Disclaimer: The views I express here are my own and should NOT be construed as speaking for the City of Bangor or the City Council of Bangor.
City Council Workshop
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Hard to believe it’s already been a year since our City Manager Carollynn Lear took the position! Part of the responsibility of City Council is the annual review of all of their direct appointments. Those offices include: City Manager, City Clerk, City Assessor, and City Solicitor. Because of the personal nature of these reviews, they are held in executive session per Maine law. You can learn more about what executive sessions are and why Council holds them by clicking here.
The executive session was the only item on the agenda.
Finance Committee
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A New Digital Sign for Public Works — and Maybe More
The committee approved a $31,071 contract with Golden Rule Signs to install a digital marquee in front of the Public Works building on outer Hammond Street. The Public Works Director pitched it enthusiastically, noting that tens of thousands of cars pass the facility monthly — about ten times the reach of the city’s current notification website. The sign will display real-time info on road closures, paving projects, snow emergencies, and parking bans, and can be updated remotely from a desktop.
There was a brief moment of levity when Councilor Leonard jokingly suggested Comic Sans — the answer was a firm no.
City Manager Lear noted this could be a pilot for a city-wide rollout, with unified messaging pushed to signs at City Hall and other departments simultaneously. I was intrigued enough to float the idea of a sign at City Hall. One small wrinkle: the compliance office flagged that the sign may not meet current code, so some tweaks may still be needed before installation.
Sewer Department Gets a New Utility Vehicle
Eight bids came in for a replacement utility vehicle for the Sewer Department. The committee approved going with the low bidder, Chaves Brothers Management LLC, for $36,200. The vehicle will be shipped directly from Polaris in Minnesota — so Chaves Brothers is essentially the middleman, which the committee seemed comfortable with.
Birch Stream Watershed Plan Update
The city approved a contract with Stillwater Environmental Engineering for $93,500, to update its Birch Stream Watershed Plan — a requirement under the state DEP’s MS4 stormwater permit. The plan was last updated in 2015, and only one bid came in (from a local vendor the city has used before). The committee unanimously approved moving forward.
Airport Taxiway Reconstruction: Big Project, FAA-Funded
The biggest ticket item of the night was a contract award to Gordon Contracting LLC of Searsport for the reconstruction of Taxiways A and M at Bangor International Airport. The total project is $13,493,562, but the city’s local share is just $300,000–$400,000 — roughly 2.5% — thanks to FAA funding covering the rest.
Worth noting: the airport received a protest letter from the losing bidder, but after review by the FAA, the city’s legal team, and engineering staff, the protest was dismissed. The objection wasn’t about the procurement process itself, but rather the protester’s doubts about the winning contractor’s ability to deliver. The committee voted 5–0 to move it to full council.
City-Wide Property Revaluation: 35% Done, Public Meeting June 16th
The committee received an update on the ongoing city-wide revaluation being conducted by KRT.
So far, KRT has completed full interior and exterior inspections on 35% of residential properties — which is actually on par with industry standards, since many residents either aren’t home or decline to let inspectors in. A second-attempt letter has gone out to properties still missing interior data, and a questionnaire has been mailed as a third option for those who won’t allow a physical inspection.
Commercial properties (1,029 visited so far) have also received income and expense questionnaires to support the income approach to valuation.
Key takeaway for residents: if you haven’t responded to mailings, do so. If you ignore all attempts, the city will estimate your property’s value based on exterior observation only — and you’ll have limited ability to appeal. Contact the assessor’s office if you’ve lost or discarded your paperwork. Click here for contact information.
A public information meeting is scheduled for June 16th, 5:30–8:00 p.m. at the Clifton Peaks Auditorium (44 High Street), where KRT staff will be on hand to answer questions.
Business and Economic Development Committee
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Historic Designation for Three City Parks
The Community & Economic Development Director opened the meeting with a proposal to give local historic designation to Broadway Park, Chapin Park, and Davenport Park. The recommendation came out of the recently completed Phase 4 architectural survey, which identified the three parks as among the oldest historic features in the city and noted their significance to the development of the surrounding neighborhoods. Davenport Park also contains the nationally registered USS Maine monument.
