Economic Development Committee — Portland, ME
Date: 2018-05-01

ECONOMIC DEVELOPMENT COMMITTEE

 DATE: May 1, 2018 (Tuesday)
 TIME: 5:30 – 7:30 p.m.
 LOCATION: Room 209
 Portland City Hall




1. Review and accept Minutes of previous meeting held on March 20, 2018.

2. Public hearing and vote to recommend to the City Council a Proposed Amendment to Chapter
 2, Section 2-203 and Chapter 15, Section 15-8.
 a. See enclosed memo from Jon Jennings.

3. Public Hearing and vote to recommend to the City Council proposed Portland Downtown
 Expansion.
 a. See enclosed memorandum from Portland Downtown Executive Director Casey Gilbert.

4. Executive session: Pursuant to 1 M.R.S.A. 405(6)(C), the Committee will go into executive session
 to discuss real estate negotiations and provide guidance to staff for the following:
 a. Possible project scope change regarding the City Purchase and Sale Agreement with Ross
 Furman for sale of City property at 178 Kennebec Street (see enclosed memo and backup).



 Councilor Justin Costa/Chair



 Next Meeting Date: June 5, 2018 - 5:30 to 6:30/Joint Meeting with Housing Committee
 6:30 to 7:30/Economic Development Committee




 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 Minutes
 Economic Development Committee
 March 20, 2018


 A meeting of the Economic Development Committee (EDC) of the Portland City

  Council was held on Tuesday, March 20, 2018 at 5:30 p.m. in Room 209 of Portland

  City Hall. Present from the Committee was its Chair Councilor Justin Costa and members

  Councilors Nicholas Mavodones and Spencer Thibodeau. Also present from the City

  Council was Mayor Ethan Strimling. Present from the City staff were Public Facilities

  Director Kathy Alves, Associate Corporation Counsel Michael Goldman, City Manager Jon

  Jennings (arriving as noted herein), Economic Development Director Greg Mitchell,

  Waterfront Coordinator William Needelman, Senior Executive Assistant Lori Paulette, and

  Special Advisor to the City Manager Julianne Sullivan.

 Chair Costa opened the meeting with introductions and also noted that most of the

  items on the Agenda have been discussed previously by the EDC so the Committee is

  familiar with proposed terms.

 Item #1: Review and accept Minutes of previous meeting held on March 6, 2018.

 A motion was made by Councilor Mavodones and seconded by Councilor Thibodeau to

accept the Minutes as presented. Chair Costa noted that the Committee did receive an email

asking for a couple of edits. Councilor Mavodones said that he was comfortable passing them as

presented, and Councilor Thibodeau agreed.

 In regard to 44 Hanover Street, and “Mayor Strimling expressed concern . . . noting that

the zoning allows for at least 136 units”, Mayor Strimling said that he would let staff know if an

edit is necessary. Councilor Mavodones said that if so, staff can advise the Committee of that

edit.




 1
 Chair Costa asked for a vote on the motion and it passed unanimously.

 Item #2: Public Hearing and vote to recommend to the City Council Third

Amendment to Amended and Restated Lease with Ready Seafood Company at the Maine

State Pier.

 Mr. Mitchell introduced this item noting that Ready Seafood has been a great partner with

the City at the Maine State Pier since 2009, and this Third Amendment continues that partnership

for an additional five years with rental increases of 2% per year. He then went over the terms,

noting that parking – 10 spaces - would no longer be provided at the Thames Street lot. The

Lease does provide for five on pier parking spaces for customer turnover and four overnight box

truck parking spaces. In addition, there will be a rent credit of up to $150,000 during 2018 and

2019 for pier improvements that Ready will be making, and will be based on its actual

expenditures. This is the continued private/public partnership at the site.

 Councilor Mavodones asked if Ready would continue paying rent during improvements,

and Mr. Mitchell indicated that it would. Based on documented expenditures, the rent would be

reduced accordingly.

 Councilor Thibodeau asked if this is a rent reduction of up to $150,000 for 2018 and for

2019, and Mr. Mitchell said it was cumulative – up to $150,000 during those two years.

Councilor Thibodeau suggested adding the word “cumulative” in Section 6 of the proposed Third

Amendment.

 Chair Costa then opened the meeting for public comment.

 Michelle Landry of Peaks Island asked for clarification of the parking that Ready needed

to relocate from Thames Street.

 Seeing no further public comment, the public comment session was closed.




 2
 Mr. Mitchell said that Ready had to relocate 10 spaces from the City’s Thames Street

gravel parking lot, and Ready relocated those spaces to the Portland Fish Pier site.

 Councilor Mavodones made a motion to recommend to the City Council passage of the

proposed Third Amendment to Amended and Restated Lease with Ready Seafood; Councilor

Thibodeau seconded the motion.

 Councilor Mavodones noted appreciation for staff’s work on this, and that Portland is

fortunate to have Ready Seafood remain at the Maine State Pier, while also expanding in

Scarborough and Saco. They have been a great partner, adding jobs and economic vitality to the

area.

 Councilor Thibodeau agreed and having them as a partner in infrastructure improvements

is really important for both parties.

 Mayor Strimling also agreed.

 Chair Costa agreed as well, noting the EDC has been providing guidance to staff in

executive session on the proposed Third Amendment and is pleased to have Ready Seafood as a

tenant, noting its benefits for Portland and pier infrastructure.

 Chair Costa then asked for a vote on the motion and it passed unanimously. Mayor

Strimling, although not a member of the Committee, expressed his support of the motion.

 Item #3: Public Hearing and vote to recommend to the City Council Third

Amendment to Amended and Restated Lease with Bay Ferries Limited at the Ocean

Gateway Terminal.

 Mr. Mitchell described the terms of the Third Amendment, noting that the original Lease

started in 2016. The Third Amendment provides for the lease to continue for the 2018 season,

and an option for an additional year in 2019. There are no changes to the fee schedule. Parking




 3
has been removed, and the 2018 Updated Schedule is an Exhibit. Mr. Mitchell noted that

Custom Border Protection (CBP) is requiring upgrades to Federal security equipment, which will

be paid for by Bay Ferries and the Province of Nova Scotia.

