City of Portland, Maine City Manager?s Recommended Budget FY17 Budget July 1, 2016 June 30, 2017 FY2017 BUDGET CITY RECOMMENDATION TABLE OF CONTENTS LETTER OF TRANSMITTAL COMPARATIVE BUDGET PLAN (GENERAL FUND) COMPARATIVE BUDGET PLAN (ENTERPRISE FUNDS) TAX RATE COMPUTATION NON-TAX REVENUE SUMMARY BY DEPARTMENT EXPENDITURE SUMMARY BY CATEGORY TAX LEVY BY BUDGET CATEGORY STAFFING FTE CHANGE SUMMARY STAFFING FTE CHANGE DETAIL APRIL BUDGET CALENDAR MAY BUDGET CALENDAR Page 04/01/16 Portland, Maine - Yes. Life?s good here. Executive Department Jon P. Jennings. City Manager April 4, 2016 To Mayor Strimling and Members of the Portland City Council: Pursuant to Article VI, Section 5(e) and Article VII, Sections 5 and 6 of the City of Portland Charter, 1 am hereby submitting the City Manager?s Recommended $236 million FY17 Municipal Operating Budget. This submission was developed with guidance of City Council goals and my operational priorities for the City. Portland continues to be an attractive place for people to live, work, and visit. And we continue to grow as evidenced by the $68 million increase in our tax base and the in?ux of permitting and development review requests. Just recently Portland was honored as being one of the top 25 most educated cities in the country thanks to the 44% of our residents who hold a bachelor?s degree or higher. This means that our population is highly skilled to support future workforce needs. We also continue to receive national recognition for our growing start-up and entrepreneurial sector. And, of course, we continue to be a major tourism destination. This year we will welcome more than 100,000 cruise ship passenger visitors, and on top of that comes the news that ferry service to Yarmouth, Nova Scotia will remain active through the new operation by Bay Ferries. We continue to restructure and modernize services to achieve ef?ciencies and increase productivity. This can be seen through investment in our Information Technology with the roll out of a new email and applications provider; proposed new rules for tax acquired property so we can more easily and quickly return property to the tax rolls and productive use; and the new one-stop permitting, licensing, and inspections shop, which will centralize services and reduce wait times. We will continue to look at all ways of modernizing City government. We remain steadfast in our commitment to improve our neighborhoods, open spaces, and housing stock. Our Planning Urban Development Department permitted more than 1,100 units of new housing in calendar year 2015. We are at the precipice of construction beginning on the Midtown housing and retail project in Bayside, we approved zoning and the historic district for the Portland Company project so the developers can now begin the development review process, and we adopted a new inclusionary zoning ordinance that helps to ensure that as we continue to grow, we grow more equitably. All told, the team reviewed and approved $1 10 million of private investment in the city in calendar year 2015. We also completed the comprehensive Portland Open Space Vision Implementation Plan with the Trust for Public Land and many stakeholders. The plan lays the groundwork for how we can sustain and build on our historic system of 63 parks, 104 acres of trails, and open spaces to enhance our quality of life, protect our environment, and promote the economic well-being of our remarkable city by the sea. You?ll see that some of the key recommendations from that plan are included in the budget goals for this fiscal year. In support of our economic growth, the Economic Development team closed on the City?s purchase of 212 and 250 Canco Road, which assists in the tranfsitioning of the City?s Public Works Department off the peninsula and will open sites in Bayside for sale redevelopment. Following the ?rst sale of one of the sites at the Portland Technology Park, Patrons Oxford InSUrance will begin construction soon on a 19,000 square foot new headquarters, bringing more than 40 jobs when it opens in early 2017. The Portland Development Corporation (PDC) closed eight loans in FY15 for a total of $607,033, leveraging more than $3.4 million in private investment, creating eight and retaining 55 jobs. To date in FY16, the team has closed on three loans, and an additional loan cdmmitment, for a total of $247,500, leveraging another $764,000+ in private investment, creating sevenjo;bs and retaining 11 jobs. We also continue to provide key health and humanf services for our people. To help confront our growing substance abuse crisis, we identi?ed drug forfeiture money to hire a Substance Abuse Disorder Liaison to run our newly established Law Enforcement Addidtion Advocacy Program through the Police Department. The liaison will work to help address :the signi?cant increase in drug overdoses and deaths in the community by utilizing three key elements of dutreach: education, community awareness, and the facilitation of treatment. The Social Services division launched the Helping Individuals Regain Employment (HIRE) Program to assist General Assistance recipients who are stuck in a cycle of needing emergency