2007 All-America City Award Application
Community Information Community name and state: Lewiston, Maine Your community is applying as a: ___ Neighborhood ___ Town X City ___ County ___ Region If applying as a region, name participating communities:
If applying as a neighborhood, name city:
Has your community applied before? Yes No If Yes, which years: 2006
Has your community been a Finalist before? Yes No If Yes, which years: 2006
Has your community been an All-America City before? Yes No If Yes, which years:______
Contact Information All-America City Award contact (primary contact person available throughout entire competition and for follow-up): Name: Dottie Perham-Whittier Title: Community Relations Coordinator Organization: City of Lewiston Address: 27 Pine Street City, State, ZIP: Lewiston, Maine, 04240 Phone (business/day): (207) 784-2951, X110 Fax (business/day): (207) 795-5069 Phone (home/evening): (207) 786-2540 Fax (home/evening): N/A E-mail Address: [email protected]
1 List the 3 individuals who most actively participated in filling out this All-America City Award application (add additional lines if needed): (Provide name and title; organization; phone; e-mail address)
Phil Nadeau, Deputy City Administrator, City of Lewiston, (207) 784-2951, X114; [email protected] Dottie Perham-Whittier, Community Relations Coordinator, City of Lewiston, (207) 784-2951, X110; [email protected] Kirsten Walter, Lots to Gardens Coordinator, Sisters of Charity Health System, (207) 755-3110; [email protected]
The community applying will receive one complimentary membership (or a membership renewal if an AAC application was submitted last year) to the National Civic League for one year. To whom should this membership be directed?
Name James A. Bennett, City Administrator Address Lewiston City Hall, 27 Pine Street City, State, Zip Code Lewiston, Maine 04240 Phone Number (207) 784-2951, X111 Fax (207) 795-5069 Email [email protected]
If we are designated an All-America City, we agree to follow NCL’s rules (available on the Web site) regarding use of the All-America City Award logo, a registered trademark of the National Civic League.
Signature: ______Date: ______Name: ______Title: ______
Community Statistics Note: Use the most up-to-date statistics possible for your neighborhood, town, city, county, or region ( source suggestions: U.S. Census Bureau, State Department of Economic Security, State Department of Finance, Department of Public Health, and local school statistics)
POPULATION (in year 2000 or most recent): 35,690* Source/Date : All data in this application reflects US Bureau of the Census 2000 population survey data which does not reflect new immigrant resident relocations. Immigrant resident numbers are based on case intake information since February 2001. Date of data retrieval for US Bureau of Census information was December 3, 2005. Lewiston Social Services Department information currently estimates the new immigrant resident population at approximately 3,000.
POPULATION PERCENTAGE CHANGE 1990-2000 (indicate + or -): -10.01 % Source/Date : US Bureau of the Census 2000 Data – 12-03-05
RACIAL/ETHNIC POPULATION BREAKDOWN (percentage) : White alone 95.7 % Hispanic or Latino (of any race) 1.3% Black or African American alone 1.1% Asian alone 0.8 % Amiercan Indian and 0.0% Alaska Native (AIAN) alone 0.3% Native Hawaiian and Other 0.0% 2 Pacific Islander (NHOP) alone 0.0% Some other race alone 0.4% Two or more races 1.7%
Source/Date : US Bureau of the Census 2000 Data – 12-3-05
MEDIAN FAMILY INCOME: $40,061 Source/Date: US Bureau of the Census 2000 Data – 12-3-05
PERCENTAGE OF FAMILIES BELOW POVERTY LEVEL: 10% Source/Date : US Bureau of the Census 2000 Data – 12-3-05
UNEMPLOYMENT RATE: 4.7% (December 2005) Source/Date : Maine Department of Labor, Division of Labor Market Information Services, February 2006
POPULATION BREAKDOWN BY AGE GROUP (percentages, if available) : 19 years old and under 24.7% 20-24 8.7% 25-44 26.9% 45-64 21.9% 65 and over 17.8% Source/Date : US Bureau of the Census 2000 Data – 12-3-05
PERCENTAGE OF HOME OWNERSHIP: 47.2% Source/Date : US Bureau of the Census 2000 Data – 12-3-05
WORKFORCE DISTRIBUTION -- Name the three largest employment sectors in your community and provide the percentage of total employed in each:
Education & Health Services 24% Retail & Trade 17% Manufacturing 15%
Source/Date : Gerard Dennison – Maine Department of Labor – 11-14-05
Please attach a state map with your community clearly marked (attach as a separate sheet). Part I Civic Infrastructure
Describe your community. Using the four major sections of the National Civic League’s The Civic Index, Second Edition (see www.ncl.org for more information), examine your community’s civic infrastructure and civic capacity and describe how your community lives each of the answers to each of the following questions. Please include real examples of how your community has demonstrated its strengths and faced its challenges. The roman numerals correspond to parts of The Civic Index, Second Edition. Also see the application instructions for this section.
3 1. What is our community vision for its future? (300 word maximum) Lewiston’s vision of a “community engaged” is consistent with results of a 2006 United Way community needs assessment survey . Examples of progress are below:
Lewiston is ENGAGED IN providing positive opportunities for families/children:
$20 million invested into affordable housing since 2003
Advocates for Children; Head Start/Child Care
Sisters of Charity nutrition center providing healthy eating instruction
At-risk populations assisted by programs such as Lots to Gardens
CREATING a more dynamic, diversified economy less dependent on low-paying jobs:
Over $350 million in business construction since 2000
Lewiston Career Center/Junior Career Connection serve as job resources
Businesses/residents utilize Maine’s only fully fiber optic cable/telephone/broadband network
ENHANCING arts/cultural activities:
Home to Actors’ Equity Public Theatre; Franco-American Heritage Center; Museum L-A; Bates College Olin Arts/Schaefer Theater; Marsden Hartley Cultural Center
Home to Great Falls Balloon Festival, Franco-Fun Festival, Greek Festival, and Somali Independence Day Celebration
2nd Home to Midcoast Symphony Orchestra
ENCOURAGING civic involvement:
Bates College service learning/volunteerism
Youth engaged in municipal government
ADVOCATING lifeong learning:
Downtown’s new Andover College
Expansion of USM L-A College
Bates College ranked by Princeton Review as “best overall value”
School-business partnerships
Jobs for Maine Graduates’ student financial literacy program
4 BECOMING more culturally informed/enhancing service access for non-English speakers
Civil Rights Team & Student Leadership Project
Community-wide outreach/services for new immigrant population
Citizenship classes enabling individuals to seek/retain employment, interact with health providers, support school age children’s needs, and manage living tasks
ENHANCING residents’ quality of life/healthy lifestyles, including health care for the Low/Moderate Income (LMI):
