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05/13/1997s ' E -:Sri ?:?•?•Y rvR.? '?'?'Y?'1?i'fa,R? f••sf ?Sk "" r'v• vt:i '.??"??•? '_ 't.., .. . r. (,•,k:.{?` r, ??, :.A`i ?. tit??>+?a •'a? ,f?.Ji.E 4.ES;?t1r?, J•. .4r'if'Y >.?'` r? 'T ?. S.%. •J s(, ? fi: "'t: •' {ti7?Z a ' n. 7r ?z?; .'rY: as ?.; •ii[ a '' ,s' ?ys - ? - - ? ?. ?'1? 'i,'' Rs' -•tt;sa f 'y r;-! r• •??Fa.. ;S+ ;'2 ' '}1•.LS . ? ? ? ? ? ? ? ? ?, ? Agenda: 5-13-97, ? 9a i ' ?• .yY"? =.F §:1 'p"' 11s1"s'"• iii 1} F+•?" - '.s.; ??'?:??`r?y'?'???.S?s?;?.'`{[?s.; is•'F''?'%??d:;;??a?: ?1",`'';??fjl:"; ••,::.t,,'„, ?-;,{° "'z `. ?: ,•r• ??:";. i.' «`"i. ,`iii. '."F ,..v.: ,6.ti•L: §??.;??. i'?.,lu .,°; i'• .r. : ? , i '5?13?97 9. e4 ,i r WORKSHOP S r BUDGET WORKSHOP AGENDA { May { 39' 99TDcnartment Presentations of Oneratinu Reductions and Enhancements Parks & Recreation 9:00 a.m. Public Works 9:45 a.m. Engineering 10:00 a.m. Break 10:30 a.m. Library 10:40 a.m. •'. Fire 11:10 a.m, Human Resources 11:40 a.m. Lunch 12:00 p.m. Community Response 1:30 p.m. General Services 2:00 p.m. Internal Audit 2:30 p.m. Finance 2:15 p.m. Housing & Urban Development 2:30 p.m. Tourism 2:45 p.m. Break 3:00 p.m. Marina 3:15 p.m. Central Permitting 3:30 p.m. Organizational & Employee Development 3:45 p.m. Office of Management & Budget 4:00 p.m. City Clerk 4:15 p.m. v `,' i f , ? ' ? ? '? ? ?..?`????'ii .a'•JC ':e t?iar?r'a 'r l:?,.ri•k ?, w'?'?. s? ??:}, ? .. ..-.. ?. ... .. . ., ? .. +i .. ? ? .. >rm . ? ,. .... .? I PARKS AND RECREATION DEPARTMENT COST SAVING OPTIONS FY 1997198 The Parks and Recreation Department was asked to make recommendations regarding how it would cut its total operating budget by 5%. We believe that all of our programs have value and meet the mission of the City Commission. However, some programs can be reduced or eliminated which would result in the least amount of impact. Following, in order of preference, are those programs which, if reduced or eliminated, would result in the indicated savings. PARKS AND RECREATION DEPARMENT 1996!97 BUDGET $10,380,010 5% OF BUDGET $ 519,000 First we have listed those programs that are least visible to the public and which would have the least impact if eliminated. 1. CHANGE FUNDING SOURCE FOR BEACH SHOWER MAINTENANCE Change the funding source to clean, maintain and service the public showers on Clearwater Beach from general fund to the parking fund similar to other beach maintenance operations. ($20,830) 2. ELIMINATE LEASE PURCHASE PAYMENTS Several lease purchase contracts for computers and maintenance vehicles will be paid off this Fiscal Year. This will restrict us from making new lease purchases in FY 1997198. ($24,660) 3. ELIMINATE PURCHASE OF CAPITAL ITEMS These funds were used to purchase a bridge and lawn maintenance equipment in 96197. It eliminates the purchase of any new capital items for FY 1997198. ($35,900) 4. REDUCE DEPARTMENT BUILDING & MAINTENANCE SERVICES Currently, the Department is charged approximately $492,770 for "fixed" building maintenance services at the various recreation facilities. These fixed charges would be cut by $200,000, leaving $292,770 for variable time and materials to building & maintenance or to contract out, The Department would add one supervisor to monitor and coordinate building repairs. ($200,000) r 5. ADDITIONAL CONTRACT SERVICES FOR LAWN MAINTENANCE AT PUBLIC FACILITIES Elimination through attrition of 2.5 FTE personnel to contract out lawn maintenance for libraries, police stations, fire stations and other municipal buildings. ($30,000) 6. REDUCE GARAGE VARIABLE CHARGES & ELIMINATE TREE SPADE Garage variables are used to upgrade vehicles and equipment, repair and replace damaged equipment, or cover overages in use. The tree spade can be eliminated. If needed, one can be rented at a reduced cost. 7. ELIMINATE SPRING/SUMMER COMMUNIQUE ($11,$70) Eliminate one of the two publications that are used to advertise programs and activities sponsored by the Parks and Recreation Department. Information will be combined into one major publication with a summer supplement. ($9,250) 8. REDUCE OPEN HOURS AT KINGS HIGHWAY, CONDON GARDENS AND WOOD VALLEY RECREATION CENTERS Eliminate 1.7 FTE personnel by attrition and eliminate the morning open hours at Kings Highway, Condon Gardens and Wood Valley Recreation Centers. Fall, Winter & Spring hours of operation would be 1:00pm to 9:00pm M-F and 1:00 to 5:00 on Saturdays. SUB TOTAL OF COST SAVING OPTIONS ($33,600) ($366,1101 The following cost saving options are more visible and/or would have greater impact if eliminated. Therefore, they are not recommended by staff. 9. McMULLEN TENNIS COMPLEX CONTRACTING OUT OPERATIONS Eliminate 2.1 FTE personnel and negotiate a contract with a tennis professional to collect court and lesson fees at McMullen Tennis Complex. ($39,780) 10. FREEZE THE SOCIAL ACTIVITIES RECREATION SUPERVISOR POSITION Freeze the vacant position of Recreation Supervisor in the Social Activities cost center until needed Social/Cultural programming space has been constructed or secured for the citizens use. ($34,220) 11. ELIMINATE MEMORIAL CIVIC CENTER BUDGET Close the Memorial Civic Center and move the few ongoing programs to other sites. This does not include Building and Maintenance charges of $25,900 which are included in cost savings option # 4. ($37,100) 12. ELIMINATE PORTABLE RADIOS Eliminate portable radios at ball field sites and replace with answering machines and pagers. ($8,000) 13. ELIMINATE CUSTODIAL SERVICES AT RECREATION CENTERS Eliminate one FTE employee and the equivalent custodial services at Recreation Centers including CBRC, Wood Valley, Kings Highway, MLK and Condon Gardens. ($22,000) 14. REDUCTION OF OPERATING SUPPLIES IN THE NURSERY DIVISION Reduce Operating Supplies and Materials thus reducing support to City beautification projects. ($10,000) 16. ELIMINATE ONE FORESTRY CREW Eliminate 2 Tree Trimmers, 1 Forestry Technician and equipment. Contract out services for rights-of-way tree maintenance. ($30,540) SUB-TOTAL SECTION TWO ($181,640) GRAND TOTAL OF ALL COS NGS OPTIONS, ,,, , , 0647,750) 11 r FY 1997198 COST SAVING OPPORTUNITIES Department: Parks and Recreation Cost Center: 1681 Personnel Impact: 0 Description: CHANGE FUNDING SOURCE FOR BEACH SHOWER MAINTENANCE Program Savings: $20,830.00 Cleaning contract; May 1, 1997 till April 30, 1998 $9,970.00 Various repair parts and supplies 1,000.00 Water and sewer expenses: 3 showers at Mandalay lot 1,660.00 1 shower at Avalon lot 400.00 9 showers at S. Gulfview lot (wlsewer) 7.800.00 Total $20,830,00 Service Level Impact: No reduction in service; just transfer of expenses to the Parking System which receives money from these facilities. Position Program Savings: Personal Service: Other. $201830 TOTAL PROGRAM SAVINGS: S20,830.00 Program: Nursery # of FTE's FY 1997198 COST SAVING OPPORTUNITIES (2) Department: Parks & Recreation Program: Administration Cost Center: 1601 Description: ELIMINATE LEASE PURCHASE PAYMENTS Program Savings: $24,660 The following contracts in Parks and Recreation will be complete. 1601- computer Equip phase II (ATT-52) $ 8,440 1601- computer Equip-phase III (KIT-66) $ 3,010 1681- nursery trucks $ 9,550 1691- parks trucks $3,660 Total $24,660 Service Level Impact: No service level impact. Personnel Impact: Position # of FTE's Program Savings: Personal Service: Other: $24,660 TOTAL PROGRAM SAVINGS: S24,660 FY 1997198 COST SAVING OPPORTUNITIES (3) Department: Parks & Recreation Program: Parks & Rec Fac Cost Center: 1691 & 1672 Description: ELIMINATE PURCHASE OF CAPITAL ITEMS Program Savings: Parks 1691- 640 Machinery and Equipment $25,000 Roe Facilities 1672-640 Machinery and Equipment $10,900 Service Level Impact: No impact since capital item has been purchased. However, by not requesting this $30,900 some other capital improvement or repair to a park or recreation program will be delayed until future funding in out years. Personnel Impact-. None Position # of FTE's Program Savings: . Personal Service: Other. $35,900 TOTAL PROGRAM SAVINGS: S35,900 FY 1997/98 COST SAVING OPPORTUNITIES (4) Department: Parks & Recreation Cost Center: All cost centers Program: All programs Description: REDUCE DEPARTMENT BUILDING & MAINTENANCE SERVICES Eliminate fixed Building & Maintenance charges (411) and services to all Parks and Recreation facilities; provide additional variable (416) funding to the various cost centers affected as outlined below: and provide one additional supervisor to monitor the maintenance activities. Program Savings: $200,000 (411) (416) Current Proposed Recreation Programming $2470740 $164,6440 Recreation Fac. Maintenance 170,860 93,060 Nursery 10,070 5,070 Parks 64.100 30.000 Total $492,770 $292,770 Service Level Impact: New supervisor and Department staff will be required to initiate and to monitor required building maintenance service. Remaining funds will be used for time and materials. Repairs may be accomplished either by the Building and Maintenance Department or by outside contractor. This action should be more responsive to Department needs. It will impact the Building and Maintenance Department staffi ng or funding levels. Personnel Impact: Position Unknown Building and Maintenance Imp. # of FTE's Program Savings: Personal Service: possible impact to building and Maintenance (l new FTE for Parks and Recreation Department) Other: Impact to other programs or divisions receiving service TOTAL PROGRAM SAVINGS: 52009000 FY 1997/98 COST SAVING OPPORTUNITIES ?s> Department: Parks & Recreation Cost Center: 1691 Program: Parks Description: ADDITIONAL CONTRACT SERVICES FOR LAWN MAINTENANCE AT PUBLIC FACILITIES Contract out lawn maintenance services for non-park sites including but not limited to fire stations, police stations, libraries, City Half, Safety Village, etc. Program Savings: 530,000 Cost difference in contracting out maintenance rather than having a crew of parks employees service the non park areas. The City will save by reducing the personnel by 2.5 FTE and the equipment ? that accompanies a grounds maintenance crew. Service Level Impact: There will be relatively little impact since the grounds maintenance work will still be accomplished however outsourcing will be used to accomplish this service. Contractors may not be as responsive as City forces however we have not seen this to be the case. Will not have as much manpower available for emergencies or special work projects i.e. Fish kills, sea weed removal, hurricanes, some special events etc. May require the individual departments the responsibility to monitor contracts and costs. Personnel Impact: Position # of FTE's Maintenance Worker U 1.0 Maintenance Worker I 1.0 Seasonal Laborer 0.5 Program Savings: Personal Service: $50,330 Other: $15,670 Add back into the budget 536,000 for contractual services. TOTAL PROGRAM SAVINGS: 530,080 i 1 FY 1997198 COST SAVING OPPORTUNITIES two- (6) Department: Parks & Recreation Program: Rec. Fac. & Nursery Cost Center: 1602, 1661, 1671 Description: REDUCE GARAGE VARIABLE CHARGES & ELIMINATE TREE SPADE Program Savings: 511,870 1602 - 53,000 1661- 500 1671- 2,500 1681- 5,870 Service Level Impact: Recreation Facilities Division will have only limited funds for variable expense to cover damaged vehicles, upgrades and overages. The Nursery Division would not be available to perform any short notice, large plant material transplanting. Any requirements for tree spade work would need to be factored into a project, then contract with a tree spade service to do the work. Personnel Impact: Position t? of FTE's none Program Savings: Personal Service: Other; $11,870 TOTAL PROGRAM SAVINGS: $11,870 FY 1997198 COST SAVING OPPORTUNITIES Department: Par3cs and Recreation Program: Recreation Programming Cost Center: Recreation Administration (1612) Description: ELIMINATE SPRING/SUMMER COMMUNIQUE This cost savings opportunity suggests that the Spring/Summer issue of the "Communiqu6" not be printed. In its place, an expanded issue of the Fall/Winter issue would be developed to include Fall, Winter and Spring programs and services. The Summer (Youth Emphasis) Issue would still be printed. Although this represents a cost savings opportunity, staff would prefer to utilize the savings to develop a new marketing piece regarding annual Special Events held in Clearwater. Program Savings: Estimated $9,250 Service Level Impact: One less information piece regarding programs and services would be available to existing and/or potential users, Information in the expanded edition of the "Communiqud" may have to be more general with an increase in to be announced (TBA) specifics. However, a Special Events marketing piece may have more value then the deleted issue of the "Communiqu6"7 Personnel Impact: Position # of FTE's N.A. N.A. N.A. Program Savings: Approximately $9,250 Personal Service: N.A. Other: $9,250 TOTAL PROGRAM SAYINGS: 59,250 FY 1997/98 COST SAVING OPPORTUNITIES Department: Parks and Recreation Program: Recreation Programming Cost Centers: 1623 (Kings Highway Recreation Center), 1625 (Wood Valley Recreation Center), 1626 (Condon Gardens Recreation Center). Description: REDUCE OPEN HOURS AT KINGS HIGHWAY, CONDON GARDENS AND WOOD VALLEY RECREATION CENTERS This cost savings opportunity suggests reducing the operating hours during the Fall, Winter and Spring at the referenced neighborhood recreation centers. One (1) [20hr.152wks.] PPT Recreation Assistant would be deleted from each of these cost centers, representing a total staff reduction of 1.5 FTE. Specifically, these centers would not he open in the mornings during the Fall, Winter and Spring. Basic hours of operation during this time of year would be 1p to 9p Mon. - Fri. and 1p to 5p on Sat. Nine hundred (900) PPT hours within the division would be reallocated to allow for (1) Seasonal Rec. Asst. (30hrsl9wks) at each of these centers in the effort to maintain the same level of Summer operation. However, adjustments may be required during Summer operations and specifics would vary from center to center. Currently, Center Supervisors handle programming at their facilities in the morning hours when centers are not as active. The work schedules of these supervisors will change to primarily an afternoon and evening shift as they would be required to perform more staff duty during open hours. Program Savings: $33,600.00 Service Levei impaci.: Rrciuo'&ia of ufeiaQg hours and potential servicelprogram loss. Programs offered during the morning would either be moved to early afternoon or canceled if this wasn't workable. Center Supervisors would not be available for morning shifts which could make them unavailable for meetings, committees and special assignment duty. Centers would also be closed in the afternoons and evenings in order to staff field trips and intramural programs. Additional overtime and increased PPT hours may be needed for time to time to cover center hours, programs and staff absences. The ability to provide citywide and special event support would be hindered to some degree. Complaints from Homeowners Associations may be generated. Personnel Impact: Reduction of PPT personnel Position PPT Recreation Assistants # of FTE's 1.7 FTE Program Savings: Personal Service: $33,600.00 Other: N.A. TOTAL PROGRAM SAVINGS: 533,600.00 FY 1997198 COST SAVING OPPORTUNITIES (9) Department: Parks and Recreation Program: Recreation Programming Cost Center: McMullen Tennis Complex (1642) Description: McMULLEN TENNIS COMPLEX CONTRACTING OUT OPERATIONS This cost savings opportunity suggests sub-contracting the collection of court reservation and lesson fees to the Contract Tennis Professional. It would require some negotiation with the existing professional to determine if feasible. In concept, the court and lesson fees would be collected by the contractor who would in turn pay a fiat negotiated fee to the City plus a percentage of gross revenues. Currently, it is estimated that $25,764 in court fees are collected by City staff on an annual basis. In addition, City stab' collects the Tennis Professional's lesson and program fees. It is estimated that on an annual basis $15,664 of these fees is net revenue to the City. Revenue figures from court fees and the professional's lessons & programs for FY 1996197 = 541,428. Approximately, $39,780 is expended by the City for PPT Recreation Assistant salaries who assist in the collection of these fees. The cost of the Recreation Assistants and the net revenues returned to the City are for the most part dollar for dollar. A flat fee of S2,000 a month from the contractor alone would provide more revenue to the City. Program Savings: At 52,000 per month from the contractor the City could net 524,000+ more in revenue. A percentage of gross revenue would add to this. Service Level Impact: City employees would not be on hand to respond to customer service issues. Customer service would be at the hands of the contractor. Loss of non-resident income may occur. Service complaints may occur. Court fees and charges may increase to the public. Personnel Impact: Position Reduction of PPT personnel PPT Recreation Assistants # of FTE's 2.1 FTE Program Savings: $24,000 in additional revenue. Personal Service: $39,780 Other: N.A, TOTAL PROGRAM SAVINGS: $24,000 additional revenue FY 1997198 COST SAVING OPPORTUNITIES (10) Department: Parks and Recreation Cost Center: 1654 Social Activities Program: Recreation Programming Description: FREEZE THE SOCIAL ACTIVITIES RECREATION SUPERVISOR POSITION This cost savings opportunity suggests freezing the position of a Recreation Supervisor, the employee who manages the Social Activities cost center, monitors and staffs Coachman Park and coordinates Contractor Led Programs. Currently, the plan is to transfer the current individual in this position to the Clearwater Beach Recreation Complex in line with the staffing forecast for the new Clearwater Beach Family Aquatics Center. This transfer would vacate the Recreation Supervisor, Social Activities for which a new hire was planned. Due to the limited facilities currently available for social programs, the ability to offer the same level of social activities as in the past has been hindered. The demolition of the Annex Community Hall and the access limitations with the Harborview Center are the primary contributors to this lack of programming space. It is felt that that the current level of programming can be assumed by other supervisory staff until additional programming space can be obtained. It is believed that obtaining this additional programming space will be a year or longer process. Program Savings: $34,223.80 Service Level Impact: Social activities would remain at the current level which is lower then in past years. Remaining supervisory staff will have to assume additional duties. The centralized recruitment, negotiation and facilitation of the Contract Instructor led programs would be splintered throughout the division. Social Activities and Contractor led programs are valuable revenue streams. Programming and revenue production would go into a maintenance mode as expansion of programs and revenue development would have no individual focus. Responsiveness to participants and contractors would be hindered. Overtime and increased PPT hours will be needed from time to time to staff programs and Coachman Park. Personnel Impact: Frozen position Program Savings: Personal Service: $34,223.80 Other. N. A. Position N of FTE's Recreation Supervisor, Social Temporary reduction of I-FTE TOTAL PROGRAM SAVINGS: 534,223.80 FY 1997198 COST SAVING OPPORTUNITIES Department: Parks and Recreation Cost Center: 1663 Description: ELIMINATE MEMORIAL CIVIC CENTER BUDGET Program Savings: 537,100 Program: Rec Facilities Program budget includes utility costs, operating supplies and building and maintenance charges totaling $63,000. If we eliminate the Building and Maintenance charge which has been included in cost savings # 4 then the savings will be $37,100. Service Level Impact: Department will reduce amount of available rental spare (FY 95196 - 33 rentals, approx. 5,315 participants, generating $12,125 in revenue), as well as programming (ballroom dancing) and class space. The custodial section spent 1,418 hours maintaining this facility in FY 95196. No reduction in staff is recommended due to newly added facilities at Norton ballfields, expanded facilities at Crest Lake Park, Carpenter Clubhouse and public restrooms, and planned facilities at E.C. Moore West, Lake Chautauqua Park, and Roller Hockey / Skateboard facility. Personnel Impact: 0 Position # of FTE's Program Savings: Personal Service: impact to Building & Maintenance Other: impact to Beach Library, Jolly Trolley TOTAL PROGRAM SAVINGS: 5379100 e S FY 1997198 COST SAVING OPPORTUNITIES (12) Department: Parks and Recreation Program: Rec. Facilities Cost Center: 1602, 1661 thru 1679 Description: ELIMINATE PORTABLE RADIOS Program Savings: $8,000 1602- $1,600 1661- $2,400 1673- $ 800 1676- S 800 1677- $ 800 1678- $ 800 1679- 800 $8,000 Service Level Impact: Division may suffer some loss in level of responsiveness and overall communication; this would hopefully be offset by the use of answering machines at facilities, and assignment of pagers to facility and route lead personnel. Personnel Impact: 0 Position # of FTE's Program Savings: Personal Service: Other. $8,000 TOTAL PROGRAM SAVINGS: 58,000 FY 1997/98 COST SAVING OPPORTUNITIES (13) Department: Parks and Recreation Cost Center: 1661 Program: Rec Facilities Description: ELIMINATE CUSTODIAL SERVICES AT RECREATION CENTERS Program Savings: S22,000 Service Level Impact: Recreation Division personnel will be required to provide these daily maintenance and rental services at their facilities, thus reducing the time available for their primary functions. The facilities affected, and the number of hours spent maintaining them by Recreation Facilities personnel in FY 95/96, is as follows: Clearwater Beach Recreation Center Wood valley Recreation Center Kings Highway Recreation Center Martin Luther King Recreation Center Condon Gardens Recreation Center 440 hrs. 443 hrs. 382 hrs. 211 hrs. 294 hrs. 1,770 hrs. Recreation Facilities would continue to try to accommodate special requests for seasonal stripping and waxing at these facilities; this would approximate 20 hrs. per facility request. Personnel Impact: 0 Program Savings: Personal Service: $22,000 Other: Position Custodial Worker TOTAL PROGRAM SAVINGS: $22,000 I # of FTE's 1.0 i FY 1.997/98 COST SAVING OPPORTUNITIES (14) Department: Parks and Recreation Cost Center: 1681 Program: Nursery Description: REDUCTION OF OPERATING SUPPLIES IN THE NURSERY DIVISION Program Savings: $10,000 Reduce $10,000 from the Nursery 504 code. Service Level Impact: Discontinue some beautification projects due to less funds. Currently, some funds are available for emergency replacement and repairs at City facilities. This would reduce ability to do this work. Personnel Impact: 0 None Position # of FTE's Program Savings: Personal Service: Other. $101000 TOTAL PROGRAM SAVINGS: $10,000 FY 1997198 COST SAVING OPPORTUNITIES (15) Department: Parks & Recreation Cost Center: 1691 Description: ELIMINATE ONE FORESTRY CREW Program: Parks Currently the Parks Division has six employees consisting of two crews that trim trees through out the city. At one time this section consisted of ten employees and they performed tree maintenance in all city parks, city properties, ROW'S, medians, etc. The section was reduced to six and the work load has increased for trimming of site distance hazards, limbs hanging over roads and sidewalks, removal of trees in Rights