CLEARWATER MARINE & AVIATION DEPARTMENT BUSINESS PLAN 2003-2007
BUSINESS PLAN
WILLIAM D. MORRIS 2003 2007 BEVERLY A. BUYSSE
DIRECTOR - ASSISTANT DIRECTOR
GORDON W. WILLS
AIRPORT OPERATIONS MANAGER
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Table of Contents
Executive Summary... ... ... ... ... ...... ... ... ... ... ... ... ...... ... ... ... ... ... ... ... ... ... 1
Present Situation... ... ... .. . ... ... ... ... ... ... ... ... .., .. . ... ... ... ... . .. ... ... ... ... ... ... 6
Goals, Objectives, and Strategies...................................................., 12
Management... ... ... ... ... ... ... ... ... ... ... .. . ... . .. ... . .. ... ... ... ... ... ... ... ... ... ..... 25
Service Description... ... ... ... ... ... ... ... ... ... ... .. . .., ... ... ... ... ... ... ... ... ... ... ...31
Market Analysis...... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... .,34
Marketing Strategy.........................................................................44
Financial Projections... ... ...... ... ... ... ... ............... ... ... ... ... ... ... ... ...... ... .50
Pier 60 Business Plan... ... .,. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ..... Annex A
Beach Patrol Business Plan...... ...... ... ... ...... ...... ... ... ... ... ... .... Annex B
Sailing Center Business Plan............................................. .... .Annex C
Clearwater Marine and Aviation Department Business Plan
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EXECUTIVE SUMMARY
Background
The Marine and Aviation Department is divided into five different divisions that are
funded by both the general and enterprise fund programs. The Parking enterprise fund
pays for the Beach Safety program. The two enterprise fund programs are the
Clearwater Airpark and the Clearwater Municipal Marina. The general fund programs
are: Clearwater Sailing Center and Pier 60. In FY 2003 the Sailing Center will be
transferred to a 501 C (3) not for profit organization under a management agreement
with the city and work in partnership with the city.
Each program has a separate business plan under which it operates. The plans are
included as annexes to this plan. The intent of this document is to give a brief overview
of the departments plans and projected financial performance. Further it is necessary to
receive City Commission approval for the City Manager to approve Marine and Aviation
Department rate increases up to 10% as necessary, to maintain the safe and efficient
operation of this City Department. As in past Department Business plans any proposals
to raise rates in excess of 10% will be brought forward to the commission for their
approval. In that the Airpark has an approved master plan and is a separate annex to
this document, the main focus of this presentation will be on the Municipal Marina.
. The Clearwater Municipal Marina is an enterprise fund of the City of Clearwater. The
municipal marina was established to provide a public service to the community, to better
serve the Clearwater marine community, to take advantage of city-owned waterfront
property and to fill the void for marine facilities in the area. With the present dock
configuration, the municipal marina has a total of 210 boat slips and can accommodate
vessels up to 130 feet.
The Seminole Street Launch Ramp was constructed in 1967, to serve the boat
launching marine community of Clearwater on a seven day a week, twenty-four hour a
day basis. Parking permits are necessary between the hours of 6:00 AM and sunset
and are sold on site in a cost sharing agreement with the management of the adjacent
privately owned Bait House.
Marine and Aviation Department Mission Statement
"Maintain the Marine and A viation Department as a revenue-producing
department with a dedicated staff that provides high quality service with
excellent customer satisfaction to the citizens and customers. "
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The municipal marina is one of the best equipped and more attractive marinas on the
West coast of Florida. It is also one of the larger marinas in the immediate area. Its most
important features are the clean and well maintained facility, 24-hour security and the
friendly, highly-trained and professional staff. Marina staff members strive to ensure
boaters make the municipal marina their home port or port away from home.
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The municipal marina offers the following services for the boaters convenience: fresh
water, electricity, free pump-outs, free fishing piers, waste oil disposal, laundry,
showers, restrooms, tide and weather information, twenty-four hour security, diesel and
gasoline fuels, reasonable slip rates, and a variety of shops within the marina building.
Our strategies for meeting the growth demands at the municipal marina are to provide
excellent customer service, maintain revenues at the market rate, research
development opportunities to provide additional slips, and to improve services,
marketing and advertisement of the marina. Visitors of the municipal marina indicate
that our customer service has an excellent reputation.
Objectives
The objectives of the Business Plan propel the municipal marina into a prominent
position within the marine community and are in alignment with the City of Clearwater's
strategic priorities. To accomplish the objectives, performance measures have been
developed to guide the direction and focus of the business plan. The objectives of the
municipal marina are:
>- Maintain the municipal marina as a revenue producing activity.
. >- Insure the City of Clearwater receives fair market value for its investment.
>- Insure the marina is competitive with other marinas and businesses in the area.
>- Increase marina revenue each year.
>- Maintain expenditures below 100% of revenues.
>- Promote and market the marina to citizens, boaters and tourists.
>- Continue to upgrade the marina facilities and services as a showcase for other
mannas.
>- Continue to ensure excellent customer service and satisfaction.
>- Continue to maintain and upgrade launch ramp facilities.
There are several strategies for each objective in the Business Plan.
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Some of the strategies for the building rent and slip rent were based on previous studies
conducted during the previous five-year business plan. Recently a survey was
conducted to compare the competitive market rates for slip rent. The survey
demonstrated that Clearwater's rates were on the lower end of transient slip rental rates
and could afford to be more competitive in the market.
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Management
The municipal marina and launch ramp are under the direct management of the Marine
and Aviation Director also known as the Harbormaster. The Director is property
manager for the marina building leases and land leases assigned to the Marine and
Aviation Department. He is assisted by the Assistant Director also know as the
Assistant Harbormaster and the Airpark Operations Manager and the Marine
Operations Supervisor with the management of the municipal marina and the airpark.
Each member of the management staff is trained in marine and aviation related
activities and services and is capable of dealing with the public and providing excellent
customer service.
Marketing
Florida continues to lead our nation in record number of boat sales and boat ownership.
Clearwater municipal marina is host to the largest charter fishing fleet on the west coast
of Florida and is also one of the largest commercial marinas on the west coast of
Florida. With 210 slips currently available, the marina remains at 100% occupancy with
an approximate two-year waiting list. The transient slips have an 80% occupancy rate
year-round.
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The focus of the marketing strategy consists of conducting surveys to compare our
services and facilities to other marinas on the west coast of Florida. We intend to
provide the best quality of services at reasonable rates with customer satisfaction.
The municipal marina currently advertises in regional and local marine related
publications, in world wide web linked business publications, through the City of
Clearwater's website. Additionally we supply a variety of organizations with municipal
marina pamphlets detailing the facility.
Overall, the municipal marina can be characterized as a full-service recreational marine
facility that provides numerous aquatic recreational opportunities to the non-boating
citizens and tourists while providing a fully functional marina to the private boaters of the
Clearwater area.
Finance
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The mid-year projections for FY 01/02 show revenues at $3,372,530 and expenditures
at $2,908,340. The first year of the business plan (FY 03/04), projected revenue is
$3,099,800 and projected expenditures are $2,982,800. For the five year period of the
plan, revenues are projected to increase to $3,487,000 and expenditures are projected
to increase to $3,355,200. The positive difference between the revenue and
expenditures will be added to the unappropriated retained earnings of the Marina to
support future maintenance projects. The Marina Basin has not been dredged in
approximately 12 years, the estimated $200,000 for the dredging of the marina slips and
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Clearwater Marine and Aviation Department Business Plan
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non-federal waterways in Clearwater are not currently included in the Capital
Improvements Projects. Dredging will be funded from the un-appropriated retained
earnings of the Marina. In future years more frequent dredging will be budgeted and
scheduled.
Financial Summary
FY -03
Expenditures Revenue Profit/Loss
Airpark $243,780 $195,000 ($48,780)
Marina $2,938,080 $3,006,400 $68,320
Beach Guards $537,620
Pier 60 $333,060 $335,980 $2920
Sailing Center $32,970 $12,000 ($22,370)
FY -04
Expend itu res Revenues Profit/Loss
Airpark $252,960 $224,500 ($28,460)
Marina $2,982,800 $3,099,900 $117, 1 00
Beach Guards $591,400
Pier 60 $345,630 $349,400 $3,770
Sailing Center $34,000 $21 ,100 ($12,900)
FY -05
Expenditure Revenue Profit/Loss
Airpark $190,000 $296,000 $106,000
Marina $3,102,100 $3,223,900 $121,800
Beach Guards $609,100
Pier 60 $359,500 $363,400 $3,900
Sailing Center $35,200 $34,700 ($500)
FY -06
Expenditure Revenue Profit/Loss
Airpark $195,000 $296,000 $101,000
Marina $3,226,200 $3,352,900 $126,700
Beach Guards $627,400
Pier 60 $373,900 $377,900 $4,000
Sailing Center $36,500 $36,100 ($400)
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FY -07
Expenditure Revenue Profit/Loss
Airpark $200,000 $304,900 $104,900
Marina $3,355,200 $3,487,000 $131,800
Beach Guards $646,200
Pier 60 $388,900 $393,000 $4,100
Sailing Center $38,000 $37,500 ($500)
Conclusion
The municipal marina enjoys a track record of excellent customer service in the marine
community and is strongly committed to the City of Clearwater's strategic objectives,
measures and targets. The expression of satisfaction and encouragement are
numerous. The intent of the Business Plan is to guide the direction of the department
and continue to increase opportunities to increase revenues within the department and
maintain excellent customer service and satisfaction.
Increases in slip rental rates, fuel rates, and building rent along with additional charges
for dock office/storage spaces are necessary to continue to maintain the municipal
marina as a self-supporting enterprise fund of the City of Clearwater. This plan
addresses all items of concern to insure the Marine and Aviation Department are run in
a highly professional and customer friendly manner.
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PRESENT SITUA TION
Municipal Marina
The City of Clearwater is a municipal corporation originally chartered by the State of
Florida in 1915. The municipal marina was established to provide a public service and
better serve the marine community, take advantage of the city-owned waterfront
property and fill the need for a marine facility in the area. In 1950, the city constructed
the marina yacht basin facility with 109 boat slips. In 1952, the marina building was built
with commercial businesses on the first and second floors of the building. The
construction was financed by the sale of revenue certificates, which were paid off in
1979, the revenue collected from the marina was used to pay for expenditures. The
certificates were in effect between 1952 and 1979. In 1976, Phase II expansion was
completed, which created an additional 35 boat slips on the new east dock. In 1989,
the fuel dock was relocated from the main dock to the east dock. Minor changes to the
east dock and main dock occurred with this change. In the early 1960's the Island
Estates Marina was constructed.
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The present slip configuration allows for 48 commercial slips, 89 private slips, 7 fuel
dock slips and 23 transient slips. Island Estates Marina has 8 boat slips rented by Ross
Yacht Service, not including marker buoys, and 35 private boat slips. There are a total
of 210 boat slips for both the municipal marina and Island Estates marina. Each boat
slip tenant is assigned a slip by the Harbormaster, and both the tenant and
Harbormaster sign the docking permit for the slip. The docking permit contains the rules
and regulations for the marina and a hurricane preparedness exhibit. The marina office
is open from 8:00 a.m. until 5:00 p.m., Monday through Friday. The marina fuel dock is
open 6:30 a.m. until 6:30 p.m., seven days a week and sells between 750,000 and
850,000 gallons of marine fuels each year. The marina office and fuel dock are closed
on Christmas day.
Marina staff sell all-day, half-day, monthly and yearly parking permits for the marina
parking lot this revenue goes directly into the Parking Systems program. The marina
office also sells monthly and yearly parking permits for Seminole Launch ramp, with
25% of the revenue going into the municipal marina enterprise fund.
The costs for marine fuels for resale are controlled and administered by the
Harbormaster. Monthly surveys of other marinas are conducted and demonstrate that
Clearwater has the lowest fuel prices on the west coast of Florida especially in the
surrounding area. The costs of fuel are adjusted with the delivery of each supply of fuel
according to the market rate. The current markup on fuel is .255 per gallon.
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The marina has a contract for delivery of marine fuels with Spartan Oil Company
delivering FINA fuel products. The cost to the city for delivery of fuel is one and one-half
cents per gallon. The marine fuels that are delivered include all required taxes, except
for the state sales tax at $.085 cents for diesel fuel and 10% local option fuel tax for
gasoline. The municipal marina sells 89-octane gasoline and No. 2 diesel fuel, both
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commercial and non-commercial. The marina has a state approved "Facility Spill
Contingency Plan" for any oil spills at the marina.
The marina is also certified as one of the few "Clean Marinas" by the Florida
Department of Environment for its sewage pump-out system.
Municipal marina slip rent was increased on the daily transient slips $.10 cents per foot
in October 1996, $.05 cents a foot in October 1998 and $.05 cents a foot in October
2000. The weekly rate was increased to $4.00 per foot and the monthly rate of $11.00
per foot October 1998 and was increased 5% in October 2000. Current transient slip
rent rates are: $1.05 per foot per day, $4.50 per foot per week, and $14.00 per foot per
month, plus 7% sales tax. Permanent private slip rent was increased $.25 cents per foot
in October 1996, with another increase of 5% in October 1998 and another increase of
5% in October 2000. Commercial tenants slip rent was increased by a percentage over
their 1995/96 rates. Large tenants was increased by 30%, parasail by 50% and other
commercial tenants by 15% in October 1996. Commercial tenants slip rent was
increased in October 1997, October 1998 and October 2000. Large commercial tenants
with 200 square feet of city owned dock was increased by $4.00 per square foot in
October 1996, with a 5% increase in 1998 and another 5% increase in October 2000.
The city reserves the right to adjust any slip rent if warranted.
In the past 10 years, the marina building exterior was renovated, a new seawall and
sidewalks were installed, and a free fishing pier constructed, decorative lights were
installed on the seawall sidewalks, east and second deck of the building was opened,
commercial fuel dock and vacuum sewage pump out system was installed, and a new
restroom and shower facility was built at the east end of the marina.
City Commission Policy statement NO.BG-11 requires all Proprietary (Enterprise) Fund
Operations to be self-supporting, and pay administrative and other service charges to
the General Fund Operations for support at a level determined by the City Commission.
City Commission Policy Statement No. L1-1 allows the City Manager to approve slip rent
increases up to 5%, based on surveys of rates and charges by other municipal marinas
and so notify the City Commission. Increases above 5% require City Commission
approval.
City Commission Policy Statement No. GA-3 states that five (5) year leases are to be
used in all cases where not requiring capital improvements by the lessee.
GOALS FOR 2003/04
>- Increase the transient slip occupancy rate from 80% to 90% annually.
>- Increase the transient slip revenues.
>- Increase fuel sales and revenues.
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>- Complete installation of trek deck throughout marina.
>- Install signage to improve customer information service.
>- Research potential for economic development.
>- Research Grant possibilities.
>- Conduct and complete marina surveys.
As of the date of this plan, it appears that all FY 03-04 goals will be met.
The Harbormaster is the manager of 10 marina building lease agreements and 6 land
leases assigned to the municipal marina.
Building Leases:
Carter Communications
Bruce Littler, Inc.
Harbor Barber/Beauty
Marina Dental & Dentures
Marina Gift Shop
Marina Restaurant
Pirates Pantry
Pinellas County Sheriff
U. S. Coast Guard Auxiliary
U. S. Post Office
Land Leases:
Bait House
Civil Air Patrol
Clearwater Airport
Crabby Bills
South Beach Pavilion
Pier 60 Park Concession
Revenues received from the marina building leases and Bait House, Crabby Bills; go
into the marina revenue fund. Revenues from South Beach Pavilion, and Pier 60
Concession go into the General Fund.
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SEMINOLE STREET LAUNCH RAMP
The launch ramp was constructed in March 1967, using matching funds provided
through the Outdoor Recreational Development Council. From 1967 until 1986, the
launch ramp was operated by the city on a free-use basis. Maintenance costs during
this period were borne by the General Fund. Launch ramp fees were established on
October 1, 1986. The marina borrowed $180,000 in 1986 to improve the launch ramp
with dredging, reconditioning of the docks, new aluminum floats and landscaping. The
launch ramp fees are used to pay the debt for maintenance and upkeep of the facility.
The debt on the launch ramp was paid off in 1997. The launch ramp lot was resurfaced
in 1997 and new floating docks were installed in 1999. This is the only launch facility
capable of handling more than one boat at a time in the City of Clearwater. Over 20,000
boaters use this facility each year. Its central locality makes this facility the main boat
launch for the Grand Old Opry Fishing Tournament that boasts over $100,000 in prize
money.
The City has a five-year agreement with Clearwater Bay Maine Ways, Inc. to collect
daily launch fees at the ramp. The city receives 75% of the collected fees and
Clearwater Bay Marine Ways retains the remaining 25%. The current agreement runs
from December 1, 1997 through December 1, 2002. Future plans include renewing the
lease.
The launch ramp has two fixed docks, a sewage drop station for portable marine toilets,
an outboard flushing facility, a fish cleaning station and a mini park with picnic tables.
There are 4 boat ramps with floating docks for the boaters convenience. The launch
ramp is open twenty-four hours a day, seven days a week. Parking permits are required
between 6:00 a.m. and sunset.
Launch ramp fees are used to pay for the maintenance and upkeep of the facility. The
launch ramp parking lot was resurfaced in 1997. There are between 17,000 and 20,000
boaters using the launch ramp each year. There are 50,000 registered boat owners in
the City of Clearwater.
Market Environment
Florida remains a leader in boating activity and the municipal marina is situated to meet
most of the recreational boating opportunities. The municipal marina is homeport of
fishing charters, parasail boats, jetski operators, tour and dinner boats that provide a
wide variety of recreational opportunities to our citizens and visitors. These
entertainment opportunities lead the way of other marinas on the west coast of Florida.
Service and Equipment
A professional team that can meet all of the needs of the customers using the facility
staffs the municipal marina. Both the marina and launch ramp are maintained by the
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marina operations section. The marina operations section conducts marine construction
in the form of installation, repair and replacement of docks, piers and pilings.
To support the marina operations section in the maintenance of the municipal marina
and other city-owned facilities, the following floating equipment is available:
Twenty-five foot tug boat.
Thirty-three foot barge with hydraulic crane.
Nineteen foot utility outboard boat.
Pricing and Profitability
Pricing for the goods, services, slip rental rates (over 5%) and building rental rates (for
five year period for the municipal marina, are recommended by the Harbormaster and
City Manager to the City Commission. Under current city policy, the City Manager can
approve three year marina building leases agreements. Under the Business Plan,
marina building rental rates will be slightly increased at lease renewal time and they will
have a CPI increase on January 151 of each year of the lease.
Customers
Current and past customers of the municipal marina have indicated that they are
satisfied with the facilities and the service provided.
Management
Management for the facility is under the direct control of the Harbormaster. The
Harbormaster is assisted by the Assistant Harbormaster, the Airpark Operations
Manager, and the Marine Operations Supervisor.
Other on-site operational employees include: Staff Assistants, Customer Service
Representative, Marine Service Tradesworkers, Marine Facility Operators and
Custodians. Each employee is trained for their position and is able to provide excellent
customer service, dealing with the public in a positive manner.
Financial Resources
The municipal marina construction was financed by sale of revenue certificates. The
Pinellas County Property Appraiser's office has the value of the marina at $5,734,640.
The launch ramp was constructed utilizing matching funds provided through the
Outdoor Recreational Development Council. The Pinellas County Property Appraiser's
office has the value of the launch ramp at $106,550.
The operational and maintenance funds for these facilities are from user fees, rent, sale
of goods and services. Revenue in access of actual expenditures is retained in the non-
appropriated retained earnings for the marina. The change funds maintained at the
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marina are the fuel dock change fund, marina office change fund and petty cash fund.
These funds have a combined total of $1 ,400.
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GOALS, OBJECTIVES AND STRA TEGIES
GOALS FOR 2003-2008
~ Maximize occupancy rate of transient slips and increase revenues.
~ Increase fuel sales and revenues.
~ Establish performance measures to improve operations.
~ Upgrade and improve marina facilities and services.
The following objectives, strategies and measures have been developed to ensure the
goals of this business plan are met. These objectives, strategies and measures are in
alignment with the City of Clearwater's Strategic Priority, Objectives Measures and
Targets. This section of the business plan will state the City of Clearwater's Strategic
Priority first, then state the Municipal Marina's Business Plan objective, strategies, and
measures that support that strategic priority.
Strategic Priority: Customer Focus
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#1 OBJECTIVE: Provide appropriate resources and services to existing and
targeted customer base.
STRA TEGIES
Maintain a customer complaint log.
>- Complaint log will identify problem areas and provide a means to resolve issues.
Provide best possible services to all of our customers both internal and external.
>- Survey other marinas for pricing, services, security, and occupancy.
>- Amend or adjust programs to improve customer service. (i.e. extended hours)
Improve customer services within the marina.
>- Provide customer service training to all marina staff personnel.
>- Provide technical training to all marina staff personnel.
>- Provide safety training to all personnel.
MEASURES/TARGETS
Maintain complaint log and identify reoccurring issues, and resolution.
. Conduct survey of other marinas and identify:
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>- Pricing, where Clearwater falls in the pricing range.
>- Services, types of services and hours of operation of other marinas
>- Security systems, types of security provided.
Strategic Priority: Economic Development
OBJECTIVE: Maintain the municipal marina as a revenue producing activity of the
Marine and Aviation Department.
STRA TEGIES
AUTHORIZE HARBORMASTER TO ADJUST SLIP RENTAL RATES UP TO 10%, IF
WARRANTED.
Authorize the Harbormaster to make recommendations to the City Manager for slip rent
increase up to 10%, if warranted. All increases above 10% will require City Commission
approval. Present City Commission policy allows for increases up to 5% by the City
Manager. All increases above 5% must be approved by the City Commission.
>- COMPARE MARKET PRICE OF MARINA SLIP RENTAL RATES:
>- Conduct survey of marinas for moorage rate formulas.
>- Analyze potential discounts for slip rent.
>- Authorize the Harbormaster to adjust certain boat slip rental rates for special
conditions, such as visiting yacht clubs and flotillas.
>- The discount will not exceed the approved daily boat slip rental rate by 15%.
>- Marina tenants may receive a discount when they prepay their monthly slip rent
in 6 month (2.5%) and 12 month (5%) increments.
ADJUST SLIP RENTAL RATES:
Daily Transient Slip Rent
Increase the daily transient slip rental rate as follows:
>- October 1,2002, raise the daily slip rental rate from $1.05 to $1.50 per foot.
>- October 1, 2004, raise the daily slip rental rate from $1.50 to $1.75 per foot.
>- October 1,2006, raise the daily slip rental rate from $1.75 to $2.00 per foot.
>- October 1,2008, raise the daily slip rental rate from $2.00 to $2.25 per foot.