School-based health program in middle/high schools
B Street Health Center assists with health care of LMI population
U Booze U Looze youth-to-youth initiative
State-of-the-art Cardiac Center
II. How are we fulfilling the new roles for community governance?
II. (a). What is the extent and nature of community member participation in community improvement efforts? (300 word maximum) Community involvement is vast within Lewiston, and the below examples depict the willingness of individuals to work together for a common goal.
Thorncrag Nature Center Project: Twenty-eight Stanton Bird Club volunteers “birthed” the idea for a nature center in 2003. Thorncrag currently serves Androscoggin County and beyond as the largest bird sanctuary within New England with 5 miles of recreational trails. A 40+ volunteer stewardship committee maintains the sanctuary, manages habitats, and provides safe access. Fundraising for Phase I of the “Center” project began in 2006, and 30% of the $600,000 goal has been raised. Engineers, architects, and businesses have contributed in-kind donations totaling $44,000.
Skate Lewiston-Auburn Movement: A grassroots collaboration featuring non-profits, businesses, parents, youth, and municipal staff worked to establish a 12,000 square-foot state-of-the-art concrete skatepark on donated land in Lewiston’s downtown. Multi-generational partnerships were highlights of this $250,000 fundraising endeavor with adults/youth bringing this recreational opportunity to fruition in 2006 .
United Somali Women of Maine (USWM): Through interviewing Somali immigrants, particularly women and girls, USWM sponsored the production/dissemination of a multimedia educational DVD called “Being Somali in Lewiston: Fostering Community Dialogue/Learning Through Image and Reflection .” Women interviewed discussed the importance of education; changing roles of women; and their commitment to their culture. The project aims at fostering discussion/learning amongst diverse audiences, including educators/service providers, as well as Somali/non-Somali community members.
Androscoggin Leadership Institute: The Androscoggin County Chamber of Commerce and Central Maine Medical Center have partnered to provide a community-strengthening Androscoggin Leadership
5 Institute. Individuals totaling 220 have graduated from the program which focuses on fostering a greater understanding of the current/future needs of the community and opportunities for individuals to make a meaningful difference in addressing those needs.
II. (b). What role does government play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum) City government has embarked upon a number of citizen-based initiatives to address various community concerns and quality-of-life issues.
A newly formed Downtown Neighborhood Task Force will provide guidance to elected officials on issues addressing affordable housing, recreation, parks, and business development.
Partnership with Empower Lewiston, a federal Enterprise downtown neighborhood community- driven organization, supported the community-funded construction of one of New England’s premier concrete skateboard parks; also supported the development of a Community LES (Limited English Speakers) Cable TV Committee that will produce non-English content for local PEG channels.
Serving as a primary sponsor with the nationally recognized Center for the Prevention of Hate Violence for a series of city-wide community dialogue that will take place over the next two years engaging citizens in a community discussion about Lewiston’s rapidly changing ethnic, social, and cultural diversity.
Ongoing work with the Downtown Education Collaborative (Andover College, Bates College, Central Maine Community College, University of Southern Maine’s Lewiston-Auburn College, Lewiston Adult Education) to support community cultural and diversity education, leadership institutes, downtown sustainable food initiatives, food-security surveys, and Maine’s first Social Forum (2006) which afforded a number of citizens and community/civic action groups an opportunity to address social and political issues at the local, state, and national level.
Assembled a 2006 citizen-based Lewiston Solid Waste Task Force to produce a report to guide the city on its future solid waste management needs.
Worked with the adjoining City of Auburn to assemble a citizen-based Commission on Joint Services which was awarded $167,00 in grants; has led to the very recent establishment of another citizen-based process, including a newly appointed coordinator, tasked with the goal of achieving higher levels of collaborative effort between the cities.
II. (c). What role does the non-profit sector play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum)
Non-profits play a huge role within Lewiston, especially in terms of CHALLENGE #2, often giving “voice” to those who don’t necessarily perceive a venue to speak on their own behalf.
Empower Lewiston : Focuses on workforce development, literacy/educational attainment, financial literacy, and asset building, especially in Census Tracks 201/204 comprised of 4,594 individuals. Maintains/broadens neighborhood support strategies to provide resident resources, improve quality of life,
6 engage residents in neighborhood/community dialogues. The Junior Career Connection is Empower Lewiston’s latest initiative, providing a venue for ages 14-24 regarding jobs, job search tools, college/career information, and financial literacy.
Faithworks : Located within Census Tract 201, Faithworks is a nonprofit, job shop assembly operation, providing employment for welfare-dependent individuals not employable at traditional work places . Many are TANF recipients, have disabilities, or are vocational rehabilitation clients. During 2004, Faithworks provided 62,143 hours of employment with an average hourly wage of $11.89.
YouthBuild Lewiston: Administered locally through Coastal Enterprises, this national program assists high school dropouts ages 16-24 who have little/no work experience. A recent HUD grant will enable YouthBuild to help 20 additional Lewiston youth over the next 30 months. Local students earn GEDs, receive daily counseling/encouragement, and learn building skills by renovating low-income housing. Since 2004, 63 students have benefited and 27 local affordable housing units built/renovated.