of Way etc. Over 57% of the work is being performed in the Rights of Ways. Parks and other recreation sites, key trees etc, are receiving less and less attention. This proposal will reduce the forestry crew in half and thus contracting out all service which could be bid out and directed by Traffic Engineering or Environmental. Program Savings: 530,540 Total cost of personnel and equipment to be eliminated would be $110,540 while the contractual service amount would be $80,000. Service Level Impact: Response time may be a little slower. Also, another department may need to monitor the contracts since the majority of the work orders are generated from that Department (Traffic Engineering) thus increasing their work load. One less crew to be available during emergency situations or call outs. Personnel Impact: Position 2 Tree Trimmers i Forestry Technician 0 of FTE's 2.0 1.0 Program Savings: Personal Service: $85,580 Other: $24,960 Add back in 580,000 for contractual services TOTAL PROGRAM SAVINGS: S30,540 PARKS AND RECREATION DEPARTMENT ENHANCEMENT REQUESTS 1997198 The Parks and Recreation Department is requesting the following enhancements to the FY 1997198 operating budget. These requests are listed below as new program enhancements, enhancements to existing programs, non-departmental program enhancements and enhancements submitted but not being recommended. Total of all enhancements submitted represents a 7% increase over the existing operating budget. NEW PROGRAM ENHANCEMENTS $ 2631770 ENHANCEMENTS TO EXISTING PROGRAMS 260,430 NON-DEPARTMENTAL PROGRAM ENHANCEMENTS 1251540 ENHANCEMENTS SUBMITTED BUT NOT RECOMMENDED 74.400 TOTAL OF ALL ENHANCEMENTS SUBMITTED $ 724,140 PARKS AND RECREATION DEPARMENT 1996197 BUDGET $10,380,010 7% OF BUDGET $ 724,450 We believe that the following enhancements meet the City's Vision to provide quality experiences, spirit and opportunities in a beautiful tropical environment where festive, fun and leisure time pursuits can be explored and experienced. They will contribute to the enrichment and health of our community. NEW PROGRAM ENHANCEMENTS 1. CLEARWATER BEACH FAMILY AQUATICS CENTER Provide 3.9 FTE staff and operating supplies to operate Clearwater Beach Aquatics Center. Projected annual operating costs will be $120,000 while FY 1997198 costs will be for only a portion of the year (6 months). $68,760 2. OPERATING COST - BAY PARK ON SAND KEY Provide operating funds to maintain this new park. $ 6,400 3. OPERATING COST - COOPER'S BAYOU PARK Provide operating funds to maintain this park. $ 6,000 4. CONTRACT MAINTENANCE FOR NEW CITY LOCATIONS Provide irrigation, fertilizer and pesticide maintenance at new city properties through outside contracts. Includes irrigation maintenance at 15 additional sites and fertilizer and pesticide applications at 28.78 additional acres. $50,000 5. INCREASE WATER COSTS FOR NEW PARKS Increase cost of water at new locations including Pier 60 Park, Bay Park on Sand Key, Soule Road Park, Beach Pool, Cooper's Bayou Park & Clearwater Beach Recreation Complex. $14,460 6. E. C. MOORE WEST BALLFIELDS - OPERATING COSTS Provide 1.5 FTE staff and operating supplies to operate new E. C. Moore West Ballfields. Projected annual operating costs will be $78,500 while FY 1997198 costs will be for only seven months. $50,000 7. MAINTENACE OF NEW PLAYGROUNDS & EXERCISE COURSES Provide .3 FTE staff to assist in safety maintenance for 8 new playgrounds and 2 new exercise courses including Pier 60 Park, Soule Road Park, Bay Park on Sand Key, Northwood Park, Chesapeake Park etc. $ 3,750 8. CUSTODIAL SERVICES FOR NEW REST ROOMS Provide 1 FTE staff and operating supplies to maintain the proposed new facilities at E.C. Moore West Ballfields, Lake Chautauqua Park, Skateboard Park, Roller Hockey Park, Countryside High and added responsibility associated with the newly renovated Carpenter Clubhouse. Projected annual operating costs will be $40,000 while FY 1997198 costs will be for only six months. $20,000 9. PHILLIP JONES BUILDING EXPANSION Provide operating funds for electricity and building maintenance for the expansion of the clubhouse building utilized by the Greenwood Panther organization. $ 1,000 r 10. NEW CIP PARK FACILITIES -ADDITIONAL OPERATING COSTS Provide 1 FTE Parks employee and operating supplies to maintain new Capital Improvement Projects including the Skateboard Park, Roller Hockey Park, Pinellas Trail Enhancements, Cleveland Street Linear Park and Marshall Street Park improvements. $37,800 11. EAST WEST TRAIL MAINTENANCE Provide operating cost to maintain the East West Trail from the Long Center to Cooper's Bayou Park. $ 6,000 ENHANCEMENTS TO EXISTING PROGRAMS 12. SPECIAL EVENTS Provide funding for music and entertainment at special events to be held at Coachman Park, Pier 60 Park and in North Greenwood Community. $15,000 13. RECREATION PROGRAM ENHANCEMENTS Provide 1.9 FTE staff to provide enhanced Recreation Programming services for additional Sunday hours of operation, seasonal support staff, and MLK & Beach operations. $35,830 14. RECREATION PROGRAM CUSTODIAL SERVICE ENHANCEMENTS Provide .4 FTE staff for additional custodial maintenance for increased programming and open hours at MLK Complex, Norton Complex and Clearwater Beach Complex. $ 81830 15. PALM TRIMMING CONTRACTS Provide operating funds to trim palm trees on selected Rights of Way including Memorial Causeway, Clearwater Beach, Edgewater Drive, Gulf to Bay and "new park and city facilities on Clearwater Beach, Cooper's Bayou etc. $33,000 16. LAKE CHAUTAUQUA PARK - OPERATING COSTS Provide full year funding for Lake Chautauqua Park. Currently there is a partial budget of $16,080. Additional funds are needed for full time operation. $12,840 17. S.P.J.C. BALLFIELDS - OPERATING COSTS Provide full year funding for S.P.J.C. Ballfield maintenance. Currently there is a partial budget of $45,000. Additional funds are needed for full time operation. $15,000 18. LONG CENTER FUNDING INCREASE Provide increased funding for the Long Center according to the 7 year projection plan provided to the City Commission last year by Long Center representatives. The' current FY funding level is at $308,470 while the requested level of funding will be,$339,340 for an increase of $30,780. $30,870 19. TEMPORARY SOCIAL HALL RENTAL Provide operating funds to rent space so that social programs such as duplicate bridge, round dancing, square and line dancing and other contract social programs can be provided to the community. Also, cultural programs and events need a place to stage their activities. Projected annual gross operating costs will be $136,480. However with program revenue, rentals and a decrease in the elimination of the operating costs for the Cultural Arts Workshop on Drew Street, the net cost will be approximately $70,160. $70,160 20. MOCCASIN LAKE - HYDROLOGY PLAN Provide funds for a study and plan to restore the wetlands at Moccasin Lake Park. $201000 21. POOL GUARD SALARY INCREASE Increases may- be required for pool guards due to new State requirements that govern safety personnel. Human Resources Department is currently studying this matter. Increase could be as much as $1.00 per hour. $12,900 'W ...e. . v 1 22. COUNTRYSIDE COMMUNITY CENTER "MOONLIGHT PROGRAM" Provide second year funding for the summer "moonlight program' if this first year program is successful. $ 61000 NON-DEPARTMENTAL PROGRAM ENHANCEMENTS • North Greenwood Street Festival $ 10,000 • Greenwood Panthers Annual Funding $ 3,000 • Saturday in the City 5,000 • Ervin Harris Enrichment Center $107,540 Total $125,540 ENHANCEMENTS SUBMITTED BUT NOT RECOMMENDED • Pier 60 program personnel .5 FTE $ 10,400 + E.C. Moore West Gang Mower 24,000 • Contract Maintenance for the City's Street Tree Inventory $ 40,000 i FY 1997/98 BUDGET ENHANCEMENT FORM (1) 1. Description: CLEARWATER BEACH FAMILY AQUATICS CENTER $689760 j This enhancement includes the Supervision, Staffing and Operational expenses associated with the Clearwater Beach Family Aquatics Center project. It is in line with the original forecast concerning these issues prior to the project construction approval. Specifics are as follows: Management/Supervision would be satisfied with the addition of a Recreation Supervisor (1 FTE) at an estimated cost of $34,000. This individual would assume the role of Clearwater Beach Recreation Supervisor, which is similar to other Recreation Complex Supervisors. In addition to the specific management duties associated with the aquatic center operations, this supervisor would handle the overall management duties with the Recreation Center, Tennis Courts, Recreation activity at the Memorial Civic Center, Programs at Pier 60 Park/Pavilion, McKay Playfield and support staffing at Coachman Park Bandshell. This Recreation Supervisor would be the Clearwater Beach, Parks and Recreation Department liaison. In addition to the new supervisor, Aquatic Center staffing would a Recreation Leader Aquatics (I FTE) estimated cost $21,000 and 5 Seasonal Pool Guards (1.9 FTE) estimated cost $32,260. Operational costs with the inclusion of first year start-up costs are estimated at $32,740. These components would allow for the seasonal operation of the Aquatics Center (March through October), with some latitude to open during the Spring Break season. An objective would be to cover 25% of the operating costs ($30,000) from fees and charges. Plans call for the swimming pool to be a combination of traditional pool features such as competitive swimming lanes and leisure pool features such as shallow entry, slides, raindrops and sprays. Programs would be consistent with those offered at the former Pier 60 Pool in addition to new and innovative programs and activities. Z. Vision Statement: This enhancement is in line with the vision statement since it represents expanded leisure time opportunities for residents and tourists. It provides for safe, fun and well maintained places for Beach residents, tourists and others to enjoy recreational pursuits. Water Parks enhance the quality of life and contribute to positive mental and physical development, they have resident and tourist appeal. 3. Staff' Communication: Staff that supervised programs at the former Pier 60 Pool and other aquatics staff reviewed staffing plans for the pool. The Section Supervisor and Clearwater Beach staff were involved in determining needs and staff'inR options for recreation on Clearwater Beach as a whole. FY 1997198 BUDGET ENHANCEMENT FORM (2) L Description: OPERATING COSTS - BAY PARK ON SAND KEY 6,000 This enhancement will provide operating funds for such items as electricity, water, and operating supplies for the new Bay Park on Sand Key. Parks employees will maintain this park and approximately $3,000 was included in FY 1996/97 budget to cover this years expenses. 2. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 3. Staff Communication: This project resulted as a cooperative effort bet%%=n the Sand Key Civic Association and the City. In order to get State funds for re-nourishment the city needed to provide parking for public access. This parcel was purchased in part to meet this need as well as provide the only neighborhood park on Sand Key. Residents and staff worked together to develop the site plan. Various city departments were involved in the planning and construction of the park and Park employers and nursery employees had input into the development. FY 1997198 BUDGET ENHANCEMENT FORM (3) I L Description: OPERATING COST - COOPER'S BAYOU PARK S6,000 This enhancement will provide additional operating funds for such items as electricity, utilities, contract services and operating supplies for Cooper's Bayou Park. The park has been completed and is very popular. The Parks Division now maintains the park but will need additional funding to maintain a high quality of maintenance. Some of the additional items needed for this park is fertilization and palm trimming, f L Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 13. Staff? Communication: This project resulted as a cooperative effort between the residents surrounding Cooper's Bayou Park, the Del Oro Homeowners Association and the City. An enormous amount of public input was received on the development of this park and the, pond and drainage improvements in the neighborhood. Staff from several departments worked together to plan and develop the park. FY 1997198 BUDGET ENHANCEMENT FORM (4) 1. Description: CONTRACT MAINTENANCE FOR NEW CITY LOCATIONS Additional Acreage to Maintains - Acres Countryside Recreation Center and parking lot 7.27 E.C. Moore West 4.50 Pier 60 Park 2.97 Bay Park on Sand Key 2.60 Soule Road Park 4.95 Municipal Services Building, Police Building and garage .30 Cooper's Bayou Park 612 Total 28.78 Turf Fertilizer $50,000 Fertilize turf with one pound of actual Nitrogen per 1000 square feet, 2 times annually, to keep turf healthy and green in appearance. $3,000 Turf Pest Control Apply appropriate pesticides to control weeds, molecrickets, fireants, and various other turf damaging pests. $14,000 Irri ation Maintenance (See attached graph) To contract maintenance, service, and repair of irrigation at 15 new sites. $33,000 2. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. Providing maintenance to park facilities will enhance the beauty of Cleam ater. 3. Staff` Communication: City staff mainly in the Nursery Division. dix^ the prlority and goals of their Division and they developed a list of areas that were not being maintained at an acceptable level due to the new projects. Administrative staff evaluated the need for additional help in the areas recommended and reduced the requests to reflect what is on this form C/Z w Z c ca H' U Cl1 o Z. S t O ? LL v J o E Q q E ? N LL! = L ? 0 . C Q V. ?d a-» o -L 000Q'ooo N o 0o to qt N ? VM µ t FY 1997198 BUDGET ENHANCEMENT FORM (5) 1. Description: INCREASE WATER COSTS FOR NEW CITY PARKS S14,460 Based on current water rates and usage the projected increase will be S 14,460. New systems include Pier 64 Park, Clearwater Beach Recreation Center, Baypark on Sand Key, Soule Road Park, Beach Pool, Cooper's Bayou Park, and Clearwater Pass bridge areas. 2. Vision Statement: Water is essential to maintain the landscaping and grounds involved with the "beauty of our tropical environment". 3. Staff Communication: Utility billing indicates the need for increased budget to pay for increased use. New responsibilities need additional resources for maintenance. FY 1997198 BUDGET ENHANCEMENT FORM (6) 1. Description: F.C. MOORE WEST BALLFIELDS - OPERATING COSTS S50?Ot)0 1996197 Capital budget includes funding for design and initial earthwork to construct three (3) additional softball fields on the West property at the E.C. Moore Complex 1997198 capital budget requests will include funds for the completion of this project 1,0 l~ TE employee is being requested, as per our current Department standard, to handle the maintenance of these three (3) new fields, ,5 FrE is also being requested, to provide additional seasonal maintenance and coverage of tournaments. Tournaments and special usage have increased over this span of time and include 35 weekend tournaments, recreation programming expanded to include Sunday night leagues, expanded schedule of SPJC softball team, addition of Tampa Bay Smokers fastpitch games; and increased maintenance responsibilities, 12. Vision Statement: Addition of personnel will facilitate sponsoring of current and new activities, designed to bring visitors into Clearwater, for a safe, enjoyable and quality recreational experience. 3. Staff Communication: Generated by input provided by facility personnel, through their Section Supervisor to the Division Head. a' FY 1,997199 BUDGET ENHANCEMENT FORM (7) I L Description: MAINTENANCE OF NEW PLAYGROUNDS & EXERCISE COURSES 539750 E Add.3 FM staff to assist with maintenance. Assist with seasonal maintenance tasks (mowing, edging, woedeating) to free full time staff to provide adequate inspection and service to playground and fitness equipment. Over the last several years, new playgrounds have been added at Pier 60 Park, Soule Road Park, Bay Park on Sand Key, Northwood Park, Chesapeake Park, ?Countryside Library, Forest Run Park, and Coachman Ridge Park; new fitness courses have been added at Forest Run Park and Soule Road Park Additional maintenance of 32,000 linear feet of sidewalks. 12. Vision Statement: Addition of personnel will facilitate providing a safe, enjoyable and quality recreational experience. 3. Staff Communication: f ienemted by input provided by facility personnel, through their Section Supervisor to the Division Head. FY 1997198 BUDGET ENHANCEMENT FORM (8) 1. Description: CUSTODIAL SERVICES FOR NEW REST ROOMS S20,000 Add L0 FTE position to assist maintaining new restrooms. A new restroom facility has been added at the Norton Park Ballfields. Rmuoom facilities have been expanded at Crest Lake Park and the Carpenter Complex public restrooms; also, responsibilities have been expanded with the carpenter Culbhouse renovation. New restroom facilities are planned for E. C. Moore West, Lake Chautauqua Park, and the Roller Hockey, Skateboard Facility and Countryside High School. It is anticipated that this enhancement would not be required until such time as the new facilities arc completed Therefore included is funding for one half a year or 520,000. Yearly costs projected to by $40,000. 2. Vision Statement: Addition of personnel will facilitate providing an adequate, safe, enjoyable and quality recreational experience. 3. StAff Cammunlcation: Generated by administrative staff of the Parks & Recreation Department in examining budget requests and accompanying personnel needs , r FY ]1997198 BUDGET ENHANCEMENT FORM (9) 11. Description: PEnLIP JONES BUILDING EXPANSION S1,000 This enhancement will provide operating funds for such items as electricity and building and maintenance costs for the new room addition currently being added to the Greenwood Panther Concession and Rest Roam building. The expansion will provide for a larger concession area, new office area and weight room. 12. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 13. Staff C.bammunication: This project was brought to the attention of city staff members from the users of the Phillip Jones facility, primarily the Greenwood Panther Youth Organization and the Greenwood Task Force. City staff has worked internally with staff members and other departments to complete this project. FY 1997/98 BUDGET ENHANCEMENT FORM (10) 1. Description. NEW CIP PARK FACII.ITIES - ADDITIONAL OPERATING COSTS 537,800 This enhancement will provide additional funds for one new Parks Worker and operating funds for such items as electricity, utilities and operating supplies for additional capital improvements proposed in the FY 1997198 budget. The full time position will assist with the additional maintenance at Marshall Street Park, the new Skateboard Park, Pinellas Trail amenities and the Cleveland Street Linear Park. In addition to the new projects, the Parks Division has incurred additional maintenance responsibilities at the MSB, police building, Cooper's Bayou Park, Bay Park on Sand Key and Pier 60 Park. Approximately $22,000 is allocated for salaries whsle the remainder is for other operating expenses. 2. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 3, Staff Communication: This project resulted as a cooperative effort between the residents surrounding Lake Chautauqua Park the National Park Service and the City. An enormous amount of public input was received on the development of this park and the road way into the park. Staff from several departments worked together to plan and develop the park as well as staff members in the Recreation Division are involved in the planning and construction of the nature features in the ?park. N FY 1997/98 BUDGET ENHANCEMENT FORM (11) I L Descriptlon: EASTIWEST TRAIL MAINTENANCE 56,000 This enhancement will provide operating funds for such items as maintenance and repair, paint, contract services, fencing, signage, utilities etc. for the extension and improvements to the East(West Recreational Path to be constructed in FY 1997198. Current operating budget funds are not adequate to accommodate this new facility without decreasing service levels at other parts sites. The trail runs from the Long Center to Cooper's Bayou Paris. 2. Won Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 13. Staff Communication: This project was first identified by bicycle participants over 15 years ago and a master plan has been developed to construct the East(West trail. The trail has been constructed in phases with the help of recreation staff, planning department, engineering department and police department. The community is very much in support of the path and the possibility that it will eventually be a spur trail off of The Pinellas Trail. FY 1997198 BUDGET ENHANCEMENT FORM (12) 1. Description: SPECIAL EVENTS $15,000 This enhancement represents funding to secure musical entertainment for additional concerts. Examples include: Coachman Park e.g. "Winter Concert Series", concerts and musical entertainment at Pier 60 Park and Station Square Park. Of the total, $11,000 would be used to totally fund such events or to serve as seed money to facilitate sponsor recruitment. In addition, $4,000 would be used to fund the entertainment for the 1998 North Greenwood Music Festival. This is a Fun & Sun Event established in 1997 as result of the North Greenwood Task Force. The 1998 funding amount was requested by the task force members who evolved as the entertainment coordinators for the 1997 Music Festival. They received $2,000 for the 1997 event. 2 Vision Statement: This is in line with the vision statement since it represents additional special events for residents and tourists to enjoy. It supports the community vision of festive activities. It also brings North Greenwood community members together with the Parks and Recreation Department to work jointly in of'ferfns entertainment for residents and visitors. The North Greenwood Music Festival provides an opportunity for local talent to perform. 3. Stan' Communication: , Staff was involved in the discussions and resulting ideas concerning additional events at Coachman Park, Pier 60 Park and Station Square. Staff also met with SunSets at Pier 60 representatives concerning potential activities that could be held in the Pier 60 Park Pavilion. The North Greenwood FUN & SUN Music Festival is an element of the North Greenwood Action Plan. FY 1997198 BUDGET ENHANCEMENT FORM (13) (See attached sheet for additional information) 1. Description: RECREATION PROGRAM ENHANCEMENTS S35,830 This enhancement provides for increased staffmg at a number of recreation areas to expand or maintain the level of service at these specific facilities. Sunday hours would be offered at the Countryside Recreation Center and the Martin Luther King Center during the Fall, Winter and Spring. The Clearwater Beach Recreation Center would be open on Sundays on a year-a-round basis. Additional seasonal staff would be added to the Woodvalley, Condon Gardens and Kings Hwy. Centers to support Summer programming. The Norton Recreation Complex will have additional Summer staff support to serve the Camp Program which has expanded over the past two seasons. The Clearwater Beach Recreation Center would have additional staff hours to support activities at Pier 60 Park. The Markin Luther King Recreation Center would have additional staff support to serve the increased use by Community Groups and partnership programs such as the Performing Arts Program provided by Ruth Eckcrd Hall. Finally, a Seasonal Pool Guard position at Ross Norton Pool would be converted to permanent part time as recommended by the Human Resources Department. 