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. The city will reserve the right to increase permanent slip rent above 5%, if warranted.
WEEKLY TRANSIENT SLIP RENT
Increase the weekly transient slip rental rate as follows:
>- October 1, 2002, raise the weekly transient slip rate from $4.50 per foot per week
to $6.45 per foot per week.
>- October 1, 2004, raise the weekly transient slip rate 5% to $6.80 per foot per
week.
>- October 1, 2006, raise the weekly transient slip rate 5% to $7.15 per foot per
week.
>- October 1, 2008, raise the weekly transient slip rate 5% to to $7.50 per foot per
week.
MONTHLY TRANSIENT SLIP RENT
Increase the monthly transient slip rental rate as follows:
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>- October 1, 2002, raise the monthly transient slip rate from $14.00 per foot per
week to $ 20.15 per foot per week.
>- October 1, 2004, raise the monthly transient slip rate from $20.15 per foot per
week to $ 21.15 per foot per week.
>- October 1, 2006, raise the monthly transient slip rate from $21.15 per foot per
week to $22.21 per foot per week.
>- October 1, 2008, raise the monthly transient slip rate from $22.21 per foot per
week to $23.32.
The city will reserve the right to increase transient slip rental rates above 10% in any
year of the plan, if warranted.
Increase transient occupancy rate.
>- Measure the transient slip occupancy rate.
>- Research potential to take reservations.
>- Install a computer at the fuel dock for administrative documentation.
PERMANENT PRIVATE SLIP RENT
Increase permanent private boat slip rent.
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>- October 1, 2002, raise the permanent residential rate from $4.15 to $4.36 per
foot per month.
>- October 1, 2002, raise the permanent non-residential rate from $4.67 to $4.90
per foot per month.
>- October 1, 2004, increase permanent residential rates 5%.
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>- October 1, 2004, increase permanent non-residential rates 5%.
>- October 1, 2006, increase permanent residential rates 5%.
>- October 1, 2006, increase permanent non-residential rates 5%.
>- October 1, 2008, increase permanent residential rates 5%
>- October 1, 2008, increase permanent non-residential rates 5%.
The city will reserve the right to increase permanent slip rent above 5%, if warranted.
COMMERCIAL SLIP RENT
Increase the commercial tenants slip rent on October 1, 2002, depending on the total
amount of passengers carried by the vessel. Current and recommended commercial
rates are:
CURRENT
RECOMMENDED5%
VESSELS RES NON RES RES NON RES
4 Passengers 226.32 259.59 237.64 272.57
6 Passengers 226.26 306.20 279.57 321.51
7 -19 Passengers 306.20 352.79 321.51 370.43
20-39 Passengers 332.82 386.07 349.46 405.37
40-69 Passengers 432.66 499.22 454.29 524.18
70-89 Passengers 526.72 609.49 553.06 639.96
90-1 00 Passengers 601.97 692.27 632.07 726.88
1 01-160 Passengers 662.16 767.51 695.27 805.89
161 and Over 1083.54 1234.03 1137.72 1295.73
Special Purpose - Parasail 620.16 719.39 651.17 755.36
Multi-vessel - small Jetskies 266.26 306.20 279.57 321.51
Multi-vessel - large 332.82 386.07 349.46 405.37
Yacht broker - seawall 266.26 306.20 279.57 321.51
Yacht broker - multi vessel 463.05 532.51 486.20 559.14
Yacht repairs - Island Estates 213.00 246.29 223.65 258.60
Mooring buoys - Island Estates 419.35 485.92 440.32 510.22
High & Dry - Island Estates 159.76 186.38 167.75 195. 70
Commercial fishing - small 213.00 246.29 223.65 258.60
Commercial fishing - large 399.38 459.29 419.35 482.25
Bareboat charter 166.41 193.03 174.73 202.68
The slip rent for all commercial tenants, will be increased by 5% October 1, 2002,
October 1, 2004, October 1, 2006, and October 1, 2008.
The city will reserve the right to increase permanent slip rent above 5%, if warranted.
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COMMERCIAL TENANT OFFICE/STORAGE RENT
Charge for dock rental space for office and or storage space over 200 square feet on
city-owned docks. The rental charge is currently $4.50 per square foot.
>- October 1, 2002, increase dock rental space 5% per square foot.
>- October 1, 2004, increase dock rental space 5% per square foot.
>- October 1, 2006, increase dock rental space 5% per square foot.
>- October 1, 2008. increase dock rental space 5% per square foot.
>-
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Clearwater Marine and Aviation Department Business Plan
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SEMINOLE LAUNCH RAMP FEES
The city has an agreement with Clearwater Bay Ways, Inc. to collect daily launch fees.
In return for collecting the fees, Clearwater Bay Ways, Inc retains twenty-five percent
(25%) of the money collected. The city receives seventy-five percent (75%) of the daily
launch fees. It is recommended to raise the launch fees as follows:
>- Daily fee from $3.00 to $5.00
>- Add a non-resident fee for daily usage of $7.00
~ Resident monthly from $10.00 to $15.00
>- Non-resident monthly from $15.00 to $30.00
>- Resident yearly from $100.00 to $150.00
>- Non-resident yearly from $150.00 to $240.00
These increases are anticipated to raise launch fee revenues to the city an additional
$10,000.
MARINA BUILDING LEASE RENTAL RATES
Continue a building rental rate of between $10.00 and $20.00 per square foot on the
first floor and between $11.50 and $13.50 per square foot for the second floor.
>- Current tenants will receive a slight increase with the renewal of their lease.
>- Also, a CPI increase will be included on January 1st of each year on all future
Marina building Lease Agreements.
MARINA FUEL SALES
Maximize marina fuel sales.
Conduct monthly surveys of fuel prices for other marinas.
>- Adjust fuel price profit margin (millage) to just below average for other marinas.
Analyze shift sales reports for demanding periods.
>- Adjust and or increase hours of operation to increase fuel sales.
>- Research new fuel storage tank and dispensing facilities.
>- Continue to bid for the resale of marine fuels. The supplier submitting the most
responsive and responsible bid in accordance with the specifications for delivery
of marine fuels for resale to Clearwater Marina will be issued a contract from
January 1 to December 31 each year. The city may elect to renew the contract
for an additional year under the same terms and conditions.
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Clearwater Marine and Aviation Department Business Plan 18
. MEASURES/TARGETS
>- Track occupancy rate for transient slips.
>- Compare rates to other marinas.
>- Compare fuel prices of other marinas.
>- Compare shifts sales at fuel dock.
>- Compare sales of fuel types.
>- Compare services provided of other marinas.
Strategic Priority: Economic Development
#2 OBJECTIVE: Increase marina revenue and profitability while
maintaining expenditures at less than 100% of revenues.
STRA TEGIES
.
Increase marina revenue each year from $3,201,400. in the first year of the plan to
$3,681,610. in the last year of the plan. A 15% increase over the next 5 years.
In addition to the strategies outlined in Objective #1:
Analyze areas for potential growth and expansion of municipal marina owned slips.
>- Conduct sea grass studies for potential dock construction.
~ Analyze city owned waterfront property for growth opportunities.
MEASURES/TARGETS
>- Identify all revenue sources and chart performance.
>- Identify seasonal, daily, weekly business trends.
Strategic Priority: Economic Development
#3 OBJECTIVE: Improve advertising and marketing of the municipal
marina to boaters, citizens and tourist.
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Clearwater Marine and Aviation Department Business Plan
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STRA TEGIES
See Marketing Strategy section of the Business Plan.
Strategic Priority: Quality of Life
#4 OBJECTIVE: Provide tenants, residents and tourists with facilities and services
of the highest quality.
STRA TEGIES
STAFFING
Ensure the marina staff is trained, classified and able to adequately conduct the
services required of a municipal marina.
MAINTENANCE
Conduct daily, weekly, and monthly maintenance to the marina facilities, including:
docks, buildings, electrical utility stations, sewage pump-out systems, and fuel tank
systems.
UPGRADE SERVICES AND FACILITIES
Provide all services required of a municipal marina and research new and unique
services offered by other marinas.
Install signage to improve the informational flow and direction for marina customers and
tenants.
Implement new technology to improve operational/administrative functions that will
enhance efficiency.
Upgrade the electrical system throughout the marina docks.
Install new fuel storage tank and piping system in accordance with federal and state
regulations.
Promote visible theme in architecture and landscaping.
MEASURES/TARGETS
>- Conduct survey of other marina services, pricing, and security systems.
>- Install new cash register system for fuel dock.
>- Research and analyze replacement fuel tank storage and dispenser systems for
fuel dock.
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Clearwater Marine and Aviation Department Business Plan
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. Follow measures for Strategic Priority: Economic Development.
Strategic Priority: Human Resource Issues
#5 OBJECTIVE: Determine appropriate job classifications, duties and
responsibilities for various positions in the Marine & Aviation Department.
STRATEGIES
>- Conduct job analysis for positions within the department.
>- Compare services, duties, and responsibilities for number of employees.
>- Compare duties, responsibilities, and services with written job description and
revise as necessary.
MEASURES/TARGETS
Follow the measures previously described for Strategic Priority Economic Development.
.
Strategic Priority: Safe, Healthy & Caring Community/Public Safety
#6 OBJECTIVE: Train our staff to insure the highest level of safety standards.
STRA TEGIES
Safety Training
Employees of the Marina Operations Section will receive Hazardous Materials refresher
training and attend other safety classes as appropriate for their job classification.
Employees of the Marina Operations Section will receive Spill Response Training
annually.
Employees will be made aware of security and safety issues within the marina.
Employees will attend job specific training that will enhance and improve the skills
related to their job classification.
MEASURESITARGETS
>- Maintain training records on all staff members.
>- Provide training opportunities to all staff members.
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RATIONALE
The goals, objectives, strategies, and measures have been developed in alignment with
the City of Clearwater's Strategic Priorities. The objectives and strategies that have
been developed are achievable.
The municipal marina is well known throughout the surrounding area and offers
numerous marine related recreational activities. We continue to improve the services,
facilities in order for a more efficient operation.
Revenue continues to increase from year to year and we anticipate the trend will
continue an upward with the outlined objectives, strategies, and measures.
RETURN ON INVESTMENT
Based on the amended mid-year budget for FY02/03 budget cycle, the Marina
Operations revenues are projected at $3,200,400. and expenditures at $2,951,260.
With this projected budget, expenditures are expected at 92% of total revenues. As an
Enterprise Fund of the city, all surplus funds each year are deposited into the
unappropriated retained earnings of the municipal marina.
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FINANCIAL OBJECTIVES
A review of the past two years and the current fiscal year's revenues and expenditures
will assist in understanding the financial objectives for the municipal marina. The table
below illustrates the actual revenues and expenditures for FY 99/00, FY 00/01 and
estimated mid-year for FY 02.
FINANCIAL GOAL
The financial goal is to maintain the municipal marina as a revenue producing facility,
with increases to revenues for certain years of the plan.
This goal will be met by increasing the rate structure for boat slip tenants and increasing
the rent for building leases. The CPI will be adjusted January 15t of each year. In the
event the CPI adjustments do not keep up with revenue projections, then additional
adjustments to the rates will be made to ensure the City of Clearwater is getting fair
market value for the marina.
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DETAILED REVENUE
Actual Actual Budgeted Estimate
1999/00 2000/01 2001/02 2002/03
Marine Fund - 432
347571 Slip Rentals 689,330 727,871 708,450 750,000
347572 Building Rentals 172,429 180,617 182,760 190,000
347573 Land Rentals 43,984 77,630 95,160 100,000
347574 Gas and Oil Sales Marine 1,611,323 1,667,563 1,652,830 1,700,000
344101 Gas and Oil Sales Aviation 0 11,161 11,360 14,000
362103 Airpark Rental 0 96,927 160,110 180,000
SUBTOTAL 2,517,066 2,761,769 2,810,670 2,934,000
OTHER REVENUE
341404 Xerox Copies 12 6 0 0
34561 Rent 0 0 0 0
347575 Gear Box Rental 4,684 4,858 5,000 5,000
347576 Seminole Ramp Fees 52,510 52,284 55,810 56,000
347578 Electrical Service 60,718 50,137 54,570 55,000
347591 Dock Office Rentals 3,571 3,919 4,320 4,500
361101 Interest - Cash Pool 67,985 84,517 63,000 70,000
364424 Insurance Proceeds - TR 0 1,595 0 0
361999 Unrealized Interest -1,637 47,267 0 0
369435 Svc Charge - Parking 37,920 55,920 58,160 17,660
369532 Svc Charge - Beach Guards 0 0 0 42,240
369901 Other General Revenue 6,923 9,992 6,000 6,000
369905 Workers Comp Reimb 0 296 0 0
369909 Dumpster Fee Reimbursement 0 1,4 78 1 0,000 1 0,000
SUBTOTAL 232,686 312,269 256,860 266,400
OTHER FINANCING SOURCES
334900 Other State Grant 0 253,238 0 0
381715 Capital Improvement 0 35,740 0 0
381781 Special Program 0 1,940 0 0
389902 Prior Working Capital 0 0 305,000 0
SUBTOTAL 0 290,918 305,000 0
TOTAL MARINE & AVIATION FUND 2,749,752 3,364,956 3,372,530 3,200,400
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DETAILED EXPENDITURES
Actual Actual Budget Estimate
1999/00 2000/01 2001/02 2002/03
Personal Services 597,406 661,090 710,880 723,970
Other Operating Expense 1,729,760 1,873,571 1,723,100 1,729,270
Internal Services 70,317 73,911 79,530 97,890
Capital 4,246 26,008 16,900 5,000
Debt Service 7,714 7,715 1,930 0
Transfer 116,000 116,000 126,590
Control to 181 260,000 260,000 215,000
Non-Operating Expense 0 100,800 376,000 341,590
TOTAL 2,409,443 2,743,095 2,908,340 2,951,260
% Expenditure of
Total Revenue 88% 82% 86% 92%
PROJECTIONS FOR GROWTH
The economic development of the City of Clearwater provides a strong potential for
growth for the municipal marina. By conducting sea grass studies along city owned
property the marina will be able to determine which areas may be developed.
Long range projections of redeveloping the marina building and land also provide
potential growth opportunities.
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MANAGEMENT
Municipal Marina and Airpark Team
The municipal marina and airpark team is made up of all the employees assigned to the
marina and airpark. This team includes the: Director (Harbormaster), Assistant Director
(Assistant Harbormaster/Pier Supervisor/HR liaison), Airpark Operations Manager,
Marine Operations Supervisor, Administrative Analyst, Staff Assistant III, Staff Assistant,
Customer Service Representative, Tradeworkers, Marine Facility Operators and
Custodians. The organizational chart for the entire Marine & Aviation Department is
illustrated below.
Administrative Support
Administrative Malyst
Marcia Charlton
2 Full Time
Staff Assistant
Patricia Brady
Marine & Aviation Department Organizational Chart
Catherine Yellin
Senior Staff Assistant
Marina Operations
Mike R. Willis
Marine Operations
Beach Safety Operations
Joe Lain
Water Safety Supervisor
Pier 60 Operations
Laurie Schultz
Marine Rec Prog Supervisor
Tradesworker II
4 Full Time
Marine Facility Operators
3 Full Time Staff
2 Part Time Staff
.6 Seasonal
Senior Marine Lifeguard
8 Full Time
2 Part Time
9.3 Seasonal
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Municipal Marina and Airpark Team Responsibilities
Airpark Operations Manager:
Oversight and management and coordination of the general aviation airport.
Develops and directs aviation service programs.
Makes recommendations for expansion of facilities and services.
Monitors all construction projects.
Oversight of the Fixed Base Operator(s) sub-contractors, security and contracted
maintenance services, personnel engaged in airfield, building and hangar maintenance
tasks.
Monitors contractual services, practices, and procedures.
Monitors Department's budget, including annual budget and financial projections.
Oversight of Department's purchasing practices and procedures.
Marine Operations Supervisor:
Manages operation and maintenance of municipal marina.
Submits suggestions and recommendations for improving the operation and
maintenance of the marina.
Manages and maintain fuel dock operations.
Monitors security operations for municipal marina.
Monitors operation and inspection of launch ramp ensuring repairs are conducted.
Assist with maintaining all waterway signage leading to and in the Clearwater area of
responsibility.
Supervise all marine construction in the municipal marina and for the department.
Provide assistance and recommendations to the Director, Assistant Director, and
Airpark Operations Manager.
Administrative Analyst
Manages the overall administrative and special project responsibilities of the
department.
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. Oversight and accountability of revenues and deposits for the department.
Assists with the daily operation of the Marina's business office.
Maintains documentation and financial records for Department's revenues.
Monitors payroll procedures for Department personnel.
Liaisons with Human Resources for hiring/firing procedures.
Compiles and prepares financial, statistical, or other specialized data pertinent to the
operation of the Department.
Prepares or assists in the preparation of budgets, payrolls, cost, and other data.
Staff Assistant 11/
Assistant to the Director, Assistant Director, and Airpark Operations Manager.
Manages the directors calendar, scheduling appointments, drafting correspondence,
and reviewing incoming correspondence.
.
Transcribes statements, letters, minutes, reports and other materials from Departmental
Advisory Board meetings.
Composes and types correspondence for Departmental issues and responses.
Answers telephone and may serve as receptionist; receives and screens callers;
answers inquiries, complaints, and requests for Director, Assistant Director, and Airpark
Operations Manager.
Researches and drafts grants for the department.
Assists with other administrative responsibilities of the Department.
Staff Assistant
Monitors the slip revenue from the municipal marina and launch ramp. Records and
deposits revenue for the department.
Submits recommendations for assignment of permanent boat slips and tracks slip rent
occupancy on a monthly basis.
Reads and records electric meters.
Maintains files of high volume and variety.
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Composes routine correspondence and special materials and prepares and drafts
reports from established methods.
Performs detailed clerical work such as posting, tabulating, and calculating, checking,
and comparing forms and sorting materials.
Sells municipal marina parking permits and IS a liaison with the Parking Systems
Program.
Assists the Administrative Analyst with the daily operation and management of the
department.
Customer Service Representative
Answers telephone calls and receives the general public relative to Marine & Aviation
related policies. Answers inquiries and gives out routine information.
Explains Departmental policy and pertinent rules and regulations to the public via
personal contact or telephone conversations.
Assists the Administrative Analyst with the daily operations and management of the
department.
Maintains files of a high volume and wide variety.
Sells parking permits in absence of Staff Assistant.
Tradeworkers:
Performs general tasks in the construction, repair, replacement, alteration, and
maintenance of docks, piers, bridges, catwalks, floats, buoys, piles, and other marine
structures and facilities.
Operates, maintains, and performs minor repairs to mobile marine equipment, including
tugs, barges, pile-driving equipment, derricks, cranes, and other mechanically propelled
and operated water craft.
Performs light marine salvage work, including removal of sunken watercraft and other
hazards to navigation.
Performs waterway management maintenance monitoring the signage.
Tunes and adjusts marine engines (diesel and gasoline); lubricates and changes oil;
services hydraulic systems; inspects engine components, accessories, and equipment
for wear, repair, and replacement.
Keeps logs and follows maintenance schedules.
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Performs oxy-acetylene cutting and welding services. Performs minor electrical service
and repair.
Reads blueprints, performs routine structural repairs to docks.
Operates varied marine equipment such as derrick barge, motorboat, tugboat, etc.
Marine Facility Operators:
Dispenses fuels and lubricants to a variety of watercraft.
Receives and accounts for cash. Collects slip rentals and issues parking permits.
Processes checks and credit card sales.
Prepares daily reports and records. Receives accounts for and inventories fuel stock.
Assigns slips to transient vessels and assists same in mooring. Monitors docks and
moored watercraft through periodic inspections. Adjusts and re-positions mooring lines
as required.
Answers telephone calls and provides marine information.
Custodians:
Cleans and maintains grounds in and around marina facilities, docks, and parking lot.
Cleans and maintains public restrooms, completing rough plumbing repairs.
Cleans and maintains buildings and facilities within the municipal marina complex.
Sweeps, dusts, washes, waxes, and polishes floors, furniture, woodwork, walls,
windows, and the like.
Inspects for hazardous working and public use conditions.
Recommends and purchases types of materials and equipment required to perform
custodial tasks.
Responsible for creation and expenditure of custodial budget.
Performs minor maintenance repair work.
Monitors and manages the contractual cleaning service.
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Marina and Airpark Security - Police Aide
The police aide's provide security for the municipal marina complex and the airpark from
9:00 p.m. until 6:00 a.m. each day. Police Aide's are trained and supervised by the
Clearwater Police Department. Cost for the Police Aides services comes from the
Marine & Aviation Department revenues.
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SERVICE DESCRIPTION
The municipal marina is ideally located on Clearwater Beach. It is one of the best-
equipped and most attractive marinas in Florida and offers access to all boating
activities, fishing, fine dining, shopping, entertainment and outstanding white sandy
beaches.
The municipal marina is a multipurpose facility that is open seven days a week, and
staffed by employees that are skilled in providing "Excellent Customer Service". Our
employees take pride in meeting the requirements of our citizens and customers.
Current Marina Customer Service
>- Trained staff
>- Reasonable private slip rental rates
>- Reasonable transient slip rental rates
>- Monitor Channel 16 VHF from 6:30 a.m. to 6:30 p.m.
>- Twenty-four hour security
>- Sewage pump-out connection at all private slips
>- Free sewage pump-outs to all boaters
>- Fuel dock open from 6:30 a.m. to 6:30 p.m.
>- Commercial diesel fuel
>- Non-commercial diesel fuel
>- Gasoline
>- Easy access to transportation
>- Restrooms and showers
>- A TM in Marina building lobby
>- Recycling center for glass, paper, and aluminum
>- Waste oil dump tank for boaters
>- Telephone and cable connection available at all private slips
>- Free fishing at east end of marina.
Marina Commercial Services Available
>- Bait house
>- Fresh seafood retail store
>- Seafood restaurant
>- Dinner boats
>- Dance & cruise boats
>- Sailing charter boats
>- Fleet of party fishing boats
>- Fleet of charter fishing boats
>- Parasail boats
>- Dive boats
>- Boat rentals
>- Personal Watercraft Rentals
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>- Sightseeing boats
>- Marina restaurant
>- Nautical Shop
>- Gift Shop
>- Barber/beauty shop
>- Dentist
>- Newspaper
>- Post Office
>- Marine and boat repair shop
The municipal marina is recognized throughout the marine community as a family
oriented facility, that is professionally managed and very responsive to the needs of
customers, citizens and visitors. All the needs of the boating public are met at the
municipal marina.
