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05/05/1997 CITY COMMISSION BUDGET WORKSESSION CITY OF CLEARWATER May 5, 1997 Present: Betty Deptula City Manager Rita Garvey Mayor Bob Keller Assistant City Manager/Economic Development Kathy Rice Assistant City Manager Ed Hooper City Commissioner Karen Seel City Commissioner J. B. Johnson City Commissioner Pam Akin City Attorney Cyndie Goudeau City Clerk Brenda Moses Board Reporter Absent: Bob Clark City Commissioner Mayor Garvey called the meeting to order at 9:00 a.m. in Chambers at City Hall. VISION STRATEGY PRESENTATIONS Introduction City Manager Betty Deptula said the purpose of the Work Session is to review the strategies that have been developed to make the City Vision happen. All departments are affected by these strategies. Strategies for review include public safety, fiscal responsibility, events and venues, tourism and human resources. Customer service will be discussed in relation to how the City will specifically address one-stop shopping and customer- and business-friendly issues. Public Safety Police Chief Sid Klein provided a presentation on public safety issues. He said a vision was created and brainstorming techniques applied, and barriers were identified. He said by working smarter, those obstacles would be removed. Strategic directions were set. He reviewed a number of opportunities to enhance public safety. Areas of opportunity include: 1) Addressing Clearwater’s public safety needs through a collaboration of police, fire, community response, and emergency management resources, programs and projects; 2) Improving the effectiveness of burglary prevention and investigation efforts through the creation of neighborhood-based programs; 3) Building a safe city through the effective implementation of technology; 4) Implementing programs to improve the flow of vehicular traffic and enhancing traffic safety; and 5) Improving public safety awareness through the implementation of Fire/EMS response and prevention programs. Assistant Fire Chief Roland explained public safety awareness strategies. The Fire Department has reviewed some of the successful programs currently in place. Plans are use the elements of success for other programs. He noted that the role of mbu05a97 1 05/05/97 Fire Service throughout history has been more reactive. He outlined some of the suggested proactive roles Fire Services is planning through prevention efforts. Police Lieutenant Jeff Kronschnabl addressed some of the property value concerns in the City. Surveys were done in the downtown area, North and South Greenwood, and Clearwater beach. General overall conditions of properties were scrutinized to determine those properties that could be potential problem areas in the future. It was discovered that those properties found to be in poor condition were directly related to the largest number of calls for service for public safety. Lt. Kronschnabl outlined some of the plans for maintaining property values in the City. In response to a question, Mayor Garvey said benchmarks will be set in order to attain departmental goals. Support was expressed for the strategic planning process . Fiscal Responsibility Finance Director Margie Simmons outlined Fiscal Responsibility strategies in detail. The Mission Statement was developed to provide long-range fiscal stability for the City. Ms. Simmons noted that a task force met to develop basic ideas for long-term fiscal stability. The team obtained resources and information from other municipalities, spoke to financial consultants, and conducted brainstorming sessions with senior financial City staff members. Ideas were recapped at a follow-up meeting to finalize those ideas. City financial advisors and the City’s Fiscal Review Committee concurred that the City is headed in a positive direction. Strategies developed after brainstorming sessions included: 1) Providing timely and accurate communications of financial information to foster sound and responsible decision making; 2) Promoting a business- friendly approach to the fair assessment and collection of revenues from the users of City services; 3) Reviewing the financial and operational processes and procedures on a continuous basis to optimize the efficiency and effectiveness of the City’s financial resources; 4) Encouraging development and advancement of City employees through education, training, technology, and promotion of other organizational growth opportunities; 5) Providing timely, efficient, and effective customer service recognizing the changing needs of our citizens and our community through technology and innovation. Events and Venues The Events and Venues team identified the assets in place that can serve as the foundation of the City Vision. Jeff Harper stated these strategies support economic development and tourism and will enhance the lives of Clearwater residents. He outlined the specific strategies for Events and Venues: 1) Organizational infrastructure; 2) Marketing and research; 3) Funding; and 4) Involving the community. These strategies are based on what Clearwater should look like in