05/05/1997V
Agenda: 5-5-97
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Bud get Workshop
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BUDGET WORKSHOP
AGENDA
May 5, 1997
. Vision Strategy Presentations.
Introduction 9:00 a.m.
--1_Pqjblic Safety 9:05 a.m.
?.. Fiscal Responsibility 9:45 a.m.
.. Events & Venues 10:00 a.m. '
1. Tourism 10:30 a.m.
?1- Customer Service 11:00 a.m.
Human Resources 11:30 a.m.
Lunch 12:00 p.m.
Special Meeting 1:00 P.M.
Department Presentations of Op erating Reductions and Enhancements:
Police 1:30 p.m.
' Fire 2:00 p.m.
Community Response 2:30 p.m.
Haman Resources 3:00. p.m.
p Finance 3:30 p.m.
Internal Audit 4:30 p.m.
Office of Management & Budget 4:45 p.m.
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Interoffice Correspondence Sheet
TO: Betty Deptula, City Manager .
FROM: Sid Klein, Chief of Police?g?
COPIES: Command Staff; Robert Davidson, Fire Chief; Rowland Herald,
Assistant Fire Chief, Jim Goodloe, Emergency Management
Coordinator; Lieutenant Jeff Kronschnabl, Community
Response Team; File
SUBJECT: Information for City Commission - Public Safety Team
Strategies and Police Department Budget Options
DATE: May 1, 1997
Attached are three documents for dissemination to the City Commission in
preparation for our meetings on May 5, 1997:
1. The Public Safety Team strategies as developed cooperatively by the Police
Department, Fire and Rescue Department, Community Response Team, and
Emergency Management.
2. The Police Department budget enhancement options.
3. The Police Department budget reduction options.
I will be prepared to discuss each of these items in more detail at our meetings
of May 5th.
SRK/DMW/sh
Attachment
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1 91 PUBLIC SAFETY
CL EA R WA TER: THE SAFE
COMMUNITY
STRATEGIES
As developed by Clearwater's Public Safety Team: Police, Fire and Rescue, Community
Response, and Emergency Management.
• Address Clearwater's public safety needs through a
collaboration of police, fire, community response, and
emergency management resources, programs, and projects.
• Improve the effectiveness of burglary prevention and
investigation efforts through the creation of neighborhood-based
programs.
• Build a safe city through the effective implementation of
technology.
• Implement programs to improve the flow of vehicular traffic
and enhance traffic safety.
• Improve public safety awareness by the public and among City
employees through-the implementation of Fire/EMS response
and prevention programs.
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FISCAL
RESPONSIBILITY
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MISSION
To provide financial strategies and planning to assure the
long=range fiscal stability of the City of Clearwater by
adhering to the highest municipal finance and operating
standards
We will serve the citizens of Clearwater through the
effective coordination of the fiscal management of the
City through efficiently providing timely, responsive, and
comprehensive financial and support services to all our
customers
(continued)
MISSION (continued)
To this end, we commit to be proactive rather than reactive,
to improve communication, and to encourage a spirit of
cooperation, camaraderie, and innovation.
We will continue to value and foster the honesty,
dependability, dedication, and development of our
employees to assure that the City of Clearwater is a
recognized leader in providing its residents with a
superior quality of life.
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S'T'RATEGIES
Provide timely and
accurate
communications of
financial information
to foster sound and
responsible decision
making.
Sample Action Plans
s Finance will distribute monthly computer
generated financial reports to City
Management within 8 - 10 working days of
month-end.
? Finance will issue the Comprehensive
Annual Financial Report by February I of
each year.
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STRATEGIES
? Promote a business
friendly approach to
the fair assessment
and collection of
revenues from the
users of our services.
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Sample Action Plans
? The City will complete and implement
utility rate study currently in progress by
October 1, 1997.
? Finance will develop a schedule to perform,
on regular basis, both internal and external
rate studies by March 31, 1998.
? Internal Audit will develop a regular
schedule of revenue audits by December
31, 1997 to be completed in a business
friendly, and professional manner.
2
STRATEGIES
? Review the financial
and operational
processes and
procedures on a
continuous basis to
optimize the efficiency
and effectiveness of the
City's financial
resources.
Sample Action Plans
? Internal Audit will prepare an audit plan by
October I, 1997 to include the performance
of operational audits in City departments on
an ongoing basis.
? Utilize re-engineering techniques and map
current "major" processes in the purchasing
and accounts payable sections by March 3I,
1998 in order to eliminate barriers for our
customers.
3
STRATEGIES
? Encourage the
development and
advancement of our
employees through
education, training,
technology, and
promotion of other
organizational growth
opportunities.
Sample Action Plans
s The Finance Department will provide
training opportunities on the Ross financial
system on a monthly basis.
? OMB will establish an "internship"
program by December 31, 1997 for City
employees in cooperation with other City
Departments to participate in the budget
development process.
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STRATEGIES
? Provide timely,
efficient, and effective
customer service
recognizing the
changing needs of our
citizens and our
community through
technology and
innovation.
Sample Action Plans
? Finance will coordinate the review and revision of
the Code of Ordinances relating to utility deposits
and revenue collection by March 31, 1998 in
order to improve customer service while
maintaining fiscal security.
? OMB will develop a web page by December 31,
1997 to provide pertinent infonnation to citizens
and businesses living and doing business in the
City of Clearwater, or hoping to locate in the City
of Clearwater.
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VALUES
? CARING
e WELL-RUN
? INTEGRITY
? OUTSTANDING
QUALITY
? FUTURE ORIENTED
DECISION MAKING
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Events, and Venues Strategic Plan
The Events & Venues Strategic Plan relates directly to the City Commission's vision
of the future. The Vision Statement describes Clearwater as a place that celebrates the
beauty of its tropical environment with festive activities and amenities. This plan will
move the city toward this vision. This plan also supports the Commission's goal of
tourism development.
This strategic plan was created using techniques developed by Effective Performance
International Corporation. The team creating this plan included members from the
City of Clearwater and the broader community.
The process began with the team creating their common practical vision of events and
venues in Clearwater. Unlike some strategic planning methods that begin with
identifying problems our process assumed that the future can best be planned for in the
light of a vision. Brainstorming techniques were used to generate rational vision charts.
This differs from some vision statements in that the vision chart paints a picture of
what the vision might look like if it were realized. This vision uses short descriptive
phrases to describe the components that make up the vision. It shows examples of
what would be in place once the vision was a reality. In creating the vision chart, the
team concentrated on the next three to five years.
The second step in the process was to identify the roadblocks that have stopped or
might stop the practical vision from becoming reality. These obstacles are internal and
external. This differs from goal oriented approaches in that it allowed the team to
work smarter by generating strategies to remove obstacles that stand in the way of
realizing the vision.
The team then identified assets in place that will serve as the foundation for realizing
the vision. The assets include events already in place, venues in place, and the people
resources of the community that can be tapped to work on the realization of the
vision.
The next step was to set strategic directions. The strategies were developed through
the use of inclusive brainstorming techniques. The strategies were designed to
capitalize on the community's assets to remove the roadblocks and move toward the
vision. The strategies are grouped by strategic areas. Each area includes the strategic
programs, campaigns, projects and agendas that will move Clearwater toward the
practical vision. Strategies focus on the next twelve to eighteen months.
Tactics for the strategic areas were developed to focus actions on the first six to twelve
months., These tactics include steps to accomplish the strategies.
Finally, the team selected the tactics that need attention first. Small teams have been
set up to work on these key tactics.
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Clearwater - Where the World Plays
The Practical Vision Chart
The practical vision chart is a compilation of brainstorming sessions. These sessions
challenged the team members to look three to five years into the future and identify
what events and venues would be in place to make up their vision of Clearwater.
Members looked beyond the confines of the city government to include the
community in identifying the components of the vision.
The vision of events and venues is: Clearwater - Where the World Plays. This
envisions Clearwater as a leader in the events and venues that will attract tourists s well
as provide the cultural and recreational aspects of life that will enhance the quality of
life for the residents. This enhanced quality of life will also support economic
development as Clearwater becomes an ever more desirable place to live and do
business.
The vision chart has three components that make Clearwater the place where the
world plays. These are:
• Setting the Stage
• Something for Everyone
• Places to Play.
Setting the Stage envisions components that will' be in place to allow the other
components of the vision to grow. It includes organizing, funding, marketing, and
economic development.
Something for Everyone includes events and programs like those that would be
happening when the vision is reality. It includes existing events and opportunities and
new events to be created.
Places to Play includes beautifying our places to play, more use of current venues, and
new venues.
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Roadblocks to Success
The team identified roadblocks to success that must be addressed for the vision to
become a reality. The original list was reviewed and refined until the root causes for
the roadblocks were identified.
Roadblocks:
• Access to existing venues.
• Needed venues.
• Availability of resources.
• Past inconsistent City Commission direction.
Community needs and expectations are not known.
• Lack of a consistent vision.
• Community does not perceive the value.
• No coordinating entity. '
• No strategic plans.
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Existing Assets to Build Upon
The team identified the assets in place that can serve as the foundation of the vision.
This list is representative rather than inclusive. It illustrates that Clearwater already
has much to offer. From this base the vision can be built.
Assets:
¦
• Jazz Holiday
• Fun `N Sun
• Ruth Eckerd Hall
• Harborview Center
• Beach Sports Activities
• Pier 60, Park and Pavilion
• Coachman Park
• Long Center
• Parks & Recreation Department;
people, programs and places
• Library System
• Marina (Boating Venues)
• The Beach
• Pinellas Trail
• Pinellas Arts Council
• An Involved Community
• Summer Concert Series
• Phillies
• Turkey Trot (Established Events)
• North Greenwood May Fest
• Martin Luther King Day
Celebration
•' Christmas Under the Oaks
• Existing Performing Arts Groups
• Special Interest Groups, e.g.,
Shuffleboard, Lawnbowlers, etc.
• Clearwater Celebrates America
• Memorial Day Celebration
• Parades
• Station Square Park
• Royalty Theater Building
• Magnet Schools
• C-View TV
• Saturday in the Park
• East End Property
• Festival of Trees
• Artist in Residence Collection
• Community Theaters
• Moccasin Lake
• Sand Key Park
• Sailing Center
• Amateur and Professional Sporting
Events
• Festival Of Reading
• Jack Russell Stadium
• The Memorial Causeway
• The Bayfront
• Crest Lake Spring Fest
Page 5 1
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Strategies
Strategies were developed to move Clearwater toward the realization of the vision.
The strategies are those projects, programs, campaigns and agendas that pave the way
for the vision to become reality. The strategies address the roadblocks identified and
build upon the assets of the community. They fall into four strategic areas. These are:
Strategic Areas
+ Organizational Infrastructure
• Marketing and Research
• Funding
+ Involving the Community
Specific strategies were developed for addressing each of these areas. In developing
these strategies, the team focused on the next twelve to eighteen months. Specific
strategies are listed on the Strategic Chart.
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The First Ninety Days
Finally, the team identified tactical actions that could be worked on in the first ninety
days after the City Commission approves the strategic plan. The criteria for selecting
these first actions were:
• Is this action catalytic?
• . • Will the result be highly visible?
* Is this important? .
Is this a winnable action?
Will this action establish momentum?
• Can progress be made in 90 days?
The actions to be worked on in the first 90 days are:
2. Establish an office.
2. Plan events and prioritize.
3. F Research and present funding options
Three teams have been set up to address these actions selected for the first 90 days.
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Team Members
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The members of the Events & Venues Strategic Planning Team Are:
Arlita Hallam, Library
Bill Held,,Marina
Bruce Kotchey, Pinellas County Arts Council
Steve Miller, Parks and Recreation
Ann S. Rogers, junior League
Terry Schmidt, Parks and Recreation
Jean Sherry, Tourism
Nancy Skinner, Ruth Eckerd Hall
Margo Walbolt, Parks and Recreation .
Lynn Wargo, Chamber of Commerce
Ream Wilson, Parks and Recreation
Jeffrey Harper, Team Facilitator
Other participants were:
Judith Powers Jones, Pinellas County Arts Council
Judy Cannaday, Junior League
Eleanor Breland, Human Relations
Bob Rossi, Ruth Eckerd Hall
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Interoffice Correspondence Sheet
To: Events & Venues Team
From: Jeff Harper
CC: Betty Deptula, City Manager
Date: April 17, 1997
RE: 90 Day Tactical Action Assignments
At our last meeting, we identified tactics for three strategic areas to begin work on. These
are; establish an office, events plan and priorities, and potential funding opportunities. In
deciding upon these areas we used the following criteria.
• Can progress be made within the first 90 days?
• Is this action catalytic?
• Will the result be visible?
• Is this important?
• Is this a winnable action?
• Will this establish momentum toward the vision?
Three teams were set up. They are described below.
1. Establish an Office.
• Define purpose of the office.
Gain Commission approval.
• Appoint a task force to prepare for the office.
• Internal candidates or recruit,
• Funding options.
Team members:
Margo Walbolt - Chair
Ann Rogers
i
Bruce Kotchey or other Arts Council Rep.
Rick Ebelke or other Human Resources Rep.
Specific assignment is to come up with three options by May 1, for presentation to
Commission on May 5.
2.. Event Plans and Priorities
• Priority of events for next 18 months
• New or expanded events
• Visual arts
• Performing arts
• Create a model for success
Team members:
Lynn Wargo -Temporary Chair
Susan Benjamin
Ruth Eckerd Hall Rep.
Mango Waibolt
Terry Schmidt
Bruce Kotchey
3.Funding
4
• Within 90 days identify potential funding opportunities.
• Identify who and how to pursue opportunities.
Team members:
Arlita Hallam - Temporary Chair
Bill Held
Bruce Kotchey or Judith Powers - Jones
Sally Parks
Marian Rich (Contact Ann Rogers)
Ruth Eckerd Rep from Nancy Skinner
I am working on the final report. It will be presented to the Commission the morning of May
5, in the Commission Chambers. We need to select who will be making the presentation in
time for rehearsal. Call me or send me your suggestions. I think a City person and a
person who is not an employee would be effective. .I am working with Betsy Clement in
my office to prepare a Power Point presentation. I have advised the City Manager that we
will be saying as part of our plan that City money will be needed to start the office and to
seed new events.
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We will be meeting May 2, in the Library at 9:00 AM to go over the final presentation, and
review status of the work groups. We will need specific recommendations to establish an
office. The other groups may present a plan for the first 90 days. Time is short, so the
groups need to meet quickly.
We are making a,difference. It's great, isn't it.
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EVENTS ,&, VENUES
RECOMMENDATION FOR ESTABLISHING AN OFFICE:
The Office of Events and Cultural Affairs should report directly to the City Manager.
This Office will be staffed with a Director, Administrative Support Manager 1, and Staff
Assistant III. The Office should be located at the Harborview Center. A projected budget
for this Office is $250,000
Background Information:
Team members researched similar offices around the country and interviewed contacts
from cities that currently have a successful program. This information was used in
putting together our proposal. Typically, in the cities we surveyed, an Office of Cultural
Affairs has as its mission, stimulating the economic, social, educational, and aesthetic
outlook for the community to enhance the quality of life .
While the mission of these offices was similar in the communities we surveyed,
the organization of that office varied. Some offices are part of another city department
such as leisure services, recreation, tourism, planning, or the library system. Others stand
alone and report directly to the mayor or city manager. We were told by several directors
that more impact is made when the Offices exist as a separate entity with equal weight to
areas such as economic development, planning, library and other service departments.
Most offices we contacted have been in existence for ten or more years. Many have six
or more staff members and budgets of over $500,000. However, most began with
usually two or three employees and much smaller budgets.
While some agencies or offices were involved in running events, most facilitated
or contracted with either private promoters, sponsors, or service organizations to do this.
In the majority of offices we consulted, the Cities have a grant process in place to provide
some funding to organizations who wish to provide event services to the City.
Some of the cities we surveyed include Charleston, Savannah, Tulsa, Chicago,
San Jose, Broward County, and Vancouver.
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TOURISM STRATEGIC PLANNING
April 1997
J
STRATEGIC PLANNING
The Office of Tourism recently completed a strategic planning/visioning process
with representatives from ten key citywide groups involved in the tourism industry. The
process was used to gather insight for a strategic platform from which a Tourism Marketing
Plan can be developed.
The planning process was facilitated by Barbara Van Vorhees of Effective
Performance International Corporation. Barbara is currently teaching this process
facilitation technique to City staff through the Office of Organizational and Employee
Development. Typically this process is conducted over.a six week period of time.
However, to accommodate the schedules of those who participated, the process was
modified to a retreat format comprising a total of eleven hours over a period of two days. f
The Office of Tourism is concerned with marketing, service quality and tourism
product issues. For the purpose of this strategic planning, team members were asked to
limit tourism product issues to those considered as "soft goods," such as special events and
activities. The tourism "hard goods" such as a CRA, beach parking, streetscapes etc.,
were included in the Economic Development Strategic Platform.
1
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Team members representing Clearwater's key tourism organizations are:
Hotel/Motel Association - Beach
Hotel/Motel Association - Mainland
Superior Small Lodgings
Florida Attractions Association
Greater Clearwater Chamber of Commerce
Greater Clearwater Chamber of Commence
Clearwater Beach Chamber of Commerce
Clearwater Beach Chamber of Commerce
Sunsets at Pier 60 Society
Discover Florida Suncoast (DFS)
City of Clearwater, Economic Development
City of Clearwater, Tourism Development
Daryl Seaton, Sea Wake Resorts, Inc.