Catholic Charities Maine : Maine’s refugee resettlement agency has partnered with Lewiston providing case management services/a voice for relocated immigrants. Additionally, the project’s efficiencies and case managers have minimized fiscal impacts on local taxpayers by eliminating the hiring of additional city staff/accelerating processing time for immigrant arrivals by more quickly linking clients to jobs/federal assistance programs ( not funded by local property taxes) and has nearly eliminated the need for locally funded temporary housing.
II. (d). What role does business play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum)
The business community consistently strives to improve its business climate, assist the less fortunate, and support Lewiston’s thriving cultural renaissance. Participation in decision-making can be measured by businesses’ actions on key public policy issues :
Chamber of Commerce Executive Board voted to work with city to defeat state-wide tax initiatives believed to be unfavorable to most Maine taxpayers and their quality of life.
Lewiston-Auburn Economic Growth Council business leaders support services consolidation initiative with neighboring Auburn.
Business leaders have created the Downtown Neighborhood Task Force to provide guidance/ advice to city officials on a range of issues relating to the downtown.
The Business Service Center is also a new, very welcome asset to downtown Lewiston, providing a business-friendly venue for economic development; it serves as a one-stop resource for individuals with an interest in developing business opportunities locally.
Business leaders also serve on a variety of standing city committees, including the
Planning Board Zoning Board of Appeals Finance Committee Historic Preservation Review Board
7 along with ad hoc committees/commissions including:
Tax Proposal Budget Review Task Force Solid Waste Task Force Downtown Neighborhood Task Force Bates Mill Task Force Citizens Commission on L/A Cooperation
Businesses’ commitment to residents’ quality of life is also expressed through non-profit undertakings including LA Arts, Library Trustees, Sisters of Charity Health System , and United Way volunteer efforts , with 200+ Lewiston businesses aiding the support of 30 United Way agencies/50 programs including:
1,200 summer camp $1,000 scholarships for elementary students
New “211-Maine” 24/7 link to critical services; served 1,500 in first year
Head Start serving 326 pre-school age children
Meals on Wheels providing meals for 90 Lewiston elderly residents
Supplementing Catholic Charities Maine-city partnership that provides case-management services for newest immigrant population
III. How do we work together as a community? III. (a). How does our community recognize and celebrate its diversity? (300 word maximum) Since 2001, Lewiston has experienced the arrival of 3,000+ Somali secondary migrants, and Lewiston has collaboratively worked to meet their needs. Schools have 652 students whose first language is not English, representing 13 languages/multiple countries of origin. English language instruction occurs within all 8 schools , and about 30% have progressed to instruction by grade level/content teachers. Each school has also developed a plan embracing cultural diversity. Efforts are supported by local funds/grants and non- profits, including:
Center for the Prevention of Hate Violence Bates College University of Southern Maine Maine Community Foundation Libra Foundation
Celebrations of diversity include:
Somali Independence Day Celebration : Grown over 3 years from a few hundred to 1,200+ attending.
Franco-Fun Festival & Greek Festival : Celebrates Lewiston’s Franco heritage and Greek culture.
8 Welcome to Winter: Residents, non-profits, and organizations partner with WinterKids and Lewiston Recreation providing an event to familiarize new cultures with winter weather . This event urges Maine newcomers to embrace winter and develop safe, healthy living habits.
New Marsden Hartley Cultural Center : Last year rendered 54 public events with 2,600+ participants. One event, “Say It Loud,” explored cultural identity/growing up female in contemporary America. Is also an archive for three major historic business record collections.
Franco-American Heritage Center : Provides cultural/historic programming/collection. Recent season of 65 events welcomed 18,500 people . Displays include handmade quilts, crafts, clothing, and furniture of the 20s/40s era; photos/scrapbooks highlight early immigrants.
University of Maine – L/A College Franco-American Collection: Contains material on politics, religion, language, education, industry/business, theater/music, genealogy, Lewiston-Auburn history, civic leaders, and sociological aspects of Franco-American culture.
Museum LA : Located in re-energized Bates Mill, tributes Lewiston’s rich shoe/ textile history.
Civil Rights Team and Student Leadership Project: Has been lauded by Center for the Prevention of Hate Violence.
III. (b). How does our community work with neighboring communities to address shared challenges? Is there a shared regional vision? (300 word maximum) Much of what drives our partnerships involves five critical public policy areas of regional importance: transportation, public safety, joint services, economic development, and immigrant/refugee services and programming .
Through the Androscoggin Valley Council of Governments (AVCOG) , made up of 49 municipalities from 3 adjoining counties, Lewiston works with AVCOG’s elected/appointed members to address:
Transportation: Planning for the 3-county area through the Androscoggin Resource Transportation Committee charged with supporting long-range transportation planning and capital planning every two years.
Public safety : Creation of a first-in-the-state Enviromental Depot at the Lewiston landfill site to collect hazardous waste materials. In all, 43 AVCOG member communities disposed 4,300 gallons of hazardous materials at the site in 2005.
Joint purchasing: By leveredging the purchasing power of Lewiston/Auburn, programs like the road salt joint purchasing program save participating member communities over $142,000.
In the area of economic development and joint services, Lewiston not only works with the adjoining City of Auburn to deliver transit, 911, airport, and other services, but also partners with nearby mid-coast communities to address the Base Closure Commission’s recent decision to close the Brunswick Naval Air Station by exploring future transportation, joint development, and service opportunities.
Additional regional public safety initiatives are underway . Interest by Androscoggin County communities to access enhanced 911 and dispatching has recently triggered Lewiston’s initiation of a
9 county-wide 911 task force to explore incorporating all 14 Androscoggin communities into the existing Lewiston-Auburn 911 Center .
As for immigrant/refugee services, Lewiston participated in the creation of a first-in-the-country municipal partnership with Portland to create an immigrant case management program. Currently, Lewiston is working with Portland to address the growing unemployment levels within the immigrant communities of southern Maine. This effort has partnered with several non-profit and state agencies to expand the initiative into a state-wide strategy.
IV. How does our community strengthen its ability to solve problems? (300 word maximum) In addition to Earned Income Tax Credit financial literacy outreach and Lots to Gardens’ food sustainability efforts, Lewiston has many other venues that render community-wide strengthening.
