2)

Snowmobile Committee (1)

Recreation Committee (1)

Implementation Strategy 7-2
1-C. Provide Ongoing Funding for the Operation of the

Community Development Committee (CDC)

Implementation of the Reuse Plan will require that the Town

undertake a variety of activities over the next three to five

years. While some specific projects will probably be able to

be funded through outside sources such as state grants,

there will be a need for on-going funding to cover

administrative activities and routine marketing and oversight.

The Town will need to provide for this funding.

Funding for on-going administrative operations will probably

need to come from the Town's General Fund since there are

few programs that provide funding for routine administrative

activities. One possible source of organizational funding

may be the Maine Community Foundation and/or the Libra

Foundation. Given the unique situation facing the

community, private foundations may find Corinna an

attractive project even if it does not fit their normal funding

criteria. The CDC should meet with the staff of the Maine

Community Foundation and the Libra Foundation once they

are organized to explore this possibility.

1 -D. Provide Continuing Staff Support for the CDC to Handle

Day-to-Day Activities

Implementation of the Reuse Plan will require that there be

someone responsible for the day-to-day activities necessary

to carry out the various activities. While members of the

CDC and the Town Manager can provide some "staff

support", it will probably be necessary for the CDC to have

on-going staff support, at least on a part-time basis, to carry

out the various implementation activities.

This need for on-going staff support can be met by creating

a town position such as a "Community Development

Director", by contracting with an organization such as the

Eastern Maine Development Corporation to provide staff

support, or finding a community volunteer who is willing to

take on this responsibility. A key is assuring that the "staff

person" makes the redevelopment of Corinna Village their

top priority.

Implementation Strategy 7-3
OBJECTIVE #2 ASSURE THAT THERE IS ADEQUATE PUBLIC

WATER SUPPLY TO SUPPORT REDEVELOPMENT

Redevelopment of Corinna Village will increase the demand for

water for both domestic and fire protection purposes. Increasing

the supply of water that can be provided by the Corinna Water

District is a key element of the Reuse Plan.

2-A. Support Efforts of the Water District to Expand the

Capacity of Their System

The Town should work with the Corinna Water District to

ensure that adequate funding is available to expand the

district's water supply to meet the expanded demand

resulting from redevelopment of Corinna Village. If

necessary, the Town should explore alternative funding

mechanisms to assure that an adequate water supply is

available.

OBJECTIVE #3 ENACT LAND USE REGULATIONS

GOVERNING REDEVELOPMENT IN THE VILLAGE CENTER

A key element of the Reuse Plan is assuring that the

redevelopment that occurs in Corinna Village is of a "village

character", is attractive, and contributes to a pedestrian

environment. The Town's current zoning ordinance has no

standards or allowed uses for the Village Center District that

encompasses the redevelopment area. As part of the on-going

planning process, the Town needs to create the land use

regulations that will govern redevelopment and reuse in this portion

of Corinna Village.

3-A. Review and Finalize Zoning Provisions for the Village

Center District and Submit to Town Meeting

The Reuse Plan contains recommended standards for the

Village Center zoning district. The Land Use Committee

should review the proposed standards, solicit public input on

the proposals, and finalize proposed standards for the

Village Center District for consideration by the Town

Meeting.

Implementation Strategy 7-4
3-B Review and Finalize the Design Standards for the Village

Center District and Submit to Town Meeting

The Zoning Ordinance does not deal with the design of the

site nor with the appearance of the building. Both of these

factors will be important in assuring that redevelopment of

the Village Center results in an attractive, pedestrian

oriented environment.

The Reuse Plan includes recommended design standards

that would apply to new commercial buildings and major

additions in the Village Center District. The standards cover

the most important design elements. The Land Use

Committee will need to review these proposals, get public

input, and submit recommended design standards to Town

Meeting.

OBJECTIVE #4 ENHANCE THE VISUAL AND SCENIC QUALITY

OF CORINNA VILLAGE THROUGH THE ESTABLISHMENT OF

THE ROUTE 7 GREENWAY

The Reuse Plan envisions the creation of a "Greenway" along

Route 7 through Corinna Village. As a result of the clean-up

activities and relocation of Route 7, a number of open areas will be

created in the Village adjacent to Route 7. The Reuse Plan

proposes turning these areas into green space to create a new

character and identity for Corinna. This section sets out a number

of activities that the Town will need to take to implement the

"Greenway" concept.

4-A. Install Landscape Improvements on Town Parcels

Upon completion of the cleanup, the vacant land in Corinna

Village will be returned to Town control. As part of the

implementation process, the Town will need to work with the

EPA to assure that these sites are restored to reasonable

condition with final grading, loaming, and seeding. This will

assure that these parcels become attractive additions to the

community even if they are designated for redevelopment.

The Reuse Plan envisions that a number of the parcels will

be landscaped to enhance their attractiveness. The Town

will need to landscape those areas that are anticipated to

remain undeveloped.