assistance out of poverty and into self s?uf?ciency by removing barriers to employment. In just three months, they have enrolled 54 clients and full time employment for 16 individuals and part time work for 12. The Oxford Street Shelter plac 287 total clients, 97 of whom were long-term stayers, into permanent housing, and the Family Shelter 5 (Stirred permanent housing for 11 1 families with a recidivism of only The Of?ce of Elder Affai responded to 780 requests from Portland elders in need of services and information, and continued bit partnership with the AARP on a 5?year Age Friendly Communities initiative. The of?ce oper two adult day health programs at the Barron Center and provides transitional housing and support se ices for older victims of domestic abuse through a collaboration with the Elder Abuse Institute of Budget Goals You will see through my recommendations that e: are focused on ?right-sizing? municipal government so we can concentrate on the core service areas tlla't matter to our residents and businesses. The City, including taxpayers, simply does not have the ?n ricial or staf?ng resources to do everything for every group or individual. This budget focuses prioritied by getting back to the basics of municipal government while also striving to meet Council priorities. My goal is to improve the city structurally so we will have resources in the future to look at more aspiration proj ects. The reorganization changes included in this recommended budget are phase one of that goal. ge looked at innovative ways to improve city services that reduces costs, emphasizes customer service, demonstrates our commitment to getting things done on a timely basis. We must invest in our infrastru I tfure and people to increase ef?ciencies and improve customer service. While the streamlining of sever departments and functions results in an overall reduction in staff positions, the budget does not for any decrease in service levels for core city functions. It?s important to note that had we just settled for status quo budget from last year, the city would be facing an estimated 5% tax increase. We worked to meet the Council?s guidance of an increase not larger than 2.5% and I?m pleased to say we not 0 met that goal, but came in under at 2.3% for the combined city and school rate, which is the lowest Itax increase in ?ve years. To achieve these goals, the budget includes the following: Permitting Inspections Department: creation of a new department for permitting and inspections. By streamlining resources we can and we will build a better and faster permitting process. it will take time to fully implement, but the city will have a streamlined system for routine permitting while maintaining the same commitment to public safety and appropriate review. Parks Recreation Facilities: The budget also includes the reorganization for a new Parks, Recreation Facilities Department, which follows guidance from the Trust for Public Land?s recent open spaces report. The Trust noted that although Portland is home to a signi?cant level of open space our parks are not as widely utilized as they could be. With our Parks team back again with our Recreation Facilities team, and the addition of a new Parks Manager, we will realize the potential of our beloved open spaces. Public Works: The Parks, Recreation and Facilities reorganization allows for our Public Works Department to focus on infrastructure improvements, such as getting our roads and sidewalks in the condition a city of Portland?s prominence deserves. Paving roads or ?xing broken sidewalks may not be the most glamorous of undertakings, but they are the foundation of what makes a great city. Public Works will be reenergized by returning to a districting model, in which teams will be assigned to set districts to perform services. This allows for more coordinated and timely delivery of work. The pr0posed Public Works budget is also predicated on doing a better job of tracking time spent on various projects and ?mctions. Several positions have been added which will allow us to decrease our reliance on consultants to monitor capital projects, which is clearly more cost effective. This increased emphasis on time accounting will also assure that we are accurately tracking personnel charged to the Sewer and Storm Funds and can easily demonstrate compliance with federal requirements. We are close to hiring a new Public Works Director to lead the department, and we have also been exploring ways in which to better collect solid waste and recycling, as cleanliness of our city is a top priority. We expect to unveil those changes over the next few months with implementation in the FY18 budget. Health Human Services: This budget encourages a community conversation around the City?s role in providing direct clinical care through the Health Human Services Department. While the City will retain responsibility over many core functions such as emergency response, health and food inspections, public health policy, shelter operation and general assistance, this budget is proposing to implement a public-private partnership with Portland Community Health Center to administer