PROGRAM BASED BUDGET - A MODIFIED ZERO-BASED APPROACH 1992 - 1993/PLANNING AND DEVELOPMENT, PUBLIC WORKS, FIRE
PROGRAM BASED BUDGET
A Modified Zero-Based Approach
1992-1993
Planning and Development
Public Works
Fire
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CITY OF CLEARWATER
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MEMORANDUM
TO: Mayor and City Commission
FROM: Michael J. 14t, City Manager
COPIES: Kathy Rice, Deputy City Manager
Betty Deptula, Assistant City Manager
Department Directors
SUBJECT: Program Based Budget - 1992/93
DATE: May 14, 1992
The program document which follows is the second year of the Program Based Budget (modified zero based budget)
approach to the City of Clearwater's annual budget. The purpose of this document is to provide the City
Commission with a review and analysis of the major program and functions of the Departments outlined, and to
receive direction from the Commission on program priorities, objectives, and strategies.
The presentation this year is focused on three specific departments: Fire, Planning and Development, and the Public
Works General Fund divisions. During the 1991/92 budget process, the Police, Parks and Recreation, and
Administrative Services Departments were reviewed. All other General Fund and Internal Service Fund departments
will be reviewed in FY 1993/94, the final year of this three year cycle.
The basic format of the document is similar to last year. The Foreword (page i) describes in detail the budgeting
process, discusses fund structure and the City's basis of budgeting, highlights the public participation process,
includes a current City organization chart by fund structure, and provides a budget calendar of key dates. The
document also includes a Glossary of terms (page 1), Financial Policies established by the Commission (page 7),
Fiscal Indicators (page 13), Charts & Graphics (page 17), and a Summary of Revenue Sources and Current
Condition (page 27). The current organization chart for all City departments are included in Chapter IV.
The programs/functions of the three departments selected for this year's review are detailed in chapters I, II, and
III. The costs associated with each program are based on the current 1991/92 annual budget, and do not reflect the
costs of continuing the service or program next year. Included in each of these sections is workload/productivity
data for the various programs outlined and budget graphics highlighting the departmental budget by major program
and budget classification.
I will be discussing this document with you at the May 19th budget worksession, and I look forward to working
with the Commission, the Budget Advisory Committee, and the citizens of Clearwater in the process of developing
the 1992/93 Budget.
TABLE OF CONTENTS
' City of Clearwater
Program Based Budget 1992/93
FORWARD ................................................. i
GLOSSARY ................................................. 1
' FINANCIAL POLICIES .......................................... 7
' FISCAL INDICATORS .......................................... 13
CHARTS & GRAPHIC INFORMATION ............................... 17
' CHAPTER I - FIRE DEPARTMENT
Department Program Based Summary ......................... I-1
' Fire Suppression/EMS I-3
. • . • ...............................
Fire Prevention I-11
Support Services ...................................... I-17
Administration .......................................
Explorer Program I-21
1-27
Fire Department Supplement ............................... 1-29
Workload/Productivity Data ...............................
Fire Prevention Success Stories ............................. 1-30
1-33
Organizational Charts & Graphs .......... 1-34
CHAPTER II - PLANNING & DEVELOPMENT
' Department Program Based Summary ......................... II-1
Administration ....... ....... ......................... II-3
Planning Services ......................................
Building ........................................... 11-5
11-13
Community Development ................................. 11-19
' Community Relations ...................................
Code Enforcement ...................... II-25
11-33
Workload/Productivity Data . . . . . . . . . . . . . . . II-12,18,23,29,37
Organizational Charts & Graphs ............................ . 1I-38
' CHAPTER III - PUBLIC WORKS (GENERAL FUND ONLY)
Department Program Based Summary ......................... III-1
' Engineering Group .....................................
Infrastructure Group III-3
III-25
Transportation Group ................................... HI-47
' Environmental Group ...................................
Airpark ........... 111-67
III-73
.................................
Emergency Management III-77
Organizational Charts & Graphs ............................. III-80
ORGANIZATION CHARTS FOR ALL CITY DEPARTMENTS ................. Chapter IV
I FOREWORD
The City of Clearwater's annual budget is a public policy process resulting in the fiscal plan for the allocation of
municipal resources in the accomplishing of specific programs. The process includes the active role of the elected
city officials through establishing priorities and evaluating departmental programs in the Program Based Budget
phase; the City Manager recommended allocation of City resources in providing these services; the input of citizens
' through the public hearing process; and, the adoption of the budget by the City Commission.
Program Based Budgets
The Program Based Budgets are the first phase of the 1992/93 fiscal budget process. This is the second year within
a three year cycle, in which all of the City General Fund and Internal Service Fund activities will be reviewed. The
departments selected for review in the FY 1992/93 budget year are the Fire Department, Planning and Development
' Department, and the Public Works (General Fund divisions only) Department. All other departments, while
exempted from this process in the 1992/93 budget year, will be subjected to intense management overview during
budget preparation.
The City's "Program Based Budget" approach identifies and describes for each department, all programs within each
department, the service level impact if a program were eliminated, the personnel requirements for each program,
and the cost of each program. In addition, various budget highlights and statistical data on program participants,
' output measures, etc. are provided.
Through this process, the direction of the City in providing service to the citizens will be clarified, resources and
' program costs/benefits will be evaluated in a multi year framework and priorities will be identified. This phase of
the budget process results in the determination of City program priorities by the elected officials and provides the
initial direction to City staff in the formulation of the proposed 1992/93 Budget.
' Preliminary Budget (City Manager's Recommended Budget)
The City Manager and the Department Directors prepare the City Manager's recommended budget eliminating or
' reducing programs until the budget is at a level the Commission deems acceptable. As mentioned above, the budgets
of those departments which were not reviewed in the "Program Based Budget" process, are scrutinized carefully
by management.
Except for the treatment of encumbrances in the General Fund, which are considered as budgetary expenditures in
the year of encumbrance, the General Fund budget is prepared and adopted by the Commission on a basis consistent
' with generally accepted accounting principles (GAAP) and all non-encumbered appropriations lapse at year end.
Budgets for the Enterprise and Internal Service Funds are prepared, with minor exception, on a cash appropriation
basis. Pro-forma modified accrual basis statements for the Enterprise Funds are included in the Budget Document
to provide projections of results of operations and financial condition in a manner consistent with the audited annual
' financial report.
Although financial data pre presented on a line item and major expenditure category basis for each department or
' significant division, the level of budgetary control (that is the level on which expenditures may not legally exceed
appropriations) is the individual fund. In accordance with the provisions of the Clearwater Code and the Ordinances
adopting the Budget, the City Manager may amend administratively the adopted budgets within the following
parameter:
At any time during the fiscal year the City Manager may for reasons of economy or efficiency,
transfer part or all of any unencumbered appropriation balance among programs within an
' operating fund, provided such action does not result in the discontinuance of a program. Such
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transfers must be included in the next budget review presented to the City Commission. Upon
detailed written request by the City Manager, the City Commission may by ordinance transfer part
or all of any unencumbered appropriation balance from one fund to another.
As established by administrative policy, department directors may transfer money from one operating code to
another within a division without a formal written amendment. Formal requests for amendments are required for
transfers and reserve accounts which are mandated by specific bond covenants.
All Commission adopted budgets are integrated into the formal accounting system to allow for monthly comparison
of projected and actual experience for all funds for which budgets are adopted.
Fund Structure and Basis of Budgeting
The budget of the City of Clearwater is organized on the basis of funds, each of which is considered to be a separate
accounting and reporting entity. The various funds are grouped by genetic type and three broad fund categories in
the financial statements are: Governmental, Proprietary, and Fiduciary Types.. The annual budget addresses only
the Governmental and Proprietary groups and does not control resources that are managed in a trustee or fiduciary
capacity. The following funds are used by the City:
Governmental Funds
Governmental funds account for those traditional governmental activities financed primarily from tax revenues. The
governmental funds at the City include:
General Fund - The General Fund accounts for the receipt and expenditure of resources traditionally associated with
local government and which are not required to be accounted for in another fund. Revenues are primarily
derived from taxes, fees, licenses, permits, and intergovernmental revenues. These resources are used to
provide services which are deemed not susceptible to a user charge financing method and include the cost
of general City government.
Special Revenue Funds - Special Revenue Funds are used to account for revenues derived from specific sources and
are required by law or regulation to be accounted for separately and spent for particular purposes. The
major revenue sources for this fund type are: ad valorem millage proceeds restricted for road
improvements, impact fees, intergovernmental grants, court proceeds and donations.
Dept Service Funds - Debt Service Funds provide separate accounting records for all debt interest, principle and
reserve requirements for all General Long Term Debt. (Liabilities and debt service of proprietary funds
are reflected in the specific fund.)
Specific budgets are not adopted for the Debt Service Funds but the appropriations are included as Non-
Departmental Debt Service expenditures of the General Fund.
Capital Projects Funds - Capital Projects Funds are utilized to account for resources used in the acquisition and
construction of capital facilities and fixed assets. The appropriation of annual transfers to the Capital
Improvement Funds are included in the budget of the specific source fund, while budgets for the Capital
Projects Funds are adopted on a multi-year program basis and do not lapse at year end. (See discussion
of Capital Improvement Program on Page iii for additional information on Capital Project budgeting.)
Special Assessment Fund - The Special Assessment Fund is utilized to finance and account for construction of
improvements that are to be paid for wholly or in part by the benefitted properties. Since these projects
are determined throughout the year and individually approved by the Commission, an annual budget is not
adopted for this fund.
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Proprietary Funds
Proprietary Funds are used to account for the City's ongoing organizations and activities which are similar to those
often found in the private sector.
Enterprise Funds - These funds account for operations that are financed and operated in a manner similar to private
business enterprises where the intent of the governing body is that the costs of providing services to the
general public on a continuing basis be financed or recovered primarily through user charges. The
Enterprise Funds of the City are:
Utility Funds - The City's utility system provides water, stormwater, sanitary sewer, natural gas
and sanitation services. The service area for sanitation is coterminous with the City
limits, while the water, sanitary sewer and gas service areas extend beyond the City
limits.
Bridge Fund - The Bridge Fund accounts for the operation and maintenance of the toll bridge
crossing Clearwater Harbor.
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Marina Fund - The Marina fund accounts for the operations and maintenance of the 200 slip City
Marina and associated real property on Clearwater Beach.
Parking Fund - The Parking Fund accounts for the maintenance and operation of the City's
parking system including on and off street parking on Clearwater Beach and Downtown
Clearwater.
Pier 60 - The Pier 60 Fund accounts for the maintenance and operation of the City owned gulf
fishing pier located on Clearwater Beach.
Internal Services Funds - Internal Service Funds are used to finance and account for services and commodities
provided to other City departments or to other governmental agencies on a cost reimbursement basis. The
funds in this group are the General Services, Administrative Services, Garage, and Central Insurance
Funds.
Additional information on the definitions of the funds, major revenue sources, and restrictions on the spending of
fund resources is provided in the chart titled Summary of Revenue Sources and Current Condition on page 27 and
in the Glossary on Page 1.
Capital Improvement Program
The annual operating budget and the Capital Improvement Program (CIP) are complementary City plans. The annual
budget is a guide for the day-today operations of the City program. The Capital Improvement Program is a
management, legislative and community tool used to facilitate the planning, control and execution of major capital
expenditures. The six year Capital Improvement Program schedule provides the plan for needed public
improvements within the City's capacity to finance them on a sound fiscal basis.
For those projects proposed for Commission consideration, recommended funding sources are identified; the specific
objective from the Clearwater Comprehensive Plan is referenced; and, future operating costs are estimated for
Commission information.
The Commission reviews the project requests in a workbook format, and after public hearings and appropriate
modification, the budgets for the Capital Improvement Program and Special Program Fund are adopted on a multi-
year completed program basis, where budget appropriations do not lapse at year end but may extend across two or
more fiscal years.
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Public Participation I
Public Participation in the budget process is encouraged by the City Commission, and one public forum has been
tentatively scheduled on the 1992/93 budget in addition to the two public hearings required by state law for the
adoption of the budget ordinances. The mandated public hearings for ordinance adoption (September) complete the
process of citizen participation in the budget cycle.
An additional degree of public participation in the budget formulation is provided by the Commission appointed
Budget Advisory Committee. The Committee meets throughout the year reviewing various City programs, user
charge rate structures, and financial policy formulation and provides recommendations to the Commission.
A flyer (to be included in City Utility Bills) and a "Budget in Brief" summarize budget highlights especially in
relation to the General Fund and ad valorem tax levies, and include a message from the City Manager inviting
participation in the scheduled Public Hearings (see page vi).
Award for Distinguished Budget Presentation
The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for
Distinguished Budget Presentation to the City of Clearwater, Florida for its annual budget for the fiscal year
beginning October 1, 1990. '
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as
a policy document, as an operations guide, as a financial plan and as a communications medium. I
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FY 1992-93 BUDGET CALENDAR
CITY OF CLEARWATER
BUDGET ACTIVITY TENTATIVE DATE RESPONSIBILITY
Release of Manager's Program
Based Budget to Commission May 1992 City Manager, OMB
Commission Budget Worksession
on Program Based Budget May 1992 Commission,
City Manager, OMB
Staff Budget Conference on
92/93 Preliminary Budget June 1992 City Manager, Assistant City
Manager, Department
Directors, OMB
Manager's Preliminary Budget
Released July 1, 1992 City Manager, OMB
Commission Sets TRIM Millage July 1992 Commission
Town Meeting on Budget July 1992 Commission
First Public Hearing September 1992 Commission
Second Public Hearing September 1992 Commission
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Glossary
Accrual Basis -' The recording of the financial effects on a government of transactions and
other events and circumstances that have cash consequences for the
government in the periods in whichthose transactions, events and
circumstances occur, rather than only in the periods in which cash is
received or paid by the government.
Ad Valorem Tax - A;,.tax levied in proportion to the assessed value of real property (taxable
land and improvements thereon). Also known as property tax.
Annual Financial Report - Financial compendium published subsequent to the close of each fiscal
year, encompassing all funds and financial activities of the City during the
previous year, including balance sheets, comparative listing of revenues
and expenditures and statements of bonded indebtedness.
Appropriations- Legal authorization granted by a legislative body (City Commission) to
"make expenditures and incur financial obligations for specific purposes.
Arbitrage - Classically, the 'simultaneous purchase and sale of the same or an
equivalent security in order to profit from price' discrepancies. In
government finance, the most commonoccurrence of arbitrage involves
the investment of the proceeds, from the sale of tax-exempt securities in
a taxable money market 'instrument that yields a higher rate, resulting in
interest revenue in excess of `interest costs.
Assessed Value - Dollar value given to real estate, utilities and personal property, on which
taxes are levied.'
Assets - Resources owned or held which have monetary value.'
Balance Sheet Data - The basic financial statement which discloses the assets, liabilities and
equities of an entity at 'a specified date."
Balanced Budget - A budget in which estimated revenues, equal estimated expenditures.
Bonded Indebtedness - That portion of agovernmental unit's indebtedness which is represented
by outstanding bonds.
Budget - Financial 'plan consisting of estimated revenues and expenditures (and
purposes) for a, specified time. The operating budget provides for direct
services and support functions of the City (e.g., 'Police, Fire, Public
Works, etc.). The capital budget (Capital Improvement Program) provides
for improvements to the, City's infrastructure and facilities, and utilizes
long-term financing instruments as well as operating revenues.
Budget Amendment - Legal means by which an adopted expenditure authorization or limit is
increased;includes publication, public hearing and Commission approval.
Capital Expenditures - An expenditure which leads to the acquisition of a physical asset with a
cost of at least five hundred dollars (up to $25,000) with a useful life of
at least one year.
Capital Improvement
Project Budget - A long range plan for the construction of physical assets such as
buildings, streets and sewers. Capital Improvement Projects (CIP) cost in
excess of $25,000 and have a useful life of at least five years.
Constant` Dollars - (a.k.a. Deflated 'Dollars; Real Dollars) An expression of purchasing
power, determining the amount of money necessary to purchase goods
and services today (or a 'given year) relative to the amount it would take
to purchase the same goods and services during a base year.
Debt - An obligation resulting from the borrowing of money or the purchase of
goods and services.
Debt Service - The payment of principle and interest on borrowed funds and required
contributions to accumulate monies for future retirement of bonds.
Demography (Demographics) - The statistical study of human populations, especially' as they relate to
density, distribution, and vital statistics.
Encumbrance - An amount of money committed for the payment of goods and services
not yet received.
Enterprise Funds - Independent funds used to account for ongoing organizations and activities
which are supported primarily by user charges. The Enterprise Funds of
the City are the Utilities Funds: Water and Sanitary Sewer, Gas,
Sanitation and Stormwater; Marina, Parking, Airpark, Pier and
Clearwater Pass Bridge.
Expenditure - Payment for goods and/or services provided.
Expenditure Categories - Clearwater's expenditure categories encompass the following:
Personal Services Expenditures relating to personnel and associated costs (e.g., medical/life
insurance,pension, social security, workers' compensation, etc.)
Operating Expenses Various costs incurred in the operation of a unit of government, including
office supplies, travel, postage, equipment rental, subscriptions, etc.,
Internal Services Internal support services' performed by the Administrative and/or General
Services Departments and charged to the various operating and staff
departments. These charges include: data processing, telephone, graphics
and reproduction, garage, building maintenance, purchasing, and
messenger:
Capital Expenditures for the acquisition of capital equipment,' machinery and
construction materials and services.
Debt Service Principal,' interest on indebtedness and bond sinking fund requirements.
Transfer Payments from one department or fund to another, generally for Capital
Improvement Projects.
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Fiduciary Funds - Used to account for resources that are ' managed in a trustee capacity or
as an agent for other parties or funds. These 'funds _are the Employees'
Pension 'Fund, Firemen's Pension' Fund, Police Supplemental Pension
Fund, Firemen's Supplemental Pension, Deferred Compensation Fund,
Rehabilitation Loan Fund, andTreasurer's' Escrow Fund.
Financial Trend
Monitoring System - > A series of interrelated financial factors and indicators developed by the
International City Management Association to assess the financial
condition of a local government based on historical and current fiscal and
economic data.
Fiscal Year (FY) - Any consecutive twelve month perioddesignated as the official budget
year and at the end of which a government determines' its financial
position and results of operation. The City's Fiscal Year begins on
October 1 and ends the next September 30.
Franchise Taxes/Fees -> Charges levied against a' corporation or individual by 'a local government
in return for granting a privilege or permitting the use of public property.
Fund Accounting - Accounts organized on the basis of funds and groups of accounts each of
which is considered to be a separate reporting entity. The operations of
each fund is accounted for by providing a separate set of self-balancing
accounts which comprise its assets, liability, fund equity, revenues and
expenditures or expenses as appropriate.
General Fund - Fund used to account for resources, such as property taxes, which are not
designated or dedicated for a specific purpose.
Governmental Funds -' Funds primarily used to account for tax-supported services (as
distinguished from those services supported primarily from user charges).
The five, governmental fund types are the general, special revenue, debt
service, capital 'projects and special assessment funds.
Intergovernmental Revenues - A major revenue category that includes all revenues receivedfrom
federal, state and other local government sources in the form of grants,
shared revenues and payments in lieu of taxes.
Internal Service Funds - Funds established to finance and account for services and commodities
furnished by a designated department to other departments within the City
or to other governmental entities on a cost basis. Internal Service Funds
include: Garage Fund, Administrative Services Fund, General Services
Fund and Central Insurance Fund.
Line Item - The smallest expenditure detail provided in department budgets. The line
item also is referred to as an '"object," with numerical "object codes" used
to identify expenditures in the accounting 'system.
Long-Term Debt - Debt with a maturity of more than one year including General Obligation
Bonds, revenue bonds, special assessment bonds, notes, leases and
contracts.
Millage-' The tax rate on real property which generates ad valorem revenue. The
millage rate is established annually and is based on $1 per $1,000 of
taxable value.
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Operating Budget - Plan of current expenditures and the proposed means of financing them.
Operating expenditures include salaries, 'supplies, employee' travel,
postage, current debt service and transfer. (See Expenditure Categories.)
Per Capita - An average per person estimate of a given factor.
Proprietary Funds - Used to account for the City's ongoing organizations and activities which
are similar to those often found in the private sector operating on a'>s"for
profit" basis. These include the Enterprise and Internal Services Funds.
Revenue - Income received by the City. These are receipts which increase a fund's
financial resources. They exclude: nterfund transfers, debt issue
proceeds, increases in liabilities and contributions of 'fund capital in
Enterprise and Intemal Services Funds.
Special Assessment - Compulsory contributions collected from the owners of property
benefitted by specific public improvements (paving, drainage, etc.) to
defray costs of such improvements. Costs are apportioned' according to
the presumed relative benefits to the property and revenues accrue to the
Special Assessment fund.
Special Assessment Funds - Used to account for public improvements that are of a specificadvantage
to certain geographical sections of the community and are financed by the
levy of special assessment fees on the benefitted property.
Special Development Fund - A special revenue fund established to account for impact fees, proceeds
from the sale and leasing of land (except ;land accounted for in the
Proprietary Fund), and property taxes restricted' by City policy to be used
for streets and drainage improvements'. These resources are restricted
legally or by Commission policy to be used only for certain Capital
Improvement Projects,
Special Revenue Funds '= A'govemmental fund type used to account for the receipt and expenditure
of revenues from specific' sources for which the city is legally required to
limit' expenditures to specific uses and to account separately for these
resources.
Tax - Compulsory charge levied by a government to finance services performed
for the common benefit.
Tax Collection 'Ratio - Ratio of ad valorem taxes collected to total ad valorem taxes levied.
Trend - A systematic, measurable drift in a series of data, either positively or
negatively, over a sustained period of time.
Utility Tax - A tax levied by cities on the consumers of various utilities such as
electricity, telephone, gas, etc.
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CITY OF CLEARWATER, FLORIDA
FINANCIAL POLICIES
FISCAL YEAR 1992-93
Reference:
The City's financial policies and procedures are delineated, in large part, in: the
Clearwater City Charter, Article III; City Code of Ordinances, Title IV; and Chapters
166 & 218, Florida Statutes.
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Financial Policies
POLICY:
General Fund Surplus -
In an effort to ensure adequate financial reserves, the City has determined that a General Fund Surplus
equal to 10% of the subsequent year's budgeted expenditures shall be maintained whenever practical.
Should funds in excess of 10 % be available in any fiscal year, these funds shall be identified as available,
and may be appropriated for specific Capital Improvement Projects or used to reduce the subsequent year's
ad valorem millage.
It has been determined that this fund shall be maintained as a contingency fund, and appropriated only in
cases of emergency or urgency to meet unanticipated financial needs.
POLICY:
Balanced General Fund Budget -
The City Manager shall submit, and the City Commission shall adopt, a balanced annual budget for the
General Fund.
Other Funds' Budgets - ,
Revenue budgets may exceed expenditure budgets except in General Funds, which must balance. However,
expenditure budgets may never exceed available resources.
