PRELIMINARY ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET - 2009-2010
t
t
F
1
PRELIMINARY ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY OF CLEARWATER, FLORIDA
2009/2010
CITY OF CLEARWATER, FLORIDA
2009-2010 Preliminary Annual Operating
and Capital Improvement Budget
n
to
n
f
?
.
n».
au
Si --'-_ '- 4
4
FRANK V. HIBBARD
Mayor
PAUL F. GIBSON
Vice-Mayor
GEORGE N. CRETEKOS
Councilmember
JOHN DORAN
Councilmember
CARLEN A. PETERSEN
Councilmember
WILLIAM B. HORNE, II
City Manager
I CITY MANAGER
I June 30, 2009
CITY OF C LEARWATE R
POST OFFICIi Box 4748, CLEARWATER, FLORIDA 33758-4748
CITY I-IALI., 112 SOUTH 0SCE0IA AVENUE, CLEARWATER, FLORIDA 33756
TELEPHONE' (727) 562-4040 FAx (727) 562-4052
Honorable Mayor and Members of the City Council
City of Clearwater, Florida
It is my privilege to present my proposed budget for fiscal year 2009/10 for your review. My objectives
are to provide you with a practical financial plan while addressing the priorities of the City Council. This
plan continues the long-term financial stability of the City.
My decisions in this budget are both a result of today's recessionary economy as well as the need to
define a future for the City of Clearwater and it's residents that will continue to provide for our residents
most basic needs. In the new fiscal world we are facing, demands for City services need to be balanced
with very real diminishing revenue streams.
Our budget continues to be impacted by staggering losses in property values. The City's taxable value
has fallen almost 13% in this budget, reflecting a loss of almost $1.3 billion. This represents a 20%
decline from the point in which values peaked just two years ago. The sluggish economy offers as much
as 9% reductions in sales tax, and municipal revenue sharing revenues. Building permit activity is
particularly telling with revenues anticipated at levels 34% lower than the current year's estimates.
In answer to this economic downfall, my proposed fiscal year 2009/10 General Fund budget is
$114,666,850, a 5% decrease from the current year's General Fund adopted budget. The proposed
millage rate is 5.155 mills, which is 9% higher than the current rate of 4.7254 mills, but 8% lower than
the rolled-back rate of 5.5919 mills. With the proposed millage rate, property taxes revenues will be $2.3
million, or 5%, less than the current budget.
The Annual Operating and Capital Improvement Budget is $374,190,210 for citywide services, a
decrease of $766,070 across all city operating, special revenue, and capital improvement funds from the
2008/09 adopted budget.
"FIp'Al. EMPLOYMFNT AND AFFninlATlvit ACTION IiamLo i::R,.
Budget Philosophy
My major objective in this budget was to look for efficiencies throughout our organization. I have
reviewed all City departments and operations from top to bottom resulting in the elimination of two
departments, Development Services and Equity Services, with a reassignment of specific functions of
these operations to other departments. Across the City, staffing has been reduced by 86.5 full-time
equivalent positions at all levels, including fourteen upper level managerial positions, representing
savings of over $6 million. In the General Fund alone, I have reduced staffing by 93 positions at a
savings of about $5.5 million, absorbed increased pension costs of $3 million on the remaining
employees, reduced internal service operational costs to the General Fund by almost $1 million,
recommended no general wage increases, which saves about $600,000 per each 1% increase, as well as
proposing other ancillary savings.
At the end of the current year budget process, Council directed staff to obtain an independent review of
the Police Department, resulting in an efficiency study provided by Matrix Consulting Group. The
Matrix study was completed in March resulting in approximately $1.3 million in recommended savings
through efficiencies. My proposed budget includes potential reductions parallel with the Matrix
recommendations, designed by the Police Chief, to initiate a two year process to achieve the reduction of
seventeen sworn positions, while maintaining the current integrity of our community policing teams, and
the Department's ability to manage it's service requirements. '
In fiscal year 2009/10, the Police Chief's proposal provides for a budget reduction of approximately $1.2
million, and the elimination of eight sworn positions, five of which are currently vacant. It further
provides a process to begin the attrition of nine additional sworn positions with a reduction of almost
$565,000 over the course of fiscal year 2010/11, without having to change the current shift schedules,
and giving the department the opportunity to evaluate the necessity of eight hour shifts.
The Parks and Recreation Director is developing a five year plan to strategically reduce facilities and
services moving toward citywide operations rather than neighborhood facilities. This budget reflects the
first steps of the Department's five-year plan. Based on the citywide concept, I am recommending that
the Morningside Recreation Center building be closed. This will provide annual savings of
approximately $226,310.
In the program area of special events, our priority will be the core City events, with the focus on shifting
from being the producer of events to becoming a facilitator of events. Staff will continue to produce
Fun-n-Sun, 4'h of July and Sea Blues, but will be in support roles for such events as IronMan, Turkey
Trot and Jazz Holiday. This will save the City approximately $200,000 annually.
We have reviewed the hours of service for all recreational programs and have adjusted staffing hours as
well as hours of operation and related fee structures, resulting in savings of approximately $70,000. We
have proposed that senior club facility programs such as the lawn bowl and shuffleboard clubs handle the
operating costs of their facilities similar to other City facilities that are contracted out, saving the City
about $60,000. The cultural affairs staff has been reduced to two employees and will focus on the
student exchange program at a savings of $87,000, and in our landscape section, staff changes will limit
service reviews from outside contractors to a spot basis rather than after each servicing, saving the City
about $61,000. Further reductions in Parks and Recreation include 10% reduction in outside agency
contributions to PACT and PCMS for the operations of the Martin Luther King Center, representing
$51,680 in annual savings.
The Library will see a decrease of $123,000, or 13%, from the Pinellas Library Cooperative. Due to
economic pressures, our Library Director has designed a program to work toward a sustainable, leaner
library operation that will satisfactorily meet the majority of public demand at a lower cost to our
ii
11
?J
citizens. This budget provides a plan to maintain some level of operation at all library locations while
insuring access by the public during all days at some locations, once again adjusting scheduled hours at
all facilities other than the Beach. The plan proposes the move of the North Greenwood Library to the
North Greenwood Recreation Center, providing one single facility to serve all purposes in this
community. This library will operate at a reduced staffing level at the same level as the Beach library.
All operational changes for the City's libraries will save approximately $350,000 in fiscal year 2009/10.
In the Fire Department, my direction is based upon directives of Pinellas County government.
Clearwater Fire & Rescue provides emergency medical services (EMS) in the Clearwater Fire District on
behalf of Pinellas County. Due to the current economic climate of declining property values, the County
terminated the existing five-year EMS contract with the city and with each of the other municipalities
effective at the end of fiscal year 2009. The County has projected an $18 million budget shortfall for
fiscal year 2010 and has opened negotiations with Clearwater and the other municipalities to close this
gap..
As this document goes to print, the County has proposed eliminating two rescue units, Rescue 46
(Clearwater Beach Station) and Rescue 50 (Countryside Station) and instead adding a paramedic to two
fire engines to provide advanced life support (ALS) services to these areas. This results in eliminating
funding for eight fire medic positions and reduces our number of front line units from seventeen to
fifteen. These changes are reflected in this proposed budget along with the cost savings for the two
related vehicles equating to $640,000.
Other proposed changes include the elimination of funding for the Jolley Trolley saving the City
$150,000. And, with the Council's recommended closing of the Harborview Center in early 2010, the
subsidy from the General Fund will be eliminated reducing the 2009/10 contribution by $260,000 and
providing a further savings of $71,000 in fiscal 2010/11.
a The above only outlines the proposed changes that are of public interest when reviewing this budget.
Our administrative and enterprise programs have also provided further reductions in staffing levels and,
once again, travel, training, memberships and other operating costs have been reduced in some manner
throughout the organization. A complete list of all personnel reductions is included at the conclusion of
this letter and executive summary.
Consolidation of City Operations
In reviewing the City operating structure, I have decided to consolidate a number of City operations. As
mentioned earlier, building permit revenues and activity is down at a projected rate of over 30% and
expected to remain slow for an extended period. After careful consideration, I have decided to
consolidate what were the Planning and the Development & Neighborhood Services Departments into
one consolidated operation, which will be known as the Planning and Development Department, offering
a reduced staffing level, and other changes resulting in savings of more than $650,000. In addition, I
have discontinued Neighborhood Services as an independent program and the related neighborhood
grants. This, which has been a great program but, it is clearly not necessary in today's fiscal
environment. I have provided for a position of employee oversight for neighborhood services in the
Public Communications Department. These additional changes will save the City more than $130,000
annually.
The Equity Services Department has been eliminated and the position of Equity Services Manager will
be retained and operate under my direction as part of the City Manager's office, at annual savings of
approximately $150,000.
I lu
With the recent completion of some major City projects including Beach Walk and the downtown
streetscape, the City's on-going capital construction projects have slowed also. With this, I have reduced
staffing in the construction services programs of Public Services and transitioned the duties of the
smaller construction staff into the Engineering Department, saving more than $800,000 annually.
My citywide department reorganization has also resulted in a new reporting structure for the Beach
Guard program. This operation has already been transitioned under the direction of the Parks and
Recreation Director and a program has been developed to provide lifeguards on Clearwater Beach only
when needed and to address seasonal and holiday fluctuations. The cost of the beach guard program has
been returned to the Parking Fund at a savings to the General Fund of approximately $684,000 and an
annual savings of approximately $225,000 to the program.
I am proposing the consolidation of four system analyst positions, one in each of the Development
Services, Engineering, Finance and Gas departments. Of these four positions, two will be eliminated and
the support responsibilities will be absorbed by the Information Technology Department. In addition, a
position of database manager will be eliminated with the responsibilities shifted to contract support with
existing application vendors. The total savings from these changes will be approximately $150,000.
And finally, we have partnered with Pinellas County government operations to provide graphic services
for the City, providing annual savings of approximately $180,000. 1
Equipment and Infrastructure
We have strategically reviewed the necessity and use of City equipment throughout the organization. In
April 2007, the Budget Task Force recommended to the City Council that the City hire an outside review
of the city's fleet utilization to identify potential cost savings. Mercury Associates, a national fleet
management consulting firm was hired in May 2008 and completed their review in March 2009. The
final recommendations of the study included the elimination of twenty-two vehicles, which has been
done, and the establishment of a shared motor pool, which we are in the process of completing with a
target date of October 1, 2009.
During this past year, the Internal Audit and Information Technology Departments have performed cell w
phone usage audits and reviewed computer inventories. The results of these studies have been reviewed
with the applicable Department Director at Resource Management Committee meetings over the course
of the year. This process, combined with position eliminations in this budget, has resulted in the
elimination of eighty-one cell phone units and fifteen computers, producing an estimated $30,000 in
annual budget savings for fiscal year 2009/10. Further reductions may occur with changing operations
and related computer and cell phone usage needs.
As part of the Parks and Recreation strategic plan, we are reviewing all recreation facilities to look for
opportunities to consolidate facilities. For example, the City's standard is to provide a playground within
a one-mile radius of a citizen's home. In some case we offer as many as four or five playgrounds within
that radius. By removing playgrounds, tennis courts, basketball courts etc., that exceed City standards, we
can save as much as $70,000 annually. In addition, the Resource Management Committee reviewed the
inventory of all City properties this past year, and will continue to do so on an annual basis looking for
opportunities to sell vacant City property and to get it back on the tax rolls. I
i
IV I
Public Hearings
The public hearing dates recommended for the citizen review of this budget are the regular City Council
dates in September, the 3rd and the 17d', at 6:00 p.m. in the City Hall Council Chambers. Residents are
encouraged to participate at these meeting. We also have planned budget workshops with the City
1 Council and staff on July 9 at 1:00 p.m., August 3 at 6:00 p.m, and August 4 at 1:00. These meetings will
be televised and are open to the public to observe.
I would like to thank the City Council for their continued guidance and support as we move through the
budget process. I would also like to thank our City employees, who continue to produce and provide
excellent services to our taxpayers during these trying times. Finally, I would like to thank our citizens
for asking tough questions and bearing with us as we work through these difficult decisions so that we
can continue to provide excellent City services to support all residents in a fair and fiscally responsible
manner.
t
FA
J
n
1
1
Respectfully submitted,
William B. Horne, II
City Manager
1
1
Executive Summary
The following provides a summary of some of the other major components of the proposed budget,
including information on each of the City's enterprise and internal service operations, as well as the
Capital Improvement budget.
Revenue Enhancements
Opportunities for direct support of recreational program costs have been identified and are proposed in
part of this budget. They include:
• Increase base rental fees at Clearwater Beach Recreation Center - revenue estimated at $25,000
annually,
• Increase daily non-resident fees at McMullen Tennis - revenue estimated at $8,000 annually,
• Remove off peak charges at McMullen Tennis- revenue estimated at $10,000 annually.
• Collect 15% of play pass fees from contract instructor payments - revenue estimated at $12,800
annually.
Change in Full-time equivalents
• Total full-time equivalent positions are reflected at 1,760.0 FTE's, a reduction of 86.5 FTE
positions from the approved 2008/09 budget;
• General Fund employees total 1,084.3, a reduction of 93.0 FTE's.
A list of changes to FTE positions across all City operations, including the transfer of FTE positions
between Departments, is included at the end of this section.
Taxable Values
The economic pressures are reflective of the falling property values in our area. After peaking two years
ago, with the 2007 values, the City's taxable values are falling once again by 12.8%, from $10.2 billion
to $8.9 billion, including new construction. The value of new construction totals approximately $199
million. Much of this growth is in the downtown CRA district. Excluding new construction, current
year adjusted values actually fell by almost $1.5 billion, or 15%. Total City taxable values have
declined by more than 20% since the peak in 2007 values.
r
City of Clearwater
Taxable Values
2009 Taxable Value
2008 Taxable Value
Net Decrease
$ 8,866,208,041
10,173,401,936
$ (1,307,193,895)
(12.8%)
Analysis of Taxable Value Loss:
Loss in Current Values
New Construction and Annexations
Total Decrease in Taxable Value
$ (1,506,293,026)
199,099,131
$ (1,307,193,895)
vi
1
1
1
1
1
1
y
FBI
D Clearwater Taxable Values
City Millne Rate
The following table provides a history of the City's millage rate. The rate was at it's highest point in
fiscal years 2003 through 2006 at 5.753 mills, and at it's lowest point in fiscal year 2007/08 at 4.6777
mills with the passage of Amendment 1.
10 Clearwater Millage Rates
6.0000
5.7500
5.5000
5.2500
5.0000
4.7500
4.5000
i i t i t
.I ' . .
The General Fund budget is a balanced budget, with a recommended millage rate of 5.155 mills in
2009/10. Although the proposed millage rate is an increase over the 2008/09 millage rate of 4.7254
mills, the rate reflects an 8% decrease from the rolled back rate of 5.5919 mills, and therefore generates
$2.3 million less in property tax revenues than the current budget, as you can see from next table.
Property Tax Revenues
The proposed property tax millage rate of 5.155 mills will generate $41,286,420 to support General Fund
operations, a reduction of $2.2 million for General Fund purposes from the 2008/09 budget, a reduction
of 5%. In addition, per City Council policy, a portion of the total millage is set aside to provide funding
for City road maintenance projects. The road millage has also been reduced from $2.7 million in
2008/09 to $2.6 million 2009/10, a further reduction of $136,480 from the 2008/09 budget, reflecting a
total reduction of $2.3 million in the City's reliance on property tax revenues.
Vii
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
I El Clearwater Property Tax Revenues
y
a
In total, property tax revenues have dropped from a high of $53.3 million in fiscal year 2006/07 to the
proposed $43.9 million in fiscal year 2009/10, a reduction of over $9 million in four years.
An interesting historical point when reviewing the graphics presented above is that 2009 taxable values
are at almost the same level as four years ago, when the 2005 values were $8.6 billion. At that time, the
City's millage rate was 5.753 mills, and City property tax revenues were $47.8 million in 2005/06
compared to the proposed 43.9 million for 2009/10.
Employee Merit and Step Increases
• The current contracts for the FOP and FOP Supervisors bargaining units will expire on .
September 30, 2009. The budget in the Police Department reflects bargained step increases only
effective October 1, 2009 for all Police union employees. No general wage increases are
budgeted.
• The most recent contract for the Fire union expired on September 30, 2008. The budget in the
Fire Department reflects bargained step increases only effective October 1, 2009 for all Fire
union employees. No general wage increases are budgeted.
• The 2009/10 fiscal year is the second year of a three-year contract for the CWA union, but the
contract has a wage re-opener for the new budget year. The budget does not provide for any
merit increases for CWA union employees in fiscal year 2009/10.
• The budget does not provide for any merit increases for SAMP level (Supervisory,
Administrative, Managerial, and Professional) employees.
Viii
1
n
u
r
City Pension Costs
The actuary report for the Employees' Pension Plan as of January 1, 2009, indicates that a required City
contribution of $23,948,586, which is 29.17% of covered payroll, is required for fiscal year 2009/10.
The City's fiscal year 2008/09 required contribution was $10,074,978 or 12.54% of employee salaries
and wages, with 13% funded in the 2008/09 budget. The 2009/10 budget reflects a 54% increase in the
contribution rate, from 13% to 20%, of covered payroll, which provides approximately $15.2 million, or
over 64% of the required contribution for the 2009/10 budget. The balance of approximately $8.7
million will be funded from the pension plan credit balance, which has a current balance of
approximately $15.3 million.
Medical Insurance Costs
In fiscal year 2009/10, City contributions are budgeted at $6,200 per employee, the same as budgeted in
the last two year's annual operating budgets. This recommendation with the objective of maintaining
City costs for employee health insurance at a constant level.
Medical insurance for employees is budgeted at $10.2 million across all City operations, a reduction of
$659,000, or 6%, from 2008/09, due to the elimination of full-time positions across the City. The cost to
the General Fund is estimated at $6.3 million, down from $6.9 million in 2008/09.
Property and Liability Insurance
The City's budget for property and liability insurance for fiscal year 2009/10 is approximately $3.95
million, as compared to 3.75 million in fiscal year 2008/09, an increase of 5%. The cost to the General
Fund is estimated at $2.3 million, up from $2.2 million in 2008/09, an increase of approximately 3%.
Worker's Compensation
The City's cost for worker's compensation is expected to decrease by 9% in the new fiscal year. In
2009/10 workers compensation costs across all City operations will decrease from $2.4 million in fiscal
year 2008/09 to approximately $2.2 million in this budget, a reduction of $225,000 citywide and the
savings to the General Fund is $226,000.
General Fund Expenditures
With the program reductions outlined above and reductions in full-time equivalent positions, almost all
General Fund Departments, with the exception of Police, are flat, or reflect a reduction in comparison to
the 2008/09 budget.
The graphics provided on the following pages provide some insight as to budget impacts by Department
and by major General Fund category.
LX
GENERAL FUND EXPENDITU RES BY DEPARTMENT
Fiscal Year 2009/10
$ 114,666,850
Public Services
2%
Parks & Rec Police 33%
17%
Planning &
Development
4%
Non
Departmental
4%
City Adm
4%
Library
5%
Other*
6% Fire
18.5%
Engineering
6.5%
Department 2007/08 2008/09 2009/10 % Change
Police $ 36,970,730 $ 36,949,610 $ 37,415,990 1%
Fire 21,423,410 21,258,430 21,180,650 (0%)
Parks and Recreation 21,888,050 21,123,800 19,725,560 (7%)
Non-Departmental 6,394,690 4,748,000 4,903,750 3%
Engineering 7,028,070 7,283,880 7,441,890 2%
Library
6,433,700
6,065,270
5,590,940
(8%) '
City Administration (1) 5,303,370 5,081,040 4,818,300 (5%)
Planning & Development Services 5,710,690 5,539,010 4,679,890 (16%)
Public Services 3,684,770 3,546,560 2,580,000 (27%) ,
Finance * 2,265,190 2,265,030 2,195,470 (3%)
Economic Development * 1,436,710 1,389,940 1,374,570 (1%)
Pier 60/Sailing Center Beach Guards* 1,221,490 1,248,600 564,440 (55%)
Human Resources * 1,231,480 1,212,180 1,108,350 (9%)
Public Communications * 1,098,590 1,088,580 1,087,050 (0%)
Annual Operating Expenditures 122,090,940 118,799,930 114,666,850 (3%)
Allocation to General Fund Reserves 1,086,690 0 0 n/a
Non Departmental -Capital (2) 2,300,000 0 ( 100%)
Total Operating Budget $ 123,177,630 $121,099,930 $114,666,850 (5%)
'
(1) Includes budgets of City Council, City Manager
s Office, City Attorney's Office, Official Records, Office of
Management and Budget, and City Audit.
(2) In 2008/09, the Non-Departmental program includes the allocation of $2.3 million of General Fund reserves to
fund the Long Center & McMullen Tennis capital improvement projects.
(3) * These programs are reflected in the category of "Other" on the above graph.
x '
GENERAL FUND EXPENDITURES BY CATEGORY
Fiscal Year 2009/10
$ 114,666,850
Operating
11
Personnel
67%
1
nternal
Service
12%
Debt
Service
2%
erfund
insfers
3%
Category 2007/08 2008/09 2009/10 %
Change
Personnel $ 80,887,840 $ 79,444,660 $ 77,158,390 (3%)
Operating 20,106,570 18,956,170 18,710,550 (1%)
Internal Service 14,235,170 14,140,360 13,216,460 (7%)
Interfund Transfers 4,578,400 6,567,580 3,814,490 (42%)
Debt Service 2,179,830 1,887,980 1,646,060 (13%)
Capital 103,130 103,180 120,900 (17%)
Allocation to General Fund Reserves 1,086,690 (100%)
Total Operating Budget $ 123,177,630 $121,099,930 114,666,850 (5%)
L?
I xi
GENERAL FUND REVENUES
The City's reliance on property tax revenues continues to decline in this budget. Property tax revenues
now represent about 36% of the total General Fund budget, down from a high of 41% in fiscal year
2006/07. Property tax revenues for General Fund purposes are $41.3 million, down from $43.5 million
in the 2008/09 budget.
Franchise and utility tax revenues continue to provide the second largest source of General Fund
revenues. Franchise and utility taxes collected on power and utility services are anticipated to be $22.5
million, representing 19.5% of fiscal year 2009/10 budgeted revenue, which is up 1.5% from the 2008/09
budget.
The General Fund is reimbursed by the various Enterprise Funds for administrative services provided to
those operations including a portion of the City Manager, City Attorney, Human Resources, and Finance
Departments. The General Fund is also reimbursed for any direct services provided to Enterprise Funds
by operational departments such as Parks and Recreation or Public Works. And finally, most of the
Enterprise operations pay the General Fund a "payment in lieu of taxes" (PILOT) by City Council policy.
This category of revenue is depicted on the following graph and chart as Interfund Charges. The
combined receipts provided by interfund charges to the General Fund are approximately $17.5 million,
representing 15% of total General Fund revenues.
The next largest source of revenue for the General Fund is the Communications Services and Sales Tax
category at 11 % of total revenues. Sales tax revenues continue a downward path and are estimated to
decrease by 8% to approximately $5.3 million in fiscal 2009/10. Collections for the Communications
,
Services Tax are estimated at $6.8 million, approximately an 8% increase from the 2008/09 budget. The
estimated revenues for the combined Local Communications Services Tax and Sales Tax category of
revenues will be approximately $12.1 million in the new fiscal year, which combined is approximately
the same as fiscal year 2008/09.
Intergovernmental revenue, or revenues received from federal, state, or local governments, accounts for
$11.1 million, or 9.5% of General Fund revenue. Primary receipts in this category include Fire and EMS
revenues received from Pinellas County and the Pinellas County Library Cooperative funds. Fire and
EMS revenues are down $864,000, or 11.5% from fiscal year 2008/09 levels, and Pinellas Library
Cooperative funds are also down $122,880, or 13% less than 2008/09.
Business Tax Receipts and Building Permits represent 3% of General Fund revenues. These revenues
are down 16% from the current year budget as a result of decreases in anticipated building permit
revenue.
The category of revenue recognizing Charges for City Services accounts for approximately $3.9 million,
and represents only 3% of the City's total General Fund revenues. This category includes revenues for
all of the City's recreation and library programs, as well as some specific planning and public safety fees.
This category of revenues is anticipated to decrease by approximately 6% in the recommended budget.
The 6% decrease in this category is a result of capturing the revenues for the school resource officer
program in the Special Program fund this year with the other related funding for that program.
Other smaller General Fund revenue sources include the revenue categories of Fines and Penalties and
Miscellaneous revenues. Together, these sources represent approximately 2% of General Fund revenues. I
xii I
GENERAL FUND REVENUES
Fiscal Year 2009/10
$ 114,666,850
Interfund Miscellaneous
Charges 2%
15% Property Tax
36%
Charges for
Service
3%
Intergovrmmnt
9.5%
Fines &
1%
License/
Permits
3% Comm Svc &
Franchise/ Sales Tax
Utility Tax 11%
19.5%
Revenue Source 2007/08 2008/09 2009/10 % Increase
Property Tax $ 47,273,940 $ 43,461,390 $ 41,286,420 (5%)
Franchise/Utility 21,762,030 21,849,620 22,473,860 3%
Interfund Charges 17,193,280 17,445,130 17,516,670 0%
Communications Service/Sales Tax 13,610,070 12,086,500 12,127,600 0%
Intergovernmental 11,809,270 12,357,120 11,085,840 (10%)
Licenses/Permits 4,492,580 4,242,500 3,550,000 (16%)
Charges for Service 3,763,800 4,151,420 3,882,660 (6%)
Miscellaneous 2,317,660 2,303,950 2,066,500 (10%)
Fines & Penalties 955,000 902,300 677,300 (25%)
General Fund Reserves 2,300,000 (100%)
Total Revenues $123,177,630 $121,099,930 $114,666,850 (5%)
xiii
GENERAL FUND RESERVES
'
The City Council
s current policy requires that the City maintain a General Fund reserve equal to 8% of
the subsequent year's budgeted expenditures as a contingency fund to meet unanticipated financial needs.
In addition, the City Council will maintain an additional General Fund reserve equal to %z% of the
subsequent year's budgeted expenditures to fund retirements of General Fund long-term employees
during the given fiscal year.
Based upon the proposed General Fund budget, the City will maintain a General Fund reserve of
approximately $12.9 million, or 11.3% of the fiscal year 2009/10 operating budget. This maintains the
City's General Fund reserve at a level of $3.2 million over the required reserve policy.
,
UTILITY FUNDS
Fund 2007/08 2008/09 2009/10 % Change
Water & Sewer $ 59,930,170 $ 60,609,860 $ 58,672,340 (3%)
Gas 45,896,470 38,534,500 40,528,040 5%
Solid Waste 18,068,320 18,735,750 18,759,080 0%
Stormwater 14,436,690 13,800,460 15,579,600 13%
Recycling 2,834,930 3,210,940 2,949,470 (8%)
Total $ 141,166,580 $ 134,891,510 $ 136,488,530 1%
Water and Sewer
The Water and Sewer Fund operating budget reflects anticipated revenues of $58.8 million and
expenditures of $58.7 million for fiscal 2009/10. The Water and Sewer Fund reflects a staffing level of
164 full-time equivalent positions in the new fiscal year, a decrease of five positions.
A water and wastewater revenue sufficiency analysis was completed by the outside consultant agency,
Burton and Associates, in June 2009. Results of the study concluded that the City's current plan, which
includes 7% rate increases in each of fiscal year 2010 and 2011, and 6% increases in 2012 and 2013
would provide adequate revenue to meet the utility's cost, debt service coverage, and reserve
requirements through fiscal year 2013. This plan is inclusive of Pinellas County planned water rate
increases. Based upon the results of this plan, the water and sewer budget anticipates the Council
approved rate increase of 7% effective October 1, 2009.
Gas
Budgeted revenues for fiscal year 2009/10 are approximately $42.9 million, which includes the use of
$1.7 million of previous years' retained earnings for the Gas dividend payment to the General Fund.
Estimated Gas Fund expenditures are $40.5 million for fiscal year 2009/10, an increase of 5% primarily
due to planned capital projects.
The Gas Fund reflects a staffmg level of seventy-seven full-time equivalent positions in the new fiscal
year, a reduction of seven positions from the 2008/09 adopted budget, including the position of Assistant
Director.
xiv I
Solid Waste
The Solid Waste Fund operating budget reflects anticipated revenues and expenditures of $18.8 million
in fiscal 2009/10. Based upon the current rate study, solid waste rates reflect the Council approved
increase of 5% for residential rates from $22.55 to $23.68 effective October 1, 2009. Commercial rates
will also increases by 5% and roll-off rates will increase 4.5%.
I The staffing level of 112 full-time equivalents is the same as the 2008/09 adopted budget.
Recycling
Recycling expenditures are anticipated to be approximately $2.9 million in fiscal year 2009/10.
Recycling revenues are anticipated at $2.4 million and the Recycling Fund budget anticipates the use of
$537,000 of Recycling Fund reserves to meet anticipated expenditures in fiscal year 2009/10. The
Recycling Fund reflects a staffing level of 22.3 full-time equivalent positions in the new fiscal year, the
same as the 2008/09 adopted budget.
Recycling fund revenues reflect the Council approved rate increase of 3% effective October 1, 2009.
The monthly Recycling residential rate will be $2.13, up from $2.07. An expected countywide curbside
recycling program has been deferred by Pinellas County to the summer of 2010. Therefore, this budget
makes no provision for the related revenue.
Stormwater
Stormwater revenues and expenditures are anticipated to be approximately $15.6 million in fiscal year
2009/10. The Stormwater Fund budget anticipates the use of almost $1,150,000 in unappropriated
reserves to fund capital projects.
A stormwater revenue sufficiency analysis was completed by the outside consultant agency, Burton and
Associates, in May 2009. Results of the study concluded that the City should continue with its currently
adopted plan of annual rate increases through fiscal year 2013 and consider adopting inflationary type
increases of 2.5% per year each year thereafter. Based upon the results of this plan, the stormwater
budget anticipates the Council approved rate increase of 6%, from $11.13 per residential unit to $11.80
per residential unit, effective October 1, 2009.
The Stormwater Fund reflects a staffing level of forty-six full-time equivalents in 2009/10, a reduction of
one Public Service Coordinator position.
OTHER ENTERPRISE FUNDS
Fund 2007/08 2008/09 2009/10 % Change
Marine Fund $ 4,774,180 $ 5,348,430 $ 4,552,760 (15%)
Airpark Fund 206,310 194,070 (6%)
Downtown Boat Slips 464,230 n/a
Parking Fund 3,804,260 3,963,380 5,022,020 27%
Harborview 704,360 725,170 163,080 (78%)
Total $ 9,282,800 $ 10,243,290 $ 10,396,160 2%
1
I xv
-1
Marine
The Marine Fund operating budget reflects anticipated revenues of $4.6 million and expenditures of $4.9
million for fiscal 2009/10. The Marine Fund reflects a staffing level of 17.1 full-time equivalent
positions in the new fiscal year, a decrease of 1.7 FTE, which includes the elimination of the Assistant
Director position and the transfer of a Marine Facility operator position to the Downtown Boat Slip
Fund. Capital projects for the Marine Fund continue to support the needed infrastructure maintenance of
the docks, fuel system, and other marina facilities, keeping them safe and functional for all users.
Ai ark
The Airpark operating budget is recommended at $194,070 in fiscal year 2009/10, with operating
revenues of $249,000. The fund is supported by 1.4 full-time equivalent positions.
Downtown Boat Slip Fund I
The Downtown Boat Slip operating budget is presented for the first time in fiscal 2009/10, with the
planned completion of the downtown boat slips by December 2009. The Downtown Boat Slip operating
budget is recommended at $464,230 in fiscal year 2009/10, with operating revenues of $631,260. The
fund is supported by 5.6 full-time equivalent positions.
S I
Parkin
-
The Parking Fund operating budget reflects anticipated revenues of $5.4 million and expenditures of $5
million for fiscal 2009/10. The Parking Fund reflects a staffing level of 31.6 full-time equivalents in
2009/10, an increase of 10.9 FTE over fiscal year 2008/09. The Beach Guard program is returned to the
Parking Fund accounting for 9.9 of these positions, and one position of temporary Police Aide is
included to support the temporary parking lots on the Beach.
Harborview
The operations of the Harborview Center are estimated at a cost of approximately $163,080 in 2009/10,
and operating revenues are anticipated to be the same as expenditures. This budget is based upon the
assumption that Harborview will close early in the second quarter of fiscal year 2009/10. The General
Fund subsidy to the Harborview Fund will be $71,530 to close the anticipated annual deficit of this
operation, a savings of $268,640 from the 2008/09 budget.
INTERNAL SERVICE FUNDS
Fund 2007/08 2008/09 2009/10 % Change a
Administrative Services $ 10,197,640 $ 9,693,080 $ 9,224,590 (5%)
General Services 5,235,590 5,247,910 4,991,540 (5%)
Garage Fund 13,293,770 13,853,580 12,824,540 (7%)
Central Insurance Fund 19,986,040 18,714,690 18,208,370 (3%)
Total $ 48,713,040 $ 47,509,260 $ 45,249,040 (5%)
Internal Service Funds
In fiscal year 2009/10, several of the internal service operations reflect further changes with the
consolidation of services aimed at providing citywide efficiencies. The $468,000, or 5% reduction in the
Administrative Services Fund reflects the elimination of the City's graphics operation, which will now be
performed by Pinellas County services. In the General Service Fund, this budget also reflects the
reduction of over $250,000, reflecting the reduction of necessary building services with the proposed
xvi I
closing of the Morningside Recreation Center and a reduction of two full time equivalent positions. The
Garage Fund reflects savings of over $1 million, due to savings in anticipated fuel costs compared to
current year estimates. In the Central Insurance Fund, the 6% budget decrease is primarily a result of
savings in budgeted medical costs due to the reduction in employee staffing levels.
CAPITAL IMPROVEMENT FUND
The capital project budget includes $53 million of projects for fiscal year 2009/10 and the six-year plan
totals almost $371 million. Of the total approved projects for 2009/10, almost $32 million are projects
supporting one of the City's five utility operations, which consist of Water and Sewer, Stormwater, Solid
Waste, Recycling, and Gas. About $17.7 million of projects are devoted to general government
operations. General government type projects include those projects supporting the construction of fire
facilities and police and fire equipment, street maintenance and intersection maintenance, park
development and maintenance, and the purchase of library materials.
The $3 million allocated to internal service operation projects support the replacement of City vehicles
and the maintenance of all telephone, radio, computer, and other information systems. Small enterprise
projects are those projects that support the City's parking, airpark, and marine operations.
CAPITAL IMPROVEMENT FUND EXPENDITURES
Fiscal Year 2009/10
$ 52,569,740
11
t
1
Utility
Opera
6(
Small
Enterprise
ternal
-rvice
rations
5%
eral
nment
xvii
CAPITAL IMPROVEMENT PROGRAM r
Category 2007/08 2008/09 2009/10 % Change
Utility Operations $ 35,134,040 $ 29,186,270 $31,541,070 8%
General Government 16,986,340 12,515,130 17,711,970 42%
Internal Service Operations 3,776,500 3,435,820 2,981,700 (13%)
Small Enterprise 471,910 615,000 335,000 (46%)
Total $ 56,368,790 $45,752,220 $52,569,740 15%
Some of the major projects that are planned for the 2009/10 fiscal year are as follows:
• Harborview Center - The plan includes $950,000 of Special Development Fund reserves to fund
the demolition of the Harborview Center upon the close of the facility in early 2010.
• Downtown Boat Slips - This Penny for Pinellas project in the amount of $4,125,000 funds the
construction of the public slips on the downtown waterfront at the base of Cleveland Street,
allowing for the reimbursement to the Central Insurance Fund in this amount.
• Senior Facility (Aging Well Center) - This Penny for Pinellas project in the amount of $1.2
million will renovate, equip, and furnish the areas of the Long Center previously leased by
UPARC to provide a designated space for programs and services for our growing older adult
community.
tli
d i
Ci
ili
i
h
t
ll
f
h
d
l
i
l
d
were ou
ne
n
ty ut
t
es t
a
nc
projects
or
e propose
p
an
u
es a
• Utility Operations - T
the most recent utility rate studies for these operations. Major planned projects for 2009/10
include stormwater improvements to Stevenson and Alligator Creeks as well as coastal basin
improvements, continuance of the Pinellas and Pasco new gas mains and service projects, and
Water and Sewer projects include the funding of major repair and replacement projects, as well
as major projects for RO plant expansion and funding of the reclaimed water distribution system.
1
xviii I
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
General Fund
City Manager's Office 1.0 Equity Services Manager (from Equity Services)
Economic Development & Housing (1.0) Controller
1.0 Sr. Accountant
Equity Services (1.0) Equity Services Director
(1.0) Equity Services Manager (to City Manager's Office)
Engineering (1.0) Assistant Director
(1.0) Drafting & Map Technician
(3.0) Survey Assistant
(1.0) Systems Analyst (to Information Technology)
1.0 Building Construction Manager (from Public Services)
1.0 Construction Office Specialist (from Public Services)
3.0 Construction Inspector II (from Public Services)
Finance (1.0) Systems Analyst
(1.0) Accounting Clerk
Fire (1.0) Division Chief
(8.0) Fire Medics
Human Resources (1.5) Human Resources Technician
Library (2.5) Library Assistant
(1.0) Police Aide
(1.3) Librarian I
(2.5) Custodial Worker
0.4 Page
Marine & Aviation (1.0) Water Safety Supervisor
(3.6) Sr. Marine Lifeguard
(9.9) Sr. Marine Lifeguard (to Parking Fund)
Official Records and Legislative Services (1.0) Assistant Director
(1.0) Board Reporter
xix
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
General Fund (continued)
Parks & Recreation (1.0) Parks Support Specialist
(1.0) Special Events Manager
(4.0) Parks Service Technician
(1.0) Parks Service Supervisor
(1.0) Recreation Supervisor
(1.0) Recreation Programmer
(1.5) Recreation Leader
(1.8) Custodial Worker
(0.4) Life Guard
Planning & Development (1.0) Development & Neighborhood Services Director
(1.0) Sr. Staff Assistant
(1.0) Building Inspector Technician
(2.0) Building Construction Inspector
(1.0) Development Review Technician
(1.0) Neighborhood Services Manager
(1.0) (1.0) Neighborhood Services Liaison
(1.0) Systems Analyst (to Information Technology)
Police (1.0) Deputy Chief
(2.0) Sergeant
(6.0) Officers
(3.0) SRO Officers (to be funded in Special Development Fund)
(7.0) Officers (to be funded in Special Development Fund)
Public Services (1.0) Tradesworker
(2.0) Construction Project Coordinator
(3.0) Construction Inspector I
(3.0) Construction Inspector II
(1.0) Building Construction Manager (to Engineering)
(1.0) Construction Office Specialist (to Engineering)
(3.0) Construction Inspector II (to Engineering)
Public Communications (1.0) Assistant Director
(0.5) Staff Assistant
1.0 Public Information Coordinator
1.0 Graphics Designer (from Admin Service Fund - Graphics)
Total General Fund (72.1) (20.9)
xx
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Utility Funds
Gas System (1.0) Assistant Director
Public Utilities
Stormwater
Solid Waste
(1.0) Systems Analyst
(2.0) Gas Sales Representatives
(1.0) Gas Technician III
(1.0) Gas Technician II
(1.0) Warehouse Supervisor
(2.0) Public Utilities Coordinator
(1.0) Utilities Chemist
(1.0) PU Technician I
(1.0) PU Technician II
(1.0) Public Services Coordinator
(1.0) Controller
1.0 Accountant
Total Utility Funds (13.0) 0.0
Other Enterprise Funds
Marine Fund
Airpark Fund
Parking Fund
Downtown Boat Slii)s Fund
(1.0) Assistant Director
(1.0) Marine Facility Operator (to Downtown Boat Slips)
0.3 Operations Manager (from Airpark)
(0.3) Operations Manager (to Marina Operations)
1.0 Police Aide
9.9 Sr. Marine Lifeguard (from General Fund - Marine & Aviation)
2.9 Marine Facility Operator
1.7 Police Aide
1.0 Marine Facility Operator (from Marine Fund)
Total Other Enterprise Fund 4.6 9.9
xxi
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Internal Services Funds
General Services (1.0) Management Analyst
(1.0) Electrician
Information Technoloey
(1.0) Database Manager
1.0 System Analyst (from Planning & Development)
1.0 System Analyst (from Engineering)
Public Communications/Graphics (1.0) Graphics Supervisor
(1.0) Graphics Designer
(1.0) Graphics Technician
(1.0) Graphics Designer (to General Fund - Public Communications)
Total Internal Services Funds (6.0) 1.0
Special Program Fund
Public Safety ProQSams
3.0 SRO Officers (from General Fund - Police)
7.0 Officers (from General Fund - Police)
Total Special Program Fund 0.0 10.0
Total All Funds (86.5) 0.0
xxii
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts Position Title
General Fund
City Manager's Office 1.0 Equity Services Manager (from Equity Services)
Economic Development & Housing (1.0) Controller
1.0 Sr. Accountant
Equity Services (1.0) Equity Services Director
(1.0) Equity Services Manager (to City Manager's Office)
Engineering (1.0) Assistant Director
(1.0) Drafting & Map Technician
(3.0) Survey Assistant
(1.0) Systems Analyst (to Information Technology)
1.0 Building Construction Manager (from Public Services)
1.0 Construction Office Specialist (from Public Services)
3.0 Construction Inspector II (from Public Services)
Finance (1.0) Systems Analyst
(1.0) Accounting Clerk
Fire (1.0) Division Chief
(8.0) Fire Medics
Human Resources (1.5) Human Resources Technician
Library (2.5) Library Assistant
(1.0) Police Aide
(1.3) Librarian I
(2.5) Custodial Worker
0.4 Page
Marine & Aviation (1.0) Water Safety Supervisor
(3.6) Sr. Marine Lifeguard
(9.9) Sr. Marine Lifeguard (to Parking Fund)
Official Records and Legislative Services (1.0) Assistant Director
(1.0) Board Reporter
xix
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
General Fund (continued)
Parks & Recreation (1.0) Parks Support Specialist
(1.0) Special Events Manager
(4.0) Parks Service Technician
(1.0) Parks Service Supervisor
(1.0) Recreation Supervisor
(1.0) Recreation Programmer
(1.5) Recreation Leader
(1.8) Custodial Worker
(0.4) Life Guard
Planning, & Development (1.0) Development & Neighborhood Services Director
(1.0) Sr. Staff Assistant
(1.0) Building Inspector Technician
(2.0) Building Construction Inspector
(1.0) Development Review Technician
(1.0) Neighborhood Services Manager
(1.0) (1.0) Neighborhood Services Liaison
(1.0) Systems Analyst (to Information Technology)
Police (1.0) Deputy Chief
(2.0) Sergeant
(6.0) Officers
(3.0) SRO Officers (to be funded in Special Development Fund)
(7.0) Officers (to be funded in Special Development Fund)
Public Services (1.0) Tradesworker
(2.0) Construction Project Coordinator
(3.0) Construction Inspector I
(3.0) Construction Inspector II
(1.0) Building Construction Manager (to Engineering)
(1.0) Construction Office Specialist (to Engineering)
(3.0) Construction Inspector II (to Engineering)
Public Communications (1.0) Assistant Director
(0.5) Staff Assistant
1.0 Public Information Coordinator
1.0 Graphics Designer (from Admin Service Fund - Graphics)
Total General Fund (72.1) (20.9)
xx
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Utility Funds
Gas System (1.0) Assistant Director
(1.0) Systems Analyst
(2.0) Gas Sales Representatives
(1.0) Gas Technician III
(1.0) Gas Technician II
(1.0) Warehouse Supervisor
Public Utilities
(2.0) Public Utilities Coordinator
(1.0) Utilities Chemist
(1.0) PU Technician I
(1.0) PU Technician II
Stormwater (1.0) Public Services Coordinator
Solid Waste (1.0) Controller
1.0 Accountant
Total Utility Funds (13.0) 0.0
Other Enterprise Funds
Marine Fund (1.0) Assistant Director
(1.0) Marine Facility Operator (to Downtown Boat Slips)
0.3 Operations Manager (from Airpark)
Airpark Fund (0.3) Operations Manager (to Marina Operations)
Parking Fund 1.0 Police Aide
9.9 Sr. Marine Lifeguard (from General Fund - Marine & Aviation)
Downtown Boat Slips Fund 2.9 Marine Facility Operator
1.7 Police Aide
1.0 Marine Facility Operator (from Marine Fund)
Total Other Enterprise Fund 4.6 9.9
xxi
ANALYSIS OF FTE CHANGES FOR FY 2009/10
Proposed 2009/10 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Internal Services Funds
General Services (1.0) Management Analyst
(1.0) Electrician
Information Technoloev
(1.0) Database Manager
1.0 System Analyst (from Planning & Development)
1.0 System Analyst (from Engineering)
Public Communications/Graphics (1.0) Graphics Supervisor
(1.0) Graphics Designer
(1.0) Graphics Technician
(1.0) Graphics Designer (to General Fund - Public Communications)
Total Internal Services Funds (6.0) 1.0
Special Program Fund
Public Safety Prozrams
Total Special Program Fund
3.0 SRO Officers (from General Fund - Police)
7.0 Officers (from General Fund - Police)
0.0 10.0
Total All Funds (86.5) 0.0
xxii
1
1
r
GOVERNMENT FINANCE OFFICERS ASSOCIATION
1 / Distinguished
Budget Presentation
r
Award
PRESENTED TO
City of Clearwater
Florida
For the Fiscal Year Beginning
October 1, 2008
r
President Executive Director
1
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Clearwater, Florida for its annual budget for
the fiscal year beginning October 1, 2008.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.
The award is valid for a period of one year only. We believe our current budget continues to conform
to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.
The GFOA is the leading association forgovernmentfinanceprofessionals in NorthAmerica. This is our
twenty-third year to win the award; it was given for ourAnnual Operating and Capital Improvement
Budget 200812009. GFOA's Distinguished Budget Presentation Awards Program is the only national
awards program in governmental budgeting. The City also holds GFOA's Certificate of Achievement
for Excellence in Financial Reporting for our Comprehensive Annual Financial Report.
1
TABLE OF CONTENTS
BUDGET MESSAGE ............................................................................................. Precedes Table of Contents
TABLE OF CONTENTS
BUDGET CALENDAR
Budget Calendar ............................................................................................................................... . i
BUDGET SUMMARY DATA
Statement of Taxable Property Value and Tax Levy ................................................................... . 3
Statement of Revenues and Expenditures by Fund
General Fund ................................................................................................................................... 5
Water & Sewer Fund ....................................................................................................................... 6
Stormwater Utility Fund .................................................................................................................. 7
Gas Fund ........................................................................................................................................... 7
Solid Waste Fund ............................................................................................................................. 8
Recycling Fund ............................................................................................................................... . 8
Marine Fund ..................................................................................................................................... 9
Airpark Fund ..................................................................................................................................... 9
Parking Fund .................................................................................................................................. 10
Downtown Boat Slips Fund .......................................................................................................... 10
Harborview Center Fund ............................................................................................................. 11
General Services Fund ................................................................................................................. 11
Administrative Services Fund ...................................................................................................... 12
Garage Fund ................................................................................................................................. 12
Central Insurance Fund ............................................................................................................... 13
Summary of Full Time Equivalent Positions .................................................................................... 15
OPERATIONS
CITY COUNCIL .................................................................................................................................................. 21
CITY MANAGER'S OFFICE ............................................................................................................................... 23
CITY ATTORNEY'S OFFICE ............................................................................................................................... 24
CITY AUDIT ........................................................................................................................................................ 26
CUSTOMER SERVICE ........................................................................................................................................1y
ECONOMIC DEVELOPMENT AND HOUSING ............................................................................................... 31
Economic Development ................................................................................................................. 33
Housing ................................................................................................................................................ 34
ENGINEERING .................................................................................................................................................. 35
Engineering Production ................................................................................................................... 38
Traffic Operations .............................................................................................................................. 39
Stormwater Management ......................................:....................................................................... 40
Parking System ...................................................................................................................................41
Parking Enforcement ........................................................................................................................42
FINANCE ............................................................................................................................................................ 43
Finance ............................................................................................................................................... 45
Risk Management .............................................................................................................................46
LJ
TABLE OF CONTENTS
FIRE ..................................................................................................................................................................... 47
Administration .................................................................................................................................... 49
Support Services ................................................................................................................................
Fire Prevention Services .................................................................................................................... 50
51
,
Fire Operations ................................................................................................................................... 52
Emergency Medical Services ......................................................................................................... 54
GAS SYSTEM ...................................................................................................................................................... 55
Administration & Supply .................................................................................................................... 58
Pinellas Gas Operations ..................................................................................................................
Pasco Gas Operations ..................................................................................................................... 59
60
Gas Marketing & Sales .................................................................................................................... 61
HARBORVIEW CENTER OPERATIONS ............................................................................................................ 63
HUMAN RESOURCES ........................................................................................................................................ 65
Administration ........................... ....................................................................................................
Recruitment, Selection and Training ............................................................................................. 67
68 ,
Compensation and Classification ................................................................................................. 69
Employee & Labor Relations
..
Employee Benefits 70
71
,
.................
................ ........................................................................................
INFORMATION TECHNOLOGY ....................................................................................................................... 73
Administration ....................................................................................................................................... 75
Network Services ..................................................................................................................................
76 ,
Software Applications ......................................................................................................................... 77
Telecommunications ........................................................................................................................... 78
LIBRARY ............................................................................................................................................................. 79
Centralized Services ......................................................................................................................... 81
Main Library ......................................................................................................................................:. 82
Countryside Branch Library ............................................................................................................. 83
East Branch Library ............................................................................................................................ 84
North Greenwood Branch Library ..................................................................................................
h B
h Lib 85
86 ,
rary .......................................................................................................................
ranc
Beac
MARINE & AVIATION ....................................................................................................................................... 87 ,
Pier 60 Operations ............................................................................................................................. 90
Sailing Center Operations ............................................................................................................... 91
Clearwater Airpark Operations ...................................................................................................... 92
Marina Operations ............................................................................................................................ 93
Downtown Boat Slips Operations ................................................................................................... 94
NON-DEPARTMENTAL ......................................................................................................................................95 '
General Fund ..................................................................................................................................... 95
Central Insurance Fund .................................................................................................................... 96
OFFICE OF MANAGEMENT & BUDGET ..................................:....................................................................... 97
OFFICIAL RECORDS & LEGISLATIVE SERVICES ............................................................................................. 99
PARKS & RECREATION ................................................................................................................................... 101
Administration ..................................................................................................................................103
Recreation Programming ..............................................................................................................104
Parks & Beautification ....................................................................................................................105
Beach Guard Operations ..............................................................................................................106
TABLE OF CONTENTS
' PLANNING & DEVELOPMENT ....................................................................................................................... 107
Planning ............ ..... •............................. ....... ...................... ........................ .,...... ............. ......... ........ ... 109
Development Services ......................................................................•............................................ 111
POLICE ............................................................................................................................................................. 113
Office of the Chief ........................................................................................................................... 115
Criminal Investigations ................................................................................................................... 116
Patrol .......................................................... . ...................................................................................... 117
Support Services .........................................•.................................................................................... 118
Communications Division ............................................................................................................... 119
PUBLIC COMMUNICATIONS ......................................................................................................................... 121
Public Communications ................................................................................................................. 123
Courier ............................................................................................................................................... 125
PUBLIC SERVICES .....................................................................•..............................•..,................................... 127
Public Services Administration ...................................................................................................... 129
Urban Forestry .................................................................................................................................. 130
Streets & Sidewalks .......................................................................................................................... 131
..........................................................
rmwater Maintenance
St 132
...................................................
o
..............................................................................................................................................
