05/07/1990
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AND JOIN OUR
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, AMILY
I E80UACE and
OPPORTUNITY
GUIDE
WHAT IS FROG?
FROG - ttle Family Resource and
Opportunity Guide - isa listoforgan-
izations, businesses. clubs. agencies
and other community resources (see
the list on the reverse side of this
book mark) whose common denom-
inator is that they benefit children
and/or entire families,
Our mission is to make FROG avail-
able - both in printed form and as a
computerized data base - to anyone
who may need or want it.
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HOW CAN YOU
HELP FROG? :>
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To help FROG, just make sure YOUR
group, program or activity is listed
with FROG. You can do that by phon-
ing 462-6808 and asking fora regis-
tration form. We'll mail it to you. Or
juststopatthe Main Libraryoranyof
the four branches [see addresses
below) and pick up the form.
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Here's a partial list of the kinds of
places and things contained in FROG:
Camps Sports activities
Hobby groups Dance
Museums Field trips
Parks Parenting
Playgrounds Science
Science centers Youth agencies
Art studios Libraries
Athletics Tutoring
Beaches Social Clubs
Exhibits Tours
Galleries Travel clubs
Recreational agencies
CD Clearwater
Public Library
System
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MAIN: 100 N. Osceola Ave.
CLEARWATER EAST:
2251 Drew St.
BEACH: 40 Causeway Blvd.
NORTH GREENWOOD-
. .
1250 Palmetto
CLEARWATER COUNTRYSIDE:
2741 State Road 580
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MEMORANDUM
TO:
FROM:
COPIES:
SUBJECT:
DATE:
Mayor and City Commission ~
Ron H. Rabun, City Manager~~
Assistant City Managers, Department Directors
1990/91 Service Options Budget
May 2, 1990
Attached is a document which represents the first phase of the City of
Clearwater's Budget building process, a working document known as the Service
Options Book. The purpose of this document is to provide the City Commission with
an early opportunity for policy input on major programs. I will use our 9:00
AM Monday, May 7th worksess;on at Clearwater East Li brary as the framework around
which to build my July recommended budget.
The Foreword following this transmittal letter describes in detail the budgeting
process, provides a calendar of key dates, highlights the public participation
element in our budget formulation and summarizes the accounting/technical
definitions required to conform to Government Finance Officers Association (GFOA)
criteria.
The basic format of this document is similar to past years: each department
presentation includes a current organization chart, with a current personnel
count (not reflecting possible position reductions or requested additional
positions); budget graphics highlighting the departmental budget by category of
expenditure, program functions and, where available, a six year historical
perspective; a brief summary of departmental functions &nd services; Service
reduction or enhancement options; and revenue enhancement options.
While the format remains the same, the overall philosophy has changed slightly
in that this current document includes only the Manager's recommended service
options, hopefully eliminating the confusion last year concerning the large
number of options submitted. Many of last years options were merely provided for
information and were not actually being recommended.
Basic Assumptions
Revenue Assumptions
Early preliminary estimates of the General Fund Revenues indicate a continuing
trend toward slowing growth in ad valorem property values. The years of double
digit increases in our tax base have been replaced with minimal if any, natural
growth. For the purpose of these budget di scuss ions, we are conservative ly
projecting a 1% increase in our property values. Estimates of other General Fund
revenues are based on analysis of prior years' actual receipts, receipts through
the first six months of the current year, and/or preliminary projections provided
to us by other state and local agencies.
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City Manager's Transmittal Letter
Recommended Service Options
May 2, 1990
Expenditure Assumptions
In general, each department has estimated the fiscal 1990/91 cost of continuing
the current level of services. On each Department's summary page, the extreme
right hand column entitled "Estimated Current Level Budget, 1990-91" does not
include the added cost of service enhancements. These estimates only include:
1. for regular employees a 2% Salary adjustment (anticipating union
barga in ing agreement) and up to a 5% ann iversary step increase
(anticipating continuing the current union agreement step increases).
This will provide us with a 7% range for planning purposes.
2. for Supervisory, Administrative, Managerial and Professional (SAMP)
employees I have provided up to a 7% combined cost of living and
merit pay adjustment.
3. Changes in operating costs, internal service charges and capital
equipment acquisitions based on department directors' estimates of
actual budget requirements.
A special caution in reviewing the estimated 1990/91 costs: the 1989/90 adopted
budget reflects only 98% funding for full time salaries based on the 2-3% salary
savings that usually occurs due to natural attrition and employee turnover. The
1990/91 budget is fully funded for salaries due to a trend to lower than usual
position vacancy rates and the conservative 2% estimate for union cost of living
adjustments.
As a benchmark, the Consumer Price Index (Cpr) released by the Department of
labor increased 4.6% in calendar 1989, the CPI for the Tampa / St. Petersburg
I Clearwater area rose 3.4% in the same time period; the Municipal Cost Index
(MCr) published by the American City & County magazine in February increased
3.5% over the previous year.
Policy Proposals
Revenues
Stormwater Utility
The Federal Clean Water Act mandates that communities of 250,000 population or
greater prepare and seek State/Federal approval for stormwater management plans,
capital improvement plans, and self-sufficient funding mechanism to be responsive
to newly established Federal permits for stormwater control by February 1990.
Communities of 100,000 or greater (Clearwater) are required to meet these same
requirements by February 1991. Cities and counties throughout Florida are meeting
this Federal mandate through the implementation of stormwater utilities. The most
significant revenue producing proposal included in this budget for your
consideration is the concept of a stormwater util ity for Clearwater to be
supported by user charges and implemented on January 1, 1991.
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City Manager's Transmittal Letter
Recommended Service Options
May 2, 1990
This implementation date will allow the City to react to some immediate needs
for drainage work, including improvements in Stevenson Creek, environmental
mitigation projects through the City, and the preparation of a master stormwater
management planning document called for in the City's comprehensive plan. This
implementation date will also allow the City to act responsibly to Federal permit
mandates as they are applied either to greater Pinellas County in 1990 with its
population greater than 900,000 or singularly to the City of Clearwater in 1991
with its population greater than 100,000.
Certain costs currently included within the Publ ic Works and Parks and
Recreation General Fund budgets are recommended for allocation to the new utility
and paid for by the new revenue source rather than the ad valorem tax supported
General Fund. (If th;s fee is effective January 1, 1991, an estimated $690,000
of General Fund costs could be re-allocated to the new Ut;l;ty.) These fees would
be assessed on a 11 deve loped property, (without the various exempt ions that
constrain the property tax base) and therefore are more equitable in matching
costs and benefits of the mandated water treatment programs.
A stormwater utility is defined in Florida Statutes as a method for funding
lIa storm,vater management program by assessing the cost of the program to the
beneficiaries based on their relative contribution to its need. It is operated
as a typical utility which bills services regularly, similar to water and
wastewater services.1I
Gas System Transfer
The Commission adopted policy to transfer 4.5% of prior year gross revenues to
the General Fund is continued for the Water, Sewer and Sanitation Fund. It is
recommended that the 4.5% transfer from the Gas system continue and be increased
further by an additional $500,000, thereby providing another significant revenue
enhancement to the General Fund.
Other Revenues
Several less encompassing new fees are proposed throughout the service options:
We are proposing the creation of a new user fee supported enterprise fund
to account for the activities of our ~o~tract programs within the Parks
and Recreation Department. (Pg~ ,S-S-
A fee for the use of the meeting rooms at the Libraries (similar to the
current fees for the use of Parks and Recreation facilities) is proposed
with an exemption for City related groups. (Pg. 165t I~J
A nominal but new fee to place vendors on the list to receive applicable
bids is proposed within the Purchasing Division. (Pg.~ 9;<
A $1.00 processing fee is recommended for the handling/processing of
resident recreation and library cards.
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City Manager1s Transmittal Letter
Recommended Service Options
May 2, 1990
Ad Valorem Tax Rate
At our preliminary budget policy worksession on April 9, we discussed at length
the constra ints on our current revenues and potenti a 1 expend iture increases
including salary adjustments, other employee benefits, and federal and state
mandated programs (i.e. stormwater treatment).
Although it is too early in the budget process to precisely determine a
recommended ad valorem millage rate, it is my intention to propose a rate that
will also provide sufficient monies to supplement the General Fund reserve
account (surplus), returning the balance to the Commission goal of 10% of
budgeted expenditures. After potential mid year budgetary adjustments that have
been discussed with the Commission (actuarial computed increased contribution
to the employee pension plan and Police union agreement on salaries and fringe
benefits for sergeants and lieutenants), our preliminary estimates indicate that
the $ 1,123,080 generated by .3 mill would be sufficient to provide these
contingency funds.
All these combined impacts (returning surplus to 10%, increasing contribution
to the pension, funding union negotiated increases, providing salary adjustments
for fiscal 1990/91, increased employee benefit costs and funding for recommended
program enhancements) have a potential budget impact equal to approximatelY~7
mill in ad valorem taxes.
Expenditures
The recommendations included in this budget provide for a basic continuation of
current levels of service and some enhancements. No major program eliminations
are proposed. The service enhancements include a total 28.25 Full Time Equivalent
(FTE) additional positions (19.25 General Fund, 9 Enterprise Funds) in the
following program areas:
1.
15 new public safety positions (14 within the Police Department, and
1 in Planning and Development for support to Building/Code
Enforcement);
9 public health related positions (6 Sanitation recycling and roll
off programs; 3 Sewer System, Lab and AWT Plant operations);
2.5 positions to support Commission approved projects: Infrastructure
tax projects and Courtney Campbell Causeway beautification;
1 position in personnel record keeping;
.75 positions in the Library.
2.
3.
4.
5.
See the summary chart for all major enhancements following this letter.
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City Manager's Transmittal Letter
Recommended Service Options
May 2, 1990
Following are brief highlights of the major service changes in each department
and page references for additional detail:
City Clerk (Pg. 57)
Development of a citywide micrographic program.
Personnel Department (Pg. 63)
Modification of counter hours for accepting employment applications and the
addition of one Personnel Assistant position to assist in training, tracking
new state and federally mandated commercial driver's licenses and record keeping
duties.
PlanninQ and Development (Pg. 69)
Two additional positions: an additional permit specialist position and a clerical
position for Code Enforcement. Recommended enhancements also include an
additional vehicle for Code Enforcement and hand held computers for the
construction inspectors.
Department of Administrative Services (Pg. 81)
Funding for the development of the Financial Information Computerization project
(FInance Division); and (Pg. 89) Phase one of the City Wide Network linking the
currently independent computer systems in various departments.
Police Department (Pg. 100)
Add 11 Officers, and 3 Full Time Equivalent (FTE) communication operators.
Add mobile digital terminals in vehicles.
Public Works. EnQineerinq Group. Water Pollution Control (Pg. 119)
Add three pos it ions for operat ions at the mandated Advanced Waste Water Treatment
Plants.
Public Works Utilities Group. Sanitation (Pg. 127)
Add 3 positions for the curbside collection recycling program; add 2 positions
to begin the commercial roll-off service and add 1 position for administrative
support of the recycling program. All of these positions would be funded from
savings ;n the tipping fees due to recycling, the revenues generated from
recycling, or the revenues to be generated from the roll off service.
Parks and Recreation (Pg. 155)
Consideration of the establishment of a separate Enterprise Fund to account for
the activity of contractor led classes; the addition of 1.5 FTE for maintenance
of projects built with Penny for Pinellas funds; Add funding for Center
Foundation costs; and, an additional 1 position for the maintenance of the
Courtney Campbell Causeway.
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FOREWORD
The City of Clearwater's annual budget is a public policy process resulting in
the fiscal plan for the allocation of municipal resources in the accomplishing
of specific programs. The process includes the active role of the elected city
officials through establishing priorities and service levels in the Service
Priorities phase; the City Manager recommended allocation of City resources in
providing these services; the input of citizens through the publ ic hearing
process; and, the adoption of the budget by the City Commission.
City Manager's Recommended Services
The Service Options are the beginning of the cycle in the City of Clearwater's
Budget process. Approximately six months before the beginning of the fiscal year,
financial and budgetary policies and priorities of the City are determined in
a series of worksessions involving the City Commission, the City Manager and his
staff.
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The municipal services currently provided to the citizens, staff recommended
enhancements or changes to those services and options for budgetary reductions
are presented for Commission discussion.
The Department Directors evaluate all services currently being provided and
describe these programs in broad terms as the base level departmental services.
An est imate of the costs of these serv ices in the next f i sca 1 year is then
calculated to provide a preliminary expenditure budget and an early indication
of the effect of ri sing costs on the City's Budget if the status quo is
maintained.
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Current services which are of lowest priority, least essential to the
department's major program responsibilities, or provide a level beyond the
genera 11 y accepted norms for mun i c i pa 1 serv ices are descr i bed in i nd i vi dua 1, se 1 f
contained option packages. These options provide the City Commission with
distinct choices and decision points for balancing cost increases and service
reductions.
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Similarly, Departments proposing new services or expanding the current level of
service have described these enhancements in option packages to be considered
by the Commission and weighed against the increased costs of maintaining the
status quo in services, or selecting reductions in one or more of the
non-essential services.
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This phase of the budget process results in the determination of City service
levels by the elected officials and provides the initial direction to City staff
in the formulation of the proposed 1990/91 Budget.
Preliminary Budget (City Manager's Recommended Budget)
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Based on the direction received from the City Commission, the City Manager and
the Department Directors cost out the service programs and through a reiterative
process selectively eliminate or reduce specific programs until the budget is
at a level the Commission deems acceptable.
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Except for the treatment of encumbrances in the Genera 1 Fund, wh i ch are
considered as budgetary expenditures in the year of encumbrance, the General
Fund budget is prepared and adopted by the Commission on a basis consistent with
generally accepted accounting principles (GAAP) and all non-encumbered
appropriations lapse at year end. Budgets for the Enterprise and Internal Service
Funds are prepared, with minor exception, on a cash appropriation basis.
Pro-forma modified accrua 1 bas i s statements for the Enterpri se Funds are i nc 1 uded
in the Budget Document to provide projections of results of operations and
financial condition in a manner consistent with the audited annual financial
report.
A 1 though fi nanc i a 1 data are presented on a li ne item and major expend i ture
category basis for each department or significant division, the level of
budgetary control (that is the level on which expenditures may not legally exceed
appropriations) is the individual fund. In accordance with the provisions of the
Clearwater Code and the Ordinances adopting the Budget, the City Manager may
amend administratively the adopted budgets within the following parameter:
At any time during the fiscal year the City Manager may for reasons
of economy or efficiency, transfer part or all of any unencumbered
appropriation balance among programs within an operating fund,
provided such action does not result in the discontinuance of a
program. Such transfers must be included in the next budget review
presented to the City Commission. Upon detailed written request by
the City Manager, the City Commission may by ordinance transfer part
or all of any unencumbered appropriation balance from one fund to
another.
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As established by administrative policy, department directors i~ay transfer money
from one operating code to another within a division without a formal written
amendment. Formal requests for amendments are required for transfers in personal
service codes, capital expenditures, interfund transfers and reserve accounts
which are mandated by specific bond covenants.
All Commission adopted budgets are integrated into the formal accounting system
to allow for monthly comparison of projected and actual experience for all funds
for which budgets are adopted.
Fund Accounting
The accounts of the City are organized on the basis of funds and groups of
accounts, each of which is considered to be a separate accounting entity. The
various funds are grouped by generic type and three broad fund categories in the
financial statements: Governmental, Proprietary and Fiduciary Fund types. The
Annual budget addresses only the Governmental and Proprietary groups and does
not control resources that are managed in a trustee or fiduciary capacity. The
funds included in the budget are:
Governmental Funds
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Governmental type funds account for those traditional governmental
activities financed primarily from tax revenues. The governmental funds
of the City include:
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General Fund
The General Fund is used to account for the receipt and expenditure
of resources traditionally associated with local government and
which are not required to be accounted for in another fund. These
resources are provided primarily from taxes and are used to provide
services which are deemed not susceptible to a user charge financing
method.
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Special Revenue Funds
Special Revenue Funds are used to account for revenues derived from
specific sources and are required by law or regulation to be
accounted for separately and spent for part i cu 1 ar purposes. The
major revenue sources for this fund type are: ad valorem millage
proceeds restricted for road and drain improvements, impact fees,
intergovernmental grants, court proceeds and donations.
Debt Service Funds
Debt Service Funds provide separate accounting records for all debt
interest, principle and reserve requirements for all General Long
Term Debt. (Liabilities and debt service of proprietary funds are
reflected in the specific fund.)
Specific budgets are not adopted for the Debt Service Funds but the
appropriations are included as Non-Departmental Debt Service
expenditures of the General Fund.
Capital Projects Funds
Capital Projects funds are utilized to account for resources used
in the acquisition and construction of capital facilities and fixed
assets. The appropriation of annual transfers to the Capital
Improvement Funds are included in the budget of the specific source
fund, while budgets for the Capital Projects Funds are adopted on
a mu 1 t i -year program bas is and do not 1 apse at year end. (See
discussion of Capital Improvement Program on Page 5 for additional
information on Capital Project budgeting.)
Special Assessment Fund
The Special Assessment Fund is utilized to finance and account for
construction of improvements that are to be paid for wholly or in
part by the benefited properties. Since these projects are
determined throughout the year and individually approved by the
Commission, an annual budget is not adopted for this fund.
Proprietary Funds
Proprietary Funds are used to account for the City's ongoing organizations
and activities which are similar to those often found in the private
sector. The Proprietary Funds of the City are:
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specific objective from the Clearwater Comprehensive Plan is referenced; and,
future operating costs are estimated for Commission information.
The Commission reviews the project requests in a workbook format, and after
public hearings and appropriate modification the budgets for the Capital
Improvement Program and Special Program Fund are adopted on a multi-year
completed program basis, where budget appropriations do not lapse at year end
but may extend across two or more fiscal years.
Public Participation
Public Participation in the budget process is encouraged by the City Commission,
and two public forums have been scheduled on the 1990/91 Budget in addition to
the two public hearings required by state law for the adoption of the budget
ordi nances. Shortly after the Manager I s Recommended Servi ces Book has been
released to the Commission (early April), a Town Meeting focuses on Budget input
from the citizens and encourages comments on the staff proposals. A second forum
has been scheduled for citizen participation after the release of the
preliminary budget and the proposed ad valorem tax millage rate (early July).
The mandated public hearings for ordinance adoption (September) complete the
process of citizen participation in the budget cycle.
An additional degree of public participation in the budget formulation is
provided by the Commission appointed Budget Advisory Committee. The committee
meets throughout the year reviewing various City programs, user charge rate
structures, and financial policy formulation and provides recommendations to the
Commission.
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A flyer (to be included in City Utility Bills) and a IIBudget in Brief" summarize
budget highlights especially in relation to the ~eneral Fund and ad valorem tax
levies, and include a message from the City Manager inviting participation in
the scheduled Public Hearings.
Award for Distinguished Budget Presentation
The Government Finance Officers Association of the United States and Canada
(GFOA) presented an Award for Distinguished Budget Presentation to the City of
Clearwater, Florida for its annual budget for the fiscal year beginning October
1, 1988.
In order to receive this award, a governmental unit must publish a budget
document that meets program criteria as a policy document, as an operations
guide, as a financial plan and as a communications medium.
The award is valid for a period of one year only. We believe our current
1989/90 budget continues to conform to program requirements, and have submitted
it to GFOA to determine our eligibility for another award. We also intend to
submit the 1990/91 Budget for program consideration.
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Capital Expenditures -
An expenditure which leads to the acquisition of
a physical asset with a cost of at least two
hundred dollars (up to $25,000) with a useful life
of at least one year.
Capital Improvement
Project Budget -
A long range plan for the construction of p~ysical
assets such as buildings, streets and sewers.
Capital Improvement Projects (CIP) cost in excess
of $25,000 and have a useful life of at least five
years.
(a.k.a. Deflated Dollars; Real Dollars) An
expression of purchasing power, determining the
amount of money necessary to purchase goods and
services today (or a given year) relative to the
amount it would take to purchase the same goods
and services during a base year.
An obligation resulting from the borrowing of money
or the purchase of goods and services.
The payment of principle and interest on borrowed
funds and required contributions to accumulate
monies for future retirement of bonds.
Constant Dollars -
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Debt Service -
Demography
(Demographics) -
The statistical study of human populations,
especially as they relate to density, distribution,
and vital statistics.
Encumbrance -
An amount of money committed for the payment of
goods and services not yet received.
Independent funds used to account for ongoing
organizations and activities which are supported
primarily by user charges. The Enterprise Funds
of the City are the Utilities Funds: Water,
Sanitary Sewer, Gas, and Sanitation;
Marina,Parking, Airpark, Pier and Clearwater Pass
Bridge.
Payment for goods and/or services provided.
Clearwater's expenditure categories encompass the
following:
Expenditures relating to personnel and associated
costs (e.g., medical/life insurance, pension,
social security, workers. compensation, etc.)
Various costs incurred in the operation of a unit
of government, including office supplies, travel,
postage, equipment rental, subscriptions, etc.
Enterprise Funds -
Expenditure -
Expenditure Categories
Personal Services
Operating Expenses
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Governmental Funds -
Funds primarily used to account for tax-supported
services (as distinguished from those services
supported primarily from user charges). The five
governmental fund types are the general, special
revenue, debt service, capital projects and spec ia 1
assessment funds.
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revenues and payments in lieu of taxes.
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Funds -
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Funds established to finance and account for
services and commodities furnished by a designated
department to other departments within the City
or to other governmenta 1 ent i ties on a cost bas is.
Internal Service Funds include: Garage Fund,
Administrative Services Fund, General Services Fund
and Central Insurance Fund.
Debt with a maturity of more than one year
including General Obligation Bonds, revenue bonds,
special assessment bonds, notes, leases and
contracts.
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Millage -
The tax rate on real property which generates ad
valorem revenue. The millage rate is established
annually and is based on $1 per $1,000 of taxable
value.
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Operating Budget -
Plan of current expenditures and the proposed means
of financing them. Operating expenditures include
salaries, supplies, employee travel, postage,
current debt serv i ce and transfer. (See Expend i ture
Categories.)
An average per person estimate of a given factor.
Used to account for the City.s ongoing
organizations and activities which are similar to
those often found in the private sector operating
on a "for profit" basis. These include the
Enterprise and Internal Services Funds.
Income received by the City. These are receipts
which increase a fund.s financial resources. They
exclude: interfund transfers, debt issue proceeds,
increases in liabi 1 it ies and contribut ions of fund
capital in Enterprise and Internal Services Funds.
Compulsory contributions collected from the owners
of property benefited by specific publ ic
improvements (paving, drainage, etc.) to defray
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Proprietary Funds
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CITY OF CLEARWATER, FLORIDA
Financial Policies
POLICY:
General Fund Surplus -
In an effort to ensure adequate financial reserves, the City has determined
that a General Fund Surplus equal to 10% of the subsequent year1s budgeted
expenditures shall be maintained whenever practical. Should funds in excess
of 10~ be available in any fiscal year, these funds shall be identified
as available, and may be appropriated for specific Capital Improvement
Projects or used to reduce the subsequent year1s ad valorem millage.
It has been determined that this fund shall be maintained as a contingency
fund, and appropriated only in cases of emergency or urgency to meet
unanticipated financial needs.
POLICY:
Balanced General Fund Budaet -
The City Manager shall submit, and the City Commission shall adopt, a
balanced annual budget for the General Fund.
Other Funds' Budaets
Revenue budgets may exceed expenditure budgets except in General Funds,
which must balance. However, expenditure budgets may never' exceed available
resources ..
POLICY:
Lease Purchase of Major Capital Acauisitions -
When fiscally advisable and when consistent with contractual obligations,
the City shall lease purchase all capital items which have a monetary value
of at least $25,000 and a minimum life expectancy of five years. The debt
service on lease purchase ite~s shall be paid by the user department.
POLICY:
Non-Resident Fees far Services -
As to individuals, corporations and other legal entities not owning real
property within the City: For all services or facilities provided from the
support of the Gener'al Fund, the City shall charge a fee for said
services/facilities which approximates the amount of support paid by
property-owning residents.
POLICY:
Road & Drain Millaae
A specific annual allocation of Ad Valorem revenues shall be used to fund
the various activities associated with roads & drainage. This millage was
originally set at .307 mills in FY 1978-79, and has been revised annually
to generate adequate revenues to maintain this program. In April 1987, the
City Commission adopted a policy to provide that the annual Road & Drain
Millage levy shall be established at the level of .4693 mills until
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otherwise modified. The .4693 mills generated $1,633,345 in 1988,
$1,694,420 in 1989, and $1,739,505 in 1990.
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POLICY:
Buildina Permit Charaes -
Fees charged for Building and other permits shall be established at levels
which will attempt to recover the costs of the Building Department
(exclusive of any costs reimbursable from sources other than City funds).
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POLICY:
PACT
A mi 11 age levy necessary to generate $400,000 wi 11 be assessed and
designated annually for the support of the Richard B. Baumgardner Center
for the Performing Arts, and Ruth Eckerd Hall, operating under the
administration of PACT, Inc.
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POLICY:
Pro rietar Enter rise Funds-
All Proprietary Enterprise Fund operations shall be self-supporting, and
shall pay administrative and other appropriate service charges to General
Fund Operations for support at a level determined by the City Commission.
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POLICY:
Utility Transfer Payment -
The Utility System shall annually transfer to the General Fund an amount
determined appropriate to be considered reimbursement in lieu of taxes.
April 1989 policy adopted by Commissioners established this rate at 4.5%
of prior-year gross revenues. This proportionate rate was adopted to
accommodate growth, and replaced prior years' policy of a prescribed dollar
contribution ($750,000 in fiscal year 1986; $750,000 in fiscal year 1987;
$780-,865 in fiscal year 1988; $797,720 in fiscal year 1989; $1,772,870
in fiscal year 1990).
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POLICY:
Interfund Administrative Charae
An allocation shall be made annually distributing the costs for
administrative support departments among all operating departments. This
distribution shall be proportionately based on the operating department I 5
annual budget, and shall not be charged to General Fund departments.
POLICY:
Interfund Other Service Charaes -
The cost of services provided to Proprietary Fund Departments by General
Fund Departments shall be charged to, and paid by the user department.
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SOCIO-DEMOGRAPHIC STATISTICS
Clearwater Population
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_ Population
\ I ·
~\ I '.,
111-t11'lii.llh.
Thousands
o
150
126
o
26
100
76
o
50
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1980
81
82
83
84 85
Year
86
87
88
1989
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Source. Ccmprehlln.lve Annuli
Report 1989
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Inflation
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Consumer Price Index
140
120
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1,<' ~
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100
8
80
'~0
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The Conlumer Prloe Index (cplI
mel'/Jrel Inflation agaln.1 a
IPOOlllc ~clnl In time. Tne
..oll,.,ent-CPI- UI., ,July. 31, .1983.
a. t~ ba" pOint 01 100.
40
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81
82
83
84 85
Year
86
87
88
1989
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CITY EMPLOYEE GROWTH
I - Clearwater Employe.. I
Thou.and.
2
1.5"
0.5
o
11i180
81
82
83
84' 88
Vear
Tab" XVI, "Mlle.llan.ou. Fact. September 30, 11i181i1.
88
87
,',
:.:t:;.
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Clearwater Employee.
t?llllJ per 100 R..ldent.
~":',L::;.: ". :,~;,:,;;:,,:, .. <
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t...., f"')~\' , -'':'' ut- "!"'("v,t"':h'"
Employees
2
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0.5
o
1980
81
82
83
84 88
Vear
88
87
88
Methodr Number of Municipal
Employ.../Popu latlon . 100
I ~ Clearwater R..ld.nl. "I
Thou.and.
150
128
100
715
50
215
o
1980
81
82
83
804 85
Vear
Table XII, "Demogr.phlc SlallallcI La.1 Tan Yea,..
811
87
88
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Clearwater's Trend
L!:::
The Clty's trend continues to be
very positive, including no
significant growth in the number
of employees since 1977.
~
rr=
1981i1
11i181J
Source: Comprehenalve Annual
Flnlnclll Report 1980-89
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PROPERTY TAX
LEVY & COLLECTIONS
I rllll2I Proplrty Tax LIYl/ ,
PIrCIflI
- 01 LI'IY Unco'"oted
Mllllonl
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111
2 .....",
10 .
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83
Mathods Aotual Collaotlonl/Proparly Tax
Lavy . 100
I ~ Aclual ColllaUonl ,
Mllllona
20
Clearwater's Trend
As the ch~rt above shows, the
percentage of uncollected property
taxes rose between 1982 and 1987
(attributed to the Church of
Scientology litigation), then
declined in 1988.
