Comprehensive Planning
Hancock County Planning Commission
September 20, 2023
Municipal Planning Assistance Program (MPAP) Provides:
Are You Required to Have A Plan?
It is NOT mandatory for all municipalities to have a comprehensive plan.
Only towns with:
must have an adopted comprehensive plan that is consistent with the Act.
What Has Changed since your last comp plan?
What Has Not Changed
� LEGISLATIVE INCENTIVES FOR ADOPTION OF A COMPREHENSIVE PLAN �THAT IS CONSISTENT WITH �MAINE'S GROWTH MANAGEMENT ACT �(30-A, M.R.S.A. §4301 et seq.)
Only communities that adopt a consistent comprehensive plan can…
LEGISLATIVE INCENTIVES�(Continued)
Other Good Reasons to Plan
The Planning and Land Use Regulation Act
Title 30-A Chapter 187
(also known as the Growth Management Act)
This is the state law that guides the municipal comprehensive planning process.
Comprehensive Plan Review Criteria Rule
Chapter 208
This is the rule that guides the comprehensive planning process.
Comprehensive Plan Review Checklist
Cliffs Notes of comp plan requirements.
State Comp Plan Website
State Comp Plan Website
Plans under review
State Comp Plan Website
Hancock County data requests
Spring 2021 | Fall 2021 | Spring 2022 | Fall 2022 | Spring 2023 | Fall 2023 |
Brooklin | Clifton | Blue Hill | Ellsworth | Deer Isle | Cranberry Isles |
Castine | Orland | Mount Desert | Hancock | Franklin | Gouldsboro |
Gouldsboro | Waltham | Penobscot | Southwest Harbor | Sedgwick | Waltham |
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| Sorrento | Stonington | |
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| Trenton | Sullivan | |
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| Winter Harbor | Surry |
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Common problems….
Common questions….
Questions?��Contact Information:�Tom Miragliuolo�Municipal Planning Assistance Program�Department of Agriculture, Conservation & Forestry �207-287-3860�tom.miragliuolo@maine.gov�
Comprehensive Planning Process
Goals, Objective and Strategies
Oh My
Technical Support Provided by
Hancock County Planning Commission
Process & Timeline
Establish a committee
Begin the public engagement process
Inventory and analysis chapters
Goals and objectives
State approval
Town approval
Goals
Deficits
Policies
Strategies
Objectives
Assets
Mission
Strengths
Weaknesses
Opportunities
Threats
Tactics
Actions
Vision
Timeline
Solutions
Goals
Strategies
Objectives
Tactics
Vision
Vision statements focus attention on a community's values, sense of identity, and aspirations. The vision statement tells a story and paints a picture of an ideal future.
Vision
We envision the town of Utopia as a coastal Maine community that is diverse and well balanced. The town will be recognized by residents, visitors and the State of Maine for its integrity and ability to set dynamic priorities and achieve them through comprehensive accountability.
Our tree-shaded streets, scenic vistas, unspoiled coastline, classic architecture and beautiful landscapes will continue to inspire visitors and residents alike.
Our community will work collaboratively with residents, business owners and regional partners on challenges including sea level rise, diversity, housing, and others that we share in Maine. As we adapt, we will preserve Utopia’s historic integrity, protect our natural resources, strengthen our unique small town character while improving economic vitality.
Mission
Goals: Broad, visionary statements of outcomes you� want to achieve.
Strategies: Things we do to help achieve objectives.
Objectives: Milestones on the way to goals.
Objectives: Milestones on the way to goals.
Strategies: Process to help achieve objectives. � Assigns responsibility
Strategic Plan: Process or “next steps” to implement a� comprehensive plan
Chapters
Goal | Objective | Strategy |
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Tracking and Evaluation
Public Engagement
Averi Varney
Hancock County Planning Commission
State Requirements
Municipalities are required to solicit and consider a wide range of public feedback before adopting growth management plans.
Citizen participation. In order to encourage citizen participation in the development of a growth management program, municipalities or multimunicipal regions may adopt growth management programs only after soliciting and considering a broad range of public review and comment. The intent of this subsection is to provide for the broad dissemination of proposals and alternatives, opportunity for written comments, open discussions, information dissemination and consideration of and response to public comments
(30-A M.R.S.A. §4324).
