rDRAFT PUBLIC FACILITIES/SERVICES POLICIES AND STRATEGIES

November 15, 2011

State Goal: Plan for, finance and develop an efficient system of public facilities and services to accommodate growth and economic development.

Local Goal: Maintain and improve our system of facilities and services in a manner that is cost effective and efficient and that helps support job creation and population growth.

Introduction: Overall, the condition of Fort Kent’s public facilities and services is very good. They meet the present needs of the community and should continue to do so for the next ten years. This is the result of substantial investment from taxpayers, the leveraging of State and Federal grant opportunities over the past 10-15 years and good management. There were only two services suggested as lacking in the community, first, a youth center and second a taxi service. Both of these could be privately developed and would help secure tax base and employment. The challenges faced by the community in maintaining and improving its systems are largely related to rising costs of operation and maintenance and demands from new tax- exempt development at the University and hospital. In the case of water and sewer, a shrinking user base has also had an impact. The lack of population growth has created a situation where fewer taxpayers must help cover rising costs of other facilities/services. Fortunately, Fort Kent understands the link between an efficient system of public facilities/services and its long term sustainability and potential for growth.

The process of identifying the issues facing the town’s facilities/services over the next ten years involved participation from all department heads, except for recreation, which was handled separately. They have the direct knowledge of the day to workings and challenges of managing their facilities. This allowed many significant issues related to capacity, maintenance, staffing and training to be identified. The department heads agreed that burden of cost needs to be distributed fairly among the beneficiaries including residents, developers, tax-exempt organizations and neighboring communities. One key issue not faced by many communities is the maintenance of the flood control levee and the need to replace an aging pump station. Water and Wastewater Departments are faced with a similar issue with some pump stations requiring replacement within the 10 year scope of this plan and capital investment schedule. Training for police officers, firefighters and paramedics is another issue from the standpoint of cost and the financial capacity to compensate volunteer members. The location and type of development impacts most departments in some way and the regulation of this must be done in a way that does not deter growth. Population outmigration and new residential growth outside of the service area has eroded the user base for Water and Wastewater and causes the cost to be carried by fewer customers. The policies and strategies below attempt to address these and other issues.

Determining public facility and service investment priority is always difficult and even more so in a down economy and declining population. Every facility/service requires investment but some may be prioritized based on cost benefit. Will the investment help improve efficiency, control long term operation and maintenance costs, or attract new residential, commercial or industrial development and tax or customer base? The answers help establish priority. Most often, investments are obligatory to comply with laws and regulations and the service life of the facility, component or equipment. In these cases, investment can only be delayed so long before disruption of service or operating cost creates bigger problems. Roads, public safety and recreation were all identified as priority areas for investment. As the future land use plan takes shape and specific areas of town are designated for growth, investment priorities may be directed to growth areas.

I. Policies Public Safety/Police and Fire: When it comes to first responders, there is little room for compromise in the areas of equipment, staffing and training. Facilities are presently adequate. Future regulatory changes may create a need for unanticipated investment. Refer to the Hazard Mitigation section for some of the issues related to public safety and strategies that address these issues. Cost of training is one of the most significant burdens for Police and Fire Departments.

Policy 1: Maintain and, when justified, improve department capacity in the areas of communication, equipment, staffing and training.

Strategies:

a. Replace vehicles and equipment according to the schedule outlined in the town’s Capital Investment Plan.

b. Continue to raise funds through the use of incremental contributions to reserve accounts and application to Homeland Security and other Federal and State grant programs.

c. Focus police officer recruitment efforts on trained and experience personnel and develop an incentives package based on a percentage of the cost of training. Search nationally.

d. Participate in a regional firefighter training and recruitment program with automatic/mutual aid departments and seek funding under FEMA-Staffing for Adequate Fire and Emergency Response (SAFER) and other sources.

e. Modify the building permit application process to include identification of the use of manufactured laminate, trusses, beams and joist and create a Fire Department response code for these structures.

f. Gradually increase/expend funds for stipends, wages and training in department budgets.

g. Continue to control costs by utilizing access to State/Federal grant programs and surplus sites for some purchases.