SEMINOLE STREET LAUNCH RAMP
The launch ramp is open seven days a week, 365 days a year. Daily Launch/parking
permits may be purchased at the Bait House. The city has an agreement to sell daily
permits at the ramp and bait house retains 25% of the cost of the permit. The parking lot
is enforced by the Police Department each day from 6:00 a.m. until sunset. Monthly and
yearly permits may be purchased at the Harbormaster office, located at the municipal
marina. The city retains 100% of the monthly and yearly permit costs. Listed below are
current customer services:
>- Launch ramps and two fixed docks and four floating docks.
>- Sewage drop station for portable marine toilets, outboard engine flushing facility,
fish cleaning station and mini-park with picnic tables.
>- The shoreline west of the launch ramp is also used by the local fishermen.
PAY BACK
The pay back to the city will be in high citizen and customer satisfaction and the fact
that the facility provides a valuable service to the community. Additional pay back will be
to the Marina's commercial tenants who will benefit from the returning customer and
visiting boaters.
USEFUL PURPOSE AND BENEFITS
The municipal marina provides a useful purpose and benefit to the boating and non-
boating community. This facility provides a safe and enjoyable location to moor boats
and it can be enjoyed by boaters, non-boaters, and visiting tourists. These combined
capabilities provide a great atmosphere for customers.
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FEATURES HIGHLIGHTS
The municipal marina facility is extremely attractive and well maintaitled and provides a
valuable service to the community. Private boaters are provided with slips at reasonable
rates, commercial boaters are provided slips convenient for advertising and boarding.
The marina building offers many fine commercial businesses and is equipped with the
largest fishing fleet on the west coast of Florida. The municipal marina offers a wide
variety of recreational opportunities for tourist to enjoy.
OTHER PLANNED SERVICES FOR THE BUSINESS PLAN YEARS
>- Completion of treks decking throughout marina.
>- Dredging of harbor and slips throughout marina.
>- Installation of informational signage.
>- Installation of above ground fuel storage tanks and new fuel dispensers with
double walled piping system.
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MARKET ANAL YSIS
At the present time, there are six (6) municipal marinas within Pinellas County and six
(6) boat launching ramps within the local area.
MUNICIPAL MARINAS
City of St. Petersburg Municipal Marina
300 2nd Avenue SE
St. Petersburg, FL 33701
Ph: 727-893-7329
City of Gulfport Municipal Marina
4630 29th Avenue S.
Gulfport, FL 33711
727 -893-1071
City of Madeira Beach Municipal Marina
25 Causeway Boulevard
Clearwater, FL 34630
727 -399-2631
City of Dunedin Municipal Marina
51 Main Street
Dunedin, FL 34698
727 -298-3030
City of Tarpon Springs Municipal Marina
Post Office Box 5004
Tarpon Springs, FL 34688
727 -937 -9165
BOAT LAUNCH RAMPS
City of Clearwater - Clearwater Beach Recreation Center Launch Ramp
City of Clearwater - Seminole Street Launch Ramp
City of Belleair - Belleair Causeway Launch Ramp
City of Dunedin - Municipal Marina Launch Ramp
City of Indian Rocks Beach - Two Launch Ramps
Madeira Beach - 727-399-2631
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Market Definition
The key points in defining the market segment for municipal marinas and boat ramp
launching facilities is the ability to provide facilities and services that meet the concerns
of the recreational marine community at competitive rates. Currently, the municipal
marina market is shared by approximately thirty private marinas and five municipal
marinas within Pinellas County. Boat owners and operators are looking for safe, secure
facilities to moor, launch and retrieve their vessels. These facilities should provide
services that assist the recreational boater and opportunities for the non-boater to
become familiar with or participate in marine activities.
With 61 % of the counties population owning a boat, the municipal marina's ability to
operate and provide services to the boating community is a positive feature for the City
of Clearwater. The stability of the marine market segment is steady. As of May 31,
2002, there were 568,536 registered boats in Pinellas County that has a population of
921,482.
.
To maintain a competitive edge in the market the marina must offer a variety of services
and provide competitive but fair rates. A survey of daily rates and services was
conducted in the spring of 2002 to ensure we maintain a fair market rate. In this survey
we also compared fuel rates and other services offered by marinas. In the below
illustrations, you will see that Clearwater Municipal Marina is well below the average
rates and maintains a high level of services and facilities.
Marina Daily Slip Rates
The chart below demonstrates that Clearwater's rates are considerably lower than other
marinas on the west coast of Florida and within the Pinellas County area.
.
Tarpon Springs
Dunedin
Clearwater Municipal
St. Petersburg
Port Tarpon
Naples
Moss, Ft. Myers
Maximo Marina
Marker I
Marina Jack
Madiera Beach
Holiday Inn
Harborage
Gulfport
Galleon, Key West
Clearwater Bay.
A&B
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
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The average daily slip rent for a transient boater is $1.47 per foot. The majority of the
marinas charge by the foot rather than using any other formula such as square footage
of dock space or including depth of water as an advantage. The lowest rate of $1.00
per foot was offered at the City of Cape Coral and Gulfport Municipal Marina.
Clearwater Municipal Marina had the third lowest rate of $1.05 per foot.
The occupancy of transient slips have been analyzed for the past six months. The
analysis demonstrates that the marina is approximately 68% full. The weekends are a
little more full with an occupancy rate of 72%. The below charts show the monthly
comparison and the weekend comparison in percentages.
Monthly Transient Occupancy Percentages
90
80
70
60
50
40
30
20
o
OCT NOV DEC JAN
FEB MAR APR MAY
Weekend Transient Occupancy Percentages
120
100
80
101
7 77 80 83
__nnnn 7___ _ _
65
60
40
20 /
o
It should be noted that during the month of April the City of Clearwater was a co-
sponsor of a major fishing tournament, causing a spike in the occupancy.
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Fuel Rates
Diesel
.
-, , <0 , I ~$1.41 !
Tierra Verde
I $1.0~ !
Gulfport City Marina
I I i I
Long Boat Key $1.34
1 1 , I
I
Marina Jacks 1$1.45
1 i I i ~1.38
Harborside ~
I $1.061 I
Madeira Beach Marina I
I 1 I
John's Pass $1.09 1
, I I 1 1.251
I
Maximo
i I I I $1.44 ·
St. Pete Marina
I I I 1
Ft. Myer Yacht Basin Municipal , $1.461
Naples Municipal ii'::i "i'i" 1$1.39 ·
I I 1 I
Island Harbor Gasparilla $1.57
I I I
Ship Store Charlotte Harbor $1.33
I i i
Miller Marine Boca Grande $1.38
j 1 , I i !
South Seas Plantation $1.45
i I i I
I
Port Tarpon $1.55
i 1 1 1 ! ~
Marker 1 .22
I I I I
I
Home Port Marina 1$1.651
I I 1.24 I
High & Dry
I I i J
Clearwater Bay Marine 1.25
I I I I
I
Clearwater Municipal $1.1
0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8
The above chart demonstrates that Clearwater's price for diesel fuel is well below the
average of $1.34. The lowest rate was $1.08 offered at Gulfport Municipal Marina and
the highest rate was $1.65 at Home Port Marina. Clearwater Municipal Marina's rate of
$1.15 was well below the average price for diesel fuel.
The following chart demonstrates the various 2001 average price for gas from the
various marinas on the west coast of Florida. The highest gas price was at Naples
Municipal Marina and was $1.99 per gallon. The lowest was at Madeira Beach
Municipal Marina for $1.46. Clearwater Municipal Marina's rates were $1.56 and stayed
well below the average price of $1.75.
Clearwater Municipal Marina uses a markup as an approach to fuel pricing. The markup
approach is the difference between the retail price and wholesale cost divided by the
wholesale cost. The prices are adjusted with each individual fuel load that comes in.
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Tierra Verde
Gulfport City Marina
Long Boat Key
Marina Jacks
Harborside
Madeira Beach Marina
John's Pass
St. Pete Marina
Ft. Myer Yacht Basin Municipal
Naples Municipal
Island Harbor Gasparilla
Ship Store Charlotte Harbor
Miller Marine Boca Grande
South Seas Plantation
Port Tarpon
Marker 1
Home Port Marina
High & Dry
Clearwater Bay Marine
Clearwater Municipal
$1.67 avg
Maxima
~~ ~._~~ " ,,- ^ " ~ $1.86 ! --
$1r1 .. I
I I $18J
I I
$1.91
, I I I
$1.82 i
I I I I
$1.47
$1.54
I
$1.72
I
$1.86
$1.92
I ,
$2.00
$1.77 !
I
$1.78
I I
$1. 1
I
$1.87'
I I
$1.81
I ,
$1.70
I I
$1.79
~ I
$1.71
I I I
1.67
$1 6
o
0.5
1.5
2
2.5
This chart demonstrates the gas prices at marinas on the west coast of Florida. The
average price of gas was $1.67 The lowest price was at Madeira Beach Municipal
Mariana at $1.46, the highest price was at Naples Municipal Marina at $1.99.
Clearwater Municipal Marina fell below the average price at $1.56.
In marketing our most powerful assets are:
>- Location
>- Facility
>- Management
>- Reasonable rates
>- Hours of operation
>- Services offered.
Weaknesses:
>- Parking is limited
>- Cannot accommodate vessels over 130 feet.
>- Depth of water in Clearwater Marina channel.
>- Retail expansion is limited
>- Boat slip expansion is limited
>- Launch ramp availability is limited
>- Boat trailer parking at Seminole is limited.
"Committed To Excellent Customer Service"
Clearwater Marine and Aviation Department Business Plan
39
. Opportunities:
A major opportunity exists with transient boaters making the municipal marina a port of
destination. The municipal marina has a good potential to increase the transient boater
occupancy rate by improving technology and services. Such as providing reservations,
expanding the hours of operation during peak seasons, and exploring other slip rental
options.
Unexplored Opportunities:
>- Explore the opportunity for Federal and State grants for marina facilities and
waterway management.
>- Conduct seagrass studies for potential expansion of waterfront docks along city
owned property.
>- Offer High and Dry Storage facilities.
Customers
External Customer: The external customer is our daily focus. It is our objective to
meet and exceed all reasonable needs of our external customers and to make possible
expanded /enhanced services through a bigger, more professional and cost effective
operation.
.
Employees and Staff: The staff and employees of the Marine & Aviation Department
are the key to a successful operation. It is our goal to select the best personnel, provide
the best training, communicate our goals, objectives, strategies, and measures to assist
them to work as a team that is capable of meeting the demands of the facility and new
challenges of an ever changing environment.
Citizens of the City of Clearwater: The citizens are our owners and the body we
answer to ultimately. The City Commission serves as their trustees and as the Board of
Directors. It is our goal to provide a safe, professionally run municipal marine facility that
our customers can be proud of.
Internal Customers: The internal customers are a vital element in the successful
execution of our external customers. Other city departments play an important role in
assuring our daily and long-term success. It is our goal to effectively communicate our
needs, build healthy relationships, and demand excellence in all our services.
Communication is the link between customer groups. It is the key to understanding and
a successful execution of our business plan. Only when all customer groups understand
the differing view point and reasonable needs of each other can a balance be reached.
.
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
40
Customer List:
Building and land Tenants
Business Name Owner Phone
Bait House Chuck Pollick 446-8134
Clearwater Airpark David King 443-3433
Crabby Bill's John Loder 442-2163
Gazette & Beach Views Chuck Pollick 446-6723
Harbor View Hairstyles Dan Beach 443-5918
Marina Dental & Denture Dr. Petrik 441-8225
Marina Gift Shop George & Dara Greene 446-2645
Marina Restaurant Tom & Pat Wolkowsky 446-6968
Olde Nautical Shop Bruce Littler 441-3036
Pier 60 Concession Steve Chandler 461-7732
Pinellas County Sheriff Cupola 298-2385
South Beach Pavilion Howard & Ken Hamilton 447-5356
U.S. Post Office Sandy Courson 441-4730
U.S. Coast Guard Auxiliary Denis Sparks 461-0880 (home)
"Committed To Excellent Customer Service"
Clearwater Marine and Aviation Department Business Plan
41
.
Clearwater Marina Commercial Tenant List
.
Business Name Owner Business Phone
Fly-N- TIME III K. Hopper/Parasail City 727 -449-0566
PIRATES RANSOM Bill Wozencraft 727 -446-2587
CLEARWATER FERRY Clearwater Ferry Svc. 727-442-7433
SOUTHERN ROMANCE Marine Entertainment 727 -446-5503
SKY SCREAMER Jet Works Parasailing 727 -449-2454
WAVERUNNERS Air Waves 727 -449-2454
JAWS II Jet Works Parasail, Inc. 727 -449-2454
SEA SCREAMER Sea Screamer Treasure 727 -44 7 -7200
LITTLE TOOT Marine Entertainment 727 -446-5503
SHOW QUEEN Marine Tours, Inc. I P. Kelley 727-461-3113
WAVERUNNER K & K Boating, Inc. 727-461-3113
TRADEWINDS Nutin Fancyfishing 727 -442-3770
MAR-CHELLE II Nutin Fancyfishing 727 -442-3770
ISLAND TIME Islandtime Adventures 727 -446-5503
RED RED WINE Tideen Corp. 727 -466-0375
ISLAND HOPPER Tideen Corp. 727 -466-0375
ALMOST HEAVEN Fred Allen 727 -443-0039
DOS AMIGOS Thomas Sprague 727 -443-4653
TWO C's Gregg Corder 727-797-0784
LUCKY DAY Lucky Day Fishing Charters 727-517-2119
PHANTOM Robert Hamilton 727 -442-1786
FANTA SEA Tom Stacey 727 -446-2899
REEL DEAL Robert Hamilton, Inc. 727 -593-3859
FLO-JO Wayne Markham 727 -446-7241
GULFSTREAM Max & Sue Foster 727 -442-6339
GULFSTREAM II Sue Foster 727 -442-6339
SNOOPY II William Moran 727 -441-2555
TOM CAT II Harry Russell 727 -442-3005
STRIKE ZONE Gary Folden 727 -585-8544
GYPSY Tom Hylton
DAISY MAE Daniel Hood 727 -442-1502
F ANT A-CAT Fanta Cat Charter Boats 727 -446-2899
SOUTHERN STAR Richard Howard 727 -820-2192
86 PROOF John Topicz 727 -441-9084
100 PROOF John Topicz 727 -441-9084
DOUBLE HOOK Michael H. Colby 727 -461-4533
VALKYRIE Gulfpride Charters, Inc. 727-439-7848
ON LINE Randy Davis 615-230-0789
ABOVE AVERAGE Richard Nicajevsky 727 -204-3024
TORTUGA Pinellas County 727 -596-7302
KAI LANI T.A.B.S/J&M Powell 727 -446-6778
DOUBLE EAGLE Gilmore C/O S. Haggert 727 -446-1653
.
"Committed To Excellent Customer Service"
Clearwater Marine and Aviation Department Business Plan
42
.
DOUBLE EAGLE Gilmore C/O S. Haggert 727 -446-1653
SUPER QUEEN Dave Spaulding 727 -446-7666
PLUNGER Dive Clearwater Inc. 727 -443-6731
ISLAND EXPLORER Fla. West Coast Cruising 727 -462-2628
CHEERS Tom Malandruco 609-485-5216
POLO EXPRESS Clayton E. Kent Sr. 727 -970-6772
TERESITA AI Janse 813-882-9116
SEA TURTLE Johan Pretorius 727-742-3572
HONEY BEE Steven A. Hopper 727 -725-4 707
TIME OUT Claude Hudson
WE THREE Edward O'Brien
STARLlTE MAJESTY Anderson Bay Cruises 727 -462-2628
NN Ross Yacht Service 727-446-8191
NN Quality Boats of Clearwater 727-443-2514
Competition
.
Marinas
There are approximately thirty (30) private marinas and five (5) municipal marinas
located within Pinellas County. The location of Clearwater Municipal Marina makes it an
ideal location to moor a boat. It is located within a short distance to the Gulf of Mexico
and there are no draw bridges to get to the Gulf. The rates within the marina are lower
than the average rates, which also makes this a very attractive location.
Building Space Rentals
The municipal marina is in competition with several businesses in the Clearwater area
that offer business space rentals. Our location is excellent and our per square foot
rental rate is reasonable. Other businesses in the area leasing floor space are not
considered a threat to our operation.
Launching Facilities
The only launching facilities in the area are Clearwater Beach Recreation Center Ramp,
Dunedin Municipal Marina Ramp, Belleair Causeway Launch Ramp, and two launch
ramps in Indian Rocks Beach. With the number of boaters in the county, these ramps
are heavily used on weekends and holidays. A survey conducted in August 2002,
revealed the following fees:
.
Belleair Launch - Free
Indian Rocks Beach - Free
St. Petersburg Municipal ramps - Free
Gulfport Municipal - $5.00 - launch & park
Madeira Beach $2.00 launch, $4.00 Park
Dunedin Municipal - $21.40
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Clearwater Marine and Aviation Department Business Plan
43
In FY2002 Seminole Launch Ramp collected $49,182 in revenues. The following chart
demonstrates the monthly fees from Oct through July.
8,000.00
,,-,~,~,-
,
6,000.00----$5,086.88 --
$4,443.31
$5,911.07
----_._---_._--_.._~~ -~_.-
$4,967.05
4,000.00
2,000.00
0.00 ,
$2,699.68
$1,917.11
Oct Nov Dee Jan Feb Mar Apr May Jun Jul
By increasing the launch & parking fees, revenues from Seminole Launch ramp are
projected to double.
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
44
MARKETING STRA TEGY
The municipal marina's marketing strategy is to promote and support the facility and
services offered by the marina and to advertise the marina in well published waterway
guides and magazines outside the local area.
The overall marketing plan for the marina is based on the following:
>- Serve the diverse needs of tourists, citizens of Clearwater and the manne
community.
>- Reach both the boating and non-boating persons.
>- Use various distribution channels that will best advertise the marina.
>- Providing excellent customer service and a clean well kept facility.
>- Maintain reasonable rental and fuel rates.
The need for the municipal marina in the local area is demonstrated by the fact that over
half the population in Pinellas County is a registered boat owner. The City of Clearwater
has no other facilities that offer the same level of marine services.
Positioning
The municipal marina is viewed by the general public as an asset to the City of
Clearwater. The facility is ideally located for many activities. The marina is homeport to
numerous aquatic recreational activities, from fishing to parasailing. This variety of
activities makes the marina extremely marketable.
Marketing Responsibilities
Marketing and advertising the marina will be the responsibility of the Director and
Assistant Director.
Pricing and Profitability
Charges for business space rental leases for the municipal marina building are
negotiated by the Director, City Manager and approved by the City Commission. Boat
slip rates over 5% are recommended by the Director, City Manager and approved by
the City Commission. Prices for other goods or services are set administratively and
they are:
Competitive
Reasonable
Based on standard markups
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
45
The prices for services are determined by surveys on charges by other facilities.
Compared to the competition on business space rental leases, slip rates, launch ramp
rates and goods and services, our prices are reasonable, but some need adjustments.
There are no increased seasonal charges for the municipal marina. The charges are the
same year round. Customers will pay the existing charges and recommended
increases because of the location of the marina and the quality of service and or goods
that are provided.
Margin Structure - Discounts
Purchases for resale or maintenance operations for the municipal marina will be paid on
time, to take advantage of discounting offers.
Commercial tenants of the municipal marina receive an 8 cent per gallon discount off
the pump price. Also, a 5 cent per gallon discount off the pump price is allowed for fuel
sales over 500 gallons.
Current Municipal Marina Charges
These rates will become effective October 1, 2002. See Goals, Objectives and
Strategies section for proposed rate increases.
Transient:
Daily Rate - $1.50 per foot per day.
Weekly Rate - $6.45 per foot per week.
Monthly Rate - $20.15 per foot per month.
Permanent Private Pleasure Craft:
$4.36 per foot per month for resident.
$4.92 per foot per month for non-resident.
Commercial Boats:
Monthly rate is charged based on length of boat and passenger capacity. The
range is from a 4 passenger, 35 ft boat to a 160 passenger, 70 ft boat. Non-
residents pay an additional surcharge of 15%.
Marina Fuel Sales:
Prices for the gasoline and diesel fuel vary with the fluctuating market. The
Harbormaster adjusts the pump prices with each delivery of fuel. Each month,
the area marinas are surveyed and a cost comparison survey is conducted.
Municipal Marina Miscellaneous Charqes:
The miscellaneous charges consist of moneys collected from tenants for repairs
to damaged docks caused by their vessels and charges collected for
improvements to slips requested by tenants.
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
46
Gear Box Rentals:
A monthly fee of $5.00 is collected from each private tenant who has a city
supplied gear box at his/her slip. The city maintains and repairs the gear boxes.
Marina Electrical Service:
Commercial and private tenants are charged based on the amount of electrical
use in the slip. Currently, charges are assessed at $.09 cents per kilowatt.
Electric meters have been installed at all boat slips since 1992.
Seminole Street launch Ramp Rates
The current rates for the Seminole Street launch ramp are:
Daily Permits $3.00
Monthly Permits
Resident
Non-Resident
$10.00 + tax = $10.70
$15.00 + tax = $16.05
Yearly Permits
Resident
Non-Resident
$100.00 + tax = $107.00
$150.00 + tax = $160.50
. Proposed changes for FY2003 are:
.
Daily Resident Permits
Daily Non Resident
$5.00 + tax = $5.35
$7.00 + tax = $7.49
Monthly Permits
Resident
Non-Resident
$20.00 + tax = $21.40
$25.00 + tax = $26.75
Yearly Permits
Resident
Non-Resident
$200.00 + tax = $214.00
$240.00 + tax = $256.80
Advertising
Current Advertising Methods
Current activities that are used in marketing the municipal marina are advertisements in
statewide and nationally distributed marine and waterway publications.
The following is a list of where we advertise the municipal marina:
Clearwater Regional Chamber of Commerce
Flitecard Corporation
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
47
Florida Cruising Directory
Florida Marina Guide
Offshore Communications - Intracoastal Waterway Facility & Guide
Soundings
Southern Waterway Guide
Southwinds
Suncoast Fisherman's Guide
U.S. Chart Series
These publications provide the best distribution channels to the targeted customers that
would use the marinas services and facilities.
Promotion
The promotional objectives of the municipal marina are:
>- Position the municipal marina as one of the leading marine facilities on the west
coast of Florida.
>- Increase awareness of the services and facilities offered by the municipal marina.
>- Generate leads for possible tenants for the municipal marina and businesses
located within the marina building.
>- Provide excellent customer service.
>- Provide clean, well maintained facilities.
Media Objectives
>- Increase awareness of the municipal marina among the boating and non-boating
community.
>- Establish an image as a facility that is operated in a professional, reliable, and
fair manner.
>- Maximize efficiency in advertising publications that cover the marina in various
distribution markets.
Advertising Campaign
The best way to reach potential customers is by word of mouth. By maintaining a well-
operated clean facility with a professional staff, the municipal marina will promote itself.
