Bridgton Comprehensive Plan - Table of Contents

BRIDGTON COMPREHENSIVE PLAN - TABLE OF CONTENTS

1. HISTORY, HISTORIC, ARCHAEOLOGIC RESOURCES ...... 4

The Setting ...... 4 Incorporation and Town Government ...... 4 The Residents and Their Economy ...... 4 Historic and Cultural Resources ...... 6 Sites on the National Register of Historic Places ...... 7 Sites with Possible National Register Eligibility ...... 7 Areas Eligible for Historic District Designation ...... 7 Historic Graveyards ...... 8 Open Land with Historic Significance ...... 8 Prehistoric Archaeological Sites ...... 9 Historic Archaeological Sites ...... 9 Threats to Archaeological Resources ...... 10

2. THE PEOPLE OF BRIDGTON……………………………………………………10

Comparative Population Change ...... 11 Age Distribution ...... 12 Median Age ...... 12 Household Size ...... 13 Household Type ...... 13 Educational Attainment ...... 14 Median Household Income and Poverty...... 14 Population Projections ...... 15

3. HOUSING

Changes in Total Housing Stock ...... 16 Selected Characteristics of Housing Units ...... 17 Housing Types ...... 17 Housing Age and Services ...... 18 Housing Affordability ...... 18 Housing Values ...... 19 Ownership Costs ...... 20 Housing Selling Prices and Affordability ...... 20 Rental Affordability………………………………………………………………….21 Future Growth and Housing Affordability…………………………………………..21

4. THE ECONOMY

Introduction ...... 22 Opportunity 1: Expand Arts/Culture/Crafts Activities ...... 22 Opportunity 2: Expand Tourism ...... 24 Opportunity 3: Expand Health Center Role ...... 25 Opportunity 4: Foster High Tech Spin-Offs ...... 26 Opportunity 5: Promote Appropriate Housing ...... 26 1

Summary ...... 28

5. LAND USE

Land Use Trends ...... 28 Neighborhood Values ...... 30 Neighborhood Land Use Plans ...... 30 1. Introduction ...... 30 2. A Future Development Scheme for Bridgton ...... 30 3. Growth and Rural Neighborhoods ...... 32 4. Measures to Distinguish Downtown Growth and Rural Neighborhoods ...... 32 What is Cluster Development? ...... 32

6. NATURAL RESOURCES…………………………………………………………33

Groundwater Resources ...... 33 Bedrock and Sand and Gravel Aquifers ...... 33 Threats to Groundwater Quality ...... 34 Current Groundwater Protection Measures and Policy Issues ...... 35 Rivers, Streams and Brooks ...... 35 Lakes ...... 36 Maine’s Water Quality Goals for Lakes and Streams ...... 36 Threats to Lake Water Quality ...... 37 Local Actions and Regulations ...... 38 State Actions and Regulations ...... 41 Surface Use and Lake Access ...... 41 Summary ...... 42 Wetlands ...... 42 The Casco Bay Watershed Wetlands Functional Assessment ...... 43 Wetland Regulations ...... 43 Vernal Pools………………………………………………………………………….43 Floodplains ...... 44 Forest Resources ...... 44 Wildlife Habitats ...... 45 Conservation Lands………………………………………………………….……….47 Plant and Wildlife Habitat of Statewide Significance………………………………..47 Other Wildlife Resources…………………………………………………………….48 High Elevation Points and Steep Slopes……………………………………………..49 Areas with Visual Significance………………………………………………………49 Natural Resource Constraints to New Development ...... 49

7. TRANSPORTATION……………………………………………….……………...50

Traffic Counts ...... 50 Road Safety and Accident Summary ...... 51 Access Management ...... 51 Bridges ...... 52 Local Roads ...... 52 Airports ...... 54 2

8. PUBLIC FACILITIES AND SERVICES…………………………………………54

Municipal Government and Administration ...... 54 Bridgton Community Center…………………………………………………………55 Bridgton Fire Department ...... 55 Bridgton Police Department ...... 56 Bridgton Water District ...... 57 Harrison Water District ...... 58 Sanitary Sewer and Subsurface Sewage Disposal ...... 58 Public Works Department ...... 58 Transfer Station and Recycling………………………………………………………59 Recreation ...... 60 Bridgton Public Library ...... 61 North Bridgton Library ...... 62 Bridgton Street Naming Committee ...... 62 Bridgton Hospital ...... 62 Public Education ...... 63

9. MUNICIPAL FINANCES

Historical Valuations and Taxes ...... 63 Valuation Comparisons ...... 64 Personal Property, Industrial Valuation ...... 64 Property Tax Burden ...... 65 Educational Tax Burden ...... 66 Town Revenues and Expenditures...... 66 Long Term Debt ...... 68 Capital Investment Planning ...... 68

10. REGIONAL COORDINATION ...... 69

11. SUMMARY OF FINDINGS ...... 71

12. GOALS, POLICIES, STRATEGIES ...... 74

Historical and Cultural Resources ...... 74 The People of Bridgton ...... 75 Housing ...... 75 Economy ...... 80 Land Use ...... 84 Natural Resources ...... 91 Transportation ...... 96 Public Facilities and Services ...... 99 Municipal Finances ...... 105 Bridgton Hospital ...... 105

13. APPENDIX ...... 107

1. HISTORICAL AND CULTURAL RESOURCES

The Setting

Bridgton is located in the scenic hills and lakes region of southwestern Maine. This region stretches from the low, sandy timberlands surrounding Sebago Lake in the east and rises westerly through numerous ridges and elevations to the summit of Mount Washington in the White Mountains. The Town is located in the northwest comer of Cumberland County, approximately 40 miles from Portland, 45 miles from Lewiston-Auburn in Androscoggin County and 25 miles from North Conway, New Hampshire.

Bridgton's 64 square miles encompass several lakes, ponds and high ridges with large tracts of mixed forests and some remaining agricultural lands. The central village lies between Highland Lake and Long Lake, approximately 300 feet above sea level.

Incorporation and Town Government

“Two centuries and more ago the area east of the Saco River in which the Bridgton township lies was known as Pondicherry, a name of uncertain origin, but probably applied to the wilderness tract because of the abundance of wild cherries and the numerous ponds visible from the summit of Pleasant Mountain." (Source: Bridgton, Maine 1768-1868)

The grant which formed Pondicherry Township was confirmed by the Massachusetts Legislature on February 24, 1763. At that time, Maine was still a region under the jurisdiction of Massachusetts. The township was commonly called Pondicherry for perhaps a couple of years until in 1767, the Proprietors named their tract for the man who undoubtedly had been the most influential in securing the grant, Moody Bridges. "Bridge’s Town" was, over time, shortened to "Bridgton." (Source: Bridgton. Maine 1768-1968).

The first town meeting was held March 18, 1794, and town meetings continue to be the means by which policies are set and laws are made.

The Residents and Their Economy

It was most likely the tribes of the Sokokis and/or the Anasagunticooks, members of the Abanaki Nation, who populated this region for many thousands of years prior to the arrival of Europeans. The same bounty of woods, lakes and streams that sustained these peoples also attracted the new settlers, who claimed the land as theirs.

From early beginnings as a European settlement, the Town of Bridgton has been an assortment of neighborhoods and communities dispersed over some 40,000 acres. The first settler, Captain Benjamin Kimball, established his store and hostelry on the shores of Long Lake in the North Bridgton section in 1768. A few years later, several of those early residents coming from the Andover-Boxford area of Massachusetts selected South Bridgton for their farms and homesteads. An indication of this continuing dispersion of the settlement over the landscape is the disclosure that there were at one time twenty-two autonomous school districts within the boundaries of the town, a system that was finally abolished in 1885.

Although the proprietors of the land grant may have selected a location on South High Street for the ministerial lot and the site of the combination meeting-house and town hall, it was in South Bridgton and North Bridgton that growth in population and "clearings" first occurred. The town grew in pockets of satellite design rather than spreading out from the Center, which in reality, came later in the wake of industrial expansion. Today, four distinct communities, the Village, North Bridgton, West Bridgton, and South Bridgton exist as well as smaller pockets of settled areas and residences which line the shore fronts and roadways of Bridgton.

In the early days, as the demand for services and materials grew, so did the Village. At just about the same time that Captain Kimball was establishing his headquarters in West Cove, Jacob Stevens was setting up his sawmill and gristmill where the outlet of Highland Lake flows into Long Lake. This was the first utilization of a waterway which determined the economy, growth and prosperity of Bridgton for at least 150 years. The stream still bearing Mr. Stevens' name at one time provided waterpower at twelve different locations serving a variety of mills and industries. And when the hydropower of this brook became overtaxed, the principal enterprises were already in place for conversion to other forms of energy.

Although many small and medium-sized businesses, such as tanneries, wood-working mills, door and sash manufacturers, flourished at several locations, it was the woolen industry that provided the impetus for Bridgton's development and business expansion. Rufus Gibbs was the pioneer and promoter of this emphasis on woolen mills together with many other lucrative personal interests. His Cumberland Mill at the foot of Main Hill (financed by lumbering and real estate dealings) provided the beginning at the midpoint of the 19th century. This action was followed by the construction of the Pondicherry Mill at the intersection of Portland and Main Streets in time to capitalize on the business generated by the Civil War. Somewhat later, the Forest Mills Company entered the production of fabrics and these three mills provided employment for more than 400 hands at the time of peak production.

The industry, together with a variety of lesser but essential enterprise created the demand for housing construction and commercial expansion and sparked an enthusiasm for connecting the town by rail with the outside world. The Bridgton and Saco River Railroad (1883-1940) was built essentially for freight transport and until highway services were developed to a reliable level, performed a vital function for all local businesses. Among the more obvious reasons for increased transportation capacities was a growing need for coal to provide the power that the various mills required and which exceeded what the little brook could supply.

The evolution of the residential and commercial areas of the Village began in the vicinity of Main Hill and worked southward generally along the course of this same Stevens Brook. Houses on High Street and those streets connecting with Main Street were among the first permanent homes and in many instances began as farm properties. The residential area south and east of Pondicherry Square was developed to a large extent by Frederick J. Littlefield and coincided with the growth in mill construction and employment. At the height of this post Civil War period of growth and prosperity, Bridgton could rightfully claim to be the trading center of western Maine. The town clung to this contention with conviction until the advent of the automobile and the advance of paved roads which occurred in the 1920's.

The woolen industry in general began to falter shortly after World War I and all New England was affected. American Woolen Company had taken over the Forest Mill operation and Deering, Milliken and Company of Portland owned the Pondicherry Mill property which also included the Cumberland 5 or so-called Gibbs Mill. Pondicherry Mill was the last survivor of the three and the Great Depression just about silenced the looms. The mill was operated marginally until the early 1950's.

Apart and aloof from the industrial and commercial sector, to a large degree, has been a resort business which began much earlier than is generally realized. There were hotels such as the Cumberland and Bridgton House catering to summer vacationers as far back as 1860. In 1897, a total of fifteen inns and boarding houses welcomed summer guests and a number of lakefront cottages were available for rent.

Summer resort operations in the Bridgton area have been subject to dramatic change. Hotels and inns, popular at the turn of the century, faded into near oblivion after the Great Depression and gave way to summer cottage communities, motels and, more recently, campsites that appeal to a special type of vacationer. A further transition is now in progress as rental cottages, in particular, are being acquired by non-resident owners as vacation homes for both summer and winter occupancy and second homes are being privately purchased or constructed along the lake shores and in outlying areas. The actual accommodations available to the summer tourist, at present, are fewer than was the case twenty-five years ago.

Unfortunately, Bridgton’s manufacturing base has suffered along with the rest of the State. Malden Mills closed its Bridgton Knitting Mills operation and more recently Sebago, Inc. closed its Pleasant Mountain Moc division. These closures removed hundreds of jobs from their peak rates. Dielectric Communications and Acorn Manufacturing have come into the former knitting mill, but the Town has suffered a net loss of several hundred manufacturing jobs between 1994 and 2004.

Historical and Cultural Resources

In order to qualify as a true community, it has been said that a place must have meaning, identity and provide a sense of orientation. When a place is meaningful for its residents, it "makes sense", and offers feelings of safety and comfort. Having identity means that a place is distinguished from all other places. Identity comes from having a visible and understandable history -- residents should be able to recognize the community's heritage, where it has come from, and the part it has played in a world of constant change. A sense of orientation is derived from the presence of historical and cultural landmarks. Landmarks are the result of the residents' ability, over time, to identify with the town and to find meaning in its landscape. (Elizabeth Brabec, “Town Character: Towards a Useable Definition,” March, 1988).

A community's unique history should provide the perspective through which current trends are viewed. This background should also provide the context for long-range planning. In attempting to shape current and future change, and to direct growth in positive ways, a community should preserve and build upon those unique aspects of its character that provide residents with meaning, identity and orientation.

The Town of Bridgton is rich in landmarks which provide an ever-present link with its past. Until the 1987 plan, it was requested that 'the Bridgton Historical Society, with the assistance of the Maine Historic Preservation Commission, update its inventory of historic sites and structures, promote inclusion of significant properties to the National Register, develop an historical sites map, and consider establishing Site markers.’ Following is an update of that inventory, and these sites are displayed on the Town of Bridgton Historic Resources Map. Although not included in this Plan, the Historic Resources Map was used in the development of the Future Land Use Map, and it may be viewed at the Town Office. 6

Sites on National Register of Historic Places

Over the past 30 years in Bridgton, the following sites have been placed on the National Register through the efforts of the individual property owners. At present, there is no organized effort in the town to register eligible buildings and sites. (Numbers correspond to the Bridgton Historical Resources map; sites are noted by red dots):

1. "Narramissic," The Peabody-Fitch House, Off Ingalls Road, South Bridgton 2. South Bridgton Congregational Church, Fosterville Road 3. "Stone House". Burnharn Road 4. "Far Hills," The Benjamin Cleaves House, South High Street 5. Walker Memorial Hall, Lower Ridge Road, Bridgton Highlands 6. Farnsworth Mansion, Route 117, North Bridgton 7 Wales and Hamblen Building, Main Street 8. Dalton Holmes Davis Memorial, The Bridgton Public Library, Main Street 9. William F. Perry Mansion, Six Main Hill

Sites with Possible National Register Eligibility

These sites fit all of the criteria of eligibility for the National Register. They are considered important historical "anchors" in the town, in that they are identified with particular geographic areas. (Letters correspond to the Bridgton Historic Resources map; sites are noted by green dots): a. Johnson-Boggs House b. Fessenden-Rankin-Parker House c. Camp Pondicherry d. Sandy Creek Schoolhouse e. Stone-Cook-Richards House f. Camp Winona g. Martin-Redfield-Chalmers House h. Braun-Kinney House i. Tarry-A-While Resort j. Fremstead-Darnielle Cottage k. Ingalls Grove l. Clark-Ring Farm m. Fox-Perry Artist Colony n. Smith Mill o. Advent Church p. Methodist Church q. Congregational Church r. Gibbs-Giatas Mansion s. Littlefield-Simpson Mansion t. Bridgton Academy u. Kitson House and Pottery Site

Areas Eligible for Possible Historic District Designation (National Resister and/or Local)

The following areas also meet the criteria for eligibility for the National Register. Additionally, South Bridgton village and North High Street are areas which are considered important historical areas by the 7

Maine Historic Preservation Commission. (Letters correspond to the Bridgton Historic Resources map, and areas are colored in blue):

A. South Bridgton Village B. Highland Ridge C. Lower Village D. North and South High Streets/Main Hill E. North Bridgton Village

Historic Graveyards

This list is compiled by the Bridgton Historical Society, and is used frequently by residents and others seeking to trace family histories. (Numbers correspond to the Bridgton Historic Resources map, and areas are colored in red):

10. South Bridgton 11. Sandy Creek 12. South High Street 13. Forest Hills 14. Four Corners 15. North Bridgton 16. Glines Graveyard

Open Land with Historic Significance

The following areas are privately owned, with the exception of Sabatis Island (also known as Winona's Island) in Moose Pond, which has been leased to the town by the State of Maine. They are considered areas of historic and/or scenic significance in Bridgton, and several are currently subject to development pressures. They are noted on the Historic Resources map as areas colored in green, but are not numbered or lettered:

Upper Ridge Road - This area is known as the Linscott Farm. It is a scenic area of open fields with an intact 1830 farmhouse.

Del Chadbourne Road - This is an unchanged 19th century gravel road overarched with trees. An intact 18th century farmhouse is set at the end of the road.

Chadhourne Hill Road - This is a drive through undeveloped land, overarched with trees. It turns into the Del Chadhourne and Upper Ridge Roads mentioned above.

Highland Ridge Road - Scenic views of open fields, with unchanged historic buildings from the late 18th century to late 19th century. At the upper end of the road, one enters Ingall's Grove, an area of partly virgin forest.

South Bridgton Village - a nearly intact example of an 1800’s agrarian village. Parcel north of South Bridgton, on Route 107 - this is the site where the first church in Bridgton was founded. The foundation of the church remains, and an historical marker was once placed there but has since been removed.

Parcel north of the above site, just off Route 107 – “Bear Trap Mountain.” This is the site of a large stone cavern which was used in the early days of settlement for trapping bears. The site was noted in a Bridgton history written in the 1850’s as an 'historical curiosity,’ making it one of the earliest noted "historical sites" in New England.

Base of Pleasant Mountain - an open field situated at the corner of Route 302 and the Mountain Road, leading to Shawnee Peak Ski Resort. This parcel affords a beautiful view and a scenic entrance to the mountain. It has been under considerable development pressure in recent years.

Sabatis Island (also known as Winona's Island) in Moose Pond - scenic view of Pleasant Mountain. The island is owned by the State of Maine and has been leased on a long-term basis to the Town.

Route 302 south of Bridgton - There exists an area just north of the Naples line along Route 302 which is undeveloped and wooded. This stretch of highway provides a natural separation between the towns of Naples and Bridgton, giving the feeling that Bridgton is a distinct town. Additionally, this stretch of highway offers a spectacular view of the mountains framed by the trees along both sides of the road.

Prehistoric Archaeological Sites

Seven prehistoric archaeological sites are on file with the Maine Historic Preservation Commission. These are identified as numbers 22.5, 22.9, 22.11, 22.12, 22.15, 22.16, and 22.63. These are on the Peabody Pond shoreline, on Stevens Brook, and the Long Lake Shoreline within one kilometer of Stevens Brook. The precise location of number 22.5 is not noted here, in order to protect it, however town officials may receive information on its location from the MHPC at the time protection measures are proposed. Sites that need further survey, inventory, and analysis are Bear River, the shorelines of Moose Pond, Highland Lake, and Long Lake, as well as other smaller brooks and ponds. With the exception of some of site 12.63 on Peabody Pond, the Town has not been surveyed by a prehistoric archaeologist.

Historic Archaeological Sites

Four historic archaeological sites have been identified by the Maine Historic Preservation Commission in Bridgton - the Kittson Pottery Site (circa 1815 - 1890, ME 056-001), Keene Machine Shop (20th century ME 056-002), American Legion Hall (20th century ME 056-003) and “Narramissic”, the Peabody-Fitch Farm (18th-19th century, ME 056-004). The Maine Historic Preservation Commission makes the following comment, "No professional historic archaeological survey has been conducted to date in Bridgton. The above-noted [Kittson Pottery] site was observed by a ceramics historian in the 1970's, but has not been archaeologically inspected. Future professional survey could focus on Anglo - American sites representing the earliest European settlement of the Town, which began in the 1760's." There are also ten water power sites, marking the location of mills along Stevens Brook between Highland Lake and Long Lake, which preserve important aspects of Bridgton’s 19th and early 20th century industrial history. The locations of these sites are delineated on a map, produced by E.C. Jordan Co., Portland in 1902, that is in possession of the Bridgton Historical Society. A copy of this map has recently been placed on file with the MHPC, who will use it to identify these historic archaeological sites.

Threats to Historic and Archaeological Resources

One threat to historic and archaeological resources is simply that their significance, and sometimes even their existence, is unknown. Development, redevelopment, or the failure to maintain these sites can diminish or destroy these resources. On the other hand, widespread public knowledge of archaeological sites can increase the likelihood that they will be disturbed or vandalized. The appearance of development adjacent to an historic building or site has a significant impact. Incompatible design can destroy the visual effect of a nearby historic building and greatly reduce its value.

In addition to each site or structure's individual historic significance, collectively these resources play a strong role in determining the town character which distinguishes Bridgton from other towns in the region. The clusters of 18th and 19th century buildings in the Village, in South Bridgton, and in North Bridgton create the sense of distinct and unique communities. In the countryside, the large farmhouses surrounded by expanses of fields are central to the "rural character" loved by Bridgton residents and visitors; and the collections of camps dotting the lakes are significant links with the region's long- standing history as a resort area.

At the present time, the Town has no control over proposed changes to existing buildings or the design of new buildings. Although individual residents have initiated the placement of a few buildings on the National Historic Register, this placement protects the buildings only from public development projects which receive federal funds. It does not protect them from state or local development, nor from any alteration by the owner or subsequent owners of the property. Without design standards in the Village, and along Routes 302 and 117, where commercial development is moving out from the Village, there is a strong likelihood that some of Bridgton's character will be diminished by the addition of modern commercial architecture.

2. THE PEOPLE OF BRIDGTON

Although Bridgton has been spared some of the higher growth rates in Cumberland County over the past 30 years, most likely due in part to its distance from Portland, its population still grew by 576 people from 1990 to 2000, increasing the total population from 4,307 to 4,883, a 13.4% increase. From 1920 to 1940, Bridgton’s year-round population grew by 489 people to 3035, then gradually declined to 2,707 people by 1960. The Town then experienced a gradual increase in population, growing from 2,707 people in 1960 to 4,883 people in 2000 (a gain of 2,176 people, or 80%). The Town’s growth rate during this period was much higher than that of Cumberland County (45%) and the State (29%). Bridgton’s historical growth patterns are shown in the chart below and are summarized in Table 1 which also shows figures for Cumberland County and the State.

Table 1 Population of Bridgton, Cumberland County, And Maine 1920-2000

Year Bridgton Cumberland County Maine 1920 2,546 124,376 768,014 1930 2,659 134,645 797,423 1940 3,035 146,000 847,226 1950 2,950 169,201 914,950 1960 2,707 182,751 970,689 1970 2,967 192,528 992,048 1980 3,528 215,789 1,124,660 1990 4,307 243,135 1,227,928 2000 4,883 265,612 1,274,923 1970-80 change 19% 12% 13% 1980-90 change 22% 13% 9% 1990-00 change 13% 9% 4% 1960-00 change 80% 45% 29% Source: U.S. Census

Factors contributing to Bridgton’s growth between 1960 and 2000 include the national trend to migrate from urban to rural areas, the Town’s lakes and the relatively low cost of land.

Comparative Population Change Table 2 contains a summary of population changes over the past 30 years for Bridgton and a number of nearby communities, as well as Cumberland County and the State. The rate of growth in all jurisdictions shown has declined since the 1970-80 decade. Bridgton had the lowest 1970-80 growth rate of any community shown in the table, and one of the lowest growth rates during the succeeding decades.

Table 2 Comparative Population Change 1970 – 2000

1970 1980 1990 2000 % Change % Change % Change 1970-80 1980-90 1990-00 Bridgton 2,967 3,528 4,307 4,883 19 22 13 Casco 1,256 2,243 3,018 3,469 79 35 15 Denmark 397 672 855 1,004 69 27 17 Harrison 1,045 1,667 1,951 2,315 60 17 19 Naples 956 1,833 2,860 3,274 92 56 14 Raymond 1,328 2,251 3,311 4,299 70 47 30 Sebago 708 974 1,259 1,433 38 29 7 Sweden 110 163 222 324 48 36 46 Waterford 760 951 1,299 1,455 25 37 12 Cumb. County 192,528 215,789 243,135 265,612 12 13 9 Maine 993,722 1,124,660 1,127,928 1,274,923 13 9 4 Source: U.S. Census, 1970, 1980, 1990

Age Distribution

Table 3 contains a summary of age distribution for Bridgton, Cumberland County and the State for 2000. Bridgton’s age distribution in the “under 5,” category (5%) is slightly smaller than the other two jurisdictions (each 6%). The school age category, “5-17,” (17%) is also slightly smaller than Cumberland County and the State (both 18%). However, the “18-44” category, generally, the family formation and child bearing years (36%) is substantially smaller than that of Cumberland County (40%) and the State (46%). The “middle age” category (45-64) is slightly larger than that of Cumberland County, but is significantly larger than the State’s. The “65 and over” category is somewhat larger than County and State percentages.

Table 3 Population by Age Category, 2000 Bridgton Cumberland County Maine # % # % # % Under 5 250 5 15,443 6 70,726 6 5-17 829 17 46,519 18 230,512 18 18-44 1,780 36 105,577 40 583,894 46 45-64 1,249 26 62,749 24 206,389 16 65 and over 775 16 35,324 13 183,402 14 Total 4,883 100 265,612 101 1,274,923 100 Source: U.S. Census, 2000

Table 4 provides an overview of how the Town’s population changed during the 1990-2000 decade. The Town actually lost population in the “under 5” and “5-17” categories. The largest gains were in the “45-64” category.

Table 4 Bridgton Population Growth by Age Category, 1990-2000 1990-2000 Change 1990 2000 # % Under 5 288 250 -38 -13 5-17 832 829 -3 - 18-44 1,666 1,780 114 7 45-64 866 1,249 383 44 65 and over 655 775 120 18 Total 4,307 4,883 576 13 Source: US Census, 1990, 2000

Median Age

According to the 2000 Census, the median age in Bridgton (39.8 years) is very similar to that of the other comparison communities. It is slightly above the County and State medians (37.6 and 38.6 years, respectively).

Household Size

The average household size in Bridgton (2.50) has been declining since 1980, as it has in Cumberland County, the State of Maine and all nearby comparison communities except Sweden (see Table 5). In the year 2000, the number of persons per household in Bridgton was slightly greater than at either the County or State level, and greater than all comparison communities except Casco, Harrison, Naples and Raymond. In general a higher number of persons per household reflects a higher number of school age children in the general population.

