To: From Re: Date: Freeport Town Council Peter Joseph, Town Manager Abbe Yacoben, Finance Director Capital and TIF Program Submission February 28, 2013/Revised March 13, 2013/Revised March 26, 2013 ra f t Attached are the capital and Destination Freeport five-year programs and available supporting memoranda; please note that the first year of the capital and TIF budgets will become the budget and will be adopted with the operating budget in early June. This is a change from prior years, when the capital budget would be adopted in April and the operating budget would begin soon thereafter and is the result of a thorough reading of section six of the Town's Charter. Staff will present this program on Tuesday, March 5th at the Council meeting, and the Council workshop will be on March 19th. Department heads and Committees will have memos describing all projects for the FY 2014 capital budget ready on March 12th for distribution via e-mail a week before the March 19th workshop. D In this packet are the following contents: 1. The five-year draft capital program (there have been various changes, and these are addressed in the memoranda from department heads) 2. The Destination Freeport TIF five-year capital program 3. The reserve fund policy-there are several minor clerical change staff would like to make on this policy to bring it into conformance with the current policies and practices. Please note that I placed a "draft" watermark on this document and it applied to all pages. The reserve policy on page 15 is not a draft; it was adopted in 2000. 4. Memoranda from departments and other organizations on the individual items and programs. Please note that the shellfish habitat memo is included on pages 31 and 32. Last Edited 03/26/13 Page 1 of 44 Proposed 3/1/2013 PROPOSED CAPITAL IMPROVEMENTS PROGRAM FY 2014-FY 2018 D ra ft FREEPORT, MAINE Last Edited 03/26/13 Page 2 of 44 Town of Freeport Summary of Funding Sources FY 2014 Capital Program Town Legal Debt Limit Limitation % Debt Limit Town Debt Outstanding Town and School $ 1,362,450,000 15% 204,367,500 Reserve 02/28/2013 Balances Excludes FY 2013 Market Changes Other - - - - - 06/30/2012 Benchmarks Low Benchmark High Benchmark 155,537 783,091 671,619 562,645 163,895 2,120,923 606,940 383,817 208,500 1,072,600 465,400 786,400 208,500 1,110,980 545,500 500,000 1,150,000 564,097 1,291,000 500,000 2,439,900 737,500 - D State Valuation 1/1/12 Funding Source Fund Bond Balance TIF ft Police Fire Rescue Public Works Solid Waste Comprehensive Town Imp. Municipal Facilities (1) Cable Other (2) Total FY 2014 Manager Council Proposed Approved 25,000 0 15,000 0 189,000 0 289,000 0 30,000 0 245,600 0 143,000 0 19,000 0 111,600 0 1,067,200 - ra FY 2013 Approved 50,000 77,000 174,000 471,000 90,000 614,900 266,000 16,750 188,000 1,947,650 6/30/2013 5,345,000 6/30/2012 6,309,656 Note 1: The Municipal Facilities CIP is taken from both the general administration and building maintenance reserves; these are summed above. Note 2: The "Other" projects are Board and Committee requests, and will be taken from the appropriate reserves based upon the project. Note 3: Please note that the reserve balances do not include operating transfers out to the general fund for the FY 2013 budget or FY 2013 funding to reserves. Revised 3/26/20132:06 PM Last Edited 03/26/13 Page 3 of 44 POLICE DEPARTMENT ARTICLE I Department 1 2 Council Proposed FY 2013 Adopted Manager Proposed Adopted FY 2013 Replace Outboard Motor on Shellfish Boat Replace Audio Recording Equipment at Public Safety Total FY 2013 15,000 20,000 35,000 15,000 20,000 35,000 30,000 20,000 50,000 FY 2014-2018 Proposed Manager Council Proposed Adopted 1 FY 2014 Update Mobile Data Terminals Total FY 2014 1 FY 2015 Replace Bullet-Proof Vests Total FY 2015 1 FY 2016 Replace Chief's Vehicle Total FY 2016 20,000 20,000 1 FY 2017 Communications Upgrade-Radios Total FY 2017 47,000 47,000 FY 2018 Update Mobile Data Terminals Audio-Video Camera in Cars Total FY 2018 30,000 25,000 55,000 ft ra D 1 25,000 25,000 Reserve Balance 2/28/2013 (excluding market fluctuations) Last Edited 03/26/13 15,000 15,000 155,537 Page 4 of 44 FIRE DEPARTMENT ARTICLE II Department Manager Council Proposed Proposed Adopted FY 2013 Adopted 1 2 3 FY 2013 Protective Clothing Minitor Pagers (55) Service Vehicle Total FY 2013 15,000 22,000 40,000 77,000 15,000 22,000 40,000 77,000 15,000 22,000 40,000 77,000 FY 2014-2018 Proposed Manager Proposed 1 2 3 1 2 3 4 1 2 FY 2015 Fire Alarm Receiving Equipment Protective Clothing Traffic Light Pre-emption System Total FY 2015 FY 2016 Engine 3 Replacement Mobile Date Terminals Protective Clothing Total FY 2016 - 50,000 15,000 20,000 85,000 - 750,000 30,000 15,000 795,000 - 75,000 55,000 60,000 15,000 205,000 - 33,000 15,000 48,000 - ft 15,000 15,000 ra 1 2 3 FY 2014 Protective Clothing Total FY 2014 D 1 Council Adopted 2017 Air Pack Replacement Communications Upgrade Thermal Imaging Cameras Protective Clothing Total FY 2017 2018 Mobile Data Terminals Protective Clothing Total FY 2018 Reserve Balance 2/28/2013 (excluding market fluctuations) Last Edited 03/26/13 783,091 Page 5 of 44 RESCUE UNIT ARTICLE III Department 1 2 FY 2013 Protective Clothing Rescue Replacement (1998) Total FY 2013 Council Proposed FY 2013 Adopted Manager Proposed Adopted 14,000 160,000 174,000 14,000 160,000 174,000 14,000 160,000 174,000 FY 2014-2018 Proposed Manager Proposed 1 2 3 1 1 2 3 - 170,000 170,000 - 14,000 36,000 170,000 220,000 - ft FY 2015 Rescue Replacement (2001) Total FY 2015 15,000 14,000 160,000 189,000 ra 1 FY 2014 Electronic Run Reporting Update Protective Clothing Rescue Equipment FY 2014 FY 2016 Protective Clothing Rescue Equipment Rescue Replacement (2005) FY 2016 D 1 2 3 Council Adopted FY 2017 No request at this time Total FY 2017 - FY 2018 Protective Clothing Communications Upgrade Rescue Replacement (2007) FY 2018 14,000 45,000 175,000 234,000 Reserve Balance 2/28/2013 (excluding market fluctuations) - 671,619 Last Edited 03/26/13 - Page 6 of 44 PUBLIC WORKS ARTICLE IV Department 1 2 3 4 5 6 7 FY 2013 Dump Truck Chassis replacement (12 Yard Dump) Dump Truck Plow and Wing Replacement Dump Body and Sander Ground Speed Control System Sweeper (50% TIF/50% Reserves) Crew cab pickup truck and plow Excavator Total FY 2013 Council Proposed FY 2013 Adopted Manager Proposed Adopted 120,000 38,000 50,000 6,000 105,000 40,000 120,000 479,000 120,000 38,000 50,000 6,000 105,000 40,000 120,000 479,000 120,000 38,000 50,000 6,000 105,000 40,000 112,000 471,000 FY 2014-2018 Proposed 1 2 3 1 2 3 1 2 115,000 40,000 40,000 94,000 289,000 - 45,000 25,000 70,000 - FY 2016 Truck Chassis (Tandem Axle) Sidewalk Plow (Split with TIF) Dump Bed Plow and Wing Attachment (12 Yard) Total FY 2016 117,000 90,000 96,000 303,000 - FY 2017 Truck Chassis Replacement (Single Axle) Dump Bed Plow and Wing Attachment 3/4 Ton Pick-Up with Plow Total FY 2017 90,000 88,000 40,000 218,000 - FY 2018 Bulldozer Backhoe Total FY 2018 100,000 100,000 200,000 - Reserve Balance 2/28/2013 (excluding market fluctuations) 562,645 FY 2015 One-Ton Plow Forklift replacement Total FY 2015 ra 1 2 FY 2014 Truck Chassis Replacement (12 Yard Dump) Wood Chipper Pick-Up Truck with Plow Dump Bed Plow and Wing Attachment Total FY 2014 D 1 2 3 4 Council Adopted ft Manager Proposed Last Edited 03/26/13 Page 7 of 44 SOLID WASTE/RECYCLING ARTICLE V Department 1 2 3 Council Proposed FY 2013 Adopted Manager Proposed Adopted FY 2013 Containers Truck Replacement with Gate Lift (reuse existing plow) Hunter Road Recycling drop off area Total FY 2013 15,000 48,000 27,000 90,000 15,000 48,000 27,000 90,000 15,000 48,000 27,000 90,000 FY 2014-2018 Proposed Manager Proposed 1 1 2 3 1 2 3 - 60,000 35,000 95,000 - 150,000 150,000 - FY 2017 Containers Baler reconditioning Paving Total FY 2017 15,000 35,000 30,000 80,000 - FY 2018 Containers Baler reconditioning Loader Total FY 2018 20,000 10,000 75,000 105,000 - Reserve Balance 2/28/2013 (excluding market fluctuations) 163,895 FY 2015 Paving of Leaf Composting Area Baler Reconditioning Total FY 2015 ft 6,000 24,000 30,000 ra 1 2 FY 2014 Scales and Computer New compactor for residential waste Total FY 2014 FY 2016 Closure of Remaining Landfill Total FY 2016 D 1 2 Council Adopted Last Edited 03/26/13 Page 8 of 44 COMPREHENSIVE TOWN IMPROVEMENTS ARTICLE VI Department 1 2 3 4 FY 2013 Upper Mast Landing Partial Reconstruction South Street-West Street to Porter's Landing Road- 50% from Maine DOT under MPI program Hedgehog Mountain Road Sight Distance Improvements Public Works Garage Paving Total FY 2013 Council Proposed FY 2013 Adopted Manager Proposed Adopted 240,000 240,000 233,200 290,000 25,000 82,000 637,000 290,000 25,000 82,000 637,000 276,400 23,300 82,000 614,900 FY 2014-2018 Proposed Manager Proposed 1 1 1 - 500,000 300,000 121,000 95,000 1,016,000 - FY 2016 Litchfield Road Reconstruction Total FY 2016 400,000 400,000 - FY 2017 South Freeport Village Projects Total Fy 2017 300,000 300,000 - FY 2018 Curtis Road Reconstruction Total Fy 2018 475,000 475,000 - ft 