Fryeburg Downtown Plan - Town of Wilton, Maine

WILTON, MAINE
Downtown Revitalization Plan
Final Draft -- May 2012
Land Use
Planning and
Development
In association with
Camoin Associates, Kent Associates, and Planning Decisions, Inc.
Acknowledgements
The Wilton Downtown Plan was developed for the Town of Wilton by Wright-Pierce, in
association with Camoin Associates, Kent Associates, and Planning Decisions, Inc. Funding for
this plan was provided through the Community Development Block Grant program and the
Maine Office of Community Development.
Consultant team members from Wright-Pierce were Amanda Bunker, Senior Land Use Planner,
and Jon Edgerton, P.E. and Vice President. Consultant team members from supporting firms
include Jim Damicis (Camoin Associates), Brian Kent (Kent Associates, and Frank O'Hara
(Planning Decisions).
Guidance and plan development assistance came from the Wilton Downtown Committee and
Town Staff:
Susan Atwood
Alison Hagerstrom (Greater Franklin Development Corporation)
Rhonda Irish, Town Manager
Ray Jacques
David Nordstrom
Betty Shibles
Angela Werner
Thanks go to this Committee for their work, and to the citizens who participated in the public
outreach efforts and meetings, and who provided input.
Special thanks to Rhonda Irish for her assistance with the distribution and collection of the
community survey, and for overall project coordination on behalf of the Town.
Contents
1. Introduction
1.1 Project Goals
1.2 Downtown Walking Audit
1.3 Downtown Questionnaire
1.4 Wilton's Regional Context
2. Action Plan
2.1 Approach
2.2 Strategies & Implementation Table
3. Plan Components
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
Gateways and signage
Building façade improvements, property clean-up
Add/upgrade streetscape amenities
Increase support from local residents for downtown businesses
(General) Downtown marketing & promotion
Programs or tax incentives to grow and support downtown businesses
Sidewalk and crosswalk improvements
Promote Wilson Lake and Stream, add amenities; Promote outdoor recreation for
economic development
Promote the arts, culture and entertainment for downtown economic development
Proactively address senior/retiree housing in support of downtown revitalization
More downtown community events
Other downtown business attraction and expansion opportunities
Future consideration of identified improvement areas, Depot Street/Weld Road
gateway
Future relocation of Town Hall to the downtown
4. Funding Opportunities
4. Appendix
Economic Development Report
AVCOG Walking Audit Report
Community Survey Results
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INTRODUCTION
1
Introduction
Early in the process, the following goals were
established to guide the downtown plan. In
addition, a list of the Downtown's assets,
weaknesses and opportunities (a "snapshot",
below) was generated to understand the
needs and issues that residents felt most
impacted the Downtown.
1.1 PROJECT GOALS
Through this process, the town of Wilton sought to establish a comprehensive downtown plan
that provides the Town with a "road map" for revitalizing the downtown. The goals of this plan
include:

Improve the look and image of downtown, address blight conditions;

Improve the marketing of downtown and explore new and appropriate economic potential;

Create a downtown that draws in visitors and serves local residents;

"Jump start" Main Street, building on recent revitalization efforts and helping the Town to
organize its efforts moving forward to ensure success;

Identify potential funding options that the town may pursue to implement the downtown
plan; and
 Set priorities for the downtown and identify both short-term and long-term strategies for
revitalization.
1.2 DOWNTOWN WALKING AUDIT
"What makes Wilton unique? How can the town increase foot traffic in the downtown and encourage
new businesses to locate downtown and not on Route 2? These are the principle economic development
issues facing the town currently." AVCOG Walking Audit Report
In August 2010, the Androscoggin Valley Council of Governments (AVCOG) facilitated a
walkable community workshop and walking audit of Main Street,, Wilton. The resulting public
discussion and summary report has informed and supported many of the findings and
recommendations of this plan. This plan does not go into the level of detail that is included in
the walking audit report, but the safety and design considerations in that report should be
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INTRODUCTION
considered part of the broader downtown revitalization effort. The walking audit report is
included in the appendix of this plan.
1.3 DOWNTOWN QUESTIONNAIRE
In order to gain a better understanding of the
community's perception of, use of, and desires for
Downtown Wilton, a questionnaire was circulated by
mail and posted on-line (Survey Monkey).
The results confirmed many of the needs (business
support/development) and perceptions (poor image)
that were being discussed as part of the Downtown
planning effort. They also revealed how often residents'
used the Downtown and how much they supported
certain revitalization priorities. Open-ended questions
solicited comments such as the types of downtown
businesses desired and what residents would like to see
done to attract and retain downtown businesses.
The summary results of the questionnaire are found in
the appendix.
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INTRODUCTION
Police & fire
Downtown
Wilton
Focus Area
School
Depot Street intersection
Weld Road intersection
Wilson Stream
Grocery store
Post office
Library
Monument Square
Bass (Cousineau) Mill
Lake Road intersection
Wilson Lake
Bass Park
Route 2 intersection
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INTRODUCTION
SNAPSHOT OF DOWNTOWN WILTON
Assets: What’s working for the Downtown