Table 5 Comparative Household Size, 1980-2000

1980 1990 2000 1990-2000 % change Bridgton 2.62 2.54 2.50 -5 Casco 2.99 2.83 2.58 -9 Denmark 2.56 2.70 2.41 -6 Harrison 2.68 2.78 2.52 -6 Naples 2.71 2.65 2.52 -7 Raymond 2.94 2.85 2.66 -7 Sebago 2.63 2.50 2.45 -7 Sweden 2.30 2.31 2.45 7 Waterford 2.65 2.69 2.46 -7 Cumberland County 2.65 2.49 2.38 -4 Maine 2.75 2.56 2.39 -6 Source: U.S. Census, 1980-2000

Household Type

Table 6 contains a summary of households by type for Bridgton and the State of Maine, as shown in the 2000 Census. The percentage of family households in Bridgton (67.4%) is slightly higher than the State as a whole. (65.7%). The percentage of married couple families in Bridgton is slightly below the State figure (51.4%% vs. 52.5%). The Town has a higher percentage of female householders (11.4%% vs. 9.5%) as well as householders 65 years and over living alone (11.3% vs. 10.7%). There are 78 people in Bridgton reported to be in group quarters.

Table 6 Household By Type 2000

Bridgton Maine

# % # % All Households 1,924 100 518,200 100 Family Households 1,296 67.4 340,685 65.7 Married couple Families 988 51.4 272,152 52.5 Female Householder 220 11.4 49,022 9.5 Non-Family Households 628 32.6 177,515 34.3 Householder Living Alone 497 25.8 139,969 27.0 Householder 65+ 218 11.3 55,483 10.7 Persons in Households 4,805 98.4 1,240,011 97.3 Persons in Group Quarters 78 1.6 34,912 2.7 Institutionalized 45 0.9 13,091 1.0 Other 33 0.7 21,821 2.7 Source: U.S. Census, 2000

Educational Attainment

Based on 2000 Census data, the population of Bridgton that is 25 years and older has had slightly less formal education than the population of Cumberland County and the State as a whole. Approximately 87% of the Town’s population had at least a high school diploma, and 22% had at least a bachelor’s degree.

Table 7 Educational Attainment 2000

Total # of Persons % High School Grad % Bachelor’s Degree 25+ Years or Higher or Higher

Bridgton 3,292 87% 22% Cumberland County 181,276 90% 34% Maine 869,893 85% 23% Source: U.S. Census, 2000

Median Household Income and Poverty

Based on the 2000 Census, the median household income in Bridgton ($36,722) is below that of Cumberland County ($44,048) and the State ($37,240). The percentage of the Town’s population living below the poverty level (15.7%) is higher than in the County (8.3%) or in Maine (7.8%).

Population Projections

In January of 2002, the State Planning Office released population projections by age category for every community in the State. These projections show a decline in the school age (5-17) category, and modest growth in all other categories except the “45-64” category, which shows an increase, from a level of 1,249 people in 2000, to 1,684 people in 2015, a gain of 435 people or 35%.

Table 8 Town of Bridgton Population Projections

Age Group 2000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 0-4 250 256 257 257 258 260 261 263 264 265 266 267 267 5-17 829 758 743 730 717 705 697 692 689 689 692 698 703 18-44 1,780 1,870 1,891 1,904 1,921 1,907 1,947 1,955 1,963 1,973 1,976 1,978 1,970 45-64 1,249 1,450 1,495 1,540 1,579 1,608 1,639 1,665 1,685 1,684 1,682 1,680 1,684 65+ 775 793 795 801 806 821 835 850 861 892 921 950 980 Total 4,883 5,127 5,181 5,232 5,281 5,331 5,379 5,425 5,462 5,503 5,537 5,573 5,604 Source: Maine State Planning Office

Table 9 shows how Bridgton’s population is expected to change between the year 2000 and 2015, and the extent to which the older age categories will dominate the anticipated increases. Growth in the “45-64” category will account for 60% of the population increase during that period, and the growth of the combined “45-64” and “65+” categories will account for 89% of the Town’s future growth. There will be a small increase in the “under 5” population, and a loss of 15% in the “5-17” (school age) population.

Table 9 Bridgton’s Population Growth, 2000-2015

2000 Population 2015 Population Change, 2000-1015 # % # % # % Change Under 5 250 5 267 5 17 7 5-17 829 17 703 13 -126 -15 18-44 1,780 36 1,970 35 190 11 45-64 1,249 26 1,684 30 435 35 65+ 775 16 980 17 205 26 Total 4,883 100 5,604 100 721 15 Source: US Census, 2000 and Maine State Planning Office

The final table provides a comparison of Bridgton’s projected future population with that of Cumberland County and the State of Maine in the year 2015. Overall, the distribution by age category of Bridgton’s population will closely approximate that of the population in Cumberland County and the State. Despite the large growth projected for the “45-64” category, the Town’s percentage of people in 2015 in that category will be smaller than at the County and State level.

Table 10 - Projected Population by Age Category, 2015 Source: Maine State Planning Office Bridgton Cumberland County Maine # % # % # % Under 5 267 5 17,146 6 73,041 5 5-17 703 17 45,377 15 204,145 15 18-44 1,970 36 104,412 35 453,553 33 45-64 1,684 26 84,547 29 411,622 30 65 and over 980 16 43,736 15 228,661 17 Total 5,604 100 295,218 100 1,371,022 100

3. HOUSING Changes in Total Housing Stock

In the 1980’s Bridgton awarded 522 permits for new residential single-family dwellings. In the 1990’s Bridgton awarded 305 permits for new residential single-family dwellings. From 1997 through 2003 Bridgton awarded 385 permits for new construction – both single- family and commercial. Roughly 115 permits were issued for lakefront construction. There were 59 permits for new commercial construction, and 285 for residential construction. Of these residential permits, 105 were for lakefront homes, and 166 were for non-lakefront homes. A casual analysis reveals that about 15 of the 385 new construction sites during the last five years were in designated growth areas, or about 4.5% of all permits, and an even smaller percentage of all residential permits. Commercial permits outside the growth areas contributed to commercial strip development in rural areas.

Table 1 includes a summary of the changes in total housing stock since 1980 in Bridgton, a number of adjacent communities, Cumberland County and the State of Maine. Unfortunately, the Census figure for total housing in Bridgton for 1990 (2,921) may be incorrect, because, based on the above description of building permits issued, it is not likely that there was an increase of 860 dwellings in the 1980’s and only 142 units in the 1990’s. If the figures for 1980 and 2000 are correct, Bridgton experienced an increase of 1,002 dwellings, or 49%, during that 20-year period. This is the highest numerical increase and the fourth highest percentage increase of any community shown in the table.

Table 1 - Changes In Total Housing Stock Source: U.S. Census, 1980, 1990, 2000 Total Number of Units Increases, Increases, 1980-90 1980-2000 1980 1990 2000 # % # % Bridgton 2,061 2,921 3,063 860 42 1,002 49 Casco 1,222 1,677 1,958 455 37 736 60 Denmark 695 945 969 250 36 274 39 Harrison 964 1,193 1,430 229 24 466 48 Naples 1,462 1,946 2,381 484 33 919 63 Raymond 1,642 2,050 2,534 408 25 892 54 Sebago 988 1,202 1,240 214 22 252 26 Sweden 215 238 266 23 11 51 24 Waterford 557 766 895 209 38 338 61 Cumberland County 91,791 109,890 122,600 18,099 20 30,809 34 State of Maine 501,093 587,045 651,901 85,952 17 150,808 30

Table 2 - Rate of Growth in Housing Stock, 1980-2000

Selected Characteristics of Housing Units

Table 3 contains 2000 Census information on selected housing characteristics including total housing units, the number and percentage of year-round dwelling units, the number and percentage of seasonal dwellings, the percentage of owner occupied units, and the percentage of renter occupied units. In 2000, about two thirds of Bridgton’s dwelling units were year-round dwellings, and a third were seasonal units. Bridgton had the smallest percentage of owner occupied dwelling units (74%) of any comparison community, as well as the highest percentage of renter occupied dwelling units.

Table 3 Selected Characteristics of Housing Units - 2000

Total Year Round Seasonal Dwelling Owner Renter Dwelling Dwelling Units Units Occupied Occupied Units # # % # % % % Bridgton 3,063 2,049 67 1,014 33 74 26 Casco 1,958 1,385 71 573 29 83 17 Denmark 969 449 46 520 54 87 13 Harrison 1,430 964 67 466 33 87 13 Naples 2,381 1,394 59 987 42 83 17 Raymond 2,534 1,675 66 859 34 87 13 Sebago 1,240 658 53 582 47 85 15 Sweden 266 139 52 127 48 90 10 Waterford 895 615 69 280 31 82 18 Cumberland County 122,600 111,754 91 10,846 9 67 33 State of Maine 651,901 550,431 84 101,470 16 72 28 Source: U.S. Census, 2000

Housing Types

Table 4 contains a breakdown of housing units by housing type, as reported in the 2000 Census. In 2000, 77% of the housing units in Bridgton were detached single family dwellings. This is the smallest

17 percentage of any municipality shown in Table 4, although it is higher than in Cumberland County or the State.

In 2000, other types of dwellings in Bridgton included 194 mobile home (6% of the total), 114 duplex units (4%) and 223 multi-family units (7%).

Table 4 - Housing Unit by Type of Structure Source: U.S. Census, 2000 Single Family Single Boat, Detached Family Mobile Multi - RV, Van, # % Attached Home Duplex Family Etc. Total Bridgton 2,371 77 147 194 114 223 14 3,063 Casco 1,608 82 29 242 42 37 - 1,958 Denmark 868 90 17 59 19 6 - 969 Harrison 1,224 86 8 157 26 13 2 1,430 Naples 1,977 83 73 262 10 53 6 2,381 Raymond 2,361 93 28 34 54 57 - 2,534 Sebago 1,127 91 11 79 14 3 6 1,240 Sweden 223 88 2 19 - 7 4 255 Waterford 701 78 2 151 19 22 - 895 Cumberland 77,307 63 5,071 5,636 8,657 25,887 42 122,600 County State of Maine 439,459 67 14,387 63,902 36,565 95,777 1,811 651,901

Housing Age and Services

Table 5 contains information on the age of housing and the percentage of homes with complete plumbing and kitchen facilities. Statistics on the age of housing have sometimes been used as a measure of the extent of substandard housing, but these are not necessarily a reliable gauge. Old housing in Bridgton does not necessarily mean deteriorated housing. As shown in Table 5, Bridgton has a somewhat smaller percentage of homes constructed before 1939 (26%) than the County (29%) and State (also 29%). 99% of the homes in Bridgton are reported to have complete plumbing and kitchen facilities.

Table 5 - Year – Round Housing Age And Other Characteristics – 2000 Source: U.S. Census, 2000 Structure Built Structure Built Complete Complete Between Before Plumbing Kitchen 1990-2000 1939 Facilities Facilities % % % % Bridgton 19 26 99 99 Cumberland County 147 29 100 100 State of Maine 15 29 99 99

Housing Affordability

One of the goals set forth in the State’s growth management law is to encourage and promote affordable, decent housing opportunities for all Maine citizens.” The law is based on the premise that any village or town is a more desirable place to live when composed of citizens of all income levels. Affordable, decent housing to accommodate a portion of all income levels is identified as an important element to providing a foundation for economic balance.

The State’s growth management law requires that each municipality “…shall seek to achieve a level of 10% of new residential development, based on a 5-year historical average of residential development in the municipality, meeting the definition of affordable housing.” Affordable housing is defined as an owner-occupied unit whose price results in a monthly housing cost that does not exceed 30% of the household’s gross monthly income. Monthly cost includes mortgage principal and interest, insurance, real estate taxes and utilities. A rental unit would follow the same formula, where the monthly rate includes utilities.

Those Mainers most often affected by lack of affordable housing include older citizens (often on fixed incomes) facing increasing maintenance and property taxes, young couples unable to afford their own home, single parents trying to provide a decent home, low income workers seeking a place to live within commuting distance of their jobs, and young adults seeking housing independent of their parents.

Affordable housing can include manufactured housing, multi-family housing, accessory apartments, rental of seasonal housing during off-season times, government assisted housing (both housing for families and elderly), and group and foster care facilities. In addition, decreased unit sizes, smaller lot sizes, increased density, and reduced frontage requirements can contribute to a community’s affordable housing stock.

For the purpose of this analysis, affordability is described in terms of households earning 80% of the median income. These households will be referred to as low income households. In 2000, low income households made $36,335 or less in Cumberland County and $29,378 or less in Bridgton.

Housing Values. The 2000 Census contains a summary of housing values for both Bridgton and Cumberland County, as reported by a sample of homeowners. These estimates of value are based on the perceptions of homeowners and my not reflect actual values or selling prices. Note that in Bridgton 60% of respondents reported a value between $50,000 and $99,000, a range generally considered affordable for low income households (see Table 5).

Table 5 - Range of Owner Occupied Housing Values Median Value $88,700 in 2000 Source: 2000 Census

Value # % Less than $50,000 28 2.8 $50,000 to $99,999 576 57.5 $100,000 to $149,999 241 24.1 $150,000 to $199,999 69 6.9

$200,000 to $299,999 68 6.8 $300,000 to $499,999 19 1.0 $500,000 to $999,999 - - $1,000,000 or more - -

Ownership Costs. Based on 2000 Census data as reported by a sample of homeowners and shown in Table 6, the median value of a home in Bridgton ($88,700) was substantially lower than it was in Cumberland County ($131,200) or the State as a whole ($98,700). Median owner costs with a mortgage ($865) were significantly less than those in Cumberland County ($1,124), while median owner costs without a mortgage ($303) were also lower than in the County ($366). The percentage of people in Bridgton paying 30% or more of their income on homeowner costs (26%) is about the same as in the other two jurisdictions.

Table 6 2000 Housing Costs

Median Value With Mortgage Without 30% or more of Owner Occupied Mortgage Income Unit Bridgton $88,700 $865 $303 26% Cumberland $131,200 $1,124 $366 22% County State of Maine $98,700 $923 $299 20% Source: 2000 Census

Housing Selling Prices and Affordability. Based on data from the Maine State Housing Authority, as shown in Table7, low income households comprise 26% of all households in Bridgton and 40% of all households in Cumberland County. Low income households in Cumberland County would have been able to afford a home costing $97,488, while low income households in Bridgton would have been able to afford a home costing about the same (97,926).

Table 7 Summary of LMI Households/Affordability in 2000

LMI Household % of Affordable Median Sales Income households Purchase Price Price Bridgton Up to $29,378 26% Up to $97,926 $117,500 Cumberland County Up to $36,335 40% Up to $97,488 $135,000 Source: 2000 Census and Maine State Housing Authority

In 2000, the median sale price of a single family dwelling in Bridgton was $117,500 and in Cumberland County it was $135,000 (Maine State Housing Authority). Note that selling prices in both jurisdictions were greater than median housing values as reported by the Census in Table 9, above. Low income households in both Bridgton and Cumberland County could not have afforded the median priced home in either jurisdiction. However, based on a review of 2001 data from the Statewide Multiple Listing Service, low income households in Bridgton could have afforded some of the homes

20 sold in Bridgton during 2001. According to that data, there were 68 single family homes sold in Bridgton, of which 14 sold for less than $93,000.

The Maine State Housing Authority reports that the housing affordability index for Bridgton for 2003 was 0.78 (a figure over 1.0 is affordable; an index less than one is unaffordable). For Cumberland County, the figure was 0.74, and for Maine it was 0.81. These figures would indicate that housing is currently slightly more affordable in Bridgton than it is in the County, but slightly less affordable than in the State. This report indicated that eh median sales price of a single family dwelling in Bridgton in 2003 was $148,000 ($195,000 in Cumberland County).

Rental Affordability.

Based on the 2000 Census, the median gross rent in Bridgton ($480) was lower than in either Cumberland County ($615) or the State ($497). The percentage of people in Bridgton paying 30% or more of their income on rent (42%) is higher than in the other two jurisdictions. The rents shown in Table 8 are reported by tenants and do not take into account the subsidies some may receive in the form of Section housing.

Table 8 2000 Rental Costs

1 Bedroom with Utilities Median Rental Costs

Gross 30% or more of Income Rent Bridgton $480 42% Cumberland County $615 34% State of Maine $497 35% Source: 2000 Census

As of 2003, the Maine State Housing Authority reports that 56% of Cumberland County renter households can’t afford the average two-bedroom rent in the Sebago Lakes Region. The figure is 58% for Cumberland County and 59% for Maine, which suggests that rents are not slightly lower in the Sebago Lakes region than they are in Cumberland County or Maine. Nevertheless, rental affordability remains a serious problem in all jurisdictions.

Future Growth and Housing Affordability

Since most of the Town’s projected population growth over the next 10 years will be in the “45-64” and “65+” categories, affordable housing will be less of a problem than would be the case if most of the growth were projected to be in the “18-44” category. It is reasonable to assume that people in the two older categories will have had more opportunity to accumulate equity and buying power than younger people, and thus will be better able to afford housing in Bridgton. It is also likely that some of the Town’s projected growth will include people who currently own seasonal property in Bridgton, and will retire to these homes and convert them to year-round use.

However, from a county-wide perspective, there is an affordable housing gap. Maine State Housing Authority (MSHA), data indicates that 40% of all households in the County are low income, so there is a need for 40% of future dwellings in Bridgton to be affordable.

4. THE ECONOMY Introduction

The purpose of this section of the Plan is to identify several promising opportunities for employment, income, and tax base growth in Bridgton that are supportive of overall Town goals for downtown development and quality of life.

This section briefly summarizes five opportunities. On page 8, the opportunities are compared to each other with regard to their potential impact, their social benefits, and overall practicality.

Opportunity 1: Expand arts/culture/crafts activities

Several years ago, Planning Decisions studied commuter and shopping patterns in the Bridgton area and identified a small primary trade area – Bridgton, Harrison, and Denmark – and a three-town secondary trade area: Figure 1. Trade Area

Together the primary and secondary market areas have a population approaching 10,000 in year-round residents, and more in the summer months.

The potential for retail growth in the area is limited. Consider three types of retail stores. The first is “convenience” – the kinds of goods people shop for on a day-to-day basis, and for which price is not a determining factor. The second is “comparison” – the kinds of goods people shop for infrequently, for which price and quality are important, and for which the consumer may check more than one store. The third is “specialty” – gifts, arts, crafts, and the like.

Bridgton already has the “standard” convenience stores – food stores, banks, drug stores, hardware, video rentals, book store, restaurants. There are no obvious gaps in the convenience mix that point to an obvious type of store to be recruited.

With regard to comparison goods, Bridgton is limited by its close proximity to North Windham and Norway/Paris – as well as the Maine Mall. Clothing is often a comparison good, and as such Reny’s falls into this general category, but in Bridgton, Reny’s functions in some ways more like a convenience store. Its market area is probably not much larger than the Town’s is generally – although as an anchor for the Main Street that draws steady foot traffic, Reny’s is invaluable. The point here, however, is that Bridgton – by virtue of its small market size and proximity to nearby malls -- is not well-positioned to attract additional comparison goods stores to the Main Street.

This leaves specialty goods, and particular, arts and crafts shops. Bridgton already has a strong mix of antique stores in the upper part of Main Street. These do not appear to feed shoppers down to other stores in the downtown, but they do contribute to a quality ambience for the Town. It is possible that, with the combination of seasonal visitors (with high income and education levels), retirees, and professionals, that a strong arts and culture center could be created along Main Street.

Figure 2. Total Taxable Other Retail Sales Per Capita, 2002

$1,800 $1,600 $1,400 $1,200 Bridgton $1,000 Camden $800 $600 Kennebunkport $400 $200 $0 1st 2nd 3rd 4th Qtr Qtr Qtr Qtr

Source: Maine Revenue Services

Two places that have exploited the combination of tourists, retirees, and professionals are Camden and Kennebunkport. They show a pattern of specialty retail sales of roughly double the level of Bridgton in all seasons (see Figure 2 above).

The experience of Gallery 302 is also encouraging. This, the only art gallery in Bridgton, opened July 10th, 2003. In the first 20 days of business the gallery did $10,000 in sales. There are 46 to 48 artists leasing space and showing their art. Artists are from Bridgton and the surrounding towns of Harrison, Naples, Casco, Raymond, Sebago, Lovell, Sweden, Fryeburg, Windham, and out-of-staters summering in the area. Roughly 60% of the customers are vacation visitors and 40% are local people. Visibility, foot traffic accessibility, and parking are keys to success.

Currently the Bridgton Recreational Advancement Group is putting together a cultural resources directory. Meanwhile there are discussions generally about a possible performing arts center, a renovated Magic Lantern Theater, an upgraded community center (all in various combinations). There is also discussion about an “Art in the Park” show. These all could be part of a broader strategy to promote specialty retail in the arts and crafts areas. North Adams, Massachusetts, has developed a

23 very successful arts strategy that has resulted in several hundred new jobs in the last five years (see http:/www.mainearts.com/news/newsletter/2003-2/mass/moca.html)

Opportunity 2: Expand tourism

Tourism comes to Bridgton in many forms: from campers and their families on the area lakes; from summer homeowners; from winter skiers and snowmobilers; from leaf viewers in the fall; from tourists simply passing through along Route 302.

There is potential for expanding many of these tourist activities. One issue is how well such expansions fit with the quality of life goals for the community.

To take a simple example: hundreds of bus tours go through Bridgton on their way from Massachusetts to the New Hampshire mountains every year. Some have already stopped at the Highland Lake Resort. But most simply go through.

Bridgton could “capture” these busses for either a meal or an overnight stop. But it takes the proper facilities and attractions. Overnight accommodations require places that can promise 50 rooms – and not just during the off season, but at peak season. The rooms need air conditioning and other amenities. Restaurants for a lunch stop must have ample rest room facilities, the ability to accommodate 50 to 100 in a quick seating, a varied menu, and low prices. Stores and shops are helpful within walking distance, but special festivals or other “local flavor” attractions are needed to keep the buses for longer periods of time.

Right now Bridgton does not have the proper lodging or restaurant facilities to promote this area for bus tours. There could be an effort to create them. However, this also gets into the question of town goals. In Kennebunkport, residents are trying to keep bus tours out because they think they are more trouble than they are worth.

A second opportunity is trying to engage Shawnee Peak skiers to stay around longer and spend money in the Town. Shawnee Peak has the most night skiing in northern New England. The 2000-2003 season brought 130,000 skier visits to the area, while recent past seasons brought at least 100,000 skier visits to the area. 60% of the visitors are from Maine, mostly the Greater Portland area, and 40% are from New England, primarily Massachusetts. Shawnee Peak anticipates increasing skier visits by 10 to 20% in the future, meaning 150,000 visitors traveling to Bridgton in the winter season. Shawnee Peak is not a destination resort. It is primarily a day (or night) trip mountain. It attracts young families during the day, and people in their late teens to early thirties at night. The mountain involves 3,500 students a week in a variety of programs.

Right now Shawnee is a secondary factor in attracting second home owners and some overnight accommodations, but otherwise has a limited spin-off effect for other businesses. The Town could consider a trolley back and forth from the mountain during the day to encourage more restaurant and store visiting (the same trolley could be used in the summer to move people back and forth from camps). Shawnee and local motel operators could develop an agreement for skier referrals – right now the resort refers guests to stay in North Conway. The Town would also have to look at ways to encourage more night life on the Main Street to make this work.

In terms of tourism generally, Bridgton does better than most towns in spreading out the tourist year into the spring (see Figure 3 below). This is in part due to retirees coming to experience Bridgton 24 before the families with kids arrive later in the summer. Much more could be done to create “special” events and attractions over the course of the year – an early antique buyers weekend in the spring, a knitting and weaving day, and the like. This fits into the arts and crafts strategy noted above.

Figure 3. Total Taxable Lodging Sales for Bridgton, 1997-2002 Source: Maine Revenue Service

1200

1000

800 1997 600 2002 400

200

0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Opportunity 3: Expand health center role

Bridgton is a center for health services for an area much larger than the primary and secondary market areas identified above. Bridgton Hospital – after a period of declining use (see Figure 4 below) – is again growing its patient base from such towns as Porter, Hiram, West Baldwin, Poland, and Casco – none of which are in its official service area (which includes the towns of Bridgton, Brownfield, Denmark, Fryeburg, Harrison, Hiram, Lovell, Naples, Stoneham, Stow, and Sweden).

Figure 4. Utilization of Bridgton Hospital, 1997-2001 Change % Bridgton Hospital 1997 2001 1997-2001 Change

Patients from within Hospital Service Area Number of Discharges 1,169 1,097 -72 -6% Number of Days 3,887 3,461 -426 -11%

Patients from outside Hospital Service Area Number of Discharges 677 393 -284 -42% Number of Days 2,005 1,298 -707 -35% Source: Health Web of Maine

In addition to the hospital, the area also hosts mental health, nursing home, rehabilitation, and a variety of other health services – 27 establishments in all.

There are two “clusters” of health services that are growing. The first is on Route 302 near the Sandy Creek intersection. The other is at the Hospital. The Hospital is looking at rehabilitating its older building (the former hospital complex) to serve as doctors’ offices, cardiac rehabilitation services, and wellness and mental health services. The Town might try to explicitly grow this sector by assisting in financing of new facilities; creating and supporting health training programs at the local community college outlet; and identifying geographic areas where such services can be clustered. A strong health service sector also supports the retiree/assisted living housing potential for the region in the future. 25

Opportunity 4: Foster high tech spin-offs

Bridgton, like the rest of the Lakes region, has been fortunate to have a vital, high-technology sector “drop into its lap.” Most places in the country would do anything to have the kind of high-tech sector that generates revenues, jobs, and spin-off businesses – as the radioelectronics sector has done in the Sebago Lakes region. The origins of the sector are with Dialectric in Raymond. Workers from this group spun off to start Howell Labs and Radiodetection in Bridgton. As the leather and textile industries declined in the Sebago Lakes area, this cluster of companies has grown to create good quality jobs (see Figure 5 below, Source: Maine Department of Labor).