 Mayor Strimling noted in a conversation he had with Channel 13, Channel 13 had

indicated that Bay Ferries and the Province would pay most of this upgrade, and Mr. Mitchell

said that they will pay for all of it.

 Mayor Strimling asked about the lost parking revenue and no increases in rent/fees. Ms.

Alves responded, with Mr. Mitchell adding that because of the costs of CPB upgrades –

estimated in the six figures – it is being recommended that the rent/fees stay flat. Ms. Alves said

that the fees collected cover the City’s costs associated with this operation. Discussion followed

about the fees/costs, with Ms. Alves noting she would get an estimate for 2018 revenue, and

revenues from Nova Star.

 Chair Costa asked about the CBP upgrades, and Mr. Mitchell said that for homeland

security reasons, CBP requested that it not be detailed. He then described the process for the

upgrades with the City entering into contracts and being paid upfront by Bay Ferries and the

Province, with the CBP owning the upgrades.

 Councilor Thibodeau noted that the Lease clearly states that the City is not responsible

for any of the costs for the CBP Federal security upgrades.

 Chair Costa opened the meeting for public comment.

 Timmi Sellers of Peaks Island asked about the lost parking for both Ready and Bay

Ferries.

 Seeing no further public comment, Chair Costa closed the public comment session.

 Ms. Alves said that lost parking for both was 10 spaces in the Thames Street lot.




 4
 Councilor Mavodones made a motion to recommend to the City Council passage of the

proposed Third Amendment to the Bay Ferries Amended and Restated Lease; Councilor

Thibodeau seconded the motion.

 Chair Costa thanked staff for making this work, given the tight timeframe to be ready for

the 2018 Season. This was a quite undertaking, but the parties came into agreement. He then

asked for a vote on the motion and it passed unanimously.

 Item #4: Discuss results of the Employment Disparity Study Scope and Cost

Research for EDC Direction

 Ms. Sullivan said that the backup details anticipated costs and scope of such a study as

done by other municipalities, but larger than Portland. These studies should be done before a

municipality has policies on contracting preferences in order to prove that disparities exist, as

there have been constitutional challenges.

 Councilor Thibodeau noted that when this Committee was discussing proposed TIF

policy amendments, particularly a suggested amendment that firms employed in the construction

phase of a TIF-assisted project must demonstrate 25% of the works hours be performed by

residents of Portland, minority and women employees, and Veterans of the Armed Forces, the

Corporation Counsel’s office said that there first needs to be a study to determine if this was even

an issue for Portland.

 In response to Councilor Mavodones, who was not on the Committee last year, Mr.

Goldman said that he would email his memo to the EDC at the time to Councilor Mavodones.

The municipality has to prove there is a problem in local hiring practices.

 Councilor Costa also noted that due to this issue coming up last year, the Portland

Development Corporation amended its Business Assistance Program Guidelines for Job




 5
Creation, where the guidelines noted the hiring of Portland residents; the amendment deleted that

reference.

 (Mr. Jennings arrived at the meeting at this time.)

 Mayor Strimling noted that this study would determine if the City is hiring these people.

 Ms. Sullivan suggested that a study could be done with other regional municipalities, and

then described what the disparity study would examine and recommendations, and could take up

to two years.

 Councilor Thibodeau questioned whether Portland needed to undertake the study, if it

would be a useful tool, and whether there are actual complaints about not hiring these categories

of people/businesses.

 Ms. Sullivan noted other cities who conducted such a study generally made some changes

after.

 Councilor Costa asked if there was any guidance from the courts, and Mr. Goldman

indicated that the studies he has looked at have substantial legal analyses and having such a study

done does not make you judgment proof.

 Councilor Mavodones said that he would need to review Corporation Counsel’s memo to

the EDC, and to also have a better idea of the costs that Portland could incur for such a study.

He also indicated that the State of Maine and/or Federal government may have lists of women-

owned, minority-owned, and veteran-owned businesses, but not all businesses register as such

and there may not be many in Portland.

 Ms. Sullivan noted that cities the size of Portland do not undertake such studies.

 There was discussion among the Committee members whether Portland needed to

conduct such a study; whether the City has been approached about discrimination in its




 6
contracting; obtaining quotes for such a study; looking at doing this regionally – Mayor to Mayor

discussion; and populations of other cities conducting such studies.

 Mayor Strimling appreciated the Committee needing more information, and getting

quotes would be beneficial; regional study is a good idea; and suggested hearing from a panel of

veterans, minorities, and women on what they think.

 Chair Costa said that he is hearing some openness to do this, but skepticism if there is

even an issue. A quote for such a study would be a good starting point.

 Mr. Jennings noted that Portland has not had issues in this regard.

 Chair Mavodones also noted that the costs of such a study would need to be weighed

against other projects needing to be done for Portland.

 Mayor Strimling indicates quotes for a study would assist in decision-making.

 Ms. Sullivan thanked the Committee for the feedback and would provide the Committee

with more information.

 Item #5: Public Hearing and policy direction discussion regarding public and

stakeholder input related to the Portland Ocean Terminal/Maine State Pier Redevelopment

Plan.

 Mr. Needelman went through the attached PowerPoint presentation, which provided the

Committee with some history, proposed concept, and feedback from the stakeholder outreach

process as to where there was agreement and disagreements. Issues of parking for the Islanders

were heard, as well as competition issues.

 Mayor Strimling asked to go back to the parking slide, and Mr. Needelman said that this

shows there is enough parking, per the Fort Hill Study, but the perception is that there is not

enough. Mayor Strimling asked for a copy of the study.




 7
 Chair Costa asked about high level next steps, and Mr. Needelman suggested drafting an

RFP, which may need an executive session with this Committee. As far as timing, there is no

impending deadline; rather, the facility needs attention.