Councilors asked practical questions: Would the designation slow down routine maintenance? (No — routine work is exempt from historic permitting.) Would nearby road projects trigger additional costs or reviews? (Only for larger projects like road widening that could physically impact the parks; simple repaving would not.) A question was also raised about the broader Tree Streets survey area and whether properties nearby would be affected — the Director clarified they wouldn’t be impacted by this particular action, and any designation of individual buildings would be a separate process entirely.
The committee voted unanimously to move the proposal forward. The next stop will be a public hearing at the June Historic Preservation Commission meeting, with abutters to be notified first — so it may be a while before it reaches the full council for a first reading.
Seasonal Sales Ordinance Amendment
The second item was a proposed update to the city’s temporary sales ordinance, aimed at loosening what staff described as unnecessarily restrictive rules around seasonal food sales. Currently, the code only allows seasonal outdoor sales of agricultural, marine, or forest products, and food sales are limited to the Waterfront Development District.
The proposed amendment would expand food truck and food stand operations citywide — including into Neighborhood Service Districts, with a cap of two per lot in those zones. It would also eliminate the requirement for extra parking beyond what commercial zones already require, reduce setback requirements from property lines, allow these uses on vacant lots, and explicitly prohibit drive-through service.
Staff framed it partly as a way to help aspiring restaurateurs incubate their concepts before committing to a full brick-and-mortar location. The committee voted unanimously to send it to the full council — though due to advertising requirements, it will need to wait for the next council cycle.
BanAir Corporation Check-In
The committee got an update on BanAir Corporation, a city-affiliated nonprofit created to handle economic development decisions around airport properties without the full weight of city government process. The Economic Development Officer, who serves as BanAir’s executive manager, explained that in recent years BanAir’s activity has been largely focused on managing the Bangor Innovation Center — recruiting tenants, maintaining the building, and staying present with the businesses inside.
The big issue raised: BanAir hasn’t had a functioning board of directors for years. Multiple attempts to convene a quorum have failed. In the meantime, small expenditures (routine maintenance, paint, signage) have been approved informally through coordination with the Community & Economic Development Director rather than through board action. One councilor raised pointed questions about the governance gap — who’s authorizing expenditures without a board? The committee chair pushed back gently, suggesting the fault lies with past councils failing to show up for meetings rather than with staff.
The discussion touched on some interesting possibilities for BanAir going forward, including a question about whether BanAir could potentially function like an airport commission — which would eliminate steps in a parallel conversation the council has been having. Staff said it was worth a legal review to determine the answer.
One highlight from the discussion: a councilor shared a story about previously using the Innovation Center as a Foreign Trade Zone operator — storing goods bound for a trade show in Switzerland without incurring customs fees. The Economic Development Officer noted that BanAir still holds FTZ operator status, meaning that kind of activity could happen again.
The consensus was to reconvene the BanAir board and figure out its future — but after budget season. Tours of the Innovation Center are being planned for interested councilors.
Bangor Central Kitchen — Feasibility Update
This was the main event of the evening, and it generated the most energy. The Economic Development Officer introduced a financial and operational consultant who has been working on the project for the past three months and presented a detailed feasibility analysis.
What is it? Bangor Central Kitchen is a proposed 9,000-square-foot shared-use kitchen incubator to be built at 50 Cleveland Street — the site of the former Dow Air Force Base Officers Club, which will be demolished. The project has a $5.5 million construction budget, and the city has already secured $1.5 million in grants, reducing the bond to roughly $4 million.
The case for it: The presentation framed the project not as a business venture but as economic infrastructure — in the same category as roads, water systems, or broadband. A 2023 market research study identified over 1,700 potential users within a 90-minute radius, with 65% expressing strong interest. There are currently zero full-time shared-use kitchen incubators in Eastern Maine, and the nearest comparable facility is more than 120 miles away.