POLICY:
Lease Purchase of Major Capital Acquisitions -
When fiscally advisable and when consistent with contractual obligations, the City shall lease purchase all
capital items which have a monetary value of at least $25,000 and a minimum life expectancy of five years.
The debt service on lease purchase items shall be paid by the user department.
POLICY:
Non-Resident Fees for Services -
As to individuals, corporations and other legal entities not owning real property within the City: For all
services or facilities provided from the support of the General Fund, the City shall charge a fee for said
services/facilities which approximates the amount of support paid by property-owning residents.
POLICY:
Road Millage -
A specific annual allocation of Ad Valorem revenues shall be used to fund the various activities associated ,
with roads & drainage. Prior to Fiscal Year 1990/91 the levy was established to support road and drainage
projects.
During the 1990/91 Budget process the Commission modified the definition of the projects to be funded
by this reserved millage to include only road maintenance and improvements, and allocated funding from
the Stormwater Utility to fund the maintenance of the storm drainage infrastructure projects.
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During the 1991/92 Budget process it was determined that .3738 mills, which would provide $1,502,785
for Capital projects, would be sufficient to provide funding to maintain the goal of a 10 year resurfacing
cycle for the City's roads.
POLICY:
Building Permit Charges -
Fees charged for Building and other permits shall be established at levels which will attempt to recover the
costs of the Building Department (exclusive of any costs reimbursable from sources other than City funds).
POLICY:
PACT -
A millage levy necessary to generate $400,000 will be assessed and designated annually for the support
of the Richard B. Baumgardner Center for the Performing Arts, and Ruth Eckerd Hall, operating under
the administration of PACT, Inc.
POLICY:
Proprietary (Enterprise) Funds -
All Proprietary (Enterprise) Fund operations shall be self-supporting, and shall pay administrative and other
appropriate service charges to General Fund Operations for support at a level determined by the City
Commission.
POLICY:
Utility Support Contributions -
The Utility System shall annually transfer to the General Fund an amount determined appropriate to be
considered reimbursement in lieu of taxes.
April 1989 policy adopted by Commissioners established this rate at 4.5% of prior-year gross revenues.
NOTE: Upon the adoption of the fiscal year 1990/91 Annual Budget, the Commission established an
additional annual dividend transfer to the general Fund at the rate of one half of the Gas Funds' prior year
net earnings.
POLICY:
Interfund Administrative Charge -
An allocation shall be made annually distributing the costs for administrative support departments among
all operating departments. This distribution shall be proportionately based on the operating department's
annual budget, and shall not be charged to General Fund departments.
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POLICY:
Interfund Other Service Charges -
The cost of services provided to Proprietary Fund Departments by General Fund Departments shall be
charged to, and paid by the user department.
POLICY:
Self-Insurance Program -
The City shall annually allocate $1,000,000 for the purpose of maintaining a general purpose insurance
reserve. The initial goal of this fund shall be to establish a $7,000,000 reserve, to be used as necessary to
defray and discharge claims against the City.
POLICY:
Financial Support to Social Service Agencies -
It is the City's policy to lend nominal financial support to selected social service agencies to augment
financial requirements. I
POLICY: I
CRA Contribution to General Fund -
It is the City's policy that services provided for administrative support to the Community Redevelopment
Agency (CRA) by City employees shall be reimbursed to the General Fund. Such reimbursement shall be
approximate actual costs incurred by the department, together with any associated costs.
POLICY: "
Health Insurance Stabilization Fund -
The City Commission authorizes the establishment of a special health insurance stabilization fund to guard
against future health care costs.
POLICY:
Donations -
Donations/contributions to City Departments will be accounted for in a Special Program Fund.
POLICY:
Special Event Fees -
The Special Events Committee will review applications for use of City beaches, sidewalks and rights-of- ,
way. Sponsoring organizations will be responsible for the costs of City services needed in conjunction with
the events.
All fees and related charges will be waived for City sponsored or co-sponsored events; i.e. Fun 'N Sun,
Jazz Holiday, July 4th, Turkey Trot, and Martin Luther King Parade. There shall be an annual review
of City sponsored/co-sponsored events.
10 1
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14
SOCIO -DEMOGRAPHIC STATISTICS
Clearwater Population
® Population
Thousands
150
125 ... .. .
100 ._..... 75
50
25
0
1982 83 84 85 86 87 88 89 90 1991
Year
Source: Comprehensive Annual
Report 1991
Inflation
Consumer Price Index
160
140
120
100
80
60
40
20
0
massure& Inflation against
The Consumer Price Index (CPI)
.... spoCiflc...potnt•In time. The...... _
current CPI uses July 31, 1983
....... .._.... ..._. _. as the bass point of 100•
. _............
1982 83 84 85
Source. The Kiplinger Report
86 87 88 89 90 1991
Year
17
CITY EMPLOYEE GROWTH
Thousands
2
1
0.6
I ® Clearwater Employees
0
1082 83 84 86 88 87 88 80 90 1081
Year
Table XV1. 'Miscellaneous Facts S.pt.mber 30. 1991
2
1.6
0.6
0
Clearwater Employees
® per 100 Residents
Employees
1982 83 84 86 as 87 88 88 00 1801
Year
M•lhod: Net Operating Expense/Cpl
/Clearwaler population
1982 89 84 86 86 87 88 89 90 1991
lbar
Table X11, 'Demographic Statistics Last Ha lbars'
160
126
100
76
60
0
® Clearwater Residents
Thousands
I 26
Clearwater's Trend
The City's trend continues to b
very positive, including no
significant growth in the number
of employees since 1977, and
showing a slight decrease since
the fiscal year 1988-89.
Source: Comprehensive Annual
Financial Report 1982-91
18
t
t
1
'J
1
PROPERTY TAX
REVENUES
25
20
15
10
5
0
Property
® Tax Revenues
Millions
1983 Constant Dollar
® Prop Tax Par Capita
8/Resident
1982 83 84 85 86 87 88 89 90 1991
Year
Table Ill, 'Property Tax Levies ¦nd Collection&
Last Ton Fiscal Ware'
1983 Constant Dollar
® Prop Tax Revenues
Millions
20
18
6
0
1982 83 84 86 86 87 88 69 90 1991
Year
source. Comprehensive Annual Financial
Report 1082-1091
Method: Property Tax Revenuee/CPI
19
175
160
126
100
76 .....
50
26 ..
0
1982 83 84 86 86 87 88 89 90 1991
Yew
source: Comprehensive Annual Financial
Report 1082-1991
Method: Property Tax Revenues/CPI
/Clearvater Population
Clearwater's Trend
The charts on the left show
Clearwater's property tax growth
in recent years, a positive trend.
PROPERTY TAX
LEVY & COLLECTIONS
26
20
16
10
6
0
26
20
16
10
6
0
26
20
16
6
0
® Property Tax
Lwy
Millions
I 10
1082 83 84 86 as 87 as 8o 90 1881
Year
Actual
® Collections
Millions
1182 83 84 86 as 87 as 80 ao 1091
War
Levy vs. Collections
= Prop Tax Levy ® Actual Collections
Millions
1982 83 84 86 as 87 as so 90 1991
Year
Percent
-of Levy Uncollected
3r-
2
1
1082 83 84 86 as 87 as so 90 1001
Yew
Method: 100 - Actual Collections
/Property Tax Levy • 100
Clearwater's Trend
As the chart above shows, the
percentage of uncollected property
taxes rose between 1982 and 1987
(attributed to the Church of
Scientology litigation), then
declined in 1988.
Source: Comprehensive Annual
Financial Report 1991
20
OPERATING REVENUES
PER CAPITA
70
ao
60
40
30
20
10
0
Nat
® Operating L.-
Millions
1993 Cons Dollar Not
® Oparating Ravens
Millions
1992 83 84 as as 87 as s9 90 199
War
8oure9: Comprehenslve Annual Financial
Report 1991
'Combined Statement of Revenues,
Expendltures, and Changes In Fund
Balance--AII Governmental Fund Types'
Method: General Fund Total Revenues • Special
Revenue Fund Total Revenue • Debt Service
Fund Total Revenues
1983 Cons Dollar Nat
® Oper Rev Per Capita
a/Resident
600
400 ........._.....__
300 _..
200
109
0
1982 83 84 86 86 87 ee s9 90 Vol
Year
Soura9: Comprehensive Annual Financial
Report 1991
Method: Net Operating Revenues/CPI
/Clearwater Population
eo
40
30
20
10 ..... ..... ..... ....
0
1982 83 84 as as 87 as all 90 1991
Kar
Source: Comprehensive Annual Financial
Report 1991
Method: Net Operating Revenues / CPI
Clearwater's Trend
The chart at the left includes
a stable relatively constant
pattern of per capita
operating revenues.
21
EXPENDITURES PER CAPITA
Net Operating
® Expenditures
Millions
70
6o--
50 ..... .....
40 _..___.
90 ..... ......
20 .... ...... .....
10 . - N1 I li?,
0
1982 89 84 86 88 87 88 89 90 199'
Year
Source: Comprehensive Annual Financial
Reports 1982-1991
Exp Per Capita 1989
® Constant Dollars
8/Resident
800
400
300 ..... ..... ..... ..... ..... ..... ..... ..... .....
200 .... .....
100
0
1982 83 84 86 ee 87 88 89 90 1991
wr
Source: Comprehensive Annual Financial
Report 1982-1991
Method: Net Operating Expense/CPI
/Clearwater Population
Not Oper Exp 1983
® Constant Dollars
80 Millions
50-
40-
30 _
20
10-
0 1982 83 84 86 as 87 88 89 90 199'
Year
Source: Comprehenslve Annual Financial
Report 1982-1991
Method: Net Operating Expenditures/CPI
Net Operating
®Exp Per Capita
700 $/Resident
e00
aoo
400
300
200
100 .._ ..... __. ._.. ..... .,... ..... .._.
0
1982 83 84 86 86 87 SS 89 90 1991
Year
Source: Comprehensive Annual Financial
Report 1982-1991
Method: Net Operating Expense
/Clearwater Population
Clearwater's Trend
While the City's expenditures
have increased in recent years,
the overall expenditure pattern
is one of relative stability,
even though the City has
expanded and added services.
22
GOVERNMENTAL FUND
RESERVES
10
8
6
4
2
0
Unrestricted Fund Balance
® General Fund
A
Millions
1982 89 84 86 86 87 88 89 90 1991
Year
Source: Comprehensive Annual Financial
Report 1982-1991
'Combined Balance Sheet-All Fund Types and
Account Groups'
70
60
60
40
30
20
10
0
Net
® Operating Revenues
Millions
1982 83 84 86 86 87 88 89 90 1991
Year
eouroe: Comprehensive Annual Financial
Report 1982-1991
Unrestricted Fund Balance
Percent of Net
- Operating Revenue
1982 83 84 86 88 87 88 89 90 1991
Year
8ouroa: Comprehenslvs Annual Financial
Report 1982-1991
Method: Unrestricted Fund Balance of General
Fund/Net Operating Revenue - 100
CLEARWATER'S TREND
In 1989, reserves were used
to fund a legal settlement and
the unanticipated delay in
receiving certain new reserves.
23
r ?
TER.
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CITY OF CLEARWATER
DEPARTMENT SUMMARY
DEPARTMENT/DMSION: Fire Department
Dept/Div Commission PROGRAM/F Relationship to 1991/92 Budget
UNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
' # Personnel Page #
Fire Suppression/
Emergency Medical Service 152 89.4% $ 8,035,940 I-3
Fire Prevention 10 5.1% 462,820 I-11
?f
Support Services
4
2.0%
183,770
I-17
Administration 6
3.5%
306,800
I_21
Explorer Pro
ram
g
0 - 300 I-27
Supplement I-29
Appendix A & B - Worklo
d/P
d
ti
i
D
a
ro
uc
v
ty
ata 1-30,31
Appendix C - Operational Data I-32
Appendix D - Fire Prevention Success Stories I-33
Organizational Charts and Graphs 1-34,35
TOTAL 1991/92 BUDGET 172 100% 8,989,630
I-1
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I-2
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Fire Department/Fire Suppression/EMS
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAM/FUNCTION DESCRIPTION
Ranh Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 1 135 72.3% $ 6,503,290 I-4
2 Base Level Service 2 0 7.5% 679,510 I-5
3 Emergency Medical Services/Contract 16 8.7% 786,460 I-6
4 Training 1 .7% 58,580 I-7
5 Dive Team 0 .1% 3,800 I-8
6 High Rise Rescue Team 0 .1% 4,300 1-9
TOTAL 1991/92 BUDGET 152 89.4% 8,035,940
ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Fire Suppression/Base Level Service 1 Dept. Rank: 1
Description:
The Fire Suppression "base level service" function provides Fire Suppression service to protect the lives
and property of the citizens of Clearwater and residents of the unincorporated area assigned to the
Clearwater Fire District. This service includes locating the fire, confining it to the point of origin,
extinguishing the fire, salvaging undamaged property, and overhauling the fire to prevent rekindle.
Personnel Requirements:
District Chief
Line Lieutenant
Firefighter
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
6
21
108
135
$5,851,440
651,850
6,503,290
72.3%
The Fire suppression
reimbursement from
Pinellas County is
$1,095,000 for Fiscal Year
1991/92.
1 -'i
ANALYSIS BY PROGRAM/FUNCTION
Department: Fire
Program/Function: Fire Suppression/Base Level Service 2 Dept. Rank: 2
Description:
The Firemen's Relief and Pension Fund is required to be funded by the City to provide pensions for those
firefighters who retired prior to 1972, or those who were hired prior to 1972 but retired after 1972 and
elected not to transfer over to the City's pension plan. All persons hired after 1972 are required to be
members of the City's pension plan. The Plan is administered by a Board of Trustees consisting of the
Mayor, who is the Chairperson; the Fire Chief, who is the Secretary; and three (3) members of the Plan,
either active or retired, who are elected by the Plan recipients.
There are currently 57 persons in the Plan, 56 retirees or their spouses, who are receiving benefits, and
one (1) active firefighter. Based on actuarial computations, the Plan requires City funding each year. The
FY 1991/92 amount is $679,510 and is scheduled to increase 6 1/2% each year until plan termination.
Program/Function Cost:
Personal Service $679,510
All Other Operating Costs 0
TOTAL COSTS 679,510
% of 1991/92 Budget 7.5%
I-5
ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Emergency Medical Services/Contract Dent. Rank: 3
Description:
The EMS effort within the Department utilizes 36 paramedic-trained firefighters, two (2) on each of six
(6) rescue units for each of three (3) shifts. The program is a contracted program with the County for
which we are paid under the marginal cost contract (see Fire Department Supplement - Page I-29). All
36 personnel function in a dual role of firefighter and paramedic and all are State-certified paramedics.
Fifteen (15) of these personnel, plus an EMS Deputy Chief, are "on the books", specifically to meet the
EMS contracted role. The remaining twenty-one (21) personnel are fire suppression assets who also do
the EMS function and are included in the base level service of fire suppression.
Statement of Service Level Impact:
The termination of this program would permit the elimination of fifteen (15) firefighter positions and a
Deputy Chief/EMS position, but the remaining twenty-one (21) personnel would be required to support the
fire suppression equipment to recognized levels.
We receive $2,211,150 via contract with the County for providing EMS services to the Clearwater Fire
District, and this funding source will be eliminated if the contract is terminated.
Personnel Requirements:
Deputy Chief 1
Line Lieutenant 6
Firefighter/Paramedics 9
TOTAL FTE 16
Program/Function Cost:
Personal Service $ 693,500
All Other Operating Costs 92,960
TOTAL COSTS 786,460
% of 1991/92 Budget 8.7%
1
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ANALYSIS BY PROGRAM/FUNCTION
Department: Fire
Program/Function: Fire Suppression/EMS/Training Dept. Rank: 4
Description:
The Fire Training Division consists of a Training Officer and an associated Training complex consisting
of a classroom, fire tower, and burning pits. The Training Division provides comprehensive firefighter
and EMS training programs necessary to continually update, certify, or refresh knowledge and performance
in every assigned discipline. Fire supervisors and shift personnel assist the Training Officer in meeting
directed training requirements, some of which are:
- OSHA and NIOSH - hazardous material training
- Insurance Service Office (ISO) - drill ground activity, night training, station training, mutual aid,
multi-company training, and officer training
- Pinellas County - EMS Training
- Fire Department - operational procedures, equipment operations, department policies and Standard
Operating Procedures
- City of Clearwater - employee relations and City policies
The Training Officer functions include: Department Safety Officer; Department Public Information Officer;
new employee fire orientation; new employee testing and evaluation; product evaluation; data systems
manager for the County 911 computer system, administrative accounts and the preparation of fire reports,
EMS reports, hose records, hydrant testing records, general inventory, and Fire Company Journal
Accounts; and the production of a four (4) hour video program each month involving training topics, City
topics, etc., that is broadcast via the institutional access cable to each station continuously throughout the
month.
Statement of Service Level Impact:
The elimination of the training function would necessitate that alternate sources provide the mandated
training. These costs would be:
- 48,255 hours of training conducted by Pinellas Vocational Technical Institute (a 62.5 cents per hour,
equating to $30,160 per year.
- Computer input via contract or Computer Information Services of 453.5 hours ca $10.00 per hour,
equating to $4,535 per year.
- Computer programming via contract with the County 911 dispatch system, or 1,189 hours @ $25.00
per hour, equating to $29,725.
- Third party production of monthly training video of 48 hours @ $89.44 per hour, equating to $4,293
per year.
Total of above external costs: $68,713.
The elimination of the Training Program would also require the reassignment to other City entities for the functions
of Safety Officer, Public Information Officer, employee fire orientation, testing and evaluation of new employees,
product evaluation functions, training scheduling, and training facility oversight.
Program/Function Cost:
Personnel Requirements - Training Officer
Personal Service $ 53,760
All Other Operating Costs 4,820
TOTAL COSTS 58,580
% of 1991/92 Budget .7%
T_7
The Training Officer also
functions in a liaison
capacity to the Fire
Explorer Post.
Reimbursements from
other Governments for
training is approximately
$15,200 annually.
w
ANALYSIS BY PROGRAWFUNCTION
Department:
Program/Function:
Description:
Fire
Fire Suppression/EMS/Dive Team
Dept. Rank: 5
The Fire Suppression/EMS/Dive Team conducts underwater search, rescue, and recovery operations for
the Clearwater Fire District and, when requested, adjacent districts within Pinellas County, and assists the
U.S. Coast Guard, Clearwater Police Department, other municipalities, and the county with any water-
related incidents.
This program uses Fire Suppression and EMS personnel; consequently no personnel are employed
specifically to support this effort.
Statement of Service Level Imnact:
The elimination of this program would reduce the timeliness of response to emergency scenes requiring
divers because we would have to request dive support from the Pinellas County Sheriff s Office or Madeira
Beach. In addition, diving support to the Clearwater Police Department, such as evidence recovery, would
not exist within the City.
Program/Function Cost:
Number of personnel trained - 15
Personal Service $ 0
All Other Operating Costs 3,800
TOTAL COSTS 3,800
% of 1991/92 Budget .1%
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ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Fire Suppression/EMS/High-Rise Rescue Team Dept. Rank: 6
Description:
This program involves trained personnel to do high-rise rescues and confined space rescues, e.g., window
washers trapped on scaffolding, children stuck on water towers, people trapped by collapses, underground
rescues such as entrapment, etc.
This program uses Fire Suppression and EMS personnel; consequently, no personnel are employed
specifically to support this effort.
Statement of Service Level Impact:
This team is one of three (3) organized specialized rescue teams in the county. The elimination of this
function would result in dependence on outside agencies to provide the response and needed expertise.
This could result in time delays which may result in loss of life and/or increased property damage.
Program/Function Cost:
Number of personnel trained - 14
Personal Service $ 0
All Other Operating Costs 4,300
TOTAL COSTS 4,300
% of 1991/92 Budget 19b
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Fire Departrnent/Fire Prevention
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 6.66 3.4% $ 308,230 I-12
2 Inspector Training .42 .2% 19,440 I-13
3 Plans Review .74 .4% 34,250 I-14
4 Miscellaneous Inspections .80 .4% 37,030 I-15
5 Public Education 1.38 .7% 63,870 I-16
TOTAL 1991/92 BUDGET 10.0 5.1% 462,820
I-11
Department:
Program/Function:
Description:
Fire Prevention/Base Level Service
The Fire Prevention "base level service" function:
Conducts fire safety inspections of 9,500 structures in addition to re-inspections followed by
preparation and presentation to the code enforcement board or circuit court, when necessary, to
insure compliance with statutory requirements mandated by law and/or City ordinance.
Fire
ANALYSIS BY PROGRAM/FUNCTION
Dent. Rank:
Conducts investigations of fire scenes to ascertain origin and cause as mandated by state statute including
follow up investigative duties required in incendiary fires. This includes evidence collection, depositions,
state attorney investigations, and trial proceedings.
Provides the necessary administrative support for the above, including records maintenance, code research,
and data entry.
Maintains files on material safety data sheets for all businesses covered by the Superfund Amendment and
Reclassification Act (SARA) Title III.
Conducts the False Alarm Program to include file maintenance, issuing Notices of Violations, and verifying
compliance with the City ordinance.
Personnel Requirements:
Fire Marshal .71
Fire Inspector 1.09
Life Hazard Safety Inspector 3.95
Arson Investigator ** .91
TOTAL FTE 6.66
** One (1) FTE position in the Fire Department is for an arson investigator (Police Detective). The
position is filled by a sworn police officer who works out of the Police Department but is fully funded by
the Fire Department. This funding includes overtime for two (2) additional police personnel trained for
arson investigations. The Fire Department used .69 FTE of this position in FY 90/91, leaving .31 FTE
to assist in police activities.
Program/Function Cost:
Personal Service $ 269,530
All Other Operating Costs 38,700
TOTAL COSTS 308,230
% of 1991/92 Budget 3.4%
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One Fire Inspector
position has been
eliminated in FY 1991/92.
A second Fire Inspector
position is ;targeted to be
eliminated effective
October 1, 199.;
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ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Fire Prevention/Inspector Training Dept. Rank: 2
Description:
The Fire Prevention/Inspector Training function: Conducts periodic training sessions in-house on code
application, procedural responsibilities, and approaches to construction design, and attends off-site training
seminars/schools and service on code-related committees.
Statement of Service Level Impact:
A reduction of this function will have a negative effect on the degree of protection afforded the citizenry
and eliminate the division's ability to provide consistent code application and enforcement. Further, it will
render ineffective our ability to influence proposed codes and code changes. Also, the elimination of this
function would result in the loss of the City's authority to perform fire safety inspections, since the Florida
Statute mandates triennial inspector re-certification, which requires forty (40) contact hours of continuing
education. Elimination of this program will ultimately reduce the quality of life throughout the City and
the Clearwater Fire District.