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Village scale, architectural character
Walkability
The people
o "Think Local First" campaign
Downtown businesses/mix of uses
o Grocery store, banks, hardware store, restaurants, retail,
Cultural features & events
o Library, historic museum, Blueberry Festival, Third Thursdays
Natural features
o Wilson Lake, Wilson Stream, town parks, regional/Mount Blue State park
Infrastructure
o Walkable downtown, pedestrian-scale lighting, municipal water & sewer,
available parking
Image
o Historic buildings & architectural character, public art, monument/square,
outdoor eating, flower boxes, [natural setting/topography]
Regional
o Farmington resources, Route 2/4 traffic
o Regional agencies/partners
Weaknesses: Where things fall short

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Sidewalk/crosswalk conditions
Areas with poor visual character
Bicycle “infrastructure”
On-street parking
Traffic speeds, safety
Building conditions
Building vacancies
Utilities, sewer/septic
Promotion for Downtown
Regulatory environment
Opportunities: Ideas to begin with

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Enhance existing sidewalks/crosswalks
Properties with redevelopment potential
Downtown arts & culture, the Academy
Cater to local residents’ needs
More bicycle infrastructure, promotion
More outdoor recreation business development
Incentives for private Downtown improvements
Expand local shopping/services
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INTRODUCTION
1.4 WILTON'S REGIONAL CONTEXT
Developing a plan for the growth and sustainability of the downtown requires careful
consideration of the community's regional context. Wilton's proximity and relationship with
Farmington is a source of both competition and opportunities. While there is very real
economic competition, Wilton's downtown can also take advantage of resources such as the
regional partners, attractions, infrastructure and supporting services, while seeking out
economic opportunities and niches, and emphasizing its unique quality of place, which makes it
different from Farmington.
Many of Wilton's current residents and businesses are located in Wilton because of the
proximity to Farmington. Resources such as the medical facilities and services, the university,
and major retail centers are important to Wilton's residents and businesses, and more
appropriate to the scale of Farmington. Wilton's proximity to Farmington offers several
advantages and opportunities for the Downtown, which are called out in this plan. And Wilton
will also need to rely on regional partnerships, both with neighboring municipalities and
regional agencies, as a matter of practicality.
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ACTION PLAN
2
Action Plan
2.1 APPROACH
Utilizing the "Main Street Approach"
This plan is only a tool for revitalization; the revitalization of Downtown Wilton will require
persistence, leadership, communication and partnerships. Many communities in Maine and other
states have employed the "Main Street Approach" as a model for organization which has proven
successful for downtown revitalization.
In Maine, communities may formally apply to become a Main Street Maine community (as a full
The Main Street Four-Point Approach®
From Main Street Maine
The four points of the Main Street approach work together to build a sustainable and complete
community revitalization effort.
Organization involves getting everyone working toward the same goal and assembling the appropriate
human and financial resources to implement a Main Street revitalization program. A governing board
and standing committees make up the fundamental organizational structure of the volunteer-driven
program. Volunteers are coordinated and supported by a paid program director as well. This structure
not only divides the workload and clearly delineates responsibilities, but also builds consensus and
cooperation among the various stakeholders.
Promotion sells a positive image of the commercial district and encourages consumers and investors to
live, work, shop, play and invest in the Main Street district. By marketing a district's unique
characteristics to residents, investors, business owners, and visitors, an effective promotional strategy
forges a positive image through advertising, retail promotional activity, special events, and marketing
campaigns carried out by local volunteers. These activities improve consumer and investor confidence
in the district and encourage commercial activity and investment in the area.
Design means getting Main Street into top physical shape. Capitalizing on its best assets — such as
historic buildings and pedestrian-oriented streets — is just part of the story. An inviting atmosphere,
created through attractive window displays, parking areas, building improvements, street furniture,
signs, sidewalks, street lights, and landscaping, conveys a positive visual message about the commercial
district and what it has to offer. Design activities also include instilling good maintenance practices in
the commercial district, enhancing the physical appearance of the commercial district by rehabilitating
historic buildings, encouraging appropriate new construction, developing sensitive design management
systems, and long-term planning.
Economic Restructuring strengthens a community's existing economic assets while expanding and
diversifying its economic base. The Main Street program helps sharpen the competitiveness of existing
business owners and recruits compatible new businesses and new economic uses to build a
commercial district that responds to today's consumers' needs. Converting unused or underused
commercial space into economically productive property also helps boost the profitability of the
district.
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ACTION PLAN
or "Network" member), to receive support and assistance from the Maine Downtown Center, and
increase their scoring on many of Maine's downtown grants. However, it is not a requirement to
be a Main Street community to utilize the Main Street Approach, and many downtowns can
benefit from applying this model on their own.
For Downtown Wilton, there are a few key considerations under each of the Four Points that the
community should keep in mind as it works to build and support a sustainable downtown.
Organization


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Establish a permanent Downtown Committee to champion the Plan and help guide and push
for implementation; if needed, the Committee may wish to establish subcommittees or
designate existing entities to address each of the four points, Economic Restructuring,
Promotions, Design, and Organization.
Part of the role of a committee or entity responsible for Organization is to facilitate good
communication (between town committees, staff, Selectmen, downtown businesses/
stakeholders, and the community at large) and ensure that all are supportive of activities and
actions, and that no one is working at cross-purposes; coordination with the Wilton Group
will be an important organizational task.
Another aspect of Organization is the need for volunteers to help carry out many downtown
activities; the Maine Downtown Center can offer guidance on managing volunteers effectively.
Promotion