2. Vision Statement: This is in line with the vision statement since it represents expanded leisure time opportunities for residents, tourists and visitors. It provides for additional opportunities to use specific recreation centers, enhanced event support on Clearwater Beach as well enhancing the ability to safely supervise children during Summer programs. Recreation activities serve as a deterrent to juvenile crime and as an opportunity for youth and adults to prosper. 3. Staff Communication: The Sunday operations pilot program was used as an evaluation tool. Supervisors conducted staff meetings to determine coverage options concerning additional hours and other needs. Staff recommendations were reviewed and fine tuned by the Section Supervisor and the Recreation Programming Superintendent. Parks and Recreation Department Recreation Programming Division - FY 1997198 "Recreation Enhancement" Package Recreation Center SUNDAY O erations Pilot Program Enhancement Program Statistics: Attendance Estimated Cost Per Visit *Countryside Recreation Center 37 $50137 = $1.35 *Clearwater Beach Recreation Center 23 $50123 = $2.17 *Martin Luther King Recreation Center 19 $50119 = $2.63 D MornIingside Recreation Center 18 $50/18 $2.77 D Norton Recreation Center 17 $50117 = $2.94 *These centers have been included in the "Recreation Enhancement" package to be open on Sundays. Countryside and Martin Luther King Centers would be open on Sundays during- the Fall, Winter and Spring. Clearwater Beach Recreation Center would be open year-a-round on Sundays. Martin Luther King and Clearwater Beach staffing would be provided by PPT employees described below. Countryside would be staffed by increasing current PPT staff hours 10 hrs. per week. Countryside Recreation Center Woodville, Condon _Gardens, _Kines Hwy.-Centers and Norton Complex Seasonal Staff Support included in the "Recreation Enhancement" package: A Seasonal Recreation Assistants: 1. *Woodvalley (30hrs/lOwks) 2. *Condon Gardens (30hrs/lOwks) 3. *Kings Hwy. (30hrs/lOwks) 4. * *Norton (40hrs/ 12wks) 5. ***Norton Pool (Winter Swim Season - Seasonal Guard to PPT) .3 FTE $4,790 .1 FTE $2,190 .1 FTE $2,190 .1 FTE $2,190 .2 FTE $3,500 .1 FTE $1,810 *Summer Assistants in-lieu of PPT Assistants which will be transferred to Recreation Complexes, if morning hours are eliminated. **Due to growth in summer camp program (Low Income Participants & Summer Food Program). ***Human Resources Department recommends 48 week seasonal should be PPT. Martin Luther King Community Center & Clearwater Beach. Operations Staff Support included in the "Recreation Enhancement" package: *Martin Luther King Community Center PPT Assistant (20hrs/52wks) .5 FTE $9,580 **Clearwater Beach Operations PPT Assistant (20hrs/52wks) .5 FTE $9,580 *Employee would be used to staff Sunday operations, service additional use by community groups and to cover employee absences at neighborhood recreation centers, if PPT Assistants are transferred. **Employee would be used to staff year-a-round Sunday operations and would provide support for programs at Pier 60 Park Pavilion. Y FY 1997198 BUDGET ENHANCEMENT FORM (14) 11. Description: 'RECREATION PROGRAM CUSTODIAL SERVICE ENHANCEI-NTS S8,83Q This enhancement allows for additional custodial service at the Clearwater Beach Recreation Complex, the Norton Recreation Complex and the Niartin Luther King Recreation Complex. Hours would be added to the PPT Custodial positions at Clearwater Beach and Norton Paris. The PPT custodian at Martin Luther King would be converted for PPT to Full-lino. Additional custodial services am needed to handle Summer programing impact, additional operating hours and increased use by community groups and program participants. 2. Vision Statement: This enhancement is in line with the vision statement since it enhances the ability to offer safe and well maintained recreational facilities. Residents, visitors and tourists experience increased enjoyment when facilities are clean and well run. 3. Staff Communication: Supervisors conducted meetings with specific site personnel to discuss needs and options to satisfy what was identified. Recommendations were reviewed and fine tuned by the Section Supervisor and Superintendent of Recreation Programming. 5 FY 1997198 BUDGET ENHANCEMENT FORM (15) 1. Descriptiew. PAUMTRIl1ilWGCONTRACTS $33,000 This enhancement will provide operating funds for palm trimming of approximately 2,200 palm trees located at major city sites i.e. Clw. Beach Parking lot, Clw Beach, Marina, Memorial Causeway, Edgewater Drive, Island Way Medians, MSB, Clw. Beach Park, Sand Key Bridge, Sailing Center etc. as well as the new palms on Gulf to Bay Blvd. For the past two years the city has contracted to have these palms trimmed since existing city staff cannot perform this service due to other work load priorities, primarily traffic site distance problems and trimming of Uthbs over ROW. The Forestry section has been down sired from 12 employees to 6 with an increase in work for other departments. Trees on parks and other public properties have suffered and not received the proper attention needed. This contract is needed to keep the existing palms now planted at key sites trimmed. 2. Vision Statement: This request is in line with dw City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. Trees are a vital part of the "beauty of the tropical environment" and pruning is needed in order to keep them in a state of beauty. 3. Staff Communication: Staff has discussed and seen the need to contract out the service of palm trimming. Administrative staff concur that something needs to be done to handle this maintenance responsibility. 1+ FY 1997!98 BUDGET ENHANCEMENT FORM (16) 1. Description: LAKC CHAUTAUQUA OPERATING COSTS 12,840 This enhancement will provide additional operating funds for such items as personnel salaries, electricity, utilities, and operating supplies for the Lake Chautauqua Park. The park is scheduled to be open by Octobcr 1, 1997 for a full year of operation. This enhancement is needed to bring the operating budget up to one complete year of funding. Currently, there is a budget of $16,080. The proposed yearly budget will be 28,920. 2. Vision Statement., This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. The facility would be a place where festive, fun, safe activities would take place and enrich the possibility for life long learning and health. 3. Staff Communication: This project resulted as a cooperative effort between the residents surrounding Lake Chautauqua Park the National Park Service and the City. An enormous amount of public input was r=ived on the development of this park and the mad way into the park. Staff from several departments worked together to plan and develop the park as well as staff members in the Recreation Division are involved in the planning and construction of the nature features in the park- FY 1997198 BUDGET ENHANCEMENT FORM (17) 1. Description: S.P.J.C. BALLFIELDS -OPERATING COSTS $15,000 This enhancement will provide operating funds for personnel salaries, electricity, water, and operating supplies for the SPJC. baseball fields. , A new cost center was established in FY 1996197 to maintain the SPJC ballfields for three fourths of a year at a cost of 545,000. The additional $15,000 is needed to budget a full year operations. Negotiations continue with the SPJC to turn the maintenance and programming of these facilities over to the city. 12. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. This facility is a place where festive, fun, safe activities take place and enrich the possibility for life long learning and health. 13. Staff Communication: This project resulted as a cooperative effort between Clearwater for Youth, SPJC and the City. The Jr. College was not in a position to continue maintenance of the ballfields and asked if the City was interested. Since, this is an important resource for the citizens and visitors of Clearwater the City is currently under negotiations to take over the programming and maintenance.. --w?.eins:i:?,u'?1...ic...r?:..;?r..•_•» '-° FY 1997198 BUDGET ENHANCEMENT FORM (18) 1. Description: LONG CENTER FUNDING INCREASE $30,870 This enhancement represents funding above what was conveyed to the Long Center in FY 1996197. During the 1996197 budget discussions a 7 year projection funding plan was presented to and Elected Officials by Long Center representatives. This forecast called for $307,880 from the City of Clearwater, in 1997198, to support general Long Center Operations. In addition, the City pays for office space used by City staff and contribute to the Long Center Sinking Fund. From recent meetings held with the Long Center staff the following represents the total funding requests for 1997198. Operation Support Office Space Sinking Fund TOTAL Funding Enhancement 1996197 1997198 $278,101 $307,880 $ 17,010 $ 17,010 13,359 14,450 $308,470 $339,340 $ 30,870 2. Vision Statement: The Long Center operation is in fine with the vision statement. This facility provides recreational opportunities for residents, visitors and tourists. Events held at the Long Center provide economic benefit to the community. It supports the aspect of safe and fun places, life long learning plus healthy physical and mental development. 3. Staff Communication: Staff has met with Long Center representatives to formulate their funding requests to City decision makers. FY 1997198 BUDGET ENHANCEMENT FORM (19) 1. Description: TEMPORARY SOCIAL HALL RENTAL $709160 This enhancement provide funds for the rental and operational costs of a temporary space to conduct social programs such as Bridge, Ballroom Dances, Contract Instructor Led Programs and others. It would also provide space for the City Players Summer Musical Rehearsals as well as other Performing Arts activities. Temporary space is necessary to replace space previously provided by the Annex Community Hall since arrangements to use Haborview have not worked out well due to increased use by others. No other exiting sites have been identified to effectively house existing programs or allow for program growth. Participants have consistently complained to staff regarding a home for their programs that would eliminate current problems such as parking, access, cramped space and the lack of a consistent program location since the loss of the Annex Hall. Other programs previously held at the Annex had to be canceled due to lack of space. The temporary rental space would be utilized until a long term facility could be studied and either secured or constructed. 2. Vision Statement: This enhancement is in line with the vision since it would provide space that would enhance the quality of experiences and opportunities for residents, visitors and tourists participating in the activities of their choice. It supports the values of caring, well-sun and quality. 3. Staff' Communication: Staff has made an on-going effort to satisfy those participating in these programs at the various locations used. Many complaints have been fielded, The staff recommendation is to locate appropriate temporary space, if feasible, until a longer term solution can be identified and secured. "vs11.YfMii A.li•.'....•."•i ? ? I ••. FY 1997198 BUDGET ENHANCEMENT FORM (20) 1. Description: MOCCASIN LAKE - HYDROLOGY PLAN $209000 Moccasin Lake Nature Park serves an important role in the community, both with respect to passive recreation and environmental education. Based on the findings of the 1995195 Ecological Study and Biological Survey it has been concluded that the species diversity and wildlife utilization of the park has severely diminished due to substantial, ecological and hydrology impacts that have occurred over the years. The native plant population has been severely impacted by the encroachment of a variety of exotic nuisance vegetation. It has been determined that the natural ecosystems and associated wildlife could be substantially improved if certain management principles and actions were applied. The highest priority would be to develop a Hydration Plan for the park. This would consist of producing a very detailed and up to date Topographic Map to be followed by a comprehensive Hydration Plan. Completing these tasks would open the doors for the potential of obtaining grants to actually perform the elements brought forth in the plan. 2. Yision Statement: This enhancement is in line with the vision as it supports the beauty of our tropical environment. Moccasin Lake Nature Park provides for life long learning opportunities in some of the most ,important of educational areas such as: appreciation of the environment, protection of natural resources, plants, animals and alternative sources of energy. The enhancement follows the values of well-run and quality. 3. Staff Communication: Staff at Moccasin Lake Nature Park have been involved with the entire process of developing a Management Plan for the park from the inception of this need. Years ago the park staff developed a Purpose Statement for the park, this enhancement represents actions in line needed to fulfill that purpose. Nature Park staff recently met with the Director of Clearwater's Environmental Operations and his staff and have their full support concerning the need for the actions and plans described above. FY 1997198 BUDGET ENHANCEMENT FORM (21) 1. Description: POOL GUARD SALARY INCREASE 5121900 This enhancement relates to salaries for Pool Guards which are currently under study by Human Resources. Their study of Pool Guards is in concert with a study of Beach Guard salaries employed by the Marina Department. Both the Parks and Recreation Department and the Marina Department have had great difficulty securing an ample employment pool for Pool Guards and Beach Guards. Current salaries are not competitive on a statewide basis. This issue is further complicated due to Florida Statutes Section 401.435 which mandates a certification referred to as First Responder Training. The City Legal Department has determined that this requirement is currently in effect for both Pool and Beach Guards. As mentioned, it is difficult to locate individuals who possess the required certifications ofLifeguarding, CPR, First Aid and Water Safety Instructor. The First Responder Training certification adds to this existing problem. It is believed that the Florida Recreation and Parks Association and the Florida League of Cities will be lobbying for a re-write of this legislation to exclude Pool Guards from the First Responder requirement. The outcome of this effort remains in question. Specific recommendations have yet to be determined by Human Resources. The funding referenced is a high side figure based on previous discussion with Human Resources. L Vision Statement: The positions of Pool Guard and Beach Guard are vital employees in regard to public safety. Employing qualified individuals is in line with the vision of safe and fun places and a safe community. 3. Staff Communication: Staff has been involved in meetings with Marina Department representatives and Human Resources, Pay and Classification personnel. Parks and Recreation staff have monitored the First Responder issue by means of the Florida Recreation and Park Association. FY 1997198 BUDGET ENHANCEMENT FORM (22) It. Description: COUNTRYSIDE COMMUNITY CENTER "MOONLIGHT PROGRAM" 56,000 This enhancement includes the seasonal staff needed to offer the Moonlight Recreation Program 9pm to lam seven days per week for ten weeks during the summer. The Moonlight Recreation Program requires a Seasonal Recreation Instructor 30hrs/1 Wis and two Seasonal Recreation Assistants 20hrs/ lOwks. This represents an additional .35 FTE and an estimated increase of $6,000.00. The 1997 Moonlight Recreation Program is supported by the East and Countryside Rotary Clubs, it is anticipated that they will lend some level of support for the 1998 Program. ¦ . 2. Vision Statement: This enhancement is in line with the vision statement since it represents expanded leisure time opportunities for residents primarily within the Countryside Community, as well as others. The Moonlight Recreation Program provides positive leisure time alternatives for teens and young adults, serving also as an undesirable activity deterrent It has also brought community members together to do positive things for teens and young adults. Recreation activities serve as an opportunity for youth and adults to prosper. 13. Staff Communication: I Staff as well as Rotary representatives were involved with the Moonlight Recreation Proposal. FY X997198 BUDGET ENHANCEMENT FORM 1. Description: NON DEPARTMENTAL PROGRAM ENHANCEMENTS $125,540 This enhancement will provide funding for the following: North Greenwood Street Festival $ 10,000 Greenwood Panthers $ 3,000 Saturday in the City S 5,000 Ervin Harris Youth Club $107,540 Individuals representing each group or organization has approached the City to fund these activities. The funds for the North Greenwood Street Festival will be used as seed money to fund this special event in North Greenwood Community. The funds for the Greenwood Panthers will be used to support their youth programs while funds for Saturday in the City will help defray costs associated with running that activity. Funds allocated for Ervin's Youth Club help offset their ongoing operating budget. 2. Vision Statement: This request is in line with the City's vision to enhance the quality of experiences, spirit and opportunities for Clearwater citizens and visitors. These activities are festive, fun, safe activities which could enrich the possibility for life long learning and health. 3. Staff Communication: The various requests have been received from groups or individuals that support or sponsor the activity mentioned. City staff passes these requests on to the City Commission who then will make the determination to fund them. Public input is secured for these projects but little staff input is involved in the decisions. FY 1997198 BUDGET ENHANCEMENT FORM 1, Description: Pier 60 Pavilion programming personnel (.S FM) 510,400 With the creation of the new pier 60 Park and the Pavilion facility, community interest in programming for this area has increased. Parks & Recreation staff met with representatives from the Sunsets Committee, Chamber of Commerce, hotel and restaurant owners as well as local residents to discuss ways to program activities at this site since the Park has proved to be successful in attracting participants. Although beach community support for assistance in advising and encouraging activities exists, there is no one who can run the events. Most events necessitate sound equipment as well as other amenities such as tables, chairs, banners, etc. Current staff hours within the department are not sufficient to support these new activities which would be held frequently each week. Currently a 28 hour Recreation Instructor does sound tech work for our department who must provide support for all cultural events, Coachman Park activities, Station Square events, meetings, etc. The specific duties of this new PPT Recreation Instructor would include scheduling, promoting, arranging events at the Pier 60 Park and Pavilion. Setting up equipment, staffing the event, breakdown and storing equipment after event. Other duties would include maintaining records of attendance, serving as a [raison to beach community groups e.g. (Sunsets at Pier 60) . 2. Vision Statement: This position supports the current vision in directly providing activities that will make Clearwater Beach a distinctive community that offers fiui, safe, and attractive activities to its residents and tourists. Plans for programming include a variety of activities such as fishing programs, health and fitness classes, dances, concerts, children's performances, puppet shows, theatrical presentation, arts & crags displays and lectures that promote life-long learning. This position will help provide City residents and tourists with recreational sites of the highest quality which permit sufficient and varying opportunities for the enjoyment of active and passive recreatiorW activities. 3. Staff Communication: Recreation staff and with citizens from the beach community numerous times in public and committee meetings. Additional planning sessions were held with CBRC staff and Cultural staff to determine how this need could be met, This staff then met with the Recreation Division Superintendent and Department Director. FY 1997198 BUDGET ENHANCEMENT FORM i ? 1. Description: E.C. MOORE WEST GANG MOWER 524,000 1996197 Capital budget includes funding for design and initial earthwork to construct three (3) additional softball fields on the West property at the E.C. Moore Complex. 1997198 capital budget requests will include funds for the completion of this project. 1.0 FIE employee is being requmted, as per our current Department standard, to handle the maintenance of these three (3) new fields. This equipment request is needed in order to maintain the new fields and will allow staff to be more self-sufficient. 2. ,Vision Statement: Addition of equipment will facilitate providing an adequate, safe, enjoyable and quality recreational experience. 3. Staff Communication: Generated by input provided by facility personnel, through their Section Supervisor to the Division Head. r FY 1997/98 BUDGET ENHANCEMENT FORM L Description: CITY STREET TREE INVENTORY S40,000 Increase contractual services budget by $40,000 to include tree removals and maintenance identified as necessary by the Street Tree Inventory program administered by the Environmental section of the Engineering Department. The first phase has been inventoried with the second and third phases scheduled for no later than the fall of 1997. The first phase has identified over 200 high priority removal and pruning requirements. If removals and pruning are not performed after being identified as hazardous situations, the City could face certain liability concerns. Tree service contractors would be hired to complete the work while City Forestry crews continue to perform tree work required in parks and by traffic related situations. 12. Vision Statement: Trees arc a vital part of the "beauty of the tropical environment" and hazardous trees must be removed and pruned to keep the community a safe place. 