Personnel Requirements:
Fire Marshal .07
Fire Inspector .07
Life Hazard Safety Inspector .14
Arson Investigator .09
Public Education Specialist .05
TOTAL FTE .42
Program/Function Cost:
Personal Service $ 17,000
All Other Operating Costs 2,440
TOTAL COSTS 19,440
% of 1991/92 Budget .2%
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ANALYSIS BY FROGRAMN UNCTION
Department: Fire
Program/Function: Fire Prevention/Plans Review
Dept. Rank: 3
Description:
The Fire Prevention/Plans Review function:
Conducts review of construction plans for new and renovated structures proposed for the
Clearwater Fire District.
Coordinates plan approvals and final inspection with the City and County building departments.
Attends scheduled meetings at City and County building departments, fire prevention offices, and job sites
to discuss proposed construction and site plan development.
Statement of Service Level Imnact:
The elimination of this function would result in virtually no fire code input during the review process. This
would increase the cost in both terms of dollars for fire suppression and lost lives due to a lesser degree
of protection in buildings. In addition, it would lead to increased use of hard enforcement, more time spent
at the Code Enforcement Board, and more time in Circuit Court. The Department would have to vacate
its seat on the Development Review Committee.
Personnel Requirements:
Fire Marshal .15
Fire Inspector .56
Life Hazard Safety Inspector .03
TOTAL FTE .74
Program/Function Cost:
Personal Service $ 29,950
All Other Operating Costs 4,300
TOTAL COSTS 34,250
% of 1991/92 Budget .4%
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ANALYSIS BY PROGRAM/FUNCTION
Department: Fire
Program/Function: Fire Prevention/Miscellaneous Inspections
Dept. Rank: 4
Description:
The Fire Prevention/Miscellaneous Inspections function:
Addresses complaints or questions raised by the public and City officials.
Provides support/code research to citizens in handling fire safety concerns within their homes and
businesses.
Conducts preliminary inspections before and during new construction.
Provides inspection and permitting of tent erections, pyrotechnic displays, smoking in public assemblies,
and open burning.
Provides free corrective counseling to juvenile fire setters.
Monitors underground tank removal and provides crowd control in public assemblies.
Statement of Service Level Imnact:
The elimination of this function would decrease the ability of the City to address fire-related concerns. It
would also increase the hours spent on new construction inspections. The public would lose its "hot line"
to Fire Prevention resources and access to counseling designed for juvenile fire setters. Dangerous
conditions could result from non-permitted pyrotechnic displays and open burning, increasing the cost of
Fire Suppression activities.
Personnel Requirements:
Fire Marshal .05
Fire Inspector .25
Life Hazard Safety Inspector .50
TOTAL FTE .80
Program/Function Cost:
Personal Service $ 32,380
All Other Operating Costs 4,650
TOTAL COSTS 37,030
% of 1991/92 Budget .4%
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ANALYSIS BY FROGRAM/FUNCTION
Department: Fire
Program/Function: Fire Prevention/Public Education Dept. Rank: 5
Description:
The Fire Prevention/Public Education function:
Provides structured educational programs to children at our mini city "Safety Village" on fire, electrical,
and traffic safety.
Provides safety education to schools, camps, hospitals, and nursing homes.
Provides fire extinguisher training to the public and City employees, demonstrations at safety fairs, and
CPR classes for both our citizens and City employees.
Schedules, maintains, and coordinates all Public Education activities. Participates with local professional
organizations that can assist in educational pursuits throughout the Fire District. Compiles and reports
statistical data regarding Public Education activities.
Statement of Service Level Imvact:
The elimination of this program will have a negative effect on the quality of life in the entire community.
Fire is the leading cause of death to children and young adults in the home. During calendar year 1991,
our public education efforts reached 15,027 citizens, including approximately 6,000 children at Safety
Village*. The elimination of the Public Education Specialist would basically negate our ability to continue
offering these services.
Personnel Reauirements:
Fire Marshal .02
Public Education Specialist .95
Fire Inspector .03
Life Hazard Safety Inspector .38
TOTAL FTE 1.38
Program/Function Cost:
Personal Service $ 55,850
All Other Operating Costs 8,020
TOTAL COSTS 63,870
% of 1991/92 Budget .7%
* Please see Workload Productivity Data for educational programs provided and participants.
NOTE: Public Education is a corollary function of all inspection personnel, as is evidenced under "Personnel
Requirements", above.
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Fire Department/Support Services
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service - Maintenance Facility 3 1.6% $ 145,110 I-18
2 Base Level Service - Storeskeeper 1 .4% 38,660 1-19
TOTAL 1991/92 BUDGET 4 2.0% 183,770
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ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Support Services/Base Level-Maintenance Facility Dept. Rank: 1
Description:
The Base Level-Maintenance Facility function conducts the following maintenance and corollary activities -
current level of service:
Maintains (both scheduled and unscheduled):
- 22 Engines/Trucks/Support Vehicles
- 9 Rescue Vehicles
- Hydraulic Extrication Equipment
- Fans - Exhaust and Positive Pressure
- Chain Saws
- Portable Generators
- Pneumatic Bags
- Foam Systems
- Nozzles
- Specialized Valves
- Tanks
- Pumps
Additional Related Functions:
- Six (6) fixed station generators tested monthly and preventive maintenance accomplished.
- All breathing apparatus for firefighters (60 airpacks) maintained; specific certification required.
- Three (3) cascade systems operated/maintained; OZ bottles checked and hydrostated - predetermined
schedule.
- Repairs and couples all hose.
- Assists in writing all equipment specifications to insure "maintenance friendly and supportable".
- Performs/witnesses all necessary tests - pumps, ladders, etc.
- Fabricates all vehicular partitions/changes.
- Teaches Driver/Operators equipment check procedures/driving.
- Does all welding (includes station equipment).
NOTE: Approximately 40 % of effort is spent on specialized activities involving fire unique equipment on vehicles
or ancillary fire equipment, all of which require special or certified skills. These vehicles are equipped to support
major fire scenes with on-site equipment maintenance and refueling. All standard passenger vehicles twelve (12)
assigned to the Department are maintained by the City Garage.
Personnel Requirements:
Shop Supervisor 1
Fire Apparatus Technician 2
TOTAL 3
Program/Function Cost:
Personal Service $ 127,680
All Other Operating Costs 17,430
TOTAL COSTS 145,110
% of 1991/92 Budget 1.6%
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ANALYSIS BY PROGRAWFUNCTION
Department, Fire
Program/Function: Support Services/Base Level-Storeskeeper Dept. Rank: 2
Description:
The Base Level-Storekeeper function accomplishes the following tasks on a daily or recurring basis -
current level of service:
Procures and accounts for:
- All drugs and medical supplies (over 180 items).
- Firefighting equipment - foam/nozzles/etc.
- Station supplies (six dormitories):
- Kitchen/bath/furniture/cleaning - toilet tissue/soap/floor wax/etc.
- All firefighter gear:
- Bunker gear/helmets/boots/flashlights/etc.
- All uniforms and accessories.
Receives, unpacks, stores, fills orders, and delivers all commodities to stations and personnel
Processes all payment documents, to include 550 restricted purchase orders per year.
Does all the shopping:
- Comparative analysis (Pace, Sam's, etc.)
- Specialized items
- Repair of individual firefighter equipment
- 97 individual station supplies
Custodian and responsible for procurement and delivery of Station Forms.
Ships all Department merchandise.
Tracks all physical assets of Department.
Exercises property disposal responsibilities.
Runs storeroom.
NOTE: The Storeskeeper must take all commodities and personal gear to the firefighters at station locations since
crews must remain in the service area 24 hours a day.
Proeram/Function Cost:
Personnel Requirements - Storeskeeper 1
Personal Service $32,850
All Other Operating Costs 5,810
TOTAL COSTS 38,660
% of 1991/92 Budget .4%
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Fire Department/Administration
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 1 2 1.6% $ 146,600 I-22
2 Base Level Service 2 .93 .5% 48,850 I-23
3 Base Level Service 3 2.90 1.2% 104,080 I-24
4 Support to Other City Entities 1 .07 .1% 3,680 I-25
5 Support to Other City Entities 2 .10 .1% 3,590 I-26
TOTAL 1991/92 BUDGET 6.0 3.5% 306,800
I-21
ANALYSIS BY PROGRAM/FUNCTION
Department:
Program/Function:
Description:
Fire
Administration/Base Level Service 1
Dept. Rank: 1
The Administration/Base Level Service 1 function provides Fire Chief and Assistant Fire Chief to oversee
provision of Fire and EMS services to the Clearwater Fire District. They provide Department direction
and exercise all operational, support, and administrative control for Department activities. No reduced
efforts or program impacts offered since both positions involve unclassified SAMP employees, therefore
requiring both individuals to work until all assigned and associated tasks are accomplished no matter the
number of hours involved. Current level of service.
Personnel Requirements:
Fire Chief
Assistant Fire Chief
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
1
2
$ 134,980
11,620
146,600
1.6%
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ANALYSIS BY PROGRAMN UNCTION
Department: Fire
Program/Function: Administration/Base Level Service 2
Dept. Rank: 2
Description:
The Administration/Base Level Service 2 function supervises support elements and administers City
budgetary and financial programs, to include corollary programs relating to the County Fire and EMS
district. 93% of current service level.
The Administrative Support Manager supervises the vehicle and equipment maintenance function, the
Storeskeeper's function, and accomplishes the following specific financial and administrative tasks:
Conducts all fiscal operations involving procurement, accountability, and payment for all goods and
services received.
Conducts all City-directed budget operations and associated studies involving the annual Department
budget.
- Gathers and analyzes data and produces support plans.
Analyzes operations for cost effectiveness.
Maintains accountability for operational and Capital Improvement Program projects.
- Develops, implements, and oversees management and administrative systems of the Fire Department.
- Represents the Department in cooperative efforts with government entities and other operating units
of the City and county.
- Assists the Fire Chief in office management and oversees all payroll-related activities.
Personnel Requirements:
Administrative Support Manager
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.93 FTE
$ 43,450
5,400
48,850
.5%
ANALYSIS BY PROGRAWFUNCTION
Department:
Program/Function:
Description:
Fire
Administration/Base Level Service 3
Dept. Rank: 3
The Administration/Base Level Service 3 function provides administrative and clerical support to all
elements of the Fire Department. 97% of current service level. Currently, the clerical support staff,
consisting of the Fire Chief's secretary, one staff assistant, and one payroll clerk/receptionist, accomplish,
as a minimum, the following requirements on a day-today or recurring basis:
- Processes fire reports (approximately
1,004 per month)
- Processes EMS reports (approximately
3,004 per month)
- Meets all clerical needs of 172
personnel and five (5) Divisions
- Processes Reports of Injury
- Accomplishes all computerized
administrative tasks
- Answers all telephones
- Responds to citizen queries
- Designs, orders, and stores Department
forms
- Handles firefighter annual physical
examination program
- Organizes all Department travel plans
- Accomplishes certification and
recertification of firefighters,
paramedics, and EMTs
- Functions as personnel element for all
employees; change of address, W-4s,
benefits, etc.
- Handles Lock-Box Program
- Handles Vial-of-Life Program
Personnel Requirements:
Staff Assistant
Payroll Clerk
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1.92
.98
2.90
$ 87,230
16,850
104,080
1.2%
- Produces monthly operational reports and s'iatistics
for City management
- Inputs approximately 550 computer payroll entries
bi-weekly, validates employee time sheets, and
distributes payroll checks
- Serves as Records Custodian
- Processes disciplinary actions
- Processes promotion actions
- Procures and accounts for office supplies, to
include six (6) stations and a training facility
- Tracks all subpoenas and schedules personnel
- Supports two (2) distinct fire pension plans
- Processes new employees and retirees
- Processes financial payment authorizations and
purchase requests
- Handles citizens' Special Needs Evacuation
requests
- Tracks all employee drivers' licenses/renewals
- Tracks all outside employment
- Handles firefighter awards - Firefighter of the
Year, Turner Award, etc.
- Provides City newsletter inputs
- Handles/accounts for Petty Cash Fund
- Operates office/station distribution system
- Conducts special projects
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ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Administration/Support to Other City Entities-Level 1 Dept. Rank: 4
Description:
The Administration/Support to Other City Entities-Level 1 function:
Conducts all County-directed budget operations and associated studies involving annual County
Fire District Budget.
Accomplishes audit requirements as stipulated in the County EMS contract.
Accomplishes audit workpapers relating to Fire/EMS district for City annual financial report.
Statement of Service Level Impact:
County budgeting and audit work now performed by the Fire Department would have to be accomplished
by the Office of Management and Budget and the Finance Division.
Personnel Requirements:
Administrative Support Manager
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.07 FTE
$ 3,270
410
3,680
.1%
ANALYSIS BY PROGRAWFUNCTION
Department: Fire
Program/Function: Administration/Support to Other City Entities-Level 2 Dept. Rank: 5
Description:
The Administration/Support to Other City Entities-Level 2 function:
Provides clerical support to Development Review Committee.
Provides clerical support to union negotiations.
Handles Fire Incentive pay and associated State reporting.
Statement of Service Level Impact:
Clerical and financial work now performed would have to be accomplished by other City elements or
through external assistance.
Personnel Requirements:
Staff Assistant
Payroll Clerk
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.08
.02
.10
$ 3,010
580
3,590
.1%
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Fire Department/Explorer Program
Relationship to 1991/92 Budget
Dept/Div
Rank Commission
Rank PROGRAM/FUNCTION DESCRIPTION
% of Total
Dollar Amount
Reference
1 # Personnel
Base Level Service 0
-
$ 300 Page #
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TOTAL 1991/92 BUDGET 0 - 300
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Department:
Program/Function:
Fire
ANALYSIS BY PROGRAM/FUNCTION
Dept. Rank: 1
Description:
Explorer Program/Base Level Service
Fire Explorer Post 919 is chartered by the Boy Scouts of America and sponsored by the Clearwater Fire
Department. It encourages young people in the community to develop an interest in, and understanding
of, the Fire and Emergency Medical Services professions. The members serve as an alternative labor
resource for use under non-hazardous conditions involving special events and emergencies; assisting in
daily activities at the fire stations, operating a self-funded Rehab 48, a unit taken to major fire/EMS scenes
to permit rest, rehabilitation, provision of liquids and nourishment, etc. to firefighters involved in the
incident; painting City fire hydrants at approximately 50 % of previous City cost to support their activities,
etc.
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Statement of Service Level Impact:
The elimination of this program would sever an important relationship with the community, eliminate an
alternative labor source, and increase the City Water Department expense to paint hydrants by
approximately $6,000 per year.
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Program/Function Cost:
Number of Personnel - varies; approximately 22 Scouts
Personal Service $ 0
All Other Operating Costs 300
(Registration & Insurance)
TOTAL COSTS 300
% of 1991/92 Budget Negligible
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Supervision of this program is all
volunteer and accomplished by off-
duty personnel and the Training
Officer. The »City receives
approximately 5,400 hours
annually of volunteer time through
this program.
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FIRE DEPARTMENT SUPPLEMENT
(1) The Clearwater Fire Department provides fire protection services to an area designated as the Clearwater
Fire District. This District, in addition to including the residents of the City of Clearwater, also includes
specific unincorporated county areas. The City is reimbursed for providing fire protection services to the
unincorporated area of the District based on the relationship of assessed values of county-protected areas
to city-protected areas. The Fiscal Year 1991/92 fire protection reimbursement from the county is
$1,095,020.
(2) The Clearwater Fire Department provides Emergency Medical Service (EMS) within the Clearwater Fire
District under contract to the county since provision of EMS services within the county is, by state law,
a county responsibility. The EMS services provided under the contract are to be reimbursed by the county
on a marginal cost basis, i.e. they reimburse only the costs "which would not be incurred if EMS services
did not exist with the Fire Department". Stated succinctly, the county reimburses only those Department
costs that can be directly attributed to EMS under the concept that fire capabilities must be provided
anyway and therefore fire is always the primary service and EMS "piggybacks" on fire and is, therefore,
a marginal cost. The City of Clearwater received $2,211,150 in reimbursement for provision of EMS
services the year prior to the contract (FY 87/88) and will continue to receive that amount through a special
stipulation in the contract until calculated marginal costs exceed that amount. The marginal costs are
calculated annually in accordance with the county contract by Ernest and Young, and for FY 91/92 our
marginal costs were $1,764,621. It is expected to be four (4) to five (5) years before our marginal costs
will exceed monies currently being received.
It should be noted that any increased Fire Department revenues must be reported and shared with the County
(15.01 % in FY 1991/92) since they are also paying for the efforts that generate the revenue. Conversely, any
decrease in expenses also reduces county fire reimbursement, e.g. the decrease in Department costs for
"downsizing" by two (2) Inspector personnel will effectively only benefit the City approximately 85 % of the savings
realized by the City from this reduction.
It should further be noted that annexation into the City of any property located within the Clearwater Fire District
will generate additional monies through City taxes for fire protection, but will cause a like decrease in county fire
reimbursement.
In conjunction with other county fire districts and authorities, the Fire Department participates in a Closest Unit
Dispatch system. This system dictates that we automatically send our Fire Department personnel and equipment
into other fire districts within the county to assist, or function as the primary unit, when one of their units is busy
on another emergency call. This is a reciprocal arrangement and permits the City to avoid a considerable increase
in personnel to ensure adequate fire coverage. During calendar year 1991 we assisted other districts 1,751 times
and they assisted the City of Clearwater 1,752 times. (See Appendix C.)
The Fire Department's' operating
budget is $8,989,630, of which
$3,306,150, or 36.8%, is
reimbursed by Pinellas County.
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APPENDIX "A"
FIRE DEPARTMENT WORKLOAD/PRODUCTIVITY DATA
WORKLOAD DATA 1987 1988 1989 1990 1991
No. of Fire Calls 539 676 660 657 613
No. of False Alarms 653 969 992 1,021 1,088
No. of Service Calls 927 1,160 1,096 566 592
Arson & Susp. Fires -- - 67 127 114
Arson Arrests 39 8 4 30 14
Demonstrations* 469 607 485 482 459
Participants* 3,948 12,485 12,814 15,406 15,027
Training Hours 20,054 23,505 41,002 50,469 48,255
PRODUCTIVITY DATA 1987 1988 1989 1990 1991
EMS Responses 12,285 12,303 13,400 13,979 14,169
EMS Units 6 6 6 6 6
Responses Per Unit
2,048
2,051
2,233 a? o
-? ,?
84
Fire Prev. Inspections 8,665 9,764 9,646 12,033 12,185
Assigned Inspectors (FTE) 6.5 7 7 7 7
Inspections per Inspector 1,333 1,395 1,378 1,719 1,741
Final Inspections (CO's) ** ** 704 528 578
FPlans Reviewed ** ** 1,178 748 711
* Please see Appendix B for further breakout of these activities.
** Data collection in these areas began in 1989.
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APPENDIX "B"
FIRE DEPARTMENT WORKLOAD/PRODUCTIVITY DATA
FIRE EDUCATION - 1991
1. EDUCATIONAL PROGRAMS:
TYPE PARTICIPANTS
SAFETY VILLAGE ..............................................5,998
FIRE EXTINGUISHER TRAINING ...................................... 970
SCHOOLS ....................................................2,417
CAMPS .......................................................227
CPR AND VIAL OF LIFE ........................................... 200
NURSING, ACLF, & MOBILE HOMES .................................. 673
MALLS AND SAFETY FAIRS .......................................3,895
CIVIC CLUBS ...................................................125
HOSPITALS & HIGH RISE BUILDINGS ................................ 522
TOTAL ......................15.027
H. TYPE OF AUDIENCE:
WORKING ADULTS .......................... 4,774
RETIRED ADULTS ........................... 1,261
CHILDREN ................................ 8,992
III. FOUR-YEAR ATTENDANCE AT SAFETY VILLAGE OPEN HOUSE:
1988 ..................................... 1,200
1989 ............................... RAINED OUT
1990 ..................................... 2,,M
1991 ..................................... 2,100
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APPENDIX "C"
FIRE DEPARTMENT OPERATIONAL DATA
1991 RESPONSES BY STATION
STATION AVERAGE RESPONSE
TMES
FIRE EMS
45 - Downtown/ Franklin Street 3:29 3:24
46 - Clearwater Beach 4:16 3:44
47 - Highland Avenue and Lakeview Road 3:29 3:52
48 - North Belcher Road 3:26 4:05
49 - Clearwater Mall 3:32 3:52
50 - Countryside 3:35 3:55
TOTAL FOR DEPARTMENT: 3:32 3:47
CLOSEST UNIT DISPATCH - 1991
GIVEN RECEIVED
EMS: 749 1,293
FIRE: 1,002 459
TOTALS: 1,751 1,752
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APPENDIX "D"
FIRE PREVENTION SUCCESS STORIES
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The total improvement to Clearwater citizens' quality of life due to Fire Prevention efforts may never be known.
However, the following recent success stories are a direct result of Clearwater's Fire Prevention activities.
(1) In a single family residence a fire ignited when a high-intensity lamp fell onto a bedspread. A smoke
detector alerted the family. While the grandmother was phoning 911, the 8-year old granddaughter,
tugging at her dress, told her to get down low and crawl out of the house. The 6-year old brother and their
mother also followed the 8-year old's direction. Fire personnel who interviewed the 8-year old at the scene
reported that she told them she had learned to escape a burning building during "field trip to Safety
Village" with her school.
(2) A church was required to install an emergency lighting system in its sanctuary. On the reinspection, the
inspector was told that during the previous Sunday evening services, a thunderstorm severed power to the
church. The pastor went on to say that without the emergency lighting system, evacuation of the sanctuary
would have been nearly impossible, especially for the numerous physically impaired parishioners.
(3) An apartment building was found to be without smoke detectors. After they were installed on the order
of a fire inspector, a fire occurred within the building. A resident heard a neighbor's detector sound,
entered the adjoining apartment, and rescued its occupant, who had been overcome by smoke inhalation.
(4) During a periodic inspection of a nursing home, a Life Hazard Safety Inspector noticed that there was not
a fire extinguisher within close proximity to the laundry. Shortly after an additional extinguisher was
installed, as ordered, a fire occurred which was put out by an employee with the newly-installed
extinguisher.
(5) A hotel installed a fire sprinkler system on orders of the Fire Marshal's Office. Shortly thereafter, a fire
occurred in one of its rooms. The fire was extinguished with one sprinkler head and only required the
hotel to be closed for two (2) hours.
