2012 Municipal Budget Message 3-14-11a

City of Auburn, Maine

“Maine’s City of Opportunity”

___________________________ ______

Office of the City Manager

GEA “Superior Services at an Affordable Cost” Page | 1

To: Mayor Gleason and the Auburn City Council

From: Glenn E. Aho, City Manager

Re: Fiscal Year 2012 Municipal Budget

Date: March 14, 2011

I am submitting the draft Municipal Budget and Budget Message for Fiscal Year 2012

for your review and consideration as required by Article 8 of the City of Auburn Charter. This

document represents the operating costs for the City of Auburn for the period of July 1, 2011

through June 30, 2012. As stated, this is a draft document that I expect will be reviewed,

challenged, debated and even revised. Also included in this document is the City of Auburn’s

Capital Improvement Plan. With these documents together, the Mayor and City Council will be

able to make policy and investment decisions for this year, as well as the years to come.

Inside this document you’ll find the following information:

Budget Message: This section includes information pertaining to these areas:

Introduction, Budget Overview, Revenues, Undesignated Fund Balance, Valuation,

Expenditures, Debt, Personnel, Wages and Benefits, and Capital. These sections include

the City Manager’s interpretation of the current financial situation and what it means to

the City.

Programs and Projects: This information organizes the City’s functions into either

Programs or Projects; or, put another way, into goals and objectives. In that format it is

easier to standardize efforts, build accountability, and establish performance

measurement.

Departmental Goals: Each department focuses its goals upon these three factors:

encouraging active citizen participation in city government; enhancing the delivery of

quality service; and controlling costs. Developing this system helps create consistent and

predictable managerial results.

Joint Services: The EnerGov project is still underway and will be for some time. It’s

likely the largest Joint Services project the two Cities have undertaken.

Fiscal Year 2011 Capital Projects Underway: This section outlines the City’s progress

with regard to the current capital budget and the projects contained within.

Fiscal Year 2012

City of Auburn Municipal Budget Message


Capital Improvement Plan (CIP): The annual CIP is for five years and outlines our

capital needs so that the City Council and balance these needs without impacting any one

year and causing an adverse economic affect. The CIP has two sections; the first contains

those projects recommended for Fiscal Year 2012. Since only those projects in Fiscal

Year 2012 are proposed to be funded, the rest of the capital projects recommended are

under a separate cover as they are unfunded.

Finally, I would like to thank Phil Crowell, Tracy Roy, Karen Veilleux, Lisa Garey, and

the rest of Department Managers and their administrative staff support personnel for dedicating

the hours necessary to compile this budget document. It takes an incredible amount of work and

planning to produce this document!

Administrative Staff

Glenn E. Aho, City Manager

Bob Belz, Public Works Director

Renee Bogart, ICT Director

Eric Cousens, City Planner

Phillip Crowell, Police Chief

Denis D’Auteuil, Deputy Public Works Director

Roberta Fogg, City Clerk

Deborah Grimmig, Human Resources Director

Renee Lachapelle, City Assessor

Lynn Lockwood, Library Director

Geoff Low, Acting Fire Chief

Dorothy Meagher, Health &Social Services Director

Roland Miller, Community and Economic Director

Reine Mynahan, Community Development Director

Tracy Roy, Finance Director

Ravi Sharma, Parks and Recreation Director

Fiscal Year 2012



Introduction

If there were ever a time for local government to change, now is it! Never before have so

many external influences come together all at once and affect local government as it has for the

past two years. Sobering events such as the rise of petroleum prices, the Great Recession, falling

state revenues, and the collapse of the housing market, to name a few, have left local officials

scrambling to find funding solutions just to provide traditional services. For the past two years,

the City of Auburn has attempted to overcome these financial adversities by reducing

expenditures, though the reductions are pale in comparison to the amount of revenue loss the

City has suffered. So far reducing expenditures has included reducing, changing, and

eliminating services as well as reorganizing the internal structure of the City so it functions more

efficiently. The service changes have left some residents angered by the results and others,

though understanding and appreciative, would certainly like to have the services returned.

Regardless, the City Council and city administration have worked hard to balance our need for

services with our ability to pay for those services. These past two years have been marked by

reducing expenditures through labor reductions and compensating that reduction by purchasing

innovative technology, and organizing the city’s local government to operate more efficiently.

As the City continues to adjust to the changes of these past two years, another financially

challenging budget season is upon us and not much has changed on the national or state

economic front. In fact, the City will continue to feel the effect of the Great Recession until

things improve in terms of employment, housing, and the economy. What makes this year

particularly challenging is that I don’t believe the City can undergo any more administrative

changes than it already has until systems are built, restored, and fully operating. For example, the

City is undergoing a massive reorganization, a complete standardization, a whole evaluation, and

a rather sizeable technology implementation. These projects are huge and require often and

frequent changes in terms of personnel and operations. To add even more change to what’s

already undergoing change would most likely jeopardize what success and progress we’ve made

so far. City employees are doing a great job working through these changes to make our local

government better, though the workloads and the pace at which we must change can affect

performance.

In the past I have always presented a budget I felt was the best available alternative based

upon our service needs, and the ability to pay for those needs. I cannot do that this year. There

are too many things beyond the City’s control that we must face; increased school and county

budget, falling state revenues, etc. Normally, enough administrative changes are able to be made

to overcome financial adversities. This year is different as the financial adversities are too large

for administrative changes alone. It will require policy changes that could further affect our

ability to provide even traditional services. I am submitting this draft budget with the intention of

Fiscal Year 2012



Did you know? The

City pays $546,335 in

fire hydrant fees.

Did you know? Each

penny in the tax rate

represents $20,491.

calling upon the City Council for its advice of how or what city policies it wants to change so

administration can do its best to provide superior services at an affordable cost.

Budget Overview

This year’s projected tax rate is estimated to be $21.04; an

increase of $1.74 or 9% over last year. This proposed increase is caused

by a continued decline in non-property tax revenues, increases in City,

County, and School budgets, and a decline in valuation. A brief

explanation of each follows:

The City’s non-property tax revenues have decreased by $475,768; or -4.7%. When

averaged with last years’ decrease, the reduction is 9.2%. Last year’s revenues alone had

dropped by 13.4%.