PUBLIC UTILITIES
133
Public Utilities Administration .....................................•................................................................... 135
Wastewater Collection .................................................................................................................. 136
Public Utilities Maintenance .......................................................................................................... 137
Water Pollution Control Plant Operations ..............•...............................................•................... 138
WPC Laboratory Operations ........................................••.....................,.........................................
WPC Industrial Pretreatment ......................................................................................................... 139
140
Water Distribution ............................................................................................................................ 141
... ........................ •.•.............. ......... ........ ........................... ................................
Water Supply ............ 142
.
Reclaimed Water ............................................................................................................................ 143
Water & Sewer Fund Non-Departmental ................................................................................... 144
SOLID WASTE/GENERAL SERVICES .............................................................................................................. 145
Solid Waste ....................................................................................................................................... 147
Administration ............................................................................................................................ 149
....................................................................
Collection 150
...............................................................
Transfer Station .......................................................................................................................... 151
Container Maintenance ......................................................................................................... 152
Recycling ..........................................................................................................................................
.
Residential .. 153
153
...............................................................................................................................
Multifamily . •
Commercial ............................................................................................................................... 1 54
155
General Services .............................................................................................................................
Administration ............................................................................................................................ 156
157
' Building & Maintenance ..........................................................................................................
Fleet Maintenance ...................................................................................................................
Radio Communications ........................................................................................................... 158
159
160
SPECIAL REVENUE FUNDS
Special Development Fund ........................................................................................................... 161
Special Program Fund . .161
Local Housing Assistance Trust Fund ............................................................................................ 161
TABLE OF CONTENTS
CAPITAL IMPROVEMENT PROGRAM '
Introduction ...................................................................................................................................... 163
Six Year Plan ..................................................................................................................................... 167
Total by Category ........................................................................................................................... 225
Supporting Summaries .................................................................................................................... 227
Summary of General Fund Revenue ..................................................................................... 227
Summary of Funding Sources ................................................................................................. 228
ORGANIZATION CHARTS I
Citywide Organization Chart ..................................................................................................................... 235
City Manager's Office ................................................................................................................................. 236
City Attorney's Office ................................................................................................................................... 237
City Audit ....................................................................................................................................................... 238
Customer Service ........................................................................................................................................
Economic Development and Housing ................................................................................................... .. 239
.. 240 ,
Engineering .................................................................................................................................................. .. 241
Finance .......................................................................................................................................................
Fire ................................................................................................................................................................. .. 242
.. 243
Gas System .................................................................................................................................................. .. 244
Human Resources ....................................................................................................................................... ..245
Information Technology ............................................................................................................................
Library .. 246
247 ,
.......................................................................................................................................................... ..
Marine and Aviation .................................................................................................................................. .. 248
Office of Management and Budget ...................................................................................................... .. 249
Official Records and Legislative Services ............................................................................................... .. 250
Parks and Recreation ................................................................................................................................. .. 251
Planning & Development .......................................................................................................................... .. 252
Police ............................................................................................................................................................ .. 253
Public Communications ............................................................................................................................
.. 254 ,
Public Services ............................................................................................................................................. ..255
Public Utilities ..............................................................................................................................................
Solid Waste/General Services .................................................................................................................. ..256
.. 257
J
1
1
1
11
F
1
Budget Calendar
Fiscal Year 2009/10
Feb - April City Manager and Assistant City Managers review six-year capital improvement plan
and department organization and proposed program savings with Department Directors.
January 13 Budget Workshop with Council on Penny for Pinellas projects.
February 12 Budget Workshop with Council to review budget reduction proposals.
March 12 Budget Workshop with Council on Penny for Pinellas projects.
March/April Departments prepare operating budgets.
May City Manager meetings with Departments to provide final direction and finalize
department budgets.
May 20 Receipt of early "Estimate of Taxable Values" from Pinellas County.
June 30 Receipt of Preliminary Taxable Values from Pinellas County (figures used in Budget).
June 30 City Manager presents Preliminary Operating and Capital Improvement Budget
to the City Council.
July 9 Budget Workshop with Council to review budget proposal.
July 16 City Council sets Preliminary millage rate.
August 3 Budget Workshop with Council to review budget proposal.
August 4 City must provide Pinellas County with Preliminary millage rate.
August 4 Budget Workshop with Council to review budget proposal.
September 3 First Public Hearing on Annual Operating and Capital Improvement Budget.
September 3 Public Hearing on Penny for Pinellas projects.
September 17 Final Public Hearing on Annual Operating and Capital Improvement Budget.
1
LL 7
0
Z
W
2
H
H ?
N
W
L
C
a?
0 L
0
o
ce) a
? O
O 00 M Go
r OT O N
O
N O CO
co CD
0 to LO
n L M
W co r
0 O O 00
O
O ti r
N
N Oct
O O
N N
to
CO CO M
Cp co O
n
m stt
Q
IIn
N O T
? T
T
CD cq
co 0 0
00 M r
n LO 0
N LO
n 0
O LO 0
N O to
0 C
T
O O co
CO N CD
14, LO m
co
CO U)
O
N '
00 CO
W
o
W o y o c l+-6
3
CL c c o
0 7 U
'
U-
V c
>
..
+.
.
2
IL
2
'
'
cc tea
W > 7
?
8
W N
0 H
Lu U) .0
Q ? W ? Z
Go co o 000 000 0 0 Cl
O t7 0 O 0 N M CM O N O M
N CO O N CO 0 M ' 0 0 M ? CO O
CO r 7 LO I-t Iq U) CO O) 40 O h
CO LO r C IT O N T OD r to O h
00 M O N O N U) Cl) N (M U) O
OD ... O m O N r N M
r ? tT
O
~
O
N
1-
M O U) M O Nr M
v
N 0 0? M O 7 O M T7
C
D
2 00- M o o It O N
co N O L? O N r 0 U) N LO OO
00 N y r C 00 ' CO N Ln M
n 7
00 U') 0) M O r
r
O
O
O
O C O r CO Cl) O 00 co N co
O d O M r O V t7) V N r
O v O y h M ? N
07
O
!b
O ?
O
N
CO N Lo N 00 0
l
et 0
0
y _
-
) - OD
0) 04 c
O Cl) N O )
N
n
000 M o o o
O O O O O 000
O
O
O
CO r O 00 O N N O O N to
tt N N 4) r O ' CO lo? r"I C n t0
7 Cl) O U) U) - O Cl) O 1*
U) ? O C 't Cl) O O 00 O N 0)
V O d O CO M It O N co O
C N O M v N o
CO
O
O ~
N
0 M n
T 0
0 N f) U') N
M O
O O CO IT 0 0 t! N c
0
oho vi oo a o v
vN t- 0000000 0 0 0
0 V Cl) 0000NN0 Cl) co to
r O d CO O N N G CO - Ct O CI
fO a d' O hr? U) C- m r- Cl) O
O M
- C V O CO O I-- O Cl)
r
co N d O O V Cl) V N O Cl)
p C_ .-= r r M r p Cl) M
t
ti
t
O
o
o ~
N
co n
N. M O
LO Cl
co M N C
O C
D
W O
?
O
O O N N
C
O .
-- S
O C O C M O O 'd' 0 W)
O M O O O O O O O O O O
O co
Ln O OD
O O O O CO W)
O U) N O L O
T
O N
0)
v LO
' CD
4) 0) CA 0) n m 00
l
l tq v N
Al N o
0) C
)
) r co M Cl) co C
COD
000
ti
0 v CD m Ln ?: N
M
O ?
xx
O
C t6
N ~
co N
0
M M W co M M
0
0
M O
?
O
N
O O M N
C
f
0
M
CD O 0 It 0 0 W) O W)
N CD
? CD E E
_
c
y c E
o 0 g
o
N E
E
U. CD c cU
y a) ca
m 0 _e L
.2:'
m d
a
c
m w
_ v? o
c n O
c m L o aci 0 E g
C W W' tY U a E N
U E C w -p
m >
H rn M d c
q
` m
'
) CL - m w LL U
U V d
> 0
Z H t9
M
H
H
11
1
1
GENERAL FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
BEGINNING FUND BALANCE 17,563,793 17,563,793 13,176,787
REVENUES:
Property Taxes 47,512,277 43,461,390 43,461,390 41,286,420
Franchise Fees 9,254,091 9,819,270 9,819,270 10,152,000
Utility Taxes 11,532,529 12,030,350 12,030,350 12,321,860
Ucenses, Permits & Fees 3,988,520 4,242,500 3,550,000 3,550,000
Sales Tax 5,811,764 5,800,000 5,275,000 5,313,000
Communications Services Tax 6,747,461 6,286,500 6,865,000 6,814,600
Intergovernmental 14,834,124 12,357,120 12,107,120 11,085,840
Charges for Services 4,311,398 4,151,420 4,189,358 3,882,660
Fines & Forfeitures 706,714 902,300 782,300 677,300
Interest Income 1,513,962 1,364,000 1,364,000 1,140,000
Miscellaneous 1,955,129 939,950 967,864 926,500
Interfund Charges/Transfers In 17,762,923 17,445,130 18,067,614 17,516,670
Use of Fund Reserves 2,300,000 4,387,006
TOTAL REVENUES 125,930,892 121,099,930 122,866,272 114,666,850
EXPENDITURES:
City Council 257,182 288,390 288,166 296,570
City Manager's Office 1,064,193 1,166,210 1,150,010 1,274,680
City Attorney's Office 1,432,714 1,688,790 1,667, 759 1,691,430
City Audit 172,420 175,520 173,417 182,410
Development & Neighborhood Svcs 4,298,977 4,109,720 3,991,585 -
Economic Development & Housing 1,249,314 1,389,940 1,362,084 1,374,570
Engineering 6,794,071 7,283,880 7,258,453 7,441,890
Equity Services 314,120 284,010 279,539 -
Finance 2,100,071 2,265,030 2,180,201 2,195,470
Fire 21,511,505 21,258,430 21,245,414 21,180,650
Human Resources 1,059,938 1,212,180 1,119,602 1,108,350
Library 6,272,683 6,065,270 6,048,708 5,590,940
Marine & Aviation 1,168,067 1,248,600 1,239,348 564,440
Non-Departmental 16,705,873 7,048,000 9,899,958 4,903,750
Office of Management & Budget 273,832 297,690 266,937 285,690
Official Records & Legislative Services 1,133,057 1,180,430 1,123,801 1,087,520
Parks & Recreation 21,468,971 21,123,800 20,769,302 19,725,560
Planning & Development 1,288,560 1,429,290 1,358,617 4,679,890
Police 37,719,947 36,949,610 36,861,762 37,415,990
Public Communications 1,028,807 1,088,580 1,049,313 •1,087,050
Public Services 3,484,636 3,546,560 3,532,296 2,580,000
Allocation to GF Reserve
TOTAL EXPENDITURES 130,798,938 121,099,930 122,866,272 114,666,850
Source (Use of Fund Balance) (2,300,000) (4,387,006) -
ENDING FUND BALANCE 17,563,793 15,263,793 13,176,787 13,176,787
WATER & SEWER FUND
STATEMENT OF REVENUES AND EXPENDITURES '
ACTUAL BUDGET MID YEAR Proposed '
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 18,766,064 18,766,064 16,546,694
REVENUES:
Operating Revenue 51,946,093 55,521,020 54,690,020 57,291,800
Non-Operating Revenue 2,163,910 2,772,160 2,772,160 1,535,650
Capital Grants and Contributions 952,348 220,310 220,310
Transfers In - -
Fund Reserves - 2,096,370 2,219,370
TOTAL REVENUES
55,062,351
60,609,860
59,901,860
58,827,450 '
EXPENDITURES:
Public Utilities Administration 686,945 875,510 998,510 901,650
Wastewater Collection
6,922,177
5,329,020
5,219,020
5,139,670 '
Public Utilities Maintenance - 2,770,750 2,718,570 2,988,580
WPC Plant Operations 11,912,900 11,454,490 11,272,210 10,588,070
WPC Laboratory Operations 1,304,938 1,291,810 1,221,930 1,250,130
WPC Industrial Pretreatment
558,913
785,560
785,560
822,910 ,
Water Distribution 12,424,919 11,478,335 11,361,675 7,904,560
Water Supply 11,724,797 12,768,995 12,483,995 12,370,480
Reclaimed Water 1,717,258 2,000,350 1,985,350 2,064,970 '
Non-Departmental 10,978,099 11,855,040 11,855,040 14,641,320
TOTAL EXPENDITURES 58,230,946 60,609,860 59,901,860 58,672,340
Source (Use) of Fund Equity - (2,096,370) (2,219,370) - '
ENDING FUND EQUITY (Unrestricted Net Assets) 18,766,064 16,669,694 16,546,694 16,701,804
6
' STORMWATER UTILITY FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
i FUND EQUITY (Unrestricted Net Assets) 14,017,572 14,017,572 13,865,607
REVENUES:
Operating Revenue 12,608,868 13,255,620 13,255,620 14,138,310
Non-Operating Revenue 550,935 470,720 470,720 291,410
Transfers In 451,299
Fund Reserves - 74,120 151,965 1,149,880
i TOTAL REVENUES 13,611,102 13,800,460 13,878,305 15,579,600
EXPENDITURES:
Eng/Stormwater Management 3,503,640 5,062,550 5,062,550 4,794,760
PS/Stormwater Maintenance 5,739,098 8,737,910 8,815,755 10,784,840
i TOTAL EXPENDITURES 9,242,738 13,800,460 13,878,305 15,579,600
Source (Use) of Fund Equity - (74,120) (151,965) (1,149,880)
i d N
t A
t
t
i
t 7 727
12
715
sse
s)
r
e
e
ENDING FUND EQUITY (Unres
c 14,017,572 13,943,452 13,865,60 ,
,
i
GAS FUND
S AND E XPENDITURES
STATEMENT OF REVENUE
ACTUAL BUDGET MID YEAR Proposed
i FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 14,104,350 14,104,350 19,019,270
i REVENUES:
Operating Revenue 40,242,971 42,331,400 41,788,150 40,080,920
Non-Operating Revenue 1,338,589 846,740 1,000,740 939,980
' Transfers In 223,830 -
Capitalized Labor 450,000 255,000 222,000
Fund Reserves - 1,600,000 2,024,820 1,658,570
TOTAL REVENUES 41,805,390 45,228,140 45,068,710 42,901,470
EXPENDITURES:
Gas Administration & Supply 27,825,413 28,582,640 28,495,500 27,122,620
Gas System Marketing & Sales 2,338,007 2,657,040 2,365,360 2461,170
Pinellas Gas Operations 4,134,498 4,152,730 4,314,860 7,430,540
Pasco Gas Operations 1,981,817 3,142,090 2,953,250 3,513,710
TOTAL EXPENDITURES 36,279,735 38,534,500 38,128,970 40,528,040
Source (Use) of Fund Equity - (1,600,000) (2,024,820) (1,658,570)
ENDING FUND EQUITY (Unrestricted Net Assets) 14,104,350 19,197,990 19,019,270 19,734,130
7
i
SOLID WASTE FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08
FY 08/09
FY 08/09
FY 09/10 '
FUND EQUITY (Unrestricted Net Assets) 14,266,699 14,282,199 14,423,469
REVENUES: '
Operating Revenues 17,285,340 17,948,000 17,701,000 17,923,000
Non-Operating Revenues 719,744 561,300 561,300 652,100
Transfers In 241,020 241,950 241,950 247,980 '
Fund Reserves - - 51,000 -
TOTAL REVENUES 18,246,104 18,751,250 18,555,250 18,823,080
EXPENDITURES:
Solid Waste Administration 971,539 1,017,090 1,016,090 974,160
Solid Waste Collection 14,165,857 15,590,210 15,237,430 15,604,840
Solid Waste Transfer 1,384,940 1,381,380 1,367,340 1,406,550
Container Maintenance 732,427 747,070 742,120 773,530
TOTAL EXPENDITURES 17,254,763 18,735,750 18,362,980 18,759,080
Source (Use) of Fund Equity - - (51,000) - '
ENDING FUND EQUITY (Unrestricted Net Assets) 14,266,699 14,282,199 14,423,469 14,487,469
i
RECYCLING FUND
STATEMENT OF REVENUES AND EXPENDITURES '
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 4,967,276 4,967,276 4,708,605 '
REVENUES:
Operating Revenue 3,413,549 3,046,850 2,320,089 2,249,010
Non-Operating Revenue 238,030 164,100 164,100 163,460
Fund Reserves 258,671 537,000
TOTAL REVENUES 3,651,579 3,210,950 2,742,860 2,949,470 ,
EXPENDITURES:
Recycling-Residential 993,826 1,022,480 973,090 1,047,110
Recycling-Multi Family 507,247 506,580 488,580 527,470
Recycling-Commercial 1,616,038 1,681,880 1,281,190 1,374,890
TOTAL EXPENDITURES 3,117,111 3,210,940 2,742,860 2,949,470
Source (Use) of Fund Equity - - (258,671) (537,000)
ENDING FUND EQUITY (Unrestricted Net Assets) 4,967,276 4,967,286 4,708,605 4,171,605
?i
L?
1
MARINE FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) (88,801) (88,801) 82,019
REVENUES:
Operating Revenue 4,636,698 5,195,110 4,939,910 4,722,000
Non-Operating Revenue 168,522 155,980 138,880 128,380
Capital Grants & Contributions 10,733 - - -
Transfers In - - -
Use of Fund Equity - - - -
TOTAL REVENUES 4,815,953 5,351,090 5,078,790 4,850,380
EXPENDITURES:
Marina Operations 4,794,774 5,348,430 4,907,970 4,552,760
Airpark Operations - -
TOTAL EXPENDITURES 4,794,774 5,348,430 4,907,970 4,552,760
Source (Use) of Fund Equity
ENDING FUND EQUITY (Unrestricted Net Assets) (88,801) (86,141) 82,019 379,639
AIRPARK FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 180,703 180,703 198,693
REVENUES:
Operating Revenue 227,178 241,000 220,000 246,000
Non-Operating Revenue 3,281 1,000 19,000 3,000
Capital Grants & Contributions 109,757 - - -
Transfers In - -
Use of Fund Equity - - - -
TOTAL REVENUES 340,216 242,000 239,000 249,000
EXPENDITURES:
Airpark Operations 243,918 206,310 221,010 194,070
TOTAL EXPENDITURES 243,918 206,310 221,010 194,070
Source (Use) of Fund Equity
ENDING FUND EQUITY (Unrestricted Net Assets) 180,703 216,393 198,693 253,623
DOWNTOWN BOAT SLIPS FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 1,257,286 1,257,286 1,257,286
REVENUES:
Operating Revenue - - - 558,410
Non-Operating Revenue 96,220 - - 72,850
Transfers In 2,000,000 - - -
Use of Fund Equity
TOTAL REVENUES 2,096,220 - - 631,260
EXPENDITURES:
Downtown Boat Slip Operations 22,634 - - 464,230
TOTAL EXPENDITURES 22,634 - - 464,230
Source (Use) of Fund Equity
ENDING FUND EQUITY (Unrestricted Net Assets) 1,257,286 1,257,286 1,257,286 1,424,316
PARKING FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 12,226,167 12,226,167 13,367,957
REVENUES:
Operating Revenue 4,156,499 4,219,470 4,780,590 4,781,020
Non-Operating Revenue 667,914 604,000 604,000 624,000
Transfers In - - -
Other Revenue
TOTAL REVENUES 4,824,413 4,823,470 5,384,590 5,405,020
EXPENDITURES:
Engineering/Parking System 2,902,995 3,113,380 3,392,800 3,713,720
Engineering/Parking Enforcement 69x612 850,000 850,000 850,000
Parks and Rec/Beach Guards Operations - 458,300
TOTAL EXPENDITURES 3,593,607 3,963,380 4,242,800 5,022,020
Source (Use) of Fund Equity
ENDING FUND EQUITY (Unrestricted Net Assets) 12,226,167 13,086,257 13,367,957 13,750,957
10
F
r
HARBORVIEW CENTER FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
' FUND EQUITY (Unrestricted Net Assets) 362,888 362,888 362,888
REVENUES:
Operating Revenue 196,509 190,000 190,000 40,000
Non-operating Revenue 193,330 195,000 195,000 51,550
Transfers In 342,240 340,170 340,170 71,530
TOTAL REVENUES 732,079 725,170 725,170 163,080
EXPENDITURES:
Harborview Center Operations 611,532 725,170 725,170 163,080
TOTAL EXPENDITURES 611,532 725,170 725,170 163,080
ENDING FUND EQUITY (Unrestricted Net Assets) 362,888 362,888 362,888 362,888
' GENERAL SERVICES FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 815,856 815,856 720,856
i
Billings to Departments 5,186,336 5,212,910 5,212,910 4,951,540
Non-Operating Revenue 33,963 35,000 35,000 40,000
Fund Reserves - 95,000 -
1 TOTAL REVENUES 5,220,299 5,247,910 5,342,910 4,991,540
EXPENDITURES:
Administration 377,680 316,010 353,470 271,650
' Building & Maintenance 4,852,883 4,931,900 4,989,440 4,719,890
TOTAL EXPENDITURES 5,230,563 5,247,910 5,342,910 4,991,540
' Source (Use) of Fund Equity - - (95,000) -
ENDING FUND EQUITY (Unrestricted Net Assets) 815,856 815,856 720,856 720,856
1
1 11
ADMINISTRATIVE SERVICES FUND ,
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
,
FUND EQUITY (Unrestricted Net Assets) 4,268,814 4,268,814 4,155,&A
Billings to Departments 9,566,693 9,509,930 9,509,930 9,230,000
Non-Operating Revenue 231,178 205,000 205,000 200,000
Capital Grants and Contributions -
Transfers In 638,521 -
Fund Reserves - 135,000
TOTAL REVENUES 10,436,392 9,714,930 9,849,930 9,430,000
EXPENDITURES:
Information Technology/Admin 364,811 379,030 379,030 389,940
Info Tech/Network Services 2,059,022 2,317,000 2,317,000 2,222,230
Info Tech/Software Applications 1,548,061 1,916,700 1,978,700 1,999,220
Info Tech/Telecommunications 960,384 1,067,530 1,067,530 972,020
Public Comm/Courier
156,431
173,990
173,990
182,640 '
Public Comm/Graphic Comm. 422,577 431,160 504,160 -
Clearwater Customer Service 3,192,818 3,407,670 3,407,670 3,458,540
TOTAL EXPENDITURES 8,704,104 9,693,080 9,828,080 9,224,590
Source (Use) of Fund Equity - - (135,000) -
ENDING FUND EQUITY (Unrestricted Net Assets) 4,268,814 4,290,664 4,155,664 4,361,074
GARAGE FUND I
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
FUND EQUITY (Unrestricted Net Assets) 3,429,486 3,429,486 3,378,486
Billings to Departments 13,026,230 13,168,280 11,368,680 12,202,140
Non-Operating Revenue 680,349 685,300 685,300 622,400
Capital Grants and Contributions - - -
Transfers In 373,314 - - -
Fund Reserves - - 51,000 -
TOTAL REVENUES 14,079,893 13,853,580 12,104,980 12,824,540
EXPENDITURES:
Fleet Maintenance
12,481,552
13,202,070
11,453,290
12,192,160
Radio Communications 545,446 651,510 651,690 632,380
TOTAL EXPENDITURES 13,026,998 13,853,580 12,104,980 12,824,540
Source (Use) of Fund Equity - - (51.000) -
ENDING FUND EQUITY (Unrestricted Net Assets) 3,429,486 3,429,486 3,378,486 3,378,486
12 1
CENTRAL INSURANCE FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR Proposed
FY 07/08 FY 08/09 FY 08/09 FY 09/10
t
t
d N
t A
t
FUND EQUITY
U
i 965
397
33 965
397
33 24
147
692
(
nres
r
c
e
e sse
s) ,
, ,
, ,
,
Billings to Departments 19,283,669 18,211,640 18,211,640 18,037,560
Non-Operating Revenue 1,424,479 1,675,000 1,675,000 940,000
Transfers In 175,238 183,270 183,270 183,760
Fund Reserves - 11,172,925
TOTAL REVENUES 20,883,386 20,069,910 31,242,835 19,161,320
EXPENDITURES:
Risk Management 401,502 414,490 414,490 423,770
Employee Benefits 262,127 322,460 322,460 329,980
Non-Departmental 20,049,781 17,977,740 29,150,665 17,454,620
TOTAL EXPENDITURES 20,713,410 18,714,690 29,887,615 18,208,370
' Source (Use) of Fund Equity - - (11,172,925) -
ENDING FUND EQUITY (Unrestricted Net Assets) 33,965,397 35,320,617 24,147,692 25,100,642
1
t
13
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 07/08 FY 08/09 FY 08/09 FY 09/10 IncADec)
Approved Approved Amended Proposed Over 08/09
Department FTEs FTEs FTEs FTEs Amended
GENERAL FUND
City Council
City Manager's Office
City Attorney's Office
City Audit
Development & Neighborhood Services
Development Services
Neighborhood Services
Development & Neighborhood Svcs
Economic Development & Housing Services
Economic Development
Housing Services
Economic Development & Housing Services
Equity Services
Engineering:
Environmental & Stormwater Mgmt.
Engineering Production
Traffic Operations
Engineering
Finance
Fire
Administration
Support Services
Fire Prevention Services
Fire Operations
Emergency Medical Services
Fire Department
Human Resources
Administration
Recruitment, Selection and Training
Compensation and Classification
Employee Labor Relations
Human Resources
1.0 1.0 1.0 1.0
9.0 8.0 8.0 9.0 1.0
12.0 12.0 12.0 12.0
2.0 2.0 2.0 2.0
49.5 48.5 48.5 0.0 (48.5)
4.0 3.0 3.0 0.0 (3.0)
53.5 51.5 51.5 0.0 (51.5)
4.0 4.0 4.0 4.0
7.0 7.0 7.0 7.0
11.0 11.0 11.0 11.0
3.0 2.0 2.0 0.0 (2.0)
7.0 7.0 7.0 0.0 (7.0)
32.0 31.0 31.0 37.0 6.0
23.0 23.0 23.0 23.0
62.0 61.0 61.0 60.0 (1.0)
29.5 29.5 29.5 27.5 (2.0)
10.0 10.0 10.0 9.0 (1.0)
1.0 2.0 2.0 2.0
7.0 8.0 8.0 8.0
132.0 130.0 130.0 130.0
62.0 62.0 62.0 54.0 (8,0)
212.0 212.0 212.0 203.0 (9.0)
2.3 2.3 2.3 2.3
5.2 5.2 5.2 3.7 (1.5)
2.0 2.0 2.0 2.0
3.0 3.0 3.0 3.0
12.5 12.5 12.5 11.0 (1.5)
15
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 07/08 FY 08/09 FY 08/09 FY 09/10 IncADec)
Approved Approved Amended Proposed Over 08/09
Department FTEs FTEs FTEs FTEs Amended
Library
Centralized Library Services 17.0 19.0 19.0 17.0 (2.0)
Main Library 36.8 31.5 31.5 25.7 (5.8)
Countryside Branch Library 16.1 12.1 12.1 13.1 1.0
East Branch Library 14.0 12.0 12.0 13.1 1.1
North Greenwood Branch Library 3.0 3.1 3.1 1.3 (1.9)
Beach Branch Library 1.5 0.6 0.6 1.3 0.7
Library 88.4 78.3 78.3 71.4 (6.9)
Marine Operations
Beach Guard Operations 14.5 14.5 14.5 0.0 (14.5)
Pier 60 5.9 5.9 5.9 5.9
Marine Operations 20.4 20.4 20.4 5.9 (14.5)
Office of Management & Budget 3.0 3.0 3.0 3.0
Official Records & Legislative Services 11.0 11.0 11.0 9.0 (2.0)
Parks & Recreation
Administration 24.0 22.0 22.0 21.0 (1.0)
Recreation Programming 89.8 76.2 76.2 71.6 (4.6)
Parks & Beautification 106.0 105.5 105.5 98.5 (7.0)
Parks & Recreation 219.8 203.7 203.7 191.1 (12.6)
Planning and Development Department
Planning 17.0 17.0 17.0 17.0
Development Services 0.0 0.0 0.0 41.5 41.5
Planning & Development 17.0 17.0 17.0 58.5 41.5
Police
Office of the Chief 19.0 18.0 18.0 15.0 (3.0)
Criminal investigations 56.6 56.6 56.6 58.6 2.0
Patrol 227.0 227.0 227.0 208.0 (19.0)
Support Services 42.0 39.0 39.0 41.0 2.0
Communications 49.3 49.3 49.3 48.3 (1.0)
Police 393.9 389.9 389.9 370.9 (19.0)
Public Communications 11.5 11.5 11.5 12.0 0.5
Public Services
Streets & Sidewalks 13.0 13.0 13.0 13.0
Urban Forestry 11.0 9.0 9.0 9.0
Construction 13.0 13.0 13.0 0.0 (13.0)
Public Services Administration 6.0 5.0 5.0 4.0 (1.0)
Public Services 43.0 40.0 40.0 26.0 (14.0)
TOTAL, GENERAL FUND 1215.5 1177.3 1177.3 1084.3 (93.0)
16
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 07/08 FY 08/09 FY 08/09 FY 09/10 Inc/(Dec)
Approved Approved Amended Proposed Over 08/09
Department FTEs FTEs FTEs FTEs Amended
UTILITY FUNDS
Gas System
Administration & Supply
Pinellas Gas Operations
Pasco Gas Operations
Gas Marketing & Pinellas Sales
Total Gas Fund
Public Utilities
Public Utilities Administration
Wastewater Collection
Public Utilities Maintenance
WPC Plant Operations
WPC Laboratory
WPC Industrial Pretreatment
Water Distribution
Water Supply
Reclaimed Water
Total Water & Sewer Fund
Stormwater
Public Services
Stormwater Maintenance
Engineering
Stormwater Management
Total Stormwater Fund
Solid Waste
Solid Waste Administration
Solid Waste Collection
Solid Waste Transfer
Container Maintenance
Total Solid Waste Fund
Recycling
Residential
Multi-Family
Commercial
Total Recycling Fund
TOTAL, UTILITY FUNDS
8.7 9.7 9.7 8.7 (1.0)
44.0 41.0 41.0 50.0 9.0
28.0 23.0 23.0 10.0 (13.0)
9.3 10.3 10.3 8.3 (2.0)
90.0 84.0 84.0 77.0 (7.0)
6.0 6.0 6.0 6.0
35.0 25.0 25.0 25.0
0.0 19.0 19.0 18.0 (1.0)
50.0 41.0 41.0 40.0 (1.0)
9.0 9.0 9.0 8.0 (1,0)
6.0 6.0 6.0 6.0
37.0 37.0 37.0 35.0 (2.0)
11.0 11.0 11.0 11.0
14.0 15.0 15.0 15.0
168.0 169.0 169.0 164.0 (5.0)
38.0 38.0 38.0 37.0 (1.0)
8.0 9.0 9.0 9.0
46.0 47.0 47.0 46.0 (1.0)
7.5 7.5 7.5 7.5
84.0 84.0 84.0 84.0
11.5 11.5 11.5 11.5
9.0 9.0 9.0 9.0
112.0 112.0 112.0 112.0
9.7 9.2 9.2 9.2
3.6 3.6 3.6 3.6
9.2 9.5 9.5 9.5
22.5 22.3 22.3 22.3
438.5 434.3 434.3 421.3 (13.0)
17
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 07/08 FY 08/09 FY 08/09 FY 09/10 Inc/(D@c)
Approved Approved Amended Proposed Over 08/09
Department FTEs FTEs FTEs FTEs Amended
OTHER ENTERPRISE FUNDS
PWA/Parking
Parking System 14.7 14.7 14.7 15.7 1.0
Parking Enforcement 6.0 6.0 6.0 6.0
Beach Guard Operations 9.9
PWA/Parking 20.7 20.7 20.7 31.6 10.9
Marine
Marina Operations 18.6 18.8 18.8 17.1 (1.7)
Clearwater Airpark Operations 1.9 0.0 0.0 0.0
Marine Fund 20.5 18.8 18.8 17.1 (1.7)
Airpark
Clearwater Airpark Operations 1.7 1.7 1.4 (0.3)
Airpark Fund 1.7 1.7 1.4 (0.3)
Downtown Boat Slips
Downtown Boat Slips Operations 5.6 5.6
Downtown Boat Slips Fund 5.6 5.6
TOTAL, OTHER ENTERPRISE 41.2 41.2 41.2 55.7 14.5
INTERNAL SERVICES FUNDS
Customer Service 45.0 45.0 45.0 45.0
Finance / Risk Management 5.0 5.0 5.0 5.0
General Services
Administration 2.5 2.5 2.5 2.5
Building & Maintenance 47.7 45.0 45.0 43.0 (2.0)
Fleet Maintenance 42.0 42.0 42.0 42.0
Radio Communications 2.0 2.0 2.0 2.0
General Services 94.2 91.5 91.5 89.5 (2.0)
Employee Benefits / Human Resources 3.0 3.0 3.0 3.0
Information Technology
Administration 3.0 3.0 3.0 3.0
Network Services 11.0 12.0 12.0 12.0
Software Application 19.0 16.0 16.0 17.0 1.0
Telecommunications 1.5 1.5 1.5 1.5
Information Technology 34.5 32.5 32.5 33.5 1.0
Public Communications/Graphics
Graphics 4.0 4.2 4.2 0.0 (4,2)
Courier 1.0 0.8 0.8 1.0 0.2
Public Communications/Graphics 5.0 5.0 5.0 1.0 (4.0)
TOTAL, INTERNAL SERVICES 186.7 182.0 182.0 177.0 (5.0)
18
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 07/08 FY 08/09 FY 08/09 FY 09/10 IncADec)
Approved Approved Amended Proposed Over 08/09
Department FTEs FTEs FTEs FTEs Amended
SPECIAL PROGRAM FUND
Police Outside Duty Clerk 1.0 1.0 1.0 1.0
Human Trafficking Grant 1.0 1.0 1.0 1.0
AmeriCorp Program 9.7 9.7 9.7 9.7
SLEF - SRO Officers 3.0 3.0
Investigative Cost Recovery 7.0 7.0
TOTAL, SPECIAL PROGRAM 11.7 11.7 11.7 21.7 10.0
TOTAL, ALL FUNDS 1893.6 1846.5 1846.5 1760.0 (86.5)
19
CITY COUNCIL
I Mission
The City of Clearwater government provides the municipal services and infrastructure necessary for a
high quality of life for all our citizens.
I Program Description
The City of Clearwater is governed by a Council/Manager form of government with the City Council serving as the
governing body. The Clearwater City Council is comprised of the Mayor and four Council members, who each
serve four-year terms. The City Council is the legislative and policy-making body of the City, responsible for
approving the budget and determining the ad valorem tax rate on all real and personal property within the
corporate limits of the City.
In addition, the Councilmembers evaluate the job performance of the City Manager and the City Attorney, attend
' City Council meetings, special workshops/meetings, schedule and attend community meetings to address areas of
concern, serve as the City liaison for various area-wide boards, and represent the City at numerous ribbon cuttings,
opening day festivities, and organizational welcomes.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 179,042 182,246 197,610 209,920 6%
Operating 64,359 45,566 64,240 63,820 -1%
Internal Services 25,540 26,370 23,540 19,830 -16%
Transfers 3,000 3,000 3,000 3,000 0%
T
otal City Council 271,941 257,182 288,390 296,570 3%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
City Council 1.0 1.0 1.0 1.0
Total City Council 1.0 1.0 1.0 1.0
rl
1 21
CITY COUNCIL I
Program Highlights
? The City Council Program includes salaries for the five
Council members and a Staff Assistant. The Council
member's salaries have been adjusted per
ordinance in this budget by a 5.8% cost of living
increase, which is equal to the Social Security
Agency adjustment for 2009.
Included in the operating category is the anticipated
cost of memberships for fiscal year 2009/10 totaling
$29,580, the same as the current fiscal year. This
includes funding for memberships for the Clearwater
Regional Chambers of Commerce, the U.S.
Conference of Mayors, the Florida League of Cities,
the Tampa Bay Regional Planning Council, as well as
other ancillary memberships.
? Transfers remain the same as the previous year at
$3,000 and represent a transfer to the Special
Program Fund to fund the Nagano Sister City
Program activities.
? There have been no other significant changes in the
City Council program. The budget for this
department reflects a decrease of 3% from the
2008/09 budget.
22
CITY MANAGER'S OFFICE
Mission
Our mission is to ensure that the City of Clearwater government provides the municipal services and
infrastructure necessary for a high quality of life for all our citizens.
Program Description
The City of Clearwater is governed by a Council/Manager form of government with the City Manager, appointed
by the City Council, serving as the chief executive and administrative officer of the City. The City Manager is a
professional administrator retained by the City Council to administer the day-to-day operations and services of the
City. The City Manager administers policies and legislation adopted by the City Council, directs all departments,
offices and operations of the City, and prepares and administers the annual budget.
A staff directly supports the City Manager, consisting of two Assistant City Managers and an administrative staff.
The Equity Services Manager, who also reports directly to the City Manager from within this program, oversees the
City's Equal Employment Opportunity, Diversity and Americans with Disabilities Act programs. All departments
within the City report directly to either the City Manager or one of the Assistant City Managers.
1
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 782884 780,721 851,990 957,980 12%
' Operating 68,841 55,420 82810 88,530 7%
Internal Services 133,916 128,052 131,410 128,170 -2%
Transfers 100,000 100,000 100,000 100,000 0%
' Capital 277 - - - n/a
Total City Manager's Office 1,085,918 1,064,193 1,166,210 1,274,680 9%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
' 2006/07 2007/08 2008/09 2009/10
' City Manager's Office 9.0 9.0 8.0 9.0
Total City Manager's Office 9.0 9.0 8.0 9.0
I Fl
23
CITY MANAGER'S OFFICE
Program Highlights I
? The City Manager's Office is supported by nine full
time equivalent positions, an increase of one position
from the 2008/09 budget. With the elimination of the
Equity Services program, the position of Equity
Services Manager has been consolidated into the
City Manager's Office. This change results in the 12%
Increase in personnel service costs for the 2009/10
budget.
? As a result of consolidating some of the Equity
Services program costs for the Equity Services
Manager, such as consulting, travel, and training into
the City Manager's Office, other operating costs
reflects an increase of 7%.
? Transfers of $100,000 provide funding the Special
Program project for the "City Manager's Flexibility
Fund" which provides a source of funding for the City
Manager to handle small, unbudgeted problems that
arise during any fiscal year. This is the same level of
funding as provided in the 2008/09 budget.
? There have been no other significant changes in the
City Manager's program. The budget for this
department reflects a 9% increase from the 2008/09
budget.
24
CITY ATTORNEY'S OFFICE
Mission
The Mission of the City Attorney's Office is to provide timely, cost-efficient, quality services and advice to
support the City Council, the City Manager, and the City departments boards and agencies in fulfilling
their missions and goals: and to advance, advocate and safeguard the interests of the City within the
bounds of the law.
Program Description
The City Attorney's Office provides timely, cost-efficient, quality services and advice to support the City Council, the
City Manager, and all City departments, boards and agencies in fulfilling their missions and goals; and advances,
advocates and safeguards the interests of the City within the bounds of the law.
? Litiaation - Handles the defense of lawsuits against the City and the prosecution of City lawsuits against others. Also
included in this function are matters involving land use/zoning, code violations, employee issues and civil forfeitures.
44, Transactional - Assists departments in drafting or reviewing agreements and contracts, real estate transactions, and
purchasing issues and procedures.
? Leaislation - Drafts or assists City staff in drafting ordinances and resolutions and performs any research associated
therewith.
? Leaal Advice - Advises City staff on all legal issues including city code and state statute interpretation, employee
matters, police advice and training, and general legal questions.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006-07 2007/08 2008/09 2009/10 Change
Personnel 1,074,091 1,120,364 1,147,490 1,159,190 1 %
Operating 137,056 184,972 411,910 407,030 -1%
Internal Services 117,266 122162 123,390 119,210 -3%
Capital 11,380 4,016 6,000 6,000 0%
Transfers - 1,200 - n/a
Total City Attomey's office 1,339,793 1,432,714 1,688,790 1,691,430 0%
25
CITY ATTORNEY'S OFFICE
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
City Attorney's Office 12.0 12.0 12.0 12.0
Total City Attomey's Office 12.0 12.0 12.0 12.0
Program Highlights
? The City Attorney's Office is supported by twelve full ? Funding for the support of capital expenditures for
time equivalent positions, the same as the 2008/09 books and publications remains the same at $6,000,
budget. the same level as 2008/09 budget.
? Personnel costs represent 69% of this program's ? There have been no other significant changes in the
budget. City Attorney's Office. The budget for this
Department reflects no increase from the 2008/09
? The operating budget of $407,030 includes $315,000 budget.
for outside professional services, the same as the
2008/09 budget.
26
II
CITY AUDIT
Mission
To provide independent, objective assurance, and consulting functions of City services to promote
ethical, effective, and accountable government, We are committed to providing proactive, accurate,
and fair services in a friendly, professional manner.
Program Description
The Audit Office strives to ensure that the City of Clearwater provides municipal services to all residents, businesses,
and visitors in an honest, effective and accountable manner. Our responsibilities include performing systematic
compliance, financial, and operational reviews of City business activities to add value and assist in improving
departmental operations. Specifically, audits help insure the existence and enforcement of management
established internal controls; compliance with policies, procedures, rules, guidelines, and laws; safeguarding of
property, reliability and integrity of financial operational information; and, the effectiveness and efficiency of
operations.
Audits are scheduled in an annual work plan based on potential risks to the organization, a department, or a
division. Additionally, departments, senior management, or a member of the public provide Insights and requests
for audits.
DEPARTMENT SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Intemal Services 139,241 153,066 157,380
2,332 2,145 1,500
16,431 17,209 16,640 165,500
900
16,010 5%
-40%
-4%
Total City Audit 158,004 172,420 175,520 182,410 4%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
City Audit 2.0 2.0 2.0 2.0
' Total City Audit 2.0 2.0 2.0 2.0
1I
1 27
CITY AUDIT I
Program Highlights
? The City Auditor's Office is supported by two full time
equivalent positions, the same as the 2008/09
budget.
The 5% increase In Personnel costs is entirely due to
budgeted increases in employee pension costs.
Personnel costs represent 91% of this program's
budget.
? Operating budget reductions of $600, or 40%,
represent reductions in training and memberships
Operating costs have been reduced by more than
50% in this program over the past two years.
? There have been no other significant changes in the
City Auditor's Office. The budget for this department
reflects an Increase of 4% over the 2008/09 budget.
28
CUSTOMER SERVICE
I Mission
Customer Service provides courteous, understanding, efficient service to customers of the City of
Clearwater utilities and to the internal departments that we are privileged to serve.
I Department Description
Clearwater Customer Service (CCS) is responsible for providing centralized customer service functions to customers
of the seven City utilities: Gas, Water, Sewer, Solid Waste, Recycling, Reclaimed Water, and Stormwater. The major
areas associated with this responsibility include Meter Reading, Customer Accounting, Collections, and Customer
Care.
Meter Reading Representatives are responsible for securing accurate and timely readings. Metered services
include: Water (potable, lawn, reclaimed), Gas and Wastewater (based on metered potable water usage). Each
month Meter Reading Representatives visit each service location and record meter readings in a hand held device
that interfaces with our Utility Management System. Meter reading is the first step in a billing process that optimizes
"read-to-bill" time and ensures that each account is billed each month. The Field Service section also performs
special readings, leak notifications, and initiates service orders based on field observations.
The Customer Accounting section is responsible for calculation and preparation of customer bills, resolving billing
exceptions, processing service orders and special/final bill requests, and generating reports. Each day, the
Customer Accounting section is responsible for reviewing account billing, based on the previous day's meter
readings, as well as, billings for non-metered utility services. Customer Accounting reviews all utility bills before they
' are mailed to customers.
The Collections section is responsible for managing utility customer accounts receivable in a fiscally responsible
manner that respects customers while limiting the exposure of the City of Clearwater to delinquent accounts.
Active accounts with past due balances are noticed and measures are undertaken to secure payment. Services
are disconnected for non-payment when necessary. The Collections area also manages inactive accounts
receivable, seeking payment of final bills, performing skip-tracing and filing property liens as appropriate.
' The Customer Care section is responsible for receiving and processing payments on a daily basis, responding in a
timely, courteous, and professional manner to customer requests received via telephones, mail (postal or e-mail) or
from walk-in customers. Accounts are opened or closed, requests for information are responded to, and inquiries
are researched and resolved.
Customer Service is located on the first floor of the Municipal Services Building, 100 S. Myrtle Avenue. Customers
' may reach Customers Service either by phone at 727-562-4600, in person Monday thru Friday (except for observed
holidays), or on the web at www.myclearwater.com/services/customer service.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2150,783 2,136,231 2,275,580 2,342,430 3%
Operating 435,170 490,674 565,620 621,650 10%
' Internal Services 426,017 454,396 455,300 433,290 -5%
Capital - 345 -
Debt 9,247 11,172 11,170 11,170 0%
Transfers 100,000 100,000 100,000 50,000 -50%
Total Customer Service 3,121,217 3,192,818 3,407,670 3,458,540 1%
1 29
CUSTOMER SERVICE
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
'
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Customer Service 44.0 45.0 45.0 45.0
Total Customer Service 44.0 45.0 45.0 45.0
Program Highlights I
? The Customer Service program is an internal service
function supporting all City utility operations. All costs
of the Customer Service program are passed back to
the City's utility departments based upon services
provided. This program supports all customer service
functions, including billing, collection, accounting,
meter reading, administration, and customer service
for approximately 50,000 monthly billable accounts.
For fiscal year 2008/09, Customer Service billed
revenues of over $125 million.
? The Customer Service program is supported by forty-
five full time equivalent positions, the same as the
2008/09 budget.
? Other Operating costs reflect an increase of 10% as a
result of the planned use of outside vendor services for
the printing of utility bills, rather than the City's graphic
operation in previous years.
? Internal Services reflects a 5% decrease primarily
as a result of a reduction in reproduction and ,
printing charges as a result of the elimination of
the graphics operation.
? Transfers include $50,000 to fund a capital
improvement project for Customer Information
System Upgrades and Replacements, which
provides funding for future enhancements and
maintenance of the customer service information
system. This is 50% reduction from the 2008/09
budget.
? There have been no other significant changes in
the Customer Servlce Department in the
approved budget. The budget for this program
reflects an increase of 1% over the 2008/09
budget.
30
ECONOMIC DEVELOPMENT AND HOUSING
' Mission
Our mission is to improve and expand the economic base of the City through the retention and
expansion of existing businesses and the attraction of new businesses and real estate investments, and
by implementing value-added strategies and programs that enhance the community's overall high
' quality of life and local and national image. Further,, our mission is to provide quality affordable housing
and community services to the citizens of Clearwater.
I Department Description
I The Economic Development and Housing Department consists of eleven employees and is divided Into two
programs, Economic Development and Housing.
Ll
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Economic Development 788,243 757,941 849,930 818,780 -4%
Housing 446,962 491,375 540,010 555,790 3%
Total Economic Development & Housing 1,235,205 1,249,316 1,389,940 1,374,570 -1%
f
' DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Economic Development 5.0 4.0 4.0 4.0
Housing 7.0 7.0 7.0 7.0
Total Economic Development & Housing 12.0 11.0 11.0 11.0
I
I
31
ECONOMIC DEVELOPMENT AND HOUSING
Department Highlights
The Economic Development and Housing
Department is supported by eleven full time
equivalent positions, the same level as the 2008/09
budget.
? The tourism contracts in the amount of $237,000
include the Chamber of Commerce at $190,000 and
the Beach Visitors Center at $47,000. Both contracts
are funded in the Economic Development program
at a minor increase of $1,000 over the 2008/09
budget.
? A contribution of $19,400 is budgeted to support the
Pinellas County Coalition for Homeless, the same level
of funding as the current budget.
? Internal Services costs reflect a decrease of 11%,
primarily due to a decrease in information
technology charges.
? Budgeted costs for the qualified tax incentive (QTI)
program are anticipated at $4,600 in the 2009/10
budget.
? The Tampa Bay Partnership membership is budgeted
at $25,000 for 2009/10, a decrease of $25,000 from
the 2008/09 budget.
? Outside professional services for appraisals, research,
statistical analyses and market analyses are
budgeted at $35,000, a decrease of $5,000 from
2008/09.
? There have been no other significant changes in the
Economic Development and Housing program
budgets. The Budget for this Department reflects a
decrease of 1 % from the 2008/09 budget.
32
u
Ir-
u
ECONOMIC DEVELOPMENT
Program Description
Economic Development, in concert with Housing, interrelates its activities with all other City departments and a
wide spectrum of public and private organizations fostering partnerships for the achievement of community goals.
The department continues to spearhead community development efforts in targeted city neighborhoods and
districts by applying an array of funding programs toward stabilization and revitalization of areas with pressing
economic, social and physical needs.
Operationally, the department administers programs that impact the economic development of vulnerable parts
of the city, including the activities and incentives for portions of the Community Redevelopment Agency (CRA)
area, the Brownfields program, the Enterprise Zone, and Hub Zone. The department also manages the city's tourism
and economic development efforts with Pinellas County Economic Development, the Clearwater Regional
Chamber of Commerce, and the Tampa Bay Partnership.
Economic Development also administers state incentive programs that attract new employment opportunities to
the city. The department develops and maintains contacts with the business community and works with existing
businesses to retain and expand the current employment base, and connects them to available resources and
financing programs. These efforts serve to create jobs, increase the tax base and improve the economic and
business climate of the city.
The potential for quality economic development growth is further defined by the department's lead role in
outreach targeted marketing for the recruitment of value-added new affordable and market-rate residential, retail,
office, industrial, mixed land use, cultural, and tourist-based resort developments. Marketing efforts also include
enhancing the livability and image of the community overall.
Economic Development consists of four (4.0) FTEs funded by the General Fund and the CRA. The positions include a
Director, an Economic Development Coordinator, a Community Development Planner, and an Economic
Development Specialist,
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services
Interfund 329,929 300,949 331,590
370,865 368,578 434,580
87,449 88,414 83,760
- - - 336,740
397,130
80,310
4,600 2%
-9%
-4%
n/a
Total Economic Development 788,243 757,941 849,930 818,780 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Economic Development
5.0 4.0 4.0 4.0
Total Economic Development 5.0 4.0 4.0 4.0
33
HOUSING
Program Description
Housing provides quality affordable housing, community and economic development services to the citizens of ,
Clearwater. These goals are achieved through the administration of two federal grant programs funded through
the U.S. Department of Housing and Urban Development, Community Development Block Grant (CDBG) and
Home Investment Partnership Program (HOME). Additionally, the City also partners with the State of Florida through
the State Housing Initiatives Partnership (SHIP) Program, and Pinellas County Housing Trust Fund. Using these grant
funds totaling approximately $2 million, the department funds a wide variety of housing, social service and
economic development programs. '
Approximately $1 million of the total grant funds are redistributed to community organizations that directly provide
services to the community. The department, during its annual funding cycle, advertises, solicits, reviews and
recommends to the City Council for their final approval the selection and funding level of the grantee
organizations. Contract management and grant supervision is provided by the department throughout the year to
ensure effective use of the grant funds.