 Councilor Thibodeau questioned the feasibility, and Mr. Needelman noted that the

development community participated in the public outreach process, and there is interest in the

opportunities the site would offer, which would be fleshed out through the RFP process.

 Chair Costa then opened the meeting for public comment.

 Mayor Strimling noted that he would need to leave shortly for a School Committee

meeting.

 Barbara Carter of Peaks Island express concern about the current congestion now with

busses, taxis, cars, ferry cars, and cruise ships. This area is an accident waiting to happen and

cannot begin to image adding more to the congestion.

 Chair Costa said that two members of this Committee are familiar with the site, as he

parks in the Casco Bay Lines (CBL) garage, and Councilor Mavodones works at CBL.

 Randy Schaefer of Peaks Island noted that the Whaling Wall building would make for

good parking and should be repurposed for that use. Lack of parking for Peaks Island residents

depresses Island real estate values. He suggested that the City work with Peaks Islanders to find

parking, with the possibility of the Islanders purchasing that parking.

 Debbie Jordan of Peaks Island noted that the feels the City values Peaks Island for

tourists versus residents, and this proposal will only increase congestion, parking issues, and

competition for the Island.

 Barbara Hopkins said that parking is the issue and need for Peaks Islanders.




 8
 TImmi Sellers agreed. She also noted that the Maine State Pier should be an education

center, educating and welcoming people to Casco Bay, education on sea level rise, how to treat

our islands and waters, history and neighborhoods for all the islands.

 Chris Hopkins of Peaks Island also noted that parking is the issue for Island residents.

 Doug Smith of Peaks Island said that he supports the comments made today. He has been

there 15 years, and at the beginning there was adequate parking, but now it is not available

nearby but 3 to 5 blocks away, and overnight parking is also needed. Peaks Island also has a

high population of elderly and parking nearby is best for them.

 Willis Spear, fisherman, noted that transportation and parking is needed for people who

work on the waterfront to survive.

 Kim Peasley of Peaks Island noted that not only the elderly but young families also have

the same issue; young families are important to the Island.

 Michelle Landry of Peaks Island disagreed that there is enough parking on the peninsula,

and that the Island Residential Zone was not represented in the study. The Islanders have put

thought into parking recommendations they have shared with the City, and the City and residents

need to work together on the issue.

 Ralph Ashmore echoed concerns of congestion, parking, and safety concerns, and also

noted that there are unfair practices in garages, noting cases of being disbarred from a garage

because spaces were shared with others, i.e., Islanders helping each other out when needed.

 See no further public comment, Chair Costa closed the public comment session.

 Councilor Mavodones commended staff on the thorough public outreach that was done

and the feedback reported to the EDC. The second floor of the Maine State Pier is fallow and

needs work. He indicated that he felt this was going in the right direction, while preserving the




 9
deep water berth, and he also noted that he understands the parking issue but it is not solvable by

repurposing the inside of the Whaling Wall building for parking as it was built for cargo.

Public/private partnerships are good, and competition is an unknown and would be narrowed to

find a balance. Councilor Mavodones also indicated that a well-designed walkway could focus

pedestrians in a safe fashion. Whatever goes in will generate more people, and pedestrian traffic

would need to be improved and safer. He also was interested in the education factor noted by

Ms. Sellers, and that he looked forward to reviewing a draft RFP.

 Mr. Jennings indicated that there are two or three parking structures under development

so another 800-1,000 new spaces will come on line.

 Councilor Mavodones then noted that the dirt lots that have been used by the Islanders in

the past were acquired by the City under City Manager Robert Ganley to leverage future

development. At that time, Mr. Ganley had advised the Islanders that these lots would provide

the Islanders with temporary, low cost parking.

 Councilor Thibodeau also supported the process, noting that he did not want the Maine

State pier to be a parking garage. Parking is an issue he hears most and suggested opportunities

for islanders to purchase land for their parking, and also incentives for current parking garages to

increase levels. He too liked the history/welcoming component as Ms. Sellers suggested and was

good to go with drafting an RFP.

 Chair Costa agreed that this is heading in the right direction, noting the current parking

and traffic concerns which can be difficult. There is a high volume of users now and not at the

same time. There would also need to be a connection to the working waterfront.

 Mr. Jennings thanked the Committee and the next step is to begin to draft an RFP.




 10
 The Committee agreed, and Chair Costa thanked former EDC Chair and Councilor David

Brenerman for his leadership on this item during 2017.

 There being no further business, the meeting adjourned at 8:15 p.m.

 Respectfully, Lori Paulette




 11
 Redevelopment Options
 for the

  MAINE STATE PIER


Stakeholder Engagement Results
Economic Development Committee March 20, 2018
Stakeholder Outreach:
• Waterfront Alliance +/- 20 participants
• CBITD Operations Committee +/- 8 participants
• Pier Tenants +/- 7 participants
• Seafood Industry +/- 19 participants
• Food and Beverage Industry 3 participants
• Islander/Public Open House +/- 15 participants
• Peaks Island +/- 50 participants

+/-120 individuals, some representing larger
constituencies (CBITD Board Members, Peaks Island
Council….)
• Economic Development Committee Tuesday, March 20
Redevelopment on
the Maine State
Pier should be
consistent with
longstanding
waterfront land
use policies




 Portland Plan 2030, page 41
Over 20 public and
private operations share the
Maine State Pier

Integration and coordination
is crucial

Current policies informing
Future pier changes were
Adopted in 2006
2006 Policy Statement, Summarized
The Maine State Pier:
 Is a regionally significant asset
 Is needed for the Marine Passenger industry
 Needs investment and revenues
 Mixed Use has a role on the Pier

Policies:
• Preserve Deep Water Access and Marine Utility:
• Create Economic and Structural Stability for the Pier through
  Appropriate Mixed Use Development
• Respect and Enhance Other Vital Water Dependent Uses of the Pier:

Development Strategies:
“The City will approach the future of the pier by encouraging a mix of
appropriate uses that both promote deep water berthing options and
provide the revenues needed to maintain the infrastructure for future
generations….”
2006 Continued:
Spatial Relationships for Non-marine Use
 The pier edge and deck adjacent to the pier edges must remain
 available for anticipated and future marine uses.