15
10
laeD
a1
12
83
1I4 811
~.,
88
87
a8 111811
Levy vs. Collections
_ Proplrty Tax Lavy _ Aclual CollIOtlonl ~
Million.
lIO
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10
1aao
111
02
87
811 188St
83
1I4 1111
~ar
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slouroe: Comprehensive Annual
F nanolal Report 1989.
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Boure.: Oomprehenalve Annual F Inanolal
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'Combln.d Statem.nt of R.venu.a,
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8ouro.z Oomprah.ntlv. Annual Financial
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EXPENDITURES PER CAPITA
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IClearwater Population
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City of Clearwater Comparative Data
Piacal Years 1981 - 1990
1981 1982 1983 1984 1985 1986 1987 1988 1989 1990
---------- ---------- -------.-- ---------- -----.---- ---------- ---------- ---------- ---------- ----------
l1ACTUAL DAT~
Taxable Valuation (000) 1,590,467 2,005,452 2,381,380 2,545,554 2,749,855 3,036,918 3,398,107 3,663,567 3,800,552 3,901,678
Ad Valorem Taxesl
General Fund 6,832,262 8,189,875 7,707,382 9,304,024 9,878,696 11,325,934 12,868,935 15,768,605 16,719,255 17 ,164,130
Road , Drain Projecta 1,233,500 1,325,000 1.461,530 1,276,424 1,378,500 1,529,410 1,51.5,000 1,663,345 1,694,420 1,739,505
Lea.a Prior 'Year Collection -10,000 -10,000 15,620 -15,000 -15,000 -30,000
Total Ad Valoreu Proceed. 8,055,762 9,504,875 9,184,532 10,565,448 11,242,196 12,855,344 14,383,935 17,401,950 18,413,675 18,903,635
Balf Cent Sale. Tax Revenue 1,940,660 1,998,879 2,525,395 2,~90, 300 2,627,400 3,300,000 3,570,000 3,763,850
Millage Rate 5.331 4.905 4.060 4.369 4.303 4.456 4.456 5.000 5.100 5.100
popu1ation 87,778 90,238 91,879 93,648 9.5,330 97.882 99,124 99,866 101,082 104,296
Total. General. Fund 25,001,447 28,253,795 31,378,294 35,021,693 36,726,6.52 40,511,770 44,148,315 46,019,295 49,634,245 52,37.5,640
IV
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General l1und + Road , Drain 27,422,386 30,829,757 32,839,824 36,298,117 38,105,1.52 42,423.840 45,663,315 47.682,640 51,328,665 54,115,145
COHPARA.TIVB DATA
Per Capita - Ad Valorem Taxa. Levied 91. 77 105.33 99.96 112.82 117 . 93 131.34 145.11 174.25 182.17 181.25
Per C~pita - General Pund 284.83 313.10 341. .52 373.97 385.26 413.88 445.38 460.81 491.03 502.18
Porcentage of Cenera1 PWDd RevenUR
Provided by Ad Valorem TaxiS 27.3% 29.0% 24.6% 26.6% 26.9% 28.0% 29.1% 34 .3% 33.7% 32.8%
STAfiSnCAL DATA
Annual changen
Millage rate -8.0% -17.2% 7.6% -1.52 3.6% 0.0% 12.2% 2.0% 0.0%
Popu1ation 2.8% 1.8% 1.9% 1.82 2.7% 1.3% 0.7% 1.2% 3.2%
Total General Pund 13.0% 11.1% 11.6% 4.92 10. 3% 9.0% 4.2% 7.9% 5.5%
Per Capita Ad Valorem 14.8% -5.1% 12.9% 4.52 11.4% 10.5% 20.1% 4.5% -0.5%
Per Capita General Fund 9.9% 9.1% 9.5% 3.02 7.4% 7.6% 3.5% 6.6% 2.3%
CUlIIUla ti ve Change 81
Killage ba.e -8.0% -23.8% -18.0% -19.32 -16.4% -16.4% -6.2% -4.3% -4.3%
Population baae 2.8% 4.7% 6.7% 8.6% 11 .5% 12.9% 13.8% 15.2% 18.8%
Per Capiea/Ad Valorem ba.. 14.8% 8.9% 22.9X 28.5% 43.1% 58.1% 89.9% 98.5% 97.5%
Per Capita/General Pund ba.. 9.9% 19 . 9% 31 . 3% 35.32 45.3% 56.4% 61.8% 72.4% 76.3%
Total Cenoral Fund ba.. 13.0X 25.5% ~Q.l% 46.9% 62.0% 76.6% 84.1% 98.5% 109.5%
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SUMMARY OF REVENllE SOlJRCES AND CURRENT CONDITION
as of September 30, 1989
Saurce of ReverlJe
Property tax: sales tax: franchise fees:
utility taxes: license and penult fees:
fines, forfeitures. and penalties:
Intergovernmental: charges for current
services; use and sale of City prop-
erty; Interfund administrative. utility
transfer, and other service charges: and
miscellaneous.
.4693 mill of ad valorem taxes budgeted
In FY 1989/90 per direction of City COOl-
miss ion.
Applicants for new buildings and struc-
tures based on I1UIlber of units and/or
square footage.
Fees are applicable to new residential.
deve lopment. annexat ion, or expans Ion of
existing residential development re-
sulting in fewer than eight dwelllllg
units. The fee is $200 per dwelling
un It.
Open space impact fees are assessed
based on the rat 10 between public open
space and developed land within the
city. The asses~nt is equal to 4% of
the net land area to be developed.
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Restrictions on Use
Discretion of City Commission.
Directly support street maintenance: new
street construction: storm drainage:
sidewalk construction: and traffic
signal Installation and renovation.
Hust be used exclusively for construc-
tion of roads: public transit
facilities: and stonm drainage in the
City to Include actual construction
costs, acquisition of rights-of-way.
construction of sidewalks, curbs, drain-
age structures. and signal installttion.
Funds shall be expended to benefit the
areas In which they are collected for
pub lIc recreat ion purposes. The standard
of expenditure of funds shall be within
a one mile radius of collection.
Funds shall be expended within a 1.5
mile radius of the assessed properties.
Funds shall be expended to purchase fee
simple Interests, open space easements,
or equ iva lent less-than-fee Interests to
secure open space to benefit the owners
of the assessed properties.
~
Current Cond Itton
1989/90 budgeted revenue In excess of
$52 million: however, these monies are
used to fund the operating expenses of
a 11 departments-excluding the enterprise
funds. The 89/90 budget includes ap-
proximately $745,310 for specific CIP
projects. with funding provided by prior
year surpluses/fund.
Po 1 Icy has now been estab 1 ished such
that .4693 mill of ad valorem taxes will
be designated each fiscal year for Road
and Drain millage regardless of the
amount of the resu lt I ng revenues.
1989/90 budget and expenditures
established at $1.775,000.
The balance as of 9/30/89 Is ap-
proximately $627.000 with $300,000 of
estimated revenues In FY 89/90. $860.000
Is appropriated by COOIIlhs ion act Ion for
specific projects during fiscal year
1989/90.
The reserve balance as of fiscal year
end 9/30/89 is approximately $85.000
with $25,000 appropriated by COOIIllssion
action for specific projects during
1989/90.
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The reserve balance as of fiscal year
end 9/30/89 Is approximately $1,280,000
with $83.000 appropriated by Commission
action for specific projects during
1989/90.
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SUMMARY OF REVENUE SOURCES MID CURRENT CONDITION
as of September 30, 1989
Funding Tit le
Source of Revenue
Recreatioo Land IlIpCIct Fee
Fees are applicable to new residential
deve lopment, annexat ion, or expans ion of
existing residential developnent result-
ing in eight dwell ing units, or IOOre.
The fee is based upon 150 square feet
per dwe 11 ing unit au lt ip Hed by the cost
of the land being developed.
Persons who develop and redevelop less
than 3 acres may pay lOOnies in lieu of
providing a retent 10n pond for stann
water runoff.
Drainage IlIIpilct Fees
N
~
Transportatioo IlIpiIct Fees
Appltcants for building permits based on
established standards for trip genera-
tion. Levied by Pinellas county, col-
lected by the City. After," acbinis-
tration fee, prcceeds are divided by
City and County.
GasoltneTax
(Additional 4 cent per gallon)
County levied on sale of gasoline within
Pinellas County.
Unreserved. Undesignated Fund Balance
Interest earned on Special Development
Fund lOOnies being held for prior and
current year CIP projects.
Interest earned on unspent General
Obligation Bond funds.
Interest Reveille Fund
ec-.antty Develos-nt Block Grant (ClEG)
Federal Government, U.S. Department of
Housing and Urban Development.
CcIDaIntty Redeve~opett Agency
Ad valorem tax-increment for the
downtown area developnent.
Restrict ions on Use
Funds shall be expended to benefit the
areas in which they are collected for
public recreation purposes. The standard
of expenditure of funds shall be within
a one mile radius of collection.
Directly support ponding, drainage
channels, etc. throughout the City to
Improve stann drainage.
Used exclusively for construction of
roads included in HPO plan.
By interlocal agreement for specified
construction of transportation improve-
ments, Including roads, mass transit and
computerized signal system.
Discretion of City Commission.
Not restricted by bond issue. Recom-
mended uses for capital projects in
relation to GOB generating the interest.
Des ignated geograph Ica 1 areas of C tty
primarily for housing and neighborhood
Improvements.
Spent with In the downtown area as deter-
mined by City Coomlsslon.
CuJTellt Cond it ion
The reserve ba lance as of f Isca 1 year
end 9/30/89 is approx imate ly $545.000
with $134,500 appropriated by Commis-
sion action for specific projects during
1989/90.
Uncommitted balance as of year-end
9/30/89 is approximately $195,000 with
$190,000 appropriated by Commission
action for specific projects during
1989/90.
Uncommitted balance at fiscal year end
9/30/89 is approximatell $428,000.
Anticipated receipts of ~600 ,000 are
expected in fiscal year 1989/90 with
$325,000 appropriated by Commission
action for specific projects during
1989/90.
Pinellas County issued bond with
proceeds for initial 5 year period
pledged for repayment.
Uncommitted balance at October 1, 1989
was approximately $1,000,000.
Fund balance as of 9/30/89 is
approximately $172,000.
1989/90 funding Is approximately
$722.000.
Anticipated revenrles in fiscal year
1989/90 are approximately $915.000. The
City COI11llisslon, as the COOIllInlty
Redeve lopment Agency. approves the
budgeted expenditure of these trust
funds.
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DEPARTMENTAL REDUCTION OPTIONS
Department:
City COOlnission
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Payment to Outside Organizations
Cash
Contribution
The Florida Orchestra
Fun IN Sun
Jazz Holiday
Advisory Board Dinner
Mr. Clearwater Coffee
Jaycees Fireworks
"This is Clearwater"
Project Self Sufficiency
Sister City Program
Florida League of Cities Ad
Delegation Luncheon
Phillies Dinner
Holiday Festival
Turkey Trot
North Greenwood St. Festival
Martin Luther King Parade
Miscellaneous Activities
$ 10,000
34,680
5,000
5,000
300
4,620
1,700
1,500
1,200
300
500
1,800
.$ 66. 600
31
5 ma
Budget
IqJact
($ Reduction)
In Kind
Service
Costs
100
18,480
11,910
430
140
7,740
780
10
110 "
230
360
4,780
1,650
3,800
2.000
52.520
TOTAL
1990/91
o
FY
89/90
Budget
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Code: 9100
0
FY !., ;
89/90
($ Budget
4,000 ,
Cltyof CItNuwat9r
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
City CODlDission
Increase Travel
Increase Commission travel budget.
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0
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TOTAL 4,000 B
32 0
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Cltyof CIsatwatw
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
Department:
City Manager's Office
..'..-1..~'. .... ~.. !,..'_~.
1990/91
Code:
9211
The City Manager is the Chief
City. The responsibilities of the City
department directors and subordinates; preparation and
budget and financial reports; preparation of reports concerning the operations of City
departments, offices and agencies; and provision of administrative assistance to the City
Commission including recommendations on policies which will benefit the health, safety
and welfare of the City.
Administrative Office
Manager
and Chief Executive Officer of
include: appointment and
administration of
the
removal of
the annua 1
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Current
Budgeted Budgeted Leve1 Budget %
1988-89 1989-90 1990-91 Increa.e
406,050 445,670 471,535 5.8
.53,260 61,120 65,000 6.3
.59,090 66,400 73,040 10.0
13,000 3,000 3,000 0.0
7, 130 8,460 8,460 0.0
0 0 0 0.0
538,.530 584 ,650 621,035 6.2
35
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Per.anal Service.
Other' Opentbg
Int.rnal Service.
Capital.
Debt Service
Tran.afer
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Cityof CIesrwaIBr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
Department:
Internal Audit
basic financial
reconci 1 i at ion,
internal control
1990/91
Code:
9214
Internal Audit provides
inventory test i ng and
operational audits and
audit assistance and coordination of the annual
Manager, Assistant City Manager and departmental
and administrative controls
test i ng of cash
reviews, Revenue
financial
requests.
to include cash and
receipts and di sbursements,
Audits, EDP Audits, year-end
report and spec i a 1 City
. t
Current
:Budgeted Budgeted Leve1 Budget %
1988-89 1989-90 1990-91 Inc:r....
108,290 117,440 129,260 10.1
3,080 3,300 4,600 39.4
4,100 3,730 3,810 2.1
2,1.50 1,250 0 -100.0
1,330 0 0 0.0
0 0 0 0.0
118,9.50 125,720 137,670 9.5
37
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Other Oparatins
Intenal Se~c..
Cap:l.ta1
Debt: Service
'l'raD.Ifer
'1'OTAL
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Cltyof CItNuwBtrH
DEPARTMENTAL FUNCTION AND SERVICES S~MMARY
1990/91
B
Code:
9212
Department:
Affirmative Action Office
It is the
departments
Office to provide timely information to
regulations and policies;maintain accurate
minorities; aggressively pursue employment of
professional positions; and prepare and process
recommendations.
n
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function of the Affirmative Action
concerning affirmative action
statistical information on employment of
qualified minorities in management and
disciplinary actions from departmental
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Current
Budgeted Budgeted Level Budget 1
1988-89 1989-90 1990-91 Increase
98.430 105,990 111,780 5..5
5,230 5,SSO 5,660 2.0
11 , 150 10,440 10,650 2.C
0 0 0 0.0
680 2,660 2,660 0.0
0 0 0 0.0
115,490 124,640 130,750 4.9
39
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Other Operating
Intemal Services
Capi.tal.
Debt Serrl.ce
Tralufer
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department: City Manager's Office/Economic Development
Code: 9216
, ,
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The department is charged with planning and promoting programs and activities to
stimulate economic development in downtown Clearwater.
The department, working with the Downtown Development Board and the Community
Redevelopment Agency, coordinates a comprehensive advertising-public relations program,
acts as liaison between the City and the development community and oversees operations
of the Enterprise Zone and the Tax Increment Financing District.
Personnel from the department serve as staff to both the Downtown Development Board and
the Community Redevelopment Agency. The Downtown Development Board function entails
record keeping, minutes, correspondence and other operations germane to the Board.
Activities of this department are funded totally by the Community Redevelopment Agency.
Current expenditures for the activity of this department are reimbursed to the General
Fund by the independent Community Redeveolopment Agency.
During the next year, the department of Economic Development will work with the
consulting firm selected to conduct the Downtown Market Assessment and translate the
results of the study into developer solicitation packages. It will refine the Downtown
Development Board's media campaign to more specifically target the developers who will
be identified as potential major players in the downtown area and make personal
presentations, using the media packets to developers that express an interest in the
downtown area. Finally, the Department will work to assemble land in the downtown to be
used for development purposes. Attempt to make the advantages of the enterprise zone
more effectively to improve our redevelopment potential. Study expansion of the
enterprise zone.
"
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
It is very difficult to apply "productivity data" to the Economic Development Department. The
activities of the department are incremental and the payoff in the form of development takes
place over a period of several years.
8 1:B
Current
Budget:ed Budgeted Level. Budget: %
1988-89 1989-90 1990-91 Incr_se
Personal Services 64,750 72,970 80,720 10.6
Other Operat:ing 15,760 14,660 14,950 2.0
Internal. Services 4,000 4,050 4, 130 2.0
Capit:al. 4,500 3,500 1 , .500 -57.1
Debt: Service 0 2,660 2,660 0.0
Transfer 0 0 0 0.0
'l'OTAL 89,010 97,840 103,960 6.3
42
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Public
Information
Department
Public
Informotion
Staff
Assistant (.5)
Officer
Graphic Action Switchboord
Communications Center
Manager
Graphic Public Switchboard
*'" Specialist Info Rep (2.5) Ope rotor
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Offset
Dupl Operator
Offst
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Commu nication
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Cityof CI9srwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Information Office
Code: 9215
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The fundamental purpose of the Public Information Office is to promote the City, its
services and programs: through productive media relations, written releases, telephone
communications with media and the public, government and public access television,
special events, citizen inquiries, and other verbal, print and broadcast means.
Public information includes the Public Information Officer, coordinator of mass
communications projects; Graphic communications, which designs, produces and prints most
of the City's publications; the Citizens Action Center, which provides assistance to the
public in person and via telephone, and produces employees newsletter; and the main
Switchboard, which handles incoming calls not directed to a specific office.
The Public Information Officer also is the designated spokesperson during disasters and
emergencies; serves as liaison and consumer advocate for Cable television franchise
parties; and administers the department.
Major projects the Public Information Officer and staff will be involved with during the
next year are the continued production of quarterly public access program, "Clearwater,
Front and Center", and publication of the employees newsletter. It will be in a revised
format to improve appearance and incrase usable space for news.
A premiere bi-monthly City news digest to community, civic, and business leaders, to be
called "Gulf-to-Bay Digestll will be forthcoming along with a citizens response card
program that will randomly be sent to people who have recently utilized City programs and
services as a way to measure citizen satisfaction.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
--'
Citizens Action Center
Calls Handled .......
New Act ion Orders. .... .
Citizens Registered to Vote
Code of Ordinance & ....
Land Development Code Sold
Newspaper Articles Clipped & .
Wri tten Up .........
City Hall Tour Given . . . . .
Special Events/Projects/Reports
Public Relations Advisory/ ...
Planning Sessions .......
Police Survey Planning/Drafting
Staff Employee Interviews
Computer Consultations ..
Training Sessions Taught .
Staff Meetings . . . . . .
* Less than One Years Data
',. ",',
26,710
553
136 *
Walk Ins Handled. . . .
Action Orders Closed .
Media Releases Sent Out
Speeches Written ...
Citizens Given Change . . .
Mail Sorted & Distributed . .
Answering Machine Calls Logged ..
Coordinate & Distribute Newsletter
Emergency Management Planning
Vision Cable and Access
TV Sessions . . . . . . .
Articles Written .....
Training Sessions Attended
Directors Meetings . .
Miscellaneous Requests ..
7,249
414 *
5,531
23 *
370 *
1,274 *
28 *
12
8
18
30
3
11
14
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96
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. .
2.765 *
3
31
30
11
19
6
4
37
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Switchboard Handles 500 calls per day for Police Department and other City departments.
a t:
Current
Budgeted Budgeted Level Budget
1988-89 1989-90 1990-91
%
lncrealle
Peraoaal. S~ell
Other Operating
Internal. Servicea
Capi.tal
Debt Service
Transfer
TOrAL
121,910
1,190
14,960
5,850
o
o
144,510
12.7
56.8
18.5
100.0
-56.8
0.0
19.8
133.210
8,280
20,300
o
3,840
o
165,630
150,135
12,987
24,050
9,640
1,660
o
198,412
. , .1
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Cltyof CI6srwtIttJr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Public Infor~tion/Graphic Communication
Code:
9215
Graphic Communication is staffed and equipped to produce printing of a quality which is
in keeping with the standards of the City. Forms, brochures, booklets, business cards,
programs, posters, stationery and carbon less paper are all within the scope of this
section. The contemporary printing requirements of typesetting, composition, binding
(plastic and perfect) stitching, folding, creative art service, and padding are all
available.
This section also provides copying services at City Hall and City Hall Annex.
!~i~IIIIIIJJil;I'~lfjllll1'fIJI!rl
!~rll~I~I~IJ~~II~J~iJ~II\II~;!I~li:II.....!!;III,:I:I'11',~;~,I~lllj:~;I':llllll~IIII~:;~llll
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
1987
1988
1989
Impressions Produced
4,507.229
7,850.000
8,037,872
Cost/Iqlression
0.0238
0.0582
0.0320
a t
Current
Budgeted Budgeted Level Budget %
1988-89 1989-90 1990-91 Increasll
ParaDD&l. Services 127.680 135.740 147.926 9.0
Othor Dperati.ng 95.940 105.880 108.000 2.0
Internal. Services 0 4.810 4.906 Z.O
Capital. 0 4.000 4.000 0.0
Debt Service 18.740 7,790 7.790 0.0
'l'ran8fer 0 0 0 0.0
TOTAL 242.360 258.220 272.622 5.6
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FY 1989/90
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Debt Service 1.0%
Internal Service 5.5%
Capl tal 2.8%
Persona) Service 50.1%
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Reneet. City Comml..lon Appro.,.d
1989/90 lIudget
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ANNUAL BUDGET COMPARISON
_ Legal
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L
Thousands
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700
600
500
400
300
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1986
1987 1988
Budget Year
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1990
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Badget. 19116-90
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Cltyof CIstuwster
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Legal
9600
Code:
ill
Provides legal advice to the City Commission, the City Manager and City staff; prepares
or reviews all ordinances, resolutions, agreements, easements, and other legal documents
entered into by the City; attends City Commission meetings and work sessions.
Defends legal actions filed against the City, and coordinates actions being handled by
outside counsel; prepares, files and prosecutes all legal actions filed by the City;
attends and provides legal assistance at City board meetings, including the Planning
and Zoning Board, the Development Code Adjustment Board, the Code Enforcement Board,
the Civil Service Board, the Community Relations Board, the Pension Advisory Committee,
and other boards and committees on request; appears on behalf of the City in hearing
officers appeals; participates in the handling of all disciplinary actions and grievances
involving City employees.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
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The operations of the Legal Department do not lend themselves to useful "productivity data."
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Current
Budgel:ed Budgeted Level Budget 1
1988-89 1989-90 1990-91 Increase
Pereoaal Service. 321,000 3.56,670 399.870 12.1
Otber OperatiDs 321,.5ZS :zaa ,800 288.800 0.0
lnt:erD&l Serv:lc.. 34,040 38.870 38.870 0.0
Capital 17,7ZS 20,000 20.000 0.0
Debt Servic. 7,250 7,250 7.250 0.0
Tran.fer 0 0 0 0.0
'1'OTAL 701,.540 711,590 754.790 6.1
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City
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Department
City
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Staff Assistant
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( Receptionist)
Commission Operations Documents
Agenda Assiston t & Records
City Clerk Supervisor
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City Clerk Staff Assistant Staff Assistant
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City Clerk Cen tra I Rec Specialist
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Total Personnel - 10,0
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City of Cl8arwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: City Clerk
Code: 9700
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The City Clerk's Department is the official record-keeping department of the City. All
original documents are attested and kept on file. Site plans are certified and filed and
records regarding liens placed on property for special assessment projects, unpaid
utility bills, minimum housing, lot clearing, and Municipal Code Enforcement Board fines
are maintained. City cemetery records are also maintained, burial permits issued and
cemete' y spaces sold. Another record-keeping function is that of advisory board
memberships in order to inform the Commission of vacancies and nominees. The Records
Management Program is administered by the City Clerk's Department. This program offers
assistance in records retention scheduling, protection of and access to inactive records,
destruction of eligible records and file conversions.
The Clerk's Department is responsible for preparing agendas and packets for the City
Commission, Development Code Adjustment Board, Hearing Officer, Trustees of the
Employee's Pension Fund, Community Redevelopment Agency, Clearwater Health Facilities
Authority, and Municipal Code Enforcement Board; attending the meetings and recording
proceedings; preparing and distributing the minutes: and performing any necessary follow-
up from these meetings. All records relating to these boards are housed in this
Department. Public hearing advertisements for the City Commission, Development Code
Adjustment Board, Planning and Zoning Board and Hearing Officer are compiled and notices
sent out to surrounding property owners. Minutes and documents are filed and indexed and
required documents are recorded at Pinellas County Courthouse. It is hoped in the near
future that the Clerk's Department will become the official depository for minutes of all
City boards.
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Assessment searches are done for title companies. Research of documents and minutes is
done for citizens as well as other departments. Code of Ordinance books, Land Development
Codes and supplements to both are sold, the records maintained and the recipients billed
by the Clerk's Department. An inventory of City property as well as a list of vacated
streets is also maintained.
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Preparing for and conducting the City's General and Special Elections is another
important function of the Clerk1s Department. Employee elections for Civil Service Board
and Pension Advisory Committee are also conducted by this Department.
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*$10,000 of this amount is the transfer of the Code Enforcement Board outside counsel
from the City Attorney's budget to the City Clerk's. It is not included as an enhAncement
and represents 2.1% od the 1989/90 budget.
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Level Budget
1990-91
Budgllt:lld
1988-89
%
Incr_..
Budgeted
1989-90
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Other Operating
lnt:eraal Serv.lce.
Capital
Debt: Service
Tr&ll8fer
'!'OrAL
260.680
96 .830
96.920
2.000
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4~6.430
291,630
99,460 *
85,850
3,000
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100,040
84.160
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Cltyof CIsa1water
DEPARTMENTAL FUNCTION SUMMARY
1990/91
Department:
City Clerk
Code:
9700
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,!:li,I".:I":III,!:,IIII:!,,'I,~'III:':.,llil:!".I'11I,[,:::i:i:I~,il.lllii,::::':I,":i''':''III.:ii.'I..:..1'1":,!I'I::::I.:,,,II,I,I',
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
Advisory Board Letters
Advisory Board Worksheets
Assessment Satisfactions Filed
Assessment Liens Filed
Assessment Search Inquiries
Assessment Search Statements
Assessment Statements
Cemetery-Burial Permits Issued
Cemetery Spaces Sold
Charter Review Committee Meetings
Code Book Sales
Code Enforcement Board Meetings
Code Enforcement Public Hearings
Code Enforcement Board Liens Filed
Code Enforcement Notices Sent
Code Enforcement Orders Issued
Commission Meetings-Regular
Commission Meetings-Special
Commission Public Hearings
Commission Public Hearing Notices
Commission Work Sessions
D.C.A.B. Meetings
D.C.A.B. Public Hearings
D.C.A.B. Public Hearing Notices
Documents (Copies Distributed)
Documents Processed
Documents Recorded
Election Ads
Election letters
Health Facility Notices Sent
Hearing Officer Appeals
Hearing Officer Notices
Legal Ads Prepared
Lot Clearing Liens Filed
Lot Clearing Satisfactions
Lot Clearing Statements
Microfiche (# Strips)
Minutes Generated
Miscellaneous Meetings (DDB, CHF, Town)
Ordinances & Resolutions (# Copies Distributed)
Planning & Zoning Public Hearing Notices Sent
Research Requests
Site Plans Processed
Supplement Notices Send
Supplement Sales
Telephone Calls (Incoming)
Utility Liens Filed
Utility Satisfactions
Utility Statements
Walk-Ins
60
58
20
3
1,385
374
323
50
39
3
42
22
187
4
206
144
24
7
293
2,478
34
24
288
11 ,891
528
514
314
5
34
22
7
314
142
14
27
403
210
108
152
2,395
5,592
49
73
995
447
11,591
6
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4,587
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Cityof CI8IuwalrK
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Code: 990D
Department: Personnel
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The Personnel Department is responsible for recruiting, developing and maintaining a
qualified work force for the City; for selecting employees through valid job-related
selection tests consistent with the merit principle of public employment; for providing
training to develop the capabilities of employees in the ever-changing work place; for
administering a pay and classification plan that enables the City to be competitive in
the labor market and defines the work being done by employees; for developing personnel
practices and procedures to facilitate the efficient and effective management of the City
and to administer these procedures; for advising the City Manager on personnel
administration matters; and for serving as administrative secretary to the Civil Service
Board and administering the civil service rules.
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LJ Functions, Service Level and Objectives: The department's major functions and objectives
include:
Administrative: Provides administrative support to the Civil Service Board, the City
Management and operating departments, and the four divisions of the department. Operates
several conunittees, e.9., Employee of the Month, etc.; participates in collective
bargaining (4 contracts). Advises operating departments on personnel management matters.