The municipal marina will provide a variety of aquatic recreational activities that both
boaters and non-boaters will want to enjoy. The marina is already ideally located
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Clearwater Marine and Aviation Department Business Plan
48
between the Gulf of Mexico and the Intracoastal waterway and is easily accessible for
boaters.
Ideally, after becoming familiar with the municipal marina the customer will:
Become a frequent user,
Tell their friends and family about the wonderful experience they had,
Become a returning visitor, bringing others to share in their experience.
Investment in Advertising and Promotion
The current advertising budget is $15,000. Due to the seasonal nature of our tourist and
the transient marine community customers, advertising will be increased during certain
times of the year. The planned advertising expenditures are necessary to meet the
specific goals of promoting the municipal marina. The cost of advertising is reasonable
when compared to projected revenue.
Public Relations
Close public relations will be maintained with the City of Clearwater Public Relations
Department and local media sources. To ensure good public relations, we will:
>- Maintain contact with local newspapers, and media sources.
>- Inform our employees of new and innovative programs being offered by the
marina.
>- Work with other City of Clearwater Departments to provide efficiency in services
and operations.
).> Provide information to marina tenants through mailings and inserts in monthly
statements.
>- Provide press releases on special activities held within the Marine & Aviation
Department.
>- Invite local television and radio reporters to visit the municipal marina, interview
employees, be provided with demonstrations of activities and tours of the
facilities.
Professional Relationships
The municipal marina has established professional relationships with organizations and
agencies within the marine community that aide in the professional knowledge and
operation of the marina.
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
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U.S. Coast Guard
U.S. Coast Guard Auxiliary
U.S. Power Squadron
U.S. Customs
U.S. Lifesaving Association
Pinellas County Sheriff's Marine Unit
Clearwater Yacht Club
Island Estates Yacht Club
Sheraton Sand Key Resort
Raddisson Suite Resort on Sand Key
Sand Key Civic Association
Windjammers of Clearwater
Local media
State of Florida Department of Environmental Protection
Florida Marine Patrol
Pinellas County Parks (Sand Key)
Pine lias County Artificial Reef Construction Group
City of St. Petersburg, Municipal Marina
Sunsets at Pier 60
Clearwater Chamber of Commerce
Island Estates Civic Association
Clearwater Beach Civic Association
Clearwater Bay Marina
Clearwater Marine Aquarium
A strong spirit of cooperation will be continued with these groups and it will be expanded
to include other groups and organizations.
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
50
FINANCIAL PROJECTIONS
The projected 5-year program statement projects revenues and expenditures for each
of the five years of the Marina Operations Program. These projections are based on
past experiences on where we anticipate being within the next five years. Also, included
in the percentage of expenditures vs revenues for the municipal marina and airpark.
Revenues saved each year are deposited into the unappropriated retained earnings of
the Marine & Aviation Department.
DETAILED REVENUE
Actual Actual Budgeted Estimate
1999/00 2000/01 2001/02 2002/03
Marine Fund - 432
347571 Slip Rentals 689,330 727,871 708,450 750,000
347572 Building Rentals 172,429 180,617 182,760 190,000
347573 Land Rentals 43,984 77,630 95,160 100,000
347574 Gas and Oil Sales Marine 1,611,323 1,667,563 1,652,830 1,700,000
344101 Gas and Oil Sales Aviation 0 11,161 11,360 14,000
362103 Airpark Rental 0 96,927 160,110 180,000
SUBTOTAL 2,517,066 2,761,769 2,810,670 2,934,000
OTHER REVENUE
341404 Xerox Copies 12 6 0 0
34561 Rent 0 0 0 0
347575 Gear Box Rental 4,684 4,858 5,000 5,000
347576 Seminole Ramp Fees 52,510 52,284 55,810 56,000
347578 Electrical Service 60,718 50,137 54,570 55,000
347591 Dock Office Rentals 3,571 3,919 4,320 4,500
361101 Interest - Cash Pool 67,985 84,517 63,000 70,000
364424 Insurance Proceeds - TR 0 1,595 0 0
361999 Unrealized Interest -1,637 47,267 0 0
369435 Svc Charge - Parking 37,920 55,920 58,160 17,660
369532 Svc Charge - Beach Guards 0 0 0 42,240
369901 Other General Revenue 6,923 9,992 6,000 6,000
369905 Workers Comp Reimb 0 296 0 0
369909 Dumpster Fee Reimbursement 0 1,478 10,000 10,000
SUBTOTAL 232,686 312,269 256,860 266,400
OTHER FINANCING SOURCES
334900 Other State Grant 0 253,238 0 0
381715 Capital Improvement 0 35,740 0 0
381781 Special Program 0 1,940 0 0
389902 Prior Working Capital 0 0 305,000 0
SUBTOTAL 0 290,918 305,000 0
TOTAL MARINE & AVIATION FUND 2,749,752 3,364,956 3,372,530 3,200,400
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Clearwater Marine and Aviation Department Business Plan
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DETAILED EXPENDITURES
Actual Actual Budget Estimate
1999/00 2000/01 2001/02 2002/03
Personal Services 597,406 661,090 710,880 723,970
Other Operating Expense 1,729,760 1,873,571 1,723,100 1,729,270
Internal Services 70,317 73,911 79,530 97,890
Capital 4,246 26,008 16,900 5,000
Debt Service 7,714 7,715 1,930 0
Transfer 116,000 116,000 126,590
Control to 181 260,000 260,000 215,000
Non-Operating Expense 0 100,800 376,000 341,590
TOTAL 2,409,443 2,743,095 2,908,340 2,951,260
% Expenditure of
Total Revenue 88% 82% 86% 92%
Financial Projections
FY -03
Expenditures Revenue Profit/Loss
Airpark $243,780 $195,000 ($48,780)
Marina $2,938,080 $3,006,400 $68,320
Beach $537,620
Guards
Pier 60 $333,060 $335,980 $2920
Sailing pnorops $177,540 $34,370 ($143,170)
Center As 501 (c) 3 $32,970 $12,000 ($22,370)
FY -04
Expenditures Revenue Profit/Loss
Airpark $252,960 $224,500 ($28,460)
Marina $2,982,800 $3,099,900 $117, 1 00
Beach $591 ,400
Guards
Pier 60 $345,630 $349,400 $3,770
Sailing $34,000 $21,100 ($12,900)
Center
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Clearwater Marine and Aviation Department Business Plan
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FY -05
Expenditures Revenue Profit/Loss
Airpark $190,000 $296,000 $106,000
Marina $3,102,100 $3,223,900 $121,800
Beach $609,100
Guards
Pier 60 $359,500 $363,400 $3,900
Sailing $34,000 $34,700 ($500)
Center
FY -06
Expend itu res Revenue Profit/Loss
Airpark $195,000 $296,000 $101,000
Marina $3,226,200 $3,352,900 $126,700
Beach $627,400
Guards
Pier 60 $373,900 $377,900 $4,000
Sailing $36,500 $36,100 ($400)
Center
FY -07
Expenditures Revenue Profit/Loss
Airpark $200,000 $304,900 $104,900
Marina $3,355,200 $3,487,000 $131,800
Beach $627,400
Guards
Pier 60 $373,900 $377,900 $4,000
Sailing $38,000 $37,500 ($500)
Center
PROJECTIONS FOR GROWTH
The economic development of the City of Clearwater provides a strong potential for
growth for the municipal marina. By conducting sea grass studies along city owned
property the marina will be able to determine which areas may be developed.
Long-range projections of redeveloping the marina building and land also provide
potential growth opportunities.
CAPITAL IMPROVEMENT PROGRAM
The objective of the Capital Improvement Projects from FY 02/03 TO FY 07/08 are to
plan ahead and better manage the growth and expenditures of the municipal marina.
. These programs continue to maintain the municipal marina, airpark, and launch ramp
"Committed To Excellent Customer Service"
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Clearwater Marine and Aviation Department Business Plan
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and are expenses that are higher than the normal operational expenses. Total CIP
amounts for the five years of the Business Plan are:
$795,000 - Marina
$ 50,000 - Airpark
$845,000 - Total
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Clearwater Marine and Aviation Department Business Plan
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Marine Facilities
FY02/03
FY05/06
FY06/07
FY03/04
FY04/05
Utilities Service 10,000 10,000 10,000 10,000 10,000
Replacement
The project provides for a continuous repair and replacement of deteriorated electrical wiring, and water
service at the City's Municipal Marina and Island Estates Marina; to continue to maintain the City-owned
marinas in usable condition.
Total: $50,000
Dock R&R 20,000 25,000 25,000 25,000 25,000
The project provides for continuous repair and replacement of deteriorated docks at municipal docking
facilities and Island Estates Marina, utilizing the Marine Services section and equipment to continue to
maintain City owned marina in a usable condition.
Annual Operatinq Costs: No significant increase in existing operating costs.
Total: $120,000
Fuel System R&R 20,000 20,000 20,000 20,000 20,000
The project provides for continuous repair and replacement of deteriorated fuel lines, dispenser and
underground pollutant storage tanks at the municipal marina, utilizing contractors to continue to maintain
city-owned marina fuel system in usable condition.
Annual Operatinq Costs: No significant increase in existing operating costs.
Total: $100,000
FY02/03
FY03/04
FY04/05
FY05/06
FY06/07
Fuel Tank
Replacement 75,000 5,000 5,000 5,000 5,000
This project provides for the repair and maintenance of underground fuel storage tanks with replacement
of tanks scheduled for 2003/4. In addition, funding will allow continuous maintenance of City-owned fuel
tanks and for the system to be kept in usable condition.
Annual Operatinq Costs: No significant increase in existing operating costs.
Total: $95,000
Dock Construction 40,000 0 0 0 0
This project provides the financial resources needed for construction of additional City recreational boat
docks in various locations in the City.
Annual Operatinq Costs: Will be determined when docks are designed and actual size, location, and
amenities are established.
Total: $40,000
Marine Facility 50,000 85,000 85,000 85,000 85,000
This project is a combination of the former WatelWay Maintenance and Seminole Ramp Dredging
projects. This project will provide funding for any facility that the Marine & Aviation Department is
responsible for that requires maintenance and/or dredging. This includes such things as replacement of
City-owned aids for navigation and informational signs; removal of derelict vessels, etc.; procurement of
piling and sign material to fabricate signage and buoys utilizing Marine Services staff; procurement of
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Clearwater Marine and Aviation Department Business Plan
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equipment to continue to maintain waterways in a usable condition; repairs/replacement of floating docks,
ramps and pilings. This project will also fund dredging of areas that the Marine & Aviation Department.
Annual Operatinq Costs: None.
Total: $390,000
Dock Electrical System
Replacement 0 25,000 25,000 25,000 25,000
This project provides the financial resources needed for repair and maintenance ofg the current electrical
system with a full replacement of the electrical system in 2006 to the docks in the municipal marina.
Total $100,000
Marina Subtotal
215,000
170,000
170,000
170,000 170,000
Marina Total $895,000
Airpark Maint & Repair 10,000 10,000 10,000 10,000
This project will provide funding for maintenance and repairs at the Clearwater Airpark
Annual Operatinq Costs: None
10,000
Airpark Subtotal
10,000
10,000
10,000
10,000
10,000
Airpark Total $50,000
"Committed To Excellent Customer Service"
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Table of Contents
1
Executive Summary
Background
Activities
Staffing
Pricing and Profitability
Issues
Conclusion
Service Description
Pay Back
Benefits
Objectives and Strategies
Objective 1
Objective 2
Objective 3
Objective 4
Management
Responsibilities
Department Director
Assistant Director
Recreation Pier Supervisor
Marine Facility Operators
Marine & Aviation Office Support
Financial Analysis
Financial Goal
Financial Analysis
Revenue
Expenditures
Financial Projections
Expenses
Balance Sheet
Comparison of Personnel Expenses to Revenues
Capital Improvement Plan
Summary, Conclusion and Recommendations
Market Analysis
Market Definition
Strengths
Assets
Weaknesses
Opportunities
Threats
Customers
Performance Measures
Appendix 1 Fee Price Structure
Appendix 2 Annual Survey of area fishing piers
2002 Accomplishments and Updates
2003 Accomplishments and Updates
2004 Accomplishments and Updates
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Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
Executive Summary
2
Backaround
The City of Clearwater is a municipal corporation originally chartered by the State of
Florida in 1915. Pier 60 was established to provide a public service and better serve the
fishing community, take advantage of the city-owned waterfront property and fill the
need for a fishing facility in the area. In 1952, the city constructed a 450-foot long
fishing pier on Clearwater Beach at the end of State Road 60. In 1966, the fishing pier
was extended 630 feet. Total length of the current fishing pier is 1,080 feet.
The fishing pier is constructed on submerged land owned by the State of Florida. In
1985, the city submitted the application to grandfather the pier with the state until
January 1998. With the reconstruction of the pier, the city lost the grand-fathering and
had to start paying a submerged land lease fee to the state. The city commission
approved lease #520010893 with the Board of Trustees of the Internal Improvement
Trust Fund of the State of Florida of Sovereign Submerged Lands beneath Pier 60 on
May 16, 1996. The lease has a five-year term and covers 14,450 square feet. The
initial year annual lease payment was $2,164.61 with increases annually based on the
Consumer Price Index (CPI) average for 5 years. The lease was renewed for an
additional five years on April 1 ,2001, and the current lease fee is $3,514.24.
The pier was operated under various lease agreements until January 1983. The
last lessee was Clearwater Fishing and Recreational Pier, Inc., owned by Mr. Harry
Armston. Mr. Armston canceled the lease because of the extensive costs needed to
repair the pier.
In January 1983, the city assumed the operation of the pier on a 12 month test as a
enterprise fund operation. The pier was placed under the operational control of the
Marine Department and it was open 16 hours a day. In September 1985, the pier
started 24-hour operations. The pier is open 364 days a year; it is only closed on
Christmas day.
In January 1986, the city received a $20,000 Grant from the State of Florida
Department of Natural Resources, Division of Marine Resources to construct an artificial
fishing reef off the end of the pier.
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Marine & Aviation Department 3
Annex A Pier 60 Business Plan drafted August 2001
In July 1992, emergency structural repairs were made to the pier and in June 1993
the pier was closed for demolition and rebuilding. In April 1994 the pier was reopened
for business. The construction cost of $2,200,741 was financed by "Penny for Pinellas"
infrastructure tax.
In 1995, the city entered into a five-year license agreement with the National
Oceanic and Atmospheric Administration (NOAA) for the placement of a weather data
collection station on the new fishing pier. This station transmits data directly to
NOAA and provides weather information for local interests. As part of the license
agreement and at their cost, NOAA installed an LED bulletin board with up to the minute
weather information for visitors and fishermen.
City Commission Policy statement No. BG-11 requires all Proprietary (Enterprise)
Fund Operations to be self-supporting, and pay administrative and other service
charges to the General Fund Operations for support at a level determined by the City
Commission. In 1997, Pier 60 was returned to a General Fund Operation.
Pier 60 is currently a general fund activity for the City of Clearwater, administered
by the Marine and Aviation Department.
For the purposes of this Business Plan, Pier 60 will be referred to as the pier of
fishing pier.
The pier is one of the best equipped and most attractive fishing piers in Florida.
The pier was rebuilt in the "Tropical Seascape Theme" in April of 1994 at a cost of
$2,200,741. The most important features of the pier are the attractive bait house, six
covered pavilions, free section with telescopes and a knowledgeable, experienced staff.
The pier staff strives to insure that both the fishing community and visitors make the pier
a pleasant place to visit while on Clearwater Beach.
The pier offers the following services for the fishing public and visitors convenience:
· Full service air conditioned bait house
· Concessionary items such as snacks and beverages
· Rest rooms
· Tide and weather information
· Open 24-hours a day
· Reasonable rates
Our strategies for meeting the growth demands at the pier is to provide excellent
customer service, insure that revenues pay for expenditures and to increase the
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Marine & Aviation Department 4
Annex A Pier 60 Business Plan drafted August 2001
versatility by providing a variety of fishing events, and working in conjunction with the
Sunsets on the Beach events.
Activities
The following activities have taken place on the fishing pier since it reopened:
.
The New Pier 60 Grand Reopening
Kids Day Fishing Tounament
Fun & Sun Fishing Tournament
Pier 60 Annual Fishing Tournament
City of Clearwater Parks & Recreation Fishing Tournament.
A to Be School summer fishing program
Sertoma Club Fishing Tournament
Visit from Ice Hockey Team
Visit from delegation from City of Nagano, Japan.
Various religious groups
Pier used to film several commercial television ads.
Several weddings have taken place on the pier
City Channel 15 used pier for television filming
Pier used by sailing organization for viewing of vessels.
Sunsets at Pier 60
Make a Wish Foundation Fishing Tournament
Staffina
The Division is under the Marine and Aviation Department. The Recreation Pier
Supervisor is responsible for managing and directing the daily operations of the pier and
reports to the Assistant Director of the Marine and Aviation Department. The Assistant
Director keeps the Director of the Marine and Aviation Department apprised of all
operational responsibilities of the division.
The pier is currently open 24 hours a day, with one Recreational Pier Supervisor
and an equivalent of four full-time employees. This actually comprises 3 full-time
employees and two part-time employees. There are three shifts:
· 6:00 a.m. to 2: 00 p.m
· 2:00 p.m. to 10:00 p.m.
· 10:00 p.m. to 6:00 a.m.
The part-time staff assists on Friday evenings and on Saturday and Sunday.
Pricina and Profitabilitv
. Pricing for the fees, goods, service and rental of equipment at the pier are
administratively controlled by the Director of the Marine & Aviation Department.
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Marine & Aviation DeDartment 5
Annex A Pier 60 Business Plan drafted August 2001
Notifications of changes will be made to the City Manager. The current pricing structure
is competitive with other piers within Pinellas County. The pricing structure is reviewed
annually. Appendix 1 is a list of the current price structure.
Issues
· The pier is limited to a specific customer base, people who enjoy fishing or
watching sunsets. This limits the amount of versatility the pier has to expand its
operation and revenue base.
· There has been an inaccurate method of tracking revenues and expenditures on
the pier for the past two years. This lack of tracking has not made it possible to
conduct any type of financial analysis, thus putting the pier at a disadvantage for
business growth.
· There has been a lack of technology in software programs that would assist in
tracking inventories, turnover rate of inventory, and high demand items. This
lack of analysis has limited the expansion of sale items in the bait house, thus
limiting revenues to mainly tackle and concessionary items.
Conclusion
The strength of the Pier 60 team stems from the collective 75 years experience in
fishing. Although the pier is limited to one main recreational activity, there is the
potential for revenue growth on the pier through increasing products in the bait house,
fine tuning the revenue sources, and eliminating unnecessary operational expenses.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Service Description
The pier is a multipurpose facility that is open 24-hours a day, seven days a
week. It is staffed by employees that are skilled in providing excellent fishing advice
and expertise. Our employees take pride in meeting the requests of our citizens and
customers.
Current Pier 60 customer services includes:
· Trained staff to meet customer needs
· Up to the minute weather and tide information
· Covered pavilions
· AudioNideo Security system
· Night time attraction lights
· Artificial reef at the end of the pier, drawing fish
· Reasonable user fees
· Equipment rentals
· Daily, weekly, monthly, and yearly fishing passes
· Full service bait and tackle shop
· Fishing rod repairs
· Fishing tournaments
· Sightseeing - telescopes for dolphin watching
· Easily accessible from public transportation
· Rest rooms
· Snacks and beverages
· Open 24-hours a day
The pier is recognized throughout the fishing community as a family oriented
facility, that is professionally managed and very responsive to the needs of customers,
citizens and visitors. All the needs of the fishing public are met at the pier.
Pay back
The pay back to the city is high in customer satisfaction and the fact that the facility
provides a valuable service to the community. Additional pay back is the ability of the
pier to work in conjunction with the Sunset at the Pier events.
Benefits
The pier provides a useful benefit to the fishing community. This facility provides a
safe and enjoyable location to fish and it can be enjoyed by the non-fishing public as a
dolphin and beach viewing location. These combined capabilities provide a great
atmosphere for customers. The pier facility also meets all the requirements of the
Americans with Disabilities Act (ADA) and provides a valuable service to this
community.
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Marine & Aviation Department 7
Annex A Pier 60 Business Plan drafted August 2001
Several fishing tournaments are held throughout the year that allow people with
disabilities to fish. A successful example is the Make A Wish Foundation Fishing
Tournament. This tournament has grown from approximately 100 participants to over
1,000 participants and volunteers in five years. This tournament is held annually in
October.
The Sunsets at Pier 60 Festival successfully utilized the pier for fireworks. This use
of the pier made this event even more exciting and entertaining.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Objectives
8
Obiective #1 Maintain Pier 60 as a revenue producing operation that exceeds the
expenditures and maintains a competitive edge with other fishing piers in the
area.
Pier 60 is a recreational facility that is self-sustaining. The revenues exceed the
expenditures as long as it operates as a general fund for the City of Clearwater. By
remaining a general fund, all of the inter-fund transfer charges from Administration,
Parks & Recreation and the Marina are eliminated. Revenues are generated from:
general admissions, fishing admissions, rod rental, general concessionary items, and
the sales from bait and tackle.
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Strateqies
· Conduct an analysis of the revenue sources to determine the most beneficial
source.
· Compare the expenditures with the revenues for cost effectiveness.
· Explore and expand product selection to increase revenues.
· Conduct an annual survey of other fishing piers.
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Marine & Aviation Department 9
Annex A Pier 60 Business Plan drafted August 2001
Obiective #2 Increase pier revenue base 2.5% each year from $374,259 in the
first year to $403,036 in the last year of the three year plan.
The Pier generates enough revenue to cover the operational costs. If an improved
tracking method were used, (i.e. Point of Sale) there would be a better control measure
over the amount of mark up and turnover rate of merchandise. The pier has the ability to
increase revenues by rearranging the floor and facility layout. The below strategies
outline possible increases in revenue.
StrateQies
· Conduct a survey of other fishing piers on fees and inventory items to ensure
Pier 60 pricing is competitive with area fishing piers.
· Adjust mark up of pier merchandise - merchandise sold at the pier will have a
mark up of at least 33%. A monthly inventory of all merchandise will be made by
the Pier 60 Supervisor to insure that percentages are correct and to record
shrinkage.
· Maintain high turnover merchandise - the pier will continue to sell items that
have a high turn over. Items left on the shelf for two months, will be returned for
credit. Merchandise stocked at the pier will be items that customers request and
are high turnover items.
· Adjust the floor plan of the retail operation to maximize product displays and
increase customer usage of facility.
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II ~~
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Marine & Aviation Department 10
Annex A Pier 60 Business Plan drafted August 2001
Obiective #3 The Marine & Aviation Department will continue to manage the pier
operations and provide minor maintenance services by the Marine Services
Section.