Figure 5. Sebago Lakes Region Labor Market Area Employment, 1993-2001 Employment % Industry 1993 2001 Change Change

Total Manufacturing 1,680 1,180 -500 -30% Durable Goods 670 870 200 30% Fabricated Metal 20 60 40 200% Industrial Machinery & Equipment 150 160 10 7% Electronic 150 150 0 0% Nondurable Goods 1,010 310 -700 -69% Textile 400 n/a n/a n/a Leather 460 n/a n/a n/a

Total Non-Manufacturing 4,290 5,740 1,450 34% Retail Trade 980 1,280 300 31% Eating & Drinking Places 320 470 150 47% Finance, Insurance & Real Estate 140 190 50 36% Services 1,710 2,300 590 35% Hotels & Lodging 220 300 80 36% Camps & Vehicle Parks 130 240 110 85% Health Services 610 630 20 3% Total 5,970 6,920 950 16%

All of this came as a gift to Bridgton and Raymond – not as a result of any explicit economic development incentives or strategy.

At the moment this sector is stable, and companies have no growth plans. So in the short term there does not seem to be a need for a business park or speculative buildings. In the longer run, there may be educational programs or connections that can be made, or an incubator set up, that could encourage more such businesses to start and grow in the region.

Opportunity 5: Promote appropriate housing

Housing is not typically seen as an “economic development” opportunity. In fact it is often seen as a property tax drain – the antithesis of economic development. Sometimes housing is a property tax drain. It all depends upon the location of the housing and the capacity of local services in that area (as well as the school funding formula!). But housing can also be an economic development asset. Here are three ways:

1) The creation of housing around Main Street provides customers to Main Street stores, and enhances their viability. In fact, there is not a successful Main Street revitalization experience in Maine that does not include a renovation of upper floor and nearby housing. 2) The addition of housing serving young people and young families increases the cultural liveliness of an area, as well as providing essential labor force to employers. The attraction of young people has moved to the top of the state’s economic development agenda – and inexpensive apartment housing, near lively downtowns, will prove essential to success in this effort. 3) The addition of retiree housing brings more property tax revenue and purchasing power into a community, with no new school expenses. Retirees are also a key part of enlivening the cultural life of a community, as Camden and Kennebunkport have shown.

How has the area fared in this regard? The Bridgton region has gained about 80 households a year in the past ten years, most in the “baby boomer” age bracket of 35 to 54. In this decade the growth is moving up with the baby boomers – most in the 55 to 74 age group.

Figure 6. Average Annual Households Growth by Age for Primary and Secondary Market, 1990-2007

30 90-00 20 00-07 10

0 < 35 35-54 55-74 75 plus -10

Source: U.S. Census & Claritas, Inc.

Often the seasonal home market feeds into a year-round retiree market. Of the total lakefront homes in the region, 75% are owned by non-residents. Over time, as these non-residents retire, they may move up and turn the home into a year-round residency (see Figure 7 below).

Figure 7. Waterfront Homes, 2003 Total # % # Non- % Non- Waterfront Resident Resident resident resident # % for Area Homes Owned Owned Owned Owned Unknown Sale Bridgton 663 174 26% 459 69% 30 2% Harrison 430 127 30% 303 70% 0 3% Denmark 424 89 21% 326 77% 9 1% Total 1,517 390 26% 1,088 72% 39 n/a Source: Krainin Real Estate, figures are estimates based on address records on file 4/9/03

It is clear from the projections above that there is not a projected influx of young people in the region, nor a projected influx of very old (suitable for assisted living). If either group is to be encouraged to locate in Bridgton, it will have to be the result of explicit marketing and policy.

The potential for retirement/assisted living housing seems high. The region has health facilities, numerous lakes, and cultural amenities. What is also needed for this is a large block of (affordable) land. That appears to be a limiting factor.

Healthy retirees may well find that residence in the Center Village, within walking distance of Main Street, is an attractive idea. Thus they, as well as the young, may represent a market for Main Street.

Currently the City of Portland is overloaded with young people looking for rents under $1,000 a month. But this group is not looking to commute one hour to jobs and for night life. Any effort to attract young people must be combined with efforts to upgrade the community college connection, to develop jobs, and to liven up night life.

Summary

The goal of this section of the Plan is to identify opportunities that deserve further work. The following is a summary of the opportunities.

Opportunity Economic Impact Social benefit Practicality Arts and culture Supports artists Good for quality of life Will need grant funds Tourism Helps owners Offers additional Offers immediate Jobs are not high paying customers for culture paybacks and arts endeavors Health Can offer good jobs Helps community Needs grants Also support retiree sectors High tech Good – if new jobs are Good paying High speed internet is (internet) added available in most areas of town. Housing Can be a negative Good for downtown Will need lots of impact on tax base marketing, and a good unless carefully developer structured

5. LAND USE

Land Use Trends

Two major trends have influenced Bridgton’s growth and land use in recent decades. Perhaps the most constant has been its attractiveness as a second home community. The town’s eleven lakes, open spaces and natural resources have resulted in extensive development along the shores of its water resources. This trend started in the 1870’s when hunters and fishermen were attracted to Ingall’s Grove on Highland Lake where they eventually built seasonal cottages at the turn of the 20th century. It continues today with the unparalleled demand for shore frontage.

The second influence has been Bridgton’s role as a regional commercial center. In the 1960’s, Bridgton was a strong regional commercial hub, but development in Windham, Norway and North Conway sapped business from Bridgton’s downtown. There is a new initiative to revive Bridgton’s role as a regional commercial hub that sees the town’s New England character as a real asset. In a sense, the town was saved from franchise, generic development by the activities in nearby towns.

Bridgton can capitalize on its character and proximity to remarkable natural resources to be a unique commercial destination point.

The rise of long distance commuting has also influenced Bridgton’s growth as those who commute to Portland or other areas are looking for housing in a rural setting. The commuter influence increases with proximity to Portland, so the impact on Bridgton has been far less than in towns like Casco, Naples and Raymond. This desire for rural housing caused much of the growth in the past ten years to occur outside the village area that was designated as the “growth” area in previous comprehensive plans. From 1997 through 2002 Bridgton awarded 330 permits for new construction – both single- family and commercial. Roughly 105 permits were issued for lakefront construction. There were 59 permits for new commercial construction, and 271 for residential construction. Of these residential permits, 105 were for lakefront homes, and 166 were for non-lakefront homes. A casual analysis reveals that about 15 of the 330 new construction sites during the last five years were in designated growth areas, or about 4.5% of all permits, and an even smaller percentage of all residential permits.

Despite all of the recent growth, Bridgton still contains a great deal of open land, as shown in the land use diversity table on the following page. For example, while residential development occupies 2,210 acres, the forest category contains 31,311 acres. Bridgton is still a rural community. Through careful planning, the Town can retain its rural character while allowing well planned development. Accordingly, the current plan designs methods for retaining rural character and a strategy for enhancing housing, retail activity and cultural and recreational opportunities in the downtown village in order to create a meaningful “growth” area.

The following Table was developed by the Lakes Environmental Association using a Geographic Information (computer mapping) System. Land uses were interpreted from Maine Office of GIS year 2000 aerial photos by Colin Holme and Dan Bishop, LEA staff.

Bridgton Land Use Diversity

Acres Land Use Description 29 Agricultural Livestock Livestock feeding yards 41 Agricultural Orchard Orchards and associated structures 738 Agricultural Vegetative Primarily cultivated fields 130 Commercial Retail Stores, Shopping Areas 129 Timber Operation -High Harvesting on steep slopes or near Erosion drainage 767 Timber Operation - Moderate Strip or clear cuts on moderate slopes Erosion 31,311 Forest All other unclassified land uses 86 Gravel Pit Active and inactive gravel pits 11 Island Islands 54 Industrial Includes manufacturing, construction equipment, junkyards 195 Institutional/Public schools, hospitals, public buildings and comparable facilities 6 Landfill Landfills 113 Outdoor Recreational Athletic fields, picnic areas, camp

sites, golf course, ski area 11 Open Urban Land Paved areas 4,807 Lake/Pond Lakes, ponds and small waterbodies 41 Residential : High Density Multi-family dwellings and mobile home parks 1,046 Residential : Medium Density One or more homes per acre 1,123 Residential : Low Density Less than one home per acre 263 Utilities Power lines

Neighborhood Values

This plan reflects the influence of many neighborhood meetings, including several in the downtown where residents of the town expressed strong support for several key elements relating to land use:

 Retain the “old New England” town character through the use of architectural standards and prohibit of “big box” development  Protect of the town’s many natural resources  Protect the character of the town’s rural neighborhoods  Protect the Town’s working resources like forestry and agriculture

Neighborhood Land Use Plans

1. Introduction

The Bridgton Comprehensive Planning Committee sponsored two events in each of Bridgton’s five neighborhoods during 2003. These meetings served two important purposes: the Committee could acquaint the residents with the broad concepts behind planning, and get to hear specific neighborhood ideas about the future they envisioned.

Thus, this future land use plan presents a vision of what Bridgton residents want – neighborhood by neighborhood to be in the future. To a large extent, this future land use plan reflects the values set out in the 1992 comprehensive plan. It aims to achieve a balance between the need to protect the town's rural areas from excessive development while allowing ample opportunities for residential, commercial and industrial growth in and adjacent to Bridgton’s downtown.

2. A Future Development Scheme for Bridgton

Information presented in the following paragraphs reflects what the Bridgton Comprehensive Planning Committee heard at the neighborhood meetings, as well as information gathered through three different survey forms. Once approved, the concepts set forth below will be used to guide and plan Bridgton’s future over the next 10 years.

A. The Downtown/Residential Growth Area

This plan recommends that the downtown area retain its current look and feel with only minor changes. Specific recommendations are described under Housing, Economic Development etc.

30 in the Goals and Objectives. As seen on the plan’s Land Use Map, the boundaries of Village District would be shifted somewhat to encompass the local Urban Compact Zone.

The plan encourages more small lot, residential development, auxiliary apartments, and high density housing such as duplexes and condominiums. Preserving Bridgton’s residential village- style development is of key importance to all Bridgton residents. There might be tax incentives to make the downtown area more economically viable and vibrant and flexible architectural standards should be employed to keep the “New England village” character that makes the downtown unique and attractive to residents, visitors and investors.

The plan encourages new residential construction, and light commercial activities, in this area because it is presently served by public water and sewer. The presence of these utilities will allow a minimum lot size of 20,000 square feet or less. To keep and promote an attractive environment for single family homes, new mobile home parks and industrial uses would be discouraged in this zone. There will be a specific downtown zone developed based on these recommendations.

B. The Shoreline

Bridgton’s existing shoreland zoning ordinance – that extends protection out as far as five hundred feet from some water resources – does a good job of protecting fragile, endangered habitats. No changes to this ordinance are proposed.

C. Highway Commercial Areas

The plan recommends changes in the highway approaches into Bridgton especially along Routes 302 and 117. There would be entryway streetscape standards and access standards to keep Bridgton’s appearance looking separate from, say, Windham’s. Drive-through services and industry would be promoted here, and discouraged from the downtown. The plan recommends allowing mobile home parks in this district only within one half mile from the compact area. The purpose of this restriction is to avoid having parks too far from the police and fire station.

D. Rural Areas or Neighborhoods

The plan defines five distinct neighborhoods in the Town. During February 2004 all Bridgton’s property parcels will be completely cataloged and digitized using a Geographic Information System to define the boundaries of these neighborhoods and the other potential land use zones.

The existing rural areas would be encouraged to remain open and rural in character through several features within the plan. The committee is proposing consideration of an annual cap on building permits, aggressively purchasing development rights, and buying land for recreation purposes among several options for accomplishing this. Working timber and farming resources would be protected and given further tax incentives because these activities are so critical in Bridgton’s future. Mobile homes parks, under this proposal, would be allowed in neighborhoods that felt the mobile home parks would be compatible with existing uses. As discussed in the Goals and Objectives, other restrictions are proposed to reduce the amount of commercial development and its impact.

E. Industrial Areas

See the Economic Development Plan, being prepared by Kent Associates, for a full treatment of this subject. References are made to this plan in our Goals and Policies, Chapter 12. The Kent plan calls for the establishment of Pine Tree Zones or Tax Increment Financing Districts to help encourage appropriate industrial and commercial development.

3. Growth and Rural Neighborhoods

Under this proposal, the neighborhoods would be the designated rural area for the town. The other zones (except the shoreland districts) would be considered growth areas.

4. Measures to Distinguish Downtown Growth and Rural Neighborhoods

The plan has several measures that make the growth areas more attractive to growth while minimizing development in the rural area.  First, lot sizes in the downtown district should be relatively small - perhaps as small as 5,000 square-feet. Measures are proposed to keep this growth area attractive for residential development by prohibiting potentially incompatible uses.  Cluster development will be encouraged throughout the rural neighborhoods to maintain open spaces.  A pedestrian-friendly downtown attracts retailers and lessens demand for commercial land along the highways.  The town is actively marketing its downtown area.  The recommendation against mobile home parks locating in more remote areas helps concentrate this use in areas within easy reach of town services.

The mixing of commercial and residential uses often results in less attractive residential properties. While this fundamental principle was heard throughout our neighborhood discussions, a variation on the theme was discussed at some length during our West Bridgton meeting where some residents seemed willing to welcome dispersed and low intensity commercial development.

Throughout the other neighborhoods it must be emphasized that residents there think going downtown to do errands, get gas, pick up groceries naturally precludes any commercial development in the rural areas. “If you build it … we won’t come.” As someone pointed out, several of these small convenience stores did exist around Bridgton, but most have faded away during the last 25 years.

What is Cluster Development?

This is a development technique that concentrates houses or buildings onto one section of a site through a reduction in individual lot sizes, setbacks, and dimensional requirement. Overall density is maintained (i.e. a 20-acre subdivision with one acre lots and 10 acres preserved as open space as opposed to a 20 acre subdivision with ten 2-acre lots). The purpose of a cluster development is to minimize the destruction of open space. Cluster development can consist of condominiums, duplexes, apartments or detached homes that are located in close proximity to each other.

6. NATURAL RESOURCES

Life relies on natural resources such as air, land, water, plants and wildlife. The local economy depends on wise use and conservation of these resources. Continued development can have serious and cumulative adverse impacts on the natural resources and systems that support the economy and quality of life in Bridgton. Bridgton’s natural resources are shown on maps contained in the appendix of this plan.

Groundwater Resources The major source of Bridgton's drinking water is groundwater. Precipitation that does not flow away as surface water infiltrates into the soil. Some may remain near the surface as soil moisture, where it is available for plants, but much percolates downward, becoming groundwater.

Bedrock and Sand and Gravel Aquifers. Wells drilled in bedrock usually yield a relatively low flow, and sometimes wells must be drilled to depths of several hundred feet to obtain adequate yields for household use. Where fractures in the bedrock are numerous, flows may increase significantly. These areas are called bedrock aquifers. In other locations, groundwater is available in higher yields from sand and gravel deposits that lie below the ground surface, but above the bedrock. These deposits, known as sand and gravel aquifers, are highly porous and allow for both storage and release of greater volumes of water through shallower wells that do not need to penetrate bedrock. Sand and gravel aquifers are important resources for large- scale community, agricultural and industrial water supplies, as well as an economical water source for individual homeowners. Sand and gravel aquifers have been mapped by the Maine Geological Survey. In Bridgton, all sand and gravel aquifers have an estimated yield of between 10 and 50 gallons per minute. The town has three sand and gravel aquifers. They are located along the Bear River, along Willett Brook, including downtown Bridgton, and in the far northwestern corner of town along Sawyer Brook and the southeast shore of Kezar Pond. Of these, the largest is the Willett Brook aquifer, which extends for the entire length of the brook within Bridgton, including downtown Bridgton.

The location of the Bear River and Sawyer Brook aquifers within both Bridgton and neighboring towns makes these resources both available for use by and vulnerable to pollution from land use and development in any or all of the towns sharing them. No one town, therefore, can fully protect these shared resources by itself. To achieve this end, some form of interlocal cooperation may be required.

The Bear River Aquifer serves as a public water supply for the Harrison Water District, which draws from a central well located in Harrison, just west of Harrison Village. The Town of Bridgton contracts with the Harrison Water District for service to North Bridgton. The estimated recharge area for this aquifer is north and west from the Bear River into the Towns of Bridgton and Waterford, encompassing over 130 acres. The central well supplies over 240 customers in Harrison Village and in North Bridgton. The Town of Bridgton, Parks and Recreation Department utilizes a spring for a public water supply at the Salmon Point Campground. The Department of Human Services lists more than 40 other private community water supplies which draw on groundwater - mostly camps, cottages, campgrounds, inns, and restaurants.

The Bear River Aquifer is located within Bridgton, Harrison and Waterford. Bridgton has an aquifer protection overlay district which applies to the Bear River Aquifer and its recharge area. The rules of the overlay district limit the density, and the nature of permitted uses, prohibiting uses which are incompatible with the long term water quality of the aquifer. Harrison also has an aquifer protection ordinance for the Bear River aquifer, and Bridgton's ordinance makes protection compatible across town boundaries.

The Bridgton Water District selected a well site in the Willett Brook aquifer to serve its nearly 2,000 customers and received funding to develop this source. The well is located upstream of the Sandy Creek gasoline spill, the town’s transfer station, and downtown Bridgton, in order to ensure a clean supply. The western portion of the Willett Brook aquifer is the only viable source of groundwater for the District’s public water supply.

The Bridgton Water District implemented the Maine Department of Human Service’s Wellhead Protection Program to help protect this last remaining source. This implementation occurred in three stages: (1) 100% protection of an area 300' in diameter around the wellhead; (2) protection of the aquifer as mapped by a hydrogeologist; and (3) protection of the watershed through a Willett Brook Aquifer Protection Ordinance, similar to the standards contained in the Town's Bear River Aquifer Ordinance. Clearly it will be especially important to ensure that development in the recharge area of this aquifer does not adversely affect its water quality.

Threats to Groundwater Quality.

Because sand and gravel aquifers are porous and transmit water rapidly, they are also susceptible to pollution from septic tank effluent, landfill effluent, leakage from above ground or underground storage tanks, hazardous materials used or stored at industrial sites, floor drains in garages or other work areas, road salt, sand-salt storage piles, fertilizers and pesticides. The productivity of an aquifer can be limited by covering the ground surface above it with impervious area. Extensive paving and building coverage can prevent water from quickly entering the ground and replenishing the groundwater supply. Removal of overlying sands and gravels may expose the water table to direct pollution and may result in increased evaporation.

Because Bridgton's aquifers occur in areas which are primarily flat or gently sloping and within areas with soils suitable for septic systems, the area may be easily excavated and easily developed and may be in demand for many uses. The town's planning process should carefully assess the availability of the aquifer in terms of present and future demands for water; the potential lasting values of aquifers should not be jeopardized by excessive exploitation of their other values. In addition to existing conditions that may pose a threat to groundwater quality, the town should also consider the land use patterns that are expected to occur in the future. If growth and development is anticipated to occur in a way that would create or compound threats to groundwater resources, policy decisions should be made to address these issues. One of the federal Safe Drinking Water Standards relates to the permissible concentration of nitrates in groundwater. Nitrates are a significant health hazard because they inhibit the ability of human blood to transport oxygen throughout the body. In infants, an excessive level of nitrate consumption can cause what is commonly known as "blue baby syndrome", in which the baby's skin actually appears to have a bluish hue. In fact it is an indication that the child's tissues and organs are seriously deprived of needed levels of oxygen. Nitrates are normally present in very low concentrations in groundwater. They are also present in human waste, and higher nitrate concentrations become distributed into groundwater

34 through underground plumes of septic system effluent. Because nitrates are also present in fertilizer, including manure and synthetic fertilizers, agriculture is another significant source. Nitrates in groundwater from residential development can be problematic due to two causes. First, older developments and densely developed areas may contain a high proportion of homes with inadequately designed septic systems which have inadequately functioning septic systems, or cesspools or some other poorly designed or maintained systems. These systems may be located too close to adjacent wells. Second, the septic systems may meet the Maine Subsurface Wastewater Disposal Rules, but also may be located on such marginal soils that they are still too densely located to prevent excessive nitrate levels. The Maine Subsurface Wastewater Disposal Rules are designed to protect against bacterial and viral heath hazards but the standards do not address nitrate levels.

Current Groundwater Protection Measures and Policy Issues.

Bridgton’s current subdivision regulations and site plan review ordinance prohibit a development from adversely affecting the quantity or quality of groundwater State law requires that each town in Maine notify public water suppliers of proposed developments that would be located within the area that their well uses to obtain its source water (the source water protection area). Bridgton’s aquifer protection ordinances apply special aquifer protection standards to proposed development when it is proposed over or in the recharge area for a sand and gravel aquifer.

Rivers, Streams and Brooks State law defines a “river, stream or brook" as a channel between defined banks that is created by the action of surface water having two or more of the following characteristics:

 It is depicted as a solid or broken blue line on the most recent edition of the U.S. Geological Survey 7.5-minute series topographic map  It contains or is known to contain flowing water continuously for a period of at least six months of the year in most years.  The channel bed is primarily composed of mineral material such as sand and gravel, parent material or bedrock that has been deposited or scoured by water.

For the purposes of this plan, we will use the term “stream” to include rivers, streams and brooks. Bridgton has only one river, since a river is considered to be a flowing water body that drains 25 or more square miles of land area. At the confluence of Willett Brook and Steven’s Brook near Depot Street, Steven’s Brook meets that definition. Bridgton’s only river is that segment of Steven’s Brook from that confluence downstream to Long Lake. Bridgton has 526,889 linear feet or about 100 miles of streams and river. About 277,960 linear feet or about 53 miles are protected by Bridgton’s Shoreland Zoning Ordinance. The State has established Water Quality classifications for all rivers and streams in Bridgton. All have been classified "A" except for Steven’s Brook which is classified "B". Class A is defined as water quality capable of supporting "Drinking water supply, recreation in or on the water, fishing, industrial process and cooling water supply, hydroelectric power generation, navigation and a natural habitat for

35 fish and other aquatic life." Class B is defined as being capable of supporting all Class A uses, except that it is capable of supporting "unimpaired" habitat, as opposed to the "natural" habitat of Class A.

Many of Bridgton’s streams are protected by shoreland zoning with a 75 foot buffer zone and structure setback. Again, Steven’s Brook is the exception since portions of it are zoned as General Development District, allowing a reduced setback and buffer area. Timber harvesting activities and development along the Town’s streams could damage water quality, wildlife habitat and fisheries if not conducted properly or if conducted extensively.

Lakes

There are eleven lakes and ponds within Bridgton’s borders. These lakes are intensively used for recreational purposes throughout the year, with the highest level of use during the summer months. Much of the Town’s real estate value is found within the shoreland zone of its lakes and streams, making lakes and streams a key factor in much of the Town’s economic activity. All lakes and ponds in Bridgton are legally considered Great Ponds, which are defined as “any inland body of water which in a natural state has a surface area in excess of 10 acres and any inland body of water artificially formed or increased that has a surface area in excess of 30 acres.” For the purposes of this plan, we will use the term “lake” to include great ponds, lakes and ponds. The surface water system within Bridgton is complex and diverse. Much of the town’s land area, including the Adams Pond, Foster Pond, Holt Pond, Highland Lake, Long Lake, Otter Pond, Peabody Pond and Woods Pond watersheds, drain to Sebago Lake. Western portions of Bridgton contained in the Beaver Pond, Kezar Pond and Moose Pond watersheds drain to the Saco River. Bridgton shares the watersheds of most of these lakes with neighboring towns. Bridgton also contains some watershed lands for Berry Pond which is located in Sweden and Hancock Pond which is located in Denmark and Sebago. Responsible and consistent joint management of these watershed areas is essential for protecting water quality.

Maine’s Water Quality Goals for Lakes and Streams

The Maine Water Quality Classification System currently classifies most lakes in Bridgton as GPA. It is the State’s goal that these waters remain Class GPA. GPA waters "shall be of such quality that they are suitable for.... drinking water after disinfection, recreation in and on the water, fishing, industrial process and cooling water supply, hydroelectric power generation and navigation and as habitat for fish and other aquatic life. The habitat shall be characterized as natural." (38 MRSA Section 465-A.) Highland Lake and Long Lake do not attain GPA standards due to late summer oxygen depletion and other water quality concerns related to the impact of development in the watersheds of these lakes. Total Maximum Daily Load (TMDL) assessments have been conducted on Highland and Long by the Maine DEP and the Lakes Environment Association as required by the USEPA. These reports can be used to conduct focused mitigation projects. and to guide land use policy to help reverse downward trends perceived for these lakes.

Threats to Lake Water Quality

Development within lake watersheds and the use of the lakes themselves pose several kinds of threats to stream and lake water quality. The threats to groundwater listed above are also threats to stream and lake water quality because lakes and streams are fed partially by groundwater flow. Beyond this however, there are several kinds of land use and development impacts that can have an adverse effect on both streams and lakes. Erosion and sedimentation from agriculture, timber harvesting, existing and new roads, ditches, building sites and driveways can add to the sediment loading and phosphorus loading of lake waters. Failing, poorly designed and/or maintained septic systems can add unacceptable nitrate and phosphorus loads plus bacterial and/or viral contaminants to surface waters. Pesticides and fertilizers in storm water runoff can pose a hazard to water quality. Point sources of pollution also pose a variety of hazards to surface waters. Gas and oil, and human waste discharges from boats on lakes can also pollute lake waters. And heavy powerboat use and/or poor regulation of water levels in lakes can erode shorelines and beaches. In recent years, a new threat has been added to the list: invasive aquatic plants.