 Non-marine uses should be concentrated on upper floors

 Circulation areas, should focus activity to the interior of the pier, away
 from the seaward edges.

 Where non-marine uses are proposed, respect the interior of the pier as
 an urban pedestrian space and create a welcoming, safe, and
 attractive extension of the city fabric onto the pier.

 In general, non-marine activity should concentrate toward the northerly
 end of the pier, leaving the southerly harbor-side end of the pier available
 for marine and open space uses.

Protect and Create Views
Multiple proposals have come forward since the
 Request for Proposals in 2007
2006-2009
Maine State Pier RFP

Ocean Properties



Both proposals eventually walked away.
The Great Recession of 2008 didn’t help
City of Portland 2009
Shucks Maine Lobster 2014
New England Ocean Cluster House 2015
Proposed Policy

 Recognize changes since 2006
 • The arrival and success of Ready Seafood in the
 southerly end of the POT
 • Growth of Marine Passenger Transportation
 • Growth of Hotel and Tourism Development

 Remove expectations for wholesale
 redevelopment of the pier from the policies
 What’s Next?




Portland Ocean Terminal:
Immediate Context
Concentrating efforts on the
“Northerly End of the Pier”
Portland Ocean Terminal: Current Uses
Cruise Ship Support
City Shop/Maintenance
Private Leases
Mechanical Core
Circulation
Tenant Storage Variable
City Storage Seasonal
Vehicles Variable
  Concepts for higher utilization of the
  Upper floor and Northerly End of the POT




• Consolidate and organize City and tenant marine
  operations and storage
• Retain Existing Marine Tenants – Charter, Tugs, Ready

Over 80% of the first floor
would be retained for Marine Use
 Concepts for higher utilization of the
 Upper floor and Northerly End of the POT




• Create a new security plan, protecting current marine
  operations, including: Tugs, Cruise Ships, others…


1st Floor Areas Proposed to Remain
within the “105” secure zone
Create covered pedestrian way
within westerly edge of the POT
Concepts for higher utilization of the
Upper floor and Northerly End of the
POT depend on improved circulation




• Improved entrance, pick up – drop off
• Walkway
• Coordinated with Casco Bay Lines
Total Parking Capacity: 15,669
Effective Capacity (85% of Total): 13,990
Est. Peak Season Weekday Demand: 14,280
Percent Land Area of Parking: ~ 21.8%


Large difference in demand during off-peak vs. peak times
Limited low-cost, extended parking options accessible from ferry terminal

Potential Strategies:

• Nonprofit Transportation Association

• Expand Specific Island Resident Parking Programs

• Higher Cost on-Street Parking in High Demand Areas

• Extend On-Street Meter Hours to 8pm

• Improve Parking Management & Technology

• Update Land Use Permit Parking Policies

• Shuttled Parking

• Transportation Network Companies (Lyft & Uber)

• Car Sharing (U-Car)
Concepts for higher utilization of the
Upper floor and Northerly End of the POT




  Introduce Market Style Retail
  Oriented to the interior of the pier
Concepts for higher utilization of the
Upper floor and Northerly End of the POT


 +/-19,000 sf +/-9,000 sf
 Office incubator Event and
 meeting space




Prepare entire second floor for reuse
Potential Uses
• Office incubator complex
• Event and meeting space
  THE MARKET
 at
MAINE STATE PIER
1924 Tax Photo
Stakeholder Feedback:
Areas of General Agreement:


 The POT building and Pier circulation need improvement.
 The suggested redevelopment program is well considered and attractive.
 Loading and servicing should avoid causing congestion.
 Direct and indirect parking impacts should be considered.
 Compatibility and collaboration with Pier Tenants will be critical.
 Marine uses received greater support than non-marine uses.
 Address competition with existing restaurants, raw seafood retailers, and on-island
 grocery through market analysis.
 Smaller scale retail, with emphasis on prepared food and limited seating, generated the
 most positive feedback.
Stakeholder Feedback:
Differences of Opinion:

 Some participants believed that the circulation improvements (northerly
 roundabout and internal walkway) would greatly improve circulation on the pier,
 while other believed that the increased activity would exacerbate existing
 congestion issues.

 Many participants expressed support for small scale retail as an expansion of
 opportunity, while others expressed concerns over undue competition by a public
 entity over private enterprise. Concerns over competition were most strongly
 articulated by the Peaks Island participants.
Stakeholder Feedback:
Peaks Island:

• +/-50 attendees
• Negative response
• Adamant and unified:

 The City should not consider more uses on Maine State Pier
 until longstanding parking issues are addressed.
Concluding Thoughts:
• The recent outreach process provided substantial input informing future use and
  development of the Portland Ocean Terminal.

• Staff has received enough feedback to assist in the drafting and issuance of a
  Request for Proposals (RFP) reflecting the suggested development program.

However, the significant concerns raised by Islanders (parking and pier congestion)
and by members of the retail and development community (competition with
private enterprise) warrant consideration both within and apart from any pending
procurement process.
Competition:
The City should confirm healthy market conditions post development and avoid
unfair competition with the private sector.

Islander Parking:
City of Portland Parking Study for Downtown, the Old Port, and the Eastern
Waterfront, Sept 2017 Recommendations relevant to Islander parking concerns.
 Explore the Formation of a Non-Profit Transportation Association
 Explore expanding Specific Island Resident Parking Programs
 Improve Parking Management and Technology
 Explore shuttled parking
 Expand use of TNC (Lyft and Uber…) and Chare Share

Engagement with Island communities on parking and traffic issues should continue
 under any outcome.
Next Steps, Staff Suggestions:

• Public-private partnership in order to maximize
  leveraging private funds and non-municipal public
  funds.