At full stabilization (~50 businesses operating), the project is projected to support 150 jobs and generate $13 million in annual regional economic activity. The annual bond payment would be approximately $318,000. The project is projected to reach positive net operating income by year three and positive net cash flow by year four. By year six, it’s cumulatively positive over the full period.
Revenue would come from four streams: kitchen rental, commercial-grade cold banking storage (projected to be about 42% of total revenue), cold storage fees, and classes and events. The cold storage component was described as a critical revenue driver — potentially generating up to $500,000 annually at stabilization.
The recommended operating model is a city-nonprofit partnership: the city owns the asset, a nonprofit operator handles day-to-day management. This structure keeps the city insulated from daily operational liability, unlocks grant eligibility that municipal-only models don’t have, and mirrors the approach used by Hope & Main, a highly successful culinary incubator in Warren, Rhode Island that was cited as the primary national comparable.
A draft operator RFP has been developed and is ready for legal and procurement review. The consultant recommended getting an operator selected before the planned November demolition of the existing building.
The survival rate argument: Food businesses that come out of kitchen incubators have a 39% seven-year survival rate, compared to roughly 8% for food startups nationally. Several councilors found this compelling, with one drawing on personal banking experience watching restaurant after restaurant open and close. The chair noted a local example — a hibachi and sushi restaurant that lasted less than a year — and suggested an incubator program might have changed the outcome.
Questions and concerns: The discussion was substantive. One councilor raised concerns about the 3% inflation assumption built into the financial projections, given current supply-chain pressures and energy market volatility. Another pushed for a clearer breakdown of how the $13 million regional economic impact figure was derived. Questions were also raised about the worst-case scenario: if the project failed, what would the building itself be worth? The Economic Development Officer confirmed that the construction manager has been specifically directed to design the building so it could be repurposed — warehouse and industrial space were mentioned as obvious alternatives, given constant demand for that type of space in the area.
One councilor noted that 150 new jobs would also need housing to support them — a reminder that economic development doesn’t happen in isolation.
I admitted that I had completely underestimated the project before the presentation and now I have the fire for it. The committee did not vote on any action related to the Central Kitchen — the next step is releasing the operator RFP — but the overall tone was one of growing enthusiasm and continued engagement.
Government Operations Committee
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Fire Department Gets a Track Kit
The meeting opened quickly with a unanimous 5-0 vote to authorize a grant application to the Versatile Power Sponsorship Program for $7,500. The money would purchase a track kit for one of the Fire Department’s two UTVs — essentially swapping out rubber tires for tracks to improve performance in snow, mud, and rough terrain. The Deputy Fire Chief noted there’s no local match required, so this is essentially free equipment for the city.
HIV/HCV/STI Prevention Grant
The committee voted 5-0 to authorize the City Manager to apply for up to $150,000 from Maine CDC as part of a collaborative grant application with Maine General and Penobscot Community Health Center. The Public Health Director explained that Bangor Public Health’s piece of the joint application would focus on distribution and coordination of self-tests — an area where the local health department has developed real expertise. She emphasized this is a team effort built on relationships, not an attempt to do everything alone.
Syringe Service Pilot Program – Approved 4-1
This was the most nuanced discussion of the night. The Public Health Director presented a proposal for Bangor Public Health and Community Services to become certified as a Syringe Service Provider (SSP) — but with a very narrow scope: delivery services only, strictly for clients already enrolled in the city’s case management program who cannot get to an existing SSP on their own.
She was careful to distinguish this from brick-and-mortar or mobile SSP operations like Wabanaki or Needlepoint Sanctuary. No new staff would be needed. The infectious disease specialist (funded by non-city money) and existing case managers would handle it.
Councilors asked sharp questions. One expressed concern about scope creep — worried that grant funding could eventually pull the city into becoming a full-scale mobile SSP. The Public Health Director was direct: any expansion beyond this delivery pilot would require a policy decision from the full City Council. I raised questions about the funding landscape and how many clients actually need this service (the answer: it fluctuates, could be two people one week, seven the next). The committee approved the pilot 4-1, with one councilor voting no. The item will eventually go before the full Council.
