The Midcoast Economic Development District

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The Midcoast Economic Development District Powered By Docstoc
					2007
Midcoast Economic
Development District
Midcoast Maine




     Comprehensive Economic Development Strategy


                               Prepared by
                       The 2007 Midcoast Economic
                           Strategy Committee



                            Approval Pending



                              March 2008

                              Sponsored by

          Midcoast Council for Business Development & Planning

              Lincoln County Economic Development Office
                                 Table of Contents


    I.     Background                                   Pg. 5

    II.    Analysis of Economic & Community
           Development Problems & Opportunities         Pg. 22

    III.   CEDS Goals & Objectives                      Pg. 44

    IV.    Community and Private Sector Participation   Pg. 54

    V.     Suggested Projects                           Pg. 57

    VI.    Vital Projects, Programs and Activities      Pg. 63

    VII. Economic Clusters                              Pg. 66

    VIII. Plan of Action                                Pg. 76

    IX.    Performance Measures                         Pg. 91

    X.     Integration with State‘s Economic
           Development Priorities                       Pg. 100


    Appendix A, B, C, D: Community Participation




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                                        Midcoast Maine


    From Brunswick to Waldoboro, the Midcoast District offers an array of retail, service, tourist,
cultural and educational options. The towns of Bath, Brunswick, Topsham, Waldoboro, Wiscasset
and Damariscotta comprise the major population centers. The Androscoggin River runs feverishly
through the Towns of Brunswick and Topsham, meeting with the Pejepscot; and the Kennebec
River spreads out and joins the Sassanoa, the magnets that made Bath ―the city of ships‖. The rich
history of the shipbuilding days is evidenced by the large sea captains‘ houses topped with widow
walks, and other remnants of the seafaring life. Today, one can still enjoy the area‘s many harbors
and inlets, such as Merrymeeting Bay and New Meadows Harbor, and find marinas that service
modern day vessels.
    Also part of the Midcoast District is the town of Harpswell, which boasts 150 miles of rugged
and remote coastline, more than any other town in the State. Harpswell‘s fishermen continue the
traditional work of their fathers and grandfathers, while watching their community become a
retreat for the rich and famous. Within a short drive, one can experience the congestion of
consumers in the downtown centers and development of Bath, Brunswick, and Topsham and also
the winding roads and ocean vistas of the Harpswell peninsula. The contrast between Cooks
Corner and places like Mackerel Cove make it necessary to employ a myriad of innovations and
investment in order to keep these varied communities vibrant and healthy. While vast summer
homes sprout up on Harpswell‘s wave-crashed crags, development up the peninsula has seen the
renovation and transformation of many of the mill and fort buildings. These quaint complexes
house business offices as well as local artisans, restaurants, gourmet shops and value-added
products. The Bowdoin Mill and Fort Andross are examples of revitalization that are alive and
thriving.

    To the northeast are the coastal towns of Wiscasset, Damariscotta, Boothbay and the Pemaquid
and South Bristol peninsulas, flooded with tourists and part-time residents during the summer
months, bringing economic support to the many retail and service-related businesses. Fishing and
other marine-related industries such as boat-building, aquaculture, clamming, worming, etc.,
depend on location and access to the waterfront, and continue to fill an important role in the local
economy. The paradox of how to support the growing tourist industry in the area while also
maintaining the traditional qualities of coastal Maine life which attract many tourists in the first
place is one that requires a creative set of solutions. The Sheepscot, Medomak, Damariscotta, and
Marsh Rivers link the inland lakes and farmlands to the sea and house ecosystems that are
imperative to the vitality of many resource-based businesses. Inland from the coast are the pastoral
and unquestionably rural towns of Jefferson, Dresden, Alna, Somerville, and others. Rambling old
farmhouses and overgrown fields recall the subsistence farming of the past on the fertile but rocky
coastal and river plains. Some small farms have survived or have been revived, and comprise an

3
important sector ready for innovative economic development, through cultural heritage tourism
and the like.




4
    Midcoast Economic Development District
                    2008




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I.     Background
       This Comprehensive Economic Development Strategy (CEDS) for the Midcoast region of
Maine, which consists of Lincoln and Sagadahoc Counties, as well as the communities of
Brunswick and Harpswell, is an economic analysis of the region; vision, goals, objectives and
actions for economic development of the region, a list of prioritized economic projects and
performance measures to determine progress in meeting the economic goals.

        Many events since the submission of the last CEDS in 2002 have forever changed the
region and prompted communities into action. The Defense Department‘s decision to close the
Brunswick Naval Air Base (NASB), beginning in 2008, will result in the loss of over 5000 jobs
and 135 million dollars annually from the local economy. Layoffs at the region‘s other major
employers, such as the Bath Iron Works (BIW) and the closing of other manufacturing facilities,
have also negatively impacted the regional economy. Such jobs losses affect other sectors of the
economy as well, particularly the service, construction and retail industries. The Midcoast must
also replace workers expected to leave the region in the next few years. Severe shortages are
already being experienced in the health care and education industries and are projected to grow
worse with these departures.

         These economic adjustment problems have spurred the two regional economic
development organizations into action. The Lincoln County Economic Development Office
(LCEDO) and the Midcoast Council for Business Development & Planning (MCBDP) have
worked closely together since the submission of the District‘s first CEDS in 2002. With the
awarding of a planning grant from the Department of Commerce‘s Economic Development
Administration (EDA) these offices have been able to increase their effectiveness in assisting with
identifying local economic opportunities and developing market-based strategies that will increase
private sector investment and job creation in the region. This document will serve to explain the
activities and programs in the MCEDD region for the last five years, as well as give a
comprehensive blueprint of the next five years as well.

       Closely following the Summary of Requirements published by the Economic Development
Administration for the CEDS, the offices of LCEDO and MCBDP formed a Midcoast Economic
Strategy Committee to prepare the CEDS. The Committee represents all major economic and
community interests in the region and held four public visioning meetings throughout 2007 to
review the CEDS process and contribute the information used to compile this document. A private
economic research and planning firm, Planning Decisions, was hired to facilitate the visioning
sessions and assist in the preparation.

        The CEDS will be submitted to the EDA for approval following the mandatory 30 day
public comment period and will be reviewed and updated annually by the Strategy Committee.
Questions about the CEDS can be directed to LCEDO at (207) 882-7564 or MCBDP at (207) 443-
5790.


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Part 1: ECONOMIC ANALYSIS

Economic Base Analysis

This section will provide an overview of the regional economy and will serve as a basis for
building an economic development strategy to be presented to the Economic Development
Administration (EDA) of the U.S. Department of Commerce. Because this is only the second
CEDS submitted to the EDA for review, this report is in may ways still an introduction of the
Midcoast region to the EDA. Following this analogy, the report will speak of the region as ―us‖,
and will be organized around providing answers to four questions.

Where are we?

This will consist of a description of the geography of the region, its population distribution and its
major transportation centers.

Who are we?

This will consist of a presentation of the basic demographic facts of the region and a brief analysis
of its sources of income.

What do we do?

This will consist of an examination of the sources of income and employment in the region by
major industrial category.

How do we do it?

This will consist of an examination of the structure of business and major industries in the region
by size and labor force characteristics

Problems and Opportunities

This section will provide an overview of challenges and opportunities facing the Midcoast.




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    1. Where are we? The Midcoast region

    The Midcoast region, although relatively small in size, is diverse and features much of what
makes Maine such a unique and special place. Comprised of Lincoln and Sagadahoc Counties, as
well as the towns of Brunswick and Harpswell, the region is over 700 square miles, with more
heavily populated communities in the west, agrarian communities in the north and east and
working waterfront and fishing communities all along its coast. Several of the region‘s larger
communities function as service centers for the smaller ones and feature most of the region‘s
largest employers.

     The Midcoast is extraordinarily diverse economically; it is home to the state‘s largest industrial
facility, Bath Iron Works, which has a long history of shipbuilding and is among the state‘s largest
employers, while also featuring some of its smallest and most rural municipalities. The local
economies of the region rely on a wide array of activities, from marine-based industry and
resources, to tourism, to agricultural production. It is also home to an ever increasing number of
retirees, who are drawn to the region by its beauty and high quality of life. There are 31 member
municipalities, a township, a plantation and a gore spread. These towns are divided among four
separate state designated Labor Market Areas (LMAs); Brunswick, Boothbay, Waldoboro and
Augusta. Because there is not a single urban center for the region, many of its demographic
characteristics are unique.

Population Distribution


                Table 1 - Population Growth of MCEDD Communities 2000-2006


Town/City/Plantation                             2000                2006                +/- %

Lincoln County                                  33,709               35,234              4.3%

Alna                                             675                  683                1.2%

Boothbay                                        2,977                3,255               9.3%

Boothbay Harbor                                 2,336                2,338                0%

Bremen                                           790                  812                2.8%

                                                2,652                2,812                6%
Bristol

Damariscotta                                    2,042                1,972               -3.4%

Dresden                                         1,618                1,709               5.6%


8
Edgecomb                           1,096    1,228    12%

Hibberts gore                        1        1       0%

Jefferson                          2,398    2,563    6.9%

Louds Island Unorganized Twnshp.     2        2       0%

Monhegan Plantation                 75       72      -.04%

Newcastle                          1,756    1,970    13.3%

Nobleboro                          1,632    1,696    3.9%

Somerville                          509      537     5.5%

South Bristol                       897      869     -3.1%

Southport                           687      699     1.7%

Waldoboro                          4,914    5,090    3.6%

Westport                            746      821     10%

Whitefield                         2,276    2,234    -1.8%

Wiscasset                          3,630    3,871    6.6%

Sagadahoc County                   35,237   36,837   4.5%

Arrowsic                            478      513     7.3%

Bath                               9,208    9,184    -.2%

Bowdoin                            2,726    2,934    7.6%

Bowdoinham                         2,617    2,773     6%

Georgetown                         1,025    1,136    10.8%

Perkins Unorganized Twnshp.          -        1       ----

Phippsburg                         2,108    2,189    3.8%

Richmond                           3,297    3,421    3.8%

Topsham                            9,124    9,940    8.9%

West Bath                          1,840    1,817    -1.3%

9
Woolwich                                        2,814                  2,929           4.1%

Cumberland County                              26,414                 27,119           2.7%

Brunswick                                      21,184                 21,915           3.5%

Harpswell                                       5,230                  5,204           -.5%




        Chart 1 - Population Growth by Area 2000- Source: Maine State Planning Office, 2006




                           4.6%            4.8%
                            4.6%




                                                        3.5%




                                                                       -.6%




                               Source: Maine State Planning Office, 2006




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                   Chart 2 - Projected Population Growth by Area 2006-2015


                         7.9%           8.7%




                                                       -0.7%




                                                                       0.7%




                                Source: Maine State Planning Office, 2006




       Population growth in the region continues to be unevenly distributed. Urban centers
(Brunswick, Topsham, Bath, West Bath) grew by only 3.7%, while the rest of the region grew at a
considerably higher rate

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                                      Table 2 – Population Growth in MCEDD Region


Municipality/County                                                  Percentage change 2000-20006

Bath/Brunswick/Topsham                                               3.7%

Lincoln County                                                       4.8%

Sagadahoc*                                                           5.7%

    *Growth percentage for Sagadahoc County does not include population figures for the City of Bath or the Town of
                                                    Topsham.



        This trend is expected to continue in a similar fashion. Growth rates for the most part in
Maine seem to be highest in the outlying municipalities of service center communities. The
population distribution of the Midcoast region may shift even more dramatically in the coming
years as off-base military personnel, stationed at NASB are redeployed to other installations. This
process will begin in 2008 and complete in 2011. Because the communities in the immediate
vicinity of the base (Brunswick, Topsham, Bath) are currently home to the greatest number of
military families, they are expected to deal with the consequences of declining population
(shrinking tax base, declining school enrollments, etc.).



       2. Who are we? The people of the Midcoast region

   This section will focus on two major points of population: the slow rate of population growth
and its changing demographic composition

Population Growth

        The state of Maine continues to grow, but at a rate slower than the national average. While
population increases, the influx of new residents tend to be retirees and near retirees. Recent
studies analyzing Maine‘s economy reveal that younger residents, particularly those in the age
range of 25-34 are leaving the state at an increasing rate.1 This trend is consistent with what has
been experienced in the Midcoast region as well. This continued shift in Maine‘s demographics
will require the state‘s regional economies to adapt in many ways. First, an educated and diverse
workforce must be trained to meet the needs of existing businesses, as well as start ups and out-of-
state operations looking to relocate. Secondly, service industries, and in particular health care and
sectors that cater to the ever growing population of retirees must be sufficiently supported to meet
these demands this population will create.

1   Charting Maine‘s Future: An Action Plan for Promoting Sustainable Prosperity and Quality Places , Page 7
12
             Chart 3 - Age composition of population (update from page 8 of 2002 CEDS)




                                 Source; Maine State Planning Office 2006




                               Table 3 – Percentage of Population by Age

        Town/County              Median Age                     % 20-34            % 65+

     Lincoln                          42.6                         13.6             18.2

     Sagadahoc                        38.0                         17.1             12.3

     Brunswick/Harpswell              38.6                         21.3             15.5.

     Maine                            35.3                         17.9             14.4


                                 Source; Maine State Planning Office 2006



    The population of the Midcoast regions is older than that of the state or the U.S. as a whole.
Both the Midcoast and Maine have smaller proportions of their populations in the young adult
years and larger populations in the post 65 years. These differences, moreover, have increased over
the past decade.


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                        Chart 4 – Growth of Population over the age of 65




       United States                                           11.4%

       Maine                                                   12.4%

       Midcoast                                                25.6%

       Brunswick                                               50.6%

       Sagadahoc                                               16.3%

       Lincoln                                                 21.6%

                               Source: Maine State Planning Office, 2006



Income and Employment


         Per capita income for the Midcoast region as a whole is 31,027, slightly below the Maine
state figure of $31,252 and 36% below the New England median income. Even more significant,
however, is the source of income.




14
                          Chart 5 - Per Capita Income Comparison - 2006




                    $                              $              $
                                   $
                    3                              4              3
                                   3
                    1                              2              4
                                   1
                    0                              3              5
                                   2
                    2                              1              8
                                   5
                    7                              4              6
                                   2




              Source: U.S. Department of Commerce, Bureau of Economic Analysis, March 2006




        The region has also seen the loss of jobs in well-paying manufacturing industries as some
operations have either closed or scale back operations. Recent examples of this can be seen with
the closing of the Osram Sylvania plant in Waldoboro and layoff at the Bath Iron Works.
Unfortunately, these jobs have not been replaced with those offering comparable pay and benefits,
but, instead, with lower paying jobs in service sectors. The stability of these jobs is also very
uncertain, given that many service industries have been identified as among those most likely to be
affected in the wake of the Air Base closing.



           Table 4 - Significant Layoffs & Closings in the MCEDD Region 2006-2008

Employer                                   # of workers                                              Date
Bath Iron Works                                 37                                                 9/2006
Bath Iron Works                                 19                                                 1/2007
Richmond News                                   not known                                          9/2006
Woolwich Chevrolet                              16                                                 9/2006
Atrium Inn/Conv. Ctr.                           32                                                10/2006
Left of Center Artworks                         not known                                         12/2006
Northern Mattress                               not known                                          1/2007
True Value Hardware                             10                                                 5/2007
Park View Adventist Hospital                    14                                                 9/2007
Bath Iron Works                                 73                                                 1/2008

             Source: Maine Department of Labor, Quarterly Report Western District, January 2008


15
The employment sectors identified in the BLRA‘s impact study to be the hardest hit by the base
closing employ the greatest number of the region‘s workers



              Chart 5 - Top 5 major industries, ranked by number of employees 2005




     Retail/Trade


     Health Care
                                                                                             4,212

       Education                                                                             3,839
                                                                                             3,492

      Hospitality                                                                            2,570
                                                                                             1,590
  Construction


                    0         1000          2000          3000          4000          5000

                    *Source Maine Department of Labor, Labor Market Information Services


       These five employment sectors alone, account for nearly 47% of the LMA‘s 33,100
workforce. The projected impact of the base closing, combined with continuing decline in
manufacturing jobs could potentially push the Midcoast unemployment rate well above state and
national averages.

        The Midcoast depends more on income derived from property (dividends, interest and rent)
than through earnings. This situation is of particular concern with a soft housing market, expected
to be exacerbated by the ―housing glut‖ the region will experience with the departure of military
families. These factors are likely to depress property values and rent levels, possibly for years.

       Employment opportunities in new and emerging industries could potentially replace those
highly desirable jobs lost in declining industries, provided that effective business retention and
expansion programs are properly utilized. These opportunities are more thoroughly discussed in
the next section.



3. What do we do? The jobs and workers of the Midcoast region
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        Having examined the Midcoast‘s major sources of income, the next step in understanding
its economic base is to look in more detail at its sources of earned income, to ask, in effect, ―What
do we do in the Midcoast region to earn our income?‖



        Chart 6 - Midcoast Economic Development District‘s Largest Employment Sectors




                                 Total Employment Force - 33,100

                   Source: Maine Department of Labor, Labor Market Information Services




        The average weekly salary among Midcoast residents varies widely. For example, average
annual wages of Lincoln County and the Town of Harpswell residents is well below the regional
and state average, while Sagadahoc County‘s is well above. However, it must be remembered that
Sagadahoc is the smallest of all Maine counties, with a high percentage of its workforce employed
by Bath Iron Works. While salaries paid by this employer are well above regional and state
averages, the operation has laid off hundreds of employees, with more layoffs expected in the
future. A continued contraction in this industry will affect annual wage totals for Sagadahoc and
lower further those for abutting communities and counties.


17
                           Chart 7 - Average Annual Wage Figures 2006




                   Source: Maine Department of Labor, Labor Market Information Services



       The reliance upon traditionally lower-paying extraction industries (e.g. fishing, farming,
forestry) for employment in the communities of Lincoln County and Harpswell, does help to
explain the lower annual wage figures. The elimination of manufacturing jobs in the region also
accounts for a reduction as well, as many of these have been replaced by lower paying service
industry jobs.

