The city of Lewiston, Maine has successfully transitioned from an economy based on manufacturing to a more diverse one through sustained efforts over many years. It was once a thriving manufacturing center with Bates Mill as the largest private employer in the state, but faced decline in the 1960s as textile industry moved south. However, nearly $500 million in public and private investment over the past decade redeveloped mill complexes and improved infrastructure, supporting growth in healthcare, education, and other sectors. The city has engaged the public and formed partnerships to create plans that redefine spaces and pursue economic development, housing, and quality of life initiatives with a vision for continued renewal.

1. CITY OF LEWISTON

2. Lewiston Facts
 Second largest City in the state
 37 square miles
 36,592 population
 Employment center -24,000 jobs
 Service Center
 2 hospitals
 5 colleges
 Governmental services
 Financial Services

3. Lewiston Historical Roots
 River powered industry, received pollutants
 Good infrastructure
 Canals
 Rail
 Hydroelectric
 Textiles primary industry – began in 1846
 Bates Manufacturing largest private employer in state in 1950’s- employed
5,000 people
 Immigrant labor force
 Early service center
 2 hospitals
 Bates College
 Vibrant downtown-strong independent, destination retail
 Dense urban core
 Walkable scale
 Blocks of tenement housing-5,000 people per square mile

4. From 1860 to 1950 Lewiston was one of
Maine’s crown jewels . . .
• Manufacturing Center
• Bates Mill largest private employer in the state
• Thriving retail center
• Destination for entertainment and cultural
• Bates College among top 20 liberal arts colleges
• Growing population

5. Decline began in the
1960’s
• Textile industry moved south
• Suburbanization
• Malls
• Aging infrastructure
• Old housing stock
• Poverty
• High taxes

6. Economy/Tax Base
 Lewiston has successfully managed transition from
economy based on manufacturing to one that is
more diverse
 Transition has been successful because of
sustained efforts over many years
 Nearly $500 million in public and private
investment over the past ten years
 Redevelopment of the Lewiston Mill complex –
formerly the Bates Mill – approximately 1
million s.f. in downtown Lewiston – beginning
in 1992
 Redevelopment of the Southern and Western
Gateways

7. Socioeconomics
Long-term trends continue
 Reduced dependence on textile manufacturing and
low paying service jobs
 Growth in stable sectors
Health care (Two Regional Hospitals)
Education (Bates College, USM LA College, Kaplan
University)
 Growth in diverse sectors
Trade Precision Manufacturing
Finance Warehousing/Distribution
 Increased business investment in recent years
 Tax Base growth

8. Business Environment Factors
Available Development Sites
Available Parking
Economic Development Marketing
Timeliness of Approval Process
Labor Availability
Infrastructure
Partnerships

9. Business Park
Development

10. MILL REDEVELOPMENT

13. PARKING GARAGES
$4 million
600 car
Chestnut Street Garage

14. BRANDING/MARKETING

15. BROAD PARTNERSHIPS
 Lewiston Auburn Growth Council
 Lewiston Development Corporation
 Auburn Business Development Corporation
 South Park Business Park
 AVCOG
 Chamber
 Educational Institutions
 NGO’s
 Other Development Organizations (CCI/CEI)

16. WHERE WE ARE TODAY
Employment Growth 2001-2013
3.0% vs 1.7% for State
Population (1960-2010)
89.3% -- 5% increase in 2010
Income (1960-2010)
73.6% of U.S to 68.9%
Poverty (1980 to 2010)
16.7% to 22.8%

17. LOOKING FORWARD
PLANNING
REVIEWING
RENEWING
REFOCUSING

18. ASSET BASED
RIVERFRONT ISLAND MASTER PLAN
COMPREHENSIVE PLAN
ECONOMIC DEVELOPMENT STRATEGY
NEW MAINERS
DOWNTOWN

19. RIVERFRONT ISLAND PLAN

20. 77 Acres – Water on 3 sides 1.8 million s.f. of mill space
City owns or controls 36% of land 4 public parks
3,740’ of riverfront 5,940’ of canals

21. • Review and analysis of
existing plans
• Engage the public
o 17 member Advisory
Committee
o 40+ interviews with
stakeholders
o Study area Walk & Talk
o 3 Public meetings draw
several hundred people
• Website/surveys
• Develop alternative
visions for public vetting
• Plan receives broad
support

23. Water access, connectivity,
cultural spaces

25. WAKABLE MIXED USE
DEVELOPMENT

26. 4 Mills

27. COMPREHENSIVE PLAN

32. ECONOMIC DEVELOPMENT
STRATEGY

33. NEW MAINERS

38. Learning Works family literacy program

41. WHAT DID WE LEARN?
Engage the public -- early and often
Form Partnerships
Create a vision
 Have fresh eyes - redefine spaces/issues
 Bates 5
 Oxford Street
Be bold (but not stupid)
Pursue with passion (but be flexible)
Commit to quality