Implementation Strategy 7-5
4-B. Install Welcome Signage at Both Gateways to the Center

of the Village

The Reuse Plan envisions that the Town will install

"welcome" signs on Route 7 on both sides of the new Village

Center. The Town will need to design, construct, and install

the signs at the identified locations.

4-C. Develop Town Commons/Park

The Reuse Plan envisions that the parcel at the corner of

Route 7 and the Stetson Road adjacent to the river will be

developed as a town common or park. This site offers the

potential to create a new "center" for the community where

the history of Corinna and the cleanup can be documented.

The Town will need to do final design of the proposed

improvements and then complete construction.

4-D. Undertake Pedestrian Improvements Including the

Installation of the Second Bridge North of Route 7

The Reuse Plan envisions that additional pedestrian ways

will be developed in addition to the sidewalks along the

streets. This network of sidewalks and pedestrian ways is

intended to create a pedestrian character for the new village.

The Town will need to finalize the design of these pedestrian

ways. A key element in the pedestrian system is the

installation of a second bridge on the north side of Route 7,

mirroring the design of the new snowmobile bridge on the

south side. The objective is that the design of this second

bridge will be similar to the design of the snowmobile bridge

creating a consistent visual environment. The Town will then

need to construct the proposed improvements. As part of

this effort, the Town should explore the possibility of the EPA

installing the bridge abutments for the second bridge using

granite blocks salvaged from the site.

Implementation Strategy 7-6
4-E. Create Additional Open Space Adjacent to Winchester

Park

The Town should work with the EPA to develop the land

area east of Winchester Park as open space. As part of the

final grading, EPA should be requested to create an

amphitheater as envisioned by the Reuse Plan. At a later

time, the Town can undertake improvements to the park

including connecting the park to the pedestrian ways.

4-F. Develop a Pedestrian Loop Over the Upper Dam

The Reuse Plan envisions creating a pedestrian loop across

the upper dam linking the Village. This is a long-range

project that will involve modification of the dam and

acquisition of a right-of-way on the east side of the River.

As part of this project, the Town should work with the EPA to

assure that the site near the dam is graded in the way that

facilitates this linkage and that any changes to the dam do

not preclude this connection. The Town will then need to

work on the necessary modifications to the dam to

accommodate pedestrians. Finally, the Town will need to

obtain permission for the trail to cross private property on the

east side of the river.

4-G. Undertake Enhancement of the River Frontage

The area adjacent to the river will be subject to periodic

flooding but will be dry for most of the year when the river is

constrained to the channel. This area will play an important

role in establishing the visual character of the village and will

be useable for passive recreational uses. The Town will

need to work with the EPA to landscape this area in an

appropriate manner.

4-H. Install a Landscaped Buffer Along the Rear of Properties

on St. Albans Road

The properties along St. Albans Road abut the Mill site. Due

to the grade change, these homes overlook the

redevelopment area on the north side of Route 7. The Town

will need to work with the EPA to assure that a landscaped

buffer is installed along this property line to minimize the

impact of redevelopment activities on these homes.

Implementation Strategy 7-7
OBJECTIVE #5 MARKET CORINNA AS A DESIRABLE

BUSINESS LOCATION

The successful redevelopment of Corinna Village will require the

creation of interest in Corinna and the opportunities the community

offers among the regional business and development community.

In a sense, the Town needs to create a new, positive image for

Corinna and the Village Center among these groups. The following

sections identify approaches for improving Corinna's image as a

desirable place in which to do business.

5-A. Develop a Simple Marketing Brochure and Video

The CDC will need to develop a simple marketing brochure

and video that tells the story of the redevelopment of

Corinna and the opportunities that it offers as a business

location. The brochure should be designed as a single 8 1/a x

11" piece that is printed on both sides. The brochure should

summarize the redevelopment process and focus on the

markets and sites on which a business can capitalize. The

brochure should be targeted at business owners and

managers and real estate professionals.

5-B. Conduct a Systematic, Targeted, Business Recruitment

Program

The CDC should undertake a business recruitment program

to create interest among the regional small business

community in exploring a business location in the Village

Center. This program should include the following activities:

1. The CDC should develop and periodically

update a potential contact list. This list should

include:

1.1 Outdoor recreation businesses,

speciality businesses, and local

service businesses located in

other central Maine locations that

would be appropriate for Corinna.

1.2 Small, emerging businesses that

are ready to move into a

commercial location.

Implementation Strategy 7-8
1.3 Regional businesses that may be

interested in opening a branch

location in Corinna.

2. The CDC should distribute a marketing

package to the contact list that provides a

potential business with detailed information

about the Corinna trade area, existing

businesses, and available development sites.

3. Representatives of the CDC or local business

people should then personally contact the

businesses on the list. Ideally, this would be a

one-on-one contact by a member of the

committee. The objective of this contact

should be to make the business owner aware

of why Corinna Village could be a good

location for her business and the incentives

that are available for locating in Corinna

Village.