13. Staff Communication: Staff' agrees that contractors would need to be hired to accomplish the tasks identified by the Street Tree Inventory in order to complete the work load in the most efficient manner. LL Q 4mater M Interoffice Correspondence Sheet TO: Betty Deptula, City Manager ' FROM: Gardner Smith, Public Services Director ?j COPIES: City Commissioners DATE: May 8, 1997 RE: Enhancements and Cost Saving Opportunities for General Fund Programs The Public Services Department consists of eight programs, of which only three are part of the General Fund. These are: Streets and Sidewalks Administration Heavy Equipment Operation We are not requesting or proposing any enhancements in the way of additional employees or new services for these programs for the next fiscal year 1997198. To summarize our General Fund Programs and the cost saving opportunities: Program Title Cost Center FY 1996/97 Budget Streets and Sidewalks 1341 $ 927,050 Administration 1342 396,460 Heavy Equipment 1343 392.150 Total 1,665,660 5% of General Fund Programs: 839283 Cost saving opportunities attached: Street and Sidewalks 1341 67,000 Administration 1342 20,180 Total 87,180 Attachments 4? e FY X997198 COST SAVING OPPORTUNITIES Department: Public Services Department Program: Streets & Sidewalks Cost Center: 01341 Description: Eliminate (2) Maintenance Worker positions in the Streets & Sidewalks Program Program Savings: Salary & Benefits - $ 57,000 Less Materials Purchased - $ 10,000 Total Savings - $ 67,000 Service Level Impact: This will reduce the size of a sidewalk maintenance crew and a street patching crew, which will result in less repair/replacement to the City's streets and sidewalks. It has already become difficult to meet each year's goal of the number of square feet maintained, due to the many "special projects" this program is called upon to assist with in the City. This reduction of personnel will continue to impact the operational results of this program. Personnel Impact: Position - Maintenance Worker R-36 - 2 FTE Program Savings: Personal Service: 57,700 Other Operating: 10,000 TOTAL PROGRAM SAVINGS: 167.00 0 r FY 1.997198 COST SAVING OPPORTUNITIES Department: Public Services Department Program: Administration Cost Center: 01342 Description: Upon the retirement of the current Public Services Director, anticipated to be in October 1997, hire the replacement Director with a maximum salary of $55,000. Since the current Director's salary is at the top of the 5-11 level, $75,180, this would reflect a savings of $20,180 for FY 96197. Program Savings: Salary savings - $20,180 Service Level Impact: If the right person is selected as the replacement for Gardner Smith, this should not have any negative impact of any service level for the City, Many experienced personnel, with long-time service in the department, will assist the new director in all the necessary functions of the Public Services Department operations. Personnel Impact: None Program Savings: Personal Service: 20,180 a, TOTAL PROGRAM SAVINGS: 20 180 ¦ . 't 'S:Fr'!" ^L'_s.-I nry.. rpr s,. Lr. :••C,.. y7uS; ? ,. _?. AS. ,..Ir. A;.. .. .1... L• :., it-,: .?• i'. ii '1 !' ;? ••,1` •'ti' .,F:?i•r I•-rr: e1 :J '?r' S':? . s'"'. ?, 1?•,,•,r 4 F .. -f °i'• ,; ;tS; _:i `,t ?l: :.J' 1 -'•f7."r a.: y.; '%?i, .:i,j»-, ;=. (I.r _S',t'` S r:: 'I .iA.i;ri r' 'ti;.'? 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Y, 4. `: '.i t F..Rt Y ?? •., f.I" ,. ?,.' 1r '? 1..:. .t t tr^' l ,'•e 4vw y. ?.'?+>C';'... r?,5?1?!,.'l:.i ..l', i,t•?,:?1??1: ":.:S al?l'S,•,: `c t. •, ..•. ??,'t:?L:j?ff ?'?:?1"`y'!5'J'??}tt •: T,PI sr,ct?iilli,>•'j"„i`.,,,:?,: '-lt r`}w{fi•ti:x:r5ir^rx•'id:??l'?;?w;;:;1•„ t'r:,},1 i,1: K..,; it :..:.• :x:..:.' r„L.,y, k•t:F •,1 ,J ;:?,: ??'' .4 ?eed:''}f Sr Li}+?111+, , r+}: :?t."7•.xi.?.: !-1.,;t;t.•?.. r"y ,i ':'a ,5...'=r ?: i r,.., .°. .. .....t, r._:! J • ;. `.i,i .. ." S .3. ,-sr{'. d„?, ?• :,?••rst •. 7" 'f'. . ?'? r; '•.?ti: n •i,: r.S• •Lf. .3?.. ,f,i,. '.f",?. ? • .I• ? r.,-i??•. •1.tl.. :`f ': J},.,j,.,.7?;?r'- i.'?,.1, :.:i:i.:;?,'?•:• "i;lti`•r• :' ,•!_ •j., tt .t : , `'z ' 1, c •'i ';r' ;' ?,-,-. ?, e , ,;,5 .. .,... ,i r.:' . .; A,r'r •';r. r.,!'? •IIy :r. .[.Y. ?. .1 }y' ,.._? ,?..r,r, .yi;.=... 5,:?,•? ,;r,"i .fi.r •r. `1 ;y,' :'71:;: t•1 f:1i ?.I•' [?';. ,?': _ 'I?. :1.. .f. ?.LJ.•ifiir '. ;5t +1z4" , ar.??,i:4 >ti•?+r's.y. a+?a.'i:' ?t n,5.: ,r?.; r.4.-e.?•?:'!I e'`i::si,:'s•: .•.?r». City of Clearwater Interdepartmental Correspondence Sheet TO: Elizabeth M. Deptula, City Manager FROM: Rich Baier, City Engineer COPIES: Kathy Rice, Deputy City nager Bob Keller, Assistant City anager Tom Miller, Assistant Director of Engineering/Environmental SUBJECT: Engineering Department Enhancements DATE: May 9, 1997 The Engineering Department is pleased to present this report in support of position enhancements which it believes are an essential Engineering Department element to "Make the City Vision Happen." The Engineering Department is requesting six new positions to address the City Commission's Vision through the promotion of health and safety needs for its residents and visitors, improved customer service, and the promotion of economic development to sustain the vitality of the Clearwater Community. This report will demonstrate the need for these additional positions by addressing the additional workload brought about by new legal mandates and productivity measures to enhance the Department's service delivery to citizens and other departments within the City. The Engineering Department is very excited about the present direction of proactive involvement required from its employees and is confident that, with the approval of this request by the City Management Team and the City Commission, its cooperative support of other City Departments will indeed "Make the City Vision Happen." The Department looks forward to the May 13, 1997 meeting wherein it will be prepared to share in more detail the justification for this department request. Thank you for your consideration and continued support for Engineering. RJB .. ...Tulrx'.? FY 1997198 t:) COST SAVINGS/ REVENUE Enhancement Recommendations FY 1997198 BUDGET ENHANCEMENT MA SUMMARY CONSTRUCTION INSPECTOR POSITION JUSTIFICATION TRAFFIC CALMING ENGINEER JUSTIFICATON TRAFFIC SIGN AND MARKING TECHNICIAN ENGINEERING CAD TECHNICIAN POSITION JUSTIFICATION ofts To: Betty Deptula, City Manager From.: Rich Baier, City Engineer CC: Kathy Rice, Deputy City ager Bob Keller, Assistant City tanager Tina Wilson, Budget Director Date: April 21, 1997; Revised May 8, 1997 LL •! 0 I . ?Yti Y Interoffice Correspondence Sheet RE: FY 1997/98 Cost Savings/Revenue Enhancement Opportunities for Engineering The Engineering Department has considered its General Fund operations in an attempt to further reduce expenditures. Listed below are cost savings/revenue enhancements offered for your consideration. Total general fund program expenditures for FY 1996197 were approved at $5,051,230. The recommended savings/enhancement offered herein brings the Engineering Department's potential offering to 20% should these be accepted by the City Management ' Team. <$699,615> Allocate Engineering Services Among Sanitary and Water Enterprise Funds Presently, the Engineering Department estimates the annual general fund offset required by the Stormwater Utility Fund for engineering services related to stormwater projects. This year, the general fund was reimbursed $524,100 by the Stormwater Utility for engineering services. The Engineering Department has not previously considered this same approach for services rendered in support of water and sewer, estimated to be $371,805 and $327,810, respectively. < $230,000> Outsource Beach Maintenance and Parking: Presently, Traffic Engineering is providing $388,310 to Parks and Recreation for beach maintenance and maintaining the parking facilities. Staff have investigated this and believe that this could be reduced to about $158,310 if it were outsourc ed, thereby reducing the General Fund coats. <$339318> Redirect 4% of Administrative Fees from Transportation Impact Fees: The City of Clearwater is entitled to withhold 4% of collected Transportation Impact Fees for administrative purposes. Clearwater has been doing that, but has placed the money back into the Transportation Impact Fee. Engineering recommends that these monies be redirected back to the General Fund. 1--1 v <$609740> Move the Environmental Inspector Position to the Stormwater Utility: The Environmental Inspector position has been funded entirely by the General Fund. However, since that position was created, it has evolved into a position that largely supports inspection and reinspection of development related to stormwater and water quality programs. -? We recommend that this position remain within the Environmental/Regulatory Program, but be funded by the Stormwater Utility through the 01366 cost center. <$91000> Convert Mandalay Street Lights from Gas to Electric "Flicker Lights:" Traffic Engineering has' documented the current operation of the gas lights on Mandalay cost ,$1,000 per month to maintain and operate. While this system is aesthetically pleasing, it is basically non-functional in relation to roadway and/or sidewalk illumination and were pre- wired upon installation for future conversion should conditions prove a need. Conversion to electric "flicker lights" would provide the same level of benefit along Mandalay as the current system, but would reduce the maintenance and operating costs for the resultant, annual savings. 1--z FY 1997198 BUDGET ENHANCEMENT FORM ENGINEERING DEPARTMENT EN-GNERRIM PEP iE__. NI' EWHANCEMENM The following enhancements reflect a comprehensive, realistic assessment of the department's overall needs to improve customer service, increase productivity, and to Wake the City Vision Happen." Enhancements include: Personnel POSITION CONVERSIONS: 1 Contract Construction Inspector $ 12,308 NEW POSITIONS: 1 Traffic Calming Engineer $ 29,786 2 Construction Inspectors $ 64,616 1 Traffic Sign Technician $ 24,776 1 Engineering CAD Technician S 26.489 Subtotal $ 157,975 Offset S 51.021* TOTAL NEW PERSONNEL $ 106,954 I * Offset is FY 1996//97 Operations budget amount remaining from transfer of Architect position to General Services. 3 Radios for Construction Inspectors $ 4,000 1 Truck Upgrade $ 3,000 2 New Trucks $16.000 TOTAL EQUIPMENT $ 23,000 2-1 FY 19971"98 BUDGET ENHANCEMENT FORM , i NAY ?Iy , 0 4 See attached. ' r i' 3 2. Vision Statement: See attached. 3. SlafrCommunicalion: See attached. 3-1 ??I?...v,.-c?nF_5.63'.¢^!RL'?'. .o tra..r. .- ? ... ,_..-•-->'°-??.....;.-?.....r• •-- .,S E, * MAKING THE CITY VISION HAPPEN * T1 i'L - Construction Inspector PURPOSM To acquire 2 new Construction Inspectors for Engineering Services and 1 new Construction Inspector for Environmental Management 7 NATURE OF JOB (job Description): REQUIREMENT a Monitor/inspect construction projects (public and private) Ordinance/Contract a Keep project engineer appraised of progress Ordinance/Contract a Interpret specifications to contractors Ordinance/Contract a Act as liaison between project engineers and contractors. Ordinance/Contract e Prepare monthly pay estimates for work completed Ordinance/Contract a Respond to citizen regarding construction Mission Statement ADDMONAL JOB DUTIES (Beyond Job Description); a Work zone and traffic barricading Ordinance/Contract • Water main inspection and sampling Ordinance/Contract • Erosion control Ornance/NPDES o Mich storm system connections Ordinance/NPDIS e joint Project Agreements with other Governmental Agencies Ordinance/Contract a Perform field and laboratory tests of construction materials Ordinance/Contract a Citizen inquires and complaints Mission Statement a R/'V"T permit inspection Ordinance/NPDES - • Single famfly, driveway, and sidewalk inspection Ordinance e Clearing and grubbing permits Ordinance a Hazardous tree enforcement (City & private) Ordinance • Tree Permits Ordinance a Landscape reinspection Crdinance a Stormwater reinspection Ordinance a Interdepartmental environmental assistance Other Departments a Environmental enforcement ordinance 3--2 POO VISION STATEMENT: The addition of the three construction inspectors will assist in bringing the VISION of Clearwater to light in many ways. The inspectors requested by the Engineering Services Division will help to ensure that all road and site development projects are of high quality and accurately built which adds value to and results In a safe and healthy community in which both business and residents can prosper. Citizen awareness of, and coordination ins, the construction process will be enhanced... •TWs improved construction coordination will smooth the construction process, coordinate inter- governmental projects and reduce construction impacts to both residents and businesses. Through this coordination the City of Clearwate- :wall have better amenities, a safer and healthier environment and remain a distinctive community. In concert with the City VISION, the Environmental Management Division continually strives to provide professional and technologically advanced service to its customers. This service is protecting the beauty, tropical environment and amenities Clearwater provides (both land and water) which enhances the health and safety of Clear'watees residents, businesses and visitors. Many innovative programs have been developed which include services above the basic services provided by other municipalities. These include the environmental reinspection project (landscaping a'nd stormwater); a 4"model" tree protection ordinance that regulates tree topping, excessive pruning, tree care during construction and removal of hazardous trees, and a street tree inventory ?., that identifies hazardous trees and tracks street tree maintenance. In order to provide effective management of these programs, as well as maintain a high level of service for the basic functions of the division, it is necessary to request the additional construction inspector position. PRIORITY NEEDS PROJECTED FOR NEW CONSTRUCTION INSPECTORS: • The Penny For Pinellas increases new road construction projects "Wring JPA'a Chat require the relocation of the City's utilities. • See Attached Exhibit "A" STAFF COMMUNICATION: 0 Construction Inspectors communicate a serious need to spend more"time on each project to observe the construction progress and in an effort to prevent any . construction related shortfalls, ' • Environmental staff communication has been an integral part of this : pq?'ition request. During Environmental Management staff meetings over the last few.years 3-3 r r EXHIBIT "A" BACKLOG OF PROJECTS • Bridge ,_ins on - The City has ben bridges that should have inspections performed bi-annually. Two months every two years, has;not been performed since 1991. • R/W permit inspections - These permits are inspected as complaints arise. Two months behind in processing existing permits!', -Should be inspected daily. • Testing of materials - This function must be done as the construction projects progress. Currently one third of the tests are'performed. • Private site inspections -performed when called for milestone inspection, citizen complaints or for Certificate of Occupancy. • Environmental construction inspections- Them are typically 3040 sites under construction at any given time. Past tracking efforts show an average of only 2 visits/sibs/month, In order to provide effective environmental inspection the desired level of service is one visit/site/week Environmental rein!Mtion project- There are currently approximately 330 sites being inspected,, with 3040 new ones added per year. At the current rate it takes about 3 years to complete one entire cycle. The desired reinspection interval is under 2 years. s 3-5 ?•+.I.ux:SlCxs&SGttZ3G°aLaF>::€W?«...-. ? .^-. ...., _...?..... .....,,?.?,.?_P... ?k MAKING THE CITY VISION HAPPEN 7k ENGINEERING DEPARTMENT CAPITAL IMPROVEMENT SUMMARY YEAR NUMBER OF CONSTRUCTION INSPECTORS" TOTAL CAPITAL IMPROVEMENT BUDGET Millions of $$) INSPECTORS PER MILLION $$ C.I.P. ENGINEER OF RECORD (Millions of $$) 1991192 3.5 $11.7 1:3 Not Available 1992193 3.5 $10.7 1:3 $0.41 1993194 3.5 $ 9.9 1:3 $0.39 1994195 3.5 $ 9.2 1:3 $0.36 1995196 3.5 $20.4 1:6 $1.35 1996197 3.5 $17.0 1:5 $1.57"" Based on estimated FTE support of Capital Improvement Projects. FY 1996197 Engineer of Record expenses reflect projected dollars based on actual figures from the first six months. The above table compares the number of construction Inspector positions to those budgeted Capital Improvement Projects for which the inspector position was responsible for construction inspection in fiscal years 1991192 through 1996197. The graph below compares the Clearwater ratio of Inspectors with that of other cities in west central Florida to the FY 1997 CIP Budget. V » 3.9 C Co 2.5 ^ o m C 7.1 0 0 o " Actual GM s Proposed 4.3 I D96 19D7 $20.4 Million CEP $17 Million CIP The shaded area represents 66% of all Cities Sampled in West Central Florida Productivity Summary • During the period between FY 1992 and 1995, the Capital Improvement Budget related to construction Inspection declined $2.5 Million. In FY 1996, the Capital Improvement Budget related to construction inspection approximately doubled to $20.4 Million, doubling also the required number of inspector per million dollars of related capital improvements. However, the number of construction inspectors has remained constant. • Although Clearwater's population is less than '/2 that of St. Petersburg and Tampa, our C.I.P. budget Is approximately equal to that of both St. Petersburg and Tampa. However, Clearwater has only five construction inspectors (3.5 FTE to support Capital Project Inspections) where St. Petersburg and Tampa have 14 and 21 Inspectors, respectively, to support Capital Project development. 3-6 F • i w ,t FY 1997/98 - BUDGET ENHANCEMENT FORM t 1. Darrlgtba: .. ;-. ' See attached. r 1 2. Won Statement: See attached. ; a? 3. Staff Communles(lon: See attached . 4- 1 ?.r.t Fa rwwrw? ?I 's. r. "ov wwrrww? ,t •}bY •j fir 'r 'Er POSITION REQUESTED FOR TRAFFIC ENGINEERING TRAFFIC CALMING ENGINEER' SAP 5 SALARY: $27,379 BENEFITS: 2,407 Neighborhood Traffic Calming is a new program that i3 iweeping the country. it's intent is to provide a jurisdictional liaison to meet with neighborhood groups and associations on their home ground to aid *in calming internal traffic related problems. Since the City Engineer announced such a program is being developed in Clearwater, we have had responses from a number of associations wanting to be added to the GsL In the present 1996-1997 budget there is a$ 1001000 C.I.P. project titled Traffic Calming. The money has been appropriated; the position is needed to make it happen. „y The position of Traffic Calming Engineer would; • Provide a City liaison to review traffic related issues with neighborhood groups and associations. • Re-establish the trust which sometimes breaks down„6etween neighborhoods and the City. Lately we have had the "Mandalay Proje#" issue and the "highland Avenue - Flagler Drive" issue. • Accumulate the traffic data required to make a 1raf,Galming decision. • Design the appropriate traffic calming methods to the satisfaction of the affected neighborhood and City Engineer before presentation'to the City Commission. • Actively participate as a member on the new residential Traffic Calming Committee forming in the Florida I.T.E. section.`` _ • Aid in the collection of traffic data required for'Peoy for Pinellas' projects and the Countywide traffic signal coordination project. - The City of Bellevue, Washington recently contacted us,cor?cerning neighborhood traffic calming, since we are of equal size and pop ration. They have, established a $75,000 annual budget and 2.5 positions for their needN;axid,'lookingt "ex land. Tampa, has one position and adverirs,ng for another. Pinellas County 1i 'so loolang; o establishing a traffic calming program with additional personnel. :, .:,.. A program of this magnitude cannot be absorbed into,i Traffic Engineer or the Operations Engineer; In accot Statement "and through all who care about it gilt a a position that is truly needed. :; - RayTraaKF?iaoaarins ,?;:;`".:,;..'•-....,,<.?; ling dunes of the Assistant pith the last thought in the Vision community" it is a program and 4 . ' `S f?W) rj. . .a 199` ITE International Eonl'ercnce March 23--26, 1997 • Tampa, Fjortda, USA imnsporkd1on and SCommunfln-wes Challenges and Opportunities for the Transportation professional n an era when communities tae demanding more attention be paid to sustainment and livability, today's transportation professional must plan, design and operate transportation facilities that contribute to this objective. To Meet this challenge, transportation engineers and planners need a rum knowledge of what transportation strategies can and cannot do to enhance livability, while at the same time providing safe and efficient movement of people and goods.. This conference is the lath in a series of annual ITE conferences that provide transportation professionals with '-formation on meeting current and future challenges. The ?. iforrnation" generated at this conference will be critical to transportation professionals employed by federal. state/provincial, regional and local government agencies, tonsulting !"tans, universities and industry. The Professional Program The conference program will consist of plenary sessions and concurrent tracks of sessions focusing on 1) Neighborhood Traffic Calming, Z) Multimodal Considerations k Approaches and 3) Planning & Policy Issues. You tailor the program to meet your needs. You'll hear from many of the preeminent transportation professionals in the field, zmt hcre wM be pleiity of opportunities for informal discussions_With both the speakers and mating atundecs. The conference will also indude:exhibits of transportation products and scrvita.- Plenary Sessions • Sustainable Communities--Challenge & Opportunities for the Transportation Professional (Opening Sermon) • 'Worldr?g with Oche: Disciplines (Closing Session) Neighborhood Traliio Calming : . • Nei&hbothood Traffic Calming: Ile State of the An • Astesslrg tit Coro and Benefits of Neig'bborhood Trafl'so Calrnlug Mcmu a (Sponsored by the ITE Traffic Engi. Deering Cotlacil) • Neighborhood Traffic Calming: Do We Need Warrants? (Sponsored by the M Traffic EmgineeAng Council) • U.S. Experiences In Neighborhood Traffic Calming (Sponsored by the M Traffic Engineering Council) ES 1•, • International Experiences in Neighborhood Traf#ie CaLxt• ,3° ,' ing {Sponsored by the ITE Traffic Engineering Council) • Designing Neighborhood Strects • Using Roundabouts, Divcrters, & Humps • Educating the Public on Ncigbborhood Traffic Calming (Sponsored by the ITE Traffic Engineering Coun4 ' - :- .11 Multimodal Considorailons & Approaches • Knitting Communities Together (Sponsored by the rM " ' Transportation Planning Council) • flfultimodal Approaches for Livable Communities and ' Downtowns (Sponsored by the Bicycle Federation of Amerian) r" • Transit Strategies to Enhance Major Activity Ccnten (Sponsored by the ITE Traruit Council) ' • Pedestrian and Bicycle Friendly Communities in Fbridst.: _ , (Sponsored by the City of Gainesriile & Florida Dcpart:;!0-. ment of Transportation)1 '`.. Y.,•°1: . • CreatingWalluble & Bikcable Communities • TDM and Sustainable Communities (Sponsored by the _1, 1TE TDIA Council) • I•T?S?an?d'SustainableCommunities(Sponsored bythelTlr•';t:? ITS Council) -Il(i: • Enhancing Multimodal Approaches Through Trafiic::Trxr:, Engineering •{;;?; _,, 3 Planning & Polley Issues • Determining Benefits, Coss, and Funding • AdJeAn Community Consensus on M ' r Projects • Working With Citizens Groups (Sponsored by the ITEAlid. " »r:+' '.;,• Transportation Planning Council) x ' • Eahandng a Community's Safety ai:d Security {Sponioicd ' 5 c .. by the 1TETr•utsportsrioa Safety Couna? • Preparing the Transportation Professional for DealCFisIN41., with. Today's Issues (Sponsored by the ITE T tom' urn +`} '-?' tiers Education Council) . '•r ?•is-jam} ?;f •r.4 ,,' ?' • Ned-Traditional Approaches • Managing land Use and Accessibility • Roles of the State DOT 4 b-1 Implementation of ¦ Multimedia Highwal Sign Database. Smai'lus, T'lsonsa% Bullock Darcy. Besly. David rM. Sept, 211. Know You Vital Signs: Implementing Research on Driver UnderstandlaS of Traffic Oxwol Devices. Hawkins, Jr, K Cent. Rhodes, Lewis R. CF P.2dt.' . Motorist Understanding of SelWAd W&mb4 Signs. Stokes, Robert W.; R*' Mal=o• rzats J« Russet Eugene R. ITT, Aug., X ix Y'• Specistl Signs and Pavemem}us:T Inv Improve Pedestrians Safe yAfe "tins, Rlchrrd A; Van Houtcn. Itae; M161e12- [acct, Lords: Van Houten, tai; I's 71 Charles 12 2 . no, Det "Stop and'Rsit%V: A Camp aip'A sins] Trafrtc Vandalism. Elfisoss. James W. CIF, 2511. Traffic Sign Inventory and Ma Sy: tem for 1w+ls mesota Dq)an *1 Trans. portation Metro Division. lWusmeier, James P.: Ahbouse. Todd D. Hudrlit, Csarks CrP, 248. Transpo4aHBn DOITIC3 ManagemQntrw ' "• . Development of Interim NOV Lx`?rt`b:!