      Consistent with state and national trends, the Midcoast continues to see a decline in
agricultural and manufacturing jobs. The loss of jobs in the manufacturing industry is of particular
concern, as they tend to be ones with good pay and benefits. Two major employers in the area,
Osram Sylvania and Stinson Seafood have ceased operations entirely, while the largest employer,
Bath Iron Works has had to trim its workforce in response to fewer contracts. As a result, the
percentage of workers in service related industries has increased significantly, allowing the region
to maintain a rather stable rate of employment. Unfortunately, these jobs do not offer a comparable
pay rate or benefits as those lost and the economic forecast for the region in the wake of the base
closing predicts significant damage done to jobs in these sectors. This, coupled with an expected
drop off in population, will force many of these operations to identify new markets, scale back
operations or close all together.




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4. How do we do it? The Midcoast’s business structure

        The current business structure in the Midcoast is consistent with that of the state. The
Midcoast economy is powered by-and-large by small business, even with the large regional
employers factored in, the region‘s average number of employees per business is near the state
average. When Bath Iron Works is removed from consideration, the average is significantly lower
than the rest of Maine. In Lincoln County, for example the average number of employees per
business is 6.4, slightly more than half the state average of 11.9. And in Sagadahoc, the figure,
when BIW is omitted from calculation is 9.4.



                    Chart 8 - Number of employees per business by area, 2005




                                                                                                    S
                   ource: Maine Department of Labor, Labor Market Information Services




        Over 60% of Maine businesses employ four or fewer people. Sagadahoc averages come in
just below that average, while Lincoln County is well above the average at over 67%. Two out of
every three employers in Lincoln County employ fewer than four people. Conversely, Lincoln
County has just about the state average of 18% of its employers in the five to nine employee
category and a much lower share of its employers in the ten to forty nine employee size category.
These findings are identical to those from the region‘s 2002 CEDS report and are unlikely to
increase as large scale operations continue to decline in the region.


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Housing

        Housing in the Midcoast region has become increasingly less affordable as home values
increase much faster than earnings. This, combined with a marked increase in property taxes levied
by municipalities, has threatened to further exacerbate an already serious problem. The Midcoast is
an area valued by out-of-staters as an ideal location for a second home. Demand for waterfront or
near waterfront property has pushed property valuations in coastal communities, such as
Harpswell, well beyond the level of affordability for the average resident. This is demonstrated in
the following table.


                        Table 5 - Median Home Valuation in Relation to
                       Median Household Income in Midcoast Region 2000


Community/County         Median Home Price            Median Household              Valuation per Dollar
                                                           Income                       of Income

Maine                           $98,700                       $37,240                       2.65

Brunswick                       $135,000                      $40,402                       3.34

Harpswell                       $162,500                      $40,611                       4.00

Lincoln                         $119,900                      $38,686                       3.09

Sagadahoc                       $110,200                      $41,908                       2.63


                           Source – http:/factfinder.census.gov – 2000 fact sheet


        As indicated above, the affordability of homes in Lincoln County and the Towns of
Harpswell and Brunswick is considerably less than in Sagadahoc County and the State as a whole.
Harpswell is particularly affected as its valuation per dollar of income is nearly one-and-a-half
times the state average.



Education

       The population of the Midcoast region is, on average, more likely to have completed a
degree in higher education than in other areas of the state. A quick comparison of percentages of
those with a Bachelor‘s degree reveals the following.


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             Chart 9 - Percentage of Workforce with Bachelor‘s Degree or Higher - 2004




                          Source: Maine Department of Labor, Labor Market Analysis




5. Problems and Opportunities

        As the previous sections outlined the regional profile, current challenges, and changing
demographic and economic conditions of the Midcoast, this section will highlight the potential
opportunities to the area, as well as the potential problems and obstacles to their fruition. The
central facts of the Midcoast region are

        The demographic structure of the population continues to change

        The nature of businesses within the region tend to be small in size, but innovative and very
         adaptable to changing economic conditions

        The region continues to be a desirable location to retire and vacation to, but its average
         population continues to age as younger residents leave the area. This is consistent with
         what is experienced in other regions of Maine as well

        The closing of the Brunswick Naval Air Station (NASB) will have a significant impact on
         the region‘s economy, housing, social services, transportation, education, workforce
         development and the operation of local and regional government.




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        The region is a popular vacation destination, due, in large part to its natural beauty. This
         identity must be maintained and conservation efforts must be carefully considered along
         with those promoting development

____________________________________________________________________________


     2007       List of Problems/Opportunities/Recommendations

     1. Expand availability of training programs for workers (and potential workers), business
        managers and high school students

     2. Recognize retirees and retirement income as fundamental and growing base industry

     3. Address growing problem of affordable housing

     4. Develop greater value from the tourist industry

     5. Focus business creation and attraction efforts on the inter-industry connections(suppliers of
        and buyers from) the marine research industry already established in the region and to the
        Brunswick Naval Air Station

     6. Assist small businesses to grow and survive




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II. Issues and Opportunities for the Midcoast
       This chapter discusses the economic and community development opportunities and
challenges facing the District. Part 1 provides an overview. Part 2 inventories relevant economic
development studies and plans. Part 3 summarizes past, present and future investments.



Part 1: Overview


A. Two economies coexisting together


        Two economies coexist in Midcoast Maine. The first is an economy of small businesses,
serving local customers, paying relatively low wages. The second is an economy dependent upon
one major manufacturer, Bath Iron Works in Sagadahoc County, serving international customers,
paying high wages. BIW employs 5,800 workers – over a fifth of the jobs in Lincoln and
Sagadahoc Counties. The remaining 20,200 workers in these counties are employed by 2,600
firms (there is no information on business size for Brunswick and Harpswell).2 This is an average
of 7.7 workers per firm. Two out of three businesses in Sagadahoc and Lincoln Counties have four
or fewer employees.3

       The difference shows up in wages. The average annual wage in Sagadahoc County, the
home of Bath Iron Works, is $36,300 (in 2006). This is higher than the state average of $33,200,
and well over the Lincoln County average of $27,200. In fact, the Maine Department of Labor
reported several years ago that if the BIW payroll was removed from Sagadahoc County, the
average annual wage in that county would drop by $3,000.

       Two upcoming developments in the Midcoast economy, described below, make it critically
important to strengthen the performance and wages of the local small business economy in the
coming years.




2   2006 annual data on covered employment, Maine Department of Labor
3   County Business Patterns, U.S. Census, 2005 data
23
B. Two short-term job challenges in 2010-2011


     1. A lag in production and employment looming at Bath Iron Works

     Twenty years ago, BIW employed twice as many workers as it does today. It is currently in
the process of winding down the production of the Arleigh Burke (DDG 51) class of AEGIS
destroyers for the Navy; two ships are scheduled for christening in 2008, two in 2009, and one in
2010. These will be the end of the production line for DDG 51 destroyers. The line is being
replaced by a new generation of combatant ships called the ZUMWALT (DDG 1000). In
February of 2008, BIW won a $1.4 billion contract to build one of the first two ZUMALT
warships. This ship is scheduled for delivery in 2014. While it is encouraging that BIW remains
competitive enough to be chosen to build the first of the new generation of Navy warships, there
remains a gap in production in their shipbuilding schedule. The last of the DDG 51 destroyers is
scheduled to ship out in 2010, and the first of the DDG 1000 ships is not scheduled for launch until
four years later, 2014. There is the potential for additional engineering and design work at BIW in
preparation for the new generation of ships, but this does not help the production workers. In the
meantime, BIW continues to invest in new facilities on the waterfront, including a $40 million
expansion of its 106-foot tall Ultra Hall, where ship sections are assembled. The leadership at
BIW and in the Maine‘s congressional delegation are working hard to find work to fill in the
production gap. If they are not successful, or are only partially successful, BIW may face a
significant employment decrease in the years after 2010.4



     2. The closing of the Naval Air Station Brunswick (NASB)

     Unfortunately, just as this period of vulnerability for BIW arrives in 2010, the Naval Air
Station at Brunswick (NASB) next door is scheduled to close. The closure is projected to remove
around 2,700 active-duty military from the region, and eliminate around 600 civilian jobs, by the
year 20115. The Maine State Planning Office projects that the closure will reduce overall
employment in the Bath-Brunswick Labor Market Area to 5,500 under that which would otherwise
have been in 2011.

     Together, the closing of the Base and the potential layoffs at BIW create the possibility of
severe job losses in the Midcoast region.




4 See The Impact of the BRAC-Ordered Closure of the Brunswick Naval Air Station, The Coastal Counties
Workforce Board, 2006, pp, 28-9
5 See Understanding the Impact: Closing Naval Air Station Brunswick, Maine State Planning Office, 2007,

page 18.
24
C. Encouraging signs in the area economy


        Even though BIW has declined in employment, the region as a whole has generally
maintained its overall employment. From 2001 to 2006, Lincoln and Sagadahoc counties lost 500
jobs (about 2%), even while there was a net increase of 285 new businesses, or 12%. The latter is
a sign that the entrepreneurial economy is strong.

        Boatbuilding and composite materials production in the area is strong and growing. In
East Boothbay, Hodgdon Yachts has completed a prototype 83-foot boat for the Navy that, if it
moved into production, could triple the yard‘s 80-employee workforce; and Washburn and
Doughty Associates has a backlog of orders for tugs, fishing, and research boats, and is looking for
land to expand. In Brunswick, Brunswick Technologies Inc., Harbor Technologies, and Allied
Composites, all are in an expansion mode. State government is actively helping this sector with
research and development activities and job training through the the North Star Alliance Initiative.

        The retirement industry is strong. The area attracted a net in-migration of 3,300 people
between 2000 and 2006, most of whom are probably retirees. The Highland Green complex in
Topsham, Thornton Oaks in Brunswick, and St. Andrew‘s Village of Boothbay Harbor, are just a
few of the many retirement developments that have grown in the past ten years. Retirees have
brought with them new energy, income, and talent to the Midcoast.

        The retail sector has also grown. With new shopping centers and stores in Topsham and
Brunswick, the Bath-Brunswick area has experienced a 25% increase in sales from 2002 through
2007, from $514 to $643 million. Currently Brunswick is looking at a $25 million investment in a
mixed use development downtown at the site of the old train station called Maine Street Station.

       There is a growing interest in the creative economy up and down the Midcoast. There are
400 people employed in arts and entertainment in the Brunswick Labor Market Area, and another
214 in Lincoln County. The presence of Bowdoin College and new retirees both serve to foster the
growth of this sector.

       Plans are underway to expand business park sites in Bath, Brunswick, and Topsham.



D. Long term challenges


        The major challenge to the region is demographic. Planning Decisions, Inc., projects that
the region‘s overall population will be stable overall between 2005 and 2015 – going from 99,300
to 99,700 – but that it will change dramatically in composition. Specifically, the number of young
people under the age of 20 will decline by 4,700, or 20%; the number of working-age people (20 to
54) will decline by 3,300, or 7%; while the number of retirement-age people (55 plus) will increase
by 8,400, or 30%. In general, growth in income for area businesses, local governments, and the
25
state require a growth in the number of people working and producing products and services of
economic value. Attracting young people to move to the area and start businesses will be
important to the region‘s future economic success.



                  Chart 10 – Projected Population Change in Midcoast 2005-2015




                      Projected change in population, Midcoast Maine

                                                47,600
       50,000
                                                         44,400
       45,000

       40,000
                                                                                  36,500

       35,000
                                                                         28,100
       30,000
                    23,500
       25,000                18,800
       20,000

       15,000

       10,000

        5,000

            0

                    Children                Working age                    Retirees

                                            2005         2015
                                      Source: Planning Decisions, Inc.




        It is hard to attract young people when housing is so expensive. Both Lincoln County and
the Brunswick labor market area communities have seen housing prices grow from around
$125,000 in 2001 to around $200,000 in 2005. During this same period, median household
incomes only grew about $3,000. Even though housing prices have stabilized in the last 18
months, they are still out of line with historical ratios to household incomes. This is an obstacle to
attracting young people to the area.



          Table 6 – Median Homes Prices Brunswick LMA, Lincoln County 2001-2006


26
                                    Bath Brunswick LMA                      Lincoln County
                                 2001                2006               2001            2006
Median home price              $127,850            $199,000           $125,000        $202,333
Median Income                   $44,472             $47,742            $41,516         $44,566
Affordability index               0.95                0.73               0.93            0.69
                                          Source: Maine Housing




         The region is also less attractive to young people because it lacks a significant public
higher education presence. The University and Community College systems have small programs
at the Midcoast Center for Higher Education in Bath. There is also a promising Maine Advanced
Technology Center that has just opened on Industry Road in Brunswick. Still, only 63% of
Lincoln County high school seniors, and 65% of Sagadahoc County seniors, planned to go to an
institution of higher education after graduation in 2005. This is lower than the state average of
70% that year – of whom, it should be added, only 60% statewide followed through and actually
attended.6

        Workforce skills and attitudes have traditionally been a concern for employers in the
region. The last survey of employers conducted in Lincoln and Sagadahoc counties (1999) found
many dissatisfied with workforce reliability and skills.7 This reinforces the importance of having a
strong continuing education presence in the region.

        The availability of quality, reliable, affordable telecommunications and electrical service
has also been a longstanding concern among business people in the region.

       Transportation access to the Interstate system is good for some communities in the region
in Sagadahoc and Cumberland counties, but generally poor for Lincoln County towns.

        There is a lack of serviceable, accessible, available business park land in the area
according to local officials in several towns, and a Brunswick economic development analysis
done by Campbell and Associates. While there are proposals to add lots in many towns in the
area, there is also consideration being given to a regional approach like First Park in Oakland –
where communities come together, identify the very best spot for a business park in the region, and
jointly develop a first-class park there, sharing in both the costs and tax benefits.



E. The opportunities


6   http://www.collegeforme.com/pdf/HigherEdIndicators_aug07.pdf

7Business Park Demand and Economic Development, Lincoln and Sagadahoc Counties, Planning Decisions
Inc., 2000, page 30.
27
The region has several major assets, three of which were highlighted by local officials participating
in discussions contributing to the plan, including:

        Location—the region is near to Portland, Acadia, and Augusta. It is close to beaches,
         waterfront, and rural areas. Proximity to other, more urban communities, offers access to
         jobs and arts and music.

        Quality of life—Brunswick was recently listed in a national magazine as one of top five
         places to retire. It‘s also good for families.

        Education—both K-12 and post-high school opportunities are a strength.


    While the closing of Naval Air Station Brunswick (NASB) creates a problem for the region, it
also provides assets.

            The airport will make available a first-class facility for business service in the
             Midcoast.

            The vacated housing, most of which is of recent vintage, will provide affordable
             housing that could prove appealing to the young people that the region needs to attract.

            The establishment of the Midcoast Redevelopment Authority, as well as the continuing
             cooperation on the CEDS process, provides a regional framework and meeting place
             to work together on the challenges facing the area.


         Meanwhile, economic trends also present opportunities:



            higher gas and food prices, combined with a greater consumer awareness of healthy
             food issues, create opportunities for the local agriculture, fishing, and food processing
             sectors to expand and create new products

            the aging of the population creates additional markets for the expansion of the health
             and the retirement industries in the area.




Part 2: Economic Studies and Plans

28
        Part 2 includes summaries of two reports examining the impacts the scheduled closure of
the Naval Air Station at Brunswick in 2011 will likely have on the regional economy, and the base
reuse plans for both Brunswick and Topsham.

       With regards to regional economic development infrastructure, it includes a report on
business park demand for Lincoln and Sagadahoc Counties, a summary of the Maine broadband
development authority‘s annual report, and highlights from the 2005 regional transportation
assessment.

      Several communities in the Midcoast Maine Economic Development District have
economic development plans, and plans for the City of Bath, the Town of Topsham, the Town of
Brunswick, and the Town of Wiscasset are also described in Part 2.

        In 2006, with funding from the Maine Department of Labor, Coastal Counties Workforce,
Inc. hired Planning Decisions, Inc. and Career Prospects to prepare a ―community audit.‖ A
community audit is ―an assessment of the relationships between an area‘s economy, workforce,
workforce training system, and community service system.‖ The report, entitled The Impact of the
BRAC Ordered Closure of the Brunswick Naval Air Station: A Regional Community Audit,
focuses on the impacts the base closing will have on people: not only those who will lose their
jobs, but people who own businesses or work in the region.

        The audit finds that ―the indirect effects of the Base closing on the region‘s schools,
housing, retirement sector, and labor force (i.e., loss of military spouses) may turn out to be greater
than the direct effects of civilian job loss.‖ Specifically, the report states:

        In 2004, employment at NASB included 3,000 military; 1,400 reservists; and 700 civilians
         (approximately 550 federal civilian employees; 100 contractors; and 60 private
         contractors).

        When the Base closes, almost all of military personnel will leave. Most of the civilian jobs
         will end when the base closes. Although some of the federal employees will relocate, and
         some contractors and vendors will have opportunities elsewhere in their companies, many
         will be looking for new jobs within the region.

        For every civilian who loses his or her job, 2 additional civilian workers in the region are
         expected to lose their jobs due to the loss of consumer spending. The military and civilians
         and their families spend approximately $80 million a year in the local economy—about 7%
         of taxable retail sales.

        Total job loss could total 5,000, but will be spread out over the region which has more than
         130,000 jobs. The regional economy will not contract, but growth will slow.


        Area employers will lose 700 military spouses working in skilled jobs such as in health
         care
29
    The audit describes the Bath-Brunswick economy as strong, but not well-balanced.
Unemployment is low and incomes are relatively high, but the area is heavily dependent on a few
employers, including Bath Iron Works (BIW). BIW has gradually downsized its workforce, and is
down from 12,000 employees in the 1980‘s to 5,600 in 2006. Without BIW, the median income in
the region would drop from $33,000 to $29,000. There is concern over the possibility of additional
layoffs if there is a production gap in between production contracts. The region also has strengths
in the construction sector, in retirement housing, and in retail sales—but construction and retail
sales are both ―responders‖ to rather than ―drivers‖ of economic growth.

     The audit describes both the strengths of and challenges to the Bath-Brunswick workforce.

        It is younger and better educated than the Maine average, and workers have a demonstrated
         interest in lifelong learning and continuing education. Low-cost housing will serve as an
         additional attractor to young workers from Southern Maine to move into the area.

        Research suggests that BIW workers and BNAS civilian workers have a high degree of
         interest in retraining and trying new occupational fields; these workers could be an asset in
         redeveloping the economy with up and coming sectors such as composites. But the
         education and training systems will take a hit when the Base closes. The local public
         schools will lose 10% of their students, and $1 million in school aid. Institutions will
         encounter an increase in demand for retraining services at the same time they experience a
         decline in budgets. The Brunswick Center of Southern New Hampshire University, for
         example, will lose 30% of its budget and several key staff.