4. The CDC should establish a program of followup contacts on a periodic basis with any

business that indicates any interest in Corinna.

This is important since business relocations

are often driven by external forces such as

lease expiration, expansion, sale of a building,

etc. It is therefore important to maintain

ongoing contact with potential prospects.

5. The CDC and staff should also be able to

provide assistance to businesses that express

an interest in Corinna. This should include

making contacts with real estate people and

financial institutions, helping them understand

local requirements including the design

standards, obtaining financing, etc.

5-C. Cultivate Contacts in the Commercial Real Estate and

Financial Community

It will be important that the commercial real estate

community and financial community be aware of the

opportunities in Corinna. The CDC will need to identify key

real estate and financial professionals in the Bangor and

Augusta/Waterville areas and to provide them with

Implementation Strategy 7-9
information about Corinna. Ideally, the CDC or staff should

meet with each person to explain the situation and what

Corinna can offer businesses.

5-D. Undertake a Community Focused Public Relations

Campaign

The media, including the Bangor Daily News and The Maine

Times, have provided good coverage of Corinna, the

community's plight, and the cleanup progress. The CDC

and staff should continue to cultivate the media to provide

continuing coverage of the redevelopment of Corinna. A

focus of this effort should be on celebrating any positive

business news or activity in the community to create a

positive image of Corinna as a business location.

5-E. Develop an Understanding of Environmental Limits and

Restrictions

Concern about potential financial liability under

environmental provisions could be a barrier to

redevelopment. The CDC will need to work with the EPA

and Maine DEP to develop a clear written statement that

outlines the liability for a prospective purchaser of a lot(s)

has and the protections provided under the federal and state

programs.

* OBJECTIVE #6 CREATE AND MARKET GOOD QUALITY

DEVELOPMENT SITES

The Reuse Plan envisions that the Town will sell lots to private

redevelopers who will then build upon the lots in accordance with

the Town's zoning and design standards. With a town meeting

form of government, it will be important that the details of this

process be worked out ahead of time.

Overall Land Marketing Activities

6-A. Develop a Formal Town Policy Relative to the

Sale/Disposition of the Lots

The CDC in conjunction with the Town Manager should

develop a formal, written policy setting out the Town's

policies with respect to the sale and development of lots in

the Town center. The policy should address the following

areas:

Implementation Strategy 7-10
• process for offering lots for sale

• pricing policy including the Town's

willingness to forego monetary payment

and minimum prices

• requirements for redevelopment within a

certain timeframe

• anti-speculation and reversion policies

• the Town's willingness to negotiate any

provisions

The formal land disposition policy should be endorsed by the

Town Manager and Board of Selectmen.

6-B. Develop Formal Criteria for Evaluating Purchase Offers

The CDC and Town Manager should also establish criteria

to be used in deciding if the Town should sell a piece of

property to a prospective buyer. The criteria should address

factors such as:

• price

• compatibility of the development

proposal with the Reuse Plan intent

• value of the proposed development

• certainty of the development

• timing of the development

The criteria should make clear the relative importance of the

various criteria.

As with the Disposition Policy, these criteria should be

endorsed by the Town Manager and the Board of

Selectmen.

6-C. Prepare Standard Forms for Purchase and Sale

Agreements, Deeds, and Conditions/Covenants

Since timing and certainty are often considerations in the

redevelopment process, the CDC and staff should develop

standard forms and conditions so that perspective lot

purchasers have a clear understanding of the Town's

expectations. This should include the details of any

environmental conditions or protections that will apply to

buyers.

Implementation Strategy 7-11
6-D. Contract with a Commercial Real Estate Broker for the

Marketing of the Lots

While the Town should play an active role in marketing the

community as a desirable business location, the Town

should consider hiring a commercial real estate broker to

handle the actual marketing of the individual development

lots. Real estate professionals have an established network

of contacts that can provide exposure for the lots.

Development Area on the North Side of Main Street

6-E. Finalize the Location and Design of the Access Road

The CDC should identify the preferred location for the

access road into this group of development sites. The EPA

should be requested to design the road and utilities to

provide appropriate access.

6-F. Prepare a Subdivision Plan to Create the Lots

The CDC should work with the EPA to prepare a formal

subdivision plan to create individual development parcels

and to obtain Planning Board approval.

6-G. Obtain Funding for the Construction of the Access Road

and Utilities

The CDC will need to work with the EPA to allocate funding

for the construction of the access road that will be necessary

to make this area developable. This should include funding

for the water main, sanitary sewer, stormwater drainage

system, and other utilities including power and telephone.

6-H. Construct the Access Road and Related Utilities

The CDC will need to work with the EPA to construct the

access road.

Implementation Strategy 7-12
Stetson Road Redevelopment Area

6-1. Prepare a Subdivision Plan to Create the Lots

The CDC should prepare a formal subdivision plan to create

individual development parcels and to obtain Planning Board

approval.