The City’s gross budget is proposed to be $31,395.510, and increase of 3.23%, which is

up from a 1.18% increase last year. When averaged over the past two years, the gross

municipal budget has increased 2.2%. The Androscoggin County Budget increased by

$33,209, or 1.8%. The Auburn School Department is proposing an increase of

$1,760,869, or 5.2%.

The City’s valuation is not yet complete, but is projected to decline, as much as $19

million due to depreciation.

Revenues

The City’s revenue includes property tax revenue and non-

property tax revenue. Non-property tax revenue includes state and

federal subsidies, excise taxes, building permit fees, license fees, etc.

When non-property tax revenues decrease and while services remain the

same, then there has to be a demand shift to property tax revenues to make up for the decrease in

non-property taxes. As national and state economies declined, so too did the City’s non-property

tax revenue, thus shifting a greater reliance upon the property tax revenue. Since Fiscal Year

2010, the City’s non-property tax revenue has decreased by $2,057,374, or 18%. This shift is

what causes the property tax rate to increase.

Fiscal Year 2012 non-property tax revenues are projected to be $9,661,969, which

represents a decrease of 4.7% when compared to last fiscal year. As non-property tax revenues

continue to decrease, greater reliance upon property tax revenues increase.

Fiscal Year 2012



Did you know? It costs $86,015 each day

to operate the City. It costs another

$98,433 each day to operate the schools.

The chart below illustrates just five of the City’s non-property tax revenue accounts and

by how much these accounts have declined since Fiscal Year 2008. This group of accounts has

declined by $2,343,909, or by 30%.

Revenue Source FY 2008

Actual

FY 2011

Projected

FY 2012

Estimated

Revenue

% Change

from 2008

Excise Tax-Vehicles 3,303,512 2,800,000 2,700,000 -18%

State Revenue Sharing 4,009,459 2,500,000 2,400,000 -40%

Tree Growth 16,424 7,881 2,000 -88%

State/Local Road Assistance 494,514 378,000 378,000 -24%

TOTAL $7,823,909 $5,685,881 $5,480,000 -30%

Undesignated Fund Balance

This budget proposal includes drawing $700,000 from the City’s Undesignated Fund

Balance (UDF). Two years ago, Fiscal Year 2009, the City Council approved use of $600,000 of

the UDF to in effect “lower” or “buy-down” the tax rate. For Fiscal Year 2010, the City Council

approved use of $700,000 to again “buy-down” the tax rate.

As of June 30, 2010, our UDF was $7.7 million. The City’s Fund Balance Policy aims to

maintain a balance equivalent to 8.3% of both the city and school budgets, which equates to $5.5

million. That amount is a minimum and, among many towns and cities, a prudent measure of a

healthy UDF balance is equal to 3 months of operating expenses. In Auburn’s case, this equals

about $16.8 million. The City’s UDF balance is evaluated as part of financial rating companies

such as Moody’s or Standard & Poor’s.

To return the City’s mil rate to be equal to

last year’s mil rate, it would take $4.2 million of

additional revenues or expenditure reductions.

Valuation

In a normal year, the City would capture $20 to $30 million in new valuation. This year

the City’s valuation presently suggests a $19 million decrease in valuation, which is due

primarily to depreciation. The State also has implemented two personal property tax exemption

programs called BETR and BETE. Under the BETE program (Business Equipment Tax

Exemption), municipalities are reimbursed by the State for a percentage of the personal property

lost as a result of the exemption. Equipment eligible for BETE reimbursement must have been

Fiscal Year 2012



Did you know? The

City’s 2010 accounts

payable amounted to

$28.3 million.

subject to tax on or after April 1, 2008. In 2008, the reimbursement

rate was 100% and for each year thereafter, the percentage drops 10%.

This year the City can anticipate a reimbursement of 70% of the lost

tax revenue. The remaining 30% of lost personal property tax revenue

is shifted to property tax payers. The BETR program, (Business

Equipment Tax Reimbursement) reimburses property tax owners for equipment first placed in

service after April 1, 1995, but on or before April 1, 2007.

The challenge to the City of Auburn will be when the BETE program municipal

reimbursement expires. According to the Assessing office, the 2010/11 overall percentage of

taxable revenue from personal property was $220,930,500, or 10.68% of the City’s total

commitment. This amount of valuation will eventually become exempt. A further challenge will

be if the State of Maine chooses to exempt eligible business equipment for the BETR program.

In the upcoming weeks and months, staff will continue calculating the valuation from

personal property, new permits, renovations, and adjusting for personal property depreciation

and any affect our sales ratio study will suggest. Our hope is that the valuation increases, but it’s

too early to predict.

Can the City grow out of this current financial shortfall? Eventually, normal growth

rates in valuation will again help stabilize our local mil rate, but at this moment the City would

need a valuation increase of about $200 million to return a mil rate equal to that of last year.

Expenditures

The City's combined municipal and school budget is about $67 million. For 2010, the

City’s accounts payable, which are payments made to vendors, was $28,352,201. The chart of

Select Accounts Payable identifies some of the City’s largest vendors; many of whom employ

local people and purchase local services.

Nearly half of the City’s expenditures are attributed to personnel costs, which is normal

for a service provider such as local government.

The City’s expenditures increased 1.18% in Fiscal Year 2011, and they are anticipated to

increase 3.23% for Fiscal Year 2012. There are a few accounts in particular that have

contributed to this increase. They are as follows:

1. Workers Compensation: This fund has been underfunded for several years. The

combined claims paid have amounted to $354,564 over the past three years while City

Fiscal Year 2012



contributions have been held constant at $200,000. This line item has increased

$251,000.

2. Fuel and Utility Costs:

Fuel prices are

anticipated to increase as

well as electricity,

contributing an additional

$80,000 to expenditures.

Although water and

sewer costs are not slated

to increase, fire hydrant

rental has increased

$32,583.

3. Solid Waste: The City

has solicited bids for

solid waste removal

services and it’s

anticipated the cost for

providing this service

will increase by $30,000.

4. Intergovernmental:

These budgets have

increased approximately

$52,000. The City is not

making any recommendation as Intergovernmental funding is a matter of Council policy.

5. Supplies, Tires and Repairs: The cost of goods the City purchases to provide services

has increased approximately $84,000.