Bates College Service Learning : Bates College service-learning integrates service into the college’s academic/intellectual life connecting Bates to the community. During the 05-06 academic year, Bates’ Harward Center for Community Partnerships provided 30,423 service learning hours by Bates students—11,840 affiliated with public schools. Approximately 80 community agencies/institutions are involved with Bates’ service-learning. During the same period, 10,020 hours of volunteer service by Bates students were provided—2,370 dedicated to local student mentoring.
Teen Stakeholders: Since 2006, representatives from groups such as the Lewiston Youth Advisory Council, THRIVE, The Root Cellar, Bates College, Boys/Girls Club, Empower Lewiston, New Beginnings, and area youth have sought ways to enrich the community for youth. A Study Circles community dialogue plan of action has evolved, and a Community Building Forum will be held shortly updating/seeking input from residents.
Lewiston Adult Education’s Adult Learning Center : For FY 05-06, Lewiston Adult Ed served over 400 English Speakers of Other Languages (ESOL), compared to 75 ESOL learners in 2001 . Due to increased need, Adult Ed has sought federal/state/local funding, increased staff, and utilized volunteers from the community/Bates College. Based on onset testing scores, students receive between 10-20 hours of class, tutorial, and computer lab time. Students are reevaluated after 78 hours of instruction.
Weed & Seed: Goal is to reduce crime/enhance community by supporting organizations/collaborations working toward strategies, policies, and programs to create positive change. Currently, truancy is the focus area of the W/S Safe Haven Committee , and surveys have been distributed/collected from elementary school parents and Lewiston High School sophomores, juniors, and seniors. Surveys are being reviewed to develop an effective truancy reduction plan.
10 Part II: Community Background and Community Challenge Section Add lines as needed for your responses 1 (A). Community Background: Set the background for your community. Tell its story. Summarize your community’s history, successes and struggles. Describe how your community got to where it is today and your community’s current state of affairs. (700 word maximum):
Native New Englanders and Lewiston residents experienced a wave of immigration in the last third of the nineteenth century. Between the years 1840 and 1930, some 750,000 French sought work in New England’s woolen/cotton mills and shoe manufacturing operations. Lewiston evolved as one of the pre- eminent textile/shoe employers in Maine. By 1900, 70% of Lewiston’s workforce worked in the emerging textile/shoe industries.
Lewiston was the state’s primary manufacturing center in the 1950’s. Bates Manufacturing of Maine employed 6,000 people making it the state’s largest employer. However, the decline of textile/shoe manufacturing in Lewiston (and around the country) in the 1960’s brought with it high unemployment, declining wages, declining populations, and little hope for better days.
The manufacturing decline evolved into despair during the 1970’s and 1980’s— embodied by elevated vacancies downtown (once one of Maine’s premier retail centers), no state university presence, a river classified as one of the country’s 10 dirtiest waterbodies, an aging housing stock, rising unemployment, and a period of declining property values (1989–1991). These signs of the times fueled Lewiston’s self-image as a community in decline and without hope.
However, as time progressed, elected officials made tough, visionary decisions transforming Lewiston’s textile-shoe manufacturing-dependent economy into a diversified economy. As the community rallied to support local economic initiatives, possibilities became realities. In the 1990’s, the face of Lewiston began to change with the introduction of new downtown construction, bold service delivery and development strategies, improved post-secondary opportunities, new technologies and expanded health care, and new cultural opportunities including:
Joint partnerships with adjoining Auburn for 911, airport, transit, drinking water, and economic development services.
Tax-acquisition of the historic Bates Mill in 1992 leading to the re-development of some 500,000 square feet of space now serving as the corporate processing center for T.D. Banknorth and its 800 employees and other businesses.
Recognition by Inc. Magazine as 38 th of the top 100 cities in America for “Fastest, Most Sustained Growth,” underscored by a record 7-year level of low unemployment.
New state university campus that’s one of the fastest growing campuses within the University of Maine system ( a new expansion is underway ).
Downtown’s award-winning $20 million dollar Southern Gateway project attracting new technology to Lewiston (Oxford Networks—establishing Maine’s first fully-fiber optic telephone/cable/broadband community) , Northeast Bank’s state headquarters, and already- expanded Andover College. 11 $30 million dollar Lewiston commitment to separate storm water/sewage to compliment the state’s first sewage treatment operation (opened in 1972)—all contributing to improved river water quality and fueling new interest in water-craft recreation, hiking trails, and land preservation/development.
City-wide development totaling $374 million since 2000—the newest being the 1.3 million square foot , $50 million Wal-Mart regional distribution center providing 600 new jobs in Lewiston.
Lewiston’s Bates College touted by the Princeton Review as a “best value college” and a “college with a conscience” fostering social responsibility and public services.
L/A Theatre, The Public Theatre (the most profitable Actor’s Equity theater north of Boston) , the Bates Dance Festival, Marsden Hartley Cultural Center (located in the newly expanded Lewiston Library) , and L/A Arts (heralded as one of the top 100 small city arts organizations in the country) .
A newly renovated civic/entertainment center with wi-fi and home to the only Quebec Major Junior Hockey League franchise in the U.S. (league produces over 50% of all NHL players including the new hockey sensation Sydney Crosby ).
$75 million new investment in state-of-the-art cardiac surgical/care unit at Central Maine Medical Center and also features Life Flight trauma helicopter.
Preservation efforts include renovated 1877 Music Hall now housing a State Municipal District Court; the Grand Trunk Railway Station (now on National Register of Historic Places); the Franco-American Heritage Center , the Lewiston Historic Preservation Review Board Committee , and Museum L/A.
Nationally recognized partnerships with City of Portland and Catholic Charities Maine, providing innovative immigrant case management services to the fastest growing immigrant/refugee population within Maine.
Bates College and the Maine Music Society have recently partnered for a first-ever 260-musician collaboration.