6-J. Seek Historic Designation and Funding for the

Rehabilitation of the Odd Fellows Building

The CDC should work with the owner of the Odd Fellows

Building to explore the potential for designation of the

building as a national register property and possible sources

of funding for rehabilitation.

* OBJECTIVE #7 CREATE INCENTIVES FOR REDEVELOPMENT

OF THE VILLAGE CENTER

The cost of new construction may make space costs in Corinna

Village too high for many businesses that may be interested in

locating there. Therefore, the Town will need to seek outside

financial assistance to subsidize construction costs thereby

reducing the space costs for new businesses.

7-A. Establish a Low/No Interest Loan Program to Finance

New Buildings

The CDC will need to establish a financing pool that can be

used to provide low or no interest mortgage financing to

people who are interested in building within the Village

Center. The objective of this mortgage pool should be to

assure that there is a readily available supply of mortgage

financing to anyone who is interested in building within the

Village Center. This mortgage pool should include both

commitments from local financial institutions as well as

public development finance agencies such as the Maine

Department of Community and Economic Development.

7-8. Seek Grants to Subsidize New Construction

At the same time, the CDC should actively seek grants from

government agencies and foundations to subsidize the

construction of new buildings in the Village Center to make

space costs more affordable for businesses.

Implementation Strategy 7-13
OBJECTIVE #8 ENHANCE CORINNA'S ROLE AS AN

OUTDOOR RECREATION CENTER

Corinna's location on a primary access to Moosehead Lake and Mt.

Katadhin, combined with the new State recreational trail, Corundel

Lake, and the Northeast Flyway, create the potential for expanding

Corinna's role as an outdoor recreation center. This includes a

wide range of recreational activities including snowmobiling, trail

biking, ATVing, fishing, and bird watching.

8-A. Develop Trail Connections Through the Village

The Reuse Plan identifies a number of possible connections

between the main snowmobile/recreation trail and locations

in the Village. The CDC will need to work with the EPA to

make provisions for these trail connections as development

lots are created and as site improvements are completed.

8-B. Develop New Access and Recreation Trail Parking at

Building 7

The former mill Building #7 is owned by the Town and offers

the potential for creating an outdoor recreation center or

Trailways Building to serve as the focus for expanded

outdoor recreation activities. Currently, motor vehicle

access to Building #7 is through the church parking lot which

is not appropriate for more intensive use of the facility. The

CDC will need to work with the MDOT to create a new

access to Building #7 between the recreational trail and the

church.

The CDC should work to develop a new access road to

Building #7 and a parking area between the building and

trail. Initially, this area should focus on providing a place for

snowmobilers to park and get access to the trail. Over time,

use should be expanded to other recreational uses.

8-C. Develop a Design for Converting Building 7 into a Multipurpose Recreation Center/Trailways Building

The CDC should develop a design for converting Building #7

into a Trailways Building that provides a center and support

facilities for a range of recreational users. The objective

should be to create multi-use spaces within the building that

can be used by recreational organizations and recreational

Implementation Strategy 7-14
businesses and function as the center for a number of

outdoor recreational activities. The CDC should work with

various recreational groups to program the needed spaces

and facilities.

8-D. Obtain Funding for the Redevelopment of Building 7 or

Trail ways Building Including Site Development

The CDC will need to work with the various recreational

organizations and state agencies to identify funding for the

renovation of Building #7 into a Trailways Building.

8-E. Identify an Appropriate Operator for the Trailways

Building as a Multi-Purpose Outdoor Recreation

Center/Support Facility and Indoor Recreation/Teen

Center

As use of the Trailways Building increases, the CDC will

need to arrange for the long-term operation of the facility.

The CDC will need to identify an appropriate operator for the

facility and make suitable arrangements for the operation of

the facility.

8-F. Solicit Organizations and Businesses to Use the

Trailways Building for Appropriate Outdoor Recreation

Related Activities

The CDC and the designated operator of the Trailways

Building will need to identify potential users of the building

and approach them about their use of the facility to maximize

the activity occurring at the facility. Over time, usage of the

facility could be expanded to include some indoor

recreational activities and/or a teen center.

8-G. Finalize the Design for the Construction of a

Snowmobile Area off Route 7

The Reuse Plan envisions that the lot between Route 7 and

the recreational trail will be developed into a parking and

unloading area to provide access to the trail. The CDC will

need to work with the EPA to provide for the filing and

grading of this area to make it suitable for this purpose. The

CDC will also need to finalize the design for this facility.

Implementation Strategy 7-15
8-H. Obtain Funding for the Construction of the Snowmobile

Area

The CDC will need to locate funding for the construction of

this facility. The most likely source of construction funding

will be recreational trail money through state agencies. The

CDC should explore working with snowmobile clubs and the

Maine Department of Parks and Recreation to fund this

improvement.