The department also provides affordable housing funding for very low to moderate-income residents for down
payment assistance, rehabilitation loans and construction of new infill housing units and rental communities. Where
grant funds for new infill housing are provided to a nonprofit or for-profit housing partner, the department provides
technical assistance to the nonprofit organization and supervision of the grant. Due to the extensive federal, state
and county grant regulatory requirements, two (2) FTE's, as well as, a substantial portion of the Assistant Director's
time are devoted to financial reporting, grant management and coordination with the City's Finance Department.
Housing is fully funded through the administrative portion of the federal and state grant funds and no City general
operating funds are used. The Housing staff is composed of seven FTE's including an Assistant Economic
Development and Housing Director, a Housing Manager, a Housing Coordinator, a Senior Accountant, an
Accountant, a Staff Assistant and a Senior Staff Assistant.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change ,
Personnel 347,253 392,055 443,690 461,090 4%
Operating 35,786 33,038 31,030 26,410 -15%
Internal Services 63,923 66,282 65,290 68,290 5%
Capital - - - - 0%
540
010 555
790 3%
Total Housing ,
446,962 491,375 ,
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Housing 7.0 7.0 7.0 7.0 ,
Total Housing 7.0 7.0 7.0 7.0
34
ENGINEERING
Mission
To provide engineering expertise to implement the transportation, parking, utility, and civil engineering
segments of the Capital Improvement Program; and to optimize the function of the City's traffic
operations and parking systems affording the maximum benefit and convenience to our residents and
visitors,
Department Description
The Engineering department is responsible for project management for various elements of the City's Capital
Improvement Program. This Includes stormwater, environmental, engineering design, contract award and
construction management. The department is also responsible for traffic planning, design, and operations and the
administration of the 3,500+/- space Parking System. Engineering consists of four six divisions; Civil Engineering,
Geographic Technology, Stormwater Management, Construction Management, Traffic Operations and Parking
System.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
General Fund
Environ & Stmwtr Mgmt 504,264 565,236 650,440 - -100%
Engineering Production 2,763,070 2,505,309 2506,500 3,289,560 31%
Traffic Operations 3,604,791 3,723,527 4,126,940 4,152,330 1%
Subtotal 6,872,125 6,794,072 7,283,880 7,441,890 2%
Stormwater Utility Fund
StormwwaterMgmt 3,123,053 3,503,640 5,062,550 4,794,760 -5%
Parking Fund
Parking System 3,046,567 2902995 3,113,380 3,713,720 19%
Parking Enforcement 853,550 690,612 850,000 850,000 0%
Subtotal 3,900,117 3,593,607 3,963,380 4,563,720 15%
Total Engineering 13,895,295 13,891,319 16,309,810 16,800,370 3%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Fund 68.0 62.0 61.0 60.0
Stormwater Utility Fund 8.0 8.0 9.0 9.0
Parking Fund 20.7 20.7 20.7 21.7
Total Engineering 96.7 90.7 90.7 90.7
35
ENGINEERING
:•
General Fund
Engineering Production and Traffic Operations
Highlights
Restructuring of the Engineering and Public Service
operations have resulted in a net decrease of one
full-time equivalent positions in Engineering for fiscal
year 2009/10, for a total of 60 FfE positions.
Engineering has eliminated five positions; one
Assistant Director, a Drafting and Map Technician,
and three Survey Assistants. The position of Systems
Analyst has been transferred to the Information
Technology Department, and Engineering has
absorbed five construction management positions
from Public Services.
? There have been no other significant changes in the
Engineering and Traffic Operation programs. The
budget for this program reflects a 2% increase over
the 2008/09 budget due to the reorganization of
personnel.
J
Stormwater Management
Highlights
The Stormwater Management program is funded by
the Stormwater Fund, which is a self-supporting
enterprise operation, established to fund all
Stormwater programs.
Budgeted contractual service costs for upland exotic
control and removal have been reduced from
$135,000 in the 2008/09 budget to $70,000 in the
proposed 2009/10 budget, a reduction of $65,000.
The Stormwater Management program is supported
by nine full-time equivalent positions, the same as
fiscal year 2008/09.
Budgeted debt costs of approximately $2.9 million
are approximately 7% less than the 2008/09 budget
due to the recent restructuring of the Stormwater
capital projects and the delayed need to Issue new
stormwater bonds.
Budget transfers of $692,090 in this program reflect
the payment in lieu of taxes for the Stormwater Fund
to the General Fund. The computation is based on
City Council policy, and reflects a rate of 5.5% of prior
year gross revenues. The 2009/10 contribution is a 6%
increase over the 2008/09 budget.
.•.
There have been no other significant changes in the
Stormwater Management program. The budget for
this program reflects a decrease of 5% from the
2008/09 budget.
t
36
F
ENGINEERING
Parking Fund
Highlights
•3 The Parking Fund programs in the Engineering
Department are supported by 21.7 full time
equivalent positions, an increase of one position over
the 2008/09 budget. A temporary Police Aide
position is funded to provide continued support to
Beach Walk.
? Land rental costs for temporary parking lots have
increase from $566,350 in 2008/09 to $922,020 in
2009/10, a 63% Increase in this budget.
Debt costs in the Parking Fund include $126,780 for
the anticipated debt for the Beach Parking Garage
bonds for fiscal year 2009/10.
Parking System reimbursements to the General Fund
total $657,050 and include $137,210 for traffic field
operation services, $69,020 for Parks and Recreation
services, and $450,820 for beach cleaning. This is
approximately the same level of funding as the
2008/09 budget.
? Sunsets at Pier 60 is now funded from the Parking
Fund at a budgeted cost of $21,480 in 2009/10. This
cost had previously been budgeted in the General
Fund.
Transfers of $360,380 to the General Fund represent
parking fine revenue net of the cost of the Parking
Enforcement program. This is a net increase of 5%
over the 2008/09 budget.
•: Per City Council policy, the Parking Fund makes a
payment in lieu of taxes in the amount of $228,610 to
support the General Fund. The computation is based
upon a rate of 5.5% of fiscal year 2007/08 gross
revenues. The 2009/10 contributions represents an
increase of 11 % over the 2008/09 budget.
There have been no other significant changes to the
Parking Fund programs in Engineering. The budgets
for these programs reflect a net 15% increase over
the 2008/09 budget.
37
ENGINEERING
Program Description
The Engineering program is organized into three operational divisions: Civil Engineering, Geographic Technology
and Construction Management.
The Civil Engineering Division of the Engineering Department includes Environmental Engineering, Utility Engineering,
Land Development Engineering and Real Estate services. This division is responsible for engineering design including
management of engineering and architectural consultant contracts, landscape architecture, project bidding,
contract award, administration of materials management and site clean-up projects, management of the plan
review process and real estate services including right-of-way acquisition.
The Geographic Technology Division is responsible for project surveying, drafting, GIS, maintaining infrastructure
atlases and provides mapping support for multiple City departments.
The Construction Management Division provides construction, project management and inspection services. The
construction inspection function includes verification that projects meet City requirements and are in accordance
with approved plans. The project management function includes preparation of monthly pay estimates and
contract administration. This division provides guidance and direction to contractors on a daily basis.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,214,362 1,968,577 1,945,320 2,569,530 32%
Operating 81,988 61,126 107,200 139,750 30%
Internal Services 301,682 326,972 305,150 357,960 17%
Capital 116 - 200 500 150%
Debt 29,922 13,634 13,630 16,820 23%
Transfers 135,000 135,000 135,000 205,000 52%
Total Engineering 2,763,070 2,505,309 2,506,500 3,289,560 31%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget .
2006/07 2007/08 2008/09 2009/10
Engineering Production
45.5 39.0 38,0 37.0
Total Engineering 45.5 39.0 38.0 37.0
38
U
I
TRAFFIC OPERATIONS
Program Description
This division is responsible for the planning, geometric design and traffic operations of roads, streets and highways,
their networks, terminals, abutting lands, relationships with other modes of transportation and the City's traffic
calming program. It reviews plans of developments and impact on adjacent street systems, initiates street lighting,
administers transportation impact fees, conducts traffic studies, analyzes accident problems, reviews public
concerns and complaints, and coordinates and maintains the Computerized Traffic Control System. This division
also fabricates, installs and maintains all traffic signal installations, pavement markings and traffic signs under the
jurisdiction of the City of Clearwater, including flashing beacons, school signals and the marking of all City parking
lots. This division also serves as the primary liaison with FDOT, Pinellas County Traffic Engineering and other municipal
traffic operations agencies, as well as, the Pinellas County Metropolitan Planning Organization (MPO).
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,304,106 1,388,550 1,370,760 1,434,480 5%
Operating 2,025,796 2,021,688 2,452130 2,438,720 -1%
Internal Services 259,449 260,211 299,640 279,130 -7%
Capital 4,554 42192 - - n/a
Debt 10,886 10,886 4,410 - -100%
Total Engineering/Traffic Operations 3,604,791 3,723,527 4,126,940 4,152,330 1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Traffic Operations
22.5 23.0 23.0 23.0
rl
?I
1
Total Traffic Operations 22.5 23.0 23.0 23.0
1 39
STORMWATER MANAGEMENT
Program Description
This program consists of the planning, design, and development of stormwater studies and projects for: (1) flood
control and drainage purposes; (2) water quality purposes; (3) habitat restoration purposes; and (4)
erosion/sedimentation control purposes, to meet City and State required levels of service. This program also
provides stormwater administration related to the stormwater utility, alternate funding acquisition, National Pollutant
Discharge Elimination System federal permit administration, and the acquisition of state mandated environmental
permits. Essential water quality monitoring of City surface and groundwater resources and public requested
sampling, as may be required to support public projects or regulatory requests, is also a significant program
element.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 454,082 588,995 674,220 684,850 2%
Operating 178,687 405,953 546,370 442,930 -19%
Internal Services 75,777 75,228 75,260 89,300 19%
Debt 1,847,897 1,821,674 3,114,960 2885,590 -7%
Transfers 566,610 611,790 651,740 692090 6%
Total Stormwater Management 3,123,053 3,503,640 5,062,550 4,794,760 -5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
Stormwater Management 8.0 8.0 9.0 9.0
Total Stormwater Management 8.0 8.0 9.0 9.0
40 1
PARKING SYSTEM
' Program Description
The Clearwater Parking System is responsible for the administration, operation, maintenance, and revenue
collection for the 3,500 +/- City owned parking spaces located both on-street and in off-street facilities, Including
the Garden Avenue Parking Garage; the Municipal Services Complex Employee Parking Garage; the Station
Square Parking Garage and the Courtney Campbell Causeway lot, and many other locations throughout
downtown and the beach. Services such as the resident, Downtown and Beach employee permit parking
programs; the downtown merchant validation program and the prepaid park & go parking card programs are
offered to enhance customer satisfaction.
1
J
1
t
The Parking system provides many important results: promotes parking turnover in commercial districts, assists with
relieving traffic congestion through efficient and well designed ingress/egress points, meeting or exceeding all
current American with Disabilities Act parking requirements, as well as, maintaining itself as a self-supporting entity.
The Parking system also provides financial resources to partially support the beach cleaning operations and the
lifeguard program.
The configuration of the south beach cashier parking lots has dramatically changed due to the Beach Walk
project. These lots are now operated with self-service technology in an effort to save costs. Three (3) temporary
parking lots have been leased to provide supplemental public parking on the beach. A parking structure is being
analyzed for the south beach as well as north beach. These changes will have significant impacts to the parking
fund.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 526,716 533,901 548,890 592,040 8%
Operating 1,955,340 2068,805 1,729,480 2,189,320 27%
Internal Services 81,379 82,508 135,540 130,760 -4%
Capital - - 500 500 0%
Debt 283,132 217,781 218,200 322,490 48%
Transfers 200,000 - 480,770 478,610 0%
Total Parking System 3,046,567 2,902,995 3,113,380 3,713,720 19%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Parking System 14.7 14.7 14.7 15.7
Total Parking System 14.7 14.7 14.7 15.7
41
PARKING ENFORCEMENT
Program Description
The Parking Enforcement program was established in June 2003 to provide dedicated enforcement of parking both
downtown and at the beach. There are a total of six FTE positions dedicated to Parking Enforcement. Actual
enforcement efforts began in March 2004. The number of citations projected to be issued annually is 50,000.
Consistent parking enforcement will encourage compliance with parking ordinances, regulations, statutes, which
result in a higher level of parking space turnover. All parking fine revenue is directed first to the Parking Fund to
cover the costs of the program. The operating costs budgeted in this fiscal year, also includes costs to Citation
Management for collection costs projected to be $3.13 per ticket issued. The excess revenue, estimated at
$275,000 - $300,000, is transferred to the General Fund to support school guards and other general operations.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 243,772 237,669 255,860 264,480 3%
Operating 163,916 135,157 183,260 188,460 3%
Internal Services 47,912 39,572 58,180 36,680 -37%
Debt 19,155 19,156 8,760 - -100%
Transfers 378,795 259,058 343,940 360,380 5%
Total Parking Enforcement 853,550 690,612 850,000 850,000 0%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Parking Enforcement 6.0 6.0 6.0 6.0
Total Parking Enforcement 6.0 6.0 6.0 6.0
42
FINANCE
Mission
Our mission is to serve the Citizens of Clearwater by effective coordination of the fiscal management of
the City through effectively providing timely, responsive, and comprehensive financial/support services
to all our customers.
Department Description
The department is organized into the following two programs. The Finance program performs administration, debt
and specialized accounting, accounting, treasury, payroll and purchasing functions. The Risk Management
program administers the City's self-insurance program, which includes general liability, auto liability, commercial
property, and Workers' Compensation insurances.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
General Fund
Finance 2059,050 2,100,071 2,265,030 2,195,470 -3%
Central Insurance Fund
Risk Management 400,423 401,502 414,490 423,770 2%
Total Finance 2,459,473 2,501,573 2,679,520 2,619,240 -2%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Finance 30.5 29.5 29.5 27.5
Risk Management 5.0 5.0 5.0 5.0
Total Finance 35.5 34.5 34.5 32.5
43
FINANCE I
General Fund
Finance
Program Highlights
? The Finance Department is supported by 27.5 full time
equivalent positions, a reduction of two positions
from the 2008/09 budget. The positions of Systems
Analyst and Accounting Clerk have been eliminated
in the proposed budget.
Personnel costs represent 83% of this program's
budget.
? Operating expenditures include $130,000 for external
audit services and $30,000 for consulting services for
the financial management systems.
There have been no other significant changes in the
Finance program in the budget. The budget for this
Department reflects a 3% decrease from the 2008/09
budget.
r
L??
Central Insurance Fund
Risk Management
Program Highlights
44- The Risk Management program is supported by five
full time equivalent positions, the same as the 2008/09
budget. This program is an internal service function.
All costs of the operation are passed back to other
City Departments based upon employee count.
? There have been no significant changes in the Risk
Management program in the budget. The budget
for this program reflects an increase of 2% over the
2008/09 budget.
n
I
1
44
FINANCE
' Program Description
Administration - Responsible for the effective coordination of all City financial and accounting functions in order to
provide reliable, timely, and accurate financial information to the stakeholders of the organization including the
City Council, City Management, and our citizens, as well as, outside customers including bondholders.
1 Debt & Specialized Accounting - The Debt & Specialized Accounting section is responsible to coordinate and
monitor the debt issued by the City, coordinate efforts with departments in accounting for grants and assists in the
accounting for the Downtown Development Board (DDB) and the Community Redevelopment Agency (CRA), This
program is also responsible for numerous special projects.
Accountina - Accounting is responsible for the maintenance and operation of the computerized financial records
system, the maintenance of the official accounting records, and the filing of all non-payroll tax returns, This program
also assists in asset management via maintenance of the City's fixed asset records,
Treasury - The Treasury function is responsible for the prompt and accurate payment of the City's financial
obligations, and the prompt and accurate recording of the monies the City receives. The Treasury function is
responsible for the daily management of the City's cash flow and invests the funds to maximize investment earnings
within safety and liquidity parameters. The Treasury function is also responsible for the oversight of the investments of
the Employee's Pension Plan.
Payroll - Payroll is responsible for the administration of employee and pension payrolls; maintaining compliance
with IRS, Social Security Administration, and Workers' Compensation and Unemployment rules and regulations;
performing pension entitlement calculations; and the processing of all garnishments, tax levies, and child support
orders for City employees and pensioners.
Purchasina - Purchasing is responsible for the centralized management of the procurement function in order to
1 maximize the City's purchasing power. The program provides standard purchasing guidelines and insures fair and
equitable treatment of City vendors. This program also administers the purchasing/procurement card process.
' PROGRAM SUMMARY
Actual Actual Budget Budget %
' 2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,736,794 1,778,880 1,863,830 1,826,980 -2%
Operating 167,811 162,329 249,250 229,340 -8%
Internal Services 154,445 158,109 151,950 139,150 -8%
Capital - 753 - - n/a
Total Finance 2,059,050 2,100,071 2,265,030 2,195,470 -3%
' PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Finance 30.5 29.5 29.5 27.5
Total Finance 30.5 29.5 29.5 27.5
1
1 45
RISK MANAGEMENT
r
Program Description
Risk Management is an internal service function administering the City's self-insurance program including general
liability, auto liability, commercial property, and Workers' Compensation Insurances. Risk is responsible for the
development and implementation of loss prevention/control programs and safety training and inspections. It is also
responsible for responding to claims for and against the City. ,
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 330,351 334,232 338,020 353,300 5%
Operating 42287 35,959 47,400 41,750 -12%
Internal Services 27,785 30,290 29,070 28,720 -1%
Capital - 1,021 - - n/a '
Total Risk Management 400,423 401,502 414,490 423,770 2%
1
PROGRAM FULL TIME EQUIVALENT POSITIONS
r
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
r
Risk Management 5.0 5.0 5.0 5.0
Total Risk Management 5.0 5.0 5.0 5.0
r
1
1
r
r
46
t
17
t
FIRE
Mission
The mission of the Fire Department is to ensure the health, safety, and well-being of our community by
providing a wide range of innovative services.
Vision
"To set the standard for excellence and innovation in public safety."
Department Description
Clearwater Fire and Rescue is divided into two divisions: Operations, and Fire Prevention Services, There are 203 fire-
fighting, emergency medical services, management staff and support staff full time equivalent positions allocated
to support and protect the City and the unincorporated areas of Pinellas County within the Clearwater Fire District,
The internationally accredited Department serves a fire district with a total area of 40,7 miles with a permanent
population of approximately 140,000 residents, which increases to over 160,000 during peak tourist season. The
community is being served by eight fire stations strategically located to provide expeditious response times
throughout the City. We are a full service Fire and Rescue Department providing non-emergency and emergency
response services, including: Fire Prevention, Public Fire and Life Safety Education, Building Plan Review, Inspections,
Basic and Advanced Life Support Rescue (BLS and ALS), Fire Suppression, Technical Rescue and Marine Rescue. In
addition to the engine companies at each station (seven ALS and one BLS), the Department also responds with four
Advanced Life Support (ALS) rescue units, two truck (Aerial) companies, and one squad/heavy rescue/air supply
unit. Two Assistant Chiefs who divide the response area supervise this complement of equipment on a 24-hour
basis.
Fire and Rescue supports several community programs, such as but not limited to: Chaplainship, Elder's Link, Special
Needs Evacuation, Smoke Detectors, Fire Explorers, Honor Guard, Juvenile Fire Setters, and Shelter Care.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Administration 700,009 718,823 826,700 691,620 -16%
Support Services 3,716,079 3,067,801 2227,130 2,203,310 _1%
Fire Prevention Services 1,012465 722,172 756,280 831,140 10%
Fire Operations 11,944,082 10,912309 11,401,880 11,807,630 4%
Emergency Medical 6,303,925 6,090,395 6,046,440 5,646,950 -7%
Total Fire 23,676,560 21,511,500 21,258,430 21,180,650 0%
47
FIRE
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Fire Administration 10.0 10.0 10.0 9.0
Support Services 4.0 1.0 2.0 2.0
Fire Prevention Services 15.0 7.0 8.0 8.0
Fire Operations
136.0
132.0
130.0
130.0 ,
Emergency Medical Services 56.0 62.0 62.0 54.0
Total Fire Department 221.0 212.0 212.0 203.0
Departm ent Highlights
? The Fire Department is supported by 203 full-time 44- The proposed Fire Department personnel budget
equivalent positions, a reduction of nine full-time reflects only budgeted step increases for union
equivalent positions. One position of Division Chief employees. No general wage increases are
has been eliminated in the Administration program, budgeted for fiscal year 2009/10.
and a reduction in funding from Pinellas County for
rescue operations has necessitated the elimination of ? Personnel costs represent 81% of the Fire Department
eight fire medic positions in the Emergency Medical total operating budget.
program.
? A transfer of $139, 760 to the Central Insurance Fund
:• Overtime costs across the department are budgeted is budgeted for liability insurance on EMS vehicles.
at $662,790, an increase of $112,040 over the 2008/09 This is a 9% decrease from the 2008/09 budget.
budget. The increase is a result of moving training
costs out of a special program project and into the ? Contributions to the Capital Improvement Fund total
department operating budget. Training courses $228,490 to support Fire projects for fiscal 2009/10.
include HazMat, Quarterly Officer Training, Driver
School, Emergency Vehicle Operator Class, and Live ? There have been no other significant changes in the
Fire Training to name a few. Fire Department 2009/10 budget. The budget for the
Department is slightly less than 2008/09 budget. ,
48 1
ADMINISTRATION
Program Description
Fire Administration provides direction and exercises all operational, support, and administrative control for Fire and
Rescue activities. Functions include supervising budgeting and payroll responsibilities, including corollary programs
relating to the County Fire and EMS district. Fire Administration provides operational business and strategic plans;
analyzes operations for, cost effectiveness; represents the Department with government entities and other fire
divisions and personnel. All Department contracts and grants are produced, prepared, and/or reviewed by this
office in conjunction with the City Manager and City Attorney's Offices. Additionally, Administration establishes,
reviews, and updates operational directives, policies, and procedures, as well as council agenda items and
department bulletins. The Administration program also includes public information and marketing coordination and
special projects.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 651,744 671,643 755,660 651,460 -14%
Operating 2,900 3,065 25,350 2,000 -92%
Internal Services 39,721 38,471 45,690 38,160 -16%
Debt Service 5,644 5,644 - - n/a
Total Fire Administration 700,009 718,823 826,700 691,620 -16%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Fire Administration 10.0 10.0 10.0 9.0
Total Fire Administration 10.0 10.0 10.0 9.0
49
SUPPORT SERVICES
Program Description
The Support Services Division is made up of the Logistics Bureau.
Loaistics Bureau - This Bureau ensures all fire equipment, apparatus, and facilities are extensively researched,
planned and acquired to ensure compatibility with existing systems and appropriateness for Fire and Rescue
present and future mission accomplishment. Logistics also maintains all equipment, exhaust and pressure fans,
chain saws, portable generators, pneumatic bags, foam systems, nozzles, specialized valves, tanks, pumps, radios,
pagers, and breathing apparatus.
Research and development on new products, equipment, apparatus and technologies is performed through this
program to help determine future purchases into the Fire and Rescue Department. Major project management,
such as statlon construction and building renovations, is managed with the expertise of Fire and Rescue personnel. ,
The Storekeeper for the Department works in conjunction with Administration and the Operations Division to
purchase, store and distribute all of the needed operational supplies.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,691,691 1,537,025 509,600 420,940 -17%
Operating 821,818 670,916 877,830 915,890 4%
Internal Services 557,436 589,375 651,160 651,390 0% '
Capital 24,088 18,485 32,540 48,720 50%
Debt Service 4,734 - - - n/a
Transfers 616,312 252,000 156,000 166,370 7%
Total Support Services 3,716,079 3,067,801 2,227,130 2,203,310 -1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
0
0 2
0 2
0 1
4 ,
.
.
.
.
Support Services
Total Support Services 4.0 1.0 2.0 2.0
50 1
FIRE PREVENTION SERVICES
Program Description
Fire Prevention Services - The Division Chief/Fire Marshal serves as the Fire Chief's designated code
enforcement official referred to the Florida Fire Prevention Code as "The Authority Having Jurisdiction".
The Fire Marshal serves as investigator for the determination of the origin and source of all fires. This individual is
also assigned to investigate and respond to questions or complaints from the public and City officials.
Construction Services Bureau - This Bureau evaluates and ensures that all plans submitted for construction,
renovation or alteration permits meet the standards of the Florida Fire Prevention Code. The staff of the Bureau
meets with development, design, and construction professionals as needed to ensure that project planning,
development, and construction are compliant with the applicable codes and guidelines. Additionally, the
plans reviewer for each permitted job is responsible for conducting the required field inspections to ensure the
permitted work is code compliant.
PROGRAM SUMMARY
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services
Debt Service
Transfer 959,068 660,773
14,450 13,000
30,598 44,383
8,349 4,016
- - 679,460
13,000
54,160
9,660
- 718,830
58,000
48,670
5,640
- 6%
346%
-10%
-42%
n/a
Total Fire Prevention Services 1,012,465 722,172 756,280 831,140 10%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Fire Prevention Services 15.0 7.0 8.0 8.0
Total Fire Prevention Services 15.0 7.0 8.0 8.0
51
FIRE OPERATIONS
Program Description
Fire Operations provides the vital fire and emergency medical services (EMS) capabilities required to protect the
lives and property of the citizens of Clearwater and residents of the Fire District. Fire Operations is managed by a
Division Chief, and ten Assistant Chiefs who supervise over 180 dual (Fire and EMS) certified line personnel. The
Assistant Chiefs manage the staffing of all apparatus and take the role of Incident Command Officer during
emergency situations. Fire Operations' personnel provide fire as well as, basic and advanced life support services.
Additional responsibilities include response to emergency medical calls and to hazardous materials conditions to
stabilize the incident with help from the Pinellas County Hazardous Materials team.
Fire Operations is budgeted under two separate programs; Fire Operations and Emergency Medical Services (EMS).
Pinellas County contracts with the City to provide emergency medical services on their behalf and costs are
budgeted separately for reporting and accounting purposes.
Suppression Bureau - This Bureau's primary tasks are to locate a fire, confine it to the point of origin; evacuate and
rescue victims; extinguish the fire; salvage property; and overhaul the fire to prevent rekindle. Other tasks include
vehicle accidents, technical rescues, and emergency medical responses.
Special Operations Bureau - This Bureau organizes the special teams planning, training, certification and response.
Specialized teams include the Marine Response Team, Technical Rescue Team, Community Emergency Response
Team, and Dive Team.
Trainina Bureau - This Bureau involves a classroom, fire tower, burning pits, computer access and a library that
provides comprehensive firefighting and emergency medical services training programs necessary to continually
update, certify, and refresh knowledge and performance in every discipline. This bureau also oversees the Fire
Explorer's program.
Health and Safety Bureau - This Bureau evaluates various equipment for safety, effectiveness, and compatibility to
ensure a well-equipped, responsive, and prepared Fire and Rescue workforce. The Assistant Chief of Health and
Safety facilitates the wellness program and promotes health and safety preparedness through the Department. The
Bureau oversees and reviews the accidents and injuries within the Department and analyzes the causes in order to
rectify potential reoccurring damages. The Bureau coordinates with the Human Resources Department for the
recruitment and advancement of Fire and Rescue personnel. The Assistant Chief is responsible for the development
of an Incident Scene Safety Officer Program to enhance firefighter safety and implementation of an International
Association of Fire Chiefs (IAFC) / International Association of Fire Fighters (IAFF) joint initiative based wellness
program. This Bureau also oversees the Honor Guard program.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 11,547,393 10,146,150 10,594,990 11,030,260 4%
Operating 133,330 132,907 130,330 130,330 0%
Internal Services 168,200 435,640 497,600 503,300 1%
Debt Service 95,159 107,612 178,960 143,740 -20%
Transfers - 90,000 - - n/a
Total Fire Operations 11,944,082 10,912,309 11,401,880 11,807,630 4%
52
1
1
1
1
u
1
FIRE OPERATIONS
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
' 2006/07 2007/08 2008/09 2009/10
Fire Operations 136.0 132.0 130.0 130.0
s 136
0 132
0
T
t
l Fi
ti
O 130
0 130
0
.
re
pera
on
.
o
a . .
t
J
I
J
1
1 53
EMERGENCY MEDICAL SERVICES
Program Description
EmeraencV Medical Services Bureau - Our EMS responsibilities include responding to medical calls and providing
emergency medical services to injured parties of fires, traffic accidents, or other medical-related incidents. The EMS
effort utilizes paramedic-trained firefighters, advanced and basic life support vehicles, a Lieutenant supervisor on
each shift, and the EMS Assistant Chief to fulfill its objectives. Emergency medical care is provided under the
direction of a licensed Emergency Physician. The EMS Bureau plans and oversees a model Automated External
Defibrillator (AED) program that has received national recognition from the American Heart Association.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 5,214,066 5,031,795 4,779,400 4,374,280 -8%
Operating 351,924 301,374 371,330 357,160 -4%
Internal Services 238,704 365,757 437,640 424,760 -3%
Capital 7,490 6,119 10,850 16,250 50%
Debt Service 164,071 171,112 241,950 272,620 13%
Transfers 327,670 214,238 205,270 201,880 -2%
Total Emergency Medical Services 6,303,925 6,090,395 6,046,440 5,646,950 -7%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Emergency Medical Services 56.0 62.0 62.0 54.0
Total Emergency Medical Services 56.0 62.0 62.0 54.0
54
GAS SYSTEM
Mission
To serve the natural and propane (LP) gas needs of the customers in the Clearwater and surrounding
Florida Suncoast area in the most safe reliable and economical manner possible while optimizing load
growth, customer satisfaction, financial return to the City of Clearwater, and the equity value of the
Clearwater Gas System.
Department Description
Our Values
Clearwater Gas System is founded on the principles of integrity, outstanding quality, future-oriented decision-
making, and sound financial planning and execution. This reflects our responsibility to be a well-run and caring
service provider, focused on excellence in the delivery of "value-added" energy services to our customers. We
regard our well-trained employees as our most valuable asset and strive to create a positive and participative
working environment, which promotes job satisfaction, security, personal growth, and innovation.
Our Vision
Clearwater Gas System will be the energy provider of choice, and be recognized as such by our customers and the
communities that we serve.
The Clearwater Gas System (CGS) budget consists of four gas programs: Gas Administration & Supply, Pinellas Gas
Operations, Pasco Gas Operations, and Gas Marketing & Sales. There are currently 77 budgeted positions (full time
equivalent) in CGS.
CGS is owned and operated as an enterprise utility by the City of Clearwater. CGS operates over 820 miles of
underground gas main and handles the supply and distribution of both natural and propane (LP) gas throughout
northern Pinellas County and western Pasco County. As a "full service" gas utility, CGS provides gas appliance sales
and service, installation of inside customer gas piping, domestic and commercial gas equipment service,
construction and maintenance of underground gas mains and service lines, and 24 hour response to any gas
emergency call within the service area. The Florida Public Service Commission and the Federal Department of
Transportation regulate CGS for safety.
CGS has been serving customers in the Clearwater area for over 85 years (since 1923) when operations began with
' a manufactured gas plant operation from coal and coke. In 1959, when natural gas transmission lines were finally
extended to peninsular Florida, CGS discontinued the manufacturing of gas and began receiving piped natural
gas from Florida Gas Transmission.
' Clearwater Gas System serves over 19,500 customers in a 330 square mile service territory, which includes twenty
municipalities, as well as, unincorporated areas of Pinellas and Pasco counties. The Pinellas County service territory
is 158 square miles and extends generally from Ulmerton and Walsingham Roads on the south to the Pasco County
' line on the north, and from the Gulf of Mexico on the west to the Hillsborough County line on the east. This includes
the entire Pinellas beach communities south to Redington Beach. The Pasco County service territory is 172 square
miles. It extends from the Gulf of Mexico on the west, inland about 20 miles to Ehren Cut Off, which is east of State
Road 41 and Land O'Lakes and from Pinellas and Hillsborough County lines on the south to generally State Road 52
' on the north. The CGS service territory extends 42.3 miles from the southwestern most to the northwestern most
point.
Clearwater Gas System prides itself in being a competitive, public service-minded utility providing safe, economical
' and environmentally-friendly gas, which is made in America, available in our communities for all of the homes and
businesses in our service area, with special focus on the residential customers who make up over 88% of our
customer base.
55
GAS SYSTEM
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Administration & Supply 26,169,555 27,825,413 28,582,640 27,122620 -5%
Pinellas Gas Operations 3,635,373 4,134,498 4,152,730 7,430,540 79%
Pasco Gas Operations 2352308 1,981,817 3,142090 3,513,710 12%
Marketing & Sales 2561,742 2,338,007 2657,040 2461,170 -7%
Total Gas System 34,718,978 36,279,735 38,534,500 40,528,040 5%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration & Supply 10.0 8.7 9.7 8.7
Pinellas Gas Operations 44.0 44.0 41.0 50.0
Pasco Gas Operations 27.0 28.0 23.0 10.0
Gas Marketing and Sales 9.0 9.3 10.3 8.3
Total Gas System 90.0 90.0 84.0 77.0
56
t
11
f]
1
1
GAS SYSTEM
Department Highlights
? The Gas Fund supports the Gas Administration and
Supply program. The Gas Fund is a self-supporting
enterprise operation established to fund all
operating, maintenance and improvements
necessary to maintain the Clearwater Gas System.
? Internal Service costs reflect the reimbursement to
Clearwater Customer Service operations for billing
and customer service support services. This is
budgeted at $938,870 in fiscal 2009/10, an increase
of 11 % over the 2008/09 budget.
? The Gas Department is supported by 77 full time
equivalent positions, a decrease of seven positions
from the 2008/09 budget. This budget reflects the
elimination of the positions of Assistant Director,
Systems Analyst, Warehouse Supervisor, two Gas Sales
Representatives and two Gas Technicians.
Gas supply purchases in this fiscal year are budgeted
at approximately $18 million, representing 44% of this
total Department operating budget.
? Operating expenditures reflect an administrative
charge reimbursing the General Fund for the Gas
Fund's portion of City administrative functions, such
as the City Manager, Legal, and City Clerk functions.
The Gas Fund anticipated portion of this cost is
$1,339,990 in fiscal year 2009/10, an increase of 2%
over the current budget.
? Debt service costs estimated at $1,579,120 in this
budget represent debt on outstanding bonds of the
Gas Fund.
Interfund transfers include the gas dividend to the
General Fund of $1.7 million, an increase of 6% over
the 2008/09 budget, and transfers to the Capital
Improvement Fund of $5,340,000 supporting the
capital projects of the Gas fund.
? There are no other significant changes in the Gas
Department in the proposed budget. The budget for
this Department reflects an increase of 5% over the
2008/09 budget.
57
ADMINISTRATION & SUPPLY I
Program Description
Gas Administration & Supply responsibilities include: overall general management and clerical support for the
Clearwater Gas System (CGS); long range planning of gas supplies and securing and transporting these supplies of
both natural and LP gas to our bulk transfer points; financial planning and tracking; and storeroom operations to
insure the availability of adequate operating, construction and sales materials. Functions of this program include
budgeting, payroll, computer systems, facilities/equipment control, environmental, safety training, regulatory
contact, legal/risk Issues management, contracting and licensing control, purchasing, inventory of all gas parts and
fittings, accounting, financial statements and accounts payable.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 635,925 707,127 702,520 661,490 -6%
Operating 20,446,255 23,355,787 23,806,590 22098,000 -7%
Internal Services 985,144 1,013,307 1,015,810 1,106,500 9%
Capital 17,886 118 - 9,100 n/a
Debt Service 1,605,262 939,825 1,575,150 1,579,120 0%
Transfers 2,479,083 1,809,249 1,482,570 1,668,410 13%
Total Administration & Supply 26,169,555 27,825,413 28,582,640 27,122,620 -5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration & Supply 10
0 8
7 9
7 8
7 '
.
. . .
Total Administration & Supply 10.0 8.7 9.7 8.7 '
1
1
58
PINELLAS GAS OPERATIONS
' Program Description
' Pinellas Gas Operations is responsible for the delivery of natural and LP gas to the end users in Pinellas County; the
construction of all gas mains and service lines; the design and engineering of all gas mains and services; the
securing of construction permits and attending construction meetings for gas mains and services; the maintenance
of all gas main and service lines and setting of all LP tanks and services; system cathodic protection; repairing gas
' meters and regulators, and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
service requests including turn-ons and turn-offs of gas meters, high bill inquiries; interior gas leak location and
' repair; and the service and repair of residential and commercial customer-owned gas appliances, Gas installation
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
permits to install house piping and appliances.
' PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,527,263 2,663,964 2,543,620 2,832750 11%
' Operating 583,779 863,023 724,000 795,480 10%
Internal Services 452,006 548,416 622,710 525,640 -16%
Capital 37,785 14,995 - - n/a
Transfers 34,540 44,100 262400 3,276,670 1149%
Total Pinellas Gas Operations 3,635,373 4,134,498 4,152,730 7,430,540 79%
' TIME EQUIVALENT POSITIONS
M FUL
PROGRA
L
1
1
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Pinellas Gas Operations
44.0 44.0 41.0 50.0
Total Pinellas Gas Operations 44.0 44.0 41.0 50.0
59
PASCO GAS OPERATIONS I
Program Description
Pasco Gas Operations is responsible for the delivery of natural and LP gas to the end users in Pasco County; the
construction of all gas mains and service lines; the design and engineering of all gas mains and services; the
securing of construction permits and attending construction meetings for gas mains and services; the maintenance
of all gas main and service lines and setting of all LP tanks and services; system cathodic protection; repairing gas
meters and regulators; and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
service requests including turn-ons and turn-offs of gas meters; high bill inquiries, interior gas leak location and
repair; and the service and repair of residential and commercial customer-owned gas appliances. Gas Installation
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
permits to install house piping and appliances.
PROGRAM SUMMARY
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services
Transfers 1,514,162 1,292,699
552,594 343,760
285,552 345,358
- - 1,336,380
338,890
346,820
1,120,000 971,830
255,430
376,450
1,910,000 -27%
-25%
9%
71%
Total Pasco Gas Operations 2,352,308 1,981,817 3,142,090 3,513,710 12%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Pasco Gas Operations
27.0 28.0 23.0 10.0
Total Pasco Gas Operations 27.0 28.0 23.0 10.0
60
1
GAS MARKETING & SALES
Program Description
Gas Marketing & Sales is responsible for planning, development and implementation of marketing programs to
build load and improve system profitability; designing new systems to make the gas system more effective and
responsive to customer needs; advertising strategy to improve the marketing of sales programs; building better
' governmental relations; measurement of customer satisfaction levels and the design of programs to increase
service levels to meet customer expectations; and the applications engineering and sale of large commercial and
industrial end-use projects to build load and improve load factor. This program is responsible for sales of natural and
LP gas to commercial and residential customers; the sale of natural and LP commercial and industrial gas
' appliances; the estimating of natural and LP gas house piping installations; deposit collection, appliance invoicing
and contract billing; administration of gas sales programs and follow-up advertising programs. The Sales
Representatives assist customers in the selection of gas appliances in the showroom, at the customers' premises
and at area sales and trade shows.
' PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 807,299 744,897 836,880 759,840 -9%
Operating 1,449,177 1,347,085 1,501,190 1,379,120 -8%
Internal Services 163,236 165,785 128,940 137,290 6%
Transfers 142,030 80,240 190,030 184,920 -3%
Total Gas Marketing & Sales 2,561,742 2,338,007 2,657,040 2,461,170 -7%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
' 2006/07 2007/08 2008/09 2009/10
Gas Marketing & Sales 9.0 9.3 10.3 8.3
Total Gas Marketing & Sales 9.0 9.3 10.3 8.3
E
61
' HARBORVIEW CENTER
Program Description
The Harborview Center, managed by Global Spectrum, is an exhibition, conference and banquet facility owned by
the City of Clearwater that opened on January 16, 1996.
' The mission of the facility is two-fold; to attract conventions, meetings, trade-shows and other events to Clearwater
in order to bring in visitor dollars for our local economy, and to provide a site for the local community to enjoy
social, civic and special events.
The facility consists of three floors with over 65,000 square feet available for various functions. Groups ranging from
40 to 1,400 can be easily accommodated. There is a conference level, which includes a 17,000 square foot
ballroom. This highly flexible floor plan also includes breakout rooms for refreshment breaks or registration. In
addition, the Clearwater Room offers an inviting view of the harbor and beachfront skyline. A sunlit, two-story atrium
allows passage to the conference level and the exhibit hall. Also available are catering services, provided by a
creative and professional team. Also, for the public's dining pleasure Pickles Plus Restaurant is located on the first
floor of the facility.
' PROGRAM SUMMARY
Actual Actual Budget Budget %
' 2006/07 2007/08 2008/09 2009/10 Change
Operating 629,851 590,918 605,340 143,290 -76%
Internal Services 20,863 20,614 19,830 19,790 0%
Capital 70 - - - n/a
Transfers - - 100,000 - -100%
Total Harborview Center 650,784 611,532 725,170 163,080 -78%
Program Highlights
? Due to the facility closing in February 2010 all budget
related items as well as revenue has been decreased
by 78% or $562,090 from FY 2008/2009.
? Transfers to the Capital Improvement Fund for
infrastructure repairs and improvements to the facility
were not included since the facility is closing in
February and there is a sufficient balance in the
current C.I.P. budget to handle any emergency.
Operating costs include $71,530 for the facility
management agreement for the Harborview Center.
This is an 85% decrease over the 2008/09 budget
? Internal Services remain constant with little change
from 2008/09 since these are charges to be
reimbursed to other city operating departments.
L
? The General Fund subsidy for the support of the
Harborview Center was reduced from $340,170 to
$71,530, a decrease of $268,640 from the 2008/09
budget.
1 63
HUMAN RESOURCES
Mission
To optimize the City's human resources capability by acquiring, maintaining, developing, and retaining
a diverse, highly qualified, motivated, and productive workforce.
Department Description
The Human Resources Department has the responsibility for basic personnel functions of the City of Clearwater. The
City Charter provides that there shall be a civil service merit system for classified employees, such system to provide
the means to recruit, select, develop and maintain an effective and responsive work force with all appointments
based on merit and fitness. The Department also participates in programs for unclassified employees, including
recruitment, pay and benefits administration, and other personnel program components.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
? 11
I11
it
General Fund
Administration 310,305 310,668 319,600 314,000 -2%
Recruitment, Selection and Training 441,693 375,958 480,210 370,600 -23%
Compensation and Classification 160,025 152,548 160,250 161,360 1%
Employee and Labor Relations 217,374 220,765 252120 262,390 4%
Subtotal 1,129,397 1,059,939 1,212,180 1,108,350 -9%
Central Insurance Fund
Employee Benefits 243,675 262127 322460 329,980 2%
Total Human Resources 1,373,072 1,322,066 1,534,640 1,438,330 -6%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Fund
Administration 2.3 2.3 2.3 2.3
Recruitment, Selection and Training 6.2 5.2 5.2 3.7
Compensation and Classification 2.0 2.0 2.0 2.0
Employee and Labor Relations 3.0 3.0 3.0 3.0
1 General Fund 13.5 12.5 12.5 11.0
Central Insurance Fund
Employee Benefits 3.0 3.0 3.0 3.0
Total Human Resources 16.5 15.5 15.5 14.0
I
1 65
HUMAN RESOURCES
I
General Fund
Administration, Recruitment Selection & Training,
Compensation & Classification and Employee & Labor Relations
Program Highlights
? The Human Resources General Fund programs are
supported by eleven full time equivalent positions, a
reduction of 1.5 FTE's from the 2008/09 budget. This
reflects the elimination of 1.5 Human Resource
Technician positions in the Recruitment Selection and
Training program in the proposed budget.
? Training programs funding levels have been reduced
by $10,000 to a total of $40,000 in the proposed
budget.
? The tuition reimbursement program has been
reduced by $15,000 to a total of $75,000 in the
proposed budget.
? There have been no other significant changes in the
Human Resources General Fund programs in the
budget. The budget reflects a decrease of 9% from
the 2008/09 budget.
Central Insurance Fund
Employee Benefits
Program Highlights
The Employee Benefits program is an Internal Service ? The Employee Benefits program is supported by three
function responsible for administering the employee full time equivalent positions, the same as the 2008/09
benefits programs for medical, insurance, and budget.
retirement plans. The cost of this program is charged
to all operating funds and departments based upon There have been no significant changes in the
the number of personnel in each program. Employee Benefits program in the budget. The
budget for this program reflects an increase of 2%
over the 2008/09 budget.
66
ADMINISTRATION
Program Description
The Administration program is responsible for developing strategic human resources systems, programs, policies,
and procedures to accomplish the organization's mission. It leads and oversees the planning, development,
administration, evaluation, and budgeting for the following human resource functions: Recruitment, Selection, and
training, Compensation and Classification, Employee and Labor Relations, and Employee Benefits. This area also
administers the employee awards and recognition program and serves as staff proponent to the Civil Service
Board, Pension Advisory Committee, and Pension Trustees„
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 196,923 199,704 202240 202540 0%
Operating 57,208 48,505 59,110 56,110 -5%
Internal Services 56,174 60,682 58,250 55,350 -5%
Capital - 1,777 - - n/a
Total Administration 310,305 310,668 319,600 314,000 -2%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration 2.3 2.3 2.3 2.3
Total Administration 2.3 2.3 2.3 2.3
67
RECRUITMENT, SELECTION, AND TRAINING
Program Description
The Recruitment, Selection and Training program is responsible for the development and administration of the City's
recruiting and selection functions to include recruitment, advertising, screening, testing, position certifications, and
selection. This program is also responsible for the development and administration of the performance
management and succession planning systems and ensures compliance with Federal and State law and City
regulations regarding equal employment opportunities (i.e., ADA, ADEA, CRA, EEOA, IRCA, USERRA, and Civil
Service Rules & Regulations). This program also administers the training and development programs, which include
computer courses, consortium classes, supervisory sessions, apprentice programs, tuition reimbursement, and the
Human Resources Information System (PeopleSoft).
PROGRAM SUMMARY
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget %
2009/10 Change
Personnel
Operating
Internal Services 259,424
158,799
23,470 221,246
137,018
17,694 264,880
197,730
17,600 212,220 -20%
145,180 -27%
13,200 -25%
Total Recruitment, Selection, and Training 441,693 375,958 480,210 370,600 -23%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
Recruitment, Selection, and Training 6.2 5.2 5.2 3.7
Total Recruitment, Selection, and Training 6.2 5.2 5.2 3.7
68
COMPENSATION AND CLASSIFICATION
Program Description
The Compensation and Classification program is responsible for the development and administration of citywide
pay and job analysis systems and procedures. This program conducts, identifies, and participates in
annual/periodic labor/market surveys to determine market competitiveness of City compensation and
classification practices. This program also prepares job descriptions, conducts job audits, and administers position
assessment, management, and pay and classification systems and ensures compliance with Civil Service Rules and
Regulations, Fair Labor Standards Act (FLSA), Equal Pay Act (EPA), and Public Employee Relations Act (PERA). This
program also coordinates unemployment compensation administration.
PROGRAM SUMMARY
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services 144,957
6,908
8,160 140,941
4,817
6,790 146,140
7,920
6,190 151,250
4,610
5,500 3%
-42%
-11%
Total Compensation and Classification 160,025 152,548 160,250 161,360 1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual
2006107 Actual
2007/08 Budget
2008/09 Budget
2009/10
Compensation and Classification 2.0 2.0 2.0 2.0
Total Compensation and Classification 2.0 2.0 2.0 2.0
69
EMPLOYEE AND LABOR RELATIONS
Program Description
The Employee and Labor Relations program is responsible for development and administration of the City's
employee relations functions to include employee orientation, school mentoring and tutoring partnership with
Pinellas County School Board, Employee Assistance Program (EAP), and Performance and Behavior Management
Program (PBMP). This program also coordinates and administers City Drug and Alcohol, Return to Work, Work Place
Violence, and Fitness for Duty programs, maintains employee payroll database and records system, and manages
the labor relations component which includes collective bargaining, contract administration, and labor-
management cooperation initiatives and dispute resolution.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 157,930 172,396 185,030 194,150 5%
Operating 45,274 36,910 56,100 56,100 0%
Internal Services 14,170 11,459 10,990 12140 10%
Total Employee and Labor Relations 217,374 220,765 252,120 262,390 4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Employee and Labor Relations 3.0 3.0 3.0 3.0
Total Employee and Labor Relations 3.0 3.0 3.0 3.0
70
EMPLOYEE BENEFITS
Program Description
The Employee Benefits program is responsible for the development and administration of the City's employee
benefits initiatives to include the Employee Pension Plan, Money Purchase Pension Plan (401A), Deferred
Compensation Plan (4571), financial/retirement planning, and health, dental, life, disability and wellness programs.
This program is also responsible for analyzing and evaluating benefit services and coverage and negotiating and
contracting with benefit plan providers, vendors, and consultants for services, premiums, and plan administration.
In addition, the program ensures compliance with the Federal Family and Medical Leave Act (FMLA), the
Consolidated Omnibus Budget Reconciliation Act (COBRA), and Health Insurance Portability and Accountability
Act (HIPAA).
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services 182,228 212,606 185,510
48,618 40,100 126,650
12,829 9,421 10,300 194,150
126,650
9,180 5%
0%
-11%
Total Employee Benefits 243,675 262,127 322,460 329,980 2%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Employee Benefits 3.0 3.0 3.0 3.0
Total Employee Benefits 3.0 3.0 3.0 3.0
71
INFORMATION TECHNOLOGY
Mission
Information Technology is committed to serving the current and future business operations of the City of
Clearwater by providing reliable and progressive technology solutions. It is dedicated to the principle of
high-quality customer service through strategic planning, project management and customer support
to ensure the efficient utilization of technology resources and investments.
Department Description
Information Technology (IT) is responsible for delivering quality services in the areas of technology administration,
systems support, hardware and software maintenance, helpdesk support, network operations, purchasing,
telecommunications, and business system analysis. These services are delivered through the following divisions
within the Information Technology department.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Administration 434,902 364,811 379,030 389,940 3%
Network Services 1,856,898 2,059,022 2,317,000 2,222,230 -4%
Software Applications 1,462,262 1,548,061 1,916,700 1,999,220 4%
Telecommunications 1,085,342 960,384 1,067,530 972020 -9%
Total Information Technology 4,839,404 4,932,278 5,680,260 5,583,410 -2%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
Administration
Network Services
Software Applications
Telecommunications 4.0
10.0
14.0
2.0 3.0
11.0
19.0
1.5 3.0
12.0
16.0
1.5 3.0
12.0
17.0
1.5
Total Information Technology 30.0 34.5 32.5 33.5
73
INFORMATION TECHNOLOGY
Department Highlights
? All programs of the Information Technology
department are Internal service functions. All costs of
operation are passed back to user department
based upon services provided.
? The Information Technology Department is supported
by 33.5 full time equivalent positions, an increase of
one full time equivalent from the FY 2008/09 budget.
A position of Database Manager has been
eliminated and two System Analyst positions have
been absorbed from other departments.
? The Network Services program reflects a net
decrease of 4% from the 2008/09 budget primarily
due to reduced costs for equipment rental.
? The Telecommunications program reflects a net
decrease of 9% from the 2008/09 budget primarily
due to the elimination. of approximately eighty cell
phones throughout the city.
? There have been no other significant changes to the
Information Technology programs in fiscal year
2009/10. The Department budget reflects a decrease
of 2% from the 2008/09 budget.