Coordinates Employee Assistance Program.
Employment Division: Recruits applicants for 400 job classifications as needed.Identifies
recruiting sources for specialized City jobs, e.g., Spray Technician, Recreation
Instructor-Music, Police Identification Technician, etc. Maintains official personnel
files for 1,600 employees; processes personnel actions, e.g., hires, pay increases, etc.
Training Division: Identifies training needs of City's work force. Develops programs to
meet these needs either as part of joint consortium effort or for Clearwater employees
only. Participated in 147 training sessions for 1,654 local government employees,
including 800 slots for City employees. Also administers Tuition Reimbursement Program.
Pay and Classification Division: Conducts economic research concerning pay and benefits.
Studies jobs to develop definitive job descriptions for 400 job classifications. Audits
jabs to see they are property described and compensated. Develops rules for administering
pay plans. Assists departments in developing and maintaining job classifications. Manages
Department's local area computer network.
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Other Operating
Internal Services
Capital
Debt Service
Transfer
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Current
Budgeted Budgeted Level Budget: %
1988-89 1989-90 1990-91 IncreasB
499,570 495,960 548,140 10.5
75,600 70,530 74,620 5.8
65,940 69,650 71,040 2.0
4,100 2,200 2,200 0.0
6,690 6,690 6,690 0.0
2,700 2,700 2,700 0.0
654 ,600 647,730 705,390 8.9
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. "-':. ..;::."..,.,:",',',.:: ',.'.: ....,.'.:.,'~"c.;j~"~,;:.:::~:.,'~..:~:;..i.~;;..~.~,~.:J.;r..::.~:;~.'.~..:~~;;.+~~_;>:~.~~:~...:...~,:~2;:~;j~t_"~:,_'.,.,:;, ,.~:'t~".; -..:~y;~~;;;~\~~~':~"":)lR,j~._~:-.~ '
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Cltyof CIesrwstsr
DEPARTMENTAL FUNCTION SUMMARY
1990/91
Department:
Code:
9900
Personnel
Manpower and Technical Service: Develops and
(121 in 1989) using professional psychological
and City test validation requirements. Reviews existing tests prior to administration to
assure current job relatedness. Conducts team building meetings. Conducts organizational
development studies as requested by departments. Monitors the Performance Based
Evaluation System. Administers examinations. Conducts job analysis studies.
competitive selection tests
in accordance with federal
administers
standards and
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
1989 1988 1987 1986 1985
Total Individual Tests Administered 1,899 2,694 3,462 3,066 2,653
Job Classifications Tested 121 118 159 128 107
Employment/Promotional Tests 56 74 98 110 65
Revised or Developed
Total Clearwater Employees Trained 800 650 471 902 * 244
Positions Descriptions
Developed/Revised 58 28 73 57 43
*Includes City-wide Public Relations Training
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DEPARTMENTAL ENHANCEMENT OPTIONS
1990/91
Code:
S DIll
Budget
Iq>act
($ Increase)
9900
Department: Personnel
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Budget
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Personnel Assistant
Assist current staff with applicant flow. At present,
professional staff must be called upon frequently to assist
citizens. This distracts from their regular duties. This
person will also assist the Training Manager with classroom
preparation, tracking Federal and State mandated commercial
Drivers License training, and record keeping.
The Personnel Department has experienced an increase in
service demand that is straining its resources. In 1989,the
department distributed 9,348 applications (4.95 per hour)
wh i ch equa 1 s 5 per hour. Outgo i ng correspondence from the
Employment Division total 4,736 letters (2.52 per Hour). A
total of 14,520 incoming telephone calls were handled (7.71
per hour). Employment tests were administered for 66
difference job classifications, and a total of 2,624
applicants were tested.Each of these tests had to be scored
by one of the Personnel Assistants. This equals 1.39 tests per
hour. The work flow has increased dramatically during the
first quarter of 1990. As of April 15, 2,986 applications had
been reviewed and the applicants qualified for tests. This
compares to a total of 3,295 that were returned and reviewed
for all of 1989. At this rate 8,958 applications will be
reviewed in 1990. In 1989,m 2,624 applicants were tested. As
of April 15, 1990, 1,759 had been tested. At the current rate,
5,277 applicants will be tested in 1990 for City jobs. This
work is mainly handled by the three Personnel Assistant under
the superv i s i on of the Emp 1 oyment Manager. The Per sonne 1
Department has not added a position in this area since 1981.
19,140
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department: Planning and Development
Code: 1400
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Community Development: Plan and administer the Federal Community Development Block Grant,
administer local new housing construction program including land acquisition, contract
supervision, home ownership qualification and counseling; administer a residential
rehabilitation program including loan underwriting, work write-up, and contract
compliance; administer distribution of city and federal funds to social service agencies;
provide liaison and technical assistance to Clearwater Neighborhood Housing Service and
Clearwater Housing Authority; administer federal rental rehabilitation grants and Section
312 purchase/rehabilitation loans.
Building Inspections: Primary function and objective is to provide for the public life,
health and welfare in the built environment, through the enforcement of adopted codes and
ordinances. This is done by reviewing plans and applications, issuing permits, processing
complaints, and performing field inspections. The division is comprised of three parts:
1. Permitting: The beginning point, where application is accepted, reviewed for
code compliance,and permit is issued. Permitting is also responsible for
keeping the records of complaints, permits, inspection history, plan review
comments and other related information.
2. Construction Inspections: These are the field inspections to assure that a
structure is built in accordance with reviewed plans and adopted building,
electrical, gas, mechanical, plumbing, energy, handicapped, life safety and
other codes and ordinances.
3. Code Enforcement: This group is responsible for enforcing the city's adopted
ordinances related to minimum housing standards, land use, public nuisances,
and occupational licensing.
The division as a whole is also responsible for providing liaison, staff support and/or
representation to: Building/Flood Board Adjustments and Appeals, Development Code
Adjustment Board, Municipal Code Enforcement Board, and other City departments.
Community Relations: Processing of complaints in employment housing and public
accommodations under City Statute Chapter 99 and pursuant to Worksharing Agreements or
Memorandum of Understanding for the enforcement of (1) Pinellas County Anti-
discrimination statutes, (2) U.S. Equal Employment Opportunity Commission and (3) the
U.S. Department of Housing and Urban Development, for jurisdictions outside of Clearwater
and north of Ulmerton Road. Assist and cooperate with the State of Florida in enforcing
its anti-discrimination laws where applicable. Provide City representation and technical
assistance to community based and social action agencies where designated or delegated.
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*$69,279 of this amount is the estimated personnel services for two employees who were
transferred from the Sanitation Division during FY 89/90. It is not included as an
Enhancement and represents 3.0% of the 1989/90 budget.
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Current:
Level Budget
1990-91
Budgeted
1988-89
Budgeted
1989-90
%
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Persaoal Services
Other Operating
htara.al Services
Cap:f.ta1
Debt Serviee
TrlUUfer
TOTAL
2,065,910 *
178,310
243,180
11,260
19,430
o
2,518,090 *
14.8
2.0
2.0
-72.7
2.0
0.0
10.8
1,799,610
183,960
267,595
24,050
19,045
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2,294,260
1,800,020
174,810
238,410
41,260
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Cityof ClBanNBter
DEPARTMENTAL FUNCTION SUMMARY
1990/91
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Department: Plann;ng and Development
Code: 1400
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Plann;ng Serv;ces:
A. Update, evaluate, implement and monitor the comprehensive plan required by Chapter
163, Florida Statutes;
B. Process amendments to the comprehensive plan, rezonings, annexations, agreements to
annex, conditional use permits, variances, Land Development Code amendments, site
plans, subdivision plats;
C. Coordinate with Legal Department to prepare ordinances to facilitate the
implementation of the comprehensive plan and Land Development Code;
D. Provide liaison, staff services and/or City representation to the following: City
Commission, Planning and Zoning Board, Development Code Adjustment Board, Development
Review Committee, Pinellas Planning Counci 1, Metropol itan Planning Organization, Board
of County Commissioners, Tampa Bay Regional Planning Council, Chamber of Commerce,
various Florida State Departments, citizen/neighborhood task forces, other City
departments and committees, Downtown Deve lopment board, Community Redeve lopment
Agency, and Historic Preservation Committee;
E. Prepare, implement and monitor redevelopment plans and programs, including plans for
downtown Clearwater and for Clearwater Beach;
F. Develop pol icies and programs to encourage annexation of County "enclavesll within the
current city limits.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
10/1/88 10/1/89
to 3/1/69 to 3/1/90
" Coaaunity Development:
, , Total owner-occupied units rehabilitated 13 (4 conbining 9
with CNHS)
Total rental units rehabilitated 2 9
Total new units built 1 1
Total sub-grants administered 8 17
Building Inspections:
Bu i ld i ng I nspect ions 5.040 4,742
Electrical Inspections 1.606 1,376
Plumbing Inspections 1.497 1,223
Mechanical Inspections 926 834
Gas Inspections 314 394
Co~laints 591
Certificates of Occupancy 284 278
MinilOOm Housing 657
Sign Inspections 242
Reinspections and Others 606 413
CDamun1ty Relations:
Hearings/Intakes/ReferraI/Co~laints 150 270
Tota 1 Man Hours 4,400 4,780
Man Hours Per Application 17.6 17.3
Community Coordination
Number of Units (Meetings, etc.) 60 65
Man Hours 120 135
Man Hours Per Application 2 2.1
Planning Services:
Total Applications 253 199
Tota 1 Man Hours 5,213 4,411
Man Hours Per Application 20.6 22.2
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Cityof CI6arw8ter
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
Planning and Development
BUILDING INSPECTIONS
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Add Staff Assistant I Position
Inspectors from four different divisions were consolidated
into one division, with no increase in Staff Assistants
positions. The current Staff Assistant I is already handling
approximately 250 calls per day. Another 75 or so calls are
received in the mornings and afternoons by the inspectors. The
phone calls for zoning and licensing, at least 150, are
expected to be added calls to current Staff Assistant during
the average day. An additional Staff Assistant I will
alleviate the current Staff Assistant I's load of phone calls
and typing. This individual will enable correspondence and
office work to be completed in a more timely manner. Special
projects could be handled more efficiently, along with
assistance toward microfilming documents (both blue prints and
correspondence), purging of computer records, and updating the
flood records.
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The hand-held computers are needed for efficiency and
accuracy. They will allow the inspectors more time in the
field to make inspections.
One Additional Vehicle for Code Enforcement Inspector
This will increase the number of vehicles to eight, allowing
each inspector to have a vehicle.
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Est 1 IIBted
Budget
Iqlact
($ Increase)
17,500
12,000
13,000
42,500
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1400
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Budget
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City of CltJarwattJr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
Administrative Services/Management and Budget
GENERAL FUND
Office of Management and Budget (OMB)
The Office
City's
agenda
of
Annual
items
Operating
for fiscal
1990/91
Code:
9810
NOTE I 1990/91 Budget includes the transfer of a position from General Services to develop and coordinate a city wide
project!.,ontract management program and is not reflected in the c.urrent organization chart on pllge 73.
a t
Current
Budgeted Budgeted Level Budget %
1988-89 1989-90 1990-91 lner_sD
Peraonal Services 142,070 222,700 283,655 27.4
Other Operadng 4,730 9,900 9,900 0.0
~terD&l Services 24,890 27,190 27,730 2.0
Capital 1,000 0 0 0.0
Debt Service 6,640 6,640 6,640 D.O
'l'ranafer 0 0 0 0.0
TOTAL 179,330 266,430 327,925 23.0
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Cityof CIemwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department: Administrative Services/Finance
Code: 9820
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Finance Administration functions include supervision of all Finance Division activities;
coordination of all city bond issues, including required IRS reporting and arbitrage
rebate calculations; representation and participation in First Florida Governmental
Financing Commission Loan Pool; coordinating Master Agreement for lease/purchase
equipment acquisitions; administration of General Employees Pension Fund including
manager review and selection, asset allocation and actuarial reports; preparation of
Annual Financial Report; coordination of required annual external audit; special reports
and assistance to Department Director as requested.
***
Treasury Section functions incl ude cash management; securi ty purchases; a lternat ive
investment analysis; in-house management of Treasury portion of Pension Fund portfolio;
monitoring Pension Fund Investment Reports; vendor payments including verification of all
required documentation; debt service payments; contractual agreements with financial
institutions including custodial, demand deposit, lock box, safety deposit, repurchase
agreements, regi strar, and paying agent services; accounts recei vab le bill ing and
collection; coordination and recording of all cash collections; cashier for City Hall;
petty cash custodian; encumbrance recording; signing and distribution of payroll checks;
monitoring employee travel advances; monitoring telecommunications tax; receptionist and
telephone answering; Finance Division mail distribution; maintaining City Hall change
fund.
***
Accounting Section functions include general ledger maintenance; departmental liaison
with Data Information Services; coordinator for departmental office automation network;
data entry for genera 1 ledger and budget software; preparation of month ly budget
comparison reports; preparation of monthly bank reconciliations; payroll overhead
allocations; coordination and recording of all interfund charges and transfers; fixed
asset control; tangible personal property control; city wide sales tax administration
including monitoring law changes, coordination with State Department of Revenue, and
preparation of required quarterly reports; quarterly fuel tax reports; annual state
report of all financial activities; annual state report on Firemen's Relief and Pension
Fund; annual state report on General Employees Pension Fund; and, annual state report on
Clearwater Health Facilities Authority as required by Ordinance.
Budgeted
1988-89
Budgeted
1989-90
s te
Current
Level Budget
1990-91
714,358
126,723
345,464
13,700
39,320
o
1,239,.565
6.7
3.3
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0.0
0.0
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Other Operating
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Capital
Debt Service
Transfer
'lU'l'AL
677,.560
112,650
304,340
4,400
21,250
o
1,120,200
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Cityof CIBB1wBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Administrative Services/Risk Management
Department:
Code:
9830
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Risk Management administers the self insurance program which covers general liability,
commercial property, and workers' compensation. It also coordinates health insurance
programs and the long term disability insurance program. Included with these
responsibilities is the oversight of special life insurance programs required for
employees in specific job classifications. Identifies and evaluates risk in City
operations. Develops and implements loss prevention and control programs. Manages self
insurance funds, including claims administration by staff and third party service agent.
Within settlement authority, Risk Management staff investigates accidents to determine
cause; results from such investigations by staff or the servicing agent are then used to
formulate corrective action where possible. Administers contract provisions of contracts
and leases. Employees' point of contact for the various health, disability, etc. plans.
The City's Risk Management efforts during the next year will focus on developing service
level and cost containment alternatives in employee medical insurance programs including
researching self-insurance options; enhancing the City's safety program; developing risk
management guide1 ines and standards for City contracts and leases; and revising the
existing claims ordinances.
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CurrlBllt
Leval. Budget
1990-91
Budgeted
1988-89
Budgeted
1989-90
%
Increase
01
LJ
PersonaL Services
Other Operating
Internal Services
Capital
Debt Service
Tran.fer
TOTAL
25.2
2.0
2.0
0.0
0.0
0.0
2.8
1.54 ,090
4,121,200
12,750
o
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4,288,040
170,210
4,944,400
17,530
o
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o
5,134,180
213,180
5,043,290
17,880
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2,040
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City of Clssrwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Administrative Services/Data Information Services
Code: 9860
The Data Information Services (DIS) Division provides data information services support
and procedural management to the City of Clearwater. The division is divided into several
major functional areas:
Mainframe/Multi-User System Support
Mainframe support includes analysis, design, programming, documentation, training and
on-going support for "Multi-user" software applications including General Ledger,
Occupational Licenses, Payroll, Personnel, and Utility Billing. The purchase of new,
on-line, Fund Accounting, Purchasing, and Budget Preparation System is planned for
fiscal year 90/91.
Operations Staff
The Operations staff is responsible for monitoring the hardware that runs the multi-
user systems (noted above). They monitor the computer five days/week, 20 hours a day;
reporting hardware problems on the computer, data communications lines and peripheral
devices; running all "production" work including Payroll, Utility Bills, Financial
Reports, Occupational License renewals and Police Dispatch reporting.
In-house Maintenance Depot
In-house maintenance is a new area of DIS established in February of 1990. The Depot,
consisting of two staff members, will eventually be responsible for repairing,
maintaining, and tracking cost/repair histories on all PC's, terminals, and
applicable peripheral equipment in the City. The number of devices falling under
Depot repair will increase steadily over the next two years, as MS-DOS and Police
laptops come off of their new equipment warranty. Currently~ there are about 300
PC's, 260 laptops, 180 terminals, and 60 printers in the City. About one-half of
those units will come under the Depot in FY 90/91.
PC Coordinations
The PC Coordinations area is responsible for investigating new PC applications
packages; providing price quotes for ordering new or replacement equipment;
installing, upgrading and maintaining all software and new hardware associated with
the 18 Novell Lans that currently are utilized by the City; providing users with
networking support; determining a recommended course of action for the City-wide Area
Network; and recommending new/improved/more effective PC hardware.
s t
Current
Levu Budget
1990-91
1
Inerease
Budgeted
1988-89
Budgeted
1989-90
Personal Services
Other Operating
Internal. Services
Capital.
Debt Service
Transfer
TOTAL
550,950
276,120
o
2,000
197,990
o
1,027,060
713,870
315,560
51,990
7,000
246,640
o
1,335,060
5.4
15.4
-2.8
-74.3
0.0
0.0
4.5
677 ,080
273,500
53,520
27,240
246,640
o
1,277,980
86
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City of Cl6arwat9r
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Administrative Services/Purchasing
Code: 9870
OJ
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The Purchasing Office procures approxilnately $5.22M annually in supplies, equipment and
services to support all City departments. It prepares specifications, researches sources,
drafts and issues invitations to bid and requests for proposal under formal and informal
procedures; conducts bi d and proposal eva luat ions; and executes purchase orders and
contracts. I ts centra 1 i zed management opt imi zes procurement of i terns common to all
departments; maximizes price competition; insures fair and equitable treatment to
vendors; provides standard purchasing policy guidance and maintains visibility over
commodities purchased. In addition, surplus personal property is disposed of through this
office in accordance with procedures established in the City's Purchasing Ordinance. In
addition, Purchasing maintains minimal central stores of custodial, data processing and
reproduction supplies.
This Division also provides messenger service throughout the City.
During the past year a detailed purchasing manual has been developed and new procedures
have been implemented to strengthen the City's centralized purchasing function.
The major goals for the next year include the development of blanket purchase orders to
facilitate smaller dollar purchases and promote more open, competitive bidding for City
purchases; the development of a plan for purchasing recycled materials; and, the eventual
computerization of the purchasing function.
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FY 87/88
243
204
2,920
169,105
FY 88/89
Number of Sealed Bids
109 '"
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Number of Purchase Orders
2,344
187,476
181 '"
Number of Pieces of Outgoing Mail
.~~
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Current
Budgeted Budgeted Level Budget %
1988-89 1989-90 1990-91 Iner_ae
Personal Services 190,130 176,430 180,730 2.4
Other OpexatiDg 202,100 215,650 219,963 2.0
Internal Services 8,770 34,330 35,017 2.0
Capital. 0 1,500 0 -100.0
Debt Servi.ee 0 0 0 0.0
'l'J:ansfer 0 0 0 0.0
rorAL 401,000 427,910 435,710 1.8
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City of Cl8arwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Administrative Services/Utilities Finance
Code: 9880
The Utilities Finance Division encompasses both the Accounts Division and the Finance
Division of the utility billing system. The Utilities Finance Division determines charges
and bills customers for all utilities service rendered. Major areas of responsibility
include finance, customer service, credit and collection, meter reading and research.
This division processes approximately $45,000,000 annually in utilities revenues.
Finance:
The Finance Division generates bills on a monthly basis for water, natural gas,
sanitation, sewer, and storm water utility (this last utility will be added in FY
1990/91). An average of 41,600 accounts are billed each month. In addition, 6,500 past
due notices are mailed out monthly. This area is also responsible for accepting payments
of all monthly charges. Cashier stations, in-office and drive-in, accept 35% of these
payments with 65% paid through the lock box mail-in system. Data entry and accounts
adjustments, and off line manual billing are also accomplished by this division.
Accounts:
Meter Readina Section - In order to bill customers, 51,739 meters are read each month
by this section. Editing, correcting, and ordering bills is done daily based on this
information. This section also accomplishes infield investigations of customer high bill
complaints.
Customer Servi ce Sect ion - Customer Servi ce encompasses a 11 customer contacts
including opening and closing accounts, in-house resolution of customer problems, and
answering quest ions that ari se from the 48,100 statements and reminders ma il ed each
month. Daily customer inquiries have averaged 550 telephone calls and over 200 walk-
ins. Customer Service additionally handles about 200 letter inquiries daily, prepares
account adjustments, processes new annexat ions and obtains lega 1 descr ipti ons for
appliance contracts.
Credit and Collection Section - Credit and Collection is responsible for performing
Credit Bureau checks, calculating credits, and for infield collection. An average of
2,166 accounts each month are serviced by the collectors. A biannual lien list is
produced for consideration by the City Commission for property liens for nonpayment. A
recommended write-off list is also prepared semiannually to reflect uncollectible
finalled accounts.
;::I:!i!:::::!~:~:1:1::::ii:l:i:::l:!::lii:::l::i:!:j:;:I:::::i::::i!:::',::::::::111:1:::::::1:::::::1:1:::li:::!!:::::::!!!!::!il1!1!!! DEP ARTMENT AL WORKLOAD /PRODUCTIVITY OAT A
FY 87/88
Monthly /Person
Meters Read 51.262 7.323
Customers Served thru
Customer Service 13,900 1,158
Bills Processed 47,278 5,253
Collections 2,070 690
FY 88/89
Monthly
51,739
/Person
7,391
1,250
5.343
722
68
92
90
32
15,000
48,086
2,166
Budgeted
1988-89
a t:
Current
Level Budget
1990-91
%
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Budgeted
1989-90
Personal Services
Othsr Operating
Interua1 Services
Capital
Debt Service
Tran.fer
TOTAL
1,153,910
249,310
501,.530
16,130
65,280
o
1,986,160
1,261,510
252,530
511 ,560
11 ,000
65,280
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Police
The Police Department is responsible for the protection of life and property, prevention
of crime, apprehension and prosecution of criminals, suppression of criminal activities
and the regulation of non-criminal conduct, such as enforcement of local ordinances,
traffic regulation and the preservation of the public peace.
Code: 1100
FUNCTIONS, SERVICE-LEVEL, AND OBJECTIVES: The Department1s functions and objectives
incl ude:
Administration: Office of the Chief provides for planning, control, policy setting, and
decision making relative to fiscal, personnel and community interaction matters.
Patrol:Responsible for preserving peace and order in the community, protecting life and
property, investigating crime and inhibiting crime through active crime prevention and
community relations.
Investigations: Provides follow up investigations of all major criminal activity,
including case preparation and testimony in court.
Vice and Intelligence: Responsible for the detection, investigation and apprehension of
persons in organized crime, victimless crimes and illegal narcotics and dangerous drugs.
Support Services: Provides general support to all department operational units. Services
provided include: all fiscal services, budgeting, criminal identification, property and
evidence controls and planning.
Infor~t;on Services: Provides information support, such as all police record keeping,
differential police response, including telephone reporting and crime analysis.
Communications: Provides communications support to all field operations, headquarters,
and the community.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
1KlRKl0AD DATA
1987
8,511
8,047
16,558
1988
10,074
10,551
20,625
Part I Crimes
Part II Crimes
Total Offenses Committed
1989
10,352
11,196
21,548
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PROOUCTIVITY DATA
Total Arrests UCR
Part I Crimes
Part II Crimes
Clearance Rate Serious Crimes
6,128
2,014
4,114
27.0
7,391
1,572
5,214
26.7
9,603
2,704
6,899
30.5
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1988-89
Estimated
Current
Level Budget
1990-91
%
Incr_se
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1989-90
PersonaL Services
Other Operating
InternaL Services
Capital
Debt Service
Transfer
TOTAL
11,227,410
986,260
1,652,500
125,750
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13,991,920
12,509,200
1,027,650
1,876,200
132,090
33,500
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15,578,640
14,232,900
1,048,200
1,913,720
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362,300
67,760
City of CIsarwat9r
DEPARTMENTAL ENHANCEMENT OPTIONS
1990/91
Code:
Eshnated
Budget
I.ct
($ Increase)
1100
~ Of
FY
89/90
Budget
Department:
Police
PERSONNEL:
Add additional patrol officers to the East/\'lest District.
These officers would supplement existing patrol teams and
would enhance all East/West District services and enforcement
activities directed toward an overall improvement in police
response time for all calls for service. Additionally, one of
these officers would be assigned to the walking/patrol beat
in the downtown area.
10 Officer Positions
4 Vehicles
Increase
,....
440,060
2.8
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Provide staffing to the Count~ide Drug Task Force. Replace
vacancy created by providing one investigator at inception of
unit in fiscal 89/90.
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1 Officers
1 Pre-leased Vehicles
Increase
36,230
10,200
46,430
.6
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Communications Center: This enhancement would provide for an
v' additional '20 hours per week of part-time communications
operators. Recent work load studies indicate a dramatic
increase in the demand for communications services during the
last several years. Due to patrol involvement in street level
narcotics and vice crimes enforcement, as well as tactical
unit operations, it has been necessary to remove the
communications for these operations from mainstream
dispatching. These operations for safety reasons, as well as
the increased volume of "traffic" on the radio, necessitate
they be handled by additional dispatchers. The flexibility of
part time positions will permit accurate scheduling during
peak performance hours, i.e., operator meal breaks, special
events, both scheduled and unscheduled, and emergency
operations.
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City of Cl8arwat9r
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
Po li ce
Laptop Mobile Digital Terminals
This enhancement was originally a capital improvement program
scheduled in the 1986/87 budget. It has been moved forward to
future budget periods during the last several years and was
originally estimated at approximately $500,000. Mobile digital
terminals, MDT's, are computers in police cruisers which would
a 11 ow officers to make inqu iries, from the "fi e ld,n of state
and national crime information computers regarding wanted
persons, stolen vehicles and property, 1 as well as drivers
licenses and vehicles registration checks.
All patrol officers at this time have laptop computers which
they carry in their cruisers. These computers are used to
produce accident inventigation forms and in the near future
all investigative reports that officers initiate. The
computers were initially provided at no cost via a grant
(CADTAP). Due to "state of the art" development in the
computer field, laptop computers can also function as MOTs'.
This can be accomplished at approximately 1/4 of the cost of
the original CIP plan.
.
The costs associated with this plan ape for the purchase of
the modems necessary to install in police vehicles, the
computer to receive the data transmissions, modification of
the 800 MHZ trunked radio system in use, as well as software
development.
It is anticipated that routine audio dispatches made to the
field units, as well as normal responses back could be
directed via data communication thus reducing "airlltime making
for more efficient and accurate communications.
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TOTAL
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,:,'1
101
Code:
EstlllBted
Budget
Iq>act
($ Increase)
150,000
693,660
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Support
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Adm Sup Mgr
Shop
Supervisor
Fire Appar
Tech (2)
Storeskeeper
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Arson
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Staff Assist (2)
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Fire/EMS Fire/EMS Public EMS
West District East District Information
Chief (3) Chief (3)
Lieutenant ( 12) Lieutenant (15) Training Officer
Firefighter (60) Firefighter (57) Public Ed
& Info Spec
Total Personnel - 172,0
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Cltyof CIear1Nater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Fire
Code: 1200
M
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The Fire Department is responsible for protecting life and property from fire and related
disasters and to provide contractual Emergency Medical Services (EMS) within the
Clearwater Fire/EMS district. To this end, the Department engages in six major service
programs.
FIRE PREVENTION: Provides inspection services for code enforcement fire and life safety
related fire district needs~ provides plan review services related to proposed
construction projects; provides fire and safety related consulting services to individual
citizens and commercial/industrial/institutional enterprises~ administers the City false
alarm program; administers the City hazardous material compliance program; and conducts
all arson investigations and associated activities. Pe'~sonnel resources include a Fire
Marshal, three Fire Inspectors, four Life Safe~y Hazard Inspectors, and an Arson
Investigator.
FIRE SUPPRESSION: Provides a fire defense program to all fire district citizens and
establishments by safeguarding, collectively and individually, their lives and assets
against death-dealing and injurious effects of fire, explosions, and accidental release
of hazardous or otherwise troublesome materials. This is accomplished through timely
locating of the fire, confining it to the point of origin, extinguishing the fire..
salvaging undamaged property, and overhauling the fire to prevent rekindle. Pre-fire and
company surveys are integral parts of fire suppression program planning. Personnel
resources include three 50-person shifts of appropriate supervisory and firefighting
personnel to man six stations involving six engines, six rescues, three high-rise trucks
and one squad truck. Current manning permits four 4-person engines and two 3-person
engines.