Principles of Engagement
Inclusivity
Transparency
Responsiveness
Methods of Engagement
Methods of Engagement
Prepare Background
Initial Public Input
Float Trial
Get Public Reaction
Revise
(Michael C. Lewis, as Cited in The Maine Comprehensive Planning Manuel, 2005)
Tailoring Engagement to Your Community
Example Timeline
Example Timeline
Questions?
Stonington’s
Economic Resiliency
Strategy:
Opportunities for Investment
A Vision for the Future
Stonington’s 2018 Comprehensive Plan
The Town of Stonington shall be an affordable and�desirable place to live, work, and raise a family.
The traditional marine-based fisheries and industries�shall continue to thrive and be supported by the Town.
The Town shall retain its scenic resources, working�waterfront, culture, natural environment, and the�historical buildings that give the Town its distinctive�character.
Tourism and non-marine related industry and businesses�shall gradually increase to provide new employment opportun-�ities and a hedge against potential fishery stock reductions.
The Town shall have quality housing options for low and middle-income families, senior citizens, those requiring�long-term care, and seasonal workers.
The Town shall have quality education�opportunities in the community.
Imperative for Action
Stonington is the oldest population in the county with an average age of 55.4 compared to Hancock County’s 49.5 or the State of Maine’s 45.5. 19% of Stonington households are below the poverty line, a larger percentage than in comparison geographies. 21% of Stonington households earn less than $25,000.
Lower Income Levels & Higher Than Average Poverty Levels for Hancock County
Inadequate education, workforce preparation, and skill levels to support current and emerging workforce needs.
Declining School Enrollments: a 12% loss in 10 years
The lack of housing, schools, and year-round services create a cycle of reduction in resident jobs, businesses, and property opportunities that in turn impact seasonal services. Seasonality approaching island carrying capacity, with over 140 active short-term rental properties in 2022.
Increasing Seasonality and Declining Opportunities
Year-round residents own only 41% of the land area; less than 50% of downtown; and approximately 20% of the shoreline. As of 2018, a near-term need for an estimated 30 housing units for working families in the 18- to 60-year-old class.
Year-Round Residents own only 45% of combined assessed value of property
Core Strategies
For Economic Diversity and Resiliency
To support year-round business and economic opportunities
Retain & Attract
Year-Round Population & Workforce
Lobstering, fishing,�small-scale aquaculture, marine trades
Support the�“Blue” Economy
Supportive to local�value-added economic opportunity & resiliency
Maintain & Invest
in Infrastructure, Policies, and Practices
Awarded an ETIPP (Energy Transitions Initiative Partnership Project) grant from the Department of Energy to identify the means by which to secure and sustain a cleaner, higher capacity, more reliable local energy grid.
Transportation
Awarded Maine Shore and Harbor and Coastal Community Planning Grants for sea level rise adaptations along Fifield Point Road and Stonington Harbor. Working in collaboration with the Town of Deer Isle and Maine DOT to rebuild the Causeway and Bridge to sustain safe, persistent connections to the mainland. Using federal ARPA funds for plans to raise Oceanville Road and as match for a Village Partnership Initiative for downtown improvements.
Housing
Secured federal Community Designated Spending to purchase the Odd Fellows Hall. A second CDS application is alive in the appropriations process for purchase and conversion of the Methodist Church. The Town has also established a Housing Reserve Fund and voters passed a new Short-Term Housing Registration Ordinance by a 2:1 margin in March 2023.
Current
Actions
Energy
Seeking Investment in Maine’s #1 Port
Neither taxes nor charitable contributions alone will sustain this island year-round
To support funding priorities, including a capital plan.
Develop Financial Capacity
Develop longer-term, more compatible, and higher-value visitation through arts, recreation, cultural heritage, and natural resource-based approaches.
Develop Sustainable Visitation
Continue to develop communications and marketing for unique branding of place and products and to attract funding/people/resources.
Increase Visibility
Support workforce recruitment via affordable housing strategies, leveraging Town Housing Reserve, water and sanitary districts.
Develop Workforce Housing
Identify and fund opportunities, training and support for small businesses.
Support Entrepreneurship & Workforce Development
Support workforce and schools via housing strategies and active recruitment of young families.
Recruit Workforce
25 Years of Public-Private Investment & Innovation in Stonington
SAMPLE LIST (incomplete!)
You Too Can Make a Difference
THANK
YOU
Kathleen Billings, Town Manager
Linda Nelson, Economic & Community
Development Director
“…ask not
what your
[community]
can do for you –
ask what you can do for your
[community].”
- adapted from
John F. Kennedy
1961 inaugural speech
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