74
ADMINISTRATION
Program Description
Administration of the City's information technology systems includes development/maintenance of governance
and architecture plans used to guide operations and development of technology throughout the City. Key to the
success of technology integration is the development of strong alliances between IT service providers,
departmental management, and end users. The administrative arm of IT is committed to maintaining vital
relationships with internal customers in their pursuit of excellence. Also included within IT Administration is the
development and oversight of contracts and vendor relationships, as well as, the project management for citywide
application implementation.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 297,119 254,567 250,750 264,970 6%
Operating 48,260 16,823 27,500 25,830 -6%
Internal Services 89,418 93,385 100,780 99,140 -2%
Capital 105 36 0 0 n/a
Total Administration 434,902 364,811 379,030 389,940 3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration 4.0 3.0 3.0 3.0
Total Administration 4.0 3.0 3.0 3.0
75
NETWORK SERVICES
Program Description
Currently, there are approximately 1,600 desktop/laptop computers, 125 servers, and over 1,600 individual user
accounts located at 51 locations throughout the City. This program manages helpdesk support to the City's
computer users and is also responsible for technology assessment and testing, network administration, network and
system security and hardware procurement.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 587,791 728,403 755,070 823,070 9%
Operating 978,866 896,764 1,025,410 891,510 -13%
Internal Services 33,707 34,043 40,500 37,520 -7%
Capital 18,044 132349 - - n/a
Debt Service 238,490 267,463 496,020 470,130 -5%
Transfers - - - - n/a
Total Network Services 1,856,898 2,059,022 2,317,000 2,222,230 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Network Services 10.0 11.0 12.0 12.0
Total Network Services 10.0 11.0 12.0 12.0
76
SOFTWARE APPLICATIONS
Program Description
There are currently ten (10) major business systems and over fifty (50) custom software applications administered
and supported by the City's programming operations. Support of these systems Includes assisting in daily operations
and maintaining effective relationships with both users and product vendors. This program is also responsible for
development and maintenance of the City's Internet website, performing business analysis of departmental
operations, and database administration for all of the major business applications.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,016,885 1,157,664 1,181,650 1,259,080 7%
Operating 519,443 473,560 573,480 604,380 5%
Internal Services 8,003 7,872 11,630 11,170 -4%
Capital - - - - n/a
DebtSenrice 17,931 8,965 24,940 24,590 -1%
Transfers (100,000) (100,000) 125,000 100,000 -20%
Total Software Applications 1,462,262 1,548,061 1,916,700 1,999,220 4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
1 2006/07 2007/08 2008/09 2009/10
Software Applications 14.0 19.0 16.0 17.0
14
0 19
0
T
t
l S
ft
A
l
t 16
0 17
0
.
.
o
a
o
ware
pp
ica
ions . .
I?r
? 1 77
TELECOMMUNICATIONS I Program Description
Telecommunications provides desktop phone, cellular phone, Treo, and Blackberry services throughout the City.
The City's voice network includes twelve (12) major Nortel PBX switches, twenty-seven (27) Nortel KSU systems, 1,507
voicemail boxes and automated attendants, and connectivity within and between approximately thirty (30)
remote locations. Telecommunications also maintains cellular contractual services and all vendor contracts for
telecommunications infrastructure and support services.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/09 Change
Personnel 150,859 105,951 105,160 107,300 2%
Operating 906,408 834,136 912980 815,940 -11%
Internal Services 2329 1,837 2,910 2,230 -23%
Debt Service 25,746 18,460 46,480 46,550 0%
Total Telecommunications 1,085,342 960,384 1,067,530 972,020 -9%
PROGRAM FULL TIME EQUIVALENT POSITIONS
I ?
I
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Telecommunications
2.0 1.5 1.5 1.5
Total Telecommunications 2.0 1.5 1.5 1.5
78
1
1
1
1
LIBRARY
Mission
To meet the informational, educational, recreational, and cultural reading and viewing needs and
expectations of all citizens and population groups in the community, using a wide array of library
formats and materials and a trained and dedicated staff.
Department Description
The Library provides an extensive variety.of services, collections and programs to meet the needs of Clearwater
residents and businesses. Presently, there are over 75,000 active cardholders. Through a talented and dedicated
staff, the Library:
• Maintains a collection of over 601,000 books, DVD's, sound recordings, audio books, and other materials.
• Circulates 1.1 million items annually.
• Answers over 337,000 reference questions each year.
• Hosts thousands of children and adults at various programs throughout the year.
• Provides the public with over 1.6 million Internet sessions annually.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Centralized Services 2449,446 2,523,745 2,570,040 2,374,660 -8%
Main Library 2,089,754 1,897,971 2011,340 1,721,680 -14%
Countryside Branch Library 742,794 777,906 625,550 692320 11%
East Branch Library 669,856 727,315 594,940 657,900 11%
North Greenwood Library 264,438 257,348 230,440 83,100 -64%
Beach Branch Library 188,795 88,396 32,960 61,280 86%
Total Library 6,405,083 6,272,681 6,065,270 5,590,940 -8%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Centralized Services 17.0 17.0 19.0 17.0
Main Library 38.8 36.8 31.5 25.7
Countryside Branch Library 17.1 16.1 12.1 13.1
East Branch Library 15.0 14.0 12.0 13.1
North Greenwood Branch Library 4.0 3.0 3.1 1.3
Beach Branch Library 2.0 1.5 0.6 1.3
Total Library 93.9 88.4 78.3 71.4
79
LIBRARY
The following is a brief list and description of special services, collections and programs provided by the Library:
• Support same day/next day courier service for materials between branches.
• Maintain and provide access to the Christine Wigfall Morris African-American Collection and the Wickman
Nautical Collection.
• Maintain, preserve and provide access to the Clearwater Sun photographic, microfilm and clipping
archives.
• Offer a variety of volunteer opportunities including an active teen volunteer program.
• Provides a venue for local artists and artisans to display their work.
• Organize and host adult book discussion and review groups.
• Organize, promote and host quality programs for families and adults such as "Film's on the Bluff", the "Reel
Lives" and 'Scholar's Choice" program series.
• Present weekly preschooler and toddler story-times and other special events for youth and families.
• Promote the literacy program and provide space for literacy tutoring.
• Provide meeting room space to over 200 community groups.
• Provide temporary library service to tourists and other visitors to the area.
• Serve as a "Safe Place" for youth.
• Serve as a Federal Government Documents Depository for the Ninth Congressional District with over 18,000
items.
• Sponsor a variety of teen service groups such as the "...try denting it" group at Countryside Library, and the
Dascaloja Puppeteers.
• Supply patrons with library materials from outside the region through a county-wide library automation
system and an interlibrary loan service.
• Support City management and the Clearwater Regional Chamber of Commerce with a reference service
and meeting room support.
Department Highlights
The Library Department is supported by 71.4 full time
equivalent positions, a decrease of 6.9 FTE's from the
2008/09 budget. These changes are reflected
primarily in the Main Library and North Greenwood
library programs.
Transfers of $635,310 for fiscal year 2009/10 represent
the transfer to the Capital Improvement Fund to
provide funding for the purchase of books and
materials. This is a 9% decrease from the 2008/09
budget.
The proposed budget reflects the move of the North
Greenwood library functions to the North Greenwood
Recreation and Aquatics Complex offering reduced
staffing levels while still maintaining a 20-hour weekly
schedule. This results in a 64% savings in the proposed
budget for the North Greenwood program.
The proposed budget for 2009/10 for the Library
Department maintains some level of operation at all
library locations while reducing the budget by more
than $474,000, an 8% decrease from the 2008/09
budget. Much of the savings come from converting
full time positions into part time positions and using
technology to supplement the reduction in staff.
80
1
1
1
1
CENTRALIZED SERVICES
Program Description
The Centralized Services program consists of programs and services with a scope encompassing the entire library
system. These include: centralized call center to answer and direct calls for all library locations; collection
development and acquisition of library materials; cataloging, classification and processing of library materials,
maintenance of the integrated library management system; design, development and maintenance of the
website; meeting room reservations; ordering and maintaining inventory of operating supplies for all library
locations; administration; and system-wide contracts.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,004,440 1,029,584 1,110,690 1,051,230 -5%
Operating 350,111 351,495 352890 316,060 -10%
Internal Services 404,261 436,161 410,980 371,810 -10%
Capital 2,004 215 1,000 250 -75%
Transfers 688,630 706,290 694,480 635,310 -9%
Total Centralized Services 2,449,446 2,523,745 2,570,040 2,374,660 -8%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Centralized Services 17.0 17.0 19.0 17.0
Total Centralized Services 17.0 17.0 19.0 17.0
81
MAIN LIBRARY
Program Description
The Main Library program consists of the public services functions provided from the system's downtown location.
These Include: reference, reader's advisory and research services; circulation and interlibrary loan; public
computing; periodicals, government documents; special collections, archives and local history; displays and
exhibits; small business information and support; municipal reference and demographics; youth programs and
activities; and adult programming, The Main Library is also home to more than 274,000 items in a variety of formats
including the Wickman Nautical Collection and the Florida Collection. With a relocation of the North Greenwood
Branch, the Christine Morris African American Collection would move to Main.
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget %
2009/10 Change
Personnel
Operating
Internal Services
Capital 1,520,581 1,295,230 1,387,640
328,152 342,895 358,300
240,998 259,846 265,400
23 - - 1,125,610
348,380
247,690
- -19%
-3%
-7%
0%
Total Main Library 2,089,754 1,897,971 2,011,340 1,721,680 -14%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Main Library 38.8 36.8 31.5 25.7
Total Main Library 38.8 36.8 31.5 25.7
82
COUNTRYSIDE BRANCH LIBRARY
Program Description
The Countryside Branch Library provides complete library services to include reference, reader's advisory and
research services; youth programs and activities; circulation and interlibrary loan; periodicals; public computers;
meeting rooms; displays and exhibits; as well as, a collection of more than 142,000 items in a variety of formats.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 649,922 670,664 515,680 577,870 12%
Operating 50,637 62,557 61,410 73,750 20%
Internal Services 42105 44,675 48,460 40,700 -16%
Capital 130 10 - - n/a
Total Countryside Branch Library 742,794 777,906 625,550 692,320 11%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Countryside Branch Library 17.1 16.1 12.1 13.1
Total Countryside Branch Library 17.1 16.1 12.1 13.1
83
EAST BRANCH LIBRARY
Program Description
The East Branch Library provides complete library services to include reference, reader's advisory and research
services; youth programs and activities; circulation and interlibrary loan; periodicals; public computers and
technology training; meeting rooms; displays and exhibits; as well as, a collection of more than 123,000 items in a
variety of formats.
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating _
Internal Services
Capital 578,552 628,901 485,220
50,826 55,944 63,990
40,459 42,470 45,730
19 - - 558,910
58,750
40,240
- 15%
-8%
-12%
n/a
Total East Branch Library 669,856 727,315 594,940 657,900 11%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
East Branch Library 15.0 14.0 12.0 13.1
Total East Branch Library 15.0 14.0 12.0 13.1
r
84
NORTH GREENWOOD BRANCH LIBRARY
Program Description
This budget proposes moving the North Greenwood Branch library into the North Greenwood Recreation Center.
The North Greenwood Branch Library would still provide complete library services to include reference, reader's
advisory and research services; youth programs and activities; circulation and interlibrary loan; periodicals; public
computers and technology training; displays and exhibits; as well as, a collection of more than 13,000 items in a
variety of formats.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 174,067 156,855 137,260 63,450 -54%
Operating 47,392 56,183 49,110 19,070 -61%
Internal Services 42979 44,310 44,070 580 -99%
Total North Greenwood Branch 264,438 257,348 230,440 83,100 -64%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
North Greenwood Branch 4.0 3.0 3.1 1.3
Total Greenwood Branch Library 4.0 3.0 3.1 1.3
85
BEACH BRANCH LIBRARY
Program Description
The Beach Branch Library services include reference, reader's advisory and research; circulation and interlibrary
loan; periodicals, public computers; as well as, a collection of more than 12,000 items in a variety of formats.
PROGRAM SUMMARY
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services 113,305
60,355
15,135 86,198
2198
- 23,650
500
8,810 55,110
70
6,100 133%
-86%
-31%
Total Beach Branch Library 188,795 88,396 32,960 61,280 86%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
Beach Branch Library 2.0 1.5 0.6 1.3
Total Beach Branch Library 2.0 1.5 0.6 1.3
86
MARINE AND AVIATION
I Mission
Maintain the Marine and Aviation department as a revenue producing department with a well trained
and dedicated staff that provides high quality marine and aviation related services with excellent
customer satisfaction to our citizens and customers,
Department Description
The Marine and Aviation department administers and operates the following programs: Marina, Airpark, Sailing
Center, Downtown Boat Slips and Pier 60 Operations. The department currently has 30 full time equivalent positions
providing service to these areas.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009110 Change
General Fund
Pier 60 Operations 491,805 458,455 498,110 502,770 1 %
Sailing Center 69,028 62,619 66,460 61,670 -7%
Beach Guards 616,145 646,992 684,030 - -100%
Subtotal 1,176,978 1,168,066 1,248,600 564,440 -55%
Marine Fund
Marina Operations 4,428,903 4,794,774 5,348,430 4,552,760 -15%
Airpark 176,566 - - - n/a
Subtotal 4,605,469 4,794,774 5,348,430 4,552,760 -15%
Airpark Fund
Airpark - 243,918 206,310 194,070 -6%
Downtown Boat Slips Fund
Downtown Boat Slips - 22,634 - 464,230 n/a
Total 5,782,447 6,229,392 6,803,340 5,775,500 -15%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual
2006/07 Actual
2007/08 Budget
2008/09 Budget
2009/10
General Fund
Marine Fund
Airpark Fund
Downtown Boat Slips Fund 20.9
20.0
0.0
0.0 20.4
20.5
0.0
0.0 20.4
18.8
1.7
0.0 5.9
17.1
1.4
5.6
Total Marine & Aviation 40.9 40.9 40.9 30.0
87
MARINE AND AVIATION I
General Fund
Pier 60 and Sailing Center Highlights
Pier 60 is a General Fund operation. The Pier 60
program is supported by 5.9 full time equivalent
positions, the same as the 2009/10 budget.
? The Beach Guard program is reflected as a program
of the Parks and Recreation Department as a part of
the City Manager's organizational changes.
The Clearwater Community Sailing Center (CCSC), a
501 C3 corporation, manages the Sailing Center. The
budget represents the portion of the facility utility
charges, custodial and maintenance services that
the City continues to pay under agreement with the
CCSC.
? Capital improvement fund transfers include $15,000,
for the routine maintenance of Pier 60 in 2009/10, the
same as the 2008/09 budget.
? There have been no other significant changes in the
Pier 60 or Sailing Center programs. The budgets for
these two programs are basically the same as the
2008/09 budget.
1
Marine Fund Highlights
The Marine Fund is a self-supporting enterprise
operation established to fund all operations,
maintenance, and improvements necessary to
maintain the City's Marina operations.
The Marine Operations program is supported by 17.1
full time equivalent positions, a decrease of 1.7 FTE
from the 2008/09 budget. The position of Assistant
Director has been eliminated, a Marine Facility
Operator position has been transferred to the
Downtown Boat Slip operation, and .3 FTE Operations
Manager has been transferred from the Airpark
operation. These changes result in a 13% decrease
in personnel service costs for the 2009/10 budget.
.,.
Budget transfers for 2009/10 reflect a decrease of
$204,930, or 40% from the 2008/09 budget. Funding
includes a payment in lieu of taxes in the amount of
$255,180 to support the General Fund, a 11 % increase
over the 2008/09 budget. A second transfer to the
Capital Improvement Fund of $50,000 reflects a
decrease of $240,000 from 2008/09, to reduce
funding expectations to the level in which the
operating fund can support.
There have been no other significant changes in the
Marine Operations budget. The budget for this
program reflects a decrease of 15% from the 2008/09
budget.
Inventory costs for fuel purchases are budgeted at
$2.5 million in 2009/10, a decrease of 17% from the
2008/09 budget.
1
1
88
1
1
1
i
1
1
i
1
1
MARINE AND AVIATION
Airpark Fund Highlights
The Airpark Fund is a self-supporting enterprise
operation established to fund all operations,
maintenance, and improvements necessary to
maintain the Airpark operations.
The Airpark Operations program is supported by 1.4
full time equivalent positions, a reduction of .3 FTE
position from the 2008/09 budget. The equivalent of
.3 FTE of the Airpark Manager position has been
transferred to the Marina Operations.
? Transfers to the Capital Improvement Fund of $10,000
provide funding for infrastructure improvements at
the Airpark. This is the same level of funding as the
2008/09 budget. Transfers also include $12,490
representing the payment in lieu of taxes to the
General Fund.
•'r There have been no other significant changes in the
Airpark Operations budget. The budget for this
program reflects a decrease of 6% from the 2008/09
budget.
Downtown Boat Slips Fund Highlights
The Downtown Boat Slip Fund is a self-supporting
enterprise operation established to fund all
operations, maintenance, and improvements
necessary to maintain the Downtown Boat Slip
operations.
? A capital improvement project has been established
for the maintenance of the Downtown Boat Slips and
fund transfers include $15,000, for the routine
maintenance in 2009/10.
This new program is supported by 5.6 full time
equivalent positions. A total of 3.9 Marine Facility
Operators and 1.7 Police Aide positions. One of the
Marine Facility Operator positions was transferred
from the Marine Fund.
89
PIER 60 OPERATIONS
Program Description
Pier 60 is a City owned fishing pier and fills a void in the community by providing a fishing facility in the area. The pier
was rebuilt in 1994 at a cost of over $2.2 million with a bait house and six covered pavilions. It has a bait and gift
shop, restrooms, and up to date tide and weather information and is open from 6:00am to 9:30pm, October 1 -
April 1, and 24 hours a day the rest of the year.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 278,401 217,155 228,800 227,770 0%
Operating 187,034 219,877 243,360 246,600 1%
Internal Services 11,360 11,232 10,950 13,400 22%
Capital 10 191 - - n/a
Transfers 15,000 1,000 15,000 15,000 0%
Total Pier 60 Operations 491,805 449,455 498,110 502,770 1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Pier 60 Operations 6.4 5.9 5.9 5.9
Total Pier 60 Operations 6.4 5.9 5.9 5.9
90
SAILING CENTER OPERATIONS
' Program Description
The Clearwater Community Sailing Association Center on Sand Key takes advantage of the waterfront property
owned by the City and fills a void in the area for an upscale sailing facility. The center opened in November of 1991
and serves the sailing community of Clearwater and the surrounding areas. The center provides beginning and
intermediate sailing classes, as well as, the sailability program that provides sailing classes and regattas for those
' with physical challenges. The center also has watercolor classes, yoga classes and has a multipurpose room for
events, meetings, receptions and weddings. The facility is managed by a 501(c) 3 organization that saves the City
in excess of $150,000 annually.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Operating 17,400 5,463 13,450 15,000 12%
Internal Services 51,428 52,178 53,010 46,670 -12%
Capital 200 n/a
Transfers - 4,978 - - n/a
6
460 61
670 -7%
Total Sailing Center Operations 69,028 62,619 ,
6 ,
17
L.J
U
1
1 91
CLEARWATER AIRPARK OPERATIONS
Program Description
Clearwater Airpark is a single paved runway facility on a 47-acre site and is currently operating as a general
aviation airport. A Fixed Base Operator (FBO), provides daytime management and customer service with flight
service, aircraft rental, hangar and tie down rental, maintenance, and flight training. The department converted
the Airpark to an enterprise fund starting in fiscal year 2001 and it is currently economically self-sufficient. Portions of
the Master plan have been implemented, with the airpark close to being fully utilized. The current footprint allows
for approximately 30-40 additional T-hangars and a new FBO building.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 89,310 86,250 70,570 51,340 -27%
Operating 79,824 139,740 77,830 90,960 17%
Internal Services 5,481 4,898 5,600 5,120 -9%
Capital 1,951 (330) - - n/a
Debt - 1,620 30,000 24,160 -19%
Transfers - 11,740 22310 22490 1%
Total Clearwater Airpark 176,566 243,918 206,310 194,070 -6%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Clearwater Airpark 1.9 1.9 1.7 1.4
Total Clearwater Airpark 1.9 1.9 1.7 1.4
92
I MARINA OPERATIONS
' Program Description
This program is responsible for the administration, operation and maintenance of the City owned Marina facility,
with 209 slips, including dock and piling replacement, waterway management of over 470 marine informational
and regulatory signs and routine repairs for all equipment within the department. The Harbormaster's office is
responsible for the administration of all operations which includes serving as property manager for boat slips, land
and building leases assigned to the department, the Seminole Street Launch Ramp, and the fuel dock which
generates over $1.8 million in revenues each year.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 942,414 1,003,268 1,035,030 895,830 -13%
Operating 3,187,282 3,490,373 3,692160 3,240,060 -12%
Internal Services 83,853 82,017 111,130 111,690 1%
Capital 7,004 2,376 - - n/a
Transfers 208,350 216,740 510,110 305,180 -40%
Total Marina Operations 4,428,903 4,794,774 5,348,430 4,552,760 -15%
' PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Marina Operations 18.1 18.6 18.8 17.1
18
8 17
1
Total Marina Operations 18.1 18.6 . .
93
?
Downtown Boat Slips
Program Description
The downtown boat slips is an ancillary facility to the main municipal marina on Clearwater Beach. This facility will
add an additional 126 floating concrete docks in the downtown Clearwater area located off of Drew and
Cleveland Streets. This facility will be operated as a stand-alone facility separate from the municipal marina with its
own revenue and expense codes. The Harbormaster's office is responsible for the management, maintenance, and
administration support. These slips are for private recreational boats only. This facility will have 24-hour security seven
days a week and will be staffed from 6;00 am to 6;00 pm daily.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel - - - 191,170 n/a
Operating - - - 247,410 n/a
Internal Services - - - 10,650 n/a
Capital - 559 - - n/a
Debt - 22075 - - n/a
Transfers - - - 15,000 n/a
Total Downtown Boatslips - 22,634 - 464,230 n/a
'
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget '
2006/07 2007/08 2008/09 2009/10
Downtown Boatslips 0.0 0.0 0.0 5.6 ,
Total Downtown Boatslips 0.0 0.0 0.0 5.6
,
C?
94 1
I NON-DEPARTMENTAL GENERAL FUND
1 Program Description
The Non-Departmental expenditures category provides budgetary funding and control for General Fund
expenditures not attributable to any other specific department, but to the City as a whole.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
280
Personal Services - - - n/a
Operating 3,147,736 3,677,099 1,888,520 2,269,330 20%
' Internal Services - - - 84,480 n/a
Debt Service 720,464 745,982 1,093,150 1,043,830 -5%
Transfers 7,140,614 12,282792 4,066,330 1,505,830 -63%
Total General Fund 11,008,814 16,705,873 7,048,000 4,903,750 -30%
J
II
1
Program Highlights
? The Non-Departmental program is used to budget for
those items that are not directly associated with any
one department or operating budget.
? Operating costs include $2,259,330 for general
property and liability insurance for all General Fund
programs. This represents a 3% increase from the
2008/09 budget.
44- Funding for the Jolley Trolley service of $150,000 has
been eliminated from the proposed 2009/10 budget.
? Debt service costs of $1,043,830 include $745,690 for
the debt on the Public Safety Complex and $294,950
to fund debt on Beach Walk.
? Interfund transfers for fiscal year 2009/10 include the
tax increment payments to the Community
Redevelopment Agency (CRA) at an estimated
amount of $1,219,300. This is a 20% increase from the
current 2008/09 fiscal year. In addition, $71,530 is
budgeted as a transfer to the Harborview Fund. With
the planned closing of the Center, this represents an
annual savings of $268,640 from the 2008/09 subsidy.
Other intertund transfers include $210,000 primarily to
fund on-going maintenance projects at current
general government facilities.
1 95
NON-DEPARTMENTAL CENTRAL INSURANCE FUND ,
Program Description
This program accounts for health, liability, life insurance and workers' compensation expenditures for all City
employees.
1
41
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008109 2009/10 Change
Personnel 5,209 2,395 15,000 25,000 67%
Operating 19,283,837 19,968,947 17,961,240 17,428,120 -3%
Internal Services 1,155 - 1,500 1,500 0%
Transfers 50,000 78,438 - - 0%
Total Central Insurance Fund 19,340,201 20,049,780 17,977,740 17,454,620 -3%
Program Highlights
The Central Insurance Fund Non-Departmental
program is an internal service operation primarily
managed by the Finance and Human Resources
Departments. All anticipated costs are charged to
City Departments through Interfund charges to the
department operating budgets based upon
personnel and performance indicators.
Worker's compensation costs are estimated to
decrease by approximately 9% across all city
operations. Total costs are now estimated at $2.2
million for fiscal year 2009/10, down from $2.4 million
in 2008/09.
Medical insurance costs are budgeted at $6,200 per
employee for fiscal year 2009/10, the same as the last
two years. The total estimated cost for medical
insurance paid by the City is budgeted at $10.2
million, which is 6% less than fiscal 2008/09 budget
due to the decrease in personnel citywide.
Property and liability insurance costs are estimated to
increase by 5% citywide. Total estimated costs for
property and liability insurance are estimated at $4
million, up from $3.8 million in 2008/09.
1
I
1
96
OFFICE OF MANAGEMENT AND BUDGET
Mission
Our mission in the Office of Management and Budget is to offer accurate financial planning information
and quality service to the City Management Team, the City Council, other City departments, and our
citizens in order to increase confidence in City leadership and provide comprehensive budgeting data
' to all of our customers.
Department Description
There are four primary responsibilities of the Office of Management and Budget, as follows;
i Prepare and present the City's Annual Operating and Capital Improvement Budget. This includes
managing and coordinating all aspects of the budget process.
• Assure the City's compliance with the State of Florida's 'Truth-in-Millage" (TRIM) act. TRIM establishes the
statutory requirements that all taxing authorities levying a millage must follow, including all notices and
budget hearing requirements. This ensures taxpayer awareness of proposed millage changes, proposed
' budget changes, and, if any, the percent of change in the rolled-back rate. Non-compliance by the
taxing authority could result In the loss of revenue sharing funds.
• Assure the City's compliance with the City of Clearwater's Code of Ordinances regarding the City's
budget under Article Vi. Section 2 Fiscal Management Procedure of the code. The City Code establishes
specific requirements regarding the production of the City's annual operating and capital improvement
budgets, as well as, the budget amendment process.
• Provide assistance to other City departments for numerous related activities including the review of all
agenda items for fiscal impact to assure sufficient revenues are available and relevant budget impacts are
disclosed, annual support to the Finance department for the year-end closing process, and the
preparation of miscellaneous financial analysis and reports for management planning.
The City of Clearwater has received the Distinguished Budget Presentation Award from the Government Finance
' Officer's Association of the United States and Canada for its annual budget for each of the last twenty-three years.
In order to receive this award, the governmental unit must publish a budget document that meets the program
criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 257,154 242168 263,600 255,160 -3%
Operating 14,879 7,905 10,150 9,280 -9%
Internal Services 23,444 23,759 23,940 21,250 -11%
Totd Office of Management and Budget 295,477 273,832 297,690 285,690 -4%
1 97
OFFICE OF MANAGEMENT AND BUDGET
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Office of Management and Budget 4.0 3.0 3.0 3.0
Total Office of Management and Budget 4.0 3.0 3.0 3.0
Program Highlights
? The Office of Management and Budget is supported
by three full time equivalent positions, the same level
as the 2008/09 budget. Part-time salaries, which fund
an intern for several months during budget
preparation, have been eliminated in fiscal year
2009/10.
? Personnel costs represent 89% of this program's
budget.
There have been no other significant changes in the
Office of Management and Budget. The budget for
this Department reflects a decrease of 4% from the
2008/09 budget.
98
I
OFFICIAL RECORDS AND LEGISLATIVE SERVICES
Mission
The Official Records and Legislative Services Department is the custodian of the City's current and
historical knowledge. It is our mission to receive, organize, maintain, preserve and disseminate this
knowledge. We strive to do this accurately, effectively, and efficiently. Also the Department coordinates
' the City's legislative and assists with grant programs in efforts to optimize funding opportunities. We are
committed to fulfilling this mission by keeping abreast of current issues cutting red tape, and going the
extra mile to provide quality service to our customers.
Department Description
Official Proceedinas Management - Processes items presented to the City Council for official action and follow-up.
Prepares a written summary of official proceedings and actions taken by the City Council and board members.
Provides staff and resources to prepare required ads for publication and notification to property owners of possible
changes concerning their property. Ordinances and resolutions are distributed under this function.
Records Management - Coordinates retention and destruction of official records, this function includes
maintenance of the City Code and distribution of supplements. Part of this program is to provide information to
other departments, citizens, etc. by searching through City records. An integrated document management system,
captures official City documents, minutes and agendas in an electronic format for City wide access, establishes
workflow for processing the agenda electronically, and facilitates research of information.
' Property Assessments, Code Enforcements and Liens - Assesses property owners for improvements, tracks code
enforcement fines and files liens.
' Election - Establishes the election schedule for municipal elections, and coordinates election activities with the
supervisor of elections. In addition, there are two employee elections, Pension Advisory Committee and Civil Service
Board, which are handled under this program.
Legislative/Lobbyist - Coordinates the City's priorities and appropriation requests with federal and state lobbyists
and tracks proposed legislation through both House and Senate. It also provides the staff and resources to
coordinate the City's priorities and serve as liaison with lobbyists, Florida League of Cities, and legislators.
Grant Writing - This program is charged with researching funding opportunities and communicating possible
funding sources to City staff.
DEPARTMENT SUMMARY
'
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 645,418 646,785 660,540 583,880 -12%
Operating 285,494 286,063 325,320 305,360 -6%
Internal Services 233,846 200,209 194,570 198,280 2%
Capital - - - - n/a
Total Official Records and Legislative Ser 1,164,758 1,133,057 1,180,430 1,087,520 -8%
1 99
OFFICIAL RECORDS AND LEGISLATIVE SERVICES
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Official Records 13.0 11.0 11.0 9.0
Total Official Records 13.0 11.0 11.0 9.0
Department Highlights
? The Official Records and Legislative Services ? Professional Services reflects an increase of $26,500
Department is supported by nine full time equivalent for the Supervisor of Elections office due to the
positions, a reduction of two positions, the Assistant 2009/10 election process. This is partially offset by a
Director and a Board Reporter, from the 2008/09 $15,760 reduction in the retainer for Federal Lobbyist
budget. In addition, personnel costs reflect part- services.
time salaries of $37,550 supporting the 2009/10
election process. ? The budget for Official Records & Legislative Services
reflects an overall decrease of 8% from the 2008/09
? Personnel Services reflects a 12% decrease primarily budget.
due to the elimination of two full time equivalents.
? Contractual Services reflects a $13,250 reduction
primarily due to the transfer of MunlAgenda,
Granicus and LaserFiche support to the Information
Technology Department.
100
PARKS AND RECREATION
Mission
To provide parks and recreation programs services, facilities and beautification to benefit the residents
and visitors of the City of Clearwater.
Department Description
The Parks and Recreation department consists of 201 full time and part time employees, 100 professional contract
employees, 140 umpires, referees and officials, 100 event support staff and 1,600 volunteers, representing a budget
of $20.2 million. The Department is divided into Administration, Recreation Programming and Parks and
Beautification. In addition the Beach Guard Program has since been transferred to the Parks and Recreation
Department to be funded from Parking Revenues.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
General Fund
Administration 3,631,487 3,751,765 3,092,890 2,838,560 -8%
Recreation Programming 6,957,111 6,713,385 6,749,860 6,222,280 -8%
Parks and Beautification 10,656,366 11,003,817 11,281,050 10,664,720 -5%
Subtotal 21,244,964 21,468,967 21,123,800 19,725,560 -7%
Parking Fund
Beach Guards - - - 458,300 n/a
Total Parks and Recreation 21,244,964 21,468,967 21,123,800 20,183,860 -4%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Fund
Administration 31.0 24.0 22.0 21.0
Recreation Programming 89.8 89.8 76.2 71.6
Parks and Beautification 120.0 106.0 105.5 98.5
Subtotal 240.8 .219.8 203.7 191.1
Parking Fund
Beach Guards 0.0 0.0 0.0 9,9
Total Parks & Recreation 240.8 219.8 203.7 201.0
101
PARKS AND RECREATION
General Fund
Parks & Recreation Highlights
?J
:• The Parks and Recreation Department is supported ? Cash contributions to outside agencies include
by 191.1 full time equivalent positions, a decrease of $386,530 to PACT and $78,570 to PMCS for programs
12.6 FTE's from the 2008/09 budget. This budget at MLK. Other contributions include $19,400 for the
reflects the reduction of the following FTE positions: Clearwater Community Chorus at Ruth Eckerd, $4,750
one Parks Support Specialist, one Special Events for the MLK March and Rally and $14,550 for Jazz
Manager, four Parks Service Technicians, one Parks Holiday.
Supervisor, one Recreation Supervisor, one
Recreation programmer, 1.5 Recreation Leader, 1.7 ? Cash contribution to the Florida Orchestra of $15,000
Custodial Worker, and .4 Life Guard. These changes was eliminated from the budget.
result in the 3% decrease in personnel service costs
for the 2009/10 budget. ? Holiday lighting remains at $25,000, the same as fiscal
year 2008/09, allowing for only pole decorations in
? The Morningside Recreation Center is proposed to be Downtown, Memorial Causeway, Mandalay and the
closed in this budget. This provides annual savings of business portion of Gulf Blvd on Sand Key.
approximately $226,310.
? Transfers of $70,000 include $40,000 for Clearwater
? Internal service costs reflect a decrease of $475,890, Celebrates 4m of July and $30,000 for Fun-N-Sun.
or 14% from the 2008/09 budget. About 75% of this
savings is due to reduced fleet charges as a result of ? There have been no other significant changes in the
anticipated fuel savings. The balance is due to the General Fund Parks and Recreation programs. The
closing building charges and other related costs with budget for this Department reflects a decrease of 7%
the proposed closing and/or reduced hours at from the 2008/09 budget.
recreational facilities.
Parking Fund
Beach Guard Highlights
The Beach Guard program is reflected as a program
of the Parks and Recreation Department as a part of
the City Manager's organizational changes. From FY
2006/07 to FY 2008/09 the Beach Guard program was
a general fund operation however, for FY 2009/10 the
program will be funded through the Parking Fund as it
was prior to FY 2006/07.
? The Beach Guard program is supported by 9.9 full
time equivalent positions, a reduction of 4.6 FTE's
from FY 2008/09
Transfers to the Capital Improvement Fund of $10,000
provide minimal funding for the replacement and
maintenance of beach guard facilities and lifeguard
towers. This is the some level as the 2008/09 budget.
? The budget for this program reflects a decrease of
$225,730 or a 33% decrease from the 2008/09
budget.
? Additional supervision for the beach team is being
provided by using existing recreation personnel.
? Personnel costs represent 83% of the Beach Guard
Operations program budget.
102
t
1
ADMINISTRATION
Program Description
Administration and Planning - provides the support needed for all other programs within Parks and Recreation.
Support includes management, budget, clerical, accounting, payroll, personnel, training, grants, contract
administration, agreements, volunteer program and various other coordinating functions. This team produces
Master Plans, Comprehensive Plans, and other plans to ensure that citizen's future needs are considered and met.
This unit is also responsible for bicycle and pedestrian planning, programming, and construction issues.
Projects - is responsible for insuring capital projects are constructed in a user-friendly way, on time and on budget.
Special Events - produces activities such as the 01 of July celebration, Fun & Sun Festival, Times Turkey Trot, and Sea
Blues Festival. Concerts and entertainment are provided on a year-round basis on Clearwater Beach, Coachman
Park and Bright House Networks Field.
Cultural Affairs - is responsible to lead the implementation of the Cultural Plan, administer a Public Art program,
promote the arts for economic and redevelopment initiatives in Clearwater, seek funding & identify revenue
sources, and stimulate the growth of art organizations and facilities.
Senior Affairs - is responsible to lead the implementation of the Aging Well Plan for Seniors in Clearwater, provide
information for seniors, promote the issue of senior citizen initiatives in Clearwater, seek funding and identify revenue
sources and stimulate the growth of organizations that support the aging population.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,807,484 1,680,185 1,610,420. 1,479,240 -8%
Operating 1,334,721 1,466,289 1,096,470 1,011,140 -8%
Internal Services 254,704 274,896 288,120 287,220 0%
Capital 1,800 52063 - - n/a
Debt Service 30,778 18,332 7,880 13,460 71%
Transfers 202000 260,000 90,000 70,000 -22%
Total Administration 3,631,487 3,751,765 3,092,890 2,861,060 -7%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration
31.0 24.0 22.0 21.0
Total Administration 31.0 24.0 22.0 21.0
103
RECREATION PROGRAMMING
Program Description
Recreation Programming is responsible for providing all Clearwater residents the opportunity to participate in a
wide variety of enjoyable recreational activities. Recreation Programming encompasses twenty-two cost centers,
which include team leagues, individual sports, aquatics, general recreation, social recreation, senior adult activities,
special facilities, recreation centers, environmental/energy education, youth development and support services.
Programming varies from one site to another, but the total delivery system is a modern comprehensive effort that
offers something for everyone, as well as, services to special interest groups. A strong volunteer program, grants,
sponsorship recruitment, donations and the collection of user fees to defray operating costs, help to enhance
operations.
PROGRAM SUMMARY I
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 3,760,828 3,773,857 3,390,680 3,400,290 0%
Operating 1,916,558 1,895,710 2,165,580 1,914,930 -12%
Internal Services 869,654 817,397 843,830 762,060 -10%
Capital 21,921 81,851 10,000 10,000 0%
Debt Service 14,150 9,570 4,770 - -100%
Transfers 374,000 135,000 335,000 135,000 -60%
Total Recreation Programming 6,957,111 6,713,385 6,749,860 6,222,280 -8%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Recreation Programming 89.8 89.8 76.2 71.6
T
t
l R
ti
P
o
a
ecrea
on
rogramming 89.8 89.8 76.2 71.6
104 1
PARKS AND BEAUTIFICATION
Program Description
Parks and Beautification is responsible for the general upkeep and development of all City owned properties;
routine grounds maintenance of properties, including certain rights of ways and medians; design and installation of
City landscape projects; installation and maintenance of irrigation systems; inspection and maintenance of
irrigation systems; inspection and maintenance of City playground equipment, fitness courses, basketball courts,
and tennis courts; maintenance and replacement of park identification and rules signage, bleachers and
grandstands, and other site amenities; maintenance of ball fields, sports complexes and professional stadium for
the Philadelphia Phillies.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 4,956,195 4,795,587 4,818,260 4,603,170 -4%
Operating 3,115,013 3,187,547 3,409,640 3,466,500 2%
Internal Services 1,655,232 2,237,340 2,291,350 1,898,130 -17%
Capital 44,519 50,738 4,500 5,000 11%
Debt Services 22,907 20,105 94,800 19,420 -80%
Transfers 862,500 712,500 662,500 672500 2%
Total Parks and Beautification 10,656,366 11,003,817 11,281,050 10,664,720 -5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
Parks & Beautification 120.0 106.0 105.5 98.5
Total Parks & Beautification 120.0 106.0 105.5 98.5
105
BEACH GUARDS
Program Description
Public Safety is the primary responsibility for City of Clearwater beach lifeguards located on Clearwater Beach.
They provide supervision for the Gulf waters and adjacent public beach for approximately 1.0 mile of coastline on
Clearwater Beach.
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Parking Fund
Personnel - - - 382,800 n/a
Operating - - - 33,360 n/a
Internal Services - - - 32,140 n/a
Transfers - - - 10,000 n/a
TOTAL BEACH GUARD OPERATIONS - - - 458,300 n/a
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual
2005/06 Actual
2006/07 Budget
2007/08 Budget
2008/09
Beach Guard Operations
Parking Fund 0.0
0.0
0.0
9.9
Total Beach Guard Operations 0.0 0.0 0.0 9.9
106
PLANNING AND DEVELOPMENT
Mission
The mission of the Planning and Development Department is to carry out departmental programs,
services and responsibilities that encourage and provide for private and public sector investment that
ensure the City of Clearwater remains a high quality and successful city for citizens and businesses as a
place to live, work and play. The department through long range planning will try to envision the future
and support quality residential and business development while maintaining strong sense of community
and stability, These programs and services will be delivered in a customer friendly and professional.
manner that is characterized by prompt, accurate, consistent and fair service,
DEPARTMENT SUMMARY
Actual
2006/07 Actual Budget
2007/08 2008/09 Budget
2009/10 %
Change
Planning
Development Services
Neighborhood Services 1,306,092
3,726,959
314,769 1,288,560 1,429,290
4,024,395 3,819,850
274,581 289,870 1,453,960
3,225,930
- 2%
-16%
-100%
Total Planning and Development 5,347,820 5,587,536 5,539,010 4,679,890 -16%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Planning 18.5 17.0 17.0 17.0
Development Services 50.5 49.5 48.5 41.5
Neighborhood Services 4.0 4.0 3.0 0.0
Total Planning and Development 73.0 70.5 68.5 58.5
107
PLANNING AND DEVELOPMENT I
Department Highlights
? The consolidation of the Planning Department and
the Development and Neighborhood Services
Department into the new Planning and Development
Department results in a net decrease of ten full-time
equivalent positions. One position of Systems Analyst
is transferred to the Information Technology
Department and one of the Neighborhood position is
transferred to Public Communications to provide
neighborhood oversight, and eight full-time
equivalent positions are eliminated in the 2009/10
budget.
? The $25,000 neighborhood grants program is no
longer funded in the 2009/10 budget.
? The need for outside services for building inspections
have been eliminated from the proposed budget
due to the decline in building construction, resulting
in a savings of $150,000 from the 2008/09 budget.
44- There have been no other significant changes in the
Planning and Development Department. The
budget for this department reflects a decrease of
16% from the 2008/09 budget.
108
1
PLANNING
Program Description
The Planning program is organized into two operational divisions: Long Range Planning and Development Review.
Long Range Planning Division
The Long Range Planning division creates and administers the City's long-range planning programs that establish
the City's goals for the future and insures consistency between these long-range goals and City policy and financial
decisions. This division is responsible for all city long-range planning programs: comprehensive planning, downtown
redevelopment, annexation, historic preservation, special area plans/projects and general research.
The division devotes time to coordinating programs with other city departments and participating in policy
development with other agencies such as the Pinellas Planning Council, Metropolitan Planning Organization,
Tampa Bay Regional Planning Council and the Florida legislature. The planners assigned to special projects must
also work with interested parties on these projects including citizens, boards, neighborhood groups and/or special
interest groups. Approximately 60 percent of the division's work is devoted to special projects.
Curren
.;.
.;
t Work Projects
Voluntary Annexations
Code Amendments
Urban Design Initiatives
Conducting Special Area Plans for Selected Areas
Preparing Corridor Redevelopment Plans
Development Review Division
The Development Review division reviews development plans at three levels: permit issuance, Development Review
Committee (City staff), and Community Development Board (public hearing board). Its primary responsibilities are
to provide information and training on the Community Development Code to citizens, neighborhood associations,
realtors, and those involved with site design and building construction related professions. The division administers
the code and reviews for compliance all applications for development approval. This includes plats, building
permits and lot divisions. Landscape, site design, and sign alternatives are discussed in great detail.
The division is also responsible for review of tree removal permits, tree protection during construction, landscaping,
and site plan compliance after development plan approval. This process involves on-site inspection. This division
will also perform special assignments such as corridor plans and landscape design.
Current Work Projects
? Streamlining the process by which applications are reviewed.
? Processing applications for Flexible Standard Development, Flexible Development, Sign Permit and
Comprehensive Sign Program.
? Inspecting sites for landscape compliance prior to issuance of a Certificate of Occupancy Permit, and re
inspecting sites for continued compliance.
F
109
PLANNING
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services
Transfers 1,091,580 1,087,365 1,232,730
75,519 46,904 56,250
138,993 146,791 140,310
- 7,500 - 1,263,020
56,600
134,340
- 2%
1%
-4%
n/a
Total Planning 1,306,092 1,288,560 1,429,290 1,453,960 2%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Planning 18.5 17.0 17.0 17.0
Total Planning 18.5 17.0 17.0 17.0
110
DEVELOPMENT SERVICES
Program Description
The Development Services program is organized into two operational divisions: Construction Services and Code
Compliance.
1 Construction Services Division
The following areas of responsibility are the focus of this division:
Building Permitting - This operation involves the intake of building plans and issuance of building permits. It also
works hand-in-hand with the Code Compliance team on the issuance of business tax receipts and includes the
maintenance and retention of records as needed.
Buildina Plan Review and Inspection - This operation involves plan review and inspection for building construction
services. The following major programs are included in this operation:
Unsafe Building Abatement and Housing Code - This operation involves the enforcement of the Unsafe Building
Abatement Ordinance and the Minimum Housing Code. These codes protect citizens and business owners by
ensuring that residential and commercial buildings meet minimum safety and housing requirements. This function is
important to enhance neighborhoods by ensuring the quality of housing and sustaining property values.
Building Plans Review - This operation involves the technical review of architectural and engineering plans for
construction of buildings and structures in accordance with the Florid Standard Building Code.
Building Inspections - This operation provides for inspections of building construction. Inspections are done in
accordance with the building code as required by Florida Statutes. Areas requiring inspection pertain to building,
electrical, plumbing, and mechanical trades.
Code Compliance Division
The following areas of responsibility are the focus of this division:
Community Standards Enforcement - The Code Compliance team is the code enforcement arm of the City of
Clearwater. The team is responsible for handling a myriad of issues pertaining to the zoning and development
regulations contained within the Community Development Code as well as more general property nuisance and
prohibited activities as defined in the Clearwater City Code. Examples include landscaping, debris, overgrowth,
illegal yard parking, graffiti and signage violations. Inspectors also investigate and enforce compliance with the
Business Tax Receipts process. The Community Response Team also conducts neighborhood code "sweeps" in
various areas annually to identify violations. The goal of compliance action is to achieve voluntary compliance
through education. Absent voluntary compliance, code enforcement inspectors initiate other legal actions
including presentation of cases to the Municipal Code Enforcement Board or to Pinellas County's local ordinance
violations (LOV) court.
Sian Inspection and Enforcement - Since 1987, the City of Clearwater has targeted sign blight throughout the City.
The goal is to enforce against illegal, non-permitted, and snipe/roadside signage in order to maintain the aesthetic
enforce the business tax receipt requirements for businesses
as provided for by Florida Statutes and required by city ordinance. Annually, there are approximately 10,000
business tax receipt and registrations within the city. In addition to annual renewal periods, license inspectors
conduct sweeps for the purpose of locating and notifying unlicensed businesses of the need to obtain proper
business licensing.
Residential Rentals - The city has a residential rental compliance ordinance that requires licensing of residential
rental units, including single-family residences.
Water Enforcement - The Code Compliance team enforce water use restrictions, which are designed to make the
best use of valuable water resources.
appearance Business Tax of the Receiots - City's Business tax commercial and receipt residential inspectors areas.
111
DEVELOPMENT SERVICES
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,786,546 3,065,895 2,904,440 2465,550 -15%
Operating 426,167 347,803 300,460 188,620 -37%
Internal Services 498,440 530,115 554,720 512,330 -8%
Capital 5,224 - - - n/a
Debt Service 10,582 10,582 60,230 59,430 -1%
Transfers - 70,000 - - n/a
Total Development Services 3,726,959 4,024,395 3,819,850 3,225,930 -16%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Development Services 50.5 49.5 48.5 41.5
Total Development Services 50.5 49.5 48.5 41.5
112
POLICE
Mission
Consistently provide impartial, professional, community-oriented police services, delivered by courteous,
competent, dedicated employees resulting in an enhanced quality of life for our citizens and the
enrichment of our valued employees.
Department Description
The Police department consists of 26 programs organized into five divisions. The operation currently consists of 392.6
full time equivalent positions servicing the programs outlined in the following pages. The General Fund supports
370.9 FTEs and grants or other funding support 21.7 positions.
The Clearwater Police Department (CPD) has developed and implemented the high standards and professionalism
needed to reach accredited status and was initially accredited by the Commission for Florida Law Enforcement
Accreditation in May of 1998. CPD has continued to maintain or exceed these standards and was reaccredited in
2001, 2004, and 2007. This status helps to achieve a high quality of service and citizen satisfaction in providing a
safe and secure City.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Office of the Chief 2,176,652 2,134,331 1,975,150 1,757,460 -11%
Criminal Investigations 5,413,401 5,816,883 6,030,600 6,506,270 8%
Patrol 20,206,749 21,486,061 20,510,460 20,478,910 0%
Support Services 5,331,278 5,312,314 5,298,330 5,387,270 2%
Communications 2,975,870 2,970,359 3,135,070 3,286,080 5%
1
Total Police 36,103,950 37,719,948 36,949,610 37,415,990 1 %
r
113
POLICE
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Fund
Office of the Chief
Criminal Investigations
Patrol
Support Services
Communications
Total General Fund
407.9 393.9 389.9 370.9
AmeriCorps Grant 12.4 9.7 9.7 9.7
Outside Duty Project 1.0 1.0 1.0 1.0
Human Trafficking Grant 0.0 1.0 1.0 1.0
SLEF - SRO Officer 0.0 0.0 0.0 3.0
Investigative Cost Recovery 0.0 0.0 0.0 7.0
Total Police 421.3 405.6 401.6 392.6
Department Highlights
44- The Police Department is supported by 392.6 full time
equivalent (FTE) positions. This is a decrease of nine
FTE's from the 2008/09 budget. These nine positions,
one Deputy Chief (Office of the Chief), 2 Sergeants
(Patrol) and 6 Officers (Patrol), have all been
eliminated from this budget.
? In the Patrol Division, the three Officer positions that
are assigned to work as School Resource Officers are
not funded with General Fund dollars in the 2009/10
budget. These three FTE's are funded with Special
Law Enforcement Trust Fund revenue. In addition, in
the 2009/10 budget, seven other Officer FTE's in the
Patrol Division will not be funded by the General
Fund. Instead, these FTE's will be funded by a Special
Program Project using Investigative Cost Recovery
funding.
? The proposed Police Department personnel budget
reflects only budgeted step increases for union
employees. No general wage increases are
budgeted for fiscal year 2009/10.
? Personal Services increase 1% primarily based on the
increased pension contributions.
22.0 19.0 18.0 15.0
55.6 56.6 56.6 58.6
232.0 227.0 227.0 208.0
48.0 42.0 39.0 41.0
50.3 49.3 49.3 48.3
? Other Operating costs reflect an increase of 7% or
$142,660, primarily due to $160,000 for a
maintenance contract for the Tri-Tech System, as well
as additional funding in uniforms to cover the cost of
replacing a large quantity of bulletproof vests.
? Internal Service costs reflect a decrease of 1% or
$45,540, due to a reduction in Information
Technology costs.
? Debt Service costs decrease 59% from the 2008/09
budget due to a reduction in the lease purchase
budget for the Police Computer Network Capital
Improvement Project.
? Budgeted transfers increase $100,000 in this budget.
This is for a contribution to the Clearwater Homeless
Intervention Program Shelter (CHIPS). In the 2008/09
this contribution was funded in a Special Program
Project.
? There have been no other significant changes in the
Police Department budget. This budget reflects a
slight increase of 1% over the 2008/09 budget.