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EMERGENCY MEDICAL SERVICES: py'OV ides EMS servi ces per a 10-year contract with the
Pinellas County Emergency Medical Services Authority. This contract provides Advanced
life Support services under a first-responder concept and is considered an essential
cOlnponent of the County pre-hospital care system. Personnel resources include a Deputy
Chief/EMS and 36 dual-rolled fire suppression per'sonnel cited above under fire
suppression to man six rescues, one operating out of each fire station.
TRAINING/PUBLIC INFORMATION/PUBLIC EDUCATION: Provides comprehensive firefighter and
EMS training programs necessary to continually update, certify, or refresh knowledge and
performance in every assigned discipline. Provides Public Information services to
citizens and the media at fire/EMS scenes and general information on a recurring basis.
Provides programs in fire prevention and fire reaction to citizens and youth groups of
all ages. Provides station tours and Fire Prevention Week activities. Operates Safety
Village. Personnel resources include one Training Officer and one Specialist who are
assisted by personnel assigned to other departmental programs on an as-available basis.
SUPPORT SERVICES: Provides specialized vehicular maintenance of all engines, rescues,
aerial devices, and support vehicles - scheduled and unscheduled. Maintains all fire
apparatus assoc iated with fire veh icles and emergency generators at each stat ion.
Performs vehicular overhauls and modifications, instructs personnel on equipment
operation, and writes specifications for fire/EMS equipment. Maintains fire/EMS related
personal equipment and support equipment at six stations. Procures, stores, ships,
issues, inventories, and delivers fire suppression and EMS supplies for all vehicles,
stations, and personnel. Processes all vendor orders, receipts, and payment documents.
Personnel resources include three maintenance and apparatus technicians and one
storeskeeper.
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, '-,", ;';,' L ".. ,,',' ".~\ t-'~ ":~'r"''.i'I>', ..'". """,;."..,r\"':>-J'i1'!4i;J~'''',t\~I~'''I\ - ,~.,(,t",,, .'~,,.;,'.I:i"";""'/" ,!;J;<,!t.;)rlll:;~I\~~llilt.l!lVf~1~:~C~'''h'''~, "r''''
;. '~~~~}")fi~~~ . ~~~~~ S~lJ;.J.;.;~~.:l~:~~}":;!o:~~~~'~-,',~:"'; .'11/ti;~?~~~!;~~~~w~:"~'~.~'~~I,t~:';"'.~h".~~~"'I"; . ;;',;. :...;~ :-.;"" "":.,,
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Cltyof ClssrwBtBr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Fire
Code: 1200
ADMINISTRATION: Provides Department direction and exercises all operational control for
Department activities. Accomplishes all administrative functions: planning/
programmi ng/budget i ng for both County and City: personne 1 management and su pport;
payroll: financial accounting; computer support; word processing; records management;
personnel processing, etc. for the Department. Sole source of administrative support for
all Divisions: personnel resources include Fire Chief, Assistant Fire Chief,
Administrative Support Manager, two Staff Assistants, and one Payroll Clerk.
f~!:!]11111:.jl::IIII!ill"i'I!:!!.:~!lji:lil.,jl,,:I!.!.'!111.i'.I!i'::!i'I:I:,I."j!',:I~.II!I:II.ji:'::'1'!I~III:I!.I::II:,!'~I!I
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
1984
1985 1986 1987 1988 1989
617 559 539 676 660
563 581 653 969 992
937 836 927 1,160 1,096
0 2 39 8 4
306 288 469 607 485
3,948 12,485 12,814
16,100 19,575 20,054 23,505 41,002
10,135 10,164 12,285 12,303 13,400
4.25 5.25 6 6 6
2,385 1,936 2,048 2,051 2,233
10,840 10,422 8,665 9,764 9,646
7 6.3 6.5 7 7
1,549 1,654 1,333 1,395 1,378
WULOAD DATA
No. of Fire Calls
No. of False Alarms
No. of Service Calls
Arson Arrests
Demonstrations
Participants
Training Hours
612
449
776
N/A
179
19,554
PRODUC'l'lVlT'f DATA
EMS R.sponses
EMS Unite (Fl'E)
R.sponees per Unit
Fire Prev Inspections
Assg. Inspectors (FTE)
Inspectione per Insp
8,571
4
2,143
.5,285
7
755
Budgeted
1988-89
Budgeted
1989-90
S t
Current
Level Budget
1990-91
%
Increase
Personal Services
Other Operating
Internal Services
Capital
Debt Seni-ce
Transfer
TOTAL
7,448,500
413,780
316,380
33,150
155,420
o
8,367,230
7,869,500
422,060
322,710
33,150
155,420
o
8,802,840
5.7
2.0
2.0
0.0
0.0
0.0
5.2
7.001,680
383,640
345,150
33,150
82,380
o
7.846,000
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Right-ot-Way Manager
Staff Assistant (3)
Oftice Assistant (2)
Engineering Environ mental Utilities Infrastructure Transportation
Group Management Group Group Group
Group
i Supplement A f i Supplement A f ~ Supplemenl B f i Supplemenl C f ~ Supplement D f
Director
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Administrative
Support Manager
Public Works
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Total Personnel - 462,'
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Cityof CIBarwatsr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Works/Engineering Group/Administration
Code: 1320
,\
The Public Works Department is responsible for the design, construction, operation, and
maintenance of City owned, public infrastructure including 350 miles of paved streets,
16.8 miles of unpaved streets, 319 miles of sanitary sewer mains, 73 sewage pumping
stations, 119 miles of storm sewers, 4 storm water pumping stations, 37 miles of drainage
ditches, 40 retention ponds and lakes, 17 bridges, three water pollution control (sewage
treatment) plants with a total 23 million gallons/daily MGD capacity, a water utility
which delivers 17 MGD through 500 miles of line; a sanitary refuse collection and
transfer system; and an airport.
The Department is also responsible for the environmental review and inspection and
construction inspection of all private development and construction of infrastructure
facilities that will become the City's responsibility for operation, maintenance, and
ownership. All building plans for private development are reviewed to anticipate and
guide this kind of impact on the City's infrastructure and natural environment.
The Engineering Groups major programmatic functions and objectives include:
Administration: Provides administrative support to the Public Works Director's Office and
the Engineering Division; creates, justifies, and administers the $50 million Capital
Improvement Budget for the City's road, storm sewer, sanitary sewer, airpark and related
infrastructure; provides computer support to the administrative and engineering
functions; management oversight of activities at the Clearwater Executive Airpark,
provided by the Director's Office.
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Engine~r~ng: Provides analysis, design, contract administration, construction
supervlslon, and project control for City construction projects to rehabilitate, improve
or add capability to the infrastructure; provides engineering services and advice for all
other City departments.
NOTE: The transfer of the Infrastructure Dispatcher to Engineering to serve as a Service
Representative in the One Stop Service Center accounted for 1.6% of total budget impact.
......,
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
,1~1:~.'.~~llii:I!III:I:II,I':II.::I~I.II:.il'I:lli'll.:I:lil:.:,'ii.:IIII.lilllll!IIII'.II'.:~'I.I.il:.I::...I~.I.'.jl,llli.I!..li'!I;
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20
3,095.379
FY 1989
24
3,510,945
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Dollar Value of Projects Completed
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1990-91
%
Increase
Budgeted
1988-89
Budgeted
1989-90
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Personal Services
Other Operating
Internal Services
Capital
Debt Service
Transfer
TOTAL
8.5
2.0
2.0
0.0
0.0
0.0
7.4
171
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1,595,170
74,800
144,480
22,000
44,660
o
1,881,110
1,730,560
76,300
147,370
22,000
44,660
o
2,020,890
113
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Cityof Clearwat8r
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Public Works/Airpark
1325
Code:
Airpark serves as an integral part of the Central Florida
supporting over 20,000 air operations a year. As a municipally-owned
general aviation facility, it provides a home base for over 100 general aviation aircraft
from its three thousand foot runway, ten enclosed and forty shade hangars and 75 aircraft
hardstand and sod tie-down spaces.
The Cl earwater Execut i ve
Aviation System,
Serving the business, tourist, recreational and educational interest of
the Airpark offers ramp services, flight services, flig,ht instruction,
related services on a, day-light hours basis. Ramp serVlces, the sale provision of
transient aircraft services and related functions, are provided by a City airport staff.
That staff also provides on-site airport management to include: lease/contract
surveillance; oversight of airport rules and regulations and City ordinances; airport
grounds/facility maintenance; and required management and financial reports.
the community,
charter and
All aviation peculiar services and functions including aircraft
instruction, flight services, aircraft sales and other aviation
activities are provided by Fixed Base Operator(s) through business
of Clearwater.
maintenance, flight
re 1 a ted commerc i a 1
leases with the City
Estimated
Current
Budgeted Budgeted Level Budget %
1988-89 1989-90 1990-91 Increase
Perecmal. Servi.c:.e. 0 0 0 0.0
Other Operating 45,460 61.050 61,825 1.3
Internal. Servi.c:.e. 0 0 0 0.0
Capital 0 5.000 5.000 0.0
Debt Service 0 0 0 0.0
Tz:an8fer 0 0 0 0.0
TOTAL 45.460 66.050 66,825 1.2
114
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Cltyof CIsarwatsr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Emergency Management
Major programmatic functions and objectives include:
Code: 9217
,
Emergency Plans: All emergency situations requiring a coordinated response are covered
by formal, written plans with specific directions for the control of, and recovery from,
emergency disaster conditions.
Emergency Response: Assisting agencies in the control of, management of, and recovery
from emergency disaster conditions including repair and rehabilitation following such
emergency conditions. Coordination with major local, state and federal agencies and the
creation of documentation related to total resource costs and other impacts.
Emergency Operations Center (EOC) Design, Construction and Operation: Analyzing the
emergency management functions to be performed by the City's Emergency Operations Center
which functions as a backup to the Pinellas County EOC; Standard Operating Procedures
necessary to the operation of the EOC will be developed.
Resource Management: Identification of requirements necessary to respond to emergency
conditions by various City departments.
Public Awareness Programs: Informing the publ ic of the hazards and emergencies most
likely to affect the public and what actions should be taken to avoid injury and loss of
1 He.
Staff coordination of the Emergency Management Program and associated personal service
costs are included within the Public Works Department budget.
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1990-91
o
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2,000
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0.0
0.0
0.0
0.0
0.0
0.0
0.0
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1988-89
Budgeted
1989-90
o
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o
2,000
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%
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Other OperatUg
Internal. Service.
Capital.
Debt Servi.ce
Tranafer
TOTAL
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department: Public Works/Environment
Code: 1360
The Env ironmenta 1 Management Group deve lops, imp lements, manages, and enforces the
environmental programs of the City of Clearwater. These responsibilities include: the
administration of the City of Clearwater erosion control ordinance; the management of the
tree ordinance and related permitting process; the administration of the clearing and
grubbing process; the general investigation of complaints regarding environmental
concerns; and, the procurement of permits from all external environmental permitting
agencies. The group prepares, submits, processes, acquires, and manages these permits for
City projects to insure that projects comply with all environmental requirements. Through
its efforts, the Environmental Management Group promotes effective management of the land
and water resources of the City's environment.
In the next year the Environmental Management group will be called upon to perform an
enhanced environmental management effort. This enhanced effort will be driven by the
requirements of the Federal Clean Water Act to examine water quality compliance and to
provide input into the design of City facilities for water quality improvement. The
recent designation of Tampa Bay as a National Estuary will compliment the efforts by the
State water Management District to involve local governments in the physical management
of this resource. Likewise, Clearwater's own structural improvements funded under the
Penny for Pinellas and stormNater utility will place increasing demands upon the
management of permits for these improvements. This combination of new regulatory demands,
water quality management initiatives, and an increasing requirement for water quality and
permitting expertise will be met with an elevation of the environmental manager position
to an assistant director position, to provide more visible and effective interaction
within Public Works and the public at large. Fully 50% of this group1s budgeted
activities can be financed by the stormwater utility.
*Approximately 50% of this division budget can be funded by the proposed Stormwater
Util i ty Fee.
Budgeted
1988-89
8 te
Current
Leve~ Budget
1990-91
%
Increase
Budgeeed
1989-90
Personal Servic8s
Other Operating
Interua1 Services
Capital.
Debt: Service
Transfer
T01'AL
168,060
8,710
17,240
250
o
o
194,260
17.5
2.0
2.0
0.0
0.0
0.0
15.1
143,060
8,540
16,900
250
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168,750
116
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Cityof CI8srw8ter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Works/Engineering Group/Water Pollution Control
Code: 1350
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The Water Pollution Control Division operates three wastewater treatment facilities
having a combined treatment capacity of 23 million gallons per day. At the present time,
these facilities are operating at about 63 percent of their rated capacities. All plants
are operated and staffed on a 24 hour/day 7 day/week bas is as requ ired by state
regulations.
The Division's primary responsibilities are the protection of the health and welfare of
the citizens and the protection of the environment. At the present time, all plants are
operating at a 96-98% efficiency for the removal of suspended solids and biochemical
oxygen demand and are meeting or exceeding all present permit limitations.
The Division staff totals 59 persons which includes management and clerical personnel,
chemist and laboratory personnel, operation and maintenance personnel and sludge disposal
per sonne 1 .
The two wastewater laboratories are responsible for all operational sample analysis as
required by operations personnel and to meet requirements of state and federal
environmental agencies. Laboratory equipment is being upgraded to perform more
complicated analysis.
Water Pollution Control Division laboratories also perform analysis for the City's
Environmental Division and the Water Division. Both laboratories are state certified and
approved facilities.
All three plants operate under stringent effluent disposal permit limitations established
by both the State of Florida, Department of Environmental Regulations, and by the United
States Environmental Protection Agency. New laws will also require more frequent and more
advanced testing for sludge as well as effluent.
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1990-91
%
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Budgeted
1988-89
Budgeted
1989-90
G
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Personal Service8
Other Operating
lDtuDal Services
Capi.tal.
Debt Serri.ce
'l'raDafer
'l'OTAL
1,795,700
3,801,410
197,210
14,400
6,437,820
4,838,610
17,085,150
1,858,700
4,482,790
201,000
15,000
6,437,820
4,838,610
17 ,833,920
3.5
17.9 ..
2.0
4.2
0.0
0.0
4.4
1,176,840
3,381,820
216,090
5,100
1,285,400
2,866.950
9,532,200
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City of Clearwater
DEPARTMENTAL FUNCTION SUMMARY
1990/91
Code: 1350
Department: Public Works/Engineering Group/Water Pollution Control
All three wastewater treatment plants are in the process of being upgraded to State
mandated Advanced Wastewater Treatment (AWT) capability. The Marshall Street plant is
under construction and will be complete in 1990. Both East and Northeast plants are under
construction and will be completed in 1991.
When completed, all three plants will operate the Bardenpho (TM) Process which removes
nitrogen and phosphorus from wastewater using a complete biological treatment process.
All plants will include IIState of the Artll effluent filtration, disinfection (using
chlorine), dechlorination and reaeration prior to discharge of final effluent. Some
effluent will be reused for irrigation of golf courses, etc. The future calls for even
more use of reclaimed waters in this manner.
New sludge handling facilities will also be completed in this fiscal year and sludge
disposal will be converted from the present liquid sludge disposal method to a pressed
sludge cake disposal method. New legislation will refer to sludge as IIwastewater
residual II in the future and requirements for residual treatment and ultimate disposal
will be even more stringent than in the past. One direct result will be an increased
cost of disposal.
The City is closely tracking the development of a sludge/solid waste incinerator by
Pinellas County, to be co-located with existing solid waste incinerators at Pinellas
Park, which will be available to the City of Clearwater under a contractual basis for
handling.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
Whereas the Wat:er Pollucion Control Division is charged with providing adequate wastewater
treatment of all wastewater generated within its service area and che fact chat all plants operate
on a 24 hour/day -7 day/week basis to meet state and local regulations, it is very difficult to
atCribut:e worltlol:ld or produccivity data to the said operations. The combined efforc of managemenc,
laboratory, operation, maintsnance, and sludge disposal personnel are required to effectively
and efficiencly meet said guidelines. The Division serves the community by protectit.g the health
and welfare of its citizens.
1986 1987 1988 1989
Tocal Wastewater Treated (MGD) 13.895 15.575 13.665 14.679
Cost/MG Totaled $844.79 $842.99 $1,255.61 $997.51
(Withouc Capital or Debt)
Liabilicy Expenses $22,000 $25,000 $39,750 $46,022
(Withouc Personnel)
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DEPARTMENTAL ENHANCEMENT OPTIONS
"
1990/91
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Public Works/Engineering Group/Water Pollution Control
Code: 1350
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Budget
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The Water Pollution Control Division of the City of Clearwater
has been mandated by both the U.S. Environmental Protection Agency
and the State of Florida's Department of Environmental Regulation
to provide Advanced Wastewater Treatment at all three of its
Wastewater Treatment facilities.
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In order to comply with this mandate the City is spending
approximately $50,000,000 to upgrade its facilities. The Marshall
Street Plant will be on line as of October 1st, 1990 and both the
East and Northeast Plants will be on line by March, 1991.
The following new positions are required to operate new
specialized equipment which is part of mandated Advanced
Wastewater Treatment Plant operations.
Add One Position of Senior Laboratory Technician
This position is required for operation of newly acquired Gas
Chromatography Analyzer to be provided in the Northeast
Advanced Wastewater Treatment Plant expansion project. Highly
skilled personnel are required to operate this type of
equipment. The U.S. Environmental Protection Agency deadlines
for toxicity reduction compliance mandate regular wastewater
analysis which can only be performed by this equipment,
therefore this personnel increase is justified as a mandate.
Present laboratory staffing is not adequate for this purpose.
The Federal focus on non-point source pollution will also
require this type of analysis on stormwater run-off. (See Note
Be 1 ow. )
Add Two Positions for New Sludge PreSSQS
Add two positions for operating new sludge presses which are
being installed under the present expansion at the Marshall
Street Plant. The purpose of these sludge presses is to
dewater digested wastewater sludge to reduce the volume of
sludge for final disposal. Present plant staffing is not
adequate to operate this equipment. The budget impact for this
fiscal year is only one-half what it would be for a full year
as we do not anticipate hiring before mid year. The WPC
Di"ision has recommended that a new position of Wastewater
Treatment Plant Sludge Press Operator be created at Range 50.
The budget impact for this option is based upon this date.
Note: Improved sludge management and disposal is mandated by
both State and Federal Regulations. (See Note.)
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c;tyof ClesrwBtsr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Code: 2061/
2062/2063
Departm~nt: Public Works/Utilities/Gas (Distribution, Service, Sales)
The Gas Division is l'esponsible for the sales, service, supply and distribution of
natural and L.P. gas to Pinellas County, north of Ulmerton Road.
The objective of the Gas Division is to provide natural gas to the consumer in the most
efficient and economical way possible, following regulations set forth by the Federal
Department of Transportation and the Florida Public Service Commission.
The Gas Division is divided into the following sections:
Gas Distribution: Provides for the operation, maintenance and expansion of natural gas
mains, service lines and valves from the Gate Station to the consumer's meter. This also
includes cathodic protection of all steel gas mains and service lines, the installation
of 2" and 8" gas mains and gas meters, and the maintenance of 407 miles of main, 11,799
service lines and 926 valves, This section also relocates gas mains and services as
required by the Florida Department of Transportation, Pinellas County, City of Clearwater
and other municipalities. They also provide emergency service for public safety and
welfare.
Service: Performs meter change-outs. Provides crews for turn-ons and turn-offs of all
domest i c and cornmerc i a 1 gas meters, along wi th mo st water meters. Serv i ce per sonne 1
install and repair domestic and commercial gas appliances. They investigate and repair
system gas leaks and provide 24-hour emergency service as required by law. They answer
customer inquiries and billing complaints.
Sales: Main goal is to promote the use of natural gas, This is accomplished by assisting
the customer in understanding the economic advantages in using natural gas and assisting
in the selection of gas equipment and appliances,
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DEPARTMENTAL WORKLOA~/PRODUCTIVITY DATA
FY 87/88 FY 88189
Main Insta lIed . . . . . . 12 Miles 10 Miles
Main Relocated , . . . . . 6 Mi les 1.3 Miles
Turn-Ons and Offs of Gas 7,890 8,370
Turn-Ons and Offs of Water 8,650 10,000
Appliances Repaired 2,500 2,860
PROOUCTIVIlY DATA
Number of Man Hours Installing
Gas Services . . . , 3,045 3,416
Man Hours Per Service . . . . . . 12.9 8.8
Budgeted
1988-89
II te
Current
Leve1 Budget
1990-91
%
Inr:rease
Budgeted
1989-90
Pereona1 Services
Other Opera t:ing
Interna1 Services
CapitaJ.
Debt Service
Transfer
TOTAL
1.761,740
6.134,990
406,280
30,180
791,860
804,200
9.929,250
1,885,060
6,257,690
414,400
30,180
791,860
804,200
10,183,390
7.0
2.0
2.0
0.0
0.0
0.0
2.6
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Cltyof Cl8BrwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Works/Utilities Group/Sanitation
Cod~: 2080
The Sanitation Division is responsible for the management of solid waste generated within
the City of Clearwater. This entails the collection and transport of these wastes to the
County Resource Recovery Plant.
The Divisionis major functions and objectives include:
Administration: provide administrative support to operations including clerical, route
analysis,recycling and overall management;
CODlDercial Collection: Two-man crews consisting of driver and flagman service 2,400
commercial accounts;
Automated Residential Collection: One-man crews provide twice a week garbage collection
service to approximately 23,200 accounts;
Manual Residential Collection: Three-man crews service 1,800 accounts with a rear-end
loader;
Residential Trash Collection: Once a week trash collection for approximately 25,000
accounts;
Transfer Station: Responsible for weigh-in and transport of approximately 8,700 tons of
solid waste from collection vehicles to the County Resource Recovery Plant each month;
Junk Truck Program: Provides for the collection of approximately 225 tons per month of
excessively large piles of tree limbs, white goods (old stoves and refrigerators) and
other items that cannot be handled in the regular collection process;
Container Maintenance Repair: The City operates a maintenance shop which repairs and
maintains 1,800 dumpsters and 22,300 automated barrels annually;
Recycling Program: Coordination of Recycling Program consisting of public education,
curbside source separation, office paper recycling, glass collections, and drop off
centers for recyclable items.
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D~PARTMENTAL WORKLOAD/PRODUCTIVITY DATA
Total Tonnage . . . . . . .
Tons Per Work Hour .....
Tons Per Employee Per Year
FY 87/88
108,950
52.3
1,603
FY 88/89
110,544
53.1
1,625
NOTE: Division total number of employees is 100. Sixty-eight (68) full time employees were involved with the activities
listed above.
Budgeted
1988-89
s te
CurrllI1t
Level Budget
1990-91
%
Inerease
Budgeted
1989-90
Personal Services
Other Operating
Internal Services
Capital
Debt Service
Transfer
'l'OTAL
2,911 ,250
6,313,270
1,655,770
3,850
172,940
529,500
11,586,580
7.1
2.0
2.0
0.0
0.0
0.0
3.2
2,777,860
5,990,420
1,986,540
2,500
132,090
337,750
11,227,160
3,119,070
6,439,540
1,688,880
3,850
172,940
529,500
11,953,780
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Cltyof CIesrwtn8r
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
Public Works/Utilities Group/Sanitation
-. !
Enhancement of Curbside Collection Recycling Program
The Sanitation Division uses Equipment Operators and
Sanitation Workers to provide a separate yard trash collection
on a weekly basis. This yard waste is taken to the Pinellas
County Solid Waste Management Facility to be processed into
a yard mulch. The 1988 Solid Waste Management Act allows yard
waste to count up to 15% of the mandated 30% solid waste
reduction. The enhancement of one Equipment Operator and two
San itat ion Workers wou1 d a llow the Sani tat ion Di vi s ion to
expand the yard waste recycling program. It is estimated that
approximate 1y 30% of the City of Cl earwaterl s total waste
stream consists of yard trash. The Sanitation Division pays
$15.00/ton for the recycling of yard waste. This versus the
normal $37.50/ton disposal cost for all other solid waste. The
Sanitation Division estimates that approximately 500 tons per
month or 6,000 tons per year of yard waste could be recycled
with the additional Equipment Operator and two Sanitation
Workers. The resu lts of thi s program woul d const itute a
savings of $135,000 in disposal costs.
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In addition, these personnel would be utilized iQ the
Divisionis pilot program for curbside collection of recyclable
materials.
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Two Sanitation Workers
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The addition of these three personnel to the Sanitation
Division will permit the continued growth and expansion of the
recycling program to meet State mandated goals and to
adequately serve the citizens of Clearwater. The three man-
years represented here will be distributed across the
recycling program to better cover the City-wide program and
to permi t us to take maximum advantage of di sposa 1 cost
savings from yard waste recycling. These three positions will
cost $68,370 per year but will save $135,000 annually in
disposal cost avoidance in the yard waste program alone. The
net result will be an overall revenue gain for the City of
$66,630 per year. It is worthy to note that we are
approximately one fourth of the way toward our mandated
requirement of a 30% reduction of our sol id waste stream
through recycling. These positions facilitate the maintenance
of that essential momentum.
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NOTE: Sanitation Division service enhancements in the City's
Recycling program will be funded by the savings in disposal fees
and revenues generated by re-sa 1 e of co 11 ected mater i a 1 s; the
Commercial Roll Off Service enhancement will be paid for by
billings to customers and will provide a net revenue increase to
the City.
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Code:
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Budget
I~ct
($ Increase)
68,370
1990/91
2080
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89/90
Budget
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CIty of CIssrwater
DEPARTMENTAL ENHANCEMENT OPTIONS
Department: Public Works/Utilities Group/Sanitation
Provide Commercial Roll-Off Service
The Sanitation Division desires to enter into the roll-off
container business thereby providing a full service collection
system for all Clearwater citizens.
The Sanitation Division would provide roll-off dumpster
service for businesses that generate large volumes of solid
waste. In addition, the Sanitation Division would provide
roll-off service for construction sites within the city of
Clearwater. To provide this service the Sanitation Division
would need two additional Heavy Equipment Operators, two roll-
off collection vehicles, and the ability to purchase as needed
approx imate ly 30 open top ro ll-off conta i ners for construct i on
sites. This past fiscal year, $738,000 in gross revenues was
collected by private contractors for providing roll-off
service in the City of Clearwater. The City would be able to
gradually provide this service to its citizens at the same
cost or possibly at a lower cost. It is estimated that the
total transition period would be from 18 months to three
years. This is based on a State Law that .allows private
contractors with a contractual agreement with a business to
continue to provide that service during the duration of the
contract. The City receives 15% of the gross revenue derived
by the private contractors from roll-off service in the City.
The City has not received any revenue from construction roll-
offs that are being serviced by private contractors. The roll-
off containers would provide additional revenue to the City.
In addition, the enhancement of roll-offs would allow the
Sanitation Division to increase the efficiency and
si gnificant ly expand the number of recycl ing drop-off centers.
The acquisition of collection vehicles through a lease
purchase agreement would allow the Sanitation Division to show
a profit the first year of operation.
Two Heavy Equipment Operators
Two Roll-Off Vehicles
Thirty Open Top Containers
128
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1990/91
2080 [
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Budget ,
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Cityof CIearwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
~
, '
~
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Department: Public Works/Infrastructure Group/Public Service
Public Service - General Fund
Streets/Sidewalks: Provides maintenance and repair of 350 miles of paved streets and
3.9218 miles of paved alleys, the replacement and construction of sidewalks, curbs and
gutters, and repair to sidewalk or street cuts for gas, water, and other utilities, as
well as for GTE and Florida Power Corp. Provides concrete for all City department
projects and for sidewalk replacement for citizens upon request. Operates a continuous
R&R sidewalk replacement program in order to eliminate badly cracked or damaged City
sidewalks.
Code: 1341
"' !
--;
Cleaning/Construction: Responsible for the sweeping of all main arteries, emergency
sweeping due to accidents, spills, high debris areas, etc., and the overseeing of the
sweeping contract which provides for the sweeping of the beach, beach residential,
downtown areas and parking lots. Hand cleans heavy traffic areas, major streets, and
curbs and catch basins. Provides for emergency sand removal at beach. Constructs and
repairs sand walls at beach. Provides maintenance and repair of 16.8 miles of unpaved
streets and 3.6384 miles of unpaved alleys. Provides heavy equipment support to all
departments for construction projects throughout the City.