• I&%. Texas Skmonek, Dough X: CrP, HOV. A Regiocal'Approach. biAlirEnry, Kent L CIP.S& ]tow Costly am Cost Effective AM >ECO P:oVsm7 Schreiner. Eric N. C 1P.384. Measuring Public AeceptablMly d Ocmgex, tion PM4 Options in Mintxsow L.ari, Adeclr Budeye, Kenneth R. C P.473,- Observations on Pricing, Conggstlotr and Mobility. Nakadepw% Roy t70NP A Stated Cboi= A New Toot for'Ikafit orisr lion Demand Forecasting, DOW Patrick: C?itazi, Chen Cynthia; ir ti Me j tahd" Hamm rw.jsn,.?. TLse Impact of Corporate Dog Aj' Goad Adjmuneat of an Em TDM Prograta. Papaz€an, Fd_ wa??Y CONF. I IT. "• r? st ?.r • ry . Toronto Arterial L{fjb Occupsix* Vkeh (HOV) Liwea: Effective.Oferertioa Safety and Icafommenl. BaotJ1 mond M.; Babar, Gent Orafailk m Transponad" Demand Maaa.f'ti' a Carr AW Pricini Stt . Findings no Conclusions. 8 ud?eye, KejIi rA It. CW, 389: Use of Narrow laces read Taking of Exist' )lanes for HOV- "Charks.;fr. Usln= Benerit-Cosi'Analyslb to Across Modes, Demand Ma ' It Delay and Passenger Car Equivalents. and Intelligeal Tlraaspgrtatios. i., Stra tegles. DtCC-o 1a•Souza, Cofse4 II:trY; J? 1Kfrass. CI*. t Trafnc Cal,,_ ? f' A Tooro= ApsrwAV Remelop., DMon >R. Dtr? ? h JCWML i Ut'baa Calmin j: it a Icnpluneatshtlos. q?tlia, lCrys C>TP.4181. Developing and Implementing Traffne Calm- ing Warrants. Ptrone, Jowpb P. CTP. 3$1. Environmental Capacity of Neighborhood Streets. Dallam, Lawrence N. CTP. 42Z Neighborhood Spited Control-US. P'ractlcm tMman, Gerald L CTP,1 11. Neighborhood Traffic Control. North Central Section. Institute of Transportation Engi. ricers. ITE, LP-385. Neighborhood Traffic Management: Atbu- querque's Experience So Far. Hassett, Ronald E.; Haywood-Spells, Mary Lot:. CIP, 429. laPnning for Succmful Neighborhood Tr*Wic Management. Allingham, Doug; Craig, Gary J. CTP. 417. Recstab[ishing Trust: Developing a Commu- nity-Based Traffne Calming Program. Smith, Bridgct. CONF,162. Relationship between Zonal Variables and b ufividual Vehicle Speeds on Law-Speed Urban Streets. Smoker. Marlon D.; Tar• ris. Joseph P ; Mason, Jr., John. CTP, 341. Traffic Calnurng: Do's and Don'ts to Encour- age Bicycling. DeRoberlis, Michelle; Wm:bjel. Alan, 017.498. Traffic Calming: Ttie Local Area Traffic Management (LATM) Approach. Per. one, Joseph P. CONF. 21 S. Traffic Eng1noering/Oporcrnons A Reexamination of the Analysis of Freeway Bottlenecks. Chin, lioong•Cbor. 1TEJ, Jar., 3& Accuracy and Visibility of Speed Measure. meni Devices. Antonucci, Nicholas D.; Tartu, Joseph P.; Mason, Jr., John M. CIF, 336, n. Assessment or Merits of Converting Lanes for General or HOV Use. Prevedouros, ' Pans D. ap, 92 oa Canadian Capacity Guide for Signalized Intersecfionk Second Edition. Committee on the Canadian Capacity Guide for Si; na ized lniersections. District 7, institute of Transportation Engineers. nE District T. LP-097A, Case Study of A Single Point Urban Inter- , chsagc Including Triple Left Turn lanes. Hunt, Mkhelk R; Mt tinovids, Susan 0. t C7P.289, Compitisou or 1985 and 1944 HCM Signal. ttjor izred Intersecx Delay F.stirnates. Preve- L, doum% Pains D4 Koga, Cathy A. rM, July.2& rsti Early Green Start Analysis lor Time-of-Day Signal Coordination. KuzbaA Ray. rM. Aug-49. ur,- Effects of Heavy Vehicles on Intersection tut. • ' Benckohal, Rahmm F.; Zhao, Wcixiong. CONF,70. Y Etkiency,of Dual Left-Ttarm Lane Intersect lions in Charlotte: A Study Using TRAF. ;f NETSIM. Shack. Rlyaj A.; Graham, .. ; Jolinuy R. n W. Apr., 26, Evaluation of the Sara Diego-Coronado S3 ^' : ' :Bridge Moveable Barrier System Cachet. f ass r .,? `Roar T.; Salaw. handy. C7P. = 1 03 F'?-;An Eirpanded LOS Gradatioa Sys. tern. Cameron, Ron. ITV, Jan„ 40. Gap Acceptance and Approach Capacily al !!nsi&nalircd lntcrscct;ons. Wan, Shane; Vin Aerde, Michael. UTj, Mar,, 40, Gap Acceptance for Elderly Drivers oa Rural Highways. Yt, ling. M, 299. Is A Rcksrnbk Luse Sysscm Safe? Blether. too. It, W. Martin; Oho), Man Cli'P, 277. rM. riiWA Launch 4-Year Tralric Engi. ne c big Effort. fTt:.. f1TJ, Jan., 43. Know Your Vital Signs: Implementing Retc.irch on Driver Understanding of Trst.'v: Control Dcvkjm Hawkins, Jr, H. Grn•_: Rhodes, Lewis R. CTP,261. Le,eck of S;.rvke-Getting Ready for the 21st Centuty. Baumgacnoer. William F_ nv. JJ6:+_ X Nfcssarz5 of Performance for Nlthway and Trant:t Systems. Shbakio, Saad A.; Reed. Gcas.,le L C i'P,143. Modern itasindabout Interchanges Come to Amcrk3. Ourston, Leif; liall, Gregory A. Cl'P. 273- • More Signal Capacity-With Less Green? Roop. ail, Nagui M.; Akcelik. Rahmi. nV. Jufy. 34. Moving Forward By Scaling Back an Arter- ial. Meyer, Keith G,; Kruger, Gary E. CONl:.65. One•W.ty Conversions for Calming Denver's Sttcets. Mffoh 111, Robert F.; Kocbevar. Iia'-A A. CONI=.109. Opetatiotrat Analysis and Performance of American Roundabouts. Flannery. Aimcr; Datta,Tappan K CTP.21& Projectin, Annual Traffic Volumes from Peak 11our Volumes. Ramsey, G.R. Stu• am rrlr J, Aug., A Public Inrelverotnt in Traffic Engineering - Chsnbing the Walt We Do Business. Bich: itr, John A. CONF.7& - ' . Some Asprc3 or Tmf& Operations on Two- tare Rua] Roads-Some Australian ii xpe- sierx-m Underwood, Robia:CTP, 304. "Stop artd Think": A Campaign Against Tralri, Vandalism, Ellison, James W. CIF, :",•S TractovTrailor Reverse Movement Path. Tern, Peler;•Schuster. James J. ITI J, Nov., .4 . Traffic ncktior Designs for Isolated Inter. sWions _Bonneson. James A.; McCoy. Patrol: T.-IM, Aug„4L Traffic l hgFr'S c ing Education Plan Using Alleruatiyc Media. Poe, Christopher; Mason Jt.. Johns; Picirucha,.Manin T. OONF.%-, 9. r. Traffic FiS,&eering Operatnonss Certiriation. Wihm J!iigene M. COh"F,184, Traffic Engncering Operations Certification. Wilson. Eugene M. rM. Ue4, 24., TRANSI7-717 Comes to the Rescue: A New Mcibcd to Aaalyzc it RotaryfTrafric Cit. efe. Sbaikr:_Rlyaf A.; Brown-West. Onksye; AficMnaK Owen J. CP, 213. Use of Narrow Id= and Taking of Fling Lanes fro HOV. Fuhs. Charles A. CTP. 97. UsingTechnology to Boost Traffic Engi- neers' Productivity. 1-11m,';0ordon; Knugcr, Gary. CONF, 87, " 4 [[E JOIJRNX* DECErJ18131 199 v ' L• l _ . ,. Nye ? • ? ? : ` ? ' , ? ? 4-4 l Traffic Calming: HOT HOT HOT Neo-Traditional Neighborhoods The ITE will publish a compendium on traffic calming examples from around the world. The Canadian ITE (District 7) and the Transportation Association of Canada are developing a Traffic CaUming Man- ual for Canada. The Traffic Engineering Council will work on a traffic calming toolbox. • The ITE will begin the update of the ITE textbook on Resi- dential Street Design and Traffic Control. • The Traffic Engineering Council will complete an ITE Recommended Prac- tice on Speed Humps. It is one of the hottest issues of the ITE for 1997. IV;is a hot topic in many local communitiesaround the %yorld. It is traffic calming. .The followuig list of ITE activities for 1997..is provided to assist Traffic Engineering Council mcmbers be- come aware of tlic broad array of traffic calming issues and to pursue avenues that may iuierease their knowledge on this sub- ject. Technical Sessions'' • Aix entire track= is be- ing devoted to. neigh- , boyhood traffic` calm- ing at the ITE =Interna- tional. Conference in Tampa, March 23-26. The Traffic Enganeer- ing -C-ouncilris- spon- sorink ve of the ses- sioris-.- At - the ITE.'.-'Aunual one-ray seminar on Me4ing in Boston, August 3-6, a track neighborhood traffic calming is, being is..-being devoted to traffic calming. sponsored by the Traffic Engineering They-Traffic :Engineering Council is Council. sponsoring one of these sessions. In a _}. related area, (*'u'CounciI is also spon- Other Traffic Engineering Council Ac- sormg a session,on automated enforce- tivities T. meat systems..: The Council is developing a proposed z.. policy on automated enforcemeAt Publications An excellent survey on neighb;rhood ITE's Transportation Planning Council traffic management applications in lo- will completea Proposed Recom- cal jurisdictions is available. Contact mended Practice on Street Design for Randy McCourt at (503) 243-3500. TECHNICAL COMMITTEE REPORT dacksonvIH4 Flodds November &819% By. Jour T. Jrzoy RED, FSITE Technical Commince Chairman On OctoW 1, 1996, a Status Report was sent to Ms. Louisa Ward, Technical Program Manager for the Institute of Transportation Enesneers. II. Spbcotrttnittees &.Ttafftc t' - john Trio, P.E., Chairman, Transportation Planning Engineer, Votusia County Traffic Engineering, (904) 736-5968 (SUNCOM 377-5%8), E-Mail: jizzo@oo.volusia.11.us. Subcommkice develops one page fad skeet on Traffic Engineering topics. WQrlsine memtSmwith raw ma!at iLarcwelcoms. , . b. Access Managcment - Harry Campbell, P.F-- Chairman, City Traffic Errginacr, City of Orlando (407) 24;-2281. Inactive until the FDOT proposes airy new standards, policies or rules or applicable changes in existing standards, policies or rules. c. TnnsnoRa(LQn H deline - William Strange, P.E., Chairman, Traffic Engioces, Florida Twnpike(407) 826-0695, ext. 3474, E-Mail: jwspefl@att.worldnet.net. The Subcommittee will examine default values for FSUTMS to develop standards for LAOS, DRI and Concunency Management applications. The - Subcomrrtrittec is coordinadag with the FDOT Mode) Task a Fora. d. lnlcNh=l Lmsy;iSSm CM - James P. Reynold, ar B. Farradyne P.E., Chairman, Transporf* on Engineer, P. r• . (Miarnih (305) 261-47$5, .E-Marl: reynold@pbworld.com. ' 11is Subcommittee is WC iiwing the FDOT'S ITS Stair-wide Plan. os C. School Sarcty - Reggie Belle, Chairman, City of Titusville, (407) 268-6044. Developing a needs survey. ' b& f. Growth Martaeement-Joseph N. Debs, P. E., dairrnan, Vice u' 1 Presidmt - Transportation, Reynolds Smith & Hills (Jacksosiviik) 904-279-2140. Ibis committee is being •iod- ,?; :,° ;, resclivated uDduanew Chairman ands developing Goals and crsrirr: ' :. • 9. Rio 90 its 3bfrkc Calming - Jerry Dabkowski, P. F-, ., law- Chuhman, Vke Prcaident - Transportation, Filler, Davis & %Vithis a Associalcs, Itic, (813) 287-5136. New Commitee will shd at the November, 1996 FSI`I'E meeting. Call Jerry for 'details. KEEP YOUR ADDRESS CURB; SEND ANY CHANGES TO: Jo lrPi A. Dab.- P.E. I.aE Coutrsy DOT. 13777Siivat &*;. Caaar Fr. Myc sr FL33912 (941) 335,-2220 FA%: (941) 33$4344 .,T ?U i ¦ •. 1.''0 4 FY 1997193 BUDGET ENHANCEMENT FORM 1. Dacription: See attached. ' t ' . ; . ? ? _d _ i,4 , ', ?. s •, .. y q r 2. Yistoo Statement: See attached. Stuff Communleation: 3 . See attached . 5-I p ;. ' n( . n . POSITION REQUESTED FOR TRAFFIC ENGINEERING SIGNS & MARKING TECI.1N1CIAN R46 (FULL TM E SIGN FABRICATOR) SALARY $20,709 BENEFITS 4,067 ; .'j• :7.. Sign fabrication has changed over the last 5 years. An employee who was adept at Silk Screening now must be a highly skilled computer operator. New methods, processes, equipment and materials make almost anything possible in the sign making business. - u. Presently, there are (3) Signs and Marking technicians who are capable of fabricating sign's'on a part ;'• time basis. Their other duties include installing roadway center lines, lane lines, reflectors, :s_ top barn .. crosswalks; installing parking spaces in parking lots, on-street and in the garages as well as ipstahliij the'.., signs they make at the shop. 71crefore, signs are made as they are needed. Planned sign replacement is on a 10-year basis. The City is divided into 10 zones. Therefore, all signs within a zone a.-'re repla ;Deed .' ' . every 10 years. Accidents, a change in policy or signs that need replacement for any reason receive; - attention regardless of the zone. Presently, we are behind by 1 zone. That is, a year behind on Ylariited . ' sign replacement. A fill time sign fabricator would completely streamline this operation. Signs fabricated: 94195 Budget Year - 2930 95196 Budget Year - 3500 96197 Budget Year - 1226 through March' Additional workload is being added: • New street name sign project (blue with hibiscus) • Decorative signs Oubiscus} s Project signs • Meeting notification signs - ' As a comparison, attached is the Pinellas County Signs & Marking Organizational'chad andtheAmual Activity Report. The chart indicates each position is specialized. They employ two full-time signs fabricators and produce 4,172 signs in their 1995196 budget year. :,.,r '•',',' In accordance with the Vision Statement, the addition of this position would enhance the sai'ety"ofthe community, give the City a unique identity with an upscale signing program and provide the tou' st•wi convenient identifications and direction. Attachments `pX DAWdpm SJ?MrrlcnfTec? . r ? ,?,' ;, 5-2 - . 1 1. V I 1 a. ? Qpr OO W . Q Q? N V M ? ? N S a h J U? S g g fl q p4 ? U S Mrot ra I d r Q co o ?` YY do t 5-3 t= Pinellas County Highway Oep6riMent' Sign Shop Activity Report 10/01/1995 - 09/30/1906' Signs - New Stan & Dual Fabrication .u Signs - Sign Replacement S1gns - Resetting Signs Signs - New Stop Sign installations ;;.;? Signs - Other New Installations Signs Removat of Stop Signs Signs • Removal of Other Signs Strfpfng New , e,.lj .1,=r V1Y, t .gyp F:• . ,. ,.N" Y'I .4 . ..y5r I ~„•?' 47 1 4,17'2 3,000 3,793 898 tiw?+T?6 • 81i 38.22 i? t `FY 19971'9$ BUDGET ENHANCEMENT FORM 1. DesMptbat See'.att8ched. • .lam 1 ti. . .fi. 3 M L Y13t00 $taleMest Seeattached. M1: . t? n CamknunkitZo??: 3. S r attached . ;r 6-1 '; , f .. ylr MAKING THE CITY VISION HAPPEN ?r TTI1,E: Computer Aided Drafting Technician PURPOSE: To acquire 1 new Computer Aided Drafting Technician NATURE OF JOB: REQUIREMENT • UPDA'T'ING RECORD ATLAS SHEETS ANNEXATIONS AND ZONING- UTILITY AND HOUSE NUMBER- • CONSTRUCTION PLANS PERMITS UTII.ITY RELOCATION PLANS- HIGHWAY WIDENING PLANS--- • PRESENTATIONS EXHIBIT BOARDS ORDINANCE CITIZENS AND OTHER CITY DEPT& REGULATORY AGENCIES STATE AND COUNTY GOVERNMENTS PUBLIC SAPS IT PUBLIC INNI:OKMATION FIRE GRID MAP STATION RESPONSE PLANNING POLICE PATROL ZONES PATROL ASSIGNMEM WATER DISTRIBUTION MAP INSURANCE SERVICE OFFICES • LEGAL DESCRIPTIONS SKE C ES - -- - --- STATE LAW • REPRODUCTION OF PRINTS CTTIZ,ENS AND OTFIER. CITY DEPARTMENTS ADDITIONAL JOB DUTIES BEYOND JOB DESCRIPTION: • ENGINEERING CENTRAL COUNTER . MISSION STATEMENT do ORDINANCE • CUSTOMER SFRVI MISSION STATEMENT • TECMCAL TRAINING ?- ' -- IMPROVE PRODUCTIVITY • AERIALOVERLAYS- IMPROVE PRODUCTIVITY VISION STATEMENT: ..Y This position will aid in the timely preparation of roadway, utility and recreation area construction plans. Any improvemento. to'the City's roadway system incorporate design features which improve safety for bog the local citizens as weal as tourists. Utility Improvements such as upgrading the'water system and extending th6 sanitary sewer system will improve public health andmater quality by eliminating dead end lines and improve the fire hydrant system. The extension of the sewer system will eliminate the use of septic tanks which can be a health hazard and have a detrimental effect on the environment which is used by the year round residents and tourists. The extensions of the sanitary sewer system into areas where there1s' no sewer available will matte existing property attractive to developers thus increasing the tax base. Engineering's involvement with the Parks Department includes preparing plans for new recreation MAMac :M ?'nf M ON HAPPEN • DRArrR4 .Wj4 REVMM 4/I 1 /97 6-2 a-16..• ???a...,, . r areas and maintenance of existing sites. These enhancements are enjoyed by both tourists as well as year round *residents. The additionof the Computer Aided Drafting Technician will help to continue the excellent service given to the general public and other City Departments. It will also give Engineering the ability to partially relieve the current backlog, as shown in EXHIBIT "B'. ; PRIORITY NEEDS PROJECTED FOR TBE NEW COMPUTER AIDED DRAFTING TECHNICIAN: See Attached EXHIBIT "B": STAFF COMMUNICATION: Engineering Services Staff was involved in the determination that an additional position is needed. The City Engineer, Chief Engineer and Drafting Supervisor as well as the CAD Technicians all had input into this determination: The City Engineer and the Chief Engineer have been concerned with the turnaround time with some of the Department's projects. Five categories were measured by involving the 7 current CAD Technicians working in the Draping Section, who assessed their workload based on five factors as shown in EXHIBIT "A'. MAKING msCnY MON HWEN. DRAV71r1GWJS R EVIS D 4/11/97 6-3 EXHIBIT `A' ADDITIONAL WORK LOAD ENGINEERING CENTRAL COUNTER - A CAD Technician has been assigned full time responsibilities of the engineering permit section of the Central Counter. In addition, the CAD Technicians are.elso providing overflow and backup services to the engineering permit section. This work effort represents approximate 130% of a full time position. This positlon provides technical advice and assistance to the citizens of Clearwater and approval of various permits required by City code. We need to keep In mind that one CAD Technician has been reassigned as the Engineering representative to Central Permitting, thus the 7 Technicians are trying to do the work of 8. In addition to the CAD Technician in Central Permitting, the other technicians are also helping the public at the Department's Engineering public counter. The time spent by these technicians helping the public lessens their work output on CIP projects and record keeping support for other departments. GRAPHIC DISPLAYS AND PRESENTATIONS - The Engineering Department is making far more use of graphic display arts than ever before to assist the Engineering Department and other departments in communication with management, the City Commission and the general public. Public presentation of Inforrnation in graphic form has become critical to the process of Engineering project development and management as public involvement has reached an all time high and is expected'to increase in the future. This work load is expected to increase as we move into the new media of Power Point Slide presentation in addition to standard drawing displays. This additional work effort represents a current commitment of approximately 27% of a full time position. PROJECT MANAGEMENT/COORDINATION - One of the Departments major goals is to improve project management and increase coordination for the Department's many projects. This management effort also proposes to coordinate Engineering projects with acclivities by other departments and agencies which may affect our work We are now embarking on map graphics which vill show all active and recently completed projects. The maps will be used to coordinate project overlaps and provide rapid response to citizen inquires. The graphics wr71 at first be done with normal CAD tools and will later be done with GIS tools. This work effort represents approximately 35% of a full time position. GIS SUPPORT SERVICES - A Geograptile information System is currently being coordinated for the City in conjunction with Pinellas County's existing GIS data base. The Engineering Department has been preparing for this new system by the conversion of our atlas records to electronic media In AutoCad fomnat However, the conversion of records is sfig In progress and mnl require significant sorting and updating to convert to the GIS format being used by Pinellas County. This further conversion effort to confomn to GIS standards as writ as data maintenance and the updating of this data will be a significant increase to our current and proposed work load. This work effort represents approximately 31% of a full time positron. STAFF MANAGEMENT/TRAINING - Staff management, customer service training, technical training, work measurement, delivering materials to City Han and other outlying City Departments, etc. are using a portion of our overall work effort. This work effort represents approximately 35% of a full time position. 6-4 4n4M EXHIBIT `B' BACKLOG OF PROJECTS The following Information is listed in order of Importance for each category HEALTH AND SAFETY RELATED: 1. Addresses for City owned property - one time project, then just add data as needed to keep up to date. Justification -needed because some City awned property has several addresses. In addition some property has not been assigned an address, which can cause a problem In dispatching Police or Fire to an incident on the property. Three months. i Add new water lines to alias (water replacement phase) and add corrections from Water Division - one time project, then just add data as needed to keep up to date. Justification - needed by Water Division for use in the field and by the Fire Department to determine Cne sizes to hydrants. One year. 3. Update & check color codes on hydrant atlas - one time project, then just add•'data as needed to keep up to date. Justification -needed by Fire Department for quantity of water that can be drawn from a hydrant. Ten Weeks. Need to be done after item t is completed. 4. Storm sewer map showing drainage basins & major outfalls. Justification - need for environmental studies and possible fuel spills - one time project. One month. s. Water distribution map - one time project, then just add data as needed to keep up to ?' date. Justification -needed for an overall map of our water system boundaries and that of ?,.. the County's system. Also used by ISO for fire insurance ratings. Two weeks. 6. Hydrant Supplement Sheets - one time project, then just add data as needed to keep up to date. Justification -needed by the Fire Department for use in locating buildings in apartment and business complexes when the standard hydrant grid sheet is too small to read. Four weeks. CUSTOMER SERVICE - ECONOMIC DEVELOPMENT RELATED: 1. Update Damage Assessment Maps, Lists, & Forms - one time project then just add data as needed to keep up to date. Justification -needed for emergency use In case of a disaster. Four weeks. 2 Sanitary sewer assessment list. Justification to convert from hand written dataJo computer research records and keep up to date. Four months. r- a Construction Standards (Detail Drawings) - one time project, then just add data as needed to keep up to date. Justification -needed to complete the conversion from hand drawn sheets to computer drawings. Six weeks. :t?.. a Stone Water Utility Measurements - on-going projecL Justification -needed for utility tax purposes. Two days per month. "10 ' 6--5 044M BACKLOG OF PROJECTS (continued) s. Update Metes & Bounds parcels and Condo plats on alias and reprint hard copy original - yearly project, then just add data as needed to keep up to date. Justification -needed for citizen inquires and legal descriptions. Four weeks e. Update CAD sanitary sewer atlas with data from old hand drawn sanitary sewer atlas. Justification -needed for departmental and citizen Inquires. Eight months. 7. Update sanitary atlases - Public Service, Utilities (Joyce Geisel), Central Permitting, Engineering Field Office. Justification -needed to answer citizen inquires. Three weeks. c Microfiche ofd plans - one time project, then just maintain as needed. Justification -need to retain, lack of storage space and need easy retrieval for back up. One week a. 