• RFP process to attract public-private interest to
  support the suggested POT Redevelopment program.
1 of 8
2 of 8
3 of 8
4 of 8
5 of 8
6 of 8
7 of 8
8 of 8
 MEMORANDUM



TO: Chair and Members of the Economic Development Committee

FROM: Casey Gilbert, Executive Director, Portland Downtown

DATE: April 25, 2018

SUBJECT: Portland Downtown Proposed Expansion


 I. ONE SENTENCE SUMMARY:

Portland Downtown is seeking to expand its current district footprint to include additional downtown
district adjacent properties per the provided expansion map.

 II. BACKGROUND:

As part of Portland Downtown’s 5-Year Strategic Plan, Growth, along with Vitality, Experience, and
Advocacy, is a strategic initiative area that has been given thoughtful consideration and research by
our volunteer Board of Directors. A Growth Ad-Hoc Committee was formed, from which the
attached memo was developed. As the city continues to experience growth in both commercial and
residential development, so too does the need for Portland Downtown’s supplemental level of
programs and services for downtown property owners.

 III. INTENDED RESULT:

Portland Downtown provides supplemental services to property owners within the district, including
tax exempt properties. In the current district, there is approximately $160M in tax-exempt property
and $840M in taxable value, for a total Downtown Improvement District (DID) valuation of $1B.
The proposed expansion will add approximately $68M in taxable value (an 8% increase to current
taxable value) to the DID. The expansion will allow Portland Downtown to extend its programs and
services to a DID adjacent area that has demonstrated a demand for our programs and services via
See, Click, Fix requests. Within the proposed expansion area, there is growth and development
currently underway or approved to begin by the City, which will add more residential and
commercial density to the urban downtown core.

 IV. FINANCIAL IMPACT:

Property owners within the expansion area will receive a supplemental tax bill, based on Portland
Downtown’s mil rate, which is voted on by the City Council each June. The proposed expansion
would provide Portland Downtown with approximately $67,000 in additional revenue towards its
annual budget, based on the current mil rate of .92. It is expected that the mil rate may increase this
year, when Portland Downtown’s budget is approved by the City Council in June.




 1 of 28
 V. PORTLAND DOWNTOWN ANALYSIS AND BACKGROUND:

Please see attached memo.

 VI. RECOMMENDATION:

The Portland Downtown Board of Directors voted to recommend approval for the geographic District
expansion per the provided map.

 VII. LIST ATTACHMENTS:

 - Portland Downtown’s Growth Ad-Hoc Committee memo
 - See, Click, Fix requests for proposed expansion area for 2017
 - Portland Downtown’s 5-Year Strategic Plan
 - Geographic Description for proposed FY19 DID (including expansion area properties).
 - Public meeting notice for additional proposed DID property owners.




 2 of 28
3 of 28
4 of 28
5 of 28
6 of 28
7 of 28
8 of 28
9 of 28
10 of 28
11 of 28
12 of 28
13 of 28
14 of 28
15 of 28
 Fix It! Portland Requests: 2017
 Within Downtown District Proposed Expansion

 116 Requests for Service
 Abandoned Bike
 Broken Parking Meter
 Broken Sign Post
 Collect Recycling
 Crosswalk
 Dead Animal
 Depression in Street
 Flooding
 Graffiti 14
 Homeless Camp
 Ice Condition
 Inspection Issue
 Leaf Removal
 Litter
 Noise
 Paint Street Lines
 Parking
 Playgrounds
 Police Issue
 Pothole
Recycling Not Collected or Missed
 Repair Fences and Guardrails
 Sidewalk Ice Condition 1
 Sidewalk Plowing 3
 Sidewalk Snow Violation 46
 Sidewalks 5
 Snow Removal 2
 Street Light
 Street Signs
 Street Sweeping
 Traffic Light
 Trash on private property
 Trash/Recycling
 Trees

 0 5 10 15 20 25 30 35 40 45 50


 16 of 28
Portland’s Downtown District
5-Year Strategic Plan
June, 2015

Introduction
Portland’s Downtown District was established in 1992 through an
act of the Maine State Legislature under the “Maine Municipal
Development Districts” statute. It was incorporated as a 501C(4)
non-profit called the Downtown Improvement District, Inc. The
initial overriding goal, as taken directly from the enabling
legislation, was to “promote and enhance the image of downtown
Portland, Maine, as a safe, clean, well-managed area in which to
live, visit, shop and conduct business.”
The legislation document goes on to describe many of the goal
elements that PDD still performs today. More recently, these
were incorporated into the mission statement established during
the organization’s previous strategic planning process:
 Portland’s Downtown District is in the business of maintaining a
 clean and safe downtown while building and promoting a vibrant
 business, residential and tourism destination.
While PDD’s original goals have remained relatively constant over
the preceding 23 years, Portland has evolved to become one of
the leading cities in New England, and, arguably, the economic
engine for Maine. The downtown in particular has built its
reputation as an important visitor destination, and a popular place
to live, play and work. Portland now receives national accolades
for its successes, and regularly makes top ten lists for its scenic
beauty, restaurants, active arts culture and quality of life.
PDD deserves at least some of the credit for the city’s resurgence.
Working mostly behind the scenes, Portland’s Downtown District
has been committed to maintaining a clean and safe environment
for visitors, workers and residents. It has consistently produced
popular city events, developed a successful website, distributed
printed visitor brochures and maps, and worked hard with other
partners to create value for its property owner constituents.