Drainage: Responsible for the maintenance and repair of 119 miles of storm sewer,
including storm manholes, catch basins, subdrain, and all other drainage structures.
Installs new subdrain and storm pipe, constructs new catch basins, manholes, and other
needed structures. Responsible for ditch construction and improvement and in keeping all
free of obstructions.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
~
, ,
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--..:
85/86 86/87 87/88 88/89
Staff Hours of Sidewalks Repaired/Replaced 8.951 10,773 11.120 11.419
Square Feet of Sidewalks . . . 53.889 63,405 61,618 55,749
Staff Hours per' Square Foot .2 .2 .2 .2
Staff Hours of Street Cleaning 2.843 3,141 3,405 2 .076
Miles of Street Swept 15.186 18.573 19,380 10.678
Staff Hours Per Mile . . . . . .2 .2 .2 .2
Staff Hours of Streets Patched 7.274 7.774 4,596 5.058
Number of Streets Patched 2.375 2.684 1.612 1.646
Staff Hours Per Street . . . . . . 2.9 2.9 2.9 3.7
Staff Hours of Ditch Const. Improved 1.337 606 1.436 1.692
Linear Feet of Ditches Improved 1.658 1.300 1, 229 1.369
Staff Hours Per Linear Feet .8 .5 .9 .8
Staff Hours Cleaning Catch Basins 2.565 2.892 2 .219 1.726 ..
Number of Catch Basins Cleaned . . 4.649 5.905 5.020 3.654
Staff Hours Per Catch Basin .6 .5 .4 .5
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[J *Three positions. related complex costs. previously budgeted In 1341 are now budgeted in the new Administration Division
for Infrastructure Group.
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Current
::.evel Budget
1990-91
Budgeted
1988-89
Budgeted
1989-90
%
her_slI
n
:...J
Pllr.ana1 Service.
Other Operati.ng
lntMrual Services
CapicaL
Debt Service
Tran8fer
T01'AL
7.0
2.9
2.7
5.0
-100.0
0.0
4.2
1,257,920
410.3.50
56.5,6.50
6,840
18,280
o
2,259,040
1,173,660
401,080
494,840
2,.500
18,280
o
2,090,360
1,2.55,550 ..
412,800
508,100
2,62.5
o
o
2,179,075
..-;
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,,....~
133
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Cityof CIssrwBter
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
Public Works/Infrastructure Group/Public Service
PUBLIC SERVICE DIVISION:
Res;dential Sweeping
The addition of two street sweepers and two heavy equipment
operators will provide for once a month residential sweeping.
This enhancement could only be attained with additional funds
provided through the proposed storm drainage fee. No further
reductions could be provided by this division.
2 Street Sweepers .........
2 Heavy Equipment Operators ....
Garage Charges . . . . . . . . . . .
Related Costs and Materials ....
192,000
51,160
46,180
5,000
Ditch Improvement and Maintenance
The addition of 10 personnel and related equipment will
provide for a continuous ditch improvement and maintenance
program. This enhancement could only be attained with
additional funds provided through the proposed storm drainage
fee. No further reduction could be provided by this division.
1 Crew Cab Truck . . . . . . . . . .
Garage Charges . . . . . . . . . . .
1 Beach Truck Garage Charges . . . .
2 Tradesworkers ..........
2 Public Service Technicians . . . .
6 Maintenance Workers II . . . . . .
2 Chippers . . . . . . . . . . . . .
Garage Charges . . . . . . . . . . .
6 Cha in Saws . . . . . . . . . . . .
Garage Charges . . . . . . . . . . .
6 Weed Eaters ...........
Garage Charges . . . . . . . . . . .
Operating Supplies . . . . . . . . .
15,000
3,170
6,240
55,800
44,310
124,090
25,000
7,280
2,100
2,100
2,700
1,740
10,470
NOTE: These enhancements predicated upon adoption of a stormwater
utility Enterprise Fund in Fiscal 1991.
~ ~""~~~~~iillN'Jl'~'I~~'~~'N"''''1~:~.......'l1tol'''\''~i~:ItI;<l,!.IJ~ ~'1." ..- I.
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TOTAL
134
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1990/91
Code:
I:stlmatea
Budget
Iapact
($ Increase)
1341
~ ot
FY
89/90
Budget
294,340
300,000
594,340
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City of Cl8arwat8r
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Works/Infrastructure Group/Sewers & Lift Station
Public Service - Utilities Fund
Code: 1346
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Sanitary Sewers: Responsible for the maintenance, repair and replacement of 319 miles of
sanitary sewers: also, for the jetting, rodding and vapor rooting of city mains and
laterals to clear lines of grease, debris, and tree roots, etc.: adjusting and
construction of new manholes, extensions a.nd tap construction. Responds to sewer
stoppages throughout the City and any other emergency concerning the sanitary sewer
system. Locates sewers and taps for residents and contractors. Operates a TV analysis
program in order to detect existing problems or potential problems in the sewer system,
and for other departments upon request.
Lift Stations: Respons i b le for the mon itoring and maintenance, and repair of a 11 77
sanitary and storm 1 ift stations. Constructs new small 1 ift stations and does major
upgrading as needed on existing stations. The importance of these lift stations require
seven day a week monitoring.
Motor Shop: Provides maintenance and repair for 640 pumps, 681 motors, 38 generators, and
38 engines for the lift stations and other departments/division such as WPC, Water,
Sanitation, Marina, Parks and Recreation, etc.; and for mechanical and electrical
concerns of the Pass Bridge. Responsible for all motor projects throughout the City.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
85/86 86187 87/88 88189
Staff Hours of Sewers Cleaned 5,891 4.806 8,198 10,113
1,000 Feet of Sewers Cleaned . 1,129 1,028 1,580 1,695
Staff Hours Per 1.000 Feet . . 5.3 4.8 5.2 5.9
Staff Hours of Sewers Replaced 7,247 8.092 8,597 7.687
Linear Feet of Sewers Replaced 3.335 2,499 3,980 2.465
Staff Hours Per Linear Feet . 2.2 3.2 2.2 3.1
Staff Hours of Lift Stations Monitored 5,936 5,986 5,395 5,720
Number of Lift Stations Monitored 17,644 17.232 16.885 14.766
Staff Hours Per Lift Station . . . . . 0.3 0.3 0.3 0.4
Staff Hours of Lift Station Maintained 9218 706 532 648
Number of Lift Stations Maintained . . 1,187 1.191 719 443
Staff Hours Per Lift Station . . . . . . 0.8 0.6 0.7 1.5
Staff Hours Motor Shop Repair to Lift Station 3,080 3.322 2.433 4.345
Number of Lift Stations . . . . . . . . . . . 68 71 74 76
Staff Hours Per Lift Station . . . . . . . . . 45.3 46.8 32.9 57.2
.Two positions, and related complex costs, previously budgeted in 1345 are now budgeted in the new Administrative Division
for Infrastructure Group.
a t
Current
Level Budget
1990-91
%
Increaae
Budgeted
1988-89
Budgeted
1989-90
1.078,640 *
431,640
256,910
8,000
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1.775,190
4.2
2.3
2.0
18.5
0.0
0.0
3.5
Peraoua1 Services
Other Operat:f.ng
7.l1terua1 Services
Capital
Debt Service
Tnuurfsr
'l'O'UL
1,037.780
415.560
217 .160
7.000
1.070
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1,678.570
1,034.940
421,850
251,870
6.750
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136
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Cityof CIearwllter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
oubl;c Works/Infrastructure Group/Water D;stribution
Code: 2051
Distribution: Provides for the operation, maintenance and expansion of water mains,
service lines, valves, fire hydrants, leak repairs, meter settings, and other related
duties, involved in providing water from the supply source to the customer's meter.
Supply: Provides for the operation and maintenance of city reservoirs, wells, pumping
stations and related equipment/facilities to insure a safe and adequate water supply is
delivered to customers with proper pressure. Supply personnel monitor water quality and
quantities through routine sampling, testing and analysis to insure compliance with
appropriate governmental agencies (DER; Pinellas County Public Heath Unitj Southwest
Florida Water Management District; etc.).
11111111!1111:..fl::llj~~I:I!.I.II~!'IIII!..I:;!II!I.!!'1i,'I!:'!!I'!!::I:lil!~!::j:.!:i:i:I'IIIII'i'!:.I::II:1~i.'I:I:I.:i'!i:ll:
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
86/87 87/88 38189
Fire Hydrants in System . . . . . . . . . . . 2,523 2,555 2,585
Miles of Main in System . . . . . .. 504 506 509
Gallons of Water Produced/Purchased
(In Millions of Gallons) . . . . . 2,211/3,509 2,157/3,714 1.586/4,326
Service Lines Replaced (Non-Bond) . . . . 308 300 392
Mains/Service Lines Installed-Miles (Bond) 3.3 3.3 4.9
Fire Hydrants Raised/Replaced . . . . . . N/A 60 43
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for Infrastructure Group (1342).
Budgeted
1988-89
s te
Carrellt
Level Budget
1990-91
%
Increase
Budgeted
1989-90
Personal Services
Other Operat:ing
~terua1 Services
Capital
Dabt Sarvi.ce
TrlUUlfer
TOTAL
1,189,090
6,171,460
472,970
3,700
1,903,490
1,156,250
10,896,960
1,151,730
7,537,050
374,320
1,750
1,982,400
1,240,000
12,287,2.50
1,350,470
7,606,500
369,360
4,500
1,986,560
1,225,000
12,542,390
17.3
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157.1
0.2
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2.1
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City of CIsarwatsr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Public Works/Infrastructure Group/Water Meter Shop
2052
Meter Shop: Provides
related appurtenances
customers. Meter
backflow prevention
supplements the Gas
orders.
Code:
for test i ng ,
to insure
Shop personne 1
devices to
Service Division
meters and
prov i ded to
of requ ired
the Meter Shop
on/off service
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
86/87 87/88 88189
Water Meter Changeouts 3,424 3,884 3,452
Heter and Related Equipment Tested/Rebuilt 8,312 8,372 7,144
Field Repairs (Meter) . . . . . 9,045 9,169 9,725
Number of Water Meters 35,644 36,105 36,506
*Complex costs previously budgeted in 2052 are now budgeted in new Administration Division for Infrastructure Group (1342).
Budgeted Budgeted %
1988-89 1989-90 Increase
Personal. ServiclI8 312,530 338,180 364,050 7.6
Othsr Ope:r>o:1ting 90,030 95,660 97,890 * 2.3
lnterna1 Services 49,070 44,240 44,220 * -.04
CapitaL 1,000 3,100 0 -100.0
Debt Servi.ce 0 0 0 0.0
Tranafer 0 0 0 0.0
'l'OTAL 452,630 481,180 506,160 5.2
140
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Cityof CIetmt'llwr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Public Works/Transportation Group
Code: 1331
The Transportation Group is responsible for the planning, geometric design and traffic
operations of roads, streets and highways, their networks, terminals, abutting lands, and
relationship with other modes of transportation.
In the performance of the Traffic Engineering function, this group engages in seven major
service programs. These include: Parking System; Traffic Signs; Street Markings; Street
Lighting; Traffic Signals; Service to Other Departments; and Support Services.
TRAFFIC ENGINEERING DIVISION
Administration: Provide administrative support to all sections; review plans of
developments, parking lots and streets; initiate street lighting; administer
Transportation Impact Fee; calculate transportation impacts for concurrence; conduct
traffic studies; analyze accident problems; and review public requests and complaints.
Traffic Signals: Install and maintain traffic signals and related equipment. Coordinate
the computerized si9nal system and expansion of the system in conjunction with the
County-wide Program (operation of the new system is scheduled to begin in October, 1990).
Presently there are 138 signalized intersections, 72 of which are on the computer.
Traffic Service: Manufacture and install traffic signs; install all traffic control
pavement markings. In the 1988/89 budget year, 2,985 signs were manufactured and 2,492
were installed.
Lighting Division: Install and maintain all City owned street, parking lot,
recreational, Marina and security lighting and related electrical equipment for all City
facilities. Presently there are 3,600 outside fixtures to maintain.
Parking System: Responsibilities are detailed on the Parking System page of the
Enterprise Fund.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
No. of Hours Hrsl HUIlber Hours Hours/
Signs Manuf Sign of Signs Insta 1100 Signs
~ Manuf Siqns Manuf Installed Siqns Installed
84-85 2,608 1.332 .511 2,183 2,584 1.184
85-86 3,298 1.495 .453 2,809 2,931 1.043
86-87 2,777 1,548 .577 2,282 2,624 1.145
87-88 3,225 1,506 .467 2,528 2.668 1.055
88-89 2,985 1,525 .511 2,310 2,492 1. 079
NOTE: Most of the signs manufactured but not installed were made for other Departments.
Peroomal Service.
Other OperatiDs
htemal Service.
Capi.ta1
Debt Service
Tranllfer
TOTAL
Budgeted
1988-89
1,077.870
1,348.750
269.955
25.630
13.740
o
2,735.945
at te
Current
Level. Budget
1990-91
1.118,870
1.301,970
229,190
16,300
14,240
o
2.680,570
%
Increase
2.0
2.0
2.0
0.0
0.0
0.0
2.0
Budgeted
1989-90
1,096,930
1,276,440
224.700
16,300
14,240
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Parks
& Recreation Department
Recreation Division
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Moee. Center
Lake Nature Pork foundation
Flee Svpervisor Rec Supervisor
Ree Rec
Speclolist Specialist
Rec Ree
Instructor (.6) Leader
Ree Pool
- Assistant (1.6) Guard (,6)
Rec
Assistant (1.9)
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Superintendetlt
Section
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Ree
Supervisor (6)
Rec
Leader (7)
Pool
Guard (1.1)
Ree
Assistant (6.4)
Rec
Instructor (,3)
Section
II
Ree Supervisor
Ree
Supervisor (4)
Ree
Leader (4)
Graundskeeper
Section
III
Ree Supervisor
Ree
Supervisor (5)
Ree
Leader (3)
Groundskeeper
Ree Custodian
Instructor (2.3) (,5)
Rec Ree
Assistant (4.5) Instructor (.9)
Pool Rec
Guard (2.4 ) Assistant (4.8)
Pool
Guard (2,5)
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Nursery Division
Nursery
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Superintendent
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Planting Maintenance Spray
Division
~ Parks Supervisor Parks Supervisor Parks Supervisor Parks Supervisor
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Servicewk (4) (4)
Equip
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Maint
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Parks
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Groundskeeper
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Cityof CIssrwatBr
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: Parks and Recreation
Code: 1600
The Parks and Recreation Department is divided into five divisions with the following
major programmatic functions and objectives:
Administration: Provides administrative support to all four divisions including
management, marketing, clerical, personnel, planning, etc. Also, administers,
disseminates and enforces City Ordinances and rules as they pertain ~o the Parks and
Recreation Department. Develops, coordinates and monitors all budgets including revenues
and expenditures. Implements the approved Capital Improvement Projects for Parks and
Recreation.
~
Parks Division: Provides mowing and ground maintenance at over 275 locations,
representing approximately 469 acres of parkland, 110 acres of public buildings, 48 acres
of medians, 38 acres of right-of-way and 24 acres of ditch maintenance. Also includes
daily maintenance of approximately 36 acres of beaches and a 11.5 acre City cemetery.
The Forestry Section trims and removes hardwoods on City-owned properties, rights-of-
way and medians and trims palm trees on City-owned properties.
Recreation Facilities Division: Coordinates maintenance, development and redevelopment
activities (mowing, edging, dragging, lining, fertilizing, aerating, top dressing,
sodding, grading, sprigging, etc.) for 44 ballfields. Performs installation and
maintenance for 23 separate playground areas and 7 fitness courses/courts. Provides
custodial maintenance to clean all recreational facilities at 43 different locations and
provides staff coverage for rentals at the Annex Community Hall, Memorial' Civic Center,
and Martin Luther King Center. Coordinates agreements and utilization of athletic fields
and rental buildings with City-related, co-sponsored, and private-use groups (Clearwater
for Youth, Countryside Little League, Clearwater Chargers Soccer Club, etc.).
Nursery Division: Provides landscaping materials, trees and plants for various City
projects as well as labor to renovate existing landscapes and install new landscape
designs on City properties, promoting beautification, irrigation water conservation, and
the reduction of maintenance requirements. Administers the City's Street Tree Program.
Maintains a nursery and tree farm with inventories of approximately 9,100 plants, 250
palms, and 8,256 hardwood trees. Maintains, monitors and operates 99 irrigation systems.
Upgrades and renovates exi st iog systems and desi gos and installs new systems for
landscape and ballfield areas. Provides chemical spraying of pesticides and herbicides
for approximately 23 miles of drainage ditches and 469 various locations requiring pest
control. Performs all landscape maintenance, including mowing, at Coachman Park and the
Main Library. Performs landscape plant bed maintenance at 34 higher priority locations,
such as City Hall, Memorial Causeway medians, Marina, etc., where the appearance of the
landscaping is more critical. Planting and production of all annual flowers. Ballfield
maintenance at SPJC soccer fields. Turf and shrub fertilizer applications on all city
properties. Tree fertilization and soil treatments on 107 "KEY" Trees in City parks and
landscapes. Palm Tree fertilization at 28 locations, including Memorial Causeway.
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Budgeted Budgeted LeVIll. Budget %
1988-89 1989-90 1990-91 Increase
4,554,690 4,863,460 5.039,770 3.6 P
1,208,870 1,275,260 1 p319,S70 3.5
1,488,640 1,378,340 1,405,910 2.0
65,640 84,680 84,680 0.0
56,320 59,300 59,300 0.0
213,000 100,000 138,000 38.0
7,587,160 7,761,040 8,047,230 3.7
151
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Personal Servicea
Other Opera d.ng
Internal Servicea
Capita1
Debt: Service
Tranefer
TOTAL
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City of CItNlrwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
o
[I
Department: Parks and Recreation
Code: 1600
Recreation Division: Provides recreation programming for numerous services not limited r
to but including therapeutic programs, swimming, dance, bridge, rentals, special classes, L_
drama, arts and crafts, music, city-wide events, fitness, etc. Operates recreation
programs at 10 recreation centers/playgrounds, 5 pools, 3 public schools, 2 tennis
complexes, 1 cultural arts workshop and a nature park. Offers a complete athletic program :
of softball, tennis, track and field, volleyball, baseball, basketball, soccer and flag
football. Provides recreation awareness programs, public safety classes, entertainment
programs to public and civic groups and assistance to organizations such as co-sponsored
youth leagues, special olympics, UPARC, Red Cross, YWCA, etc.
;ill[i'II;I'I:I',:II'I:~[IIIII,:lr:;'I,:I'.:li!illlll'[.1:I,i:i:.:l'I!II!:I,li'i!i!:I;I'I!IIIII:lil:~':,.llli1'1:'1",11,.:...[1111:1'\
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
,
, I
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1985/86 1986/87 1987/88 1988/89
. '. .'
PARKS
Number of Acres of Maintenance 637.4 661.1 717.5 733.5
Humber of Budgeted Maintenance Persolinel 61.2 54.5 54.5 52.2
Acres per Maintenance Worker 10.4 12.1 13.2 14.1 L-:
Number of Productive Maintenance Staff Hours 94,014 79,216 77 , 640 72,165
Number of Acres to be Maintained 637.4 661.1 717.5 733.5 l
Staff Hours Per Acre 147.5 119.8 108.2 98.4
i
REO\EATION FACILITIES HAIHTEIWCCE
Number of Productive Staff Hours on 8allfield Maint 25,234 27,016 27,745 27,581
Number of Ballfields to Maintain 43 44 44 44
Number of Staff Hours per Ballfield 586.8 614 630 626.8 l
Number of Productive Staff Hours on Custodial Maint 17,179 19,409 18,161 17,086 1
'-
Number of Facilities to Maintain 39 40 41 43
Number of Staff Hours per Facility 440.5 485.2 443.0 397.4 ~.
i
NURSERY DIVISION !
,
Number of Irrigation Systems 70 71 80 99
Number of Irrigation Heads 4,000 8,340 9,099 9,343
Number of Irrigation Employees 5 5 5 5 I,
Systems per Employee 14 14.2 16 19.8 " '
Irrigation Heads per Employee 800 1,686 1,820 1,869
Number of Chemical Spray Locations 450 450 459 469
Number of Chemical Spray Employees 5 5 5 6 r
Spray Location per Employee 90 90 91.8 78.2 I'
Number of Plants/Trees Inventory 15,000 20,934 17,671 17,866 L_
Number of Nursery Employees 5 3 2.5 2.5
Plants/Trees per Employee 3,016 6,978 7,068.4 7,042.4 1':'....
Number of Plants/Trees Installed 6,350 10,706 15,496 21,708 I,
Number of Landscape Projects Comp 27 30 38 44 L
Number of Plants/Trees/Project 235 357 408 493.4
RECREATION DIVISION r":
Number of Visits to Supervised Rec Facilities 1,379,577 1,342,706 1,491,263 1, 554,736 L
Productive Staff Hours 112,099 135,690 137,869 135,764
Visits pel' Productive Staff Hours 12.3 9.9 10.8 11.5
Number of Visits to Supervised Rec Facilities 1,379,577 1,342, 706 1,491,263 1,554,736 [
Number of FTE Position 73.9 75.9 75.7 74.2
Visits per FTE Position 18,675.7 17 ,697.5 19,699.6 20,953.3 ' ,
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Cityof CIsarwBt8r
DEPARTMENTAL REDUCTION OPTIONS
1990/91
1600
0
FY
89/90
Budget
I,'
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39,450 .5 I,
Department:
Parks and Recreation
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ADMINISTRATION
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Transfer Funding for Ditch/Retention Pond Maintenance
Transfer funding for ditch/retention pond maintenance from
Genera 1 Revenue to Storm Water Ut i 1 ity Dra inage Fund. The
Parks and Nursery Division provides maintenance for ditches,
retention ponds and holding ponds throughout the City. This
maintenance primarily includes slope mowing of ditches and
ponds and the chemical herbicide spraying for same. In
1988/89, 2,699 productive work hours were needed in order to
perform these maintenance tasks. The total cost to the Parks
and Recreation Department was $52,600. This figure captures
both personnel costs as well as operating costs (chemicals,
equipment, supplies, etc.). In previous budgets, this
maintenance has been funded by general revenue.
NOTE: Transfer of these costs is dependent on the adoption of the
Stormwater Utility in Fiscal 1991.
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RECREATION DIVISION
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Special Facilities and Programs:
Reduced Maintenance Charges for National Guard Armory
Drop Bui lding and Ma intenance charges of $20,360 for the
National Guard Armory and replace with $9,000 to perform
reduced maintenance requirements as per new three year lease
with the National Guard. Prior to the new lease, the Building
and Maintenance Division was required to perform numerous
maintenance tasks, thus a large yearly Building and
Ma intenance charge. Since the Armory is not a City owned
facility and since the maintenance requirements are
substantially reduced to painting of exterior of the building
once every three years, a minimum savings of $11,360 per year
could be realized.
.1
11 ,360
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TOTAL
0.6
'71
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153
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Cityof CIsarw8tBr
DEPARTMENTAL OPTIONS
Department:
Parks and Recreation
Eliminate Program Provided by Contract Professional from
the General Fund Budget
Eliminate the salary and wages contract (103) codes from the
Recreat ion Divi s ion operat ing budget and estab 1 ish a zero
based, contractor prcgram account in which funds collected
from contractor classes would be deposited and from which
contractors would be paid. This proposal would eliminate the
need to forecast expenditures and revenue for contractor led
classes within the General Fund.
The current practice of budgeting for contract professionals
inflates the operating budget figure, whereas the
establishment of the zero based contractor program accounts
would have no impact on service level as contractors are paid
a percentage of fees collected after services are rendered.
Also, closely related to this is the contract for dance bands
which are paid for from revenues generated by admission to
the dances. This program would also be included in the program
account. The following codes could be eliminated:
Code
Estimated
Expenditure
Excess
Revenue
Estimated
Revenue
1628-103 Swimming Coach
1654-103 Misc Contract
Instructors
1654-301 Dances (Dance Band)
1662-103 Tennis Professional
(McMu llen)
$ 22,500
62,000
22,000
44,200
$150,700
25,000
80,000
54,000
52,000
211 ,000
2,500
18,000
32,000
7,800
60,300
The above figures are included in the 1989/90 mid year budget
to pay contractors. Tota 1 revenue generated by the contractors
is estimated to be $211,000. After paying the contractors,
there is an excess revenue of $60,300 which could be used to
fund other budgets.
The revenue forecast does not represent any non-resident fees
that might be derived from contractor led programs.
I n summary, contractor led c lasses and programs pay for
themse 1 ves, although the revenue budget wou 1 d have to be
adjusted accordingly. This proposal would give a truer picture
of actual revenue plus reduce the operating budget of the
Recreation Division since contractor salaries would not be
budgeted.
TOTAL
154
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1990/91
Code:
I:stlllliltea
Budget
Iq>act
($ Reduction)
1600
% of
FY
89/90
Budget
150,700
1.9
150,700
1.9
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City of CI6arwater
DEPARTMENTAL ENHANCEMENT OPTIONS
Department:
Parks and Recreation
ADMINISTRATION
Provide Personnel and Operating Costs for the CIP Funded
by Penny for Pinellas
Provide personnel and operating costs for the new Capital
Improvement Projects funded by Penny for Pinellas in FY
1989/90 and 1990/91. The total package includes an increase
of 1.5 full time employee position. One full time custodian
is needed in order to clean the three new restroom buildings
on the beach a minimum of two times per day seven days a week.
Also, a part time parks worker (.5 position) is needed in
order to maintain Forest Run Park. These two positions
represent an increase of $25,070 in personnel costs. Also,
estimated new operating cost for the twelve projects listed
is $26,500. Operating costs include increased utility bills,
operating supplies, chemicals, fertilizers, etc. Also,
included in the operating cost is $5,000 to provide equipment
(chairs, tables, etc.) for the new classroom at Moccasin Lake
Park.
Without this enhancement, the remaining Parks and Recreation
budget will have to absorb these costs which will have the
result of providing less maintenance to existing areas,
providing no new equipment for the new classroom at Moccasin
Lake Park and providing less maintenance of restroom
facilities City-wide. Custodial service would be noticeable
to the pub 1 i c and comp 1 a i nts from the pub 1 i c concern i n9
conditions of restrooms would increase.
Increase 1.5 positions.
156
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City of Clsarwater
DEPARTMENTAL ENHANCEMENT OPTIONS
1990/91
1600
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FY
89/90
Budget
95,200
1.2
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Department: Parks and Recreation
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RECREATION DIVISION
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Center Foundation
The City has supported the Center Foundation since its
inception. The City purchased land in 1986 and leased it to
The Center Foundation, Inc., for the construction of a major
recreation and education complex. In 1988, the City approved
subject to annual appropriations, an additional $1 million
contribution to The Foundation for construction purposes. In
the 1989/90 operating budget for the Recreation Division a .66
full time employee enhancement was approved. This enhancement
plus the transfer of existing staff, through deletion of other
programs, i.e., Woodgate Park, Del Oro Park and Bobby Walker
Pool have allowed for a staffing complement of 5.7 full time
employees to conduct programs at the Center.
The Recreation Division is projecting an operating budget of
$229,000 for The Center, of this amount and as previously
planned, approximately $88,000 will be transferred from
existing budget codes. The remaining "New Dollars" ($141,244)
are projected to pay user fees ($107,853), utility charges for
office space ($14,868) and miscellaneous operating and start
up expenses ($18,523). User fee estimates are based on the
current proposal by Center Administration to charge $.40 per
hour per person. If this is modified or not approved by the
City Commission, this figure will change accordingly.
Revenue projection for The Center is somewhat difficult to
determine due to numerous new variables and that there is no
historical record to pull from. However, staff estimates that
approximately 20% of the operating budget ($45,800) can be
generated by charging user fees to participants.
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Cityof CIesrwBter
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Code: 1720
M
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Department: Library
The mission of the Clearwater Public Library System is to make readily available to
patrons library materials and information services in a cost effective manner
proportionate to levels of demand and use, and to provide access to resources outside the
library system. The Clearwater Public Library System has eight roles for the community:
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Community Activities Center: The library is a central focus point for community
activities, meetings, and services.
Community Information Center: The library is a clearinghouse for current information on
community organizations, issues, and services.
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Formal Education Support Center: The library assists students of all ages in meeting
educational objectives established during their formal courses of study.