T_ZT
FIRE DEPARTMENT
Fiscal Year 1991/92
Explore Program 0%
Fin Prevention 5.1%
Support Services 2%
Administration US
Fire Suppression/EMS 89.4%
Budget by Major Program
Debt Service 2.2%
Internal Service 5.5%
Other Operating 4.9%
Capital 0.5%
Personal Service 88.9%
Budget by Major Classification
Total Budget - $8,989,630
ANNUAL BUDGET COMPARISON
Millions
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CITY OF CLEARWATER
DEPARTMENT SUMMARY
DEPARTMENT: Planning & Development
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
Administration 2 4.4% $ 121,490 II-3
Planning Services 12 22.4% 621,270 H-5
Building 22 33.0% 917,430 11-13
Community Development 6 8.5% 236,990 II-19
Community Relations 8 14.6% 404,390 II-25
Code Enforcement 8 17.1% 476,190 II-33
Organizational Charts & Graphs II-38
TOTAL 1991/92 BUDGET 58 100% 2,777,760
II-1
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT PROGRAM: Planning & Development/Administration
Relationship to 1991/92 Budget
Dept/Div
Rank Commission
Rank PROGRAWFUNCTION DESCRIPTION
% of Total
Dollar Amount
Reference
1 ## Personnel
Base Level Service 2
4.4%
$ 121,490 Page #
H-4
TOTAL 1991/92 BUDGET 2 4.4% 121,490
II-3
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division:
Program/Function: Base Level Service Division Rank:
Description:
Administration
1
The Administration base level service function:
Provides administrative support to all five (5) divisions within the Planning & Development Department.
This support includes management, program coordination, marketing, clerical, accounting, personnel,
training, planning and various other coordinating functions.
Provides information and support to other City departments, the City Commission, and the City Manager's
Office, and is responsible for the maintenance and enforcement of City policies.
Handles citizen complaints.
Provides administrative assistance to conduct special projects, manage work measurement records,
coordinates special studies, create new programs, and researches and develops the Department's budget.
Personnel Requirements:
Director 1
Staff Assistant 1
TOTAL 2
Proeram/Function Cost:
Personal Service $ 96,260
All Other Operating Costs 25,230
TOTAL COSTS 121,490
% of 1991/92 Budget 4.4%
Operating' costs include $11,000 for
office supplies' for all of the
divisions within the Planning &
Development Department.
II-4
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Planning & Development/Planning Services
D
Di Relationship to 1991/92 Budget
ept/
v Commission PROGRAWFUNCTION DESCRIPTION
Raub Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 9 16.8% $ 465,950 II-6
2 Special Projects 1 1.9% 51,770 11-7
3 Land Development Code
Text Amendments .5 .9% 25,890 II-8
4 Annexation Incentive Program .5 .9% 25,890 H-9
5 Pinellas Planning Council
Consistency Program 1 1.9% 51,770 II-10
Planning Services Supplement H-11
Appendix "A" - Workload/Productivity Data II-12
TOTAL 1991/92 BUDGET 12 22.4% 621,270
11-5
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Planning Services
Program/Function: Base Level Service Division Rank: 1
Description:
Base level service activities of the Planning Services Division include application and permit processing,
delivery of zoning and planning information to the public, and state-mandated development reviews and
plan maintenance. The following functions are performed at the base level of service:
Processes variance, conditional use permits, rezoning, Annexation, and Land Use Plan
Amendment applications. Over 400 applications are processed annually.
Processes site plan and subdivision applications.
Reviews approximately 15, 000 building permit and occupational license applications for zoning
compliance on an annual basis.
Provides information and assistance to citizens/applicants. Approximately 11,000 requests for
zoning information are received each year.
Processes concurrency review requirements. Twenty concurrency reviews were performed and
many other requests for concurrency information were received in FY 1991.
Prepares and maintains the Comprehensive Plan for the City of Clearwater.
Provides administrative support for the Planning Service Division.
Serves as the staff liaison to the Planning and Zoning Board, the Development Code Adjustment
Board, the Historic Preservation Board, and the North Greenwood Design Review Board.
Personnel Requirements:
Planning Manager .4
Senior Planner .4
Planner II 1.7
Planner I 1.3
Zoning Supervisor .8
Building Inspector 1.0
Zoning Technician 1.7
Staff Assistant 1.7
TOTAL FTE 9.0
Program/Function Cost:
Personal Service $ 362,395
All Other Operating Costs 103,555
TOTAL COSTS 465,950
% of 1991/92 Budget 16.8%
See Supplement on Page U-11 for
Base Level Service activity
revenues.
11-6
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ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Planning Services
Program/Function: Special Projects Division Rank: 2
11 I Description:
(1]
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Special projects are one-time assignments which are intended to resolve a specific issue or concern or to
create a plan of action for future programs or projects. Examples during 1991 include:
(1) Downtown Clearwater Plan - a major update of the 1984 downtown plan was prepared. This plan
proposed a 50 % expansion of the downtown area and will guide the development and
redevelopment of downtown Clearwater over the next five years.
(2) Self-reliance Program for South Clearwater - this program assisted Clearwater Neighborhood
Housing Services (NHS) in completing its work program in the S. Greenwood neighborhood.
(3) Beach Task Force Issues Report - staff assistance to the Beach Task Force was provided during
the development of the task force report. Two comprehensive plan amendments and two land
development code amendments were prepared to implement the findings of the report.
(4) Census Coordination/Appeal - the Division prepared information used by the Bureau of the Census
in evaluating the City's appeal request and in making adjustments to the 1990 Census figures for
Clearwater.
(5) Community Rating System (CRS) Program Implementation - This program provides premium
reductions for federal flood insurance participants if certain monitoring procedures are developed
and followed. A five percent reduction for Clearwater residents has been realized, with possible
future incremental reductions of up to 45 %.
(6) Countywide Sign Ordinance - the Division provided technical review and assistance during the
development of the countywide sign ordinance.
(7) Tampa Bay Regional Planning Council (TBRPC) Regional Policy Plan - the Division provided
technical review and assistance during the development and evaluation of the TBRPC regional
policy plan.
(8) Interlocal Agreements between Clearwater and Pinellas County - an interlocal agreement between
the City and the County was developed to minimize intergovernmental land use consistency
reviews required under Pinellas Planning Council (PPC) procedures.
(9) Sign Inventory Survey - the Division assisted in the nonconforming sign survey performed
between January and April 1991.
Impact if Program/Function were Eliminated:
Comprehensive Plan objectives and policies would not be implemented, likely resulting in the withholding
of state revenue transfers. Response to local and regional planning matters would not occur, creating
compliance programs with the subregional planning agency (Pinellas Planning Council) and regional
planning agency (Tampa Bay Regional Planning Council). Greater use of consultants for special planning
projects would be required (it is estimated that preparing the Downtown Clearwater Plan by City planning
staff saved the City of Clearwater over $50,000, after deducting in-house personnel costs). City residents
would not have been eligible for a five percent rate reduction in federal flood insurance premiums if the
CRA program was not implemented.
Personnel Requirement: Program/Function Cost:
Planning Manager .3
Planner II .3 Personal Service $ 40,265
Planner I .2 All Other Operating Costs 11,505
Zoning Technician 1 TOTAL COSTS 51,770
Staff Assistant .1
TOTAL FTE 1.0 % of 1991/92 Budget 1.9%
iI-7
ANALYSIS BY PROGRAWFUNCTION
Department: Planning & Development Division: Planning Services
Program/Function: Land Development Code Division Rank: 3
Text Amendments
Description:
This function continues the preparation and processing of Phase I - III amendments to the Land
Development Code. Approximately 139 separate code amendments have been identified, ranked in priority
order and scheduled on the divisional work program. Major scheduled amendments include: comprehensive
amendments to the Alcoholic Beverage and Sign regulations; several amendments required by the City
Comprehensive Plan; amendments which revise the zoning application processing procedures to create a
more customer-oriented review process; and numerous technical amendments needed to reduce the number
of "unnecessary" applications.
Impact if Proeram/Function were Eliminated:
Scheduled code amendments could not be completed, resulting in continued high numbers of variances,
conditional w permits and other unnecessary procedural delays/expenses for developers and homeowners.
Fees would have to remain at relatively high levels in order to fully account for complex review/processing
efforts/costs (which could be reduced if various code amendments are prepared and adopted). Compliance
with Comprehensive Plan requirements could be jeopardized, possibly resulting in the withholding of state
revenue transfers.
Personnel Requirements:
Planning Manager .2
Senior Planner 1
Planner I 1
Staff Assistant .1
TOTAL FTE .5
Program/Function Cost:
Personal Service $ 20,135
All Other Operating Costs 5,755
TOTAL COSTS 25,890
% of 1991/92 Budget .9%
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ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Planning Services
Program/Function: Annexation Incentive Program Division Rank: 4
Description:
This function includes the development and implementation of the Annexation Incentive Program. This
program would establish a unified effort to encourage the annexation of county enclave areas within the
City's designated service area. Possible incentives to annex include waiving of current required annexation
fees. The program includes a citizen education program to alert the public to the advantages of City
residency.
Impact if Program/Function were Eliminated:
There would be no coordinated City effort for annexations.
Personnel Requirements:
Senior Planner
Planner I
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.3
.2
.5
$ 20,135
5,755
25,890
.9%
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Planning Services
Program/Function: Pinellas Planning Council Division Rank: 5
Consistency Program
Description:
The countywide zoning and land use plan consistency program mandated by state law would bring all
Pinellas County local government future land use plans/maps and development regulations into general
conformity. The intent of the program is to minimize intergovernmental conflicts along jurisdictional
borders. This is a major work task involving the revision of substantial sections of the City's
Comprehensive Plan and Land Development Code.
Impact if Program/Function were Eliminated:
Violation of Pinellas County Council Rules, with enforcement by the Pinellas County Council legal staff
likely. Enforcement action could result in loss of transfer revenues from state sources.
Personnel Reauirements:
Planning Manager .1
Senior Planner .2
Planner I .2
Zoning Supervisor .2
Zoning Technician .2
Staff Assistant .1
TOTAL FTE 1.0
Program/Function Cost:
Personal Service $ 40,265
All Other Operating Costs 11,505
TOTAL COSTS 51,770
% of 1991/92 Budget 1.9%
11-1U
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SUPPLEMENT
PLANNING & DEVELOPMENT/PLANNING SERVICES
BASE SERVICE LEVEL REVENUES BY ACTIVITY
Base Service Level
Activity Revenues FY 1990/91 FY 1989/90 FY 1988/89
Variance/Conditional Use $ 106,855 $ 47,385 $ 64,212
Site Plan Review 19,294 17,750 24,805
Annexations Petitions 3,100 5,000 8,300
Zone/Plan Amendments 2,600 2,600 5,750
TOTALS 131,849 72,735 103,067
1J.-11
APPENDIX "A"
WORKLOAD/PRODUCTIVITY DATA
PLANNING & DEVELOPMENT/PLANNING SERVICES
The Planning Services Division serves as staff liaison to the City Commission, Planning and
Zoning Board, Development Code Adjustment Board, Historic Preservation Board, and North
Greenwood Design Review Board. In addition, the division considers the following groups to be
other primary "customers": Property owners; general public; City Manager's Office; Planning
and Development Department; City Attorney's Office; other City departments; Pinellas Planning
Commission; Countywide Planning Authority; Tampa Bay Regional Planning Council; Florida
Department of Community Affairs; and other external agencies.
In 1991, the division processed 401 separate major development or permit requests, in addition
to reviewing virtually every occupational license request for zoning compliance. The division was
reorganized in 1991, through the creation of a specific zoning section within the division, to better
handle this workload.
MAJOR DEVELOPMENT/PERMIT REQUEST # OF REQUESTS
PROCESSED
FY 90/91 # OF REQUESTS
PROCESSED
FY 89/90
CONDITIONAL USES 94 91
VARIANCES (DCAB AND COMMISSION) 139 171
SUBDIVISION PLATS (NEW) 15 4
SITE PLANS (NEW) 54 38
PLAT/PLAN MODIFICATIONS 50 48
REZONING 18 23
LAND USE PLAN AMENDMENTS 17 21
ANNEXATIONS 14 14
TOTAL 401 410
The division also was involved in a number of special projects in 1991, including the
development/implementation of: The Downtown Clearwater Plan; A Self-Sufficiency Program for
South Clearwater; The Beach Task Force Issues Report; Pinellas Planning Council Consistency
Program; A Preliminary N. Fort Harrison Rezoning Study; Census Coordination/Appeal;
Community Rating System (CRS) Program; The Countywide Sign Ordinance; The Tampa Bay
Regional Planning Council/Regional Policy Plan; An Interlocal Agreement Between Clearwater
and Pinellas County; and The Sign Inventory Survey.
Twelve land development code amendments were processed in 1991, with an additional eight
amendments drafted for legal review. These amendments included the creation of a new research,
development and office park zoning district, and changes to the landscaping and vested rights
ordinances.
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DMSION: Planning & Development/Building
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
tt Personnel Page #
1 Permitting 5.55 8.0% 221,170 II-14
2 Inspection 9.8 17.6% 487,613 I1-15
3 Licensing 3.1 4.3% 120,855 111-16
4 Housing 3.55 3.1% 87,792 II-17
Appendix "B" - Workload/Productivity Data II-18
TOTAL 1991/92 BUDGET 22.0 33.0% 917,430
II--13
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Building and Occupational License
Program/Function: Permitting
Division Rank:
Description:
The Permitting Section consists of 5.55 FTE positions. This includes three full time positions dedicated to issuing
permits at the Central Counter; 50 % of the Code Analyst position for the review of commercial plans (this person
also supervises the Housing Inspection Group); 50% of a Permits Supervisor position (whose duties are split
between Permitting and Licensing); and one full time staff assistant to handle the nine incoming phone lines and
to receive customers at the Central Counter; 30 % of the Building Official position and 25 % of another staff assistant
for administrative functions.
Permitting provides the following services:
- Assists customers on the procedures and requirements involved in making an application for building permit.
Making sure that they understand the items which are required for each submittal.
- Issues permits which have completed the plan review process, and are eligible to be released; processes other
permit related documents; and collects the appropriate fees.
- Issues certificates of occupancy upon completion of construction projects which have met requirements and
collects the appropriate fees.
- Serves as a community information resource by providing inquiring parties with permit histories (owner,
contractor, property information); viewing and copying of blueprints; providing statistical information about the
number, type, valuation, revenues for requested permits; flood zone information; code requirements; etc.
- Reviews applications of all submitted construction plans for code compliance.
- Coordinates plan review with Traffic, Environmental, Engineering, and Zoning departments.
- Notifies the applicant via telephone or mail as to problems with applicant submittals, or notifies via telephone
that application has been approved and permit is now available.
- Meets with prospective architects, engineers, contractors, developers, owners, realtors, tenants, etc., at design
development phase of construction with regard to code requirements of proposed projects.
- Provides technical advice and staff assistance for Development Review Committee and Building/Flood Board of
Adjustments and Appeals.
Impact if Program/Function were Eliminated:
The elimination of this function would result in a loss of projected revenues of $877,000. These revenues are used
to provide funding for all sections of the Building Division. The lack of plan review and issuance of permits would
result in buildings not being constructed in conformance to the various codes which have been adopted by City
Ordinance. This would jeopardize the health, safety and welfare of the citizens of Clearwater. Inspections of
structures under construction would be difficult without a thorough review of plans for code compliance; and it
would be difficult to track the phases which have, or have not been, inspected without a permit placard having been
issued.
Personnel Requirements:
Building Official .3
Permits Supervisor .5
Permits Specialists 3.0
Code Analyst .5
Staff Assistant I 1.25
TOTAL FTE 5.55
Program/Function Cost:
Personal Service $ 159,203
All Other Operating Costs 61,967
TOTAL COSTS 221,170
% of 1991/92 Budget 8%
FISCAL YEAR 1990/91
New Construction Permits 127
Addition/Remodel Permits 1,688
Other Permits 5,992
Revenues $877,986
11-14
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ANALYSIS BY FROGRAWFUNCTION
Department: Planning & Development Division: Building and Occupational License
Program/Function: Inspections Division Rank: 1
I I Description:
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The Inspection Section consists of 9.8 FTE positions. This includes one full time Construction Inspector Supervisor,
four full time building inspectors; 2 full time electrical inspectors; 2 full time plumbing/mechanical/gas inspectors,
30 % Building Official's position and 50 % of Staff Assistant position for administrative functions. The Inspections
Section services include:
- Inspections of all construction related work, new and remodeling covering several trades, i.e., building inspectors,
plumbing, gas, mechanical and electrical inspectors. These inspectors are all responsible for issuing Stop Work
Orders on those projects which have started to work without permits; investigating complaints of alleged
construction violations; conducting inspections of potentially unsafe structures due to fire or accident; and
reviewing blueprints to determine whether or not they meet the applicable code requirements.
- The building inspectors inspect the structural elements of a building for compliance with the Building Code, the
State Energy and Accessibility Codes, and the plans. Their work is not limited to only the structural elements but
also to non-structural elements that are necessary to assure the health and safety of anyone who may enter the
building. A very large part of their work is inspection to assure that required rated materials and fire stopping
measures are in place to limit the spread of fire and to assure adequate egress.
- The electrical inspector inspects all of the electrical wiring starting from grounding being properly connected to
the building foundation, through to the point of the final inspections after all fixtures and equipment are installed.
This includes inspections of low voltage wiring for alarm systems, etc.
- The plumbing, gas, and mechanical inspectors work includes inspections of all water and waste lines installed in
a building and underground and likewise for the gas and mechanical work. Their work under the Mechanical Code
also covers inspections of exhaust hoods, fire sprinkler systems and the installation of under ground storage tanks,
such as gasoline tanks and the associated piping.
Impact if Program/Function were Eliminated:
The elimination of this function would allow construction to be performed throughout the City, without the ability
to enforce the construction codes adopted by the City. Architects, contractors, engineers, owners, etc. would not
have the technical expertise to provide information on code compliance. Owners would not have the insurance of
a third party inspecting work being done.
Personnel Requirements:
Building Official
Inspection Supervisor
Electrical Inspectors
Building Inspectors
Plumbing/Mech/Gas Inspectors
Staff Assistant
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
FISCAL YEAR 1990/91
Building Inspections 8,635
Electrical Inspections 4,605
Plumbing Inspections 2,837
Mechanical Inspections 2,545
Gas Inspections 768
Reinspections & Others 540
All inspectors have the capability to
perform inspections outside of their
specialty._ In Fiscal Year 1990/91
approximately 25 %;of the inspections
where a result of cross-training.
1
2
4
2
.5
9.8
$ 382,329
105,284
487,613
17.6%
II-15
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Building/Licensing
Program/Function: Licensing Division Rank: 1
Description:
The Licensing Section consists of 2.5 FTE positions. This includes one full time Permits Specialist, one full time
License Clerk; 50% of a Permits Supervisor position; 10% Building Official position and 40% Staff Assistant
position for administrative functions. Licensing provides the following services and performs the following duties:
- Issues occupational licenses to businesses operating within the City limits of Clearwater, and collects the
appropriate license tax.
- Registers licenses of businesses who are not located within the City limits, but which conduct business within
the City limits, and collecting the appropriate registration fee.
- Implements an effective process of renewing occupational licenses, so appropriate taxes are collected each year.
- Processes mail and proofreads entries to ensure accurate distribution of information to the public.
- Researches unlicensed businesses by reviewing publications; memberships lists; Department of Revenue records;
recently issued certificates of occupancy; etc.
- Coordinates with Code Enforcement the sweeps to find unlicensed or delinquent license.
- Verifies the inventory of merchants to establish proper payment of license fees.
- Informs the public in person and by phone of the requirements of obtaining a license; who has a current license;
ownership information, property use information, etc.
Impact if Program/Function were Eliminated:
The elimination of this function will result in a loss of projected revenues of $1,200,000. The process of issuing
an occupational license permits us to determine whether the business is permitted under the zoning regulations;
whether there is adequate parking provided; and whether the individual is competent to conduct the type of business
being proposed. Without the issuance of occupational licenses, there would be difficulty enforcing the zoning
regulations and the City would be subject to less than desirable businesses.
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Personnel Requirements:
Building Official
Permits Supervisor
License Clerk
Permits Specialist
Staff Assistant
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
OCCUPATIONAL LICENSE
REVENUES
Fiscal Year 1986187 $1,067,381
Fiscal Year 1987188 1,166,874
Fiscal Year 1988/89 1,123,518
Fiscal Year 1989/90 1,283,969
Fiscal Year 1990/91 1,291,132
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$ 87,766
33,089
120,855
4.3%
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ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Building/Housing
Program/Function: Housing Division Rank: 1
Description.
The Housing Section consists of 3.55 FTE positions. This includes two Housing Inspectors; 50% of the Code
Analyst position (also reviews permit applications and plans); 50 % of Staff Assistant I position (who is shared with
permitting and inspections); and 30% of Building Official's position and 25% of Staff Assistant 11 position for
Administrative functions.
The Housing Inspections section is responsible for enforcing the Housing Code adopted by the City by:
- Investigating all complaints received regarding substandard housing.
- Working with City of Clearwater Police Department on inspecting properties where illegal activities are suspected.
- Inspecting entire neighborhoods on a door by door basis as prioritized by the Planning and Development
Department and the City Commission.
- Contacting owners of properties that have been inspected.
- Working with owners on a one-to-one basis explaining what is necessary to bring the property into compliance
with City Codes.
- Preparing the necessary reports for the land owners, the City and getting the property into compliance.
- Preparing and presenting cases to the Code Board.
- Working with Community Development Division and Clearwater Neighborhood Housing Services on bringing
non-complying structures into compliance with City Housing Codes.
- Directing tenants and owners of residence of non-complying structures to other City and non-profit organizations
which could possibly help them with temporary housing or funding of necessary repairs.
Impact if this program/function were eliminated:
Elimination of enforcement of the Standard Housing Code would be in violation of adopted City ordinances. Without
enforcement of the "Housing" code, the City would face the deterioration of it's housing stock. With deterioration
of the housing stock the tax base on these properties will be lost or severely lessened. Services for the entire
citizenry will be affected by a smaller assessment. With no inspections of properties with regard to minimum
housing standards, there would be danger created with unsafe buildings allowed to remain and foster growth of
criminal activities. Unsafe and unsanitary conditions may lead to housing stock decline and affect the City tax base.
Personnel Requirements:
Building Official
Housing Supervisor
Housing Inspectors
Staff Assistant I
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
Housing Inspection
91/92 Projection 580
Number of Structures Identified
Needing Inspection (Survey) 3,836
Number of Structures Inspected
With Police' (1990/91) 250
Number of Structures Inspected
for Community Development
& CNHS (1990191) 20
.3
.5
2.0
.75
3.55
$ 51,062
36,730
87,792
3.1%
II-27
APPENDIX "B"
WORKLOAD/PRODUCTIVITY DATA
PLANNING & DEVELOPMENT/BUILDING
The Building Division consists of 22 FTE positions. Personnel provide services to contractors and
the general public such as issuing construction permits; issuing certificates of occupancy;
reviewing blueprints; conducting construction inspections; housing inspections; investigating
complaints; issuing occupational licenses and registrations; providing information regarding codes,
requirements and approvals; and other services for the health, safety and welfare of the
community.
The division enforces the following codes and ordinances: the Standard Building, Mechanical and
Plumbing Codes; National Electric Code; National Fuel Gas Code; Standard for the Storage and
Handling of Liquefied Petroleum Gases; Standard for Unsafe Building Abatement Code; Standard
Housing Code; Marine Improvements Ordinance; and Flood Protection Ordinance (includes
Federal Flood Regulations).