?rh
Dodie Perry, Countryside
Bill Day, East Shore Resort
Phil Henderson, Sr., Starlite Cruises
Ebe MacNider, V.P. Tourism (staff)
Stephan Ginez, Quality Inn (member
president, Beach Area Council)
Jo Lyn Jackson, Executive Director (staff)
Ken Rosenow, Aegean Sands
(member, Past Tourism Chairman)
Gerri Husgen (member)
Julie Nichols, Sunsets at Julies/Flamingo
President
Oliver Kugler, Belleview Mido Resort Hotel
Treasurer (unable to attend)
Bob Keller, Director
Jean Sherry, Director
Bob Keller and Jean Sherry, representing the City, assumed the same active roles in
this process as did those from the private industry.
I,
2
The process involved four main steps. The first, through a brainstorming session,
created a practical vision of the City's tourism industry in three to five years. The second
step identified potential roadblocks that could conceivably impede the ability to achieve the
desired vision. The third step served to determine five main strategies that could move us
toward the desired vision The fourth step identified 20 specific worktasks for the next 12
to 18 months. The final step identif ed methods to monitor progress and make adjustments
as determined necessary by the team.
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(POTENTIAL ROADBLOCKS
After visioning the future, team members were asked to brainstorm potential
roadblocks that could impede the ability to achieve the desired vision. The overriding
message was that the majority of roadblocks were focused on political consequences.
Six major areas of concern emerged:
1. No agreed Master Plan
2.. History of Anti-Development and Anti-Fun
3. Government by "Crank"
4. Diffused Responsibility and Leadership
5. Unorganized Industry and Business
6. Locked into Current Image
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JOURISM • MARKETING STRATEGIES
The process led team members to review the vision and brainstorm ways to
achieve the desired state. Five key strategies were determined.
" 1, Promote niches specific to Clearwater, including amateur sporting events,
fishing, award-winning beaches, sister city/Olympic center and the Harborview
• r
.; . ,Center. _ ..
2. Position Clearwater as Tampa Bay's / Orlando's beach.
3. Work cooperatively with Regional and Statewide marketing groups.
4. Act as a guide to coordinate Public/Private marketing efforts.
5. Market the value of tourism to the community.
• k
6
WORKPLAN, TACTICS
Specific tactics were then determined by the team members that would strategically
direct activities over the next 12 to 18 months toward realizing the vision. Overall, 20
workplan tactics were identif ied.
Promoting Clearwater's niche Timeline
1. Develop a plan with the Parks & Rec Department November 30
to recruit more sporting activities that generate
over night stays.
2. Develop a plan that promotes our niches through a October30
comprehensive publichnedia relations program,
specifically out-of market.
3. Use the Winter Olympics promotion to sell our niches. Plan May 30
4. Develop a convention business plan in cooperation August 3 l.
Positioning as Tampa Bay's ! Orlando's Beach
1. : Develop top quality marketing materials including an December3l
updated video, destination brochure with lots of photos,
and citywide master calendar of events.
2. Developa plan for activity packages that will combine September30
area attractions, events, and entertainment with hotel stays.
3. Develop a campaign targeting Florida and the "drive' March30
market for off-season, midweek stays.
4. Develop a plan for Orlando industry alliances, specifically September30
' y with the visitors bureau and concierge groups, to promote
a two-point vacation.
8
It
Cooperative Marketing
1. Identify specific areas to work with the St. Petersburg/
ClearwaterArea Convention and Visitors Bureau to
provide input and tie-into marketing activities. .
2. Identify ways to work with the Tampa Bay tourism
' industry and marketing groups to expand our
attraction products and marketing effectiveness.
3-' Develop a plan with the FTIMC (Florida Tourism
Industry Marketing Corporation) specifically in the
„ . areas of cooperative advertising and direct sales
missions.
4. Initiate a cooperative advertising plan for local
industry participation.
5. Increase the advertising presence in the CVB's
visitors guide.
May 31 ,
September30
September30
November 30
October30
u
Coordinating 'Public/Private Marketing Activities
1. Develop anon-going Tourism Advisory Council, May 30
2. Develop a plan to request City financial support and June 30
resources for special events.
I. Create a format to promote coordinated housing, August 30
' accommodations packages for special events.
4'. Develop a plan for a fully integrated Web Sitc, October30
linking to properties.
5. Develop a plan to create one visitors. guide for May 30
Clearwater.
10
Market the Value of Tourism
1. Design a program to obtain on-going market
December3 l
May, 1998
f
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CLEARWATER'S VISION
Tourism has been specified as one of the City's three major areas of focus and is
identified within the City's vision as a trademark of our local and international investment,
which adds value to our economy.
The Office of Tourism's proposed 1997198 marketing direction supports the City's vision
by:
l .. Promoting Clearwater as a family-oriented vacation destination with distinctive
attributes that are fun, festive, and safe. Through specific advertising, promotion
and public relations messages, convey to outside markets the unique high quality of
Clearwater's amenities as a resort community,
2. Supporting the creation and growth of festivals and special events. Through active
participation, integrate industry assets and City assets to create and promote
dynamic events that fit the distinctive quality of our community which promote
increased business for the tourism industry.
3. Fostering tourism industry cooperation. Through cooperative marketing
efforts, cultivate relationships within the City's tourism industry or outside the City
that impacts economic prosperity,
4. Building community spirit in support of tourism. Through a comprehensive
education program, create a supportive environment in which the tourism industry
can grow.
12
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DEVELOPMENT REVIEW
PROCESSING
CUSTOMER SERVICE AND
ENHANCE ECONOMIC
DEVELOPMENT
Presented By
Rich Baier, Engineering
Lt. Jeff Kronschnabl, Community Response
John Scott, Utility Customer Service
Scott Shuford, Central Permitting
Chuck Warrington, Gas System'
A STRATEGIC PLAN TO IMPROVE
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DEVELOPMENT REVIEW
IMPROVEMENTS
- AN ONGOING COMMITMENT -
In 1996, the Clearwater Management Team and
City staff promised to implement a three part
program to address development regulation and
permit processing issues:'
A completely revised Land Development Code
d A new organizational structure to improve and
streamline our regulatory process
Revised procedures and application forms
r
DEVELOPMENT REVIEW
IMPROVEMENTS
-- CURRENT STATUS -
e Draft Land Development Code revisions are
undergoing a thorough legal and interdepartmental
review
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e Procedures and forms are being revised
DEVELOPMEN'T' REVIEW
IMPROVEMEN'T'S
- CUSTOMER ISSUES --
................ ........................:::.:............................ . :
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d Services eeded .......... .................
Customize
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Pooterd a?
- Customer Service - Staff Attitudes
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- City `Falling Apart"
- Regulations Too Hard To Follow/Too Restrictive
DEVELOPMENT REVIEW
I IMPROVEMENTS
. - CITY VISION -
I
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DEVELOPMENT REVIEW
IMPROVEMENTS
- A FACILITATED PROCESS -
Team Selection
m Outside Facilitator
Two Day Process
e. Perspective-Building Exercises
• Issue Development
Structural Analysis And Process Mapping
1
DEVELOPMENT REVIEW
IMPROVEMENTS
ANALYSIS OF BORDNER REPORT-SALIENT ISSUES
1) To provide a clear, concise, complete, and committed response by staff
following the completion of a sufficiency review.
2) To accelerate the speed of the developmental review process while not
sacrificing the quality of the process.
3) To review the components of the review process in order to make it more
efficient.
4) To develop an understandable process to the public and involved
employees.
5) To develop fair, impartial and consistent standards to apply to specific
situations.
G) To establish a process which is flexible enough to meet the customer's
valid needs within established parameters.
7) To develop a process understanding through communication, education,
and involvement with customers.
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DEVELOPMENT REVIEW
IMPROVEMENTS
STRATEGIC ORGANIZATION
• Nontraditional Team Approach - One-Stop Process
• Rejected Permit and Inspection Consolidation
• Focus on Development Review Coordinator
Positions
• Reporting - New Tidemark Program
• Cross-Functional Oversight Committee
o. Marketing
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DEVELOPMENT REVIEW
IMPROVEMENTS
- CUSTOMER SERVICE ENHANCEMENTS -
9 Form Standardization And Checklists
• Consolidation Of Impact Fee Collection And Calculation
• Occupational License Inspection Service Improvements
• Flexibility Empowerment Within Specified Limits
• Issue The Permit Program
• Outside Agency Permit Application Clearinghouse
• Application Fee Payments By Credit Card
• Fax-On-Demand
• Self Help Area
• Improved Communication Between Fire And Central
Permitting Inspectors
• Cross-Training Across Department Lines
• Tidemark
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TO CHANGE AND TO GROW
The Development of Human Resources Objectives
and Strategies
In July, 1996, recognizing that certain issues of pay administration had become an issue of
concern for employees in the SAMP Pay Plan, the City Manager assembled a Team of individuals
to address the issue of pay philosophy. This Team was comprised of the City Manager, the
Deputy City Manager, the Human Resources Director, the Organizational & Employee
Development Director, and the City Attorney. The Team held a series of meetings over several
months which were facilitated by an outside resource person (Rod Waddell).
It was determined early in the process by the Team that a discussion of pay philosophy
without first defining broad Human Resource Objectives would not be an ideal approach;
further, that Human Resource Objectives should be addressed within the framework
of the City Mission and Strategies. At the time of the Team Meetings, the City did not have
a formal Mission Statement or Guiding Principles, however the City Commission had
previously adopted "Principles of Operation."
The Team used a process identified as "Strategic Development: Planning With A Purpose" to
insure alignment of Human Resources Objectives and strategies with the overall direction of the
City. The two attached Process Flow Charts illustrate the Strategic Development process showing
the movement from Mission to Guiding Principles to Objectives to Strategies and to
Implementation.
Using the Principles of Operations as a foundation the Team began to develop a City of
Clearwater Mission Statement and a set of Guiding Principles. After having developed a
proposal, the Team, using this proposed Mission Statement and Guiding Principles as its
framework, developed six Overarching Human Resource Objectives (performance targets)
and seventeen strategies (sets of actions to move toward the targets).
Subsequently, the City Commission adopted a Vision Statement, Mission Statement and
Values Statements. The Management Team's proposed Mission Statement and Guiding Principles
are consistent with the Vision and Mission Statements and the five Values developed and
adopted by the City Commission, thus the Human Resource Objectives and Strategies are
appropriate and will serve to set the direction of Human Resource operations over the next
several years.
A copy of the Management Team's Mission Statement and Guiding Principles as well
as the Vision and Mission Statements, Values and Principles of Operation adopted by
the City Commission follow this section.
The thrust of the review process of Human Resource Objectives and Strategies was built on
the view that the organization, and specifically Human Resources, must change and grow.
That change is from a traditional, rule-Oriented Human Resources Department to a
supportive, values driven Department which is responsive to the needs of the constituents
served.
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Draft of aLPropos City Mission Statement
and,?Quiding_Princiules_Preoared_by a Management Team
Mission Statement
The City of Clearwater provides superior municipal services and is a dynamic and caring
government that involves citizens in the planning and providing of a financially
responsible environment which attracts and sustains business, families, and people
who are committed to a high quality of life for themselves and future generations. This
high quality of life includes a clean, safe and beautiful environment, opportunities
for continual learning, an economy which promotes a livable wage and attainable
jobs and recreation activities.
Guiding Principles
Fiscal Responsibility. Resourceful and conservative management of resources to achieve
desired outcomes based on City strategy and objectives.
Stewardship: Responsible and accountable administration and management of City assets,
services and resources to create and sustain a quality environment.
Relationships: Recognition and development of the potentials within each person to be
enthusiastic partners in creating and designing a quality city environment, in an open
supportive atmosphere, which encourages team work, trust and open communication.
Well Run: Alignment of political and managerial direction to achieve a common, shared,
innovative, timely vision; efficient, effective, economical provision of services; proactive
responses to community expectations; and reduced barriers to service.
Ima : Retention and enhancement of a reputation for open and forthright
communications and a courageous and straight-forward approach to solving issues based
on the City Mission Statement and Guiding Principles as attested to by citizens, media and
peer acknowledgment on a local, regional and national level.
7
..¦
,Proudly eelebrates.. .
the quality of our experiences, spirit and opportunities.
A distinctive community, elearwater combines the beauty of
our tropical environment with festive activities and amenities.
St is a safe and fun place that values cooperation,
respect and life long learning.
Clearwater welcomes our dynamic and diverse businesses.
Tourism and technology are trademarks of our local and
international investments, which add value - both to
businesses and to residents. ST is a place where all
people can prosper.
Clearwater sparkles through its residents, the visitors,
. and investors who become residents, and through all who care
about a healthy and safe community.
n
The City of Clearwater government provides the municipal
services and infrastructure necessary for a high quality of life for
all citizens.
City of Clearwater
Values
CARING - We will act in ways which promote a thriving community and
citizenry. We will demonstrAte concern and respect for our citizens and our
employees by bring attentive to all sides of an issue. We will encourage teamwork,
trust, respect, and open communication.
WELT.-RUN -- We commit to efficient, effective, economical provision of
services. We will plan and organize to accomplish these goals through innovation,
excellent service, and removing barriers. We will seek and retain the best leaders.
Our employees will be knowledgeable and customer service oriented
INTEGRITY - We will be honest, straighifoiwai and courageous in our
actions. We will be fait, ethical, and consistent as we strive to attain our vision.
OCTT'STANDING QUALITY - We will set and maintain high standards. We
will provide extraordinary service and require excellence at every level.
FUTURE.ORIENT ED DECISION-MAKING - We understand that the
decisions we nuke today establish the infmtructum, quality of life, and the
direction of our community for future generations. We will make informed
decisions by considering the pros and cons, the raanifications, the costs, and the
alternatives.
Principles of Operation
Our primary responsibility is to the community of Clearwater.
We will provide a fiscally responsible, stable government
committed to minimum regulation as well as innovation and creativity in service delivery.
We will be accountable, responsive and accessible as an organization.
We are committed to providing high quality services in a timely, efficient and economical manner.
We will reduce the barriers to services and information.
We wiq work in partnership with all in our community to build a city which is safe,
economically sound and physically attractive and which provides the opportunities
and amenities conducive to a high quality of life.
We will encourage community participation in our activities.
We recognize the mutual responsibility of government and citizens
for the quality of life in our community.
We will strive to provide the opportunity and assistance required to enable individuals and
groups to meet valid community needs.
We recognize and respect the dedication, professionalism and commitment
of our employees and take pride in their accomplishments.
We are committed to creating an environment which encourages employees
at all levels to respond constructively, creatively and practically to community needs.
We recognize the value of taking calculated risks and will encourage it by allowing employees
to learn from mistakes without fear of unreasonable consequences.
We are committed to ongoing employee training and development to ensure
the high level of competence necessary for quality governance and services.
We affirm the dignity and worth of public service.
We acknowledge our responsibility to be stewards deserving the
public trust, to be fiscally responsible in our daily decisions,
to recognize and develop the potential within each person and to be enthusiastic partners
in providing quality service to our community. AA
•
Note Re: Human Resource Department Objectives and Strategies
Terminology relating to objectives and strategies may be somewhat
different from those used within other Departments.
In terms of development of this document within the Human
Resources Department, six major objectives performance targets or
decision criteria) were developed, after which sixteen strategies (sets
of actions to reach the targets) were designed.
Spec if c implementation steps (not included in this document) will be
utilized to carry out the strategies. Those implementation steps may
be changed from time to time as circumstances and priorities change,
however objectives and strategies are expected to remain constant.
This is consistent with the Process Flow Chart illustrated earlier in
this document (see "Strategic Development: Planning with Purpose -
Process Flow Chart").
12
Human Resources Overarching Objectives
Within the next three years, the City of Clearwater will implement a fiscally responsible Human
Resources policy which supports our Guiding Principles and assures the alignment throughout the
organization, of Human Resources policy and Human Resources decision making with the City's
Mission and Strategy.
Through innovative approaches, the City will create an accountable work environment which is
flexible and promotes team work and cooperation among departments.
The City will provide opportunities for employees to develop needed skills within a defined time
frame and humanely move or outplace those who cannot.
Compensation will be based on public and private market standards and on job related skills and
performance outcomes.
The City's current and future strategic objectives will be supported by a-flexible and integrated
system of job descriptions; performance management; practices for hiring, promoting and
transferring employees; and rewarding job related skills and outcomes.
This Human Resource policy will enable the City to recruit and maintain talented individuals who
are highly motivated, adaptable, and capable of contributing fully to a positive high profile image
and the ongoing strategic processes in pursuit of the City's Mission and Goals.
13
HUMAN RESOURCE DEPARTMENT STRATEGIES
1. Complete the development of a new Performance and Behavior
Management Program during FY 1996-97 and begin operation of the
program no later than October 1, 1997.
What is the goal? The goal is to support primary organizational values of
the City through an employee - building program which provides that
employees recognize personal accountability for their actions, demonstrate
a commitment to the highest standards of personal and professional
integrity, and exhibit commitment to excellence in service.