direct clinical services for our community, and close the programs at the India Street Public Health Center by the end of 2016. The proactive transfer of these services from India Street to Portland CHC realizes the City?s and other key partners? original vision in 2007 to create a vibrant community Federally Quali?ed Health Center (FQHC) in Portland with fully integrated comprehensive primary care for underserved and vulnerable populations. Not only does this follow what was originally visioned, but it follows what cities across the country have done because the FQHC model is better positioned and funded to provide care that is readily accessible and delivers a comprehensive and preventive approach to primary care. receive an enhanced reimbursement rate for some programs and services and are a critical component of health care safety nets in communities across the country. This partnership will allow for services to be provided by a local health organization that already does this work with the same standard of care. In no way should this be taken as the city abdicating its public health responsibilities, rather we have a responsibility to taxpayers to maximize the federal funding for these services. Portland citizens will not see a loss in their services, they will just receive care from a different health clinic. The budget also proposes to transfer the administration of the school-based health care programs to PCHC in FY17 and the transfer of dental health care by FY18. Both programs will continue to be very important parts of our social safety net in the city. You will see that this budget increasingly finds us reacting to changes in the healthcare ?eld, most notably this year with the loss of the Healthy Maine Partnerships grant, which will now be funded only on a statewide basis and not awarded to individual municipalities. This has forced us to reorganize and reduce staff who are performing grant funded work. We are proud to say that the recommended budget includes the continuation of all General Assistance programs, including coverage of those individuals who were formerly included in the Community Support Fund. While our General Assistance program is on more stable ground this year, PL 324 does leave us with a funding gap for certain individuals. Although we believe the City can cover this gap in FY17, this will need to be closely monitored in future ?scal years. Thankfully, many of our community partners have stepped up to the plate and have continued to provide food, housing assistance, and many other key services. Our new HIRE Program will help ?ll the void of the loss of the Refugee Services grant. Fire Department: In our Fire Department, we are making a commitment to providing a high level of safety for our residents by keeping a strong level of training for waterfront emergency response, confined spaces, and hazardous materials. This means that the budget calls for maintaining the heavy rescue ?re?ghter positions. The budget also calls for the reduction of one ?re?ghter per shift at the etport?s Air Rescue Fire Station, which still keeps us in accordance with FAA requirements. I?m pleased that we were able to pass a new Fire Union contract, as it includes cost saving measures for the city. We will look ahead to working this year on a plan to further modernize the department by evaluating our ?re stations locations based on call volume to look for further ef?ciencies to be implemented in the FY 18 budget. ADA Investment: The budget also includes 3 125,000 to thoroughly review the City?s compliance with the American with Disabilities Act requirements. While the City has been making incremental improvements, this review will take a comprehensive look at the city?s infrastructure and how accessible it is, including public buildings, streets, sidewalks, and open spaces. Sustainability Coordinator: In response to one of the City Council?s goals, the budget calls for the creation of a full-time Sustainability Coordinator within the City Manager?s of?ce. The coordinator will assist the city and the Council?s Energy Sustainability Committee with reviewing and implementing sustainable measures to further protect our environment and reduce our costs. Staff Training: In order to invest in our employees and improve customer service, the budget includes funds for several training programs, including a Leadership Academy for managers, a Supervisory Training program for supervisors, as well as customer service training. Reduction in Staff: This budget includes a net full?time equivalent reduction of 12.8 general ?ind positions. This does not however, tell the entire story. In order to effectively reorganize the City, some positions have been added, while others have been eliminated. Additionally, because many position reductions are due to the loss of grant funding, the budget re?ects mid-year cuts which further understate the total. Positive Budget Drivers Property valuation has grown by more than $68 million since last year, which is very healthy. Excise taxes are projected to increase to for FY17. Licensing and permit revenue is also projected to increase by 13% in FY17. Additionally, the