The division is also responsible for enforcing the Florida State Statues for Accessibility Standards,
the Energy Code, the Construction Contracting Laws, and Manufactured Buildings regulations;
sections of the Land Development Code; Occupational License Code; construction site public
nuisances and noise problems; and any other City, County, State, or Federal laws which apply
to the construction industry.
PRODUCTIVITY DATA
ACTIVITY FY 1987/88 FY 1988/89 FY 1989/90 FY 1990/91
Number of Permits: 5,948 6,513 7,250 7,807
Number of Licenses: 8,950 9,063 8,949 8,941
Number of Registrations: 1,689 2,059 2,116 2,109
Number of Inspections: 18,893 21,816 19,264 19,930
Number of Plan Reviews: N/A N/A 1,392 1,836
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Planning & Development/Community Development
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 3 4.7% $ 132,351 II-20
2 Rehabilitation 2 2.7% 74,075 H-21
3 Leverage Expansion and
New Construction 1 1.1% 30,564 II-22
Appendix "C" - Workload/Productivity Data II-23
TOTAL 1991/92 BUDGET 6 8.5% 236,990
II-19
Department:
Program/Function:
ANALYSIS BY PROGRAM/FUNCTION
Planning & Development Division: CommunityDevelopment
Base Level Service
Division Rank: 1
Description:
At the base level of service, the City does not conduct any Community Development Block Grant (CDBG)
activities as direct City functions. All expenditures to program beneficiaries are contracted out to sub-
recipients.
The following functions are performed at the current base level of service:
Receives information and directives from the Federal government regarding Community Development
Block Grant, HOME, and related programs.
Prepares Final Statement, Grantee Performance Report, Cash Transaction Reports, and related Federal
applications to insure that the City complies with all necessary grant conditions.
Prepares contracts for sub-recipients to carry out all activities performed with grant funds. Insures sub-
recipient compliance with national objectives, the Davis-Bacon Act, and all other conditions on use of
Federal funds.
Monitors, prepares and manages receipts and disbursements to sub-recipients to insure that proper
regulatory and accounting compliance is achieved.
Manages the existing loan portfolio, receives and processes requests for subordination and loan
satisfactions; insures compliance with conditions of notes and mortgages, recommend modifications of
notes and mortgages and foreclosures, when necessary.
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Personnel Requirements:
Community Development Manager 1
Asst. Community Development Manager 1
Staff Assistant 1
TOTAL 3
Program/Function Cost:
Personal Service $ 103,402
All Other Operating Costs 28,949
TOTAL COSTS 132,351
% of 1991/92 Budget 4.7%
TT In
The City of Clearwater received
$773,000 in Community
Development Block Grant revenue,
$80,000 in program income, and
allocated $147,000 in contingency
carryover from prior years fora
total ''$1,000,000 CDBG expense
budget in Fiscal Year 1991/92.
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ANALYSIS BY PROGRAWFUNCTION
Department: Planning & Development Division: ComnnmityDevelopnmt
Program/Function: Rehabilitation Division Rank: 2
Description:
This function provides direct assistance to low and moderate income homeowners throughout the City to
rehabilitate their housing units to meet minimum code standards. Property owners are recruited by
brochures, housing code enforcement staff, and word of mouth. Staff meets with clients to take full
information regarding income qualifications and property needs. Clients are counseled as to their eligibility
for deferred payment loans, "Challenge 2000" guaranteed loans, or other loan sources available in the
banking community. The program's objective is to determine the level of public assistance which will be
needed to combine with the owner's ability to repay a bank loan, thereby rehabilitating the house with a
minimum of public funds and a maximum affordable level of private resources.
Staff visits the home, both before and after the minimum housing code inspection. Staff is responsible for
preparing the work write up to address the code deficiencies and serve as the basis for the rehabilitation
contracts. Staff also receives and evaluates contractor bids, and works with contractors to insure that all
bids are comparable.
After the homeowner selects a contractor, a loan is made and a note and mortgage are filed. Staff oversees
the work for contract compliance. After obtaining proper releases from subcontractors and the homeowner,
staff disburses the client's escrowed funds. Upon completion of the work, the escrow account is closed and
any unexpended funds are credited to the loan principal. Should problems arise between the contractor and
the homeowner during construction, staff works with both parties to achieve job completion.
Impact if Program/Function were Eliminated:
Housing rehabilitation could be eliminated, or program management could possibly be contracted to another
agency. It is likely that comprehensive rehabilitation in the City would decline severely if this program
were eliminated. Low and moderate income homeowners would further postpone repairs until units declined
beyond repair. Staff has observed that low/moderate income clients often resort to finance companies who
charge very high (18% typical) interest rates.
Elimination or reduction of this program would lead to further decline of the City's housing stock. The
capacity of Clearwater Neighborhood Housing Services to address housing needs in the North Greenwood
neighborhood would be reduced if this program were eliminated.
Personnel Requirements:
Housing Counselor/Specialist 1
Rehabilitation Specialist 1
TOTAL 2
Program/Function Cost:
Personal Service $ 60,000
All Other Operating Costs 14,075
TOTAL COSTS 74,075
% of 1991/92 Budget 2.7%
II-21
ANALYSIS BY PROGRAMTMCTION
Department: Planning & Development Division: ComumnityDevelopment
Program/Function: Leverage Expansion and Division Rank: 3
New Construction
Description:
This function is the most recent addition to the City's capacity to prevent housing decline in Clearwater.
This function provides linkage to the private banking community to leverage the City's contribution into
the housing market. Leverage is provided by using City loan guarantees and deferred payment mortgages
to reduce risk and exposure to private lenders in making loans for housing. This function also works with
builders to provide new housing that is both affordable and well designed. It also works to increase the
number of sound housing units, to use vacant tracts of land which are currently non-productive resources,
to increase jobs in construction, and to educate consumers in the sound use of credit.
Under this function, new housing construction has been initiated, and a purchase/rehabilitation and rental
rehabilitation program are being prepared. The new housing construction program has met with acceptance
by both consumers and lenders. By introducing the concept of "leverage" into the City's programs, it is
estimated that for each $1 of public funds which were applied to an infill housing unit, $5 in bank funds
were invested in North Greenwood's new construction program.
Currently, $373,500 is programmed for the new purchase/rehab and rental rehabilitation programs. If a
leverage ratio of $51$1 is achieved under these programs, over $2 million in public and private funds will
be devoted to these new activities.
Impact if Program/Function were Eliminated:
The liaison with local banks is critical to both the City and the banking community. From the City's
perspective, it stretches the spending power of scarce public funds. From the bank's perspective, it meets
the requirements of the Community Reinvestment Act which is mandated for federally chartered or insured
institutions.
During the first four months of 1991-92, $286,350 in private lending was generated under this program.
This was the start-up phase of the program. The pace of private lending is ready to accelerate as the banks'
familiarity with the program grows. The department's goal for the current fiscal year is $640,000 in
leveraged funds. If this program is eliminated, the cumulative effect of building credibility and good will
among the banks will be negated.
Personnel Requirements:
Community Development Technician/Analyst 1
Program/Function Cost:
Personal Service $ 28,000
All Other Operating Costs 2,564
TOTAL COSTS 30,564
% of 1991/92 Budget 1.1 %
II-22
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APPENDIX "C"
WORKLOAD/PRODUCTIVITY DATA
PLANNING & DEVELOPMENT/COMMUNITY DEVELOPMENT
This division provides housing and community development services, with specific emphasis on
low and moderate income families, the elderly, and homeless persons. It also provides liaison
services and funding for Clearwater Neighborhood Housing Services, which operates to improve
conditions in the North Greenwood neighborhood.
This division insures that Federal regulations are followed in disbursing funds. It prepares
contracts with sub-recipients, insures that contract conditions are followed, and maintains records
to document compliance.
This division is implementing local programs to use the newly-authorized Federal HOME program
which will increase housing budgeted funds by over 75 % over 1991/92 levels (budgeted rehab and
infill funds were $630,688 for 1991/92; HOME funds are $463,500). If the leverage goal of
$640,000 in private mortgage funds is met, this will increase housing funding to more than double
the 1991/92 budgeted level..
Through the provision of technical assistance and loan guarantees, the City has already leveraged
$286,350 in private mortgage funds for the period of October 1, 1991 through January 2, 1992.
PRODUCTIVITY DATA
I
1
15 Sub-recipient contracts prepared and administered for 1991/92
11 Public services and facilities
2 Homeless shelters
2 Housing production
22 Houses rehabilitated in 1990/91 - 5 Housing rehabs completed or begun, 1991/92
1 New house constructed in 1990/91 - 6 New houses completed or begun, 1991/92
9 Additional participants in the training program are anticipated to close on homes by the
end of July 1992.
F232 Owner occupied housing loans in portfolio - 12 Rental rehabilitation loans in portfolio
CDBG Funds budgeted in 1991/92 $ 1,000,000
HOME Funds budgeted in 1991/92 463,500
Total Funds managed by Community Development Division 1,463,500
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II-24
CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIWSION: Planning & Development/Community Relations
Relationship to 1991/92 Budget
Dept/Div
Rank Commission
Rank PROGRAWFUNCTION DESCRIPTION
% of Total
Dollar Amount
Reference
I
2
3 # Personnel
Federal Level/Base Service 1 4.09
County Level/Base Service 2 3.08
Non-Discrimination Related .83
Agl2endix "D" - Workload/Productivity Data
Supplemen
8.1%
4.7%
1.8%
l
129,450
49,239 Page #
II-26
II-28
II-29
II-30
II-31
TOTAL 1991/92 BUDGET 8 14.6% 404,390
Department:
ANALYSIS BY PROGRAM/FUNCTION
Planning & Development Division:
Community Relations
Program/Function:
Description:
Federal Level/Base Service 1 Division Rank:
The Community Relations Federal Level service function:
Provides discrimination complaint intake, investigation, conciliation and hearing function in compliance with
federal grant requirements and City Code #99. Staff processes employment, housing and public accommodation
discrimination charges based on race, creed, color, sex, age, national origin, marital status, and handicap, and
conducts investigations of these charges, closing approximately 27 % as negotiated settlements; 33 % as no cause,
34 % as withdrawals, failure of Charging Party to cooperate, etc., and 6 % as other closures. The Clearwater
office of Community Relations attempts to complete their investigative process within ninety (90) days, while
federal anti-discrimination agencies average two and one half years to process cases.
Provides mandated reports to external funding sources as well as supervision of investigations. Each month the
office is required to submit a case inventory status report to EEOC and the City of Clearwater. Bimonthly,
closure notifications are sent to EEOC in order to comply with their 15 day notice requirements. Twenty-five
percent (25 %) of all EEOC closures require submission of the contents of the entire case file for a "substantial
weight review" by EEOC. Quarterly reports regarding case closures and work products (status of particular
projects) is submitted to HUD for their approval. The Compliance Supervisor oversees the management of all
discrimination cases, advising investigators on methodology, legal research, process and investigative memo
preparation. During FY 1992, this position is being completely funded by an Intergovernmental Personnel Act
employee and Clearwater City funds are not being utilized.
Generates internal reports, monitors external funding, develops programs and the division budget, supervises
division staff, and serves as staff aide to the Community Relations Board. Staff provides project status reports,
updates on division goals, budget preparation, attends departmental staff meetings, meets with representatives
of the Office of Management and Budget, City Attorney, and other City departments as needed, and works with
the Community Relations Board, and provides reports to them as required.
Supervises Housing and Urban Development (HUD) grants allowing the Office of Community Relations to
fund a local private non-profit organization to maintain an off-site office, conduct housing research and
special high visibility projects. This fiscal year, the Community Housing Resource Board (CHRB) has been
funded in the amount of $30,000 to conduct, among other things, a fair housing poster contest in the Upper
Pinellas County Middle Schools. The CHRB maintains an informational booth for fair housing at Board of
Realtor training functions and has an outreach officer who provides fair housing information in Upper
Pinellas County. CHRB is currently negotiating to obtain office space for an outreach facility.
Provides training and public awareness regarding discrimination in housing, employment and public
accommodations. Staff responds to requests primarily from businesses for technical assistance regarding
discrimination issues, sponsors training seminars for employers, and the general public such as the Americans
With Disabilities Act training. Other recent programs include sexual harassment training, and theories of
discrimination and housing discrimination seminars for the board of Realtors and housing providers. Staff
conducts housing and employment training on site for area employers upon request. Staff also responds to
specific inquiries from employers regarding issues of discrimination.
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ANALYSIS BY PROGRAMN UNCTION
Department: Planning & Development Division: Community Relations
Program/Function: Federal Level/Base Service 1 (Continued) Division Rank: 1
Personnel Reauirements:
Community Relations/EO Manager .34
Compliance Supervisor .50
Investigator 1.75
Intake Technician .50
Staff Assistants 1.00
TOTAL FTE 4.09
Program/Function Cost:
Personal Service $ 174,717 **
All Other Operating Costs 50,984
TOTAL COSTS 225,701
% of 1991/92 Budget 8.1%
These functions are reimbursed by
HUD and EEOC grants in the
amount of $ 94,555.
** This includes a budget error of $32,649 to be corrected at mid year.
A L - f /
Department:
Program/Function:
Description:
ANALYSIS BY PROGRAM/FUNCTION
Planning & Development Division: Community Relations
County Level/Base Service 2 Division Rank: 2
The Community Relations County Level service function:
Provides discrimination complaint intake, investigation, conciliation and hearing function in compliance
with Pinellas County requirements and City Code #99. Staff processes employment, housing and public
accommodation discrimination charges based on race, creed, color, sex, age, national origin, marital status,
and handicap, and conducts investigations of these charges, closing approximately 27 % as negotiated
settlements; 33 % as no cause, 34 % as withdrawals, failure of Charging Party to cooperate, etc., and 6 %
as other closures. The Clearwater office of Community Relations attempts to complete their investigative
process within ninety (90) days, while federal anti-discrimination agencies average two and one half years
to process cases.
Provides mandated reports to external funding sources as well as supervision of investigations. Each month
the office is required to submit a case inventory status report to the Pinellas County Government, and the
City of Clearwater. The Compliance Supervisor oversees the management of all discrimination cases,
advising investigators on methodology, legal research, process and investigative memo preparation.
Impact if Program/Function were Eliminated:
Grant funding which supports this program would be lost as contracts specify that this service be provided
to the community.
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Personnel Requirements:
Director
Compliance Supervisor
Investigator
Intake Technician
Staff Assistant
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.33
.50
1.25
.50
.50
3.08
$ 99,087
30,363
129,450
4.7%
This function is reimbursed by
Pinellas County grants in the
amount of $121,000.
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ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division:
Program/Function: Non-Discrimination Related Division Rank:
Description:
Community Relations
3
The Non-Discrimination Related function of Community Relations represents the City as a participant in
community based organizations. Staff assists in crisis intervention activities designed to avert potential
community unrest. Staff has been responsible for averting community unrest during the periods of three
(3) Klan rallies in Clearwater by utilizing community contacts in Tampa, St. Petersburg, and Upper
Pinellas County to urge citizens to boycott the events, and works directly with the Police Department to
defuse potentially explosive situations, such as the Lamar Ford case which occurred in North Greenwood
in October 1991. In this situation, staff met directly with the judge and State Attorney in the matter,
secured information from the criminal justice system, kept the community informed at each stage of the
process of sentencing the perpetrator, and in this way, helped the community be in control in a positive
manner.
Personnel Requirements:
Director
Staff Assistant
TOTAL FTE
Proeram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.33
.50
.83
$ 27,566
21,673
49,239
1.8%
II-29
APPENDIX "D"
WORKLOAD/PRODUCTIVITY DATA
PLANNING & DEVELOPMENT/CONEM[UNITY RELATIONS
The Clearwater Office of Community Relations enforces the City's Human Rights Ordinance, the fair
housing and equal employment sections of the Federal Civil Rights Act and Pinellas County's Human
Rights Ordinance. The office provides discrimination charge intake, investigation, settlement, conciliation
and hearings. It also performs an educational function for respondents in discrimination cases, local
business persons and the general public. The office, through a contract with a private non-profit
organization, conducts special human relations projects, housing research and maintains an off-site office.
The office also serves as the City's liaison with the community, identifies areas of concern and pro-actively
addresses them. In order to accomplish this, staff members represent the City by participating in
community based activities.
PRODUCTIVITY DATA
FY 1990/91
Projected dual filed H.U.D. case closures: 15
Projected dual filed E.E.O.C. case closures: 151
Projected local ordinance case closures: 60
Projected inquiries: 1,950
Projected intakes: 350
Special Projects:
Fair Housing Poster Contest - Pinellas County Schools
Americans with Disabilities Act Community Training
(In conjunction with G.T.E.)
Florida Association of Community Relations
Professionals Training - offered to local citizens
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SUPPLEMENT
PLANNING & DEVELOPMEENT/COAMUNITY RELATIONS
ADDITIONAL PERTINENT INFORMATION
Salary Savings:
During this fiscal year, the Office of Community Relations (OCR) was able to secure the services
of an employee of the Social Security Administration who is serving as our Compliance
Supervisor. Working in the OCR as an Intergovernmental Personnel Act employee, Jerry Mitchell
is filling the Compliance Supervisor position at no cost to the City. Such intergovernmental
personnel act loans are extremely rare, having involved a year's negotiations with several branches
of the federal government and the City.
Mr. Mitchell spent the majority of his federal career in the area of equal opportunity, finally
serving as the National Director of Affirmative Action for the Social Security Administration,
where he supervised thirty (30) investigators and civil rights workers. His professional history
in civil rights work dates to his earliest employment. He worked as the Assistant Director of the
Maryland Human Rights Commission and was a Community Relations Specialist in the U.S.
Justice Department. In the latter position he worked in the area of police and general community
relations.
The OCR additionally maintained personnel cost savings by contracting with two (2) former
affirmative action officers to conduct discrimination investigations on a case by case basis. In this
way, a case backlog is being addressed in a timely manner without employing additional staff
members.
The mid-year budget review will reflect the salary savings outlined above.
TT 171
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II-32
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Planning & Development/Code Enforcement
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Occupational License Enforcement 1.5 3.2% $ 89,286 II-34
2 Land Development Code Enforcement 3.25 7.0% 193,452 H-35
3 Lot Clearing Enforcement 3.25 7.0% 193,452 II-36
Appendix "E" - Workload/Productivity Data II-37
TOTAL 1991/92 BUDGET 8 17.1% 476,190
II-33
ANALYSIS BY PROGRAM/FUNCTION
Department: Planning & Development Division: Code Enforcement
Program/Function: Occupational License Enforcement Division Rank: Base Level
Description:
The Occupational License section is responsible for the enforcement of Title VII, Business and Business
Regulations, Chapter 71, Licenses of the City of Clearwater Code of Ordinances requiring that persons
engaging in occupations or professions in the City have an occupational license.
The City's occupational license inspector will, throughout the year, perform routine surveillance to ensure
that current occupational licenses are obtained. In addition to surveillance, the occupational license
enforcement program includes reviewing properties that are the subject of returned renewal notices and
delinquent license, contacting businesses that are found to be without licenses through research efforts (for
example, researching the Pinellas Review, St. Pete Times classified ads, telephone book yellow pages,
State of Florida Hotel and Restaurant listing, professional and trade membership lists, tenant listings from
malls, etc.) and performing special sweeps focused on a particular type of violation, such as unlicensed
vending and amusement machines.
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Personnel Requirements:
Code Enforcement Manager
Occupational License Inspector
Staff Assistant
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.17
1.00
.33
1.50
$ 69,171
20,115
89,286
3.2%
Occupational License fee
revenues were $1,291,132
for Fiscal Year 1990/91.
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Department:
Program/Function:
ANALYSIS BY PROGRAM/FUNCTION
Planning & Development Division:
Land Development Code Enforcement Division Rank:
Code Enforcement
2
Description:
The Land Development Code Enforcement Section is responsible for the enforcement of Title XI, Land
Development Code, including the City's sign regulations and zoning regulations.
Land Development Code violations commonly pursued by the Code Enforcement Division including parking
of boats, trailers, recreational vehicles, and commercial vehicles on residential streets and in setback areas
abutting residential streets. In addition, the Division commonly enforces on wind devices used for sales
attraction purposes, temporary and portable signs, signs on vehicles that are parked primarily for sign
display purposes, and illegal signs placed in City street rights of way.
It is noteworthy that the Division has a major work task upcoming, i.e., the enforcement of the sign
amortization program. City code requires that, as of October 13, 1992, all nonconforming signs be brought
into compliance with current standards. In April, 1991, a survey was conducted of all signs in the City;
the survey culminated with the mailing of approximately 2,000 letters to the owners of nonconforming signs
informing them of the compliance requirement. City staff estimates that many signs will not be in
conformance on the designated deadline, and that substantial enforcement efforts will be necessary to
successfully achieve total compliance.
Personnel Reauirements:
Code Enforcement Manager .42
Code Enforcement Specialist .50
Code Inspectors 2.00
Staff Assistant II .33
Total 3.25
Program/Function Cost:
Personnel Cost $149,870
All other operating costs 43,582
Total Cost $193,452
% of 1991/92 Budget 7.0%
li-aa
ANALYSIS BY PROGRAWFUNCTION
Department: Planning & Development Division: Code Enforcement
Program/Function: Lot Clearing Code Enforcement Division Rank: Base Level
Description:
The Lot Clearing Code Enforcement Section is responsible for the enforcement of Title VIII, Public Health
and Safety, Chapter 95, Nuisances, Article II, Lot Clearing of the City of Clearwater Code of Ordinances
requiring the properties be free of excessive growth and debris.
Lot Clearing Code violations commonly pursued by the Code Enforcement Division include overgrown lots
(where grass or weeds have grown to a height of twelve inches), the accumulation of debris or trash, and
the storage of abandoned or inoperative vehicles on private property.
Personnel Reauirements:
Code Enforcement Manager .41
Code Enforcement Specialist .50
Code Inspectors 2.00
Staff Assistant II .34
Total 3.25
Program/Function Cost:
Personnel Cost $149,870
All other operating costs 43,582
Total Cost $193,452
% of 1991/92 Budget 7.0%
11-SO
APPENDIX "E"
WORKLOAD/PRODUCTIVITY DATA
PLANNING & DEVELOPMENT/CODE ENFORCEMENT
The Code Enforcement Division is the designated enforcing authority for the Occupational License
Code, the Land Development Code and the Lot Clearing Code. The Division has eight budgeted
positions. Through its inspection activities the Division seeks to enhance the quality of life for
the city's residents and visitors, promote the orderly development and redevelopment of land
within the City, and protect and conserve the City's property values.
PRODUCTIVITY DATA
ACTIVITY FY 1990/91
(12 Months) FY 1991/92
(4 Months)
Occupational License Inspection 2,140 514
Land Development Code Inspections 1,156 648
Lot Clearing Inspections 1,149 1,098
Total Inspections 4,445 2,260
Signs Removed from Rights-of-Way 1,449 365
II-37
PLANNING & DEVELOPMENT
Fiscal Year 1991/92
Bldg k Occ Licenses 33.0%
r_.Ww?