Through mechanisms of intervention, coaching and corrective guidance the
program will provide reasonable opportunities for employees to take
positive corrective action and to support the City's Principles of Operations,
values and Vision.
Qbiectives-Suu, ported by this Strategy Objectives Number 2 and 3
What are the Values Supported? Caring; Integrity; Outstanding Quality.
2. Develop a Communications & Dialogue process to help City
Commissioners, managers and employees understand strategy and
direction of the City's Mission, Guiding Principles and Human
Resource objectives.
What is the goal? The goal is to cascade the vision and values throughout
the organization to promote understanding, acceptance, and buy-in at every
level; to build trust and belief in the vision; and to establish the parameters
for future actions.
Qh-jectives u orted b this Strate : Objective Number 2.
Mgt m1be lue ed? Caring; Well-Run; Future Oriented
Decision Making.
4 "!
3. Complete a series of "best practices" research analysis based on
organizations with similar values and guiding principles, seeking new
Human Resources methodologies to effectively support the City's
emphasis on quality performance, premium customer service, employee
teamwork and productivity.
What is the goal? To define those organizations that are recognized as
outstanding leaders in the private and public sector who have similar values
and guiding principles as does Clearwater and to determine from them those
practices utilized to achieve their results----practices of excellence in service
delivery, product, cost control, use of resources, management of people, etc.
With that information, to then measure our practices against the best,
'determine where "gaps" that may exist between our practices and those of
the outstanding organizations, and to take actions to close those gaps, thus
enhancing our practices that foster paybacks/value added in areas such as:
Providing superior services.
Providing a financially responsible environment.
Recognition and development of the potential of employees and others to be
enthusiastic partners in created a quality city environment.
Efficient, effective and economic provision of services.
Reduced barriers to service.
Enhancement an atmosphere to encourage teamwork, trust and open
communication.
Quality performance.
Premium customer service.
Employee teamwork.
High productivity.
Objectives Supported. by this Strategy: Objectives Number 1, 2, 4, 5 and 6.
What are the Values Supported? Outstanding Quality; Well-Run; Future
Oriented Decision Making.
15
4. Working with management and employees, reevaluate health
insurance, sick leave policies, wellness program and related benefits;
propose cost effective alternatives where appropriate which contributed
directly to the City Mission and Guiding Principles and develop a
competitive, cost conscious health benefits package by June 1, 1997.
What is -the goal? To provide the City with a benefits program which is
supportive of, and a foundation to, the City's Vision and Values----a
program that creates an environment that will enable the City to attract,
retain and motivate the highest level of competent, knowledgeable and
flexible employees needed to provide high quality performance; that
provides for a high quality of life for employees and demonstrates a caring
approach for them; and, that is efficient effective and economical.
Objectives Supported b this Strate : Objectives Number 1 and 6.
What are the Values Supported? Caring; Well-Run; Outstanding Quality.
S. Assess organization costs by conducting an analysis of
compensation and benefit practices, detailing future projections for pay
and benefits for the neat three, five, seven and, ten years.
What is the goal? To develop data on current costs and practices that will
be a framework of reference and for analysis of future costs as relates to
compensation and benefits and that will be of help to elected officials and
top management in making decisions for the future
Objectives Su orted b this Strate :Objective Number 1
What are the Values Supported? Future Oriented Decision Making; Well-
Run; Caring.
16
F ,
6. Design SAMP pay program to begin October 1, 1998, that
encourages employees to acquire new skills and performance outcomes
that are aligned with the City Mission, Strategy and needs.
What is the goal? To move the organizational culture in terms of
compensation from a scientific management mode of specialized jobs with
limited scope to a culture that values broad, well-rounded, multi-skilled
personnel who can exhibit function effectively in changing roles.
ObJectiyes Supported by this Strategy: Objectives Number 1, 4 and 6.
What are the Values Supported?_ Well-Run; Outstanding Quality; Future
Oriented Decision Making,
7. Develop a program by June 1, 1997,, for SAMP employees and by
April 1, 1998, for non-SAMP employees to establish and maintain
market-based pay data from the private and public sector and
administer procedures to provide that data to operating department
managers along with technical and internal comparative, interpretative
guidelines and consultative services to assist Department Directors in
making hiring and promotional compensation decisions.
What is the goal? To provide for implementation of market-based pay by
Department Directors through the establishment of parameters for such pay
and to provide updated pay data and interpretative and consultative
information to them for decision making.
Cbjectives Supported by this Strategy:, Objectives Number 4, 5 and 6.
What are the Values Su orted? Well-Run; Outstanding Quality.
17
iii
S. Implement communication vehicles by June 1, 1997, which keeps
employees aware of how wages and benefits in the City of Clearwater
compare with those of other agencies.
What is the goal? To develop a methodology through which employees are
apprised on a continuing basis of how their wages and their benefits
compare with those of other agencies.
Qbiectives Supported by this Strategy,: Objective Number 2.
What are the Values orted? Caring; Integrity.
9. . Define a job classification system by June 1, 1997, that, de-
emphasizes job titles, pay grades, job descriptions and ever upward
movement as the only means to promote and develop employees
through the design of broad, overlapping job classes that provide
greater flexibility in hiring, promoting and transferring employees;
supports the use of teams; facilitates cross-training and employee
development; and provides alternative career tracks for employees.
Implement the system for SAMP employees by October 1, 1998, and
develop a complete job classification plan ready to bargain with City
Unions by April, 1999.
,What is thegoal7 To design anew approach to job classification that
supports the view that employees' flexibility and skill utilization can be
enhanced for the employee and the organization by a classification process
that does not limit employee mobility, growth and advancement to vertical
change.
Qbiectives Supported by this Strategy: Objectives Number 2 and 5.
Mat are the Values Su orted? Outstanding Quality; Well-Run; Future
Oriented Decision Making.
18
10. Establish an outplacement methodology that reflects a caring
approach for employees unable to meet performance standards or
support the City's Mission and Strategies alter such employees have
been provided reasonable coaching, training and development
opportunities.
What is the goal? To transition, in a humane process, employees whose
level of performance or behavior is not consistent with that of the
organization.
Qb,jecti_ves Supported by this Strategy: Objectives Number 2 and I
What are the Values Supported? Well-Run; Caring; Outstanding Quality.
11. Redesign job selection processes, beginning January 1, 1997, to
include dimensions related to the goals and strategies of the City and
which promote the recruitment and retention of highly motivated and
adaptable individuals who are capable of contributing fully to a
positive, high profile image and the on-going strategic process of the
City in pursuit of the City's Mission and Goals. {For example,
supervisors and managers would be assessed on supervisory and
management skills, including their interpersonal skills, ability to
encourage teamwork, communication skills, etc., while non-supervisory
employees would be assessed on their ability to work in a team setting,
work ethics, ability to communicate, service orientation, etc.} As jobs
are reclassified and new class descriptions are written, identify the
dimensions to be measured and locate suitable measurement tools.
What is the goal? To move from the use of technically oriented job
selection processes to broader based processes which emphasize teamwork,
interpersonal skills, customer service, adaptability, and communications.
_Qbiectives Supported by this Strategy: Objectives Number 1 and 6.
What are the Values Sup op _rted? Well-Run; Outstanding Quality; Future
Oriented Decision Making.
19
12. Complete an analysis of the recruitment process by October 1,
1997, and develop or reengineer processes to be open, flexible and
supportive of the City's Vision, Mission, Values, and Principles of
Operation and Human Resource Objectives.
What is the goal? The goal is to determine the extent to which Human
Resource recruitment processes meet the City and user department needs
and expectations and to reengineer the process as necessary to insure that
the process is supportive of user needs, consistent with the City's Vision,
Mission, Values and Principles of Operation.
Objectives Supported this Strategy: Objectives Number 1, 5 and 6.
What are the Values &pnorted? Well-Run; Outstanding Quality; Future
Oriented Decision Making.
13. Develop alternative human resources, budgeting and accounting
practices by October 1, 1998, that remove real or perceived barriers to
the restricted use of city personnel and that encourage and support
greater flexibility, team work and departmental cooperation in the
utilization of City personnel resources to achieve excellence in service
delivery and work quality.
What is the goal? To eliminate administrative and procedural barriers that
restrict the use of city personnel so as to enhance flexibility and cooperative
use of human resources to best meet the City's changing needs.
Qbbjectives Supported by this Strategy: Objectives Number 1, 2, 5, and 6.
What are the Values Supported? Well-Run; Outstanding Quality; Future
Oriented Decision Making.
20
14. Develop commonly agreed upon mechanisms (feedback loops) for
the integration among departments of the key components of Human
Resource objectives, strategies and action plans.
What is the goal? To insure through communications and feedback that
Human Resource policies and programs are implemented and administered
in a manner that recognizes the needs of the operating departments in a
manner that is supportive of their goals and that do not result in barriers to
the efficient, effective and economical provisions of services.
Qbjectives Supported-by this Strategy: Objective 1, 2 and 5.
What are the alues u orted? Well-Run; Outstanding Quality; and
Future Oriented Decision Making.
15. Align. Union contracts with the City's Vision, Mission, Values
Principles of Operation and Strategies by the year 2000.
What is the goal? To integrate into the Union contracts the underlying
components of the City's Mission, Values, Principles of Operations and its
Strategies including commitment to customer service, efficient and
economical provision of services, innovation and creativity in service
delivery, fiscal responsibility, and other key factors.
Objectives Supported by this Strategy: Objectives Number 1, 2, 3, 5 and 6.
What are the Values Supported? Caring; Well-Run; Integrity; Outstanding
Quality; and Future Oriented Decision Makdng.
21
16. Design training which will educate departments about Human
Resource programs as the programs are developed so that they are
coordinated in a consistent manner throughout the organization.
What are the pals? To communicate to the operating departments through
effective and strategically timed training programs, the purpose, scope and
processes of any new Human Resource programs so that the programs may
be effectively integrated into the operating department activities.
Objectives Supported by this Strategy: Objectives Number 1 and 2.
What are the Values Supported? Caring; Weil-Run; Outstanding Quality.
Y
i
-POLICE DEPARTMENT BUDGET ENHANCEMENT REQUESTS
FY 1997198
The Police Department is requesting the following enhancements (increases) to the FY 1997198 operating
budget. These requests are listed below as additional program priorities, new program costs, and ongoing
support for current grant programs, plus a non-departmental contribution to the Clearwater Homeless
Intervention Project.
• ADDITIONAL PROGRAM PRIORITIES
1. NEW POSITIONS:
• Communications Operator $ 30,814
• Patrol - Staff Assistant II $26,040
TOTAL NEW POSITIONS $ 56,854
2. SIGNIFICANT PROGRAM NEEDS
• Contractual Services for Training $ 50,000
TOTAL ADDITIONAL PROGRAM PRIORITIES: $106,854
• NEW PROGRAM COSTS
3. Handicapped Parking Program
• Reimbursable Mileage $ 21,000
• Uniforms 1,500
TOTAL PROGRAM COSTS $ 22,500
4. COPS Universal II (Grant 6 Officers)'
• Other Costs $244210
TOTAL PROGRAM COSTS $244,230
TOTAL NEW PROGRAM COSTS $266,730
46 ONGOING SUPPORT FOR CURRENT GRANT PROGRAMS
5. COST OF GRANT POSITIONS THAT MUST BE FUNDED BY THE GENERAL FUND
• COPS Phase I (6 Officers)z $232,490
TOTAL ONGOING SUPPORT FOR CURRENT GRANT PROGRAMS $232,490
• NON-DEPARTMENTAL CONTRIBUTION TO CLEARWATER HOMELESS
INTERVENTION PROJECT $100,000
GRAND TOTAL ALL CATEGORIES
$706,074
I COPS Universal 11- Federal grant opportunity not yet awarded. If awarded, the grant would fund 6 neighborhood-based crime
prevention officers and detectives. "Other costs" includes uniforms, equipment, and vehicles for those new positions.
I COPS Phase I - First COPS grant received by the City in 1994. Provides for 6 community policing officers.
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POLICE DEPARTMENT BUDGET REDUCTION
OPTIONS
FY 1997198
The Police Department was asked to propose how it would cut its total operating budget by 5%.
Although we believe that all of our programs have value, we have listed below, in order of
preference, those programs which, if reduced or eliminated, would result in the indicated savings.
POLICE DEPARTMENT FY 1996197 BUDGET $23,761,860
5% OF BUDGET $ 1,188,093
1. CITY SERVICES PROGRAM
Elimination by layoff of the 5 Police Service Technician positions
which currently provide security and information to citizens at the
Municipal Services Building, City Hall, and the Library. ($155,090)
2. OFFICER FRIENDLY PROGRAM
Elimination through attrition of two (2) police officer positions that
currently staff the Officer Friendly Program in city elementary schools. ($105,260)
3. SCHOOL RESOURCE OFFICERS
Elimination through attrition of two (2) police officer positions that
currently staff the School Resource Officer Program in Clearwater and
Countryside High Schools. (Approximately 50% of this program is
currently funded by the School Board.) .($ 44,930)
4. LOCAL LAW ENFORCEMENT BLOCK GRANT
The Local Law Enforcement Block Grant (LLEBG) currently funds
five (5) police service technicians and one (1) police service technician
supervisor who staff the Beach Substation front counter and perform
traffic accident investigation and parking enforcement activities. The
Police Department is applying for second year funding; if that funding
is not awarded, this reduction option would eliminate through layoff
the six (6) positions. ($166,810)
5. ENHANCED TRAFFIC ENFORCEMENT PROGRAM
Elimination of the Enhanced Traffic Enforcement Program (ETEP)
would result in overtime savings (with a corresponding loss of traffic
fine revenue). ($129,285)
-- . V .. .'.1.3...1.. .1... .. .
Police Department Budget Reduction Options
Page 2
6, POLICE AIDE PROGRAM
Elimination through layoff of 30 part-time police aide positions (11.6
FTE's) that currently provide traffic control and security on Clearwater
Beach and downtown facilities. ($108,920)
7. VICE AND NARCOTICS UNI T
Elimination through attrition of three (3) of the eight (8) police officer
positions currently assigned to vice and narcotics enforcement. ($155,020)
8. PROGRAM
Elimination through attrition of one(1) of the four (4) police officer
positions currently assigned to the police K-9 team. ($ 62,340)
9. CLEARWATER HOUSING NEIGHBORHOOD PATROL
Elimination through attrition of one (1) of the two (2) police sergeant
positions currently assigned to neighborhood patrol operations serving
Condon Gardens, Homer Villas, and the Kings Highway area. ($ 55,920)
IO.PUBLIC SAFETY GRANTS MANAGER
Eliminate, or functionally consolidate within another department, the
public safety grants manager position.
I LCOMMUNITY POLICING OFFICERS
Elimination through attrition of five (5) police officer positions
currently assigned to various community policing programs
throughout the City. This reduction option would eliminate one
program, the Sable Springs Neighborhood Patrol, and reduce four (4)
other neighborhood patrol programs.
12.TRAINING AND TRAVEL
Reduce die training and travel budget with an associated reduction in
training opportunities for police.
($71,960)
($249,760)
($20,000)
TOTAL REDUCTION OPTIONS: ($1,3259295)
POLICE DEPARTMENT BUDGET ENHANCEMENT REQUESTS
FY 1997/98
The Police Department is requesting the following enhancements (increases) to the FY 1997198 operating
budget. These requests are listed below as additional program priorities, new program costs, and ongoing
support for current grant programs, plus a non-departmental contribution to the Clearwater Homeless
Intervention Project.
ADDITIONAL PROGRAM PRIORITIES
1. NEW POSITIONS:
+ Communications Operator $ 30,814
• Patrol - Staff Assistant II L26,04
0
TOTAL NEW POSITIONS $ 56,854
2. SIGNIFICANT PROGRAM NEEDS
• Contractual Services for Training $ 50,000
TOTAL ADDITIONAL PROGRAM PRIORITIES: $106)854
. NEW PROGRAM COSTS
3. Handicapped Parking Program
• Reimbursable Mileage $ 21,000
+ Uniforms 1,500
TOTAL PROGRAM COSTS $ 22,500
4.. COPS Universal II (Grant 6 Officers)'
• Other Costs $244,230
TOTAL PROGRAM COSTS $244,230
TOTAL NEW PROGRAM COSTS $266,730
ONGOING SUPPORT FOR CURRENT GRANT PROGRAMS
5. COST OF GRANT POSITIONS THAT MUST BE FUNDED BY THE GENERAL FUND
+ COPS Phase I (6 Officers)' $232,490
TOTAL ONGOING SUPPORT FOR CURRENT GRANT PROGRAMS $232,490
• NON-DEPARTMENTAL CONTRIBUTION TO CLEARWATER HOMELESS
INTERVENTION PROJECT $100,000
GRAND TOTAL ALL CATEGORIES
$706,074
' COPS Universal 11- Federal grant opportunity not yet awarded. If awarded, the grant would fund 6 neighborhood-based crime
prevention officers and detectives. "Other costs" includes uniforms, equipment, and vehicles for those new positions.
= COPS Phase I - First COPS grant received by the City in 1994. Provides for 6 community policing officers.
BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
DESCRIPTION: Additional Communications Operator $309814
Over the last nine years, seven community oriented policing units consisting of 33 new
police officer positions have been deployed in the City. Additional officers on the street
places additional workload on the communications operators who must support those
officers. Also, during major investigations and special events, an additional
communications operator is frequently needed which increases the demand on the current
number of operators. Further, the sheer number of "calls for service" handled by these
operators has increased over the last few years. In 1990, the Communications Center
processed approximately 161,950 requests for police service and 90,400 incoming phone
calls. In 1996, there were 189,000 requests for police service and 101,650 incoming
phone calls. These numbers represent a 16.7% increase in total requests for service and a
12% increase in in-coming telephone calls handled by communications operators. Most
calls for police service start with a telephone call into the Police Communications Center
that must be answered by a person - the communications operator - irrespective of the
level of technology deployed. Technology and advanced equipment can display, track
and store data but it is the operator that interprets the facts and then relates and interacts
with the police units on the street. The Communications Center supports on any given
Friday night (the most recent count made on March 28th, 1997 at 10:00 p.m.) over 100
individual radio-dispatched units on the road with 10 communications operators (3
dispatchers, 2 information operators, one supervisor and four call takers). The
Communications Center currently employs 48 full time employees and 2.3 FTE's in part-
time employees. The division has not added any new operator - level positions since
1986. (For clarification, in June 1993, the Communications Center converted existing
part-time hours into full time positions which did not represent an increase in FTE's and
in 1994 an additional supervisor position was added). The recent technology
77,
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enhancements allow the police department to keep up with these increased workloads
with the addition of only one operator.
VISION STATEMENT:
A communications operator is frequently the first contact a citizen of Clearwater has
when contacting the police department for assistance. This operator is the same person
,that then becomes the link between the citizen and the responding police officer on the
street. Communication Operators support our operational personnel and are thereby
provide an integral service to our citizens and are a vital component in maintaining a safe
city.
STAFF COMMUNICATION:
The need for this position was identified at the first-line supervisor level and supported
by staff review. The ability to quickly answer incoming lines and dispatch police
officers to calls is directly dependent upon adequate staffing levels.
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BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
DESCRIPTION: Additional Patrol Division Staff Assistant II $26,040
The Patrol Division of the police department has an authorized strength of 234.7 full time
employee positions, including 196 sworn employees and 43.7 full and part-time non-
swom employees. There are 30 sworn supervisory personnel including 1 captain; 4
lieutenants; 25 sergeants; and 1 non-sworn supervisor. The total number of personnel
represent 57% of the 419.2 full time employees authorized for the police department.
Presently the Patrol Division has a clerical staff of three (3). One Staff Assistant II and
two (2) Staff Assistant I's support the Division Commander, the Special Operations
Section and District III (Countryside Substation) operations. District I (Clearwater
Beach/Island Estates/Sand Key) and District 11(downtownfWest side) operations
collectively employ approximately 137 officers, supervisors, and civilian staff without
any clerical support The two district lieutenants and their assigned sergeants are required
to spend a substantial amount of their time performing routine clerical functions such as
typing, filing, fielding telephone calls for others in their assigned sections or districts and
general organization of the paper flow throughout their assigned areas of responsibility.
The City's success in obtaining grants has added to this workload, due to the required
record-keeping at the operational level. The district lieutenants have estimated time
expended performing these clerical functions at 35%40% of their total workload.
The proposed additional staff assistant would provide shared clerical support for the
District i and 11 lieutenants, thereby allowing them to devote more time to the public
safety needs of their respective districts.
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VISION STATEMENT:
Adequate support staff allows sworn police officers to spend more time on their primary
function of public safety to insure a safe community.
STAFF COMMUNICATION:
Police department staff has thoroughly reviewed the circumstances of the district
lieutenants' loss of productive time due to typing, phone calls and paperwork (grant
writing, evaluations, responses to correspondence, etc.). Some of this work must on
occasion be delegated to police officers due to the lack of support staff.
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BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
DESCRIPTION: Contractual Services for Training $50,000
During 1995196, the Police Department provided to its sworn officers, over 11,000 hours
of training in-house. This was done with the utilization of our two training officers and a
number of other instructors detached from the Patrol Division. Due to increasing
demands placed on the patrol division to handle every day calls for service, it has become
increasingly difficult to draw instructors from the Patrol Division, who must also detach
the officers who attend the training as students.
We are recommending that we increase our usage of outsourced training. Outsourcing
training will relieve some of the load from the two full-time training officers allowing
them to concentrate on State and Federal mandated training which includes cultural
diversity, domestic violence, bloodbome pathogens, and hazardous materials. It would
also reduce the need to detach additional instructors from the Patrol Division and would
be used to fund training in civil disturbance response with the Special Event Response
Team. The outsourced training could also be shared with other City departments. The
current rates for contract training vary from $25.00/hour - $100/hour. $50,000 provides
for between 500 and 2000 hours of training.
In 1997/98, the Police Department will provide 20 weeks of in-service training (1
week/officer for 250 officers), 24 weeks of post- academy/orientation for new hires (4
sessions @ 6 weeks per session), and a 6 week training session for new police service
technicians, which totals to about 50 weeks of training planned for next year, which does
not include preparation time; nor have we included supervisory training, or other
specialty training which typically should be provided during the year. This much training
cannot be provided effectively with our existing training staff, which consists of 2
officers and a sergeant. We propose using the additional contract training to allow us to
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be more proactive in our training in high liability areas and to provide additional training
in the use of computers and technology.
VISION STATEMENT:
A well trained police department contributes to a safe community. Further, through the
City's Principles of Operation, "we are committed to ongoing employee training and
development to ensurc the high lcvcl of coznpctcnce necessary for quality governance and
services."
STAFF COMMUNICATION:
In addition to the mandatory training components, the Police Department structures many
of its training programs around the recommendations and suggestions of its police
officers and support staff. Operational staff recommendations in the past have been to
-increase the number of full time positions assigned to the Training Unit, which - in all
probability - will need to be done in the,future. For the coming year, however, we
recommend increasing our out-sourced training budget as the best alternative.
BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
DESCRIPTION: Handicap Parking Enforcement Program $22,500
The department has been tasked to develop a parking enforcement program utilizing
volunteers (including disabled volunteers) from the community to enforce handicap
parking violations and fire lane violations. Our research of other agencies with similar
programs indicates that volunteers are reimbursed for mileage expenses and wear agency-
provided uniforms. Their responsibility is to patrol in their personal vehicle for handicap
and fire lane parking violations throughout the City. We propose to start the program
within the current budget year with kick-off scheduled for July; $22,500 will be required
in the 1997198 budget as ongoing costs of the program itemized as follows:
+ Reimbursable mileage for 20 volunteers @.29/mile @ 300 miles per month per
-volunteer. Estimated mileage cost is $21,000.
• We anticipate significant turnover in volunteers. Uniform costs for volunteers is
estimated annually at $1,500.
It is estimated that a volunteer handicap enforcement program may generate additional
revenues of approximately $78,000 (assuming 25 handicap citations per week by the
program). Illegal parking in a marked handicapped space carries a $105.00 fine, of
which 85 - 90% is returned to the City as fine revenue.
VISION STATEMENT:
The handicap parking program utilizing volunteers is an example of our working "in
partnership wish all in our community to build a city which is safe, economically
sound .... and which provides the opportunities and amenities conducive to a high juality
of life. We will encourage community participation in our activities" (City of Clearwater
Principles of Operation).
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STAFF COMMUNICATION:
The concept for a handicapped parking enforcement program was initiated at the City
Commission level. The implementation strategy was developed by the Special
Operations staff of the police department with input from the Engineering Department
and the City Manager's office.
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BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
DESCRIPTION: Cops Universal II Grant for 6 Police Officers $244,230
The Police Department has applied for a community-oriented-policing federal grant
(COPS Program) in the sum of approximately $450,000 for six (6) additional police
officers. Although the grant has not yet been awarded, we propose that the City accept
the grant, if it is awarded, provide the required match and start-up costs, and utilize those
officers as described below.
Since 1991, the Police Department's annual Customer Satisfaction Survey (citizen
survey) results has indicated that the number one public safety concern of our citizens is
the fear of someone breaking into their home or business - the crime of burglary. This
concern is high on the list, not because there are a lot of burglaries in Clearwater, but
because of the understandable fear that it creates. There is a perception that if it can
happen somewhere in my neighborhood, it can happen to me. The Police Department
proposes to take a pro-active step in the area of burglary prevention and solvability. We
propose to add three (3) additional police officers to the Patrol Division, one assigned to
each of the three (3) districts. These officers would be dedicated to public education and
crime prevention, to teach our citizens how to lessen their chances of being a victim of
burglary. Each officer would work out of his/her respective district stations - i.e., in the
neighborhoods to which they are assigned. They would work in tandem with our
established community policing teams and school resource officers. Using neighborhood
based crime data from the Police Department's Geographic Information System (GIS),
the new crime prevention officers would be able to develop custom strategies for each
neighborhood and crime pattern.
In addition to these three uniformed officers, the Police Department proposes to add three
additional police detectives to the Burglary/ Theft unit of the Criminal Investigation
0
Division. These detectives would also be aligned individually with the three
geographical districts to provide a more neighborhood-based follow-up to burglary
investigations. The GIS system will also enable detective to single out specific problem
areas within their districts and provide more effective follow-up, in conjunction with the
associated crime prevention officer. With the combination of the police officer dedicated
to public education and crime prevention in the district, a detective devoted primarily to
burglary follow-up investigation, and new levels of technology, the Police Department
will provide more effective follow-up on these cases that carry the most importance to
our customers. Currently, the volume of burglary cases is such that the Police
Department must prioritize the cases and some of the lower priority cases cannot be
actively investigated.
If awarded, the grant will provide salary and benefits for 6 additional police officers for
three years. The required first-year cash match is $24,592, which we will cover in the
current year's budget. Additional start-up costs in the first year are $244,230 for
uniforms, weapons, computers, radios, and vehicles for the additional officers.
The second year match is estimated to be $58,913 and the third year match is estimated to
be $93,771, which will be included in subsequent year operating budgets.
VISION STATEMENT;
Additional police officer positions focused on the public's number one concem - burglary
- as expressed in multiple-year survey results, demonstrates that "we will work in
partnership will all in our community to build a city which is safe" (City of Clearwater
Principles of Operation).
STAFF COMMUNICATION:
The concept was conceived collectively by the staff of the Police Department
representing all divisions of the organization.
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BUDGET ENHANCEMENT REQUEST
POLICE DEPARTMENT
Grant Funded Positions To Be Funded by General Fund
DESCRIPTION: COPS Phase 1(6 Officers) 5232,490
This grant is the first Department of Justice COPS grant received by the City which was
accepted by the City Commission on October 4, 1993. The grant was awarded in the
amount of $435,555 for salary and benefits for six (6) police officers for the period of
October 1, 1994 to September 34, 1997 with an extension until March 31, 1998. It is
anticipated that all grant funds will be used by December 31, 1997. The grant conditions
require retention of the positions at the conclusion of the grant.
The six (6) officers hired under COPS Phase I include:
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• 2 officers currently assigned to North Greenwood Neighborhood Patrol
• 2 officers currently assigned to South Greenwood Neighborhood Patrol
• 2 officers currently assigned to Old Clearwater Bay Neighborhood Patrol
VISION STATEMENT:
Maintaining these officers in our community policing areas enhances the visible
representation of the police department in those communities and contributes to a safe
city. The Police Department's community policing strategies represent a "partnership
with our community to build a city which is safe" (City of Clearwater Principles of
Operation).
STAFF COMMUNICATION:
Staffing levels in the Patrol Division are a frequent topic of discussion and concern both
within and outside the Police Department. Staffing shortages quickly generate additional
workload for the rank-and-file. The retention of these positions is endorsed at all levels
of the department.
.
BUDGET ENHANCEMENT REQUEST
NON-DEPARTMENTAL
DESCRIPTION: Clearwater Homeless Intervention Project $100,000
It is anticipated that the Clearwater Homeless Intervention Project will have an annual
operating budget of approximately $300,000. To fund these operating expenses,
$100,000 is being budgeted here as a non-departmental contribution from the City of
Clearwater. An additional $100,000 is being requested from Pinellas County. The
remaining $100,000 will be sought from the private sector.
VISION STATEMENT:
A pro-active program to assist homeless people in Clearwater contributes to a City that is
safe , physically attractive, and conducive to tourism.
STAFF COMMUNICATION:
The multi-year CHIP project involves a number of police department staff who are
involved in the project daily. The concept has been discussed with the police unions.
The Downtown Bicycle Team of police officers is already in place and will be
instrumental in the design and functionality of the Center which will house a police
substation from which the team will operate.
POLICE DEPARTMENT BUDGET REDUCTION
OPTIONS
FY 1997198
The Police Department was asked to propose how it would cut its total operating budget by 5%.
Although we believe that all of our programs have value, we have listed below, in order of
preference, those programs which, if reduced or eliminated, would result in the indicated savings.
POLICE DEPARTMENT FY 1996197 BUDGET $23,761,860
5% OF BUDGET $ 1,188,093
1. CITY SERVICES PROGRAM
Elimination by layoff of the 5 Police Service Technician positions
which currently provide security and information to citizens at the
Municipal Services Building, City Hall, and the Library. ($155,090)
2. OFFICER FRIENDLY PROGRAM
Elimination through attrition of two (2) police officer positions that
currently staff the Officer Friendly Program in city elementary schools. ($105,260)
3. SCHOOL RESOURCE OFFICERS
Elimination through attrition of two (2) police officer positions that
currently staff the School Resource Officer Program in Clearwater and
Countryside High Schools. (Approximately 50% of this program is
currently funded by the School Board.) ($ 44,930)
4. LOCAL LAW ENFORCEMENT BLOCK GRANT
The Local Law Enforcement Block Grant (LLEBG) currently funds
five (5) police service technicians and one (1) police service technician
supervisor who staff the Beach Substation front counter and perform
traffic accident investigation and parking enforcement activities. The
Police Department is applying for second year funding; if that funding
is not awarded, this reduction option would eliminate through layoff
the six (6) positions. ($166,810)
5. ENHANCED TRAFFIC ENFORCEMENT PROGRAM
Elimination of the Enhanced Traffic Enforcement Program (STEP)
would result in overtime savings (with a corresponding loss of traffic
fine revenue). ($129,285)
Police Department Budget Reduction Options
Page 2
6. POLICE AIDE PROGRAM
Elimination through layoff of 30 part-time police aide positions (11.6
FTE's) that currently provide traffic control and security on Clearwater
Beach and downtown facilities. ($108,920)
7. VICE AND NARCOTICS UNIT
Elimination through attrition of three (3) of the eight (8) police officer
positions currently assigned to vice and narcotics enforcement. ($155,020)
8. POLICE K-9 PROGRAM
Elimination through attrition of one(1) of the four (4) police officer
positions currently assigned to the police K-9 team. ($ 62,340)
9. CLEARWATER HOUSING NEIGHBORHOOD PATROL
Elimination through attrition of one (1) of the two (2) police sergeant
positions currently assigned to neighborhood patrol operations serving
Condon Gardens, Homer Villas, and the Kings Highway area. ($ 55,920)
IO.PUBLIC SAFETY GRANTS MANAGER
Eliminate, or functionally consolidate within another department, the
public safety grants manager position. ($71,960)
1 LCOMMUNITY POLICING OFFICERS
Elimination through attrition of five (5) police officer positions
currently assigned to various community policing programs
throughout the City. This reduction option would eliminate one
program, the Sable Springs Neighborhood Patrol, and reduce four (4)
other neighborhood patrol programs. ($249,760)
12.TRAINING AND TRAVEL
Reduce the training and travel budget with an associated reduction in
training opportunities for police. ($20,000)
TOTAL REDUCTION OPTIONS: ($19325,295),
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FY 1997198
COST SAVING OPPORTUNITIES
Department: Poke Program: City Services
Cost Center: 1143
Description:
The department has the responsibility to provide security and Information to citizens at the
Municipal Services Building, City Hall, and the Library. This program utilizes five Police
Service Technician's that would have to be eliminated by layoff.as there Is not a high
turnover In this classification.
Service Level Impact:
This program could be reassigned to another department, staffed by volunteers, or
contracted to a private security service. Possibly the Information aspect of this program
could be automated with a kiosk or Information telephone.
Elimination of this program entirely would mean no security and information for citizens at
the Municipal Services Building, City Hall, or the Library.
Personnel Impact:
Position
5 Police Service Technicians
* of FTE's
5
Program Savings:
Personnel Service%
Other:
TOTAL PROGRAM SAVINGS:
* 155,087
$155,087
FY 1997198
COST SAVING OPPORTUNITIES
I Department: Police Program: Officer Friendly
I Cost Center: 1138
Description:
The Officer Friendly program is one of the most widely recognized law enforcement
programs M the United States. Currently there are two officers assigned to work with
children in school who are in grades kindergarten through fifth. The officers teach children
about personal safety, drug awareness, and other programs vital to the development of the
children. They are also responsible for the Christmas Cheer program which distributes food
and gifts to needy fan-Ales at Christmas time and the Bicycle Jamboree held each year to
Instruct children on bicycle safety. These two officer positions woufd be eliminated through
attrition.
Service Level Impact:
These officers do not perform basic policing services on a day to day basis but are available
in emergencies. The loss of this program would have an adverse impact in public relations.