city is projected to earn $235,000 in new parking garage revenue and $128,000 in additional outdoor concert and Ocean Gateway event revenue. While last year?s budget called for the use of $500,000 from the general fund balance, this year?s budget does not call for any use from this source. During FY16 the Finance Department worked diligently to generate savings for the city. We re?nanced several of our older City bond issues (approximately savings spread over the next 10 ?scal years), renegotiated a key line of credit related to our pension obligation bond (approximately savings spread over the next ?ve ?scal years) and worked with our external asset managers to earn better returns on invested City funds. Budget Challenges While there are many positive elements in this recommended budget, stemming from the reorganization and efficiencies mentioned above, there are additional challenges and obligations that we face. These include: Health insurance: The cost of health insurance continues to rise, with a 14% net increase in City costs for FY17. In this fiscal year we will implement a new value based insurance design, and an employee wellness program to help reduce costs in future years. Debt Service, including Pension Obligation: Debt service costs for FY 17 have increased by approximately primarily due to increasing principal repayment of pension obligation bonds maturing in 2026. The costs would have been greater if not for the mitigating measures taken by Finance. Grant Losses: The City will lose several long-standing public health and re?lgee services grants, totalling more than $801,000. County Tax: The FY 17 budget includes a $177,110 increase in Cumberland County tax assessment. Tax Assessment: Looking ahead, the city is in a position where we will need to begin discussions about a reevaluation process for property. This budget contains one additional Appraiser position and funds to begin the data collection necessary to update property values. Balancing the Budget While City general fund expenditures have increased the growth of non-tax revenues and property valuation result in a City side tax rate increase for municipal services of This means that the impact on an average homeowner with a property valued at $200,000 is $52. When also considering the proposed budget increase by Portland Public Schools, the total tax rate increase is $0.47 per $1000 in housing value. This results in a 2.3% overall increase from FY16. Conclusion I would like to thank Deputy City Manager Anita LaChance, Finance Director Brendan O?Connell, Assistant Finance Director Suzanne Knight, Budget Analyst Jennifer Lodge, Human Resources Director Gina Tapp, Senior Policy Adviser Julie Sullivan, and Communications Director Jessica Grondin for their assistance in developing this budget recommendation and presentation, as well as the hard work and diligence of Department Heads in developing budget requests. Additionally, I would like to thank Mayor Strimling and the members of the Portland City Council for developing concise policy goals and objectives for the city. Their effort helped greatly in the development of the budget. We all look forward to reviewing this proposed budget with the Council. Sincerely, {cm Jon P. Jennings City Manager CITY GENERAL FUND REVENUES 31 Property Taxes 31 Other Local Taxes 32 Licenses Permits 33 Intergovernmental Revenue 34 Charges for Services 35 Fines, Forfeits and Penalties 36 Use of Money and Property 39 Other Sources Fund Balance Use (Restoration) Total General Fund Revenues GENERAL FUND EXPENDITURES 100?1 100 100-1200 100-1300 100-1400 100-1500 100-1600 100-1700 100-1800 100-1900 1 00?21 00 City Council City Clerk Execu?ve Housing Safety Total Executive Assessor Finance Administration Treasury Total Finance Legal Human Resources Admin Parking Crossing Guides Elm Street Garage Spring Street Garage Temple Street Garage Total Parkinngarages Economic Development Police Administration Jetport Security Uniformed Operations Group Bureau Investigative Services Operations Support Services Dispatch Services Total Police CITY OF PORTLAND, MAINE COMPARATIVE BUDGET PLAN FY2017 July 1, 2015 - June 30, 2016 July 1, 2016 - June 30, 2017 City Manager's Recommendation FY16 FY 17 81,025,202 83,791,994 2,766,792 3.4% 8,775,712 9,509,832 734,120 8.4% 4,140,154 4,697,826 557,672 13.5% ,1 0,296,263 10,048,308 (247,955) 33,988,886 36,128,810 2,139,924 6.3% 2,003,005 2,294,100 291,095 14.5% 8,101,192 8,797,326 696,134 8.6% 29,694,107 30,806,339 1,112,232 3.7% 500,000 0 (500,000) -100.0% 178,524,521 186,074,535 7,550,014 4.2% 345,003 376,820 31,817 9.2% 577,997 492,149 (85,848) -14.9% 811,178 785,299 (25,879) 335,783 0 (335,783) -100.0% 1,146,961 785,299 (361,662) -31.5% 335,589 453,089 117,500 35.0% 1,040,033 1,089,681 49,648 4.8% 646,508 646,956 448 0.1% 1,686,541 1,736,637 50,096 3.0% 515,050 567,152 52,102 10.1% 798,818 989,173 190,355 23.8% 1,279,612 1,329,957 50,345 3.9% 129,200 131,200 2,000 1.5% 242,647 300,899 58,252 24.0% 417,796 460,534 42,738 10.2% 108,176 123,800 15,624 14.4% 2,177,431 2,346,390 168,959 7.8% 356,635 457,910 101,275 28.4% 998,771 1,028,807 30,036 3.0% 518,956 530,628 11,672 2.2% 