Downtown Wilton promotional materials (web, printed, etc.) should help "sell" the Downtown
and its assets, marketing to businesses and increasing awareness of Downtown Wilton as a
destination and resource for residents and visitors; materials such as maps, brochures, business
directories, etc. should be available throughout the region, and especially on the web
(including "social media").
Focus promotional efforts on the economic sectors/opportunities identified in this plan.
Design


The Committee or entity responsible for Design issues must consider the impacts of downtown
plans and activities on its character and image; this includes elements of the plan such as the
design/style of streetscape amenities, façade program and/or design guidelines, or the
installation of public art are all Design considerations.
Invite residents or businesses with design backgrounds such as artists, gardeners, architects,
landscape architects, or others to participate in Design considerations for the downtown.
Economic Restructuring


7
The economic development actions in this plan rely on a key partnership with the Greater
Franklin Development Corporation, and support from the Greater Franklin Chamber of
Commerce; these entities should be closely aligned with, or directly involved with, the
Committee's Economic Restructuring work.
Invite residents or businesses with economic or business development backgrounds to
participate in Economic Restructuring considerations for the downtown.
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ACTION PLAN
2.2 STRATEGIES & IMPLEMENTATION TABLE
This plan includes both short-term and long-term actions and initiatives, and given the time and
funding required for many of these, the Town must adopt a phased approach to revitalization.
The table that follows represents a possible strategy for making steady progress on Downtown
improvements and implementing programs/initiatives over several years. The timeline for
these improvements is generally indicated as Phase I, Phase II, etc.
While it is important to recognize the need to focus on higher priority and Phase I actions first,
the Town should allow the flexibility to be "opportunistic" and implement components when
there is a particular funding opportunity or community or political will. The Town should also
note the opportunity to treat this table as a "living document", revisiting and adjusting on a
regular basis, noting accomplishments, short-term goals, and adjusting the timeline as needed
along the way.
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ACTION PLAN
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ACTION PLAN
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ACTION PLAN
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ACTION PLAN
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ACTION PLAN
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ACTION PLAN
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PLAN COMPONENTS
3
Plan Components
3.1 GENERAL PRIORITIES FOR THE DOWNTOWN
Based on public feedback along with committee and consultant input, this Plan calls for a range
of phased-in public and private improvements and initiatives within the Downtown.
The list below of Wilton's Downtown priorities was developed early in the planning process,
based on public feedback, committee discussion, and consultant input. This list helps generally
inform the plan for implementation, indicating the relative importance the community places
on different elements. For each of these priorities below, there is a set of specific
actions/components, each with their own level of importance relative to the entire plan; these
are described in this section.
HIGH PRIORITIES

Gateways and signage

Building façade improvements, property clean-up

Add/upgrade streetscape amenities (lighting, benches, trash, etc.)


Increase support from local residents for downtown businesses
Programs or tax incentives to grow and support downtown businesses

(General) Downtown marketing & promotion
MEDIUM PRIORITIES

Sidewalk and crosswalk improvements


Promote Wilson Lake and Stream, add amenities; promote outdoor recreation for economic
development
Promote the arts, culture and entertainment for downtown economic development


Proactively address senior/retiree Housing in support of Downtown Revitalization
More downtown community events

Future consideration of identified Redevelopment Areas, Depot Street/Weld Road gateway
LOW PRIORITIES

Other Downtown Business attraction & expansion opportunities

Future relocation of Town Hall to the Downtown
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PLAN COMPONENTS
3.1 GATEWAYS AND SIGNAGE

Add gateway signs at the Main Street/Rt. 2 intersection, the Depot Street/Rt. 2
intersection, and the Weld Road/Main Street intersection; include a message board for
noting events.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program

Develop wayfinding signage for the Downtown and surrounding area guiding people
to key public destinations (vs. private businesses) such as Wilson Lake/Bass Park, offstreet Downtown parking, post office, Kineowatha Park, the Town Office, Schools, etc.
Wayfinding signage should be of the same style/design as the gateway signs.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program

Consider creating private business directory signage for the Downtown, of the same
style/design as the gateway signs.
Lead Responsibility: Downtown Committee/Town staff, or The Wilton Group
Funding Sources: CDBG, TIF program
Locations of key downtown gateways, where signage should be installed.
Gateway:
Route 2 & Route 4
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PLAN COMPONENTS
The existing welcome sign at the Town lines (below, left) is a good design to use for the Downtown gateway signs.
Photosimulation showing new signage at the Route 4/Route 2 intersection.
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PLAN COMPONENTS
Sketches showing new signage at the downtown gateway intersections.
3.2 BUILDING FAÇADE IMPROVEMENTS, PROPERTY CLEAN-UP

Establish a façade program for downtown commercial and mixed-use buildings.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program
Results of a façade program in Richmond, Maine, from design to implementation.
AFTER
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PLAN COMPONENTS

Establish design guidelines, a historic district or other protection to maintain
Downtown character and historic architecture.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: n/a

Hold volunteer-based Downtown clean-up activities, such as an annual "spring clean
up".
Lead Responsibility: Downtown Committee or The Wilton Group
Funding Sources: if needed, in-kind support from Public Works, in-kind donations from residents/businesses