1 (B). Community Celebration: Why should your community be selected as an All-America City? Describe what makes your community a great place to live, work, and play. (300 word maximum) During a recent Teen Stakeholders meeting, two youth who have moved to Lewiston marveled at “all Lewiston has to offer.” Clearly, Lewiston should be selected as an All-America City due to its commitment to improve residents’ quality of life and citizen earning potential, as well as being proactive through community partnerships making Lewiston a great place to live, work, play, and raise a family!
New businesses with higher paying jobs
Downtown Andover College’s class schedules meet workers’ needs
Expanding Lewiston-Auburn College, also with worker-friendly schedules
Thriving business-school partnerships, i.e., Geiger - Montello Elementary
Bates College service learning/volunteering impacting school system/community 12 Big Brothers Big Sisters’ one-on-one impact on the lives of youth
Advocating tax benefits and financial literacy
Savings “match” opportunities
Empower Lewiston providing financial information, self-improvement opportunities, and “sense of neighborhood” within Census Tracts 201 and 204
Trinity Episcopal Church provides weekly meals to LMI residents
Sisters of Charity nutrition center assists in healthy eating for LMI families
Lots to Gardens downtown Farmers’ Market
Outreach to new immigrant population
U Booze U Looze youth-to-youth initiative launched by Lewiston Youth Advisory Council
B Street Health Center responding to health needs of LMI population
Youth engaged in municipal government
Recognition of youth through Mayor’s Citation of Excellence and Lewiston Shining Stars
Clearly, Lewiston is no longer defined as in decline and without hope but instead that of an All-America City! We are celebrating our heritage, learning from the past, growing the present, and planning for the future.
1 (C). Community Challenges: Based upon your community’s current status, describe your community’s two most pressing challenges.
Challenge #1: (200 words maximum )
COMMUNITY-WIDE CHALLENGE: Lewiston has undergone a true economic renaissance as it has moved away from a textile/shoe manufacturing economy to one that is more diversified, driven by banking, health care, technology, and light industry. Seven-year levels of unemployment are at historical lows, but the impacts of the now non-existent low-paying industries are still detectable. Wages levels have risen in Lewiston over the last twenty years, but they still lag as our economic history appears to be influencing the earning potential of many residents to this day. Consider the data when Lewiston is compared to Maine’s eight largest cities (Census 2000 data):
Highest percentage of households making less than $10,000 per year Lowest median household income ($29,191) Highest percentage of households with public assistance income Lowest per-capita income ($17,905)
13 The arrival of 3,000+ Somali immigrants since February 2001 added to the urgency of the household income picture. Improving the earning potential of the less fortunate and immigrant communities must involve multiple strategies.
PROJECT ONE focuses on Lewiston’s strategy to raise community-wide earnings in an effort to enable more residents to embark on a journey to opportunity and self-sufficiency.
Challenge #2: (200 words maximum)
TARGETED DOWNTOWN CHALLENGE : Recent research indicates that a shocking 20 percent of Maine households either may not have enough food today or fear running out of food before the next paycheck arrives. That’s nearly twice the national average! Of particular concern are Lewiston’s downtown Census tracts 201 and 204 with individual poverty rates as high as 46%. With poverty comes hunger and many developmental challenges for youth.
Access to food is difficult for populations such as those within Lewiston’s downtown , and access to fresh, local food is often impossible. Failure to eat nutritious food leads not just to hunger, but also to ill health, obesity, and related diseases such as diabetes or high blood pressure.
Poverty also impacts the many disadvantaged and at-risk Lewiston youth who live in our downtown who need the development of personal, interpersonal, and community assets/skills that nurture positive development in order to feel valued by their community and attain the confidence to make a difference.
PROJECT TWO features a community-driven program for many poor downtown resident adults and youth that is part of our strategy to reduce hunger, address health care access, and provide for youth outreach in meaningful and measurable ways.
Part III: Community-Driven Projects Add lines as needed for your responses
Part II requires descriptions of three collaborative community projects that have significantly affected the community.
The first two projects should be drawn directly from the two community challenges stated above.
The third project should be reflective of what your community is doing for children and youth.
PROJECT ONE (Challenge #1) 1. Project summary, name and give a brief description. (150 word maximum) 14 “Take the Money; You’ve Earned It” – Since 2004, Lewiston has stepped outside the traditional municipal government role by leading a volunteer-based Coalition targeted at enhancing eligible LMI residents’ quality of life by advocating the Earned Income Tax Credit (EITC). As a result:
2004 – 2006 : $2,274,089 refunded to area residents; Thus far for 2007 tax season : $1,489,624 has been claimed in refunds
Three Lewiston city councilors visited Boston in 2003 to learn about its successful EITC campaign and returned with news of a “step towards prosperity” for LMI workers. EITC provides increased financial stability by reducing the tax burden; supplementing wages; and assisting in the welfare-to-work transition.
Lewiston’s leadership was recognized through a United States Conference of Mayors “Outstanding Achievement” City Livability Award in 2006 . Coalition members establish FREE tax preparation sites; provide training/IRS certification for volunteer preparers; e-file returns; and provide asset-building opportunities and follow-up.
2. Describe the relationship between this project and your first challenge, the project’s history, and how it is being sustained? (300 word maximum)
The project relates to Challenge #1 in that it is an effective means to raise resident earnings, as well as provide an understanding of asset-building towards self-sufficiency.
This project was deemed a “must” upon learning from the IRS that our community had $1.38 million in unclaimed EITC benefits in Year 2000 —a benefit that can be used for checking/savings accounts, post- secondary education, home/business ownership, children’s college fund, etc. This opportunity for low/moderate income workers couldn’t be ignored, especially in light of poverty levels as high as 46% in Lewiston’s Census Tracts 201 and 204, with 201 being Maine’s poorest Census tract .
Following Lewiston’s councilors visiting Boston, Boston’s EITC team was invited to Lewiston for an informational meeting with business, government, and non-profits. Out of that meeting, a Coalition was born! Since the 2004 tax season, the number of free returns prepared increases annually, and the Coalition continues to grow in membership and in outreach regarding financial education.