        The Base closure may change the demographics of the region. Many young families will
         leave, and may be replaced by an older population with fewer children.


    Finally, the audit notes that the availability of land at the base; housing in the community; and
federal aid all offer significant long-term economic growth potential to the region.

   In 2007, the Maine State Planning Office released a report examining the direct and indirect
impacts of the base closure through the use of the economic model, REMI (Regional Economic
Models, Inc.). The report, Understanding the Impact: Closing Naval Air Station Brunswick,
examines the total effect of the Base closure at the state level, without considering the mitigating
impacts of redevelopment.

    The report states that the impacts of the Base closure will be felt most in communities
immediately adjacent to the Base and in communities where base workers live. The Brunswick
Labor Market Area (LMA), which includes Brunswick, Bath and Topsham, will bear the brunt of
the impact with roughly 85% of the employment and 75% of the population impacts.

        The Brunswick LMA will have approximately 5,500 fewer jobs under the higher impact
         scenario. 60% of these jobs are direct job losses; in addition, fewer jobs will be created
30
         because of a slowdown in economic growth. For example, while some businesses may lay
         off workers, others might not lay off existing staff but will hire fewer additional workers
         during the transition period.

        The most heavily impacted private sector industries will include retail, construction, food
         services, and local government.

        Population impacts of the Base closure will also be concentrated in the Brunswick LMA,
         which will lose up to 5,600 people, or 7% of its forecasted 2012 population.


    Based on its findings, the report offers the following guidance for helping the economy recover
following the Base closure:

     1. Most of the direct impact will come from lost spending of households supported by Base
        jobs, which underscores the need to repopulate the area with new households. The
        availability of commercial and industrial real-estate and affordable housing will be
        important.


     2. Without the base, the region will be more susceptible to economic shocks during the
        recovery period, and it will need to leverage its assets to diversify its industrial base against
        them.


     3. Studies show that most communities recover from major base closures, and some
        experience long-term growth. But the transition‘s challenging for individuals, businesses
        and communities with direct ties to the Base, and swift economic recovery hinges on early
        planning, leadership, coordination of key stakeholders and full community involvement.


     4. Redevelopment efforts must be cognizant of prevailing market forces and should capitalize
        in the region‘s unique strengths and assets.


    According to the Brunswick Naval Air Station Master Reuse Plan (Matrix Design Group,
2007), ―only 51% of the total base property has been allocated for development (approximately
1,630 acres); and, 49% (approximately 1,570 acres) of the base has been dedicated to a variety of
active and passive areas for recreation, open space, and natural areas.‖

     The adopted base reuse plan includes the following land use districts:

        Airport Operations (500 acres, 16% of total land area) includes the two existing 8,000-foot
         long runways, taxiways and adjacent buffer zones

        Aviation-related Businesses (230 acres, 7% of total land area) is an area dedicated
         primarily to aviation-related business, industry, transportation and distribution, technology
         employment and other uses that rely on, or directly benefit from, proximity to airport
31
         facilities and operations; such uses could include general and corporate aviation, aircraft
         maintenance / repair / overhaul, aviation related manufacturing, and government and
         aerospace research and development.

        Professional Office (120 acres, 4% of total land area) is an employment center serving
         corporate and professional office needs of the area; primary uses in this district will include
         administrative, corporate, and professional offices (e.g. law, medical, insurance,
         architectural, engineering, finance, and real estate), and similar office uses.

        Community Mixed-Use (175, 5% of total land area) is a centralized area that encourages a
         compact pedestrian-oriented mix of community-related uses such as neighborhood-scale
         retail, professional offices, business and support services, restaurants, hotels and
         conference centers, health and fitness centers, day care centers, civic and cultural uses (e.g.
         churches, libraries, and museums), parks, and government buildings.

        Business and Technology Industries (190 acres, 6% of total land area) is a high-tech
         employment center that will accommodate large scale technology uses, including
         technology-based research and development, energy parks, laboratories, light
         manufacturing, and warehouse and distribution uses.

        Education (200 acres, 6% of total land area) includes university and college-level
         academic, administrative and support facilities.

        Residential (215 acres, 7% of total land area) includes a variety of housing types (single-
         family attached / detached, multi-family apartments, assisted / senior housing, and
         retirement / second homes) in a compact, pedestrian-oriented setting.

        Recreation/Open Space (510 acres, 16% of total land area) provides areas for a variety of
         commercial and public outdoor active and passive recreational opportunities such as public
         parks, sports fields, golf courses, public gardens, bicycle trails, and equestrian facilities.


        Natural Areas (1,060, 33% of total land area) is intended to preserve, maintain and enhance
         existing natural areas; as such, only those uses that will not significantly alter the
         environment and/or will provide opportunities to experience the environment will be
         considered: pedestrian trails, nature and interpretive centers, environmental education, and
         other non-intrusive outdoor passive recreation and educational uses.


    The reuse plan notes that the transportation demands associated with redevelopment of the
facility, as well as the ability of the existing transportation systems to accommodate these
demands, are paramount considerations. Off-site and on-site capacity-related improvements in the
plan include:

        The creation of a new connector spur and interchange that will connect to US Route 1 west
         of the present interchange at Cook‘s Corner


32
        New secondary points-of-access onto the adjacent street systems at Bath Road / Gurnet
         Road / Harpswell Road

        New east / west connector linking Gurnet and Harpswell Roads

        The widening of Bath Road

        The creation of a new network of pedestrian / bicycle trails


    The reuse plan finds that current operations at BNAS generate total employment of 4,863; total
annual wages of roughly $115,000,000; and an average annual wage of roughly $24,000. It
estimates (assuming a full build-out of the entire site over a period of 20 years) that the reuse will
generate total employment of 13,800 workers; total annual wages of $732,390,000; an average
annual wage of roughly $53,000; total annual income taxes of $40,849,000; and total annual
commercial and residential property taxes of $19,011,000.

    The Topsham Annex facility opened in 1957 as the Topsham Air Force Station; when the Air
Force closed the radar facility, BNAS obtained use and responsibility for the property. Most
recently, the Annex functioned as a general support facility for BNAS and included 177 units of
base housing, a commissary, a training facility, office space, and a fire station. The 74-acre
Topsham Annex is now scheduled for closure along with the Brunswick Naval Air Station. The
Topsham Annex Reuse Master Plan (Matrix Design Group, 2007) describes the land use plan for
the Annex.

    Zoning districts within the Town of Topsham include five categories: village, mixed-use,
commercial, industrial, and residential. The Topsham Annex is located in the ―Upper Village‖
zone which is one of the three village zones that generally make up the core of Topsham along
Main Street (Route 201). The overall goal of the village zones is to provide, enhance, and maintain
a dense, mixed-use pedestrian-scaled village ―feel‖ that incorporates a mix of
housing types, small retail establishments, and strict parking, design and landscaping guidelines.



     The plan divides the Annex into four distinct areas, each with a separate land use:

     1. Business & Community uses planned for the 14-acre Military Triangle area are envisioned
        to include a mix of office, commercial, retail, light industrial, and other similar activities
        that are consistent with adjacent uses, as well as community and civic uses, such as
        governmental, cultural, human services, and educational functions that take advantage of
        the proximity of the two schools and nearby residential neighborhoods

     2. The Parks & Recreation area planned for the undeveloped portion on the western side of
        the Housing Area is intended to provide a mix of active and/or passive recreation and open
        space uses that are coordinated with and complement the adjacent athletic facilities owned

33
        by SAD 75

     3. The northern part of the Housing Area (north of Can Am Drive) has been designated for
        medium-density residential uses: up to four residential units-per acre, whether those units
        be renovated existing units or new construction. The housing in this area is envisioned as
        single-family detached dwellings and/or two family (duplex) attached homes

     4. The southern part of the Housing Area (south of Can Am Drive) has been designated for
        higher-density residential uses: up to eight units-per-acre, whether those units be renovated
        existing units or new construction. The housing in this area is envisioned as multi-family
        attached housing such as apartments, town-homes, or condominiums.


   The reuse of the Annex property will require improvements to infrastructure, including sewer,
water and stormwater systems, intersections and roadways, and metering systems for electricity
and natural gas.

    According to the plan, reuse of the non-residential buildings at the site could create between
121 and 187 permanent jobs. In general, the redevelopment of the Annex could require between
$18 million and $40 million worth of investment. Overall, the business and commercial properties
are expected to require $3.7 million in investment, or about $53 per square foot. The tax base
generated by these facilities is expected to be between $70 and $100 per square foot, for an
estimated $4.7 million - $7 million addition to the existing tax base. The projected tax revenue
from residential redevelopment at the Annex is expected to be between $28.1 and $46.7 million.
This will depend on the overall value of the units created, which will likely be worth between
$125,000 and $250,000 each.

    Redevelopment of the residential area in the Annex will also result in an increased permanent
population in the Topsham community. Topsham averages 2.6 people per household, so using a
reasonable estimate of 245 new housing units, the town‘s population could increase by 636.

    Phone and cable companies have not expanded broadband service into many rural Maine areas
because there is no profit from such an investment. In 2005, 17,000 (14%) Maine households did
not have access to basic broadband service (Broadband Access Infrastructure Board Report, 2005).
ConnectME, Maine‘s broadband development authority, was created in 2006. It is funded through
a 0.25% surcharge on all in-state retail communications bills. According to the 2008 Annual
Report on the Activities of the ConnectME Authority , in 2007 ConnectME awarded $800,000 in
grants to expand broadband service to 50 communities (14,400 households and businesses). The
focus of the grants was on rural, unserved areas. One of the communities that received a grant was
Somerville, in Lincoln County.


ConnectME‘s 2008 Annual report describes 5 models for communities looking to access
broadband service:

34
     1. community owned/operated

     2. community initiative and partnership with provider

     3. provider owned with community partner

     4. private provider

     5. cooperative


    The report states that over the past two years, broadband ―take rate‖ or market penetration in
Maine increased from 31%to 39%, an 8% increase (the term ―take rate‖ refers to the number of
people signed up for broadband service). In an effort to further encourage broadband service
expansion, Maine State Law 36 MRSA 2018 (passed in 2007) authorizes sales and use tax
reimbursement for machinery and technology for use in advanced technologies infrastructure.

   The 2005 Regional Transportation Assessment (Midcoast Council for Business Development
and Planning) identifies the following major travel corridors in the

     Midcoast Maine Economic Development District:

        Route 1: Brunswick to Waldoboro

        Route 24: Harpswell to Topsham with links to BNAS, Route 1 and I-295

        Route 196: link between Route 1 and 1-295 and to Lewiston/Auburn

        Route I-295: north and south Interstate highway

        Route 27: Boothbay to Dresden, access to Route 1

        Route 32: links eastern Lincoln County to the Augusta area


     Region-specific issues/goals/broad priorities in the report include:

        More people using the same roads

        People moving from cities to rural areas, resulting in more frequent and longer trips to
         work and shop

        Higher rate of population growth on coast than in the rest of Maine

        Increased delays



35
        Insufficient planning—some communities with no long-range plans

        Little public transportation

        Increasingly elderly population

        Strip commercial development that results in curb cuts, turning vehicles, reduced speed
         limits and more accidents.

        Little likelihood the state or municipal governments will have the resources to fix
         problems caused by strip development and congestion


   In 2007, Brunswick commissioned an evaluation of the three major economic strategies being
considered by the town in the face of the Base closure: 1) infill development in the designated
growth zone; 2) early conveyance of NASB property that would be suitable for business
development; and 3) the development of a new business park in West Brunswick.

    The result of the evaluation, entitled Brunswick Economic Development Strategy (2007)
reports that early conveyance of BNAS property is not a viable option in the required timeframe,
and that infill development is important but not be enough to yield the desired job creation and
replace valuation loss. The report concludes that Brunswick needs to invest in a business park, and
should begin the process as soon as possible.

   The report‘s market analysis of the opportunity presented by the development of a business
park includes the following:

        Demand for additional industrial and commercial sites will likely be generated primarily by
         expansion and relocation of small to mid-size companies located within the area

        As Brunswick‘s remaining affordable sites have been absorbed over the past few years, it is
         clear that the demand for sites is not being met


        The availability of business park sites in the greater Portland area is rapidly diminishing.
         The market data explains the success of Lewiston Auburn and Saco parks

        Absorption analysis in the defined market area (Oakland to Biddeford) found that between
         8 and 10 acres of business and industrial land will sell in Brunswick every year, and 7500
         to 12000 sq ft of office space and 20,000 to 25, 000 sq ft of industrial space will be
         absorbed. The report thus states that the total amount of average annual commercial
         development that Brunswick can expect to absorb is between 27,500 and 37,000 sq ft.


     Other findings in the report include:


36
        Brunswick is strategically located as the gateway to the Midcoast region and near to both
         Portland and Augusta

        More people commute into Brunswick (15,660) than commute out (9,810)

        Brunswick‘s population growth is stable compared to other regions, but is projected to
         growth at a slower rate (3%) than other regions over the next 5 years

        Its population has a higher percentage of both college-age and older persons (65 and older)
         than other regions

        The median household income is slightly lower than other regions

        Brunswick‘s labor force has declined since 2000, in contrast to increases in other regions

        Historically, the unemployment rate in Brunswick is higher than the surrounding area but
         lower than the state; employment has declined 1% in Brunswick between 2001 and 2006
         (most likely the result of BIW downsizing)

        Despite recent job losses, the number of businesses has increased by 5% between 2001 and
         2006

        Brunswick‘s strengths as indicated by its location quotient are in health care, educational
         services, information, arts and entertainment, real estate, retail trade, utilities and the
         accommodations and food service sectors.

        Brunswick‘s weaknesses were in manufacturing, wholesale trade, transportation and
         warehousing, and construction sectors.


        These last two suggest that Brunswick would have more demand for commercial, flex
         space or office type development as compared to more traditional industrial, warehousing
         or manufacturing development


     Three documents describe the town of Topsham‘s current economic development efforts. The
first, the 2007 Topsham Economic Development Study (Eaton Peabody Consulting Group and
Jeffrey Donohoe Associates) presents an analysis of Topsham‘s tax base. The study finds virtually
no land available for industrial use. Its recommendations include:

        Increase non-residential uses, especially industrial: rezone for industrial, maintain retail
         within a retail district, and create an industrial/business park zone to support 2 million to 5
         million square feet of development

        Invest in public infrastructure (sewer and water) near existing infrastructure; consider
         establishing a connection between Route 201 and Interstate 295 in the northern portion of
         the development core, and creating a service road west of I-295 (through the northwest
37
         quadrant) to move traffic from Route 201 to the north and Route 196 to the south

        Consider public-private investments, like Tax Increment Financing Districts (TIFs)

        Align any new business and industrial site/park locations with Topsham‘s Military
         Redevelopment Zone (part of the state‘s Pine Tree Zone program, the MRZ offers
         qualifying businesses the opportunity to reduce or even eliminate state taxes for up to ten
         years and includes areas in Brunswick, Bath, Topsham, Harpswell, Bowdoinham,
         Richmond and West Bath).


    Topsham Development, Inc. (TDI) is a public-private nonprofit organization comprised of
local business leaders and developers, residents and town officials. TDI leads many Topsham
economic and community development efforts, and concepts in its 2006-2007 Economic
Development Workplan include:

        Identify locations and develop a strategy to implement a new business park

        Establish an interchange at US Rt 295/ME Rt 201 to improve traffic movements along
         Main St/196

        Study town‘s industrial zone to identify whether this area will work as an industrial park.
         Work to secure land necessary to establish an industrial park.

         The goal of the Topsham Main Street Plan (2007) is a pedestrian friendly, mixed-use
         village along Main Street.

        In the Lower Village, the town should promote, and provide incentives for, mixed-use
         development

        In the Middle Village, residential and historic character should be preserved

        Development in the Proposed Village Center (currently the Commercial Corridor) should
         strengthen its mixed-use and village scale identity

        Limited Industrial, Civic Mixed-Use, and North Main overlay zones should be created: the
         Industrial to allow more flexibility for existing businesses while minimizing impact on
         adjacent uses; Civic Mixed-Use as a pedestrian oriented zone that protects the integrity of
         the school campus; and North Main as a transitional zone between Main St and the limited
         industrial zone.


     The City of Bath is currently working on an economic development plan.

     Bath Iron Works is the city‘s largest employer. The shipyard was recently awarded a $1.4
billion contract to build the first ship in the Navy‘s next class of destroyers, DDG 1000, or
Zumwalt; the ship is scheduled for delivery in 2014. Seven other DG 1000s are planned (Northrop
38
Grumman received the contract for the second). The new contract won‘t have an immediate effect
on the shipyard‘s workforce, but it is important for the program to remain on schedule to minimize
any production gap. With 5,800 employees, BIW remains one of Maine‘s largest employers, but
73 workers were laid off as recently as January 2008 (Portland Press Herald, 2/15/08).

    Bath is currently considering an economic stimulus package designed to create jobs and
stimulate downtown development. The plan would set up TIF districts encompassing the
downtown, the Wing Farm Business Park, and part of a $40 million expansion at BIW. The
shipyard‘s TIF would not return money to the business but would instead be used by the city for
downtown improvements. The city will also consider issuing a $2 million bond to buy land to
expand the business park (MaineBiz, 1/29/08).


     The Wiscasset 2006 Comprehensive Plan (amended 2008) summarizes several of the town‘s
     recent economic plans.

   Wiscasset is in a transition period from primary dependence on a single taxpayer to an era of
expanding and diversifying the tax base.

    Maine Yankee closed in 1997. The Wiscasset Regional Development Corporation, established
in 2002, received a $1 million earmark for the site‘s redevelopment. In 2003, voters approved
spending up to $2.6 million to buy the land, build roads, and install utilities. In 2004, the town
applied for and received Pine Tree Zone designation, to qualify businesses that locate within the
zone for favorable state tax advantages. Today, the redevelopment of the 400 acre site includes a
high tech business/manufacturing campus; a marina, slips and boat storage; and high end condos
and cottages.