8,709,929 9,286,471 576,542 6.6% 1,692,284 1,757,081 64,797 3.8% 733,849 833,671 99,822 13.6% 1,970,549 2,260,899 290,350 14.7% 14,624,338 15,697,557 1,073,219 7.3% FY17 CM: 04,101,116 1 00-2200 1 00-2400 1 00-2500 100-2900 100-3100 100-3300 Fire Administration Code Enforcement Comm 8ch Field Operations Air Rescue Operations Support Services Total Fire Planning 81 Urban Dev. Admin Inspections Planning Housing Comm Dev Historic Preservation Total Planning Urban Development Permitting Inspections Administration Inspections Housing Safety Business Licensing Total Permitting Licensing Information Technology Public Works Administration Districting Solid Waste Communications Portland Downtown District Construction Company Transportation Opr Engineering Winter Operations Fleet Services Island Services Total Public Works Parks Rec Facilities Admin Trades Public Safety Bldg. City Hall Maint. Merrill Auditorium Maint. Hadlock Stadium Maint. Other Buildings Maint. Ice Arena Expo Building Waterfront Maint. Public Assembly Facilities Concessions School HVAC Athletic Facilities Recreation Aquatics School Maintenance CITY OF PORTLAND, MAINE COMPARATNE BUDGET PLAN FY2017 July 1, 2015 - June 30, 2016 July 1, 2016 June 30, 2017 City Manager's Recommendation FY16 FY17 705,666 622,966 (62,722) 41.7% 374,635 245,1 10 (129,725) ?34.6% 13,356,410 14,129,247 772,637 5.6% 1,104,245 665,676 (216,367) 49.6% 1,107,634 979,776 (126,056) 41.6% 16,649,012 16,662,979 213,967 1.3% 505,357 507,377 2,020 0.4% 690,269 0 (690,269) 400.0% 769,662 603,174 13,312 1.7% 132,742 136,963 4,241 3.2% 126,099 139,562 13,463 10.7% 2,244,349 1,567,116 (657,233) 29.3% 0 151,553 151,553 0 606,126 606,126 0 301,454 301,454 0 109,441 109,441 0 1,370,574 1,370,574 2,136,921 2,335,463 196,542 9.2% 774,591 692,123 (62,466) 40.6% 2,041,273 1,509,513 (531,760) -26.1% 2,767,475 2,590,651 (196,624) 150,000 121,002 (26,996) ?1 9.3% 335,329 351,210 15,661 4.7% 400,130 0 (400,130) 400.0% 2,166,670 2,645,471 456,601 20.9% . 736,636 1,123,224 364,366 52.0% 1,149,167 1,165,512 16,325 1.4% 3,592,514 3,431,093 (161,421) 569,545 597,050 27,505 4.6% 14,727,550 14,227,049 (500,501) 3.4% 301,629 315,322 13,693 4.5% 693,645 974,016 60,371 9.0% 362,505 376,470 (6,035) 447,440 433,645 (13,595) 450,249 476,966 26,719 6.4% 270,650 270,650 0 0.0% 512,153 551,966 39,615 7.6% 551,105 575,516 24,411 4.4% 426,676 441,266 14,410 3.4% 766,103 677,625 69,722 11.4% 766,915 957,379 166,464 21.4% 313,520 355,416 41,696 13.4% 539,303 462,644 (56,459) -10.5% 740,159 770,907 30,746 4.2% 1,667,354 1,646,741 161,367 9.6% 416,906 595,341 176,435 42.1% 1,076,755 1,096,257 17,502 1.6% FY17 CM: 04f01l16 Therapeutic Recreation Golf Course Golf Course Restaurant Canco Road Buildings Cemeteries Forestry Parks Total Parks Rec Facilities Management 100-4000 HHS Administration 100-4100 Public Health 100-4200 Social Services 107-4300 Barron Center 100-4700 Debt Service 100-4800 Public Library 100-5100 Pension 100-5200 Health Insurance Workers' Comp Group Life Unemployment FICA Total Employee Bene?ts 100-6100 Contingent 100-6200 Liability Insurance 100-6500 Regional Transportation Program Contributions Total MembershipSIContributions 100-6700 Wage Adjustment 100-7000 Capital Equipment Total General Fund Expenditures 100-6300 County Tax 100-6502 Metro Assessment Total General Fund and Assessments CITY OF PORTLAND, MAINE COMPARATIVE BUDGET PLAN FY2017 July1,2015-- June 30, 2016 July 1, 2016 - June 30, 2017 City Manager's Recommendation FY16 FY17 190.111 0 (190,111) ?100.0% 781.166 879,248 98,082 12.6% 366,050 392,590 26,540 7.3% 0 250,763 250,763 581,235 661.502 80.267 13.8% 624,438 628.335 3.897 0.6% 0 836.814 836.814 . 13,134,267 15,052,003 1,917,736 14.6% 0 378,372 378,372 3.836.163 2,844,640 (991,523) -25.8% 12,152,343 12,067,094 (85.249) 15,700,352 16.429.366 729,014 4.6% 35,669,850 37,323,569 1,653,719 4.6% 3.681.713 3,825,000 143,287 3.9% 7,156,027 6,988,107 (167.920) 15,915,250 18,002,890 2.087.640 13.1% 1,657,755 1,662,250 4,495 0.3% 198.790 192,214 (6,576) 150.000 150.000 0 0.0% 1.018.909 1,005,270 (13,639) 18.940,704 21 ,012.624 2,071,920 10.9% 611,000 325,750 (285,250) ?46.7% 775,003 778.596 3.593 0.5% 130,459 32.134 (98,325) -75.4% 424,148 352,060 (72,088) -17.0% 554,607 384,194 (170,413) -30.7% (111,827) 0 111,827 -100.0% 375,000 390,000 15,000 4.0% 170,799,397 178,084,672 7,285,275 4.3% 5,240,009 5.417.119 177,110 3.4% 2,485,115 2,572,744 87,629 3.5% 178.524.521 186,074,535 7,550,014 4.2% FY17 CM: Oil/01716 ENTERPRISE FUND REVENUES ENTERPRISE FUND EXPENDITURES 530-3300 570-1503 570-3101 570-3112 570-3115 570-3137 570-3155 570-3156 570-3158 571-1502 571?3140 571-3155 571?3156 583-2800 Total Enterprise Fund Expenditures TOTAL CITY EXPENDITURES 31 Property Taxes. Current Year 32 Licenses Permits 33 Intergovernmental 34 Charges for Services 36 Use of Money and Property 39 Other Sources Fund Balance Total Enterprise Fund Revenues Fish Pier Sewer - Finance Admin Public Works Admin Districting Communications Sewer Engineering Debt Service Fringe Benefits Assessment from Portland Water District Total Sewer Stormwater Finance Admin Stormwater Management Debt Service Fringe Bene?ts Total Stormwater