Sustained through an annual grant from The Annie E. Casey Foundation, donations are also provided by several Coalition organizations. Lewiston’s Community Relations Coordinator provides promotion/marketing, and many Coalition partners provide in-kind donations, i.e., financial education/EITC presentations; newsletters, etc. Volunteers serve as appointment schedulers/tax preparers .
The EITC effort includes:
annual Mayoral “Take the Money; You’ve Earned It” press conference
non-profit educational forum
flyers distributed in English, French, Somali, Spanish
school and Lewiston Adult Ed outreach
information disseminated through the Chamber of Commerce 1,200+ membership 15 media interviews, to include a recent “success story” interview with a single dad EITC recipient who established a matching savings account with his refund
To further promote financial literacy, Lewiston joined the United States Conference of Mayors “Dollar Wise” campaign in 2006 and is now cited by USCM as a financial education “Best Practice.”
3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
CREATION : A fall 2003 IRS presentation at the Lewiston Career Center sparked local interest in the Earned Income Tax Credit, a Federal benefit for low/moderate income workers. When Council President Bernier invited Boston’s EITC team to Lewiston for an informational forum shortly thereafter, the pro- active establishment of an EITC Coalition was a natural follow-through.
DEVELOPMENT : Has continued to evolve through the financial and in-kind contributions of partners listed below. Lewiston’s Community Relations Coordinator provides EITC promotion/marketing, and the City provides a dedicated tax preparation appointment phone line.
Coastal Enterprises, Inc. Maine Center for Financial Education Androscoggin County Chamber of Commerce Empower Lewiston The Annie E. Casey Foundation Casey Family Services Internal Revenue Service City of Auburn Androscoggin Head Start & Child Care Lewiston Career Center Multi-Purpose Center Lewiston Adult Education Volunteers of America AARP Andover College Maine Family Federal Credit Union (NEW) Key Bank (NEW) HUD (NEW) Pine Tree Legal (NEW) River Valley Village Housing (NEW) Work, Women, and Community (NEW)
IMPLEMENTATION: Occurred due to the enthusiasm of three Lewiston councilors who learned of Boston’s EITC success and community entities wanting to assist low/moderate income workers.
The “earn it; keep it; grow it” initiative is a definite win-win for residents and the local economy. Some individuals shed tears upon learning their EITC eligibility will provide a sizable refund!
16 In 2004, 336 individuals received free tax preparation, and approximately 950 returns are expected to be e-filed during the ongoing 2007 tax season ! Coalition membership and ideas for further outreach continue to grow, and a Coalition Asset-Building Sub-Committee was formed in 2006. Financial education materials/representatives are at free tax sites, and “Super Saturday” provides a financial education resource exhibit.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success. (300 word maximum)
From 2004-2006 , 1,481 residents were served , returning $2,274,089 in Federal/State refunds to their pockets! Response grows annually, and the 2007 tax season thus far has already yielded an additional 885 e-filed returns!
Tax Season Federal Of Federal State Refunds # Served at Refunds Refunds FREE Tax Prep “EITC” Amounts Sites
2007 $1,261,335 $496,233 $228,289 885 tax season currently underway; not complete yet 2006 $958,722 $410,306 $175,221 748
2005 $536,562 $251,082 $96,896 397
2004 $506,688 $262,416 Didn’t track 336 that year GRAND TOTALS 2004-2007 $3,263,307 $1,420,037 $500,406 2,366 (2007 still underway)
Annually, efforts increase, and highlights of the ongoing 2007 tax season include:
Junior Career Connection for ages 14-24 with major focus on financial literacy
Small business owners free tax preparation
200 payroll stuffers for Faithworks, a non-profit job shop operation for welfare-dependent people not employable at traditional workplaces
Payroll stuffers for Chamber’s 1,200+ membership
$5 coupons at “Super Saturday” for on-site account establishment
Free credit reports provided/explained on “Super Saturday” 17 Super Saturday 2007: One middle-age gentleman opened his first-ever savings account to “direct deposit” his refund
So far this 2007 tax season, 150 individuals have requested asset-building follow-up, which is being responded to by financial education Coalition partners
Community-wide financial education is also increasing, with various classes available:
“Financial Planning: A Must for Everyone & Steps to Accumulating Wealth” “Financial Literacy: Whose Problem Is It?” “Financing Your Future” “Personal Financing”
And, the president/CEO of Community Credit Union recently served as an “Increasing Financial Literacy Through Classroom Volunteers” panelist during a national summit on K-Post Secondary Financial Education sponsored by US Treasury/Education Departments. In addition, Northeast Bank has partnered with Jobs for Maine Graduates providing a financial literacy program for students.
______Name the primary contact for the project. Provide name & title, organization, address, telephone, and e-mail address. (This person may be contacted to verify information.) Dottie Perham-Whittier, Coalition Co-Chair; City of Lewiston, 27 Pine Street, (207) 784-2951, X110, [email protected]
PROJECT TWO (Challenge #2) 1.Project summary, name and give a brief description. (150 word maximum)
Lots to Gardens is a youth/community-driven organization utilizing sustainable urban gardens to improve access to fresh food for at-risk populations. Unlike most anti-hunger solutions, Lots to Gardens believes immediate needs must be coupled with long-term solutions to effectively break the cycles of poverty and hunger. Fifteen community gardens located primarily within the Lewiston’s most impoverished areas assist in improving health, developing useful skills, fostering self-reliance, and building towards positive community-wide change. Believing it’s effective for those impacted by hunger to participate in addressing hunger’s root causes, Lots to Gardens provides youth and adults with hands-on experience in food systems and anti-hunger work by building urban gardens and raising awareness of eating locally and healthily. Over 200 residents ages 3-80, nearly all who are low-income, regularly participate . Adult and senior gardeners are diverse, with 55% being Somali and 90% women, and more than half of those in children/youth programs are refugees.