Comm Development 8.5%
Comm Relations 14.6%
Administration 4.4%
Code Enforcement 17.1% Planning Services 22.4%
Budget by Major Program
Capital 2.2%
Internal Service 12.2%
i?; ber Operating 7.8%
Debt Service 1.3%
Personal Service 71
Budget by Major Classification
Total Budget - $2,777,760
ANNUAL BUDGET COMPARISON
Millions
3
2
1
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1987 1988
1989 1990 1991 1992
Budget Year
II-38
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CITY OF CLEARWATER
DEPARTMENT SUMMARY
DEPARTMENT: Public Works (General Fund Only)
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Pag_e#
Engineering Group 47 31.0% 2,110,340 III-3
Infrastructure Group 32 26.3% 1,794,480 III-25
Transportation Group 26 38.7% 2,637,570 IR-47
Environmental Group 4 3.1% 214,510 111-67
Airpark 0 .8 55,000 II1-73
Emergency Management 0 1 5,380 1111-77
Omanizational Charts and Graphs III-80
TOTAL 1991/92 BUDGET 109 100% 6,817,280
III-1
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CITY OF CLEARWATER
DEPARTMENT GROUP SUMMARY
DEPARTMENT/DWISION: Public Works/Engineering Group
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
Public Works Administration 6 15.6% $ 329,880 III-5
Engineering Division 37 76.7% 1,618,290 III-9
Permitting and Plan Review 4 7.7% 162,170 III-19
Workload/Productivity Data for
Engineering Group III-23
A total of $756,960, > or
approximately 36%,> of this
Division's budget is charged to
Enterprise Funds through'
"interfund" and "other service"
charges.
TOTAL 1991/92 BUDGET 47 100% 2,110,340
III-3
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DWISION: Public Works/Engineering Group/Administration
D
Di Relationship to 1991/92 Budget
ept/
v Commission PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 5 13.9% $ 294,180 HI-6
2 Real Estate Management 1 1.7% 35,700 III-7
TOTAL 1991/92 BUDGET 6 15.6% 329,880
III-5
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Administration
Program/Function: Base Level Service Division Rank: 1
Description:
Public Works Administration provides support to the five major groups within the Public Works
Department. These groups are Engineering, Environmental, Infrastructure, Transportation and Utilities.
This support includes management, clerical, accounting and financial coordination, training, planning, and
various other coordinating functions. The Administrative Section also provides information and support
to other City departments, the City Commission, and the City Manager's Office. City policy
administration, programs, and citizen complaints are handled by Public Works Administration. This
division also coordinates special projects, manages consulting contracts, conducts special studies, and
develops department budgets. Current level of service.
Public Works Administration also provides for the real estate management function. Purchase planning,
negotiation, review of property transfers, and easement purchase/vacation is performed in this function.
10% of current service.
Personnel Reauirements:
Director
Assistant Director
Administrative Support Manager
Staff Assistant
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
1
1
2
5
$ 274,680
19,500
294,180
13.9%
t
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ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Administration
Program/Function: Real Estate Management Division Rank: 2
Description:
The Real Estate Services Manager searches public records such as deeds, mortgages, leases, and other
agreements to establish ownership of land; contacts property owners and/or their representatives and
conducts negotiations for securing easements, permits, releases, options and rights-of-way; arranges for
legal papers to be prepared by the Legal Department and secures necessary signatures in transactions to
sell, grant, or give right-of-way, easement, or other property rights; examines agreements and documents
to detect errors or omissions in legal form and procedure; conducts negotiations for the purchase, sale, or
other transfer of land and property and has pertinent papers executed and recorded; negotiates and
coordinates leases and collects rent; makes appraisals of real estate; processes condemnation cases; checks
ownership and descriptions of properties proposing annexation into the City; attends and assists in property
closing; investigates and reports on various claims, complaints, and suggestions; and performs related tasks
as assigned.
Impact if Program/Function were Eliminated:
If this function were eliminated, some of the base level duties of this position would be added to the duties
of the Assistant Director of Public Works for Engineering, the Chief Engineer, and the Drafting
Supervisor. Appraisals, searches, investigations, and portions of the other activities could no longer be
done internally.
Personnel Requirements:
Real Estate Services Manager 1
Program/Function Cost:
Personal Service $ 34,460
All Other Operating Costs 1,240
TOTAL COSTS 35,700
% of 1991/92 Budget 1.7%
TTT -7
LOF
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III-8
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DMSION: Public Works/Engineering Group/Engineering Division
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 26.1 61.2% 1,292,420 III-10
2 Materials Testing 1.1 2.0% 42,120 III-12
3 Construction Contractor
Pre-qualification .3 .3% 6,530 III-13
4 Project Engineering for
Other Departments 6.4 9.1% 192,350 111-14
5 Miscellaneous Drawings for
Other Departments 1.0 1.2% 25,200 III-15
6 Si Removal,
Public Rights-of-Way 1.1 1.7% 34,470 III-16
7 Drafting Support 1.0 1.2% 25,200 III-17
TOTAL 1991/92 BUDGET 37 76.7% 1,618,290
III-9
Department:
Program/Function:
ANALYSIS BY PROGRAM/FUNCTION
Public Works/Engineering Group Division: Engineering
Base Level Service
Division Rank:
Description:
Engineering Administration directs, supervises and coordinates engineering design plans and permit
preparation, construction management, surveying and testing. Current level of service.
Engineers design, let to bid, manage, and inspect repairs and replacements to the infrastructure system.
67 % level of current service.
The Engineering Survey Section surveys to determine the necessary physical, topographic, hydrographic,
land and construction information for the engineering to perform design for projects. 67 % level of current
service.
Construction Management is performed by the Project Engineers, as well as City inspectors assigned to
a project. In most cases, one inspector handles multiple projects. Inspectors, the Field Supervisor, and
the Design Engineer keep records, interpret plans and specifications, prepare monthly estimates of work
completed, answer complaints, and solve problems. 67 % level of current service.
Interaction with citizens occurs at most levels of Engineering. Problems regarding construction projects,
City right-of-way or property, unsolved drainage or utility problems, are generally routed through this
division. 75 % level of current service.
The Engineering Drafting Section drafts construction project plans, keeps current records of the City limits,
the location of City property, the location of utilities, as well as other specialized maps such as the fire
hydrant atlas. These maps all require continual revision because of changes and additions to the systems.
67 % level of current service.
Engineering drafting, surveying, and inspection are all involved in the relocation of City utilities required
by construction of other agencies. The State of Florida and Pinellas County and our own City permit us
to install our utilities within rights-of-way, providing we move those utilities when a widening or change
occurs in the roadway. Current level of service.
In any organization that is labor intensive, employee management and employee records management is
required to provide an effective, efficient work force. Current level of service.
Purchase of supplies and equipment for the organization is also a small but important function. In addition,
payment processing, funding management and accounting are required. Current level of service.
Development and enforcement of minimum technical specifications for streets, utilities, and parking lots
is performed to protect the health and safety of our citizens. 67 % of current service.
I
TTT 1A
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Base Level Service (Continued) Division Rank: 1
Personnel Requirements:
Chief Engineer 1.0
Civil Engineer I & H 3.0
Civil Engineer 111 1.0
CAD Analyst 1.0
Staff Assistant 1.5
Engineering Clerk ** .7
Field Engineering Supervisor 1.0
Survey Party Chief 2.7
Survey Assistant 4.5
Construction Inspector 2.7
Engineering Drafting Supervisor 1.0
Drafting Technician 6.0
TOTAL FTE 26.1
Program/Function Cost:
Personal Service $ 1,050,690
All Other Operating Costs 241,730
TOTAL COSTS 1,292,420
% of 1991/92 Budget 61.2%
III-11
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Materials Testing Division Rank: 2
Description:
This program provides for the discovery of existing field conditions prior to engineering design and the
testing of materials used by contractors. Activities include: determination of soil types and depths; location
of seasonal and current water table levels; depths and types of materials in the field such as pavement, base
material, concrete footers, etc.; determination of density in replacement of soil back fill, roadway base,
paving materials, etc.; and testing of concrete materials both before and after placement.
Impact if this program/function were eliminated:
If this function were eliminated, the services performed by the Engineering Division Materials Tester must
be provided by private geotechnical engineering firms. Our experience in the use of geotechnical firms
supplying these services on projects managed by consultant engineering firms, is that the service is not as
timely as our own service and is more costly for the services provided. One of the reasons that the City
enjoys good contract prices from contractors is that the City has a reputation for prompt payment,
inspection and testing services and management decisions. This means that contractors know that delays
will be held to a minimum on Clearwater projects, and as a result give the City favorable bid prices. As
a comparison of costs, on the single Countryside Blvd. widening project, over less than a 12 month
construction period, approximately $40,650 was expended on private material testing services through the
primary engineering consultant. This $40,650 amounts to an equivalent 1.3 FTE (full time equivalent)
employee over a year. The Materials Tester continually covers several construction projects concurrently
while at the same time providing field information use in engineering design of new projects at a lower cost
for these services.
Personnel Requirements:
Material Tester .9
Construction Inspector .2
TOTAL FTE 1.1
Program/Function Cost:
Personal Service $ 39,400
All Other Operating Costs 2,720
TOTAL COSTS 42,120
% of 1991/92 Budget 2.0%
III-12
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ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Construction Contractor Division Rank: 3
Pre-qualification
Description:
The purpose of this program is to review the technical, functional and financial capabilities of construction
contractors to satisfactorily perform work for the City of Clearwater. The process involves the review
of contractor's previous work experience in various categories of construction, the dollar amount of these
completed projects and a current financial statement for the construction firm. Determination is made of
the contractor's ability to satisfactorily perform construction work for the City and pre-qualification to bid
is made in conformance with this determination of abilities.
Impact if this program/function were eliminated:
The City could only qualify the apparent low bidder in any particular construction contract bid. This
method is in fact done by some agencies, but we believe it develops unacceptable problems. The
elimination of this function would cause a lengthy delay from the time of bid opening to the time of award,
wherein qualification of the apparent low bidder must be determined. The City's current contractor review
process has resulted in a log history of qualified contractors performing quality workmanship for the City's
infrastructure systems. The elimination of this program would also cause a dramatic increase in protests
to the recommended award of contract, either by the bidder who does not meet qualification standards or
by other bidders who believe the apparent low bidder does not meet qualification standards. We believe
our current pre-qualification avoids both of these problems. To not pre-qualify construction contractors
and award only on the basis of a low bid received will cause the City to make an inappropriate reliance
on insurance and performance bond coverage. The default of unqualified contractors for either poor
workmanship or financial instability always results in significant delays, when responsibility for completion
of construction projects must be transferred to insurance and performance bond companies. We believe
that pre-qualification of contractors helps to avoid these circumstances and thereby much legal expense to
the City and inconvenience to the public.
Personnel Requirements:
Engineering Clerk .1
Staff Assistant .2
TOTAL FTE .3
Program/Function Cost:
Personal Service $ 6,080
All Other Operating Costs 450
TOTAL COSTS 6,530
% of 1991/92 Budget .3%
T VT 49
LLL -LJ
ANALYSIS BY PROGRAMNUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Project Engineering for Division Rank: 4
Other Departments
Description:
This program is the development of plans and specifications for various departments for various capital
improvement projects, and includes preparation of construction plans, contract specifications, permits,
construction management services and project certifications.
Impact if this Program/function were eliminated:
If eliminated, other departments and divisions, including Parks and Recreation, Marina, and General
Services would have to obtain this service for their capital improvement projects from consulting
engineering firms. The assignment of plan development to consultants must still be coordinated by City
staff to advise the consultant of the City's development standards, review processes and to assure that
proper engineering design is incorporated in the project. Previous assignments of this service have only
been done to alleviate the work load imposed by the Penny for Pinellas capital improvement programs, or
on specialty engineering projects such as the recent Water Pollution Control Advance Waste Treatment
Improvements. Elimination of this function would also increase the capital improvement project amounts
to cover the increased outside engineering consultants costs.
Personnel Requirements:
Civil Engineer 1.0
Drafting Technician 1.0
Construction Inspector .8
Survey Party Chief 1.0
Survey Assistant 2.0
Engineering Clerk .2
Materials Tester .1
Staff Assistant .3
TOTAL FTE 6.4
Program/Function Cost:
Personal Service $ 182,750
All Other Operating Costs 9,600
TOTAL COSTS 192,350
% of 1991/92 Budget 9.1%
TTT 1A
III
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ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Miscellaneous Drawings Division Rank: 5
for Other Departments
Description:
This program is for the development of miscellaneous drawings for various departments for various capital
improvement projects and yearly programs, which includes the preparation of sketches or scaled detailed
drawings showing proposed or finalized plans, maps or presentations.
Impact if this Dro¢ram/function were eliminated:
The elimination of this function would require each department to obtain this service from a consultant
equipped to provide this service, i.e. civil engineer, architect, artist. This program provides engineering
services to all departments within the City for their use in presenting ideas, assignments and for soliciting
quotes for purchases of materials. Each project would still have to be coordinated by City staff to insure
the City's standards and review process is followed. Many of these projects are requested at a moments
notice and expected in a short period of time.
Personnel Requirements:
Drafting Technician 1
Program/Function Cost:
Personal Service $ 22,900
All Other Operating Costs 2,300
TOTAL COSTS 25,200
% of 1991/92 Budget 1.2%
- 4r
111'-iJ
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Sign Removal, Division Rank: 6
Public Rights-of-Way
Description:
Removal of signs placed in the rights-of-way within the municipal limits of the City of Clearwater which
are placed in violation of the City's Sign Ordinance.
Impact if this vrogram/function were eliminated:
The discontinuance of this program of sign removal will result in a more cluttered and unaesthetic
appearance of the City's rights-of-way, particularly during public election periods. This program is carried
out on a daily basis by all Engineering Division personnel who operate motor vehicles in the normal course
of business. Also, two special teams consisting of two persons each are assigned this function for a full
work day every two weeks in a designated area of the City.
Personnel Reauirements:
Construction Inspector .3
Survey Party Chief .3
Survey Assistant .5
TOTAL FTE 1.1
Program/Function Cost:
Personal Service $ 31,440
All Other Operating Costs 3,030
TOTAL COSTS 34,470
% of 1991/92 Budget 1.7%
TTT 1i
saa-av
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Engineering
Program/Function: Drafting Support Division Rank: 7
Description:
Perform drafting services in support of project and site development.
Impact if this program/function were eliminated:
This position has already been eliminated in the current budget year.
Personnel Requirements:
Drafting Technician 1
Pro¢ram/Function Cost:
Personal Service $ 22,900
All Other Operating Costs 2,300
TOTAL COSTS 25,200
% of 1991/92 Budget 1.2%
III-17
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III-18
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Engineering Group/Permitting and Plan Review
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 2.7 5.6% $ 118,730 III-20
2 Issue Permits .7 1.3% 26,430 III-21
3 Information Services .6 .8% 17,010 III-22
TOTAL 1991/92 BUDGET 4.0 7.7% 162,170
III-19
Department
Program/Function:
Description:
ANALYSIS BY PROGRAM/FUNCTION
Public Works/Engineering Group Division: Permitting & Plan Review
Base Level Service
Division Rank:
Provide supervisory and support staff to assist residents, developers, architects, and engineers with the
following services:
1. Provide a center for the public to obtain engineering information for existing or proposed projects
whether public or private in the corporate limits of Clearwater. 45 % level of current service.
2. Attend Development Review Committee for engineering input on proposed projects that are of greater
impact than the average site plan. Current level of service.
3. Review site plans to assure that commercial and single family subdivisions conform to engineering
design standards for storm detention and pipe system design, sanitary sewer, potable water, road
construction, easements and road right-of-way. 80 % level of current service.
4. Calculation and documentation of Stormwater Utility fees for new commercial developments and
adjustment of existing storm water utility accounts. Current level of service.
5. Provide information, documentation and collection of sewer assessment fees involved with annexations
and annexation agreements. 45 % level of current service.
6. Checks to assure that the owner of a construction project has a detector check, or backflow prevention
device, to protect the potable water system from contamination. Staff insures that prior to issuance
of a Certificate of Occupancy, the owner has paid the fees to utility accounts for the installation of the
proper devices by the City water department. Current level of service.
7. Coordinate the process whereby the City of Clearwater obtains new easements and right-of-way per
city, county and state master plans for proposed road expansion. Provide information on the process
whereby the City Commission vacates and dedicates easements and rights-of-way. 50% level of
current service.
8. Review all proposed commercial construction within a fixed radius of the center of each city water well
to insure that proposed development does not contaminate city wells. Current level of service.
11
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Personnel Requirements:
Civil Engineer III
Civil Engineer II
Drafting Technician
Senior Service Dispatcher
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.8
.7
.5
2.7
$ 116,710
2,020
118,730
5.6%
1
1
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group Division: Permitting & Plan Review
Program/Function: Issue Permits Division Rank: 2
Description:
Issue right-of-way permits to insure that proposed construction is to City standards and does not conflict
with existing utilities. Insure that contractor provides proper traffic control during construction.
Review proposed construction permits for fences or pool decks in easements, which may, or may not, be
allowed pending location and extent of construction.
Provide information, initial application processing, collection of fees for Tree Permits.
Imnact if this nroeram/function were eliminated:
If right-of-way permits were not issued, construction crews could present a serious hazard to motorists
using roadways during constructing, because there would be no enforcement of required construction sign
placements and little knowledge of requirement standards.
Without proper information and location, citizens and developers could build over underground utilities
and, as a result, City Public Service Division would have difficulty maintaining the existing infrastructure.
Without enforcing the tree permit process, citizens and developers could cut down trees indiscriminately,
thus endangering the environment and appearance of the City.
The City would realize a loss of revenue if tree permits and right-of-way permits were not collected.
Personnel Requirements:
Civil Engineer III
Civil Engineer II
Drafting Technician
Senior Service Dispatcher
TOTAL FTE
.1
.2
.1
.3
.7
FY 1991/92 anticipated 'revenues
for the vacation of right-of-ways
and other Engineering permits is
$16,000.
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
$ 25,900
530
26,430
1.3%
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Engineering Group
Program/Function: Information Services
Descril2tion•
Division:
Division Rank:
Permitting & Plan Review
3
Provide City atlas information such as contour elevations, flood zone, sanitary sewer main and lateral
locations, water main location and sizes, gas lines, aerial locations, and legal information from plat books.
In addition, generate and assign address numbers and record new easement information to be placed on
atlas sheets.
Inspect and review information from outside regulatory agencies to insure that building permits are not
issued until the developer has obtained all necessary permits (SWFWMD, DER, Health Department, etc.)
Provide this information to other City departments or the public upon request.
Impact if this program/function were eliminated:
If City atlases were not maintained, there would be no record of the location of new underground utilities.
Even obtaining a basic new address would be unavailable for issuance of building permits.
Outside agencies expect Engineering Plan Review to ensure that developers do not begin construction
without the agency's permits in hand. We require that all necessary regulatory agency permits must be
obtained before a permit can be issued by the Building department.
Personnel Reauirements:
Civil Engineer III .1
Civil Engineer II .1
Drafting Technician .2
Senior Service Dispatcher .2
TOTAL FTE .6
Program/Function Cost:
Personal Service $ 16,560
All Other Operating Costs 450
TOTAL COSTS 17,010
% of 1991/92 Budget .8%
TTT_11
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Engineering Group Division: Engineering
Division Description:
In order to provide for continued service and to protect the health and safety of all citizens and
to preserve the City's assets, the City's infrastructure system must be continually repaired and
replaced. This system includes 350 miles of paved streets, 16.7 miles of unpaved streets, 320
miles of sanitary sewer mains, 74 sewage pumping stations, 119 miles of storm sewers, 4
stormwater pumping stations, 31 miles of drainage ditches, 40 retention ponds and lakes, 17
bridges, 3 water pollution control (sewage treatment) plants, and 511 miles of water line.
Productivity Data:
Projects Completed from January to December 1991:
PROJECT TYPE $ AMOUNT
Buildings $ 182,786
Drainage 114,630
Marine 267,942
Miscellaneous 306,538
Parks & Recreation 777,017
Sanitary 1,809,339
Sidewalks 519,936
Storm 182,522
Streets 897,325
Treatment Plants 52,279,338
Water 1,756,479
TOTAL 59,093,85211
Number of Division Employees: 37
111-41
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III-24 1
CITY OF CLEARWATER
' DEPARTMENT GROUP SUMMARY
' DEPARTMENT/DIVISION: Public Works/Infrastructure Group (Public Service)
De
t/Div
C
i
i
P Relationship to 1991/92 Budget
p omm
on
ss ROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
Ad
i
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n
s
ra
on 2 13.6% $ 244,530 III-27
' Clerical Support 1 1.5% 26,440 III-29
' Streets & Sidewalks 15 49.4% 886,470 III-31
Heavy Construction 7 22.1% 396,580 III-35
Lighting 7 13.4% 240,460 III-39
W
orkload/Productivity Data for
Infrastructure Group III-43
1
TOTAL 1991/92 BUDGET
32 100% 1,794,480
-
111 25
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III-26
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Infrastructure Group/Administration
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 2 13.6% $ 244,530 III-28
Approximately $104,050 or 43% of
this budget is charged to
Enterprise Fundsthrough
interfund charges.
TOTAL 1991/92 BUDGET 2 13.6;6 244,530
III-27
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Administration
Program/Function: Base Level Service Division Rank: 1
Description:
The Infrastructure Group/Administration base level service function:
Provides administrative support to the ten sections within the entire Infrastructure Group, including
management planning, fiscal control, etc. It handles the inter-department charges to the Enterprise and
Utility Departments which will generate $104,050 in revenue for the General Fund in 1991/92.
Authorizes purchase requisitions, contracts, and oversees the restrictive purchase orders for all of the
sections within Infrastructure.
Develops, coordinates and monitors the budgets.
Authorizes all major purchases and oversees all financial matters pertaining to the $16,177,860
Infrastructure Budget.
Provides assistance for special projects, manages work measurement records and support to other
departments.
Approximately 22 % of this division's time is spent with General Fund concerns.
Personnel Requirements:
Asst. Director of PW/Infrastructure
Work Controller/Infrastructure
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
1
2
$ 102,590
141,940
244,530
13.6%
All costs relating to the operation
and maintenanceof the Infra-
structure Complex such as utility
charges, building and maintenance
charges, etc. are budgeted in this
division.
Approximately 43%, or $104,050,
of this budget is charged o
Enterprise Funds through inter-
fund charges.