Independent Learning Center: The library supports individuals of all ages pursuing a
sustained program of learning independent of any educational program.
Popular Materials Library: The library features current, high-demand, high-interest
materials in a variety of formats for persons of all ages.
Preschoolers. Door to Learning: The library encourages young children to develop an
interest in reading and learning through services for children, and for parents and
children together.
Reference Library: The library actively provides timely, accurate, and useful
information for library patrons.
Research Center: The 1 i brary assi sts scholars and researchers to conduct in-depth
studies, investigate specific areas of knowledge, and create new knowledge.
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Current
Level Budgot
1990-91
%
Incr_8B
Budgeted
1988-89
Budgeted
1989-90
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Persoual. S.rvices
Other Operating
Internal. S.rvices
Capital.
Debt Serri.ce
Tran.fer
TOTAL
7.4
5.5
2.0
-25.1
12.4
0.0
5.2
1,553,370
317,470
245,060
30,850
74,520
312,000
2,533,270
1,622.920
338.760
245,160
33,380
32,350
392,000
2,664,570
1,742,460
357.260
2.SO.063
25.000
36.350
392.000
2,803.133
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DEPARTMENTAL ENHANCEMENT OPTIONS
1990/91
Department:
Library
Code: 1720
s ma
Budget
Iq>>act
($ Increase)
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FY
89/90
Budget
Continuation of Family Resource Guide
The preponderance of reference quest ions rece ived by the
Clearwater Publ ic Library system are generated by patrons
attempting to solve "life problems." The goal of this project
is to fully develop and implement a comprehensive Community
Information Service (CIS) geared to the solution of those
problem~. This project was initiated under a Youth Services
LSCA grant in 1989 that was narrow in concept. The expansion
of the project to a CIS was strongly supported by the
community and library staff. Our objective under year two is
to provide a fully operational CIS in Reference and in three
branches. Activities will include installing equipment,
training staff, initiating new file development, evaluating
the new service and securing permanent, local funding based
on that evaluation. Continuation of temporary, part time
Librarian I position.
Handiman (Permanent, Part-time)
Additional permanent, part-time position to provide meeting
room use at Clearwater Countryside and East Libraries evenings
and after hours; spot cleaning duties.
Costs of this postiion would be offset by the revenue
enhancement explained on page 163.
6,000
0.2
7,490
0.3
TOT^L
19,490
.6
164
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Marine Department
Harbormaster
Stat I Assist (2)
As s 1st
Harbormaster
Office Assistant
Marine Marine Bridge Beach Pier
Operations Services Division Safety Division 60 Division
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Doekmaster Supervisor Toll Water Rec
Fac Super (1.6) .. Safety Super Pier Super visor
Marine
Fae Oper (3)
Marine
S vc Tee h II (2)
Marine
Facll Oper (9) ..
Senior
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Rec
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Marine
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Bridge Oper (3) ·
Beach
Guard (9,5) ..
-Full Time Equivalent
Total Personnel-45.2
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
I
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1990/91
Department: Marine/General
Code: 1371
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The Marine Department administers and oversees the operation of the municipal marina,
Sand Key Toll Plaza, Clearwater Pass Bridge, Pier 60, Seminole Launch Ramp and the Beach
Safety Division.
Maintains city-owned marine facilities in a safe condition. Assigns dockage space,
collect and account for slip rent revenues. Posts and maintains City established channel
markers, wake control zones and restricted areas. Impounds watercraft violating City
ordinances and state laws. Reviews dock construction permit applications for navigational
impact. Reviews and process app 1 i cat ions for races and regattas and mari ne events.
Responds to complaints and requests from the public.
Marine Services: Inspects and repairs City docks and launch ramps. Performs underwater
inspections and repairs to docks, piers and bridges and city-owned submerged utility
lines. Removes derelict and abandoned vessels and navigational hazards. Maintains city
established channel markers, wake control zones and buoys marking the restricted boating
areas. Provides capability to control and clean up minor oil spills and red tide clean
up. Monitors depth and condition of navigational channels and initiate corrective action.
Inspects all marine facilities in the city at which live-aboard vessels are permitted and
live-aboard vessels for compliance of ordinance no. 4597-88. Provides general service to
other city departments.
Custodial Service: Custodial worker on duty at the municipal marina eight hours per day,
seven days a week to maintain public areas in sanitary condition and presentable
appearance. Cleans rest rooms, showers, lobby, office spaces, sidewalks and parking lots.
Cleans walkway on the Clearwater Pass Bridge two hours per day, three days a week. Cleans
public rest rooms on Pier 60. Opens public restrooms on Clearwater Beach seven days a
week. Cleans public restrooms on Clearwater Beach two days a week.
Marina Fuel Dock: Sales of approximately 780,000 gallons of marine fuels annually to
commercial, transient and private vessels. Maintains underground storage tanks for 30,000
gallons of fuel for pumps, pipelines and fuel dispenser. Facility operates twelve and one
half hours per day, seven days a week. Closed Christmas Day.
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Current
Budgeted Budgeted Level Budget '%
1988-89 1989-90 1990-91 Iner_8e
Personal Services 354,560 400,930 448,390 11.8
Other Operating 943,530 985,190 1,004,890 2.0
he.mal ServicBs 58,610 30,880 31,500 2.0
c.pi.ta1 2,100 6,830 11 ,630 70.3
Debt Service 73,360 88,540 88,540 0.0
TranBfer 80,000 120,000 80,000 -33.3
TOTAL 1,512,160 1,632,370 1,664,950 2.0
167
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City of CIsarwBter
DEPARTMENTAL FUNCTION SUMMARY
1990/91
Department:
Marine/General
1371
Code:
MarinA
slips
marina
Office: Collects
at the marina. Sells half
tenants and authorized
logs vessels into assigned
annual parking permits to
monthly and yearly
launch/parking permits to customers of the Seminole Launch Ramp. Sells temporary live-
aboards permits to authorized transient vessels. Provides marine information and responds
to complaints from the public.
slip rents from boat slip tenants,
day, all day, monthly and
transient customers. Sells
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
FY 86/87
FY 87/88 FY 88/89
154 109
6.420 sf 6,550 sf
10 20
48 48
26,640 sf 27,130 sf
363 375
3.500 sf 3,500 sf
900 sf 900 sf
18,200 sf 18,200 sf
400 sf 400 sf
727,255 785,003
$669,916 $736,793
MAAINA SERVICES:
Marine Piling Replaced
Docks Built/Repaired
Navigational Hazards Removed
Buoys Maintained
City Docks Maintained
Information Signs Maintained
155
5,200 sf
5
48
25,000 sf
363
CUSTODIAl SERVICES:
Marina 8uilding
Pier 60 Rest Rooms
Clearwater Pass Bridge
Beach Rest Rooms
3,500 sf
900 sf
18,200 sf
FUEL SALES:
Gallons Sold
Dollar Value
777 ,521
$672,848
168
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CIty of CI8arwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department: Marine/Beach Guard
Code: 1372
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The Beach Guard Division is responsible for providing lifeguard services to the public
beaches in Clearwater and Sand Key Park. They enforce rules and regulations, assist
swimmers in distress and provide first aid and resuscitation.
Provide lifeguard services at Rockaway/Mandalay Park public beach, Rockaway. Pier to the
jetty on the south end of Clearwater Beach and Sand Key Park.
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resuscitation. Conducts in-house lifeguard training
lifeguard competitions.
Lif~ guards are on duty from 9:00 am until 5:00 pm seven days per week, 365 days per
yea r .
swimmers, provide first aid and
and participates in intra-city
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FY 86/87 FY 87/88 FY 88/89
Swimming Assists . . 23 16 24
Violation SBL (Swim) 1,407 2,268 2,334
Violation SBL (Boat) 548 739 518
Violations Pier and Jetty 818 787 872
First Aid . . . . . . 249 450 247
Beach Rule Enforcement . . . . . . . 894 1,117 919
Missing Persons . . . . . . 131 125 98
Violations City Ordinance 136 117
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1988-89 1989-90 1990-91 hcr_ee
Personal. Services 189,470 198,520 204,780 3.2
Other Operating 42,200 44,630 43,860 -1.7
Internal. Services 36,550 19,780 20,180 2.0
Capital 1,400 1,500 900 -40.0
Debt Service 0 0 0 0.0
Transfer 0 0 0 0.0
TOTAL 269,620 264,430 269,720 2.0
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Cityof CJsarwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Marine/Bridge
Code: 1373
The Bridge Division is responsible for the opening and closing of the Clearwater Pass
Drawbridge, and to monitor controls, operating signals, and initiate necessary
maintenance and repairs on the bridge. At the Sand Key Toll Plaza, attendants are
responsible to make change, sell tokens and give information and directions to customers,
tend the toll collection and traffic arm equipment, change coin vaults and machines,
record revenue and issue receipts when requested, record non-revenue vehicles, and insure
collection of revenues as required by City Ordinances.
Funct;on Serv;ce - Level and Objectives:
Bridge:
Toll facility operators are on duty 24 hours a day, seven days a week.
Drawbridge operators are on duty 24 hours a day, seven days a week.
The drawbridge is manned from 7:00 am to 11:00 pm daily. Operators from the
toll plaza respond to drawbridge openings from 11:00 pm to 7:00 am.
Toll Plaza:
NOTE:
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
Vehicles . . . .
Cash Fares % . .
Token Fare!; %
Bridge Openings
FY 86/87
2,513,726
65.7%
34.3%
9,5''11 *
FY 87/88
2,877 .171
66.1%
33.9%
11,122
FY 88/89
2,546.743
65.4%
34.6%
12,658
*Clearwater Pass Bridge was closed from Ju~e 19, 1987 until fugust 21, 19B7 for structural repairs.
Personal Services
Other Operating
IDtaraal Services
Capital
Debt Service
TrlUl8fer
TOTAL
Budgeted
1988-89
315,480
274,660
12,190
1,750
575,130
1,185,460
2,365,270
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Level Budget
1990-91
%
Increalle
Budgeted
1989-90
301,710
2.59,430
10,730
4,370
426,970
105,050
1,108,260
322,050
261,050
10,940
4,370
426,970
105,050
1,130,430
6.7
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0.0
0.0
2.0
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Cltyof Clearwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
Marine/Pier 60
Code:
1374
is
responsible for the safe and efficient
collect admission fees, fishing
items. They also rent fishing
rules and regulations.
The Marine Department I sPier 60 Division
operation of the city-owned fishing pier. Pier operators
passes, sell fishing bait and tackle, and concession
equipment, provide fishing information and enforce pier
DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
FY BfJ/87
FY 87/88
FY 88189
Fishing Admissions
23,078
18,806
20,714
General Admissions
113,627
115,834
101,189
Total Revenue
$288,215
288,200
307,359
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Current
Budgeted Budseted Level. Budget %
1988-89 1989-90 1990-91 mcreallll
PerllODal Service. 97,460 108,730 119,100 10.1
Other Operating 188,850 207,730 204,250 -1.7
Internal Servicell 17 , 250 19,400 19,790 2.0
Cap:Ltal. 2,000 3,000 2,000 -33.3
Debt Service 0 0 0 0.0
Tranefer 60,000 S,OOO S,OOO 0.0
TO'1'AL 365,.560 343,860 350,740 2.0
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DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
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Department:
General Services/Building and Maintenance Division
Code:
6530
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Building and Maintenance Division is responsible for maintaining all City-owned
facilities. Activities engaged in include: general maintenance (painting, roofing,
carpentry, electrical, plumbing, etc.), fabrication (desks, counters, bookcases, etc.),
alterations (remodeling offices, storage areas, etc.), and new building design and
construction.
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The Division is also responsible for vandalism repairs (replacing glass, sewer stoppages,
removing graffiti, etc.), and emergency repairs.
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and performs limited maintenance on gas air conditioning systems as well.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
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FY 86/87
FY 81/88
FY 88/89
FY 85/86
4.461
4,874
Work Orders
5,200
4,637
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103
73
New Work
84
184
242
Contracted
232
215
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1990-91
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1988-89
Budgeted
1989-90
Personal Services
Other Operating
Internal Servicee
Capital
Debt Service
Tran.fer
'roTAL
778,810
270,350
81,D10
3,750
.5,110
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814,063
262,450
88,882
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264.Z50
90,540
4.830
6,600
20,000
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CIty of CIsarwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Code: 6532
Department: General Services/Energy Division
The Energy Office is responsible for the conservation of the energy used by the City of
Clearwater and by its citizens. Staff ;s also responsible for working with the Coalition
of Local Governments and other agencies to secure the required energy at the best
possible price.
Some functions include: monitoring the monthly Florida Power bills for errors/misuse;
selecting rate schedules for all points of electrical services to assure the most
economical purchase of power; monitoring all City facilities for energy efficiency to
reduce energy waste; reviewing all environmental control systems and design; providing
energy conservation information to the public in the form of seminars; assisting building
industry citizens who are constructing new buildings or remodeling existing ones in the
proper application and compliance with the State's energy code; providing energy-related
technical support to all City departments; and providing street light-out reporting
service for the City and its citizens to help ensure the integrity of our street lighting
system.
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DEPARTMENTAL WORKLOAD/PRODUCTIVITY DATA
FY 1988/89
Hrs.
Energy Monitoring and Assignment Programs .......
Audit and Retrofit Programs .............
Coalition of local Governments . . . . . . . . . . . .
Energy Code, Education, and Technical Support Programs
Street Light Out Program . . . . . . . . . . . . . . .
1,200
1,650
. 900
1,02(1
150
There are two base measures that could be used for the Energy Office and they are:
1. The savings of energy dollars.
2. The reduction in funds spent for outside technical assistance by other departments.
There Is very little work performed by the Energy Office that can be judged solely on a unit basis.
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Curran!:
Budgeted. Budgeted Level. Budget X
1988-89 1989-90 1990-91 mcr_ae
Paraonal Servlces 111,880 94,860 103,150 8.7
Other Opera t:ina 8,030 7,740 7,470 -3.5
Ineerual Services 5,310 7,990 8,590 7.5
Capil:al 1,100 780 0 -100.0
Debt Service 0 0 0 0.0
Transfer 20,000 0 20,000 0.0
TOTAL 146,320 111,370 139,210 25.0
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Cltyof CI8arwater
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department:
General Services/Custodial Division
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Code:
6540
The Custodial Division (under contract) performs the operations of restroom cleaning,
floor maintenance, trash removal, carpet and tile cleaning/maintenance, pest control,
general housekeeping and certain duties indigenous to the facilities involved. Currently,
the contractor services all five Libraries, Gas Division, Infrastructure, all Police
stations, Marina, City Hall, City Hall Annex, Fleet Maintenance and Utilities. Direct
supervision of this contract is handled through the General Services Administration
Division.
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Budgeted Dadgeted Level Budget %
1988-89 1989-90 1990-91 Incr_lIe
PerllDll&l. Servieell 46,440 0 0 0.0
Other Operat:lng 122,150 210,800 215,020 2.0
lnterna1 Serviee. 3,710 0 0 0.0
Capital 0 0 0 0.0
Debt Service 0 0 0 0.0
Tranafer 0 0 0 0.0
TO'l'AL 172,300 210,800 215,020 2.0
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City of Clsarwster
DEPARTMENTAL FUNCTION AND SERVICES SUMMARY
1990/91
Department: General Services/Fleet Maintenance
Code: 6610
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The Fleet Maintenance Division is responsible for the management and maintenance of City
owned equipment; maintains 1,375 units to include general maintenance, emergency repairs,
major accident repairs, design and install specialized equipment, overview contracts and
supply support for all City departments and divisions.
The division is also responsible for ordering and control of all fuel for City equipment
as required by state and federal laws.
The divisionIs major functions and objectives include:
Administration: Provide administration support to all eight sections including
management, clerical, personnel, technical, etc.
Automotive: Provides repairs and maintenance to police units, vans and trucks 1 ton and
down units.
Sanitation: Provides services to Sanitation Division units.
Heavy Equipment: 1-1/2 ton trucks and larger construction equipment units.
Small Engine: Repairs and maintenance of all mowers, edgers, etc. units.
Paint and Body: Supports the above sections, 1,375 units.
Welding: Designs and fabricates racks and special equipment as well as any repairs
required for all sections.
All sections must maintain history and records of all City motorized equipment, perform
routine maintenance on all equipment, assist Fleet Administrator with information on
specifications on new equipment and receive new equipment and ready for service.
The Refurbishment Division is responsible for the refurbishment of older city owned
equipment in an effort to extend the useful life span while at the same time, controlling
the overall cost factors of the equipment.
Evaluation of units for refurbishment are accomplished after a set of priorities are
determined. These include but are not limited to:
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1. Cost of a replacement unit
2. The current and projected usage and functions of the unit
3. Projected cost savings
4. Cost of projected repairs
5. Present condition of old unit
6. Availability of replacement parts
7. Projected life of refurbished equipment
8. Safety of unit
This division also accomplishes new equipment set-up to ready equipment for City use.
This includes strip out of old police equipment, repairs to the equipment (light bars,
etc.) and the installation of the new units. New service trucks require safety items,
etc., be installed before being placed into service.
When new units are delivered, they must be inspected against our specifications to ensure
the City receives what it ordered. Any discrepancies are handled at this time.
Any supplemental work required to existing units may be accomplished at this shop
including: safety equipment and updates, installation of heavy duty bumpers (unable to
purchase), install of cab fans, etc.
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INTRODUCTION
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The Capital Improvement Program is a management, legislative and community tool
used to facilitate the planning, control and execution of the functions of
government. The purpose of such a program is to plan for and better manage
growth.
This section outlines the City policies regarding the Capital Improvement
Program, prov ides def in it ions re 1 at i ve to the Cap ita 1 Improvement Program,
descri bes the summary schedu 1 es i nc 1 uded in th i s document, and deta il s the
proposed capital improvement projects, along with the proposed funding schedule
and funding source for each project.
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POLICIES AND PROCEDURES
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Capital Projects are utilized to account for resources used in the acquisition
and construction of capital facilities and fixed assets. The City Commission
adopts the first year of the six-year Capital Improvement Program as the Capital
Improvement Budget. The appropri at ion of annua 1 transfers to the Capital
Improvement Fund are included in the budget of the specific source fund.
Individual project budgets for the Capital Improvement Program are adopted on
a multi-year program basis and do not lapse at year end.
Authorization
The City of Clearwater Code of Ordinances, Chapter 41,
requirements for a Capital Improvement Program and Budget.
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sets forth the
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Responsibility
It is the responsibility of the department director charged with delivery of
specific City services to anticipate the need for capital improvement
expenditures in advance of having to initiate projects. This enables the
development of a long range financial plan to fund these needs. Further, it is
the responsibility of the department director to ensure that long-range capital
object ives interface and are not inconsi stent with the City of Clearwater's Long-
Range Plan.
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DEFINITIONS
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Capital Improvement Project: A property acquisition, a major construction
undertaking, or a major improvement to an existing facility or property, with
a minimum useful life of at least five years and a cost greater than $ 25,000.
Capital Improvement Program: A comprehensive schedule of approved capital
improvements projects indicating priority as to urgency of need and ability to
finance. The program shall be for a six year period, the first year of which
shall be adopted as the next fiscal year's capital budget. The program shall
be revised annually and projected an additional year to allow for changed
conditions and circumstances. Each fiscal year, the capital improvement program
shall be submitted to the City Commission for approval.
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CAPITAL IMPROVEMENT PROGRAM
DEFINITIONS (Continued)
Capital Improvement Budget: The capital budget covers those approved projects
contained in the first year of the six year capital improvement program. The
approved Capital Improvement Budget establishes the total dollar cost of each
project and the source of revenue. Any change which increases the cost of a
project or changes the revenue source must be approved by an amendment through
the City Commission.
Capital Improvement Element (eIE): The Capital Improvement Element is limited
to those capital improvement projects included in the other elements of the
City's Comprehensive Plan. In particular, the CIE includes the cost and timing
of essential public facilities, such as transportation, drainage, potable water,
education, parks and recreation, and public health. Only those projects with
an estimated cost of more than $ 100,000 are included. Capital improvement
projects involving other City services such as police, fire, library, and other
public buildings have not been dealt with in the comprehensive plan. These
projects are considered in the City's regular Capital Improvements Program.
Ongoing Projects: Ongoing projects do not automatically lose the previous year's
budgeted amount, but are cumulative in nature, i.e., the previous fiscal year's
remaining balance is added to the new approved budgeted amount.
SUMMARY SCHEDULES
The schedules summarlzlng the proposed Capital Improvement Program by funding
source and function are as follows:
CI? EXPENDITURE BY FUNCTION: The CIP Expenditure By Function schedule,
illustrated on page --, simply shows expenditures by function (i.e. Police
Protection, Marine Facilities, etc.) for each of the six years of the
proposed Capital Improvement Program.
SUMMARY OF RECO~MENDED FUNDING SOURCES: This schedule, shown on page -
-, analyzes funding by revenue source, including revenue generated by ad
valorem taxes, impact fees, other general revenue sources, proprietary
revenue, and borrowing for each of the six years of the proposed Capital
Improvement Program.
SUMMARY OF GENERAL REVENUE: The Summary of Genera 1 Revenue (page --)
analyzes general revenue funding by function (i.e. Police Protection,
Transportation, etc.) for each of the six years of the proposed Capital
Improvement Program.
ANALYSES OF GENERAL REVENUE: This final schedule (page --) compares
budgeted 1989-90 general revenue funding with requested FY 1990-91 general
revenue funding by function and project. It shows the overall increase
(decrease) in requested general revenue funding for the FY 1990-91.
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PROJECT DESCRIPTION
Estimated
Starting
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Estimated
Coqlletion
Date
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PUBLIC SAFETY
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Police Protection
Main Headquarters - Sally Port
Provide increased safety and security at holding facility through construction of a sally
port with roll-up grates and secure locking devices. (Changed funding period to FY 1991-
92.)
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Sept. 1992
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Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: Emphasize the reduction of crime. particularly violent,
organized, economic, and drug-related crimes.
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Mobile Digital Terminals
Provide immediate direct inquiry to County license tag information, driver's license
information, and F1srhfa aRliI Natienal CFilll9 IRfs!'lnatillR CeRtel' tSRlplltert, tlleresyrelilytiRg
countywide warrant information. Dispatching of non emergency calls for service can also
be accomplished via the MDT. Will reduce voice radio inquiries by patrol units and the
need for additional dispatchers.
Annual Operating Costs: ~/a iRtreihe afaxiEtiRg E:ehtE. $90,000 for the necessary
software. The maintenance service contract is covered the first year under warranty.
Thereafter, maintenance will be provided by the Radio COll1OOnications section of the
Department of General Services.
Comprehensive Plan Objective: Increase the level of training and technical assistance
provided to law enforcement agencies.
Oct. 1990
Sept. 1991
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Countryside Substation Expansion
As a result of expanded growth and demand for service in the east and northeast sections
of the City, to expand the locker room facilities to accommodate officers aS3igned to the
east district. (Changed funding period to FY 1991-92.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: 1. To provide for systematic maintenance and improvement
of the City's physical plant, and for increased efficiency in governmental operations.
2. To provide the existing level of service. or expanded service ranges where indicated,
within the City throughout the period of the plan horizon.
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Sept. 1992
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,ire3n;E TF3iRiR9 SYEte~
AGqYititisR sf 3 GSRlpyterizelil vililee EceR3Fie firear~ traiRiRg EYEtem tllat ~Jill teEt tRe
iRtegratisR sf Ekill aRliI jYdgelll9Rt YRliIer Etret&, at cemparelil te tile tl'alilltieRal pep lip
91' faGiRg paper tal'getE tllat effel' a ReR EtretS EE:9Rari9. Over 10 liIiffer9Rt E&9RaFi9E
caR se preEeRtelil IR i~r9~iRg aR sfflte!"E aGGllra&y. reattieR. aRliI QeGi&i9R ~kiR!J.
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C9mpreheREive PlaR Qsje&tiv91 IR&reaSe tile la~el af traiRiRg aRQ t9tllRisal 3&sistaRc9
prsvi~elil ts law eRfsrtemeRt ageRcies.
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To provide widening of the intersection at Druid Road and Fort Harrison Avenue as required
in the Comprehensive Plan.
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: In order to meet desired Level of Service standards as set
forth in Policy 5.5.1. of the Comprehensive Plan.
Highland Avenue Widening
Project widens Highland Avenue to a minilllJlll four lanes along its length bebleen Gulf-
to-Bay and Union Street. A distance of 2.5 .Hes to increase capacity. Design of the
project is scheduled to begin in FY 90/91., Funding is provided in the. Penny for Pinellas.
program (Infrastructure Tax) and is identified in Group 2 in Objective 6.3 of the
~rehensive Plan.
Annual Operating Costs: No increase of existing operating costs.
~rehensive Plan Objective: (6.3) To meet desired level of service standards as set
forth in Policy 5.5.1.
Oct. 1993
Sept. 1995
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PROJECT DESCRIPTION
Estimated
Starting
Date
Estimated
Cllq)letion
Date
TRANSPORTATION
New Street Construction
Hampton Road Improvements
Widen and reconfigure Ha"1>ton Road to a three lane thoroughfare supporting traffic
increase resulting from completion of Phase I of Park Place development.
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: 1. To eliminate or reduce traffic congestion within the
Clearwater area. 2. To provide City residents with the easiest possible access to
business, commercial, recreational, medical, and cultural facilities.
Oct. 1991
Sept. 1992
Druid Road Widening
Project provides an iqJroved East-West IIBjor traffic artery by widening Druid Road along
its length from Alternate US 19 to US 19. A lIIinilllJlll of one lane will be added. Final
design studies will detemine ultillBte lane configuration to allow a mIti-phased project
with the first phase to be constructed in FY 95/96 where the Right-of-Way is now
available. This project is a .Penny for Pinellas. project and is identified in Group 2
in Objective 6.3 of the Comprehensive Plan.
Annual Operating Costs: fto increase of existing operating costs.
l:oq)rehf:nsive Plan Objective: (6.3) In order to; aeet desired level of service standards
as set forth in Policy 5.5.1.
Oct. 1995
Sept. 1998
Druid Road at Greenwood Avenue
Oct. 1993
Sept. 1994
To provide widening of the intersection at Druid Road and Greenwood Avenue as required
in the Comprehensive Plan.
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: (6.3)In order to meet desired Level of Service standards
as set forth in Policy 5.5.1. of the Comprehensive Plan.
Druid Road at Fort Harrison
Oct. 1994
Sept. 1995
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Estimated
Starting
Date
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C~letion
Date
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Major Street Maintenance
Sepvise R9a~ aRQ ~11ey ReEypfasiRg CeRtiRY9Y& ARRyal FYRaiRg
Wi 11 re~YE:e t~e t illl9, fYe 1 aRd etl:ler r9Eeyre:eE el(peRde~ by l: i ty Illa i RteR:lRGe l>T'e'.~& i R t~e
ypkeep ef &ep\'iE:e poad& liRd alley!:. .~pppel(imately 6,Ogg feot of alle~'& :lRd &er:'viE:e read&
'.Iill be treate(if every etl:lep year.
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TRANSPORTATION
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ARRyal OperatlRg Ce!:t&1 Ne &lgRiflcaRt iRcrea&e ef el(i&tiR~ eperatiRg E:e&t&.
Ce~r:'e~eR&lve P1aR Objectivel 'ffert& &Ra11 be ~de te maiRtaiR tRe rea (if &y&tem IR &YG~
a faERioR tl:lat at R9 tilll9 &l:Ia11 IIl9re tl:laR 2g~ of th9 total &treet mileage iR t~e City ~e
rate (if iR pe9p ep fair cORditieR, ba&ed OR rea~ seRditieR E:riteria e&tab1i&l:Iad By the
ERgiReeriRg Qapartlll9Rt.
Road Underdrain System
Construction and renewal of systems designed to keep ground water from infiltrating and
eroding road beds, thus extending the life and lowering the maintenance cost of the road
by preventing erosion and eventual loss of road surface. Approximately 6,000 7,000 feet
ef YR~erQ..aiR iE Esl:legy1ed fep iR!:tallatieR each yeiHl-r Program for FY 91-96 is increased
by 36% to allow an additional 2,500 LF of underdrain to be installed each year to a new
total of 9,000 - 9.500 LF annually. (Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Corrprehensive Plan Objective: Efforts shall be made to maintain the road system in such
a fashion that at no time shall more than 20% of the total street mileage in the City be
rated in poor or fair condition, based on road condition criteria established by the
Engineering Department.