59,000 10,000 2,600 24,000 150,000 245,600 ra 1 2 3 4 FY 2014 Hunter Road and Pownal Road Fields Stormwater Improvements Main Street and School Street Intersection Improvements Raised Speed Table on South Freeport Road at Soule School Active Living Project Torrey Hill Range Road Drainage and Overlay Total FY 2014 FY 2015 Wardtown Road/Route 125 (50% DOT Funding Under the MPI Program) South Freeport Village Projects Pownal Road Fields Stormwater and Parking Lot Improvements Public Safety Apron Paving Total FY 2015 D 1 2 3 4 5 Council Adopted Reserve Balance 2/28/2013 (excluding market fluctuations) Last Edited 03/26/13 2,120,923 Page 9 of 44 MUNICIPAL FACILITIES ARTICLE VII Department 1 2 3 4 5 6 7 8 9 Manager Council Proposed FY 2013 Adopted Proposed Adopted FY 2013 Computer Upgrades - Townwide Furniture Replacement-Townwide Improvements to Dunning Boat Yard Repointing Brick at Town Hall Library Roof Library Conversion to Natural Gas Tractor-General Maintenance-Includes Snow Blower and Loader Air Conditioning Units-Public Safety Radio and Server Rooms Revaluation Reserve Fund Total 2013 125,000 30,000 24,000 10,000 10,000 15,000 48,000 15,000 10,000 287,000 125,000 30,000 24,000 10,000 10,000 15,000 48,000 15,000 10,000 287,000 125,000 30,000 24,000 10,000 10,000 15,000 27,000 15,000 10,000 266,000 FY 2014-2018 Proposed Manager Proposed 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 1 2 3 4 5 6 - 21,000 7,500 5,000 300,000 12,000 100,000 50,000 10,000 505,500 - ft FY 2015 Computer Upgrades -Townwide Heating System-Highway Building Interior Painting-Town Hall and Public Safety Library Expansion Reconstruction of the Wall at the Library Entryway Insulating in Attic of Public Safety Building Train Station Plastic Panels Revaluation Reserve Fund Total FY 2015 40,000 7,000 28,000 28,000 30,000 10,000 143,000 ra 1 2 3 4 5 6 7 8 FY 2014 Computer Upgrades -Townwide Building Maintenance Trailer Roof-Salt Shed Roof-Pine Street Vault Video Cameras and Signage at Train Platform Revaluation Reserve Fund Total FY 2014 FY 2016 Computer Upgrades -Townwide Flooring-Carpet-Town Hall Library Flooring Interior Painting-Library and Public Works Roof-Highway Building Back-Up Generator at Public Works Revaluation Reserve Fund Total FY 2016 21,000 15,000 25,000 5,000 50,000 125,000 10,000 251,000 - FY 2017 Computer Upgrades -Townwide Roof-Public Safety Brickwork at Public Safety Replacement of Building Maintenance Truck Furniture-Townwide Soule School Maintenance Brickwork at the Library Revaluation Reserve Fund Total FY 2017 21,000 80,000 25,000 30,000 15,000 20,000 10,000 10,000 211,000 - FY 2018 Computer Upgrades -Townwide Copiers Dunning Boat Yard Repairs Flooring at Public Safety Heating System at the Library Revaluation Reserve Fund Total FY 2018 22,000 25,000 15,000 20,000 15,000 10,000 107,000 - Reserve Balance 2/28/2013 (excluding market fluctuations) 606,940 D 1 2 3 5 6 7 Council Adopted Last Edited 03/26/13 - Page 10 of 44 CABLE ARTICLE VIII Committee Manager Council Proposed Proposed Adopted 12,750 5,000 17,750 12,750 5,000 17,750 12,750 4,000 16,750 FY 2014 1 Equipment replacement 2 Equipment and other improvements (channel 14) Total FY 2014 15,000 4,000 19,000 15,000 4,000 19,000 FY 2015 1 Equipment replacement 2 Equipment and other improvements (channel 14) Total FY 2015 10,000 4,000 14,000 FY 2016 1 Equipment replacement 2 Equipment and other improvements (channel 14) Total FY 2016 10,000 4,000 14,000 - FY 2017 1 Equipment replacement 2 Equipment and other improvements (channel 14) Total FY 2017 10,000 4,000 14,000 - FY 2018 1 Equipment replacement 2 Equipment and other improvements (channel 14) Total FY 2018 10,000 4,000 14,000 - FY 2013 Adopted FY 2013 1 Equipment and other improvements (channel 3) 2 Equipment and other improvements (channel 14) Total FY 2013 D ra ft FY 2014-2018 Proposed Reserve Balance 2/28/2013 (excluding market fluctuations) Last Edited 03/26/13 - 383,817 Page 11 of 44 BOARDS, COMMITTEES, COMMUNITY GROUPS AND OTHER REQUESTS ARTICLE IX Committee 1 2 3 4 FY 2013 Quiet Zone Designation Study Hedgehog Mountain Bridge Replacement Shellfish Commission Habitat Improvement Train Station Renovation Total FY 2013 Council Proposed FY 2013 Adopted Manager Proposed Adopted 8,000 25,000 100,000 55,000 188,000 8,000 25,000 100,000 55,000 188,000 8,000 25,000 100,000 55,000 188,000 FY 2014 Shellfish Commission Habitat Improvement Historic Society Archiving Project Total FY 2014 ra 81,600 30,000 111,600 81,600 30,000 111,600 FY 2015 Shellfish Commission Habitat Improvement Total FY 2015 100,000 100,000 - FY 2016 Replace Harbormaster Outboard Motor Shellfish Commission Habitat Improvement Total FY 2016 25,000 100,000 125,000 - FY 2017 Shellfish Commission Habitat Improvement Total FY 2017 100,000 100,000 - 30,000 30,000 - D 1 2 ft FY 2014-2018 Proposed FY 2018 Comprehensive Plan/Performance Measures Project Total FY 2018 Reserve Balance 2/28/2013 (excluding market fluctuations) Last Edited 03/26/13 Page 12 of 44 DESTINATION TIF VILLAGE IMPROVEMENTS FY 2014 BUDGET and FIVE-YEAR CAPITAL PROGRAM Department Manager Council Proposed Proposed Adopted FY 2013 Adopted 1 2 3 4 5 6 FY 2013 Street Sweeper (50%) Sidewalk Improvements - Mechanic Street, south side Brick Sidewalk repairs Theater Payment Chamber of Commerce Economic Development Total FY 2013 105,000 20,000 15,000 20,000 36,000 85,000 281,000 105,000 20,000 15,000 20,000 36,000 85,000 281,000 105,000 20,000 15,000 20,000 155,000 315,000 FY 2014-2018 Proposed FY 2014 1 Chamber of Commerce 2 Freeport Economic Development Corporation 3 Theater Payment Total FY 2014 - ft FY 2015 Sidewalk Improvements - Main St, east side, West St. to Town Hall Dr Sidewalk-Main St West St to Holbrook St Sidewalk Improvements - Bow Street, from Main Street east for 100' Theater Payment Economic Development Total FY 2015 35,000 84,000 22,000 20,000 85,000 246,000 - 90,000 40,000 20,000 85,000 235,000 - FY 2017 1 Sidewalk Improvements-Mechanic Street North Side Sidewalk Improvements - Main Street east, Mill Street to Bow Street 2 Theater Payment 3 Economic Development Total FY 2017 25,000 120,000 20,000 85,000 250,000 - FY 2018 1 Sidewalk Improvements - School Street, Main Street to First Driveway 2 Theater Payment 3 Economic Development Total FY 2018 22,000 20,000 85,000 127,000 - FY 2016 Sidewalk Plow-Split with Public Works Reserve Fund Sidewalk Improvements - Main St east side, Bow St to Mechanic St Theater Payment Economic Development Total FY 2016 D 1 2 3 4 ra 1 2 3 4 5 32,000 105,000 20,000 157,000 TIF Funds Available: Unobligated Balance 6/30/12 FY 2013 Projects Property Taxes Raised FY13 Funds Committed for Maintenance Contract FY 2013 (1/2 calendar year) Available 07/01/2013 Last Edited 03/26/13 $ $ $ $ $ 243,978 (160,000) 262,650 (35,000) 311,628 Page 13 of 44 Town of Freeport Reserve Policy 1. Purpose The Municipality of Freeport is committed to a Reserve Account Policy to ensure the financial well being of the Town. This policy is intended to create a stable financial climate, stabilize the tax rate, lower the Town dependency of bonding, assure the timely replacement of equipment, provide for the upkeep of building and properties, and self fund a number of ongoing expenses. 2. Reserve Establishment and Retention The following Municipal and School Reserve accounts are hereby established or retained: 3. t Public Works Department Equipment Replacement Rescue Department Equipment Replacement Fire Department Equipment Replacement Solid Waste / Recycling Department Equipment Replacement Cable T.V. Department Equipment Replacement Municipal Building Maintenance School Department Building Maintenance Public Infrastructure Improvements Unemployment Compensation Traffic and Parking Improvements General Administration, Equipment and Projects Funding ra f o o o o o o o o o o o The funding of accounts will be reviewed by the Town Council yearly, after completion of the annual audit. Several accounts shall have a defined funding source. o Rescue Reserve Department Equipment - funded by $35,000 of the Rescue Department Revenues on an annual basis. Cable T.V. Department Equipment Replacement - funded by $10,000 of the revenues from the o Unemployment Compensation - funded by the earned interest on the account principal. o Traffic and Parking Improvements - funded by administrative fees and parking leases less D o Franchise Agreement on an annual basis. $37,500 for fund balance and expenses. Funding sources for the other reserve accounts shall include but not be limited to the following. o Fund Balance in excess of Fund Balance Policy (one-twelfth of the total operating budgets). o Sale of Equipment and property both real and personal. o Rebates. o Lease Proceeds. o Balances left in capital accounts. o Unanticipated Revenues. o Amounts established for Reserves in the annual operating budgets. o Interest earned on Capital Projects (Bond Issues). Available funds shall be distributed among accounts on a prorated basis. Should the funds available exceed the total needed to adequately fund all accounts in any year, the excess shall revert to the General Fund Balance. 