'Record' data recorded on CAD, atlases, etc. on going project. Justification -needed to maintain up to date records for office use and citizen inquires. io. Bench Mark Book on CAD. Justification -needed to replace hand drawn sheets with computer generated sheets. Three weeks. ii. Gas alias on our cad system. Holding for Gas Department to get a CD recorder. Justification -needed to answer citizen requests. 12 Add contours to the CAD system - one time project Justification -needed in order to prepare drainage basin maps for storm sewer and water quality studies. One year ia. Combined Subdivision, Condominium, Trailer Park Directory - one time project, then just ; add data as needed to keep up to date. Justification -needed for quick reference to answer citizen inquires. Two weeks. 14. Sort through survey folders - divide Into % sections where possible - one time project. Justification -needed to make it easier to retrieve information for citizens and field survey work. One week is. Sort through flat tiles & put back in order and make sure each drawing is noted on the "Drawing Record . (Make sure everything Is copied on microfiche) - one time project. Justification -needed to retrieve drawings In a timely manner. Three weeks. is. Organize Stack Tubes, - one time project. Justification -needed to mtr?eve plans in a timely manner. Two days. 17. City Owned Property - one time project, then Just add data as needed to keep up to date. Justification -needed to answer citizen and staff requests for data on City owned property. Sic months. is Make grid sheet for 1958 aerials. Justification -needed for easy retrieval for citizen inquires. One week ia. Convert hand written O.R. W to CAD - one time project, then just add data as needed to keep up to date. Justification -needed for backup research when an item cannot be found ? In the Clerks or Engineering's files. Two months 4n"? 6-6 * MAKING THE CITY VISION HAPPEN * ENGINEERING DEPARTMENT PRODUCTIVITY SUMMARY YEAR NUMBER OF CAD TECH'S DRAFTING PROJECT DEMAND DRAFTING PROJECTS PER CAD TECH. ATLAS SHEET DEMAND ATLAS CORRECTIONS PER CAD TECH. 1991 8 54 1:07 not available - 1992 8 60 1:07 not available - 1993 8 109 1;14 not available - 1994 8 168 1:21 232 1:29 1995 8 226 1:23 415 1:52 1996 7 200 1:28 517 1:74 Above shows the drawing project production by the Engineering Services CAD positions for the years 1991 through 1996. A comparative summary of overall unit productivity betwden 1994 and 1996. Engineering Services Productivity Summary Bon Soo 4ao a 300 Z ° zoo p' 100 1991 1996 Drafting Project Demand 1994 1996 Atlas Sheet Demand Productivity Summary • Drafting project demand has increased by 270% since 1991 and based on available data, the production of atlas sheets has increased since 1993 by more than 120%. • This increased work load demand has been primarily due to an increase in Penny for Pinellas Projects and other significant Capital Improvement Projects, presentation graphics and State and Federal ,._ k .Avironmental regulation requirements and new projects such as the proposed GIS involvement, • The drop in number of completed drawing projects in 1996 is because of change reassignment of CAD Tech to the Central Permitting Counter. 6-7 k c? U w bA 0 00 M? O\ v PLO a? U k W in 1.5 ?U G7 r? 3 t .1 H • god rs or 0 y CEO F? r Q in as U PCs US ? eri p :C U ` a :° a ?s ? M ? E? o W ? 0 q O Q [ N .. wo 420 o •• - w a Fq A JOE C? d i?A © w a U? M ;z PO PCI PC s a: • '? 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T, `t"II r?{?q •? .S`y± ?+?SY ??'?i??ey ? ?,....#,''1':j' !L'..: C, s r.Ya i?Xt, ??i7.`SK_.??'???'4+I?i ??Y., '•' vt"vjJ f?rwr}'.+,w?.i ?:? .. •,?'? ? •T r- r f ? ;.???d?,;l':r•.'•Yx??a{?m tf` yyqq. tFiTf{.sS f.?i:.`.7i i:if ?Zti' 'y"• • e .? %• ++ w. 4n .lit + O O O C7 O O O 0 O O O O O O 0 o O U C! 0 0 ti t0 to tr m N r 0 ,k,lnr 3Nnr IkV YV IlUdb HONVVY AUV,93J A?ianWr ?IAN,03a 4880100 A'a®i?®¦?I?I?®®®®dg®m W H cd U H al a as ? w ?i W U ? z z w O o z v w J w O u.. U !O w ' © ?Y U 9661 966G tb66I C66? 2661 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 u? o ?n o u? N N r r i' Q C1 00 4> N U W U ? GCS H ? N O cup U U a Q M A dUj .? Q1 ? cri 4-j c? • ,? ..? ? ? ? as v? ;- 5 cry ?-+ p 0 4p] ,v ?o (01 U Q o Ca '?t - ct3 M~ k Q a) Vl=l O Q P.y m Q ci lz W po Ei --j VWMW4 V CA O w rA O N . n W rn rn cu .5 cn t-4 .U b 4-4 `V .CA O CA 0 o v-n 15 10 cd 0 0 U b O L rr? CA O r--1 b O ,o 424 b?A 0 4.04 U O U Cd 0 0 ~C U] tip; cd 0 co 0 O O U TOO-l Cd U b N 0 E U rai O b.A 0 O 4-1 C6 .s` CA U 03 Et ?s O U v bA 0 o d3 .0 O CA O v? cri o? 0 rn U ;.4 P-4 O ? U 4-1 0 ?Un O cd U cn En U ? N C6 w 4 U Q 9b u C) 4-4 3 W © •O cd o ?., -? • C U Cd Q o 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: L& Ifazard • To address timetable for inspections; after-hours compliance * inspections; supplement to Fire Lane Enforcement program. ' ]Rapid r v i Capable Unit: Will provide continuous geographical coverage for units in training and/or supplement existing resources for either planned or unplanned "events." * Supplement '_Q.. Public Safety Education And_Communitvi+ artnf=hiQ 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. The current training demands to meet recertification requirements mandate attendance/participation at Centrally-located sites. Compliance often necessitates sending 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. REH:crh ' 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 527,379 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 r 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, Specific Duties of the proposed Human Resources Specialist position As relates to the Positive Performance Management Program-, 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. r v .. .. t• is .7 y, ng •.. :..,,.,..... ...F ... ... .. .. .. tia r .. , ... .. ... ' Prepares agenda and information packets for committee meetings; leads and assists the 1 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. e t F FY 1997198 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 S4,500. 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 Line, 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 5315. Total Reduction S169115. e FY 1997'!98 Cost Saving Opportunities Department: Human Resources Cost Center: Program: Employee Retention and Development 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 wili 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: Pra.pose .to reduce this area in half: from S1.650 to $825.; a reduction of $825. Total Reduction: 54,725. i ,r FY 199719$ 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 Examination Propose to eliminate physicals for most non Police and Fire personnel (while maintaining drug screen tests for all personnel hired); reflecting a reduction of 57,000. Employees eligible for pr.wion 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: $179000. FY 1997198 Cost Saving Opportunities Department: Human Resources Program: Employee Relations I 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 54,500. 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 S800. Training &_Reference: Propose to reduce this area by one half; from $1,400 to $700; a reduction of S700. Total Reduction: $6,000 l . FY 1997198 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. Program Savings: Travel Expense: Propose to reduce by half; from $3,680 to $1,840; a reduction of $1,840. Training 8t Reference: Propose. to reduce by half; from $1,880 to $940; a reduction of $940. Total Reduction of $2,780 1 ` t F - (.1 General Services Department FY 1996197 Budget 5% Budget savings $10,202,110 $ 510,100 Building & Maintenance Division 1. Custodial cleaning services $35,000 Reduce the frequency of cleaning service from five days a week to three days a week and discontinues day porter service at MSB. 2. Pest control services $ 5,000 Reduce the frequency of pest control services by treating every other month. 3. Window Cleaning $ 4,000 Reduce window cleaning service frequency by 50% 4. Library carpet and sidewalk cleaning $ 8,500 Eliminate extra carpet cleaning and sidewalk cleaning at City Libraries. 5. Carpet Replacement, $181000 Eliminate replacement of carpets in City buildings. b. Painting Projects $25,000 Elimination of painting projects requiring outside contractors. Savings would be offset in future years by increased maintenance costs. Fleet Maintenance Division 1. City Fuel Site usage $40,500 There is currently an estimated $0.24 per gallon savings by using one of the City fuel sites in preference to the Voyager fuel card. If 50% of unleaded fuel use was transferred to City sites we could save the estimated difference in fuel cost. This savings however would be offset in the user departments in payroll charges for time spent to drive to a City fuel site. The attached chart indicates the cost for various pay, rates assuming a loss of 5 or 10 minutes to drive to a City fuel site 2. Parts procurement has been outsourced since the 1980's . We have been performing this in-house since January 1997 when the contract was canceled by vendor. We are evaluating an RFP to S? -ll.t..U•1l}[:. A..4: dx;4V-1-a .» .. --1_"_-.__.--.-.- . . replace this contract. Actual cost effect cannot yet be determined. 3. Automotive cleaning/polishing $10,000 reducing frequency of car and truck cleaning and polishing service. The negative effect would be less attractive equipment and shorter life of paint surface and increased rust repairs. As an internal service fund, we attempt to match revenues with expenditures. Any savings in expense is passed back to the user departments. Further reductions of expenses at this time could have a negative effect on productivity, availability of equipment, and down time. For these reasons we do not recommend adopting these savings. Over the past two years, General Services has changed the method of calculating the monthly billings to the user departments for Fleet activities. The billing method changed from a method based on average costs by vehicle type to an actual calculation based on each individual piece of equipment. This method gave utilization control to the user departments allowing then to increase usage on low cost equipment and limit use on high maintenance equipment. This method is also allowing for the replacement at an economical point in the life of the equipment. This change has allowed user departments to control fleet expenses and therefor control fleet's operating expenses in repairing this equipment. The Building & Maintenance division is in the process of developing a billing process similar to Fleet that will bill based on the cost of each building. This would allow user departments to be proactive in controlling building and maintenance costs. A Senior Electrician (Salary 25,846 Total Benefit $34,327) is needed to provide needed services to the City in a timely manner without incurring additional costs through outsourcing these services as needed. A recent survey showed that the average time to respond to an electrical request is 6.3 days. The following is a comparison of local electrician staffing. Clearwater Pinellas Cty Hillsborough Cty Electricians 1 Sq. Ft. Maint. 1,102,753 Sq. Ft./Emp 1,102,753 12 8 3,000,000 3,100,000 250,000 387,500 A Tradesworker 11-Plumber (Salary 25,204 Total Benefit $33,631) is needed to provide needed services to the City in a timely manner without incurring additional costs through outsourcing these services as needed. A recent survey showed that the average time to respond to an plumbing request is 6.9 days. The following is a comparison of local staffing (there is no special classification for plumber, all are classified as Tradesworkers). Clearwater has one plumber. Clearwater Pinellas Cty Hillsborough Cty Tradeworkers 18 125 80 Sq. Ft. Maint. 1,102,753 3,000,000 3,100,000 Sq. Ft./Emp 61,264 24,000 38,750 Building & Maintenance responsibilities have increased dramatically over the past four years with very little change in personnel to handle the extra workload. The following is a comparison of the FY 1992193 budget to Fiscal 1996197. FY92193 FY96/97 Change Number of Employee 22.5 24 see note* Sq. Ft. Of Buildings 1,094,708 1,375,430 23.95% Tons of Air Condition 1,638.8 2,031.3 25.64% Note* Increase of 1.5 employees reflects: • I additional employee to replace contractual services for filter replacement and fire extinguisher maintenance. •. .5 increase was a transfer of a shared administrative employee with fleet to be fully in Building & Maintenance. • There has been no increase in the number of trades employees during this period. The attached charts indicate the results of the above changes on Operating Expenses and Retained Earnings. Building & Maintenance Retained Earnings had been negative for the past several years and was turned around in 1996. Fleet Retained Earnings were being depleted each year until it was reversed in 1995 and 1996. v City of Clearwater General Services Department Fuel Cost Difference 519197 N:I)ATAIEXCELWOEZ. ZELW8BUDC3MFU ELSAVE.XLS)Sheal l Cost Per Ga te ll MI n 15 G 10 H l P A o lion r lli a ons - IIl1 $ our y ax m u 10 $25,00 $4.17 $0.278 2a ons $0.417 5 $25.00 $2.08 $0.139 $0.208 10 $20.00 $3.33 $0.222 $0.333 5 $20.00 $1.67 $0.111 $0.167 10 $15.00 $2.50 $0.167 $0.250 5 $15.00 $1.25 $0.083 $0.125 10 $10.00 $1.67 $0.111 $0.167 The above amounts converts the payroll cost of 5 or 10 minute additional trip to go to a City fuel site vs. a Voyager station to purchase gasoline. The cost compares various pay rates for a 5 minute and 10 minute trip to purchase 10 or 15 gallons. This assumes an hourly pay rate. The full benefit rate would indicate larger total cost differences. 9 Prepared by Fred Bslzel 519197 . Page 1 t U W w Lr) LO 7 m i) C co Im E W ,Q c 41 b m ?s . F±. V v ? { ? O ? V QQ ?? p O p g cv Q Q p 4 QQQ ;unowy r a) cm Q. ?ul i? e O ¦ i N I m i N • C m C1. x LU lay C ? I W CL E m cs Z 1 W ^ w ,, W n // v 'i . ? E 4 fS '?i J,.q; 1i .j, +j ' i • , ?rr. ? ? ? •. ? yF t w e• s`4 `r IS K• ? ?+y j1 i . t}?? . `; , . . C . r ..? 8.1 . S- v • t• ?f7 {a] N N T T 9 CI T TT 01 C" r T T i 0 Qf QI T Gl OI t0 a r I [0 U W h W V r of OI r C L.. 0) 11 CA C7 Itl r 10 N m W °1 } G7 C d ? N T r m r I Q7 T 6 C 7 O O O O O O O O ' ' $ g O 11'7 g O g u'? g g $ G N G g S S ?! O r'f1 1n K M r7 N 11 r? w junotuy ?.yT?:. ? ? : s -, ;rYri i;1};x ?? ? ``r'' :r x•c: .?; S ? 'Kia'P rf.: >:'r ._Y . ? ; .... . , ?'.? . . 4 e r .. s m O. Ul h c ' .. mot. ?i ?l'E}?'?? r1S? ?Y?If an• r " ' r > ? , {j ?.t* - t r. { .. ll, . i{: caw 4 ?e ' } > • ? `.`3. .i ? y ?w.? ?`.: ki o t` r8 YY r P] N ? V) I a I rn m i ! 9 Facilities _Management Office (New Program Backg or and The City Manager has requested that the Director of General Services organize a Facilities Management program. Instructions given to the Director of General Services were to attempt to use existing City staff expertise with minimal new positions. The Director or General Services will be responsible for coordinating team members from the other City departments. General Services will also dedicate a percentage of the task time to Facilities Management from a temporary support manager assigned to Fleet Maintenance and a support manager assigned to Administration. A new position was authorized for an Architect Project Manager that will work in the General Services Department. Facilities Management operations normally have specialists assigned to certain areas of responsibility. These specialists are usually Contract Administrator, Construction Administrator, Operations Manager. Work done by these specialists are necessary for a successful project. Facilities Management will attempt to use expertise from various City departments and temporarily reassign General Services staff to accommodate the functions, however, the Director of General Services has requested that an accountant be funded by Facilities Management and assigned to Finance Department for internal control purposes. This position will be charged with the responsibility for coordinating the financial requirements for all City projects. General duties will be to ensure that the required format for financial documents are included in bid documents, or selection contract documents for contractors, consultants, and architects. The accountant will also ensure that construction pay application requests are approved by the owners (department under $25,000) Project Manager, or the Facilities Team Project Manager and that the City's Project Manager certifies the pay application to schedule milestones. FMOPRES.DOC This program will assist in construction projects, maintenance projects, and managing facilities as an asset. Cm truction Projects This phase will include planning (with the user department), design, construction, and accountability for all new construction projects costing over $25,004, require a City' building permit, or require any future maintenance up-keep. All remodeling and renovation of existing facilities will also be included in the scope of this phase of the program. Main enano 'ects This phase will control all maintenance and repair of existing buildings. A managed programs of uniform maintenance for all City buildings will help maintain buildings in top maintenance condition. This maintenance management will help extend the useful lives of all City facilities, reduce future repairs arising out of minimal maintenance programs, and ensure that buildings are safe and meet life safety codes. Faci 'jigs Amt Management This phase will work with scheduling repair of the facilities and long range maintenance. This will include working with scheduling of the maintenance projects indicated above as well as major work such as air conditioner replacements, roof repairs, and roof .replacements. , 1r F.,ogram Overview This program will attempt to correct problems encountered on the Harborview Center and Municipal Services projects. Remodeling projects have also experienced similar problems. A managed program of Facilities Management, by considering buildings of City as the expensive asset that they are, will maximize the utilization of facilities for user departments,'citizens, and visitors to Clearwater. This will be achieved at a minimal long range cost. This program, utilizing the Architect, Accountant, Building & Maintenance division and the administrative staff will develop and implement procedures for: • Programming • Team Task Assignments • . Contracts • Construction Procedures • Claims • Close-out Procedures • Minimal Construction Standards • Special Requirements of Various City Departments •. Building & Maintenance standardization Requirements • Accounting Issues . GENERAL SERVICES DEPARTMENT IDENTIFIED AREA OF CONCERN: Need for Facilities Management 1.) , Existing facilities are major assets and need to be treated as such. a.) Actual maintenance costs need to be assigned to each facility and supported by appropriate cost center budget codes. The existing budgeting process uses averaging techniques which do not accurately reflect the cost of maintaining a facility. b.) Renovations and improvements need to be managed and scheduled to ensure proper care and quality. Currently, renovations and improvements are dependent on the using departments planning and scheduling. Frequently these projects are planned and scheduled without the proper input from necessary sources. 2.) Construction projects need to be managed to ensure that well planned cost effective facilities are provided. a.) New facilities need to be designed and constructed to meet programming needs, standard construction requirements, applicable code requirements and be cost effective to maintain. b.) Renovation projects need to accomplish the goals stated for new construction but must also be designed to interface with the existing building systems which are not being replaced. BUILDING AND MAINTENANCE DIVISION AREAS 1DENIUMD TO BEGIN ADDRESSING DEPARTMENTAL CONCERN: 1.) Re-engineer budget process. a.) A new process will help address the need for treating the buildings as assets. Identification of costs and scheduling of repairs and improvements will be areas of focus. Highlighting the cost of maintaining a building will provide incentives to the using departments to support the concepts of quality facilities management. The temptation to do projects in a manner that produces the cheapest up front cost and not the best long term approach will be diminished. b.) Identification of, maintenance intensive facilities will aid in the development of construction standards and programming requirements. The analysis of building materials and techniques used in these facilities will provide a process for continuous refinement of quality management. 2.) Staffing a.) Differential labor rates will provide a truer representation of the cost of providing technical building services and the importance of proper design and maintenance of these systems. b.) The increased communication with the using departments will provide a trend that requires increased levels of service and quality that will impact staffing levels of either trades people to do the work and/or contract administration for outside contractors. ACTION PLAN: 1.) Identification of Issues a.) Administrative levels - outline concerns to city administration concerning lack of proper planning, design and communication among city staff prior to construction and renovation projects. These issues are linked not only to improper procedures but also to a lack of resources to implement procedures after their development. Issues: Location of facilities Type of construction Construction philosophy Construction management Construction standards Quality control Design with operating costs in mind. Provide examples and site tours if required. b.) Internal action: 1.) Develop a format and conceptual process to present to the departments and city administration for their feedback. 2.) Request additional staff to make it possible to provide quality, timely and cost effective services. c.) Departmental levels - Meet with directors from all departments to identify their needs and obtain feedback on a proposed format. 2.) Combine all information received to develop a draft - format and process documentation. 3.) Obtain administrative approval. 4.) Communicate proposal to using departments and obtain their support. 5.) Develop computer applications to support the new process. 6.) Implement the new procedures. 7.) Track and analyze response times, costs of services and customer satisfaction. 8.) Continue to request additional staffing to provide quality, timely and cost effective services. LL 0 cle r arwater h U 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 8, 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 intern or possibly a part- time employee to assist us with the Department's workload. DK1dk r Finance Department Coat 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, 1099R's, and refunds/rollovers. 6,500.00 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 Of additional employee grunted). 3,500.00 Total Finance Division Savings 98,200.00 Enhancements: .5 FTE File Cleric 9,450.00 Assistant Finance Director - 1 FTE 67,380.00 Total Finance Division Enhancements 76.830.00 Net Savings 21,370.00 Risk Management Cast Savings: Eliminate 1 FTE - Risk Mgmt Specialist 41,500.00 Outsource work from above position (30,000.00) ,j Net Savings 11,500.00 f. M Purchasing Cost Savings: At mid-year 88-97 purchasing eliminated .5 FTE Accounting Clerk - ($16,000) - Transferred to Payroll Hire temporary to perform vendor registration. (2,000.00) Net Cost (2.000.00) Utility Customer Service 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 staff assistant positions . (cashier 1) 55,470.00 Total UCS Division Savings 103,280.00 Enhancements: Add 1 customer service representative. 