ROSE Program Stipend – Approved 5-0
A quick and unanimous vote authorized the city to accept $250 from the Maine Primary Care Association for an educational presentation the city’s public health nurses gave about the ROSE program. The Public Health Director noted the funds could support the Milk and Cookies program at the library.
MMA Legislative Policy Committee Nomination
The committee unanimously nominated Councilor Carson to represent Bangor on the Maine Municipal Association’s Legislative Policy Committee for 2026–2028. Councilor Carson had already expressed interest, and committee members noted that Bangor — the state’s third-largest city — hasn’t always used its political weight at the statewide level. This is a chance to change that.
Cross Insurance Center Contract Extension – Tabled to May 18
The most complex item of the night was a proposed five-year contract extension with Oak View Group (OVG), which has managed the Cross Insurance Center since it opened. A memo (in the agenda) from the City Manager outlined the two options OVG proposed — a three-year or five-year extension — with the longer term offering a lower management fee and a larger capital investment ($500,000 upfront vs. $200,000 for three years).
A change in the proposed contract: OVG would receive 2% of gross food and beverage sales as performance-based compensation, offset by a lower base management fee. Councilor Carson asked what those food and beverage numbers actually look like in practice, which prompted OVG’s representative to explain that the proposal has OVG taking roughly a $40,000 annual haircut on its base fee, with a FY27 projection of $41,000 from the 2% — essentially a wash if sales stay flat, but an upside for both parties if they grow.
The original 2012 contract went through an RFP, but every arrangement since has simply been an extension. I asked who sets food and beverage prices (OVG does), and followed up by asking why the incentive is calculated on gross sales rather than net — noting it feels like a double dip since OVG controls the pricing. OVG’s on-site manager said they’d be open to discussing a net-based structure, though the percentage would need to be higher.
I also asked how the customer satisfaction surveys are disseminated, and whether a 10% bonus for hitting 90% satisfaction is really warranted given that OVG has apparently never fallen below that threshold in 13 years. OVG confirmed they’ve been above 90% every year since opening — and noted the survey incentive was actually inserted at the city’s request originally. I followed up by asking who owns the ticket sales and customer data, and OVG was clear that all of it belongs to the city.
I raised concerns about the $500,000 upfront capital contribution and what it means for the city’s flexibility — specifically, that exiting the contract early would require paying back a prorated share with only 30 days to do so, which could effectively block a future RFP. I also asked whether there are service level protections in the contract to prevent OVG from cutting staff at year-end to artificially hit the bottom-line incentive. The City Manager acknowledged those were fair concerns and noted the Cross Center has historically been treated as a community asset aimed at breaking even rather than generating revenue, though she sees room to be more intentional about that going forward.
Councilor Fallon, who is not on the committee, asked whether there’s a legal limit to how many times a contract can be extended. The City Manager said no — it’s entirely the council’s call and could theoretically go on indefinitely.
With those questions unresolved, the committee voted 5-0 to table the item until a special GovOps meeting on May 18, where an executive session will be scheduled to work through the outstanding issues. The current contract expires June 30.
Housing Advisory Committee – Approved 5-0
To close out the meeting, the committee voted unanimously to advance an ordinance creating a standing Advisory Committee on Housing. This is the companion piece to the Homelessness Advisory Committee the council has been working on — the two were split last fall after earlier discussions had combined them. Councilors expressed support for keeping the committees separate, with one noting that housing issues (funding, zoning, the “missing middle”) involve a distinct set of complexities from homelessness. The committee made minor notes about clarifying the removal-for-cause language before the ordinance goes to the full council.
Legislative Committee
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The Bangor City Council made a bit of history on the evening of Monday, May 4th with the inaugural meeting of its newly formed Legislative Committee. This committee is a brand new addition to the council’s structure, created to give Bangor a dedicated, proactive voice in state-level lawmaking. Its mission is to develop and advocate for legislation that serves Bangor’s interests, build relationships with lawmakers and regional partners, and ensure the city isn’t left behind as political focus often gravitates toward southern Maine’s more densely populated areas. Councilor Daniel Carson was appointed as the Committee Chair.