8-1. Establish Program to Promote Bird Watching

Corinna is located under a significant flyway used by

migrating birds. Corundel Lake creates the potential for bird

watching. The CDC should work with groups such as the

Maine Audubon Society and local birdwatchers to promote

Corinna as a birdwatching location.

8-J. Work with IF&W to develop a Sport Fishing Program for

Corundel Lake

Corundel Lake supports a largemouth bass fishery. The

CDC should work with the Department of Inland Fisheries

and Wildlife to explore the establishment of a "put and take"

bass stocking program that would enhance the lake's

attractiveness as a regional fishing destination.

8-K Work with IF&W to Improve Access to Corundel Lake

The CDC should continue to work with the Department of

Inland Fisheries and Wildlife to improve recreational access

to Corundel Lake for a wide range of activities.

8-L Provide Improved Access to Corundel Lake

The CDC should work with the EPA and IF&W to develop

improved access to Corundel Lake for a range of recreational

activities. This effort should include trying to provide access

to both sides of the lake for pedestrians and for snowmobiles.

Implementation Strategy 7-16
* OBJECTIVE #9 MAKE CORINNA VILLAGE A DESTINATION

FOR LOCAL RESIDENTS

A key concept of the Reuse Plan is to reinforce the role of the

Village Center as the center of the community. To do this, it will be

important to generate activity in the Village that will draw residents

back to the area on a regular basis.

9-A. Organize a Farmer's Market

The CDC should organize a Farmer's Market that will be

located in the Village Center possibly in the new parking lot

off Route 7. The market could create an outlet for local

growers while creating an "attraction" in the Village. The

Maine Department of Agriculture provides technical

assistance and marketing assistance for Farmer's Markets.

9-8. Organize a Craft Market

The CDC should also explore the feasibility of establishing a

seasonal or year-round crafts market. This venture would

also be located in the Village and would provide local

craftspeople with an outlet for their products. The CDC will

need to identify craftspeople in the region and work with

them to explore the potential for a regional crafts market as

well as the possibility of providing a year-round location for

this purpose.

9-C. Develop a Community/Teen/Elderly Center

The CDC should explore the possibility of using part of

Building #7 as a community/ elderly/teen center to provide

various groups in the population with a place to get together.

If this is successful, the community may want to explore

developing a freestanding community center to meet these

needs.

* OBJECTIVE #10 EXPAND THE RANGE OF HOUSING

OPPORTUNITIES AVAILABLE FOR THE ELDERLY IN

CORINNA

While Corinna and the surrounding communities are reasonably

well served by a number of elderly housing projects, there are very

limited local facilities that provide assisted living for elderly people

who need a modest level of care.

Implementation Strategy 7-17
10-A. Create a Housing Committee

The Board of Selectmen should create a housing committee

and charge them with developing a proposal for the

establishment of a small assisted living facility to serve

elderly residents of Corinna and the surrounding

communities.

10-B. Conduct of Detailed Feasibility Study for an Assisted

Living Facility

The Housing Committee will need to assess the feasibility of

such a facility in Corinna. While the preliminary assessment

conducted as part of the Reuse Plan indicates a need for

assisted living in the Corinna area, the feasibility of such a

project will need to be explored in detail. The committee

should seek a housing planning grant from the Community

Development Block Grant program for this purpose.

10-C. Seek an Appropriate Developer and Financing for a

Small Assisted Living Facility

If the feasibility study indicates that a small assisted living

facility may be feasible, the Housing Committee will need to

work with non-profit housing organizations to locate a

developer and financing for the project.

Implementation Strategy 7-18
Aerial view of the Relocated Route 7 and bridge (center) the future

commercial development will be located along Stetson Road (lower

right) and the former mill site (upper center).
Committee / Agency

Community Development Block Grant

Community Development Committee

Comprehensive Economic Development Strategy

Department of Conservation

Department of Economic and Community Development

Department of Environmental Protection

Department of Inland Fisheries and Wildlife

Economic Development Administration

Environmental Protection Agency

Farmers Home Administration

Finance Authority of Maine

.Housing & Urban Development

Maine State Housing Authority

United State Department of Agriculture - Rural Development

Abreviation

CDBG

CDC

CEDS

DOC

DECD

DEP

DIFW

EDA

EPA

FMHA

FAME

HUD

MSHA

USDA-RD

Reference Description Responsibility Potential Funding

2002 ACTIVITIES

1A

1B

1C

1D

2A

3A

Submit the Reuse Plan to Town Meeting

for Adoption

Create a Community Development

Committee to Oversee the Implementation

of the Reuse Plan and Redevelopment of

the Village Center

Provide Ongoing Funding for the

Operation of the CDC.