Current State – Spring 2015
Today, Portland is a city in major transition. Older infrastructure is
requiring upgrades along with major capital projects that need
prioritizing and funding. Transportation and parking pressures



 17 of 28
must be addressed so that the city maintains its walkability, while
vehicular access to, and through, the downtown is not adversely
constricted. New housing is needed to satisfy demand in all
economic groups from affordable to workforce to retirement.
While development projects should be carefully considered and
encouraged, zoning schemes must also be scrutinized so as not
to limit appropriate private investments. Open space and
historical complexities must be balanced against the city’s growing
economic needs. Social service capabilities require a new
collaboration of all downtown organizations, along with funding to
mitigate acute problems like homelessness and panhandling.
This is a long list of transitional growth issues! Yet, Portland’s
Downtown District’s mission and original goals still remain
relevant today. Our role in Portland’s future success will require
establishing priorities in the areas of Downtown Vitality and the
Downtown Experience. And, the organization must fill a
leadership void and become a stronger voice for the city.
In the fall of 2014, the Chamber of Commerce cast light on the
current economic realities of Portland in its annual benchmark
report. On the surface the city appears thriving, but as the
Chamber has pointed out underneath the foundation is hardly
solid. Income, housing costs, tax burden and other key metrics
are underperforming when compared to similar sized peer cities in
New England and across the country. These issues are of similar
concern and importance to PDD.


Looking Forward
Portland’s downtown has physically grown beyond the PDD
borders which were established over two decades ago. Today it
reaches into the surrounding downtown areas and pockets of real
estate that were not included within the original footprint. An
expansion of Portland’s Downtown District is needed to allow the
organization to provide more resources to these newer regions,
incorporate the businesses into our marketing strategies, and
more importantly to bring additional voices in support of the
organization’s goals.
The next 5 years will present significant challenges as well as
opportunities, and is a crucial period for Portland’s long term
social and economic future. Clearly, there are conflicting views on
where that future should take the city, and there is no overriding
leadership coming from the public or private sectors. Often voices
representing narrow interests are able to have a significant
influence over local decisions, with more traditional organizations
or business interests left out of the discussions. Even the normal



 18 of 28
process of government is impacted with the ‘legislation by
referendum’ phenomenon Portland is currently experiencing.
Though unintended, this lack of broad thoughtful leadership and
consensus building has the potential for harming the positive
economic advances and reverting Portland back to the difficult
times that spawned the organization in the first place!
Portland’s Downtown District has always supported a healthy mix
of economic development, business and income growth,
combined with maintaining the city’s superior quality of life. PDD
is in the unique position of speaking for the downtown’s largest
cross section of constituents - property owners, businesses,
residents and employees. In the end the current situation and
potential for the next five years, presents a clear opportunity, and
responsibility, for Portland’s Downtown District to help shape the
dialog and influence the future of Portland.


Strategic Planning Process
Many paths can be taken to achieve a strategic plan. Ultimately,
its purpose is to set goals and initiatives that are expected to be
achieved over a reasonable timeline. It is not a business or
operational plan, as these are more granular and short term, and
generally adopted in support of the strategic plan. Clearly, a good
strategic plan will not simply be an exercise conducted according
to bylaw requirements, but a document that guides the
organization forward.
The process was conducted over six months in expectation of
adoption by June FY15, the end of the current year. Below is the
timeline to achieve the final document:
 1. 1st Draft was reviewed by all board members prior to the
 January 15th board meeting/morning retreat.
 2. An electronic survey was sent to PDD constituent groups
 for strategic planning input.
 3. The same survey mailed to PDD property owners.
 4. Survey results were closed and tabulated by January 31st.
 5. Board members offered additional input, changes and
 prioritization of items.
 6. A 2nd draft was completed in March and reviewed by the
 board electronically.
 7. Changes and refinements were made in April and May.
 8. The final document will be approved at the June board
 meeting.
The Strategic Plan is organized into Four Key Initiatives. These
are the broad, core categories that will define the focus of the



 19 of 28
organization through 2020. Incorporated into the Key Initiatives
are the specific goals to be achieved during this 5 year cycle.


Strategic Plan Key Initiatives


 A. The Downtown Experience Initiatives

 Portland is an old city with narrow streets, crooked
 sidewalks, historic buildings, public parks, a working
 waterfront, 4 seasons of weather, and a resulting charm
 that is not seen in a city of its size anywhere in America.
 Our core responsibility is to be the leaders for maintaining
 the downtown, and these Downtown Experience priorities
 incorporate our traditional “clean and safe” goals.

 Property owners rightfully expect a certain level of baseline
 public services from the city of Portland paid for by property
 taxes. Our investment in a supplemental level of services
 is where PDD is able to make a major difference. To
 provide this, we contract with the city of Portland annually
 on a Supplemental Services Agreement.

 Portland is generally a safe city but PDD must remain
 vigilant as perception for many is reality. This requires
 continuous work to create a comfortable experience for
 visitors, employees and residents. We manage safety
 concerns through a close working relationship with the
 police and fire departments, hired cadet patrols, human
 service agencies and city staff.

 Top strategic priorities are:

 1. Expanded police and cadet presence – to add more
 foot patrols and expand the hours and coverage in the
 downtown.

 2. Create and hire a new position called Community
 Services Coordinator – with property management
 skills to monitor ‘the streets’ and work closely with city
 staff and property owners.

 3. Improved street lighting – by addressing poor lighting
 in darker downtown zones. Consider ways to fund city
 lighting upgrades.




 20 of 28
 4. New signage and banners – to improve wayfinding
 and replace aging banners

 5. Focused effort on homelessness and panhandling –
 Work with city staff and shelter agencies to find common
 ground in solving these problems. Research legislation
 to reduce panhandling

 6. Increased landscaping and plantings – Consider
 ways to beautify the downtown such as an “adopt a
 planter” program and volunteer landscapers. Work
 closely with “Friends” groups to support park
 maintenance.

 7. More resources for graffiti removal and education –
 Closely monitor Learning Works and consider additional
 removal vendors. Provide frequent information to
 property owners on latest removal techniques.

 8. Additional public restrooms – identify sites for new
 public restroom facilities, or other alternative concepts.
 Seek funding sources.

 9. Sidewalk brick and tree well repair – Inspect and log
 all sidewalk issues and create priorities for use of CIP
 funds. Replace trees and reconstruct tree wells, or brick
 in unused wells and remove old asphalt repairs.