Reach out to owners of Downtown buildings and properties that negatively impact the
Downtown image, identify their needs and concerns.
Lead Responsibility: Town staff, with Committee support
Funding Sources: n/a

Reach out to owners of vacant Downtown storefronts to encourage or assist with
maintaining window displays.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: n/a
Both residential and non-residential buildings in the Downtown contribute to the image and
character, effecting the marketability of the Downtown. The town should employ a range of
strategies to address private building improvements.
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PLAN COMPONENTS

Explore the development of a property maintenance ordinance for the Downtown to
address properties that negatively impact the Downtown image.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: n/a
Examples of a property maintenance ordinances:
1
International Code Council
2
City of Westbrook
Town of East Millinocket 3
4
Town of Medway
5
Town of Hermon
6
Town of Waterville

Establish a program for housing rehabilitation for residential buildings on Main Street.
Lead Responsibility: Town staff
Funding Sources: CDBG, Rural Development or Housing TIF?
3.3 ADD/UPGRADE STREETSCAPE AMENITIES

Make streetscape improvements on Main Street between Prospect Street and the
grocery store (Phase 1):
o
Replace globe light fixtures on existing lampposts (keep poles), add banner arms
and/or brackets for American flags or flower baskets.
o
Install benches and trash receptacles, such as by the monument/museum, the
Bass-Wilson Building, and the streamside park by the Post Office.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program
Downtown Wilton's existing lampposts - the globes could be replaced while keeping the poles.
1
ICC website www.iccsafe.org and search for property maintenance
Westbrook, see Chapter 17 of City Codes
http://www.westbrookmaine.com/index.asp?Type=B_BASIC&SEC={1A3649E4-EFB6-4462-A44D-826F3979CD17}
3
East Millinocket, see http://www.eastmillinocket.org/ord.htm
4
Medway, see http://www.medwaymaine.org/pdf/docs/property-maintenance.pdf
5
Hermon, see http://www.hermon.net/index.php?id=33&sub_id=52
6
Waterville, see http://waterville-me.gov/departments/ordinances
2
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PLAN COMPONENTS

Make streetscape improvements on Main Street between the grocery store and Depot
Street (Phase 2):
o
Install new lampposts (add banner arms and/or brackets for American flags or
flower baskets).
o
Install benches, such as by the church or at the Weld Road/Depot Street
intersections.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program

Provide bike racks at key destinations such as the library,
post office, and by Wilson Lake; invite private business
owners to install bike racks or offer them at a discounted
rate through the Town.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program
Streetscape elements such as benches, planters, trash receptacles, and bollards should be of the same style
throughout the Downtown. They can be installed in phases, but an overall sidewalk and streetscape plan
should be developed first to determine locations and construction needs for each elements.
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PLAN COMPONENTS
3.4 INCREASE SUPPORT FROM LOCAL RESIDENTS FOR DOWNTOWN BUSINESSES

Continue and expand the "Buy Local" program initiated by the Wilton Group.
Lead Responsibility: The Wilton Group (Town support), local business group -- over time, Town support should be
phased out as effort should be governed, managed, and funded 100% by member businesses; sustainability will be
achieved when this is purely a local business effort.
Funding Sources: Town funds, local sponsors/businesses, as needed; membership dues

Develop a promotional campaign for Downtown Wilton (and Wilson Lake) as a
community gathering place and local/regional destination for arts, entertainment and
outdoor recreation.
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC
Funding Sources: Rural Development or EDA

Explore opportunities to increase local advertising for Downtown businesses, through
social media, joint advertising, promotional flyers, advertising/promotion at Downtown
community events, or other ideas to target local/area residents.
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC and GFCCC
Funding Sources: Rural Development or EDA, businesses participation through joint purchasing collaborative
3.5 (GENERAL) DOWNTOWN MARKETING & PROMOTION
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC, GFCCC, and The Wilton Group
Funding Sources: Rural Development or EDA funds
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
Raise the Town’s internet presence by marketing attractions and events both on local
and regional websites.

Increase the use of social media to promote the Downtown (linked to the websites); get
residents, businesses, and workers linked to Facebook and Twitter pages and regularly
announce events, happenings, and opportunities.

The Town should support GFDC to take lead on business attraction and marketing for
businesses attraction including marketing of key available land and properties. This
should be part of a coordinated regional effort.
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PLAN COMPONENTS

Develop a strategy to specifically target the college market and hospital/health system
workers segment and increase their awareness of local offerings, events, etc. (they
represent a significant portion of the worker and regional consumer base):
o
Reach out to university personnel for insight into the type of amenities and
recreational opportunities that they and students are asking for that might not be
currently available in the region. Same for health system workers.
o
Get this constituency into Town and partner social media sites for daily/weekly
announcements.
3.6 PROGRAMS OR TAX INCENTIVES TO GROW AND SUPPORT DOWNTOWN
BUSINESSES
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC
Funding Sources: Rural Development or EDA funds

Establish a Downtown TIF program, which could generate funds for Downtown
improvements and programs or to use as business incentives such as through tax
rebates. Look to collaborate with neighboring municipalities to hire needed professional
services associated with establishing a TIF District.