three to five years. He identified the tactics to achieve the strategies, citing specific actions to be taken within the first six to twelve months. Mr. Harper noted that events would be in place to include all geographic areas of the City. The community would be involved in planning and participation of events. An Events and Cultural Affairs Office would coordinate all activities. A comprehensive marketing plan will be conducted and Clearwater will be promoted to private promoters. Clearwater would be known as the softball capital of the world. Events will be planned to booster the economy, and entrepreneurs will be mbu05a97 2 05/05/97 encouraged to conduct business in the City. He reviewed staff and office requirements for Events and Venues offices. In response to a question, Mr. Harper noted that many of the City’s current activities and events were reviewed before finalization of the strategies presented at today’s Work Session. Tourism Economic Development Director Jean Sherry outlined the strategies for Tourism. She noted that many of the concepts outlined by Mr. Harper in his Events and Venues presentation are cohesive for an organized plan. The Tourism Task Force used an outside consultant to assist them in their strategic planning process. Potential roadblocks to achievement of the City Vision were scrutinized, five main strategies were developed, and 20 specific work tasks for the next twelve to eighteen months were identified. Methods to monitor progress and make necessary adjustments to the strategic plan were finalized. Ms. Sherry reviewed the five key tourism strategies: 1) Promotion of niches specific to Clearwater, including amateur sporting events, fishing, award-winning beaches, sister city/Olympic center and the Harborview Center; 2) Positioning Clearwater as Tampa Bay’s/Orlando’s beach; 3) Working cooperatively with regional and state-wide marketing groups; 4) Acting as a guide to coordinate public/private marketing efforts; and 5) Marketing the value of tourism to the community. She reviewed work plan tactics to achieve the strategies. Customer Service Economic Development Manager Scott Shuford explained the strategic plan to improve customer service and enhance economic development. He said development review improvements include revising the City’s Land Development Code, reorganizing and streamlining the regulatory processes, and revising procedures and application forms for citizens. He reviewed customer service enhancements and the strategic approach to achieve those enhancements and strategies. He said communication between departments will be crucial to achievement of goals. Human Resources Human Resources Director Mike Laursen outlined the strategic plan developed for Human Resources. He noted that within the next 3 years, the City will implement a fiscally responsible Human Resources policy. Through innovative approaches, the City will create an accountable work environment, which is flexible and promotes team work and cooperation among departments. The City will provide opportunities for employees to develop needed skills within a defined timeframe. Compensation will be based on public and private market standards, job-related skills, and performance outcomes. This policy will enable the City to recruit and maintain talented individuals who are highly motivated, adaptable, and capable of contributing to a positive high profile image in pursuit of the City’s Mission and goals. Strategies include: 1) Completion of the development of a new Performance and Behavior Management Program during FY 1996-97 and begin operation of the program no later than October 1, 1997; 2) Development of a communications and dialogue process to help the City Commission, managers and employees understand strategy and direction in the Mission Statement, Guiding Principles and Human Resources objectives; 3) Completion of a series of “best practices” research analysis based on organizations with similar values and guiding mbu05a97 3 05/05/97 principles, seeking new Human Resources methodologies to effectively support the City’s emphasis on quality performance, premium customer service, employee teamwork and productivity; 4) Working with management and employees, re-evaluation of health insurance, sick leave policies, wellness program and related benefits, proposing cost-effective alternatives where appropriate which contribute directly to the City Mission and Guiding Principles and developing a competitive, cost-conscious health benefits package by June 1, 1997; 5) Assessing organization costs by conducting an analysis of compensation and benefit practices, detailing future projections for pay and benefits for the next 3, 5, 7 and 10 years; 6) Designing a SAMP pay program, to become effective October 1, 1998, that encourages employees to acquire new skills and performance outcomes that are aligned with the City Mission, strategy, and needs; 7) Developing a program by June 1, 1997, for SAMP employees and by April 1, 1998, for non-SAMP employees to establish and maintain market-based pay data from the private and public sector and