114
OFFICE OF THE CHIEF
Program Description
The Office of the Chief is responsible for the overall administration and leadership of the department. Support staff
assigned to this office is also responsible for public safety grants management and community outreach projects
such as Neighborhood Watch and Blueline CPD. Also assigned to the Office of the Chief is the Professional
Standards Section, which is responsible for policy development and implementation, investigation of complaints
filed against police department employees, and Personnel and Training, The programs under the direction of the
Office of the Chief include:
Professional Standards Personnel and Training
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,827,249 1,768,460 1,707,640 1,391,890 -18%
Operating 161,456 139,957 172,350 172,480 0%
Internal Services 87,694 109,201 95,160 93,090 -2%
Capital 253 - - - n/a
Transfers 100,000 116,713 - 100,000 n/a
Total Office of the Chief 2,176,652 2,134,331 1,975,150 1,757,460 -11%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Office of the Chief 22.0 19.0 18.0 15.0
Total Office of the Chief 22.0 19.0 18.0 15.0
115
CRIMINAL INVESTIGATIONS
Program Description
The Criminal Investigations Division is responsible for the supervision of follow-up investigations of all crimes occurring
within the corporate city limits of Clearwater, as well as, coordinating the investigation of crimes involving vice,
narcotics, and organized crime; the collection, evaluation, and retention of criminal intelligence information, and
crime analysis for the department. The programs under the Criminal Investigations Division include:
CID Administration Burglary Unit
Homicide Unit Investigative Support Unit
Crimes Against Children and Families Unit Economic Crimes Unit
Intelligence Unit Vice and Narcotics Unit
Robbery Unit
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 4,535,681 4,854,402 4,888,490 5,433,220 11%
Operating 551,374 637,868 813,310 760,930 -6%
Internal Services 326,346 324,613 328,800 312,120 -5%
Total Criminal Investigations 5,413,401 5,816,883 6,030,600 6,506,270 8%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Criminal Investigations 55.6 56.6 56.6 58.6
Total Criminal Investigations 55.6 56.6 56.6 58.6
116
it
PATROL
Program Description
The Patrol Division is responsible for uniform patrol functions of the department including 24-hour response to the
initial investigation of crimes and incidents, traffic enforcement and control, accident investigation, community
policing programs, crime prevention functions, specialized operations such as SWAT, Traffic, K-9, and coordination
for special events. The uniformed patrol operations are spread throughout three patrol districts, and a special
operations section. Additionally, there are five community-oriented policing teams assigned to the division for the
purpose of carrying out the award winning community-policing philosophy throughout the City. The programs
under the Patrol Division include:
Patrol Administration Traffic Enforcement
District I Operations K-9 Unit
District II Operations Police Aide Program
District III Operations Volunteer Program
Special Operations AmeriCorps
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 18,079,481 19,024,739 18,018,820 17,868,620 -1%
Operating 174,685 167,414 204,110 294,910 44%
Internal Services 1,880,912 2,288,108 2,279,030 2,306,880 1%
Capital 26,258 5,800 8,500 8,500 0%
Debt Service 15,413 - - - n/a
Transfers 30,000 - - - n/a
Total Patrol 20,206,749 21,486,061 20,510,460 20,478,910 0%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Patrol 232.0 227.0 227.0 208.0
Total Patrol 232.0 227.0 227.0 208.0
117
SUPPORT SERVICES
Program Description
Support Services Division is responsible for providing fiscal, ancillary, information and other services for police
department operations. Specific functions of the division include fiscal management, payroll services, records
services, property and evidence control, maintenance of police department buildings and facilities, differential
police response operations.
The programs under the Support Services Division include:
Support Services Administration
Records Section
Property and Evidence Unit
Differential Police Response Unit
General Services
Planning and Fiscal Services Section
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,735,790 2,486,040 2,313,340 2,601,230 12%
Operating 891,665 889,196 954,220 886,330 -7%
Internal Services 1,410,910 1,838,261 1,848,570 1,828,610 -1%
Capital 173,249 (36,682) 10,000 - -100%
Debt Service 119,664 135,499 172200 71,100 -59%
Total Support Services 5,331,278 5,312,314 5,298,330 5,387,270 2%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Support Services 48.0 42.0 39.0 41.0
Total Support Services 48.0 42.0 39.0 41.0
118
COMMUNICATIONS DIVISION
Program Description
The Communications Division is responsible for the receiving of all calls for service from the public, both emergency
and non-emergency and dispatching them to units in the field. The division is also responsible for maintaining
access to the national, state, and local computers. Additionally, the division is responsible for hiring and training
new operators, radio programming, and Computer Aided Dispatch enhancements. The programs under the
Communications Division Include:
Communications Administration Communications Dispatch
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Internal Services
Capital 2,654,745 2,650,164 2,759,640
74,667 19,449 39,110
240,867 300,746 336,320
5,591 - - 2,773,330
211,110
301,640
- 0%
440%
-10%
n/a
Total Communications Division 2,975,870 2,970,359 3,135,070 3,286,080 5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
Communications Division 50.3 49.3 49.3 48.3
Total Communications Division 50.3 49.3 49.3 48.3
119
PUBLIC COMMUNICATIONS
Mission
To strengthen and empower our community through active dialogue and communication with
Clearwater's residents, businesses and visitors.
Department Description
The Public Communications department is responsible for citywide media, neighborhood and community relations,
marketing communications and video/televislon production. The department also leads any special community
engagement projects and manages the City's print production and mail services.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
General Fund
Public Communications 964,107 1,028,807 1,088,580 1,087,050 0%
Administrative Svcs Fund
Graphic Communications 461,897 422,577 431,160 - -100%
Courier 166,484 156,431 173,990 182640 5%
Subtotal 628,381 579,008 605,150 182,640 -70%
Total Public Communications 1,592,488 1,607,815 1,693,730 1,269,690 -25%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Public Communications 11.0 11.5 11.5 12.0
Graphic Communications 4.0 4.0 4.2 0.0
Courier 1.0 1.0 0.8 1.0
Total Public Communications 16.0 16.5 16.5 13.0
121
PUBLIC COMMUNICATIONS I
General Fund
Public Communications Program Highlights
The General Fund operation of the Public
Communications Department is supported by twelve
full time equivalent positions, an increase of .5 FTE
from the 2008/09 budget. The Graphics program,
which was funded as an internal service operation,
will be eliminated in this budget, and one position of
Graphics Designer will be retained and is now
budgeted in the General Fund. In addition, a
position of Assistant Director is eliminated, one of the
Neighborhood positions is transferred from Planning
and Development to provide neighborhood
oversight, and a part-time Staff Assistant position has
been eliminated.
? In total, the Public Communications Department has
been reduced from 16.5 FTE in fiscal year 2008/09 to
13 FTE in fiscal year 2009/10 primarily due to the
elimination of the Graphics shop.
? There have been no other significant changes in the
Public Communications program. The budget for this
program is approximately the same as the 2008/09
budget. Total Departmental costs have been
reduced by almost $425,000 annually, or 25% from
2008/09.
Internal Services Fund
Courier Program Highlights
? The Courier program is supported by one full time
equivalent position, an Increase of .2 FTE from the
same as the 2008/09 budget. This partial position has
supported the graphics operations in previous years,
but will be devoted entirely to the Courier service
starting in 2009/10.
? There have been no other significant changes in the
Courier program. The budget for this program is
approximately 5% more than the 2008/09 budget.
? Postage costs are budgeted at $140,000 in this
program, the same as fiscal year 2008/09.
122
17
1
1
I
LI
PUBLIC COMMUNICATIONS
Program Description
Public Communications (PC) currently includes the following distinct areas of responsibility:
Marketina & Community Relations
The Marketing & Community Relations Division coordinates all comprehensive marketing activities, which includes
writing and distribution of media releases, production of printed and electronic collateral materials,
internal/employee communication, photography, event/ceremonial planning assistance, media relations
counseling and training, strategic marketing consulting and the development of community outreach and
' education programs like the annual Citizen's Academy.
The division continues to produce a utility bill newsletter, which is distributed to 47,000 customers each month; a bi-
monthly employee newsletter, distributed to 2,800 current and former employees; a citywide activity and quality of
life magazine and a semi-annual citizen guide to services, distributed electronically to current and new residents. In
addition, the division provides cooperative marketing support for numerous city/community partnerships and
events based on Council direction.
Each year, the division produces more than 250 media releases and fields more than 800 media inquiries. This
coverage is an invaluable outlet for providing timely information to Clearwater citizens without the cost associated
with advertising or other marketing activities.
The division takes a leadership role in developing citizen engagement programs for the Council, including Town Hall
meetings, Council breakfasts, community surveying and targeted programs like the Citizen's Academy and
neighborhoods programs. Key achievements in FY 2009 included consolidation of various city-wide publication
and continuing to efficiently communicate the City's accomplishments and events. Communication efforts have
focused on supporting the downtown recruitment and the City's current and future Marinas. An increased
emphasis was also placed on employee communications by both increasing informal senior executive presence in
the workplace and the frequency of formal employee communications pieces.
In the FY 2010, the program will continue to look for ways to more efficiently and effectively communicate and to
electronically reach more of our audiences. An increased emphasis will also be placed on being a resource and
liaison for neighborhood associations. New processes will also be a major focus with the downsizing of the
department.
C-VIEW N
C-VIEW N is the City of Clearwater's government access television channel, which provides citizens with a variety
of live and pre-produced programming designed to enhance citizens' knowledge and understanding of our
municipal government. C-VIEW produces live cablecasts and live streaming of City Council meetings, work session
and meetings of several decision-making boards (Downtown Development, Community Development, and
Municipal Code Enforcement). In addition, C-VIEW produces a number of special meetings to inform the public,
budget workshops, candidate forums and certain special events live-to-tape. C-VIEW producers also create several
monthly and quarterly programs that focus on current topics affecting the City, and public service announcements
(PSAs) to promote upcoming city/community events.
In FY 2009, C-VIEW staff produced more than 40 regular programs and more than 20 PSAs During non-programmed
times, C-VIEW cablecasts a Video Bulletin Board (VBB) that gives residents up-to-date information on employment,
recreation opportunities, upcoming community events, legal notices, emergency preparedness information and
important city initiatives. More than 200 separate VBB pages are produced each year. The development of our
streaming services has allowed us to lesson costly DVD duplication and provide the citizens' of Clearwater with free
access to our digital archives. Last year we had more than 12,000 downloads from our digital archive site.
In FY 2010 C-VIEW N will continue to place a major focus on streaming, archiving, and web based videos that
' enhance the public interaction with municipal government information, policies and procedures. Another area of
focus will be continued support in video surveillance and emergency communications systems.
1 123
PUBLIC COMMUNICATIONS
PROGRAM SUMMARY ,
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change '
Personnel 637,321 743,319 741,340 745,030 0%
Operating 186,374 158,207 214,560 191,000 -11%
Internal Services 126,342 127,251 132680 151,020 14%
Capital 70 30 - - n/a
Debt Service - - - - n/a
Transfers
14,000
-
-
- n/a '
Total Public Communications 964,107 1,028,807 1,088,580 1,087,050 0%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Public Communications 11.0 11.5 11.5 12.0
12
0
Total Public Communications 11.0 11.5 .
11.5
124
COURIER
Program Description
The Courier Service operates out of the Graphic Communications facility. This program is responsible for all mail
delivery among City offices, as well as, Council mail. It also assists the Official Records and Legislative Services
department with records retention and coordination and the Library System with book/materials deliveries between
branches.
PROGRAM SUMMARY
Actual Actual Budget
2006/07 2007/08 2008/09 Budget
2009/10 %
Change
Personnel
Operating
Intemal Services 31,093 30,947 25,680
129,000 117,286 141,070
6,391 8,198 7,240 33,000
141,160
8,480 29%
0%
17%
Total Courier 166,484 156,431 173,990 182,640 5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Courier 1.0 1.0 0.8 1.0
Total Courier 1.0 1.0 0.8 1.0
125
PUBLIC SERVICES
Mission
Our mission is to provide quality and efficient services for the construction, supervision and maintenance
of the City's infrastructure relative to Public Works construction and site development, also the streets
and sidewalks, storm water structures and facilities and the urban forest for the citizens and visitors of
Clearwater.
Department Description
The Public Services department is responsible for urban forestry and the maintenance and repair of the City's
streets, sidewalks, and the stormwater utility system. Department divisions include urban forestry, public services
administration, streets and sidewalks and stormwater maintenance.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
General Fund
Public Svcs Adm 764,016 824,068 690,830 662570 -4%
Urban Forestry 805,695 733,054 824,220 797,380 -3%
Construction 887,063 897,604 927,220 - -100%
Streets & Sidewalks 1,026,864 1,029,914 1,104,290 1,120,050 1%
Subtotal 3,483,638 3,484,640 3,546,560 2,580,000 -27%
Stormwater Utility Fund
Stormwater Maint
5,470,770 5,739,098 8,737,910 10,784,840 23%
Total Public Works 8,954,408 9,223,738 12,284,470 13,364,840 -4%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Fund 45.0 43.0 40.0 26.0
Stormwater Utility Fund 38.0 38.0 38.0 37.0
Total Public Works 83.0 81.0 78.0 63.0
127
.;.
PUBLIC SERVICES
General Fund
Public Services Administration, Urban Forestry and Streets and Sidewalks
Department Highlights
Restructuring of the Engineering and Public Service
operations have resulted in a net decrease of
fourteen full-time equivalent positions in the General
Fund programs of Public Services for fiscal year
2009/10, for a total of 26 FTE positions. The
Construction program has been eliminated and
Public Services has eliminated nine positions: one
Tradesworker, two Construction Project Coordinators,
and six Construction Inspectors. Five positions have
been transferred to the Engineering Department
including the Building Construction Manager,
Construction Office Specialist, and three Construction
Inspectors.
:• Small capital includes the installation of a security
system at the Public Services Complex at $15,000 and
the purchase of a drop down trailer for the transport
of the mini track loader for $9,500.
? There have been no other significant changes in the
General Service programs of the Public Services
Department. The budget for these programs reflects
a decrease of 27% from the 2008/09 budget.
1
1
1
L?
Stormwater Fund
Stormwater Maintenance
Department Highlights
The Stormwater Maintenance program is funded by
the Stormwater Fund, which is a self-supporting
enterprise operation, established to fund all
Stormwater programs.
The Stormwater Maintenance program is supported
by 37 fulltime equivalent positions, a decrease of one
position from the 2008/09 budget. A position of
Public Services Coordinator has been eliminated in
the proposed budget.
Fund is charged an administrative charge by the
General Fund, reimbursing the General Fund for the
Stormwater Fund portion of City administrative
functions such as the City Manager, City Attorney's
Office, and Official Records functions. The
Stormwater Fund anticipated portion of this cost is
$560,920 in this fiscal year, a 7% decrease from the
2008/09 budget.
The Stormwater Fund also reimburses the General
Fund for specific services provided by General Fund
programs. This is primarily the support of the
administrative, environmental, and engineering
services for time and materials devoted to these
functions. The Stormwater Fund anticipated charge
for these services is $586,780 in the new fiscal year, a
decrease of 27% from the 2008/09 budget.
The Stormwater Fund is charged for the services
provide by Clearwater Customer Service to billing
and administering Stormwater customers. The
Stormwater Fund anticipated portion of this cost is
$339,670 in the new fiscal year, a decrease of 8%
from the 2008/09 budget.
.;.
Budgeted transfers of $5,652,800 for the 2009/10
budget reflect the transfer of funds to the Capital
Improvement Program to support Stormwater system
projects as planned in the 2009 rate study. The
restructuring of the planned projects to be funded
with Stormwater reserves rather than bonds is the
primary reason for the 23% increase in the Stormwater
Maintenance budget for 2009/10.
1
t
1
128
1
ADMINISTRATION
Program Description
Public Services Administration provides administrative support, supervision and management of the Public Services
department and is responsible for the operation and maintenance of the Public Works Complex.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 448,898 513,235 368,640 320,760 -13%
Operating 126,375 126,697 146,390 154,630 6%
Internal Services 188,743 184,136 175,370 171,750 -2%
Capital - - 430 15,430 3488%
Total Administration 764,016 824,068 690,830 662,570 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration 6.0 6.0 5.0 4.0
Total Administration 6.0 6.0 5.0 4.0
129
URBAN FORESTRY I
Program Description
This division provides maintenance of trees that create hazards to the public by pruning tree limbs that block street
signs, traffic signals, sidewalks, and roadways. It also removes damaged and diseased trees on rights-of-way and
City property. This division has an inventory which helps it proactively manage the urban forest, which is a vital
function of this division. Urban Forestry is part of the City's right-of-way maintenance program.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 556,641 496,887 509,100 530,890 4%
Operating 66,767 59,571 84,050 82,720 -2%
Internal Services 182,287 176,596 212,650 173,850 -18%
Capital - - 18,420 9,920 -46%
Debt - - - - n/a
Total Urban Forestry 805,695 733,054 824,220 797,380 -3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Urban Forestry 12.0 11.0 9.0 9.0
Total Urban Forestry 12.0 11.0 9.0 9.0
l
I ?
1
I
130
STREETS AND SIDEWALKS
Program Description
The Streets and Sidewalks division provides for the maintenance and repair of the City's 302 miles of paved streets,
and for the replacement and construction of sidewalks, curbs, and gutters, to ensure safe and well-maintained
right-of-ways for the citizens and visitors of Clearwater. This division also provides concrete and asphalt to all City
departments for in-house repairs to sidewalk and street cuts and assists on special projects as required by the City
Manager's Office and other departments of the City. Streets and Sidewalks is part of the City's right-of-way
maintenance program.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 637,513 634,291 669,680 705,540 5%
Operating 144,618 147,834 162,520 162,490 0%
Internal Services 244,733 247,789 271,760 251,690 -7%
Capital - - 330 330 0%
Debt - - - - n/a
Total Streets and Sidewalks 1,026,864 1,029,914 1,104,290 1,120,050 1 %
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Streets and Sidewalks 14.0 13.0 13.0 13.0
Total Streets and Sidewalks 14.0 13.0 13.0 13.0
131
STORMWATER MAINTENANCE
Program Description
The Stormwater Maintenance program is responsible for the maintenance and repair of the City's 120 miles of storm
sewer mains, ditches, storm manholes, catch basins, and all other drainage structures to help eliminate flooding of
streets and homes, and to ensure that all Federal, State, County and City stormwater runoff requirements are met.
This program supports the installation of new storm pipes, new catch basins, manholes and other required
structures. It is responsible for ditch maintenance and improvements, and for providing an annual cleaning cycle
for the City's drainage ditch system. It provides sweeping of main arteries, beach and downtown commercial
streets and parking lots. This program also provides for maintenance and repair of City owned retention ponds.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,919,958 1,903,923 2,064,980 2,098,940 2%
Operating 2102,071 2,385,831 1,971,260 1,711,270 -13%
Internal Services 1,353,660 1,438,429 1,351,700 1,284,200 -5%
Capital 26,219 6,890 430 430 0%
Debt 7,667 4,025 64,560 37,200 -42%
Transfers 61,195 - 3,284,980 5,652,800 72%
Total Stormwater Maintenance 5,470,770 5,739,098 8,737,910 10,784,840 23%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
Stormwater Maintenance 38.0 38.0 38.0 37.0
Total Stonmwater Maintenance 38.0 38.0 38.0 37.0
132
PUBLIC UTILITIES
Mission
Public Utilities is dedicated to providing high quality water, wastewater, and reclaimed water services
while protecting the public health and natural environment of our community through cost effective
management, operating and maintenance of our infrastructure sustaining these essential services,
Department Description
The Public Utilities Department consists of nine programs. Public Utilities operations currently consist of 164 full time
equivalent (FT) positions servicing the programs described below.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Water & Sewer Fund
Administration
Wastwater Collection
Public Utilities Maintenance
WPC Plant Operations
Laboratory Operations
Industrial Pretreatment
Water Distribution
Water Supply
Reclaimed Water
Non-Departmental
621,772 686,945 875,510 901,650 3%
5,555,661 6,922177 5,329,020 5,139,670 -4%
- - 2,770,750 2988,580 8%
11,694,931 11,912,900 11,454,490 10,588,070 -8%
1,298,565 1,304,938 1,291,810 1,250,130 -3%
603,831 558,913 785,560 822910 5%
12764,365 12424,919 11,478,335 7,904,560 -31%
11,820,633 11,724,797 12768,995 12,370,480 -3%
1,479,363 1,717,258 2,000,350 2064,970 3%
10,947,851 10,978,099 11,855,040 14,641,320 24%
Total Water & Sewer 56,786,972 58,230,946 60,609,860 58,672,340 -3%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration 6.0 6.0 6.0 6.0
Wastewater Collection 39.0 35.0 25.0 25.0
Public Utilities Maintenance 0.0 010 19.0 18.0
Water Pollution Plant Ops. 53.0 50.0 41.0 40.0
WPC Lab Operations 9.0 9.0 9.0 8.0
WPC Industrial Pretreatment 7.0 6.0 6.0 6.0
Water Distribution 37.0 37.0 37.0 35.0
Water Supply 11.0 11.0 11.0 11.0
Reclaimed Water 13.0 14.0 15.0 15.0
Total Public Utilities 175.0 168.0 169.0 164.0
133
PUBLIC UTILITIES I
Water and Sewer Fund Highlights
? The Water & Sewer Fund is self-supporting enterprise ? The Water & Sewer Fund reimburses the General Fund
operation established to fund all operating, for administrative services such as the City Manager,
maintenance and improvements necessary to City Attorney's Office, and Official Records functions.
provide citywide wastewater, water pollution control, The total cost of this service is anticipated at
water distribution, and water supply programs. $2,563,590 for fiscal year 2009/10, a decrease of 2%
over the 2008/09 budget.
? The Water and Sewer Fund includes all Public Utilities
programs: Administration, Potable Water Supply,
Water Distribution, Reclaimed Water, Wastewater
Collection, Maintenance and Water Pollution Control
(including the Laboratory and Industrial Pretreatment
program). These programs have 164 full-time
equivalent (FTE) positions, a decrease of five FTE's
over the previous year. The decrease is for two
Public Utilities Technicians in Water Distribution, two
Public Utilities Coordinators, one in Water Pollution
Control and the other In Maintenance, and one
Utilities Chemist in the Laboratory.
? Personnel costs for the Water and Sewer Fund are
relatively flat as compared to the 2008/09 budget
due to employee turnover and the elimination of the
above positions.
? Operating expenses in the Water and Sewer Fund
decreased 1 % or $225,250 over the previous year. The
decrease in water purchased for resale accounts for
most of this decrease.
? Internal Services costs to the Water and Sewer Fund
show an increase of 1 % from the previous year mainly
due to increased garage charges.
? Per City Council policy, the Water and Sewer Fund
makes a payment in lieu of taxes in the amount of
$2,851,780 to support the General Fund. The
computation is based upon a rate of 5.5% of fiscal
2007/08 gross revenues. The 2009/10 contribution
represents a 3% increase over the 2008/09 budget.
? Debt Service increased 23%, or $2.7 million, in this
budget due to increased interest costs on Water and
Sewer bonds issued in FY 08/09. The bond proceeds
will be used to fund capital improvement projects for
the Water and Sewer Fund and refund the 1998
Water and Sewer Refunding Revenue Bonds.
? Transfers for the Water and Sewer Fund decreased
55% or $4,577,470, to fund capital improvement
projects.
? The Water & Sewer Fund reimburses the General Fund
for specific services provided by General Fund
programs. This is primarily support for the
administrative, environmental, and engineering
programs. The total cost of this service is anticipated
at $1,694,120 for 2009/10, an increase of 7% over the
2008/09 budget.
? The total Water and Sewer Fund budget decreased
3% from the 2008/09 budget.
134
ADMINISTRATION
Program Description
The Administration program is responsible for the effective coordination of all water, wastewater and reclaimed
water administrative, planning and accounting functions to provide a safe product and reliable service to the
customers of the Public Utilities department.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 372,212 453,896 452000 469,810 4%
Operating 227,070 212,615 305,610 308,660 1%
Internal Services 22,490 20,434 19,900 21,930 10%
Transfers - - 98,000 101,250 n/a
Total Public Utilities Admin 621,772 686,945 875,510 901,650 3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2006/07 Budget
2008/09 Budget
2009/10
Public Utilities Administration 6.0 6.0 6.0 6.0
Total Public Utilities Admin 6.0 6.0 6.0 6.0
135
WASTEWATER COLLECTION
Program Description
The Wastewater Collection program provides for safe collection and transmission of wastewater through the City's
underground sewer mains, collectors and interceptor lines. The purpose of the Wastewater Collection program is to
maintain the collection system in such a manner that protects the public safety, health and the environment.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,019,748 1,877,734 1,418,010 1,484,390 5%
Operating 2,353,778 3,556,093 1,404,670 1,298,850 -8%
Internal Services 1,128,560 1,469,780 1,049,960 951,880 -9%
Capital 46,324 14,486 - - n/a
Debt 7,251 4,084 9,840 2600 -74%
Transfers - - 1,446,540 1,401,950 -3%
Total Wastewater Collection 5,555,661 6,922,177 5,329,020 5,139,670 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Wastewater Collection 39.0 35.0 25.0 25.0
Total Wastewater Collection 39.0 35.0 25.0 25.0
136
MAINTENANCE
PUBLIC UTILITIES
' Program Description
' The Public Utilities Maintenance program provides for safe transmission and pumping of wastewater through the City's
eighty wastewater lift stations. This program also provides the installation and maintenance of all Public Utilities
instrumentation and telemetry systems, as well as maintenance of three advanced wastewater treatment plants, three
t water treatment plants, wells and reclaimed water pumping stations. The purpose of the Public Utilities Maintenance
program is to maintain the mechanical, electrical and electronic infrastructure in such a manner that protects the
public safety, health and the environment. The Public Utilities Maintenance program consists of three sub-sections,
Plants, Lift Stations and Electronics.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
' Personnel - - 1,182,500 1,164,380 -2%
Operating - - 880,870 995,800 13%
Internal Services - - 349,700 466,360 33%
Capital 51000 11,300 126%
Debt - - 42,340 30,130 -29%
Transfers - - 310,340 320,610 3%
Total Public Utilities Maint - - 2,770,750 2,988,580 8%
' PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
' Public Utilities Maintenance 0.0 0.0 19.0 18.0
Total Public Utilities Maint 0.0 0.0 19.0 18.0
r
' 137
WATER POLLUTION CONTROL PLANT OPERATIONS
Program Description
The Water Pollution Control program provides daily treatment and disposal of wastewater meeting or exceeding
federal and state water quality standards. The program consists of three advanced wastewater treatment facilities
including bio-solids residual management facilities. The Water Pollution Control Program supplies highly treated
wastewater to the Reclaimed Water program.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 3,034,668 2886,705 2557,420 2537,010 -1%
Operating 6,931,175 6,922294 6,002,330 6,078,580 1%
Internal Services 618,200 905,426 845,400 823,320 -3%
Capital 5,462 6,257 - 15,000 n/a
Debt 48,846 46,358 - 1,000 n/a
Transfers 1,056,580 1,145,860 2,049,340 1,133,160 -45%
Total Water Pollution Control 11,694,931 11,912,900 11,454,490 10,588,070 -8%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Water Pollution Control 53.0 50.0 41.0 40.0
Total Water Pollution Control 53.0 50.0 41.0 40.0
138
WATER POLLUTION CONTROL LAB OPERATIONS
Program Description
This program consists of the Water Pollution Control Laboratory. The Laboratory program provides analysis and
support services to Water, Water Pollution Control and the Wastewater Collection Programs.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 483,871 473,861 520,420 491,970 -5%
Operating 529,247 526,432 511,190 494,490 -3%
Internal Services 98,602 100,445 102,020 100,620 -1%
Capital - - - - n/a
Debt 385 1,980 11,180 11,180 0%
Transfers 186,460 202,220 147,000 151,870 3%
Total WPC Lab Operations 1,298,565 1,304,938 1,291,810 1,250,130 -3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
WPC Lab Operations 9.0 9.0 9.0 8.0
Total WPC Lab Operations 9.0 9.0 9.0 8.0
139
WATER POLLUTION CONTROL INDUSTRIAL PRETREATMENT
Program Description
This program provides sampling, analysis, and support services to Water, WPC, and Wastewater Collections. The IPP
group is responsible for sampling, monitoring and regulating City Industrial users and enforcing the City's Industrial
Pretreatment Ordinance. The IPP group also is responsible for sampling, and regulating the City's grease
management program in order to curtail the introduction of grease waste into the sanitary sewer and treatment
facilities.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 363,265 341,287 378,620 394,790 4%
Operating 194,690 187,051 276,760 288,550 4%
Internal Services 36,756 30,575 32,180 38,320 19%
Capital 9,120 - - - n/a
Transfers - - 98,000 101,250 3%
Total WPC Industrial Pretreatment 603,831 558,913 785,560 822,910 5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual
2006/07 2007/08 Budget
2008/09 Budget
2009/10
WPC Industrial Pretreatment 7.0 6.0 6.0 6.0
Total WPC Industrial Pretreatment 7.0 6.0 6.0 6.0
140
WATER DISTRIBUTION
Program Description
The Water Distribution program provides for the safe transmission and distribution of the City's public potable water
supply. Functions include the maintenance of the system and direct customer related activities, such as meter
replacement, fire hydrant maintenance, and repair of water main leaks.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 1,836,569 1,722,241 1,985,650 1,919,440 -3%
Operating 2,482,313 2,047,879 1,690,505 1,702470 1%
Internal Services 1,106,004 1,156,333 1,217,270 1,256,110 3%
Capital - - - - n/a
Debt 6,258,029 6,325,636 20,460 23,100 13%
Transfers 1,081,450 1,172,830 6,564,450 3,003,440 -54%
Total Water Distribution 12,764,365 12,424,919 11,478,335 7,904,560 -31%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Water Distribution 37.0 37.0 37.0 35.0
Total Water Distribution 37.0 37.0 37.0 35.0
141
WATER SUPPLY
Program Description
The Water Supply program is responsible for the monitoring, operation, water treatment, and maintenance of the
City's water supply facilities which include a reverse osmosis water treatment plant, 2 additional water treatment
facilities, 6 water storage tanks, 21 wells, and 7 county inter-connections in order to provide the City with a safe and
dependable water supply.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 589,551 632366 661,050 635,430 -4%
Operating 10,771,147 10,593,925 11,518,535 11,199,000 -3%
Internal Services 270,788 317,916 307,290 309,670 1%
Capital 19,953 - 36,000 - -100%
Debt 7,604 5,350 66,450 40,760 -39%
Transfers 161,590 175,240 179,670 185,620 3%
Total Water Supply 11,820,633 11,724,797 12,768,995 12,370,480 -3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Water Supply 11.0 11.0 11.0 11.0
Total Water Supply 11.0 11.0 11.0 11.0
142
RECLAIMED WATER
Program Description
Reclaimed Water is responsible for storage, pumping, transmission, and distribution of reclaimed water to the
residential and commercial customers. Functions include the maintenance of the system and direct customer
related activities. The use of Reclaimed Water for irrigation helps conserve our precious drinking water resources.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 662,528 732,895 824,040 891,940 8%
Operating 470,627 619,175 544,060 542,880 0%
Internal Services 318,693 339,144 366,540 352,880 -4%
Capital 25,915 24,386 - - n/a
Debt. 1,600 1,658 20,710 24,150 17%
Transfers - - 245,000 253,120 3%
Total Reclaimed Water 1,479,363 1,717,258 2,000,350 2,064,970 3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Reclaimed Water 13.0 14.0 15.0 15.0
Total Reclaimed Water 13.0 14.0 15.0 15.0
143
NON-DEPARTMENTAL - WATER & SEWER FUND
Program Description
This program reflects the debt costs for outstanding Water & Sewer revenue bonds issued in 2002, 2003, 2006, and
2009.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Debt Service 10,947,851 10,978,099 11,855,040 14,641,320 24%
Total Debt Service 10,947,851 10,978,099 11,855,040 14,641,320 24%
144
SOLID WASTE/GENERAL SERVICES
Mission
The mission of the Solid Waste/General Services department is two-fold: 1) to provide solid waste and
recycling services to the citizens of Clearwater, and 2) to provide building maintenance, fleet
maintenance, and radio service to City departments. Because the scope of the department is so
broad, the mission, descriptions and strategic objectives are separated into the basic programs of Solid
Waste and General Services.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Solid Waste Fund
Administration 1,018,841 971,539 1,017,090 974,160 -4%
Collection 14,016,998 14,165,857 15,590,210 15,604,840 0%
Transfer 1,366,586 1,384,940 1,381,380 1,406,550 2%
Container Maintenance 689,985 732427 747,070 773,530 4%
Subtotal 17,092,410 17,254,763 18,735,750 18,759,080 0%
Recycling Fund
Residential 923,370 993,826 1,022,480 1,047,110 2%
Multi-Family 501,262 507,247 506,580 527,470 4%
Commercial 1,377,251 1,616,038 1,681,880 1,374,890 -18%
Subtotal 2,801,883 3,117,111 3,210,940 2949,470 -8%
General Services Fund
Administration 519,459 377,680 316,010 271,650 -14%
Building & Maintenance 3,656,180 4,852,883 4,931,900 4,719,890 -4%
Subtotal 4,175,639 5,230,563 5,247,910 4,991,540 -5%
Garage Fund
Fleet 11,264,971 12,481,552 13,202070 12,192,160 -8%
Radio Comm 493,407 545,446 651,510 632,380 -3%
Subtotal 11,758,378 13,026,998 13,853,580 12,824,540 -7%
Total Solid Waste/General Services 35,828,310 38,629,435 41,048,180 39,524,630 -4%
145
SOLID WASTE/GENERAL SERVICES
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Solid Waste 112.0 112.0 112.0 112.0
Recycling 22.5 22.5 22.3 22.3
General Services 43.2 50.2 47.5 45.5
Garage 42.0 44.0 44.0 44.0
Total Solid Waste/General Services 219.7 228.7 225.8 223.8
146
SOLID WASTE/RECYCLING
Mission
j To provide prompt, reliable solid waste and recycling services to the citizens of Clearwater within
approved financial and staffing resources while maintaining the lowest feasible rates.
I Department Description
Solid Waste/Recycling is an integrated municipal solid waste management organization consisting of 134.3 full time
equivalent (FTE) personnel with responsibilities divided into nine cost centers; Solid Waste Administration, Residential
Collection, Commercial Collection, Roll-Off Collection, Transfer Station, Container Maintenance, Residential
Recycling, Multi-Family Recycling, and Commercial Recycling.
Solid Waste/Recycling provides solid waste collection, transfer, disposal, container maintenance, and recycling to
approximately 26,800 single-family residences, approximately 30,000 multi-family living units and approximately
2,300 commercial establishments throughout the Clearwater area. In addition, Solid Waste/Recycling manages
recovered material dealer registration and private roll-off hauler service registration.
I
r
I
1
Solid Waste Fund
Highlights
? The Solid Waste Fund is a self-supporting enterprise
operation established to fund all operations,
maintenance, and improvements necessary to
maintain the City's Solid Waste programs.
? The Solid Waste Fund is supported by 112 full time
equivalent positions, the same as the 2008/09
adopted budget.
? Per City Council policy, the Solid Waste Fund makes a
payment in lieu of taxes in the amount of $949,630 to
support the General Fund. The computation is based
upon a rate of 5.5% of prior year, fiscal 2007/08, gross
revenues. The 2009/10 contribution represents a 1%
increase over the 2008/09 budget.
? Dump fees of $5,567,520 represent 30% of the total
budgeted cost for Solid Waste operations.
? The Solid Waste Fund is charged an administrative
service charge reimbursing the General Fund for the
Solid Waste. Fund portion of City administrative
functions, such as the City Manager, Legal and City
Clerk functions. In fiscal 2009/10, this reimbursement is
estimated to be approximately $812,090, an increase
of approximately 1 % over the 2008/09 budget.
? Transfers to the Capital Improvement Fund to support
capital projects for the Solid Waste Fund remain at
$350,000, the same as fiscal year 2008/09.
? There are no significant changes to the Solid Waste
programs in fiscal year 2009/10. The budget for the
Solid Waste Fund is approximately the same as the
2008/09 budget.
1 147
SOLID WASTE/RECYCLING
0.
Recycling Fund
Highlights
The Recycling Fund is a self-supporting enterprise
operation established to fund all operations,
maintenance, and improvements necessary to
maintain the City's Recycling programs.
The Recycling Fund is supported by 22.3 full time
equivalent positions, the same as the prior year's
adopted budget.
The Recycling Fund is also charged an administrative
service charge reimbursing the Solid Waste Fund for a
portion of the administrative functions, such as the
salaries and operating expenditures of the Director
and accounting functions, which are budgeted in
the Solid Waste Fund. In fiscal year 2009/10, this
expenditure is estimated to be approximately
$247,980, and increase of 2% over the 2008/09
budget.
The Recycling Fund is charged an administrative
service charge reimbursing the General Fund for the
Recycling Fund portion of City administrative
functions, such as the City Manager, Legal and City
Clerk functions. In fiscal 2009/10, this reimbursement is
estimated to be approximately $139,010, an increase
of 10% over the 2008/09 budget.
Per City Council policy, the Recycling Fund makes a
payment in lieu of taxes in the amount of $187,570 to
support the General Fund. The computation is based
upon a rate of 5.5% of prior year, fiscal 2007/08, gross
revenues. The 2009/10 contribution represents a 6%
increase over the 2008/09 budget.
Budgeted expenditures for the Recycling Fund
exceed anticipated revenues by approximately
$537,000 in fiscal year 2009/10. This amount is funded
from Recycling Fund reserves.
t
r
1
1
148
SOLID WASTE/Administration
Program Description
Solid Waste Administration exercises direct supervision of the Solid Waste/Recycling system that includes commercial
and residential collection, roll-off sales, collection and service, transfer station, container maintenance, and recycling. It
provides planning, policy direction, operating guidance, personnel management, payroll services, budget
development and enforcement, customer service and complaint resolution, code enforcement, equipment and supply
procurement, training, safety supervision, and liaison with Pinellas County solid waste, fleet maintenance, and to other
support agencies. The program consists of 7.5 full time equivalent TM) positions; a Director (0.5), Assistant Director,
Senior Accountant, Senior Staff Assistant, Account Services Coordinator, Customer Service Representative, and two
Accounting Technicians.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
1 Personnel 518,795 462987 519,610 469,260 -10%
Operating 189,035 206,594 183,380 189,900 4%
Internal Services 216,786 212,188 240,100 240,530 0%
Debt Service 47,225 42,770 26,000 26,000 0%
Transfers 47,000 47,000 48,000 48,470 1%
Total Solid Waste Administration 1,018,841 971,539 1,017,090 974,160 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Administration 7.5 7.5 7.5 7.5
Total Solid Waste Administration 7.5 7.5 7.5 7.5
149
SOLID WASTE/Collection
Program Description
This program is responsible for the collection and disposal of commercial refuse, residential refuse, roll-off refuse, scrap
metal, and yard waste. Commercial collection uses two-person crews, services approximately 2,300 customers and
consists of six routes, five days a week and one route on Saturday and Sunday. Roll-off service (204 open-top containers
and 81 compactors) is provided six days per week with six trucks and drivers. Residential collection serves approximately
26,800 customers and consists of 11 automated side-loader refuse routes and one manual route. Yard waste and trash
collection consists of five rear-end refuse loaders four days per week. Bulk yard waste, old appliances, etc. are
collected by four hydraulic fork Oaws) trucks five days per week. A one-person operated four wheel drive articulating
automated trash basket vehicle empties 140 trash containers on Clearwater Beach and the main thoroughfares of
Clearwater Beach seven days a week. A manual, rear loading refuse truck with a one-person crew seances trash
receptacles at 104 park locations, as well as, sidewalk containers on the beach and in the downtown area five days
per week. There are 84.0 FTE's, 47.0 in. Residential Collection, 29.0 in Commercial Collection, and 8.0 in Roll-off
Collection.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 4,304,339 4,151,580 4,243,080 4,451,590 5%
Operating 5,843,896 5,736,998 6,496,430 6,469,380 0%
Internal Services 3,137,864 3,441,989 3,508,930 3,360,460 -4%
Capital - 119,645 - - 0%
Debt Service 43,769 13,635 269,350 243,910 -9%
Transfers 687,130 702,010 1,072,420 1,079,500 1%
Total Collection 14,016,998 14,165,857 15,590,210 15,604,840 0%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Collection 84.0 84.0 84.0 84.0
0 84
0
Total Collection 84.0 84.0 84. .
150 1
SOLID WASTE/Transfer Station
Program Description
The Solid Waste Transfer Station is a facility that accepts garbage from route collection vehicles and compacts it into
tractor/trailer rigs for the long haul to the Pinellas County Resource Recovery (Waste-to Energy) Plant. The Transfer
Station operates two compaction pits and seven tractor/trailer rigs. The Transfer Station operates five days per week,
and on a heavy workday transfers 6,50 tons of refuse to the County Resource Recovery Plant, a 27-mile roundtrip. The
Transfer Station provides certified weights of all in bound solid waste vehicles. The Transfer Station maximizes the
efficiency of the route trucks by allowing them to dump quickly and return to route collection. Turn-around time to
dump at the Waste-to Energy Plant can take up to 1-3/4 hours.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 632,830 647,389 632,180 657,180 4%
Operating 184,866 184,162 160,370 177,820 11%
Internal Services 454,250 462,769 495,610 459,150 -7%
Capital - - - - 0%
Debt Service 1,640 - - 18,270 n/a
Transfers 93,000 90,620 93,220 94,130 1%
Total Transfer Station 1,366,586 1,384,940 1,381,380 1,406,550 2%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Transfer Station 11.5 11.5 11.5 11.5
Total Transfer Station 11.5 11.5 11.5 11.5
151
SOLID WASTE/Container Maintenance
Program Description
Container Maintenance is responsible for the maintenance of approximately 3,600 commercial dumpsters, 27,000
residential black barrels, 1,200, multi-family recycling carts, 27,800 curbside recycling bins, 204 open roll-off containers,
and 81 compactors. This program maintains, repairs, and does major refurbishment of containers to extend use to the
maximum cost effective life of the container before replacement. It also installs, maintains, and does contract repair on
roll-off compactors. Container maintenance issues containers to new customers, picks up containers upon termination
of service, and replaces or makes on-site repairs to damaged containers.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 412,372 439,997 454,170 477,130 5%
Operating 133,659 154,255 151,510 154,170 2%
Internal Services 70,134 63,595 64,610 64,700 0%
Debt Service 820 - - - n/a
Transfers 73,000 74,580 76,780 77,530 1 %
Total Container Maintenance 689,985 732,427 747,070 773,530 4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/05 2007/08 2008/09 2009/10
Container Maintenance 9.0 9.0 9.0 9.0
Total Container Maintenance 9.0 9.0 9.0 9.0
152
SOLID WASTE/RECYCLING - Residential
Program Description
The Residential Recycling program provides curbside/curb sort recycling to approximately 26,800 single-family
residences in Clearwater, 1,427 single-family residences in Belleair, and 357 single-family residences in unincorporated
Pinellas County. The program operates 30 recycling routes divided into 6 routes, 5 days per week. The Residential
Recycling program collects newspapers, aluminum and steel cans, mixed paper, and plastic bottles. Recyclables are
' processed and marketed through the Solid Waste Recovered Materials Processing Center, at the Solid Waste complex.
In April 2009, recycling of household grease and oil was added to the recycling program at our drop-off center.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 432,409 415,944 438,780 460,800 5%
Operating 226,177 273,785 239,840 254,060 6%
I Internal Services 250,648 287,558 295,630 290,520 -2%
Debt Service 3,636 1,719 17,920 9,460 -47%
Transfers 10,500 14,820 30,310 32270 6%
Total Recycling - Residential 923,370 993,826 1,022,480 1,047,110 2%
r
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Recycling - Residential 9.7 9.7 9.2 9.2
Total Recycling - Residential 9.7 9.7 9.2 9.2
153
SOLID WASTE/RECYCLING - Multi-Family
Program Description
The Multi-Family Recycling program provides recycling service to apartments and condominiums of five living units or
larger. The program operates eight recycling routes to serve approximately 30,000 units In Clearwater, and 1,100 in
Belleair. Recycling services are provided through the use of dumpsters, clusters of 90-gallon semi-automated carts, or a
combination of both configured into mini drop-off centers. Complexes on the program before January 1, 1996 continue
to be billed at the contract rate. Multi-Family complexes not already participating in the program are billed $1.59 per
living unit per month for recycling services. The Multi-Family program is designed to collect newspaper, aluminum and
steel cans, mixed paper, and plastic bottles.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 178,414 175,154 176,990 196,560 11%
Operating 105,354 146,278 137,660 144,670 5%
Internal Services 131,226 123,215 108,630 84,860 -22%
Debt Service 23,268 2570 23,270 37,470 61%
Transfers 63,000 60,030 60,030 63,910 6%
Total Recycling - Multi-Family 501,262 507,247 506,580 527,470 4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Recycling - Multi-Family 3.6 3.6 3.6 3.6
Total Recycling - Multi-Family 3.6 3.6 3.6 3.6
154
r
71
1
1
1
j
SOLID WASTE/RECYCLING - Commercial
Program Description
The Commercial Recycling program is designed to provide our commercial customers with a balance between the
Solid Waste services (consisting of collection and disposal of garbage and trash) and the recycling services, while
saving the customer money. To achieve this, the Commercial Solid Waste Program Coordinator calls on each business
and tailors a program to the needs of the establishment. The program uses flexible rates tailored to be competitive with
private recycling companies. The Commercial Recycling program operates five recycling routes, five days per week to
serve approximately 376 business establishments. The Commercial Recycling program collects old corrugated
cardboard, newspapers, aluminum and steel cans, and mixed paper. Service for the program is provided with
dumpsters, semi-automated carts, or a combination of both. Innovative cooperative marketing agreements with the
cities of Dunedin, Largo, Safety Harbor, Gulfport, Indian Rocks Beach, Oldsmar and Belleair are in place. This has
allowed the program to fully utilize its processing center, attract volume markets, and enhance pricing commodities.
The Recycling processing facility has averaged approximately 1,100 tons per month of processed and shipped
recyclables this past year.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 395,586 434,713 436,690 461,580 6%
Operating 688,234 851,294 707,690 455,980 -36%
Internal Services 229,168 249,047 306,330 238,240 -22%
Debt Service (15,337) 5,134 145,320 127,700 -12%
Transfers 79,600 75,850 85,850 91,390 6%
Total Recycling - Commercial 1,377,251 1,616,038 1,681,880 1,374,890 -18%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Recycling - Commercial
9.2 9.2 9.5 9.5
Total Recycling - Commercial 9.2 9.2 9.5 9.5
155
GENERAL SERVICES
General Services
Mission
The mission of General Services is to provide quality service to all departments and divisions of the City of
Clearwater. General Services focuses on efficiency so that users of building and maintenance services, fleet
maintenance services, and radio communications can cost effectively serve the citizens of Clearwater.
Description of Services
General Services consists of 89.5 employees divided into four divisions: Administration, Building and Maintenance, Fleet
Maintenance, and Radio Communications. Its main goal is to provide high quality service to all departments and
divisions of the City in a timely, efficient and economical manner, so that those departments may in turn effectively
serve the citizens of Clearwater.
General Services Fund
General Service Administration and Building and Maintenance
Program Highlights
? The General Services Fund is supported by 45.5 full ? Other Contractual Services decrease $111,470, or
time equivalent positions, a decrease of two positions 13% through the reduction of facilities and services,
from the 2008/09 budget. A position of Management
Analyst and an Electrician position have been Capital costs of $10,500 reflect the cost of replacing
eliminated in fiscal year 2009/10. three ice machines for field crews.
44, The General Service Administration and Building and ? There have been no other significant changes in the
Maintenance programs are internal service functions. General Service Fund programs. The budget for this
All costs of operation are passed back to the user fund reflects a decrease of 5% from the 2008/09
departments based upon service provided and budget.
facilities occupied.
Garage Fund
Fleet Maintenance and Radio Communications
Program Highlights
? The Garage Fund is an internal service function. All ? Fuel costs are anticipated to decrease $979,460
costs of operation are passed back to the user (25%) due to market changes.
departments based upon services provided.
:• There have been no other significant changes in the
d• Garage Fund is supported by 44 full time equivalent Garage Fund programs. The budget for this fund
positions, the same as the 2008/09 budget. reflects a decrease of 7% from the 2008/09 budget.
156
1
L
1
II
u
1
GENERAL SERVICES/Administration
Program Description
The Administrative Division provides assistance and support for programs in the Building and Maintenance, Fleet
Operations, Fire Maintenance, Fleet Replacement, and Radio Communications. Support is provided in areas
concerning planning, personnel, management, finance, and budget. Administration also calculates and produces all
pass-through charges for these Internal Services. Administration consists of 2.5 full time equivalent positions: a Director
(0.5), Assistant Director, and a Senior Accountant.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 453,698 309,664 257,160 234,810 -9%
Operating 17,159 19,430 16,020 16,700 4%
Internal Services 48,602 48,586 42,830 20,140 -53%
Total General Services/Administration 519,459 377,680 316,010 271,650 -14%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
General Services/Administration 7.5 2.5 2.5 2.5
Total General Services/Administration 7.5 2.5 2.5 2.5
157
GENERAL SERVICES/Building and Maintenance
Program Description
This program ensures that City facilities, both interior and exterior, are maintained in a clean, safe, and efficient manner,
for use by City employees and the general public. The services provided include major remodeling projects, building
additions, emergency repairs, new building design and construction, maintenance of facilities, Americans with
Disabilities Act (ADA) compliance, and processing the City's electric bills for payment. This program also prepares and
issues contracts for janitorial service, elevator maintenance, termite and pest control, and window cleaning and
overhead door maintenance at all fire stations. There are many repairs and maintenance programs that are handled
on a daily basis in areas such as plumbing, electrical, roofing, air conditioning, refrigeration, and carpentry. This
program also administers Capital Improvement projects for roof repairs and replacement, air conditioning
replacements, painting, and flooring facilities.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007108 2008/09 2009/10 Change
Personnel 1,764,172 2486,353 2461,340 2,446,990 -1%
Operating 1,616,370 1,920,284 2,065,790 1,926,230 -7%
Internal Services 223,429 299,325 347,930 313,220 -10%
Capital 12,111 7,145 25,000 10,500 -58%
Debt Service 40,098 36,123 31,840 22950 -28%
Transfers - 103,653 - - n/a
Total Bldg & Maintenance 3,656,180 4,852,883 4,931,900 4,719,890 -4%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Bldg & Maintenance 35.7 47.7 45.0 43.0
Total Bldg & Maintenance 35.7 47.7 45.0 43.0
158 1
GENERALS ERVICES/Fleet Maintenance
Program Description
This program performs all necessary functions involved in maintaining heavy equipment, fire equipment, automobiles,
light trucks, small equipment, emergency generators, and construction equipment owned and operated by the City.
This service includes a preventive maintenance program designed to provide the safest possible equipment for the best
useful life of the equipment, and a repair program designed to absorb non-scheduled repairs on equipment. In
addition to mechanical maintenance, Fleet Maintenance also provides critical support services such as fuel, welding
and fabrication, custom equipment set-up, quick line repair service, safety inspections, operator training, tire
maintenance, and other associated compliance to federal, state and local laws.