Jetport Admin Field General Aviation Fringe, Indirects Chargebacks Security Terminal Marketing Parking Air?eld Deicing Jetport Anticipated Surplus Total Jetport CITY OF PORTLAND, MAINE COMPARATIVE BUDGET PLAN FY2017 July 1, 2015 - June 30, 2016 July 1, 2016 - June 30, 2017 City Manager's Recommendation 153.975 25,450 (128,525) -83.5% 116,800 116,800 - 0.0% 26,704,192 29,905,951 3,201,759 12.0% 20,119,843 21,337,443 1,217,600 6.1% 335,045 294,583 (40,462) ?12.1 (917,850) (1,770,520) (852,670) 92.9% 46,512,005 49,909,707 3,397,702 7.3% 336,795 342,733 5,938 1.8% 87,405 90,430 3,025 3.5% 350,679 877,450 526,771 150.2% 1,779,367 1,766,068 (13,299) 68,857 67,533 (1,324) 902,786 328,391 (574,395) -63.6% 7,249,665 7,574,206 324,541 4.5% 1,292,651 1,325,943 33,292 2.6% 11,255,841 11,648,004 392,163 3.5% 22,987,251 23,678,025 690,774 3.0% 189,204 245,700 56,496 29.9% 2,035,714 3,316,177 1,280,463 62.9% - 287,980 287,980 209,980 261,655 51,675 24.6% 2,434,898 4,111,512 1,676,614 68.9% 894,921 981,309 86,388 9.7% 3,116,380 3,395,803 279,423 9.0% 26,293 17,168 (9,125) -34.7% 3,559,028 3,425,962 (133,066) 1,663,772 1,860,791 197,019 11.8% 5,099,636 5,276,745 177,109 3.5% 545,259 583,070 37,811 6.9% 4,614,302 4,447,669 (166,633) 704,827 681,703 (23,124) 528,643 1,107,217 578,574 109.4% 20,753,061 21,777,437 1,024,376 4.9% 46,512,005 49,909,707 3,397,702 7.3% 225,036,526 235,984,242 10,947,716 4.9% 10 FY17 CM: 04701716 TAX RATE COMPUTATION--FY2017 General Enterprise TOTAL Fund Funds CITY Total Expenditures 186,074,535 49,909,707 235,984,242 Less: Revenues (102,282,541) (51,680,227) (153,952,768) Surplus 0 1,770,520 1,770,520 Tax Levy 83,791,994 0 83,791,994 Valuation 7, 780, 000, 000 Tax Rate: FY17 10.77 0.00 10.77 FY16 10.51 0.00 10.51 3 Increase 0.26 0.00 0.26 Increase 2.5% 0.0% 2. 5% 11 FY17 CM: 04/01/16 cm 0F PORTLAND, MAINE FY2017 Non-Tax Revenue (without surplus or reimb) City Manager's Recommendation FY17 Est FY15 FY16 FY16 FY17 vs Department Collected Est Proj Est FY16 Est (budget) (budget) (budget) General Fund Revenues: City Council 5,000 5,000 5,000 5,000 - 0.0% City Clerk 1,141,924 1,131,848 1,168,946 227,750 (904,098) -79.9% Executive 825,147 1,325,002 1,234,119 813,738 (51 1,264) -38.6% Assessor 3,296 2,520 3,900 3,900 1,380 54.8% Finance 16,871,974 16,076,319 16,084,122 17,045,743 969,424 6.0% Legal 141,742 78,443 428,443 88,129 9,686 12.3% Human Resources 45,656 125,272 125,272 112,775 (12,497) -10.0% Parking 7,518,871 7,062,172 7,409,524 7,818,522 756,350 10.7% Econ Dev 31,919 1 14,836 115,061 205,574 90,738 79.0% Police 2,811,291 2,235,029 2,465,769 2,701,929 466,900 20.9% Fire 4,765,320 4,435,419 4,454,553 4,372,298 (63,121) ?14% Planning Development 2,073,703 2,509,324 2,673,300 829,331 (1,679,993) -67.0% Permitting Inspections - - - 3,644,973 3,644,973 Information Technology 217,372 363,366 359,120 363,271 (95) 0.0% Public Works 4,676,903 4,784,691 4,599,763 4,953,047 168,356 3.5% Parks, Rec Facilities Management 9,609,008 9,763,078 10,206,141 10,023,133 260,055 2.7% HHS-mPublic Health 2,879,034 - 3,120,681 2,872,169 2,048,122 (1,072,559) -34.4% HHS-~Social Services 5,300,640 6,271,390 6,837,508 7,085,268 813,878 13.0% HHS-Barron Center 18,102,681 19,172,355 20,113,332 19,741,081 568,726 3.0% Employee Bene?ts 6,470,800 6,582,329 6,109,813 6,548,937 (33,392) Insurance 164,339 160,337 153,552 148,731 (1 1,606) Debt Service Reimb. 14,228,764 13,731,813 14,640,021 15,585,607 1,853,794 13.5% Total General Fund: 97,885,384 99,051,224 102,059,428 104,366,859 5,315,635 5.4% Enterprise Funds Revenue: Fish Pier Authority 489,552 501,974 501,978 522,047 20,073 4.0% Sewer 22,988,454 23,612,663 23,617,566 23,160,443 (452,220) Stormwater - 2,562,157 2,562,200 6,220,300 3,658,143 142.8% Jetport 21,097,342 20,753,061 21,168,143 21,777,437 1,024,376 4.9% Total Enterprise Funds: 44,575,348 47,429,855 47,849,887 51,680,227 4,250,372 9.0% Total City Revenue $142,460,732 $146,481,079 $149,909,315 $156,047,086 $9,566,007 6.5% cm: (moms :12 FY2017 CITY BUDGET SUMMARY by category City Manager's Recommendation FY16 FY17 0f Approp. Proposed Total 01 Personnel-General Fund 73,363,810 75,172,541 1,808,731 2.5% ?But Funds 5,854,222 5,939,359 85,137 1.5% Total 79,218,032 81,111,900 1,893,868 2.4% 34.4% 02+ Contractual-~General Fund 57,3 03,392 60,901,171 3,597,779 6.3% -?Ent Funds 24,703,719 25,224,818 521,099 2.1% Total 82,007,111 86,125,989 4,118,878 5.0% 36.5% 55 Supplies-General Fund 7,218,544 7,398,467 179,923 2.5% --Ent Funds 964,305 1,093,162 128,857 13.4% Total 8,182,849 8,491,629 308,780 3.8% 3.6% 63 Utilities--General Fund 4,537,925 4,740,887 202,962 4.5% -?Ent Funds 1,343,334 1,446,254 102,920 7.7% 5,881,259 6,187,141 305,882 5.2% 2.6% 70 Capital--General Fund 431,000 537,900 106,900 24.8% --Ent Funds 2,054,843 3,231,560 1,176,717 57.3% Total 2,485,843 3,769,460 1,283,617 51.6% 1.6% 75 Debt Svc--Tota1 GF 35,669,850 37,323,569 1,653,719 4.6% 15.8% --Ent Fund Portion 6,790,353 7,612,267 821,914 12.1% 75 etport Rev Bond Debt 4,272,586 4,255,070 (17,516) Jetport surplus 528,643 1,107,217 578,574 109.4% Total General Fund 178,524,521 186,074,535 7,550,014 4.2% Total Enterprise Funds 46,512,005 49,909,707 