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Infrastructure Group/Clerical Support
D
/Di
C Relationship to 1991/92 Budget
ept
v
Rank ommission
Rank PROGRAWFUNCTION DESCRIPTION
% of Total
Dollar Amount
Reference
1 # Personnel
Base Level Service 1
1.5%
$ 26,440 page #
III-30
TOTAL 1991/92 BUDGET 1 1.5% 26,440
III-29
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division:
ProQram/Function: Clerical Support - Base Level Service Division Rank:
Streets & Sidewalks
1
Description:
The Clerical Support base level service function:
Provides assistance in ordering supplies and materials; completes all restricted purchase orders and
purchase requisitions.
Checks invoices, costs, rates, discounts, codes, etc. to ensure accuracy and obtains quotes by telephone
or fax.
Records all purchases for easy access and enters all purchases into the computer by sections and code.
Answers citizens' or other departments' concerns, or directs them to the appropriate management
personnel.
Serves as backup for payroll and personnel record keeping for 32 General Fund employees and 63 Utility
Fund employees.
Provides a variety of other routine, miscellaneous clerical duties.
Personnel Rgguirements:
Accounting Clerk II
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/1992 Budget
1
$ 20,530
5,910
26,440
1.5%
FY 1990/91
`Clerical Support
Streets & Sidewalks 20%
Cleaning/Construction 10%
Lighting 4%
Utility Funds 66%
!1
CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Infrastructure Group/Streets & Sidewalks
D
Di Relationship to 1991/92 Budget
ept/
v Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel paee #
1 Base Level Service 11 38.5% $ 691,300 III-32
2 Utility Patches and
Support to Others 4 10.9% 195,170 III-33
TOTAL 1991/92 BUDGET 15 49.4% 886,470
111-31
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Program/Function: Streets & Sidewalks - Base Level Service Division Rank: 1
Description:
The Streets & Sidewalks base level service function:
Provides supervision and support to staff to protect the City's capital investment in roads, curbs, and
sidewalks. Current level of service.
Provides minimal staffing for sidewalk, curb repair and construction. 78% level of current service.
Provides for continuous Renewal & Replacement Program of City sidewalks. This program replaces old,
deteriorating sidewalks throughout the City for the safety of the citizens. 90% level of current service.
Provides for repair and maintenance of City streets and alleys. Current level of service.
Personnel Requirements:
Public Service Supervisor
Tradesworker 11
Heavy Equipment Operator
Public Service Technician
Equipment Operator II
Maintenance Worker
TOTAL
2
2
1
2
1
3
11
Proeram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
$ 324,750
366,550
691,300
38.5%
See Streets and Sidewalks
Productivity Data on page HI-43 of
this document.
ANALYSIS BY PROGRAMM UNCTION
Department: Public Works/Infrastructure Group Division:
Program/Function: Streets & Sidewalks Division Rank:
Utility Patches & Support to Others
Streets & Sidewalks
2
Description:
The Streets & Sidewalks "Utility Patches & Support" function provides for the patching of utility cuts and
concrete support to other departments and citizens. Current level of service.
Impact if this nroeram/function were eliminated:
The elimination of this program would result in no support for water, gas or sewer utility cuts when
sidewalk or pavement cuts are necessary for repair, and no support to other departments for concrete
needs. The general fund would experience a loss in Other Service Charge revenues for concrete fees
reimbursed by Enterprise operations of approximately $150,000. The utility patchwork would have to be
performed by outside contractors at a cost of $2.25 per square foot compared to $1.75 per square foot
when done in-house.
Personnel Requirements:
Tradesworker II
Public Service Technician
Maintenance Worker I
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
1
2
4
$ 100,170
95,000
195,170
10.9%
See Streets and Sidewalks
Productivity Data on page III-43 of
this 'document.
111-SS
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Infrastructure Group/Heavy Construction
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 4 14.1% $ 252,680 III-36
2 Beach Clearing 1 2.2% 40,130 III-37
3 Special Projects and
Support to Others 2 5.8% 103,770 III-38
TOTAL 1991/92 BUDGET 7 22.1% 396,580
III-35
ANALYSIS BY PROGRAWFUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Program/Function: Heavy Construction - Base Level Service Division Rank: 1
Description:
The Heavy Construction base level service function:
Provides maintenance for unpaved streets and alleys. Current level of service.
Monitors the private sweeping contract. 80% of current level of service.
Provides heavy equipment support for in-house construction projects. 74% of current level of service.
Removes heavy debris from parking lots and major intersections. 63 % of current level of service.
Builds and repairs beach sand walls. Current level of service.
Personnel Requirements:
Public Service Supervisor II
Heavy Equipment Operator
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
3
4
$ 136,090
116,590
252,680
14.1%
The Public Service Supervisor 'U
position was eliminated` in the
1991/92 First Quarter Review.
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Program/Function: Heavy Construction/Beach Clearing Division Rank: 2
Description:
This function provides for the movement of large sand build ups on Clearwater Beach parking lots,
sidewalks and streets, with the heavy equipment resources of Public Works. This does not overlap with
the Parks and Recreation function of maintaining the beach itself. Current level of service.
Impact if this program/function were eliminated:
The elimination of this service would result in constant build up of sand resulting in hazardous conditions
and poor drainage.
Personnel Requirements:
Equipment Operator II
Proeram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
$ 21,910
18,220
40,130
2.2%
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Proaram/Function: Heavy Construction Division Rank: 3
Special Projects & Support to Others
Description:
The Heavy Construction "Special Projects and Support" function:
Provides support to other departments with their major projects such as ball fields, driveways, or any earth
moving requirements. Current level of service.
Digs, loads and hauls several times a month, various material for use in projects or for disposal. Current
level of service.
Impact if this program/function were eliminated:
The elimination of this program would result in no heavy equipment support to other departments. It
currently hauls material to the Pinellas County Dump approximately three or four times per month, for all
Departments, other than Solid Waste. Private contractors would have to be employed.
Personnel Requirements:
Heavy Equipment Operator 1
Public Service Technician 1
TOTAL 2
Proeram/Function Cost:
Personal Service $ 56,410
All Other Operating Costs 47,360
TOTAL COSTS 103,770
% of 1991/92 Budget 5.8%
TTT ?O
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Infrastructure Group/Lighting
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Ranh Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 4.5 8.6% $ 154,590 III-40
2 Service to Other Departments 1.5 2.9% 51,530 III-41
3 Street Lights and Christmas
Lighting 1 1.9% 34,340 III-42
During FY 1991/92, all seven
employees were reassigned; to
Parks and Recreation Department,
effective March 9, 1992. One of
the positions has since been
abolished
TOTAL 1991/92 BUDGET 7 13.4% 240,460
III-39
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Program/Function: Lighting - Base Level Service Division Rank: 1
Description:
The Lighting program base level function provides staff to install, repair and maintain all lighting and
electrical equipment for ball fields, recreation centers/playgrounds, and various other Parks & Recreation facilities.
Current level of service.
Personnel Requirements:
Lighting Supervisor
Senior Electrician
Electrician Helper
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.5
3.0
1.0
4.5
$ 141,285
13,305
154,590
8.6%
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
Program/Function: Lighting - Service to Other Departments Division Rank: 2
Description:
This function provides repair and maintenance for other City department's lighting concerns, such as
parking lots and facility security lighting. Current level of service.
Impact if this program/function were eliminated:
The elimination of this service would result in other departments having to contract out all lighting
facilities.
Personnel Requirements:
Lighting Supervisor
Electrician Helper
TOTAL FTE
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
.5
1.0
1.5
$ 47,488
4,042
51,530
2.9%
111'-Y1
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Infrastructure Group Division: Streets & Sidewalks
ProQram/Function: Lighting - Streets and Division Rank: 3
Christmas Lighting
Description:
This function provides inspection and replacement of designated street lights and for the installation of
Christmas decorations.
This service has been privatized in FY 1991/92 at a savings of approximately $10,000 to the City, and is
not proposed to be restored.
Impact if this program/function were eliminated:
The elimination of this program would allow for the remaining street lights on U.S. 19, presently City
responsibility, to be turned over to the State. Christmas decorations are now contracted out.
Personnel Requirements:
Electrician Helper
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
This Electrician ;Helper position
was abolished effective March' 16,
1992, as targeted in the Budget
Forecast.
1
$ 26,720
7,620
34,340
1.9%
III-42
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Infrastructure Group Program: Streets & Sidewalks
Division Description:
The streets and sidewalks section consists of fifteen (15) employees who provide maintenance and
repair of 350 miles of paved streets and 3.9 miles of paved alleys; replacement and construction
of sidewalks, curbs and gutters, and repairs to sidewalk or street utility cuts for water, gas, sewer,
General Telephone, and Florida Power. This division provides concrete for use on all City
department projects and sidewalk replacement for citizens upon request.
Productivity Data:
1987/88 1988/89 1989/90 1990/91
Number Streets Patched 1,612 1,646 1,309 1,646
S/F Sidewalk Repair 61,618 55,749 50,529 87,191
S/F Sidewalk/Slab Const. 11,510 22,833 40,290 22,417
S/F Water Cuts 20,496 14,193 24,060 17,459
S/F Gas Cuts 2,344 2,221 2,832 2,261
S/F Utility/Sewers/Other 10,186 13,532 50,899 33,601
L/F Curb Repaired 2,952 1,780 4,602 2,846
L/F Curb Construction 1,546 1,262 2,392 170
Number of Division Employees: 15
111'-'+.3
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Infrastructure Group Program: Heavy Construction
Division Description:
The heavy construction section is responsible for monitoring the private sweeping contract which
provides for sweeping of beach parking lots, downtown parking lots and commercial streets. This
section also repairs beach sand walls, polices parking lots and major intersections, provides
maintenance for 16.6 miles of unpaved streets and 3.6 miles of unpaved alleys, and provides
heavy equipment support to all departments for construction projects throughout the City.
Productivity Data:
1987/88 1888/89 1989/90 1990/91
L/F Streets/Alleys Graded 7,475 3,615 3,513 5,807
Hrs. Streets Cleaning 3,405 2,076 1,435 1,293
Hrs. Digging/Hauling/Loading ** 650 7,504 5,628
Hrs. Digging/Hauling/Loading/Other ** 44 398 689
Hrs. Support to Others 1,818 2,713 671 1,172
Hrs. Special Projects 12,214 9,329 3,092 1,520JI
** Hours included in Special Projects
Work production has been affected due to downsizing over the years. In 1987/88, this
section had 14 employees, was reduced gradually to the 8 employees budgeted in 1990/91,
and reduced again to the current 7 employees in 1991/92.
Number of Division Employees: 7
TTY AA
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Infrastructure Group Program: Lighting
Division Descrintion:
This section has been responsible for the lighting and electrical concerns of all ball fields and
facilities of the Parks & Recreation Department, and for other city Department's lighting concerns.
This section has also provided maintenance for designated U.S. 19 street lights and has been
responsible for the installation and maintenance of Christmas decorations.
This section was added to the Public Service Division of the Infrastructure Group in June 1991.
(Transferred from the Transportation Group of Public Works at that time.) It has been reassigned
to Parks & Recreation, effective March 9, 1992.
Productivity Data:
The productivity data reflects activity for the period of June 1991 to February
1992.
SUPPORT HOURS FY 1990/91
6/91 to 9/91 FY 1991/92
10191 to 2/92
Ball Fields 1,723 2,311
Other City Facilities 1,214 1,495
Street & Parking Lot Lights 193 175
Christmas Decorations 26 311
11 Other 1,223 913 11
Number of Division Employees: 7
T T T e
111 -TJ
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CITY OF CLEARWATER
DEPARTMENT GROUP SUMMARY
DEPARTMENT/D"ION: Public Works/Transportation Group
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
Traffic Signals 13 26.9% $ 709,500 IH-49
Traffic Service 6 12.4% 327,700 III-53
Administration 4 55.9% 1,475,050 III-57
Operations 3 4.8% 125,320 III-59
Workload/Productivity Data for
Transportation Group IH-62
TOTAL 1991/92 BUDGET 26 100% 2,637,570
III-47
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIWSION: Public Works/Transportation Group/Traffic Signals
D
t/Di C
i
i Relationship to 1991/92 Budget
ep
v omm
on
ss PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel page #
1 Base Level Service 9 18.8% $ 495,350 III-50
2 Computer Operation 2 5.2% 136,810 III-51
3 Electronics/Work for Other
Departments 2 2.9% 77,340 III-52
$118,230 of this Group's cost are
reimbursed by interfund charges to
the Enterprise Funds.
TOTAL 1991/92 BUDGET 13 26.9% 709,500
III-49
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division:
Program/Function: Traffic Signals - Base Level Service Division Rank:
Transportation
1
Description:
The Traffic Signals base level function:
Installs programs, and maintains all traffic signal installations under the control of the City. 80 % level of
current service.
Installs and maintains school flashers, warning flashers, and other elevated traffic control devices. Current
level of service.
Provides stand-by service in case of malfunctions, bulb burnout, or accident to reduce City liability. 67 %
of current service.
Keeps records on all activities. Current level of service.
Repairs equipment at the City's parking garages, and attendant lots for Parking System, as well as
telemetry and electrical systems for other enterprise funds. 50% level of current service.
Operates signalized intersections independently with no coordination between intersections. Traffic lines
waiting at signals increase as seasonal volume increases.
Base Level Service Modification:
One Traffic Signal Technician position has been added to offset the elimination of two Electrician
Helpers. This modification restores traffic signal installations and maintenance and stand-by
service functions to 100% levels.
Personnel Requirements:
Chief Traffic Signal Technician
Traffic Signal Technician
Electronics Technician
Electrician Helper
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
3
2
3
9
$ 320,980
174,370
495,350
18.8%
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division:
Program/Function: Traffic Signals - Computer Operation Division Rank:
Description:
Transportation
2
The Clearwater Computerized Traffic Control System provides improved traffic flow by selecting traffic
signal timing plans compatible with existing traffic conditions. The Clearwater system is the forerunner
of the three systems to be located in Pinellas County. The Pinellas County system and the St. Petersburg
system will eventually be on-line to provide a County-wide system. The three independent systems are
linked by highly accurate clocks. This coordinates the signals under control of different agencies. Timing
plans are reviewed on a regular basis with any changes being field checked to insure accuracy. All
operations are controlled from a central control station. Current level of service restores computer
operation, which was not included in base level of service.
Impact if this program/function were eliminated:
The elimination of this program would intensify the daily traffic problems. An additional workload would
fall to the Police Department to man several intersections during peak periods. Grid lock would develop.
Personnel Requirements:
Signal System Engineer
Signal Engineer
TOTAL
Program/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
1
2.
$ 85,470
51,340
136,810
5.2%
I
Operating costs include $40,000 for
service to the computer and related
equipment.
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Proeram/Function: Traffic Signals - Electronics/Work for Division Rank: 3
Other Departments
Description:
This activity originates in the Traffic Signal Section but mainly performs duties for Water, Water Pollution
Control, and the Gas System, due to the sharing of electronic equipment used in repair and calibration.
This function provides the technical knowledge to calibrate instruments, build and maintain control circuits,
install measuring equipment and troubleshoot all electronic malfunctions for Water, Water Pollution
Control, and the Gas System.
The service of the Electronics Technicians is also available to the traffic signal operation during
emergencies and times when added labor sources is needed. Restores current level of service.
Impact if this program/function were eliminated:
The elimination of this program will hinder the efficiency of gas and water service to residents. This
activity would have to be provided by private contractors if the positions were eliminated.
Personnel Requirements:
Electronics Technicians
ProLyram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
2
$75,370
1,970
77,340
2.9%
Operating costs include the expense
for vehicles used in preforming this
service.
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DMSION: Public Works/Transportation Group/Traffic Service
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page
1 Base Level Service 4 9.5% $ 251,670 III-54
2 Sign Fabrication 1 1.1% 29,050 III-55
3 Traffic Service Supervision 1 1.8% 46,980 III-56
TOTAL 1991/92 BUDGET 6 12.4% 327,700
III-53
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Program/Function: Traffic Service - Base Level Service Division Rank: 1
Description:
The Traffic Signal base level function provides for required pavement markings and signs that control
traffic within the City. These may be new or replacements. Pavements markings include center lines, lane
lines, edge lines, stop bars, pedestrian crosswalks, islands, arrows, and other indications which provide
safety for the motorists.
Traffic signs include all new and replacement installations as well as street name signs which provides for
public safety. Traffic Service also handles traffic control during emergencies, street closures, special
events, parades - Fund & Sun Festival events, Jazz Holiday, etc. Current level of service.
Personnel Requirements:
Sign & Marking Technician
Maintenance Worker I
TOTAL
Pruram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
2
2
4
$ 110,210
141,460
251,670
9.5%
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Program/Function: Traffic Service - Sign Fabrication Division Rank: 2
Description.
The Traffic Service "sign fabrication" function fabricates all of the traffic signs used in the City, including
the street name signs and other signs which are on a routine replacement program. Signs for use in other
City departments are also fabricated by the Sign & Marking Technician. These include park signs, marina
signs, and special designs with logos. Current level of service restores sign fabrication which was not
included in base level of service.
Impact if this program/function were eliminated:
The elimination of this function will not reduce the need for traffic signs. We would be placed in a
position to purchase ready made signs and keep more in inventory to ensure we have an ample supply.
Other City departments would purchase their sign needs from area retailers.
Personnel Requirements:
Sign & Marking Technician 1
Program/Function Cost:
Personal Service $28,060
All Other Operating Costs 990
TOTAL COSTS 29,050
% of 1991/92 Budget 1.1%
111-55
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Program/Function: Traffic Service Supervision Division Rank: 3
Description:
The Traffic Service Superintendent supervises the daily work schedule of five Traffic Service employees
responsible for all signs and pavement markings related to traffic control in the City, prepares all purchases
paperwork, controls inventory, and coordinates all pavement marking activities with other City departments
which includes marking of all City parking lots.
Impact if this program/function were eliminated:
This position has been vacant since the death of the incumbent and has been eliminated in the "right sizing"
of the FY 1991/92 budget. The duties of this position have been assumed by the Chief Traffic Signal
Technician.
Personnel Requirements:
1 Traffic Service Superintendent
Program/Function Cost:
Personal Service $ 45,360
All Other Operating Costs 1,620
TOTAL COSTS 46,980
% of 1991/92 Budget 1.8%
iii-Jv
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Transportation Group/Administration
Relationship to 1991/92 Budget
Dept/Div
Ranh Commission
Rank PROGRAWFUNCTION DESCRIPTION
% of Total
Dollar Amount
Reference
1 # Personnel
Base Level Service 4
55.9%
1,475,050 Page #
I11-58
TOTAL 1991/92 BUDGET 4 55.9% 1,475,050
III-57
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Program/Function: Administration - Base Level Service Division Rank: 1
Description:
The Administration "base level service" function of the Transportation Group provides administrative
support for the sections of the Public Works Transportation Group, which includes the Parking System.
This support provides management, clerical, accounting, personnel matters, budget preparation and various
other coordinating functions for the division.
This function also provides information and support to other groups in the Public Works Department, other
City Departments, the City Commission, and the City Manager.
Citizen concerns and complaints, development plan reviews, transportation impact fees, special events,
street lighting, parking lot and roadway design, emergency traffic operations, concurrency reviews and
coordination with County and State agencies concerning traffic matters are also handled by administration.
Current level of service.
1
Personnel Requirements:
Asst. PW Director/Traffic Engineer
Asst. Traffic Engineer
Staff Assistant
TOTAL
ProL,ram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
1
2
4
$ 127,410
1,347,640
1,475,050
55.9%
Operating costs include $1,254,050
for Florida Power electrical
charges for street lighting, parking
lot lighting, traffic signals, and
various other electrical charges.
Operating costs also include
$76,340 for office' supplies and
internal service charges (document
reproduction, messenger service,
building service, Computer
Information Service, custodial
service, and the print shop
charges) for the entire
Transportation Group.
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CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Transportation Group/Operations
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Pa Lye #
1 Base Level Service 1 2.2% $ 56,980 HI-60
2 Traffic Studies 2 2.6% 68,340 III-61
TOTAL 1991/92 BUDGET 3 4.8% 125,320
III-S9
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Program/Function: Operations - Base Level Service Division Rank: 1
Description:
The Operations base level service function assists Administration with Transportation Impact Fee
calculations, and various other permit applications requiring Traffic Engineering review.
Supervises two Traffic Engineering Assistants in the performance of their duties.
Reviews collected field data to insure its accuracy.
Responds to citizens concerns and complaints.
Reviews sidewalk waivers and coordinates with Pinellas County Traffic Engineering concerning traffic data
for use in concurrency reviews. Current level of service.
Personnel Requirements:
Operations Engineer 1
ProQram/Function Cost:
Personal Service $ 53,560
All Other Operating Costs 3,420
TOTAL COSTS 56,980
% of 1991/92 Budget 2.2%
III -ou
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ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Transportation Group Division: Transportation
Proeram/Function: Operations - Traffic Studies Division Rank: 2
Description:
The Operations traffic studies function accumulates traffic data at locations throughout the City to provide
information for traffic engineering decision making. This data includes traffic volume counts, intersectional
turning movements, delay studies, speed studies and various other traffic related observations.
The Assistants investigate citizen complaints, verify development parking lots and prepare drawings and
diagrams. Current level of service restores data collection which was not included in base level.
Impact if this program/function were eliminated:
The elimination of this program would hinder Traffic Operations since the backbone of Traffic Engineering
relies on information and studies to provide a safe and efficient roadway system. The elimination of
operations would increase traffic related liability.
Personnel Requirements:
Traffic Engineer Assistant 2
ProQram/Function Cost:
Personal Service $ 59,130
All Other Operating Costs 9,210
TOTAL COSTS 68,340
% of 1991/92 Budget 2.6%
TTT_Al
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Transportation Group Program: Traffic Signals
Division Description:
There are 141 traffic signal installations maintained by the Traffic Signal Section. Ninety (90) of
these intersections are presently on the new computer system. The remainder will be added in
the next few months and eventually integrated with the St. Petersburg and Pinellas County
systems. There are also 26 flasher locations associated with variable message and warning signs
and 20 school flashers that require maintenance and adjustments. There are 26 miles of computer
cable which allows communication between the signal locations and the central control center.
This allows the center to "talk" to the individual controller which cycles the signal. New
signalized intersections are scheduled to be installed as time permits. The two top locations are
Greenwood & Pierce and Drew & Hampton.
Productivity Data:
For Fiscal Year 1990/91:
Emergency Damage Repair 122 Hours
Bench Repairs 1,657 Hours
(Signal Equipment)
Computer System Maintenance 886 Hours
(Cable, Field Equipment, Central Office Equipment)
Number of Division Employees: 13
111 -VG
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Transportation Group Program: Traffic Service
Division Description:
The Traffic Service Shop fabricates the traffic signs and other informational signs used by other
departments. During the 1990/91 budget year they made 2,165 signs. New sign installation,
repair and replacement of existing signs amounted to 2,616 locations. Seventy-two (72) miles of
centerline and lane lines were also painted during the same time period. Maintaining City parking
lots by marking stalls with thermoplastic, required 441 manhours.