4. The proceeds in reserve accounts will be invested in accordance with the Town's Investment Policy. Last Edited 03/26/13 Page 14 of 44 FY 2014 Capital and TIF Proposal Memoranda Submitted March 12th, 2013 D ra f t Please note that the Shellfish Habitat budget proposal is enclosed, and the Active Living project information has already been disseminated. Last Edited 03/26/13 Page 15 of 44 TO: Abigail Yacoben, Finance Director FROM: Chief Jerry Schofield DATE: March 12, 2013 RE: CAPITAL BUDGET REQUEST The police department is requesting funds in this year's capital budget process to replace 5 laptop computers. The laptop computers are installed inside of our patrol vehicles and they allow the officers to perform a variety of job functions from the police vehicle. Three of the laptops were purchased in 2007, the other two were purchased in 2004. The department has been experiencing some issues with the computers such as keys sticking and the volume not working. D ra f t It is recommended that all of the laptops be replaced together so all units will be operating on the same software program platforms. Last Edited 03/26/13 Page 16 of 44 Rescue Equipment $160,000.00 We are purposing to replace the cardiac monitors currently in use on the ambulances with current monitoring technology. The cardiac monitors serve a variety of functions during the assessment, monitoring and treatment of patients. During 2012 there was 2209 electronic patient reports generated which 75% of these patients received some form of therapy that required monitoring using the life pack 12's currently in service. The average age of patients seen last year was 67 years old and this population would require a variety of monitoring functions the lifepack would provide. The new technology with the Lifepack 15 will allow us to monitor patients exposed to carbon monoxide and provide continuous monitoring of 12 lead EKG's and alerting with changes in the monitoring parameters of the heart wave form. We are seeing a increase of patients exposed to carbon monoxide and have a very limited ability to assess and monitor these exposed patients. ra f t With Blue tooth technology in the lifepack 15 the recorded data transfer will be easier to send to the electronic patient reporting program and will assist the provider with enhanced patient care documentation. Presently we have 5 cardiac monitors on each ambulance with 3 being 12 years old the other two around 6 years old (the last two were purchased in conjunction of the NET program). The manufacturer has stated that support for the lifepack 12 has begun to diminish due to parts and components becoming obsolete. D We are requesting to purchase all 5 on this request, due in part to having provider familiarity with the equipment during critical emergency operations. Each ambulance is set up as close to identical to provide uniformity across the ambulances. Laptops $15,000.00 Maine Emergency Medical Services requires a electronic patient report be generated for each patient Since our start on August 1, 2007 we have entered over 12,600 electronic run reports to date. We are purposing to purchase six new Panasonic Tough books under the state contract which we have submitted a grant request to replace them with a third of the cost match by the department . These two pieces of equipment are the most used equipment with technology that have a direct effect on the patient we care for 365 days a year. One of the other pieces of capital equipment is a Ambulance and Stretcher. Last Edited 03/26/13 Page 17 of 44 PROTECTIVE CLOTHING (FIRE & RESCUE) D ra f t Each year is a standing replacement of Protective Gear for Fire and EMS personnel. We rotate replacement gear by need, activity of member, and number of year's current gear is in service. We conduct annual Gear Inspections of all Personnel Protective Gear. Last Edited 03/26/13 Page 18 of 44 MEMORANDUM TO: Peter Joseph, Town Manager FROM: Albert Presgraves, Town Engineer DATE: March 13, 2013 SUBJECT: Capital budget recommendations This memo describes the recommended projects in this year's capital budget that I am involved with. These budgets include all of the items under the articles for Public Works (Article IV,) Solid Waste/Recycling (Article V,) and Comprehensive Town Improvements (Article VI,) plus a comment under the Destination Village TIF (Article VII) and some additional items under Municipal Facilities (Article VIII.) Public Works ra f t First, I want to commend Earl for his thorough review of our equipment replacement schedule, as summarized in his letter dated February 22. We are recommending that many of our trucks and some other equipment can have a much longer useful life before replacement, and this will reduce the total Public Works capital expenses by about 15% over time. D However, for this year we are recommending that two pieces of equipment be replaced in addition to the previously scheduled truck replacement. The wood chipper had been scheduled for replacement in 2015, but it is in poor condition and if not replaced, it will need major repairs. The pick-up with plow had been overlooked in the Capital Plan, but it is 10 years old, and needs to be replaced. Note that the FY 2015 capital budget is greatly reduced from the previous budget. The recommended replacement truck will be a new "wheeler," the larger, tandem axle trucks that are the most efficient for hauling material for our summer road projects, and they also plow and treat for snow. The budget shows the cost for this truck in two parts-- $115,000 for the chassis and cab unit, and $94,000 for the stainless steel dump body and plow equipment, for a total of $209,000. This truck will replace a damaged single axle dump truck, so we will have four wheelers (the oldest one will become our reserve back-up truck) and four single axle trucks. [The reserve back-up truck is a critical vehicle that is typically used several times each winter when one of the regular trucks breaks down during a snow event.] Solid Waste/ Recycling The two items included in this year's budget are (1) reconditioning the scales and upgrading the scale computer for $6,000, and (2) purchasing a compactor for residential waste at the Recycling Center for $24,000. Both of these items are reasonable, but I want to explain the residential compactor proposal. Currently, the Town leases a compactor unit for $250.00 per month, or $3,000 per year. Since this unit should last about 10 years before it needs any major service, (and should last 20 years overall,) the simple 'payback" is 8 years, and then it should continue to save money for the next 12 years. By purchasing this unit, there will be a reduction in the operating budget of $3,000 starting this year. Currently, the FY 2015 capital budget shows the construction of an additional retaining wall drop-off area. This improvement was planned in anticipation of closing the demolition landfill in FY 2016, when Last Edited 03/26/13 Page 19 of 44 Memo- Capital Budget Recommendations March 13, 2013 Page 2 the material that is currently disposed in the landfill will need to be transferred to a different disposal location. At one time, separating wastes into several different types of material would lower the disposal cost for each of the different wastes. Currently, this is only true for the inert waste material (brick, concrete, ceramic,) while all other demolition-related wastes can go into a single container, and the inert material can be collected in a roll-off container on the ground without a retaining wall structure. Therefore, I am recommending that the retaining wall drop-off facility be eliminated, and replaced with two other items for FY 2015. One is a paving project for the yard and leaf composting area for $60,000. The gravel surface in this area gets damaged when the piles are turned, and the gravel needs to be replaced annually. Paving this area would improve the composting operation, and reduce the poor drainage that allows water to collect under the compost piles. The other project is to move up a baler reconditioning effort for $35,000 that had previously been scheduled for FY 2017. Two of our balers are over 15 years old, and they are requiring frequent repairs. Comprehensive Town Improvements ra f t This category of projects can be difficult to manage because of changes in road conditions, design needs, other projects, and funding. Another important factor is the ability of the Public Works Department to perform the work, and still keep up with ongoing maintenance needs. Because we have been building some significant projects in recent years, we are getting a little behind in some of our road ditching and shoulder maintenance projects. D As a reminder, the reconstruction of West Street was funded in 2011, and it was deferred for a number of reasons, but we plan to build it this year. As of this writing, it does not seem likely that the State will fund any MPI projects this year, so I am