Develop a partnership in support of the Downtown with both the Greater Franklin
Development Corporation (GFDC) and Greater Franklin County Chamber of Commerce
(GFCCC).
o
Meet with GFDC to establish overall approach, and short-term and long-term
strategies for business attraction and marketing of the Downtown.
o
Work with partners to establish appropriate business incentives for the
Downtown, seeking innovative models from other communities in the state.

The Town should partner with GFDC for implementing a regular business visitation
program in which businesses are visited and interviews periodically for feedback and
then the information is used to 1) address their concerns if there is an immediate need,
and 2) continue refinement of strategies.

Working with GFDC, explore the use of USDA Rural Development programs or EDA
funds that apply to business expansion or attraction for the Downtown or to conducting
additional economic development activities.
3.7 SIDEWALK AND CROSSWALK IMPROVEMENTS

Upgrade crosswalks and address ADA deficiencies on Main Street between Prospect
Street and Academy Hill School, as identified in the Walking Audit Report:
o
Consider new materials/design for crosswalks
o
Incorporate plans/design for sidewalk upgrades to avoid removing or changing
crosswalk improvements
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, MaineDOT
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PLAN COMPONENTS
Examples of crosswalk design, painted solid with a flashing light (left) and brick pavers (right).

Upgrade sidewalks on both sides of Main Street between Prospect Street and the
grocery store, addressing ADA and aesthetics, and concerns identified in the Walking
Audit Report:
o
Incorporate improvements that address issues noted in the AVCOG Walking
Audit Report.
o
Consider removing existing undersized parking spaces and connecting the
sidewalk in front of the library along the stream, if feasible.
o
Treat the Monument area as a separate project (see next).
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, MaineDOT
Existing sidewalk and crosswalk conditions on Main Street.

Coordinate with property owners to redesign the area around the Monument between
Key Bank and the Bass Wilson Mill ("Monument Square"); coordinate project with
overall sidewalk/crosswalk improvements.
Lead Responsibility: Downtown Committee/Town staff, partnering with private owners and the Historic Society
Funding Sources: CDBG, MaineDOT
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PLAN COMPONENTS
Illustrative sketches showing the Monument Square area with improved layout, more green space and
streetscape enhancements.
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PLAN COMPONENTS

Upgrade sidewalks on the west side of Main Street from the grocery store to Academy
Hill School.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG

Long-term, add new sidewalks on the east side of Main Street from the grocery store to
Academy Hill School.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, MaineDOT

Long-term, phase in improvements to sidewalks that connect surrounding
neighborhoods to Main Street.
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, MaineDOT
3.8 PROMOTE WILSON LAKE AND STREAM, ADD AMENITIES; PROMOTE
OUTDOOR RECREATION FOR ECONOMIC DEVELOPMENT

Promote Wilson Lake as a Downtown attraction, particularly by improving the
pedestrian connection between Wilson Lake and the Downtown:
o
Replace existing sidewalk along Main Street
from Lake Road/Canal Street to Prospect
Street, including replacement of guard rail
(decorative if possible).
o
Improve lakeside trail from Canal Street bridge
to Bass Park/parking, or add a sidewalk on
Lake Road from the Main Street/Lake Road
intersection to Bass Park.
o
Provide informational signage in the
Downtown (such as near the monument or
post office) directing visitors to the Lake, and
signage at Bass Park/ waterfront directing
visitors to the Downtown, as well as providing
on-line information about the Lake as a
Downtown amenity.
o
Develop a promotional campaign for Wilson Lake and parks (Bass Park,
Kineowatha) as attractions close to the Downtown, such as through signage and
websites, marketing.
Lead Responsibility: Downtown Committee/Town staff, Public Works?
Funding Sources: CDBG, MaineDOT, TIF program, MaineDOC

Within the allowance of Shoreland Zoning requirements, consider some limited pruning
along Wilson Stream where it runs close to the east side of Main Street, to increase the
visibility of this natural feature and asset.
Lead Responsibility: Downtown Committee/Town staff, Public Works, local volunteers
Funding Sources: (Town or volunteer effort)
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PLAN COMPONENTS

Increase the number of year-round local events that will attract the outdoor recreation
sector to the Downtown, such as special outdoor activities/events, ski swaps, athletic
competitions, etc.
Lead Responsibility: Downtown Committee/Town staff partnering with The Wilton Group
Funding Sources: TIF program, local sponsors/businesses

Develop strategies to attract and support business growth related to outdoor recreation
(retail, rentals), such as bait and tackle, boating, biking, etc.
o
Provide market data and information to business community through chamber
and Buy Local networks and ask for ideas and initiates to spur investment in this
area.
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC
Funding Sources: Rural Development or EDA funds

Expand use of recreationalists' (such as skiers or snowmobilers) existing resources to
promote the Downtown; for example, the Snowmobile Maine website,
http://snowmobile-maine.com, includes a tab for Greater Farmington (and Wilton), but
includes little information.
Lead Responsibility: Downtown Committee/Town staff partnering with GFDC, GFCCC, and The Wilton Group
Funding Sources: n/a

Long term, explore feasibility of developing a walking trail between Bass Park and
Kineowatha (on-road route).
3.9 PROMOTE THE ARTS, CULTURE AND ENTERTAINMENT FOR DOWNTOWN
ECONOMIC DEVELOPMENT