Productivity Data:
For Fiscal Year 1990/91:
I Number Hours Hrs./Unit
New Sign Installations 127 169.0 1.33
Fabricate Signs 2,165 1,387.4 .64
For Fiscal Year 1989/90:
Number Hours Hrs./Unit
New Sign Installations 116 226.5 1.95
Fabricate Signs 2,062 1,561.4 .76
Number of Division Employees: 6
111- VJ
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Transportation Group Program: Administration
Division Description:
The Transportation Group's Administration supports all of the operations within the group
activities, including the Parking System. It maintains the personnel records and processes the
payroll and purchases for 37 employees. Transportation Impact Fees amount to approximately
$600,000 per year, and Parking revenues are approximately 1.8 million per year.
Number of Division Employees: 4
111 -V't
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Transportation Group Program: Operations
Division Description:
Operations receives traffic accident reports, prepares collision diagrams based on report
information and analyzes accident occurrences which may indicate patterns and a problem area.
Adjustment can then be made in the field on signal timing, sign locations or other markings which
may help to eliminate a certain accident occurrence. Field studies, such as turning movements
at intersections, are taken to fine tune traffic signal splits; traffic volume counts are taken annually
to calculate available capacity for concurrency reviews and radar speed studies are then taken to
insure correct posted speed limits. Many other field traffic studies are required from time to time
as this is the main input in Traffic Engineering Division.
Productivitv Data:
ACTIVITY FY
89/90 FY
90/91
Traffic Operations Work Orders Completed 1,451 1,683
Traffic Field Studies Completed 196 179
Number of Division Employees: 3
111 _VJ
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III-66
F
1
CITY OF CLEARWATER
DEPARTMENT GROUP SUMMARY
DEPARTMENT/DIVISION: Public Works/Environmental Management Group
D
t/Di
C
i
i Relationship to 1991/92 Budget
ep
v omm
ss
on PROGRAM/FUNCTION DESCRIPTION
Ranh Rank % of Total Dollar Amount Reference
# Personnel pace #
1 Base Level Service 2.8 63.8% $ 136,930 III-68
2 Support to Others .9 32.4% 69,580 III-69
3 Habitat Restoration and Improvement .1 .8% 1,700 III-70
4 Environmental Advisory Committee .2 3.0% 6,300 III-71
Workload/Productivity Data for
Environmental Management Group III-72
TOTAL 1991/92 BUDGET 4.0 100% 214,510
III-67
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Environmental Management Group Division: Environmental
Program/Function: Base Level Service Division Rank: 1
Description:
The Environmental Management Group "base level" function:
Provides management, supervisory and support staff, and general administrative oversight of the City's
Environmental programs and its investment in related facilities, human resources, supplies and equipment.
Current level of service.
Provides administrative and technical support in environmental education related to the Goals, Objectives,
and Policies of the City of Clearwater's Comprehensive Plan as they relate to specific environmental
activities including Moccasin Lake Nature Park and the Clearwater Marine Science Center, and as may be
required by state or federal regulatory agencies as a result of permit conditions. Current level of service.
Provides minimal staffing necessary to administer and develop environmental regulatory programs for the
City, regulate and enforce environmental protection of public interests for land resource ordinances and
laws, and monitor public and private development for compliance with site plan conditions and
environmental permits. General Fund revenues through Tree Removal and Clearing & Grubbing permit
requirements generate about $4,800 annually. Funds are also generated on occasion to supplement the Tree
Replacement Program when developers are unable to comply with planting requirements of site plan
development. Current level of service.
Personnel Requirements:
Assistant Director PW/Environmental .4
Staff Assistant .5
Urban Forester .9
Environmental Inspector 1.0
TOTAL FTE 2.8
Program/Function Cost:
Personal Service $ 97,280
All Other Operating Costs 39,650
TOTAL COSTS 136,930
% of 1991/92 Budget 63.8%
III-68
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Environmental Management Group Division: Environmental
Program/Function: Support to Others Division Rank: 2
Description:
The Environmental Management Group "Support to Others" function:
Provides management, staff support, and general administrative oversight to stormwater related programs
of the Watershed Management Division, and manages City investments in related facilities, human
resources, supplies and equipment. Current level of service.
Provides management and support necessary to oversee, develop, and implement technical programs and
projects for the City, related to watershed management and capital improvements for stormwater quality
enhancement.
Impact if this program/function were eliminated:
The elimination of this function would result in the Stormwater Utility/Watershed Management having no
administrative support and a reduced level of technical guidance.
Personnel Requirements:
Assistant Director/PW/Environmental .5
Staff Assistant .4
TOTAL FTE .9
Program/Function Cost:
Personal Service $ 69,580
All Other Operating Costs 0
TOTAL COSTS 69,580
% of 1991/92 Budget 32.4%
TTT An
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Environmental Management Group Division: Environmental
Program/Function: Habitat Restoration and Improvement Division Rank: 3
Description:
The Habitat Restoration and Improvement program is a component of the Environmental Regulatory
Division's Resource Conservation and Improvement Program. The purpose for this project is to improve
habitat in Clearwater through public education, or as required by state regulatory agencies, through the
Capital Improvement Projects Program. Examples of habitat and wildlife areas improved during FY 1992
have, or will include: (1) Stevenson Creek; (2) Overbrook Park; (3) Tampa Bay Water Pollution Control
East Plant; and (4) Stevenson Creek Lagoon. This project provides staff time in the form of restoration
design education, planting oversight direction, and materials funded from the Capital Improvement Project
account (#2815 - Environmental Habitat Restoration) and relies on labor provided by volunteer support for
an estimated cost savings to the City for labor of about $2,300. This figure is expected to more than
double by the end of FY 1992.
Impact if this program/function were eliminated:
The elimination of this project would require that any habitat restoration associated with Capital
Improvement Projects be privatized, since many of the projects are required by state regulatory agencies,
at substantially greater cost to the City. In addition, those public relations benefits gained (public
environmental education, development of community spirit, aesthetic value, government responsiveness,
youth development, etc.) through the use of public volunteers would certainly be lost were this program
eliminated.
Personnel Requirements:
A FTE Urban Forester
Program/Function Cost:
Personal Service $ 1,200
All Other Operating Costs 500
TOTAL COSTS 1,700
% of 1991/92 Budget .8%
Approximately 113 volunteer hours
were devoted to this program in
Fiscal Year 1990/91.
TTT 7A
CI
1]
1
ri
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works/Environmental Management Group Division: Environmental
Proeram/Function: Environmental Advisory Committee Division Rank: 4
Description:
The Environmental Management Group "Environmental Advisory Committee" function provides
administrative and technical support to facilitate Environmental Advisory Committee review, understanding,
and development of recommendations to the City Commission regarding water, wastewater, and stormwater
programs and projects, which may have substantial environmental benefits or consequences upon
Clearwater's natural resources. Since the Committee commenced operation in the fall of 1990,
approximately 40 staff days were dedicated to this effort.
Impact if this nroeram/function were eliminated:
The elimination of this program will result in the loss of direct, early citizen input into the environmental
affairs of the City, particularly where environmental programs or projects may substantially impact
Clearwater's natural resources, and diminish staff opportunity to gain insight from a public perspective for
program or project support.
Personnel Requirements:
Assistant Director PW/Environmental l
Staff Assistant . l
TOTAL FTE .2
Program/Function Cost:
Personal Service $ 6,100
All Other Operating Costs 200
TOTAL COSTS 6,300
% of 1991/92 Budget 3.0%
TTT_71
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works/Environmental Management Group Division:
Division Description:
Environmental
The City of Clearwater has adopted ordinances to preserve the natural environments and improve
the aesthetic quality of developments for the residents and visitors of the City of Clearwater. To
ensure compliance with the Code of Ordinances related to environmental matters, the
Environmental Regulation Division of Environmental Management has been granted the authority
to maintain the Environmental Regulatory Program. The purpose for this program is to: (1)
support the Public Works and Planning and Development Departments by providing site plan
development and construction review to ensure compliance with land and water resources and
policies; (2) issue land and water resource permits; (3) perform environmental inspection,
compliance monitoring and enforcement as required to protect and preserve the natural resources
of the City of Clearwater; (4) support or initiate the development or modification of the City of
Clearwater Code of Ordinances.
Productivity Data:
FY 1990/91 FY 1991/92•
Environmental Inspections Performed 1,196 906
Site Plans Reviewed/C. O. Inspections 91 106
Tree Permits Issued 451 234
Clearing & Grubbing Permits Issued 113 50
Other Permits Issued (Dock,Fill,Fence) 245 90
* Represents approximately first 7 months productivity data.
Number of Division Employees: 4
TTT_7'f
1
CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DMSION: Public Works/Airpark
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAWFUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Page #
1 Base Level Service 0 100% $ 55,000 III-74
Workload/Productivity Data for Airpark III-75
TOTAL 1991/92 BUDGET 0 100% 55,000
III-73
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works Division: Airpark
Program/Function: Base Level Service Division Rank: 1
Description:
The Assistant Director of Public Works/Utilities supervises the activities and operations of the Airpark.
There are no full time employees assigned to this program. Approximately twenty percent of the Assistant
Director of Public Works/Utilities' time is devoted to the Airpark. In this capacity, he performs the
following functions:
Serves as the City member of the Airport Authority and provides a link between the Airport Authority,
City Management and the City Commission.
Supervises the performance of the Fixed Base Operator, the lessee who operates the Airpark.
Supervises the maintenance of Airpark facilities to maintain the capital value and to protect public
health, safety and welfare.
Serves as liaison between Airpark tenants, the Fixed Base Operator and the City.
Serves as liaison with state and federal aviation officials and regulatory agencies.
J
Personnel Requirements:
Asst. Director of Public Works/Utilities
.2
1
Proeram/Function Cost:
Personal Service
All Other Operating Costs
TOTAL COSTS
% of 1991/92 Budget
$ 0 **
55,000
55,000
100%
** The personal service costs for
the Assistant Director of Public
Works/Utilities are paid by the
Solid Waste Fund.
1
TTT_74
1
7-
L
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works Division: Airpark
Division Description:
The Airpark serves as an integral part of the Central Florida Aviation System, supporting over
2,000 take-offs and landings a year. As a municipally-owned general aviation facility, it provides
a home base for over 100 general aviation aircraft with its 3,000 foot runway, 10 enclosed and
40 shade hangers, and 75 aircraft hardstand and sod tie-down spaces. All aviation services and
functions, including aircraft maintenance, flight instruction, flight services, aircraft sales and other
aviation related commercial activities, are provided by a Fixed Base Operator through business
leases with the City of Clearwater. On-site Airport management includes oversight of FAA rules
and regulations as well as City ordinances and grounds maintenance. Financial reports are
provided through a Management Services Agreement with the Fixed Base Operator. All
operations are dedicated to preserve the capital value of the facility, and to keep it serviceable and
safe for the general aviation community, the public, and the adjacent residential areas.
Productivity Data:
Approximately 360 staff hours are spent on the following:
1. Airpark supervision and maintenance
2. Airport Authority liaison
3. Liaison with federal and state regulatory agencies
4. Public relations and citizen complaint resolution
5. Airpark Master Plan improvements
TTT 7t
OF
a
? TER.
III-76
t
1
d
1
1
CITY OF CLEARWATER
PROGRAM BUDGET SUMMARY
DEPARTMENT/DIVISION: Public Works/Emergency Management
Relationship to 1991/92 Budget
Dept/Div Commission PROGRAM/FUNCTION DESCRIPTION
Rank Rank % of Total Dollar Amount Reference
# Personnel Pam
1 Base Level Service 0 100% $ 5,380 III-78
Workload/Productivity Data for
Emergency Management III-79
TOTAL 1991/92 BUDGET 0 100% 5,380
III-77
ANALYSIS BY PROGRAM/FUNCTION
Department: Public Works Division: Emergency Management
Program/Function: Base Level Service Division Rank: 1
Description:
The Assistant Director of Public Works/Utilities supervises the Emergency Management program. There
are no full time employees assigned to this program. Approximately twenty percent of the Assistant
Director of Public Works/Utilities' time is devoted to Emergency Management. In this capacity, he
performs the following functions:
Coordinates City-wide preparedness for natural disaster or crisis.
Integrates City preparedness with county, state and federal preparedness networks.
Conducts hurricane preparedness seminars.
Maintains liaison with outside agencies such as Pinellas County, the American Red Cross and the
National Hurricane Center.
Conducts hurricane preparedness exercises.
Maintains the City Emergency Operation Plan.
Personnel Requirements:
Asst Director of Public Works/Utilities .2
Program/Function Cost:
Personal Service $ 0 **
All Other Operating Costs 5,380
TOTAL COSTS 5,380
% of 1991/92 Budget 100%
TTT 70
** The personal service costs for
the Assistant Director of Public
Works/Utilities are paid; by the
Solid Waste Fund.
WORKLOAD/PRODUCTIVITY DATA
Department: Public Works Division: Emergency Management
Division Description:
The Emergency Management Coordinator performs the following functions:
1. Supervises and coordinates emergency preparedness for Clearwater
2. Member of Pinellas County Disaster Preparedness Committee
3. Member of Pinellas County Road Clearing Task Force
4. Chairman of Upper Mid-County Road Clearing Task Force (Belleair Rd. to Curlew Rd.)
5. Publishes and maintains City of Clearwater Emergency Operations Plan
6. Coordinates functions of the City of Clearwater Emergency Operations Center
7. City of Clearwater representative to Florida Governor's Hurricane Conference and
National Hurricane Conference
Productivity Data:
Approximately 360 staff hours are spent on the following:
1. Emergency planning and coordination
2. Liaison with community, county, state and federal agencies
3. Hurricane preparedness planning and community preparedness presentation
T T T 9n
PUBLIC WORKS
(General Fund)
Fiscal Year 1991/92
Emergency Management 0.1%
Environmental Group 3.1% Engineering Group 31.0%
Capital 0.7%
Personal Service 57.3% Internal Service 12.5%
Debt Service 0.6%
0
Transportation Group 38.7% -
Infrastructure Group 263%
Airpark 0.8%
Budget by Major Program Other Operating 28.9%
Budget by Major Classification
Total Budget - $6,817,280
Annual Budget Comparison
® Engineer. Group Transport. Group Inlrastruc Group
E
nvlron. Group ® Airpark Emergency Group
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Number of
Daily Runs
0 to <1
1to<3
3 to <7
7 to <12
12 to <16
WE HAVE:
4 Units @ 3 to <7
2 Units @ 7 to <12
COUNTY AUTHORIZED EMS STAFFING
Minimum
Equipment to be Used
BLS Engine
1 Paramedic ALS Engine
2 Paramedic ALS Engine
1 Paramedic Rescue
2 Paramedic Rescue
WILL PAY FOR:
Paramedic
Paramedic Premium Pay
0 0
0 1
1 2
2 1
2 2
= 8 Paramedics and 10 Premium Pays
8 Paramedics X 3.59, which is our Continuous Staff Multiplier = 28.8 Paramedics
Formula pays for 28.8 Paramedics; we have 15 Paramedics "dedicated."
PAGE 2
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REASONS FOR $ DIFFERENCES
o County marginal cost concept.
o We have high call volume - Low volume equals 0 or minimal
reimbursement.
o County Formula = 28.8 personnel versus our 15.
o We run all "Boxes" - $31.90 saved per run on 4,450 calls = +142,000.
o Other points of interest:
o If we do cheaper we keep.
o Added 2 Rescues in 86/87 + $561,920
o City of Clearwater "pays" 2.9/3.4M versus receipt of 2.3M.
o Recent Committee efforts.
o Future increases in run volume means more $ sooner.
28.8 = 32.3 if 1 unit upgrades
32.2 = 35.9 if 2nd unit upgrades
PAGE 5
MILLAGE RATES - FIRE DISTRICTS
FY 91/92
50K
FY FY FY ASSESSED
89/90 90/91 91/92 VALUATION
East Lake 1.358 1.244 1.266 63.30
Tiera Verde .847 1.138 1.467 73.35
Belleair Bluffs 1.500 1.605 1.529 76.45
Largo 1.703 1.499 1.535 76.75
Tarpon Springs 1.343 1.861 1.670 83.50
Dunedin 2.095 2.440 1.713 85.65
Clearwater 1.682 1.705 1.770 88.50
Pinellas Park 1.962 1.984 1.938 96.70
High Point 2.141 1.581 1.994 99.70
Safety Harbor 1.978 2.336 2.405 120.25
Seminole 2.323 2.448 2.667 133.35
Lealman 2.911 3.253 3.533 176.65
Gandy 4.682 4.225 4.791 239.55
EMS MILLAGE RATE
FY 90/91 .7
CITY ASSESSED VALUATION
X COUNTY MILLAGE
FY 91 /92 .7
4.125 B
.7
2.888 M
WITH UNINCORPORATED AREA 3.398 M
PAGE 6
w
C IT Y OF C r, . E A R W AT E
P O S T O F F I C E 60 X 4 4 6
7
C L E A R W A T E R, F L O R I D A 3461 8 a 7 a 8
j t
11Fire Department
»62-6300
May 26, 1992
Dwaine E. Booth, Fire Coordinator
Fire and Emergency Medical Services
Civil Emergency Services Department
12490 Ulmerton Road
Largo, Florida 34644
References: a. Chapter 73-600, Laws of Florida
b. County Administrator letter dated 11/25/91
C. Your letter dated 5/5/92
Dear Dwaine:
Attached is our Fire District Budget for fiscal year 1992/93,
submitted in accordance with Section 7 of Reference (a). The
amount to be prorated, as specified in the law, is:
District Request Budget $9,733,930
Less Revenue Generated - 13,500
Total Expenditures Minus Revenue $9,720,430
EMS Contract Reimbursement 2,211,150
Amount Required to be Prorated $7,509,280
Under the County funding concept of marginal cost for
reimbursement of EMS costs, it is axiomatic that all City of
Clearwater Fire and EMS District costs above those receiving
County EMS funding are, in fact, fire related. Therefore, our
"District Request" column reflects total Fire Department costs
for fiscal year 1992/93 and our actual County Fire District
Budget is this "District Request" less revenue anticipated and
County EMS contractual funding. It should be noted that we have
not yet been advised by the County as to our EMS reimbursement
for fiscal year 1992/93. Consequently, if our earned
compensation under the EMS contract exceeds that indicated in the
above calculation, a like reduction in the Fire District amount
to be prorated to the unincorporated area should occur.
I would note that the Fire District Budget reflects an increase
of only 2.6% over fiscal year 1991/92, which is indicative of the
City's efforts to contain costs associated with the provision of
fire services. We appreciate the County Administrator's
recognition of providers' cooperation in Fire District funding
matters in the past as stated in Reference (b); however, we
4"
to
Equal Emoioyin enI a n a A': rmative Action Ern DInyar
-2-
believe that this cooperative approach is'not being furthered by
Reference (c). Stated succinctly, we have been funded by the
County under the concept specified in the law for approximately
twenty (20) years and it now appears the County, without any
rationale being provided nor any discussions being held, is
attempting to impose a change that we strongly believe is not in
consonance with the law, and certainly not past County practice
under the very same law. To share with you just a single example
of the effect of the County proposal of not accepting the City of
Clearwater budget approved by our City Commission; a Clearwater
resident would now pay more for identical fire service than their
unincorporated neighbor even though both property assessments are
identical and both are within our Fire District. This does not
appear to be the intent of the law, in addition to not being
acceptable to the City, nor is it believed that the.
unincorporated properties within our Fire District would be
willing to accept a lesser degree of service or less than a full
year's service since they would be paying less than our
residents.
It is anticipated that, in accordance with Reference (b) above,
the $72,223 reimbursement "shortfall" for fiscal year 1991/92
will be additive to our fiscal year 1992/93 district
appropriation. It would appear axiomatic that these monies would
be forthcoming upon their collection early in the fiscal year as
the County practice has always been to forward our monies as
earned - these monies will all have been earned prior to their
collection.
Based on the loss of interest incurred by the City of Clearwater
on the fiscal year 1991/92 reimbursement shortfall and Reference
(c), we respectfully request to review the data comprising the
County-proposed millage rate for fiscal year 1992/93 in advance
of the TRIM notice publication. Unless advised to the contrary,
we will assume your positive consideration of this request.
As in the past, if we may be of further assistance, please do not
hesitate to let me know.
Sincerely,
Robert L. Davidson
Fire Chief
RIND : crh
cc: Michael Wright, City Manager
Jeff Harper, Director/Administrative Services
Dan Deignan, Asst. Director/Administrative Services
Tina G. Wilson, Director/Budget
M. A. Galbraith, Jr., City Attorney
4c-'s ?6/i-:? z
we s---
PL A C?
INSPECTOR
GROUP 87/88
Bldg.lnspector
Elec. (2)
Mech/Plum(2)
Plumb(1)
Gas(1)
Supervisors
CROSS INSPECTION SUMMARY
BLD ELE PLU GAS MEC SGN MIS COM CROSS INSPECTION
8063 22 64 1 21 0 285 27 420
12 3539 268 0 31 0 18 0 329
1 2 345 0 586 0 0 0 3
3 2 1847 5 612 0 2 0 624
0 7 390 202 426 0 0 1 824
8 1 2 0 1 0 342 -- 2201
88/89 BLD ELE PLU GAS MEC SGN MIS COM CROSS INSPECTION
Building(5) 10,895 11 76 8 42 6 472 87 702
Elec.(2) 10 3606 230 0 49 0 72 0 361
Plumb(1)4mos. 0 0 709 15 386 0 0 0 401
Mech/Gas/Plumb
(1) 8 mos. 2 2 934 163 610 0 0 0 1711
Gas(1) 9 24 1369 544 1021 0 17 0 2440
Supervisors 5 1 1 0 1 0 46 0 4351
89/90 BLD ELE PLU GAS MEC SGN MIS COM CROSS INSPECTION
Building(5)* 8671 21 1040 167 872 7 185 109 2401
Elec.(2) 15 3647 157 0 3 1 41 2 219
* M ech/Gas/
Plumb(2) 6 8 1598 526 1192 0 10 0 3340
Supervisors 30 2 1 0 0 5 651 0 5960
* One of the buildin g inspectors was doing mecha nical/gas/plumbing inspections for a ten month period. He retired in September of
1990, and was replaced with a mechanical/gas/plumbing inspector.
90/91 BLD ELE PLU GAS MEC SGN MIS COM CROSS INSPECTION
Building(4) 8448 5 18 0 1 88 209 104 425
Elec.(2) 27 4568 157 0 27 0 18 0 229
Mech/Gas/
Plumb(2) 10 12 2586 764 2516 0 4 1 5892
Supervisors 34 9 7 0 3 0 123 0 6546
91/92 BLD ELE PLU GAS MEC SGN MIS COM CROSS INSPECTION
6 months
Building(2) 3735 4 8 0 4 88 115 112 331
Elec.(2) 4 2000 39 0 1 2 14 18 80
Mach/Gas/
Plumb(2) 0 9 1100 339 964 0 296 16 2724
Supervisors 9 7 0 0 0 0 21 0 3135
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