The Christmas Cheer and the Bicycle Jamboree would not be continued at e1. The Pinellas
County Sheriff's Office could fill the vacancy In the elementary schools. The elimination of
this program could posalbly cause negative public reaction.
I Personnel Impact: Position
2 Police Officers
Program Savings:
Personnel Service: $103,456
Other $1.800
i of FTE's
2
TOTAL PROGRAM SAVINGS: $105,256
FY 1997198
COST SAVING OPPORTUNITIES
Department: Police
Cost Center: 1138
Description:
Program: School Resource Officers
Two officers are assigned, one each, to Clearwater High School and Countryside High
School. The officers are responsible for security on the campuses and handling any
Incidents that occur doing school functions which would normally require the dispatching of
a regular patrol officer. The officers, additionally, teach safety and security dams at the
schools and are responsible for ensuring state mandated crime watch programs are
developed. These two officer positions would be eliminated through attridon.
Service Level Impact:
These officers do not perform basic policing services on a day to day basis but are available
In emergencies. The Pinellas County Sheriff's Office will fill the vacancy in the high schools.
While the PCSO would retain an officer In the high school, we would suffer a loss of
criminal intelligence which we currently have. Because It Is our officers in the high schools,
we are better Informed about juvenile crimes such as: burglaries; gang activity; and
truancy. The elimination of this program could possibly cause negative public reaction.
Personnel Impact: Position # of FTE's
2 Police Officers 2
Program Savings:
Personnel Service: $43,631
Other $ 1,300
TOTAL. PROGRAM SAVINGS: ' $44,931
*Total cost of personnel services Is 4104,856 minus at least $61,225 reimbursement from
the Pinellas County School Board.
FY 1997/98
COST SAVING OPPORTUNITIES
Department: Police Program: Local Law Enforcement Block Grant
Cost Center: 1135 and 1143
Description:
The Local Law Enforcement Block Grant consists of five Police Service Technicians and one
PST Supervisor. Three of the PST positions are assigned to the Beach substation to handle
telephone reporting, citizen inquiries, and property pick up. Two PST positions are assigned
to parking enforcement and traffic accident Investigation. These positions were grant
funded in FY 96197 and we are applying for second year funding; matching funds required,
if the grant Is awarded, are included in the current year's budget. Failure to obtain second
year funding will result in elimination of the program and layoff of the positions.
Service Level Impact:
Three of'these positions are to staff the front desk at the Beach substation during the day
and evening hours seven days a week. Elimination of these positions will result in the
Beach substation only being open to the public at those times when there is an officer In
the station. At other times, there is a phone that is used to handle emergencies and this
would continue to be the only access the citizens would have. Elimination of the two PST
positions In the accident Investigation unit would result in a transfer of workload back to
swom officers for accident investigation, parking enforcement, telephone reporting, tourist
Information, and clerical support.
Personnel Impact: Position # of FTE's
5 Police Service Technicians 5
7 PST Supervisor 1
Program Savings,
Personnel Service: 8166,811
Other:
TOTAL PROGRAM SAVINGS: 8166,811
FY 1997198
COST SAVING OPPORTUNITIES
Llepartmont: Police
Cost Center: Various
Program: STEP
Description:
Several years ago, the department, in response to the annual citizen survey, Implemented
an Enhanced Traffic Enforcement Program to augment the existing traffic team. The new
team worked on an overtime basis, three days per week and five hours per day. They were
responsible for traffic enforcement In salected areas of the city. Then are no actual
positions that would be reduced.
Service Level Impact:
If this program Is allrWnated, there will be a reduction in revenue to the City due to fewer
traffic tickets being written. Them will be a loss of traffic problem response which was a
high concern to citizens In the annual citizen survey. Police presence wig be reduced as will
directed patrol during emergency and nor"nwrgency situations. Annual ETEP revenue to
the City has averaged approximately 0226,647.
Personnel Impact: Position
0
Program Savings:
Personnel Service: 0129,285
Other:
TOTAL PROGRAM SAVINGS: 4129,285
4 of I=TE's
0
41
FY 1997198
COST SAVING OPPORTUNITIES
I Deportment: Police Program: Police A14e
I Coat Center: 1133
I Description:
There are 11.6 FTE's assigned to the Police Aide program. The program focuses primarily
on Clearwater Beach with the employees directing both vehicular and pedestrian traffic
during peak hours. Additional denies include giving out tourist information; security for City
Marina and Garden Avenue Parking Garage; enhanced police presence during peak times,
such as Spring Break and Summer; and for special events sponsored by the City (parades,
Jars Holiday, ate.). There are 30 part time Police Aides that would be laid off If this
program were eliminated. The program has boon In existence for 10 years.
S Service Level impact:
All of the above mentioned duties that the Police Aides perform would be transferred to
swom personnel. This would require mare swom officers be assigned to Clearwater Beach
as wag as for special events. There would be a direct Impact on the Police Department's
overtime budget. Security for the City Marina and the Garden Parking Garage could be
provided by a private security company.
Personnel Impact: Position
30 Police Aides
Program Savings:
Personnel Service: $108,916
Other:
#r of FTE's
11.6
TOTAL PROGRAM SAVINGS: $106,916
FY 1997198
COST SAVING OPPORTUNITIES
Department: Pogce Program: Vice
Cost Center: 1129
Description:
The Vice Unit consists of eight detectives and one sergeant. The primary responsibility of
the Vice Unit Is the undercover street level Investigation of narcotics and other vice related
crimes In the city, working in cooperation with our community polic&ig units. This Includes
organized crime, prostitution, racketeering and drug related offenses. Three of eight
detective positions would be eliminated through attrition.
Service Level Impact:
Elimination of these three positions will result in reductions in street level narcotic
enforcement, prostitution enforcement, and monitoring of adult use establishments. There
would also be a reduced ability to participate In Inter-agency operations which would, In
turn, be a loss of revenue and criminal Intelligence. There would be more reliance upon the
Pinellas County Sheriff's Office.
Personnel Impact: Position # of I`TE's
3 Officers 3
Program Savings:
Personnel Service: 0155,023
Other:
TOTAL PROGRAM SAVINGS: $156,023
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FY 1997198
COST SAVING OPPORTUNITIES
Department: Police Program: K-9
Cost Center: 1136
Description:
Currently there are four officers and a sergeant assigned to the K-9 unit. The primary
function of the K-9'a are to perform building searches and track suspects. AN of the dogs
have undergone or are undergoing training to certify them as drug and bomb detection dogs
to enhance their service to the Dep=trnsnt and the community. One officer position and
K-9 would be eliminated through attrition.
Service Level Impact:
Elimination of one officer and K-9 would cause a loss of coverage and effectiveness. The
Department would be forced to call upon other agencies when a dog is needed This would
slow the response time and the ability to get fresh tracks thereby reducing the apprehension
rate of suspects and narcotics. While other agencies are responding. there would be a loss
of control and different philosophy used during an investigation which could also result In
confusion for al officers Involved.
Personnel Impact: Position * of 1=TE's
1 Officer 1
Program Savings:
Personnel Service: 358,540
Other $3.804
(TOTAL PROGRAM SAVINGS: $62.344
FY 1997198
COST SAVING OPPORTUNITIES
I Department: Police Program: Clearwater Housing Patrol
Cost Center: 1132
Description:
The Clearwater Housing Neighborhood Patrol Is actually a revitalization and combination of
two other community polldng initiatives (Homer Villas and the CAT Team). The three
officers and one sergeant we stationed In the Kings Highway apartments and service the
Kings Highway area and the HomeW Villas housing project. One sergeant end one officer Is
grant funded. Thera is a similar Neighborhood Patrol In Condon Gardens with one sergeant
and two officers. One sergeant's position could be eliminated through attrition and these
neighborhood policing programs reorganized Into one program.
Service Level Impact:
There would be difficulty In supervision because even though these two Neighborhood
Patrols are very almliar In duties and responsibilities, they are mHes apart geographically and
their duty hours may no coincide. Because the sergeant Is tasked with representing the
department at various community meetings and programs, there would be a transfer of
workload back to the community to help keep the lines of communication open.
Personnel Impact: Position # of FTE's
1 Sergeant
Program Savings:
Personnel Service: $55,922
Other:
I
TOTAL PROGRAM SAVINGS: $55,922
FY 1997198
COST SAVING OPPORTUNITIES
Department: Police Program: Grants Manager
i Cost Center: i 111
Description:
The Public Safety Grants Manager has been responsible for acqulring approximately four
million dollars In grant monies for the department and community. This money has enabled
the department to pert more officers on the street In the cornntunlty policing assignments. It
has also allowed the department to buy needed equipment for use by employees. It is a
very labor Intensive job to track and meet all the required reporting that Is necessary for
continued funding of the grants. All the morales obtained through this office have gone to
enhance public safety in the city and we are currently managing $2.6 mililon In grants. This
position could be transferred to, or absorbed by, another department.
Service Level Impact:
Although not recommended, this function could be consolidated with the Library Grant
Writer. If this position is not continued in the Police Department, there will be a transfer of
workload to sworn personnel which will reduce Policing activities. There would be a loss of
grant opportunities which provide for future funding and have been the primary source of
the Police Depaftrent growth.
Another option would be to .eliminate the Library's grant manager position and consolidate
all grant acquisitions throughout the City In the Police Department.
Personnel Impact:
Position
# of FTE's
Program Savings:
Personnel Service:
Other:
TOTAL PROGRAM SAVINGS:
1 Special Assist to CM
068,488
43,470
471,958
r
FY 1997/98
COST SAVING OPPORTUNITIES
Department: Police Program: Community Policing Officers
I Cost Center: 1132
Description:
Community Oriented Policing has played a vital role in the reduction of crime In targeted
neighborhoods. The officers are primarily responsible for handling all calls In their assigned
areas and Identifying and solving problems. They also work closely with the community to
help revitalize the area. The Police Department has received grant money to help fund the
cost of these officers and the substations they work out of. The department could
eliminate one officer from the North Greenwood Neighborhood Patrol, one officer from the
South Greenwood Neighborhood Patrol, one officer from Old Clearwater gay, one officer
from the Clearwater Housing Neighborhood Patrol and the one officer from Sable Springs
Neighborhood Patrol. These positions would be eliminated through attrition.
Service Level Impact:
Reduction of the Neighborhood Patrol Teams would allow the program to be retained but at
a reduced staffing level. only Sable Springs would be eliminated completely, as It Is a one
officer program. According to the requirements of the federal grant funding already
received, Community Oriented Policing poe.'tions created by the grants must be maintained.
Personnel Impact: Position
5 Officers
Program Savings:
Personnel Service: $249,765
Other
TOTAL PROGRAM SAVINGS: $249,765
# of FTS's
5
t
r
FY 1997198
COST SAVING OPPORTUNITIES
Department: Police Program: Training & Travel
Cost Center: 1146
Description:
The training and travel budget allows for personnel to attend schools off site and out of the
area. With the need to keep personnel up on current trends In law enforcement this money
fills the void and allows the department to send Its personnel to beneficial schools
sponsored by professional organizations and taught by expert Instructors. Typical schools
that arefunded by this code are Canine Training, SWAT Training, Hostage Negotiations
School, Sex Crime Training, and Narcotics Identification Training.
Service level impact:
Funding would not be available for some training.
S
, .
Personnel Impact: Position
0
Program Savings:
Personnel Service:
Other: $20,000
TOTAL PROGRAM SAVINGS: $20,000
of FTE's
0
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C e rwater
STRATEGY FOR PUBLIC SAFETY
FY 1997/98
BUDGET ENHANCEMENT
1. DESCRIPTION: INCREASE STAFFING BY THREE (3) FTE TO
ESTABLISH LIFE SAFETY RESPONSE TEAM.
TOTAL COST: $157,480
This group of personnel would take the form of a "task force" team that would be deployed
as needed to address immediate and long-term public safety concerns. These individuals
would serve primarily under the direction of the Operations Division, on an 80-hour
biweekly flex schedule. The Life Safety Response Team will support the Operations, EMS,
and Life Safety Management Divisions of the Fire Department by allowing for the flexible
implementation of a crew of highly-qualified Fire/EMS personnel to address targeted public
safety needs.
Specific duties and responsibilities of the team would include:
* Life. Wizard Inspections: To address timetable for inspections; after-hours compliance
inspections; supplement to Fire Lane Enforcement program.
* Rapid Implementation Of A_Fire 51jppM5ion_And ' JOr Advanced Life Support (ALS)
Will provide continuous geographical coverage for units in training and/or
supplement existing resources for either planned or unplanned "events."
* Suvolement-To_Public_Safety Education And Communitv Partnershit) Efforts: After
hours and weekend staffing for Safety Village programs; Inter-departmental Public Safety
Training; Residential Pool Safety Inspection Program; Combined Public Safety
Recruitment.
Our need for these positions is supported by:
* Current timetable for reinspections by Life Safety Division is between eighteen and
twenty months, which is inferior to past performance.
* While the majority of inspections occur by necessity during "normal" business hours, the
ability to insure compliance with Life Safety Codes during evening or late night hours is
difficult to impossible. To flex hours of current staff would further negatively impact the
issue noted above.
With the current infrastructure at times strained during periods of peak traffic flows, the
ability to provide an "acceptable" emergency response is compromised. To redeploy
existing resources to a concentrated geographical area will diminish standards of existing
strategic placement.
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" The current training demands to meet recertification requirements mandate
attendance/participation at centrally-located sites. Compliance often necessitates sending
f an in-service unit "out" of their primary response district to attend the class or evolution.
Since the authority for many of these classes is external of the City, it is not usually
possible to coordinate with our needs.
2. VISION STATEMENT:
The proposed budget enhancements coexist in harmony with the City Vision by enhancing
a proactive Public Safety plan that includes "all who care about a healthy and safe
community." As we are "a distinctive community, (that) combines the beauty of our tropical
environment with festive activities and amenities" the Public Safety team must provide for
the safety of the citizens in order to insure that Clearwater is "a safe and fun place."
This enhancement also supports the Fire Department's Vision for the future, which directs
us "to provide comprehensive life and property safety services" through the use of
"appropriately equipped, highly trained, dedicated personnel." It is traditional for the fire
service to provide reactive assistance when requested by the citizens, but we believe this
program will permit us to be "proactive in identifying the needs of the community," a core
component of our Vision which emphasizes a prevention strategy.
3. STAFF COMMUNICATION:
The need for additional resources was recognized not only by the Leadership Team of the
Fire Department, but also through the various "feedback committees" of the Organizational
Development Team (O.D.T.). These feedback committees are composed of Firefighters,
Driver/Operators, Paramedics, Lead Medics, and Lieutenants of each shift who elect peers
to channel their input and concerns on any issues to the O.D.T.
In examining the possibility of utilizing current staffing in an overtime capacity to fulfill
these needs, it was determined that the ability to rapidly implement a team of qualified
individuals to meet the emergency response concerns for unplanned events does not lend
itself to prior planning.
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COMMUNITY RESPONSE TEAM
I Cost Saving Ouuortunities FY 97-98 I
Department: Community Response Team
Cost Centers: 010-09219/181-99557
• The unused matching funds given to the Vine Avenue Office for fiscal year 95-96 were
carried over to the current fiscal year. Due to several cost saving measures, personnel
vacancies, cooperation we have received from other departments and the number of
volunteers who have assisted us this year, we can return $20,000 to the general fund this
fiscal year from this account or use towards the purchase of the proposed replacement
vehicles (2).
• Deleting a Code Inspector I position and replacing with a Staff Assistant I position would
result in a net savings of $7,729 for next fiscal year,
• No Internal Services charge increase, savings of $4,000 this fiscal year.
+ Occupational License delinquencies and new licenses - over 60% of the delinquent licenses
are renewed through the efforts of our staff. At the very minimum, each license generates
$40.00 in revenue. The money collected through this process is estimated at $43,200. In
addition, if our License Inspector is able to spend more time in the field (thanks to the new
software and staff assistant), at least 5 new licenses can be obtained per week, increasing the
Occupational License revenues by an estimated $10,000 for next fiscal year.
+ Within our Capital Items approved costs, due to the reduction in the price of computer
software and hardware, we can produce a savings of $1,600 this fiscal year.
• There would be no out of pocket expenses associated with the hiring of the part time
attorney requested for next fiscal year. We expect to utilize the "cost recovery" concept
of the legal system, which would allow the City to charge the violator with all costs
associated with bringing his property into compliance.
current budget = $665,250 Proposed Cost Savings
5% required savings = $33,262 $33,329
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COMMUNITY RESPONSE TEAM
I Budget Enhancement Form FY 97-98 I
Staff Assistant 1-(one year temporary-position
Project Description
The Community Response Team currently has a temporary staff assistant hired through funds
from the Sign Amortization Program. We initially utilized this position to perform the data
entry and reporting functions associated with the sign surveying process and to perform daily
customer service and office assistant duties. At this time, due to the several new projects that
our department has undertaken and the reorganization of employee duties, her position has
become necessary to our office operating efficiently. We are asking for approval to retain this
employee for an additional year at a cost of approximately $16,000, for the following reasons:
Occupational License delinquencies - each January through June our one (1) License
Inspector is tasked with following up on the numerous licenses which are delinquent each
year. This includes: 1500 to 1800 telephone calls, mailing courtesy letters and certified
Notices of Violation and performing research to narrow the number down prior to
performing site visits. Our temporary staff assistant is instrumental in completing this
process in a timely manner. Over 60% of the delinquent licenses are renewed through this
process. At the very minimum, each license generates $40.00 in revenue. Therefore, the
money collected through this time dated process is estimated at $43,200.