Erosion and Sedimentation. Common land use and development practices, including agriculture, site development and timber harvesting, can often increase erosion resulting in sedimentation and the loss of valuable topsoil. Eroded sediment and topsoil can clog culverts, storm drains and ditches. It also contains phosphorus that will ultimately raise the phosphorus concentration and contribute to decline of lake water quality. To help minimize erosion and sedimentation, the Town of Bridgton has adopted erosion and sedimentation control requirements in its Site Plan Review, Shoreland Zoning, and Subdivision ordinances.

Lake Phosphorus Levels. One of the most potentially serious impacts on lake water quality is the gradual increase in phosphorus concentrations in lake water due to additional phosphorus loading from development in lake watersheds. Phosphorus is a natural element that is a fertilizer for plants. It attaches to soil particles that are transported to lakes and streams through erosion and sedimentation during storm events. Other sources of this nutrient are pet wastes, lawn fertilizers, septic systems constructed in porous soils and decomposing organic matter. Maine’s lakes are highly vulnerable to phosphorus loading. For example, if a fifty-pound bag of phosphorus was added to Highland Lake once a year, the lake’s clarity would decrease noticeably. The cumulative impact of increments of phosphorus coming from sources throughout a lake’s watershed can reach levels exceeding the ability of a lake’s ecosystem to assimilate them. Algae blooms will result. The decomposition of these short- lived plants robs the lake of oxygen. This threatens many fish species, especially cold water fish, and also can cause trigger the release of additional phosphorus into the lake waters. With an absence of oxygen at the lake bottom, phosphorus that is usually chemically bound to bottom sediments can be released into the water column. If a lake is allowed to reach this stage of the process, this internal release of phosphorus, added to the phosphorus already entering the lake from runoff, can lead to permanent changes in lake water clarity, loss of cold water fisheries and other economically and ecologically adverse effects.

Invasive Aquatic Species. Lake ecosystems in the United States and Canada face threats from at least eleven invasive aquatic plants. Until 2002, only one species had appeared in Maine waters - variable milfoil. In the fall of 2002, hydrilla was discovered in a lake in southern Maine and curly-leaved pondweed was found in another pond in 2003. Hydrilla poses an especially serious threat because it is 37 one of the most aggressive of the invasive species. The other eight invasive plant species, not yet established in Maine, include Eurasian milfoil, parrot feather, Brazilian elodea, fanwort, water chestnut, European naiad, European frog-bit, and yellow floating heart. Each of these species is established in at least one state or province adjacent to or near Maine. Invasive plants are alien to Maine’s lake ecosystems. They can be spread by boaters carrying plant fragments from one lake to another on boats, trailers or fishing equipment. Where invasive plants become established, they can have severe impacts on lake ecosystems by displacing native species, decreasing biological diversity, changing habitat and biotic communities and disrupting the food chain. Theses changes can have significant socioeconomic consequences, such as the impairment of fishing, boating and other forms of recreation as well as reducing property values.

Local Actions and Regulations

Phosphorus controls have been implemented through the subdivision ordinance, site plan review ordinance and shoreland zoning. While this is an important step toward keeping long-term phosphorus concentrations in lake water within biologically acceptable limits, they do not control phosphorus from individual lot development outside the shoreland zone that is not subject to subdivision review. Since single lot development can amount to more than half of all new residential development, and since phosphorus runoff from everywhere within a lake’s watershed eventually reaches the lake, phosphorus runoff from this kind of development still may pose a significant hazard to lake ecosystems over the long term. Bridgton’s site plan review ordinance, subdivision ordinance and shoreland zoning ordinances all require written erosion and sedimentation control plans as a condition of approval for new development plans. Bridgton’s shoreland zone goes beyond the 250’ state minimum on lakes to a zone that extends 500’ inland from the normal high water mark. Bridgton’s shoreland zone also includes protection for streams and stream segments that are not mandated by the state. A new rule recently adopted by the Maine DEP, that is not part of shoreland zoning, now extends this protection to headwaters of all USGS mapped streams. The new rule requires a 75-foot buffer on streams above the juncture where shoreland zoning stops. Bridgton’s shoreland zoning ordinance also protects steep slopes, islands, wetlands, some floodplains and fragile bays and coves by placing them in a Resource Protection District. This designation helps to protect areas unsuitable for development and important habitat areas. Bridgton’s Subdivision Regulations require a phosphorus loading study for all subdivisions. Subdivisions must use the Maine Department of Environmental Protection's “Phosphorus Control in Lake Watersheds” manual and methodology to keep phosphorus export from new developments within lake watersheds at safe levels. The phosphorus control standard used is unique to each lake watershed and is expressed as the amount of phosphorus that can be exported from each new development on a per acre per year basis. This standard is called the Per Acre Phosphorus Allocation.

The Lakes Environmental Association has monitored water quality in all lakes in Bridgton. The monitoring results have been used to determine the Per Acre Phosphorus Allocations for each lake. The phosphorus control method involves policy decisions concerning the level of protection for each lake and the future area estimated to be developed over the next fifty years within each watershed.

Per Acre Phosphorus Allocation Protection Total Acres Available Growth Acres Estimated for Per Acre Level In PPB Watershed for Factor Development In Phosphorus of Phosphorus Acres Development Next 50 Years Allocation Adams Pond 0.75 172 155 .35 54 0.038

Beaver Pond 1.00 1653 1353 .4 541 0.024

Hancock Pond 0.75 358 318 .3 95 0.049

Highland Lake 0.75 3600 3240 .4 1296 0.033

Holt Pond 1.00 1877 1477 .35 517 0.029

Foster Pond 1.00 1030 930 .35 326 0.037

Kezar Pond 1.00 2651 2401 .3 720 0.049

Long Lake 0.75 17672 16096 .4 6438 0.029

Moose Pond Basin 1 0.75 773 623 .35 218 0.03

Moose Pond Basin 2 0.75 2777 2377 .35 832 0.041

Otter Pond 1.00 790 711 .4 284 0.025

Peabody Pond 0.75 516 464 .3 139 0.052

Woods Pond 1.00 3266 2939 .35 1029 0.036

Protection Level – This is expressed in parts per billion of phosphorus. The protection level is a community’s goal for phosphorus control that sets a maximum allowable increase in phosphorus concentration for each lake. The higher the number, the more phosphorus is allowed to be added to the lake. A 1 ppb increase means that inputs into the lake in the next fifty years should keep the in-lake increase to 1 ppb or less. A 1 ppb increase is the threshold at which a noticeable decrease in water clarity would occur. Lakes with a .75 protection level are considered either unusually pristine, have an excellent cold water fishery or have very fragile water quality. The protection level would need to be adjusted if water quality conditions were to change significantly.

Total Watershed Acres – This is the number of acres of each lake’s watershed in Bridgton. Acres Available for Development – This is the number of acres that are not already developed and are suitable for development. Growth Factor – This is the percentage of acres available that is estimated to be developed in the next fifty years. This figure may need to be adjusted if actual growth rates significantly exceed or fall below this estimated rate. Acres Estimated for Development – This number is derived by multiplying the previous two columns. Per Acre Phosphorus Allocation – This is the key number for phosphorus protection and control. For land developers, it constitutes the phosphorus budget for a particular project. To develop this figure, you must:

1. Take the amount of phosphorus that would cause a 1 ppb change in water quality. This amount is determined by the DEP and is not shown in the chart. It is computed using lake volume and flushing rate. 2. Multiply the amount of phosphorus that would cause a 1 ppb change by the protection level. 3. Divide the number just calculated by the acres estimated for development. The Lakes Environmental Association has been actively monitoring the water quality on Bridgton’s lakes since 1970 and works with municipal officials to develop and refine planning, prevention and management tools. The Association has developed a water quality rating system for Bridgton’s lakes. LEA classifies lakes by dividing them into categories based on their overall health and susceptibility to algal blooms. Lakes in the Average Degree of Concern category are those lakes that are currently in good health. The Moderate Degree of Concern category describes lakes where testing shows a potential or actual decline in water quality. The High Degree of Concern category is reserved for those lakes that appear to be near a fragile equilibrium point where detrimental algal blooms might occur.

Table 2 – Basic Lake Information

Lake Surface Max Flushing Average late Degree of Area Depth rate August Concern (acres) (feet) (per Phosphorus year) in parts per billion 2003 Adams Pond 42 51 .54 18 High

Beaver Pond 69 35 3.7 18 High

Foster (Ingalls) Pond 136 28 .93 8 Average

Highland Lake 1,295 50 .94 10 High

Holt Pond 30 10 unknown 11 Average

Kezar Pond 1,447 12 unknown 17 Average

Long Lake 5,181 59 .94 8 High

Moose Pond 1,617 70 3.69 7 Moderate

Otter Pond 86 21 .7 11 Moderate

Peabody Pond 701 64 .3 7 Moderate

Woods Pond 452 29 .77 7 Average

Bridgton has been a leader in the effort to prevent the spread of invasive aquatic plants by establishing boat washing facilities, billboards and a courtesy inspection program in conjunction with the Lakes Environmental Association. The enormous impact an invasive plant infestation would have on the Lake Region’s ecology and economy have prompted most area towns to establish local programs to augment the state’s efforts.

State Actions and Regulations

State Non-point Source Pollution Controls. Larger development projects are subject to a permit requirement under Maine’s Stormwater Management Law. For those projects that are subject to the law, the requirements are more stringent in watersheds that are ‘Most at Risk from New Development.’ Smaller projects are not subject to the law, but are subject to Maine’s Erosion Control Law. DEP List of Watersheds ‘Most at Risk from New Development’. Maine’s Stormwater Management Law, which regulates both stormwater volume and quality from new development to which it applies, uses a two-tier level of regulation. The more restrictive standards applied under this law apply in watersheds that the DEP has classified as "Most at Risk from New Development". Most at Risk lakes are identified by the Maine DEP as being particularly sensitive to eutrophication (premature aging and algae blooms) based on current water quality, potential for internal recycling of phosphorus, potential as a cold water fishery, volume and flushing rate, or projected growth rate in the watershed. DEP Nonpoint Source Priority Watersheds List. The Maine DEP also lists lake watersheds that are high priority for financial and technical assistance related to nonpoint source pollution control. This is called the Nonpoint Source Priority Watersheds List. There is also a subsection of this list that includes 180 "highest priority" lakes. Waters within designated NPS Priority Watersheds have significant value from a regional or statewide perspective and have water quality that is either impaired, or threatened to some degree due to nonpoint source water pollution. This list, which was adopted by the Land & Water Resources Council in October 1998, will be used to help identify watersheds where state and federal agency resources for NPS water pollution prevention or restoration should be targeted. The following table shows the listings of each lake within Bridgton or outside Bridgton but impacted by drainage from within Bridgton.

Table 3

Lake On ‘Most at Risk from On NPS Priority On Highest Priority Subsection of New Development’ List Watershed List NPS Priority Watershed List

Adams Pond YES

Beaver Pond YES YES

Foster Pond YES YES

Highland Lake YES YES YES

Holt Pond

Kezar Pond

Long Lake YES YES YES

Moose Pond

Otter Pond YES YES

Peabody Pond YES

Woods Pond YES YES

Surface Use and Lake Access The increased popularity of boating and a steadily increasing public demand for lake access has pushed these issues to the forefront. As these pressures continue, Bridgton 41 may want to consider joining Naples and Harrison in establishing mooring, harbormaster and marine patrol programs. The Town has already had discussions about a regional approach to these problems that may be the best resolution.

Lake access for swimming and boat launching is a demand that Bridgton has done well addressing historically. There are established public beaches at Woods Pond, Highland Lake and at Salmon Point on Long Lake. There is primitive or undeveloped swimming access at Long Lake at the State Boat Launching Site and at Plummer’s Landing and at Foster Pond. There are public launching sites at all major lakes: Long Lake, Highland Lake, Moose Pond, Peabody Pond and Woods Pond. An effort is underway to construct boat washing stations at all of these public sites. There are private launching sites on Otter Pond and Adams Pond that have been used by the public. As demands change over time, the Town will need to continually assess and address the adequacy of public access to its lakes.

Summary The issue of water quality is tied particularly closely to the need for intertown cooperation. The Bear River, Bridgton's shared lakes (Holt Pond, Long Lake, Moose Pond, Kezar Pond and Peabody Pond) and shared watershed lands for Hancock Pond and Highland Lake are the most obvious examples of surface water resources that warrant cooperative protection. Streams and groundwater also cross town boundaries and will require similar cooperation between towns for effective long-term protection. Bridgton’s water resources are significant in all aspects and, because of their fragile and vulnerable nature, will require vigilance to protect them in their existing condition. The fact that the town’s economy is tied so closely to these resources gives added impetus for proper management.

Wetlands

Wetlands are vital natural resources that have both ecological and economic importance. They provide unique habitat, spawning and nesting areas for a broad spectrum of plants, animals and fish, including birds, waterfowl, shellfish, fish, insects, reptiles, amphibians, and many mammals. Wetlands serve as water purifiers for groundwater recharge and discharge, and help protect surface water quality downstream. Wetlands reduce flood hazard by absorbing rapid runoff like a sponge and then releasing it slowly to surface waters and, in some cases, groundwater. They reduce erosion and sedimentation in both stream channels and lake margins. And, in some cases they have scenic, historic and archaeological values.

At least 36 wetlands exist in Bridgton covering over 2,100 acres. These include swamps, marshes, bogs, fens and the streams and numerous rivulets and springs that feed them. The most prominent are part of the wetland system associated with Willett Brook. Other wetlands in Bridgton are associated with streams that feed each of the lakes. Still others are not associated with streams, but simply occupy low-lying areas. About 1,100 acres of wetlands are protected under shoreland zoning. “Wetlands" refers to the group of soils that are commonly found in a waterlogged condition. Some of these soils are ponded or have standing water on them most of the year. Wetland soils typically include soils that are poorly or very poorly drained, as defined by the Soil Conservation Service (SCS). In a wetland, the water table is typically at or near the ground surface for enough of each year to produce wetland vegetation.

The sensitive ecological balance of a wetland can be easily disrupted by many human activities. Historically, wetlands have often been filled, drained, or excavated to expand the amount of developable land. Their functions can also be severely impaired through clearing, paving or other development of adjacent land, causing reduced wildlife habitat, loss of groundwater recharge area, loss of scenic value, increased flood hazard, and other adverse impacts.

The Casco Bay Watershed Wetlands Functional Assessment

The State Planning Office has developed a method of characterizing wetlands in Bridgton and other towns within the Casco Bay Watershed. This method provides a functional assessment of each wetland to rate its relative importance in each of five wetland function categories. These categories include: plant and animal habitat, sediment retention, flood flow alteration, fisheries habitat, and cultural and educational value. A wetland that meets the rating system’s threshold characteristics in any of these categories receives a "1". If it does not meet the threshold it receives a "0"for that category.

The Bridgton Wetlands Map shows the score each wetland received. Each wetland also has an identification number under this system. In the Appendix there is a table that shows for each wetland the threshold criteria against which each wetland was measured in all five categories. All wetlands are important. This new rating system provides a systematic approach to determining which wetlands are most important for providing each type of wetland function. It also lets us see which function or combination of functions each wetland is playing an especially important part in providing for the ecosystem as a whole.

Wetland Regulations

Because wetlands are ecologically important in all the ways described above, filling, dredging, draining and other alterations are regulated by federal, state and local government. At the local level, the subdivision law requires that all wetlands regardless of size must be shown on proposed subdivision plans.

Vernal Pools

Vernal pools are a category of wetland not currently mapped because there is no published source of information to document their locations. Vernal pools occur on the forest floor in the early to middle spring. They are inherently temporary, lasting for only a few weeks each year. These pools are fed by melting snow at the time of year when the water table is generally at its highest. They play critical roles in the life cycles of many species including the wood frog, the blue spotted salamander, the four - toed salamander and the spotted turtle.

It is possible for developers and planning boards that know where vernal pools are located to prevent them from being lost to development. The main difficulty is that for all but a few weeks of the year, their location is undetectable. Other wetlands are distinguished by wetland vegetation for all or most of the year. But unless a vernal pool is found and its location is delineated during its brief springtime

43 existence, it will go unnoticed and unprotected. The Maine Audubon Society has created a manual for volunteers to use to create a local inventory of vernal pools.

Floodplains Many of Bridgton's lake, river, stream and wetland shorelines areas are susceptible to flooding, especially during spring rains when frozen ground and remaining snow can produce excessive amounts of runoff. On the National Flood Insurance Program maps, the 100-year floodplain is defined as the area that would be inundated by the flood from a storm of such intensity and duration that it statistically will occur, on average, once every 100 years.

Construction in these areas is restricted by local ordinance and federal flood insurance regulations. Under the National Flood Insurance Program, the federal government provides flood insurance to property owners within a community’s 100-year floodplain at reduced rates, provided that that community adopts a floodplain ordinance that meets federal standards for building construction and floodproofing. The Town of Bridgton has participated in the National Flood Insurance Program since 1982. Permitted uses in Bridgton's 100-year flood plain are limited to those allowed within the Resource Protection District of the Bridgton Shoreland Zoning Ordinance. Over time those federal standards have historically been subject to change and local floodplain management ordinance standards have had to be adjusted accordingly. This is an ongoing process and the Town will need to monitor its compliance to continue to meet the requirements for property owners’ eligibility for NFIP coverage.

Forest Resources

Forests occupy more than half of Bridgton's land area and are composed mainly of softwoods including balsam fir, white pine, spruce, hemlock and hardwoods including maples, beech, birches, and red oaks. The forest provides habitats for plants and animals and serves important environmental functions such as protecting soils, filtering water and supplying oxygen, and they have scenic and recreational value for hikers, hunters, fishing, snowmobilers and cross country skiers.

Forests also are sources of employment. The harvesting of timber for production of lumber, pulpwood, firewood and other wood products has long been a major component of Bridgton's local economy. As a renewable natural resource, woodlands that are properly managed will continue to provide many jobs. There are currently over 10,000 acres of land in Bridgton taxed under the Maine Tree Growth Tax Law that provides some property tax relief for forest land.

Timber harvesting is sometimes done improperly or in wet conditions, resulting in erosion and sedimentation, phosphorus pollution of streams and lakes, and unsightly rutted logging roads. Logging in certain areas, or the cumulative impact of many logging operations, can radically reduce the ability of land to absorb runoff. On a widespread basis, this can lead to more marked changes in the water level of streams and rivers during storms and dry periods.

Bridgton's forests require careful management to ensure they remain environmental and economic assets. The State of Maine currently regulates timber harvesting to prevent adverse impacts on the forest resource itself, and its ability to support wildlife and protect lake watersheds and fisheries. The Town of Bridgton currently has timber harvesting standards only in its Shoreland Zoning Ordinance.

Access to forests and open space areas for recreational uses is also a growing issue. With more private land being posted, hunters, hikers and nature enthusiasts will find access increasingly limited. The Town may wish to plan now to reserve land for recreational and other uses before particular valuable tracts are bought up or real estate prices become prohibitive.

Wildlife Habitats

Bridgton has always had an abundance of wildlife and a diverse range of habitats for plants and animals. This level of abundance and diversity has historically been supported by the large areas of undeveloped land and the many riparian and wetland habitats that link these larger undeveloped blocks. With the rapid development of the last decade, including new roads to support the new residential development in Bridgton and surrounding towns, a phenomenon known as habitat fragmentation has gradually been taking place. The size of the large blocks of unbroken habitat has decreased as new roads have extended into or crossed them. Similarly, the links between such blocks, the riparian areas along streams, lakeshores, and associated wetlands have been narrowed or interrupted and less able to function effectively as wildlife travel corridors between habitat areas.

The "Beginning With Habitat" Project, a joint partnership of several state agencies, including the Maine Department of Inland Fisheries and Wildlife, the Maine Natural Areas Program, the Maine State Planning Office, the US Fish & Wildlife Service, and the Maine Audubon Society, has mapped large habitat blocks remaining in Bridgton, many of which extend into neighboring towns. These areas are shown on the Habitat Blocks Map for the Town of Bridgton. Riparian Areas that link and penetrate into the habitat blocks are also shown on this map. And state conservation lands that are extremely unlikely to ever be developed are also shown. Note that riparian areas shown do not reflect existing development along lakeshores, streams or wetlands, which, if present, may detract from the use of particular areas and potential linkages between habitat blocks some types of wildlife. Bridgton currently has 2 parcels of 500 acres or more (totaling 1,113 acres), 8 parcels between 250 and 499 acres (totaling 2,420 acres) and 44 parcels between 100 and 249 acres (totaling 6,025 acres).

Occasional instances of seeing wildlife species on smaller undeveloped habitat blocks do occur. This is often due to the presence of undeveloped riparian areas or other wildlife travel corridors linking smaller blocks to larger blocks beyond the area of the sighting. And various species of wildlife typically only found in large undeveloped habitat blocks, do occasionally venture into more densely developed areas than indicated on the chart. As the density of development increases over time, the table shows the typical effects of habitat fragmentation on the diversity and composition of species remaining.

Habitat Block Sizes – Species Present

1-19 Acres 20-99 Acres 100-499 Acres 500-2500 Acres Undeveloped

RACCOON RACOON RACOON RACOON RACOON

HARE HARE HARE HARE

SMALL RODENT SMALL RODENT SMALL RODENT SMALL RODENT SMALL RODENT

PORCUPINE PORCUPINE PORCUPINE PORCUPINE

BOBCAT, FISHER and COYOTE

COTTONTAIL COTTONTAIL COTTONTAIL COTTONTAIL COTTONTAIL

BEAVER BEAVER BEAVER BEAVER

SQUIRREL SQUIRREL SQUIRREL SQUIRREL SQUIRREL

WEASEL WEASEL WEASEL WEASEL

MINK MINK MINK

WOODCHUCK WOODCHUCK WOODCHUCK WOODCHUCK

DEER DEER DEER

MUSKRAT MUSKRAT MUSKRAT MUSKRAT MUSKRAT

MOOSE MOOSE

RED FOX RED FOX RED FOX RED FOX RED FOX

SONGBIRDS SONGBIRDS SONGBIRDS SONGBIRDS SONGBIRDS

SHARP-SHINNED HAWK SHARP-SHINNED HAWK SHARP-SHINNED HAWK

BALD EAGLE BALD EAGLE

SKUNK SKUNK SKUNK SKUNK SKUNK

COOPER’S HAWK COOPER’S HAWK COOPER’S HAWK

HARRIER HARRIER HARRIER

BROAD-WINGED HAWK BROAD-WINGED HAWK BROAD-WINGED HAWK

KESTREL KESTREL KESTREL

HORNED OWL HORNED OWL HORNED OWL

BARRED OWL BARRED OWL BARRED OWL

OSPREY OSPREY OSPREY

TURKEY VULTURE TURKEY VULTURE TURKEY VULTURE

TURKEY TURKEY TURKEY

MOST REPTILES MOST REPTILES REPTILES REPTILES REPTILES

GARTER SNAKE GARTER SNAKE GARTER SNAKE GARTER SNAKE

RING-NECKED SNAKE RING-NECKED SNAKE RING-NECKED SNAKE RING-NECKED SNAKE

MOST AMPHIBIANS MOST AMPHIBIANS MOST AMPHIBIANS AMPHIBIANS AMPHIBIANS

WOOD FROG WOOD FROG WOOD FROG

Source: A Response to Sprawl: Designing Communities to Protect Wildlife Habitat and Accommodate Development, Maine Environmental Priorities Project, July 1997.

Conservation Lands. Bridgton has several important blocks of conservation lands: The Holt Pond Preserve owned by the Lakes Environmental Association and the Loon Echo Land Trust, the Bald Pate Mountain Preserve owned by the Loon Echo Land Trust and a preserve at the northwest corner of Highland Lake owned by the Hancock Foundation. While there are numerous smaller parcels of parkland and preserved land, these are currently the most significant in terms of acreage.

Plant and Wildlife Habitat of Statewide Significance. The Beginning With Habitat project has compiled a High Value Plant and Wildlife Habitat Map for the Town of Bridgton. This map includes the locations of two types of Significant Wildlife Habitat: Deer Wintering Areas and Waterfowl and Wading Bird Habitat. The map also shows habitat locations for species of rare plants and wildlife that are endangered, threatened or of special concern.

Significant Wildlife Habitat. Significant Wildlife Habitat is defined by the Maine Natural Resources Protection Act (NRPA), which became effective in 1988. It was intended to define, designate and protect Significant Wildlife Habitats from adverse effects of development. In the years since the Act’s adoption, various state agencies have been developing statewide maps of the many types of Significant Wildlife Habitats. Those present in Bridgton are described below and shown on the High Value Plant and Wildlife Habitat Map.

Deer Wintering Areas are areas of forest in which the combination of cover, remoteness, and availability of food are optimal for deer to gather and survive the winter. There are currently 11 deer wintering areas in Bridgton shown on the map, amounting to about 2,100 acres. Deer Wintering Areas as mapped have not been adopted as an NRPA-regulated habitat. None of the deer wintering areas are protected from potential development under current state law, but habitat issues are considered under local subdivision review.

Waterfowl and Wading Bird Habitat are areas used by waterfowl and/or wading birds for breeding, feeding, roosting, loafing and migration. The areas are shown on the map and generally occupy portions of streams and wetlands associated with those streams.

Rare Plants. Bridgton has several locations where rare or threatened plants exist. The approximate locations of these areas are shown on the Town of Bridgton Development Constraints Map. The locations are intentionally given as approximate because the resource is potentially threatened by exact knowledge of its whereabouts, and because the living resource may shift its location over the years.

Ground-fir, whose scientific name is Lycopodium sabinifolium, occurs in fewer than 6 locations in Maine, of which one is in Bridgton in the area of Choate Hill. This small plant's occurrence in Maine represents the southern limit of its range that extends from Newfoundland to Alaska. Its last recorded sighting was in September 1964. Its current status in this location is unknown. Ground-fir is listed as “threatened in Maine" by the State's Endangered Species Program.

Central New England Mesic Transitional Forest, commonly known as mesic oak-pine forest, occurs in Bridgton, also near Choate Hill. This uncommon forest community type is less rare than ground-fir.