 10. Improved snow removal procedures – Refine rules
 for parking bans in the downtown and closely monitor
 removal following storms

 11. Recycling and waste removal – In conjunction with
 the city, implement a recycling and food waste removal
 plan.

 12. Management of supplemental services agreement –
 create a new working model for oversight. Monitor and
 track See, Click and Fix performance.


B. The Downtown Vitality Initiatives

 Our ‘Downtown Vitality’ strategy will be contemporized
 through a stronger focus on marketing and online
 communications. Major downtown events like the Old Port
 Festival, Winterfest and Light Up Your Holidays present an




 21 of 28
opportunity for partnerships to achieve even greater
success, and to share some of the operational burdens.

Much of our vitality efforts will be directed toward the
support of downtown businesses, especially those on the
street level that struggle to compete with online companies
and national competitors located in South Portland,
Freeport and the other surrounding communities. Our new
website will feature a comprehensive calendar of events
and provide help to visitors with parking, transportation and
other needs.

 1. Develop and execute a long-term consumer
 marketing and communications plan – focus will be in
 support of downtown businesses, mainly retail, and
 expanding local and long-distance visitations on a year-
 round basis

 2. Hire a Marketing and Communications Coordinator
 – to focus on executing a marketing plan, and managing
 the website, database, and internal and external
 communications.

 3. Establish www.portlandmaine.com as the online
 hub for Portland – feature local events, business
 information and how to travel to downtown Portland.
 Create a plan to monetize elements of the site.

 4. Maintain PDD events – Retain ‘ownership’ of the Old
 Port Festival, Winterfest, Light Up Your Holidays and
 seek partners and outside event management for
 support.

 5. Event partnerships – provide our city knowledge and
 marketing capabilities to support other downtown events

 6. Improve the Park and Shop Program – update this
 program to better serve the public, merchants and
 parking lot owners.

 7. Complete a parking and transportation study – to
 inform city leaders and provide solutions

 8. Research and monitor the health of downtown
 businesses – acquire information about retail sales and
 track performance




 22 of 28
 9. Maintain business database – continually update
 business information and communicate effectively to
 individual sector groups.

 10. Seek sponsorships and grants – to provide funding
 for events and other marketing or maintenance initiatives

 11. Support acquisition and recruitment of new
 businesses and residents – by participating with other
 organizations, and remaining engaged on all housing
 and zoning issues


C. The Advocacy Initiatives

 Portland’s Downtown District should take carefully
 considered positions on major issues that affect our
 constituents. Moreover, PDD is positioned to be in a
 leadership role with regard to all issues than impact the
 future of Portland. This responsibility requires an advocacy
 process that seeks input from the community, vetted
 through a committee of the board of directors.

 1. Establish a formal advocacy policy – a committee
 should be formed to create the procedures for adopting
 positions. The executive director should speak publicly
 for the organization.

 2. Create a process to solicit community input – utilize
 surveys and meetings to elicit feedback and support.

 3. PDD Representation – to remain informed in all city
 decision-making, PDD should provide a member(s) to all
 city committees, task forces, and study groups. The
 executive director should be a member of other
 organization boards, such as the Chamber and CVB.

 4. Consistent communication to constituents – PDD
 should frequently communicate its position to all
 constituent groups. It should seek supporters to attend
 council and committee meetings

 5. Continuous board and committee recruitment – to
 maintain fresh perspectives and keep a ‘pipeline’ in place




 23 of 28
 D. The Growth Initiatives

 Portland’s downtown has grown significantly since PDD
 was established in 1992. However, the organization’s
 footprint has not grown beyond its initial boundaries. A
 specific plan is needed to expand.

 1. Add properties within the current footprint but not
 presently included in the assessment – for a variety of
 reasons a significant amount of property was excluded or
 has been redeveloped since the district was established.

 2. Expand east of Franklin Street - to include the India
 Street Neighborhood and the waterfront area down to the
 current Portland Company property

 3. Consider expansion to the Bayside Neighborhoods –
 to include some of downtown Portland’s fasted growing
 areas

 4. Consider expansion to include the total Downtown
 TIF – The newly enacted ‘downtown TIF’ includes nearly
 all of the commercial area in the central peninsula of
 Portland.

 5. Consider acquisition of other ‘like purpose’
 downtown organizations – there are a number of non-
 profits that have similar roles and are often inadequately
 funded and staffed. PDD could incorporate them under
 our umbrella.

 6. Evaluate a two-tier assessment program – analyze
 the financial and operational issues with offering a
 different rate for residential and commercial properties


Summary
Portland’s Downtown District is completing an organizational
transition much like the city itself. By the end of June it will be
launching a new website to better represent its high profile URL,
portlandmaine.com. At the same time it will be changing its name
to simply Portland Downtown, removing the ‘district’ label and
broadening its focus to be more inclusive of all constituent sectors
in the city.
This five year plan lays out an ambitious strategy for the 23 year
old organization. While the plan does not establish many of the
specific details or timelines to complete each goal or initiative, it



 24 of 28
identifies the path toward positioning Portland Downtown as a
leader in the future evolution of the city.
Some strategic goals are likely to be completed more quickly than
others. And, while certain goals may be dropped, others will likely
be added by future boards. This is a normal process in a dynamic
organization. In fact, the strategic plan should be reviewed
annually and a business plan created for each fiscal year cycle.
Finally, Portland Downtown will only be as strong as its volunteer
board of directors and committees, supported by talented staff
members. A continuous effort should be made to recruit and retain
a team of influential people with a passion for Portland and a
positive outlook for the future.