3,3 97,702 7.3% Total 225,03 6,526 235,984,242 10,947,716 4.9% 100.0% CM: 04/01/16 City of Portland, Maine Tax Levy by Budget Category City Manager's Recommendation FY17 FY17 of Department Tax Levy Tax Rate Taxes Debt Service 21,737,961 $2.79 25.9% Police 15,101,272 $1.94 18.0% Fire 14,466,023 $1.86 17.3% Public Works 9,518,218 $1.22 11.4% Parks, Rec Facilities 5,522,855 $0.71 6.6% County Tax 5,417,119 $0.70 6.5% Health Human Services 3,947,216 $0.51 4.7% Library 3,825,000 $0.49 4.6% Metro 2,572,744 $0.33 3.1% General Government 1,683,5 86 $0.22 1.9% Total: $83,791,994 $10.77 100.0% l4 City of Partiand Staf?ng FTE Change FY2017 City Manager's Recommendation Department FY13 FY14 . FY15 FY16 FY17 General Fund: City Council - - - - 1.0 1.0 City Clerk 9.6 9.2' 9.2 3.9 7.4 (1.5) Executive 9.0 9.0 10.0 14.0 8.0 - (6.0) Assessor 4.9 49 . 4.9 4.9 5.9 1.0 Finance 26.0 25.0 26.0 24.3 24.0 (0.3) Legal 5.7 5.5 6.0 6.0 6.0 Human Resources 10.0 10.0 10.0 10.0 10.5 0.5 Parking 29.6 29.6 29.6 29.6 29.6 I Economic Development 4.0 3.0 3.0 4.0 5.8 1.8 Police 221.0 220.5 225.3 223.3 227.3 4.0 Fire 234.0 235.0 235.7 228.1 229.6 1.5 Planning 8: Urban Dev. 33.0 32.3 35.4 34.7 21.5 (13.2) Permitting Inspections - - - - 23.0 23.0 IT 16.6 16.8 17.3 17.0 17.0 - Public Works 150.0 152.0 152.5 132.0 125.0 (7.0) Parks Rec 8: Fat; 107.2 118.1 121.6 136.5 155.2 18.7 HHS Administration - - 5.0 5.0 Public Health 80.8 92.4 70.0 62.3 39.4 (22.9) Social Services 65.7 76.1 79.4 90.7 78.3 (12.4) Barron Center 262.3 264.1 I 266.2 266.7 260.7 (6.0) Total HHS: 408.8 432.6 415.6 419. 7 383.4 (36.3) General Fund Subtotal: 1,269.4 1,303.5 1,302.1 1,293.0 1,280.2 (12.8) Enterprise Funds: Golf Course 3.0 - - - Sewer Fund 37.0 38.0 39.0 32.0 31.0 (1.0) Stormwater Fund - - - 11.5 11.0 (0.5) Ice Arena 5.0 - - - .- Jetport 47.0 47.0 49.0 49.5 50.5 1.0 Enterprise Subtotal: 92.0 85.0 88.0 93.0 92.5 (0.5) Total City Employees: 1,361.4 1,388.5 1,390.1 1,386.0 1,372.7 (13.3) 15' FY17 CM: comma Staf?ng FTE Change Detail City Manager's Recommendation Dept. FTE Position Est. 3 City Council 1.0 1.0 Special Assistant to the Mayor 65,770 City Clerk (1.5) (0.3) Vital Records Clerk (5,567) 0.8 New Election Assistant 32,702 (1.0) Business License Admin (Tfr to Permitting Inspections) - (1.0) Business License Assistant (Tfr to Permitting 8: Inspections) - Executive (6.0) (1 .0) Dir E0 Multicultural Affairs (Trf to HR) (72,041) 1.0 New Sustainability Coordinator 75,972 (6.0) Housing Safety (T rf to Permitting Inspections) - Assessors 1.0 1.0 New Appraiser 41,516 Finance (0.3) (0.3) Account Clerk II (10,664) Human Resources 0.5 0.5 EEO O?icerm Generalist 60,767 Economic Dev 1.8 1.0 New Executive Director (Creative Portland, o?et by TIP ?mds) 60,000 0.8 New Program Assistant (Creative Portland, offset by TIF funds) 26,880 Police 4.0 1.0 New Ordinance Enforcement Of?cer 32,702 1.0 Radio System Specialist (Trf from Fire, 22-07) - 2.0 Telecommunicator (formerly South Portland employees) 85,322 Fire 1.5 0.2 Emergency Administrator Hours Increase 17,127 (1.0) Assistant Fire Chief (89,681) (1.0) Fire?ghter (22-02) (41,727) 8.3 Fire?ghterfEMT 411,298 (4.0) Fire?ghterfEMT (Air Rescue) (237,683) (1.0) Radio System Specialist (Trf to Police Dept, Dispatch) - Planning Urban Dev (13.2) (0.5) BicyclefPed Prog Coord (Proj) (25,089) 0.2 HCD Program Manager Hours Increase 10,626 0.1 Planner Hours Increase 3,477 (1.0) O?cc Assistant (33,673) (12.0) Inspections sta?? (T rf to Permitting Inpections Dept) - Permitting Inspections 23.0 1.0 New Department Director 103,038 1.0 New Executive Assistant 36,615 (1.0) Inspections Services Director (80,265) (1.0) Deputy Director of inspections (67,706) (1 .0) Inspections Of?ce Assistant (35,822) (1 .0) Administrative Assistant (35,666) 1.0 New Permitting Manager 65,072 1.0 New Inspections Manager 65,072 3.0 New Permit Techs 110,565 1.0 Business License Admin fr from City Clerk) 1.0 Business License Assistant from City Clerk) 6.0 Housing Safety Staff (Trf from Executive) 12.0 Inspections Staff (Trf from Planning Dev) .16 04101f16 Staf?ng FTE Change Detail City Manager?s Recommendation Dept. FTE Position Est. 8 Public Works (7.0) (1.0) Envir ResourcesEOpen Space (86,443) (1.0) Solid Waste (53,157) (1.0) Senior Public Services Supervisor (52,788) (1.0) Construction Coordinator (54,330) (1.0) Maintenance Worker'll (39,370) 1.0 New Traf?c Operations Coordinator 62,283 (1.0) Trans Policy Reg Comp (65,618) 1.0 Ptoject Engineer 56,074 1.0 New Traf?c Signal Repair Wk 40,493 1.0 New Maintenance Worker 111 38,646 1.0 New Senior Engineering Tech 37,323 (1.0) Deputy City Engineer (83,553) 1.0 New GIS Mapping Technician 43,895 1.0 New Associate Engineer 43,895 1.0 New Senior Engineering Tech 38,084 1.0 New Customer Service Specialist 33,345 1.0 New Fleet Services Supervisor 49,878 (1.5) Lead Events Coordinator; (-.5) Events Assistant, 111- to Parks, Rec - Fac (33-10): (115) Sr Public Spvr; (-1) Park Ranger; MW (-1) MW (- - .5) Custodial Wlo', (Trf to Parks, Rec Facilities) 1,9 Accountant, rs ?'orn Sewer Admin (570-3101) 36,196 63 ij Eng; 1 Sr Surveyor; 2 SurveyOrs; 2 Assoc Eng, from Sewer Eng 333,344 (570?3137) MW (-2) MW 11 (2 FTEs Replaced MW to Sewer Districting (167,132) (5706112) Parks Rec Facilities {8.7 1.0 New Trades Worker 111 40,498 0.8 Custodial Worker 29,041 3.1 New Recreation Programmers I 11 88,389 0.8 Golf Pro (Contract) 22,027 1.0 Parks Division Manager 83,637 (1 .0) HVAC Technician 111 (46,324) 1_ 5 +1.0 Lead Events Coordinator; Events Assistant, from PWAdmin (31- 01) . 