6. Personnel Costs: The cost of labor, overtime and corresponding benefits has increased

$511,000. Had we not undergone the labor reduction, this amount would have increased

by another $30,000.

7. Telephone: The cost of maintaining the telephone infrastructure has increased by

$21,000, though nothing is changed; only the line item was underfunded.

City of Auburn Top 20 Vendors of FY11

Company Amount Service

Gendron & Gendron $1,589,088 Construction

St. Laurent & Sons Excavation $874,662 Construction

Pike Industries, Inc. $527,667 Construction

Central Maine Power Co. $267,373 Utility

Dennis K. Burke, Inc. $245,130 Petroleum

Pine Tree Waste, Inc. $216,170 Solid Waste

Constellation New Energy, Inc. $181,836 Utility

Fire Tech & Safety of NE, Inc. $165,496 Safety Eqpt.

Crochere Heating & Plumbing. $151,151 Construction

Mid Maine Waste Action Corp.. $149,676 Solid Waste

Linnell, Choate & Webber $148,825 Legal

Woodard & Curran, Inc. $143,553 Engineering

Nobility Llc. $142,875 Construction

Longchamps & Sons, Inc $141,271 Construction

Biosafe Environmental Services $129,634 Construction

CN Brown Co $124,029 Utility

SPL-USA Corp $116,174 Road Salt

enerGov Solutions, Llc. $85,680 Software

Gleason Construction $74,532 Construction

CED/Gilman Electric Supply $73,533 Electrical

Fiscal Year 2012



The chart below illustrates how the City’s $31,395,510 budget is apportioned to each

department.

Debt

The City’s total debt is approximately $76.5 million. State law prohibits the City’s debt

from exceeding $308 million, or 15% of the City’s state valuation. By the end of 2012, the City

will retire about $9.5 million in debt, though during this same period the City will most likely

incur another $5 million. Though the City is far from being saturated with debt, at the moment

the current fiscal policy of incurring new debt each year should be limited or curbed so as to

adopt a “pay-as-you-go” policy. Budgeting for capital reserves and depreciation are the best

methods of financing a “pay-as-you-go” policy. The indebtedness being incurred now is a result

of low capital investments into infrastructure and equipment years ago. Postponing necessary

capital expenditures today does have a short-term financial benefit, but also it has a long-term

financial burden. Going forward the City will attempt to quantify what the effect of deferred

capital maintenance is having upon the City’s future ability to pay for that deferred capital.

Debt Service22% Capital

Improvements0%

Wages & Benefits

15%

Public Library3%

Planning & Permitting

2%General

Government6%

Water & Sewer2%

Fire Department 12%

Parks & Recreation2%

Police Department10%

Workers Compensation

1%

Intergovernmental 6%

Information Tech1%

Public Works15%

Engineering1%

City Properties2%

Expenses as a Percentage of Total Budget

Fiscal Year 2012



Personnel

In 1995 the City employed 257 employees. In 2001, the City employed 253 employees. In

2008, 2009, and 2010, the City employed 248, 242, and 239 full time employees, respectively.

For Fiscal Year 2011, the City employed approximately 233 employees.

Over the past two years the City has

undergone labor reductions that have saved and

will save taxpayers over $630,000 per year.

Calculating the savings is easy; calculating the

costs are a bit more difficult. City employees

continue to adjust to the labor reductions and are

working hard to find new, innovative ways to

provide traditional services. Service cuts and

reductions have helped to reduce workloads,

though even so it has been challenging. For Fiscal

Year 2012, the City is recommending NO further labor reductions. Further reductions would

have an adverse impact to the City’s ability to provide services.

To compensate for greater workloads, the City restructured its organization. During that

process it was determined funding for three administrators would be reallocated to entry-level

positions focused upon providing direct service to our residents. The duties performed by the

three unfunded administrators would be shared by other Department Managers. The net wage

effect is a reduction of labor costs by $30,000.

Wages and Benefits

Wages and benefits account for 51% of the City’s expenditures. Union and non-union

employee wages and overtime amount to about $11.5 million. Of that amount, $8.2 million, or

72% is attributable to the union employees and $3.2 million, or 28% is attributable to the non-

union employees.

Collective bargaining agreements contain longevity “step-increases” that automatically

increase hourly wages. This increase is separate from any negotiated wage increase. The “step-

increase” system makes cost control difficult. To change this system, the City Council would

need to take a position on this issue and then it would have to be negotiated.

220

230

240

250

Full Time Employees

Full Time Employees

Fiscal Year 2012



Note: The City is required to adopt a

Capital Improvement Plan. The City also

has a Capital Budget for its current year

capital expenditures. To avoid any

confusion, the Capital Improvement Plan

and the Capital Budget have been

separated. Fiscal Year 2012 Capital

projects are contained in the Municipal

Budget. The Capital Improvement Plan

for years 2013 through 2016 are under a

separate cover.

Non-union employees do not have step-

increases, but are granted merit increases when

performance warrants. Generally, because of the

“step-system,” wage percentage increases for

union employees always outpace that of the non-

union.

This budget includes a 2% wage increase

for the non-union employees. To not include a

2% merit increase would start to create a field of

disparity, as well as parity, between the non-

union and union which would only encourage the

non-union to unionize. Tougher positions taken

by the City toward negotiating to curb the growth

of wages will work for only so long as the City

of Auburn is not a wage-setter, it’s a wage-follower. When wages fall below market, then the

City suffers as it struggles to fill positions and overtime increases.

Capital

The City is developing a trend of leveraging

debt to meet capital equipment and infrastructure

needs. Though leveraging debt addresses the

immediate need of capital deficiencies, we need to

include the projected capitalization of interest costs

into each capital equipment cost to ascertain true

costs of our purchased capital equipment. For

example, if we purchase a heavy piece of equipment

for $150,000, we should also include amortized

interest of that equipment as we make our capital

investment decisions.

For Fiscal Year 2012, the City is proposing a

capital budget of $273,253; of which, only $79,535 is being raised from current tax dollars. The

remaining $193,718 is being reallocated from unallocated bond proceeds. Being proposed for a

new bond issuance, are projects and equipment totaling $3,422,151, which is considerably less

than bond issuances than in recent years past.