administer procedures to provide that data to operating department managers along with technical and internal comparative, interpretative guidelines and consultative services to assist Department Directors in making hiring and promotional compensation decisions; 8) Implementing communication vehicles by June 1, 1997, which keep employees aware of how wages and benefits in the City of Clearwater compare with those of other agencies; 9) Defining a job classification system by June 1, 1997, that de-emphasizes job titles, pay grades, job descriptions and ever-upward movement as the only means to promote and develop employees through the design of broad, overlapping job classes that provide greater flexibility in hiring, promoting and transferring employees; supports the use of teams; facilitates cross-training and employee development; and provides alternative career tracks for employees. Implement the system for SAMP employees by October 1, 1998, and develop a complete job classification plan ready to bargain with City Unions by April, 1999; 10) Establishing an outplacement methodology that reflects a caring approach for employees unable to meet performance standards or support the City’s Mission and Strategies after those employees have been provided reasonable coaching, training and development opportunities; 11) Redesigning job selection processes, beginning January 1, 1997, to include dimensions related to the goals and strategies of the City and which promote the recruitment and retention of highly motivated and adaptable individuals who are capable of contributing fully to a positive, high profile image and the ongoing strategic process of the City in pursuit of the City’s Mission and Goals. As jobs are reclassified and new class descriptions are written, identify the dimension s to be measured and locate suitable measurement tools; 12) Completing an analysis of the recruitment process by October 1, 1997, and developing or re-engineering processes to be open, flexible and supportive of the City’s Vision, Mission, Values, and Principles of Operation and Human Resource objectives; 13) Developing alternative human resources, budgeting and accounting practices by October 1, 1998, that remove real or perceived barriers to the restricted use of City personnel and that encourage and support greater flexibility, team work and departmental cooperation in the utilization of City personnel resources to achieve excellence in service delivery and work quality; 14) Developing commonly agreed upon mechanisms (feedback loops) for the integration among departments of the key components of Human Resource objectives, strategies and action plans; 15) Aligning Union contracts with the City’s Vision, Mission, Values, Principles of Operation and Strategies by the year 2000; and 16) Designing training that will educate departments regarding Human Resource programs as the programs are developed so that they are coordinated in a consistent manner throughout the organization. mbu05a97 4 05/05/97 The meeting adjourned at 12:26 p.m. and reconvened at 1:47 p.m. DEPARTMENT PRESENTATIONS OF OPERATING REDUCTIONS AND ENHANCEMENTS Police Ms. Deptula stated that as individual departments present their reductions, possible savings, or enhancements within programs to achieve the City’s Visions, departments are to analyze their activities, their processes, and programs, and to decide which three items are the least important activities they perform. Instead of reducing their budgets, some departments are finding savings such as revenue enhancements. Ms. Deptula noted that she is working with Budget Director Tina Wilson to develop a spreadsheet that will summarize each department’s dollar values, and enhancements with annualized costs. A column entitled “the manager recommends” will also be included on the spreadsheet, indicating suggestions and types of benefits the City could achieve from those recommendations. Mr. Klein distributed information regarding Police Department budget enhancements and reductions for FY 1997/98. Budget reductions included: 1) Elimination by layoff of the 5 Police Service Technicians positions which currently provide security and information to citizens at City Hall, the Municipal Services Building, and the Library; 2) Elimination of 2 Police Officer positions that staff the Officer Friendly Program in City elementary schools; 3) Elimination through attrition of two Police Officer positions that staff the School Resource Officer Program in Clearwater and Countryside High Schools; 4) Should funding not be awarded for the five Police Service Technicians and one Police Service Technician Supervisor who staff the Beach Substation and perform traffic accident investigation and parking enforcement activities, those six positions could be eliminated; 5) Elimination of the Enhanced Traffic Enforcement Program would result in overtime savings; 6) Elimination through layoff of 30 part-time Police Aide positions that provide traffic control and security on Clearwater beach and downtown facilities; 7) Elimination through attrition of three of the eight Police