Provide Continuing Staff Support for the

CDC to Handle Day-to-Day Activities

Support Efforts of the Water District to

Expand the Capacity of Their System

Review and Finalize Zoning Provisions for

the Village Center District and Submit to

Town Meeting

Reuse

Committee

Board of

Selectmen and

Town Manager

Board of

Selectmen and

Town Manager

Board of

Selectmen and

Town Manager

Board of

Selectmen and

Town Manager

Land Use

Committee

N/A

N/A

General Fund or

Foundation Grant

General Fund or

Foundation Grant

USDA-RD, EPA,

DECD (CDBG)

N/A

Action Plan 8-1
Reference

3B

5A

5C

5D

6E

61

6J

8G

81

8J

10A

Description

Review and Finalize the Design Standards

for the Village Center District and Submit

to Town Meeting

Develop a Simple Marketing Brochure

Cultivate Contacts in the Commercial Real

Estate and Financial Communities

Undertake a Community Focused Public

Relations Campaign

Finalize the Location and Design of the

Access Road

Prepare a Subdivision Plan to Create the

Lots

Seek Historic Designation and Funding for

the Rehabilitation of the Odd Fellows

Building

Finalize the Design for the Construction of

a Snowmobile Area off Route 7

Establish Program to Promote Bird

Watching

Work with DIFW to develop a Sport

Fishing Program for Corundel Lake

Create a Housing Committee to

investigate the feasibility of a assisted

living facility

Responsibility

Land Use

Committee

CDC and Staff

CDC and Staff

CDC and Staff

CDC

CDC

Odd Fellows

working with

Historical

Society

CDC and Staff

CDC and Staff

CDC, Staff with

DIFW

Board of

Selectmen and

Town Manager

Potential Fundin

N/A

General Fund

N/A

N/A

N/A

N/A

Maine Historic

Preservation

Commission and

State Odd Fellows

Organization

Rural Developmen

N/A

N/A

HUD, CDBG,

MSHA, FMHA

2003 ACTIVITIES

4A

4C

4D

4G

Begin Landscape and River Frontage

Improvements on Town Parcels

Develop Town Commons/Park

Undertake Pedestrian Improvements

Including the Installation of the Second

Bridge North of Route 7

Landscape the River Frontage

CDC and Staff,

EPA

CDC and Staff

with EPA

CDC and Staff

CDC and Staff

General Fund, EPA,

DEP

Private Funding,

Grants

Private Funding

EPA, DEP Genera'

Fund

Action Plan 8-2
Reference

4H

5B

6A

6B

6C

6D

6F

6G

7A

7B

8A

8K

8L

9A

9B

10B

Description

Install a Landscaped Buffer Along the

Rear of Properties on St. Albans Road

Conduct a Systematic, Targeted, Business

Recruitment Program

Develop a Formal Town Policy Relative to

the Sale/Disposition of the Lots

Develop Formal Criteria for Evaluating

Purchase Offers

Prepare Standard Forms for Purchase and

Sale Agreements, Deeds, and

Conditions/Covenants

Contract with a Commercial Real Estate

Broker for the Marketing of the Lots

Prepare a Subdivision Plan to Create the

Lots

Obtain Funding for the Construction of the

Access Road and Utilities including

underline installation of line

Establish a Low/No Interest Loan Program

to Finance New Buildings

Seek Grants to Subsidize New

Construction

Develop Trail Connections Through the

Village

Work with DIFW to provide public access

to Corundel Lake.

