Photo by Corey Templeton
Founded in 1964, Greater Portland Landmarks' mission is to ensure that Greater Portland preserves its sense of place for all and builds vibrant, sustainable neighborhoods and communities for the future.
Portland's Union Station, Demolished 1961
Our Story
At a time when the Urban Renewal movement threatened to devastate Portland’s built environment, and catalyzed by the destruction of Union Station in 1961, Greater Portland Landmarks was founded to protect the architecture and landscapes that give the area its distinctive character. Nearly sixty years later, the organization maintains its tradition of advocacy, education, and providing resources to homeowners and developers alike. We also serve as steward of the Portland Observatory (1807).
Over the years, there have been numerous successes, as buildings were saved from demolition, historic districts were codified, and collaboration with architects and developers influenced new construction to fit in with surrounding neighborhoods.
“I attended the first meetings of the group that became greater Portland Landmarks, and I can truly say that if it hadn’t been for Landmarks, Portland would not have many of the wonderful historic buildings that define it as an award-winning place to live and tourist destination.””
Through a variety of activities, Greater Portland Landmarks seeks to build awareness, instill community pride, and encourage public participation in the discourse and decisions regarding preservation, planning, and development that shape Portland’s future. As a forward-looking organization, we were honored to receive a non-profit award from ecomaine in recognition of our sustainability efforts. You can watch the award video produced by Redbird Media Group below.
In May 2021, the Board of Trustee’s adopted a new Strategic Plan Goals & Actions Framework for FY2022-2026.
I. Advocate for policies and actions that advance effective historic preservation.
A. Engage citizens in accordance with DEI principles and work with greater Portland elected and appointed officials to assure timely consideration and good decisions on preservation challenges and opportunities.
B. Influence plans and actions of developers and other property owners in greater Portland to prioritize preservation, DEI principles, and design compatible with historic areas.
C. Partner with organizational and individual preservation allies to:
Maintain and enhance municipal, regional, state, and federal protections and incentives.
Strengthen preservation tools and frameworks across the greater Portland region.
Address community-based preservation challenges and opportunities.
II. Increase understanding, appreciation, and participation in historic preservation.
A. Programs & Experiences
Present diverse, place-based educational programming and events, such as the Old House Emporium, lectures, classes, and neighborhood presentations.
Continue to build out regional historic resource surveys, integrate the stories behind the resources, and promote findings.
Operate and curate the Portland Observatory in partnership with the City of Portland.
Provide self- and docent-guided tours of historic buildings and areas in partnership with the Portland History Docents.
B. Outreach Partnerships
Advance the role of preservation through collaborative relationships within Maine’s business, cultural, and environmental communities.
Provide post-secondary internships and collaborate to increase trades education.
Create and maintain educational partnerships with greater Portland K-12 schools, and produce resources to support family learning across diverse communities.
C. Awareness Building
Publicize biannual listing of greater Portland Places in Peril.
Present biannual preservation awards.
Provide mini-grants to encourage new preservation audiences and ideas.
Evaluate and enhance the Historic Marker Program.
D. Resources
Curate online preservation resources.
Produce the Northern New England Preservation Directory and make referrals to preservation experts, tradespeople, and consultants.
Produce tools, reports, and guides for property owners, municipal leaders, realtors, and others.
Assess Landmarks’ holdings of publications and historic records; determine disposition for appropriate preservation, accessibility, and de-accession.
III. Strengthen and expand a full array of philanthropic and program revenue opportunities.
A. Increase and invigorate the supporter base; connect with people of diverse interests and backgrounds.
B. Engage new and long-time donors to affirm their commitment to the organization and invest more deeply in its mission.
C. Build an inclusive business partner program and enlist sponsors for major programs and events.
D. Seize opportunities for relationship development with survey, program, and event participants and sponsors.
E. Generate revenue through ticket sales for the Portland Observatory, tours, retail sales, and other activities.
F. Maximize foundation, government, and recovery funding.
G. Optimize the board and staff partnership for successful financial resource development.
IV. Build recognition and response to Landmarks’ mission and activities.
A. Implement rebranding.
B. Optimize website visitor experience.
C. Enhance and maintain organization’s digital communications channels, including use of apps.
D. Build relationships and tools for ongoing public relations outreach.
E. Develop and implement an annual communications plan that incorporates themes, content, and engagement based on the diverse interests of the organization’s constituencies.
F. Assess organization-produced publications and determine subtractions, additions, and necessary updates.
V. Transform Landmarks as the preservation organization of the future.
A. Institute Board of Trustees assessment and training; update Board size and committee structure and staff liaisons.
B. Develop Diversity, Equity, and Inclusion (DEI) statement of commitment, policies, and practices; integrate throughout the organization.
C. Strengthen and increase volunteer engagement.
D. Complete sale of Safford House, confirm operating and infrastructure needs, and relocate to new headquarters.
E. Develop multi-year financial projections, annual operating plans and corresponding budgets for board approval and monitoring.
F. Implement staffing plan for growth; conduct internal compensation review annually and implement changes as determined.
G. Review bylaws, articles of incorporation, and organizational policies; update as determined.
H. Monitor strategic plan progress and achievement regularly; update plan as needed.