 25 of 28
012ÿ45665789 ÿ8ÿÿ7829ÿ28859ÿ54ÿ12ÿ2822ÿ54ÿ569ÿ579579ÿ88ÿ ÿ54ÿ6ÿ
ÿÿ
ÿ
59 2 ÿ22ÿ!51ÿ82ÿ"ÿ2ÿ22ÿ5ÿ#81ÿ22ÿ$89689 ÿ12ÿ65ÿ45989 ÿ59ÿ12ÿ
 517226ÿ592ÿ54ÿ12ÿ892 2859ÿ781ÿ2ÿ22%&ÿ
ÿ
#81ÿ22ÿ!51ÿ82ÿ"ÿ59 2 ÿ22ÿ5ÿ2289 ÿ22&ÿ
ÿ
#81ÿ22ÿ9512 26ÿ82ÿ"ÿ2289 ÿ22ÿ5ÿ!269ÿ'(292&ÿ
ÿ
!269ÿ'(292ÿ512 26ÿ82ÿ"ÿ#81ÿ22ÿ5ÿ) 9*689ÿ'286&ÿ
ÿ
) 9*689ÿ'286ÿ517226ÿ82ÿ"ÿ!269ÿ'(292ÿ5ÿ5286ÿ22&ÿ
ÿ
5286ÿ22ÿ!51ÿ82ÿ"ÿ) 9*689ÿ'286ÿ5ÿ#81ÿ22ÿ$89689 ÿ+ 892ÿ2ÿ82ÿ
,59 ÿ-1 4ÿ9ÿ569ÿ)81ÿ82%&ÿ
ÿ
#81ÿ22ÿ9512 26ÿ82ÿ"ÿ5286ÿ22ÿ5ÿ62 9ÿ22&ÿ
ÿ
62 9ÿ22ÿ9517226ÿ82ÿ"ÿ#81ÿ22ÿ5ÿ *ÿ22&ÿ
ÿ
 *ÿ22ÿ9512 26ÿ82ÿ"ÿ62 9ÿ22ÿ5ÿ59 2 ÿ22.ÿ




 26 of 28
April 25, 2018

Warm greetings from Portland Downtown,
As a follow-up to our meeting at the Maine Historical Society on Tuesday, April 10th, we wanted to notify
you about several upcoming public meetings that will address the proposed expansion of Portland
Downtown.
If the expansion is approved by the City Council in June, your property will become a part of the
Downtown Improvement District. What this means is that you will pay a supplemental tax which will
directly support our efforts to keep downtown clean, safe, and vibrant. The collective supplemental tax
paid by downtown property owners is used to fund the programs and services that comprise our
nonprofit organization’s annual operating budget. For more information about Portland Downtown’s
mission, programs, services, and events, please visit portlandmaine.com.

You are encouraged to attend or make public comment at the May 1 and June 18 meetings as
noted below. All meetings will take place at Portland City Hall.

City of Portland’s Economic Development Committee Meeting
 • Tuesday, May 1st at 5:30pm (Room 209)

City of Portland’s City Council Meeting
 • 1st reading of the proposed expansion agenda item: Monday, June 4th at 5:30pm (City
 Council Chambers, 2nd floor)
 • 2nd reading, public hearing, and vote on the proposed expansion agenda item: Monday,
 June 18th at 5:30pm (City Council Chambers, 2nd floor)

On the reverse, please find the information included in the original letter, sent in March, inviting you to
the meeting at Maine Historical Society (please note that this meeting has already occurred).
Should you have any questions at any time, please feel free to contact me via phone or email: (207) 772-
6828 x212 or casey@portlandmaine.com.




Casey Gilbert
Executive Director, Portland Downtown




 27 of 28
March 15, 2018

Warm greetings from Portland Downtown,

Since 1992, Portland Downtown has been providing a wide-range of programs, services and events to our
downtown property owners. Not only do our property owners benefit from our offerings, but so does the wider
community. As a 501c4 nonprofit, with a mission to make downtown clean, safe & vibrant, it is our duty to ensure
that the impacts of our mission are experienced by those who live, work, and visit downtown. From our award-
winning Police Cadet Program in partnership with the Portland Police Department, to our award-winning
Graffiti Busters Program in partnership with LearningWorks and the City of Portland, we design our programs
to reflect the needs of downtown and to be in-line with our mission. To keep downtown vibrant, we hang colorful
banners year-round, plant flowering plants in flower pots, and have invested in more than 200 decorative forms
that make up Pandora’s amazing Winter Lights display, which illuminates the streets, parks, and buildings in
downtown. The Downtown Directory, published in partnership with the Portland Press Herald, showcases our
diverse mix of businesses – from restaurants and retail, to service and points-of interest. The directory is distributed
far and wide and mailed all over the country to people interested in visiting our beautiful coastal city. However,
our greatest impact is in the work of our downtown public works crew, who keep the streets and sidewalks clean
and free of snow, so that people can explore downtown unencumbered. Our five-person downtown works crew
keeps our parks looking beautiful, our sidewalks free of litter, and much of what they do happens while the rest of
the city is asleep – so it seems to happen magically! Portland Downtown also produces many beloved community
events throughout the year, including the Tree Lighting in Monument Square, Downtown Worker
Appreciation Day, and Old Port Festival. We do all of this with four full-time administrative staff and an
outstanding volunteer Board of Directors.

So, why share this with you today? As the city grows and develops, so too does the definition of downtown.
While Portland Downtown currently provides beneficial programs and services to over 750 properties on the
peninsula, there are many that we do not serve, as we are bound geographically as a Business Improvement
District. Through the research of our Growth Ad-Hoc Committee, we have discovered that there are properties
adjacent to our current footprint that would benefit from our programs and services and are primed for inclusion
in Portland Downtown. Your property has been identified as part of a collective group that we would like to
include in our upcoming fiscal year. What that means for you as a property owner is a supplemental tax that will
be mailed separately from your property tax bill, with a millage rate that is 1/20th of the city’s millage rate. In
return, you receive the full benefit of Portland Downtown’s programs, services, and advocacy.

We’ve arranged a gathering so that you can ask questions, meet current Board members and
stakeholders, and get to know us a little better. On Tuesday, April 10th at 5:30pm at the Maine Historical
Society, we’ll have presentations, Q&A, and refreshments. We hope to see you there! Please RSVP to Taffy Eaton
at taffy@portlandmaine.com or 772-6828 x214.



 Casey Gilbert, Executive Director Kim Volk, Chair, Board of Directors

 28 of 28
Questions?