recommending that the Wardtown Road project be deferred until FY 2015 when MPI funding should be available for 50% of the project cost. [This funding has been requested, and we are "first in line" when the funding becomes available.] I am therefore recommending that the Torrey Hill Road improvements be done this year instead of in FY 2015. Although not important for this year, I am recommending that the reconstruction of Litchfield Road be moved from FY 2017 to 2016, and the reconstruction of Curtis Road moved the other way. This is because Litchfield Road is in much worse condition compared to Curtis Road. A new project is the improvements at Hunter Road and Pownal Road fields that relate to the ongoing DEP Site Location permit application. The recent Schematic Design Report for this project anticipates that the Town will be able to make improvements over the next two years to satisfy the stormwater regulatory requirements. The Schematic Report estimates a cost of $59,000 to make the first phase of improvements in FY 2014. The proposed budget for FY 2015 would cover the second phase of stormwater improvements, including an expansion of the Pownal Road parking lot with an additional 43 parking spaces. Note that the current cost estimates show that this second phase cost could be reduced to about $69,000 if the additional parking spaces are not built. However, it must be emphasized that all of these cost estimates are subject to refinements in the design and phasing plan that are developed during the DEP application and approval process, so these may need to change in future. There are also two new small projects that were recommended by the Traffic & Parking Committee in 2012. One is an improvement to the intersection of School Street and Main Street that will increase the radius of the curb on the north side. This project will include reconstruction of the brick sidewalk for a total estimated cost of $9,000. The existing curb radius at this location is only a few feet, so right-turning vehicles (especially trucks) need to proceed into the intersection before turning, and this makes the turns potentially more dangerous than if the radius was increased. An existing utility pole in the sidewalk near the curb will need to be relocated by the utility company at no cost to the Town because the work is Last Edited 03/26/13 Page 20 of 44 Memo- Capital Budget Recommendations March 13, 2013 Page 3 associated with a traffic safety improvement. Another project is a raised speed table on South Freeport Road for the existing crosswalk at Soule School/ L'Ecole Francais. This was first recommended by the Traffic & Parking Committee in 2008 but it was never budgeted or constructed. The project was reconsidered by the Committee in 2012, and it was recommended for funding, with an estimated cost of $2,600. Destination Village TIF Unfortunately, the work funded last year was not built, but it will be done this year. [That was the sidewalks and curb on the south side of Mechanic Street, and targeted repairs to the brick sidewalks on the east side of Main Street.] Overall, the village sidewalks are in generally good condition, so it would be reasonable to complete these funded projects, and wait one year to do anything else. Municipal Facilities ra f t All of my recommendations in this category are new projects, unfortunately. One is the replacement of the Public Works salt shed roof that had previously been scheduled for FY 2015 at $28,000. This change is recommended because the existing roof is too low, and the need for annual repairs should be eliminated by the new roof. Another project is to replace the roof on the Pine Street Vault for $28,000. This project had been overlooked in the Capital Plan, but the roof is in very poor condition and needs to be replaced this year. An important project that has also not been included in the Capital Plan to date is a back-up generator at Public Works for $125,000. This project will increase the emergency response capabilities of the Public Works Department, with the biggest benefit being the ability to pump fuel to all of the Town's public vehicles during a power disruption. D If you have any questions, please let me know. Last Edited 03/26/13 Page 21 of 44 February 22, 2013 Dear Albert and Peter, Upon review of the Public Works equipment replacement plan, I am suggesting we modify the plan by extending the expected lifespan on certain pieces of equipment. Based upon our department's history of usage, maintenance and purchase selection of this equipment, I have found that we do not need to replace these items as often as originally was planned. My proposal is based upon the following information: We can increase the lifespan of our plow and dump trucks from 8 to 12 years since the Town of Freeport has converted from gas to diesel engines - diesel engines are built to last longer than gas engines. We have also converted our dump trucks and pick-up trucks from steel to stainless steel beds. The plows on our pick-up trucks are now stainless steel as well, which have a longer lifespan (currently, Public Works has two pick-ups with a gas engine and four dump trucks with a steel bed). Last year, Town Council approved our purchase of a new sweeper - this is a Regenerative Air Sweeper with a stainless steel hopper versus a mechanical sweeper which will greatly increase its lifespan. D ra f t The following are my recommendations: Current Plan New Proposed Plan Trench Box 20 yrs. Backhoe 12 yrs. 15 yrs. Bulldozer 20 yrs. 20 yrs. Truck Chassis 8 yrs. 12 yrs. Dump Body 8 yrs. 12 yrs. Excavator 20 yrs. Flat Bed Trailer12+ yrs. 20 yrs. Forklift 12+ yrs. 15 yrs. Front End Loader 15 yrs. 15 yrs. Fuel Depot Grader 20+ yrs. 20 yrs. One Ton Truck/Plow - 8 yrs. 12 yrs. Pick-Up Truck/Plow - 8 yrs. 12 yrs. Sidewalk Plow 8 yrs. 10 yrs. (w/ Blower and Sander)(1/2 TIF Funded) Sweeper 8 yrs. 12 yrs. (TIF 50% Funded) Wood Chipper 15 yrs. Snow Blower/Loader15 yrs. (1/2 TIF Funded) By extending the lifespan on the above equipment, the Public Works Department will greatly reduce the cost to the Town of Freeport and will benefit the capital budget in years to come. Attached is our Equipment Inventory - Replacement Year Plan through the year 2033. Feel free to contact me if you have any questions or concerns. Sincerely, Earl Gibson Superintendent of Public Works Last Edited 03/26/13 Page 22 of 44 FREEPORT PUBLIC WORKS Equipment Inventory - Replacement Year Plan Year Truck# Make Vehicle/Equipment Replacement Year Tank Trailer 1959 Replacement Plan n/a n/a *replacement not needed *replacement not needed 1997 Harvey Box Trailer n/a n/a 1997 Mobark Wood Chipper 15 years 2014 4 Volvo Dump Truck with Plow 12 years 2014 2003 15 Ford Pick-Up with Plow 8 years 2011/now 2014 *this truck will move to a 12 yr. replacement plan once it is replaced with a diesel engine truck. 2006 12 GMC 1 Ton Dump with Plow 8 years 2014 *this truck will move to a 12 yr. replacement plan once it is replaced with a truck w/ a stainless steel bed. Yale Forklift 15 years 2015 ra 1994 ft 2001 3 Sterling Ford Dump Truck with Plow 12 years 2016 2004 2 Sterling Dump Truck with Plow 12 years 2017 D 2005 1984 Caterpillar Bulldozer 20 years 2017 2007 Trackless Sidewalk Plow 10 years 2017 Ford 3/4 Ton Pick-Up with Plow 8 years 2017 John Deere Back Hoe 15 years 2018 2009 2002 1 *refurbished in 2007 to extend the replacement year by 10 years. *this truck will move to a 12 yr. replacement plan once it is replaced with a diesel engine truck. Page 1 Last Edited 03/26/13 Page 23 of 44 FREEPORT PUBLIC WORKS Equipment Inventory - Replacement Year Plan Truck# Make Vehicle/Equipment Replacement Plan Replacement Year 1999 Currah Light Trailer 20 years 2019 2004 Case Front End Loader 15 years 2019 1999 Mighty Lite Trenchbox 20 years 2019 2000 Custom Low Bed Trailer 20 years 2020 ft Year 9 Sterling Dump Truck with Plow 12 years 2020 2010 6 International Dump Truck with Plow 12 years 2022 Snogo Snow Blower 15 years 2023 Freight Dump Truck with Plow 12 years 2024 Freightliner Elgin Truck Street Sweeper 12 years 2024 Pick-Up with EZ Plow 12 years 2025 Dump Truck with Plow 12 years 2025 Road Grader 20 years 2026 2012 7 2012 2012 2013 8 GMC 2013 14 Freight 2006 D 2008 ra 2008 John Deere 2014 4 Dump Truck with Plow 12 years 2026 2014 12 1 Ton Dump with Plow 12 years 2026 2014 15 Pick-Up with Plow 12 years 2026 Page 2 Last Edited 03/26/13 Page 24 of 44 FREEPORT PUBLIC WORKS Equipment Inventory - Replacement Year Plan Year Truck# Make Vehicle/Equipment 2016 2027 12 years 2028 Wood Chipper 2014 10 years Dump Truck with Plow 3 Replacement Year Sidewalk Plow 2017 Replacement Plan 15 years 2029 1 3/4 Ton Pick-Up with Plow 12 years 2029 2017 2 Dump Truck with Plow 12 years 2029 Forklift 15 years 2030 2011 2020 John Deere 20 years 2031 12 years 2032 Back Hoe 15 years 2033 D Excavator Dump Truck with Plow 9 2018 ??? ra 2015 ft 2017 Titan/Speed Honda Paint Machine Paint Machine Engine *as needed Page 3 Last Edited 03/26/13 Page 25 of 44 To: From Re: Date: Peter Joseph, Town Manager Abbe Yacoben, Finance Director Municipal Facilities Background and Explanations March 12, 2013 This memo describes the FY 2014 Municipal Facilities budget proposals. D ra f t 1. Computer upgrades-Townwide-The Town has made large strides toward stabilizing the network including purchasing new servers, upgrading the network, backing up files into the cloud in case of server failure or data loss, implementing virus protection and an intrusion protection mechanism, and replacing more computers than in the past. Staff proposes to use $40,000 on general computer maintenance in addition to a disaster recovery system. This system would ensure that a copy of our servers operates in the "cloud" at all times and can be replicated in a very short amount of time (approximately two hours) in the case of a server failure. The reason for a disaster recovery test and plan is to ensure that all backups are functioning and that in the case of a server failure we would not have to rebuild the servers; they would be ready to restart. 