This program also provides services to ensure the longest serviceable life of equipment at the lowest possible cost. This
service includes equipment evaluation, specification and bid preparation and equipment requisition. This program also
analyzes equipment usage and provides help to other departments in reducing their fleet costs through consolidation
of equipment, pooling, and replacing equipment in a cost efficient manner.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 2,461,458 2,596,958 2,613,140 2,761,220 6%
Operating 4,888,576 5,740,852 6,489,780 5,397,490 -17%
Internal Services 297,953 335,371 315,750 310
330 -2%
Capital 22,468 8,174 , n/a
Debt Service 3,594,516 3,592578 3,717,480 3,603,720 -3%
Transfers - 207,619 65,920 119,400 81%
Total Fleet Maintenance 11,264,971 12,481,552 13,202,070 12,192,160 -8%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Fleet Maintenance 40.0 42.0 42.0 42.0
T
t
l Fl
t M
i
t
o
a
ee
n
enance
a 40.0 42.0 42.0 42.0
n
1
1 159
GENERAL SERVICES/Radio Communications
Program Description
This program provides highly technical radio communication services for departments throughout the City by utilizing an
800 MHz system, one of the most sophisticated radio systems available. The technicians must address a multitude of
applications and installations, Radio repairs and maintenance are provided when needed. Radio Communications
ensures that the City is in compliance with the laws applicable to radio communications. This program also provides for
maintenance of the Radio Communication towers and replacement of radios that are obsolete and/or uneconomical
to repair.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2006/07 2007/08 2008/09 2009/10 Change
Personnel 101,263 105,124 101,770 106,930 5%
Operating 276,760 288,777 337,230 348,250 3%
Internal Services 13,813 13,043 12,530 14,480 16%
Capital - - - - n/a
Debt Service 101,571 138,502 199,980 162,720 -19%
Total Radio Communications 493,407 545,446 651,510 632,380 -3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2006/07 2007/08 2008/09 2009/10
Radio Communications 2.0 2.0 2.0 2.0
Total Radio Communications 2.0 2.0 2.0 2.0
160
SPECIAL REVENUE FUNDS
ANNUAL OPERATING BUDGET
FISCAL YEAR 2009/10
SPECIAL DEVELOPMENT FUND
Revenues:
Ad Valorem Taxes 2,590,670
Infrastructure Tax 10,167,770
Interest Earnings 800,000
Open Space Fees 50,000
Recreation Facility Impact Fees 20,000
Recreation Land Impact Fees 50,000
Transportation Impact 250,000
Local Option Gas Tax 1,340,000
Allocation of Designated Reserves 420,000
Allocation of Undesignated Reserves 950,000
Total Revenues 16,638,440
Expenditures:
Transfer to Capital Improvement Fund
Road Millage 2,590,670
Infrastructure Tax 6,225,000
Transportation Impact 290,000
Local Option Gas Tax 1,720,000
Undesignated Reserves 950,000
Debt Service on Penny for Pinellas Bonds 1,147,460
Total Expenditures 12,923,130
SPECIAL PROGRAM FUNDS
Revenues:
Intergovernmental:
CDBG/Home Funds 1,521,830
Interest Earnings 300,000
Transfers from General Fund
Sister City Program 3,000
City Manager's Flexibility Fund 100,000
Special Events 70,000
Qualified Tax Incentive 4,600
Homeless Shelter Program 100,000
Total Revenues 2,099,430
Expenditures:
CDBG/Home Program 1,521,830
Sister City Program 3,000
City Manager's Flexibility Fund 100,000
Special Events 70,000
Qualified Tax Incentive 4,600
Homeless Shelter Program 100,000
Total Expenditures 1,799,430
LOCAL HOUSING ASSISTANCE TRUST FUND
Revenues:
SHIP Funds 97,330
Expenditures:
SHIP Funds 97,330
161
I
1
INTRODUCTION
Foreword to the Capital Improvement Plan
In accordance with Clearwater's Financial Management Ordinance, the six-year Capital Improvement Program
has been reviewed and updated for the 2009/10 Preliminary Budget. The following pages describe the projects
and show their projected timing and funding sources, as well as any additional operating costs.
The purpose of the Capital Improvement Program is to plan and better manage growth. Although the City of
Clearwater has had a formal Capital Improvement Program in existence since fiscal year 1974/75, during that
time, local planning was poor. Consequently, the State adopted the Local Government Comprehensive Planning
and Land Development Regulation Act of 1975, which required local governments to prepare and adopt
comprehensive plans. Revisions of the Act in 1985 and 1986 required local governments to ensure that their
comprehensive plans were consistent with the State Comprehensive Plan. The Capital Improvement Plan
provides the mechanism to implement the capital portion of the City Comprehensive Plan, the Local Government
Comprehensive Planning and Land Development Regulation Act (as well as the appropriate revisions). All
include requirements and rules that specifically relate to the Capital Improvement Program.
Clearwater's Capital Improvement Program
This document includes a total of $52,569,740 in projects for fiscal year 2009/10 and a six-year total of
$371,147,180.
Penny for Pinellas Proiects
On January 31, 2007, the City Council approved a list of Penny for Pinellas projects for the years 2010 through
2020 in the amount of $130,610,180, and the voters approved the third ten-year extension period in March 2007.
' During two budget work sessions in January and March 2009, the City Council, based upon the economic decline,
Project Highlights
The budget for the Capital Improvement Program has increased over the last fiscal year by a total of $6,872,000.
The following are a few of the significant projects proposed in fiscal year 2009/10 that were not included in the
prior year's Six Year Capital Improvement Plan. Most of these projects are funded from Penny for Pinellas
funds.
reduced the total project list to approximately $118 million. In addition, the City Council prioritized the ten-year
project list, in order for the funding to be included in the six-year capital plan. The six-year capital plan includes
the results of these planning work sessions, including $60.1 million of projects over the six years that had not
previously been in the plan, including $6.2 million of Penny for Pinellas III projects in fiscal year 2009/10.
1 Park Development:
Senior Facility (Aging Well Center): This project will be funded in fiscal year 2009/10 with Penny III funds in the
amount of $1.2 million. This new project will renovate, equip and furnish space at the Long Center to create a
new Aging Well Center. The Aging Well Center will be used to expand programs and services for Clearwater's
large and growing older adult community.
1 163
INTRODUCTION
Joe DiMaggio Sports Complex Renovations: Funding, in the amount of $3.6 million has been budgeted to ,
provide for the renovation and improvements of the complex by constructing seven new soccer fields, one major
league baseball field, a concession building, press box, restrooms and improved parking. The City is hoping to
partner with the County, State and Federal Government to fund this project.
Marine Facilities:
Downtown Boat Slips: This project will be funded with Penny III funds in the amount of $4,125,000. This
project provides funding for the construction of public boat slips on the downtown waterfront at the base of
Cleveland Street.
General Public City Buildings & Equipment:
Harborview Demolition: This new project will be funded with Special Development funds in the amount of
$950,000. This project will provide funding for the demolition of the Harborview facility upon the final close of
the facility and includes the building demolition, asbestos survey and abatement, as well as the backfill, sod, and
irrigation of the property.
Stormwater Utility: I
Stevenson Creek: This project will be funded with Stormwater Revenue, with an increase of $1,115,000 from the
prior fiscal year. This project provides for the implementation of water quantity and quality projects within the
Stevenson Creek watershed, to abate structure and street flooding, improve water quality and upgrade Stormwater
Infrastructure.
Gas System:
Pinellas and Pasco New Mains and Service Lines: These two projects will be funded with Gas Revenue, with an
increase of $2,800,000 (Pinellas) and $1,200,000 (Pasco) from the prior fiscal year. These projects provide for the
extension of gas mains and services as well as new mains and services within Pinellas and Pasco County. It will
'
also fund related activities such as capital replacement of obsolete cast iron, steel galvanized mains and liquid
propane service. These projects will also provide funding for federal gas monies under the potential stimulus
program. I
Administration of the Capital Improvement Fund
Policies and Procedures
Capital Projects are utilized to account for resources used in the acquisition and construction of capital facilities
and fixed assets. The City Council adopts the first year (FY 2010) of the six-year Capital Improvement Program
as the Capital Improvement Budget. The appropriation of annual transfers to the Capital Improvement Fund is '
included in the budget of the specific source fund. Individual project budgets for the Capital Improvement
Program are adopted on a multi-year program basis and do not lapse at year-end.
Authorization ,
The City of Clearwater Code of Ordinances, Chapter 2 (Section 2.516), sets forth the requirements for a Capital
Improvement Program and Budget.
Responsibility
It is the responsibility of the department director charged with delivery of specific City services to anticipate the
need for capital improvement expenditures in advance of having to initiate projects. This enables the '
development of a long-range financial plan to fund these needs. Further, it is the responsibility of the department
director to ensure the long-range capital objectives interface and are consistent with the City of Clearwater's
Long-Range Comprehensive Plan.
164 1
INTRODUCTION
Rate Studies
This six-year Capital Improvement Plan includes all projects as outlined in the most recent Council approved rate
studies for Stormwater, Water & Sewer, Solid Waste and Recycling.
DEFINITIONS
Capital Improvement Project: A property acquisition, a major construction undertaking, or a major
improvement to an existing facility or property, with a minimum useful life of at least three years and a cost
greater than $25,000.
Capital Improvement Program: A comprehensive schedule of approved capital improvement projects
indicating priority as to urgency of need and ability to finance. The program shall be for a six-year period, the
first year of which shall be adopted as the next fiscal year's capital budget. The program shall be revised annually
and projected an additional year to allow for changed conditions and circumstances. Each fiscal year, the capital
improvement program shall be submitted to the City Council for approval.
Capital Improvement Budget: The capital budget covers those approved projects contained in the first year of
the six-year capital improvement program. The approved Capital Improvement Budget establishes the total dollar
cost of each project and the source of revenue. Any change, which increases the cost of a project or changes the
revenue source, must be approved by an amendment through the City Council.
Ongoing Projects: Ongoing projects do not automatically lose the previous year's budgeted amount, but are
cumulative in nature, i.e., the previous fiscal year's remaining balance is added to the new approved budgeted
amount.
Future Bond Issue: Stormwater and Water & Sewer Projects
Some projects may identify a funding source as "Future Bond Issue". These projects have been identified as
needed, but currently there is no funding source available. It is anticipated that a future bond issue will provide
funding for these projects.
165
CAPITAL IMPROVEMENT PROGRAM
r POLICE PROTECTION
This section Includes all major computer technology and equipment needs for the Police Department. These items
would typically be funded with General Fund dollars or Penny for Pinellas dollars.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
' City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Responsive City Services
? Communication
Projects in this section also support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priorities:
A Safe Clean Green Environment
' ? Safe Comfortable Walkable Neighborhoods
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
UP Germs -258A99 - 259,999 - 259,989 259,998 -:25Q QQ9 -
911xx
' Police Homicide Vehicle Penny III 150,000 150,000
' Total Police 150,000 - - - - - 150,000
1
911xx Police Homicide Vehicle
This project provides for the purchase of a Traffic Homicide Van to replace the vehicle currently in service.
This vehicle is used to respond to serious traffic accidents when there is a potential or actual fatality and
used for special events as drunk driver enforcement programs. The vehicle contains the sophisticated
equipment used by traffic homicide investigators and can sustain these investigations for many hours while
these officers are out on the scene of a traffic homicide call.
t
167
CAPITAL IMPROVEMENT PROGRAM
POLICE PROTECTION (continued)
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
57,480 0 262,440 242,440 x,440
94 177,499 266,109 --266, i 98 - 266,199 'mow 260,440
Total Police 0.0 - - - - - -
(2) Operating costs are for debt service to be funded by the General Fund.
168
CAPITAL IMPROVEMENT PROGRAM
FIRE PROTECTION
This section includes all major equipment and vehicle needs for the Fire Department. All Fire Department facility
renovations and or new construction would also be included in this section. Equipment and vehicles could be
funded with General Fund or Lease Purchase dollars, with the debt funded by the General Fund. In addition, Penny
for Pinellas revenue can also fund a Fire Department vehicle as well as an emergency medical service vehicle.
Any facility renovations and or new construction would typically be funded with Penny for Pinellas revenue.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priorities:
? A Safe Clean Green Environment
? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Responsive City Services
? Communication
Projects in this section also support the "Clearwater includes Special Places that Belong to Everyone in the
Community" element of the City Council's Vision and the following related priorities:
? A Quality Beach Environment
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
91218 Penny III 450,000 477,000 506,000 1,433,000
Fire Engine Replacement L/P Gen I'd 459,999 -459,990 - 450,000 -458,999 - 469,009 521,670 1,476,900
463,500 491,730
91221
EMS Capital Equipment General Fd 15,000 15,000 15,000 15,000 15,000 15,000 90,000
L/P Gen Fd 145,000 140,000 285,000
91229 185,660
Replace & Upgrade L/P Gen Fd 150,000 175,000 180,250 759,999 191,230 882,140
Air Packs
91236
Rescue Vehicle UP Gen Fd 160,000 170,000 180,000 510,000
91257 NP Gea-Fd 75;909 -5,999 -
Auto External Defibrillator General Fd 50,000 50,000
Program
91259
Radio Replacements General Fd 51,500 53,050 54,640 56,280 57,970 59,710 333,150
91261
Personal Protective Equip General Fd 136,990 141,100 145,330 149,690 154,180 158,810 886,100
continued on next page
169
CAPITAL IMPROVEMENT PROGRAM I
FIRE PROTECTION (continued)
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
91262
Self-Contained Breathing App General Fd
Upgrades-Fill Station
91263
Extrication Tools General I'd
91264
Fire Hose Replacement General Fd
912 x
Rescue Squad Replacement UP Gen Fd
912xx
Clearwater Beach Are Station Penny III
912xx
Countryside Are Station Penny III
125,0004 125,000
56,000 56,000
25,750 26,520 27,320 28,140
25,000 -2 989 - 5,? 5,? 25,= 28,980 161,710
850,000 850,000
400,000 3,297,910 3,697,910
400,000 400,000
Total Are Protection 678,490 1,153,400 1,089,490 2,515,270 4,244,860 1,555,400 11,236,910
91218 Fire Enaine Replacement
This project provides for the replacement and 99WIppla9 of one (1) Pumper each year from FY 2009/10
through FY 2013/14. These Pumpers will replace the fleet of 1999 units that will be at the end of their service
life. The purchase of one (1) Pumper in 2014/15 will replace a 2001 Pumper which will have reached the
end of its useful life as a front-line engine. This will also allow for procurement of new equipment for each
pumper. Maintaining up to date response vehicles along with required equipment, allows the department
to maintain Its level of service to the community and provide for the safety of our personnel. Funding for
replacement is partially reimbursed by the County since the equipment also serves the unincorporated
area of the Clearwater Fire District.
91221 EMS Capital Equipment
This project provides for the procurement of capital equipment for the EMS system per County EMS
agreement. The project will fund the replacement of Lifepak 12 cardiac monitor/defibrillators, which have
a useful life expectancy of seven years. Additional equipment includes electronic support equipment,
radios, stretchers, splints, oxygen regulators, etc.
170
AM
' CAPITAL IMPROVEMENT PROG
FIRE PROTECTION (continued)
91229 Replace & Upgrade Air Packs
The funding provides for the replacement of breathing apparatus needed for worn or damaged front line
units.
' . Modifications are currently underway to
bring gear to the NFPA 2007 standard. Funding in FY 2013/14 2010/11 through 2014/15 provides for
purchases for anticipated changes to NFPA standards that may come about after the NFPA 2007 edition.
Funding is partially reimbursed by the County since the equipment also serves the unincorporated area of
' the Clearwater Fire District.
91236 Rescue Vehicle
This project provides for the scheduled replacement of Fire/EMS first response vehicles. Funding will allow
for the replacement of one (1) transport capable rescue vehicle every other year. Funding for
replacement is partially reimbursed by the County since the equipment also serves the unincorporated
area of the Clearwater Fire District.
91257 Automatic External Defibrillator Proarams
The Department has 25-biphasic Lifepak 500 AED devices currently in key City facilities such as City Hall,
MSB, Libraries, and Police. In FY 2012/13, the project will fund the replacement of Lifepak 500 AED's, which
have a useful life expectancy of seven years. Funding for replacement is partially reimbursed by the
County since the equipment also serves the unincorporated area of the Clearwater Fire District.
' 91259 Radio Replacements
Pinellas County Communications has adopted the APCO (International Association of Public Safety
Communicators) Project 25 communication standards. This will require that all portable and mobile radio
equipment be digital by the year 2010. This project will provide funding for the upgrade, as well as
additional portable and mobile radio equipment that will replace existing units and upgrade equipment to
make all Clearwater Fire & Rescue communication equipment compliant with the new standard. Funding
will be partially reimbursed by Pinellas County, as the equipment will help serve any unincorporated
resident of the Clearwater Fire District.
91261 Personal Protective Equipment
This project provides funding for the complete outfitting of all personnel with the new Personal Protective
Equipment (PPE). . This project also provides
for the National Fire Protection Association (NFPA) 1852 compliance and generates a revolving
' replacement schedule for the replacement of PPE that has reached its 5-year life expectancy. This PPE
provides a high degree of protection for our firefighters along with providing many safety features that
could assist members in case of an emergency at an incident. The excellent identification that is
incorporated in this PPE also assists Incident Commanders with accountability and safety. Funding for
I replacement is partially reimbursed by the County since the equipment also serves the unincorporated
area of the Clearwater Fire District.
171
CAPITAL IMPROVEMENT PROGRAM I
FIRE PROTECTION (continued)
91262 Self Contained Breathina Apparatus Uparades - Fill Station
This project provides funding for one self-contained breathing apparatus (SCBA) system in FY 2012/13. This '
system will consist of a breathing air compressor; six (6) breathing air storage cylinders and a facility type fill
station. The system will allow for refilling of Fire Department SCBA units located on our emergency response
apparatus. Funding will be partially reimbursed by the County, as the system will help serve any
unincorporated residents of the Clearwater Fire District.
91263 Extrication Tools
This project will provide funding for the upgrade and additional vehicle extrication equipment package ,
that will replace existing units and upgrade equipment to current National Fire Protection Agency (NFPA)
recommendations. Funding will be partially reimbursed by the County, as the equipment will help serve
any unincorporated residents of the Clearwater Fire District.
91264 Fire Hose Replacement
This project provides funding to purchase replacement fire hoses. Funding will be partially reimbursed by
the County, as the equipment will help serve any unincorporated residents of the Clearwater Fire District.
912xx Rescue Squad Replacement
This project will provide funding for the purchase and equipping of a replacement heavy rescue unit for the
existing 1997 squad unit in FY 2012/13, which will have exceeded it's useful life. The Department has one
squad unit and one spare vehicle. The squad is the department's only heavy rescue unit and is responsible
for all structure fires, vehicle extrications and technical rescue Incidents. The squad carries a variety of
specialized equipment and the specialized training the personnel have are essential in assisting mitigation
of complicated emergency responses. Funding will be partially reimbursed by the County, as the
equipment will help serve any unincorporated residents of the Clearwater Fire District.
912xx Clearwater Beach Fire Station
This project will provide funding for the renovation/reconstruction of the existing Clearwater Beach Fire
Station #46. This facility will be approximately 49 years old at the time of planned
renovation/reconstruction. The facility was not constructed to accommodate a diverse workforce, and the
technological changes that have occurred since 1964. The current geographic location of the station is
ideal and the extensive remodeling of the facility will provide continued service to the community.
912xx Countryside Fire Station
This project will provide funding for the renovation/reconstruction of the existing Clearwater Station #50. This
facility will be approximately 38 years old at the time of planned renovation/reconstruction. The facility was
not constructed to accommodate a diverse workforce, and the technological changes that have occurred
since its construction in 1977. The current geographic location of the station continues to serve a heavily
populated area of the community.
172
11
1
1
1
1
CAPITAL IMPROVEMENT PROGRAM
FIRE PROTECTION (continued)
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
99,750 202,490 308,310 417,310 529,580
Fire Engine Replacement (2) 0
0 149
949
44
529 299
560 398
089 69
497 545
470
. ,
-
-
, -
, -
, , ,
32,140 63,170 63,170 63,170
EMS Capital Equipment (2) 0
0 9
;0
32 -63
939 - 2 020 - 29 63
170
. .
, -
, ,
52,490 113,730 176,800 189,270
Replace & Upgrade Airpacks (2) 0
0 640 27 640
27 27
649 :2;640 879
i 65 194
950
. , , , ,
35,470 35,470 73,150 73,150
Rescue Vehicle 0.0 39,469 66,359 66,359- 102 9a9 -?nWQ 113,050
16,620 33,240 33,240 33,240 33,240
Traffic Preemption Control (2) 0
0 6
549
22 120 -33,89 33 9 -33,89 33
240
. -
-
, - - ,
Rescue Squad Replacement (2) 0.0 187,990 187,990 187,990
Total Fire Protection 116,370 355,830 553,920 951,660 1,076,400 1,137,870
(2) Operating costs are for Debt Service to be funded by the General Fund.
173
CAPITAL IMPROVEMENT PROGRAM
NEW STREET CONSTRUCTION
This section includes all new street construction projects. Prior to the voter approval of the additional one-cent State ,
sales tax, known as Penny for Pinellas, many of these projects were funded with Local Option Gas Tax,
Development Impact Fees and Road Millage. Today, these projects are traditionally funded with Penny for Pinellas
revenue.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all it's Attributes" element of the
City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Transportation Systems
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
921xx
Bayshore Blvd. Penny III
Realignment
2,500,000
2,500,000
Total New Street Construction 2,500,000 2,500,000
921 xx Bayshore Boulevard Realignment
The funding for this project will eliminate a dangerous curve on heavily traveled Bayshore Boulevard. The
curve in the road just north of Drew Street is difficult for vehicles to navigate. Straightening of this section of
road will significantly enhance the safety for Clearwater & Safety Harbor residents who use this route daily.
Comiorehensjve Plan Objective: (B.2.1) Roadway improvements to obtain desired Levels of Service must be
included in City capital budgets.
174
E
t
CAPITAL IMPROVEMENT PROGRAM
MAJOR STREET MAINTENANCE
This section includes all major street maintenance projects for the City. Projects in this section are normally funded
with Local Option Gas Tax and/or Road Millage. As defined by Florida Statutes, Local Option Gas Tax proceeds
can be used for roadway and right-of-way maintenance, as well as bridge maintenance and operations. Road
Millage revenues are established each year by Council policy and must be used to maintain the City's sidewalks
and streets with the goal of maintaining a 10 to 15 year resurfacing cycle.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priority:
? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priority:
? Well Maintained Infrastructure
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
92259
Traffic Calming Prog Gas Tax 800,000 800,000 200,000 200,000 200,000 175,000 2,375,000
Penny III 560,000 560,000 560,000 560,000 2,240,000
92273
Streets & Sidewalks Road Millage 2,545,670 2,547,430 2,547,430 2,547,430 2,547,430 2,547,430 15,282,820
92274
Bridge Maint & Gas Tax 800,000 650,000 1,250,000 1,300,000 1,300,000 1,250,000 6,550,000
Improvements
Total Major Street Maintenance 4,145,670 3,997,430 4,557,430 4,607,430 4,607,430 4,532,430 26,447,820
92259 Traffic Calmin_a Program
Project to promote traffic calming within Clearwater neighborhoods and establishment of a methodology
for implementation. Traffic calming serves to reduce speeding and deter cut-through traffic, resulting in
safe neighborhoods for pedestrians and vehicular traffic. These projects provide comprehensive
neighborhood solutions using various traffic calming elements as deemed necessary for the particular
location. Neighborhood involvement from the beginning is crucial to the success of traffic calming projects.
City staff to implement in succeeding years through capital programming. Specific projects in FY 2009/10
will include the completion of Wood Valley & Morningside and the start of Greenlea/Often,
Comprehensive Plan Objective (A.6.5.2) On an ongoing basis, the City shall explore traffic calming
techniques in the effort to improve safety and promote a livable environment within the City's residential
and tourist areas.
92273 Streets & Sidewalks (replaces the Streets, Sidewalks & Bridges project)
This project provides continuous maintenance for deterioration prevention of City streets and sidewalks by
allowing approximately 20 to 30 miles of streets to be maintained yearly. This yearly street maintenance
includes asphalt pavement milling, pavement resurfacing and pavement remarking. The project also
provides for the maintenance, repair and construction of sidewalks on a continuous, as needed basis.
Comprehensive Plan Objective: (B.2.1) Roadway improvements to obtain desired Levels of Service must
be included in City capital budgets.
175
CAPITAL IMPROVEMENT PROGRAM I
MAJOR STREET MAINTENANCE (continued)
92274 Bridae Maintenance & Improvements
This project provides for a continuous, annual maintenance program to keep the City's bridges inspected ,
and in good repair as well as providing for the complete replacement of bridges as necessary.
Comprehensive Plan Objective: (B.2.1) Roadway Improvements to obtain desired Levels of Service must
be included in City capital budgets. '
176
?J
1
CAPITAL IMPROVEMENT PROGRAM
' SIDEWALK AND BIKE TRAILS
This section includes all new sidewalk and bike trail construction projects. Prior to the voter approval of the
additional one-cent State sales tax, known as Penny for Pinellas, many of these projects were funded with Local
Option Gas Tax, Development Impact Fees and Road Millage. Today, these projects are traditionally funded with
Penny for Pinellas revenue.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and
the following related priority:
' ? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
' of the City Council's Vision and the following related priority:
? Well Maintained Infrastructure
Projects in this section also support the "Clearwater is a Wonderful Place to Play" element of the City Council's
' Vision and the following related priority:
? A Variety of Cultural and Recreational Offerings
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
92339
New Sidewalk Construction Penny III 472,000 472,000
' Total Sidewalk & Bike Trails - - - - - 472,000 472,000
92339 New Sidewalk Construction
This project provides for construction of new sidewalks throughout the City. Locations will be prioritized from
the City streets, which are identified in the City Bicycle and Pedestrian Master Plan. In residential areas,
sidewalks will only be installed in locations where a majority of the residents are in favor of the installation.
Comprehensive Plan Objective: (A.6.8.5) Provide easy access to residential, commercial and recreational
areas by providing direct routes such as trails and continuous sidewalks between destinations, in order to
minimize potential conflicts between pedestrians and motor vehicles.
1
1
177
CAPITAL IMPROVEMENT PROGRAM I
INTERSECTIONS
This section includes improvements to intersections as well as new signal installation and signal renovation. These
projects are funded with Transportation Impact Fees, Road Millage and Local Option Gas Tax. The Road Millage
funding in the Signal Renovation project is used In conjunction with major intersection improvements and road
widening projects. The Transportation Impact Fee revenue is required to be used for capital improvements and the
expansion of transportation facilities. Local Option Gas Tax proceeds can be used for roadway and right-of-way
maintenance.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priority,
? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priority,
? Well Maintained Infrastructure
Projects in this section also support the "Clearwater Includes Special Places that Belong to Everyone in the
Community' element of the City Council's Vision and the following related priorities:
? A Quality Beach Environment
? A Vibrant Downtown that's Mindful of its Heritage
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
92551
City-Wide Intersection
Improvements Trans Imp 50,000 50,000 50,000 50,000 50,000 50,000 300,000
92552
Signal Renovation Gas Tax 45,000 45,000 45,000 45,000 45,000 45,000 270,000
9255
New Signal Installations Trans Imp 40,000 40,000 40,000 40,000 40,000 40,000 240,000
92558
Intersection Trans Imp 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Improvements Gas Tax 55,000 55,000 55,000 55,000 55,000 55,000 330,000
Rd Millage 45,000 45,000 45,000 45,000 45,000 45,000 270,000
Total Intersections 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
92551 City-Wide Intersection Improvements
The project provides intersection improvements of a minor nature to facilitate traffic flow, such as radii, right
turning lanes, and minor channelization, which often accompany the new signalization of an intersection.
Comprehensive Plan Objective: (B.2.1) Roadway improvements to obtain desired Levels of Service must
be included in City capital budgets.
178
1
1
1
CAPITAL IMPROVEMENT PROGRAM
INTERSECTIONS (continued)
92552 Signal Renovation
Renovation of substandard signalized intersections is required to meet the standards set by the national
and State of Florida mandates to increase safety and reduce liability. This project also provides money to
support the costs of relocating traffic signal equipment due to road widening projects or intersection
improvement projects where the cost of such relocation cannot be included in the cost of that project.
Comprehensive Plan Objective: (H.2.2) The City shall adopt the Florida Department of Transportation level
of service standards for State primary and secondary arterials as they be modified by additional service
designations approved by F.D.O.T. and shall use intergovernmental coordination agreements to secure
maximum City control over access and management of roads in Clearwater.
Clearwater intends that these standards be recognized as the minimum acceptable standards for State
arterial roads, and should serve as a guideline for reviewing development applications. (B.2.1) Roadway
improvements to obtain desired Levels of Service must be included in City capital budgets.
92553 New Sianal Installations
The project provides for new traffic signals installed at previously unsignalized intersections that meet traffic
signal warrants.
Comprehensive Plan Objective: (H.2.2) The City shall adopt the Florida Department of Transportation level
of service standards for State primary and secondary arterials as they be modified by additional service
designations approved by F.D.O.T. and shall use intergovernmental coordination agreements to secure
maximum City control over access and management of roads in Clearwater. The F-DO-1 hg-s;
miA PA ern
rr,mn-r,vrrt
Clearwater intends that these standards be recognized as the minimum acceptable standards for State
arterial roads, and should serve as a guideline for reviewing development applications. (B.2.1) Roadway
improvements to obtain desired levels of service must be included in City capital budgets.
92558 Intersection Improvements
These are intersection improvements of a relatively major nature to facilitate traffic flow by increasing the
capacity of the intersection. Specific projects in FY 2009/10 may include the intersection at Fort Harrison
and Pinellas.
Comprehensive Plan Objective: (B.2.1) Roadway improvements to obtain desired levels of service must be
included in City capital budgets.
179
CAPITAL IMPROVEMENT PROGRAM I
PARKING
The Parking section includes projects for the maintenance of the City owned parking garages, as well as City
owned parking lots. These projects are usually funded with Parking Fund revenue. Also included in this section
would be any new Parking Garages. These types of projects would traditionally be funded with Parking Fund
revenues and/or a Parking Bond Issue.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all Its Attributes' element of the '
City Council's Vision and the following related priority:
? Well Maintained Infrastructure
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
'
92630
Parking Lot Resurfacing Parking Fd 59,99 so ow 50,000 50,000 50,000 50,000 200,000
92632
100,000
Parking Garage Maintenance Parking Fd 75,888 75,000 75,000 75,000 75,000 75,000 475,000
and Repair
92636 150,000 150,000 75,000 75,000
Parking Lot Improvements Parking Fd i99,999 -IA9,A90 188,e68- X99,99 100,000 100,000 650,000 '
Total Parking 250,000 225,000 200,000 200,000 225,000 225,000 1,325,000
92630 Parkina Lot Resurfacing
The project provides for the resurfacing of various City Parking System lots as determined necessary by
Engineering.
92632 Parkina Garaae Maintenance & Repair
The Garden Avenue and Municipal Services Complex parking garages both require maintenance and
repair. By performing this scheduled maintenance, long-term serviceability and safety issues will be
addressed.
92636 Parkina Lot Improvements
The project provides for interior Improvements, both functional and aesthetic, to all parking system facilities.
Parking facility locations will begin with the beach lots and expand to include all parking system facilities
and on-street parking. Improvements include Items such as brick pavers, parking meters, parking revenue
control equipment and sign upgrades. Also included is the construction of temporary lots as needed.
180
CAPITAL IMPROVEMENT PROGRAM
MISCELLANEOUS ENGINEERING
This section includes miscellaneous engineering type of projects that are related to the Engineering function. The
smaller projects are typically either funded with General Fund revenue or Lease Purchase dollars if the project is
equipment or vehicles. Projects in this section could also include major construction projects that don't easily fit in
another category, i.e., the replacement of the Memorial Causeway Bridge, when active, was included in this
' section. The larger construction projects have been funded with Penny for Pinellas proceeds.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priority:
? Well Maintained Infrastructure
' Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
92822
Miscellaneous Engineering General Fd 35,000 35,000 35,000 35,000 35,000 35,000 210,000
928xx
' Downtown Intermodal Penny III 8,000,000 8,000,000
Facility
' Total Miscellaneous Engineering 35,000 8,035,000 35,000 35,000 35,000 35,000 8,210,000
' 92822 Miscellaneous En ineerin
Establishes a project to provide funding for miscellaneous contractual services related to new road
' construction, public transit facilities, storm drainage, rights-of way, sidewalks, drainage structures, signal
installation, or landscaping including unplanned requests by other departments.
' 928xx Downtown Intermodal Facility
This project would provide for the construction of a new Intermodal Terminal in downtown Clearwater which
would allow the opportunity for growth and expansion of public transit, including Bus Rapid Transit (BRT)
service to Clearwater Beach. This facility could provide for a variety of travel modes including: bike,
' pedestrian, taxi, charter bus, local bus and premium bus/BRT modes. A new terminal is consistent with the
downtown redevelopment concepts and the Long-range Transportation Plan for Fixed Guideway/Light Rail
Service.
1
181
CAPITAL IMPROVEMENT PROGRAM I
PARKS DEVELOPMENT
The Parks Development section includes the largest amount of quality of life projects in the Capital Improvement
Program. Projects in this section include all the projects that support the Parks & Recreation function, excluding
land acquisition.
Many of these projects are maintenance projects that provide the necessary funding to maintain our parks, and
our park facilities, in good condition. These maintenance projects are typically funded with General Fund revenue.
Equipment and vehicle projects in this section would be funded with Lease Purchase dollars. The major
construction of new Parks & Recreation facilities or major renovation of existing Parks & Recreation facilities have
been funded with Penny for Pinellas proceeds, grants, donations and ' recreation facility impact
fees. .
Also, included in this section is #?adeGJ "'it
ead a project for "Special Events Infrastructure" (funded with Special Event Fund
revenue).
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priorities:
? A Safe Clean Green Environment
? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater is a Wonderful Place to Play" element of the City Council's
Vision and the following related priority:
? A Variety of Cultural and Recreation Offerings
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Responsive City Services
Projects in this section also support the "Clearwater Includes Special Places that Belong to Everyone in the
Community" element of the City Council's Vision and the following related priority:
? A Vibrant Downtown that's Mindful of its Heritage
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
93203
Carpenter Field Infrastructure
Repairs & Improvements
93204
Concrete Sidewalk & Pad
Repairs & Replacement
93205
Brighthouse A1e#werks Field
Infrastructure Repairs/ Impr
93213
Park Amenity Purchase,
Repair & Replacement
30,000 30,000 30,000
General Fd 30,000 30,000 25,999 -25,900 30,000 180,000
45,000 45,000 45,000 45,000 45,000
General Fd -55,999 -?5,AA9 -68,999 69,999 -01999 45,000 270,000
110,000 110,000 110,000 110,000 110,000 1
General Fd 59,999 59.899 X9,999 - 50,989 F9,999 110,000 660,000
60,000 60,000 60,000 60,000 60,000
General Fd 75,999 -75,998 891999 X91999 -X9,998
continued on next page
182
1
60,000 360,000
CAPITAL IMPROVEMENT PROGRAM
PARKS DEVELOPMENT (continued)
Project Fundng 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Totd
93229 47,500 47,500 47,500 47,500 47,500
Tennis & Basketball Court General Fd 52 -52, 599 -55,899 -U,999 -55 999 47,500 285,000
Resurfacing
93230 120,000 120,000 120,000 120,000 120,000
Pl
d & F
t
E
i l Fd 150
G i5Q X5
999 -X5
999 x
899 120
000 720
000
aygroun
i
ness
qu
p enera -
, , , , ,
Purchase & Replacement
93247 25,000
Fitness Equip Purchase & General Fd 25,000 25,000 -38,999 30,000 30,000 30,000 165,000
Replacement
93262 95,000 95,000 95,000
Fencing Replacement Rog General Fd -I225 -125,888 X38,808 130,000 130= 130,000 675,000
93271 60,000 80,000
l R&R
Swi
i
P l Fd 99
898
G 000
80 80
000 188
898 100
000 100
000 500
000
mm
ng
oo enera
, , , -
, , , ,
93272
Recreation Trails FRDAP Grant 200,000 200,000 400,000
937 OGT Grant
888
n
i88 200,000
A88
398
X88808
x
888
X88988
X89
888 MUDD
X88
888
klerhea
ew -
, -
, , - , ,
93278 50,000 60,000
I
f
t
t
L
C
t l Fd
68
898
G 000
60 60
000 60
000 X8
888 70
000 360
000
ong
n
ras
ruc
ure
en
er ;
enera
- , , , , , ,
Repairs
93286 45,000 45,000 55,000 55,000 55,000
Bi
P
P
ki
L
t
l
th l Fd
58
898
G 888
58 X8
888 68
898 68
889 000
55 310
000
ar
ng
o
/
cyc
e
a enera
-
, , -
, -
, -
, , ,
Resurfacing & Imprv ants .
93602
Special Events Equip Sp Event Rev 30,000 30,000 30,000 30,000 30,000 35,000 185,000
Repairs & Repicmt
93604 70,000
Boardwalks & Dodos General Fund -X5,999 75,000 100,000 100,000 100,000 100,000 545,000
Repair & Replacmt
continued on next page
183
CAPITAL IMPROVEMENT PROGRAM
,
PARKS DEVELOPMENT (continued)
Project Furxing 2009/10 2010/11 2011/12 2012113 2013/14 2014/15 Told ,
93613
aeawdw Cwft aub General Fd 50,000 50,000 50,000 50,000 50,000 50,000 300,000 '
Repdr & Renovaion
93614
Roydty Theater Perry III 3,550,000 3,550000
'
93615
Senior Facility (Aging Well Penny III 1,200,000 1,20000
CerW '
93616 2.500,000
Joe Maggio Spats Pinellas Cry X880889 2500,000 '
Complex Renovations FRDAP 200,000 200,000
Outside Agency Don 500,000 500 000
Co-sponsor donations 400,000 400000 '
Legg Ceatw Mireele PRONaS Gl? X58,999
r4Q1 l Long Gt; FQWPd -50890
6'AX#er-yew X8,898 -?
PMAP ----280898 ,
936xx
Ruth Eckerd Hdl Perry 111 4000,000 4,000000 ,
936xx
Coadwm Pcrk Pemy III 5,000,000 51000000
Redevel ipm d
Told Parks Developmerd 5,837,500 4,622,500 907,500 1,147,500 9,967,500 982,500 23,465,000 '
93203 Carpenter Field Infrastructure Repairs and Improvements '
This project provides for the phased repairs and improvements needed at the Carpenter Field Complex,
including fence replacement, field renovations, building repairs, parking lot restructuring, entryway
improvements, etc. This project will allow for the Carpenter Complex to continue to be maintained in a
major league professional manner. '
Comprehensive Plan Objective: 991,E (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
184 ,
I CAPITAL IMPROVEMENT PROGRAM
PARKS DEVELOPMENT (continued)
93204 Concrete Sidewalk, Pad Repairs and Replacement
This project provides for the removal and replacement of damaged concrete sidewalks, curbs, and pads
and courts in various parks around the City as well as provides for new sidewalks for safety and accessibility
reasons.
' Comprehensive Plan Objective: . (G.1.1)
The city shall ensure that parks, open space and recreation facilities are efficiently and adequately
maintained for all segments and districts of the population according to the level of service standards
established for the City.
t 93205 Briahthouse Field Infrastructure Repairs and Improvements
This project provides for the phased repairs and improvements needed at the Brighthouse Field GGFAPAWaEiy
Spei# according to the Joint Project Agreement (JPA) between the City of Clearwater and the
Phjllies for $50,000 per year. In addition, this project includes smaller CIP projects to maintain the facility in
first class major league baseball standards. This project will allow for the Brighthouse Field GA '
ipe4s-Gom to be maintained in a manner to meet current major league professional standards.
' Comprehensive Plan Objective: (29,-1:5,2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
93213 Park Amenity Purchase, Repair and Replacement
This project provides for the purchase, repair and replacement of such items as park identification signs,
rules signs, park benches, trash receptacles, water fountains, grills, basketball goals, soccer and football
goals, bleacher systems, and the like, at various Parks & Recreation facilities and sites that have
deteriorated and are considered unsafe for public use.
Comprehensive Plan Objective: . (G.1.1)
The City shall ensure that parks, open space and recreation facilities are efficiently and adequately
maintained for all segments and districts of the population according to the level of service standards
established for the City.
93229 Tennis and Basketball Court Resurfacina
This project provides for the scheduled resurfacing of tennis and basketball courts to prevent deterioration
' and also to ensure that the public can safely use. Tennis courts tentatively scheduled to be resurfaced in FY
2009/10 include Bay Park Coachman Ridge, aa4 Forest Run Parks and Momingside Parks. Basketball courts
tentatively scheduled include Momingside and Wood Valley Parks.
Comprehensive Plan Objective: sites. (G.1.1)
The City shall ensure that parks, open space and recreation facilities are efficiently and adequately
maintained for all segments and districts of the population according to the level of service standards
established for the City.
93230 Playground and Fitness Equipment Purchase and Replacement
This project provides replacement of playground equipment and the purchase of new equipment at the
City's 32 playgrounds that are considered unsafe for public use. Included in this project is the appropriate
' safety resilient surfacing. Playgrounds tentatively scheduled to be replaced in FY 2009/10 include Gherry
WQrris-perk ead-Morningside Playground. This project also includes phased replacement of fitness court
equipment. . As
equipment is added and/or replaced, it is evaluated to assure it meets ADA requirements.
Comprehensive Plan Objective: sites. (G.1.1)
The City shall ensure that parks, open space and recreation facilities are efficiently and adequately
maintained for all segments and districts of the population according to the level of service standards
established for the City.
93247 Fitness Eauipment Purchase & Replacement
This project provides for the phased replacement of old, worn out and over used fitness equipment and
new pieces at the City's five (5) fitness centers. Projects for FY 2009/10 may include, but not be limited to,
equipment at the North Greenwood, Ross Norton, Clearwater Beach, Countryside and Long Center
recreation complexes. .
' Comprehensive Plan Objective: (2,1-5.2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or-worn out facilities that contribute to achieving or maintaining standards of levels of service.
185
CAPITAL IMPROVEMENT PROGRAM 1
PARKS DEVELOPMENT (continued)
93262 Fencing Replacement Program
This project includes phased replacement of old, worn out and rusted fencing that is considered unsafe to
the public at the various recreation sites. The largest amount of fencing to be replaced on an annual basis
exists at the fifty (50) ball fields, which includes backstops and dugout fencing. Fencing is replaced as
needs arise, and replacements comply with all current code requirements. '
93271 Swimmina Pool Renovations and Repairs
This project will provide for the renovation and enhancement of the various pools in the City, for facility
improvements, leisure pool enhancements such as slides, activity pools and long-term maintenance such
as marciting and repair of gutters, the and decking. FY 2009/10 X99 funding is needed to provide '
a replacement slide at Clearwater Beach Pool. pool.
Comprehensive Plan Objective: MG?ZV 1 5 2 (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
93272 Recreation Trails
This project provides for the construction of recreation trails throughout the city for walking, jogging, inline
skating, QPd bicycling and equestrian uses. May include but not limited to projects such as segments of
the Ream Wilson GleopvG# Trail, Landmark Drive Trail, East
Avenue Trail, Bayshore Drive Trail, Courtney Campbell Causeway Trail, Ross Norton Park Trail to Pinellas Trail
and trails within park boundaries.
te
e
Com ive Plan Obiective:
prhens
9XIAng depaead, (G.1.3) Continue to increase the supply of core system parkland in areas needing '
additional neighborhood parks. (G.1.3.4) Address the varying needs of the City's diverse population when
creating and implementing parks and recreation plans, with special attention to the needs of those who
may have significantly limited recreational alternatives. r
93278 Long Center Infrastructure Repairs
This project will provide for the replacement and repairs of various capital items at the Long Center. This
capital project replaces the annual sinking fund included in the past Long Center agreement with the City.
Some of the infrastructure items that will need to be repaired or replaced include furnishings, equipment,
pool, parking lot, driveway, ballfield, etc. '
Comprehensive Plan Objective: (2&4,6?,2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
93286 Parking Lot/Bicycle Path Resurfacing/Improvements
This project includes regularly resurfacing of parking lots and bicycle paths to prevent deterioration that are
considered unsafe for public use and may include minor improvements to those parking lots and bicycle
paths being resurfaced.
Comprehensive Plan Obiectiv
(2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of obsolete or worn out facilities that
contribute to achieving or maintaining standards of levels of service.
r
186 1
t
CAPITAL IMPROVEMENT PROGRAM
PARKS DEVELOPMENT (continued)
93602 Special Events Equipment Repairs & Replacement
This project provides for the purchase, repair and replacement of
such items as sound equipment, chairs, tables, tents, etc. used by the Special Events Division for special
events, grand openings, dedications, celebrations, etc. The equipment used by this Division wears out from
heavy use and a program is needed to replace this equipment
Comprehensive Plan Objective: (.29 1-5 2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
93604 Boardwalks & Docks Repair & Replacement
This project provides funding for the repair and/or replacement of boardwalks, docks and viewing
platforms in various parks and beach access points. There are over 4 48,000 square feet of wooden
boardwalks, docks and viewing platforms throughout the City, including such parks as Moccasin Lake,
Crest Lake and Ed Wright and areas such as Turner Street Dock, Magnolia Street Dock and wooden access
boardwalks to Sand Key and Clearwater Beach. The majority of these are over 20 years old and will need
replacement within the next few years; replacement with recycled products will occur wherever possible.
Comprehensive Plan Objective: (-2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards for levels of service.
93613 Clearwater Country Club Repair and Renovation
This project provides funding for ongoing repair and replacement of infrastructure facilities at the city
owned Clearwater Country Club. As part of the agreement between the City and Clearwater Country Club,
the Club was to pay the city $200,000 per year in rent and $50,000 was to be used to establish this CIP
(Capital Improvement Project).
Comprehensive Plan Obiective: (1.1.1.5.2) A repair, remodeling, renovation or replacement of obsolete or
worn out facilities that contribute to achieving or maintaining standards for levels of service.
93614 Royalty Theater
This project will provide funding for a major renovation of the Royalty Theater and the Lokey building
located on Cleveland Street, and now recognized as the Capitol Theater. Total renovation costs are
estimated at $6.8 million, with $3,550,000 representing the City's share of the construction costs.
93615 Senior Facility (Aaina Well Center)
This project will renovate, equip and furnish space at the Long Center to create a new Aging Well Center.
The space, which consists of approximately 7,700 square feet, was previously leased by UPARC as a
cafeteria, classrooms and restrooms. The Aging Well Center will be used to expand programs and services
for Clearwater's large and growing older adult community. Programs and services will promote health and
wellness, education, recreation, socialization and access to resources. The proposed project maximizes all
of the existing amenities at the Long Center. This funding will be used to perform major capital maintenance
including roof and air conditioning system replacements needed on the UPARC section of the Long Center.
Comprehensive Plan Objective: (G.1.8) The City of Clearwater shall ensure the provision of facilities for the
aging population.
93616 Joe DiMagaio Sports Complex Renovations
This project provides for the renovation and improvements of the Joe DiMaggio Sports Complex by
constructing seven (7) new soccer fields and one (1) major league baseball field. In addition, there will be
restrooms, concession building, press box, improved parking to accommodate the need for overflow
parking for Bright House Networks Field and other park amenities. The City is hoping to partner with the
County, State and Federal Government, as well as, local co-sponsor groups to fund this project, which
would also include any additional operating expenses associated with construction. Phase I of the project
in FY 2009/10 includes the construction of four (4) new fields, lighting for the existing field to the south and
installation of a new restroom/concession building.
Comprehensive Plan Objective: (324-5,2) (1.1.1.5.2) A repair, remodeling, renovation or replacement of
obsolete or worn out facilities that contribute to achieving or maintaining standards of levels of service.
187
CAPITAL IMPROVEMENT PROGRAM
PARKS DEVELOPMENT (continued) '
Rail -dQ QP in
936xx Ruth Eckerd Hall
The funding for this project will provide for the expansion of the PACT learning center (Marsha P. Hoffman
Institute of Performing Arts) by providing additional space for classes and activities currently being
conducted at the center. The new Marsha P. Hoffman Institute of Performing Arts is popular with the
community with all practice and classroom space occupied on a full time basis. The City has partnered
with PACT on many projects and proposes to partner with PACT again to accomplish the needed cultural
expansion. There is no need for the City to duplicate other facilities that are doing an excellent job in
meeting the performing arts needs in the community. This project will allow for additional space to expand
the program offering for the performing arts, including dance, music, acting and choral performances.
Comprehensive Plan Oblective: (G.1.7) The City shall take an active role as a facilitator in providing
recreation, park facilities, trails, cultural activities, and art opportunities for the needs of citizens and visitors
of the City of Clearwater.
936xx Coachman Park Redevelopment
The funding for this project will provide for the expansion of Coachman Park to include the Drew Street
extension, under the new Memorial Causeway Bridge, Harborview parking lot and Cleveland Street west of
Osceola Avenue. This area will be redesigned to allow for a cohesive downtown waterfront that may '
include an amphitheatre for special events, improved restroom facilities, parks, parking facilities, and other
improvements as determined by the citizens of Clearwater that would support the economic and
development goals of Clearwater. This improved waterfront / public space should be designed as
Clearwater's "Central Park". Harborview Center, Bayfront Tennis Courts, the Bayfront Memorial Parks and
the waterfront area are included in the project scope.
Comprehensive Plan Obiective: (A.6.6) Tourism is a substantial element of the City's economic base and
as such the City shall continue to support the maintenance and enhancement of this important economic '
sector. (G.1.5) Enhance and maintain the City's unique physical characteristics by making the best of
existing and potential recreation lands and open spaces.
f.
188
CAPITAL IMPROVEMENT PROGRAM
PARKS DEVELOPMENT (continued)
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
8 9 4549 45,349 45,349 45,349 45,349
93615
Senior Facility (Aging Well Center)
(1),(3),(4),(5)
A,8 1:,339 21839 12,@39 12IQ20 12,839
1.5 105,000 109,200 113,570 118,110 122,830
Total Parks Development 1.5 0 105,000 109,200 113,570 118,110 122,830
(1) Operating costs are for personal, utilities, supplies.
(2) Operating costs are for debt service to be funded by the General Fund.
(3) Operating costs are for personal services
(4) Operating costs are for Utilities
(5) Operating costs are for Maintenance
(6) Operating costs are for Fleet Maintenance.
189
CAPITAL IMPROVEMENT PROGRAM
MARINE FACILITIES
The Marine Facilities section includes projects that support the Marine operations. Most of the projects in this section
are maintenance projects, which are funded on an annual basis to keep the related infrastructure in good
condition. Project funding sources for the maintenance projects are based on the operation the project supports,
i.e., Beach Guard operations are funded by the GeaeFal-Fund, Parking Fund, Marina operations are funded by the
Marina & Aviation Fund and Pier 60 and Sailing Center operations are funded by the General Fund. Any
construction or major renovation of facilities are typically funded the same way or with Penny for Pinellas proceeds
or Special Development Fund revenue.
Projects in this section support the "Clearwater Is a Wonderful Place to Learn" element of the City Council's Vision.