The staff at the pier does not have the experience or personnel to manage all of the
operational and business aspects at the pier. The Marina offers administrative support
that covers human resource issues related to personnel at the pier and also provides
financial, management and budgetary support of the pier operations.
Strategies
· Administrative support from the marina office - The marina office will continue to
provide administrative support to the pier even though it is under the general
fund. The administrative support of the pier will include supervision by the
Director and Assistant Director.
· Maintenance support from marine services section - The marine service section
will continue to respond to the maintenance needs of the pier. Due to their
marine maintenance expertise, they are best suited to meet the maintenance
demands of the pier.
· Provide budgeted funds to insure that the pier is maintained and improved.
· Continue the CIP with $20,000 in the remaining years of the plan. These funds
will help to insure that the pier has revenue for maintenance and repairs.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
11
Obiective #4 Provide annual customer service, and safety training for pier
employees to insure the highest level of standards of safety and customer
service. In addition provide professional growth courses that will aid in the
operation of Pier 60.
The Pier is one of the city's most visible tourist areas. Millions of visitors visit the
Pier to fish or view the beach or water activities on Clearwater Beach. Thus, it is
important to ensure the staff provides the best customer service to ensure return visits
to the city and the pier. Due to the location of the pier and the potential for mishaps, it is
also important to provide relative safety training to the pier staff. Lastly, to ensure a
more efficiently operated business it is necessary that the staff attend professional
growth courses that will aid in the business operation of the pier.
Strateaies
· Each pier employee will receive customer service training on an annual basis.
Customer service will also be discussed at monthly supervisor meetings.
. Employees of the pier will receive safety courses that are relative to fishing pier
operations. Training will include:
o First aid and first aid refresher training
o Fire Extinguisher Training
o Bloodborn pathogen training
· Other professional growth courses will be scheduled as directed. These courses
may include:
o Computer based training
o Point of Sale training
o Leadership and management courses
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Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
Management
Pier 60 Team
The Pier 60 team is made up of the Department Director, Assistant Department
Director, Recreation Pier Supervisor and Marine Facility Operators. Pier 60 operations
are supported by the Marine & Aviation Department Office Staff, which includes a
Systems Analyst, Budget Manager, and Staff Assistant II positions. The chart
demonstrates the organizational structure for Pier 60 personnel.
Department
Director
William D. Morris
Assistant Director
Beverly A. Buysse
Recreational Pier
Supervisor
I I T 1
Marine Facility Marine Facility Marine Facility Marine Facility
Operator Operator Operator Operator
Alternate Supv. FfE FfE PT
I I I
.3 FTE equivalents Marine Facility Marine Facility Marine Facility
Operator Operator Operator
PT PT PT
4
Responsibilities
Department Director
· Supervise the overall operation of the pier.
· Approve new innovations, rate changes, and operational practices for the pier.
· Monitor Submerged Land Lease for the pier.
. · Identify areas for future growth with the pier.
· Plan for the future with regard to the pier complex.
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Marine & Aviation Department 13
Annex A Pier 60 Business Plan drafted August 2001
· Maintain the pier as a city-owned facility.
Assistant Department Director
. Assist with endorsements, suggestion and recommendations on the operation of
the pier to the Director
· Submit suggestions for new innovations for the pier.
· Assist with the identification of areas for future growth with the pier.
· Monitor the operation of the pier.
· Assist with personnel issues for pier employees.
· Set and implement policy standards for pier operations.
· Assist with the maintenance and safety of the pier.
. Assist with budget management and future projections for Pier 60 business
potential.
Recreation Pier Supervisor
· Safe and efficient operation of a public recreational fishing pier.
· Operation of concession facilities and collection of user fees.
. Submit suggestions and recommendations on the operation and maintenance of
the pier to the Director and Assistant Director.
. Submit suggestions for new innovations for the maintenance and operation for
the pier.
· Control and account for all pier inventories.
· Submit suggestions on inventory levels and profit margins.
· Submit suggestions on promoting the pier and revenue enhancements.
· Insure that weekly inspections of the pier are conducted and that repairs are
made as soon as possible.
· Assist with the identification of areas for future growth with the pier.
Marine Facility Operators
· The Marine Facility Operators for the pier collect user fees, sell fishing supplies,
assist customers, maintain rental rods & reels and provide information on fishing
rules and regulations.
· Assist customers with repairs to customers fishing equipment.
· Ensure the pier is a clean, safe and pleasant environment for the customers.
· Assist the Pier Supervisor with the daily operation of the pier, as directed.
· Submit suggestions for improvements in pier operations.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Marine & Aviation Office Support
· Assist with personnel issues and payroll.
· Assist with new technology i.e. training, technical support, setup.
· Provide logistical support when necessary.
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Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
Financial Statistics
15
Financial Goal
The financial goal of Pier 60 is to operate as a revenue producing activity that is
self-sustaining and exceeds the total expenditures and brings in a measurable profit. A
2.5% increase in revenues is expected for each of the years of this plan.
Financial Analvsis
In order to understand the revenue base of the pier, we need to analyze the various
sources of revenue and the expenditures for the pier. Analysis of the revenue sources
will provide a baseline to determine the most/least beneficial sources of revenue. This
analysis will also provide information on high turnover items. Listed below are the
revenue sources and expenditures.
Revenue
Fishing Admissions
Rod Rental
General Admissions
Concession Sales
Bait Sales
Tackle Sales
Cigarette Sales
Vending Machine
Fishing Passes
Telescopes
Other General Revenue
Expenditures
Personal Service
Other Operating Expenses
Internal Service
Capital
Debt Service
Another area to analyze is the hours of operation. This analysis would require
review of the various shifts comparing revenue to personnel expenses. This analysis
will determine whether or not it is equitable to keep the pier open 24-hours a day. This
data will provide a baseline in which to determine the direction of Pier 60 operations.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Financial Proiections
The projections are based on the pier being operated as a General Fund operation,
under the management of the Marine & Aviation Department. It is based on past
experience in the operation of the pier.
16
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Revenue 99/00 00/01 01/02 02103 03/04 04/05
Source Actual Actual Budget Preliminary Preliminary Preliminary
Fishing $87,987 $86,135 $82,500 $86,670 $88,840 $91,060
Admissions
Rod Rental $27,424 $29,318 $23,100 $24,270 $24,880 $25,500
General $76,317 $82,760 $79.350 $83,360 $85,440 $87,580
Admission
Concessions $45,140 $58,834 $41,800 $43,920 $45,020 $46,150
Bait Sales $35,726 $44,323 $34,100 $35,820 $36,720 $37,640
Tackle Sales $43,048 $44,281 $38,500 $40,450 $41 ,460 $42,500
Cigarette $3,054 $389 $2,500 $2,620 $2,690 $2,760
Sales
Vending $20,529 $8,432 $17,550 $18,440 $18,900 $19,370
Machines
Fishing $8,055 $1 ,822 $6,000 $6,000 $6,000 $6,000
Passes
$347,280 $356,294 $325,400 $341 ,550 $349,950 $358,560
.2010
.9c/~010
. 120/0
. 80/0
. Fishing Admissions
. Rod Rentals
[]General Admissions
[] Concessions
. Bait Sales
.Tackle Sales
. Cigarettes
[]Vending Machines
. Fishing Passes
. 1 DOlo
o 130/0
022010
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Expenses
17
Expense 99/00 00/01
Personal Services 178,982 172,480
Other Operating 122,563 112,590
Internal 3,445 5,620
Capital
Non-Operating 20,000 20,000
Total 324,990 310,950
. Personal Services
. Other Operating
o I nte mal
o Capital
. Non-operating
. 380/0
Revenue less Expense 99/00
47,639
00/01
57,319
Expenses % of Revenue 93%
84%
Marine & Aviation Department 18
Annex A Pier 60 Business Plan drafted August 2001
e Pier 60 Operations
Balance Sheet
FY99/2000 FYOO/01 FY01/02 FY02/03
ASSETS
Cash Fund 500 500 500 500
Inventory 13,000 13,000 13,000 13,000
Total Current Assets 13,500 13,500 13,500 13,500
Property
Plant/Equipment 2,145,741 2,145,741 2,145,741 2,145,741
Total Assets 2,159,241 2,159,241 2,159,241 2,159,241
Liabilities
. Current Liabilities 165,000 165,000 165,000 165,000
Short term debt 0 0 0 0
Accounts Payable 0 0 0 0
Accrued Liability 0 0 0 0
Long term debt 0 0 0 0
Total Liabilities 165,000 165,000 165,000 165,000
Total Fund Equity 1 ,994,241 1,994,241 1,994,241 1,994,241
*Depreciation of approximately $55,000 per year is not included in this balance sheet.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Comparison of Personnel Expense to Revenues
$50,000
$48,000
$46,000
$44,000
$42,000
$40,000
$38,000
$36,000
$34,000
$32,000
$30,000
$28,000
$26,000
$24,000
$22,000
$20,000
$18,000
$16,000
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
Pier 60 Monthly Sales
I $48,015
! I "'.'"
"'.=
i $4<1,391 ....060 $44,510
$43.627 -
$41.632 - 1.227_ -
..,.m .955
-
$38,134
536,573 -
$31.005 - - -
"".
$30,122 .
- . "'.", - -
"'.'" "'.'" $27.788 521.788 $27.788 7.788 $27.788 .'" "'.'"
S2..8&l~ ' I $26si6.168 ....,.. $26,168 $26,168 $26,168 .'" .'" .'" ....'" .'" .'" $26,168 . "'."
$25,413-
."" "'."" "'."" 4.850rS24.8S0: .i", :
I ",.
522,451 !
C-
I I
I i f--
$18. $17.61
-
I
-
-
.'.
Apr-99 May-99 Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dee-99 Jan-OO Feb-OO Mar-OO Apr-OO May-OO Jun-OO Jul-OO Aug-OO Sep-OO Oct-OO Nov-OO Dee-OO Jan-01 Feb-01 Mar-G1 Apr-G1 May-G1 Jun-G1
. Revenue
. Expenses
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
This chart demonstrates a cyclical pattern where the expenses during the winter months: November through February are
higher than the revenues generated at the pier. By comparing the personnel expense against the revenues, for the various
shifts, we are able to determine where we could potentially cut operating costs.
Pier 60 Shift 10 - 6
Revenue vs Personnel Expenses
$13,000
$12,000
$11 ,000
$10,000
$9,000
$8,000
I
$12,041
I
$11,755
I
'----$,10,557
I
$11,248
$8,870 $8,651
I
I
i
$10,009
$10,030
-$9,508
$8,991
I i
! I
$7,000 "$6,545 $6,61 I I $6,758 $8,810 - f-
$6,000 .- .1 $5359! $5,463 J--- $' --. f- M
I' $5,107 I I _ 1'$5,180$5,l80$5,180$5,18f$5~8f$5~80$5,l80$5,18($5,18v
$5,000 $4'463"$4,463'$4,463'$4,463'$4,4s3,:,~'$4'6981.$4.'69tJH8.$4'698.$4'6981.$4I'698.$4'698.$4,698.$4,698.$4,698.$4.698.$4,698.$4,698 . f -.
I 1$4,170
~~ ~ $3,~ ~
$3,301
$3,000 $21611'$21388
$2,000
$1 ,000
$0
~it.!
U
( (
.~ ;::\ e!.
Q' ~qf ,::f ':,,, 'C
~ 'S 0~ (
~ Q~ 0
00
'C ~
f$' ~ ~v
,:..fl u0 ':,qf ~
~o <:)0 <<
,( <
~ i..~ #. ~e! ; ~
#- ~~ ~ ':,v ':," ~, , ~ ~ ~.:>v
~ ~ ~0 0' ,:..fl u0 ':,1f ~
r_0~ .;:.0 {")0 <<
I- Revenue - Personnel Expenses I
,( ~"
:<' .~ ;::\ e!
~(j Q' _ ~1f ,:)(:'
~1f ~ ~. 'S
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
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21
$17,000
$16,000
$15,000
$14,000
$13,000
$12,000
$11,000
$10,000
$9,000
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
$0
Pier 60 Shift 6 - 2
Revenue vs Personnel Expenses
I 15,990
~.088 I
14 ,179
"""r>
>13 ,299
-
- $11,817 "''7n~
"'."'"
- r-- -
10.228 10.023 ~.122
&9,747
- r-- - 09,464
&9,748 ~.124
- r-- - - -
i ! I ~.294 $8,373 I I
I I
I I
; - I - I - - i r-- - - -
I ! ,
!
! - ~,300 - - - I--- - - r--
~990 ~,089
i -, - - r-- - - r-- - - r-- -
i 18~ ,18~ 18~ $5, 18~
I ;<l6li
;<l6l 69li ~ li.9.l li.9.l Illl! 11l1l! fli.9.l li.9.l li.9.l Illl$ Illa! 11l_
"0< ,"0< "0< 1"0< I
~~~~k~'~'~'~'~~~~~~~~~~~~~~~~~
;~ ",,\' ~ .....\' ,.~ ,." ,." 0.... ,." ;!;::' ;~ -\' 0 -\' ~ t.: t.: ~' t.: ~ ,,1' ~
~~#~~G~~G~~~~~#~~##~#~~'~
'b..V ..0" o~ .0 ,.riP..t"-~ :i)'- ~ .;s 0" ~ 0 0" 5::' ;.9" ~tt;
" . fit' 0'" 0" .>V <<'U ~ ~ 0 o~ rlP )tt; <<0
~ ~ ~ & ~ ~
I . Rewnue . Personnel Expenses
,~
18.
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Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
Pier 60 Shift 2 - 10
Revenue vs Personnel Expenses
$26,000
$25,000 i
I ''',G.
$24,000
$23,000 22,774
$22,000 ~.~o
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.
.
.
Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
23
Capital Improvement Plan
Capital Improvement Plan: The plan provides for continuous repair and replacement
of electrical services, water service, fire protection equipment and structural
components of the pier. It also provides for exterior maintenance of the pier including
painting or siding.
FY02
15,000
FY04
15,000
FY05
15,000
FY05
15,000
Total
75,000
FY03
15,000
FY02 will cover the cost of painting the exterior of the building. It will also include the
cost of a computer system that will operate point of sale software.
FY03 will include renovating the merchandise display floor.
.
.
.
Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
24
Summary and Conclusions
The pier has the ability to be an asset to the City of Clearwater and the fishing
community. Under the general fund, the pier should generate sufficient revenue to keep
it operating in the black. Based on the information found in the shift analysis, the pier
lost $6,691 in FYOO during the 10:00 p.m. to 6:00 a.m. shift during the months of
November, December, January, and February. In FY01 the pier lost $10,216 during
these same months while other shifts were able to generate a profit through the
revenues brought in.
The sources of revenues generated for the past two years at the pier have not been
accurately tracked and recorded. For the first year of this plan, it will be vital to ensure
the revenue sources are accurately recorded to form a measurable baseline that will
provide information for potential growth variables at the pier.
The Pier 60 operations need to updated the sales tracking system from a typical
cash register system to a Point of Sale software program that will enable more efficient
tracking of inventory, profit, and revenue sources.
Recommendations
1. Close the pier between the hours of 10:00 p.m. and 6:00 a.m. during the months
from November though February.
2. Install a computer that can operate a point of sale software program.
3. Provide basic computer training to the Pier 60 staff.
4. Track the revenue sources.
5. Track the number of tournaments and participants.
6. Expand inventory to generate more revenues.
7. Move gate to behind entrance to bait shop and install turnstile.
8. Increase FTE positions to compliment the workload.
e
.
.
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
25
Market Analysis
At present, there are ten fishing piers located within Pinellas County. The City of
Clearwater has four of the ten fishing piers.
Fishing Piers:
City of St. Petersburg Municipal Pier
St. Petersburg, FL 33701
City of Clearwater Municipal Marina Pier
25 Causeway Blvd.
Clearwater, FL 34630
City of Clearwater Municipal Pier (2)
Sand Key Park
Clearwater, FL 34630
City of Clearwater Big Pier 60
1 Causeway Blvd.
Clearwater, FL 34630
North Skyway Fishing Pier
10501 Sunshine Skyway Bridge
St. Petersburg, FL
Redington Long Pier
17490 Gulf Blvd.
Redington Shores, FL
Gulf Pier
Fort Desoto Park
St. Petersburg, FL
Bay Pier
Fort Desoto Park
St. Petersburg, FL
Gulfport Municipal Pier
Gulfport, FL
26
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
. Market Definition
The key points in defining the market segment for fishing pier operations is to
provide a facility that meets the concerns of the fishing community and visitors. Local
fishermen are looking for a clean, safe and well maintained facility. The fishing facility
should be staffed by trained professionals with extensive knowledge of fishing in the
area.
The pier's ability to operate and provide a service to the fishing community is a
positive asset for the City of Clearwater. The stability of the fishing pier market segment
is steady and based on past years trends, which should continue over the next three
years. The pier is strategically located in an area that makes it readily available to
visitors and tourists visiting the area.
.
Strengths
· Ideal location on Clearwater Beach in Hotel/Motel area lending itself to visitors.
· Fairly new facility which is fully air conditioned.
· Open 24 hours a day, seven days a week.
· Easy access from major traffic arteries.
· Easy access from public transportation.
· Parking available.
· Access to public beaches, and other commercial attractions.
· Concessionary items available
· Covered pavilions with benches.
· Pier meets American Disabilities Act
· Fish attraction lights for night fishing.
· Artificial reef at end of pier drawing numerous fish.
· Rental Equipment available.
· Competitive tackle and fishing fee rates.
· Live bait tank, with variety of bait.
Most powerful assets
· Location
· Facility
· Hours of Operation
· Reasonable Cost
Weaknesses
.
· Parking is limited during certain times of the year. Currently there are no
dedicated parking spaces for fishermen using the pier. They must park in the
Pier 60 lot and pay for parking at the fishing pier.
.
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
· Limited activities. There is little more than fishing available on a fishing pier.
Therefore, it is necessary to expand on every aspect of recreational fishing
activities available.
27
Opportunities
· The Pier is in an excellent location for visitors to Clearwater Beach. It avails itself
to those who wish to enjoy the sun and surf and those who want to do a little
more than sit in the sun.
· It is located within walking distance from most of the area hotels and offers rental
equipment for those visiting the area, where it would be impractical to bring
personal rods and tackle.
· Increase inventories, such as custom shirts and hats along with more tackle.
· Provide a quick source of equipment for the commercial fishing vessels with an
increased inventory of tackle, rods, and reels.
· Expand the live bait choices to include shrimp, pinfish, and greenbacks.
.
· Expand on special events and tournaments, such as lady's night, men's night,
etc.
· Provide a special group rate for ten or more. The group rate could be 50% off
fishing fee and rod rental.
Threats
· The weather is the main threat to the Pier. Tropical storms and severe
thunderstorms put the pier in danger. Other threats are cold winters and various
tidal conditions such as the "red tide" that put the pier at risk of losing business.
Customers
.
The External Customers are the daily service focus. It is our object to meet and
exceed all reasonable needs of the external customer and to make possible expanded
and enhanced services through a more professional and cost effective operation.
Employees and Staff are the key to the success. It is the objective to select the best
personnel, provide the best training, communicate the goals and objectives, and build
them into a cohesive team capable of meeting the demands of the facility and new
challenges.
Citizens of the City of Clearwater are our owners and the body we answer to
ultimately. The City Commission serves as their trustees and as the Board of Directors.
.
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
It is our objective to provide a safe, professionally run municipal pier facility that our
citizens can be proud of.
Internal Customers are a vital element in the successful execution of our external
customers. Other city departments play an important role in assuring our daily and long
term success. It is our objective to effectively communicate our needs, build healthy
relationships, and demand excellence in all our services.
28
Communication is the link between customer groups. It is the key to understanding and
a successful execution of our business plan. Only when all customer groups
understand the differing view point and reasonable needs of others can a balance be
reached which meets the objectives of all involved. Quality is a fundamental
commitment of the pier and to provide it in all our services to customer groups.
A customer complaint log will be maintained. The object of this log is to determine
similar complaints and attempt to correct the situation or improve operations.
. Customer List
Currently, there is no customer list. In the future, a list of customers taking part in
special events and fishing tournaments will be maintained. Names of groups of ten or
more will also be maintained to determine the viability of a group rates and the
scheduling of tournaments.
.
.
Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
29
Performance Measures
The City of Clearwater has established five Strategic Priorities for 2002:
· Public Safety
· Economic Development
· Human Resource Issues
· Quality of Life
· Infrastructure Maintenance and Improvements
.
The Performance Measures specific to Pier 60 operations fall under economic
development, quality of life, and infrastructure maintenance and improvements.
Economic Development
In order to expand the pier operations a baseline needs to be established to determine
revenue sources and amounts. Through the newly implemented Point of Sale software
system, the pier will be able to track revenue sources more accurately. Measures will
be determined for:
· General admissions by shift, day, month
· Fishing rod rentals by shift, day, month
· Fishing admissions by shift, day, month
· Merchandise turnover rate by type and frequency
· Accuracy ratio on collection vouchers
.
Quality of Life
The pier provides services to the community to enhance quality of life in the form of
fishing tournaments for various segments of our population. A measure can be made
on the number and type of events held at the pier. Measures will:
· Track the number of fishing tournaments
· Track the number of participants in the various tournaments
· Track special segments of the population affected.
· Track other special events on the pier (Le. fire works, weddings, etc.)
· Summarize impact of special events.
30
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
. Infrastructure Maintenance Improvements
~ CIP for painting or siding of building
~ Structural repairs for air conditioning unit and damages to ceiling
~ Electrical reconfiguration of lighting for fish cleaning station
~ Reconfiguration of retail area
~ Improved security system
~ Signage
>- Increase inventory and merchandise selection
~ Install turnstile with coin operated and counter system
.
.
Marine & Aviation Department 31
Annex A Pier 60 Business Plan drafted August 2001
. Appendix 1 : Price Structure at Pier 60
General Admission: $0.50
Fishing Fees:
Adults: $5.35
Seniors & Clearwater Residents: $4.45
Children 11-16: $3.75
Students with ID: $2.50
Weekly Passes:
Adults: $20.00
Seniors & Clearwater Residents: $18.00
Students with I D $10.00
Monthly Passes:
Adults: $40.00
Seniors & Clearwater Residents $34.00
Students with I D $20.00
. Yearly Passes:
Adults: $180.00
Seniors & Clearwater Residents $144.00
Students with I D $90.00
.
32
Marine & Aviation Deoartment
Annex A Pier 60 Business Plan drafted August 2001
. Appendix 2 Annual Survey
Survey of other Fishing Piers in the County.
Fees:
Admissions:
Fishing Fees:
Adult:
Child:
Senior:
Rod Rental:
Bait:
Tackle offered:
Types of Merchandise:
.