Getting Organized
The City Manager opened by explaining the committee’s structure and scope. Going forward, the Assistant City Solicitor will co-lead meetings alongside the City Manager, given that a significant amount of legislative drafting is expected to come out of this committee’s work. The City Manager was candid that the committee’s potential agenda is enormous — possibly 100 or more ideas — and that an early priority will be narrowing that list down to a manageable set of focused goals that align with the full council’s established priorities.
County Tax Sharing and the “Service Center Credit”
One of the first ideas floated was my proposal to change the state formula for how county taxes are distributed. The concept: create a “service center credit” that acknowledges the disproportionate burden Bangor carries as a regional hub, effectively requiring surrounding communities to chip in more. Councilors responded positively to the framing, noting it was a constructive approach — crediting Bangor for what it provides rather than simply penalizing neighboring towns.
Building Relationships and Raising Bangor’s Profile
Several councilors emphasized that the committee should function not just as a bill-drafting body but as a networking hub. The Committee Chair noted that Bangor residents across the political spectrum often feel their voices aren’t heard at the state level, and that proactively building relationships — before a governor is elected, not after — could give the city real leverage. The idea of inviting gubernatorial candidates to a future committee meeting was raised as one way to get Bangor on their radar early.
Councilors also suggested reaching out to organizations like the Maine Association of Realtors and local union representatives who are already working on relevant legislation, so the city can collaborate rather than duplicate effort.
A Lobbyist for Bangor?
The question of whether Bangor should hire its own lobbyist came up more than once. One councilor noted the city previously had a lobbyist and wondered whether the absence of one means Bangor is missing out on funding and influence in Augusta. The City Manager said she wants to first put together a memo laying out what the city currently pays for in terms of legislative representation and whether it’s delivering value — then have a frank conversation about whether adding a dedicated lobbyist makes sense. That discussion, she noted, can’t wait long given the current budget season. The Committee Chair also volunteered to travel to Augusta personally when needed, which could offset some costs.
Dorothea Dix: A Long-Simmering Issue
The former Dorothea Dix psychiatric center came up repeatedly and organically throughout the meeting. Multiple councilors expressed frustration that the state-owned property has sat largely unused for years while Bangor continues to absorb the consequences — including a concentration of methadone clinics and an ongoing struggle with unsheltered residents who have mental health needs. Ideas ranged from the city purchasing the property, to partnering with the state on redevelopment, to leasing it for a dollar just to “open the conversation.” The City Manager suggested dedicating a future meeting specifically to the Dorothea Dix question, including bringing in someone from the state or city staff to brief the committee on the current status of the property.
Renter Protections
One councilor raised the issue of tenant protections after hearing from a frightened elderly constituent who had her lease terms suddenly changed by an out-of-state property management company with little recourse available. The councilor noted that Maine’s current protections may not go far enough, particularly as outside investors buy up local rental housing. The committee didn’t resolve where this topic ultimately belongs — with the Legislative Committee or the Housing Committee — but it was noted as worth pursuing at some level.
Staff Input and Unfunded State Mandates
Two other themes emerged: the burden of unfunded state laws on city finances, and the value of creating a formal channel for city staff to bring legislative ideas to the committee. Councilors recognized that frontline department employees often run into regulatory barriers that elected officials never see, and that tapping that expertise could surface some of the committee’s best ideas.
What’s Next
The committee agreed on a rough roadmap for its next few meetings: first, a discussion of the lobbyist question alongside a review of what the city currently pays for; second, a focused session on Dorothea Dix to establish the council’s vision for that property; and eventually, a full council workshop to get broader input before moving forward on priorities. The committee will also work on a language change to the ordinance that established it, to allow for inviting outside partners and political candidates to future meetings. The City Manager will begin soliciting ideas from city staff in the meantime.
This committee intends to be active, ambitious, and strategic about making Bangor’s voice heard at the state level.