    Wiscasset‘s Waterfront Master Plan (2002) recommends preserving the working waterfront.
The plan describes commercial fishing, including worm digging, as important to Wiscasset, giving
employment and contributing to the town‘s character. The plan makes two major suggestions
regarding new development:

        In the village waterfront, new development should be small in scale; large-scale
         development (including heavy commercial and light industrial) would be appropriate at
         Mason Station

        Mixed uses are appropriate between Main St, the Creamery Pier, and Town landing, and
         ideal mixed uses would meet the year-round needs of residents and relate in some way to
         the working waterfront (ie food stores, laundries and hardware stores)




39
Part 3: Investments


       Part 3 summarizes part, present and future investments in the Midcoast Maine Economic
Development District, including highlights from the Maine Department of Transportation‘s
Biennial Capital Work Plan for FY 2008-2009 and a list of Community Development Block Grant
awards made in the region in 2006 and 2007.

      The Maine Department of Transportation Biennial Capital Work Plan: Fiscal Years
2008-2009 lists projects designated for funding. Among the major projects for this region are:

                      Table 7 – Community Projects in the MCEDD Region

     Community          Location                      Description                  Funding
     Harpswell          Bailey Island Bridge          Bridge deck replacement      $9,962,575
     Brunswick,
                        I-295 North                   Highway resurfacing          $5,846,500
     Topsham
     Boothbay           Barters Island Rd             Bridge replacement           $5,052,946
     Harpswell          Cundy‘s Harbor Rd             Highway rehabilitation       $900,000 *
     Bath               Rail Station                  Parking for rail station     $500,000
                                                      Construction of A/C
     Wiscasset          Wiscasset Airport                                          $300,000 *
                                                      parking apron for tiedowns
                                                      To expand Explore Maine
     Regional           Planning Study                                             $250,000
                                                      to Boothbay
     Brunswick          BNAS Redevelopment            Transportation assessment    $150,000
     Wiscasset          Wiscasset Airport             Master Plan Update           $150,000 *
     Brunswick          Safe Routes to school         Sidewalks                    $70,000
                                                      Construction of lot near
     Brunswick          Park and ride                                              $40,000
                                                      rail station
     Wiscasset          Wiscasset Airport             Rotating beacon              $25,000 *
                                      * Local funding match required




Maine's Community Development Block Grant (CDBG) program ―provides funding and
technical support for projects that achieve local community and economic development objectives,
while principally benefiting low-moderate income persons.‖

In 2006 and 2007, twenty-one CDBG Grants were awarded to communities in the Midcoast Maine
Economic Development District. They were:




40
Community             Year   Description                           Grants/Loans
                             Storm Drainage improvements in
                             the PI Target Area composed of
                             Darrah Street area and the
                             Baker/Gardiner Street area.
Richmond              2006   Construction includes a cross         $421,500
                             country line and railroad crossing
                             in the Darrah Street area and
                             improvements along the railroad
                             in both areas
                             Replacement of water lines on
                             three streets in scattered South
Bath                  2006   End locations and replacement of      $301,500
                             sewer on two of those three
                             streets.
                             Complete renovation of
Monhegan Plantation   2007                                         $300,000
                             Monhegan's only wharf
Bath                  2006   Kennebec Tavern & Marina              $300,000
Bath                  2007   AMS LLC d/b/a Gagne Foods             $300,000
                             The Business Assistance grant
Richmond              2006   funds will assist Naturally ME        $201,800
                             with operating capital.
                             Continue feasibility study reuse
Brunswick             2006                                         $197,000
                             of Naval Air Station
Bath                  2007   Marnee's Cookies                      $150,000
                             Business façade program with
Richmond              2007                                         $150,000
                             some streetscape improvements
Bath                  2007   AMS, LLC dba Gagne Foods              $100,000
                             Midcoast Council for Business
West Bath             2007                                         $50,000
                             Development and Planning
West Bath             2006   Tedford Shelter                       $41,000
                             Coastal Maine Botanical Gardens
                             to provide free admission/access
Boothbay              2007                                         $40,000
                             to gardens for LMI, elderly, and
                             disabled adults
Westport Island       2006   Historic preservation                 $15,600
                             Feasibility study to outfit a
                             Kronosport vehicle with solar
Wiscasset             2007   panels, in conjunction with           $15,000
                             funding from the Chewonki
                             Foundation
                             Expand program services of Big
Bath                  2007   Brothers/Big Sisters for children     $14,000
                             from LMI families
                             Bath and West Bath
Bath                  2006   multijurisdictional feasibility and   $12,500
                             planning study for the expansion
41
                        of Wing Farm Business Park.
                        Culinary arts/nutrition education;
Waldoboro        2007                                        $10,000
                        reuse of AD Gray School
                        To study the redevelopment of
Harpswell        2006                                        $10,000
                        the George J. Mitchell Field.
Lincoln County   2007   Lincoln County - CDBG TA             $9,000




42
III. CEDS Goals & Objectives

       Analysis of the original CEDS goals of 2002

        The Midcoast Economic Development District‘s Economic Strategy Committee held four
visioning sessions throughout the summer and fall of 2007. Part of the Committee‘s charge, was to
analyze the Goals and Objectives of the 2002 Comprehensive Economic Development Strategy
document to see what, if any, changes needed to be made. Between 2002 and 2006, additional
goals were added to the MCEDD CEDS and while the fifteen identified goals seem to ably address
the economic and community development goals of the District, it was also thought that the new
five year plan offered an excellent opportunity to consolidate and update the old goals and present
them in a format that was both easier to understand and more concise.

       The original goals as they appeared in the 2002 CEDS were –

       Goal A – Grow Small Business Entrepreneurship


       Goal B – Develop/Redevelop Commercial Property and Infrastructure


       Goal C – Support and Strengthen Marine Related Industries


       Goal D – Expand Research and Development Activities


       Goal E – Expand Tourism Season and Strengthen Tourism Industry


       Goal F – Strengthen Traditional Industries such as Farming, Forestry and Arts


       Goals G – Build a Skilled and Educated Workforce


       Goal H – Invest in City, Town and Village Centers


       Goal I – Create Affordable Housing


       Goal J – Create an Efficient Transportation Infrastructure


       Goal K – Develop a Strong Telecommunications System

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       Goal L – Support and Capitalize on Targeted and Dominant Industries


       Goal M – Coordinate/Strengthen Regional Capacity for Economic Development Planning


       Goal N – Balance Development & Growth


       Goal O – Support Health Care



       Committee Discussion and Amendments to CEDS Goals

       The first visioning session discussed the relevance and validity of each goal from the 2002
CEDS. All were seen as important and significant. However, it was determined that many of the
goals could be categorized under broader headings so that those close in purpose, scope and goal
could be grouped together. Research into the formats used by Maine‘s other EDD‘s in their CEDS
revealed that most had consolidated Goals, numbering no more than 4 or 5, with objectives listed
underneath each one that addressed specific ongoing or proposed activities. The Goals and
Objectives of these EDDs were analyzed at the visioning sessions as well to use for comparison.
Although no action was taken on modifying the goals during the first visioning session, the list was
given out to the Committee to review and members were asked to bring suggestions for changes or
amendments to the second meeting, where this would be discussed in greater detail.


       The discussion of the consolidation of the CEDS goals continued at the second visioning
session. Through the suggestions and recommendations of Committee members and staff, a
working framework developed, comprised of four major categories. They are:


I.     Community Development

II.    Economic Development

III.   Education and Workforce Development

IV.    Infrastructure/Transportation



         The fifteen identified goals form the 2002 CEDS were then grouped under these headers
and in some cases slightly reworded. The final framework looked like this (original Goal letter is
listed in parenthesis) –

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1.   COMMUNITY DEVELOPMENT


      Objective 1 – Invest in City, Town, and Village Centers (H)

      The Midcoast region is fortunate to have many communities with vibrant downtowns. Main
      Streets and village and town centers are an essential part of the region‘s attractiveness,
      quality of life and tourism vitality. Several regional communities have already begun or are
      developing plans to revitalize downtown areas. Many of them feature working committees
      of volunteer citizens and are also members of the Maine Street Maine coalition, which
      seeks to promote programs and initiatives that will improve town centers and support
      business development, particularly small and locally owned operations. Many excellent
      examples of these activities can be found in the MCEDD Actions & Priorities and
      Activities sections.




      Objective 1a – Create Affordable Housing (I)


      Affordable housing is an issue of great concern throughout the state of Maine, and in
      particular, the Midcoast region. Year-round residents must now compete with wealthier
      retirees and seasonal buyers for available housing. This has had the effect of pushing the
      costs of homes out of the reach of those who are in greatest need. Affordable housing is
      seen as a particular issue for young people, workers, people with disabilities and people of
      modest incomes. Recognizing the severity of this problem, MCEDD has partnered with
      local housing authorities, the Maine State Housing Authority and Habitat for Humanity,
      among others to develop strategies and projects that address this need. The partners, in
      addition to area home builders, also recognize the importance of utilizing the latest in green
      energy practices in the construction of homes. The Midcoast region is poised to be among
      the first areas in the state to incorporate these technologies in the creation of affordable
      workforce housing.
                The availability of affordable housing is seen as vital in attracting, developing and
      maintaining a diverse workforce from which area businesses may draw.




         Objective 1b – Balance Development and Growth with Protecting Rural Character,
         Natural Resources, and Traditional Communities (N)



45
      The Midcoast region of Maine is home to some of the state‘s most magnificent beaches,
      nature preserves, woodlands and other natural areas. Many of the area‘s local
      economies rely on the dedicated stewardship of local governments, businesses and
      citizens to preserve the balance between supporting economic activity and the
      preservation of these unique and wonderful locations. Economic activities within and
      among the MCEDD communities are focused along the principles of ―Smart Growth‖.
      These principles encourage that these activities be consistent with what have been the
      traditional strengths of the communities. Because so many of them have relied on
      tourism (and more recently have seen a tremendous increase in eco-tourism activity)
      the preservation of Maine‘s quality of place is more necessary now than ever in
      ensuring this economic driver remains a force in local economies. MCEDD is fortunate
      to have the services of two regional planners who work closely with member
      communities to address issues, as they relate to this. By recognizing the delicate
      approach necessary to balancing continued economic growth with protecting rural
      character, natural resources and traditional communities and employing tactics such as
      Smart Growth principles that address these issues, the Midcoast is well positioned to
      meet this challenge successfully.




2.   ECONOMIC DEVELOPMENT

46
          Objective 1 – Grow Small Business Entrepreneurship (A)


          Because there are a great variety of small business types in the region, the strategy to help
          them must also be multi-faceted. Recent challenges experienced in the local economies,
          along with more severe ones forecasted for the future, make it absolutely essential that
          preventive strategies and programs be put in place that help minimize the impact current
          and future economic downturns could have upon local and small businesses. For example,
          the closing of the Brunswick Naval Air Base is predicted to remove 135 million dollars
          from the local economy8. Many industry sectors identified as likely to suffer the most, such
          as retail, construction and service/hospitality are ones in which the majority of businesses
          are locally owned and operated. The offices of MCEDD are fortunate to employ the
          resources and expertise of state and federal offices that assist business and economic
          activity. These offices include the Small Business Development Center, The Procurement
          Technical Assistance Center and the state‘s Department of Economic and Community
          Development‘s Business Development Specialist. Other strategies include; assisting
          family-owned businesses to work out ―succession‖ strategies, helping women-owned
          businesses in building peer-to-peer networks, making available affordable financing and
          expanding business services that support small business networks.


          Objective 2 – Support and Capitalize on Targeted and Dominant Industries (L)


          The last five years have seen the economic forecast for the Midcoast region shift
          dramatically. Since the publication of MCEDD‘s 2002 CEDS, the Brunswick Naval Air
          Base has been identified as a base the Defense Department will be closing, beginning in
          2008. Once seen, along with the Bath Iron Works (BIW) as one of the more important
          economic drivers in the region. The base will cease operations in 2011, necessitating a
          swift and comprehensive reaction to mitigate any economic downturn. Several existing and
          potential industries in the region offer significant promise to help in the recovery of the
          local economy and some long-term advantages for the region have already been
          recognized. Like many other areas in the state and country, the Midcoast region has seen
          the decline of well-paying manufacturing jobs, as many of these operations have stopped or
          reduced operations.



           Objective 2a – Strengthen Marine Related Industries (C)


8   Source: Maine Dept. of Labor, The Impact Realignment of the Brunswick Naval Air Station, 2005

47
      Shipbuilding – With a 400 year history of boatbuilding in the Midcoast region, there
     may be no more traditional industry than this. In addition to the large operations of BIW,
     there also exist several small and medium scale boatbuilding operations that produce an
     incredible variety of ships and bats. Recognizing this traditionally strong industry, the
     state has enacted an initiative that seeks to expand the scope and operations of these
     businesses and develop industry clusters to capitalize on internationally recognized
     industry dominance in this field. Several of these companies have been awarded
     lucrative, long-term contracts that will require that they expand their current operations.
     The State‘s North Star Alliance program, developed to identify and grow regional
     clusters, recognizes shipbuilding, along with composites technology and precision
     manufacturing, as a vital industry cluster in the region.


     Composites – The emergence of the composites industry in the Midcoast region could
     very well prove to play a huge role in the future of the regional economy. Advances in
     composites technology, such as the closed molding process, have enabled it to be used in
     many capacities previously unexplored. As new markets and uses are found for
     composites, the need for workers to help these businesses keep pace with demand is
     expected to grow significantly. Composites technology is also a complimentary sector to
     shipbuilding and other marine manufacturing, which will serve to strengthen those
     industries as well and make them more competitive.



     Objective 2b – Expand Research and Development Activities (D)


     The Midcoast region has seen significant progress made in the expansion of research &
     development facilities. Along with higher education and workforce development, R&D is
     seen as one of the most important economic development tools and the presence of
     research labs, such as Jackson Labs in Boothbay Harbor and the Advanced Composite
     Training Center in Brunswick exemplify this focus. This region will be further helped on
     the state level, as a bond in November was approved by the voters, making available funds
     for the expansion of R&D activities in this region and others.




     Objective 2c – Expand Tourism and Strengthen Tourist-Related Activities (E)

48
     With a variety of natural attractions, a rich cultural history, excellent dining and
     accommodations as well as a burgeoning arts scene, the Midcoast region is poised to attract
     visitors from around the world and during all seasons. MCEDD‘s activities in this capacity
     are greatly supported by the regional Chambers of Commerce, who work diligently to
     actively promote this region to potential visitors. There is no argument that the Midcoast
     region relies on tourism related activities as much as any other part of Maine for its local
     economies. Efforts in the region will continue to focus on increasing the level of tourism
     activity and its season.


     Objective 2d – Strengthen Other Traditional Industries such as Farming, Forestry, and
     Arts and Crafts (F)

     While many of these traditional industries have been on the decline, some of them have
     recently leveled off and in some cases, reversed trends of loss. The protection and
     expansion of these sectors of the economy are seen as vitally important to preserving the
     Midcoast ―quality of place‖, making this economic objective very closely tied in with the
     Community Development goal of 1b as well. Several of these traditional industries have
     been identified as being very suitable for cluster development. Businesses in these sectors
     have traditionally been important sources of income and employment in the area.
     Marketing and promotion are needed to keep these businesses viable in the future.


     Objective 2e – Support Health Care (O)

     The in-migration of retirees to the Midcoast region has dynamically changed the
     demographics of the region. Perhaps the industry most likely to experience a significant
     demand on its services is health care. This event, coupled with ever increasing costs and a
     shortage of health care workers creates potential issues regarding effective availability and
     delivery of services. Consolidation efforts among neighboring hospitals, undertaken in an
     effort to address these concerns have been successful thus far. MCEDD will be working
     closely with officials from this sector to ensure that issues such as cost, workforce
     availability and deliver do not disrupt this most essential of community services.




     Objective 3 – Coordinate and Strengthen Regional Capacity for Economic
     Development Planning (M)


49
     The last five years in the Midcoast region of Maine have seen significant progress made in
     the strengthening and coordinating of economic development planning in the region. 2002
     saw the MCEDD region submit its first Comprehensive Economic Development Strategy
     to the Economic Development Administration and its subsequent recognition as Maine‘s
     sixth Economic Development District. Since that time the Midcoast Council for Business
     Development & Planning (referred to as the western office in this document), the regional
     economic development office for the towns of Brunswick, Harpswell and Sagadahoc
     County and the Lincoln County Economic Development Office (referred to as the eastern
     office), the regional economic development office for Lincoln County have worked
     diligently to promote the programs and activities outlined in the CEDS.

     A MCEDD Board of Directors, comprised of representatives from all aforementioned
     communities and counties, effectively coordinates the economic and community
     development activities of the region through its Executive Committee. MCEDD has been
     awarded a planning grant by the EDA for the last two years, which has allowed the offices
     to greatly increase its involvement and scope of activities in the Midcoast region. Strong
     leadership on the Board and tremendous cooperation among local municipal and county
     officials has encouraged tremendous progress recently and MCEDD has identified a
     number of regional economic development projects that it will submit to the EDA for
     funding consideration.

     The current state administration has heavily emphasized taking a regional approach to
     economic development and the western MCEDD office hosts one of several Business
     Development Specialists from the state Department of Economic & Community
     Development who are stationed throughout the state.

     The synergistic effect of these efforts will likely allow MCEDD to deliver its programs and
     services with even greater effectiveness and assist communities, businesses and
     organizations in need more than ever before.



3. EDUCATION AND WORKFORCE DEVELOPMENT



     Objective 1 – Build a Skilled and Educated Workforce from Preschool to Adult (G)

     Perhaps the greatest hindrance to solid long term economic development is the lack of an
     educated, diversely skilled workforce available to new or existing businesses from which
     they may recruit their workers. Spouses and family of military personnel assigned to the
     Brunswick Naval Air Base, comprise a significant portion of the Midcoast regional
     workforce. Their presence is particularly strong in education, health care and other

50
     professional services. These industry sectors continue to grow at a rapid rate, necessitating
     that a framework for workforce development and training be put in place that will supply
     these operations with new workers to keep pace with increased demand as well as replace
     those likely to be lost. MCEDD has worked closely with the Coastal Counties Workforce
     Board, to meet this challenge. Other regional partners include the Midcoast Center for
     Higher Education, the Advanced Composites Training Center and Women Work &
     Community.