1.0 +1 Sr Public 5ch Spur (Trf from Public Works, 31-21), 105 +1 Park Ranger; +8 MW MW 11; +5 Custodial (Trf?'orn - Public Works, 31?12) Admin 5.0 1.0 Financial Manager 77,121 1.0 New Principal Admin Of?cer 60,314 3.0 from Barron Center: +1 Dir Health Human Svcs; +1 Executive - ASSistant', +1 Dir of Elder A?'airs Public Health (22.9) (1.0) O?ce Manager (49,355) (0.5) Accountant (18,243) (1.0) Account Clerk 11 (35,666) (0.2) Program Coordinator (Proj) (9,534) (0.8) Mid-Level Health'Prac (Proj) (67,223) (0.2) Dentist (Contract) (10,998) (0.1) Dental Hygienist (6,072) 0.5 Dental HygeniSt (Proj) 28,114 (0.6) Dental Assistant (22,019) 1.0 Dental Assistant (Proj) 35,022 (1.6) Clinical Assistant (56,889) (0.5) Clinical Assistant (Proj) (12,525) 0.4 Medical Assistant (PrOj) 12,954 (2.1) Program Coordinator (Proj) (82,153) (4.7) New Comm Health Promo Spec (Proj) (267,588) (0.8) Admin Asst (30,537) (8.1) India St Clinic (eff. 12731II6) (534,634) (0.5) Program Coordinator (Proj) (29,144) (0.4) Minority Health Prom Sp (PR) (23,166) (2.0) Comm Health Promo Spec (Proj) (92,638) 0.3 from SS Refugee (42-04): Human Service Counselor (Proj) (8,724) 17 04/01l16 Staf?ng TE Change Detail City Manager's Recommendation Dept. FTE I Position Est. 3 Social Services (12.4) (0.5) Accountant (19,883) 1.0 Senior Human Service Counselor 44,043 1.0 Human Service Counselor (Proj) 43,261 (1.0) Clinical Social Worker (Proj) (68,260) (0.8) Human Service Counselor (Proj) (31,601) (1 .0) Program Manager-P1938 (Proj) (67,303) (1.0) Senior Human Service Cr (Proj) (45,650) (3.6) Human Service Counselor (Proj) (153,444) (1.0) Admin Assistant (Proj) (34,788) (1.0) Program Coordinator (Proj) (61,210) (1.0) Senior Human Service Cr (Proj) (45,650) (1 .0) Human Service Counselor (Proj) (39,501) (0.5) Accountant (17,862) (1.0) Admin Assistant (Proj) (34,418) (2.0) Financial Eligibility Spec (62,251) 1.0 Program Coordinator 52,482 Barron Center (6.0) (0.5) Principal Admin Of?cer (34,278) (2.0) Accountant (77,172) 0.8 RSD (Proj) 54,909 (1.3) CNA (42,718) (3.0) to Admin (40-01): Dir Health 62 Human Svcs; Executive .. Assistant; (-1) Dir of Elder A?'airs General Fund Total (12-8) (12-8) (797.09 7) Sewer (1.0) 1.0 New Compliance Section Coordinator 57,827 1.0 New Programmer-Analyst 47,581 1.0 New Asset Management Tech 43,895 (1 .0) Sr Engineering Tech (46,664) (1.0) to GF PW Admin (100-3101): Accountant (36,196) (1.0) Admin Assistant (CEBA) (40,716) WI from Stormwater (571-3140): +1 Customer Spec; +1 Sr Public 89,221 vr 4.0 Ti; from Const Co (100-3121): +2 MW 111; +2 MW 110 FTEs Replaced MW 167,132 (1.0) to Stormwater (571-3140): (-1) Maintenance Worker [11 (43,451) to GF PW Eng (100-3137): (-1) Proj Eng; (-1) Sr Surveyor; (-2) Surveyors; (333,844) Assoc Eng Stormwater (0.5) 0.2 Account Clerk II 6,958 0.3 Cashier Clerk 1 1,536 1.0 Hi from Sewer Dist (570-31 12): +1 Maintenance Worker 43,451 (10) ?'om Stonnwater (571-3140): (-1) Customer Spec; (-1) Sr Public (89,221) Jerport 1.0 1.0 Airport Admin Coordinator 50,275 1.0 New Airport Operations Supervisor (40) 49,999 (1.0) Airport Lead Comm 7' Sec Spec (40) (46,743) Enterprise Fund Total (0.5) (0.5) (68,960) Grand Total (13.3) (13.3) (866,057) Denotes reorganizations/staff transfers 18 04! 01/ 16 Finance Calendar - April 2016 Tue Thu 4 6 City Council Meeting - 5PM Finance Committee - 3PM Finance Committee - 3PM a City Manager?s Recommended 0 - City Manager, 3PM - Recreation 8: Budget Presented to Council, City Council, Metro, RTP, Facilities, Parks passed to Finance Committee for County Tax, Contingency, 6PM - Pubic Review Memberships, Other Works, Sewer Stormwater 0 School Board Presents FY17 - Finance, - Pension, Health Insurance, Recommended Budget to City Assessors, Parking Human Resources (if time Council Police permits, may occur on 4/14) Fire Joint Finance Committee - 6PM Jetport 6PM - School Department -: 11 12 - 13 14 15 City Council WorkshOp - 5PM Finance Committee - 2PM MDot and MTA Work for 2016 2PM 4PM - Health - Sewer/Stomwater Update Human Services 0 JetPort Master Plan 0 5PM - Planning, Inspections, City Clerk 0 Follow up from 4Patriots Day Finance Committee - SCHOOL SCHOOL . 6:30PM??Library, IT SCHOOL SCHOOL VACATION VACATION . Followup from 4/14 VACATION VACATION WEEK WEEK WEEK . 7PM puble Hearing, WEEK I Action on FY17 Budget .25 26 27 23 29 SPeCial City Council Meeting 0 5PM Workshop on School Budget N0 FINANCE COMMITTEE 0 7PM 15? Read and Public Hearing Of School Budget 1.. 19 24__ i. Revised: 04/05/16 20 Finance Calendar - May 2016 City Council Meeting I - FY17 City Budget 151 Read, Public Hearing 0 FY17 School Budget 2"d Reading and Vote City Council WorkshOp Public Finance Committee - 5PM - FY17 Budget Referendum FY17 School Budget City Council Meeting - FY17 City Budget 2"d Read and Vote 23 24 25 26 27 Finance Committee 5PM Revised: 04/05/16