2. Building Maintenance Trailer-The Council appropriated the $27,000 for the building maintenance tractor and snow blower. This trailer would transport the tractor/snow blower from one location to another during mowing and plowing seasons. 3. The salt shed roof project is discussed in Albert Presgraves' memo. 4. The back-up generator at the public works building is discussed in Albert's memo as well. 5. The roof at the Pine Street vault is discussed in Albert's memo as well. 6. The train platform is in need of surveillance in the event of vandalism or emergency. Please see the language from Train Station Manager Ed Bonney's memo: "The reason for the video monitoring equipment is straight forward. Safety and Liability. At the present time it is not possible to monitor the platform, except when trains are met by either an employee or a volunteer. The same is true for the Parking Lot. Between trains, if someone should get hurt in the parking lot or fall off the platform on to the tracks there is no way for a Train Center employee or volunteer to know it. The proposed video monitoring system is patterned after the one used at the Wells, Maine Train Station and a similar system in Freeport would cure this problem. Chief Schofield, Rick Simard and I have visited the Wells Station and reviewed how their systems works. Based on Last Edited 03/26/13 Page 26 of 44 D ra f t this visit and a review of the information obtained and their costs plus a review of our anticipated needs, Rick and I have put together this proposal for the Freeport Train Center. I am sure Chief Schofield would be amenable to sharing his thoughts on this proposal with the Council. The Chief is looking into ways for off-site monitoring to be accomplished. I have not had a recent discussion with him about this. 7. Revaluation Reserve Fund-This is an annual contribution to the revaluation fund; our assessor completes revaluation tasks each year in order to avoid a major revaluation and large value changes at one time. This fund allows our assessor to purchase new Vision upgrades as necessary and complete his revaluations. Last Edited 03/26/13 Page 27 of 44 To: From Re: Date: Peter Joseph, Town Manager Rick Simard, Cable Television Director Cable Television Description March 12, 2013 This memo describes the FY 2014 Cable Television budget proposals. ra f t The FY 2014 cable television appropriation totals $19,000 in cable television expenditures and includes $15,000 in municipal appropriation and $4,000 in RSU #5 appropriation. D The municipal appropriation will be used for equipment as needed such as an additional hard drive to store municipal meetings and community programming. The current system is nearing capacity, and the new hard drive will cost $8,000 and will be eight terabytes in size and RAID five in redundancy. In addition, staff will purchase a new hard drive for the editing computer. This will be used to store editing projects, which are memoryintensive. For example, a recent 38-minute program used 60 gigabytes of hard drive space. In addition, staff will purchase additional microphones for recording of community events. Staff would like to use the $4,000 appropriation for the RSU to replace the Channel 14 event controller. This is used for replaying of programs, and it has limited capabilities and the RSU has outgrown this piece of equipment. Last Edited 03/26/13 Page 28 of 44 Proposed July 1, 2013 - January 2014 Maintenance and repair $15,000 tending fences, near shore traps, nets, repair, Product Transport $8,000 Bait and shell collection $3.000 Contingency $3,000 TOTAL $29,000 Last Edited 03/26/13 Page 29 of 44 Proposed January 2013 - Pit traps fencing Maintenance supplies Shellfish seed Product Transport Bait and shell collection Contingency July 1 2014 $12,000 $20,000 $7,500 $1.200 $2.500 $5.000 $1,400 $3,000 TOTAL $52,600 Last Edited 03/26/13 Page 30 of 44 Freeport Shellfish Restoration Project March 25, 2013 Chad Coffin Friendsoftheclammers@comcast.net Project Description and Goals: The goal of this work is to create new jobs and sustain existing ones by significantly increasing commercial production of hard and soft-shell clams in Freeport. Additionally, our goal is to create new long-term economic opportunities for current and future Freeport shellfish harvesters through restoration and enhancement efforts, and to provide ecologically prudent solutions to counteract crippling declines of clam harvests and productive mudflats. Project Objectives: ra f t The project will utilize Town of Freeport staff and equipment, including the Freeport Shellfish Warden, Freeport Harbormaster and Freeport Public Works, paid scientific consultants, shellfish commission conservation workers, Maine Clammers Association volunteers and general public volunteers. The project will also employ the services of Resource Access International (RAI) of Brunswick, Maine and S&S Seafood of Freeport, Maine and potentially others as well. For example, in the absence of buyers or volunteers, a product transportation agreement may be required to get crabs to composting facility in Brunswick, Me. The specific objectives are to: D 1. Restore intertidal shellfish beds to support commercial populations of hard and soft-shell clams; 2. Enhance wild populations of hard and soft-shell clams by diminishing impacts of invasive green crab. 3. Preserve and Adapt Freeport's municipal shellfish program for current and future generations by demonstrating the effectiveness of husbandry of wild shellfish resources 4. Educate shellfish harvesters, elected officials and students about management methods to ensure sustainable clam production and long-term job growth. 5. Determine the current impact of Ocean Acidification in Freeport's intertidal growing areas and establishment of sediment health data base. The project requests that bidding process requirements be waived for purchase of crab traps as only one manufacturer of preferred trap design exists. The project also requests the bidding process be waived for additional project work utilizing RAI due to the nature and interactions with grant work awarded RAI and RAI's familiarity with project. Site Location: For Phase I, Little River, Recompence Cove, Spar Cove and the Upper Harraseeket River have 1 Last Edited 03/26/13 Page 31 of 44 been chosen. Little River and Recompence Cove The Little River and Recompence Cove locations have been chosen for their close proximity to Coastal Studies for Girls (CSG), Wolfe's Neck State Park and Wolfe's Neck Farm. Both locations meet Maine Department of Marine Resources (DMR) conditionally approved standards and offer exceptional land access points. A combination of fencing and trapping is planned for Little River and Recompence Cove. Spar Cove Spar Cove, located in the Lower Harraseeket River, has been chosen for its close proximity to access points, existing shellfish resources and physical characteristics (old pilings that form a fence line). Spar Cove meets DMR's conditionally approved standards. A combination of fencing and trapping is planned for the Spar Cove location. ra f t Upper Harraseeket River The Upper Harraseeket River has been chosen due to its close proximity to CSG, points of access and its physical characteristics of well defined predator pathways to producing shellfish beds. This region represents the last significant juvenile and adult wild soft shell clam population in Freeport and meets DMR conditionally approved standards. A combination of fencing and trapping is planned for the Upper Harraseeket River. Land Owner: Project to occur in intertidal zone that is co-managed by State of Maine and the Town of Freeport D On-the-Ground Implementation Start Date: April 13, 2013 Coastal and Marine Habitats to Benefit from the Project: Soft-bottom intertidal areas within Freeport, Maine: Commercial species to restore: soft-shell clam, Mya arenaria. Hard Shell Clams, Mercerneria and other native species. Project Scope: The specific tasks to be accomplished include: 1. Removing large, invertebrate predators (the invasive green crab) from intertidal flats and shallow sub-tidal regions of Freeport to help restore commercial populations of softshell clams and repair stressed marine habitat. We will collect baseline shellfish spat data in all locations prior to implementation of traps, fencing and netting. We will also be collecting spat data at prescribed times and dates beginning in August 2013 and ending December 2013. We will use a combination of traps, netting and fencing to limit predation at intertidal locations in Freeport. 