     Educational opportunities must be made available to the region‘s graduates that will
     provide them with the necessary skills to enter the workforce and contribute to the local
     economy. Additionally, lifelong education and workforce retraining programs must be in
     place for people of all ages looking to re-enter the workforce or transition from one
     industry to another.

     MCEDD is also a strong supporter of the State‘s Opportunity Maine program, a first-in-
     the-nation tuition reimbursement program that offers workers or their employers tax credits
     to be applied to help pay off student loans. MCEDD sees the value in these and other
     programs and views education and training as two of the most essential economic
     development tools available.



4. INFRASTRUCTURE/TRANSPORTATION


     Objective 1 – Develop and Redevelop Commercial Property and Infrastructure (B)


     The region has a number of properties and facilities currently unused, some of them of
     considerable size. The renovation and successful marketing of these properties to
     businesses looking to relocate to the region could potentially play a significant role in the
     economic development and job creation efforts of the region. Many of these locations offer
     opportunities for several businesses of similar sectors to ―cluster‖ together and further
     develop identified specialty industries in the region. However, proper renovation and
     aggressive marketing of these sites are essential to business expansion taking place in these
     locations.

     There is also significant need for the development of new business parks for the region as
     well. Several communities in the region are exploring possible development of such
     facilities, either separately or in partnership with neighboring communities. These efforts
     are also representative of a regional philosophy which recognizes the need for cooperation
     and combined efforts in the area when it comes to economic development, and more
     specifically, business attraction.

51
     Objective 2 – Create an Efficient Infrastructure of Transportation (J)


     The region lacks a major highway, a major public airport and passenger rail service
     currently. It also suffers from tourist seasonal traffic jams. However, efforts are under way
     to address these and other transportation issues facing the region. Efforts to address the
     road congestion and road quality issues are already under way in the Route 1 communities,
     who have been working with the State‘s Department of Transportation on a major bypass
     project. The feasibility and cost of passenger rail service expansion from Portland north to
     Brunswick is already being considered. The proposed reuse plan of the Brunswick Naval
     Air Station includes plans for a regional airport of significant size. Some of these proposed
     solutions (such as bypass roads) would have major environmental and aesthetic impacts. It
     is important that the region develop a comprehensive approach that encourages the use of
     alternative transportation modes. MCEDD has partnered with organizations dedicated to
     such efforts, such as Coastal Trans and hopes to expand public transportation and its use to
     the area.


     Objective 3 – Develop a Strong Telecommunications System (K)


     Like many other regions in Maine, the Midcoast faces challenges in improving and
     expanding its telecommunications system. The lack of high speed internet, for example, is
     seen as a significant barrier, not only to businesses seeking to relocate to the region, but
     also to locally owned operations that are dependent upon such technology to identify and
     tap into national and international markets. A strong investment in improving the
     telecommunications available would send a strong message to business that the Midcoast is
     serious about making this region technologically competitive with others.



     Summary –

     The Economic Strategy Committee felt that the four major pillars would serve as the major
     categories for the 2008 CEDS document, with the specific objectives for each listed below.
     The final format, as seen above, was unveiled at the fourth and final visioning session. The
     Committee agreed that this was a marked improvement upon the former model and more
     consistent with those used by the other Maine EDDs. The consolidation and reorganization
     of the CEDS Goals and Objectives will improve the operations of the MCEDD district by
     creating a more efficient organization of the goals and objectives for the region as a whole.



52
53
IV. Community and Private Sector Participation


1. The CEDS Visioning Committee

The process of authoring the Comprehensive Economic Development Strategy (CEDS) was a
multi-stepped endeavor that benefitted greatly from the work of the CEDS Visioning Committee.
The Committee was comprised of leaders in both the private and public sector, representing a vast
array of interests, sectors of the economy and social issues and concerns. Four meetings were
scheduled, beginning in June of 2007 and were facilitated by Planning Decisions Inc.. Some
members of the Committee were members of the 2002 group, which had put together the District‘s
first CEDS, but many were new.

Meeting 1 – June 26th West Bath
The first meeting concentrated on explaining the CEDS and its importance in developing and
implementing a region-wide economic development strategy, as well as giving an overview of the
region‘s demographics, geography and economic status. The meeting focus then shifted to
discussing the unique character and qualities of the Midcoast region, the economic drivers and
where the committee envisioned the Midcoast 5-10 years from now. The meeting concluded with a
request that Committee members consider who was missing from the meeting that should be
brought to the table.

Meeting 2 - August 21st Bath
The second meeting began with the Committee focusing on drafting a Vision Statement from
which to refer to as work continues on drafting the CEDS. Different statements were presented to
the Committee and the editing process began. Participants worked diligently to rework and edit the
language of the proposed statements to craft one comprehensive statement that was representative
of the region.
The second focus of the meeting was to analyze and discuss the Goals from the 2002 CEDS that
had served as the platform for all MCEDD activities. These, along with a Projects List were
submitted to the Committee to review and comment on for the next meeting. Participants were
asked to email to MCEDD staff a project description form, detailing any projects not included on
the handout.

Meeting 3 – September 11th, Wiscasset
Meeting number 3 began with a discussion regarding revisions made to the proposed Vision
Statement. The Committee worked paragraph by paragraph to make necessary changes. The
second order of business had the group revisiting the Goals presented at the second meeting. The
Goals were consolidated under 3 main pillars. The group agreed that further work would be
necessary on this subject and turned their attention to the Projects list. A master list was compiled,
based upon the project forms submitted and the existing projects already mentioned.



54
Meeting 4 – September 25th, Wiscasset
The final of four meetings was held intended to adopt a final visioning statement, agree upon the
Goals and review the final project list. The group identified four pillars and reorganized the
existing goals, with some modifications. Clarifications and amendments were made to several
projects listed. Challenges facing these projects were discussed in detail (financing, real estate
etc.). The Committee agreed that work upon the CEDS would be ongoing and those on the
Committee were invited to continue their efforts going forward.

Summary
The mission of the CEDS Visioning Committee was achieved. A diverse panel of participants
worked diligently and collaboratively to craft a comprehensive vision statement, relevant and
inspiring goals and objective and a detailed list of community projects of all scale and scope.
It is hoped that these efforts will be reflected in the final document. Their efforts are greatly
appreciated and this Comprehensive Economic Development Strategy would not have been
possible without their efforts.

2. CEDS 2007 Visioning Committee Member List



     1) Ann Angell - Miles Hospital*
     2) Hank Berg – Taction*
     3) Rudy Graf - The Science Source*
     4) Bo Gallop - Morris Farm
     5) Cerina Leeman - Damariscotta Chamber
     6) Jen Merritt - Waldoboro Business Association*
     7) Mary Bowers - Great Salt Bay Sanitation District
     8) Erin Cooperrider - Community Housing
     9) Marianne Pinkham - Senior Spectrum
     10) Wynn Levine – Independent*
     11) Lynn Thompson - Watershed Ceramics*
     12) Diane Walsh - Waldo Theatre
     13) Dr. Sandy Sage - Bigelow Labs*
     14) Laura Honey - Fishermen's Wharf*
     15) Steve & Maureen Hassett – Custom Composites Technology*
     16) Steve VonVogt – U.S. Windblade*
     17) Jim Howard    - Priority Group*
     18) Harriet Mosher – Five Rivers Arts Alliance
55
     2. CEDS 2007 Visioning Committee Member List (continued)


     19) Dan Daggett - Bowdoinham Federal Credit Union
     20) Joe Byrnes       - Holiday Inn, Bath*
     21) Mike Bourret - Coastal Counties Workforce Incorporated
     22) Kristi Eiane     - Harpswell Town Administrator
     23) Kelly Ellsworth – Habitat for Humanity
     24) John Wasilseki – The Highlands*
     25) Steve Levesque – BLRA
     26) Rick Emery – Sunnybrook Village*


*denotes private sector. As per EDA guidelines, Committee must be 51% private sector.




56
V.      Suggested Projects



 Project Description           Location/Lead                                           Jobs
                                Organization       Duties/responsibilities           Created
CEDS Planning Grant –      Region wide/MCEDD   Apply, administer and
EDA funded district                            implement grant, all reporting      1 FTE
grant to update and                            duties
implement CEDS
document
Brunswick Business         Town of,            Determine location for proposed     350 +
Park                                           park, feasibility etc.


Infrastructure for I-295   Town of,            TBD                                 TBD
Topsham


Wing Farm Industrial       Bath, West Bath     Continued expansion of park.        300+
Park Expansion, West
Bath


Topsham Technology         Town of,            Proposed high-end business park     350+
Enterprise Park                                for the town.


Topsham Lower Village      Town of,            Town efforts to redevelop
Revitalization                                 downtown area.


Etonic Mill                Richmond            Ongoing redevelopment of Mill
Redevelopment                                  Property. 2 current tenants, with
(RBMC)                                         another proposed.


Redevelopment of           Town of Waldoboro   Ongoing assistance to
Osram Sylvania Facility                        Prospective Business Relocation;
                                               Commercial Real Estate Package
                                               available (map, site)




57
 Project Description            Location/Lead       Duties/responsibilities         Jobs
                                 Organization                                     Created
North End Kennebec       Bath, City of           TBD                             TBD
Waterfront (2 Town
Landing)


Prototype Shipbuilding   Bath, City of           TBD                             TBD
Facility


Bath Downtown            Bath, City of           TBD                             TBD
Redevelopment
(Prawer Block & Coal
Pocket)


Boothbay Rte 27 Sewer    Town of Boothbay;       Re-group for Town Approval
& Water Extension to     Boothbay Region Water
Boothbay Industrial      District
Park


Bath Downtown Water      City of,                TBD                             TBD
Street redevelopment
multi-use commercial


Master plan for Maine    Town of,                Town continues with             250+
Street Station in                                development of this multi-use
Brunswick                                        complex.


Family Focus Building    Bath                    TBD                             TBD
Expansion
Damariscotta             Town of Damariscotta,
Downtown                 Damariscotta Planning
Revitalization           Advisory Committee,
                         Damariscotta Region
                         Business Alliance




58
 Project Description             Location/Lead          Duties/responsibilities            Jobs
                                  Organization                                           Created
Restoration of Historic   The Alewife Initiative,
Fish Ladder               Towns of Newcastle and
                          Nobleboro
Regional Bikeway &        Bath, Brunswick,          Proposed multi-community bike      TBD
Walkway Plan              Topsham                   path.


Business facade           Bath                      TBD                                TBD
improvement program


Elm and Front Street      Bath                      TBD                                TBD
redevelopment


Rehab of Fort Andross     Brunswick                 TBD                                TBD


Update Topsham Main       Town of,                  TBD                                TBD
Street Vision Plan


Waterfront Performing     Topsham                   TBD                                TBD
Arts Center


Business Rte. 1 Sewer     Town of Damariscotta,     Survey Work to be done to          None
Extension                 Great Salt Bay Sanitary   determine applicable funding       directly.
                          District                  sources

Point East Maritime       Point East - Natural      Marina slip work in process; No
Village and Mason         RE/sources/Wiscasset      anchor boat company at this
Station Dock & Rail                                 point; Village real estate still
Restoration                                         being developed




59
 Project Description         Location/Lead             Duties/responsibilities                Jobs
                              Organization                                                  Created
Mitchell’s Field         Harpswell                 Town has developed re-use plan       TBD
Redevelopment                                      for property, including housing,
                                                   light commercial and
                                                   recreational
Harpswell Housing        Harpswell                 TBD                                  TBD
Trust


Waldoboro River Walk     Waldoboro
(Waldoboro
Downtown
Redevelopment
Project)

Culinary Institute at    Waldoboro Culinary Arts   Commission feasibility study on      TBD
former AD Gray School,   Project Citizen           center for culinary arts and food    (5-25)
Waldoboro (Waldoboro     Committee, Town of        entrepreneurship, negotiate
Downtown                 Waldoboro                 around disposition/fate AD Gray
Redevelopment                                      or other viable site if study data
Project)                                           prove feasibility or project;
                                                   identify funding, implement
                                                   business plan
Waldoboro                Waldoboro                 Conceptual Phase
Environmental Business   Environmental Business
Park                     Park/Waldoboro


Sea Street Water Main    Boothbay Region Water     Oversight of implementation (to      8
Project                  District/Dirigo           begin this fall)
                         Engineering

Mostly Maine Project     Edgecomb                  COMPLETE – This has been
                                                   acquired by Bintliff and turned
                                                   into an annex of the restaurant –
                                                   for cooking shows to be taped
East Waldoboro           Town of Waldoboro,        Concept Stage
Business Park, Rt.1      Lincoln County
                         Planning/East Waldoboro




60
 Project Description          Location/Lead              Duties/responsibilities           Jobs
                               Organization                                              Created
MaineHealth Hospital     Maine Health/Miles          Combined facility not underway
(Miles Memorial-St.      Memorial Hospital and St.   at this time; Nursing School to
Andrews expansion)       Andrews                     start in September of 2008
                                                     (location TBD)

Bowdoinham Arts          Town of,                    Community led effort led effort    TBD
Center                                               to establish arts center in town


Bowdoinham Farmer’s      Town of,                    Seasonal farmer’s market in        TBD
Market                                               community


Richmond Façade Grant    Town of,                    Town led effort to improve upon    TBD
                                                     business facades in downtown

Allied Composites        Town of,                    Center has opened and it           TBD
Center, Brunswick                                    offering classes currently


Land for Brunswick’s     Town of,
Future


Rt 1 Corridor to BNAS    Regional                    Proposed infrastructure            TBD
                                                     improvement

Brunswick Rt 1 Master    Town of,                    TBD                                TBD
Plan Study


Gateway 1                Region wide/DOT,            Ongoing
                         Municipalities

Whitefield Town Office   Town of,                    Reviewing Funding Sources          None
and Multipurpose
Community Center




61
 Project Description         Location/Lead      Duties/responsibilities        Jobs
                              Organization                                   Created
Expansion commuter      Regional             TBD                           TBD
rail


Holbrook Wharf,         Town of,             TBD                           TBD
Harpswell


Welcome Center          Regional             TBD                           TBD
Redevelopment


Chocolate Church        City of Bath,        TBD                           TBD
Renovation


MDOT Infrastructure     MCEDD Region         TBD                           TBD


Lincoln County Scenic   LCEDO, LC Planning   Convene corridor committee,   0 direct;
By-way                                       develop route, develop and    perhaps
                                             submit proposal to MDOT       collateral
                                                                           jobs created
                                                                           over the long
                                                                           term due to
                                                                           business
                                                                           visibility and
                                                                           destination
                                                                           development




62
VI. Vital Projects, Programs and Activities


Projects                                                    Source of         Priority
                                                            Funding



Farm to School Program- Lincoln County has                  Businesses        A
pioneered an effort to make local, fresh food available
in the public school system and to educate children         Grants
about good nutrition and the importance of farms in our     Schools
communities. Farm to School will continue to work
with local farms to increase direct purchase foods in the   CDC
cafeteria, and in March there will be a statewide farm to
                                                            National Farms
school conference in an effort to expand and replicate
                                                            to       School
the program throughout Maine.
                                                            Network

Maritime Culture Initiative- The Lincoln County Pending                       A
Economic Development Office is working with Maine
Maritime Museum, CEI, and the Tourist Board to
spearhead a maritime culture initiative. This initiative
will coordinate the efforts and activities of those
preserving Maine‘s maritime culture along the coast in
order to promote cultural heritage tourism, highlight
maritime and related history, and support present-day
marine/maritime industry sectors. A grant proposal has
been submitted to Preserve America to support initial
marketing and media development.

Cultural Heritage Map- The creation of a cultural County                      A
heritage map for Lincoln County will encourage
tourism based on local history and resources. Town
historical societies will coordinate to designate
important landmarks and buildings for inclusion in the
map project.

The Alewife Initiative- Red Door Media has produced Unknown                   A
Closing the Loop which documents the cultural,
ecological, and economic importance of the alewife
fish ladder in the Damariscotta Mills. Construction to
restore the ladder began in 2006.

63
Culinary Arts and Food entrepreneurship Initiative          CDBG,       state A
– A study of the viability of developing culinary arts      planning grant,
education and a food entrepreneurship center is             Town,       local
underway in Waldoboro                                       business
                                                            association


Damariscotta Planning Advisory Committee                    Orton              A
                                                            Foundation;
                                                            other
                                                            foundations,
                                                            CDBG

Maine Street Station, Brunswick – This project was          Private            A
scored highest in the EDA project review meeting, held      investment,
by MCEDD in spring of 2007. This multi-use complex,         EDA,
to be located in Brunswick‘s downtown will include          other funds
retail, commercial and residential space, as well as a
train station for the expanding passenger rail service.
This project seeks to remediate and redevelop acreage
in the downtown,

Wing Farm Industrial Park – A multi-municipal               Private            A
project between the Town of West Bath and the City of       investment,
Bath, Wing Farm will begin an expansion this year.          TIF,
The park is marketed towards companies offering high        CDBG,
paying skilled jobs to the region‘s workers. The
communities are preparing an EDA application.

Brunswick Business Park – This park would host              Private            A
technology companies offering high paying skilled jobs      investment,    ,
to regional workers. The park would attract companies       TIF,
within industries identified as cluster industries in the   EDA
Midcoast region




Etonic Mill Redevelopment, Richmond – The                   CDBG,              A/B
ongoing redevelopment of the mill has attracted its         Private
third company to the property and will offer high wage      investment,
jobs to regional workers. Additional expansion              TIF

64
opportunities exist as well.

Mitchell Field Redevelopment, Harpswell – The TBD                     B
town has developed a reuse plan for the property that
includes housing, light commercial and recreational
uses. Harpswell is currently looking into funding
opportunities for the project.

Topsham Technology Enterprise Park – The town is         EDA,         B
in the process of developing a comprehensive plan that   Private
would develop a high tech business park, that would      investment
provide high paying, skilled jobs to regional workers.   other




65
VII. Economic Clusters


        The establishment and growth of industry clusters has been recognized by local, state and
federal economic development organization‘s as a key strategy in improving and expanding
economies, both locally and regionally. Capitalizing on industries that have been traditionally
strong and dominant in the Midcoast region, MCEDD hopes to further develop these clusters,
while actively promoting new and emerging clusters that may show significant promise in the
future. This section will serve to give an overview of these clusters and detail what is being done to
promote their expansion.

       Regional clusters typically share attributes that make them identifiable to developers. In
recognizing existing and potential clusters in the region, MCEDD referred to these criteria.

