2012 municipal budget message 3-14-11a
DESCRIPTION
Auburn City Manager Glenn Aho's proposed 2011-12 budget message.TRANSCRIPT
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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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
Senior Managment Activities
Pro
ject
s
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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
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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
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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
Senior Managment Activities
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
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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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 20
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
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GEA “Superior Services at an Affordable Cost” Page | 21
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
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GEA “Superior Services at an Affordable Cost” Page | 22
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
Senior Managment Activities
Performance
Personnel
Pro
ject
s
Fiscal Year 2012
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GEA “Superior Services at an Affordable Cost” Page | 23
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 24
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 25
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 26
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
Senior Managment Activities
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 27
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 28
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 29
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 30
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
Enhance the Delivery of Quality Service
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
1 Encourage Active Citizen Participation in City Government
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 31
FY 12 Goals – Human Resources “Helping Employees Bring Value”
Go
al
1 Encourage Active Citizen Participation in City Government
Facilitate the recruitment/application process by allowing on-line completion and
submission of applications.
Participate in at least one local career fair.
Go
al
2 Enhance the Delivery of Quality Service
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
1 Encourage Active Citizen Participation in City Government
Create and promote online services.
Updated amounts on Real Estate and Personal Property tax bills on the City’s website.
Go
al
2 Enhance the Delivery of Quality Service
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 32
FY12 Goals - Fire/Rescue “To Protect Life, Property, and the Environment from the Adverse Effects of Hazards, both Natural
and Manmade”
Go
al
1
Encourage Active Citizen Participation in City Government
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
Encourage Active Citizen Participation in City Government
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
Enhance the Delivery of Quality Services
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 33
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
Enhance the Delivery of Quality Services
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 34
FY12 Goals - Parks & Recreation Department “Make Every Move Count”
“Safety, Fun and Value through Affordable Programming”
Go
al
1 Encourage Active Citizen Participation in City Government
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
Enhance the Delivery of Quality Services
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
Encourage Active Citizen Participation in City Government
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
Enhance the Delivery of Quality Service
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 35
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
Encourage Active Citizen Participation in City Government
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
Enhance the Delivery of Quality Service
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 36
FY12 Goals – Public Works/Engineering “Leading Community Pride”
“Provide Innovative Idea and Responsible Results”
Go
al
1 Encourage Active Citizen Participation in City Government
Implement “gbaMS Dashboard” module to allow customers to request and track work
order statuses online.
Go
al
2
Enhance the Delivery of Quality Service
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 37
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 38
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 39
Dept. FY11 Projects & Capital Purchases
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 40
Dept. FY11 Projects & Capital Purchases
FY 2011
Council
Approved
YTD
Expended Comments
Fire Central Station Parking & Ramp $ 150,000
Subtotal $ 150,000 $ - Spring 2011
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
Subtotal $ 7,000 $ - Spring 2011
Planning Traffic Signal Preemption Repairs $ 3,850
Subtotal $ 3,850 $ - Spring 2011
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 41
Dept. FY11 Projects & Capital Purchases
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
Subtotal $ 15,000 $ - Spring 2011
Rec Flash Cam $ 6,500
Subtotal $ 6,500 $ - Spring 2011
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
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 42
Dept. FY11 Projects & Capital Purchases
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
Subtotal $ 42,000 $ - Spring 2011
PW Machinery $ 4,000
Subtotal $ 4,000 $ - Spring 2011
PW Street Improvement - Emulsion $ 20,000
Hot Patch $ 20,000
Subtotal $ 20,000 $ 20,000
Fiscal Year 2012
City of Auburn Municipal Budget Message
GEA “Superior Services at an Affordable Cost” Page | 43
Dept. FY11 Projects & Capital Purchases
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
Subtotal $ 15,000 $ - Spring 2011
CIP 3 Grand Totals $ 370,000 $ 133,350