Projects in this section also support the "Clearwater is a Wonderful Place to Play" element of the City Council's
Vision and the following related priority:
? A Variety of Cultural and Recreational Offerings
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Transportation Systems
Projects in this section also support the "Clearwater includes Special Places that Belong to Everyone in the
Community" of the City Council's Vision and the following related priorities:
? A Quality Beach Environment
? A Vibrant Downtown that's Mindful of its Heritage
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
9340, Pang Fd
Beach Guard Facility Maint GeAeral BSI 1Q000 5,000 5,000 5,000 5,000 5,000 35,000
93405
Dowrdowm Boat Slips Pemy III 4,125,000 4,125,000
93409
Marina Renovations
93413
Utilities Service Replacement
93429
Dock R&R
93490
Fuel System R&R
Marine - 990 - 29Q? - 2= 999 -- 2G990
Marine 10,000 10,000 10,000 10,000 10,000 10,000 60,000
20,000
Marine 25,000 25,000 25,000 25,000 25,000 145,000
Marine 20,000 20,000 20,000 20,000 20,000 20,000 120,000
continued on next page
190
CAPITAL IMPROVEMENT PROGRAM
MARINE FACILITIES (continued)
project Rncbv 2009/10 201Qr11 2011/12 2012/13 2013/14 2014/15 Tdd
93496
Maine Fac Dedgng & lvbr t Maine ---95,999 85 000 85,000 85 000 85,000 85`090 425,000
93497
Locks &Seakdls Genera Fd 1OQ000 100.000 100000 1OM000 1OQ000 100,OOD 600.000
93499
Rer 60/ Selling Clr Mint Genera Id 15000 15 000 15000 15000 15,000 14000 9Q000
934XK
Citywide Semwill Replaoernent Penny III 138,000 138,000 138,000 138,000 552000
934M
Dawrtawn Bod Slips Dowrtow 14000 14000 14000 156000 15,000 15,000 90,000
Nkinferam Bod Slip Fd
Told Maine Faci ffim 4314000 274000 413AM 413,000 413,000 413,000 6,242,000
93403 Beach Guard Facility Maintenance
This project provides funding for the replacement, as well as, the continuous maintenance of the Beach
Guard towers and structures. Continuing in 2999/94, 2009/10, two (2) towers will be replaced.
93405 Downtown Boat Slips
This project provides funding for the construction of public slips on the downtown waterfront at the base of
Cleveland Street.
93409 Marina Renovations
This project provides funding for the possible future development of a new Marina building and slip
renovations at the current Clearwater Municipal Marina building site. More specific details will be available
in the future as the project is defined.
93413 Utilities Service Replacement
The project provides for continuous repair and/or replacement of deteriorated electrical wiring, and water
service at the City's Municipal Marina and Island Estates Marina to continue to maintain the City-owned
marinas in usable conditions.
93429 Dock R&R
The project provides for continuous repair and/or replacement of deteriorated docks at municipal docking
facilities and island Estates Marina, utilizing the Marine Services section and equipment to continue to
maintain the City-owned marinas in usable conditions.
MARINE FACILITIES (continued)
191
CAPITAL IMPROVEMENT PROGRAM
MARINE FACILITIES (continued) ,
93490 Fuel System R&R
The project provides for continuous repair and/or replacement of deteriorated fuel lines, dispenser and '
underground pollutant storage tanks at the municipal marina, utilizing contractors to continue to maintain
City-owned marina fuel system in usable conditions.
93496 Marine Facility Dredaina and Maintenance
This project is a combination of the former 'Waterway Maintenance" and "Seminole Ramp Dredging"
projects. This project will provide funding for any facility that the Marine and Aviation Department is
responsible for that requires maintenance and/or dredging. This includes such things as replacement of
City-owned aids for navigation and informational signs; removal of derelict vessels, etc.; procurement of
piling and sign material to fabricate signage and buoys utilizing Marine Services staff, procurement of
equipment to continue to maintain waterways in a usable condition; repairs/replacement of floating
docks, ramps and pilings. This project will also fund dredging of areas that the Marine and Aviation
Department is responsible for to allow for continued safe and usable condition at City-owned docks.
93497 Docks and Seawalls
This is a continuous maintenance program to keep the City's several thousand feet of seawalls at street
ends and docks, other than at Marina facilities, in good repair.
93499 Pier 60/Sailing Center Maintenance
This project provides funding for the continuous repair and/or replacement of electrical services, water
service, fire protection equipment and structural components of the Pier and Sailing Center.
934xx City-wide Seawall Replacement
The funding for this project provides funds to replace seawalls as needed. There are numerous seawalls
located on City property in Downtown, Island Estates and Clearwater Beach, many of which are reaching
the end of their useful life. Replacement of these seawalls prior to their failure is of vital importance to
protect the upland uses adjacent to them.
9Uxx Downtown Boat Slips Maintenance
The funding for this project provides funds for the continuous repair and/or replacement of electrical
services, water services, fire protection equipment and structural components of the Downtown Boat Slips
infrastructure.
192
CAPITAL IMPROVEMENT PROGRAM
AIRPARK FACILITIES
The Airpark Facilities section includes projects that support the Airpark operations. These project range from
maintenance projects to the major renovation of facilities. These projects are typically funded with Marine &
Aviation Fund revenue or grant revenue from the Florida Department of Transportation.
Projects in this section support the "Clearwater is a Wonderful Place to Learn" element of the City Council's Vision.
Projects in this section also support the "Clearwater Is a Wonderful Place to Play" element of the City Council's
Vision and the following related priority,
? A Variety of Cultural and Recreation Offerings
Projects in this section also support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priorities;
Well Maintained Infrastructure
? Efficient Transportation Systems
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
1
94817
Airpark Maint & Repair Aviation 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Total Airpark Facilities 10,000 10,000 10,000 10,000 10,000 10,000 60,000
94817 Airoark Maintenance and Repair
This project will provide funding for maintenance and repairs at the Clearwater Airpark.
Comprehensive Plan Obiective: (6.5.1.3) The City shall program adequate resources from facility users,
Enterprise Funds, and grants to maintain aviation facilities.
193
CAPITAL IMPROVEMENT PROGRAM
LIBRARIES
The Libraries section includes projects that support the Library operation. The purchase of library materials as well as
computer software projects, are typically funded with Library Cooperative funding or General Fund revenue.
Equipment purchases would be lease purchased and major construction or renovation of facilities has been
funded with Penny for Pinellas, grants and donations.
Projects in this section. support the "Clearwater is a Wonderful Place to Play" element of the City Council's Vision
and the following related priority:
? A Variety of Cultural and Recreation Offerings
Project Furdrig 2009/10 2010/11 2011/12 2012113 2013/14 2014/15 Told
93527 635,310 635,310 635,310 639,740 665,310 1
Books & Other Libray Materials Library Coop - 7413i9 - 7779 - 752 g7? -794 ggA -111A 999 685,270 31896,250
935xx I
Consolidated I EaftcW Penny III 10,000,000 1 UM000
library I
Told libraries 635,310 635,310 10,635,310 639,740 665,310 685,270 13,896,250
93527 Books and Other Library Materials
This project is for the acquisition of books, periodicals, audiovisuals, online database subscriptions and other
library materials for the Main, East, Countryside, Beach, and North Greenwood Libraries. The Pinellas Public
Library Cooperative provides annual funding, some of which will be used to purchase library materials to
serve County residents using City libraries.
935xx Consolidated "Eastside" Library
The project provides for the consolidation of the East and Countryside branches into one regional type
facility to be located preferably in Woodgate Park, which is located between the current facilities. This
project is funded in place of the two current Penny III projects for the renovation of the East and Countryside
libraries.
1
I
194 1
I CAPITAL IMPROVEMENT PROGRAM
GARAGE
The Garage section includes projects for the replacement of motorized equipment as well as replacement
equipment for the radio system. These projects are funded either with Garage Fund revenue, e;#braeghe Lease
Purchase contract paid by the Garage Fund or Penny for Pinellas revenue.
Projects in this section support the "Clearwater Provides the Infrastructure to Support al/ its Attributes" element of the
City Council's Vision and the following related priorities;
? Well Maintained Infrastructure
? Communication
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
P4242
erege F? -5A,A98 -
94233
Motorized Equipment Garage Fund -47988 --69449 NO 74 200 -74439 121,030 675,300
Replacement-Cash 104,400 107,530 110,760 114,080 117,500
94234
Motorized Equipment L/P-Garage Fd 2,799,999 2,964,339 Z954269 3,039,779 3,IA939 2,828,380 15,297,440
Replacement-UP 2,312,300 2,390,670 2,471,390 2,554,530 2,740,170
94238
Police Vehicles Penny III 300,000 300,000 300,000 300,000 200,000 200,000 1,600,000
Total Garage 2,716,700 2,798,200 2,882,150 2,968,610 3,057,670 3,149,410 17,572,740
:46 GA @GIA@ LOGSO PUFGI;GSG PFGj9G* Will f61AGI G PFGOFGPA *9 PI;G69 11; *1;9 FOPIGGA-M-9 R* Of *1;9 GIG] PGI#Gb4
94233 Motorized Eauipment Replacement-Cash
This project is for the replacement of motorized vehicles and equipment to cost less than $25,000 per
vendor per transaction. The equipment is for all City Departments, responsible for all City business. Future
years are based on a projected increase of approximately 3% per annum.
94234 Motorized Eauipment Replacement-Lease/Purchase
This project is for the replacement of motorized vehicles/equipment estimated to cost $25,000 or more per
vendor per transaction. The equipment is for all City Departments, responsible for all City business. Future
years based on a projected increase of approximately 3% per annum.
94238 Police Vehicles
This project will provide for the replacement of police vehicles and such equipment necessary to outfit the
vehicle for its official use or equipment that has a life expectancy of at least five years.
195
CAPITAL IMPROVEMENT PROGRAM
GARAGE (continued)
ANNUAL OPERATING BUDGET IMPACT
Project F7E's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
n
Radio User Equipment 0.0 nn 1 nn 22,1 29 nn i on nn inn 1104
??
Replacement Program (2)
Motorized Equipment 0.0 1,21Z130 -1,945,690 -2,448,980 3,179,13 g 3,266,23 3,614,070
Replacement-L/P(2) 248,600 754,229 1,276,959 1,817,307 2,736,640
Total Garage 248,600 754,229 1,276,959 1,817,307 2,736,640 3,614,070
(2) Operating costs are for debt service to be funded by the Garage fund.
196
CAPITAL IMPROVEMENT PROGRAM
MAINTENANCE OF BUILDINGS
Projects in this section provide funding for the major maintenance of City facilities. The funding is provided by the
Fund that owns the specific facility that requires maintenance. The facilities are outlined in the project scopes.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priority:
? Well Maintained Infrastructure
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
93269
Light Replacement &
Repair
94510
Air Conditioners -City
Wide Replacements
94512
Roof Repairs
94514
Roof Replacements
94517
Painting of Facilities
94519
Flooring for Facilities
94524
Long Center Major
Infrastructure Imprvmts
General Fd 75,000 75,000 80,000 80,000 80,000 80,000 470,000
60,000 61,800 63,650 65,560 67,530
General Fd - 103 QQ - i 96,999 1 no 27? '559 -14E939 69,560 388,100
Garage 15,000 15,000 15,000 15,000 15,000 75,000
Utility R&R 35,000 35,000
Gas 10,000 10,000
Marine 20,000 20,000
Adm Svcs 10,000 10,000
51000 51000 5,000 5,000 51000
General Fd i8,999 -X9,899 - -4998 -i8,A99 - igloo() 5,000 30,000
Gas 5,000 5,000
General Fd
50,000 75,000
General Fd -i QQ,9gg - i 90,999
Utility R & R 39,000
Stormwater 4,000
Gas 30,000
General Fd 25,000 25,000
Utility R&R 10,130
Stormwater 7,800
Penny II -790,999
100,000 100,000 100,000 100,000 400,000
100,000 100,000 100,000 100,000 525,000
39,000
4,000
30,000
30,000 50,000
25,000 -25,999 -25,=
25,000 180,000
10,130
7,800
700,000
700,000
Total Maintenance of Buildings 277,930 299,800 1,108,650 420,560 452,530 379,560 2,939,030
197
CAPITAL IMPROVEMENT PROGRAM
MAINTENANCE OF BUILDINGS (continued)
93269 Li hchtt Replacement and Repair
This project includes the phased re-lamping, replacement and repair of lighting systems including light
fixtures, poles, service panels and wiring at various Parks and Recreation sites. Project may include, but not
limited to the following locations in FY 29W99 2009/10 locations may include:
Sid Lickton Field,
Countryside High Baseball/Soccer, Frank Tack, McMullen Tennis, Miscellaneous service replacement,
Miscellaneous pole replacements, and Miscellaneous security lighting.
94510 Air Conditioners-City Wide Replacements
The project provides for the replacement of several air conditioning systems that are in need of
replacement due to age, deterioration, and excess energy usage. For FY 2999{99 2009/10 facilities may
include:
small-i P4, Countryside Police Department, MILK Recreation Center, Fire Station 46, Phillip Jones Complex,
Miscellaneous small units, Radio Towers, and Reverse Osmosis Plant.
r
1
94512 Roof Repairs
The project includes roof repair of various City buildings as needed to prevent water damage to interiors of
buildings. For FY 2999¢99 2009/10 facilities may include:
Fire Stations # 45 and #46, and North Greenwood Aquatics Center.
94514 Roof Replacements
This project includes roof replacements of various City buildings. For FY 2999/94 2009/10 facilities may
include: . Shuffleboard (Recoating), and Kings
Highway Recreation.
94517 Palntina of Facilities
This project Includes scheduled painting and waterproofing of City facilities. In FY 2999/94 2009/10 facilities
may include:
Main
Library, Cemetery Storage Building, and MSB Garage.
94519 Floorina of Facilities
This project includes the scheduled replacement of worn or damaged flooring. In FY 2999/99 2009/10
facilities may include: .
Miscellaneous small replacements, Wood Valley Recreation, and Public Service Building A.
94524 Lona Center Maior Infrastructure Improvements
This project provides funding for roof replacement on the Long Center
facility.
F9PGIF8;GGW9"GS,F9pGlF6*G*h9flF9&PF!R'(IGFS?'&tGPRS,FOPIGG@PA9RtgfpgGlll@lzl#QRdo-lo-'-Q-tgr;epGir6- The
GGRGlI*I9RIR@, 'I@ht4A@ GRGI AG NA-4 Q-Ad-- de -hur-AldifleF system OR *hO PQQI GFOGI *hQ* Will PGY fQF Itself Q'4&
198
1
r
1
I CAPITAL IMPROVEMENT PROGRAM
GENERAL PUBLIC CITY BUILDINGS & EQUIPMENT
Projects in this section provide funding for the construction / renovation of City buildings and large pieces of
associated equipment. The funding is provided by the Fund that owns the specific facility that requires
maintenance. The facilities are outlined in the project scopes.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priority:
? Well Maintained Infrastructure
? Efficient Responsive City Services
43 Communication
Projects in this section also support the "Clearwater includes Special places that belong to Everyone in the
Community"
? A vibrant Downtown that's Mindful of its Heritage
Protect Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
94620
New City Hall & Parking Penny III 7,000,000 7,000,000
Garage
946xx
Harborview Demolition Sp Dev Fd 950,000 950,000
Total General Public
_ Buildings & Equipment 950,000 - - - - 7,000,000 7,950,000
11
94620 New City Hall & Parkina Garage
The scope and funding of the original project, which provided for the construction of a new City Hall Facility
and related public parking garage, is scaled back to provide the possible reconstruction of a current City
facility, possibly the Main Library, and related public parking as necessary.
946xx Harborview Demolition
This project will provides funding for the demolition of the Harborview facility upon the final close of the
facility and includes the building demolition, asbestos survey, and abatement, as well as the backfill, sod,
and irrigation of the property.
1
1
199
CAPITAL IMPROVEMENT PROGRAM
MISCELLANEOUS
The Miscellaneous section includes projects that do not fit into another category. The majority of the projects in this
section are technology projects that are either managed by the Information Technology Department or funded by
the Administrative Services Fund. Other projects in this section include two environmental projects funded by the
General Fund and one vehicle funded by the Customer Service Department.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priority,
Well Maintained Infrastructure
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
94761
Pollutant Storage Tk Rem/
Replacement-Gen Fund General Fund 20,000 20,000 20,000 20,000 20,000 20,000 120,000
94803
EnArommntl Assmt & Clean General Fund 50,000 50,000 50,000 50,000 50,000 50,000 300,000
94814 350,000 350,000 350,000 350,000 350,000
Network Infrastructure & L/P-Adm Svcs 259,999 259,999 -259,999 -259,999 250,000 350,000 2,100,000
ServerR & R
94824
IT Disaster Recovery L/P-Adm Svcs 25,000 25,000 25,000 25,000 25,000 25,000 150,000
94827
Telecomm Upgrades L/P-Adm Svcs 25,000 25,000 25,000 50,000 25,000 25,000 175,000
94828
Financial Sys Upgrades Adm Svcs 75,000 75,000 75,000 75,000 75,000 75,000 450,000
94829
CIS Upgrade Adm Svcs 199900 199,999 50,000 50,000 50,000 50,000 300,000
50,000 50,000
continued on next page
200
iI
CAPITAL IMPROVEMENT PROGRAM
MISCELLANEOUS (continued)
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
94839
Roadway & Traffic
Asset Mgmt
Gas Tax 20,000 20,000
40,000
94857
Accela Permitting & Code
Enforcement Upgrade
948xx
Library Technology
948xx
St. Pete Times Property
Adm Svcs 25,000 25,000 25,000 50,000 50,000 50,000 225,000
Penny III 1,250,000
Penny III 3,500,000
1,250,000
3,500,000
Total Miscellaneous 640,000 640,000 620,000 5,420,000 645,000 645,000 8,610,000
94726 Geographic Information System
sea?+ses.
94761 Pollutant Storaae Tank Removal/Replacement-General Fund
This project is proposed to keep the City's pollutant storage tank locations in compliance with the current
Florida Department of Environmental Protection Pollutant Storage Tank Rules, and to reduce the potential
risk of groundwater contamination. Expenses from this fund include tank maintenance, repair, replacement
and routine expenses related to tank insurance and compliance, and fees associated with emergency spill
response.
94803 Environmental Assessment and Clean-ug
This project has been established to provide funding for the assessment and remediation of contaminated
sites owned or acquired by the City. This project is intended to meet the current state requirements set forth
in Chapters 62-761, 62-770 and 62-777 of the Florida Administrative Code, requiring the City to meet
mandatory target clean-up levels. This requires mandatory target clean-up levels of sites where
contamination could affect a potable water supply or could pose a health or safety risk to the public. This
program also reduces the potential risk of off-site contamination to private property and the potential for
third party liability claims against the City.
201
CAPITAL IMPROVEMENT PROGRAM
MISCELLANEOUS (continued)
94814 Network Infrastructure and Server Renewal and Reolacement
This project will replace network hardware (switches and routers) and upgrade several enterprise system
servers on the City's computer network. The City's wide area network incorporates more than 69 55
different access locations throughout Clearwater. Much of the infrastructure equipment is aging and not
capable of handling the increased volumes of data as the City's computing systems grow. These upgrades
will improve performance and efficiency of the network and systems, and enable tiered management of
network traffic. The project will also fund the purchase of network and bandwidth management software,
a new fiber switch and new router blades. Beginning in FY '08, this project will 4 -nd began funding the
maintenance of the Police network and infrastructure maintenance.
94824 IT Disaster Recovery
This project will establish an off-site business operations center for mission critical systems necessary to
maintain City operations (i.e., Finance, Customer Service, Asset Management, GIS, payroll, etc.). The
project will include the purchase of backup equipment to store data and run systems from a remote
location, and establish necessary connectivity. In FY 2008/09, the project gill provided funding to outfit
backup data centers at General Services and Fire Station 48.
94827 Telecommunications Uoarades
This project will provide funding for the upgrade of telecommunications equipment including Nortel
switches, handsets and software. The additional funding in FY 2008/09 viii provided funding for ACID
(automated call distribution) capabilities, the purchase of new switches and the upgrade of the phone
systems at MSB, PD and General Services.
94828 Financial Systems Uearades
This project provides funding to keep the financial systems (PeopleSoff, Ross and Risk Management) up to
date, operating at optimum condition and to pay for upgrades as needed. This project encompasses
hardware, software and professional services. r
94829 CIS Upgrades'
This project provides funding for upgrades of the Customer Information System (CIS). This system supports
City utilities.
94839 Roadway & Traffic Asset Manaaement
This project provides funding for the automated asset management (AIM) system. This system will help
manage and maintain the existing and future infrastructure, but will also leverage other developing City
technology. When complete, the system will identify the most appropriate projects based on
comprehensive information. The system will also provide a workflow for maintenance that can reduce cost
by efficiency and preventative maintenance.
94857 Accela Permittina & Code Enforcement Uoarade
This project provides funding to keep the Tidemark System up to date, operating at optimum condition and
to pay for upgrades as needed. This project encompasses hardware, software and professional services.
948xx Library Technoloav
The funding for this project provides for the implementation of Radio Frequency Identification (RFID)
technology at all City of Clearwater branches. This technology allows libraries to perform many repetitive
tasks more efficiently. Stacks of books can be checked in and out with one movement. Patron self-
checkout allows the public to complete their transactions without staff assistance. With the more efficient
use of staff, the expanded branch facilities can be effectively run with no increase in staffing levels. The
system also provides the most effective security system currently available.
948xx St. Pete Times Property
The project provides for the possible purchase of the St. Petersburg Times property for the purpose of
consolidating other City facilities on this site as yet to be determined.
t
202 1
CAPITAL IMPROVEMENT PROGRAM
MISCELLANEOUS (continued)
ANNUAL OPERATING BUDGET IMPACT
Project PTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
87,480 174,960 262,440 262,440 262,440
Network Infrastructure & Server R & R (2) 0.0 177,400 -266,109 -266,189 266,189 -266,1 89 262,440
8,750 17,500 26,250 26,250 26,250
IT Disaster Recovery (2) 0.0 '--moo 36,480 eg 26,61 g 17,749 26,250
8,750 17,500 26,250 26,250 26,250
Telecomm Upgrades (2) 0.0 --26,6i9 -6,480 26,619 - 35,480 - 35,499 26,250
Total Miscellaneous 0.0 104,980 209,960 314,940 314,940 314,940 314,940
(2) Operating costs are for debt service to be funded by the Administrative Services Fund.
203
CAPITAL IMPROVEMENT PROGRAM
STORMWATER UTILITY I
This Stormwater Utility section includes projects that support the Stormwater Utility operations of the City. All-pFejeet
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
Efficient Responsive City Services
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96124
Storm Pipe System Stormwater 900,000 900,000 1,000,000 1,000,000 1,100,000 1,100,000 6,000,0001
Improvements rA-Q QA9,999 -x189,999 i, -i,QMGW ggp _
9
6168 600,000 491,910
Stormwater System Stormwater 600,000 228 ;9a 788680 700,000 --899,A99 800,000 3,191,910
Expansion Future Bond Issue 271,29 v 208,090 800,000 1,008,0901
96169 2,175,000 1,079,800 57,050
Stevenson Creek Stormwater -669, 8 63.920 X68 -3,959 563,530 3,875,380
Future Bond Issue 1,611101 1022490 490 2206030 1, i 81,648 2,146,95 1,936,470 8,299,620
100,000 2,500,000 1,320,200 2,442,950
96170 1,720,000 1,349,220
Coastal Basins Stormwater 578,998 - 455A,Aw '-?C -3&5;'0 3,069,220
Projects Future Bond Issue -463A,A90 I fiso 89g
2,850,780 a 2111Cap
1
000
000 1,994-,28i,
1
000
000 X998
1
000
000
1
000
000 6,850,780
,
, ,
, ,
, ,
,
961xx
TV Truck & Camera L/P-Strmwtr 300,000 300,000
961xx
Vaccon Sewer
UP-Strmwtr
300,000
300,000
Cleaner
961xx
Alligator Creek Stormwater 250,OD0 -4b9,99 268,978 8e6;7E8 250,000
Watershed Projects Future Bond Issue 2 220 Qw 2;11 02 - 4,694,29 :2 IgAAA 2,000,000 10,500,000
2,500,000 2,000,000 2,000,000 2,000,000
961xx
Allen's Creek
Stormwater
200,000
200,000
Watershed Mgt Plan
Total Stormwater 5,945,000 8,800,000 7,200,000 7,100,000 7,400,000 7,400,000 43,845,000
204
1
CAPITAL IMPROVEMENT PROGRAM
STORMWATER UTILITY (continued)
96124 Storm Pipe System Improvements
This project provides for repair and restoration of stormwater system components and for technical
evaluation of storm water problems. A significant portion of this project will be lining or replacement of
existing deteriorating pipe.
Comprehensive Plan Objective: (4k) (D.3.6) Continue to provide sound fiscal management of the
stormwater management systems to include maintenance, operation and construction in accordance
with the watershed management plans and concurrent with its implementation.
96168 Stormwater System Expansion replaces Storm System Expansion)
This project provides for reduction of structure, street and property flooding or improvements to water
quality through property acquisition and/or expansion of the existing stormwater system. Property
acquisition may be exercised where it is determined that flooding may be alleviated or area for water
quality treatment is provided.
Comprehensive Plan Objectives: (-144) (D.3.3) Lower high water profiles during storm events, as necessary,
to reduce house flooding occurrences and to lessen the resulting adverse effects on public health, the
natural environment, public and private property. (444) (D.3.4) Continue the implementation of the most
cost effective and efficient plan to reduce the occurrence of street flooding where safety issues and traffic
problems exist as prioritized and set forth in the Capital Improvement Element, and listed in the stormwater
management plans.
96169 Stevenson Creek Watershed Projects (replaces Stevenson Creek Implementation Projects)
This project provides for the implementation of water quantity and quality projects within the Stevenson
Creek watershed, including those identified in the Stevenson Creek Watershed Management Plan, to
abate structure and street flooding, improve water quality, add, upgrade or restore Stormwater
infrastructure and comply with mandated operation, maintenance and reporting requirements. F?4 2999199
Comprehensive Plan Objective: (44,2) (D.3.2) The City of Clearwater shall continue to develop watershed
management plans which should seek to identify, evaluate and implement the most cost effective and
cost efficient programs for Stormwater management, including Stormwater quantity and quality. These
plans should also address any projects included in the Pinellas county Stormwater Surface Water
Management Plan (SWMP) for the implementation of all Stormwater management, as well as
recommended funding sources.
96170 Coastal Basin Projects (replaces Coastal Basins Improvements)
This project provides for the implementation of water quantity and quality projects within the City's coastal
basins to abate structure and street flooding, improve water quality, add, upgrade or restore Stormwater
infrastructure and comply with mandated operation, maintenance and reporting requirements. €l? 2998F99
Comprehensive Plan Objectives: (444) (D.3.3) Lower high water profiles during storm events, as necessary,
to reduce house flooding occurrences and to lessen the resulting adverse effects on public health, the
natural environment, public and private property. (44.5) (D.3.5) Protect and enhance the GjwGa#ty quality
of receiving waters by the use of "Best Management Practices" in accordance with the adopted
watershed management plans.
961 xx TV Truck & Camera
This project provides funding for an additional TV truck with a camera. The equipment will record data and
monitor the City's 120-mile stormwater drainage system and facilitate the identification of old and
deteriorating pipe.
Comprehensive Plan Objective: (4") (D.3.6) Continue to provide sound fiscal management of the
stormwater management systems to include maintenance, operation and construction in accordance
with the watershed management plans and concurrent with its implementation.
961xx Vaccon Sewer Cleaner
This project provides funding for an additional Vaccon Sewer Cleaner to accommodate the required
increase maintenance of new pollution control boxes in the downtown and beach areas.
Comprehensive Plan Objective: (4") (D.3.6) Continue to provide sound fiscal management of the
stormwater management systems to include maintenance, operation and construction in accordance
with the watershed management plans and concurrent with its implementation.
205
CAPITAL IMPROVEMENT PROGRAM
STORMWATER UTILITY (continued)
961xx Alliaator Creek Watershed Projects (replaces Alligator Creek Implementation Projects-Phase II)
This project provides for the implementation of water quantity and quality projects within the Alligator
Creek watershed. Including those identified in the Alligator Creek Watershed Management Plan, to abate
structure and street flooding, improve water quality, add, upgrade or restore Stormwater infrastructure and
comply with mandated operation, maintenance and reporting requirements.
Comprehensive Plan Objective; (4942) (D.3.2) The City of Clearwater shall continue to develop watershed
management plans which should seek to identify, evaluate and implement the most cost effective and
cost efficient programs for stormwater management, including stormwater quantity and quality. These
plans should also address any projects included in the Pinellas County SterPAwa#ef Surface Water
Management Plan (SWOP) for the implementation of all stormwater management, as well as
recommended funding sources.
961 xx Allen's Creek Watershed Management Plan
This project provides for the preparation of a watershed management plan for Allen's Creek. Due to the
configuration of the watershed, the project will be completed in cooperation with Pinellas County and the
City of Largo.
Comprehensive Plan Objective: (39.2) (D.3.2) The City of Clearwater shall continue to develop watershed
management plans which should seek to identify, evaluate and implement the most cost effective and
cost efficient programs for Stormwater management, including stormwater quantity and quality. These
plans should also address any projects included in the Pinellas County Stormwater Surface Water
Management Plan (SMW) for the implementation of all stormwater management, as well as
recommended funding sources.
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
83,004 117,798 120,478 123,188
TV Truck & Camera (2),(3),(6) 1.0 -118,650 11211,190 -23,850 - 106,580 126,058
58,724 92,298 93,688 95,148 96,628
Vaccon Sewer Cleaner (2),(6) 0.0 -94,370 96,690 97,080 98,540 --100,020 65,984
Total Stormwater Utility 1.0 58,724 175,302 211,486 215,626 219,816 192,042 .
(2) operating costs are for debt service to be funded by the Stormwater Utility Fund.
(3) operating costs are for personal services.
(6) operating costs are for Fleet Maintenance.
t
206 1
CAPITAL IMPROVEMENT PROGRAM
GAS SYSTEM
The Gas System section includes projects that support the Gas System operation for the City. The majority of these
projects are maintenance projects to maintain the system. Also, included in this section are al so several projects for
the continued expansion of the system. Al projects are funded by the Gas Fund.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of the
City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Responsive City Services
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96358
E
i
R
di
G
ti 150
000 650
000
nv
ronmental
eme
a
on
as , ,
100,000 100,000 100,000 100,000 100,000
96365
998 2*688
288 E58 250
000 750
000
Line Relocation Pinellas-Maint Gas 26&999 ,
26&E)99 ; , ,
100,000 100,000 100,000 100,000 100,000
96367
Gas Meter Change Out-Pinellas Gas 210= 2109W 210= '-,w 210,000 710,000
100,000
96374 100,000 100,000 100,000 100,000
n Pinellas-Ca
Li
e Relocati
Gas 300
000 800
000
n
o
p , ,
100,000 100,000 100,000 100,000 100,000
96376
Line Relocation Pasco-Maint Gas 100,000 100,000 100,000 100,000 100,000 100,000 600,000
96377
Pi
ll
N
M
i
Li
& S
G
1
29QW9 309
394999 1
999
1
24QQQG 1 2
000
000 17
000
000
ne
ns
vc
nes
as
as
ew
a
, ,
,
,
, ' ,
, ,
,
3,000,000 3,000,000 3,000,000 3,000,000 3,000,000
96378
P
N
M
i
& S
Li
G
8
299
999 39&QW 3
9W 3
a
699 2
500
000 11
200
000
vc
asco
ew
a
ns
nes
as
,
; , ,
,
,
, ,
, ,
,
1,500,000 1,800,000 1,800,000 1,800,000 1,800,000
96379
t
210
000
G
M
Ch
O
t
P
G 2i&9W 2i n
low
2i 9
9@9 21 210
000 1
220
000
,
as
e
er
ange
u
-
asco
as -
-
; , ,
,
200,000 200,000 200,000 200,000
96381
Line Relocation Pasco-Cap Gas 300,000 • 300,000 300,000 900,000
96384
B
ildi
R
126
990
ti
G W9 i2§
QW
-126
908-126 -1
-6
090 125
000 625
000
u
ng
enova
on
,
as ,
;
1 ,
,
- , ,
100,000 100,000 100,000 100,000 100,000
96385
Gas Main Extensions Gen Fd 200,000 200,000 400,000
Total Gas System 5,310,000 5,600,000 5,800,000 6,100,000 5,900,000 6,145,000 34,855,000
207
CAPITAL IMPROVEMENT PROGRAM
GAS SYSTEM (continued)
96358 Environmental Remediation
This project will provide funding for cleaning up the old gas plant site as may be required by the Florida
Department of Environmental Protection. The site is located between Jones Street on the south, Maple
Street on the north, Myrtle Avenue on the east, and Railroad Avenue on the west. The Florida Department
of Environmental Protection will be providing us, at some future date, their requirements for the remediation
on the property. Other environmental locations requiring remediation will also be funded from this project,
as the requirement is determined. Funding for this will be recovered through the Environmental Imposition
Adjustment clause in the Gas System rates.
96365 Line Relocation Pinellas - Maintenance
This is a continuing project to fund the removal of abandoned gas lines as required by the State
Department of Transportation.
96367 Gas Meter Chan e Out - Pinellas
To provide funding for continually maintaining accurate gas meters in Pinellas County to maximize gas
revenues.
96374 Line Relocation Pinellas - Capitalized
This is a continuing project to relocate gas mains for road construction and upgrades to the mains. This
portion of the project involves work that adds to the value of the gas system and is therefore capitalized.
96376 Line Relocation Pasco - Maintenance
This is a continuing project to fund the removal of abandoned gas lines as required by the State
Department of Transportation.
96377 Pinellas New Mains and Service Lines
This project will provide for extension of gas mains and services as well as new mains and services within
Pinellas County. It will fund related activities such as capital replacement of obsolete cast iron, steel,
galvanized mains, and liquid propane service. This project will also provide funding match for federal gas
monies under the potential economic stimulus program.
96378 Pasco New Mains and Service Lines
This project will provide for extension of gas mains and services as well as new mains and services within
Pasco County. It will fund related activities such as capital replacement of obsolete cast iron and
galvanized mains, liquid propane service.
96379 Gas Meter Chanae Out - Pasco
To provide funding for continually maintaining accurate gas meters to maximize gas revenues. Funding of
this project will come from available gas system revenues.
96381 Line Relocation Pasco - Capitalized
This is a continuing project to relocate gas main for road construction and upgrades to the mains. This
portion of the project involves work that adds to the value of the Gas System and is therefore capitalized.
Funding for this project will come from available gas system revenues.
96384 Buildina Renovation
This project provides funding to purchase property in Pasco County as well as to renovate the building at
Myrtle Avenue to include the Sales Office and Showroom. This capital project will save the rental costs of
the current Sales office. Operating costs will be reduced by rental expense; all other operating costs will be
offset from one location to the other. Funding for this project will come from available gas system revenues.
96385 Gas Main Extensions
This project provides funding for the extension of natural gas mains in existing residential communities within
the City of Clearwater. These extensions are funded by the General Fund and do not meet feasibility under
the Gas System seven-year payback formula.
298
CAPITAL IMPROVEMENT PROGRAM
SOLID WASTE
The Solid Waste section includes projects that support the Solid Waste operations of the City. Included in this
section are projects for facility maintenance and major repairs, vehicle and container replacements, as well as the
implementation of a commercial weight based system. All projects are funded by either Solid Waste revenue or
through Lease Purchase contracts paid by the Solid Waste Fund.
t
t
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priorities:
4- A Safe Clean Green Environment
? Safe Comfortable Walkable Neighborhoods
Projects in this section also support the "Clearwater Provides the Infrastructure to Support All its Attributes" element
of the City Council's Vision and the following related priorities:
Well Maintained Infrastructure
? Efficient Responsive City Services
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 TOTAL
96426
Facility R&R
96442
Vehicle Replacements
1
1
'F
96443
Residential Container
Acquistion
96444
Comm Container Acquistion
Solid Waste 55,000 55,000 100,000 105,000 106,000 421,000
L/P-Sol Wst 170,000 180,000 190,000 190,000 190,000 200,000 1,120,000
Solid Waste 110,000 110,000 110,000 141,000 150,000 150,000 771,000
Solid Waste 240,000 250,000 250,000 282000 290,000 290,000 1,602,000
964xx
Comm Weight Based Mgmt Sys L/P-Sol Wst -I EQ 150,000
150,000
Total Solid Waste 520,000 595,000 755,000 713,000 735,000 746,000 4,064,000
96426 Facility R&R
This project provides for the repair or modification of site and land improvements, buildings, machinery and
equipment at the two (2) Solid Waste facilities. Major emphasis on maintenance and extending useful lives
of fixed assets is required to ensure minimum downtime. The Transfer Station requires replacement of
necessary components to maintain and upgrade the original equipment installed in 1971. The current
available balance in the project will provide funding for this project for the next several years.
Comprehensive Plan Objective: (444) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
96442 Vehicle Replacements
This project provides for the replacement of Solid Waste maintenance and operating expense (M&O)
owned vehicles, and other motorized equipment on an on-going basis. Planned for FY 2098/09 2009/2010 is
the replacement of one roll-off vehicle .
Comprehensive Plan Objective: (443) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
1 209
CAPITAL IMPROVEMENT PROGRAM
SOLID WASTE (continued)
96443 Residential Container Acquisition
This project includes the replacement of approximately 5-10% of the 26,800 automated containers in the
field, and the acquisition of new 90-gallon automated containers to meet the anticipated less than 1%
annual growth of residential customers. Experience indicates that 2,700 containers will be required
annually, at a current cost of approximately $59 $66 each. Also included In this project is the cost of
replacement parts, when automated containers can be repaired.
Comprehensive Plan Objective: (444) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
96444 Commercial Container Acauisition
This is an on-going project for the purchase and replacement of roll-off containers, compactors and
dumpsters for approximately 3,200 commercial accounts. This project includes the replacement of
containers damaged or deteriorated during their normal useful life of five (5) years; and the acquisition of
additional compactors, roll-offs and dumpsters to meet system growth.
Co l2rehensive Plan Objective: (444) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
964xx Commercial Weight Based Manaaement System
This project provides for the development and implementation of a commercial solid waste system that
more equitably charges the commercial customers for the appropriate cost of disposal. Currently, rates for
commercial containers (dumpsters) are based on cubic yard capacity while disposal charges are based
on weight. With technology being developed and tested now, commercial customers would be charged
for their disposal cost based on the actual weight of their refuse when implemented in FY 2999ii 9 2011/12.
Comprehensive Plan Objective: (444) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
ANNUAL OPERATING BUDGET IMPACT
Project FiE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
18,277 55,906 95,686 136,542 177,396
Vehicle Replacements (2) _ : o 1122 154,929 196 248 293,478 201,048
16,127 32,254 32,253
Comm Weight Based Mgmt Sys (2) 32 37 8 3,74 - 44 A 33, i 9 3314 A 32,254
Total Solid Waste 0.0 18,277 55,906 111,813 168,796 209,649 233,302
(2) operating costs are for debt service to be funded by the Solid Waste Fund.
210
CAPITAL IMPROVEMENT PROGRAM
UTILITIES MISCELLANEOUS
The Utilities Miscellaneous section includes Utilities projects that support more than one utilities operation. These
projects are typically funded by one or more of the utilities operations depending on which operation the project
supports.
The projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element
of the City Council's Vision and the following related priority,
? Well Maintained Infrastructure
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96516 1,000 1,000
City-Wide Aerial Water --6,909- -6,000 2,000
Photography 1,000 1,000
Sewer 61898- - A Wo 2,000
2,000 2,000
Stormwater -b,000 4,000
96523
Public Utilities Adm Utility R&R 26,000 26,000 26,000 26,000 26,000 26,000 156,000
Building R&R
Total PWA/Utilities Miscellaneous 26,000 30,000 26,000 26,000 30,000 26,000 164,000
1
96516 City Wide Aerial Photography
The Public Works Department maintains a 100% scale atlas of aerial photography, which is updated on the
desirable schedule of every four (4) years. The aerial atlas is widely used by the public and many divisions of
the City for information and planning. The Engineering Division uses the aerials in conjunction with
permitting, construction drawings, and as an important source of historical information. The aerial atlas
presently in use was flown in December 2007.
96523 Public Utilities Administration Buildina R&R
This project provides funding for the building and equipment upgrades for the Public Utilities Complex to
include the Public Utilities Administration Building, Motor Shop, Meter Shop and Supervisors Building.
211
CAPITAL IMPROVEMENT PROGRAM
SEWER SYSTEM
The Sewer System section includes projects that support the Sewer System operations for the City. Al projects,
except the projects funded with Lease Purchase, are included either in the current Rate Study or a future Rate
Study.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of
the City Council's Vision and the following related priorities:
? Well Maintained Infrastructure
? Efficient Responsive City Services
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96202
WWTP Screw Pump
Replacement
%203
SCBA Equipment
96615
Odor Control
96619
WWTP Generator
Replacement
96630
Sanitary Sewer
Extensions
Utility R&R 302,950
157,390 255,900
716,240
42,540
222,460
200,000 1,200,000
443,180 2,943,180
56,820 56,820
200,000 228,630
2,185,080
442,740 442,740
178,660
61,230 188,730
96634
Sanitary Utility
Relocation
96645
Laboratory Upgrade
and R&R
L/P - W & S 42,540
Utility R&R 72,520 149,940
Future Bond Issue 1,000,000
Sewer Impact 500,000 500,000 500,000 500,000 500,000
Sewer
Sewer 28,630
Utility R&R 463,710 750,000 250,000 221,370 500,000
Future Bond Issue
Utility R&R 57,960 59,700 61,000
Sewer 62800 64,700
continued on next page
212
CAPITAL IMPROVEMENT PROGRAM
SEWER SYSTEM (continued)
Project Fundng 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96654
Facilities Upgrade & mead Issue -
Improvernent Future Bond Issue 622000 500,000 31,720 738,240 1,891,960
Sewer 24,070 645,750 669,820
Utility R&R 995,430 475,930 396,280 1,867,640
96664
Water Pollution
Control R&R Future Bond Issue 1,176,030 1,113,230 1,912,460 857,310 48Q000 1,107,810 6,646,840
96665
Sanitary Collect & Ahead Issue -
Transrnission R&R Future Bond Issue 2868,600 3,765,000 5,429,800 4,271,800 3,663,700 3,999,780 23,998,680
96666
MOP East Bypass & PA'09 Read 4ssee -
NE Pump Future Bond Issue 1,548,400 40400 1,588,400
96670
Pol lutant Storage Utility R&R 7,880 8,120 8,300 24,300
Tank R&R - VVPC Sewer 8,550 8,810 17,360
96686
Pump Station W Q-Q Read Issue -
Replacernent Future Bond Issue 1,11Q000 2228,000 2,794,000 645,000 1,465,000 1,648,400 9,890,400
966xx
NE VW TP Rwrr d Future Bond Issue 2157,370 10,497,320 12654,690
Dryers
966xx
VWVIP UV Disinfect Future Bond Issue 1,823,260 6,221,880 8,045,140
Told Sewer 9,772,590 9,073,990 12,108,380 7,351,360 11,776,590 25,617,400 75,700,310
96202 WWTP Screw Pump Replacements
This project provides funding for modifications and improvements to the existing Archimedes Screw Pump
facilities at the Marshall Street WWTP in FY
2009/10 and the East WWTP in FY 2011/12 and FY 2012/13, Work includes adding submersible pump
capabilities to the internal recycle process at all three plants.
Comprehensive Plan Objective: () (D.1.2) The City shall continue to produce advanced wastewater
treatment (AWT) Improvements at all water pollution control facilities in accordance with Florida
Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
213
CAPITAL IMPROVEMENT PROGRAM
SEWER SYSTEM (continued)
96203 SCBA Eauioment
This project provides for the purchase of Self Contained Breathing Apparatus (SCBA) Equipment that is
required Personal Protection Equipment (OSHA 1910.134 (a)) for employees that enter an area that may be
an immediate danger to life and health, oxygen deficient, or has a contaminated atmosphere.
96615 Odor Control
This project provides funding for the enclosure of channels/tanks to minimize air volumes for treatment.
Comprehensive Plan Obiective: 0424 (4-74) (D.1.2) The City shall continue to produce AGcomglish
advanced wastewater treatment (AWT) improvements at all water pollution control facilities in accordance
with Florida Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency
(E.P.A.) requirements.
96619 WWTP Generator Replacements
This project provides funding for the replacement of the back up generators (two (2) per year) at the East,
Marshall Street and Northeast WWTP's.
Comprehensive Plan Objective: (4;Q (D.1.2) The City shall continue to produce Accomplish advanced
wastewater treatment (AW1) improvements at all water pollution control facilities in accordance with
Florida Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
96630 Sanitary Sewer Extensions
This project provides new sanitary sewer service to residents within the City of Clearwater service area.
Comprehensive Plan Objective: (41-7-4) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
96634 Sanitary Utility Relocation
The project provides funding for the relocation of sanitary sewer infrastructure to accommodate roadway
improvements by Florida DOT, Pinellas County, and the City of Clearwater. Projects include: US 19 (Whitney
to Seville), US 19 (Sunset Point to Countryside Blvd), US 19 (Seville to SR 60), Sunset Point Road (US 19A to
Keene), McMullen Booth at Drew Street, Nursery Road (Belcher to US 19), Belleair Road at Keene Road,
Progress Energy Trail, Pinellas Trail, Druid Trail, SR 60/Memorial Causeway (east of Island Way to Ft. Harrison),
Beach Walk, Osceola Streetscape and Pinellas County railroad crossing improvements at Hercules Avenue
and Belleair Road.
Comprehensive Plan Objective: (4-7-4) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
96645 Laboratory Upgrade and R&R
The project provides for the repair, replacement and upgrade of the existing laboratory instrumentation to
meet state and federal testing requirements for wastewater, bio-solids; reclaimed water, and
environmental monitoring, stormwater treatment and potable water.
Comprehensive Plan Objective: (4-7-4) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
96654 Facilities Upgrade and Improvement
The project provides funding for future improvements and upgrades at the City's three (3) AWT plants and
bio-solids facility.
Comprehensive Plan Objective: (44-?2) (D.1.2) The City shall continue to produce advanced wastewater
treatment (AWT) improvements at all water pollution control facilities in accordance with Florida
Department of Environmental Protection (DEP) and . U.S. Environmental Protection Agency (E.P.A.)
requirements.
96664 Water Pollution Control R&R
The project provides for the design, repair, rehabilitation, and replacement of Water Pollution Control Plant
and bio-solids facility items such as sludge chains, pumps, motors, associated plumbing, instruments, and
minor facility repair to return or maintain the Water Pollution Control facilities to or at designed capability.
Comprehensive Plan Objective: (474) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
214
CAPITAL IMPROVEMENT PROGRAM
SEWER SYSTEM (continued)
96665 Sanitary Collect and Transmission R&R
The project provides general system wide condition inspections, rehabilitation and new appurtenances.
Comprehensive Plan Objective: (11-74) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
96666 WWTP East Bypass and Northeast Puma
This project provides funding for modifications for East WWTP Anoxic Tank Bypass System for FY 2009/10,
and RAS Pump Station improvements and upgrading of the second anoxic flow split at Northeast in FY
2013/14.
Comprehensive Plan Objective: (4;Q (D.1.2) The City shall continue to produce Accomplish advanced
wastewater treatment (AWT) improvements at all water pollution control facilities in accordance with
Florida Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
96670 Pollutant Storage Tank R&R - WPC
This project provides for the systematic replacement of below ground tanks and maintenance of new
above ground tanks at all pollution control plants.
Comprehensive Plan Objective: (4-74) (D.1.1) To maintain adequate Levels of Service for existing and
future populations through the year 2020.
96686 Pump Station Replacement
This project provides funding to inspect, rehabilitate or replace existing pump stations systems, their related
force mains and telemetry systems to adhere to current industry and regulatory requirements.
Comprehensive Plan Objective: (4;-,2) (D.1.2) The City shall continue to produce advanced wastewater
treatment (AWT) improvements at all water pollution control facilities in accordance with Florida
Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
966xx NE WWTP Thermal Dryers
This project provides for the installation of bio-solids dryers for the disposal of dried bio-solids to meet FDEP
and EPA class A regulations.
Comprehensive Plan Objective: (4;-,2) (D.1.2) The City shall continue to produce advanced wastewater
treatment (AWT) improvements at all water pollution control facilities in accordance with Florida
Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
966xx WWTP UV Disinfection
This project provides funding for the installation of UV disinfection systems at all three (3) plants, including
lamp systems and electrical modifications.
Comprehensive Plan Objective: (4;-,2) (D.1.2) The City shall continue to produce advanced wastewater
treatment (AWT) improvements at all water pollution control facilities in accordance with Florida
Department of Environmental Protection (DEP) and U.S. Environmental Protection Agency (E.P.A.)
requirements.
!1
1 215
CAPITAL IMPROVEMENT PROGRAM
SEWER SYSTEM (continued)
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
SCBA Equipment (2)
0.0 15,359 15,359 15,359
Total Sewer System 0.0 15,359 15,359 15,359 - - -
(2) Operating costs are for debt service to be funded by the Water & Sewer Fund.
216
CAPITAL IMPROVEMENT PROGRAM
WATER SYSTEM
The Water System section includes projects that support the Water System operations for the City. Al projects,
except the projects funded with Lease Purchase, are included either in the current Rate Study or a future Rate
Study.
Projects in this section support the "Clearwater Provides the Infrastructure to Support all its Attributes" element of
the City Council's Vision and the following related priorities;
? Well Maintained Infrastructure
? Efficient Responsive City Services
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96721
System R&R -Maint Utility R&R 25,000 25,000 25,000 75,000
Water 25,000 25,000 25,000 75,000
96739
Reclaimed Water -
Distribution System Sewer Revenue 985,670 985,670
Future Bond Issue 2,921,470 1,649,150 81,020 3,189,390 6,000,000 3,271,260 17,112,290
Utility R & R 368,980 1,160,610 1,529,590
96740
Water Supply & Utility R&R 300,000 325,000 325,750 376,530 378,820 378,820 2,084,920
Treatment
96741
System R&R - Utility R&R 850,000 239,300 250,000 250,000 850,000 850,000 3,289,300
Capitalized
96742
Line Relocation - Utility R&R 234,340 954,570 250,000 250,000 1,000,000 2,688,910
Capitalized Future Bond Issue 165,660 1,145,430 800,000 2,111,090
96743
Meter/Backflow Rep] Utility R&R 650,000 650,000 650,000
/Change Out Future Bond Issue
96744
System Expansion Water Impact 250,000 250,000 250,000
Water
continued on next page
650,000 650,000 650,000 3,900,000
142,710 142,710
119,210 81,910 82,230 1,033,350
130,790 168,090 167,770 466,650
217
CAPITAL IMPROVEMENT PROGRAM
WATER SYSTEM (continued)
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96752
Water Service Lines -
Future Bond Issue 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
96757
Water Pick-up Trucks L/P-Water 34,770 34,770
96758
Fluoride in Water Sys Future Bond Issue 1,307,590 1,307,590
Water 200,000 200,000
96769
P4,09 RnAd Iss. .9
96764
Reverse Osmosis IN Do RQPd Irrue -
D pansion - Res # 1 Future Bond Issue 2236,250 4,987,000 7,223,250
96767
Reverse Osmosis RV 1QQ -Rand 'Mua -
@ Reservoir#2 Future Bond Issue 1,516,830 1,117,230 15,178,160 7,852040 25,664,260
Water Revenue 3,571,770 3,571,770
96768
Rebate-Well, Lake, Water 50,000 50,000 50,000 150,000
Pond Irig Abd Utility R&R 50,000 50,000 50,000 150,000
967-79
wydrG Step 5?
967xx
RO Pick-up Trucks L/P-Water 40,000 40,000
Total Water System 9,699,550 12,913,120 17,928,910 18,125,340 11,251,410 6,917,790 76,836,120
Total Sewer 9,772,590 9,073,990 12,108,380 7,351,360 11,776,590 25,617,400 75,700,310
96721 System R&R - Maintenance
This is an on-going program relating to maintenance, repair or replacement of water mains, service lines,
valves, fire hydrants, miscellaneous equi pment, and damaged facilities. Work involves maintenance, repair
and replacement of facilities that do not involve upgrading.