There are also capital projects that administration wants the City Council to know about,

but are being left unfunded. The City Council may amend, change, or adopt the capital budget as

Union 27%

Non-union

8%

Overtime1%

All Benefits

15%

All Other Expenses

49%

Personnel Costs

Fiscal Year 2012



proposed by administration. For example, Hasty Community Center is in significant need of

capital investment;

however, without a

formal building plan,

and campus plan,

administration is only

making the City

Council aware of

these deficiencies.

Further review of the

campus must be made

as well as a plan for

administration to

follow. It would not

make sense to make

significant

investments if the

City Council has

other plans in mind.

Programs and Projects

The City is organized under the 5P Team Management system, which serves to

coordinate and standardize personnel, projects, programs, problems, and performance. Presented

here are the City’s Programs and Projects, which outline every goal and objective of each

department’s functions. The purpose of defining everything the City does into Programs and

Projects is to start the process of cost control and performance measurement.

Cost control begins with identifying functions and assigning costs to each function. Every

function of the City has been defined into Programs and Projects. Programs outline major

departmental functions and goals. Projects outline activities and objectives which fulfill the

program. Defining the City’s functions into Programs and Projects offers additional benefits too.

Organized functions …

provide consistent data to compare for variance analysis.

are more efficient.

City of Auburn Ca pi t a l Im pro vem en t S umma ry

Operational

Budget Bond

Special Revenue

FY 2011

Department CIP1 CIP2 CIP3 CIP4

911 0 0 0 109,728

Airport 0 250,000 0 0

City Clerk 0 0 8,500 27,675

Engineering 20,000 2,703,651 70,000 945,825

Fire 0 225,000 35,000 59,000

ICT 0 68,500 24,000 25,000

Ingersoll Arena 0 0 11,680 0

LAEGC 0 0 0 2,009,998

Planning 0 0 5,538 97,314

Police 59,535 0 0 30,000

Property 0 0 0 61,000

Public Works 0 175,000 0 665,900

Recreation 0 0 39,000 19,895

Totals 79,535 3,422,151 193,718 4,051,335

Fiscal Year 2012



provide clear focus as to what the department should or should not do.

help eliminate “service-creep,” a term used to define the incremental addition or

expansion of local government service, and costs.

help employees understand departmental function.

help other departments understand the entire functions of the City, not simply

one’s individual department.

make identifying redundancies easier.

are expected by the public.

In the pages that follow are organizational charts for each of the City departments. These

charts display the City Program and Projects within each department. They are an easy way of

seeing how time, money, and other resources are being utilized within the City.

Establishing Programs and Projects is the first step toward building Performance

Measures, which will be established to measure productivity and efficiencies. By evaluating and

measuring projects output, programs can then be amended to reflect best management practices.