2. Describe the relationship between this project and your second challenge, the project’s history, and how it is being sustained? (300 word maximum)
18 RELATIONSHIP TO SECOND CHALLENGE : Our targeted downtown populations live in two of the poorest Census tracts within Maine. In 2006, 90% of the children attending a target area elementary school were eligible for free/reduced-price lunches and nearly 50% represented minorities . According to a Community Nutrition Institute Report “...low-income and minorities populations are disproportionately affected by being overweight and obese.” The youth served by Lots to Gardens (LTG) are also at greater risk of engaging in delinquent behavior and less likely to build developmental assets due to the additional “threat and challenge” of poverty.
HISTORY: The program started as a one-person volunteer effort eight years ago. Within the last three years , Lots to Gardens’ ongoing relationship with Sisters of Charity Health System (SoCHS) resulted in a permanent office, funding support, networking, and program stability.
Through LTG Summer Youth Gardeners and Youth Internships programs, over 60 youth have given a summer of service to others. Recent achievements include collaborating with the New American Sustainable Agriculture Project (NASAP) to establish and support a downtown Farmers’ Market as well as provide joint training for refugee farmers with LTG urban and youth garde ners. In 2005, a bi-lingual cookbook was published in English/Somali, organized in entirety by participants .
SUSTAINABILITY : The SoCHS affililiation coupled with local support and in-kind donations of goods/services has been at the heart of the program’s success. Collaborations and in-kind contributions frequently overlap and continue to grow. In addition to funding from local partners, grant funds are used from a diverse array of government and foundation sources. Last summer, Lots to Gardens was featured during the national Sustainable Agricultural and Food Systems Funders Conference Tour. It provided a level of national visibility that may serve as an opportunity for others to see what has been accomplished through the program.
3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
Several key long-term partnerships provide essential in-kind support for basic operations/activities. Along with SoCHS providing program stability, other partners include :
Bates College Western Maine Community Action/Career Center Training Resource Center Lewiston Housing Authority City of Lewiston
LTG also works with: YouthBuild Volunteers of America
19 New Beginnings Maine Nutrition Network Muskie School of Public Service Partners in Ending Hunger Healthy Androscoggin State DHHS Lewiston Adult Education University of Maine Cooperative Extension Eat Well Program SoCHS Nutrition Center/Food Pantry United Somali Women of Maine Maine Organic Farmers & Gardeners Association Portland’s Cultivating Community
To provide outreach/address downtown concerns, LTG works closely with Empower Lewiston , the non- profit formed when a downtown area was classified a Federal Enterprise Community due to high poverty rates and The Visible Community , a grassroots neighborhood group that just received a $20,000 grant to develop a downtown People’s Master Plan . To provide service learning/student volunteer projects and a 2007-08 hunger assessment, LTG also partners with the Downtown Education Collaborative:
Andover College Bates College Central Maine Community College USM Lewiston-Auburn College Lewiston Public Library Lewiston Adult Education Empower Lewiston Maine Campus Compact
LTG also networks with the Food Project in Boston and Rooted in Community , a national youth agricultural network.
LTG believes everyone has the ability to impact the community. Participants are involved in implementation, governance and evaluation, and leadership structures were developed: Community Advisory Board generates vision/goals, gives input for planning/programs, and evaluates work effectiveness. Youth gardeners, community members, volunteers, and partner agencies all have “voice.” Resident Coordinator Training employs/trains resident gardeners to lead neighbors in food production, conduct nutrition/cooking classes, coordinate family gardeners, and address group issues, thereby building community.
20 4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success . (300 word maximum)
Quick facts and numbers :
More than 18,000 pounds of organic produce have been grown by and for people of low-income
40 youth participated in summer-long intensive training, service and leadership program
Youth participants completed 3,320 hours of community service annually
60+ community and senior gardeners annually grow food for themselves in community gardens
45-50 children, ages 5 to 14, participate annually in our summer-long Garden Learning programs, providing early nutrition education and fitness opportunities
190 youth , ages 4-20, participate each year in age-appropriate nutrition and cooking classes
Developed and maintain 15 community gardens and greenspaces
400 youth and adult volunteers contributed over 1200 volunteer hours in 2006
Over 60 free healthy cooking classes were offered at four sites in 2006
Weekly Harvest Dinners were grown and prepared by youth and attended by an average of 45-55 youth
Established and continue to manage the downtown Farmers Market ; vendors include youth gardeners, immigrant and refugee farmers, and established Maine farmers
Short-term outcomes :
Youth consistently attend program workdays – summer participants participate 215+ hours each ; youth interns, 320+ hours each 120 youth participate annually as youth volunteers in the gardens or distributing food Youth grow food for the hungry and learn to choose healthy foods, which transition into a lasting attitude of service and healthy eating habits
Long-term impacts :
Youth demonstrate improvement in the targeted 18 of 40 developmental assets needed to grow up healthy, responsible, and engaged in their community Youth develop an ethic of service during volunteer activities that provide the support/structure for successful experiences & life skills such as goal setting, healthy lifestyles, conflict resolution, teamwork and leadership Youth experience and develop confidence, goal setting, healthy communication, conflict resolution, accountability, and teamwork
21 ______Name the primary contact for the project. Provide name & title, organization, address, telephone, and e-mail address. (This person may be contacted to verify information.) Phil Nadeau, Deputy City Administrator, City of Lewiston, 27 Pine Street, (207) 784-2951, X114, and [email protected] ______
PROJECT THREE As a commitment to America’s Promise, the National Civic League has issued the Youth Initiative Challenge. We ask that at least one project from each All-America City applicant document ways in which the lives of children and youth have been tangibly improved. 1.Project summary, name and give a brief description. (150 word maximum)
The Lewiston Youth Advisory Council (LYAC ), enacted by the City Council, consists of 12 high school/ 1 college student. LYAC engages youth to improve the community and enhance their own lives. Members experience municipal government/civic engagement by initiating community projects—partnering with state/local officials, City of Lewiston staff, and peers.
Following LYAC’s leadership of Lewiston’s 2006 All-America City quest , in the fall of 2006 , LYAC began developing its own “youth-to-youth” initiative regarding the consequences/health-related dangers of underaged drinking. Entitled U BOOZE U LOOZE, Maine’s Attorney General lauded it “the first of its kind in Maine.” Seven months later , LYAC applauded the US Surgeon General’s March 6, 2007, “Call to Action” to prevent/reduce underage drinking and spoke at the State Capitol to further advocate UBUL.