Street Resurfacing
Prevents deterioration of City streets by adherence to a 10.3 year maintenance cycle.
allowing approximately 26.7 miles of street to be treated annually. (COntinue funding to
FY 1995-96.)
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Annual Operating Costs: No significant increase of existing operating costs.
Corrprehensive Plan Objective: Efforts shall be made to maintain the road system in such
a fashion that at no time shall more than 20% of the total street mileage in the City be
rated in poor or fair condition. based on road condition criteria established by the
Engineering Department.
Paving Unpaved Streets
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Continuous Annual Funding
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Project paves unpaved streets in older areas of the City which were constructed before
City codes were revised to require standard paved city streets. Targeted initially are
those neighborhoods and areas where there is little possibility of abutting property
owners approving an assesslOOnt program to fund the street iqlrovel'll:mts.
Annual Operating Costs: No increase of existing operating costs.
~rehensive Plan Objective: Efforts shall be made to maintain the road system in such
a fashion that at no time shall more than 20% of the total street mileage in the City be
rated in poor or fair condition. based on road condition criteria established by the
Engineering Department.
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Estimated
Conpletion
Date
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PROJECT DESCRIPTION
TRANSPORTATION
Sidewalks and Bike Trails
Sidewalk Construction - General
Continuous Annual Funding
To provide side~alks in areas witl:l llei':Y peQe&tl'iaR n~ Al9terll9~ traffic ul:lel'e ReRe
exlE:t, &afe ',\'alk\.'ay& aRa acce&& t9 &1:1:1991 !:IrallRa& aRg parks fer &c~e91 GAileraR, aRd
&1I18\.'31k l'alllpiR!:I ana sike tl'ail& ':tllers rQ~lIirsQ. Re~YQ9& City 1 iabil ity n~ pralR9t9E
peQe&tl'iaR safety. wich function as pedestrian routes to schools. This program promotes
the safety of children walking to school by installing sidewalks where none now exist and
by repairing, nodifying. or replacing inadequate sidewalks along school pedestrian
routes/walkways. (Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
COrrq:lrehensive Plan Objective: To provide for maxilllJm protection of health and safety in
Clearwater's transportation system by installing sidewalks in developed areas as rapidly
as possible, priority areas being school routes, major thoroughfares, and high accident
locations.
Sidewalk Construction - City Facilities
Construction of new sidewalks and bike trails on City property and Florida Power
right-of-ways, on City facilities such as parks, libraries, ~rinas, and in other areas
which are below the City's standards for sidewalks. Approxi~tely 5,000 linear feet of
sidewalks and bike trails will be constructed annually.(Continue funding to FY 95-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide for maximum protection of health and safety in
Clearwater's transportation system by installing sidewalks in developed areas as rapidly
as possible, priority areas being school routes, major thoroughfares. and high accident
locations.
Continuous Annual Funding
Sidewalk R & R - City
Will repair or replace small sections of deteriorated sidewalks in all areas of the City
by two three-man City crews. W ill reduce the City's Ii ab i 11 ty inherent I n fa n ed. broken.
and unsafe sidewalks. The objective is to repair or replace a minimum of 25.000 linear
feet of sidewalk a year. This project is being differentiated from the following project
wh ich contracts out for major s idewa lk repair and rep lacement. On hand funds are
sufficient to allow a reduction in funding in FY 91 and FY 92 to $10,000 per ,year.
(Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide for maximum protection of health and safety in
Clearwater's transportation system by installing sidewalks in developed areas as rapidly
as possible, priority areas being school routes, major thoroughfares, and high accident
locations.
Continuous Annual Funding
General City Sidewalks
Project provides for: (1) The installation of sidewalks in all areas of the City whene
none now exist and is required for pedestrian safety. and (2) The nehabil itation.
mdtfication and repair of existing sidewalks. Total project to FY 96 will provide for
43 miles of 4 ft. wide sidewalks at $2.25/S.F.
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Cclq)rehenstve Plan Objective: To provide for maxilllJlll protection of health and safety in
Clearwater's transportation system by installing sidewalks in developed areas as rapidly
as possible. priority areas being school routes. major thoroughfares, and high accident
locations.
202
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PROJECT DESCRIPTION
EstillBted
Starting
Date
Estimated
Conp let ion
Date
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TRANSPORTATION
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Sidewalks and Bike Trails (Continued)
Recreation Bicycle Paths Oct. 1990
Construction of recreational bike paths to connect City parks. The City presently has
approxillllltely two and one half miles of paths. THe 1990/91 funding will be used to
complete portions of the East-West Bicycle Trail from Belcher Road (Center Foundation)
to Bayshore Blvd. (DelOra Park) and connect Drew Street bike trail to Carpenter Field
and the East-West Tra i 1.
Annual Operating Costs: $1.000 per year. requiring no additional personnel.
Coqlrehensive Plan Objective: To provide City residents and tourists with recreatlona 1
sites of the highest qua lity which pemit sufficient and varying opportunities for the
enjoyment of active and passive recreational activities.
Sept. 1999
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Storm Drainage
Storm Drainage Renewal and Replacement Continuous Annual funding
Restoration of major storm system components to original design capability by providing
for projects In unspecified areas of the five major drainage basis to clear channels along
the 400 miles of drainage system that have become deficient due to blockage, breaks. or
debris; and to repair, rehabilitate, or replace storm drainage lines, structures or
fixtures. (Continue funding to FY 1995-96.)
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Annual Operating Costs: No significant increase of existing operating costs.
ComprehEnsive Plan Objective: To remove excess surface water as necessary to prevent
flooding an consequent adverse effects on public health, the environment, and public and
private property an Inconvenience to the citizenry.
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Unspecified Storm Drainage Improvements Continuous Annual funding
Correct isolated drainage problems requiring small to medium sized construction efforts
($25,000-$200,000) to relieve localized moderate to severe flooding problems unrelated
to major drainage systems. Annual funding increased by $35.000/year to finance one
additional small drainage project per year. Funding provided by c1ose-out of
-Miscellaneous Ponding Program 12498. (Continue funding to FY 1995-96.)
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Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To remove excess surface water as necessary to prevent
flooding and consequent adverse effects on public health, the environment, and public and
private property and inconvenience to the citizenry.
MtCS91l::iI99YC P9RdiR!j .~.reae: CaRtiRyay& ,O,RRyal FYRl1iR€f
u
A'qYiciti9R .Rd teRct~yttleR af F9RdlRg ar9ac alaRg majep draiRa€fe '~aRRelc t9 impreYQ
Ct9Pffi QraiRage aRd te ellffilRata t~e Reteccity af piplRg water at,y~latiaR t9 aR 9Ytf311 .
ARRyal QperatiRg CSCte:1 M9 sigRifitaRt IRtr9ic9 of 9KlctiR€f operatiRg S9CtC.
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CQmpr9~9R&lve PlaR Qbjettlv91 To reffiQV9 9Kt9&C cyrfat9 water ae: R9&9Ccary ts FreveRt
floediR!j aRQ teRe:eqweRt adverc9 9ff9&te: SR pYbli& ~9altR, t~9 eRvlreRm9Rt, aRe pYbll& aRg
pP bate pr9pepty aRd i R&aR'/eR i 9Rte t~e sit I zeRry.
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PROJECT DESCRIPTION
Estimated
Starting
Date
Estimated
COlJ1lletion
Date
TRANSPORTATION
Storm Drainage (Continued)
Allen's Creek Iqlrovements
Project iqlroves stonnwater quality in Allen's Creek basin by creating a sedirrent basin
in the vicinity of the Druid Road at Allen's Creek Bridge. Actions to reduce the stonm
bank erosion will be a part of this project.
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To remove excess surface water as necessary to prevent
flooding and consequent adverse effects on public health. the environment, public and
private property and any inconvenience to the citizenry.
Oct. 1990
Sept. 1992
Stevenson Creek Drainage System Upgrade
Funding in response to major storm events of July '87, Sept. '88, and Nov. '88. a
Stevenson Creek Master Drainage Plan has been prepared for phased hT~roverrents to
Stevenson Creek in four stages. The proposed location of improvements is along the main
branch of Stevenson Creek from Betty Lane to Bel1eair Road, with Phase I from Betty Lane
to Pierce Street, Phase 2 from Pierce Street to Druid Road, Phase 3 from Druid Road to
Jeffords Street and Phase 4 from Jeffords Street to Belleair Road. Construction to
generally consist of channel widening, lining, and environmental treatrrent and
enhancerrents.
Oct. 1990
Sept. 1993
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: (11.2) Lower highwater profiles during storm events. as
necessary, to reduce house flooding occurrences and to lessen the resulting adverse
effects on public health, the natural environment, public and private property, and
inconvenience to the citizenry.
Stormwater Management Master Plan
A master plan identifying stormwater prob1em5 relating both to flooding and pollution is
to be prepared by a consulting engineering firm. This plan will become the basis for
stormwater improvements soon to be mandated as well as our plan for a better Clearwater.
This study also will determine the policies, fee structure, management, organization,
procedures, costs and financial requirements necessary to the justification, creation and
operation of Clearwater Stormwater Drainage Utility. The drainage utility will generate
the finances necessary to the improvement of major drainage systems, the treatment and
amelioration of the stormwater runoff, and the prevention of large scale flooding
throughout the City of Clearwater. This program anticipates the State/Federal mandated
standards for the qual ity of such runoff under the Clean Water Act. Creation and
operation of a Clearwater Stormwater Utility is necessary to prevent large increases in
ad valorem taxes.
Oct. 1990
Sept. 1991
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: The City of Clearwater shall establish a storrrwater
drainage utility fee system funding for capital, maintenance, and retrofitting projects
to improve and enhance both quantity and quality of stormwater runoff by 1991.
206
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PROJECT DESCRIPTION
LEISURE
Parking Development (Continued)
D. D. Davis Park (Formerly Shady Oaks Park)
Provision of two tennis courts. n.o handball courts, basketball court. playground
equipment and parking facilities at this new park site donated under the old park
dedication program.
Annual Operating Costs: $5,810, requiring an additional .20 FlE.
Comprehensive Plan Objective: To advance the fullest utilization of all public land
(including unused and under-used) compatible with other goals.
Hillcrest Park
Development of a new park located north of Maple Street and west of Highland Avenue. Wi 11
consist of tw tennis courts. basketball court. playground and parking lot.
Annual Operating Costs: $4,660, requiring an additional .13 FTE.
Comprehensive Plan Objective: 1. To provide City residents and tourists with
recreational sites of the highest quality which permit sufficient and varying
opportunities for the enjoyment of active and passive recreational activities.
Softball ColqJlex Development (Two fieldS)
Provision of a minimum two field softball complex including a restroomVstorage facility
and a parking lot at a site to be determined.
Annual Operating Costs: $51.885. requiring an additional 1.00 FTE.
Comprehensive Plan Objective: To provide City residents and tourists with sites of the
highest quality which penmit sufficient and varying opportunities for the enjoyment of
active and passive recreational activities.
Countryside Colamity Park
Provide for a COlDlIJnity recreation center building and swinming pool with parking for the
Countryside area and north portions of Clearwater.
Annual Operating Costs: $253,710, requiring an additional 6.0 FTE.
Comprehensive Plan Objective: 1. To provide City residents and tourists with recreational
sites of the highest quality which permit sufficient and varying opportunities for the
enjoylEnt of active and passive recreational activities. 2. To correct any deficiencies
in the supply of recreation lands and facilities within developed areas of the City and
to strive to prevent such deficiencies in the future.
Northeast Coachman Park
Provisions of a picnic area, playground equipnent. and parking for Northeast Coachman Park
located on the southwest corner of Old Coachman. This park, coupled with the proJXlsed
active park on the northwest corner of Old Coachman, will cllq)lete the park system for
this quadrant of the City.
Annual Operating Costs: $4.860, requiring an additional .20 FlE.
Comprehensive Plan Objective: To provide City residents and tourists with recreational
sites of the highest quality which permit sufficient and varying opportunities for the
enjoyment of active and passive recreational activities.
222
Estimated
Starting
Date
Oct. 1992
Oct. 1995
Oct. 1992
Oct. 1994
Oct. 1992
Estimated
C0lJ1l1etion
Date
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Sept. 1996
Sept. 1993
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PROJECT DESCRIPTION
LEISURE
Parking Development (Continued)
D. D. Davis Park (Formerly Shady Oaks Park)
Provision of tl<<) tennis courts, tl<<) handball courts. basketball court, playground
equipment and parking fad llties at this new park site donated under the old park
dedication program.
Annual Operating Costs: $5.810, requiring an additional .20 FTE.
Comprehensive Plan Objective: To advance the fullest utilization of all public land
(inCluding unused and under-used) c~tible with other goals.
Hillcrest Park
Development of a new park located north of Kaple Street and west of Highland Avenue. Will
consist of two tennis courts, basketball court, playground and parking lot.
Annual Operating Costs: $4.660, requiring an additional .13 FTE.
Comprehensive Plan Objective: 1. To provide City residents and tourists with
recreational sites of the highest quality which permit sufficient and varying
opportunities for the enjoyaent of active and passive recreational activities.
Softball Complex Development (Two fields)
Provision of a minimwa two field sof~ll complex including a restroom/storage facility
and a parking lot at a site to be detenained.
Annual Operating Costs: $51,885, requiring an additional 1.00 FlE.
Comprehensive Plan Objective: To provide City residents and tourists with sites of the
highest quality which permit sufficient and varying opportunities for the enjoyment of
active and passive recreational activities.
Countryside CoaIIIJnity Park
Provide for a cOIIlIlmity recreation center building and swinning pool with parking for the
Countryside area and north portions of Clearwater.
Annual Operating Costs: $253.710, requiring an additional 6.0 FlE.
Coqlrehensive Plan Objective: 1. To provide City residents and tourists with recreational
sites of the highest quality ~ich permit sufficient and varying opportunities for the
enjoyment of active and passive recreational activities. 2. To correct any deficiencies
in the supply of rec~tion lands and facilities within developed areas of the City and
to strive to prevent such deficiencies in the future.
Northeast Coachman Park
Pl'Ovisions of a picnic area. playground equipment. and parking for Northeast Coachman Park
located on the southwest corner of Old Coachman. This park. coupled with the proposed
active park on the nortlnlest corner of Old Coachman. will c~lete the pal'k system for
this quadrant of the City.
Annual Operating Costs: $4.860, requiring an additional .20 m.
CoqIrehensive Plan Objective: To provide City res idents and tourists with recreationa I
sites of the highest quality which permit sufficient and varying opportunities for the
enjoyment of active and passive recreational activities.
222
Es1:1rnated
Starting
Date
Oct. 1992
Oct. 1995
Oct. 1992
Oct. 1994
Oct. 1992
Estimated
COIJ1)letion
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Sept. 1996
Sept. 1993
Sept. 1999
Sept. 1993
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PROJECT DESORIPTION
Estimated
Starting
Date
Estimated
c'oopletion
Date
LEISURE
Marine Facilities (Continued)
Clearwater Pass Bridge Monitoring Program
Project provides for funds to continue the program to mnitor the stabi 11ty and
struc1:ural integrity of Clearwater Pass Bridge until a replaceuent bridge is In
place .
Annual Operating Costs: Ho increase of existing operating costs
Coqlrehensive Plan Objective: To provide for maxiJllJJll protection of hea lth and safety
in Clearwater's transportation systen.
Clea~ter Pass Bridge Construction
Project provides for the accUJIlIlation of local share funds for 'the construction of
the Clearwate.' Pass Bridge replacement: using State and Federal Grant: Funds which are
now scheduled to be available in FY 1992~93 (July 1. 1993). Design. right-of-way
(ROW) acquisition are local responsibilities.
Annual Operating Costs: No increase of existing operating costs
C<q1rehensive Plan Objective: To provide for mxiRl1lft protet:tion of health and safety in
Clea~ter's transportation system.
Oct. 1990
Sept. 1995
Oct. 1991
Sept. 1994
Bridges, Docks and Seawall Renewal and Replacement
Continuous maintenance program to keep the City1s eighteen bridges. three docks. and
several hundred feet of seawall in good repair. (Funding extended to FY 1995-96.)
Annual Operating Costs: No increase of e~isting operating costs.
Comprehensive Plan Objective: To provide for maximum protection of health and safety in
Clea~ater's transportation system.
Continuous Annual Funding
Big Pier 60 Renewal and Replacement
Continuous Annual Funding
Continue major repair, maintenance, and refurbishment of Pier to insure safety and
structural integrity; replacing spans, pilings. and pile caps; upgrading electrical
system: cosmetic gunite work; routine maintenance. A ~j9P repair pr9je,t te feplaGe
&pal1ge 69R&P9te aRe 69rr9aea PQ~ar fF9~ the ~ait heY&9 laR~~ar~ to t~e eRa 9f t~e pier
is &latea fer FY 1998 99. Major ~irs ana needed to Pier 60 during FY 1990-91. These
repairs have been reCOlllllended by the City's engineering consultant finn (COM). Estimated
costs are $600,000 proposed funding source is Penny For Pinellas. (Funding extended to
FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: 1. To provide City residents and tourists with recreational
sites of the highest quality which permit sufficient and varying opportunities for the
enjoyment of active and passive recreational activities. 2. To provide for systematic
maintenance and improvement of the City's physical plant and for increased efficiency in
governmental operations.
234
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PRDJECT DESCRIPTION
Estimted
Starti fig
Date
GENERAL PUBLIC BUILDINGS & EQUIPMENT
Miscellaneous
Air Park Facilities
Oct. 1991
This project restores, rehabilitates, and upgrades the fad lltles at the Clearwater
Executive Airpark as called for by the Airport Master Plan for the Airpark. The Master
Plan was approved by the City Commission on April 11, 1989. Phasing: Projects for FY
1969-90 include those necessary to the safety, security, and revenue earning capability
of the facility. Included are the reconstruction/resurfacing of runways and taxiways:
the reorganization of present tie-down areas to allow the development of the two planned
lease plots along Hercules Avenue: rehab of the maintenance hangar to enhance earning
power and safety: and the addition of security fencing and gates. FY 1991-92: A new fuel
facility, rehab of all hangars to remain, and the addition of security lighting Is
planned. FY 1992-93: Runway/taxiway lighting Is scheduled: and the development of the
Northeast airport parcel with Tee and Executive hangars is planned. ,wRfAiR~1 TRe ~t;jtQ
sf F 19F1da Qepal'tRl9Rt 9f TraREp9Ftati SR fivQ yeap wel'k pr9~P311l 6:eRtli Rt f~Rdi R~ eR 3 fiO/fiO
leGal ~t&A basis fer tl:19 ppgject& I~QA1;lfI9Q. ,wR~iRg will be 3~lila~19 frQ~ tAl! ~tatll
SR Jllly 1, 1QilQ. TAe City' s RUtGhiRg 311lQYRt wi 11 be prevll1l!d tAl'9wgh 1 le3R tEl tAll
~irpel'1; ~Rtl!rpri&e 'WRI1 1;9 be 1'9pal~ fl'9m Airpark reV9Rlles.
Annual Operating Costs: No increase of existing operating costs.
COll1lrehensive Plan Objective: To provide for hrproverrent and maintenance of Airport
facilities to meet the present and future air transportation needs of Clearwater and
Northern Pinellas County.
City Wide Heb<<lrlc - Phase I
The City currently has 250 PC's in local area networks (utilized primarily for office
automtion). but these units cannot share information between buildings. This project wi 11
allow for electronic distribution of mail and word processing doclJlllents. as well as other
PC based applications and data. Phase I allows for the connection of Pollee. Annex,
Utilities, City Hall. and Purchasing into a wide area network.
Annual Operating Costs: No increase of existing operating costs.
Conprebensive Plan Objective: "ot required.
Oct. 1990
Parks & Rec. Field Automation Oct. 1990
This project is the first phase of field autoaatlon for the Parks and Recreation
Departlllent. and will provide coq>uter hardware at Recreation Centers (Horningsfde. Horton
Park. McMullen Park Tennis Coaplex) and Field Offices ("ursery. Parks. Recreation
Faci lities Maintenance). These COlIPuters wil 1 be connected to tile exhting Parks and Rec.
neb<<JrIc. With the expanded networks at recreation sites and the field offices, we will
be able to Eat IIIi1ny of the citizens needs at their local recreation center rather than
having everyone come to the AdDinistrative Offices.
Annual Operating Costs: No increase of existing operating costs.
Cclq)rehensive Plan Objective: "ot required.
242
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CoqJletion
Date
Sept. 1993
Sept. 1991
Sept. 1991
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PROJECT DESCRIPTION
PUBLI C WORKS
Water System
Meter Change-out Program
Water meters and accessories will be replaced periodically, ideally every 10 years, to
assure accurate water flow measurement and maximum water revenues. Proposed funding for
FY 1990-91 has been reduced by $15.000. It is anticipated that a sufficient balance in
this project will be carried over from the current fiscal year to allow for this
reduction. (Continue funding to FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water service in the City's service area.
System Expansion
Ongoing project to extend water mains, make new taps, and set meters, to provide service
for new customers. An increase of funding is requested of $70,000 annually over the FY
1989-90 approved budget to implement the anticipated added responsibilities of the Water
Division for a revised cross-connection control program. Project funding for FY 1990-
91 has been reduced by $50.000. It is anticipated that a sufficient balance in this
project will be carried over froll the current fiscal year to allow for this reduction.
(Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide adequate quantities and qual Hies of water
services to all customers of the Clearwater service area.
New Well Development
Allowance for engineering, research drilling of test wells, and converting test wells to
production wells. Equipping production wells and installing raw water transmission mains
to the reservoir. Funding for FY 1990-91 will be utilized to supplement existing funding
from FY 1989-90 for ~letion of a Wellfield Rehabilitation and N~ Well Construction
Project. Future funding for this project is dependent on the results of the
rehabilitation and construction of wells in FY 1989-90 and 1990-91. (Mjust funding
source for FY 1990-91 to $330,000 from Water Revenues and $43,000 from Water Ilrpact Fees.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide adequate quantities and qual Hies of water
services to all customers of the Clearwater service area.
Main Construction (Bond Issue)
Phased replacement of old and deteriorated sections of the water distribution system. Work
will improve fire fighting capabilities and water quality. Funded by Water Revenue Bond
issue. Decrease funding for fiscal year 1988/89 and 1989/90 by $330,000 and $363,000
respectfully for subaqueous mains replacement project.
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water service in the City's service area.
244
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Esthmted
CoqJletion
Date
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Continuous Annual Funding
Oct. 1990
Sept. 1992
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Sept. 1991
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Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water service in the City's service area.
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PROJECT DESCRIPTION
Estimated
Starting
Date
Estimated
Corrpletion
Date
PUBLIC WORKS
Water System (Continued)
System Renewal and Replacement - Maintenance
Ongoing program of system maintenance consisting of the repair or replacement of water
mains, service 1 ines, valves, fire hydrants, miscellaneous equipment, and damaged
facilities. Maintenance portion of this project involves repairs and replacements of
facilities that do not involve upgrading. $50,000 of additional funding is being
requested for FY 1990-91. The current funding for this project is anticipated to be
exhausted in FY 1989-90 because of extensive maintenance to elevated storage tanks.
Additional fund~..g is also required for the fiscal years 1991-92 through 1994-95, to allow
for capitalizing City labor. (Continue fur~ing to FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and ' ,
maintenance of potable water service in the City's service area.
Continuous Annual Funding
System Renewal and Replacement - Capitalized Continuous Annual Funding
Ongoing program of system maintenance consisting of the repair or replacement of water
mains, service lines, valves, fire hydrants, miscellaneous equipment, and damaged
facilities: to allow for replacement of a number of 2-barrel fire hydrants as requested
by the Fire Department. Capitalized portion of this project involves facilities that are
upgraded when replaced or repaired. $50,000 of additional funding is requested for FY
1990-91. The current funding for this project is anticipated to be exhausted in FY 1989-
90 because of extensive llIilintenance to elevated storage tanks. Additional funding is also
required for fiscal ,years 1991-92 through 1994-95. to allow for capitalizing City labor.
(Continue funding to FY 1995-96.)
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Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water service in the City's service area.
Line Relocation - Maintenance Continuous Annual Funding
Ongoing project to relocate water mains conflicting with public works projects of various
governmental entities within the water service are&. The maintenance portIon of this
project involves facilities that are not upgraded when replaced. Delete proposed funding
for FY 1990-91. There is sufficient fundir~ available in this project code to cover all
known relocation (mintenance) projects. (Continue funding to FY 1995-96.)
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Line Relocation - Capitalized
Ongoing project to relocate water mains conflicting with public works projects of various
governmental entities within the water service area. The capitalized portion of this
project involves upgraded replacements of existing facilities. Funding for FY 1990-91 has
OOen reduced by $216,000. Current and requested additional funding should be sufficient
to cover known relocation (capitalized) projects through FY 1990-91. (Continue funding
to FY 1995-96.)
Continuous Annual Funding
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Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water service in the City's service area.
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PROJECT DESCRIPTION
PUBLIC WORKS
Water System (Continued)
Long Range Water Supply and Treatment
Improvements to be funded with a future water revenue bond issue. These improvements
include a study of additional water supply from the Alligator Creek watershed: water
treatment plant at Reservoir 2: an additional 5 MG ground storage tank at Reservoir 2:
and the design of a treatment plant for Reservoir I, and well field investigation and
rehabilitation. Because of uncertainties relating to future water supply and treatment
for the City of Clearwater, funding for this project is being delayed for another year.
Annual Operating Costs: Cannot be determined at this time.
Comprehensive Plan Objective: To provide adequate quantities and qualities of water
services to all customers in the Clearwater service area.
Reservoir II Wells
Additional funding requested to enable completion of existing well rehabilitation. This
will enable the City to maximize our own pumping capabilities instead of purchasing more
expensive water from Pinellas County. An additional $7.000 is needed for FY 1990-91 to
coaplete the well rehabilitation project that is currently being designed and finalized
for construction. (Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide optimum levels of sewer service in the City's
service area.
Engineering Fees-Various Capital Projects
Provides funding for non-designated and unanticipated engineering costs relating to the
operation of the Water Division. Formerly this type of expenditure was absorbed by other
unnecessarily related CIP projects which has frequently depleted available funding to
enable completion of those projects. (Continue funding to FY 1995-96.)
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide sound fiscal management for the operation and
maintenance for potable water source in the City's service area.
Sewer System
Lake Chautauqua Pump Station
In response to population growth and in conformance with the Central Pinellas 201 Facil ity
Plan, construction of a sewage system consisting of a sewage pumping station, a short
force main connection to the Alligator Creek force main, and with appurtenant structures
and service. Will provide sewer service to the area between Lake Chautauqua and McMullen
Booth Road from approximately one-quarter mile south of county Road 194 to the north edge
of Lake Chautauqua. Funding for this project is lOOved to FY 1991-92 for lack of
developlllmtal pressures requiring the additional system capacity.
Annual Operating Costs: No significant increase of existing operating costs.
Comprehensive Plan Objective: To provide optimum levels of sewer service in the Clty's
service area.
248
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CoqJletion
Date
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Continuous Annual Funding
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Oct. 1991
Sept. 1992
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PROJECT DESCRIPTION
Estimated
Starting
Date
Estinated
CoqJletion
Date
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PUBLIC WORKS
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Sewer System (Continued)
Lift Station Renewal and Replacement
Repair and rehabilitation of the Ci~y's 66 sanitary sewer lift stations. Repairs include
major repair of pumps. motors. associated sanitary sewer lines and electrical systems.
and minor superstructure work. (Continue funding to FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Co~rehensive Plan Objective: 1. To provide optinum levels of sewer service in the City's
service area. 2. To protect and improve the quality of water resources in both interior
and coastal areas.
Continuous Annual Funding
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Sanitary Sewer Extensions
Extend sanitary sewer service on an assessment basis to property owners in the Clearwater
service area requesting such service. Continue funding to FY 1995-96.)
Continuous Annual Funding
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Annual Operating Costs: No significant increase of existing operating costs.
Co~rehenslve Plan Objective: 1. To provide optinum levels of sewer service in the
City's service area.
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Water Pollution Control Renewal and Replacement Continuous Annual Funding
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Design. repair, rehabilitation, and replacement of Water Pollution Control plant system
such as sludge chains, pumps, motors, associated plumbing, instruments, and minor facility
repair to return or maintain the Water Pollution Control plants to or at designed
capabil ity. (Continue funding to FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Co~rehensive Plan Objective: 1. To provide optinum levels of sewer service in the
City's service area. 2. To protect and improve the quality of water resources in both
interior and coastal areas.