Fiscal Year 2012



Pro

gra

ms

Assessing

Real Estate

Deed Transfers

Owner/Address Changes

Exemptions

1-4 Reviews

Map Changes

Mobile Home Parks

Special Land Classifications

Personal Property

Businesses

Business Asset Request Mailing

706 & BETE

Business Equipment

Reimbursment

Permits

Loading

Annual Property

Process Data

Adjust Values

Commitment

Audit System Values

Audit Exemptions

Annual Reports

Munis Bridge

Calculate TIFs

Municipal Valuation

Report

LD1 & TIF Reports

Sales Ratio Study Tax

Share

Abatement/ Appeals

Property Review

& Appraisal

Supplements

Appeals

Prepare Defense/ Hearing

Board Reviews

Administration

Department Budget

Personnel

Performance

Cost Control

Senior Managment Activities

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

City Clerk

Vital Records

Filing Birth Records

Filing Death Records

Filing Marriage Records

Issuing Death Certificates

Issuing Marriage

Certificates

Business Licensing

New Licenses

Renewals

Fees

Taxicab & Driver

Food & Liquor Service

Mass Gathering

Tattoo Establishment

Massage Establishment

Flea Markets

Elections

Voter Registration

Staff Training

Petition Certification

Absentee Voting

Filing

City Council

Agendas

Resolves

Minutes

Packets

Administration

Department Budget

Personnel

Performance

Cost Control

Senior Management

Activities

Codification

Oaths

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Community Development

CommunityDevelopment Block Grant

Rehabilitation

Home Buyer

Public Improvements

Public Services

Acquisition & Demolition

HOMES Investment

Partnerships

Rehabilitation

Home Buyer

Rental

Tenant-Based Rental

Neighborhood Stabilization

Acquisition & Demolition

Lead

Rehabilitation

Administration

Department Budget

Personnel

Performance

Cost Control


Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Economic Development

Development Finance

Financing Sources

Financing Packages

Zoning

Planning Board

Regulatory Process

Community Meetings

Solicitation

Marketing

Meetings with Investors

Inquiries

Business - City Liason

TransportationLogistics

Airport

Turnpike

Railroads

Administration

Reporting

Regulatory Review

Department Budget

Legislative Initiatives

Development Protocol

Grant Administration

Sales

Tax-Acquired Properties

Sale of City Property

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Engineering

Project Development &

Management

Pre-Design & Planning

Data Analysis

Cost/Benefit Analysis

Survey

Design

Testing

Public Meetings

Land Acquisition

Env. Permits

Bid Preparation

Utility Coordination

Construction Inspection

Pavement Management

Street Inventory

Condition Assessment

Estimating

Bid Preparation

Utility Coordination

Excavation Permits

Inspections

Environmenal Compliance

Fill Permits

Inspections

Landfill Water

Quality Monitoring

NPDES Regulations

Stornwater Management

Landfill

Private Development

Review

Code Compliance

Reporting

Offsite Coordination

Bonding

Inspection

Fees

Right of Way Control

Indexing and Storage

Permits

Paper Streets

Utility Locates

Technical Assistance

Tax Map Updates

Drainage Issues

Research

Administration

Department Budget

Senior Management

Activities

Personnel

Performance

Cost Control

Street Addressing

New Assignements

Update 9-1-1

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Finance

Payroll

Time & Attendance

Checks

Payroll Taxes

W-2

Accounts Payable

Vendor

Invoice Entry/Checks

1099

Reconciling

City

School

Purchasing

Proposals

Contracts

Adminstration

Department Budget

Non-Personnel Budgets

Performance

Cost Control


Personnel

Revenues

5 Year Planner

Audit

Pre-Audit

CAFR

Property & Casualty

Claims

Repairs

Tax

Dog Licensing

Real Estate & Property Tax

Vehicle Registration

Hunting & Fishing Licenses

Garage Sale Permits

City Hall

Maintenance

Supplies

Regulations

Safety

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Fire Department

Operations

Fire Suppression

Emergency Medical Services

Hazardous Materials

Special Operations

Salvage

Fire Prevention

Inspections

Public Education

Community Outreach

Permits

Pre-Planning

Administration

Department Budget

Personnel

Training

Health and Safety

Cost Control

Senior Management

Activities

Performance

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Health & Social Services

Health

L/A Public Health

Committee

General Assistance

Billing

SSI Payee

Emergency Assistance

Community Cords

Trust Funds

Heating Assistance

Loan Program

Work Ready

Career Classes

GED Classes

Workfare

Administration

Senior Management

Activities

Required Reporting

Department Budget

Cost Control

Performance

Personnel

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Human Resources

Workers' Comp.

Medical Paperwork

Meetings

Transition Plans

Training

Mediations

Benefits and Salary

Open Enrollment

Claims

Employee Assistance

Non-Union Pay

Record Maintenance

Life Insurance

Recruitment

Advertising

Interviewing

File Maintenance

Orientations

Exit Interview

Promotional Exams

Substance Abuse Testing

Safety and Wellness

Inspections

Program Development

Training

AccidentInvestigation

Health Promotion

Health Fair

Fit Friendly

Wellness Team

Personnel

Evaluations

Hearings

Peer Support

Compliance

NIMS Training

OSHA Recordkeeping

Family Medical Leave Act

Sexual Harassment

Labor Relations

Collective Bargaining Agreement

Grieveances

Negitiations

Arbitration

Administration

Department Budget

Personnel

Performance

Cost Control

Senior Management

Activities

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

ICT

Server/PC Operations

Back-Ups

Maintenance

Document Management

Technical Services

LAN/WAN

Telephony

Application Systems

Development

Procurement

Installation

Support

Office Systems

Printers

Networks

Website

Access Controls

Consolidation Services

enerGov

gbaMS

AVGIS

Customer Service

Help Desk

Administration

Department Budget

Cost Control


Performance

Personnel

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Ingersoll Ice Arena

Concessions

Sales

Inventory

Pro Shop

Sales

Inventory

Services

Ice Rentals

Shinny

Youth

Private

Tournaments

Private Skate

Sponsorships

Boards

Wall Signs

other

Administration

Senior Management

Activities

Reporting

Department Budget

Cost Control

Performance

Personnel

Facilities Maintenance

Fundraising

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Library

Provide Materials

Purchasing

Promoting

Issuing Cards

Interlibrary Loan

Catalog

e-books

Databases

Information Sharing

Website

Service Desk

Material Maintenance

Monitor Statistics

Train Staff

Public Space

Teen Area

Study Area

Prime Time Area

Children's Area

Meeting Rooms

Facility Maintenance

Fundraising

Annual Fund

Endowments

Planned Giving

Major Gifts

Events

Kiosk

Book Sales

Community Outreach

Childrens' Programs

Teen Programs

Adult Programs

Administration

Senior Management

Activities

Performance

Department Budget

Cost Control

Personnel

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Parks and Recreation

Municipal Area Maintenance

Mowing

Sand Removal

Raking

Landscaping

Trash Removal

Repairs

Plowing

Sanding

Snow Removal

Special Events

Liberty Festival

Balloon Festival

Santa's Arrival

Carnivals

Fishing Derby

Fright Fest

Spring Celebration

Valentine's Day Dance

Winter Festival

Hot Shot Competition

Community Services

Christmas Decorations

Adopt-a-Spot

Seniors Programs

Alternative Sentencing

Program

Community Band

Graffiti Removal

Outdoor Ice Rinks

Wednesdays in the Park

Saturday Night Movies

Other Musical Performances

Open Gym

Camps

Football

Soccer

Mad Science

Summer

Vacation

Youth Sports

Football

T-ball

Kickball

Basketball

Soccer

Lacrosse

Track & Field

Recess Warriors

Running Club

Speed & Agility

Training

Adult Sports

Men's Basketball

Women'sBasketball

Men's Softball

Coed Softball

Dodgeball

Volleyball

Administration

Department Budget

Senior Management

Activities

Personnel

Performance

Cost Control

Lessons

Ice Skating

Tennis

Golf

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Planning and Permitting

Inspections

Electrical

Sanitation

Buildings

Plumbing (Internal)

Certificate of Occupancy

Fire

Subsurface Wastewater

Holiday/Festival

Planning

Planning Board

Zoning Board

Comp. Plan

Development Review

State Delegated

Review

Electrical

Fire Alarms

Traffic Signal Repair

City Maintenance

Street Lights

Holiday Preparation

Emergency Response

Fire Investigation

Administration

Department Budget/

Financials

Personnel

Performance

Cost Control


Customer Service &

Information

CodeCompliance

Housing/No Heat

Sanitation

Land Use

General Code

Plan Review

NOV i.e. Junkyards

Permits

Building

Plumbing (Internal)

Subsurface Wastewater

Electrical

Home Occupation

Sign

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Police

Community Services

Patrol

Emergency Response

Traffic/Speed Enforcement

Crime Enforcement

Accident Investigations

OUI & Seatbelt Enforcement

Community Events

Volunteers in Police Service

Investigations

Drug Enforcement

Sex Crimes

Violent Crimes

Crimes Against Person/Property

Computer Crimes

Identity Theft

Community Education

Youth Programs

School Resource Officer

Explorer Post #333

Police Activities League

After School Programs

Junior Police Camp

Community Resource

Elder Abuse Task Force

Hate & Bias Crime Task

Force

Retail Merchants (FORCE)