Utilize Maine Arts Commission grants and
programs to support furthering arts and culture in
the Downtown, partner with local and regional
members of the arts community (individuals and
organizations).
Lead Responsibility: The Wilton Group partnering with the
Downtown Committee/Town staff
Funding Sources: Maine Arts Commission, local
sponsors/businesses

Continue to hold arts and entertainment events in
the Downtown such as musical performances, art
walks/shows, speakers, etc.
Lead Responsibility: The Wilton Group with Town support
Funding Sources: Maine Arts Commission, TIF program, local
sponsors/businesses

Work collaboratively to promote and enhance
cultural attractions such as the Museum and
Library.
Lead Responsibility: The Wilton Group and Downtown
Committee/Town staff, partnering with the Historic Society and Library
Funding Sources: Maine Arts Commission, TIF program, local sponsors/businesses
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28
PLAN COMPONENTS

Develop strategies to attract and support business growth related to arts, culture and
entertainment.
o
Employ programs indicated above such as artwalks and promotion, but also
explore demand and supply of shared studio space and housing/work spaces
conducive to the arts and cultural community.
Lead Responsibility: Downtown Committee/Town staff partnering with The Wilton Group, GFDC and GFCCC
Funding Sources: Maine Arts Commission, TIF program, Rural Development?
3.10 PROACTIVELY ADDRESS SENIOR/RETIREE HOUSING IN SUPPORT OF
DOWNTOWN REVITALIZATION

Establish a joint marketing effort to attract young retirees to live in Downtown in
conjunction with other Downtown marketing efforts.
Lead Responsibility: Downtown Committee/Town staff
Other Participants: property owners, real estate agents, town, and area economic development agencies
Funding Sources: private

Housing development Downtown:
o
29
Identify incentives and financing support to upgrade Downtown
housing/apartments and make it more accessible and suitable for Senior living.
Draft - May 2012
PLAN COMPONENTS
o
For potential redevelopment sites in the Downtown, seek opportunities for newconstruction Senior Housing, ensuring that building design (i.e. for accessibility)
needs are met while maintaining a good fit with the Downtown character.
Lead Responsibility: Downtown Committee/Town staff, partnering with agencies such as WMCA 7 or MSHA
Funding Sources: Maine State Housing Authority, CDBG, Rural Development or Housing TIF?

In support of providing Senior/Retiree housing and serving that market in Downtown
Wilton:
o
Promote local assets to attract Seniors/Retirees, including Wilson Lake, Franklin
Memorial Hospital, University of Maine Farmington, Golf Course, high speed
internet/services, and general "small town character".
o
Implement Downtown public improvements to support the Senior/Retiree
population: safe/ADA accessible sidewalks and crosswalks, benches and good
lighting, public parks (accessible).
o
Evaluate the growth/support needs for Downtown businesses that are
attractive to Seniors/Retirees, such as food/entertainment businesses (coffee
shops, books, music, etc.); also, promote and expand arts/culture activities and
events (artwalks, music performances, movies, etc.).
o
Foster a safe and desirable Downtown environment for Seniors/Retirees,
working to maintain low crime and visible police presence in town, and
ensuring sidewalk and public properties maintenance is completed promptly
and sufficiently, year-round.
Lead Responsibility: Downtown Committee/Town staff partnering with The Wilton Group or WMCA?
Funding Sources: CDBG, TIF program, Rural Development?
Like much of Maine, population projections reflect an aging population - which may hold economic
opportunities.
Ten year Franklin County Population Projection
(2008-2018)
1,717
8
-20
-784
-286
-1,207
Un
20
to
de
39
r2
0
7
40
to
59
60
to
79
80+
To
tal
Western Maine Community Action
Draft - May 2012
30
PLAN COMPONENTS
3.11 MORE DOWNTOWN COMMUNITY EVENTS
Lead Responsibility: Downtown Committee/Town staff partnering with The Wilton Group and GFCCC
Funding Sources: TIF program, local sponsors/businesses

Overall, tie in downtown events to key economic development areas -- arts & culture,
outdoor recreation, Farmington College and the hospital/health care community.

Continue to improve and expand Wilton's Blueberry Festival.

Consider adding a major winter/holiday event for the Downtown.
3.12 OTHER DOWNTOWN BUSINESS ATTRACTION & EXPANSION OPPORTUNITIES
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: Rural Development or EDA

Health care offices:
o

Hardware, residential supplies and services:
o

There may be an opportunity for expanded hardware or building supply stores
and related stores and services to cater to the do-it-yourself lifestyle of local
consumers and support the residential construction that is occurring
Home-based or mobile business support (office/commercial space, infrastructure,
support):
o
31
There may be a potential opportunity to meet the growing demand for
healthcare office space given the size and projected growth of the Health Care
and Social Assistance industry sector both locally and in the region
The town’s occupation base is influenced by a lot of workers that travel (home
health care aids, residential support services, etc.), a possible opportunity to
provide services and stores in support of these workers to serve this daytime
population (such as coffee shops and meeting paces)
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PLAN COMPONENTS
3.13 FUTURE CONSIDERATION OF IDENTIFIED IMPROVEMENT AREAS, DEPOT
STREET/WELD ROAD GATEWAY
Lead Responsibility: Downtown Committee/Town staff
Funding Sources: CDBG, TIF program, MaineDOT, Rural Development?