31,500.00 Net Savings 71,780.00 Total Finance Department Savings 102,650.00 5 _ i F FY 1997198 BUDGET ENHANCEMENT FORM City of Clearwater Department of Housing and Urban Development 1. Description: The reassignment of one loan officer from Economic Development Department will dramatically increase the administrative assignments for the one remaining loan officer. Last year our residential loan officer processed 98 loans. In order for the department to maintain this level of loan production I am requesting enhancing the loan production staff resources through the addition of a Loan Processor. This should be a SAMP position. A competitive wage range for an equivalent private sector position is a Level 4 salary ($24,890 t0 $38,580). Both loan officers are at SAMP Level 6 salary range ($30,117 to $26,681). 2. Vision Statement:..."a place where all people can prosper." The most relevant citation its from our values statement, "...efficient, effective, economical provision of services." • E re 1"?Y-:Y?rYw ?`x.f:}'ir?;l;: i''S: ;L}r4"??Q?Iw ,:.L •; ;.x e ?`. ?F4?d'? ?F•:.;?. •.•rltr..r?.s.i ...............s _.-...?.«..?. ? ., .. ,. .. .. ... OFFICE OF TOURISM BUDGET 'REDUCTIONS AND ENHANCEMENTS May 8, 1997 OFFICE OF TOURISM DEVELOPMENT 1997138 BUDGET PROPOSAL MAY, 1997 CURRENT BUDGET The current 1996197 budget was established only months after the Office of Tourism was initiated in January of 1996. No operational experience was available at that time to serve as a basis for budgeting. The current 1996197 budget allows for $143,000 for advertising and promotion. A Public Information Specialist position was added January 1, 1997 to assist the Director. Together with salaries of $89,690 and other miscellaneous items, the current 1996/97 budget totals $264,450. The one area in which the office could have saved 5% ($13,02250) would have been advertising / promotion. However, during the course of the year, the Office is consistently managing to keep costs within budget and using good judgment to find cost savings in some areas to offset other unforeseen or unbudgeted expenditures. For example, a savings of $5000 will be realized by changing a fulfillment service vendor. In addition, value-added and negotiated advertising opportunities are yielding more return for the planned investment. V BUDGET CONSIDERATIONS Administrative Support In view of the workplan tactics from the Strategic Planning process, the level of involvement with the industry and action items will be significant in FY 1997198. Currently the Public Information Specialist functions not only as an assistant to the Director, but also as the Administrative Support Staff for the Office. As a Public Information Specialist, Julie Murphy assists the Director in developing written communications for correspondence and publication, manages the street banner program, oversees intern activities, handles all research requests, interacts with the industry when the Director in unable, is responsible for compiling response-tracking and reports, handles all requests for information that are directed to the Office, oversees City procedures and policies and is the Office representative at industry tradeshows or familiarization functions. The amount of time currently spent by the Information Specialist on office related functions such as reception, faxing, mailing, purchasing, budget management, supplies, proofreading, scheduling, typing, filing, etc, is approximately 509o'. With the addition of the proposed workplan tactics, one person can not perform both functions successfully. We are requesting to add a Staff Assistant III position to assume responsibility for Office operations. With the additional support staff, the Office Director and Public Information Specialist will be better able to implement the strategic tourism marketing program in support of the City's vision to grow Clearwater's tourism industry as its trademark. N, ?F.. • 3, ' 1t ? ,^ti". . ``," . "s?', r..r :'r•e'.?J,:??'tYAS•. a.r .. . n. ,.. -. ..., ._.. . ....? , BUDGET ENHANCEMENTS Personal Services Staff Assistant Ill Professional Services Postage/Shipping for fulfillment Advertising/Promotion/Other Promotion Other Promotions Public Relations Contractural Services (Intem) Membership/Subscriptioa's Travel Street Banner Program Office Supplies 1996/97 Budget Proposed 1997/98 Budget $ 22,000 8,500 35,000 161,590 63,750 25,000 1,200 1,000 1,000 12,000 8.050 $339,090 260,450 $599,540 ? A All W • 00 (DIN E t t t O cD -9 79 0 • .' CD ` W co :9 cc cc to CL yMI ' !L Y? `' /mow] WI MCI ii 1 O CR P P ?s Fi W LL E E a N '.. co P O CA e v? $ G m ' :.. t1 ? ?c ? g?°o W p O C2 W Q c a? r o _r N p ? N a I - 69.0 4$ 40 cc 9 ;;:. oaron 0 U . a.z? f-fl C 0 CDC la P- 2z oo0000 'd . o o v, o 0 0 , p W 0 C) Ln Y7 co Ln to o .o 0 V! W V! V) W I • . a 7 . O EN 94 N m E O a E _S wc m S o? 0 E C CL M ? O Q ? W m N ,am 8 m o=-15 ca Hy mEE"-"?.. .O Gf CC' CD E a?a ` CC f 2m00 it 2 NF-gu 9888 O S S O . O O M O C C gg Q O p pp 00 N t 00 CAS R NaiNU) t-o o w .- H H H H H H H th H ea N C U A 8 5 E 2212 CL w v o c C a. . ? a ID i5 . m CD 0 ? V E M W L c c U C cc E ? w c o E E,c Ems O, j2 a a "I Iwo m m m > w 9 aw 10 cri U Q IL) o o m m E E E? ?'c?? aaa?°- C??a..w oogaoagaao 00 OOCD coca 0 o aoocscaca gc o?'Qaooo0 OQIOOOOOQ ?cu?o+r??n?nw C a ?T- T-N?-N so YloHtsHYl19V'! V!N V!N c s IL E C r 9 c C9 16. °- moo .? V! V tsj w C S$S°o,a °c°oo°Q in o a g w tVO 44 4& ` 11J o .1 o it a .. is . $ m f? N W rw? O A a E . a 4 n ? 11 4 f r . i Z CL oV 'A ? ? q pp p ' O t as r= Q, Co CD m co E v co 1- 0000 0 „ ? j N 1N ?A V! if! N . ! Vi O 'O N I+ ?l1 N N E? V- PM c Y s a cr q t ON :4oC?C o $ ' w 94 N M 3m??$ Eo co Q' ? O a ?. 1 y w O w N m L C C a E N N j G b N 7 G W L ? ? {I ? itll U c a, a, ? o E E $ y co a E? w CLw u.o z o J - c cr. M $ S S Q N a a N b4 ?9 IIi m .=. ?0 H m oc S E om ??v a`? v? hoc acn c; r V ? •N ? . o N a? r E ? m Zip ? C o a r- ? ?cc a c • ? o o ? a id o 0 Q O Q W) W) o o ri a C1 h V! V/ ? G O a. a W o S $ o I to E_CD , b n a r b 0 ? N O goo d c N ? H H N g m cm 2 ao 0 o ? c .s c _ o ? V c? F k' 1 r -T i CENTRAL PERMITTING DEPARTMENT r. ¦ ..................... .................................. .. MEN S:::-:* ..... ............ ..... ........... . ........:: :.::::::::'L'.......... ... !:::...... ....1 .................:............::::::::::::::::.:::'.:.. ... .......::::... ....................... .... ..........................:................... :.. .Y.. 1t Y.: : 5::: :::. ... ?. .. V . ' .. ST:. N. A ........ UN..................................::.::.:.. .............................:::::::..................................... . FITY 1997/98 BUDGET i 0 /Fr ?S? ? r N J W Central Permitting Department Interoffice Correspondence TO: Betty Deptula, City Manager FROM: Scott Shuford, Director of Central Permitting S S SUBJECT: Central Permitting Budget Enhancements CC: Bob Keller, Assistant City Manager/Economic Development Kathy Rice, Deputy City Manager Tina Wilson, Budget Director DATE: May 5, 1997 Attached please find Central Permittines proposed budget enhancements for the coming fiscal year. As we have discussed, these enhancements are in two key areas: • Customer Service Enhancements • Long Range Planning Enhancements These are critical areas for achieving the City Vision. The proposed enhancements are not "band- aid" improvements. Rather, they represent a comprehensive enhancement of City activities to promote these key areas. Specifically, they are based on extensive research and analysis of "state of the art" programs in other communities and an exhaustive internal analysis of both the Central Permitting Department and other affected City departments; these analyses include the work of the interdepartmental Development Review Task Force. These enhancements represent a roughly 15% investment increase in the current Central Permitting budget. Roughly 1/3 of the proposed enhancements are in one-time equipment purchases; the remainder is in personnel costs. I thank you and the City Commission for the opportunity to present these enhancements. T feel you will agree that they are necessary for us to achieve the improved customer satisfaction that is desired in our next "Bordner Report" customer survey as well as to create a long range planning program for comprehensive visioning and oversight of both planning issues and capital projects, Please advise if you have questions or comments. SS/db FY 1997/98 BUDGET ENHANCEMENT FORM CENTRAL PERMITTING DEPARTMENT 1. Description: ll. ' :?' €::?? _ ?' :? r '.: `:CUSTOMER SERVICE.'ENHANCEMENTS The following enhancements reflect a comprehensive, realistic assessment of the department's customer service improvement needs. They include: • 2 Associate Planners $75,000 • 2 Customer Service Representatives (CSR's) 30,000 (mid-year) • 1 Accounting Clerk 0,090 TOTAL NEW PERSONNEL $135,004 PersonnellAdiustments T • Upgrade 2 temp. Inspector positions to permanent $11,000 • Upgrade 1 emergency CSR position to permanent 4,224 TOTAL PERSONNEL ADJUSTMENTS $15,000 Kamen • Radios for Fire Inspectors $7,500 • Self-Help Area 2,500 • Microfiche Machine 15,000 • Enhanced Fax Capability 10,000 • Computers and Furniture 30,000 • New Uniforms 2M TOTAL EQUIPMENT $67,000 • Planners - The proposed enhancement reflects both a substantial shift in the way' Central Permitting operates in the current planning area and a net reduction in staff available for current planning. One of the proposed planner positions would be a design planner who would assist the Development Review Board on design matters. The position would help coordinate site plan review and implement the administrative design review functions in the new Land Development Code. A second planner position would augment the "regular" zoning/short range planning functions of the department. Staffing reorganization would result in a reduction of one position in the overall current planning operation. This reduction is made possible by streamlining our processes and procedures and through the changes proposed in the new Land Development Code. • Custom" Service Representatives - Two new CSR's are proposed to address shortages in counter personnel. These positions are the [Writ-line positions that € = customer visiting Central Permitting will meet. The attached chart identifies the need for additional personnel in the CSR area; as the information clearly shows, we are able to be fully staffed only 10% of the time in these key positions. However, with organizational changes being implemented (establishing a supervisory Central Permitting Coordinator position over the CSR's) and proposed (Accounting Clerk) for the central counter, we recommend a "wait-and-see" approach to these positions. If the supervisory presence and cash management workload reduction has the desired effect, these positions may not be needed unless a substantial increase in the number of permits occurs. We will monitor the need for these positions and report to the Commission during FY 1997/98. • Accounting Clerk - We propose a new staff member to handle impact fee calculation and collection and departmental financial matters. This is a key enhancement intended to simplify/streamline the impact fee functions currently handled by multiple departments and to resolve money handling issues identified in the department's recent internal audit. • Personnel Adjustments - We propose making the temporary/emergency Inspector and CSR positions permanent, the need for these positions is anticipated to extend over the foreseeable future. Details /Equipment • Radios - We propose purchasing radios for each of the Fire Inspectors. Field communications have been identified as the "weak link" in providing coordinated inspection services between Central Permitting and Fire. • Self-Help Area - Our customers have identified the need for an area within the MSB to allow for customer research. Having this area available will meet this need in a relatively inexpensive manner. Some additional furniture and document reproduction will be necessary to implement this concept. • MieroFche Machine - Our current microfiche machine is nearing the end of its useful life. It is heavily used by our customers. Replacing this machine at the current time will result in greatly improved customer service. This new machine is also user friendly; it will allow customers to make copies of standard film as well as film with construction plans. • Enhanced Fax Capability - Our customers have identified the need to receive extensive fax services from our department. We propose a "fax on demand" system which will enable the customer to interact with a menu of available fax services. • Computers/Furniture - New staff will require computer hardware and software as well as furniture. • New Uniforms - New staff will require new uniforms. priorities Asked to set priorities among the above enhancements, Central Permitting staff and the Management Team recommend: • Strongly recommended. Accounting Clerk; Design Planner; Personnel adjustments; All equipment. • Highly desirable: Current Planner. • "Wait-and-see": CSR's. 2. Vision Statement: The Central Permitting Department is a key "player" in the successful meeting of the City Vision goals. The City has three primary goals: public safety, economic development, and tourism. Our permitting and inspectians programs support the public safety goal. Our customer service and emphasis an quality development and streamlined permitting support the economic development and tourism goals. The overarching goal that covers each of the three goals listed above is customer service. Central Permitting is proposing justifiable and needed customer service enhancements. The City Vision calls for innovative thinking. Central Permitting has demonstrated a longstanding commitment to innovation and continuous improvement. Our productivity continues to improve through the application of innovative management techniques (e.g., self directed work teams and cross-functional teams) and staff dedication to quality service. The enhancements listed above are intended to address customer service issues identified in the Bordner Report in addition to meeting Vision goals. While the departmental goals for FY 1997/98 have not been finalized due to uncertainties about the proposed internal reorganization, these service enhancements reflect the angoin commitment to the continuous improvement that has been established as a constant goal for the Central Permitting Department since its creation in 1993. 3. Staff Communication: The above service enhancements were proposed as a result of a comprehensive analysis of departmental customer service needs. Our revised work program for the current fiscal year includes a three part project. Fist, staff is committed to completely revising its land development regulations to reflect state-of-the-art development reviews intended to "inspire as well as require." Secondly, a reorganization based upon "desired-outcome" development review processing is a component of this project. Finally, a complete revision of City forms and procedures will be effected to reflect the revised regulatory approach and staffing. To address this broad issue, staff first prepared a draft land development code that is currently in a state of detailed interdepartmental review. Next, to examine our staffing organization and procedures, we utilized a comprehensive approach that included: • Mite to our "competitors"- We visited the City of Tampa and Pinellas County development review programs to learn from the experiences of these two recently-organized programs. • Customertnput- We have obtained customer input through our Land Development Code Steering Committee, two Land Development Code customer service focus groups, and a service enhancement focus group. In addition, we examined our ongoing customer surveys for information regarding the need for enhanced services. • Internal starffanalysfs - Our proposed service enhancements reflect an internal analysis of our codes, processes, staffing and forms by the senior members of the Central Permitting staff as well as input from our self directed work team and cross functional team and other staff members. Additionally, we used information derived from our recent internal audit to identify service enhancement needs; this audit indicated that this department's chief need from internal audit perspective was improved money handling. Finally, an interdepartmental Development Process Review team has examined the development review process for strategic structural imorovements. These three areas are reflected in our proposed enhancements. CENTRAL PERMITTING TRACK RECORD 4 • CONTINUOUS IMPROVEMENT/INNOVATION • FAX PERMITS* • ESCROW ACCOUNTS* • SELF DIRECTED WORK TEAM (SDWT) • CROSSFUNCTIONAL TEAM (COMPASS TEAM) • CENTRALIZED PERMIT/DEVELOPMENT REVIEW AREA* • BUILDING PLAN REVIEW COMMITTEE & DEVELOPMENT REVIEW COMMITTTEE* • MULTIPLE CUSTOMER SERVICE REORGANIZATIONS • FREQUENT CUSTOMER LIKES US - SURVEYS AND FOCUS GROUPS • NEW LAND DEVELOPMENT CODE • GREATER PRODUCTIVITY (see following page) THESE SERVICES WERE STARTED IN TAMPA, PINELLAS COUNTY AND OTHER LOCAL GOVERNMENTS IN THE AREA AEU, WE INITIATED THEM IN CLEARWATER w I PRODUCTIVITY :*-:-EMPLOYEES" .. :. :# ,PERMITS 85/86 40* 62420 95/96 24* 9,146** * INCLUDES COMPARABLE POSITIONS BETWEEN THE 85/86 BUILDING DEPARTMENT AND THE 95/96 CENTRAL PERMITTING DEPARTMENT ** THIS PERMIT VOLUME IS AErE A CONCERTED EFFORT TO REDUCE THE NUMBER OF PERMITS .................. . ......°: `ER. S :O ' t.-HNOLOG ............ ......................................-............ .......:::: •..........:::::. ... . '. . Q SC TJ EI 'I'RAL'PERMI--.; ING, ............................................................................... ... . ....:: ::. SSES ONE-?'E?'T'S': WY'I' ONETH,J: ............................................................................... ............................................................................................... . ................ . .. ...... ..:::........:.: . ::5:•::•::}:::0 :::::::::::::at:. ' E :STAFF-THAN :10 :YEARS °A .. ... :?...0:- ..... ................... ............ ..................... ..:..............:..................................... ... E W i* :3 410 im, AO9 V M N At z oz a p zP-0 a N G C o ?A 0mco Moo ? 47 1? ? G?1 •? •0 • U 00 >4 : -< p :U W cn* Z rpw`?cn A 00 VJ > POO e • . e Q . FY 1997/98 BUDGET ENHANCEMENT FORM CENTRAL PERMITTING DEPARTMENT 1. Description: Lq ±1G :RANGE PL ANNIN ENHAN EME 5` .:.. . The following enhancements represent a new commitment to long range planning; this planning area has not been a significant part of City operations for at least the past seven years. Essentially, the enhancements will initiate a staff-based comprehensive planning program in the Central Permitting Department, reflecting the priorities placed on good planning and analysis in the City Vision. Proposed enhancements include: P onnel • 2 Associate Planner positions $75,000 FQuipmen • Computers and Furniture $12,000 • New Uniforms $---59Q TOTAL EQUIPMENT $12,500 Dctails/Ecmonnel Our proposed service enhancements in the long range planning area include the hiring of two new associate planners. One of these positions would be a "generalist" planner who would assist in neighborhood zoning studies, zoning analyses, redevelopment plans, capital improvement analyses and other long range planning projects specified in the annual departmental work program. This position would eliminate the need for most consultant-prepared planning studies and analyses. The second planner position would be a transportation planner. This position would be responsible for coordination with the MPO, long range transportation studies/analyses and bicycle and pedestrian improvement programs. Technical assistance could be provided to the jolly Trolley and PSTA operations in the City of Clearwater on an as-needed basis. Details/Eauiflment These two positions will require new computer hardware and software, furniture and uniforms. Priorities: Asked to provide priorities, the Central Permitting staff and the Management Team place all components of this category of enhancements in the strongly recomnnended group. 2. Vision Statement: The City Vision revolves around "thinking outside of the box." Recent major capital improvement projects have been closely scrutinized by the City Commission and citizens in terms of their comprehensive impacts. The Bordner Report expressed a citizen concern about the City "falling apart;" a recent beach CRA determination of need report came to the same conclusion. Establishing a long range planning program is a "tried and true" method for achieving the comprehensive focus called for in the City Vision and the Bordner Report. In addition, the proposed long range planning program will allow us to move from a project- specific, consultant-based planning program to a staff-based planning program. This is important for both effectiveness and efficiency. Having staff on hand allows us to more expeditiously respond to increasingly frequent requests for comprehensive analysis. From a cost-efficiency basis, staffing is a less expensive way to address the wide range of comprehensive reviews called for in the Ci Vision than a single-issue, consultant-based program. 3. Stab' Communication: Establishing a centralized long range planning program for the City is a major shift away from the current infrastructure provider planning that has characterized the City's approach for some time. This program will allow a comprehensive look at City infrastructure needs, zoning and development patterns, and neighborhood needs in a manner intended to address not only the specific problems being solved, but the ramifications from those solutions. A priority "filter" for capital improvement projects will be implemented in cooperation with the service-providing departments, establishing an independent analysis of project need. Teamwork and communication are essential characteristics for employees occupying these positions. Transportation planning has been shifted back and forth between Central Permitting and Engineering for some time. Currently, Engineering staffs the APO coordination, but has requested that Central Permitting take over a significant portion of this function. Having a transportation planner on staff will allow us to achieve this interdepartmental goal. Additionally, as the City moves towards a more multimodal transportation focus (bicycle, pedestrian and mass transit, as well as automobile), a broader approach can be taken under the proposed service enhancement. The attached planner comparison indicates how far behind Clearwater is in comprehensive planning relative to its local government "competitors." Long range planning has not been a focus for the City, yet there is a continuous call for a comprehensive approach with every major new development that affects a neighborhood or every major capital improvement project. The service enhancements proposed above will enable us to respond to this clear and present need. z o . a v N N N +d u1 a ? ' O 4 C,4 At C ? '"? a a ? F V RAMIFICA'T'IONS OF NOT PURSUING ENHANCEMEN'T'S The Central Permitting service enhancements are relatively complicated because they are based on a comprehensive restructuring of the Department. In an effort to advise the City Commission regarding the effect of not pursuing each of the proposed service enhancements, the following information is provided; CUSTOMER SERVICE ENHANCEMEN'T'S • Position Adjusunents - These are nonpermanent employees who will have worked for the City for two years (Inspectors) or one year (CSR) as "stop-gap" positions that have been authorized due to permit and inspection volume. The volume(we are on schedule to exceed 10,000 permits for the first time in City history this year) is expected to continue in light of the strong national and regional economy and the functional obsolescence of many of the City's developed properties. These positions are needed to maintain existing customer service levels; consequently, permanent status is recommended. Accounting Clerk - This position is justified from both operational (internal audit) and service enhancement (centralizing and simplifying impact fee calculation and collection) standpoints. Without the position, we will be unable to implement the enhancement and will continue to rely on a rotating CSR to cover Department cash handling, reducing the time spent with customers and requiring extra controls over our internal cash handling procedures due to the number of persons involved. Design Planner - Our new Land Development Code places strong emphasis on developer creativity and site design review flexibility based on City design goals rather than specific standards. Additional technical expertise is needed to implement this approach. Additionally, the position provides for backup of our existing design program (currently one person, Don McCarty) and allows current planning resources to be transferred to long range planning. 