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Sanitary Sewer Renewal and Replacement
Major rehabilitation of the existing sewer collection systems in the older areas of the
City. Approximately 15,000 linear feet of sanitary sewer are programmed to be replaced
each year. (Continue funding to FY 1995-96.)
Continuous Annual Funding
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Annual Operating Costs: No increase of existing operating costs.
Co~rehensive Plan Objective: 1. To provide optinum levels of sewer service in the
City's service area. 2. To protect and improve the quality of water resources in both
interior and coastal areas.
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Date
Estimated
Coq>letion
Date
PUBLIC WORKS
Gas System (Continued)
System Renewal and Replacement - Maintenance
A continuing project to maintain gas system, such as conducting cathodic protection and
leak surveys, as required by State and Federal specifications. The maintenance portion
of this project involves work that is not capitalized. (Continue funding to fY 1995-
96.)
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide for a safe and efficient gas system that meets
State and Federal regulations.
System Renewal and Replacement - Capitalized
A continuing project to maintain the gas system, including replacement of original cast
iron pipes with plastic pipe, to State and Federal specifications. This portion of the
project i nvo lves work that adds to the value of the gas system and is therefore
capitalized. (Continue funding to FY 1995-96.)
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide for a safe and efficient gas system that meets
State and Federal regulations.
Gas Meter Change-Out
A continuing project to maintain accurate gas meters to maximum gas revenues. (Continue
funding to fY 1995-96.)
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide for the systematic improvement of the City's
physical plant and to increase efficiency in governmental operations.
Gas Heat PtJq)s
Purchase and installation of gas heat ~s that will increase gas load and generate
additional revenues. These units are 130 percent efficient and should revolutionize the
gas industry in the south where the air conditioning season is seven (7) months long.
These puIlps should provide our gas system with a cool ing load similar to the heating load
of the gas system in the north.
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: Hone currently exists.
Gas Marketing Plan
This project involves devising a long range (5 year) marketing plan by a mrketing
consultant and provides for ill1Jlelllentation of the marketing plan. A marketing consultant
will be able to develop a cost effective way to get the RIlst out of the City's advertising
dollars. which in turn wlll increase gas sales, gas appliance sales and generate
additional Nevenues.
Oct. 1990
Sept. 1992
Oct. 1990
Sept. 1991
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: Hone currently exists.
256
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PROJECT DESCRIPTIO"
Estilllilted
Starting
Date
Estimated
C0lI1l1etion
Date
PUBLI C WORKS
Sanitat ion
Facility Renewal and Replacement
Repair machinery and equipment at the two sanitation facilities. Major e"1lhasis on
maintenance is required at the Transfer Station. This will ensure minimum
downtime.(~ntinue funding to FY 1995-96.)
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: To provide for systematic maintenance and improvement of
the City's physical plant, and for increased efficiency in governmental operations.
Residential Container Acquisition
Replacement of approximately 10% of the 26,000 automated containers in the field. Also,
acquire n~ automated containers to meet the anticipated 2% annual growth of residential
customers. Experience indicates that 2,000 containers will be required annually.
(Continue funding to FY 1995-96.)
Continuous Annual Funding
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: None currently exists.
Commercial Container Acquisition
Ongoing replacement of dUfT1lsters for approximately 2,200 cormercial accounts, which
entails the replacement of containers damaged or deteriorated during their normal useful
life of four years: and the acquisition of additional dumpsters to meet system growth.
Funding has been increased for FY 1990-91 through 1992-93. This project aodification wil 1
allOlf the City of Clearwater to enter into the roll-off business. Presently roll-off
services are p1"OVided by the private solid -.aste ~nies. By providing roll-off service
to the citizens of CleaMfater, we will become a full service solid waste operation and,
in addition, make for our City the profits that are being realized by the private
ccq>>anies. (Continue funding to FY 1995-96.)
Annual Operating Costs: No increase of existing operating costs.
Comprehensive Plan Objective: None currently exists.
Continuous Annual Funding
~
W~&tQ
ARRyal OpgratiRg testsl ARRwal ~Q6ts raRgiR~ fre~ ~2g,OgO iA FY 1009 gg te $127.000 tA
FY 199~ gfi. GraRt ~Ries will ~Q available t9 pay fer tRese cests iA FY 1989 gO tRrgygh
FY 190] IH. FY 100~ 96 9jil91'1tiRg casts \1111 laB Jlaill with ~3AitJtieR RQVeAW9S.
CQllIpl'eheRSivs PlaR Qlljo&ti':91 R9GuctieR ef tllB E:slid \Jaste stream by dO pel'S9Rt RS latOf'l.
UI3R 1904.
258
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llUMMARY OF GENERAL REVENUE
Py 1990-91 THROUGH FY 1995-96 CAPITAL IMPROVEMENT FUND
CITY OF CLEARWATER
--------------------------------------------------------.------------------------------------------------------------
Program
Schedule of Planned CIP Expendi~ures
1990-91
1991-92
1992-93
1993-94
1994-95
1995-96
To~al
----------------------------------------------------------------------------------------------------------------.----
Pol~c. Protection
Fire Prot:ection
Park Development
Libraries
Maintenance of Buildings
rotal General Fund
88,000 170,000 258,000
18,000 18,7.50 19,500 20,250 21,000 21,750 119,250
138,000 60,000 60 ,000 30,000 30,000 65.000 383,000
392,000 432,000 4.54,000 462.000 472,000 482,000 2.694,000
184,900 352,250 175,600 367.000 220,500 163,000 1.463,250
732,900
951,000
879,100
879,250
743,500
731,750
4,917,500
.-.--.-....-..-..-.-..-.-..-.-.....-.-..........-.-......-.-....-.-...-..-..-------.
262
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CIP EXPENDITURE SUMMARY BY PUNCTION
FY 1990-91 THROUGH FY 1995-96 CAPITAL IMPROVEMENT PUND
CITY OF CLEARWA'l'ER
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________________________u_________._________________________________________________________________________---------
Schedule of Planned CIP ixpenditures
------------------------------------------------------------------------------------
Punction 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 Total
---------------------------------------------------------------------------------------------------------------------
Police Protection 60.000 88,000 170,000 318,000
Pire Protection 142,790 274,680 623.550 109,400 119,070 129.620 1,399,110
New Street: Construction 2.000,000 1.175,000 l,500.000 3,250,000 4,250,000 3,000.000 15.175,000
Major Street Maintenance 1.050,000 1.050,000 1,250.000 1.250,000 1,250,000 1,6.50.000 7.500,000
Sidewalks , Bike Trails 230.000 480,000 530.000 730,000 730,000 1,030,000 3.730,000
Storm Dra~nage 2,135.000 3.185,000 1,335.000 735,000 735,000 1,035.000 9.160,000
Int.r..c~ions 33.5.000 .535,000 635,000 635,000 68.5,000 435,000 3.260,000
Parking 100,000 1..500,000 100.000 100,000 100,000 100,000 2.000,000
Miscellaneous Public Works 275.000 325,000 625,000 825,000 345,000 525.000 2.920,000
Parkland Acquisition 517,500 517,500 517 ,500 517,500 517,500 684.000 3,271,500
Park Development 791,000 215,000 1,220,000 684,.500 1,180,000 625.000 4 . 715, 500
Park Beaut:ifica~ion 284 ,000 250,000 250,000 784,000
Marine Pacilities 1.310.000 1,160,000 1,160,000 860,000 160,000 1,360.000 6.010,000
Libraries 392.000 432,000 454.000 462,000 472,000 482.000 2.694,000
Garage 2.072.050 2.258,530 2,581,760 2.803,320 2,817,530 2,873.880 15,407,070
Maintenance of Buildings 484.900 352,250 175,600 367,000 220,500 163.000 1.763,250
Miscellaneous 187.000 250,000 437,000
Water System 1,316,000 3 . 147,000 1,632.000 1,405.000 6.246,800 9,683.100 23.429,900
Sewer Syst:em 4.250.000 3.150,000 2,450,000 2,150,000 2.450,000 2,450,000 16.900,000
Ga. System 1.404.250 1.526,000 1,553,000 1.614,200 1.644,200 1,698.500 9,440,150
Sanitation 884.000 484,000 303,000 345,000 370,000 365.000 2 , 751, 000
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20.220,490 22.104,960 18,815,410 19,092,920 24,542,600 28,289,100 133,065,480
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SUMMARY OF RECOMMENDED FUNDING SOURCES
Py 1990-91 THROUGH FY 1995-96 CAPITAL IMPROVEMENT FUND
City of Clearwater
Funding Source
1990-91
1995-96
1991-92
1992-93
1993-94
1994-95
Total
.~, \' ~::~ ".~
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CURRENT RECEIPTS
General Sources
---------------
Goneral Revenue 732,900 951,000 879,100 879,250 743,500 731,750 4,917,500
Special Development Fund 309,000 309,000
Road & Drain Millage 1,755,000 1,755,000 1,755,000 1,755,000 1,760,000 1,760,000 10,540,000
Road & Drain - Prior Yr 50,000 50,000
Iufraatruc ture Tax 5,984,000 5,860,000 6,315,000 6,859,500 7,420,000 7,926,500 40,365,000
Transportation Impact Fees 250,000 250,000 500,000
Open Space Impact Flies 83,000 83,000 83,000 83,000 83,000 83,000 498,000
Recreat~on Land Impact Fees 134,500 134,500 134,500 134,500 134,500 134,500 807,000
Recreation Facility Impact 25,000 25,000 25,000 25,000 25 ,000 25,000 150,000
Develoyment I~pact Fees 310,000 310,000 310,000 310,000 310,000 310,000 1,860,000
Drainage Itllpact 200,000 200,000
County EMS 124,790 73,680 81,050 89 ,150 98,070 107,870 574,610
Developer Contribu~ions 175,000 175,000
9,708,190
9,367,180
9,582,650 10,385,400 10,824,070 11,078,620 60,946,110
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Pier 60 Operating Revenue 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Bridge Revenue 500,000 500,000 1,000,000
Bridge R & R 50,000 50,000 50,000 50,000 50,000 250,000
Marina Operating Revenue 80,000 30,000 30,000 230,000 30,000 30,000 430,000
Parking Operating Revenue 150,000 1,500,000 100,000 100,000 100,000 100,000 2,050,000
Utility Syste~1
Qater " Sewer Revenue 3,085,000 2,564,000 2,150,000 1,860,000 2,160,000 2, 170,000 13,989,000
Qater Impac~ Fees 220,000 270,000 220,000 220,000 220,000 220,000 1,370,000
Qa~er R & R 570,000 695,000 695,000 700,000 700,000 700,000 4,060,000
Seller Impact Fees 1,100,000 1,100,000 100,000 100,000 100,000 100,000 2,600,000
Seller R&R 500,000 500,000 500,000 500,000 500 ,000 500,000 3,000,000
Gas Revenue 638,250 914,500 1,343,000 1,393,200 1,411,200 1,461,500 7,161,650
Gu R " R 190,000 200,000 210,000 221,000 233,000 237,000 1,291,000
Sanitation Revenue 384,000 384,000 303,000 345,000 370,000 365,000 2,151,000
------------------------------------------------------------------------------------
7,477 ,250 8,717,500 5,711,000 5,729,200 5,884,200 5,893,500 39,412,650
-------------------------------------------------------------.-----------------.----
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Balance
9/30/90
600,000
1,000,000
300,000
80,000
100,000
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Projec~ed
Rece~ptB
~hrough
9/30/90
732,900
200,000
1,755,000
5,984,000
500,000
150,000
20,000
20,000
200,000
8,000
124,790
310,000
SUMMARY OF FUNDS AVAILABLE
Py 1990-91 THROUGH FY 1995-96 CAPITAL IMPROVEMENT PROGRAM
City of Clearwaeer
1991-92
951,000
1992-93
879,100
1,755,000 1,755,000
5,860,000 6,315,000
83,000
134,500
25,000
310,000
73,680
175,000
83,000
134,500
25,000
310,000
81,050
1993-94
879,250
1,755,000
6,859,500
250,000
83,000
134,500
25,000
310,000
89,150
",
1994-95
743,500
1,760,000
7,420,000
250,000
83,000
134,500
25,000
310,000
98,070
1995-96Total
731,750
1,760,000
7,926,500
83,000
134,500
25,000
310,000
107,870
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Available
~hrough
1990-91
732,900
200,000
1,755,000
5,984,000
1,100,000
1,150,000
320,000
100,000
300,000
8,000
124,790
310,000
....~I_~~~~~
.:;-.
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------------------------------------------------.--------------------------------------------------------------------------------
Self-Supporting Funds
Pier 60 Operating Revenue
Br~dge Revenue
Bddge R , R
Marina Operaeing Revenue
Parking Operating Revenue
Uti.u.~y Systeml
Wa~er , Sewer Revenue
Water Impact Fees
Water & Sewer R & R
Sewer Impact Fees
Gall Revenue
Gas R & R
Sanitation Revenue
-_~J',,1"J~
_, ~~,....,,_ ',.,f"..
Funding Source
--------------------------------------------------------------------------------------------------------------.------------------
4,917,500
200,000
10,540,000
40,365,000
1,600,000
1,565,000
992,500
225,000
1,850,000
8,000
574,610
485,000
2,080,000 10,004,690 12,084,690 9,367,180 9,582,650 10,385,400 10,824,070 11,078,620 63,322,610
3,600,000
1,400,000
10,000
500,000
50,000
80,000
150,000
3,085,000
220,000
l,OOO,OOO
300,000
638,250
190,000
384,000
10,000
500,000
50,000
80,000
150,000
3,085,000
220,000
4,600,000
1,700,000
638,250
190,000
384,000
10,000
500,000
50,000
30,000
1,500,000
2,564,000
270,000
1,195,000
1,100,000
914,500
200,000
384,000
5,000,000 6,607,250 11,607,250 8,717,500
266
10,000
50,000
30,000
100,000
2,150,000
220,000
1,195,000
100,000
1,343,000
210,000
303,000
10,000
50,000
230,000
100,000
1,860,000
220,000
1,200,000
100,000
1,393,200
221,000
345,000
10,000
50,000
30,000
100,000
2,160,000
220,000
1,200,000
100,000
1,411,200
233,000
370,000
5,711,000 5,729,200 5,884,200
tf"~~:"~"..,"t"tl'l"I(""~~~~t':'f*,.~'\.--'....,..JJf~.tkMH"iit .- LV,~;n:~~~~~~~~(r.:;:.t,~r.i:~IJ'~~
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10,000
30,000
100,000
2,170,000
220,000
1,200,000
100,000
1,461,500
237,000
365,000
5,893,500
60,000
1,000,000
250,000
430,000
2,050,000
13,989,000
1,370,000
10,590,000
3,200,000
7,161,650
1,291,000
2,151,000
43,542,650
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CURRENT RECEIPTS
General Sources
'.
General Revenue
Spacial Dev.lo~ent Fund
Road & Dra~n Millage
lnfra.truceure rax
Transportation Impact Fees
Open Space Impac~ Fees
Recreation Land Impact Fees
Recreation Facility Impact
Develo~ent Impact Fees
Drainage Impact Fees
Counl!y EMS
Developer Contributions
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SUMMARY OF FUlmS AVAILABLE
Py 1990-91 THROUGH Py 1995-96 CAPIrAL IMPROVEMENT PROGRAM
City of Clearwater
-----------------------------------------.-----------.---------------------------------------------------------------------------
Estimated Projected Estimated
D Unc01llllli~td Receipts AvaiLabls
Balance through through
Funding Source 9/30/90 9/30/90 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 Total
[]
-------------------------------------------------------------------------------------------------------------------.-------------
Internal Service Funds
o
Garage Fund
647,520
647,520
705,790
647,520
705,790
647,520
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BORROWING
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General Sources
Lnase Purchaee
182,250
296,000
296,000
~
296,000
182,250
296,000
c
Self-Supporting Funds
c
Utility Sy8teml
Water Revenue Bonds-1987
Future Water Bonde
Gas Bond Iuue
576,000
1,168,000
576,000 411,500
91,000
91,000
~
667,000
667,000 1,579,500
g
Internal Service Punds
889,270
889,270
523,000
523,000
417,000
417,000
958,510
898,090
4,979,660
880,480
958,510
880,480
4,979,660
898,090
1,001,250
1,001,250
91 ,000
175,000 5,016.800 8,443,100 15,219,900
987,500
175,000 5,016,800 8,443,100 16,298,400
Garage Lease Purchase
1,424,530 1,424,530 1,552,740 1,692,490 1,844,810 1,937,050 1,975,790 10,427,410
~
1,424,530 1,424,530 1,552,740 1,692,490 l,844,010 1,937,050 1,975,790 10,427,410
o
TOTAL. ALL FUNDING SOURCES
7,080,000 19,646,990 26,726,990 22,104,960 18,81~,410 19,092,920 24,542,600 28,289,100 139,571,980
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fROG TO LEAP
YOUR WAY SOON!
Looking for things to do? The Family
Resource and Opportunity Guide (alias
the FROG) may be the answer to what's
happening around town.
A community based steering committee has iden-
tified the scope of the guide to include cultural, educa-
tional. and recreational activities. In addition, clubs and
organizations. social services, and scholarship information will
be included. Children and their families will be able to find re-
creation centers. museums. local clubs and more at their fingertips.
".,' .. ."
FROG is funded by a grant from the State Library of Florida. The guide
should be ready for use in the Main Library by October 1. 1990. The
public can request information in the Youth Services department at that time.
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The Clearwater Public Library system is asking the public for assistance in compiling
the FROG. Suggestions and ideas may be given to Ann Wickersham, coordinator of
the project. by calling 462-6920. Help to make the FROG a successful resource for the
greater Clearwater community.
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HOURS
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MAIN
100 N. Osceola Ave,
34615
462.6800
Monday. Wednesday
9:00 - 9:00
Thursday - Saturday
9:00 - 5:()()
Saturdays - Free Parking
CLEARWATER
EAST
2251 Drew 51. 34625
462-6400
Monday - Wednesday
9:00 - 9:00
Thursday - Saturday
9:00 . 5:00
LIBRARIAN'S TO VISIT SCHOOLS
The Youth Services librarians will be visiting schools in Clearwater dur-
ing the month of May to promote the Library's summer reading ac-
tivities. The theme of this year's summer library program is "Sign on
With Captain Book". Children participating in Library activities can
become summer bookaneers. Look for visitors in your school soon!
BEACH
40 Causeway Blvd,
34630
462-6890
Monday - Friday
9:00 . 5:00
JUNIOR GREAT BOOKS DISCUSSION
NORTH
GREENWOOD
1250 Palmetto 34615
462-6895
Monday 9:00 - 5:00
Tuesday. Wednesday
11:30 - 8:00
Thursday - Friday
9:00 - 5:00
CLEARWATER
COUNTRYSIDE
2741 State Rd. 580
34621
462-6448
Monday. Wednesday
9:00 - 9:00
Thursday . Saturday
9:00 - 5:00
Clearwater Public Library will present a Junior Great BooKs discus-
sion group the summer. These are collections of traditional and
modern classic literature, designed to help children interpret and en.
joy what they read. Students will meet for 30 - 45 minutes once a
week to discuss and share their thoughts about selected readings. For
information, call Paul Ritz at 462-6895.
BABYSITTING WORKSHOP TO BE OFFERED
The Youth division will be sponsoring the American Red Cross babysit-
ting course again this summer. The workshop will be offered in four
sessions.
Library Director
LINDA MIELKE
Acting Editor
JAN BRADLEV
Assistant Editor
JO ANNE WEAVER
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June 25 - 29
July 9 - 13
July 23 - 27
August 6 . 10
Classes will meet Monday, Wednesday, and Friday from 9 am until
12 noon. Call 462-6808 for reservations.
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CITY OF CLEARWATER MEMORANDUM
TO:
FROM:
COPIES:
SUBJECT:
DATE:
RON RABUN, CITY MANAGER
REAM WILSON,
MIKE WRIGHT, ASSISTANT
PINELLAS CENTER, INC.
MAY 7TH, 1990
DIRECTOR PARKS AND RECREATION
CITY MANAGER
The following is a response to the data Lnformation,
concerning the above subject, as requested by Commissioner
Regu1ski, received on May 4th, 1990.
1. Requested Information "Classes offered in 1989 at
specifLc locations (list) to be transferred to Center
Complex - with number of participant hours 1989 per
location."
A. Bobby Walker Pool 1988/89 Total Visits =
1. Swimming Instruction = 1000
2. Competitive Swim Program = 6,542
3 Aquatic Special Classes = 160
4. Open Swimming = 157
7,859
B. Norton Pool 1988/89 Visits = 2,980
1 . Competitive Swim Program (Oct.- April Only)
* C. Woodgate Park 1988/89 Visits = 23,479
1 . Recreation Division Supervision
* D. Del Oro Park 1988/89 Visits = 11,883
1 Recreation Division Supervision
NOTE: The current Recreation Division Work Measurement
Reporting System is based on tracking visits to Division
Programs and/or Supervised Locations. The Participant Hour
System was solely designed to calculate Projected Expenses
based on the Charging Formula determined by the Center
Foundation Management.
*
It is estimated that the visitation figures
locations will remain about the same. Both
facilities where the Public can utilize the
Amenities by means of Self Direction.
at these
are outdoor
Recreation
2. Requested Information - "New classes to be offered at
Center Complex w/anticipated participant hours/year."
REFER TO ATTACHED CHARTS
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PROJECTED ANNUAl C.F. COSTS IVISITS VS. HOURLY) .' ,
IlliHt DF PROGR'1~1 fNG . R HOU~S I DAYS 4 WW:S A1l1~JAL ANNUAL COST TOTAL ANlaJAL COST
PARTICIPANTS PER CLHSS PER WEEK PER YEAR ATTENDANCE @ .40 PER ANIllinL @ .~O PER
PER CLASS FOR PROGRAIi VISIT PART. HWRS PART. mUR
AQtj,) 1 ONE DA'{ HEET 200 6 I 4 800 320 4,900 1,920
rla().; ~ 1/2 vA'{ MEET 150 4 1 4 600 240 2,400 960
Aii(llj3 ADllT LESSON 11.00 2.00 2.00 50.00 1,100 440 2,200 880
AOO04 AGE GROUP 50.00 2.50 5.00 25 6,250 2,500 15,625 6,250
AiA~j5 AGE GI\OUP 50.00 2. (10 5.00 50.00 12,500 5,000 25,(100 10,000
AO(\lj6 HuE GROUP 25.00 1. 50 5.00 12.00 1,500 600 2,250 900
Au')!); SYNCHRO 20.00 1.00 5.00 50.00 5,000 2,000 5,000 2,000
110008 DIVIH5 14.00 1.00 J.OO 2B.00 1,176 470 1,176 470
AOOC9 D 1Vl tlG 14.(11) 1.00 5.00 24.00 1,680 672 1,680 672
AdO!v F lTNESS RODli 28.00 1.00 3.00 50.00 4,200 1,680 4,200 1,680
AUll it I NF ANT / BE G INliER &.00 0.50 6.00 so. 00 2,400 960 1,200 400
AOOi2 TOTS/I~TER 9.00 2.00 3.00 3b.OO 972 389 1,944 778
(jIj.)13 TOTS/INTER 9.00 2.00 3.00 12.00 324 130 MB 259
AO(114 TOTS/ WTER 9.00 3.00 J.OO 12.00 324 130 972 389
Aa-m ~,h5TERJ 50.00 4. 5(1 6.00 12.00 3,600 1,440 16,200 6,480
~tJ(li!l HHSTER5 50.00 2.00 5.00 so. 00 12,500 5,000 25,000 10,000
AOO17 MASTERS 50.00 4. 50 5.00 50.00 12,500 5,000 56,250 22,500
ADOl3 S~IHNASTlCS 13.00 1.00 2.00 50.00 1,300 520 1,300 520
AOO19 5 '(NChF:O 13.00 1.00 5.00 24.00 1,560 624 1,560 624
AQ':'20 S'{I[HRQ 1~IOO 1.00 5.00 2B.00 1,820 728 I,B20 728
AOV21 WATER POLO 20.00 2.00 1.00 28.00 560 224 1,120 44B
At)(I2~ WA TEf: PGLO 20.('0 2.00 2.00 2B.00 1,120 448 2,240 996
Ao'm WtiTER POLO 20.00 2.00 3.00 24.00 1,440 576 2,B80 1,152
TROD 1 SWHi THERAP 8.(~1 2. 00 3.00 50.00 1,200 490 2,400 960
TF;j03 HATER FuN 10.00 2.00 1.00 24.00 240 9b 480 192
TROlv S~1I1~iWS 16.00 2.00 1.00 40.00 640 256 1,280 512
0.00 0
iOTALS 77 , 306 no, 922 181,625 $72,650
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PROJECTED ANNUAL C.F. COSTS <VISITS VS. IDJRlV)
NAif Of F~OGRAi1 AIJG . HOURS I DAYS >>WEEKS ANNUAL ANNUAL COST TOUt AIlNUAL COST
PART. PER PER CLASS PER ~~K PER YEAR ATTENDANCE @.40 PER ANMJAL @ .40 PER
CLASS FOR PROGRAM VISIT PMT .IKlURS PART. IIOUR
ATH-(Ql ALiT BB 5/5 10 5 2 IS 300 120 1,500.00 600.00
liTH-Q02 YOUTH IJBllLL 11 5 2 18 396 158 1,980.00 792.00
ATH-003 TEEN BE, 10 3 1 12 120 48 360.00 144.00
ATH-i)04 ADli Bb 3/3 6 5 3 8 144 58 720.00 2B8.00
ATH-0V7 ROLT BB 5/5 10 5 4 B 320 128 1,600.00 640.00
H TH-lX)8 F AMI LV \/BALL 11 ~ 1 50 550 220 2,750.00 1,100.00
u
ATH-(K)9 'fOUTH aB 10 5 1 16 160 b4 800.00 320.00
"tiTlHll ADli T '!BALL 11 5 2 16 352 141 1,760.00 704.00
ATiH12 TEEN BB 10 3 1 8 80 32 240.00 96.00
ATH-tl05 YTH. VBALL CM1P 25 8 5 8 1,000 400 0,000.00 3,200.00
AHHtI (. BHILL/VBALL TRN 60 7 1 7 420 168 2,940.00 1,176.00
0 0 0.00 0.00
(I 0 0.00 0.00
(I (I 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
(I 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0 0 0.00 0.00
0.00
TOTALS 3,842 $1 , 537 22,650 $9,060.00
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PROJECTED ~Al C.F. COSTS (VISITS VS. HOURLY)
~
NAME OF P~1)GRAI1 rl\16 I HOURS I DAYS I WEEKS A'~NUr.t AWlUAl COST TOTAL ANNUAL COST
PART. PER FER CLASS PER WEEK PER ~tAR ATTENDANCE @,40 PER AllMJAL @ .40 PER
CLASS FOR PROGRHN VISIT PART . HOURS PART. HOUR
in-002 MUSIC/SINGING 10 2 12 :40 96 240 9b
TR-004 I1R HEii:G& I CS 15 ., ., 45 1,350 540 2,700 1,080
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TI\-005 FIRST AID 11 1 12 132 E:'~ 132 53
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TR-O(~ SO VOLLEYBAll 15 2 1 12 IBO 72 360 144
i!hKIB WEiGHT il\Uli ., 16 IbO M 160 b4
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TR-O')9 SD BBALL 18 ., ., 16 576 230 1,152 461
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in-vIi 50 T~HINING 35 2 2 32 2,240 B96 4,480 1,792
T~:-012 FITNESS TRNG 20 :5 50 3,00(1 1,200 3,000 1,200
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0 (I 0 (I
0 (I 0 0
0 (I 0 (I
(I 0 0 0
(I 0 0 0
0 (I (I 0
(I (I 0 0
0 (I 0 0
0 0 0 0
(I 0 0 (I
(I 0 (I 0
(I 0 0 0
(I 0 0 0
(I 0 (I (I
(I 0 0 0
0 (I 0 0
:u! ALS 7,B78 $3,151 12,224 $4,890
A SUMMARY OF THE PROJECTED PROGRAMS AT THE CENTER ARE AS FOLLOWSz
PROGRAM AREA PROJECTED PROJECTED PROJECTED
ANNUAL ATTEND, P 1\R'll . HOURS FACILITY COSTS
AQUA.TICS 77,306 101,625 $72,650
A'rHLETICS 3,842 22,650 $ 9,060
CULTURAL/soc/GEN 12,322 53,132 $21,253
THERAPEUTICS 7,878 12,224 $ 4,090
-------- ---------- ---_..._.._~-
TOTALS = 101,348 269,631 $107,053