.
e
Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
33
2002 Accomplishments
.
Obiective #1 Maintain Pier 60 as a revenue producing operation that exceeds the
expenditures and maintains a competitive edge with other fishing piers in the
area.
Strategies:
1. Conduct analysis of revenue sources
a. Fishing Admissions
b. Rod Rentals
c. General Admissions
d. Concession Sales
e. Bait Sales
f. Tackle Sales
g. Cigarette Sales
h. Vending Machines
i. Fishing Passes
j. Telescopes
2.
3.
4.
5.
Compare expenditures with revenues for cost effectiveness.
Conduct an annual survey of other fishing piers.
Prepare Annual Report demonstrating the above findings.
Get bids for painting/siding and building a catwalk around the exterior of
the baithouse.
Objective #2 Increase pier revenue base 2.5% each year.
Strategies:
1. Adjust mark up of pier merchandise.
2. Maintain high turnover merchandise
a. Track turnover rate of inventory
b. Explore merchandising options.
. c. Expand inventory.
e
Marine & Aviation Department
Annex A Pier 60 Business Plan drafted August 2001
34
2003 Accomplishments
Obiective #1 Maintain Pier 60 as a revenue producing operation that exceeds the
expenditures and maintains a competitive edge with other fishing piers in the
area.
Strategies:
1. Conduct analysis of revenue sources
a. Fishing Admissions
b. Rod Rentals
c. General Admissions
d. Concession Sales
.
e. Bait Sales
f. Tackle Sales
g. Cigarette Sales
h. Vending Machines
i. Fishing Passes
j. Telescopes
2. Compare expenditures with revenues for cost effectiveness.
3. Conduct an annual survey of other fishing piers.
4. Prepare Annual Report demonstrating the above findings.
5. Complete renovations to exterior of baithouse.
Objective #2 Increase pier revenue base 2.5% each year.
Strategies:
1.
2.
Adjust mark up of pier merchandise.
Maintain high turnover merchandise
a. Track turnover rate of inventory
b. Explore merchandising options.
c. Expand inventory.
.
e
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
35
2004 Accomplishments
Obiective #1 Maintain Pier 60 as a revenue producing operation that exceeds the
expenditures and maintains a competitive edge with other fishing piers in the
area.
Strategies:
1. Conduct analysis of revenue sources
a. Fishing Admissions
b. Rod Rentals
c. General Admissions
d. Concession Sales
e. Bait Sales
f. Tackle Sales
g. Cigarette Sales
h. Vending Machines
. i. Fishing Passes
j. Telescopes
2. Compare expenditures with revenues for cost effectiveness.
3. Conduct an annual survey of other fishing piers.
4. Prepare Annual Report demonstrating the above findings.
Objective #2 Increase pier revenue base 2.5% each year.
Strategies:
1.
2.
Adjust mark up of pier merchandise.
Maintain high turnover merchandise
a. Track turnover rate of inventory
b. Explore merchandising options.
c. Expand inventory.
.
e
Marine & Aviation DeDartment
Annex A Pier 60 Business Plan drafted August 2001
36
2005 Accomplishments
Obiective #1 Maintain Pier 60 as a revenue producing operation that exceeds the
expenditures and maintains a competitive edge with other fishing piers in the
area.
Strategies:
1. Conduct analysis of revenue sources
a. Fishing Admissions
b. Rod Rentals
c. General Admissions
d. Concession Sales
e. Bait Sales
f. Tackle Sales
g. Cigarette Sales
h. Fishing Passes
. i. Telescopes
j. Parking Passes
Compare expenditures with revenues for cost effectiveness.
Conduct an annual survey of other fishing piers.
Prepare Annual Report demonstrating the above findings.
Obiective #2 Increase pier revenue base 2.5% each year.
Strategies:
1.
2.
Adjust mark up of pier merchandise.
Maintain high turnover merchandise
a. Track turnover rate of inventory
b. Explore merchandising options
c. Expand inventory
.
e
.
.
Marine & Aviation DeDartment
Annex B Beach Patrol Strategic Plan drafted May 2001
1
Table of Contents
Executive Summary
Staffing
Issues
Objectives
Mission Statement
Conclusion
Present Situation
Area Description
Objectives and Strategies
Objective 1
Objective 2
Objective 3
Objective 4
Objective 5
Return on Investment
Management
Responsibilities
Risk Analysis
Financial Projections
Projected 5- Year Program Statement
Capital Improvement Plan
Building and Facilities photographs
Conclusions and Recommendations
Appendix 1 Uniforms expenses
Appendix 2 Guard Tower equipment expenses
Appendix 3 AED justification
Appendix 4 Recommended Fee Structure for Lifeguards
Annual Updates
2002 Accomplishments
2003 Accomplishments
2004 Accomplishments
2005 Accomplishments
Performance Measures
Lifeguard Activity Report
2
3
3
6
6
6
7
9
11
11
13
15
18
19
20
21
22
24
26
27
29
30
31
32
33
34
35
36
36
38
40
41
42
43
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
2
e
Executive Summary
.
Background
.
The Beach Patrol is currently a division of the Marine and Aviation Department for
the City of Clearwater and is managed by this department. The Beach Guard Division's
expenses are funded through the city's Parking System Operation's Fund. For the
purpose of this plan Beach Guards, Lifeguards, and guards are the same.
Lifeguards have been protecting Clearwater Beach for many years on a seasonal
basis. In 1975, the city established a year-round Beach Safety program. Public safety
is the primary responsibility for the Clearwater Beach lifeguard. However, the guards
are tasked with numerous other responsibilities that often interfere with their primary
responsibility. The guards are tasked with code enforcement, monitoring special
events, and are the first point of contact for anything that is wrong on the beach; such
as facility and equipment maintenance issues, cleaning issues.
The guards are front line ambassadors for the city. They are the city's most seen
representatives, providing information on city and area attractions to over 5 million
beach patrons each year. They provide safety supervision, minor medical assistance,
emergency aquatic rescues, and city code enforcement for an area covering
3
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
. approximately 1.3 miles of beachfront in Clearwater and another % mile at neighboring
Sand Key Park, on the Gulf of Mexico, 365 days a year. The Marine & Aviation
Department has a renewable Intergovernmental Agreement with Pinellas County to
provide Beach Guards at Sand Key Park. Pinellas County in turn funds the services
provided.
.
.
Staffina
The Division is under the Marine & Aviation Department. The Water Safety
Supervisor is responsible for managing and directing the operations of the division and
reports to the Assistant Director of the Marine & Aviation Department. The Assistant
Director keeps the Director of the Marine & Aviation Department apprised of all
operational responsibilities of the department.
During the summer (Memorial Day to Labor Day) the Division has 18 United States
Lifesaving Association (USLA) certified lifeguards. Currently, during the winter months
the division can be appropriately staffed with 9 trained persons.
The staffing requirements for summer months are:
Eight Towers staffed by lifeguards =
Backup, 1 for every two towers =
Sand Key, 1 lead man and 3 lifeguards =
Supervisor, 1 at Tower Zero 1 patrolling the beach =
Total:
Current staffing during the winter months are:
Four Towers staffed by lifeguards =
Backup, 1 for every two towers =
Sand Key, 1 leadman and 1 lifeguard =
Supervisor, 1 at Tower Zero =
Total:
Issues
8
4
4
2
18
4
2
2
1
9
1. Currently the City is not providing the number of personnel agreed upon in the
Intergovernmental Agreement with Pinellas County. The Agreement calls for:
a. One leadman beach guard to supervise daily operational activities.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
4
e
.
b. Seasonal beach guards:
i. Winter (December, January, February) minimum of one lifeguard. A
total of two.
ii. Spring (March, April, May) minimum of four lifeguards. A total of
five.
iii. Summer (June, July, August) minimum of seven lifeguards. A total
of eight.
iv. Fall (September, October, November) minimum of four lifeguards.
A total of five.
c. The City provides two lifeguards from Labor Day through Memorial Day
and three from Memorial Day to Labor Day. If there are enough lifeguards
in the Spring one additional is sent to Sand Key making it a total of three.
If there are enough lifeguards on staff during the July 4th weekend, four
are sent to Sand Key.
d. This lack of staffing at Sand Key Park raises the issue of liability for
incidents that may occur in that area. The staffing issue needs to be
addressed and resolved.
2. The Beach Guard Division currently has seven full-time lifeguard positions and
as many as thirty seasonal lifeguards filling 9.5 full-time equivalents. After a
recent visit to Clearwater Beach, Jim McCarthy, United States Lifesaving
Association, Certification Officer & Advisor, stated the beach is not adequately
monitored to provide safe supervision for the number of attendees on the beach.
It is recommended to add two additional towers for the winter months. The two
additional towers would require an addition of 3 lifeguards, bringing the total to
12.
3. The inappropriate staffing could cause the Division to lose the United States
Lifesaving Association (USLA) Certification or worse a serious incident or
mishap.
4. There is a nationwide recruiting and retention problem for marine lifeguards.
Clearwater is not an exception. During the winter months, the shortage of staff is
detrimental to the safety of the beach.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
. 5. The Beach guards are not recognized as a Public Safety Emergency Service.
This lack of appropriate classification leads to other issues that deteriorate the
operational effectiveness of the Division. (Le. staffing, support, equipment,
budget issues, union representation).
6. There are numerous codes to enforce on the beach and the guards are the first
ones to see the violations and are often the only ones to enforce the violations.
This secondary responsibility detracts from the primary responsibility of aquatic
safety. Another issue with guards providing code enforcement is the lack of
authority and training to complete that duty. The police response time is often
slow and ineffective.
5
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
6
.
Objectives
.
In order to improve the Beach Guard Division, a plan of action is necessary.
Before a plan can be put into motion, the mission statement must be formulated and
objectives need to be established with the vision of the program communicated to
those with the power to assist in reaching these objectives. The objectives are
designed to develop the Beach Guard Division into a recognized Public Safety Service
and provide the support necessary to be recognized as marine safety professionals.
Each objective will have strategies to lay the foundation and provide the framework
necessary to reach the end goal. Performance measures will be developed to indicate
the program's effectiveness. The objectives for the Beach Guard Division:
1. Change the image of the Beach Guard Division.
2. Provide adequate staffing to safely and efficiently supervise the beach.
3. Provide adequate equipment to safely supervise and effectively conduct
rescue operations.
4. Advertise and market the division.
5. Become the premier Beach Patrol Program in the state of Florida.
6. Provide a realistic budget to maintain operational effectiveness.
Mission Statement
The Beach Guard Division will provide the patrons of Clearwater Beach a more
enjoyable, safer, professionally supervised beach by adhering to professional training
standards, managing potential risks, enforcing city ordnances, and adequately staffing
the division.
.
Conclusion
The Beach Guard Division has an excellent track record for providing a safe aquatic
environment and protecting Clearwater's single largest natural attraction. The
expressions of satisfaction are numerous and the number of proactive responses
speaks for themselves. The intention of this Strategic Plan is to continue to provide a
professional, safe, proactive emergency marine service and to recognize the Division as
a Public Safety Service. This will be done through the objectives that have been
established and by resolving the issues presented.
.
.
.
Marine & Aviation Deoartment
Annex B Beach Patrol Strategic Plan drafted May 2001
7
Present Situation
The Beach Guard Division is an intangible service that takes proactive measures to
provide public safety to over 5 million guests with minimum support and equipment.
The role of the Beach Guard is to provide a safe, enjoyable environment for all
beachgoers to enjoy and to respond to aquatic emergencies. Currently nationwide,
beaches are suffering from a lack of trained and qualified lifeguards. Clearwater Beach
is no exception; here there is a definite recruiting and retention issue that is faced every
year during the months of January through May, when the beach is attended by millions
of seasonal patrons and spring-breakers. During this time additional staff is required,
but it is hard to recruit during this time frame. The pool of candidates for these jobs
must be physically fit and able to pass a stringent fitness test. The job also requires
emotional stability, self-discipline, poise, sound judgment, reliability, and a profound
sense of professionalism. These requirements limit the number of candidates available.
Another limiting factor is the salary that is paid for the responsibility and hazards that
are involved. A survey conducted in February 2001, found that Clearwater is one of the
lowest paying cities in the state for USLA certified lifeguards. The analysis was
conducted with similar beaches, taking into account: size of area covered, beach
attendance, number of lifeguards on duty, and the certification standards of the beach
lifeguard. The average starting salary of a beach lifeguard in the state of Florida is
$10.92, Clearwater Beach seasonal lifeguards start at $8.65 and after a probationary
period and successful completion of the First Responder Course and USLA certification,
they receive a raise to $8.81.
Some areas have chosen to do away with beach guards altogether. However,
the impact of doing this will affect other public safety services and leave the beach
unprotected. The Police will be called out more frequently to enforce minor infractions
of city ordnances and respond to missing children, the Emergency Medical Services will
be responding to numerous minor medical calls for marine-related injuries and aquatic
animal bites/stings. The overall safety and cleanliness of the beach will most likely
deteriorate due to a lack of constant monitoring.
In 2000, the Beach lifeguards successfully assisted over 260 parents in finding their
missing children, they provided minor medical assistance to more than 3,100 persons
.
.
.
Marine & Aviation Deoartment
Annex B Beach Patrol Strategic Plan drafted May 2001
8
and they made over 43,000 proactive measures to alleviate a more serious incident.
The guards have taken the measures necessary to keep the beach safe from drownings
for over 10 years. Other public safety services would be called upon to handle these
responses. Therefore, it would not be advisable to do away with the Beach Guard
Division.
The recruiting problem creates other intangible costs to the Division. The foremost
impact is lack of staff forces the Water Safety Supervisor to actively sit the tower and
conduct the supervisory role from the beach tower with no one in Tower Zero to provide
assistance or backup. His workload becomes backed up and he in not available to
conduct training, maintenance, recruiting and general managerial responsibilities.
Although these responsibilities do not have a tangible benefit, there is a cost for these
things not being done. The maintenance expenses becomes more apparent when
items are finally addressed, as it cost more to replace equipment, then it would to have
maintained or replaced it on a scheduled period.
There is a cost in recruiting and training new personnel every year. A study
conducted by the Saratoga Institute in California, stated that it costs one-third of the
annual salary to recruit and train new staff members. Since this is an on-going process
every year for at least two persons, the cost is approximately $11,500 per year. This
does not include the lost time of the Water Safety Supervisor that is now performing the
guard's job rather than his own responsibilities.
The Beach Guard Division not only conducts their realm of responsibility but is also
called upon to assist with enforcing City of Clearwater ordnances, backing up the police
on violations of these ordnances, monitoring special events, (i.e. beach volleyball
tournaments), and assisting with keeping the beach clean from glass and other
hazardous debris (i.e. used condoms). They also conduct equipment maintenance,
and provide public education lectures. The division has performed these services for
several years with little or minimal support and recognition.
There is a growing trend to put the Beach/Marine lifeguards under a Public Safety
Umbrella, such as the Fire Department. California has done this with all of the Beach
lifeguards. The east coast of Florida is also starting to do this. Delray Beach, City of
Palm Beach, Hollywood, St. Lucie, Sarasota, Martin County, Manatee, Volusia County,
Brevard County, and St. Augustine have made the transition.
.
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
9
Area Description
Clearwater Beach
Clearwater Beach extends from Clearwater Pass northward to Caladesi Island,
approximately four miles. The municipal beach is located on the southern half of
Clearwater Beach, between Clearwater Pass jetty and Avalon Avenue to the north. Pier
60 is .5 miles north of Clearwater Pass and extends west into the Gulf of Mexico,
approximately 300 yards. The pier is a visible focal point of the beach. The area south
of Pier 60 is referred to as the South Beach and the area north of the pier is called North
Beach. The area landward of the high tide mark, between the north boundary of the
Hilton Surfside Hotel north to the Rockaway Pier, is considered private. Rockaway Pier
is a concrete observation area that does not extend into the Gulf of Mexico. Several
vendors are licensed to do business on the beach renting umbrellas and cabanas on
both the South and North Beaches. Various watercrafts are also available for rent on
the North Beach. The areas of responsibility for the Clearwater Beach Lifeguard are all
waters along the municipal beach and all municipal areas of the beach. Beach guards
are expected to assist patrons on the private beach whenever possible.
Clearwater Pass Jetties
Jetties to the north and south border Clearwater Pass. These areas are
considered high risk to bathers. Tidal currents inside the pass are particularly strong.
Bathers can easily be swept out to sea from Clearwater Beach with a north to south
longshore current and an outgoing tide. Beach guards must be extra attentive to
currents, wind direction, and waves as they affect the jetties. The jetties are marked
with signs advising the dangerous conditions, however, bathers must be continuously
advised of the dangers existing in these areas.
The diagram on the following page displays the location of the markers for the
"Restricted Boating Area" and the approximate location of the lifeguard towers.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
e Sand Key Park
Sand Key is a Pinellas County Park. The County employs the park rangers and
maintenance personnel, however, the lifeguards are contracted out to the City of
Clearwater. It is our aim to work closely with the County Park personnel. The park
extends from the south jetty of Clearwater Pass southward, approximately % mile to the
Sheraton Sand Key property line. The jetty at Sand Key, the south end of Clearwater
Pass, protrudes seaward into the Gulf of Mexico approximately 300 yards. Sand Key
has no food concessionaires available and is generally less crowded than Clearwater
Beach, however Sand Key has its own nuances and problem areas.
11
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
121
e
Objectives and Strategies
Obiective #1
Change the image of the
Beach Guard Division.
.
The Beach Guard Division is viewed as a recreational service provided for by the
City of Clearwater. They are often called upon to conduct other services than that of
their primary responsibility. These services include monitoring Special Events on the
beach, enforcing city ordnances and minor violations of the law, cleaning the beach
from hazardous and unsightly debris. Although the lifeguards provide emergency
marine response including lifesaving rescues in hazardous surf conditions, and provide
safety supervision of Clearwater's largest natural resource, they are not recognized as a
Public Safety Service. In order to change the image of the Division the following
strategies will be initiated.
.
Strateqies
· Change the name from Beach Guards to Clearwater Beach Patrol.
· Work with Human Resources to conduct a job analysis and classification survey.
This will assist in reclassifying the position into a public safety classification.
· Move the marine lifeguard from the CW A union to the IAFF union.
· Move the Beach Patrol Division under one of the Public Safety Services such as
the Fire Department.
· Develop a program in order to receive the Advanced Certification from United
States Lifesaving Association certification.
· Initiate changes so the guards have the authority to enforce code violations and
issue tickets accordingly.
e
.
.
131
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
,
At
o Determine authority level for code enforcement
· Develop policy for guards to conduct code enforcement.
· Develop training program for code enforcement.
. Issuing of tickets for minor discrepancies.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
141
e
beach.
Obiective #2.
Provide adequate
staffing to safely
and efficiently
supervise the
The Beach guards provide safety supervision of a 2-mile area that is used for
recreational and aquatic activities to over 5 million beach patrons each year. As the
City of Clearwater plans for the future, an increase of tourists visiting the area and
. beach is anticipated. The plan to provide additional parking will also increase the beach
attendance and usage. With the development of Clearwater Beach and additional
parking, additional supervision and staffing will be required to maintain the superior
standard of safety on the beach. The following strategies will be initiated to obtain this
objective.
.
Strateqies
· Develop professional associations to discuss protocols, and best practices.
· Consult with a USLA certification officer for recommendations on lifeguard
standards.
· Analyze and measure the type responses conducted each month, quarter, year.
This analysis will determine the number of staff needed during the different
seasons of the year.
o The analysis will measure:
· Minor medical assistance
· Major medical assistance (EMS called)
· In water rescues
· Violation of Swim & Boat Line by swimmer
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
151
· Violation of Swim & Boat Line by boater
· Violation Pier
· Violation of Jetty
· Missing Person
· Beach Rules/Code Enforcement
· Major violation of Beach Rules/Code Enforcement (Police Called)
· Establish protocols for placement of lifeguard towers.
· Demonstrate the need for more or less lifeguards to the city manager and city
commission.
· Demonstrate the impact on other public safety services.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
161
. Objective 3
Provide highly trained personnel and adequate equipment to safely supervise and
effectively conduct rescue operations.
The guards provide emergency aquatic rescues and numerous minor medical
assists on a daily basis. To respond in a timely and efficient manner to these
emergencies, continuous training is necessary. Documentation of drills and exercises
will provide lessons learned and a systematic approach to improving standards and
policies. Special equipment is necessary to conduct quick and efficient rescues. This
equipment should be maintained and replaced on a regular schedule. New equipment
and technology should be researched for applicability for Clearwater's Beach Patrol
Program.
Strategies
Provide Highly Trained Personnel:
.
· Conduct fitness testing on all
new employees.
· Periodically test guards to
ensure employees maintain
minimum fitness level.
· Develop drills and exercises
to evaluate beach safety
program and make
improvements.
· Develop fitness-training
program to ensure guard's
level of readiness.
· Develop training program to train new recruits and ensure certifications are
updated or renewed.
o Lifeguard Academy
o Junior Lifeguard Program
It
171
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
e Provide adequate equipment to conduct rescues:
· Determine the appropriate type and quantity of equipment required.
o Rescue boards
o Utility Mules
o Personal Watercraft
. Maintain professional associations sharing best practices and new technology.
.
Personal
Watercraft
Used for
emergency
response and
enforcing the swim
zone line.
.
Utility mule used for
response to
emergencies and
delivery of guard
tower equipment.
.
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
181
....
Search and Rescue
(SAR) pack used for
immediate underwater
rescues. This kit
contains one small air
tank that can be worn
in a modified fanny
pack and a mask and
fins. The kit is carried
in a case that is about
the size of a brief case.
"""
..-}It.. .. ....\O~
.I' ....;..;.
~.
SAR Pack donned and ready for use.
The air tank holds approximately 15
minutes of air. This pack can be donned
and an immediate underwater search can
be executed in less than five minutes. Th
The SAR pack is used by St. John's
County Beach Rescue and has been
instrumental in the rescue and recovery
of several drowning victims.
.;.:1
Lifesled used behind the PWC
for quick water rescues. This
comes in handy for use with
multiple victim rescues, for
injured victims and for those
who can not pull them up on the
PWC.
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Marine & Aviation DeDartment
Annex B Beach Patrol Strategic Plan drafted May 2001
19
Objective 4.
Advertise and market the division.
Clearwater Beach lifeguards are first line representatives for the City of Clearwater.
In order to maintain a professional image, candidates selected as beach lifeguards need
to be responsible, reliable, and maintain a professional demeanor and appearance.
They also need to be recognized within their own profession as competent
professionals that can respond to the most demanding situations.
Strategies
· Design and update a creative web page on the City of Clearwater's website.
· Promote National Lifeguard Week.
· Develop a video on the program and participate in job fairs and provide job
listings to the area high schools, colleges, and health clubs.