2. Testing for sediment health (PH) and other environmental sensitivities to determine impact on shellfish spat. 2 Last Edited 03/26/13 Page 32 of 44 3. Conducting consistent, scheduled stock assessments using techniques established and recognized by marine science professionals to determine effectiveness of stock restoration efforts 4. Trapping crabs and collecting site specific catch-per-unit-effort data along with size-frequencies and sex ratios (crabs) from 15 survey traps at prescribed locations in Freeport. Project Outputs/Outcomes: We will restore and/or rehabilitate intertidal acreage in Freeport that is conditionally open, commercial clam habitat. The project will have both ecological and socioeconomic outcomes that include: 1. An increase in both hard and soft-shell clam productivity and abundance to levels that will sustain commercial harvests into the future; 2. An increase in the spawning potential of the clam population; t 3. Increased water clarity, greater abundance of beneficial microalgae resulting in faster clam growth. 1. ra f The anticipated socioeconomic outcomes are: Preserving current marine resource jobs and job creation; 2. An educated clammer population that understands how husbandry of wild resources increases shellfish harvests and who will act on their decisions; Higher incomes for clammers and local businesses; D 3. 4. A more diverse economic climate in Freeport; 5. Increased public knowledge of coastal and marine issues; and 6. Building native shellfish resources for future generations that can adapt to climate change i.e. warming ocean waters and rising sea levels. Phase I success will provide data to support dramatic change from the current Freeport Shellfish Conservation Program requirements to include mandatory fence maintenance and trapping activities for commercial clammers. Phase I Project Time Line: April 2013 - January 2014 Permits and Approvals: Green Crab fencing has been approved by DMR (see attached letter) and a DMR special license is required to trap green crabs. That license is available to Freeport. A request to reintroduce shellfish breakage collected at DMR certified shellfish wholesalers in Freeport as bait is awaiting 3 Last Edited 03/26/13 Page 33 of 44 a decision from the Maine Department of Environmental Protection. Overall Phase I Project Costs through January 2014: $ 102,400.00 Background: Freeport has a historically productive and culturally important municipal shellfish program. Freeport's shellfish program is dependent on excellent water quality. Freeport's program has and continues to actively participate in environmental advocacy and protection. For much of the last two decades, Freeport has consistently ranked in the top ten Maine communities for soft shell clam landings. In 2012, Freeport landed more shellfish (940,000 lbs.) than any other Maine community and comprised approximately 10% of Maine's total harvest for soft shell clams. In 2012, Freeport's shellfish program generated over $1,300,000.00 in direct harvester sales with an economic impact of approximately $5,000,000.00 to the economy. ra f t However, recent landings should not be used to measure or predict the health of Freeport's marine resources. Many species of marine resources as well as the number of productive acreage in Freeport's intertidal regions have been diminished by approximately 80% over the last two decades. While there are many factors to consider, predation by invasive green crabs is the primary cause of these declines. Climate change and warming ocean water not experienced since the 1950's, has allowed gradually increasing invasive green crab populations to explode with the result being severely diminished shellfish populations and stressed marine habitats. In the 1950's and 1960's, Freeport Public Works erected green crab fencing in Freeport's intertidal regions. Exceptional cold (referred to by some climatologists as a "mini ice age") the 1960's and 1970's devastated green crab populations and the need and motivation to erect and maintain fencing and trapping efforts was soon dismissed as sub-tidal and intertidal shellfish populations exploded in the 1970's. D Trapping activities and the Systematic removal of predators The project will begin the process of educating lobstermen to why they should destroy green crabs caught in the thousands of lobster traps in Casco Bay. Currently, a high percentage of fishermen do not understand or realize the impact green crab predation is having on Maine's marine resource habitat. Through continued education, we expect fishermen to have a significant impact on green crab populations in Casco Bay through intensive trapping. The purpose of trapping is 1) to remove potential predators from the area where soft-shell clams are growing; 2) to establish a line of defense at the intertidal- sub tidal interface to complement fencing strategies; 3) to gradually reduce the average size of green crab populations, eventually shifting the green crab from being primarily a predator to a more vulnerable size as prey for native predators, e.g. Eider Ducks and American Lobster; and 4) to remove potential predators from known pathways (channels) to intertidal regions. The restoration activities will focus on intense removal of green crabs from the intertidal and shallow sub-tidal regions of tidal flats within the town of Freeport during the time of year when these predators are most active and, therefore, have the highest probability of being caught or trapped (May through October). Currently, green crabs have no significant commercial value. 4 Last Edited 03/26/13 Page 34 of 44 Hence, removal of green crabs can occur under the auspices of a Special License from Maine's Department of Marine Resources that will be issued to the project each year. The preferred Ace Crab Trap is designed and built by the Brazier Trap Mill in Waldoboro, Maine. Ace Crab Traps cost $68.00 each. The project will receive 200 Ace Crab Traps, which meet DMR requirements. Each trap will be rigged with up to 8 fathoms of rope and a buoy marked with Freeport's municipal green crab trapping special license number. Each buoy will be labeled or numbered for data collection and identification purposes. Freeport shellfish conservation workers and local volunteers will fish green crab traps provided to them by Freeport's shellfish program. All participants will be reasonably responsible for the deployment, fishing and return of traps provided by the Town of Freeport. Traps will be hauled and baited at least 3 non-consecutive days a week, over a 22-week period from 1 June to 31 October 2013, at which time all traps utilized by volunteers will be delivered to the Freeport Town Dock. ra f t At least two Freeport commercial clammers, who primarily fish for lobster, have been awarded 12 points of conservation credit in exchange for fishing 25 green crab traps each. Traps will be hauled and baited at least 3 non-consecutive days a week, over a 22-week period from 1 June to 31 October 2013, at which time all traps utilized by shellfish commission conservation workers will be delivered to the Freeport Town Dock. D Freeport's shellfish warden will allocate the traps to interested individuals and maintain a data base of trap distribution and maintenance. The Freeport Shellfish Warden will coordinate with Freeport Public Works to transport traps from Freeport Town Dock to municipal storage site at end of fishing season or by November 2013. Trap vents will be plugged at time of storage to prevent the inadvertent trapping of wild and domesticated animals. The Freeport Shellfish Warden will provide a report detailing the condition and losses of any traps to the Freeport Shellfish Commission in January 2014. The Freeport Shellfish Warden and Harbormaster will "fish" 15 survey traps under the direction of Dr. Brian Beal using the Freeport Marine Patrol boat. Freeport's Marine Patrol Boat will require hull protection and trap hauling equipment upgrades. This effort will collect site specific catch-per-unit-effort data along with size-frequencies and sex ratios (crabs) at prescribed locations in Freeport. Volunteer clammers, CSG, RAI staff and Wolfe's Neck State Park staff will maintain a series of pit traps at prescribed locations in Freeport's intertidal gradient. Pit traps will consist of five gallon buckets dug into the sediment and 1 dozen 18" high 10' x 12' aluminum pit traps placed outside fence lines and along lower intertidal gradients at prescribed locations. RAI will coordinate the data collection of Freeport's pit traps with CSG and Dr. Brian Beal. The project will receive 200 Ace Crab Traps, commercial-size traps constructed of 1/2 -inch vinylcoated wire that will be "fished" at prescribed, as well as in active harvest locations in Freeport's intertidal and sub-tidal regions. Traps will be baited with shellfish protein obtained through S&S Seafood and Dennison Seafood in Freeport. In the event this bait source is unavailable, we have budgeted for the purchase of herring. 