• Occupational License inspections - the License Inspector currently spends over 50% of her
time on research and clerical type duties. This aspect of her job can be performed by a staff
assistant and will then allow the License Inspector to perform more field work, including
proactively looking for new businesses. We anticipate that with the License Inspectors
additional time in the field, at least 5 new licenses can be obtained per week,, increasing the
Occupational License revenues by an estimated $10,000.
• Data Entry - staff assistant currently assists other Inspectors in entering their inspection
results; this allows them to spend more time in the field and it allows the Support Manager
to concentrate on special and/or capital improvement projects, including the new software
system. By freeing 2 hours per day of the Support Manager and License Inspector's time,
there is an estimated cost savings of $270 per week or $13,500 per year.
Staff Assistant I
• Citizen Demands - thanks to our door to door campaign and the distribution of over
4,000 citizen brochures, the telephone calls and customer service requests we receive have
increased dramatically. Since we do not utilize an auto attendant, our staff assistant
personally responds to these calls, giving the citizens a "live body" to talk to. The cost
savings by not transferring calls, taking timely action, etc. is significant.
• Clerical Support for Special Projects - our department is constantly looking for ways to
improve customer service and the service we offer. Staff assistant is currently testing a
"transcribing procedure" which would allow Inspectors to recite their daily work into a
micro cassette recorder rather than writing it on paper. We are hoping this will cut down
on the amount of paper generated within the office and will also cut down on the amount
of time each Inspector spends on writing reports. A second project currently underway is
our Exterior Property Condition Survey; the staff assistant is responsible for tabulating all
of the data collected.
Vision Statement
The Staff Assistant position will be committed to providing high quality service to our
customers, the citizens. With the advent of the new computer software system, she will be
able to do this in a timely and efficient manner, and will reduce the barriers that so many
citizens feel is typical of "bureaucratic red tape". In addition, our staff assistant is considered
one of the "tools" needed in order for the Inspectors to perform their jobs to the best of their
ability.
Staff Communication
individual meetings were held with each employee on departmental goals, processes and
things which were needed in order for them to do the best job possible. Overwhelmingly,
every Inspector mentioned additional clerical help as a priority. Our License Inspector
indicated that without the assistance, she would be forced to perform those office duties and
would not be able to perform the more necessary functions of proactive field work.
Organizational Review
In the past few months, reorganization has occurred on a routine basis as we search for the
best and most effective ways to utilize the employees we now have and still furnish the highest
quality of customer service that we can. By providing flexible working schedules and
redistributing Inspector zones, we feel we have made a giant leap forward in customer service.
However, this would not have been accomplished without the clerical support we have
received from our staff assistant, and, many of the special projects which we have successfully
completed could not have been even initiated without knowing that a staff assistant was
available for support. Once the new computer software program is implemented, we may be
able to look at this position again and demonstrate its usefulness across several departments.
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COMMUNITY RESPONSE TEAM
I Budget Enhancement Form FY 9798 I
Part Time Attorney/Legal Needs
Project Description
Our efforts, in conjunction with the Central Permitting Department's Unsafe Structure
Program, in the North and South Greenwood communities have resulted in the demolition of
numerous unsafe structures and in the rehabilitation and repair of numerous other residences.
For those properties which have not come into compliance and do not intend to, we need
additional legal resources available. According to the City's Legal Department, with the
number of cases we have in mind, their office will not be able to accommodate our needs in a
timely manner, thus they suggested and supported the concept of hiring a part time attorney
on an as needed basis. The cost of this temporary attorney is estimated at $50,000. This
attorney would provide us with the opportunity to take the appropriate steps necessary to
care for the over 300 problem and/or unsafe properties in a cost efficient and timely manner.
Instead of the usual "quick fix", we would now be able to target these problem properties and
resolve the problems permanently rather than spending the time and money to go back each
time a problem reoccurs.
Vision Statement
A part time attorney would support the entire concept of economic well being for the North
and South Greenwood areas. By removing or renovating the "problem" properties within the
City, several positive changes could occur: the quality of life would be enhanced, surrounding
property values would increase, business retention would be positively affected, new
businesses would be more likely to invest in the area, and `sparkling' Clearwater would be a
term used to define the entire City, not just specific pockets. The domino effect caused by
unsightly and unsafe structures would begin to dissipate and we could truly become a City
where "all can prosper".
N
Part Time Attorney/Legal Needs
a?'
Staff Communication
During the course of the year, several Inspectors have mentioned that with stronger legal
support, they would be able to perform their jobs much more efficiently and effectively. We
fully recognize that on a priority level during normal circumstances we may not get the
timely response we desire, however, if the City is serious about resolving problem properties
for the long term, outside counsel becomes a necessity. In particular, our Housing Inspectors
work on severe problem properties and can not "clean up" the City as they would like to due
to legal challenges, questions and/or litigation. Their cases may involve an owner occupant
who does not want to make improvements to her house and refuses access or an absentee
landlord who evicts his tenants after our Inspectors cite the property and secure the structure,
but who then brings in tenants again without first making any repairs. If the City is serious
about resolving these type of problems once and for all, then a part time attorney would be an
effective investment for the Community Response Team.
Organizational Review
Although the Code Board and citation processes have been very effective in resolving minor
problems, there are a number of problem properties that have not gone forward due to the
lack of legal attention that is needed. These are the instances where additional legal assistance
is essential. We appreciate the recommendation from Pam Aiken, City Attorney, who stated
that with her current staffing level in the City's Legal Department, she would be unable to
handle the anticipated work load in a timely, cost efficient manner. In order to resolve these
problems, she suggested and supported the concept of hiring a part time attorney on an as
needed basis. The Central Permitting Department will also be able to benefit from this
position, as our job duties and responsibilities within this geographical boundary do overlap.
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COMMUNITY RESPONSE TEAM
Budget Enhancement Form FY 97-98
Neighborhood Office
Project Description
Attached is a 3 year statistical analysis/synopsis of our Neighborhood Office Program. The
program has been funded in the past by a Community Development Block Grant of $175,000
and $50,000 matching funds from the City. We are asking that the City incorporate this
program into the General Fund on a permanent basis.
Vision Statement
Our Neighborhood Office supports the enhancement of community standards commensurate
with both the City's vision of a healthy, economically sound and safe community, and the
Department's goals of promoting a high quality of life through effective code compliance.
Staff Communication
The entire Community Response Team staff has played an integral role in the development,
implementation and success of this program. The careers of our 5 Neighborhood Office
employees depend on this funding approval.
Organizational Review
The level of service currently provided by this program could no longer be supported if not
approved. Any reduction in service will severely jeopardize the City's credibility and
negatively impact the neighborhoods as a whole. In addition, this program takes the burden
off the Central Permitting Department in the North and South Greenwood areas. With their
current staffing levels, they are unable to perform proactive inspections and can only respond
to citizen complaints; our Neighborhood Inspectors perform door to door inspections to each
household, minimizing violations before they become problems, and making referrals to
departments or agencies which then assist the residents in bringing or keeping their property
up to code. Together with the Central Permitting Department's Unsafe Structure program,
we have made a significant impact on the housing conditions in these 2 neighborhoods.
Please review the attached report for additional information and justification
Y
Clearwater
U
Community Response Team
`To consistently, fairly and impartially regulate established community standards and quality of life issues as set
forth by the City's lode of Ordinances, with an emphasis on achieving voluntary code compliance through
education, communication and cooperation"
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Appendix
History of the Community Response Team
A Citizen Task Force was appointed by the Clearwater City Commission in 1993 to review and
make recommendations on the procedures relating to effective Code Enforcement. One of their
recommendations involved the restructuring of the Code Enforcement Department. The
Community Response Team was formed in October 1993, under the direction of Lt. Jeff
Kronschnabl, and is a direct result of our City Staff's and City Commission's commitment to
improving customer service and quality of life standards.
As the Community Response Team began to take shape, we realized the need to establish a new
identity, a new vision and a new approach to citizens. With support from City Staff, this
included creating our own logo, developing a new mission statement, and wearing casual but
professional uniforms. In addition, we began to revise the "attitude" most people had towards
code compliance. Some notable changes which occurred in our operating procedures during the
transition from Code Enforcement to Community Response Team are:
• We report directly to the City Manager's Office
• We emphasize education, communication and cooperation
• We take an active role in community events and programs
• We identify problems and share strategies with other City Departments and government
agencies
We utilize the County Court System for repeat or problem violators
• We offer on site counseling and more alternatives to citizens who are in violation of City
Codes
• We work closely with other City Departments for cross training needs
• We offer "Ride-Along" orientation programs to citizens, Commissioners, Board
members or other City employees to see first hand what our program entails
• We search for and embrace creative solutions for problem resolution
• We conduct door to door, block by block inspections in our attempt to "clean up" the
City one step at a time
• We have become more proactive in our approach - rather than waiting for a problem to
occur and then reacting to it
2
Neighborhood Improvement Program Implementation
With one year under their belt, the Community Response Team, with the assistance of several
other City Departments, applied for a Community Development Block Grant. Our ideas was
to use our new philosophy of "code compliance through education, communication and
cooperation" and take it directly into those areas within the City which were showing the most
need. We wanted to improve and revitalize the character of neighborhoods that were showing
signs of distress and deterioration, thus making the areas less conducive to crime and illegal
activities, through the implementation of a Neighborhood Improvement Program.
A"targeted" area, comprised mainly of older, low income properties conducive to high crime
levels and blighted conditions, was chosen as the initial area in which to implement the project
(census tracks 261, 262 and 263). As was stated in our grant application, the North Greenwood
area is the most deteriorated area within the City:
• Majority of the housing stock (90%) built prior to 1960
• Over 75% residences are not in compliance with minimum housing code
• 5% are vacant
• 3% beyond repair
• 65% are rental properties
With the assistance of a federally funded program, supplemented and supported by City
Government and City staff, a Neighborhood Office was opened in February of 1995. This
model of community based interaction with City government is focused on improving the
quality of life within this neighborhood by achieving code compliance through education,
communication and cooperation. One of the most important functions of the Neighborhood
Improvement Program is to make our Neighborhood Inspectors an integral part of the
community. A seasoned Code Inspector and Building Inspector who were very familiar with
the needs of this neighborhood were selected to play an integral role in the implementation of
this project. A Staff Assistant was selected who was capable of providing the clerical support
required and who had the demeanor and maturity needed to handle the varied problems of
"walk in" citizens. In addition, career opportunities within the community became a reality
when 2 employees from the neighborhood itself were hired through the grant funds as full time
Code Technicians to assist in the project.
One of the most prominent features of this program involves having our Inspectors walk
through the neighborhoods and perform door to door surveys. This approach has several
advantages: it creates an open dialogue between the citizens and inspectors; it allows Inspectors
to educate citizens on City Codes and standards; it permits a routine inspection of the property
to be performed in order to note any violations from structural damage to an abandoned vehicle
in the yard to correct address numbers; it allows distribution of free smoke alarms, water saving
devices and house numbers; and, it creates an opportunity for the City to offer assistance,
possible resources or referrals for the citizens to use in complying with City Codes.
Allowing the Inspector to work directly in the neighborhood challenges us to identify and
3
resolve the needs of the community much more effectively. We can now look for early warning
signs of problem areas and immediately take action on them. Our objective is to evaluate,
expand, increase and enhance code compliance efforts with a focus on being results oriented
rather than incident driven.
Although the Inspectors work as a team and perform many of the same duties (such as
responding to citizen complaints, performing door to door inspections, participating in clean up
days), there are two distinct areas of concentration: Standard Housing issues and Code issues.
Our Housing/Building Inspectors focus on:
• Conservation - conserving the existing areas that are in good condition
• Rehabilitation - preserving the existing structures through rehabilitation, maintaining the
sound housing units and decreasing the large number of cases of houses falling into poor
repair each year
• Redevelopment - clearance of blighted areas and replacing with appropriate public or private
uses
Our Housing Inspectors often perform courtesy inspections and develop reports for Clearwater
Neighborhood Housing Services and for the City's Central Permitting Department. We, in
turn, will then make referrals back to these agencies and to the City's Economic Development
Department for assistance in getting the property into compliance with the City's codes through
rehabilitation efforts, infill housing or through the demolition process.
Our Code Inspectors focus on:
• Public Nuisance - removing abandoned, inoperative vehicles, clearing debris, mowing
overgrown lots
• Graffiti Eradication - tracking and then removing graffiti in a timely manner, utilizing a
citizen waiver in order for the City to paint over the graffiti of businesses or residences
targeted with graffiti
• Land Development Issues - boats, campers, commercial vehicles in residential areas; signs;
zoning problems
• Business & Home License issues - illegal home occupations, businesses working without a
City license; the collection of delinquent license fees alone is estimated at over $43,000.
All Neighborhood Inspectors, both seasoned and new, undergo continuous training and cross
training from within the City and from outside organizations dedicated to Housing and Code
issues. Their ultimate goals are to:
• Decrease non conforming residences by 10%
• Reduce declining housing values
• Increase investment potential within the community
• Enhance the community image
• Achieve voluntary code compliance through education, communication and cooperation
A brief summary of the year to year achievements and highlights of our
Neighborhood Improvement Program follows.
Neighborhood Improvement Program , 1" Year
October 1994 - September ,1995
Although our experienced Inspectors continued to work in the field, a great deal of time was
spent in the first 3 months of our program on organizational duties: locating a building to be
used as a Neighborhood Office, advertising for and hiring 2 employees from within the target
area, creating maps to be used for special projects during the grant period, designing a tracking
system to record Inspector's work, formulating monthly report documents and preparing our 2
seasoned Inspectors in their roles as mentors.
In February of 1995, our Neighborhood Office was opened at 1000 Vine Avenue, and our
Neighborhood Improvement Program was put into motion. Our V year projects and
accomplishments included:
+ Address Numbering Project
Although this project was not limited to the target area, many citizens, City employees and
emergency personnel found it to be more advantageous here than in other areas of the City,
With the assistance of the City's Meter Readers, graduate student interns, light duty
employees and volunteers, we left door hangers at every residence without an adequate
address number displayed, to make each citizen aware of the importance of this city Code.
We then assisted elderly or needy residents by distributing and placing the numbers for them,
free of charge. At the end of the project, over 98% of the properties within the City were in
compliance with the City code.
• Door to door campaign
Office staff utilized a color coded pin map to designate locations personally visited by a
Neighborhood Inspector during the fiscal year.
• Neighborhood Clean-ups
Participated in and/or coordinated monthly clean ups within the community. Basic clean
up included overgrown lawns, debris, tree trimming, etc. Became involved with specific
group clean ups, such as North Greenwood Neighborhood Clean-Up, and the North
Greenwood Citizens Coalition Clean-Up, both of which occurred in April 1995.
• Neighborhood Involvement
Participated in the North Greenwood Festival, May 1995; worked closely with Clearwater
Neighborhood Housing Services,; attended Neighborhood and Homeowners Association
meetings.
+ Staffing
Two seasoned Inspectors and an experienced clerical assistant were brought into the program
in October of 1994 and two new employees from the North Greenwood area were hired in
February of 1995; all salaries and benefits of the five neighborhood employees were obtained
through Federal funding.
5
•. Training
Field training, riding along with various experienced Inspectors, cross training with the Fire,
Police and Central Permitting Departments, FACE (Florida Association of Code
Enforcement) membership and training classes.
As we gathered our first year of data we found that:
• Neighborhood Inspectors responded to citizen complaints much quicker
• Neighborhood interaction with City Staff improved and partnerships began to form
• Neighborhood Inspectors resolved their cases in a much shorter time period
• Voluntary compliance by the citizens (without a formal warning by the City) increased
In the majority of our cases, enforcement efforts through the County Court or Municipal Code
Enforcement Board, are used only after other efforts and measures have failed.
At the end of the Fiscal Year, enthusiastic with these results, we submitted an entry into the
Tampa, Bay Regional Planning Council for their Future of the Region Awards competition - the
Community Response Team won first place for our Neighborhood Improvement Program and
Address Numbering project in the category of community service.
6'
Neighborhood Improvement Program - 2nd Year
October 1995 - September 1996
Although only one Neighborhood Office has opened, we expanded the boundaries of the
"targeted area" during our 2"d year of the grant program to include the South Greenwood area
(census tracts 258, 259.01, 259.02 and 264). We initiated the door to door campaign in South
Greenwood immediately in order to let residents know who we were and what we were trying
to accomplish. At the same time, we continued our work in North Greenwood and, working
with Clearwater Neighborhood Housing Board's concept and initiative, we took on one of our
biggest projects to date.
From its onset, Neighborhood Partnership `95, also known as "Block Aid", was destined to
become anannual event. Jointly coordinated by Clearwater Neighborhood Housing Services
and the Community Response Team, and with the assistance of several City departments and
volunteers, our goals for Neighborhood Partnership 1995 were:
• to forge long lasting partnerships between residents, local businesses and churches, and City
Inspectors
• to bring an entire block (23 properties) up to City Code
• to assist residents, most of whom were elderly, in regaining control of their properties again
• to instill a sense of community pride among the neighborhood
• to begin the process, block by block, of cleaning up the City
Several weeks before the event, Community Response Team Inspectors performed preliminary
surveys of the 23 homes in the 4 block section selected. Reports were then written on every
property to determine each of their needs and to determine the materials and supplies which
would be utilized on the day of the event.