Provide for Public Access to Corundel

Lake

Organize a Farmer's Market

Organize a Craft Market

Conduct of Detailed Feasibility Study for

an Assisted Living Facility

Responsibility

CDC and Staff

CDC and Staff

CDC, Board of

Selectmen and

Town Manager

CDC, Board of

Selectmen and

Town Manager

CDC, Board of

Selectmen and

Town Manager

CDC and Staff

CDC and Staff

with EPA

CDC and Staff

CDC and Staff

CDC and Staff

CDC and Staff

CDC, Staff with

DIFW

CDC, Staff with

DIFW

CDC and Staff

CDC and Staff

Housing

Committee

Potential Funding

EPA, DEP General

Fund

General Fund

N/A

N/A

General Fund

N/A

EPA

CDBG - EDA

FAME

CDBG - EDA

DOC

N/A

N/A

CDBG Housing

Grants, HUD,

MSHA

Action Plan 8-3
Reference Description Responsibility Potential Fundin

2004 ACTIVITIES

4B

4E

6H

8B

8C

8D

8E

8F

8H

9C

10C

Install Welcome Signage at Both

Gateways to the Center of the Village

Develop Area East of Winchester Park

Construct the Access Road and Related

Utilities

Trail Acquisition and Develop New Access

and Snowmobiler Parking at Building 7

Develop a Design for Converting Building

7 into a Multi-Purpose Recreation

Center/Trailways Building

Obtain Funding for the Redevelopment of

Building 7 orTrailways Building Including

Site Development

Identify an Appropriate Operator for the

Trailways Building as a Multi-Purpose

Outdoor Recreation Center/Support

Facility and Indoor Recreation/Teen

Center

Solicit Organizations and Businesses to

Use the Trailways Building for Appropriate

Outdoor Recreation Related Activities

Obtain Funding for the Construction of the

Snowmobile Area

Develop a Community/Teen/Elderly Center

Seek an Appropriate Developer and

Financing for a Small Assisted Living

Facility

CDC and Staff

CDC and Staff

CDC and Staff

CDC and Staff

with DOC

CDC and Staff

CDC and Staff

CDC and Staff

CDC and Staff

CDC and Staff

CDC and Staff

Housing

Committee

MeDOT Gateway

Grant Program

To be applied for in

2004

Private Fund

Raising

CDBG - EDA

Rural Development

Grant and DOC

General Fund

Rural Development

or Private

Foundation

N/A

N/A

DOC

Private Fund

Raising, Foundation

MSHA, CDBG,

Rural Development,

HUD

2005 ACTIVITIES

4F Develop Pedestrian Loop Over the Upper

Dam

CDC and Staff Private Funding

Action Plan 8-4
FUMDnf ct

View ofCorundel Lake which will now be a visible

part of the new Corinna Village.
Implementation of the Reuse Plan will require a significant expenditure of

resources to bring about the redevelopment of Corinna Village. While

some of these resources will come from the private sector, primarily in the

form of redevelopment of the development sites, the public sector,

including the Town of Corinna, will need to make a significant investment

to create the environment needed to generate the private investment.

This section looks at the potential sources of funding to carry out the

Reuse Plan. It is important to recognize that funding sources and specific

programs are constantly changing so that the community will need to

continually look for potential sources of funding as implementation

proceeds. The following subsections describe a number of potential

funding sources that currently exist and may be appropriate for funding

parts of the implementation program.

* POTENTIAL SOURCES OF FUNDING

Funding for the public portion of the implementation of the Reuse

Plan will come from four potential sources:

1. The ongoing program operations of various federal

and state agencies including the U.S. EPA, Maine

Department of Transportation, and other state

departments.

2. Loans and grants from various state and federal

agencies.

3. Private funding from foundations and private fundraising activities

4. Local funding through the municipal budget

Successful implementation of the Reuse Plan will require that the Town

aggressively seek funding for redevelopment activities from each of these

sources.

* FUNDING THROUGH ONGOING PROGRAM OPERATIONS

It will be critical that the Town maximizes the implementation

activities that occur as the result of regular program operations by

federal and state agencies. This will probably require that the Town

be both diligent and aggressive in pushing these agencies to do as

much as possible to carry out the Reuse Plan including:

Potential Funding Sources 9-1
A. U.S. EPA - The Town will need to work with the local

manager of the EPA cleanup project as well as supervisors

in the regional office to complete site grading, landscaping,

and proposed improvements as part of the overall project. It

will be essential that the Town is left with a nice quality

environment as part of the cleanup.

B. Maine Department of Transportation - The Town will need

to work with the MEDOT to include as much of the road,

sidewalk, pedestrian/snowmobile trails, and utility work as

possible in the road and intersection construction projects.

C. Maine Bureau of Parks and Lands - The Bureau is

responsible for state owned recreational facilities including

the recreational trail through Corinna. The Town should

work with the Bureau to explore possible trail related

improvements including the development of parking for trail

users at Building 7 and adjacent to the river as well as

conversion of Building 7 into a Trailways Building serving a

variety of outdoor recreationalists.

D. Maine Department of Inland Fisheries and Wildlife

(DIFW) - The Town should work with staff of DIFW to

enhance the outdoor recreational opportunities available in

the community including the development of a state

supported "put and take" stocking program for Corundel

Lake.

LOAN AND GRANT PROGRAMS

The Town will need to aggressively seek funding through loan and

grant programs to carry out various aspects of the Reuse Plan. It is

important to recognize that these programs have specific objectives

and requirements including provisions for a local match and the

Town's applications will need to be tailored to the specific

programs. The following are descriptions of a number of potential

sources of loans or grants:

A. Maine Department of Transportation - MEDOT has a

Gateway Grant Program that provides up to $10,000 to a

community to create/beatify the entrances or gateways to a

community. This money can be used for things like signs,

landscaping, pull-offs, benches, monuments, kiosks,

pedestrian facilities, etc. The state funds may only be used

to purchase materials. The Town must provide for the actual

Potential Funding Sources 9-2
installation/construction. This program could be used for the

proposed gateway signage and/or improvements to the

proposed Town Common.

B. Maine Bureau of Parks and Lands - The Bureau has a

number of programs that provide grants to municipalities and

recreational groups. These include the following:

1. The Recreational Trails Program - This

program is funded through federal

transportation money and is part of TEA21.

The funds can be used for the development,

improvement, and maintenance of both

motorized and nonmotorized trails and related

facilities including trail side and trailhead

facilities. The grant can cover up to 80% of the

cost of the project. This program may be

appropriate for the local

pedestrian/snowmobile trails and

improvements at Building 7.

2. A TV Municipal Grants Program - This

program provides grants to municipalities for

the development and maintenance of ATV

trails. The grant covers up to 50% of the cost.