Policy 2: Maintain facilities and facility systems in top condition to protect vehicles and equipment and control operating costs.

Strategies:

a. Continue to budget for annual expenses related to building maintenance.

b. Designate and train a staff member as a certified facility manager to conduct annual facility inspections and develop the maintenance budget.

c. Seek State/Federal grant funding for energy efficiency upgrades and use maintenance budgets as leverage.

d. Study the cost benefit of a SUV police cruiser and cruiser garage in the operation and maintenance of the department and vehicles.

II. Policies-Water and Wastewater: Complicated, specialized and critical to public health and quality of life in the community, this public facility/service cannot fail without major implications. This can only be avoided through careful monitoring and routine replacement of system components before the end of their service life. There are always some unanticipated repair expenses. These facilities have ample capacity to accommodate growth and they need to reverse a declining user base. The 2011 sewage treatment plant relicensing will result in a reduction in pounds of discharge and may adversely impact future growth potential. The future land use plan and related zoning amendments can help direct various types of growth and investment to areas where delivering these services is more cost effective while expanding the user base. The Hazard Mitigation section also addresses strategies related to Water and Wastewater Facilities.

Policy 1: Maintain water and wastewater facilities and staffing at adequate levels to protect the health of users, water quality, control operating and maintenance cost and support community growth and economic development.

Strategies:

a. Replace/upgrade pumps, equipment and other system components according to the schedule outlined in the town’s10-year Capital Investment Plan.

b. Research fee schedules of other Maine communities to identify revenue opportunities. Update fee schedule to generate revenue to help address grant leverage and staffing needs. Maintain hook-up and other fees comparable to other Aroostook communities.

c. Research and report opportunities to expand the water/sewer to existing development with a focus on gravity operation and public health protection.

d. Apply for USDA and CDBG- economic development infrastructure funds to provide water/wastewater service and pre-treatment facilities to new businesses as opportunities emerge.

e. Work with the Town Council and the public to maintain reserve funds to be used as grant leverage funds.

f. Periodically compare users rates with other Aroostook communities as a basis for rate adjustments and report to Town Council.

III. Policies-Public Works Garage, Roads and Levee: The public works department has broad maintenance responsibilities in the community that go well beyond just roads and include the Heritage Trail and parks. As a result, they are one of the largest departments of the town from both a staffing and budgetary standpoint. They operate and maintain equipment, vehicles and some construction equipment and require a maintenance garage to accomplish their mission. The flood control levee is a unique responsibility of Public Works that creates an ongoing demand. The Town is presently awaiting revised floodplain maps from FEMA in order to implement the Levee Recertification Study. The study will determine any needed areas of investment in the levee system. Multiple recreation facilities, sidewalks and streetlights on Main Street are also part of the responsibilities of this department. Both the Transportation and Hazard Mitigation sections addresses strategies related to Public Works.

Policy 1: Continue to maintain the Levee system to perform to its design capacity and protect the downtown businesses and community.

Strategies:

a. When completed, implement the recommendations of the levee recertification study and include in an updated 5- year Capital Improvement Plan.

b. Determine the need and cost to replace both obsolete pumps and any building modifications at the levee pump station and include in the schedule outlined in the town’s10-year Capital Investment Plan.

c. Research options, design and cost for remote inspection/observation of the levee pumps and building and include in an updated 5- year Capital Improvement Plan.

d. Develop a design and cost estimate to increase the levee height using 800 feet of concrete barriers beginning at the Block House to allow for a 32 foot flood level with free board and include in the town’s10-year Capital Investment Plan. Seek Army Corp approval of the method.

Policy 2: Continue to maintain the Town Garage Facility to provide service space and protection for vehicles, equipment and materials and safety required by the Department.