Thanks to the over 200 volunteers who willingly donated time, money and supplies, 23 homes
were given a new life. Properties were painted, yards were landscaped, trash and debris was
removed, fences were mended, trees were planted and trimmed, and minor repairs were made on
the homes themselves at no cost to the owners.
Once the work was completed, volunteers and citizens celebrated together with an outdoor
barbecue and entertainment by a local music group.
While the property owners are now charged with the responsibility of keeping their block up to
the established standards, the Neighborhood Inspector visits the block on a routine schedule and
assists in maintaining their high level of commitment. Through effective community interaction
and problem solving techniques we are able to assist citizens in bringing their properties into
compliance with our codes and also assist them in learning how to maintain and keep their
properties in compliance with all City Codes. A vital community partnership involving
education, communication and cooperation was formed.
7
Our end of the year statistics showed that after the Neighborhood Partnership program was
completed, 95% of the properties stayed in compliance with City codes throughout the
remainder of the Fiscal Year.
Numerous special projects and initiatives were completed during our 2"d year of the grant which
were directly related to our presence in the North and South Greenwood areas and to our
implementation of our Neighborhood Improvement Program. These included:
• 1996 Florida League of Cities Innovations Showcase
Entry submitted for the annual convention and publication on innovative programs in
Government. Information concerning the Community Response Team's Neighborhood
Improvement Program, including several photographs, were included in their 1996
publication.
• Career opportunities
Code Technicians originally hired from the neighborhood were promoted to Code Inspector
I and Building Inspector I; all Neighborhood Inspectors became members of FACE (Florida
Association of Code Enforcement) and attended Level I, U or III classes; 3 Neighborhood
Inspectors received Housing Rehabilitation training and became state certified.
+ Educational Materials
Developed and distributed a Citizens Guide to Code Enforcement as a reference tool for
citizens.
• Flexible Work Schedule
Adopted. on a trial basis. flexible work schedules (4 day work weeks), to improve our
service to the citizens and to strengthen our customer relations. Three of our four
Neighborhood Inspectors are currently on the flexible schedule, allowing our Department
to have coverage from 7:00am until 6:00pm, a minimum of 5 days per week.
• Foreclosure process
The Community Response Team encouraged and supported the hiring of a Special Attorney
to begin the foreclosure process on those residents who refuse to comply with community
standards and have large unpaid liens affixed against their properties.
• Graffiti Eradication Project and Waiver
Tracking program created between the Community Response Team, the Solid Waste
Department and the Police Department, to monitor any graffiti markings within the City,
and then to remove the graffiti as quickly as possible. A waiver was created this year to
allow property owners the option of having the City (Project Nucops) paint over the
graffiti for them. This option is at no cost to the property owner, and is most helpful to
those businesses which are targeted by graffiti vandals over and over. This year we
succeeded in reducing the time it takes to remove graffiti from 17 days to 10 days, a 42%
reduction from last year.
8
• Team Work
Actively involved in the North Greenwood Neighborhood task team; continue to work on
issues and provide follow up; worked together with other City departments to create the
NET (Neighborhood Enhancement Team) concept - small groups of City employees from
several departments sharing a common area within the City - networking, problem solving,
proactively finding and taking care of problems before they became a nuisance
• Training
Developed and implemented cross training programs within the department and from
sources outside of the department; (i.e. County Health Department, Police Service
Technicians, Parking Enforcement, Radio and Safety training); encouraged the "Ride-along
with an inspector" participation program for citizens, commissioners and Board members
to see first hand what occurs in the field; additional training included, but was not limited
to: Windows 95, Microsoft Word, Writing Skills, Health Department cross training,
Management Skills for Women, Assertiveness, Cultural Differences, Neighborhood
Reinvestment, Wood Frame Construction and Inspections, How to Deal with Negative
People, New Age Thinking and Team Building.
• Unsafe Structures
Assisted in the Building Department's unsafe structure program by performing site
inspections and writing housing reports
Notable Statistics in FY 95 - 96
• Over 6000 inspections were performed
• 2,945 door to door visits were made
• The average compliance rate was 88%
• 47% voluntary compliance
• 440/6 complied after a Notice of Violation or Housing Report was sent
• 9% complied after legal action was taken or were brought into compliance by City
contractors and the property owner was fined
9
Neighborhood Improvement Program - 3`d Year
October 1996 - September 1997
We are now in our 3' year of a three year Community Development Block Grant Program.
Our goals at this time are to assist the North Greenwood and South Greenwood organizations
in their current efforts with redevelopment, to resolve another 10% of the residences listed as
"problem properties" and to formulate a plan of action to continue the Neighborhood
Improvement concept throughout the City.
As in all Cities, even though a problem may have been resolved in October, the risk factor
requires we continue monitoring that same problem to keep it from recurring again in January.
We noticed that as we moved through a Neighborhood, if there was no routine follow up visits,
the area would fall back into disrepair again. Two possible solutions to prevent this from
occurring, that we would like to implement this year,, are, creating a Home Maintenance College
and recruiting civic groups to "adopt" a block. Both programs would attack the heart of the
problem - assisting people who have brought their neighborhoods into compliance with City
Codes, learn techniques to keep, their properties in compliance.
Current projects and initiatives for this fiscal year include:
• Asbestos surveys
Performed in conjunction with the Environmental Department within the grant funded area.
• Board of Realtors Occupancy Ordinance
A partnership alliance focusing on innovative ideas to stop the decline of property values and
together enhance our abilities to identify problem properties in a timely manner.
+ Communication and educational needs
Program information has been disseminated to the public via the Internet and a City Kiosk.
• Door to door visits
Color coded pin map with the locations of each property visited by a Neighborhood
Inspector is almost complete; anticipated date, September 1997.
• Home Maintenance College
Design and present home and property maintenance courses at no cost to the public; basic
skills such as fixing a leak, installing new window screens, pest control; will enable a person
to keep his/her property in compliance with City codes once we have assisted them in getting
there.
• Partnership 1996 - 1997
Coordinated by Clearwater Neighborhood Housing Services, in November, 1996; 17
targeted properties were inspected and then eligible for minor repairs, painting, landscaping,
debris removal, lawn mowing, etc.-
10
k?
' 11
Exterior property condition surveys
Color coded map used to indicate trends within the target area - isolating well maintained,
average, poor properties and providing a visual representation of how neighborhoods can
decline when properties are not maintained. At this time, we have identified 349 "poor"
properties and will begin concentrating additional effort on these locations.
• Training
1 Employee within the grant program was selected to participate in a newly formed,
prestigious City-wide Leadership program for the current fiscal year; other training
opportunities included thus far include: Emergency Management, Conflict Resolution and
Confrontational Skills, Practical Presentation Skills, Sharpening Your Professional Image, and
related Florida Association of Code Enforcement seminars.
During the remainder of the current fiscal year, our Neighborhood Inspectors have committed
themselves to finding ways to reduce the number of "problem" properties located in the target
area. These problem properties consist of residences which we have been unable to bring into
compliance with City Codes or properties which can be brought into compliance but then
repeatedly fall back out of compliance. In addition, our Inspectors will begin analyzing the
results of the exterior property condition surveys in an attempt to develop strategies to bring
these properties backup to an "average" or "well maintained" status. Already several citizens
and homeowners who have had the chance to see our graphic representation of their
neighborhood, have expressed an interest in assisting us with this project.
The following charts depict our statistics from our first year in operation
through the f rst half of this fiscal year, March, 199Z
l1
Door to Door Visits
Door to door visits are an integral part of our Neighborhood Improvement Program. During
these visits we attempt to make a personal contact with the resident in order to inform them of
our resources and to make an informal inspection of the property. In the past we have also
distributed address numbers, smoke alarms and water saving devices, and we currently distribute
a "Citizens Guide to Code Enforcement" while performing the door to door visits. For
statistical purposes, we designate door to door visits as properties we have inspected and found
to be in compliance with City codes. Those properties which are visited and found in violation
become "Active Cases" and are included in the New Cases statistics and not included in the
following chart.
3000
2500 1, vl-?11?le
2000
1500
1000
500
0
1994 -1995
Door to Door Visits
1994 - 1995 703
1995 - 1996 2982
1996 - 1997' 1199
Total 4884
* as of March 31" , 1997
12
...n .r. a _._ ..-.v.W>, .. ?lr?. ?-. .hn:....... .. » i.. ... - ... .. ..
1995 - 1996 1996 - 1997*
New Cases
A new case is opened once an Inspector investigates a complaint, whether it came from a
citizen, another Department or from the Inspector himself, and then writes a report based on
his findings. A number of new cases opened each month are `repeat" offenders, especially in
the area of overgrown lots and abandoned vehicles. For these violators, our best option is to
remedy the violation and charge the property owner the costs of such action. If the property
owner does not remit the fine, a lien is then placed on the property. Although the City has
hired a special attorney primarily for lien foreclosure, we are hoping to reduce these repeat
offenders through the sale of such properties or through redevelopment. We divide our new
cases into 2 categories: those which are generated by a citizen complaint (an incidental call for
service) and those which are Inspector initiated.
1200
i
I
_
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i iL'Q :Z atl
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f?
100Q
I
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:
Iii
800 r
I
(
.
laint Gener,
Com
®
p
E Inspector Initiated
600
400
Y
200
Q
1994 - 1995 1995 -1996 1996 - 1997*
Complaint Generated Inspector Initiated Total
1994 - 1995 480 1175 1655
1995 - 1996 740 1101 1841
1996 - 1997' 407 562 969
Total 1627 2838 4465
* as of March 31' , 1997
On the average:
• 64% of our New Cases are initiated by an Inspector .
• 36% of our New Cases are incidental calls for service from a citizen
13
Complied Cases
A case is considered closed once the property is brought into compliance with City codes.
Housing cases which are referred to Clearwater Neighborhood Housing Services or to the
Central Permitting or Economic Development Departments, are not considered complied
until action is taken which brings the residence up to minimum housing code. This may
involve rehabilitation, repair work or demolition.
Many of our complaints are minor in nature and can be complied with little or no legal action
by the City - we classify this as "voluntary compliance". This, of course, is the preferred
method of compliance and is what the Neighborhood Improvement Program strives for. Just
as desirable is compliance through notification by the City via a certified letter. This method
explains the specific code sections which place the property in non compliance, and gives the
citizen a reasonable amount of time to remedy the problem. Assistance through referrals or
extra time is almost always offered. The final method of compliance is through legal means,
i.e. Municipal Code Enforcement Board or the Pinellas County Court, or through remedial
action which allows the City to rectify the problem and then charge the property owner the
associated fees, i.e. clearing overgrown lots and removing abandoned vehicles.
1000
800
600
400
200
0
VoluntfryCo-m-pllii ance
Certifietice
p Legal/Remedial
Voluntary Compliance Certified Notice Legal/Remedial Total
1994-1995 N.A. N.A. N.A. 1337
1995 - 1996 805 761 147 '1713
1996 - 1997' 433 455 43 931
Total 1238 1216 190 2644
* as of March 31" , 1997
1994 - 1995 statistics are not included in the totals
• 47% of our violators come into compliance with City codes voluntarily
• 46% of our violators come into compliance after receiving certified notice by the City
+ 7% of our violators come into compliance through legal or remedial action
14
1994 -1995 1995 -1996 1996 -1997'
Referrals
Referrals are made by the Neighborhood Building Inspectors when a property is not in
compliance with City codes and additional assistance with another City Department or outside
agency is needed. Once a referral is made, the Inspector's involvement with that property does
not end. Instead, they continue to interact with the resident, work closely with the referring
agency, perform site visits and inspections, and see the property through the entire process of
bringing it into compliance. Depending on which agency the referral is made to, both public
and privately funded money may be generated. As a result of our communication with the
residents and the 3 referral agencies we interact with, substantial progress has been made in
repairing, rehabbing or demolishing non conforming structures.
Our referrals constitute a majority of our chronic problem properties. Through our referral
process we have made a significant impact in reducing the number of serious chronic offenders.
Of the 189 property referrals we have made: 93 were brought into compliance through rehabs or
repairs, 19 were demolished, 49 are currently active housing cases and the remaining 28 are
"status unknown' as we await for updates from the referral agencies.
The 3 agencies we refer residences to are: City of Clearwater Central Permitting Department,
City of Clearwater Economic Development Department and Clearwater Neighborhood
Housing Services.
70
60
50
40
30
20
10
4
WCNHS
O Economic Dev.
p Permitting 11
CNHS Economic Dev. Permitting Total
1994 - 1995 63 1 24 88
1995-1996 22 14 34 70
1996 - 1997* 25 1 5 31
Total 110 16 63 189
* as of March 31' , 1997
15
1994 - 1995 1995 - 1996 1996 - 1997"
Where do we go from here?
After three years in existence, several noticeable changes have occurred in our three main areas
of emphasis:
1. Education - our Inspectors have attended and spoken at numerous Homeowners
Association Meetings, we've allowed several citizens, employees and City Commissioners
to "ride along" with an Inspector for a first hand look at our approach, we've performed
over 4800 door to door visits and have distributed address numbers, smoke detectors, water
saving devices and over 4000 citizen brochures.
2. Communication , we have responded to over 1600 calls for service, we conduct on-site
counseling and more alternatives to citizens in violation of city codes; we have dramatically
increased the number of participants utilizing Clearwater Neighborhood Housing Services
and the City's Economic Development Department.
3. Cooperation - common problems and strategies are shared with other departments and
Government agencies; over 2600 properties were brought into compliance with City
Codes, 47% came into compliance voluntarily through our education process and 46%
came into compliance after receiving certified notice by the City; and, with our assistance;
46 unsafe structures were demolished and 64 additional properties obtained permits for
rehab or repairs to bring their properties up to code.
By continually educating, communicating and cooperating, our Inspector have not only
reduced the number of substandard structures but have also assisted in bringing in over
$41,000 dollars in revenue through the purchase of building permits.
Since property values have been decreasing by 5.4% per year in the target areas, our
Neighborhood Improvement Program is necessary to at least keep the value of the
property even with the rate of inflation. An estimated 1000 properties will fall out of
compliance next year and a number of other properties will begin to show signs of wear.
Whether this will be due to the age of the housing structures, the age of the homeowners, a lack
of knowledge or simply a disregard for City codes and ordinances, we need steps in place to
prevent this from happening. Our property survey results show the past trends: if 1 property
fell into disrepair, it did not take long for surrounding properties to also follow that same route.
Through our Neighborhood Improvement Program, we believe the attitude of "why should I
clean up when my neighbors property looks like that" is beginning to disappear. Two (2)
initiatives we intend to incorporate this fiscal year to combat these statistics include:
• Home Maintenance College - design and present home and property maintenance courses
at no cost to public, especially designed for new low income or first time home buyers, and
for those who need assistance in keeping property up to City standards.
• Youth Empowerment Program - design and implement summer program to assist
students in leading their neighborhoods into becoming "visually improved".
In the future, we also intend to develop a program for displaced persons and implement ways to
assist in getting them affordable housing; and, with technological advancement, we plan to
16
implement a new computer software program with features such as: connectivity to other
departments, better tracking and accountability methods, an interface with Police Departments
Geographic Information System, an interactive voice response system, and possibly the use of
laptops and pen based field units.
The Community Development Block Grant funding has been of tremendous assistance in
getting our program started. With the funding we were able to make personal contact with the
majority of residents in the North and South Greenwood areas, educate them on the codes, assist
them with resources or referrals, work alongside them on clean up days and become an actual
"member" of the neighborhood: Doing "whatever it takes" to bring a property into
compliance with City codes became the norm rather than the exception. However, our
success hinges on our ability to continue and expand our program. Without the personnel, we
are struggling only to maintain the area - with the personnel, we are able to proactively seek out
and resolve the issues first, before they can become a problem.
At this time in our program, and for the next few years, the Community Response Team will be
directing additional focus and efforts on 2 types of properties: "problemlunsafe" properties and
those properties which were surveyed and labeled as being in "poor condition".
A "problem property" can be one where violations reoccur and reappear on a routine basis
every few months, where a structure is unsafe or uninhabitable, where legal problems arise and
compliance is not able to be met, where the owner is an absentee landlord or where the property
is in foreclosure. At this time, of the 236 properties on our "problem property" list: 110 have
been brought into compliance with City codes through demolition, repair or rehab; 95 are
labeled as having "recurring" problems and 44 are currently active cases (several of the recurring
problem properties are also active at this time). Our goal is to resolve 50 problem property cases
per year for the next 21h years and then, taking into account those properties which may fall
out of compliance and be placed on this list in the future, sustain this number under 25
properties thereafter.
Out of total of 7,351 residences surveyed in the North and South Greenwood areas, 349
properties were found to be in "poor" condition, 3,594 were of "average" condition and 3,408
were "well maintained". (see chart helow)
Exterior Property Condition Survey
Poor
4.7% Well
Average Maintained
48,9% 46.4%
17
I -...p,.;k I1..... .. .....x 1.. , I - -. - - - . , , - ."! k L
.