Clusters typically

       -   Are of large scale, involving numerous companies within a single industry or several
           closely related industries

       -   Have a strong presence in regional, national or international markets

       -   Feature a well developed industry infrastructure; this can include major companies,
           plants or facilities, supporting industries, suppliers, transportation networks, etc.

       -   Possess a large well trained labor force with specialized skills that provide competitive
           advantages to the region

       -   Support institutions, including educational institutions, research facilities, extension
           services and trade associations that actively strengthen the industry and make it more
           competitive

       -   Feature strong networks and in-depth industry knowledge within the industry,
           supporting institutions and related professional industries such as law firms, accounting
           firms, insurance firms and financial institutions

        Industry clusters with these attributes are also characterized by high degrees of innovation,
with new products, processes or services being introduced at a relatively rapid rate. Competition
between firms within the cluster is high, with the result that these firms are more competitive in
larger national and global markets.

      Capitalizing on existing clusters to help in developing complementary clusters is a key
component in the long-term economic strategy of the region.




66
Existing Clusters in the MCEDD Region



        Recognizing the importance of pro-actively addressing the anticipated economic issues that
will arrive with the base closing, economic developers in several communities within the MCEDD
region came together to develop long-term strategies that could be employed to strengthen local
and regional economies, offset the projected economic downturn from the base closure and
creative a business environment that would be viewed as an attractive location to companies
looking to relocate, expand or initiate operations. These discussions led to the formation of an
official alliance of communities. A central component of this strategy would be the recognition
that inter-local agreements between communities must exist to prevent them having to compete
against each other for businesses and jobs. This approach is undeniably progressive for a part of
the country long known for its independence and reluctance to embrace regionalism.

        The mission of this Alliance is to approach cluster development, and economic
development from a regional perspective. The four stage process, adopted from the EDA‘s Cluster
Based Economic Development: A Key to Regional Competitiveness called upon these economic
development officials to assess both their communities and the region as a whole to identify
industries which may be seen as having the greatest potential for cluster development.


        The list that follows details those clusters which are seen to be dominant and/or emerging
in the region. The Alliance has already begun the process of identifying ―stakeholders‖ for these
respective industries and will be enlisting their support in future efforts of determining a
collaborative strategy.



     1. Composites

     Present Condition

         The Midcoast region has long been recognized as one the nation‘s leading location for
     composite technology and manufacturing. The Town of Brunswick has been actively
     developing its composites cluster for quite some time and actively recruiting private
     companies, as well as educational institutions to relocate to the region. In 2007, the Southern
     Maine Community College, in partnership with the town government, private industry and the
     Maine University System, opened the Maine Advanced Technology Center (MATC). The
     Center offers classes to both new and incumbent workers in the composites industry, relying on
     the latest technology in the industry, producing a highly skilled workforce, available to
     companies. There exits a very strong link between this cluster and that of boatbuilding.
     Although not all boatbuilding operations employ the use of composites, those who do enjoy the
67
     significant advantage of an internationally recognized industry sector in their own ―backyard‖.

     Marketing/Expansion Potential

         The development of the composites cluster in the Midcoast region has seen rapid
     acceleration as new technological advancements in the industry have significantly expanded
     uses and applications for composites. Once fairly limited to boatbuilding and other marine
     related activities, developments in materials and the emergence of the ‗closed-molding
     process‘ have allowed innovative companies within the region to develop products in markets
     previously unexplored. With a demonstrated buy-in and investment from local, regional and
     state government, as well as educational and training centers being opened by higher education
     institutions, the region is well poised to build on its international reputation for composites.

         Job growth in the composites industry holds great promise for replacing the high wage jobs
     in the region that were lost in recent years. The table below demonstrates this and while it
     indicates that total employment in the sector is down, the region and state have seen growth,
     both in wages and number of establishments that far outpaces the national averages for this
     sector.



         Table 8 - State, National Figures for job growth, establishments and wages 2001-2005

                                                                           Composites &
                      MAINE                     Total Private Sector
                                                                         Advanced Materials

                  Establishments

                       2001                             43,232                     81

                       2005                             45,189                     90

                 2001-05 % change                        4.5%                    10.6%

                   Employment

                       2001                             496,432                  1,447

                       2005                             495,554                  1,297

                                                                                 -10.3%
                 2001-05 % change
                                                        -0.2%

                          Average Annual Wages

                       2001                         $      28,397            $      28,744


68
                            2005                                  $       32,106                   $        36,247

                   2001-05 % change                                    13.1%                            26.1%

                 Specialization Ratio

                            2001                                        1.00                             1.76

                            2005                                        1.00                             1.73




                    UNITED STATES


                    Establishments

                            2001                                      7,733,520                         2,850

                            2005                                      8,308,128                         2,799

                   2001-05 % change                                     7.4%                            -1.8%

                      Employment

                            2001                                   109,321,800                         180,636

                            2005                                   110,634,500                         167,651

                   2001-05 % change                                    1.2%                             -7.2%

                               Average Annual Wages

                            2001                                  $       36,159                   $        49,021

                            2005                                  $       40,499                   $        54,547

                   2001-05 % change                                    12.0%                            11.3%



      Source: Battelle analysis of BLS QCEW data from IMPLAN, Policy One Research Inc.

      Note: Figures in Red denote specialized industry location quotients. Figures in Blue denote positive employment growth
      during the 2001 to 2005 period.




     2. Marine Trades/Boatbuilding

     Present Condition
69
         The shipbuilding industry in the Midcoast region has seen significant expansion and
     contraction within the industry over the past several years. Layoffs at the shipbuilding
     operation Bath Iron Works, also the region‘s largest employer, represent the contraction felt in
     the industry. A reduction in contracts, combined with increased competition from international
     shipbuilding operations, has led to what many in the industry view as a permanent scaling back
     of operations at the facility.


          However, on a whole, boatbuilding in the region is doing rather well. Wooden
     boatbuilding operations in the region are experiencing unprecedented growth. Demand for
     smaller vessels, yachts and other pleasure craft have necessitated that many companies search
     for suitable real estate for expansion. Two local companies in particular, boatbuilders
     Washburn & Doughty and Hodgdon Yachts have had to deal with the logistical issues of
     expanding their facilities to meet increased demand from customers.

         While boatbuilding operations have traditionally been a fractured group, new technology
     and the outreach efforts of the State‘s North Star Alliance to provide funding for training, offer
     great potential to these companies. However, it is important that these operations who use
     employ composites in their manufacturing process embrace the new closed-molding process to
     be in compliance with Maximum Achievable Control Technology (MACT) Standards, set by
     the EPA and Maine‘s Department of Environmental Protection.

        Marketing/Expansion Potential

         While the availability of suitable real estate to expand operations is certainly an issue of
     huge concern to these operations, a second but equally important once would be the presence
     of skilled and trained labor pool from which to gain new employees. There are concerns among
     smaller operations that money spent on training employees only makes these workers more
     enticing to larger operations. However, there is little argument that the knowledge and
     application of new and emerging technologies in the industry is essential to future growth and
     expansion.

         A weak U.S. dollar has led to increased interest among foreign boatbuilding operations,
     particularly in Europe, who are looking to contract out certain elements of their boat
     production. Operations which already possess the capability and capacity for handling such
     enormous contracts, will be well poised for continued growth well into the next decade.




     3. Precision Manufacturing

70
     Present Condition

         While manufacturing jobs continue to decline, both nationally and locally, significant
     opportunity exists for companies in the precision manufacturing sector. The Maine Advanced
     Technology Center (MATC) offers students and existing workers training in complex precision
     manufacturing trades, such as precision metalworking. The program is the first of its kind in
     the state, and represents an investment on the part of Maine‘s higher educational system in
     training workers for jobs in high growth industries.

     Marketing/Expansion Potential

         The educational and training opportunities offered at the MATC could bode very well for
     local operations looking to expand and also be deciding factor for companies considering
     relocation. The availability of a trained and adaptable workforce, combined with successful
     efforts at developing technology and business parks in the region could play intrinsic roles in
     growing this niche cluster in the coming years.



     4. Food production

     Present Condition

         The Midcoast region is well known for its diverse agricultural aquacultural and specialty
     foods operations. Farmers in these communities produce high quality produce, meat and dairy,
     whose reputation has driven demand. Small scale and specialty operations produce a wide
     array of products; baked goods, wine and beer, gourmet foods, among others. It is these high
     quality offerings which help to give Maine its ―label‖. Whether unique to their region or
     simply a better made product, these goods have found markets both nationally and
     internationally. Maine and the Midcoast region are fortunate in that their geographic location
     almost enables the finished products to market themselves.

     Marketing/Expansion Potential

         The potential for expansion in this industry cluster is enormous. Many of these operations
     are complimentary in nature given that much of what is produced by local farmers, fishermen
     and others are ingredients in many of the specialty foods produced by local companies.
     Innovative programs in the region, such as the Farms-to-Schools operation, which links local
     food producers with local school districts, has not only opened new markets, but has also
     improved the diets of schoolchildren as well. Several MCEDD service center communities are
     also popular tourist destinations and thus, are perfect conduits for making these products
     available to vacationers from around the world. These markets can be maintained and even
     expanded through a collaborative and focused marketing campaign that utilizes the internet to
     continue to reach these consumers.


71
     5. The Creative Economy

     Present Condition

         The definition of the term ‗Creative Economy‘ is nebulous and ever-changing. Regional
     leaders have used this term as an umbrella to include all arts (visual, music, writing, theater
     etc.), craft production (furniture, specialty items, toys, etc.) and tourism, among others. These
     industries have a long and well established tradition in the region and unique arts and crafts
     economies have played an intrinsic role in making the Midcoast region on of the most traveled
     to destinations in Maine. Historically comprised of single person or very small scale operations
     the Midcoast arts community has greatly benefitted from the establishment of the Five Rivers
     Arts Alliance, which promotes the arts of the region and advocates for their consideration in
     economic and community development endeavors.


     Marketing/Expansion Potential

         The continued growth of the arts community and tourism in the Midcoast are dependent
     upon each other and, therefore inextricably linked together. It is tourism activity that has
     traditionally brought customers to the shops, studios and performance halls of local artisans.
     Conversely, it is the high quality merchandise and performances showcased, that has helped to
     develop a strong tourism industry for the region as a whole. Promotion of the Midcoast region
     has always stressed the unique physical beauty of the region and its charm. The arts
     community has always been very representative of this notion, but now also finds itself, with
     the marketing power of the internet, to be able to be able to reach an international audience that
     does not necessarily have to physically go to the Midcoast to experience the Midcoast itself.



     6. Green Energy/ Construction

     Present Condition

         The emergence of renewable energy technology and energy efficient construction and
     building practices will play a huge role in the future of economies of all scale. Rising energy
     costs, increased environmental awareness and concerns over pollution have motivated both the
     private and public sector to take a serious look at the development of new energy practices
     which are sustainable and cost effective. This is particularly true in the northeastern U.S. where
     skyrocketing oil prices have strained household, business and public sector budgets to the
     breaking point. Energy costs are significantly affecting the economy and with no relief in sight,
     companies must look towards renewable technologies. New England also possesses the oldest
     housing stock in the country. Many of these homes have insufficient insulation and heating and
     cooling systems, consequently making them more expensive. As this housing is replaced, an
72
     opportunity to employ highly energy efficient construction techniques and heating and cooling
     systems will become the industry standard, driven by consumer demand.

     Marketing/Expansion Potential

        The impetus for serious study into the practicality of alternative energy and green
     construction practices is driven by state initiatives aimed at reducing the state reliance on
     foreign oil. Potential energy sources within the state, such as wind, solar, wood and bio-
     diesel hold great future promise, but must have investment from the private sector to truly
     make a significant impact.

         The Brunswick Local Redevelopment Authority‘s plan for the redevelopment and reuse of
     the Brunswick Naval Air Station (BNAS), identifies the development of renewable and
     alternative energy as a key component of the plan. In fact, the Plan allocates a specific location
     for a Renewable Energy Park, which could prove to be an attractive location for research and
     development companies in the industry.

        Consistent with those figures found in the composite industry, while the overall
     employment numbers for the Environmental Services and Alternative Energy field are down,
     wages are up as indicated in the table below. Growth in the number of establishments is
     consistent with national figures, as average annual wage figures.




         Table 9 - State, National Figures for job growth, establishments and wages 2001-2005

                     MAINE                    Total Private Sector     Environmental Services

73
                                                    & Alt. Energy

     Establishments

                    2001                   43,232                     252

                    2005                   45,189                     264

     2001-05 % change                       4.5%                    4.8%

     Employment

                    2001                  496,432                   1,877

                    2005                  495,554                   1,743

     2001-05 % change                      -0.2%                    -7.1%

                            Average Annual Wages

                    2001              $    28,397        $      38,078

                    2005              $    32,106        $      42,511

     2001-05 % change                      13.1%                    11.6%

     Specialization Ratio

                    2001                     1.00                    0.87

                    2005                     1.00                    0.81




         UNITED STATES




74
          Establishments

                2001                                   7,733,520                         35,273

                2005                                   8,308,128                         37,262

         2001-05 % change                                7.4%                            5.6%

           Employment

                2001                               109,321,800                          474,414

                2005                               110,634,500                          480,458

         2001-05 % change                               1.2%                             1.3%

                  Average Annual Wages

                2001                               $       36,159                  $            47,682

                2005                               $       40,499                  $            53,613

         2001-05 % change                               12.0%                            12.4%



             Source: Battelle analysis of BLS QCEW data from IMPLAN, Policy One Research Inc.




Summary

       Capitalizing on the strength and synergistic qualities of existing clusters in the
Midcoast region, MCEDD and regional partners will continues to grow and develop
these industries while identifying new and emerging clusters as well. Proposed
technology and business parks, along with the future redevelopment of the naval air
station, will play a significant role and facilitating growth and expansion in the region.
The further strengthening of relationships between regional education entities and the
business community will allow the Midcoast to train and produce a workforce capable
of helping to increase economic growth. The implementation of these programs and
projects, along with a strong collaborative relationship between communities will go a
long way towards minimizing and even preventing the economic downturn forecast for
the region.




75
VIII. Plan of Action

COMMUNITY DEVELOPMENT


CD 1 –      Invest in City, Town, and Village Centers

        Work with the Waldoboro Business Association and local businesses and retailers to take
         an historic inventory of downtown Waldoboro for recognition and renovation; creating a
         River walk tourist destination for arts and creative economy development.

        Working with Boothbay Harbor Opera House on Phase II of a CDBG for historic
         preservation.

        Working with Town of Damariscotta for survey to complete necessary preliminary work for
         infrastructure rehab on Business Route 1.

        Topsham continues its focus on developing more of a village center. Projects include: the
         recent completion of a new town hall, a river walkway and amphitheater.

        Begin construction in Maine Street Station (Maine St. Station – 250 new jobs,
         $35,000,000).

        Support City of Bath in its efforts to develop waterfront and revitalize sections of its
         downtown.

        Support the City of Bath in its efforts to implement a business façade improvement program
         using CDBG grant funds.

        Support Town of Brunswick in its efforts to develop a master site plan for the Maine Street
         Train Station, which may also include the development of a train station for commuter
         and/or passenger rail service.

        Support Town of Topsham in updating its Maine Street Vision Plan and developing a
         master plan for the 100-acre parcel on Interstate 295.

        For Lincoln County downtown revitalization, please see Goal A, where systematic business
         retention and expansion strategy is outlined.




76
     CD 1a –    Create Affordable Housing

        The CEI Housing Department and local housing authorities will work to foster housing
         creation along with job creation.

        Habitat for Humanity to complete 1 home in Brunswick, 1 in Bremen, 1 in Bowdoinham
         and begin construction on 1 duplex in Bristol. Rehab projects on five homes of low income
         families will also begin.

        Habitat for Humanity plans to open a recycling/retail store, where building materials and
         furniture can be donated, salvage, restored and sold inexpensively to help support the
         housing construction program.

        Tedford Shelter will continue working on two supportive housing projects, Evergreen
         Woods in Bath, for families and Everett Apartments in Brunswick, for single adults,
         construction will start in fall 2006, to be completed by the end of fiscal year 2007. Projects
         to be occupied by June-July 2007. Backed by combined funds of 2,621,496 from HUD,
         Maine Housing, and private sources, the projects will provide many jobs to the local
         economy during their construction phase and contribute 14 units of new affordable
         permanent housing stock to the areas housing resources upon completion. Brunswick
         Housing Authority will provide eight (8) project-based subsidies to the Everett site to make
         the housing affordable. Tenant based subsidies will be used for the same purpose at the
         Bath site.

        Tedford will hire a facilities manager to be completed by September 2006. Funding for this
         position comes from a CDBG grant submitted on Tedford’s behalf by the Town of W. Bath.
         Progress will continue on two initiatives that will assist homeless citizens of the Mid Coast
         in achieving stability and engaging in the community.

        Tedford will start a Family Mentoring Program - Will provide a mentor to homeless,
         recently homeless, or at-risk households. The mentor will be a volunteer, trained to support
         and be a listener to those in need and may be able to provide skill building basics in the
         areas of budgeting and other daily living skills. The program is a collaboration of the
         Brunswick Area Interfaith Council (BAIC), Tedford Shelter, and Sweetser. Funding sources
         will be sought to fund a part-time coordinator for the program. We hope to serve the first
         households in the fall of 2006.

        Tedford will start a Supportive Employment program – Tedford has been leading a
         Supportive Employment round table that is developing a residential supportive employment
         model, based on the Lodge concept developed by Dr. George Fairweather. The program, if
         operated, will provide supportive housing and jobs to formerly homeless persons who have
         had significant barriers to maintaining steady employment in the past, often as a result of
         mental illness. Participants in the planning include; Tedford Shelter, Sweetser and the Bath
         Career Center. Funding mechanisms to kick off a pilot project are currently being explored
         with potential start-up planned for 2007.



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        CEI intends to work with communities, non-profit organizations and private developers to
         support the development of affordable housing as opportunities arise in the Midcoast area.
         CEI continues to mobilize capital to invest in affordable housing development.

        The Brunswick Housing Authority will be developing a 15 unit single family home
         subdivision in the Town of Harpswell.

        The Brunswick Housing Authority will sell a 50 unit family rental complex in an area that
         is a prime location for commercial development and use the proceeds to purchase 50 units
         of NASB housing scattered throughout Topsham and Brunswick.