Strategies:

a. Continue to budget for annual expenses related to building maintenance.

b. Evaluate through a professional energy audit the opportunities to lower building operating costs related to energy efficiency for heating and lighting.

c. Include recommended energy efficiency upgrades, including overhead doors, in the town’s 5-year updated Capital Improvement Plan.

d. Complete a feasibility study of a biomass boiler to heat public works and sewage treatment facilities at the site.

e. Research types and costs for a fire alarm system at the facility and include in an updated 5- year Capital Improvement Plan.

Policy 3: Improve the efficiency of operations and control the costs for services delivered by the Department.

Strategies:

a. Amend the local road construction ordinance to include a sliding impact fee schedule for road designs/locations that result in higher maintenance costs.

b. Encourage the privatization of new roads by allowing road maintenance associations in new subdivisions and property tax incentives for developers/lot owners.

c. Create incentives for new development in designated growth areas in close proximity to services that may include a waiver of permit and other fees.

d. On a case by case basis, evaluate the total cost of reopening a closed road before deciding on a request. Amend road ordinance to reflect this process.

e. Research opportunities to discontinue ownership or maintenance of existing rural roads with few residences and propose modest property tax reductions for owners.

f. Continue existing joint purchasing with the MDOT and NMDC on culverts and road salt.

g. Create new regional opportunities for joint purchasing with other departments, municipalities and private companies in such areas as fuel, lubricants, tires, parts and other.

h. Research the design and cost of a salt/sand storage building and fuel depot and include in the updated 5- year Capital Improvement Plan.

IV. Policies- General Municipal Facility/Services: Like all of Fort Kent’s departments, Administration Services and the Town Office Facility are meeting the present needs of the community and will likely continue to do so within the scope of this plan. The facility has been well maintained. Residents receive an excellent level of general government services. General government services include everything from tax collection to dog licenses. Among many important functions of Administration is the orchestrating of the Town departments management systems and their fiscal capacity. Planning, economic development and code enforcement functions are also based at the Municipal Center. This department compliments municipal administration by tracking tax base changes and procuring funds for community improvements. Planning and Economic Development are also discussed in the section on Local Economy. Administration’s overall perspective of town operations allows it to see opportunities to improve efficiency and growth and avoid liabilities. Their challenge is to balance these complex responsibilities.

Policy 1: Improve efficiency, cost for services and revenue generated by all Departments to minimize property tax burden and promote community growth.

Strategies:

a. Develop the Town’s information database and technology to include the following on-line services; vehicle registrations, hunting/fishing licensing, electronic funds transfer for property tax, water, sewer and other fee payments, submission of building (land use) permit applications, real estate assessment data and expand over the next 10 years.

b. Update computer systems and software every 3-5 years to improve speed and reliability.

c. Develop a new building permit fee structure based on a fractional percentage of the buildings projected tax assessed value plus cost associated with State minimum building code compliance.

d. Research the opportunities and limitations of a service fee schedule for property tax-exempt organizations that request services beyond a stated minimum.

Policy 2: Continue to maintain the Municipal Center Facility to provide a modern, energy efficient and professional setting from which to provide the services.

Strategies:

a. Continue to budget for annual expenses related to building maintenance.

b. Evaluate opportunities to lower building operating costs related to energy efficiency by completing an energy audit.

c. Include recommended energy efficiency upgrades in the town’s 5-year update of its Capital Improvement Plan.

d. Replace the existing boiler system with a modern multi-fuel system as recommended.

e. Replace the existing roofing as may be required and include in the town’s 5-year update of its Capital Improvement Plan.

V. Policies-New Community Services

Policy 1: Encourage non-profits and entrepreneurs to provide new community services, when appropriate, as a means of creating jobs and serving local needs.

Strategies:

a. Publicize the need for new local services through the Planning and Development Office and Chamber of Commerce websites.

b. Continue to seek and provide CDBG-Micro-Business and other grants for non-profits and new service businesses.