The municipality must provide the balance.

This program may be appropriate for the local

trails.

3. Snowmobile Municipal Grants Program -

This program provides grants to municipalities

for the development and maintenance of

snowmobile trails. The grant covers up to 50%

of the cost of local projects and 70% of

regional projects. The municipality must

provide the balance. This program may be

appropriate for the local snowmobile trails and

connectors.

4. Land and Water Conservation Fund Grants

- This program provides financial assistance

for the development of public outdoor

recreation facilities. Projects must be

consistent with the State Comprehensive

Outdoor Recreation Plan. (The 1993 SCORP

identifies water access, trails, greenways, and

Potential Funding Sources 9-3
eco tourism as priority areas.) The program

pays up to 50% of the costs with the balance

paid by the municipality. This program may be

able to be used for improvements related to

Corundel Lake and the trail system especially if

they created a "day-use park" type of facility.

C. Maine Outdoor Heritage Fund - This program is funded

through the sales of lottery tickets and provides grants for

projects that promote recreation and the conservation of

Maine's special places and significant habitats. This is a

highly competitive program and applications must be made

through one of 16 recognized state conservation agencies.

This program may be able to be used to support activities

related to improving the recreational potential of Corundel

Lake such as the loop trail or improved access.

D. Maine Department of Economic and Community

Development - DECD operates the Community

Development Block Grant Program. This program provides

grants in a number of categories. While the Town has

already tapped this source, additional funding may be

possible. The most likely program categories are:

1. Economic Development Infrastructure

Grant Program - This program provides large

grants of up to $400,000 to provide for the

extension or upgrading of roads and utilities

needed to service a nonretail economic

development activity. In general, the

expenditure must result in the creation of jobs

that are suitable for low and moderate income

workers. A local match is required. This

program may be a viable source of funding for

the construction of the access road, utilities

and underground utilities, if this was done to

allow the development of a business that would

create jobs.

2. Public (Housing) Infrastructure Grant

Program - This program provides large grants

to provide for the extension or upgrading of

roads and utilities needed to service an

affordable housing project. A local match is

required. This program may be a viable source

of funding for the construction of the access

Potential Funding Sources 9-4
road and utilities if this was done to allow the

development of a housing project that met the

identified housing needs of low and moderate

income residents including the elderly.

3. Public Facilities Grant Program - This

program provides grants for a wide range of

public facilities including community centers

and recreational facilities. The size of the grant

varies with the type of facility. A key

consideration is the potential for the grant

resulting in private expenditures. This program

may be appropriate for the redevelopment of

Building 7.

4. Housing Planning Grants - This program

provides grants of up to $15,000 to analyze the

housing needs of a community. This program

may be able to be used to further refine the

need for and feasibility of an assisted living

facility.

E. Rural Development - Rural Development is the federal

agency that replaced the Farmer's Home Administration and

other rural programs. Rural Development provides funding

for community facilities and for facilities that facilitate the

development of small and emerging private businesses in

rural areas. A primary focus of these programs is the

creation of jobs. The renovation of the Trailways Building,

the construction of the access road and related utilities, or

the creation of a business development revolving loan fund

may be able to be funded through Rural Development if the

connection to job creation can be made.

F. Economic Development Administration - EDA provides

loans and grants to support economic development activities

that create private sector jobs. Typically, funding is tied to

infrastructure or building improvements. Priority for funding

is handled through the regional Comprehensive Economic

Development Strategy or CEDS. Projects must be included

in the CEDS to be considered for funding. There may be

some potential to use EDA finds for redevelopment if it

involves a significant employer.

Potential Funding Sources 9-5
FOUNDATION AND OTHER PRIVATE FUNDING

Given the unique situation facing Corinna, there may be some

interest on the part of foundations or other private sources of funds

to assist the community. Foundation funding essentially involves

identifying a group whose interests are in line with the needs of the

community. There are two Maine-based foundations that may be

potential sources of funding, the Libra Foundation and the Maine

Community Foundation:

A. The Libra Foundation - This organization has substantial

resources and is interested in projects which improve Maine

and create opportunities for Maine people. As such, the

Corinna situation could be attractive to the foundation.

B. The Maine Community Foundation - This organization is

actually the administrator of a number of small foundations

based in Maine. While none of their current grant programs

appear to apply to the implementation of the Reuse Plan, it

would be desirable to establish contact with this group. Most

of their assistance is relatively small scale but may be

appropriate for the start up of a specific program such as an

effort to develop the potential for bird watching.

MUNICIPAL FUNDING - Most outside sources of funding do not

provide assistance for the type of day-to-day administrative and

marketing activities that will be needed to implement the Reuse

Plan. Therefore, the Town will probably need to provide an annual

operating budget for the implementation program that is funded

through the General Fund. This budget will need to cover staff

support, administrative expenses, and some marketing costs.

Potential Funding Sources 9-6