Officers currently assigned to Vice and Narcotics enforcement; 8) Elimination through attrition of one of the four Police Officers assigned to the Police K-9 team; 9) Elimination through attrition of one of the two Police Sergeant positions assigned to neighborhood patrol operations serving Condon Gardens, Homer Villas, and the Kings Highway area; 10) Elimination or consolidation within another department, the Public Safety Grants Manager Position; 11) Elimination through attrition of five Police Officers assigned to various community policing programs throughout the City; and 12) Reduction of the training and travel budget with an associated reduction in training opportunities for Police personnel. A total reduction of $1,325,295 would be realized. However, reduced Police response and increased accident investigation workloads, etc. by sworn officers would impact the City. He recommended against reduction of some of these programs, especially the K-9 program. Mr. Klein noted that the City has acquired over $4 million in grants and currently has $2.6 million in active grants. He noted these recommendations were made with great reservation. In response to a question, Ms. Wilson stated that Police aides are being paid for by the general fund. It was requested that staff provide the Commission with statistics on Clearwater’s population 10 years ago versus today’s population, and a comparison of Clearwater’s beach communities to other beach communities’ populations. mbu05a97 5 05/05/97 Mr. Klein reviewed Police Department enhancement requests. Two new positions are being requested: 1) One Communications Operator, and 2) One Patrol/ Staff Assistant II. Mr. Klein noted that no growth has been experienced since 1986 and calls for service have increased annually. Police Officers cannot be continually added without support staff. Police Officers are generally offered overtime on a voluntary basis. However, they overtime can result in high stress levels that impact sick leave, which further impacts overtime levels. Additional staff position it could result in a revenue neutral impact. Deputy Police Chief Dewey Williams stated he will check the numbers before verifying any commitment for reduction in overtime. Mr. Klein noted that each of the Clearwater Police districts are larger than most of the Police departments in Pinellas County. He said a large amount of clerical work is done by Patrol Lieutenants that need to perform other duties. Grant application paperwork is a burden for sworn personnel. Answering telephones, completing paperwork and responding to citizens is necessary. However shifting the emphasis of paperwork and other items to clerical staff is vital to improving Police Officers’ stress levels. Mr. Klein proposed outsourcing training services to relieve the load from two full- time training officers who can concentrate on State and Federally-mandated training. He also proposed a volunteer handicapped parking enforcement program that would allow volunteers to use their personal vehicles for handicapped and fire lane parking violations. Thirty volunteers would receive mileage at $ .29 per mile at 300 miles per month per volunteer. The estimated mileage cost is $21,000. Costs for volunteer uniforms is estimated at $1,500 annually. This program is anticipated to generate additional revenues of $78,000 annually. Mr. Klein noted that the Police Department has applied for a $450,000 community-oriented policing federal grant for six additional Police Officers. He proposed a Cops Universal II Grant. He suggested that the City accept the grant should it be awarded, providing the required match and start-up costs. The additional officers would be utilized in a proactive role for prevention of burglary and public education and crime prevention. Mr. Klein noted that due to the volume of burglary cases, the Police Department must prioritize cases. Some lower priority cases cannot be actively investigated. Mr. Klein noted that the City has received a Cops Universal I Grant for six additional Police Officers. The grant was awarded for the period of October 1, 1994 to September 30, 1997, with an extension until March 31, 1998. It is anticipated that all grant funds will be used by December 31, 1997. The grant requires retention of the positions at the conclusion of the grant. These positions are Community Policing Officers assigned to substations to perform community policing and patrol neighborhoods. Mr. Klein noted this is a different function that of the Cops Universal II program. Mr. Klein remarked that a proactive program to assist the City’s homeless contributes to a City that is safe, physically attractive, and conducive to tourism. It is anticipated that CHIP (Clearwater Homeless Intervention Project) will have an annual operating budget of $300,000. To fund the expenses, $100,000 is being budgeted as a non-departmental City contribution. An additional $100,000 is being requested from Pinellas County. The remaining $100,000 is being sought from the private sector. mbu05a97 6 05/05/97 The meeting adjourned at 2:50 p.m. mbu05a97 7 05/05/97