5 Last Edited 03/26/13 Page 35 of 44 Projected cost: Marine Patrol Boat upgrades Pit Traps, shoreline traps 200 crab traps, Rope, buoys, Trap Rigging (S&S Seafood) Bait Storage containers with lids Product Transport Up to $ 5000.00 $ 8,000.00 $ 14,000.00 $ 3,000.00 $ 800.00 Up to $ 2,500.00 $ 3,100.00 Up to $ 15,000.00 $51,400.00 D Netting ra f t Total Netting may encourage wild clam spat to settle or protect individuals that have randomly settled into the sediment. To help determine the success of fencing and trapping, we will deploy a series of 8 (12-feet x 20-feet) nets in June 2013 on the intertidal gradient at Little River and Recompense Cove. Each location will have 2 nets installed on either side of the green crab fence line. In addition, once per month from July through November 2013, we will sample all netted plots from each site to estimate clam survival and growth. Netting material has already been purchased. We will employ the services of S&S Seafood to construct the nets. Nets will be deployed and removed by shellfish conservation workers. Nets will be maintained, sampled and monitored by RAI and Freeport's student license program. Nets will also be deployed beneath large pit traps to prevent trapped crabs from burrowing into sediment 6 Last Edited 03/26/13 Page 36 of 44 to escape capture or birds of prey. Projected cost: Net construction Up to $800.00 Total $800.00 Fencing Projected cost: ra f t Green Crab fencing has shown to be effective in reducing green crab population access to intertidal soft shell clam habitat. In the 1950's Maine DMR focused efforts on developing effective fences. After many years of experimenting with various models, an effective fence was developed. The barrier was 18" high, made of 1/2" mesh hardware cloth, supported by posts and boards, with a flange on top and a 6" skirt below the fence in the sediment. We will replicate the model developed in the regions identified in Phase I of the project. We will erect approximately 5000 ft. of predator fencing in April and May of 2013 at prescribed locations, utilizing shellfish conservation workers and Maine Clammers Association volunteers for installation and removal (November/December 2013). In order to utilize fencing as an effective predator deterrent, fencing must be monitored and maintained (cleaned of grass and debris) and repaired on occasion or regular basis. This task will be accomplished and documented by contracting with RAI, volunteers, shellfish conservation workers, the shellfish warden and student programs at CSG and Freeport Public Schools. Total Up to $15,000.00 Up to $20,000.00 D *Materials **Maintenance and Repair $35,000.00 * Construction, installation and removal of all fencing will be accomplished utilizing shellfish conservation workers, Maine Clammers Association volunteers. **Projected cost under maintenance and repair includes netting maintenance, pit trap data and PH monitoring of selected restoration sites. Education and Outreach Formal meetings will occur three times, July, October and January, to review and discuss information collected. These meetings will be a public forum for all participants from Freeport to share their observations, provide comments on the sampling and data generation processes, and plan for future activities to occur. The meetings will be used by Freeport Shellfish Commission to present results from field data collection. We will employ the services of Dr. Brian Beal and Dr. Elizabeth Halliday to create a publishable scientific report and poster describing the project and results to date. Freeport's Marine Resource 7 Last Edited 03/26/13 Page 37 of 44 Officer will share this report at three annual meetings: Freeport Town Council (January 2014), the Maine Fishermen's Forum (March 2014), Casco Bay Marine Resource Summit (February 2014). Projected cost: Expert Report Up to $15,000.00 Total $15,000.00 The proposed project will improve the economic condition of our area based on the following significant anticipated outcomes that will: 1. Increase participant knowledge related to managing public and private populations of commercially important shellfish via hands-on, field-based activities; Improve field conditions for growing commercial shellfish through restoration and rehabilitation efforts resulting in fewer marine predators; t 2. ra f 3. Develop methods with participants designed to generate short- and long-term data sets to be used in refining future management decisions; 4. Provide business skills, and prepare participants for success after project funding; and D 5. Produce significantly higher volumes of shellfish for commercial sale. The project will deliver tangible, specific results that can be measured with respect to the number, type, and duration (in labor hours) of jobs created or maintained resulting from the project. The specific deliverables include: 1. Increased soft-shell clam production as a result of predator removal and stock enhancement efforts; 2. A skilled workforce that understands how to increase productivity of the intertidal zone through conservation measures; 3. Spatial and temporal data that will give communities site-specific information to be used for future management decisions to increase local tidal flat productivity; and 4. Peer-reviewed publications in scientific journals that contribute to our general understanding of predator-prey interactions in the context of fisheries management. We will measure the outcomes described above using scientific performance measures provided by project consultant's Dr. Brian Beal (DEI) and Dr. Elizabeth Halliday (Coastal Studies for Girls). For example, in the category of a healthy and productive coastal ecosystem that benefits 8 Last Edited 03/26/13 Page 38 of 44 society, we will document and measure the number of habitat acres restored each year and cumulatively. In addition, we will conduct population assessments in the enhanced areas to follow the fate of these animals through time. This will enable us to forecast future commercial production in these areas. In the category of a well-informed public that acts as stewards of coastal ecosystems, we will characterize the percentage of tools, technologies, and information services that we use to improve ecosystem-based management. o Potential to sustain and adapt Freeport's shellfish program to climate change through resource husbandry will provide benefits of regional or national significance for our coastal and marine habitats. ra f t We propose a modest work effort in multiple phases designed to increase production of a commercially important shellfish species in Freeport that have been reduced to population numbers that won't support a thriving fishery in a few years. The reduction in productive acreage has had negative effects on the local economy in this region of Maine. Because the effort involves participants invested in the industry who will benefit directly from the activities, the project will instill a sense of stewardship that will last well beyond Freeport's initial investment. Clammers and volunteers will be trained to remove major predators, such as the invasive green crab and milky ribbon worm, from intertidal flats and these efforts will necessarily continue beyond the project. By that time, after participants have rehabilitated clamming habitat, the utility of their efforts to improve significantly clam flat productivity will be demonstrably apparent to them. That is, once clammers can see that their efforts have led to significant increases in clam harvests in their community, they will recognize that their restoration and rehabilitation efforts must become incorporated into their routine work schedules. In addition, once community leaders and other residents see that increased clam harvests stimulate the local economy, it is entirely possible that these communities will allocate funds to sustain and expand shellfish programs. D There is demonstrated support for the proposed effort. Freeport's soft-shell clam industry is facing unprecedented challenges brought about by increased predation associated with warming ocean water. We have chosen the most self-sustaining and environmentally benign restoration techniques that will increase significantly the productivity of the clamming habitat in the communities as well as accomplish the project's major goal of creating both short- and longterm jobs. Although impossible to remove all predators from an area, the methods we propose to increase soft-shell clam production can work if sustained through time. The major clam predators have limited mobility compared to birds and fish. Crabs are trappable, and will take a variety of different baits (we plan to use local shellfish gurry and if not available, traditional lobster bait or herring). Once trapped, crabs can be removed easily from an area and disposed of safely. The combination of predator removal plus stock enhancement will put clammers to work over the short term while their efforts will pay dividends for longer-term harvesting jobs. (We estimate that it will take two-three years after clams are seeded in plots to begin commercial harvests). 