Next to Adams Pond there are approximately 15 acres of old growth hemlock forest. Old growth forest has never been cut. This stand of nearly pure hemlock is extremely rare, not because it is hemlock, but because it is an old growth stand.

None of these areas are protected from development. The Maine Natural Areas Program recommends to towns that are interested in protecting such areas that they refer applications for development or other land use within these areas to the Maine Natural Heritage Program for review and comment and to establish communications between the landowner and the Maine Natural Heritage Program, so that appropriate protection measures may be encouraged.

Rare Animals. The Maine Department of Inland Fisheries and Wildlife tracks the status, life history, conservation needs, and occurrences for animal species that are Endangered, Threatened or otherwise rare. Rare animal species and their habitat or locations in Bridgton are listed below and are shown on the High Value Plant and Wildlife Habitat Map for the Town of Bridgton. Rare animal habitat locations need field verification. Table 5

Map Animal Name State Rarity State Status Number

74 Blanding’s Turtle S2 Endangered

75 Blanding’s Turtle S2 Endangered

76 New England Bluet S1 Special Concern

76 Pine Barrens Bluet S?

77 Spotted Turtle S3 Threatened

78 Ribbon Snake S3 Special Concern

High Value Habitat for USFWS Priority Trust Wildlife Species. The U.S. Fish & Wildlife Service (USFWS) has responsibility under federal law for tracking and protecting migratory birds and federally listed endangered species. There are 64 Priority Trust Species in all, and the USFWS Gulf of Maine office has produced a map that identifies a composite of the top 25% of high value habitats for these species. There are three inland categories of these habitats. They include non-forested freshwater wetlands, lakes and rivers; grass shrub and bare ground; and forest, including forested wetlands.

Other Wildlife Resources

The Maine Audubon Society has conducted an annual loon inventory in Bridgton since 1984. Many of Bridgton’s lakes still have suitable chick rearing areas and safe nesting sites and support nesting loons. Several of Bridgton’s lakes and streams, including Steven’s Brook, support cold water fisheries.

Maintaining current phosphorus levels in Bridgton’s lakes is essential for protecting these fisheries. Maintaining water quality and retaining shoreline shade vegetation is essential for protecting the fisheries in flowing waters.

The Beginning With Habitat Program, using expertise from the Maine Natural Areas Program and the Department of Inland Fisheries & Wildlife, has identified a set of Focus Areas of Statewide Ecological Significance which are intended to provide guidance to towns and other groups about what areas of the landscape contain concentrations of important habitats. Three of these Focus Areas, the Upper Saco River, Holt Pond and Otter Pond Focus Areas, fall completely or partly within the Town of Bridgton.

High Elevation Points and Steep Slope Areas

There are a large number of mountaintops and ridges in Bridgton and the surrounding towns. These areas are important scenic areas for the Town. These points of high elevation also serve as vista points from which views of the Region’s lakes and the White Mountains can be obtained. Areas above 600 feet in elevation are considered particularly important. Given Bridgton’s varied topography, it is no surprise that there are areas with steep slopes in excess of 15 to 20 percent. Currently, Maine’s Subsurface Wastewater Disposal Rules prohibit new septic systems on slopes of 20 percent or more. Steep slopes pose severe constraints to building construction and are therefore generally unsuitable for development.

Areas with Visual Significance

There are several scenic views and vista points in Bridgton. There are many high elevation points with dramatic views of nearby lakes and mountains and of the White Mountains.

Natural Resource Constraints To New Development

To provide adequate protection for valued natural resources, new development can be subjected to varying degrees of constraint, depending on which natural resources are present on or adjacent to the land where development is being proposed. These varying degrees of constraint are shown on the Natural Resources Constraints Map of the Town of Bridgton. This map shows where land is relatively difficult to develop, where development would adversely affect natural resources present if special precautions are not taken, and sometimes where development is already legally prohibited or needs to be if the resource present is to be protected.

The map reflects four categories of natural constraints to development: Few, Moderate, Severe, and Resource Protection. The latter category reflects only those natural resources that are currently zoned Resource Protection under shoreland zoning. The categories have been derived by overlaying all of the natural resource maps from this section on top of one another. Land has been assigned to each category depending on the particular combinations of resources that occur. Note that the Development Constraints map does not show existing land use.

7. TRANSPORTATION

The Town of Bridgton is located in the Lake Region, in the northwest corner of Cumberland County. This region is the fastest growing region in the county. Bridgton is served by one major arterial, U.S. Route 302, a primary east-west highway, which runs 16.86 miles from the Bridgton/Naples town line to the Bridgton/Fryeburg town line. The State is responsible for the maintenance of arterial highways.

Other major highways in the community include state numbered routes 107, 117, 37 and 93, all of which are classified by the Maine Department of Transportation (MDOT) as minor collectors. Collectively, these minor collectors include 19.34 miles of roadway. On minor collectors, the State and the community share maintenance responsibilities. Capital improvements require a 33% municipal match.

The bulk of the traffic passing through Bridgton travels on these highways. The growing economy in the Portland region has increased the volume of commuter traffic in the community and has encouraged development along the major routes. Because of its proximity to numerous lakes and other recreational areas, Bridgton is a community whose population more than doubles in the summer.

Traffic Counts

Given its role as the primary link between Portland and the Lake Region, Route 302 carries the greatest amount of traffic in Bridgton (see Table 1). Within Bridgton the five numbered State routes and Knights Hill Road, carry relatively large number of vehicles. The traffic volumes on all these major roads have been increasing steadily over the years, due to the increased year-round and seasonal development in the Lake Region and due to an increase in the number of people commuting to and from the Greater Portland area.

Traffic volumes for numbered State Highways are listed in Table 1. The information is based on traffic counts performed by MDOT between 1995 and 2002. The Average Annual Daily Traffic (AADT) counts are average counts that are generally lower than the actual field counts. During the seven-year period between 1995 and 2002, traffic counts on Route 302 have increased between 11% and 83%, depending upon location while traffic on Route 117 has changed between 11% and 18%.

Bridgton’s changing demographics virtually guarantee that traffic will continue to grow over the next 10 to 15 years. Between 1980 and 1990, the Town’s population grew from 3,528 to 4,307 people, an increase of 22%. From 1990 to 2000, there was a further increase from 4,307 to 4,883, for a gain of 13%. The State Planning Office projects that by the year 2015, Bridgton’s population will grow by another 721 people to a level of 5,604 people.

Table 1 Town of Bridgton Traffic Counts - Source: MDOT

Road Location AADT AADT AADT AADT % Change 1995 1997 2000 2002 1995-2002 Route 302 S. of Willett Rd 7670 8910 8520 10660 39

E of Depot St. 9420 10500 10390 10990 17 E of Church St. 8570 9450 9080 9500 11 E of Knights Hill 2720 4220 4270 4980 83 At Fryeburg Line 3080 3560 3360 3970 29

Route 117 At Sandy Creek 5090 5340 5600 5870 15 At Denmark Line 1440 1600 1340 1700 18 At Sandy Creek 3370 2750 ? 3000 -11

S. High St. S. of Willett Rd. 1770 1940 2160 2520 42 S. of Monument 2230 3090 2590 3090 39

N. High St. N. of Monument 6010 7150 6820 6870 14 N of Pumping Sta. 6200 6950 6530 - Rd.

Road Safety and Accident Summary

MDOT has identified vehicle accident locations on public roads in Maine (both State and town owned), and has provided a summary of this information for Maine towns. Based on a review of this data, there are no clear patterns for the accidents in Bridgton.

Access Management

The Maine Department of Transportation has adopted access management regulations that require property owners to obtain a permit from the Maine Department of Transportation prior to constructing driveways and entrances on the State’s arterial and collector highways. The regulations contain standards for:

 Sight distance  Driveway width  Corner clearances  Turnaround area/parking  Drainage standards  Intersection angle/radius of edges  Double frontage lots

There are additional standards for mobility arterials and retrograde arterials. A mobility arterial is a non-compact (not located in an urban compact area) arterial that has a posted speed limit of 40 mph or more and is part of an arterial located between urban compact areas or service centers that carries an annual average daily traffic of at least 5,000 vehicles per day for at least 50% of its length, or is part of a retrograde arterial located between two mobility arterials. A retrograde arterial is a mobility arterial where the access related crash per mile rate exceeds the 1999 state average for arterials of the same posted speed limit. The Town of Bridgton will need to be aware of the new rules to avoid

51 unintentionally supporting the creation of lots that cannot be granted an access management permit because they do not meet MDOT standards.

Bridges - There are 17 bridges in Town, of which 10 are owned by the State and 7 are owned by the Town.

Table 2 - Town of Bridgton, State and Local Bridges

Bridge Name Water Body Roadway Length Owner Browns Mill- new Smith Brook Rt. 117 18 Ft. State Browns Mill- old Smith Brook Townway 21 Ft. State Highland Lake Stevens Brook Highland Road 14 Ft. State Moose Pond Moose Pond Norwood Loop 66 Ft. State Pondicherry Stevens Brook Rt. 302 46 Ft. State Rodgers Brook-new Rodgers Brook Rt. 117 30 Ft. State Rodgers Brook-old Rodgers Brook Townway 21 Ft. State Sandy Creek Willett Brook Rt. 107 35 Ft. State Tannery Stevens Brook Rt. 302 21 Ft. State Woods Pond Wood Pond Rt. 117 14 Ft. State Bacon Street Stevens Brook Bacon Street 23 Ft. Town Cornshop Stevens Brook Depot Street 42 Ft. Town Foundary Stevens Brook Smith Avenue 41 Ft. Town Kansas Road Stevens Brook Kansas Road 23 Ft. Town Meadow Road Willett Brook Meadow Road 28 Ft. Town Walkers Shop Stevens Brook Depot Street 43 Ft. Town Willett Brook Willett Brook Willett Road 35 Ft. Town

Local Roads - The following is a list of Town roads and their length.

STREET NAME Total Length Abenaki Rd. 0.15 Adams Pond Rd. 0.6 Bacon St. 0.9 Ballard St. 0.9 Brown Mill Rd. 0.49 Chadbourne Hill Rd. 0.7 Chase St. 0.7 Church St. 0.19 Cottage St. 0.19 Crockett St. 0.4 Cross St. 0.8 Depot St. 0.36 Douglasville Rd. 0.12 Dugway Rd. 1.07 Elk Ln. 0.4 Elm St. 0.13 Fern St. 0.08

STREET NAME Total Length Forest Ave. 0.12 Fosterville Rd. 2.69 Fowler St. 0.17 Fox Crossing Rd. 0.4 Gage St. 0.15 Gibbs Ave. 0.3 Green St. 0.42 Hawk Rd. 0.22 Hemlock Point Ln. 0.5 Highland Pines Rd. 1.54 Highland Rd. 2.42 Hillcrest Ave. 0.8 Hio Ridge Rd. 1.74 Hospital Dr. 0.15 Hotchkiss Ln. 0.25 Ingalls Rd. 1.22 Iredale St. 0.11 Kansas Rd. 4.5 Kennard St. 0.16 Loon Ln. 0.08 Main St. 0.99 Malcolm Rd. 0.52 Maple St. 0.24 Meadow St. 0.11 Mechanic St. 0.7 Middle Ridge Rd. 1.59 Monk Rd. 1.55 Moose Pond Dr. 0.38 Mt. Henry Rd. 0.37 North Bay Rd. 0.37 North Bridgton Rd. 1.07 Nulty St. 0.17 Oak St. 0.14 Old Elm Rd. 0.31 Pinhook Rd. 0.22 Pleasant St. 0.16 Plummers Landing Rd. 0.55 Pond Rd. 0.82 Power House Rd. 0.5 Salmon Point Rd. 0.33 School St. 0.7 Smith Ave. 0.22 South Bay Rd. 0.1 Stone Rd. 0.73 Swamp Rd. 0.79 Sweden Rd. 1.41

STREET NAME Total Length Tarry-A-While Rd. 0.18 Thompson Rd. 0.33 Town Farm Rd. 0.82 Upper Ridge Rd. 0.75 Walker St. 0.12 Ward Acres 0.14 Warren St. 0.12 Wayside Ave. 0.22 Whispering Pine Ln. 0.7 Willett Rd. 0.56 Woodcock Ln. 0.8 Zion Hill Rd. 0.12

Airport

There is no regularly scheduled air service to Bridgton at present, but small planes can land at the Eastern Slopes Regional Airport (KIZG) in Fryeburg, 10 miles west of Bridgton. The airport, owned by the Town of Fryeburg and supported by region towns, has a paved 3,698 foot runway at an elevation of 452 feet.

8. PUBLIC FACILITIES AND SERVICES

Certain services and facilities are provided by the Town to protect the public health and safety and to ensure the well being of all residents. The availability and adequacy of these services reflect the community’s desirability as a place in which to live and work.

Municipal Government and Administration

Bridgton operates under the Selectmen-Town Manager form of government. It is the municipal officers’ responsibility to exercise certain administrative and executive powers of the municipality through an appointed manager. Under this system, the municipal officers remain the executive body but they exercise their administrative duties through the Town Manager.

The Town of Bridgton is governed by the Selectmen/Town Manager form of government that includes both elected and appointed officials. The Board of Selectmen is composed of five residents who are elected to the Board with staggered terms of office. The Planning Board is an elected Board of five Regular and two Alternate members.

Appointed boards include: Baseball/Softball Committee Basketball Committee Board of Appeals Bridgton Community Center Board Bridgton Economic Development Committee Budget Committee Cable TV Committee Comprehensive Planning Committee

Conservation Commission (currently inactive) Downtown Beautification Committee Investment Committee Pondicherry Days Committee Recreation Advisory Committee Recreation Study Committee Recycling Committee Sewer Advisory Committee Solid Waste Committee Street Naming Committee

Elected and appointed boards all depend on a sufficient number of volunteers willing to donate their time and experience.

Bridgton Community Center (BCC)

The BCC is an intergenerational Center of activities and functions to enhance the quality of life for all citizens of Bridgton. It facilitates, develops and/or administers recreational, educational and health maintenance programs that touch the lives of Bridgton's senior citizens (Horizons/60), its adults, teens and children. It also provides space for Community and Support Groups to meet and hold social functions.

Bridgton Fire Department

The Fire Department, along with the Police Department and Ambulance Service, began a 24-hour dispatching service in 1986. The Fire Department has a paid, part-time district fire chief for each of the four fire stations in Bridgton. Approximately 60 volunteer firefighters report to one of the district fire stations. Fire stations are located on Gibbs Avenue in Bridgton Village, on Route 302 in West Bridgton, Route 37 in North Bridgton and Route 107 in South Bridgton. A 1,200 square foot addition to Central Station was completed during 2004.

The vehicles and equipment currently housed at each station are as follows: Bridgton Central: 2001 pumper, 1997 pumper, 1994 ladder, 1980 squad, 1988 hose reel West Bridgton: 1970 pumper and a 1974 tank truck North Bridgton: 1990 pumper South Bridgton: 1973 pumper and a 1978 tank truck

Fire station vehicles include: 1980 Fire van, 1978 Fire truck, 1976 Fire truck, 1990 Fire truck, 1973 Fire truck, 1983 Fire truck, 1994 Fire truck, 1974 Army Fire truck, 1999 Fire truck, 2002 Fire truck. The average vintage is 1984. A new fire truck has recently been purchased from Central States Fire Department in Lyons, SD. In 2003, the Department provided a little over 5,000 person hours in service to the community.

The Department recently received a grant of $5,000.00 from the Steven King Foundation. This grant was used to purchase additional lightweight compact bottles for our breathing apparatus. These bottles weigh about 4 pounds less than the steel bottles. $117,000 was also recently received from FEMA.

Bridgton Police Department

Bridgton’s Police Department consists of a Police Chief, seven full-time officers and a K-9 dog. Officers work four 10 1/2 hour shifts. The Department is dispatched from the Bridgton Police Department in the Municipal Offices, with four dispatchers working on a 24-hour basis.

There are currently 7 Department vehicles dating from 1985 through 2003. The average vintage is 1998. These vehicles include a 1995 Ford, 1999 Jeep (K-9 vehicle), 2000 Ford, 2001 Ford, 2002 Ford, and a 2003 Ford. The Department has an Intoxilizer-5000 for testing suspected drunk drivers, in-car videos (for recording traffic stops) and in-car radar and computers. The condition of the Department's existing equipment is adequate, but there will be an on-going need to update equipment as technology evolves and funding is available. The Department continuously seeks State and Federal grants to relieve the local tax burden.

The Department maintains alarm-answering for residences and businesses, and a medical-alert system. Approximately 38% of reported crimes are solved and 35% to 40% of stolen items are recovered.

The following is a summary of police responses provided by the Bridgton Police Department. The years shown in the table begin on July 1 and end on June 30.

Police Department Statistics 1990-91 through 2002-03

1990- 1991- 1992- 1993- 1994- 1995- 1996- 1997- 1998- 1999- 2000- 2001- 2002- 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Murder 0 0 0 0 1 0 0 0 0 0 0 0 0 Aggravated assault 22 14 30 18 21 7 13 8 11 6 4 2 25 Theft/Larceny 301 216 238 293 269 248 237 203 147 168 177 219 267 Arson 0 3 3 0 2 3 3 1 1 1 2 0 0 Burglary 79 79 62 70 66 160 52 39 62 45 28 39 52 Auto Theft 10 13 5 7 9 13 15 10 5 3 6 4 10 Simple Assault 9 9 16 7 15 30 20 20 28 26 33 5 Rape 0 1 2 2 3 5 2 2 2 0 0 3 1

Juvenile Arrests 41 57 52 78 62 59 67 71 42 33 46 28 24 Adult Arrests 195 180 143 122 130 119 131 152 105 115 125 124 125 Total 657 572 551 597 578 644 540 506 403 397 421 155 509

In addition to regular policing duties, Bridgton’s police work with the community on a variety of projects. Some of these programs include DARE (Drug Abuse Resistance Education) and coaching youth sports. They have supported the Maine Special Olympics for more than twenty years through the Law Enforcement Torch Run and have been involved in both summer and winter games. They have welcomed and spoken with the athletes, and have been available for the presentation of medals.

Bridgton Water District

The Bridgton Water District is a quasi-municipal district governed by three trustees. The District is staffed by a Superintendent, an assistant and a secretary. The District currently has 799 customers, 85 public fire hydrants, and 16 miles of water main. The District obtains its water from an aquifer in the southwest corner of town known as the Sandy Creek, specifically the Willett Brook Aquifer. In 2002, the District pumped 67,752,000 gallons, which is about what is pumps on an annual basis year after year.

In 1992, The District purchased approximately 60 acres of land surrounding town wells in the Sandy Creek area for $108,000. At that time, the District also built a new pumping station at a cost of $1.1 million.

In 1993, the Water District built a 240,000-gallon reservoir in North Bridgton, along with 800 feet of new water main.

In 2002, the District finished the construction of a new 1,000-foot, 12-inch water line on Highland Road and built a new 500,000-gallon reservoir. The District now has two underground reservoirs for water storage that provide a total of 1,100,000 gallons of water in reserve to fight fires and serve as a backup in case of a major break in one of the water lines.

In 2004, the District plans to connect both ends of the Town’s water supply, forming one complete loop. The District is also planning to install about one mile of additional water main. The extension will start at the end of service on South High Street (just past Willett Road) out to the end of service at Sandy Creek. This extension will include approximately 10 new fire hydrants, and will add a number of customers to the system.

Storm drainage. During Bridgton's 1985 revitalization program, storm drains in the village area were removed and replaced with 15 inch perforated plastic pipe. The storm sewer system includes approximately 10 miles of pipe that serve the village area and flow to Stevens Brook.

Harrison Water District

The Bridgton Water District sub-contacts with the Harrison Water District to provide maintenance coverage and share a Superintendent. The North Bridgton/Harrison pumping station is located near the Bear River and pumps approximately 40 million gallons annually from the Bear River Aquifer. The Harrison Water District serves about 134 customers located in North Bridgton. Water is obtained from wells located on the Tolman Road in the Bear River aquifer. In 1993 North Bridgton got a new 240,000 gallon reservoir along with 800 feet of new water mains.

Sanitary Sewer and Subsurface Sewage Disposal

Bridgton village is served by two cluster sewer systems. The system on upper Main Street extends from Walker Street to Elm Street. The associated leach field is located on Wayside Avenue. This system currently serves approximately 27 households and businesses and is at theoretical design capacity. New hook-ups are allowed only on an emergency basis.

A second system serves approximately 30 households in the lower Maine Street area. The leach field is located on the lower ball field, Johnson Field. This system is currently presumed to be at one-half design capacity, according to existing calculations, but the addition of one water-intensive commercial user could eliminate much of the excess capacity.

A 1990 study of the sewer system tested the flows associated with each leach field. The Wayside Avenue field was found to be at approximately 50% capacity (receiving 6,000 gallons per day). It's suspected that there may be up to 25% external infiltration coming into the bed which, if corrected, would increase its capacity. The bed on Johnson Field was found to be at 33% capacity (receiving 5- 6,000 gallons per day). According to the study, continued monitoring is needed. Those portions of the village not on the system rely on private subsurface disposal systems.

Areas that may require replacement of malfunctioning private systems with public sewerage may include North Bridgton, the foot of Highland Lake and on Main Hill in the Village.

Public Works Department

The Public Works Department has many maintenance tasks including highway, vehicle, park and cemetery maintenance, and is also responsible for care and repair of town-owned buildings.

Summer highway maintenance involves 89 miles of road grading, ditch work, culvert maintenance and installation, brush cutting, road-side mowing and preparing roads to be paved. During the winter season the Department plows and sands approximately 120 miles of roadway. There is a staff of eight full-time employees, two full-time mechanics, and four full-time employees for parks and cemeteries.

The parks staff is responsible for each of the five Town-owned parks, the five Town-owned beaches, and the 13 cemeteries for which the Town is responsible. Duties include everything from mowing

58 lawns, to repairing gravestones and burying the diseased. The Town cemeteries have adequate capacity for another 10 or 15 years.

The Town Garage is located on Willett Road south of the village, and houses most municipal vehicles and equipment. Stored behind the Town Garage is the salt and sand used on winter roads. Salt is stored in a shed and the sand is stored in a separate 7,000 cubic yard shed. There is a 1,500-gallon tank for the storage of calcium chloride.

Town vehicles currently include nine dump trucks with plows, a one-ton truck, three pick-up trucks, a front-end loader, two backhoes, one grader, one forklift, and a car. At this time, the garage has insufficient space for all vehicles and equipment.

Transfer Station and Recycling

The municipal transfer station and recycling center, located on the Meadow Road south of the village comes under the jurisdiction of the Public Works Department and is run by a supervisor. The transfer station operates with one backhoe and one forklift. This eight-acre site was formerly the town landfill, which is no longer in use. The landfill was closed at a cost of approximately one million dollars in compliance with Maine DEP requirements.

One of the biggest assets of the transfer station is the recent installation of a set of scales which allows the Department to monitor the wastes being hauled into the station and also allows the Town to be more accurate when charging demolition fees. A compost pile is available as well. The Department separates wood waste from demolition debris. The Department recently reduced the price of freon items from $25.00 each to $15.00 each, built some bunkers for the glass and hired a new employee.

Bridgton is a member community of Regional Waste Systems (RWS) in Portland. As such, the Town shares a proportional amount of the RWS capital debt. In recent years, RWS has sustained rapidly increasing operating costs and accusations of ineffective management. Operating cost increases are reflected in increasing disposal costs to the Town. To leave RWS, the Town would be required to pay off its proportion of RWS's debt, an essentially impracticable matter. Consequently, the Town will probably remain with RWS for the foreseeable future. Approximately one-third of RWS’s budget goes to debt service. Bridgton’s RWS liability totals about 3 million dollars.

In 2002, the Town generated a total of 4,750 tons of municipal solid waste, of which 934 tons or 19.7% was recycled. With credits for composting and the Bottle Bill, the State Planning Office (SPO) gave the Town an adjusted recycling rate of 28.6%. This figure compares to a State "benchmark" of 35%, and a State goal of 50%. It is interesting to note that the 1992 Comprehensive Plan reported a recycling rate of 19%. Empirically, it appears that a recycling rate of 19% to 20% is the rate that can be expected under a totally voluntary scheme. The total income generated from the transfer station was over $100,000. For each ton recycled, the Town saves approximate $135.00.

Articles instituting mandatory pay-per-weight schemes were proposed at the 2002 and 2003 Town Meetings, and were defeated. The town appointed Recycling Committee works closely with the transfer station and Bridgton residents.

Recreation

Bridgton has an active, full-time recreation program led by a Town employee. All age groups are targeted, with a variety of offerings from swimming programs to ice skating. Other ongoing activities include karate, gymnastics and soccer.

Bridgton has eleven surface water bodies within or along its borders. Some of these water bodies are used for public recreation programs in the summer. Long Lake, Highland Lake and Woods Pond all have developed public access areas. The Town owns undeveloped land on Foster Pond. The State of Maine owns Sabatis Island on Moose Pond (along the causeway), and the State boat ramps on Moose Pond and Long Lake. The following ponds, however, have no official public access and are, therefore, closed to Bridgton residents who do no own property on the shoreline: Adams Pond, Beaver Pond, Kezar Pond, Otter Pond and Peabody Pond.

A Downtown Revitalization Program in the 1980s established several mini-parks in the village which add to the aesthetic and recreational value of the downtown area. Recreational needs in the future may include facilities in the East Main Street area, and a bicycling - jogging system. Municipal land that may serve as additional public access and recreational areas is located on Willett Brook, the railroad right-of-way in South Bridgton, and the transmission line in North Bridgton.

Bridgton’s public recreation inventory includes the following:

Two State organized public boat launches at Long Lake and Moose Pond

Two Town organized public boat launches at Highland Lake and Woods Pond

Camp/Picnic – 290 tent sites, 200 vehicle sites, 43 picnic tables Bridgton’s Salmon Point campground has 55 vehicle sites plus 20 tent sites

Fields and courts – 5 playgrounds, 3 little league ball fields (for both softball and baseball) The Town Hall features a small gymnasium, measuring 3,500 square feet. It is used for an wide variety of events, including basketball.

