John Blais

The workshop focused on providing an update regarding solid waste collection in the city, transitioning to a new contract with Cassella Waste Systems, which began in July 2025. The presentation detailed a hybrid collection system combining manual rear-load collection for certain areas (due to factors like multi-unit buildings and on-street parking) and automated side-load collection for the majority of the city. Key discussion points included the distribution plan for approximately 27,000 new waste and recycling carts, detailed instructions on cart placement (e.g., lid down, handle toward the road), and the introduction of an accompanying mobile application to check collection schedules and identify acceptable recyclable materials via a 'recycle wizard'. Challenges identified, such as one-way streets and dead-ends, may require modifications to Chapter 62 of the solid waste ordinance, including rules regarding cart placement during storms and penalties for over-generating waste or improperly placing recycling bins. The rollout is tentatively scheduled for July/August, with initial weeks featuring enhanced assistance and reminders from Cassella personnel.

The meeting commenced with roll call and welcomed a fully appointed member to the Board. Key discussion points included adjustments to the agenda to add an amendment to the handbook under other business, and a reminder regarding the use of the new planning board email list to maintain public record integrity during correspondence. The primary focus was on the Lewon Capital Improvement Plan (LCIP) public hearing and subsequent board discussion. Director Connor addressed the Board to apologize for an oversight in abutter notification for a previously scheduled item (240 Bartlett Street), which was subsequently pulled and rescheduled. The Board then began the process of selecting top items to recommend for elimination or reduction from the LCIP due to the large request amount versus the bond amount, engaging in a roll call exercise where members cited concerns regarding take-home vehicles for the police department, educational space funding (potentially for administration), and significant deferred maintenance in specific residential street areas.

The meeting commenced with the Pledge of Allegiance and the approval of the minutes from the February 3rd meeting. Public comment addressed civic engagement, the importance of council attention, concerns about Flock camera data storage and potential discriminatory placement, and topics such as public safety, city transparency, and the need for audits regarding funding, including the Lewiston shooting fund. The Administrator provided an update on the challenging FY27 budget process, noting required cuts of approximately $6.2 million to achieve a target 5% increase over last year, with no new headcount requests. Updates were also provided on community surveys for branding/image improvement and CDBG planning. The council discussed upcoming events, new staff hires and promotions, and scheduled a workshop on the charter commission process and the presentation of the FY27 budget on March 10th. The consent agenda, which passed unanimously, included several finance-related orders authorizing fund transfers for water infrastructure projects, adding stop signs to create a four-way stop, authorizing clerks to sign mobile home park licenses, and prohibiting heavy vehicles on certain roads until May 1st, 2026. The meeting also included a public hearing and approval of a new liquor license for France Restaurant and a public hearing for an emergency ordinance pertaining to federal immigration enforcement.

The meeting involved a presentation by Ron Smith of RHR Smith & Company regarding the City of Lewiston's June 30th, 2025 audit. The auditor praised the city's financial reporting, noting that Lewiston is one of very few communities in Maine that prepares its own Annual Comprehensive Financial Report (ACFR). Key financial discussions included the consistent balance sheet, a $31 million assigned fund balance (a $7 million increase from the previous year, largely due to higher-than-expected investment earnings and state subsidy for the school system), compensated absences ($5.5 million obligation), and the workers' compensation liability which remains partially unfunded. The presentation also highlighted that governmental revenues increased significantly, primarily driven by the school's financial performance. Expenditures were generally within budget, with education expenses coming in under projection. The utility districts (water, sewer, stormwater) were noted as being in a healthy financial state, though the auditor advised paying close attention to future capital and infrastructure maintenance costs, especially as COVID relief funds dry up.

The workshop primarily concerned a proposal for transitioning the police department to a take-home vehicle model, detailed in the LCIP. This initiative is intended to enhance officer recruitment and retention, which is critical given current staffing shortages (down 8 to 15 officers). The proposal aims to improve long-term cost control and operational readiness by assigning a vehicle to each sworn officer, thereby extending vehicle lifespan significantly compared to the current pool system. The financial analysis projected a net capital cost increase over seven years, but also suggested long-term operational savings due to decreased cost per mile and increased vehicle longevity. Council members discussed the budgetary impact of the upfront cost and whether the transition should be phased over several years. Additionally, there was a brief update regarding the status of a suspended presidential earmark for a Bearcat vehicle and related equipment.