Comprehensive Plan Objective; (24-4) (D.5.3) Continue to maintain the water system in a safe, sound and
efficient manner on a daily basis.
218
I CAPITAL IMPROVEMENT PROGRAM
j WATER SYSTEM (continued)
96739 Reclaimed Water Distribution System
This project provides for the continued expansion of the City's Reclaimed Water System based on the
Reclaimed Water Master Plan.
Comprehensive Plan Objective: (24,2) (D.5.2) To provide adequate quantity and quality of water service to
all customers in the Clearwater service area. Current service level (July 2007) is 40,390 customer accounts
(potable, reclaimed and fire). (D.5.5) Continue to develop a potable water system *Q he that
is compatible with the environment; and else seeks to conserve and protect sensitive natural resources.
96740 Water Supply and Treatment
This project provides funding for maintenance, replacement, and upgrade of supply facilities.
Comprehensive Plan Objective: (24-,2) (D.5.2) To provide adequate quantity and quality of water service to
all customers in the Clearwater service area. Current service level (July 2007) is 40,390 customer accounts
(potable, reclaimed and fire). (D.5.5) Continue to develop a potable water system to be that
is compatible with the environment; and else seeks to conserve and protect sensitive natural resources.
96741 System R&R - Capitalized
This project involves the repair and replacement of water mains, service lines, valves, fire hydrants, and
facilities equipment, etc. that are upgraded during the repair/replacement process. Funding for
capitalized labor, equipment and material for in-house work is included.
Comprehensive Plan Objective: (24,3) (D.5.3) Continue to maintain the water system in a safe, sound and
efficient manner on a daily basis.
96742 Line Relocation - Capitalized
This is an on-going project to relocate water mains and related facilities conflicting with public works
projects of various governmental entities and which are upgraded during relocation. Funding for
capitalized labor, equipment and material for in-house work is included. Planned work includes US 19
(Sunset to Countryside), US 19 (Whitney to Seville), US 19 (Seville to SR 60), US 19 @ SR 60 Sunset Point (Alt US
19A to Keene), McMullen Booth at Drew Street, Nursery Road (Belcher to US 19), Belleair Road at Keene
Road, Progress Energy Trail, Pinellas Trail, Druid Trail, SR 60/Memorial Causeway (east of Island Way to Ft.
Harrison), Beach Walk, Osceola Streetscape and Pinellas County railroad crossing improvements at
Hercules Avenue and Belleair Road.
Comprehensive Plan Objective: 49A) (24A) (D.5.4) Continue to Provide sound fiscal management for the
operation and maintenance for of potable water service in the City's service area.
96743 Meter/Back-flow Replacement/Change Out
This is an on-going project to repair/replace water meters, backflow prevention devices, and accessories
to assure accurate flow measurement, maximum revenues, and proper operation.
Comprehensive Plan Objective: (24-4) (D.5.3) Continue to maintain the water system in a safe, sound and
efficient manner on a daily basis.
96744 System Expansion
This project provides funding and capitalizes Water Division labor, equipment and material expenses
relating to additions to Clearwater's distribution system, including new meters, backflow prevention
devices, main extensions, etc. Location of work areas is determined by customer demand.
Comprehensive Plan Objective: (244) (D.5.1) To maintain adequate Levels of Service for existing and
future populations through the year 2018.
96752 Water Service Lines
This project is to upgrade the City's existing galvanized water service lines that are in poor condition.
Comprehensive Plan Objective: (24-4) (D.5.1) To maintain adequate Levels of Service for existing and
future populations through the year 2018.
96757 Water Pick up Trucks
This project provides funding for the purchase of two (2) additional 1-ton pick up trucks. The vehicles will be
used to perform required annual inspections of the Reclaimed Water System as contained in the
Reclaimed Water Master Plan in years 2006-2012.
219
CAPITAL IMPROVEMENT PROGRAM
WATER SYSTEM (continued)
96758 Fluoride In Water System
This project provides funding for the City of Clearwater treatment ad distribution system to be modified to
include fluoride injection at each of the City's reservoirs.
Comprehensive Plan Objective: (24,3) (D.5.3) Continue to maintain the water system in a safe, sound and
efficient manner on a daily basis.
96760 Fl;;, Qta -1 Wnt-- T --- I I r.lJ
R*InI ie $Q
mr.in4rin *he- V.,rv+°r e„e+em
QQPAQrQht4AAl%AQ DI^n Q (;CA, !y@i (21
3) GQ
-
_
,
96764 Reverse Osmosis Plant Expansion - Reservoir # 1
This project provides funding for the expansion of the City's existing RO Plant potentially adding one (1)
MGD in water production. This includes wells, raw water piping and plant equipment.
Comprehensive Plan Objective: (24,2) (D.5.2) To provide adequate quantity and quality of water services
to all customers in the Clearwater service area. Current service level (July 2007) Is 40,390 customer
accounts (potable, reclaimed and fire).
96767 Reverse Osmosis Plant at Reservoir # 2
This project provides funding for brackish wells, raw water pipelines, 3.5 MGD brackish RO Plan with brine
disposal to injection well. Additional operating costs for this project will not begin until 2014.
Comprehensive Plan Objective: (244) (D.5.2) To provide adequate quantity and quality of water services
to all customers in the Clearwater service area. Current service level (July 2007) is 40,390 customer
accounts (potable, reclaimed and fire).
96768 Rebate-Well. Lake. Pond Irrigation Abandonment
This project provides funding for the Well, Lake, Pond Irrigation Abandonment program that was approved
by the City Council May 3, 2007. This program provides a homeowner a rebate If they are willing to
properly abandon a private well, lake or pond irrigation system, when establishing reclaimed water service
at their residence.
Comprehensive Plan Objective: (244) (D.5.2) To provide adequate quantity and quality of water services
to all customers In the Clearwater service area. Current service level (July 2007) is 40,390 customer
accounts (potable, reclaimed and fire). (D.5.5) Continue to develop a potable f49F *he-Gliy's water system
#e -be that is compatible with the environment; and else seeks to conserve and protect sensitive natural
resources.
9677 9 #ysl
967xx RO Plant Pick-up Trucks
This project provides funding for two (2) additional 1/2 ton pick-up trucks to be used by the additional
personnel to investigate plant arms (operational and chemical) at other Water Treatment Plants and to
collect water samples as needed.
1
220
i
CAPITAL IMPROVEMENT PROGRAM
WATER SYSTEM (continued)
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Reclaimed Water Distribution
System (3),(4),(8)
Water Pick up Trucks (2),(6)
Elevated Water Tanks Upgrade (1), (4)
Reverse Osmosis Plant Expansion -
Reservoir # 1 (1),(4),(8)
Reverse Osmosis Plant @
Reservior # 2 (1), (3),(4), (8)
RO Pick-up Trucks (2),(6)
2.0 59,500 62,800 66,100 69,500 73,100 76,700
0.0 9,270 9,270 18,760 18,760 9,490 9,490
0.0 37,040 38,890 40,840 42,880 45,020 47,280
0.0 498,400 523,820 550,520 578,620
8.0 2299,870 2,368,870
0.0 12690 13,070
A.8 96 -7.969 -71969 ,969
Total Water System 10.0 105,810 110,960 624,100 654,960 2,990,690 3,094,030
(1) Operating costs are for maintenance.
(2) Operating costs are for debt service to be funded by the Water & Sewer Fund.
(3) Operating costs are for personal services.
(4) Operating costs are for utilities.
(6) Operating costs are for Fleet Maintenance.
(8) Operating costs are for chemcials and/or other operating supplies.
221
CAPITAL IMPROVEMENT PROGRAM
RECYCLING i
The Recycling section includes projects that support the Recycling operations of the City. Included In this section
are projects for the replacement of equipment and containers as well as the promotion of recycling participation.
All projects are funded by either Recycling Fund revenue or through Lease Purchase contracts with the debt paid
by the Recycling Fund.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision
and the following related priorities:
•S A Safe Clean Green Environment
4- Safe Comfortable Walkable Neighborhoods
Project Funding 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
96804
Recycling Container Recycling 49,000 50,000 50,000 149,000
Acquistion
96805
Recycling Expansion R&R Recycling 47,000 50,000 50,000 147,000
& Participation Programs
96806
Recycling Equipment L/P-Recycling 220,000 290,000 290,000 290,000 300,000 310,000 1,700,000
Replacement
Total Recycling 220,000 290,000 290,000 386,000 400,000 410,000 1,996,000
96804 Recvclina Container Acauisition
This project provides for the purchase and replacement of recycling bins, carts/containers and dumpsters
for the City's three Recycling Programs - Residential, Multi-Family and Commercial. The current available
balance in the project will provide funding for this project through FY 2011/12. Then new funding will once
again be required.
96805 Recyclin , Expansion. R&R and Participation Pro rq ams
This project promotes participation in recycling and sustains processing and marketing as well as, the
profitability of the three recycling programs.
In FY 2009/10, funding will provide for shelter maintenance and in FY 2010/11, funding
will provide for partial resurfacing of the processing floor in the Processing Center. In FY 2011/12, funding will
provide for the final resurfacing of the processing center floor. The current available balance in the project
will provide funding for this project through FY 2011/12. In FY 2012/13, funding for the replacement of the
magnetic separator conveyor and security system addition will be provided. In FY 2013/14, funding will
provide for replacement of the surveillance system and modification or replacement of the Global
Positioning System (GPS). In FY 2014/15, funding will be used to upgrade drainage improvements at the
Processing Center.
Comprehensive Plan Objective: (4&3) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
222 1
CAPITAL IMPROVEMENT PROGRAM
RECYCLING (continued)
96806 Recyclinq_E ui ment Replacement
This project provides a reserve for the replacement of M & O automotive equipment for all three recycling
programs, on an on-going basis.
S*eF!in@ Poll- off Tri,ak. The current available balance in the project will fund projects. Planned for FY 2009/
10 is the replacement of one multi-family collection vehicle and one curbside residential collection
vehicle.
Comprehensive Plan Objective; (44.4) (D.2.3) Continue to provide sound fiscal management for solid
waste collection, transport, disposal and recycling as it develops through State legislation.
ANNUAL OPERATING BUDGET IMPACT
Project FTE's 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15
Recycling Equipment Replacement m 84,050 148,190 212330 276,470 307,430 344,210
Total Recycling 0.0 84,050 148,190 212,330 276,470 307,430 344,210
(2) Operating costs are for debt service to be funded by the Recycling Fund.
223
TOTAL BY CATEGORY
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 q
Police Protection 150,000 150,000
Fire Protection 678,490 1,153,400 1,089,490 2,515,270 4,244,860 1,555,400 11,236,910
New Street Construction 2,500,000 2,500,000
Major Street Maintenance 4,145,670 3,997,430 4,557,430 4,607,430 4,607,430 4,532,430 26,447,820
Sidewalk and Bike Trails 472,000 472,000
Intersections 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
Parking 250,000 225,000 200,000 200,000 225,000 225,000 1,325,000
Miscellaneous Engineering 35,000 8,035,000 35,000 35,000 35,000 35,000 8,210,000
Parks Development 5,837,500 4,622,500 907,500 1,147,500 9,967,500 982,500 23,465,000
Marine Facilities 4,315,000 275,000 413,000 413,000 413,000 413,000 6,242,000
Airpark Facilities 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Libraries 635,310 635,310 10,635,310 639,740 665,310 685,270 13,896,250
Garage 2,716,700 2,798,200 2,882,150 2,968,610 3,057,670 3,149,410 17,572,740
Maintenance of Buildings 277,930 299,800 1,108,650 420,560 452,530 379,560 2,939,030
Gen Public City Bldg & Equip 950,000 7,000,000 7,950,000
Miscellaneous 640,000 640,000 620,000 5,420,000 645,000 645,000 8,610,000
StormwaterUtility 5,945,000 8,800,000 7,200,000 7,100,000 7,400,000 7,400,000 43,845,000
Gas System 5,310,000 5,600,000 5,800,000 6,100,000 5,900,000 6,145,000 34,855,000
Solid Waste 520,000 595,000 755,000 713,000 735,000 746,000 4,064,000
Utilities Miscellaneous 26,000 30,000 26,000 26,000 30,000 26,000 164,000
Sewer System 9,772,590 9,073,990 12,108,380. 7,351,360 11,776,590 25,617,400 75,700,310
Water System 9,699,550 12,913,120 17,928,910 18,125,340 11,251,410 6,917,790 76,836,120
Recycling 220,000 290,000 290,000 386,000 400,000 410,000 1,996,000
TOTAL 52,569,740 60,428,750 67,001,820 61,113,810 62,251,300 67,781,760 371,147,180
225
SUMMARY OF GENERAL FUND REVENUE
Program 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
Fire Protection 228,490 234,900 297,490 423,290 255,290 262,500 1,701,960
Miscellaneous Engineering 35,000 35,000 35,000 35,000 35,000 35,000 210,000
Park Development 807,500 842,500 877,500 917,500 937,500 947,500 5,330,000
Marine Facilities 115,000 115,000 115,000 115,000 115,000 115,000 690,000
Libraries 635,310 635,310 635,310 639,740 665,310 685,270 3,896,250
Maintenance of Buildings 215,000 241,800 373,650 380,560 402530 379,560 1,993,100
Miscellaneous 70,000 70,000 70,000 70,000 70,000 70,000 420,000
Gas System 200,000 200,000 400,000
Total Genera and 2,106,300 ,174,51 2,603,950 2,781,090 2,480,630 2,494,830 14,641,310
FIRE PROTECTION: 1221 - EMS Capital Equipment 15,000
1259 - Radio Replacements 51,500
1261 - Personal Protective Equipment 136,990
1264 - Fire Hose Replacement 25,000 228,490
MISC ENGINEERING 2822 - Miscellaneous Engineering 35,000 35,000
PARK DEVELOPMENT: 3203 - Carpenter Ad Infrastructure Repairs & Improvements 30,000
3204 - Concrete Sidewalk, Pad Repairs & Replacement 45,000
3205 - Bright House Networks Field Infrastructure Repairs & Impv 110,000
3213 - Park Amenity Purchase, Repair & Replacement 60,000
3229 - Tennis & Basketball Court Resurfacing 47,500
3230 - Playground & Fitness Equipment Purchase & Replac 120,000
3247 - Fitness Equipment Replacement 25,000
3262 - Fencing Replacement Program 95,000
3271 - Swimming Pool Renovations & Repairs 60,000
3278 - Long Center Infrastructure Repairs 50,000
3286 - Parking Lot/Bike Path Resurfacing & Improvements 45,000
3604 - Boardwalks & Docks Repair & Replacement 70,000
3613 - Clearwater Country Club 50,000 807,500
MARINE FACILITIES: 3497 - Docks & Seawalls 100,000
3499 - Pier 60/Sailing Center Maintenance 15,000 115,000
LIBRARIES: 3527 - Books & Other Library Materials 635,310 635,310
MAINTENANCE OF BUILDINGS: 4510 - Air Conditioners - City Wide Replacements 60,000
4512 - Roof Repairs 5,000
4517 - Painting of Facilities 50,000
4519 - Flooring for Facilities 25,000
3269 - Light Replacement & Repair 75,000 215,000
MISCELLANEOUS 4761 - Pollutant Storage Tank Removal/Replacement 20,000
4803 - Environmental Assessment & Clean-up 50,000 70,000
1
Ci
U
TOTAL GENERAL FUND FY 2009/10: 6-,=
1 227
Summary of Funding Sources I
GENERAL SOURCES
General Revenue
91221 - EMS Capital Equipment
91257 - Automatic External Defib Program
91259 - Radio Replacements
91261 - Personal Protective Equipment
91262 - SCBA Upgrades-Fill Station
91263 - Extrication Tools
91264 - Fire Hose Replacement
92822 - Miscellaneous Engineering
93203 - Carpenter Fld Infrast Reps & Imprvmts
93204 - Concrete Sidewalk, Pad R & R
93205 - Bright House Field Infrast Repair/Imprv
93213 - Park Amenity Purchase & Replacement
93229 - Tennis & Basketball Court Resurfacing
93230 - Playground & Fit Equip Purch, & Rplcmt
93247 - Fitness Equipment Replacement
93262 - Fencing Replacement Program
93269 - Light Replacement & Repair
93271 - Swimming Pool Renovations & Repairs
93278 - Long Center Infrastructure Repairs
93286 - Pking Lot/Bike Path Resurf & Imprvmt
93497 - Docks & Seawalls
93499 - Pier 60/Sailing Ctr Maint
93604 - Boardwalks & Docks Repair & Rplcmt
93613 - Clearwater Country Club Repair & Renov
94510 - Air Conditioners-City Wide Replacements
94512 - Roof Repairs
94514 - Roof Replacements
94517 - Painting of Facilities
94519 - Flooring for Facilities
94761 - Pollutant Storage Tank R&R-General
94803 - Environmental Assessment & Cleanup
96385 - Gas Main Extensions
Subtotal General Revenue
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total I
15,000 15,000 15,000 15,000 15,000 15,000 90,000
50,000 50,000
51,500 53,050 54,640 56,280 57,970 59,710 333,150
136,990 141,100 145,330 149,690 154,180 158,810 886,100
125,000 125,000
56,000 56,000
25,000 25,750 26,520 27,320 28,140 28,980 161,710
35,000 35,000 35,000 35,000 35,000 35,000 210,000
30,000 30,000 30,000 30,000 30,000 30,000 180,000
45,000 45,000 45,000 45,000 45,000 45,000 270,000
110,000 110,000 110,000 110,000 110,000 110,000 660,000
60,000 60,000 60,000 60,000 60,000 60,000 360,000
47,500 47,500 47,500 47,500 47,500 47,500 285,000
120,000 120,000 120,000 120,000 120,000 120,000 720,000
25,000 25,000 25,000 30,000 30,000 30,000 165,000
95,000 95,000 95,000 130,000 130,000 130,000 675,000
75,000 75,000 80,000 80,000 80,000 80,000 470,000
60,000 80,000 80,000 80,000 100,000 100,000 500,000
50,000 60,000 60,000 60,000 60,000 70,000 360,000
45,000 45,000 55,000 55,000 55,000 55,000 310,000
100,000 100,000 100,000 100,000 100,000 100,000 600,000
15,000 15,000 15,000 15,000 15,000 15,000 90,000
70,000 75,000 100,000 100,000 100,000 100,000 545,000
50,000 50,000 50,000 50,000 50,000 50,000 300,000
60,000 61,800 63,650 65,560 67,530 69,560 388,100
5,000 5,000 5,000 5,000 5,000 5,000 30,000
100,000 100,000 100,000 100,000 400,000
50,000 75,000 100,000 100,000 100,000 100,000 525,000
25,000 25,000 25,000 30,000 50,000 25,000 180,000
20,000 20,000 20,000 20,000 20,000 20,000 120,000
50,000 50,000 50,000 50,000 50,000 50,000 300,000
200,000 200,000 400,000
1,470,990 1,539,200 1,968,640 2,141,350 1,815,320 109,560 10,745,060
General Revenue/County Co-op
93527 - Books & Materials Collection 635,310 635,310 635,310 639,740 665,310 685,270 3,896,250
Subtotal General Revenue/Co-op 635,310 635,310 635,310 639,740 665,310 685,270 3,896,250
Road Millage
92273 - Streets & Sidewalks 2,545,670 2547,430 2,547,430 2,547,430 2547,430 2,547,430 15,282820
92558 - Intersection Improvements 45,000 45,000 45,000 45,000 45,000 45,000 270,000
Subtotal Road Millage 2,590,670 2,592,430 2,592,430 2,592,430 2,592,430 2,592,430 15,552,820
Penny for Pinellas
911 xx - Police Homicide Vehicle 150,000
91218 - Fire Engine Replacement 450,000
912xx - Clearwater Beach Fire Station
912xx - Countryside Fire Station
921 xx - Bayshore Blvd. Realignment
92259 - Traffic Calming Program
92339 - New Sidewalk Construction
1
I
F
n
t
C?
1
150,000
477,000 506,000 1,433,000
400,000 3,297,910 3,697,910
400,000 400,000
2,500,000 2,500,000
560,000 560,000 560,000 560,000 2,240,000
472000 472,000
228 1
11
1
f]
1
Summary of Funding Sources
Penny for Pinellas (continued)
928xx - Downtown Intermodal Facility
93405- Downtown Boat Slips
934xx- City-wide Seawall Replacement
935xx- Consolidated "Eastside" Library
93614 - Royalty Theater
93615 - Senior Facility (Aging Well Center)
936xx - Ruth Eckerd Hall
936xx - Coachman Park Redevelopment
94238 - Police Vehicles
94524 - Long Center Major Infrast Improvemts
94620 - New City Hall & Parking Garage
948xx - Library Technology
948xx - St. Pete Times Property
Subtotal Penny for Pinellas
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
8,000,000 8,000,000
4,125,000 4,125,000
138,000 138,000 138,000 138,000 552,000
10,000,000 10,000,000
3,550,000 3,550,000
1,200,000 1,200,000
4,000,000 4,000,000
5,000,000 5,000,000
300,000 300,000 300,000 300,000 200,000 200,000 1,600,000
700,000 700,000
7,000,000 7,000,000
1,250,000 1,250,000
3,500,000 3,500,000
6,225,000 11,850,000 12,175,000 8,648,000 13,701,910 8,770,000 61,369,910
Transportation Impact Fees
92551 - City-Wide Intersection Improvements
92553 - New Signal Installations & Renovations 50,000
40,000 50,000
40,000 50,000
40,000 50,000
40,000 50,000
40,000 50,000
40,000 300,000
240,000
92558 - Intersection Improvements 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal Transportation Impact Fees 290,000 290,000 290,000 290,000 290,000 290,000 1,740,000
Local Option Gas Tax
92259 - Traffic Calming Program 800,000 800,000 200,000 200,000 200,000 175,000 2,375,000
92274 - Bridge Maint & Improvements
92552 - Signal Renovation 800,000
45,000 650,000
45,000 1,250,000
45,000 1,300,000
45,000 1,300,000
45,000 1,250,000
45,000 6,550,000
270,000
92558 - Intersection Improvements 55,000 55,000 55,000 55,000 55,000 55,000 330,000
94839 - Roadway & Traffic Asset Management 20,000 20,000 40,000
Subtotal Local Option Gas Tax 1,720,000 1,570,000 1,550,000 1,600,000 1,600,000 1,525,000 9,565,000
Special Development Fund
946xx - Harborview Demolition 950,000 950,000
Subtotal Special Development Fund 950,000 0 0 0 0 0 950,000
Special Program Fund (Special Events Revenue)
93602 - Special Events Equip Repairs & Rplcmt 30,000 30,000 30,000 30,000 30,000 35,000 185,000
Subtotal Special Events Revenue 30,000 30,000 30,000 30,000 30,000 35,000 185,000
Grants - Other Agencies
93272 - Recreation Trails 200,000 200,000 200,000 600,000
93616 - Joe DiMaggio Sports Complex Reno 2700,000 2700,000
Subtotal Grants - Other Agencies 2,900,000 200,000 0 200,000 0 0 3,300,000
Donations
93616 - Joe DiMaggio Sports Complex Reno 900,000 900,000
Subtotal Donations 900,000 0 0 0 0 0 900,000
Subtotal General Sources 17,711,970 18,706,940 19,241,380 16,141,520 20,694,970 15,707,260 108,204,040
229
II
LJ
Summary of Funding Sources
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
SELF-SUPPORTING FUNDS
Marine Revenue
93413 - Utilities Service Replacement
93429 - Dock R&R 10,000
20,000 10,000
25,000 10,000
25,000 10,000
25,000 10,000
25,000 10,000
25,000 60,000
145,000
93490 - Fuel System R&R 20,000 20,000 20,000 20,000 20,000 20,000 120,000
93496 - Marine Facilities Dredging & Maint 85,000 85,000 85,000 85,000 85,000 425,000
94510 - Air Conditioners- City Wide Rplcmt 20,000 20,000
Subtotal Marine Revenue 50,000 140,000 140,000 160,000 140,000 140,000 770,000
Downtown Boat Slips Revenue
934xx - Downtown Boat Slips Maintenance
15,000
15,000
15,000
15,000
15,000
15,000
90,000
Subtotal Boat Slips Revenue 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Aviation Revenue
94817 - Airpark Maintenance & Repair 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Subtotal Aviation Revenue 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Parking Revenue
92630 - Parking Lot Resurfacing 50,000 50,000 50,000 50,000 200,000
92632 - Parking Garage Maintenance & Repair 100,000 75,000 75,000 75,000 75,000 75,000 475,000
92636 - Panting Lot Improvements 150,000 150,000 75,000 75,000 100,000 100,000 650,000
93403 - Beach Guard Facility Maintenance 10,000 5,000 5,000 51000 5,000 5,000 35,000
Subtotal Parking Revenue 260,000 230,000 205,000 205,000 230,000 230,000 1,360,000
Water Revenue
96516 - City-Wde Aerial Photography 1,000 1,000 2,000
96721 - System R&R - Raint 25,000 25,000 25,000 75,000
96744 - System Expansion
130,790
168,090
167,770
466,650 ,
96758 - Fluoride in Water System 200,000 200,000
96767 - Reverse Osmosis Q Reservoir #2 3,571,770 3,571,770
96768 - Rebate-Well, Lk, Pond Irrigation Abandmt 50,000 50,000 50,000 150,000
Subtotal Water Revenue 0 1,000 0 3,777,560 444,090 242,770 4,465,420
Sewer Revenue
96516 - City-Wide Aerial Photography 1,000 1,000 2,000
96630 - Sanitart Sewer Extensions 56,820 56,820
96634 - Sanitary Utility Relocation 28,630 200,000 228,630
96645 - Laboratory Upgrade and R&R 62,800 64,700 61,230 188,730
96654 - Facilities Upgrade & Improvement 24,070 645,750 669,820
96670 - Pollutant Storage Tank R&R - WPC 8,550 8,810 17,360
96739 - Reclaimed Water Distribution System 985,670 985,670
Subtotal Sewer Revenue 0 986,670 0 124,050 720,260 318,050 2,149,030
Water Impact Fees
96744 - System Expansion 250,000 250,000 250,000 119,210 81,910 82,230 1,033,350
Subtotal Water Impact Fees 250,000 250,000 250,000 119,210 81,910 82,230 1,033,350
Sewer Impact Fees
96630 - Sanitary Sewer Extensions 500,000 500,000 500,000 500,000 500,000 443,180 2943,180
Subtotal Sewer Impact Fees 500,000 500,000 500,000 500,000 500,000 443,180 2,943,180
230
A
1
1
11
1
F1
1
rl
J
Summary of Funding Sources
Utility R & R
94510 - Air Conditioners- City Wide Rplcmt
94517 - Painting of Facilities
94519 - Flooring for Facilities
96202 - WWTP Screw Pump Replacement
96523 - Public Utilities Adm Building R&R
96615 - Odor Control
96634 - Sanitary Utility Relocation
96645 - Laboratory Upgrade and R&R
96654 - Facilities Upgrade & Improvement
96670 - Pollutant Storage Tank R&R - WPC
96721 - System R&R - Maintenance
96739 - Reclaimed Water Distribution System
96740 - Water Supply and Treatment
96741 - System R&R - Capitalized
96742 - Line Relocation - Capitalized
96743 - Meter/Backflow Rplcmt/Change Out
96768 - Rebate - Well,Lake, Pond Irig Abd
Subtotal Utility R & R
Stormwater Utility Revenue
94517 - Painting of Facilities
94519 - Flooring for Facilities
96124 - Storm Pipe System Improvements
96168 - Stormwater System Expansion
96169 - Stevenson Creek
961 xx - Alligator Creek Watershed Projects
96170 - Coastal Basins Improvement Pjts
961 xx - Alen's Creek Watershed Mgt Plan
96516 - City-Wide Aerial Photography
Subtotal Stormwater Utility Revenue
Gas Revenue
94510 - Air Conditioners- City Wide Rplcmt
94512 - Roof Repairs
94517 - Painting of Facilities
96358 - Environmental Remediation
96365 - Line Relocation Pinellas-Maintenance
96367 - Gas Meter Change-Out-Pinellas
96374 - Line Relocation-Pinellas-Capitalized
96376 - Line Relocation-Pasco-Maintenance
96377 - Pinellas New Mains & Service Lines
96378 - Pasco New Mains & Service Lines
96379 - Gas Meter Change-Out-Pasco
96381 - Line Relocation-Pasco-Capitalized
96384 - Building Renovation
Subtotal Gas Revenue
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
35,000 35,000
39,000 39,000
10,130 10,130
302950 157,390 255,900 716,240
26,000 26,000 26,000 26,000 26,000 26,000 156,000
72520 149,940 222,460
463,710 750,000 250,000 221,370 500,000 2185,080
57,960 59,700 61,000 178,660
995,430 475,930 396,280 1,867,640
7,880 8,120 8,300 24,300
25,000 25,000 25,000 75,000
368,980 1,160,610 1,529,590
300,000 325,000 325,750 376,530 378,820 378,820 2,084,920
850,000 239,300 250,000 250,000 850,000 850,000 3,289,300
234,340 954,570 250,000 250,000 1,000,000 2,688,910
650,000 650,000 650,000 650,000 650,000 650,000 3,900,000
50,000 50,000 50,000 150,000
3,050,490 3,276,630 3,417,850 3,666,340 3,836,100 1,904,820 19,152,230
4,000 4,000
7,800 7,800
900,000 900,000 1,000,000 1,000,000 1,100,000 1,100,000 6,000,000
600,000 600,000 491,910 700,000 800,000 3,191,910
2,175,000 1,079,800 57,050 563,530 3,875,380
250,000 250,000
1,720,000 1,349,220 3,069,220
200,000 200,000
2000 2,000 4,000
5,652,800 3,055,220 1,491,910 2,779,800 1,15 ,050 2,463,530 16,602,310
10,000 10,000
5,000 5,000
30,000 30,000
100,000 100,000 100,000 100,000 100,000 150,000 650,000
100,000 100,000 100,000 100,000 100,000 250,000 750,000
100,000 100,000 100,000 100,000 100,000 210,000 710,000
100,000 100,000 100,000 100,000 100,000 300,000 800,000
100,000 100,000 100,000 100,000 100,000 100,000 600,000
3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 2,000,000 17,000,000
1,500,000 1,800,000 1,800= 1,800,000 1,800,000 2,500,000 11,200,000
210,000 200,000 200,000 200,000 200,000 210,000 1,220,000
300,000 300,000 300,000 900,000
100,000 100,000 100,000 100,000 100,000 125,000 625,000
5,340,000 5,600,000 5,610,000 5,905,000 5,900,000 6,145,000 34,500,000
Solid Waste Revenue
96426 - Facility R&R 55,000 55,000 100,000 105,000 106,000 421,000
96443 - Residential Container Acquisition 110,000 110000 110,000 141,000 150,000 150,000 771,000
96444 - Commercial Container Acquisition 240,000 250000 250,000 282000 290,000 290,000 1,602000
Subtotal Solid Waste Revenue 350,000 415,000 415,000 523,000 545,000 546,000 2,794,000
231
Summary of Funding Sources
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
Recycling Revenue
96804 - Recycling Container Acquisition 49,000 50,000 50,000 149,000
96805 - Recycl Expan R&R & Participation Prog 47,000 50,000 50,000 147,000
Subtotal Recycling Revenue 0 0 0 96,000 100,000 100,000 296,000
Subtotal Self-Supporting Funds 15,478,290 14,479,520 12,054,760 17,880,960 13,681,410 12,640,580 86,215,520
'
INTERNAL SERVICE FUNDS
Garage Fund Revenue
94233 - Motorized Equipment Rplcmt-Cash
104,400
107,530
110,760
114,080
117,500
121,030
675,300
94510 - AIr Conditioners-City Wide Rplcmt 15,000 15,000 15,000 15,000 15,000 75,000
Subtotal Garage Fund Revenue 119,400 122,530 125,760 129,080 132,500 121,030 750,300
Administrative Services Revenue
94510 - Air Conditioners- City Wide Rplcmt 10,000 10,000
94828 - Financial System Upgrades
94829 - CIS Upgrade 75,000
50,000 75,000
50,000 75,000
50,000 75,000
50,000 75,000
50,000 75,000
50,000 450,000
300,000
94857 - Accela Permit & Code Enforce Upgd 25,000 25,000 25,000 50,000 50,000 50,000 225,000
Subtotal Administrative Services Revenue 150,000 150,000 160,000 175,000 175,000 175,000 985,000
Subtotal Internal Service Funds 269,400 272,530 285,760 304,080 307,500 296,030 1,735,300 1
BORROWING
GENERAL SOURCES
Lease Purchase - General Fund
91218 - Fire Engine Replacement 463,500 491,730 521,670 1,476,900
91221 - EMS Capital Equipment 145,000 140,000 285,000
91229 - Replace & Upgrade Air Packs 150,000 175,000 180,250 185,660 191,230 882140
91236 - Rescue (Fire) 160,000 170,000 180,000 510,000
912xx - Rescue Squad Replacement 850,000 850,000
Subtotal Lease Purchase - General Fund 0 918,500 315,000 1,691,980 185,660 892,900 4,004,040
Subtotal Borrowing/General Sources 0 918,500 315,000 1,691,980 185,660 892,900 4,004,040
SELF-SUPPORTING FUNDS
Lease Purchase - Water
962203 - SCBA Equipment 42540 42,540
96757 - Water Pick-up Trucks 34,770 34,770
967xx - RO Pick - up Trucks 40,000 40,000
Subtotal Lease Purchase - Water 42,540 34,770 0 0 40,000 0 117,310 1
Lease Purchase - Stormwater
961 xx - TV Truck & Camera 300,000 300,000
961 xx - Vaccon Sewer Cleaner 300,000 300,000
Subtotal Lease Purchase - Stormwater 300,000 300,000 0 0 0 0 600,000
Lease Purchase - Solid Waste
96442 - Vehicle Replacements 170,000 180,000 190,000 190,000 190,000 200,000 1,120,000
964xx - Commercial Weight Based Mgmt 150,000 150,000
Subtotal Lease Purchase - Solid Waste 170,000 180,000 340,000 190,000 190,000 200,000 1,270,000 1
232 1
I Summary of Funding Sources
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total
Lease Purchase - Recycling
96806 - Recycling Equipment Replacement 220,000 290,000 290,000 290,000 300,000 310,000 1,700,000
1 Subtotal Lease Purchase - Recycling 220,000 290,000 290,000 290,000 300,000 310,000 1,700,000
Future Bond Issue - Water & Sewer
96619 - WWiP Generator Replacement 1,000,000 200,000 1,200,000
96634 - Sanitary Sewer Extensions 442,740 442,740
96654 - Facilities Upgrade & Improvement 622000 500,000 31,720 738,240 1,891,960
96664 - Water Pollution Control R&R 1,176,030 1,113,230 1,912,460 857,310 480,000 1,107,810 6,646,840
96665 - Sanitary Collect & Transmission R&R 2,868,600 3,765,000 5,429,800 4,271,800 3,663,700 3,999,780 23,998,680
96666 - WWTP East Bypass & Northeast Pump 1,548,400 40,000 1,588,400
96686 - Pump Station Replacement 1,110,000 2,228,000 2794,000 645,000 1,465,000 1,648,400 9,890,400
966xx - NE Thermal Dryers 2,157,370 10,497,320 12654,690
966xx - WWTP UV Disinfection 1,823,260 6,221,880 8,045,140
96739 - Reclaimed Water Distribution System 2921,470 1,649,150 81,020 3,189,390 6,000,000 3,271,260 17,112290
96742 - Line Relocations - Capitalized 165,660 1,145,430 800,000 2,111,090
96743 - Meter/Backflow Rep[/Change Out 142,710 142710
96752 - Water Service Lines 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
96758 - Fluoride in Water System 1,307,590 1,307,590
96764 - RO Plant Expansion 2,236,250 4,987,000 7,223,250
96767 - RO Plant at Reservoir #2 1,516,830 1,117,230 15,178,160 7,852,040 25,664,260
Subtotal Water & Sewer Future Bond Issue 15,665,240 17,005,040 25,895,440 17,315,540 17,468,640 29,570,140 122,920,040
Future Bond Issue - Stormwater
96168 - Stormwater System Expansion 208,090 800,000 1,008,090
96169- Stevenson Creek 100,000 2,500,000 1,320,200 2442,950 1,936,470 8,299,620
96170 - Coastal Basins Improvement Pjts 2,85Q780 1,000,000 1,000,000 1,000,000 1,000,000 6,850,780
961 xx - Alligator Creek Watershed Projects 2,500,000 2,000,000 2,000,000 2000,000 2,000,000 10,500,000
Subtotal Future Bond Issue Stormwater 0 5,450,780 5,708,090 4,320,200 6,242,950 4,936,470 26,658,490
Subtotal Borrowing/Self Supporting Funds 16,397,780 23,260,590 32,233,530 22,115,740 24,241,590 35,016,610 153,265,840
INTERNAL SERVICE FUNDS
Lease Purchase - Garage
94234 - Motorized Equipment Replacement-L/P 2,312,300 2,390,670 2,471,390 2,554,530 2,740,170 2,828,380 15,297,440
Subtotal Lease Purchase - Garage 2,312,300 2,390,670 2,471,390 2,554,530 2,740,170 2,828,380 15,297,440
Lease Purchase - Administrative Services
94814 - Network Infrastructure & Server R&R 350,000 350000 350,000 350,000 350,000 350,000 2,100,000
94824 - IT Disaster Recovery Equipment
94827 - Telecommunications Upgrades 25,000
25,000 25,000
25,000 25,000
25,000 25,000
50,000 25,000
25,000 25,000
25,000 150000
175,000
ibtotal Lease Purchase - Administrative Services 400,000 400,000 400,000 425,000 400,000 400,000 2,425,000
Subtotal Borrowing/Internal Service Funds 2,712,300 2,790,670 2,871,390 2,979,530 3,140,170 3,228,380 17,722,440
TOTAL: ALL FUNDING SOURCES 52,569,740 60,428,750 67,001,820 61,113,810 62,251,300 67,781,760 371,147,180
' 233
City Auditor
I Fire Department
Official Records
& Legislative
Services
Police
Department
Public
Communications
City of Clearwater Organizational Chart
City Council
City Attorney
City Manager
Assistant City Manager 11 II Assistant City Manager
Office of
Customer
Engineering Management & Service
Budget
Economic
Financial Parks & Development &
Services Recreation Housing
Human Planning & Gas System
Resources Development
Information
Public Services Marine &
Technology Aviation
Library Public Utilities
Solid Waste / Emergency
General Support Management
Services
235
City Manager
Equity Services
Manager
Assistant City
Manager
CRA I
Operations
Downtown
Manager
Assistant to the City
Manager
Assistant City
Manager Executive
Assistant
(City Council)*
Executive
Assistant
City Manager's
Office Assistant
Program
Coordinator
City Manager's Office - 9.0 FTE's
*City Council -1.0 FTE
236
City Attorney
Legal Office
Administrator
I Senior Staff I
Assistant
Assistant City
Attorney
(5)
Paralegal
(2)
Legal Staff
Assistant
(2)
City Attorney's Office -12.0 FTE's
237
City Audit - 2.0 FTE's
City Auditor
Senior Auditor
238
0
11
1
[l
1
Customer Service Director
Assistant Director
Customer Service I I Customer Service Manager
Customer Service
Coordinator
Collections
Customer Service
Coordinator
Accounting
Customer Service
Coordinator
Customer Care
Customer Service
Specialist
(2)
Customer Service
Representative
(2)
Senior Staff
Assistant
Staff Assistant
Customer Service
Specialist
(2)
Customer Service
Accounting
Representative
(2)
Customer Service
Representative
(4)
Customer Service - 45.0 FTE's
Senior Customer
Service
Representative
Customer Service
Specialist
Customer Service
Representative
(10)
239
Senior Systems Analyst
Customer Service
Coordinator
Field Services
Customer Ser
Specialist
Field Service
Representative II
(3)
Field Service
Representative 1
(6)
I Economic Development and Housing I
Director
Assistant
Assistant Economic Development
and Housing Director
Staff Assistant I
Economic Development
Division
Housing Division
Community
Development
Planner
Economic
Development
Specialist
Economic
Development
Coordinator
Housing
Manager
Housing
Coordinator
Sr. Accountant
Accountant
Economic Development - 4.0 FTE's
Housing - 7.0 FTE's
Total Economic Development -11.0 FTE's
240
City Engineer / Engineering Director
Assistant Director
Engineering, Environmental
and Stormwater Management
Staff Assistant Real Estate
Services
Coordinator
Customer Service
Assistant
Geographic Construction
Technology Manager
Manager
Geographic Construction
Technology Specialist
(7)
Environmental Stormwater Utilities H H Construction
Engineering Engineering Engineering Survey Inspector
Manager Manager Manager (7) (3)
Environmental H Engineering Senior
(3) Staff H Landscape
(4) Architect
4 Land Engineering
Development Staff
(3) (5)
Engineering (General Fund) - 60.0 FTE's
Engineering (Stormwater) - 9.0 FTE's
Engineering (Parking) - 21.7 FTE's
Total Engineering - 90.7 FTE's
Traffic
Operations
Manager
Traffic
Operations
(7)
Field
Operations
(15)
Parking
Facilities
Manager
Parking
Operations
(8.5)
Parking
Enforcement
(6)
Police Aide
(6.2)
241
Finance Director
Payroll Accounting
Payroll Accounting
Services Manager
Manager
Senior Senior
Payroll Accountant
Technician (2)
3.5
Accountant
(2)
Accounting
Technician
Finance - 32.5 FTE's
Assistant Finance Director
Controller
Debt and
Specialized
Accountin
Treasury PurchNMatnager
Cash and Investments Controller
Manager
Accountant
Buyer
Senior
Accountant
Accounting
Technician
(2)
Accounting
Clerk
(2.5)
Accounting
Technician
Accounting
Clerk
(5)
Accountant
Risk
Management
Risk
Manager
Management
Specialist
Staff
Assistant
242
Fire Chief
Assistant
Division Chief
Fire Operations
Special
Operations
Bureau
Assistant Chief
Suppression
Bureau
Assistant Chief
Training Bureau
Assistant Chief
EMS Bureau
Lieutenant
(46)
Fire Medic
Lieutenant
(3)
Deputy Chief
Administrative
Support Manager
Personnel / Accounting
Payroll Technician
Technician
Construction Storeskeeper
Services Bureau
(2) r-
Staff Assistant (2)
Driver
Operator
(47)
Firefighter
(27)
Fire Medic
(50)
Division Chief / Fire Marshal
Fire Prevention Services
Assistant Fire Assistant Chief
Marshal Health and Safety
Bureau
Fire Inspections &
Investigations Manager
Bureau Logistics Bureau
Fire Department - 203.0 FTE's
243
Managing Director & Executive Officer
Clearwater Gas System
Gas Operations Gas Operations
Assistant Director
Manager Manager Gas Sales External Affairs Customer Service &
Service & Supply & Manager Manager Support"
Maintenance Distribution
Sr. Dispatcher & Gas Program Sales Public Warehouse &
Dispatchers Coordinator Personnel Information Controller Metering
(5) Operations (4) Specialist Gas Program
Specialist
Service & Construction
Installation
Gas Specialists Senior
Gas
Gas Program & Technicians Accountant Technicians
Coordinator, (5) (3)
Supervisors,
Specialists & Gate Station I Support
Technicians Metering Gas Program
(16) Gas Specialist Coordinator
Maintenance Permit & Design Accounting
Gas Supervisor, Gas Program Senior Staff Technicians
Specialists & Engineering Assistant (3)
Technicians Technicians
(10) (2) Customer Service
LP Representatives
(5)
Gas Supervisor
& Technicians
(6)
Gas Supervisor,
Specialist &
Technicians
(5)
Gas System - 77.0 FTE's
*Position counted in Customer Service
244
Human Resources Director
Recruitment,
Selection and Training
Human
Resources
Manager
Human
Resources
Analyst
Human
Resources
Technician
Compensation and
Classification
Senior Human
Resources
Analyst
Human
Resources
Technician
Employee and Labor
Relations
Human
Resources
Manager
Senior Human
Resources
Analyst
Human
Resources
Technician
(1.5)
Employee Benefits
Human
Resources
Manager
(0.5)
Senior Human
Resources
Analyst
Human
Resources
Technician
Human Resources -14.0 FTE's
245
Administration
Human
Resources
Analyst
Staff Assistant
(0.3)
Information Technology Director
Administrative
Support
Manager
Administrative
Analyst
Network Technology Manager
Network Telecommunications
Engineer Analyst (1.5)
(2)
Network
Technician
(1)
Senior Network
Analyst
(2)
Network Analyst
(6)
Information Technology - 33.5 FTE's
Systems and Programming Manager
Senior Systems
Programmer
(8)
Systems
Programmer
(2)
Senior Systems
Analyst
Systems Analyst
(5)
246
Library Director
Assistant
Assistant Library Director
Accounting
Technician
Main Library Collection Circulation Youth Services Reference Services Technology
Development Services
Librarian III Librarian I I I Librarian III Librarian III Librarian II
Manager Manager Manager Manager
Librarian Senior Librarian Librarian Centralized
(2) Library (2.6) (4.2) Phones
Assistant
Library Library Library Custodian Librarian II
Assistant Assistant Assistant (4)
(4) (4.8) (1.6)
Librarian
Library Police (3)
Page (3) Aide (1.5)
I Branches I
Countryside East North
Greenwood
Librarian III Librarian III Librarian
Manager Manager
Librarian Librarian Library
Page
(4.1) (4) (.25)
Senior Senior
Library Library
d:
:
Assistant ssistant
A Beach
Library Library
Assistant Assistant Librarian
(5) (5.1)
Library Library
Library
Page Page Page
(2) (2> (25)
Library - 71.4 FTE's
247
Marine and Aviation - 30.0 FTE's
248
1
1
C
1
1
1
Budget Director
1
Fj
1
1
11
1
Fil
1
1
Office of Management and Budget - 3.0 FTE's
Senior Accountant
(2)
249
City Clerk
Senior Staff
Assistant
Management Analyst
Board Reporter
City Clerk
Specialist
(2)
Documents
and Records
Specialists
Official Records and Legislative Services - 9.0 FTE's
250
Staff Assistant
Parks & Recreation Director
I Senior Staff
Assistant
Assistant Director
Administration Division & I I Parks and Beautification
Recreation Programming Division Division
Administrative Parks Planning & Landscape Support Services
Analyst Projects Manager Management Management
(2) (3)
Special Events Recreation
Programming Landscape
L Athletic Field
(3) Management Maintenance Maintenance
(3) (46) (31.4)
Administrative Support Athletics Support
Manager (8.8) Services
(16)
Administrative East
Staff Section
(9) (35.1)
Cultural Affairs P West Section
(2) (24.8)
Beach Guard
Operations
(9.9)*
Parks and Recreation -191.1 FTE's
*Parking Fund - 9.9 FTE's
Office of Aging
Manager
251
Planning and Development Director
Senior Staff Accounting
Assistant Technician
FAssistant Director
Planning and Development
Administrative
Long Range Development Review
Planning Manager Manager
Planner III Planner III
(2) H 1 (2)
Planner II Planner II
(1) (1)
Urban
P Planner I
F
Designer (2)
Land Resource
Specialist (2)
Planning -17.0 FTE's
Development Services - 41.5 FTE's
Total Planning and Development - 58.5 FTE's
252
Building ,
Official
Assistant Senior Plans
Building Examiners (2)
Official '
Building Plans
Inspectors (9) Examiner
Develpoment
Review
Supervisor
Development '
Review Specialist
(4)
Development r
Review
Technician (6)
Chief of Police
Public
ti
I
f Public Safety
Grants Community
Outreach Administrative
Analyst
n
orma
on Coordinator Sergeant
Legal Advisor - Paralegal
Deputy Chief
Criminal Patrol Support Services Professional
Investigations Standards
Senior Staff
Assistant
Criminal
Investigations
Patrol Division
Support Services Professional
Standards Section
Division Captain Captain Division Captain Lieutenant
Police Office Police Office ol
ice Office ce
E
o
Specialist
Specialist [P
p
ciali st Speci
alist
Internal
Lieutenant
District I Watch Fiscal
Records Section Affairs
H
Asst. CID (26) Commander Services
(11) (2)
Commander (2) (2)
Personnel
Homicide Intelligence
District II Special
erations
O Communications
Payroll
Section Unit
(7) (g) (80) p
(35.7) (5)
(48.3) (2)
Vice & Traffic Training Unit
Burglary
Narcotics District III Enforcement Services Telephone (3)
(9) (62) (15) Sergeant Reporting Unit (14)
Children & Investigative
K-9 Unit Property &
Families Support Unit
(5) Evidence
(8) (2.6) (7)
Economic Robbery
Crimes (6)
(8)
Police - 392.6 FTE's
253
Public Communications Director
C-View Station
Manager
Public
Information
Officer
Public
Information
Coordinator
(2)
Public
Information
Specialist
(3)
TV
Production
Specialist
(3)
Courier
Public Communications -13.0 FTE's
254
Graphic
Designer
Public Services Director
Senior Staff I Senior
Assistant m Accountant
Right of Way Maintenance Manager
Assistant
Urban Forestry I I Streets and
Sidewalks
PS PS
Supervisor II Supervisor II
PS
PS Specialist Technician III
(3)
PS
Arborist Technician II
(6) (6)
PS
Technician I
(2)
Public Services (General Fund) - 26.0 FTE's
Public Services (Stormwater) - 37.0 FTE's
Total Public Services - 63.0 FTE's
PS Trainer I I Stormwater Maintenance Manager
Assistant
Supervisor II 1 1 Supervisor I
Stormwater
Support
(5)
Inspections
(2)
Ponds &
Ditches
(7)
Construction
Maintenance
(6)
SW
Maintenance
Supervisor II
Line
Cleaning
(4)
TV Data
(2)
Catch Basins
(2)
Street
Cleaning
(4)
255
Public Utilities Director
Senior Accountant
Accountant
Adminstrative I I I Staff Assistant
Public Utilities
Assistant Director
I Senior Staff
Assistant
Water Production, Wastewater Flow & Infrastructure
Distribution, Gravity Treatment Laboratory Maintenance
Sewers & Reclaimed
Water, Reclaim & Wastewater Environmental Water & WWT
Wastewater Collections Technologies Laboratory Plants, Lift Stations
Manager Manager Manager Telemetry
(18)
Staff Assistant
Staff Assistant Lab Support
(7)
Water Distribution
Storeskeeper
(23)
Water Plant WWTP Operations
(11) (37)
Reclaimed & Field Industrial
Operations Pretreatment
(25) (6)
Gravity Collection
(24)
Water and Sewer Fund -164.0 FTE's
256
Accountant
Accounting CL
Technician (2)
Solid Waste / General Services Director
Senior Staff
Assistant
Recycing Assistant Director Assistant Director
Specialist Solid Waste General Services
Solid Waste Senior
Solid Waste Commercial / Accountant
Residential
Residential
Coordinator
Coordinator
Building &
Fleet
Solid Waste Maintenance Manager
Residential Commercial Transfer Superintendent
Einenancej Collections Collections Station
(29) (26.8) (11.5)
Fleet
F
Accounting
Administrative Trainer
-L Clerk
Support
Operations Automated Roll-Off Recycling (2) Production
(4
(21) L
r?
nato =Assistant
(15)
B & M Parts
Supervisors (6)
Department =abncabon
2
B & M ShE?-- E dm
alyst
(34)
Solid Waste Fund -112.0 FTE's
Recycling Fund - 22.3 FTE's
General Services/Fleet - 89.5 FTE's
Total Solid Waste/General Services - 223.8 FTE's
257