· Provide public lectures to the local community.
· Develop a Junior Lifeguard program.
· Participate in USLA competitions to maintain professional standings with other
beach associations.
· Sponsor USLA competitions in Clearwater.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
e Objective 5.
Become the premier beach patrol program in the state of Florida.
The city's largest economic resource is protected and supervised by the Beach
lifeguards. It is time for this elite group of individuals to be recognized for the successful
and safe management of the beach. There has not been a drowning in over 10 years
and there has not been any serious litigation from the responses the Beach lifeguards
have provided. If all of the above objectives are met, Clearwater Beach will be
recognized as the program to emulate. Although the Division has developed their own
standards and made recommendations for improving the program, it will take time to
implement and fund these recommendations.
Strategies
· Develop and maintain professional associations.
· Develop and maintain a Lifeguard Academy and Junior Lifeguard program to
feed into the Beach Patrol program.
· Develop professional protocols and standards and best practices.
. · Publish an Annual Report.
· Develop job classifications for various positions and certifications.
· Work with Fire Department to cross train for marine emergencies and gain
recognition as a serious Public Safety Service.
· Determine alternative sources of funding available to assist with funding.
o Pinellas County Bed tax
o Grant money
o Corporate sponsorships
20
.
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e
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
21
Return on Investment
The services provided by the Beach lifeguards are intangible. However, when you
think of the protection, safety, and supervision the lifeguards provide, the service is
priceless. For the purposes of this report the tangible services are the response actions
taken by the lifeguards. The 56,737 response actions taken by the division divided by
the divisions total budget expense of $500,000.00, cost the citizens of Clearwater $8.81
per response. The expense of the division is just under $500,000.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
22
.
Management
.
The management of Clearwater Beach is fragmented. There are five recreational
venues that are used for special events. Parks and Recreation direct the usage of
these venues. The maintenance and cleaning of the beach is also managed by another
division of the Parks and Recreation Department. This too is fragmented, as Public
Services handles the physical structures that are cemented in and Building and
Maintenance handle the equipment such as handrails. The beach has lifeguards that
provide safety supervision of the water. However, the lifeguards are often the only
recognizable city representatives on the beach, therefore, they are the first point of
contact for all issues related to the beach. They are called upon to enforce city
ordnances, to clean up debris and hazards on the beach, to handle complaints for other
departments and they provide information on city and local attractions.
The Beach Patrol is a division of the Marine and Aviation Department and is
managed under this department. The funding for the Beach Patrol comes from Parking
Systems and Pinellas County. The services conducted by the Beach Patrol are Public
Safety.
Organization Chart
Department Director
William D. Morris
I
Assistant Director
Beverly A. Buysse
I
Beach Patrol Supervisor
Joe Lain
I
I I I I I I
Marine Marine Marine Marine Marine Marine
Lifeguard Lifeguard Lifeguard Lifeguard Lifeguard Lifeguard
Total Beach Patrol Employees..... 7 Full Time and 9.3 Full Time Equivalents
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
23
.
Responsibilities
Assistant Director
· Assist with endorsements, suggestions and recommendations for the operation
of the Beach Patrol Division.
· Conduct risk analysis for right number of employees.
· Implement performance measures and measure division's effectiveness.
· Assist with developing strategic plan for future of division.
· Assist with the identification of areas for improvement and implementation.
· Oversee the budget and financial statements for the division.
.
.
.
. .
.
.
.
.
.
.
.
.
.
Water Safety Supervisor
Managing the Beach Patrol Division.
Hiring of seasonal staff.
Ordering and maintenance of equipment.
Work schedules for marine lifeguards.
Fitness training of marine lifeguards.
Response & readiness training of marine lifeguards.
Conducts drills and exercises to ensure capabilities of lifeguards.
Supervise the daily activities of the beach lifeguards.
Monitors expenditures and assists in budget preparation.
Prepares and maintains reports on the beach patrol program.
Provides information and reports on performance measures.
Development of new initiatives.
Coordinate with other departments on complaints and issues facing program.
Senior Marine Lifeguard
· Patrols beach area through stationing in an observation tower and foot patrols.
· Takes proactive measures to prevent incidents from occurring.
· Provides emergency rescue to bathers in distress.
. · Renders first aid to minor medical emergencies.
· Provides information to the general public regarding beach rules and regulations.
· Enforces beach rules and regulations.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
e · Assists in maintaining general appearance and cleanliness of the beach area.
· Ensures adequacy and proper care and use of all assigned equipment.
· Maintains fitness level for response & rescue operations.
· Maintains certifications necessary for position.
24
Marine Lifeguard
· Entry training level position.
· Receives training for 1 st Responder.
· Receives training for USLA certification.
· Receives training for guard rotation and routine calls.
· Stands a probationary period.
.
These classifications need to be adjusted to demonstrate full time, seasonal,
probationary period and training period. The classifications should also have minimum
certification requirements.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
25
.
Risk Analysis
The beach lifeguards are the first line of defense in providing a safe environment for
all beach patrons. They protect the beach area by taking proactive measures against
the risks that could potentially cause harm or problems. This risk management has
been extremely successful in preventing incidents from occurring. In 2000, the
lifeguards conducted 43,691 preventative safety actions, such as keeping swimmers in
the swim area, keeping boats out of the swim area, keeping people off of the jetty,
keeping people out from under the pier. With an average of nine lifeguards on duty
throughout the year, these actions break down to the following figures:
· 119.7 actions per day
· 15 actions per hour
· 4,854.5 actions per lifeguard per year.
These actions have been on a steady rise for the past four years, doubling what they
were in 1997, while the staff size remains the same.
. Preventative Actions
Ul
c
0 50,000 43691
.-
u 40,000
<(
.... 30,000 18,455
0 31,246
... 20,000
CIl
.c 10,000 15,020
E
::J 0
z 2 3 4
1997-2000
The proactive measures or preventative actions have indicated a decline in the number
of water rescues and enforcement actions required by the lifeguards. This is illustrated
in the following charts.
.
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
26
Enforcment Actions
20,000
14,154 13,510
15,000 10,148
9,646
10,000 -
5,000
0
1 2 3 4
1997 - 2000
Water Rescues
80
60
40
20
o
2
3
4
1997-2000
Medical Aids
4,000
~ 600
o
l!! 500
CI)
2- 400
<Il
.Q 300
....
o
Qj 200
~ 100
::J
Z 0
~ 1,000 -----
~
Z 0
2
3
4
1997-2000
Lost and Found Persons
2
3
4
1997-2000
Add up the total number of actions for each of these categories:
. Preventative Actions 43,691
. Water Rescues 22
. Enforcement Actions 9,646
. Medical Aids 3,114
. Lost/Found Persons 264
. Total 56,737
The number of actions per day are:
(based on 365 days)
The number of actions per guard tower per day are:
(based on 9 towers)
The number of actions per hour are:
(based on an 8-hour day)
155.44
6304.11
19.43
The guards have an operational expense of approximately $500,000 per year. If you
divide the number of actions taken by their operational expense, it cost $8.81 per action
on the beach.
.
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
27
FinancmlProjections
Projected 5-Year Program Statement
The projected 5-year program statement projects revenues and expenditures for
each of the five years of the Beach Patrol operations. These projections are based on
past experiences and on the statistical analysis of where we anticipate to be within the
next five years. The projection includes beach development and anticipated growth and
usage of the Clearwater beach. This projection does not include pay raises or job
classification changes.
Capital Improvement Program
The objective of the Capital Improvement Program from FY 2001 TO FY 2006 is to
plan ahead and improve the maintenance of the facilities and buildings used by the
Beach Patrol Division. In the past there was not a Capital Improvement Plan for
building and facility maintenance. There was an operational expense that included the
replacement of rescue boards. CIP were overlooked. This plan is in alignment with the
City's and the Department's Strategic Objectives/Measures and Targets.
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
28
Beach Patrol Operations
Projected 5-Year Program Statement
Revenues
Revenues FY02 FY03 FY04 FY05 FY06
Pinellas $175,300.00 $182,310.00 $187,779.00 $193,413.00 $199,215.00
County Grant
Public $349,890.00 $397,677.00 $405,571.00 $420,050.00 $435,139.00
Works/Parking
Lifeguard $0.00 $0.00 $600.00 $720.00 $840.00
Academy
Total $525,190.00 $579,987.00 $593,950.00 $614,183.00 $635,194.00
Expenditures
Expenditures FY02 FY03 FY04 FY05 FY06
*Personal $425,180.00 $452,620.00 $470,725.00 $489,554.00 $509,136.00
Svcs
**Other $58,260.00 $61,710.00 $62,627.00 $63,564.00 $64,519.00
OperatinQ
Internal Svcs $22,230.00 $22,230.00 $22,230.00 $22,230.00 $22,230.00
Total $505,670.00 $536,560.00 $555,582.00 $575,348.00 $595,885.00
Capital Improvement Program
Description FY02 FY03 FY04 FY05 FY06
Building & $0.00 $8,000.00 $3,500.00 $3,500.00 $3,500.00
Facilities
Mules $0.00 $17,020.00 $17,020.00 $17,020.00 $17,020.00
Personal $0.00 $0.00 $0.00 $0.00 $0.00
Water Craft
Equipment $1,300.00 $2,500.00 $2,500.00 $2,500.00 $2,500.00
Total $1,300 $27,520. $23,020.00 $23,020.00 $23,020.00
See notes on following page.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
. Personnel Services
*Personal Svcs includes an addition of one Full-Time Employee for FY03 and 4%
increase annually. This does not include additional personnel for code enforcement as
made in the recommendations.
29
Other Operating Expenses
**Other Operating expenses includes an increase in:
· uniforms from $2,750 to $8,850 See appendix 1.
· mileage reimburse from $250. to $600. See appendix 2.
· Training & ref from $1500. to $3,000. See appendix 4.
· Garage Service is for the Work Mules which has been adjusted as a Capital
Item. The adjustment is reflected in the FY03 column.
FY03 demonstrates an increase of the expenses found in the appendices. The annual
increases are based on a 2% increase.
Internal Services
Internal Services is an expenditure that is city driven. An increase in this expense is
anticipated.
.
Capital Items
Prior to FY03 Capital Items included only the replacement of rescue boards, which is
the Equipment Item. This item has been moved under the Capital Improvement Plan.
Prior to FY03 there was not a Capital Improvement Plan (CIP) for the Beach Patrol
Division. The buildings requiring to be under a CIP include the main building (Lifeguard
Station) and the guard towers.
Other items that should be included under the CIP are the Utility Mules, Rescue Boards,
Automated Electric Defibulator and Personal Watercraft. The AED has not been funded
previously. See Appendix 3.
The Personal Watercraft is currently under a law enforcement grant program with
Yamaha and is no expense to the city.
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
30
Capital Improvement Plan
Capital Improvement Plan: Prior to 2002 Capital Improvements for Beach Patrol
facilities were either taken from operating expenses or internal services. This plan has
corrected this and makes adjustments in FY2003 to include funding for CIPs. Between
the years 2003/04 the main Beach Patrol Station will need painting both inside and out.
An estimate for exterior painting has budgeted for. The following years include
maintenance and improvements to the buildings and facilities.
Building & Facility Maintenance: Continue to repair and maintain the building and
guard towers in a useable condition. Funds are budgeted to cover painting and new
signage for main building and guard towers and repair and replacement of equipment
for guard towers. In previous years this has not been included as a Capital Expense
Item and has been taken from other categories. FY03 demonstrates an adjustment to
show this correction.
Guard Towers: In previous years this has not been included as a Capital Expense
Item and has been taken from other categories. FY03 demonstrates an adjustment to
show this correction.
FY02
o
FY05
3,500
Total
18,500
FY06
3,500
FY03
8,000
FY04
3,500
FY03 includes painting of the building and new signage. Funds budgeted in other years
covers maintenance and repair of facilities.
Utility Mules: Currently Garage Services expense for the Utility Mules is $17,020.00
This expense is a City driven expense and is anticipated to increase annually.
Research into the cost of replacing the Utility Mules bi-annually is being conducted to
determine a decrease in the Garage Services expense.
FY02
o
FY05
17,020
Total
68,080
FY06
17,020
FY03
17,020
FY04
17,020
Personal Watercraft: The Personal Watercraft is currently under a law enforcement
grant program with Yamaha and is no expense to the city. The agreement is with
Barney's Dealership.
Equipment: Rescue boards and AED's are repaired and replaced annually. This is a
continuous expense. Funds are budgeted to cover annual continuous maintenance.
FY02
1,300
FY03
2,500
FY04
2,500
FY05
2,500
FY06
2,500
Total
11,300
Total projected Beach Patrol Division CIP's: $97,880
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
311
Building and Facilities
.' - e-'} ,
.. ,
Lifeguard Station, mules with rescue boards, and personal watercraft (PWC).
Main Lifeguard Station
and command center
for Beach Patrol Staff.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
32
Conclusions and Recommendations
The Beach Patrol Division will continue to be an asset that provides a public service
to the City of Clearwater and the visitors to the community. It will be recognized for it's
professional and friendly service to citizens, customers and visitors.
The Beach Patrol staff will be highly motivated, safety conscience, and
professionally trained to provide excellent customer service and to adhere to the city's
goals of economic development, tourism and public safety and the City of Clearwater
Principles of Operation.
The Beach Patrol staff will work towards meeting all of the objectives and strategies
of the strategic plan. The staff will go the extra mile and then some to meet every
reasonable request and suggestion.
The strategic plan gives the Beach Patrol Division the projected targets for the
operation of the Division over the next five years. Each year the plan will be updated to
include accomplishments and necessary adjustments.
This plan has outlined some of the issues facing the division and has outlined
recommended strategies to improve the division and the program.
Recommendations
1. Transfer the Beach Patrol to a public safety service such as the Fire Department.
2. Reclassify the positions to align with the certifications and responsibilities.
3. Provide training and authorization to conduct code enforcement.
4. Provide the appropriate number of staff, nine full-time employees and 9.5 FTE
equivalents
5. Reconstruct the budget to properly fund the division.
6. Find alternate funding sources to adequately cover the expense of Beach Safety.
a. Convention Visitors Bureau - Bed Tax
b. Grant Money
7. If no funding sources are available, reduce the amount of area the lifeguards
monitor and concentrate on the high risk areas.
.
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
33
Appendix 1
Uniforms
Item Cost Quantity Total
Raincoat 30.00 1 30.00
Swim Shorts (m) 20.00 2 40.00
Swim Suit (F) 50.00 2 100.00
Sh i rts 10.00 4 40.00
Jacket 70.00 1 70.00
Pants 50.00 1 50.00
Hat 15.00 1 15.00
Sun Glasses 50.00 1 50.00
Total 295.00 30 8,850.00
These items should be replaced each year.
The cost of uniforms may be adjusted as purchasing contracts are negotiated.
e
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
34
Appendix 2
Tower Equipment
Item Cost Quantity Total
Chair 75.00 10 750,00
Umbrella 150.00 10 1500.00
Rescue Can 50.00 10 500,00
Binoculars 50.00 10 500.00
Tower 52.50 10 525.00
Hardware
Total 377.50 10 3775.00
* The tower equipment should be replaced every two years. If this is done on a
scheduled rotation, the cost per year would be $1,625.00.
.
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
35
Appendix 3
Automated Electric Defibulator (AED) The Beach Patrol Division has received the Fire
Department's used AED. In May 2001, the AED malfunctioned during a response to a
cardiac victim. The Beach Patrol staff is trained as First Responders and some have
the Emergency Medical Technician certification, and are often the first responders on
the Beach and in Sand Key Park. There is always a potential use for the AED. It
should be a piece of equipment that is purchased new and maintained by the Beach
Patrol.
Estimated cost of AED is $1,200.00
e
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Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
36
Appendix 4
Recommended Fee Structure for Lifeguards
This is prior to benefits:
Starting salary: $10.50 per hour (which is still below average for the state)
=$420.00 per 40 hour work week (before taxes)
=$21,840.00 annually
Benefits for full time employees include:
Pension Plan:
Health & Medical:
$73.00 (approximate)
$60.00 (approximate)
Total Pay with benefits: $553.00 per 40 hour work week
$28,756.00 annually
Actual pay per hour with benefits $13.83 per hour.
Additional cost:
Uniforms:
Equipment:
Administrative:
$295.00 per year
$377.50 per tower per year
$1471.40 (0.5% of all pay & equipment)
Total Fees: $30,899.40
e
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
37
2002 Accomplishments
Objective #1. Change the image of the Beach Guard Division.
Strategies:
1. Change the name from Beach Guards to Clearwater Beach Patrol
2. Conduct a Job analysis and classification survey.
3. Initiate changes to enforce code violations.
Objective #2. Provide adequate staffing to safely and efficiently supervise the
beach.
Strategies:
1. Develop professional associations.
2. Consult with USLA certification officer for recommendations.
3.
Analyze and measure the type of responses.
4. Make recommendations for increase/decrease of staff.
5. Establish protocols for placement of lifeguard towers.
6. Demonstrate the impact on other public safety services.
Objective #3. Provide highly trained personnel and adequate equipment to safely
supervise and effectively conduct rescue operations.
Strategies:
1. Fitness testing on all new employees.
2. Periodic minimum testing of guards.
3. Development of drills and exercises.
4. Development of fitness training program.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
. Objective #4. Advertise and market the division.
38
Strategies:
1. Design and maintain a creative web site.
2. Promote National Lifeguard Week.
3. Develop video on the lifeguard program.
4. Provide public lectures to the local community.
5. Develop and advertise a Junior Lifeguard program.
6. Participate in USLA competitions.
7. Sponsor USLA competition in Clearwater.
Objective #5. Become the premier beach patrol program in the state of Florida.
Strategies:
.
1.
Develop and maintain professional associations.
2. Develop professional protocols, standards, and best practices.
3. Publish Annual Report.
4. Develop appropriate job classifications for various positions and
certifications.
.
.
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
39
2003 Accomplishments
Objective #1. Change the image of the Beach Guard Division.
Strategies:
1. Transition the Beach Patrol Division into one of the Public Safety
Services. (i.e. Fire Department)
2. Transition the Beach Patrol Division from CW A to IAFF union
representation.
3. Develop policy for guards to conduct code enforcement.
4. Develop training program for code enforcement.
Objective #2. Provide adequate staffing to safely and efficiently supervise the
beach.
Strategies:
1.
2.
Continue to analyze and measure types of responses.
Consult with USLA certification officer for recommendations on
lifeguard standards.
3. Establish protocols for placement of lifeguard towers.
4. Demonstrate need of r more or less lifeguards.
5. Demonstrate impact on other public safety services.
Objective #3. Provide highly trained personnel and adequate equipment to safely
supervise and effectively conduct rescue operations.
Strategies:
1. Continue fitness testing and periodic testing of guards.
2. Continue drills and exercise program - document.
3. Develop Lifeguard Academy.
4.
Determine the appropriateness of equipment.
40
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
. Objective #4. Advertise and market the division.
Strategies:
1. Continue providing public lectures to community.
2. Continue Promoting National Lifeguard Week
3. Continue participation in USLA competitions.
4. Continue sponsoring USLA competitions in Clearwater.
Objective #5. Become premier beach patrol program in the state of Florida.
Strategies:
1. Maintain professional associations.
2. Continue to improve Junior Lifeguard program.
3. Develop Lifeguard Academy.
.
4.
Work with Fire Department to cross train for marine emergencies.
.
-
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
41
2004 Accomplishments
Objective #1. Change the image of the Beach Guard Division
Strategies:
1. Move the Beach Patrol Division under a Public Safety Umbrella.
2. Move the Beach Patrol Division from CWA to IAFF union.
Objective #2. Provide adequate staffing to safely and efficiently supervise the
beach.
Strategies:
All strategies for this objective should be complete by 2004.
1.
Objective #3. Provide highly trained personnel and adequate equipment to safely
supervise and effectively conduct rescue operations.
Strategies:
1. Research funding issues associated with utility mules
2. Continue with previous strategies to maintain training quality.
Objective #4. Advertise and market the division.
Strategies:
1. Continue providing public lectures to community.
2. Continue Junior Lifeguard Program.
3. Promote National Lifeguard Week.
4. Continue sponsoring USLA competitions in Clearwater.
Objective #5. Become the premier beach patrol program in the state of Florida.
Strategies:
1.
Continue previous strategies.
.
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
42
2005 Accomplishments
Objective #1. Change the image of the Beach Guard Division.
Objective #2. Provide adequate staffing to safely and efficiently supervise the
beach.
Objective #3. Provide highly trained personnel and adequate equipment to
safely supervise and effectively conduct rescue operations.
Objective #4. Advertise and market the division.
Objective #5. Become the premier beach patrol program in the state of
Florida.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
43
.
Performance Measures
The Department has established four strategic objectives. The performance
measures are aligned with the Beach Patrol's strategic plan and the Departments
strategic objectives. The performance measures will assist in determining areas for
improvement. The department's Strategic Priorities are:
Customer Focus
Prosperity
Quality of Place
Safe, Healthy & Caring Community
Strate ic Ob'ective Measure
Customer Focus Initiate a Complaint Log
Analyze types of responses
.
Prosperity
Determine alternative
sources of funding.
Quality of Place
Safe, Healthy & Caring
Communit
Tar et
Identify major categories of
com laints
-Determine number of staff
required to safely monitor
the beach.
-Determine the placement
of uard towers.
-Determine number of
citizens reached.
-Determine number of Jr.
Life uards recruited.
-Determine number of
employees recruited from
academ .
Determine amount of
savings on division's
ex enses.
Maintain buildings &
facilities in professional
attractive a earance.
Determine busiest months,
and risk areas.
The performance measures will be completed monthly and turned in to the Assistant
Director of Marine and Aviation Department. The performance measures with long term
will need to be developed. Progress reports on those items will be turned in with the
others.
.
e
.
.