The Town should consider future opportunities to encourage improvements or
redevelopment for the identified Improvement Areas between the grocery store and
Weld Road; utilize design guidelines or other protection to maintain Downtown
character.
Draft - May 2012
32
PLAN COMPONENTS
This sketch shows a new building nestled into the hillside, in front of the public parking lot.

Develop a strategy/process for advancing the improvement or redevelopment of
properties at the Weld Road/Main Street intersection.
o
Phase 1: determine project approach, begin landowner outreach, identify public
improvements opportunities.
o
Phase 2: seek funding as needed, make public improvements, implement
strategies to facilitate redevelopment.
Several of the parcels surrounding the Weld Road intersection, like the one shown here, have redevelopment
potential which could enhance this gateway to the Downtown.
33
Draft - May 2012
PLAN COMPONENTS
3.14 FUTURE RELOCATION OF TOWN HALL TO THE DOWNTOWN

Support the long-term goal of relocating Town Hall to the Downtown, to promote
Downtown community activity and business support (recommendation of the Walking
Audit Report).

Explore the feasibility of the Improvement Areas identified in this plan for a Town Hall
site; consider potentially including a lease/office space in such a facility to generate
income initially and be converted to Town use if needed.
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34
FUNDING OPPORTUNITIES
4
Funding Opportunities
GENERAL PRIORITIES FOR THE DOWNTOWN
All of Maine's municipalities struggle with the realities of the costs associated with investing in
public improvements. For downtown revitalization efforts, there are a number of proven
approaches to funding that many Maine communities have employed to see their plans through
to implementation. This section highlights three major programs that are used to fund
downtown improvements in Maine, and lists additional programs and strategies for funding
which may be used for certain projects or communities.
Most of the funding programs traditionally used to fund downtown revitalization originate
from federal sources and are administered by the State. These funding sources in recent years
are also subject to fluctuation in the level of funding provided from year to year. The
information provided here on various programs is the most current available, but program
details such as availability, deadlines, and requirements may change, and communities should
contact the appropriate agencies to ensure they have the best information about a funding
program.
1. CDBG PROGRAMS
The CDBG program is a federally-funded program administered by the
Department of Economic and Community Development (DECD). The
purpose of the program is to provide grants to local communities to support
economic and community development that primarily benefits low and moderate
income persons. Federal funding to underwrite the program is provided through
the U.S. Department of Housing and Urban Development (HUD). The CDBG
program consists of several grant programs for economic and community
development. Applications and funds are available annually from the DECD.
To be eligible for additional CDBG funds, a community must have completed a
comprehensive downtown strategic plan or update to an existing plan within in the
past five years. Also to be eligible for CDBG funding, projects and activities must
meet one of two national program objectives. The project must achieve one of the
following:
35
•
Benefit at least 51% low-moderate persons in an area, or
•
Eliminate slum and blight
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FUNDING OPPORTUNITIES
For more information including program statements and application deadlines visit:
http://www.meocd.org
Downtown Revitalization Grant
The Downtown Revitalization Grant (DR) Program provides funds to
communities to implement comprehensive, integrated, and innovative solutions
to the problems facing their downtown districts. These community revitalization
projects must be part of a strategy that targets downtown service and business
districts and will lead to future public and private investment. Qualified
applicant communities must have a downtown district meeting the definition.
Communities applying for funds must provide a direct cash match of at least
25% of the total CDBG grant award. This match may consist of non-CDBG loans,
grants, endowments, etc. contributed to the project.
The proposed DR activities must be in a downtown plan (completed or updated
within 5 years of the application) as recommended actions necessary for
downtown revitalization. Applicants will receive three bonus points if they have
been designated as a Main Street Maine Community by the Maine Downtown
Center or one bonus point if they have been designated as a Maine Downtown
Network Community.
Eligible projects include:
•
Construction, acquisition, reconstruction, installation, rehabilitation, site
clearance, historic preservation, and relocation assistance associated with
parking, streets, curbs, gutters, sidewalks, recreational facilities, parks,
removal of architectural barriers, or neighborhood revitalization
•
Site amenities (benches, lighting, trash receptacles), landscaping and
pedestrian improvements
•
Eligible activities include all those eligible under the Public Facilities, Public
Infrastructure, Housing Assistance or Community Enterprise programs as
relevant to the revitalization of a downtown district.
Letters of Intent are typically due in January, and applications typically due in
March.
Public Infrastructure Grant
The Public Infrastructure Grant (PI) Program provides gap funding for local
infrastructure activities, which are part of a community development strategy
leading to future public and private investments. Eligible activities in the PI
Draft - May 2012
36
FUNDING OPPORTUNITIES
Program are construction, acquisition, reconstruction, installation, relocation
assistance associated with public infrastructure.
A cash match of at least 25% of the total grant award is required. This match
may consist of non-CDBG loans, grants, endowments, etc contributed to the
project.
Regional Service Centers and Contiguous Census Designated Places and
Compact Urban Areas Designated as Regional Service Centers and activities
supporting the revitalization of downtown areas will be given priority.
Eligible projects include:
•
Water system installation/improvements, sewer system installation/
improvements, water/sewer system hookups, storm drainage, utility