A 2006 National Harris Woffard Award “Top 6 Finalist” for service learning/civic engagement, the Maine Department of Education Citizenship Education Task Force touts LYAC a youth engagement model.
2. Describe the relationship between this project and the challenge it is addressing, the project’s history, and how it is being sustained? (300 word maximum)
LYAC provided Lewiston youth with a “VOICE” within municipal government—a voice that is repeatedly heard within the community. Councilor Norm Rousseau, says, “LYAC has proven that when youth have the opportunity to contribute in a positive way, they do have the ability to change our environment for the better—not just for themselves but for everyone.” Positive intergenerational relationships continue to develop; LYAC is respected community-wide; and interestingly, LYAC’s projects are often not considered the “norm” for teens to address, such as :
Current U BOOZE U LOOZE outreach to 8 th grade health classes
Developing UBUL web site ( www.uboozeulooze.org )
Spearheaded Lewiston’s 2006 All-America City undertaking
Raised $25,000 to site 1891 E. Howard municipal clock as a public display
Is Your Number Up - advocating address posting to assist emergency providers
Legislation for electronic message board signage
Noise Pollution Campaign, resulting in City ordinance 22 Get Out The Vote public service announcement
HISTORY : LYAC was established by the Lewiston City Council in 2001 following review of youth councils in Portland, Maine; Torrance, California; and Boston, Massachusetts. A community forum was also held to discuss the youth council idea. With community support evident, a St. Dom’s high school student and Bates College intern developed by-laws to launch the concept, understanding the charter group could modify them. An application process was publicized, school presentations made, interviews and orientation held, and LYAC first met in September 2002.
SUSTAINED : LYAC regularly tackles new initiatives with a balance of returning and new members annually; utilizes a $300 City line item; and members establish/build upon community partnerships. For instance, LYAC interacted with Northeast Bank while spearheading the 2006 All-America effort, and recently approached the bank, securing financial sponsorship for U BOOZE U LOOZE . 3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
CREATION: Youth and adults respecting each other’s viewpoints set the wheels in motion for the establishment of Lewiston’s youth council. Community input was key regarding what the youth council would “look like,” and meeting with Boston’s youth council advisors/youth proved insightful. Brainstorming occurred at a community forum; Lewiston’s elected officials participated in the undertaking; and media coverage was effective. Much discussion ensued as to whether there would be an application or election process for membership. Due to youth input preferring an “application process,” applications became the means to join LYAC, with youth advocating that through an application process, any young person in grades 9-12 could seek membership versus an election process, with outcomes often based on popularity.
DEVELOPMENT: Momentum has been built on LYAC’s successes, as LYAC and others see the difference the group is making within the community. People have taken notice, and Deputy City Adminstrator Phil Nadeau often says, “If you want something done, give it to LYAC.” LYAC’s outreach has included interaction with:
Attorney General’s Office Belfast High School Healthy Androscoggin High School Substance Abuse Counselor Service for Peace National Civic League Local/State Elected Officials Lewiston Police Department Lewiston Fire Department Empower Lewiston Teen Stakeholders Group Local Businesses Medical Professionals School Department Lewiston Elementary, Middle School & High School Students Boy Scouts Military Personnel
23 9-11 Families Media
IMPLEMENTATION went smoothly due to overwhelming support of Lewiston’s elected officials. They sincerely wanted youth input and appointed a City Council liaison to LYAC – currently Councilor Norm Rousseau who states, “Members of LYAC have repeatedly ‘stepped up to the plate’ for the betterment of this community.” Lewiston’s Community Relations Coordinator and its Director of Recreation serve as Co- advisors. 4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success. (300 word maximum)
“We’re pleased that the City of Lewiston has taken steps to encourage young people to participate in the community’s civic life, as by doing so, the City is assisting them in acquiring the knowledge and skills to be effective citizens.” (Maine Department of Education Citizenship Education Task Force/Fran Rudolf, October 05)
“I’ve seen a lot of initiatives of young people, but this (UBUL) is one of the best I’ve seen since I’ve been Attorney General. Nobody told these young people to do this. They came up with the idea and said ‘We want to talk to young people about problems associated with drinking alcohol.’” (AG Steven Rowe, February 07)
COMMUNITY IMPACT
Launched U BOOZE U LOOZE
Filmed underaged drinking video
Addressed five 8 th grade health classes at Lewiston Middle School
Facilitating UBUL video contest amongst 8 th graders
Spoke at March 5, 2007, press conference regarding US Surgeon General’s “Call to Action to Prevent & Reduce Underage Drinking”
Speaking - March 29 th Youth to Youth Summit
Speaking - March 30 th KIDS Consortium Student Summit
Spearheaded 2006 All-America City effort.
Developed Mayor’s Citation of Excellence recognizing students
Partnering with School Department to site electronic community message boards; successfully advocated legislation/ordinance
Held 2006 Youth Fine Arts Event
Teen Stakeholders Group representation
Junior Career Connection representation
24 Raised $25,000+ to create historic timepiece multi-level display
Noise Pollution Campaign – ordinance resulted
Outreach to New Beginnings “at risk” youth
Is Your Number Up address posting campaign; provided info to 8,200 households; partnered with boy scouts to post numbers
9-11 remembrances
Letters from War military families reception participation
National League of Cities race relations panel participation
Get Out the Vote PSA
Business to Business Trade Show message board booth
Name the primary contact for the project. Provide name & title, organization, address, telephone, and e-mail address. (This person may be contacted to verify information.) Allyson Beaucage, Youth Council Chair, c/o Lewiston City Hall, 27 Pine Street, Lewiston, ME 04240, c/o (207) 784-2951, X110; [email protected]
End of Application See www.ncl.org/aac/ or the application instructions for detailed application instructions and sample applications from previous All-America City Winners.
Co-Sponsored by: Marriott International & The Marriott Anaheim
25