Citizens Police Academy

Community Outreach

National Night Out

Graffiti & Community

Cleanup Day

Prescription Drug Collection

Special Olympics

Senior Citizen Safety

Administration

Department Budget

Personnel

Cost Control

Senior Management

Activities

Pro

ject

s

Fiscal Year 2012



Pro

gra

ms

Public Works

Administration

Road Postings

Required Annual Reports

Department Budget

Personnel

Performance

Cost Control

Senior Management

Activities

Highway Maintenance

Culverts and Catch Basins

Culvert Steaming

Pavement Restoration

Road Maintenance

Traffic Lines

Ditching

Arborist

Fleet Services

Repair

Seasonal Changeover

Maintenance

Inspections

Environmental

Residential Waste

Collection

Storm Water Systems

Street Sweeping

Curbside Recycling

E-waste Recycling

Universal Waste

Recycling

Underground Tank

Inspection

Winter Operations

Plowing

Sanding

Snow Removal

Sand Removal

Sidewalks

Community Services

Festival Plaza

Christmas Decorations

Parking Garage

Banners

Pro

ject

s

Fiscal Year 2012



Departmental Goals

Every year, each Department Manager establishes goals that support the City’s corporate

culture; to provide superior services at an affordable cost. Goals are written based on the needs

of the community, the needs of the department, and the resources available at the time. Goals

may be modified as new needs are identified and older needs change, but the following goals

give purpose and direction to each Department Manager while supporting the corporate culture.

What follows are the goals written by each Department Manager and the results of which will later

become part of the evaluative process.

FY12 Goals - Assessing “Maintain Equity for Valuation Purposes”

Goal

1 Encourage Active Citizen Participation in City Government

Develop informative and interactive online services and public communication via the

website.

Educate public and provide information of tax incentive programs.

Goal

2

Enhance the Delivery of Quality Service

Complete the scanning project of assessing data in order to provide more information

electronically to the public.

Review and modify how our services are delivered online and interoffice.

Improve the response time in posting data to the web.

Goal

3

Cost Controls

Audit programs to define problems, improve efficiencies and identify cost reductions.

Cross train with other departments, learn enerGov and improve the inspection process.

Implement a new program for the processing of deed transfers. Deeds will be directly

downloaded from the registry for processing.

Fiscal Year 2012



FY 12 Goals – Health and Social Services “Enabling Auburn Families to Achieve Self-Sufficiency in a Financially Responsible Way”

Goal

1

Encourage Active Citizen Participation in City Government

Increase client participation in Auburn Adult Education to provide needed education to

individuals without GED or high school diploma.

Market and seek contributions for the food pantry.

Raise community awareness about homelessness by participating in an annual

homelessness vigil.

Go

al

2


Work with the Maine Welfare Directors’ Association (MWDA) legislation committee

and Maine Municipal Association (MMA) to monitor legislation changes to our

vulnerable population.

Partner in the Crisis Response Team to ensure that emergency food and shelter are

available.

Goa

l 3 Control Costs

Increase referrals to minimize the financial burden on the City.

Seek out new programs available in the area for clients.

Have clients seek out volunteer opportunities for them to do workfare.

FY12 Goals - City Clerk “The Golden Rule of Customer Service, Treat Others as You Want to be Treated”

Go

al


Improve business licensing process and communication with businesses.

EnerGov - beta test business licensing software, implement and promote online

services.

Go

al

2 Enhance the Delivery of Quality Service

Encourage employee development and administer employee recognition.

Evaluate customer needs through a customer service survey, hours of operation,

modify how our services are delivered and offer more online services.

Goal

3 Cost Controls

Organize, evaluate and prioritize tasks.

Gather data from financial software Munis, EnerGov and other available data sources

to see where improvements are needed and make corresponding improvements.

Fiscal Year 2012



FY 12 Goals – Human Resources “Helping Employees Bring Value”

Go

al


Facilitate the recruitment/application process by allowing on-line completion and

submission of applications.

Participate in at least one local career fair.

Go

al


Develop system that supports timely evaluations of all non-union personnel.

Provide support/accountability and training for all safety programs to ensure

compliance with Bureau of Labor Standards.

Goal

3

Control Costs

Explore the feasibility of offering more health insurance options to employees to meet

the needs of a diverse employee group.

Reduce employee absenteeism by reducing injuries through Injury Management and

Health Promotion Program.

Continue collaborations with Lewiston (i.e. firefighter recruitment).

Collect data on sick leave usage to identify patterns and reduce absenteeism through

accountability.

FY 12 Goals - Finance “Committed to Supporting Internal and External Customers with Timely and Accurate Information”

Goal


Create and promote online services.

Updated amounts on Real Estate and Personal Property tax bills on the City’s website.

Go

al


Decentralize payroll (time entry).

Cross train employees within the department.

Empower departments with Munis training to promote the highest level of utilization.

Go

al

3

Control Costs

Go Docs.

Email Bids to reduce paper and mailing costs.

Request for proposal for posting real time tax bills online.

Implement software to bridge school transactions into city’s software therefore

eliminating duplications.

Fiscal Year 2012



FY12 Goals - Fire/Rescue “To Protect Life, Property, and the Environment from the Adverse Effects of Hazards, both Natural

and Manmade”

Go

al

1


Establish an on-line customer survey to obtain feedback from consumers of our service.

Implement a self fire inspection program for select businesses.

Expand department outreach programs to include volunteers i.e. following up on

burning permits, health & safety clinics, etc.

Goal

2

Enhance the Delivery of Quality Services

Conduct a standard of cover assessment to ensure station locations, staff and response

times are adequate for the city.

Assess all emergency call types and determine what fits department’s mission

statement.

Update, reformat all department SOPs, orders, and job descriptions using accreditation

models.

Goal

3

Control Costs

Continue to expand cost neutral training mechanisms/alternatives.

Develop, implement, and monitor energy conservation methods.

Expand on current technology to deliver traditional services in a more cost effective

manner.

FY12 Goals - Information Communication and Technology “Leaders in Technology that Transform how Departments Connect, Communicate, and Collaborate”

Go

al

1


Phase out work order email that resides on current website. Implement an online work

request module that contains a status of completion and a reference number.

Prepare to migrate from the .Net WebGIS application to the AP Flex GIS framework.

Coordinate the migrate and workflow with Lewiston GIS and AVGIS. Implement the

new AP Flex. Train and market the new online GIS.

Go

al

2


Maintain our GIS parcels and tax maps on a monthly basis. When tax assessment is

complete, the GIS tax maps and parcels will be updated and served out to the public.

Advance knowledge in crystal reports. Go to training at enerGov to learn the enerGov

database structure.