Several programs are in the initial stages of development which would assist homeowners whose
properties were surveyed as in "poor' condition in bringing their properties up to the "well
maintained" or "average" level and which would also assist them in staying in compliance with
the City codes once they have achieved that level. Given the time and personnel, creative
problem solving programs like the Youth Awareness Program and Home Maintenance College
described earlier could target these poorly conditioned properties and resolve their violations.
Our goal is to bring 100 of the "poor" properties into compliance each year for the next 3 years.
If our goals are achieved, 50 "problem" properties and 100 "poor" properties resolved each year,
the number of substandard properties in the North and South Greenwood areas would be
reduced to less than 2% of the total properties - a number which would bring them in
correlation with other areas of the City.
One Inspector can not be held responsible for managing the number of severe problems within
the North and South Greenwood areas. There are substantially more deteriorated properties
here than anywhere else in the City. Retaining the additional staff we currently have will allow
the Community Response Team to continue and to expand our efforts utilizing the
Neighborhood Improvement Program concept, and produce a tangible difference in these
neighborhoods. Block by block, we intend to bring each property in this area up to the
standards of the rest of the City. In the future, our Neighborhood Improvement Program may
demonstrate that it has the ability to bring every area of the City up to a much higher
standard and to assist every resident in achieving the quality of life that they so richly deserve.
Also available for your review are the reference charts for referrals which our department has made,
the problem and or unsafe properties chart and the listing of "poor-properties
taken from the exterior property- condition surveys.
18
Item
.k.
_ 1•
' 1 S
• 1
} 1 , 1 `
k
!0
k
1
E
HUMAN RESOURCES DEPARTMENT
BUDGET EN NCEMENT REQUEST
BUDGET REDUCTION PROPOSAL
• 1
}
I
.E
FY 1997198
BUDGET ENHANCEMENT FORM
1. Description
Human Resources requests one additional position, said position to be classified as a
Human Resources Specialist. The current entry range for this position is $27,379 to
$42,437 annually. It is projected that the position could be filled at a salary level in the
area of $27,379 to $32,000. Benefits would add approximately $5244 based on $2310
health insurance; $434 social security; $2100 pension; $400 insurance, including Group
Life, 1% insurance and SAMP. Total cost, assuming the $32,000 (high end) hiring rate
would be $37,244.
The department has an available work station, with computer and telephone (currently
used by an Intern).
This entry level professional position is needed to support two specific programs. The
first is the Performance and Behavior Management Program (PBMP) which will require
extensive coordination, consultative and support efforts by Human Resources to assure
the success of this new program which is scheduled for implementation October 1, 1997.
The second is the Employee Suggestion Awards Program. This program was previously
administered but was dropped three years ago due to staff vacancies. This program will
provide an effective avenue for employees to submit suggestions for improved
operations, more effective and/or economic service delivery, and enhanced customer
service relations.
Both of the above programs would fall within the Employee Relations Division and
program area of Human Resources. Both programs support and reflect concern for
employees, quality of operations, and commitment to a new direction in which the City
seeks to move as it establishes strategies to implement the City Vision and Values.
Specific duties of the proposed Human Resources Specialist position are listed on the
attached sheet.
2. Vision Statement:
This added position directly supports programs which are aligned with the City Vision
and Values statements, as well as the Principles of Operation recently adopted by the City
Commission.
The Performance and Behavior Management Program, under development for many
months, is predicated upon values which are specifically delineated in the above
referenced statements. The program's foundation is employee-building and is based on
Personal Responsibility, Integrity, and Excellence (PIE). The city vision speaks to
valuing
cooperation and respect, and reflects that Clearwater is a place where all people can
prosper. The Values statements use such terms as trust, respect and open communication
(Caring); efficient, effective and economical provision of services (Well-Run); honest,
straightforward and courageous, fair and ethical (Integrity); and setting and maintaining
high standards, extraordinary service and excellence (Outstanding Quality). The PBMP
is founded on these same values and the program will materially promote employee
commitment, performance and behavior that is aligned with those values
The Suggestion Awards Program is a program that has recently been discussed at City
Vision meetings. This program will provide one avenue for employees response to the
question, "what can I do to advance the Vision?" The program provides a means for
employees means for employees to offer suggestions which will lead to excellence in
service delivery, efficiency, effectiveness, economical use of resources, improved
customer service while providing the City with a means to recognize and reward
employees for their involvement as a partner with city management and elected offices in
efforts to make this a well-run city; for their commitment to improved services and
customer relations; for their knowledge and openness in identifying areas of needed
change.
3. Staff Communication.
Human Resources staff discussed the need and desire for added positions on several
occasions over the past month. The HR Tech Team has discussed the possibility of
requesting several positions with the HR Director at a Tech Team meeting. The Director
has also met with the HR Managers to gain input as to needs.
Two meetings of the department as a whole have been held to discuss the ultimate request
for a single position and the need for that request to reflect an appropriate alignment with
the City Vision and Values as well as Human Resource objectives.
Department members are currently engaged in review of their specific positions to
determine their view of the three most important and the three least important job
functions, towards the end of subsequently determining whether the least important
functions can be eliminated or otherwise absorbed into other areas so as to preclude needs
for additional positions other than the single position being requested.
.. , _l y. ., ... .... .. . -- I . . .
Specific Duties of the proposed Human Resources Specialist position
As relates to the Positive Performance Mana ement Pro ram:
On-going coordination of the PPMP program, under the general direction of the Human
Resources Manager/Employee Relations.
Communicating and assisting all city departments in the maintenance of updated
department standards to comply with the directives of the program. This involves
frequent contact with departmental representatives, OED, HR and the City Manager's
Office.
Serve as a resource to supervisory and non-supervisory work force members in response
to questions and needs generated by the program operation.
Assisting managers and supervisors in understanding, coordinating and implementing
intervention efforts where required, including providing assistance in the development of
action plans.
Developing and distributing educational materials on a continuing basis to all levels of
employees to assure their full understanding and compliance with the program.
Maintaining records of program operation, including intervention assistance efforts,
action plan successes and failures, and the instances of disciplinary action where the
program's employee building concepts do not have positive results.
Coordinate fitness for duty evaluations, decision making leave days, and other program
techniques as necessary.
Monitoring and evaluating the program and providing period reports on program
effectiveness.
As Relates to the Suggestion Awards Program.
Coordinates the Program, under the direction of the Human Resources
Manager/Employee Relations.
Design program format, processes and forms.
Prepares and distributes communications materials and conducts meetings with
employees at all levels to publicize and explain the program.
14
Prepares agenda and information packets for committee meetings; leads and assists the
committee in'the evaluation of the suggestions received; sees that suggestions are referred
to appropriate subject matter experts for analysis and performs follow-up to provide the
analysis to committee.
Maintains records of suggestions received, rejected, processed, and of actions with
respect to those worthy of recognition or reward.
Prepares write-up and coordinates period presentation materials for city management and
the City Commission for the public recognition of employees with suggestions that
received awards.
,
4 f .
41
7 '
FY 1997/98
Cost Saving Opportunities
Department: Human Resources Program: Recruitment & Selection
Cost Center:
Description: This program is responsible for attracting high quality applicants and
processing them for employment; includes advertising, testing and assessment,
maintenance of eligible lists, referral to departments, background checks.
Program Savings:
Part time Salaries:
Propose to eliminate Intern position; reflecting a reduction of approximately $4,500.
To offset the loss of the position, the department will seek basic clerical support
assistance from the following: Police Service Technicians in the reception area of the
MSB; "borrowing" of employees from other departments as feasible; light duty
personnel; and volunteers.
Advertising:
Propose to reduce advertising budget from $15,650 to $5,000. Reduction of $10,650.
This will require some creative efforts to insure that basic advertising is effective, with
less reliance on newspaper advertisements and greater reliance on the Job fine, C-View
listings; use of the Internet, internal and external distribution of job availability, and
employee referrals. It also is based on an assumption that operating departments would be
expected to fund special advertising needs such as for state-wide, regional and national
ads in technical, trade and professional journals and publications.
Travel Expense:
Propose to reduce this area in half; from $1,250 to $625-. Reduction of $650.
Training & Reference
Propose to reduce this area in half; from $630 to $315. Reduction of $315.
.
Total Reduction $16,115.
r
FY 1997198
Cost Saving Opportunities
Department: Human Resources
Cost Center:
Program: Employee Retention
and Development
I
Description: This program includes responsibility for establishing and maintaining
competitive and equitable compensation and job class systems; revises pay plans, updates
job descriptions, conducts job audits and classification studies, administers
unemployment compensation, ensures compliance with the Fair Labor Standards Act.
Program Savings:
Professional Services:
Propose to eliminate services of R. E. Harrington; Unemployment Consultant; a reduction
.of $3,000.
This will require that Human Resources staff attempt to track all claims and that when
appeal hearings are scheduled, representation from the City Legal Department will be
required as opposed to the current provision of outside representation through the
consultant. It also increases the risk that we will not, on a timely basis, catch errors of
overpayment made by the State of Florida which are not reimbursable.
Travel Expense:
Propose to reduce this area in half, from $1,800 to $900; a reduction of $900.
Training & Reference:
Propose to reduce this area in half from $1,650 to 825• a reduction of $825.
Total Reduction: $4,725.
F
FY 1997198
Cost Saving Opportunities
Department: Human Resources Program: Employee Benefits
Description: This program is responsible for establishing and coordinating insurance
programs and health related services.
Program Savings:
Part time Salaries:
Propose to eliminate Intern position; reflecting a reduction of approximately $4,500.
To offset the loss of the position, the department will seek basic clerical support
assistance from the following: Police Service Technicians in the reception area of the
MSB; "borrowing" of employees from other departments as feasible; light duty personnel
and volunteers.
Medical Examinations:
Propose to eliminate physicals for most non Police and Fire personnel (while maintaining
drug screen tests for all personnel hired); reflecting a reduction of $7,000.
Employees eligible for pension would fall under the auspices of the Pension Plan and the
Plan would be compelled to pay for physicals. Currently, the City funds the pre-
employment physicals which are used by the Pension Plan as well as by the City.
Communication with the PAC and Pension Trustees would be involved to effect this
change.
Professional Services:
Propose to reduce basic Insurance Consultant services (while maintaining funds for
assistance in RFPs for insurance programs, etc.). Reflects a reduction of approximately
$10,000 (which leaves approximately $4,400 for basic services).
This will reduce the participation by the insurance consultant in activities such as
attending meetings of the Insurance Committee, negotiating renewals for various
insurance, assisting with development of open transfer communication materials, and
interfacing with the HR Manager/Employee Relations & Benefits, drafting surveys, etc.
Total Reduction: $17,000.
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FY 1997/98
Cost Saving Opportunities
Department: Human Resources Program: Employee Relations
Cost Center:
Description: This program is responsible for establishing and coordinating city wide
employee incentive program, coordinating the FMLA, COBRA, Employee Service
Awards and other employee relations programs. Additionally, has responsibility for
the disciplinary action program.
Program Savings:
Part Time Salaries:
Propose to eliminate Intern position, reflecting a reduction of approximately $4,500.
To offset the loss of this position, the Department will seek basic clerical support
assistance from the following: Police Service Technicians in the reception area of the
MSB, "borrowing" of employees from other departments as feasible; light duty
personnel, and volunteers.
Travel Expense:
Propose to reduce this area by one half; from $1,600 to $800; a reduction of $800.
Training' &_Reference:
Propose to reduce this area by one half; from $1,400 to $700; a reduction of $700.
Total Reduction: $6,000
FY X997198
Cost Saving Opportunities
Department: Human Resources Program: Administration
Description: This program coordinates all functions of the Human Resource area; serves
as liaison to Civil Service Board and Pension Advisory Committee; assists in collective
bargaining and administration of contracts; reviews and approves disciplinary actions.
f Program Savings: '
Travel Expense:
Propose to reduce by half, from $3,680.to $1,840; a reduction of $1,840.
Training & Reference:
Propose to reduce by half; from $1,880 to $940; a reduction of $940.
Total Reduction of $2,780
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Finance Department f
Cost Savings and Budget Enhancements
Fiscal Year 1997-98
Finance Division:
Cost Savings:
Charge the Pension Plan the cost of
providing investment oversight,
accounting services, annual audit, etc. 5,000.00
Reduction of debt service payments on
hardware and software due to payoff
completion. 78,000.00
Charge the Pension Plan the cost of
processing pension checks, 109911's, and
refundstrol lovers. 8,500.00
Charge employees administrative
processing fees for child support, IRS
levies, and gamishments as allowed by
court orders ($5 first time, $2
subsequent). 5,200.00
Overtime Savings (if addltlonal
employee granted). 3,500.00
Total Finance Division Savings 98,200.00
Enhancements:
,5 FTE File Clerk 9,450.00
Assistant Finance Director -1 FTE 87,380.00
Total Finance Division Enhancements 78,830.00
Net Savings 21,370.00
Risk Management
Cost Savings:
Eliminate 1 FTE - Risk Mgmt Specialist 41,500.00
Outsource worst from above position (30,000,00)
Net Savings 11,500.00
...., r. + . .s.1'. - ,.... ......,.elrt w «-?$v;°.:'Yi Ea'.ee . n» ..... .. i. n.-... ..... .. ,. ,
Purchasing
Cost Savings:
At mid-year 98-97 purchasing eliminated
.5 iMTE Accounting Clerk - ($16,000) -
' Transferred to Payroll
Hire temporary to perform vendor
registration. (2,000.00)
Net Cost (2,000,00)
Utility Customer Service
j Cost Savings:
Elimination of operation costs due to
• move Into MSB.. 15,600.00
Eliminate purchase of utility bill Inserter. 18,610.00
Eliminate City contribution to We Care
Fund, 6,000.00
Eliminate uniform funding. 5,000.00
Reduce meter reader overtime, 2,600.00
Eliminate 2 .,aff assistant positions
(cashier 1) 55,470.00
?
Total L'CS Division Savings 103,280.00
Enhancements:
Add 1 customer service representative. 31,500.00
Net Savings 71,780.00
Total Finance Department Savings 1026650.00
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>-, CleamAter
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Interoffice Correspondence Sheet
To: Betty M. Deptula, City Manager
Kathy S. Rice, Deputy City Manager
From: Dan C. Katsiyiannis, Internal Audit Director
CC: Tina Wilson, Budget Director
Date: May 1, 1997
.. RE: Five Percent Budget Reduction Directive.
have reviewed our budget for this year and have made cuts in operating expenditures of
$2,010 or 28.3% (see the attached). As a result of professional development items,
indicated in recent personnel annual performance reports, and estimated travel expense
for auditing long distance companies for compliance with the 7% Public Service Tax during
next fiscal year, I could not reduce training and travel costs any further.
In order to achieve an overall 5% reduction in total Departmental expenditures, it would be
necessary to eliminate one position. As you are aware, including myself the Internal Audit
Department consists of 3 positions. Whenever practical, we have considered contracting
out auditing services. As a result of our franchise negotiations and audit efforts, we have
been very successful in generating additional revenues for the City. The elimination of 1
position to the Department would reduce the Department's ability to continue to achieve its
mission and objectives or the City's "Vision".
If an overall 5% reduction is required due to City financial constraints, then we would
suggest the elimination of the Senior Auditor position. This would generate an estimated
savings of $42,000 on an annual basis, exclusive of termination and unemployment
benefits, which represents a 25.5% reduction of the total appropriation for the Department.
If it was decided to cut this position, we may be able to utilize an intem or possibly a part-
time employee to assist us with the Department's workload.
DKIdk
!!.
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Cle arWater
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Interoffice Correspondence Sheet
To: Betty Deptula, City Manager
From: Tina Wilson, Budget Director
CC: Kathy Rice, Deputy City Manager
Bob Keller, Assistant City Manager
Date: May 1, 1997
RE: OMB Budget Reductions
The Office of Management and Budget is only a small three person office. The operating budget
for the department is only $179,330. A 5% budget reduction would require a $8,970 reduction in
our departmental budget.
Of our total budget, $147,590 (82%) of the department's budget is personal service costs, $28,510
(16%) represents internal service costs for the building services, computer services, risk
management and messenger services, postage, and printing costs for the many documents and
reports prepared by this office.
This leaves me with only $3,230 (2%) of the department's budget that is controllable, with
approximately one-half of this available for training, travel, & professional memberships, and the
balance for basic operating supplies and costs necessary for the department.
If you remember, during last year's cost savings exercise, the Office of Management and Budget
offered budget reductions totaling $5,620 recognizing salary savings by cutting the use of the
outside intern supporting the department and an innovative method of reducing our printing costs
which is working well today.
In order to achieve a 5% reduction in my department, I would have to offer a portion of a position.
Because we offer so much support to the Finance Department at fiscal year end, we are probably
contributing at least .4 FTE to this department on an annual basis. Considering the demands on
this office, I cannot at this time offer even a portion of a position.
But , in keeping in the team spirit, I am hoping to initiate a city-wide intern program next fiscal year
for the Budget Office in cooperation with our City departments. This could include offering
internship opportunities to our current City employees for six to eight week periods of
approximately 10 hours a week. I have yet to work out the details, or discuss this with a core
group of individuals, but by instituting this program, I can offer the budgeted intern position salary
of $2,880 which will represent almost a 2% budget reduction.
will continue to review our procedures looking for creative means and methods of relaying
information to management and to our City departments.