We conclude there is parity between
what CI pays in and what we get back in services. When this study
was started, it was unknown whether this parity existed. Now that
this is established, it is informative to learn how this comes
about.
Simplifying Budget by
combining following into "Other"
Pie Chart of major expenditures
When CI major expenditures are compared to the town's, we observe:
Public works (roads) and waste disposal are proportionally higher
than the mainland due to barging costs.
Fire department and rescue are lower since we use less equipment for the most part.
Police costs are proportionally lower since we have regular police protection (except for emergency) only in the summer (for '98). If we were to pay the same proportion of our budget for police, that is, have the same level of protection during the winter as the mainland, the CI budget would be raised substantially, placing us well beyond our current overall parity.
For '98 the comparison for police:
% are of the total budget for Mainland or CI respectively.
Past history of major
CI capital projects:
Develop a long term plan that addresses the issue:
What do we want the island to become and how do we assure this outcome?
Additional Information provided at the meeting by John Lambert:
Cumberland will support CI in the preparation of a long term comprehensive plan for CI. Donna Larson will provide assistance in preparation of the plan as requested by CI, however the preparation, presentation, and approval of the plan will remain with CI. The council has approved a budget of up to $5,000 for support studies in preparation of the plan. For now, Sam Ballard and Jim Phipps will serve as co-chairs for initiating the planning process. A kick off meeting will be called in about two weeks.
March 1, 2000 was selected by John Lambert for completion of the plan. Those who wish to work on the plan, should contact either Jim Phipps or Sam Ballard.
The following is additional information gathered for this presentation.
An effort to determine the
Chebeague Island (CI) Budget
Examination of the Cumberland Budget
Devoted to CI
6/1/99
In 1997 work was undertaken by Sam Ballard, Jim Phipps and others
(primarily past council members) to establish the relationship
of the Town of Cumberland total budget to that expended for Chebeague.
As a result of meetings with Jim Phipps, Bob Benson, and Melody
Main this analysis has been substantially revised. The revision
treats the non-school budget only.
The first task is to determine the ratio of populations of
the island to the mainland. Using 1990 census figures for these
ratios, the numbers are:
147 year round households.
273 seasonal households. Assume these are occupied 4 months or
30% of the year.
Assuming 2.2 persons per household this gives 147 X 2.2 + .3 X 2.2 X 273 = 503 for the island population. The population of Cumberland in 1990 was 5836. The ratio of island to the total Cumberland population is 503/5836 = 9%. In '98, the island's share of property taxes was 13%.
The method of analysis is to take the list of revenues and expenditures as contained in the town budget. In some cases, CI's share is called out. In other cases (Police, Public Works, Fire and Rescue), specific calculations were needed combined with conversations with knowledgeable persons to arrive at the CI share. The following is a summary of all non-school budgets taken from the '98 budgets exclusively for the island.
|
Chebeague Island Share |
|
| General Government |
68,487 |
| Police |
37,221 |
| Fire Department |
4,500 |
| Rescue |
18,100 |
| Public Works |
139,424 |
| Waste Disp |
83,413 |
| Library |
35,833 |
| Rec Ctr |
30,000 |
| Harbor Master |
24,625 |
| Brown Tail Moth* |
18,948 |
| Computers |
3,700 |
| Legal (CTC issues) |
9,875 |
| Capital Improvements |
77,800 |
| County Tax (13%) |
51,715 |
Total |
603,641 |
* This is an estimate for Chebeague. Took 50% of the total
spent on Brown Tail.
The CI Per Centage
The total budget for 98 for the town was $4,550,993. CI's share
is $603,641 of $4,550,993, or 13%. The population of Cumberland
in 1990 was 5836. The ratio of island to the total Cumberland
population is 503/5836 = 9%. We have assumed this same ratio for
'98. Also in '98, the island's share of property taxes was 13%.
The following describes how each of the above entries were derived.
General Government
The total budget for General Government was $760,974.
| General Government | |
| Administration |
260,273 |
| Assessor |
91,688 |
| Treasurer/Tax Collect |
185,276 |
| Engineering |
35,000 |
| Plumbing |
12,942 |
| Electrical |
8,636 |
| Board of Reg. |
3,590 |
| Elections |
6,060 |
| Board of Appeals |
2,550 |
| Planning Board |
61,471 |
| Insurance |
45,000 |
| Work. Comp |
35,000 |
| General Assist. |
13,488 |
Total |
760,974 |
Taking 9% of this total gives $68,487. The 15% figure is used due to the extra administrative support for the transportation issues.
Police, Fire and Rescue
Police coverage for Chebeague is one officer Wednesday through
Sunday from June 1 through Labor day, plus an additional three
weeks with one patrol car. There are 15 full time personnel plus
6 patrol cars serving the mainland. On average there are 5 officers
on duty over a 24 hour period. Computing the ratio of police days
coverage on the island vs. the mainland.
Island: 15 weeks X 5 days per week = 80 police days.
Mainland: 365 days X5 = 1825 police days.