Nature trails – 3 miles in Perley Woods, 3.7 miles at Holt Pond and the 1- mile Stevens Brook Trail.

Year-round foot trails – 65 miles, maintained by the local snowmobile club. The LEA trail from Bald Pate to LRHS is 6.5 miles long. The trail from Narramissic to the Bear Trap is a mile. The trails maintained by LEA around Holt Pond are 3.7 miles.

Winter facilities – 10 miles of cross country at Shawnee Peak, 50 acres downhill, 6,500 square feet of ice skating at Bridgton town hall, year-round Bridgton Ice Arena and swimming at the Colonial Mast pool in Naples

Open spaces and recreation areas: 1,837 acres – includes Bald Pate Mountain, Highlands Golf Course, Shawnee Peak, 12 acre Sabatis Island off Route 302 on Moose Pond

Swimming: 5 Town organized public beaches (Woods Pond, Highland Lake, 3 on Long Lake with two of those at Salmon Point), for a combined total of 1,095 feet of beach

Bridgton Recreation Advancement Group (B.R.A.G.), formed in 1995, is a grass-roots, 501-c-3 organization promoting all forms of recreation in Bridgton. At the present time, BRAG is working on building both a skateboard park and developing a 17-acre parcel into a community sports complex with baseball fields, soccer fields, tennis courts, etc.

During the neighborhood meetings held by the Comprehensive Plan Update Committee, the residents of West Bridgton expressed the concern that there were few locally available recreational opportunities. There is now a West Bridgton Committee, looking at the issue of how better to serve the recreational needs of residents of West Bridgton.

With full-time recreation directors at the helm in each of the four district towns, coordination of regional programs should become much less burdensome than in the past.

Bridgton Public Library

A testament to both the needs of its citizens and to their continuing support, Bridgton Public Library in its one-hundred-eighty-fourth year maintained its role as the primary resource for a wealth of informational, educational, and recreational materials and activities for every resident, free-of-charge.

Circulation continued to climb during 2002, with 40,295 loans from the library’s holdings of 27,929 items in its collections. 20,511 people came in to make use of library services; 2,559 reference questions were fielded; computer use was logged at 2,577 hours; 64 periodicals, together with readers’ advisory services, were made available. Additionally, almost 600 pieces of inventory not owned by Bridgton were obtained through interlibrary loan. Membership in the American Library Association, the Public Library Association, the New England Library Consortium, the Maine Library Association, and the Southern Maine Library District and its Cooperative all assisted in providing quality and cost- effective information, service, and goods to the Town.

While responding to appropriate opportunities in an evolving and complex technological age, Bridgton Public Library also continued to provide those traditional services upon which so many in the community depend, and use, in record numbers. Each member of the family was assured a broad range of educational and recreational material in a wide variety of formats, from print through audiovisual; up-to-date reference sources; periodicals to match every interest; assistance with informational sites on the Internet; and a host of programs and activities presented throughout the seasons.

North Bridgton Library

The North Bridgton library continued to meet its goal as a place to find reading materials as well as a welcoming center for residents of North Bridgton and surrounding communities. The addition of the computer for patrons also brought new patrons. 2002 figures include 8,000 adult books, 300 books on tape, 2,150 children and youth books and videos, and 2000 patrons.

Bridgton Street Naming Committee

After six years of volunteer effort, the E-911 project is nearing completion in order to provide town- wide emergency services. Once implemented, the E-911 system will eliminate the variety of addressing schemes currently in use and will assign a physical address to each home and business. Addresses will be assigned by road and by location on the road. With 911 there will only be one set of numbers for each street. Example: North High Street will be numbered from the monument to the Fryeburg line.

Under 911, all homes on the right will have odd numbers and those on the left will have even numbers. Each road has been measured in 50-foot increments, with the first possible address on the right as 1 and the left as 2. If there is no front door or driveway in that first 50 feet, numbers 1 and 2 will be skipped. With 911 numbers being in one continuous stream, finding buildings throughout Bridgton will be much more efficient.

Bridgton Hospital

Bridgton Hospital is located on High Street in Bridgton and is the sole provider of hospital care in the Lake Region of Maine. The Hospital also serves residents of nearby Mt. Washington Valley in New Hampshire. Founded in 1917 as Northern Cumberland Memorial Hospital, Bridgton Hospital is a full service, acute care 501c3 not-for-profit organization. In 1999, Bridgton Hospital became a subsidiary of Central Maine Healthcare in Lewiston. This union provides an integrated regional healthcare system committed to improved access and a uniform standard of care.

The Hospital currently has approximately 25 active staff physicians and another 60 affiliated physicians and specialty practitioners on staff. The Hospital and the Physician Group employ approximately 200 nurses, technicians and support staff. A brand new Bridgton Hospital opened its doors in January 2002. The new single story 51,163 square-foot hospital incorporates state-of-the-art medical and facility technology in a design geared to the needs and preferences of patients. The design and layout emphasize the Hospital’s growing role as an outpatient diagnostic treatment center that centralizes inpatient care in a single unit. Clinical services provided include medical and surgical, maternity, emergency, and critical care. In addition, the Hospital also offers numerous specialty clinics to area residents and businesses. Specialists from Central Maine Medical Center and other referral centers travel regularly to Bridgton Hospital to provide consultation, diagnosis and treatment in cancer care, pulmonary medicine, sports medicine, podiatry, neurology and ENT (ear, nose and throat) medicine. In fiscal year 2002, Bridgton Hospital and Bridgton Hospital Physicians’ Group netted revenues of $22M and, in that year, provided over half a million dollars in free care to residents of the surrounding communities. Its combined payroll was $11M plus benefits.

Public Education

Bridgton belongs to School Administrative District #61, which also includes the towns of Casco, Naples and Sebago. Bridgton students in grades K-6 attend Stevens Brook Elementary School that was built in 2000 on Frances Bell Lane. During the 2002-03 school year, 331 students attended Stevens Brook Elementary.

Based on projections by the Maine State Planning Office, the number of school-age children in Bridgton is expected to decline from an estimated 829 children in 2000, to 758 in 2004, and 703 by the year 2015. If these estimates are reasonably accurate, Bridgton should have adequate capacity in the elementary school, and will not be exerting growth pressures on SAD 61.

9. MUNICIPAL FINANCES

Historical Valuations and Taxes

Both the Town of Bridgton and the State of Maine compute valuations for the Town. The State compiles and adjusts its figures to reflect actual property transactions, and hence market values. Bridgton’s valuations will reflect market value only in those years in which the Town conducts a revaluation and adjusts values to reflect market conditions. State valuation figures for any given year are two years old, and thus do not reflect recent changes in overall property values. State law requires that when a municipality’s valuation drops below 70% of the State valuation, a revaluation must be undertaken.

Table 1 provides a summary of Bridgton’s State valuation, municipal valuation, the tax assessment and tax rate for the years 1990 through 2002, as reflected in municipal valuations prepared by the State Bureau of Taxation and in municipal valuation returns.

During the period 1990 through 2002, Bridgton’s State valuation rose from $319.3 million to $404.2 million, or 27%. During the same period, the Town’s valuation rose from $216.7 million to $417.5 million, or 93%, and the Town’s tax assessment rose from $4.69 million to $7.47 million, or 59%. A high valuation does not necessarily mean that taxes are high. A community with a high valuation can raise a given sum of money with a relatively low tax rate, whereas a community with a low valuation can raise the same amount of money only with a higher tax rate.

Table 1 - Historical Valuation And Taxes

State Municipal Bridgton Tax Valuation Valuation Assessment Tax Rate 1990 $319,300,000 $216,681,237 $4,691,148 .02165 1991 $363,700,000 $283,350,912 $4,986,975 .01760 1992 $383,450,000 $287,225,534 $5,055,169 .01760 1993 $372,950,000 $348,385,078 $5,435,833 .01510 1994 $360,550,000 $339,749,002 $5,928,620 .01745 1995 $355,350,000 $338,587,208 $5,938,820 .01754 63

1996 $347,450,000 $340,230,600 $6,028,886 .01772 1997 $337,950,000 $343,349,666 $6,060,121 .01765 1998 $339,200,000 $339,236,840 $5,970,568 .01760 1999 $343,650,000 $339,701,888 $5,978,753 .01760 2000 $349,700,000 $393,080,600 $6,191,020 .01575 2001 $365,350,000 $404,745,937 $6,941,392 .01715 2002 $404,200,000 $417,463,138 $7,472,590 .01790 Source: Municipal Valuation Returns Statistical Summary, 1993-2001, State Bureau of Taxation, and Town tax records

Valuation Comparisons

State valuation comparisons and per capita valuations are two measures of a community’s wealth relative to other communities. Table 2 contains a summary of State valuations and per capita valuations for Bridgton and a number of comparison communities. Bridgton’s 2000 State valuation ($349.7 million) is higher than that of all comparison communities except Raymond ($371.1 million). In terms of State per capita figures, Bridgton has a higher per capita valuation ($71,411) than the County ($65,009) and the State ($56,711). However, Bridgton’s per capita valuation is lower than all of the comparison communities shown in the table except Casco ($64,774) and Waterford ($69,450).

Table 2 Comparative Valuation Figures

2000 Population 2000 State Valuation Full Value Per Capita Bridgton 4,897 $349,700,000 $71,411 Casco 3,469 $224,700,000 $64,774 Denmark 1,004 $100,100,000 $99,701 Harrison 2,323 $180,000,000 $77,486 Naples 3,282 $260,600,000 $79,403 Raymond 4,299 $371,150,000 $86,334 Sebago 1,433 $144,250,000 $100,663 Sweden 324 $29,350,000 $90,586 Waterford 1,455 $101,050,000 $69,450 Cumberland County 265,612 $17,267,300,000 $65,009 Maine 1,274,923 $72,302,650,000 $56,711 Source: Municipal Valuation Returns Statistical Summary, 2000, State Bureau of Taxation and U.S. Census, 2000.

Personal Property, Industrial Valuation

Most of Bridgton’s valuation comes from residential property, as evidenced by relatively low personal property and industrial valuations. Table 3 shows that Bridgton’s total personal property valuation is $7.8 million, and the total industrial valuation is $7.2 million. Table 3 also shows that when total industrial valuation and personal property valuation are combined and divided by the year-round population, Bridgton’s per capita valuation ($3,074) is considerably lower than comparable figures for the County ($12,538) and State ($10,800). With the exception of Waterford, all of the other comparison communities in Table 3 also have per capita person property/industrial valuations that are considerably lower than County and State figures.

Property Tax Burden

The Maine Municipal Association has compiled comparative tax burdens for municipalities based on the 2000 full value tax rate. Two measures are used to illustrate the tax burden at the taxpayer level; the tax paid on a median value home and taxes paid as a percent of median household income. In the Property Tax Burden column in Table 4, the numbers represent statewide rankings where 1 is the highest tax burden, and 487 is the lowest. The tax burden in Bridgton (34) is higher than in all comparison communities. Several other statistics stand out in Table 4. First, the median household income in Bridgton ($27,923) is lower than in any other comparison community, and the median home value ($96,403) is lower than any comparison community except Waterford ($82,119). Bridgton’s property tax burden, measured as a percentage of household income, is higher than in any of the other communities.

Table 3 Personal Property And Industrial Property - 1999 Total Personal Total Industrial Total, PP/IND Total PP/IND Property Valuation Valuation Per Capita Bridgton $7,826,901 $7,225,303 $15,052,204 $3,074 Casco $10,830,000 $8,329,200 $19,159,200 $5,523 Denmark $0 $0 $0 $0 Harrison $7,314,100 $106,000 $7,420,100 $3,194 Naples $4,716,368 $2,300,000 $7,420,100 $2,138 Raymond $9,592,300 $11,637,224 $21,229,524 $4,938 Sebago $327,292 $0 $327,292 $228 Sweden $243,120 $0 $243,120 $750 Waterford $13,567,245 $1,819,041 $15,386,286 $10,575 Cumberland County $1,861,708,998 $1,468,659,204 $3,330,368,202 $12,538 Maine $8,397,334,478 $5,382,054,120 $13,779,388,598 $10,800 Source: Municipal Valuation Returns Statistical Summary, 2000, State Bureau of Taxation

Table 4 Property Tax Burden Indicators Full Value Median Median Taxes Paid Tax as % Property Mil Rate Household Home Median of Tax Income Value Home Household Burden Income Bridgton 16.76 $27,923 $96,403 $1,615 5.79% 34 Casco 13.28 $34,930 $113,597 $1,508 4.32% 121 Denmark 12.27 $30,743 $102,032 $1,252 4.07 Harrison** ------Naples 13.11 $37,174 $121,242 $1,590 4.28% 125 Raymond 13.64 $52,179 $150,622 $2,055 3.94% 161 Sebago 12.88 $36,780 $112,318 $1,446 3.93 162 Sweden 15.18 $31,722 $108,385 $1,645 5.19 54 Waterford 11.51 $31,156 $82,119 $945 3.03 308 Source: 2001 Property Tax Burden Indicators for Municipalities in Maine, Maine Municipal Association **Not Reported

Educational Tax Burden

The Maine Municipal Association has also compiled comparative educational tax burdens for municipalities based on the 1999 full value tax rate. In the Educational Tax Burden column in Table 5, the numbers represent statewide rankings where 1 is the highest tax burden, and 487 is the lowest. As shown in Table 5, the educational tax paid on the median value home in Bridgton ($964) is lower than in all comparison communities except Waterford ($706). However, educational taxes as a percentage of household income (3.45%) is higher than in all comparison communities, and the Town’s educational tax burden rank (73) is higher than that of all comparison communities.

Table 5 Educational Tax Burden 2001 1999 1999 1999 Education Education Education Education Median Median Taxes Paid Tax as % of Tax Burden Mil Rate Household Home on Median Household Rank Income Value Home Income Bridgton 10.0 $27,923 $96,403 $964 3.45% 73 Casco 9.08 $34,930 $113,597 $1,032 2.95% 164 Denmark 9.79 $30,743 $102,032 $999 3.25 97 Harrison Not available Not available Not available Not available Not available Not available Naples 9.69 $37,174 $121,242 $1,175 3.16% 115 Raymond 9.72 $52,179 $150,622 $1,465 2.81% 190 Sebago 9.60 $36,780 $112,318 $1,079 2.93 168 Sweden 9.28 $31,722 $108,385 $1,006 3.17 111 Waterford 8.60 $31,156 $82,119 $706 3.27 286 Source: 2001 Educational Tax Burden, Maine Municipal Association

Town Revenues and Expenditures

Table 6 contains a summary of general fund municipal revenues for some of the years during the period FY 1995 through FY 2001, while Table 7 contains a summary of municipal expenditures for the same years. (See the Appendix for a complete chart of all years in this time period.) The information contained in these tables is taken from the Town’s annual audits, In FY 2002, the Town’s revenues amounted to $8.8 million, or about 27% more than in FY 1995. Overall, revenues have kept pace with expenditures, primarily because of increases in local tax revenues, although intergovernmental revenues have increased 73% during this period, growing from $422,187 million in FY 1995 to $732,387 million in FY 2002. In FY 1995, property tax revenues provided about 90% of the Town’s revenues. The comparable figure for FY 2002 is 88%.

1995 1997 1999 2000 2002 2003 Increase 1995-02 Revenues

Taxes 6,288,077 6,556,155 6,603,580 6,584,229 7,695,772 22% Licenses and Permits 42,090 51,602 59,125 57,059 77,429 84% Intergovernmental Rev. 422,187 496,264 745,454 1,136,774 732,383 73% Charges for Services 105,304 94,983 157,304 169,805 181,084 72% Investment Income 12,197 24,160 61,359 92,765 38,447 22% Other Revenue 54,990 18,385 24,299 84,530 44,860 -18%

New funds - Security Gains -

Total Revenue 6,924,845 7,241,549 7,651,121 8,125,162 8,769,975 27%

Expenditure highlights during the period FY 1995 through FY 2002, as shown in Table 7 on the next page:

 Expenditures for general government grew by 16%.

 Education is by far the largest expenditure category, accounting for 52% of all expenditures in both FY 1995 and FY 2002.

 Expenditure categories with the largest growth rates were planning, assessing and code enforcement (98%), solid waste (88%), recreation and parks (87%), employee benefits (71%), and human services/agency requests (94%).

 Expenditure categories with the smallest growth include public works (2%), cemeteries (3%), Long-term debt service (2%), and street lights (0%).

 Declines in expenditures occurred in insurance (-24%), municipal complex (-5%), libraries (-16%) and general assistance (-12%).

1995 1997 1999 2000 2002 2003 Increase 1995-02 Expenditures General government 207,992 202,914 210,644 213,054 241,573 16% Planning, assessing, enforcement 55,904 81,399 103,408 104,654 110,511 98% Police department 281,072 330,408 348,472 373,857 361,774 29% Public safety dispatch 112,894 128,009 141,897 140,176 143,882 27% Fire department 84,453 74,017 67,173 85,228 119,184 41% Ambulance 52,000 52,000 64,000 64,000 65,833 27% Hydrants 95,902 105,490 109,989 109,989 141,155 47% Street lights 29,077 31,796 30,366 28,649 29,196 - Insurance 126,041 80,600 73,316 66,533 96,375 -24% Public works 584,460 655,979 664,055 592,717 597,850 2% Vehicle maintenance 128,892 134,533 146,384 148,677 154,523 20% Solid waste 266,904 393,914 455,584 466,537 502,883 88% Municipal complex 76,291 76,486 72,607 79,536 72,462 -5% Cemeteries 20,846 17,484 24,091 19,683 21,379 3% Recreation and parks 113,276 150,045 148,577 164,475 211,875 87% Libraries 86,500 41,500 52,500 54,000 72,400 -16% Employee benefits 252,010 279,264 289,466 332,364 430,091 71% Human services/agency requests 33,121 33,821 37,508 51,624 64,140 94% General assistance 16,204 19,562 15,077 14,042 14,319 -12% Long term debt service 179,453 173,771 173,018 189,010 183,203 2% Education 3,477,016 3,470,195 3,544,832 3,668,359 4,648,241 34% County tax 247,072 295,390 275,663 250,390 282,081 14% HVAC litigation 45,618 Fire equipment reserve 51,106 Computer system 45,706 Dam restorations 11,831 216,986 Fire truck 58,315

Army Reserve/Community Center 34,242 42,762 Bridgton Knitting Mill 100,000 CDBG grant 400,000 Revaluation 108,674 Capital expenditures 278,110 Other 144,849 55,010 74,733 97,116 90,702 Total Expenditures 6,672,229 6,941,124 7,315,917 8,040,330 8,976,504 35%

Long-Term Debt

Table 8 contains a summary of long-term debt. As shown in Table 8, Bridgton’s long-term debt amounted to $584,505.04 on three municipal bond issues as of June 30, 2003. In addition to these three municipal bond issues, as of June 30, 2003, Bridgton’s proportionate share of Cumberland County’s debt is $336,500, and the Town’s share of the debt for SAD #61 is $3,129,904. In addition, the Town of Bridgton has entered into a joint venture with 21 participating communities known as Regional Waste System (RWS). RWS has issued bonds that are secured by the full faith and credit of the participating municipalities. The Town’s proportionate share of this debt is $3,616,583.

By law, Bridgton’s bonded indebtedness cannot exceed 15% of its State valuation. The Maine Bond Bank recommends as a general rule of thumb that total indebtedness should not exceed 5% of State valuation. Using the Bond Bank’s rule of thumb and the 2002 State valuation, Bridgton’s debt limit is $20.2 million. Bridgton’s total debt balance, including the Town’s share of County, SAD #61 and RWS debt ($7.3 million) is about 1.8% of the 2002 State valuation.

Table 8 Bridgton Long-Term Municipal Debt

Bond When Issued Principal Maturity Balance 6/30/03 Salmon Point 2/1989 $650,000 2/2004 $70,375 Municipal Building 5/1990 $495,000 4/2006 $99,660 Municipal Building 5/1990 $600,000 Refinanced 0 Municipal Building 1/1999 $550,000 6/2009 $414,470 Total $584,505 Source: Town Office

Overlapping Debt. The Town’s proportionate share of overlapping debt includes Cumberland County amounting to $336,500 and SAD #61 amounting to $2,793,404 for a total of $3,129,904.

Contingent Obligation. The Town’s proportionate share of solid waste debt includes the following: RWS bonds for $2,655, 472, Landfill closure for $754,349 and Recycling bonds for $206,762. These obligations total $3,616,583.

Capital Investment Planning

As a part of comprehensive planning for capital improvements (that is, expenditures which are not recurring on a year-in, year-out basis and which include major replacements and initial purchase), the Town has chosen a pay-as-you-go plan. The plan is funded not by borrowing, but by the Town’s Undesignated Fund balance. The major consumers of these capital improvement funds have been the

Fire, Police, and Public Works Departments.

10. REGIONAL COORDINATION

The Town of Bridgton has worked closely with other towns in the region in the preparation of this Comprehensive Plan. In addition, Bridgton continues to be linked in a number of ways to other nearby communities. The following is a summary of Bridgton’s regional coordination/cooperation efforts. This Plan envisions that these efforts will continue and that they will benefit all participating communities.

Regional Comprehensive Planning Committee. Representatives of the Comprehensive Plan Update Committee met on several occasions with representatives from up to 10 other communities that were at various stages of preparing their comprehensive plans. These representatives shared their thoughts and ideas, but also agreed that a series of regional, topical workshops would be very beneficial since they could draw resource people who might not otherwise be able to meet individually with each committee.

Regional Workshops. Members of the Committee attended several regional workshops, including one on transportation that was held in Naples on January 15, 2003, and one on land use that was held in Naples on May 6, 2003.

Lake Region Development Council. Bridgton works with four other communities (Raymond, Casco, Naples and Windham) to support the efforts of the Lake Region Development Council, an organization formed for the purpose of supporting and improving the economy of the Lake Region.

Lakes Environmental Association. The Lakes Environmental Association is a regional conservation organization dedicated to protecting the natural resources of the region. LEA works closely with citizens, landowners, municipalities and school districts to educate and involve the public and municipal officials in this effort. LEA has been a statewide leader in preventing the introduction of invasive aquatic plants. The Association has a regional lakes center on Main Street in Bridgton that houses a branch of the Bridgton Public Library dedicated to natural resources. LEA tests 37 lakes in the region and conducts Courtesy Boat Inspections in partnership with municipalities and volunteers.

Lake Region Healthy Communities Coalition:

The LRHCC, part of a nationwide coalition movement, provides a process of communication to facilitate more effective collaboration between its current seven town participants (Bridgton, Harrison, Denmark, Naples, Casco, Sweden, Sebago). The Coalition's vision includes the creation and cultivation of physical, environmental, cultural and economic health conditions to empower all citizens to reach their full potential. The Coalition's mission is to cultivate a collaborative environment among local groups and citizens that will enhance health and quality of life in our communities.

Loon Echo Land Trust. The Loon Echo Land Trust is a regional land trust with extensive holdings in Bridgton and neighboring towns. Loon Echo has recently worked to establish the Bald Pate Mountain Preserve and the Holt Pond Preserve and is working to establish a large preserve on Pleasant Mountain.

Route 302 and You Committee. The Route 302 and You Committee was formed in 2001 by the Lake Region Development Council. The Committee is an advocacy group that is committed to improving traffic conditions along the Route 302 corridor. The Committee is comprised of representatives from Bridgton, Casco, Frye Island, Gray, Harrison, Naples, Raymond and Windham.

Fire Protection. The Bridgton Fire Department works with other communities to provide a comprehensive program of mutual aid.

Solid Waste. The Town of Bridgton is a member of Regional Waste Systems (RWS) in Portland and works with other members of RWS on management issues related to RWS.

Education. Bridgton belongs to School Administrative District #61, which also includes the towns of Casco, Naples and Sebago. The Stevens Brook Elementary School appears adequate to meet the needs of the Town for the foreseeable future.

Comprehensive Plan Policies. There are a number of Comprehensive Plan policies and strategies that support continued regional coordination. These include the following:

Housing

6E. Housing Partners. Identify and study potential grant sources (local, state, federal) interested in participating in local housing initiatives.

Public Facilities and Services

1B. Solid waste - regional cooperation. Pursue cooperative efforts with other municipalities aimed at reducing solid waste disposal costs.

6A. Municipal services - regional coordination. Continue current efforts to work with other municipalities on ways to reduce the costs of providing municipal services.

9A. Water policy. Continue cooperative efforts with the Bridgton and Harrison Water Districts, to protect existing drinking water supplies and plan for future water demands.

Municipal Finances

1C. Regional cooperation. Explore opportunities with nearby communities for reducing costs by sharing the purchase and use of heavy equipment.

Economy

3A Business attraction. Continue to work with the Lake Region Development Council to attract new businesses to Bridgton.

3C. Job skills. Work with the Lake Region Development Council and the Maine Department of Labor to provide more focus on the development of job skills throughout the region.

3D. Industrial park. Work with the Lake Region Development Council to evaluate the feasibility of establishing an industrial park and make recommendations the Town accordingly. Support the newly-established Pine Tree zone.

Natural Resources

1A. Water quality monitoring. Continue to work with the Lakes Environmental Association and/or other organizations to ensure water quality monitoring of all Bridgton surface water bodies. Continue efforts to prevent the spread of Invasive Aquatic Plants

6A. Watersheds - regional cooperation. Work with neighboring towns to develop approaches to regional watershed and aquifer recharge area management.

9E. Wildlife – regional cooperation. Cooperate with neighboring towns to protect high value habitat and large contiguous land areas across town boundaries.

Transportation

1C. Route 302. Work with the Maine Department of Transportation, the Regional Transportation Advisory Committee and neighboring communities on long-term solutions to the region’s traffic problems, including Route 302. Conduct a study to determine the appropriateness of a Route 302 bypass.