        The Brunswick Local Redevelopment Authority (BLRA)will be very active in the creation
         and support of affordable housing in the region. They will be working with the Department
         of Housing and Urban Development to assure acceptance of the homeless public benefit
         conveyances and legally binding commitment proposals for Brunswick and Topsham.




     CD 1b –    Balance Development and Growth with Protecting Rural Character, Natural
                Resources, and Traditional Communities

        Through Farm 2 School, Maritime Heritage, Geo Tourism

        Develop and expand the Androscoggin River Bike Path from Brunswick to Topsham and
         Bath in order to complete this regional bikeway/walkway linkage.

        The Town of Brunswick is planning to implement smart growth principles for Maine Street
         Station and for rural Brunswick.

        Promote region’s rural character and sense of place through Artscape (regional arts
         calendar), Five Rivers Arts Alliance website, and other communications.

        Community Housing Coalition – working to create awareness about housing needs in
         region and to provide education on local tool for supporting affordable housing. May hold
         some sort of public session in Fall 2008

        Sagadahoc Region Rural Resource Initiative – will continue to promote the conservation of
         open space in the 12-town MCBDP region. Conservation Blueprint to be published and
         shared with towns in 2008-2009. Public event likely in Fall 2008. Intend to promote
         protection of farmland and woodlots.

        (MCBDP staff) Participate in.and promote Gateway 1 Strategic Plan for Route 1: plan to
         be developed by end of 2008. State and towns to sign MOUs to implement plan.

        (MCBDP staff work with towns to )Undertake three discrete pedestrian planning projects:

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                   -   Plan for a walkable village and school in Bowdoinham
                   -   A Walk to School plan in another town
                   -   Scope out converting gas pipeline corridor in Harpswell to a trail



        CEI administers the state’s Working Waterfront Access Program and Farms for Maine’s
         Future Program, two programs which provide targeted assistance to natural resource
         industries with a goal of preserving rural character and traditional industries.

        The Town of West Bath will participate in Sagadahoc Regional Rural Resource Initiatives
         (SRRRI)

        The Brunswick Local Redevelopment Authority’s (BLRA) Reuse Master Plan calls for
         setting aside close to 1100 acres of land on the NASB property designated as a natural
         areas district in order to preserve, maintain and enhance existing natural areas for the
         overall long term benefit of area residents and the natural environment. Only those uses
         that would not significantly alter the natural environment and/or would provide
         opportunities to experience the environment would be considered, including pedestrian
         trails, nature and interpretive centers, summer camps, environmental education and other
         non-intrusive outdoor passive recreation and educational uses.


        MRRA has submitted applications to the Maine Technology Institute (MTI) and Economic
         Development Administration (EDA) to conduct a feasibility study for the envisioned
         Renewable Energy Center. We are requesting $200,000 from each agency and will provide
         cash and partner match in the amount of $355,000.
         This study will provide a strong model of the feasibility and economics of a distributive
         energy park for co-generation, district heating and cooling energy delivery. This could
         serve as an important model and prototype for the state and region.

        Work with the Navy on conveyance issues including, an economic development
         conveyance and an airport public benefit conveyance through the Federal Aviation
         Administration at Brunswick.




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ECONOMIC DEVELOPMENT


ED 1 –      Grow Small Business Entrepreneurship

        Work with, CEI, Small Business Development Center, Maine Centers for Women, Work
         and Community and other service providers and expand the Creation/Expansion and
         Retention outreach program visiting with local businesses for assessment and training and
         funding needs.

        The Maine SBDC @ CEI intends to continue to provide free business counseling to new
         and existing businesses in the MCBDP service area at or above levels achieved in the past.
         The Maine SBDC @ CEI expects to see the BusinessFirst model grow and mature and
         result in the better provision of business counseling services to the MDBDP service area.

        Support the newly opened Brunswick Composite Training Center.

        Establish Allied Composite Manufacturing Center.

        Continue to train and find space for the creative economy worker/owner.

        Expand the MCBDP Alliance for the region.

        Maine Centers for Women, Work & Community (WWC) will offer Microenterprise training
         and Technical Assistance. Offerings include:

                            -   Art to Business: Building the Business Side of your Art – two
                                sessions – target - 20
                            -   New Ventures business plan training – target 15
                            -   Introduction to Business – 4 – 6 sessions target – 25
                            -   Business to Business Networking – 9 meetings
                            -   Special topic workshops delivered via distance learning – 3 sessions
                            -   Individual consultation/assistance – 45 entrepreneurs


        Support the State’s North Star Alliance initiative, which offers support to composite,
         boatbuilding and precision manufacturing companies in the region.


        SCORE will conduct free counseling sessions for those interested in starting a small
         business and for those in business and in need of assistance. Weekdays, 9 – 12.

        Score will also hold low-cost workshops covering How to Start A Business, Writing A
         Business Plan, Marketing and Sales, Buying A Business, and Web Marketing. Weekly.

        Five Rivers Arts Alliance will publicize training opportunities for artists, entrepreneurs
         and small businesspeople. (especially Women, Work & Community, Maine Business Works,

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         Chamber and CEI classes and resources)

        Southern New Hampshire University-Maine will continue to provide specific coursework in
         entrepreneurship and small business management in an evening format accessible to
         working people, including small business owners.




ED 2 –      Support and Capitalize on Targeted and Dominant Industries

        Through the Farm 2 School program, WIRED/Composites/Boat building collaborative,
         Waldoboro River walk initiative.

        MCBDP will serve on the newly established Governor’s Advisory Council. This Council
         will act in an advisory capacity and will serve as an additional means for communication
         and collaboration between local and statewide interests as it relates to the re-use of the
         Naval Air Station in Brunswick.


        Support the efforts of the Midcoast Boatbuilding Alliance to expand economic
         opportunities and capacity for boatbuilding in the region in order to create a viable and
         sustainable industry cluster.




ED 2a –      Strengthen Marine Related Industries

        Continue to Work with Maine Department of Tourism, Maine Historic Society, Maine State
         Historic Preservation and Coastal Enterprises, Inc. and help facilitate creating a
         designation commission and development plan for a Maine Maritime Heritage Area.

        Support local municipalities and the maritime industry in identifying and accessing
         economic development funding for maritime activities, such as the Mason Station Dock and
         Rail Restoration in Wiscasset and the proposed marine railway supported by the Town of
         Boothbay and Hodgdon Yachts.

        Participation in the North Star Alliance Initiative program.

        Through a contract with the Maine SBDC, CEI is delivering targeted technical assistance
         to composites and marine-related industries through the North Star Alliance.

        Coastal Counties Workforce Inc. is a partner in Maine’s North Star Alliance Initiative
         (NSAI). CCWI’s main NSAI activity is acting as a conduit between marine trades
         businesses and education providers to assist employers access a pipeline of skilled workers
         and connect employers to education and training opportunities for their current workforce.
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         NSAI efforts will continue for at least one more year as part of the WIRED grant.
         Following the completion of the WIRED program, CCWI will work with the larger NSAI
         steering committee to continue many of the employment and training efforts targeted to
         marine related employers.

        In addition to participation in the NSAI initiative, CCWI is also supporting the marine
         trades industry through a partnership with the Southern Maine Community College
         (SMCC) at the Brunswick Advanced Training Center. Thanks to a 2.2 million dollar grant
         awarded by the United States Department of Labor, SMCC opened MATC provides
         composite, precision manufacturing technical training to entry level and new workers as
         well as industry professionals. The Center will support 100 companies and 2,500 workers.
         CCWI saw the grant as primary building block for establishing new resource and
         opportunities in the region.

        The Southern Maine Community College’s Bath campus will expand its course offerings at
         the Maine Advanced Technology Center in Brunswick for composite applications in the
         boatbuilding and other related industries.




ED 2b –      Expand Research and Development Activities

        Redevelop the Times Record into a training center (Composite Training Center – 40 new
         jobs, 1.1 m).

        Develop last two lots of Business Park into a composite manufacturing center (Allied
         Composite Manufacturing Center $5.3m).

        Expand research capabilities of Bigelow Laboratory for Ocean Sciences in Southport
         Island through development of an Ocean Sciences Research and Education facility on its
         65-acre site in Boothbay Harbor.

        Small Business Innovation and Research program through the Maine SBDC at MCBDP.


        The Brunswick Local Redevelopment Authority (BLRA) will develop a plan to create a
         northeastern center of excellence for an integrated R&D, manufacturing, testing, business
         incubation and productive operation of green energy technology products and services.




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ED 2c –      Expand Tourism and Strengthen Tourist-Related Activities

        Work with Opera House, Waldoboro Downtown and River walk, and Maritime Heritage
         collaboratives to develop destinations.

        Continue to support the Midcoast Chamber Council in its efforts to promote the region as a
         year-round tourist destination, such as regional website development and extensive
         brochure distribution.



ED 2d –      Strengthen Traditional Industries such as Farming, Forestry, and Arts and
             Crafts

        Continue to work with local farming communities, foodservice businesses, local school
         districts, Healthy Maine Partnership, and local culinary establishments with Farm to
         School project initiatives promoting sustainable agriculture, consumption of locally grown
         food, culinary education initiatives, food security and distribution to food pantries.


            Convening a statewide stakeholder gathering, to develop Farm 2 School initiatives in
             other communities throughout the State.

            Five Rivers Art Alliance (FRAA), will sponsor a publicity writing workshop (led by
             Charlene Williams through Maine Tourism Office) to help artists and entrepreneurs
             improve their own publicity skills. One of the biggest challenges identified by the
             creative industry was the need for increased promotion. As a result of the forum series,
             FRAA plans to improve marketing and publicity for the arts & cultural sector in the
             midcoast region through:

             -   Develop and publish a replacement for the Bath-Brunswick Cultural Map & Guide.
             -   Work more closely with the Chamber and with the Office of Tourism to promote
                 regions creative assets.
             -   Improve Five Rivers website as a resource for the region’s creative sector (and
                 improve resources and as a resource for opportunities, workshops, business
                 training, etc. for artists).
             -   Explore additional marketing opportunities that would benefit the region’s creative
                 sector, including cooperative advertising opportunities, representation at trade
                 shows, other publicity opportunities.
             -   Improve Five Rivers core programs.
             -   Continue to meet and collect feedback from the sector.
             -   Use Artscape (regional arts calendar) as means to promote local cultural
                 event/destinations to residents visitors
             -   Work with Office of Tourism, other cultural nonprofits to promote region’s cultural assets
                 through cooperative avenues

             -   Improve core programs: ArtWalks, Arts Downtown & All Around, Family Arts Festival,
                 Arts Nights at the Library that promote local artists and appeal to visitors.
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     ED 2e –    Support Health Care

        Continue to support healthy lifestyles, and good nutrition through the Farm 2 School
         program expansion statewide and through collaboration as a regional partner in peer
         exchange for “Farm” issues.

        Continue to support health care providers in the region in their efforts to maintain a
         healthy workforce and work with local communities in the development of assisted living
         facilities.

        In 2007, Miles Health and St. Andrews Hospital will undertake a feasibility study following
         the Summer 2006 announcement of their proposed merger and listening sessions to gather
         community input into the process. LCEDO will work with Great Salt Bay Sanitary District
         and Miles Health to support placement of infrastructure needed for proposed hospital
         merger and assisted living facility, including access to EDA/CDBG funding.




     ED 3 –   Coordinate and Strengthen Regional Capacity for Economic Development
     Planning

        Continue to work with local and regional planning boards, town managers and selectmen,
         Chambers of Commerce, CEI, MCEDD partners, EDA, DECD, DOT, DOE and non-profits
         to procure and allocate necessary resources to promote the identified economic clusters:
         composites/boat building, food production, creative economies and green construction.

        Support the efforts of the NAS Brunswick and Topsham Local Redevelopment Authorities in
         their efforts to develop a base reuse plan.

        Continue to facilitate the MCBDP Alliance in its efforts to work together to increase
         economic opportunities and to market the region as a great place to do business. The
         committee representatives are members of municipal and regional economic development
         agencies, real estate developers, commercial realtor, and non-profit community
         development organizations.

        Provide support to the Town of West Bath’s newly created business/economic development
         committee as they begin to develop strategies to address economic issues and identify
         opportunities.

        Review and modify existing quantitative measures for this goal to develop a more
         representative measurement to demonstrate accomplishments.

        Lincoln County’s economic development office will continue to partner with DECD,
         MCBDP (through MCEDD), and continue to help public and private sectors, lend support
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         to grassroots and municipal planning and economic development initiatives to maximize
         regional capacity, assisting with fundraising and strategic operation.




EDUCATION AND WORKFORCE DEVELOPMENT


EWD 1 – Build a Skilled and Educated Workforce from Preschool to Adult

        Working on a feasibility study for the establishment of a culinary arts education centered to
         be housed at the A D Gray school in Waldoboro; tying in with Farm 2 School -- early
         education through to certificate programs, resulting in the promotion of culinary-related
         employment and business ventures.


        Working with DOC, DECD, Wired/Composites coalition and local businesses to develop
         and expand training and skills building in the boat building industry.


        Support the Brunswick Advanced Composite training center.

        Work to expand Family Focus’s public pre-K beyond Phippsburg Elementary to other
         school within RSU #47.

        Complete planned activities related to Kellogg foundation grant. Explore possibility of
         creating cooperative structure to benefit child care providers and develop a business plan
         for its implementation.

        Complete the renovation project at 2 Davenport Circle facility.

        Strengthen University College’s efforts to continue to attract local scholarship support.

        Outreach efforts will focus on partnering with local business and non-profits to attract
         local workers to higher education opportunities.

        LCEDO will continue to help Healthy Kids! (HK!) expand its presence and secure funding
         to expand and innovate programming.

        Women, Work & Community will offer workforce development trainings throughout the
         coming year and include:

            -   2 sessions of Financing Your Future (money management training) – target 20
            -   2 sessions of Career Planning – target 20
            -   Individual assistance as needed (107 individuals were served in FY 07)
            -   Job search, resume workshops planned throughout the year, often in partnership
                with others.
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        The University College of Bath Brunswick’s work plan includes the following activities:

             -   Efforts will continue to attract local scholarship support. We have just received notice of
                 $15, 000 of funding through the Davenport Fund to support scholarships for local Bath
                 area residents. We applied for funding through the Morse High School Scholarship Fund
                 but are application was not successful this year. We will reapply in the next year.

             -   Outreach efforts will continue focus on partnering with local businesses and nonprofits to
                 attract local workers to higher education opportunities.

             -   A University College at Bath/Brunswick advisory board will be recruited.

             -   We will increase promotion of the Maine Aspirations Program through distribution of a
                 new brochure to local high school juniors and seniors and their parents. This program
                 provides early access to college study to qualified high school juniors and seniors.

             -   We will collaborate with the local college transitions programs to provide a seamless
                 access to prospective college students who are in need of increasing academic skills prior
                 to beginning college.


        Southern New Hampshire University-Maine will continue to provide courses leading to
         associate, bachelor and masters degrees and certificates in business and management that
         are affordable, accelerated and held in an evening format that is convenient for working
         people.

        Southern Maine Community College’s course offering at the Maine Advanced Technology
         Center in Brunswick for composite application

        The State of Maine has received a grant from the U. S. Department of Labor’s Employment
         and Training Administration to retrain workers targeted as being vulnerable to losing their
         jobs in the wake of the closing of NSAB. The focus of the grant is to develop a demand
         driven workforce development strategy with significant involvement from business and
         industry. Key partners for this effort include; Maine Department of Labor, Maine
         Department of Community and Economic Development, TechMaine, Information
         Technology Association of America, Midcoast Regional Redevelopment Authority, IBM and
         Coastal Counties Workforce. Long term accomplishments of this collaborative approach
         include:

             -   Attracting IT outsourcing to Maine

             -   Increase viability of existing IT companies in Maine

             -   Improve workforce skills to meet existing and future IT demands
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INFRASTRUCTURE/TRANSPORTATION


I/T 1 –      Develop and Redevelop Commercial Property and Infrastructure

         Work diligently with local town officials, commercial real estate brokers and local business
          association to redevelopment the Osram Sylvania plant.

         Continue to support local municipalities and private businesses in identifying and
          accessing economic development funding for commercial property and infrastructure
          projects, such as the Brunswick Business Park, the Richmond Business and Manufacturing
          Center, Maine Yankee I Park and the Topsham Fair Mall as listed in the CEDS Project
          Priority List.

         Begin redevelopment of the Atrium into a commercial center to compliment Cooks Corner.
          $15 million dollar project, resulting in 135 new jobs.

         Explore potential for creation of a Pine Tree Zone for MCEDD service area; which would
          include Richmond.

         Assist Richmond with the implementation of a downtown TIF district.

         Continue to support local municipalities and private businesses in identifying and
          accessing economic development funding for commercial property and infrastructure
          projects.

         Administer and promote the newly created Military Redevelopment Zone program for the
          Midcoast.

         Redevelop Washburn Lumber property.


         Bath has developed a comprehensive Capital Improvements Plan. Activities include:

             -   A $500,000 project to improve the area in the downtown from the Railroad

                 Station to the Sagadahoc Bridge. This will include parking and safety

                 improvements. Pathways, landscaping, pedestrian-scale lighting, and other

                 pedestrian amenities.



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             -   Planning for a riverside pathway along the Kennebec in the downtown. This is
                 programmed as a $25,000 planning study.
             -   Planning and feasibility studies ($20,000) pertaining to the former YMCA building
                 located in the downtown. The study is design to determine if the building is suitable
                 for rehabilitation, but if not how best to dismantle it, making the site suitable for
                 redevelopment.
             -   A $2,000,000 project to expand the Wing Farm Business Park.
             -   Planning and final design for a roundabout at the State Road – Congress Avenue
                 intersection.
             -   Landfill cell expansion and gas mitigation.
             -   Sewer pump station upgrades.
             -   Richardson Street and Western Avenue street, sewer, and water improvement.


         The Town of West Bath will continue to work in partnership with the City of Bath to
          develop the Wing Farm Industrial Park.



I/T 2 –      Create an Efficient Infrastructure of Transportation

         Work in process as a member of a newly formed coalition to move forward with efforts to
          enhance the mobility of local residents as a result of the Community Transportation
          Association of America having selected our region as a site for transit planning.


         Working with the Town of Damariscotta to rehab portions of the water and sewer
          infrastructure on Business Route 1.