Chebeague's percentage of coverage is 80/1825 = 4%
The total police expenditure was $686,927. Taking 4% of this figure
gives $27,477.00
As dispatch is used by CI on a year round basis, a figure of 9%
(population ratio) of the total dispatch budget is used. The CI
share is $9,744. The total for police is $37,221.
Fire
In conversations with Med Bowen our fire chief, he stated
that the major expenses are upgrades of very old equipment. In
'96 the was a $30,000 upgrade to engines 6 and 8. The last purchase
of fire engine was in '77 for several thousand dollars. His judgment
was that showing a constant $3,000 per year expenditure. To this
must be added the cost of heating of. Assume the same as the town
garage, $1,500 giving a total of $4,500 per year.
Rescue
In conversations with Marlene Bowen, our rescue chief, in 22 years
of service we have had 3 vehicles, typically, the old vehicles
from the mainland. A new defribulator was bought for $5,000. Based
on these inputs, a charge of $5,500 per year for rescue. There
are about 70 call per year, at cost of $180 per call for mainland
charges, for a total charge per year of $12,600 + $5,500 = $18,100
per year.
Public Works
The following represents CI's share:
| Wages Full |
54,000 |
| Part Time |
35,000 |
| Soc Sec |
6,808 |
| Health Ins |
6,858 |
| Med-MSRS |
2,359 |
| Elect Bill Garage |
1,218 |
| Uniform & Clothing |
750 |
| Building and Equip Main |
3,630 |
| Barging & CI travel |
8,000 |
| Heating |
1,500 |
| Fuel |
600 |
| Vehicle Maint |
600 |
| Road Salt |
600 |
| Cold Patch |
2,000 |
| Tarring |
13,000 |
| Marine Supplies |
4,000 |
Total |
140,923 |
Waste Disposal
The following represents CI's share:
| Wages /FICA |
9,688 |
| Phone/Printing |
600 |
| Electricity |
700 |
| Building Maint |
500 |
| Eqt Rental |
3,000 |
| Diesel Fuel |
500 |
| Landscaping |
500 |
| Recycle Charges |
1,000 |
| Wood Prod Barge |
5,000 |
| Barging |
12,000 |
| Hauling |
16,000 |
| Reg waste |
19,125 |
Total |
83,412 |
Recreation
The total budget for '98 is $279,539. From this the fees paid
in must be subtracted. These are $26,922 (No Yarmouth share) and
$110,000 (Cumberland Fees) which leaves a balance of $142,617.
Chebeague's share of this is $30,000.
Library
The Prince Library Fund is $250,177. From this must be subtracted
library income. In '98 this was $11,500 and the North Yarmouth
income of $64,451. The net expenditure for the library is $174,136.
The Chebeague Library receives $35,833. As is the case with CI,
The Prince Library was a gift to the town.
Capital Improvements:
| Rescue* |
2,700 |
| Impr to Fire Equip* |
4,500 |
| Trucks & Hvy Eqp |
8,100 |
| Sunset Ldg etc |
40,000 |
| CI Pier Fund |
20,000 |
| Police Vehicles |
2,500 |
Total |
77,800 |
* Used 9% of town wide numbers.
| Beach at Chandler Cove |
49,000 |
| Sunset Landing |
250,000 |
| Rebuild Cousin's Island Wharf |
65,000 |
| Chebeague Transfer Station |
124,236 |
| Improvements to Stone Pier |
9,771 |
| CI Garage/Salt Shed |
161,263 |
| Original Island? (Old Building) |
5,000 |
| Improvements to Stone Pier |
91,710 |
| Sharp Property |
17,000 |
| Total |
723,980 |
| 12 year Average |
60,331 |
Determining CI's carrying capacity - five general categories
which determines the upper limits:
1. Habitat: How many can be accommodated without disrupting natural
populations of plants and animals.
2. Physical Space: How much traffic? How many structures?
3. Environmental: How many people will the water supply support?
How much waste before contaminating the environment?
4. Aesthetic/Experiential: Describe what we have, what is unique.
How many more people can we handle before loosing this? Can we
identify ways to cap growth appropriate to the island?
5. Fiscal/infrastructure: How much money for infrastructure improvements
to accommodate larger numbers?
Transportation Policy: Where do we go from here? Do we favor expanding number of visitors or favor the current population needs?
Housing Policy: Are we satisfied with the current mix or should there be a greater emphasis on affordable housing?
Marine Resources: Are the current facilities adequate for fishermen, summer population?
Public Services: Are the current services adequate? Could we cut back?
Ground water: Establish an island wide maximum density for development.
Septic systems: Are more stringent codes needed?
Solid Waste: Is our current system cost effective for
the current and projected population?
Managing Social Experience: Use management techniques that
lessen impact of day trippers. Make policy decisions that discourage
interest, rather than limit access.
Soil and Vegetation Resiliency: Amount of picnicking, camping and hiking determined by a sites physical characteristics.
Scenic Quality and Character: Studies show that 90% of the island should remain undeveloped. How do we manage our current visual resources?
Setting Management Goals: For each of the above lay out a specific set of goals for each.