1F. Traffic – interlocal cooperation. Work with other Lake Region communities on creative solutions, such as alternative transportation, to impact traffic on the major road systems in Bridgton and the region.

4B. Transit. Encourage additional public transit opportunities within the Lake Region and to and from regional employment and service centers. Encourage cooperation with neighboring communities.

11. SUMMARY OF FINDINGS

There are many challenges facing the Town of Bridgton, not the least of which is the Town’s continuing high rate of growth.

History and Cultural Resources

There are at least nine historic properties included on the National Register of Historic Places, and another 22 which may be eligible for inclusion on the Register. There are five areas with the potential for historic district designation, seven historic graveyards, numerous open lands with historic significance, one prehistoric archaeological site and one historic archaeological site.

The People of Bridgton

Between 1990 and 2000, the Town’s population grew from 4,307 to 4,883, an increase of 576 people or 13%. Since 1960, when Bridgton had 2,707 year-round residents, the population has grown by 80%.

The Town is projected to grow from 4,883 people in 2000 to 5,604 people in 2015, an increase of 721 people or 15%. Approximately 61% of the growth is expected to occur in combined “45-64” and “65+” age categories.

Housing

In the 1980’s Bridgton awarded 522 permits for new residential single-family dwellings. In the 1990’s Bridgton awarded 305 permits for new residential single-family dwellings. From 1997 through 2002 Bridgton awarded 330 permits for new construction – both single-family and commercial. Roughly 105 permits were issued for lakefront construction. There were 59 permits for new commercial construction and 271 for residential construction. Of these residential permits, 105 were for lakefront homes, and 166 were for non-lakefront homes. A casual analysis reveals that about 15 of the 330 new construction sites during the last five years were in designated growth areas (about 4.5% of all permits) and there was an even smaller percentage of total residential permits. Based on current data from the Maine State Housing Authority, the median home cost of $129,900 is affordable for the median income household.

The Economy

Based on a recent economy study of the Town of Bridgton, there are five areas of potential growth and development. These include: expanding arts/culture/crafts activities, expanding tourism, expanding the Town’s health care role, fostering high tech spin-offs, and promoting appropriate housing.

Natural Resources

There are three major sand and gravel aquifers in Bridgton. The Bear River Aquifer serves as a public water supply for the Harrison Water District that currently serves about 240 customers in Harrison Village and North Bridgton. The Willet Brook Aquifer is the source of water for the Bridgton Water District that currently serves nearly 2,000 customers.

Bridgton has about 526,889 linear feet, or about 100 miles, of streams and rivers. About 277,960 linear feet, or about 53 miles, are protected by the Town’s Shoreland Zoning Ordinance.

Bridgton has 11 lakes and ponds within its borders. Nine of these water bodies drain to Sebago Lake. Bridgton’s Shoreland Zoning Ordinance extends 500 feet inland from the normal high water mark of its lakes and ponds. Four of the Town’s lakes are near the fragile equilibrium point where detrimental algal blooms might occur. These include Adams Pond, Beaver Pond, Highland Lake and Long Lake. Bridgton has been a leader in the effort to prevent the spread of invasive aquatic plants by establishing boat washing facilities, billboards and a courtesy inspection program in conjunction with the Lakes Environmental Association.

There are at least 36 wetlands in Bridgton covering over 2,100 acres. Bridgton currently has 2 parcels of 500 acres or more (totaling 1,113 acres), 8 parcels between 250 and 499 acres (totaling 2,420 acres) and 44 parcels between 100 and 249 acres (totaling 6,025 acres).

Transportation

Bridgton is served by one major arterial, Route 302, which runs 16.86 miles from the Bridgton/Naples town line to the Bridgton/Fryeburg town line. The Town also has 19.34 miles of state numbered roads that are classified as minor collectors (Routes 107, 117, 37 and 93).

Public Facilities and Services

The Town of Bridgton is served by a volunteer fire department that operates from four fire stations in Bridgton. The Bridgton Fire Department, along with the Police Department and Ambulance Service, began a 24-hour dispatching service in 1986. The Bridgton Water District provides water to the Bridgton Village, while the Harrison Water District serves part of North Bridgton. Bridgton Village is served by two cluster subsurface sewage disposal systems. The Public Works Department takes care of 89 miles of summer roadway and 120 miles of roadway in the winter. The Department operates a transfer station and recycling center south of the Village. Bridgton has a full-time recreation program and a wide range of recreational facilities to serve the community. Bridgton Hospital is the sole provider of health care in the Lake Region of Maine.

Municipal Finances

Bridgton’s full value per capita valuation ($71,411) is one of the lowest in the Lake Region, but it is higher than that of Cumberland County ($65,009) and the State of Maine ($56,711). Based on a recent study prepared by the Maine Municipal Association, the tax burden in Bridgton is much higher than in nearby communities.

12. GOALS, POLICIES, STRATEGIES

I. HISTORICAL AND CULTURAL RESOURCES

Goal: Promote the preservation and public awareness of the Town’s historical sites and buildings.

Policy 1. Historic and Archaeological Resources.

Strengthen protection of our known historic and archaeological resources.

Strategies:

A. Protect known sites, historical buildings and sensitive archaeological areas.

Responsibility/Date - Bridgton Historical Society (BHS), Town of Bridgton (TOB), Planning Board, Code Enforcement Officer (CEO)

B. Create overlay districts corresponding to identified historical or archaeological and potential archaeological sites and resources, and require review by a Maine Historic Preservation Commission approved archaeologist for development in the overlay districts.

Responsibility/Date - Bridgton Historical Society (BHS), Town of Bridgton (TOB), Planning Board, Code Enforcement Officer (CEO)

C. Adopt language to protect historical and archaeological resources and preserve the character of our traditional village areas and other early settlement locations. The following language has been proposed by the MHPC to attain these goals: “If any portion of a site has been identified as containing historic or archaeological resources, the development shall include appropriate measures for protecting these resources, including but not limited to, modification of the proposed design of the site, timing of construction, limiting extent of excavation”.

Responsibility/Date - Bridgton Historical Society (BHS), Town of Bridgton (TOB), Planning Board, Code Enforcement Officer (CEO)

D. Promote links between economic development and historic preservation throughout Bridgton

Responsibility/Date - Bridgton Historical Society (BHS), Town of Bridgton (TOB), Economic Development Committee.

Policy 2. Other important Historic Resources.

Identify other important historic resources in Bridgton.

Strategies:

A. Seek volunteers to identify additional historic resources including all cemeteries.

Responsibility/Date – BHS

B. Secure funding for conducting a survey and creating an inventory of resources in consultation with the MHPC.

Responsibility/Date – BHS

C. Encourage owners of significant resources to protect them by inclusion on the National Register.

Responsibility/Date – BHS

Policy 3. Historic Knowledge.

Preserve and disseminate the historic knowledge of Bridgton.

Strategies:

A. Education and encourage town and citizen contribution to the Maine Memory Network sponsored by the Maine Historical Society.

Responsibility/Date – BHS

B. Encourage membership in Bridgton’s Historical Society.

Responsibility/Date – BHS

C. Record the historical information of knowledgeable Bridgton residents.

Responsibility/Date – BHS

D. Review and update the written history of Bridgton as necessary.

Responsibility/Date – BHS

E. Create maps, brochures and other means to educate residents and visitors about Bridgton’s historic roots and assets. (Distribute this information as widely as possible throughout Southern Maine).

Responsibility/Date – BHS

II. THE PEOPLE OF BRIDGTON – See inventory and background in plan.

III. HOUSING

Goal

1. Maintain and improve the quality of existing housing.

2. Encourage and promote affordable, decent housing opportunities for all citizens of Bridgton; seek to achieve a level of at least 56% of new residential development that meets the definition of affordable housing. 3. Promote both smart growth and economic development by building affordable housing downtown. 4. Implement the housing provisions of Bridgton’s Strategic Economic Development Plan which recommends seeking out public and private opportunities for new village housing.

Policy 1. Housing Opportunities.

Provide safe, sanitary and affordable housing for current Bridgton residents, including low and moderate income and elderly and handicapped residents of the community.

Strategies:

A. Support services. Continue to support services such as Meals for Me, health care, emergency services, and personal care services that allow people to remain in their own homes for as long as possible.

Responsibility/Date –Town/Ongoing

B. Subsidized housing. Encourage the continuation of subsidized housing, as well as additional subsidized housing units for traditional, year round residents, as needed, in the growth areas of the community.

Responsibility/Date –Town/Ongoing

C. Cluster Development. Amend the Subdivision Ordinance to allow and encourage cluster (open space) development.

Responsibility/Date –Planning Board/Town/2005

D. Co-housing. Allow co-housing (clustered units with shared land and common buildings).

Responsibility/Date – Planning Board/Town/2005

E. Land density trade-off. Amend the Subdivision Ordinance to allow greater densities in the village in exchange for funds to allow the Land Trust to purchase open space land elsewhere in the community.

Responsibility/Date – Planning Board/Town/2005

Policy 2. Substandard housing.

Promote the upgrading or replacement of substandard housing.

Strategies:

A. Housing rehabilitation program. Apply for Community Development Block Grant funds to establish a housing rehabilitation program for low to moderate income people.

Responsibility/Date – CEO/2005

B. Property Maintenance Code. Study the advisability of adopting the Property Maintenance Code that sets standards (maintenance requirements, space requirements to determine occupancy, plumbing and heating, minimum light and ventilation criteria) for existing workplaces, hotels, and residential occupancies.

Responsibility/Date – CEO/2005

Policy 3. Existing housing.

Promote the maintenance and upgrading of existing housing.

Strategies:

A. Occupancy permit. Continue to require inspection and issuance of an occupancy permit for new construction and conversions.

Responsibility/Date – Planning Board/Town/2005

B. Fees. Continue to utilize a fee system for recapturing costs of administering occupancy permits.

Responsibility/Date – Town/Ongoing

C. Village Character. Include criteria in the Site Plan Review Ordinance to preserve the character of Bridgton village and North Bridgton village and preserve the architectural value of historic structures.

Responsibility/Date –Planning Board/Town/2005

D. Demolition. Include provisions in the Site Plan Review Ordinance for the review of demolitions.

Responsibility/Date – Planning Board/Town/2005

E. IRC, NFPA Codes. Continue to administer and enforce the IRC (International Residential Code) that the Town adopted in 2002, and the NFPA (National Fire Protection Associations’) Code which was adopted by the State Fire Marshal’s Office.

Responsibility/Date – CEO/Ongoing

F. Study the advisability of adopting the International Property Maintenance Code as described in 2B above.

Responsibility/Date – CEO/2005

Policy 4. Manufactured housing and mobile home parks.

Regulate the location and quality of manufactured housing and mobile home parks.

Strategies:

A. Location of single mobile/modular homes. Continue to allow single mobile homes/manufactured housing in any area of town not designated as Resource Protection, subject to the performance of standards of the District.

Responsibility/Date – Town/Ongoing

B. Safety standards – individual units. Prohibit manufactured homes made prior to June 15, 1976, from being brought into the community unless applicants can demonstrate that these units meet minimum health and safety standards set forth in Rule 02-385 of the Maine Department of Professional and Financial Regulation.

Responsibility/Date – Planning Board/Town/2004

C. Development standards – individual units. Require that all manufactured housing units outside of mobile home parks be at least 14 feet in width and exterior siding that is residential in appearance.

Responsibility/Date – Planning Board/Town/2004

D. Mobile home park ordinance. Adopt a mobile home park ordinance by using as a guide standards for mobile home park development recommended in the latest version of the handbook entitled “Maine’s New Mobile Home Park Law”.

Responsibility/Date – Planning Board/Town/2004

E. Location of mobile home parks. Limit mobile home parks to the area adjacent to the village within one-half of the MDOT Urban Compact boundary.

Responsibility/Date – Planning Board/Town/2005

Policy 5. Affordable housing/accessory apartments.

Ensure that affordable housing opportunities are included in new developments. Remove all local barriers to converting unused/underused housing space for small (750-1,000 square foot apartments.

Strategies:

A. 10% requirements. Require that any proposed residential subdivision provide at least one affordable housing unit or lot for every 10 unites or lots proposed. These affordable units or lots may be located off-site. 78

Responsibility/Date – Planning Board/Town/2004

B. Duplexes. Amend Town ordinances to clarify the fact that conversion of existing single-family dwellings on central water and sewer to duplexes and multi-family dwellings is permitted, and increase allowable densities for such conversions and for the construction of new duplexes and multi-family units.

Responsibility/Date – Planning Board/Town Meeting/2004

Policy 6. Long range housing efforts.

Establish a mechanism for addressing affordable housing needs on a long term basis.

Strategies:

A. Volunteer housing task force. Develop a local volunteer housing task force to become knowledgeable about local housing issues and opportunities. Charge it with the following responsibilities: joining organizations, attend workshops, get training, develop contact lists, network within the community, become advocates, problem solvers, conduits of cooperation, and work with regional economic development and housing agencies.

Responsibility/Date – Selectmen/2005

B. Survey – vacant land. Undertake a survey to determine the location of vacant downtown parcels that could be used for housing. Discuss with landowners their willingness to make their property available for housing.

Responsibility/Date – Housing Task Force/2006

C. Survey – homeowners. Survey downtown homeowners to determine whether or not they would be willing/able to add an apartment to their home.

Responsibility/Date – Housing Task Force/2006

D. Housing inventory. Compile an inventory of current housing, identify historic trends, and compile future projections around local job growth.

Responsibility/Date – Housing Task Force/2006

E. Housing partners. Identify all willing partners in on-going efforts to rehabilitate and build local housing such as lenders and providers of technical expertise such as the Genesis Community Loan Fund and PROP.

Responsibility/Date – Housing Task Force/2006

F. Grant sources. Identify and study potential grant sources (local, state, federal) interested in participating in local housing initiatives.

Responsibility/Date – Housing Task Force/2006 79

Policy 7. New Main Street Housing.

Encourage new housing within walking distance of Main Street (Economic development plan).

Strategies:

The Town needs to identify specific needs and sites and approach experienced housing developers. Community Development and Maine State Housing funding sources should be tapped.

Policy 8. Housing mix.

Provide for a mix of housing types and incomes; focus on retirement housing (Economic development plan).

See housing strategies 1A through 1E, 2A, 5B and 6A through 6F.

Policy 9. Town owned land.

Capitalize on the existence of Town-owned land for new housing (Economic development plan).

(See economy strategy 2C)

Policy 10. Sewer capacity.

(Ensure there is sewer capacity to accommodate new housing (Economic development plan).

(See public facilities strategies 8A, 8B and 8C)

IV. ECONOMY

Goal

1. Encourage a diverse and stable economic base that will develop the economic potential of the Town and maintain a quality living environment in Bridgton.

2. Implement the provisions of Bridgton’s Strategic Economic Development Plan which recommends a number of broad themes for improving the economy of the village center.

∙ Create a diverse, interesting, attractive, central destination for residents and tourists; ∙ Expand community recreation, arts, health, and cultural opportunity in the center of town ∙ Showcase the natural features (i.e. streams, woods, open space) and streamside trails ∙ Identify new business opportunities and form public/private partnerships

Policy 1. Village center.

Continue to improve the commercial activity in the Village Center while preserving small town New England character.

Strategies:

A. Downtown master plan implementation. Implement the downtown master plan, focusing on three broad areas of opportunity:

∙ Expanding arts/culture/crafts activities; ∙ Expanding the Town’s health care role; and ∙ Promoting appropriate housing

Responsibility/Date – Economic Development Committee/Town/public/private partnerships/Ongoing

B. Downtown housing. Support residential development on two large, undeveloped, town owned properties.

Responsibility/Date – Selectmen/2005

C. Parking. Expand municipal parking in the Village area.

Responsibility/Date – Town/Ongoing

D. Blight. Address blighting conditions by designating blighted areas and applying for community development funds to address the blight. (Economic Development Plan)

Responsibility/Date – Town/2005

E. Floodplains. Address flooding issues related to redevelopment by carefully administering and enforcing the provisions of the Town’s flood hazard ordinance. (Economic Development Plan).

Responsibility/Date – Code Enforcement Officer/Planning Board/Ongoing

F. Building facades. Assist existing businesses in their efforts to expand, fix up their premises and improve their facades by applying for community development funds to implement a façade grant program. (Economic Development Plan)

Responsibility/Date – Town/2005

G. Streetscape. Upgrade the downtown streetscape by applying for community development funds to implement streetscape improvements. (Economic Development Plan)

Responsibility/Date – Town/2005

NOTE: The consultant for the economic development plan recommends that economic development in the downtown should focus on Main Street and Depot Street. Keys to making the revitalization of this area a success are:

∙ The establishment of a Development Corporation, supported by current owners, the Town, and private investors; ∙ Designation of a downtown TIF (tax increment financing) District; ∙ Designation of a “blighted” area (to qualify for Community Development Block Grant funds); and ∙ Implementation of commercial development projects on both sides of Maine Street (with highest priority given to the north side, in and around the Foster parcels).

H. Historic Standards. Investigate historic standards for application to the downtown district and North Bridgton Village.

Responsibility/Date – Planning Board/2006

Policy 2. Market research.

Identify economic development projects that have good potential, based on market research (Economic development plan).

Strategies:

A. Health and tourism. Focus attention on opportunities to expand health and tourism services (Economic Development Plan).

Responsibility/Date – Economic Development Committee/Town/2006

B. Manufacturing. Investigate possible niche manufacturing opportunities (Economic Development Plan).

Responsibility/Date – Economic Development Committee/Town/2006

C. Retiree housing. Research the market for retiree housing, particularly within the village. (Economic Development Plan).

Responsibility/Date – Economic Development Committee/Town/2006

D. Retail. Investigate the need and market for new retail services (Economic Development Plan).

Responsibility/Date – Economic Development Committee/Town/2006

Policy 3. Business attraction.

Attract higher income generating industrial and commercial development.

Strategies:

A. Business attraction. Continue to work with the Lake Region Development Council to attract new businesses to Bridgton. 82

Responsibility/Date – Economic Development Committee/Ongoing

B. Three-phase power. Work to expand three-phase power to areas proposed for future manufacturing or office expansion.

Responsibility/Date – Economic Development Committee/Ongoing

C. Job skills. Work with the Lake Region Development Council and the Maine Department of Labor to provide more focus on the development of job skill throughout the region. These skills should be consistent with the direction of business expansion and be geared towards providing incentives for graduating high school seniors to stay in the Bridgton area.

Responsibility/Date – Committee/Ongoing

D. Industrial park. Work with the Lake Region Development Council to evaluate the feasibility of establishing an industrial park and make recommendations the Town accordingly. 5,604. Work to achieve the full potential of the Town’s Pine Tree Zone.

Responsibility/Date – Economic Development Committee/2006

Policy 4. Local business promotion.

Promote a locally-based manufacturing and commercial sector.

Strategies:

A. Economic plan implementation. Continue work on implementing the Economic Development Plan.

Responsibility/Date – Economic Development Committee/Ongoing

B. Chamber of Commerce. Encourage the Chamber of Commerce to build on recent improvements to improve business communications, and ensure that the needs of existing businesses are met.

Responsibility/Date – Selectmen/Economic Development Committee/Ongoing

Policy 5. Strip development.

Prohibit large-scale strip commercial development.

Strategies:

A. Standards for locating commercial growth. Develop land use regulations that direct commercial establishments to appropriate locations.

Responsibility/Date – Planning Board/2005

B. Big box limits. Develop standards, such as maximum building footprints, to limit inappropriate big box commercial development.

Responsibility/Date – Planning Board/2005

C. Common access. Require common access points to commercial properties on major highways.

Responsibility/Date – Planning Board/2005

Policy 6. Community investment.

Direct community investment in ways that expand the diverse natures of the Bridgton economy.

Strategies:

A. CIP/downtown investments. Include downtown improvements recommended in the downtown master plan in the Capital Improvements Plan.

Responsibility/Date – Selectmen/Ongoing

B. Sewer expansion (see strategy B.8)

V. LAND USE

Goal

1. Encourage a pattern of community growth and development that complements existing land uses, guides growth away from areas unsuitable for development, and promotes a high quality rural living environment. 2. Develop a coordinated approach to land use development that incorporates a comprehensive review of the cumulative impacts of growth and development. 3. Encourage a pattern of community growth and development that complements existing land uses, guides growth away from areas unsuitable for development, and promotes a high quality rural living environment. 4. Develop a coordinated approach to land use development that incorporates a comprehensive review of the cumulative impacts of growth.

Policy 1. Land Use Ordinance.

Develop a land use ordinance that would implement the desires of the community to: ∙ Protect the rural natural and other important characteristics of the town’s neighborhoods. ∙ Protect the downtown’s small New England village character. ∙ Expand and nurture the town’s economy. ∙ Protect the town’s working forests and agricultural industries. ∙ Protect the town’s natural resources.

NOTE: This policy is to develop an ordinance. The ordinance would have to be reviewed at public hearings and would require town meeting approval. 84

Strategies:

Growth Districts:

A. Downtown village District. Establish a downtown village district that reflects the recommendations of Bridgton’s Economic Development Plan. This district would contain a mix of commercial and residential uses as well as public and private facilities. Historic and/or architectural standards should be employed to help retain the New England village character of this section of town. Require 5,000 square feet and no frontage with public water and sewer, 10,000 square feet and 50 feet of frontage with public sewer only.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

B. Entryway commercial/industrial District. Establish an “entryway” commercial and industrial district that reflects the recommendations of Bridgton’s Economic Development Plan. The entryways would include Route 302 and Route 117. Areas that are predominantly residential would be included in the appropriate neighborhood district. Allow single family dwellings, commercial and industrial structures. Require lot size of 1 acre with no public water and sewer, 20,000 square feet if at least one service is available.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

C. Growth District. Establish a “growth” district for portions of the community that have undergone significant subdivision development. Allow single family dwellings and duplexes. Require lot size of 3 acres on Highland Point and 2 acres in other areas with provision for 60,000 square feet for open space subdivisions.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

D. North Bridgton Historical District. Establish a “North Bridgton Historical” district for that portion of North Bridgton that is served by the public water system. Allow single family dwellings and duplexes. Require lot size of 20,000 square feet if public water is available, 1 acre if it is not.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005 E. Denmark Road. Establish a “Denmark Road’ district as shown on the future land use map. Allow single family dwellings, mobile home parks and grocery stores. Require lot size of 1 acre.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

Rural Districts (Neighborhood Districts)

Establish neighborhood zones that reflect the values expressed by each individual neighborhood through meetings and surveys.

F. North Bridgton. Establish a “North Bridgton” district for the rural areas surrounding the North Bridgton Historical District. Allow single family dwellings. Require lot size of 1 acre.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

G. Pond Road. Establish a “Pond Road” district for the highly developed Pond Road area west of Sebago Lake. Allow single family dwellings. Require lot size of 1 acre.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

H. West Bridgton. Establish a “West Bridgton” District as shown on the future land use map. Allow single family dwellings and low density commercial uses that are compatible with the rural area. Require lot size of 1 acre.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

I. Other neighborhood districts. Establish other neighborhood districts as shown on the future land use map including districts for Kansas Road, Portland Road, Ridges and South Bridgton. Allow single family dwellings. Require lot sizes of 2 to 3 acres, with provisions for 1 acre lots in open space subdivisions.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

Other Rural Districts

J. Working resource District. Establish a “working resource” district. This district would include parcels in tree growth designation as well as prime agricultural soils and area that are being actively farmed. The purpose of this zone would be to reduce or eliminate property taxes for landowners engaged in forestry or agriculture. Allow rural uses and single family dwellings. Require lot sizes of 5 to 10 acres.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

Investigate methods of maintaining large block property parcels and low density development in this zone. Some options include:

∙ Increase lot sizes in relation to the original parcel size. ∙ Increase lot size requirements with increasing distance from an existing public road. ∙ Provide density incentives for cluster housing and contiguous clusters. ∙ Limit subdivision road length and increase road frontage requirements ∙ Initiate a farm field preservation plan to buy development rights and adopt subdivision standards that minimize development in existing working fields. ∙ Establish yearly building caps. ∙ Unless the Town acts to curb fragmentation of its working resource lands, it is likely in the next twenty years, we will lose much of the open space citizens rely on for hunting, snowmobiling and other forms of recreation. Fragmentation is a significant threat to the wood products industry.

Policy 2. Integrated Municipal Land Use Standards.

Ensure that any new ordinances are compatible with or integrated into existing ordinance.

Strategies:

A. Shoreland Zoning. Assure that any new land use ordinance is compatible with the town’s Shoreland Zoning Ordinance or is integrated with it, sharing common administration.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

B. Site Plan Review Ordinance. Assure that any new land use ordinance is compatible with the town’s Site Plan Review Ordinance. It may be appropriate to reference this existing ordinance as part of the standard requirements for a new land use ordinance to simplify the new ordinance.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

Policy 3. Smart growth.

Promote Smart Growth as a means of retaining rural character, reducing municipal infrastructure demands and controlling property taxes.

Strategies:

A. Downtown zone. Promote expanded retain business and new businesses in the downtown village zone.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

B. Infill housing. Promote infill housing in the Downtown Village Zone.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

C. Neighborhood cluster housing. Promote cluster housing and low density housing in the neighborhood districts.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

D. Working resources cluster housing. Promote very low density cluster housing in the Working Resources Zone.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004-2005

Policy 4. Open Space.

Develop a municipal strategy to conserve open space.

Strategies:

A. Coordination. Coordinate land trust priorities for land protection with Town priorities.

Responsibility/Date – Comprehensive Planning Committee and Loon Echo Land Trust with guidance from the Board of Selectmen/Ongoing

B. Open space funding. Investigate use of the Moose Pond Land fund for funding open space protection.

Responsibility/Date – Comprehensive Planning Committee and Loon Echo Land Trust with guidance from the Board of Selectmen/Ongoing

C. Wildlife habitat purchase. If a property with high value habitat is on the market, work together to consider potential purchase.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

D. Tree growth protection. Encourage landowners with high value habitat on their property to enroll in either the Farmland or Tree Growth Tax programs.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

E. Purchase of development rights. Purchase development rights on large undeveloped blocks to manage the land as fish, plant and wildflife habitat.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

F. Conservation easements. Purchase conservation easements that stipulate no development and allow public access for recreation, if compatible with the land.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

G. Timber industry partnership. Investigate a partnership with the timber industry to promote open space protection.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

H. Neighboring town cooperation. Cooperate with neighboring towns to protect large contiguous land areas.

Responsibility/Date – Board of Selectmen/Planning Board/Conservation Groups/Ongoing

Policy 5. Growth Rate.