Evaluate city’s needs for PC. Coordinate PC purchases with the County. Purchase and

implement the new PCs.

Fiscal Year 2012



Go

al

3 Cost Control

Ascertain project management software that fits the needs of the ICT department.

ESRI Licensing will be evaluated. We will complete ArcGIS upgrades for all ArcGIS

users that are not working on version 10.

FY12 Goals - Library “We Have the Answer!”

Goal

1

Encourage Active Citizen Participation with the City of Auburn and Auburn Public

Library

Establish a mechanism for re-defining the role of Library Corporator in order to

encourage greater public involvement.

Continue to improve sharing of City government information with the public (e.g.

Council Meeting DVD’s, City Manager Weekly Reports, etc.)

Further engage City managers and officials in promoting reading.

Help create an employable workforce through skills training and information

Build on partnership with Workforce Development Council, Career Center and Job

Corps to provide programs for youth and adults.

Promote the Learn a Test database and other relevant resources.

Goal

2


Expand collaboration with Auburn School Department to promote summer reading.

Expand collaboration with preschool programs to promote My First Library Card/parent

education.

Expand and improve Family Literacy collections and activities.

Redesign nonfiction collection to encourage self-service.

Increase functionality of web site.

Install wireless printing solution.

Go

al

3

Control Costs

Implement efficiencies indicated by workload study.

Recruit additional volunteers to improve cost effectiveness and scope of services.

Increase collaboration with other agencies to leverage resources.

Increase Donations and Gains by 5%.

Investigate cloud computing options.

Fiscal Year 2012



FY12 Goals - Parks & Recreation Department “Make Every Move Count”

“Safety, Fun and Value through Affordable Programming”

Go

al


Ensure the use of customer program review surveys to improve the value of our

programs and services as well as increase the number of registrations in the programs.

Ensure feedback forms are available online and interactive.

Goa

l 2


Implement new orientation and training materials to prepare entry level staff to provide

programming consistent with the corporate culture.

Develop a program evaluation system and report quarterly upon the findings to include

financial information, assessments and program recommendations.

Collaborate with others to provide programs and services we currently are unable to do.

Create new programming choices and execute within projected budget.

Goal

3

Control Costs

Replace the gym lights with energy efficient models.

Develop financial control measures to monitor operations/programs.

FY12 Goals – Planning and Permitting “We Want Development!”

Goal

1


Provide 24-hour information and applications through the Citizen Access Portal

(CAP). Advertise and promote the use of CAP.

Establish Comprehensive Plan Implementation program to ensure the plan is

implemented effectively and efficiently.

Analyze and evaluate services to define what is/is not important to the community and

prioritize services accordingly.

Go

al

2


Utilize Energov and MobileGov to their highest capacity by providing thorough

training to all P&P staff through the use of EnerGov to maintain a high level of service

for our customers.

Establish procedures and make available reference materials so staff can provide

consistent and predictable service.

Streamline the permitting process.

Market and Use Delegated Review for Life Safety, Storm water, Site Law and Traffic

to make investing in Auburn predictable and more attractive than the rest of the State

of Maine.

Fiscal Year 2012



Go

al

3

Cost Controls

Control or reduce costs with efficiencies gained by CAP and MobileGov.

Collect and evaluate data from Energov to monitor performance and improve

efficiency.

Develop “Easy” permits for low value/low risk projects that do not require staff time

for review or inspection but still provide necessary documentation.

Redistribute workloads to respond to changing conditions, priorities and resources.

FY12 Goals - Police “Protecting the quality of life in our community through our core values of Honor, Excellence, Loyalty

and Professionalism”

Goal

1


Develop a technology based crime mapping system for citizen interaction.

Conduct two Citizen Police Academies to increase citizen knowledge.

Recruit and train citizens to be certified in the national CERT (Community Emergency

Response Team) program for Androscoggin County.

Goal

2


Create organization succession planning through the development of a mentoring

program.

Provide time sensitive analysis to the patrol and detective divisions to deploy

preventative resources through COPSAP (Community Oriented Problem Solving

Analysis Project).

Develop an on-line citizen reporting system to maximize officer deployment time.

Expand the Volunteers in Police Services program to improve delivery of city-wide

services.

Goal

3

Control Costs Evaluate present police methods and programs to provide a more efficient return on

each taxpayer dollar.

Research and assess innovative solutions to reduce taxpayer burden.

Review current policies and adjust budget allocations to ensure quality fiscal

management.

Fiscal Year 2012



FY12 Goals – Public Works/Engineering “Leading Community Pride”

“Provide Innovative Idea and Responsible Results”

Go

al


Implement “gbaMS Dashboard” module to allow customers to request and track work

order statuses online.

Go

al

2


Complete an analysis of our work programs and training needs to determine an

acceptable performance levels. Review the services that we currently provide,

determining if the applied resources (labor, equipment, money) utilized in our

programs provide a desired benefit to the community.

Provide only the services that make sense based upon the Needs Assessment, and

determine the optimum resource level. Services that we cannot efficiently provide will

be considered for privatization.

Coordinate Engineering and Planning projects.

Goal

3

Cost Controls

Identify the true cost of providing our services, and create a baseline for accurate

comparison with private sector costs.

Reevaluate the condition of all City streets, develop an inventory and provide

recommendation for future CIPs.

Fiscal Year 2012



Joint Services

The Twin Cities of Lewiston and Auburn continue their joint EnerGov project. When

complete, 8 departments in each city will have joined many functions so that conducting

business in either City will appear as seamless as possible. The project began last summer by

each City reviewing existing paper processes and then suggesting how they may become

automated. The next Phase for this summer is MobileGov, Citizen Access, and Business

Licensing. Though joining services may seem as an easy concept, this project has required a lot

of hard work from the staffs of both Cities; not just in terms of learning new systems, but first

having the design new systems altogether.

Summary of CIP Purchases

Cost planning and cost controls are two of the most important managerial functions

employed by the administrative staff when it comes to ensuring accountability. We can use data

from previous years to inform our current decisions, which we are now doing while reflecting

upon the FY11 CIP Purchases.

For our own benefit, and also as a result of Councilor requests, the following report has

been compiled to summarize how the FY11 CIP monies have been expended to date.

Information contained in the chart includes the approved purchase and council-approved amount,

listings of items or services purchased, and comments regarding the future plans for work and

remaining funds.