         Continue to support the Maine Department of Transportation’s Gateway One project, a
          comprehensive study on how to preserve Route 1 from Brunswick to Bucksport, through
          data collection, steering committees, workshop and meeting logistics and information
          dissemination through e-mail and newsletter activities.

         Continue to provide transportation planning services to local municipalities through
          MCBDP and Lincoln County Planner in the form of access management technical
          assistance and education and technical assistance for the transportation elements in
          municipal comprehensive plans.

         Expand the regional needs assessment for the Mid-coast region in partnership with the
          Maine Department of Transportation. The assessment seeks to identify strategic
          investments for the Mid-coast region.


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         Support the Town of Topsham in developing a connecting corridor between Route 201 and
          Route 196 to migrate current and anticipated future traffic problems at a retail complex
          and the commercial district on the west side of Interstate 295, so as to enable further
          development.

         Continue to provide transportation planning services to local municipalities through
          MCBDP and Lincoln County Planner in the form of access management technical
          assistance and education and technical assistance for the transportation elements in
          municipal comprehensive plans.

         Solicit funding from the Federal Aviation Administration to develop an Airport Master
          Plan.

         Work with the Maine Department of Transportation to develop a transportation
          improvement plan for Bath Road and access to and from the base and US Route 1 in
          Brunswick and improvements to the intersection of Route 201 and 196. Work with the
          Maine Department of Transportation to plan for the funding, permitting and construction
          of highway, road, sidewalk and public transportation improvements related to the
          redevelopment of BNAS in Brunswick and Topsham, including, but not limited to Mill
          Street, Pleasant Street, and the Topsham by-pass.



I/T 3 –      Develop a Strong Telecommunications System

         Coordinate/broker services of SBDC’s e-commerce technical assistance.

         Continue working with telecommunication providers and local communities to address
          barriers to effective communication throughout the region.

         Review and modify existing quantitative measures for this goal to develop a more
          representative measurement to demonstrate accomplishments.

         MRRA has been asked to partner with the State of Maine and its workforce and technology
          partners for the successful implementation of the Workforce Investment Act Grant from the
          US Department of Labor. Our goal is to increase the viability of existing information
          technology (IT) companies in Maine and attract those businesses that are expanding to
          locate in Maine and perhaps on the base property. To accomplish this goal we are
          proposing to conduct the following tasks as part of this project:


             -   Task 1: IT Infrastructure and Site Analysis at NASB - Conduct a survey of the broad
                 ban capacity and advanced information technology systems at NASB that could
                 serve civilian IT network needs.
             -   Task 2: Inventory of IT Business Opportunities. Utilizing the information from
                 Task I and working with the Maine Department of Labor and the Technology
                 Association of Maine determine the business opportunities to attract information
                 and technology businesses that could capitalized on the IT infrastructure already in
89
         place at NASB.
     -   Task 3: Identification of Potential IT Technology Businesses. Given the business
         opportunities identified in Task II, work with the Maine Department of Labor and
         the Technology Association of Maine to evaluate the attractiveness of Maine and
         the mid coast region to host IT technologies businesses at NASB.
     -   Task 4: Survey of IT Businesses. Utilizing information from Task III,
         survey those firms and determine the feasibility and interest in locating an
         operation at NASB.
     -   Task 5: Implementation Strategies. Develop a strategic plan with specific
         tasks and a timeline to attract and locate IT businesses to the base.




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IX. Performance Measures


I.    Community Development



CD1 – Invest in City, Town and Village Centers




      Number of efforts started or on-going that addressed revitalizing downtowns.



      Evaluation Criteria:

      5–8            (excellent)

      1–4            (good)

      0              (poor)



CD1a – Create Affordable Housing




      Number of communities involved in addressing affordable housing issues in the region.



      Evaluation Criteria:

      5 –8           (excellent)

      1–4            (good)

      0              (poor)




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CD1b – Balance Development & Growth with Protecting Rural Character, Natural
Resources and Traditional Communities


      Number of State approved Comprehensive Plans.



      Evaluation Criteria:

      5 – 10         (excellent)

      1–4            (good)

      0              (poor)




II.   Economic Development


ED1 – Grow Small Business Entrepreneurship




      Number of new jobs created



      Evaluation Criteria:

      5 1+ new jobs created        (excellent)

      26-50 new jobs created       (good)

      0-25 new jobs created        (poor)




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      Amount of new capital investment



      Evaluation Criteria:

      $2,000,001 +                 (excellent)

      $1,000,000-2,000,000         (good)

      $0-1,000,000                 (poor)



      Number of clients/businesses receiving technical assistance



      Evaluation Criteria:

      Within 6 – 9 months          (excellent)

      Within 10 – 12 months        (good)

      12 months +                  (poor)



ED2 – Support and Capitalize on Targeted and Dominant Industries




      Level of employment (e.g. construction, healthcare, marine resources, manufacturing)



      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)




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      Number of business expansions (capital investment, employment, operations)



      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)



ED2a – Strengthen Marine Related Industries



      Working waterfront – number of programs/services started/expanded to assist industry



      Evaluation Criteria:

      Increase,      (excellent)

      Same,          (good)

      Decrease,      (poor)



      Boat building & related industries – number of programs/services started/expanded to assist
      industry



      Evaluation Criteria:

      Increase,      (excellent)

      Same,          (good)

      Decrease,      (poor)




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      Marine research – number of programs/services started/expanded to assist industry



      Evaluation Criteria:

      Increase,        (excellent)

      Same,            (good)

      Decrease,        (poor)



ED2b – Expand Research & Development Activities



      Number of new jobs in R & D Industry Sector



      Evaluation Criteria:

      10 – 25 new jobs          (excellent)

      1 – 9 new jobs            (good)

      0 new jobs                (poor)



ED2c – Expand Tourism and Strengthen Tourist Related Activities




      Level of tourism attraction activity

      Evaluation Criteria:

      Increase         (excellent)

      Same             (good)

      Decrease         (poor)




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      Restaurant and lodging sales generated in September through May as a percentage of
      annual sales.



      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)



ED2D – Strengthen Other Traditional Industries such as Farming, Forestry and Arts and
Crafts


      Number of industry workshops, trainings etc.



      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)



ED2e – Support Health Care




      Number of people trained/employed in allied healthcare profession

      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)


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       Number of programs/services started and/or expanded to support this industry

       Evaluation Criteria:

       Increase       (excellent)

       Same           (good)

       Decrease       (poor)



ED3 – Coordinate and Strengthen Regional Capacity for Economic Development Planning




       Level of Employment in Economic Development Planning

       Evaluation Criteria:

       Increase       (excellent)

       Same           (good)

       Decrease       (poor)



III.   Education and Workforce Development



EW1 – Build a Skilled and Educated Workforce from Preschool to Adult



       Number of graduates

       Evaluation Criteria:

       41+            (excellent)

       21 – 40        (good)


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      0 -20          (poor)




      Number of companies assisted



      Evaluation Criteria:

      21+            (excellent)

      11-20          (good)

      0-10           (poor)



      Number of on-going training efforts



      Evaluation Criteria:

      10+            (excellent)

      5-9            (good)

      0-4            (poor)



IV.   Infrastructure/Transportation


IT1 – Develop and Redevelop Commercial Property and Infrastrucutre



      Rate of increase of commercial space added in industrial parks.



      Evaluation Criteria:

      300,001 + sq. ft.            (excellent)


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      100,001 – 300,000 sq. ft.    (good)

      0 – 100,000 sq. ft.          (poor)



IT2 - Create an Efficient Transportation Infrastructure



      Number of communities involved in Maine DOT‘s Gateway1 project.



      Evaluation Criteria:

      7 – 10         (excellent)

      4–6            (good)

      1–3            (poor)




IT3 – Develop a Strong Telecommunications System



      Number of towns with access to high speed Internet services



      Evaluation Criteria:

      Increase       (excellent)

      Same           (good)

      Decrease       (poor)




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X. Integration with State‘s Economic Development Priorities

         The MidCoast Economic Development District recognized the importance of developing
programs and services which are in harmony with the established priorities of the State. This
synergistic approach allows both entities to maximize available resources and effectively deliver
its services to the targeted population. The State views the success of its six economic
development districts as vital to the economic development of the state and as a natural conduit for
reaching businesses, communities and citizens with their economic and community development
programs. In recent years the state has developed and implemented several progressive and
effective economic development programs.

       Maine‘s Department of Economic and Community Development (DECD) and MCEDD
have worked very closely with each other to promote several initiatives in the service region.
These include:

         Office of Business Development (OBD) – This office assigns business development
specialists throughout the state to provide technical assistance and assist in economic expansion
activities. The regional representative for the Midcoast is headquartered in MCEDD‘s southern
regional office in Bath. The OBD specialist has worked closely with MCEDD staff in both
regional offices to promote economic development and promote programs that support business
attraction, retention and expansion in the service region. The strength of this relationship has
allowed MCEDD staff to be aware of and effectively implement Maine‘s economic development
initiatives. Additionally, it has enabled MCEDD to communicate to State officials the challenges
and concerns that are specific to the region.

       The advantage of this communication between state and local offices has led to success in
the promotion of these programs in the MCEDD region:

        Pine Tree Development Zone (PTDZ) – This ambitious tax incentive program, offered to
qualifying businesses, allows communities to designate specific locations as Pine Tree Zones to
encourage business attraction, expansion and retention activities. Eleven communities in the
MCEDD region have designated nearly 900 acres for development under the Pine Tree Zone
program. Much like other areas of the state, the MCEDD region has enjoyed great success in
promoting economic development with the Pine Tree Zone program.

        Maine Small Business Development Centers (SBDC) – These centers provide no-cost
counseling to small and mid-sized businesses seeking information on management assistance,
training, resources and information. Assistance is also provided to entrepreneurs wishing to start a
business, providing consultation in; start-up and acquisition, market plan development, market
research and identifying sources of credit and financing. The SBDC offices also offer trainings and
seminars on a variety of small business topics.
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       There are two SBDC offices in the MCEDD region, one in the southern regional office in
Bath and one in the Lincoln County town of Wiscasset.

        North Star Alliance – The North Star Alliance program is part of a statewide initiative,
funded by a federal WIRED grant, focused on developing industry clusters in areas of traditional
strength or great potential. The Midcoast region has a long and rich history in the boatbuilding
industry that reaches 400 years. In addition to the traditional wooden boat building operations,
other companies, utilizing steel and composite technologies have also met with great success.
Another industry ―cluster‖ is the composites industry itself. New technology in this industry has
enabled companies to meet virtually every demand for products. These two industries, along with
precision manufacturing, have been recognized as industries which are already strong in Midcoast
Maine and may become dominant on a national or perhaps international scale if properly invested
in and expanded. The state has developed the Northstar Alliance program to meet this challenge
and create economic opportunities for these industries. The Southern office of the MCEDD region
hosts the office of the regional NorthStar Alliance representative.

        Community Development Block Grant – This economic and community development
program is funded on the federal level by Housing and Urban Development (HUD) and
administered on the state level by the Department of Economic and Community Development
(DECD). MCEDD has aggressively pursued these funds for communities for myriad projects,
including, business assistance, public infrastructure, planning activities, public service projects and
affordable housing. Both regional offices of the MCEDD region are certified to provide technical
assistance on CDBG issues to member communities, businesses and non-profits. The grants and
low interest loans made available through this program have and will continue to play a vital role
in the economic development of region for years to come.
Creative Economy – Both the State of Maine and the Midcoast region view the support and
promotion of the creative economy as vital in maintaining and growing Maine‘s arts community
and supporting tourism, retail activities and the local economies of the state‘s cities and towns. The
term ―creative economy‖ is one that defines a broad segment of culture, production and the arts.
The Midcoast region has a rich history of artists, writers, musicians, architects and others who
have played a vital role in crafting and sustaining the unique and fascinating identity for the region.
The continued contributions from these communities are necessary to ensure that the region
maintain that identity and is able to effectively promote it, both within and outside of the Midcoast
region.


       DECD/Governor’s Strategic Plan – Maine's economic strategy must embrace four
fundamental economic drivers: (1) the creation of a fair and stable business environment to attract
investment to Maine; (2) investment in people; (3) a clear focus on key sectors of the state's
economy; and (4) building infrastructure

II. Investment in people
Creating an educational system that moves students from K thru 16 and beyond is now more than a
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goal; it is a plan in the making. Our objective is to have 60% of our high school seniors go on to
college by 2006, and 70% by 2010.


III. A Clear Focus on Key Sectors of the Maine Economy
3. Precision and Niche Manufacturing
The state has a long and honorable manufacturing tradition. As our manufacturing sector matures,
we must be creative and flexible in developing the manufacturing jobs of the future. This will
involve support for research, development of cutting-edge technology and a highly skilled
workforce. It will also require innovative financing and participation from the Finance Authority
of Maine and DECD.

IV. Tourism
This traditional industry is vital to Maine's economic future. Already, tourism accounts for 15% of
Maine's gross state product - compared to 5% for the nation, and 6% for the rest of New England.
Tourism leverages our magnificent natural resources in a way that, for the most part, is
environmentally friendly. We will: continue to work with local agencies to promote different areas
of Maine; work with our higher education institutions to provide degree programs in hospitality;
and expand our marketing efforts, utilizing "single image" branding to promote our state.


V. Cross-Cutting Issues: The following issues cut across the four targeted areas outlined above.
1. Entrepreneurship
We must continue to improve our efforts to promote entrepreneurial enterprises. Critical to this
will be the Maine Technology Institute, the state's incubator program, and the state's education
system. We will also continue to promote the Small Enterprise Growth Fund and the Maine Seed
Capital Tax Credit.

2. The Creative Economy
Our society is just beginning to understand the importance of this new sector. Highly educated and
mobile, creative economy workers have much to offer Maine, and our natural heritage makes the
state an obvious destination for them. Maine is a leader among the states in trying to understand
and nurture this new force, and the Blaine House Conference on the Creative Economy, scheduled
for May 2004, will be an important forum.


The Maine Creative Economy Council‘s strategy for Maine includes:

              Cultivating a creative mindset

              Investing in research and the development of new technologices

              Supporting industries‘ efforts to develop and/or exploit higher-value business and
               marketing strategies

              Attracting and retaining creative workers

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                Strengthening the creative abilities of all Maine workers – present and future


2. Small Business Support
Maine is a state of small business: approximately half of Maine people work for businesses of 20
and fewer employees and over 90% of Maine businesses have 20 and fewer employees. Our
system of support for this vital sector must be one-stop and user-friendly. The business-permitting
process is especially onerous for these thinly staffed enterprises and must be simplified.


       The Governor’s Energy Efficiency Summit April 2008: The summit will present and
discuss how best to reduce energy costs and improve business operation. The summit will include
an expo with displays of energy-efficient technologies and services for business energy choices


Quality Places/Open Space –
In March 2007, Governor Baldacci appointed the Council of Maine‘s Quality of Place. Specific
recommendations include:

      1. Regional landscape conservation.

      2. Revitalization of our communities, our village centers, our creative economy, and our built
         environment.
             Adopt a Strong State Community Preservation and Development Policy
             Provide Communities with Development Assistance
             Enhance Historic Preservation Tools
             Enact the Maine Community Preservation Act
             Create the Maine Intrastate Trail System

      3. Asset-Based Development Strategy a bold new ―bottom-up‖ approach to Maine economic
         development, called ―asset-based development.‖
             A Local-Regional Approach to Development: Use a locally driven, broadly
                participatory structure to identify key assets and to design and implement strategies
                to preserve and promote these assets
             State Incentives and Support: Establish a state grant program to assist with the
                preparation of regional asset-based development strategies
             State Coordination: Establish a permanent state-level Maine Quality of Place
                Council
             Implementation Funding: Provide reliable funding to implement regional and
                statewide asset-based development strategies
             State Support: Organize state programs and agencies to incentivize and support
                bottom-up, asset-based development efforts
             Workforce Development: Align Maine‘s workforce development system and
                programs with Quality of Place opportunities


Maine Office of Innovation – Science and Technology Action Plan for Maine 2005
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Key Objectives:
Maine‘s investments in R&D will stimulate and sustain consistent, competitive growth for Maine‘s
economy.
   1. Support and advocate for focused state R&D investments at levels that keep Maine
      competitive, nationally and internationally, in Maine‘s targeted technology areas:
           Biotechnology
           Composite
           Environmental
           Marine and Aquaculture
           Information
           Precision Manufacturing
           Agriculture and Forestry
   2. Target state R&D investments to those strategic areas or clusters within the state‘s
      technology-intensive industrial sectors with the greatest potential to support jobs and
      competitive businesses.

Stimulate a robust R&D enterprise by boosting academic R&D capacity, developing an educated,
technically skilled workforce, broadening the impact from the nonprofit research institutions and
increasing private sector R&D activity in key strategic areas important to Maine.
    1. Using a portion of state funding (Objective 1.1), create the equivalent of a virtual Tier I1
        statewide research enterprise, encompassing research universities, institutions and private
        companies, that attracts scientific participation in basic research from the national research
        community.
    2. Develop research universities and institutions that are hubs for entrepreneurial activity.
    3. Build strategic alliances and research collaborations between and among Maine‘s research
        institutions, universities, entrepreneurs and companies.

Maine‘s Legislature and key policy makers recognize, advance and celebrate Maine‘s R&D
investments and strategic priorities.
    1. Legislators are informed through frequent, precise, interesting reports.
    2. Accurate and reliable information, data and analysis on Maine‘s innovation-based economy
       are developed and provided, promoting understanding and informing policy at the state and
       federal levels.


Maine‘s unique R&D assets and their significance to Maine‘s economy are used to draw new
business and investment to the state of Maine.
   1. Market Maine‘s Science and Technology strengths and assets to existing Maine students
       and businesses .
   2. Maximize the benefits of Maine‘s proximity to leading centers of innovation and
       innovative businesses in the United States and Canada.

Foster growth of research intensive companies through a comprehensive network of services and
support.
   1. Public and private funding sources are developed that support early stage research-
        intensive business development targeted to the capital gap between R&D funding and cash
        flow positive.

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      2. Build a critical mass of entrepreneurial management assistance that enables the growth of
         research-intensive businesses in Maine.
      3. Develop appropriate statewide business support to shepherd research-intensive businesses
         throughout their unique business lifecycle.




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