Marine & Aviation Department
Annex B Beach Patrol Strategic Plan drafted May 2001
Beach Safety
Annual Statistics
1997 - 2000
,
-,
Completed October 2001
44
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50
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
Clearwater Beach
Action
Swim Assist
SBL Swim
SBL Boats
Jetty Violation
Pier Violation
Missing Person
First Aid
EMT Assist
Code Enforcement
Drownings
Special Events
Police Request
Total
Sand Key Beach
Swim Assist
SBL Swim
SBL Boats
Jetty Violation
Missing Person
First Aid
EMT Assist
Code Enforcement
Drownings
Special Events
Police Request
May 2001
Activity by Year
2000 Type of Actions
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
0 1 0 1 2 1 1 1 1 4 1 0 13 #REF! 0%
49 118 1942 1683 3766 4083 6572 6212 1552 827 131 27 26962 2246.833 49%
28 61 199 335 201 228 483 184 114 63 31 12 1939 161.5833 3%
185 255 479 592 292 857 1154 284 307 316 220 137 5078 423.1667 9%
84 79 395 557 179 221 882 494 604 411 215 23 4144 345.3333 7%
7 20 16 41 32 26 65 15 10 6 2 1 241 20.08333 0%
46 66 185 238 330 480 597 569 159 179 47 13 2909 242.4167 5%
443 614 1553 1097 958 1829 2865 2187 1084 692 485 378 14185 1182.083 26%
0 0 0 0 0 0 0 0 0 0 0 0
842 1214 4769 4544 5760 7725 12619 9946 3831 2498 1132 591 55471 4622.583
0 0 1 4 2 2 0 0 0 0 0 0 9 0.8 0%
1 4 11 44 10 38 24 45 24 12 1 0 214 20.5 11%
2 8 38 30 52 28 35 48 24 11 10 1 287 24.3 15%
14 50 43 59 46 41 29 48 31 56 40 2 459 40 25%
0 0 4 8 4 1 3 0 3 0 0 0 23 1.9 1%
4 5 25 22 26 32 13 26 10 7 5 0 175 14.8 9%
16 25 77 82 86 56 81 120 66 51 40 2 702 57.1 38%
0 0 0 0 0 0 0 0 0 0 0 0 0
37 92 199 249 226 198 185 287 158 137 96 5 1869
Total
Swim zone violations and Code Enforcements are the largest actions conducted by the lifeguards
.
.
.
51
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
May 2001
2000 Daily Activity
Clearwater Beach
Day JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Sunday 166 183 586 401 1727 1287 2321 1881 1683 724 237 105 11301 941.75 19%
Monday 108 118 604 586 861 772 1703 584 540 169 171 57 6273 522.75 11%
Tuesday 126 232 915 1238 433 1057 1754 1244 177 278 122 64 7640 636.6667 13%
Wednesday 81 82 533 1484 625 1327 1981 1609 171 113 92 71 8169 680.75 14%
Thursday 109 152 924 310 440 1497 1983 1453 139 157 149 58 7371 614.25 13%
Friday 70 168 516 418 1132 890 1565 1249 301 200 162 71 6742 561.8333 12%
Satu rday 167 292 612 1355 1303 1220 1545 1726 1115 796 226 124 10481 873.4167 18%
TOTAL 827 1227 4690 5792 6521 8050 12852 9746 4126 2437 1159 550 57977 4831 .4 17
S dK B h
an ey eac
Day JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Sunday 13 29 20 46 35 16 25 39 30 27 15 0 295 24.58333 15%
Monday 4 17 24 57 20 13 34 21 11 18 8 19 246 20.5 13%
Tuesday 8 15 19 17 15 5 23 17 2 6 1 4 132 11 7%
Wednesday 1 5 23 20 20 21 14 30 26 23 13 13 209 1 7.41667 11%
Thursday 3 3 35 40 30 36 20 30 14 20 25 8 264 22 14%
Friday 1 6 36 32 55 73 23 100 51 23 17 14 431 35.91667 23%
Saturday 7 17 32 37 52 34 47 44 22 21 17 5 335 27.91667 18%
0
Total 37 92 189 249 227 198 186 281 156 138 96 63 1912 159.3333
Clearwater Beach's busiest days were Sunday and Saturday. Sand Key was the busiest on Friday and Saturday.
.
.
.
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
52
May 2001
2000 Actions by Tower
Clearwater Beach
Tower Jan Feb Mar Apr Mav Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 NA NA NA NA NA 615 1385 1097 214 NA NA NA 3311 276 6%
2 386 510 1357 1759 999 790 1989 631 310 809 476 196 10212 851 18%
3 NA NA NA NA 316 765 1721 989 702 NA NA NA 4493 374 8%
4 165 307 1462 1137 1668 1402 1698 1658 1112 424 206 95 11334 945 20%
5 149 235 1119 2011 972 962 1083 1666 584 693 163 148 9785 815 17%
6 NA NA NA NA NA 858 1032 598 N NA NA NA 2488 207 4%
7 127 175 752 885 1876 1502 2188 1587 1002 511 314 111 11 030 919 19%
8 NA NA NA NA 690 1156 1756 1520 202 NA NA NA 5324 1065 9%
Total 827 1227 4690 5792 6521 8050 12852 9746 4126 2437 1159 550 57977
S dK B h
an ey eac
Tower Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 NA NA 36 50 33 48 34 64 17 8NA NA 290 24.2 15%
2 37 92 153 199 194 150 152 217 139 130 96 63 1622 135 85%
Total 37 92 189 249 227 198 186 281 156 138 96 63 1912
Clearwater Beach Tower 4 and 7 were the busiest areas on the beach comprising 39% of all activity. Sand Key Tower 2 was the
busiest. (Sand Key Tower 1 is a seasonal tower and guarded from Memorial Day through Labor Day).
.
.
.
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
53
May 2001
1999 Type of Actions
Clearwater Beach
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 0 0 1 2 0 1 0 1 1 2 8 0 0
SBL Swim 119 189 332 971 1260 1392 3525 3018 1584 892 255 48 13585 1132,083 43%
SBL Boats 48 67 208 238 171 154 198 156 128 143 61 38 1610 134.1667 5%
Jetty Violation 201 334 442 510 176 201 340 350 239 192 246 144 3375 281.25 11%
Pier Violation 29 66 71 139 26 41 164 154 86 89 58 37 960 80 3%
Missing Person 6 5 29 60 13 9 33 35 12 4 7 1 214 17.83333 1%
First Aid 32 84 134 312 140 224 420 413 186 95 152 34 2226 185.5 7%
EMT Assist
Code Enforcement 482 617 809 1081 653 1064 1328 960 753 742 479 356 9324 777 30%
Drownings 0 0 0 0 0 0 0 0 0 0 0 0 0
Special Events
Police Request 0
Total 917 1362 2025 3311 2440 3087 6008 5087 2988 2158 1259 660 31302 2608.5
S d K
an ey
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 0 0 0 0 1 0 0 0 1 0 2 0.166667 0%
SBL Swim 0 5 22 31 24 39 70 26 6 4 4 0 231 19.25 11%
SBL Boats 6 3 30 52 38 31 55 31 11 11 8 24 300 25 14%
Jettv Violation 60 60 68 60 65 88 77 42 29 64 44 38 695 57.91667 33%
Missing Person 1 0 0 8 0 2 1 1 1 0 0 0 14 1 .166667 1%
First Aid 6 9 10 23 13 22 36 25 9 7 7 7 174 14.5 8%
EMT Assist
Code Enforcement 54 51 89 98 73 62 88 55 41 28 31 27 697 58.08333 33%
Drownings 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Special Events
Police Request
Total 127 128 219 272 213 244 328 180 97 114 95 96 2113 176.0833
Swim zone violations and Code Enforcement were the main activities for the lifeguards. On Clearwater Beach these actions
were 73 % of all activities. Sand Key these activities comprised 44% of all activities.
.
.
.
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
54
May 2001
1999 Daily Activity
Clearwater Beach
Day
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
TOTAL
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
120 136 320 533 486 486 856 1029 669 435 230 114 5414 451 .1667 17%
84 92 233 240 276 207 782 483 180 145 142 55 2919 243.25 9%
65 145 300 347 217 409 825 743 271 143 146 82 3693 307.75 12%
84 127 211 340 192 393 724 651 496 192 81 95 3586 298.8333 11%
128 238 260 504 281 504 815 601 410 177 195 101 4214 351.1667 13%
209 298 247 737 445 486 984 575 325 362 178 90 4936 411 .3333 16%
238 238 432 612 506 663 934 1290 662 693 235 134 6637 553.0833 21%
928 1274 2003 3313 2403 3148 5920 5372 3013 2147 1207 671 31399 2616.583
Sand Key Beach
Day
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Total
Clearwater Beach's busiest days were Saturday and Sunday. 38% of all activity takes place on these days. Sand Key's busiest
days were Sunday and Saturday. 47% of all activity takes place on the weekend.
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
15 32 34 90 73 87 127 76 16 44 28 20 642 53.5 30%
8 14 61 37 51 33 71 22 17 17 12 11 354 29.5 17%
8 15 28 22 22 28 21 9 7 8 7 21 196 16.33333 9%
8 19 31 36 2 19 28 17 0 9 13 8 190 15.83333 9%
17 10 16 15 11 26 21 24 8 4 16 9 177 14.75 8%
24 30 21 15 17 28 15 11 16 17 9 12 215 17.91667 10%
49 8 29 63 36 24 44 34 34 15 9 13 358 29.83333 17%
129 128 220 278 212 245 327 193 98 114 94 94 2132 177.6667
.
.
.
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
55
May 2001
1999 Activity by Tower
Clearwater Beach
Tower Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 0 0 0 0 0 312 746 347 0 0 0 0 1405 117 4%
2 367 491 824 1214 534 447 535 606 674 623 468 271 7054 588 21%
3 0 0 0 0 62 488 741 541 57 0 0 0 1889 157 6%
4 265 356 511 933 769 534 1090 977 727 453 270 127 7012 584 21%
5 170 227 388 540 354 345 987 902 580 432 230 161 5316 443 16%
6 0 0 0 0 127 376 690 927 179 0 0 0 2299 192 7%
7 131 200 279 621 557 463 816 1077 796 639 240 120 5939 495 18%
8 0 0 0 0 127 376 690 927 179 0 0 0 2299 192 7%
Total 933 1274 2002 3308 2530 3341 6295 6304 3192 2147 1208 679 33213
S dK B h
an el eac
Tower Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 0 0 52 60 31 44 76 13 0 0 0 0 276 23 13%
2 129 128 168 218 181 201 251 180 97 115 94 94 1856 155 87%
Total 129 128 220 278 212 245 327 193 97 115 94 94 2132 178
Tower 2 and 4 were the busiest areas on Clearwater Beach comprising 42% of all activity.
.
.
.
56
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
May 2001
1998 Type of Action Taken
Clearwater Beach
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 3 7 1 3 7 0 14 2 1 1 39 3.3 0%
SBL Swim 54 53 187 970 1087 2845 3622 2521 432 411 425 211 12818 1068.2 42%
SBL Boats 106 95 142 186 255 301 214 177 70 89 101 70 1806 150.5 6%
Jettv Violation 172 108 161 132 145 238 251 259 103 84 210 162 2025 168.8 7%
Pier Violation 91 88 114 660 529 215 175 181 175 53 81 41 2403 200.3 8%
Missina Person 14 6 8 48 40 23 51 21 3 7 7 3 231 19.3 1%
First Aid 57 44 114 174 135 553 445 291 97 288 84 28 2310 192.5 8%
Code Enforcement 649 492 496 842 675 1233 949 1087 714 550 496 463 8646 720.5 29%
Drowninas 0 0 0 0 0 0 0 0 0 0 0 0 0
Special Events
Police Reauest
EMT Assist
Total 1143 886 1225 3019 2866 5411 5714 4537 1608 1484 1405 979 30278
S dK B h
an ey eac
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 0 2 0 1 1 0 3 0 5 0 12 1 0%
SBL Swim 18 9 18 58 119 104 98 91 17 26 35 32 625 52.1 17%
SBL Boats 15 13 23 28 53 57 48 29 12 24 19 12 333 27.8 9%
Jettv Violation 92 62 111 112 109 115 105 97 32 73 75 116 1099 91.6 30%
Missina Person 1 1 0 3 5 7 1 2 0 0 11 1 32 2.7 1%
First Aid 11 2 28 38 33 53 73 47 10 28 11 16 350 29.2 10%
Code Enforcement 48 56 81 130 178 205 148 107 37 38 52 97 1177 98.1 32%
Drowninas 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0%
Special Events
Police Reauest
EMT Assist
Total 185 143 261 371 497 542 474 373 111 189 208 274 3628
Swim zone violations and Code Enforcement comprised 71 % of all actions taken on Clearwater Beach. Sand Key's activities
were Code Enforcement and Jetty Violations, that comprised 62% of all activity.
.
.
.
May 2001
Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
57
1998 Daily Activity
Clearwater Beach
Day
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
TOTAL
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
201 73 195 303 404 908 982 715 317 197 233 138 4666 388.8 15%
86 75 230 209 243 667 463 598 214 238 209 63 3295 274.6 11%
111 160 143 214 156 625 579 911 107 158 126 127 3417 284.8 11%
108 70 93 324 198 533 519 421 93 105 154 132 2750 229.2 9%
141 134 185 368 184 581 801 473 182 189 190 183 3611 300.9 12%
153 135 156 939 610 1015 1084 470 181 203 241 172 5359 446.6 18%
343 239 223 662 1072 1082 1286 949 514 394 252 164 7180 598.3 24%
1143 886 1225 3019 2867 5411 5714 4537 1608 1484 1405 979 30278
Sand Key Beach
Day
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Satu rday
Total
Saturday and Friday were the busiest days of the week on Clearwater Beach comprising 42% of all activity. Sand Key was busy
on Sunday and Saturday with 44% of all activity.
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
61 35 73 69 123 94 89 96 17 47 45 79 828 69 23%
33 31 58 48 69 95 71 52 11 35 26 41 570 47.5 16%
18 16 48 42 47 127 79 48 19 10 16 38 508 42.3 14%
4 13 14 39 59 39 43 22 18 2 11 23 287 23.9 8%
22 14 11 43 53 38 62 43 7 14 26 15 348 29 10%
15 12 20 41 48 28 65 23 9 14 13 47 335 27.9 9%
32 22 37 89 98 121 65 89 30 67 71 31 752 62.7 21%
0 143 261 371 497 542 474 373 111 189 208 274 3628
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Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
58
May 2001
1998 Activity by Tower
Clearwater Beach
Tower Jan Feb Mar Apr Mav Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 NA NA NA NA NA NA NA NA NA NA NA 0 0 0%
2 395 334 392 1040 582 943 1189 866 343 447 460 386 7377 615 24%
3NA NA NA NA 210 774 818 737 189 NA NA NA 2728 546 9%
4 241 222 302 733 1035 695 679 639 439 293 327 224 5829 486 19%
5 306 177 295 787 363 545 674 624 217 309 267 183 4747 396 16%
6NA NA NA NA 30 309 454 191 NA NA NA NA 984 246 3%
7 201 153 236 459 462 1120 918 795 297 435 351 186 5613 468 19%
8NA NA NA NA 185 1025 982 685 123 NA NA NA 3000 600 10%
Total 1143 886 1225 3019 2867 5411 5714 4537 1608 1484 1405 979 30278
S dK B h
an ev eac
Tower Jan Feb Mar Apr Mav Jun Jul Aug Sep Oct Nov Dec Total Ave %
1 NA NA NA 25 62 101 93 50 10 NA NA NA 341 56.8 9%
2 185 143 261 371 497 542 474 373 111 189 208 274 3628 274 91%
Total 185 143 261 396 559 643 567 423 121 189 208 274 3969
Tower 2 and 7 were the busiest on Clearwater Beach comprising 43% of all activity.
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Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
59
May 2001
1997 Type of Actions Taken
Clearwater Beach
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 2 3 0 2 2 3 3 2 0 0 17 1.4 0%
SBL Swim 105 185 1089 668 1630 2469 2689 3557 1246 914 502 74 15128 1260.7 43%
SBL Boats 59 63 292 237 242 294 415 418 252 166 132 42 2612 217.7 7%
Jettv Violation 126 147 215 153 118 240 201 180 142 117 102 144 1885 157.1 5%
Pier Violation 103 112 203 154 251 192 245 185 109 145 168 132 1999 166.6 6%
Missinq Person 8 6 105 66 31 72 76 52 17 14 3 4 454 37.8 1%
First Aid 67 81 357 259 260 541 504 399 255 146 77 25 2971 247.6 8%
Code Enforcement 478 593 909 824 822 1399 1522 1499 606 508 482 587 10229 852.4 29%
Drowninqs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Soecial Events 0
Police Request 0
EMT Assist 0
Total 946 1187 3172 2364 3354 5209 5654 6293 2630 2012 1466 1008 35295
S dK B h
an ey eac
Action JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Swim Assist 0 0 1 1 0 0 1 0 3 0 0 0 0 0 0
SBL Swim 3 6 81 55 80 82 137 84 62 27 17 15 649 54.1 17%
SBL Boats 12 16 46 27 54 35 62 56 43 38 16 18 423 35.3 11%
Jettv Violation 88 69 98 94 81 87 87 85 73 74 81 103 1020 85 26%
Missinq Person 1 3 12 6 5 3 3 2 3 2 0 0 40 3.3 1%
First Aid 7 6 36 32 38 46 41 32 20 17 8 2 285 23.8 7%
Code Enforcement 114 79 159 166 186 215 143 114 67 66 92 89 1490 124.2 38%
Drowninas 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Special Events 0
Police Request 0
EMT Assist 0
Total 225 179 433 381 444 468 474 373 271 224 214 227 3907
Swim zone and Code Enforcement are the main actions taken on both beaches. 72% of all actions on Clearwater were spent in
these areas, while 65% of all actions were comprised of these two on Sand Key Beach.
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Marine & Aviation Department
Beach Patrol Strategic Plan 2001 - 2005
60
May 2001
1997 Daily Activity
Clearwater Beach
Day JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Sunday 115 143 483 303 315 705 792 1002 419 278 192 138 4885 407.1 14%
Monday 109 115 492 232 305 658 695 851 321 312 276 93 4459 371.6 13%
Tuesday 92 229 349 175 329 715 698 808 325 227 184 127 4258 354.8 12%
Wednesday 93 201 309 209 562 659 614 893 236 196 203 132 4307 358.9 12%
Thursday 131 147 325 382 424 721 798 802 259 274 218 183 4664 388.7 13%
Friday 121 163 535 558 579 879 1093 772 545 286 195 171 5897 491 .4 17%
Satu rday 285 189 679 505 840 872 964 1165 525 439 198 164 6825 568.8 19%
TOTAL 946 1187 3172 2364 3354 5209 5654 6293 2630 2012 1466 1008 35295
S dK B h
an ey eac
Day JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL AVE %
Sunday 61 45 123 76 93 97 89 96 72 47 51 64 914 76.2 23%
Monday 33 37 58 48 59 41 71 52 23 35 26 32 515 42.9 13%
Tuesday 18 18 54 42 44 138 160 148 95 82 77 876 432 36 11%
Wednesday 22 19 28 39 59 57 43 22 23 21 11 23 367 30.6 9%
Thursday 24 18 25 43 53 52 62 43 37 14 26 15 412 34.3 11%
Friday 15 14 27 45 48 80 65 23 33 23 13 33 419 34.9 11%
Satu rday 52 28 118 88 88 96 65 89 61 67 71 31 854 71.2 22%
Total 179 433 381 444 285 235 177 154 125 121 1074 3913
Clearwater Beach was the busiest on Friday and Saturday with 36% of all activity. Sand Key Beach was busiest on Sunday and
Saturday with 45% of all activity.
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Sailing Center Financial Summary
FY-03
Expenditure Category Revenue Profit/Loss
Personnel Services $0 Sailinq Center Launch Fee/Lease rate $12,000
Other Ooeratina $600 Instruction $0
Internal Services $32,370 Sailinq Center Rental Fees $0
Capital $0 Vendinq Machine Commissions $0
Boat Storage Fee $0
Membership Fees $0
Total $32,970 Total $12,000 -$20,970
FY -04
Expenditure Category Revenue
Personnel Services $0 Sailinq Center Launch Fee/Lease rate $12,000
Other Operatinq $700 Instruction $1,410
Internal Services $33,300 Sailing Center Rental Fees $2,626
Capital $0 Vendinq Machine Commissions $0
Boat Storage Fee $3,944
Membership Fees $1 ,120
Total $34,000 Total $21,100 -$12,900
FY-05
Expenditure Category Revenue
Personnel Services $0 Sailinq Center Launch Fee/Lease rate $12,000
Other Operatinq $800 Instruction $1,410
Internal Services $34,400 Sailinq Center Rental Fees $2,626
Capital $0 Vending Machine Commissions $0
Boat Storage Fee $17,544
Membership Fees $1,120
Total $35,200 Total $34,700 -$500
FY -06
Expenditure Category Revenue
Personnel Services $0 Sailinq Center Launch Fee/Lease rate $12,000
Other Operatinq $900 Instruction $1,500
Internal Services $35,600 Sailina Center Rental Fees $2,626
Capital $0 Vendinq Machine Commissions $0
Boat Storage Fee $18,854
Membership Fees $1,120
Total $36,500 Total $36,100 -$400
FY-07
Expenditure Category Revenue
Personnel Services $0 Sailinq Center Launch Fee/Lease rate $12,000
Other Operatina $900 Instruction $1,600
Internal Services $37,100 Sailinq Center Rental Fees $3,000
Caoital $0 Vending Machine Commissions $0
Boat Storage Fee $19,780
Membership Fees $1,120
Total $38,000 Total $37,500 -$500
CLEAR WATER MUNICIPAL MARINA
FY 02/03 SLIP RENT RATE SHEET
.IV A TE TENANTS
Resident (per foot, per month)
Non-Resident(per foot, per month)
COMMERCIAL TENANTS
CURRENT PROPOSED
4.15 4.36
4.67 4.90
CURRENT 5% INCREASE
R NR R NR
226.32 259.59 237.64 272.57
266.26 306.20 279.57 321.51
306.20 352.79 321.51 370.43
332.82 386.07 349.46 405.37
432.66 499.22 454.29 524.18
526.72 609.49 553.06 639.96
601.97 692.27 632.07 726.88
662.16 767.51 695.27 805.89
1083.54 1234.03 1137.72 1295.73
620.16 719.39 651.17 755.36
266.26 306.20 279.57 321.51
332.82 386.07 349.46 405.37
266.26 306.20 279.57 321.51
463.05 532.51 486.20 559.14
213.00 246.29 223.65 258.60
419.35 485.92 440.32 510.22
159.76 186.38 167.75 195.70
213.00 246.29 223.65 258.60
399.38 459.29 419.35 482.25
166.41 193.03 174.73 202.68
4 Passengers
6 Passengers
7 to 19 Passengers
20 to 39 Passengers
40 to 69 Passengers
70 to 89 Passengers
90 to 100 Passengers
101 to 160 Passengers
161 and over
Special Purpose - Paras ail
~ulti vessel - small
.ulti vessel - large
Yacht broker - seawall
Yacht broker - multi vessel
Yacht repairs - Island Estates
Mooring buoys - Island Estates
High & Dry - Island Estates
Commercial fishing - small
Commercial fishing - large
Bareboat charter
OFFICE/STORAGE RENT
Per square foot yearly charge
4.50
4.73
TRANSIENT DOCKAGE
DAILY per foot, per day
.EEKL Y per foot, per week
ONTHY per foot, per month
1.05
4.50
14.00
1.50
6.45
20.15
SLIP REVENUE RATE SHEET
Approved by City Manager
Date