Please note that FY11 is still underway and much of the money cannot be spent until the

spring and summer months when the weather is appropriate for the projects being done.

Fiscal Year 2012



Dept. FY11 Projects & Capital Purchases

FY 2011

Council

Approved

YTD

Expended Comments

Capital Purchases -- Operational Budget (CIP1)

Eng Pavement Survey $ 25,000

Subtotal $ 25,000 $ - Spring

2011

Fire Fire Hose & Couplings $ 14,000

5 forestry hoses $ 710

26 hose couplings $ 9,911

14 white hoses $ 1,808

Subtotal $ 14,000 $ 12,429 $1,571

remaining

ICT Server Replacement $ 8,000

Subtotal $ 8,000 $ - Spring

2011

Police Fleet Replacement $ 23,248

Subtotal $ 23,248 $ - rollover to

FY12

CIP 1 Grand Totals $ 70,248 $ 12,429

Capital Purchases -- Bond (CIP2)

Eng Major Drainage $ 460,000

2010 CSO Share $ 25,411

MS4 Year 2 Permitting $ 9,126

Subtotal $ 460,000 $ 34,537

$425,463

remaining

Eng MDOT Match $ 200,000

Riverside Dr. Recon Consultant $ 52,372

Subtotal $ 200,000 $ 52,372

$147,628

remaining

Eng Reclaim & Resurface $ 1,883,184

Adams Ave. Resurface

Fiscal Year 2012




FY 2011

Council

Approved

YTD

Expended Comments

Harris St. Resurface

Forest Ave. Resurface

Gillander Ave. Resurface

Gamage Ave. Resurface

Sunset Ave. Resurface

Sunset Ct. Resurface

North Auburn Rd. Resurface

Trask Ave. Resurface

Grandview Ave. Resurface

Harrison Cir. Resurface

Huard Ave. Resurface

Johnson Rd. Resurface

Skillings Corner Rd. Resurface

Stevens Mills Rd. Resurface

East Waterman Rd. Resurface $1,883,184

Subtotal $ 1,883,184 $1,883,184

Eng Reconstruction $ 2,088,542

19th St. Reconstruction

Roy St. Reconstruction

Lafayette St. Reconstruction

Avon St. Reconstruction

Beckett St. Reconstruction

Candia St. Reconstruction

Dee St. Reconstruction

Enfield St. Reconstruction

Flanders St. Reconstruction

Gosnold St. Reconstruction

Kilsyth St. Reconstruction

Ipswich St. Reconstruction

Laureat St. Reconstruction $1,825,248

Survey Design Consultations $ 51,398

Subtotal $ 2,088,542 $1,876,646

$211,896

remaining

Eng Sidewalk Improvement Program $ 100,000

Subtotal $ 100,000 $ - Spring 2011

ICT Integrated Messaging $ 25,000

Subtotal $ 25,000 $ - Researching

Fiscal Year 2012




FY 2011

Council

Approved

YTD

Expended Comments

Fire Central Station Parking & Ramp $ 150,000


Planning Traffic Signal Loop Repairs $ 44,800

AD Electric $ 5,767

Subtotal $ 44,800 $ 5,767 $39,033

remaining

Planning Roadway Lighting Upgrades $ 7,000


Planning Traffic Signal Preemption Repairs $ 3,850


Police Building Improvements $ 40,000

Priority Access $ 2,383

Interview Rooms $ 10,790

Lobby $ 9,037

Furniture $ 1,225

Paint/Repairs $ 4,286

Wiring $ 1,587

Subtotal $ 40,000 $ 29,308

$10,692

remaining

PW Building and Grounds $ 26,500

Caulking & Backing $ 44

Replacement Window $ 5,088

Caulking for Window $ 189

Heavy Duty Caulking $ 13

Cedar Shakes $ 7

Subtotal $ 26,500 $ 5,341

$21,159

remaining

Fiscal Year 2012




FY 2011

Council

Approved

YTD

Expended Comments

PW Heavy Equipment $ 238,050

Sidewalk Tractor $ 134,880

Subtotal $ 238,050 $ 134,880

$103,170

remaining

Rec Softball Field repairs $ 15,000


Rec Flash Cam $ 6,500


CIP 2 Grand Totals $ 5,288,426 $4,022,035

Capital Purchases -- Special Revenue (CIP3)

Clerk Election Equipment $ 42,000 Pending

Regulation

Change Subtotal $ 42,000 $ -

Eng Municipal Parking Garage $ 80,000

Snow Removal $ 38,180

Water $ 1,116

Advertising $ 23

Telephone $ 444

Electricity $ 26,409

Electrical Work $ 204

Improvement Supplies $ 269

Postage $ 398

Subtotal $ 80,000 $ 67,043 $12,957

remaining

Fiscal Year 2012




FY 2011

Council

Approved

YTD

Expended Comments

ICT Network Infrastructure $ 6,000

Subtotal $ 6,000 $ - Researching

Fire Power Back-up Engine 5 $ 22,000

Subtotal $ 22,000 $ - Grant not

funded

Planning Parking Garage LED Retrofit $ 50,000

LED Lighting $ 37,279

Subtotal $ 50,000 $ 37,279 $12,721

remaining

PW Drainage Imp. Program - General $ 69,000

Erosion Control Fabric $ 134

Hay Bale $ 854

Grass Seed $ 231

Corrugated Polyethylene Underdrain $ 947

15'' Corrugated Polyethylene Pipe $ 1,571

24'' Corrugated Polyethylene Pipe $ 721

Stone Rip Rap $ 240

Subtotal $ 69,000 $ 4,698 $64,302

remaining

PW Non-Vehicle Equipment $ 42,000


PW Machinery $ 4,000


PW Street Improvement - Emulsion $ 20,000

Hot Patch $ 20,000

Subtotal $ 20,000 $ 20,000

Fiscal Year 2012




FY 2011

Council

Approved

YTD

Expended Comments

PW Guard Rail Replacement $ 20,000

Materials $ 4,330

Subtotal $ 20,000 $ 4,330 $15,670

remaining

PW Court St. Retaining Wall Repair $ 15,000


CIP 3 Grand Totals $ 370,000 $ 133,350

Documents

2012 Municipal Budget Message 3-14-11a