9 Last Edited 03/26/13 Page 39 of 44 Freeport Economic Development Corporation 30 Main Street, Freeport, Maine 04032 207-865-4743, Extension 117 - Fax: 207-865-0929 fedc@freeportmaine.com 0 MEMORANDUM To: Peter Joseph, Town Manager I-ion. Members ofthe Freeport Town Council from Keith A. McBride, FEDC Executive Director Re: FEDC's Allocation Request for FY 2014. Date: March l2, 2013 community's economic development goals. This year, FEDC is asking for $105,000 out of TIFfunds,whichisa$l4,000 allocation. FEDC's mission is as follows: documents. As the community's economic development agency, FEDC works with Freepottbusinesses. friendly community and to improve community assets (including educational, historical, cultural and recreational assets) which enhance the quality of life for Freeport residents. By pursuing diversification and sustainable, targeted growth in the town's commercial to provide critical municipal services. Last Edited 03/26/13 Page 40 Of 44 CHAMBER OF February 14, 2013 COMMERCE Members of the Freeport Town Council: On behalf of the Board of Directors of the Greater Freeport Chamber of Commerce (GFCC), I am writing to reque-"l funding from the Town of Freeport, in order to ensure that GFCC is able to continue to provide services that benefit the Freeport business community and the town at large. HISTORY OF OUR CHAMBER From the time of its inception, the GFCC has served as a community leader and promoter of not only local business, but the larger business/residential community. The GFCC is committed to growth and stability of our local business community and the important role that our businesses play in the overall community. It is in this spirit that the GFCC has undertaken to star. a number of initiatiies to assist our business members and the Freeport, Durham and Po .vnal mess communities and the town as a whole. WH 4 GF CC DOES While we are perhaps best known for our highly popular and well attended business afier hours, which afford businesses a critical opportunity for cross marketing and to meet other business owners, this is only a small part of GFCC's role in promoting this town's vital economy. GFCC also.' 0 Hosts an annual and very business to business expo, where local businesses can spotlight their products and services to one another and members of the public. This expo has been very popular and well attended for ye: -rs; 0 Hostec a seminar this year that was presented by Maximum Potential on the topic of of Selling"; P0301335. Free-ponMaine04032 Physieamddnoss: 57DepotStreot.Fnaepott. Maine 207-847-5240 . . . I. :1 . . Last Edited 03/26/13 Page 41 of 44 Freeport Town Council February 14, 2013 0 Hosted a number of informational breakfast forums, to discuss issues that are important to local businesses. 0 Organized and hosted a 2011 "Candidate's' Forums", which allowed the public to gain access and information about candidates and their platforms, though GFCC remains politically neutral. We plan to continue to offer this important event for the benefit of our voters. 0 Offers a number of references, resources and other valuable information for our members and the public about our local business community; 0 Aimually publishes and circulates a menu guide, which spotlights the menus and diversified cuisines of Freeport restaurants. 0 Annually publishes membership directory with information about our business members and the town. We plan to expand our membership directory this year to include residential relocation reference material in addition to a business relocation guide, devised to direct new businesses to necessary product vendors, services and other business related information. In addition, GFCC is in the process of plarming a number of events this year. Some are to raise money, but all of these events are designed to offer value to our members and the business community; 0 We are planning to host April 2013 forum on the Maine state budget and the effects the budget could have on local businesses throughout the state. 0 We are planning to host another Business to Business Expo 0 We are in the process of plarming an "Economic Summit", that would draw participants from throughout the state and beyond. This year's summit would focus on a number of economic issues, including a panel discussion on the "Implementation of Obamacare and how it will affect your business". 0 We are in the process of launching a health initiative designed to offer ideas, opportunities, resources and information on the advantages of healthy lifestyles, both in the workplace and for individuals. We hope to organize a greater Freeport bike-a-thon in the fall, that could highlight the Last Edited 03/26/13 Page 42 of 44 reeport Town Council February 14, 2013 beautiful natural resources of Freeport, Pownal and Durham, while promoting health. 0 We are in the process of revamping our webpage to offer even more valuable information about the community, upcoming events and our businesses. Last year, the town inquired during a workshop session as to whether GFCC would be interested in hosting a Freeport signature event. We have taken the town up on that invitation and have spent months trying to help conceive of such an event that could be enjoyed by our residents and beneficial to the town and its businesses. Through a number of discussions with residents, businesses, non-profits, the town manager, FEDC, Freeport USA and NNEPRA, we hope to work with these goups and the town to determine whether such an event is feasible and, if so, the specifics that can be discussed in a public forum. Such an event could not possibly be hosted by the GFCC alone and as a such, a task group would need to be assembled to explore the ideas and to determine whether there is favorable public sentiment and corporate and private sponsorship available. This kind of a large scale event or a series of signature events could provide opportunities for local business marketing and sales, as well as fundraising opportunities for non-profits. Most of all, such an event or events would provide a local fun/ family friendly venue for Freeport residents. In short, GFCC has been and will continue to offer a wide array of services and opportunities to the Freeport business community and its residents. Together with FEDC and Freeport USA, we have sought to collaborate to allow the business community to thrive, while still maintaining the town's beauty, natural resources and special character. Members of these three boards are going to be working together to ensure that there is no duplication of services, urmecessary administrative costs and that the mission of each is realized for the benefit of the town. GF CC REQUEST FOR FUNDING Historically, GFCC has requested and been provided with funding from the Town of Freeport. The amount that has been requested each year has been reduced to only seek Last Edited 03/26/13 Page 43 Of 44 Freeport Town Council February 14, 2013 that which is necessary to carry out GFCC's mission and vision for the year. In 2011, the Town Council generously allocated fimding to GP CC of $54,000. Last year, the Town Council generously gave $36,000 to GFCC to assist in in out its objectives. This year, GFCC is requesting that the Town of Freeport GFCC, in order to allow us to provide the highest level of services, event 2' opportunities to its business community. We are pleased to report that our membership has risen to close to 190 members, during a difficult business climate. We are growing and becoming ever more successful in delivering the best services to our membership. As a result, we are able to ask the town for a reduced funding allocation of $32,000, with an toward further reductions in any future requests. While we always hope to have the support of the town of Freeport, it is our goal to eventually not require financial assistance in order to carry out our objectives. An investment in GFCC and the economic growth of our community is money well spent. We are a fiscally conservative organization that has proven it's value to its members and a willingness time and time again to "roll up it's sleeves" when it comes to working for the Town of reeport and its many organizations, businesses and residents. Thank you for your serious consideration of our funding request. Sincerely Yours, Michelle Allott Board Chair Greater Freeport Chamber of Commerce Last Edited 03/26/13 Page 44 of 44