'The position is so essential that other organization changes (reduced staffing of the long range planning program or loss of Departmental budgetary commitment to the Economic Development Team) will be necessary to allow it to be created. • Current Planner - In order to allow improved customer liaison as part of the Development Review Coordinator program presented to the Commission as a Strategic Planning enhancement, a position is being transferred from the current planning operation to the counter operation. Additionally, in order to create a long range planning program and support the City Economic Development Team, additional positions are being shifted from current planning to these areas. This position is needed to maintain current planing staff at the mdused staffing level proposed in the organization chart. • Equipment - The proposed equipment is either in response to customer survey/focus group input and comparative analysis of "competing" local governments or is needed to support added staff. If the proposed staffing plan is not pursued or is adjusted, computer, furniture, and uniform expenditures will be reduced. If the radios are not approved, a more complicated field communication arrangement involving use of police dispatchers as "middlemen" between the Central Permitting Inspectors and the Fire Inspectors will be pursued. Without funding, the self-help area will be pursued on a much more limited basis. Without funding, we will not offer the improved microfiche and fax-on-demand menu of services to our customers. LONG RANGE PLANNING ENHANCEMENTS • Generalist Long Range Planner - This position, combined with transfers of existing staff, represents the minimal investment needed to establish a long range planning program for the City. The program should not be contemplated without this position. • Transportation Planner - This position may be regarded as an "enhancement" position to the long range planning program, but given the extent to which transportation projects will figure in the City's future infrastructure investment and redevelopment plans, it may likewise be regarded as essential. Without the position, there will be no "external" analysis of transportation projects from a comprehensive point of view nor will any City-level data analysis occur in a comprehensive fashion. • Equipment - These expenses are entirely personnel support; consequently, without the staffing, there is no expense. FY 1997/98 COST SAVING OPPORTUNITIES Department: Central Permitting Cost Center: Development Review Services Program: Planning Description: Central Permitting has an annual budget of roughly $2,000,000. Consequently, savings of approximately $100,000 must be identified to meet the 5% cost savings opportunity request. We propose to address this in two ways. First, we will continue to support the City Economic Development initiative by allowing the transfer of a rotating Senior Planner or CP Coordinator position to the Office of the Assistant City Manager/Economic Development while retaining the personnel and equipment costs associated with this position in gur departmental budget. Second, with the proposed service enhancements, we will no longer need outside consultants for most long range planning studies. In the current year, having the above service enhancements available would have saved the City approximately $100,000; for the purposes of estimating the coming year savings, we have utilized a figure of $45,000. Program Savings: Planner/Coordinator Rotation: $55,000 Professional/Contractual Services: 45.000 TOTAL SAVINGS: $100,000 Service Level Impact: None. (Commitment to staff rotation plan was made in FY 1996/97. Service enhancements will allow the effects of the professional/contractual service savings to be mitigated) Personnel Impact: Position: Planner/Coordinator # of FTE's: 1 Program Savings: Personal Service: $55,000 Other. 45,000 TOTAL PROGRAM SAVINGS: $100,000 0• ADDITIONAL COST SAYING INFORMATION The abovc form identifying cost saving opportunities has been accepted and recommended by the City management team. However, these opportunities do not represent Atli budget savings to the City since: • The planner/coordinator position, while having a net service cost to Central Permitting, still remains an overall City budgetary expense. + The savings resulting from less frequent consultant-based planning depends upon whether the Commission is actually interested in particular planning projects at all (the projects are debated annually at budget time or added to the Department work program during the year, they are not part of an ongoing p. Consequently, the following cost savings are identified to allow the Department to provide an alternative method of meeting the 5% reduction goal: • Elimination of the nonpermanent Inspector and CSR positions. This option would save roughly $75,000. It would result in longer waits and delays for our customers and the virtual elimination of our building code complaint investigation program. • Elimination of the Development Coordinator position to be vacated by the retiring Allen V. Mahan. This would save roughly $50,000. Its consequence: We would be unable to establish a Development Coordinator liaison position over the permits and licenses personnel as proposed in the Strategic Plan for development review service enhancement. :.....;: :..:::. S '..CENT•RA " PERMITTING f. .: .:': i. iii :.: i-•? ?:: +..:::..:. ?.,i:.?:;. IZATION:;•CHART,':.; F+' KEY * New ** Reclassified existing position *** Temporary/Emergency position made permanent OED BUDGET REDUCTION AMOUNT: ' 16,488.40 (6% OF 1888-97 BUDGET) STRATEGIES TO REDUCE BUDGET Reduce "Other Contract Services" by $16,488, SERVICE LEVEL IMPACT: + A reduction in training of five to eight trainer days. This could mean that as many as 320 employees would not receive training. (8 days X 40 employees per day = 320 employees). Reduced support for departments In their efforts to improve management/ employee and employee/employee relationships. • Fewer interventions to Improve cross-departmental problem-solving. • A reduction in assistance with work process improvement activities: . , A reduction In new program design. OED BUDGET ENHANCEMENT PROGRAM DESCRIPTION Offer on-site college classes through USF's PACE Program for both a Bachelor's and Master's degree. The Bachelor's Program would be in Communications with possible electives In Business, Public Administration, and Political Science. The Master's degree would be in Business. Up to 26 employees could be enrolled in each program, taking 5 classes per year in 8-week sessions. COSTS Costs for each class currently run approximately $5,000 each through USF. Some of the lower level classes could be contracted for with SPJC for a reduced fee. Ten classes per, year at $5,000 per class would be $50,000. Individual employees would be expected to designate their tuition reimbursement dollars towards to cost of the program; however, R is expected that many of these employees would be new users of the tuition reimbursement benefit, thus increasing the tultlon reimbursement budget. BENEFITS • Educated employees with more skills to offer the City. Degree programs geared to the City's needs. • Increased teamwork and bonding among the participants in the programs. Course assignments taliored to City Issues. Improved morale and goodwill toward the City. Opportunities for employees to attend college who might not otherwise be able to do so. LL Clearwater f V lnteroffce 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 8, 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 intemal 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 intem 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. q P , %L 0, ` `aria er U Interoffice Correspondence Sheet To: Betty Deptula, City Manager From: Cyndie Goudeau, City Cler C CC: Tina Wilson, Budget Director Date: May 8, 1997 RE: Budget Enhancements for 97198 While the following are not in the true sense,enhancements of the City Clerk Department budget, we are requesting increases in expenditures as listed below: (1) $10,000 in (301) contractual services for the micrographics program. (2) $35,000 for election expenses [costs spread out over various codes (301 contractual services, (431) advertising, (434) printing & binding, (102) part time salaries and (407 postal service)]. budget enhancements 97-98 r W 0 N V Interoffice Correspondence Sheet To: Elizabeth M. Deptula, City Manager From: Cynthia E. Goudeau, City Clero CC: Tina Wilson, Budget Director Date: May 2, 1997 RE: 5% Budget Reduction Proposals, Although each City Clerk Department team member had their own ranking of the importance of their duties, departmentally, we consider the following to be: Most Important: • Preparation and follow-up for City Commission (agendas, minutes, follow-up). • Records Management. • Election. Least Important: Cemetery. • Components of Assessment Process.. • Components of Records Management (i.e., Forms Management). In response to your request for a 5% reduction over last year's budget, eliminating or curtailing certain tasks may make it possible to delete a position in the City Clerk Department. The tasks and the impacts of eliminating or curtailing them are listed below. 1. Eliminate Assessment Searches -- minimal staff time would be saved, however, we would lose $5,000 in revenue and there would be no notice of pending liens to title companies. 2. Sale of Cemetery Spaces - minimal staff time would be saved, however we would lose approximately $25,000 in revenue. 3. Forms Management -- staff time would be saved, however, we would lose consistency and control; copy cost could increase. 4.. Reduce property owner notification to 200 feet - we would save approximately $2,000/year in postage and save some staff time. This would require a change in Commission policy and would reduce our efforts to better inform the public. S. Reduce microfilm contract -- would save money however, this would be an arbitrary reduction as we have found it necessary to increase the FY 96/97 contract at mid year. If reduced, departments in MSB would find it difficult to store records in their limited space and the need for additional space at the Record Center could occur. 6. Use staff for invocation at Commission meetings -- minimal staff time saved. 7. Reduce information input re boxes in Records Center - City Clerk staff time however staff time will increase for other departments and there will be a delay in being able to locate stored records. , 8. Eliminate one board reporter -- save personnel cost in the Clerk Department however, other departments may have to supply own reporting services which will impact their cost 9. Eliminate research for other departments - save City Clerk staff time however, this would require staff from other departments to come to the Clerk Department to do their own research. 10. Shift assessment payments to Finance -reduce City Clerk staff time however, increase for Finance staff. 11. Eliminate notices, postings and ads not required by law - save Clerk Department staff time but would reduce information to public. 12. Reduce distribution of routine information (action agendas, minutes, code supplements, etc.) - reduce Clerk staff time and copy costs but would not be providing timely information to other departments.. 13. Miscellaneous follow up letters for Mayor/Commissioners -minimal staff time and postage cost saved. 14. Eliminate precinct post cards for election - save $10,000 in postage and minimal staff time however, information to the public would be curtailed. I want to note that new technology applications, re-engineering and team building are ongoing in the Clerk Department. As we proceed with these efforts I believe we will be able to either reduce the need for staff in the Clerk Department or take on additional duties to reduce demands on other departments. However, we have not fully planned for or evaluated the impact of these changes on the Department and City as a whole. Within the next year a more reasoned recommendation should be possible. " v CITY OF CLEARWATER HUMAN RELATIONS DEPARTMENT MEMO TO: Tina Wilson, Budget Director FROM: Eleanor Breland, Human Relations Director DATE: May 9, 1997 SUBJECT: Cost Center 9231 - Human Relations Compliance Program (This discussion does not include cost center 9232, Human Relations Community Program, as there are no Operating Funds contained in that cost center.) The total.budget for the Compliance Program is $379,660.00. Approximately 49% of this or $186,200.00 is funded by revenue from the federal and Pinellas County governments. Each funding source requires a maintenance of effort on the part of the City as to the funding of the Compliance Program so that case processing is not impeded by lack of personnel or other operating necessities. The amount which would have to be cut from the Compliance Program to equal a five percent overall reduction would be $18.983.00. The only segment of our budget from which these funds could be cut is "Other Operating." These cuts would amount to more than a 50% reduction in our operating funds. (These line items have been reduced in each Fiscal Year since FY 94 along with cuts in other areas, such as Personal Services.) The reduction would be as follows: Remainder Travel $ 8053.00 Line Item 472 $ 6947.00* Memberships and Subscriptions $ 3430.00 Line Item 571 $ -0- Training and Reference $ 6000.00 Line Item 573 $ -0- Advertising $ 1500.00 Line Item 431 $ -0-** TOTAL $18,983.00 IMPACT The Compliance Program would be adversely impacted by these budget cuts. We would be unable to meet our contractual obligations under this scenario and would lose our outside funding. If the City does not continue to demonstrate its commitment to the enforcement of fair employment and fair housing laws, citizens would most likely be unconvinced as to the validity or viability of the City's vision of Clearwater as a safe environment for all in which diversity is valued. Therefore, we would strongly recommend that the Compliance Program's budget not be reduced. *It may not be possible to reduce this line item to this extent as a portion of the federal revenues paid to the City in any given year are contractually designated as travel expenses for training conferences. Additionally, funding sources niay require that N Compliance Program personnel travel to meetings about case processing procedures or• problems in individual cases, etc. Federal personnel work intimately with City staff, essentially on a case-by-case basis. **HUD, one of our federal funding sources, has specifically requested that advertising and outreach efforts be increased In order to increase the number of housing cases .processed by the City. Accordingly, this cut may impair.our ability to secure a HUD contract in future years. 9 Aft PIER GO ENHANCEMENT Status Quo COST SAVING OPPOR T UNITIES Reduce equipment service and repair code (462) by $10, 312 SERVICE LEVEL IMPACT Funding the maintenance project at mid-year from the additional projected revenues noted below will eliminate any negative service level impact on the upkeep of the pier. ADDITIONAL COMMENTS At mid-year FY 96/97, projected revenues are $14,540 more than projected expenditures for the pier. -011-- "In. }• SAILING CENTER ENHANCEMENT Status Quo COST SAVING OPPORTUNITIES ? ` lY 11 r.w Eliminate Building & Maintenance costs for maintenance at the Sailing Center. In FY 96/97 B&M's charges were $17,420. If the a/c maintenance remains and other maintenance is discontinued a savings of approximately $6,220 will be realized. With this change a new CIP for $8,200 will be established for maintenance. Proposed change: A/C Cost $3,000 CIP $8,200 Total $11,200 FY 96/97 $17,420 A/C & CIP 1? 1,200 Total Cost Savings $6,220 SERVICE LEVEL IMPACT This cost savings will have a negative impact on B&M's budget. aN. wV U.?-+.0 U A.'.u L.! Family Aquatics Center. Clearwater Beach, City of Clearwater Conceptual Cost Estimate Summary PSSU Construction Services, Inc. Mar. 26, JAY 14 1997 PHtss CLERK / ATTORNEY Item Description Estimated Cost BASE OPTION 1- Base Restrootn Building Option I (Low Pitch Roof) $160,000 Pool (3415 sf) $221,975 Raindrop (1 Ea) $10,000 Pelican Slide (1 Ea) ' $12,000 Drop Slide (1 Ea) $9,000 Concrete Deck w! Broom Finish $28,100 Sitework lFenclna. Water. Sewer. Llahtinal ISR.700 TOTAL BASE OPTION 1 , $499,775 10 Clam slide (shown on drawings) costs $24,000. However, an alternative slide has been incl. in base estimate. ADDITIVE ALTERNATES for Option II Add for Bldg. Option II (High pitch roof) $7,000 Add for Wall & Floor Tile Flnlshes $15,000 Add for Elec. Door Grilles $7,000 Add for Sundek Coating $19,400 Add for Larger Pool (3940 of) $32,600 Add for Clam Slide (1 Ea) Instead of Pelican • $120000 Add for Sprays (1 Ls) $800 Add for Shark Floatable (1 Ea) $10,000 Add for Crab Floatable (1 Ea) $9,400 Add for Funbrellas 2 Ea 5,000 TOTAL BASE OPTION & ALTERNATES $617.975 Asaumptlons and Exclusions- - Estimate Is conceptual and based on preliminary drawings - Unit-prices are based on historical P8S&J projects and std, rof. books - Costs for pool, raindrops, slides, sprays, ftoatables & funbreilas are based on W71 price quotes, - Estimate excludes Landscaping and Irrigation (by others) Estimate excludes Design, Construction Engineering S Inspection (CE&I) Fees - Estimate excludes escalation, all prices present daffy. Mar. 1997 - Estimate excludes environmental remediation/mitigation costs, if required fAconstll 1280Votf9leilCINFAMACQ,VVK4 MAY-09-1997 16;53 8135624825 ++wr-?rwaur+r,H riH?w rHlat bL / ly/-7 COPIES TO: COMMISSION 0312WO7 97% P. e2 --- V41 .d14 ?V."6, Vi JdU61V6.! Family Aquatics Center Clearwater Beach, City of Clearwater Conceptual Coat Estimate Summary PBSaJ Con trucdon Service, hta. Revised Apr. 10, 1227 _,.,. Item Description Estimated Cost BASE OPTION Restroom Building Option I (Law Pitch Roof) $160,000 Pool (4540 sf) - Includes plumbing for sildos etc. $278,020 Concrete Dock wl Broom Finish $27,800 Sit2work fFenctnn, Water. Sewor?etc. 558,700, TOTAL BASE ESTIMATED COSTS $524,320 ADDITIVE ALTERNATES Add for Bldg. Option II (High pitch roof) $7,000 Add for Wall & Floor Tile Finishes $15,040 Add for Elec. Door Grilles $7,000 , .Add for Pool Heater and Piping $81000 Add for Sundsk Coating on Dock $190100 Add for Raindrop (1 Ee) $10,000W Add for Pelican Slide (1 Ea) ' S12,200--,- Add for Clam Slide (1 Ea) In lieu of Pelican • $11,800 Add for Drop Slide (1 Ea) - Option 1 $0,000"' Add for Slide Option ll ($15,400) - In lieu of Opt 1 ;8,000 Add for Slide Option Iii ($20,000) - In lieu of Opt 11 $6,000 Add for Sprays (1 Le) $800? Add for Shark F1oatabte (1 Ea) $10,000 Add for Crab Floatable (1 Ea) $9,400 Add for Funbrsllas (2 Ea) $50000 (? • • ' Add for Shelters (2 Ea) In Rau of Funbrelhw $15,000 TOTAL ESTIMATED COST (BASE & ALTERNATES) Clem elide (atown on dwgs) coat: $24.000. Howwvsr. an altemattve (Pefkan) ends Iw been Intl. In esUmste. Bash, Assumptions and Uctuslons: - Estimate Is corxephW and bemW on proamu ry *rmn2s Unlt-prkm sro bas! on tkWrlcal PBS&J project: vA end. rot. books - Costa for pool, corer, raln*gm. Odes, W &A. noatsbles a fimbm4jas me based on W11 prka quotes. - Estimate has boon revised basal on MM mftad pine quotes (for larger pool and deck areas) - Estimate exdudes L.aWscaping, trrigafm and Site LW Ong (by oft m) Estimate excludes Design, COMbuC60n Englneft ft & Inspection (CE1LD Fees Estimate =dudes a uxis0m. as prises presa t day, Apr. 1997 • Estimate exdudes emkvrxnerttsl rvmodlaNorthnhlgaCora costs. K required EsWnate for Sttielters assumes the drab of the haKrft and canopy for Appm a 400 et no"mlovW structure end does no(k?dude any utllitles such as efedAW, okmtbino, ventilation etc.. if reaukM_ tlconaA112WJ0ffW%d*srwater%MWAMACa.WK4 W1 0A7 MAY•-09-1997 1653 8135624825 MMMMMMMMH HMHMMMMM rNut VI 97% P.03 rr. U.1 . r', ab. MU WA JJ4'L"IU44 hf 01) v im.. -•?, Family Aquatics Center Clearwater Beach, City of Clearwater Conceptual Cost Estimate Summary PBSU Construction Services, Inc. Mar. 26, 1 JAY 14 1997 Nness CLERK / ATTORNEY Item Description Estimated Cost BASE OPTION I • Base Restroom Building Option I (Low Pitch Roof) $180,000 Pool (3415 sf) $221,876 Raindrop (1 Ea) $108000 Pelican Slide (1 Ea) • $12,000 Drop Slide (1 Ea) $9,000 Concrete back wt Broom Finish $20,100 Sitework (Fencina. Water. Sewer. Llahtinai 558.700 TOTAL BASE OPTION 1 , ;499,775 • Clam slide (shown on drawings) costs S24,000. However, an alternative slide has been incl. In base estimate. ADDITIVE ALTERNATES for Option 11 Add for Bldg. Option 11 (High pitch roof) $7,000 Add for Wall b Floor Tile Finishes $16,000 Add for Elec. Door Grilles $7,000 Add for Sundek Coating $19,400 Add for Larger Pool (3940 of) $32,600 Add for Gann Slide (1 Ea) Instead of Pelican $121000 Add for Sprays (1 La) $800 Add for Shark Floatable (1 Ea) $10,000 Add for Crab Float.able (1 Ea) $9,400 Add for Funbrellas 7 Ea 15,000 TOTAL BASE OPTION & ALTERNATES $617.976 ,Basis, Assumptions and Exclusions: - Estimate is conceptual and based on preliminary drawings - Unit-prices are barred on historical PBSU projects and attl. ref, books - Costs for pool, raindrops, slides, sprays, Iloatables & funbreltas are based on W11 price quotes. - Estimate excludes Lar0sceping and In'igstion (by others) - Estimate excludes Design, Construction Engineering & inepection (CE&I) Fees - Estimate excludes escalation, all priori present clay. Mar. 1997 - Estimate excludes environmental remediation/mitbation costs, If required F.lcons11112801totr0eslCWFAMAC0,WK4 03128197 MAY--09--1997 16 s 53 8135624B25 97% I MMIia1HMHMM MHNMWiW.1 rNl?t b'L ,:57/13/7 ti V11 VA I E ?e? COPIES TO: COMMISSION P.02 05/09/1997 16:46 8135624825 PAGE 04 Voice your opinion in the planning of the censer ? You are invited to a AMA jg MPI/C Ifeeffilff where City of Clearwater staff will present conceptual plans for community input NednesdsY, A I aY 14 9 199, 7 Z-880A at the filexedgleAfeefillef 411ANSOMMYSIF9 call the Parks & Recreation offlce at 562-4800 for info»natzon w r -"OW1;U:W* t 1 MAY--09-1997 16:54 8135624825 97% p