Slow Bridgton’s rate of growth and ensure that the majority of growth occurs in the growth districts.

Strategies:

A. Rural Area Growth Cap. Implement a growth cape in the Town’s rural areas with the goal of directing 70% of the Town’s future growth to growth districts and 30% to rural districts (no more than 5% to the Working Resource District). Adjust the camp periodically as needed to meet the 70/30 goal.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2005, Ongoing

B. Tax policies. Tax vacant land to the minimal extent allowed by law to preserve open space.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2005, Ongoing

C. Monitor Growth. Monitor growth in growth and rural areas.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2005, Ongoing

Policy 6. Land Use

Ensure sound land use.

Strategies:

A. Open space subdivisions. Encourage open space subdivisions that cluster building and road development and maximize open spaces.

Responsibility/Date – Planning Board/Ongoing

Policy 7. Growth

Permit new retail and service/industrial growth.

Strategies:

A. Retail growth. Concentrate retail development in Downtown Village District.

Responsibility/Date – Planning Board/Ongoing

B. Dense development. Allow denser development in Downtown Village District.

Responsibility/Date – Planning Board/Ongoing

C. Service and industrial development. Concentrate service and industrial development in the Entryway District.

Responsibility/Date – Planning Board/Ongoing

Policy 8. Enforcement

Enforce town ordinances.

Strategies:

A. CEO assistance. Evaluate the need for additional code enforcement assistance.

Responsibility/Date – Planning Board/Ongoing

B. Sufficient enforcement staff. Ensure that Town has sufficient staff to enforce local ordinance.

Responsibility/Date – Planning Board/Ongoing

C. Citizen awareness. Continue to increase citizen awareness of local land use issues.

Responsibility/Date – Planning Board/Ongoing

VI. NATURAL RESOURCES

Goal 1. Protect and manage Bridgton’s natural resources now and during the future years of growth and development. 2. Ensure that the rural environment and aesthetic qualities of the community are considered when planning for future development.

Policy 1. Surface waters.

Maintain and improve the quality of surface waters.

Strategies:

A. Water quality monitoring. Continue to work with the lakes Environmental Association and or other organizations to ensure water quality monitoring of all Bridgton surface water bodies.

Responsibility/Date – Lakes Environmental Association/Town/Ongoing

Monitoring of all Bridgton surface water bodies is being aggressively pursued by a joint partnership between the Lakes Environmental Association (LEA) and the Town under which LEA performs monitoring and the Town pays lab fees.

B. Invasive Aquatic Plants. Continue to develop a local and regional strategy and programs to prevent the introduction of these plants, including education, boat inspections and, if warranted, a local inspection ordinance.

Responsibility/Date – Lakes Environmental Association/Town/Ongoing

C. Phosphorus. Continue to administer phosphorus control standards as part of the subdivision review process.

NOTE: Phosphorus control standards have been developed for each great pond, and are now part of the Planning Board’s subdivision review process.

Responsibility/Date – Planning Board/Ongoing

D. Total Maximum Daily Load (TMDL) assessments have been conducted on Highland and Long by the Maine DEP and the Lakes Environmental Association as required by the USEPA. These reports should be used to conduct focused mitigation projects and guide future land use strategies to help reverse downward trends perceived for these lakes to protect water quality, cold water fisheries, property values and other associated property values.

Responsibility/Date – Lakes Environmental Association/Board of Selectmen/Planning Board/2005

E. Stevens Brook reclassification. Conduct a monitoring program to determine if Stevens Brook could be reclassified to “A”. Take all reasonable steps to pursue a reclassification petition to the Maine Department of Environmental Protection.

NOTE: The reason for the current classification on Steven’s Brook was the existence of more than 100 overboard discharges, but those were remedied by construction of Bridgton’s sewer system.

Policy 2. Aquifers.

Protect significant aquifers areas from inappropriate land uses.

Strategies:

A. Aquifer protection standards. Continue to administer and enforce the aquifer protection standards for the Willett Brook Aquifer and the Bear River Aquifer.

Responsibility/Date – Code Enforcement Officer/Planning Board/Ongoing

Policy 3. Environmentally sensitive areas.

Protect environmentally sensitive areas such as wetlands, islands, steep slopes, shallow marshy coves and shorelands from inappropriate development.

Strategies:

A. Shoreland zoning. Continue to administer and enforce the shoreland zoning and maintain Bridgton’s stricter standards.

Shoreland zoning was expanded in 2001 to regulate another 250 feet, now encompassing a total of 500 feet from great ponds.

Responsibility/Date – Code Enforcement Officer/Planning Board/Ongoing

B. Protection strategies. Establish resource protection zones, performance standards, acquisition of land or easements by the Town to protect significant wetlands, aquifers, steep slopes, critical and scenic areas.

Responsibility/Date – Planning Board/Town/Conservation Commission/Land Trusts/Ongoing

Policy 4. Soils.

Ensure that soils are suitable for proposed land uses.

Strategies:

A. Soil report. Continue to require evidence of soil suitability as part of the permit application or plan approval process.

Responsibility/Date – Code Enforcement Officer/Planning Board/Ongoing

Policy 5. Floodplains.

Reduce the danger of flood damage to structures in floodplain areas.

Strategies:

A. Floodplain maps. Work with the Federal Emergency Management Agency to revise floodplain maps so they reflect actual flood hazard areas.

Responsibility/Date – Planning Board/Selectmen/2006

Policy 6. Watershed cooperation.

Work with towns in the watershed to coordinate water resource protection.

Strategies:

A. Regional cooperation. Work with neighboring towns to develop approaches to regional watershed and aquifer recharge area management.

Responsibility/Date – Conservation Commission/Planning Board/Ongoing

Policy 7. Agriculture and forestry.

Protect agriculture and forest resources by encouraging participation in the Tree Growth and Open Space Tax Programs and by land use techniques such as clustering.

Strategies:

A. Information for landowners. Encourage the preservation of land with prime agricultural soils and forest resources by providing information in the Town Officer 93

regarding the Tree Growth and Open Space Tax programs. Work with various organizations to establish an open space purchasing program, including woodlands and farm fields. Potential sources of funding are the Moose Pond Land Fund, tax revenues, contributions and grants.

Responsibility/Date – Town Office Staff/2004 and Ongoing

B. Cluster development. Encourage the preservation of land with prime agricultural soils and forest resources by permitting and encouraging clustering of residential uses through density bonuses.

Responsibility/Date – Planning Board/Town/2006

Policy 8. Erosion and sedimentation.

Minimize adverse impacts resulting from erosion and sedimentation.

Strategies:

A. Subdivision requirements. Continue to administer and enforce requirement for sediment and erosion control that are currently in the subdivision ordinance.

Responsibility/Date – Planning Board/Ongoing

Policy 9. Wildlife.

Conserve high value wildlife habitat.

Strategies:

A. Wildlife maps. Utilize “Beginning with Habitat” maps and resource agencies to define high-value plant and animal habitat locations.

Responsibility/Date – Comprehensive Planning Committee

B. Protection of habitat. Restrict residential and commercial development in areas defined as high-value habitat and in appropriate buffer areas as defined by the Maine Department of Inland Fisheries and Wildlife. Require a combination of very low densities and cluster development on properties with high value habitat so development can be steered away from those habitats. Develop such standards for zoning, subdivision and/or site plan review ordinances.

Responsibility/Date – Comprehensive Planning Committee under the direction of the Board of Selectmen and with assistance from the Appeals Board, CEO and Planning Board/2004 -05

C. Review assistance. Require a review by the Department of Inland Fisheries and Wildlife where timber harvesting or agricultural activities are to be conducted in areas as

defined as high-value habitat and in appropriate buffer areas. Require that Department recommendations be followed.

Responsibility/Date - Planning Board/Town/2005

D. Conflicts. Include provisions in local ordinances for a botanical review by biologists at the Maine natural Areas Program or IF&W when a proposal potentially conflicts with a mapped resource.

Responsibility/Date - Planning Board/Town/2005

E. Invasive Species. In addition to the emphasis on invasive aquatic plants, the Town should consider developing programs to prevent the introduction and spread of terrestrial invasives, exotic fish species and invasive invertebrates. The introduction of these species poses a significant threat to native species and habitat areas.

Responsibility/Date - Planning Board/Town/2005

F. Fish Passage. Road and ditch construction should be conducted in a manner that does not impeded fish passage. In particular, the Maine Department of Transportation Fish Passage Policy and Design Guide should be followed to assure this is accomplished.

Responsibility/Date - Public Works Department, Ongoing

G. Regional cooperation. Cooperate with neighboring towns to protect high value habitat and large contiguous land areas across town boundaries.

Responsibility/Date - Planning Board/Town/2005

Policy 10. Public Access.

Assure the Town protects and maintains adequate public access to its lakes and ponds.

Strategies:

A. Assess Access Adequacy. Periodically assess the adequacy of public access to lakes and ponds, recommending additional launching sites or public beaches if deemed appropriate.

Responsibility/Date - Recreational Study Committee and Selectmen, ongoing.

B. Consider Surface Use Standards. Consider the introduction of a mooring ordinance and/or a harbormaster ordinance to control surface use problems. Consider co-operation with Harrison and Naples and other neighboring towns.

Responsibility/Date – Recreational Study Committee and Selectmen, ongoing.

Policy 11. Fisheries.

Protect the Town’s fisheries resources.

Strategies:

A. Maintain High Water Quality. Peabody Pond and Moose Pond have significant Salmon and Trout fisheries that rely on high water quality. Trout fisheries in other lakes, like Brown Trout in Highland Lake, are also at risk from degraded water quality. Streamside buffers are crucial for maintaining water temperatures.

Responsibility/Date - Lakes Environmental Association/Selectmen/Town/2005

VII. TRANSPORATION

Goal

1. Provide and encourage a transportation system capable of safe delivery of persons, goods and services; appropriately maintained and improved for current and future land use. 2. Plan and provide for appropriate alternative transportation options. 3. Encourage transportation development consistent with land use management. 4. Improve signage, landscaping and buffers (Economic Development Plan). 5. Provide for bicyclists and pedestrians (Economic Development Plan). 6. Provide for responsible commercial growth that creates jobs and enhances the Town’s tax base, in appropriate locations along Routes 302 and 117 (Economic Development Plan).

Policy 1. Traffic.

Support appropriate measures to alleviate or manage high traffic volume and accident prone areas. Maintain mobility and safety on Routes 302 and 117 and make attractive gateways to the village (Economic Development Plan).

Strategies:

A. Land use districts. Provide for commercial and rural land use districts along Routes 302 and 117 (Economic Development Plan).

Responsibility/Date - Planning Board/Town/2005

B. Access management standards. Upgrade the Town’s access management standards for Routes 302 and 117, to include standards that are at least as strict as and consistent with the State’s access management standards. Adopt standards to require off-arterial access, shared driveways and interconnected service road and/or parking lots when properties along numbered state highways are developed or redeveloped for multiple commercial use.

Responsibility/Date - Planning Board/Town/2005

C. Route 302. Work with the Maine Department of Transportation, the Regional Transportation Advisory Committee and neighboring communities on long term solutions 96

to the region’s traffic problems, including Route 302. Conduct a study to determine the appropriateness of a Route 302 bypass.

Responsibility/Date - Selectmen/Ongoing

D. Accident records. Utilize accident records maintained by the Maine Department of Transportation in evaluating critical locations for road improvements.

Responsibility/Date - Selectmen/Ongoing

E. MDOT Communication. Maintain communications with the Maine Department of Transportation to assure continued maintenance and upgrading of state-classified roads.

Responsibility/Date - Selectmen/Ongoing

F. Interlocal cooperation. Work with other Lake Region communities on creative solutions, such as alternative transportation, to impact traffic on the major road systems in Bridgton and the region.

Responsibility/Date - Selectmen/Ongoing

G. Speed limits. Work with MDOT to address appropriate speed limits (Economic Development Plan).

Responsibility/Date - Selectmen/Ongoing

Policy 2. Identification.

Improve identification of all public and private roads.

Strategies:

A. Road signage. Maintain road signs and fire lane signs for all roads.

Responsibility/Date - Selectmen/Public Works Director/Ongoing

Policy 3. Road standards.

Upgrade the minimum standards for existing and future roads.

Strategies:

A. Revision of road standards. Revise road standards to preserve the rural character of the Town.

Responsibility/Date - Planning Board/Town/2005

B. Design standards. Develop design/streetscape standards for commercial areas (Economic Development Plan). 97

Responsibility/Date - Planning Board/Town/2005

C. Roads and shoulders. For commercial areas, develop consistent standards for road and shoulder cross-section (Economic Development Plan).

Responsibility/Date - Planning Board/Town/2005

Policy 4. Mass transportation.

Promote means of mass transportation.

Strategies: A. Rideshare parking. Work with the Maine Department of Transportation to provide rideshare parking areas.

Responsibility/Date – Board of Selectmen/Public Works Director/Ongoing

B. Transit. Encourage additional public transit opportunities within the Lake Region and to and from regional employment and service centers. Encourage cooperation with neighboring communities.

Responsibility/Date - Board of Selectmen/Ongoing

Policy 5. Parking.

Ensure adequate parking.

Strategies:

A. Downtown parking. Develop additional parking facilities downtown in accordance with the downtown master plan.

Responsibility/Date – Board of Selectmen/Town/2006

Policy 6. Town road maintenance.

Ensure that Town roads are adequately maintained.

Strategies:

A. Road Improvement Plan. Prepare a 10 year road improvement plan, with the GOAL of improving all town roads over a 10 year period and paving all roads according to a schedule that maintains the road surface in good condition.

Responsibility/Date - Board of Selectmen/Public Works Director/2005

B. Acceptance of new roads. Establish a policy of accepting new roads only in the designated growth areas of the community, and only when such roads are built to town 98

standards. Establish a policy of not accepting private roads in designated rural areas of the community.

Responsibility/Date - Town/2005

VIII. PUBLIC FACILITIES AND SERVICES

Goal

1. Provide utilities and services in an efficient and cost effective manner that meets the current and future needs of the community. 2. Increase protection of the health, safety and welfare of the community. 3. Maintain and expand the provision of recreation services to all members of the community. 4. Provide recreational opportunities for Bridgton residents of all age groups and interests. 5. Recognize that recreational priorities may change as the years come and go, but recreational needs are a constant. 6. Help to ensure that Bridgton remains a health, vibrant and sustainable community.

Policy 1. Solid waste.

Provide for the safe, sanitary and cost-effective disposal of solid waste.

Strategies:

A. Resource recovery facility. Continue to pursue policies that encourage resource recovery efforts.

Responsibility/Date - Manager/Departmental Staff/Ongoing

B. Regional Cooperation. Pursue cooperative efforts with other municipalities aimed at reducing solid waste disposal costs.

Responsibility/Date - Board of Selectmen/Town Manager/Department Staff/Ongoing

Policy 2. Schools.

Maintain and enhance the ability of the school system to provide meaningful educational opportunities for children and adults.

Strategies:

A. Future needs. Periodically meet with school officials to review plans for additional growth and development, to consider population data and projections, and to evaluate how projected changes may impact the need for new facilities, and how school facilities can help meet the needs of the community for meeting space, recreational and other facilities.

Responsibility/Date - Board of Selectmen/SAD 61 Board of Directors 99

Policy 3. Governance.

Maintain the Town’s long-range approach to municipal governance and management.

Strategies:

A. Town charter. Develop a town charter that will clearly define the roles of municipal officials and boards.

Responsibility/Date - Board of Selectmen/before 2006

B. Capital improvements plan. Continue capital improvement planning.

Responsibility/Date - Board of Selectmen/Town Staff/Ongoing

C. Future capital needs. Examine the impacts of the pattern of settlements and other land uses on the costs of service delivery and how the rate at which capital upgrades to public facilities is affected.

Responsibility/Date - Board of Selectmen/Ongoing

Policy 4. Public safety.

Provide quality police and fire protection to all areas of the community.

Strategies:

A. Police and fire needs. Annually review current police and fire protection in terms of current population and changing context, and make budget adjustments as necessary.

Responsibility/Date - Board of Selectmen/Ongoing

B. Fire coordination. Continue coordination and cooperation between Bridgton’s four fire substations. Continue to work towards a single coordinated system of fire protection. Encourage continued cooperation with other municipalities.

Responsibility/Date - Board of Selectmen/Ongoing

C. Inaccessible public roads. Develop a plan for upgrading public roads that are hazardous or inaccessible for emergency vehicles, and include funds in a capital improvements plan for such upgrades.

Responsibility/Date - Board of Selectmen/Department Staff/1992/1993

D. Inaccessible private roads. Encourage the owners of private roads that are hazardous or inaccessible for emergency vehicles to upgrade those roads.

Responsibility/Date - Board of Selectmen/Department Staff/Ongoing

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Policy 5. Library.

Cooperate with the library to procure funding for library services.

Strategies:

A. Study committee. Appoint a committee to study the long-range needs of the library and make recommendations for improvements that could include expansion or replacement of the facility.

Responsibility/Date - Board of Selectmen/2005

Policy 6. Coordination.

Coordinate efforts with other communities.

Strategies:

A. Regional coordination. Continue current efforts to work with other municipalities on ways to reduce the costs of providing municipal services.

Responsibility/Date - Board of Selectmen/Ongoing

Policy 7. Municipal oversight of new construction.

Regulate the quality and safety of new construction.

Strategies:

A. Enforcement. Continue to provide adequate financial support for effective enforcement of ordinances and regulations.

Responsibility/Date - Board of Selectmen/Code Enforcement Officer/Ongoing

B. IRC, NFPA Codes. Continue to administer and enforce the IRC (International Residential Code) which the town adopted in 2002, and the NFPA (National Fire Protection Association’s) Code which was adopted by the State Fire Marshall’s Office.

Responsibility/Date - Board of Selectmen/Code Enforcement Officer/Ongoing

C. Public restrooms. Continue to require, through the building permit process, that commercial buildings have public restrooms.

Responsibility/Date - Code Enforcement Officer/Ongoing

Policy 8. Sewage disposal.

Provide for adequate sewage disposal.

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Strategies:

A. Master plan. Prepare a master plan for defined and necessary improvement, reconstruction or expansion of the municipal wastewater disposal system.

Responsibility/Date - Board of Selectmen/Town/2006

B. Sewer System. Upgrade the municipal wastewater disposal system to accommodate commercial growth. Consider funding such improvements through the Capital Improvements Plan.

Responsibility/Date - Board of Selectmen/Sewer Committee/Departmental Staff/before 1995

C. Subsurface sewage disposal. Continue to enforce the provisions of the state plumbing code and shoreland zoning standards relating to subsurface sewage disposal.

Responsibility/Date - Code Enforcement Officer/Ongoing

Policy 9. Water supply.

Continue to provide for the protection of public water supplies.

Strategies:

A. Water Policy. Continue cooperative efforts with the Bridgton and Harrison Water Districts, to protect existing drinking water supplies and plans for future water demands.

Responsibility/Date - Bridgton Water District/Board of Selectmen/Harrison Water District/Ongoing

B. Aquifer protection ordinance. Continue to administer and enforce the Aquifer Protection Ordinances for the Willett Brook Aquifer and the Bear River Aquifer.

Responsibility/Date - Code Enforcement Officer/Planning Board/Ongoing

Policy 10. Public works.

Maintain and improve public works in a cost effective manner.

Strategies:

A. Maintenance plan. Continue to administer the long-range maintenance plan and schedule for maintaining/upgrading of roads, storm drains and sidewalks.

Responsibility/Date - Public Works Director/2006

B. Budget. Continue current efforts to budget on an annual basis for the maintenance/upgrading of roads, sewers, storm drains and sidewalks. 102

Responsibility/Date - Public Works Director/Selectmen/Ongoing

Policy 11. Recreation.

Work with the economic development committee, Route 302 & You Committee, MDOT, BRAG, town recreation departments, LRHCC, SAD 62, BodySmart and other towns to integrate physical exercise into Bridgton’s future.

Strategies:

A. Recreation committee. Select, appoint, convene an on-going town-wide recreation committee.

Responsibility/Date - Board of Selectmen/Town Recreation Director/LRHCC/2004

B. Plan. Write a comprehensive recreation plan that charts actions that will provide recreation needs for Bridgton residents of all age groups.

1. Inventory and evaluate existing programs and facilities. 2. Look at the past; see what facilities were needed and are still lacking. 3. Provide a network of off-road paths, ways and trails knitting together Bridgton’s various recreation facilities. 4. Promote safety. 5. Work together to annually clean, repair, improve and extend recreation facilities. 6. Open private facilities to low-cost public participation. 7. Encourage and promote physical activity throughout the year. 8. Plan for and mitigate any interruptions in sports programs – e.g. when Little League ball field has to be dug up, have a plan.

Responsibility/Date - BRAG through a town-wide, on-going recreation task force beginning in 2004

C. Open space purchase program. Work with various organizations to establish an open space purchasing program, including woodlands and farm fields. Potential sources of funding are the Moose Pond Land Fund, tax revenues, contributions and grants. Set multi- year priorities and Goals.

Responsibility/Date - Loon Echo Land Trust/Bridgton Conservation Commission/Ongoing

Policy 12. Open spaces.

Emphasize Bridgton’s connections to nature and opportunities for residents and tourists to enjoy the natural world (Economic development plan).

Strategies:

A. Village parks. Add to the village’s pocket parks, landscaped public spaces, and Shorey Park by creating additional public spaces as shown in the downtown master plan. 103

Responsibility/Date -Town/downtown development corporation/Ongoing

B. Linkages to trails. Strengthen linkages to the streams, with overlooks, trails and bridges as shown in the downtown master plan.

Responsibility/Date -Town/downtown development corporation/Ongoing

C. Outdoor recreational opportunities. Provide for outdoor recreational opportunities (such as skating, biking, kayaking, picnicking, informal plan, etc. in the village and near the community center as shown in the downtown master plan.

Responsibility/Date -Town/downtown development corporation/Ongoing

D. Roadside green spaces. Extend the “green” theme alongside Routes 302 and 117 so they become welcoming gateways to visitors as shown in the downtown master plan.

Responsibility/Date -Town/downtown development corporation/Ongoing

E. Floodplains for recreational use. Acquire, in fee or as easements, floodplain lands close to the village, as recreational land for residents and tourists to use as shown in the downtown master plan.

Responsibility/Date -Town/downtown development corporation/Ongoing

F. Town green. Create at least one central, traditional, town green or common that will act as a community gathering place, year-round as shown in the downtown master plan.

Responsibility/Date -Town/downtown development corporation/Ongoing

Policy 13. Bridgton Community Center.

Ensure that the Community Center continues to play a major role in meeting the diverse needs of the citizens of Bridgton.

Strategies:

A. Acquisition of National Guard Armory. Complete the acquisition of the National Guard Armory.

Responsibility/Date -Community Center Trustees/2004

B. Community Center Improvements. Implement the conceptual plan for the community center – in its current configuration or in an adapted form. (Economic Development Plan).

Responsibility/Date - Community Center Trustees /Ongoing

C. Community Center Use. Continue to allow, encourage and support multi-generational use of the Community Center by groups and programs benefiting the citizens of Bridgton. 104

Responsibility/Date - Community Center Trustees /Ongoing

IX. MUNICIPAL FINANCES

Goal

1. Plan for, finance and develop an efficient system of public facilities and services required to meet projected growth and development.

Policy 1. General.

Plan for the public facility needs of the community on a long-range and continuing basis.

Strategies:

A. Reserve funds. Continue the practice of using reserve funds to finance at least a portion of major capital projects and for equipment replacement.

Responsibility/Date - Board of Selectmen/Budget Committee/Ongoing

B. Capital improvements plan. On an annual basis, continue to develop/revise a 5 year capital improvements program for financing the replacement and expansion of public facilities and services required to meet the demands of future growth and development, as well as implement the Town’s economic development plan. Prioritize needs and indicate how needs from the previous plan have been met.

Responsibility/Date - Board of Selectmen/Budget Committee/Ongoing

C. Regional cooperation. Explore with nearby communities opportunities for reducing costs by sharing the purchase and use of heavy equipment.

Responsibility/Date - Board of Selectmen/2006 and Ongoing

10. BRIDGTON HOSPITAL.

Goal

1. Provide access to primary care physicians and other caregivers consistent with the needs of the community. 2. Provide access to quality inpatients and outpatient care and technical services typical of suburban community hospitals. 3. Create a center for regional health services.

Policy 1. Expand primary care.

Assist the hospital’s efforts to expand primary care network.

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Strategies:

A. Provide for appropriate office and clinic space in development plans.

Responsibility/Date - Economic Development Committee

Policy 2. Provide services and facilities.

Assist the hospital to provide services and facilities necessary for appropriate inpatient and outpatient care.

A. Provide for hospital, clinic and office space in zoning ordinance in residential areas.

Responsibility/Date - Planning Board

Policy 3. Consolidate health services.

Support the hospital’s effort to consolidate health services on the Bridgton campus.

Strategies:

A. Allow for expansion of hospital and health services on current hospital campus.

Responsibility/Date - Planning Board

Policy 4. Promote wellness in the community. Assist BodySmart and the hospital with their wellness campaigns and programs.

Strategies:

A. Support BodySmart and its wellness mission by providing adequate funding as needed.

Responsibility/Date - Board of Selectmen/Community Center Board.

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APPENDIX

1. Maps – On file in the Town Office Wetlands Map Habitat Blocks High Value Plant and Wildlife Land Use Map Future Land Use Map Natural Resource Constraints

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