infrastructure (road or street reconstruction is not eligible) -- maximum
funding $500,000
•
Streets and roads, parking, curbs, gutters -- maximum funding $100,000
Letters of Intent are typically due in December, and applications typically due in
January.
Community Enterprise Grant
The Community Enterprise Grant (CE) Program provides grant funds to assist in
innovative solutions to problems faced by micro-businesses, promote business
façade programs and make streetscape improvements in downtown and village
areas. Assistance to businesses may be in the form of grants or loans at the
discretion of the community.
The maximum CE grant amount is $150,000.
Eligible projects include:
•
Grants or loans to for-profit businesses, façade grants to for-profit or nonprofit businesses for exterior improvements, including signage, painting,
siding, awnings, lighting, display windows and other approved exterior
improvements
•
Streetscapes including pocket parks, benches, street lighting, tree plantings,
signage, traffic calming improvements, sidewalks and other approved
improvements
All streetscape improvements must take place on publicly owned property.
Exterior improvements and signage on an existing business must take place in a
37
Draft - May 2012
FUNDING OPPORTUNITIES
designated slum/blight area, or documentation exists that a business qualifies
under a spot blight basis; Streetscape improvements must take place in a
designated slum/blight area or when the applicant community where the project
will take place is 51% or greater LMI as determined by HUD and the U.S.
Census.
Letters of Intent are typically due in January, and applications typically due in
March.
2. MAINEDOT QUALITY COMMUNITIES PROGRAM
The Maine Department of Transportation (MaineDOT) has established a Quality
Community Program, which encompasses programs many Maine communities are
already familiar with, such as Transportation Enhancements, Safe Routes to School,
and various other community programs. The Department has consolidated the
former individual applications into a “common” Quality Community Program
application to improve overall program and project delivery, as well as to simplify
application processes.
MaineDOT’s Quality Community Program includes federal and state funding
opportunities to improve the quality community environment in Maine. This
competitive program is intended to improve community transportation related
facilities through bicycle and pedestrian improvements, safety improvements,
environmental improvements, scenic, historic, and other quality community
improvements.
The next round of applications under the Quality Communities Program will be due
in 2012, to compete for funding available in fiscal years 2012-2014. The Town should
be in contact with MaineDOT to coordinate on the potential timing of an application
and preliminary discussion with program staff.
The following are the major funding programs under the Quality Community
Program:
Transportation Enhancement Program
The Transportation Enhancement Program is a Federal and State program
(minimum 20% local match) offering a funding opportunity to help
communities expand their transportation and quality community environments.
This program supports pedestrian and bicycle facilities, historic and
environmental projects, and downtown revitalization initiatives, as well as other
investments that create an enhanced transportation system. Project proposals
must show a relationship to surface transportation.
Draft - May 2012
38
FUNDING OPPORTUNITIES
For more information visit:
www.maine.gov/mdot/community-programs/enhancement-program.php
Safe Routes to School Program
This Federal and State program offers an opportunity for infrastructure
improvements (up to 100% funding) that will improve safety or increase the
number of children walking or bicycling to school or after school activities (this
program applies to projects within 2 miles of an elementary or middle school).
Project improvements typically include sidewalks, traffic calming, pedestrian
crossings, and off-road bicycle and pedestrian facilities.
For more information on this program visit:
http://www.maine.gov/mdot/opt/srts.php
3. TIF PROGRM
Tax Increment Financing (TIF) is a state and local financing mechanism in which
economic development and downtown improvements are funded through the
dedication of increased local property tax revenues resulting from private
investment within a designated district. TIFs are further supported by sheltering
new property valuation within the district from a community’s state valuation so
that the community avoids losses in state aid to education and state municipal
revenues sharing as well as increases in its county tax. Revenues captured within a
designated TIF district can be used to fund both local costs for public
infrastructure/improvements and economic development efforts, as well as private
costs for building construction and improvements or site related costs. In addition,
such tax moneys can be captured from one location and applied to another location
(such as captured from a commercial strip and applied to a downtown).
4. OTHER FUNDING PROGRAMS & STRATEGIES
Leveraging Private Funds
In many communities, partnerships with private entities such as banks, nonprofits or other institutions can result in funding or implementation
opportunities. Communities should be strategic in identifying specific ways in
which such entities could participate in revitalizing the downtown.
Project Canopy Grant
39
Draft - May 2012
FUNDING OPPORTUNITIES
Efficiency Maine, Maine Downtown Center "Green Downtowns" Program
If there is a strong interest in promoting green and energy efficiency initiatives in
the downtown, contact programs such as these to find out if they offer any
appropriate opportunities.
Tax Credit Programs
Maine has several tax credit programs which can aid in revitalization efforts such
as historic preservation and housing. These programs are complex, but for the
right project, may serve as an important financial component.
State Bonds
Although unpredictable, special state bond opportunities such as Communities
for Maine's Future or the Riverfront Communities bond are proposed and
funded. Communities may be able to take advantage of such funding if
appropriate to the downtown revitalization effort.
USDA Rural Development
Maine Arts Commission
Draft - May 2012
40
APPENDIX
5
Appendix
AVCOG Walking Audit Report
Downtown Wilton Economic Development Report
Community Survey Results
41
Draft - May 2012
APPENDIX
Draft - May 2012
42